idp - city of Johannesburg

CITY OF JOHANNESBURG
DRAFT 2009/10 INTEGRATED
DEVELOPMENT PLAN (IDP)
REVISION
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Table of Content
Table of Content ...................................................................................................1
CHAPTER 1: INTRODUCTION ............................................................................3
CHAPTER 2: STRATEGIC OVERVIEW ..............................................................8
CHAPTER 3: INTERGOVERNMENTAL ALIGNMENT ......................................23
CHAPTER 4: COMMUNITY OUTREACH ..........................................................36
CHAPTER 5: SPATIAL DEVELOPMENT FRAMEWORK (SDF) AND CAPITAL
INVESTMENT FRAMEWORK (CIF)...................................................................40
CHAPTER 6: GOVERNANCE AND ADMINISTRATIVE ARRANGEMENTS ....63
CHAPTER 7: PERFORMANCE MANAGEMENT SYSTEM..............................74
CHAPTER 8: SECTOR PLANS .........................................................................79
Community Development Sector Plan.............................................................92
Corporate And Shared Services Sector Plan ................................................113
Economic Development Sector Plan .............................................................123
Environmental Management Sector Plan ......................................................150
Financial Sustainability Sector Plan ..............................................................162
Governance Sector Plan ...............................................................................173
Health Sector Plan ........................................................................................200
Housing Sector Plan......................................................................................210
Infrastructure And Services Sector Plan........................................................218
Legislature Sector Plan .................................................................................227
Public Safety Sector Plan ..............................................................................237
Spatial Form And Urban Management Sector Plan.......................................247
Transportation Sector Plan............................................................................263
CHAPTER 9: KEY IDP STRATEGIC INTERVENTIONS .................................275
CHAPTER 10: 2010 FIFA WORLD CUP .........................................................283
CHAPTER 11: AREA BASED INITIATIVES AND PROJECTS .......................307
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CHAPTER 1: INTRODUCTION
The developmental nature of societies is not static and performance changes over time, it is thus
required in terms of Municipal Systems Act that municipalities must review their IDP on an annual
basis in order to assess their performance and reflect on changes in the communities. The
Integrated Development Plan (IDP) is a comprehensive, integrated and multi-faceted document
that seeks to accomplish sets of objectives and imperatives. And one of the primary objectives of
2009/10 IDP review is “To host the best World Cup ever in 2010” and accordingly the 2009/10
IDP review is informed by such imperatives.
Therefore the 2009/10 IDP review happened during interesting period in the history of the City of
Johannesburg in the sense that it was written as the process of 2010 FIFA World Cup
preparations unfolds. The CoJ as a major host city for 2010 FIFA World Cup plays a pivotal role
in ensuring that the country delivers on a mandate of a memorable and best World Cup ever in
true African style. Therefore this document is unique because it dedicates a chapter solely on
2010 which showcases and reflects on the state of readiness for 2009 FIFA Confederation Cup
and 2010 FIFA World Cup. In addition to a dedicated chapter on 2010 FIFA World Cup, various
sector plans in 2009/10 IDP review document shed more light on 2010 FIFA World Cup
programmes and projects deliverable for 2009/10. The impact of the 2010 FIFA World Cup
permeates the entire organization hence there is deep shared commitment from all the CoJ
internal and external stakeholders.
2010 FIFA World Cup has permanently transformed the landscape of the CoJ in terms of
stadiums, transport and supporting infrastructure since the history of the discovery of Gold in
Johannesburg. It is for this reasons that the 2009/10 IDP review is a unique document that seeks
to position the CoJ as a World Class African Host City for FIFA World Cup.
The driving force behind the development of an IDP is summarised by the following five main
reasons:
Firstly, the IDP is part of a suite of strategic planning instruments that guide development and
service delivery in the City. The Growth and Development Strategy (GDS) provides the vision and
long-term strategic perspective for the City, while the IDP sets out the strategic plan for the
medium term that coincides with the electoral term of 2006 to 2011. Each department and
Municipal Entity (ME) within the City is required to complete a detailed annual business plan that
gives operational expression to the IDP;
Secondly, the Municipal Systems Act prescribes the formulation and approval of the IDP by the
full Municipal Council, meaning that the IDP may not be delegated. This is important because the
legislation lends the weight of the law on to the IDP and the approved IDP itself has the force of
law;
Thirdly, the IDP is the key mechanism for vertical and horizontal alignment. It strives to achieve
vertical integration between the municipality and other spheres of government; and works
towards horizontal integration between adjacent municipalities;
Fourthly, the IDP weaves together the discrete activities within the municipality by providing a
strategic overview, detailing the processes of intergovernmental alignment, showing the outreach
and consultation process, setting out a summary of the Spatial Development Framework and
Capital Investment Framework and framing the Performance Management System. The essence
of the IDP is the Sector Plans, which defines the delivery agenda. The Financial Plan component
of the IDP shows the linkages between the IDP and the budget as a whole; and
Lastly, once the IDP is approved by the Council it becomes a public document governed by
Promotion of Access to Information Act 2 of 2000 which gives effect to the constitutional right of
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access to any information held by the state and any information that held by another person and
that is required for the exercise or protection of any right; and to provide for matter connected
therewith. It is for this reason that the IDP must be made available to all City of Johannesburg
stakeholders.
PROCESS FOR THE 2009/10 REVIEW
Two critical events necessitate the early commencement of the 2009/10 IDP review process:
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The national and provincial election held on 22 April 2009; and
FIFA Confederation Cup, a prestigious warm-up event that serves as a dry run to the 2010
FIFA World Cup.
IDP Assessment workshop
IDP Assessment discussion Workshop, held at Shumba Valley in August 2008, set the tone for
the 2009/10 IDP review. The primary aim of the Workshop was to highlight challenges for the
next financial year in view of the two critical issues raised above. The idea of roundtable
discussion on sector plan, business plan and budget was recommended in order to expedite the
process of 2009/10 IDP review. The Roundtable discussion served as a dry run for departments
to prepare for the Budget Panel which was held from 26 November to 1 December 2008.
Budget Lekgotla I
The first Budget Lekgotla was held in September 2008 and it sought to achieve amongst others
the following objectives:
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To perform a strategic assessment of the mid-term and key IDP Intervention (first half of
electoral term) including achievements, opportunities and challenges;
To define the medium term budget for the City of Johannesburg;
To conceptualise and implement community-based planning; and
To conclude discussions on the content of the Mid-Term Report.
Emerging from the Budget Lekgotla was a comprehensive progress report on the following key
IDP interventions:
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Rea Vaya Bus Rapid Transit project and Gautrain;
Formalisation of informal settlements;
Implementation of Growth Management Strategy;
Developmental approach to Property Rates and Tariffs;
City Power Risk Assessment;
Housing delivery and secondary property market (facilitation of housing delivery by private
sector and provincial government on a leveraging basis);
Increased spending on maintenance of infrastructure, roads and public facilities;
City wide 200 000 Tree Programme;
Community Bank and SMME Fund;
Upscaling of Soweto Empowerment Zone;
Implementation of Inner City Regeneration Charter;
2010 Soccer World Cup;
Environmental Demand Side Management (Energy, Water and Refuse);
Upscaling of targeted crime prevention initiatives;
Implementation of Social Package; and
Upscaling of basic infrastructure to meet national targets.
The aforementioned key IDP interventions are discussed in detail later in Chapter 4.
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Sector/Business Planning Round Table and Budget Panel Hearings
Following the Budget Lekgotla, core departments and Municipal Entities engaged in earnest in an
initial round of business planning and budgeting in preparation of the Budget Panel hearing. The
budget panel hearing was held from 26 November to 1 December 2008 and provided comments
on initial core departmental and Municipal Entities (MEs) budget submissions based on the IDP
programmes and projects. Municipal Entities and core departments were required to update the
sector plan and business plan based on the comments emanated from the Budget panel. A
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special Budget Panel Assessment Workshop was held on the 16 of January 2009 as follow up
to the Budget Panel hearing. Three core departments and two MEs presented further motivation
for their budget proposals.
The second Budget Panel Assessment Workshop in preparation for Budget Lekgotla II was held
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on the 26 of January 2009. The primary aim of workshop was to deliberate on the following key
issues:
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Budget proposal assessment;
Capital project prioritisation;
Financial plan framework; and
Community based planning.
Following the Budget panel hearing all departmental sector plans were submitted to section 79
committees for comments. Departments updated sector plan and business plan simultaneously
from the comments emanating from the committees.
Intergovernmental Engagement
In reviewing the CoJ IDP 2009/10, provincial engagements took place and Provincial Government
committed to provide Capex budgets that are reflected in chapter 11: Area-based initiatives.
IDP and Public Participation
A stakeholder summit is scheduled for 28 March 2009 and it will provide for opportunities for
stakeholders to represent the interest of their ward as to ensure sustainable communication
between all stakeholders and City of Johannesburg when it comes to service delivery. IDP and
Public participation allow the City and communities to plan together in order to achieve joint and
coordinated outputs that compliment each other. Furthermore, it will also aid in fostering a social
contract between the City and communities as well as empowers ward councillors and ward
committees to take ownership for development in their areas.
The CoJ introduced community based planning at ward level. Through community based
planning wards’ concerns and challenges were responded to in the IDP, departmental and
Municipal Entities business plans and finally in the budget.
The first phase of community based planning entailed ward preparation, SWOT analysis and
ward vision and draft ward plans.
The second phase of community based planning consisted of the finalisation of the draft ward
plans, including the three (3) ward issues and the integration of those ward issues in the IDP.
Midterm Report
The midterm report reviewed the CoJ performance according to the sectors as defined in the
GDS and IDP, namely governance, financial sustainability, economic development, spatial from
and urban management, environment, transportation, infrastructure, housing, community
development, health, public safety and corporate and shared services. The mid-term review
provided a report against the commitment made in the 2006-2011 Integrated Development Plan
and 2006 Growth and Development Strategy. Therefore the 2009/10 IDP review is informed by
the midterm progress in order to address the challenges were gaps were identified.
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STRUCTURE OF THE 2009/10 IDP DOCUMENT
The document consists of the following chapters:
Chapter 1
Chapter 2
Chapter 3
Chapter 4
Chapter 5
Chapter 6
Chapter 7
Chapter 8
Chapter 9
Chapter 10
Chapter 11
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Introduction
Strategic overview
Intergovernmental alignment
Community outreach
Spatial development framework
Governance and administrative arrangements
Performance management system
Sector plans
Key IDP strategic interventions
2010 FIFA World Cup
Area-based initiatives and projects
The section below describes the proposed content to be covered in each chapter.
Chapter 1: Introduction
Chapter 1 defines the IDP and its importance in relation to good governance, coordination and
integration across the three spheres of government and also as a mechanism to enhance
community participation and accountability. Furthermore, it outlines the key components of the
entire IDP document as a well the process followed in compiling the 2009/10 IDP review. It also
reflects on the challenges encountered and lessons informing this review process, and how this
experience will inform future planning in terms of long, medium and short-term planning. It
conceptualises the significance of the 2009/10 IDP review in relation to the current context. This
chapter will also highlight the key drivers of the 2009/10 IDP review process; namely: •The
Millennium Development Goals (MDGs); Six principles of the Growth and Development Strategy;
Mid- term reporting on the progress made against the 2006 ANC Local Government Manifesto;
Key IDP Strategic Interventions; City’s readiness to host 2010 World Cup; and Community Based
Planning.
Chapter 2: Strategic Overview
This chapter of the Integrated Development Plan sets out:
How the City’s Growth and Development Strategy continues to provide the strategic frame for the
IDP; and
Key aspects of the strategic context within which the City is operating, which have shaped
strategic choices about where to place programmatic and budgetary emphasis in 2009/10.
Chapter 3: Intergovernmental Alignment
This chapter highlight the City’s efforts towards strengthening intergovernmental alignment and
rigorous sectoral engagement with provincial counterparts through the Exco approved July-toJuly Road Map. It also reflects on the lessons from the MEC’s on the City’s 2008/09 IDP. It also
highlights key areas of alignments between the City and Provincial/National counterparts and
identifies joint initiatives as well as Gauteng Provincial Government projects within the CoJ area.
This chapter will also reflect on some of the City’s initiative in addressing issues of inter municipal
alignment with a view of to improving horizontal and vertical alignment.
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Chapter 4: Community Outreach
This chapter deals with the City’s outreach process and rolling out of the Community Based
Planning Phase 2 (drafting of ward plans). It also integrates community inputs into the Sector
Plans, Business Plans and Budgeting processes.
Chapter 5: Spatial Development Framework
This chapter outlines high-level interventions of the spatial development framework, Growth
Management and Capital investment programmes into the City’s settlement restructuring agenda.
This discusses the outcomes and the impact of the Growth Management analysis in relation to
the revised SDF and Capital Investment Framework for the City.
Chapter 6: Governance and Administrative Arrangements
This chapter outlines and demonstrates how the City’s governance and institutional arrangements
has been implemented for achievement of the vision of “A World Class African City”.
Furthermore, it reflects on key programmes and activities for the Offices of the Speaker and Chief
Whip in relation to the City Governance model. It also reflects on the functioning of Section 79
Committees, Service Level Agreements and the appointments of Boards for the Municipal
Entities. With regard to human resources, it outlines the City’s HR Shared Services Centre Model.
Chapter 7: Performance Management System
This chapter outlines the processes and systems that are in place for monitoring and reporting on
the issues of organisational performance in relation to the 5-Year Mayoral priorities as well as for
the individual scorecards and also to report on the achievements as well challenges that require
further attention.
Chapter 8: Sector plans
The departmental sector plans are the building block of the City’s 5 year IDP. The annual review
of sector plan provides the City with an opportunity to reflect on progress made in each sector
and to identify delivery agendas for the year ahead (2009/10) and to reporting on the progress
made on the 5 Year IDP Sectors Indicators as well as City’s Growth and Development Strategy. It
also forms the basis for the development of business plans and departmental performance
management targets. Furthermore, it also addresses internal and external environment that
impacting on each sector and reports on the progress towards meeting IDP 5 year objectives and
targets.
Chapter 9: Key IDP Strategic Interventions
This chapter provides a progress report on each key IDP strategic Intervention and outlines key
plans for the remainder of the current mayoral term.
Chapter 10: 2010 FIFA World Cup Projects
This chapter outline the progress in terms of the implementation of 2010 projects and it also
highlight challenges facing the City in implementing its plans in relation to these projects.
Furthermore, it also highlights the CoJ state of readiness to host the Confederations in 2009 as
well as the 2010 World Cup.
Chapter 11: Area-based Initiatives and projects
This chapter provides an overview of the City’s key projects and initiatives at an area-based level.
These projects and initiatives support of the 5-year Mayoral Priorities, City’s Growth and
Development Strategy (GDS) and the delivery agendas for 2008/09. The chapter also includes
the key urban management issues and interventions for each of the city’s regions. Furthermore,
it also includes the Gauteng Provincial Government Capex projects for 2008/09 to be
implemented in the City of Johannesburg municipal area.
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CHAPTER 2: STRATEGIC OVERVIEW
INTRODUCTION
This chapter of the Integrated Development Plan sets out:
 How the City’s Growth and Development Strategy continues to provide the strategic frame for
the IDP; and
 Key aspects of the strategic context within which the City is operating, which have shaped
strategic choices about where to place programmatic and budgetary emphasis in 2009/10.
THE GROWTH AND DEVELOPMENT STRATEGY AS THE STRATEGIC FRAME FOR THE
IDP
The Municipal Systems Act (MSA) (Act 32 of 2000) requires that municipal IDPs must include the
following components:
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A vision of the long-term development of the municipality;
An assessment of the existing level of development in the municipality which must include an
identification of the need for basic municipal services;
The municipality’s development priorities and objectives for its elected term;
The municipality’s development strategies, which must be aligned with any national or
provincial sectoral plans and planning requirements;
A spatial development framework which must include the provision of basic guidelines for a
land use management system;
The municipality’s operational strategies;
A disaster management plan;
A financial plan, which must include a budget projection for at least the next three years; and
Key performance indicators and performance targets.
In the City of Johannesburg, a deliberate choice was made at the start of the current Council term
of office to develop the first four of these components through the formulation of a Growth and
Development Strategy (GDS).
The GDS and a 5-Year 2006/11 IDP are not disconnected or competing documents. They were
developed simultaneously, through the same process, and are regarded as related parts of a
regular and predictable medium-term cycle of strategic resource allocation. This cycle ensures
that every five years the City will:
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Review progress made over the previous term of office;
Assess future growth & development opportunities and challenges and re-orientate longerterm strategy, and
On the basis of these two steps, chart the course forward for the next term.
Diagrammatically this regular, predictable cycle of integrated long term and medium term
planning can be represented as follows.
5 year term
review
5 year term
review
Revised GDS
GDS
June 05
2006/11
5-year IDP
2006/11
IDP rev1
2006/11
IDP rev2
2006/11
IDP rev3
2006/11
IDP rev4
20011/16
5-year IDP
June 06
June 07
June 08
June 09
June 10
June 11
In this system of planning the GDS charts the long term strategic course, and makes some of the
bigger, overarching decisions about what should be prioritized to accelerate growth, reduce
poverty, build sustainable settlements and empower communities. The IDP defines the medium
term path. It spells out where we want to be after five years, and how we intend to get there. In a
sense, the GDS and 5-Year IDP are two sides of the same coin, with the GDS articulating for the
IDP an assessment of the state of development in the municipality, a vision for long term
development, and a statement of development priorities and strategies which frame IDP
objectives and programmes for the 5-year.
The Growth and Development Strategy is made up of four sections:
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A Long Term Strategic Perspective. This provides a perspective of what the future may hold,
on the basis of a strategic analysis of current and future trends and dynamics. It defines
strategic challenges and opportunities, and the implications thereof;
A Development Paradigm. This is a set of core propositions for what must be emphasized if
the City is to follow the best and fastest route to development. This boils down to 6 principles
that light the way on the development path ahead;
A Vision Statement. This is a statement of what an ideal city ought to look like 25 to 30 years
from now;
A clear set of strategic choices for exactly what we should aim to accomplish over the longer
term and what we need to do concretely to achieve this. These choices consist of:
 Long Term Goals; and
 Long Term Strategic Interventions for achieving our Goals.
These Long Term Goals and Long Term Strategic Interventions constitute one half of a set of
Sector Plans. The Sector Plans bridge the GDS and IDP. Whereas the Long Term Goals and
Strategic Interventions emerge from the GDS, they are carried over into the 2006-11 IDP to
frame:
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5-Year Objectives, specifying the outcomes we will aim to achieve over the next term of
office; and
IDP Programmes (made up of initiatives, projects, new policies, etc), which state exactly what
must be done in the next five years if we are to achieve our 5-Year Objectives.
The 2006/11 5-Year IDP has twelve Sector Plans. These roughly correspond with the portfolios
of the Mayoral Committee (with two sector plans – Financial sustainability and Economic
Development belonging to one Member of the Mayoral Committee, and Governance being
shared between the Executive Mayor and Speaker), and also with the departmental structure of
the municipality. The thirteen sector plans are:
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Community Development
Corporate & Shared Services
Economic Development
Environment
Financial Sustainability
Governance
Health
Housing
Infrastructure & Services
Legislature
Public Safety
Spatial form & Urban Management
Transportation
This integrated package is expressed diagrammatically as:
Corp service
Governance
Finance
Safety
Health
Transport
Spatial Dev
Environment
Infrastructre
Housing
Human Dev
Econ Dev
Analysis
Vision
Proactive absorption of the poor
Balanced & shared growth
Facilitated social mobility
Settlement restructuring
Sustainability & environmental justice
1. Long-Term Goals
2. Long Term Strategic
Interventions
bridging into …
3. Five-Year IDP Objectives
4 Five-Year IDP Programmes
Innovative governance solutions
The heart of the Growth and Development Strategy is the Development Paradigm. In 2006,
through an extended process of internal consultation and debate informed by clear political
choices emerging locally and nationally, as well as national and provincial policy directions, the
City of Johannesburg extracted a set of six core development principles. These six principles are
value propositions that cut across and underpin the strategic choices made in the GDS and IDP.
The six principles are:
1. Proactive absorption of the poor: Johannesburg is South Africa’s premier business city. This
means it will remain a magnet for opportunity seekers. The City will not hope that the poor
will go elsewhere. And it will not fail to address their needs. The City will work to facilitate
the transition of ‘the poor’ (new households, new internal and circular migrants; those in
hostels, informal settlements and historical ghettoes; youth; and refugees) into the city. This
means helping the poor to access basic livelihoods, start to build a core of assets, master
demands of urban life, gear up for participation in the urban economy and negotiate urban
costs of living.
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2. Balanced and shared growth: Historically, Johannesburg’s relatively fast economic growth
has been premised on commodity exports, in turn reliant on low input costs – especially low
wage costs – for large business. The City must continue to keep the cost of doing business
in the city as low as possible, but the structural dynamic in the economy must change if all
residents are to enjoy the fruits of this growth. In a future local economy, ‘accelerating
economic growth’ and ‘ensuring that the benefits of growth are shared more broadly’ will not
be separate priorities. The City must instead work to ensure that the rate of economic growth
is itself being driven up via a process of spreading the benefits of economic growth.
3. Facilitated social mobility and reduced inequality: As a post apartheid city Johannesburg has
a non-negotiable obligation to ‘absorb’ the poor. But this does not mean taking in more poor
people so that we carry a bigger welfare burden. We don’t just want to help people in
poverty. Through shared growth, and other measures, we want to help people out of poverty.
This is critical for the future development of Johannesburg. A bigger middle-strata of society
is critical to expand the domestic economic market, and thereby encourage investment, bring
greater social stability, and create the pool of savers, risk-takers and investors in human
capital from which derives future productive capacity. This means we must work to enable
people to aspire, and to unblock obstacles to rapid social mobility.
4. Settlement restructuring: We have transformed our City in institutional terms. We must now
accelerate the restructuring of our city in spatial terms. This involves a number of things. But
at the very least, as a matter of principle, we need to change city form to bring jobs closer to
people and people closer to jobs. This requires boldness and creativity, and perhaps a
fundamental change in planning approach away from simply facilitating spatial development
towards actively directing it. We acknowledge that cities are built by many players but we
must regain control over future spatial structure.
5. Sustainability and environmental justice: Recent events in New Orleans illustrate that cities
ignore the risk of global environmental trends at their peril, and that the worst affected
whenever cities fail to manage these risks are always the poor. Johannesburg must become
a more ‘sustainable city’ by anticipating and managing the effects of environmental change.
This means trying to limit the impact of urban processes of production and consumption on
the environment, inter alia by adopting more environmentally sustainable practices. It also
means promoting ‘environmental justice’ by ensuring that poorer communities do not
routinely suffer most the effects of urban-environmental risks and disasters, as well as
ensuring that quality of life is enhanced by extending green infrastructure to areas that have
historically functioned as grey, featureless dormitory townships.
6. Innovative governance solutions: The worldwide long-term trend is for citizens and
stakeholders to demand more and more of their governments while at the same time wanting
to contribute less and less to the public purse. Efficiency improvements are critical, but will
only be part of the long-term solution. It is recognized that the development challenges
facing the City cannot be met alone. The City of Johannesburg is committed to finding joint
solutions to these challenges by working closely with citizens, communities, business, other
spheres of government and other interested stakeholders.
The Vision for the City of Johannesburg contained in the GDS gives expression to these 6
principles. It states:
In the future, Johannesburg will continue to lead as South Africa’s primary business city, a
dynamic centre of production, innovation, trade, finance and services. This will be a city of
opportunity, where the benefits of balanced economic growth will be shared in a way that enables
all residents to gain access to the ladder of prosperity, and where the poor, vulnerable and
excluded will be supported out of poverty to realise upward social mobility. The result will be a
more equitable and spatially integrated city, very different from the divided city of the past. In this
world class African city for all, everyone will be able to enjoy decent accommodation, excellent
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services, the highest standards of health and safety, and quality community life in sustainable
neighbourhoods and vibrant urban spaces.
The Growth and Development Strategy, as summarised here, continues to provide the strategic
frame for the 2009/10 revision of the 5-year 2006/11 IDP. There has been no cause to
reconsider its core principles or key long term goals and strategic interventions that frame the
medium-term objectives contained in the IDP.
STRATEGIC ASSESSMENT
While the strategic frame for the IDP, as provided by the GDS, has not changed, it is appropriate
that each revision of the IDP refreshes the City’s understanding of the strategic context within
which it operates. Through an annually updated strategic assessment the City may arrive at key
points of emphasis and make key decisions on where to allocate resources for the next financial
year.
This strategic assessment, organised by each of the GDS principles, draws on:
 The City’s mid-term report on progress over the first two and a half years of the current term
of office, released in November 2008. This included an assessment of what the City hopes to
achieve in the remainder of the term of office;
 The results of a set of GDS indicators that have been developed to assess overall progress
on key strategic outcomes;
 Strategic assessment discussions at the two Budget Lekgotlas held as part of the normal
annual planning cycle;
 Identification of critical strategic challenges and opportunities arising in the next year.
GDS indicators
In 2007/08 the City identified and approved 26 key GDS Indicators to track progress on the
implementation of the Growth and Development Strategy. These are as follows:
Note: The figures included are illustrative only for this draft IDP. All available data will be
checked and included in the final IDP
Gross Value Added
Principle
1999/2000 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08
2
4.0%
3.2%
5.0%
4.1%
5.7%
5.6%
6.1%
6.4%
(GVA) growth per
annum
Unemployment rate
2
33.5%
34.3%
30.1%
Number of EPWP jobs
2
16 036
27 000
54 349
created by the City
Human Development
Index (HDI)
3
Household Gini coefficient
3
Total number of
1
housing opportunities
created by the City
12
103 641
Principle
The number of units in
informal settlements in
the city
1
Unaccounted for water
5
Electricity outages:
number and duration
per yr
2
bulk
2
medium
2
low
2
Households with
1
access to basic water
services
number
1
percentage
1
Households with
access to basic
1
sanitation services
number
1
percentage
1
Households with
1
access to basic
electricity services
(LOS2)
number
1
percentage
1
Total city ecological
5
footprint in sq km
Days per yr that air
pollution is within air
quality guidelines
5
Net tonnage of waste
disposed of in landfill
sites
5
Transport to work
4
13
1999/2000 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08
38.1%
42.5%
37.9%
35.6%
33.1%
33.5%
34.9%
Principle
average time
4
average cost
4
Percentage of people
travelling by public
4
1999/2000 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08
transport
Total fatalities per
million vehicle kms
4
travelled
HIV/Aids prevalence
rate
1
Infant mortality under 1
year old
1
Maternal mortality per
annum
1
Crime rates
6
30.6%
Municipal Credit Rating 6
(MCR)
Household Satisfaction
Index (HSI)
6
Business Satisfaction
6
64
A-
A+
AA-
62
68
61
60
63
69
68
58
64
64
Index (BSI)
Number of cases of
corruption
6
reported
6
resolved
6
Proactive absorption of the poor
Census 2001 estimated the City’s population at 3 225 812, growing at an average of 4, 1% per
year. The 2007 Community Survey results, released at municipal level in March 2008, estimate
the Johannesburg population at 3 888 180. This is consistent with estimates derived by the
Bureau for Market Research in 2006, that Johannesburg’s population was then 3 790 000.
These estimates represent a 20, 5% growth over the 6 years since the last census, at an average
growth rate of about 3, 16% per year. At this rate of growth the§ City has estimated that it needs
to plan for a population of approximately 4,2 million by 2010, and an additional one million people,
over and above the Community Survey results, by 2014/15.
Continued high population growth rates are driven primarily by rural to urban as well as crossborder migration.
There is some evidence that new dynamics may be emerging in rural to urban migration patterns.
14
While rapid urbanisation is often accepted as the norm, there is evidence that many urban areas
in South Africa are still in a transitional phase, with much migration being of a temporary nature.
The City’s GDS summed up this trend as ‘fast but tenuous urbanisation’. On this pattern the City
will continue to see many single person households establish themselves in informal settlements,
backyard shacks and apartments in inner city bad buildings. In these tenure arrangements they
try to maximise incomes and minimise urban costs of living in an effort to send as much money
home to families remaining in rural areas. Commitment to sustained urban livelihoods is limited,
and if households suffer poverty-shocks, for example through the loss of a job or a sudden
decline in health, they will leave the city to ‘return home’ to rural areas or small towns.
But the 2007 Community Survey suggested that this pattern may be changing. It indicated that
the rate of growth of households may have slowed considerably since the last census. In 2001
there were 1 006 742 households in the City, growing at 6, 7% per year. In 2007 the Community
Survey estimated 1 165 014 households. This represents a household growth rate of 2.46% over
the last 6 years, with an estimated increase in household size from 3, 2 persons to 3, 3. There
are many factors that may explain this, including weaker public housing delivery. However, one
important possible explanation is that in the 1996-2001 period many new-migrants set up single
person households, for example in dwellings in informal settlements, and as a consequence
population growth rates were high over the period, but the pace of increase in numbers of
households was even higher; by contrast, in the post 2001 period new-migrants began to
consolidate their households by bringing their families from rural areas to live with them in the
City, resulting in higher population growth relative to household growth, and an increase in
average household size. These trends demand more investigation. They may mean that the
service delivery burden on the City could become more manageable over time.
Cross-border migration remains a key issue for the City. The xenophobic violence that swept
across Johannesburg and other cities in South Africa in May 2008 speaks to the vulnerability of
both foreign migrants and local communities that do not yet feel integrated into the mainstream of
city-life. Foreign migration into Johannesburg can be expected to continue. Various factors, such
as the recent cholera epidemic in Zimbabwe, may even accelerate this trend.
Migration certainly represents a challenge, but the City remains committed to the fundamental
premise contained in the GDS that the future development of the country as a whole can only be
enhanced if a greater percentage of the population find sustainable livelihoods in urban centres.
The GDS recommends planning based on higher levels of population and household growth,
based on the thinking that over the medium to long term demographic trends do not follow an
immutable logic, but are strongly influenced by the policy choices that the City itself makes to
exclude or absorb new migrants. Because the City has a responsibility to help unwind national
apartheid settlement patterns which condemned millions to lives of poverty and low opportunity in
rural hinterlands, and because Johannesburg’s own development prospects may be eroded by
the unwillingness of a large portion of the population to invest their aspirations and resources in
the City permanently, the GDS advocates a policy of trying to accommodate and assimilate new
migrants as quickly as possible. This has implications for the costs that must be borne by
established and wealthier residents of the City, who will in effect have to subsidise the process by
which newer households get onto the ladder of urban prosperity. While this may seem onerous,
as a policy choice it is preferable to one which aims to exclude the poor in the hope that they will
‘go somewhere else’ – a policy path that will inexorably lead to greater inequality, more informal
settlements, relatively more crime and violence, greater economic uncertainty and instability, and
ultimately lower growth and development prospects for the city as a whole.
The challenge of migration is therefore not how to prevent more people coming to Johannesburg,
but how to realise the potential opportunities of successfully absorbing newcomers into the city so
that they do not end up marginalized socially, spatially, economically and politically. This requires
accelerated pace of housing delivery and service network extension, as well as creative
measures to smooth the costs borne by poorer households as they enter formal housing supplied
15
with metered services. It also requires innovative approaches to building a fast-growing and
sustainable economy in which the benefits of wealth creation are equitably shared in a way that
adds further to the dynamic of growth.
The available evidence suggests that the City continues to make progress in meeting its
population’s requirements for access to housing, piped water, decent sanitation, regular waste
removal and electricity. For example:
 Against a target of 100 000 new housing opportunities over the five year term of office the
City achieved 14 307 in 2006/07 and 19 892 in 2007/08.
 The City rolled out Level of Service 1 water connections to 17 332 households in 2006/07
and a further 4 216 households in 2007/08. The Community Survey estimates that 91,6% of
households in the City had piped water either inside their dwellings or to their yards.
 The City rolled out 20 837 new electricity connections in 2006/07 and a further 16 500 in
2007/08. The Community Survey estimates that 89,4% of households now use electricity for
lighting purposes (compared to 84,9% in 2001)
Access refers both to physical proximity and availability of network infrastructure, and to
affordability of the service. In this respect the City’s social package continues to evolve:
 In 2007/08 the City increased the allocation of free basic water to 10kl for some 110 000
households registered on its indigency database;
 Over the last year it has also introduced further allocations of 4kl free emergency water for
those households on pre-payment meters, and provision for households to represent
themselves to the City for more free water beyond this if they meet certain criteria.
 In 2008/09 the City was required by the National Property Rates Act to change the basis for
its valuation roll from valuing site only to valuing both a property’s site and improvements.
This change shifted the burden of taxation across the city, with newer areas, and areas where
there are relatively larger houses on relatively smaller stands, picking up more of the burden.
To alleviate the impact the City has phased in the new system, most notably in the way it
impacts sectional title properties. It also provided that the first R150 000 of value is excluded
from the calculation of property tax. This means that many poorer areas may little or no
rates.
 At the same time as the new property rates were introduced the City shifted to a new basis
for charging for refuse removal. Pikitup tariffs are now also scaled by property value. A
household living in a property valued at less than R150 000 pays no refuse charges, except
for a minor city cleaning levy.
 In 2008/09 the City also extended free basic electricity from 50kWh to 100kWh for those
households on the lifeline tariff. Households consuming less than 300kW are assumed to be
on the lifeline tariff.
The City’s social package will evolve further in 2009/10 with the introduction of per person
allocations of free basic services, up to a maximum per household. This will deepen the benefit
of free and subsidised services still further. These measures are critical to protect poor
households, since all the evidence suggests that South Africa is moving steadily from a lowinfrastructure cost environment to one in which the full costs of building and maintaining
infrastructure are factored into the price of services. For example the load-shedding crisis in early
2008 led to a double increase in Eskom’s, and thereafter City Power’s tariffs. City Power
absorbed some of the costs implied by the second hike, but even then the price of electricity to
some properties in the city increased by 50-60%. This trend will continue. Municipalities have
been instructed by National Treasury circular 48, issued on 2 March 2009, to budget on the
assumption of a minimum 25% increase in bulk-electricity costs.
Balanced and Shared Growth
The ability of Johannesburg to proactively absorb the poor depends to a very large extent on
whether the local economy grows in a sustainable manner, and in a way that spreads the benefits
of growth.
16
According to the Global Insight database, Gross Value Added (GVA) growth in the City was in the
region of 6% in 2006 and 2007.
The City’s economy is dominated by four sectors, three of which are service sectors. The four key
sectors are:
 Financial and business services
 Retail and wholesale trade
 Community and social services
 Manufacturing
While not a major sector in terms of economic weight, the table below makes clear that
construction has also seen dramatic growth in the last few years.
Annual Growth in Real Value Added
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
1 Agriculture
-5.4%
-1.1%
12.7%
2.8%
-6.9%
9.2%
-5.9%
0.5%
2.4%
-7.7%
0.3%
2 Mining
53.4%
-3.8%
-0.8%
5.0%
-22%
-1.2%
9.1%
-2.1%
10.5%
0.6%
-1.4%
3 Manufacturing
7.5%
5.6%
3.9%
3.5%
2.9%
2.8%
-1.0%
4.9%
5.1%
5.4%
4.3%
4 Electricity
8.0%
-7.3%
2.3%
-2.4%
-5.5%
3.9%
3.1%
3.2%
2.1%
3.0%
3.1%
5 Construction
4.6%
-5.7%
3.9%
10.2%
0.8%
11.8%
12.8%
12.5%
13.4%
18.3%
19.1%
6 Trade
3.5%
3.3%
11.3%
4.9%
2.1%
3.1%
7.3%
6.0%
7.9%
6.8%
5.0%
7 Transport
13.0%
8.8%
10.4%
7.9%
7.1%
8.8%
6.0%
6.4%
5.2%
4.5%
5.7%
8 Finance
9.8%
8.7%
9.6%
7.0%
8.8%
10.3%
3.8%
7.9%
5.3%
7.3%
9.3%
9 Community
services
-0.2%
0.8%
-0.7%
-1.0%
0.4%
-0.3%
4.3%
2.5%
3.2%
3.5%
3.6%
Total Industries
GVA
6.3%
3.9%
5.7%
4.0%
3.2%
5.0%
4.1%
5.7%
5.6%
6.1%
6.4%
Taxes less
Subsidies on
products
10.1%
2.2%
3.9%
0.7%
0.8%
5.6%
2.6%
6.3%
5.3%
5.2%
5.0%
Total GDP
6.6%
3.8%
5.6%
3.7%
3.0%
5.0%
3.9%
5.7%
5.6%
6.0%
6.2%
Source: Global Insight Database, 2008
GDP growth has been robust in recent years, and emergent economic sectors have been rising
to contribute further to that growth. But it is now clear that the last year of tumultuous economic
crisis will impact significantly on the national and local economy.
In the first half of the 2008 calendar year, the world saw a rapid rise in commodity prices, most
notably a spike in the price of oil to almost $150 per barrel. This translated into spiralling inflation
and rapidly rising interest rates. Although the evidence indicates that they have peaked, neither
inflation nor interest rates come down significantly.
In the second half of 2008 the world witnessed a global financial and then economic collapse on a
scale not seen since the Great Depression of the early 1930s. The financial crisis has frozen
credit in almost all countries. Though South African banks were largely insulated, the crisis has
nevertheless seen a significant increase in risk aversion locally. An inability to borrow has
translated into weaker domestic spending. Coupled with a rapid decline in demand for exports,
this has dampened investment plans of firms, and in some sectors already led to retrenchments.
This will in turn lead to lower demand. As a consequence the South African economy shrank by
1, 8% in the last quarter of 2008, although it still grew by 3, 1% over the year.
17
These trends will impact negatively on Johannesburg’s economy. This is a concern when the city
is already grappling with sustained high unemployment, and continued inequities in the
geographic and racial distribution of work and wealth creating opportunities.
The employment profile in the City is presented below using figures from the 2001 Census and
2007 Community Survey, as well as the Labour Force Survey. The unemployment figures from
both the March 2007 LFS and the March 2007 Community Survey are aligned at approximately
30% on the expanded definition of unemployment.
2001
2007
Employed
1 085 546
62.7%
1 417 463
70.4%
Unemployed
647 039
37.3%
596 417
29.6%
Total workforce
1 732 585
Not economically active and as % of working
age population
640 059
27.0%
626 769
Working age population
(15-65)
2 372 644
2 013 880
23.7%
2 640 651
Source: Census 2001, and Community Survey 2007
March 2007 March 2006 March 2005
March 2007 March 2006 March 2005
Employed
1,355,673
1,278,591
1,256,494
69.9%
65.7%
66.5%
Unemployed
582,926
668,793
633,041
30.1%
34.3%
33.5%
Total workforce
1,938,599
1,947,383
1,889,535
Not economically active and as
% of working age population
583,720
622,738
566,522
23.1%
24.2%
23.1%
Working age population
(15-65)
2,522,319
2,570,121
2,456,057
Labour Force Survey (LFS), March 2005, 2006, 2007. (Expanded Definition of Employment)
While there are reasons to be concerned about the short to medium term future of the City’s
economy, there are also reasons for optimism.
On the one hand, two major soccer tournaments – the Confederations Cup and the World Cup –
as well as other events such as the World Culture Summit will bring significant numbers of
tourists into Johannesburg. Visitors spend during these events will lift the local economy.
On the other hand, the slowdown in the economy gives the City a little breathing space to catch
up with infrastructure demand. For example lower demand for power and smaller increases in
vehicle purchases provides space for the City to get ahead of the curve on electricity supply and
road maintenance for when demand picks up again. This will enable Johannesburg to have a
more solid platform for sustainable growth over the longer term.
For these reasons the City remains committed to supporting economic growth of up to 9% by
2014, despite the current downturn.
Social Mobility and Reduced Inequality
A lack of adequate data means it is difficult to get a clear understanding of the changing class
composition of Johannesburg’s society, and in turn those factors that are blocking social mobility
and increased equality. This lack of clear data notwithstanding, the available evidence suggests
both that some progress is being made, but that there remain concerns with:
Levels of income and wealth inequality;
18
The inability of households to realize wealth from assets, most notably by using property in
townships to secure capital for education, business investments, etc. A still poorly functioning
property market in many areas of the city constrains movement of people out of poverty;
Unequal access to the skills needed to participate in an economy that is rapidly transiting to one
in which finance & business services and trade are the key drivers of growth and jobs;
The effect that the price of the City’s own services has on the ability of households to stabilize
themselves in formal shelter, and move up the housing ladder.
Information modelled by the Bureau for Market Research in 2006 gives the following picture of
annual household income in the City, when compared to Census 2001. It shows that a smaller
proportion of Johannesburg households are very poor in 2006 than in 2006, and a greater
proportion may be considered middle class. However, it still tells a story of very serious income
disparities.
Annual household income (R)
2001
2006
No income
196,695
18.7%
130,278
10.7%
R1 - R4 800
43,469
4.1%
28,714
2.4%
R4 801 - R9 600
115,015
11.0%
125,514
10.3%
R9 601 - R19 200
185,440
17.7%
243,112
19.9%
R19 201 - R38 400
167,639
16.0%
255,818
20.9%
R38 401 - R76 800
120,671
11.5%
142,379
11.7%
R76 801 - R153 600
90,228
8.6%
124,859
10.2%
R153 601 - R307 200
70,701
6.7%
87,386
7.2%
R307 201 - R614 400
39,482
3.8%
54,852
4.5%
R614 401 - R1 228 800
12,114
1.2%
16,790
1.4%
R1 228 801 - R2 457 600
4,834
0.5%
6,955
0.6%
R2 457 601+
3,406
0.3%
4,795
0.4%
TOTAL
1,049,694
1,221,452
Source: Census 2001; Bureau for Market Research (BMR), 2006
Settlement Restructuring
Recent mapping and satellite imagery suggests that strategic spatial planning capability, land use
management capacity, and infrastructure capacity in the city was not adequately matched to the
sudden take-off in the property market over the last seven years. The result has been a sprawl of
poorly planned estates, especially in the north-western part of the city. Service, transport and
social infrastructure has struggled to keep pace with this pattern of development. The
consequence has been spiraling costs of services, further spatial fragmentation of an already
divided city, and excessive road congestion. This pattern of growth is unsustainable.
The City has responded by reinforcing capacity in a range of different areas, and beginning to
roll-out key initiatives that will both better anticipate and rebalance these unsustainable patterns
of development. Key initiatives include the formulation of a growth management strategy,
housing developments in preferred locations and the regeneration of the Inner City – a key
business, residential and transport node that has spare infrastructure capacity.
Particularly important is the roll-out of the Rea Vaya Bus Rapid Transit (BRT) network. BRT
supporting road surfaces have been rolled out in the median lanes of roads and streets across a
large part of the City, and BRT stations are under construction. The first phases of this
infrastructure will be in place by 2010. Together with the Gautrain, which has already been tested
on a stretch of rail in Midrand in January 2009, this new public transport infrastructure will
produce significant changes in the spatial form and functioning of Johannesburg.
19
Sustainability and Environmental Justice
The load-shedding required by Eskom in January 2008 represented a serious challenge to the
City, especially from an economic growth and revenue security perspective. However, ironically,
the power crisis also sharply brought into focus issues key to the building of a sustainable city. A
positive result of the crisis has been quantum leaps forward in clarifying demand and supply
trends in a range of resource input areas, and ways to bring demand into line with available
supply. Over the last year the City has focused on:
In addition to the immediate concerns over energy security, potential future environmental shocks
and risks in areas of water supply and fuel costs. The evidence suggests that with climate
change trends and exponential economic and population growth, water supply to the Gauteng
area may be constrained within the next five years. Both the quantity of water, and the quality of
water as available sources become more polluted, has been highlighted as concerns in recent
months.
Oil rose to over nearly $150 per barrel in the first half of 2008. It has since fallen back to less
than $50 per barrel as the global economic crisis has spread. While the reduction is welcome,
the 2008 peak is nevertheless a warning bell of future trends. For a city far from port areas, and
therefore with high costs of freight and logistics, and with a historically poor public transport
system, the future fuel price may still set hard limits on economic growth.
Ways to precisely calculate the benefits versus risks of different investments that could be made
in response to natural resource crises. Over the last year the City has invested in gas turbines
and now estimates that it has the ability to load-shed 10% of power drawn from the national grid
without affecting power supply to businesses and households within the City Power supply area.
Ways to not simply advocate for reduced consumption and more sustainable resource use, but to
strongly regulate demand. The City is introducing a range of regulatory measures, including a
new rising block tariff structure for electricity consumption introduced in 2008/09, a new demand
management by-law, and smart meters that enable ripple control of major household appliances.
The possibility of ‘carbon trading’ as a future revenue stream to justify expenses in green
infrastructure.
Johannesburg residents still have unequal access to green infrastructure such as trees and
parks, and unequally bear the burden of degraded and polluted environments. There is evidence
of progress in addressing this situation as over half of a targeted 200 000 trees have been
planted in the south of the city over the last two years. However, there remains cause for
concern. The lack of adequate stormwater drainage has been raised repeatedly in ward planning
processes in recent years. At the end of February 2009, devastating floods in parts of Soweto
caused some R350 million in damage, demonstrating again that in general our settlements are
poorly designed in the face of more unpredictable and violent weather resulting from climate
change, and that the poor confront the greatest risks and burdens.
Innovative Governance Solutions
The City of Johannesburg continues to innovate various mechanisms to provide for participatory
governance, as required by the Municipal Systems Act. It is also leading with the development of
a system of Council oversight over the executive that is new to local government. These
innovations strengthen the voice of councilors, communities and stakeholders in the affairs of
local government.
These positive trends notwithstanding, the City’s annual satisfaction survey still shows that
residents and ratepayers have high expectations of service delivery performance that are not
being met. In some cases poor satisfaction ratings are due to unreasonable expectations of what
can be delivered by the City and other spheres within current resource envelopes. In other cases
poor satisfaction reflects the reality of unequal access to services across the City. For example, a
20
correlation of satisfaction levels with levels of access to water services from the 2008 Satisfaction
Survey results clearly shows that the lower the level of access to water services, the lower the
satisfaction rating across all services.
Minimal level of water
service provision
Basic level of water
service provision
Full level of water
service provision
Group totals for water
provision
Mean
Number of
responses
Electricity
2.30
N=143
Refuse collection
2.46
N=149
Roads (neighbourhood streets)
1.97
N=174
Sanitation and waste water
2.16
N=172
Stormwater
1.81
N=147
Street lights
2.39
N=148
Water provision
2.67
N=169
Electricity
3.87
N=187
Refuse collection
6.25
N=287
Roads (neighbourhood streets)
4.10
N=286
Sanitation and waste water
3.66
N=281
Stormwater
4.70
N=184
Street lights
5.83
N=267
Water provision
6.51
N=285
Electricity
5.91
N=2492
Refuse collection
7.35
N=2504
Roads (neighbourhood streets)
5.81
N=2506
Sanitation and waste water
7.20
N=2498
Stormwater
6.14
N=2352
Street lights
5.84
N=2440
Water provision
7.69
N=2494
Electricity
5.59
N=2822
Refuse collection
6.99
N=2940
Roads (neighbourhood streets)
5.42
N=2966
Sanitation and waste water
6.57
N=2951
Stormwater
5.81
N=2683
Street lights
5.66
N=2855
Water provision
7.29
N=2948
Source: City of Johannesburg, Citizen Satisfaction Survey 2008
While public participation continues to be enhanced, the bar also continues to be raised. Various
court cases, in the Constitutional Court and lower courts, and concerning the City directly or
tangentially, have recently highlighted the consideration that unless the City meaningfully
engages with people affected by its administrative action that action may be deemed unlawful.
The City continues to build the capacity to undertake consultation at the levels required and
expected.
The key challenge confronting governance in the City is the impact that various factors will have
on financial stability. The global financial and economic crisis will impact on the local economy
and in turn the spending power of households and firms. This has already begun to impact on
City revenue security. In addition, key changes have been made to the intergovernmental fiscal
system, notably the partial replacement of the RSC levy replacement grant with a share of the
national fuel levy, which will reduce the amount of national transfers received by the City. When
coupled with continued high inflation, a reduced capacity to borrow in the current financial
climate, and some unavoidable spending pressures, the City’s finances will inevitably be less
secure than in previous years unless the City takes bold and innovative steps. The City
continues to regard financial stability as key to meeting the medium and long term needs of and
21
expectations for a better quality of life of Johannesburg’s residents, and will make every effort to
preserve this stability.
22
CHAPTER 3: INTERGOVERNMENTAL ALIGNMENT
INTRODUCTION
Each sphere of government has a service delivery mandate, which ranges from social grants,
free basic services to services such as social welfare, identity documents and policing, education
and health care. It is therefore that Intergovernmental relations (IGR) are a critical component to
the roll-out of service delivery.
LEGISLATIVE FRAMEWORK
The Intergovernmental Relations Framework Act of 2005 (IRGFA) requires all spheres of
government to effectively co-ordinate, communicate, align and integrate service delivery in order
to ensure access to services supplied by all spheres of government.
The IRGFA gives legislative expression to intergovernmental alignment by:
 Taking into account the circumstances, material interests and budgets of other governments
and organs of state, when exercising statutory powers or performing statutory functions;
 Consulting other affected organs of state in accordance with formal procedures as
determined by any applicable legislation, or accepted convention, or as agreed with them or,
in the absence of formal procedures, consulting them in a manner best suited to the
circumstances, including by (i) direct contact; or (ii) any relevant intergovernmental
structures;
 Co-ordinating actions when implementing policy or legislation affecting the material interests
of other governments;
 Avoiding unnecessary and wasteful duplication or jurisdictional contests;
 Taking all reasonable steps to ensure that sufficient institutional capacity and effective
procedures prevails, i.e. to consult, to co-operate and to share information with other organs
of state; and to respond promptly to requests by other organs of state for consultation, cooperation and information sharing; and
 Participating in intergovernmental structures and efforts to settle intergovernmental disputes.
In terms of Intergovernmental Relations, the City has been involved in the following key
engagements:



Alignment to National and Provincial policies and strategies and Gauteng City Region;
MECs comments in terms of the 2008/09 Integrated Development Plan Revision; and
Provincial Engagement, Intergovernmental Projects and transfers
ALIGNMENT TO NATIONAL AND PROVINCIAL POLICIES AND STRATEGIES
The City of Johannesburg (CoJ) has aligned its plans to key IGR strategies and policies such as
the National Spatial Development Perspective (NSDP), the Provincial Growth and Development
Strategy (PGDS) and the Global City Region (GCR).
Whereas, NSDP highlights the spatial priorities nationally in terms of provision of basic services
to all, to alleviate poverty and to address inequality, the CoJ’s Growth and Development Strategy
(GDS) describes the CoJ’s long-term strategic perspective, that looks at the current development
challenges facing the city and development paradigm that focuses on the six principles, namely:
 Pro-active absorption of the poor;
 Balanced and shared growth;
 Facilitated social mobility and equality;
 Settlement restructuring;
23


Sustainability and environmental justice; and
Innovative governance solutions.
The PGDS addresses the key developmental and economic challenges in the Province. The CoJ
GDS ensures collaboration and integration of these challenges to be addressed through
provincial sector engagements between the Community Development and Economic
Development departments.
Provincial government has identified a couple of strategic avenues to address GCR in the region.
In summary it includes managing a GCR knowledge based economy and to position Gauteng as
an economically active and sustainable region through integrated planning, implementation and
coordination of economic growth and competitiveness strategies.
The City however identified the following key issues to further develop the GCR:


















The City need to play a proactive role in shaping the nature and meaning of the global city
region;
National states remain important as a counterbalance to a “city state”, especially with respect
to fiscal redistribution;
Two tier arrangement of both political and administrative decentralisation attempts to address
the tension between locally responsive service delivery within a broader regional entity;
Creating forums, partnerships and other arrangements, on the basis of a common agenda, to
bring different actors together are critical institutionalising cooperation within the GCR;
Morphology of Gauteng clearly demonstrates the need for coordination;
Metros/GCR should be enabled to play a policy leadership role given capacity compared to
other municipalities
Balance to be struck between poverty reduction/service delivery and economic growth;
Economic development strategy is critical to success;
Destination marketing of Gauteng undermines the Johannesburg brand;
Idea of merging of economic agencies has not had consultation;
Spatial planning is critical to the long term, optimal structure of the city region
Take into account existing social services programmes;
City must respond in an ongoing way to the arrival of foreign nationals;
GCR concept holds promise for housing delivery e.g. Diepsloot is well located in the context
of the GCR;
Court judgments do not distinguish between local and provincial government;
Problem with the process of engagement between City and province on GCR e.g. Transport
Authority and DFA Tribunal;
Problem of subordinating municipal plans to provincial plans; and
Problem of provincialisation of municipal functions such as health and ambulance services
and removal of housing accreditation.
In order to take the process forward, the CoJ proposes that:
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Principle of fiscal redistribution is accepted but must be balanced with the City’s need for
fiscal sustainability;
Community/stakeholder participation be strengthened;
Views of other provinces are heard;
Need to identify the priorities to make the GCR a success e.g. marketing the GCR;
GCR must demonstrate how it will improve quality of life of the people (“people centred”); and
GCR processes must be consultative.
MEC ’S COMMENTS ON THE 2008/09 IDP
MEC’s for Local Government are required to officially comment on municipal IDPs with a view to
enhancing service delivery and intergovernmental relations. The Gauteng MEC for Local
Government, MEC: Qedani Mhlanga made the following comments on the CoJ 2008/09 IDP in
view of the five national Key Performance Areas and the City responded accordingly:
Local Economic Development and Growth
MEC’s Comment
City’s Response
The CoJ contributes 44% to Gauteng’s Gross Value
The CoJ adopted a Skills Development Strategy, which
Added (GVA) and 16% to the national GDP. The
includes:
Accelerated and Shared Growth Initiative of South Africa
Development of a Skills Hub in order to understand the
(ASGISA) highlights the lack of skills in the economy as
level of skills that exists among different categories of the
one of the main hindrances to economic growth. One of
City’s labour market, and in particular among the
the strategic choices of the city is to address social
unemployed;
mobility and inequality through amongst others, a skills
Buy-in from the private sector, including the FETs and HEI
development programme. The city also acknowledges that stakeholders into the Skills Hub; and
in order to address this issue, it needs to develop
Setting up of the panel of ‘artisans’ who are ready to be
partnerships with formal businesses, the Further
contracted for the recognised for prior learning (RPL)
Education and Training (FET) Colleges and Higher
project.
Education Institutions (HEIs), the Department of Economic
Development (DED) and the Department of Labour (DoL).
In order to meet the city’s growth target of 9%, it is
anticipated that the city will expedite the implementation of
its Skills Development Programme.
The development of a support programme for Industrial
The implementation of the Marlboro/Wynberg Economic
Parks in the City of Johannesburg is currently underway.
Plan as part of the Industry Restructuring Support
This programme is focused on cluster development and
Programme is a proactive initiative. It is recommended
enhancement of physical and social infrastructure; human
that the CoJ extends this programme to other industrial
capital improvement and knowledge-based development;
areas such as Jeppestown, Cleveland and Doornfontein.
establishment of partnerships with relevant stakeholders
It is also critical to ensure that city-wide programmes, like
and adoption of a multi-sectoral approach to industrial
the Industry Restructuring Support Programme, are
development.
aligned to area-based initiatives within the city.
The mentioned areas will therefore benefit from the
programme.
The city’s plan to implement a Home Industry
The Department is planning to rollout of the SMME fund
Development and Support Programme encourages the
will which will facilitate the participation of ex-combatants
local production of goods and services. This initiative is in
and vulnerable groups in businesses in line with the
line with the Proudly South African campaign which arose
proudly South Africa concept.
from the concern about the increasing rate of
unemployment as discussed at the 1998 Job Summit. The In addition, the Johannesburg Fresh Produce Market
campaign's primary objective is to stimulate the demand
(JFPM) is currently putting various mechanisms (Premium
for South African goods and services.
Hall) to support local emerging farmers to improve the
quality of their products so as to supply for the global
market.
Part of the delivery agenda for 2008/09 is the
The CoJ through the Department of Economic
implementation of a support programme for Small Medium Development is in the process of finalizing a citywide
and Micro Enterprises (SMMEs). Attached to the various
SMME policy framework, strategy and implementation
SMME support programmes that the city is currently
plan that seeks to increase the overall participation of
undertaking, there is a need to develop a clear SMME exit
SMMEs in the economy of the City. The CoJ will ensure
strategy. This strategy must be aimed at eliminating
that an exit strategy is incorporated into the revised policy.
continued SMME exclusive dependency on government
funding for sustenance, and enhancing their financial
viability.
Nodal development in marginalised areas received very
The research undertaken by the CoJ on the secondary
property market creates a solid basis from which to design high priority for the allocation of resources, both capital
and operational. A number of detailed development
and implement interventions that would enhance the
frameworks and precinct plans for nodes in marginalised
growth and sustainability of this market. However, in line
areas have been completed. Development interventions
with the High Priority Areas as identified in the Growth
have been identified and included in the capital
Management Strategy (GMS), it is essential to prioritise
programmes for these areas. Further work is also being
the nurturing of economic activity (including a vibrant
done on station areas to act as nodes and economic
property market) in marginalised areas so as to deepen
activity areas.
their nodal status. This would enhance the economic
functionality of these areas parallel to the process of
structuring a desired city form.
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Service Delivery and Infrastructure Development
The CoJ’s efforts to explore energy saving measures in
The City has significantly invested in electricity distribution
response to the energy crisis facing South Africa are
infrastructure and network upgrades. City Power has
commendable. The Department of Local Government
worked with Eskom to implement a load-shedding
(DLG) is committed to address the electricity crisis
management plan and develop demand-side
gripping the province by ensuring that the Gauteng
management policies to respond to the electricity
Energy Strategy is properly implemented, in partnership
shortages experienced in 2008.
with all stakeholders, to ensure a 10% reduction in
electricity consumption.
The City is involved in programmes encouraging and
allowing consumers to regulate their own demand for
municipal services, with positive effects on the
environment. These involve geyser control, prepaid
meters, energy efficiency plans regarding heating,
ventilation and lighting. Furthermore, the city has made
use of solar lighting for traffic lights, landfill gas, and
biogas from waste water treatment works.
The CoJ must continue to work closely with the Gauteng
CoJ Housing is engaging regularly with City Power and
Department of Housing (GDoH) and align its Housing
Eskom regarding planning for new housing developments
Programme with the Electrification Plan so as to
so as to ensure alignment of programmes. In addition the
effectively reduce the electricity backlog in line with the
City is promoting energy efficiency through orientation of
2012 Millennium Development Goals (MDG) electricity
housing on site, implementing solar panels on the Cosmo
target.
City Project and utilizing energy efficient bulbs in some of
the social housing projects. Also, the CoJ will engage
GDOH as proposed.
Working towards the conclusion of the Premier’s Priority
The City received funding under the Neighbourhood
Townships Programme (20 PTP) should be a major focus
Development Partnership Grant (NDPG) which is directed
for the 2008/09 financial year. A lot of work has already
to townships and includes Zola and Orlando which form
been done by both the City and the Gauteng Provincial
part of the 20 PTP. Projects have been identified in both
Government (GPG) in Zola and Orlando to meet the
townships and are expected to roll-out in the current
Premier’s directives. Furthermore, it is noted that the City
financial year (2008/2009).
has prioritised the tarring of roads in Ivory Park, Diepsloot
Currently GDoH is piloting the backyard rental
and Orange Farm. It is critical that these projects are
accommodation which will provide valuable lessons for
completed as envisaged. Completion of the 20PTP by
the City.
2009 as per the provincial target is a critical step in taking
forward the Breaking New Ground programme of building
sustainable human settlements, gradually eradicating the
mono-functional dormitory townships produced by
apartheid spatial planning.
The revision of the CoJ Growth and Development
To address the service delivery backlogs in informal
Strategy (GDS) target of complete eradication of the
settlements, the City has developed and prioritized the
sanitation backlog from 2011 to 2010 in line with the
implementation of the Basic Services Programme. This
national target assists in expediting the scale at which the
programme is aligned to the Formalisation of informal
provision of basic sanitation occurs in the city. Despite
settlement programme which will resolve the critical issue
challenges, largely in informal settlements, posed by
of settlements established on privately owned land.
settlements established on privately owned land, it is
critical that the backlog eradication programmes on
sanitation be fast-tracked.
The CoJ 2008/09 IDP indicates that the city is currently
The City has concluded the feasibility studies for the
busy with feasibility studies with regards to informal
informal settlements, and is working together with the
settlements formalization. The city is encouraged to
GDoH to expedite the process. The GDoH participates on
continue to work closely with the GDoH to expedite this
the multi-disciplinary Steering Committee that has been
process. This expedition includes the speedy identification established at the City, and the GDoH and the City have
and acquisition of parcels of well-located land for housing
shared and corroborated their individual lists of informal
development. A foundation for this land acquisition
settlements. Current discussions are confirming how
process has been laid in the finalisation of the land audit
these settlements may be categorised for formalisation,
processes both in the city and within the DLG. The
i.e. whether the settlement can be formalised, and if so,
conclusion of the formalisation process will assist in
by way of in-situ upgrade or relocation, or whether it is
ensuring that Gauteng meets the MDG target of
already part of a township establishment process. The
eradicating all informal settlements by 2014, and the
provincial goal of informal settlements formalisation by
provincial goal of informal settlements formalization by
2009 is clearly understood by the Steering Committee.
2009.
In respect of the identification and acquisition of land, it is
anticipated that the City's Land Strategy will address this.
The Land Strategy looks at the acquisition and utilisation
of vacant, underutilised and brownfields land parcels,
which are both City and state owned, for the attainment of
the City's strategic objectives and goals, specifically the
provision of housing.
The CoJ is one of the main destinations for migrants from
The CoJ accepts that a major metropolitan centre will
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other provinces within South Africa as well as other
countries. The perpetual migration into the CoJ continues
to pose challenges where service delivery, infrastructure
development and maintenance are concerned. Migration
into the city, if not properly managed, has the potential to
undermine the city’s efforts to meet the essential service
delivery targets. On this note, the city is urged, in
partnership with other role players, to continue to intensify
its efforts to deal with the influx through the Migrant Help
Desk so that infrastructure backlogs caused by influx into
the city are effectively managed.
The discussion between the CoJ and the City of Tshwane
(CoT) to integrate the Bus Rapid Transit Systems (BRT) is
an innovation that will contribute to building Gauteng as a
Globally Competitive City Region (GCCR). It is advisable
that these discussions also include other adjacent
municipalities in order to truly integrate the various public
transport systems within the province.
inevitably urbanise and attract migrants with the country
and beyond. The key issue is the effective planning and
management of the urbanisation process so as to ensure
balanced sustainable development. Furthermore, the
CoJ’s immediate plan is to expand the migrant desk
services to the seven regions through the establishment
of satellite offices with special focus on outreach work
within communities.
Formal meetings and discussions have taken place
between the Tshwane and Johannesburg MMCs for
Transportation and BRT technical teams, with the initial
objective of mutual learning on the BRT process.
The extension of the BRT network outside of
Johannesburg will receive consideration in the Update of
the City’s Integrated Transport Plan (ITP), which will
commence shortly. Currently the Transportation
Department (CoJ) is working closely with the Gauteng
Department of Public Transport, Roads and Works on the
design of Integrated Rapid Public Transport Networks to
ensure that integration takes place.
The CoJ has a comprehensive strategy to address
demand side for water and to reduce unaccounted for
water losses and this effort will ensure that the outcomes
of these approaches are achieved.
It is noted that although the national target on water is that
of ensuring complete household access to water by 2008,
this can only be achieved by 2010 in the CoJ. With a
backlog growth of 7% in the informal settlements, the
implementation of the Demand Side Management
Programme, which includes education and awareness
campaigns, the reduction of water losses through
infrastructure refurbishment and the installation of prepaid meters, is critical. This will aid in mitigating the
possibilities of Gauteng becoming a water-stressed
province by 2015.
The implementation of a GMS will help address issues of
The comment is noted and supported as a critical aspect
sustainable development and provide guiding framework
of the strategy. A number of mechanisms have been
on how the CoJ deals with the spatial disjuncture between
developed and some are in the process of development.
infrastructure provision and development growth patterns.
The focus is more on enabling incentives but also include
However, in this effort to restructure the form and function
some disincentives.
of the city, the GMS might require further depth in terms of
clearly delineating disincentives to be employed in
discouraging development in low priority areas. This set of
tools might include the strengthening of enforcement
mechanisms around land use development applications.
As part of the lessons learnt from the GMS research,
Noted. It is inevitable that resources would ultimately have
substantial social amenities backlogs in growth areas
to be prioritised and implementation staggered over time.
have been identified. Within the context of limited
GMS provide a clear framework for prioritization although
resources, it will be significant to balance interventions to
it is recognized that a finer grain assessment would be
address this set of backlogs in growth areas against
required.
service backlogs in other areas, as envisaged in the MDG
targets.
Financial Management and Viability
In 2004 the state of most municipalities’ finances was not
The CoJ was previously receiving disclaimers due a
satisfactory, prompting the DLG to pronounce the need to
number of areas of weakness which included amongst
achieve unqualified audit opinions by 2009. The CoJ’s
others the completeness of revenue and fixed assets,
achievement of an unqualified audit report from the
consolidation of accounts and the complexity and scale of
Auditor-General (AG) for the first time in 15 years for the
CoJ structure and operations. External requirements like
2006/07 financial year, and at least two financial years
international accounting standards, many pieces of
before the target financial year is commendable. On this
legislation and large volume of guidance, recovery of
note, DLG congratulates the city and hope that this record
debt, geographical size of CoJ, provision of free consumer
will be maintained.
services and governance also played a major role.
The turnaround interventions that have facilitated the
achievement of an unqualified audit report have been
focused mainly on ensuring accountability among all
departments and entities. These interventions are geared
to ensure that the City maintains the clean audit trend
going forward.
According to the Provincial Treasury Report, the CoJ had
The comment is noted although the Capex figure as at the
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only spent 48.6% of its Capital Budget as at 31 May 2008.
This level of expenditure is disconcerting and it is
instructive that the city put mechanisms and processes in
place to ensure maximum capital expenditure (CAPEX) in
implementing the 2008/09 IDP.
During the 2007/08 MEC engagements, one of the issues
that were raised was the inability of the city to effectively
deal with debt collection. It is expected that through the
recently adopted Debtors Strategy the city will improve its
debt collection rate to advance the city towards increased
financial viability.
end of June 2008 was 92%, which was an improvement
from the 3rd quarter figure of below 50%.
The CoJ is applying a number of mechanisms within the
legislative framework to improve its overall effectiveness
of debt collection, including:
Engagement with a panel of attorneys to facilitate debt
collection.
Revised personnel structure to include staff dedicated to
outbound telephone collections and written notices.
Expansion of the CoJ revenue base through collecting in
areas where there was previously no credit control-taking
place.
Restructuring of the debtors book. A full analysis of the
debtors has been undertaken that provides a breakdown
of the book thus assisting with the determination of the
best approach to collect from the book.
To complement the work currently being done with the
debtor’s book, the City continues to annually collect an
average of R1, 3 billion of the recoverable portions of the
debtor’s book.
The National Credit Act pronounces on steps to be
undertaken in the process of debt recovery. In compliance
with the Act, the City is proactively preventing prescription
of debts through monitoring of accounts through systems
that flag concerning accounts.
Institutional Development and Transformation
The CoJ’s dedication to service delivery is evident in the
The CoJ will continue its efforts to further cascade the
manner performance is managed in the city. The new
PMS.
Performance Management System (PMS), currently in the
process of being cascaded to other levels of employment,
is acknowledged. The city must continue steadfastly in its
endeavour to implement the new PMS to promote and
maintain a culture of performance.
It is noted that the city has developed a system for
The CoJ is in the process of finalizing its organizational
tracking employees leaving the organisation and probing
Retention policy, and the comments made by the MEC
their reasons for doing so. It is recommended that the
are very much part of this process, and will continue to
findings derived from this system, particularly the exit
inform our retention implementation.
interviews, inform the CoJ’s Skills Retention and
Succession Planning Strategies.
The city has done well in terms of legislative compliance
The comment is noted.
in addressing racial imbalances with respect to
Employment Equity (EE). The approval of the new EE
plan that focuses on women and people with disabilities is
a critical step in advancing the interests of designated
groups. The DLG is looking forward to the successful
implementation of this plan.
Democracy and Good Governance
The CoJ’s active participation in the various structures
The City will continue to actively participate in the Core
driving the GGCR agenda is markedly commendable. As
Group and GCR Technical Committee, both convened by
the city is well aware, the initiative necessitates
the Premier’s Office to co-ordinate the Roadmap, going
cooperation internally between municipalities as well as
forward. The City will formalize support initiatives into a
across the province (drawing on the various comparative
GCR Framework in the 2008/09 financial year.
advantages of each municipality) so as to enhance its
regional competitiveness in the global circuit of urbanized
regions. Consequently, it is critical for the CoJ to localize
the GGCR Roadmap, through the expedient development
of a CoJ GCR Framework which will spatially locate time
bound, measurable interventions that will concretely
enhance the GGCR agenda.
The upscaling of the implementation of the Women
Quarterly reports on implementation are presented to the
Development Strategy (WDS) is crucial to the programme
Mayoral Human Development Subcommittee. A review of
of women empowerment, to inter alia enable them to
the Strategy is to take place this financial year. The ward
actively participate in the formal economy. The various
women development forums set up as part of the strategy
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programmes emanating from the WDS, if expediently and
effectively implemented, could contribute to
entrepreneurship and skills development among women,
who constitute a very critical group in the country’s
transformation agenda.
The CoJ’s Councillor Training Programme, if properly
linked to the Women Councillor mentorship programme
and the Community Development Workers (CDW) training
programme, would enhance the capacity of the city to
improve Community Based Planning (CBP). This builds
on existing working relationships between the ward
committee system and the CDW programme, and
provides a resource that could be tapped in enriching the
process of priority needs and interventions identification
processes. Moreover, regional summits should be
integrated into the broader communication strategy to
convey progress on programmes and projects to the
citizenry, thus minimising service delivery-related protests
sprouting throughout the city.
The CoJ is the only municipality in Gauteng to have
developed an Anti-Xenophobia and Common Citizenship
Programme. It is noted that the city has budgeted to
implement this programme in the current 2008/09 financial
year. In this regard the city is encouraged to continue to
work closely with the CDWs and other spheres of
government, civil society, organized business and law
enforcement agencies to curb violent attacks on foreign
nationals.
will play a critical role in the monitoring and evaluation of
the impact at ward level. They will also be involved in
mobilizing women to take up the opportunities offered by
the city through this strategy.
The City has begun to align the Councillor training
programmes with Ward Committee training to ensure that
Councillors and Ward Committee Members are on the
same level of understanding of the issues facing their
communities and how best to address them.
The first phase implementation of Community Based
Planning (CBP) provided an opportunity to foster
collaboration between Councillors, ward committee
members and CDWs. The training provided as part of this
phase to all these role players enabled for a good working
relationship among the Ward Councillor. Ward committee
members and CDWs in the identification of ward priorities,
the convening CBP Regional Summits, Public meetings
and Ward Committee meetings.
The Councillor Community Facilitation Programme
targeting women councillors equips councillors with
effective meeting skills, facilitation of community
development processes and development management.
The training programme also focuses on skills
development on networking and building of partnerships
with CBOs and NGOs
The City has set itself two deliverables to
Intensify its efforts on fostering tolerance and integration
of migrants into communities.
Facilitating community dialogues and seminars in all the
seven regions.
The CoJ intends to establish a Migrant Advisory Board a
structure similar to the one of the City of London. The
Board will draw representation from the various spheres
of government like the Departments of Home Affairs and
Foreign Affairs, the South African Police Services, migrant
community and civil society. The main task will be advice
the city on the development of regulations aimed at
addressing some of the challenges faced by the migrant
communities in Johannesburg.
A report detailing the comments of the MEC with responses was submitted to the Mayoral
Committee in 2008, for consideration.
PROVINCIAL ENGAGEMENT, INTERGOVERNMENTAL PROJECTS AND TRANSFERS
The idea of convening a Roundtable discussion for business plans and budgets was first mooted
at the IDP Assessment discussion Workshop, which was held at Shumba Valley in August 2008.
The Roundtable discussion served as a dry run for departments to prepare for the Budget Panel
held from 26 November to 1 December 2008.
The Roundtable discussions took place from 22-23 October 2008, in the Exco Boardroom,
Metropolitan Centre and provided an excellent opportunity for cross-pollination of ideas amongst
the core departments and constructive s well as the platform to engage constructively on the
content of the business plans and the sector plans. It is also intended to address issues of
dependencies between departments and to promote the culture mutual learning and sharing of
information. The objectives of the round table session were:
 To provide feedback to departments on draft sector plans, draft business plans, budgets,
both operational and Capex, as well as to departmental responses in terms of the community
issues raised at the regional summits and departmental risk assessments;
 To identify areas of dependency and integration amongst the core departments and to
consolidate areas of synergies;
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To identify departmental and sectoral priorities both strategic and operational, to be
addresses in sector and business; and
To identify areas of intergovernmental alignment.
The panel for the Roundtable discussion consisted of members of the following departments and
spheres of government:
 lead departments (CSU, SHU, DPUM, JRAS, Budget Office, and Office of the Speaker); and
 Department of Local Government (DLG) Technical Steering Committee (TSC).
PROVINCIAL ENGAGEMENT
The section below highlights the high level issues between CoJ and Provincial sectors, per
sector.
Environmental Management Sector
The Department has established good working relationship with its provincial counter parts
Gauteng Department of Agriculture, Conservation and Environment (GDACE) in the area of
Environmental Impact Management. The Department has afforded many Municipality
Departments and Municipal Entities an opportunity to present their projects and resolve
environmental authorisation related queries through monthly meetings held with the GDACE.
Joint planning between the City and the Province is now taking place on key priority areas of
development.
Further, the Department has in the past year actively participated in the GDACE Technical
Working Group Forum (GDACE TWG Forum – Sustainable use of Environment) chaired by
GDACE and includes all Municipalities and Metros within Gauteng Province. It serves as a
platform for discussion for collective planning/management, sharing ideas and collaboration on
environmental issues such as response to climate change, integrated waste management and
water resource management. The Department will continue to strengthen the relationship with its
provincial counterpart and plans to establish a one on one intergovernmental relations forum with
the Province.
The Department also continues to engage with both the provincial and national Departments of
Environment on matters pertaining to Air Quality Management through working groups that have
been established. Through this relationship the Department has been successfully granted
delegation powers in authorizing air quality permits until September 2009, which will go a long
way in reducing air pollution emissions with the City of Johannesburg.
Natural resource management remains a challenge as witnessed through the current state of
water resources. The Department is engaging with Department of Water Affairs and Forestry and
other key stakeholders through catchment management forums in proactively addressing these
challenges. The Department also works in collaboration with DWAF (Working for Water) in alien
plant removal and GDACE in upper Jukskei River clean up programmes.
A number of notable partnerships have also been established on matters pertaining to
biodiversity, catchment management and water quality management issues, these include:
 Partnership with other international cities around Biodiversity management through the Local
Action for Biodiversity (LAB) Programme.
 Engagement with Department of Minerals and Energy in minimising mining activities impact
on land and water resources.
 The city cooperate with the South African National Biodiversity Institute on the number of
projects including “Alien Plant Control’s Working for Water Programme’, Grasslands
Management Programme and Wetlands Management Programme.
 There is also cooperation with other council departments and MEs around the
implementation of rehabilitation programmes, including the Klipriver/ Klipspruit Programme
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Much progress has been made in collaborative efforts with neighbouring municipalities to address
similar areas of interest. Collaborations include implementation of emission reduction strategies
with Ekurhuleni and City of Tshwane as the emissions are trans-boundary, implementation of
Modderfontein/ Kyalami EMF with City of Tshwane. The Department will, further establish a
working group with neighbouring these municipalities for information sharing sessions.
Transportation Sector
The Transportation Department also engages with the national and provincial Departments and
their agencies on the planning and implementation of its projects such as the BRT, 2010 FIFA
World Cup and their projects such as Gautrain and the Gauteng Freeway Improvement Scheme,
as well as on the :
 Establishment of the City’s Transport Authority
 N 17, and
 Increasing access to public transport services outside of the major arterial spines is a major
challenge.
Health Sector
The Health Department has been having continuous Sectoral engagement with provincial
counterparts firstly through the monthly Interim District Advisory Committee meetings at which
joint service delivery projects are discussed; as well as through the Provincial IDP workshops on
issues such as:
 Provincialisation of health care facilities has the potential to hamper services delivery
 Strengthening primary health care (through increasing service hours in selected regions)
 Jozi Ihlomile, there is a need to intensifying implementation and co-ordination with other
spheres of government and non-governmental organisations (including business and
community-based organisations)
 The need for the department to pay attention on issues of environmental health (Municipal
Health Services) through promotional, educational and enforcement programmes
The Health Department has in addition been engaging with other municipalities through the
monthly SALGA Gauteng Social services working group meetings.
Spatial Planning and Urban Management Sector
The Department coordinates the citywide administration of the conditional grant funds received
from National Treasury through the Neighbourhood Development Partnership Grant (NDPG).
The grant aims to stimulate and accelerate investment in poor, underserved residential
neighbourhoods such as townships, by providing technical assistance and grant financing for
municipal projects that have a distinct private sector element.
The NDPG priority areas are townships, RDP and low-income housing estates, homeland areas,
town centres and informal settlements.
The City will prepare a Township Renewal Agenda and related Programme to better coordinate
the projects that are being undertaken by the various Core Departments and Municipal Entities.
All NDPG-funded projects within the City will fall within the ambit of this Agenda and Programme,
such that integrated development planning, public investment and leveraging of private sector
investment is realised and optimised through the coordinated expenditure of the grant funds.
Specific issues, include:
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Number of Informal Settlements between Province and CoJ
Expediting formalisation of informal (especially informal settlements located on private land)
Streamlining CoJ and Provincial Informal Settlement Plan
Roll-out of 20 PTP to other townships
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Clarity regarding provincial processes of proposed projects in CoJ area and clear
descriptions thereof, including projects done by Blue IQ, GEDA and GEP
Clarity on the Urban Edge Review process is still hindering
Housing Sector
The Provincial Department of Housing plays an active role in planning and implementing housing
projects within the jurisdiction of the City of Johannesburg. In addition the Provincial Department
provides the subsidy funding for the City to implement its housing projects and achieve it targets.
Thus ensuring greater alignment of projects and programmes between the two spheres is critical
to coordinated and effective housing delivery in Johannesburg.
Although there are regular engagements between the Province and the City, greater and effective
coordination is required in the following areas and programmes:
 Formalisation of informal settlements;
 Conversion and redevelopment of hostels;
 Implementing emergency housing; and
 Roll out of Accreditation of Municipalities.
If these issues are not adequately addressed, this may have a negative impact on the City’s
objectives and targets.
Legislature Sector
The Office of the Speaker in the City of Johannesburg Council works closely with the equivalent
Offices at a Provincial and National Level. This cooperation will develop over the remainder of
this term of office and includes:





Development of the institutional “Johannesburg” model and the identification of the necessary
legislative changes;
Alignment of Oversight and Scrutiny including joint sittings of matters that require a multidisciplined approach;
Cooperation on community participation with Committees and Members of the Executive
Committee of Province in association with the relevant City Committees and Members of the
Mayoral Committee;
Ceremonial and protocol matters; and
The Speakers Council of Gauteng.
In terms of the provision of section 40 chapter 3 of the Constitution all spheres of government
must observe and adhere to the principles and conduct their activities within the parameter of the
chapter.
In a formalised manner the Speaker of council participates in the Speakers forum to enhance
good governance.
Administratively officials of the local legislature contribute meaningfully by participating in various
forums such the provincial establishment of economic black empowerment, human capital
development, SALGA, Commission for Remuneration of Public Office Bearers and Local
Government at provincial level in furtherance of the Johannesburg governance model by
empowering municipalities which wishes to implement the governance model.
Corporate and Shared Services Sector
In view of the Sector’s primary internal focus, in contrast to the provision of external services to
communities at large, alignment with Provincial as well as National initiatives is predominantly
ensured by accommodating National legislative and generic strategic priorities. However, in the
case of Public Conveniences, interaction with Provincial programmes is facilitated via interaction
with the Spatial Form and Urban Management Sector while continuous liaison with the City’s
2010 programme is furthermore ensured. The impact and implication of key programmes such as
32
the evolution of the Gauteng Global City Region and the establishment of a single Public Service
are accommodated, via interaction with internal units such as the Central Strategy Unit and
continuous engagement with key stakeholders such as SALGA and the Department of Provincial
and Local Government (dplg).
Economic Development Sector
The Department continues to actively engage with both provincial and national stakeholders in
critical areas to ensure that implementation is carried out in a complementary manner that
maximises use of scarce human and financial resources. In particular extensive consultations are
being carried out through the City’s Policy and Program development, the road shows promoting
the Inner City Property Scheme, the Regional Spatial Development Frameworks, and the other
developmental efforts being embarked on. In addition to the public sector engagements, private
sector participation is actively pursued via forum such as the monthly Johannesburg Business
Forum to establish where areas of intervention should be, and where private sector should be
encouraged to take the leading role, such as in the ICT project.
Further, the Department has in the past year actively engaged with GEDA on issues of
development of the SMMEs specifically around the Community Bank and undertook study tour
jointly to India and Bangladesh. Further engagements continue with state owned financial
institutions such as DBSA for the Jozi Equity Fund. The Department sits on the SANIEF Forum
represented by major Municipalities and Metros within Gauteng Province which serves as a
platform for discussion for collective planning/management, sharing ideas and collaboration on
economic issues pertaining to informal traders. The Department will continue to strengthen the
relationship with its provincial counterpart and plans to establish a one on one intergovernmental
relations forum with the Province.
A number of notable partnerships have also been established on matters pertaining to SMME
skills development programme with the University of Johannesburg’s Centre for Small Business
Development and the Business Place. Other partnerships involving the, Sector Support
programme are notably with the private sector such as the Diamond school to help establish a
core of skilled entrepreneurs in value-add mining services, the International Positioning
programme that engages with External Relations Unit to identify, establish and build economic
relationships on an international, national and local with several international bodies and selected
sister cities.
The Department is positioned to facilitate the implementation of the recently signed MOU
between Gauteng Department of Local Government and the Belgian Chamber of Commerce.
Direct discussions between the Chamber and the various municipalities including COJ are under
way.
Cooperation also continues with other council departments and MEs around the implementation
of EPWP and BEE programmes. More specific issues include:






33
Implementation of projects remains an key challenge for the department
The “trickle-down” impact of the 10 catalystic projects may take longer than the current term
of office (Soweto Empowerment Zone, SMME fund and most recently Inner City Property
Scheme)
9% economic growth summit resolution needs further unpacking
The development of the Liner Market need to be revisited (impact vs. budgetary
requirements)
Special attention needs to be paid to issue of dependencies, i.e. DED and DPUM on spatial
planning related, DED and Community Development around the skills development
The department need to address supply-side support interventions such as economic
concentration/agglomeration, industrial support and the creation of economic linkages
vertically and horizontally at the local level

Revisit targets for Expanded Public Works programme city wide.
Financial Sustainability Sector
The sector strives to create engagements with other spheres of government. The Department of
Local Government has supported the sector through PSU initiatives, assisting the sector with
data purification. In the spirit of learning from neighbouring municipalities the sector, through
R&CRM, has bilateral ties with the City of Ekurhuleni in areas of pay points maximization.
Together with other spheres of government the sector is participating in the Thusong Service
Centre. Thusong Service Centre is the output of a study conducted in 2003 by SITA as well as
DPSA in 2005, based on the Brazil model. The Service Centre is deemed ideal as part of the
process of achieving the government’s vision of improving access to, and quality of services to all
recipients, including citizens, business and public servants, based on the Batho Pele principles.
Thusong Service Centre is an urban shopping mall that provides the following:





Integrated approach to service delivery in urban areas;
Wide range of technologies appropriate to the needs of citizens;
Delivery of services to citizens using many innovative delivery channels;
Sharing the initiatives of other stakeholders, e.g.: National Governments, Provincial
Governments and Metros; and
Integrated use of government resources.
More specific issues include:
 Undertake financial impact on the CoJ citizens ability to pay for services due to global /
national financial challenges
 Effectiveness and functioning of the call centre (turn around time of case reported)
 Explore possibilities of decentralization of points of contacts region wide
 Consider refining supply chain management process (i.e. requesting service providers to
indicate the ward they are from) so as to ensure that the department meets its target of
preferential procurement
 With regard to City’s Capex spending, there is a need for the department to develop
mechanism to penalize under spending/ under reporting
 Challenges regarding MIG spending.
Public Safety Sector
As part of the intergovernmental relations programme, EMS and JMPD engaged with critical
stakeholders like the Gauteng Provincial Government Health Department, the Department of
Local Government, the South African Police Services and the Department of Community Safety.
One of the important issues discussed with Provincial Health is the provincialisation of
ambulances, capacitation of the ambulance service ahead of the FIFA Soccer World Cup.
In relation to the Department of Community Safety, some of the discussions include the
development of joint 2009/10 programmes, signage, consolidation of the school safety
programme, social crime prevention programmes, bad buildings and joint simulation
programmes. Further engagement will be held to improve the value of the programme on:
 JMPD deployment strategy for crime prevention and traffic management
 Support structures for CPF's need to be adequately communicated and effectively monitored
so that detailed feedback on each CPF can be produced
 Urban management (by-law enforcement), the role played by DPUM and regional offices is
not sufficiently explored in the responses
 Training and deployment of fire fighters
 Readiness of the Disaster Management Centre before 2010 is a major concern
 Issues of interdepartmental and intergovernmental dependencies require innovative solution
as most of this sector’s outputs are fully depended on joint inputs from various role-players.
34
Community Development Sector
There is a need for and integrated approach to deal with removal of street children (the infants
with their mothers from the street intersection) and the Youth and women empowerment
programmes need to be streamlined.
Infrastructure and services Sector
This sector needs to focus on the alignment of Capex investment projects in CoJ and an
integrated plan to address infrastructure backlogs.
INTERGOVERNMENTAL PROJECTS AND TRANSFERS
During the IDP and Business Planning Round Table session held in October 2008, Provincial
Departments had the opportunity to engage sectors in terms of the 2009/10 Delivery Agenda,
including City projects identified for the 2009/10 financial year to ensure joint implementation of
projects. In February 2009, Gauteng DLG forwarded a set of 2009/10 Capex projects, approved
by the Gauteng MEC for Finance, to be implemented in the City. The detail of the Capex projects
is covered in the Medium-Term Budget Book.
The section below outlines the funding to be transferred by both provincial and national
government to the City.
Provincial Transfers for 2009/10
Department
HIV/Aids
Primary Health Care
EMS
Community Development: Sports, Arts, Culture and Recreation-Equitable Share
Community Development: Sports, Arts, Culture and Recreation-Recapitalisation of
community libraries
Environment: Sustainable Resource Management
Environment: Technology Development and support
Total:
2009/10 Budget (000)
2 465
76 967
75 300
1 120
7 000
1 000
150
164 002
CONCLUSION
The City is committed to refine the IDP process and will therefore ensure to continually deepen
IGR engagements through sectoral engagements and joint planning as well as through provincial
participation in the CoJ budget process as at the Round Table sessions held in October 2008,
where provincial officials engaged the city in terms of its business and sector plans.
35
CHAPTER 4: COMMUNITY OUTREACH
INTRODUCTION
The City’s commitment to public participation and consultation is based on its Constitutional and
legal obligations and its overall governance model. Furthermore, a Well-governed and managed
city is one of the six Mayoral Priorities of the Executive Mayor for the current mayoral term. In line
with the City’s long-term vision, the City engages in public participation to ensure that through its
planning processes it empowers communities to generate ideas and contribute meaningfully in
the creation of a more equitable and spatially integrated city.
Also, the City has the responsibility to respond to both citywide challenges (e.g. public transport
and employment creation) and local (community or ward) needs and issues (e.g. speed humps
on a local street, street lighting or upgrading the local community hall). The MEC for Local
Government has commended the City on the vigorous outreach process undertaken in the
previous years, noting positive developments in the consultation process. In the 2007/08 IDP
Review and she made the following comment:
“In drafting its IDP, the City has followed a process that is largely compliant with the Municipal
Systems Act (MSA). Furthermore, the City can be applauded for the manner in which consultation
and stakeholder engagement processes are managed. Testimony to this is the way in which
issues raised during Regional Stakeholder Summits, the Inner City Summit, Mayoral Road shows
and other forums have been captured and presented in the IDP. In the City’s quest to pilot a
Community Based Planning approach, it is recommended that the City consider utilizing the
opportunity to capacitate and empower communities to own the planning and budget processes
in their wards.”
Hence, the City has engaged and consulted with its stakeholders on the 2009/10 Budget and
Integrated Development Plan (IDP). This chapter describes the processes followed and issues
raised during this consultation process.
The outreach process, in preparation for the 2009/10 IDP, consist of three distinct phases:
Phase one: Ward Public meetings and Regional Summits
Between October 2008 and January 2009 ward councillors convened ward public meetings to
report on projects, to discuss budgets that have been prioritised for their respective wards, to
confirm 3 priorities contained in ward plans and to sign off ward plans together with communities
so as to form part of the revised final budgets prior the Budget Lekgotla held in February 2008.
These meetings were also used as an opportunity to report back on the implementation of
2008/09 projects. The majority of the 109 elected ward councillors held meetings.
Furthermore, a series of regional meetings are being held with various stakeholders, namely
Youth Council, NGOs, faith-based organisations, labour and people with disability to create public
awareness of the City’s mid-term achievements, to inculcate the culture of participatory planning
and also to mobilise communities in order to participate meaningfully in the city’s outreach and
consultation processes (i.e. stakeholder summit).
36
The table below outlines the Regional Summits currently being held.
Region
Region C
Region D(1) and D(2)
Region F
Number of Wards
12 wards
36 wards
15 wards
Date
07 March 2009
07 March 2009
07 March 2009
Region A
Region G
Region E
Region B
9 wards
12 wards
14 wards
11 wards
14 March 2009
14 March 2009
14 March 2009
14 March 2009
Venue
Civic Center Council Chamber, Roodepoort
Orlando communally hall,
Eureka House, 92 Malborough and
Rossettenviile Road, Springfield.
Halfway House Primary School
Poortjie Multi Purpose Centre
Park Recreation Centre, Orange Grove
Riverlea Empowerment Centre
High-level Summary of ward issues across sectors
A full set of ward issues and the departmental responses is contained in IDP Volume 2: Area
Based Initiatives and Projects. The analysis of ward issues raised by ward stakeholders in the
regional summits fell into five categories:
 Service Delivery issues including upgrading and maintenance of infrastructure and urban
management;
 Public participation issues such as community involvement in decision-making, customer
relationship management issues and communication processes;
 Service level issues such as levels of infrastructure quality and frequency of maintenance
interventions;
 Developmental issues such as infrastructure, systems, processes and projects to assist
improve the quality of lives of Joburg residents; and
 Issues relating to provincial functions and powers.
In terms of service delivery issues it is difficult to scientifically assess the extent to which these
are prevalent in wards because the regional summits were prefaced with the request that these
not be included in the ward plans rather referred to the “green book”. The latter is the official
record.
However it is interesting to note that despite this request the service delivery issues still crept into
the ward plans quite substantially. Mostly these issues focused on the clearing of stormwater
drains, the maintenance of public parks and the maintenance of street lights, traffic signs and
traffic lights.
Although not many public participation issues were recorded in the ward plans the discussions
around development of the issues, their prioritisation and the departmental responses reflected a
sense of distance between the departments and communities, councillors and communities and it
also reflected a sense of frustration at the impenetrability of the service delivery departments.
Simple and available information on service delivery routines are not made available to the public
and where there are deviations, these appear not be made available to residents.
With regards to customer relationship management there is a distinct sense that beyond the call
centre whose turnaround time does not meet the expectation of residents, matters cannot be
escalated and information on resolution such as lead times is not known by the call centre staff.
Also, it became apparent that there is not adequate information dissemination on departmental
activities to communities. For instance in some cases, long project/process approval cycles are
clearly not understood by communities which impact on prioritisation of issues. This suggests that
departments are not adequately communicating macro development process progress such as
the Urban Edge investigation and the status of conservancies in the City, to name a few.
37
Furthermore, the public participation meetings made it apparent that community stakeholders are
still not familiar with Council processes in general. For example, there is an expectation that ward
issues raised at the public meetings will receive attention however the planning and budgetary
process in the City are very complex. In addition to this community members require more
information on council policies especially zoning and its components, development priorities,
densification, the limits on certain types of expansion and development and provincial
competencies.
Moreover, in articulating their developmental priorities communities tended to demand high levels
of service in all areas all at once. There seems not be a sense that levels of service are related to
rates and that improvements in service levels are sequenced according to budget availability.
This relates in some part to the previous comment about the awareness of the provisions of
council policies, in this case the approach the city takes to improving service levels according to
affordability. The most obvious example of this is the surfacing of roads and the installation of
stormwater. The latter reflects a high level of service and the achievement of this level correlate
to budgetary sequencing in terms of Capex allocation, affordability and rates levels – yet
community members cannot apply this standard to their expectations of developments in their
neighbourhoods.
Developmental issues are the kinds of issues were mostly expected to come from the CBP
process. These issues related largely to five core issues:
 Access to services provided by all three spheres of government: These tended to be
expressed as the need for a multi-purpose centre but when interrogated translated into
access rather than physical infrastructure
 Sporting programmes for the youth: Again these tended to be expressed as infrastructure in
the name of sporting facilities development but when interrogated communities just needed a
solution to youth entertainment
 Skills Development and SMME opportunities: Similarly, this need is expressed as a need for
a skills centre to address poverty and joblessness but upon closure reflection indicates the
need for second economy stimulus and an expanded social net
 Surfacing of roads to a high level of service: This reflects an expectation by community
members that where a road exists, it must be tarred and has stormwater installed in all
instances. Traffic management received substantial attention particularly the effectiveness of
traffic calming in residential areas, the management of congestion and the maintenance of
traffic management infrastructure (traffic lights and signage)
 Issues relating to provincial functions and powers: A large component of these issues were
around education and health issues. In terms of the former, there seemed to be a frustration
that land zoned for provincial projects such as schools was not being effectively utilised. In
terms of the latter there is a definite demand that certain hospital services be provided at
primary health care clinics, most notably maternity services. All these issues were escalated
to relevant provincial authorities.
Phase two: Stakeholder Summit and Outreach process
In preparing for the Stakeholder summits, departments tabled their draft delivery agendas at
Section 79 Portfolio Committees for comment. The Delivery Agendas provided an outline of the
actual deliverables for 2009/10. Furthermore, at the Stakeholder Summit sectors are expected to
provide progress on the ward issues submitted during community based planning.
The IDP will be tabled at Council for commenting purposes. Subsequent to the tabling of the IDP,
the City will host the Stakeholder Summit wherein the Executive Mayor will present a high level
overview of the City’s mid- term performance; overview of the 2009/10 IDP, Budget and tariffs
and a summary of the all Capex projects planned for each ward and the City’s big ideas for the
medium term. Also, at the Stakeholder Summit, sectors will present their mid-term achievements
and their delivery agendas for 2009/10 financial year in order to allow communities and
stakeholders to make inputs prior the Budget Day.
38
Phase three: Intergovernmental engagement and commenting process
This phase includes participation in various sectoral engagement sessions led by the Gauteng
Department of Local Government with provincial and national counterparts. Furthermore, the
tabled IDP will also be forwarded to the MEC for Local Government in preparation for the
Provincial IDP Analysis wherein provincial and national departments and parastatals provide
comments in relation to the issues of alignment and harmonization prior final approval of both the
IDP and Budget.
Culminating from these processes, the City intends to provide feedback to stakeholders and
communities on the final decisions of Council, including the approved 2009/10 IDP and Budget
and the City’s Service Delivery and Budget Implementation Plan. These will be undertaken in July
2009.
39
CHAPTER 5: SPATIAL DEVELOPMENT FRAMEWORK
(SDF) AND CAPITAL INVESTMENT FRAMEWORK (CIF)
GROWTH MANAGEMENT STRATEGY (GMS)
The City of Johannesburg faces a series of direct and in-direct challenges that will impact on its
sustainable growth and development. These include but are not limited to:





A desire to see the City facilitate accelerated economic growth (above the National Gross
Domestic Product figures);
A disjuncture between infrastructure provision and development growth patterns;
National shortage of energy;
The on-going challenge to restructure the spatial economy of apartheid settlement, and
The need to detail where the City is prepared to invest in infrastructure, in terms of priority,
medium and long-term.
In response to these challenges, the City has developed a comprehensive Growth Management
Strategy (GMS) to determine where, and under what conditions, growth can be accommodated.
The concept of “Growth Management” is widely used internationally to ensure that population and
economic growth is supported by the necessary services and infrastructure and at the same time
meets spatial and socio-economic objectives.
The GMS is complimentary to other strategic policy documents such as the City’s Spatial
Development Framework (SDF) and is premised on the six development paradigms of the
Growth and Development Strategy (GDS) adopted in 2006, namely:






The pro-active absorption of the poor;
Balanced and shared growth;
Facilitated social mobility;
Settlement restructuring;
Sustainability and environmental justice; and
Innovative governance solutions
Explcit statements in the GDS that influence a GMS for the City include:
“The (future) urban form…will be anchored on an efficient public transport system, and a worldclass network of transport infrastructure”
“The city form must be changed to bring jobs closer to people and people closer to jobs”
“Anchored on the Gautrain and a complete refurbishment of current infrastructure, rail will be a
mode of choice for many people…”
“City functioning must improve to accelerate the pace of delivery of appropriate housing in good
locations and to reduce the high cost of having to deliver services on the urban edge.”
“…ensure that movement systems in the city directly link with, and are supported by, strong highintensity, mixed-use nodes and higher residential densities.”
There is a direct relationship with these statements and the development strategies of the SDF
relating to strategic densification, nodal management and movement and the Urban Development
Boundary. The GMS has built on these policy foundations to determine the growth parameters for
the City.
40
Primary Informants of the GMS
A series of inter-related projects and outputs are being used to inform the City’s GMS. The table
below provides a summary of these projects.
Input/Projects into GMS
An Economic and Property
Perspective that considers status
quo and potential growth scenarios
Curent Policy/strategic
documentation e.g. GDS, SDF etc.
A Regional Analysis reflecting the
development profile of each of the
City’s administrative regions
Questions to be answered










A Trend Analysis System that
explains the development trends
within the City



Potential Growth Estimate Precincts
in and around designated areas


Verification of Infrastructure capacity
in these Growth Estimate Precincts


A Land Strategy that indicates the
main opportunities for infill and
growth



How much growth can the City expect?
In which sectors will this growth occur?
Where is the market tending to direct this growth?
Time-frame
Completed
How much growth does the City want to achieve?
What kind of growth do they want?
Where does the City want to direct this growth?
Where are the City’s priority areas?
Existing
What is currently happening in the regions in
terms of development?
What are the major property trends in each of the
regions?
What are the major development constraints
experienced in each of the regions?
Completed
Verification of the above inputs/projects
Based on the City’s policies, the nature and
number of development applications received, as
well as the trends in the property market, what
can the City anticipate in terms of City growth
during the next 5 to 10 years?
Based on this information, how can the City take
advantage of the opportunities generated by this
situation?
Completed
How much growth can currently be sustained in
these designated areas?
What needs to be done to accommodate the
desired level of growth in these areas?
Completed
Can the current level of infrastructure in these
areas accommodate any future growth?
What needs to be done/how much invested
financially in order to accommodate the desired
level of future growth?
Completed
Besides the designated areas, where else can
the City accommodate new growth?
Where are the resources in terms of City owned
land and infrastructure capacity that could assist
in accommodating future growth?
What needs to be done by the City in order to
acquire property/land in designated areas or
elsewhere?
Completed
A completed Informal Settlements
database and a framework for
formalisation re: guidelines and
development scenarios



What is the existing backlog for formal housing?
Which settlements have a plan of action?
If addressed in the existing informal settlements,
what needs to be done/ invested by the City to
accommodate the existing backlog together with
the anticipated growth?
Database complete /
Framework In Progress
Northern Detailed Development
Frameworks

How will future growth be accommodated in the
Northern Region of the City?
What kind of development will be allowed where?
How will this solve the existing housing backlog in
the area?
What are the infrastructure requirements to
accommodate this growth and development?
Completed
How has the City determined geographic priority
areas?
Completed



Growth Management Areas
41

Input/Projects into GMS
Questions to be answered
Time-frame

What development parameters apply to these
areas?
Specifications re: Inclusionary Housing and
Infrastructure
A Framework of land development
incentives and disincentives that
would facilitate the appropriate
development of the Growth
Management Areas



How can the City encourage the market to direct
future urban growth to where the City desires?
How can the City ensure that the types of
development are desirable /consistent with the
City’s vision for a specific area?
How can the City and the Private Sector form
partnerships to address appropriate future
growth?
Framework complete,
Implementation pending
Outcomes of the GMS Research
Current Land Use Growth patterns:
Map 1 indicates densification trends in the City as assessed by the Department of Development
Planning and Urban Management and also reflects the location of Township Establishment
applications.
Information relating to power and water capacities has been overlaid on these densification areas
and a clear correlating pattern of the City’s hotspots and the densification areas emerges (Map 2
– relating to Power). The provision of social amenities has also been hugely constrained in
these growth areas and has developed substantial backlogs in respect of public facilities such as
schools and clinics (which remain the mandate of the respective Provincial Departments).
One of the major constraints relating to information within the City is in respect of the City’s
decentralised office space, specifically in the south of the City. With respect to decentralised
office space that has been monitored, the performance of the major office nodes is reflected in
Table 1 (reflects Category A and B). The decline of some nodes (e.g. Braamfontein, Randburg)
may be attributed to changing land uses (from office to residential) and / or re-classification of
office space from A/B category to “C” Class (i.e. downward re-classification).
Sandton & Environs
Midrand
Randburg
Braamfontein
Bryanston/ Epsom Downs
Sunninghill
Rosebank
Woodmead
Bedfordview/Bruma
Parktown
Milpark
Rivonia
Illovo
Constantia Kloof Basin
Hyde Park/Dunkeld
Fourways
Houghton/Killarney
Melrose/Waverley
Total Rentable Stock
2001
1,020,042
356,728
459,922
427,788
242,810
302,952
281,292
230,093
274,446
290,331
177,825
269,636
90,301
72,444
101,124
57,376
73,091
22,018
4,750,219
Source: SAPOA
Top 4 in terms of % change
Table 1: Decentralised office space
42
2006
1,030,950
399,589
377,399
347,888
308,970
304,607
290,840
287,539
282,296
256,942
222,980
207,981
147,586
140,264
104,625
102,921
98,467
49,741
4,961,585
% of total market
20.78
8.05
7.61
7.01
6.23
6.14
5.86
5.8
5.69
5.18
4.49
4.19
2.97
2.83
2.11
2.07
1.98
1
% Change in m2
1.07
12.02
-17.94
-18.68
27.25
0.55
3.39
24.97
2.86
-11.5
25.39
-22.87
63.44
93.62
3.46
79.38
34.72
125.91
4.45
Bottom 4 in terms of % change
In addition to the decentralised office information, Maps 3 and 4 indicate the spatial distribution of
retail shopping centres, Map 3 indicates all shopping centres developed in the City prior to 2000
2
2
and over 30,000m . Map 4 relates to all shopping centres developed post 2000 over 10,000m in
extent. A wider distribution of these centres emerges post 2000, with Soweto and the North-West
of the City in particular, experiencing substantial retail-related land use growth.
GMS Proposals
The City is intent on defining Growth Management Areas that will:


Differentiate between priority / short-medium term development areas (i.e. where the City
intends investing City funding and will consider approving development rights)
Indicate additional development conditions within the respective Management Areas (e.g.
inclusionary housing, infrastructure provision, incentives etc.)
The Management Areas are indicated below and spatially represented in Map 5:
 Public Transport Priority Areas
 Marginalised Areas
 Consolidation Areas
 Expansion Areas
 Peri Urban Areas
High priority areas are those located around the priority public transport network: Gautrain, Bus
Rapid Transit System (BRT) and SARCC rail network (i.e. Public Transport Priority Areas) and
the Marginalised Areas. These areas will be the focus for service upgrading in short to medium
term (current – 5 years).
Medium priority areas represent the remainder part of the developed urban environment (i.e. the
Consolidation Areas) as well as some priority Expansion areas. Services within the medium
priority areas will be upgraded in the medium to longer term (5 – 10 years).
Low priority areas represent Peri-Urban Areas outside the City’s Urban Development Boundary
and, if at all, will be serviced in the longer term (10 years +).
A summary of the proposed Management Areas is illustrated in Table 2 below.
Management areas
Where?
Why?
Requirements
Public Transport
Priority Areas
CoJ CBD
± 20 Growth
Estimate Areas
along priority public
transport network
Transit Orientated
Development Areas
(± 1 km around rail
stations)
Industrial Areas
within 1 km from
priority public
transport system
To restructure city form
and bring jobs closer to
people and people closer
to jobs. City fabric to
ensure more livable
neighbourhoods, and city
functioning to improve
urban efficiency and
promote economic
development.
Minimum of 20%
inclusionary housing
Inclusionary housing
portion to be provided
on site or along BRT
distribution network
related to the area.
Considered
Incentives
Special Rating
District
Density bonus
Fast track
applications
SMME support
Tax rebate for
high density
inclusionary
housing
Off site parking
associated with
BRT park and
ride
NB: application
of these
inventive
dependent on
locational
aspects
Marginalised Areas
43
Diepsloot / Ivory
Park / Orange Farm
To ensure that all people
have equal access to
Economic
development to be
Management areas
Consolidation Areas
Expansion Areas
(Comprises areas
identified to
accommodate short to
medium term urban
expansion, and which
are located around
future public transport
routes: BRT future
phases).
Peri-Urban Areas
Where?
Why?
Requirements
Development
Programmes
Alexandra Urban
Renewal Area
Soweto Area
proper services and
facilities, and that the
benefits of growth are
shared more broadly in the
City.
Includes all
developed areas not
covered by the
previous categories,
and distinguishes
between two subcategories: areas:
Areas located
along/around future
public transport
routes (BRT phases
2 and 3) –
Densification /
rezonings allowed
subject to services
availability)
Areas not located
around any future
public transport
routes (Very limited
further
development
allowed, irrespective
of infrastructure
availability)
Two sub-categories:
Socio-Economic
Priority Expansion
Areas (Central
North (Diepsloot)
and all Southern
Expansion Areas
Market Driven
Expansion Areas
(North Western
Areas (Lanseria)
and North Eastern
Area (Kyalami))
To optimally utilise existing
infrastructure to promote
development along future
public transport corridors,
without compromising the
sustainability of the city by
over utilisation of such
resources.
promoted as part of
selected precinct
developments
Focus is on the
provision of socio
economic facilities and
upgrading of
infrastructure
Development to link
with public transport
Areas with limited
infrastructure capacity:
Allow medium to high
density development
with significant
inclusionary housing
component within
walking distance from
BRT distribution
network subject to
Infrastructure
availability provisions
Areas beyond the
UDB
To prevent low intensity
development in areas that
will place an unnecessary
(and unsustainable)
burden on physical,
financial and human
resources of the city.
Areas experiencing
significant service
backlogs:
No further
development allowed
short to medium term
NB: Limitations on
development type and
extent of curtailment to
be determined
To facilitate and
accommodate growth and
expansion only in selected
areas (around future public
transport network) which
will enhance the
sustainability of the city in
the medium to long term.
Table 2: Proposed Growth Management Areas
44
Housing mix premised
on:
30% Subsidy
20% Inclusionary
50% bonded
Density: 60 –125
dwelling units per
hectare linked to
Public transport.
Economic and social
facilities inclusive
within development
Public transport
orientation and design
( for future role out)
Private sector
infrastructure provision
in Market Driven
Expansion areas
No development
allowed short to
medium / long term
(within the provision of
Land uses permitted
beyond the UDB)
Considered
Incentives
The Development Strategies of the SDF
In association with the GMS, the City’s Spatial Development Framework (SDF) prescribes a
series of development strategies and policy guidelines to address development challenges and to
re-structure and re-engineer the distorted and existing urban form.
The founding principles of the SDF are the creation of a sustainable urban environment,
increasing of the efficiency of the City’s various components and facilitating access to urban
opportunities. These are considered in Table 3 below.
Principle
Sustainability
Efficiency
Accessibility
Outcomes












Responsible use of the City’s natural resources
A sustainable rates base and financial model
Safe and secure urban environments through safety and design principles
Protection and conservation of the City’s cultural heritage
Sustainable economic growth and job creation
An efficient and robust urban form and structure
Managed growth facilitated within the constraints of infrastructure provision
An open space system that is citywide in extent and interconnected
Facilitating physical access to opportunities for all
communities and citizens
Diversity of opportunities – economic, social and institutionalafforded by the City
All modes of transport supporting good access to opportunities
Table 3: Principles and outcomes of the SDF
To accelerate the delivery of developments that support the SDF’s principles of Sustainability,
Accessibility and Efficiency, medium and long-term objectives and strategies have been
supplemented by specific instruments that are used on a daily basis to address recurring
development issues and assess the appropriateness of a development proposal or initiative.
Further, these are supported by Capital Investment Programmes which are detailed later in the
CIF component of this Chapter. These instruments inform potential investors, developers or
communities of the expected approach to development to ensure that development supports and
implements the identified strategies. The spatial manifestation of the plan is represented in Map
6.
Development
Strategies
Supporting an
efficient
movement system
45
Past trends
Developments
designed for private
vehicles.
Inefficient public
transport
Hierarchical road
network with
numerous
unconnected roads,
loops and dead-ends
Mobility of arterials
compromised
SDF desired urban
form
Multi-modal
transportation and land
use patterns that
support public transport
and pedestrian
movement.
Focusing development
(esp. higher density
residential uses) in
existing public transport
infrastructure.
SDF instruments
Objectives
Road Hierarchy
Bus Rapid Transit (BRT)
Gautrain Stations
Existing rail network
Support public
transport.
Reduce travel and
transport cost.
Promote
accessibility of
communities to
employment,
recreation and
social opportunities.
Protect the mobility
function of major
arterials and roads.
Ensure that
movement system
directly links with
and is supported by
strong high intensity
nodes and higher
density residential
development.
Development
Strategies
Ensuring Strong
Viable Nodes
Supporting
Sustainable
Environmental
Management
Initiating and
Implementing
Corridor
Development
Past trends
“Creep” of nonresidential uses into
residential areas
Increasing vacancy
rates and declining
amenity in key nodal
points
Unchecked, market
led, speculative
nodal development
that has placed
demands on public
investment in
infrastructure
Emphasis is on
private space i.e.
shopping malls,
security estates and
private open space.
Lack of functional
and connected
network of open
space
New development
has outstripped the
provision of open
spaces and social
amenities
Stormwater
infrastructure being
exceeded
Ad-hoc and
unmanaged
approach to linear
development
No consistency in
the use of the term
corridor
SDF desired urban
form
A Managed Hierarchy
of nodes within the City
Non-residential uses
are limited to existing
and emerging,
managed nodal points
Increased profile of the
pedestrian and public
transport aspects of the
nodes
SDF instruments
Objectives
Nodal Hierarchy
Nodal Profiles and
Boundaries
Management guidelines
Ensure clustering of
various activities
(work, live, play and
pray) at appropriate
locations.
Support viable
public transport.
Maximise
opportunities and
diversity at
accessible points.
Emphasis on public
space i.e. pedestrian
environment, public
parks and facilities.
Johannesburg
Metropolitan Open
Space System.
Design Guidelines.
Create a network of
open spaces
Support sustainable
stormwater
catchment
practices.
Protect important
environmental
areas.
Promote the
prevention and
reduction of
pollution.
Delineation of two
development corridors
Focused infrastructure
deliver to support
corridor development
Series of goals and
objectives established
per corridor
East West Development
Corridor (EWDC)
North South
Development Corridor
(NSDC)
Determine
appropriate
interventions
Maximise
opportunities
Facilitate linkages
Manage new
developments in a
co-ordinated
fashion.
Combat urban
sprawl.
Create economies
of urbanisation.
Focus on in-fill and
redevelopment.
Support efficient
infrastructure
provision (capital
investment).
Provide a
mechanism for
effective growth
management.
Support a more
efficient urban form
that is public
transport orientated.
Protect
environmentally
sensitive areas,
agricultural land and
open space.
Support a multimodal transportation
system.
Promote appropriate
Managing Urban
Growth and
Delineating an
Urban
Development
Boundary
Urban sprawl on
greenfield sites
Erosion of rural
character of the few
rural assets of the
City
Proliferation of
subsidised housing
initiatives on
peripheral locations
away fro economic
and social
opportunities
Escalating physical
and social
infrastructure
demands and costs
for both new
infrastructure and
maintenance costs
Infill, “brown-fields”
developments
Abatement of urban
sprawl on the periphery
of the City
Conservation of rural
character of areas
beyond the Urban
Development Boundary
Land use guidelines.
Subdivision of Land
Table.
Amendment Procedures.
Increased
Low density and
Higher densities and
Strategic Densification
46
Development
Strategies
densification of
strategic locations
Facilitating
sustainable
housing
environments in
appropriate
locations
Past trends
dispersed activities
Market preference
for one erf one unit
Perceptions that
increased density
equates to low cost
housing
Wasted land
opportunities e.g. car
parking above
ground
Low coverage and
height restrictions
Subsidised housing
located on the
periphery of the City
and its opportunities
Lag in delivery of
non-residential
components of new
housing schemes
e.g. clinics / schools
Focus on 250m
erven on single erf
SDF desired urban
form
clustered activities in
identified strategic
locations,
Co-ordinated
investment in
infrastructure to support
densification initiatives
Increased focus on infill and regeneration
programmes in closer
proximity to existing
opportunities and
infrastructure
Range of housing
typologies to support
the accommodation of
various needs
SDF instruments
Objectives
Priority Areas
Base and minimum
density guidelines
proposals
densities and
densification.
Promote the optimal
use of existing and
future infrastructure
and resources.
Spatial location and
database of the City’s
informal settlements
Housing Programme
Pilot Projects (e.g.
Princess Plots)
Develop appropriate
housing typologies.
Promote adequate
provision of social
and economic
amenities.
Table 4: SDF Development Strategies
Four of the Development Strategies are considered in greater detail in this section, namely:




Strong Viable Nodes;
Increased Densification of Strategic Locations;
Initiating and Implementing Corridor Development; and
Managing Urban Growth and Delineating an Urban Development Boundary.
Details of the other strategies can be found in the SDF and specific objectives and interventions
relating to Movement, Environmental Management and Housing can be found in the sector plans
in this document.
Strong viable nodes
The purpose of this strategy is to develop a well structured hierarchy of nodes that are linked and
integrated with the public transport and movement system. The nodes represent the areas in the
city where urban opportunities are maximized and have high levels of access.
The City defines a node as a well-defined and legible urban environment where highly accessible,
mixed and compatible land uses are concentrated and serviced. Nodes are characterised by:





Clustering of activity on the basis of convenience and accessibility;
High levels of accessibility via public and private transport facilities and transport routes;
Activity mix and a diversity of public facilities;
Density of development; and
A recognisable centre or core, which supports a pedestrian environment and public spaces,
but does not necessarily exclude vehicular traffic.
In order to protect and enhance the existing amenity of the City’s nodes, associated infrastructure
investments and to minimise the creep of non-residential uses into the residential suburbs, the
City is intent on:

47
Regulating speculative growth of new nodal points;









Eliminating linear creep along mobility spines and roads;
Defining a clear network of nodes (as destination points) that contributes directly to an
aligned public transportation network;
Ensuring that re-investment occurs, rather than flight to “new” nodes serving the same or
similar market;
Ensuring adequate levels of infrastructure to support development;
Densifying within and on the periphery of defined nodes;
Supporting Inner City and traditional town centre regeneration initiatives;
Embracing public/private partnerships such as Central Improvement Districts, (CIDs) to
stimulate growth and provide additional services;
Monitoring the “health” of each node; and
Building a distinct and positive identity for each node.
The SDF has identified a Nodal hierarchy and distinguishes between nodes of a mixed use and
specialist use (including industrial uses). Each of these nodes has a distinct character,
significance and development rationale. Some require specific interventions to make them work in
a more efficient manner, whilst others are rapidly expanding and require management controls.
Increased densification of strategic locations
The promotion of residential densification in strategic locations will contribute towards a more
compact and concentrated urban form.
Strategic densification contributes towards the following outcomes:
 Increasing the viability of existing and proposed public transportation infrastructure and
services;
 Optimising the use of land and provides accommodation in close proximity to urban
opportunities;
 Phased, cost effective and efficient infrastructure provision;
 Improving citizens’ quality of life via access to opportunities and reduction in travel time;
 Reduction in pressure for development on open spaces and environmentally sensitive areas;
and
 Reduction of air, water and land pollution.
However, the City also acknowledges that there are concerns about densification:







Residents have diverse requirements and need areas of both low and high densities;
Significant public expenditure is needed for the development of an integrated movement
system, including a reliable and efficient public transport system.
There is a limited capital funding within the public sector in the short term to either carry the
cost of actual developments, or to provide infrastructure across the City in support of
densification.
The market is largely demand driven and profit oriented. This means that the areas of
densification and the rate of development in support of densification are dependent on market
demand, capital availability and profit. The intention is to channel market supply into strategic
areas;
It is increasingly difficult to find well-located land for housing for subsidized housing initiatives;
Higher densities may result in concentrations of air and noise pollution; and
Infrastructure capacities will have to be assessed in terms of their ability to accommodate
higher densities.
The City has introduced a Gross Density of ten units per hectare to guide future residential
developments. In an instance where an RSDF stipulates a density of less than the Gross Density,
the lower RSDF density will prevail. Beyond the citywide base density, locational factors may
indicate a greater desired Density figure.
48
These factors may include the proximity of a site or area to the following:



Nodes: CBD, Metropolitan, Regional and District nodes;
Transportation routes: Strategic Public Transportation Network, Mobility Spines and Roads,
Activity Streets, Rail Stations;
Subsidised housing initiatives.
Densification in and around nodes
The City’s nodes have the greatest potential for the creation of sustainable patterns of
development. In order to maximise nodal growth and to benefit from nodal characteristics of
mixed use and public transportation orientated there should, in-principle, be no upper limit on the
number of dwellings that may be provided in any node. This in-principle support is subject to the
following safeguards:




Compliance with existing policies /development plans;
Avoidance of undue adverse impact on the amenities of the surrounding area;
Appropriate urban design parameters; and
Capacity of services and infrastructure.
Potential benefits of densification in the City’s nodes should include:
 Assisting urban regeneration initiatives;
 Increasing the optimal use of existing infrastructure;
 Supporting local services and employment;
 Encouraging affordable housing provision; and
 Sustaining alternative modes of travel, such as walking, cycling and public transport.
Proposals within and around nodes must be supported by a motivation demonstrating a tangible
and positive contribution to the respective node.
Priority nodes within an “investment footprint”
The following existing and planned public-sector initiatives provide unique opportunities to
increase densities and complement the respective initiatives:



Gautrain stations (investment of +/-R20 billion for whole project);
Bus Rapid Transit (BRT) initiative; and
2010 World Cup infrastructure investment.
These three initiatives will realise unparalleled levels of investment within the City over a relatively
short-term and can loosely be described as an “Investment Footprint” The permanent legacy of
investment in physical infrastructure provides a golden opportunity to realise additional benefits
and opportunities to a greater number of citizens through densification initiatives. This can make
a tangible contribution towards the founding SDF principle of facilitating access to urban
opportunities within the City. The nodes that fall within this “Investment Footprint” include:










49
Lenasia;
Kliptown;
NASREC;
Johannesburg CBD (including Greater Ellis Park);
Parktown;
Randburg;
Rosebank;
Illovo;
Sandton; and
Midrand.
The City will actively support higher density residential development proposals within and around
these nodes. The core MEs continue to assess density proposals and the impact these would
have on existing and planned infrastructure provision. Where upgrading to support these
proposals is required, the City is prepared to invest to realise the best possible urban
redevelopment within these strategic nodes.
Densification on mobility and public transportation routes/infrastructure
The primary rationale for increasing residential densities along movement lines is to increase the
accessibility of public transportation to a broader market and to increase this market’s contribution
towards a cost effective and citywide public transport network.
It is acknowledged that densities across the whole City do not presently support an effective and
sustainable citywide public transport system. Densification along the primary public transport
routes and specifically the pilot BRT routes will assist in these short-term pilot routes such as the
Lenasia-Regina Mundi-Parktown-Sunninghill and the medium-long- term interventions of the
broader 300+ km long network.
Increasing residential densities within close proximity to existing social facilities will increase
access to and the use of these facilities. Further, it can also encourage and re-introduce the
notion of a “sense of community” and promoting community activities.
As a result of the high premium of land, as well as an established need for a variety of housing
typologies, increasing residential densities within subsidized housing initiatives can prove to be
an efficient way of optimising existing land resources, bulk infrastructure and accommodating a
range of housing options.
Initiating and implementing corridor development
The development of corridors has been identified as a potential instrument to restructure the City
into robust, efficient and well-connected urban areas by unlocking inherent and under-utilised
economic and social development potential.
Corridors represent those areas in the urban system where the benefits of well developed public
transport and movement systems, interlinked areas of opportunity, private and public services,
infrastructure and densities are maximised.
The development and transportation community has used the term corridor in many different
ways – activity corridor, movement corridor, transport corridor to name but a few. For the
purposes of the City’s definition, development corridors are characterised by:





Connected nodes;
Existing/potential for regional and inter-regional accessibility;
Provision of a number of movement options – i.e. road and rail;
Intense, high-density mixed land uses; and
Availability of tracts of vacant /under-utilised land that provides opportunities for higher
densities and integration opportunities.
Two development corridors have been identified in the City, namely the East-West Development
Corridor (EWDC) and North-South Development Corridor (NSDC).
These two corridors are very different in nature although both contain a number of the abovementioned attributes for corridor development.
The East-West Development Corridor (EWDC) runs midway through the City from the eastern
boundary linking the industrial development in Ekurhuleni on the east to Mogale on the western
boundary of the City a distance of over 30 kilometres.
50
The Corridor incorporates the traditional mining belt that has been perceived as a barrier to the
integration of the northern and southern parts of the City. The mining legacy of the area has also
presented a number of environmental challenges and constraints the most visible of these being
the numerous mining dumps.
With respect to transportation, there is an existing railway line with a number of associated
stations and strong east-west road linkages. Conversely, there are very few strategically located
road linkages to the north of the mining belt. Many of the existing industrial, commercial, retail
and residential areas are not operating optimally given these constraints.
Due to the central location of the EWDC it has the potential to become an integral restructuring
and integrating mechanism within the City. The challenge for the City is to take advantage of the
opportunities this area presents and transform it into a vibrant, mixed-use urban environment with
a thriving economy.
The EWDC presents the City with unique opportunities to:




Fast-track development in impoverished southern areas;
Create employment;
Improve the quality of life for the urban poor; and
Improve the north-south spatial integration.
The North-South Development Corridor (NSDC) extends from Orange Farm north via Lenasia
and Soweto to the central anchor point of the CBD. From the CBD it continues north through
Sandton to Midrand. It provides inter-regional access beyond the municipal boundaries to
Sedibeng to the south and Tshwane to the north.
The NSDC presents the City with the opportunities to:





Facilitate movement between the labour market located in the south of the City and the
economic opportunities of the north;
Utilise the existing infrastructure and public amenities;
Reinvestment and infill development possibilities for higher density residential development;
Further densification where services are available at strategic locations; and
Further economic growth and development.
Presently, the character and management of the corridor is split between the central-north and
central-south sections.
The central-north section is characterised by high degrees of investment and economic and
employment opportunities. Private transport dominates in this section and congestion is the main
constraining mobility factor. The alignment is based on the N1/M1 highway. Metropolitan and
Regional nodes exist in the area including Midrand, Sandton, Sunninghill, and Rosebank. The
Gautrain route and four of the Gautrain stations (Midrand, Sandton, Rosebank, Park StationCBD) fall within this section of the Corridor. Other movement lines include the Oxford/ Rivonia
Roads arterial, Louis Botha and Jan Smuts Avenue and Old Johannesburg Road.
These factors continue to attract development and reinforce the vibrant economic activity already
present within the area. The northern part of the Corridor is the location of choice for many high
tech industries and office nodes. The challenge for the City is to integrate and manage existing,
well-established land uses and reduce congestion levels in a manner that has long-term benefits
for all the residents of the City.
51
Conversely, the central-south section has fewer economic and employment opportunities and a
greater pool of labour resources. Public transport dominates in this section and the condition and
capacity of infrastructure is the main movement issue.
A freight and passenger based, second leg of the central-south section is also envisaged along
the N1 highway.
A consolidated and integrated corridor would increase the opportunities afforded to the labour
force and economic opportunities in the central-south by facilitating better access and coordinating public expenditure.
The alignment of this central-south section is based on the existing rail infrastructure that links the
Central Business District with Soweto – Lenasia – Ennerdale – Orange Farm and roads such as
the R533, N17 and the N1 highway.
The alignment of the central-south section of the NSDC incorporates the following major public
investment initiatives and nodes presently being undertaken in the area including:








BRT Flagship Project: Regina Mundi-Parktown-Lenasia;
NASREC Regional Node and 2010 stadium precinct;
Baralink Regional Node;
Kliptown District Node;
Lenasia District Node;
Lenasia South/Unaville District Node;
Ennerdale District Node; and
Stretford District Node.
The implementation of these projects will act as catalysts for further development and can
overcome the perceptions that the area is stagnant and dormant.
Managing urban growth and delineating an urban development boundary
The fundamental outcomes of the City’s UDB are envisaged to be:






Reducing the developmental footprint of the City in order to prevent the excessive
consumption of land on the City’s periphery;
Focusing on in-fill, redevelopment and densification in strategically demarcated areas;
Supporting cost efficient infrastructure provision;
Supporting an urban form that is conducive to the use of public transport;
Protecting environmentally sensitive areas, agricultural land and open space; and
Providing direction for capital investments for efficient infrastructure provision.
Historically, urban expansion of the City has been encouraged by making more (often less
expensive) land available for development on the periphery of the city. Peripheral growth has
accommodated initiatives to house the urban poor and the boom of middle-to-high income
security estates seeking suburban amenity. In the process big cities began to grow larger in terms
of surface area and at relatively low densities. This trend has made it increasingly difficult for the
historically disadvantaged and poor to cope in an urban environment that has become less and
less conducive to public transport.
Within the City’s present context and development climate the delineation of an Urban
Development Boundary (UDB) provides a clear message that these historical trends need to be
checked and that development trends need to adapt to support broader principles of efficiency,
accessibility and sustainability.
The current alignment of the Urban Development Boundary is reflected in Maps 7 and 8.
52
CAPITAL INVESTMENT FRAMEWORK (CIF)
INTRODUCTION
The Capital Investment Framework (CIF) provides the procedure that leads to the implementation
of the IDP and its associated components (SDF, GMS and sector plans) as far as infrastructure
and the provision of public amenities is concerned. It is the framework through which the City
identifies and prioritises capital projects for implementation in the forthcoming financial year.
The CIF has two components. The first is a series of engagements with the sector departments
and associated Municipal entities to identify critical capital projects. The second is the production
of a list of capital projects that meet the desired developmental and spatial outcomes of the City.
Responsibility for the planning of the CIF sits with the Development Planning and Facilitation
Directorate and the Department of Finance. The responsibility for executing the projects identified
through CIF sits with sector departments.
The purpose of the CIF is to eradicate the service delivery backlogs in poor marginalised areas,
and ensure the improvement and the management of existing infrastructure. In order to achieve
this purpose the CIF has a number of key objectives, namely to:




Improve service delivery through infrastructure and services that are planned, delivered,
upgraded or managed in an objective and structured manner;
Prioritise projects and programmes through a strategic and spatially-linked information
system (Capital Investment Management System, known as CIMS);
Direct future public and private investment by strategically aligning capital budgets between
Departments and Entities to priority areas of the City; and
Identify types of infrastructure and services planning and implementation choices in a
strategic manner.
A full list of the planned capital projects 2009/10 can be found in chapter x of the IDP, or in the
Service Delivery and Budget Implementation Plan 2009/10 (SDBIP).
The remainder of this chapter provides:




An overview of the City’s budget, and its allocation to the administrative regions;
A breakdown of the sources of funding for capital projects for the City of Johannesburg;
An assessment of the extent of coordination between the capital budget and the GDS; and
An assessment of the extent of coordination between the capital budget and the Sector
Plans, GMS and SDF.
THE CITY’S CAPITAL BUDGET
Demands placed on the City’s capital budget far exceed available resources. As such the City
has to be strategic in its choice of projects, identifying only those critical projects that need to be
undertaken. As shown in Table 1 the total capital budget for the City is obtained from a number of
different sources. It is funded from the tariffs, the rates base, bulk service contributions and
external funding (e.g. housing subsidy, Municipal Infrastructure Grant (MIG), Neighbourhood
Development Partnership Grant (NDPG), national department grants and loans and provincial
department grants and loans).
53
1
As can be seen from Graph 1, the majority of the capital budget is from the City’s own resources .
The second largest contributor is national grants, other than MIG. MIG is the third largest source
of funds, it is utilised for the provision of bulk and basic services and is focused on providing
these services to the poor. The broad breakdown of the respective line departments and
Municipal Entities for the 2009/2010 financial year is depicted in the table below, and followed by
a chart:
Table 1: Total City Capex Budget Breakdown for all Municipal Entities and Core
Departments, 2009/2010
2009/10
DEPARTMENT VOTE
INDICATIVE
SOURCE OF FINANCE (R’000)
BUDGET
COJ
2009/10
Funding
Public Contributions
CRR
National
Provincial
(R’000)
(Cash)
Grant
Grant
Economic Development
574
574
Environment
849
849
Infrastructure and Services
361
Transportation
804,825
Community Development: Core
1,908
Community Development: Libraries
8,738
8,000
738
Community Development: Social
Services
9,382
9,000
382
Community Development: Sport and
Recreation
64,656
7,000
1,656
MIG
BSC
DEPARTMENT
361
150,000
611
56,000
382
Health Services
7,034
Office of the Executive Mayor
2,297
Office of the Executive Mayor 2010
173,066
Speaker: Legislative Arm of Council
1,151
1,151
Finance
4,441
4,441
Revenue and Customer Relations
7,385
Corporate and Shared Services
7,321
5,000
2,321
Housing
407,277
144,625
2,095
Development Planning and Urban
Management
289,979
79,000
2,390
Development Planning and Urban
Management: Inner City
300,000
300,000
Emergency Management Services
7,308
6,710
1
654,214
1,908
Community Development: Arts, Culture
382
and Heritage
5,000
2,034
2,297
173,000
66
7,385
90,000
193,589
170,557
15,000
598
Please note that the chart depicts some Divisions (Departments/ Municipal Entities) as having ‘0’ budget allocation as
these particular Divisions’ budgets are too small to show as a percentage in comparison to other Divisions that have been
awarded much larger budgets
54
Other &
2009/10
DEPARTMENT VOTE
Johannesburg Metropolitan Police
Department
TOTAL CORE ADMINISTRATION
INDICATIVE
SOURCE OF FINANCE (R’000)
BUDGET
COJ
2009/10
Funding
Public Contributions
CRR
National
Provincial
(R’000)
(Cash)
Grant
Grant
835
835
847,803
90,000
33,074
MIG
Other &
BSC
2,099,769
887,335
241,557
City Power
863,874
600,000
Johannesburg Water
695,500
519,000
110,000 66,500
Pikitup
47,793
45,000
2,793
Johannesburg Roads Agency
170,000
103,000
67,000
Johannesburg City Parks
44,000
15,000
10,500
Johannesburg Zoo
7,000
7,000
Johannesburg Development Agency
60,000
60,000
Johannesburg Property Company
45,000
45,000
Johannesburg Fresh Produce Market
20,000
20,000
Johannesburg Social and Housing
Company
92,913
40,000
Johannesburg Civic Theatre
1,000
1,000
Roodepoort City Theatre
MUNICIPAL ENTITIES
107,174
39,000
117,700
Metrobus
18,500
Metro Trading Company
Johannesburg Tourism Company
200
200
TOTAL MEs
2,047,280
1,455,200
TOTAL CITY OF JOHANNESBURG
4,147,049
2,342,535
Graph 1
55
52,913
160,087
33,074
1,007,890
229,293 202,700
90,000
470,850 202,700
All Capex funding sources for 2009/2010
Other & BSC
5%
CMIP/ MIG
11%
Provincial Grant
2%
National Grant
24%
COJ Funding
57%
CRR Loans
1%
CAPEX ALLOCATION PER REGION – 2009/10
The administrative regions of the city are responsible for the urban management function within
their jurisdiction. Unless there are quality infrastructure and public amenities in place the regions
are unable to fulfil their functions meaningfully. Given the limitations on the capital budget,
regions that serve largely marginalised and/or poor communities have received the largest
allocations. This is represented in table 2. Region F, which includes the inner city, that has the
largest CAPEX allocation due to the growth of slums in the region, the ageing infrastructure that
requires replacement and the importance of the region as an economic growth generator. This is
followed by Region D, Soweto, due to the historically disadvantaged background of the area and
the persistence of poverty. Region G, Orange Farm, arguably the most geographically and
socially marginalised area in the City receives the third highest allocation.
Table 2 Overview of the City’s Regional Capex Share
Region
A
B
C
D
E
F
G
COJ CAPEX Funding
R 114,246,000.00
R 123,141,666.67
R 180,215,985.33
R 372,538,500.00
R 174,950,000.00
R 1,055,092,441.00
R 323,059,500.00
Total CAPEX Funding
R 307,598,500.00
R 300,333,166.67
R 336,341,985.33
R 940,633,000.00
R 537,088,500.00
R 1,849,608,500.00
R 603,293,000.00
GROWTH AND DEVELOPMENT STRATEGY (GDS) SECTOR PROGRAMMES – CAPEX
ALLOCATION FOR 2009/10
In the identification of 12 sector programmes in the GDS that mirror the Departmental
configuration of the City; the provision of a policy timeline that is aligned to budget planning
cycles; and through its development paradigm that promotes economic development,
environmental sustainability and poverty eradication the GDS provides the foundation for capital
expenditure allocation in the City.
Table 4 provides an indication of the capital expenditure per sector programme of the GDS for
2009/10. It should be noted that capital allocations are concentrated in specific programmes:
namely Infrastructure and basic services, housing, transportation, economic development and
56
spatial form and urban management. The nature of these allocations, and projects associated
with the critical sector programmes will be described further.
Table 4:
Capex allocation per sector programme
Sector Programmes
Economic development
Human and community development
Housing
Infrastructure and basic services
Environment
Capex
R263940000
R24000000
R184625000
R1164000000
R22000000
Spatial form and urban management
R439000000
Transportation
Health
R253000000
R5000000
Safety
R6710
Financial sustainability
Governance
R2297000
Corporate and shared services
R7321000
Economic Development Programme
A critical aspect of the GDS and IDP is to bridge the divide between the City’s first and second
economies; to ensure that balanced, equitable and shared growth is attained; and to prioritise the
development of marginalised areas and disadvantaged communities. The programme seeks to
provide critical infrastructure to marginalised areas by addressing the backlogs within the shortest
possible time period. The key marginalised areas are Soweto, Diepsloot, Orange Farm and
Greater Ivory Park, (including the areas of Kaalfontein and Rabie Ridge). From the four prioritised
regions, Soweto gains the largest share, as it is a pivotal area for redevelopment, holding vast
economic potential.
Another critical aspect of economic growth in the City is the promotion of the first economy, and
putting structures and systems that facilitate the shift of businesses from the second to the first
economy. Critical projects in this regard include the construction of an information hub, the
construction of linear markets, and the facilitation of cheap broadband for the City.
Infrastructure and basic services Programme
This programme includes the full spectrum of infrastructure and social amenities provision for
strategic developmental interventions in the following areas:
 Infrastructure provision with relevant capacities;
 Provision of new social, health and recreation facilities;
 Procurement of land for open space provision as well as servitudes;
 Provision of bulk infrastructure to new housing opportunities;
 Public lighting;
 Resolving power outages;
 Addressing storm water drainage;
 Provision of waste removal services; and
 Increasing the overall infrastructure capacity levels of the City to meet rapid development
 Implementation of demand side management interventions
The capital budget allocated to this programme is approximately R1.16bn, with Johannesburg
Water receiving R519m, City Power receiving R600m, and Pikitup receiving R45m.
57
Environmental Programme
This programme sees to the conservation of the natural and built environment, and to provide for
public open space in the most sustainable manner possible, given constrained resources and
urbanisation pressures.
The total capital budget allocated to the Sustainable Environments Programme from the City is
R22m, allocated towards key environmental priorities and towards Johannesburg City Parks.
Housing Programme
This programme focuses on addressing the housing backlog, the eradication of informal
settlements and the removal of slums in the City. The programme includes a number of
departments with different responsibilities. This financial year sees R169m budget for the
Housing Department, R90m for JOSHCO and R48m for ARP. The total for all Housing related
projects in the 2009/2010 financial year is R307m. The CIF prioritises housing projects in terms of
the GMS.
Transportation Programme
The Transportation Programme includes the City’s transport related entities, i.e. Transportation
Department, Metro Bus, and the Johannesburg Roads Agency (JRA). Their contribution from the
City is R196m. Of this JRA receives R105 million, the Transportation Department – R91 million
and Metrobus R0. The main focus of the Transportation Programme concerns the implementation
of the Rea Vaya Bus Rapid Transit system (BRT), its link with the Gautrain station developments
and transport infrastructure for the 2010 World Cup. The bulk of the BRT funding comes from the
National Transport Department.
Spatial Form and Urban Management Programme
Integrating the fragmented nature of the City, upgrading existing public and residential
environments and developing sustainable human settlements forms the thrust of this programme.
Areas that are prioritised for funding under this programme are the marginalised areas (detailed
above), the Inner City, Alexandra, Cosmo City.
A key issue determining the allocation of capital in this Programme is the need to regenerate
existing developed areas that have been and are in decline for a number of reasons, through:








Upgrading and maintenance of infrastructure;
Pavement management;
Storm water management;
Upgrading and maintenance of social, health and recreation facilities;
Provision of new housing where possible;
Provision of public transport facilities;
Promoting a safe environment; and
Protection of cultural amenities
The City has committed more than R379m towards area regeneration projects in the Inner City
(Region F) and Alexandra (Region E). These funds address the upgrading of infrastructure,
housing provision and the provision of social, health and recreation facilities. The Johannesburg
Development Agency and the Department of Development Planning and Urban Management
have be allocated R241million and R65 million respectively in order to facilitate projects
Inner City Regeneration
Inner City regeneration is a key focus of the City Of Johannesburg for the current 5-year IDP
period, having started in the 2007/2008-budget cycle. The City had spent a dedicated, ringfenced budget of R300m in 2007/2008. In the 2009/2010-budget cycle the amount will no longer
be ring fenced, though significant funds will be dedicated to public environment upgrades and
housing through the Johannesburg Development Agency and JOSHCO. Other departments will
58
receive funding for inner city projects, examples include the Bus Rapid Transit system, storm
water reticulation; substation and electrical upgrades, improved refuse removal systems
(underground bins), social housing provision and upgrades, and social and health facilities.
Key outcomes defined in the Inner City Charter
The following are anticipated outcomes of the Inner City Charter:







Through a developmental, not simply regulatory approach, the City of Johannesburg will work
with all necessary stakeholders to ensure that there is no more unmanaged trading on the
streets of the Inner City;
Develop a citywide broadband network in line with international trends in municipal
broadband deployment. This will facilitate access to broadband connectivity for businesses in
the Inner City;
The City of Johannesburg wishes to see an economic resurgence in the Inner City, to result
in a dynamic multifaceted local economy. Envisaged results include an Inner City hub of
cross-border wholesale and retail trade and related increased entrepreneurship and job
creation in the retail, wholesale, freight logistics, tourism and transportation industries. (Also)
development and marketing of Johannesburg as a world-class Business Process
Outsourcing / off-shoring / call centre destination;
The City also wishes to see negotiated agreement on options for extension of the UDZ. Also
broader take up with a view to achieve balanced and shared growth by increasing BEE
participation;
The City of Johannesburg will lead targeted support measures to solve problems that may be
weighed in relocation decisions, so that key economic institutions maintain and extend their
footprint in the Inner City;
The City wishes to see a systematic improvement in the general business environment, with
key constraints inherent in the built environment in the Inner City being systematically
addressed; and
The City will ensure improved data and information on economic conditions, trends,
opportunities and constraints is made easily accessible to investors interested in the Inner
City.
Growth Management Strategy (GMS) and Spatial Development Framework (SDF)
The GMS indicates that the City should prioritise the development of Public Transport Priority
Areas and Marginalised Areas in the short term. The areas defined reinforce the other GDS
programmes and their project priorities. In turn the CIF prioritises infrastructure and public
amenity upgrades that are located in those areas defined in the GMS. Projects in these areas
should:







59
Upgrade existing infrastructure in order to support more intensive land uses and higher
density residential development;
Facilitate the implementation of Phase 1a and 1b of the BRT system;
Facilitate mobility along important arterials;
Provide quality pedestrian and cycle facilities integrated with public transportation facilities;
Offer economic opportunities to the poor and marginalised;
Provide necessary public amenities; and
Integrate transportation modes, especially the existing rail network with the BRT and Gautrain
Stations.
% Split Actual Allocation 2008/09
Expansion, 2%
Peri-Urban, 5%
Marginalised, 7%
Consolidation, 29%
Marginalised (PTMA), 18%
Expansion
Peri-Urban
Consolidation
Consolidation (PTMA)
Marginalised (PTMA)
Marginalised
Consolidation (PTMA), 39%
Of the 264 capital projects identified for the 2009/10 financial year 78% of projects were located
in the Public Transport Priority Areas and Marginalised Areas (Marginalised, Marginalised(PTMA)
and Consolidation PTMA categories as per legend) as defined by the GMS. This proves that
there is a strong correlation between the allocation of capital expenditure and GMS, and that
projects are following policy imperatives. A possible concern is that 39% of the projects are
located within the Consolidation (PTMA), which includes the North-South Link of the BRT and the
Gautrain Stations, while the marginalized areas (townships) only make up a combined 25 percent
of projects. The mitigating factor though is that the Consolidation (PTMA) category also includes
the Inner-city, which is a mayoral priority for the City.
60
Map x: Location of Capital Projects in relation to GMS development areas
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searchResults
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Consolidation_Areas
Expansion_Areas
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61
6
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Kilometers
Marginalised_Areas
Peri_Urban_Management_Areas
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Map x, above, provides a graphic representation of the alignment of 78% of capital projects with
the GMS priority areas. The public transport priority areas are coloured in pink, while the
marginalized areas are coloured in yellow. The individual projects, by Department or Municipality
are shown by the icons.
Finally, it should be noted that to a large extent the GMS Public Transport Priority Areas and
Marginalised areas coincide with the corridor development strategy outlined in the SDF.
Nodal Development
The SDF notes the key contribution that strong, viable nodes play as structuring elements within
the City. The CIF views nodes, as defined in the SDF and RSDFs, as one of the priority areas for
capital expenditure given the importance of these concentrations of development in promoting
economic growth within the City. This Programme supports the efficient management and growth
of the City’s existing nodes through the following interventions:
 Upgrading and maintenance of infrastructure to support increased intensity of uses and
residential densification;
 Pavement management;
 Storm water management;
 Upgrading and maintenance of social, health and recreation facilities;
 Providing of public transport facilities; and
 Supporting the Gautrain Station and BRT developments.
The nodes involve the following key areas: Sandton, Randburg, Stretford, City Deep, Baralink,
Lenasia, Kliptown, Roodepoort, Nasrec, Fourways, and Ennerdale. The total budget of the nodal
programme is R974 million. This is certainly a significant capex portion and once again shows the
City’s strategic intent of densifiying and compacting the city to enable the provision of
infrastructure, services, and economic development that will enhance the quality of life for all the
City’s citizens.
2010
The 2010 Programme is aimed at gearing the City for the 2010 World Cup in terms of its
infrastructure requirements. Apart from the 2010 Office, The Municipal Entities and Core City
Departments are directly involved in the upgrading of infrastructure for 2010. This includes City
Power, the Johannesburg Development Agency, Johannesburg Water, Social Development
(Sports and Recreation), and Transportation. A total of R179m will be allocated to 2010 in the
forthcoming financial year.
CONCLUSION
Given the limited capital budget available to the City in the current economic downturn, and the
Growth and Development Strategy that makes both social upliftment and economic growth
development an imperative the city must prioritise its capital expenditure. Policy in terms of the
Sector Plans, the GMS, the SDF, and local area plans provide guidance in determining capital
expenditure. Discussions between and within departments, and with communities, refine the
priority capital projects further. Further to these considerations the City strategically prioritises its
capital expenditure to:
 Reduce infrastructure backlogs;
 Enhance the physical infrastructure base of the City;
 Improve the levels and standards of services to the residents, businesses and commercial
users of the City’s infrastructure;
 Attain assets that will improve the quality of life of its residents; and to
 Ensure that the capital expenditure of the City is directed towards sustainable development.
62
CHAPTER 6: GOVERNANCE AND ADMINISTRATIVE
ARRANGEMENTS
INTRODUCTION
In April 2006 the City of Johannesburg approved its new governance and institutional
arrangements. The governance model comprises of the Legislature, made up of Speaker of
Council, Council Chief Whip, and Section 79 Portfolio and Standing Committees; and the
Executive, made up of the Executive Mayor and Members of the Mayoral Committee (MMCs) and
the administration led by the City Manager.
Underpinning the City’s governance model are the following key principles:






Delineation of powers to separate legislative and oversight roles on the one hand, and
executive roles and responsibilities on the other;
Governance and institutional arrangements should deepen democracy, facilitate citizen
empowerment and enhance stakeholder participation and involvement;
Decision-making powers and accountability should be strengthened, clearly defined,
allocated and decentralised, where appropriate;
Expeditious and efficient decision-making should ensure the facilitation of effective
government;
Institutional structures of the City, such as Departments, regions and municipal entities
(MEs), to be considered part of a single group, based on a politically-led strategic and policy
perspective; and
Clear oversight of MEs by the respective Core Department.
This chapter outlines and demonstrates how the City’s governance and institutional arrangements
has been implemented for achievement of the vision of “A World Class African City”.
The following organogram reflects the governance and institutional arrangements.
63
EXECUTIVE
LEGISLATURE
Speaker
Chairperson of
Committees
Whips
Executive Mayor
Members of the
Mayoral Committee
(MMCs)
Departments
Chief Whip
Portfolio
Committees
Leader of Executive
Business
Standing
Committees
Finance and
Economic
Development
Health
Rules
Petitions and
Public
Participation
Community
Development
Environment
Ethics/
Disciplinary
Programming
Infrastructure and
Services
Transport
Development
Planning & Urban
Management
Safety
Housing
Corporate
Services and
Administration
KEY: Proposed changes:
ANC
DA
AZAPO
ID
ACDP
CDP
CF
IFP
OKM
PAC
Independant
UDM
Public Accounts
VF Plus
Figure 1: CoJ Governance model
LEGISLATURE
The legislature is made up of the Council, Speaker of Council, Council Chief Whip and two sets of
council committees namely Section 79 Portfolio Committees and Standing Committees.
Council
The Council comprises 217 elected Councillors, made up of 109 Ward Councillors and 108
Proportional Representation (PR) Councillors. The Council, meeting in plenary, provides an
important platform for meaningful debate on issues that affect the City and require the attention of
the Council. There are essentially three key interrelated roles that the Council plays: legislation,
oversight, and ensuring community and stakeholder participation.
Firstly, the Council’s legislative functions entails the approval of By-laws, policies, the Integrated
Development Plan (IDP), tariffs for rates and service charges, and the Budget. The Council’s role
here is to consider reports from the Executive Mayor on each of these functions, open up public
discussion and comment, stimulate debate in multi-party Portfolio Committees, and provide the
public platform for citywide debate. On the basis of the comments received, the Council is placed
in the position to approve or amend the report, or to refer the report back to the Executive Mayor.
Secondly, an important innovation introduced by the City in 2006 was to separate legislative and
executive roles. In this respect, the Council delegated its executive functions to the Executive
Mayor and defined its own role to that of oversight of the Executive. This function is performed by
Council in plenary, the Municipal Public Accounts Committee, and the Section 79 Portfolio
Committees that have been formed under the chairpersonship of non-executive Councillors.
These committees monitor and scrutinise the delivery and outputs of the Executive, and may
request the Members of the Mayoral Committee (MMCs) or Heads of Department (HODs) to
account for service delivery and performance.
Thirdly, Council seeks to ensure community and stakeholder participation. The Council, led by the
Office of the Speaker, is charged with facilitating community and stakeholder consultation and
64
participation in the affairs of the Council. Individual Ward Councillors, in conjunction with elected
Ward Committees, play a critical role in facilitating these participatory processes.
Speaker of the Council
In terms of Section 160(1)(b) of the Constitution and Section 36 of the Municipal Structures Act,
the person elected as chairperson of the Council is designated the Speaker. The Speaker
performs the duties and exercises the powers delegated in terms of the Municipal Structures Act.
Councillor Nkele Ntingane was elected as the Speaker of Council for the 2006/11 electoral term.
The Speaker of the Council performs the following legislated functions:






Presides at meetings of the Council;
Ensures that Council meets at least quarterly;
Ensures compliance with the Code of Conduct as set out in the Municipal Structures Act;
Ensures that Council meetings are conducted in accordance with the rules and orders of the
Council;
Attends to Councillors’ needs; and
Organises appropriate training for Councillors in order to develop and improve individual
skills.
Most importantly, the Speaker in the City is entrusted with ensuring that the functions of the
Council – legislation, oversight and ensuring community and stakeholder participation – are
effectively implemented.
Over the last year, substantial progress has been made in terms of capacitating the Office of the
Speaker that is headed by the Secretary of the Council, Tshepiso Nage. The functions that are
contained in the Office of the Speaker include:




Private Office of the Speaker;
Stakeholder Relationship Management – community participation, communications and
media management, citizenship, ceremonial and protocol activities, and Ward Councillor
support;
Institutional Development – development of the institutional model, monitoring and evaluation
policy, research, business of Council, and business of Portfolio and Standing Committees of
Council; and
Strategic Support – finance, legal, and Councillor and Ward Committee development and
administration.
In addition, the Legislature includes the Office of the Chief Whip and the offices of the political
parties represented in Council.
Council Chief Whip
The Council Chief Whip is also the Chief Whip of the majority party. The Chief Whip plays a
pivotal role in the overall system of governance by ensuring and sustaining cohesiveness within
the governing party, and also maintaining relationships with other political parties. Councillor
Bafana Sithole was elected as the Council Chief Whip for the current term of office.
The main functions of the Council Chief Whip are:



65
Ensuring proper representation of political parties in the various committees;
Maintaining sound relations with the various political parties represented on the Council;and
Attending to disputes between political parties and building consensus.
Section 79 Committees
Section 79 Portfolio Committees perform an oversight role by monitoring the delivery and outputs
of the Executive. They are entitled to request departments and MMCs to account for their
functions. In line with this responsibility, these committees may summon departments to appear
before the Committee, produce required documentation, or provide necessary information. The
Portfolio Committees are, however, not delegated any decision-making powers.
The specific functions of Portfolio Committees include:







Reviewing, monitoring and evaluating departmental policies;
Reviewing plans and budgets;
Considering departmental quarterly and annual reports;
Examining the link between the policy (sector plan) and budget (business plans);
Monitoring the implementation of plans;
Exploring options to increase value for money; and
Holding the political executive accountable for performance against policies and City
priorities.
Section 79 Portfolio Committees and Chairpersons:
Chairperson
Councillor E Ndhlovu
Councillor S Mogase
Councillor N Molwele
Councillor C Seefort
Councillor N Maqanda (resigned)
Councillor B Zondi
Councillor W Van Der Schyf (acting)
Councillor S Cowan
Councillor M Kubayi
Councillor S Malobane
Councillor T Mabotja
Councillor B Rajah
Committee
Chairperson of Committees
Finance & Economic Development
Infrastructure & Services
Housing
Health
Community Development
Public Safety
Environment
Transport
Development Planning & Urban Management
Corporate & Shared Services
Inner City
Standing Committees
Standing Committees are permanent committees established to deal with Council related
matters. They are delegated some decision-making powers, and are required to submit reports to
Council. Councillors chair all Standing Committees except the Audit Committee, which is chaired
by an independent person in line with the prescriptions of the Municipal Finance Management Act
(MFMA).
The Standing Committees, their roles and their chairpersons are set out as follows:
Committee
Rules Committee
Chairperson
Councillor
N Ntingane
(Speaker)
Petitions and
Public Participation
Committee
Councillor
N Ntingane
(Speaker)
Ethics/ Disciplinary
Committee
Programming
Committee
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Councillor
N Ntingane
(Speaker)
Councillor
N Ntingane
Role










Develop and approve rules for proceedings
Determine focus areas in respect of Councillor capacitation
Allocate members to the various committees
Ensure proper and timeous responses to petitions
Ensure enhancement of public participation, with rigorous
monitoring of all public participation processes and systems
Monitor the community based planning process
Ensure incorporation of wards needs into the Council’s plans
Ensure declaration of financial interest and compilation of
register of financial interest on an annual basis
Consider any breaches of Code of Conduct by Councillors
Consider and approve items/motions on the Council agenda
and agree on the allocation of speaking time for the items and
(Speaker)
motion contained in the Council agenda
Municipal Public
Accounts
Committee
Councillor
S Cachalia


Political oversight over financial management and accounts
Ensure that residents of the City get ‘value for money’
Soweto
Development
Committee
Inner City
Committee
Councillor
P Mlambo
(resigned)
Councillor
B Rajah

Drive and manage the regeneration and development of the
Soweto area

Drive and manage the regeneration and development of the
Inner City
Audit Committee
Chairperson
Mr Brian
Hawksworth

Review the financial reporting by the external audit and review
the activities of internal audit
Provide independent oversight over financial management and
accounts

EXECUTIVE
The executive comprises of the Executive Mayor and Mayoral Committee, including the Leader of
Executive Business.
Executive Mayor and Mayoral Committee
The Executive Mayor, Councillor Amos Masondo, assisted by the Mayoral Committee, heads the
executive arm of the City. The Executive Mayor is at the centre of the system of governance
since executive powers are vested in him by the Council to manage the daily affairs of the City.
This means that he has the overarching strategic and political responsibility. Each member of the
Mayoral Committee is responsible for a particular portfolio, as listed:
Member of the Mayoral Committee
Councillor Parks Tau
Councillor Mayathula-Khoza
Councillor Strike Ralegoma
Councillor Rosslyn Greeff
Councillor Prema Naidoo
Councillor Thomas Phakathi
Councillor Rehana Moosajee
Councillor Matshidiso Mfikoe
Councillor Christine Walters
Councillor Ruby Mathang
Portfolio
Finance & Economic Development
Community Development
Housing
Infrastructure & Services
Environment
Public Safety
Transport
Health
Corporate & Shared Services
Development Planning and Urban Management
Leader of Executive Business
The Leader of Executive Business provides the interface between the executive and legislative
branches.
Councillor Christine Walter, the MMC for Corporate & Shared services, was elected Leader of
Executive Business for the 2006/2011 term.
The role and responsibilities of the Leader of Executive Business include:




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Representing the executive branch on Council matters, and serving as the link between the
executive branch and the legislative branch;
Responsibility for ensuring that executive business is effectively passed to Council via the
Programming Committee;
Consulting with the Speaker when the Speaker intends calling a special meeting of Council
outside of the scheduled Council meetings;
Consulting with the Speaker for purposes of allocating time for the discussion of matters of
public importance in the Council agenda; and

Determining what matters are referred to the Speaker, and thereafter to Section 79
Committees and Council.
ADMINISTRATIVE ARRANGEMENTS
The City Manager of the CoJ is Mr Mavela AV Dlamini, who is the Accounting Officer, as defined
by the Municipal Structures Act. The responsibilities of the City Manager include managing the
financial affairs and service delivery in the municipality. The City Manager and his direct reports
constitute the Executive Management Team (EMT), which is comprised as follows:
Name
Mavela AV Dlamini
Mankodi Moitse
Uhuru Nene
Pilisiwe Twala-Tau
Reuben Denge
Jason Ngobeni
Vicky Shuping
Position
City Manager
Executive Director: Finance & Group Chief Financial Officer
Executive Director: Housing
Executive Director: Community Development
Executive Director: Corporate & Shared Services
Executive Director: Economic Development
Executive Director: Revenue & Customer Relationship Management
Philip Harrison
Themba Camane
Refik Bismilla
Flora Mokgohloa
Lisa Seftel
Chris Ngcobo
Ntombi Gule
Executive Director: Development Planning & Urban Management
Executive Director: Infrastructure & Services
Executive Director: Health
Executive Director: Environment
Executive Director: Transportation
Chief of Police: Johannesburg Metropolitan Police Department
Executive Director: Emergency Management Services
The following are areas of responsibility for each of the City’s Departments:
Finance
 Budget Office
 Valuations
 Supply Chain Management
 Treasury
 Expenditure & Accounting
 Rates & Taxes
 Shareholder Unit
Housing
 Policy & Research
 Project Management
 Contract
 Capex
 Opex, Debtors, Sales & Transfers
 Regional Accommodation
 Management & Regulatory Services
Community Development
 Arts, Culture & Heritage Services
 Community Services (Including Sport, Civic Theatres, Recreation & Libraries)
 Human Development Co-ordination (Including Social Services & Human Development
Support)
 Policy Development & Support Services
Corporate and Shared Services
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





Facilities Management
Occupational Health & Safety
Administration
Fleet and Contract Management
Human Resources Shared Services
Labour Relations
Economic Development
 Economic Analysis Research
 Economic Development
 Skills Development
 Business Development
 Sector Support
Revenue and Customer Relations Management
 Citywide Revenue Management
 Electronic Channels
 Physical Channels
 Customer Relations Management
 Customer Database Management
Development Planning and Urban Management
 Development Planning (Spatial Planning)
 Land Information Management
 Urban Management
Infrastructure and Services
 Water Management & Planning
 Energy Management & Planning
 Waste Management
 Management, Regulatory & Support Services
 Bulk Infrastructure & Co-ordination
Health
 Primary Healthcare
 Public Health
 HIV/Aids
 Environmental Health
Environment
 Environmental Policy & Strategy
 Air Quality Control
 Conservation & Open Spaces
 Management of Regulatory Services
Transportation
 Transport Planning & Innovation
 Transport Infrastructure & Systems
 Transport Technology & Information
Johannesburg Metropolitan Police Department (JMPD)
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





Licensing & Testing
JMPD Operations
Processing & Prosecutions
Municipal Court
By-law Enforcement
JMPD Support Services (Including Academy)
Emergency Management Services (EMS)
 Proactive Services & Disaster Management
 Academy
 Fire
 Medical
 Rescue
Office of the Executive Mayor
The following departments in the Office of the Executive Mayor report directly to the City
Manager:
Name
Sibongile Mazibuko
Khotso Kekana
Leonard Radzuma
Position
Executive Director: 2010
Executive Director: Public Liaison
Acting Executive Head: Johannesburg Risk and Audit Services
Patrick Mayaba
Rashid Seedat
Karen Brits
Lorraine Wilkinson
Zandile Ratshitanga
Nomthandazo Tshuma
Chief Information Officer
Director: Central Strategy Unit
Director: Legal and Compliance
Director: External Relations
Director: Office of the City Manager
Head: Private Office of the Executive Mayor
The functions of each of the Departments within the Office of the Executive Mayor are:
2010 Office
 2010 Planning and Development Requirements
 2010 Bid Book Compliance
 Project Management
 Operations
 Funding and Management Support
Public Liaison
 Communications
 Marketing
 Events Management
Joburg Risk and Audit Services
 Internal Audit and Forensics
 Risk Management
Chief Information Officer
 Information Technology
 Innovation and Knowledge Management
 Central Strategy Unit
 Policy and Strategy
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

Integrated Development Plan (IDP) and Business Planning
Performance Management
Legal and Compliance
 Legal Services
 Compliance Monitoring
 Mayoral Committee Support
External Relations
 International Relations
 Intergovernmental Relations
 Protocol
Municipal Entities (MEs)
A major part of the City’s institutional arrangements are the existence of MEs, which are wholly
owned companies that operate at an arm’s length from the core administration. The 15 MEs are
subject to the City’s overall strategic and policy direction, while allowing for company boards and
management to exercise relative autonomy in the execution of their fiduciary duties and
operational responsibilities.
Oversight of the MEs takes place by the responsible portfolio, e.g. the MMC and Department of
Transportation oversees the affairs of the Johannesburg Roads Agency (JRA) and Metro Bus.
Furthermore, the Shareholder Unit (SHU), located in the Department of Finance, is charged with
the following responsibilities vis-à-vis MEs:





Monitoring enterprise governance, investment performance and business sustainability;
Monitoring corporate governance policies and practices of the MEs;
Exercising the City’s shareholder responsibilities;
Playing a regulatory role; and
Ensuring compliance with legislation and the City’s reporting requirements.
The following table shows each of MEs, each of the chief executive officers or managing
directors, and the portfolio to which they are allocated:
Municipal Entity
City Power
Johannesburg Water
Pikitup
Johannesburg City Parks
Johannesburg Zoo
Johannesburg Roads Agency
Metrobus
Johannesburg Development Agency
Name
Silas Zimu
Gerald Dumas
Zami Nkosi
Luther Williamson
Stephen van der Spuy
Dudu Maseko
Herman van Laar
Lael Bethlehem
Johannesburg Property Company
Johannesburg Tourism Company
Metropolitan Trading Company
Johannesburg Fresh Produce Market
Johannesburg Theatre (Johannesburg
Civic Theatre)
Johannesburg Promusica Theatre
(Roodepoort Civic Theatre)
Johannesburg Social Housing Company
Helen Botes (acting)
Lindiwe Mahlangu
Alfred Sam
Kgosientso Ramokgopa
Bernard Jay
Portfolio
Infrastructure & Services
Infrastructure & Services
Infrastructure & Services
Environmental Management
Environmental Management
Transportation
Transportation
Development Planning & Urban
Management
Finance & Economic Development
Finance & Economic Development
Finance & Economic Development
Finance & Economic Development
Community Development
Maretha Smit
Community Development
Rory Gallocher
Housing
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HUMAN RESOURCES
The City of Johannesburg is committed to an efficient human resources system and has reviewed
a number of its policies in order to ensure effective development of its staff. Currently the City
employs 25 204 people, 14 801 of which are employed in the core departments.
Employment Equity
Employment Equity is undertaken in the City in order to comply with the Employment Equity Act
and redress past imbalances. Over 80% of Section 57 employees are black (inclusive of African,
Asian and Coloured) while other employment equity targets have been met as follows:
Target
June 2007
Dec 2007
May 2008
African
74% (EAP)
79%
81.2%
81.5%
Coloured
7.6%
5.6%
5.4%
5.3%
Indian
2.6%
2%
2%
2%
White
19.8% (EAP)
13.4%
11.4%
11.2%
Skills Development
The City is implementing a number of skills development projects. These include:
 Implementation of the City’s Workplace Skills Plan 2008/09
 Internships Scheme
 Learnerships Scheme
 Bursary Scheme
 Subsidised Education Scheme
 National Treasury Minimum Competency requirement project
The Internships Scheme provides tertiary students with practical learning experience while the
Learnerships Scheme targets unemployed youth from Johannesburg communities that are given
an opportunity for theoretical and practical learning culminating in a nationally recognised
academic qualification. The City currently has 256 people employed in internships or
learnerships.
The City also provides bursaries to youth from communities in Johannesburg and places an
emphasis on developing employees through its Subsidised Education Scheme. The City has
implemented a workplace skills development plan.
Human Resource Policy Review
All Human Resource policies are currently in the process of being reviewed and submitted for
approval to the Mayoral Committee and Council. These include:














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Career Development Policy
Employment Equity (EE) Policy
Disability Management Policy
Job Evaluation Policy
Flexi-time Policy
Master Data Management Policy
Organisational Structure Development and Maintenance Policy
Payroll Management Control Policy
Personnel File Archives Policy
Remuneration Policy
Sexual Harassment Policy
Succession Planning Policy
Talent Acquisition Policy
Training and Development Policy
Retention Strategy
In response to the ever increasing competition for skills in the market place and the loss of much
needed skills by the City and its MEs to other role players in the job market, the City has
embarked on an extensive investigation into a group retention strategy and policy.
The initial feedback from this investigation was that the City needs to widen its scope from
focusing only on retention to rather dealing with talent management (which includes retention) as
a whole.
In order to do this, a proposal to establish a Talent Management Forum (to give direction in this
regard to the core departments and MEs) is presently before the Mayoral Committee for
consideration.
Further proposals, which are also being considered by the Mayoral Committee at this stage, are
for:




A review of the fixed term contract vs. permanent employment regime;
A complete skills audit to be conducted across the CoJ Group (MEs and core departments);
Salary surveys and benchmarking exercises to be conducted for the whole CoJ Group every
two years, instead of every four years in terms of the current practice; and
That all job descriptions within the CoJ Group be reviewed by the same service provider /
consultant (to ensure consistency) and that generic job descriptions amongst MEs and
departments be shared.
By dealing with talent management comprehensively, issues such as attraction, recruitment,
career growth and development as well as succession and retention can all be addressed in
conjunction with each other, instead of in isolation, which leads to fragmented policies which do
not support each other.
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CHAPTER 7: PERFORMANCE MANAGEMENT SYSTEM
INTRODUCTION
The City’s PMS is one of the mechanisms through which the City aims to improve organisational
and individual performance to enhance service delivery. The City’s PMS was originally designed
in June 2001 and subsequently revised to respond to the experience of implementation,
legislative requirements and other imperatives.
LEGISLATIVE FRAMEWORK FOR PERFORMANCE MANAGEMENT
Legislation that governs performance management in local government includes the Municipal
Systems Act, 32 of 2000 (MSA); the Municipal Planning and Performance Management
Regulations, 2001 (MPPMR); the Municipal Finance Management Act, 53 of 2003 (MFMA); the
Municipal Performance Regulations for Municipal Managers and Managers directly accountable
to Municipal Managers, 2006.
Municipal Systems Act, 32 of 2000:
The MSA requires all municipalities to promote a culture of performance through the
establishment of a PMS, which must set Key Performance Indicators and targets, as well as
monitor, review and report on municipal performance, based on indicators linked to the Integrated
Development Plan (IDP), including the national indicators prescribed by the Minister responsible
for Local Government.
Municipal Planning and Performance Management Regulations, 2001:
In 2001, the Minister of Provincial and Local Government published the MPPMR, which require a
municipality to ensure that its PMS complies with the requirements of the MSA, demonstrate the
operation and management of the PMS, clarify roles and responsibilities, as well as ensure
alignment with employee performance management and the IDP processes.
Municipal Finance Management Act, 56 of 2003 (MFMA):
The MFMA requires the Mayor to ensure that the performance agreements of Section 57
employees comply with the requirements of the MSA to promote sound financial management
and linked to measurable performance objectives approved with the Budget and included in the
SDBIP, which sets out the strategic municipal scorecard.
Local Government: Municipal Performance Regulations for Municipal Managers and
Managers Directly Accountable to Municipal Managers, 2006:
In August 2006, the Department of Provincial and Local Government (dplg) promulgated
regulations for Section 57 Managers, setting out how the performance of Municipal Managers and
their direct reports is to be planned, reviewed, improved and rewarded. The regulations provide
for the conclusion of performance agreements and personal development plans.
PERFORMANCE MANAGEMENT FRAMEWORK
The City’s PMS is the primary mechanism to monitor, review and improve the implementation of
the IDP, and to gauge the progress made in achieving the objectives set out in the IDP. It is an
integrated approach that links citywide to individual level performance management. The City’s
IDP informs the development of key areas of performance and targeting across the performance
levels. The key performance areas and indicators of performance contained in the organisational
scorecard are cascaded into Departmental and Municipal Entity scorecards, and further into
individual scorecards. This ensures the appropriate alignment between organisational and
individual performance. Performance management, therefore, forms part of a strategic
management approach to ensure integration with the city strategy, planning and budgeting. The
74
approach enables the City to improve planning and budgeting, effectively monitor and measure
performance, and transparently and convincingly report on achievements. As such, the City’s
organisational PMS facilitates increased accountability, learning, improvement and decision
making through the provision of early warning signals.
IMPLEMENTATION OF THE PERFORMANCE MANAGEMENT SYSTEM
The PMS in the City is implemented in a manner that reflects the relationship of organisational to
individual performance. At the level of the organisation, this entails the translation of the IDP and
Sector Plans, as derived from the Growth and Development Strategy, into the Service Delivery
and Budget Implementation Plan (SDBIP) or City scorecard. The City Manager is the custodian of
the City scorecard and agrees with the Executive Mayor, as representative of the Employer, on
the delivery aspects of the scorecard. The Performance Audit Committee (PAC) reviews the
performance of the City Manager in implementing the organisational or City scorecard.
Organisational performance is monitored through assessment of progress on the implementation
of the City scorecard and reported on a quarterly basis through SDBIP reports. The quarterly
SDBIP reports are consolidated to inform the City’s annual performance report and ultimately the
Annual Report for submission to the Auditor-General, the MEC for Local Government and other
relevant stakeholders as legislated by the MSA.
The Departmental Business Plans create linkages between organisational and individual
performance. The Business Plans are derived from the Sector Plans and inform the development
of the individual Executive Director’s (Section 57 Employees’) scorecards, which are an
endorsement of the City Manager’s scorecard. All the Section 57 Employees sign performance
agreements for the financial year as required by the MSA. The signing of performance
agreements and the development of scorecards is an element of performance planning, which is
part of the City’s PMS cycle that covers performance planning, coaching, reviewing and
rewarding stages.
The individual scorecards include strategic performance objectives, key performance areas and
indicators and targets for which the Section 57 Employees are responsible. The Executive
Directors agree with the City Manager on the delivery contents of their scorecards. During
implementation the City Manager frequently conducts coaching sessions with the individual
Executive Directors to identify areas of performance weaknesses requiring development and
support. Personal development plans in support of the incumbent are developed and agreed
upon for implementation.
Progress on the implementation of the individual scorecards is assessed and monitored on a
quarterly basis using a 5-point rating scale, ranging performance from unacceptable to
outstanding. This forms part of the performance reviewing stage in the PMS cycle. The City
Manager conducts one-on-one performance assessment sessions with the Executive Directors.
The PAC further moderates the assessment results of the Executive Directors and recommends
the final ratings to the Mayoral Committee. Individual performance is monitored and reported on a
quarterly basis through the Action Driven Balanced Scorecard Reports, which inform
Departmental Quarterly Reports based on implementation of the Business Plans.
The rewarding stage of the PMS cycle involves the payment of performance bonuses in
recognition of outstanding performance, or the correction of unacceptable performance through
intensified personal development plans. The payment of performance bonuses for Section 57
Employees occurs after the tabling of the Annual Report to ensure consistency between
individual performance and reported organisational achievements.
Challenges with Implementation of the Performance Management System
The changing nature of the performance management environment requires continuous revision
of the PMS to ensure relevance and effectiveness. In response, the City has to introduce new
aspects into the system to ensure consistency with the changes, including legislative compliance
75
requirements. In implementing the PMS, the City is simultaneously dealing with certain
challenges.
Core Competency Requirements
The 2006 Municipal Performance Regulations for Section 57 Managers prescribe the criteria for
assessing employee performance based on two components, namely the Key Performance
Areas (KPA) and Core Competency Requirements (CCR). The KPA account for 80% of the final
assessment, while the CCR make up 20%. The City is in a process of ensuring that the CCR are
incorporated into the Section 57 Employees scorecards for 2009/10 and exploring mechanisms
0
and criteria for their assessment, such as the 360 feedback, customer satisfaction survey etc.
Evaluation Panel
The 2006 Municipal Performance Regulations for Section 57 Employees further prescribe the
establishment of an Evaluation Panel to evaluate the performance of all the Section 57
Employees, including the City Manager. In the City this entails approving the final performance
ratings based on the Performance Audit Committee’s recommendations. The City is currently
developing terms of reference for the establishment of the Evaluation Panel as prescribed.
Performance Management for Municipal Entities
The institutional arrangements within the City of Joburg consist of the core municipal
administration made up of the various departments, as well as the Municipal owned Entities
acting as the City’s service delivery agents, in the form of Section 21 companies. The Municipal
Entities are headed by Chief Executive Officers or Managing Directors, who report to their
respective Boards of Directors and ultimately accountable to the Executive Mayor as the
shareholder. The City is in the process of ensuring that the performance management systems
and practices within Municipal Entities are aligned with those of the Core Departments.
PERFORMANCE MANAGEMENT SYSTEM: ROLES AND RESPONSIBILITIES
Regulation 7(2)(c) of the MPPMR requires municipalities to clarify the roles and responsibilities of
each role player, including the local community, in the functioning of the Performance
Management System. In the City these roles are defined as follows:
Johannesburg Risk Audit Services (Internal Audit):
Play an internal performance auditing role, which includes monitoring the functioning of the PMS
and compliance to legislative requirements. The internal audit role also involves assistance in
validating the evidence provided by Executive Directors in support of their performance
achievements.
Performance Audit Committee:
Monitor the system’s quality and integrity by moderating the one-on-one performance
assessment results for Section 57 employees, including the Heads of Municipal Entities, to
ensure equity and consistency in the application of evaluation norms and standards. The
Committee further provides impartial recommendations on performance ratings to the Mayoral
Committee, following the completion of objective appraisals.
Evaluation Panel:
Evaluate Section 57 Employees’ (including the City Manager’s) performance through approval of
their final performance ratings based on the Performance Audit Committee’s recommendations.
The 2006 Municipal Performance Regulations prescribe the composition of the Evaluation Panel.
Executive Mayor and Members of the Mayoral Committee:
Manage the development of the municipal PMS and oversees the performance of the City
Manager and Heads of Department.
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Council and Section 79 Committees:
Play an oversight role and consider reports from the Mayoral Committee on its functions on
different portfolios, and how this impacts on the overall objectives and performance of the
municipality.
Community:
Play a role in the PMS through the annual IDP consultation processes, which are managed by the
Office of the Speaker, working in close conjunction with the Central Strategy Unit.
RESPONSE TO THE 2007/08 FINDINGS OF THE AUDITOR GENERAL
The following table shows the findings of the Auditor–General on the City’s PMS for the 2007/08
financial year. The table also details the City’s comments and action plan in response to the
findings.
AG’S COMMENTS
CoJ COMMENTS
ACTIONS TO BE TAKEN
Issue No 1: Inconsistent reporting of information
Municipal circular No. 11 issued on 14
The issue was first identified in the
The 2008/09 IDP/SDBIP approved in
January 2005, page 2 paragraph 1
2006/07-performance audit. Since the
May /June 2008 are fully compliant
“requires that the annual reports must
2007/08 IDP and SDBIP were already
and the amendments will be reflected
be aligned with the planning
approved at the time of the audit, it
in the 2008/09 Annual Report
documents and the municipal budget
was impossible to retrospectively
for the year reported on to facilitate
amend the IDP and the SDBIP to as to
easy understanding and to enable the
ensure compliance for the 2007/08
linkage between the plans and the
Annual Report.
actual performance”. Contrary to this
However the 2008/09 IDP/SDBIP
requirement, even though the Annual
approved in May /June 2008 are fully
Performance Report and the
compliant and the amendments will be
Integrated Development Plan
reflected in the 2008/09 Annual Report
(IDP) were aligned, the municipality’s
performance planning documents
(Budget and Service Delivery and
Budget Implementation Plan
(SDBIP)) did not include the
predetermined performance objectives
as stated in the Integrated
Development Plan (IDP)
Issue No 2: Performance Agreements not signed timeously
Inspection of the performance
Agree to the audit finding and will
The 2008/09 performance agreement
agreements for the 2007/08 financial
ensure that performance agreements
and scorecards for all section 57
year indicated that some performance
and scorecards for all senior
employees were signed timeously (31
agreements were not signed within
managers and staff are signed
July 2008)
one month after the beginning of the
timeously
financial year i.e. before the 31 July
2007 as prescribed by the MSA and
the Regulations
Issue No 3: Variances between planned and actual performance results
There were various instances where
The annual report will be updated
Update annual report to include
there were significant variances
accordingly to include explanations on
explanations on major variances
between planned and actual
major variances
performance results
Issue No 4: Internal audit function
Regulation 14 (1) (c) of the Local
Agree with the audit finding. A detailed A detailed process plan is to be
Government: Municipal Planning and
process plan is to be developed to
developed to guide performance
Performance Management
guide performance auditing within the
auditing within the City on a
Regulations, 2001 requires that the
City on a continuous basis and
continuous basis and capacitating of
municipality’s internal auditors must:
capacitating of internal audit will be
internal audit to will be prioritised
prioritised
Continually audit the performance
measurement of the municipality;
Submit quarterly reports on their
audits to the municipal manager and
performance audit committee;
Even though internal audit conducted
77
AG’S COMMENTS
performance audit after financial yearend, the audit was not conducted
continuously during the year
Issue 5.1
CoJ COMMENTS
ACTIONS TO BE TAKEN
Issue No 5: Actuals don't agree with source documents
Issue 5. 1
The evidence provided to support the
performance information reported in
the annual report was materially
inconsistent with the ADBS Report
and Evidence Checklist from Housing
Agree with the audit finding. However
the source document used by the City
to review and monitor performance is
the ADBS report, not the checklist.
Upon the inspection of evidence the
AG audited the checklist instead of the
ADBS report
Issue 5.2
Issue 5. 2
Through inspection of the CBP/PHP
Database 2007/08 Ivory Park, it was
identified that the database may not
be accurate because some of the
beneficiaries were accounted for more
than once, thereby rendering the
accuracy of the actual performance
questionable
Agree with the audit finding. The
duplication is attributable to human
error and has since been corrected
The Annual Report will be amended
to reflect the actual performance for
2007/08 financial year as audited by
JRAS prior to tabling to Mayoral
Committee and Council in January
2009
CONCLUSION
The City will continuously review its PMS to keep up with the evolving nature of performance
management. The will involve making necessary amendments to current policy to ensure full
legislative compliance and alignment of PMS across the City.
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CHAPTER 8: SECTOR PLANS
INTRODUCTION
The basis for the annual review of the IDP is not only legislated, but it is also critical for the City to
continually update its plans. This review primarily focused on the five year IDP Sector Plans and
development of Delivery Agendas outlining key outputs and targets for the next financial year.
This review process also aligns and informs departmental and ME business planning and
budgeting on an annual basis; and is used to align inter-departmental planning, and City plans to
those of Provincial and National sector departments.
Departments and Municipal Entities (MEs) reflect on the immediate priorities brought on by
communities needs, business and growth demands, implementation capacity, and available
resources and, where necessary have revised some of the five year objectives and IDP
programmes in line with the principles of the GDS.
STRUCTURE OF SECTOR PLAN
The 2009/10 sector plan describes briefly the sector, by indicating the responsible department
and Municipal Entity or Entities. The sector plan also highlights key challenges and opportunities
its facing, the Legislative Framework it operates within, and it reports against the IDP five-year
sector indicators and its contribution towards the 2010 FIFA World Cup.
The 2009/10 IDP consists of 13 sector plans, namely:
 Community Development;
 Corporate & Shared Services;
 Economic Development;
 Environment;
 Financial Sustainability;
 Governance;
 Health;
 Housing;
 Infrastructure & Services;
 Legislature;
 Public Safety;
 Spatial Form & Urban Management; and
 Transportation.
This chapter also makes reference to the Auditor-General’s findings (2006/07) in terms of the
sector indicators with specific five-year targets. Each sector is reflecting progress to date as well
as targets set for 2009/10.
79
IDP 5-YEAR SECTOR INDICATORS
Community Development
The Community Development sector indicators are informed by the five year IDP strategic
objectives of addressing social exclusion and building a safe and healthy society with special
emphasis on vulnerable groups, i.e. women, children, youth and people with disabilities.
INDICATOR
Percentage of projected
eligible population registered
for Expanded Social Package
5-YEAR
TARGET
(2006/11)
80%
% integration of COJ Social
Package Services with
relevant departments, Home
Affairs, UIF, Social
Development & SASSA
% of child headed households
registered in COJ database
receiving social assistance
according to Bana Pele
principles)
90%
Number of participants placed
in formal employment or
independent
contractor/entrepreneurs
17 000
Number of shelters developed
for children living and working
on the street
Percentage of children living /
working on the street removed
in the Inner City
Percentage of children
living/working on the street
rehabilitated
Number of caregivers trained
Number of orphans receiving
support
2 in Regions
F&G
90%
90%
PROGRESS AGAINST THE
5-YEAR TARGET
(ACCUMULATED)
No history on New Expanded
Social Package but 119 000
Indigent on current register.
Registration to commence in
July on New Package
No history prior to 2008.
Programme at 85 % since
inception
226 registered child headed
households with 409 children
100% of children receiving
social assistance. 159 of these
have individual learning and
career development plans
5172
2 in Region F However, MOUs
with NGOs who provide shelter
and are funded by the City
(Inner City) On going
2009/10 DELIVERY
AGENDA
50%
60%
60%


6000
70 small poverty alleviation
projects through skills centres
 Implementation of social
mobility summit
recommendations at regional
level
 Computer training to be
expanded to the other three
additional clubhouses in the
city
 Entrepreneurial Programmes
run at skills centres
 Youth incubator programme
On going
50%
90%
No history (these did not exist
before)
60%
7000
35 000
920
18388
3040


Percentage development of
information on how to access
funding from CoJ in four
languages
Number of youth involved in
African Literary Dev. Prog
Establishment of African
Literature Bookshop
80
100%
100% (Braille, Sotho, English
and Zulu)
22 000
2251
1 Region E
1 (Orange Grove) E
10000 orphans assessed and
connected with provincial and
national interventions
409 Individual Development
Plans for Child Headed
Households
5000 (special programme 2010)
INDICATOR
Free Internet and E-mail at
50% of public Libraries
Percentage of computer based
literacy/numeracy centres at
half of City’s public libraries
Percentage management and
maintenance of sport facilities
as per norms and standards
policy
2
Percentage Professional
competitive sport development
(swimming, tennis, golf, rugby,
equestrian, basket ball &
indigenous games)
Roaming recreation vehicles
rolled out
Percentage development and
implementation of heritage
strategy for historically
disadvantaged areas
Number of talented youth
identified/developed through
creative industries from
historically disadvantaged
communities
Number of monuments
commissioned for cultural
icons
Number of informal sports
fields grassed out of 35 scoped
Recreation Streets in
historically disadvantaged
areas
Revamping & completion of
stadia (Rand, Dobsonville &
Orlando)
Development of Soweto
Theatre
Number of youth introduced to
youth theatre via sponsored
tickets
Productions staged to attract
new audiences
2
5-YEAR
TARGET
(2006/11)
42
PROGRESS AGAINST THE
5-YEAR TARGET
(ACCUMULATED)
0
21
100%
100%
On going
100%
20% (on going)
50%
85%
85 %
On going
Regions G,
E& A
100%
Region G weekly to day care
centres
100% Soweto and Alexandra
(Credo Mutwa, June 16 Trail,
Kliptown, Vilakazi Precinct)
1
1000
300
3 monuments
of cultural
icons
2 -D&F
Proposed bust of Walter Sisulu
at Metro Centre
350
(establish Creative Industries unit;
implement Carnival training camp;
youth training through music, craft
& art bank)
1
35 grassed &
fenced. 16
with ablution
facilities
Regions B &
C
12 grassed.
1 fenced with ablution facilities
6 currently under construction
7
5 in 2007/08 in Jabavu,
Bellavista, Bertrams,
Senoaone, Tshepisong (G,F,
D, A, & B)
90%
80% precinct development)
C&E
5%(tender awarded; plans
drafted)
70% by June 2010
1954 (Roodepoort Theatre)
(Via sponsored tickets)
2575
8 Roodepoort Theatre & JTC
26
100%
100%
completion
and legal
process of
ME
establishment
7100
60
Redefined to sport transformation programmes.
81
2009/10 DELIVERY
AGENDA
100% (to include Orange Farm,
Diepsloot, Ivory Park)
10 %
Economic Development
The Economic Development Sector Indicators are informed by the IDP objective of ensuring
participatory democracy, accountability and responsiveness to needs of communities.
INDICATOR
5-YEAR
TARGET
(2006/11)
2009/10 DELIVERY AGENDA
120 000
PROGRESS
AGAINST THE
5-YEAR TARGET
(ACCUMULATED)
123 059
Number of jobs created
through the EPWP
programme
3
Percentage implementation
of the Jozi Equity Fund to
support SMME development
and job creation.4
Percentage increase in the
City’ spent to specific targeted
firms owned by specific
categories of HDI (BEE,
Women, disabled, youth, etc)
Rand Value of projects
attracted into the City through
accelerated and expansion of
the Urban Development Zone
(UDZ) Tax Incentive
% Implementation of the
Joburg Broadband
Network/Project
50%
25%
65%
70%
65%
70%
R15 billion
R3.3 billion
R3.5 billion
100%
80%
50%
120 000
Environmental Management
The Environmental indicators are informed by the five year IDP strategic objectives of ensuring
sustainable development and environmental justice, and providing recreational facilities
(developing parks) especially in previously disadvantaged areas of the South.
INDICATOR
5-YEAR
TARGET (2006/11)
PROGRES AGAINST 5YEAR TARGET
(ACCUMULATED)
2009/10 DELIVERY
AGENDA
Number of trees planted on
sidewalks, in parks and private
properties
Percentage reduction in waste
disposal to landfill and sorting at
source in the City
200 000 trees planted




62 000
173 tons of waste
recyclables and 600
crates bottles
collected

10 tons of waste from
major events to be
diverted from landfill

Public education and
information on best
practices on waste
handling and impacts
Basa njengo
Magogo project
rolled out in:

4 000 additional
households in Soweto
and Alexandra

Voluntary rating and
incentive schemes

Additional 50 km of
water courses
rehabilitated

Implementation of
hotspots improvement
Percentage reduction in air
pollution levels
15% reduction of waste
to landfill (based on the
2006 baseline)
5 % reduction based
on 2005 baselines

90 738 to date
62 000 in 2008/9


Percentage improvement in
integrity of water courses and in
river health
10km of water courses
rehabilitated
10% improvement in
river health
3

Alexandra 10
000 households
Soweto 30 000
households
1 125 ha of water
courses cleaned up
and rehabilitated
Implementation means approval of the project and the operationalisation (governance, staffing
and systems) of the Fund.
82
INDICATOR
5-YEAR
TARGET (2006/11)
PROGRES AGAINST 5YEAR TARGET
(ACCUMULATED)
2009/10 DELIVERY
AGENDA
Number of water bodies
rehabilitated for ecological and
recreational purposes
5 water bodies

4 Water bodies were
identified and jointly
addressed with CoJ
(Florence Bloom BS,
Westdene Dam, Zoo
Lake and Bruma
Lake)

4 water bodies have
been identified and
prioritised for
rehabilitation (JBG
Upper Dam, Florida
Lake, Alberts Farm and
Blue Dam)
Number of wetlands
rehabilitated for aquatic habitats
and watercourse
5 wetlands

4 wetland systems
were rehabilitated
(by end 2007/8)

Rehabilitation of Lenasia
wetland and Orlando
Dam
Percentage increase the total
land area proclaimed as
conserved area
5% of the city’s total
area by 2011

67 Recreational
parks, and 41 Nature
areas submitted for
zoning

Identify more land for
conservation and
facilitate for protection
mechanisms

1 519 ha cleared of
alien vegetation
through Working for
Water and JCP

Submission of
conservation areas for
declaration and
proclamation as per
biodiversity assessment
study in line with the
relevant laws

Installation of additional
solar water heaters at
Cosmo and ARP

Retrofitting of remaining
council owned buildings
plan – five areas
Percentage reduction in
greenhouse gas emissions
through flagship projects
2% reduction
Two flagship projects:
5 flagship projects

Retrofitting of cityowned buildings
underway – 5/17
completed

Percentage compliance of City’s
(capital) projects to the EIA
Regulations
Percentage compliance of
strategic projects to EIA specific
conditions
100% compliance
100% compliance
222 solar water
heaters installed at
Cosmo City and
ARP
95 % for City’s CAPEX
projects



100% ARP
90%CosmoCity
Target achieved, maintain or
improve compliance of Capex
projects
Target achieved, maintain or
improve compliance of
strategic projects
95 % Gautrain
Financial Sustainability
The Financial Sustainability sector indicators are informed by the IDP objective of ensuring
sustainability, accountability, and responsiveness to the needs of the City and supported
communities.
INDICATOR
Achievement and
maintenance of clean
audit with matters of
emphasis
Collection of the
recoverable portion of the
Debtors Book
Percentage of affirmative
procurement (BEE) of total
procurement value
Ratio of group cost
coverage (how many days
operational cash covers
83
5-YEAR
TARGET
(2006/11)
Unqualified audit report
PROGRESS AGAINST
THE 5- YEAR TARGET
(ACCUMULATED)
Unqualified audit report for
2006/07 financial year
R1.8 billion
Average of
R3 billion
75%
2006/07 – 65%
2007/08 – 70%
Ranges between
30 – 35 days
47.85 Days
2009/10 DELIVERY AGENDA
Unqualified audit report
Reduction of the recoverable
portion of the debtors book by
R1.5 billion
Transferred to Department of
Economic Development
Target achieved. Endeavour to
keep the target at the target
range or higher
INDICATOR
5-YEAR
TARGET
(2006/11)
PROGRESS AGAINST
THE 5- YEAR TARGET
(ACCUMULATED)
2009/10 DELIVERY AGENDA
13:1
22.99 Times
Target achieved. Endeavour to
keep the target at 13:1 or higher
100%
100% Implementation by 1
July 2008
Increase Revenue
Collection
determined target (a
consistent
R6.4 billion per annum)
R 13.3 billion
Target achieved. Continuation
of monitoring the
implementation as well as the
annual review of the Rates
Policy
Increase revenue collection to
minimum
R7 billion
Percentage of collection
ratios
95%
91.5%
Percentage of active
customers receiving
accurate bills for rates and
refuse
Long term domestic credit
rating improvement to at
least AA rating
99%
84.12% customers
receiving bills
AA
Fitch: credit rating is
maintained at A+
Moody’s: credit rating was
upgraded by two notches
to Aa2.za
Maintain at A+
100% (save for accounts
with meter related
matters)
72.7 clearances issued
within 30 days
95% Clearance certificates and
refunds issued within 30 days of
application (excluding
properties with meter related
issues)
90% of calls answered
within 40 seconds
Raise capital funding for
R6 billion
An average of 90 seconds
An average of 60 seconds
R3.8 billion
Within the approved R6 from
the DMTN the City has
borrowed an accumulated
amount of R3.8 billion from the
beginning of the term with R1
billion planned for 2008/09. The
remainder of R1.2 billion will be
left for the 2009/10 financial
year
operational costs)
Ratio of group debt
coverage (the higher the
ratio the better)
Percentage of
implementation of the new
rates policy and valuation
roll
Percentage of clearance
certificates and refunds
issued within 30 days of
application (Improvement
with regard to turnaround
times in respect of
clearances)
Call answer at Joburg
Connect
Pursue City’s public
borrowing programme
(DMTN) to raise at least
R6 billion to 2010
Strengthen collection ratio at
91.5% despite the global
financial pressures
95% of Rates and Refuse
Account holders receiving
accurate bills by June 2010
Health
The Health sector indicators are informed by the five year IDP objectives of providing universal
access to health care facilities, as well as implementing the HIV and AIDs awareness and
support.
INDICATOR
5-YEAR
TARGET
(2006/11)
Number of diesel vehicle tested per
annum for emissions
% Compliance to water sampling
protocol / programmes for the city Water quality management
% of Council owned vacant properties
where illegal dumping regularly takes
place issued/served with statutory
notices
% Of Non Council owned vacant
84
N/A
PROGRESS
AGAINST THE 5YEAR TARGET
(ACCUMULATED)
14 530
2009/10 DELIVERY
AGENDA
7 081
95%
96%
95%
100%
100%
100%
100%
100%
100%
INDICATOR
5-YEAR
TARGET
(2006/11)
PROGRESS
AGAINST THE 5YEAR TARGET
(ACCUMULATED)
2009/10 DELIVERY
AGENDA
269
105
Number of public awareness
N/A
programmes conducted per region on
measures to control vectors
35
14
% of identified hot spots sites
serviced by vector control personnel
Number of blitzes focusing on
nuisance buildings
Number of campaigns per Region on
chemical safety and lead awareness
Number of identified informal food
traders trained citywide
N/A
436
436
N/A
49
7
N/A
45
14
N/A
3 153
1 946
% of cases investigated and 85%
reported within 3 working days
100% of cases
investigated and 85%
reported within three
working days
Every two years
100% of cases
investigated and 80%
reported within three
working days
One survey will be
conducted in 2009/10
400
542 (100%) of cases
investigated and 542 (97%)
reported within three working
days (for 2007/08)
One Knowledge, attitude and
practice survey conducted in
2007/08
800 and 400 will be retrained
2 programmes
3 programmes
100% of all identified
hotels
100% of all identified hotels
properties where illegal dumping
regularly takes place issued/served
with statutory notices
Number of "No dumping” signs
N/A (On going)
erected city-wide on properties where
illegal dumping regularly takes place
Number of HIV & AIDS and STI
prevalence, awareness and impact
surveys conducted in the city
Number of Peer educators trained
Commercial Sex Worker
programmes implemented
% Of identified hotels with CSW
supported as part of the outreach
campaign
Number of fixed facilities providing
rapid on site HIV testing services
Number of fixed clinics that offer
comprehensive ANC providing
PMTCT services
Number of fixed clinics conducting
PCR testing in children
% of fixed clinics implementing INH
preventive therapy
Number of new anti-retroviral (ART)
site established in CoJ
Number of clinics with extended
service hours
Number of satellite clinics
operationalised to fixed clinics
100% of all identified
hotels
100% (84) fixed facilities 100% (84) fixed facilities
87 fixed facilities
All fixed clinics providing 58(66.7%)
ANC
87(100%)
100%(84) fixed facilities 100%(84) fixed facilities
100%(87) fixed facilities
100%
100%
100%
Identify sites in
3 established operational
partnership with
sites
Gauteng health
department and NGOs
Implement the extension 5 clinics
of service hours plan
Implement plan to
convert satellite to fixed
clinics
Number of EMS training session per Conduct EMS training
quarter
for all PHC clinical staff
Number of staff satisfaction surveys Conduct annual
conducted to develop interventions to satisfaction surveys
improve staff morale
% Regions with functional cost
100%
centres
% Service delivery points with
100%
monthly Laboratory control systems
% Service delivery points with
100%
monthly pharmaceutical stock control
85
400 peer educators will
be retrained
1 new programme
2 new sites will be
established
2 clinics to be added
13 clinics have been
converted from satellite
clinics
90 nurses trained in EMS
1 mobile service points
converted to fixed clinics
Done annually x 2 years
Survey to be done
80%
100%
85%
100%
100%
100%
60 nurses to be trained
INDICATOR
systems
% Drug stock-out in customised EDL
per region
% Shrinkage on pharmaceuticals at
the central pharmacy and clinics
Number of internal audit reports on
the pharmaceutical services
% Of ward health sector
representatives trained
Number of training sessions for
community structures including
traditional healers per annum
Time taken to respond to service
requests & complaints and %
resolution rate of complaints (as per
criterion)
% of clinicians trained in early
identification of people with mental
illnesses
% Cure rate of New Smear Positive
TB patients
% Of sputum results received within
48 hours
Number of TB awareness
programmes conducted in each
region
Number of substance abuse
awareness and education
programmes conducted at high
schools
Number of males screened for
prostrate gland & testicular cancer
5-YEAR
TARGET
(2006/11)
PROGRESS
AGAINST THE 5YEAR TARGET
(ACCUMULATED)
2009/10 DELIVERY
AGENDA
<5% drug stock out
0.3% drug stock out
<5% drug stock out
Not more than 5%
shrinkage on
pharmaceuticals at the
central pharmacy and
the clinics
Bi-annual
0.68% shrinkage
Not more than 5%
shrinkage on
pharmaceuticals at the
central pharmacy and the
clinics
Bi-annual 2 per year
100%
2
Bi-annual reports X 2 per
year
70% of ward health sector
representatives trained
2 per annum
Monthly monitoring of
Above 95%
implementation of
complaints management
system: response time
and resolution rate
(targets) as per criterion
90% (cumulative)
65.2%(199) clinicians have
been trained to date in early
identification of people with
mental illnesses for the
2006/07 & 2007/08 years
86
Above 95%
20% additional clinicians
trained in early
identification of people
with mental illnesses
including Alzheimer’s
Disease, bipolar &
postnatal depression
76% (annual target)
73.7% (Annualised April
75% Cure rate of New
2006 – March 2007)
Smear Positive TB
patients
90% (annual target)
91% (Annualised April 2007 90% of sputum results
– March 2008)
received within 48 hours
TB awareness
TB awareness programmes 1 TB awareness
programmes conducted conducted in each region for programme conducted in
in each region annually the 2006/07 & 2007/08 years. each region
The next major campaign will
be held in March 2009 as
part of World TB Day (24th
March 2008)
98 High Schools & 63
Substance abuse awareness Substance abuse
Primary Schools
and education programmes
awareness and education
(cumulative)
conducted at 55 high schools programmes conducted
at 3 high & 3 primary
for the 2006/07 & 2007/08
years. Primary schools have schools per region
only been included from the
2008/09 year
4,690 males screened
A total of 2,010 males were
150 males screened for
for prostrate gland &
screened for the 2006/07 &
prostrate gland and
testicular cancer
2007/08 financial period
testicular cancer per
region
Cervical & breast cancer
awareness programmes
conducted in each region for
the 2006/07 & 2007/08 years
Number of awareness programmes
Awareness programmes on
on chronic conditions of lifestyles
chronic conditions of
conducted
lifestyles conducted in each
region for the 2006/07 &
2007/08 years
Number of awareness programme on Mental health
Awareness programmes on
mental health conducted
awareness programmes Mental health conducted in
conducted in each
each region for the 2006/07 &
Number of cervical & breast cancer
awareness programmes conducted
85% of ward health
sector representatives
trained
2
Cervical & breast cancer
awareness programmes
conducted in each
region annually
Awareness programmes
on chronic conditions of
lifestyles conducted in
each region annually
1 awareness programme
on cervical cancer and
breast self examination in
each region
Awareness programmes
on chronic conditions of
lifestyles conducted in
each region
1 awareness programme
on mental health
conducted per region
INDICATOR
Number of EPI awareness
programme conducted
% (full) immunization coverage of
children under 1 year
5-YEAR
TARGET
(2006/11)
PROGRESS
AGAINST THE 5YEAR TARGET
(ACCUMULATED)
region annually
2007/08 years
EPI awareness
EPI awareness programmes
programmes conducted conducted in each region for
in each region annually the 2006/07 & 2007/08 years
90% (Annual target)
88.5% (July 2007 – June
2008)
% of severely malnourished children
under 5 years monitored/followed up
100% of severely
malnourished children
under 5 years
monitored/followed up
% fixed facilities providing
comprehensive ANC in the city
100%
% of ANC patients pre test
counselled for HIV
90%
% increase in cervical cancer
5% increase in cervical
screening coverage from the baseline cancer screening
coverage annually
Number of awareness programme on Cervical cancer and
cervical cancer and breast self
breast self examination
examination in each region
awareness programmes
conducted in each
region annually
Number of awareness and education Awareness programmes
on reproductive and
programme on reproductive and
maternal health
maternal health in each region
conducted in each
including postnatal depression
region annually
411 (100%) of severely
malnourished children under
5 years were identified and
were monitored / followed up
for the 2006/07 & 2007/08
years
66.7% (58 of 87 fixed
facilities providing
comprehensive antenatal
care)
78.5% of women attending
antenatal care at LG facilities
were pre-test counselled in
2007/08
The coverage for 2006/07
was 6.8% (30,422 Pap
Smears) and 6.1% (28,280
Pap Smears) for 2007/08
Awareness programmes on
cervical cancer and breast
self examination conducted
for the 2006/07 & 2007/08
years
Awareness programmes on
reproductive and maternal
health conducted for the
2006/07 & 2007/08 years
2009/10 DELIVERY
AGENDA
1 EPI awareness
programme conducted
per region
90% (full) immunisation
coverage of children
under 1 year
100% of severely
malnourished children
monitored / followed up
100% of fixed facilities
providing comprehensive
ANC in the city
90% of ANC patients
offered HIV counselling
5% increase in cervical
cancer screening
coverage from the
baseline
(The target group is 83%
women over 30 years for
the Public Sector
services)
1 awareness programme
on cervical cancer and
breast self examination in
each region
Number of awareness programmes
on teenage pregnancy conducted in
high schools
91 High Schools & 63
Primary Schools
(cumulative)
Number of educational campaign
conducted focusing on CoJ by-laws &
legislation
Number of butcheries inspected for
compliance with legislation
Number of Functioning Outbreak
Response teams
N/A
1 awareness and
education programme on
reproductive and
maternal health in each
region, including
postnatal depression
Awareness programmes
Awareness programmes
teenage pregnancy
on teenage pregnancy
conducted at 43 high schools conducted in 3 high & 3
for the 2006/07 & 2007/08
primary schools per
years. Primary schools have region
only been included from the
2008/09 year
101
7 (1 per region)
100% of database
787 (100% of database)
(100% of database) 787
7 functional Outbreak
Response teams in
each region
7 functional Outbreak
Response teams in each
region
7 functional Outbreak
Response teams in each
region
87
Housing
The Housing sector indicators are informed by the five year IDP target of delivering 100 000 nits ,
as well as affordable housing opportunities through leveraging private sector investment in line
with the Breaking New Ground principles.
INDICATOR
Number of mixed income housing
units
Number of housing units through
the Community Builder
Programme and Peoples Housing
Process
Number of rental housing units
Number of hostel upgrading
programmes
5-YEAR
TARGET
(2006/11)
50 000 units
PROGRESS AGAINST
THE 5- YEAR TARGET
(ACCUMULATED)
22 872 units
2009/10 DELIVERY
AGENDA
15 000 units
30 000 units
13 572 units
10 000 units
15 000 units
5 000 units
8 916 units
1 103 units
3 000 units
1 600 units
Infrastructure and Services
The Infrastructure and Services sector indicators is informed b the strategic objective of providing
universal access to essential services in line with the national and provincial targets, as well as
the Millennium Development Goals.
INDICATOR
5-YEAR TARGET
(2006/11)
% coverage of basic level5 of
service to all households
Water 100%
Sanitation 100%
% of service connection7 of
electricity to all formalised
households
% provision of street lighting to all
formal and proclaimed informal
settlements
% reduction in electricity usage
% reduction of electricity outages
(bulk, medium and low voltage)
% reduction of electricity losses
% improvement of cleanliness
8
levels in the Inner City
% reduction of unaccounted for
water
5
95 % by 2011
PROGRESS AGAINST
THE 5- YEAR TARGET
(ACCUMULATED)
Water and sanitation 85%
(The remainder of areas
are provided with nominal
service6)
78%
90% of prioritised areas
95%
62%
65%
10%
Indicator has not been
measured yet, since
programme commenced
recently
10%
30% by 2010
15%
18%
from 3% to 1%
(non-technical losses)
Inner City Charter 100%
2.9%
2%
Cleanliness levels have
9
improved to level 2
Sustain cleanliness levels
at level 2
Unaccounted for water
losses averaged at 33.6 %
Physical losses -9%
Commercial losses 16%
25%
(physical and
commercial losses)
2009/10 DELIVERY
AGENDA
90% of prioritised areas
Level of service 1 (LOS 1) water include water standpipes and water tankers located within a 200meter radius
LOS 1 sanitation include VIP for each household, chemical toilets and any other dry onsite sanitation
6
Nominal services are generally temporary in nature but ensure the provision of the basic services.
7
Service connection completed before or after the construction of housing structure
8
Based on prescribed Service Level Agreements
9
Level 2 represents an area predominantly free of litter except for small accumulations in 1 out of 4 street corners.
88
INDICATOR
5-YEAR TARGET
(2006/11)
% reduction of waste to landfill site
15%
% collection of waste in all areas
(formal and non formal areas)
once a week
100%
PROGRESS AGAINST
THE 5- YEAR TARGET
(ACCUMULATED)
5% waste reduction was
achieved
All areas provided with a
standard waste service
and 61 informal areas
received a daily service to
improve cleanliness levels
2009/10 DELIVERY
AGENDA
7% reduction on green
waste.
At least 10% dry waste
diverted to MRFs and
private landfills
Standard Waste service
to all areas and daily
service to 84 prioritised
informal settlements
100% coverage of formal
areas
Public Safety
The Public Safety sector indicators is informed by the five year strategic objectives of building a
city where life, property and lifestyles are safe and secure so that residents and businesses can
live and operate free from crime, threats to public safety, personal emergencies and disaster.
INDICATOR
5-YEAR TARGET
(2006/11)
PROGRESS AGAINST THE 5YEAR TARGET
(ACCUMULATED)
2009/10 DELIVERY
AGENDA
Number of FF/EMTs
778


278 (To date)
250


16 delivered
Number of Ambulances
60
Number of Metro Police Officers
employed by 2010
4 000
% Development and
implementation of a safety and
security readiness plan for the
2010 FIFA soccer world cup
100%
Reduce incidences of crime across 7-10% reduction
the City
250 to be recruited for
2008/09
25 for 2008/09
Recruited an additional 500
MPOs who commenced training
in July 2008 which will bring the
total number of MPOs close to 3
000 by the end of December
2008
Safety and Security readiness
plan fully developed and a total of
10 joint simulation and 28
practice sessions (service
animals) conducted
19
Recruit and train an
additional 1 000 MPOs
(appointments will be
made based on availability
of funds)
Implement the Safety and
Security plan during the
2009 FIFA Confederations
Cup and 2010 Soccer
World Cup
4% reduction in 2006/07 financial 7-12% reduction
year
0.68% increase in 2007/2008
financial year
3.32% reduction to date
11 minutes
10 minutes
Average time taken to respond to
incidences of crime in areas
covered by CCTV (Inner City)
% City area covered by CCTV
(CCTV footprint)
10 minutes
100% of the Inner City
216 CCTV cameras installed and Link existing CCTV
monitored. Response teams put infrastructure of SANRAL,
in place
JRA and private sector to
CCTV control room
Improved turn-around times for
vehicle licensing transactions
Number of by-law cases
prosecuted
30 minutes
Average time taken to respond to
serious road accidents across the
15 minutes
43 minutes in 2006/2007
19 minutes in 2007/2008
8 555 cases in 2006/2007
18 212 cases in 2007/2008
Target of 20 000 cases in
2008/2009
27 minutes in 2006/2007
20 minutes in 2007/2008
89
40 000
15 minutes
20 000
15 minutes
city
% Reduction in the number of
annual road fatalities
30%
Target of 15 minutes in
2008/2009
12% in 2006/2007
11% in 2007/2008
Target of 20% in 2008/2009
25%
Spatial Form and Urban Management
The Spatial Form & Urban Management sector indicators are informed by the City’s five year IDP
strategic objectives of restructuring and re-engineering of the current distorted urban form; and it
also guides the City’s key programmes and capital investment initiatives to support economic
growth potential.
INDICATOR
Percentage building plans
approved within 24 hrs
5-YEAR
TARGET
(2006/11)
80%
PROGRESS AGAINST THE 5YEAR TARGET
(ACCUMULATED)
100% of complete building plan
applications are approved within
24 hrs
35% are approved within 28
days
No progress. Budget request
submitted in annual budgeting
Percentage implementation of a
block-by-block operational plan in
nine priority areas per region
100%
Percentage implementation of the
new approach to regularise
informal settlements
100%
In-situ formalisation and
provision of basic level of
service complete by June 2009
Percentage new development
and capital investment that is
focused in the short and medium
term priority areas of the City, as
defined by the Growth
Management Strategy (GMS)
50% of all private
investment and 60% of
all public investment in
the City to be targeted at
key growth nodes and
focus areas identified by
the GMS
100%
Assessment and implementation
strategy for one growth
management area complete by
June 2009
Turnaround times
will be maintained
Focus is to shift to
the quality of
decision-making
Implementation of
block-by-block
operational plans in
all regions with
specific focus on
CBDs other than the
Inner City
Initiate land use
regularisation,
where feasible
Re-alignment of the
Capital Investment
Management
System (CIMS) to
include central
tenets of the GMS
Ongoing
assessment of
growth targets and
development trends
Finalisation and full
implementation of a consolidated
town planning scheme
3 yearly updates
Consolidated town planning
scheme finalised with public
comments
Maintenance of the aerial
photography for the City using
new technologies such as
pictometry, which enables 3-D
viewing and measurement
2006/2009/2011
Phase One of CoJ aerial
imagery update complete by
June 2009
Percentage implementation of the
Inner City Regeneration Charter
Plan
100%
Completion of Inner City Spatial
Framework Implementation Plan
100% implementation of 08/09
90
2009/10 DELIVERY
AGENDA
Refinement of
development
conditions relating to
resource
management
Consolidated town
planning scheme to
be in operation (in
accordance with
promulgation of
provincial
regulations)
Completion of
Phase Two (final
phase) of CoJ aerial
imagery update
complete by June
2010
Implementation of
Inner City Spatial
Framework
INDICATOR
91
5-YEAR
TARGET
(2006/11)
PROGRESS AGAINST THE 5YEAR TARGET
(ACCUMULATED)
Inner City Charter Commitments
2009/10 DELIVERY
AGENDA
100%
implementation of
09/10 Inner City
Charter
Commitments
Community Development Sector Plan
INTRODUCTION AND OVERVIEW
Part of the sector’s vision, through the Community Development department, is being upheld and
rigorously sustained in pursuit of the City’s broader goals for addressing household poverty
through safeguarding and supporting the poor; addressing inequalities through championing
rights and opportunities and building prospects for social inclusion. These goals are pursued to
ensure a City where community development, personal growth and social mobility are enhanced,
so that the challenges of poverty and vulnerability, inequality and social exclusion are
fundamentally addressed. The vision, mission and goals are therefore very broad statements,
further broadening an already large mandate in response to strategic and political imperatives
and priorities, as well as societal demands and expectations
Community development within the sector cuts across many city departments and several
Municipal Entities (hereafter ME’s), since it relates to the key focus areas aimed at advancing
human development with women, youth, immigrants and displaced persons; people with disability
(PWD’s) and early child development (ECD) as main programme focus areas; conserving and
showing artistic expression and heritage; creating opportunities for the upliftment/advancement of
communities through sports and recreation, as well as promoting a culture of reading and
learning, all these especially targeted at vulnerable groups in the community.
It is a well-known and documented fact that vulnerability often has negative effects on people’s
general health and well-being, and the concomitants thereof remain a challenge for government
at every level. The City, as local government, is at the coalfront for mounting community
expectations and demands, and the sector, being largely social-goals -oriented in its main focus,
experiences a huge challenge in mitigating all the expressed community needs at once in the
face of tight budget allocations. Prioritisation therefore assists in the execution of new projects
and for maintaining programme continuity via a balanced system of community / stakeholder
participation, and alternative funding mechanisms.
Key focus areas
Within the sector, as part of the department’s responsibility, the following key focus areas
constitute the Community Development Department’s IDP programmes. The programmes are:
 City Social Package;
 Access to Social Grants;
 Vulnerable Households Support;
 Early Childhood Development (ECD);
 Women Development programme;
 Sustainable Human Settlements (Community Development component);
 Skills Development (Community Development component);
 Public Spaces;
 Public Arts, Cultural Life, Heritage and Theatres Support for the Arts Programmes;
 Sports and Development;
 2010 Soccer World Cup Legacy;
 Youth Development;
 Street Children Opportunity;
 Counter Xenophobia and Common Citizenship;
 NGO/CBO Support programme; and
 PWD Access.
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It should be noted that some of the key programmes outlined above are thematically grouped in
the sector plan report, eg, all Arts, Culture and Heritage, social relief, skills development
programmes.
Mandate
The mandate continues to expand, and it derives from national, provincial and local government
legislation and is informed by the following: the Millennium Development Goals (MDG’s); the
Growth and Development Strategy (GDS) and the Integrated Development Plan (IDP) process
that includes a rigorous community participation process; the City’s scorecard; the Mayoral
Priorities as set out in the recent Budget Lekgotlas held in November 2007 and March 2008; as
well as all applicable national and provincial policy and strategic objectives, protocols and
agreements per the constitutional requirements on cooperative governance. This has been
translated into an annual implementation outcome or a detailed departmental business plan.
Sixteen citywide priority interventions were adopted as ‘key’ in the November 2007 minute of the
Budget Lekgotla. The broadest ones within the sector cutting across many city departments and
ME’s are: proactive absorption of the poor; facilitated social mobility and equality; and settlement
restructuring, whose overall coordination is a Community Development departmental
responsibility. Possible departmental first priority interventions, in terms of the preliminary Budget
Lekgotla November 2007 outcomes, in partnership with relevant City departments and MoE’s are:
Implementation of a revised social package; Increased spend on maintaining infrastructure, roads
and public facilities especially in poorer areas; Piloting and implementation of a regulatory
framework to ensure that all buildings meet set environmental/demand management standards.
These are further described in the detailed business plan, which, once approved by Council, will
present the final mandate on the strategic and political priorities in respect of the sector, for
operational execution by the department, based on the Council approved budget choices and
allocations.
CHALLENGES AND OPPORTUNITIES
Most challenges in the sector relate to funding availability, lack/inadequate/poorly resourced
facilities and growing community needs and demands. These are however, being mitigated
against through partnerships with internal City and external (provincial) departments, nongovernmental organizations and the corporate sector, through innovative strategies to fund new
programmes, implement uniform norms and standards for facilities including the development of
new facilities, and enhancing interactions and constructive engagements with community
representatives and groupings using the institutional mechanisms already in place.
Within the City, the most critical dependency matrix with regard to the sector’s mandate for
sustained and proactive and responsive service delivery to communities is with the internal
Departments of Health, (vulnerable households support programme, HIV/Aids), Housing,
(sustainable human settlements programme, inclusionary housing strategies, regularization of
informal housing), Development Planning and Urban Management (sustainable human
settlements programme in terms of the regularization approach to informal settlements,
accelerated upgrading that must have a basket of social amenities in informal areas),
Environment (sustainable human settlements programme – regulatory framework for buildings),
Economic Development (skills development programme and EPWP) as well as JDA (funding
support for sustainable human settlements programme, empowerment zones), JRA (sustainable
human settlements programme), JFPM (food programme), JMPD (by-law enforcement, and
safety and security programmes) ISD (EPWP), and EMS (disaster management). The
department has structured engagements with its counterparts, and continues to enhance the
Human Development Task Team outcomes as an institutional forum for such structured
engagement.
93
Apart from the normal scale of activities and projects linked to programmes, and which need to be
carried out in the Community Development Department, the following are some of the challenges
encountered in the implementation of the 5year sector plan thus far:
Access to social package by qualifying households
Human Development:
 Partnerships and multidisciplinary engagement: There is lack of a mechanism to facilitate the
establishment of partnerships so that delivery is unaffected;
 There is also a lack of commitment from various departments in various strategies;
 Social Mobility Summit: The challenge of hosting the summit is that a long wish list, demands,
new and increased expectations emerged without the benefit of joint commitments; and
 Change management: Skills adaptation a necessary challenge to be addressed, in order to
respond to the new departmental business strategy and ethos.
Increased number of City-run or City-supported programme
ACH:
 Lack of funding in ACH for the Creative Industries portfolio, thus styming the economic
sectors for craft. music, design; and
 ACH HIV / AIDS Festival may be in jeopardy from 2009 due to the fact that 2008 is the last
year that the Royal Netherlands Embassy will fund it.
Literacy and numeracy training programmes
Library and Information Services:
 CoJ needs to comply with the Carnegie Corporation of New York conditional grant conditions;
 CoJ needs to commit capital funding with respect to expanding direct public access to the
internet programme, also to include satellites, to meet Gauteng Provincial Government
(GPG) halfway; and
 Insufficient staff in Libraries for direct service delivery particularly to accommodate new
programmes.
Increased number of developed public spaces (other than formal parks) where citizens can
interact freely and safely
Capital Projects:
 Funding thereof remains a challenge; and
 Recreation Streets in Alec Gorshel complete, Borolo Recreation Street in Jabavu, Bertams
and Bellavista Recreation Streets developed and completed.
Steadily increasing percentage of residents who have either participated in or attended a
City of Johannesburg led arts, culture or heritage initiative
Ach:
 Need to maintain existing heritage sites and establish new monuments;
 The transfer of the Creative Industries Portfolio from EDU without a budget, resulting in
inability of ACH to proactively absorb the poor; especially craft, music, film and design
sectors by resourcing the said sectors;
 This project is un-funded / under-funded; and
 Operating budget for the centre yet to be secured.
Improved accessibility to sports and recreation facilities and programmes, both in terms
of distribution across the city and in terms of average operating hours
Sport and Recreation:
 Budget availability still to be finalized.
Xenophobic attacks on migrants to Johannesburg eliminated and tolerance of migrants
increased.
Human Development:
94

Social Inclusion of the foreign nationals is still a challenge.
The key challenges facing the department for the period 2009 -2011:








Insufficient funds both Capex and Opex to meet the community needs in terms of provision of
new community facilities and adequate maintenance of existing facilities;
Coordination and impact-centric integration of efforts by all spheres of government to
alleviate poverty in the Johannesburg context, both in terms of programmes and funding;
Institutionalizing the Expanded Social Package as a one-stop shop for social services in
Johannesburg;
Working with other spheres of government and the private sector to scale up the Job
Pathways programme as a welfare to work solution that begins to address the scale of need
for effective employment and livelihood strategies amongst Joburg's poor;
To ensure completion of the Soweto Theatre and put in place effective management and
resources;
Reduction of poverty and increasing the pace of meeting the millennium goals by 2014
Ensuring that all the orphans and indigents in the city are in the database and have access to
services; and
Unfunded mandates from other spheres of government.
The key programmes that the department will be implementing for the remainder of the
political term:






Completion of the Mayoral legacy projects (e.g. Greening of soccer fields, Soweto Theatre
Siyasizana/ or the Expanded social package (ESP) a next-generation approach to targeting
benefits and distributing benefits , building a system which channels different levels of
subsidy for city services to those with different levels of need, but also refers the poor to a
range of special needs programmes and tracks the outcome, becoming a one stop shop for
social services;
Pathways system - work-readiness programme attached to expanded social package that
assesses and streams the jobless into different placement and training channels, based on
their particular circumstances (including job pathways);
Rental subsidy scheme (component of the ESP) - a radical approach to the issue of shelter
for those living on the streets and b in deeply informal circumstances, by establishing a
system for subsidizing private sector rentals (for a limited time) for the poorest residents of
the city, specifically those registered on the ESP as homeless;
Cultural life programmes in poor neighborhoods; and
Counter Xenophobia programmes: namely the Africa History Week Programme (focusing on
young people and communities from various communities to build understanding across
cultural boundaries and inculcate tolerance) and the Johannesburg Migration Advisory
Committee (made up of various role players from other sphere of government, NGO’s,
chapter nine organizations to assist develop regulations on migration issues in the city.
The key programmes that the department is prioritizing for the financial year 2009/10:




95
Completion of the 2010 training venues;
The City Expanded Social Package Programme and the Job Pathways System - rolling out
registration, ensuring benefits reach those registered, making referrals more effective and
efficient;
Development of the Soweto Theatre and Gauteng Craft Hub; and
Addressing the challenge of homeless people and children living and working on the street
and Human Trafficking.
REVISION TO THE COJ 2006/11 IDP
The 5 year strategic objectives have been retained and minor additions were made after the last
community interactions.
SECTOR RESPONSE TO COMMUNITY ISSUES
Citywide regional summits and a stakeholder summit were held in February - April 2008
respectively. Ongoing community involvement and workshops are undertaken to share progress
and achievements but also to obtain feedback from community development stakeholders on key
departmental programmes.
SECTOR CONTRIBUTION TO 2010 FIFA WORLD CUP
The following are projects and programmes the Department of Community Development is
currently working on towards 2010:- development of formal grassed soccer fields, recreation
streets/zones, 2010 training venues, the Soweto Indoor Aquatic Centre, the creation of jobs
through the EPWP Programme, Jabulani Theatre and the Johannesburg Civic Theatre’s
production “The Boys In The Photograph.”
Training venues
The Community Development Department is currently working on the implementation of the final
phases of three training venues in preparation for the 2010 FIFA World Cup.
Orlando stadium
The overall progress of this project is on schedule. Contract to develop the external precinct was
awarded in August and work has commenced with earthworks and installation of paving and
related works in the piazza at the eastern elevation, facing Mooki Street. The following work;
installation of seats, tiling and construction of the ticket office, paving and fencing of the external
portion of the stadium is now completed.
The process for the procurement of service providers to supply gym equipment, install streetlights
and access control has also started and the contracts awarded in October.
Lastly, the base layer work on the pitch is being done including the installation of the sub-soil
drainage system to ensure that the pitch is ready for the November 2008 official opening.
Dobsonville Stadium
The development of this stadium is progressing as planned. The installation of kitchen furniture
and the gym equipment has been completed. The installation of seats, construction of the ticket
office and paving of the internal precinct is well underway and on track for the December
scheduled completion.
Contract for the development of the external precinct was awarded in August and the work has
started. This contract includes the development of the drop off zone, public parking, street
furniture, turnstiles, landscaping and general lighting and is scheduled for completion in time for
the 2009 Confederation Cup.
Rand Stadium
This project is on schedule as planned. Currently the installation of furniture is completed, internal
paving 60% and installation of seats is about 80% complete. Contract for the development of the
96
external precinct was awarded in August and the work has started. The scope of this contract
includes paving, parking, street furniture, turnstiles, landscaping, general lighting etc and it will be
completed well on time for the 2009 Confederation Cup.
Greening of soccer fields
The table below shows the fields undergoing development during the current financial year. With
the R8million funding available during this financial year, 10 fields will be developed. The scope of
these projects will only cover earthworks, grassing, irrigation system, steel palisade fencing and
landscaping. Appropriate layout plans for these fields have been completed and consultation with
the relevant local community structures has also been done. Phase 1 of the development process
for these fields is well on track with the fencing of the sites in progress. Given the outcome of the
Budget Legkotla, February 2008, the final indicative budget allocation for Capital works these
projects will not all is fully implemented within the current financial year. The figure is likely to be
reduced from 20 to 10. However, criteria of selection will be developed.
Fields to be developed during 2008/09
Field
No of
Fields
Scope of work
Status
Emdeni 4167
Phiri 638
Mapetla 3388
Tladi 1873
Cnt western Jabavu 5000
Meadowlands 19331
Pimville zone 7 138
Moletsane 1804
Jabulani 2229
Dobsonville 8676
Zola 6345/6348
Emdeni 70
Zola 1851/1853
Zola ext1 6944/6945
CW Jabavu 3147
Diepkloof 13141
Emdeni 6467
2
1
1
1
1
1
1
1
1
2
1
2
1
1
1
1
2
Earthworks, fencing, irrigation grassing & landscaping
Earthworks, irrigation grassing & landscaping
Earthworks, fencing, irrigation grassing & landscaping
Earthworks, fencing, irrigation grassing & landscaping
Earthworks, fencing, irrigation grassing & landscaping
Earthworks, fencing, irrigation grassing & landscaping
Earthworks, fencing, irrigation grassing & landscaping
Earthworks, fencing, irrigation grassing & landscaping
Earthworks, irrigation grassing & landscaping
Earthworks, fencing, irrigation grassing & landscaping
Earthworks, fencing, irrigation grassing & landscaping
Earthworks, fencing, irrigation grassing & landscaping
Earthworks, fencing, irrigation grassing & landscaping
Earthworks, fencing, irrigation grassing & landscaping
Earthworks, fencing, irrigation grassing & landscaping
Earthworks, fencing, irrigation grassing & landscaping
Earthworks, fencing, irrigation grassing & landscaping
2008/09
2008/09
2008/09
2008/09
2008/09
2008/09
2008/09
2008/09
2008/09
2009/10
2009/10
2009/10
2009/10
2009/10
2009/10
2009/10
2009/10
Fields to be developed during 2010/11 financial year (Likely to be affected by the 2008/09 budget
cut).
Field
No of
Fields
Scope of work
Status
Dobsonville 9353
Dobsonville 9851
Meadowlands 15843
Klipspruit 1096
Mapetla ext 1 2185
Dobsonville 36/7636
Dobsonville stadium
Meadowlands 27130
Emdeni 4124
Diepkloof 10243
Meadowlands 18644
Dobsonville 8676
Jabulani 1340
2
1
1
2
1
1
1
1
2
1
2
2
2
Earthworks, fencing, irrigation grassing & landscaping
Earthworks, fencing, irrigation grassing & landscaping
Earthworks, fencing, irrigation grassing & landscaping
Earthworks, fencing, irrigation grassing & landscaping
Earthworks, fencing, irrigation grassing & landscaping
Earthworks, fencing, irrigation grassing & landscaping
Earthworks, fencing, irrigation grassing & landscaping
Earthworks, fencing, irrigation grassing & landscaping
Earthworks, fencing, irrigation grassing & landscaping
Earthworks, fencing, irrigation grassing & landscaping
Earthworks, fencing, irrigation grassing & landscaping
Earthworks, fencing, irrigation grassing & landscaping
Earthworks, fencing, irrigation grassing & landscaping
2010/11
2010/11
2010/11
2010/11
2010/11
2010/11
2010/11
2010/11
2010/11
2010/11
2010/11
2010/11
2010/11
In an effort to accelerate the development of the 30 suitable fields identified within the greater
Soweto area and the 5 fields in the Orange Farm area, funding applications were submitted to
MIG and the NDPG. Also, following a meeting held between the MMC’s for Community
Development and Environment supported by their officials and City Parks, a decision for both
97
departments to work together to ensure the successful rollout of this program by 2010/11 at the
latest was made.
Recreation Streets
With the R1.2 million budget currently available, the department will develop the 4 sites indicated
below. Layout plans for these sites are complete and construction on two of the identified sites
will proceed in November 08. These projects will be completed within the 2008/09 financial year
Recreation streets to be developed during 08/09
(these projects could be held back to be implemented in the outer years due to lack of funding)
Site
Erf
Project description
Cost est.
Expected
completion
Chiawelo
1438
R300 000
March 2009
Naledi Ext 1
5829
R300 000
March 2009
Jan Hofmeyer
202
R300 000
March 2009
Lakeside Ext1
3364
15mx15m - fenced perimeter including: paving,
benches, bins, playground within sandpit,
multipurpose court, landscaping, chess/hopscotch,
shade gazebo with table and seating
15mx15m - fenced perimeter including: paving,
benches, bins, playground within sandpit,
multipurpose court, landscaping, chess/hopscotch,
shade gazebo with table and seating
15mx15m - fenced perimeter including: paving,
benches, bins, playground within sandpit,
multipurpose court, landscaping, chess/hopscotch,
shade gazebo with table and seating
15mx15m - fenced perimeter including: paving,
benches, bins, playground within sandpit,
multipurpose court, landscaping, chess/hopscotch,
shade gazebo with table and seating
R300 000
March 2009
EPWP
In an effort to contribute towards poverty reduction, the department ensures that the majority of
labour is sourced from areas within which projects are being implemented. During the first 3
months of the financial year, the department created 241 jobs and 99 training opportunities for
local communities. The recent award of the external precinct contracts for Rand and Orlando
stadiums will greatly contribute towards the creation of additional jobs because of their labourintensive nature.
EPWP jobs created from July to August 2009
Project Name
Orlando Stadium
Male
2006
F/Male
221
PWD
1
Youth
1235
Total
2227
T.days
12309
Jobs
215.95
Orlando Stadium (external precinct)
24
4
0
0
28
265
4.65
Braamfischerville MPCC
164
40
0
81
204
1013
17.77
Rand Stadium
5
2
0
4
7
164
2.88
2199
267
1
1320
2466
13751
TOTAL
98
241
EPWP training opportunities created from July to August 2009
Project Name
Male
Female
PWD
Youth
Total
T.days
Jobs
First Aid 1 & Home Based Care
Finance Management
8
3
22
11
0
14
26
3
30
14
2064
462
36.21
8.11
Field Management
13
18
0
31
31
2480
43.51
Business Management
3
11
14
0
14
616
10.81
27
62
28
60
89
5622
TOTAL
99
Soweto Indoor Aquatics and Sport Centre
The need for an international standard, indoor swimming and gymnastics centre was identified
within the City and as a result a site in Soweto (i.e. Orlando in Mooki Street) has been identified
for this purpose. The development of this facility will enhance and complete the proposed Soweto
Sports Precinct, which will include Orlando Stadium and various other sporting facilities in this
area. This centre will greatly contribute towards the promotion of swimming among the previously
disadvantaged communities and will give local talented swimmers the opportunity to train and
compete in an International standard world-class facility. This centre will also be available to
stage local and international competitions.
Designs have been completed for this purpose and detailed investigations already undertaken to
ensure that the proposed facility will be FINA (i.e. Fédération Internationale de Natation International Swimming Federation) compliant. Based on these designs, it is estimated that this
facility will cost ±R180 million. Due to financial constraints, there is currently no funding set aside
for this purpose within the 08/09 financial year. However, funding applications have been
submitted to the NPDG (i.e. Neighborhood Partnership Development Grant) and MIG. This
project also could be held back and implemented in the outer year due to lack of funding in
neither 2008/09 nor 2010/11 financial years.
Jabulani Theatre-Soweto
Following the withdrawal of FNB from the previously awarded contract as a result of the issues
raised against its joint venture partner I-Lima, a new contractor Inkanyeli/Motseng has now been
appointed and the contract has been signed and finalised
Phase 1 of the Jabulani Theatre in Soweto is expected to be completed by June 2010. This 400
seater theatre will greatly contribute towards the development of Arts in Soweto and the
previously disadvantaged communities within the City.
The Boys In The Photograph
The Johannesburg Civic Theatre and Real Theatre have appointed the creative team for the
Johannesburg Civic Theatre’s core production for the FIFA World Cup 2010. This production was
initially titled “The Beautiful Game” and has been renamed “The Boys in The Photograph” since
March08. This award-winning 2000/1 West End musical hit The Beautiful Game newly adapt The
Boys In The Photograph is an emotionally charged story about young people on the verge of
adulthood; young people wanting to love, to play soccer and lead normal lives in a city dominated
by violence and hatred. It is full of the heart searing ballads and stirring anthems of composer
Andrew Lloyd Webber and author Ben Elton.
With a one-hundred-percent South African cast and creative team behind the production, Andrew
Lloyd Webber and Ben Elton have given their approval for The Johannesburg Civic Theatre to
create a completely original production of The Boys In The Photograph.
99
The Boys In The Photograph will be produced by The Johannesburg Civic Theatre in association
with Real Theatre and presented by the City of Johannesburg as a Host City Parallel Event
during the FIFA World Cup 2010. The Boys In The Photograph will have its official opening night
at the Nelson Mandela Theatre on Sunday May 30th 2010 and will run until Sunday August 8th
2010
FINANCIAL IMPLICATIONS
Excluding the fields done during 2007/08 and those that will be done during 2008/09, 30 more
fields have already been identified in the Greater Soweto alone. To develop these with full
ablution and shower facilities, a minimum of R37million CAPEX is required with normal grass and
about R150 million with artificial grass. In addition, to ensure that these fields are properly kept,
the OPEX requirement amounts to R300 000 per annum per field (i.e. Maintenance and
Management costs). The estimated cost for the development of the Indoor Aquatics and
Gymnastics Centre in Soweto is R180million. Whilst there is no funding currently set aside for the
Indoor Aquatic Centre and greening of soccer fields, external funding requests have been
submitted to Neighborhood Partnership Development Grant and MIG.
100
COMMUNITY DEVELOPMENT SECTOR PLAN
5-YEAR STRATEGIC
OBJECTIVES
Access to social package by
qualifying households
Qualifying citizens are
knowledgeable about how to
access social grants
Increased City- run or Citysupported programmes
IDP PROGRAMME AND KEY
ACHIEVEMENTS
City social package programme
2009/10 DELIVERY AGENDA

Expanded Social Package Policy
design & Eligibility Mechanism
approved
 Access to relevant national
databases for analytic purposes
secured
 Pathways Advisory Centre Piloted
 First Special Needs water desk
opened
 Project charter for technical systems
development signed off
 Business process planning for
registration system completed
 Proposal report on individual poverty
index produced by HSRC/Oxford
team, translated in CoJ proposal by
social package working group. Now
being presented for approval
Access to Social Grants programme


Registered indigent ID numbers
matched to SASSA database. 1
additional language medium for
updated information on social grants,
out of a targeted 4 has been
achieved as well as a Braille version
has also been distributed to Regions
 Updated and distributed information
booklet on social grants in four
languages and Braille
 Registered indigent ID numbers
matched to SASSA database
 Formal negotiations opened with
SASSA towards an MoU on service
and data alignment, which in turn will
allow an SLA to be negotiated on a
common service frontline
 Campaigns undertaken through
presentations to ward committees,
stakeholder forums, pamphlet
distribution through clinics, ECD
Centres, schools etc, public meetings
and community radio talk shows
Vulnerable Households Support
programme




101
Homework Assistance and
Information Literacy programmes:
These two city wide Educational
programmes were initiated from 24
libraries and targeting vulnerable
groups of children, including
orphanages, care centres, individual
households, schools and child
headed households. Number of
children/youth assisted in 2007/08 =
1797
Implementation of LIS services to
prisons is a new programme to be
City social package programme








Full roll out of the three band system
for access water, power, sanitation &
rates subsidies
Pilot rental subsidy scheme
Pilot transportation subsidy scheme
Scoping of additional expanded
social package components
Link qualifying older persons to City
Social Package
Link qualifying households to EPWP
& other job creation/income
generating projects
Full roll out of housing subsidy
Full roll out of transportation subsidy
Pilot of additional social package
components
Access to Social Grants programme

Facilitate the distribution of
pamphlets in all Human Development
facilities
Utilise the newly revamped
Community Development web page
to provide updated information to the
frontline staff
Vulnerable Households Support
programme


To target 409 child headed
households and two vulnerable
communities to receive Saturday
homework assistance at Orange
Farm Library and the Diepsloot
Library
To render a library service at the
Leeukop and Johannesburg prisons
To increase the number of
beneficiaries and participating
libraries subject to available
resources
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
initiated in 2007/08
2009/10 DELIVERY AGENDA


To maintain services to two prisons
Food Bank: partnership with JFPM
feeding 6000 households (25 000
individuals benefiting) food gardens
small scale poverty alleviation
projects

All CHH identified in 2008/09 have
individuals development plans


Wellness Programmes: four
programmes focusing on healthy
lifestyles; awareness/educational;
social support/old age centres
4000 households involved in
homestead gardens as part of the
exit strategy

70 small poverty alleviation projects
through skills centres



Hosted the social mobility summit

Linking 50% of cooperatives &
projects Department of Trade &
Industry business support
programmes to facilitate linkages with
the formal business sector
Sport and Recreation implemented
the following programmes:

2nd International Burn Jamboree
Citywide wellness programme
developed & implemented

Expand the Older Persons headed
household programme to benefiting
1500 gogos & mkhulu’s

Care centre for older persons be
extended to two additional regions (G
& F)

Implementation of social mobility
summit recommendations at
Regional level

Establishment of sanctuaries for
displaced women, children and
migrants in Regions A, D, E, & F

Child Headed Support:
Basket services established. Orphans &
Vulnerability Strategy implemented



Established a sanctuary for displaced
women and children at Hospital Hill
Burn victims programmes, learn-toswim, environmental education);

Domestic workers training
programme (cooking and hospitality,
child minding, first-aid, financial
management, home management &
driving; and
The following Sport and Recreation
programmes have been continuous.






Maths Championships participants
Sewing and Craft
Arts and culture programmes
Senior Citizens programmes

Moms and babes programmes

Health lifestyles, fabric printing, aquaaerobics

102
Establishment of 2 Job Pathways
sites
Establish centre for rehabilitation
against substance abuse
Establish centre for daycare of senior
citizens.

Expand burns therapeutic recreation
interventions –



Expansion of programs for

Focus on skills development, life
skills and quality of life.

Increase % of ECD facilities
able to improve on their
grading in terms of
vulnerability index
15 000 orphans assessed and
connected with provincial & national
Interventions
youth and women
Programmes for seniors, women,
caregivers, nannies and the disabled
will be increased.
Early Childhood Development (ECD)
programme
Empowerment programmes ito the
physical development of the toddler,
primary school child as well as youth
to be employable but also transfer of
skills to peers
Wellness programmes focusing on
socialization, exercise and on self-help
and self- preservation programmes
Early Childhood Development (ECD)
programme


“Ready to Read” development
programmes are operational in 65
centres attached to 15 library sites
across the CoJ
Target of ECD centres and
caregivers to be increased to 85
respectively
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA








The ECD programme uses book
based activities to give children from
communities with no tradition of a
reading culture the pre-literacy skills
needed for success at school
This programme provides the ECD
centres with theme book packs that
are changed on a regular basis




1655 volumes were purchased in
2007/08 to the value of R92,704.00

2 ECD centres established
(Braamfisherville, Vlakfontein)

Enforcement of safety standards
framework on all ECD facilities
controlled by the City

Two training workshops were held for
library staff on “Using books with
young children”
Implement the two components of the
enforcement framework

ECD Census of facilities is updated
annually

50% of untrained ECD practitioners
identified in the 2008/09 census to be
provided with accredited training
342 ECD Care givers trained

Develop a monitoring & evaluation
system, based on the ECD facility
‘vulnerablility index’ to assess
effectiveness of ECD programmes

The skills development programme
for developing Viable Economic
Entities to benefit 28 centres

Provide all targeted crèches with a
basket of subsidies to be negotiated
with rates department & utilities

To increase the number of kids
involved in the programmes Kiddies
Olympics to be extended to other
Metro Councils
Regional library staff provided
training to 65 caregivers in the
crèches in the use of books.
Caregivers were monitored,
evaluated and enrolled for refresher
courses if necessary
Enrichment programme

103
46 centres benefited; as part of an
enrichment programme, toys are
made out of waste, assistance with
Sick Room equipment, blankets,
mats from UNICEF, & playground
material & road signs from JMPD are
made at various ECD Centres

Pennyville creche and ECD
developed

An Enforcement Standards
Framework for ECD’s developed in
partnership with Health, Development
Planning, Emergency Management
Services, & JMPD in consultation
with Province

Disaster management Plans drawn
for each ECD facility controlled by the
City

Target of ECD centres and
caregivers to be increased to 100
respectively
ECD is now part of the Human
Development Directorate’s
institutional design & is a fully fledged
unit within the directorate

Holiday Programmes viz. learn to
swim, water safety, sport and
recreation activities, health education,
aftercare facilities and playschools
operate from recreation facilities.
The fact that they are on site gives
recreation officers the opportunity to
do kiddies olympics and indigenous
games development opportunities

Regional Kiddies Olympics
culminating into citywide Kiddies
Olympics. Target 2000 kids from the
ages of 4-6

Water Safety campaign with
Swimming South Africa for all preschool and school going children in
Establish City ECD Fund
Update City ECD census
500 care givers trained
Enrichment programme reaching 70
centres
120 ECD facilities to benefit from the
Enrichment Programme
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
informal settlements targeting 50%
informal settlement children
2009/10 DELIVERY AGENDA
Increased range of activities
empowering women &
increased representation of
women in city activities
Women Development programme
Women Development programme


To implement a new empowerment
programme at 12 libraries to equip
especially women with family
literacy/numeracy skills. This will
assist women to develop reading and
comprehension skills to promote a
culture of reading with family
members/friends/children

To increase the number of
participating libraries to 16

Establishment of the craft training
centre which will provide training
opportunities for women crafters.


As part of the Women Development
Strategy LIS directorate has actively
engaged in a 365 Days Against
Abuse of Women and Children
Campaign focusing on men as the
target group and encouraging women
to come forward and seek
assistance. This is an initiative to
extend programmes from 16 of
activism days to ongoing
programmes
LIS have also delivered 14
information empowerment events
across the city to promote the
inclusion and development of women.
Events completed focused on
subjects such as health, business
opportunities, rights of domestic
workers etc. Number of women who
benefited from the 2007/8 events =
515
Focus for 2008/09 to be on family
literacy for women (newly developed
programme)

Establish the Women in Photography
programme
Empowering, educate, and support
them on how to source quotations, fill
in tender documents, ensuring that
they are registered on the City’s
supplier database & also access to
other opportunities outside the City

Implement the revised 365 Days of
Activism Programme

Skills development programme run
as part of Africa Day in Diepsloot


Review the Women Development
Strategy
Partnership with NID for annual
Women’s Day programme

Facilitate the Women Cooperatives in
each of the skills centres
Exhibitions at Jorburg Art Gallery

Roll out training in other Regionstraining in civic rights and obligations,
OHASA related matters


Women’s dialogues at Hector
Pieterson Museum

Women Behind the Wheel
programme at James Hall Museum of
Transport





104

The department procured services
from the following previously
disadvantaged groups (women,
youth, and PWD) of which R13.
323,558.35 benefited women owned
companies
Within 2007/08, 1275 jobs & training
opportunities were created for women
under the EPWP
365 Days of Activism Programme
Women Day Celebration
Regional Women’s Forums have
been launched & a citywide event

54 Women in Region E & G received
SAQA accredited training &
certificates in Homecare Course
including Safety, HIV/AIDS, Cooking
and Baking, Child minding



Sport Administration course
Women’s day Canoe Race
Gauteng Ladies Cricket is currently

Enablement of procurement benefits
for 40 women owned companies

Implement & monitor the revised
Women Development Strategy
citywide

Implement the framework for
homeless women citywide
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
using Southern Suburbs Recreation
Centre as their home ground for the
U/16, U19 and their Senior teams

3 x Sports Administration and
Management course per Region

Implement empowerment programme
to equip women with family literacy
skills

Improved proportion of
residents within 5km of key
social infrastructure
Promotion of women involvement in
the sport industry and NGOs
Sustainable Human Settlements
programme
Sustainable Human Settlements
programme

Improved access to library facilities
are provided in targeted informal
settlements involving literacy
teaching, reading programmes and
provision of study material

Services are provided from
containers and available rooms in
Community Development facilities

Negotiations underway with Exclusive
Books to provide funding for an
additional satellite service in possibly
Kliptown/Lehae

Additional site to be identified and a
service implemented subject to
budget and resources


105
2009/10 DELIVERY AGENDA
The service is called a LIS Satellite
Service point – the services are
aimed at primarily pre-school and
primary school children in an attempt
to instil a culture of reading at an
early age, while access is also
provided to recreational reading
material such as newspapers and
magazines for the unemployed youth
living in the targeted areas. In
addition, literacy teaching would be
offered. A satellite is open for a
limited time every week, using staff
from the nearest permanent library as
well as library relief staff allocated to
the specific region

Two Satellites were established in
2006/07 and are being maintained
(Leratong and Zamimpilo). Current
services include the lending of books,
homework assistance, storytelling
and the ECD programme “Ready to
Read” – Box containers with books to
crèches & training of caregivers to
deliver educational themes and
storytelling

In 2007/08 a Satellite service was
established in Klipfontein View (room
in Community Centre) and LIS
received a commitment from
Exclusive Books to provide a fully
equipped container to a site in
Region G. In 2008/09 this
commitment will be acted on and
finalized

2006/07
Skills: Vlakfontein, Pimville, Diepsloot
Multipurpose: Dlamini, Protea South,
Finetown & Braamfischer Phase 1,
Library: White City, River Park
Youth Centres: Pimville,
Umthombowalwazi
ECD: Dieploot

Satellite service at Zamimpilo to be
relocated to Pennyville
Additional services to be established
at Vlakfontein in Region G and
Braamfischerville in Region C
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA

Greater number of users
benefiting from assisted
literacy & numeracy training
at City libraries & targeted
skills development
programmes
2007/08
Multipurpose – Braamfischer
Lombardy Golf Driving Range
Tshepisong Multipurpose Courts X2
Arthur Ashe Upgrade
Orlando stadium /Dobsonville
stadium
Skills Development programme
Skills Development programme

LIS have initiated the following skills
development programmes with
special focus on youth and women

Implement first phase of the project
and provide internet access to 20
selected libraries by June 2008


Internet access @ public libraries

In support of the Premier’s 20
Township Initiative Strategy 20
libraries were identified in the Soweto
area to receive free internet access
Implement one group training session
by skilled staff in the retrieval of
Council/Community information


Free Internet access (and e-mail
facilities) at libraries will benefit the
public with the following:

Submit business plan to secure
additional funding to extend the
project to more libraries

can Internet access linked to Career
Development Management, Business
Development database, Labour
Market Information Database
(developed by DED)

Internet access supported by
professional guidance from librarians

Radically improved access to
information for study, research and
self-improvement; and

Equity in information access
(everyone share in better information

Preliminary site inspections were
completed to establish the positioning
of internet workstations

106
Implement the internet project at all
libraries across the CoJ subject to the
commitment of the IT partners and
sufficient funding from the CoJ
Timeframes were not adhered to by
the IT partners Commitment from
partners and CoJ capital funding is
necessary to continue with this
project
Literacy Training
Literacy Training

Economic inequalities are addresses
by providing literacy training at
libraries across the CoJ

Target of 600 learners (150 women)
enrolled and to ensure that 150
learners are registered for exams

LIS used the Profit programme to
provide traditional literacy classes
and Media Works programme to
deliver computer- based training
Beneficiaries in 2007/08 = 793 and
166 learners registered for exams

Number of beneficiaries to increase
to 650 and 180 learners registered for
exams. 50% of libraries in CoJ to
provide literacy training
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
Business workshops/events and
opportunities
2009/10 DELIVERY AGENDA


To increase the number of
participating libraries to 18. To
maintain existing business corners
and upgrade an additional 12
business collections to also include
pamphlets, newspapers and BRAIN
online information

To promote the service more
effectively continue to host 18 events
and maintain and upgrade existing
business collections with external
partners


Business workshops/events were
hosted by 14 libraries focusing on the
youth on subjects such as Starting a
business, business plans, financial
services, tender processes etc. 540
beneficiaries recorded in 2007/08
Delivering of active guidance and
information services on business
opportunities is enhanced by making
Business
Collections/Entrepreneurial Corners
available at 12 targeted libraries
Career Development Management
Career Development Management

Career guidance was delivered by 34
libraries and 2333 beneficiaries were
assisted 2007/08

To increase the number of
beneficiaries to be assessed to 500

Career guidance training for staff to
provide the service = 30

To increase beneficiaries to be
assessed to 600 and link this project
to the internet subject to cooperation
from DED
Mass Reading Development
programme
Mass Reading Development
programme


Four programmes operational by
June 2009 and Reading Holiday @
your library implemented at 38
libraries

Initiate new competition for
indigenous material

Follow the existing format and
increase the number of participants

Extend the Reading Holiday
programme in partnership with
selected Recreation Centres

To follow the existing format and
establish an additional seven
excellent collections at targeted
libraries

To follow the existing format and
establish an additional seven
excellent collections subject to
available budget and resources


Two mass reading development
programmes targeting the
participation of 150 schools were
implemented across the CoJ. The
two competitions held are: Battle of
the Books and Story Skirmish.
Participation by children: 2304
Two additional programmes
operational at selected libraries are
“Reading Holiday @ your library” and
“Circles of Reading”
540 planned fun filled events were
held such as treasure hunts, puppet
shows, story sessions etc. to
entertain children and youth
“Libraries Psyched 4 Science” campaign
held with special focus on model building
competition for secondary schools, a
Science Scuffle Quiz for primary schools
as well as a career expo on science and
technology promotes knowledge and
awareness of science, mathematics and
technology
Beneficiaries/participation total for 2007/8
= 2188 youth.
Seven “Psyched for Science” excellent
collections were established at selected
libraries across the CoJ
107
Business workshops/events and
opportunities
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
Establish a “Centre of Excellence” in
partnership with Carnegie Corporation
of New York
2009/10 DELIVERY AGENDA

70,000 existing special collection
items have been linked to the
database


Material have been purchased to
upgrade the collections on jewel
design, music, study collections etc

Equipment was purchased for the
digitization of the news cuttings
collections and curriculum-based
school project files
Establish a “Centre of Excellence” in
partnership with Carnegie Corporation
of New York



Complete the next phase of the
project/operational business plan
Initiate the digitization project pending
progress by IT partners
40,000 additional items to be linked
to the database
Upgrading of the JHB Public Library
building to start in November 2008

Information Services at 84 library
service points
2009/10-To implement the next
phase of the approved business plan
if conditional grant is renewed
Information Services at 84 library
service points

Provision of loan material, study
material and reference services were
delivered to the community at 84
service points across the CoJ

To deliver study, reference and
learner services on prescribed
standards and by skilled staff at 20
selected libraries

Relevant material and other
resources were processed and
delivered to all 84 service points,
satellite services and the five major
GDS programmes

To maintain the existing services and
increase the number of selected
libraries to 40 in total

In partnership with DED, to
rationalize the Skills Hub Programme

Introduce Life Skills programme &
implement training on tendering &
procurement in all skills centres

Capital projects: through EPWP
projects created 1972 jobs and
training 774 people to date within the
current financial year. A total of 2746
jobs and training opportunities
created within the 2007/08 financial
year
Entrepreneurial programme

Call centre training: 200 young
people trained

Youth Business Incubator site:
Hydroponics Farming Orange Farm
skills centre
ECD caregivers trained on sewing,
cooking & catering, basic computer
literacy, business development, financial
management, call centre, welding, brick
laying, home based care, child protection,
arts and craft



108
In partnership with DED, develop one
group of cooperatives per region
operating within a
consortium/franchise model
Each region to facilitate 10 innovative
small scale poverty alleviation
projects in the skills centres targeting
beneficiaries in the indigence
database of poor households
Facilitate the training of SMME’s &
cooperatives on tendering &
procurement

Business skills training for those in
the second/survivalist economy

Expand the services offered in the
5-YEAR STRATEGIC
OBJECTIVES
Increased number of
developed public spaces
(other than formal parks)
where citizens can interact
freely and safely
IDP PROGRAMME AND KEY
ACHIEVEMENTS
Public Spaces programme
existing techno hubs (life skills, youth
advisory services, computer training
Public Spaces programme


Ellis Park precinct
Extension of the roll out of upgrading and
development of spaces through the use of
public art across the regions.



Planning of the Jabulani Precinct


Orlando Ekhaya
Hillbrow/ Berea/ Yeoville public art
programme
Kliptown: Walter Sisulu Square
Redevelopment of the Hector
Pieterson Memorial
Fietas development
2006/07 Grassing Projects
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Alexandra 3 Square field
Wembley stadium upgrading 2 fields
Pimville youth field
Vlakfontein field
Dlamini Multipurpose fields
Zoolake (irrigation upgrade)
Dobsonville ext 3 fields
Dlamini Multipurpose
Within 2007/08 financial year 12 soccer
fields developed; to develop 10 in 2008/09.

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Steadily increasing % of
residents who have either
participated in or attended a
CoJ led arts, culture or
heritage initiative
Improved accessibility to
sport & recreation facilities &
programmes, both in terms of
distribution across the city &
average operating hours
109
2009/10 DELIVERY AGENDA
4 Recreation Streets/zones
developed
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2x Emndeni 4167
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Emndeni 6467
Phiri 638
Mapetla 3388
Tladi 187
Cnt Western Jabavu 5000
Meadowlands 1933
Pimville Zone 7 138
Moletsane 1804
Jabulani 2229
Grassing Projects
Dobsonville 8676
Zola 6345/6348
Emndeni 70
Zola 1851/1853
Zola ext 1 6944/6945
CW Jabavu 3147
Diepkloof 13141
Bertrams
Bella Vista
Tshepisong
Senaoane
Jabavu
Public Arts programme
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Grassing Projects
Arts Alive
Public Arts programme

Africa Day programme
Carnival
Annual programmes as listed
Freedom Parades in Soweto &
Alexandra
Disability Festival
Rememberance Sunday
HIV & Aids festival
Museums & galleries exhibitions
programmes
Sports & Development programme
Sports & Development programme
Sport Administration courses to expand
sport programmes
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Women’s day Canoe Development


Tennis development programmes
Ladies Cricket development
Learn to swim
Soccer, rugby, netball, softball, volley
ball couching clinics in regions with
federations

Expansion of the Mayoral Cup
programme to other metro councils
Expansion of the kiddies Olympic
programme into other sporting codes
Subsidization of need students
identified for training on equestrian
programme
5-YEAR STRATEGIC
OBJECTIVES
Xenophobic attacks on
migrants to Joburg eliminated
& tolerance of migrants
increase
IDP PROGRAMME AND KEY
ACHIEVEMENTS


Migrants help desk established in
Region F, G & C
Public seminar & community
dialogues have been implemented
citywide
A Migration Unit has been
established & incorporated within the
Human Development Directorate
Annual City Carnival includes foreign
nationals
Anti xenophobia awareness
campaign facilitated in partnership
with the Department of Home Affairs,
CORMSA and Lawyers for Human
Rights
Establishment of satellite MHD
offices in two regions
Steering committee with social
working groups focusing on
transitional shelter, trading
Counter-Xenophobia Campaign
culminating into a citywide event
(Ubuntu Cup)
Counter Xenophobia & Common
Citizenship programme
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Youth Development programme
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Intercultural dialogues, Ubuntu Cup,
Africa Day Celebrations and
community awareness programmes
as part of the sport and recreation
programmes drives
The following events were held
focusing on the youth and to improve
on the development of special skills
JoLife: One African Literary Festival
with three literary development
programmes and four major events
were held with emphasis on
indigenous publishing, intellectual
products and the celebration of
African writers.
Development programme:
Writing competition:
Total of 230 entries received. There were
18 overall winners in the different
categories and age groups.
Cultural exchange dialogues: Intercultural
platforms to encourage the youth to
discuss different cultures, music and
literature were held at the Florida Library
and Jabavu Library
300 youth attended both sessions
Poetry/Short Story workshops: .A
interactive writing workshop facilitated by
Prof. Maake was held at Diepsloot Library
and attended by 23 enthusiastic youth who
110

Inter-cultural dialogues to be run
Establish year long community
dialogues & seminars aimed at
improving tolerance towards migrants
in the city
 Expand MHD satellite offices to
further four regions
 Set up a migrants advisory
committee
 Staff up a migration unit
 Ubuntu Cup will be expanded to
include more participants and be a
marketing tool for the city
 Information and awareness campaign
in all seven regions to encourage
immigrants to make use of Council
presented programmes and facilities
 Africa Day Celebration, value added
programmes and marketing drives
will expand the programmes further
 The Recreation Mobile vehicle will be
driving this programme with
marketing material and programmes
encouraging participation
 Develop and implement a citywide
awareness campaign on human
trafficking
 In partnership with 2010 office train
200 trainers on counter xenophobia
strategies
Youth Development programme

Increased range of youth
activities & youth
representation in city
activities
Athletics
Equestrian development in Soweto
Counter Xenophobia & Common
Citizenship programme

2009/10 DELIVERY AGENDA
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
To follow the existing format and
increase the number of beneficiaries
to minimum of 1200
To establish an African Literature
Bookstore
To follow the existing format and
increase the number of beneficiaries
to 2000 in celebration of the 2010
World Cup Soccer Competition
To maintain and upgrade the African
Literature Bookstore
Annual programmes with increased
focus on youth development through
the museums & galleries
Set up youth advisory centres
City wide youth forum
Implementation of gateway project
Implementation of HIV/AIDS 46664
programme
Leadership & entrepreneurial project
Youth policy
Revised youth development strategy
City wide drug abuse propramme
5-YEAR STRATEGIC
OBJECTIVES
Increased access & support
for the Aged & People With
Disabilities as assessed
through the City’s customer
111
IDP PROGRAMME AND KEY
ACHIEVEMENTS
were given an opportunity to demonstrate
their talents. A second workshop was held
in Emndeni with 30 youth attending
Festival events
A Gala Evening was held on 14 March
2008 at the Civic Centre to award prizes
for winners of the poetry and writing and
reading competitions.
250 people attended which included the
MMC, ED media, parents etc.
Book discussion on “Things fall apart” by
Chinua Achebe was held at Museum
Africa on 15 March 2008 and 30 people
attended the event which was facilitated by
Prof. Maake, Walter Chakele and Liza
Combrink
Storytelling Festival was held on 17 March
2008 at Alex 8th Ave Library. The African
Theatre Group and Nomsa Mdlalose told
exciting stories.
A Poetry Festival was held on 18 March
2008 in Lenasia. 200 learners attended
the activity which included poetry
performances by well known poets
A total number of 1301 beneficiaries were
reached 2006/07 and 950 in 2007/08 by
the literary festival and the development
programmes
Carnival
Youth forums at the Hector Pieterson
Museum;
Gerard Sekoto Youth Festival at Jhb Art
Gallery;
JHMT: youth programmes
Tours for orphans
Procured services from the previously
disadvantaged groups (i.e. women, youth,
& PWD)
of which R3,225,123.64 benefited youth
owned companies
 Action zones identified &
Umsobomvu funding
 Youth forums and regional Forums
established
 Youth diversion: gateway project for
youth offenders implemented in
partnership with Khulisa
 HIV/AIDS programme: 46664
 Youth Unit has been set up
 Youth War Forums being
resuscitated;
 Youth Summit held
Street Children Opportunity Programme
 A pilot sanctuary for children has
been established in region F
 Street children summit held
 A citywide policy on street children
has been developed
 Outreach work taking place in region
F through an inner city partnership
PWD Access & Support programme

LIS provided a service to 10 Old Age
2009/10 DELIVERY AGENDA
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Joburg youth services programme
Enablement of procurement benefit
for 40 youth owned companies
Career development programme
facilitating placement of youth in
internships, learnerships, exchange
programmes, targeting 250 youth
Develop & implement a citywide
entrepreneurial programme;
Implement the Youth Policy as
approved by Council
14 000 young people to have
benefited from the Drug abuse
programme
7000 young people participate in
Joburg Youth Service programme
10 000 serve through the Youth
Empowerment Zones
700 young people participate in
mentorship programme
Implementation of the sanctuary pilot
Setting up an additional sanctuary
Revised policy on children living and
working on the street & an
implementation plan
Implement an “all night shelter
programme” (ensuring that there is
no person sleeping on the city streets
Implement a “no more street life
programme, (ensuring a 60 %
reduction of children on the streets)
Establish children’s shelters in two
additional regions
PWD Access & Support programme

To maintain existing loan collections
5-YEAR STRATEGIC
OBJECTIVES
satisfaction survey
Increase the spend on NGOs
& CBOs targeting
programmes at vulnerable &
poor household
IDP PROGRAMME AND KEY
ACHIEVEMENTS
Homes in 2006/07 involving the
provision of loan collections of
suitable books to the old age home,
especially in disadvantaged areas for
on-site use
 Additional four homes for 2007-8
include Andries Meyer and the
Nirvana Old Age Homes in Lenasia,
Millenium Centre in Kensington and
Eventide Home in Emmarentia
 Enhancement of services to old age
homes through the implementation of
support programmes such as reading
circles, talks etc. were implemented
in 7 homes to assist with illiterate/low
literacy levels of residents
 Additional 425 Large Print Books
were purchased to the value of R243,
450
 Approx. 3223 senior citizens have
access to the programme at the
operational 14 Old Age Homes and
17,200 items were circulated
 All Arts, Culture & Heritage facilities
are PWD accessible
 There is a resident dance programme
at Museum Africa for PWD’s
(partnership)
 Procured services from previously
disadvantaged groups (i.e. women,
youth, & PWD) of which R 1,
331,114.50 benefited PWD owned
companies
 Disability desk set up; and
 A draft policy on disability has been
developed
11 PWD placement in internship
programme within Community
Development
2009/10 DELIVERY AGENDA
NGO and CBO Support programme
NGO and CBO Support programme



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
112
Street Opportunity Support
Programme: removal of children from
the streets
Development of Sanctuary for street
children
Hosted street children summit
Sourced 4 buildings for office space
and programmes for NGOs and
CBOs that compliment the City’s
programmes








and extend the support programmes
to an additional 7 old age homes
To maintain and upgrade the existing
loan collections
To monitor and evaluate the impact
of the support programmes
Development & implementation of
policy on disability
Enablement of procurement benefits
for 20 PWD owned companies
Career development programme
facilitating placement of PWD in
internships and possible permanent
jobs. Targeting 100 PWDs
Implement 1 city wide programme for
children with disabilities for all 7
regions
Develop a programme to address the
need for support required by old age
homes
Implementation of the sanctuary pilot
Setting up an additional sanctuary
Revised policy on children living on
the street + implementation plan
Corporate management of buildings
accommodation NGOs and CBOs
Corporate and Shared Services Sector Plan
INTRODUCTION AND OVERVIEW
The Corporate and Shared Services Sector plan for 2009/10 is informed by the City’s Growth and
Development Strategy (GDS) and supports the Human Development, Health and Safety,
Financial Sustainability as well as Governance and Administration strategic initiatives. The Sector
is primarily directed at ensuring the efficient and effective utilisation of common resources,
systems and administrative processes to enable management and service delivery sectors to
perform optimally. The plan provides a consolidated interpretation of critical priorities in terms of
the sector’s mandate within the confines of financial resources. In addition, it defines the delivery
agenda for the applicable period and establishes the baseline for periodic financial and
performance progress reporting in terms of the Service Delivery Budget Implementation Plan
(SDBIP), as required by the MFMA.
Although the Sector’s primary focus is directed towards internal resources and systems of the
organisation, the scope also includes an external element that is directed at the community at
large. The sector is thus primarily aligned to two (2) primary principles of the development
paradigm namely “Proactive absorption of the poor” and “Innovative governance solutions”.
Through proper management of Human Resource services along with comprehensive Fleet
management as well as Administrative support to other business units including clean and
accessible buildings, the Corporate and Shared Services department has played a significant role
in the overall governance of the City of Johannesburg.
The Sector plan defines the overall responsibility framework, strategic and operational agenda, as
well as challenges, performance management and human capital tendencies. It further
establishes guidelines for the successful achievement of the Sector’s medium and long-term
priorities and objectives.
REVISION TO THE COJ 2006/11 IDP
In summary the Sector is responsible for the provision of the following primary services:
 Administration and Support;
 Labour Relations;
 Human Resource Shared Services;
 Occupational Health and Safety;
 Facilities Management and Maintenance; and
 Finance, Fleet and Contract Management.
During the 2008/9 revision of the Corporate and Shared Services Sector Plan several
duplications with respect to the Governance as well as Finance Sectors were identified in a
variety of long term objectives and adjustments were accordingly effected in the revised Sector
plan and defined delivery agenda, to reduce and limit any grey areas or overlaps. In some
instances programmes that have already been accommodated or duplicated in other Sectors
have been terminated while programmes of a similar nature within the Corporate and Shared
Services Sector were consolidated to ensure effective integration and clear objectives, as
indicated in the table below:-
113
5-YEAR STRATEGIC
OBJECTIVE
No cases of fraud and/or
corruption

5-YEAR IDP
OBJECTIVE/PROGRAMME
Accommodated in Governance as well
as Finance Sectors
Anti-fraud and corruption
programme
All City of Johannesburg
buildings to be inspected
regularly to ensure 100%
compliance with the
Occupational Health and
Safety Act
Occupational Health and
Safety programme
% of City buildings upgraded
to be accessible for people
with disabilities
Disability access
programme100%
compliance with signed
SLAs to ensure a clean,
healthy and safe
environment at the Metro
Centre for both employees
and members of the public
All City of Johannesburg Corporate
buildings to comply with the
Occupational Health and Safety Act
requirements and be accessible for
people with disabilities

Corporate Building maintenance
programme

Metro Centre programme
REASON FOR CHANGE
The original objective as contained in the
Corporate & Shared Services Sector plan
(2007/08) is duplicated in the Governance
Sector’s objective namely, “Number of cases of
fraud, maladministration and corruption
reduced over the five year term” (Ethical
Governance Programme and Enterprise-wide
Risk Management Programme) as well as the
Finance Sector objective to “Achieve an
unqualified Audit (Financial Management,
Budget Performance, Asset Management,
Financial Risk and Expenditure Review
Programmes)
Three related objectives were consolidated into
one objective related to corporate buildings that
include the Metro Centre (Corporate Building)
as well as the disability access programme as a
requirement

Clean and safe Metro
Centre programme
New public conveniences
developed and existing ones
maintained at world class
standards

Public conveniences
programme
A complete and innovative
HR service rendered to all
employees of the CoJ at a
high level of satisfaction
(staff satisfaction levels to be
monitored through annual
climate surveys)



Human resources and
shared services centre
development
programme
Strategic HR
Programme
Labour
Relationsprogramme
114
New public conveniences developed
and existing ones maintained at world
class standards

Public conveniences programme
Improve Customer Satisfaction rating
of Human Resources Services by line
function management by 20%



HRSSC development

Employment equity
Skills development
HR Policy assessment and
revision
10% Improvement in response rate
by employees to Climate survey done
every two year
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


Retained objective and programme
Change Management
Collective bargaining strategy
LR capacity building
Employee well-being
Human Resources Objective was revised to
address line function requirements and be
outcome orientated. Programmes were
furthermore specifically defined to be in line
with primary challenges
A separate objective was introduced to cover
response rate to COJ Climate survey
separately
5-YEAR STRATEGIC
OBJECTIVE
Reduction in the City’s
insurance fund liability by
pro-active management of
the City’s fleet and by
ensuring fleet contract
compliance
5-YEAR IDP
OBJECTIVE/PROGRAMME
10% Improvement from a baseline of
70% on the resolution of contractual
provisions in terms of the Master Fleet
Service Contract


Fleet Contract Management and
Compliance

Fleet Risk Management
Fleet management
programme
Higher levels of internal
client satisfaction in respect
of all administrative support
services

Logistical support
programme

Food and beverage
support programme
20% improvement in client satisfaction
levels with respect to administrative
support services


Printing
Cellular Phone Service
Full implementation of a Corporate
and Shared Services Delivery model
for Core departments
(New objective)
REASON FOR CHANGE
Objective revised in view of Line Function
responsibilities. Programmes also revised to
cover both Fleet Risk,
Contract Management and compliance
Objective revised to be outcome based.
Specific Programmes have been determined to
be in line with primary challenges. The Food
and beverage programme have been
terminated since procurement is now regulated
by Supply Chain Management
New objective introduced in line with Budget
Lekgotla requirements

Shared Services pilot projects
implementation:(Human Resources, Facility
Management and Maintenance, Fleet
Management, Printing Services,
Cellular Phones as well as OHASA)
Clear objectives were established for each functional area of accountability and interrelated
initiatives that require a joint effort from various disciplines were earmarked and singled out to
receive priority attention and coordination.
The following interrelated programmes have however been singled out in the light of the
challenges that are being faced and have been accommodated as stand-alone programmes:
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
Skills Development;
Human Resources Policy Assessment and Revision;
Employment Equity – Including Gender Mainstreaming;
Fleet Risk Management;
Change Management;
Collective Bargaining;
Employee Well-being; and
Shared Services Delivery Model: Including Human Resources Shared Services and Facility
Management and Maintenance Shared Services Re-engineering Programmes.
Considering the flexible institutional environment and acknowledging the fact that the City is still
in a process of change with respect to the implementation of the new Governance model whereby Legislative and Executive functions are split and an oversight function with respect to
Municipal Entities are being introduced, the abovementioned programmes are regarded as of
particular importance to support the City’s desire to achieve service excellence.
115
SECTOR RESPONSE TO COMMUNITY ISSUES
The Sector noted community requirements for the establishment of Public Conveniences at Ward
38 Dube, Soweto as well as Ward 1 & 2, Orange Farm and subsequently accommodated these
requirements within the Capital budget provisions for 2009/10.
SECTOR CONTRIBUTION TO 2010 FIFA WORLD CUP
In terms of the sector’s primary responsibilities the following specific interventions have been
identified for implementation: Corporate Buildings: Enhanced maintenance programmes to include beautification, greening,
flowering, proper signage and compliance to Occupational Health and Safety Standards.
 Public Conveniences: Enhanced maintenance programmes to include beautification,
greening, flowering, proper signage and compliance to Occupational Health and Safety
Standards.
 Fleet: Enhance support services for clients in terms of additional vehicle and special signage
requirement.
116
CORPORATE AND SHARED SERVICES SECTOR PLAN
5-YEAR STRATEGIC
OBJECTIVES
10% Improvement on the
resolution of contractual
provisions in terms of the
Master Fleet Service Contract
IDP PROGRAMME AND KEY
ACHIEVEMENTS
Fleet Contract Management and
Compliance
2009/10 DELIVERY AGENDA


Fleet Risk Management programme
Assess and review fleet contract
performance citywide in relation to the
fleet contract A114
 Negotiate amendments and cost
escalations to the fleet contract
 Fleet availability maintained above:
90% for SLB and 95% for FML
vehicles
 Levied penalties for non-compliance to
SLA
 Development of a strategic plan for the
procurement of fleet services beyond
201110
Fleet Risk Management programme
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New public conveniences
developed and existing ones
maintained at world class
standards
Introduced new Legislation with
respect to driver licenses (AARTO
Act)
Vehicle Abuse Management
(VAMS) implemented
Evaluated 200 drivers and train
drivers that fail evaluation
Train Fleet Managers citywide
Public Convenience programme





10
Assess and review fleet contract
performance citywide in relation to
the fleet contract A114
Negotiate amendments and cost
escalations to the fleet contract
Fleet availability maintained above:
90% for SLB and 95% for FML
vehicles
Levied penalties for noncompliance to Service Levels
Agreement (SLA)
20 additional public conveniences
refurbished since July 2006 (78 in
total)
Built three additional new Public
Conveniences (9 in total up to date)
Completed a report on the
management of public
conveniences in the city that
clarifies responsibilities to set
standards and conduct an
oversight role that covered Metro
Trading Company, City Parks,
Community Development as well
as Development Planning and
Urban Management
15 Public toilets upgraded for Metro
Trading Co. in 2007/08 financial
year
Achieved 70% on public
convenience rating on maintenance
of C&SS PC’s
The current fleet contract expire January 2011
117
Fleet Contract Management and
Compliance




Implement new Legislation with
respect to driver licenses (AARTO Act)
Maintain the Vehicle Abuse
Management (VAMS)
Evaluated 200 drivers and train drivers
that fail evaluation
Train Fleet Managers citywide
Update the Fleet Working Instruction
Manual (FWIM)
Public Convenience programme



5 Public Conveniences (PCs) built by
end 2009/10 financial year and
accessible to people with disabilities
Conduct needs analysis for Public
Conveniences in fan parks
Assess possible centralisation of
Public Conveniences including MEs
5-YEAR STRATEGIC
OBJECTIVES
All City of Johannesburg
Corporate buildings to comply
with the Occupational Health
and Safety Act requirements
and be accessible for people
with disabilities
IDP PROGRAMME AND KEY
ACHIEVEMENTS
Corporate Building Maintenance
programme
2009/10 DELIVERY AGENDA

The SLA for all tenants in
Corporate Buildings implemented
 All corporate building entrances
accessible to people with
disabilities re-confirmed
 100% of all CoJ Corporate
buildings have been audited to
monitor compliance with OHASA
standards. Deviations were
reported on and submitted to
relevant departments for
verification. 100% of high-risk
deviations were rectified
 Maintained corporate buildings to
comply with OHASA standards
Metro Centre programme


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


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118
Revamped Metro Centre to
improve the corporate image as per
maintenance programme
Reduced theft at Metro Centre by
5%
Guarding Manual revised and
implemented for effective and
efficient management of guarding
at the Metro Centre
Implemented a business risk/safety
assessment programme for the
highest physical risks in the Metro
Centre (OHASA)
Successfully conducted 2 x
evacuation drills at Metro Centre
(OHASA)
Appointment of Contractor for
upgrading of Lifts finalised
Order placed with service provider,
subject to funds being allocated
Corporate Building Maintenance
programme


All CoJ owned corporate building
cleaning contracts managed to SLA
standards
SLAs for tenants to be revised for
2009/10 financial year
Internal accessibility for employed
people with disabilities (PWD’s) to be
investigated with reports to tenants
Metro Centre programme


Manage Security Systems and
procedures to prevent loss and
damage to Council assets
All 23 lifts at the Metro Centre
upgraded depending on the availability
of funds
Implement 24 hour CCTV control room
surveillance depending on the
availability of funds
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA
10% Improvement in response
rate by employees to Climate
survey done every two year
Change Management programme
Change Management programme


Collective Bargaining programme
(New programme)
Revise change management
strategy and model for CoJ

Develop approach to include MEs
in CoJ strategic initiatives

Implement Programme to deal with
employee survey initiatives
Collective Bargaining programme
(New programme)



Developed change management
strategy
Identified initiatives emanating from
the concluded employee survey
Local Labour Forums established in
CoJ departments
Labour Relations Training programme
(New programme)
Local Labour Forums established in
all CoJ departments and entities
 Compliance with and
implementation of all collective
agreements
 Improve turnaround times in dealing
with discipline, appeal cases and
grievances
Labour Relations Training programme
(New programme)

Employee Assistance programme
All 400 senior management staff
trained on labour relations by June
2009
Employee Assistance programme



119
Conducted 4 Health Risk projects
(Body Mass Index; Blood Pressure,
Vision Tests as well as Diabetes) and
published results on Jozinet
Conducted 10 road shows to promote
EAP

Ensure 90% response rate to all
EAP referrals
Implement a revised governance
framework for the Gymnasium
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA
Improve Customer
Satisfaction rating of Human
Resources Services by line
function management by 20%
HRSSC development programme
HRSSC development programme


Contact Centre fully operational with
internal SLAs within HRSS and
internal SLA statistical reports
 The placement process of the people
within the three pillars of HRSS
service delivery formalised
 All transactional related functions fully
devolved to the Transactional Centre
HR E-Services Automation programme
(New programme)

HR E-Services Automation
programme
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Assess Customer satisfaction rating
of line function management for HR
Functions to determine baseline
Fully capacitated operational
HRSSC
Subject to the availability of funds
complete a corporate readiness
investigation to the introduction of
an e-services capability within the
organisation
Skills Development programme
Skills Development programme
(Including Internships, Learnerships,
Bursaries, Training and Management
development)
 Appointed 82 interns
 Finalised programme for leadership
and management development
programme with enrolled candidates
 50% of skills assessments completed
for two core departments completed
 Conduct organisational productivity
assessment project started,
assessment method decided, start
implementation
 WSP process underway – WSP
developed, training in process, training
spend in relation to salary spend at
0.5%
(Including Internships, Learnerships,
Bursaries, Training and Management
development)
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WSP and IR + 1% spend,
development programme in terms
of skills assessments incorporated
into the WSP
300 learners programmes
160 interns programmes
Implemented productivity and
improvement plans
Evaluate possible establishment of
Municipal University for CoJ
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA
HR Policy assessment and revision
programme
HR Policy assessment and revision
programme
All primary HR Policies reviewed
Define Succession Planning programme
and roll-out
Monitor implementation of new policies
by HR Field Services and Line
management
Employment Equity programme
Employment Equity programme
(Including PWDs and Gender
mainstreaming)

Full implementation of a
Corporate and Shared
Services delivery model for
core departments
(New objective)
EE Compliance facilitation and
monitored in terms of the EE plans for
the departments and a plan formulated
for dealing with Affirmative Action
 Fully functional disability recruitment
plan
 Project plan in place for the roll-out of
Gender mainstreaming including the
integration between the HRSS gender
mainstreaming programme and the
Community Development gender
mainstreaming programme
Shared Services Delivery Model
Human Resources Shared services
Fully implemented - Facilitate and guide
other C&SS functions in terms of setting up
additional shared services programmes
Facility Management and Maintenance
Re-Engineering strategy concluded and
business processes revised
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(Including PWDs and Gender
mainstreaming)
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EE Compliance facilitation and
monitoring in terms of National
targets and departmental EE plan
objectives and implementation of
Affirmative Action measures
Roll-out Gender mainstreaming and
awareness training to the City
Shared Services Delivery Model
FMMU
Consolidation and finalisation of the
complete roll-out of all Shared Services
projects currently in process for FMM
 Submission of Shared Services
model for FMM
 10% implementation of FMM
Shared Services implemented per
plan
 Final Roll-out of Shared Services
 Verification and rectification of any
misalignments on Shared Services
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
Full implementation of a
Corporate and Shared
Services delivery model for
core departments
(Continue)
20% improvement in client
satisfaction levels with respect
to administrative support
services
Printing Re-Engineering
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2009/10 DELIVERY AGENDA
OHASA
 Re-engineering OHASA processes
for shared services roll out
 Implement the Shared Service
Model for OHASA
Printing Re-Engineering
Replaced obsolete digital copiers
Increased external revenue by 20%
Increased turnaround time for logistical
services by 5%
 Centralized despatch services
 Filled critical vacancies
Cellular Phone Service
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100% compliance to SLAs operational
deliverables

Cellular Phone Service
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Increase external revenue by 20%
Reduce overtime cost in despatch
services by 5%
Implement dedicated marketing
initiative to MEs
100% compliance to SLAs
operational deliverables
Contract renewal or extension
Economic Development Sector Plan
INTRODUCTION AND OVERVIEW
The Department of the Economic Development (DED) is the command centre for economic
growth in the City, engaging pro-actively with all role-players to create the enabling environment
for accelerated, shared and sustainable growth. While the Department is responsible for the
overall coordination as well as strategic direction of the economic development in the city, the
other key role players are the four MEs that fall under it. Other role players include national and
government departments as well as organised business.
The Finance and Economic Development Portfolio is made up of the core Department of Finance
and Department of Economic Development and Municipal Entities, which are Metro Trading
Company, Johannesburg Property Company, Johannesburg Tourism Company and
Johannesburg Fresh Produce Market. The Department of Economic Development is responsible
for developing policies and strategies to the extent that acceleration, shared and sustainable
growth is achieved. The four Municipal owned entities in turn act as implementing agents. The
core department therefore has oversight function on business of the four entities. This oversight
role also encompasses the service delivery monitoring function of the four entities together with
corporate governance and financial sustainability with the support of the Office of Finance. Due to
the cross cutting nature of economic issues, the core departments is also responsible for other
economic catalytic functions that cannot not be delegated to other departments. Such functions
include:
 Development of policies and strategies;
 Regulatory and enforcement;
 Compliance monitoring and reporting; and
 Catalytic projects;
In this context, some of the deliverables that the eight directorates within the department are
responsible for, include:
 Implementing the skills strategy jointly with SETAs, Gauteng Department of Education, FETs
and private sector;
 Rolling out Telecommunications infrastructure via BPO and Broadband;
 SMME Development and Support through various institutional arrangements;
 Investment Facilitation;
 Monitoring Broad Based Black Economic Empowerment (BBBEE);
 Monitoring Economic trends;
 Policy and programme integration; and
 Service delivery agreement and compliance.
CHALLENGES AND OPPORTUNITIES
There are many reasons to believe that the Joburg economy, in line with national and
international trends, will come under pressure over the short to medium term. The main negative
factors are:
The skills shortage has been well documented and is a negative constraint throughout South
Africa. The skills shortage is a factor of both inadequate numbers of suitable graduates,
particularly in engineering and sciences and the emigration of skilled people. Since Joburg’s
economy is based on higher skills sectors, this is particularly important
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The mainstay of the Joburg economy is the financial services sector which is under pressure as a
result of rising interest rates, higher consumer debt and falling international equity markets.
The rapid rising fuel prices are having a serious impact on Joburg since Joburg plays a major role
as a freight and logistics hub. The City is dependant on road transport to move workers around
and a large number of key items (such as food and fuel) have to be transported by road to the
City.
The City faces some significant infrastructure constraints, largely around transport and electricity
supply which significantly impacts on economic growth. The retail sector is also under pressure
as consumer’s disposable income falls. The retail sector is a key source of new employment
opportunities for semi skilled and young people. Lastly significant in-migration is placing heavy
pressure on the City infrastructure as well as on land availability and property prices.
In 2005 the CoJ embarked on a process of reviewing its existing City Strategy, Joburg 2030 as
well as consolidating the various strategic perspectives that exist across the City. The outcome of
this process is a City Growth and Development Strategy (GDS).
Central to the review process was the assumption that the 2030 strategy had too heavily
emphasised economic growth constraints and failed to provide direction in respect of human
development initiatives (the principle assumption being that high economic growth would go a
long way to solving the City’s challenges). The 2005 Human Development Strategy went some
way to addressing this gap. Overall however the City had no single coherent story that described
its understanding of economic development.
Central to the Johannesburg Growth and Development Strategy is therefore a ‘Development
Paradigm’. This Paradigm underpins the City’s analysis of challenges and opportunities, its future
vision, and its longer term strategic choices. In some ways this can be seen as the economic and
development mandate for the city.
This Development Paradigm is a proposal for the route that the city should take to move towards
its goals, given what can be said about which approach will feasibly bring the city to its goals
fastest and easiest, and/or with the greatest certainty of success. This statement of the optimal
course of action for the City is based on a set of well-reasoned judgements about how it can best
navigate evolving circumstances, by capitalising on available opportunities and managing
emerging risks.
Through an extended process of internal consultation and debate, informed by clear political
choices emerging from the ANC locally and nationally, as well as national and provincial policy
directions, the City of Johannesburg has extracted a set of core principles making up its
Development Paradigm. Six principles have been distilled. These are value propositions that cut
across and inform/underpin the strategic choices we have made in the GDS and IDP.
Below are the DED catalytic projects that will lead us on the right path to sustainable economic
growth and development:
 Jozi SMME Equity Fund (also known as the SMME Fund or SMME Equity Fund) – An
innovative venture to provide equity financing to support the City’s own projects by
developing the SMME business
 “Dirang Ba Bohle” Community Finance Institution (also known as the Community
Bank) – A Micro Finance Institution to assist the City of Johannesburg’s emerging
entrepreneurs to have access to financial services and credit extension
 Soweto Empowerment Zone – A cluster-based SMME empowerment park to support,
promote and formalise Soweto-based micro, small, and medium businesses
 Inner City Property Scheme – A programme to upscale, reconfigure and rejuvenate the
Inner City through the advancement of black property investors and the provision of adequate
transitional housing
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The Skills Hub – A primary delivery mechanism of the Skills Strategy, that will involve the
provision of the strategic direction, management and oversight of economically-driven skills
development programmes that address unemployment and poverty alleviation
ICT SKILLS HUB- ICT skills development located in less advantaged communities (Orange
Farm and Yeoville) and provision of business centre services
BPO Precinct – Key growth sector for job creation, through targeted investment promotion
into Johannesburg, and into the inner city in particular
Johannesburg Broadband Network Project (JBNP) – A municipal broadband referred to
as “Digital” or “Smart City” to ensure information age appropriateness whilst reducing
telecommunication costs
City of Johannesburg/ Johannesburg Chambers of Commerce & Industry Trade Point
Initiative – Catalytic interventions providing trade related training- key to helping emerging
enterprises “go global” and access international markets
The Expanded Public Works Programme- Resulting in the creation of over 100,000 public
works jobs and set to increase further, including learner-ships created and all projects being
EPWP compliant
Premium Hall at the Johannesburg Fresh Produce Market (JFPM)- creating value added
services to attract new clients and increase turnover and mitigate the threat of alternative
market
Linear Markets – providing formal sustainable trading space in the Inner City, Cosmos City,
and in future Alexandra, Soweto, and Orange Farm.
REVISION TO THE COJ 2006/11 IDP
This is an informal review of the Economic Portfolio five-year IDP sector plan since the reestablishment of the Department as a standalone Department in 2006, with the first review
undertaken during the 2007/08 IDP annual review period. Most changes particularly to the fiveyear objectives were instituted with the first revision. Only minor changes are effected with this
revision and these include:
 Introduction of a separate 5 Yr objective and associated IDP programmes focusing on
poverty alleviation and job creation. The roll out of the Dirang Ba Bohle “Community Bank” is
vital to achieving this objective In order to show economies of scale and be accepted as key
to bridging the current gap especially in this turbulent economic downturn, this programme
will be done jointly with external financial institutions, thus reducing the risk to CoJ
 The skills programme has been consolidated to encompass the implementation of a skills
hub
INITIATIVES TOWARDS MEETING THE GDS PRINCIPLES
Pursuant to the vision contained in the Growth and Development Strategy, the City initiated a
project to develop sustainability indicators. These indicators are long-term, citywide and outcomebased. They will measure the overall condition of the City and its inhabitants by tracking
appropriate data to assess whether the City is achieving its vision in the Growth and
Development Strategy. Sustainability indicators are not only relevant but necessary because they
address the concerns raised by the Auditor General on the need by the City, in its reporting, to
separate between the City Manager’s performance and the performance of the organization as a
whole. Once approved by the Mayoral Committee, the indicators will be integrated into and form
part of the City’s day-to-day business operations.
SECTOR RESPONSE TO COMMUNITY ISSUES
The City went through a comprehensive public participation process during March and April 2008,
which included Regional Summits hosted per Ward and Stakeholder Summits where issues were
prioritised per each Ward. Broad range of issues was raised from these engagements indicating
an improved awareness of importance of economic issues as well as significant contribution of
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skills development and initiatives in improving lives of the citizens. These included the following
areas:
Over-All Support for the GDS and IDP Goals: In both the Sectoral workshops and the Summit,
there was a strong support for the goals and interventions outlined in the Growth and
Development Strategy and IDP. In particular, participants noted that there had been a shift from
Joburg 2030 to the Growth and Development Strategy, and welcomed the incorporation of a
Human Development Strategy and the GDS’s strong focus on social issues and poverty
alleviation.
Management Issues: Many stakeholders expressed strong support for the City’s plans, but
noted that unless the plans are properly management, well resourced, and monitored on an
ongoing basis, these goals will not be realised. The following suggestions were put forward.
Monitoring: There was a call for goals to be translated into measurable indicators, for the City’s
plans and programmes to be monitored, and for the results of this monitoring to be communicated
to the public. There was a suggestion that NGOs/CBOs and other stakeholders should participate
in establishing the indicators and in conducting monitoring of the City’s progress towards its
objectives.
Accountability: The City has recently restructured parts of its administration. Some stakeholders
noted that they are no longer sure who to contact for assistance within the City administration.
The need for clear points of access to the administration and for clarity around the roles of
councillors and officials in different departments was noted.
Alignment: Participants urged the City to improve vertical alignment with other spheres of
government on joint projects, and to ensure that City departments coordinated their work across
silos. They also sought improvement in cross boundary linkages with other municipalities over
joint planning issues.
Responding to the needs of vulnerable groups: Many comments in the consultation exercises
focused on a need for the City to be responsive to the new issues resulting from Johannesburg’s
changing demographic and economic profile. In particular, the City was asked to respond to the
needs of vulnerable groups, such as immigrants, child-headed households, and the aged.
Internal Capacitation: A strong call was made for officials to be capacitated around the plans
that were being presented. It was indicated that all officials need to understand and commit to the
plans, and that every official needs to be in a position to explain the plans and respond to queries
from community groups.
Capital and Operating Costs: Stakeholders raised the need for IDPs and other plans to reflect
both capital and operating costs committed to projects. This was raised in the context of concerns
over the poor maintenance of some infrastructure (e.g. roads), and the need to ensure that capital
expenditure is backed up sufficient budget allowance for the maintenance of assets and
infrastructure.
Issues of Engagement
The issues of access to information, and space for ongoing engagement were prominent points of
discussion in many of the Sector workshops and GDS Commissions. Some of the specific points
raised by stakeholders are outlined below:
 Peoples Centres. Several participants noted that People’s Centres already offer a range of
useful information. However, there is scope to build People’s Centres further as points of
information dissemination and access to assistance. Some stakeholders suggested that
information on provincial programmes be available at People’s Centres. Others requested
information pertaining to accessing social grants, on the Transfer of Houses programme, and
on the dates and details of proposed projects such as hostel upgrading.
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Ward Committee. While Ward Committees were seen as useful points of access and
engagement, some stakeholders complained that ward councillors were not sufficiently
informed of the issues, or could not handle all administrative queries. Stakeholders called for
the capacitation of ward committees, and requested that officials be present at ward level
meetings. There were several requests for identifiable officials and fixed contact numbers,
where people could direct concerns about particular issues.
Capacity building and job creation. The discussions revealed that people are suffering
from unemployment and low skills levels. Many requests were made for the opening of
tendering opportunities, for job creation, for incentives to be provided for small business
opportunities, for a boosting of EPWP projects, and for people to be directly involved in
service delivery. A related issue involved people’s calls to be directly involved in housing
delivery through a boosting of the Peoples Housing Process in Johannesburg.
Platforms for ongoing engagement.NGOs and CBOs, in particular, highlighted the need for
a forum for ongoing engagement with the City. There were also calls for forums to enable
engagement around specific issues – For example, stakeholders asked for forums to enable
discussion around transport issues, youth development, women’s issues, and environmental
issues.
Feedback processes. Stakeholders noted that they have given their time and applied
themselves to give useful inputs into the City’s plans. They requested that there be a
feedback process, so people could be sure that their voices had been heard.
Issues of Delivery
Majority of the discussions during the consultative process, centred on issues of service delivery
Communities noted that there are many pressing delivery issues, including the need for the
immediate repair of infrastructure, improved housing quality, the provision of health and social
services, improving access to social grants, and the extension of assistance to vulnerable groups.
While this document cannot reflect the detailed inputs and comments that were made during the
consultative process, some of the key issues raised in respect of the economic development are
summarised below:
In the economic development sector workshop and economic development commission,
participants emphasised the need for:
 Small business and innovative industries to be incentivised
 Information sharing on economic potential, projects and prospects in the city;
 Job creation to be boosted
 The City to clarify the roles it will play in realising the interventions proposed for economic
development
 Support of economic development programmes for youth, women, creative industries, urban
agriculture, the clothing industry
 Clear support programmes to facilitate the second economy
 Drivers/champions for the various economic projects proposed
Gaps
The following gaps were identified in the sector plan:
 An understanding (audit) of the skills available in the city
 A funding plan for the good ideas contained in the plan
 A connection of the city’s strategy with ASGISA
 A focus on urban agriculture
 A champion for each major initiative identified in the plan
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ECONOMIC DEVELOPMENT SECTOR PLAN
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA
Measured increase in sectoral
diversification and growth in
sectors targeted for City support
Sector Support programme
Sector Support programme
Support tourism, and especially the emerging
tourism sector, by developing a wellpublicized Joburg tourism package targeting
both the local and international markets
 2010 Tourism strategy approved and
implementation to start.(JTC/SS)
 Tourism Signage plan approved - rollout to begin.(JTC/SS)
 Mayoral report submitted for approval of
the development of Medical Database
as medical/ health & Tourism sector
intervention. (SS)
 Launch of Jozi Shopping Festival took
place on 16 Sept at Fourways
View.(JTC/SS)
 JTC participated in the following
exhibitions: SAACI, African Hair and
Beauty, IASP, IFORS, HICA and eTourism.(JTC)
Support tourism, and especially the
emerging tourism sector, by
developing a well-publicized Joburg
tourism package targeting both the
local and international markets
 Develop a database of
medical tourism services
offered in Joburg to promote
internationally via JTC (SS)
 Facilitate 2nd year of Joburg
Shopping Festival(SS)
 Establishment of an advances
manufacturing incubator in
underserved areas (SS)
 Roll out of 4 additional Techno
centres in partnership with
Community Development (SS)
 Implementation of the Joburg
Broadband Network Project
(SS)
 Development of the Economic
Development Policy and
Strategy Framework and
Development of strategic
plans/Concept Papers for
implementation, Monitoring
and Evaluation (PPI)
 Broadband
telecommunications Policy
Framework and By-Laws
(PPI)
 Entrepreneurship Policy
Framework (PPI)
 Support the production of a
film documentary for xcombatants (TBU)
 Formation of 10 business and
construction co-ops for
disabled persons. (TBU)
Support the emergence and
growth of the BPO industry
Support the emergence and growth of the
BPO industry
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Identified the BPO Precinct. (SS)
Inward investment in the inner City of R
100m and 1000 new seats in the inner
city. (SS)
Support the massive expansion of the
small construction industry
1500 Trained Learners within the
BPO sector with 80%
employment rate (SS)
Support the massive expansion
of the small construction
industry
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Target funding from the Jozi
Equity Fund towards SME
participating in City owned
and City driven construction
projects.
Formation of 10 business and
construction co-ops for
disabled persons. (TBU)
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA
Through a process of rigorous ongoing
assessments, identify other industries to
support and appropriate methods to
support them (other sectors include
wholesale and retail, medical health and
property)
Through a process of rigorous
ongoing assessments, identify
other industries to support and
appropriate methods to support
them (other sectors include
wholesale and retail, medical
health and property)

Consultants have submitted 2nd and 3rd
drafts for the Development of Economic
Development Policy and Strategy
Framework (PPI)
 Consultants have submitted 2nd part of
the Development of Investment Initiative
Policy Framework Report (PPI)
 Final report incorporating the investment
opportunities and implementation
programme has been submitted for the
Urban Agribusiness Initiative:
Investment Projects (SED)
 Consultants submitted a draft of the
Manufacturing Strategy, and final
strategy has been deliberately delayed
to obtain at least 100 responses to an
industry survey to better unpack
constraints/needs of the industry. (SS)
Support the information and
communications technology sector

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Development of the Economic
Development Policy and
Strategy Framework and
Development of strategic
plans/Concept Papers for
implementation, Monitoring
and Evaluation (PPI)
Establishment of an advances
manufacturing incubator in
underserved areas (SS)
Support the information and
communications technology
sector

Increase in the rate of formation
of new businesses
Emerging Industries Support programme
Facilitate development of current contractors
into sustainable small-businesses (in
construction and materials supply sector).
 The department is in the process of
completing the co-op strategy, which
was presented to mayoral in June 2008
for implementation in July 2008. The
SMME Equity fund business and
financial model is also in the process of
being completed that should assist
emerging industries. The economic
development framework strategy, which
outlines emerging industries was
completed in June 2008.(SMME)
 Development of the Second Economy
Policy Framework and Implementation
Strategy is on track. Consultation is
being done with DPUM (PPI)
Facilitate access to commercial and
industrial property more suitable to the
space requirements of start-up firms
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86.77% Opex spend awarded to BEE
(JPC)
69.40% Capex spend awarded to BEE.
(JPC)
54.1% BEE participation in private
sector property and construction sector.
(JPC)
Roll out of 4 additional Techno
centres in partnership with
Community Development (SS)
Emerging Industries Support
programme
Roll-out of the Jozi Equity Fund Grant Funding (SMME)
Facilitate access to commercial
and industrial property more
suitable to the space
requirements of start-up firms

Linked to other programmes
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA
Develop and operationalise a regional
equity fund
Develop and operationalise a
regional equity fund

SMME Equity Fund Financial and
Business Model implementation on is
on track(SMME)
Support development of emerging
industries through the City’s own targeted
procurement

Reduce the rate of closure of
firms in the City
Across City and municipal Owned
Entities increased spend on new
products and services that can be
commercialised
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SMME Equity fund financial and
business model is completed and
caters for the City’s own targeted
procurement by providing capital to
assist SMME. (SMME)

Development of the SMME's Policy
Framework – 1st draft produced (PPI)
Industry Restructuring Support
programme

Roll-out of the Jozi Equity
Fund -Grant Funding (SMME)
Support development of
emerging industries through the
City’s own targeted procurement

Linked to other programmes
Industry Restructuring Support
programme
Facilitate and support the restructuring of
older and declining industrial areas, to
provide industrial space more conducive to
industry regeneration
 Commissioned the feasibility study for
developing a second airport in Lanseria
or Midrand for the COJ.(SED)
 Evaluation of all proposals for the
Township Economic Development has
been completed and awaiting finalisation
from Department of Housing. (SED)
 Service Provider for the Industrial Parks
programme has been appointed and
Inception Report submitted and
accepted by the Directorate. (SED)
Research & Development Support
programme

In partnership with existing national and
provincial support agencies, sponsors or
facilitate R&D funding for new industry
segments

Citywide Township Economic
Development Programme
(SED)
Research & Development
Support programme

Develop an economic plan
and implementation strategy
for disabled persons (TBU)
Economic Summit for targeted
beneficiaries
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA
Expand the total volume and
value of exports of goods and
services in real terms
Economic Connectivity programme
Economic Connectivity
programme
Implement a defined number of strategic
projects (legacy projects) that enhance the
image and position of Johannesburg as the
financial, business services and trading hub
‘Mall of Africa’ cross-border wholesale and
retail trade hub linked to goods transport
facilities and systems, especially for lowerincome cross-border shoppers.
 Published key marketing and tourism
information brochures. (JTC & SS)
 Promoted business tourism through 12
advertorials and advertising. (JTC & SS)
 Initiated the Johannesburg Flagship
Magazine, Produced brochures and
newsletters.-(JTC & SS)
 44 firms assisted in export readiness
training. (TI)
 54 SMME's participated in Export
activities. (TI)
 Facilitated the establishment and
provision of world class tourist
information services for 38 SMME’s.(JTC & SS)
 Facilitated the participation of 4 SMME
in Meetings Africa Exhibition.-(JTC &
SS)
 Facilitated the grading of 20 B&B.-(JTC
& SS)
 Participated in 3 Investment Promotion
Activities (TI)
 Targeted 33 companies in 4 locations
(TI)
 Facilitating 2 companies. One on
expansion and the other to establish an
African office. (TI)
Facilitate large inward investments
through information provision and
targeted facilitation support
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Investment promotion strategy
document was completed at the end of
June 2008.(TI)
8 SMME’s exhibited at the Soweto
Festival 24-28 Sept 08 (TI)
8 SMME’s met up with a Nigerian
delegation organised by JCCI under the
BITSA 23 Sept 08 (TI)
3 SMME’s attended the GEMS in
London 1-3 Sept 08 (TI)
Export Promotion draft strategy is in the
process of being completed by
consultants (TI)
Implement a defined number of
strategic projects (legacy projects)
that enhance the image and
position of Johannesburg as the
financial, business services and
trading hub ‘Mall of Africa’ crossborder wholesale and retail trade
hub linked to goods transport
facilities and systems, especially for
lower-income cross-border
shoppers.
 Target 100 potential investors.
(TI)
 Facilitate 10 Investment
Promotion Projects (TI)
 Investment incentives Policy
Framework-Development of
Strategic Plans/Concepts for
Implementation, Monitoring
and Evaluation (PPI)
Facilitate large inward
investments through information
provision and targeted
facilitation support
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200 SMMEs trained to Export.
(TI)
80 SMMEs to implement
export Strategies. (TI)
Establish a Johannesburg
Services Export cluster (TI)
Develop a Trade and
Investment Promotion
Website (TI)
Develop and launch
Investment Marketing Material
Cost of doing business and
investors toolkit (TI)
5-YEAR STRATEGIC
OBJECTIVES
Improve the profile of
Johannesburg, both on the
continent and internationally, as a
core centre of finance, business
and trade
Increased savings rate of
households in the City as
assessed through various surveys
Greater proportion of goods and
service inputs required by city
firms sourced within the South
African economy
132
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA
Promote business tourism through
information provision, the conference
bureau, etc
Promote business tourism
through information provision,
the conference bureau, etc



Initiated 3 bids (JTC)
Various institutions are being consulted
with the possibility of developing and
implementing the integrated Skills
Development Program focused on
training in the tourism industry.(JTC)
International Positioning programme
Liaise with key partners in the business
community to define what the City can do
over the longer term to help consolidate,
protect and enhance Johannesburg’s position
as an internationally recognized finance and
business centre.
 Targeted investment promotion strategy
completed by May 2008. Implementation
started in July 08.(TI)
 Showcased the destination through
attendance at the World travel Market
exhibition in London and at 4 local
exhibitions.(TI)
 Formulated and activated the marketing
and brand strategy.(JTC)
 JTC participated in South African
Tourism Road shows that took place in
Kenya, Tanzania and Nigeria. These
road shows provided a platform to
undertake PR activities for the recent
xenophobic attacks on foreign
migrants.(JTC)
 JTC has won two international bids
namely: Miss World Pageant 2008 and –
Tourism Business Conference.(JTC)
 Foreign investor database has 500
companies (TI)
 The City has currently trained 154
SMME and also exposed a number of
SMME to international and national
exhibitions generating potential sales to
the value of R 4 million. (TI)
Household and community savings
programme
Linked to other programmes
International Positioning
programme



Development of the Brain
Exchange Expatriate Talent
(PPI)
Development of a framework
and implementation plan for
the City's engagement with
economically active migrants
living in the City (PPI)
Leverage R1bn of private
sector investment (JPC)
Household and community
savings programme
Support the formation of savings and
investment co-operatives and facilitate their
access to an expanded range of banking
products
 The financial and business modelling of
the Community bank was completed in
May 2008. Implementation started in
July 2008.(SMME)
Make and buy-local programme

To ensure steady improvement in the quality
and therefore desirability of locally produced
goods (both locally and internationally), work
with partner organisations to develop
emerging suppliers, inform and empower
consumers.
 Linked to other programmes
To ensure steady improvement in
the quality and therefore desirability
of locally produced goods (both
locally and internationally), work
with partner organisations to
develop emerging suppliers, inform
and empower consumers.
Linked to Dirang Ba BohleCommunity Bank
Make and buy-local programme
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA

Increase in the City’s spending to
specific targeted firms owned by
specific categories of HDI (BEE,
women, disabled, youth, etc.)
Increase in the City’s spending to
specific targeted firms owned by
specific categories of HDI (BEE,
women, disabled, youth, etc.)
BEE Support programme
BEE Support programme
Expand and widely market the current BEE
database.
 Introduced 2 BEE agents to the trading
floor (JFPM)
 The current BEE database was
revamped and aligned to the City’s BEE
database in May 2008
 Service provider has been appointed for
Database and Strategy on Potential
accessing of external funding sources
for DED projects (PPI)

Expand and continuously refine the City’s
own targeted procurement

Completion of the BEE database and
the accreditation of the companies on
the database (SMME)
BBBEE Support Programme
Maximise the economic opportunity for
BEE firms through creative use of the
City's property portfolio
 Approval of Inner City Property Scheme
at Mayoral in Sep 08 (ICPS)
 Completion of the Inner City Property
Scheme Financial Model.(ICPS)
 Road shows to all Major townships to
sensitize SMMEs about opportunities in
the ICPS completed. These covered
Soweto, Diepsloot, Ivory Park,
Alexandra, Orange Farm, and the Inner
City
Catalyse opportunities for BEE through
creative public-private partnership


133
Finalise and design and begin
construction of JFPM
Premium Hall (JFPM)
Through the Business Place or other
agencies, scale up the City's assistance
to SMMEs to start, formalise or
accesses opportunities (SMME)
The City has sponsored Soweto Festival
that was held between the 2- 28 Sept
2008, which has a targeted focus on
SMMEs who are sponsored by Standard
Ban to exhibit.(SMME)
Ongoing maintenance,
registration, verification of
current Black Supplier
Database. (SMME)
 Collection of data of disabled
persons particularly young
women with BEE companies
(TBU)
 Introduce 1 BEE agent;
 Increase BEE (JFPM)
participation in the fresh
produce value chain (JFPM)
Expand and continuously refine
the City’s own targeted
procurement

Increased number of SMMEs
accessing procurement
opportunities in the City,
throughout the SMME and
BBBEE policy and strategy
framework. (SMME)
BBBEE Support Programme
Maximise the economic
opportunity for BEE firms
through creative use of the City's
property portfolio
 Implementation Partnership of
the ICPS (ICPS)
Catalyse opportunities for BEE
through creative public-private
partnership

Through the Business Place
or other agencies, scale up
the City's assistance to
SMMEs to start, formalise or
accesses opportunities
(SMME)
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA
Where feasible and appropriate, work with
other agencies established by other
spheres of government to ensure that HDI
entrepreneurs have access to other
institutional and financial support
 The financial and business modelling of
the JOZI SMME Equity Fund is
complete. MOU to be signed with DBSA
and IDC to provide institutional and
financial support to SMME. (SMME)
 Discussions with potential funders such
as the IDC, DBSA and NEF have
commenced.(SMME)
 The City has assisted 2,000 enterprises
per month to access institutional and
financial support (e.g. Ubsubomvhu)
through the Business Place.(SMME)
Where feasible and appropriate,
work with other agencies
established by other spheres of
government to ensure that HDI
entrepreneurs have access to
other institutional and financial
support
 Targeted Groups Economic
Support Policy and
Implementation Strategic
Framework and Development
of Strategic Plans/Concepts
for Implementation, Monitoring
and Evaluation (PPI)

Increase access to financial
support through for example
the Business Place, and
“Dirang Ba Bohle” Community
Bank (SMME)
Where feasible and appropriate,
facilitate the support to all City
department and MEs
Where feasible and appropriate, facilitate
the support to all City department and
MEs

134
Linked to other programmes

Steering committee and forum
to increase the City's opening
to targeted firms, report
targeted spending trends to
ED's and Mayoral committee
task team to address contract
specific underperformance
(SMME)
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA
Increased role of co-operatives in
the city’s economy, and increased
number of informal traders in citymanaged market spaces
‘graduating’ into formal
businesses
Informal and Community Sector Support
programme
Informal and Community Sector
Support programme
Redefine and scale up the City’s current
Informal Trade Development Programme to
ensure that informal traders benefit from a
system that facilitates their stabilization and,
where possible, graduation to the formal
sector
 39 co-operatives established and in the
process of finalising business plans. 5
traders have graduated into formal
trading. (MTC/SMME)
 There is an informal trading program
that is run by Wits Univ. and W&R seta
relating to the training of informal
traders. (MTC/SMME)
 Hoek Street and Quartz Street Linear
markets are in the process of being
rolled out. (MTC & SMME)
 Informal Trading by-law review is in
progress.(MTC & SMME)
 Baseline research to develop MTC
database on all traders in the City is in
progress. 1700 Smart Cards has been
rolled out.(MTC & SMME)

Work on Quartz and Hoek Streets 1
and the consolidated Linear Markets
business plan is
continuing.(SMME/MTC)

Hoek street segment 3 with the private
sector was launched in Sept
2008.Market designs ready,
consultations with traders underway,
alternative arrangements for relocation
during construction ongoing.(SMME/MTC)
 Quartz street Linear Market pavement
finalised in 3 segments, constructors are
busy with the forth block (SMME/MTC)
Facilitate a package of support for small
manufacturing co-operatives






135
Co-ops strategy is going through the
consultation stage.(SMME)
10 co-operatives have been registered –
a further 10 is in progress of being
registered. (MTC & SMME)
A database of existing co-operatives is
available. (MTC & SMME)
MTC has registered 29 Close
Corporations.(MTC)
MTC has achieved of 25% of its
implementation plan for the
development of an incubation facility for
its traders.(MTC)





Demarcation and
promulgation of restricted and
prohibited areas in
collaboration with legal and
JMPD
Implementation of
Confederations Cup and 2010
Informal trading strategy
Implementation of By-laws
enforcement framework that
includes street trading by-laws
and ensures that stalls are
replaced with Linear Markets
(SMME)
Noord Street Linear Market.
(MTC)
Wanderers Street Linear
Market. (MTC)
Roll out of 3600 smart cards in
MTC managed facility
Facilitate a package of support
for small manufacturing cooperatives

Through the co-operative
office, increase the role of cooperatives in the City
economy (SMME)
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA
Work with stakeholders to roll out a
community bank that enables SMMEs
including, co-operatives and informal
traders to build a credit record, access an
expanded range of financial products
Work with stakeholders to roll
out a community bank that
enables SMMEs including, cooperatives and informal traders
to build a credit record, access
an expanded range of financial
products
Discussions with Dept of Housing to jointly
rollout the “Dirang Ba Bohle” Community
Bank are continuing. (SMME)
Increased number of beneficiaries
reached by City-facilitated skills
development initiatives
Roll-out of the “Dirang Ba
Bohle” Community BankGrant Funding (SMME)
Skills Development programme
Skills Development programme
In partnership with business develop an
expanded bursaries programme that will
massively increase the flow of bursaries to
university and FET learners
 Linked to other programmes

Develop a City skills strategy focused on
the skills supply/demand chain, first lends
to the identification of a list of critically
scarce skills in the city, to guide other
initiatives





136

The Skills Strategy has been completed
and sent to mayoral for
approval.(SMME)
Site under review in terms of locations
for the integrated Skills Hub for
COJ.(SMME)
Skills supply demand analysis
drawn.(SMME)
Implementation of the Skills strategy has
commenced (SMME)
RPLing of over 2000 artisans has been
completed (SMME)
Facilitate skills audit of
disabled persons on the
database to be collected
(TBU)
 There are an estimated 3500
destitute Ex-combatants in
around Johannesburg some
with semi-skilled however they
are unable to find jobs. Funds
for training will be provided for
40 participant who meet the
criteria (TBU)
Develop a City skills strategy
focused on the skills
supply/demand chain, first lends
to the identification of a list of
critically scarce skills in the city,
to guide other initiatives

Linked to RPL strategy
(SMME)
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA
Work in conjunction with educational
institutions and the business community
to ensure that educational institutions
supply the industries with the relevant
skills
Linked to RPL strategy (SMME)

MOU established with University of
Johannesburg – general skills
development.(SMME)
 Placed 22 students in the ambassador
mentorship programme.(SMME)
 Provided training in Industry based and
business operations to 136 SMME’s.
(SMME)
 Currently working with Wits Plus and
Wits enterprise to supply the industries
with the accounting and business
related skills (SMME)
 Initial discussion are currently underway
with Dept of Research at the Vaal
University of Technology with a focus on
developing particularly technical skills at
graduate level and targeting skills
shortages at both postgraduate and
doctoral levels. (SMME)
 MTC together with Transportation Dept,
Implemented Customer Care training for
2 taxi operators.(MTC)
Work with universities and FET colleges
to increase the intake of more learners in
career paths that are linked to current
economic skills needs
Develop a next-generation EPWP that
expands the range of training beyond the
current offerings





137
123 079 EPWP jobs created up to the
end of the 2nd quarter of the 4th year of
implementation.(EPWP)
Nine official received training in NQF5
and NQF 7
A total of 29 Learnership projects for
EPWP Vuku’phile Learnerships were
approved
EPWP office participated in two Cities
network engagement. The first one was
at the Umsunduzi Municipality on 29th
July 2008. The second one was a bimonthly EPWP inclusive Cities Network
meeting
Hosted EPWP Lekgotla with al CoJ
Departments and MoE’s to address the
following;
 Institutional arrangements
 Training strategy
 Task rates
 Review of EPWP policy

Linked to RPL strategy
(SMME)
Develop a next-generation EPWP
that expands the range of
training beyond the current
offerings






Participate in 5 City's Network
Reference groups and Hosting
1 session. Convene 10
MANCO meetings and 8
EPWP SCM meetings.
Participate in 4 national
EPWP learning forums
(EPWP)
Train 60 City officials in NQF
5/7. Train 100 officials on MIS
and EPWP reporting
templates (EPWP)
Monitoring of Learnerships
implementation for all City
departments and entities
(EPWP)
Increase EPWP branding and
marketing (EPWP)
Organise at least 20 tours of
work to at least 50 projects
(EPWP)
Absorption of disabled into
training programmes (TBU)
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA
Within broader youth-development
strategy scale-up career guidance for inand out-of- school youth, using virtual
Job/Career Centres, and other
mechanism, where appropriate
Within broader youthdevelopment strategy scale-up
career guidance for in- and outof- school youth, using virtual
Job/Career Centres, and other
mechanism, where appropriate

The youth development strategy is in the
process of being developed. (SMME)

Combined Skills Development programme
- various
Linked to RPL strategy
(SMME)
Combined Skills Development
programme - various


Linked to other programmes



138
Support the ex military
combatants in start up and
emerging businesses with
skills entering into labour
market (SMME)
Up to 3500 informal traders
trained through Business
Skills Programme and
enrolled in Mentorship
Programme which seeks to
link traders with business
opportunities (SMME)
Train up to 1500 informal
traders through Partnership
(SMME)
Implementation of the
integrated Skills Hub
incorporating, RPL and LMIDGrant Funding (SMME)
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA
Economic base of
underdeveloped areas of City
increased over five years
Area-based Economic Development
programme
Area-based Economic
Development programme
Design and rollout an intervention strategy
within townships and underdeveloped areas,
e.g. the Alexandra Renewal Programme,
Soweto Development Initiative, and the
Soweto Empowerment Initiative, to accelerate
economic development.
 Launch of Soweto Five Year Economic
Development Plan and Business
Summit
 Bara central 50% completed
 Southern farms and Misgund 10%
completed.(SED/JPC)
 Rietvlei 70% completed (SED/JPC)
 OrlandoEkhaya phase 2 90%
completed.(SED/JPC)
 A township economic development
program is being developed and rollout
began in July 2008.(SED)
 Evaluation of proposals for Region
Special Economic Development Plans
for B & E has been finalised and service
provider appointed (SED)
 Security Services have been contracted
for the SEZ, and have been upgraded to
armed guards
 Electrical cables have been re-installed
 Logo for the SEZ has been finalized and
a report submitted for the Mayoral
Committee meeting for Jan 2009
 Secured URL for the SEZ
(www.sowetoempowermentzone.com)
Market and implement the inner city Urban
Development Zone



Successfully promoted the UDZ Tax
incentive. Recorded private sector
investment worth 3.3 billion
cumulatively.(SED)
 Minister of finance has extended the
UDZ BY 5 years from 2009 to 2014 as
contained in the budget speech tabled
before parliament on February 20,
2008.(SED)
 The UDZ Tax Incentive programme has
been re-launched and submission made
to National Treasury regarding the redemarcation of the new boundaries to
cater for shadow areas (SED)
Assist with the restructuring and renewal
of industrial areas, inter alia by exploring
the introduction of demolition (or other )
incentives

139
A city wide agribusiness initiative is
being undertaken and implementation
programme is being developed.(SMME)





Implementation and coordination of Five year Soweto
Economic Development plan
(SED)
Accelerate the roll out of the
SEZ (SEZ)
Part Implementation of the
Deep South Economic
Development Plan (SED)
Marketing and implementation
of the Urban Development
Zone Programme and Region
F Economic Development
Plan (SED)
Detailed Airport Economic
Development Plan
Establish 1 BEE distribution
centre in previously
disadvantaged area. (JFPM)
Market and implement the inner
city Urban Development Zone

Marketing and implementation
of the Urban Development
Zone Programme and Region
F Economic Development
Plan (SED)
'Marketing and implementation
of the Urban Development
Zone Programme and Region
F Economic Development
Plan (SED)
Assist with the restructuring and
renewal of industrial areas, inter
alia by exploring the introduction
of demolition (or other )
incentives

Linked to SED programmes
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA
Facilitate the re-engineering of the
economies of existing economic activity
areas (nodes, business districts, or high
streets) that may be under-performing, in
decline, or at risk, through a range of
appropriate interventions
Facilitate the re-engineering of
the economies of existing
economic activity areas (nodes,
business districts, or high
streets) that may be underperforming, in decline, or at risk,
through a range of appropriate
interventions


This is an ongoing project and focus on
rigorous economic development
intervention. The department is currently
developing a proactive strategy to
hamper inner cities economic
decay.(SED)
MTC has formulated a sustainable
facility management strategy
document(.MTC)
Investigate feasibility and, where
appropriate, design and rollout key
economic infrastructure and other support
in areas of future economic opportunity,
notably Kya Sands/Lanseria and in and
around the Gautrain stations

An Airport Economic Feasibility Study
and Special Economic Zone initiative is
being undertaken for implementation
support in 2008/09. (SED)
 Service Provider has been
commissioned to undertake feasibility
study completed by June 2008 with roll
out and implementation starting in
2008/09.(SED)
 Architectural and layout plans for
Marlboro and Midrand is being carried
out (SED)
 The Airport City and Spatial Economic
Zone - A scenario exercise regarding
benefits and risks of a airport vis a vis
augmenting functional capacity and
specialisation of a new existing airport
finalised and presented to Senior
Management of the Department (SED)
Facilitate improved urban management in
targeted areas

Implementation of projects
emanating from the Regional
Economic Development
Framework (region A, B, C,
D&E) (SED)
 Leverage R500m to facilitate
improvement in the south of
Joburg and Inner City. (JPC)
Investigate feasibilities and rollout of Economic Infrastructure
and other forms of support for
areas of future Economic
Opportunities to leverage signoffs. E.g. Gautrain

Detailed Airport Economic
Development Plan
Facilitate improved urban
management in targeted areas

Reduced costs of doing business
in the city on an index of microeconomic constraints (as
measured by a two yearly cityspecific micro-economic
constraints survey)
Conducive Environment programme
Investigation of incentive packages to support
specific sectors
 1st draft report received and stakeholder
engagement underway for the
development of Economic Innovation
Policy (PPI)
Roll out of the BPO precinct
and ceremonial launch (SS)
Conducive Environment
programme



140
Assessment of Economic
Programmes with those in
other spheres of government
and bordering municipalities to
determine synergies (PPI)
Assessment of the economic
regulatory framework
Projects and Programme
Impact assessment framework
(PPI)
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA
Conducive Environment programme
Conducive Environment
programme
Facilitate the extension of cost effective
broadband ICT infrastructure to all
businesses
 Tender process completed. The City
owns substantial amount of assets in the
form of fibre and negotiations are
underway to secure the use of fibre
network of SANRA. By securing these
negotiations the City will have a
substantial footprint to form the basis of
the JBNP.(SS)
Introduce a city-wide survey to identify
other/changing micro-economic
constraints (e.g. restrictive regulations) on
investment and systematically address
these where appropriate

Linked to Broadband projects
(SS)
Introduce a city-wide survey to
identify other/changing microeconomic constraints (e.g.
restrictive regulations) on
investment and systematically
address these where appropriate

Economic Support programme
Projects and Programme
Impact assessment framework
(PPI)
Economic Support programme






Provision of Economic Development
information to serve as input in
economic policy and strategy
formulation for the City
2008 Annual Economic Review
completed.(ER)
Economic Growth forecasting model for
the City completed.(ER)
Presented the 2008 Annual Economic
Review to the Mayoral Committee in
Sept 2008.(ER)
Presented the quarterly presentation to
the Economic Development SubCommittee on the state of South African
Economy and implications to the
economy of the City in Sept 2008.(ER)








141
Economic Data Subscriptions.
(ER)
Annual Economic Review.
(ER)
Economic Development
Resource Centre. (ER)
Qtrly presentations on the
state of the Economy and its
implications to the City. (ER)
Regular Economic Column
contribution to the DED
Newsletter. (ER)
Bi-monthly Economic
Development. (ER)
Economic Development
Advisory Panel – Semi Annual
Meetings. (ER)
Update of the City's Economic
Growth forecasting model
including different budget
scenarios for the City (ER)
Economic Data and Profile of
all COJ Regions(ER)
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA
Reduction in the proportion of city
firms indicating skills gaps as a
constraint on investment (as
measured by a two yearly cityspecific micro-economic
constraints survey)
Skills Development programme
Skills Development programme
Develop a well-articulated, widely accessible
labour market database that facilitates the
flow of relevant and strategic labour market
information for active and inactive job
seekers, and profiles diverse skills levels
available.
With partners, support skills development that
will feed emerging industries with large jobabsorption potential (e.g. call centre staff,
construction, and telecommunications
 There has been an expressed interest
by India call centres to partner with the
City. (SS)
 Database of property to be catalogued.
SMME incubator devised and identified.
(SMME)
 Finalisation of the Implementation and
Roll-out Plan for the Skills Hub is
currently underway and includes setting
up of targeted focus groups with various
stakeholders for the Hub including
business sector, FEI’s, SETA’s and
relevant government departments such
as the DOL and DTI (SMME)
 Work has commenced between EPWP
and Skills Programme on building an
EPWP dataset that forms part of the
Labour Market information
Database.(SMME)
100% City of Johannesburg compliance
with all relevant legislation
Develop a well-articulated, widely
accessible labour market database
that facilitates the flow of relevant
and strategic labour market
information for active and inactive
job seekers, and profiles diverse
skills levels available.
With partners, support skills
development that will feed
emerging industries with large jobabsorption potential (e.g. call centre
staff, construction, and
telecommunications
 Linked to RPL strategy
(SMME)
100% City of Johannesburg
compliance with all relevant
legislation

Achievement of unqualified audit
beginning of financial period
Second Quarter reviews completed and
submitted in February 2009.(ME)
Financial Management programme
Implement all necessary Operation clean
audit initiatives to enhance and facilitate
proper management of systems in adherence
to GAMAP principles
142
100% City of Johannesburg
compliance with all relevant
legislation

Compilation and Finalisation
of 4 ME Business Plans jointly
with MEs (2009/10) (ME)
 Monitoring and Evaluation of
quarterly reports of 4 MEs
(ME)
 Regular monitoring of MEs
Turn-around Strategies. (ME)
 Adhoc support to DED and
MEs to ensure continuity and
sustainability (ME)
Financial Management
programme

Provide support to MEs and
Directorates to ensure clean
audit (ME)
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA
Keep personnel expenditure to acceptable
levels to release funds for aggressive
service delivery improvements
Keep personnel expenditure to
acceptable levels to release
funds for aggressive service
delivery improvements

Linked to other programmes


Enterprise-wide risk management
programme
Enterprise-wide risk
management programme
Through an integrated enterprise wide risk
management framework across the City,
identify other risks that may affect the City,
and work to mitigate their impact

Revise the budget format to facilitate
flexible programme based budgeting
Manage Risk management
process in conjunction with
JRAS (ED)
 Ensuring procurement
protocols, processes and
practices in line with the
MFMA (ME)
Revise the budget format to
facilitate flexible programme
based budgeting

Increased number of
beneficiaries reached by
City-facilitated skills
development initiatives
Skills Development programme
In partnership with business develop an expanded
bursaries programme that will massively increase the
flow of bursaries to university and FET learners
 Linked to other programmes
Develop a City skills strategy focused on the
skills supply/demand chain, first lends to the
identification of a list of critically scarce skills in
the city, to guide other initiatives





143
Compliance with the City's
administration policies and
procedures (ME)
Manage personnel costs
within prudential limits as
prescribed by National
Treasury (ME)
The Skills Strategy has been completed and sent
to mayoral for approval.(SMME)
Site under review in terms of locations for the
integrated Skills Hub for COJ.(SMME)
Skills supply demand analysis drawn.(SMME)
Implementation of the Skills strategy has
commenced (SMME)
RPLing of over 2000 artisans has been
completed (SMME)
Align to CoJ budgeting
processes and methodology
(ME)
Skills Development programme

Facilitate skills audit of
disabled persons on the
database to be collected
(TBU)
 There are an estimated 3500
destitute Ex-combatants in
around Johannesburg some
with semi-skilled however
they are unable to find jobs.
Funds for training will be
provided for 40 participant
who meet the criteria (TBU)
Develop a City skills strategy
focused on the skills
supply/demand chain, first lends
to the identification of a list of
critically scarce skills in the city,
to guide other initiatives

Linked to RPL strategy
(SMME)
Work in conjunction with educational institutions
and the business community to ensure that
educational institutions supply the industries with
the relevant skills

Linked to RPL strategy
(SMME)

Linked to RPL strategy
(SMME)

MOU established with University of
Johannesburg – general skills
development.(SMME)
 Placed 22 students in the ambassador
mentorship programme.(SMME)
 Provided training in Industry based and business
operations to 136 SMME’s. (SMME)
 Currently working with Wits Plus and Wits
enterprise to supply the industries with the
accounting and business related skills (SMME)
 Initial discussion are currently underway with
Dept of Research at the Vaal University of
Technology with a focus on developing
particularly technical skills at graduate level and
targeting skills shortages at both postgraduate
and doctoral levels. (SMME)
 MTC together with Transportation Dept,
Implemented Customer Care training for 2 taxi
operators.(MTC)
Work with universities and FET colleges to
increase the intake of more learners in career
paths that are linked to current economic skills
needs
Develop a next-generation EPWP that expands the
range of training beyond the current offerings





123 079 EPWP jobs created up to the end of the
nd
th
2 quarter of the 4 year of
implementation.(EPWP)
Nine official received training in NQF5 and NQF
7
A total of 29 Learnership projects for EPWP
Vuku’phile Learnerships were approved
EPWP office participated in two Cities network
engagement. The first one was at the
th
Umsunduzi Municipality on 29 July 2008. The
second one was a bi-monthly EPWP inclusive
Cities Network meeting
Hosted EPWP Lekgotla with al CoJ
Departments and MoE’s to address the
following;
 Institutional arrangements
 Training strategy
 Task rates
 Review of EPWP policy
Within broader youth-development strategy scaleup career guidance for in- and out-of- school
youth, using virtual Job/Career Centres, and other
mechanism, where appropriate

144
The youth development strategy is in the
process of being developed. (SMME)
Develop a next-generation EPWP
that expands the range of
training beyond the current
offerings

Participate in 5 City's Network
Reference groups and Hosting
1 session. Convene 10
MANCO meetings and 8
EPWP SCM meetings.
Participate in 4 national
EPWP learning forums
(EPWP)
 Train 60 City officials in NQF
5/7. Train 100 officials on MIS
and EPWP reporting
templates (EPWP)
 Monitoring of Learnerships
implementation for all City
departments and entities
(EPWP)
 Increase EPWP branding and
marketing (EPWP)
 Organise at least 20 tours of
work to at least 50 projects
(EPWP)
 Absorption of disabled into
training programmes (TBU)
Within broader youthdevelopment strategy scale-up
career guidance for in- and outof- school youth, using virtual
Job/Career Centres, and other
mechanism, where appropriate

Linked to RPL strategy
(SMME)
Combined Skills Development programme various
Combined Skills Development
programme - various


Linked to other programmes



Economic base of
underdeveloped areas of
City increased over five
years
145
Area-based Economic Development programme
Design and rollout an intervention strategy within
townships and underdeveloped areas, e.g. the
Alexandra Renewal Programme, Soweto
Development Initiative, and the Soweto
Empowerment Initiative, to accelerate economic
development.
 Launch of Soweto Five Year Economic
Development Plan and Business Summit
 Bara central 50% completed
 Southern farms and Misgund 10%
completed.(SED/JPC)
 Rietvlei 70% completed (SED/JPC)
 OrlandoEkhaya phase 2 90%
completed.(SED/JPC)
 A township economic development program is
being developed and rollout began in July
2008.(SED)
 Evaluation of proposals for Region Special
Economic Development Plans for B & E has
been finalised and service provider appointed
(SED)
 Security Services have been contracted for the
SEZ, and have been upgraded to armed guards
 Electrical cables have been re-installed
 Logo for the SEZ has been finalized and a report
submitted for the Mayoral Committee meeting for
Jan 2009
 Secured URL for the SEZ
(www.sowetoempowermentzone.com)
Support the ex military
combatants in start up and
emerging businesses with
skills entering into labour
market (SMME)
Up to 3500 informal traders
trained through Business
Skills Programme and
enrolled in Mentorship
Programme which seeks to
link traders with business
opportunities (SMME)
Train up to 1500 informal
traders through partnership
(SMME)
Implementation of the
integrated Skills Hub
incorporating, RPL and LMIDGrant Funding (SMME)
Area-based Economic
Development programme






Implementation and coordination of Five year Soweto
Economic Development plan
(SED)
Accelerate the roll out of the
SEZ (SEZ)
Part Implementation of the
Deep South Economic
Development Plan (SED)
Marketing and implementation
of the Urban Development
Zone Programme and Region
F Economic Development
Plan (SED)
Detailed Airport Economic
Development Plan
Establish 1 BEE distribution
centre in previously
disadvantaged area. (JFPM)
Market and implement the inner city Urban
Development Zone
Market and implement the inner
city Urban Development Zone


Successfully promoted the UDZ Tax incentive.
Recorded private sector investment worth 3.3
billion cumulatively.(SED)
 Minister of finance has extended the UDZ BY 5
years from 2009 to 2014 as contained in the
budget speech tabled before parliament on
February 20, 2008.(SED)
 The UDZ Tax Incentive programme has been relaunched and submission made to National
Treasury regarding the re-demarcation of the
new boundaries to cater for shadow areas (SED)
Assist with the restructuring and renewal of
industrial areas, inter alia by exploring the
introduction of demolition (or other ) incentives

A city wide agribusiness initiative is being
undertaken and implementation programme is
being developed.(SMME)
Facilitate the re-engineering of the economies of
existing economic activity areas (nodes, business
districts, or high streets) that may be underperforming, in decline, or at risk, through a range
of appropriate interventions


This is an ongoing project and focus on rigorous
economic development intervention. The
department is currently developing a proactive
strategy to hamper inner cities economic
decay.(SED)
MTC has formulated a sustainable facility
management strategy document (.MTC)
Investigate feasibility and, where appropriate,
design and rollout key economic infrastructure
and other support in areas of future economic
opportunity, notably Kya Sands/Lanseria and in
and around the Gautrain stations

Marketing and implementation
of the Urban Development
Zone Programme and Region
F Economic Development
Plan (SED)
'Marketing and implementation
of the Urban Development
Zone Programme and Region
F Economic Development
Plan (SED)
Assist with the restructuring and
renewal of industrial areas, inter
alia by exploring the introduction
of demolition (or other )
incentives

Linked to SED programmes
Facilitate the re-engineering of
the economies of existing
economic activity areas (nodes,
business districts, or high
streets) that may be underperforming, in decline, or at risk,
through a range of appropriate
interventions

Implementation of projects
emanating from the Regional
Economic Development
Framework (region A, B, C,
D&E) (SED)
 Leverage R500m to facilitate
improvement in the south of
Joburg and Inner City. (JPC)
Investigate feasibilities and rollout of Economic Infrastructure
and other forms of support for
areas of future Economic
Opportunities to leverage signoffs. E.g. Gautrain

An Airport Economic Feasibility Study and
Special Economic Zone initiative is being
undertaken for implementation support in
2008/09. (SED)
 Service Provider has been commissioned to
undertake feasibility study completed by June
2008 with roll out and implementation starting in
2008/09.(SED)
 Architectural and layout plans for Marlboro and
Midrand is being carried out (SED)
 The Airport City and Spatial Economic Zone - A
scenario exercise regarding benefits and risks of
a airport vis a vis augmenting functional capacity
and specialisation of a new existing airport
finalised and presented to Senior Management
of the Department (SED)
Facilitate improved urban management in
targeted areas

Facilitate improved urban
management in targeted areas

146
Detailed Airport Economic
Development Plan
Roll out of the BPO precinct
and ceremonial launch (SS)
Reduced costs of doing
business in the city on an
index of micro-economic
constraints (as measured
by a two yearly cityspecific micro-economic
constraints survey)
Conducive Environment programme
Investigation of incentive packages to support specific
sectors
 1st draft report received and stakeholder
engagement underway for the development of
Economic Innovation Policy (PPI)
Conducive Environment programme
Facilitate the extension of cost effective broadband
ICT infrastructure to all businesses
 Tender process completed. The City owns
substantial amount of assets in the form of fibre
and negotiations are underway to secure the use
of fibre network of SANRA. By securing these
negotiations the City will have a substantial
footprint to form the basis of the JBNP.(SS)
Introduce a city-wide survey to identify
other/changing micro-economic constraints (e.g.
restrictive regulations) on investment and
systematically address these where appropriate
Conducive Environment
programme

Assessment of Economic
Programmes with those in
other spheres of government
and bordering municipalities to
determine synergies (PPI)
 Assessment of the economic
regulatory framework
 Projects and Programme
Impact assessment framework
(PPI)
Conducive Environment
programme

Linked to Broadband projects
(SS)
Introduce a city-wide survey to
identify other/changing microeconomic constraints (e.g.
restrictive regulations) on
investment and systematically
address these where appropriate

Economic Support programme
Provision of Economic Development information to
serve as input in economic policy and strategy
formulation for the City
 2008 Annual Economic Review completed.(ER)
 Economic Growth forecasting model for the City
completed.(ER)
 Presented the 2008 Annual Economic Review to
the Mayoral Committee in Sept 2008.(ER)
 Presented the quarterly presentation to the
Economic Development Sub-Committee on the
state of South African Economy and implications
to the economy of the City in Sept 2008.(ER)
Projects and Programme
Impact assessment framework
(PPI)
Economic Support programme









147
Economic Data Subscriptions.
(ER)
Annual Economic Review.
(ER)
Economic Development
Resource Centre. (ER)
Qtrly presentations on the
state of the Economy and its
implications to the City. (ER)
Regular Economic Column
contribution to the DED
Newsletter. (ER)
Bi-monthly Economic
Development. (ER)
Economic Development
Advisory Panel – Semi Annual
Meetings. (ER)
Update of the City's Economic
Growth forecasting model
including different budget
scenarios for the City (ER)
Economic Data and Profile of
all COJ Regions(ER)
Reduction in the
proportion of city firms
indicating skills gaps as a
constraint on investment
(as measured by a two
yearly city-specific microeconomic constraints
survey)
Skills Development programme
Skills Development programme
Develop a well-articulated, widely accessible labour
market database that facilitates the flow of relevant
and strategic labour market information for active and
inactive job seekers, and profiles diverse skills levels
available.
With partners, support skills development that will
feed emerging industries with large job-absorption
potential (e.g. call centre staff, construction, and
telecommunications
 There has been an expressed interest by India
call centres to partner with the City. (SS)
 Database of property to be catalogued. SMME
incubator devised and identified. (SMME)
 Finalisation of the Implementation and Roll-out
Plan for the Skills Hub is currently underway and
includes setting up of targeted focus groups with
various stakeholders for the Hub including
business sector, FEI’s, SETA’s and relevant
government departments such as the DOL and
DTI (SMME)
 Work has commenced between EPWP and
Skills Programme on building an EPWP dataset
that forms part of the Labour Market information
Database.(SMME)
Develop a well-articulated, widely
accessible labour market database
that facilitates the flow of relevant
and strategic labour market
information for active and inactive
job seekers, and profiles diverse
skills levels available.
With partners, support skills
development that will feed
emerging industries with large jobabsorption potential (e.g. call centre
staff, construction, and
telecommunications
 Linked to RPL strategy
(SMME)
100% City of
Johannesburg
compliance with all
relevant legislation
100% City of Johannesburg compliance with all
relevant legislation
100% City of Johannesburg
compliance with all relevant
legislation
Achievement of
unqualified audit
beginning of financial
period

Second Quarter reviews completed and
submitted in February 2009.(ME)
Financial Management programme
Implement all necessary Operation clean audit
initiatives to enhance and facilitate proper
management of systems in adherence to GAMAP
principles
Keep personnel expenditure to acceptable levels
to release funds for aggressive service delivery
improvements

Linked to other programmes

Compilation and Finalisation
of 4 ME Business Plans jointly
with MEs (2009/10) (ME)
 Monitoring and Evaluation of
quarterly reports of 4 MEs
(ME)
 Regular monitoring of MEs
Turn-around Strategies. (ME)
 Adhoc support to DED and
MEs to ensure continuity and
sustainability (ME)
Financial Management
programme

Provide support to MEs and
Directorates to ensure clean
audit (ME)
Keep personnel expenditure to
acceptable levels to release
funds for aggressive service
delivery improvements


Enterprise-wide risk management programme
Through an integrated enterprise wide risk
148
Compliance with the City's
administration policies and
procedures (ME)
Manage personnel costs
within prudential limits as
prescribed by National
Treasury (ME)
Enterprise-wide risk
management programme
management framework across the City, identify other
risks that may affect the City, and work to mitigate
their impact
Revise the budget format to facilitate flexible
programme based budgeting

Manage Risk management
process in conjunction with
JRAS (ED)
 Ensuring procurement
protocols, processes and
practices in line with the
MFMA (ME)
Revise the budget format to
facilitate flexible programme
based budgeting

149
Align to CoJ budgeting
processes and methodology
(ME)
Environmental Management Sector Plan
INTRODUCTION AND OVERVIEW
The Environmental Management Portfolio has been in existence since the new Mayoral term
started in March 2006. This establishment was in recognition of ensuring that environmental
sustainability issues are high on the City’s agenda in line with international trends in other cities
elsewhere. The growing awareness about climate change issues and the recognition that local
environmental concerns have a global dimension provides an opportunity for the city to put
environmental concerns at the centre of global development debate and to respond accordingly
and appropriately to such concerns. Johannesburg as an aspirant ‘world class African city’
intends to be globally recognised as taking proactive response to environmental global concerns.
The Environment Portfolio is made up of the Environment Department, Johannesburg City Parks
(JCP) and the Johannesburg Zoo. The Environment Department is responsible for developing
policies and strategies to the extent that conservation and biodiversity is concerned.
Johannesburg Zoo and Johannesburg City Parks in turn act as implementing agents. The
Environment Department therefore has an oversight function on business of the two entities. This
oversight role also encompasses the service delivery monitoring function of the two entities
together with cooperative governance and financial sustainability with the support of the Office of
the MMC. Due to the cross cutting nature of environmental issues, the core department is also
responsible for other environmental functions such as:
 Development of policies and strategies;
 Regulatory and enforcement;
 Compliance monitoring and reporting; and
 Oversight on environmental performance of the city in general.
Within this context, the department therefore has the following directorates responsible for:
Air quality and climate change,
Natural resources management,
Waste policy and regulation, policy integration and
General environmental policy development
Service delivery agreement and compliance





Johannesburg City Parks is responsible for the management of the city’s parks, cemeteries and
nature conservation whilst Johannesburg Zoo provides conservation, education, research and
recreation functions to the citizens of the City.
CHALLENGES AND OPPORTUNITIES
The Environment Sector is confronted by a number of challenges that may affect its service
delivery mandate. The attempts to mitigate the impact of these challenges have provided major
opportunities for the Department to efficiently and effectively deliver on its mandate.
The legislative and policy environment that gives guidance to the work of the Department is ever
changing and thereby expanding the scope/mandate of the Department. The Department
participate on ongoing legislative processes of relevant departments such as Department of
Environmental Affairs and Tourism, Department of Minerals and Energy and Department of
Waster Affairs and Forestry. The Department also engages with the provincial department of
Agriculture, Conservation and Environment on any legislative and policy initiatives. Through this
process the City anticipates and prepare for implementation of new policy and legislative
150
requirements. There is also participation at SALGA environment subcommittees to ensure
alignment with neighbouring municipalities.
Since the establishment of the department, notable successes include the establishment of a
dedicated directorate for Air Quality and Climate Change. This is considered the first for a city in
South Africa. This has been due to the recognition that cities are at the centre of climate change
response. South Africa is a signatory to some of the international treaties and conventions
designed to deal with the emerging multilateral environmental issues. The department also
participates in the international and national forums and initiatives to address these issues.
Johannesburg experiences high levels of air pollution due to reliance on private vehicles and the
burning of fossil fuels such as coal for space heating and cooking specifically in low income
areas. The establishment of the Directorate Air Quality and Climate Change has led to
implementation of specific programmes to respond appropriately. The implementation of the Rea
Vaya Bus Rapid Transit System, Basa njengo Magogo (BnM), education and awareness
programme to mention a few will go a long way in contributing to a reduction in emissions and
improvement of the poor air quality levels. An awareness programme on how to burn coal
efficiently has been implemented in Soweto and Alexandra and will be rolled out until the end of
2009. This programme has led to notable behavioural changes in fire lighting method to reduce
emissions.
The Natural Resource Management Directorate has been established to respond to challenges
on biodiversity, conservation, open spaces and catchment management. Whilst surface water
quality remains a challenge mainly due to blocked sewers, ageing and inadequate infrastructure
and littering carried via the Storm water drains into Johannesburg’s rivers, there has been some
progress in terms of responding to the issues. Quarterly reporting with specific action plan to
address pollution is in place. A hotspot action programme has also been implemented to respond
to recurrent hotspot areas. Appropriate institutional mechanisms have been put in place to deal
with this issue. There is collaboration with the government departments, forums, communities and
the private sector to do river cleanup and rehabilitation. In order to reverse environmental
degradation, catchment management rehabilitation remains a key priority. The rehabilitation of
the southern catchment, the Klipriver/ Klipspruit Greening and Rehabilitation project, is one of the
biggest projects for the department and is implemented by JCP. Further to this is the completion
of rehabilitation plans for Bruma Lake and Zoo Lake including rehabilitation of the Jukskei
catchment. The department working with Johannesburg Roads Agency and Johannesburg Water
is intervening directly on storm water management and sewer maintenance respectively.
The availability of landfill airspace and accessibility creates a challenge of illegal dumping in the
City. The department regulates the transportation and movement of waste in the city through its
waste-licensing programme, whilst Johannesburg Metro Police undertakes enforcement. The
Waste Policy and Regulation Directorate develops waste policy, which in turn is implemented by
PIKITUP and other service providers through licensing. The Department is working with the
Infrastructure and Services Department and, Environmental Health and Pikitup to ensure that a
proactive strategy is implemented to reduce illegal dumping. The strategy includes doing a
feasibility study on changing the current practise of waste storage, collection and disposal to
explore material recovery throughout the City. It is imperative to note that in order to meet the
Polokwane Declaration targets there is a need to have 360 degrees turn on the current waste
management practice by the City and its Municipal Owned Entities and other waste generators
and service providers.
As a rapidly urbanising city, there is lot of development pressure on valuable environmental
resources, accordingly the Directorate Environmental Regulatory Services.
Environment is a specialised field and in order to understand the good or bad changes caused by
anthropogenic factors, sophisticated scientific monitoring systems and specialised skills are
required to inform decision-making and enforcement. Although the Department has secured
151
resources to deal with this challenge, more funding will still be required for expansion of some of
the scientific monitoring systems. The mandate of the department is ever expanding.
The City of Johannesburg is known as the Urban Jungle. However, it is evident that parks and
trees that make up this urban forest are predominately occurring in the northern part of City as
opposed to the South. The Department through Johannesburg City Parks have a huge
programme of developing parks and planting trees in the previously disadvantaged areas of the
South.
REVISION TO THE COJ 2006/11 IDP
This is a second review of the Environmental Portfolio five-year IDP sector plan since the reestablishment of the Department as a standalone Department in 2006, with the first review
undertaken during the 2007/08 IDP annual review period. Most changes particularly to the fiveyear objectives were instituted with the first revision. Only minor changes are effected with this
revision and these include:
 Introduction of a separate 5-year objective and associated IDP programmes focusing on
provision of burial space. This was informed by the increasing demand and challenges of
availability of sustainable burial spaces in the long term due to increase in deaths. Therefore
a need for Johannesburg City Parks to identify and prioritise short term and long term
programmes in addressing this challenge.
 Implementation of Extended Public Works Programme has also been included as a new
strategic goal. Johannesburg City Parks and JHB Zoo creates more than 1 000 jobs through
EPWP thus contributing to social and economical development of communities. Further JCP
has intentions to pursue accreditation with LG Seta in providing EPWP training in the green
industry, which will ensure that environment best practises are integrated in the programme
as well.
One of the programmes was aiming at increasing Johannesburg Zoo animal collection to 3 500,
currently the number of species has been increased to 2 700 animal species; however the Zoo
foresee challenges in attaining this goal. Temple of snakes feature has not been completed as
yet, and when complete will only increase animal collection numbers by 100. Further there are
challenges in Capital funding of other features to increase number of species. This programme
has therefore been revised to 2 800 animal collection.
INITIATIVES TOWARDS MEETING THE GDS PRINCIPLES
Environment is responsible for the coordination of at least two following GDS indicators:
Indicator 13: Total city ecological footprint in sq km - Department has commissioned a study to
assist in collation of information to measure this indicator, with an intention of integrating this
information into the current five-year IDP programmes.
Indicator 14: No of days per annum that air pollution is within the city’s air quality guidelines - the
Department monitors air emissions through its air quality stations and has recently added two
new stations. This information is reported as part of Departmental quarterly reports.
KEY PROGRAMMES FOR THE REMAINING TERM
The Environment Portfolio has assessed its mid term performance and came up with the
following key programmes in the remaining term that will see to it that the Department achieve its
five year objectives and subsequently the City’s long term goals.
Water resources (rivers, impoundments and wetlands) improvements
 Ongoing water quality interventions in identified water quality hotspots – Mshenguville;
Alexandra/ Wynberg; Bosmont; Bruma Lake; Princess Dump
152


Implementation of Klipriver/ Klipspruit legacy project – Dlamini and Orlando Dube nodes.
Rehabilitation of Lenasia and Orlando Dam wetlands
Air quality improvements
 Continue with Basa njengo Magogo domestic reduction programme in Soweto and
Alexandra, monitor and report on impact of this initiative
 Air quality licensing and permitting as per CAPCO delegations
 Introduce incentive schemes for voluntary reduction of air emissions - industries and vehicles
sector
Waste Management
 Continue with waste minimization initiatives during major events
 Establishment of enforcement unit and aggressive by-law enforcement targeting illegal
dumping sites
 Region specific education and awareness campaigns
Climate Change mitigation and adaptation programmes
 Completion of retrofitting of council owned buildings programme
 Greening of BRT and installation of solar water heaters (ARP and Cosmo City)
 Determination of flood prone areas
Demand Side Management
 Demand side management by law (energy)
 Review of water service by-law
 Demand side management education and awareness campaigns
Biodiversity and Open Space Management
 Facilitation of proclamation of identified conservation areas and nature reserves
 Increase number of learners visiting the Zoo through introducing interactive programmes and
also increase number of disadvantaged learners visiting the Zoo
 Rezoning and zoning of open spaces through implementation of open space master plan and
ensuring, correct zoning in development applications
 Parks development – Jabavu, Chiawelo and Diepkloof
Mainstreaming of environmental issues
 Continue with compliance monitoring of strategic projects (Gautrain, Cosmo City and ARP),
City’s Capex projects and private developments.
 Integration of information from the State of the Environment report and catchment
management policy into City’s planning tools such as RSDFs and the SDF
 Capacity building and training of planners and MoEs on environmental requirements
SECTOR RESPONSE TO COMMUNITY ISSUES
The City went through a comprehensive public participation process during March and April 2008,
which included Regional Summits hosted per Ward and Stakeholder Summits where three issues
were prioritised per each Ward. Broad range of environmental issues were raised from these
engagements indicating an improved awareness of importance of environmental issues as well
as significant contribution of environmental management in improving lives of the citizens. These
included the following areas:


Biodiversity and Conservation management – official recognition and protection of
identified conservation areas within Wards.
Wetlands and river protection - the need to protect wetlands and rivers for future
generations as well as minimising health associated impacts as a result of degraded
watercourses.
153



Waste Minimisation initiatives – establishment of recycling facilities, which will reduce
waste going to landfill sites while also providing job opportunities to community.
Parks development, upgrade and maintenance to contribute towards beautification of wards
in general, also contributing towards social development and providing safety environment for
kids to play in.
Open space management – open space management is critical in catering for social
community needs and preventing crime as un-maintained open spaces promote crime and
illegal dumping.
The Department and MEs (City Parks and JHB Zoo) provided detailed response on how these
issues will be addressed. There are already ongoing programmes to deal with some of these
issues such as proclamation of conservation areas with biodiversity assessment study conducted
identifying areas to be proclaimed/protected; rezoning of open spaces; watercourse protection
and rehabilitation including ongoing upper Jukskei rehabilitation programme; ongoing
Klipriver/Klipspruit Legacy Project focusing on eco parks development and wetlands protection
within the identified corridor.
Request for park developments and upgrades (Jabavu, Chiawelo, Diepkloof and Meadowlands)
have been included in 2009/10 cycle.
SECTOR CONTRIBUTION TO 2010 FIFA WORLD CUP
2010 World Cup is around the corner with a number of major projects such as upgrading of stadia
implemented by the City in preparation of the event of this magnitude. The following are amongst
the programmes implemented by the sector in preparation of 2010:

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2010 Greening Programme – this programme includes beautification of road islands and
development of eco-parks and rehabilitation of Klipriver/ Klipspruit corridor. Much work has
been done already with 34 eco-parks nodes already designed and actual development of
eco-parks and wetland rehabilitation completed in some parts of the corridor.
Green Goal Standards – FIFA has made available its green goal standards; the City will
develop operational plans/guideline to ensure that these standards are implemented.
Waste Management – The Environment Department has started implementing waste
management initiatives during major events, which focuses on waste separation thus
promoting recycling and reuse of waste generated during events. Waste management
guidelines during events have also been developed and are currently implemented.
2010 Capex Projects – The Department also ensures that the 2010 projects implemented by
the City comply with relevant environmental regulations such as NEMA through compliance
monitoring. Further the Department ensures that the projects are prioritised by approving
authorities i.e. GDACE, to help fast track implementation.
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ENVIRONMENTAL MANAGEMENT SECTOR PLAN
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA
10 % improvement in integrity
of water courses
Ecological reserve preservation
programme and river health programme
Ecological reserve preservation
programme and river health
programme
10 % improvement in river
health

10km of watercourses
rehabilitated
2 water bodies rehabilitated for
ecological and recreational
purposes
10% improvement against
water quality requirements set
for the river reserve
100% completion of wetland
audit for protection of wetlands
5 wetlands rehabilitated for
aquatic habitats and
watercourse
To increase the total land area
proclaimed as conserved area
from 1,3% to 5% of the city’s
total area
Catchment policy and stormwater
by-laws and framework completed as
facilitated through JRA
 Conceptual Designs for the
rehabilitation of Upper Jukskei have
been completed and Record of
Decision (ROD) received
 Status Quo Assessment of two priority
impoundments i.e. Bruma Lake and
Zoo Lake completed and improved
aesthetic and bio aquatics life (birds,
fish and aquatic vegetation) as a
result of ongoing maintenance done at
Westdene Dam, Moroka Dam and
Dorothy Nyembe dam, Blue Dam and
Florida Lake
 Klipriver/Klipspruit Legacy Project Completed open space master plan
design for 31 nodes; Mapetla and
Mofolo Wetland and Regional Parks
and Dorothy Nyembe nursery
 Detailed designs and development of
Dlamini Node; Phase 3 development
of Mapetla Wetland Park, further
development of Mofolo Node and
Development of the Eco-Parks
(Ubuntu Node and Mofolo South
node)
Management of wetlands programme
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Preliminary zoning baseline data and
zoning for priority conservation areas
completed
Compiled and submitted a
consolidated list of potential areas for
proclamation, which included
approximately 67 Recreational parks,
and 41 Nature areas
5 Ecological Management Plans were
developed for the following areas
Kloofendal Nature Reserve,
Kloofendal, Cosmo City, Melville
Koppies, Rietfontein and The Wilds
for implementation according to
Implementation of
Klipriver/Klipspruit Greening and
Rehabilitation Project – Dlamini and
Orlando West Nodes
Rehabilitation of Bruma Lake
Citywide flood-line determination
Management of wetlands programme
Wetlands Audit of all wetlands across
the City completed and a clean up of
7 wetlands to date as part of the long
term rehabilitation programme
 River bank stabilisation was
undertaken at Mapetla Wetlands Park
as well as Diepkloof spruit through
SANBI Working for Wetlands
programme
 Other wetlands that were rehabilitated
(Florence Bloom, Bosmontspruit,
Lenasia; and Vodacom wetlands)
Biodiversity protection programme

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
Rehabilitation of Lakeside and
Orlando Dam wetlands
Biodiversity protection programme

Development and implementation of
ecological management and
development master plans for
selected conservation areas
Continue with protection of sensitive
habitats diversity – capacity building
and training
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS

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To enhance the city's
biodiversity through Zoo,
Botanical Gardens and nature
reserves (Green belts)
Johannesburg Zoological and
Botanical Gardens
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Metropolitan open space system
implementation programme
Initiate benchmarking programmes
that link Jo’burg Botanical Garden
with other national and international
Botanical Gardens and research
tertiary institutions
 Development of a research based
Environmental Education centre
and Continue with participating in
research projects to protect
endangered species
 Continue to increase number of
animals in Zoo through developing
internal husbandry manual.
Produce and manage 8 active
animal studbooks and initiate
programmes to improve and ensure
animal well being
 Continue with increasing the
number of learners visiting the Zoo
annually through introducing and
implementing interactive programs
at the Zoo for education and
recreational purposes
 Increase number of disadvantaged
learners visiting the Zoo
 Increase the number of visitors
visiting the Zoo annually to 500,000
and create incentives for return
visits
 Continue to host Biodiversity events
Metropolitan open space system
implementation programme
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legislation
Biodiversity Assessment completed
1 519 ha cleared of alien vegetation
through Working for Water and JCP
Biodiversity and Conservation
Environmental Education Programme
reached approximately 23 772 during
the 2006/7 and 19 684 beneficiaries
during 2007/8 fiscal years (A total of
43 456 beneficiaries to date)
Approximately 173 units of wild life
game have been accounted for in all
reserves that have capacity
Develop and implement a long-term
local biodiversity strategy for CoJ
Development and implementation of
Ecotourism Business case for
selected conservation areas
Johannesburg Zoological and Botanical
Gardens

To establish a network of open
spaces that contribute to
social and environmental
opportunities
2009/10 DELIVERY AGENDA
2 700 species available at the Zoo
Some of the attraction features
completed at the Zoo include
Discovery Centre, Bears to
Lemurs/Madagascar, with Temple of
Snakes to be completed soon
Interactive snake demonstration
added to program at Discovery Centre
Hosted 2 Biodiversity and 2 Year of
the Frog events. Completed Arbor
Day event – 2988 learners attended
The Zoo has seen 67 648 visitors in
the first 2 months of 2008/09, well on
track to reach target of 480 000
visitors annually. Number of learners
seen in first 2 months is 16 276
Developed and implemented
strategies to increase number of
disadvantaged groups visiting the
Zoo. 2 429 disadvantaged learners
have already visited the Zoo this year
for free
Completed Open Space Development
Framework and also completed
ground-truthing of 7 key open space
areas worthy of inclusion into green
network
Development of open spaces and
parks completed (Avalon cemetery
upgrade, Diepsloot cemetery; Lenasia

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Continue with implementation of
open space master plan developed
for 4 regions.
Review of open space by-laws
At least 40 open spaces properly
zoned as public open spaces
Groundtruthing done at Kloofendal
5-YEAR STRATEGIC
OBJECTIVES
To increase the number of
trees on sidewalks and in
parks and private properties
by 200 000
5% Reduction in air pollution
levels from a baseline index of
(2005), within specific pollution
categories
IDP PROGRAMME AND KEY
ACHIEVEMENTS
cemetery, Crematoria, Diepkloof
Park’s extension, Chiawelo Park
development, Diepkloof Memorial
Park (Extreme Park Makeover),
Pioneer Park, Cosmo City parks)
 5 parks were upgraded in the financial
year 2007/08 in the Inner city
complimenting the Inner- city charter
commitments. Parks: Pieter Roos
Park, Edith Cavell, Alec Gorshel,
Donald Mckay and JZ De Villiers
 City Beautification- 26 Road Islands
Developed/ Upgraded
 Development of Green Servitude
Regulatory Tool for CoJ
Burial Space programme
Burial Space programme

Primary developments of Diepsloot
and Waterval cemeteries have been
completed with additional
development being rolled out over the
next 5 years. These two cemeteries
can provide a primary amount of
520,000 graves
 Additional sites at Avalon and
Olifantsvlei have been identified and
are going through the EIA process
ready for development within the next
two years
City greening programme


Over 91 000 trees have been planted
at the end of 2007/8 vs. the target of
200 000 with 90,990th tree planted in
celebration of Nelson Mandela’s 90th
birthday, 62 000 more trees to be
planted
 Total of 6 165 trees planted (excl.
3000 street trees) planted at Cosmo
and Alexandra Renewal Projects
 Memorial tree programme introduced
in July 2008
Air pollution prevention programme
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157
2009/10 DELIVERY AGENDA
Completed BnM demonstration
project in Alexandra (10 000
households) and Soweto (30 000
households)
Vehicle emissions reduction strategy
completed and two voluntary testing
programmes implemented as part of
awareness creation
Completed licensing and permitting
strategy for scheduled processes
Completed audit of 500 boilers in the
City
70% completion of an emissions
inventory i.e. domestic data, part of
vehicle data and industries and all air
quality sources and pollutants have
been mapped
Voluntary rating scheme developed
for industries and vehicles
and surrounds, Klipriviersberg NR
and surrounds, Rietfontein NR,
Pimville Koppies, Lower Klipriver
(Lenasia), 3x areas within Region G
Upgrade of Lenasia and Avalon
Cemeteries
City greening programme

Develop Beautification Master plan
(design) for 2010 and beyond
Continue with the tree-planting
programme: 62 000 trees target
Air pollution prevention programme


Implementation of targeted
interventions to reduce air pollution
in the domestic sector (BnM roll-out
– Soweto and Alexandra)
Regulation and enforcement in
respect of air emissions from
industrial sources – CAPCO
delegation
Implementation of voluntary rating
and incentive schemes within
industry and vehicles sector
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS

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Action plans implemented to
address pollution hotspots (4
areas)
10% improvement against
water quality requirements set
for the river reserve
15 % reduction in tonnages of
waste disposed to landfill
based on the 2006
2% reduction in GHG
emissions through flagship
158
2009/10 DELIVERY AGENDA
Completion of emissions inventory,
linked to Green House Gas inventory
Dispersion modelling -quantification of
emission sources and implications for
planning
Development of Cleaner Production
(CP) process guidelines for selected
industries
Water Pollution programme
Water Pollution programme


Continued with implementation of
water quality monitoring programme
and hotspots programme (Klipriver;
Bosmontspruit; Princess Dump;
Mshenguville and ARP)
 Continued with engagement of
relevant stakeholders-forums to
address water pollution challenges
and pollution incidents and non
compliance issues investigated and
referred for corrective action
 Ongoing Upper Jukskei litter trap and
river clean-up initiatives -32 511kg of
litter removed
 Maintenance and river clean-up for
specific areas done through EPWP
programme. Removed 32 511 kg of
waste to date and 42 people
employed
Waste Minimisation programme

Waste minimisation programmes
implemented at ARP and Cosmo City
include piloting of crushers for
construction rubble recycling and
minimisation, waste clean up and
education and awareness training for
3 400 people and licensing of
construction vehicles
 Separation of waste at source during
major events and diverted more than
173 tons of waste from disposal by
landfill at city events and through
awareness and clean up campaigns
 Established guidelines on waste
separation at events and operations of
buy back centres
 Facilitated the establishment of a buy
back centre at Orange Farm,
Alexandra buy-back centre, Cosmo
City buy back centres and Zondi buyback centre improvements
 Registered, renewed and licensed
more than 740 waste service provider
 More than 3 300 fines were issued for
non compliance with waste
management by-laws
 Waste minimisation strategy for
Region F
Climate Change Mitigation programme


Implementation of Water quality
monitoring programme in line with
the Surface Water Quality
Enhancement Plan
Continue with clean ups and
maintenance of upper Jukskei (litter
trap maintenance)
Ongoing interventions inwater
quality hotspot areas – five areas
identified
Waste Minimisation programme

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Waste separation at source (major
events) through waste management
strategy and regulations
Waste minimization initiative with
production/ manufacturing
companies
Waste management monitoring
through Waste Information System
(WIS)
Continue with registration and
licensing of waste service providers
Compliance monitoring for city
owned and privately landfill sites
Regulation and enforcement in
respect of waste by-laws
Climate Change Mitigation
programme
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
projects

To improve City’s resilience to
climate change impacts
170 and 52 solar water heaters
installed at Cosmo and ARP
respectively and beneficiaries trained
on use of technology and its benefits,
further roll out planned
 Retrofitting of 5 council owned
buildings completed and further
retrofitting of 12 council-owned
buildings under Clinton Climate
Initiative planned
 Project Idea Notes (PIN) for BRT
CDM and Cosmo City CDM
completed, currently undertaking
CDM PDD process
 Implementation of emission reduction
strategy with Ekurhuleni and Tshwane
Climate Change Adaptation programme




Climate Change Action Plan
Completed
Completion of general vulnerability
assessment
Implementation of sector specific
initiatives
Detailed studies undertaken, e.g.
stormwater, flooding, risk assessment,
cost-benefit analysis
2009/10 DELIVERY AGENDA



Facilitation of implementation of
retrofitting for remaining council
buildings
Facilitation of implementation of
solar water heaters (Cosmo City
and ARP)
Greening of BRT – resource
efficiency measures
Climate Change Adaptation
programme


Identification of flood prone areas
within the City.
Continue with climate change
vulnerability assessment and
implemented of identified initiatives
Demand Side Management
 Draft DSM energy by law
Establish and strengthening
institutional mechanisms to
implement environmental
strategies within the city
Institutional programme
Finalisation of DSM energy by-law
Development of Water
Conservation and demand strategy
and action plan

Review of water services by-law
Institutional programme
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159
Established Inter governmental
relations with the GDACE and DME,
IGR forum planned with Gauteng
Metro’s on matters pertaining to
environmental management
Provincial liaison meetings on
Environmental Implementation Plan
for Gauteng
Established city-wide awareness
forum with MEs and Core
departments
Continued with participation in the
DANIDA funded programme on Urban
Environment Management and
Climate Change


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Continue with strengthening inter
governmental partnerships
(national, provincial and local) and
other private institutions
Continue with information-sharing
sessions with Gauteng metros in
format of 2 seminars
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA
To integrate environmental
best practices and principles in
key city plans and
programmes
Mainstreaming of environmental issues
city wide programme
Mainstreaming of environmental
issues city wide programme

Environmental policy principles
included in comments on
development applications
 Generic Environmental Management
Plan completed
 Environmental Compliance strategy in
place as overall framework to guide
environmental compliance
 Environmental legislative
requirements incorporated into CIMS
 Capacity building training on
environmental legislative
requirements of Land Use
Management, Building Control and
the Johannesburg Roads Agency
 Implementation of the Modderfontein/
Kyalami EMF
Environmental Awareness and
communication programme

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
Hosted successful Climate Change
Summit during World Environment
Week (Summit, June 2008)
A number of Environmental Education
programmes were implemented:
Greening the Workforce including;
greening of schools; schools holiday
programme; public exhibitions;
environmental competitions; theme
days celebrations
The Environmental Education
Programme reached approximately 23
772 during the 2006/7 and 19 684
beneficiaries during 2007/8 fiscal
years (A total of 43 456 beneficiaries
to date

Incorporation of wetlands
protection; catchment management
policy; state of the environment;
greening (tree planting and
servitudes) into IDP process and
other key city planning tools
 Continue with annual capacity
building training on environmental
requirements for planners and MEs
(Part 3)
 Information repository/database on
sustainability indicators
Environmental Awareness and
communication programme
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160
Conduct 3x awareness
programmes on water resource
management (KK)
Organise awareness on domestic
and vehicle air emissions through
BnM and car free days campaigns
Conduct waste management
campaigns in at least 4 regions
Continue with resource efficiency
programme in additional 7 schools
and initiate a schools ambassador
programme
Design and promote a schools
environmental awards programme
as part of the provincial Bontle ke
Botho (clean and green schools)
campaign
Conduct resource efficiency
campaigns with households through
media advertising and theme day
celebrations
Arrange youth summit on
environmental capacity building as
part of World Environmental Day
and Youth month in June
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA
Environmental Management System
Environmental Management System


Completed Environmental
Management System and launched
the environmental policy statement
and rollout of waste (paper) recycling
programme in the City through
Environmental Management System

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
To ensure 90% compliance to
environmental legislation to
ensure continual improvement
of the City’s projects
To develop and maintain an
integrated environmental
management information
system
Legislative and policy reform
programme
Legislative and policy reform
programme

Inclusion of environmental
requirements in town planning
processes
 Commented on the National
Environmental Management
Environmental Laws Amendment Bill
and the NEMA EIA proposed
amendments
 Commented on the Land Use Bill
Review of open space and tree by laws
Compliance monitoring programme
(Capex and Flagship Projects)
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Compliance monitoring programme
(Capex and Flagship Projects)
Ongoing monitoring of compliance
of flagship projects and city’s capital
projects with respective frameworks
 Review of NEMA amendments and
new EIA Regulations
Scientific data management systems
in respect of air, water and waste and
analysis of trends to inform future
planning and decision making

EPWP programme

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
State of Air Report completed
State of Environment Report and
State of the Energy Report underway
Continued with streamlining existing
plans/ policies/ strategies to inform
RSDFs (GIS spatial layer)
Continue to investigate legislative
changes that impact on the
operations of the entities
Continue with updating and
maintenance of an integrated
information management system
 Monitor change in State of
Environment Report through
environmental indicators
 Continue updating spatial plan with
new environmental information
EPWP programme

161
Compliance of flagship projects and
city Capex above 90%
Scientific data management systems in
respect of air, water and waste and
analysis of trends to inform future
planning and decision making


Enhance growth in the EPWP
programme
Continue with EMS awareness
raising internally
Commenced awareness with
external businesses and industry
Encourage EMS implementation in
3 targeted businesses and industry
Hold inaugural environmental
awards for business and industry
participation
3 596 total for new jobs created
through EPWP programme
1 424 total number of people trained
to date
Creation of 4000 jobs through
EPWP
Financial Sustainability Sector Plan
INTRODUCTION AND OVERVIEW
The Financial Sustainability Sector’s is entrusted with the responsibility of coordinating the City’s
efforts through formulation and enforcement of policies, rules and regulations to facilitate financial
sustainability. This Sector oversees good governance and provides for equitable and affordable
service to the City’s citizens. The Sector is further responsible for ensuring financial balance
between the municipal entities, core administration and other relevant stakeholders i.e. other
spheres of government, business civic society and international partners as well as compliance
with relevant legislation, regulations and governance practices whilst ensuring compliance with
the Municipal Finance Management Act (MFMA) thus pursuing to meet the current developmental
changes.
The Financial sustainability finds itself in an era of environmentally prudent revenue collection,
financial strategy, financial and funding planning. The juxtaposition of sustaining and even
increase revenue collection yet make green choices to save depleting natural resources and
satisfy all sector expectations. The mandatory 10% power conservation and investment on solar
geysers, is one example. These are extraordinary times that compel the sector to sustain and
protect infrastructural investment amidst the global financial turmoil.
Minister of Finance, Trevor A Manuel, Budget Speech 2009 informs that “In the past ten months,
the International Monetary Fund has revised its forecast for Global growth in 2009 no less than
five times, from 3.8% in April last year to its current estimate of just half a percent”. When the
Minister provided an outlook for the South African Economy, he pointed out that “….growth in
2009 is forecast to be 1.2%, the lowest rate since 1998…..Several sectors,…. have retrenched
workers and the pace of job losses may accelerate further’. It is against this background that the
deliverables for 2009/10 for the financial sustainability sector plan are contextualised.
The Financial Sustainability Sector comprises of two Departments, namely Finance and Revenue
& Customer Relations Management (R&CRM).These Departments i.e. the Finance Department
and Revenue and Customer Relations Management share the following long-term goals:
 Empowered customers enjoying highest standards of customer care and responsiveness;
 A city that creatively evolves its resourcing/expenditure system to ensure long term fiscal
stability and growth, and optimal spending to support accelerated and sustainable
development;
 A city with stable and growing revenue streams;
 Expanding range of capital funding options, supported by strong capital finance risk
management; and
 Sustained excellence in financial management.
The Finance Department has as its long term mandated goal the efficient management and
sustainability of the City’s finances. This is embodied in the structure of the Department, which
seeks to address all the financial aspects of running the City. The Department therefore has
strong interactions with the MEs particularly through its shareholder unit, which monitors the
enterprises’ governance with the view of maximizing shareholder value in the interests of the
community. It also ensures the maintenance and development of infrastructure while maintaining
the financial viability and sustainability of the MEs through optimal utilization of assets.
The Finance Department is primarily responsible for the following:
 Planning and allocation of budgets according to IDP and ensure effective cash flow
management, loan financing, investment planning & financial risk management;
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Manage centralized treasury functions and act as the City’s central banker, which involves
managing the primary bank accounts, borrowings, investments and financial risk
management for the City and its MEs;
Develop and review the City’s Rates Policy and ensure effective billing of rates, manage and
monitor performance standards across the revenue value chain;
Draw up and implement general & supplementary valuation rolls for the City in terms of
relevant legislation;
Enable an effective control environment to ensure compliance with acceptable financial and
accounting practices, ensure that the City maintains an effective, efficient and transparent
financial and risk management and internal control systems, provide financial administration
functions. Set up group financial policy & framework and monitor group financial performance
and reporting;
Develop and implement an effective and efficient Supply Chain Management system; and
Reviewing, monitoring and “overseeing” of the affairs, practices, activities, behaviour and
conduct of the MEs to satisfy CoJ that, the MEs affairs and businesses are being conducted
in the manner expected and in accordance with the normal commercial, legislative and other
prescribed or agreed norms.
The core functions of the Revenue and Customer Relations Management (R&CRM) Department
includes amongst others the following areas:
 Collection of revenue for rates and services;
 Credit management in respect of rates and services;
 Facilitation and implementation of the billing cycle from inception;
 Management of citywide customer relations through single customer view;
 Management of the citywide policy and strategy in respect of CRM; and
 Overseeing electronic and physical CRM channels.
R&CRM department is the face of the City of Johannesburg and therefore inherently works with
all departments and Municipal Owned Entities. Therefore, while the department is not directly
responsible for the management of Municipal Entities, functions of the department are intertwined
with the operations of the Municipal Owned Entities. The department relies on Municipal Owned
Entities on functions such as the reading of meters to enable the department to produce an
accurate bill, issuing of prompt statements etc.
REVISION TO THE COJ 2006/11 IDP
The following revisions are proposed in the Financial Sector Plan to guide deliverables for
2009/10 and beyond:
5-YEAR STRATEGIC
OBJECTIVE
Availability of cost effective
capital finance to fund the
capital programme
5-YEAR IDP
OBJECTIVE/ PROGRAMMES
Pursue the City’s public borrowing
programme (Domestic Medium Term
Notes) to raise at least R6 billion to 2010
Over the five year term an
average of 10% of citywide
capital spending funded through
public private partnerships
Public Private Partnership programme
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REASON FOR CHANGE
Within the approved R6 billion from the
DMTN the City has borrowed an
accumulated amount of R3.8 billion from
the beginning of the term with R1 billion
planned for 2008/09. The remainder of
R1.2 billion will be left for the 2009/10
financial year
Due to the legislation not being passed at
the time of the IDP signing off, it is
therefore difficult to quantify the 10% as it
has a lot of other interactions.
The Sector will however continue to
provide progress on the implementation of
this IDP Programme
FINANCIAL SUSTAINABILITY SECTOR PLAN
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA
Completion of programme
Phakama to ensure full
business integration across the
value chain
Programme Phakama
Programme Phakama


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
Institutionalised readiness for
implementation of Programme Phakama
Process and transaction training on track
Finalisation of in scope staff migration
completed
System design completed and tested
Responsive Customer Care

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A city that creatively evolves its
resourcing/expenditure system
to ensure long-term fiscal
stability and growth, and
optimal spending to support
accelerated and sustainable
development
Complaints raised vs. resolved at 99%
Scripting in 4 different languages
Embracing new business demands
MPRA, New Social package
Maximise Revenue Collection and Billing

Increase in revenue collection to R7.4
billion against financial turmoil in the world
Programme Phakama
implementation
 200 employees trained on SAP
Processes to support
 Migration of staff and budget
provision
 A drive towards optimizations of
Customer Service Centre
 Implementation of the Extended
Social Package
 51 employees trained on new
Social Package (1 per Contact
Centre)
 Additional staff to respond to
customers
 Technology improvement on the
Contact Centre
 Reduction in time taken to answer
calls
 100% Readiness to Implement
Key Strategic Projects
 Sustain 70% customer satisfaction
despite forces of NCA,MPRA,
credit control
 Reduce number of outstanding
queries by 3%
Maximise Revenue Collection and
Billing



Average 95% rate of collection
of billed revenue


70% Customer satisfaction in
respect of billing
Financial Control and Reporting
Financial Control and Reporting



Staff trained to respond to the NCA,
monitoring and evaluation against its
implementation
 Staff trained on Municipal Property Rates
Act, 2004 (MPRA) implementation
Refunds and Clearances Efficiencies



164
Increase in revenue collection
Address interim readings reducing
impact on refunds and clearance
figures
Increase revenue collection to
minimum R7 billion
100% continued support in the
implementation of the Inner City
Property Scheme, as well as focus
on clearances and refunds in the
Inner City
Increase telephone collections
Increase of active customers receiving
bills to 80%
96%refunds issued within 30 days
72% clearance certificates issued within
100% Compliance with NCA
Support the implementation of
MPRA
Refunds and Clearances Efficiencies



Accurate billing management
Phase pilot: Automation of
clearance processes
95% Clearance certificates and
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
30 days
Implementation and
management of new rates
policy, valuation roll with
minimum disruption
Revenue base management programme

Implement the new rates policy, taking into
account the full implications of the shift to
valuing both site and improvements, the
opportunities for rebates etc
Rates Policy
 Rates Policy drafted and
implemented on 1 July 2008.
 Extensive communication and
consultation to raise awareness and
educate public with regard to Act and
Policy, took place
 Annual review of policy
Valuation Roll
 Draft general valuation roll was
finalised in December 2007 with the
total of the draft value being R600
billion and hence after handed to the
Municipal Manager on 31 January
2008
 Comments from the general public on
the general valuation were allowed
until formal objection process begun
in February 2008
 Public participation strategy with
phases was developed and
implemented
 The roll contains 784 323 entries with
a total market value of R 708.4 billion.
The current General valuation roll
(prepared in 2001) contains some
540 000 entries with a total market
value of R 42 million
 Briefing sessions with ward
councillors and ward committees,
electronic newsletters, adverts on
weekly basis, special newsletters,
training manuals for staff, business
breakfasts, various radio and TV
interviews, meetings with interest
groups, brochures, helpdesk created
 A total of 11,086 written and
telephone queries were received
while a further 20,136 were received
on the website
 Notices were mailed to property
owners informing them of their new
values and the objection process
165
2009/10 DELIVERY AGENDA
refunds issued within 30 days of
application (excluding properties
with meter related issues)
 70% Properties on the billing
system metered and billed with
accurate bills
 Increase in active customers
receiving bills to minimum of 83%
 95% of Rates and Refuse Account
holders receiving accurate bills by
June 2010
Revenue base management
programme






Effectively Implement the
Municipal Property Rates Act on
SAP
Manage applications for rebates
Manage the rates tariffs per
category of property
Further development and review of
the rates policy, including
developments with regard to
Special Rating Areas, proposals
on density and linking the policy to
geographic areas
Monitor impact of the policy and
tariff structure to inform possible
policy changes
Review the policy on an annual
basis in line with the budget
process and legislation
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS







Provisional valuation roll was opened
for public inspection for 90 days from
27 February until 27 May 2008
80 000 notices, that were mailed to
owners in terms of the MPRA were
returned by the Post Office as
undelivered (mostly sectional title
owners)
The objection process statistics are
as follows:

Number of visits to the
valuations website
1,033,680

Number of GV Roll searches
55,700

Number of visits to venues
23,992

Number of email enquiries
11,985

Number of web queries
1,405

Number of formal objections
21,021

Number of formal late objections
337
Objections were due to:

Values being too high/low
17,254

Incorrect owner or property
details
771

Incorrect property category
2,277

Omissions from the roll
560

Properties containing a NIL
value 159
Rates Policy and Valuation Roll were
implemented on 1 July 2008
Implementation of the first supplementary
valuation roll in terms of the Municipal
Property Rates Act to supplement the new
General valuation roll, which became
effective of 01 July 2008
Develop a supplementary valuation roll
based on the market value of both site and
improvements of all properties that had
not been included in the GV Roll since 01
July 2007 (date of valuation)
Reduce the cycle between general valuation
rolls from four to three years

2009/10 DELIVERY AGENDA
Investigate and plan to institutionalise a
three yearly update of the general
valuation roll.



Reduce the cycle between general
valuation rolls from four to three
years


166
Assist the Appeal Board with
appeals against the General
Valuation roll
Data collection and preparation of
the 2012 General Valuation roll
Formulate and implement
supplementary valuation roll
Develop an Automated Mass
Valuation system that would be
able to assist with the mass
valuation of properties, specifically
residential
Plan the next general valuation roll
for implementation on 01 July 2012
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA
A city with stable and growing
revenue streams
Credit Control Enforcement
Credit Control Enforcement


Equitable and competitive tariff
system that is informed by
national inflation data and
targets, comparable metros
and circumstances of citizens
to ensure affordability
Tariff Management programme
Strengthened credit management
controls through 10% Reduction of
areas where no credit control is
taking place i.e. 72 areas
 Revisit credit control policies and
compliance
 Increase in the number of estatements received by City
customers on the current baseline
 Management of ATTCOL for
purposes of enhancing collection
of arrears accounts
Tariff Management programme






A budget system, structure and
format that enables sound
resource allocation decisions
Evaluation on the tariff methodology to
assess whether it is relevant to the current
changes in local government and industry
specific has been concluded
Finalized analysis of departmental tariff
structures in respect of four policy
attributes namely:

affordability/fairness/equity;

sustainability/competitiveness;

cost-reflectivity; and

transparency.
Workshops were held to critically analyse
the proposed tariff model. Out of these
meetings it was agreed that, tariff
determination, needs to respond to the
current challenges facing the City. The
final tariff proposals have responded to the
key issues raised in all the meetings
Tariff by laws approved in June 2008
Amendment of Tariff Policy approved in
August 2008


Ensure compliance to the
amended Tariff Policy by the City
and continuously monitor its
implementation
Enhance engagements with
regulators and bulk services
providers to help the City to make
long term decision on tariff
determination
Review the impact of the preferred
options to elicit additional fees
charged by the City
Budget Reform programme
Budget Reform programme








167
Expansion of credit control by 21.4%
Revise the budget format to facilitate
flexible programme based budgeting
Define the overall budget process to
enable more effective case building by
Departments and MEs as well as more
empowered political decision making and
allocations between programmes
Business case template and guidelines
were created in November 2007
A business case document was developed
and used for 2008/09-budget process
Programme budgeting guidelines and
template populated by individual
Departments & MEs developed 2008/09
These were sent to finance managers for
completion and submitted to Budget Office
prior to budget panel meeting (January
2008)
Business case documents were analysed
and allocations were done based on the
cases submitted (February 2008) for
indicative allocation

Develop systems that align the
financial system (chart of
accounts) to reflect reporting on
programme in order to ensure
proper monitoring
Investigate evaluation tools in the
market
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA

Stabilization of fiscal
architecture within which the
City operates
The revised Budget Management Policy
was implemented from 1 July 2008
Fiscal Risk programme
Fiscal Risk programme






Improvement in unit cost and
allocative efficiency
Availability of cost effective
capital finance to fund the
capital programme
Expenditure Review programme
Develop methods for evaluating unit cost
efficiencies in expenditure on key services and
conduct regular benchmark-comparison studies
with comparable metropolitan municipalities
 Completed implementation of ABC at EMS
 Started the implementation of ABC at
Corporate HR
Capital Financing programme










168
Through engagements with National
Treasury, explore options to replace RSC
Levies with local revenue instrument
strongly linked to economic growth
Scoping document prepared that analyses
the need for additional revenue sources
Identified potential additional and
alternative resources for the City in terms
of its characteristics, revenue generation,
incidence on group and the overall
economic impact
Preliminary legal investigation with
regards to the various alternatives and
requirements to implement each
Recommendations with regard to the
preferred option and project plan
developed for further action
Pursue the City’s public borrowing
programme (Domestic Medium Term
Notes) to raise at least R6 billion to 2010
Within the DMTN, explore and if
appropriate offer a retail bond
Pursue the City’s public borrowing
programme in the Eurobond market
through a Euro Medium Term Notes
programme (EMTN)
Establishment of SME Fund
DMTN Programme was updated to include
Retail Bonds
The retail bonds, also known as the
JoziBond, were issued 21 September
2007, in three trenches of 2, 3 and 5-years
The advertising, media campaign and
community awareness program began 1
August 2007
The Financial Advisory Intermediary
Services (FAIS) compliant call centre went
live on 1 August 2007
The initial primary offering opened on the
8th of August and closed on the 7th of
September 2007
The bonds were listed on Johannesburg
Stock Exchange (JSE) on the 21st of
September 2007

Continuous interaction with
National Treasury and participate
in SALGA, FFC and other forums
Continuous interaction with
Finance Working Team on the
creation of the REDS
Expenditure Review programme


Develop an expenditure Review
document for department and
ME’s on an annual basis
Introduce additional functions to
Activity Base Costing
Capital Financing programme




Issue funding annually and explore
alternative instruments such as
commercial paper (CPs) in line
with budget
Increase the average duration of
the City’s bond and loans in order
to close the assets and liability gap
Tap the Retail Bond as an
alternative funding source as and
when necessary within the
approved R1 billion
Establish a funding framework for
SME
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS

2009/10 DELIVERY AGENDA
Thereafter the secondary market was
opened

Over the five-year term, an
average of 10% city-wide
capital spending funded
through public-private
partnerships
A total of R156, 865 million was raised;
the split is as follows:
R8, 843 million for the 2-year
bond,
R20, 722 million for the 3-year
bond, and
R127, 3 million for the 5-year
bond
 The retail bonds are linked to 3-month
JIBAR and the rates are JIBAR +5 basis
points (bps) for the 2-year, JIBAR+25 bps
for the 3-year and JIBAR+40bps for the 5year.
 The Department has, on behalf of the City,
raised a total R1 956 785 000 in the
current year i.e. JoziBond (R156 785 000
issued in September 2007) and COJ05
(R1 800 000 000 in June 2008)
Public, Private Partnership programme




Where appropriate and within a policy
framework, raise project finance for
specific infrastructure projects such as the
BRT, refurbishment of the stadiums and
surrounding areas and other 2010 related
capital projects
Waste Treatment Technology Project
registered with National Treasury
National Treasury has in principle
approved R2.8 million for pre-feasibility
studies for City Power and Pikitup projects
Put in place the policy frameworks to
enable a variety of public-private and
public-public partnership initiatives
Public, Private Partnership
programme



Investigate the best and optimal
funding structure for each specific
project depending on future
projected cash flows, risk and time
lines
Future procurements of PPP
projects will be done in terms of
the City of Johannesburg MFMA
PPP Guidelines
Register approved PPP projects
with National Treasury
Stakeholder Relationships

Develop and maintain stakeholder
relationships

Long term domestic credit
rating improvement to at least
AA

Financial Management
programmeImplement all necessary
Operation Clean Audit initiatives to
enhance and facilitate proper
management of systems in adherence to
GAMPA principles and dictates
Accounting policies have been changed to
be in line with the 3 GRAP, 8 GAMAP and
SA GAAP statements
The City participated in the development
of the Discussion Paper on Financial
Instruments. The Discussion Paper was
approved during September by the ASB
The fixed asset policy has been updated
and is in the process of being approved
A month end pack has been developed
and rolled out to all the departments.
These packs are completed by the
relevant department and reviewed by the
Group Accounting Division and any issues
raised are addressed by the relevant
department
Financial Management programme
Achievement of clean audit




169




Develop and maintain stakeholder
relationships
Management of control
environment to ensure
maintenance of a clean audit
Implement programmes that
ensure compliance with applicable
standards while influencing the
same standards
Continue to ensure the matching of
Capex and Opex through internal
budgeting processes
Review financial reporting systems
and mechanisms with a view to
improving and ensuring current
and future compliance with
regulations
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS









170
Reporting as contained in SAP and BW
has also been improved
Issued declaration forms to all HODs and
MD’s to build management commitment to
receiving an unqualified audit report
Currently submitting quarterly reports to
the Audit Committee – high level
monitoring of action plans on AG’s
findings and highlighting areas that need
more attention
Follow up exercise on 2006/07
management letters was conducted to
avoid repeats of AG findings
Procurement Protocols, Processes and
Practices
Procedure Manual
The procedure manual was approved for
adoption Citywide. These procedures will
provide guidance to the City’s officials in
the procurement of goods and services,
which would serve to improve the
governance in the SCM arena
Train the trainer workshops have been
conducted for the City’s SCM practitioners
during the months of July and August
2008
The Sector has issued practice notes to
cover the following issues:

Unacceptable increase in deviations
and ratifications from prescribed SCM
practices;

Management of SCM related queries
and advices thereof;

Standard format of submission to Bid
Adjudication Committees;

Internal controls on risk management
triggers (Red Flags) iro the
procurement of goods on quotations
for amounts up to a value of R30 000;

Internal control and risk management
triggers (Red Flags) in respect of
quotations for goods and services for
amounts greater than R30, 000 and
less than R200, 000;

Composition, mandate, role and
functions of the Bid Specification and
Evaluation Committees and the format
of submission to the respective
Adjudication Committees;

Compliance To SCM Policy by all
users;

Reporting requirements in terms of
SCM policy;

Practical use of suppliers on the
approved panel;

Expenditure payment to all suppliers
who have met all the requirements as
stipulated in terms of the contract re:
quality; exact specification etc
2009/10 DELIVERY AGENDA
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA
Demand Management
Demand Management


The demand management process at the
City of Johannesburg started off with a
workshop in October 2007, to create a
common understanding of demand
management, knowledge of the practical
steps for implementing demand
management in each of the departments’
environments and an understanding of the
timelines and information required in order
to compile a Demand Management Plan
A process flow of the demand
management process was developed
In order to support the process,
Acquisition Management Plan templates
were developed and distributed to all the
internal stakeholders.
Each department populated the
Acquisition Management Plans and these
were then consolidated and sent to each
department for sign-off



BEE/SMME Empowerment
BEE/SMME Empowerment


The Supplier Day was held to educate
SMMEs on procurement processes and
to create awareness on the opportunities
available within the City. Five hundred
SMMEs attended the event. Various
stakeholders were present and they were
the Department of Trade and Industry
(DTI), Gauteng Enterprise Propeller
(GEP), The Business Place (TBP),
South African Revenue Service (SARS),
Mendi, Gauteng Shared Service
Centre(GSSC) and OHASA. MEs were
also invited to display and advertise their
services to SMMEs





Sustained excellence in
financial management



171
Identification of sourcing
strategies as to realize cost
saving initiatives
Keep personnel expenditure to
acceptable levels to release funds for
aggressive service delivery improvement
Benchmark (salaries to operating 30%):
Achieved:
2008 – 26%
2009 – 28%
Produce quarterly and monthly SDBIP
reports in line with National Treasury
circular
Continued to improve all financial
reporting systems and practices and
compliance to relevant regulations in
order to reduce annual effort by ensure
over all budget performance monitoring
and reporting
Completeness of RevenueMatched
accounts reaching more than 90%
Fostering completeness of revenue
partnering with property value chain
Implementation of Land Information
System (LIS)
Moved to the Department of
Economic Development as from
the 2000/10 financial year
Manage personnel costs within
prudential limits (percentage of
personnel costs to operating
expenditure) as prescribed by
National Treasury.
Salaries to operating benchmark
is budget not to be more than
30%
Continuous improvement of the
financial report system
Produce quarterly and monthly
SDBIP reports in line with
National Treasury circular




Completeness of Revenue


Incremental concise
completeness of revenue project
Data purification
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA
Development of an integrated
asset management plan and
system
Asset management and maintenance
programme
Asset management and maintenance
programme


Increase the percentage of
operating expenditure
budgeted and spent on
maintenance percentage




172
Asset register updated for the year
ending 30 June 2008
Reconciled fixed asset register to the
Deeds Office and the unbundling of
townships process is still ongoing.
The fair value adjustments have been
performed on assets
The process of reviewing the useful life
of assets is currently in place. Investment
properties have been identified and
disclosed separately
Asset register updated timeously,
including newly registered properties


Continuous update of the
movable and immovable asset
registers
Develop a medium & long-range
assessment of maintenance
requirements on all current and
planned assets, taking into
account growth projections, etc
Define and develop a framework
for the city’s infrastructure audit
Governance Sector Plan
INTRODUCTION AND OVERVIEW
The Governance Sector Plan incorporates key programmes to enhance the relationship between
the political and administrative centre of Council. These programmes aim to promote governance
mechanisms and innovations in the areas of communication, strategic planning, information and
knowledge management, legal and compliance, risk management and internal audit, as well as
the 2010 FIFA World Cup Project. The departmental heads of these divisions report directly to the
City Manager who, in turn, is accountable to the Executive Mayor. The sector plan also identifies
key activities to ensure effective functioning of the offices of the City Manager and the Executive
Mayor.
The executive arm of the City of Johannesburg comprises of the Executive Mayor and the
Mayoral Committee. The Executive Mayor is the Head of the executive since the executive
powers are vested in him to manage the affairs of the City.
Challenges and Opportunities
The Office of the Executive Mayor is not immune from challenges emanating from the dynamic
social and business environment. The challenge facing the Office of the Executive Mayor is how
to deal with those issues proactively. The following are key focus areas in the Office of the
Executive Mayor:
 To achieve clean audit
 To ensure a seamless and consolidated integrated planning, budgeting and performancemanagement system
 To ensure 100% compliance with all relevant legislation
 To ensure 100% protection of City’s legal rights and interests to prevent negative financial
implications
 To facilitate an active and mutually beneficial interaction with selected neighbouring
municipalities
 To ensure minimal disputes between different spheres
 To strengthen the accounting officer’s capacity to ensure that statutory obligations are met
 To ensure effective interface between administration and political office bearers
 To ensure execution of responsibilities as the Head of Administration
 To improve communication with citizens on the City’s service delivery
 To optimise current Information and Communications Technology (ICT)
 To comply fully with FIFA requirements as a major host city for the 2010 FIFA World Cup
 To ensure soccer fans experience the best hospitality whilst visiting the City resulting in a
sustainable legacy
The City of Johannesburg has strategically taken advantage of the identified opportunities in
addressing the above challenges. Such opportunities form a basis in addressing the critical
challenges facing the Office of the Executive Mayor:






Political leadership has inspired confidence on the part of other spheres of government, civil
society and city stakeholders in its ability to provide a vision for the future and its ability to
implement;
A highly stable set of political structures including the Council, Mayoral Committee and
portfolio committees;
A well-capacitated municipality anchored on competent managers that are able to effectively
deliver a sustainable level of service;
A solid foundation in terms of legal compliance, risk management and internal audit;
Favourable and stable information technology environment; and
Extensive existing intergovernmental and international relationships.
173
GOVERNANCE SECTOR PLAN
5-YEAR STRATEGIC
OBJECTIVES
A better informed citizenry on
all matters pertaining to the
City's service delivery
IDP PROGRAMME AND KEY
ACHIEVEMENTS
Better equipping the executive Mayor,
members of the mayoral committee
and senior officials with media skills
that will enable them to better tell the
City’s delivery success stories to the
communities through media
2009/10 DELIVERY AGENDA
Adopt collaborative approach with
politicians and officials in taking
advantage of available media platforms
and programmes to the benefit of the
City and its residents

Diversify use of media platforms to
enhance awareness of the City’s
success stories












174
Improve on networking strategy with
media stakeholders
CoJ politicians and officials
(including the MEs) received media
training to help increase positive
coverage on CoJ. This focused on
key aspects of media handling
techniques such as:
Understanding the journalistic
process and dealing with its twists
and turns
Pin pointing critical issues that need
to be communicated to target media
Identifying your messages and
packaging them in sound bites
Meet the journalist’s need for a
‘story’ while promoting your own
corporate message
Shaping your responses to increase
the likelihood of being quoted
Acknowledging “questions from hell’
and spinning them to your advantage
Using body language and voice
techniques to project a mediafriendly personality.
Started interdependency relationship
with officials and politicians who
were media trained. MMCs, EDs and
MD’s are featured in interviews and
article in the mainstream and
community media. This
interdependency is based on a
structured approach to proactively
take advantage of media
opportunities (through interviews,
media briefings, press statements
etc) to showcase the CoJ service
delivery success stories
Moved from primarily focusing on
Better equipping the executive Mayor,
members of the mayoral committee and
senior officials with media skills that
will enable them to better tell the City’s
delivery success stories to the
communities through media



Enhance proactive media coverage
on CoJ success stories through
sustained good news story initiatives
through collaboration and
interdependency with other CoJ
departments and entities
Continue eliminating negative
reporting about the City however
proactively highlighting areas where
there are challenges to meet with
citizen’s expectations as well as
possible interventions thereof
Continuously exploring new and more
creative methods of disseminating
positive stories about CoJ
achievements
Strike a balance in utilising both print
and electronic media and continue to
encourage politicians and senior
officials to host media briefings and
participate in debates
Identify strategic good media
representatives and encourage them
to write independent stories on
service delivery
5-YEAR STRATEGIC
OBJECTIVES
Promote Joburg as the World
Class African City
175
IDP PROGRAMME AND KEY
ACHIEVEMENTS
print media to an approach that
focuses on both print and electronic
media (including community media)
 This proved successful during the
Opening of Council, Budget Day
Polio and Measles vaccination,
Jozibond, Soweto Festival, Growth
and Development Summit, Inner City
Summit and the Safety awareness
campaign
 Moved from a focus that is confined
to maintaining healthy relations with
journalists to one that includes
forging synergies on areas of mutual
interest with the management and
owners of the media. Examples
include:
 Discussions were held and
agreements reached with the
management of the Caxton group
and also with Editor and Editor in
Chief of the Star. This resulted in
greater understanding in each
other’s areas of interest and priorities
and agreement on areas of greater
collaboration. This resulted in spinoffs such as the greater
understanding leading to The Star
running sympathetic articles on the
Metro bus strike where employees
demonstrated against the union
leadership.
 In another instance, the Saturday
Star ran articles simplifying by-laws
for free in instances where such
education material would usually be
classified as advertorial and the
space charged for according to
advertising rates.
 Another free advertorial piece was
the 10 page supplement on the CoJ
2010 FIFA Soccer World Cup
participation and preparedness.
 In the Case of Caxton there is
significant improvement in
attendance and coverage of City
organised events where in the past
one could almost count on them
shunning the city. These include the
Mayoral Roadshow and Inner City
Summit amongst others
 Introduced and executed an
approach of effective containment of
negative media issues through more
effective media monitoring and the
proactive drawing up of holding
statements for standing burning
issues these include:
 The court ruling on eviction; and
Property Rates Act
Creatively and effectively utilise
marketing platforms, campaigns and
opportunities to add value to CoJ by
showcasing its unique achievements,
attributes and the opportunities it
offers while at the same time positively
2009/10 DELIVERY AGENDA
Creatively and effectively utilise
marketing platforms, campaigns and
opportunities to add value to CoJ by
showcasing its unique achievements,
attributes and the opportunities it offers
while at the same time positively
5-YEAR STRATEGIC
OBJECTIVES
Stage high profile events that
showcase the City as a World
Class African City
Embed risk culture throughout
176
IDP PROGRAMME AND KEY
ACHIEVEMENTS
influencing stakeholder perceptions
about CoJ(locally, nationally, in the
continent and internationally)
2009/10 DELIVERY AGENDA

Stepped up the promotion and
building of the CoJ brand by
providing in-house training to internal
stakeholders and suppliers regarding
compliance in the application of the
CoJ corporate identity
 Promoted positive image of CoJ to
local, African and International
stakeholders by placing
advertisements in local, national,
continental and international
publications
 Introduced an integrated approach to
the utilisation of exhibitions and
displays that market CoJ by instilling
collective approach amongst CoJ
departments and MEs (such as the
Rand Show and New Years Eve
Countdown)
 Designed and obtained FIFA
approval for the composite logo for
the 2010 FIFA World Cup
 Was the first Host City to publicly
launch the composite logo for the
2010 FIFA World Cup
 Completed and obtained FIFA and
Mayoral Committee approval of the
2010 FIFA World Cup integrated
marketing and communications
strategy from 2007/08 until the
completion of the tournament in 2010
 Introduced concept of ROI of 1:2 for
key campaigns with a view to
ensuring a value adding focus
permeates through all marketing
campaigns
Stage events that portray the City
internationally as providing excellent
hospitality and facilities that are
conducive to first class convenience
and enjoyment



Staged the Joburg Open Golf
Tournament which not only
showcased the CoJ’s ability to stage
high profile events but which also
having world class hospitality and
facilities
 Had the Soweto Marathon starting
and ending in Soweto for the first
time and drew interest from athletes
outside Soweto
 Drew greater number of participants
and interest for key annual
partnership events like the 94.7
Cycle Challenge and the 702 Walk
The Talk
 Produced the draft for the “Easy
Guide to Organising Safe Events” in
CoJ
Enterprise-wide Risk Management
influencing stakeholder perceptions
about CoJ(locally, nationally, in the
continent and internationally)


Creatively and effectively utilise
marketing platforms, campaigns and
opportunities to add value to CoJ by
showcasing its unique achievements,
attributes and the opportunities it
offers while at the same time
positively influencing stakeholder
perceptions about CoJ(locally,
nationally, in the continent and
internationally)
Develop a partnership with the
corporate institutions to focus on
marketing initiatives that showcase
CoJ as the world class African City
Extending the integrated approach to
the utilisation of exhibitions and
displays that market the City by
introducing a more interactive
marketing component. Increase the
number of trade shows and
exhibitions targeting local, regional
and International audience
Stage events that portray the City
internationally as providing excellent
hospitality and facilities that are
conducive to first class convenience
and enjoyment
Run high profile events that portray
the CoJ as the world class
internationally and as a city that
provides excellent hospitality and
facilities that are conducive to first
class convenience and enjoyment for
residents, tourists, business
investors, executives and sport’s
people
Enterprise-wide Risk Management
5-YEAR STRATEGIC
OBJECTIVES
City’s
IDP PROGRAMME AND KEY
ACHIEVEMENTS
programme
2009/10 DELIVERY AGENDA


Ethical Government programme
Provide Mayoral Committee with risk
management support relating to
submissions
 Embark on risk awareness
campaigns through training and
information sharing forums
 Implement Business Continuity
framework.
Implement risk control standards
across the City
Operational budget
 Maintain current premiums subject to
market conditions
Operational Budget
Ethical Government programme




Fraud, maladministration and
corruption reported must be
within acceptable levels
Retain a clean external Audit
Report
Implementing a data mining tool to
expand the focus of detecting fraud
proactively
 Outsourcing of projects that require
specialised skills/expertise
 Strengthening co-operation with
outside partners, e.g. SAPS, City’s
business forum, etc
 Implementation of Anti-Fraud and
Anti-Corruption Plan
Internal audit Development programme
Implementing a data mining tool to
expand the focus of detecting fraud
proactively  Outsourcing of projects that require
specialised skills/expertise
 Strengthening co-operation with
outside partners, e.g. SAPS, City’s
business forum, etc
 Implementation of Anti-Fraud and
Anti-Corruption Plan
Internal audit Development programme


Infrastructure and Architecture
Optimisation
Contributed towards the achievement
of a clean audit report for the City for
2009/10
 Issued 100% of planned audit reports
for 2009/10
 Risk-based Audit Coverage Plan for
2009/10 approved by Group Audit
Committee
 Active member of international
Internal Audit Activity leadership
organisation
 Additional Municipal Entity
outsourced their Internal Audit activity
to JRAS
 Supporting role to Project Phakama
and Rapid Bus Transit project
 Strengthening of partnerships with
other spheres of government National Treasury, GSSC, high
capacity Metro’s and local
municipalities
 Close working relationship with
Auditor-General
Infrastructure and Architecture
Optimisation





Optimise Information and
Communications Technology
(ICT) delivery environment
Embark on initiatives to
optimize the current ICT
environment through:
Providing a stable, robust,
enabling and secure
technology environment so
177
Conduct risk management
workshops as part of risk
assessment
Revise and update Consolidated
Risk Register
Implement Business Continuity
Policy and Framework
programme

Implement a ‘continuous monitoring
tool’ to conduct pro-active auditing in
order to add value to the City
Develop and present a strategy to
expand internal audit service /
coverage to MEs. Operational
budget
Develop and implement a consulting
service to clients.
Continue with the existing OPCAR
programme, i.e. to monitor actions
on Auditor-General Management
Letter and identify risk areas that
may impact on clean audit report
Hardware to consolidate 41 out of life
servers into the blade server
environment has been procured and
installed. This has resulted in a
reduction in maintenance and
support costs
We have replaced 60 % of obsolete
Provide leading -edge, cost effective,
secure, on demand capacity network,
computing and systems
infrastructures to support business
operations, collaboration
requirements and maximize the
citizen’s role in decision-making
5-YEAR STRATEGIC
OBJECTIVES
that technology and
information can be used to
improve and transform service
delivery
These initiatives are also
aimed at reducing the existing
computing environment costs
by a noticeable percentage
over the next 5 years.
Develop sophisticated ICT
community
The aim is to architect and
create the delivery
environment in a manner that
supports the broader ICT for
development agenda in
economically disadvantaged
communities
IDP PROGRAMME AND KEY
ACHIEVEMENTS
desktops and realised improvement
in user productivity due to less
downtimes
 We have deployed the latest antivirus software to protect the City’s
computing environment against
threats and malicious code
 We have installed the infrastructure
for CoJ Core and MEs to run on their
own Virtual Private Networks and
hence reduce reliance on Telkom
and reduce telecommunication costs.
Also, MEs that have multiple sites
use the installed wireless
technologies to connect the COJ
network and the multiple sites. This
has led to the remote sites getting
access to information and computing
resources at reduced costs
SAP Technology programme
2009/10 DELIVERY AGENDA
We continue providing infrastructure and
architectures to enable the COJ SAP
Programmes to be implemented
successfully and optimally
The Technologies to implement the
Unified Customer Contact Center (UCCC)
for enablement of the improvement in
Customer Relations Management
(Phakama) have been procured And are
ready for installation on securing of the
UCCC building by the User Department
The COJ SAP Competency Center has
been approved by Mayoral Committee
and has been accredited by SAP AG as
aligning to best practice support
processes and this will enable COJ
realise the return on their SAP investment
and improved business processes
 Application Portfolio Management
ICT Training programmes
Joburg Broadband Network Project
Free Telecoms Zones (FTZ) Project)
2010 Systems and Information
Technology and Telecommunications
Implementation Plan

ICT Training programmes
Joburg Broadband Network Project
Free Telecoms Zones (FTZ) Project)
2010 Systems and Information
Technology and Telecommunications
Implementation Plan




178
The definition and evaluation of
demo Networks and technology
specification for the Joburg
Broadband Network Project has
been completed. This project is
undertaken together with the
Economic Development Unit (EDU)
The sites for the FTZ (phase 1) have
been identified. Awaiting the rollout
of the JBNP
The2010 ICT implementation plan
has been completed and approved.
We have completed the
2010/Internet Kiosk Bid evaluation



Implementation of the Enterprise
Information management strategy
which will result in achievement of
high availability systems, maximum
efficiencies and cost savings
Educating and creating awareness to
CoJ employees and contractors of
CoJ IT policies, procedures and
standards
Improve information security policies,
controls and processes to mitigate
risk, counter emerging information
threats and vulnerabilities and ensure
compliance with acts, regulations and
legislation
SAP Technology programme






Continuous improvement of the
customer contact centre IT
architecture management and control
to enable COJ improvement in
customer relations management
Integrate the disparate systems to
enable real-time information
exchange between SAP and legacy
systems
Improvement in service delivery and
service support process in the SAP
Competency Center to ensure the
City derives maximum value out of
the SAP investment
Application Portfolio Management
Continue supporting the broader ICT
for development agenda in
economically disadvantaged
communities through the Joburg
Broadband Network Project
Continue to collaborate with the DED
for a successful implantation of the
FTZ project
Continue providing and refining the
architecture, infrastructure and
services to support collaboration
across the city and its partners, other
government entities, customers and
suppliers
Continue collaborating with the CoJ
2010 Office and other stakeholders to
deliver on the 2010 Systems and
Information Technology and
Telecommunications requirements
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA

Develop and enhance
Programmes for efficient and
improved service delivery
Implement an Enterprise Systems
Framework for the CoJ and MEs
(GIS/Spatial Information Project)
Continue with the operation of the
CIO Forum with the focus on
ensuring that there is synergy,
transparency, communication,
collaboration, economies of scale,
and no duplication between the City’s
and ME ICT initiatives
Implement an Enterprise Systems
Framework for the CoJ and MEs
(GIS/Spatial Information Project)
The main intention for this
initiative is to support the
changing business needs
through:

Designing and
implementing a
Baseline Enterprise
Architecture to support
the changing business
environment

Enabling the
application,
infrastructure and
service change
strategy

Enabling an Enterprise
Knowledge
Management
environment
Innovation and Knowledge
Management


Implementation of the Knowledge
Management Business Case
Implementation of the Knowledge
Management Business Case
Deliver the business
intelligence the COJ requires
to enable the best possible
governance decisions to be
made
Deliver forums and
technology to facilitate the
creation and promotion of
learning, sharing and
informed culture
Promote good governance
and create learning, sharing
and informed culture with the
aim of transforming the City of
Johannesburg into a worldclass African City through the
innovative use of technology,
information and knowledge
(As part of 2008/09 innovation
initiatives, we plan to address the ‘silo
thinking’ practice in order for the city to
achieve increased levels of integration
necessary for the IDP as well as
integrated business planning
processes.)
Number of CoJ service delivery
challenges identified the ideation
programme
 A Consolidated KM Business Case
was developed during 2007/08 which
outlined interventions required within
the city in relation to the effective
practice of knowledge management
 The business case also included
findings of a Knowledge
Management Awareness and
Capability Project which provided
clear recommendations on some of
the short-term and immediate
organizational needs related to
knowledge management
 One of the recommendations was a
need for the development of a highlevel 3-year (2008 – 2011)
knowledge management
implementation blueprint to support
GDS/IDP deliverables
 During the development of the
2008/09 JIKE scorecards, the
following KM deliverables were

179
The (GIS/Spatial Information strategy
project has been initiated together
with the DP&UM Department. The
spatial information strategy
information policy project definition
workshop was held on 18 September
2008 and the draft project definition
report is in distribution for comment




Continue with the operation of the
CIO Forum with the focus on
ensuring that here is synergy,
transparency, communication,
collaboration, economies of scale
and no duplication between the ME’s
and the City’s initiatives
Continue with the implementation of
the CoJ Innovation Strategic
Framework as part of promoting
collaboration and harnessing the
innovation potential of the city more
effectively
Implementation of an integrated
Knowledge Management solution tool
across CoJ core departments and
municipal-owned entities enabling
capturing & dissemination of up to
date strategic organizational
knowledge repository ensuring the
storage and reuse of the city’s
institutional memory
Continue promoting a culture of team
learning in partnership with Corporate
Human Resources through structured
workshops for employees on KM
Frameworks which will empower
participants with relevant skills and
knowledge to implement and sustain
major knowledge management
initiatives
Continue with the implementation of
the Ideation Programme that
encourages innovative thinking and
finding creative solutions of
addressing key service delivery
challenges faced by the City
Continuous improvement in
documenting KM Case Studies of key
5-YEAR STRATEGIC
OBJECTIVES
180
IDP PROGRAMME AND KEY
ACHIEVEMENTS
included as part of the KM Business
Case milestones to be implemented
 Identification & collection of strategic
CoJ Knowledge repository for central
storage & reuse as part of
institutional memory
 Development & implementation of an
Action plan on how to ensure
integration of city initiatives through
the provision of relevant knowledge
content, decision support, knowledge
processes and knowledge capacity
across the city and municipal-owned
entities (improved KM Portal)
 Procurement of appropriate KM tool
that will CoJ to manage its
knowledge assets effectively whilst
also creating a platform for seamless
knowledge sharing and promoting a
culture of learning
 Development and implementation of
a matrix tool for capturing and
sharing key learning’s from various
study tours undertaken by the city’s
leadership and senior officials
 Development & implementation of
comprehensive integrated Innovation
Strategy which will assist with
promoting innovation through
mentoring as well as addressing
innovation barriers, craft end-to-end
innovation process including
development of innovation
measurement mechanism and
sustainability
 A consolidated Report on which we
piloted the Ideation methodology in
investigating possible solutions to
five identified city service delivery
challenges during 2007/08 was
finalized and distributed to relevant
internal stakeholders
 We provided the facilitation during
the piloting of the ideation
methodology and ensured that
Ideation champions from the different
departments committed to a plan of
action regarding the actual
resolutions of the identified
challenges
2009/10 DELIVERY AGENDA
CoJ service delivery initiatives as part
of the city’s institutional memory
programme
5-YEAR STRATEGIC
OBJECTIVES
100% City of Johannesburg
and MEs compliance with all
relevant legislation
IDP PROGRAMME AND KEY
ACHIEVEMENTS
Legal Compliance programme
2009/10 DELIVERY AGENDA






Compliance monitored in accordance
with legislation against a compliance
register
Legal opinions and advice were
provided in respect of potential risk
areas to ensure full compliance with
legislation and to prevent any legal
risk
First quarterly group report (Core
City departments and its MEs) in the
process of being prepared
The financial interests register being
updated in respect of Core City
Officials and their direct reports up to
level 4
Fruitless and wasteful expenditure is
monitored and reported
Legal Compliance programme




100% protection of City’s legal
rights and interests to prevent
negative financial implications
Legal Support programme
Legal Support programme









181
Achieve compliance with new
identified critical legislation by all
departments and MEs
Identify recurrent new areas of noncompliance, establish the reasons
and ensure that corrective measures
are implemented
Quarterly group reports (Core City
departments and MEs) to be drafted
on an ongoing basis in order to
identify critical new areas of noncompliance, indicating the effect and
implications thereof on the
Compliance Register
On an ongoing basis, update register
and monitor financial interests of
Core City Officials up to level 5 and
expand register to include MDs of
MEs and their direct reports. Further
ensure that it is reviewed and
compared against supplier database
in order to ensure that contracts are
not entered into where family
members have an interest in such
companies
Improve measures to prevent,
monitor and report on fruitless and
wasteful expenditure
All legal opinions completed within
the agreed timeframes and in
accordance with brief received from
client in terms of applicable
legislation
Ensure that policy (in terms of legal
advice given) is being adhered to
and that legal procedures are
followed
Quarterly report being done to advise
the Mayoral Committee which areas
and issues gave rise to litigation
Human Resources and
Constitutional matters were identified
as new areas that gave rise to
litigation and relevant stakeholders
and bodies were engaged
Prepared presentations and briefed
all departments in terms of
constitutional challenges
Legislation was identified and
amendments formulated. Meetings to
be held with Provincial and
Government Departments to discuss
Inner City Charter commitments
completed and 2010 by-laws in
promulgation process
4 by-laws in the process of being
drafted





Further improve the rendering of legal
advice and opinions by continuous
legal development and briefing to
client departments
Devise damage control mechanisms
where approved policies were not
adhered to despite advice that was
given in terms of the approved legal
guidelines and ensure timeous
intervention by bringing matters to the
attention of the City Manager
Advise Mayoral Committee
strategically on new areas and issues
that give rise to litigation and submit
quarterly reports
Identify additional new areas that give
rise to litigation and engage relevant
stakeholders and bodies
Identify new constitutional or other
legal challenges, prepare
presentations and brief departments
and ME’s so that pro-active
measures can be put in place
Identify new legislation, formulate
amendments where necessary, liaise
with affected departments and
discuss proposals with other spheres
of Government in order to reach
consensus before promulgation.
Review impact of new legislation and
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA
Legal Executive decision-making
Support programme
provide training where necessary
Monitor implementation of Inner City
Charter commitments and advise
2010 Unit pro-actively
 Monitor implementation of by-law
programme by reviewing existing or
drafting new by-laws
Legal Executive decision-making
Support programme



100% provision of secretarial
support programme to
Mayoral Committee and Subcommittees



Increased % of residents who
are aware of the opportunities
to participate in planning and
service delivery (annual
survey)
Increased % of residents who
say they have engaged in the
City’s ward planning, GDS
and IDP community
participation processes, and
service delivery processes
(annual survey)
A seamless strategic and
integrated planning, budgeting



Additional improvements to be
identified and implemented on
systems for agenda and minutes and
flow of reports
Monitor implementation of decisions
to ensure that City’s Integrated
Development Plan is updated
accordingly
Report quarterly on implementation of
decisions to keep abreast of
developments
Monitor reports submitted to Mayoral
Committee and ongoing executive
business tabled in Council
Public participation improvement
programme
Public participation improvement
programme
Strengthen the mechanisms by which the
results/outputs of community participation
processes influences policy-making,
prioritisation, resource allocation, planning
and administrative action

Conceptualise and implement Phase
3 of the Community Based Planning
(CBP) process

Completed conceptualisation and
initiated implementation of Phase 2
of the Community Based Planning
(CBP) process
Integrated planning and performance
management programme
Integrated planning and performance
management programme





182
Systems have been improved to
ensure seamless flow of reports
Improved tracking system linked the
decisions to performance
management systems and the City’s
Integrated Development Plan
Done quarterly reports on the
implementation of decisions
Executive business tabled in Council
was monitored on a monthly basis
and reports submitted to Mayoral
Committee were monitored biannually
Continue to refine the integrated
strategic planning, integrated
development planning, business
planning, budgeting and target
setting process
Commenced review of the 2009/10
Integrated Development Plan (IDP)
Initiated facilitation of 2009/10
departmental business plans
Have not commenced work on the
2009/10 Service Delivery and Budget
Implementation Plan (SDBIP)


Continue annual strategic planning
processes
Review and approval of the 2010/11
Integrated Development Plan (IDP);
Facilitation of 2010/11 departmental
business plans; and Formulation and
approval of 2010/11 Service Delivery
and Budget Implementation plan
(SDBIP)
5-YEAR STRATEGIC
OBJECTIVES
Clear progress on making the
Global City Region idea a
practical reality
183
IDP PROGRAMME AND KEY
ACHIEVEMENTS
Build an IDP programme
implementation monitoring and
oversight system
2009/10 DELIVERY AGENDA

Continue to focus on the link
between IDP programme
commitments and reporting in the
SDBIP and Annual Report
 Initiated new format quarterly SDBIP
performance reports (including midyear report)
 Substantial progress on 2007/08
Annual Report
Continue to strengthen the
performance management system
(PMS)



Initiated the revision of the PMS
Initiated process for alignment of
performance management system of
municipal entities with the City’s
PMS
 Work underway to develop and
institutionalise the use of an effective
tool for collecting, collating and
analysing performance data to
ensure effective performance
monitoring and reporting (that is
compatible with the SAP system)
 Undertaking key performance
management process (reviews,
scorecard
Through targeted troubleshooting
arrangements, deal timeously and
effectively with evidence of deteriorating
performance to proactively avoid
administrative and service breakdowns
 Work initiated for pilot peer review
process
Global City Region (GCR) programme

Assist where required with the finalisation
of a Gauteng Global City Region Strategy

Within the framework of the
intergovernmental arrangements
established by the Strategy, work
concretely with other municipalities and
provincial departments on a key set of
large five-year projects

Incorporating lessons from the project
approach, work with other municipalities
and other spheres of government to
develop intergovernmental delivery
platforms (involving joint planning,
implementation and spending) that will
enable better co-ordinated development in
future

Build an IDP programme
implementation monitoring and
oversight system


Continue reporting against IDP
programme commitments in the
SDBIP and Annual Report
Development of quarterly SDBIP
performance reports (including midyear report)
Development and approval of Annual
Report for 2008/09 (full audit by AG)
Continue to strengthen the
performance management system
(PMS)





Ensure effective functioning of the
Performance Audit Committee and
Performance Evaluation Panel
Further implementation and
consolidation of revised performance
management policy
Implement the performance
management framework of municipal
entities with the City’s PMS
Consolidation of tool for collecting,
collating and analysing performance
data
Facilitate key performance
management processes
Implementation of peer review
process, taking into account the pilot
Global city region (GCR) programme



Internal processes/ communication of
GCR initiative
Assist on finalisation of Gauteng
2055 strategy
Participation in revision of GCR
Roadmap
Participation in OECD territorial
review
Continue to play an active role in
GCR processes
Implement a CoJ GCR programme
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
With other stakeholders decide on the
future functional integration of key local
and provincial economic development
agencies (e.g. tourism agencies)
2009/10 DELIVERY AGENDA

Provide strategy and policy
support to politicians and
administration
Participated in various provincial
processes
 Convened a Mayoral GCR
discussion and finalised approach at
Mayoral Committee
Strategy and Policy enhancement
programme
Strengthen and support Inner City
development





Substantial progress on finalisation
of Executive Mayor’s Mid-Term
Report
Initiated process for the next revision
of the Growth and Development
Strategy
Various requests by Executive Mayor
and City Manager have been
responded to
Undertake strategic planning for 2010 in
order to ensure that it leaves a legacy and
that contributes to the City’s IDP and GDS

184
Inner City Charter Partnership Forum
processes (including tracking of
Charter progress)

Expand and enhance strategic
information holdings
Continue to develop customer
satisfaction surveys

Initiated process to develop and
implement a systematic programme
to build holdings of strategic
information/data collected internally
and by selected external bodies
No progress on critical assessment
of years of customer satisfaction
survey data against evidence of
service delivery successes
Strengthen the City’s governance model
through prompt response to political and
administrative requests


Continue to drive Inner City Charter
Partnership Forum processes
(including tracking of Charter
progress)
Continue to support selected Inner
City Charter commitments (e.g. bad
buildings strategy)
Develop policies and strategies to guide
City’s planning through provision of well
researched quality data and develop an
integrated platform to enable central
access to strategic information collected
at multiple points across the City

Strategy and Policy enhancement
programme
Discussions held with 2010 office to
ensure delivery of CSU 2010
commitments




Initiate work on the Executive
Mayor’s end of term report
Implementation of Executive Mayor
and City Manager's requests for
policy and strategy development
Lilongwe mentorship
2010 case study for the 2009/10
financial year
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
Ensure the inclusion of GDS principles in
the City’s planning through proactive
promotion of GDS principles

2009/10 DELIVERY AGENDA

Initiate research programme to
enable review of Growth and
Development Strategy
On going work to ensure inclusion
Active and mutually beneficial
interactions with identified
sister cities
Strategic, Systematic, beneficial and
co-ordinated International Relations
programme
Strategic, Systematic, beneficial and
co-ordinated International Relations
programme


Well established Protocol
programme
All local governments throughout the
world are facing similar challenges: rapid
urbanisation, depleting resources, and
ongoing demands for improved service
delivery. This suggests that there is much
that municipalities can share. Foreign
cities, supported by national governments
are eager to share information with the
City of Johannesburg as the gateway to
Africa and as a premier city on the
Continent. Co-operation has taken place
in three ways:
 Twinning agreements;
 Project co-ordination; and
 Information sharing.
During the period under review, the City of
Johannesburg has entered into five formal
partnerships, four project-level
partnerships, and six partnerships
devoted to research. An additional formal
partnership is in the planning phase.
Currently, the City has:
 5 formal partnerships
 1 pending formal partnership
 4 project-level partnerships
 Approximately 8 partnerships in
discussion or research
 2 newly identified partnerships
Effective and streamlined Protocol
arrangements throughout the City


185
Support the Executive Mayor on
protocol-related matters as well as
established and strengthen relations
with the Diplomatic Corps





Consolidate the African Agenda
Facilitate implementation of existing
Twinning Agreement
Co-ordinate all international
engagements
Resource mobilisation for partnership
projects
Continued advice and strategic
support on External Relations to the
City of Johannesburg
Strategic engagement with and
participation in Multilateral
Organisations
Facilitate twinning with rural
municipality in SA
Effective and streamlined Protocol
arrangements throughout the City
Provide Protocol support for the city
of Johannesburg
5-YEAR STRATEGIC
OBJECTIVES
Strong Inter-Governmental
Relations
Ensure effective interface
between the
administration and Political
Office Bearers
IDP PROGRAMME AND KEY
ACHIEVEMENTS
Implementation of Inter-Governmental
Relations Framework Act through the
City’s IGR Strategy
2009/10 DELIVERY AGENDA
The section has a draft MoU with GSDM;
as well as developing a project cooperation with Naledi (NW)
The section engaged with the other three
rural municipalities in draft areas of cooperation
Further, the section is charged with
Implementation of Thusong Centre in
Maponya Mall in Soweto.
The section has also managed to engage
with DLG to prevent future
intergovernmental disputes that might
lead to litigation.
The section participates actively in GCR
and brief city on developments.
The section has also assisted with CoJ
participation in SALGA Gauteng and
national processes in support of EM being
Chairperson thereof.

Administration and Political interface
programme
Administration and Political interface
programme



Ensure execution of
responsibilities
as Political head of the City
including monitoring and
reviews
Support the Executive
186
Monitoring meetings between the
Executive Mayor and Members of
the Mayoral Committee and the City
Manager are taking place as per the
year planner.
Regular meetings are taking place in
line with the year planner between
the Executive Mayor, Members of
the Mayoral Committee and the City
Manager and relevant Heads of core
departments and Municipal Owned
Entities
Implementation of Inter-Governmental
Relations Framework Act through the
City’s IGR Strategy




Co-ordinating of inter-governmental
project
Inter-governmental participation
Monitoring and evaluation of ER
programmes/project
Continue ensuring that the Executive
Mayor is capacitated to deal with the
demands of the Confederation Cup
and 2010 FIFA World Cup
Improve agenda setting process for
Executive Mayor and MMC interfaces
Improve interaction between the
Executive Mayor and Mayoral
Committee with members of the
Community and other stakeholders.
(Mayoral Roadshows, Community
meetings, Stakeholder forums.
Executive Mayor’s Support programme
Executive Mayor’s Support programme


Mayoral Committee and its subcommittees meet regularly as per
year planner
 Council and its committees meet
regularly as per year planner
 Performance Management Panel to
monitor the City’s performance is
help as per the prescribed cycle. All
section 57 employees are assessed
accordingly
 Interface between the Executive,
Party (ANC) and the Speaker takes
place regularly in a structured
manner
 Interface between the City and
members of the community and
other stakeholders takes place
regularly in the form of individual
meetings, community meetings, site
inspections and through Mayoral
Road Shows
Executive Mayor Support


Strengthening Organized
Intergovernmental integration and
alignment through co-ordination and
participation
Strengthening ways for Executive
Mayor to perform his duties as
Chairperson of SALGA and coPresident of UCLG and board
member of ICLEI and other organised
local government structures
Strengthen interaction between the
City and ANC Regional Office
through alignment of activities
Executive Mayor Support
5-YEAR STRATEGIC
OBJECTIVES
Mayor’s external Political
Interface
IDP PROGRAMME AND KEY
ACHIEVEMENTS
programme
2009/10 DELIVERY AGENDA



Support the Executive
Mayor’s Social Responsibility
Working relations functioning well
between the Private Office and
SALGA National office. Strategies
worked out on how to support him as
the Chairperson of SALGA and coPresident of UCLG and other
organised local government related
programmes
Relationship established with the
ANC regional, provincial and national
office to ensure effective support to
the Executive Mayor in his
government role and as Chairperson
of the Region
Support programme to the Executive
Mayor
programme


Strengthening Organized
Intergovernmental integration and
alignment through co-ordination and
participation
Strengthening ways for Executive
Mayor to perform his duties as
Chairperson of SALGA and coPresident of UCLG and board
member of ICLEI and other organised
local government structures
Strengthen interaction between the
City and ANC Regional Office
through alignment of activities
Support programme to the Executive
Mayor

Fulfil FIFA’s contractual
requirements (Compliance)
Soccer City Stadium
Perform his Social Responsibility as
the Executive Mayor to the residents
and citizens of Johannesburg as and
when it is necessary
Soccer City Stadium
Reconstruction of the entire stadium
 62% complete, scheduled for
completion in July 2009
Ellis Park Stadium
85% complete, scheduled for completion
in January 2009
 Construction of an evacuation tunnel
 2500 parking bays added
 Turnstiles and replacement of seat
Soccer City Precinct
Soccer City Precinct










187
Soccer City Precinct 32 % complete
Pedestrian Promenade
Completion date is June 2009
Public Transportation Hub.
Completion Date is July 2009
Golden Highway Middle Section
New Nasrec Train Station .The final
completion date for the station is
proposed to be on the 30th
September 2009
Nasrec BRT Link Phase 1 & 2.
Phase 1 has been completed
Phase 2A: Contractor appointed,
now waiting for Taxi industry to
agree on site access. Phase 2 B:
Contractor appointed, also waiting
for site access once agreement is
reached. Overall Construction
progress is 40%
Land procurement is complete.
Offsite manufacturing of materials is
underway. Overall construction
progress is 40%
Land procurement is complete.
Demolition work on site is 60%
complete. Overall Construction
progress is 20%. Contract Award has
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
taken place. Land procurement is
complete (with exception of Public
Works Land) Construction progress
is 0%. Hazard and risk assessment
report has been completed by
Metrorail
 Application for demolitions has been
approved by IPMS
 A total of 42% of the overall budget
has been spent to date
Ellis Park Precinct












188
Bertrams Road Upgrade
Construction of 1250m BRT route
with 1 mixed & 1 BRT lanes.
Completion date: 30 April 2009
.Demolition is at 80%, clearing and
grubbing at – 100%, Earthworks – 39
%, Earthworks – 100%, stormwater
drainage – 98%, Earthworks – 56%.
Kerbing:
Saratoga road
95%,
Demolition 100%, Clearing and
grubbing - 100%, and Earthworks 38%
Saratoga Ave
Construction of 770m BRT route with
1 mixed & 1 BRT lanes in each
direction. Completion date: 30 April
2009
Smit/Wolmarans
Construction of 1300m long BRT
route with 2 mixed & 1 BRT lanes
each direction. Completion date: 30
April 2009
S/E Gateway to Mooi
Works currently out to tender
Northern Gateway
Construction of 800m BRT route.
Doornfontein Transport Square
Construction of a public transport
facility to accommodate taxis and
buses during events.
Ellis Park Sports Precinct
Construction of the area between
Ellis Park and Johannesburg
Stadiums to comply with FIFA
requirements. Completion date: 15
March 2009
Upgrade of the Concourse and
Currey street
Completion date: 30 April 2009
Doornfontein and new Doornfontein
Precinct Urban Upgrade. Completion
date: 30 May 2009.
Upgrading of Parks i.e. Morris
Freeman
Completion date: 30 May 2009.
Upgrade of Fuller, Appolonia and
associated streets.
Completion date : 30 April 2009.
Doornfontein Train Station
Expected date of completion: end of
April 2009.The design progress
2009/10 DELIVERY AGENDA
Ellis Park Precinct
5-YEAR STRATEGIC
OBJECTIVES
189
IDP PROGRAMME AND KEY
ACHIEVEMENTS
report:
Architectural
Design development is almost
complete subject to minor iterations.
Working documents – 80%
Drawings issued to date – 70%
2009/10 DELIVERY AGENDA
Civil and structural:
All structural steel shop drawings have
been approved
Re – routing of stormwater has been
designed and completed
Electrical
 DB line drawings have been issued
to the electrical sub-contractor
 Lighting specification are being
reviewed in line with the overall
project value engineering principles
Mechanical
 CCTV and turnstiles - Intersite is
currently in discussions with a
supplier to consolidate all current
running projects to be installed y
such a company.
Construction Progress Report:
 Site establishment and Demolitions –
100%
 Zone A1/A2: Slab casting – 100%
Zone B1/2: Columns – 70%
International Broadcasting
Centre and ICT
International Broadcasting
Centre and ICT
The city has now officially been awarded
the right to host the IBC in Johannesburg.
The City has signed the agreement for the
IBC with the LOC and the draft back to
back agreement with Joburg Expo Centre.
The City has entered into an agreement
with the management of the
Johannesburg Expo Centre for the use of
the Expo Centre facilities for the
upgrading and temporary refurbishment
for use as the IBC. This includes the
development outside the IBC which will
have 500 accommodation rooms in the
form of a hotel and 2 apartment blocks, A
project management professional team
has been appointed for the IBC upgrading
project. The team has carried out a survey
if the total facility, the state of each of the
buildings and the work required to bring
them to the required standard and state. A
project plan has been compiled detailing
all these requirements and the
programme for the implementation. Work
will be programmed from the second half
of 2009 as the Expo Centre must be
allowed to operate normally for as long as
possible before the handover of the IBC to
FIFA and Host Broadcast Services (HBS).
Bills of quantities will be compiled by
January 2009, with the Majority of the
works starting after the Rand Show in
April 2009. The works are to be
International Broadcast Centre (IBC) -. It is
expected that in excess of 3500 local and
international journalist will set up camp at
the Johannesburg Expo Centre. Telkom is
laying up connectivity whilst Sentech is
developing a redundancy farm to ensure
that the matches are beemed to the
millions of fans that will be watching the
event. Plans for a housing development
and hotel are in the development stage.
The infrastructure developments that are
being done in the area and the
Johannesburg Expo itself will leave a
lasting legacy as the connectivity within
the area will attract industries such as Film
industry, BPO sector , Internet sector
location of the IBC as the communication
centre and hub for the event is a catalyst
for the expected future business
development in the area.
The IBC’s infrastructure legacy will provide
an opportunity for the NASREC area to
make a huge leap forward from an
historical under-developed situation to a
state-of-the-art integrated mixed use node
with high tech industries, in a very short
timeframe. The injection of significant
infrastructure and a vastly improved image
will leapfrog the area to beyond where it
could ever expect to develop, and where it
should be, by the second decade of the
21st century, in a few short years.
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
completed by December 2009 to allow for
the facility to be handed over to HBS on
01 January as per agreement with FIFA.
A scoping exercise as well as a feasibility
study of the information technology and
broadcasting infrastructure will be
conducted to recommend the best longterm usage of the property and
maximisation of the investment being
made to upgrade the IT infrastructure.
A development programme has been
finalised for the upgrading of the Expo
Centre facilities to bring them to the
standard required by FIFA. The main
works will commence in April / May 2009
after the Rand Show and will be
completed before the end of December
2009. The facility will be handed to FIFA
in January 2010.
Stadium & Stadium Precincts.
Soccer City Stadium & IBC - Telkom's
redundant connectivity links
Ellispark Stadium - Telkom's redundant
connectivity links .
Fan Parks
Innes Free park
190
2009/10 DELIVERY AGENDA
Two of the key industries expected to
locate to the node are call centres, based
on the telecommunications strengths, and
film studios, based on the broadcasting
and connectivity strengths
The film and video industries are to be
targeted, and with the broadcast facilities
and connectivity capacity, the video and
film industries would be able to serve as
filming and editing centres for the world.
This coupled with the strong general film
support industries in Gauteng and support
from the Gauteng film office, is expected to
attract an entire node of film and related
industries to the precinct with all the
elements required for film production on
one site.
Many other businesses, especially those in
knowledge industries and industries which
are large ICT users (financial, etc), are
also expected to be attracted due to the
proximity The satellite and telecoms
infrastructure will also allow for more,
better and cheaper connectivity particularly
for nearby Soweto which has poor
telecommunications services and
penetration, but also for the rest of
Johannesburg and especially the lesser
developed southern areas.
The communications infrastructure will
also be used to support the City’s
broadband network project which will
support the delivery of key local
government services such as traffic,
security, education, information etc.
The greatest benefit of the infrastructure
legacy of the IBC set-up is expected to be
its catalytic effect on property development
and business growth in the area and to
skilled available (unemployed) labour in
the area.
Both the connectivity with all its possible
spin off services and industries and the
related training will continue to re-enforce
and support the Smart Province vision for
Gauteng.
It is envisaged through the IBC project that
60 or more South African media students
and creating an education and training
programme for them with invaluable work
experience in the IBC and with FIFA’s
appointed broadcast rights company HBS,
before and during the event. This will be
an unprecedented experience for these
students and equip 60 people to be world
class broadcast media experts in South
Africa
It is anticipated that a number of media
and communication education and training
institutions will use both the opportunity of
the IBC and the communications
infrastructure to provide experiential
learning opportunities for their students in
the future
Fan Parks
5-YEAR STRATEGIC
OBJECTIVES
191
IDP PROGRAMME AND KEY
ACHIEVEMENTS
The area was identified and confirmed as
the best place for a FIFA contractual Fan
Park for the following reasons,
The location is accessible by foot for
international guests staying in Sandton,
Rosebank and will link conveniently with
residents in Midrand, Alexandra,
Diepsloot `and Ivory Park.
The area can accommodate up to 30 000
people.
The backdrop of Sandton skyline is
virtually attractive and the site is clean.
Challenges identified include the small
community of people resident in a fenced
area of shacks within the park and the
difficulty of crossing the busy road by
pedestrians who stay in Alexandra. City
Parks is currently busy with a plan on how
to address the issue of the community.
Processes and plans are being
investigated to find solutions to the
challenge posed by the pedestrians that
will be walking from Alexander.
Mary-Fitzgerald square
The area is centrally located to cater for
Inner City fans and residents as well as
other peripheries. The proximity to the
Johannesburg Park Station and other
routes was also considered as an added
advantage. It is 5km to Ellispark and
approximately 15 km to Soccer City and
the site has hosted various events of
almost similar nature.
The site was not approved as the
contractual Fan Park, but recommended
as a Public Viewing site as the area was
considered as too small since it could only
accommodate 22 000 people. The fact
that additional people can be
accommodated in the adjacent site was
also considered.
Walter Sisulu Square
It is a new facility and situated in an iconic
location in Soweto, incorporating an
interesting memorial to the signing of the
Freedom Charter. The area has got the
potential to attract lots of international
fans and visitors due to its location and
history. The challenge with the venue is
the proximity of various shops including
banks and a hotel. It also has a limited
space that can only accommodate 10 500
people and the dominance of Acacia trees
has contributed to that.
The LOC /FIFA board has, furthermore
approved that COJ should have two FIFA
official Fan Parks. Elka stadium was
inspected on September 22, 2008, and
approved as the second Fan Park
The following venues were confirmed:
Fan parks
Innes Free Park in Sandton , North of
Joburg
Elka Stadium in Soweto , South of Joburg
Public Viewing site
Walter Sisulu Square in Soweto
Mary Fitzgerald square in the Inner City
FIFA FAN PARKS FINANCIAL TERMS.
2009/10 DELIVERY AGENDA
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
The Terms of Co operation makes
provision for the discussion around
Financial Terms on how the funding of the
Fan Parks is structured and the roles and
responsibilities between the City as a
Host City and FIFA / LOC.
The Financial terms are divided into two
categories namely budget dealing with
venue specific costs e.g. Hospitality,
Insurance, Safety and Security, cleaning,
sanitation, stage programs as well as
local PR.
The other category deals with Operational
Costs and Funding by FIFA/ LOC.
The aforesaid is summarised as follows,
LOC / FIFA Funded Projects
Giant Screen, main stage, screen and
stage construction, sound and light
system, technical personnel,
Global PR
Branding
Host City Funded projects
Local event management company
Additional screen, video directions,
camera equipment, scaffolding etc
Fencing, security, utilities, cleaning,
toilets, etc.
Local PR / Communication
Additional branding
Entertainment on match days and nonmatch days.
The negotiations with regard to Financial
responsibilities are on-going and will
report on progress in the next quarterly
report.
Safety & Security
The Joburg City Safety Programme
(JCSP) continues to works towards
consolidating the gains made during the
07/08 financial year. A key activity for the
first quarter focused on the joint
development of the City of
Johannesburg’s 2010 FIFA World Cup™
Safety and Security strategy. This was
done in conjunction with the SAPS
Provjoint and the LOC. In this regard, one
of the key activities undertaken by the
Joburg City Safety Programme for the first
quarter of the 2008/2009 financial year
involved facilitating the development, in
cooperation with the SAPS Provjoint, of
the Operational Plans for the 2009 FIFA
Confederations Cup and 2010 FIFA World
Cup Venues in the City of Johannesburg.
This process was carried out through the
newly established “COJ Integrated Public
Health, Safety, and Security 2010
Working Committee”. In pursuance of its
goal of ensuring the readiness of the City
of Johannesburg to host the respective
events, the above-mentioned Operational
Plans had to be tested in a ‘live’
environment. As such, the safety and
security Operational Plan for the 2009
FIFA Confederations Cup and 2010 FIFA
World Cup for the Ellis Park Stadium was
tested on the 30th August 2008 during the
192
2009/10 DELIVERY AGENDA
Safety & Security
5-YEAR STRATEGIC
OBJECTIVES
193
IDP PROGRAMME AND KEY
ACHIEVEMENTS
Vodacom Tri-Nations rugby match
between South Africa and Australia.
In order to host “the best ever FIFA World
Cup” it is necessary to test the city’s
readiness.
The aim of the rehearsals is to start the
integration between the elements of the
transportation system and the traffic
control measures implemented by the
South African Police Services (SAPS),
Johannesburg Metro Police Department
(JMPD), Emergency Management
Services as well as functions from other
role players. Coordination between these
areas is essential in the successful
delivery of transportation services at
major special events. The rehearsals
provided an opportunity to identify gaps
and make recommendations for future
events.
 The following City MEs,
Departments, and external
Organizations were involved in the
rehearsal:

South African Police Services
(Various Units)

JMPD

COJ 2010 Office

Ellis Park Stadium

Johannesburg Roads Agency

COJ Transportation

Pikitup

City Power

Joburg Water

City Parks

Emergency Management
Services - COJ

Emergency Management
Services – GPG

Environmental Health

COJ 2010 Marketing and
Communication

2010 Local Organising
Committee

Diligence Security

Knight Event Management

NEMS Events Medical Services

CCTV Control room
The above-mentioned exercise was used
by the 2010 Office, the Department of
Transport, the SAPS and the JMPD as an
opportunity to test the key operational
areas noted above. This event
represented a huge undertaking for all
stakeholders, and was important in
determining the necessary preparations
for the 2009 FIFA Confederations Cup
and 2010 FIFA World Cup.
 International cooperation
A key focus area of the Programme
during the first quarter was also to
cement relationships which have
been established so as to provide for
regular interchange of ideas in terms
of safety and security best practices,
particularly as they relate to the
2009/10 DELIVERY AGENDA
5-YEAR STRATEGIC
OBJECTIVES
Deliver an outstanding fan
experience (Leverage)
IDP PROGRAMME AND KEY
ACHIEVEMENTS
hosting of major sporting events.
Some of the key agencies interacted
with are the German Law
Enforcement Agencies who were
largely responsible for ensuring
safety and security for Germany
2006 as well as with the United
Nations Interregional Crime and
Justice Institute. The aim is to
develop the necessary capacities
within the JMPD in order to ensure
the successful management of the
respective events.
Supporting Infrastructure
Existing infrastructure has been analysed
against requirements for each of the
facilities ie City Power, Water and Pikitup
Marketing
A service provider o be appointed to
undertake the marketing activities leading
up to 2010
Ticketing
The prices and categories for tickets for
the 2010 FIFA World Cup™, as
elaborated by the ticketing sub-committee
set up jointly by FIFA and the South
African Local Organising committee
(LOC), were approved by the Organising
Committee for the FIFA World Cup, under
the chairmanship of FIFA vice-president
Issa Hayatou.
Overall, the ticket prices for the 2010 FIFA
World Cup™ are comparable to 2006
prices with an average of USD 139 per
ticket compared with USD 136 (adjusted
for EUR to USD exchange rate
conversion) in 2006. The ticketing
proposal was elaborated jointly by FIFA
and the South African LOC. The prices
which range from USD 20 for a category 4
ticket for a group stage match to USD 900
for a category 1 ticket for the final reflect
FIFA’s positioning of the FIFA World
Cup™ as a premium international sporting
event, yet also take account of the South
African market. In 2006, the cheapest
ticket cost EUR 35 (approximately USD
51).
Category 4 tickets are to make up some
15% of the total inventory of an estimated
3 million purchasable tickets and will be
sold exclusively to those living in South
Africa. With these tickets, FIFA and the
LOC intend to enable South African
residents on low incomes to attend
matches.
As well as being a premiere in terms of its
setting on the African continent, the 2010
FIFA World Cup™ will also mark a first
with a FIFA-initiated ticket fund consisting
of tickets that will be distributed on a
complimentary basis.
As part of the overall ticketing operation,
120,000 category 4 tickets will be
allocated to this ticket fund, which will
offer them on a complimentary basis to
194
2009/10 DELIVERY AGENDA
Marketing
Ticketing
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
fans in South Africa so that they can
witness the world’s largest single-sport
event at first hand. The ticket fund will
consist of a certain number of tickets for
all matches, from the opening game right
up to the final.
The tickets will be distributed free of
charge by FIFA, the South African LOC
and FIFA Partners adidas, Coca-Cola,
Emirates, Hyundai/KIA, SONY and VISA
to South African residents through a
special programme that will form part of a
social responsibility initiative and act as a
“catalyst" for sustainable change. Tickets
will go on sale in several phases, starting
around the beginning of February 2009.
As in the past, tickets that are not be
bought by various stakeholders such as
FIFA member associations will
subsequently be put on sale to the
general public.
The 32 participating member associations
will be offered 12% of the purchasable
tickets for each of their matches
(previously 8%) in the group phase and
an average of 8% in the knockout phases.
While category 4 tickets will be sold
exclusively to South African residents,
tickets in categories 1, 2 and 3 will be sold
on a worldwide basis, both on the
international and domestic South African
market. The ticket distribution system will
be finalised at a later stage, with the
internet playing a major but not an
exclusive role. All transactions involving
tickets in categories 1-3 will be payable in
US dollars, those in category 4 in South
African rand.
2009/10 DELIVERY AGENDA
Ticketing prices for the 2010 FIFA
World Cup™
All prices below are in USD. Category 4 is
reserved to South African residents and
will be solved exclusively in ZAR.
Match
Cat. 1
1
450
2 - 48
160
49 - 56 200
57 - 60 300
61 - 62 600
63
300
64
900
Accommodation
Cat. 2
300
120
150
200
400
200
600
Cat. 3
200
80
100
150
250
150
400
Cat. 4
70
20
50
75
100
75
150
MATCH is confident that as a result of its
partnership with the Department of
Environment and Tourism and its
agencies, the Tourism Enterprise
Programme, South African Tourism,
South African National Parks (SANParks)
and the Tourism Grading Council of South
Africa (TGCSA), coupled with the support
and cooperation of the owners and
operators of hotels, lodges, guests
195
Accommodation
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
houses, bed and breakfast establishments
and accommodation facilities in national
parks, MATCH will be able to offer a wide
range of sufficient and suitable
accommodation to visitors for the event.
Accommodation is made up of a mixture
of hotels, bed and breakfasts, lodges and
guesthouses.
A tent camp will be established through a
private sector partnership to offer
accommodation and entertainment
facilities to the visitors at own cost.
City beautification
Airport
 Branded Welcome/Info Kiosks
 Street Lighting
 Road/Tourism/Heritage Signage
 Branding of Airport Entrances &
Exits
 Hoisting of National Flags along
Routes leading to & away from
Airport
 Branding of Airport (e.g.) Foyer with
Spectacular Image
 Wrapping of Trees with Decorative
Lighting (e.g. Major & Protocol
Routes)
Major/Protocol Routes
N1, N3, N12, N17, M1, M2, William Nicol,
Grayston Oxford ,Soweto Highway, Old
Potchefstroom, Nasrec road, Vilakazi
Street, Mooki Street, Klipspruit valley etc.
 Landscaping (Flower Planting/Tree
Wrapping,)
 Branding of Parks and Open Spaces
 Branding (e.g. Events Flags)
 Country/Events Flags
 Road/Tourism/Heritage Signage
 Refurbishment/Construction of
Roads (e.g. Potholes, storm drains)
Match & Training Precintcs
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Hoisting of Country Flags (NB.
Exclusion Zones)
Street Lighting
Road/Tourism/Heritage Signage
Landscaping
Branding (NB. Exclusion Zones)
Tidiness/Cleanliness
Wrapping of Trees with Decorative
Lighting
Informal Traders Awareness
Campaign on FIFA Regulations (e.g.
Exclusion Zones, Ambush
Marketing)
Branding of Informal Traders
Stalls/Trading Tents
Inner City/Fan Boulevard/Walkway
196
2009/10 DELIVERY AGENDA
City beautification
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
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Decoration of Mandela Bridge with
electrical 2010 Signage
Road/Tourism/Heritage Signage
Street Lighting
% Branding of CoJ Buildings
Refurbishing of Dilapidated Buildings
(e.g. Inner City)
Landscaping
Branding along the Major Streets
(e.g. Small, Elloff, Bree, Jeppe,
Rissik, Main, Market, Commissioner,
Sauer, President etc)
Branding of Carlton Center
Branding of Taxi Ranks, Bus
Terminals & Train Stations (e.g. Park
Station)
Branding of Inner City Parks (e.g.
Joubert, Ghandi’s Square, Library
Gardens, Mary Fitzgerald
Metro Center Precinct
Hoisting of Country Flags)
Tidiness/Cleanliness
Regulation & Maintenance of
hygiene requirements in Inner City
Buildings, Buildings along
Major/Protocol Routes, Buildings
next to Stadia & Training Precincts
Informal Traders Awareness
Campaign on FIFA Regulations (e.g.
Exclusion Zones, Ambush
Marketing)
Branding of Informal Traders
Stalls/Trading Tents
Places Of Interest
Museums & Entertainment
Zones:
Hector Petersen, Africa Museum,
Apartheid Museum Gold Reef ,Walter
Sisulu Square
Parks:
Bruma Lake,Bez Valley, Emmarentia,
Zoo-Lake ,Golden Harvest ,Little FallsRuimsig ,Botanical Gardens ,Thokoza
Dorothy Nyembe
Shopping Malls:
Westgate, Sandton ,Jabulani ,Maponya
,Southgate ,Northgate ,Eastgate
,Fourways ,Cresta , Clearwater.
Road/Tourism/Heritage Signage
Street Lighting
Branding (e.g. Events Flags, Live Outdoor
Advertising)
Country Flags
Landscaping
Tree Wrapping with Decorative Lighting
Branded Information Kiosks
Fan Parks & Public Viewing Sites
Branding (e.g. Event Flags, Live Outdoor
197
2009/10 DELIVERY AGENDA
5-YEAR STRATEGIC
OBJECTIVES
Create long-term benefits for
the citizens (Legacy)
IDP PROGRAMME AND KEY
ACHIEVEMENTS
Advertising)
Informal Traders Awareness Campaign
on FIFA Regulations (e.g. Exclusion
Zones, Ambush Marketing)
Branding of Informal Traders
Stalls/Trading Tents
Tidiness/Cleanliness
Transportation:
Branding of 10% Metro busses
Availability of 2 Metro Busses (e.g. No
Roof ) for 2010 Stakeholder Mobilization
Roadshows
Branding of all COJ Fleet
Bus Rapid Transit System
 Reported on above
Diepkloof Hostel
Diepkloof Hostel development – 84
units have been completed and
handed over
 Province is funding the entire project
 138 units still in progress with
estimated completion by November
2008

Greening of Soccer Fields
42 fields have been identified for
development in Johannesburg.
 Received R10m in 07/08 FY which
was used for 12 fields
 Allocated R8m in 08/09 FY to be
used for 10 fields
 The balance of the fields to be
funded through the engagement of
the private sector and budget
allocations in coming FYs

Soweto Theatre
Soweto Theatre - To be developed
as part Jabulani CBD project through
a tender process. The successful
bidder has indicated that they would
build the Theatre at no cost to the
City.
 Soweto Theatre - Construction to
start in January 2009 for completion
by March 2010

Indoor Sports Arena
Indoor Olympic swimming pool and
gymnastic area
 Conditional/provisional grant
received from MIG

Street Furniture
Inner City Street Furniture as part of the
inner city rejuvenation programme.
Includes dust bins, benches etc
Litter bins, informal trading stalls, street
lighting, benches
 Inner City Street Furniture – 761
bins funded by 2010 Project Office
around Ellis Park and Inner City
198
2009/10 DELIVERY AGENDA
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
Klipspruit River
Greening and cleaning of Klipspruit River
& tributaries - R14.2 spent to date
 R30m and R50 approved for 08/09
and 09/10 FYs respectively
 Work to be done in 08/09 FY include
Buntu Kraal, Mofolo Park,
199
2009/10 DELIVERY AGENDA
Health Sector Plan
INTRODUCTION AND OVERVIEW
The business planning process is done annually as part of strategic planning and sets the agenda
for the upcoming financial year. The 5-year sector plan and its strategic objectives remain the
focal point as it incorporates the political imperatives as well as the GDS principles. The strategic
objectives and deliverables thus become pivotal in the development of the departmental service
delivery plan and identification of key priorities for all managers and units. The finalized business
plan is then utilized for development of the departmental scorecard, which then becomes the
framework for all scorecards of Senior managers in the department.
In the City of Johannesburg the challenges facing the health are similar to those facing the rest of
the country and are made worse by historical factors such as fragmentation, inequity and lack of
access to basic infrastructure such as health facilities, water, sanitation, etc. The Occupational
Specific Dispensation (OSD) of the Public Service has negatively affected the Department’s
attempts to recruit resulting in high staff turnover that tends to negate all the positive strides
achieved.
Despite these challenges, the Health Department has improved the TB cure rate and
immunization coverage, and has increased the core package of services being provided at its
clinics. The Department has also started piloting extended service hours in some of its clinics. In
addition, the Department has in conjunction with NGO`s established 3 ART (antiretroviral
treatment) and plan to increase these by 2 more sites in the 2009/10 financial year.
The objectives within the health department are to increase access to services by making primary
health care available to all citizens; ensure the availability of safe, good quality essential drugs in
health facilities; and rationalise health financing through budget reprioritisation.
The following key deliverables have been identified as areas that will receive specific attention in
2009/10:
Strengthening primary health care through increasing service hours in selected regions,
significantly reduce the number of mobile points clinics; facilitate functional integration and
rationalisation of health facilities.
Intensifying efforts in respect of HIV and AIDS through programme implementation and coordination with other spheres of government and non-governmental organisations (including
business and community-based organisations.
Improving access to antenatal care services, and improving the TB cure rates
Strengthening the preventive and promotive health initiatives of the city through integrated health
campaigns and outreach programmes.
Consolidating the city’s focus on Environmental Health Services (Municipal Health Services)
through promotional, educational and enforcement programmes.
REVISION TO THE COJ 2006/11 IDP
There has been no major change to the 2006/11 IDP programme except for the targeted efforts
towards the HIV/AIDS prevention programme. The key focal areas for this programme include
Jozi Ihlomile; Home based care outreach project as well as the construction of a clinic in Lawley
in Region G.
200
HEALTH SECTOR PLAN
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA
Environmental Health Plan
to prevent and minimise
environmental pollution
Pollution, Prevention and Reduction
programme
Pollution, Prevention and Reduction
programme
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Compliance monitoring of all
identified sources of air pollution on
an ongoing basis
Air pollution emissions
measurement
Imbawula project
Noise contouring requirements for
new developments
Noise compliance monitoring
Water pollution monitoring
Illegal dumping prevention
programmes
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An integrated and wellresourced system in place
for environmental health
certification, monitoring and
enforcement
Environmental Health Risk
Management programme
Environmental Health Risk Management
programme
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201
50 identified households in informal
settlements / informal food traders
provided with smokeless imbawulas
7,786 diesel vehicles tested per annum
for emissions
95% compliance to sampling protocol /
programmes for the city – water quality
management
Statutory notices served on 100% of
identified council-owned vacant
properties where illegal dumping
regularly takes place
Statutory notices served on 100% of
identified non- council owned vacant
properties where illegal dumping
regularly takes place
150 “No dumping” signs erected citywide on properties where illegal dumping
regularly takes place
Develop a seamless approach to
health and safety surveillance so
that there is a single point of
certification (preferably one in each
region) for buildings, food
establishments, early childhood
development facilities, other places
of care, etc
Within this seamless approach,
further develop and maintain wellresourced and efficient systems of
monitoring compliance and
enforcement for food hygiene at
food establishments; waste
management at key points of waste
generation; water quality; disposal
of the dead at funeral undertakers
and cemeteries; chemical safety;
and general public health at highrisk buildings and premises
Increase the number of
environmental health officers in the
field based on actual workloads
Reduce the risk of vector-borne
diseases through targeted vector
control programmes in selected
hotspots (key targeted areas to
include: Alexandra)
Develop a clear set of health and
safety guidelines for all new CoJ
capital projects, and ensure 100%
compliance with these (as assessed
through CIMS)
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A seamless approach to health and
safety surveillance has been
implemented and operationalised. No
complaints or negative feedback has
been received in this regards
100% implementation of a developed
plan of a single point of certification
100% implementation of a system to
monitor compliance and enforcement for
all municipal health functions
20 Environmental Health Officers
employed – subjective to availability of
funds
8 pest control staff employed – subject to
availability of funds
One visit per year to mortuary / funeral
undertaker
One public awareness programme
conducted per region on measures to
control vectors
100% of identified hotspots sites serviced
by vector control personnel
100% compliance of health and safety
guidelines for all new health
departments’ capital projects in the City
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA
At a consistent rate of
monitoring and
enforcement, reduced
incidence of noncompliance with
environmental health
regulations and set
standards
Environmental Health promotion
programme
Environmental Health Promotion
programme
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To reduce the risks of
potential outbreaks and
effectively contain
outbreaks when occurring

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One blitz per region focusing on nuisance
buildings
100% of identified ECD facilities inspected
One Training workshop in conjunction with
Community Development on ECD legal
requirements
One campaign per region on chemical
safety and lead awareness
2335 identified informal food traders
trained city-wide
Communicable Disease Outbreak
Response Improvement programme
Communicable Disease Outbreak
Response Improvement programme
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202
Within a seamless approach,
promote environmental health and
safety awareness and compliance
in ‘nuisance’ buildings, ECD
facilities, places of care, etc., to
create environmental health
awareness and compliance to
legislation
Working across City departments
and with a range of external
partners, assist proprietors and
residents who have demonstrated
need and limited financial capacity
to upgrade to the applicable
standards
Run five city-wide campaigns to
promote public awareness around
the safe handling and storage of
chemicals.
Develop and run an ongoing health
promotion and education campaign
targeting food handlers
Refine the health surveillance
system, integrated with the City’s
own disaster management
response that is aligned with the
provincial and national systems,
with a focus on ensuring early
warning on key risks and rapid
responsiveness
Identify areas of greatest risk in
each region and institute
preventative measures to mitigate
communicable diseases
Review systems and procedures to
ensure immediate investigation of
selected notifiable conditions.
Co-ordinate and monitor outbreak
response where necessary
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Health department’s surveillance system
integrated into the CoJ Disaster
Management System
Mopping up activities undertaken in
identified areas of low routine
immunization coverage
100 % functional Outbreak Response
teams in each region
100% of cases investigated and 85%
reported within three working days
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA
Improved awareness of HIV
and AIDS risks, prevention
methods and available
services
Women’s Health programme
Women’s Health programme

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
Reduce rate of HIV
infections

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Three peer education programmes
implemented in hostels
180 peer educators trained (including
traditional healers)
Three peer education programmes
implemented in informal settlements
Two youth programme implemented
Three Commercial Sex Workers (CSW)
programmes implemented (1 new)
100% of identified hotels with CSW
supported as part of the outreach
campaign –
100% of identified hotels with CSW with
at least 1 peer educator each
50 new community-based condom
distribution points established
Two Additional sites per region
distributing female condoms
HIV Prevention programme
HIV Prevention programme
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203
With other City departments,
conduct a two yearly
Johannesburg-specific HIV and
AIDS and STI prevalence,
awareness and impact
investigation, and use the
information to assess the
implications for (a) targeting of
prevention campaigns and care
services, (b) demand for household
infrastructure services, and (c) the
scale of the City’s social package
Expand an ongoing programme of
information provision and
community mobilisation, with a
special focus on peer education
campaigns in hostels, (including
males) informal settlements,
commercial sex workers and
amongst the youth
Increase access to and promote
acceptability of Voluntary
Counselling and Testing (VCT),
and Prevention of Mother to Child
Transmission (PMTCT)
Improve identification of and care
for infants at risk of HIV and AIDS
in and through facilities
Improve integration between TB
screening and VCT services, by
ensuring referral between services
within and across facilities


100% of fixed facilities (87 clinics)
providing rapid on site HIV testing
services
100% of fixed clinics (87 clinics)
conducting PCR testing in children
100% of fixed clinics implementing INH
preventive therapy
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA
City-wide access to
comprehensive HIV and
AIDS support services to
ensure effective medical
care for people infected and
affected by HIV and AIDS
Medical Care and ART Roll-out
Support programme
Medical Care and ART Roll-out Support
programme
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Develop and roll-out an integrated
package of support to promote
adherence to ART protocols
(through, for example, education,
nutritional support, improved
transport access to ART
dispensaries, etc.)
Ensure availability and marketing of
access to Post Exposure
Prophylaxis (PEP) at all clinics,
including traditional healers
Strengthen syndromic management
of STIs, and treatment of or referral
for opportunistic infections
Strengthen integration with TB
control programme

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City-wide access to
comprehensive HIV and
AIDS support services to
ensure effective
community-based care for
people infected and
affected by HIV and AIDS
HIV and AIDS Community Care and
Capacity Development programme
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204
Expand Jozi Ihlomile and other
community outreach programmes
that identify people / households in
need, and provide HBC, referrals to
services, etc
With other departments, scale up
nutrition programme such as the
Food Bank to support individuals
living with AIDS
With other departments, introduce
and roll-out targeted training
programmes and technical support
for households affected with AIDS,
in order to enhance self-sufficiency
in respect of nutrition through
community gardens, etc
With other departments, support
orphans and child-headed
households, inter alia by providing
psycho-social services, facilitating
access to schooling, etc
Ensure that AIDS affected
households benefit from the revised
social package.
Scale up PWA support to ensure
100% access in all wards
100% of regions with access to
comprehensive HIV and AIDS
management treatment programme in the
CoJ
100% of fixed facilities (87 clinics)
providing rapid on site HIV testing
services
100% of fixed clinics that offer
comprehensive ANC providing PMTCT
services
100% of fixed clinics (87 clinics)
conducting PCR testing in children
One new anti-retroviral (ART) site
established in CoJ
One community awareness campaign in
all regions to raise awareness on
availability of PEP services
100% provision of comprehensive STI
management at all fixed clinics
100% of fixed clinics implementing INH
preventive therapy
50% newly diagnosed HIV positive
patients tested for TB
HIV and AIDS Community Care and
Capacity Development programme

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Expand Jozi Ihlomile programme at two
new sites (existing=18 sites)
Implement outreach programme in
Poortjie (Region G)
Maintain Jozi Ihlomile programme at 18
sites
One community HIV and AIDS forum
established
One new food garden per region in
community-based facilities established
100% wards with access to PLHWA
support groups and HBC programmes
One HIV and AIDS community support
and information centre established
Two PLWHA forums established in the
City
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA
Monitoring the rate of CoJ
staff absenteeism and
departure attributable to
HIV and AIDS
Workplace Wellness HIV and AIDS
programme
Workplace Wellness HIV and AIDS
programme
Through a two-yearly workplace specific
survey, establish the prevalence of HIV
and AIDS amongst the City’s own staff;
use this to assess the risk implications
for service delivery operations, and
undertake the necessary risk mitigation
measures in response
 Expand prevention campaigns
specifically targeting City staff
 Ensure 100% access to VCT
services for City staff
 Across all City departments and
municipal owned entities, facilitate
staff access to comprehensive HIV
and AIDS programme, including
ART
 Increase access to extended EAP
services for all employees
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205
100% maintenance of workplace
wellness, HIV and AIDS forums
established (regions, departments and
entities)
100% access to EAP for employees
infected and affected by HIV and AIDS
100% compliance with minimum
standards on HIV and AIDS in the
workplace
100% of COJ departments / entities /
regions conducting awareness
programme to reduce / prevent risk and
new HIV infections
100% implementation of integrated
Workplace Wellness, HIV and AIDS
programme by departments and regions
100% access to HIV and AIDS
counselling services for COJ employees
100% access to comprehensive HIV and
AIDS Management Treatment (including
ART) to COJ employees
70 managers trained on HIV and AIDS
programme
400 Workplace Wellness and HIV and
AIDS peer educators retrained
Three city-wide workplace HIV and AIDS
awareness campaigns conducted
Quarterly monitoring of the rates of
absenteeism and departures attributable
to HIV and AIDS
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA
Equitable distribution of
primary health care clinics
and more convenient
operating hours in clinics
Primary Health Care Strengthening
and Expansion programme
Primary Health Care Strengthening and
Expansion programme


Improvement in perception
of PHC services as
measured by CoJ
Customer Satisfaction
Surveys


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



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
Promote access and convenience
by extending operating hours in
clinics
Extend satellite mobile points
clinics into full five-day operating
facilities
On the basis of a PHC audit,
ensure functional integration in
services with provincial health
facilities, and synchronise referral
systems
Undertake a five-year health
facilities capital development plan
Ensure adequate staffing in PHC
facilities, and the multi-skilling of
PHC staff
Promote Patients' Rights Charter
and Batho Pele principles through
ongoing customer-care training
Improve community involvement by
facilitating the training and
empowerment of community
structures that liaise with clinics
(including traditional healers)
Assess waiting times in health
facilities and proactively address
causes wherever possible
Implement a complaints
management system,
systematically monitor and assess
the results, and take remedial
action where necessary
Promote early identification and
referral of people with mental
illnesses
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206
Two additional clinics with extended
service hours activated
Two service points converted to fixed
clinics
30% Implementation of the developed 3-5
CAPEX Plan including 2010 priorities
% Implementation of completed annual
PHC training plan (HRD plan)
10% annual increment on PHC clinically
trained nurses from baseline
One EMS training session per quarter
100% completion of revised PHC facility
based organograms
One staff satisfaction survey conducted to
develop interventions to improve staff
morale
50% Implementation of developed staff
recruitment and retention strategy
100% regions with functional cost centres
100% service delivery points with monthly
Laboratory control systems
100% service delivery points with monthly
pharmaceutical stock control systems
Less than 5% drug stock-out in
customized EDL per region
Not more than 5% shrinkage on
pharmaceuticals at the central pharmacy
and the clinics
Quarterly waiting times’ assessments
conducted at clinics
85% of ward health sector representatives
trained
Two information sharing workshops for
community structures per annum,
including traditional healers
Monthly monitoring of implementation of
complaints management system:
response time and resolution rate
(targets) as per criterion
90% of PHC staff trained in customer-care
training
% Improvement in Customer Satisfaction
levels in PHC facilities as measured by
annual survey
20% of clinicians trained in early
identification of people with mental
illnesses including Alzheimer`s disease
% Capacitation of training and research
unit
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA
Improved TB cure rates
across the city
Tuberculosis Control programme
Tuberculosis Control programme


Strengthen TB treatment
programmes to improve detection,
reduce treatment interruption rates
and improve cure rates
Improve case holding through
effective utilisation of Community
Health Workers (CHW)


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
As measured by a fiveyearly survey, improved
community awareness of
health risks, healthy
lifestyle and the availability
of services for chronic
conditions
Comprehensive and Integrated Health
Promotion programme

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207
Develop and run a proactive health
promotion outreach programme
from all fixed clinics, especially in
informal settlements and other
vulnerable communities, with
specific targeted interventions for
males Establish partnerships and
inter-sectoral collaboration to
extend reach and impact of health
promotion activities
Intensify health promotion
interventions that encourage
healthy lifestyles, to raise
awareness around chronic noncommunicable illnesses so as to
enable early recognition and timely
health-seeking behaviour
Expand the provision of chronic
care services at all fixed facilities,
and effectively communicate the
availability of these services
Promote mental well-being through
integrated and proactive health
promotion campaigns
75% cure rate of New Smear Positive TB
patients
8% or less interruption rates
85% of newly diagnosed (New Smear
Positive) placed on treatment
95% TB patients on Directly Observed
Therapy (DOT)
90% of sputum results received within 48
hours (Turn around time)
1 TB awareness programme conducted in
each region
Comprehensive and Integrated Health
Promotion programme

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
Two health professionals per region
trained in health promotion
Substance abuse awareness and
education programmes conducted at 3
high & 3 primary schools per region
males screened for prostrate gland and
testicular cancer per region
Cervical and breast cancer awareness
programmes conducted in each region
Awareness programmes on chronic
conditions of lifestyles conducted in each
region
One support group established and
maintained per facility
100% of fixed facilities providing chronic
care
One awareness programme on mental
health conducted per region
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA
Five-yearly improvement
across a selected set of
national indicators of childhealth (viz, % immunisation
coverage for children under
1 year; % measles
coverage under 1 year; 0
cases of confirmed measles
and polio; % Vitamin A
coverage in children under
1 year; and incidence of
severe malnutrition per 1
000 uninsured children
under 5 years)
Children and Youth Health
programme
Children and Youth Health programme
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5-yearly improvement
across a selected set of
national indicators of
women’s health service
provision (viz, % of ANC
patients tested for HIV; %
Vitamin A coverage in post
partum mothers; %
coverage of cervical cancer
screening; and %
contraception coverage)
Ensure provision of an expanded
community health outreach
programme from all clinics,
targeted at ECD facilities identified
in the annual census, to promote
awareness and education around
all child health issues
Develop and conduct community
awareness programmes on the
need for immunisation in each
region, and ensure the availability
of an EPI in all areas of the city
Develop and conduct community
awareness programmes to prevent
typical childhood health risks,
accidents and injuries
Implement growth monitoring of
children under 5-years for early
identification of growth faltering
Review and ensure effective
implementation of the IMC) strategy
Ensure provision of Prevention of
Mother to Child Transmission
(PMTCT) programme at all fixed
clinics that provide comprehensive
antenatal (ANC) care
Establish at least one Youth
Friendly Health Service per region
to encourage and facilitate youth
access to health care
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HIV Prevention programme
HIV Prevention programme
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Ensure provision of comprehensive
antenatal and postnatal care at all
fixed clinics in the city
Provide family planning services at
all clinics and facilitate referral in
order to ensure access to Choice of
Termination of Pregnancy (CTOP)
services
Strengthen breast and cervical
cancer screening in all clinics, and
run awareness and education
programmes on reproductive,
maternal and women’s health in all
regions
Ensure promotion and referral to
PEP services, including counselling
in the community
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100% of ECD centres visited to conduct
integrated awareness programmes (with
Environmental Health)
One EPI awareness programme
conducted per region
90% (full) immunisation coverage of
children under 1 year
90% measles coverage of children under
1 year
One awareness programme on
prevention of childhood accidents and
injuries (including lead poisoning)
conducted in each region
100% of severely malnourished children
monitored / followed up
90% Vitamin A coverage in children under
1 year old
85% weighing rate of children under 5
years old
90% of facilities (with IMCI trained PNs)
implementing IMCI strategy
100% provision of PMTCT at fixed clinics
that provide comprehensive ANC
100% of fixed clinics (87 clinics)
conducting PCR testing in children
One additional YFS site established per
region
100% fixed facilities providing
comprehensive ANC in the city
90% of ANC patients offered HIV
counselling
25% of Vitamin A coverage in post partum
mothers
35% contraception coverage in women 15
– 45 years (uninsured)
5% cervical cancer screening coverage of
target group
One awareness programme on cervical
cancer and breast self examination in
each region
One awareness and education
programme on reproductive and maternal
health in each region, including postnatal
depression
Awareness programmes on teenage
pregnancy conducted in 3 high & 3
primary schools per region
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA
Reduce environmental
health risks
2010 Soccer World Cup programme
2010 Soccer World Cup programme
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Improve accessibility to and
quality of service at primary
health care clinics, and
undertake comprehensive
and integrated health
promotion
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To ensure that the environmental
health requirements in terms of the
environment, food control, including
food establishments, and
accommodation establishments,
are addressed and complied with
Improve compliance to
environmental health by-laws and
legislation
Upgrade health facilities near
stadiums / practice venues and
increase staffing for PHC services
to operate for extended hours
Implement integrated health
promotion activities with focus on
environmental health, and HIV and
AIDS and STI's
Ensure compliance by health
facilities to cope with emergencies
and disasters, in collaboration with
EMS and Disaster Management
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One educational campaign per region
conducted focusing on COJ by-laws and
legislation
Statutory notices served on 100% of
identified council-owned vacant properties
where illegal dumping regularly takes
place
Statutory notices served on 100% of
identified non- council owned vacant
properties where illegal dumping regularly
takes place
100% of butcheries inspected for
compliance with legislation (as per
database)
95% of identified food premises issued
with certificate of acceptability as per
R918
Two visits per year conducted at all public
conveniences
One public awareness programme
conducted per region on measures to
control vectors
100% of identified hotspot sites serviced
by vector control personnel
One blitz per region focusing on nuisance
buildings
Two additional clinics with extended
service hours
One satellite clinic and 2 mobile points
operationalized to fixed clinics
30% of identified clinics upgraded and
renovated
Three peer education programmes
implemented in hostels
150 peer educators trained (including
traditional healers)
Three peer education programmes
implemented in informal settlements
Two youth programme implemented
100% of identified hotels with CSW
supported as part of the outreach
campaign
100% of identified hotels with CSW with
at least 1 peer educator
One EMS training session per quarter
100 % functional Outbreak Response
teams in each region
100% of outbreak response cases
investigated and 80% reported within 3
working days
Housing Sector Plan
INTRODUCTION AND OVERVIEW
The delivery of a 100 000 housing units is one of the key integrated development planning
interventions for the City in this Mayoral term. To date approximately 46% of this delivery target
has been achieved. In the first two years of the Mayoral term the focus has been on the
identification and planning of new housing projects. The 2009/10 financial year will witness the
delivery at scale of housing on large projects such as Lufhereng (Doornkop), Lehae Phase 2,
Kanana Park, Kliptown and Princess amongst others.
Many of the housing political priorities for the 2009/10 financial year will remain the same and in
line with the strategic objectives of the 5 year Integrated Development Plan. These areas of focus
are strongly aligned to the City’s key programmes which are the Inner City, 2010 and the
Formalisation and Regularisation of Informal Settlements. In addition it is also interesting to note
that the issues that have been raised through the community feedback sessions are also aligned
to the priorities and programmes that are reflected in the sector plan. Many of these issues are
currently being addressed in the 2008/09 financial year.
Although much has been achieved to date with regard to the IDP programme for the mayoral
term significant work and delivery is still required to be able to achieve on the targets that have
been identified. Thus 2009/10 financial is considered a crucial year for delivery notwithstanding
some of the challenges that have been highlighted in the sector plan.
Strategic objectives
The strategic objectives of Housing are:
 On a progressive basis, and over the longer term, all residents in inadequate housing to
access affordable, safe and decent accommodation;
 Meet housing needs at all levels of the housing ladder through accelerated facilitation and
supply, and effective management, of a diverse range of products for purchase or rental;
 A fully functional secondary housing / property market in all parts of the city, so that all
households can realise economic value from investing in their residential assets;
 Quality of the City’s existing and future housing stock is enhanced and maintained; and
 Increased liveability and sustainability of all residential communities, with equitable access to
green spaces, social and cultural differences, transportation and economic opportunities, and
adoption of green housing practices and technologies.”
POLITICAL PRIORITIES
Many of the programmes that were identified in the City’s 5 year IDP and Housing Sector Plan
remain a priority. The following areas continue to be a focus for the City in 2009/10:
Formalisation of informal settlements
Together with the department of Development Planning and Urban Management (DPUM) as well
as the Gauteng Department of Housing, CoJ Housing will increase its efforts to formalise informal
settlements in the City. To this end, feasibility studies on all informal settlements have been
undertaken and a programmatic approach to formalisation is currently being finalised.
210
The 180 settlements where feasibilities have been undertaken have been classified into the
following categories:
 Upgrading projects (This comprises 65 settlements and are being implemented either by the
City of Johannesburg Housing Department and the Gauteng Province)
 Relocation projects ( This comprises 16 settlements and are implemented either by the City
of Johannesburg Housing Department or the Gauteng Province)
 Programme linked settlements (This comprises 28 settlements linked to programmes that will
formalise housing for beneficiaries over the long time. This will be implemented by both CoJ
Housing and the Gauteng Province)
 Regularisation Projects ( This includes 23 settlements and is managed by the Department of
Development Planning and Urban Management)
 Settlements not linked to any of the aforementioned projects (48 settlements are currently not
linked to any project or programme. The key challenge in addressing the development needs
of these settlements is accessing and securing additional land).
Rejuvenation of the inner city and older centres
The Inner City remains an area of priority for the City. Increased housing delivery for all levels of
the housing ladder is required to cater for the demand; however the focus of the City is to ensure
that the poor are catered for in the supply market. To date the City has been working with the
Province, Social Housing Institutions, private developers, and other stakeholders to increase the
scale of delivery as well as deepen the reach of affordability, so that the housing needs of lower
income households are addressed.
One component of the Housing Action Plan is to develop temporary accommodation. The
purpose of this accommodation is to provide interim shelter for households that are living in
unsafe buildings. In the 2007/08 financial year approximately 1400 beds were developed in the
Inner City as temporary accommodation.
In addition to temporary accommodation the focus will be on increasing the supply of medium to
longer term rental accommodation, such as transitional housing, communal housing, and social
housing. Already JOSHCO, the City’s social housing company has been proactive in acquiring
buildings and planning the delivery of communal and social housing stock in the City. It is
anticipated that 2 buildings will be refurbished in 2008/09 and a further 3 buildings will be
completed by 2009/10.
In addition some of the problems around the deteriorating inner city buildings will be considered
as part of the framework of the Inner City Property Scheme as introduced by the Department of
Economic Development.
Delivery of 100 000 units by 2011
As a key area of focus the City is mobilising its resources as well as engaging with other
stakeholders to ensure that the delivery of 100 000 housing units in this mayoral term is achieved.
The 100 000 units target includes the delivery of 15 000 rental housing units, 30 000 housing
units through the Community Builder Programme and the Peoples Housing Process programme,
5 000 units through the redevelopment and conversion of hostels, and 50 000 mixed income
housing units. As at the end of the second quarter of the 2008/2009 financial year a total of 46
463 housing units have been developed and facilitated within this programme in the current
mayoral term.
The Pennyville project, near New Canada Station showcases some of the components that
should be delivered as part of the mixed income housing programme and has set a standard to
which all new housing in the City must achieve, reflecting a choice of tenure, typologies,
affordability as well as the relevant social and educational facilities. In attempting to improve on
the sustainability of these areas the COJ: Housing in consultation with Departments of Economic
Development and Community Department, is exploring ways in which economic activities by
communities are facilitated so that housing can be used as an economic asset by the residents.
211
Secondary Property Market
The implementation of projects under the Neighbourhood Partnership Development Grant
Programme, funded by National Treasury will also be a key area of focus in the 2009/10 financial
year. The planning and design of the projects would have been completed in the 2008/09 year.
Although some implementation is anticipated in 2008/09, majority of the delivery is programmed
for the 2009/10 period. The Department of Housing has already structured partnerships with a
number of other relevant City Departments, Provincial Departments as well as municipal owned
entities to support the roll out of identified projects. By the end of 2009/10 the outcomes of
stimulating the secondary property market as well as contributing to sustainable human
settlements should become more realisable and evident.
Hostel redevelopment
In the City of Johannesburg there are a number of staff and public hostels. In implementing the
hostel redevelopment programme the focus of the City is on the redevelopment and conversion of
staff hostels, while the Gauteng Department of Housing is addressing the redevelopment and
conversion of public hostels.
Development on the following staff hostels are currently being implemented or planned by the
City via Joshco: City Deep, Van Beek, Selby, Anthea and Klipspruit hostels. The critical
component of the redevelopment is to ensure that these spaces that were previously sterile and
unhealthy environments become mixed income rental accommodation and integrated spaces
where the previous hostel residents are integrated with the communities.
The focus of the Provincial Government is the redevelopment of the public hostels in the City
under the Community Residential Units (CRU) programme introduced by the National
Department of Housing. The Province has already commenced with construction on Diepkloof
Hostel, Dube Hostel, Meadowlands Hostel and the Orlando Women’s Hostel in the Soweto
region. Planning work has been initiated on the hostels in the Inner City including Jeppe, Denver
and George Gogh cluster. It is anticipated that during the 2009/10 financial year a minimum of
1600 units in hostels will be redeveloped. The target for the mayoral term is 5000 units and during
the first two years of the mayoral term only 480 units were achieved. The extensive injection of
funding through the CRU programme however will assist in upscaling the delivery of units under
this programme.
Addressing the housing gap
The strategic objective of this programme is to “address the housing ladder gap by facilitating
private sector delivery of affordable rental and home ownership”. This strategic objective is
currently being addressed through the implementation of the mixed income housing programme.
The Pennyville project again demonstrates how this is being implemented together with the
Private Sector (Diliculu) to provide rental accommodation in the gap market.
The City is facilitating the delivery of housing projects by the private sector so as to ensure that
gap market products are available. In this regard the City has determined that the product mix in
mixed income housing should include approximately 25% gap housing.
Proficient management of City stock
The focus of this mayoral term is on the transfer of the public housing stock from the department
to qualifying beneficiaries and to JOSHCO. As of the end of June 2008 three thousand three
hundred and fifty units had already been transferred to JOSHCO.
The signing of lease agreements is a critical component of the management of the housing stock.
In the 2007/08 financial year the City has focused on ensuring that with all new allocations, lease
agreements are signed and where this has not happened in the past these instances are rectified.
As at the end of June 2008, 90% of all lease agreements had been signed. The rental collection
for this period has also increased to 65% of billed amount.
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CHALLENGES AND OPPORTUNITIES
In developing new housing and managing current housing stock, a number of challenges arise. If
not adequately addressed, these challenges can impact on housing delivery and the housing
environment in the City. Some of the challenges include:
Demand for housing exceeding supply
Like so many other cities across the world the demand for housing within Johannesburg far
exceeds the supply. The existence and growth within informal settlements, over crowding in
inner city buildings, back yard shacks, and the number of people that have registered on the
previous housing waiting list and more recently the demand database reflect the increased
demand for housing.
For many reasons such as capacity constraints, inadequate resources, lack of affordable land,
unaffordable products, etc the supply of housing has been impacted. This has resulted in the
limited supply of housing by both the private and public sector. In the current mayoral term, as
previously articulated the City is targeting the delivery of 100 000 housing units through its own
means or through the facilitation of other role players in the sector.
Although the 100 000 units will make a significant delivery impact, it is recognised that the
demand will still continue to exceed the supply.
Land
There are a number of challenges that are experienced with regard to land. These include:
 Lack of availability of well located land
 The increased cost of land to undertake housing development
 Acquiring privately owned land where settlements already exists
 Limited funding for land acquisition
 Lengthy procurement processes that impact on the timeframes for acquisition and which in
turn has a negative impact on the cost of land
Management of Housing Stock
Majority of the housing stock that is owned by the City is very old. Over the years inadequate
budgets have been allocated for the maintenance of the housing stock and this has impacted on
the quality of the stock. In addition the unwillingness of people to pay for rentals, has also
contributed to there being inadequate funding to service and maintain the housing units.
These problems are not limited to the City of Johannesburg and the experiences both nationally
and internationally reflect that the management of housing stock by municipalities has been
challenging.
As previously indicated some of the challenges are being addressed through the:
 transfer of stock where possible to individual households;
 transfer of stock to JOSHCO to manage under the social housing or community residential
units programme; and
 regularisation of tenants and signing of lease agreements.
Managing internal growth within the informal settlements
For many new migrants to the City informal settlements are generally the first areas in which they
seek accommodation. In the past years although not many new settlements were established the
increase in households in existing settlements has been significant.
Whilst it is much easier to identify and prevent new informal settlements from mushrooming, it is
much more difficult to observe internal growth immediately when it occurs.
213
Although the City has an approved process to respond to the growth in settlements, the lack of
capacity, especially in terms of enforcement compromises the process. In attempting to curb the
internal growth, the Housing Department is currently numbering all the shacks in informal
settlements, keeping a register of the households and undertaking regular visits and monitoring of
the settlements.
Evictions and Court Judgements
Addressing the phenomenon of bad buildings in the Inner City requires an increase in the delivery
of housing, especially affordable rental accommodation. Through the Inner City Charter process
an Inner City Housing Action plan has been developed reflecting the range of housing
interventions that must be implemented.
The recent court judgements however are placing the City under increasing pressure to provide
temporary or emergency accommodation in terms of the National Housing Programme for
Housing in Emergency Circumstances. Even in the case of private evictions the City has to
respond with possible emergency housing accommodation.
REVISION TO THE COJ 2006/11 IDP
The Housing Sector Plan in the whole has not fundamentally changed, save for the following
amendments:
5-YEAR STRATEGIC
OBJECTIVE
Create new housing opportunities
for people with special needs
(aged, child headed households,
HIV and AIDS affected/ infected
households, street children etc)
5-YEAR IDP
OBJECTIVE/PROGRAMME
Special needs housing programme
REASON FOR CHANGE
Create new housing opportunities
for people with special needs eg.
Disabled persons
Currently via National and provincial
housing policies disabled persons
are the only grouping of people that
are able to access housing
opportunities under the subsidy
scheme
SECTOR RESPONSE TO COMMUNITY ISSUES
In the Regional Summits that were undertaken in 2008, the following issues were raised by
communities:
 the formalisation and upgrading of informal settlements;
 the need for high density and social housing projects;
 upgrading and redevelopment of hostels;
 the maintenance and management of public housing stock; and
 poorly management and maintained buildings within the Inner City, leading to unsafe housing
environments.
SECTOR CONTRIBUTION TO 2010 FIFA WORLD CUP
The following projects reflect how the Housing Department is contributing to 2010.
Diepkloof Hostel Redevelopment
The redevelopment of the Diepkloof Hostel is considered a 2010 legacy project, as it is situated at
the main entrance to Soweto in close proximity to the FNB stadium, the Soweto Empowerment
Zone and the Klipspruit rehabilitation project.
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An Urban Design Framework has been approved for the hostel redevelopment with emphasis
also on the façade of the building. The redevelopment was initiated by the Housing Department of
the City however the current redevelopment and conversion of
1 000 units is being implemented by the Gauteng Department of Housing.
International Broadcast Centre Accommodation Project
The International Broadcast Centre accommodation facility will see the development of 200
residential units, each consisting of two bed room units, thus accommodating 400 journalists that
would be covering the FIFA 2010 World Cup. The City has awarded a contract for the
development of 200 flats. 100 of the flats to be developed will be transferred to JOSHCO.
Funding from the City together with possible subsidies from Province will be utilised for the
development of the 100 units for JOSHCO. The remainder of 100 units will be financed and
owned by the selected developer.
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HOUSING SECTOR PLAN
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA
Formalise all settlements
located on state land
Informal settlement formalisation
Informal settlement formalisation
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50% of informal settlements
formalised or upgraded to a
minimum level of basic
services
Develop a set of interventions
to improve the quality of
backyard accommodation
Backyard accommodation programme
20 settlements have been targeted
for general plan approval
 Secure ownership or land
availability for projects on state and
private land
 2000 stands to be fenced
Backyard accommodation programme
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To date general plans have been
approved in 51 settlements
Feasibility studies have been
completed for 180 informal
settlements
750 units have been completed as a
pilot project in Orlando
520 units have been completed on
the Alex Far East Bank project
Using alternative technology
methods 200 units have been
completed in Zola
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Support at least 5 small landlords in
township areas and new housing
projects
Facilitate the development of 100
units to be managed by small
landlords
Structure partnerships with
stakeholders to promote an
inner city and older centres
residential accommodation
programme
Inner City and older centres residential
upgrade programme
Through a hostel upgrading
programme that is sensitive to
issues of affordability and
quality living environments
upgrade 5000 units
Hostel conversions programme
Create new housing
opportunities for people with
special needs
Special Needs Housing programme
1 600 hostel units will be developed
Management and asset
management programme with
GDOH will be completed by June
2010
 Finalise land rights development
agreements with Province
Special Needs Housing programme
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Through both the City’s own
means and in partnership with
other actors and stakeholders,
deliver 100 000 well-located
and good quality housing units
over the next five years, which
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1 103 units have been redeveloped
or converted in hostels in City Deep,
Alexandra (M2), Diepkloof, Dube,
Meadowlands, and Orlando Womens
Hostel
Approximately 246 units for special
needs have been developed to date
An open day for people with
disability to be convened during
March 2009
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Delivery of the 3000 rental units,
under the 100 000 units programme
will also be facilitated in the inner city
and older centres
 Implement rental housing projects in
line with Inner City spatial
development framework currently
being developed by DPUM
Hostel conversions programme
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Temporary/emergency housing
programme
Implement projects in line with the
national and provincial policies once
finalised( what projects and how
many)
 At least 70 housing units to be
developed for disabled persons
(average of 10 per region)
Temporary/emergency housing
programme
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More than 1400 beds have been
provided for temporary/ emergency
accommodation
Housing programme
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In partnership with Province
and other stakeholders,
develop and manage
temporary/ emergency housing
stock
In 2007/08 approximately 4000
rental units were developed by
stakeholders in the Inner City and
older centres
Inner City and older centres residential
upgrade programme
CBP/PHP – 13 572 units developed
Rental – 8 916 units developed
Mixed income – 22 872 units
Develop and facilitate 500 beds for
temporary accommodation
Housing programme
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Develop 10 000 units through
CBP/PHP
Develop 3 000 rental units
5-YEAR STRATEGIC
OBJECTIVES
includes the delivery of 15 000
rental housing units, 30 000
housing units through the
Community Builder
Programme, and 50 000 mixed
income housing units
Address the housing ladder
gap by facilitating private
sector delivery of affordable
rental and home ownership
Complete the transfer of title
deeds and ensure that new
title-holders are informed of
the advantages of their new
asset
IDP PROGRAMME AND KEY
ACHIEVEMENTS
developed
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Pennyville project currently being
implemented together with ABSA
bank to address rental
accommodation in the gap market
Secondary Property Market
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Secured R109 million in capital
funding for stimulating the secondary
property market
Feasibility studies completed and
projects identified for design and
implementation
Facilitate the implementation of
Fleurhof, Kanana Park, Lehae Phase
2 and Lufhereng projects to provide
at least 3 000 units for gap housing
Secondary Property Market
City public housing stock upgrade and
transfer programme
Identified projects in Braamfisherville
and Vlakfontein eg roads and
stormwater upgrading, construction
of police stations, construction of
MPCC, street lighting, greening,
rehabilitation of parks, sports
facilities etc will be implemented in
partnership with the relevant
departments and MEs
City public housing stock upgrade and
transfer programme
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60% rental collection achieved
90% of lease agreements have been
signed
3 350 units have been transferred to
Joshco
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Achieve 70% rental collection
Implement the asset management
and maintenance plan for public
housing
Transfer public stock units to
JOSHCO in line with the approved
transfer programme
Sustainable Human settlements
programme
Sustainable Human settlements
programme
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Held workshop with various
departments and stakeholders to
communicate research on
sustainable human settlements
Developed operational plans and
systems for achieving sustainable
human settlements in housing
projects
Social facilities facilitated on housing
projects e.g. Pennyville
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Deliver 15 000 mixed-income
housing units
Housing ladder gaps delivery
programme
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Introduce the Sustainable
Human Settlements approach
to all new housing
developments
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Housing ladder gaps delivery
programme
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Promote good management
and maintenance of City
housing stock and associated
infrastructure
2009/10 DELIVERY AGENDA
Construction of 2000 alternative
technology housing units
Implement 3 economic
empowerment projects in new and
established housing projects
Implement infrastructure and
community facilities projects in Zola,
Orlando- New Canada,
Braamfisherville and Vlakfontein as
part of the NDPG programme
Support at least 5 small landlords in
township areas and new housing
projects
Facilitate the development of 100
units to be managed by small
landlords
Infrastructure And Services Sector Plan
INTRODUCTION AND OVERVIEW
The sector’s primary responsibility as envisaged in the GDS is to ensure that the City’s services
infrastructure (water, electricity and waste management) is maintained and its capacity is
continually improved in order to provide safe, reliable and affordable services to all citizens and
stakeholders. To deliver on this mandate, the Infrastructure and Services Department (ISD) has,
through coordinated and integrated planning with Municipal Owned Entities (MEs) namely Joburg
Water, City Power and Pikitup together with relevant City Departments, translated the vision into
measurable objectives and programmes outlined in the five year sector plan, and serve as a
service delivery framework for the entire sector. The role of the ISD in this regard, is to provide
leadership and guidance in the delivery and implementation of key programmes by MEs towards
the realisation of Growth and Development Strategy objectives.
Since the beginning of the term (2006/11), the Sector has progressively realised the objectives it
had set out to achieve which focused mainly on improving the socio-economic conditions of the
citizens. These areas include the following:

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Increasing access to basic services and reduce service delivery backlog
Develop Asset Management Plans to address Infrastructure upgrade and maintenance
issues which will in turn improve service efficiencies and contribute towards the realisation of
City’s Specials programmes i.e 2010, Inner City and EPWP
Implement Demand Side Management to effectively conserve water, waste and energy
resources and sustain services
Although the unprecedented population growth within the City has affected the roll out and the
outcomes of certain programmes, the overall performance so far indicates a fair progression
towards the achievements of the five year targets.
Access to water and sanitation as at end December 2008 was at approximately 85 %, whilst
approximately 78% of households inclusive of Eskom supplied areas had access to electricity
services. All areas within the City are provided with a standard waste management services and
efforts to improve the level of cleanliness in those informal settlements with increased levels of
waste generation were accelerated. In this regard approximately 61 settlements are provided with
a daily cleaning service.
Inline with the approved City Social package, households listed in the indigent list are receiving
Free Basic Services. A certain amount of maintenance related Ward priorities identified towards
the end of 2007/08 financial year are currently being addressed and would be given priority in
2009/10.
Outages related to network malfunctioning have decreased by 4% from 81 to 78 compared to last
financial year’s performance, due to the continuous investment on infrastructure upgrade.
Approximately 37 750 megalitres of water with a rand value of R116 million have been saved
through the implementation of Operation Gcinamanzi.
To reduce consumption levels of water and electricity, various Demand Side Management (DSM)
consumer oriented initiatives were undertaken and these include the installation of prepaid
meters, Geyser ripple control, Refurbishment of Gas /Diesel turbines, CFL and solar water
heaters. The impact of the above initiatives, can however not be quantified at this stage as
implementation is still at its initial phases.
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To contribute towards the reduction of unemployment the sector created more than 24 000 job
opportunities which benefited mainly the youth.
Whilst there has been some progress towards the achievement of set objectives, the following
areas remain the Sector’s concerns


Inadequate resources to address both the condition of the City’s aging services infrastructure
which continues to deteriorate and carryout key special programmes i.e. 2010 and Inner City
Effective delivery of Basic Services inline with Formalisation of informal settlement
programme
Since we are nearing the end of the five-year term, to accomplish the above the Sector has
refined its strategies and programmes to focus on accelerating delivery through prioritisation.
However, it is worth noting that for certain programmes this becomes a challenge particularly for
Infrastructure upgrade & maintenance as it requires substantial investment to enhance its
condition. Despite its increasing backlog, Capex funding has declined over time, and the
indicatives for the 2009/10 FY show a further 17% and 30% decrease for City Power and Joburg
Water. This has necessitated a change in approach for the planning period, the Sector will
categorise its projects and prioritise implementation of those that are critical to service delivery
requirements. Projects that cannot be funded for the 2009/10 will be implemented in the
subsequent years subject to minimal disruptions to service delivery
In the delivery of Basic services the sector will continue to engage various and critical
stakeholders to the programme and also prioritise community requirements, identified through
Community Based Programme. The priorities include the following:
 Public lighting;
 Sewer and water upgrade;
 Electrification; and
 Recycling services and waste collection and illegal dumping.
The focus of the 2009/10 delivery agenda will generally be on the implementation of programmes
that would prioritise communities needs thus ensuring accelerated access to services, increase
infrastructure capacity and effective conservation of resources for the realisation of IDP, MDG
and National objectives.
CHALLENGES AND OPPORTUNITIES
Basic Services Programme (BSP)
The programme seeks to increase access to basic services to all households within the City. The
national targets which envisaged water and sanitation provision to all households by 2008 & 2010
have recently been revised by National Department of Water and Forestry (DWAF) to year 2014.
The electricity backlog is expected to be eradicated by December 2012.
BSP has four sub-programmes, namely Electrification, Waste, Water & Sanitation services
designed around the core business areas. It is implemented in the context of the City’s
overarching plan, which intends to formalise informal areas driven by Housing and Planning
department. The plan prioritises areas and informs level of service required enabling other City
programmes including BSP to initiate the delivery process. The City Community Ward priorities
and the outcomes of the Customer Satisfaction surveys also form an integral part of the
programme.
According to the 2007 Community Survey released by Statistics South Africa, the City has a total
household population of 1 165 014 with more than 25% residing in informal dwellings. The
Sector’s focus therefore is to reduce the Service delivery backlogs which are estimated to be
growing at 7 % per annum in these informal areas.
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Water and Sanitation services
As at the end December 2008, the City’s water and sanitation coverage stood at approximately
11
85%. The percentage represents the number of households which have access to LOS 1 and or
12
3 . To address the backlog, the sector is providing rudimentary services to the remaining 15%
through mobile and stationery water tanks and chemical toilets. The focus, however for the
2009/10 and remainder of the term will be to upgrade these households to a higher level of
service inline with informal settlement formalisation and upgrade as well as housing development
programme.
The rolling out of water and sanitation services to informal settlements effectively remains one of
our most pressing challenges. This is due to a number of factors ranging from constraints posed
by densification to settlements established on privately owned land. It is understood that the
integrated formalisation plan of these areas will accelerate the delivery and realization of the
City’s GDS and IDP targets. The sector is working closely with various City programmes i.e.
Formalisation of settlement and Housing upgrades, in order to prioritise water and sanitation
delivery in these areas.
Energy services (Electrification)
The electricity coverage within the City’s area of jurisdiction (inclusive of Eskom serviced areas) is
estimated to be 78%. As at end of December 2008 over 73 000 households had access to
electricity through the implementation of the electrification programme. Although considerable
progress has been made towards the reduction of the electricity backlog, the slow roll-out of the
housing programme and the formalisation process have been a major constraint. The sector
continues to provide services in areas which have been formalised.
Waste Management services
Although formal and informal areas within the City currently receive a minimum (once a week)
level of waste service, there is a general consensus among the stakeholders of the need to
improve the quality in certain informal settlements. This is due to the high rate of waste
generation in these areas, which result in daily cleaning services being required. . These services
will be implemented through a community based cleaning programme, which has been already
been rolled out in 61 informal settlements. The plan is to roll out the programme to all informal
settlements that have more than 2000 households.
The growth of formal businesses, pedestrian traffic volumes and informal trading has resulted in a
substantial increase in waste volumes in the Inner City. In general this has led to unacceptable
low levels of cleanliness. Together with the Inner City office, Pikitup is implementing various
cleaning initiatives to achieve acceptable levels of cleanliness in identified block precincts.
Formalisation of informal settlements
Although the department is confident that many of the targets it has set for next year will be
achieved, there remains a genuine concern about the pace at which the identified informal
settlements are currently being formalised. The successful implementation of the basic services
programme to these previously under-serviced areas (informal settlements) is dependent on the
formalisation of informal settlement programme, which is the responsibility of both housing and
development planning department.
As part of this programme 182 settlements have already been identified and registered. However
registration does not confer full legal recognition to these settlements. What is still required is for
these settlements to be rezoned in terms of the City's Town Planning Scheme and the
Development Facilitation Act (DFA) of 1995. Rezoning will give residents recognition through
issuing occupation permits, while using the DFA will consolidate existing rights in land and allow
for full ownership of property at a later stage, within the same process. Basically the two
regulatory frameworks offer certain tenurial options for residents.
11
12
Water standpipe within 200meters radius and VIP toilets per household
Waterborne sewer system
220
According to studies by housing department, a large proportion of these 182 settlements can be
developed "in situ", or where they stand. The studies found that a sizeable number of informal
settlements were well situated in geo-technically stable environments. They were also in close
proximity to established neighbourhoods and would be easily integrated within these existing
communities.
Despite all this, the process of formalising these settlements is moving at a very slow pace with
the result that we have been unable to roll out the basic services programme with the speed that
is required if we are to achieve the national targets.
Demand Side Management Programme
Energy
The shortage of electricity as evidenced by the consistent outages and load shedding in the
beginning of this year has had an impact on how the Sector delivers electricity services to users
within the City. In this regard, the department together with City Power has developed a demand
side management programme which will assist in minimising the consumption of electricity and
ultimately with the availability of electricity supply in the country.
Water
South Africa falls under the category of countries amongst the world’s top 30, which are defined
as water – scarce. It is further predicted that if the current consumer habits persist the country will
become water stressed by 2025. Gauteng province will however experience water shortage by
2015. To prevent this situation, the sector will continue to implement demand side management
programmes, which includes education and awareness campaigns, reducing water losses
through the installation of pre-paid meter, refurbishing / rehabilitating infrastructure and removal
of wasteful devices.
Waste
On an annual basis, the City manages approximately 1.4 million tons of waste, which is deposited
at four landfill sites. The substantial increase (10-14% per annum) in waste volumes has resulted
in an accelerated reduction of landfill airspace. Various DSM initiatives such as waste re-use,
recycling and minimization programmes are already at different stages of implementation. The
department together with Pikitup will be introducing a waste treatment technology project, which
will assist the City to meet the Polokwane Declaration of diverting waste from landfill by at least
70% by 2022.
Infrastructure Upgrade and Maintenance Programme
For the 2009/10 the sector will prioritise the implementation of infrastructure projects which will
ensure successful delivery of the 2010 SWC, BRT, Inner City and other critical City projects.
Operational plans are currently being developed in order to establish areas which require
intervention and minimise the level of service interruption.
REVISION TO THE COJ 2006/11 IDP
The objectives and programmes highlighted in the 2008/09 sector plan have not been revised.
INITIATIVES TOWARDS MEETING THE GDS PRINCIPLES
Most programmes that the Sector implements would contribute towards the social upliftment of
the poor within the City, job creation and ensuring sustainability of services. The alignment
between these programmes and GDS principles is outlined below.
Proactive Absorption of the poor
221
Basic services Programme: According the latest data provided by the Planning Department, the
City has an estimated total of 220 000 households in the informal areas and the implementation
of this programme will facilitate access to basic services in these areas and by the poor in general
in line with GDS and national government targets. For the 2009/10 financial year, informal
settlement will be provided with access to basic services through Thonifho and Electrification
programme.
Sustainability and environmental justice
Demand Side Management programme: The implementation of programmes such as landfill gas
to energy project, waste minimization projects, use of alternative sources of energy and
approaches to minimize/optimize the use of electricity, will contribute to the achievement of the
above strategic principles. The waste projects will minimise the negative impact on the
environment as a result of waste management operations and energy projects will contribute
towards the minimization of the use of scarce resources through the implementation of demand
side management programme.
Balanced and shared growth
The implementation of DSM projects will necessitate direct capital investment in the City, which
will result in economic growth and job creation.
INFRASTRUCTURE AND SERVICES SECTOR PLAN
5-YEAR STRATEGIC OBJECTIVES
Extend access to basic services to all
households
IDP PROGRAMME AND KEY
ACHIEVEMENTS
Implementation of Electrification
Programme to 95% of formalised
households13 by 2011
2009/10 DELIVERY AGENDA

Out of a total of 1 169 048
households, 78 %14 have access
to electricity services
Provide street lighting to 95% of
formal areas which include
proclaimed informal settlements



62% coverage in formal areas
and 12% in informal areas has
been achieved
Implementation of Electrification
Programme to 95% of formalised
households15 by 2011
Provide street lighting to 95% of
formal areas which include
proclaimed informal settlements
14
15
Implementation of waste collection
optimisation plan to ensure waste
collection in all areas


Collection of waste once a week
in all areas has been achieved,
and quality and service standard
has improved in most areas
The electricity coverage here excludes Eskom serviced areas
The electricity coverage includes Eskom serviced areas
The electricity coverage here excludes Eskom serviced areas
222
To provide street lighting to 65%
of formal areas including
proclaimed informal and
prioritised high crime areas
Implementation of waste collection
optimisation plan to ensure waste
collection in all areas

13
To extend the service to 90% of
prioritised households
Provide daily cleaning to informal
settlements with more than 1000
households and provide
appropriate receptacles in
targeted informal settlements
Rollout 240l bins to formalised
areas and underground
receptacles in targeted areas
5-YEAR STRATEGIC OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
Improve cleanliness levels in the
Inner City and street cleaning in all
areas
2009/10 DELIVERY AGENDA


Cleanliness levels within the City
have improved
Improve cleanliness levels in the
Inner City and street cleaning in all
areas
Improve waste service delivery
standards in prioritised informal
areas
Maintain Inner City level 2
cleanliness and extend the street
cleaning service citywide
 Facilitate enforcement of by-laws
 Eradicate 100 illegal dumping
spots
Improve waste service delivery
standards in prioritised informal
areas


As of end December 2008, 61
Informal areas were provided
with a daily cleaning service
Installation of water standpipes and
the construction of VIPs to cover all
households by 2011
Establish new depots in Orange
Farm, Haylon Hill
 Complete RCR collection by
17h00 and provide 100%
coverage
 Implement community education
and awareness campaigns
Installation of water standpipes and
the construction of VIPs to cover all
households by 2011


85% of households have access
to water and sanitation services
Allocation of Free Basic water ,
electricity
Allocation of Free Basic water ,
electricity


All households registered in the
City’s indigent list are provided
with Free Basic Water, electricity
and waste (FBE & FBW)


223
Extend water services to 90% of
households prioritised by Housing
through formalisation of informal
settlements programme
Continue with FBW of 10kl plus
4kl to indigent
Continue with FBE from 50 to 100
kWh per household and reduce
FBE threshold from 802 to 500
kWh
Provide free waste collection
services for households with
property value below the
threshold of R150 000
5-YEAR STRATEGIC OBJECTIVES
Upgrade infrastructure and reduce
maintenance backlog to meet
capacity requirements
IDP PROGRAMME AND KEY
ACHIEVEMENTS
Design and implement long-term
asset management strategy and
plan for waste, water and energy
2009/10 DELIVERY AGENDA

Reduce electricity outages by
50% in year 2010(bulk, medium
and low voltage)


A total of R 117 million has been
invested on infrastructure
upgrade, refurbishment and
maintenance
Design and implement long-term
asset management strategy and
plan for waste, water and energy






Reduce electricity outages by 50%
in year 2010(bulk, medium and low
voltage)
Priority will be given to
infrastructure projects that will
ensure delivery of City’s special
programmes ie. 2010, Inner City ,
BRT
Implement Asset management
plans
Accelerate implementation of
infrastructure refurbishment
programmes
Implement 3 landfill airspace
optimization projects
Integrate and maintain
weighbridge system to SAP
Design and implement alternative
fleet models for yellow plant and
operations
Design and implement
maintenance system for
underground bins, composting
plant, incinerator, depot and
garden sites infrastructure
Reduce electricity outages by 50%
in year 2010(bulk, medium and low
voltage)

Reduce unaccounted for and nonrevenue electricity and water losses
Implement DSM programmes and
innovative technologies
224
Implement infrastructure
refurbishment programme
and install pre-paid meters to
reduce losses to 25% by 2011 for
water and from 3 to 1% by 2011 for
energy
Reduce network related bulk
outages from 78 – 76
Implement infrastructure
refurbishment programme
and install pre-paid meters to
reduce losses to 25% by 2011 for
water and from 3 to 1% by 2011 for
energy


The amount of unaccounted for
water losses was 33.6% and 3 %
for energy

Implement a policy to reduce
losses
Resume implementation of OGA
and removal of illegal electricity
connections and reduce losses to
25% for water
Develop and implement
comprehensive demand side
management programmes for
waste, water and energy services
Develop and implement
comprehensive demand side
management programmes for
waste, water and energy services


Undertake a coherent and
comprehensive research
programme to provide accurate
information on users
consumption needs and
behaviours, especially among the

Continue with the implementation
of all identified and funded DSM
programmes
Commissioning and monitoring
the implementation of the Landfill
Gas to Energy (LFG) project
5-YEAR STRATEGIC OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
poor
 Implement at least five innovative
new technologies in service
delivery

Establish RED 4
Minimise waste to landfill to inline
with the Polokwane Declaration
Improve waste management services
225
2009/10 DELIVERY AGENDA
Various DSM initiatives are
currently being implemented by
MEs. The projects include the
following:
Waste Services composting facility,
Garden sites, Material recycling
facilities and rubble crushing plant
Water: Installation of pre-paid meters
in all new developments initiated by
Housing Department and
implementation of OGA
Energy: Geyser control, Appointment
of ESCOs for CFL replacement,
Rueven site - electronic ballast,
lighting management and replacement
fittings
Participate in activities that lead up
to the establishment of RED 4
Participate in activities that lead up
to the establishment of RED 4

The process of establishing RED
4 has commenced and should be
substantially complete by June
2009
Reduce, re-use and recycle at least
15% waste by 2010

50% green waste diverted to
compost facilities by 2010
50% green waste diverted to
compost facilities by 2010
Develop and implement strategy to
increase landfill capacity
Develop and implement strategy to
increase landfill capacity


About 38 756 tons has been
diverted away from landfill
through recycling and
composting activities
Implement turn-around strategy for
business improvement through
cost management, revenue
generation by 2007 and improved
service delivery
Conduct a due diligence (sale of
assets) on City Power business
and implement the Municipal
Systems Act Section 78 process
Reduce, re-use and recycle at least
15% waste by 2010
Implement waste reduction and
treatment project
 Develop legislation that will
enable minimization of waste
generation
 Process 7% green waste and
divert 10% dry waste to MRFs
and private landfills
 Implement Builders rubble plant
at Marie Louise and Goudkoppies
 Continue with the implement
project waste separation at
source
 Establish of two garden sites and
a composting plant at permitted
sites
Develop landfill strategy
Implement turn-around strategy for
business improvement through cost
management, revenue generation
by 2007 and improved service
delivery
5-YEAR STRATEGIC OBJECTIVES
Policy development and by-law
review
Service delivery monitoring and
evaluation
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IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA

Formulate policies and by-laws that
will facilitate effective service
delivery
Continued implementation of the
turnaround of the waste management
service which includes:
 Activity Based Costing to reflect
the true costs of providing a
service
 Business Process Reengineering
and process documentation
 Performance management
system to track corporate and
individual performance
 Tariff and funding model for
budgeting
 Human resource development to
improve HR productivity through
various initiatives
 Development of new and delisted
cells
Formulate policies and by-laws that
will facilitate effective service
delivery


Waste management turnaround
strategy has been developed and
significant gains have been
realised on improving operational
efficiencies
The draft policy on energy DSM is
currently being developed
Introduce and maintain quality
service monitoring system for at
least three years that can inform
regular stakeholder engagement
Formulate and implement policy
on conventional and pre-paid
meters for water and electricity
 Development of DSM policy and
by-law on electricity and draft a
by-law
 Formulate policies and by-laws
that will facilitate effective service
delivery & separation at source
Introduce and maintain quality
service monitoring system for at
least three years that can inform
regular stakeholder engagement


Frequent service delivery
inspections are conducted as
means to improve and address
the customer perception survey
outcomes
Develop and implement a service
delivery monitoring system
Legislature Sector Plan
INTRODUCTION AND OVERVIEW
Local Government has a responsibility to actively promote and facilitate “Participatory
Democracy”. The Constitution of the Republic of South Africa defines the role of local government
in Section 152, Act 108 of 1996, as the custodian of “democratic and accountable government for
local communities”.
The development of the “Johannesburg Model” as an integral part of developing participatory
democracy within South Africa places significant responsibilities on the Legislature, Office of the
Speaker and specific Legislative Departments to ensure that there is a clear model for other
Councils that is realistically replicable in different environments, cost effective and easily
understood and implemented. The implementation of clearly defined “participatory democracy”
and the associated separation of powers, if successful, will inform legislative changes and will be
replicated in other Councils in South Africa.
There is a very clear constitutional requirement to facilitate and actively encourage the
involvement of communities and community based organisations in the planning and service
delivery which is within the scope of the constitutional responsibilities of local government, as well
as participation in implementation, where possible and appropriate, and oversight and scrutiny of
service delivery and the targets set in the existing plans, in general, but specifically ward based
planning and the Integrated Development Plan.
But community participation is not simply a matter of compliance with the legislation’s minimum
requirements, participatory democracy is also informed by manifesto commitments, and the
recognition that appropriate sustainable service delivery requires close cooperation by
communities with elected representatives, and Councillors and the electorate experience
participatory democracy that is ongoing and sustainable. This requires that Councillors work
closely with the communities they represent and that there is effective oversight and scrutiny of
both the Executive and the Administration to assist in the attainment of the City’s strategic
agenda.
Effective engagement and the creation of “participatory opportunities” and the encouragement of
their effective utilisation requires careful consideration of the minimum legal requirements for
consultation and where possible their extension to ensure time frames that are not only realist
from an Executive and Administrative point of view but also the needs of Communities, this is a
focal point of this years work, building on the developments of the financial year 2008/09.
The “legislature” of the City of Johannesburg Metropolitan Municipality, by resolution of Council,
has developed long term strategic objectives for this term of office, 2006 to 2011, to facilitate the
separation of powers between the Legislature and the Executive, Executive Mayor and Members
of the Mayoral Committee and the Administration, who are responsible for service delivery.
2009/10 is the final year for the implementation of new activities in this term of office and the
“bedding down” of existing activities, as the final year, 2010/11, will be required for full
operationalisation of all successful pilots.
The 5-year strategic objectives of the Legislature, set out in its Strategic Plan are as follows (as
per Sector Plan). The strategic objectives were critically evaluated in the financial year 2008/09
and significant changes were made.

Ensure that the local democratic process is recognised as legitimate by the communities of
Johannesburg through their ongoing participation;
227





Build a viable and sustainable participatory process through the development of a citizenship
culture and the capacitation of role players to participate effectively;
Build an effective, efficient co-operative and transparent institution in order to fast track the
implementation of the City’s Strategic Agenda;
Ensure the accountability of government through effective oversight and scrutiny;
Transform the government model to incorporate best practices with respect to separation of
powers, public participation, accountability and transparency and protocol; and
Strengthen the capability of the Office of the Speaker and its staff to deliver exceptional value
to their internal and external customers.
The function and activities of Stakeholder Relationship Management include:








Community Dialogue, including ward based planning;
Petitions and assisting in the development of a responsive Administration to the articulated
needs of Community;
Communications and Media Management for the Legislature;
Civic Education;
Citizenship for all communities and internally;
Student Councils;
Ceremonial and Protocol activities for the Legislature in general and the Private Office of the
Speaker in particular; and
Support for Ward Councillors in term of their responsibilities to their constituencies.
The functions of Strategic Support include:
Implementation Approach
 Formalises the identified areas that require immediate action as a project/programme that will
adopt a transformational approach, together with an educative & participative change
management approach;
 Management by project with a dedicated team to ensure governance, delivery against agreed
timelines and reporting of progress and/or risks and issues;
 Management of resources from within Strategic Support and City of Johannesburg to ensure
alignment and effectiveness as well as a skilled consultant to manage the overall
administration of the local legislature; and
 Ensure integrated change management strategies that include stakeholder management,
leadership involvement and communication.
Critical Success Factors for this approach
 The day-to-day operational work be separated from project work;
 Resources must be allocated to the project so that there will be sufficient focus on the task at
hand;
 OOS members to be trained up to ensure a culture of delivery;
 Leadership commitment through sufficient Project Sponsoring; and
 The department has a specific identity, to maintain a high level of awareness among
stakeholders.
Between 2006 and the present day the CoJ has initiated reforms aimed at the enhancement of
participatory democracy through the development of participatory opportunities and democratic
accountability, which seek to realise the following objectives:

Strengthen the role of the Council and Councillors, and enhance Council and the role of its
Committees in the ongoing oversight and scrutiny of the Executive and Administration, with
progressively increased participation by communities, organisation and individuals, to assist
in the attainment of the City’s strategic agenda;
228




Ensure effective participation by communities and individuals in policy development,
implementation and critical evaluation of the performance of the Administration;
Ensure more meaningful debates on local issues within committees that affect the citizens
and communities of the City of Johannesburg and the progressive development of plans that
are clear, concise and meaningful to communities to facilitate effective engagement;
Creating opportunities within Council meetings for critical, constructive debate that is relevant
and meaningful to the constituencies that Councillors serve; and
Progressively enhance and institutionalise sound governance and the Culture of Citizenship
within all aspects of governance.
With respect to the Department of Stakeholder Relationship Management, the key features of the
new governance model include the following:





Participatory democracy and participatory opportunities within the separation of powers
between the executive and legislative functions of local government, with a view to
strengthening the executive’s capacity for effective implementation of the strategic agenda
and efficient service delivery, while at the same time strengthening the legislative and
oversight role of Councillors, Council and Committees of Council and their ongoing
engagement with communities, organisations and individuals;
Strengthening the Council’s oversight role through the effective engagement by nonexecutive Portfolio and Standing Committees (“section 79 committees”), with the diverse
communities and interested parties in Johannesburg, and where appropriate defined external
persons or organisations ;
Progressively increase the capacity and scope and scale of the activities of the Petitions and
Public Participation Committee to evaluate the development of participatory democracy in
Johannesburg, responsiveness of the administration to the identified and articulated needs of
communities through the all needs and planning processes, including petitions, community
based planning and other forms of participatory democratic engagement with communities,
community based organisations and special interest organisations;
The progressive development of effective two way ongoing communication with communities
and associated civic education to enhance and increase participatory opportunities; and
The development of a culture of citizenship within identified stakeholders and communities.
CHALLENGES AND OPPORTUNITIES
As previously stated in the “Governance Section” of the 2008/9 amendments to the Integrated
Development Plan (2006 to 2011), change is always a challenge and the “Johannesburg Model”
seeks to ensure there is increased accountability and responsiveness of the Administration and
Executive to the elected representatives of Communities, within the Strategic Agenda as resolved
by Council.
The objective is to not only ensure compliance with the requirements of the Constitution and
existing legislation, which clearly articulates the need for participatory democracy and community
involvement in governance, as well as manifesto commitments; but to ensure that the developed
model informs improved legislation and the practical implementation of participatory democracy
within Johannesburg and as a realistic replicatable model for use by other Councils, within a
progressively aligned legislative framework.
The Johannesburg Model is not simply a pilot for local government as it is critical that there is
awareness of the interrelationship of policy development, and service delivery between and within
different spheres of Government.
However, the final development of the model faces genuine challenges given the differences
within provincial and national legislation and the constitutional detail and attention to these two
229
spheres of government compared to that of the local government sphere. This cannot be resolved
without changes to legislation.
The comparative constraints of local government legislation compared to other spheres of
government has regrettably negatively impacted on the effectiveness of the pilot with respect to
the separation of powers between the legislature and administration, and to a lesser degree
between the legislature and executive, and the associated progressive development of oversight
and scrutiny by the legislature, it is believed that what should have been a “creative tension’ has
been partially resolved in 2008/9 and that legislative amendments will ensure a legislative
framework that facilitates finalisation of the pilot and its replication.
INITIATIVES TOWARDS MEETING THE GDS PRINCIPLES
The vision contained in the Growth and Development Strategy (GDS) are long-term, City-wide
and outcome-based. They have specific relevance to the changing role of the Legislature with
specific reference to the development of sustainable “good governance”, through “innovative
governance solutions”. However, improvements in the oversight and scrutiny through the new
Portfolio and Standing Committees are also an important development in ensuring that the “vision
statement”, what City we would like to see in the year 2030, and the “strategic agenda” of the City
are attained.
Therefore, the focus of the “Johannesburg Model” on the building supportive critical oversight and
scrutiny as an integral part of the institutional design will facilitate the strategic agenda, which is
wider than the development of “good governance”. The “Johannesburg Model” is an important
feature of the attainment of the long term strategic objectives within each of the 12 sector areas,
as defined within this IDP revision. Each service delivery sector, and the responsible Executive
Mayoral Committee Member cluster are vertically aligned to the scope of responsibility and the
terms of reference of individual Portfolio Committee.
The question of “sustainability” is a critical underpinning factor of the GDS, in terms of the
“Johannesburg Model” sustainability is not limited to Johannesburg, but the development within
the innovative phase 2006 to 2010 of a clear replicatable best practice design that can be utilised
by local government within South Africa in the new 2011 to 216 team of office.
The GDS requirement of sustainable indicators, which are clearly those of the City and show City
wide performance, and not simply a top down articulation of the City manager’s performance
indicators, has previously been identified as a challenge by the Auditor General. The ability of the
Portfolio Committees to critically evaluate the quality and alignment of policy development to the
intentions of the GDS, with the quarterly evaluation of performance against the stated targets
within the IDP is an important dimension in assisting the Mayoral Committee Members to attain
their specific stated outcomes.
SECTOR RESPONSE TO COMMUNITY ISSUES
The development of the identification of ward priorities has been driven by Councillors and Ward
Committee members with the communities they represent. The Office of the Speaker is
responsible for the coordination of community participation engagements within the City. This was
initiated in 2007/08 with the focus on “ward priorities” and the roll out of ward based planning in
2008/09.
In the early part of this term of office Communities and Councillors had correctly critically
commented on their inability to easily engage in participatory opportunities, identify local delivery
targets within the Integrated Development Plans of the City, and in materials developed by the
Administration on behalf of the Executive.
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This articulation of the relationship between the City and communities also impacts on Councillors
own relationships with constituencies, organised sections of communities, and ward committee
members, and has been seen as a significant questioning to the legitimacy of the “Government”
in general, given the closeness of local government to communities, and the Council in particular.
This was and remains a threat as it raises significant questions within communities about the
commitment of government to participatory democracy and negatively impacts on the potential
involvement of communities in participatory opportunities in all their forms. It also created a self
fulfilling prophecy, with lower identified active community ownership of community resources, and
their involvement in specific aspects of service delivery within communities, as well as limiting the
ability of communities to critically evaluate performance and delivery, against clearly defined
targets within their local communities.
In addition Councillors have believed that there has been a relative lack of responsiveness by the
administration to previously identified needs, which has lead to unnecessary tensions within
communities. Councillors have also identified the lack of the provision of quality ongoing
information on their wards as an activity that could be significantly improved and facilitate local
planning.
In 2007/08, for the first time, the Integrated Development plan had a section on ward priorities
and this was extended in 2008/09 with the development of “Ward Based Plans” for the majority of
the 109 Wards in the City and their full implementation and integration into Department and
Municipal Entities business plans for delivery in the financial year 2009/10 and in defined
forthcoming years.
The progressive increase in the rate of roll out of local projects, and planning processes that are
ward specific within each sector, requires the active participation of Councillors, Ward
Committees and Communities, with the support of Provincial Community Development Workers
and project specific Community Liaison Officers. The Office of the Speaker plays a coordinating
role in ensuring there is alignment between and within community initiatives.
The Office of the Speaker is also responsible for the development of appropriate civic education
programmes for communities, which are directly linked to the development of a culture of
citizenship, awareness of rights and responsibilities, and the interrelationship of these activities
with community participation, and the annual planning and implementation cycle.
SECTOR CONTRIBUTION TO 2010 FIFA WORLD CUP
The contribution made by the legislative arm of council is focused on assisting the local regulatory
framework of by laws governing the 2010 to be streamlined and passed through council.
This is done through public participation and hearings on how communities input and influence
the drafting of such by laws. Furthermore the legislative arm of council exercises oversight and
scrutiny on all aspects of governance of the City including 2010 FIFA Soccer world cup project.
PROGRAMMES PLANNED FOR 2009/10
IDP Programmes as per Departmental Objectives
Delivery agenda/Detail
Ensure that communities are mobilised to participate and
engage in collective action with the City towards the
achievements of its goals and initiatives I.e. MRM, Anticorruption, etc
Completion of replicable public participation model for local
government and national conference on participatory
democracy to launch the said model:
 1 Community mobilisation strategy document
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Approved community mobilisation plan
 Implemented community mobilisation programmes
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IDP Programmes as per Departmental Objectives
Delivery agenda/Detail
Ensure that communities experience that their voice is
heard and heeded by Council and Government
Evaluate scope and scale of stakeholder data against
representatively targets and make recommendations on
priorities 20011-2016 in terms of community participatory
opportunities :
 annual publication and circulation of public participation
framework
Ensure that the legislature of the City is regarded as the
benchmark in Local Government model development
Evaluate local government protocols and develop a manual
for use by local sphere of government:
 approved community feedback and dialogued
component report published
Ensure an effective and efficient Legislative process
resulting in efficient and aligned policy development and
implementation
Ensure that ward communities and councillors by evaluation
of project equity and decentralise:
 approved councillor performance evaluation system
Ensure that the Legislative arm of Council and its role
players are fully capacitated to ensure their effective and
qualitative participation in the legal legislative process
Develop proposals for improvements in the legal framework
of councillors code of conduct to ensure high ethical
standards aligned with citizenship culture:
 recorded community and councillor input agenda and
information system
Develop and make recommendation for legislative changes
and model policy of law making, oversight and scrutiny
including sanding orders to enhance participatory
democracy and management of annual cycles:
 approved legislative amendments and strategy ,
results published and circulated
Implement at least 10 legacy programme that enhance the
Johannesburg model:
 degree of compliance to code of conduct, published
and circulated results
Ensure an effective and efficient corporate systems to
enable accelerated delivery by the office
Ensure that the Legislative arm of Council and its role
players are fully capacitated to ensure their effective and
qualitative participation in the legal legislative process
Ensure an effective and efficient Legislative process
resulting in efficient and aligned policy development and
implementation
Ensure an effective and efficient Legislative process
resulting in efficient and aligned policy development and
implementation
Ensure the accountability and transparency of the executive
to and by the Legislative arm of Council
Ensure the accountability and transparency of the executive
to and by the Legislative arm of Council
Ensure the accountability and transparency of the executive
to and by the Legislative arm of Council
Ensure that the legislature of the City is regarded as the
benchmark in Local Government model development
Implement transparency framework guided by A Act and
PAIA:
 results of circulated and published transparency
information
Undertake overseas study tours by committees of council
Implement transparency framework guided by A Act and
PAIA :
 evaluated framework results implemented and
approved
Publish and circulate best practice oversight, scrutiny
systems:
 evaluated best practice framework results implemented
and approved
Develop section 79 committee business plan:
 report on benchmarks on oversight and scrutiny
Conduct IDP Review and Budget Analysis:
 developed terms of reference for CFFG
Evaluate programmes performance of committees:
 updated reported on protocol framework and improved
baseline target
Ensure an effective and efficient corporate systems to
enable accelerated delivery by the office
Implement tracking system of council and committee
resolutions:
 number of petitions and council resolutions published
Build a culture of high performance in the Office through the
institutionalisation of the Batho Pele and Citizenship
principles
Undertake Research Seminar series:
 results of evaluated oversight and scrutiny framework
232
IDP Programmes as per Departmental Objectives
Delivery agenda/Detail
Ensure that communities are mobilised to participate and
engage in collective action with the City towards the
achievements of its goals and initiatives I.e MRM, Anticorruption, etc
Oversight of annual report of the City:
 oversight report analysis
Ensure that the Legislative arm of Council and its role
players are fully capacitated to ensure their effective and
qualitative participation in the legal legislative process
Establish a Batho Pele principle forum and appoint
champions:
 appointed Batho Pele champions and principles
displayed at service points
Ensure an effective and efficient Legislative process
resulting in efficient and aligned policy development and
implementation
Build a culture of high performance and citizenship through
customer focus service charter and appoint champions:
 approved and signed scorecards signed and approved
performance agreements and quarterly evaluation
framework of senior staff
Ensure an effective and efficient corporate systems to
enable accelerated delivery by the office
Ensure budget and business plan adequately reflect need of
OOS:
 approved annual business plan and budget
Ensure an environment conducive to high performance
Development of well resourced and supported human
capital:
 approved service charter ad quality assurance system
implemented
Build a culture of high performance in the Office through the
institutionalisation of the Batho Pele and Citizenship
principles
Undertake a safe working environment and compliance
audit:
 compliance audit report
Document the replicability of the model and proposed
legislative changes to effect oversight and scrutiny:
 research and publications of the model with concrete
proposed legislation changes
Development, evaluation and enhancement of the
Johannesburg Government Model and supporting
Legislative Framework
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LEGISLATURE SECTOR PLAN
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA
To ensure that the local
democratic process (LDP) is
recognised as legitimate by
the communities of
Johannesburg through their
ongoing participation
Ensure that communities are mobilised to
participate and engage in collective action
with the city towards the achievement of it
goals and initiatives i.e. Izimbizos, MRM,
Anti-Corruption etc.
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Brand and Communications Strategy
including Community Mobilisation
Strategy Programme and Plans
implemented and evaluated against
the targets in said strategy
Ensure that communities experience that
their voice is heard and heeded by Council
and Government
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Build an effective, efficient
co-operative and transparent
institution in order to fast
track the implementation of
the City’s Strategic Agenda
Ensure the accountability
and transparency of the
Executive to and by the
Legislative arm of Council
Enable the accountability
and transparency of the
Legislature to and by the
public
Transform the government
model to incorporate best
practices with respect to
separation of powers, public
participation, accountability
and transparency and
234
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Implementation of an electronic
correspondence and archiving system
which facilitates transparency and
Accessibility Framework is aligned
with Promotion of Access to
Information Act 2 of 2002 and the
National Archives Act 1996

Oversight & Scrutiny Framework
implemented that informs and is
vertically aligned with Oversight and
Scrutiny Legislation and Initiatives of
other spheres of Government through
joint portfolio committees and
stakeholder workshops
Critical Friend Focus Groups for
media, public participation and
citizenship, Terms of Reference and
Targets established and at least 3
meeting per group held

Local Government Protocol
guidelines developed and published
in line with National Protocol review
Corporate Identity for the Legislature
completed and implemented for all

Ensure an effective and
efficient Legislative Process
resulting in efficient and
aligned policy development
and implementation
Ensure the transparency and
the accessibility of
information
Ensure the accountability of
Government through
effective oversight and
scrutiny
Participatory Democracy “Community
Dialogue” Strategy implemented
against the representivity index and
evaluated against the targets in said
strategy
Participation framework dialogue and
feedback component implemented.
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Critically evaluate participation
opportunities and engagement
between 2006 and 2009
Completion of a replicatable public
participation model for local
government and national conference
on participatory democracy to launch
said model
Re-evaluation of the CoJ annual cycle
and local and legislative requirements
for public consultations. Complete
recommendations on legislative
changes to deepen participatory
democracy
Evaluate the scope and scale of
stakeholder data against
representivity targets and make
recommendations on priorities for
2011-2016 in terms of community
participatory opportunities
Completion of the Communication
targets for 2009/10 as defined within
the Communication Strategy of
Council, critical evaluation of said
strategy and development of generic
model local government
communication strategy for replication
Review the Implementation of vertical
and horizontal oversight and scrutiny
by Portfolio Committees and set up
model for replication
Evaluation of critical friend focus
groups and recommendations for the
future
Evaluation of local government
protocols and the development of
manual for use by local government
Make recommendations for legislative
changes and model
5-YEAR STRATEGIC
OBJECTIVES
protocol
Ensure that the Legislature
of the COJ is regarded as
the benchmark in Local
Government Model
development
Ensure an inclusive and cooperative approach to the
development of the
Johannesburg Government
Model to facilitate the ease of
adoption
Development, evaluation and
enhancement of the
Johannesburg Government
Model & supporting
Legislative Framework
Strengthen the capability of
the Office of the Speaker and
its staff to deliver exceptional
value to their internal and
external customers
IDP PROGRAMME AND KEY
ACHIEVEMENTS

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2009/10 DELIVERY AGENDA
aspects of the legislatures work
All local government legal
participatory requirements reviewed
and local requirements developed
and implemented that enhance
participatory democracy
Johannesburg Government Model
annual review undertaken, changes
implemented, historical record kept
and packaged for critical evaluation
Conduct Needs Analysis Survey
(implementation recommendation –
combine with wellness needs analysis)
policy/bylaws/standing orders for the
enhancement of participatory
democracy by extending participatory
opportunities through the
management of the annual cycle
plans
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Ensure an environment
conducive to high
performance (quality of work
life within a safe physical
environment)
Identify potential Learning Programmes
(ideally at NQF level 5)
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235
Establish and implement reviewed
organizational structure
Implement Human Resources Sub
Directorate
Establish a Finance sub Directorate
Establish Legal Sub Directorate
Ensure Councillor Affairs and Support
Services is optimally functional
Allocate the financial and
procurement requirements for
existing/new positions
Identify planned projects in IDP and
Business plan and implementation
plan drawn out
Seek agreement on a budget costing
model
Implement the OOS budget process
plan
Inform and Train employees
Identify information and records that
are to be handed over from Corporate
and Shared Services
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA
Develop and Nurture Human
Capital at all levels within the
office
Conduct Skills Gap Analysis (includes
budget training)
Undertake High Level Design of
programme - Aspects will include:
Financial literacy & management
Balanced lifestyle
Health topics
 Computer Skills
 Conduct impact assessment on the
current wellness centre and identify
elements that can be leveraged on,
and address the gaps appropriately
Design Programme
Build a culture of high
performance in the office
through the
institutionalisation of the
Batho Pele and Citizenship
principles
236
Roll Out Training (incl. all administration)
Public Safety Sector Plan
INTRODUCTION AND OVERVIEW
The vision of the Public Safety Sector is to build a city where life property and lifestyles are safe
and secure so that the residents and businesses can live and operate free from crime, threats to
public safety, personal emergencies and disasters. In an effort to ensure that the sector is still on
the right course with regard to the achievement of this vision the Public Safety Sector plan was
reviewed not only to assess the progress made but also to close the gaps that may have existed
in the path to the achievement of the Vision. Largely the sector plan is aligned and seeks to
achieve the ideals and strategic principles of the City’s Growth and Development Strategy, the
Mayoral Priorities as well as the other feeding documents like the City Safety Strategy.
The review of this plan further takes into account the alignment issues with regard to other
departments in the city, its entities as well as Provincial and other National Priorities relating to
the core business of the sector. The other input that has been taken into account is the
community inputs and feedback given on various instances and engagements.
The Johannesburg Metropolitan Police Department (JMPD) and the Emergency Management
Services (EMS) are jointly responsible for rendering safety services to the people of
Johannesburg.
Johannesburg Metropolitan Police Department (JMPD)
The core services of the Johannesburg Metropolitan Police Department (JMPD) is defined on the
basis of its legislated mandate and encompasses the following programs
Crime prevention
 The overall objective of the crime prevention program is to reduce crime and violence in
Johannesburg by leveraging visible policing and technology, and addressing the
underlying causes of crimes as well as the needs of vulnerable groups, such as women
and children.
By-law enforcement
 The overall objective of By-law enforcement program is to address the urban decay,
crime and grime, by enforcing City By-laws and leveraging visible policing and technology
Road traffic management
 The overall objective of Road Traffic Management program is to reduce road and
pedestrian fatalities and to create greater compliance to road traffic regulations and road
safety practices by enforcing road traffic regulations and leveraging visible policing and
technology.
Emergency Management Services (EMS)
The core business of Emergency Management Services (EMS) is to save lives and property
through pro-active interventions, and prevention programmes, as a way to mitigate the costs of
risk coverage for the City’s inhabitants whilst at the same time continually enhancing our ability to
render a fast, reliable and highly skilled response to any kind of emergency situation (reactive).
Proactive
Fire Safety: This directorate focuses on BY-LAW enforcement, Code Application, Flammable
Liquids and Events Management.
237
Disaster Management: The directorate focuses Disaster Planning, Mitigation & Recovery, and
Public Information, Education and Relations (Pier) and BESAFE centres.
Reactive (operations)
Emergency Medical response;
Fire Fighting;
Command and Control Centre; and
Search and Rescue, Hazmat and Diving Unit.
In fulfilling the above mandates, both departments are required to perform its functions in
accordance with certain prescribed acts, regulations and by-laws, which guide and inform
strategies, policies, procedures and practices. These obligations largely define the nature in
which the departments need to conduct its business. The following are some of the key pieces of
legislation that govern the core functions of the Public Safety sector.
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Criminal Procedure Amendment Act [No. 42 of 2003]
Disaster Management Act of 2002
Gauteng Ambulance Act, 2002
National Prosecuting Authority Amendment Act [No. 61 of 2000]
National Road Traffic Amendment Act [No. 21 of 1999]
White Paper on Safety and Security, 1998
Prevention of Organised Crime Act [No. 121 of 1998]
Gauteng City Improvement Districts Act 12 of 1997
The Constitution of the Republic of South Africa, 1996
National Crime Prevention Strategy, 1996
South African Police Service Act 68 of 1995
Fire Brigade Services Act
The City of Johannesburg By-Laws
The Joburg City Safety Strategy
Health Professions Council of South Africa
SANS 10090 and NFPA
Sports and Events Bill Sports and Events Bill
Strategic Direction
The Sector identified the following long-term goals in terms of the IDP chapter on Public Safety.
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An orderly and safe urban environment;
City free of fear of crime and violence;
Effective regulation of road traffic in the interest of road-safety across the city; and
A proactive and effective emergency response and disaster management capability.
Further the following 5-year Strategic Objectives were identified aimed at contextualising
the strategy of the sector:
 Improved citywide compliance with regulations designed to enforce a safer urban
environment
 Reduce incident of crime by 7%-10% over a five-year period
 Reduce the incidents of crimes against women and children by 7%-10% over a five-year
period
 Reduce road fatalities by 30% over a five-year period
 Reduce pedestrian fatalities by 30% over a five-year period
 Greater compliance to road traffic regulations and road safety practices
 Enhanced economic efficiencies through traffic mobility
 A proactive well-capacitated disaster management and emergency response maintained at
100% state of readiness
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Communities aware of dangers and empowered to assist in mitigating disasters
Efficient and effective response to emergency incidents
Vigilant custodianship of safety prescripts
CHALLENGES AND OPPORTUNITIES
With the increasing demand for emergency services in the city it becomes necessary for both
departments to engage in an even more proactive approach to achieving its mandate. The
increasing demand is exacerbated by the rapid increase in the population figures due to inmigration, increase in crime, illegal trading, illegal occupation of buildings and open spaces, rapid
increase in the number of major events held in the City, as well as the exponentially growing
demand for the service.
Although it remains imperative to ensure that adequate capacity exists to respond to any
emergencies and disasters that may emerge, it remains critical that proactive community
empowerment is explored. This approach will significantly reduce emergency calls therefore
creating safer communities. Through its volunteer programme, EMS continues to make this
approach a reality and creating a safer city. This is also viewed as a mitigation mechanism which
enhances Disaster Management preparedness for the city.
The Xenophobic Attacks experienced by the city remain vivid to the minds of many and has
tested the city’s preparedness and resilience to various kinds of disasters. On the one hand it has
fostered the need for world class communication and coordination on the other. This
demonstrated clearly that disaster management, policing and emergency response is not a one
department function but of the whole city and therefore call for coordination mechanisms.
The Funding for ambulance services emanates from Province in the form of subsidies, and
additional revenue is generated from ambulance fees. The fire, disaster management and
support services component is funded directly by the city by means of rates and taxes.
It is important to note that whilst the volumes in relation to emergency services, are increasing,
the revenue collection is not improving at the same rate. This can be attributed to the profile of
the customers that are categorised as indigent and are subsidised by the City in terms of the
social package. This category includes:
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Children that are six years and younger
Maternity patients
Uninsured patients that have been registered with the City as indigents
One of the emerging challenges that remain unclear and therefore unresolved is the
provincialisation of ambulances. Although this issue has been on the table for more than four
years there seems to be very minimal progress despite the takeover programme being defined.
This negatively impacted on employee morale as well the resourcing of this critical component in
terms of staffing and vehicles. The city’s decision to procure its own ambulances will assist the
city in not only mitigating the risks regarding events but also close the gap with regard to
response vehicles. It should be mentioned that EMS last got ambulances from GPG in late 2006.
Events, escorts (funerals and v.i.p.) and other major functions around the city further deplete
already scarce emergency resources. The JMPD and EMS are required to ensure the safety of all
people who attend these events and functions leaving other areas short of resources to attend to
emergency situations that may arise. Ways to address the growing demand for these services are
being explored such as charging organisers for the service and providing a supervisory role over
private security and emergency personnel.
The shortage of skills continues to rare its ugly head in the sector particularly for the specialised
skills like the ALS, fire engineering among other areas. This though is a national phenomenon
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and is not limited to Joburg. Through the EMS Medical academy the organization is making
strides to address the skills gap that exist in the country.
Response to emergencies remains a challenge for both departments. EMS in particular has been
experiencing challenges around the turnaround times particularly for areas like Orange Farm and
Diepsloot which affect the quality of service rendered. This is mainly due to the lack of health
facilities in these areas resulting in prolonged mission times for EMS. This was further
exacerbated by the by the hospital closures where ambulances are diverted to other hospitals.
REVISION TO THE COJ 2006/11 IDP
Most of the refinements are around the targets as this is the period where some of the
interventions must be wrapped up due to the FIFA Confederations Cup and 2010 World Cup. It is
for this reason that more work has been done around the programme contents particularly with
the intensification of the Emergency Response Improvement, Disaster Management, Crime
Prevention and Traffic Management.
SECTOR RESPONSE TO COMMUNITY ISSUES
In the course of service delivery and various scheduled interactions with the community like the
regional/stakeholder summits among others the community raised various issues that need
attention and therefore incorporation into the sector planning processes. The following are some
of the key issues raised during the community engagement processes:
 Additional ambulances
 Stricter by-law enforcement
 Improvement in response times to medical, crime and traffic emergencies
 High levels of crime
 Improved participation in CPFs
 Improved traffic flow management
 More police visibility
 Installation of additional CCTV cameras
 Building of additional fire stations and police stations
In relation to the new fire stations EMS plans to complete the Protea and Cosmo City Fire
stations during the 2009/10 financial year. This is to ensure that the access to the citizens of the
city is improved to all communities. With regard to the reduction of fires and drownings the smoke
detectors and swimming pool bylaws respectively will be very critical. The Karabo Gwala Safety
campaign will also be imperative to strengthening community awareness particularly around
emergency number and call prioritization.
The issue of health facilities particularly at areas like Orange Farm and Diepsloot, which affect the
turnaround times, remain unresolved despite them having been addressed in various
engagements.
The JMPD is in the process of revising its deployment strategies to ensure better police visibility,
improved response to reported crime and traffic incidences and more active engagement with
communities. A ward based deployment approach will be piloted and refined during the
2009/2010 financial year. It is envisaged that this approach will be beneficial in the following
ways:
 High police visibility
 Reduced response time
 24/7 availability of resources in wards
 Reduction in operating overheads
 Reduced overtime
 Reduced fuel costs (Smaller geographic area to cover)
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Assigned Officials can be held accountable for a specific area (ward)
Smoother traffic flow during peak hours
JMPD Officials will be more in touch with communities
Better informed around crime and traffic trends in designated area
Although the building of additional police stations is not a function of the City, the JMPD raised
the matter with the Gauteng Department of Community Safety during a recent joint planning
workshop. The department committed to pursue the matter with the SAPS as it is an issue that
spans throughout the Province.
SECTOR CONTRIBUTION TO 2010 FIFA WORLD CUP
The sector will continue to prepare and equip itself to fulfill its safety and security responsibilities
to the City while hosting of the FIFA 2010 Soccer World.
SECTOR CONTRIBUTION TO INNER CITY
The sector commits to continued focus on safety and security in the Inner City, and to meeting
the commitments in the Inner City Charter, and to undertake enforcement activities as it relates to
the Inner City Integrated Safety and Security Plan.
241
PUBLIC SAFETY SECTOR PLAN
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA
An Orderly and Safe Urban
environment
Safe and Secure Urban Environment
Safe and Secure Urban Environment

Roll out of Joburg City Safety
Program methodology through the
development of the JCSP Toolkit
 One set of safety design guidelines
for developers and home-owners
(CPTED)
External Management of the Built
Environment components
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Focused Law enforcement
operations:
(Municipal court cases prosecuted –
18212)
By-Law Citations issued:
- Illegal street trading – 6144 Citations,
- Illegal posters and signage - 2222,
- Waste management – 2652
- Illegal Connections – 2578
 Dedicated Law Enforcement
Teams established to address Park
Safety, Illegal Connections (Water
and Electricity)
 Introduce a communication
campaign to raise the level of
public awareness of the existing
City By-Laws
 • Dedicated park safety unit has
been established and 27 park
safety profiles and safety plans
were developed
 • CPTED interventions at parks
for parks safety plans
 Development of an Integrated Inner
City Safety and Security Plan
Community Outreach programme
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

Continue to conduct awareness
programs relating to:
 Road safety,
 Social crime prevention and
 City By-Laws to all multi-cultural
groups, NGO’s, business
stakeholders, taxi industries,
schools, churches
Provision of funeral escort services
Improved participation with
Community Policing Forums
Continue the roll out of the Joburg
City Safety Program methodology in
the City of Joburg with CoJ role
players and stake holders
 CPTED guidelines to be put in a
CoJ regulatory framework
External Management of the Built
Environment components
Continue with focused law
enforcement as it relates to;
- Illegal street trading
- Illegal dumping and littering
- Illegal postage and signage
- Illegal connections (water and
electricity)
- Parks patrol
 Assign dedicated resources to
respond to infringements identified
through CCTV
 Assign dedicated resources to
implement deliverables of the Inner
City Charter and Integrated Inner
City Safety and Security Plan
Community Outreach programme






242
Develop and implement schools
safety plans
To enhance and sensitize
communities awareness levels with
regard to social crime prevention
issues and facilitate access to
services
To encourage reporting of cases
To assist with the establishment,
strengthen and sustain Community
Safety Forums
Implement Social Crime Prevention
activities at ward level
To support the establishment of
Youth Desks to implement Social
Crime Prevention programmes
affecting young people
To reform the outlook of youth
about drugs, and create safer and
drug free communities
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA
To ensure that the business and
residential citizens of the City
conduct their everyday life free
of the fear of crime and violence
Crime Prevention programme
Crime Prevention programme


To Reduce the incidence of
Crimes against women and
children








An Integrated Inner City Safety and
Security Plan has been developed
which creates a structured and
targeted approach to enforcement
Lighting master plan developed for
Joubert Park
Youth at Risk project implemented.
New CCTV footprint developed and
implementation plan.
Increased the CCTV Cameras to
216
Dedicated rapid response team (48
MPOs and 5 Vehicles)
Foot patrollers in CCTV coverage
area
Increased Metro Police Officers
with an additional 450
Conducted focused crime
prevention interventions:

102 Major crime
intervention with the
SAPS
Successes

14 263 - Arrest across the City

Arrest driving under the
influence of
Alcohol,

Arrest for illegal Firearms –
(priority police precincts)
 1508 Arrest for possession of
drugs(priority police precincts)
 Conducted 7 formal safety
awareness campaigns
Women and Child Safety programme





243
2 Women and Child safety audits
conducted (Rabie Ridge and
Protea South)
Introduced Interventions at parks,
transport nodes, bad buildings and
public open spaces
Trained Metro Police Officers in
Victim Support
Conducted Safety Awareness
Campaigns targeted at vulnerable
groups (Women, School going
Children and the Elderly) in
collaboration with department of
Community Safety
Increased visibility of Metro Police
Officers at places where vulnerable
groups conduct there business or
places of entertainment (e.g.
Perimeter of Pension Pay Points,
Shopping Malls)







Revise deployment plan to ensure
increased police visibility and
improved response to reported
crime
Increase the number of undercover
operations, joint strategic
roadblocks, and building searches
Step up efforts to address the
underlying causes of crime (Alcohol,
drugs and firearms) through focused
joint interventions:

Roadside check points

Stop and search operations

Undercover operations

Closure of illegal liquor outlets
Compliance inspections to 2nd hand
dealers, scrap metal dealers and
panel beating shops
Recruit and train an additional 1 000
MPOs (500 in January 2009 and
500 in June 2009) to meet the target
of 4 000 MPOs by the December
2009
Continue to strengthen response
capacity in CCTV coverage area
Additional MPOs to conduct rapid
response and foot patrols
Engage with SANRAL, JRA and
private sector to link existing CCTV
infrastructure to central control room
Women and Child Safety programme






Conduct additional Women and
Child safety audits
Address safety threats raised in
Women and Child safety audits
Provide training and support for the
establishment of networks of men to
act as advocates of women and
child safety through a range of
community engagements
Continue to ensure high visibility at
pension pay points, transport nodes,
schools, shopping malls and other
places of entertainment
Train additional MPOs in victim
support
Continue to conduct safety
awareness campaigns targeted at
vulnerable groups (Women, school
going children and the elderly)
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA
Reduce incidence of road
accidents and pedestrian
fatalities
Traffic Safety Enforcement and Traffic
Flow Management
Traffic Safety Enforcement and Traffic
Flow Management

Reduced road fatalities and
accidents by 11%
 Conducted targeted roadblocks in
order to reduce the number of
accidents in which driver
impairment is a factor
 Continued with electronic speed
enforcement operations
 Increased ‘smart roadblocks’ to
apprehend offenders with
outstanding fines and warrants of
arrest
 Conducted roadside check points
to check driver and vehicle fitness
 Participated in road safety
awareness campaigns with the
Road Traffic Management
Corporation
 Enforcement outputs:
 3 974 794 Fines issued for
speeding violation
 95 416 fines issued for vehicle
defects
 97 974 fines issued for driver
duties
 10 183 unroadworthy vehicles
discontinued
Disaster Management programme



Greater compliance to road
traffic regulations and road
safety practices
Enhance economic efficiency
through traffic mobility
A proactive well-capacitated
disaster management and
emergency response maintained
at 100% state of readiness





244
Comprehensive City’s risk
assessment completed and high
profile threats identified
Multidisciplinary simulation
exercises for the Top 10 risks
conducted throughout the City and
continue
Disaster Management Centre
Project Manager and Project Plan
done through JRA
Tender process on track
Volunteer Database established
and has 1600 (600 already trained)
volunteers currently
Procedure manual developed and
information streams identified








Further reduce road fatalities by
between 17% and 20%
Identify and target hazardous
locations to reduce accidents and
fatalities at these locations
Intensify interventions to apprehend
offenders for driving under the
influence of alcohol
Increase in the number of arrest
Increase in the number of
successful prosecutions and
convictions
Intensify speed enforcement
interventions
Stricter enforcement around vehicle
roadworthiness and driver
responsibilities
Revise deployment plan to ensure
improved response to accidents and
traffic flow
Plan and execute more roadblocks
and roadside checkpoints
Disaster Management programme






Continue with testing the state of
readiness for the top 10 identified
risks
Conduct simulation exercises in
85% of the completed match
venues and training venues to
assess the state of readiness
100% implementation of the
Volunteer Database
100% implementation of the mutual
aid response team
85% completion of the Disaster
Management Centre
Achieve 100% operational
readiness of the Disaster
Management Centre
100% implementation of the
Emergency Communication
Network
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA
Communities aware of dangers
and empowered to assist in
mitigating disasters
Community Disaster Mitigation
Information programme
Community Disaster Mitigation
Information programme






Efficient and effective response
to emergency incidents (100%)





Roll-out of Karabo Gwala a
community safety campaign
Promoting Safer Sources of Energy
for cooking, heating and lighting
Implementation of the City’s injury
prevention programme
Partnerships with institutions like
the CSIR and the weather service
will be important for the early
warning systems
Implementation of 70% of
Waste/veld fire reduction
programme
Implementation of the fire
prevention and energy use
management programme in High
risk informal settlements’
Emergency Response Improvement
programme


Improve Compliance to Bylaws
Ensure 100% operational status of
the Professional reservist
association
 Procure ambulance system (18
Ambulances) to address the risks
associated with response times,
events in the city
 85% implementation of the twinning
agreement programme of action
(3year programme)
 8 fire station renovations as part of
the facilities revitalization
programme, which will include
replacement/revitalization of
equipment and facilities.
 Implement the final 3 year
Equipment replacement programme
 Appoint 150 FF/EMT’s to further
improve response capacity
 Rollout the home finder programme
to other hotspots as identified
Improve Compliance to Bylaws








245

Emergency Response Improvement
programme

Vigilant Custodianship of Safety
Prescripts
Karabo Gwala safety campaign
defined and will be relaunched soon
Safe paraffin, stoves and candle
campaigns continue in hotspots like
Mangolongolo, George Goch,
Denver, Alexandra and Orange
Farm
The Early warning systems in place
with the weather services and other
relevant institutions
Although the bylaws with regard to
swimming pools and smoke
detectors are in the fourth draft their
marketing continues
The risk watch curriculum was rolled
out in all public schools the City
More than 11% decline in
pedestrian accidents was realised
through joint interventions with
organizations like JMPD, Dept of
Transport and JRA.
150 FF/EMT’s
(Firefighter/Emergency medical
technicians) have been appointed
16 new ambulances were delivered
and specifications for the other 25
ambulances are being finalised
6 Stations identified, specifications
drawn and EPWP Quantity
Surveyor appointed
Equipment Committee appointed
and currently working or
requirements
Tender process being followed for
the new equipment
Bylaws in the fourth draft currently
and should be finalized during the
course of the year
Station Commander for the Fire
Investigations unit appointed and is
working closely with SAPS
Forensic
Strategic (Corporate) Buildings in
the City identified
Inspections conducted and disaster
plans developed




Promote awareness and compliance
to swimming pool bylaws
Ensure 100% establishment and
Capacitating of the fire
investigations unit in Fire Safety
100% compliance of the strategic
buildings to the City’s bylaws
100% Compliance of all 2010 match
and training venues to Safety
Prescripts
Ensure 100% prosecutions of the
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS



246
All Hazardous material in the city
are being inspected for compliance
with the code and the Act
Accredited accommodation
identified and will be inspected for
compliance
Dangerous Goods unit has been
capacitated with the champions
identified
2009/10 DELIVERY AGENDA

repeat building safety offenders
Conduct an audit of the extent of
exposure by the City to hazardous
materials (extent of unlicensed
operations)
Spatial Form And Urban Management Sector Plan
INTRODUCTION AND OVERVIEW
The Department renders strategic spatial planning for the City, producing documents such as the
City’s Spatial Development Framework (SDF) and the seven Regional Spatial Development
Frameworks (RSDF), as well as precinct plans and Urban Development Frameworks (UDFs) for
key development nodes such as the Gautrain precincts. Through the Corporate Geo-Informatics
(CGIS) function, the Department is the custodian of the City’s cadastral data, which has
applications and impacts in non-spatial areas such as billing and revenue. The Department also
has a legislated regulatory responsibility for processing town-planning applications, outdoor
advertising applications and building plans, and for enforcing town planning and building controls.
Through its seven regional offices, DP&UM renders an urban management and service delivery
monitoring function, whose primary concern is to ensure the maintenance of acceptable service
levels across the City.
The Department has an oversight responsibility over the Johannesburg Development Agency
(JDA) and plays a key role in the Alexandra Renewal Programme (ARP), the Inner City
Regeneration Programme and the Cosmo City development.
The Department is the custodian of the City’s Capital Investment Management System (CIMS),
and thus plays a critical role in guiding and directing the City’s capital budget, through the Capital
Investment Framework and Service Delivery and Budget Implementation Plan (SDBIP).
Long Term Objectives and Strategic Policy Directions
The Department is the City’s lead department in spatial and settlement transformation; and by
implication, it is the responsibility of the Department to ensure that the spatial and other decisions
taken now will contribute to the best possible pro-poor outcome for the future of Joburg, i.e. what
decisions do we take now to place the City on a growth trajectory towards equality, sustainability,
efficiency and accessibility?
The first decade of the new century may be seen as a transitional one in which powerful new
16
trends emerged , but existing or traditional trends still persisted. There are many uncertainties
into the future but a number of trends – some very positive – can be identified and collated into a
long term urban view for the City, which may inform our policy choices and investment decisions.
The Department acknowledges that a new City is in the making, as developments in the latter
part of the decade suggest that we may be on the cusp of a more fundamental shift in
development patterns, the effects of which are likely to become strongly apparent in the next five
to ten years. There are at least five major interrelated reasons for this, and it is from these
development trends and events that the Department is determining its strategic policy direction.
Firstly, we have a responsibility to work towards a more just and equitable City of Joburg. The
Department is aware of the need to confront the duality, which continues to characterise the City.
As such, there is renewed focus on finding a practicable solution to existing informal settlements
as well as the need to demonstrate progress against the Millennium Development Goal of
formalising informal settlements by 2014.
This, together with the need to bring all parts of the City into appropriate planning and regulatory
frameworks has resulted in the Department (in partnership with Housing) developing a bold
16
The proliferation of decentralised shopping malls, the growth of informal settlements, strip development along major
arterials, the rapid decline of the inner city, development on the edge of the City and mass roll-out of RDP housing.
247
programme towards the legal regularisation of informal settlements and the development of
regulatory tools and capacities to ensure that health and safety standards and the protection
offered by the state is extended to these areas, while formal township establishment processes
are underway. The Department will in the 2008/09 financial year establish a dedicated
Regularisation Unit, and commence with the regularisation of identified informal settlements. In
2009/10, the Department will, inter alia, continue to initiate rezonings (where feasible), pursue the
ownership of settlements on privately owned land, and prepare budgets for the provision of basic
levels of service.
Closely linked to the regularisation of informal settlements is the establishment of sustainable
human settlements in which design guidelines and the measurement of the quality of life through
sustainability indices are paramount.
We also have a responsibility to work towards a well-governed and managed City in terms of
service delivery. The Department will continue to focus on its Urban Management function
through the Regional Urban Management Plans and Operational Plans. Specific attention will be
paid to the Regional Urban Management Monitoring System in the 2008/09 and 2009/10 financial
years.
Secondly decision-makers, spurred by events such as the FIFA World Cup in 2010, have realised
how poor public transport is in South African cities. In 2006, the City responded to the challenge
by announcing the construction of a Bus Rapid Transit system – modelled on the TransMilenio in
Bogota, Colombia – and construction began in 2007. The Department is responding by accepting
public transit systems as the backbone for future growth in the City, and has prioritised TransitOriented Development (TOD), which promotes mixed-use, walkable neighbourhoods within a
400-metre radius of transit-stopping points.
An equal emphasis is being placed on non-motorised transport (NMT), and the Department will in
the 2008/09 financial year conclude an NMT concept plan for the City, with phased
implementation of the plan scheduled to commence in 2009/10.
Thirdly, the property boom has left in its wake serious deficits in bulk infrastructure, which has
prompted the Department to introduce a Growth Management Strategy (GMS) that will shape
spatial patterns into the future, by addressing the current disjuncture between growth patterns
and infrastructure provision. The infrastructure capacity deficits include bulk electricity, bulk water,
sewer, road space, and landfill space. The areas most affected are also the areas where
development has been most rapid, including along the northern and north-western edge of the
City. The GMS responds to this challenge by ensuring that future capital investment is prioritised
in areas where growth is desired and expected. Over the next five years, capital investment by
the City will be strongly focussed around public transit systems, including traditional rail, the
Gautrain, and the BRT, and developers will receive incentives to locate in these areas. In the next
five to fifteen years, however, some expansion will happen in the northern parts of the City
between the built-up areas of Johannesburg and Tshwane. Hence the Department will continue
to engage with neighbouring municipalities and metros not only in terms of growth management,
but also in the context of the evolving Global City-Region, so as to negate unhealthy competition,
and foster an ethos of cooperation and coherence.
A key component of the GMS is the Land Strategy, which aims to guide the acquisition and
disposal of City-owned and other land in support of the Growth and Development Strategy and
the GMS. In 2008/09, the Department will focus on the assessment of 10 growth areas identified
in the GMS. In 2009/10, the Department will continue to assess growth targets and development
trends through a GIS-based Trend Analysis System, and refine the development conditions
relating to resource management.
Fourth, the electricity crisis that dominated the headlines early in 2008, focused attention on the
energy-efficiency of development. This has reinforced the shift towards public transport but it has
248
also brought about a hugely increased awareness of the environmental performance of buildings
– of issues such as orientation, materials, solar cells, roof gardens, water conservation systems,
low energy alternatives to air conditioning, and the use of natural lighting and ventilation. It is
likely that national government will introduce regulations to support energy efficient development
but the Department is, in the interim, concluding detailed guidelines for energy efficiency and has
introduced energy efficiency as a criterion for evaluating all new developments. Fears of water
stress by 2014, and of rapidly depleted landfill space, has added to the new awareness of
resource limitations, and will impact on development patterns.
Fifth, and most profoundly, oil prices have increased nearly six times during the past decade,
ending an era of cheap fossil fuels in which car-oriented expansion was the dominant trend in
urban development. In this context, urgent questions are being asked about the sustainability of
traditional (twentieth century) forms of urban development.
Our current response to the oil crisis may have enormous implications for our future ability to
sustain urban life. There are, however, fortunately, indications that City governments and citizens
in some parts of the world, at least, are responding to the economic (and moral) imperative to
shift patterns of consumption. These responses include the growing use of hybrid-electric
combustion engines, increasing ridership on public transport systems, the use of non-motorised
transport such as bicycles, and a new interest in development within the traditional Inner City, and
along transit routes.
In Johannesburg, as in other South African cities, it is too early to speak of the death of sprawl or
the end of car-oriented suburbanisation, but it is clear that patterns of development, and of
property value, are shifting.
As a result of the five factors outlined above, we are likely to see:








The continued strengthening in the relative position of the Inner City, the City’s major transitrelated hub (although there may be continued pressures in the Inner City in terms of housing,
servicing, and social support, and even turbulence as the mix of population continues to
provoke tensions);
Massive targeted investment around the Gautrain stations, beginning in Rosebank and
Sandton, and then continuing in Midrand and Marlboro;
A refocusing of investment, and also a re-orientation of property value, towards other transit
related areas – along the BRT and traditional rail;
The emergence of new mobility systems such as bikeways;
The shift away from the enclosed mall near the freeway interchange towards the
(resuscitated or newly created) ‘high street’ along a public transit network;
The increased resource-efficiency of buildings and other development;
New areas of foci for development such as, for example, the currently severely underutilised
mining belt, and the area around Lanseria Airport on the Johannesburg, Mogale City, and
Tshwane border.
The in-situ regularisation of informal settlements and the establishment of sustainable human
settlements on appropriately located land
Throughout our planning, there is a need to ensure that planning processes are participatory and
that the outcomes of planning are more equitable. This year, the Department will continue its
active participation in the Ward Based Planning process that is driven by the Office of the
Speaker and the Central Strategy Unit. The Department will extend assistance to communities in
poorer parts of the City to ensure that they are able to compile their own precinct plans to guide
developments in their areas. This is currently the case in wealthier parts of the City. Capacity will
also be secured to drive the implementation of the upgrading of marginalised areas programme.
249
The congruent IDP programmes that frame the Department’s sector plan to address the above
trends are contained in the Table 1 below:
IDP PROGRAMME
DESCRIPTION
1
Nodal Programme
2
Density Programme
3
Economic Area
Regeneration
Programme
4
Integrated Public
Investment Programme
5
Upgrading Of
Marginalised Areas
Programme
6
Informal Settlements
Regularisation
Programme
A new approach to the formalisation of informal settlements
has been finalised and adopted by the city. During the 2008/
2009 financial year, the institutional capacity to deliver on
this will be in place and work will commence on the
progressive in situ formalisation of settlements where it is
deemed feasible to do so
7
Inner City Regeneration
Programme
8
Growth Management
Programme
9
Sustainable Human
Settlements (SHS)
Programme (Spatial
Development
Component, Including
Urban Design)
The Department will continue to play the coordinating role to
make sure that various Core Departments and MEs meet
their Charter obligations. In addition, the urban upgrades
currently underway in Hillbrow, Berea and Yeoville will be
extended into the City. The focus of this is to: complete
projects in the Hillbrow, Berea and Yeoville areas; to start
upgrade work in the Doornfontein and New Doornfontein
areas (as aligned to the Greater Ellis Park project of the
JDA); and to begin to create a meaningful open space
system that links in a west/east direction across the inner
city. The urban management function will also be enhanced
to include support for the establishment of CIDS, in those
parts of the Inner City where it is deemed most appropriate to
do so
GMS 1 was completed in 2007/2008. GMS 2 will focus on
finer grained analysis, the introduction of incentives to give
effect to GMS, as well as embedding GMS into the city’s
resource allocation logic and processes
This programme is aimed at increasing investment in
affordable housing, in close proximity to public transportation
and designated nodes, and to design and implement codes
to create safer communities, legibility, functionality and
aesthetics of the urban environment
250
Compilation of detailed precinct plans and development
frameworks, promoting high density, mixed use, mixed
income developments in strategic nodes such as the BRT
routes and train stations in the marginalized areas. This is
premised on an appreciation of the integrative opportunities
offered by public transportation systems and termini
Compilation of detailed precinct plans and development
frameworks, promoting high density, mixed use, mixed
income developments in strategic nodes such as the BRT
routes and train stations in the marginalized areas. This is
premised on an appreciation of the integrative opportunities
offered by public transportation systems and termini
The department will, through the JDA and in close
collaboration with departments such as economic
development, intensify the work currently being undertaken
in the key economic areas in the city. In the year ahead,
focus will be on strengthening the role played by
decentralised nodes in promoting growth and job creation.
Developments in nodes such as Stretford will move to
implementation while urban management will be a priority, in
nodes such as Roodepoort, Florida, Lenasia, Midrand, to halt
decline in these areas
Implementation of all public sector infrastructure investment
to support priority nodal development, movement, urban
renewal and other city priorities
The planning for the redevelopment of Diepsloot, Ivory Park
and Greater Orange Farm has been finalised and the focus
is now on gearing the requisite resources for implementation
RESPONSIBLE
DIRECTORATE/
AGENCY
Development planning
and facilitation
Development planning
and facilitation
Johannesburg
Development Agency
(JDA)
Development Planning
and Facilitation
Development Planning
and Facilitation
Development
Management &
Regional Offices in
collaboration with the
Departments of
Housing and
Infrastructure Services
Inner City Office
Development Planning
and Facilitation
Development Planning
and Facilitation
10
(NEW) Single Land Use
Management System
Programme
11
(NEW) Land Use
Management
Application Programme
(NEW) Building Control
Application Programme
12
13
14
15
16
(NEW) Electronic
Archiving System For
Building Plans
Programme
(NEW) GIS For Outdoor
Advertising Programme
(NEW) Land Use And
Building Control Law
Enforcement
Programme
Urban Management
Programme
17
GIS System
Development
Programme
18
Spatial Information
Maintenance
Programme
Spatial Information
Dissemination Service
Programme
19
20
Geo-Science Skills
Development And
Research And
Development
Programme
In the year ahead, the consolidated town planning scheme
will be promulgated, and this should result in significant
qualitative and quantitative improvements in land use
management processes
To process all town planning applications to conclusion while
maintaining turn around times. Focus will be shifted from
turn around time improvements to quality decisions
To process all building plans and outdoor advertising
applications to conclusion while maintaining turn around
times. Focus will be shifted from turn around time
improvements to quality decisions and quality control
To implement the electronic archiving system for building
plans
Development
Management
To develop a system that will operate on the City’s GIS to
record all approved outdoor advertising applications spatially
To investigate all alleged contraventions towards resolving
them while improving on turnaround times. To adjust the
current law enforcement system to respond to urban
management in the regions
The intensity, which characterises urban management in the
Inner City, will be spread to at least 3 priority areas per
region. The Regional Urban Management Plans (RUMPS)
and the extent to which the process of the community based
plans unfolds in each of the seven regions will in the main
inform this
Automate, enhance and integrate prioritised spatial
information processes and systems
Development
Management
Development
Management
Development And Maintenance Of Core Spatial Datasets,
According To Service Level Agreements
Corporate GeoInformatics (CGIS)
The focus will be on increasing the numbers of people who
access the City’s cadastral information via corporate geoinformatics and on implementing the new land information
system (LIS) and Property Value Chain (PVC)
Plans for innovative spatial information service solutions
implemented
Corporate GeoInformatics (CGIS)
Development
Management
Development
Management
Development
Management
Urban Management
Coordination and
Special Projects
Corporate GeoInformatics (CGIS)
Corporate GeoInformatics (CGIS)
REVISION TO THE COJ 2006/2011 IDP
This year, new IDP programmes, which address the quality dimension of development
management decision-making in the City, have been added, as have programmes to initiate the
changeover from hard copy to electronic archiving and record keeping. The development
application management improvement programme, for example, has evolved into the single land
use management system programme. The corridor development and mobility routes
programmes have been incorporated into the nodal and density programmes. The urban design
programme has been incorporated into the sustainable human settlements programme.
The Department now has twenty IDP programmes, as described in the Table 1 above.
The programmes have been developed in response to the Department’s core mandate however,
due to current stringent fiscal constraints, not all of these IDP programmes will receive funding.
The unfortunate implication is that while the Department will retain the twenty programmes in the
2006/11 IDP, not all of the programmes may be implemented, particularly those that have not
historically received funding.
251
Table 2 below gives a clear indication of the programmes or aspects of programmes that will be
either funded or unfunded. However, priority programmes such as the regularisation of informal
settlements and the inner city regeneration programme will remain funded to ensure their
successful implementation during the current Mayoral term of office.
Further, if a programme is unfunded, this does not imply that work will not continue. Where
feasible, the Department will endeavour to implement alternative strategies for funding
programmes, including cutting back on selected internal operational expenditure categories,
without impacting on service delivery to the citizens of the City.
Table 2 Funded and Unfunded IDP Programmes
IDP PROGRAMME
FUNDED OR UNFUNDED
1
Nodal Programme
Funded.
2
Density Programme
Funded.
3
Economic Area
Regeneration
Programme
Integrated Public
Investment
Programme
Upgrading Of
Marginalised Areas
Programme
Informal Settlements
Regularisation
Programme
Funded.
4
5
6
7
8
9
10
11
12
13
14
15
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Inner City
Regeneration
Programme
Growth Management
Programme
Sustainable Human
Settlements (SHS)
Programme (Spatial
Development
Component, Including
Urban Design)
(NEW) Single Land
Use Management
System Programme
(NEW) Land Use
Management
Application
Programme
(NEW) Building
Control Application
Programme
(NEW) Electronic
Archiving System For
Building Plans
Programme
(NEW) GIS For
Outdoor Advertising
Programme
(NEW) Land Use And
Building Control Law
Enforcement
Programme
Funded.
RESPONSIBLE
DIRECTORATE/AGENCY
Development Planning
and Facilitation
Development Planning
and Facilitation
Johannesburg
Development Agency
(JDA)
Development Planning
and Facilitation
Funded. Funding to allocate dedicated capacity to these
programmes at the regional level was not granted.
Development Planning
and Facilitation
Funded.
Development
Management & Regional
Offices in collaboration
with the Departments of
Housing and
Infrastructure Services
Inner City Office
Funded.
Funded.
Partially funded. Specific funds for a dedicated urban
design unit have not been granted. Urban design input will
be facilitated within existing capacity and/or via consultants
on a project-by-project basis.
Partially funded. The process of re-classifying all properties
within the City in terms of the consolidated scheme is
unfunded.
Partially funded. Processes to improve the quality of
decision-making while maintaining the current turnaround
time are already being undertaken within existing capacity.
Development Planning
and Facilitation
Development Planning
and Facilitation
Development
Management
Development
Management
Partially funded. Processes to improve the quality of
decision-making while maintaining the current turnaround
time are already being undertaken within existing capacity.
Unfunded. Alternative funding mechanisms will be
investigated.
Development
Management
Unfunded. Alternative funding mechanisms will be
investigated.
Development
Management
Limited funding available. Service delivery to continue within
existing resource allocations.
Development
Management
Development
Management
16
Urban Management
Programme
17
GIS System
Development
Programme
18
Spatial Information
Maintenance
Programme
Spatial Information
Dissemination Service
Programme
Geo-Science Skills
Development And
Research And
Development
Programme
19
20
Partially funded. Funding for additional capacity in the
Regions to roll out urban management on a block-by-block
basis was not granted. Urban management initiatives will
continue within current human resource allocations.
Limited funding available to complete acquisition of latest
aerial photography.
Urban Management
Coordination and Special
Projects
Limited funding available.
Corporate GeoInformatics (CGIS)
Limited funding available.
Corporate GeoInformatics (CGIS)
Funded.
Corporate GeoInformatics (CGIS)
Corporate GeoInformatics (CGIS)
INTEGRATED DEVELOPMENT PLANNING AND PUBLIC INVESTMENT
Metropolitan and Provincial Alignment
An initial round of meetings with our neighbouring metros and municipalities took place as
follows:




Ekurhuleni / Sedibeng on 22 August 2008;
Tshwane 26 August 2008;
Mogale / West Rand on 10 September 2008; and
A meeting with Provincial DED is scheduled for 18 September 2008.
Discussions have centered on spatial planning alignment and information sharing relating to
projects / processes and regulated Spatial Plans (e.g. SDF). Concepts such as corridors, nodes,
urban boundaries have been the focus of the discussion. The synthesis of these first round
discussions will be collated into a draft Mayoral Committee report and/or presentation that will be
presented to all the neighbouring municipalities prior to submission into the committee cycle. A
draft internal discussion document is presently being prepared.
A meeting with SARCC / Intersite took place on 9 September 2008. The Department presented
the plans it has completed in previous financial years that relate to rail based initiatives, and those
it is currently working on. The discussions focused on the current priorities of SARCC / Intersite,
and which of the two parties projects were deemed priority (e.g. Stretford came out as being a
priority for both). A further meeting in September is scheduled to consider their plans in more
detail and to consider a ‘hit-list’ of 10 projects for closer cooperation / planning between the
parties.
SECTOR RESPONSE TO COMMUNITY ISSUES
In 2008/09, the City continued to roll-out citywide outreach sessions, which enabled communities
to raise and prioritise development issues, per Ward. The following two issues dominated
community responses:
The first issue is informal settlements. It was stated that the Department, through its dedicated
‘Formalisation of Informal Settlements’ IDP Programme, had commenced the regularisation of
those informal settlements that were suitable for in-situ upgrade. The regularisation process
gives legal recognition to the informal settlements to allow basic levels of service to be
implemented, as an interim measure, while the formal township process is being undertaken.
The City is aiming to regularise 23 informal settlements in this manner.
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The second issue is urban management, and related functions such as by-law enforcement. The
Regional Offices have developed Operational Plans as a key component to their Regional Urban
Management Plans. The operational plans list regional ‘hot-spots’ and address areas where
multi-disciplinary urban management blitzes are to take place for the financial year.
The third issue is the subsidisation of City Improvement Districts. The City has undergone a
process of approving the subsidisation of certain CIDs in the Inner City, however this has been
done strictly within the ambit of the Inner City Charter deliverables. The Department is in the
process of developing a comprehensive citywide policy to address CIDs, and the issue of the
subsidisation of CIDs will be addressed in the City’s policy. The policy is due to be approved by
the City in April 2009.
Other issues that are not within the core competence of the Department were referred to the
relevant City Departments.
SECTOR CONTRIBUTION TO 2010 FIFA WORLD CUP
The Department will provide support to the 2010 FIFA World Cup Soccer Event by way of urban
management and by-law enforcement.
It is intended that the Regions will ensure that transport routes and areas around stadiums and
fan parks are clean and maintained throughout the event. This relates specifically to Region D
(Soweto), Region F (Inner City, NASREC) and Region E (Innes Free Park). All Regions are
affected in terms of transport routes, hospitality establishments, tourist attractions etc.
By-laws will also be enforced, specifically within and immediately around the stadium perimeters.
SECTOR CONTRIBUTION TO INNER CITY
A comprehensive mapping of by-law contraventions, including illegal uses of public spaces and
identification of buildings that indicate deterioration, illegal occupation and by-law contravention
have been completed. Service breakdowns mapping have also been complete but need to be
redone at the cost of R500 000. The illegal occupation of public spaces is being reviewed.
An ongoing assessment of the systems and procedures for logging and responding timeously to
citizen and stakeholder complaints of service breakdowns and by-law infringements has been
undergone. However, there are a few problems experienced with the system and a tailored
device is required. The Region F Nerve Centre has been created and its systems are under
review. The sustainability of the Nerve Centre and strategic value add components do require
ongoing operating funding.
An operational plan for continuous, integrated block-by-block operations / blitzes by multidisciplinary teams of by-law enforcement and service delivery specialists will be completed. The
operational plan has divided the Inner City into four quadrants and, within each quadrant, a
number of zones. In each zone, the multidisciplinary law-enforcement and service delivery teams
has successively identified key by-law infringement and service breakdowns and work to
eliminate these. Once key by-law infringements and service breakdowns are addressed the
blocks will are ‘handed over’ to area managers and teams of urban inspectors for regular reinspections and further interventions as required. Each of the four quadrants has one area
manager and a team of roving urban inspectors. Operational plans for the block operations are
annually reviewed. The Region F Offices has exceeded their 2008 target by doing 22 per year in
all 4 quadrants. Urban management structures and systems will include:
254





Sustainability and value add demands ongoing operating funding
Capacity to detect, record and analyze all occurrences of urban management problems in the
Inner City.
An electronic system of data gathering, recording and communication of service breakdowns
and by-law contraventions piloted
Capacity to report urban management problems to the relevant City departments and / or
municipal entity, and then oversee the satisfactory response to the problem
Specialist capacity to respond to unique urban management challenges in the Inner City such
as bad buildings. Capacity to more effectively liaise with stakeholders in efforts to detect and
respond to urban management challenges. The capacity to more effectively interface with the
existing City Improvement District system is still under way.
The Region has personnel on CID Boards and seeking grant funding as dedicated capacity is
required for the CIDS.
The operational plan for block-by-block interventions and re-inspections will be refined over time,
with the form of operational interventions being adjusted to take account of the unique
circumstances presenting in different zones. Research and development will be undertaken to
address specific problems. Safer and better prototype manhole covers able to resist theft and
vandalism still have to be found.
Specific popular media and signage that clearly communicates key by-laws have been
implemented. The City of Johannesburg, together with a range of stakeholders, will roll-out a
comprehensive by-law education programme across the Inner City. This will be followed up with
targeted measures to alert people to the law in key locations, and smaller campaigns on an
annual basis. Together with other stakeholders the City will develop a range of creative
alternative mechanisms to punish by-law infringements. This may include the introduction of
satellite courts. A finalized by-law enforcement capacity development plan with specific attention
paid to the requirements in the Inner City will be rolled out over the three year period. By
December 2010, the City will have fully capacitated all its by-law enforcement functions in various
departments. In the interim, the City will immediately augment by-law enforcement capacity in key
departments. The enlargement of the JMPD by-law enforcement team dedicated to the Inner City,
and the leasing of additional vehicles. The development of systems in Emergency Management
Services to monitor fire-safety risks in bad buildings is in place.
Capacity and systems will be established in the City to ensure that relevant departments and the
SAPS are able to provide input on all liquor licence applications, to ensure that licences are not
granted in places where there are already too many outlets or liquor-related problems. The Urban
Management operational plan zone-by-zone interventions and re-inspections target illegal liquor
outlets. The City recognizes the negative impact that poor urban management and by-law
enforcement has on the ability of developers to secure finance for development, and maintain
their properties in a manner that secures regular payment. This has effect on the pace of
residential development. Residential developers are given comfort that these issues are being
given a high-priority. Day and night blitzes are undertaken by Region F. Arrests and confiscations
are made but the system does prove unsustainable. Street patrollers, CDWs and community
liaison officers are working well.
The City has allocated R500m to DPUM for the public environment upgrade.
255
SPATIAL FORM AND URBAN MANAGEMENT SECTOR PLAN
5-YEAR STRATEGIC
OBJECTIVES
Enhancement of the intensity of
existing well-functioning nodes
and transformation of declining
nodes, to enable mixed-use,
mixed-income, high-density
development
Planned development of three
new economic nodes in selected
marginalised areas
IDP PROGRAMME AND KEY
ACHIEVEMENTS
Nodal programme
2009/10 DELIVERY AGENDA



Urban Development Frameworks
were completed in 2007/08 for all
the Gautrain, and some traditional
rail stations, throughout the City
Inner City Regeneration Charter
Nodal programme

Assessment and determination of
new spatial form for dysfunctional
industrial nodes
Further rail based studies /
development frameworks
Increase in densities in nodes,
along public transportation routes
in support of defined spatial
structure
Density programme
Density programme



Implementation of all public
sector infrastructure investment to
support priority nodal
development, movement
networks, urban renewal and
other City priorities
Integrated Public Investment
programme
Further rail based studies /
development frameworks
 BRT – Continue construction of
sections of the BRT
 Identification of future phases of the
BRT system
 Continued implementation of the
BRT trunk routes, NASREC BRT
and ICDS
Integrated Public Investment
programme


Inner City Regeneration Charter
Density standards for informal
settlements
Inner City Regeneration Charter


Minimised demand for investment
and services on the urban
periphery. Optimal utilisation of
investment within the urban core
(land, infrastructure and capital
expenditure)
Optimal utilisation of investment
within the urban core (land,
infrastructure and capital
expenditure)
Growth management programme
Growth management programme



Completion of GMS 1
Completion of the Land Strategy



256
Global City-Region cross-border
alignment plan
Continued focus on aligning
CAPEX investment tools between
City and Province
Continued coordination and
management of the grant funding
received from the Neighbourhood
Development Partnership Grant
(NDPG)
Assessment and implementation
strategy for one GMS growth area
Re-alignment of Capital Investment
Management System (CIMS) to
include central tenets of the GMS
Ongoing assessment of growth
targets and development trends,
i.e., monitoring the outcomes of the
GMS
Refinement of development
conditions relating to resource
management
5-YEAR STRATEGIC
OBJECTIVES
Increased investor confidence in
declining and under-performing
areas
IDP PROGRAMME AND KEY
ACHIEVEMENTS
Economic area regeneration
programme
2009/10 DELIVERY AGENDA
Economic area regeneration
programme

Upgrading of marginalized areas
programme
Greater Newtown Development –
structural repair of Kippies Building
and Worker’s Library
 Greater Ellis Park – Completion of
Sports Precinct, Bertrams
Regeneration Proejct completion of
SAHRA process on Bertram’s
priority block
 Fashion District – urban upgrade
along Pritchard and President
 Park Station Precinct – creation of
a new holding space for long
distance buses and taxis
 Yeoville regeneration – upgrade of
Yeoville Recreation Centre and
completion of Yeoville library
 Diagonal Street – public
environment upgrade
 Nasrec – Completion of Stadium
Avenue and FIFA overlay as per
2010 office: Phase 1
Upgrading of marginalized areas
programme


Public investment in marginalised
areas to facilitate crowding in of
private sector spending
All marginalised areas programmes
captured and prioritised on CIMS
according to Lekgotla outcomes








257
Continued implementation of the
Vilakazi Street Precinct upgrades
Continued implementation of the
Greater Kliptown Precinct upgrades
Implementation of multi-year
Soweto Urban Growth Programme
Continued implementation of Urban
Development Frameworks for
Diepsloot Activity Street, Diepsloot
Government Precinct, Bambanani
Industrial Node, Stretford Node
Implementation of Diepsloot District
Node UDF
Integrated spatial development
framework for Region G
Continued implementation of the
Alexandra Renewal Programme
Continued implementation of the
Cosmo City Programme
Formulation of three community
driven precinct plans in
marginalised areas
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
Informal settlements upgrading
programme (with Housing
department)
2009/10 DELIVERY AGENDA
Informal settlements upgrading
programme

Inner city regeneration programme
NB: Timeframes for implementation
are being reviewed.
Finalisation of township
establishment applications that are
currently in progress
 Pursue ownership of settlements
situated on government and private
land, where feasible
 Initiate land use regularisation,
where feasible
 Develop layout plans for each
settlement in conjunction with
relevant MEs and Core
Departments
 Prepare budgets for basic level of
services (LOS), including soft
services (mobile clinics, libraries,
etc)
 Where necessary to relocate, link
with approved Housing
programmes
Inner city regeneration programme


258
Economic Development –
Deliverables relating to informal
trading and the roll out of linear
markets; Business Process
Outsourcing and Broadband
telecommunication; Economic
Development Programme and
targeted support to economic
sectors; package of incentives
targeted support to key economic
anchors; critical information
package
Arts Culture Heritage and Public
Spaces –new public spaces
developed; public events and public
art rolled out; profiling of inner city
as cultural capital; supporting the
advancement of arts and culture
production; key iconic spaces
identified ; key priority streets and
precinct areas identified; Inner City
Urban Design Implementation Plan;
rollout of public environment
upgrade plan to
Fordsburg/Pageview, Doornfontein,
open spaces; and continued
programme in Hillbrow Berea via
R200m Capital Budget
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA




259
Urban Management & Safety and
Security – Capacitation and
sustainability of Regional Urban
Management Plan; Expanded by
law enforcement and education;
Waste management improvements;
increased visible policing;
continued roll out of CCTV creative
approaches to eradication of bad
buildings; Priority disaster
prevention, management and
mitigation plans; rolled out targeting
of illegal liquor outlets
Community Development –
Continued support to NGOs;
expanded support ot vulnerable
groups; roll out emergency
shelters; rollout of extended Social
Package; expanded support to
Early Childhood Development;
enhanced support for Migrants and
Refugees; rehabilitated and
expanded sport and recreational
facilities; continued support to
Hillbrow Health precinct and
assistance to community based
health outreach programmes;
expansion of Library programmes;
continue to build participatory
processes and community
involvement
Residential Development- Roll out
of Inner City Housing Action Plan;
further action to ensure ‘Getting the
Basics Right’; further rates and
tariff issues resolved; roll out of
further transitional accommodation;
incentives for inclusionary housing
progressed; further package of
incentives; extend access to
benefits of the social package;
launch and progress the new Inner
City Property Scheme (Old Better
buildings Programme); Joshco
provided with buildings for
development of Social Housing (10
to 15 in total in next two years);
Sectional Title interventions rolled
out; 5 further Residential
Improvements Districts supported;
continued upgrade of informal
settlements and hostels
Transportation –Roll out of Bus
Rapid Transit System;
implementation of International
Transit and Shopping Centre
advanced; integrated off and on
street parking programmes
implemented; new/refurbished taxi
facilities rolled out; traffic and
pedestrian safety programmes
rolled out; further mobility and
alleviation of congestion
programmes
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA





Increase in investment of
affordable housing in close
proximity to public transportation
and designated nodes
Sustainable human settlements
programme
Sustainable human settlements
programme
(spatial development component,
including urban design)

Increased accessibility to social,
economic and environmental
infrastructure (thresholds to be
determined)


Increase in the % (or number) of
areas that have achieved a
minimum acceptable level of SHS
Design and implement codes to
create safer communities,
legibility, functionality and
aesthetics of the urban
environment
New Land Use Management
System implemented
Single Land Use Management System
programme

Creative rezoning for mixed use
development

260
Land Use Management Application
programme
Implementation of SHS
development indices
Publication of Transit Oriented
Development (TOD) Guidelines for
the City
Incorporation of Energy Efficiency
Guidelines, norms and standards
into spatial plans and consolidated
town planning scheme
Single Land Use Management System
programme
Package of mechanisms and
instruments to facilitate
regeneration implemented
Compliance with City’s legal
obligations in terms of the various
town planning and building
control legislations that relate to
the regulation and management
of land use and building
construction
Pageview, Vrededorp and
Fordsburg - Urban upgrade of
major gateways and streets in
Pageview and Fordsburg
Hillbrow, Berea - Upgrade of
Pullinger Kop and Ekhaya
Neighbourhood Park
Doornfontein - Urban upgrade of
major streets in Doornfontein and
New Doornfontein
Retail Improvement District Complete detailed design and
phase 1 construction for Retail
Improvement District
Urban Management – continued
implementation of the 5-year urban
management plan
Consolidated Town Planning
Scheme to be in operation (in
accordance with promulgation of
provincial regulations)
Implement regulatory mechanisms
to give effect to inclusionary
housing
Land Use Management Application
programme

Processing of all town planning
applications to conclusion while
maintaining turn around times.
Focus will be shifted from turn
around time improvements to
quality decisions
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
Building Control Application
programme
2009/10 DELIVERY AGENDA
Building Control Application
programme

Electronic Archiving System for
Building Plans programme
Processing of all building plans and
outdoor advertising applications to
conclusion while maintaining turn
around times. Focus will be shifted
from turn around time
improvements to quality decisions
and quality control
Electronic Archiving System for
Building Plans programme

GIS for Outdoor Advertising
programme
Implementation of an electronic
archiving system for building plans
GIS for Outdoor Advertising
programme

Land Use and Building Control Law
Enforcement programme
Development of a system that will
operate on the City’s GIS to record
all approved outdoor advertising
applications spatially
Land Use and Building Control Law
Enforcement programme

Standards and guidelines for
urban management developed
and instituted
Urban management programme

GIS system development programme
Ongoing identification of regional
priority areas and ‘hot-spots’
 Implementation of urban
management monitoring system in
all regions
 Public environment upgrades in
2010 sports precincts and around
stadia
 By-law enforcement for 2010
stadium perimeters
 Implementation of the Inner City
model to all regions with specific
focus in CBDs (Soweto, Randburg,
Roodepoort and Alexandra)
GIS system development programme


Quality improvements in the
urban environment and
improvements in citizen
satisfaction with quality of life
Automate, enhance and integrate
prioritised spatial information
processes and systems



Develop and maintain core spatial
datasets according to service
level agreements (SLAs)
261
Investigation of all alleged
contraventions towards resolving
them, while improving on
turnaround times
 Adjustment of the current Law
Enforcement System to respond to
urban management in the regions
Urban management programme
Spatial analysis to support Planning
decisions
Renew COJ aerial imagery
Incorporate property related
processes (that are currently
excluded) into the Land Information
System (LIS)
Enhance the Internet Mapping
Service (IMS)
Spatial information maintenance
programme
Spatial Growth Management
application development
 Completion of Phase 2 (final
phase) of COJ aerial imagery
update
 Inclusion of the Housing process in
the Property Value Chain and LIS
 Implementation of IMS
enhancements to property text,
Inner City and Planning Themes
Spatial information maintenance
programme
5-YEAR STRATEGIC
OBJECTIVES
Provide accessible spatial
information dissemination
services for the COJ community

Ensure innovative, world
class spatial information
service solutions
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA





Spatial information dissemination
service programme
Increase in Internet and IMS hits
Development of internet-based
training (e-learning) for IMS
 Capture of metadata for all new
datasets
Spatial information dissemination
service programme

Improve the usage of spatial
information
 Train clients (internal and external)
to expand use of GIS.
 Comply with Spatial Data
Infrastructure Act in terms of data
dissemination requirements
Geo-science skills development,
research and development
programme




262
Implement street addresses for CoJ
Verify zoning data.
Create the Sectional Title dataset
Provide integrated access to spatial
information (within COJ and
including MEs)
Include an additional IMS theme
related to 2010
Completion of street address
verification, allocation and
implementation project for the City
 Phase 1 of electronic zoning
certificates
 Capture of Sectional Titles for the
City
Geo-science skills development,
research and development
programme

Develop solution for integrated
access to spatial information
Undertake research and userrequirement analysis for additional
IMS theme, e.g. related to 2010
Transportation Sector Plan
INTRODUCTION AND OVERVIEW
The Transportation Department continues to deliver on its mandate in terms of the 2003/08
Integrated Transport Plan (ITP) which was updated in 2004 and has been approved by Council,
the Gauteng MEC for Public Transport, Roads & Works and the Minister of Transport.
This Department, together with the Johannesburg Roads Agency (JRA) and Metrobus form the
“Transportation Cluster”, with the Transportation Department providing a strategic leadership,
oversight and contract management function on behalf of the City over the JRA and Metrobus.
CHALLENGES AND OPPORTUNITIES
In the current climate and context, the key external challenges facing the transport sector
include:
 Traffic congestion and increased private car use
 Providing accessible, affordable and safe public transport
 Aging road infrastructure and aging public transport vehicles (buses and taxis)
 Delivering a successful 2010 transport experience

Unstable transport industry Global Economic crisis
The key internal challenges facing the transport department include:
 Funding for road infrastructure and public transport provision
 Capacity especially in respect of engineers and running new public transport systems such
as the Rea Vaya Bus Rapid Transit System.
 Poor information management
However, there are also significant opportunities for the transport sector, the primary one being
the opportunity to significantly transform public transport in the City making it safe, affordable and
accessible, thus increasing the number of public transport users, leading to reduced congestion,
improved quality of life for all residents and the economic development potential of the city.
Other opportunities that the Rea Vaya BRT system offers is changing the spatial form of the city
and moving away from its apartheid origins and enabling one of the biggest broad based black
economic empowerment initiatives in our country if the taxi industry become the operators of this
system.
LEGISLATIVE FRAMEWORK
The Transportation Department draws its mandate from the following legislation: (a) The Constitution (No 108 of 1996)
(b) National Transport Legislation





National Land Transport Transition Act (No 22 of 2000)
Urban Transport Act (No 78 of 1977)
SA National Roads Agency Ltd and National Roads Act (No 7 of 1998)
National Road Traffic Act (No 93 of 1996)
National Roads Act (No 54 of 1971).
263
(c) Gauteng Transport Legislation





Gauteng Public Passenger Road Transport Act (No 7 of 2001)
Gauteng Transport Infrastructure Act (No 8 of 2001)
Gauteng Transport Framework Revision Act (No 8 of 2002)
Gauteng Provincial Road Traffic Act (No 10 of 1997)
Gauteng Rationalisation of Local Government Affairs Act (No 10 of 1998)
FIVE-YEAR PERSPECTIVE
Vision
The vision for the Transportation sector is as follows, namely;
“A city with a safe and efficient world class transportation system, with a public transport focus,
and a well-developed and well-maintained roads and storm water infrastructure, able to connect
businesses, people and places in a sustainable and cost effective manner, thereby enhancing the
standard of living and quality of life for all inhabitants as well as the overall competitiveness and
growth of the local economy”
Goals and Five Year Strategic Objectives
In order to achieve the above, seven long-term goals were developed which have been amended
to take into account the current conjuncture. These are:
1. A community aware of and committed to a core set of values so that all road and public
transport users can travel and be safe.
2. Improved access and reduced traveling time for residents to employment, education,
3.
4.
5.
6.
7.
recreation and markets, through implementing an innovative public transport which is well
aligned with the City’s Spatial Development Framework and is safe, affordable, accessible,
convenient and comfortable.
Development and maintenance of a quality and environmentally friendly road, traffic-signaling
and storm water infrastructure network across the city
Environmentally sustainable transport infrastructure and systems including through the
promotion of public transport and non-motorised transport choices
A transformed transport industry which is customer focused and maximizes broad based
black economic empowerment
An efficient freight-transport and logistics infrastructure to position Johannesburg as a
‘gateway city’ in relation to national and international markets.
Well resourced and skilled Transportation Department and related Municipal Owned Entities
able to implement the mandate of the City of Joburg.
Flowing from the above goals, below we set out the five year strategic objectives:
Goal
1. Values and Safety
Strategic Objective
To improve the safety of road and public transport users through:



Contributing to reducing number of traffic accidents

Running safety awareness programmes
Introducing traffic safety measures in all wards including signage, traffic calming
Improving the safety of our facilities and infrastructure and looking at measures to
reduce the possibilities of crime and vandalism in our facilities and on our
infrastructure
To improve awareness in our communities of Johannesburg’s transport history
264
Goal
Strategic Objective
2. Systems
To improve awareness of transport services including public transport offered in the City of
Joburg
To ensure integration of public transport across modes and providers so as to offer highest
quality of service, maximize ease of public shift to public transport and maximize efficiencies
that can be achieved
To improve public transport in the City of Joburg and reduce traveling times of the public
through:
 Introduction of a new Public Transport System (BRT Rea Vaya)
 Improve levels of service of Metrobus
 Ensuring that Gautrain infrastructure and services is well integrated with other
transport modes and services
To meet bid book commitments in respect of transport services in respect of the Fifa 2010
World Cup and ensure that World Cup 2010 transport infrastructure is designed so as to
ensure lasting value for the City.
3. Infrastructure
To improve the mobility of people with disabilities through:
 specific public transport programmes
 improved accessibility in the design and construction of sidewalks, traffic signaling
etc
To implement a city wide gravel roads surfacing programme
To resurface roads so that the Visual Conditions Index improves at 2% per annum
To construct new roads to improve mobility and in newly developed areas
To maintain our road network including traffic signaling, storm water and road markings to
meet the following targets:
 Reduction in traffic signal outages to less than 1% of all signals out on a given day
 100% of all major intersections provided with adequate road signs
4. Environmental
sustainability
To improve storm water infrastructure and management
To reduce congestion and emission levels by improving the modal split between commuter
public vs. private transport through:
 Introduction of travel demand programmes
 Improved off street and on street parking provision, pricing and management
 Awareness campaigns of the impact of private car use on air quality, climate
change etc
To increase the percentage of residents who can use non-motorised transport (walking or
cycling) to work shops and schools.
To implement energy efficient measures, use or recyclable energy and cleaner production
technologies in all aspects of transport including:
 More energy efficient buses
 Solar traffic signals
5. Industry Transformation
To look at new ways of managing storm water taking into consideration the increased built
up nature of the city, changes in climate and the opportunities of new technology.
To increase the formalization, productivity, sustainability and profitability of the taxi industry
(mini bus and metered) through:
 Supporting taxi recapitalization
 Supporting and enabling the taxi industry to become part of the Bus Rapid Transit
System Rea Vaya
 Improving and regulating public transport facilities including depots, ranks, lay byes
and stops.
To modernize the Metrobus operations including in respect of fare collection.
6. Freight
7. Well- resourced
265
To support and enable BBBEE and EPWP in all aspects of the transport sector.
To facilitate the speedy movement of freight around as well as in and out of the City so as to
enable economic development
To ensure skills development, mentorship and retention strategies to develop and retain
Goal
department
Strategic Objective
staff
To provide a working environment which is conducive to high levels of productivity
It should be noted that many of the goals and strategic objectives are interrelated and are
categorized in the above way to facilitate planning and public consultation.
IDP PROGRAMMES
Within each goal and to delivery on each strategic objective, programmes have been developed
together with a one-year delivery agenda. These are described in detail on the Transportation
Sector Plan below.
It is also important to note that since the introduction of the Rea Vaya Bus Rapid Transit System it
has become a major intervention with an impact beyond the transport sector. It aims to introduce
efficient and quality public transport in the city, transform the taxi industry and also contribute to
turning around the spatial form of the city.
The Transport Department also has a major responsibility in terms of the upcoming 2010 Fifa
World Cup where ensuring that all visitors and spectators are safely and speedily transported is a
critical determinant for a successful tournament.
The key programmes of both the Transportation Department and the two Municipal Owned
Entities (Metrobus and JRA) are spelt out below include:
Goal
Values and Safety
Systems
Infrastructure
Sustainability
Industry transformation
266
Programme


























Travel values programme
Safety programme including awareness and implementation of ward based traffic
safety measures
Transport information and awareness
Integration and promotion of public transport
Bus Rapid Transport Rea Vaya
Metrobus modernization and improvement
Support to Gautrain
Accessibility for people with disabilities
2010 transport management plan
2010 transport infrastructure (N17 Road link, Nasrec and Ellis Park precincts)
Gravel Roads Surfacing Programme
Road Infrastructure Development Programme
Road Resurfacing Programme
Road Maintenance Programme
Traffic signal upgrade and maintenance programme
Signage
Storm Water Management Programme
Public transport facilities programme
Travel demand management
Non motorized transport
Carbon credits programme
Introduction of more energy efficient infrastructure and vehicles including buses,
traffic signals, etc
Incorporation of taxi industry into BRT
Taxi recapitalization and regularization
Contractor development
EPWP
Freight
Well -resourced department
267



Freight management
Skills development and retention strategy
Wellness programme
TRANSPORTATION SECTOR PLAN
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA
To improve the safety of road and
public transport users through:
Implementation of travel-values
programme
Implementation of travel-values
programme
Contributing to reducing number of
traffic accidents
Introducing traffic safety measures
in all wards including signage,
traffic calming
Improving the safety of our facilities
and infrastructure and looking at
measures to reduce the
possibilities of crime and vandalism
in our facilities and on our
infrastructure
Running safety awareness
programmes

Transport information and
awareness programme







To improve awareness in our
communities of Johannesburg’s
transport history
To improve awareness of transport
services including public transport
offered in the City of Joburg

Partnerships with other parts of
government, private sector and
civil society

Distribution and production of
media (billboards, pamphlets,
etc)

Outreach to communities and
schools including through
mascot, mobile unit, and
industrial theatre

Promotion of fraud and
vandalism hot line numbers

The focus will shift to those
aspects of safety not covered by
other programmes (e.g.
implications of blocking storm
water drains) and the need for
community responsibility

Extending engineering,
education and enforcement
interventions to Rabie Ridge,
Tshepiso, Orange Farm,
Tembisa, Braamfischerville,
Durban Deep, and Diepsloot
with 175 awareness
programmes

Continue with the
implementation of the public
sector law enforcement strategy
in partnership with JMPD and
other MEs

Implementation of priority
number two for each of the 109
wards as detailed in the
community road safety plan
Transport information and
awareness programme




External communication has begun
in public transport facilities in each
region
A train-the-trainer programme was
implanted during the October
Transport Month 2008
Travel Values have been
incorporated into the Mascot and
Mobile Education programme
Values inscribed at Head Office
building and to be extended at the
Bara, Midrand Ivory Park,
Randburg taxi ranks
Safety education including the use
of the Mascot and Mobile Education
Unit at schools in Ivory Park,
Soweto, Inner City, Orange Farm
and Alexandra as well as traffic
training at the BE SAFE centres
located in these areas
An extensive ward based process
in partnership with CSIR identified
two traffic safety interventions per
ward, one of which will be
implemented by JRA by June 2009
Industrial Theatre based on safety
issues and values is being
developed
Book on history of Transport, called
“The people shall move” published
Successful implementation of the
2008 October Transport Month
Metrobus and JRA call centre staff
have moved to Operation Phakama
facility
Ongoing information on traffic
interruptions as a result of
implementation of BRT





268
Continue to implement the
October Transport Month
Print more transport history
books for school libraries in
disadvantaged communities
Ensure that the Joburg Connect
service operates effectively in
respect of JRA, Metrobus, and
Rea Vaya services
Together with JRA provide traffic
tips to road users
Ensure that all road users are
aware of traffic disruptions as a
result of upgrading and
maintenance of roads (JRA) and
introduction of the BRT
Consider Park and Ride desk as
part of transport information
services
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA
To ensure integration of public
transport across modes and
providers so as to offer highest
quality of service, enable shift to
public transport, maximize
efficiencies and sustainability and
reduce congestion
Integrated transport plan programme
Integrated transport plan
programme


Participated in provincial bus
contract re-structuring and Gautrain
bus service rationalization
Terms of Reference for the review
of ITP 2009-2013 have been
completed but not implemented due
to shortage of funds
Review of Integrated Transport Plan
with a specific focus on:





Ensuring that City of Joburg’s
public transport network is
appropriately integrated into
Gauteng and nation wide
transport networks
Seeking sustainable funding
solutions for public transport
including through possible
congestion pricing
Implementing relevant sections
of the new National Land
Transport Act
Developing a toll revenue
sharing model with the Gautrain
Freeway Improvement Scheme
Managing the division of road
space between private and
public car use including freight
Seek practical ways of maximizing
integration of public transport networks
e.g. ticketing by working together with
all public transport providers
To improve public transport in the
City of Joburg and reduce traveling
times of the public through:
(a) Introduction of a new Public
Transport System (BRT Rea Vaya)
To improve public transport in the
City of Joburg and reduce traveling
times of the public through:
269
Bus Rapid Transit – Rea Vaya
programme

Completion of Phase 1A of Rea
Vaya BRT by mid-June 2009 for
Confederations Cup incorporating:

25 km of dedicated lanes
including from Regina Mundi
to Ellis Park and Inner City
Distribution System

20 stations constructed

143 buses purchased and
funding for them secured

BRT Control Centre upgraded

Probity Advisor overseeing
risk management

Revised institutional structure

Negotiations with taxi industry
to be part of Bus Operating
Contract

In respect of Phase 1B:

2 km of dedicated lanes
implemented

38 additional kms planned

58 additional stations planned

EIA in progress
Metrobus-specific programme

Values programme taken to
Metrobus employees and
Ensure harmonization of fares as much
as possible across modes including
Gautrain, BRT, provincial subsidized
buses, and taxis
Bus Rapid Transit – Rea Vaya
programme

Phase 1B of Rea Vaya by midMay 2010 for Soccer World Cup
incorporating the following
extensions:

Remainder of ICDS

Sections 3, 4 & 5

Parktown to Sandton
section

Martindale Control Centre

More bus operator
companies contracted

Rea Vaya Agency fully
functional
Metrobus-specific programme

The Values Programme will be
continuously entrenched by
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
Modernisation and improved levels
of service of Metrobus








To improve public transport in the
City of Joburg and reduce traveling
times of the public through:
Ensuring that Gautrain
infrastructure and services is well
integrated with other transport
modes and services
To meet bid book commitments in
respect of transport services in
respect of the FIFA 2010 World
Cup and ensure that World Cup
2010 transport infrastructure is
designed so as to ensure lasting
value for the City
Gautrain support programme


Infrastructure integration committee
has been set up and a common
understanding has been reached
Good integration achieved so far at
Park, Rosebank and Sandton BRT
stations
2010 World Cup programme





270
passengers
Continuous communication with
Passenger Forum and Satisfaction
Surveys
Improved fleet management
through replacing the existing Fleet
Anywhere with the Enterprise Asset
Management System of Oracle
Thirty-three of forty learners offered
employment at Metrobus
Wellness training of 15 Supervisors
on HIV/Aids in August 2008
Safety and security at Metrobus
upgraded including the installation
of electric fencing and CCTV
systems at depots
10 old ERF buses refurbished in
order to enhance the condition of
the fleet
The conversion of operating
licenses commenced
Metrobus involvement in the BRT
concluded
The N17 in vicinity of NASREC in
partnership with SANRAL which is
progressing well ahead of schedule
Completion of pedestrian walkways
at Orlando, Dobsonville and Rand
Stadium are 100% complete
Completion of Beit Street precinct
New Doornfontein Transport
Square and taxi facility will be
completed by June 2009
Pedestrian promenade and public
transport hub to be completed by
June 2009
2009/10 DELIVERY AGENDA
means of regular
communications with staff and
passengers
 Implement fare evasion strategy
 Implement Enterprise Asset
Management Module
 Reschedule service timetable for
2010
 An effective functioning
Commuter Forum with a formal
constitution representing
Metrobus passengers will be in
place
 Customers will be able to access
Metrobus routes on the City’s
GIS
 Training of (40) drivers on
articulated buses. Training of
Peer Group Educators on
HIV/Aids
 More CCTV cameras and
security towers will be
implemented in order to curb
pilfering of spares, etc in depots
 Provision will be made in respect
of 60 buses for internal
refurbishments and 30 double
deck buses for external
refurbishments. To fit all
Metrobus buses with antisiphoning devises on the fuel
tanks
 Participation in BRT phase 1b as
agreed
Gautrain support programme

Construct Park, Rosebank and
Sandton BRT stations with full
integration
 Continue with the Gautrain
integration forum to ensure
integration and/or harmonization
of:

Ticketing;

Fares;

Feeder and distribution
routes; and

Public transport promotion
2010 World Cup programme






N17 by December 2009
Nasrec and Ellis Park Precincts
Implementing the 2010
Operational Plan by:
Providing Park and Ride
services to all 33 World Cup
venues
Accrediting public transport
including metered taxis
Implement all signage
requirements including street
name signs for 2010
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA

To improve the mobility of people
with disabilities through:
Specific public transport
programmes
Improved accessibility in the design
and construction of sidewalks,
traffic signaling etc
To implement a city wide gravel
roads surfacing programmes
To construct new roads to improve
mobility and in newly developed
areas
Unable to appoint a service
provider for the accreditation of 500
metered taxis due to budgetary
constraints
 Signage audit for the 2009
Confederations Cup and the 2010
FIFA World Cup was completed in
January 2008 and signs are being
manufactured
 Four Park and Ride simulations
have been done including the
Orlando Stadium launch
 Completion of 2010 High Level
Transport Plan in November 2008
Transport access improvement
programme

Both BRT station and bus
specifications incorporate provision
for people with disabilities (PWD)
Gravel roads surfacing programme




Orange Farm (13.3km)
Ivory Park (3.3km)
Diepsloot (3.3km)
Braamfisherville (3.3 km)
Roads Infrastructure development
programme



Transport access improvement
programme

In respect of the BRT, build BRT
stations and procure BRT buses
according to PWD specification
 All gravel road upgrading
includes sidewalks
Gravel roads surfacing programme

Proceed with the gravel roads
upgrade programme on the
basis of the Mayoral priority list
and in accordance with the
allocated budget
 The following areas will be
prioritized: Orange Farm, Ivory
Park, Diepsloot and
Braamfisherville
Roads Infrastructure development
programme

To resurface roads so that the
Visual Conditions Index improves
by 20% per annum
To manage other organs of state
and private sector that works on
our network so that they
reinstatements enhance and not
lead to further deterioration of the
road network
271
Two Park and Ride simulations
to be done in preparation for the
2010 FIFA World Cup
Arranging additional public
transport in terms of projected
travel demand figures
Deployment of roads
ambassadors/points men at key
intersections


K43 has been stopped due to illegal
informal settlement
 Bolani Road it’s on the planning
phase with outstanding work to be
completed
 Investigations have been
conducted for Odendaal road and
other access roads
Road infrastructure maintenance and
upgrading programme
Road infrastructure maintenance and
upgrading programme




The VCI study completed and
presented to Mayoral Committee.
The VCI across the network has
dropped from 74% (2003) to 68%
(2008)
110 km to be resurfaced by end of
financial year
In respect of Gautrain, a full visual
inspection was conducted of all
haulage routes prior to construction
to be repeated after construction of
Gautrain. Province will re-instate
the routes to their original condition
with a 7-year functional life


Completion of Koma Road
Investigation into possible
construction of Crownwood
Road in partnership with private
sector
Based on the survey on the visual
condition index conducted in 20082009, implement the resurfacing
programme on 10 km of road. This
programme is dependant on funds
available
Monitor the impact of the Gautrain
on our road network and ensure
that reinstatement takes place
according to agreed upon
standard. A technical expert will be
appointed to assist with the
monitoring of the Gautrain project
Management of way leaves and
enforcement of way leave
infringement
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA
To maintain our road network
including traffic signaling storm
water and road markings to meet
the target of:
Traffic signal upgrade and
maintenance programme
Traffic signal upgrade and
maintenance programme

All 5 designs completed for the new
installations
 Upgraded 141 intersections by end
of December 2008 to comply with
SARTSM standards
 Complete 101 revised phases to
reduce congestion at intersections
 % Signalized intersections out at
any give (excl power) for July 2008
to December 2008
 Undertaken 3965 proactive
inspections at signalised
intersections by end of December
2008
 Connected 130 intersections to the
remote monitoring station by end of
December 2008
Road signage upgrade programme


Road Signage Audit for 2009/10
World Cup done and road signs will
be implemented in time for the
2009 Confederations Cup and 2010
World Cup
 250 Street names signs
implemented in Diepsloot for the
period July to August 2008
 Completed 267 lane km of lane
markings for the period July to end
of December 2008
Stormwater development and
management programme


Investigating all open storm water
channels in order to cost them in
Orange Farm, Diepsloot and Ivory
Park
 Audit of Major storm water drain
(15%)
 Major drain capacity analysis (20%)
 Infill Master-planning in Midrand
and Ruimsig
Public Transport facilities and
infrastructure programme



Reduction in traffic signal outages
to less than 1% of all signals out on
any given day
To maintain our road network
including traffic signaling storm
water and road markings to meet
the target of:
100% of all major intersections
provided with adequate road signs
2010 signs in place
To improve storm water
infrastructure and management
To look at new ways of managing
storm water taking into
consideration the increased built up
nature of the city, changes in
climate and the opportunities of
new technology. (from goal on
sustainability)
To improve public transport
facilities (ranks, depots, lay byes
and stops)

20 semi-formal ranks, 150 BRT
Stations and 150 Stops and Laybys were designated
Consultation with the Legal
Department, Department of
Economic Development and JPC
on the preparation for the new
Shelter Contract is ongoing. Will
involve funding from advertisers for
600 bus shelters



Road signage upgrade programme


Continue with the rollout of new
approved street names in
proclaimed townships
Installation of permanent and
temporary signs for 2010 FIFA
Soccer World Cup
1800 lane km road markings
Stormwater development and
management programme
Continue with the implementation
of the storm water management
plan
Public Transport facilities and
infrastructure programme





272
Complete upgrade of traffic signal
to comply with 2010 requirements
Continue with the roll out of remote
monitoring solutions
Continue installing UPS along
major routes
Pilot of solar in traffic signals
Additional 12 semi-formal ranks,
200 stops and lay-bys to be
designated
Continue with the implementation
of 50 shelters on non-BRT routes
MTC to manage additional 5 formal
ranks
Midrand Taxi Rank to be upgraded
Together with the JDA identify and
procure land for cross boarder
buses
Revisit proposal and funding model
for International Transit and
Shopping Centre ( ITSC)
5-YEAR STRATEGIC
OBJECTIVES
IDP PROGRAMME AND KEY
ACHIEVEMENTS
2009/10 DELIVERY AGENDA
To reduce congestion and emission
levels by improving the modal split
between commuter public vs.
private transport through:
Introduction of travel demand
programmes
Improved off street and on street
parking provision, pricing and
management
Awareness campaigns of the
impact of private car use on air
quality, climate change etc
Travel Demand Management
programme
Travel Demand Management
programme



To increase the percentage of
residents who can use nonmotorised transport (walking or
cycling) to work shops and schools
To implement energy efficient
measures, use or recyclable
energy and cleaner production
technologies in all aspects of
transport including:
More energy efficient buses
Solar traffic signals
Asphalt plant



Environmental Management
programme


Extensive NMT measures
introduced at Ellis Park and
Nasrec Precincts as part of 2010
plan but which will also leave a
legacy and be a flagship for NMT

Council has approved NonMotorised Transport Framework
Sustainable transport programme


273

To accelerate studies and the
implementation of:
Travel demand management
measures
Park and Rides as part of legacy
strategy to reduce congestion
Form of congestion and/or
parking pricing
Revised City’s parking policy to
accommodate new Public
Transport developments
Environmental Management
programme

To increase the formalization,
productivity, sustainability and
profitability of the taxi industry (mini
bus and metered) through:
Supporting taxi recapitalization
Supporting and enabling the taxi
industry to become part of the Bus
Rapid Transit System Rea Vaya
Improving and regulating public
transport facilities including depots,
ranks, lay byes and stops

The Department initiated an email response from the public
highlighting their suggestions for
the reduction via the Joburg
website in respect of TDM
Parking Policy approved by the
Mayoral Committee to guide the
process of defining the
management strategy
Variable Working Hours (VWH)
and telecommuting being
investigated
CDM application process has
been mapped out and Project
Idea Note (PIM) has been
approved by DME as the first
step in the CDM application
process
Project within Metrobus to pilot
CNG on buses as well as
retrofitting buses to be able to
use CNG
Study completed on JRA Asphalt
Plant and upgrading approved by
Board
Taxi industry normalization
programme



Ongoing taxi and bus operator
negotiations in respect of BRT
including the signing of an MOU
Resurrection of Public Transport
fora and Commuter structures
All 1013 non-conflicted routes
have been aligned in preparation
for Conversion of permits to
Operating Licenses
Implementation of NMT:
Framework within budget
constraints
Sustainable Transport programme





BRT to continue to procure Euro 4
buses with low emission standards
Develop full CDM application report
and submit it
Conduct emissions measurements
Roll out of Metrobus pilot in respect
of CNG and/or other ways of
reducing CO2 emissions through
bus propulsion systems
Upgrade Asphalt plant including in
ways which will improve air quality
and reduce harmful emissions
Taxi Industry normalization
programme

Enabling the taxi industry to form
bus operating companies to
manage BRT as well as to benefit
from the BRT value chain
 Metered taxi accreditation strategy
implemented in time for 2010 but
also to leave a legacy
 Support opportunities for the taxi
industry to benefit from the 2010
transport plan
 A Transport Forum with all relevant
Public Transport Stakeholders will
be established to meet monthly
 Ongoing support to National and
the Gauteng Province with taxi
recapitalization and conversion of
Operating Licenses
Public transport law enforcement
5-YEAR STRATEGIC
OBJECTIVES
To support and enable BBBEE and
EPWP in all aspects of the
transport sector
IDP PROGRAMME AND KEY
ACHIEVEMENTS
BBBEE and EPWP programme
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±120 emerging contractors
supported in JRA to date
597 jobs created on JRA’s
capital programmes
BRT will deliver approx 800 by
May 2009
To facilitate the speedy movement
of freight around as well as in and
out of the City so as to enable
economic development
Freight and logistics programme
To ensure skills development,
mentorship and retention strategies
to develop and retain staff
Mentorship and skills
development programme
To provide a working environment
which is conducive to high levels of
productivity
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
Commissioned study on
improving freight management
at City Deep
2009/10 DELIVERY AGENDA
BBBEE and EPWP programme

Increase the number of BBEE
contractors supported
 Increase BBEE spend in
Transport Department
 Increase number of jobs
created on CAPEX spend by
Transport and MEs
Freight and logistics
programme

Together with JMPD monitor
overloading at City Deep
 Implement with other
stakeholders, City Deep
freight management strategy
 Through the Johannesburg
Business Forum, set up a
working group with industry to
look at ways of working
together to improve mobility in
the City
Mentorship and skills
development programme

Introduce formal mentorship
for professionals in
partnership with Metorbus
and JRA
CHAPTER 9: KEY IDP STRATEGIC INTERVENTIONS
INTRODUCTION
The well-being of its residents is paramount to the City of Johannesburg (the City). Improved
health, safety, livelihoods and quality of life for citizens lie at the heart of the set of strategic
objectives that will determine the service priorities for the City over the medium term.
As part of preparing for the September 2008 Mayoral Budget Lekgotla, the City undertook a mid
term strategic sector assessment where in key IDP interventions were assessed. The key IDP
interventions, identified two years ago at the City’s 2007/08 Mayoral Budget Lekgotla, include the
following:
 HIV and Aids awareness and support;
 Measuring of poverty and implementation of the revise social package;
 Growth management strategy;
 Basic services programme;
 Formalisation of informal settlements;
 Rea Vaya Bus Rapid Transit (BRT) Project;
 Inner City upgrading and regeneration through the Inner City Charter;
 Economic development initiatives towards achieving 9% growth per annum;
 Stimulating a functioning secondary property market;
 Accelerating Housing delivery and leveraging the private sector in mixed development;
 Revised rates, tariff and metering framework to ensure equity and affordability in service
charges;
 Energy, water and waste demand side management;
 Greening of the City
 Shared services delivery model
 Targeted crime prevention safety initiatives
 2010 FIFA Soccer World Cup facilities, compliance requirements, fan experience, and legacy
projects.
 Gender Mainstreaming
This exercise was undertaken to assist in assessing and report on implementation of each
intervention annually so as to see concrete progress. An on the basis of this assessment define
the programme for the remainder of the electoral term. Emerging from this evaluation was that, in
general we have made progress in some of these interventions (namely BRT, 2010 and Inner
City) and others still seem quite abstract as of these interventions. Many of these key
interventions involve responsibilities that cut across departments, MEs, and other spheres of
government while making contribution to a number of GDS principles but are most closely aligned
with one principle. The aforementioned assessment has framed the manner in which departments
and MEs have reviewed the IDP Sector Plans for 2009/10 and also their programme for the
remainder of the electoral term.
HIV and Aids awareness and support
HIV and AIDS awareness and support is one of the six mayoral priorities. It aims to improve
face-to-face education and access to antiretrovirals. The City has applied a community-based
model to address the challenges faced by those affected by the disease through its HIV/AIDS
Community Care and Capacity Development Programme. As part of this process the City has
implemented the Jozi Ihlomile campaign to train community volunteers in prevention; care and
support; voluntary counseling and testing (VCT); Anti-retrovirals (ARV) efficacy training;
Prevention of Mother to Child Transmission awareness; and tuberculosis treatment. To date, the
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Jozi Ihlomile project has been extended to four additional sites and home-based care has been
initiated. During the remainder of this electoral term, the focus on HIV/AIDS will be intensified
through a vigorous, holistic approach to the pandemic. The City’s participation in the National
HIV Sero Prevalence survey in 2006 revealed an emerging downward trend in new infection
rates. Johannesburg’s current prevalence rate at 30, 6% is less than the Gauteng average. The
City’s long-term goal is to significantly reduce HIV/AIDS prevalence and incidence rates and
reduce the impact of HIV/AIDS on communities. The scale of prevention and treatment
measures will be increased and targeted awareness campaigns will take place. For the
remainder of the term the City will escalate the door-to-door education and expand community
support programmes and also roll out support of home-based care providers with an emphasis on
training and education.
Measuring of poverty and implementation of the revise social package
Delivery of services is critical for the citizens of Johannesburg. Closely tied to this is the
implementation of the revised social package that will provide a single-window approach to social
assistance delivery and also alters the targeting mechanism to an individually tied poverty index.
In this regard, the indigent households, currently standing at 119 000, receive a package of 10
kilolitres of free water per household per month and a 100 kilowatts hour of free basic electricity.
To date, this programme has been tested and will be fully rolled out in the beginning of this year.
The Job Pathways programme has been launched and the first Special Water Needs desk has
been opened. The remainder of this electoral term will see the full roll out of this system for
access to water, power, sanitation and rates subsidies. The housing and transportation subsidy
schemes will be piloted and rolled out and additional social package components will be piloted.
The CoJ seek to roll out a social support programme to every deserving citizen and ensure that it
does not leave its people in destitute situations.
Growth management strategy
Economic growth cannot be divorced from spatial development. The Growth Management
Strategy is an innovative approach to spatial decision-making and is key to the City’s role in
steering future settlement patterns away from segregation. It will examine current trends in the
provision of bulk infrastructure across the city and will prioritise capital investment in bulk
infrastructure by designating high priority, medium priority and low priority growth management
areas. This aims to address the current disjuncture between infrastructure provision and
development growth. To date, the Land Strategy has been completed, as has a preliminary cut of
areas. With regard to development planning and urban management, the CoJ implemented the
Development Application Improvement Programme. This has seen a substantial improvement in
turnaround times:
 Complex township establishment applications which formerly took an average of three years
now take only nine months;
 The time taken for a rezoning has been reduced from 10 months to 7,5 months;
 Average time for the post-approval process has been reduced from six months to 2,2 months;
and
 Turnaround time for simple building plan applications is a remarkable 24 hours.
The remainder of this electoral term will continue to assess growth targets and development
trends and in 2010/11, a review of the first three years of GMS implementation will be completed.
Formalisation of informal settlements
The formalisation of informal settlements is a critical project aimed at addressing the Millennium
Development Goal of eradicating informal settlements by 2014. The Informal Settlements
Programme aims to formalise existing informal settlements. The approach to formalisation of
informal settlements includes the following:
 Proper layout and demarcation of stands in the area;
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Delineating each stand in the area through fencing
Registration of residents
Allocating of stands to deserving and registered families
Providing street names and numbering each structure in the area
Providing basic lifeline services; and
Providing a development framework for the upgrade of the area through local participation.
A feasibility study has been completed which indicates the status of each informal settlement.
Action plans for each category of formalisation are currently being completed and the remainder
of this term will see the finalisation of township establishment applications, the preparation of
budgets for the provision of basic services and the conclusion of all rezonings. The rolling out of
this programme and the associated upgrading of informal settlements is a challenge that will be
pursued with vigour in the remainder of the electoral term. The City will prioritise extending public
infrastructure to informal settlements so that residents have access to basic services.
Basic services programme
The Basic services programme aims to eliminate all backlogs and extend access to water and
sanitation services to all residents by 2011, and electricity by 2012. At the end of 2007/08 about
84% of the 1 169 048 households in the City had access to water, and 76,7% had access to
adequate sanitation. A total of 78, 4% of all houses have electricity (inclusive of Eskom supplied
areas). A number of programmes are linked to this IDP intervention. These include the Service
Delivery Improvement Programme that set out to reduce electricity billing losses from 3% to 1%
and reduce electricity outages by 50% in 2010. In the first three quarters of 2007/08, 52
unplanned electricity outages were recorded, representing almost a 50% reduction in the number
of outages for the year. The City is also working on ensuring that infrastructural networks
function optimally. This requires day-to-day maintenance as well as proactive measures to
address leakages and infrastructural inefficiencies.
City Power has worked closely with Eskom to implement a load shedding management plan and
develop demand-side management plans to respond to the electricity shortages experienced in
early 2008.
In order to reduce unaccounted for water, the City continued to roll out Operation Gcin’amanzi.
This involved a programme to introduce pre-paid water meters in Soweto, saving 38 billion litres
in just over two years. Unfortunately water savings have slowed down because Operation
Gcin’amanzi has been halted in response to a court ruling that deemed the pre-payment meters
unconstitutional. The judgment is being appealed. The annual target of 60% cleanliness levels 3
within the City has been exceeded as a result of the introduction of 3 shifts in high density areas
and additional capacity brought into cleaning the inner city through private contractors.
During the remainder of this electoral term an additional 20 000 households will receive water
connections, 40 000 households in informal settlements will be provided with new water and
sanitation connections, the Thonifho project will provide LOS 1 for water and sanitation to an
additional 38 000 households and 34 000 households will be have electricity.
Rea Vaya Bus Rapid Transit (BRT) Project
The City’s commitment to improved public transport is making great strides through the Rea Vaya
Bus Rapid Transit (BRT) Project. BRT extends work that had already been started on developing
a Strategic Public Transport Network (SPTN) for the city. The network was designed to link major
nodes with high-activity public transport routes. Our all-inclusive public transport system that
integrates not just different modes but different operators and patron in the transport sector has
been developed through participatory and consultative process. In preparing for the
Confederations Cup, the City intend to complete Phase 1A of Rea Vaya BRT by mid-May 2009,
incorporating 30 kilometres of trunk routes, 18 stations, One BRT Operating Company, Control
Centre and fare system, AVL, VMS and CCTV. The implementation of the phase 1C of the BRT
277
which includes the construction of routes from Sandton to Sunninghill; Sandton to Alexandra;
Orlando to Dobsonville; Nancefield to Jabulani; and Regina Mundi to Lanasia will be completed
by the end of the mayoral term.
Inner City upgrading and regeneration through the Inner City Charter
Work in the inner city has grown tremendously with the implementation of the Inner City Charter.
The first part of the Inner City Charter speaks of the future of the Johannesburg’s Inner City. It
engenders all stakeholders to envisage the future Inner City as a place:
 That will be developed in a balanced way in order to accommodate all people and interests;
 That remains as the vibrant business heart of Johannesburg as a whole, with an increased
emphasis on residential density;
 That works, as many other cities do elsewhere in the world; as a key residential node. Our
Inner City will not be a dormitory for the poor, nor an exclusive enclave of loft-apartments,
galleries and coffee shops.
Upgrading of the environment is ongoing, housing development and additional safety measures
(through increased CCTV cameras and dedicated response teams), and a disaster management
programme have been implemented. The success of these initiatives is evident in the billions of
Rand of investment that have poured into the inner city from both public and private sector. The
remainder of this term will see continued and increased development initiatives, implementation
Deep South Economic Development Plans and the escalation of housing delivery in the form of
both temporary accommodation and city-led social housing and also implementing our plans
towards improving public transport infrastructure.
Economic development initiatives towards achieving 9% growth per annum
Economic development is one of the six mayoral priorities and aims to create sustainable jobs at
scale focus on labour intensive sectors and create an enabling environment for SMME’s.
Programmes targeted towards the second economy and economic stimulation of previously
marginalised areas. In 2007, the City of Johannesburg hosted the then State President in the first
ever Presidential Imbizo in our City and the key outcomes of the Imbizo was the consensus that
the economic growth rate we should strive for should be 9% if the country is to realise a 6%
economic growth by year 2014.
However, given the recent economic meltdown it is likely that the economic growth may slow
down and as a result the City may not escape unscathed but we remain committed to our
economic growth targets. Therefore, our economic development initiatives are vital and require
concerted efforts to ensuring that we continue to provide employment opportunities. Planning in
a number of areas such as support of the ICT sector, skills development programme, the
beneficiation programme, BEE and emerging industries support programme, and the informal and
community sector support programme is underway. However, there is now an urgent need to
focus on implementation and delivery of these programmes to ensure that by the end of this term
we can be confident that our commitment to economic growth and job creation has been realized.
In
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broad terms, for the medium term the City will intervene to:
Create sustainable jobs at scale through its capital program (e.g. EPWP);
Focus on labour intensive sectors;
Create an enabling environment (easy access to finance opportunities) for SMME’s;
Facilitate the provision of technical skills required by the economy to grow;
Focus on safety security;
Target programs towards the 2nd economy, the growing middle class, the 3rd economy, the
poorest of the poor; and
 Economic stimulation of previously marginalized areas.
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Stimulating a functioning secondary property market
The City is committed to stimulating the secondary property market in historically disadvantaged
areas. This will be done through investment in infrastructure by both the public and private
sectors. To date, feasibility studies have been completed and the next two financial years will
see the completion of a number of critical projects in Braamfischerville including, amongst others,
the construction of a taxi rank, greening of the area, the construction of a library and the
construction of a satellite police station. Construction of bulk bridge to link Braamfischerville and
Tshepisong as well as construction of sports complex in Vlakfontein, taxi rank and Multi Purpose
Complex Centre.
Accelerating Housing delivery and leveraging the private sector in mixed
development
The acceleration of housing delivery is both a key IDP intervention and a commitment of the ANC
to bettering the lives of South Africans. The City has set itself a target to deliver 100 000 welllocated and good quality housing opportunities over the five year term. This includes the delivery
of 15 000 rental housing units, 30 000 housing opportunities through the Community Builder
Programme; 50 000 mixed income housing units and the upgrading of hostels to accommodate 5
000 residents. The Rental Programme is well on target. Over 30 000 units have been delivered
to date and work will be stepped up in the remainder of this term to ensure that we meet our
commitments.
Revised rates, tariff and metering framework to ensure equity and
affordability in service charges
The revised rates, tariff and metering framework will ensure equity and affordability in service
charges. The new rates policy was successfully implemented in July 2008 after we announced
the release of the draft Rates Policy for the City and invited people to comment on it in July 2007.
At the time, comments we received related mainly to the affordability of rates as well as the fears
of the public of how this could affect our vulnerable residents – like pensioners. We also received
requests for special rating areas and special tariffs for Sectional Title properties. In all we
received approximately 755 written comments and held more than 26 public meetings around the
City. In the remainder of the term the City will focus on monitoring and reviewing the rates policy
and valuation roll, together with the tariff policy in line with legislation.
Energy, water and waste demand side management
Linked to this are the critical energy, water and waste demand side management interventions by
the City. The City has embarked on a number of technologically innovative programmes that
allow consumers to regulate – and ultimately reduce – their own demand for municipal services.
Demand-side management has advantages for the City, for residents and for the environment.
To date, over 4% of waste has been diverted from landfills through recycling and compost
initiatives. Energy and water demand side management projects have been implemented and in
the next two financial years we will see further gains being made. Energy efficient requirements
in building plans will be implemented, as will waste to energy projects and the gas fired energy
regeneration project.
Greening of the city
Another one of the mayoral priorities for this term, and a project that has received numerous
accolades and recognition is that of greening of the city. Almost 100 000 trees have been
planted, with another 100 000 planned for the remainder of this term. Nine new parks have been
developed, and eleven parks and seven cemeteries were upgraded. By 2011, six new regional
parks and two new cemeteries will be developed and garden competitions will be introduced,
clear evidence that the goal of a green city is being realized.
279
Shared Services Delivery model
The City’s Shared Services Delivery model will combine resources, systems, operations and
activities into a single centre that can be utilized by a variety of people. The Sector concluded the
first phase of the programme and ensured the successful implementation of the Human
Resources Transactional Shared Services Centre for all Core departments which is now fully
operational. During the initial phase the necessity to determine mechanisms to quantify costs
savings was specifically noted and measures are being implemented to quantify costs during
follow-up phases.
The rest of this term will see the implementation and consolidation of all shared services projects
that are currently in process for both core departments and municipal entities. Furthermore,
assistance will also be given to municipal entities in implementing such the City’s governance
models in line with the City’s approach to enhance integration.
Targeted crime prevention and safety initiatives
Crime prevention is critical to ensuring the safety and security of our citizens and visitors. Crime
remains a deterrent to investment and a threat to the safety and well-being of all users of the city.
The 2010 FIFA World Cup brings an added emphasis to this priority with the safety of the
thousands of expected visitors an essential requirement to ensure the success of this event.
JMPD has assigned dedicated police officers to priority police stations such as Booysens,
Hillbrow, Johannesburg Central, Honeydew and Moroka, to strengthen the crime-fighting
services.
The visibility of policing has also been increased through an operational plan that focuses JMPD
patrols at transport nodes, parks, and areas with high incidents of crime. In the area of social
crime prevention, metro police officers have been trained in victim support skills. The community
outreach unit in the JMPD has visited over 300 schools to raise awareness about substance
abuse and dangerous weapons, and more than 190 businesses to educate women on domestic
violence and abuse.
Currently the Karabo Gwala Safety campaign has been implemented, and a disaster
management centre has been set up. Work on the safety strategy for the 2010 World Cup is
ongoing. The City has also worked hard at tackling the underlying causes of crime and
addressing the needs of vulnerable groups. Work in these areas will continue and 100% visibility
of police at pension pay-points and transport nodes will be in place by the end of this term.
Improved surveillance technology will be implemented as will improved traffic control and
management in order to give effect to the City’s commitment to road safety. Furthermore, the
City has committed itself in rooting out crime of any kind in the streets of the city, through the
breaking of City bylaws, or within the City’s own administration. The focus on clean and ethical
government will be unequivocal.
Targeted crime prevention and safety initiatives
Crime prevention is critical to ensuring the safety and security of our citizens and visitors. Crime
remains a deterrent to investment and a threat to the safety and well-being of all users of the city.
The 2010 FIFA World Cup brings an added emphasis to this priority with the safety of the
thousands of expected visitors an essential requirement to ensure the success of this event.
JMPD has assigned dedicated police officers to priority police stations such as Booysens,
Hillbrow, Johannesburg Central, Honeydew and Moroka, to strengthen the crime-fighting
services.
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2010 FIFA Soccer World Cup facilities, compliance requirements, fan
experience, and legacy projects
The strategic vision for Joburg 2010 is to “Host the Best World Cup Ever”. This vision means that
means the CoJ must surpass the rigorous standards of excellence set by all predecessors, and
combine it with the warmth, generosity and welcome of an African experience. In order to
achieve this vision, a framework has been developed that identifies the three levels - and
imperatives - of delivery.
Fulfil FIFA’s contractual requirements (Compliance): this is what is required in terms of the
various contractual commitments and obligations to FIFA, as specified in the Government
Guarantees and the Host City Agreement to meet the obligations to FIFA - stadia, training
venues, safety and security, city by-law implementation, accommodation, ICT, marketing and
branding, etc.
Deliver an outstanding fan experience (Leverage): this means planning for and optimising all the
leveraging that can be gained off the infrastructure and services required for the event to
guarantee the fans a superb experience. This means focusing on the needs of the fans and
media that will be in the City for the WC2010 and extending the investment in the event to ensure
their experience is above and beyond expectation in terms of the resources and services
available.
Create long-term benefits for the citizens (Legacy): given that this event is a unique opportunity
for the City, the energy it generates should be mobilised to ensure long-term and sustainable
benefit to the citizens long after the event is over. It can only do this by ensuring that the actions
taken to comply with the FIFA contract and to leverage off that to provide an outstanding fan and
media experience directly benefit the city and its citizens over the long-term.
The City is conscious of the obligation the event places on the CoJ, as the host of the opening
match and final; as host to FIFA International Broadcasting Centre and Local Organising
Committee headquarters. Furthermore, the City will be hosting the Confederations Cup in June
2009 and this event will assist us in highlighting gaps and areas for increased attention, so that
we can deliver an exceptional Soccer World Cup. The aforementioned means that there can be
no excuses for poor fan mobility, inadequate infrastructure capacity, inadequate safety and
security and inadequate accommodation and poor service culture. In general terms, the City’s
preparations for 2010 remain on track, on schedule and within budget. A number of local and
international inspection teams, observers and media representatives have expressed satisfaction
about the progress that has been made. The details regarding this intervention are discussed in
Chapter 9.
This chapter has highlighted the city’s mid-term achievements in terms of the tremendous work
that has been completed so far and key areas of work remaining in order to meet the
commitments. The City remains committed in focusing on measures geared towards the
acceleration of the economic growth, addressing spatial imbalances, reducing poverty and
ensuring social inclusion in order exceeding the commitments to the City’s citizens in 2006.
Gender Mainstreaming
The City of Johannesburg is committed in ensuring that gender mainstreaming remains a priority
in all its work. This is a response to both the Beijing Platform for Action and Gender Policy
Framework for Local Government adopted in 2008 by the Department of Provincial and Local
Government (DPLG) and South African Local Government Association (SALGA).
Gender mainstreaming needs provide a gender perspective in all projects, so as to address past
gender based discrimination and inequality. For example, mainstreaming a gender perspective
for engagement in the planning and implementation of projects so as to ensure that women also
benefit and that gender awareness is prioritized.
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The City is aware that the involvement of senior leadership and executive management is critical
to the initiative of gender mainstreaming and as a result has ensured that political leaders
including the Speaker of Council, Councillor Ntingane, Member of Mayoral Committee for
Community Development, Councillor Mayathula-Khoza and Member of Mayoral Committee for
Corporate and Shared Services and also the Leader of Executive Business, Councillor Walters
champion this initiative. Their involvement is an affirmation of the City’s commitment to gender
mainstreaming as an institutional responsibility and to provide political guidance in the
implementation.
In 2009/10, the City will ensure that gender mainstreaming is included in all new programme and
that departments and municipal entities are aware of this strategy and the effect it in their work. In
addition, the City will undertake gender awareness training for councillors and members of the
executive management.
In 2010/11 we will see the inclusion of a gender equity focus in the performance management
contracts for the first three levels of management, as well as the development of a monitoring and
evaluation system. Furthermore, departments and municipal entities will be required to collect,
analyse and disseminate gender-related statistics, and roll-out gender mainstreaming in all of
their projects.
The City of Johannesburg, through these initiatives will ensure that the prioritization gender equity
forms part of our policy and strategic documents such the Growth and Development Strategy
(GDS), the Integrated Development Plan (IDP) and the Budget.
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CHAPTER 10: 2010 FIFA WORLD CUP
INTRODUCTION AND OVERVIEW
The FIFA 2010 Football World Cup represents both the most significant challenge and the most
important opportunity facing the City of Johannesburg. The scope and scale of the event is
enormous – over R9 billion public sector and R6 billion private sector investment, an expected
300,000 visitors to the city, massive investments in stadia, infrastructure, transport and
accommodation – and the benefits of delivering a successful event are incalculable.
Early on the City identified the need to capitalise on the energy associated with the World Cup to
fast-track service delivery in key areas that would impact on the World Cup experience. From the
beginning therefore, the City sought to place the event in the context of better service delivery for
its citizens. The event itself is important, but will come and go. What is more important to the city
is to achieve a long term improvement in the lives of its citizens, especially in relation to its overall
strategic goal of overcoming and redressing the inequalities of the past. Hence there has been a
focus throughout the planning for the delivery of this event on how the imbalances in service
delivery, spatial distribution, and other forms of apartheid legacy are addressed and overcome.
The Mayoral Legacy projects that were identified in relation to 2010, therefore, all sought to
address this issue, as will become clear in the report below.
The City is contractually obligated as a FIFA 2010 Host City to deliver on a number of
commitments to ensuring the successful hosting of this global event. These contractual
obligations are significant, and have taken up an enormous amount of resources and time.
But the City, in its 2010 Strategic Framework, realised that in order to deliver on its vision of
hosting the ‘Best World Cup Ever’ it was necessary to go beyond simply meeting its contractual
obligations to FIFA. It realised that the international exposure that the event would bring to the
City via international fans and media, would have a massive impact on the image of the city, for
good or ill, in the decades to come. Consequently the second focus of the Strategy is to create a
superb fan experience that will create a positive positioning of the city as a tourism and
investment destination for the years to come.
Finally, the City realised that the ultimate judge of whether this would be a successful event would
not be FIFA nor the international fans and media, but the citizens of the city itself. They would be
the ones who would ultimately benefit or lose from the event. The City therefore committed itself
to ensuring the legacy of the event for its citizens would be a positive one.
These three strategic thrusts were encapsulated in what became known as the ‘Circles of
Success’.
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Compliance
The things we must do
to fulfill our contractual
obligations
Each FIFA project
should also add to
the fan experience
and create a
legacy for the
Leverage
The things we must do
to make this the best
fan experience ever
Legacy
Things we must do to
leave a positive legacy
for the citizens
In order to ensure delivery on this strategic framework, the Joburg 2010 Office was given the full
support of the managerial and political leadership of the City to help departments and MEs deliver
the 2010 FIFA Soccer World Cup by implementing a range of identified projects within the agreed
threefold strategic framework:
 plan, finance and deliver the 19 projects that would ensure full compliance with FIFA
requirements for staging World Cup 2010;
 leverage each of these projects to optimise the experience of fans (18 of the FIFA-required
projects directly influence or add to the potential of a positive fan experience); and
 Maximise the long-term benefit to the City and its citizens from the public sector investment
(over R9 billion) and private sector investment (anticipated at over R6 billion) in these
projects (17 of the projects can be leveraged to add to the socio-economic development and
to the potential of a better City for all).
In addition, a 20th project was added - the Mayoral Legacy Projects which leverage off the energy
released by the investment in new infrastructure. This project includes four sub-projects to
change the face of Soweto and one to increase the overall friendliness of the city through
improved lighting, street art and furniture in key places.
Two other projects are included in the activities required to deliver the 2010 World Cup:
 Parallel events which will run during the World Cup to showcase the City and enhance the
fans’ experience; and
 The funding model required to finance and manage the actual staging of the two events that
make up the total World Cup experience - the Confederations Cup in June 2009 and the
World Cup in June 2010.
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Cluster
Cluster one
Specific Projects
Match venues
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Soccer City Stadium
Ellis Park Stadium
Match venue precincts
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Orlando Stadium
Dobsonville Stadium
Rand Stadium
Ruimsig Stadium
Training venue precincts
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Soccer City, Nasrec
Ellis Park
Orlando
Dobsonville
Rand
Ruimsig
Cluster two
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Training venues
Support infrastructure
Electricity, water, waste management
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Transport high-level and operations plan
Nasrec Hub
Rea Vaya Bus Rapid Transit (BRT) System
Intelligent Transport System
Park and Rides
ICT
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IT&T
International Broadcast Centre, including accommodation
Environment
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Waste management and recycling
Mine dump rehabilitation
Tree planting
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Health Services
Disaster Management
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Disaster Management Services
Safety and Security
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Safety and Security
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

Fan parks
Public viewing sites
Accommodation
Tourism
Marketing
City beautification
FIFA events
Volunteers
Business closure




Greening soccer fields
Indoor Sports Hall
Soweto Theatre
Diepkloof hostel upgrade
Transport
Cluster three
Health
Cluster four
Marketing
Cluster five
Mayoral Legacy Projects
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Cluster
Specific Projects


Street furniture
Klipspruit River rehabilitation





Africa Under One Roof
Boys in the Photograph
Football For Hope
Soccer Legends
Stakeholder mobilisation


Confederations Cup
World Cup
Cluster six
Parallel events
Cluster seven
Operational budgets
Meeting the requirements of the FIFA Bid Book - delivering the 19 projects in the first four clusters
timeously (and within the allocated budgets) - is a demanding challenge which the City is
meeting. But the intention is to achieve success beyond the event itself - namely, to stimulate the
African Renaissance, showcase the city as Africa’s leading tourist and commercial destination, to
give fans a World Cup experience that whets their appetite for a return to the city, and to ignite
the pride of the citizens.
A driver of this success will be the fan experience-how the fans are welcomed, looked after,
accommodated, transported and entertained during their stay.
The WC 2010 Office is focusing on ensuring that a world-class fan experience is leveraged
through the implementation of the 19 projects. Achieving this will translate into long-term
commercial benefits for the city through increased tourism and investment.
CHALLENGES AND OPPORTUNITIES
The 2010 World Cup is the biggest programme the City of Joburg has ever undertaken. The total
estimated funding required is R11,46 billion. The total amount funded, from the City’s own
funding sources and the National Treasury, is R8,45 billion. This leaves a funding gap of about
R3,016 billion.
This is a significant challenge but the City has made applications to several funding sources for
additional funds to fill the gap. This also needs to be balanced with the estimated R6,1 billion
investment from the private sector that has been unlocked within the City by the World Cup
programme.
But the real measure of the impact of the World Cup is the stimulus it has given to a wide range
of development opportunities:





Two world-class stadiums - one, an iconic stadium refurbished (Ellis Park); the other, a new
stadium destined to become a landmark venue for international sporting and entertainment
events in the future (Soccer City);
Four training venues - Orlando, Rand, Dobsonville and Ruimsig stadiums - that will also
provide a range of world-class facilities for sports and entertainment well into the future;
Public fan and viewing sites that will give people the security of safe venues and the unique
feel of sharing in the World Cup experience;
The precincts around each of these venues being upgraded with new infrastructure, creating
new opportunities for citizens and for future development;
The upgrading of basic infrastructure - water and electricity - in areas that will support
present and future economic growth; The opportunity to develop new waste management
strategies and practices through public education and implementation of new technologies;
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










A new transport infrastructure - Bus Rapid Transport and the opportunity to replan and
integrate all transport modes (including Gautrain) through an Intelligent Transport System
and shared responsibilities and rewards;
Leapfrogging the City into an era of electronic connectivity through the world-class
Information and Communication Technology network being installed at Nasrec;
The opportunity to review and accelerate further greening of particularly disadvantaged areas
and rehabilitation of environmentally damaged parts of the City;
Strengthening the Safety and Security department with new manpower to secure visitors and
citizens through improved policing;
Upgrading primary healthcare facilities with new and additional equipment
Energising the marketing thrust by leveraging off the Confederations Cup and World Cup to
re-brand the City and project it on the world stage;
Facilitating a rapid and extensive growth of new accommodation that will serve the City well
into the future as a tourism and investment destination;
The chance to develop the human infrastructure required for making the two events
memorable for all the visiting fans - city volunteers to meet-greet-and-guide visitors, a city
culture of service that will make tourists welcome and not exploited at commercial and
accommodation venues;
The ongoing beautification of the City that will match the warmth of the people with the
comfort and attractiveness of its facilities;
The events that will showcase the City and its culture and entertain fans during the World
Cup; and
The initiatives taken to change the face of Soweto through new sports and cultural precincts
and the rehabilitation of the river that encircles the area.
There are other challenges besides funding shortfalls to overcome in realising these
opportunities:





A greater measure of creativity has been needed in the thinking, planning and
implementation of World Cup projects. Financial constraints mean that often strained
resources have to be maximised and stretched in new ways to meet the needs;
Balancing competing interests without neglecting one of them is a continual necessity.
Ongoing delivery of day-to-day services and their extension and improvement cannot be
compromised in pursuit of staging “the best World Cup ever”. At the same time, the unique
opportunity offered by the event - using it as a catalyst for unleashing new development
initiatives across the city and its sectors - should not be missed. This has required good
planning, prioritisation and project management within each project and department;
Growing coordination across all City departments and Municipal owned Entities involved in
World Cup projects must be a continual endeavour. While each project has its own team and
strategy to plan and deliver it, the inter-relationships and integration between the projects and
their execution are where the success will be achieved during the staging of the
Confederations Cup and World Cup;
A profound education initiative has begun to influence citizens to open up to new attitudes
towards service and towards waste management and reduction, recycling, energy usage and
environmental practices that align with global better practices. The focus of the world will be
on the City for at least six weeks over June and July of 2010. It is the greatest opportunity
Joburg is likely to have to project itself as a world-class city and set the platform for future
tourism and investment. The City will optimise this opportunity if it showcases best practices
in how it “greens” the World Cup, uses resources and gives fans an outstanding experience
through warm, good and affordable service; and
The City’s stakeholders - CoJ employees and political leadership, citizens, business and
labour - need to be engaged consistently over the coming months to stimulate and build a
sense of anticipation and excitement for the two events and what they will bring. Preparation
for both events, particularly the World Cup, involves all stakeholders in preparing to host,
accommodate and entertain hundreds of thousands of fans from across the world for a month
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or more. To do this well will take a high level of enthusiasm, interest and awareness of all
that is involved in this event. The building of this awareness can only happen through a
variety of channels that will inform and enthuse. The City is determined to achieve these and
ensure they are properly managed.
Joburg United – Partnerships for Delivery
Delivering successfully on this challenge is a task that goes way beyond the City’s own
resources. It requires that all city stakeholders – community groups, business, labour, youth and
women’s formations, sporting bodies and the citizens in general – are mobilised in partnership
with the City to ensure the achievement of the vision.
To this end the City has launched the Joburg United campaign, whose goal is to unite the City
and all its citizens in a massive effort to deliver on the ‘Best World Cup Ever’. A series of
stakeholder workshops were held in 2008, culminating in a mass launch of the campaign at the
Joburg Expo Centre during the Rand Show. At this event, the City committed itself to working in
partnership with its citizens and stakeholder groups to deliver its strategic vision.
Follow up meetings have been held throughout the City, and the process will accelerate as the
event draws closer.
2009 FIFA CONFEDERATIONS CUP
The Confederations Cup in June 2009 is a critical testing ground for 2010. Not only must the City
ensure a successful tournament for 2009, it will also have the opportunity to undertake a live
practice run for the much greater World Cup 2010. But the City cannot treat this as a rehearsal.
It is a major event in and of itself, and the City plans to ensure that it is treated as such.
The delivery of a successful Confederations Cup Event, which will see 8 teams competing for the
trophy, will therefore be a key focus for 2009/10.
Ellis Park Stadium will host the final of the event, and the eyes of the world will focus on the City
from this point on until the completion of the World Cup in 2010.
Not only will the City be able to test the infrastructure that it has put in place for the World Cup,
more significantly will be its ability to test its operational capacities for the event. This will bring
into play the full spectrum of the City’s resources – from transport, safety and security, marketing
and communications, ITC, accommodation, health and EMS, volunteers etc. All of these
elements are being fully integrated into an operational plan under the direction of the Joburg 2010
Office.
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KEY ACHIEVEMENTS AND 2009/10 DELIVERY AGENDA
The following report highlights the projects that are associated with each of the major clusters;
tracking what has already been accomplished, showing what is planned for the coming year, and
identifying some of the challenges that lie ahead.
Cluster one: Venues and Precincts
Strategic goal: The strategic goal for this cluster is to ensure that all facilities required by FIFA
for match and practice venues are developed in full compliance with FIFA requirements, will
provide an outstanding fan experience for local and international visitors, and will be able to be
utilised to the long-term advantage of the citizens of Johannesburg.
The City is alone among the FIFA host cities in having two match venues – Soccer City and Ellis
Park. These venues have the added prestige of being the venues for the opening match and final
of both the Confederations Cup 2009 and the World Cup 2010.
This prestige comes with its own challenges – the stadia have to be iconic venues that will reflect
positively on the city and the country, and having two match venues doubles the number of
required FIFA approved training grounds.
Match Venues: Soccer City
We are pleased to report the following progress:

The stadium is scheduled for completion by 31 July 2009, almost a year before the start of
the World Cup in June 2010;

Construction in therefore on schedule with FIFA requirements - overall 76% complete;

Roof construction is 71% complete against programmed milestone of 76%;

Cladding is 25% complete against programmed milestone of 42%;

Brickwork and plumbing are at 86% completion; and

Electrical and mechanical is 42% complete against programmed milestone of 50%.
Overall, progress is on track but some areas of both stadium and precinct construction are behind
schedule. However, the schedule aspect is not critical at this stage, and will not affect anticipated
completion to meet Fifa contractual requirements.
But there are two other specific challenges the City faces on this project:

The budget escalations on Soccer City Stadium; and

Additional technical requirements from Fifa for stadiums, stadium precincts, ticketing and ITC
that could have financial implications for the host cities. These remain to be finally negotiated
and settled.
The key outcome for this financial year is therefore the full completion and operational hand over
of the stadium to FIFA and the Local Organising Committee.
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Stadium Precinct
The development of the stadium precinct is a critical element of readiness, and much has been
done at the Soccer City precinct to date. The Nasrec Urban Design Framework, when completed
in April 2010, will project the region as a world-class sports, tourism and exhibition hub that will
accelerate economic development and link Soweto to the City heartland through an integrated,
rapid and affordable transport system and a commercial precinct. This is a critical legacy
component of the Stadium development, as it begins to address the historical segregation of the
City from its south western suburbs.
Work started or completed at the precinct to date includes:

The new transport hub and promenade linkage to the Stadium is 55% completed;

Work started in February 2009 on both the International Broadcast Centre (IBC) and the
media village apartments which are part of the precinct;

The Rea Vaya Bus Rapid Transport links (phases 1a and 1b) are completed or under
construction; and

The N17 and feeder roads - Stadium Drive and Golden Highway - are at design finalisation
stage or under construction but will be completed in time for the World Cup.
In the coming year, the following projects will be started and mostly completed:

Transport hub and promenade will be completed in July 2009;

The IBC is scheduled for completion by December 2009;

The apartment complex that is part of the precinct and will be used for the media during the
World Cup, will be completed by March 2010;

The BRT links are on track for completion and operation well ahead of the World Cup;

The feeder roads are scheduled for completion in the second half of 2009 and

The N17 will be completed by March 2010.
This means that we are fully on track to achieve full completion of Soccer City and its precinct
development well before kick-off 2010.
As indicated, the long term benefits of the stadium and precinct development are enormous. Not
only will the city boast a world-class sporting facility, but the development of the precinct in terms
of transport, visual appeal, infrastructure and housing will go a long way to bridging the
development gap from the City centre to the South West.
Match Venue Ellis Park
Ellis Park is critical for the World Cup, not only as an important venue for 2010, but as the
stadium that will host the final of the 2009 FIFA Confederations Cup. Getting the stadium to full
FIFA compliance has been completed during the course of 2008, and all works on the stadium
were finalised in January 2009.
During February 2009 the stadium has had its final inspection and hand-over to FIFA.
This is a significant mile-stone for the City in its 2010 readiness. It will be further tested in the
Confederations Cup and other sporting events that it will host during the next year.
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The Ellis Park Precinct
The upgrading of the Ellis Park Precinct is a major strategic priority of the City. The WC 2010
programme has fast-tracked delivery of a number of the elements of the overall precinct plan.
About 80% of the plan has been completed in the past year. This includes:

The upgrade of the main access roads (about 82% complete)’

Doornfontein Square (completed);

The Sports Precinct (82%);

Doornfontein Station (47%);

Parks upgrade (31%); and

Surrounding roads upgrade (15%).
The full upgrade will be completed by April 2009, in time for the Confederations Cup.
Training Venues and Precincts
Hosting two match venues requires the City to have four FIFA standard training facilities available
for use by teams.
The City has developed four stadia for this purpose:

Orlando Stadium;

Rand Stadium;

Dobsonville Stadium; and

Ruimsig Stadium.
Work on the first three of these is complete, and the new 40,000 seater Orlando Stadium hosted
its successful inaugural event with a PSL match between Soweto clubs Orlando Pirates and
Moroka Swallows.
This stadium, standing as it does on the historic site of the original Orlando Stadium, will provide
a massive boost to football in the city in general, and in Soweto in particular.
There has already been significant interest in the stadium by PSL teams, and its full use in the
future is well-assured.
The renovated Rand and Dobsonville Stadia provide further legacy benefits to football in South
Africa. Both of these stadia are ideally sized for the PSL and the National First Division clubs to
use, and it is expected that there will be significant demand for them in the years to come.
Ruimsig stadium is the only stadium that is not yet complete, but planning and funding is being
finalised to ensure that this is done well within the required FIFA time-lines.
The stadium precincts are also being upgraded in terms of the FIFA requirements, and in terms of
our long term strategy for urban renewal.
These include parking, transport and general landscape enhancements to the precincts.
All work on the precincts will be completed by December 2009.
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Cluster Two: Infrastructure
Strategic goal: Infrastructure across the City that is planned, funded, rehabilitated or built anew
to support the successful hosting of the Confederations Cup and the World Cup and to provide a
long-lasting legacy for the citizens through the new opportunities provided by transport, water,
power and waste management.
The Infrastructure cluster of projects includes projects in support infrastructure (water, waste,
power); transport; ICT; and Environment.
Support Infrastructure
Given last years crisis in Power delivery, this has been a major risk area. The City’s 2010 Power
plan is designed to ensure that they secure power distribution throughout the city for the duration
of the events.
Certain priority upgrades were identified and funded in relation to this. Most of the projects are
well underway, and will be completed in time for the Confederations Cup in June.
Projects for completion this year include:

Installation of new electrical distributors in the Nasrec precinct;

New street lighting at Nasrec and Ellis Park precincts;

Electrical supply for the Bus Rapid Transit system and to the Northern Gateways;

Ensuring a reliable supply of electricity to all traffic lights and the Intelligent Transport System;

Upgrade of Doornfontein/Fort standby generators’

Upgrade of Siemert Road sub-station’

Installing stable temporary connections for fan parks;

New distributors from Siemert Road sub-station to proposed new hotel and other
developments;

Rationalisation of electrical supply in Aeroton to provide standby facilities to stadiums;

132kV/11kV Crown sub-station; and

Upgrade of lighting on routes to Nasrec.
In terms of Water, again, all the projects critical to the events are on schedule and within the
requirements of FIFA.
Projects to be completed this year include:

Upgrade of Yeoville, Crown Gardens reservoirs;

Upgrade of Yeoville supply line;

Parktown and Dunkeld upgrades; and

Water and sewer condition audit around match and training venues.
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Waste management is critical for a successful event, and again projects in this sector have been
prioritised in terms of their impact on a successful event, and have been fully funded and
undertaken in terms of this. All are on track for completion in time for the events of 2009 and
2010.
Transport
The area of transport is where the three circles of success intersect most completely. In terms of
FIFA Compliance there are a host of transport requirements to achieve; in terms of the Fan
Experience, the ease, safety and accessibility of transport will be a key determiner; and in terms
of Legacy, the investment being undertaken in transport infrastructure will re-shape the face of
transport for the City for years to come.
It is no surprise, therefore, that transport planning and execution has taken high priority for the
City.
The transport strategy is based on a pro-public modal split - a target of 70% public transport
usage and 30% private.
This strategy is also based on integrating use of the following components:

the existing freeway system;

Bus Rapid Transport, in particular the north-south corridor that links Soweto, through
Parktown to Sunninghill with extensions to the match venues;

Inner City Distribution System;

Gautrain Rapid Rail Link from the Airport to Sandton link; and

Upgraded Metrorail links (Park Station, Nasrec, Ellis Park and Orlando).
The following are some of the specific elements of the Transport plan that the City has
undertaken.
Nasrec Hub
This is a critical node for Soccer City, the IBC and precinct. It will provide an aesthetically
appealing, ease of use and access, central hub for all transport to the venue. It links with Soccer
City via a new pedestrian bridge and promenade. It is 55% complete, and will be completed in
the coming year.
Bus Rapid Transit System
While the need for the BRT is independent of the transport needs for the World Cup, its
implementation has been fast-tracked in order to meet the latter needs. Phase 1, which will
provide linkages between the City and Nasrec and Ellis Park precincts is currently being built and
will be completed for the World Cup.
This new transport system has three main aims:

to channel public transport into focused, high frequency corridors;

to provide improved access between residential areas and economic nodes; and

to allow for better law enforcement for public transport.
The system will consist of:
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
exclusive median bus lanes along key routes;

separate, closed median stations every half kilometre or so;

complementary and feeder routes using smaller buses;

high-peak frequencies of three to five minutes;

18-hour daily operations - 05:00 to 24:00;

GIS-based BRT control centre; and

a business model that incorporates bus and taxi operators.
Orders for the 143 buses required for the Confederations Cup were placed in December 2008.
Inner City Distribution System
Linking in the BRT is the Inner City Distribution System (ICDS), which is also currently under
construction, with work in Hillbrow and Joubert Park currently underway. When completed and
integrated with the BRT, the ICDS will ensure ease of public transport access through the inner
city.
Intelligent Transport System
A further critical element of the Transport plan is the Intelligent Transport System (ITS). This
system gives transport authorities the tools to make better informed transport decisions that
improve the overall operations of the whole system.

advanced traveller information systems

advanced traffic management systems

incident management systems

signage upgrades to ease mobility between the city, the stadiums and the airport.
The ITS control room at Martindale, the automatic fare system, CCTV and passenger and route
information systems are all at various stages of planning and implementation, and will be
completed in time for the World Cup in 2010.
Park and Ride
A final leg of the transport strategy is to reduce significantly the number of private vehicles
moving even close to the stadiums by providing four Park and Ride facilities spread around the
city. The following sites have been identified as park-and-ride facilities:

Marks Park and Rand Stadium for Soccer City matches

Wits University West Campus and Bezuidenhout Park for Ellis Park matches.
The key challenge facing Park and Ride, is the consumer uptake. Consequently, a park-and-ride
desk is also being investigated to better manage the service, including its integration with the Rea
Vaya-Ride Smart Help Desk. Furthermore, a focused communication and marketing strategy is
being developed for positioning park-and-ride facilities in the mind of fans and spectators, and
private sector involvement is being sought for the development and improvement of the park-andride facilities not only for the World Cup but for the long term.
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Information and Communication Technology
The World Cup is primarily a broadcast and media event. Despite the full stadia and vast
numbers of international visitors expected to arrive in the country, the biggest audience for FIFA
is the international television audience for the event. A sophisticated and robust ICT
infrastructure is therefore critical for the successful delivery of the event.
Furthermore, the fact that the City is to host the International Broadcast Centre (IBC) places
further challenges on our plate.
In order to meet these challenges, the City is working closely with Telkom and Sentech to ensure
full integration of the City’s projects with the national ICT planning and implementation processes.
As host city to the IBC, Joburg has appointed a project management team to manage the
upgrading and refurbishment of the Expo Centre, including:

Refurbishment of the Expo Centre halls in preparation for the IBC began in February 2009;
and

The media village apartments in the IBC precinct that will house some of the media during
the World Cup, and which will be converted into housing post the event.
Environment
This is the final infrastructure element in the cluster. Here, the emphasis will be on implementing
sustainable waste management strategies and leveraging off the World Cup to introduce new
approaches. The City has also undertaken the following:

A tree planting project which has achieved 66% completion against the target of 200 000
trees planted by the time of the World Cup;

New technologies for managing and recycling waste at source, using underground bins, will
be used for the first time in South Africa;

Soccer City will use rainwater, caught in massive containers, for irrigating the field. Grey
water will be recycled for use in the ablution facilities at the venue.

Awareness campaigns to introduce better waste recycling and environmental practices to the
general public will be needed;

Negotiations are underway with Durban Roodepoort Deep, owners of the mine dumps
alongside Soccer City, to mitigate the impact of the dust off the dumps during the World Cup;

The vegetation testing for the mine greening is complete and planting is to begin shortly; and

The mine greening project is scheduled for completion by June 2009.
A further major environmental project related to the World Cup is the Mayoral Legacy Project of
the greening and rehabilitation of the Klipspruit river in Soweto. This is covered in greater detail
under the Mayoral Legacy Projects below.
Cluster Three: Safety and Security
Strategic goal: The creation of a safe, secure and people-friendly environment for the
Confederations Cup 2009 and the World Cup 2010 through skilful management of all crowd
situations.
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In terms of Safety and Security specifically, the goal is long-term capacity and capability to
manage and establish safety and security across the city and to integrate all initiatives taken in
this regard with all City departments.
Safety and Security is another area that intersects all three of the Circles of Success. Providing a
safe and secure environment for all participating in the World Cup and Confederations Cup is an
absolute requirement of FIFA. Ensuring a sense of welcome, safety and warm embrace is critical
for a great fan experience and enhancing capacity and capability for safety and security provides
a positive long term legacy for the City and its citizens.
The Safety and Security Cluster includes three major project areas:

Health;

Emergency Management Services (EMS); and

Safety and Security itself.
Health
Environmental health is an important part of the requirements for compliance. This includes:

Accreditation of all accommodation establishments;

Training and accrediting of food vendors;

Vector control;

Integration with Waste Management, Joburg Water, etc; and

Clarity on the relationship with Emergency and Disaster Management.
In preparation for the two events, the City has budgeted for:

upgrading of clinics in critical areas;

purchase of new medical equipment;

environmental health equipment; and

computers.
In addition, there are plans to employ more staff for the health services that will have to be
provided, with the additional need of preparing for a possible influx of people from SADC
countries seeking free medical services.
A grant from the National Department of Health will allow for the purchase of equipment for
testing and for staff training.
Disaster Management
Any event of this scale embodies enormous risk in terms of the potential for disaster. In light of
his, Emergency Management Services has developed an Emergency Preparedness Strategy with
the necessary costings.
As part of this there are plans to establish a fully-equipped Disaster Management Centre that will
conform to all the legal requirements. However, the biggest challenge is the funding needed to
establish this Centre. Only seed funding has been allocated by the City thus far.
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In the interim the following will be completed:

The JRA Control Room will be used as the Joint Command back-up centre and will be fully
operational for the Confederations Cup. This Centre will house JRA, BRT, EMS, 2010 office,
JMPD and SAPS;

The establishment of the Command Centre (phase 1) will be achieved by 1 June 2009;

Refurbishment of the Martindale facility for the World Cup will be done by December 2009;

All key systems will be in place by April 2010;

Employment of key personnel is on schedule;

Risk identification for 2010 is in place;

Memo of Understanding with other local authorities is in place; and

The procurement of a Hazmat unit and disaster bus is underway.
Safety and Security
This element, so critical to the success of both Confederations Cup and World Cup 2010, is well
ahead in terms of planning and execution. A key element of this is the employment of an
additional 1 500 JMPD officers, which will be complete this year.

A Rights Protection Unit has been set up, in compliance with FIFA requirements, to police the
by-laws regarding ambush marketing and business practices that might damage FIFA Soccer
World Cup partners. Training Unit began in July 2008;

The first full-dress rehearsal of the Safety and Security Operational Plan was successfully
carried out at the 30 August 2008 South Africa vs Australia rugby test at Ellis Park;

Full implementation of the general safety and security operational plan took place during the
inauguration of the Orlando Stadium from 21 to 23 November 2008. The operation was a
considerable success, a big improvement on the August trial run. It also indicated an
excellent level of cooperation with the SAPS , CoJ departments and ME; and

A risk identification exercise has also been carried out and contingency plans are being
developed to cover these.
The funding allocated to Safety and Security will provide for:

developing an integrated IT platform that will ensure interaction between Safety and Security
and other key departments, e.g. Transport;

additional equipment to improve operational efficiencies, including vehicles, dogs, horses,
protective gear;

communication tools - electronic billboards, Z-cards, etc - to inform visitors of the necessary
safety and security protocols; and

the operation of the proposed four courts that will be set up for the duration of the World Cup
The operational plan for the Confederations Cup is now being developed and the lessons learned
from the inauguration of Orlando Stadium will be fed into the operations plan for the World Cup.
The operational plans for World Cup will be finalised and developed on the lessons learned from
the Confederations Cup by May 2010.
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Cluster Four: Marketing
Strategic goal: Informed, entertained and delighted fans enjoying a Joburg experience - from
arrival through accommodation and recreation to the matches - that has them looking for more
and promoting the City and the country across the world.
Marketing of the City is a critical success element, both in terms of the visiting fans and the
experience that they have of the city, the tour operators who are planning the travels of the
thousands of visitors, and the ongoing positioning of the City as a World Class African City on the
global stage.
Within the Marketing Cluster, the following project areas have been grouped:

Fan Parks and Public Viewing Areas;

Accommodation;

Tourism;

Marketing;

City Beautification;

FIFA Events;

Volunteers; and

Business Closure.
This cluster becomes ever more important as the event draws near. Hence, in this coming year,
a lot of resources, both time and monetary, will be dedicated to this cluster.
Fan parks
Fan Parks are almost as important for the fan experience as the stadia. They are the venues
where visitors and locals can gather in large numbers to view the matches in a safe ‘crowd’
atmosphere. Each World Cup these Fan Parks have grown in importance, and much is expected
of them by FIFA and by football fans in general.
The City is required to host two official FIFA fan parks.
The sites for them have been identified as Innes Free Park in Sandton and Elka Stadium in
Soweto. Planning is underway to ensure their readiness for the World Cup. These areas are free
public viewing spaces where fans can watch matches live on a big screen. The parks will be
properly secured and provide for safe viewing with fan facilities such as ablution facilities and
food and beverages laid on.
There are several challenges to be overcome in the 2009/210 year:

a fan management strategy must be completed;

a full risk analysis must also be completed;

an infrastructure plan, eg safety & security, needs to be put in place; and

a financial model has to be drawn up in collaboration with FIFA and the SALOC.
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Public viewing sites
Public Viewing Sites are not official FIFA Fan Parks, but are optional additional Fan Zones that
the city will provide.

Two sites have been identified as public viewing sites - Mary Fitzgerald Square in Newtown,
Johannesburg, and Walter Sisulu Square in Kliptown; and

These are additional to what is required in terms of the contractual agreement with FIFA so
the CoJ is not obliged to comply with any FIFA Fan Park requirements. As a result, these
sites will not have all the facilities that will be put into the fan parks but will still provide free
public viewing of World Cup matches. A key challenge to the success of these sites will be to
attract sufficient sponsorship of the right kind to enable the City to fully fund the Viewing sites.
Accommodation
Although the City is not contractually obligated to fund accommodation, it is working very closely
with MATCH, the FIFA organising company to assist them in partnering with local hotels, lodges,
guest houses and bed-and-breakfast establishments to secure a wide range of accommodation
for the FIFA family. To date, 135 hotels (6628 beds) and more than 250 non-hotels (981 beds)
have been signed up by MATCH.
In order to accredit accommodation, MATCH has been working with the Tourism Grading Council
of SA to identify and grade establishments that sign up. This will provide a more reliable quality
of accommodation than has happened before in the city.
Clearly, accommodation of the right kind and quantity will be a critical component of the fan
experience, so the City is delighted that in the build up to 2010, a large number of new
establishments have been or are being build, and a large number of B&B and other facilities are
being graded by the Tourism council. These 2010 driven initiatives will ensure an extremely
positive legacy for the City, which has been struggling with hotel be under-capacity for the past
while.

19 new hotels are being built in the City and surrounding areas with the intention of being
ready for the June 2010 influx of fans. Six of these hotels are in Sandton, one each at Four
Ways and Woodmead and the rest in the CBD and to the south;

Further accommodation is being planned at universities and student residences around the
city; and

An external company has been engaged to plan and develop a tent city within the CoJ
environs to avoid fans sleeping on the streets, in parks and in railway stations as happened in
Germany. This tent city will be fully self-funding through participation by the private sector.
Tourism
A tourism implementation plan is completed and in place.
Several projects are planned to leverage the benefits that the hundreds of thousands of visitors
will bring to the City during the World Cup - and, to a lesser extent, during the Confederations
Cup. Furthermore, the City has taken part in several road shows and exhibitions - Indaba Durban
2008, Explore South Africa – Sao Paulo, Brazil, to showcase its capacities for 2010:

Johannesburg Tourism Company (JTC)has also conducted media briefings and travel agent
seminars in Tanzania, Kenya, Nigeria, Uganda, London and at the Beijing Olympics.

Local tour operators have been engaged about packaging Joburg’s leisure destinations for
the Confederations Cup visitors
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
About 70% of targeted destination marketing internationally has been completed for the
Confederations Cup.

About 30% of targeted destination marketing has been completed for World Cup target
audiences.
Plans to optimise the tourism spin-off of the two events include:

Destination marketing: A Marketing Plan to raise awareness or the city and to align its brand
with the World Cup is in place. Both above the line and below the line activities are planned
to position the city in the international spotlight;

Tourism skills development: This is a project to train SMMEs in customer service and
efficient operation of accommodation, commercial and entertainment venues. Training
includes information on the international tourism industry, what makes a good experience for
tourists, what is expected from them as providers of hospitality and how to run a regular
business. This project will run through to the World Cup;

Tourism signage: This entails the erection of tourist-friendly signage on all major routes and
in tourism nodes as well as entry and exit points around the city. Current signage is very
inadequate and this project is vital to ensure a tourist-friendly city. It is in progress;

Tourist information services: The length of stay and tourist spend is dictated by compelling
attractions. This starts with making the right information about quality attractions readily
available and attractive to tourists of all cultures and languages;

Johannesburg Tourism Company: A new website is being developed and will be ready by
May 2009; and

City Ambassadors: JTC is assisting in the training and orientation of the selected volunteers
who will be ready for the Confederations Cup.
Marketing
The CoJ has approved a full Marketing Strategy, but only some elements of it have been
activated to date :

The first phase of a stakeholder engagement project, culminating in a Summit at the
Johannesburg Expo Centre during the 2008 Rand Show, began a concerted citizens’
engagement campaign;

Concurrently with this campaign is the Joburg United team project. This is aimed at engaging
CoJ employees and citizens in uniting to prepare for and deliver the “fan experience” through
a united and warm welcome to all visitors for the duration of their stay in the city;

The Countdown Clock has been erected next to the main entrance to the Civic Centre in
Braamfontein;

The CoJ website has been modified and extended and now carries the latest updates on
Joburg’s state of readiness as well as useful information on the World Cup. It has links to
other web pages linked to the World Cup;

The Host City Poster has been approved by FIFA and was jointly launched with the other
host cities and the Local organising Committee in January 2009; and

The CoJ shared a stand with City of Tshwane at the recent Soccerex at the Sandton
Convention Centre.
Several other events will take place in the run-up to the Confederation Cup - 500 Days (to World
Cup) celebration and the 2009 Joburg United Summit.
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
The next phase of the stakeholder engagement campaign will take place in the first quarter of
2009, again culminating in a summit during the Rand Show;

There are also plans to produce and circulate a monthly 2010 newsletter to 750 000 City
householders. The aim would be to not only keep ratepayers and residents informed of
preparations for the World Cup but also to raise the level of anticipation and excitement and
build the Joburg United concept;

A temporary information kiosk and visitors centre will be erected on the periphery of the
Soccer City construction site as a visitors centre; and

Additional marketing initiatives are in planning.
City beautification
The aim of this project area is to ensure the city is clean and safe for the FIFA family and all
visitors and to make the city attractive as possible through the big and small touches - street
furniture, trees, sculptures in public places, themed gardens and public places, as well as
promotional ‘dressing’ of the City.

The installation of street furniture on BRT routes and around match venues is also part of the
initiative to make Joburg a city that is cheerful and user-friendly;

World Cup 2010 and Confederation Cup 2009 posters have been erected on some major
transport routes; and

In addition, the rehabilitation of the Klipspruit River in Soweto, including landscaping and
planting of trees along the banks and open spaces in the area, has made a large part of
Soweto more attractive and user friendly.
This year, the plans include:

Planting a further 68 000 trees up to June 2010 - if private sector or additional funding can be
sourced. The focus will be on landscaping and treeing the precincts around Soccer City and
Ellis Park;

Branded welcome kiosk and branded foyer at O R Tambo Airport;

Wrapping of trees with decorative lighting;

Event flags along major routes and branding parks with these flags.

Branding informal trading stalls;

Education campaign to tidy up informal trading and ensure customer friendly approaches;

Decorating the inner city walkway - branding CoJ buildings, major streets, taxi ranks and
bus terminals and decorating Mandela Bridge; and

Branded 2010 information kiosks in shopping malls, parks, museums, entertainment zones
and other places of interest.
FIFA Events
In the build-up to 2009 and 2010, there are a number of official FIFA events that position the
World Cup and build the excitement and hype around the event. These hold major benefits for
the City:
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
They allow the CoJ to showcase the best of the city’s art and culture, including dance and
music;

The events provide the biggest global audiences any city in Africa has ever had, providing an
opportunity to project both Joburg and South Africa in a new way to this huge international
audience; and

They give the CoJ a platform to leverage the huge investment in the World Cup to position
Joburg in the international consciousness as a truly global city.
These events will also be used to put the African stamp on the World Cup, showing that the city is
part of a mighty continent that is rapidly coming into its own.
Volunteers
These will be the “ambassadors” that will meet, greet and provide information to visitors. A total
of 17,262 people in Joburg applied to become volunteers. Of these, 2,000 were short-listed to
be interviewed between 15 January and 15 February 2009.
All volunteers undergo security screening, and once appointed will undergo training in customer
service, communications skills, general knowledge, conflict resolution and emergency procedures
so as to be ready for the Confederations Cup. This training will take place in May 2009.
Business Closures
Business closure represents one of the trickiest parts of compliance with the FIFA requirements.
In terms of the Host City Agreement, which the CoJ and the other eight host cities signed with
FIFA, certain constraints have to be imposed on businesses:

those that are not FIFA partners but are within a 1km radius of the two match venues will
have to close on match days;

no marketing or advertising hoardings for any brands other than FIFA’s partners or affiliates
will be allowed within the 1km radius; and

no construction work will be allowed within proximity to the match venues and along key
routes.
In October 2008 the CoJ approved a new set of by-laws that will deal with these FIFA-required
provisions to prevent ambush marketing and control certain commercial activities on World Cup
match days. The JMPD Compliance Unit is in place and is undergoing training to implement the
business closure by-laws. One of the more controversial aspects is the possibility of having to
use the by-laws to stop certain commercial activities at specific times during June 2010. These
would include construction, informal trading, advertising and entertainment in certain areas on
World Cup match days. The CoJ Department of Economic Development has done a scoping
exercise to determine the true cost of business closures.
Cluster Five: Mayoral Legacy Projects
Strategic goal: Excellent facilities that enhance the lives of ordinary Sowetans and open up new
possibilities for achievement in sport, art and culture for many more people by leveraging off the
impetus created by investment in the 2010 World Cup.
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When the 2010 Bid was first awarded, and the City of Johannesburg became an official host city,
the Executive Mayor, Councillor Amos Masondo, set in process a commitment to utilise the
energy and impetus created by the 2010 World Cup to fast-track a number of important long outstanding projects in the City, particularly in Soweto.
Money was allocated to many of these projects, and private sector funding was sourced for
others.
Greening soccer fields
Many soccer fields in Soweto have pitches that are barely adequate for play, so a decision was
made that an appropriate 2010 Legacy project would be green these fields, contributing not only
to an improvement of the lives of the residents, but also to the future skills development of young
footballers. Furthermore, 101 fields in Soweto were identified for possible greening and 52 were
found to be suitable. Between 2006 and 2008, 18 fields were completed. In the 2008/09 year, 10
more fields will be developed - grassed, irrigation systems installed, landscaped and fenced. In
the coming 2009/10 financial year, a further 11 fields will be completed.
To date, 60% of the project has been completed.
Indoor Sports Hall
This facility will be located on the rugby fields in Orlando East and link to the Orlando Stadium
and the Orlando multi-purpose courts.
Designs have been completed for this Centre which will also house an Olympic-standard
swimming pool.
Soweto Theatre
The development of the Soweto Theatre was put out to tender and a successful bidder appointed
in December.
This bidder has undertaken to finance the construction of the Theatre, but there is a shortfall in
the funding required.
Diepkloof Hostel Upgrade
This important project involves the upgrade of an old hostel complex into family accommodation.
The redevelopment work is being carried out by the CoJ but the project falls directly under the
Gauteng Provincial Government. The project is about 70% complete.
The first 84 units were completed in the first half of 2008 and 1000 more were scheduled for
completion by December 2008. In all 1424 units will be delivered and
2 778 residents have been registered as beneficiaries.
A major problem is the electrification of the development. Eskom has informed the CoJ that no
supply can be provided for about nine months. City Power is negotiating with Eskom to secure
provision of interim electrical supply
Street Furniture
The impact of this project is already being felt across the city. Some of the initiatives already
tackled include:
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
Benches, lighting and multi-purpose bins in Hillbrow, Berea and Yeoville;

Mosaics on the Nugget Street waterfall and paving art in Hillbrow, Yeoville and Berea;

Public art in the five parks in Hillbrow, Yeoville and Berea;

New lighting in the Transport Square in Doornfontein;

Mosaic artwork at the Bara Taxi Rank; and

Paving and street lighting in Nasrec.
Klipspruit River Rehabilitation
Running through the heart of Soweto, the Klipspruit provides not only a recreational and sporting
environment for the residents, its clean up will contribute greatly to the overall environmental
rehabilitation of the City’s water sources and courses.
Much of the rehabilitation work on the southern portions of the Klipspruit River has been
completed and has already turned what was a polluted stream into an attractive recreational
venue.

Four technical and environmental reports have been drawn up to guide the complete
rehabilitation of this river system. The whole project is due for completion in 2016;

When completed, the river will provide a series of eco-parks, trails and picnic sites equipped
with ablution facilities, irrigation systems, water features, play equipment, bird hides and
board walks;

This project is already providing a visible positive legacy through the vastly improved
environment on this eastern side of Soweto;

The Orlando-Dube node and the Mofolo South node are due for completion in June 2009;
and

The stabilisation of the wetlands is also scheduled for completion is June 2009.
Cluster Six: Parallel Events
Strategic goal: Events that will enrich the World Cup experience for fans, local and international,
by showcasing other dimensions of South Africa.
Africa Under One Roof
This African Legacy Programme seeks to ensure Africa’s full participation in the event by using it
as a platform to promote Africa’s image globally.
The core project will be Africa Under One Roof, an exhibition to showcase the art and craft of
Africa during the World Cup. The aim is to draw artists from all over Africa to exhibit their work
and to provide local and international art lovers and art dealers the opportunity to experience the
talent of Africa. It will also position Joburg as an art capital.
The exhibition will be at Museum Africa in Newtown, or a similar venue, and start two weeks prior
to the World Cup and end two weeks after the final.
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Boys in the Photograph
This is an Andrew Lloyd Webber musical with a soccer theme that will be staged at the Civic
Theatre during the World Cup. A fully South African cast and creative team will stage this show.
The musical will be produced by the Johannesburg Civic Theatre in association with Real Theatre
and will open on 30 May 2010 and run to 8 August 2010.
Football for Hope
This is an official part of the 2010 FIFA World Cup and is built on the theme of “Development
Through Football”. It will take place in Alexandra at No: 3 Square which has a multi-purpose
sports complex, club house, soccer field and a range of other playing areas. The operational part
of the event will be funded by FIFA’s corporate social division, the Street Football Movement.
The CoJ will provide funding for the infrastructure services – water, emergency services, safety
and security, etc.
Discussions are underway with FIFA regarding certain of CoJ’s requirements and the roles and
responsibilities of each party. The festival organising team started operating from CoJ office in
Wynberg in February. This team will grow to 25 in the lead up to 2010.
Approximately 360 volunteers will be deployed for the event. The festival will kick off with a prefestival from 25 June to 2 July 2009 with the main tournament being staged from 3 to 10 July.
Soccer Legends
The soccer greats of South Africa’s past will have a starring role in the major events leading up to
and including the World Cup. Meetings have been held between CoJ and the Soccer legends
Association to agree on the details of an agreement between them whereby the Soccer Legends
will be paid an appearance fee and be provided with suitable outfits. 20 soccer legends will take
part in a series of events that began with the inauguration of Orlando Stadium in November 2008.
Stakeholder Mobilisation
This programme began in February 2008 with a series of workshops in each of the City’s regions
to engage with the public and inform them of the initiatives underway to stage the World Cup.
The key focus was to create a sense of anticipation and excitement over what was to come, to
share the sheer scope of the undertaking and to unite citizens around the theme “Joburg United”.
This is a rolling campaign in three phases. The first phase culminated in a summit and the launch
of Joburg United during the Rand Show in April 2008. In 2009, the second phase will also
culminate with a summit during the Rand Show (April 2009). The finale event will be in April
2010, on the threshold of the World Cup.
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Cluster Seven: Operational Budgets
Strategic goal: The efficient, cost effective and successful financing of the staging of the 2009
Confederations Cup and the 2010 World Cup.
With the Confederations Cup only months away, the City has begun to shift focus from
preparation to delivery. As a consequence, an extensive process of setting in place all the
operational planning and implementation plans is underway. Funding for this has been sought
from National Treasury. Both the Confederations Cup and World Cup require a massive
mobilisation of resources, as well as great coordination of city resources as well as interface with
multiple stakeholders.
CONCLUSION
The City of Joburg has invested considerable energy and resources into planning and
implementing both the Confederations Cup and the World Cup. The evidence of the success of
these endeavours to date is the achievements that are visible to all:

The stadiums and their changing precincts

The dramatic improvements to public transport that is showing in the road upgrades and
plans

The emerging IT complex at Nasrec that will revolutionise connectivity for citizens once it has
served the World Cup

The private sector involvement that is estimated at bringing R6,1 billion into the city

The changing face of safety and security through the increased capacity and planning
expertise

The further greening of a city that is already a world leader in suburban treeing

The upgraded infrastructure tat will provide a platform for further development

The legacy projects that will change Soweto and link it strongly to “a world-class African city”
As the Confederations Cup 2009 draws near, the City is confident in its ability to deliver on its
vision, that of hosting “The Best World Cup Ever’ in the City of Johannesburg.
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CHAPTER 11: AREA BASED INITIATIVES AND
PROJECTS
INTRODUCTION
This Chapter provides an overview of the City’s key projects at an area-based level as well as
community issues and department’s and Municipal Entities responses. These projects are
informed by the 5-year Mayoral Priorities, City’s Growth and Development Strategy (GDS), 5 year
IDP and the delivery agendas for 2009/10. This chapter also include key achievements date so
as to provide a solid foundation for 2009/10 plans. Key urban management issues and
interventions for each of the city’s regions are also reflected as well as the Gauteng Provincial
Government Capex for 2009/10, to be implemented in the City of Johannesburg.
The City of Johannesburg is divided into 7 regions and 19 regional focus areas.
Region
Regional Focus Areas
Region A
Diepsloot
Midrand
Ivory Park
Region B
Randburg
Auckland Park & surrounding suburbs
Southwestern townships (Coronationville etc)
Region C
Roodepoort CBD
Cosmo City
Greater Princes
Region D
Soweto
Region E
Alexandra
Cyrildene
Orange Grove
Region F
Inner City Charter Plan
Inner City and Southern suburbs
Region G
Eldorado Park
Orange Farm
Poortjie
Lenasia
The City of Johannesburg has a legal and constitutional mandate to public participation and it is
for this reason that, it is deeply committed to ensuring that its planning and budget allocation
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process are relevant and appropriate. Community and stakeholder consultation and participation
have been the cornerstone of the CoJ’s good governance.
In the period 2008/9 the CoJ introduced Community Based Planning (CBP). The Community
Based Planning is a social contract between community, ward committee and the municipality.
And the principles of the social contract is to facilitate community planning that will contribute to
the IDP, enable the ward councillors, ward committee and community to take ownership of
development in their ward and to realise the notion of developmental government. It is for these
reasons that the CoJ balances two key concerns, firstly the need to view the City as a whole, and
plan accordingly. And secondly, to respond to the specific needs as identified at ward level.
ASSESSMENT OF WARD ISSUES
In preparing for the implementation of CBP phase 2, the Central Strategy Unit undertook a detail
analysis of sector responses in relation to the community issues. This section reviews the issues
and responses. It attempts to:
 Draw attention to the most frequently raised issues;
 Outline responses made;
 Categorise the responses according to the nature of the action committed to. We use the
following groupings:
 service delivery issues
 interventions already planned/delivered
 interventions specially planned
 interventions completed, requiring council approval
 interventions requiring investigation
 provincial interventions
 These responses are also grouped according to their resource implications, i.e. whether they
have Capex or Opex or no budgetary implications.
SECTOR-SPECIFIC COMMENTS ON ISSUES
Governance
The governance sector provided responses on issues to be escalated to province and one direct
issue related to enhancing community participation in ward 39. In both cases the responses were
adequate with the proviso that matters escalated to Province be monitored and reported on. The
issue of community participation required a simple programme of activities that the ward could
use to implement locally rather than a high-level policy response. This suggests the Office of the
Speaker consider pragmatic tools to support local community participation.
Finance
Under the auspices of Finance and Customer Revenue and Management’s (CRM) attention was
directed to the need for the establishment of a central point of contact between citizens and
government. Although the city has a strategy of people's centres and the CRM infrastructure, this
request reflects a challenge with that experience on the ground at least in Region D.
Housing
On balance a large part of the housing issues are addressed through projects or processes that
are currently underway. Most notably communities raised concerns over the delays in the
eradication of specific informal settlements and more generally on the scarcity of land for housing.
The fact that a large part of the issues reflected delivery planned or in progress suggests that the
important work that the Housing directorate is doing is not being adequately communicated to
affected communities.
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The balance of the issues require interface with the provincial government and the Housing
directorate must ensure they track these escalations and continue to communicate results to
affected residents.
Infrastructure and Services
By far the substantial demand for working public lighting as a strategy perceived to curb crime is
the most cited issue for Infrastructure and Service Delivery (ISD). However this is followed by a
very vocal demand for stormwater drainage in newly developed or previously informal areas
(Soweto, Orange Farm, Ivory Park, Alexander) and increase in the capacity of the sewer system
in growing areas (Diepsloot and the Deep South). It must be said at this point that although street
lighting received more mentions, the lack of functional stormwater and sewerage has much more
serious consequences for livelihoods than streetlights - largely a matter of convenience bar the
lose relationship with safety.
Mostly the streetlights are being catered for in Opex strategies and where required massive
Capex projects are currently underway. The sheer volume of streetlight- maintenance requests
however suggest a possible systemic problem in this regard.
The Sewer upgrading requests are generally met by a response to investigate unless the matter
is being attended to as part of the maintenance programme. This suggests that ISD need to
undertake and articulate the results of ongoing infrastructure planning and management to
mitigate the perceived lack of interest in maintaining a functional water-borne sanitation system.
Health
The overwhelming majority of issues raised in relation to health, although reflected as Capital
requests, relate in large part to access and levels of service. In terms of the former, most
communities have access to a clinic in a 5km radius, however actually travelling to the clinic or
receiving adequate service once there was sharply raised as a deficit. In most cases the Health
Directorate have either committed to minor upgrading within their limited budget or articulated
functions and powers where it applies?
There is an ongoing issue around providing maternity services, Mental Health services, TB
management services, X-Ray services and extended hours that in the long-term the Health
department together with provincial government will need to address. This process will require
substantial community interaction and appears to be more urgent on the ground than perceived to
be treated by the authorities.
Public Safety
The Public Safety issues relate almost evenly to traffic management, urban
management/enforcement of by-laws and community policing structures. Although it is evident
that JMPD and EMS have applied their minds to city-wide interventions to address these three
key issues respectively. However the length of time these interventions take to entrench at ward
level is what is going to hamper the perceived success of the city-wide projects.
For example the new JMPD deployment strategy for traffic management needs to have some
public reference so that community members know what to expect and make sufficient plans for
the interim lag; and support structures for community police forums (CPF's) need to be
adequately communicated and effectively monitored so that detailed feedback on each CPF can
be produced for communities when they demand it.
With respect to effective urban management (by-law enforcement), the role played by DPUM and
regional offices is not sufficiently explored in the responses. This requires attention.
Environment
There are three critical issues raised in the Environment Sector: Establishment of public open
spaces, maintenance of public open spaces and management of wetlands, conservancies and
fragile micro-environments. Two less frequent issues were raised – the development of
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foodgardens and recycling centres – but the importance of these, in terms of the strategic
environmental issues for the city, warrant their mention here. In terms of their responses the
Environment department seems not to have addressed these in terms of their strategic
importance. There are a variety of collaborative solutions that may address food gardens and
recycling centres, and in their investigations, the department should consider a partnership model
that manages the possible Capex and Opex these potentially have. Furthermore, the Department
must involve community stakeholders in their planned investigations. This is not evident from the
response.
Public open space establishment and management has for the most part been escalated by the
department to future planning and budgeting cycles. In terms of new public open spaces, scarcity
of land and future OPEX planning will play a role in determining the levels of service in each
ward. However it is interesting to note the extensive demand for public open spaces possibly
suggesting that developmental needs are being conceived of more holistically and communities
are beginning to claim collective spaces.
In terms of current maintenance requirements, there appears to be a capacity challenge related
to the maintenance of the public open spaces – across the city there are extensive demands to
trim grass and keep the POS clean. It is clear from the City Parks perspective that current budget
limitations negatively affect their capacity to maintain POS at scale across the city. On the other
hand it is also possible that CJP can innovatively address at least the cleanliness elements
through community volunteering and support. This requires attention.
The Wetlands management focus is addressed by the Wetlands Audit and Management
Priorities. This has already been concluded and the results can now be communicated to
interested parties across the city.
Transportation
Transportation received substantial issues in two critical areas: access to public transport
services outside of the concentric model; and maintenance of roads, most notably the installation
of stormwater drainage.
In terms of access to public transport, the Rea Vaya BRT is expected to address most concerns
in this respect but its roll-out may not necessarily correlate with community expectations. It is
therefore imperative that on a ward-by-ward basis the transport sector avail local information to
the public that indicates Rea Vaya BRT progress and facilities for that community/ward.
In terms of road maintenance there appears that a dire situation in the city is emerging. There are
substantial volumes of maintenance required that is going to be placed on the 09/10 budget; and
the stormwater planning process also involves substantial requests. There is a concern that the
city's affordability needs to be matched with community expectations, an aspect of
communication clearly not addressed (as evident in the community issues). Secondly, the
transport sector needs to consider the impact an education programme on levels of service may
have in moderating expectations of full stormwater drainage. There is no mention of local and
household strategies to manage localised/household flooding which may further assist the interim
lag in delivery of stormwater drainage.
With regard to stormwater drainage the matter is more complex. Stormwater drainage requires
the installation of a certain level of service with respect to roads. The high costs of road upgrading
across the City limits the CoJ's capacity to keep up with the demand. Furthermore, it is unclear
whether the Transportation sector has considered the impact of recent climactic changes in their
longer term planning and determinations on levels of service.
Spatial Form and Urban Management
A large proportion of the sector's issues related to Development Planning and Urban
Management (DPUM) which evidently faces substantial challenges, most notably regional level
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coordination between line departments and JMPD, as well as sustainable strategies to curb urban
decay as a process (rather than an event). In some cases rapidly changing demographics
complicate these efforts. However, as a lead department, DPUM needs to address the scale
required to have a meaningful effect. It is evident that there are activities to address urban decay,
by-law enforcement etc. but the ongoing insistence by communities suggests the results are
uneven and/or short-lived.
Land availability is the second critical issue raised in this sector. Notably the urban edge process,
while highly technical is devoid of community involvement which may go a long way in assisting
communities moderate their demands in this respect. The Regional Spatila Development
Framework (RSDF's) also appears to have limited community knowledge or buy-in and
community participation in this respect should be a key focus area in the next planning round.
Community Development
Not surprisingly, community development received the most demands for community facilities.
There tends to be a belief within communities that capital investment infrastructure must
necessarily lead community-based recreational activities. Community Development's response
has tended to be a passive insistence on the lack of budget available rather than looking at the
matter systemically and finding creative ways to address the needs for recreational programmes
at local level.
Communities also requested the upgrading of existing community facilities to make them more
user-friendly in general and multi-purpose that would increase utilisation. While there is an
acceptance that where no facilities exist or are reasonably accessible, such should be facilitated;
where facilities do exist, they require a reconceptualisation to address more contemporary needs.
In this respect Community Development needs to find creative solutions, notably community and
other stakeholder partnerships (other spheres of government, local businesses, FBO's and NPO's
etc), to address the need without massive capital investment in the City. This is one case where a
city-wide strategy to update community facilities would be appropriate.
Economic Development
A large proportion of the issues for economic development are related to the need for skills
development. Although most of the requests identified skills as the lever to address joblessness,
this must be refined to be understood not only as the need for skills but also the need for
economic opportunities in, mostly, the second economy. Although economic development have
responded to this need with a macro, city-wide strategy for a Skills Hub they do need to consider
localised interventions possibly emanating from the regional offices; or alternatively locally
created access to the city-wide intervention. The challenge with broader scale projects is that it
limits access to those who can operate outside the local. Secondly, in terms of the scale, the
“trickle-down” impact of the skills hub may take longer than the current planning term, presenting
substantial credibility and relevance challenges. The latter comment also applies to the Soweto
Empowerment Zone.
This brings us to the next type of response. There was fair amount of issues relating to supplyside support interventions such as economic concentration/agglomeration, industrial support and
the creation of economic linkages vertically and horizontally at the local level. Where these
intersect with other sectors such as ISD, Community Development, other spheres of government,
economic Development tends to refer the lead on the issues rather than lead from the front.
Given the strategic nature of economic development, it is expected that the department would
lead supply-side support and draw in service departments as and when necessary on the
infrastructure side.
Where urban management/informal trading issues arise, the Department needs to be more
proactive in communicating and engaging communities and interested parties on the provisions of
the Demarcation Policy, as well as proactively engaging JMPD to address breaches.
311
312
Provincial interventions
Interventions requiring investigation
Interventions completed, req uiring council approval
Interventions specially planned 2009-2011
45%
Interventions already planned/delivered 2006-2009
Service delivery issues
The graph below indicates the percentage of responses by type of response.
CoJ CBP: Types of responses to ward issues
40%
35%
30%
25%
20%
15%
10%
5%
0%
COMMUNITY BASED PLANNING (CBP) PHASE 2 ROLL-OUT
Following from the aforementioned process was the approved of the Community Based Planning
(CBP) phase 2 roll out by Mayoral Committee in order to ensure that defined community needs
are considered by departments and ME’s into their budget and business plans for 2009/10
financial year. The CBP phase 2 approach consists of three distinct phases:
Phase one: Ward Public meetings and Regional Summits
Between October 2008 and January 2009 ward councillors convened ward public meetings to
report on projects, to discuss budgets that have been prioritised for their respective wards, to
confirm 3 priorities contained in ward plans and to sign off ward plans together with communities
so as to form part of the revised final budgets prior the Budget Lekgotla held in February 2008.
These meetings were also used as an opportunity to report back on the implementation of
2008/09 projects. The majority of the 109 elected ward councillors held meetings.
Furthermore, a series of regional meetings are being held with various stakeholders, namely
Youth Council, NGOs, faith-based organisations, labour and people with disability to create public
awareness of the City’s mid-term achievements, to inculcate the culture of participatory planning
and also to mobilise communities in order to participate meaningfully in the city’s outreach and
consultation processes (i.e. stakeholder summit).
Phase two: Stakeholder Summit and Outreach process
In preparing for the Stakeholder summits, departments tabled their draft delivery agendas at
Section 79 Portfolio Committees for comment. The Delivery Agendas provided an outline of the
actual deliverables for 2009/10. Furthermore, at the Stakeholder Summit sectors are expected to
provide progress on the ward issues submitted during community based planning.
The IDP will be tabled at Council on 26 March 2009 for commenting purposes. Subsequent to the
tabling of the IDP, the City will host the Stakeholder Summit wherein the Executive Mayor will
present a high level overview of the City’s mid- term performance; overview of the 2009/10 IDP,
Budget and tariffs and a summary of the all Capex projects planned for each ward and the City’s
big ideas for the medium term. Also, at the Stakeholder Summit, sectors will present their midterm achievements and their delivery agendas for 2009/10 financial year in order to allow
communities and stakeholders to make inputs prior the Budget Day in May 2009.
Phase three: Intergovernmental engagement and commenting process
This phase will include the City’s participation in various sectoral engagement sessions led by the
Gauteng Department of Local Government with provincial and national counterparts.
Furthermore, the tabled IDP will also be forwarded to the MEC for Local Government in
preparation for the Provincial IDP Analysis wherein provincial and national departments and
parastatals provide comments in relation to the issues of alignment and harmonization prior final
approval of both the IDP and Budget.
Culminating from these processes, the City intends to provide feedback to stakeholders and
communities on the final decisions of Council, including the approved 2009/10 IDP and Budget
and the City’s Service Delivery and Budget Implementation Plan. These will be undertaken in July
2009.
CITY-WIDE 2009/10 PROJECTS
The following table lists the proposed CoJ’s projects to be implemented in all the regions
(citywide) by department or municipal entities. It also outlines the proposed budget of the CoJ
funding, and total amount including external funding.
313
Citywide CAPEX Projects-2009/10
Project Description
Land Regularisation - City Wide - Diepsloot,
Ivory Park and Alex)
GK: Scada upgrade
Unplanned bulk water & sewer connections
to new townships
BIU.Fordsburg-Orlando
Disaster Management Centre
Builders Rubble Crushing Plant
Other Garden Sites
Upgrades of clinic across the City
SME/ Community Bank
Equipping of Libraries
Lib accesseble to PWD
Major Sport Facilities:upgrade
Renovations of Swimming Pools
Sport Facilities - fencing, irragation,
upgrading
BIR Switchgear all areas
BIR.Repair transformers
LM.DSM in all areas
Planning and engineering studies
Provision: for Emergency Work
REG F: Replace and Install valves &
hydrants identified by Ops
Replacement of covers: Manholes, metters
and fittings
WWTW: Scada and PLC Replacements
Public Lighting. Informal settlements
REG D: Planned replacement of water
mains
REG D: Planned Replacement: Sewers
REG D: Replace mains identified by Ops
REG F: Replace and Install valves &
hydrants identified by Ops
Replacement of covers: Manholes, meters
and fittings
Acquisition of strategic open spaces and
priorities conservation areas aligned to
JMOSS
Purchase and establishment of additional
ambient air quality monitoring stations
Strategic land purchases, Site Development
and Preparation
Public Transport Lay-bys
Transportation Safety
Bus Rapid Transit / Rea Vaya
Intelligent Transport System (2010)
Emergency Stormwater Improvements
Environmental compliance and structural
upgrades
Mobility: New Traffic Signals
Stormwater Master planning
IT Infrastructure and other
IT Infrastructure and other
Project Phakama
314
Ward
City wide
Department/ME
Johannesburg Property Company
2009/10 Budget
R 14,000,000
City wide
City wide
Johannesburg Water
Johannesburg Water
R 20,000
R 1,200,000
City wide
City Wide
City wide
City wide
City wide
City wide
R 5,500,000
R 5,000,000
R 10,000,000
R 3,000,000
R 3,000,000
R 80,000,000
City wide
City wide
City wide
City wide
City-wide
City Power
Emergency Management Services
Pikitup
Pikitup
Health division
Department of Economic
Development
Community Development
Community Development
Community Development
Community Development
Community Development
City-wide
City-wide
City-wide
City-wide
City-wide
City-wide
City Power
City Power
City Power
Johannesburg Water
Johannesburg Water
Johannesburg Water
R 1,666,667
R 5,000,000
R 100,000,000
R 12,300,000
R 1,250,000
R 2,500,000
City-wide
Johannesburg Water
R 500,000
City-wide
City-wide
City-wide
Johannesburg Water
City Power
Johannesburg Water
R 13,670,000
R 20,000,000
R 12,500,000
City-wide
City-wide
City-wide
Johannesburg Water
Johannesburg Water
Johannesburg Water
R 3,500,000
R 4,000,000
R 2,500,000
City-wide
Johannesburg Water
R 500,000
City-wide
Environmental Planning and
Management
R 333,333
City-wide
R 250,000
City-wide
Environmental Planning and
Management
Johannesburg Property Company
City-wide
City-wide
City-wide
City-wide
City-wide
City-wide
Transportation Planning
Transportation Planning
Transportation Planning
Transportation Planning
Johannesburg Roads Agency
Johannesburg Roads Agency
R0
R 1,428,571
R 69,773,333
R 66,400,000
R 1,000,000
R 285,714
City-wide
City-wide
City-wide
City-wide
City-wide
Johannesburg Roads Agency
Johannesburg Roads Agency
Office of the Executive Mayor
Office of the Executive Mayor
Revenue Management Unit
R 1,942,857
R 333,333
R 8,264,000
R 8,264,000
R 66,763,000
R 500,000
R 200,000
R 285,714
R 2,000,000
R 14,286
R 16,500,000
GAUTENG PROVINCIAL GOVERNMENT CAPEX PROJECTS FOR 2009/10
The City use the provincial led IDP engagement processes not only to engage provincial
counterparts on its key 2009/10 IDP strategic interventions but also to identify areas of joint
implementation, as well as collective accountability. In March 2009, the Gauteng Department of
Local Government forwarded a set of 2009/10 Capex projects approved by the Gauteng MEC for
Finance, which will be implemented in the City. These projects cover key provincial functions,
such as housing, health, transportation, social development and education and they are
categorized in terms of new infrastructure, repairs and maintenance, rehabilitations and
Refurbishments and upgrading of the infrastructure. This Capex projects has aided the both the
City and province not only to plan in integrated manner but al to articulate a shared vision of
development and work is continuing in order to improve our prioritization process of projects
The tables below lists the Gauteng Provincial Government Projects (GPG) by sector approved by
the MEC: Finance the 2009/10 financial year to implement in the City of Johannesburg.
GAUTENG DEPARTMENT OF HEALTH CAPEX PROJECTS FOR 2009/10
The table list Health departments’ new infrastructure projects for the medium term.
Project Name
Ann Latsky Nursing
College
Braamfischerville
clinic
Chris Hani
Baragwanath
Hospital
Chris Hani
Baragwanath
Hospital
Chris Hani
Baragwanath
Hospital PPP project
Cosmo City Clinic
Diepsloot Clinic
Eldorado CHC
Hillbrow regional
Pharmacy
Management of the
Grant
Protea hospital
Vlakfontein Clinic
Zola Hospital
315
Project Description
Project
Status
Project Duration
Start
Finish
New Student Facility
Tender
Nov 08
New Clinic
Feasibility
New AE&T, OPD,
Rad, Pharmacy,
Relocation
Equipment for the
Revitalisation
Project
PPP project - new
L1 and L3 hospital
Forward estimates
Jun 12
Budget
2009/10
12,953
MTEF
2010/11
16,191
MTEF
2011/12
8,065
Nov 08
Dec 10
7,000
3,400
4,000
Construction
Feb 05
Dec 08
41,127
0
0
Feasibility
Jan 09
May 09
20,000
0
0
Identified
Jun 10
Mar 14
0
167,000
434,000
New clinic
New clinic
New CHC
New Pharmacy
Identified
Identified
Identified
Tender
Jul 11
Sep 10
Sep 10
Jun 08
Mar 13
Feb 13
Dec 11
Jun 11
0
0
0
14,000
6,296
2,015
2,500
25,000
15,424
14,100
14,176
10,000
Management of OD,
M&E, and QA Grant
New District
Hospital
New Clinic
New 300 bed
District Hospital in
Jabulani
Identified
Apr 08
Mar 09
6,200
7,200
7,500
Feasibility
Jun 10
Sep 13
7,000
70,000
98,000
Identified
Construction
Sep 10
Jan 04
Dec 12
Jun 12
0
165,378
6,500
200,000
14,363
200,000
This table list Health departments’ rehabilitations and refurbishment projects for the medium
term.
Project Name
Charlotte Maxeke
Academic Hospital
Charlotte Maxeke
Academic Hospital
Dr. Yusuff Dadoo
Helen Joseph
Helen Joseph
Helen Joseph
Helen Joseph
Helen Joseph
Hospital
Rahima Moosa
Mother and Child
Hospital
Transversal
Transversal
Various Hospitals
Charlotte Maxeke
Academic Hospital
Project Description
Project
Status
Project Duration
Start
Finish
New goods hoist and
Passenger lift
Replacement of
Vacuum Pumps
Replace chimney
stacks and grit
Replace chimney
stacks and grit
Replace generator set
500 kva
Replace pipes and
sewers
Upgrade HT
switchgear
Upgrade of AE&T
Final account
Jun 05
Final account
Forward estimates
MTEF
2010/11
150
MTEF 2011/12
Sep 08
Budget
2009/10
151
Apr 04
Apr 09
52
0
0
Tender
Apr 08
Mar 09
300
0
0
Tender
Apr 08
Mar 09
300
0
0
Tender
Apr 08
Mar 09
1,000
0
0
Tender
Apr 08
Mar 09
450
0
0
Tender
Apr 08
Mar 09
50
0
0
Feasibility
Jun 05
Sep 08
3,500
0
0
Replace chimney
stacks and grit
Tender
Apr 04
Apr 09
300
0
0
Maintenance Radios
Maintenance Paging
Upgrading and
replacement of Lifts
New goods hoist and
Passenger lift
Construction
Construction
Tender
Apr 08
Apr 08
Apr 08
Mar 09
Mar 09
Mar 09
1,600
4,500
10,000
1,600
4,500
30,000
1,696
4,770
31,410
Final account
Jun 05
Sep 08
151
150
159
159
The table list Health departments’ Upgrading and Additions projects for the medium term
Project Name
Lilian Ngoyi rehab
area
316
Project Description
Extension of CHC
Project Status
Feasibility
Project Duration
Forward estimates
Start
Finish
Budget
2009/10
Sep 08
Mar 09
3,000
MTEF
2010/1
1
0
MTEF 2011/12
0
The table list Health departments’ Maintenance and Repairs projects for the medium term.
Project Duration
Project Name
Ann Latsky
Nursing College
Project Description
Project Status
Start
Finish
Forward estimates
Budget
2009/10
MTEF
2010/1
1
MTEF
2011/12
Repair and Maintenance
Construction
Apr-08
Mar-09
1,437
762
831
Repair and Maintenance
Construction
Apr-08
Mar-09
975
738
2,604
ESPM - Critical
Projects
Repair and Maintenance
Construction
Apr-08
Mar-09
12,000
16,051
7,897
Clinics (Soweto
Area)
Repair and Maintenance
Construction
Apr-08
Mar-09
5,127
2,930
7,225
Clinics (Western
Area)
Repair and Maintenance
Construction
Apr-08
Mar-09
1,478
643
684
Repair and Maintenance
Construction
Apr-08
Mar-09
1,629
1,673
1,809
Repair and Maintenance
Construction
Apr-08
Mar-09
1,796
3,050
3,277
Repair and Maintenance
Construction
Apr-08
Mar-09
15,383
16,910
16,852
Chris Hani Bara
Hospital
Maintenance
Revitalization
Construction
Apr-08
Mar-09
15,003
41,289
29,358
Chris Hani
Laundry
Repair and Maintenance
Construction
Apr-08
Mar-09
8,761
1,246
1,394
Chris Hani
Maternity Hosp
Repair and Maintenance
Construction
Apr-08
Mar-09
8,431
3,562
3,858
Diepkloof CHC
Repair and Maintenance
Construction
Apr-08
Mar-09
1,189
484
1,462
Diepkloof
Forensic
Repair and Maintenance
Construction
Apr-08
Mar-09
688
289
346
Discoverers
CHC
Repair and Maintenance
Construction
Apr-08
Mar-09
3,473
5,328
1,167
Edenvale
Hospital
Repair and Maintenance
Construction
Apr-08
Mar-09
5,228
3,193
4,218
Helen Joseph
Hospital
Repair and Maintenance
Construction
Apr-08
Mar-09
12,035
19,505
25,924
Hillbrow CHC
Repair and Maintenance
Construction
Apr-08
Mar-09
4,465
11,897
13,381
Repair and Maintenance
Construction
Apr-08
Mar-09
500
25
27
Repair and Maintenance
Construction
Apr-08
Mar-09
4,334
2,403
2,593
C H Nursing
College
Charles Hurwits
TB Clinic
Chiawelo CHC
Chris Hani Bara
Hospital
Mortuary
Johannesburg
Mortuary
JHB Provincial
Laundry
317
Project Duration
Project Name
Project Description
Project Status
Start
Finish
Forward estimates
Budget
2009/10
MTEF
2010/1
1
MTEF
2011/12
Lenasia CHC
Repair and Maintenance
Construction
Apr-08
Mar-09
2,118
1,882
2,050
Lenasia Clinic
Repair and Maintenance
Construction
Apr-08
Mar-09
3,360
1,169
1,257
Lilian Ngoyi
Repair and Maintenance
Construction
Apr-08
Mar-09
2,287
1,946
2,091
Meadowlands
CHC
Repair and Maintenance
Construction
Apr-08
Mar-09
1,096
545
595
Mofolo CHC
Repair and Maintenance
Construction
Apr-08
Mar-09
1,714
1,113
1,545
Pharmacies
(Soweto)
Repair and Maintenance
Construction
Apr-08
Mar-09
213
733
787
Repair and Maintenance
Construction
Apr-08
Mar-09
300
695
744
Repair and Maintenance
Construction
Apr-08
Mar-09
7,502
7,106
7,624
Charlotte
Maxeke Hospital
Repair and Maintenance
Construction
Apr-08
Mar-09
21,369
17,144
20,208
Sizwe Hospital
Repair and Maintenance
Construction
Apr-08
Mar-09
3,457
3,288
3,839
South Rand
Hospital
Repair and Maintenance
Construction
Apr-08
Mar-09
3,597
10,543
11,659
Repair and Maintenance
Construction
Apr-08
Mar-09
1,766
1,213
1,316
Stretford CHC
Repair and Maintenance
Construction
Apr-08
Mar-09
1,036
168
1,052
Tara Hospital
Repair and Maintenance
Construction
Apr-08
Mar-09
3,592
1,400
1,508
Tladi CHC
Repair and Maintenance
Construction
Apr-08
Mar-09
1,072
1,542
3,457
TMI boilerhouse
Repair and Maintenance
Construction
Apr-08
Mar-09
6,043
3,349
3,635
TMI Clinic
Repair and Maintenance
Construction
Apr-08
Mar-09
2,492
10,842
7,237
Ursula Mansions
Flats (Charlotte
Repair and Maintenance
Construction
Apr-08
Mar-09
549
1,730
1,836
Repair and Maintenance
Construction
Apr-08
Mar-09
1,838
2,229
2,402
Repair and Maintenance
Construction
Apr-08
Mar-09
738
891
802
Roodepoort
Mortuary
Repair and Maintenance
Construction
Apr-08
Mar-09
1,284
25
27
Ann Latsky
Nursing College
Repair and Maintenance
Construction
Apr-08
Mar-09
1,437
762
831
C H Nursing
Repair and Maintenance
Construction
Apr-08
Mar-09
975
738
2,604
Pharmacies
(Westhoven)
Rahima Moosa
Mother and Child
Hospital
St John's Eye
Hospital
Maxeke)
Zola CHC
Coronation
Nursing College
318
Project Duration
Project Name
Project Description
Forward estimates
Project Status
Start
Finish
Budget
2009/10
MTEF
2010/1
1
MTEF
2011/12
College
ESPM - Critical
Projects
Repair and Maintenance
Construction
Apr-08
Mar-09
12,000
16,051
7,897
Repair and Maintenance
Construction
Apr-08
Mar-09
5,127
2,930
7,225
Clinics (Western
Area)
Repair and Maintenance
Construction
Apr-08
Mar-09
1,478
643
684
Charles Hurwits
TB Clinic
Repair and Maintenance
Construction
Apr-08
Mar-09
1,629
1,673
1,809
Clinics (Soweto
Area)
GAUTENG DEPARTMENT OF EDUCATION CAPEX PROJECTS FOR 2009/10
The table list Education departments’ New Infrastructure projects for the medium term.
Project Name
Project
Description
Project
Status
Project Duration
Start
Finish
Forward estimates
MTEF
MTEF
2010/11
2011/12
37,252
0
MTEF
2012/13
31,541
Doornkop Primary
School
School Primary
Design
01/11/10
30/11/12
Freedom Park PS
School Primary
Retention
01/02/13
30/11/14
0
39,378
29,928
0
Freedom Park
Secondary
Land
Identified
22/05/06
29/02/08
48
0
0
0
Freedom Park SS
School Secondary
Constructio
n started
13/01/09
13/07/10
38,541
32,287
0
0
Lehae PS
School Primary
Retention
710
0
0
0
Naturena Primary
School no 2
School Primary
Design
21/02/07
05/11/08
1,750
0
0
0
Protea Glen
School Secondary
Constructio
n 50%
01/02/10
30/11/11
0
0
0
0
Protea Glen Primary
School Primary
Identified
13/10/08
13/03/09
1,793
0
0
0
Ebony Park SS No 2
School Secondary
Constructio
n 75%
13/01/09
13/07/10
38,116
0
0
0
Kaalfontein Secondary
School Secondary
Identified
15/02/07
30/12/08
2,280
0
0
4,500
Mayibuye Primary
School Primary
Identified
25/04/07
28/02/09
6,332
6,000
31,043
21,906
Mayibuye SS No
2(from Alternative)
School Secondary
Constructio
n 75%
12/06/06
30/11/08
33
0
0
0
Noordwyk Secondary
School Secondary
Design
26/02/07
18/03/09
2,247
0
0
0
319
Budget
2009/10
31,541
Project Name
Project
Description
Project
Status
Project Duration
Start
Finish
21/11/08
Budget
2009/10
500
Forward estimates
MTEF
MTEF
2010/11
2011/12
0
0
MTEF
2012/13
0
Tswelopele Primary
School Primary
Identified
14/02/08
Diepsloot PS No 3
School Primary
Retention
01/02/13
30/11/14
0
0
0
4,500
Diepsloot Secondary
School
School Primary
Tender
01/11/10
30/11/12
0
6,000
33,278
28,725
Diepsloot West
Primary
Land
Identified
12/02/04
12/01/06
43
0
0
0
Diepsloot West SS No
2(ditto)
School Secondary
Constructio
n 75%
15/02/07
28/02/09
2,402
0
0
Northriding High
Secondary
School Secondary
Tender
12/06/06
30/11/08
3,100
0
0
Qhakazani Primary Completion contract
School Primary
Design
01/02/13
30/11/14
0
0
Sakhisizwe Secondary
School Secondary
School Secondary
School Secondary
School Secondary
School Secondary
School Primary
School Primary
School Primary
School Primary
School Secondary
School Secondary
School Primary
Tender
01/11/10
30/11/12
0
0
0
0
Constructio
n 75%
Constructio
n 75%
Retention
01/02/13
30/11/14
0
39,378
29,928
0
22/05/06
29/02/08
48
0
0
0
13/01/09
13/07/10
38,541
32,287
0
0
710
0
0
0
1,750
0
0
0
0
0
0
Vlakfontein SS
Braamfischerville SS
Braamfischerville SS
number 2
BraamfischervilleNo3
SS
JB Marks SS Completion
Matholeville Primary
Slovoville Primary
Tshepisong Primary
Completion contract
Tshepisong SS No 1
Tshepisong SS No 2
Rabie Ridge Primary
4,500
0
4,000
30,000
Constructio
n 75%
Constructio
n started
Identified
21/02/07
05/11/08
01/02/10
30/11/11
Design
13/10/08
13/03/09
1,793
0
0
0
Retention
13/01/09
13/07/10
38,116
0
0
0
Constructio
n 75%
Constructio
n 75%
Identified
15/02/07
30/12/08
2,280
0
0
25/04/07
28/02/09
6,332
6,000
31,043
21,906
12/06/06
30/11/08
33
0
0
0
0
4,500
The table list Education departments’ Upgrade and Additions projects for the medium term.
Project Name
Basani Primary
Dikabane
Primary
Freedom
Primary-grade R
Hlakanipani
Primary
Hlakanipani
Primary-grade R
Indyebo Primary
Lakeview
320
Project
Description
Project Status
Project Duration
Start
Finish
Additional
ablutions
Additional
ablutions
Special
function rooms
Additional
ablutions
Special
function rooms
Additional
ablutions
Upgrade to full
Identified
15/09/09
28/02/10
Budget
2009/10
775
Forward estimates
MTEF
MTEF
2010/11
2011/12
775
0
Identified
15/09/09
28/02/10
775
775
0
0
Identified
15/05/10
15/08/10
1,860
100
1,760
0
Identified
15/09/09
28/02/10
775
775
0
0
Identified
15/05/11
15/08/11
2,036
100
0
1,936
Identified
15/09/09
28/02/10
775
775
0
0
Design
01/03/09
01/09/09
6,000
5,000
500
0
MTEF
2012/13
0
Project Name
Primary
Lavela
Secondary
Lumelang
Primary
Seana Marena
Secondary
Eqinisweni
Secondary
Hillcrest Primary
Lyndhurst
Primary
MC
WeilerPrimary
Queens High
School
Umqhele
Secondary
Bapedi Primarygrade R
Bernard Isaacs
Primary
HTS Langlaagte
MusengaVhazimu
Primary-grade R
Elethu Themba
Project
Description
service
Fencing
Fencing
Fencing
Fencing
Additional
ablutions
Fencing
Upgrade to full
service
Additional
ablutions
Fencing
Special
function rooms
Additional
ablutions
Additional
ablutions
Special
function rooms
Fencing
Lawley Primary
Fencing
Lawley Primary
Additional
ablutions
Fencing
Thusa Setjhaba
Secondary
Willomead
Secondary
Willowmead
Secondary
Igugulethu
Primary-grade R
Lawley Primarygrade R
Anchor
Secondary
Inkonjane
Primary
Phefeni
Secondary
PJ Simelane
Secondary
321
Additional
ablutions
Fencing
Special
function rooms
Special
function rooms
Fencing
Fencing
Fencing
Fencing
Project Status
Project Duration
Start
Finish
Budget
2009/10
Forward estimates
MTEF
MTEF
2010/11
2011/12
MTEF
2012/13
Construction
started
Construction
started
Construction
started
Construction
started
Identified
06/11/08
30/03/09
1,199
317
0
0
06/11/08
30/03/09
819
217
0
0
06/11/08
30/03/09
1,058
280
0
0
06/11/08
30/03/09
1,301
344
0
0
15/09/09
28/02/10
775
775
0
0
Construction
started
Design
06/11/08
30/03/09
839
222
0
0
01/03/09
01/09/09
6,000
5,000
500
0
Identified
15/09/09
28/02/10
1,650
1,650
0
0
Construction
started
Identified
06/11/08
30/03/09
1,617
428
0
0
15/05/10
15/08/10
1,860
100
1,760
0
Identified
15/09/09
28/02/10
775
775
0
0
Identified
15/09/09
28/02/10
1,650
1,650
0
0
Identified
15/05/11
15/08/11
2,036
100
0
1,936
Construction
started
Construction
started
Identified
06/11/08
30/03/09
1,064
281
0
0
06/11/08
30/03/09
1,116
295
0
0
15/09/09
28/02/10
775
775
0
0
Construction
started
Identified
06/11/08
30/03/09
1,273
337
0
0
15/09/09
28/02/10
1,650
1,650
0
0
Construction
started
Identified
06/11/08
30/03/09
1,302
345
0
0
15/05/10
15/08/10
1,860
100
1,760
0
Identified
15/05/11
15/08/11
2,036
100
0
1,936
Construction
started
Construction
started
Construction
started
Construction
started
06/11/08
30/03/09
1,091
289
0
0
06/11/08
30/03/09
911
241
0
0
06/11/08
30/03/09
919
243
0
0
06/11/08
30/03/09
1,237
327
0
0
The table list Education departments’ Rehabilitations and Refurbishments projects for the
medium term.
Project Name
Adelaide Thambo
LSEN School
Alpha Primary
School
Aurora Girls High
Eldorado Park
Sekonder
Emdeni Secondary
School
Kenilworth
Secondary School
Lenasia Secondary
School
Lobone Secondary
School
Mncube Secondary
Pace Secondary
School
Vuwani Secondary
Lebone High
School
Naledi High School
Sekano Ntoana
School
Alexandra
Secondary School
Cyrildene Primary
Eastbank
Secondary
Fairsands Primary
Fairview Junior
School
Highlands North
Boys High
Ikage Primary
Minerva Secondary
School
Orange Grove
Primary School
Troyeville Primary
School
Waverley Girls'
High School
AB Xuma Primary
Boepakitso Primary
Coronationville
LSEN School
Coronationville
Secondary
Ditau Primary
Ekuthuleni Primary
322
Project
Description
Project
Status
Project Duration
Start
Finish
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Repair and
Design
01/03/10
28/02/11
Budget
2009/10
5,000
Forward estimates
MTEF
MTEF
2010/11
2011/12
800
0
Design
01/03/10
28/02/11
5,000
800
0
5,000
Design
01/03/10
28/02/11
5,000
800
0
5,000
Design
01/03/10
28/02/11
5,000
800
0
5,000
Design
01/03/11
28/02/12
0
5,500
880
0
Design
01/03/11
28/02/12
0
880
0
MTEF
2012/13
5,000
5,500
Design
01/03/12
28/02/13
0
0
6,000
0
Design
01/03/12
28/02/13
0
0
6,000
0
Design
01/03/12
28/02/13
0
0
6,000
0
Design
01/03/12
28/02/13
0
0
6,000
0
Design
01/03/12
28/02/13
0
0
6,000
0
Construction
started
Construction
started
Construction
started
Design
17/10/08
27/02/09
0
0
0
0
01/10/08
27/02/09
0
0
0
0
01/10/08
27/02/09
0
0
0
0
01/03/10
28/02/11
5,000
0
5,000
Construction
started
Design
12/08/08
03/04/09
01/03/10
28/02/11
5,000
Construction
25%
Design
11/08/08
03/04/09
0
01/03/10
28/02/11
5,000
Construction
started
Design
11/08/08
03/04/09
0
01/03/11
28/02/12
0
Design
01/03/11
28/02/12
Design
01/03/12
Design
800
0
0
800
0
0
0
0
800
5,000
0
0
0
5,000
0
0
5,500
880
0
0
5,500
880
0
28/02/13
0
0
6,000
0
01/03/12
28/02/13
0
0
6,000
0
Design
01/03/12
28/02/13
0
0
6,000
0
Construction
25%
Design
11/08/08
03/04/09
0
0
0
0
01/03/10
28/02/11
5,000
800
0
5,000
Design
01/03/10
28/02/11
5,000
Design
01/03/10
28/02/11
0
5,500
Design
01/03/11
28/02/12
0
5,500
Design
01/03/11
28/02/12
0
5,500
0
800
0
880
880
880
5,000
0
0
0
Project Name
Musi
Comprehensive
Namedi Secondary
Noordgesig Primer
Paul Mosaka
Primary
St Ansgars
Secondary
Welizibuko Primary
Westbury
Sekonder
Zithathele Primary
Coronation
Secondary School
Ennerdale
Sekondêr
Inkululeko Yesizwe
Primary School
Lenasia South
Secondary
Madume Primary
Nomimi Primary
School
President High
School - report on
Structure
Raphela
Secondary School
Seipone Primary
School
Thetha Secondary
School
W.H. Coetzer
Primary
Doornkop/Thulani
Primary
Emadwaleni
Secondary School
Florida Park High
School
Kwa-Mahlobo
Secondary
Livhuwani Primary
Matshediso
Secondary
Orlando West
Secondary
Thutolore
Secondary
Uvuyo Primary
323
Project
Description
Renovations
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Site services
renew
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Report Structural
defects
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Repair and
Renovations
Project
Status
Project Duration
Start
Finish
Design
01/03/11
28/02/12
0
5,500
880
0
Design
01/03/12
28/02/13
0
0
6,000
0
Design
01/03/12
28/02/13
0
0
Design
01/03/12
28/02/13
0
0
6,000
Retention
08/06/07
31/01/08
0
0
Construction
started
Design
11/08/08
03/04/09
0
0
0
0
01/03/12
28/02/13
0
0
6,000
0
Design
01/03/12
28/02/13
0
0
6,000
0
Construction
started
Design
11/09/08
27/02/09
0
0
01/03/10
28/02/11
5,000
800
5,000
800
800
5,500
Design
Design
01/03/10
01/03/10
Budget
2009/10
50
Forward estimates
MTEF
MTEF
2010/11
2011/12
6,000
MTEF
2012/13
0
0
0
50
0
0
28/02/11
5,000
0
28/02/11
5,000
0
5,000
Design
01/03/11
28/02/12
5,000
0
Design
01/03/11
28/02/12
0
Identified
30/11/08
30/01/09
0
0
Design
01/03/12
28/02/13
0
0
6,000
0
Design
01/03/12
28/02/13
0
0
6,000
0
Design
01/03/12
28/02/13
0
0
6,000
0
Design
01/03/12
28/02/13
0
0
6,000
0
Design
01/03/10
28/02/11
5,000
800
0
Design
01/03/10
28/02/11
5,000
800
0
5,000
Design
01/03/10
28/02/11
5,000
800
0
5,000
Design
01/03/11
28/02/12
0
5,500
880
0
Design
01/03/11
28/02/12
0
5,500
880
0
Design
01/03/12
28/02/13
0
0
6,000
0
Design
01/03/12
28/02/13
0
0
6,000
0
Design
01/03/12
28/02/13
0
0
6,000
0
Design
01/03/12
28/02/13
0
0
6,000
0
5,500
880
0
880
0
0
0
5,000
GAUTENG DEPARTMENT OF SOCIAL DEVELOPMENT CAPEX PROJECTS FOR 2009/10
The table list Social Development Departments’ New Infrastructure Assets projects for the
medium term.
Project Name
Soweto ECD
Soweto Aged
Centre
Soweto OVC
Soweto Old Age
Home
Project
Description
Project
Status
Project Duration
Start
Finish
Early Childhood
Centre
Aged Day Care
centre
OVC HCBC centre
Planning/De
sign stage
Planning/De
sign stage
Planning/De
sign stage
Planning/De
sign stage
4/1/2010
Old Age Home
31/03/2013
Budget
2009/10
500
Forward estimates
MTEF
MTEF
2010/11
2011/12
3,000
1,500
MTEF
2012/13
500
4/1/2010
31/03/2013
500
3,000
1,500
500
4/1/2011
31/03/2013
0
1,000
3,000
0
4/1/2011
31/03/2013
0
0
1,000
0
The table list Education departments’ Upgrade and Addition projects for the medium term.
Project Name
Soweto Ephraim
Zulu home
Soweto Old Age
Home
Project
Description
Project
Status
Rehab/Refurbish
ment of Aged
Home
Rehab/Refurbish
ment of Aged
Home
Construction
Phase 1
completed
Project Duration
Start
Finish
4/1/2008
31/03/2010
Budget
2009/10
1,100
Forward estimates
MTEF
MTEF
2010/11
2011/12
0
0
MTEF
2012/13
1,100
31/03/2011
0
3,330
0
0
The table list Education departments’ Maintenance and Repairs projects for the medium term.
Project Name
Project
Description
Project Status
Walter Sisulu
Place of
Safety
Residential
facility repairs
Lenasia
Service Point
Office
structure
repairs
Diepkloof
Office
Office
structure
repairs
Thusanong
Building
Head Office
structure
repairs
Don Mattera
(Norman Hse)
Place of
Safety
81 Rissik Str
Residential
facility repairs
Perm Building
Head Office
structure
repairs
Ongoing
Maintenance:
statutory & day to
day
Ongoing
Maintenance:
statutory & day to
day
Ongoing
Maintenance:
statutory & day to
day
Ongoing
Maintenance:
statutory & day to
day
Ongoing
Maintenance:
statutory & day to
day
Ongoing
Maintenance:
statutory & day to
day
Ongoing
Maintenance:
statutory & day to
day
324
Office
structure
repairs
Project Duration
Start
Finish
Forward estimates
MTEF
MTEF
2010/11
2011/12
3,859
4,013
MTEF
2012/13
4,414
4/1/2008
31/03/2012
Budget
2009/10
3,508
4/1/2008
31/03/2012
17
18
19
21
4/1/2008
31/03/2012
51
56
58
64
4/1/2008
31/03/2012
61
67
69
76
4/1/2008
31/03/2012
751
826
859
945
4/1/2008
31/03/2012
179
197
205
226
4/1/2008
31/03/2012
2,980
836
869
956
GAUTENG DEPARTMENT OF HOUSING CAPEX PROJECTS FOR 2009/10
The table list Housing Departments’ New Infrastructure projects for the medium term.
Project Name
Ennrdale South
Hospital Hill
Kliptown Ph 3
Lawley Station
Orange Farm Ext 9
Orange Farm Ext 10
Princess Plot 61 Ph 2
Stretford Ext 2
Stretford Ext 3
Stretford Ext 4
Sweetwaters
Thulamtwana
Thulamtwana Ph 2
Princess Plot 61 Ph 1
Slovo Park
Tswelopele-Brinks Park Ext 1
Olievenhoutbosch South Ph 1
Sol Plaatjies/Mandelaville
Diepsloot Ph 5
Ivory Park-Rabieridge
Diepsloot West
Golden Triangle
Ivory Park Ward 77 & 79 Ext
2,5,7,9,12 & 13
Ivory Park Ward 78 Ext 6,8 &
10
Matholesville Proper
Orange Farm Proper Ext 1
Poortjie
Rabie Ridge Ext 4&5
South African Homeless
Federation
Stretford Ext 4
Vlakfontein Proper
Vlakfontein Ext 1
Vlakfontein Ext 2
Vlakfontein Ext 3
Fox Lake-Soweto
Randburg
Roodepoort
Breamer Court
Inner City Better Buildings
King Ransom
Metropolitan
Temple Court
Zamekile
Zaran Mansions
Marulelo Housing Association
17 Wolmarans
Archriwaa Mansions
325
Project Description
Project Linked
Project Linked
Project Linked
Project Linked
Project Linked
Project Linked
Project Linked
Project Linked
Project Linked
Project Linked
Project Linked
Project Linked
Project Linked
Project Linked
Project Linked
Project Linked
Project Linked
Project Linked
Project Linked
Project Linked
Peoples Housing
Process
Peoples Housing
Process
Peoples Housing
Process
Peoples Housing
Process
Project Linked
Peoples Housing
Process
Peoples Housing
Process
Project Linked
Peoples Housing
Process
Peoples Housing
Process
Peoples Housing
Process
Peoples Housing
Process
Peoples Housing
Process
Peoples Housing
Process
New Build
New Build
New Build
Inner City
Inner City
Inner City
Inner City
Inner City
Inner City
Inner City
Special Needs
Special Needs
Special Needs
Project Duration
Start
Finish
Forward estimates
Budget
MTEF
2009/10
2010/11
4,483
4,483
2,797
2,797
2,097
2,097
3,585
3,585
2,597
2,097
1,870
1,870
659
659
156
156
165
165
3,729
4,729
3,412
4,729
3,586
4,729
2,375
4,729
2,651
4,729
14,832
14,832
299
456
5,595
5,595
964
964
2,884
2,884
2,504
2,504
876
876
MTEF
2011/12
4,483
2,797
2,097
3,585
2,097
1,870
659
156
165
4,729
4,729
4,729
4,729
4,729
14,832
456
5,595
964
2,884
2,504
876
01/04/2004
01/04/2004
01/04/2004
01/04/2004
01/04/2004
01/04/2004
01/04/2004
01/04/2004
01/04/2004
01/04/2004
01/04/2004
01/04/2004
01/04/2004
01/04/2004
01/04/2003
01/04/2004
01/04/2004
01/04/2004
01/04/2004
01/04/2004
01/04/2004
31/03/2010
31/03/2010
31/03/2010
31/03/2010
31/03/2010
31/03/2010
31/03/2010
31/03/2010
31/03/2010
31/03/2010
31/03/2010
31/03/2010
31/03/2010
31/03/2010
31/03/2010
31/03/2010
31/03/2010
31/03/2010
31/03/2010
31/03/2010
31/03/2010
01/04/2004
31/03/2010
876
876
876
01/04/2004
31/03/2010
876
876
876
01/04/2004
31/03/2010
1,050
2,050
2,050
01/04/2004
01/04/2004
31/03/2010
31/03/2010
1,050
1,050
2,050
2,050
2,050
2,050
01/04/2004
31/03/2010
1,050
2,050
2,050
01/04/2004
01/04/2004
31/03/2010
31/03/2010
1,050
762
2,050
762
2,050
762
01/04/2004
31/03/2010
1,050
2,050
2,050
01/04/1998
31/03/2010
1,050
2,050
2,050
13/05/1999
31/03/2010
1,050
2,050
2,050
13/05/1999
31/03/2010
1,050
2,050
2,050
18/08/1998
31/03/2010
1,050
2,050
2,050
01/04/2004
01/04/2004
01/04/2004
01/04/2004
01/04/2004
01/04/2004
01/04/2004
01/04/2004
01/04/2004
01/04/2004
01/04/2004
01/04/2004
01/04/2004
31/03/2010
31/03/2010
31/03/2010
31/03/2010
31/03/2010
31/03/2010
31/03/2010
31/03/2010
31/03/2010
31/03/2010
31/03/2010
31/03/2010
31/03/2010
1,050
783
565
518
171
590
8,080
1,319
172
232
756
377
490
2,050
783
565
518
171
590
10,080
2,319
172
232
754
377
490
2,050
783
565
518
171
590
10,080
2,319
172
232
754
377
490
Project Name
Project Description
FWC HIV/AIDS
Keepha Hospice &
Orphanage
Reach for a Hand
Marl Gardens
Marlboro South
RCA Ph 3
Westlake
Madala (M2) Alexandra
Nobuhle M2) Alexandra
Project Duration
Start
Finish
Special Needs
Special Needs
01/04/2004
01/04/2004
31/03/2010
31/03/2010
Special Needs
Alex Social Housing
Alex Social Housing
Alex Social Housing
Alex Social Housing
Affordable Rental Acc
Affordable Rental Acc
01/04/2004
01/04/2004
01/04/2004
01/04/2004
01/04/2004
01/04/2004
01/04/2004
31/03/2010
31/03/2010
31/03/2010
31/03/2010
31/03/2010
31/03/2010
31/03/2010
Forward estimates
Budget
MTEF
2009/10
2010/11
150
150
301
301
377
452
324
205
646
2,285
749
377
452
324
205
646
2,285
749
MTEF
2011/12
150
301
377
452
324
205
646
2,285
749
The table list Housing Departments’ Upgrading and Repairs projects for the medium term.
Project Name
Alexandra
Alexandra
Alexandra
Alexandra
Alexandra
Alexandra
Alexandra
Alexandra
Alexandra
Alexandra
Alexandra
Alexandra
Alexandra
Alexandra
Project Description
Project Duration
Start
Finish
Forward estimates
MTEF
MTEF
2010/11
2011/12
17,353
17,353
34,707
34,707
Urban Agriculture
Implementation Electricity Master
Plan
Development of new Housing
Hartlands-Highlands Project
Development of new Housing
Frankenwald
Development of new Housing Mia's
Land
2004/2005
2002/2003
2009/2010
2009/2010
Budget
2009/10
17,353
34,707
2005/2006
2009/2010
49,482
49,482
49,482
2007/2008
2009/2010
75,749
77,749
77,749
2007/2008
2009/2010
75,749
77,749
77,749
Development of new Housing
Linbro Park
Development of new Housing
Westlake 1000 Social Housing
Units
Hostel Development M1
Backyard Upgrading
New Primary School - Mai,s Land
New Primary School - Westlake
New Secondary School - Mai,s
Land
New Clinics
Counter Land Invasion, Relocation
& Rehabilitation
2006/2007
2009/2010
123,705
123,705
123,705
2005/2006
2009/2010
19,479
19,479
19,479
2005/2006
2005/2006
2005/2006
2005/2006
2006/2007
2009/2010
2009/2010
2009/2010
2009/2010
2009/2010
17,880
111,474
10,966
10,966
19,529
17,880
121,474
10,966
10,966
19,529
17,880
121,474
10,966
10,966
19,529
2006/2007
2003/2004
2009/2010
2009/2010
3,099
6,199
3,099
6,199
3,099
6,199
GAUTENG DEPARTMENT OF DEPARTMENT OF PUBLIC TRANSPORT, ROADS AND
WORKS CAPEX PROJECTS FOR 2009/10
The table list of Department of Public Transport, Roads and Works New Construction projects
for the medium term.
Project Name
Radio Communication Equipment
Project
Description
Project
Status
Project Duration
Start
Finish
New Equipment
Retention
Apr-07
Mar-10
Forward estimates
Budget
MTEF 2010/11
2009/10
1,500
0
MTEF
2011/12
0
The table list Department of Public Transport, Roads and Works departments’ Upgrading and
Rehabilitations projects for the medium term.
Project Name
Professional Services in
Support of Project
Implementation
326
Project Description
Professional Services
to Support
Implementation of
Project
Status
Project Duration
Start
Finish
Construction
Jun-06
Mar-12
Forward estimates
Budget
MTEF
2009/10
2010/11
25,000
20,000
MTEF
2011/12
30,000
Project Name
Project Description
Johannesburg Hospital
Boiler
Upgrade of Public Works
Properties
Planning
Project
Status
Project Duration
Start
Finish
Forward estimates
Budget
MTEF
2009/10
2010/11
MTEF
2011/12
Projects, Particularly
Client Departments
Boiler Replacement
Retention
Apr-07
Apr-09
406
0
0
Upgrade
Design
Apr-10
Mar-13
25,000
18,000
35,000
Boilers
Design
Apr-08
Mar-12
1,000
2,000
2,000
The table list Department of Public Transport, Roads and Works departments’ Additions and
Maintenance projects for the medium term.
Project Name
Project
Description
Project Status
Project Duration
Forward estimates
Start
Finish
Radio
Communication –
Licenses
Licenses
Construction
Apr-07
Mar-10
Budget
2009/10
250
MTEF
2010/11
250
MTEF
2011/12
500
MTEF
2012/13
550
Radio
Communication –
Maintenance
Maintenance
Construction
Apr-07
Mar-10
800
800
1000
1,100
Westhoven
Regional Office
Maintenance
Construction
Apr-08
Mar-13
939
1,033
1,137
1,250
Tulisa Park
Regional Office
Maintenance
Construction
Apr-08
Mar-13
1,504
1,654
1,819
2,001
Batho Pele House
Maintenance
Construction
Apr-08
Mar-13
892
981
1,079
1,187
Eccleston Dr
Bryanston
Bonalesedi Traffic
Office
Regional Office
Soweto
Maintenance
Construction
Apr-08
Mar-13
799
878
966
1,063
Maintenance
Construction
Apr-08
Mar-13
56
62
68
75
Maintenance
Construction
Apr-08
Mar-13
611
672
739
813
The table list Department of Public Transport, Roads and Works departments’ Upgrading and
Rehabilitations projects for the medium term.
Project Name
Cayman road
(D2529) Phase 2
Adcock road (K15)
Phase 2
Adcock (K15)
Phase 3
Malibongwe drive
(K29) Phase 2
K102 Phase 3
K102 Phase 4
William Nicol (K46)
327
Project Description
Tarring of Cayman Rd as an
access road to the Eye of
Africa Development (phase 2)
Phase 2 - Doubling of Adcock
St (R558) from Leratong
(R41) to Dobsonville K102
Phase 3 - Doubling of Adcock
St (R558) from Dobsonville to
Protea Glen
Doubling of Malibongwe
Drive (R512) from Cosmo
City to the N14
Construction of Hopewell Rd
from Maimane Dr to 56th
Street
New Construction from 56th
St to Roodepoort Rd (M77)
Doubling of William Nicol
Project Duration
Start
Finish
Budget
2009/10
39,200
Forward estimates
MTEF
MTEF
2010/11
2011/12
0
0
MTEF
2012/13
0
Mar2009
Feb 2010
Oct-2007
Aug2009
97,104
0
0
0
Mar2010
Sep2011
1,650
161,400
80,750
0
Apr-2008
Oct-2009
61,040
0
0
0
Apr-2011
Mar2012
0
0
61,000
0
Jun-2012
Jan-2014
0
0
0
68,000
May-
May-
3,360
139,600
2,200
0
Phase 2
William Nicol (K46)
Phase 3
Beyers Naude
(D374)
(R511) from Witkoppen Rd
(R564) to PWV5
Doubling of William Nicol
(R511) from PWV5 to
Diepsloot (N14)
Upgrading of Beyers Naude
(D374) into a dual
carriageway from Honeydew
to Zandspruit
2009
2011
Jun-2011
Mar2013
0
0
65,000
215,000
Mar2009
Oct-2010
66,080
50,200
0
0
The table list Department of Public Transport, Roads and Works departments’ Public Transport
Integration and Special Projects (New Construction) projects for the medium term.
Project Name
William Nicol / K46
Taxi Rank
Beyers Naude
R55 Kyalami Taxi
Rank
Project
Description
Construction
of an
intermodal
facility / Taxi
Rank
Construction
of an
intermodal
facility / Taxi
Rank
construction of
the Kyalami
taxi Rank
Project
Status
Project Duration
Start
Finish
Feasibility
Feb2010
Design
Design
Forward estimates
Oct-2010
Budget
2009/10
1,000
MTEF
2010/11
17,000
MTEF
2011/12
0
MTEF
2012/13
0
Jul2009
Jan-2010
18,000
0
0
0
Sep2009
Mar2010
18,000
0
0
0
The table list Department of Public Transport, Roads and Works departments’ Public Transport
Integration and Special Projects (Upgrade Intermodal facilities) projects for the medium term.
Project Name
Nasrec intermodal
facilities
Orlando Station
public transport
facilities
improvement
Stretford
improvement of
intermodal
facilities
Ikhwezi Station
improvement of
intermodal
facilities
New Canada
Station
improvement of
intermodal
facilities
Project
Description
Project
Status
Project Duration
Start
Finish
Mar-10
Budget
2009/10
1,300
Forward estimates
MTEF
MTEF
20010/11
2011/12
0
0
MTEF
2012/13
0
Nasrec Station
Design
Jun-09
Orlando Station
Design
Jul-09
Mar-10
1,300
0
0
0
Stretford station
Design
Sep-09
Mar-10
1,300
0
0
0
Ikwezi Station
Design
Nov-09
Mar-10
1,300
0
0
0
New Canada
Station
Design
May-09
Mar-10
2,200
0
0
0
The table list Department of Public Transport, Roads and Works departments’ Public Transport
Integration and Special Projects (Workfare) projects for the medium term.
328
Project Name
Project
Description
Project
Status
Project Duration
Forward estimates
Start
Finish
Budget
2009/10
3,478
MTEF
2010/11
0
MTEF
2011/12
0
MTEF 2012/13
0
Doornkop
Enterprise
Development
Centre
Construction of
new Enterprise
Development
Centre
Design
1/11/2005
03-2010
Orlando Enterprise
Development
Centre
Construction of
new Enterprise
Development
Centre
Design
1/11/2005
30/04/2
010
4,295
0
0
0
Riverlea
Empowerment
Centre
Construction of
a New
Empowertment
Centre
Construc
tion
01/04/2007
30/01/2
009
0
0
0
0
Kibler-Park Home
Care Centre
Construction of
new Home
Based Care
Centre
Design
1/11/2005
31/03/2
010
6,600
5,386
0
0
Zola Multi-MPCC
Construction of
Multi-Purpose
Centre
Design
01/04/2007
30/11/2
011
13,000
10,500
0
0
Klipspruit Hall
Saint Ives
Construction of
Hall
Construc
tion
1/4/2007
04-2009
236
0
0
0
Eldorado Taxi
Rank
Construction of
Taxi Rank
Tender
1/4/2005
30/12/2
008
0
0
0
-
Sports field Langalibalele
Primary School
Upgrading of
sports field
Tender
0
0
0
1/4/2007
30/12/2
008
1,300
The table list Department of Public Transport, Roads and Works departments’ Public Transport
Integration and Special Projects (Workforce) projects for the medium term.
Project Name
Sports field Langalibalele
Primary School
329
Project
Description
Project
Status
Project Duration
Start
Finish
Upgrading of
sports field
Tender
1/4/2007
30/12/2008
Budget
2009/10
1,300
Forward estimates
MTEF
MTEF
2010/11
2011/12
0
0
MTEF
2012/13
0
The table list Department of Public Transport, Roads and Works departments’ Public Transport
Integration and Special Projects Upgrading and Rehabilitations (Workforce) projects for the
medium term.
Project Name
Project
Description
Project Status
Project Duration
Start
Finish
EPWP Provincial /
Project Capacity
Support
Capacity
support
Construction
1/6/2007
30/03/201
0
10,000
Forward estimates
MTEF
MTEF
2010/11
2011/1
2
0
0
Training for EPWP
projects
Training budget
Tender
1/4/2007
31/03/200
9
20,000
0
0
NYS Consultant
fees
Consultants
Construction
1/8/2007
31/03/201
0
0
0
0
NYS Stipends
Stipends
Construction
1/4/2008
31/03/200
9
52,800
57,600
63,360
NYS Citizenship
Citizenship
training
Consultant /
training
Construction
1/6/2008
31/03/200
9
2,200
Mahatammoho Cooperative
Transfer to the
co-op
Design
1/4/2008
31/03/200
9
30,000
Budget
2009/10
0
0
0
Region A
Region A comprises of Diepsloot, Midrand, Fourways, Sunninghill, Woodmead, and Ivory Park.
Settled areas at the upper end of the socio-economic include Dainfern, Farmall and Chartwell and
informal settlements such as Diepsloot are on the other end. Commercial interests are
concentrated in Kya Sand, Lanseria and Fourways. The eastern half of the region includes the
fast-growing Midrand, home of one of the city's prime conferencing sites, Gallagher Estate (also
the seat of the Pan African Parliament), a growing high tech IT and office development and Grand
Central Airport. Two townships, Ebony Park and Ivory Park, are situated on the region's western
and eastern borders.
The section below outlines some of the key urban management interventions in the region by
areas of focus. These interventions are summarised by key regional focus areas which identifies
the areas of decay, key interventions required, law enforcement plans and clean up campaigns
envisaged for the region, stakeholder engagement and visible service delivery plans.
Urban Management Activities by Focus Area
Areas Of Focus
Diepsloot
Midrand
Ivory Park
330
Ward Number
95 & 96
93 &96
77,78 &79
MTEF
2012/13
Addressing Urban Decay
In Diepsloot the main areas of decay are where illegal taxi ranks have emerged and where illegal
dumping takes place. To date the JMPD have conducted a blitz on illegal taxi ranks (in July 2008)
and together with the regional office formed an illegal dumping unit. In 2009/10 the new unit will
focus on monitoring and management of illegal dumping sites in Diepsloot.
Clean Up campaigns
Clean-up campaigns have been conducted in Kya Sands with PIKITUP and the local roleplayers.
These stakeholders conduct different projects aligned to a quarterly business plan. In 2008/09 the
New Road Bridge was the focus of a beautification project.
In the Midrand CBD, court and taxi rank a block operational system has been established which
will continue in 2009/10. This system addresses emerging urban decay issues on the spot on a
block by block basis. The Grand Central Boulevard will be the subject of a beautification project in
2009/10.
Illegal trading and settlement at Swazi Inn in Ivory Park is a major contributor to urban decay in
the area. In 2009/10 the region will focus on eliminating informal structures at Swazi inn and
informal traders will be registered and supported by the Metro Trading Company.
Law enforcement
In Diepsloot the substantial weight of law enforcement focuses on by-law enforcement,
particularly illegal trading, public health, illegal dumping, illegal signage and land-use
management. JMPD is also focused on traffic management and safety risk mitigation.
The blitz conducted between the 18th and 21st July in 2008 in Diepsloot addressed a variety of
infringements including illegal trading, dumping, signage and creating awareness of increased bylaw enforcement in the community. Furthermore a law enforcement task team was established in
the region to coordinate efforts among different city departments and entities.
On the 30th September 2008 the MIdrand CBD blitz took place which sought to address among
other things, the physical impact of by-law infringements such as illegal trading, to mention one.
To support this blitz the Region conducted preparatory education and awareness campaigns on
by-law enforcement.
In 2009/10, mainly in Dieplsoot, the law enforcement unit will be focused on illegal car-washes,
formalising informal traders and empowering community members to address water leakages
through training. In Midrand the regional administration will focus on the clean up of Roos
Avenue, more generalised greening and beautification on the boulevard and the management of
informal traders.
Notably, law enforcement structures will also focus on the elimination of illegal drag racing which
currently endangers the residents of and visitors to Midrand, especially in the Boulders area (?).
Stakeholder Management
Every month the ward councillors in the area host a ward councillors forum to engage roleplayers in Diepsloot, namely the PR councillors, the Regional office and other parties, on
common programmes and developmental commitments to date. Diepsloot also benefits from the
variety of city-wide public participation processes such as the MMC sector tour and the Mayoral
Road Show.
In the Midrand area there have been regular meetings of the ratepayers association and special
Gautrain community meetings and information sessions.
Clean Up and Greening Campaigns and Special Projects
331
In 2008/09, mainly in Ivory Park, Damelin College provided career guidance services to three
high schools in Diepsloot. Furthermore, the Region offered skills development workshops for
SMME’s in partnership with JCCI and Standard Bank.
Visible Service Delivery
In Region A alone there are approximately eighty reported delivery issues monthly which are
monitored by a service delivery team in the regional office. A regional inspector has been
appointed and the inspection team report on a block-by-block basis in each area, noting hotspots
for intervention.
In 2009/10 urban inspections will continue and significant upgrading of roads undertaken.
Upgrades will focus particularly on identified gravel roads and the sewer network of Diepsloot by
Joburg Water.
The Bambanani business node electrification project in Ivory Park will continue from 2008/09 to
2009/10 to bring much-needed infrastructure to the tenants in the business park. Lord Khanyile
will also receive a face-lift through the clean-up campaign planned for the site.
CITY OF JOHANNESBURG CAPEX PROJECTS- 2009/10
The table below lists the proposed City of Johannesburg projects to be implemented in each
region, by ward and by department or Municipality Entity (ME). It also outlines the proposed
budget of CoJ funding and a total amount including external funding
Project Description
BIN. Grand Central: Installation of 3rd 30 MVA
Tfer
BIN.New Road.132 kV interconnector from Grand
Central
BIU. Upgrade Noordwyk sub station.
Installation of Street Lighting 2 (Ivory Park)
ND. Erand Gardens. Install new rings from New
Road sub station
ND. Midrand:The construction of new
infrastructure in newly established townships
ND.New Road.Upgrade network in Halfway
Gardens
New Road: Establish 88/11 kV 90MVA SS
PL. Diepsloot public lighting
Public Lighting Midrand
Service Connections: Midrand
Community Relocations
Miriting (Kaalfontein X22) Local Distributor
Miriting (Kaalfontein X22) Stormwater
Diepsloot District: Upgrade Water infrastructure
NW: 2#Digesters refurbish Unit 2
NW: Desludge Dam 01 and 02
NW: Mech/elec refurbishment
NW: Sludge drying area
NW: Unit 3&4 elutriant pump
NW: Unit 5 phase 1
REG A: Erand: Upgrade water infrastructure
Phase 2
REG A: Planned replacement :Watermains
REG A: Planned replacement of sewers
REG A: Replace sewers identified by Ops
REG C: Diepsloot Basin:Upgrade sewers
REG C: Diepsloot Pumped Basin: Upgrade
Sewer Phase 1
REG C: Olivedale District Upgrade water
infrastructure
Upgrade Sewer Network - Ivory Park
332
Ward
112
Department/ME
City Power
2009/10 Budget
R 1,000,000
93
City Power
R 20,000,000
111
79
93
City Power
City Power
City Power
R 44,000,000
R 1,500,000
R 6,500,000
93
City Power
R 2,000,000
93
City Power
R 10,000,000
93
101
94
94
101
93
93
101
96
96
96
96
96
96
94
City Power
City Power
City Power
City Power
Housing Division
Housing Division
Housing Division
Johannesburg Water
Johannesburg Water
Johannesburg Water
Johannesburg Water
Johannesburg Water
Johannesburg Water
Johannesburg Water
Johannesburg Water
R 30,000,000
R 2,400,000
R 5,000,000
R 19,200,000
R 2,750,000
R 551,621
R 1,108,000
R 1,660,000
R 9,710,000
R 1,900,000
R 5,850,000
R 29,600,000
R 570,000
R 39,120,000
R 3,245,000
94
94
94
94
94
Johannesburg Water
Johannesburg Water
Johannesburg Water
Johannesburg Water
Johannesburg Water
R 7,500,000
R 1,000,000
R 500,000
R 2,000,000
R 10,000,000
94
Johannesburg Water
R 2,000,000
79
Johannesburg Water
R 1,500,000
Project Description
Water Network Upgrade - Ivory Park
Diepsloot Gravel Roads
Ward
79
101
Department/ME
Johannesburg Water
Johannesburg Roads
Agency
Johannesburg Roads
Agency
Johannesburg Property
Company
Johannesburg
Development Agency
2009/10 Budget
R 3,000,000
R 27,000,000
Ivory Park Gravel Roads
79
Farm Diepsloot bulk services
101
Bambanani Industrial Park (Installation of street
lighting, public transport facility, pedestrian
walkways, public environment upgrade)
Diepsloot Economic strip development node
(pedestrian walkways, bridge upgrade ext3-ext8,
road upgrade, public lighting, stormwater
upgrade, public transport facilities)
Diepsloot Government Precinct (Pedestrian
walkways, OR Tambo Clinic, Police Station,
Public space lighting, post office, early childhood
and victim empowerment centre)
79
101
Johannesburg
Development Agency
R 20,000,000
101
Johannesburg
Development Agency
R 20,000,000
R 35,000,000
R 1,000,000
R 15,000,000
WARD ISSUES BY REGION
The table below portrays ward issues identified by each ward, departments or ME’s responsible,
action required, time frame and allocated resources.
Rgn Wd Issues
A
77
A
77
A
77
A
78
A
78
333
Department/ME
Completion of
Community
community Hall facility – Development
youth centre and senior
citizens centre and
swimming pool.
Expansion of Hikensile Health
Clinic eg establishment
of maternity ward
(nearest hospital is
overcrowded).
Completion of
Kopanong Sports
Centre – (lacks ablution
unit and other public
facilities)
The refurbishment of the
Lord Khanyile
Community Hall
(flooring, ventilation,
kitchen, seating etc) –
Better facility for the
community and more
revenue for the council.
The Development of
Swazi Inn (market) –
encourage and uplift
current hawkers to
become full-fledged
business people and
create more jobs for the
community. This will
enhance the status of
the area.
Community
Development
What/Action
Who/When
Costing exercise and Capital Projects
prioritizing.
2009/10
The city has
negotiated the
development of a
community health
centre offering
maternity services in
Diepsloot to service
the community of
Hikensile. This is
within the established
norms and standards.
Ablution facilities to
be done
What
Resources
CIMS CAPEX
2009/10 (R20
Million)
Gauteng Health
Department over three
year period starting
2009 - 2012
R2 Million for
planning in
2008/09
From 2010/11 to
2011/12
requirement to
be determined
Capital
Projects Prioritized for
09/10 funding cycle
CIMS CAPEX
2009/10 funding
cycle R200 000
(R3 Million)
Community
Development
Maintenance of facility Capital Projects Will be
that includes
completed 30-09 - 2008
refurbishment of
electrical & plumbing
systems are currently
underway.
Capital Projects
CAPEX
2008 R200 000
(R1 Million)
Economic
Development
It is part of the plan in ED MTC 2008/09
the 2008-09 financial
year to develop a full
market and this will be
done in partnership
with Spatial Economic
Development dept.
We are scoping the
cost.
2008/09 budget
Rgn Wd Issues
Department/ME
A
78
Taxi lay-bye with an
JRA
underground storm
water channel – this will
reduce unnecessary
traffic congestion and
proper water out flow.
A
79
Electrification of
ISD
Bambanani Industrial –
because this business
node has the potential to
create jobs and half
unemployment if
electrified.
A
79
Build Recreation Centre Community
(swimming pool) – We Development
do not have recreation
centre in our ward to
accompany the
swimming pool, hence
many people have
drowned due to lack of
training.
A
79
A
79
Upgrade of Ivory Park
stadium to PSL standard
– the current PSL team
has no home ground
and Ivory Park Stadium
is big enough to
accommodate big teams
like Chief and Pirates,
plus there is the
potential for job creation.
Construction of a
community Crèche
A
80
A
80
A
80
A
92
A
92
334
Upgrade Kanana
Community Hall
(soundproof, stage) to
curb crime
Indoor Sports Facility to
respond to strong
sporting community and
health purposes
Build a bridge that links
Joe Slovo to Freedom
Drive and three
pedestrian bridges to
shorten travelling
distance between
Kanana ext 4 and I/P ext
Roads, Storm Water –
Pedestrian access,
reduce congestion,
safety, street names,
throughout the ward.
Community
Development
What/Action
Who/When
Project is included in
the Stormwater
Master planning
project submitted for
approval in the 200910 CAPEX Budget
Cycle.
The project
implementation has
commenced, City
Power made the
funds available and
appointed Eskom to
electrify the industrial
area on behalf of the
City of Johannesburg.
Will deploy a Mobile
Recreation Vehicle to
do programmes
during school holidays
and after school.
Safety and anti-crime
programmes will be
done with assistance
of EMS.
Need identified
Department has
submitted a funding
application.
JRA 2009/10
City of
Johannesburg/City
Power/Eskom.
When: The project
commissioning is
planned for 30th of
June 2008
Capital Projects
2009/11
External funding
sought. R35
Million
(R20 Million)
Capital Projects
2009/10
National
Treasury
Neighbourhood
Partnership
Development
Grant
CAPEX R5
Million
Community
Development
Prioritized for 2009/10 Capital Projects
financial cycle
2009/10
Community
Development
To be done
Capital Projects
2009/10
Community
Development
Feasibility study has
been commissioned
(site identification)
Transport
Investigate /Conduct
feasibility study
Capital Projects
2009/11
Capital Projects
2009/11
JRA 2009/10
Transport
Project is included in JRA 2009/10
the Stormwater
Master-planning
project submitted for
approval in the 200910 CAPEX Budget
cycle
Engaging the private Anticipated to be done
sector to source
in 2009/11
external funding.
Multi-Purpose centre – Community
Vaal, Ebony, etc
Development
(escalate to GCIS)
(Kaalfontein and Ebony
Park) – library, ward
office, community hall,
What
Resources
JRA
Stormwater
Master planning
Project CAPEX
11-2009/10 R2
Million
Funding request
put at CIMS
(R5 million)
Internal budget
R500 000 (R1
Million)
External funding
sourced
estimated at
R25 Million`
2009/10
± R260 000
2009/10/11
Budget R2
Million per year
External funding
Requests made
for R3 Million
(R20 Million)
Rgn Wd Issues
Department/ME
What/Action
Who/When
To be investigated
Transport: JRA
What
Resources
home affairs.
A
93
A
93
A
93
335
BRT - economic growth Transport
and upliftment of quality
of life for all
Wetland and public
Environmental
open space, including
Management
environmental policies
adhered to - For our
children and future
generations
Crime - all SA affected.
Ward based solution
and crime stats and
implementation
(EMS/JMPD/SAPS)
JMPD
To be
determined after
investigation
The wetlands
An audit of wetlands The Environment
An audit of wetlands Department’s wetland’s audit project
within the City will be audit commenced on 13 OPEX R1.1
Million
concluded by 30-06 - -06 - 2007 and will be
The wetland
2008. It will provide concluded by 30-06rehabilitation
data and information 2008
projects are
on the location,
currently being
nature, opportunities
funded from the
and threats to
Working for
wetlands, and will
Wetlands
conclude with
budget.
recommendations for
wetland management
priorities. The audit
will be taken into
account in the City’s
RSDFs, in order to
ensure sustainable
utilization and
conservation of
wetlands. The
Environment
Department is also
working with SANBI
Working for Wetlands
in various wetland
rehabilitation projects
across the region.
JMPD is in the
JMPD and
JMPD and
process of reviewing SAPS Immediate and
SAPS
its deployment
ongoing
Officers Part of
strategies to ensure
Operating
better visibility and
budgets
improve response to
incidences of reported
crime and traffic
related matters. A
ward based
deployment approach
is envisaged that will
enable the JMPD to
engage more actively
with communities
through Ward Safety
Committees and
CPFs. Closer working
relationships with the
SAPS were also
fostered in the past
two years to ensure
joint crime combating
and prevention. Joint
teams were piloted in
5 priority police
precincts in Joburg
and the approach will
be replicated
throughout the City.
Rgn Wd Issues
Department/ME
What/Action
Who/When
A
Housing
In last financial year
the Kaya Sands
settlement was
dedensified and
families moved to
land owned by
Province
- Opening of access
roads and provision of
rudimentary services
Housing
2007/08
94
Eradicate all informal
settlements; provide
housing to all those
informal settlements,
especially in Kaya
Sands.
A
94
Official
DPUM
policy/recognition of
Gecko Conservancy - to
protect the character of
the Kyalami area.
A
94
Establishment of a By- JMPD
Law and Policy
Enforcement – to
interact with all spheres
of government (reporting
so far is ineffective)
A
94
Official
Environmental
policy/recognition of
Management
Gecko Conservancy - to
protect the character of
the Kyalami area.
336
Long term plan:
- Township
establishment will be
completed in this
financial year
- Services and top
structure construction
in next financial
The recognition of the
natural uses of the
Gecko Conservancy
are reflected under
the Witpoort Precinct
(Sub Area 8),
Development
Objective 2, “To
promote and enhance
the rural character of
the non-urban areas”.
The RSDF for Region
A was approved by
Council as the City’s
official policy
framework for the
Region in August
2008.
Management Unit is
already established in
JMPD and ongoing
enforcement of
priority By-Laws are
taking place.
Partnerships have
been formed with key
CoJ departments and
ME's like City Parks,
Joburg Water, Pikitup
and City Power to
ensure a more
focused approach to
related by-laws.
Environment
department is
completing a
biodiversity
assessment, which
will provide for official
recognition and
protection of similar
sites. Department is
also engaging the
provincial and
national offices on
declaration of nature
reserves. The
affected c
JRA/ JW/ City Power
2008/09
What
Resources
Funding to be
accessed via
provincial
subsidies
Housing
Housing 2009/10
Director; DPF June
2008
Departmental
Opex
JMPD, City Parks,
Part of JMPD
Joburg Water, Pikitup, Operating
City Power, EMS,
budget
Environmental Health
and DPUM. Current and
ongoing
Environmental
Management
Department and to be
completed by 30-06 2008
Environmental
Management
Department
OPEX
Rgn Wd Issues
Department/ME
What/Action
A
95
Street lights; humps;
paving; road markings;
throughout the ward
ISD
Humps to be included JRA
in the ward based
safety programme.
Road markings will be
done.
A
95
A
95
Building of a bridge over JRA
wetland – safe passage
to primary school
Joburg Water
Upgrading of sewer
system – maintenance
volume, capacity density
throughout the ward
A
95
Street lights, humps,
paving, road markings
throughout the ward
A
96
Temporary Health
Health
Facility (Mobile Clinic)
Currently one not
centrally located within 5
km radius and also not
safe.
A
96
Formalisation of informal Housing
settlements and review
of Urban Development
Boundaries (UDB) – in
order to access basic
services (Thabo Mbeki
privately owned)
ISD
A
96
High Mast Lights and
street lights (Diepsloot
Ext 4)– for crime
prevention
A
96
Formalisation of informal DPUM
settlements and review
of Urban Development
Boundaries (UDB) – in
order to access basic
services (Thabo Mbeki
privately owned)
337
ISD
Who/When
Conduct feasibility
study.
JRA 2009/10
Upgrading
requirements are
being verified through
hydraulic modelling
The sewer basins
study will verify
budget allocations to
include in the
“Special” category of
2008/09. Other
sources of funding is
the MIG.
Install new streetlights
through the suburb
(Diepsloot)
JW, Capital
Investment Verification
by 07 - 2008
City Power
One community
Gauteng Health
health centre is being Department
planned for Cosmo
City by the Gauteng
Health Department. A
site has been
identified and
consultants busy with
designs. A site has
been made available
in Diepsloot but not
yet confirmed for a
community health
centre
Township
Housing By June 2009
establishment/
formalization currently
being undertaken
Services and top
structure construction
to commence in next
financial year
Install R17 Million
Masts and
conventional
streetlights
(Diepsloot)
Amendments to the
Urban Development
Boundary have been
addressed through
the Northern Areas
Development
Frameworks, which
are translated into the
sub-area
development
management tables of
the RSDF for Region
A. Council has
approved the report
City Power
What
Resources
08/09 budget
JRA CAPEX
2009/10/11 R2
Million per year
JWMIG which is
pending
OPEX 08/09.
MIG Funding
Application in
process
R6,500 000
Gauteng Health
Department R2
Million
OPEX R1.5
Million
Provincial
subsidies
2009/10
MIG Funding.
Contractors in
process of
installation.
R2 750 000
Director – DPF, Director Departmental
Strategic Support
Opex
December 2008
Rgn Wd Issues
Department/ME
What/Action
Who/When
What
Resources
on the formalisation of
informal
settlements. A special
unit is being
established within
DPUM, which will be
dedicated to the' fasttracked’ regularisation
of informal
settlements, where
feasible. The City’s
Housing Department
has completed the
requisite feasibility
studies and a process
is underway to
determine how many
of the informal
settlements in the City
are appropriate for
‘fast-tracked’
regularisation.
REGION B
Region B comprises Rosebank, Bryanston, Randburg, Auckland Park, Westdene, and
surrounding suburbs. Randburg is in the midst of change, as the City rolls out its plans to
revitalise the central business district and bring back business lost to regional shopping centres
and other decentralised nodes. The region's suburbs range from high to low-income areas like
Coronationville and Westbury. Areas such as Parktown and Mayfair are old suburbs of historical
significance.
The section below outlines some of the key urban management interventions in the region by
areas of focus. These interventions are summarised by key regional focus areas which identifies
the areas of decay, key interventions required, law enforcement plans and clean up campaigns
envisaged for the region, stakeholder engagement and visible service delivery plans.
Urban Management Activities by Focus Area
AREAS OF FOCUS
Randburg
Southwestern townships
(Coronationville)
Auckland Park and surrounding
suburbs
WARD NUMBER
102
68 & 82
69 & 87
Addressing Urban Decay
In the Randburg Civic Centre focus area the main areas of decay are where illegal taxi ranks
have emerged and where illegal dumping takes place. The Region is currently involved in the
development of the “Randburg Revitalisation Project (RRP)” to support the declaration of
Randburg as a ‘restructuring zone’. The Region is an active member of the CID, and is involved
in the management of the CBD and its surrounds. To date the JMPD have conducted a blitz on
illegal taxi ranks (in July 2008) and together with the regional office formed an illegal dumping
unit. In 2009/10 the new unit will focus on monitoring and management of illegal dumping and
land invasion. The plan for the future is to ensure the following: Randburg is a Priority Area for the
Region as such will implement the 3-year Priority Area Operational Plan for the area, which
338
encompasses multi-disciplinary blitz’, by-law enforcement campaigns and cleaning campaigns.
CID management is critical, and the Region will be working hand-in-hand with the CID and
property owners in respect of the “Randburg Revitalisation Project”
In the Southwestern townships (Coronationville) focus areas, particularly in the Westbury,
Riverlea priority area and as such is the recipient of intensified initiatives by the Region. and
Newlands areas, the following interventions were undertaken identified in order to remedy the
situation, multi-disciplinary blitz’ to ensure compliance i.r.o. Liquor outlets, planning schemes,
environmental health, and safety hazards and For 2009/10 financial, it is envisaged that these
operation will be intensified with a special focus on Riverlea
Over the last the years Melville has been a priory areas the Region hence the 3 year Priority Area
Operational Plan was developed. In 2008/09 the following activities were undertaken, Multidisciplinary blitz’ to ensure compliance take place on a regular basis in this area – 6 operations
already completed in conjunction with Brixton SAPS (3 in Melville), The Region is currently
supporting the possible establishment of a City Improvement District (CID), and is actively
engaged with the community in this regard. The pedestrianisation and andscaping of 7th Street,
Melville has always been a goal of the Region, and this will be managed in conjunction with the
CID establishment and the lease agreement between JPC and Atterbury. In 2009/10 financial
year, the co-ordination and management of the Brixton Renewal Project will be intensified.
Implementing law enforcement
In the Randburg Civic Centre focus area the substantial weight of law enforcement is
concentrated on by-law enforcement, particularly illegal trading, public health, illegal dumping,
illegal signage and land-use management. In addition to this, JMPD is also focused on traffic
management and safety risk mitigation. Road policing and control of public transportation takes
place on an ongoing basis and will be dealt with as a major part of the “Randburg Revitalisation
Project”. Furthermore, derelict properties are being dealt with by the Law Enforcement agents
e.g. 331 Surrey Street.
In 2009/10 3 Multi-disciplinary operations will take place in the area and road policing will
continue to take place with focus on the Braamfischerville and Jan Smuts intersection and the taxi
rank.
In Auckland Parks, 7th Street Melville has been a focus area for the Region and the law
enforcement agents. A Student Accommodation Framework for Brixton, Rossmore and
Westdene is currently being constructed to ensure compliance to planning schemes. Multidisciplinary operations will remain a key activity for this area. Brixton will be targeted for a
possible Urban Upgrade project as well as the control of open spaces in Vrededorp will remain a
priority for the Region.
In 2009/10 the region-wide law enforcement unit will be focused on Liquor outlets, planning
schemes, environmental health, and safety hazards especially in Westbury and Newlands. In
Brixton areas, the focus for multi-disciplinary blitz’ to ensure compliance i.r.o. Liquor outlets,
planning schemes, environmental health, and safety hazards will continue throughout the area.
Stakeholder engagement
Every month the ward councillors in the region host a ward councillors forum to engage roleplayers in Brixton, Melville, Riverlea, Regional office and other parties, on common programmes
and developmental commitments to date. Furthermore, Law Enforcement Awareness
Programmes are undertaken in conjunction with the blitz. For 2009/10, it is envisaged that Law
Enforcement Awareness Programmes will continue to take place within the area – namely
Ferndale & Bordeaux.
Clean Up and Greening Campaigns and Special Projects
339
The Region and businesses in the Industrial area manages the environment of the industrial area.
In 2009/10 financial year, cleaning campaigns will take place as part of the RUMP
Implementation programme
A clean up strategy has been developed with Pikitup to address the illegal dumping in Riverlea
Ext 3 and Westbury . The Riverlea Operational Plan encompasses the Riverlea clean-ups.
Residents from Zamimpilo have begun to be relocated to Pennyville until the conclusion of the
project. The protection of the wetlands in the Riverlea will also be undertaken.
The rehabilitation the Bosmontspruit may be added as a Region-driven projectHill Street has
been targeted by the Region in respect of “clean and green” but pruning of trees takes place on
an ongoing basis. For 2009/10, the development of the Brixton project will encompass the “clean
and green” aspect for the area. Furthermore, the pedestrianisation of 7th Street Melville and the
development of the Faan Smit park is a planned project for the area (in the aim of revitalisation of
the “vibey” Melville).
Visible Service Delivery
Through visible service delivery the following were achieved, Urban inspectors appointed to
report on a block-by-block basis and check on progress of service delivery deficits; coordination
meetings with departments/entities and councillors; define corrective actions; escalation of
service delivery deficiencies.
REGION-WIDE 2009/10 PROJECTS
The following table lists the proposed CoJ’s projects to be implemented in all the regions by
department or municipal entities. It also outlines the proposed budget of the CoJ funding, and
total amount including external funding.
Project Description
N17:Improved Access to Soweto / 2010
Soccer World Cup
GK: Balancing tank repairs
GK: Replace gas pipework2700
GK: Balancing tank repairs
Improving the carrying capacity of 14th
Avenue/Weltevreden/Pendoring from
the N1 to Cresta.
Ward
Region wide
Department/ME
Transportation Planning
2009/10 Budget
R 25,000,000
Region wide (89-98)
Region wide (89-98)
Region wide (89-98)
Region wide (86-98)
Johannesburg Water
Johannesburg Water
Johannesburg Water
Johannesburg Roads
Agency
R 830,000
R 1,350,000
R 830,000
R 5,000,000
CITY OF JOHANNESBURG CAPEX PROJECTS- 2009/10
The table below lists the proposed City of Johannesburg projects to be implemented in each
region, by ward and by department or Municipality Entity (ME). It also outlines the proposed
budget of CoJ funding and a total amount including external funding.
Project Description
Randburg Garden Sites
CBD Regeneration Randburg (Hill Street
Upgrade, Closing of Braamfischerville Drive
Which was Heretofore Pedestrianised)
Amazon Jungle
Regulatory Compliance
Upgrading of Zoo infrastructure
Anthea Staff Hostel Redevelopment/Conversion
Randburg Medium Density Housing (Selkirk)
BIN. Oil alarms on oil pressure gauges for
transmission cables
BIN. Rosebank. Install 4 th transformer & feeder
board
BIN.Crown. Establish new 88/11 kV Sub Station
BIR.Harley Street.Replace transformer and
feeder board
340
Ward
104
104
Department/ME
Pikitup
Johannesburg Development
Agency
2009/10 Budget
R 2,000,000
R 5,000,000
73
73
73
60
104
85
Johannesburg Zoo
Johannesburg Zoo
Johannesburg Zoo
JOSHCO
JOSHCO
City Power
R 500,000
R 500,000
R 1,000,000
R 34,480,000
R 21,600,000
R 66,667
106
City Power
R 8,000,000
68
102
City Power
City Power
R 4,875,000
R 10,000,000
BIR.Hursthill.Establish Hursthill sub station
Electrification.Mountain View.5000 houses
ND. Bryanston 6.6 kV conversion
ND. Randburg:The construction of new
infrastructure in newly established townships
ND. Hursthill:The construction of new
infrastructure in newly established townships
ND. Randburg. Establishment of a new ring
ND.Bryanston.11kV conversion
Sandton / Rosebank - Installation and upgrade of
public lighting infrastructure (Randburg):Sandton
/ Rosebank
Service connections: Hursthill
Service connections: Randburg
UG. Vrededorp: Upgrade Electrical Network
DF: Digester
REG B: Delta Basin:Upgrade sewers
REG B: Linden District:Upgrade water
infrastracture
REG B: Sandton:Upgrade supply
REG C: Driefontein Basin: Upgrade sewers
REG C: Kensington B District :Uprade water
infrastructure
REG C: Western klein jukskei Pumped Basin:
Upgrade sewer
REG D: 2010 Soccer World Cup: Install Hurst
Hill booster pump Stn
REG D: Bushkoppies basin: Upgrade sewer
REG D: Corriemoor & Fairlands water district:
Upgrade water infrastructure
REG D: Croby/Hurst Hill: Upgrade supply
REG D: Hursthill-Brixton District:Upgrade water
infrastructure
Thonifho
DF: Digester
69
82
106
104
City Power
City Power
City Power
City Power
R 3,000,000
R 27,500,000
R 22,000,000
R 1,000,000
69
City Power
R 2,000,000
104
106
106
City Power
City Power
City Power
R 4,000,000
R 4,000,000
R 2,500,000
69
104
69
104
90
102
City Power
City Power
City Power
Johannesburg Water
Johannesburg Water
Johannesburg Water
R 6,450,000
R 25,800,000
R 6,000,000
R 10,110,000
R 2,000,000
R 6,910,000
106
88
101
Johannesburg Water
Johannesburg Water
Johannesburg Water
R 2,385,000
R 4,000,000
R 390,000
97
Johannesburg Water
R 7,200,000
69
Johannesburg Water
R 3,500,000
23
86
Johannesburg Water
Johannesburg Water
R 2,700,000
R 7,300,000
69
69
Johannesburg Water
Johannesburg Water
R 3,800,000
R 8,060,000
87
104
Johannesburg Water
Johannesburg Water
R 50,000,000
R 10,110,000
WARD ISSUES BY REGION
The table below portrays ward issues identified by each ward, departments or ME’s responsible,
action required, time frame and allocated resources.
Rgn
Wd Issues
B
68
B
68
B
68
B
69
341
Department/ME What/Action
Slovo Park: To construct a JRA
footbridge across into
Industria from Slovo Park.
Homestead Park: To
Housing
construct a new park
development.
Riverlea Ext 1: To prioritise Housing
the housing development.
To curb crime. A schedule JMPD
from the JMPD and the
SAPS needs to be provided
(May 2008 – June 2009),
detailing how they plan to
deal with the following
problems: Illegal dumping;
Street vendors;
Shebeens; Overcrowding of
residential units. These
problems aff
Who/When
What Resources
To be investigated
JRA
To be investigated
To be determined
after investigation
Budget to be
identified after
investigation
JCP
Housing is currently
developing Pennyville
that will cater for
Zamimpilo &
surrounding
communities
JMPD in partnership
with relevant CoJ
departments, SAPS
and Gauteng Liquor
Licensing developed an
integrated approach to
deal with compliance of
liquor vendors. The
Department through the
City Safety Programme
provided input into the
Housing
JMPD, SAPS,
Gauteng Liquor
Licensing, DPUM,
Pikitup, City Parks,
Environmental
Health, City Power,
Joburg Water, CPF
and Ward Safety
Committee
Dedicated JMPD
and SAPS Officers,
Resources from
relevant CoJ
departments and
ME's Part of
Operating budgets
of departments
Rgn
Wd Issues
Department/ME What/Action
Who/When
What Resources
Provincial liquor policy
and Draft Liquor Bill. If
the input is accepted,
the City will have more
meaningful input into
the process of grating
liquor
licenses. Dedicated bylaw enforcement teams
are in place to deal with
Street Trading, Illegal
dumping, Parks Patrol
and Illegal connections
(Electricity and Water).
A detailed ward based
enforcement
programme will be
developed and
implemented in the
2008/2009 financial
year.
B
69
To upgrade and enlarge
Joburg Water
sewerage structures in the
following areas: Proane
Avenue;
Brixton; Crosby; Mayfair
West; Rossmore;
Langlaagte North,
Hursthill. This is necessary
as the current structures are
a health hazard and
densification of the area has
oc
B
69
B
82
B
82
B
82
To upgrade Sir Drummond
Chaplin Park in the
following areas: Fencing,
Play park area, Walking and
cycle track; Security and
lighting. This will go towards
youth and community
development.
Claremont: To prioritise
Princess Street New Park
Development (also called
Princess Koppies).
Waterval Flats Complex:
This area is in serious need
of high mast/security
lighting.
Newclare/Westbury/Waterv
al/Claremont: To refurbish
housing rental stock
(plumbing, electrical, parks,
etc).
342
City Parks
Budget [2] included
in
“Upgrading &
Renewal” category
of
JW 3 Year Capital
Plan:
FY Budget
2008/09 R2 Million
2009/10 R2 Million
2010/11
Nil
Water replacement
programme is
planned for the
whole city at a
budget of R20
Million in the current
financial year
R50 Million is
planned for
2008/09. The results
of the assessment
study to verify
budget
Provision for funding JCP to submit request R 900 000 CAPEX
to be made in the
for funding to CIMS
& R90 000 OPEX
next Financial Year
JW, Capital
Investment 2008/09
to 2010/11 (Three
Year Capital
Plan)[1]
Housing
No funding available JCP
Provision for funding
to be made in the
next financial year
City Power
Installation of
streetlights
City Parks
Provision for funding JCP to submit request R 700 000 CAPEX
to be made in the
for funding to CIMS
& R 30 000 OPEX
next Financial Year
City power 2009/2010 Capital and/or
operational budget
R1,2 Million
Rgn
Wd Issues
B
82
B
86
B
86
B
86
B
87
343
Department/ME What/Action
To install robots on
JRA
Princess/Brown/Charles
Streets in Claremont
(provision has already been
made for this.)
JRA
To upgrade roads and
stormwater drains. This is
necessary as there is a high
accident rate and there is
increased traffic congestion
- heavy vehicles are unable
to travel on the current
roads. In addition there is
flooding - there has been
water damage; there are
extensive water run-offs and
hard surfaces.
The following needs to be
DPUM
promoted: Law
enforcement; Town
planning; Traffic controls;
Bylaws; Environmental
health. This needs to be
done in an effort to curb
random illegal development,
to promote the development
of suburbs, to curb the
illegal establish
To upgrade the sewerage
Joburg Water
system. There is an
increasing number of
complaints from the
community; as well as
increased density and
sanitation needs to be
looked at.
To subsidise CID projects. DPUM
This will lead to tourism,
crime prevention, financial
incentives (property value),
self reliance and
sustainability.
Who/When
What Resources
Will investigate
JRA
Budget to be
determined after
investigation
Will investigate and
ensure that all roads
and stormwater
drains are
maintained. Upgrade
the following
intersections to South
African Road Traffic
standards: Gordon
Rd/ Eleventh Street
and Long Road;
Johannes Road and
Coronation Street;
Fifth Street, Twist
Street and Tenth
Street; Gordon Road,
Eleventh Street and
Long Road; Long
Road and Eight
Road; Mollie Road
between Eleventh
Street and Twelfth
Street (Mbc). Revise
the traffic signal
phasings at Gordon
Road & Bergbron
Drive to reduce
congestion. Level
one maintenance
planned for Ward 86
for road signs and
markings.
In the 07/08 financial
year there were 6
multi-disciplinary
blitzes and law
enforcement
interventions in the
region as a
whole. Going
forward, Ward 86 will
be considered in
08/09.
Sewer: Condition
assessment
JRA 01/01 – 01/03
JRA Maintenance
Budget OPEX
2008/09 R48
000
JRA OPEX 2008/09
R5 000
JRAOPEX 2008/09
R200 000
Regional Director.
Ongoing
Regional Opex
JW, Capital
Investment
Budget[3] included
in 3 Year Capital
Plan:
FY Budget08/09
nil (cut)09/10 R13
Million
10/11 R14 Million
The rollover of
project might lead to
increase in 09/10
and 10/11 Fys
Regional Opex
The department is
Regional Directors
finalizing the policy
December 2008
on CID support. This
will detail the
amounts available,
qualification criteria
etc. While this
question was raised
in this specific ward,
Rgn
Wd Issues
Department/ME What/Action
B
87
To refurbish pavements and JRA
walkways, with signage for
EMS. This is in line with the
City’s vision and obligations.
It will also increase
accessibility.
B
87
To provide a manned
JMPD
satellite police station
24hr/day as well as patrols.
Surveillance cameras and
tourism ambassadors will
avoid total lawlessness and
prevent the loss in property
values.
B
88
To upgrade the dam wall at City Parks
the botanical garden,
Emmarentia Dam. This will
quell any flooding disasters.
B
88
To implement traffic safety JMPD
measures that will make at
primary and secondary
schools as well as churches
safer. This initiative includes
Mountainview Drive,
Thibault Avenue, Ingalele
Road, Fairbridge Nursery,
John Adamson Drive and
the Milner and De La Ra
B
88
To establish and maintain
Environmental
conservation areas in order Management
to reduce crime by 2010
and create a community
stronghold
344
the work being
undertaken has a
bearing on all
regions.
Existing footways will
be rehabilitated,
those prioritized will
include areas present
serious risks to used
by pedestrians and
cyclists.
The building and
setting up of police
stations is a function
of SAPS National.
Through participation
in joint planning
sessions with the
Gauteng Department
of Community Safety,
the matter was raised
and follow up will be
done. JMPD is in the
process of reviewing
its deployment
strategies to ensure
better visibility and
improve response to
incidences of
reported crime. A
ward based
deployment approach
is envisaged that will
enable the JMPD to
engage more actively
with communities
through Ward Safety
Committees and
CPFs.
City Parks has
brought the matter to
the attention of JRA.
The problem is being
investigated and
necessary
remediation action
planned.
JMPD is in the
process of reviewing
its deployment
strategies to ensure
better visibility and
improve response to
traffic related
incidences. A wardbased deployment
approach is
envisaged that will
enable the JMPD to
better address
community specific
need
The environmental
sector is committed
to ensuring that
conservation areas
are protected and
remain sustainable.
Who/When
What Resources
JRA 2008/09
JRA OPEX 2008/09
JMPD to engage with
the Gauteng
Department of
Community Safety and
SAPS
Police stations not
part of JMPD
budget
Patrols part of
JMPD Operating
budget
JRA & City Parks.
Investigation ongoing
Budget to be made
available in the JRA
Opex
JMPD Immediate and Part of JMPD
ongoing
Operating budget
Environment
Management and
Johannesburg City
Parks driving the
processes
R4 Million CAPEX
and R400 000
OPEX
Rgn
Wd Issues
Department/ME What/Action
B
90
To upgrade security by, for JMPD
example, constructing
palisade fencing and a gate
on Malboro Drive, having
better policing and enforcing
by-laws. This is necessary
as there have been 10
murders in 24 months, there
are many illegal immigrants,
an enormous amou
B
90
B
90
To improve east – west
Transport
mobility. The following are
examples of what needs to
be done in order to achieve
this: Conrad Drive Bridge;
Bompas/Jan Smuts
intersection; Jan Smuts
needs to be widened. This
needs to be done in an
effort to alleviate traffic
congestion
To upgrade the health clinic Health
in Rosebank. The current
clinic is only open one day
per week. This is
inadequate and it is too
small (it is currently held in
one room of the library.)
B
98
To install streetlights at
ISD
Randpark Ridge extension
41 – 3 and 16. This is
necessary as the crime rate
is high.
B
98
To resurface all streets in
JRA
the ward: Smit Street,
Fairland; King
Street; George; Beatrice;
Countess; Repaslie Road;
Du Plessis, Collins Road
(Windsor Glen); Brigish and
Shaka, Monkor Road.
Cornelis Street; (Northcliff).
This refurbishment is
necessary as currently
345
Who/When
Most of the areas in
this region have been
identified and
included in the
current zoning and
declaration
programme. The
operational
programmes
Dedicated by-law
JMPD Already in
Dedicated by-law
place and ongoing
enforcement teams
are in place to deal
with Street Trading,
Illegal dumping,
Parks Patrol and
Illegal connections
(Electricity and
Water). A detailed
ward based
enforcement
programme will be
developed and
implemented in the
2008/2009 financial
year.
Widening of
Gautrans/ Bombela
Bompas/Jan Smuts
will commence
middle September
2008 to be
undertaken by
Bombela, Gautrain
Contractor.
The building currently
being used by the
clinic belongs to
community
development
(libraries) Parkhurst
clinic, which is 5-7 km
away, can be used in
the short-term.
Identification of
alternate building
remains along-term
goal
Phase in over 3
financial years.
Capex funding.
Project scope to
installation of new
infrastructure R1,8
million
A fair amount of
work had been
carried out over the
previous two financial
years; The remainder
will be placed on the
proposed resurfacing
program for 2009/10.
What Resources
Part of JMPD
Operating budget
No budget
implications
Regional health
Region Health
Manager for Region B manager OPEX R6
in the next three years Million
City Power
R4,950 000
JRA 2009/10
JRA Resurfacing
Programme OPEX /
CAPEX 2009/10 R5
Million
Rgn
Wd Issues
Department/ME What/Action
Who/When
What Resources
much damage is caused to
vehicles and there is much
deterioration. In addition,
west – east mobility is
impeded
To upgrade the stormwater JRA
system at Fairland Spruit.
This will mitigate the erosion
of the Spruit banks and
flooding due to increased
water run-off. The river
crossings at Kings Street
(Fairlands), 3rd Avenue and
Edward Street are unsafe.
To upgrade the stormwater JRA
drainage and energy which
affects the improvement of
infrastructure.
To address traffic problems JMPD
that affect the suburbs
needs and desires
B
98
B
99
B
99
B
99
B
102 To implement a better water Joburg Water
supply and sewerage in
Ferndale, Blairgowrie and
Bordeaux because the old
pipes are corroding.
102 To repair the sewerage
Joburg Water
system as repairs are
ineffective and everything
needs an overhaul.
102 To review the road
JRA
infrastructure and to
reassess action in Ferndale,
Blairgowrie and Bordeaux
because of the deterioration
of major and secondary
roads and the congestion
that causes residents to be
trapped on their property.
B
B
346
To institute security in the
neighbourhood and parks,
which will cause a drop in
the crime and
homelessness rate.
JMPD
Project submitted to
2009/10 CAPEX
Cycle for approval.
JRA 2009/10
JRA CAPEX
2009/10 R8 Million
Will investigate
Transport: JRA
To be determined
after investigation
JMPD is in the
process of reviewing
its deployment
strategies to ensure
better visibility and
improve response to
traffic related
incidences. A ward
based deployment
approach is
envisaged that will
enable the JMPD to
better address
community specific
need
JMPD and City Parks
launched a Parks
Safety team in the
2007/2008 financial
year. The joint team
is responsible for
ensuring safety and
law enforcement in
parks and public
open spaces.
Sewer: Condition
assessment
JMPD Immediate and Part of JMPD
ongoing
Operating budget
Sewer: Condition
assessment
JMPD and City Parks JMPD and City
already in place and
Parks joint task
ongoing
team Part of JMPD
and City Parks
Operating budgets
JW, Capital
The results of the
Investment Verification assessment study to
by July 08
verify budget
allocations
JW, Capital
The results of the
Investment Verification assessment study to
by July 08
verify budget
allocations
Will investigate. New JRA 01/07 – 30/09,
JRA CAPEX
traffic signal planned 01/10 – 31/12 and
2008/09 R250 000
01/01 – 31/03
for Conrad/
JRA OPEX 2008/09
Blairgowrie. SARTSM
R137 000
upgrade at 17
JRA OPEX 2008/09
existing signalised
R35 000
intersection. Revising
traffic signal/phasings
at 7 intersections.
REGION C
Region C comprises of Roodepoort, Florida Park, Ruimsig, Randpark Ridge, North Ridding
Cosmo City, Braamfischerville and Thulani. The suburbs in the north of Roodepoort include
Ruimsig, Strubensvalley, Honeydew, and Little falls are among the most attractive residential
areas in the metro which are considered to be at the upper end of the socio-economic spectrum,
and informal settlements such as Zandspruit, Sol Plaatje at the lower end. Two substantial
townships, Cosmo City and Braamfischerville are situated on the region's western and northern
borders.
The section below outlines some of the key urban management interventions in the region. These
interventions are summarised by key regional focus areas as listed above. The table identifies the
areas of decay, key interventions required, enforcement plans and campaigns envisaged for the
region.
Urban Management Activities by Focus Area
AREAS OF FOCUS
Roodeopoort
Cosmo City
Greater Princes Area
Zandspruit Informal Settlement
Braamfischerville
WARD NUMBER
84
100
71 & 83
100
44
Addressing Urban Decay
In the Roodepoort the main areas of decay are where illegal taxi ranks have emerged and where
illegal dumping takes place, Illegal land use (Informal street traders into designated market areas,
Scrap metals and shack farming). There are also a number of dilapidated buildings in the inner
city and missing manholes. To address these challenges, a number of interventions were
undertaken city wide, namely:
 Inspection of scrap metal dealers to check permits and compliance;
 Workshops with informal traders CoJ trading policy;
 Task team established with an operation plan; and
 Assessment of the CBD was completed 2008.
For 2009/10 financial year, these programmes will be intensified with main focus on implementing
programmes in the of Roodepoort renewal plan.
In Cosmo City and Greater Princes Area the focus has been around the issues of illegal dumping,
by law enforcement, illegal businesses and land use as well as illegal building structures in the
residential area in Cosmo City and Informal settlement of Itsoseng encroaching on Cosmo Land
as well as lack of lack of transportation, social, community & other facilities & services. To
address these challenges, a number of interventions were undertaken, namely:
 Establishment of Law enforcement committee to deal with illegal land uses and educational
campaigns;
 Focused operations conducted on illegally operating business contravening land use rights
 Taverns and shebeens operating illegally have been closed down and warrants of arrest
executed on non complying business owners
 Development of trading markets and assisted traders to obtain funding;
 Land valuation and land rights survey;
 Offenders fined for illegal dumping
 Operations on illegal immigrants employed illegally at construction sites conducted
Whereas, in Zandspruit the areas focus were around upgrading of informal settlement, illegal
dumping grey water problems. In relation to these challenges, the plan is to accelerate service
347
delivery and ensure sustainability of programmes. Furthermore, an area based task team has
been instituted in order to monitor the implementation of the environmental and health risks plans.
Implementing law enforcement
In Zandspruit, a series of law enforcement interventions have been planned through the regions
Law Enforcement Task Team (LETT). In 2008/09 law enforcement operation were conducted on
taverns and shebeens and workshops held the communities to educate them on various
legislation. Furthermore, illegal electricity connections were disconnected. For 2009/10, it is
envisaged that Law Enforcement Awareness Programmes will continue paying particular
attention to Roodepoort, Zandspruit and Cosmo City. in 2009/10 For 2009/10 financial year,
unmarked law enforcement vehicles to be deployed Zandspruit to deal with illegal dumping.
Stakeholder engagement
Every month the ward councillors in the region host a ward councillors forum to engage roleplayers on common programmes and developmental commitments to date. Furthermore, Law
Enforcement Awareness Programmes are undertaken in conjunction with the blitzes. By-law
education session held with Zandspruit community on illegal dumping and waste management.
All children in school (Zandspruit) educated on road safety and pedestrian safety. A follow-up
educational campaign will be conducted due to the widening of Beyers Naude. Going forward, the
plan is to sustain law enforcement activities, and intensify workshops with relevant stakeholders
Clean Up and Greening Campaigns and Special Projects
The Region and businesses in the Industrial areas of Roodepoort manages the environment of
the industrial area in line with the Beautification of Roodepoort programme in partnership with
Johannesburg City Parks
In Cosmo City, a substantial number of trees were planted as part of the city wide tree planting
programme and 2 parks completed. Although, Environmental Management Plan has been
finalised it will only be implemented once funding is available. In Greater Princess, clean-up
campaigns in partnership with Pikitup, CDW’s and Community were successfully undertaken. In
2009/10 financial year, cleaning campaigns will be intensified as part of the RUMP
Implementation programme.
A clean up strategy has been developed with Pikitup to address the illegal dumping in
Braamfischerville. Furthermore, City Parks completed Braamfisherville Park and distributed more
than 6000 trees. For 2009/10, City Parks is planning to develop walks ways and continue
implementing greening programme in the area. In Zandspruit, clean up operation were conducted
and offenders fined for illegal dumping and vandalism.
Visible Service Delivery
Through visible service delivery the following were achieved, Urban inspectors appointed to
report on a block-by-block basis and check on progress of service delivery deficits; coordination
meetings with departments/entities and councillors; define corrective actions; escalation of
service delivery deficiencies.
Going forward, is to continue monitoring the street naming project in Braamfischerville, accelerate
service delivery in the entire region as well as implementing programmes aimed at addressing
issues of illegal dumping, vandalisms and environmental health risk issues.
348
REGION-WIDE CAPEX PROJECTS- 2009/10
The following table lists the proposed CoJ’s projects to be implemented in all the regions by
department or municipal entities. It also outlines the proposed budget of the CoJ funding, and
total amount including external funding.
Project Description
GK: Balancing tank repairs
GK: Replace gas
pipework2700
GK: Scada upgrade
FIRE Equipment For New Fire
Engines (jaws of life, breathers
for Gautrain)
Ward
Region wide (89-98)
Region wide (89-98)
Department/ME
Johannesburg Water
Johannesburg Water
2009/10 Budget
R 830,000
R 1,350,000
Region wide (89-98)
Region wide
Johannesburg Water
Emergency Management
Services
R 20,000
R 2,000,000
CITY OF JOHANNESBURG CAPEX PROJECTS- 2009/10
The table below lists the proposed City of Johannesburg projects to be implemented in each
region, by ward and by department or Municipality Entity (ME). It also outlines the proposed
budget of CoJ funding and a total amount including external funding
Project Description
(2010) Ruimsig Stadium
Bramfisherville Multipurpose
Cosmo City
BIN. Lutz sub station
BIN. Lutz: Bulk Infrastructure. Servitudes for
transmission lines.
BIN. New twin Zebra lines from Lutz to T-point
BIN. Peter Road. Install third 88/11 kV 40 MVA
transformer
BIN.Pennyville.New 88/11 kV sub station
BIR. Roodetown. Install additional 88/33 kV 40
MVA transformer, extend building and refurbish.
ND. Randburg:The construction of new
infrastructure in newly established townships
ND. Roodepoort: The construction of new
infrastructure in newly established townships
Service Connections: Roodepoort
UG. North Riding: Upgrade Electrical Network
Bram Fischerville Gravel Roads
Cosmo City Taxi Facilities
Cosmo City Reservoir
DF: Extension Lanseria/Drief
NW: Install sludge conveyor
NW: Refurb clarifier
NW: Structural Refurb Bridges
NW: Unit 3 clarifier refurb
NW: Unit 5 mod 2 / Lanseria
REG C: 2010 Soccer World Cup: Install fire
hydrants at Cecil Payne Stadium
REG C: Heldekruin District: Upgrade Water
Infrastructure
REG C: Honeydew Boschkop District Upgrade
Water Infrastructure
REG C: Planned replacement of sewers
REG C: Planned replacement of watermains
REG C: Replace Sewers identified by OPS
Infrastructural and upgrading of facilities
Pennyville -Contsruction of Bridges, Bulk Water
Sewer, Roads & Stormwater
Princess Plot 61 Roads & Stormwater, Bridge
Culverts
Zandspruit Phase :Contsruction of Bridges, Bulk
Water Sewer, Roads & Stormwater
349
Ward
97
49
100
97
97
Department/ME
Community Development
Community Development
Community Development
City Power
City Power
2009/10 Budget
R 3,000,000
R 4,000,000
R 15,000,000
R 15,000,000
R 10,000,000
97
97
City Power
City Power
R 12,000,000
R 20,000,000
70
71
City Power
City Power
R 6,000,000
R 9,598,441
104
City Power
R 1,000,000
71
City Power
R 2,000,000
71
100
49
100
100
97
71
71
71
71
71
85
City Power
City Power
Johannesburg Roads Agency
Transportation Planning
Johannesburg Water
Johannesburg Water
Johannesburg Water
Johannesburg Water
Johannesburg Water
Johannesburg Water
Johannesburg Water
Johannesburg Water
R 10,800,000
R 6,500,000
R 30,000,000
R 3,000,000
R 17,300,000
R 70,765,000
R 2,215,000
R 2,625,000
R 11,340,000
R 1,540,000
R 2,700,000
R 1,000,000
85
Johannesburg Water
R 2,800,000
85
Johannesburg Water
R 9,285,000
85
85
85
85
70
Johannesburg Water
Johannesburg Water
Johannesburg Water
Roodepoort Theatre
Housing Division
R 2,500,000
R 25,000,000
R 150,000
R 1,000,000
R 5,470,000
85
Housing Division
R 3,000,000
100
Housing Division
R 3,100,000
Pennyville Social Housing
Roodepoort Medium Density Rental Units
70
71
JOSHCO
JOSHCO
R 8,000,000
R 26,400,000
WARD ISSUES BY REGION
The table below portrays ward issues identified by each ward, departments or ME’s responsible,
action required, time frame and allocated resources.
Rgn Wd
C
44
C
44
C
44
C
49
C
49
C
49
C
49
C
49
C
49
350
Issues
To build storm water
drainage.
To establish infrastructure,
e.g. tarring of streets, to
construct storm water
drainage, to install
streetlights/high mast
lights and to upgraded
transformer systems
To establish infrastructure,
e.g. tarring of streets, to
construct storm water
drainage, to install
streetlights/high mast
lights and to upgraded
transformer systems.
To develop a clinic, police
stations, schools, and a
library at
Braamfischerville. To
develop a swimming pool
at Tshepisong.
To construct traffic lights at
Impala Road and a foot
bridge from Tshepisong
East to Tshepisong
Proper.
To secure land for further
council usage.
Department/ME What/Action
City Power
Will investigate and
implement
JRA
Included in the
Stormwater Master
planning project
submitted for
approval in the
2009/10 CAPEX
budget cycle
City Power
To install street light
infrastructure
(Braamfischerville)
Installation of new
street lights as per
master-plan and as
CAPEX funding allow
Health
A site (numbers 3000
and 3001) has been
identified. However,
there is a need to get
alternative site nearer
to Roodepoort Road.
Transport
Road signs to be
installed. Footbridge
will be investigated
Who/When
Transport: JRA
Economic
Development
To build a linking bridge
from Braamfischerville to
Tshepisong (which will
facilitate access to
Leratong Hospital) and
reduce the traffic
congestion.
To tar Abbess Drive from
ext 12 to ext 13,
Braamfischerville. To tar
Sipho Hashi Street in
Tshepisong.
To develop a clinic, police
stations, schools, and a
library at
Braamfischerville. To
develop a swimming pool
at Tshepisong.
Transport
JPC have a
programme to
acquire land in
various regions for
housing projects,
industrial and
agriculture use
Conduct feasibility
study
JRA 2009/10/11
What Resources
To be determined
after investigation
JRA Stormwater
Master planning
CAPEX 2009/10/11
R2 Million per year
City Power
2009/2010
MIG Funding and
CAPEX R 3.5 Million
Gauteng Health
Department
Gauteng Health
Department OPEX
R2 Million
JRA 2008/09
JRA OPEX 2008/09
R5 000
JPC
2008/09
JRA 2009/10
JRA
CAPEX 2009/10
R150 000
Transport
Considered in priority JRA
list within
Braamfischerville.
2008/09 Budget
CAPEX
Community
Development
Capital Projects to be
Development of a
multi purpose centre completed end 31/10
is currently underway - 2008
and is 85%
completed. Another
process is underway
to appoint consultants
for the development
of a library.
Capital projects in
partnership with
NDPG CAPEX 2008
(R3 Million)
Rgn Wd
C
50
Issues
To build a sewerage
system; the whole ward
suffers from a terrible
smell as a result of
overflow of existing
latrines and insufficient
water pipes for the
increased number of
usage.
Department/ME What/Action
ISD
Water to be assessed
after completion of
OGA.
Sewer: upgrading has
been identified
through network
model
C
50
To build a primary school
in extension 2.
CSU
Department of
Education
C
50
To build/programme a
Economic
skills development centre, Development
for which the building can
also be used for a library,
and to build an MPCC
which will aid in SMME
development.
C
70
To improve service
delivery.
C
70
To do away with informal Economic
trading in the Florida CBD. Development
351
JMPD
Thulani School was
built by Provincial
Department of
Education in 2008/09
The legal entity for
Skills Hub is being
established and will
service economicallydriven skills needs of
all regions. This is
being done in
consultation with
Community
Development.
Four skills centers
are servicing region
C. However none of
these are currently
providing any training
programmes
currently. Last time
training programmes
were offered was in
2007 and focused on
sewing. Currently
only a sewing
programme is being
offered is for 20 aged
women.
Dedicated by-law
enforcement teams
are in place to deal
with Street Trading,
Illegal dumping,
Parks Patrol and
Illegal connections
(Electricity and
Water).
A detailed ward
based enforcement
programme will be
developed and
implemented in the
2008/2009 financial
year.
There is a
Demarcation Policy
Programme in line
with Informal Trade
Policy approved by
council. An area
assessment will be
carried out to
determine suitability
of the area in line with
by-laws. The traders
Who/When
JW, Capital
Investment
2008/09 to 2010/11
(3 Year Capital
Plan)[4]
What Resources
Budget[5] included in
“Upgrading &
Renewal” category of
JW 3 Year Capital
Plan:
Budget 2008/09 R10
Million,
2009/10 R11Million
2010/11 R2 Million
Other source of
funding is MIG which
is pending
The CoJ Skills
Strategy was
launched on
12/08/2008 to a
targeted group of
over 100 public and
mainly private sector
partners. The Skills
Hub Business Plan
and Funding Model
was approved was
approved by the
Mayoral Committee
on 14th October in
February 2008.
Planning for the roll
out of Skills Services
via the Skills Hub has
commenced since
beginning of new
financial year from
2008/09. Onwards
with budget approval.
In 2008/9 Skills
Programme budget,
R 7, 941 Million has
been allocated for the
COJ Skills Hub. The
current programmes
that will be included
in this budget include
Phase II of the
Labour Market
Information
Database, Phase II of
the RPL Project and
the establishment of
the Skills Hub as a
not-for gain Section
21
JMPD, SAPS and
Part of JMPD and
identified role players SAPS Operating
budgets
2008/09 rollout. MTC Line Budget of MTC
and Transport
Rgn Wd
C
70
C
70
C
70
C
70
C
70
352
Issues
Department/ME What/Action
will then be issued
with smart cards. This
work is being done in
partnership with other
departments and
ME's.
To do away with informal JMPD
Dedicated by-law
trading in the Florida CBD.
enforcement teams
are in place to deal
with Street Trading,
Illegal dumping,
Parks Patrol and
Illegal connections
(Electricity and
Water).
A detailed ward
based enforcement
programme will be
developed and
implemented in the
2008/2009 financial
year.
CoJ needs to budget
To upgrade the taxi rank in Transport
the Florida CBD.
for the upgrading of
the taxi rank as
required.
To upgrade facilities for
Community
Appropriate studies
disabled persons.
Development
will be done to
assess the extent of
the problem & cost
implications.
To upgrade social
Community
A crèche has just
structures, e.g. churches, Development
been completed,
sport and recreation
handed over to the
City. A library will also
facilities as well as lakes.
provided.
To upgrade health care
DPUM
An Urban
facilities, Florida Station,
Development
railway bridges, Fleurhof
Framework is being
Informal Settlements,
done in the 2008/09
Rand Leases and ablution
financial year. The
facilities.
framework covers the
Florida, Unified,
Maraisburg,
Bosmont, Newclare
and Westbury Rail
Stations. The
Framework will
propose strategies for
the development of
vacant/underutilised
land between the
stations, and
thereafter provide
detailed design
frameworks for two
stations. A special
unit is being
established within
DPUM, which will be
dedicated to the ‘fasttracked’
regularisation of
informal settlements,
where feasible. The
City’s Housing
Department has
completed the
Who/When
What Resources
JMPD Already in
place and ongoing
Part of JMPD
Operating budget
Transportation
Planning and
Regulation 2009/10
Transportation
Planning and
Regulation OPEX
R10 Million
R500 000
2009/10 financial
year
Capital Projects
Private sector
funding, August &
October 2008
respectively
Private sector funding
(R3.5 Million)
Regional Director
Housing
Formalisation unit
September 2008
Departmental opex
Rgn Wd
Issues
C
To do away with urban
decay in the CBD and
Florida in general.
70
Department/ME What/Action
requisite feasibility
studies and a process
is underway to
determine how many
of the informal
settlements in the
City are appropriate
for ‘fast-tracked’
regularisation.
DPUM
Special operations
and area
management like
multi disciplinary
operations will be
directed at bad
buildings, illegal taxi
ranks, illegal
accommodation
establishments and
illegal land uses,
noise and night clubs.
Who/When
What Resources
Regional Director and Regional OPEX
City’s law
enforcement
agencies. Between
July 2008 and
January 2009
An urban
management
operation was carried
out in May 2008 for
this area and regular
follow up operations
will be directed at this
area.
C
70
C
70
353
To upgrade health care
Health
facilities, Florida Station,
railway bridges, Fleurhof
Informal Settlements,
Rand Leases and ablution
facilities.
Urban management: To
DPUM
consider issues of urban
decay. Do away with
urban – such as informal
trading, taxi rank upgrade,
ablution facilities, facilities
for disabled people
An Urban
Development
Framework is being
done in the 2008/09
financial year. The
framework covers the
Florida, Unified,
Maraisburg,
Bosmont, Newclare
and Westbury Rail
Stations. The
Framework will
propose strategies for
the development of
vacant/underutilised
land between the
stations, and
thereafter provide
detailed design
frameworks for two
stations.
Region health
Minor upgrading of
manager for Region
Florida Clinic has
C
been undertaken in
2006/7 (R72 000) and
2007/8. (R40 000)
Regional Director
Multi disciplinary
operations directed at Ongoing
bad buildings, illegal
taxi ranks and
hawking, illegal
accommodation
establishments,
illegal land use, noise
and night-clubs.
Region health
manager
OPEX R112 000
Regional Opex
Rgn Wd
C
70
C
71
C
71
C
71
C
71
C
71
354
Issues
To upgrade social
structures, e.g. churches,
sport and recreation
facilities as well as lakes.
Department/ME What/Action
City Parks
City will investigate
the nature and status
of the lake and
develop a plan to
upgrade/rehabilitate
based on the results.
To establish mobile clinics. Health
The clinic that is
within walking
distance can be used.
In addition this clinic
can undertake
outreach campaigns
and additional health
promotion outlets
throughout the ward.
To establish information
Community
A feasibility study will
centres.
Development
conducted & funding
applications to be
made
To establish mobile police JMPD
The building and
stations.
setting up of police
stations is a function
of SAPS National.
Through participation
in joint planning
sessions with the
Gauteng Department
of Community Safety,
the matter was raised
and follow up will be
done. JMPD is in the
process of reviewing
its deployment
strategies to ensure
better visibility and
improve response to
incidences of
reported crime and
traffic related matters.
A ward based
deployment approach
is envisaged that will
enable the JMPD to
engage more actively
with communities
through Ward Safety
Committees and
CPFs.
To exploit the availability Housing
A number of sites
of land at Matholesville for
have been identified
rezoning.
by housing
Department and
discussed with the
Department of
Education for
rezoning.
Dependent on
decision of
Department of
Education
To proclaim Princess Plot Housing
Draft layout plan
for housing development.
available. Township
establishment
currently being
prepared. Requesting
permission for
construction to start
on site prior township
Who/When
What Resources
Aquatic Specialist to Budget to be made
investigate status quo available in OPEX
before the end of
2008/09
Region C Regional
health manager and
health promoters.
Gauteng Health
Department
OPEX Within existing
operational budget for
2008/09
Capital Projects
2009/10 financial
year.
CAPEX 2009/10 R12
Million
JMPD to engage with
the Gauteng
Department of
Community Safety
and SAPS
Police stations not
catered for in JMPD
budget Patrols will
form part of JMPD
Operating budget
Housing / Dept. of
Education
GDoH Dec 2009
Provincial subsidies
Rgn Wd
Issues
C
71
C
83
To upgrade Davidsonville
Parks by fencing around
toilets and taps.
To upgrade the clinic
facilities and to extend
these services to 24/7
basis.
C
83
To form a CPF and a
neighbourhood watch.
JMPD
C
84
To upgrade and enlarge
the Rex Street Clinic.
Health
C
84
To train unemployed
persons and to provide
them with skills.
Economic
Development
355
Department/ME What/Action
establishment
completed
Environmental Provision for funding
Management
to be made in the
next Financial Year
Health
There is an extended
hours evening clinic
from 16-18h00
Each of the SAPS
Each of the SAPS
stations in
Johannesburg has an
established CPF
(Legislative
requirement).
Communities should
approach their local
SAPS station for
more details on active
CPF participation and
neighbourhood watch
programmes. JMPD
actively participates
in CPF forums.
Motivation for
extension of clinic
have been made to
the COJ Health
Department
Skills Strategy
Launched in Aug
2008. Establishing
Skills Hub as a legal
entity. Skills Hub will
be delivery vehicle for
all economic driven
skills project and will
be linked to satellite
skills across all
regions in
consultation with
Community
Development. In
addition public
participation
workshops will be
part of the Skills Hub
rollout. The approach
in Skills Strategy is to
be both Customer
and demand driven.
Four skills centers
are servicing region
C. However none of
these are currently
providing any training
programmes
currently. Last time
training programmes
were offered was in
2007 and focused on
sewing. Currently
only a sewing
programme is being
offered is for 20 aged
Who/When
What Resources
JCP to submit
request for funding to
CIMS
Region C Regional
health manager
R2 Million CAPEX &
R200 000 OPEX
Ward Safety
Committee, SAPS,
CPF
Gauteng Health
Department OPEX
For payment of
operational costs
towards the additional
service hours
No budgetary
implications
Regional health
manager for Region
C
Regional health
manager OPEX R2
Million
Roll out commences
2008/09. Skills Hub
legal entity being
established.
In 2008/9 Skills
Programme budget,
R 7, 941 Million has
been allocated for the
CoJ Skills Hub. The
current programmes
that will be included in
this budget include
Phase II of the
Labour Market
Information
Database, Phase II of
the RPL Project and
the establishment of
the Skills Hub as a
not-for gain Section
21 Company.
Rgn Wd
Issues
Department/ME What/Action
women.
To institute traffic
Transport
Will investigate and
interventions from Albert
implement
Street/Cornish to Haak en
intervention as
Steek to JG Strijdom, e.g.
allowed for within
traffic circuits/other.
08/09 budget.
To identify a road reTransport
Update Resurfacing
surfacing programme.
programme.
C
89
C
89
C
89
C
100
C
100
To put up highly-needed
street lights, especially in
the non-formal
settlements.
ISD
C
100
To acquire privatelyowned land for facilities.
Housing
C
101
To establish street patrols JMPD
and police visibility.
C
101
To establish traffic-control JRA
mechanisms such as
speed bumps.
356
To widen JG Strijdom
Transport
Drive from Jim Fouche to
John Vorster Drive and
Jim Fouche from Hendrik
Potgieter to Beyers
Naude.
To create a one-stop
Community
centre in order to integrate Development
all government services.
Who/When
What Resources
JRA 2008/09
JRA 2008/09 R50
000
JRA 2008/09 and
2009/10
JRA Resurfacing
programme OPEX
2008/09 and 2009/10
JRA 2008/09
Will investigateJRA 2008/09
Geometric upgrading.
Project started;
fencing & earthworks
already completed.
Process of appointing
a contractor is
underway.
To install High Masts.
50 percent to be
installed 2007/08 in
formal settlement and
Zandspruit X 2009-10
R1.1 Million
Capital Projects
2008/09/10
Funding request
made with NDPG &
MIG CAPEX (R20
Million)
City Power
2007/2008
2008/2009
As building of new
health facilities is
competency of
Provincial Health
Department this
request has been
forwarded to the
Gauteng Health
Department.
Each of the SAPS
Each of the SAPS
stations in
Johannesburg has an
established CPF
(Legislative
requirement).
Communities should
approach their local
SAPS station for
more details on active
CPF participation and
neighbourhood watch
programmes. JMPD
actively participates
in CPF forums.
Will implement if
identified as the
priority one measure
through the ward
based road safety
process; Speed
humps to be included
in the ward based
safety programme.
Region health
manager for Region
C and the Gauteng
Health Department to
motivate for inclusion
into the next five
years capital budget
programme.
MIG Funding and
CAPEX
Application in process
for the final 50
percent R1.1 Million
Business plans in
place
R2100 000
R7.5 Million
JMPD, SAPS, Ward
Safety Committee
and CPF Immediate
and ongoing
CPF participation and
community street
patrols does not have
budgetary
implications for
JMPD
Visible patrols form
part of JMPD
Operating budget
JRA 2008/09
JRA Ward based
Safety Programme
2008/09 R25 000 per
ward
Rgn Wd
C
101
C
101
C
101
C
101
C
101
357
Issues
Department/ME What/Action
To establish small garden Environmental To ensure
areas and city parks.
Management
sustainability, sites to
be fully investigated
with proper
environmental
considerations taken
care of. Community
Development, DPUM,
Environment, JCP
and JPC to consider
the matter and
finalize the protocol.
Meeting to discuss
wider protocol for
urban Agriculture to
be facilitated by end
June 2008 (Comm
Dev and
Environment)To
ensure sustainability,
sites to be fully
investigated with
proper environmental
considerations taken
care of. Community
Development, DPUM,
Environment, JCP
and JPC to consider
the matter and
finalize the protocol.
Meeting to discuss
wider protocol for
To maintain roads.
JRA
Will be donemaintenance
programme.
To upgrade roads,
JRA
Maintenance and
pavements, road markings
updating
and demarcations as well
Level one road
as developing
marking and traffic
infrastructure and local
signs are planned for
storm water drainage.
Ward 101.
To encourage community JMPD
Each of the SAPS
participation in the CPF.
Each of the SAPS
stations in
Johannesburg has an
established CPF
(Legislative
requirement).
Communities should
approach their local
SAPS station for
more details on active
CPF participation and
neighbourhood watch
programmes. JMPD
actively participates
in CPF forums.
To trim trees
City Parks
Pruning of trees to be
done before end of
the year.
Who/When
Van der Hoven Park
Depot will in
consultation with the
stakeholder identify
and agree on the
land to be used.
What Resources
Tractor to assist in
ploughing. Fertilizer
to be donated to
community members.
JRA 2008/09
JRA Maintenance
Programme OPEX
2008/09
JRA OPEX 2008/09
R200 000
JRA 2008/09
SAPS, Ward Safety No budgetary
Committee and CPF implications
Teams from Street
Trees Depot and
Contractors
Operating Budget
REGION D
Region D is strictly Soweto. The established areas of Region D are largely composed of the old
"matchbox" houses built to provide cheap accommodation for Joburg's workers during the
apartheid era. However, there are also large areas of informal settlements, the most extensive
being in Doornkop /Thulani, Ebumnandini, Protea South, Chris Hani, Slovo Park and Freedom
Square. Hostels, originally built to house male migrant workers in the most basic of
circumstances, are a feature of Soweto. Many of these have been improved and now
accommodate couples and families. However, with a history that did not allow the creation of
major employment centres within Soweto, almost all its working people have to commute to work
in other areas of Johannesburg.
Urban Management Activities by Focus Area
The section below outlines some of the key urban management interventions in the region by
areas of focus. These interventions are summarised by key regional focus areas which identifies
the areas of decay, key interventions required, law enforcement plans and clean up campaigns
envisaged for the region, stakeholder engagement and visible service delivery plans.
AREAS OF FOCUS
Soweto
WARD NUMBER
11, 12, 13, 14, 15, 16, 19, 20, 21, 22, 24, 25, 26, 27, 28, 29, 30, 31, 33, 34, 35, 36,
37, 38, 39, 40, 41, 42, 43, 45, 46, 47, 48, 51, 52 and 53
Addressing Urban Decay
The regional administration focuses on train stations as regular sites of urban decay and focuses
primarily on by-law enforcement particularly in terms of regular maintenance, illegal trading,
environmental health, and live-stock management. Notably the stations targeted are Inhlanzane,
Dube, Naledi, Orlando and Kliptown. In all these focus areas the administration continues to
implement education.
The regional administration also focuses council-owned facilities and land, particularly the
removal of illegal taxi ranks, mainly in Jabulani, Naledi and Dobsonville, illegal dumping and
regular land-use management largely in Meadowlands, Chiawelo and Pimville. In 2008/09 the
administration demolished the decaying FNB building and fenced it to prevent further occupation
and removed the illegal brick building next to the SAPS in Meadowlands.
In 2008/09 all the industrial parks were investigated for upgrading. In 2009/10 the administration
will be implanting the recommendations of the study and revamping all the industrial parks in the
region.
009/10. In 2009/10 the administration will be auditing all council-owned facilities for land-use
management and will address infringements as they arise. This year the JPC will be addressing
the issue of under-utilised schools in Soweto.
Law enforcement
A variety of law enforcement campaigns have been put in place to address illegal car washes at
Bara Taxi Rank, removal of a variety of illegal activities at the Kliptown precinct and Jabulani mall
and the removal of illegal scrap yards. Illegal nightclubs have had their equipment confiscated
and impounded. Informal traders will be regulated on a block-by-block basis in 2009/10. The city
is in legal processes with illegal coal yards anticipating their removal in 2009/10.
Stakeholder Management
In 2008/09 the Soweto Urban Growth Forum, comprising representatives from different sectors in
the community and in the city was established. In 2009/10 the region will conduct councillor
briefing sessions on a variety of issues include street-renaming.
358
Clean Up and Greening Campaigns and Special Projects
In Naledi, Moroka North and Protea specifically targeted illegal dumping campaigns will be
conducted particularly using pocket/urban parks as an instrument. There are significant
engagements with Eskom and Transnet to address maintenance and effective management of
servitudes around train stations and power installations.
After an audit in 2008/09 all the council open spaces will be cleaned through a programme
implemented by Environmental management in the region. Mofolo and Jabavu Parks have now
been declared as regional parks.
In order to address transport in the region, the administration has compiled a proposal with
Joburg Roads Agency to address intra and extra mobility. To add value to improved transport in
the region, an audit of traffic signage requirements was undertaken in 2008/09 and the
recommendations’ will be implemented in 2009/10. Furthermore the first phase of the Bara link
project has been initiated and will be continued into 2009/10 funds allowing.
The site has been cleared for the Orlando Ekhaya project and will commence in February 2009.
Visible Service Delivery
The Dobsonville and Ikhwezi precincts have received Phase 1 approval and are awaiting budget
allocations in 2009/10.
As an extension of the commitment to a community park in Moletsane the stand at 846 and 847
in Moete Street has gone through preliminary planning and will be fully completed in 2009/10.
Six urban inspections were undertaken with ward representatives. Sub-Area 7 recently received
the additional capacity of a service delivery officer.
Region- Wide Capex Project
The table below lists the proposed City of Johannesburg region-wide projects to be implemented
department or Municipal Entity (ME).
Project Description
Skills Development Centres
GK: Aerators, mixers, Mod 3
GK: Sludge dams empty/line
Operation Gcin amanzi
Public Lighting. Soweto
Klipspruit River greening
throughout Soweto
Ward
Region wide
Region wide (89-98)
Region wide (89-98)
Region wide
Region wide
Region wide (D)
Department/ME
Community Development
Johannesburg Water
Johannesburg Water
Johannesburg Water
City Power
2010
2009/10 Budget
R 600,000
R 6,710,000
R 1,200,000
R 200,000,000
R 9,500,000
R 40,000,000
CITY OF JOHANNESBURG CAPEX PROJECTS- 2009/10
The table below lists the proposed City of Johannesburg projects to be implemented in each
region, by ward and by department or Municipality Entity (ME). It also outlines the proposed
budget of CoJ funding and a total amount including external funding.
Project Description
(2010) Orlando Stadium Precinct
Dobsonville Stadium Precinct
Greening of undeveloped soccer fields in Soweto
(2010) Orlando Stadium Precinct
DF: Conc lining to overflow dam
NW: New PSTs Unit 3 Phase 2
Ward
39
48
52
39
43
24
REG E: Bushkoppies Phase 1 Basin: Upgrade
Sewers
23
359
Department/ME
Community Development
Community Development
Community Development
Community Development
Johannesburg Water (JW
Johannesburg Water
Johannesburg Water
Johannesburg Water
2009/10 Budget
R 54,143,640
R 25,796,782
R 8,000,000
R 54,143,640
R 3,750,000
R 16,655,000
R 6,000,000
REG E: Decommission Klipspruit Relief outfall
sewer
REG E: Districts west of Soweto: Upgrade water
infrastructure Phase 2
REG E: Planned Replacement: Sewers
REG E: Planned Replacement: Watermains
REG E: SW Basin: Upgrade sewers
Baralink(Motsoaledi)
Doornkop (Green Village)-Construction of Bridges,
Bulk Water Sewer, Roads & Stormwater
Kliptown combined
Thulani Infill Retention Ponds
Tshepisong Proper – Stormwater
Tshepisong West – Water Supply Main and
Reservoir
Klipspruit Hostel
Lawley Ext 3 (Road and Storm water bridge culvert)
Old Age Homes
BIR. Orlando. Replace 88 kV breakers.
Electrification. Sol - Plaatjie
Public lighting. Dobsonville.
BRT Station Precincts in Soweto (Precinct
Development on Main Routes) Need to apply for
NDPG funding
High Streets: Vilikazi (Linking Vilakazi Street to
Streets of Heritage Significance - Tourist Route)
Jabulani & Jabavu Regional Park (Development)
Orlando Wetlands Park
Parks Development and Upgrade in Orlando
Gardens
Soccer City Precint
Klipspruit Staff Hostel Redevelopment/conversion
Orlando Ekhaya Staff Hostel Redevelopment
Orlando eKhaya Link Services
23
Johannesburg Water
R 6,500,000
23
Johannesburg Water
R 3,000,000
23
23
23
24
14-15
Johannesburg Water
Johannesburg Water
Johannesburg Water
Housing Division
Housing Division
R 5,000,000
R 10,000,000
R 10,000,000
R 38,325,000
R 30,000,000
37-18
13
49
49
Housing Division
Housing Division
Housing Division
Housing Division
R 16,665,299
R 3,920,000
R 1,000,000
R 4,239,423
11
7
Housing Division
Housing Division
R 10,000,000
R 3,285,000
7
24
46
47
37
Housing Division
City Power
City Power
City Power
Johannesburg
Development Agency
R 2,000,000
R 10,000,000
R 5,000,000
R 4,000,000
R 45,000,000
38
Johannesburg
Development Agency
Johannesburg City Parks
Johannesburg City Parks
Johannesburg City Parks
R 46,000,000
R 50,000,000
R 36,800,000
R 12,000,000
R 1,000,000
Soweto Empowerment Zone
24
Property boomshare (land purchasing - Soweto)
36
2010
JOSHCO
JOSHCO
Johannesburg Property
Company
Department of Economic
Development
Johannesburg Property
Company
34
39
39
24
11
39
39
R 5,000,000
R 4,500,000
R 1,000,000
R 15,000,000
R 1,000,000
WARD ISSUES BY REGION
The table below portrays ward issues identified by each ward, departments or ME’s responsible,
action required, time frame and allocated resources.
Rgn
Wd Issues
D
11
D
11
360
Department/ME What/Action
To construct a pedestrian Transport
bridge at Thabuzi and Fox
Glove Roads near the
railway line (K43 road).
The bridge will ensure
greater road safety and
alleviate traffic congestion.
It will also create jobs as
flea markets emerge near
bride crossings
A skills development
Economic
programme to be
Development
administered by the
municipality which will look
beyond skills
development. The
programme will ensure an
orderly administration for
Who/When
What Resources
Conduct feasibility
study.
JRA 2009/10
JRA CAPEX 2009/10
R150 000
The Skills Hub will be
targeting both training
and placement. In
addition it will include
business skills support
and target survivalist
businesses.
Roll out of Skills DED 2008/09
Hub will be July
2008. SME
Development
Rgn
Wd Issues
Department/ME What/Action
Who/When
What Resources
JRA 2008/09
JRA Stormwater
Master planning
CAPEX 2008/09 R2
Million per year
skilling people and then, at
a later stage, of creating
jobs.
Transport
To build a storm water
drainage system in
extensions 4 and 2 as well
as to maintain it. This will
mitigate flooding damage
to roads and houses.
To construct a
Housing
development at Butt Hut
Club House, No 989
Chiawelo.
D
11
D
11
D
11
To green the soccer field Community
between Kubhayi & Wisani Development
Streets
D
11
To relocate Heavenly
DPUM
Valley Informal Settlement
in Klipspruit West
D
11
To construct an MPCC to Community
improve convenience, and Development
easy access to services.
D
12
To establish of grassTransport
cutting and to establish
storm water drains; the
former will aid in crime
prevention and the latter
will aid in the prevention of
flooding and soil erosion.
D
12
To erect street lights for all City Power
the streets without lights.
361
Project is included in the
Stormwater Master
planning project
submitted for approval
in the 2009/10 CAPEX
Budget cycle.
Ward 11 also requested
an MPCC to improve
convenience and
access to services. In
terms of that, Comm
Dev will do a Scoping
and Feasibility Exercise
in 2008/09, whose
Terms of Reference will
then be extended to
include the requested
development at Butt Hut
Scoping of the site will
be done in 2008/09
The work to determine
whether informal
settlements should be
formalized in situ or
relocated is managed
by Housing.
Request is noted for
consideration in
conjunction with Ward
12’s request or a sports
complex and a park to
ensure resource-sharing
between wards. A
parallel process to run
to identify land and
ascertain zoning status
Community
Development
(Capital Projects,
and Sport and
Recreation
directorates)
Community
Development
(Capital
Projects)
DPUM
Community
Development
(Capital
Projects)
As part of the
Executive Mayor’s
legacy projects,
identified sites will be
upgraded
To be implemented
after investigation
After a spatial
development plan
has been consulted
and the permission to
build on this site has
been confirmed with
relevant departments,
external funding
possibilities will be
explored, about R20
Million.
Designated Public open JRA
Existing OPEX and
spaces are maintained 2009/10/11Maint CAPEX
according to Monthly
enance schedule
Schedules:
are in place. For
Flagship Parks - 7 day grass cutting.
cycles
Developed parks – 14 JRA to
day cycles
investigate storm
Undeveloped Parks – water
30 day cycles
Sidewalks – 30 day
cycles
Main Arterials – 14 to 21
day cycles
Islands – 30 day cycles
Maintenance of street
City Power on- Operational budget
light
going
Rgn
Wd Issues
D
12
D
12
D
12
D
12
D
12
D
12
D
12
D
12
D
12
362
Department/ME What/Action
To construct a sports
City Parks
complex and to develop
parks. This will prevent the
youth from engaging in
crime and unwanted
activities. No area was
specified. A suitable place
needs to be found by
Council.
To create storm water
JRA
drains in all streets that are
prone to flooding.
To construct a sports
Community
complex and to develop
Development
parks. This will prevent the
youth from engaging in
crime and unwanted
activities. No area was
specified. A suitable place
needs to be found by
Council.
To develop bus shelters
JRA
for busses at Chiawelo
Station.
To create Parks at
City Parks
Chiawelo Erf 2539, Potch.
Road & Mhlaba Drive, and
Erf 6513 Tsianda & Rita
Streets.
To green sports grounds Community
and other facilities at
Development
Upper Vuwani Secondary
School (land is available).
To maintain street lights
Transport
and roads with a view to
preventing crime and
accidents. This is general
throughout the ward.
To maintain street lights
City Power
and roads with a view to
preventing crime and
accidents. This is general
throughout the ward.
JRA
To establish commuter
shelters (bus stop shelters)
which will assist
commuters during the
rainy season.
Protea South
multipurpose hall
including a sports field
was developed in
2006/07. Chiawelo
Recreation hall was
upgraded within
2006/07 financial year
Who/When
What Resources
Capital projects
R15 million was spent
on Protea South
Multipurpose, fields,
Chiawelo fields
Project is included in the JRA
Stormwater Upgrades in 2009/10
Protea Glen Exts 1 to 4
project submitted for
approval in the 2009-10
CAPEX Budget cycle.
Protea South
Capital projects
multipurpose hall
including a sports field
was developed in
2006/07. Chiawelo
recreation hall was
upgraded within
2006/07 financial year
Use the City’s shelter
contract project to
provide shelters as
needed.
Transportation
Planning and
Regulation. This
should be done
during 2008/09
Financial year
Fundudzi Park in
Chiawello is currently
being upgraded.
JCP
2009/10 Budget
R5 Million
CAPEX R15 Million
was spent on Protea
South Multipurpose,
fields, Chiawelo fields
This project does not
need financing from
the City because any
service provider
appointed as part of
this project / contract
is required to upgrade
shelters in different
communities.
Budget available in
2008/09 financial
year
Land zoning status first Community
to be confirmed
Development
(Capital
Projects) is in
the process of
doing a scoping
exercise in
Soweto
Implement road
JRA 2008/09
maintenance
programme.
An operating budget
will be available for
the scooping exercise
Street light Maintenance City Power on(Chiawello)
going
Operational budget
Use the City’s shelter
contract project to
provide shelters as
needed
This project does not
need financing from
the City because any
service provider
appointed as part of
this project/contract is
required to upgrade
shelters in different
communities
Transportation
Planning and
Regulation. This
should be done
during 2008/09
Financial year
JRA Road
Maintenance
Programme OPEX
2008/09
Rgn
Wd Issues
D
12
To establish commuter
Transport
shelters (bus stop shelters)
which will assist
commuters during the
rainy season.
D
13
D
13
D
13
D
14
To construct a
multipurpose community
and sports centre so as to
encourage youth
engagement in different
activities and the
community at large.
To establish storm water
drainage and sidewalks.
This is needed as currently
there is inadequate
infrastructure and there is
flooding into houses. This
is general throughout the
ward.
To construct street lights
and traffic lights so as to
assist in avoiding
accidents and combating
crime.
To establish a recycling
centre as this will assist in
creating a healthy
environment, managing
open spaces and poverty
alleviation.
D
14
To establish sporting
Community
facilities throughout the
Development
ward in order to keep the
youth active and away
from drugs. This is general
throughout the ward.
D
15
Community
Development
D
15
To extend the Phiri
community hall as it is
used by a large number of
people.
A multi-purpose sports
centre as there is the land
available for this and there
is only one stadium in the
ward.
D
15
Paving the sidewalks of
Manotsi Street and
Khanya Street, which has
many obstructions, as
these streets are busy.
363
Department/ME What/Action
Who/When
What Resources
Use the City’s shelter
contract project to
provide shelters as
needed.
Transportation
Planning and
Regulation.
2008/09
Community
Development
Considered in priority
list within
Braamfischerville.
JRA 2008/09
This project does not
need financing from
the City because any
service provider
appointed as part of
this project/contract is
required to upgrade
shelters in different
communities
JRA CAPEX 2008/09
Transport
Project is included in the JRA 2009/10
Stormwater Upgrades in
Protea Glen Exts 1 to 4
project submitted for
approval in the 2009/10
CAPEX Budget cycle.
JRA CAPEX 2009/10
R5 Million
ISD
Installation of street
lights through out the
ward (Protea Glen)
Capital budget or
MIG R9500 000
Environmental
Management
Feasibility study will be
undertaken with a view
to establish a site for
2008/09 financial year
City Power
2009\2010
Environmental
Management in
consultation with
Pikitup and
Private sector
Region D will be further shall facilitate
engaged for this project the execution of
to get more information. the project from
July 2008.
Naledi Ext 2 has a
Capital projects
sports centre including a
sports hall, two
multipurpose courts and
a soccer field. A
recreation street/zone is
considered for 2008/09
Scoping and designs in
progress
Facility can not be
Capital Projects
extended beyond
existing capacity
CAPEX and Human
Resources will be
deployed to this
project in 2008/09
Financial year
2009/10 Budget
requested to upgrade
the facility
Community
Development
The Spatial
Development Plan will
be consulted, and
external funding
possibility explored.
Community
Development
(Capital
Projects)
Provincial Funding
Preliminary operating
budget for the related
administrative
processes
Transport
Implementation of
sidewalks/footways
programme.
JRA Manotsi:
JRA CAPEX
2007/08 Khanya: Sidewalks / Footways
2008/09
Programme 2008/09
Recreation Street to
be developed CAPEX
R200 000
Rgn
Wd Issues
D
16
D
16
D
16
D
16
D
19
D
19
D
20
364
Department/ME What/Action
To install street lights on
ISD
streets such as Thobejane
Street, Mohlaba Street,
Thulane Street and
Mokoena Street. This will
increase safety as well as
the attractiveness of the
ward.
In terms of infrastructure to Transport
provide storm water drains
in order to mitigate
flooding.
To promote the
improvement of sidewalks
along Mphahlele Street,
Masiane Street, Power
Street and Matheatsie
Street with a view to
promoting the protection of
tarred roads, the
beautification of the ward
and the development of
clearly-defined pedestrian
walkways.
To revamp multipurpose
skills centres, e.g. Butt
House and Protea
People’s Centre (which is
a police barracks). In
addition, these centres will
provide youth
empowerment by
equipping the youth with
computer skills, call centre
skills and entrepreneurial s
Need for sporting and
recreational facilities in
Camps 1, 2 and 3
(Chiawelo) as there are no
facilities currently.
A skills centre to improve
literacy and reduce crime.
It is possible to use the old
Vista Campus as a venue
for the programme.
Transport
Installation of street
lights on requested
streets. (Mapetla)
Who/When
What Resources
City Power
2009/10
Capital budget or
MIG R1.2 Million
Project is included in the JRA 2009/10/11
Stormwater Master
planning project
submitted for approval
in the 2009/10 CAPEX
Budget cycle.
JRA 2009/10
Will be considered in
the sidewalks footways
programme
JRA CAPEX
2009/10/11 R2 Million
per year
JRA CAPEX
Sidewalks/ Footways
Programme 2009/10
Economic
Development
Site 3388 in Mapetla is Capital Projects Internal CAPEX R2
part of the Mayoral
2008/09
Million
Grassing Project
targeted for
development in 2008/09
Community
Development
Com Dev. Developed
soccer fields in
Senaone & Dlamini as
part of Mayoral grassing
project in 06 – 2008
Skills Strategy
Launched in Aug 2008.
Establishing Skills Hub
as a legal entity. Skills
Hub will be delivery
vehicle for all economic
driven skills project and
will be linked to satellite
skills across all regions
in consultation with
Community
Development
Economic
Development
The resurfacing of roads in Transport
Naledi Ext and the
installation of kerbs as the
present tar roads have
disintegrated due to poor
workmanship and the use
of inferior materials. This
resurfacing and installation
Resurfacing
Programme- Update
proposal.
Capital Projects R 700 000 was spent
2008/09
on grassing 2008/09
Roll out of Skills
Hub started July
2008. Skills Hub
legal entity being
established.
Planning is
currently
underway to
map out specific
SMME
programmes that
are Sowetobased that could
be jointly offered
by the COJ and
the university of
UJ.
JRA 2009/10
2008-09 DED
Note: Funding and
management of skills
centres is the
responsibility of
CommDev. However,
as part of an
integrated Skills
Strategy roll-out, DED
is targeting the
provision of skills
services in city-based
institutions such as
skills centers a
JRA Resurfacing
Programme
OPEX 2009/10
Rgn
Wd Issues
Department/ME What/Action
Who/When
What Resources
of new kerbs will serve to
eradicate the flooding
D
20
D
20
D
21
D
A bridge connecting Naledi
and Protea stretching from
Modutuna into Protea.
This will alleviate the traffic
from Koma Road,
stimulate economic
opportunities, ensure the
safety of pedestrians,
improve accessibility and
will also have a benefit for
the surrounding areas.
The improvement of
community facilities, e.g. 2
soccer fields and a butt hut
as the current facilities
have been vandalised, are
in very poor condition and
are not well-maintained.
This improvement will also
serve to cater for different
sporting codes.
To establish a library as
there is a high illiteracy
rate.
Transport
Investigation on the
JRA 2008/09
bridge completed in
2007/08. Will consult
with the Metro-Rail to
implement the project
2008/09. Project is
included in the 2009/10
CAPEX Budget Cycle
for approval.
Community
Development
Naledi Butt Hut
prioritised for 2008/09;
A process to develop
one recreation zone in
Naledi is underway
Capital Projects CIMS CAPEX R1.5
2008/09
Million
Community
Development
It is close to Phiri
Library and this facility
can be easily shared. It
is less than 5km from
Naledi
21
To promote the industrial Economic
area as this will provide job Development
opportunities and the
economic development of
SMMEs.
A Dedicated Business
Industrial Park will be
developed called the
Soweto Empowerment
Zone
Ward Councillor
and Regional
Officials to assist
by also making
community
aware of what is
available
Special Projects 2008-09 DED
D
21
To rezone the open space, Environmental
which is currently being
Management
used for public meetings,
for a community hall. The
open space does not have
a specific name.
D
21
D
22
To establish a community Community
hall as currently there is no Development
hall in the ward and public
meetings are held in an
open space.
To extend Pimville clinic as Health
this area is overpopulated
with no maternity ward and
no x-ray facilities.
Keep the existing
parkland for future
development due to the
shortage of park stands
in Moletsane and Tladi.
Investigate other
unused or vacant
stands to develop a
community hall.
Prioritised for 2008/09 Capital Projects CIMS CAPEX
2008/09
2008/09 R5 Million
365
Minor upgrades
undertaken in 2006/7.
Maternity ward and xray services cannot be
added to the clinic as
these services are
provided by a
community health
centre.
Regional health
manager for
Region D
JRA CAPEX 2008/09
JRA 2009/10
R1 Million
Regional health
manager OPEX
R 500 000
Rgn
Wd Issues
D
22
D
22
D
24
D
24
D
24
To construct a cultural
Economic
village that is a “one-stop- Development
shop”. This will empower
people, promote job
creation as well as the
GDP.
D
24
D
25
D
25
To construct a
multipurpose centre. This
will keep our youth off the
streets, it will empower the
community and will
promote access for the
aged.
To upgrade the Michael
Maponya clinic by adding
a backup generator, labour
ward, x-ray unit, extending
antenatal care. This will
allow people to travel long
distances for other
services – this is already
on the IDP.
To upgrade parks ( erf
2271, 9194, 11/768/64,
1066, 1094, 1095, 1100,
1295 and 1099). This will
enhance children’s safety
366
Department/ME What/Action
To create an industrial site Economic
(stand 11168) which will
Development
lead to economic
development, making the
ward self-sustainable with
job creation, opportunities
and skills development.
To pave as well as install Transport
storm water pipes in RDP
houses in Pimville Zone 9.
This is necessary as the
roads become ruined after
flooding.
To construct a bridge over Transport
the N12. This will link
Namkena and Devland
which will promote
accessibility and fencing
will promote safety.
Multipurpose Centre.
Community
(One-stop shop).
Development
A dedicated business
and industrial park has
been developed called
the Soweto
Empowerment Zone in
Soweto.
ACH to investigate local
skills within the
community and develop
appropriate creative
industries strategies
based on available skills
and resources eg,
Music, Crafts
development
Feasibility has to be
determined. Work with
other stakeholders.
Project can be done
once funding is
approved.
External funding to be
explored.
Health
Minor upgrades
undertaken in 2006/7.
Maternity ward and xray services cannot be
added to the clinic as
these services are
provided by a
community health
centre.
Provision for funding to
be made in the next
Financial Year
What Resources
Special Projects DED 2008-09
Firstly will investigate if JRA 2009/10/11
the roads have been
taken over by JRA and
implement on the
prioritised
roads. Secondly we will
include this in our
planned stormwater
upgrading
programme. Project is
also included in the
Stormwater Master
planning project
submitted in the
2009/10 CAPEX Budget
Cycle.
Engage with SANRAL SANRAL
to determine
2009/10
programme time lines.
Community
Development
City Parks
Who/When
JRA Stormwater
Master planning
2009/10/11 R2 Million
per year
SANRAL CAPEX
2009/10 R200 000
ACH 2008/09
Proposal can be
tabled at 2008
Dec budget
review. If funding
is approved rollout can
commence
2009/10
Community
Development
Regional health
manager for
Region D
To be requested once
studies are complete.
MTC
Funding to be
identified for
consultancy fees
Regional health
manager OPEX R
500 000
JCP to submit
R3 Million CAPEX &
request for
R300 000 OPEX
funding to CIMS
Rgn
Wd Issues
Department/ME What/Action
Who/When
What Resources
Responsibility of Arts and Culture,
Johannesburg
Social Development
Arts and Culture
and Social
Development.
and family gatherings
D
25
To implement a flea
market, museum, curio
shops, a monument, a
theatre, a Jazz bar and
gallery in the Enoch
Sontonga Theatre and
Cultural Village. This will
create an attraction for
tourists, preserve the
nature of Enoch
Sontonga’s name and
create jobs
Economic
Development
D
26
To have a cultural stream
between zones 5 and 6,
Diepkloof. This will create
jobs and revive our
culture.
Economic
Development
D
26
To have a cultural stream
between zones 5 and 6,
Diepkloof. This will create
jobs and revive our
culture.
Community
Development
D
26
To construct a skills
Economic
development centre at
Development
zone 3, Diepkloof with
ongoing programmes in
association with different
departments. This will
empower the SMMEs and
give them training.
367
These need to be done
in collaboration with the
Johannesburg Arts and
Culture, and Social
Development. The
project is viable
providing that funds
exist for the
implementation of such
a project. A sustainable
management entity will
need to be established
with annual operating
funds for this project to
succeed, i.e. Capital
and Operational
expenditure.
These need to be done
in collaboration with the
Johannesburg Arts and
Culture, and Social
Development. The
project is viable
providing that funds
exist for the
implementation of such
a project. A sustainable
management entity will
need to be established
with annual operating
funds for this project to
succeed, i.e. Capital
and Operational
expenditure
Further investigation
required as to what is
meant by a ‘cultural
stream’ and where this
is meant to be located.
Responsibility of Arts and Culture,
Johannesburg
Social Development
Arts and Culture
and Social
Development
Community
To be established
Development,
ACH will deploy
a staff member
to undertake
further
investigation.
2008/09 DED
Implementing an
Responsibility
integrated skills strategy shared between
with a skills hub as a
Community and
delivery vehicle for all
Economic
economic driven skills
Development
project. Skills Hub will
Departments.
be linked to satellite
Economic
skills across all regions Development
in consultation with
plans for a Roll
Community
out to
Development. In
commences
addition public part
2008/09. SME
Community
Development will
ensure that the
Diepkloof
Welfare Centre
in Zone is
upgraded to
include a
component of
Rgn
Wd Issues
Department/ME What/Action
Who/When
What Resources
the skills centre
D
26
To institute a sports
Community
complex at zone 6,
Development
Diepkloof. This will keep
children off the street and
help them to develop their
talents, keep them away
from crime and prepare
them for 2010.
D
27
To engage with public
works in order to
contribute to people
acquiring skills.
EPWP
D
27
Community
Development
D
28
To build a sports complex
to help in the development
of sport in the community.
The development and
maintenance of public
places, such as parks with
an emphasis on
installation of high mast
lights, will minimise crime.
To develop stalls in the
area next to the welfare
centre as this will keep the
area tidy, Ramapulane
and Sono Road (Erf
12081)
D
28
To pave sidewalks on
Beyers Naude Drive.
Transport
D
28
To plant trees and grass, City Parks
and to develop a park
development on Jack
Lipen Dr. and Martinus Dr.
368
Economic
Development
Will do a business plan
for the area, ito needs,
land availability and
previous spatial
planning. An extensive
strategy will be put in
place to solicit external
funding. Will include the
item for consideration in
2010/11 financial year’s
planning cycle
This is already been
done on a weekly basis
– Reports submitted to
Public Works
Community
Development
This
responsibility is
shared between
Community and
Economic
Development
Departments.
This is already
being done by
Economic
Development on
a weekly basis –
Reports
submitted to
Public Works
Stand 15428 was
Capital Projects
developed & completed 2007/08
in June 2008 as part of
Mayoral grassing
project.
There is a There is a
Demarcation Policy
Programme in line with
Informal Trade Policy
approved by council. An
area assessment will be
carried out to determine
suitability of the area in
line with by-laws. The
traders will then be
issued with smart cards.
This work is being done
in partnership with other
departments and ME’s.
Beyond N1- Built as
Provincial Road.
Engage Gautrans.
Park Development:
City Parks to get the
necessary funding. Tree
Planting City Parks will
identify where in Ward
28 the trees are needed
and plan on receipt of
information
R2 Million
No new/additional
resources required
Internal
R1 Million
MTC and other
Departments
2008/09 MTC
Gautrans
2008/09
Gautrans OPEX
2008/09
Park
R2 Million CAPEX &
Development:
R200 000 OPEX
JCP will apply
for funding in the
next Financial
Year To be
addressed in the
2009/10 financial
year
Rgn
Wd Issues
D
29
To make Diepkloof a “one- Economic
stop-shop” for skills
Development
training and development
(Vacant land formerly
Mandela Village) and to
close the school at
Lebowa. This will aid in
skills development, job
creation as well as
establishing a satellite for
the DTI, Umsobomvu
D
29
D
29
D
29
To develop the vacant
land formerly known as
Mandela Village
Settlement so as to make
Diepkloof a "one-stopshop". This is necessary
as, at the moment, illegal
dumping is prevalent, and
the area is a haven for
criminals and illegal
squatting.
To upgrade and expand
Noordgesig Clinic. This is
necessary due to the fact
that the population is
growing and the Antenatal
Clinic (ANC) has been
introduced.
To make Diepkloof a “onestop-shop” for skills
training and development
(Vacant land formerly
Mandela Village) and to
close the school at
Lebowa. This will aid in
skills development, job
creation as well as
establishing a satellite for
the DTI, Umsobomvu
D
30
369
Department/ME What/Action
Who/When
What Resources
Implementing an
integrated skills strategy
with a skills hub as a
delivery vehicle for all
economic driven skills
project. Skills Hub will
be linked to satellite
skills across all regions
in consultation with
Community
Development. In
addition public part
The Mayoral
Committee has
approved the
Skills Hub. Skills
Strategy
launched 2008.
Roll out of Skills
Services is from
2008/09
onwards with
budget approval.
DPUM
To be investigated
DPUM
2008/09 DED
Note: Funding and
management of skills
centres is the
responsibility of
Comm Dev.
However, as part of
an integrated Skills
Strategy roll-out, DED
is targeting the
provision of skills
services in city-based
institutions such as
skills centres
Determined after
investigation
Health
Plans for extension of
clinic have been
discussed with the
Gauteng health
department and
included in the 5 year
capex plan
Skills Hub is being
established and will
service skills needs of
all regions. This will be
done in consultation
with Community
Development
Regional health Regional health
manager Region manager OPEX R3
D
Million
Community
Development
To institute a high-density DPUM
housing project. There is a
shortage of houses and
there is land available
between Diepkloof and
Orlando.
There is a BRT route
running through this
area, The areas along
the BRT route are
earmarked
for densification and
detailed investigations
Responsibility
shared with
Community and
Economic
Development.
Economic
Development
leading the
project: The
Skills Hub
Project will be
considered by
the Mayoral
Committee by
5th June 2008.
Roll out of Skills
Services is from
2008/09
onwards with
budget approval.
Community
Development will
utilise available
space within the
Diepkloof
Welfare Centre
to build
additional rooms
for the proposed
Director - DPF
01/06/2009
Skills Hub is being
established and will
service skills needs of
all regions. This will
be done in
consultation and
resource sharing with
Community
Development. The
budget is estimated
at R200 000 in
2008/09
Departmental OPEX
Rgn
Wd Issues
Department/ME What/Action
Who/When
What Resources
Hostel redevelopment is
being implemented by
JOSHCO. First phase
starting in 10 - 2008.
102 units (50 units to be
completed by 06 - 2009,
remainder by 09 2009), 164 units to be
constructed in the
2009/10
Water /Sewer is
available in the vicinity.
JPC and
JOSHCO
JPC and JOSHCO
OPEX 2008/09
budget available
Installation of Street
lights can be erected
around Rietz Circle
(Orlando) if funding is
made available.
Master Plan in process
to identify all dark areas
(Meadowlands).
Water /Sewer is
available in the vicinity.
Project is included in the
Stormwater Master
planning project
submitted for approval
in the 2009/10 CAPEX
Budget cycle.
City power
Capital MIG Funding
2009/2010
and capex
phased over the R5 100 000
next 3 financial
years
will have to be
undertaken
D
30
To institute a high- density Housing
housing project. There is a
shortage of houses and
there is land available
between Diepkloof and
Orlando.
D
30
D
30
To establish a 2010 legacy City Parks
project, streetlights and
robots (Rietz Circle).
Facilities will be built and
these improvements will
also reduce crime and
accidents.
To establish a 2010 legacy City Power
project, streetlights and
robots (Rietz Circle).
Facilities will be built and
these improvements will
also reduce crime and
accidents.
D
30
D
31
D
31
To upgrade infrastructure:
sewer systems;
stormwater systems; street
kerbs and paving. These
are necessary are there
are constant blockages
and there is a need to
improve pedestrian
movement. This is a
general comment
throughout the ward.
Installing and regularly
maintaining storm water
drainage systems in
Toukobong, Masuphast,
Rathebe and Mokoenas
will stop the flooding of the
ward and the possible
health threat this provides
Upgrading No 2 Sports
Ground between Thibedi
and Jolobe streets will
create a multi-purpose
sports centre for the
community
JRA
JRA 2009/10/11 JRA Stormwater
Master planning
2009/10/11 R2 Million
per year
Transport
Project is included in the JRA
Stormwater Master
planning project
submitted for approval
in the 2009-10 CAPEX
Budget cycle
2009/10/11 Budget
R 2 Million per year
Community
Development
Will do a business plan Community
for the area, ito specific Development
needs, land zoning and
previous spatial
planning. An extensive
strategy will be put in
place to solicit external
funding.
To be implemented
after business plan
has been approved.
Will include the item for
consideration in the
2008/09 financial year’s
planning
370
City Parks
City Parks needs to
As soon as their apply for connections.
plans are
available.
Rgn
Wd Issues
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371
Department/ME What/Action
Erecting social housing by Housing
COJ in the open space
between Orlando and
Diepkloof will address the
housing backlog
Storm water drainage and Transport
side walks to reduce the
floods and to ensure that
pedestrians can walk
safely.
Street lights or high mast
lights in order to reduce
crime.
To stop illegal dumping in
the parks. This happens
primarily in open spaces
that have not been
formalised
City Power
Investigate flooding and
revert to local community
on possible ways to
mitigate
To promote the
connectivity from Jabulani
Mall to Molapo; to install
infrastructure (i.e. storm
water drainage) in the
whole of Molapo and
Moroka North for the
library with a view to
mitigating the flooding
from the mall into
households.
To promote the
improvement of sidewalks
along Mphahlele Street,
Masiane Street, Power
Street and Matheatsie
Street with a view to
promoting the protection of
tarred roads, the
beautification of the ward
and the development of
clearly-defined pedestrian
walkways.
To construct street lights at
the soccer fields as well as
change rooms. To
purchase body building
equipment. To install a
swimming pool heating
system.
To repair street lights in:
Mphuti Street, Diokane
Street, Legau Mathabathe
Street, Nkosi Street,
Shabangu Street,
Mlangeni Street, Nkopo
Avenue, Klaas Street,
Getile Street, Mlangeni
Street, Letabe Street,
Mbatha Street, Makapane
Street, Mavi Street,
Transport
JMPD
Who/When
What Resources
JOSHCO will be
developing rental stock
in Orlando Ekhaya.
JOSHCO
To be determined
Project is included in the
Stormwater Master
planning project
submitted for approval
in the 2009/10 CAPEX
Budget cycle.
Installation of street
lights through out the
ward (Moroka)
JMPD and City Parks
launched a Parks Safety
team in the 2007/08
financial year. The joint
team is responsible for
ensuring safety and law
enforcement in parks
and public open spaces.
Prioritize flooding areasuse approved limited
budget.
JRA 2009/10/11 JRA Stormwater
Master planning
2009/10/11 R2 Million
per year
City
Power 2009/10
Capital budget or
MIG R1.7 Million
JMPD and City
Parks
Already in place
and ongoing
JMPD and City Parks
joint task team
Part of JMPD and
City Parks
Operating budgets
JRA 2008/09
JRA OPEX 2008/09
JRA 2008/09
JRA K43 CAPEX
2008/09 R44 Million
JRA
K43- Committed
CAPEX programme.
Transport
Project is included in the JRA 2009/10/11
Stormwater Master
planning project
submitted for approval
in the 2009/10 CAPEX
Budget cycle.
JRA Stormwater
Master planning
2009/10/11 R2 Million
per year
City Power
City power not
responsible to install
lighting in soccer fields
City Power and
Community
Development
Issue to be dealt with
incorporation with
Community
Development
Department
JRA
Maintenance of street
lights
City Power
Included in 2008/09
Operational budget
Rgn
Wd Issues
Department/ME What/Action
Who/When
What Resources
Maintenance
schedule are in
place.
Environmental
Health to verify
land ownership
Existing Opex
Majoeng Street, Danny
Kekana Street.
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372
To institute grass-cutting in City Parks
the following areas: Next
to Jabavu Clinic, The Old
Post Office, Diokane
Street, Club 707 in
Tumahole Street, Crutse
and Mosia Street,
Makapane Street next to
the African Gospel Church.
To construct high mast
lights inside Jabavu Clinic;
Jabavu Library (Mlangeni
Street); Lutheran Church
(Pule Street); Tumahole
Street and Oppenheimer
Towers.
To develop parks in the
following areas: Next to
Makapan and Ntsane
Street, Diokane Street
opposite Adelaide Tambo
School, Tumahole Street
next to Club 707.
To construct storm water
drainage on Nxumalo
Street, Kinini Street, Zulu
Street and Roodepoort
Road. This needs to be
done in an effort in prevent
flooding.
To rehabilitate the golf
course (Mshenguville
informal settlement). This
is necessary as crime is
high, the usage of this
facility needs to be
promoted and the
wetlands and stream need
to be rehabilitated.
To institute traffic-calming
mechanisms in the
following streets:
Kinini/Machava; Zulu;
Street/Machava; Machava
Drive (next to Tsietsi
Mashinini School). This
needs to be done as the
accident rate is high.
To rehabilitate the golf
course (Mshenguville
informal settlement). This
is necessary as crime is
high, the usage of this
facility needs to be
promoted and the
wetlands and stream need
City Power
Designated Public open
spaces are maintained
according to Monthly
Schedules:
Flagship Parks - 7 day
cycles
Developed parks – 14
day cycles
Undeveloped Parks –
30 day cycles
Sidewalks – 30 day
cycles
Main Arterials – 14 to 21
day cycles
Islands – 30 day c
Installation of
City power
streetlights on
2009/10
requested streets
Capital and/or
operational budget
R1.2 Million
City Parks
Provision for funding to
be made in the next
Financial Year
Transport
Project is included in the JRA 2009/10/11
Stormwater Master
planning project
submitted for approval
in the 2009/10 CAPEX
Budget cycle.
Community
Development
Department will conduct Capital Projects CAPEX R20 Million
a feasibility study before 2008/09
03 –2009 and will make
necessary funding
applications
Transport
Will implement if
JRA 2008/09
identified as the priority
one measure through
the ward based road
safety process; Traffic
calming will be included
in the ward based safety
programme.
JRA 2008/09 R 25
000 per ward
City Parks
Mshenguville prioritized
and covered as part of
the Klipriver/Klipspruit
Greening and
Rehabilitation Project
City will also undertake
a clean up campaign
with local residents and
Community
Development: R150
000 required to kickstart the process
JCP to submit
R2 Million CAPEX &
request for
R200 000 OPEX
funding to CIMS
Community
Development,
City Parks and
DPUM
JRA Stormwater
Master planning
2009/10/11 R2 Million
per year
City Parks:
City Parks: Kliprivier/
Environment & Klipspruit budget as
JCP as informed it’s made available
Rgn
Wd Issues
Department/ME What/Action
to be rehabilitated.
Who/When
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To develop the community Community
hall - Klipspruit extension. Development
schools, aligned with
Environment themed
day.
Feasibility study to be
done in 2008/09
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To rehabilitate Jabavu
Stadium in White City
To develop the Community
Centre in Dlamini
Community
Development
Community
Development
The Soweto Theatre to
be built on this site.
This request has been
completed
Community
Development
Completed
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JRA
To be investigated
Transport: JRA
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To rehabilitate and install
storm water drainage in
the whole ward.
To implement a storm
water drainage system
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373
What Resources
by availability of through internal and
funding
external processes
Community
Development
Funding to be
sourced after
feasibility study
Budget to be
identified after
investigation
Transport
Project is included in the JRA 2009/10/11 JRA Stormwater
Master planning
Stormwater Master
planning project
2009/10/11 R2 Million
submitted for approval
per year
in the 2009/10 CAPEX
Budget cycle.
To have public toilets next Corporate and This request has been C&SS Facilities C&SS Facilities
Management
to, and around the post
Management
Shared Services investigated and
CAPEX 2008/09
office.
allocated for action
during the 2008/09
Allocated as one Dependency:
financial year. Budget
of the five public availability of space
and finance
provision exists.
facilities that
R300 - R400 000
Matter was investigated FMM plan to
and it was determined
build during the Dependency:
that space is available 2008/09 financial ownership of the
year
property
on Council property.
The matter is currently
being addressed with
Johannesburg Property
Company to facilitate
conclusion in order to
start the development
process
Environmental Provision for funding to JCP to submit
R1 Million CAPEX &
To have open spaces
be made in the next
request for
R100 000 OPEX
turned into parks in order Management
Financial Year for park funding to CIMS
to create employment or to
extend the Phefeni
issues
Community Centre
To promote safety with a JMPD
Each of the SAPS Each JMPD, SAPS,
CPF participation and
community street
strong CPF focusing on
of the SAPS stations in Ward Safety
community and
Johannesburg has an
Committee and patrols does not have
assessment via the
established CPF
CPF. Immediate budgetary
implications for
enforcement of by-laws
(Legislative
and ongoing
JMPD Visible patrols
through workshop
requirement).
form part of JMPD
campaigns.
Communities should
Operating budget
approach their local
SAPS station for more
details on active CPF
participation and
neighbourhood watch
programmes. JMPD
actively participates in
CPF forums. JMPD is in
the process of reviewing
its deployment
strategies to ensure
better visibility and
improve response to
incidences of reported
crime and traffic related
matters. A ward based
deployment approach is
envisaged that will
enable the JMPD to
Rgn
Wd Issues
Department/ME What/Action
Who/When
What Resources
DED. In
progress
2008/09 DED
Economic
Development;
Community
Development’s
ACH staff
deployed to
undertake
further
investigation
Resource needs yet
to be determined
engage more actively
with communities
through Ward Safety
Committees and CPFs.
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To foster business
opportunities via a global
exchange programme
which will revitalise the
Industrial Park
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Johannesburg
To foster a focus on
heritage and tourism with Tourism
workshops to create
business opportunities and
organise trips that are
informative.
D
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To foster a focus on
Economic
heritage and tourism with Development
workshops to create
business opportunities and
organise trips that are
informative.
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To focus on women and
youth development with a
focus on skills
development including
sports and art and culture
programmes.
374
Economic
Development
Community
Development
Projects are being
drawn up and packaged
to and promoted as
attractive investment
opportunities to both the
domestic and
international investors
with emphasis on job
creation, skills transfer,
and overall increased
and sustainable
economic growth and
development.
Community
Development will
undertake further
investigation into the
nature of the group,
their existing skills,
needs and potential
Economic Development
already being done on a
quarterly basis.
Workshop held in March
2008. ‘Job Creation
Road Tours and Side
Shows’ being done.
Further engagements
with Johannesburg
Tourism will be entered
into.
Being done on a
quarterly basis. On 26
March 2008 a workshop
was held with regard to
this. Road shows are
being carried out to
demonstrate what is
being done, i.e. job
creation. Engaging with
Johannesburg Tourism
Company who has
identified projects that
EPWP can work with.
Implementing an
integrated skills strategy
with a Skills Hub as a
delivery vehicle for all
economic driven skills
project. Skills Hub will
be linked to satellite
skills across all regions
in consultation with
Community
Development. In
addition public
participation workshops
will be part of the Skills
Hub rollout. The
approach in Skills
Strategy is to be both
Customer and demand
driven. Community
2008/09 DED
A shared
responsibility
with Community
and Economic
Development
Departments.
Economic
Development
has a leading
role, and roll-out
to commence in
2008/09.
Implementing an
integrated skills
strategy with a skills
hub as a delivery
vehicle for all
economic driven skills
project. Skills Hub will
be linked to satellite
skills across all
regions in
consultation with
Community
Development. In
addition public
participation
workshops will be
part of the Skills Hub
rollout. The approach
in Skills Strategy is to
Rgn
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375
Wd Issues
39
Department/ME What/Action
To promote community
Office of the
participation that involves Speaker
organising events,
enhancing communication
systems, door-to-door
campaigns and meetings
and workshops.
Development will work
with the Community
Forum and the Youth
Forum to link the
community to the
existing 8 Skills Centres
in the Region
This is a general
challenge that affects all
Wards, not just 39. How
do you ensure that there
are more opportunities
for participation by
communities? It must be
a two way process,
which includes
opportunities such as
Community Based
Planning and the
development of Ward
Based Plans during the
financial year 2008/9 for
implementation in
2009/10.The Elected
representatives in
Council have already
asked that more
information be made
available to Councillors,
Ward Committee
members and
Communities on what is
being done in terms of
service delivery, what is
already planned and
details on infrastructure
and demographics that
help communities to
plan. The Office of the
Speaker will be running
new elections for Ward
Committee members in
the next year and is
presently reviewing the
composition of these
ward committees to help
improve representivity
and hopefully improve
communication. General
door to door campaigns,
with a population of over
3.5 million are not
possible as part of the
participatory process of
the Legislature, but it is
something that local
communities can do
themselves, and
obviously is a normal
activity of political
parties. Meetings should
be held by Councillors,
but is recognised that
Ward Councillors are
responsible for large,
diverse wards and
meetings are not always
the best way to
Who/When
What Resources
be both Customer
and demand driven.
There are no
immediate additional
resources required
Councillors,
Members of
Ward
Committees, The
Petitions and
Public
Participation
Committee and
Stakeholder
Relationship
Management in
the Office of the
Speaker, will all
be involved. The
policy changing
the structure of
Ward
Committees and
the ward
committee
elections take
place will be
completed by the
end of June
2008. Elections
to ward
committees will
take place at the
end of 2008. A
new newsletter
to Community
organisations
has already
been initiated
and the
circulation will be
extended in
2008/09. A major
workshop on
participation with
Community
Based
Organisations to
highlight
participatory
opportunities will
take place in
2009 (subject to
budget
provision)
The majority of
initiatives to meet the
recommendations of
Ward 39, which is a
City Wide
recommendation are
included in 2008/09
Budget. A
representative
workshop for all
Community Based
Organisations in
Johannesburg, on
participatory
opportunities for th
Rgn
Wd Issues
Department/ME What/Action
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To upgrade the storm
Transport
water drainage and kerbs.
(Not all street have storm
water drainage.)
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To establish a sports
Community
complex as the ward does Development
not have these facilities.
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To construct a skills
Community
development centre which Development
is necessary as the
community is unskilled.
376
communicate, and also
hear the needs of
communities. The Office
of the Speaker is
looking for greater
cooperation with
Schools and the new
Student Councils to help
communications with
communities. Also the
Petition system is an
important part of the
democratic process and
we will improve
awareness in the next
year. Workshops are a
good way of listening
and communicating with
communities but this will
be limited to
representative
structures that already
exist within
communities, Council
cannot substitute for
healthy local community
organisations, but will
engage with them to
improve awareness of
Community participation
opportunities.
Implementing an
integrated skills strategy
with a Skills Hub as a
delivery vehicle for all
economic driven skills
project. Skills Hub will
be linked to satellite
skills across all regions
in consultation with
Community
Development. In
addition public
participation workshops
will be part of the Skills
Hub rollout. The
approach in Skills
Strategy is to be both
Customer and demand
driven. Community
Development will work
with the Community
Forum and the Youth
Forum to link the
community to the
existing 8 Skills Centres
in the Region
A feasibility study will be
commissioned &
application for funding
to be done.
Skills Hub is being
established and will
service skills needs of
all regions. This will be
done in consultation
with Community
Development. In turn,
Who/When
What Resources
JRA 2009/10/11 JRA Stormwater
Master planning
2009/10/11 R2 Million
per year
Capital Projects CAPEX R7 Million
2008/09
A shared
responsibility
with Community
and Economic
Development
Departments.
Economic
Skills Hub is being
established and will
service skills needs of
all regions. This will
be done in
consultation with
Community
Rgn
Wd Issues
Department/ME What/Action
Who/When
Community
Development will work
with community
structures through the
Ward Committees to
link the Community to
the existing 8 Skills
Centres in the region
Development
has a leading
role. The Skills
Hub will be
approved by the
Mayoral
Committee by
5th June 2008.
Roll out of Skills
Services is from
2008/09
onwards with
budget approval.
Implementing an
The Skills Hub
integrated skills strategy has been be
with a skills hub as a
approved by the
delivery vehicle for all
Mayoral
economic driven skills
Committee by
project. Skills Hub will
February 2008.
be linked to satellite
Roll out of Skills
skills across all regions Services is from
in consultation with
2008/09
Community
onwards with
Development. In
budget approval.
addition public part
Jhb City Parks currently Street Trees
Department 62
busy with greening
project in Meadowlands, 000 trees to be
Zones 6 to 12.
planted this year
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To construct a skills
Economic
development centre which Development
is necessary as the
community is unskilled.
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To institute kerb sides,
sidewalk paving and
greening, street furniture.
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To develop the inner circle Economic
of Meadowlands for mixed- Development
use developments. This
will contribute to a growing
economy within the Ward.
At this stage Regional
Economic Development
Plans are being
developed for a number
of regions. These will
then inform which
development
programmes/projects
should be implemented.
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To institute kerb sides,
sidewalk paving and
greening, street furniture.
Transport
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The improvement of the
storm water drainage
system will develop and
beautify the Ward.
Transport
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To upgrade the 2/2 Park
City Parks
and also to develop pocket
parks within the Ward.
This will allow for parking,
toilets, lighting system,
water and fence issues to
be addressed as there are
currently none of these
present.
To construct storm water Transport
drainage systems in order
to avoid flooding.
16 June 1976 trail
implementation
Water/ Sewer is
available in the vicinity
Project is included in the
Stormwater Master
planning project
submitted for approval
in the 2009/10 CAPEX
Budget cycle.
Provision for funding to
be made in the next
Financial Year
377
City Parks
What Resources
Development No
additional resources
required
2008-09 DED
Operating Budget –
where provided
2008/09 DED
DED 2007/08.
Done. The
Soweto
Economic
Development
has been
completed and
was approved by
the last Mayoral
Committee
JRA 2008/09
JRA 2008/09
JRA 2009/10/11 JRA Stormwater
Master planning
2009/10/11 R2 Million
per year
JCP to submit
R3 Million CAPEX &
request for
R300 000 OPEX
funding to CIMS
Project is included in the JRA 2009/10/11
Stormwater Master
planning project
submitted for approval
in the 2009/10 CAPEX
Budget cycle.
JRA Stormwater
Master planning
2009/10/11 R2 Million
per year
Rgn
Wd Issues
Department/ME What/Action
Who/When
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Environmental
Management
Provision for funding to
be made in the next
Financial Year
JCP to submit
R3 Million CAPEX &
request for
R300 000 OPEX
funding to CIMS
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Community
Development
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Development of a
Capital Projects
soccer field will be done 2008/09
on stand 19331/7 as
part of Mayoral grassing
project in 2008/09
Main Arterial Roads will JRA2009/10
be included in the
programme.
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378
To build parks between
zone 7 next to
Tomokgome High school
so children can play there.
To build a multipurpose
community as there isn’t
one.
To pave the sidewalk and
kerbs inf Meadowlands
Zone 10 (Mmila and
Shomayeli). This will
decrease muddiness in
wet weather.
To renovate the skills
centre and Zondi Stores.
Transport
To renovate the
multipurpose sports centre
and structures in Zondi
office in order to
accommodate the social
and domestic affairs of the
people who travel in Ward
4S (Jabulani and Town).
To develop a multipurpose
community hall (and other
facilities) in order to have a
venue for public meetings,
skills development
activities, funerals and
other miscellaneous
community activities.
To develop infrastructure
and, especially, roads in
order to kerb and pave
sidewalks, to provide
storm water drainage, to
calm traffic in intersections
and to provide lighting for
dark streets so that safety
can be promoted and to
prevent sewer blockages.
To develop infrastructure
and, especially, roads in
order to kerb and pave
sidewalks, to provide
storm water drainage, to
calm traffic in intersections
and to provide lighting for
dark streets so that safety
can be promoted and to
prevent sewer blockages.
Community
Development
Economic
Development
What Resources