Docstoc

View - GAUTENG DEPARTMENT OF HOUSING

Document Sample
View - GAUTENG DEPARTMENT OF HOUSING Powered By Docstoc
					Department of Local Government and Housing




ANNUAL PERFORMANCE PLAN
                2009/10
FOREWORD: STATEMENT OF POLICY BY THE MEC FOR LOCAL GOVERNMENT
AND HOUSING: GAUTENG PROVINCE


Once again, the 22 April 2009 marked a watershed in the history of South Africa, in
particular to the citizens of the Gauteng Province. This year’s elections have called
upon the ruling party to double its efforts for the next term of office in order to enable the
Department of Local Government and Housing to continue with the provision of
integrated and sustainable communities. These human settlements are viable
environments offering communities shelter and many other economic and social
opportunities to improve the quality of life in line with the Freedom Charter.


On behalf of the Department of Local Government and Housing, let me express our
sincere gratitude to the former MEC Nomvula Mokonyane for her sterling and patriotic
service to the citizens of Gauteng. During her tenure as the MEC for Housing, she
excelled in her duties in the delivery of sustainable human settlements for the previously
marginalized, vulnerable and urban as well as rural masses of the people in the
province. She set us on the path of integrated and sustainable human settlements
through the Breaking New Ground and made the province a respected one across the
country and beyond. She emphasized that all South Africans have equal opportunities
in this Province, and that there can be no lasting peace unless all of us, black and white,
have access to decent and respectful housing as mandated by our Constitution. We
therefore, wish her good luck as the first citizen of the Gauteng Province.


As we continue to implement the Breaking New Ground strategy, we will ensure that it is
expanded to cover all members of our communities through our provincial flagship
projects, generally known as Mixed Housing Projects. Through this programme, we will
continue to work towards dismantling the old spatial planning, ensuring that it is
replaced with integrated, non-racial communities for all our people irrespective of their
social status.




                                                                                            2
The merger of the Department of Local Government and Housing is yet another
demonstration of our commitment to expand service to the majority of our people
without any duplication of services and wastage of resources. This is yet another step to
mainstream and ensure that we make available essential services to advance the lives
of ordinary people.


Our responsibility this term will also extend to cover the most vulnerable members of
our communities, such as the disabled. This sector of our society, still face extreme
levels of social exclusion, poverty and discrimination and our response should ensure
that we develop a conducive environment for them with regard to housing, roads and
public transport, health and access to public facilities. In fact, there is a need to
mainstream all the vulnerable groups to ensure that they have access to socio-
economic opportunities within the province.


In his inauguration speech, President Jacob Zuma made it clear that he is committed to
serve the nation with dedication, commitment, discipline, integrity, hard work and
passion, as government will not tolerate complacency, incompetent, and laziness. In
this term of office, I will also make it my responsibility to ensure that the moment of
renewal is observed by all. Our officials will all be steered toward the objective of
creating a people-centred government through all our interactions and pronouncements.


In conclusion, I would like to extend my sincere invitation to all stakeholders within the
province to familiarize and understand the operations of the Department of Local
Government and Housing to ensure the continuity to build sustainable human
settlements for our communities.




                                                                                        3
The Performance Plan of the Department is therefore presented to you for your
consideration and to use the information herein for the benefit of all.




Mr. Kgaokgelo Lekgoro
MEC for Local Government and Housing (Gauteng)
Date:




                                                                            4
                                           PART A: STRATEGIC OVERVIEW


OVERVIEW OF THE PERFORMANCE PLAN: HEAD OF DEPARTMENT


The past fifteen years have firstly been a period of transition and secondly of producing a blue “print” for the future.
Although many success stories have been recorded, fifteen years proved to be short to heal a wound inflicted in the
past. Whilst we work hard at achieving government objectives, we are still confronted with significant challenges
ahead of us.


The information presented here forms the basis of later assessments of what the Gauteng Department of Housing
should be measured on for the year 2009/10. The aim of this plan is not to present a picture of what will be done, but
rather to inform our stakeholders as to the changes that have taken place in our environment and organisation in an
attempt to meet the outcomes as required by our beneficiaries as articulated in legislation supported by the Bill of
Rights contained in the Constitution.


The Department‟s overarching objective is to promote the creation of integrated and sustainable human settlements
within a framework of co-operative governance.


Maximum benefits of the housing policy shift to integrated human settlements are still on course. This process is
more complex than only providing houses but the opportunity for improved living conditions for the better. We
recognise that housing is a significant investment in communities across the Province and through a dedicated focus,
intend to increase the delivery rate of housing options that the Breaking New Ground (BNG) strategy envisages.


To achieve this objective, the Department is finalising its Multi-Year Housing Development Plan for the province. The
Strategy aims to take account of the realities in Gauteng and to mainstream the imperatives of the BNG Strategy of
national government. The Multi-Year Housing Development Plan will inform the manner in which housing and basic
service delivery are rolled out in the province, with more focus on the Mixed Housing Development Programme.


In the quest to realize our strategic objectives of sustainable human settlement, we shall continue focusing on the 5
following Priority Programmes namely:
         Mixed Housing Development Programme
         Eradication of Informal Settlement Programme
         Alternative Tenure Programme
         Urban Renewal Programme


                                                                                                                      5
         Twenty Prioritised Township Programme
During the past year, we have recruited extensively. This means that we have enhanced our skills profile with new
talent. In the short term, however, we will have to deal with the dual challenges of managing and leading a relatively
new organisational structure, while simultaneously addressing increased delivery demands.


The other key mandate of the Department is to support municipalities in carrying out these functions. The
Department has completed a capacity assessment of all municipalities, which has resulted in a comprehensive
municipal capacity-building strategy. Among the interventions to be implemented are councilor training and support
(in partnership with the South African Local Government Association (SALGA), provision of centralised resources
such as standard by-laws, guidelines, and toolkits, benchmarking and best practice as well as mentoring and
coaching programmes informed by the revised Housing Code.


As part of its commitment to building capacity and deepening community participation, the Department has rolled out
a comprehensive programme of training and support to create effectively functioning ward committees through the
establishment of Project Steering Committees and appointment of Community Liaison Officers per project.


In keeping with these objectives, the key areas of activity of this department are reflected in our programs and are:
    Managing the development of housing planning, research and policy formulation.
    Facilitating, co-ordinating and monitoring the implementation of national and provincial housing programs.
    Facilitating urban renewal and human settlement redevelopment.
    Administering housing assets, rental income and land related issues.
    Strengthening the capacity of municipalities.
    Supporting improved inter-governmental relations.
    Facilitating land and infrastructure development.
    Promoting sustainable local economic and rural development, as well as free basic services.
    Managing the budgetary process of the department.
    Risk management.
    Supply chain and financial management.
    Effective management information systems.
    Human resource management and development.


The Department will rationalise and strengthen its current Monitoring and Evaluation (M&E) systems through the
formation of a single co-ordinated system for information collection and management. The system will generate
recommendations for policy and implementation reforms.


                                                                                                                        6
With a Department that is capacitated to deliver, we will be in a strong position to deliver on the objectives outlined in
this document.




HEAD OF DEPARTMENT
MANCHING BENEDICTA MONAMA
DATE: July 20, 2009




                                                                                                                        7
Vision

To be a province where all households inhabit quality homes in vibrant and sustainable communities.



Mission

To provide appropriate quality services, tenure, housing in targeted precincts and communities working in partnership
with stakeholders.



Core Mandate

The core mandate of the Department is to build sustainable communities in the province through the provision of
land, tenure, services, and housing.

The Department is guided by the Breaking New Ground strategy (BNG), Provincial Growth and Development
Strategy (PGDS) and the Global City Region (GCR) Strategy.

The five key pillars of the Department incorporate principles espoused in the above-mentioned strategies and we are
committed to their implementation. These five pillars focus on the following:

   Dealing with issues of quantity and quality as mutually inclusive components of the same housing delivery
   process;
   Mainstreaming the participatory development paradigm;
   Transforming settlements, especially the 20 Priority Townships, into sustainable and vibrant communities;
   Implementing the rental housing policy and subsidy; and
   Promoting good urban governance.


Values


The Department subscribes to the Principles of Batho Pele and embraces the following keys values: -
          Honesty and integrity;
          Fairness;
          Efficiency and effectiveness;
          Transparency;
          Accountability; and
          Responsibility.



                                                                                                                   8
LEGISLATIVE AND POLICY MANDATES


Legislation


         Constitution of the Republic of South Africa, 1996
         Housing Act (Act No. 107 of 1997), as amended
         Housing Consumers Protection Measures Act (Act No. 95 of 1998), amended by Act No. 27 of 1999
         Rental Housing Act (Act No. 50 of 1999)
         Abolition of Certain Title Conditions Act (Act No. 43 of 1999)
         Prevention of Illegal Eviction and Unlawful Occupation of Land Act (Act No. 19 of 1998)
         Constitutional Court judgement of 2000, on the enforceability of social and economic rights.
         Gauteng Province Housing Act (Act No. 12 of 1998 as amended)
         National Building Regulations and Building Standards Act (Act No. 103 of 1977)
         Construction Industry Development Board Act (Act No. 38 of 2000)
         Public Finance Management Act (Act No. 1 of 1999)
         Broad Based Black Economic Empowerment Act (Act No. 53 of 2003)
         National Environmental Management Act (Act No. 107 of 1998), as amended by Act No. 8 of 2004
         Communal Property Associations Act (Act No. 28 of 1996)
         Deeds Registries Act (Act No. 47 of 1937)
         Extension of Security of Tenure Act (Act No. 62 of 1997)
         Land Administration Act (Act No. 2 of 1995)
         Reconstruction and Development Programme Fund Act (Act No. 7 of 1994)
         Municipal Finance Management Act (Act No. 56 of 2003)
         Expropriation Act (1951), as repealed by Act No. 63 of 1975
         State Land Disposal Act (Act No. 48 of 1961)


Implications of National Policy / Strategic Thrust

The review and generation of this Annual Performance Plan is informed by the following: -


         The need for the acceleration of housing delivery as a key strategy for poverty alleviation
         The utilisation of housing provision as a job creation strategy
         Non-discriminatory creation of access to housing as a capital investment asset



                                                                                                         9
         Promotion of social cohesion and integration
         Supporting of the function of the single residential property market to reduce reality within the circle by
         breaking the barriers between the first economy residential property boom and the second economy slump
         Utilising housing for the development of sustainable human settlements which reverse the impacts of
         apartheid spatial development


The Department derives its mandate mainly from the Constitution of the Republic of South Africa Act (Act 108 of
1996).

In terms of section 26 of the Constitution everyone has the right to have access to adequate housing (Section 26(1)).
The state must take reasonable legislative and other measures, within its available resources, to achieve the
progressive realisation of this right (Section 26(2)). The legislation that the Department of Housing has promulgated
and implemented falls squarely within this Constitutional imperative.

Section 2 of the Housing Act, 1997 (Act No. 107 of 1997) compels all three spheres of government to give priority to
the needs of the poor in respect of housing development (Section 2(1) (a)). In addition all three spheres of
government must ensure that housing development –

         provides as wide a choice of housing and tenure options as is reasonably possible;
         is economically, fiscally, socially and financially affordable and sustainable;
         is based on integrated development planning; and
         is administered in a transparent, accountable and equitable manner, and upholds the practice of good
         governance (Section 2(1) (c)).

Through its legislation, existing and future, and the Housing Code, the Department of Housing is carrying out its
legislative imperative as set out in the Housing Act, 1997.

The National Spatial Development Perspective (NSDP) has been a key mechanism of Government to reconfigure the
apartheid spatial relations and implement spatial priorities in ways that meet the stated goal of providing basic
services to all and to alleviate poverty and inequality. The NSDP recognises the burden of unequal and inefficient
spatial arrangements placed on communities, especially the poor who, for example, have to bear significant transport
costs to commute long distances to and from work. Similarly, the PGDS, and the Municipal Integrated Development
Plans (IDPs) have been central programmes of Government‟s response to its stated aim of growing the economy and
addressing the needs of the largest number of poor people.
The four principles of the NSDP are as follows:-



                                                                                                                  10
            Rapid economic growth that is sustained and inclusive in order to achieve poverty alleviation
            Fixed investment to focus on localities of economic growth or economic potential
            Projects and programmes to address poverty and provision of basic services in areas where low economic
            potential exists
            Channelling of future settlement and economic development opportunities into activity corridors and nodes
            that are adjacent to or linked with main centres


Role and Functions of Provincial Government

Every provincial government must do everything in its power to promote and facilitate the provision of adequate
housing in its province within the framework of national policy, after consultation with the provincial organisations
representing municipalities.

Schedule Four of the Constitution determines that housing is an area of concurrent competence for national and
provincial government. This means that provincial government may legislate in respect of housing matters that fall
within its provincial boundaries, as long as such legislation does not undermine national legislation. Chapter 1 of Part
1 explains the law of concurrent competence in detail. A critical policy challenge for the governance of housing is for
provincial government to exercise its functions and powers in such a way that supports national processes and
policies.

Ultimately, the primary role of provincial government is to promote and facilitate the provision of adequate housing in
its province, within the framework of national housing policy. In this regard, the functions of provincial government
include the following:

            Provincial Policy: to determine provincial policy in respect of housing development
            Provincial Legislation: to promote the adoption of provincial legislation to ensure effective housing delivery
            Housing Development: to co-ordinate housing development in the province
            Capacity Support for Municipalities: to take all reasonable and necessary steps to support and strengthen
            the capacity of municipalities to effectively exercise their powers and perform their duties in respect of
            housing development
            Intervention to Perform Municipal Duties: When a municipality cannot or does not perform a duty imposed
            by this Housing Act, to intervene by taking any appropriate steps in accordance with section 139 of the
            Constitution to ensure the performance of such duty. The Provincial Executive may issue a directive to the
            municipality describing the extent of the failure to meet its obligations and stating any steps required to meet
            its obligations. The said Executive may also assume responsibility for the relevant obligation to the extent


                                                                                                                         11
         necessary to maintain essential national or minimum standards, to prevent unreasonable action by such a
         municipality, and to maintain economic unity
         Multi-Year Plan: to prepare and maintain a multi-year plan in respect of the execution in the province of
         every national housing programme and every provincial housing programme. This must be consistent with
         national housing policy, broad national housing delivery goals and the guidelines that the Minister approves
         for the financing of such programmes with funds from the South African Housing Fund
         Municipal Accreditation: to assess applications received from municipalities to be accredited to administer
         national housing programmes; and also to monitor the performance of accreditation municipalities
         Provincial Legislatures: to provide mechanisms to maintain oversight over, and to ensure that all provincial
         executive organs of state are accountable to the legislature. In this regard, the MEC for Housing is obliged,
         in terms of the Housing Act to report to the provincial legislature annually on the activities of the Provincial
         Housing Development Board and accredited municipalities

SITUATIONAL ANALYSIS


Introduction
Gauteng Province is one of the 9th provinces and the smallest in size with approximately 1, 4% of South Africa‟s land
area or 16 548 square kilometres. The discovery of gold in the 19th century in Johannesburg and in the East Rand
has made Gauteng one of the biggest contributor of Gross Domestic Product (GDP) nationally and continentally. It is
claimed that it contributes 33% to the national economy and a phenomenal 10% to the GDP of the entire African
continent1.


Gauteng is the most urbanized province with almost 97% of its people living in the urban areas. It is the only province
with three of six metros in South Africa, which are Johannesburg, Tshwane and Ekurhuleni with Johannesburg as its
capital city. It is host of four major financial institutions and the Africa‟s largest Johannesburg Stock market known as
JSE. Gauteng is also a home of institutions of higher learning, cultural heritages such as Cradle of Humankind which
is one of the UNESCO World Heritage sites to name the few are found here.


Province and Its Population
With a proximity of 16 548 hectares, Gauteng is the largest populous province in South Africa after Kwa Zulu Natal,
with 8.8 million people and Kwa Zulu Natal with 9.2 million..2. The population of Gauteng has been growing rapidly as
a result of migration and natural growth. According to the Stats SA in 2004 the average Gauteng population was at


1
  http://www.southafrica.info/ess_info/sa_glance/geography/gauteng.htm
2 Stat SA 2001 census


                                                                                                                      12
19.7% and in 2005 was at 19.9%, 2006 at 20.1% and in 2007 it is estimated at 20.2%3. It is important to look at the
attributes that makes Gauteng to be a favourable place to live.


Gauteng’s Economy in Perspective
A contributor of 33% of the country‟s GDP and is seen as an engine of regional economy and a gateway to the rest of
the continent. Apart from being the host of various financial institutions and world renowned stock market, Gauteng
boasts huge manufacturing industries such as iron and steel, fabricated and metal products, food, machinery,
electrical machinery, vehicles parts and chemical products.


Even though the province is 97% urban, the agricultural sector is one of the largest in the country. Here the
agricultural sector is geared towards providing the cities and towns of the province with fresh agricultural products
daily. According to SA info a large area of the province falls within the so-called Maize triangle. The districts of
Heidelberg hold important agricultural land, where ground-nuts, sunflowers, cotton and sorghum are produced4. With
the agricultural products and food processing about R 10 billion is generated into the provincial economy.


Technologically it is emerging as one of the successful regions in the continent. It boasts the best
telecommunications and technology, five major television stations and a highest concentration of radio, internet and
print media in the continent. With such economic might, Gauteng attracts many skilled and unskilled labourers into
the province. The 2000 survey identified Gauteng as one of the 46th global hub of technological innovation. Most of
the businesses in the province are organized in different business chambers representing regions of the province.


Migration
Looking at the economic development of Gauteng province, no doubt for many South Africans and non-South
Africans see it as place of milk and honey. The population statistics we have shown indicates that between 2004 to
date Gauteng‟s population has increased from 19.7% to 20.2%. Population growth in Gauteng between 1996 and
2001 has been rapid, with the province‟s population increasing by a fifth over the period, equivalent to an annualized
rate of 3.8 percent, and accounts for around 35 percent of the total increase in the national population. In both
absolute and relative terms, Gauteng has had the fastest growing population, followed by KZN and the Western
Cape, which experienced the second largest absolute and relative population increases respectively5.
The statistics shows also that there is a decline of population from other provinces and the question is where are they
heading to, Gauteng of course. According to Oosthuizen, M and Naidoo, P the migration to Gauteng from other
provinces shows that:

3 Statistics South Africa, “Mid year population estimates, South Africa, 2007
4
  http://www.southafrica.info/ess_info/sa_glance/geography/gauteng.htm
5 Oosthuizen,M & Naidoo, P Internal Migration to the Gauteng Province, 2004


                                                                                                                    13
“As indicated earlier, the majority of migrants in Gauteng are intra-Gauteng migrants, the remaining 42 percent
having migrated from one of the eight other provinces. The extent of intra-Gauteng migration also varies between the
various regions within the province, accounting for more than 70 percent of migrants in Sedibeng and only 42 percent
in Metsweding. Tshwane and the West Rand also have above average levels of in-migration from other provinces.
Overall, the largest number of in-migrants („immigrants‟ from South Africa‟s other provinces) comes from Limpopo,
accounting for 9.8 percent of all migrants in the province, followed by Kwa Zulu-Natal (7.6 percent) and the North-
West (6.2 percent). Mpumalanga and the Eastern Cape each account for 5.1 percent of all migrants”6.


The study by Oosthuizen and Naidoo shows that the movement of people into Gauteng differs in the regions and
Johannesburg in particular has gained majority of these migrants. Job seekers from other provinces and within
Gauteng have shown that migration of people is the main reason. This does not suggest migration of people to
Gauteng is solely job seeking. Other reasons include infrastructure such as health facilities, and other issues.
Provincial health, education and social security are also often regarded as potential „pull‟ factors promoting in-
migration to Gauteng and other better-off provinces7.


The recent study by the Department of Labour shows how migrants seeking asylum has increased in South Africa
since the advent of democracy in 1994. The statistics shows that Africans who leave their country of origin for
greener pastures are in majority. According to the Labour Market Review (2007) “South Africa has experienced a
significant increase in asylum-seekers from the rest of Africa and Asia since 1994. Between 1994 and 2004 around
150 000 claims/applications for asylum were received by the Department of Home Affairs. In the same decade 26
900 asylum seekers were granted refugee status. In 2006, the highest ever number of asylum claims were made, an
“estimated total of 53 363.” Men comprised 78% (41 437) of claims in 2006, women 20% (10 769) and children 2%
(1155). Although, some 5 342 initial decisions were made on the 2006 claims for asylum it can take up to five years
(and sometimes longer) for claims to be adjudicated” 8.


These statistics show again that these patterns will continue as Gauteng remains a destine choice for many job
seekers. Though recently the province of Gauteng has experienced the most vicious violence against foreigners, this
has not impacted on the population of the province only on the image of the country and to some extent the
economy.




6 Ibid
10Ibid
8
  www.labour.org.za, Labour Market Review (2007) Labour Migration and South Africa:
Towards a fairer deal for migrants in the South African Economy.


                                                                                                                 14
STRATEGIC GOAL

To ensure human settlements are a major driver in developing Gauteng as a Globally Competitive City Region.

STRATEGIC OBJECTIVES:
o   To build an effective, efficient and caring government in the delivery of housing
o   To facilitate, fund and manage the provision of tenure and appropriate qulity services and houses
o   To densify housing on well located land as well as diversification of housing stock for various markets
o   To contribute to National policy processes and address gaps that hinder sustainable development

This strategic goal is achieved through the implementation of the following PROGRAMMES:

        Eradication of Informal Settlements

        Mixed-Housing Development

        Alternative Tenure

        Urban Renewal

        20 Priority Townships

These programmes are implemented within the context of the following priorities:

        Promoting sustainable economic development and job creation;

        Integrated investment in community infrastructure;

        Implementing a comprehensive provincial response to HIV/AIDS and protect vulnerable groups in society;

        Developing human resources and capacity building;

        Fighting poverty and protecting vulnerable groups in society; and

        Strengthening governance and service delivery.




                                                                                                              15
Description of the current National Housing Programmes per Intervention Category

    1. Intervention Category: Financial
            o   Individual Housing Subsidies
            o   Enhanced Extended Discount Benefit Scheme
            o   Social and Economic Facilities
            o   Accreditation of Municipalities
            o   Operational Capital Budget
            o   Housing Chapters of IDPs
            o   Rectification of Pre-1994 Housing Stock
    2. Intervention Category: Incremental Housing Programmes
            o   Integrated Residential Development Programme
            o   People's Housing Process (PHP)
            o   Informal Settlement Upgrading
            o   Consolidation Subsidies
            o   Emergency Housing Assistance
    3. Intervention Category: Social and Rental Housing Programmes
            o   Institutional Subsidies
            o   Social Housing
            o   Community Residential Units




                                                                                   16
    4. Intervention Category: Rural Housing Programme
              o     Rural Subsidy: Informal Land Rights


1. Intervention Category: Financial

Definition: Programmes facilitating immediate access to Housing Goods and Services creating enabling environments and
providing implementation support

Individual Housing      The individual subsidy mechanism is available to individual households who wish to apply for a
Subsidies: Credit       housing subsidy to purchase an existing house or to purchase a vacant stand and enter into a
and Non-credit          building contract for the construction of a house. The latter subsidy option may only be
linked                  awarded to those households who have entered into a loan agreement with a financial
                        institution.
R0 – R3 500

Enhanced Extended The Discount Benefit Scheme was introduced to assist persons to acquire state -financed rental
Discount Benefit        housing, existing sales debtors to settle the balance on purchase prices of properties acquired from
Scheme                  the public sector or to repay publicly -financed credit that had been used for housing purposes. This
                        programme applies to state- financed properties first occupied before 1 July 1993 and stands or units
                        contracted for by 30 June 1993 and allocated to individuals by 15 March 1994

                        The programme entails discounting of an amount up to the prevailing housing subsidies on the
                        loan/purchase price/ purchase price balance of the properties in question.

                        The Programme facilitates the development of primary public social and economic facilities,
Social and
                        which are normally funded and maintained by municipalities, in cases where municipalities are
Economic Facilities
                        unable to provide such facilities within existing and new housing areas as well as within
                        informal settlement upgrading projects

                             Municipalities that have been accredited will be able to plan, manage and administer the
                             National Housing Programmes. The purpose of this programme is to provide: Systems
Accreditation of
                             Support to accredited municipalities that could include hardware as well as software
Municipalities
                             facilities.
                             Capacity Support to accredited municipalities

Operational Capital The Operational Capital Budget Programme is to regulate the application of a certain
Budget (OPS/CAP) percentage of the voted provincial housing funding allocation to support the implementation
                        and manage approved national and provincial housing programmes projects and priorities. It



                                                                                                                         17
                        could be utilised:
                            for the appointment of external expertise by the Provincial Housing Departments to
                            augment capacity, required for delivery at scale and
                            assist in enhancing the implementation of the National and Provincial Housing
                            Programmes and projects.
                        It may not be utilised to enhance the personnel establishment of any Public Sector institution

Housing      Chapters The programme provides guidelines for the development of housing plans in the integrated
of IDPs                 development planning process and suggests an approach to the formulation of Housing
                        Chapters of Municipal IDPs

                        This programme aims to facilitate the improvement of certain state-financed residential
Rectification of Pre-
                        properties created through a State housing programme during the pre-1994 housing
1994 housing stock
                        dispensation.

2. Intervention Category: Incremental Housing Programmes:

Definition: Programmes facilitating access to housing opportunities through a phased process

                        The programme provides for planning and development of integrated housing projects.
Integrated
                        Projects can be planned and developed in phases and provides for a holistic development
Residential
                        orientation.
Development
                        Phase 1: Land, Services and Township Proclamation
Programme
                        The first phase could entail planning, land acquisition, township establishment and the
                        provision of serviced residential and other land uses to ensure a sustainable community.
                        Phase 2: Housing Construction: Individual ownership options
                        The second phase could comprise the house construction phase for qualifying housing subsidy
                        beneficiaries and the sale of stands to non-qualifying beneficiaries and to commercial interests etc.




Peoples Housing         The PHP assists households to access housing subsidies (consolidation, project-linked,
Process (PHP)           institutional or rural subsidies) with technical, financial, logistical and administrative support to
                        build their own homes.

Informal Settlement The programme facilitates the structured upgrading of informal settlements. It applies to in situ
Upgrading               upgrading of informal settlements as well as where communities are to be relocated for a
                        variety of reasons. The programme entails extensive community consultation and participation,




                                                                                                                            18
                       emergency basic services provision, permanent services provision and security of tenure.

                       The consolidation subsidy is available to a beneficiary who has already received assistance
Consolidation          through government to acquire a serviced residential site under the pre- 1994 housing
Subsidies              schemes. This subsidy is applicable to serviced sites that were obtained on the basis of
                       ownership, leasehold or deed of grant and must be utilised to construct or upgrade a top
                       structure on the relevant property.
Emergency              This programme provides temporary assistance in the form of secure access to land and/or
Housing Assistance basic municipal services and/or shelter. The assistance is provided to beneficiaries who have
                       for reasons beyond their control, found themselves in an emergency housing situation where
                       their existing shelter has been destroyed or damaged, their prevailing situation posed an
                       immediate threat to their health, life and safety or where they have been evicted or faced
                       imminent eviction. It is only applicable in emergency situations of exceptional housing need.

3. Intervention Category: Social and Rental Housing Programmes:

Definition: Programmes facilitating access to Rental Housing opportunities, supporting Urban Restructuring and Integration

Institutional          This mechanism is targeted at housing institutions that provide tenure arrangements
Subsidies              alternative to immediate ownership (such as rental, installment sale, share block or co-
                       operative tenure) to subsidy beneficiaries.

Social Housing         The Social Housing programme seeks to provide a rental or co-operative housing options for
                       low income persons at a level of scale and built form which requires institutional management
                       and which is to be provided by accredited social housing institutions and in designated
                       restructuring zones.

                       The programme facilitates the provision of secure, stable rental tenure for the lowest income
Community
                       persons who are not able to be accommodated in the formal private rental and social housing
Residential Units
                       market. It provides a coherent framework for dealing with the many different forms of existing
(CRU)
                       public sector residential accommodation. The CRU programme also provides options in Phase
                       4 of the “Informal Settlement Upgrading Programme”.

4. Intervention Category: Rural Housing Programme:

Definition: Programmes facilitating access to housing opportunities in rural areas

Rural Subsidy:         The Rural programme is used to extend the benefits of the Housing Subsidy Scheme to those
Informal Land          individuals living in areas referred to as “rural” areas where they enjoy functional security of




                                                                                                                       19
Rights               tenure as opposed to legal security of tenure. Only individuals whose informal land rights are
                     uncontested and who comply with the qualification criteria will be granted such Rural
                     subsidies.



PROVINCIAL HOUSING PROGRAMME STRUCTURE REFORM

Programme                                          Sub-programme
1. Administration                                      Office of the MEC
                                                       Corporate Services

2. Housing Needs, Research and Planning                Administration
                                                       Needs, Policy, Planning and Research


3. Housing Development, Implementation,                Administration
    Planning and Targets                               Financial Interventions
                                                       Incremental Interventions
                                                       Social and Rental Intervention
                                                       Rural Intervention

4. Housing Assets and Property Management              Administration
                                                       Sales and Transfers of Housing Properties
                                                       Devolution of Housing Properties
                                                       Enhanced Extended Discount Benefit Scheme
                                                       Housing Properties Maintenance




                                                                                                                20
PART B: BUDGET PROGRAMME AND SUB-PROGRAMME PLANS




2.    PROGRAMME 2:            HOUSING NEEDS, RESEARCH AND PLANNING


NATIONAL PROGRAMME STRUCTURE                                  PROVINCIAL PROGRAMME STRUCTURE

Housing Needs, Research and Planning provides key 2.1 Policy
support functions for the Department including: Quality
                                                              2.2 Research
Assurance,      Programme          Information      Systems
Management, Municipal Support,               Monitoring and 2.3 Strategic Planning
Evaluation                                                    2.4 Quality Assurance

                                                              2.5 Programme Management Office (PIMS )

                                                              2.6 Housing Agencies Registry

                                                              2.7 Development Planning




2.1      POLICIES, PRIORITIES AND STRATEGIC OBJECTIVES

The Department still remains committed to the following broad based policy imperatives:

The People‟s Contract, which commits the Department to the following:

             Job creation;
             Fighting poverty;
             Building a Better Life for All; and
             Creating a Caring and Responsive Government.


The Medium Term Strategic Framework includes:

             To half Unemployment;
             To half Poverty;
             Healthy, Skilled and Productive People; and
             Deepened Citizenship and Democracy.




                                                                                                        21
The National Housing Priorities commit the Department to:

              Combating crime, promoting social cohesion and improving the quality of life;

              Supporting the functioning of the entire single residential property market, to reduce duality within the sector,
              by breaking the barriers between the first economy, residential property boom and the second economy
              slump; and

              Utilizing housing as an instrument for the development of sustainable human settlements, in support of spatial
              re-structuring.

The Department of Housing aims to meet government‟s constitutional responsibility of ensuring that every South
African has access to permanent housing that provides secure tenure, privacy, protection from the elements, and
access to basic services.

“Breaking New Ground” builds on the housing policy outlined in the 1994 White Paper on Housing, and adds the
imperative of ensuring that settlements are sustainable and habitable to the basic original goal of delivering
affordable housing. The priorities of the plan are to:


              Accelerate delivery of housing within the context of sustainable human settlements;
              Provision of housing within human settlement;
              Provide quality housing to turn homes into assets;
              Create a single, efficient formal housing market; and
              Abolish apartheid spatial planning thereby restructuring and integrating human settlements.

The Department has introduced a credit-linked subsidy to promote access to mortgage finance, thereby accelerating
housing delivery and promoting the development of a single functioning housing market. The subsidy was designed
as part of the Memorandum of Understanding signed by Minister Sisulu and the financial institutions.

The National Department of Housing has finalised a Social Housing Policy in recognition of the potential of achieving
urban efficiency and renewal by constructing subsidised rental housing. This policy will be implemented by the
Department and regulated by an authority (to be established). The policy introduces grants for developing, holding
and managing the envisaged housing stock.


It is within the National Spatial Development Planning framework that the Department has committed to, amongst
others, the concept of central planning which encompasses all aspects of human settlement development including
infrastructure, services, mixed tenure options and mixed land use.


                                                                                                                           22
The Gauteng Provincial Priorities, which are underpinned by and foster the BNG strategy, guide housing delivery within the
province and include:

                   Enabling faster economic growth and job creation;

                   Fighting poverty and building safe, secure and sustainable communities;

                   Developing healthy, skilled and productive people;

                   Deepening democracy and promoting constitutional rights; and

                   Building an effective and caring government.

The GCR perspective seeks to promote Gauteng's development agenda by positioning the province as a globally
competitive city region. The key objective is to reduce unemployment and poverty by promoting economic growth, integrated
strategies and joint planning between the different spheres of government. Among the key priorities are safety and an
integrated transport network.

The Global City Region strategy also seeks to address inequality and uneven development in the province. Gauteng is
already recognised as a global city region with a population of over 9.5 million people, the fourth largest economy in African
and contributing to over a third of the country's GDP.

Since 1994, the Department has applied a number of strategies to address the challenges and backlogs inherited from the
previous regime. As noted above, the Department is guided by the BNG Strategy and the PGDS to realise its objectives.

The Department intends to establish a sustainable housing and human settlement process that will achieve housing with
secure tenure, within a safe and healthy environment and the development of viable communities for all people.

It is in view of all these priorities and directives that the policies of the Department guide delivery and fulfill the mandates
mentioned above. The Department has thus revised its operational structure and programmes to comply with the policies,
principles and strategies. The programmes of the Department are noted as follows:

              •    Mixed Housing Developments;

              •    Eradication of Informal Settlements;

              •    Alternative Tenure;

              •    Urban Renewal Programmes (URP); and

              •    Twenty (20 PTP) Priority Township Programme.




                                                                                                                            23
The central tenets of our policy in the new term of government rest on five key pillars, which determine our new direction as
we break new ground in housing, these are articulated as follows:

                   Dealing with issues of quantity and quality as mutually inclusive components of the same housing delivery
                   process;
                   Mainstreaming the participatory development paradigm;
                   Transforming settlements, especially the 20 Priority Townships, into sustainable and vibrant communities;
                   Implementing the rental housing policy and subsidy; and
                   Promoting good urban governance.


2.1.1    Sector Involvement


The Department has developed the Housing Development Sector Involvement Strategies (HDSISs) for Women,
Youth and for Persons with Disabilities 2008-20014. The objective of the strategies is to create an environment
where women, youth and persons with disabilities will be assisted to access skills training and to also benefit from the
Department‟s economic empowerment programmes as outlined in these strategies.

The strategies have been introduced to bring into realisation the Department‟s efforts to fight poverty and to build
Sustainable Human Settlements. The Department is planning to provide services to all persons found within the
category of vulnerable groups to improve their lives through the provision of quality services.

The Department also aims to work in partnership with the identified sectors and to empower them to become
productive and to be actively involved in housing construction. The Department has since defined vulnerable groups
to include people with severe mental disabilities, people disabled by violence, particularly domestic violence, orphans
and abused children, the aged, victims of war and people with HIV/Aids, among others. The scope of our
beneficiaries has therefore been extended to include all other sections of society within the context of vulnerability.

The definition given therefore has demanded of the Department to consider the provision of new or other services
such as the upgrading of social facilities including protection shelters for women and children who find themselves in
these various forms of social institutions namely: orphanages, old age homes, shelters for abused women and
centres for persons with disabilities. The Department has therefore divided its delivery function into Core-function and
Non-core function to address the social aspect of housing as outlined herein. The Non-core functions which seek to
address issues that are essentially caused by societal ills now form part of the comprehensive strategy of the
Department to eradicate poverty and improve the economy of Gauteng through housing construction.




                                                                                                                          24
The level of skills training and economic empowerment programmes within the housing development sector have
now been clearly defined to guide the development of operational plans and guide the costing of these empowerment
programmes. It is expected that the implementation of the new strategies will bring a meaningful change in the social
and economic status of the groups affected.

Sector beneficiaries are recognised either as individuals or as groups such as CBOs or NGOs involved in the
construction sector or as emerging contractors in the form of housing construction companies, cooperatives and Joint
Ventures whose key focus is housing construction.


The Department has also identified key partners for participation namely: National and Provincial Departments, Local
Government, the National Home Builders Registration Council (NHBRC), the Banking Sector, the Private Sector
including established Developers, Emerging Companies, Research Institutions as well as NGOs to form a solid front
to pursue an agenda to accelerate housing delivery.


The new strategy on sector involvement seeks to develop a pool of entrepreneurs in the housing construction
industry and to strengthen their participation in the economic life of Gauteng through mentoring and capacity building
programmes. Development is also to be promoted through Learner ships and Internship programmes which will be
extended to include the Construction SETA.


Sector Development strategies are well positioned to increase efforts in the eradication of poverty, to reduce
unemployment and to create economically vibrant communities through skills training and the promotion of
entrepreneurship in a growing economy.


Special Needs


The Department has identified the following categories of special needs namely Women, Youth; Persons with
Disabilities, HIV/Aids, Child-headed Families and Pensioners.


The Department, through the special needs cases aims at ensuring that housing is accessed by individuals and
groups falling within this category. Housing needs of these categories are identified to ensure appropriate housing
designs to address their special needs. For instance, pensioners have been receiving priority in the allocation of
subsidized housing. A variety of tenure options are also provided for persons in the special needs categories. The
Department continues to ensure that all relevant stakeholders are involved in the development of housing for special
needs as well as guaranteeing that housing adheres to the principles of sustainable and integrated development.



                                                                                                                   25
Strategic Objective                    Key Measurable Objective
To build an effective, efficient
                                            To conduct Housing Research to enhance the delivery of sustainable human
and caring government in the
                                             settlements in the province.
delivery of housing
                                            To provide Housing-related training and capacity building for the municipalities
                                             and Departmental officials to ensure more effective housing delivery

                                            To provide a regulatory framework for enhanced and accelerated housing
                                             delivery.

                                            To enhance and sustain the strategic direction of the Department

                                            To develop provincial multi-year strategic housing plans, aligning provincial
                                             and municipal housing plans and IDPs

                                            To co-ordinate the activities of the Municipal Housing Development Planning
                                             process with the principles of Land Use Development Management

                                            To increase and support the participation of vulnerable groups in the housing
                                             sector

To facilitate, fund, manage the
                                            To ensure an integrated management process approach to service delivery
provision     of   tenure        and
                                            To establish and manage the Spatial Information Systems of the Department
appropriate quality services and
                                             to proactively guide and monitor development
houses
                                            To render a planning support service to the Department to proactively guide
                                             and monitor development

To densify housing on well
                                            To co-ordinate the activities of the Municipal Housing Development Planning
located     land   as     well    as
                                             process with the principles of Land Use Development Management
diversification of housing stock
for various markets
To contribute to National policy
                                            To provide regulatory framework for housing delivery in respect of policy
processes and address gaps
                                             guidelines and proclamation of legislation
that hinder sustainable
development




                                                                                                                      26
2.2      PROGRESS ANALYSIS

2.2.1    Housing Needs, Research and Planning
         The main focus of this unit relates to the need to guide the Department in understanding and being prepared to
         tackle the various challenges it is facing in the present and future context. The Unit provides support to the
         Department in understanding its political, national and provincial mandates and ensuring the alignment of all
         policies and programmes to these mandates. To this end all policies have been reviewed and aligned to the BNG
         and PGDS. Research has been undertaken in critical areas including:

             Land banking has been completed and provides the basis for Development Planning.
             Research on Housing on Dolomitic Land has been completed
             Best Practices in Urban Renewal Projects


The Sector Development Strategy has been approved and is being implemented. This relates to the inclusion of
vulnerable groups such a women, youth and people living with disabilities in the housing sector. Various Capacity
Building initiatives are undertaken to respond t the Constitutional mandate to build the capacity of municipalities. A
provincial Capacity Building strategy is being developed to guide this process in the Department.


Monitoring and evaluation forms a vital part of this unit and included performance monitoring, project monitoring and
impact assessments to ensure the improvement of the impact of the department in achieving the objectives of its
mandate especially as these relate to Breaking New Ground – The Comprehensive Plan for the Development of
Sustainable Human Settlements, the Global City Region Perspective and the Gauteng Growth and Development
Strategy.


2.2.2    Development Planning

Acquisition of well located land


The province of Gauteng is the smallest in land size compared to other provinces of South Africa. It is yet the
densely-populated urban space with an ever-increasing number of households. This situation underscores a need to
address the issues of land use and land availability.


Competing land use covers a wide range of interests and needs such as residential, industrial, commercial and
business. The challenge in our geographically small province is to know how to strike a harmonious balance between
or amongst equally important competing needs and interests.




                                                                                                                   27
We have defined well located land in line with the recommendations of the Land Use Task Team to be pockets of
land that:


         Located in close proximity or within reasonable distance to urban services (schools, clinics, commercial and
         retail activity, parks and recreational facilities)
         Land that is accessible (located on or near a public transport route (bus, taxi or rail)
         Land with additional or spare bulk infrastructure capacity which can be optimized
         Land in strategic locations that will unlock economic potential (have potential of providing job opportunities
         or enable entrepreneurship)


As part of our land bankability strategy and maximizing the usage of public-owned land, we have also identified
pockets of land earmarked for sustainable human settlements in all the regions of Gauteng province.


In terms of this process of acquiring both private and public owned land in various areas of the province in order to
plan towards 2012, the following portions have been identified: Johannesburg 31 Portions; Tshwane: 66 portions;
Ekurhuleni: 51 portions; West Rand: 16 portions; Sedibeng:44 portions and Metsweding: 18 portions. The
Department is now allowed to purchase land through the Housing Fund.


In maximizing the usage of land, we are moving ahead with the implementation of the Inclusionary Housing Policy.
Key to this policy is its ability to influence spatial patterns in promoting the deracialisation of exclusive suburbia and
create inclusive communities irrespective of income, race and profession. Whilst the individual unit configuration and
finishes may vary, the aesthetics of the units are not compromised.


Expropriation of land


After reasonable negotiations and a due process of negotiating with private land owners, the state is tied in prolonged
negotiations around purchase of land. Land cost is seen as the single most significant factor that impacts on the
acquisition process. With the realization of the potential and suitability of the property, the Department is faced with
private land owners then demanding a higher value for the property at government‟s expense.


Failure to a successful acquisitions process, the Expropriations Act provides for a mechanism that allows the state to
expropriate land for development purposes in accordance to its development objectives.




                                                                                                                      28
However, it should be noted that this process is only used as a last resort and due to fruitless negotiations.
Furthermore, the notion from land owners that if the property value is very high the state will be unable to participate
in the market remains a myth.


To the contrary, the state will, after reasonable negotiations and after consideration of due factors, make use of
expropriation to access a particular portion of land if required. The Department together with local authorities in areas
such as Sedibeng and Ekurhuleni has implemented the process of expropriation of land where land owners have
negotiated in bad faith.


2.2.3     Programme Management Office (PMO)


The PMO is responsible for collation of data, monitoring information capturing and updates, validating information received
and consolidation of reports. This includes spatial information or data that is used to assist in the planning of the direction that
housing development needs to take.

The PMO has been given the mandate to formulate a system through which the delivery progress of the Department could
be recorded and tracked or monitored as well as purposes of reporting.

The formulation of a data capturing and management system requires the training of regional personnel that play a vital role
in the provision of reports or progress on implementation of programmes. Formulation and Management of information
assists in the creation of appropriate reports such as the Premier‟s report, Treasury and National Housing reports which must
all provide updated information on the Department.

The development of information management and reporting system is fairly advanced and using the most recent reporting
template as per the directive of National Treasury. The reporting template has been reviewed and enhanced to meet the
reporting requirements of the Department and our external stakeholders.

The Departmental sub-offices (sub -PMOs) have been established for both operational and support programmes within the
Department.

The PMO has a responsibility to assist in strengthening the capacity of the Sub PMOs through training and on going support
on the utilization of the reporting tool / system.




                                                                                                                                29
2.2.4    Quality Assurance


Methods to fast track housing delivery

Alternative building technology/methods


The Department has undertaken to complement conventional housing construction with Alternative Building
Technologies. In line with the new comprehensive housing plan which aims to accelerate access to housing
opportunities, these alternative technologies will assist in decreasing the housing backlog as they prove to be faster
in construction, labour intensive (assist in job creation and skills transfer), offer a varied array of housing types to our
beneficiaries and falls within the prescribed subsidy scheme.


We have now seven projects that are being implemented throughout the province and more will be identified as and
when we approve additional Service Providers who meet our norms and standards.


Together with National Housing and NHBRC, we have established Innovation Hub in Soshanguve and this will assist
in coming up with different methods of building that must be sanctioned by the relevant institutions.


As we implement this type of housing development, it is important to ensure beneficiary education so that they can
appreciate such interventions and understand various products and not always rely on brick and mortar for house
construction.


Utilization of established developers


Developers are loath to enter the Affordable Housing market. At the bottom end of the market margins are very low
(12-15%) whereas in the middle to upper segments margins can be 20-25%.


The Department also appointed contractors on the procurement rooster who will assist in implementing projects. The
contractors have been appointed in two categories: established and emerging contractors. The idea behind the
establishment of a rooster system was to try and address the turnaround times around procurement.


This has promoted mixed developments, but the benefit has also been that interest from big developers has been
resuscitated. Financiers have also moved from a model of being involved from the demand side of housing but also
are now involved in the supply side. Olivenhoutbosch and Cosmo City are examples of developments wherein
financiers have been involved in the supply side of housing; however these were green-field projects.


                                                                                                                        30
The procurement of contracting and professional services was identified as one of the delaying processes in the
implementation of projects. It is hoped that the turnaround times and project management capacity in the Department
will improve.


2.2.5    Housing Agencies Registry


The Housing Registry aims to ensure that there is continual maintenance of existing Service Level Agreements (SLAs) with
the Social Housing Institutions. In addition, the Registry will consolidate some Social Housing Institutions (SHIs); whilst also
reviewing and considering possible termination of some SHIs in preparation for the Social Housing Registration Agency
which will be developed in line with the Social Housing Policy.

2.2.6    Monitoring and Evaluation

A common monitoring and evaluation framework for the province is being developed by the Office of the Premier in
consultation with other departments. This will enable government to evaluate progress in the implementation of its
strategy against the targets set. It will further recommend intervention mechanisms in areas where there is little or no
progress.




                                                                                                                            31
2.3      ANALYSIS OF CONSTRAINTS AND MEASURES PLANNED TO OVERCOME THEM

Constraints /Challenges                                     Measures Planned to Overcome Them
Coordinate Planning between Province and Local                   Develop MHDPs that bridge the gap between
Authorities                                                      municipal and provincial planning. MHDPs are being
Internal capacity not available                                  prepared for each respective municipality to be
                                                                 incorporated into the local MIDPs.


Getting contractors to change their mindset and                  Training of emerging contractors
understand that quantity goes hand in hand with quality          Improved and regular communication with Project
                                                                   Managers in region
Lack of reliable and stable information platform                 Reporting template finalised and needs to be
                                                                   converted into a database to ensure its stability
                                                                 Regions to assist in populating all fields in the
                                                                 reporting template to ensure an updated database.
Capacity at municipal level to ensure that information is        Training being conducted
updated on eKhaya                                                Interface to be extended and developed if feasible.
Linkages to other information management systems
Uncoordinated planning and settlement planning                   An integrated planning approach is utilised to ensure
                                                                 involvement and participation across provincial
                                                                 departments and spheres of government. The mixed
                                                                 development approach along with the provision of a
                                                                 variety of housing products seeks to address the old
                                                                 racial-based settlement planning
Some of the essential services beneficiaries are                 A process of tracking eligible beneficiaries is being
unavailable to take up the consolidation subsidy                 undertaken
The capacity of the Department to deliver houses using           The devolution of functions to municipalities will
the project based approach                                       relieve some capacity constraints
Monitoring the performance and financial viability of the        Registrar has been resuscitated to focus on
housing institutions                                             monitoring and evaluation of SHIs in terms of
                                                                 adherence to SLAs, finance, new projects, reporting
                                                                 and capacitation.




                                                                                                                       32
2.4   DESCRIPTION OF PLANNED QUALITY IMPROVEMENT MEASURES

      The communication process with municipalities is being fast-tracked to ensure that required information for the
      MHDPs is received timeously and that it is of good quality.

      A workshop on policy development processes was conducted involving all senior managers to ensure that policy
      and research work is focussed on and addresses the needs of the core programmes.

      Few municipalities are geared towards housing delivery and have the necessary capacity to manage such housing
      programmes. Lack of capacity by some municipalities has also acted as an impediment in the establishment of
      housing programmes. The Department is in the process of finalising a capacity building strategy and will be working
      with the municipalities to ensure appropriate capacity for housing delivery.

      The unavailability of additional geotechnical requirements from the NHBRC for the enrolment of Departmental
      projects with them has been a key constraint. The Department together with the NHBRC have come into an
      agreement that the additional information (Phase 2 geotechnical study) will not be required for projects where it is
      not obtainable.




                                                                                                                      33
2.5     SPECIFIC MEASURABLE OBJECTIVES

              Key                         2007/2008           2008//2009       Year 1          Year 2           Year 3
Sub-          Measurabl       Performance (actual)            (estimate)       2009/2010       2010/2011        2011/2012
Programme     e               Measures                                         (target)        (target)         (target)
              Objectives
Policy and    To provide      Draft            Backyard Rental Special Needs   Development Draft                 Review of the
Legislation   and             implementation Policy, Directive Policy, Urban   and             implementation pre-emptive
              enhance         guidelines       on Performance Management       documentation guidelines on the clause in the
              the             developed on Guarantees,         Policy,         of              following:        Housing Act of
              regulatory      various policies Property        Relocation      implementatio Shared              2001
              framework                        Maintenance     Guidelines,     n guidelines Accommodation
              for housing                      Policy          Housing         for National Policy,
              in respect                                       Demand          programmes Vulnerable
              of Policy                                        Database                        Households
              Guidelines                                       Policy                          Policy and review
              and                                                                              of the Housing
              Provincial                                                                       Subsidy System
              Housing         Approved                                         Review of the Monitoring of the Monitoring of the
              Legislation     review                                           Backyard        reviewed policy reviewed policy
              throughout      Backyard                                         Upgrading
              the financial   Rental Policy                                    Policy
              year            Approved                                         Revision of the Review Policy Review Policy
                              revised policy                                   Policy          Development       Development
                              development                                      Development Process               Process
                              process                                          Process
                              Number of                                        4 Regional      3 Regional policy 1 Regional
                              regional                                         policy          consultation      policy
                              consultation                                     consultation workshops            consultation
                              workshops                                        workshops                         workshop
                              successfully
                              held
                              Approved draft                                   Draft           Approval        Implementation
                              legislation on                                   legislation on
                              Inclusionary                                     Inclusionary
                              Housing Policy                                   Housing Policy
                                                                               by November
                                                                               2009
                              Approved draft                                   Draft strategy Approval         Implementation
                              strategy for                                     for Sustainable
                              Sustainable                                      Human
                              Human                                            Settlements by
                              Settlements                                      October 2009
                              Approved draft                                   Draft plan for Approval         Implementation
                              plan for                                         integrated
                              integrated                                       approach to
                              approach to                                      Human
                              Human                                            Settlements by
                              Settlements                                      November
                                                                               2009




                                                                                                                            34
             Key                       2007/2008         2008//2009      Year 1          Year 2            Year 3
Sub-         Measurabl     Performance (actual)          (estimate)      2009/2010       2010/2011         2011/2012
Programme    e             Measures                                      (target)        (target)          (target)
             Objectives
Research     To provide    Approved    Approved report   Documented     Approved         Assessment of     Mid term report
             research      research    on the            case           report for       the Informal      on progress
             support to    report      investigations    management     investigation    Settlements       towards
             the                       into the          and mediation  into the         Upgrading         Eradication of
             programme                 Occupation of     issues of the  extent of        Programme         Informal
             s of the                  Unsafe            Rental         beneficiaries    towards Vision    Settlements by
             Department                Buildings         Tribunal       capable of       2014              2014
             to enhance                                                 enhancing
             housing                                                    their housing                      `
             service                                                    needs
             delivery on   Approved    Final research Final research Approved            Impact
             a             research    report on       report on        research         Assessment        Assessment
             continuous    report      Housing on      Impact           report on        Report on         report on
             basis                     Dolomitic Land Assessment        Why              Inclusionary      Demand
                                                       on the Use of beneficiaries       Housing Policy    Database
                                                       Alternative      sell                               System
                                                       Building         Reconstructio
                                                       Technology       n and
                                                                        Development
                                                                        Programme
                                                                        (RDP)
                                                                        houses
                           Approved    Approved        Draft research Approved           Approved          Approved
                           research    research report report on the research            research report   research report
                           report      on Land         Implications of report on         on Youth in       on People with
                                       Banking         constructing     Women in         Construction      Disabilities in
                                                       low cost         Construction                       Construction
                                                       housing on
                                                       dolomite land
                        Number of       3 research      Approved        4 research       4
                                                                                                           4 research
                        research        seminars        research        seminars         research
                                                                                                           seminars
                        seminars        successfully    report into the successfully     seminars
                                                                                                           successfully
                        successfully    held            provision of    held and 2       successf
                                                                                                           held and 2
                        held and                        Alternative     approved         ully held
                                                                                                           approved
                        number of                       Affordable      abstracts        and 2
                                                                                                           abstracts
                        approved                        Rental                           approved
                        papers                          Models                           abstracts
                        written
Capacity  To develop Approved          Draft concept     Approved        Successful      Approved          Approved
Developme an approved business plan    document          Provincial      implementatio   Business Plan     Business Plan
nt and    business plan                                  Capacity        n of            for 2011/12 in    for 2012/13 in
Focus     for the                                        Development     Provincial      terms of          terms of
Improveme Provincial                                     Strategy and    Capacity        Provincial        Provincial
nts       Capacity                                       Management      Development     Capacity          Capacity
          development                                    Plan            Strategy and    Development       Development
          Strategy and                                                   Management      Strategy and      Strategy and
          Management                                                     Plan            Management        Management
          Plan by                                                                        Plan              Plan
          March 2010




                                                                                                                          35
              Key                              2007/2008       2008//2009     Year 1           Year 2             Year 3
Sub-          Measurabl Performance            (actual)        (estimate)     2009/2010        2010/2011          2011/2012
Programme     e              Measures                                         (target)         (target)           (target)
              Objectives
             To facilitate 19 Officials        None,           21 Officials   19 Officials     20 Officials       20 Officials
             the            competent in       programme not competent in     competent in     competent in       competent in
             Certificate Housing Policy        yet established Housing        Housing          Housing Policy     Housing Policy
             Programme Development                             Policy         Policy           Development        Development
             in Housing and                                    Development    Development      and                and
             Policy         Management                         and            and              Management         Management
             Development                                       Management     Management
             and
             Management
             for 19
             Departmental
             and
             Municipal
             Housing
             officials by
             March 2010
             To review      30 Officials       46 Officials    30 Officials   30 Officials     30 Officials       30 Officials
             and facilitate competent in       trained         competent in   trained on       competent in       competent in
             the Good       Good Urban                         Good Urban     Good Urban       Good Urban         Good Urban
             Urban          Governance                         Governance     Governance       Governance         Governance
             Governance
             Programme
             for 30
             housing
             officials by
             March 2010
             To develop Approved               None,           None,          Conduct 1        Conducted 1        Conducted 1
             and facilitate framework for      programme not programme        Housing          Housing            Housing
             a Housing the Knowledge           yet established not yet        Knowledge        Knowledge ad       Knowledge ad
             Exchange       Exchange                           established    ad               Information        Information
             Programme Programme                                              Information      Exchange           Exchange
             by March                                                         Exchange         School             School
             2010                                                             School
Municipal Review,           Signed             No functions    A least 3      A least 3        Provide            Provide
Accreditatio facilitate and MoA/SLA            officially      housing        more housing     capacity,          capacity,
n            consolidate enabling the          decentralised   functions      functions        support and        support and
Programme the               decentralizatio    at least        decentralised decentralised     continue with      continue with
             decentralisati n of 3 housing     according to    to             to               decentralization   decentralizatio
             on of at least functions to the   the approved    municipalities municipalities   and monitoring     n and
             3 housing      metros             accreditation                                   of programme       monitoring of
             development                       policy                                                             programme
             functions to                      framework
             the three
             metros in the
             province by
             March 2010




                                                                                                                               36
                Key                        2007/2008        2008//2009      Year 1          Year 2         Year 3
Sub-            Measurabl      Performance (actual)         (estimate)      2009/2010       2010/2011      2011/2012
Programme       e              Measures                                     (target)        (target)       (target)
                Objectives
Women,         To facilitate   100 Youth      None, unit    75 Learners    100 Learners     110 Learners   120 Learners
Youth      and the National    successfully   not yet       successfully   trained in the   trained        trained
People with Youth              trained on     established   trained on     NYS              in the NYS     in the NYS
Disabilities Service           construction                 housing and    Programme        Programme      Programme
(Pwds)         (NYS)                                        construction
Mainstreamin Programme
g              on housing
               and
               construction
               throughout
               the financial
               year
               To train      100 members None, unit    40 women, 30        100 members     100 members 100 members
               vulnerable    from the     not yet      youth and 21        from the        from the        from the
               groups on     vulnerable   established  Pwds trained        vulnerable      vulnerable      vulnerable
               Business      groups                    on Business         groups to       groups          groups
               Development   successfully              Management          graduate on     successfully    successfully
               Skills        trained on                and                 Business        trained on      trained on
                             Business                  Construction        Management      Business        Business
                             Management                                    and             Management and Management
                             and                                           Construction    Construction    and
                             Construction                                                                  Construction
              To coordinate 300 members None, unit     126 Pwds and        300 members 200 members 150 members
              workshops from vulnerable not yet        100 women in        from vulnerable from vulnerable from vulnerable
              for vulnerable groups       established  construction        groups          groups          groups
              groups on the workshopped                workshopped         workshopped workshopped on workshopped on
              housing and on the housing                                   on housing and housing and      housing and
              construction and                                             construction construction       construction
              industry       construction
              throughout industry
              the financial
              year
Business       To develop Approved 46- Approved 5-year Approved            Approved 46- Reviewed           Reviewed
Strategic      a 46-year year scenario strategic plan terms of             year scenario scenario plan     scenario plan
Planning       Scenario      plan         2004-2009    reference           plan
               Plan by
               August
               2009

               Develop a Approved             Approved      Approved       Approved    Approved            Approved
               Department APP                 2007/8 APP    2008/9 APP     2009/10 APP 2010/11 APP         2011/12 APP
               al Annual
               Performanc
               e Plan
               (APP) for
               2010/11 By
               March 2010




                                                                                                                           37
            Key                         2007/2008             2008//2009     Year 1           Year 2             Year 3
Sub-        Measurabl       Performance (actual)              (estimate)     2009/2010        2010/2011          2011/2012
Programme   e               Measures                                         (target)         (target)           (target)
            Objectives
Develop-    To co-       No. of            11 township       5 township    4 township    Undetermined            Undetermined
ment        ordinate the township          establishment     establishment establishment – as and when           – as and when
Planning    activities ofestablishment     applications      applications  applications applications are         applications
            the          applications      evaluated and                                 submitted               are submitted
            Municipal    evaluated         submitted
            Housing      No. of            6                 6              6                 6                  6
            Developme    Municipal
            nt Planning  Housing
            process      Development
            with the     Plans
            principles ofcompleted
            Land Use     No. of            6                 3              4                 5                  5
            Developme    Precinct
            nt           Plans
            Manageme     facilitated and
            nt           developed
            throughout   No. of            5 projects        2 projects     5 projects        5 projects         5 projects
            the financialintegrated
            year         Greenfields
                         projects
                         facilitated on
                         “well located”
                         land
PIMS        To manage No. of quality       All               All            28 Quarterly      12 Legislative     12 Legislative
            Department performance         performance       performance    Performance       Reports and 16     Reports and 16
            al           and               and legislative   and            Monitoring        Departmental       Departmental
            performanc legislative         reports           legislative    Reports           Performance        Performance
            e            reports           produced and      reports        produced          Reports            Reports
            monitoring produced on         submitted on      produced and                     produced           produced
            and          a monthly         stipulated        submitted on
            reporting on and quarterly     deadlines         stipulated
            a monthly    basis                               deadlines
            and          Completed         Regional          Departmental   In-house          Continuously       Adapt the
            quarterly    and               manual            manual         database          monitor the        system
            basis        functional in-    systems           systems        development       effectiveness of   periodically to
                         house             developed,        developed,     and roll-out      the system         cater for new
                         database          approved and      approved and                                        requirements
                         (system) by       rolled out        rolled out
                         March 2010
            To provide Improved and        -Approved         Upgraded       Render            Provide            Provide
            a support    informed          project           GIS/E-land     continuous        ongoing GIS        ongoing GIS
            function of decision                             System         support on        support. Data      support. Data
            GIS and E- making on                                            GIS/E-and on      updates as         updates as
            land         housing                                            a monthly and     required           required
            System       development                                        quarterly basis




                                                                                                                               38
             Key                             2007/2008        2008//2009     Year 1         Year 2           Year 3
Sub-         Measurabl Performance           (actual)         (estimate)     2009/2010      2010/2011        2011/2012
Programme    e              Measures                                         (target)       (target)         (target)
             Objectives
             within the     s                -None, project   None, project Facilitate      Commence and Data updates
             Department                      not yet          not yet       update of       complete the     on GIS
             to guide                        established      established   informal        informal
             housing                                                        settlements     settlement study
             developme                                                      data by March
             nt on a                                                        2011
             continuous
             basis
Quality     To undertake Number of           61 735           51 437 houses 27 742 houses   30 516 houses    33 568 houses
Assurance   inspections houses and           inspection       inspection    and 4739        and 5213 units   and 5735 units
            on houses unit inspection        reports          reports       inspection      inspection       inspection
            built to       reports                                          reports         reports          reports
            ensure         produced
            compliance
            to building
            regulations
            before
            payment is
            effected
            To examine No. of house          41 house plans 38 house        45 house plans 50 house plans 55 house plans
            house plans plans                               plans
            for            examined
            compliance
            to
            specifications
            and Building
            Regulations
            throughout
            the financial
            year
            To enroll      No. of projects   26 projects      25 projects   45 projects     50 projects      55 projects
            projects with enrolled
            the NHBRC
            throughout
            the financial
            year

            To            No. of Geotech 41 geotech           38 geotech    45 geotech      50 geotech       50 geotech
            recommend     variation      variations           variations    variations      variations       variations
            Geotech       recommendatio
            variation     ns approved
            amounts to
            the HoD for
            approval by
            March 2010




                                                                                                                           39
            Key                        2007/2008           2008//2009      Year 1          Year 2            Year 3
Sub-        Measurabl      Performance (actual)            (estimate)      2009/2010       2010/2011         2011/2012
Programme   e              Measures                                        (target)        (target)          (target)
            Objectives
           To evaluate    No. of         6           10            10            10            12
           Alternative    recommendatio recommendati recommendatio recommendatio recommendatio recommendati
           Building       ns on received ons         ns            ns            ns            ons
           Technology     proposals
           proposals
           submitted to
           the
           Department
           on a
           continuous
           basis
Monitoring To monitor      4 approved      4 approved      4 approved      4 approved      4 approved       4 approved
and         Department     analysis        quarterly       quarterly       quarterly       quarterly        quarterly
Evaluation al              reports         analysis        analysis        analysis        analysis reports analysis
            programme                      reports         reports         reports                          reports
            performanc
            e on a
            quarterly
            basis
            To conduct    Impact           None           None            1 Impact         1 Impact          1 Impact
            Impact        Assessment                                      Assessment       Assessment        Assessment
            assessment    Study Report                                    Study Report     Study Report      Study Report
            Studies by    by end of the
            end of the    financial year
            financial
            year




2.6 RECONCILIATION OF BUDGET WITH PLAN CFO


Expenditure trends for the vote
 TABLE 1: SUMMARY OF RECEIPTS: HOUSING


                                                              Main          Adjusted      Revised
                                  Outcome                                                                  Medium-term estimates
                                                          appropriation   appropriation   estimate

 R thousand           2005/06     2006/07     2007/08                     2008/09                    2009/10      2010/11     2011/12

 Equitable share      320 497      377 393    442 993         521 548         532 618     532 618      570 324    430 223     450 567
                        1 352        1 759      2 613                                       2 654        3 187      3 771       4 322
 Conditional grants       805          822        553       2 579 973       2 654 671         671          086        831         945
 Departmental
 receipts                 1 840       2 660       3 375          3 210           2 185      1 944         3 530     3 530       3 530
                          1 675       2 139       3 059                                     3 189         3 760     4 205       4 777
 Total receipts
                            142         875         921     3 104 731       3 189 474         233           940       584         042




                                                                                                                         40
Total expenditure is expected to achieve 12% percent year-on-year average growth due to the intensification of
housing programmes in terms of the full rollout of the BNG Strategy. This has been facilitated by a growth in the
housing conditional grant allocation of 17% percent year-on-year average. The budget growth also includes R65
million (in 2007/08) in respect of the PGDS target for the 20 PTP. Due to the delays and problems experienced in the
Alexandra Urban Renewal Project, which we expected hand over to the City of Johannesburg by 31 March 2008,
the programme will continue to be administered by the Department until the end of the 2008/09 financial year. The
allocation in terms of the Alexandra project is R143 million for the 2007/08 financial year and R 175 million 2008/09
financial year.


Programme Summary
Programme 1: Administration
 TABLE 1: SUMMARY OF PAYMENTS AND ESTIMATES: ADMINISTRATION

                                                                  Main            Adjusted        Revised
                                 Outcome                                                                          Medium-term estimates
                                                              appropriation     appropriation     estimate

 R thousand           2005/06    2006/07       2007/08                          2008/09                       2009/10    2010/11     2011/12
 1. Office of the
                                                    8 337
 MEC                     5 910         8 165                        21 155              21 155     21 508      22 155     22 155       23 148
 2. Corporate                                        150                                              256         208        210          219
 Services               72 107    80 313             863           193 141             204 211        279         232        131          730
 Total payments
 and estimates:                                      159                                              277         230        232            242
 Administration         78 017    88 478             200           214 296             225 366        787         387        286            878



The sharp increase in 2007/2008 (69%) is due to the transfer of the assets and personnel of Hostels from the
Department of Public Transport, Roads and Works. A re-alignment of the Department objectives from Programme 4
to Programme 1 for compensation of Hostels and revenue, income, debt division and also registrar division from
Programme 2 for the compensation and use of goods is the main reason for this sharp increase.


Programme 2: Housing Planning and Research
                              2006/07      2007/08                            2008/09                        2009/10    2010/11      2011/12
Sub                                                         Main              Adjusted           Revised     Medium-term estimates
Programme                                               appropriation         appropriation      estimate
R thousand          2005/06
1.
Administration      1, 236    2, 315       6, 988       5, 669                5, 669             5, 114      6, 714     6, 714     7, 015
2. Policy           2, 524    3, 439       3, 342       2, 110                4, 160             2, 764      5, 429     5, 429     5, 673
3. Planning         3, 753    1, 741       3, 155       3, 675                3, 675             4, 109      4, 587     4, 587     4, 793
4.Research                                              4, 050                2, 000             3, 307      3, 000     3, 000     3, 135
Total
Program 2           7, 513    7, 495       13, 485      15, 504               15, 504            15, 294     19, 730    19, 730    20, 616

Note: The 2009 revised budget and programme structure, Needs is no longer a sub-programme.



                                                                                                                                            41
Expenditure on the Housing Policy, Planning and Research programme has been growing steadily as well,
increasing from R7, 513 million in 2005/06 to R20, 616 million in 20011/12. The particularly sharp increases in
2006/07 and 2007/08 were to fund the introduction of a fully-fledged Research Business Unit/Sub-programs with the
resultant increases in expenditure on compensation of employees and goods and services.




Programme 3: Housing Development, Implementation, Planning and Targets
 TABLE 3: SUMMARY OF PAYMENTS AND ESTIMATES: HOUSING DEVELOPMENT, IMPLEMENTATION PLANNING AND TARGETS

                                                           Main          Adjusted      Revised
                                   Outcome                                                           Medium-term estimates
                                                       appropriation   appropriation   estimate

 R thousand              2005/06   2006/07   2007/08                   2008/09                    2009/10   2010/11   2011/12
 1. Administration        40 601    54 961    66 262        64 873          80 154      75 924     85 473    85 482    89 329
 2. Individual Housing
 Subsidies and
 Support to                                                                                195       367        431          450
 Municipalities           66 232    10 814    17 260       327 000         327 000         413       500        000          394
 3. Informal
 Settlement                1 021     1 369     2 215                                     2 253      2 329     2 716        3 221
 Upgrading                   151       079       721      1 798 000      1 857 698         457        598       784          272
 4. Social and Rental        394       544       487                                       502        586       568          593
 Intervention                275       461       417       566 000         566 000         860        000       371          948
                                                                                           290
 5. Rural Intervention                        18 600        48 000          48 000         522     48 000    57 679    60 275
 Total payments and
 estimates: Housing
 Development,
 Implementation,           1 522     1 979     2 805                                     3 318      3 416     3 859        4 415
 Planning and Targets        259       315       260      2 803 873      2 878 852         176        571       316          218


With the adoption of the new generic programme structure for the housing sector and the introduction of the new set
of Standard Chart of Accounts 2006/07, a re-alignment of funding allocation of Urban Renewal Projects resulted in an
increase in 2007/08. The major portion of the funding under this programme relates to the housing subsidy grant of
which is classified as transfers to households; hence transfers take up the vast majority of expenditure.


Programme 4: Housing Asset and Property Management
 TABLE 4: SUMMARY OF PAYMENTS AND ESTIMATES: HOUSING ASSET MANANGEMENT

                                                           Main          Adjusted      Revised
                                   Outcome                                                           Medium-term estimates
                                                       appropriation   appropriation   estimate

 R thousand              2005/06   2006/07   2007/08                   2008/09                    2009/10   2010/11   2011/12
 1. Administration        15 836    25 839    34 358        15 848          15 567      13 836     19 722    19 722    20 609
 2. Sale and Transfer
 of Housing
 Properties               17 056    15 290    16 243        24 000          15 000      18 529     29 000    29 000    30 305
 3. Devolution of
 Housing Properties                                           1 000         10 000         420      1 000     1 000        1 044
 4. Housing
 Properties
 Maintenance              32 621    20 798    28 000        27 000          27 000      13 559     41 000    41 000    42 842




                                                                                                                      42
 Total payments and
 estimates: Housing
 Asset Management            65 513     61 927      78 601           67 848           67 567       46 344       90 722       90 722       94 800
New programme structure for housing was published and coupled with the new Standard Chart of Accounts in
2007/08. The expenditure increase between 2006/07 (46%) of R62 million to R91 million in 2007/08 is marginal due
to the fact that many Departmental Own Housing Assets would have been transferred to the beneficiaries and/or
devolved to the municipalities resulting in a marginal growth requirement in terms of the budget. In the year 2008/09
the Hostels will be re-aligned to programme 1, hence the decrease in the budget.


CAPITAL INVESTMENT, MAINTENANCE AND ASSET MANAGEMENT PLAN

                                                              Main           Adjusted       Revised
                                                                                                                 Medium-term estimates
                                                          appropriation    appropriation    estimate

 R thousand                                                                 2008/09                         2009/10      2010/11      2011/12
 Infrastructure
       New infrastructure *assets                              1 652 273        2 075 335      2 075 335    2 565 259    3 133 004    3 684 118
       Existing infrastructure assets
            Maintenance and repair                              413 066          413 066        413 066      434 214      441 214      441 214
            Upgrading and additions                             477 429          145 740        145 740      164 061      174 061      174 061
            Rehabilitation and refurbishment                      37 205          20 530         20 530       23 552       23 552        23 552
       Infrastructure transfers
            Current
            Capital

    Capital infrastructure
    Current infrastructure
    Total Conditional Grant                                    2 579 973        2 654 671      2 654 671    3 187 086    3 771 831    4 322 945
              Earmarked Programmes                              175 000          210 000        210 000      245 000       88 000        92 136
 Total Infrastructure                                         2 754 973       2 864 671     2 864 671   3 432 086  3 859 831   4 415 081
*assets: It must be noted that all new Infrastructure are being transferred to beneficiaries and that the term assets with regard to
infrastructure does not imply that these properties belong to the Department of Housing.




                                                                                                                                       43
3. PROGRAMME 3: HOUSING DEVELOPMENT, IMPLEMENTATION, PLANNING AND TARGETS
NATIONAL PROGRAMME STRUCTURE                     PROVINCIAL PROGRAMME DESCRIPTION




                                                                                    44
      3.1. Administration                                         3.1 Mixed Development Housing
      3.2. Individual Housing Subsidies                                   New Formal Housing (Project Linked)
      3.3. Relocation Assistance                                          Rural housing
      3.4. Rectification of RDP Stock 1994-2002                           Finance-linked subsidies (bonded houses)
      3.5. Social and Economic Facilities
      3.6. Accreditation and support of Municipalities            3.2 Alternative Tenure
      3.7. Operational Capital Budget
                                                                          Social Housing
      3.8. Procurement of Land
      3.9. NHBRC Enrolment Fees                                           Affordable Rental Accommodation
      3.10. Project-Linked Subsidies (Current commitments)                Backyard Rental
      3.11. Phased Approach: Phase 1, Planning and
            Services
        3.11.1 Project-Linked Subsidies (current commitments)     3.3 Eradication of Informal Settlements
        3.11.2 Informal Settlement Upgrading
                                                                          Informal Settlement Upgrading
        3.11.3 Emergency Housing Assistance (basic
                                                                          Peoples Housing Process
               services)
                                                                          Community Builder Programme
      3.12. Phased Approach: Phase 2, Top Structure
            Construction
        3.12.1 Project-Linked Subsidies                           3.4 Urban Renewal Programme
        3.12.2 Peoples Housing Processes                                  Alexandra
        3.12.3 Informal Settlement Upgrading
                                                                          Bekkersdal
        3.12.4 Consolidation Subsidies
        3.12.5 Emergency Housing Assistance                               Evaton
      3.13. Peoples Housing Process (current commitment)
      3.14. Consolidation Subsidies (current commitments)
      3.15. Emergency        Housing     Assistance    (current
            commitments)
      3.16. Institutional Subsidies
      3.17. Urban Restructuring Programme (Higher density
            individual ownership and Social Housing)
      3.18. Affordable State Rental Programme (Public Sector
            Hostel Redevelopment)
      3.19. Backyard Rental Programme
      3.20. Farm Worker Housing Assistance
      3.21. Rural Housing Programme
      3.22. Blocked Projects




3.1       PROGRAMME POLICIES, PRIORITIES AND STRATEGIC OBJECTIVES

Policies / Research                                        Status



                                                                                                                     45
Best Practices in Urban Renewal Projects                      Research complete

The impact of climate change on low income housing –          To be developed in the next financial year
research
Options to address the effects of urbanization on the         To be developed in the next financial year
poor
Strategic Objective                                      Key Measurable Objective
To build an effective, efficient and caring government in    To improve the accuracy of the data on the Housing
the delivery of housing                                       Demand Database in relation to beneficiary needs and
                                                              profile in order to enable a better response to beneficiary
                                                              queries and planning requirements of the Department;
                                                             To provide a fully functional Housing Demand Database
                                                              that enables a better response to beneficiary needs and
                                                              the planning requirements of the Department;
                                                             To improve the project management and monitoring (with
                                                              interventions) of the implementation of all housing projects
                                                              and programmes;
                                                             To provide an effective and efficient beneficiary
                                                              administration service;
                                                             To ensure quality Housing products that contribute
                                                              positively to the development of sustainable human
                                                              settlements;
                                                             To capacitate SHIs to accelerate housing delivery;
                                                             To facilitate an enabling environment that allows delivery of
                                                              Social Housing including facilitation of involvement of
                                                              financial institutions;
                                                             To facilitate the stabilisation of Sectional Title environment;
                                                             To phase out Special Needs Housing and facilitate
                                                              interactions with provincial line departments;
                                                             To create humane conditions and restore human dignity to
                                                              residents;
                                                             To improve the project management capacity of all projects
                                                              implemented under this programme; and
                                                             To provide housing assistance to Department of Housing



                                                                                                                          46
                                                            staff




To facilitate, fund, manage the provision of tenure and    To address the 3% backlog on basic services and
appropriate quality services and houses                     infrastructure in the province by 2009
                                                           Acceleration of the construction of houses on serviced
                                                            stands through the Community Builder and Formal
                                                            Housing programmes focussing on shortening of the
                                                            period between provision of Essential Services and
                                                            construction of houses;
                                                           Usage of innovative and alternate materials and methods
                                                            of construction in order to maximise government
                                                            investment through the PHP programme;
                                                           To address rural housing needs in Gauteng
                                                           To deepen the involvement of communities as decision-
                                                            makers in the housing delivery process; and
                                                           To transform and redevelop hostels into affordable rental
                                                            accommodation.



To densify housing on well located land as well as         To focus on the development of Greenfield, well located,
diversification of housing stock for various markets        integrated, higher density, mixed income/ tenure housing;
                                                           To facilitate medium-density housing (rental instalment sale
                                                            and cooperative housing); and
                                                           To facilitate affordable rental accommodation (including
                                                            upgrade of Backyard rentals and non-transferable stock).




                                                                                                                    47
To complete all targeted time-bound projects              To ensure the eradication of all informal settlements by
                                                           2014;
                                                          To successfully implement the Rectification programme by
                                                           2009;
                                                          Prioritise the creation of humane living conditions for ARA
                                                           residents; and
                                                          To deliver Social Housing units in targeted projects.



To facilitate and project manage the implementation of    To facilitate the regeneration and rehabilitation of Inner City
broad-based Urban Regeneration                             housing (Better Building Programmes) as defined in the
                                                           MHDPs ; and

                                                      To facilitate regeneration and rehabilitation of targeted urban
                                                      environments in order to promote urban integrations
To mainstream implementation of the Expanded Public       To increase the use of labour -intensive construction
Works Programme and labour intensive methods               methods in the installation of services through Upgrading of
                                                           Informal Settlements Programme;
                                                          To increase the total number of projects that utilise labour-
                                                           intensive methods;
                                                          To maximise job creation in the construction of houses
                                                           through the PHP Programme;
                                                          To create jobs and contribute towards the alleviation of
                                                           poverty through the utilisation of the Community Builder
                                                           Programme and the Zivuseni programme; and
                                                          To increase the use of Labour Intensive Construction
                                                           Methods in the installation of services in all construction
                                                           related activities.




                                                                                                                      48
3.2       PROGRESS ANALYSIS


Core Priorities and Programme Actions
Strategic priority         Programme of Action                                       The Role of the Dept. of Housing



Fight Poverty and build Introduce a comprehensive consolidated Ensure integrated new developments
safe,     secure     and infrastructure programme to ensure that new e.g. Cosmo City
sustainable communities.   settlements        are   serviced       with     public
                           amenities before or as soon as possible after
                           people move into new houses.
                           Densify on well located land and resolve the Drive                 Mixed       developments      and
                           future of hostels.                                        affordable housing
                           Formalize informal settlements on safe, Eradicate informal settlements
                           habitable and appropriately designated land.
                           Urban regeneration, including working with all Ensure sustainable livelihoods
                           spheres of government and pulling together
                           public and private sector investment in ways
                           that maximize benefits
Enable faster economic Job         creation     through     labour        intensive Support the EPWP strategy by ensuring
growth and job creation    methods - EPWP; ASGISA; women and labour intensive methods are used to
                           youth                                                     enable job creation.
Deepen democracy and Actively            promote          participation       with Housing policies & programmes are
promote     constitutional stakeholders through outreach programmes informed by the contextual community
rights                     using policies and programmes to guide issues and needs.
                           implementation.
Build an effective and Increase the commitment of public service to Confront                        the      challenges       of
caring environment         Batho Pele.                                               municipalities‟ lack of capacity.

                           Strengthen communication with communities Mobilize community in the context of the
                           and     ensure       re-dress      or     complaints people‟s contract
                           mechanisms are in place.
                                                                                     Implement     programme      to     achieve
                           Ensure BEE strategy is realised through



                                                                                                                             49
                             empowerment and ensure that people have government targets on empowerment.
                             equal opportunities to housing related
                             economic         activities    Imbizo;    People‟s Drive achievement of BEE targets.
                             Contract; Batho Pele.

                             Learnership       targets;    skills   development
                                                                                  Learnership programme – extend the
                             targets; youth and women empowerment;
                                                                                  number of trainees
                             caring for those without opportunities through
                             skills development (EPWP); caring for those Facilitate skills development programme
                             with skills but little opportunities – SMMEs; for emerging contractors
                             creating opportunities for skilled and able to
                             work - BBBEE




The Comprehensive Plan for Developing Sustainable Human Settlements also known as BNG was developed in
2005 as a new plan to redirect and enhance existing mechanisms to move towards more responsive and effective
delivery. The new human settlements plan reinforces delivery.


The new human settlements plan reinforces the vision of the Department of Housing, to promote the achievement of
a non-racial, integrated society through the development of sustainable human settlements and quality housing. BNG
outlines the following specific objectives:


    Accelerating the delivery of housing as a key strategy for poverty alleviation
    Utilizing provision of housing as a major job creation strategy
    Ensuring property can be accessed by all as an asset for wealth creation and empowerment
    Leveraging growth in the economy
    Combating crime, promoting social cohesion and improving quality of life for the poor
    Supporting the functioning of the entire single residential property market to reduce duality within the sector
    by breaking the barriers between the first economy residential property boom and the second economy slump.
    Utilizing housing as an instrument for the development of sustainable human settlements, in support of spatial
    restructuring.




                                                                                                                    50
We have departed from the strategy of constructing low-cost housing in great volumes away from the economic nodes of
our cities and towns in favour of mixed-income housing development in well-located land.


In the provision of decent and adequate shelter, the GDoH developed a strategic plan 2004-2009 to guide the
implementation of its programmes.


The focus has been and will continue to be the realization of the strategic objectives as will be implemented through the
following key programmes of the Department.


    Mixed-housing Development
    Eradication of Informal Settlements
    Alternative Tenure
    Urban Renewal Programme
    20 PTP


When the ruling party took over this government in 1994, the then Minister of Housing, Joe Slovo, set out a vision for
housing, where within 5 years we would have provided 1 million houses. When after five years we had not achieved
our goal, analysts and commentators crucified us for that. Nothing else that had been achieved was of value to
them. We had fallen short of our target and therefore, by implication, we had failed. We took a conscious decision
thereafter that we would not be making number projections.


By 2004 the National Government had produced 1.6 million houses. An achievement we were all rightly proud of,
despite negative comments. Today, four years later, we have produced 2.6 million houses nationwide. This means
that in four years we have provided 1 million houses, with Gauteng contributing 350 000.


The target that had seemed so elusive, we have finally achieved, not in five years, but in four years. In plain
language, this would mean that we have provided houses in excess of 5 million people in FOUR years!


MIXED HOUSING DEVELOPMENTS


This is in line with the government‟s objectives to build sustainable human settlements as encapsulated in the BNG
comprehensive plan. The objective is to create integrated communities, and do away with the old apartheid system of
spatial planning whereby people were segregated according to colour and wealth. Mixed income developments will
ensure that communities are well integrated (social integration) and are well located for economic development.


                                                                                                                  51
Why Mixed Development Approach:


    Promotes social integration
    Creates opportunities for the poor to be integrated into the mainstream of housing market
    Cross-subsidization of basic services and savings on infrastructure development
    It allows for various housing typologies, which will allow for various targeted beneficiaries


The Department has identified flagship projects per region for implementation in line with BNG principles (integrated
housing) as follows:


    The provision of large scale housing projects
    Mixed land use, including provision of social and economic amenities
    Mixed typologies, mixed income on well located land
    Linkage with established developers as a strategy to bring them back to housing development.


Through the Mixed Housing Development programme we are steadily transforming the spatial designs of our settlements by
doing away with apartheid spatial designs which created arid reserves for one group and plush suburbia for the other. So far
under this programme, we have identified flagship projects for each region in Gauteng where there is ongoing work which is at
different phases and stages of construction.


These mixed developments have further ensured that communities are integrated promoting social cohesion and
addressing the ills of apartheid planning. For the first time the poor have had direct opportunities of being integrated
into the mainstream housing market.


The cross-subsidization of basic services and infrastructure and savings on infrastructure development have been
some of the by- products in these projects. The issue of choice within affordability has been translated to reality as
various housing typologies based on the socio economic conditions offer maximum choices to the people of South
Africa.


Already work is underway in areas such as Pennyville – (2800 housing units), Chief Albert Luthuli Ext 6 (5389
housing units), Olivenhoutbosch Ext 36 (4452 housing units), Thorntree View (17 000 housing units), Cosmo City (14
800 housing units) and K206 in Alexandra (3199 housing units).




                                                                                                                  52
We have also started work on three more areas – Doornkop in Soweto (24 100 housing units), Chief Mogale in
Kagiso (9 315 housing units) and Middlevlei in Mohlakeng (3 495 housing units). Once the planning process has
been completed, we will move to areas such as Lady Selbourne (6000 housing units), Danville (2000 housing units),
and Willows (10 977 housing units), to name a few.


By 2014, Gauteng would have implemented almost fourteen (14) of these projects across the province and this will
result in over 150 000 different housing units delivered over a 5-year period. This will allow us to effectively deal with
the “market gap”. All these projects are undertaken with full co-operation and participation of local authorities and the
private sector, especially the financial institutions.


Through these projects we have been able to realise our objective of creating jobs as well as de-racialising human
settlements and create those that will accommodate all and sundry irrespective of one‟s background, financial status or
social standing.


FORMALISATION AND ERADICATION OF INFORMAL SETTLEMENTS


This programme aims to address the provincial priorities to meet vision 2014 and to half poverty and unemployment
and build safe, secure and sustainable communities. It is targeting the upgrading and eradication of informal
settlements by 2014, which requires a delivery rate of 42 000 units per annum.


The Department has embarked on the process of addressing backlog of basic services and infrastructure by 2009.
This involves an incremental two-phased approach on:
   Formalisation of informal settlements through provision of basic services and , infrastructure by 2009; and
   Eradication of informal settlements in Gauteng through provision of the top structures by 2014.


The programme also aims to look at alternative technologies at the “right” cost that can help accelerate the
eradication of informal settlements by 2014.


The province of Gauteng undertook an informal settlement registration process in 2005. The registration process
recorded a total of 405 informal settlements across the province. The Department‟s initial investigation noted some of
the settlements could be upgraded in-situ; however, further geo-technical investigations and studies concluded that
only about 122 settlements could follow the in-situ upgrading route and 209 to be relocated to identified projects.
Migration plan has been drafted and is currently being implemented for targeted settlements that have to be re-
located.



                                                                                                                      53
The eradication of informal settlements has been a major challenge for the Department in as far as:


    Finding available and suitable land for relocation purposes;
    The high cost of well-located land in relation to urban activities;
    Growing number of settlements as other settlements are being eradicated; and
    Re-invasions of land and densification once a settlement is targeted for formalization.


In-situ upgrading has taken place to either formalise or eradicate informal settlements. A comprehensive plan on the
relocation programme has been formulated to guide implementation and to continue with the formalisation and
eradication of informal settlements to address the backlog. Close monitoring of the migration plan will ensure a
focused and systematic approach to the eradication of informal settlements in the entire province by 2014.


PROGRESS IN RESPECT OF THE ERADICATION OF INFORMAL SETTLEMENTS PROGRAMM


Progress to date


    A total of 69 settlements have already been formalised from the identified 122 earmarked for “in-situ” upgrading
    or formalisation with a balance of 55 remaining to be formalised by 2009;
    The Department of Housing has, through its various programmes and projects, managed to eradicate a total of
    12 informal settlements;
    A further 24 projects are in the process of being eradicated as house construction in most projects are 90%
    complete; and
    This will bring the provincial total of eradicated informal settlements to 36.


ERADICATION OF INFORMAL SETTLEMENTS BY 2014


The Department has registered 395 informal settlements to be eradicated in 2014. The 122 from the total have to be
formalised by 2009.


Currently, the 24 informal settlements are being eradicated to bring a provincial total of 36 informal settlement
eradicated. Out of the 122 informal settlements to be formalised, 69 have already been formalised.


The 55 informal settlements to be formalised - 19 in City of Johannesburg, 21 in Ekurhuleni, 10 in Tshwane, 3 in
Sedibeng and 2 in Metsweding.


                                                                                                                 54
The challenges being experienced include the shortage of land, the long process in approvals of the planning
process and the uncontrolled invasion of land.


The following intervention is being implemented to ensure the eradication of Informal Settlement by 2014.


    The Department is to improve its process and procedure to fast-track the eradication of informal settlements.
    Municipalities and other sector department to have to expedite planning approval processes.
    The mobilisation of funds from financial institutions to supplement the funds already allocated for the eradication
    of informal settlements.
    Request sufficient funds from the Treasury accompanied by an implementable Business Plan by 2014.


In order to meet the 2014 target of eradication of informal settlements a serious concerted effort needs to be
employed by means of providing additional funding to meet these targets.
Strategic and coordinated effort needs to be put in place in terms of the enhancement in the implementation of by-
laws by all municipalities. Coupled with this is the implementation of a management system around the implications
of rapid in-migration/urbanization. The de-linking subsidy from beneficiaries and other policy reviews also needs to be
fast-tracked.


ALTERNATIVE TENURE


The Alternative Tenure programme includes Social Housing, Backyard Rental and Hostel Eradication for Affordable
Rental Accommodation. The Gauteng province continues to be seen as the province of opportunities and draws a
number of people who further put pressure on the province to deliver more on the available limited resources.


The realisation that not all residents of Gauteng are able to own houses based on their economic capabilities and
obligations led the Department to make Alternative Tenure one of its key priorities.


Hostels Eradication Programme


The hostels in South Africa were designed on a basis that black cheap labour was to remain migrant labour force with their
permanent homes and other family members remaining in some distant places away from the urban areas. The hostels were
designed and constructed in such a manner that they could not, by any means accommodate anything else than black
males.




                                                                                                                      55
The main aim of the design was to provide accommodation that would not be used as a permanent place of residence and
thereby ensure that families of the hostel residents would not be able to visit or to join them at the hostel. The designs were
further based on segregating the provided accommodation from the surrounding communities in which they were placed.

Following the Gauteng Premier State of the Province Address at the opening of the Gauteng Provincial Legislature on 7 June
2004, responding to the ANC 2004 election manifesto to have all the hostels eradicated and transformed into family units by
2009.

Since 1994, the GDoH has made many attempts to improve the situation for hostel residents. However, the
extensive investment of human, material and financial resources has resulted in minimal impact. This means the
transformation of hostel from single gender dormitory type of accommodation to having a choice between rental and
ownership tenure, as well as the choice of units from self-contained single, communal or family units.


The aim of the programme is to ensure the successful integration of the old hostel precincts into community residential
complexes through the primary provision of affordable rental, but also through the provision of other tenure types to
accommodate a wide variety of beneficiaries.

Depending on qualification criteria, current hostel dwellers and residents from surrounding communities will be provided with:
Affordable Rental Units, Community Rental Units, Transitional Rental and RDP (Walk Up) Flats. The focus has been on
completing the following thirteen (13) hostels – Diepkloof, Meadowlands, Orlando West, Dube, Kagiso, Mohlakeng,
Saulsville, Mamelodi, Refilwe, Sebokeng, Boipatong, Sethokga and Buyafuthi.

In addition, social integration is being achieved through the allocation of non-qualifying hostel dwellers to permanent
relocation projects within the province.



Backyard Upgrade


Whilst GDoH has undertaken a pilot programme of developing Backyard Rental Accommodation, the said programme needs
to be put into top gear as a means of providing alternative rental accommodation yet at the same time being able to change
the current context of shack development.


The backyard upgrade programme involves building backyard accommodation and/or providing financial assistance to the
landlord to build or upgrade backyard accommodation in line with the required standard. This programme is currently piloted in
Orlando East Soweto and Boipatong. It consists of two or three bedrooms each of 11 square meters with a shower and a toilet
of three square meters.




                                                                                                                           56
Based on lesson learnt, the Department together with respective municipalities will now focus on rolling this out to other areas
such as Zola, Mamelodi and Atteridgeville using alternative building technology methods.


Since this is the first of its kind in the province and the country as a whole, there have been many challenges that we faced
and some relate to quality work, cash flow problems for contractors, landlord/tenants relationships, and small contractors not
complying with norms and standards and availability of material from suppliers.


URBAN RENEWAL PROGRAMMES (URP)

Urban Regeneration involves integrated revitalization of strategic urban localities. The objective of this programme will be
realised through the cooperation and partnerships with the three spheres of government, various line function Departments
and the private sector. This is aimed at stimulating local economies and to create sustainable jobs that are expected to
alleviate poverty and improve the quality of life of communities. The Department is currently implementing Urban
Regeneration Projects in Alexandra, Bekkersdal and Evaton.

We have re-engineered the project so that it begins to address the fundamental issues of the communities in these
three areas. We reviewed our strategies and priorities and this resulted in acceleration of progress and the outputs
thereof become visible.


The Department has therefore designed a new approach that will focus on high impact development by prioritizing
infrastructure upgrade and development and deal with roads and engineering services guided by identified precincts.
The new approach has prioritised housing and support infrastructure and more emphasis is now on attracting private
investors for economic development that have high impact and visibility.


The projects have mainly focused on Housing, Engineering, Bulk Infrastructure (water and sanitation), Roads and
Transport and Local Economic Development. All these projects will ensure:


    •    High impact development by prioritising infrastructure upgrades and development projects;
    •    Integrated precinct-based priorities (e.g. when a street is prioritized development and upgrade of houses
         will also be along these streets first)
    •    Alleviation of poverty and unemployment to achieve sustainability
    •    Adequate funding through the invitation of external funders to partner with government
    •    Adequate capacity through the involvement of big developers who will then incubate local BEE and
         SMMEs for skills transfer and capacitation




                                                                                                                        57
Alexandra Renewal Project (ARP)

All projects planned for 2008/2009 are in progress. There are currently 18 housing projects underway. The focus is on
educational facilities upgrading and construction of four new schools. The local Business Support Centre is fully functional and
provides support service to small and emerging businesses.

A key challenge has always been that of availability of well located land within the Greater Alexandra and surrounding areas.
We have since managed to identify well located land that is suitable for mixed-income groups, mixed-use and alternative tenure
options.

Acquisition of different pockets of land has commenced and this gives us an opportunity to realise our objectives of
de-densifying Alex without displacing communities from areas of economic opportunities as well as interfering with
the historical social design. Mixed- use/mixed-income developments have been planned as an infill development for
the Marlboro Gardens area. The unit plans will start inviting proposals from private sector for the development of
Alternative Tenure (social housing, backyards and hostels). The process will start if the awaited court case (ALPOA)
decision is favourable to the Alexandra Renewal Programme.


Completed Projects on Business Plan


The following projects on the approved 2006/07 to 2010/11 Business Plan completed:


                   Upgrading of existing cemeteries ((completed 2006/07)
                   Geographic information systems (completed 2006/07)
                   Preparation of precinct plans (completed 2006/07)
                   Business Support Centre (completed 2006/07)
                   Pedestrian Bridges (completed 2007/08)
                   Bombani safe house (completed 2007/08)
                   Edenvale Hospital Pharmacy (completed 2007/08)
                   Edenvale fully-resourced HIV/AIDS Clinic (completed 2006/07)
                   Edenvale outpatient‟s reception area (completed 2006/07)
                   Regional mental health training facility (feasibility) (completed 2007/08)
                   Alexandra Stadium (completed 2007/08)
                   Rugby field and Athletic track (completed 2007/08)
                   East bank ECD facility (completed 2007/08)
                   Emergency accommodation facility (completed 2007/08)



                                                                                                                          58
                  520 rented rooms (completed 2007/08)
                  Bombani Park (completed 2007/08)
                  Marlboro gardens school yard upgrade (completed 2007/08)
                  Extension 7 housing (1400 RDP units) (completed 2007/08)
                  River park library (completed 2006/07)


Projects on Business Plan presently under Construction (i.e. 2008/09)


The following projects are presently under construction
                  Marlboro RDP flats (complete)
                  Gordon Primary School
                  Ext. 7 Special needs housing
                  No.3 Square club house
                  Ext 7 community cluster homes
                  Vasco da Gama Bridge and approach roads
                  Redevelopment of Pan Africa Taxi and retail
                  400 Informal trading stalls
                  East Bank Tourism development node (complete)
                  No.3 square facilities upgrading and stadium seating
                  Phase 2 – M2 hostel upgrade, 286 units
                  K206 Housing Ext. 9 – 3000 mixed typology units
                  Ext. 10 housing 880 mixed typology units


Projects on Business Plan ready for Implementation


The following projects reflect the short term project pipeline that will systematically replace completed projects with
new developments:
                  Riverpark 480 rented rooms (contractor appointed)
                  Kwabhekilanga sports facility Phase 2 (contractor appointed)
                  Phase 3 – M2 Hostel (tender documents ready)
                  Alexandra community hall (stalled project, new contractor appointed)
                  Ext 31 Old Alex 80 RDP flats (tender ready)
                  East Bank 70 High density RDP units and commercial center (ready for tender)



                                                                                                                   59
                  Marlboro Municipal clinic extension (tender out)
                  San Kopano library (tender out)
                  Polosho and Emfundisweni Primary Schools (tender ready)
                  Completion of London Road (Contractor appointed)
                  Bonded house re-roofing


Planned Projects
The following are projects that are still in a process of detailed planning and will begin to feed the pipeline as they
become ready for implementation:


                  Iphuteng School cluster playgrounds upgrade (relocations 80% complete)
                  Alexandra High School ground upgrade (relocations complete)
                  Marlboro RMB 1000 unit mixed income development
                  Kew Ritamore land high density RDP
                  M1 and Helen Joseph Hostel
                  Kew Ritamore land
                  Marlboro rented rooms
                  Helen Joseph and M1 hostels
                  Nokuthula special school
                  Hospice
                  Thusong Youth Centre
                  OR Tambo community centre
                  Old Age home upgrade
                  Bonded Housing
                  MC Weiler School
                  LED Nodes


Bekkersdal Renewal Project Turnaround Strategy

The new approach in Bekkersdal Renewal Project is aimed at adopting a regional approach to housing development
within the West Rand and relocating the informal part which is on unsafe and dolomitic land to new housing
development in areas such as Middlevlei/Droogeheuwel and Westonaria South. In the 2009/10 financial year, the
Department plans to service 1510 stands and build 1800 mixed housing development units within the Bekkersdal
area.


                                                                                                                    60
Concerning the formal Bekkersdal, the turnaround strategy is focused on the completion of all 5-year projects with
high visibility impact including the implementation of roads, stormwater, sewer, landscaping and beautification.
Established contractors have been appointed on a turn-key basis to work on risk on an accelerated programme and
to complete all works by March 2010. In the 2009/10 financial year the project will be concentrating on the completion
of all LED infrastructure i.e. livestock ranch, herb farm, lawn and brick making plant; the completion of the roads
upgrade and beautification plan for 30km of internal roads and 7.5 km of new roads; the project will be installing
street lights on the 7.5 km of link roads; the sewer upgrade in Bekkersdal formal will also be completed as well as the
servicing of 160 stands in Simunye. The opening of the Bekkersdal Development Hub (BDH) and incubation centers
will ensure that local people acquire necessary skills that will enable them to be part of the development and access
other opportunities within the region. The BDH and the start of operations of the LED anchor projects would also
ensure that sustainable jobs are created.



One of the critical interventions we have identified is that of ensuring that the West Rand, in conjunction with
Randfontein and Westonaria Local municipality must have maintenance plans to ensure that all completed projects
once handed over are maintained.



Evaton Renewal Project Turnaround Strategy

In Evaton, we have re-engineered the project so that it begins to address the fundamental issues of the people of
Evaton. We have reviewed our strategies and priorities such that the process of change can be accelerated and the
outputs thereof become visible.



The new approach advocates using development companies which bring on board upfront funding partnerships,
years of experience and massive capacity to deliver. This will help to address the constraints of budget allocation.
The new approach is however not blind to policy requirements, therefore the development companies will be
expected to utilize current BEE consultants, sub contractors and local contractors as trade-offs which also help in
building local capacity.


As part of the strategy, we selected key priority areas which will drive impact in Evaton for the next 3 financial years.
These are - Upgrades of bulk infrastructure & engineering services; sewer and water networks, storm water & street
lighting; and roads and transport networks. Housing upgrade (the aim is to lift the face of houses for the current
beneficiaries whilst also building new houses for new beneficiaries).




                                                                                                                     61
We have divided Evaton into precincts in order to help focus developments. However the new approach advocates
for even much smaller boundaries or divisions within a precinct. This will help localize and speed up delivery
especially with regard to brown-field upgrades.
So far, based on the above strategy, the private sector partnerships on infrastructure development have had visible
impact on these projects. The involvement of Standard Bank of South Africa and other private sector companies in
Evaton has now resulted in major investments of over R500 million towards the improvement of infrastructure in order
to ensure that people have access to economic opportunities.


Project Implementation Strategy and Achievements

As part of its turn around strategy, the Evaton Renewal project (ERP) re-engineered the project so that it could
be properly positioned to address the fundamental issues of the people of Evaton. This involves the reviewing of
strategies and priorities such that the process of change could be accelerated and the outputs thereof become
visible.



Project Implementation

The approach adopted advocates using established developers which bring on board upfront funding
partnerships, years of experience and massive capacity to deliver. This will help to address the constraints of
budget allocation and quality of workmanship.



This approach is however not blind to policy requirements, therefore the development companies are expected
to abide by current Broad Based Black Economic Empowerment (BBBEE) whereby local emerging contractors
as well as companies managed by other historically disadvantaged Individuals such as women, people with
disabilities and the youth, are given priority. This is in line with the governments‟ aim of building local capacity.



Key Development Areas

The project has identified key priority areas which will drive impact in Evaton for the next 3 financial years. These
are:

              Upgrades of bulk infrastructure and engineering services - sewer and water networks, storm water
              and street lighting; roads and transport networks.




                                                                                                                        62
             Housing development which involves both brownfield and Greenfield development upgrade (one of
             the Greenfield development project is housing upgrade which is aimed at lifting the face of old
             dilapidated houses for the qualifying beneficiaries)

             Local Economic Development focusing on                 employment creation and small businesses
             development

             Social Infrastructure and Services which provides a variety of interventions such as sports and
             community centres, waste management, public safety, etc.



Precinct-based Planning

The project area is divided into nodal areas (precincts) in order to help focus and leverage development. They
are Eastern, Western, Government and Sports, Heritage and Overarching precincts. This block by block
approach advocates for even much smaller boundaries or divisions within a precinct. This will help localise and
speed up delivery especially with regard to brown-field upgrades.



Private Funding

So far, based on the above strategy, the private sector partnerships on infrastructure development have had
visible impact on these projects. The involvement of Standard Bank of South Africa and other private sector
companies in Evaton has now resulted in major investments of over R500 million towards improvement of
infrastructure in order to ensure that people have access to economic opportunities.



Progress to Date

Since 2007/2008 the project has made visible achievements in its key priorities:



Physical Interventions:

    Four surfaced roads and stormwater projects completed, namely: Selbourne (upgrading), Eagle (upgrading),
    Adams (upgrading and widening) and Evaton (surfacing)

    A total of 32 Km of gravel roads was graded and compacted

    Streetscaping and pedestrian walkways on Adams road competed

    Solar streetlighting on Adams road 20 % complete



                                                                                                                  63
    Phase 2A roads - Upgrading of five major roads in Evaton (Old Golden highway, Chamberlain, Lind, Milner
    and Hamilton) ready to start in the 4th quarter (2008/9)

    Sidewalks on five major roads (Union, Easton, Boundary, Hamilton, and Sterling) ready for construction in
    the 4th quarter (2008/9)



Economic Interventions

    Establishment of Business Desk which has facilitated the database of SMMEs

    Training for SMMEs

    Labour Desk which registers local labourers for employment on the project

    A marked increase in the appointment of Evaton-based contractors

    The second hydroponic / organic vegetables production plant established at Mafatsane

    Short-term job opportunities created in different projects



Social Interventions

    Mafatsane Thusong Centre – a „one stop shop‟ facility in the centre of Evaton which, once complete, will
    provide office space for government departments in the area.

    Establishment of temporary office space for the Department of Home Affairs. The two offices are complete
    and functional

    Tshepo Themba hall community/school hall has been completed.

    Four (4) new waste trucks with compactors have been purchased and delivered to Emfuleni Local
    Municipality.

    Retrofitting of existing 7 trucks, the first truck has been completed.

    13,223 refuse bins have been distributed.



Housing

    Ongoing re-construction/refurbishment of 500 houses under housing upgrade project is 70 % complete.

    Temporary Relocation Villages (TRVs), that is, the construction of transit housing units comprising 136 20
    and 40 sqm units is underway.


                                                                                                                 64
    Construction of the Show village comprising 6 single units and two walkups ranging from 40 to 50 sqm is
    underway.

    Provision of emergency/temporary housing for flood victims is complete



Apart from these implementation projects, there is a wide range of projects which are meant for implementation
in the 2009/10 financial year and are at various phases of planning.


Roads and Stormwater
    Phase 2B -Upgrade of phase 2 roads including Sebe, West, Bodea roads


Engineering Services
    Pedestrian sidewalks and street lighting
    Upgrade of bulk sewer services
    Water and sewer reticulation


Social Services
    Heritage route around Evaton
    Distribution of the remaining 30,000 dustbins
    Completion of Mafatsane /Thusong centre


Housing Development
    Greenfield housing development on approximately 630 stands obtained from the municipality and private owners
    In-situ upgrading of the remaining (total 1000) dilapidated houses


Local Economic Development
    Diversification of LED projects including pottery, arts and crafts, nursery, etc.
    Training and mentorship of local SMMEs
    Expansion of food gardening along the floodline
    Tourism development based on the heritage report




                                                                                                                 65
20 TWENTY PRIORITISED TOWNSHIPS


20 PTP is an intergovernmental programme involving both the provincial and local governments. It is aimed at the
rehabilitation of the existing social and economic amenities for the 20 previously marginalised townships in the
province.


Townships that form part of the programme include: Atteridgeville/ Saulsville, Soshanguve, Mamelodi, Kagiso,
Munsieville, Mohlakeng, Boipatong, Bophelong, Sharpville, Sebokeng, Ratanda, Katlehong, Kwatsaduza
(KwaThema, Tsakane and Duduza), Wattville, Daveyton, Tembisa, Refilwe, Rethabiseng as well as Orlando and
Zola in Soweto.


After a situational analysis was conducted it became apparent that the amount of work that was supposed to be
done in all these townships was huge and needed a corresponding sound coordination, integrated planning and
budgets for proper implementation.


The target of tarring all the roads in these townships by 2009 indicated that much effort was needed by all
stakeholders to achieve the target, as some municipalities could only rely on the Municipal Infrastructure Grant
funding for the implementation of their roads projects whilst others would not have the necessary counter-funding to
provide a full level road that is tarred and have storm water systems.


The Department of Public Transport Roads and Works on the other hand, had to reprioritize its provincial roads
budget for the MTEF to implement roads in the 20 Prioritized Townships. The backlog of the streets at the start of the
programme was estimated at 3022 kilometers and these also included the storm water drainage and the walkways.
The kilometers covered to date are 811, 6 - which means there is still a backlog of 2158 kilometers.


R3 billion rand was planned to be spent over a period of three years as announced by the Premier. An estimation of
R4.6 billion has been spent thus far on about 387 projects. These projects are implemented by different departments,
municipalities and the Outcome Unit within 20 PTP. The project employed women and youth including: 7 Community
Liaison Officers, 90 trainees and a combined 9246 people employed by sub-contractors.




                                                                                                                   66
3.2.1    Service Delivery Environment and Challenges

The PGDS is an action-orientated strategy, which intends to build responsibility amongst all sectors of society
towards reducing poverty and unemployment. It seeks to achieve socio-economic transformation of Gauteng. The
strategy reinforces the principle of integrated, holistic, sustainable and participatory growth and development.


This strategy guides the strategic direction of our Department through the following principles which are also
entrenched in our national BNG Strategy:
    Enabling faster economic growth and job creation;
    Fighting poverty and building safe, secure and sustainable communities;
    Developing healthy, skilled and productive people;
    Deepening democracy and promoting constitutional rights; and
    Building an effective and caring government.


In support of the PGDS, the Department is gearing itself to work in a totally different environment referred to as the
Global City Region (GCR). A GCR consists of one or more central metropolitan areas and surrounding hinterlands in
a polycentric spatial form. The aim of the global city region is to build Gauteng into an integrated and globally
competitive region where the economic activities of different parts of the province complement each other. In
addition, it is expected that Gauteng will be consolidated and turned into an economic hub of Africa and an
internationally recognised GCR where investment is attracted, high level skills and tourism is developed resulting in
improved quality of life of our people.


Emphasis is placed on:
    •    Common visioning and planning
    •    Integration, alignment and harmonization
    •    Improving cooperation and governance arrangements
    •    Building partnerships or spatial coalitions with broadest range of stakeholders
    •    Common branding, promotion and marketing strategies
    •    Building appropriate human capital, knowledge and skills sets


Challenges
         Existing challenges of increasing urbanisation and poverty have often translated into increased inequality
         and in the inequitable sharing of resources.




                                                                                                                   67
         Rapid in-migration patterns have created shortage of housing opportunities for many people. Such migration
         patterns have exacerbated the problem of housing and shortage of housing units particularly in urban areas.
         Lack of availability of suitable land affects the planning and implementation of housing programmes.


Solutions
         Increased and intensified economic activity is a cornerstone of city regions resulting in enhanced
         comparative advantage in response to heightened economic competition.
         Internal, inter-departmental as well as inter-governmental cooperation is regarded as a means to bring
         about increasing economic activity into the regions.
         There is a need to align the Departmental strategies and plans to the vision of building Gauteng as a
         globally competitive city region.
         Increased intergovernmental co-operation on the sharing of information and the development of
         comprehensive development plans and strategies is required if we are to achieve the vision of a city region.


The economic ties and cooperation which will emanate from the GCR will result in increased economic growth in the
region, and thus assist in creating more job opportunities for citizens of regions.



3.3 ANALYSIS OF CONSTRAINTS AND MEASURES PLANNED TO OVERCOME THEM

Priority Programmes: Constraints /Challenges                     Measures Planned to Overcome Them
Challenges
Mixed-Housing               Land availability                            Review       Land   Use      Task   Team     (LUTT)
Development                                                              recommendations
                                                                         Audit government land
                                                                         Bank all land where planning has been done
                                                                         Establish a special unit to acquire land and to fast-
                                                                         track Town Planning processes
                                                                         Buying of raw land at risk
                                                                         Possibility of land-swap


                            Fragmented processes in                      To conclude SLA with Gauteng Department of
                            relation to EIA, Geotech, SG                 Agriculture, Conservation and Environment
                            Approval, etc.                               (GDACE) and other Sister-Departments.




                                                                                                                          68
                                                                To fast-track the establishment of a Central
                                                                Planning Unit
                     Poor Inter-Governmental                    Declassification of information relating to service
                     Relations                                  delivery
                                                                Setting up of Inter-Governmental Housing
                                                                Development Forums
                                                                Communication of key strategic decisions from
                                                                forums such as HOD Lekgotla, MINMEC, EXCO,
                                                                etc.
                     Lack of alignment between MIG              Establishment of Human Settlement Grant
                     and Subsidy Conditional Grants
                     Long         decision          making      Ensure the Business Unit responsible for delivery
                     processes: Regulation 16 by                reports directly to COO (Beneficiary Education)
                     Treasury (PPP)
                     Alignment of budgets between               National and Provincial Treasury to dictate
                     Sister-Departments,                        conditional grant for development
                     Municipalities and National
                     Perception of low-profit margins           Enforce Inclusionary Policy
                                                                Appoint private companies to be *Turnkey
                                                                developers
                     Allocation       of        units      to   Department to take over allocations
                     beneficiaries
                     Data integrity on HSS                      Review the system and confirm existing data
                     Non-approval of units (NHBRC               Compliance with building regulations
                     Enrolments,        House           plans   SLA with local authorities on approval of plans
                     approvals       and   Occupational         Dedicated Project Managers for each Flag-ship
                     certificates)                              Project
                     Long processes and delays in               Regionalise support (Contract Management,
                     the    execution      of     strategic     Supply Chain, Legal and Finance, etc).
                     administrative processes                   Re-focus the role of the current regional support
                                                                function to address priorities and core-needs


Alternative Tenure   Department not proactive in                Proactively identify government owned properties



                                                                                                                  69
                       acquiring        properties         for   and other properties and transfer them to SHIs
                       rehabilitation        and        Policy   Capacitate the office of the Registrar for SHI
                       restrictions       in       acquiring     Ensure that SHI are fully functional
                       properties                                Develop strategy to implement Social housing
                                                                 projects in other regions
                                                                 Review and implement the SHI policy and CRU
                                                                 Planning for housing should include SHI
                       Department not having control             CFO to source funding for acquisition of land
                       in accessing funding for inner            buildings
                       city rehabilitation
                       Lack of Land availability to              The coordination between hostels redevelopment
                       relocate your displacees                  and other programmes
                                                                 Apply the precinct approach to the redevelopment
                                                                 of hostels
                       Lack of relocation / allocation           Hostel redevelopment should provide housing
                       strategy                                  opportunities for local communities to ensure
                                                                 integration
                                                                 Creation of dedicated units in all regions
                       Inadequate Funding                        Secure CRU funding
                       No clear strategy for property            Develop a strategy on management and
                       management                                administration of properties


                       Lack of Beneficiary Education             Intensify, focused Beneficiary Education
                                                                 Develop a communication strategy
                       Lack of clear needs analysis              Conduct feasibility study in all 20 PTP
                       and plan
                       No clear policies and guidelines          Develop policies and guidelines
                       in relation to the management             Develop allocation criteria
                       of      backyard        rental     and
                       qualifying criteria
Eradication of Informal Data      not     accurate         for   Conduct an audit on households and service
Settlements            households and serviced stands            stands
                       Rapid in-migration particularly in        Policy Framework to curb the sprawl of informal



                                                                                                                  70
urban areas                      settlement
                                 Insist on the enforcement of by-laws
Land invasion                    Establishment of engagement forum to attain
                                 ownership objective
                                 Communication of different typologies provided by
                                 the Department
                                 Develop a global framework to guide the
                                 consultative processes – uniformity across the
                                 province
                                 Block by Block approach – mobile reception area


Suitable land availability       Land acquisition
                                 Exploration of suitable land
                                 Memorandum of Understanding (MOU) with local
                                 government
                                 Effectiveness of the moratorium on the selling of
                                 land
Tools for implementation         Greenfield project and big turnkey appointment of
                                 established developer to oversee the (People‟s
                                 Housing Process (PHP), Community Builder
                                 Programme (CBP), Expanded Public Works
                                 Programme (EPWP) in relation to job creation
                                 Ensure the promotion of EPWP
Inadequate financial resources   Focused allocation for sustainable human
                                 settlements
Sectoral planning                Integrated planning in realising sustainable
                                 communities
                                 Develop a framework to inform the human
                                 settlement development
                                 Strengthening the MOU with sister departments
                                 and municipalities
Loosing the CBP contractors      Develop a database within a sub-region
                                 Formulation of Joint Venture to lobby for bigger




                                                                                71
                                                        projects
                De link of beneficiary from the         Develop allocation policy incorporating the de-
                subsidy                                 linking guidelines
                                                        Notification on missing beneficiaries
                Slow pace ( Brick and Mortar)           Alternative Technology
Urban Renewal   Non-participation by sectors            Establishment of multi -sectoral teams e.g.
Projects                                                GDACE, GTRW, Health, Education, Housing etc.
                                                        Participation of municipality to ensure ownership
                                                        and long- term maintenance
                Lack of integrated planning             Sharing of costs i.e. integrated financial planning
                Lack      of      capacity     within   Capacitation, Mentoring, Information-sharing and
                municipality i.e. HR, operations        skills transfer and long term maintenance plans by
                and maintenance                         municipalities
                Duplication of scope of work            Uniform approach in dealing with the area
                                                        Regional Head to be entry point and co-ordinate
                                                        and share information
                Lack of funding                         Source external funding
                Lack      of   participation      by    Community participation through effective use of
                community and communication             CLOs, Ward Councillors, Development Forum
                with community                          etc. to provide strategic oversight role to projects
                                                        Appointment of communication person from the
                                                        Department       to    coordinate    and     facilitate
                                                        communication for the Department
                                                        Share best practices and implement these in other
                                                        projects – URP Task Team to be set up to share
                                                        experiences      and    effective   use    of    URP
                                                        Development Forums
                Lack of strong technical /              Recruitment and employment of appropriate skills
                commercial          skills       and    MS Project to be used by all Project Managers i.e.
                administrative / public sector          IT to ensure licensing, roll out training and use of
                skills                                  MS Project for all senior managers and project
                                                        managers in liaison with Human Resources
                                                        All project leaders to inform the CFO of the “Tools



                                                                                                          72
                                                              of Trade” e.g. laptops, 3G, vehicles etc. needed
                                                              by Project staff
                                                              Strategy for the provision of transport facilities to
                                                              be completed
                     Lack of follow-up documents for          Managers to ensure follow-up and finalisation of
                     executive offices                        all documents


20 Prioritised       Lack       of    coordination      and   Improvement         of      reporting    on       project
Township Programme   planning with other Sector               implementation i.e. Housing as a client to 20 PTP
                     Departments        and     Municipal     and other Sector Departments
                     programmes and projects
                     Promote high impact and visible          Re-prioritise of projects
                     projects                                 Concentration of resources into the economic
                                                              nodes/nodal development or targeted precincts
                     Inadequate        prioritisation    of   Fast-track implementation on high visible and
                     budget resources towards 20              impact projects
                     PTP      objectives      by     sector   Re-prioritise projects per township
                     Departments and municipalities           Capacity of municipality to ensure sustainability of
                                                              projects and township
                                                              Reprioritising of projects to achieve time-bound
                                                              targets i.e. back yard shacks and 3000 km roads
                                                              Promote private sector lending and involvement
                     Promote           an          enabling   Marketing campaign to private sector on 20 PTP
                     environment so as to stimulate
                     economic        development        and
                     growth
                     Neighbourhood            Partnership     Grant not to be biased towards ownership
                     Grant to promote LED               and
                     sustainability
                     Visibility and communication of          Strengthen         communication        support      and
                     the 20 PTP programme                     stakeholders management / social facilitation
                                                              through the involvement of communities, local
                                                              labour, CDWs and CLOs




                                                                                                                   73
                                                                     Marketing campaign to private sector on 20 PTP
                          Application of different pieces of         To facilitate and amend the by-laws in line with 11
                          legislation/ policy                        Premier‟s directives       and Gauteng Provincial
                                                                     Government strategy
                          Articulating political decisions           Communication of the Programme to role-players
                          and implementation thereof by
                          administrators
                          Delivery chain comprises of too            70/30 configuration of contractors to accelerate
                          many role-players                          delivery
                                                                     Quick wins to be allocated to youth/women/local
                                                                     labour
                          Poor project management                    20 PTP to provide innovative strategies as
                                                                     incentives to attract investments for private sector
                                                                     to develop township
                                                                     Availability of bulk infrastructure



3.4 DESCRIPTION OF PLANNED QUALITY IMPROVEMENT MEASURES



   There is a need to de-link beneficiaries from project delivery. The link between beneficiaries and subsidies at an
   early stage in the housing delivery process has created major delays in housing delivery. To fast-track housing
   delivery we need to move to subsidize projects contrary to the beneficiary subsidized approach. This approach
   will ensure that the housing process is accelerated.
   An area-based (neighbourhood) approach needs to be adopted. This approach allows for block-by-block
   development to eradicate informal settlements and promotes visibility and impact.
   Mixed tenure options need to be made available in informal settlements to cater for different needs. This will
   include amongst others, rental accommodation for those who do not qualify for RDP houses, those who need
   temporary accommodation or those who may have chosen this tenure option.
   Densification strategies need to be developed to include old established townships in ways that maximize the
   use of well located and scarce land resources and alleviate overcrowding.
   The Provincial Waiting List, which led to scattered delivery did not support and aid integrated development to an
   extent that is has been replaced by the Demand Database to identify the housing needs in municipalities and the
   province. This also assists with the block-by-block or neighbourhood-approach which ensures high visibility and



                                                                                                                     74
     greater impact. The application form is therefore being reviewed to reflect this change to allow for choice of
     tenure options and location so as to reduce the additional costs such as transport cost from the area of
     residence to the area of economic opportunity.



Access to suitable land is a key challenge for the Department. The LUTT has identified a total of 95012 hectares for
development within the Gauteng urban edge. The land within the urban edge is however, often not affordable when only the
housing subsidy is being utilised. Various options to increase the possibility of building for the poor in the economically viable
areas of Gauteng are being continuously explored. The Department has structured its programmes to address this issue by
normalising the housing market, developing and stabilising existing informal settlements, mixed land-use developments,
varied housing typologies and technology and densification of settlements to maximise the utilisation of the land.

Private funding as a mechanism to top up the often insufficient subsidy amounts for developments located within the borders
of the urban edge remains crucial if we are to successfully work ahead of existing housing backlog i.e. to reach a stage
where we build in advance or create a surplus housing stock to address the effects of migration. The decision to separate the
land cost from the subsidy should bring relief in this regard.

The Department is already committed to acquiring land although the exercise has proven to be too costly. This will be done
using alternative government methods to obtain seamless development not bound to municipal boundaries to create non-
racial settlements. The Department plans to study the feasibility of land-banking and the policy implications for the province.




                                                                                                                              75
3.5 SPECIFIC MEASURABLE OBJECTIVES

                                                                                          Year 1          Year 2         Year 3
Sub-              Key Measurable Performance
                                                          2007/2008       2008/2009       2009/2010       2010/2011      2011/2012
Programme         Objectives           Measures
                                                          (actual)        (estimate)      (target)        (target)       (target)
Mixed Housing To focus on the          Number of          29 312         6 247            4 142           4 142          4 142
Development * development of           houses built
              Flagship Projects,
              well located,            Number of       16 611            4 950            3 179           3 179          3 179
              integrated, higher       stands serviced
              density housing

Alternative        To facilitate the Number of AF         2 243          988              446             446            446
Tenure             development of Projects
                   Affordable Rental delivered
                   Accommodation
                   Projects
                  (Social Housing)

                  To facilitate the    Number of         769             1000             941             941            941
                  development of       backyards
                  Affordable Rental    constructed with
                  Accommodation        two or three
                  (Upgrade of          units and
                  Backyard             ablution facility
                  Rentals)
                  To facilitate the    Number of units                   1 386            1 184           1 184          1 184
                  development of       for rental
                  Affordable Rental    ownership
                  Accommodation


Eradication of    To formalise and Number of       10 431                28 073           15 253          15 253         15 253
Informal          eradicate        houses built
Settlements       Informal
                  Settlements      Number of       10 126                3 758            5 948           5 948          5 948
                                   stands serviced

*Due to inflation, construction costs, house size and land prices, it is envisaged that the targets will remain the same in the
MTEF period.
Urban              To coordinate        Number of                                        165             Continuation Continuation
Renewal            and implement        houses built                                                     of the projects of the projects
                   high visible                                                                          in 2010/11 in 2010/11
                   infrastructure                                                                        and 2011/12 and 2011/12
                   projects                                                                              is dependent is dependent
                                                                                                         upon their      upon their
                                                                                                         successful successful
                                                                                                         completion in completion in
                                                                                                         2009/10.        2009/10.




                                                                                                                                     76
                                                                                 Year 1      Year 2         Year 3
Sub-             Key Measurable Performance
                                                        2007/2008   2008/2009    2009/2010   2010/2011      2011/2012
Programme        Objectives           Measures
                                                        (actual)    (estimate)   (target)    (target)       (target)
                                      Number of                                  500         Continuation   Continuation
                                      stands serviced                                        of the         of the
                                                                                             projects in    projects in
                                                                                             2010/11 and    2010/11 and
                                                                                             2011/12 is     2011/12 is
                                                                                             dependent      dependent
                                                                                             upon their     upon their
                                                                                             successful     successful
                                                                                             completion     completion
                                                                                             in 2009/10.    in 2009/10.
20 Prioritized   To ensure             Number of                    10           15          50             Continuation
Township         rehabilitation and    facilities                                                           of the
Programme        renewal of            constructed/                                                         projects in
                 identified           renovated                                                             2010/11 and
                 townships                                                                                  2011/12 is
                                                                                                            dependent
                                                                                                            upon their
                                                                                                            successful
                                                                                                            completion
                                                                                                            in 2009/10.
                                      Number of         1           2            3           Continuation   Continuation
                                      community                                              of the         of the
                                      safety projects                                        projects in    projects in
                                                                                             2010/11 and    2010/11 and
                                                                                             2011/12 is     2011/12 is
                                                                                             dependent      dependent
                                                                                             upon their     upon their
                                                                                             successful     successful
                                                                                             completion     completion
                                                                                             in 2009/10.    in 2009/10.
                                      Number of high 30             50           200         Continuation   Continuation
                                      mast lights                                            of the         of the
                                      installed                                              projects in    projects in
                                                                                             2010/11 and    2010/11 and
                                                                                             2011/12 is     2011/12 is
                                                                                             dependent      dependent
                                                                                             upon their     upon their
                                                                                             successful     successful
                                                                                             completion     completion
                                                                                             in 2009/10.    in 2009/10.
                                      Number of         20          20           20          Continuation   Continuation
                                      localised                                              of the         of the
                                      Spatial                                                projects in    projects in
                                      Development                                            2010/11 and    2010/11 and
                                      Frameworks                                             2011/12 is     2011/12 is
                                                                                             dependent      dependent
                                                                                             upon their     upon their
                                                                                             successful     successful
                                                                                             completion     completion
                                                                                             in 2009/10.    in 2009/10.



                                                                                                                       77
                                                                    Year 1      Year 2         Year 3
Sub-        Key Measurable Performance
                                           2007/2008   2008/2009    2009/2010   2010/2011      2011/2012
Programme   Objectives     Measures
                                           (actual)    (estimate)   (target)    (target)       (target)
                           Number of       1           12           20          Continuation   Continuation
                           township                                             of the         of the
                           development                                          projects in    projects in
                           plans                                                2010/11 and    2010/11 and
                                                                                2011/12 is     2011/12 is
                                                                                dependent      dependent
                                                                                upon their     upon their
                                                                                successful     successful
                                                                                completion     completion
                                                                                in 2009/10.    in 2009/10.
                           Number of      3            6            10          Continuation   Continuation
                           commercialised                                       of the         of the
                           hubs                                                 projects in    projects in
                           established                                          2010/11 and    2010/11 and
                                                                                2011/12 is     2011/12 is
                                                                                dependent      dependent
                                                                                upon their     upon their
                                                                                successful     successful
                                                                                completion     completion
                                                                                in 2009/10.    in 2009/10.
                           Number of       3           6            10          Continuation   Continuation
                           market stalls                                        of the         of the
                           developed                                            projects in    projects in
                                                                                2010/11 and    2010/11 and
                                                                                2011/12 is     2011/12 is
                                                                                dependent      dependent
                                                                                upon their     upon their
                                                                                successful     successful
                                                                                completion     completion
                                                                                in 2009/10.    in 2009/10.
                           Number of       1           2            3           Continuation   Continuation
                           biodiversity                                         of the         of the
                           areas                                                projects in    projects in
                                                                                2010/11 and    2010/11 and
                                                                                2011/12 is     2011/12 is
                                                                                dependent      dependent
                                                                                upon their     upon their
                                                                                successful     successful
                                                                                completion     completion
                                                                                in 2009/10.    in 2009/10.
                           Number of food 1            2            3           Continuation   Continuation
                           gardens                                              of the         of the
                                                                                projects in    projects in
                                                                                2010/11 and    2010/11 and
                                                                                2011/12 is     2011/12 is
                                                                                dependent      dependent
                                                                                upon their     upon their
                                                                                successful     successful
                                                                                completion     completion
                                                                                in 2009/10.    in 2009/10.



                                                                                                          78
4.         PROGRAMME 4: HOUSING ASSET AND PROPERTY MANAGEMENT

The Gauteng Housing Property Management Programme is responsible for the efficient management of provincial property
and the transfer of property through the Transfer of Rental Properties Sub-programme (shortly referred to as TORPS) and
Regularisation of Residential Properties Sub-programme (shortly referred to as RETRO). .

In view of the functionality of this programme, the National Department of Housing has opted for the programme name to
change from Housing Assets Management to that of Housing Property Management.


NATIONAL PROGRAMME STRUCTURE                                    PROVINCIAL PROGRAMME STRUCTURE

4.1 Administration                                              Property Management Transfer and Regularisation of
                                                                Residential Properties (TORPS and RETRO)
4.2 Sale and Transfer of Housing Properties

4.3 Devolution of Housing Properties

4.4 Enhanced Extended Discount Benefit Scheme

4.5 Housing Properties Maintenance




4.1 POLICIES, PRIORITIES AND STRATEGIC OBJECTIVES

Strategic Objective                                     Key Measurable Objective
To provide for the efficient and effective management   Improved assets management through the use of an Updated
of :                                                    Assets Register
                                                        Transfer of Housing Assets using TORPS and RETRO Guidelines
Departmental Fixed Assets                               Devolution of Housing Assets to municipalities in line with the policy
                                                        and policy directive


4.2        PROGRESS ANALYSIS

          6,305 units were transferred to promote home ownership (Second Directive).
          1200 non-transferable units were targeted for transfer.
          10 commercial properties were sold and 5 Shopping Centres were refurbished and sold to dispose of
           commercial property owned by the Department.




                                                                                                                          79
         20,000 applications were to be processed and 20,000 units transferred under the TORPS programme to
          facilitate homeownership (First and Third Directive).


4.2.1     Property Management


          RETRO was formally launched by the MEC: Housing, Ms Nomvula Mokonyane in Eldorado Park on 13
         February 2005. The purpose of the project was to transfer about 8000 provincial owned units to qualifying
         beneficiaries in former “Own Affairs” areas. The Programme has been extended to include other municipal-
         owned stock. Property management is mandated to manage all Departmental stock, including vacant land
         and commercial property.


4.2.2     TORPS
         The programme is aimed at transferring all the pre-1994 housing stock to the rightful tenants who have
         occupied the property before 1994. The process proved to be relatively slow due to the high number of family
         disputes and derelict stock as some of the properties can not be transferred. . Residential properties must be
         transferred in former black areas (1st and 3rd directive) where people were not allowed to own land, except by
         virtue of the 99-year lease.


          The TORPS programme has been in existence for the past 12 years and has transferred about 260 000 properties
          and resolved about 40 000 housing disputes. TORPS will complete the transfer of about 25 000 properties in the
          current and next financial years.

4.2.3 The Rental Housing Tribunal
        The Tribunal is vested with certain responsibilities in terms of the Rental Housing Act No. 50 of 1999 and the
        Regulations thereto. It strives to promote stability in the residential housing sector by:


        - resolving disputes between landlords and tenants that arise due to unfair practices - Laying down general
        principles governing conflict resolution in the rental housing sector
        - Protecting landlords and tenants against unfair and unlawful practices
        - Providing education for landlords and tenants with regards to their rights and obligations
        - Providing accessible mechanism to landlords and tenants for dispute resolution


        The Rental Tribunal has been short-listed again for the Premier‟s Award for Service Excellence and will
        undoubtedly continue with its high level of achievement.




                                                                                                                    80
       As part of the roll-out of the functions of the Tribunal and bringing services closer to our communities, the
       Tribunal has established information offices in terms of Section 14 of the Rental Housing Act. It has a fully
       functional office in Tshwane and has entered into an MOU with the City of Johannesburg to establish
       information offices in all the Regions. The MOU has been approved and an Information Officer has been
       identified and trained. The establishment of information offices remains an unfunded mandate.



4.3    ANALYSIS OF CONSTRAINTS AND MEASURES PLANNED TO OVERCOME THEM



Constraints / Challenges                             Measures Planned to Overcome Them


A number of claims in Less Formal Towns for             Non-South African citizens have been advised to apply for
Non-South African citizens has been received            South African citizenship.
but not yet processed until these citizens get
the South African citizenship.
Power of Attorney is required from the                  Various meetings have been held with the Department of Local
Department of Local Government to enable                Government and it was agreed that TORPS Directorate would
the Department of Housing to facilitate the             compile a formal request on behalf of the HOD: Housing to
transfer    of   residential       properties   in      HOD: Local Government
Soshanguve, Stretford and certain areas in
Sebokeng.
An additional authorizing officer is required to        A request has been made to Ekurhuleni, Tshwane and Emfuleni
sign Title Deeds from Tshwane, Ekurhuleni               Municipalities to provide a second authorising officer.
and Emfuleni areas, since the Deeds Office
requires two signatures from the Municipality
in order to register a property.
A number of claims has not been processed               TORPS Programme has embarked on a door-to-door campaign
because of outstanding documents (copies of             to collect outstanding documents.
ID, marriage certificates, permits)




                                                                                                                  81
4.4      DESCRIPTION OF PLANNED QUALITY IMPROVEMENT MEASURES

The following improvement measures are noted below:


         Guidelines for the Retro Policy have been developed and approved.

         The issue that most of the Department‟s rental units are occupied and owned by illegal immigrants will be dealt with
         through legal intervention from the State Attorney.

4.5   SPECIFIC MEASURABLE OBJECTIVES

                Key                                                              Year 1           Year 2         Year 3
Sub-                              Performance
                Measurable                          2007/08    2008/09           2009/10          2010/11        2011/12
Programme                         Measures
                Objectives                          (actual)   (target)          (estimate)       (target)       (target)
ADARDI          To ensure         No. of houses     12000      12000             13 500           This is a      This is a
                the transfer      transferred                                                     time bound     time bound
                of housing                                                                        project.       project.
                assets                                                                            Target         Target
                within the                                                                        determined     determined
                Enhanced                                                                          by             by
                Extended                                                                          settlement     settlement
                Discount                                                                          of claims      of claims
                Benefit                                                                           by March       by March
                Scheme                                                                            2010.          2011.
                                  No. of            1400       1500              2000             This is a      This is a
                                  instructions                                                    time bound     time bound
                                  issued to                                                       project.       project.
                                  conveyancers                                                    Target         Target
                                                                                                  determined     determined
                                                                                                  by             by
                                                                                                  settlement     settlement
                                                                                                  of claims      of claims
                                                                                                  by March       by March
                                                                                                  2010.          2010.
Moveable        Updated and       Reconciled        Approved   12                12               12             12
Assets          accurate          Annual            moveable
                Assets            Financial         assets
                Register          Statements        disposal
                throughout        and the           policy
                the financial     Assets
                year              Register

                Verification of   Annual            1          1                 1                1              1
                physical          verification of
                moveable          physical
                assets by         assets
                March 2010




                                                                                                                         82
              Key                                                                  Year 1           Year 2         Year 3
Sub-                            Performance
              Measurable                          2007/08       2008/09            2009/10          2010/11        2011/12
Programme                       Measures
              Objectives                          (actual)      (target)           (estimate)       (target)       (target)
Immovable     To dispose of     Number of         0             127                127              Target         Target
Assets        all the Depart-   commercial                                                          depends on     depends on
              ment's            properties                                                          the avail-     the avail-
              commercial        disposed                                                            ability of     ability of
              properties by                                                                         remaining      remaining
              March 2010                                                                            commercial     commercial
                                                                                                    assets to      assets to
                                                                                                    be             be
                                                                                                    disposed       disposed
              To devolve all    Number of         0             1407               1407             Target         Target
              the               residential                                                         depends on     depends on
              Department‟s      units devolved                                                      the            the
              residential       to                                                                  availability   availability
              stock by          municipalities                                                      of             of
              March 2010                                                                            remaining      remaining
                                                                                                    residential    residential
                                                                                                    stock to be    stock to be
                                                                                                    devolved       devolved
Mainte-       Effect            Scheduled         Assess-       Appointment of     Repairs and      Repairs        Repairs
nance and     planned           planned           ment          suitable           replacement      and            and
Cleaning of   maintenance       maintenance       conducted     contractors for    of structural    replacemen     replacemen
Residential   for residential   effected on       in all        day-to-day         defects in       t of           t of
Properties    and               residential and   residential   maintenance        Eldorado         structural     structural
              commercial        commercial        flats                            Extensions 1     defects in     defects in
              properties        properties                                         and 3            Hillbrow       Silver and
              throughout                          Bill of                                           flats          Goud
              the financial                       Quantities
              year                                provided
                                                  finalised
              To effect         Environment-      Affected      By-laws            Enforcement      Enforce-       Enforce-
              environment-      al manage-        infills       enforce-ment       and              ment and       ment and
              al manage-        ment on           properties    on vacant land     monitoring of    monitoring     monitoring
              ment by-laws      vacant land       identified    in consultation    by-laws on       of by-laws     of by-laws
              on vacant         managed by        for           with relevant      vacant land in   on vacant      on vacant
              land              Logistics         prioritis-    stake-holders      consultation     land in        land in
              managed by        Directorate       ation                            with relevant    consultatio    consultatio
              Logistics         effected                        Erection of        stakeholders     n with         n with
              Directorate on                                    signages in                         relevant       relevant
              a continuous                                      identified areas                    stake-         stake-
              basis                                                                                 holders        holders




                                                                                                                           83
                Key                                                           Year 1           Year 2        Year 3
Sub-                             Performance
                Measurable                         2007/08     2008/09        2009/10          2010/11       2011/12
Programme                        Measures
                Objectives                         (actual)    (target)       (estimate)       (target)      (target)
Rental          To               Resolve all       Received     800 cases      Attend to        Attend to     Attend to
Housing         administer       disputes          1 349        resolved       and resolve      and           and
Tribunal        all disputes     between           cases and                   all received     resolve       resolve all
                between          tenants and       resolved    Identify all    cases within     1000          received
                landlords        landlords         1 002       enhance-        90 days          cases         cases
                and tenants      Within 90 days                ment                                           within 90
                in residential                                 requirements    Fully           Fully          days
                properties                                     , write         functional      functional
                on an on-        Fully functions               proposals       Electronic      Electronic    System
                going basis      Electronic                    and brief       Case            Case          review
                                 Case                          service         Managemen       Managem
                                 Management                    providers       t System        ent
                                 System for                                    and             System
                                 Rental                                        recording       and
                                 Tribunal                                      system          recording
                                                                                               system




5.         PARTNERSHIPS

Gearing Private Sector Funding


The Gauteng Partnership Fund (GPF) has been established as a strategic response to the funding of shortcomings
experienced by the Social Housing Sector. Its key focus is to attract private sector finance for affordable housing by
enabling social housing institutions in Gauteng to obtain financing on favorable terms for the development of housing
units for people in the low and middle-income market.


The GPF is a market-focused intervention that proactively identifies funding gaps and seeks innovative solutions to
the social housing sector. It has been instrumental in leveraging private sector funding and filling market gaps to an
extent that it provides a platform for possible broader affordable housing interventions, such as guarantees to raise
international grant funding for Housing projects.


The need for upfront funding and development solutions for integrated sustainable housing is critical. Therefore,
facilitating the closure of this financial gap in the market will enable housing projects to be realized sooner and will
ease up the burden on government to provide a portion of the housing subsidy for planning.

Over the past five years GPF has focussed exclusively on intervening in developing financing solutions for the social
housing sector, leveraging R1.3billion private sector funding and approx 12 000 housing units. We are now extending



                                                                                                                      84
the GPF facilitation to cover the entire spectrum of housing development, identifying funding gaps and developing
targeted financing structures and instruments in partnership with the private sector players. In support of this strategy
we have set aside R450million funding.

With this, GPF should be able to leverage at least R4 billion in private sector funding, yielding about 30000 low cost
dwelling units in integrated housing developments. This approach will target the entire housing delivery value chain,
enabling rapid delivery of affordable housing in Gauteng, aligned to our Government housing policies and Gauteng
housing development programmes.

Supporting the Entire Residential Property Market

Since the implementation of the BNG in 2004, we have seen expansion of the mandate of the Department of Housing
that now encompasses the entire residential housing market. This has been achieved through adjusting the subsidy
mechanism to facilitate the availability and accessibility of affordable housing finance products/instruments to
medium income households (earning R3, 500 to R 7,000 p.m.) by providing a mechanism linked to house-holds
savings and loans from financial institutions.


There has now been a shift from uniformity to demand responsiveness by moving away from the concept of product
uniformity and locative equity, to demand responsiveness and flexibility


The Department has spent a considerable amount of time enhancing the role of the private sector by continuing and
deepening the partnerships between government and the private sector. In particular, the support of the private
sector has been secured in lending construction capacity to housing production (through collapsing the subsidy
bands and therefore making targeting more efficient) and in extending appropriate housing finance (through
overcoming the down-payment barrier for the indigent and pensioners, assessing beneficiaries on spousal income,
developing fixed rate and other new loan products) including an option to convert the capital grant, where linked to a
home ownership or rental, into an annuity based grant or benefit.
We have also steadily ensured that we create linkages between the primary and secondary housing markets by
introducing mechanisms to support the development of a functioning residential property market and to enhance the
linkages between the primary and secondary residential property markets.


Improved Funding Allocations


The Strategic Plan for the GDoH crystallises the priorities, policies and plans as per the political pronouncements,
and Provincial Legislature. The performance targets of have been reduced in an attempt to be as close as possible


                                                                                                                     85
to the indicative budget allocation, reflecting the Department‟s Strategic Plan and the political imperatives cascaded
from national government. It is in this regard that the alignment of performance targets with the budget requirements
becomes essential in achieving the delivery expectations and priorities of the current term of government.


At present, the primary provider for Housing Development and funding emanates from the Provincial Housing
Department through the grants from National Housing. It is therefore important that the funding from the respective
sources is co-ordinated and pooled in order to achieve an Integrated Human Settlement approach.


Some discussions have been taking place between the National Department of Housing, National Treasury,
Provincial Treasury and Housing Sector at large, in order to review the Baseline Allocation with regards to the
allocation model. It is our belief that this model must change and take into account conditions of each province and
ability to implement housing programmes.


De-Linking the Housing Subsidies from Individual Beneficiaries


In order to fast-track delivery, subsidy has been de-linked from the beneficiary. This approach has allowed
government to construct houses at scale in the shortest possible time to meet the goal of providing accelerated
access to shelter.


6. SUPPORT FOR MUNICIPALITIES WITH RESPECT TO CAPACITY-BUILDING ON SPATIAL AND HUMAN
SETTLEMENT PLANNING AND HOUSING DELIVERY


With the development of the Integrated Development Plans (IDPs) of municipalities, provincial departments,
especially the housing sector, has realised the need to influence the development of such IDPs more radically in as
far as alignment is concerned. The development of the IDPs should take the following into cognizance:


         Un-coordinated MIG funding (for the provision of bulk infrastructure to government housing developments);
         Co-ordination and alignment in respect of the provision of socio-economic facilities in housing
         developments; and
         Mismatched housing priorities.


The 2005 IDP process has seen the first round of municipal assistance from various provincial departments in the
creation of credible IDPs in Gauteng. This assistance has taken the form of consultations around key strategic
policies such as the following:


                                                                                                                  86
         Provincial Growth and Development Strategy
         Global City Region
          Gauteng Provincial Government Strategy
         Gauteng Spatial Development Perspective (which needs to talk to the Spatial Development Framework of
         Local Authorities);
         GDoH‟s Sector Priorities (such as the Eradication of Informal settlements, 20 PTP and Mixed-Housing
         Development projects also captured in IDPs).
          Principles of the BNG (which is captured in the housing plan)


This assistance from the Department of Housing has come in the form of the Municipal Housing Development Plan
(MHDP) that seeks to develop comprehensive housing development plans for the three metropolitan and three
district municipalities and one consolidated Provincial Housing Development Plan (PHDP). This process will achieve
the following:


    •    The integration of the MHDPs into the IDPs , and ensure that the MHDP becomes the housing component
         of the IDP in each municipality in Gauteng
    •    The incorporation of the MHDPs into the PHDP that will provide a consistent tool to evaluate proposals and
         applications at both a provincial and municipal levels
    •    The establishment of a framework for housing delivery in terms of the National Housing Programmes and
         the Department of Housing‟s strategic direction
    •    The provision of both the Department and municipalities with a tool to strategically locate future housing
         settlements, taking into consideration the constraints and opportunities that exist at a municipal level
    •    The identification of key issues to be addressed by the Gauteng Housing Strategy 2020 that is to be
         developed by the Department




The provincial approach is based on the following principles:
    •    The Departmental assistance to municipalities by making resources available for the development of an
         MHDP (a housing sector plan) in the IDP per municipality;
    •    Regular co-ordination meetings with municipalities to track progress (this is driven by the Housing
         Champion);
    •    Appointment of a professional team to assist municipalities to prepare a housing plan;
    •    Housing Sector Plan( MHDP) for each Local, District and Metropolitan municipality;
    •    Preparation of an Executive Summary of the housing plan for inclusion in the IDP


                                                                                                                    87
The development of the MHDP plays a critical part in provincial and municipal planning in as far as budgeting of
projects is concerned, but also co-ordination of efforts. The MHDP in Gauteng is seen as a sector plan that bridges
the gap between policy and implementation.




7.         REMOVAL OF ADMINISTRATIVE BLOCKAGES


BLOCKAGES                           CHALLENGES                        INTERVENTIONS
Internal     systems        within Lack of inter departmental co- The Department of Housing is facilitating regular
municipalities                      operation and “joint” planning co-ordination meetings between the respective
                                    between the Planning and and affected departments to encourage joint
                                    Housing           Departments. planning and execution against the relevant
                                    Planning is not responsive to policies.
                                    Housing      needs        (land
                                    requirements) and housing
                                    developments (the location
                                    thereof     and      respective
                                    policies.
Creation of fragmented units Misalignment of priorities, on- We have now strengthened existing “Technical
within     municipalities     e.g. sharing of information around Co-coordinating forums” at local authority level
utilities such as electricity, housing projects impacts on so as to share project information for purposes of
water, planning, etc.               the ability to plan and budget planning.       Project     Steering     Committees
                                    for the provision of bulk established to coordinate planning to ensure
                                    infrastructure to service these speedy approvals.
                                    housing developments
Long process of approving Housing as a major land use The Department of Housing and Department of
Environmental               Impact category,    often    competes Agriculture, Conservation and Environment
Assessments (EIAs)                  against a range of other HODs have developed protocol on how to deal
                                    competing land uses.              with applications for housing delivery. All
                                                                      applications are now directly submitted by the
                                                                      Department of Housing through the HOD, and in
                                                                      turn, GDACE has dedicated officials that are
                                                                      responsible for tracking such applications.


                                                                                                                    88
Uncoordinated approach at all Land earmarked for social The Department of Housing has embarked upon
levels                            facilities   (schools,             clinics, a process of sharing housing development
                                  hospitals etc) are planned for information with sector departments through the
                                  in     housing         developments Provincial Planning Forum. This process has
                                  accordingly.                       Sector enabled sectors to plan, budget and prioritise
                                  Departments whether through such                  facilities   in   housing   developments
                                  poor         information-sharing, accordingly.
                                  because of own historical Sectors now participate in the identification and
                                  backlogs        and         insufficient positioning of such facilities in the housing
                                  resources        to         meet      the developments during the planning phase.
                                  demand, are unable to provide
                                  such facilities to old and new
                                  housing developments
Alternative   structures    for Challenges around different In creating sustainable human settlements, the
decision making                   priorities from different sector Department of Housing has proposed to the
                                  departments make alignment Executive Council of the Province that a
                                  and                     co-ordination Provincial Planning Commission be established
                                  cumbersome. Issues around with delegated authority to co-ordinate, plan and
                                  decision         making              and prioritise projects for implementation. This has
                                  prioritising development takes been approved by the EXCO and process of
                                  place per sector mandate, setting up is underway.
                                  which limits the level of
                                  influence       to      consider       a
                                  housing project instead. This
                                  then     begs         the     question:
                                  “which       project          receives
                                  preference?”




8.        DEALING WITH UNEMPLOYMENT


Housing delivery contributes towards alleviating poverty by providing direct and indirect jobs within the construction
sector.   EPWP is a nationwide programme that includes government interventions in four sectors, namely:




                                                                                                                         89
infrastructure, economic, social, environment and culture. The Department of Housing‟s programmes are part of the
scope of the infrastructure sector in line with the EPWP.
Our housing delivery strategy is premised on Job Creation Strategy that encourages the creation of increased job
opportunities through the installation of infrastructure; the construction of houses; the construction of social/economic
infrastructure; and the management and maintenance of housing stock. Labour-intensive construction methods have
been incorporated into the provision of housing through adherence to guidelines.


A suitability assessment of the housing delivery programmes has been undertaken in order to identify work activities
that have potential of drawing in as many people as possible through labour-intensive construction.


In line with the provincial approach of previously disadvantaged communities, one of the most critical strategies is
that of consolidating plans of empowering the marginalised entrepreneurs especially women, youth and established
Small Medium and Micro Enterprises (SMMEs) in the housing sector and related industries.


On the Broad Based Economic front, the targets stand as follows:
     -Black Ownership 70%
     -Local Partners (including material sourcing) 40%
     -SMMEs 50%
     -Women Participation 30% (please note the deliberate increase from the national 10% target)
     -Participation of People with Disabilities 5%
     -Youth 5%


The main challenge has been the ability of small contractors to raise performance guarantees and hence their skills
and capacity to deliver at scale. Mentors are appointed for the contractors while engaging the services of the big
contractors for larger projects.


In addition to this, all government housing projects in the province use un-skilled and skilled labour            during
construction, thereby creating jobs for the lower-end of the market.


Labour absorption and job creation throughout the housing supply chain has been facilitated through the
establishment of on-site housing materials production activities. On-site material production is now being promoted.


We have identified a need to mobilize external capacity to enable the Department and municipalities to develop the
required capacity to plan, implement and manage the labour-intensive housing programmes. This has been


                                                                                                                     90
undertaken in close co-operation with the Department of Public Works. The Department will focus increasing
attention on the development of local contractor capability, including the growth of construction SMMEs and BBBEE
within the construction sector.


The challenge at the moment is that most jobs being created are short term; there is a need for the sector to create
more sustainable jobs in the construction industry.




                                                                                                                91
GLOSSARY OF TERMS


ADF                 Alexandra Development Forum
AFS                 Annual Financial Statements
ARP                 Alexandra Renewal Project


BAS                 Basic Accounting System
BEE                 Black Economic Empowerment


CBA                 Cost Benefit Analysis
CRM                 Customer Relations Management
CID                 City Improvement District
CIII                Construction Industry Incubator Initiative
CFO                 Chief Financial Officer
CLO                 Community Liaison Officer
CMIP                Consolidated Municipal Infrastructure Programme
CMS                 Claims Management System
COO                 Chief Operations Officer
CSIR                Council for Scientific and Industrial Research


DAC                 Department Acquisition Committee
DAPU                Departmental Accredited Procurement Unit
DPLG                Department of Development Planning and Local Government
DTT                 Departmental Task Team


EIAs                Environment Impact Assessments
EMC                 Executive Management Committee
EPWP                Expanded Public Works Programme
Exis                Expenditure Information System
EXCO                Executive Committee


GAAP                Generally Accepted Accounting Practice
GCR                 Global City Region
GDACE               Gauteng Department of Agriculture, Conservation and Environment



                                                                                      92
GDoH     Gauteng Department of Housing
GPF      Gauteng Partnership Fund
GPG      Gauteng Provincial Government
GSHPSC   Gauteng Social Housing Partnership Steering Committee
GSSC     Gauteng Shared Services Centre


HAC      Housing Advisory Committee
HH       Households
HPDMP    Housing Policy and Development Management Programme
HSC      Housing Support Centres (HSC)
HSS      Housing Subsidy System


IDPs     Integrated Development Plans
IDTT     Inter-Departmental Task Team
IHP      Inclusionary Housing Policy
IPW      Instruction to Perform Work


LA       Local Authorities
LBSC     Local Business Support Centre
LCC      Life Cycle Costing
LED      Local Economic Development


MANCOM   Management Committee
MHDP     Municipal Housing Development Plans
MOU      Memorandum of Understanding


NEPAD    New Partnership for Africa‟s Development
NHBRC    National Builders Registration Council
NHFC     National Housing Finance Corporation
NURCHA   National Urban Reconstruction and Housing Agency


OPSCAP   Operational Capital Budget


PDS      Project Data System



                                                                 93
PFMA       Public Finance Management Act
PHP        Peoples Housing Process
PMO        Programme Management Office
PPPFA      Preferred Procurement Policy Framework Act
PRO        Public Relations Officer


RETRO      Regularisation of Residential Properties Programme
RPT        Regional Professional Teams


SDF        Spatial Development Framework
SETA       Sectoral Education Training Authority
SITA       State Information Technology Agency
SHI        Social Housing Institutions
SLA        Service Level Agreement
SO         Support Organizations
STATS SA   Statistics South Africa


TORPS      Transfer of Rental Properties Programme
TRG        Technical Resource Group


WAN        Wide Area Network
WL         Waiting List




                                                                94
DEPARTMENTAL CONTACT DETAILS


MK Lekgoro
Member of Executive Council
Maximise the impact of the public and private resources to accelerate the delivery of tenure, quality services and
housing on well located land
011 355 4020

Manching Benedicta Monama
Head of Department
Accounting officer responsible for meeting all strategic outputs of the Department of Housing
011 355 4901

Mongezi Mnyani
Chief Operations Officer
To ensure that the business units implement the Departmental Strategic Plan
011 355 4230

Anthony Green
Chief financial Officer
Responsible for Finance and Accounting
011 355 4869

Petal Thring
Chief Director: Housing Planning and Research
Enhance and sustain the strategic direction of the department by providing effective and efficient support for the
Strategic Planning needs and to ensure that programmes are that are implemented are in line with the Strategic Plan
of the Department
011 355 4874

Victor Moreriane
Chief Director: Communications
Create an effective communication system that engages all stakeholders and staff on the core business of the
Department
011 355 4105

Job Mnguni
Chief Director: Financial Services
Responsible for the strategic planning of the Department, Operational Plans, Physical Assets Plans, Annual Budget,
Revenue and Expenditure Estimates, Internal Controls, Accounts and Records, Reporting and budget estimates
011 355 4105

Zanele Dludla
Chief Director: Customer Relations Management
Management of the administration of housing subsidy beneficiary applications and receive, process and approve all
housing subsidy beneficiary applications
011 355 4216




                                                                                                                     95
Sibongile Makhathini
Chief Director: Development Planning & PIMS
To guide the Department in decision making through the development of regional planning frameworks and by
providing project information environment and the housing products during the planning and implementation phases
in compliance with the BNG principles
011 355 4308

Motjatjie Manong
Acting DDG: Corporate Support Services
Provide a non-core functional and operational support service to the business units in the Department.
011 355 4915

Lucas Molaudzi
Chief Risk Officer
Manage the risk strategy of the Department.
011 355 4744

Lesiba Sekele
Regional Head: Westrand and Sedibeng
Undertake the project management of selected urban regeneration projects, so as to enhance the economic and
social viability of neighbourhoods
011 355 4402

Xoliswa Mkhalali
Regional Head: Ekurhuleni
Undertake the project management of selected urban regeneration projects, so as to enhance the economic and
social viability of neighbourhoods
011 861 3062

Thabani Mncwango
Regional Head: Tshwane / Metsweding Region
Undertake the project management of selected urban regeneration projects, so as to enhance the economic and
social viability of neighbourhoods
011 355 4216

Linda Ngcobo
Regional Head: Joburg Region
Undertake the project management of selected urban regeneration projects, so as to enhance the economic and
social viability of neighbourhoods
011 630 5093

Morongwe Mashoko
Director: Corporate Communication
Ensure efficient and effective management of publications by the Department and internal communication
011 355 4026

Aviva Manqa
Director: External Communications & Media
Render a media and public relations functions to clients of the Department.
011 355 4013



                                                                                                              96
Hamilton Moroape
Director: Customer Relations Management
To build and maintain good relations with customers
011 355 4216

Papadi Makhetha
Director: Anti Fraud and Corruption
Coordinate Anti-corruption measures with the Department.
011 355 4229

Dumazile Ngcobo
Director; Human Resource Management
Provide a Human Resource function to the department and its business units
011 355 4151

Vusi Sifile
Director: Legal Advisory Services
Ensure an efficient legal administration and contract management, co-ordinate litigation for the departmental and
render legal services
011 355 4178

Thembi Mahawane
Director: Facilities Management
Provide transport, fleet management, asset management, security and office support to the Department.
011 355 4632

Dumisa Matyumza
Director: Programme Information Management Systems
Manage office for DOH and provide a strategic and regional planning and GIS service to the Department.
011 355 4226

Molebedi Sisi
Acting Director: Supply Chain Management
Implement Supply Chain Management and good practice procurement in terms of the framework for supply chain
management
011 355 4702

Louis Botha
Director: Cost Control
Render an effective housing support function in terms of beneficiary and contract administration
011 355 4356

Willie Sambo
Director: Financial Management
Render financial support service to the Department.
011 355 4736




                                                                                                                    97
Swasthie Doolabh
Director: Corporate Governance
To provide an independent, objective assurance and advisory activity designed to add value and improve the
Department‟s operations by evaluating and improving the effectiveness of internal control, governance and
compliance processes
011 355 4745

Zanele Makhubu
Director: Enterprise Risk Management
To manage, develop and coordinate the departmental enterprise risk framework/policy and to ensure the
implementation and compliance to improved standards and measures relating to risk management processes
011 355 4841

Azwindini Maphangwa
Director: Security Management
To ensure that Minimum Information Security Standards (MISS) and Occupational Health and safety Act and other
relevant security related prescripts implemented and maintained by the Department in consultation with other
stakeholders both internally during the construction of community houses
011 355 4012

Malose Mahloko
Director: Conveyancing
To provide conveyancing services to the Department.
011 355 4575

Xolisile Majola
Director: Monitoring & Evaluation
To monitor and evaluate current programme delivery constraints
011 355 4530

Lou Toerien
Director: Housing Development (West rand & Sedibeng)
Responsible for formal housing
011 355 4610

Abrie Lorenzen
Director: Housing Development (Ekurhuleni)
Responsible for formal housing
011 861 3003

Thabitha Maluleke
Director: Alternative Tenure (West rand & Sedibeng)
Responsible for Hostel redevelopment, inner city upgrading of buildings and promotion of housing co-operatives
011 630 5093

David Motsie
Director: (West Rand Sedibeng)
Responsible for Hostel redevelopment, inner city upgrading of buildings and promotion of housing co-operatives
011 355 4118




                                                                                                                 98
Nhlanhla Mbanjwa
Director: Alternative Tenure (Ekurhuleni)
Responsible for Hostel redevelopment, inner city upgrading of buildings and promotion of housing
co-operatives
011 861 3004

Phumzile Maseko-Seipobi
Director: Project Quality Assurance
To ensure that a delivery of final product are of a required standard in accordance with NBR and NHBRC
011 355 4527

Andre Van Der Walt
Director: Regional Development Planning
To initiate, develop and facilitate regional planning tools to guide the department‟s decision making
011 355 4273

Rethabile Nkosi
Director: Urban Regeneration Urgency (Westrand and Sedibeng)
Responsible for Social Housing and Hostels
011 355 4128

Enoch Nhlapho
Director: Asset Management (City of Joburg)
To ensure that housing assets are effectively maintained
011 630 5176

Steven Ragwala
Director: Executive Support for the HOD
Screening of submissions to the HOD
011 355 4027

Jahn Potgieter
Director: Administration: Tshwane Region
To provide administrative support to the Tshwane Region
012 320 2759

Jeanette Mkhaliphi
Acting Director: Office of the Registrar
To promote the establishment of housing associations in the province and monitor the registration, functions and
development of these SHIs
011 355 4000

Thys Myburg
Director: Johannesburg Regional Support
A responsibility centre responsible for the three Sub-Regions in providing project information support function, quality
monitoring and reporting within the region
011 630 5139




                                                                                                                     99
Landelwa Mahlathi
Director: Tshwane Metsweding Sub-Region 3
To monitor, facilitate and control the implementation of all subsidized housing development projects implemented in
terms of the integrated group strategies and innovative services delivery programmes
012 303 3303

Ian Van Der Merwe
Director:Tshwane Metsweding Sub-Region1
To monitor, facilitate and control the implementation of all subsidized housing development projects implemented in
terms of the integrated group strategies and innovation services delivery programmes
012 320 3555

Motlapule Mmatli
Director: Organisational Effeciency
Provide management advisory services to the department and development of models for improving organizational
efficiency
011 355 4512

Tebogo Modise
Acting Director: Beneficiary Education
To educate communities and beneficiaries about departmental programmes, projects and life skills
011 355 4512

Mpumi Kubeka
Acting Director: Alternative Tenure (City of Joburg)
Responsible for Hostel redevelopment, inner city upgrading of buildings and promotion of housing co-operatives
011 630 5137

Zesuliwe Mkhize
Manager: Office of the COO
Co-ordinate and manage the implementation of projects in line with the performance plan
011 355 4639

Eric Matlawe
Regional Manager: Twenty Prioritized Townships
Undertake project management for Twenty Prioritized Townships project to ensure rehabilitation and renewal of
identified townships
011 355 4308

Vacant
Chief Director: Urban Renewal (Bekkersdal)
Undertake the project management of selected urban regeneration projects, so as to enhance the economic and
social viability of neighbourhoods
011 355 4308

Vacant
Chief Director: Urban Renewal (Alexandra)
Undertake the project management of selected urban regeneration projects, so as to enhance the economic and
social viability of neighbourhoods




                                                                                                                 100
Connie Isabella Letlhake
Director: MEC’s Office
Provide Executive Support to the MEC
011 355 4019

Samantha Kaine
Chief Director: Urban Renewal (Evaton)
Undertake the project management of selected urban regeneration projects, so as to enhance the economic and
social viability of neighbourhoods
016 596 7104




                                                                                                              101

				
DOCUMENT INFO