CITY OF JOHANNESBURG
2005/06 SERVICE DELIVERY AND
BUDGET IMPLEMENTATION PLAN
(SDBIP)
TABLE OF CONTENTS
Chapter 1: Introduction
4
Chapter 2: Overview of Service Delivery
6
Core Departments Service Delivery Summaries
Office of the City Manager
Shareholders Unit and Contract Management
Finance and Economic Development
Corporate Services
Development Planning, Transportation and Environment
Emergency Management Services
Johannesburg Metropolitan Police Department
Arts, Culture and Heritage Services
Health
Social Development
Housing
Ward Councillor Support, People Centre and Support
Services
UAC Service Delivery Summaries
City Power
Pikitup
Johannesburg Water
Johannesburg Roads Agency
Johannesburg City Parks
Johannesburg Zoo
Johannesburg Fresh Produce Market
Metrobus
Johannesburg Civic Theatre
Johannesburg Property Company
Johannesburg Development Agency
Johannesburg Metro Trading Company
Johannesburg Social Housing Company
Johannesburg Tourism Company
Service Delivery by Region
Region 1
Region 2
Region 3
Region 4
Region 5
Region 6
Region 7
Region 8
Region 9
Region 10
Region 11
Citywide projects
6
6
19
24
29
35
42
48
55
63
75
81
87
88
88
92
97
105
110
115
117
121
126
128
132
137
141
144
147
147
148
149
150
151
152
154
155
157
158
159
160
2
Chapter 3: Financial Overview
163
Introduction
Monthly projections of revenue
Monthly projections of expenditure
Three year capital work plan
163
163
163
164
3
CHAPTER 1
INTRODUCTION
The Municipal Finance Management Act requires all municipalities to produce a
Service Delivery and Budget Implementation Plan (SDBIP) for the 2005/06 financial
year, on the basis of the approved Integrated Development Plan (IDP) and Budget.
This is a new requirement emanating from the legislation that is intended to set out a
municipality’s implementation plan for service delivery and the execution of its
annual budget for each financial year.
In terms of section 53(1)(c)(ii) of the MFMA, the SDBIP must be approved by the
mayor of a municipality within 28 days of the approval of the Budget.
The objectives of the SDBIP are to:

give effect to the approved IDP and Budget;

promote accountability through transparency of expenditure, revenue collection
and service delivery targets; and

establish a tool for implementation, management and monitoring of
performance against year-end targets.
Section 1 of the MFMA specifically defines the SDBIP as:
“a detailed plan approved by the mayor of a municipality in terms of section
53(1)(c)(ii) for implementing the municipality’s delivery of services and the
execution of its annual budget and which must include the following:
projections for each month ofrevenue to collected, by source; and
(ii) operational and capital expenditure, by vote;
service delivery targets and performance indicators for each quarter.”
The SDBIP is an implementation-oriented document, which is specific in terms of
quantities, responsibilities, location, time and costs to make sure that delivery takes
place. The CoJ’s SDBIP is informed by the overarching CoJ strategies, policies and
the Strategic Agenda. The agenda for delivery in the 2005/06 financial year was set at
the first Mayoral Budget Lekgotla, which was held in October 2004. The following
key strategic thrusts were identified and adopted by the Mayoral Committee:
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Deepen democracy and promote good governance;
Ensure basic service delivery;
Enhance batho pele and customer care;
Address job creation and accelerate economic development;
Target poverty and advance human development;
Consolidate inner city regeneration;
Consolidate HIV/AIDS initiatives;
Create sustainable human settlements;
Enhance integrated transportation;
4
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Ensure financial sustainability;
Improve community safety;
Promote strategic planning and management;
Develop and implement strategic projects;
Prepare for 2010 Soccer World Cup; and
Advance sustainable development agenda.
These thrusts are broken down into key performance areas (KPAs) in the senior
management’s scorecards.
The City of Johannesburg approved its IDP and Budget on 26 May 2005. The SDBIP
set out here complies with the requirements of the legislation and presents the
information in terms of each ‘vote’ (one of the main segments of the budget such as a
department or municipal entity). The CoJ’s 2005/06 SDBIP is structured as follows:
Chapter 1: Introduction
This chapter introduces the SDBIP, highlights the MFMA requirements, and outlines
the nature of the document.
Chapter 2: Overview of service delivery
Chapter 2 of this document provides the service delivery overview. This chapter
addresses quarterly projections of service delivery targets and contains summaries of
the core department and UACs. Included in this chapter are the scorecards of
departments and the companies. The chapter provides an outline of performance
indicators for each vote. The scorecards are further broken down into quarters to
allow for monitoring of service delivery. The chapter further provides capital projects
broken down by region and by department or entity.
Chapter 3: Financial overview
Chapter 3 provides a financial overview using monthly projections of revenue to be
collected for each source, monthly projections of expenditure (operating and capital)
and revenue for each vote. The chapter provides a capital works plan with three-year
projections. Subsequently, the chapter provides capital projects by vote.
5
CHAPTER 2
CORE DEPARTMENTS SERVICE DELIVERY
SUMMARIES
OFFICE OF THE CITY MANAGER
Background
The Office of the City Manager (OCM) is a strategic unit that has been established to
ensure that the City Manager is enabled to carry out all his tasks and responsibilities
in an effective and efficient manner. The City Manager is the chief accounting officer
of the municipality, and is responsible for the overall performance of the municipality.
As the head of the municipal administration, the municipal manager is responsible for
ensuring a strategic and effective interface between the elected councillors and
appointed administrative officials. This responsibility complements the strong
political leadership of the Council with the technical experience a dedicated
administration. The City Manager will ensure that the CoJ’s administration remains
economical, effective, efficient and accountable and operates within the CoJ’s
performance management system.
The OCM Vote comprises of the following cluster of units namely: Strategic Support
(also known as the OCM), Information Technology, Joburg Connect, Johannesburg
Risk Assurance Services, Communications, Office of the Executive Mayor, Office of
the Speaker, and Councillor Allowances.
Strategic Support: The following business units constitute strategic support:
Corporate Planning Unit, Special Programmes, Chief Operations Officer, JIKE,
External Relations Unit, Mayoral Committee Support Unit and Office Management
Unit. The Office of the City Manager/Strategic Support, is the epicentre of corporate
policy and performance management; playing a critical role by facilitating integration,
alignment and an interface between the CoJ’s administration and political leadership.
It is the efficient and effective machinery of business planning, monitoring and
horizontal and vertical integration. The Office is primarily responsible for the
enhancement of democracy through public participation, customer relations and
service delivery innovation. It plays a crucial role in ensuring strategic partnerships
with the continent and the global village.
Information Technology: The IT department in the CoJ, was established to support
and maintain systems and infrastructure within CoJ departments, to fulfill an
information management role and provide technical advice to departments when
necessary. It is also responsible for ensuring e-government implementation.
Joburg Connect: The publishing of the Batho Pele (People First) White paper in
1997 and the launch of a national programme, signaled a significant shift towards a
mindset that locates the citizen at the centre of service delivery issues. The
overarching policy frameworks of local government also place citizen participation at
6
the heart of local governance. In the context of service delivery, this participation
centres on shaping service needs and holding municipalities accountable in terms
service standards and service improvements. Joburg Connect has been established to
ensure service delivery excellence through efficient and effective management of
customer requests, service delivery proposals and complaints handling.
Johannesburg Risk Assurance Services: Johannesburg Risk Assurance Services has
been mandated to serve as a support function to departments. It ensures effective
financial management, service delivery excellence and the execution of strategic
management issues. The department’s core functions include risk assessments, quality
reviews, internal and IT auditing assignments, follow-up of auditing assignments,
facilitation of various workshops, fraud limitation, forensic investigations and
governance consulting.
Communications: The communications department is charged with responsibility of
ensuring that the CoJ’s staff and institutions and citizens and stakeholders of the city
are informed about service delivery and governance.
Office of the Executive Mayor: Responsible for the management of the office of the
Executive Mayor.
Office of the Speaker: Responsible for the management of the office of the Speaker
and the functions that are the responsibility of the Speaker of the Council.
Challenges
Great progress has indeed been made in aligning departmental activities to ensure that
they support the Mayoral Priorities and Strategic Agenda. Yet, amidst all the major
achievements of the last four years of the current Mayoral Term, the CoJ still faces
major challenges in its quest for better service delivery; and improving living
conditions for all its residents.
The units constituting the Office of the City Manager Vote are faced with a plethora
of challenges. These include:
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Capacity building within the context of an election year which will require
changes at an executive level;
Ensuring that an appropriate governance model exists to cope with institutional
change;
Promoting intergovernmental relations and co-ordination;
Actioning partnership agreements;
Aligning horizontal and vertical planning;
Using knowledge management for innovative service delivery, planning and
monitoring;
Recording institutional memory through the packaging and knowledge
management of key services;
Improving service delivery by positioning the CoJ to deliver increased quality,
effective and efficient services;
Establishing an appropriate institutional framework to deal with key customer
issues;
7
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Responding to new challenges for auditing the performance management system;
Creating awareness of the CoJ’s anti-fraud and anti-corruption initiatives;
Centralising risk management services in order to create conditions for better coordination and monitoring of standards and implement risk policies;
Managing perceptions;
Finalising new IT partners; and
Aligning the CoJ’s IT strategy and security practices with those of the UACs.
Service delivery
Each unit within the Office of the City Manager vote supports the City Manager and
the Chief Operations Officer. The respective scorecards are outlined in tables 2.1 and
2.2.
Table 2.1: City Manager’s Scorecard (CoJ Scorecard)
Key Performance
Area
Enhance customer
service and
improve basic
service delivery
and provision of
free basic services
Key Performance
Indicator
% positive
perception of the
CoJ achieved in the
annual customer
satisfaction survey
for 2005/06
% increase in the
perception of
Johannesburg as a
safe city, citywide –
survey results
available by March
2006
Baseline
Target
Q1
Q2
Q3
80%
85%
-
-
-
84%
86%
-
-
-
Q4
85%
This
target
will be
achieved
at the end
of the 4th
quarter
86%
This
target
will be
achieved
at the end
of the 4th
quarter
Average time taken to resolve queries that are referred to the following:
Water1
Electricity2
60,5hrs
10 Days
60hrs
7 days
60hrs
7 days
60hrs
60hrs
60hrs
7 days
7 days
7 days
1 With the migration of the selected domestic customers to Johannesburg Water, the average time taken to
resolve water and sanitation queries for the year to date is 60,5%. This average is close to the annual target
(2004/05). In addition to migrating selected domestic customers, top customers will be also be migrated during
the new financial year. As a result of these migrations, the CoJ is not in the position to assess the potential impact
of increased queries. It is for this reason that Johannesburg Water would like to retain the target of 60 hours to
resolve queries.
2 The City has previously set a target of 3 days, which City Power has indicated that it will not be meeting due to
lack of adequate baseline information that infirmed the 2004/2005 target. City Power has subsequently verified its
baseline information and proposes a new target based on correct baseline information. The proposed is an
average it takes to resolve all categories of electricity related queries tracked through the Pega system. The CoJ
set seven days target is less than the NER’s requirements of fourteen days.
8
Key Performance
Area
Key Performance
Indicator
% issuance of rates
and service
accounts’ refunds
within 30 days
Baseline
75%
Target
Q1
Q2
Q3
Q4
90%
90%
90%
90%
90%
Issuing clearance
69%
certificate within 30
days
Implementation and Establishco-ordination of the ment of the
citywide CRM
CRM Unit
strategy 3
% reduction in
14,2%
unaccounted-for
electricity (%
billing losses)4
% reduction in
34%
unaccounted-for
water5
No. of electricity outages:
90%
90%
90%
90%
90%
100% June
2006
-
-
-
100%
June
2006
13,2%
-
-
-
13,2%
28%
-
30%
-
28%
Bulk6
150
165
160
155
150
Medium7
1500
1275
1500
Length of gravel
750
30
0
road upgraded8
Improve on provision of basic services to citizens of Johannesburg
1400
10
1350
20
1275
% of dwelling units
with access to basic
level of water9
200
350
331
165
98,4%
(965 296)
98,5%
(966 277)
100
The CoJ citywide CRM strategy and implementation model will be finalised by June 2005.
The unaccounted-for electricity is the difference between the units of energy purchased and the energy sold. The
% loses are calculated as a % of the units purchased.
5 The unaccounted-for water (UFW) is difference between the bulk purchases made from Rand Water less the
water that is billed.
6 Bulk outages are outages which occur in City Power’s high voltage network (transmission network) high voltage
refers to greater than 44kV (44000 volts).
7 Medium outages are outages, which occur in City Power’s medium voltage network (distribution network).
Medium voltage refers to voltages greater than 1kV (1000 volts) but less than 44kV. These outages result from
seasonal overloading, theft, vandalism and third party damage.
8 The areas targeted for gravel road upgrading up grading are: Ivory Park ; Orange Farm , and Diepsloot . The
finalisation is pending approval from the Mayoral Committee. The CoJ has requested a report from JRA detailing
the extent of the backlog.
9 This indicator, and the following three, measure the access of basic services provision to Johannesburg
residents; indicators have been set in terms of Performance Management Regulation of 2001 as part of the
Municipal Systems Act.
10. Dwelling units for Johannesburg Water is defined in terms of meters. The total number of households is 980
992, of which 98,4% (965 296) will be have been serviced by the end of 2004/05. For the financial year 2005/06
an additional 981 will be serviced which will bring the total number of households serviced by the end of 2005/06
to 966 277(98,5%). The backlog will be 14 715. This refers to the number of backlog households, which is focused
on the provision of bulk services in line with the Housing Master Plan (HMP) requirements; manage the
construction of projects in line with the Housing SLA where JW will act as the implementing agent.
3
4
9
Key Performance
Area
Manage key
projects that are of
strategic nature
Key Performance
Indicator
% of dwelling units
with access to basic
levels of sanitation10
Number of dwelling
units with access to
basic level of
electricity
(excluding Eskom
areas)11
% of households
with access to basic
level of solid waste
disposal in
proclaimed areas
% implementation
of finalised CoJ EDI
strategy 12
% implementation
of the 2010 World
Cup plan for
2005/0613
Baseline
Target
Q1
Q2
Q3
Q4
93,9%
(921 115)
94,4%
(926 056)
500
1 500
2 000
941
299 719
300 000
-
-
150 as
per HMP
150 as
per HMP
90%
100%
-
95%
-
100%
New
Indicator
100%
-
-
-
100%
New
indicator
100%
-
-
-
100%
Operation clean
audit report: items
in management
letter addressed
Qualified
audit
N/A
N/A
N/A
Unqualified audit
% compilation of
the five-year IDP
% implementation
of by-law
enforcement JOC
targets 14
New
indicator
50% at midyear review
Unqualified
audit (key
deliverables
will be based
on the audit
opinion )
100%
0
50%
80%
100%
80% by June
2006 (
-
-
-
80%
The total number of households is 980 992, of which 93,9% (921 115) will be have been serviced by the end of
2004/05. For the financial year 2005/06 an additional 4 941 will be serviced, which will bring the total number of
households serviced by the end of 2005/06 to 926 056 (94,4%). The backlog will be 54 936. This refers to the
number of backlog households, which is focused on the provision of bulk services in line with the Housing Master
Plan Requirements; manage the construction of projects in line with the Housing SLA where JW will act as the
implementing agent, ensure that public participation and adequate communication is carried out which benefits
communities in terms of LOS application and the roll-out of the VIP Programme.
11 Dwelling units for City Power is defined in terms of the customer base, which is approximately 300 000. In line
with the HMP an additional 300 households will have access to electricity. Market research has indicated that a
saturation point has been reached in the contract area of electricity distribution for large power customers,
business customers and domestic customers and a growth of 1% (300) compounded is projected in these
segments.
12 The EDI strategy will be revised based on the recent discussions with National Treasury; the implementation
plan for 2005/06 will be based on the revised strategy and will be made available in the first quarter.
13The 2010 implementation plan is still awaiting approval from the 2010 subcommittee, which is schedule for the
10 May 2005, milestones to be achieved will be attached in the first quarter.
14 This is reflected in JOC scorecard.
10
10
Key Performance
Area
Enhance human
development and
ensure
consolidation of
HIV/AIDS
initiatives within
the CoJ
Ensure inner city
regeneration
Ensure the
achievement of the
desired urban form
Key Performance
Indicator
Number of
provincial social
grants beneficiaries
accessing the
municipal services
package15
Number of
HIV/AIDS affected
and infected
children including
orphans benefiting
from the food
programme
Amount of money
collected for
Mayoral AIDS
fund16
% compliance with
the “Wellness
HIV/AIDS in the
Workplace” policy
Facilitate the
establishment of
CIDs to support
urban management
Number of
buildings awarded
through the Better
Buildings
Programme
% implementation
of UDZ plan 18 and
milestones achieved
% of approved
capital investment
programme (CIP)
projects completed
Baseline
Target
Q1
Q2
Q3
Q4
10 000
37 000 by
June 2006
5 000
10 000
10 000
12 000
New
indicator
10 000
1 000
3 000
3 000
3 000
New
indicator
R300 000
-
R50 000
R150 000
R100
000
100% policy
revised in
Feb 2005
100%
100%
-
-
100%
2
217
(additional)
-
1
10
10
(additional)
2
3
3
2
New
indicator
100% by
June 2006
-
-
-
100%
New indicator
100%
-
20%
30%
50%
1
Social development will ensure that the identified 37 000 account holders already receiving national and
provincial grants are enabled to benefit from the CoJ’s municipal services package. The CoJ’s municipal services
package entails municipal services (water, electricity and sanitation), write-off of the rates and services.
16 A list of beneficiaries will be provided once the Executive Mayor has approved the list.
17 The two areas that are being targeted for this KPI are: Ellispark Precinct and Diagonal Street (CBD), these
would be finalised in consultation with the CJP.
18 The details of milestones and targets that are entailed in the UDZ implementation plan will be attached in the
first quarter.
15
11
Key Performance
Area
Key Performance
Indicator
% completion of the
CoJ in the ARP19
Presidential
Programme for
2005/06
Baseline
Ongoing
project
Target
100%
implementtation of the
business plan
for 2005/06
Q1
-
Q2
Q3
Q4
-
-
100%
% of development
100%
100%
100%
applications
recommended in
terms of the SDF
and all its related
policies i.e. Urban
Dev Boundary,
Density Policy,
Nodal Policy,
Mobility Policy
Number of housing and development opportunities identified:
100%
100%
100%
Number of hostel
units converted (to
family units or other
accommodation
options)
Number of title
deeds issued as per
first directive
Number of title
deeds issued as per
second directive
900
500
(additional)
-
-
-
500
(additiona
l)
6 000
6 000
(additional)
-
-
-
700
700
(additional)
-
-
-
6 000
(additional)
700
(additional)
Number of title
deeds issued in less
formal townships as
per third directive
Number of sectional
title schemes
created
Number of units
built as per special
projects
Number of serviced
stands delivered
500
500
(additional)
-
-
-
500 (additional)
30
27
(additional)
-
-
-
3 500
5 000
(additional)
-
-
-
20 000
20 000
(additional)
-
-
-
27
(additional)
5 000
(additional)
20 000
(additional)
The State President announced the Alexandra Renewal Project on 11 February 2001. He stated that an amount
of R1,3 billion would be spent on the project from the national coffers over a seven-year period. The focus of ARP
is to: 1) improve the quality of life for the community and integrate the area into the surrounding established areas;
2) provide the same level of municipal services that are paid for as per adjacent areas; 3) de-densify the area to
improve the quality of life and provide housing; and 4) encourage local economic development and reduce
unemployment. The project was divided into eleven functional areas and has been managed jointly between the
GPG Department of Housing and the CoJ. A key success factor for ARP is the integration of this project into the
normal CoJ projects, especially in regard to housing as the shortage of land has meant that people must be
moved to other areas. Success of the targets in this scorecard will be clearly indicative of the success of the
overall programme. A block-by-block approach to implement the targets is being considered.
19
12
Key Performance
Area
Ensure financial
sustainability,
economic
development and
job creation
Support the of
deepening
democracy,
promoting good
governance and
advancing sound
external relations
Key Performance
Indicator
Number of units in
old-age homes
refurbished or
upgraded
Ratio of service
debtors to revenue20
Ratio of cost21
coverage
maintained
Revenue collected:
Baseline
Target
Q1
Q2
Q3
Q4
100
100
(additional)
-
-
-
100
11%
10%
10%
10%
10%
10%
22 days
30 days
30 days
30 days
30 days
30 days
RMU
Johannesburg Water
R7,6 bn
R1bn
R7,3bn22
R1,8bn
R1,835bn
R450m
R1,835bn
R450m
R1,835bn
R450m
R1,835bn
R450m
City Power
Pikitup
Establishment and
implementation of
the Soweto
Empowerment Zone
and Development
Zone
Number of jobs24
created in terms of
the EPWP
Time taken to
respond to issues
raised at Mayoral
road shows
% completion of
comprehensive
legislative
compliance register
% implementation
of the intergovernmental
strategy to improve
its efficacy25
R2bn
R168,5m
- Receipt of
IDC funding
R2,4bn
R142,9m23
Tenants
signed up and
facility
operational
R600m
R600m
R35,7m
R35,7m
Tenants signed up
R600m
R600m
R35,7m
R35,7m
Facility fully
operational
10 000
1 000
2 000
3 000
4 000
New
indicator
15 days
15 days
15 days
15 days
15 days
New
indicator
100%
20%
30%
30%
20%
New
indicator
TBD26 in the
first quarter
- Stands
provided and
licensed
TBD
This ratio measures how much of revenue is tide-up in debtors, the ratio is revenue/ net debtors, that is the
lesser the debtors the better.
21 This ratio measures how many days our operational cash can cover our operational costs.
22 The drop in the revenue collected by RMU in attributed the migration of customer’s to Johannesburg Water
(JW), thus increasing the revenue to be collected by JW from 1Rbn to R1,8bn.
23 The reduction is due to the fact that Pikitup is recording a deviation in the current target. However, the panel is
till to approve the deviation. The proposed target will be further informed by panel deliberations in the third quarter
coaching session.
24 The CoJ defines a job as per GPG’s definition. The GPG defines a job as employment equivalent to a threemonth period.
25
The CoJ is currently undertaking an audit of the relationships and partnerships with various national, provincial
departments and other municipalities to assess the effectiveness of these relationships. Once completed, an
implementation plan with milestones and targets will be used to address any identified gaps and initiate
programmes to enhance strategic relationships and partnerships.
26 The baseline and target will be made available during the first quarter coaching session of the 2005/06 financial
year.
20
13
Key Performance
Area
Ensure the
effective financial
and human
resource
management
Key Performance
Indicator
% provision of
required support to
IEC for the
forthcoming
municipal elections
% affirmative
procurement (BEE
and SMMEs) of
total procurement
value
% of CoJ’s capital
budget spent
% variance against
the CoJ’s operating
budget
% development and
implementation of
the transfer policy
to deal with existing
skills mismatch
related to the CoJ’s
strategy
% implementation
of the CoJ’s
succession and
continuation plan
for high level
structure in the next
term of office 27
% compliance with
employment equity
targets:
Africans: 72%
Whites: 17,8%
Indians: 3,7%
Coloureds: 6,5%
People with
disability: 5%
% compliance with
Skills Development
Act and the CoJ’s
Skills Development
Plan targets, in
relations to the 1%
wage bill for
training and
development of
staff
Baseline
Target
Q1
Q2
Q3
Q4
New
indicator
100%
100%
100%
100%
-
50%
60%
-
-
-
60%
95%
95%
20%
30%
30%
15%
0%
0% over
expenditure
-
-
-
0%
New
indicator
100% policy
development:
Dec 2005
-
-
100%
100%
implementtation, June
2006
100%
100%
policy
development:
Dec 2005
50%
50%
-
-
100%
100%
-
-
-
100%
100%
100%
-
-
-
100%
New
indicator
-
The milestone to be achieved include: 1) approved high level structure fully capacitated by April 2006; 2) all
signed five-year fixed term performance contract in place; 3) New Human Resource Management Strategy aligned
to the five-year IDP and strategy.
27
14
Table 2.2: Chief Operations Officer Scorecard
Key Performance
Area
Enhance customer
service
Key Performance
Indicator
Baseline
Target
Q1
Q2
Q3
Q4
Implementation and
co-ordination of the
citywide CRM
strategy 28
Establishment of the
CRM Unit
100%
implementation by
June 2006
Completion of
scripts for services
and products offered
by the CoJ that
facilitate
identification of
needs and matching
these to appropriate
services 29
200 scripts
250 scripts
by May
2006
-
25 scripts
-
% improvement in
time taken to
acknowledge and
close trouble tickets
as a result of the
implementation of
the track and trace
team
To be
verified
based on
end of
current
financial
year data
15%
improvement on
baseline
Establish
baseline
-
15%
15%
improveimprovement on
ment
baseline
established
in first
quarter
100%
implement
-ation by
June 2006
50 scripts
In January 2005 the CoJ appointed the Director, CRM. At that stage it was envisaged that the CoJ would
establish a Shared Services Centre providing shared services in the areas of IT, HR, Finance, CRM, etc. This
conceptualisation has since changed with some of the work being done with Revenue & IT on JoServe. The OCM
is now working towards the establishment of a centralised citywide CRM unit that would take responsibility for the
implementation of the CRM framework and model agreed upon, setting of standards and monitoring compliance
from all departments and UACs.
29 The scripting project is based on best international practice which requires multi-skilled front end staff (customer
relationship agents) to deal with all service requests, irrespective of type of contact (telephonic, face-to-face,
electronic). In other words, each CRA will be able to use a rational question and answer script for a particular
service requirement, to come to a consistent needs identification and match the relevant CoJ services to those
needs. The customer will always get the same right answer irrespective of with whom and where they interact
with the CoJ. This multi-skilling approach ensures effective utilisation of human resources at contact points; you do
not need expensive specialists at the front end; reduces the number of staff needed; and frees up back end
technical staff to undertake their real core business activities; reduces high cost back end referral, as referral is
only when technically unavoidable; reduces third party transfer; enhances the management of citizen
expectations, in terms of existing CoJ citizen relationship management (CRM) policies; reduces repeat contact;
ensures consistent value added information; and significantly lowers unit contact costs.
28
15
Key Performance
Area
Key Performance
Indicator
Baseline
Target
Q1
Q2
Q3
Q4
% compliance of the
Joburg Connect
SLA by all internal
users
TBD
90%30
Revision
of SLAs
between
Joburg
Connect
and all
internal
users
-
-
90%
% implementation
of the 2005/06
SDP31
New
90%
-
-
-
90%
Amount of money
collected for
Mayoral AIDS Fund
New
indicator
R300 000
0
R150 000 -
R150 000
% implementation
of the CoJ events
calendar for
2005/06
100%
100%
Sign off
of
2005/06
Calendar
of CoJ
events
-
-
100% per
calendar
To ensure the
delivery of
‘strategic projects’
on behalf of the City
Manager
% co-ordination of
‘free and fair’
elections in the CoJ
N/A
100% by
elections
(date to be
determined)
-
100% by
election
date
-
-
% implementation
of the 2010 World
Cup plan for
2005/0633
New
indicator
100%
Development of
2010
World
Cup plan
for
2005/06
-
-
100%
To build and sustain
the information
technology
capability of the
CoJ to provide an
integrated approach
Development of an
Enterprise Systems
Framework (ESF)
for the CoJ and its
UACs
New
indicator
100% by
June 2006
-
-
-
100%
To ensure
management, coordination and
monitoring of
service delivery
across regions and
the CoJ
32
As per the discussions at the panel: the COO and Joburg Connect will undertake a thorough review of the
current SLAs between Joburg Connect and internal users (departments, regions and UACS), these SLAs will be
amended to not only include response times to complaints and queries and finalising trouble tickets, butwill also
set targets for actual service delivery, i.e. the fixing of the traffic light or pothole reported. The SLAs will be
amended within the first quarter of 2005/06 and monitored for compliance for the remainder of the year.
31 See the Health and Social Development SDP for 2005/06.
32 The Mayoral AIDS Fund will be established within the first quarter of 2005/06 and an amount of R300 000
raised. These funds would be disbursed to deserving organisations working in the field of HIV/AIDS based on the
framework and criteria that would have been developed in line with the establishment of the fund.
33The 2010 implementation plan is still awaiting approval from the 2010 subcommittee, which is schedule for the
10 May 2005. Milestones to be achieved will be attached in the first quarter.
30
16
Key Performance
Area
Key Performance
Indicator
Baseline
Target
Q1
Q2
Q3
Q4
to enterprise data
and information
management.
Ensure effective bylaw enforcement
Support the
implementation of
the CoJ’s Human
Development
Strategy
Ensure sound
financial, HR and
operational
Development of a
strategy and
business case for the
implementation of
Open Source
software for the CoJ
and its UACs 34
New
indicator
June 2006
-
-
-
100%
Management of the
smooth transition
from the current
service provider to
the newly appointed
outsourced partner
New
indicator
Dec 2005
-
100% by
Dec 2005
-
-
Implementation of
Phase 2 & 3 of the
approved project
plan of the Joubert
Park Pilot Project
(inner city clean up)
Phase 1
Phase 2&3
of the
Joubert Park
Pilot Plan35
Sign off
of Pilot
Project
Plan
-
-
100%
% implementation
of by-law
enforcement JOC
targets 36
50% at midyear review
80%
Sign off
of by law
enforcement JOC
scorecard
-
-
80%
% development of
the capital funding
models for ECD
centres
New
indicator
100% by
Dec. 2005
-
100% by
Dec 2005
-
-
Number of residents
accessing the
municipal services
package37
New
indicator
37 000
9 250
9 250
9 250
9 250
% variance against
operating budget
0% over
expenditure
0% over
expenditure
-
-
-
0% over
expenditure
The development of the strategy and business case would be supported by the results of pilot studies
conducted to demonstrate the technical and financial benefits such software.
35 In Phase 1 of the project a complete audit of the problems identified in the Joubert Park area and surrounds was
conducted and a number of trouble tickets logged with various service agencies. Phase 2 and 3 involve the
resolution of the trouble tickets and the implementation of corrective measures to clean up the area, including the
regularisation of taxi ranks. The project would learn from the experiences of the Soweto 100 spots project but has
unfortunately been much more difficult to implement and sustain. A concerted effort from all role players is critical
for the success of the implementation of this project.
36 See by-law enforcement JOC scorecard.
37 Social development will ensure that the identified 37 000 account holders already receiving national and
provincial grants are enabled to benefit from the CoJ’s municipal services package. The CoJ’s municipal services
package entails the municipal services (water, electricity and sanitation), write-off of the rates and services.
34
17
Key Performance
Area
management
Key Performance
Indicator
Baseline
Target
Q1
Q2
Q3
% of capital budget
spent
TBD
100%
-
-
-
100%
Fully GAMAP
compliant register
of movable assets
100%
Monthly
asset
register
update
reports
signed off
by head of
department
(or
responsible
manager)
100%
updated
100%
updated
100%
updated
100%
updated
Level of compliance
with operation clean
audit GANTT chart
activities
100%
Monthly
project
report on
Operation
Clean Audit
-
-
-
100%
Budget summary
The OCM vote comprises a number of units as outlined above. The budget allocation
for the various components/units is outlined in Table 2.3.
Table 2.3: Office of the City Manager Vote Breakdown
Unit
Office of the Executive Mayor
Office of the Speaker
Councillor Allowances
Strategic Support
Communications
Internal Audit
Joburg Connect
Information Technology
Operating budget
2005/06
(R 000)
11 003
12 097
59 642
62 958
16 101
28 904
35 819
199 700
Table 2.4 is a quarterly breakdown of the operating and capital budget for the Office
of the City Manager Vote.
Opex
Capex
Q4
Total
(R 000)
426 225
10 056
Cashflow Projection
Q1
Q2
110 642
105 965
1 006
2 011
Q3
104 809
3 017
Q4
104 809
4 022
18
SHAREHOLDERS UNIT AND CONTRACT MANAGEMENT
UNIT
Background
Both the Shareholder Unit (SHU) and the Contract Management Unit (CMU) are
responsible for oversight of the companies. The SHU focuses on the financial
oversight while CMU focuses on service delivery.
The Shareholder Unit (SHU) was established in August 2003 to represent the interests
of the CoJ as the shareholder, in line with corporate governance principles and
practices Municipal Owned Entities (MOEs). The core business of the SHU is to
monitor, evaluate and report on financial and corporate governance practices and
performance, assist with business strategy formulation and evaluate annual financial
plans and business plans.
The CMU is responsible for regulating and monitoring the relationship between the
Council and the CoJ-owned entities. The CMU monitors, evaluates, reports on
compliance, and manages contracts.
Challenges (SHU)
After the first year of operating the key challenges faced by the Unit in giving effect
to its stated mandate may be summarised as follows:
 Over reliance on financial consulting support which has shown to be lacking in
quality in key respects;
 Ineffective and inefficient financial and corporate governance monitoring
mechanisms;
 The development of relevant and realistic financial and non-financial performance
measures against which the Municipal Owned Entities are to be monitored;
 Actualisation of the Extended Public Works Programme;
 The development of effective communication channels between the CoJ and the
municipal owned entities to ensure compliance with legal requirements, Council
policies, processes, priorities and strategies (the latter embraces Mayoral
priorities, the Joburg 2030 strategy, the Integrated Development Plan and
legislative requirements);
 The absence of independent and cost effective mechanisms and means of
verifying reported performance;
 The absence of strategies to:
 optimise the utilisation of assets owned and/or controlled by the municipal
owned entities,
 pursue the growth of the entities;
 ensure sustainability of entities;
 compute and quantify the return on the CoJ’s investment in the entities in both
financial and non financial terms;
 Auditor General requirement that all companies are to draft their financial
statements, the issue here is whether the MOEs are sufficiently capacitated to
comply with this requirement;
19


Lack of integration of programmes of the various entities amongst themselves and
as they relate to CoJ departments; and
Limited funding which could impact negatively specifically on financial
monitoring projects.
Challenges (CMU)
The CMU is the first of its kind in the South African municipal context and as such
has had to confront problems without the privilege of referring to comparable
experiences. The challenges relate to the CMU’s commitment to implement the
Joburg 2030 strategy regarding utilities and companies - which requires that
electricity, water, sanitation and waste services comply with international standards of
service and reliability, and be cost-competitive and price-competitive on a world
scale. Specifically the challenges include:








Relevance of the KPIs currently being measured by the UACs;
Lack of baseline and benchmarking information;
Conflicting priorities of expanding service delivery and sustainable growth;
Lack of an integrated system to measure citizen satisfaction in terms of service
delivery;
Reliability of data supplied by the UACs;
Lack of independent verification of performance of UACs;
Evolving mandate of the CMU in its infancy; and
Role and responsibilities of other core departments in relation to the CMU.
Table 2.5 is the CMU scorecard. The SHU scorecard has not yet been finalised.
Table 2.5: CMU Scorecard
Key Performance
Area
To monitor and
evaluate service
delivery excellence
Key Performance
Indicator
Number of UACs
monitored against
the IDP scorecard,
Strategic Agenda
and key service
delivery
areas/sectors38
% of dwelling units
with access to basic
level of water39
Baseline
Target
Q1
Q2
Q3
Q4
10
10
N/A
N/A
N/A
10
98,4%
(965 296)
98,5%
(966 277)
N/A
N/A
N/A
98,5%
To engage in this process the monitoring, evaluation and reporting protocol will be used. Included in the process
will be an evaluation of the quarterly reports in which the KPIs, the Strategic Agenda items and the key service
delivery sectors are analysed and a report generated.
39 Dwelling units for Johannesburg Water is defined in terms of meters. The total number of households is 980
992, of which 98,4% (965 296) will be serviced by the end of 2004/05. For the financial year 2005/06 an additional
981 will be serviced which will bring the total number of households serviced by the end of 2005/06 to 966
277(98,5%). The backlog will be 14 715. This refers to the number of backlog households, which is focused on the
provision of bulk services in line with the Housing Master Plan requirements; manage the construction of projects
in line with the housing SLA where Johannesburg Water will act as the implementing agent.
38
20
Key Performance
Area
Monitoring of
sustainable and
accessible service
delivery
Key Performance
Baseline
Target
Indicator
% of dwelling units
93,9%
94,4%
with access to basic
(921 115)
(926 056)
levels of sanitation40
Number of dwelling 299 719
300 019
units with access to
basic level of
electricity
(excluding Eskom
areas)41
% of households
90%
97%
with access to basic
level of solid waste
disposal in
proclaimed areas
Average time taken to resolve queries that are referred to:
Water42
49 hrs
60 hrs
Electricity43
10 days
7 days
Number of UACs
5
10
with reliable
baseline information
for informing
decision-making and
performance
improvement44
% unaccounted-for
14,2%
13,2%
electricity (% billing
losses)
% unaccounted-for
water
Number of
electricity outages
Bulk
Medium voltage
Low voltage45
Q1
Q2
Q3
Q4
N/A
N/A
N/A
94,4%
95%
95%
95%
97%
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
60 hrs
7 days
10
N/A
N/A
N/A
13,2%
34%
28%
N/A
N/A
N/A
28
165
1 500
133 600
150
1 275
93 900
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
150
1275
93 900
The total number of households is 980 992, of which 93,9% (921 115) will be serviced by the end of 2004/05.
For the financial year 2005/06 an additional 4 941 will be serviced which will bring the total number of households
serviced by the end of 2005/06 to 926 056 (94,4%). The backlog will be 54 936. This refers to the number of
backlog households, which is focused on the provision of bulk services in line with the Housing Master Plan
requirements; manage the construction of projects in line with the housing SLA where Johannesburg Water will act
as the implementing agent, ensure that public participation and adequate communication is carried out with
benefiting communities in terms of LOS application and the roll-out of the VIP Programme.
41 Dwelling units for City Power is defined in terms of the customer base, which is approximately 300 000 – in line
with the Housing Master Plan an additional 300 households will have access to electricity. Market research has
indicated that a saturation point has been reached in the contract area of electricity distribution for large power
customers, business customers and domestic customers and a growth of 1% (300) compounded is projected in
these segments.
42 With the migration the average for the year to date is 60,5%, which is close to the annual target (2004/05).
However, additional top customers will be migrated during the new financial year, and it is not yet possible to
assess the impact of queries arising from these additional accounts, hence a turn around time of sixty hours will be
retained.
43 This calculation was based on the Pega basket and the manual tracking of queries that require investigative
work.
44 The baselines of five companies were assessed (City Power, Johannesburg Water, City Parks, Pikitup and
Johannesburg Roads Agency). The remaining five companies (Civic Theatre, Johannesburg Fresh Produce
Market, Joburg Zoo, Johannesburg Property Company and Metro Bus) are to be completed.
40
21
Key Performance
Area
To monitor and
evaluate service
delivery
performance and
compliance;
facilitate service
delivery monitoring
and innovation
Key Performance
Indicator
Length of gravel
road upgraded46
Completed potholes
expressed as a % of
reported potholes
Completed
reinstatements as a
% of total orders
Number of new
regional parks
established47
Number of traffic
signal controlled
intersections
working in any one
day
Number of 240 litre
bins rolled-out in
Orange Farm48
Number of 240 litre
bins rolled out (new
developments and
replacements)
Volume of waste
recycled as a % of
total waste collected
Number of fleet
performance reports
generated in respect
of:
- Availability
- Affordability
- Contractual
obligations
The level of
performance in
respect to which the
Egoli Gas and the
CoJ are meeting the:
- Licensing
agreement
- Sale and
purchase
agreement
Baseline
Target
Q1
Q2
Q3
Q4
750
42,6
N/A
N/A
N/A
42,6
95%
95%
95%
95%
95%
95%
75
100
80%
90%
95%
100%
0
3
N/A
N/A
N/A
3
1 790
1 783
1 783
1 783
1 783
1 783
0
50 000
12 500
12 500
12 500
12 500
21 000
30 000 (9 000
to be rolled out)
2 500
2 500
2 500
1 500
5%
5%
5%
5%
5%
5%
0
4
1
1
1
1
100%
100%
100%
100%
100%
100%
45 Low voltage – this calculation is based on the number of jobs created and dispatched and not the number of
complaints. The reason being is that many customers may report the same complaint several times, hence a
better measure is the number of jobs created and dispatched.
46 The areas targeted for the gravel road upgrading are: Ivory Park - 25,56km at a cost of R33million; Orange
Farm – 12,78km at a cost of R16,5 million; Diepsloot – 2,25km at a cost of R5,5 million. The finalisation is pending
approval from the Mayoral Committee.
47 New regional parks will be established in Orange Farm (R2 million), Soweto – Region 6 (R1,17 million), Cosmo
City (R4 million), Mayibuye (R800 000).
48 The bin roll-out will happen in Orange Farm only.
22
Key Performance
Area
Key Performance
Indicator
The level of Kelvin
and CoJ
performance in
terms of the contract
Performance review
of the power
purchase agreement
by target date
Number of
photometric reports
of Pikitup service
delivery
performance
Closed landfill
evaluation
completed by target
date
Number of UAC
business plans and
KPIs evaluated
annually
Number of UACs
with new service
delivery targets
negotiated
Implementation of
an integrated CMU
data warehouse
system by target
date
Establish system for
addressing crosscutting issues in
respect of BEE,
EMS, CSS, ABC49
by target date
Establish a database
for basic service
delivery in informal
settlements by target
date
Number of suppliers
accredited in respect
of BEE as a
percentage of the
total supplier
database of
Johannesburg
Water, City Power
and Pikitup
% BEE Spend by
the UACs
Baseline
Target
Q1
Q2
Q3
Q4
100%
100%
100%
100%
100%
100%
0
206/06
N/A
N/A
N/A
2006/06
2
4
1
1
1
1
0
206/06
N/A
N/A
N/A
2006/06
10
10
N/A
N/A
N/A
10
10
10
N/A
N/A
N/A
10
CMU database
designed
206/06
N/A
N/A
N/A
2006/06
0
206/06
N/A
N/A
N/A
2006/06
0
06/06
N/A
N/A
N/A
2006/06
0
20%
20%
20%
20%
20%
50%
60%
60%
60%
60%
60%
49 Develop protocols, frameworks and procedures for the implementation of a BEE framework across the UACs,
standardised procedures in respect of Environmental Management Systems in particular setting up and EMS,
developing methodologies for customer satisfaction and undertaking Meta-evaluations of UAC conducted
customer satisfaction surveys, developing a process for the implementation of activity based costing.
23
Key Performance
Area
Key Performance
Indicator
Number of jobs
created by
Johannesburg
Water, City Power
and Pikitup
Baseline
6 310
Target
4 786
Q1
N/A
Q2
N/A
Q3
N/A
4 786
Budget summary
Table 2.6 is a quarterly breakdown of the operating and capital budget for the CMU
and the SHU.
Opex
Capex
Total
(R 000)
2 090 934
400
Cashflow Projection
Q1
Q2
508 081
507 884
40
80
Q3
511 222
120
Q4
Q4
563 747
160
FINANCE AND ECONOMIC DEVELOPMENT
Background
The Finance and Economic Development (FED) department is responsible for the
development of the CoJ’s strategy, for economic development, marketing and overall
financial management. This includes the development of a financial framework for
the municipal entities which are under the ownership and control of the CoJ and to coordinate and effect the implementation of the Joburg 2030 strategy for economic
development and job creation. The department is also responsible for ensuring a
balance between the municipal entities, core administration and compliance with
legislation (including the implementation of the MFMA), regulations, and governance
practices.
Overall management of FED includes:
 Compilation of the medium-term budget framework;
 Management and control of expenditure;
 Collection of revenue through the proposed Revenue Shared Services Centre
(currently Revenue Management Unit);
 Raising of loan finance and cash-flow management;
 Physical risk management;
 Asset and liability management;
 Supply chain management;
 Ensuring legislative and professional compliance in respect of financial
management by the various municipal entities and departments; and
 Strategic co-ordination and effecting the implementation of the Joburg 2030
strategy for economic development including the responsibility for various Joburg
2030 projects, small business support, as well as oversight of the Metro Trading
24
Company, Johannesburg Tourism Company and Johannesburg Development
Agency.
Service delivery
FED strives to enhance customer service by being more responsive and financially
accountable to its citizens. The department seek to ensure effective revenue
management and ensure sound financial management. The department has the major
task of ensuring overall financial oversight of the CoJ.
FED has put aside an operating budget to deal with specific departmental programmes
and projects. The focus is on financial management, supply chain management,
revenue billing and collection. Focus is also given to economic development
programmes which include sector support, area regeneration, skills, safety and
security, investment facilitation and BEE, informal trading, economic access,
research, mainstreaming Joburg 2030and tourism.
The department has also budgeted for marketing programmes which includes
oversight of Joburg website and leveraging content into media, co-ordination of the
Joburg brand and corporate identity and leveraging brand recognition to ensure
awareness of the CoJ’s programmes, qaphela/be safe campaign in partnership with
other agencies, marketing of progress on the six mayoral priorities, production and
flighting/distribution of media on events and offerings in Joburg and sponsorship of
major events in line with an approved policy.
The CoJ is committed to economic development and in keeping with this commitment
the department seeks to promote economic development and tourism. The CoJ seeks
to be the world class city in Africa and therefore it becomes important to market the
CoJ.
The overall service delivery of the department is summarised in Table 2.7. This
scorecard outlines key performance indicators and targets for FED.
Table 2.7: Finance Scorecard
Key Performance
Area
Key Performance
Indicator
Enhance customer
service
Number of UDZ
projects register for
incentives 50
% positive
perception of the
CoJ achieved in the
annual customer
satisfaction survey
50
Baseline
Target
Q1
Q2
Q3
Q4
20
40
5
10
5
20
80%
85%
-
-
-
85%
Explain processes, milestones and targets that are entailed in the UDZ implementation incentive.
25
Key Performance
Area
Key Performance
Indicator
Ensure sound
financial
management
% attainment of
unqualified audit
report in terms of
revenue and fixed
assets
Disclaimer
Unqualified
-
-
-
Unqualified
Opening and
closing of
accounts51
New
indicator
100%
10%
20%
50%
100%
Amount of revenue
recovered from
outstanding debtors
handed over to
attorneys
New
indicator
TBD
TBD
TBD
TBD
TBD
Ensure effective
revenue and
economic
development to
Baseline
Q1
Q2
Q3
Q4
Cash collected against billed:
RMU
R7,6bn
R7,3bn
R1,825bn
R1,825bn
R1,825bn
R1,825bn
Johannesburg
Water
City Power
R1bn
R1,8bn
R450m
R450m
R450m
R450m
R2bn
R2,4bn
R600m
R600m
R600m
R600m
Pikitup
R168,5m
R142,9m
R35,7m
R35,7m
R35,7m
R37,5m
90,5%
100%
90,5%
100%
90,5%
100%
90,5%
100%
90,5%
100%
101%
95%
10%
101%
95%
10%
101%
95%
10%
101%
95%
10%
101%
95%
10%
13:1 times
13:1 times
13:1 times
13:1 times
22 days
13:1 times
or improved
comparative
target
30 days
30 days
30days
30days
30days
0% over
expenditure
0% over
expenditure
0%
0%
0%
0%
85%
90%
25%
50%
75%
90%
New
Indicator
100%
100%
100%
100%
100%
Performance against billed:
RMU
New
indicator
Johannesburg
Water
City Power
Pikitup
Ratio of service
11%
debtors to
revenue52
Ratio of debt
11:1 times
coverage
Ensure overall
financial over sight
Target
Ratio of cost
coverage
maintained53
% variance against
the CoJ’s operating
budget
% of CoJ’s capital
budget spent
% alignment of
current corporate
governance
protocol with
MFMA and MSA54
The objective is to eliminated duplication of accounts to customers.
This ratio measures how much of revenue is tied up in debtors, the ratio is net debtors/revenue, that is the
lesser the ration the better.
53 This ratio measures how many days operational cash covers operational costs.
54 Timetable to be determined by the first quarter.
51
52
26
Key Performance
Area
Key Performance
Indicator
Promote economic
development and
tourism to market
the CoJ
% reduction of
procurement
turnaround to three
months
% alignment of
processes with the
SCM policy
% establishment
and operation of
Soweto Tourism
Information centre
Number of safety
awareness
campaign55
(Qaphela)
% establishment of
the CoJ
merchandise brand
Baseline
Target
Q1
Q2
Q3
Q4
New
indicator
100%
3 months
3 months
3 months
3 months
New
indicator
100% by
year end
10%
50%
75%
100%
New
indicator
Establishment by Jan
2006
Nil
Nil
50%
100%
Nil
100%
Nil
100%
-
-
-
100%
New
indicator
New
indicator
56
Operational
by June
2006
Nov 2005
and May
2006
Agreements
with two
fashion
designers
Implementation of 2030 projects
Support small businesses in the CoJ through:
Management of
500 street trading
stands by MTC57
New
Indicator
90%
occupation
Nil
20%
60%
90%
Number of
SMMEs trained in
small businesses
and basic skills
through Wits
Business School58
Establishment and
implementation of
business
empowerment zone
in Soweto
Establishment of a
call centre training
academy in
partnership with
CIDA and
business59
Launch
500 people
trained
Nil
Nil
250
250
Feasibility
study and
business
plan
Tenants
signed up
and facility
operational
TBD
TBD
TBD
TBD
Business
plan and
feasibility
First intake
of 700
students60
Nil
300
200
200
The purpose of the campaign is to alert people especially children in terms of safety precautions.
This KPI is subject to the merchandising strategy approval by EMT.
57 To run their business effectively and seek further employment opportunities giving access to labour market
through training.
58 The outcome of this KPI to equip small businesses owners to be better entrepreneurs and assist them in
managing their businesses.
59 Getting assess to training and enable young people to the exposed to call centres.
55
56
27
Key Performance
Area
Ensure the strategic
management of the
department
Key Performance
Indicator
Baseline
Expansion of
Joburg Art Bank61
Establishment
Completion of
phase I62
development in
Nasrec
Approved
development
plan
Publication of
annual economic
overview for CoJ
New
indicator
% of capital budget
spent
% variance against
operating budget
Fully GAMAP
compliant register
of movable assets
90%
Level of
compliance with
operation clean
audit GANNT
chart activities
Frequency of
procurement
reporting by head
of department/
region
Achievement of
employment equity
requirement as per
plan
% departmental
budget spent on
skills development
Levels of staff
performance
managed
Target
Q1
Q2
Q3
Q4
Contract in
place with
of ten clients
Milestones
as set out in
phase I and
per business
plan
Report
published
and
disseminated
100%
Nil
2
4
4
TBD
TBD
TBD
TBD
-
-
-
25%
50%
75%
Report
published
and
disseminated
100%
0%
0%
0%
0%
100%
100%
100%
100%
100%
0% overexpenditure
100%
monthly
asset register
update
reports
100%
0%
20%
60%
100%
Monthly
Monthly
3 reports
3 reports
3 reports
3 reports
100%
100%
Influenced
by
vacancies
Influenced
by
vacancies
Influenced
by
vacancies
100%
1% of wage
bill
1% of wage
bill
25%
25%
25%
25%
Up to and
including
level 4
Up to and
including
level 4
100%
100%
100%
100%
0% overexpenditure
100%
The targets will be done once the feasibility study is complete.
KPI aims to empower and expose artist, by providing them with a platform to exhibit their art works.
62.The Nasrec development is one of the development towards 2010, the milestone of Phase I will be made
available in the first quarter.
60
61This
28
Key Performance
Area
Key Performance
Indicator
Frequency of
reports submitted
to Office of the
City Manager on
progress against
the department’s
scorecard
Level of
compliance to
CoJ’s HIV/AIDS
workplace policy
Baseline
Target
Q1
Q2
Q3
Six monthly
(December
2003 and
June 2004)
Six monthly
(December
2004 and
June 2005)
-
Report
-
Report
100% of
implementation plan
100% of
implementation plan
100%
100%
100%
100%
Budget summary
Table 2.8 is a quarterly breakdown of the operating and capital budget for the Finance
and Economic Development department.
Opex
Capex
Total
(R 000)
1 959 308
67 978 000
Cashflow Projection
Q1
Q2
524 614
431 100
679 780
6 797 800
Q3
426 920
13 595 600
Q4
576 674
46 904 820
CORPORATE SERVICES
Background
The Corporate Services Department was established in the CoJ as part of the CoJ’s
constitutional mandate to “structure and manage” its administration, as well as the
CoJ’s iGoli 2002 strategy and plan. The Corporate Services Department is responsible
for providing a range of support services to the core administration and the regional
administrations of the CoJ. The support services currently consist of: human resource
management, administrative services, legal services, facilities and maintenance
management, geographical information services, valuation and property advisory
services, occupational health and safety management and financial and fleet
management. Some directorates such as GIS and Valuations also provide services to
external clients.
Challenges
The following has been identified as some of the key challenges:




Limited resources;
Attracting and training staff;
Retaining skilled staff;
Unfunded liability;
29
Q4


Lack of integration and alignment of systems; and
HIV/AIDS in the workplace.
Service delivery
Some of the key programmes identified for implementation are:
 HIV/AIDS workplace programme;
 Support by-law enforcement;
 GIS priority data sets;
 Compilation of the next valuation roll;
 Skills development programme;
 Employee relations programme;
 Provide a technical support for the management of unfunded liabilities;
 Management of disciplinary cases; and
 Upgrading of buildings programme which includes improving access to public
conveniences.
The overall service delivery of the department is summarised in Table 2.9. This
scorecard outlines key performance indicators and targets for Corporate Services.
Table 2.9 : Corporate Services Scorecard
Key performance
area
Key performance
indicator
Maximise client and
stakeholder
satisfaction.
% improvement in
customer
satisfaction rating
for human resources
54%
% fleet availability
for CoJ core
functions and
regions
Ensure proper
management of all
public conveniences
and performance of
Baseline
Target
Q1
Q2
Q3
Q4
80%
36%
60%
70%
80%
90%
95%
90%
91%
93%
95%
Increase in the
number of hits in
the usage of GIS
Internet Mapping
Site (IMS Online
Maps)
350 000 hits per
annum
10% increase
on July 2005
baseline
Number of existing
public conveniences
upgraded and
refurbished63
33
25
TBD
See
capex
See
capex
See
capex
Twenty-five new hotspots will be identified and the list will be different to the thirty-three public conveniences
refurbished and upgraded during 2004/05.
63
30
25
Key performance
area
outsourced
contractors in the
CoJ
Provide
comprehensive
human resource
management and
sound employee
relations for the CoJ
Key performance
indicator
Baseline
Target
Q1
Q2
Q3
Q4
Number of new
public conveniences
established64.
3
3
See
capex
See
capex
See
capex
3
100% compliance
with the service
level agreement in
the management of
cleaning services65
60%
100%
60%
70%
85%
100%
100% compliance
with the services
level agreement in
the management of
security services66
Baseline to be
established
100%
25%
50%
75%
100%
Number of days
taken to finalise
disciplinary cases
related to fraud,
corruption and other
infringement before
appeal
45 days
30 days
TBD
Number of days
taken to finalise
disciplinary cases as
per the code of good
practice:
TBD
-Complex
180 days
120 days
-Simple
90 days
60 days
% implementation
of the total human
resource model for
the CoJ of e-shared
services67.
50%
100%
TBD
25%
50%
75%
100%
Employees climate survey68
The thirty-three new public conveniences to be established will be in the new hotspots identified and approved
by the CoJ. The areas will only be made public after they have been identified.
65The lists of deliverables/milestones in the newly signed service level agreement between Corporate Services
and the cleaning company should be clearly spelt out and tightened up.
66 The lists of deliverables/milestones in the newly signed service level agreement between Corporate Services
and the security company should be clearly spelt out and tightened up.
67 E- Shared Services is the profience that apply to the full utilisation of the SAP human resource system in a
centralised manner that leads to proper management of systems in process.
68 he first Climate Survey conducted in November 2003 recommended twelve interventions. The three critical
recommended interventions for improvement are; (a) communicate successes regarding employment equity. (b)
prepare a skills development plan (technical and people skills) for the CoJ and train managers/employees
accordingly. (c) train managers in the following: how to manage change, coaching skills, leadership skills,
communication skills, diversity management.
64
31
Key performance
area
Effective and
efficient
management of
Corporate Services
sub-directorates
Key performance
indicator
Baseline
Target
Q1
Q2
Q3
Q4
-
% increase in
the number of
employees
participating in
the climate
survey
1 038
employees –
9,4% sample
12% sample
-
% improvement
in the progress
on three
recommended
interventions
0
100%
25%
50%
75%
100%
Number of existing
skills mismatch
corrected69.
140
100
25%
50%
75%
100%
% compliance with
Skills Development
Act and the CoJ’s
skills development
plan targets, in
relations to the 1%
wage bill for
training and
development and
staff
100%
100%
25%
50%
75%
100%
% completion of the
provisional
supplementary
valuation roll
(SV4)70 with regard
to valuation and the
printing thereof
100%
100% by 30
November 2005
75%
100%
-
-
% implementation
of OHASA
standards in terms
of fire, electrical, etc
as per EMS
assessment report71
at all corporate
buildings and the
Metro Centre
60%
100%
60%
70%
80%
100%
TBD
The CoJ has identified 140 mismatches during the last financial year through skills audit. Of the 140, twenty-five
were due for normal retirement and were requested to extend for another year to transfer skills and the remainder
were placed through normal placement, promotion and succession planning process related to the CoJ strategy.
70 Due to the uncertainty on the actual date of the completion of the General Valuation (GV) Roll, the CoJ will
continue with the annual Supplementary Roll (SV4). However, the uncertainty with the GV will be resolved within
the current year.
71 The EMS assessment report identified the following gaps in terms of Section 16 of the Fire Brigade Services Act
99 of 1987; e.g. Fire signage (TT29), fire extinguishers unlocked (TT38), stoppers to be installed, all ventilated
smoke and draught doors must be reinstated (TT45), etc.
69
32
Key performance
area
Key performance
indicator
% street names
captured for existing
informal
settlements72
provided and
approved through
housing, regions and
planning
departments
Baseline
0%
Target
100% of
approved street
names
Q1
Q2
Q3
Q4
25%
50%
75%
100%
% of legal services provided within set of departmental guidelines (time and quality):
Complex opinions
100% in16,4
days
100% in 15,9
days
TBD
Less complex
opinions
100% in 8.2
days
100% in 7.9 days
TBD
Drafting of legal
documents
100% in 16.5
days
100% in 15 days
TBD
% of litigations
against the CoJ
successfully
defended and won
70%
80%
72%
74%
77%
100%
% implementation
of the recommended
options from the
feasibility study on
the printing
department73
100%
100%
25%
50%
75%
100%
% reduction of
telephone costs
across the CoJ74
R40 m
10% reduction
% compliance with
the “Wellness
HIV/AIDS in the
workplace” policy75
100%, policy
revised in Feb
2005
-
-
-
-
-
100%
100%
-
The CoJ is capturing street names on the GIS SYSTEM in order to contribute on other efforts such as the
response times for emergency services and incidents of crime.
73 The feasibility study has revealed the following weakness: shortage of competent staff members, old technology
to cope with the high demand for services; high maintenance costs not able to compete with private companies,
prices not competitive, poor workmanship, etc. The printing department is technologically driven and
competitiveness is highly dependant on the accessibility to machinery and technology. The following options have
been considered in the feasibility study: internal provision of the services (centralised); management contract with
recapitalisation and reskilling; joint venture through an institutionalised structure and outsourcing of the function.
74The implementation of the CoJ’s Telephone Management System is intended to reduce the citywide budget from
R40 052 000 by 10% to R36 046 800.
75 The HIV/AIDS in the workplace programme and policy suggest the following for compliance – a) appointment of
the co-ordinator (b) establish local committees (c) peer educator forums (d) road shows (e) register of referrals to
wellness unit (f) register for condom distributions.
72
33
Key performance
area
Ensure sound
financial, HR and
operational
management
Key performance
indicator
Baseline
Target
Q1
Q2
Q3
% affirmative
procurement (BEE
and SMMEs) of
total procurement
value
50%
60%
-
-
-
60%%
% variance against
the CoJ’s operating
budget
0%
0% over
expenditure
-
-
-
0%
over
expend
iture
Fully GAMAP
compliant register
of
movable/immovable
assets
100%
100%
-
-
-
100%
% compliance with
Employment Equity
targets:
100%
100%
-
-
-
100%
Levels of staff
performance
managed
Up to level 6
100% up to and
including level 6
-
-
-
100%
% implementation
of the e government in
respect leave
100%
100% of leave
application to be
completed on
line
-
-
-
100%
-
Africans: 72%
Whites: 17.8%
Indians: 3.7%
Coloureds:
6.5%
People with
Disability: 5%
Budget summary
Table 2.10 is a quarterly breakdown of the operating and capital budget for Corporate
Services.
Opex
Capex
Q4
Total
(R 000)
342 402
16 881
Cashflow Projection
Q1
Q2
102 284
84 689
1 492
5 589
Q3
78 452
5 950
Q4
76 977
3 850
34
DEVELOPMENT PLANNING, TRANSPORTATION AND
ENVIRONMENT
Background
The CoJ has a vision of becoming a ‘world class African city’. In becoming a worldclass city Joburg will have to face a number of challenges. In addition to the usual
challenges of inner city decline, attracting new business and rapid growth of traffic
volumes, the city also has to restore investor confidence, create jobs in local
communities and redress development and infrastructure imbalances. Both
internationally and nationally there is great awareness to the need to promote
sustainable development, through among other interventions, environment
management. The Development planning, Transportation and Environment
department has a key role to play in addressing these challenges.
Within the above context DPTE plays a very meaningful role in moving CoJ towards
“a World Class City”. The department’s mandate is to formulate development
policies, strategies and plans that provide guidance to CoJ entities and private sector
on the development direction the CoJ should take. As the developer of the policies,
DPTE also has a responsibility to facilitate the implementation of the policies;
however the actual implementation is conducted by other core departments and the
UACs
DPTE is divided to six directorates, namely; Development Planning and Facilitation,
Transportation Planning and Management, Environmental Planning and Management
and Development management. The combination of these sectors within one
Department is regarded as best practice as it enables the principle of integration to be
effected in the policies and strategies that are produced and in the operations of the
Department. In fulfilling the mandate all Directorates have two common main goals,
that is, attaining a particular desired urban form and improving quality of life.
Challenges
The department is faced with a number of issues that pose a challenge and have an
impact on service delivery efforts.
Transportation
 Divisions in the taxi industry together with a shortage of operational funding for
managing taxi ranks have made the opening some newly-constructed taxi facilities
impossible to achieve;
 The institutional fragmentation of transport functions across the three spheres of
government in the CoJ continues to pose an implementation challenge;
 Private vehicle congestion;
 Traffic safety; and
 Gautrain.
Development planning and facilitation
 Further integration between development plan proposals and infrastructure and
services delivery;
35





Support the CoJ’s housing delivery objectives and ensuring the development of
sustainable communities;
Plan and support better nodal management and development in developed and
under-developed areas to support the CoJ’s economic development objectives;
Identify and implement appropriate development promoting mechanisms and
incentives in priority development areas;
Further integration between the CoJ’s spatial and development plans and area
regeneration initiatives; and
Prepare the CoJ from a spatial planning and infrastructure managing point of view
for the 2010 Soccer World Cup.
Environment planning and management
 Obtain corporation from all other UAC’s to develop and implement
Environmental Management Systems;
 Implement cleaner production and consumption initiatives within the CoJ; and
 Enuance the productive use of landfill gas through the harvesting of landfill gas
for other use.
Development management
 Improve the efficiency of the department in the form of turn around times for the
different types of applications in the absence of additional financial resources;
 Improve the efficiency of the department in the form of turn around times for the
different types of applications in the absence of additional financial resources;
 Improve overall Law enforcement; and
 Provide a new, equitable, standardised and comprehensive LUMS.
Service delivery
DPTE has capital projects that align with the range of strategic priorities of the CoJ
that relate to development, planning, transport and environment. The departmental
scorecard signals the commitment of the Department to achieve desirable urban form
that is characterised by bylaw enforcement. Given the traffic volumes the department
plans to enhance transportation service delivery. The department strives to
strategically manage and coordinate the CoJ’s public investment in line with strategic
agenda and ensure job creation. The department is committed to EPWP and BEE.
The department is also faced with an enormous task of promoting sustainable
development that is people centred. At the centre of the departments priority is to
enhance customer service and ensure communication with the citizens of Joburg. The
department has the task to manage and coordinate strategic projects that have citywide
significance.
The overall service delivery of the department is summarised in Table 2.11. This
scorecard outlines key performance indicators and targets for the department.
36
Table 2.11: DPT & E Scorecard
Key Performance
Area
Key Performance
Indicator
By-law enforcement % notices issued on
confirmed illegal
uses
% contraventions
successfully
resolved (including
compliance with
notices and
prosecutions)
Target
Q1
Q2
Q3
Q4
100%
100%
100%
100%
100%
100%
65%
70%
15%
25%
50%
70%
Plan of intervention
for five hotspots to
be concluded to
ensure that at least
80% of
contraventions are
successfully
resolved
80%
TBD in line with the plan of intervention
successful
resolution of
contravenations in
five hotspots
Number of illegal
posters removed
monthly
TBD
% removal of legal
posters where
deposits have been
forfeited.
To enhance
customer service
Baseline
Will
100%
establish
baseline
from deposit
book
TBD
TBD
TBD
TBD
100%
100%
100%
100%
Maximum turnaround times for planning applications:
Rezoning
TBD
TBD at the
end of first
quarter
TBD
TBD
TBD
TBD
Consent
TBD
TBD at the
end of first
quarter
TBD
TBD
TBD
TBD
Townships
establishment
TBD
To be
determined
at the end of
first quarter
TBD
TBD
TBD
TBD
Minor building
works
5 days
5 days
28 days
28 days
10 days
5 days
New dwelling
houses
10 days
10 days
5 days
5 days
28 days
10 days
Building plans:
37
Key Performance
Area
Key Performance
Indicator
Building plans
Baseline
10 days
Target
28 days
Q1
-
% implementation
Currently
TBD – To
TBD
of a system to fast
focusing on be driven by
track high
CoJ projects the EDU
investment value
development
applications that
promote the
achievement of 2030
To ensure
achievement of the
desired urban form
% completion of the 100%
design for a
planning trend and
analysis system
80% by end
of the
financial
year
% of development
applications
recommended in
terms of the SDF
and all its related
policies i.e. Urban
Dev Boundary,
Density Policy,
Nodal Policy,
Mobility Policy
100%
100%
Q2
Q3
Q4
-
-
28 days
TBD
TBD
TBD
5%
40%
60%
80%
100%
100%
100%
100%
TBD in
line with
implement
-action
plan
TBD in
line with
implement
-action
plan
75%
100%
% completion of
LUMS
implementation plan policy
for the Land Use
Management policy
including:
- operational and
information
systems
- participation
strategy
- legal process to
be followed
100% by
September
2005
Implement TBD in
ation plan line with
complete implement
-action
plan
Implementation of
the densification
programme
including:
- Identification of
focus areas
- Infrastructure
capacity
- Mechanisms for
implementation
Completion
of the
programme
100%
Number of pilots
implemented to test
some of the
interventions
New
indicator
2 (East-West 25%
corridor and
Remising)
25%
50%
50%
75%
100%
38
Key Performance
Area
To promote
sustainable
development
To strategically
manage and coordinate the CoJ’s
public investment in
line with the
strategic agenda and
ensure job creation
Key Performance
Indicator
Baseline
Target
Q1
Q2
Number of hectares New
of land identified for indicator
conservation in
terms of JMOSS
To be done
by Dec 2005
50%
100%
% completion of
open space measures
in line with the
density policy
100%
Auditing of
implementation of
environment
management
systems at the City
Power, Pikitup and
City Parks
New
indicator
Annual audit 50%
% facilitation of a
process to assist
JRA and JW to
complete
environment
management
systems
New
indicator
Workshops
with JRA
and JW
25%
Q3
Q4
-
-
50%
75%
100%
100%
-
-
25%
50%
75%
100%
Other
corresponde
nce
Determination of an New
appropriate vehicle indicator
for implementation
of cleaner
production
programme
100%
25%
50%
75%
100%
Extent of
12
compliance with
division of Revenue
Act (DORA)
including
appropriate
interventions
Monthly
reports
3
3
3
3
% utilisation of the
Capital Investment
Management
System (CIMS) by
JRA, JW, Power,
City Parks and
Pikitup
- 100%
tracking of
projects for
implementati
on
100%
100%
100%
100%
registration
of projects
- Report to
include
information
on the
number of
jobs created
39
Key Performance
Area
Key Performance
Indicator
Implementation of
EPWP framework
Baseline
Target
Q1
Q2
Q3
Q4
Completion
of the
framework
Completion
of 4 reports
outlining
progress
with respect
to
implementation of
sector plans
(job
creation,
learnerships)
1 report
1 report
1 report
1 report
% completion of the infrastructure
management
framework includeing :
- Defining
infrastructure
service levels
100% by
December
2005
30%
100%
-
100%
- Developing life
cycle infrastructure
planning parameters
- Determining
current
infrastructure asset
status, (capacities),
gap analysis,
(backlog), and
improvement action
steps
To enhance
transportation
service delivery
Number of public
transport facilities
constructed
Completion
of Bara
phase 3
Part of Bara Tender
Phase 4 and processes
New Canada
Transfer
Node
Tender
processes
50%
100%
Number of
kilometres of the
Strategic Public
Transport Network
implemented
5kms
Additional 5 Tender
kms from
processes
Orlando
Station
northwards
Tender
processes
50%
100%
-
-
% completion of the Preliminary
preliminary design design
and funding model initiated
for the inner city
distribution system
December
2005
50%
100%
40
Key Performance
Area
To effectively
manage and coordinate strategic
projects which have
a citywide
significance
Key Performance
Indicator
Baseline
Target
Q1
TBD
Q2
TBD
Q3
TBD
Q4
Number of off-street New
and on-street taxi
indicator
ranks and stops
legalised
TBD
TBD
% implementation
of the 2010 project
in line with the
action plan
2010 action
plan
100%
25%
50%
75%
100%
Completion of the
high level
transportation plan
for 2010
New
indicator
100%
25%
50%
75%
100%
% implementation
ongoing
and co-ordination of
the Alex Renewal
Project
100 %
100 %
100 %
100 %
100 %
% implementation
DRA signed 100%
of the project plan in
terms of the Huddle
Park Development
Reservation
agreement
TBD in
line wit
project
plan
TBD in
line wit
project
plan
TBD in
line wit
project
plan
TBD in
line wit
project
plan
% implementation
and co-ordination
for the Cosmo City
project, as per
approved business
plan
TBD
TBD
TBD
TBD
-
Gautrain – Extent to which there is
alignment in the
planning of precinct
plans and feeder and
distribution system
with the CoJ’s
policies with
specific reference to
SDF, RSDF and ITP
TBD
2 reports per annum
1st report
-
2nd report
41
Budget summary
Table 2.12 is a quarterly breakdown of the operating and capital budget for
Development Planning, Transportation and Environment.
Opex
Capex
Total
(R 000)
232 320
253 585 000
Cashflow Projection
Q1
Q2
51 719
66 125
25 386 280 50 726 260
Q3
56 650
76 066 240
Q4
57 826
101 406 220
EMERGENCY MANAGEMENT SERVICES
Background
The CoJ’s Emergency Management Services (EMS) is one of the largest providers of
emergency services in Africa, operating out of twenty-eight base stations across the
city. EMS processes an average of 158 000 calls for emergency assistance annually,
Eight-five percent of these are medically related, and the balance are fire and rescue
related incidents.
The main business focus of EMS is to save lives and property through pro-active
interventions, and prevention programmes, as a way to mitigate the costs of risk
coverage for the CoJ’s inhabitants.
Challenges
The EMS faces the following challenges:










Over-expenditure consistently on fleet, staffing (ambulance over R3,4million
although overall fleet contract realised a savings of 6,7% overtime over by 64%);
The CoJ’s risk profile is growing faster than its budget and its ability to mitigate
that risk;
Under recovery on ambulance fees (recovering between 3% and 5% for the last
three years);
Fire safety inspectors not meeting the demand in terms of by-law enforcement due
to staff shortages;
Disaster management under is funded;
Implementation of uniform shift system was not accompanied by the filling of the
600 position gap of FF/EMTs and about ninety-eight acting positions;
Joburg Connect model not tracking response value chain;
Poor industrial relations – there is a high number of disciplinary cases, low staff
morale;
Poor internal controls regarding procurement, and human resource; and
Lack of capacity both in terms of numbers and competency levels.
42
Service delivery
To enhance service delivery the department has developed programmes and
awareness campaigns. For example, the department has Operation Uzungashi, which
is a proactive fire programme, the focus is on building and business centres
inspection. This programme is aimed at enforcing by-laws. There are other
programmes like Vuka Uzenzele, water hydrant project and water safety programme
(with Johannesburg Water) and a disaster management programme. Other projects
and programmes include the GIS incident mapping project, community first aid and
basic fire fighting programme, 2010 emergency preparedness programme, the
implementation of the Batho Pele/Best practice model, a capacity building
programme, an informal settlement programme (with the housing department), the
public education and junior cadet programme.
EMS is committed to providing a sustainable emergency service. EMS implemented
the first emergency services learnership in the country.
The overall service delivery of the department is summarised in Table 2.13. This
scorecard outlines key performance indicators and targets for EMS.
Table 2.13: EMS Scorecard
Key Performance
Area
To ensure effective
customer relations
management and
sustainable service
delivery
Key Performance
Indicator
% positive
perception of the
CoJ achieved in the
annual customer
satisfaction survey76
% implementation
of the Batho Pele/
best practise model78
Baseline
Target
Q1
Q2
Q3
Q4
62,8%
80%77
-
-
-
80%
30%
60%
-
-
-
60%
The department achieved a rating of 3,14 out 5 points in the 2003/04 annual customer satisfaction survey in
respect of EMS specific questions. This decline is attributed to the drop in the Diepsloot and the inner city.
77 The baseline is based on the results of the 2003/04 annual customer satisfaction survey. The current baseline
and target may change subject to the results of the 2004/05 survey.
78 Total quality assuarance model which include station-based quality champion, implementation of Batho Pele
principles, periodical mini audits, training component, peer review co-ordinated by an organisational champion
programme outline.
76
43
Key Performance
Area
Key Performance
Indicator
Baseline
Target
Number of facilities
upgraded/rebuilt to
match the risk
profile of the area of
operation79
N/A
% of operational
staff trained in Fire
Fighter II,
intermediate, and
Rescue (up skilling
programme)
N/A
30%
10% (of 740
ops- figure
will change
with new
recruits)
0
HAZMAT
technician
Number of fire
officers trained in
EMS by-laws and
legislation
Number of cadets
recruited for
emergency services
learnership
Call centre
learnership to be
transferred to
Finance as part of
the CIDA
partnership.
% of supervisors/
managers on a
development
programme
management, LR
and HR, leadership
and incident
command
% implementation
of organisational
review model81
% development
2010 emergency
preparedness
strategy
Commercial
Station80
Q1
Q2
Q3
Q4
-
-
-
2
10
-
5
-
5
108
160
-
50
50
50
100
150
-
50
50
50
N/A
50%
-
-
-
50%
N/A
50%
-
-
-
50%
N/A
100%
-
-
-
100%
Orange Farm
Commercial – catchment area – Ivory park, Mayibuye and Edenvale – vandalised and neglected station
following the demarcation of border with Ekurhuleni. Call volume has increased by more that 30% in the last two
years. Diepsloot – No fire station. Currently serviced by Lonehill. Settlement has grown exponentially. Call volume
demand exceed two ambulances based at satellite points. Area of lowest customer satisfaction in 20030/4 survey.
Central- inner city major risks – fires, building collapse, urban decay, high population density and exponential calls
increase. Current Fire Station building – structural damage and unsafe 2003/04.
80 Diepsloot Fire Station, Relocate Central station, Berea station [Phase II], Rietfontein Training Academy [phase
II], BESAFE CENTERS Ivory Park.
81 Milestones and measurable desired outcomes to be available once review report has been finalized.
79
44
Key Performance
Area
To ensure effective
co-ordination of
planning and
delivery
mechanisms for
emergency response
and disaster
management
Key Performance
Indicator
% implementation
of 2010 emergency
preparedness
strategy82
% compliance to all
SLAs monitoring
mechanisms in
terms of GPG
Health Department’s
M.O.A, and Fleet
Africa outsource
agreement
% compliance with
reviewed SLAs with
Joburg Connect and
JMPD
Number of PPP
ventures in the
delivery of
emergency services
strategy developed
% of Priority I
patients responded
to within twelve
minutes in urban
areas and twentyfive minutes for
peri-urban areas
% of fire and rescue
calls responded to
within twelve
minutes in urban
areas and twentyfive for peri-urban
areas (maximum
response times only
for first due
appliance)
% of calls not
serviced85
% completion of
electronic system
that links computer
aided dispatch with
fleet management
system86
Baseline
Target
Q1
Q2
Q3
Q4
New indicator
20% (five year
plan)
-
-
-
20%
32%83
75%84
-
-
-
75%
TBD
100%
-
-
-
100%
New indicator
TBD
-
-
-
TBD
39%
60% of P1
cases
-
45%
50%
60%
65%
60% of P1
cases
-
45%
50%
60%
25%
10%
20%
15%
10%
10%
0
100%
-
-
-
100%
Capacitation programme – community, council staff, advisory forum members (civil and private centre), disaster
centre upgrade, events management , early warning systems and disaster response capacity.
83 This baseline is based on the second quarter performance report as at the end of December 2004.
84 This target will not be achieved in 2004/05 and projection indicate 40%.
85 Calls not serviced imply are calls where ambulance/fire unit is called and patient refuses
treatment/transportation or where the patient is not at the scene upon arrival.
86 This indicator will have been achieved by end of June 2005. There is not evidence that a deviation has been
recorded in this KPI.
82
45
Key Performance
Area
To maintain a state
of readiness and
alertness aimed at
containing all
potential disaster
situations
Key Performance
Indicator
% of provincial
government
buildings with
disaster plans and
which are
emergency by-law
compliant
% of CoJ buildings
with disaster plans
and which are
emergency by-law
compliant
Number of
simulation exercises
conducted per
region
% of CoJ major
events have disaster
plans and planned
EMS interventions
in place89
% development of
the local
government election
emergency
management plan
% completion of
citywide risk profile
(targeting industrial
areas, informal
settlements,
residential areas,
malls, banks,
churches, inner city
buildings)
Number of
community based
safety multidisciplinary
workgroups
established
% of facilitation of
emergency lifeskills programme in
CoJ owned by early
childhood
development centres
Baseline
Target
Q1
Q2
Q3
Q4
20%
50%87
-
-
-
50%
20%
60%88
30%
40%
50%
60%
New indicator
11
2
3
3
3
80%
100%
100%
100%
100%
100%
New indicator
100%
-
100%
-
-
N/A
50%
-
25%
-
50%
N/A
11
2
3
3
3
30%
50%
-
25%
-
25%
Separate buildings.
The set target appears to be incremental. The EMS may have to consider increasing the target for CoJ buildings
so that the CoJ may set an example.
89 Events Management Unit – calendar of events for the year.
87
88
46
Key Performance
Area
To ensure effective
by-law enforcement
and code application
To ensure effective
financial and human
resource
management
Key Performance
Indicator
Baseline
Target
Q1
Q2
Q3
Q4
% implementation
of emergency lifeskills in primary
schools
Number of buildings
inspected for EMS
that are by-law
compliant90
% of operating
licenses issued as
prescribed in the
EMS by-laws
(hazardous
chemicals and
flammable liquids
enterprises storage
and transportation)
% implementation
of summons and
warnings SLA with
JMPD
40%
60%
-
-
-
60%
1 500
2 000
-
200
200
100
25%
50%
-
-
-
50%
New indicator
100%
100%
100%
100%
100%
% attainment of
unqualified audit
report in respect of
EMS specific issues
TBD
Unqualified
-
-
-
Unqualified
% variance against
operating budget
0% over
expenditure
0% over
expenditure
0
0
0
0
% of capital budget
spent
Fully GAMAP
compliant register of
movable assets
% affirmative
procurement (BEE
and SMMEs) of
total procurement
value
Achievement of
employment equity
requirement as per
plan
% departmental
budget spent on
skills development
90%
100%
25%
25%
25%
25%
100%
100%
-
-
-
100%
50%
60%
-
-
-
60%
N/A
100%
-
-
-
100%
1% of wage
bill
1% of wage
bill
-
-
-
Levels of staff
performance
managed
Up to and
including level
5
Up to and
including level
4
-
-
-
1%
spent on
wage
bill
-
This indicator has to be linked to other by-law enforcement agencies. This will minimize fragmented approach to
by-law enforcement. The co-ordination of the integrated enforcement will have to be agreed within a clearly
defined institutional framework.
90
47
Key Performance
Area
Key Performance
Indicator
Level of compliance
by the department to
CoJ’s HIV/AIDS
workplace policy
Baseline
100% of
plan
Target
100% of
plan
Q1
-
Q2
-
Q3
Q4
-
100%
Operating budget
Table 2.14 is a quarterly breakdown of the operating and capital budget for EMS.
Total
Opex
Capex
(R 000)
364 274
15 998
Cashflow Projection
Q1
Q2
Q3
Q4
89 538
1 674 500
88 454
4 774 500
88 454
6 324 500
97 830
3 224 500
JOHANNESBURG METROPOLITAN POLICE DEPARTMENT
Background
The CoJ has identified a set of six Mayoral priorities as part of its internal planning
process, one of which being the provision of public safety to the broader citizenry of
the city. This has led to the establishment of the Johannesburg Metropolitan Police
Department (JMPD) that provides the CoJ with a unit tasked to combat crime, manage
compliance to road traffic legislation and the enforcement of municipal by-laws.
Although the department is still in its infancy, a number of initiatives the department
has implemented have been successful in the effort towards ensuring civil compliance
to anti crime, municipal and road traffic legislation. The JMPD has been instrumental
in developing a citywide strategy to combat crime that involves partnerships with key
crime fighting agencies and stakeholders.
Since the establishment of JMPD in 2001, the department has been faced with the
daunting task of ensuring rapid organisational growth (especially in terms of resources
and capability) and simultaneously achieving operational efficiencies in delivering
services in line with the mandated functions to the citizens of Johannesburg. This
balancing act still remains one of the key challenges the department faces especially
in consideration of the highly dynamic local government environment in which it
exists.
Challenges
The implementation of the JCSS brings about a variety of challenges the department
has to overcome in meeting the objectives as set out in the implementation plan.
These challenges have been prioritised and are outlined below as key issues that need
to be addressed so as to meet the pronouncements on the 2005/06 JMPD business plan
balanced scorecard.
48






Lack of capability (funding/resources) with respect hosting the local government
elections;
Misalignment of JCSS, PMS system of the CoJ and the business planning process;
Preparations for the CoJ and patron safety in staging 2010 soccer world cup;
Lack of capacity (numbers) and the ability to increase the numbers in terms of
operational staff;
The hosting of the World Petroleum Conference; and
CCTV roll-out implications.
Service delivery
JMPD strives to achieve its service delivery objectives through road traffic
enforcement, municipal by-law enforcement and crime prevention. The following are
some of the key initiatives implemented by JMPD in the drive towards greater civil
compliance to anti crime, road and bylaw regulations:







The department has Operation Token Days programme;
High visibility of Metropolitan Police Officers (MPO’S) in Johannesburg as a
crime deterrent strategy has been successfully implemented;
The training and upskilling of municipal security guards into sworn-in
metropolitan officers;
The successful transformation from being a traditional traffic department to a
being a metropolitan police department;
The continuous development and implementation of a first-of-its-kind integrated
information management system to enhance effective enforcement initiatives;
The implementation of a queue management system geared at reducing the
waiting time at the traditionally long queues for service requests at licensing and
processing service centres; and
The establishment of the municipal court has provided the department with
leverage in the enforcement and subsequent prosecution of by-law and road traffic
offenders.
The overall service delivery of JMPD is summarised in Table 2.15. This scorecard
outlines key performance indicators and targets for JMPD.
Table 2.15: JMPD Scorecard
Key Performance
Area
To enhance service
delivery excellence
and Batho Pele
91
Key
Performance
Indicator
% increase in the
customer
satisfaction
rating of key
JMPD services:
Operations (In 8
GFA’s)91
Baseline
Target
Q1
Q2
Q3
Q4
Baseline
TBD by Dec
05
% Target
TBD
Est.
baseline
-
-
-
-
-
-
-
-
-
GFA-Geographic focus area as per the City Safety Strategy.
49
Key Performance
Area
To enhance the
effectiveness of by
law enforcement
and prosecutions
Key
Performance
Indicator
Licensing and
processing
Testing stations
Number of metro
police officers
trained in Batho
Pele and
customer care
% of registered
customer
complaints that
have been
resolved in line
with the CRM
policy
Reduction in the
average time
taken to respond
to registered
emergency calls
within the City
of Joburg
Inner city (GFA
1-4)
GFA’s
% improvement
in the average
time taken to
complete key
business
processes in
licensing and
processing:
- Vehicle
registration
- Learner
testing (e.g.
reducing
waiting
period)
A JMPD
communications
strategy
implemented
Number of
municipal court
cases prosecuted
Baseline
Target
Q1
Q2
Q3
Q4
-
-
-
-
-
-
500
500
-
250
-
250
100%
100%
100%
100%
100%
100%
-
-
-
-
-
-
2004/05
actual
3rd Quarter
results
Based on
Dec 2005
15 minutes
15
minutes
20
minutes
10%
15
minutes
20
minutes
10%
15
minutes
20
minutes
10%
15
minutes
20
minutes
10%
No baseline
June 2006
-
-
-
June
2006
1 426
3 000
750
750
750
750
20 minutes
10% learner
testing
50
Key Performance
Area
92
Key
Performance
Indicator
Number of all
inclusive by-law
compliance
certificates
issued in
GFA’s92
Number of hours
taken to remove
reported trading
in non
designated areas
% of trading in
non-designated
areas within the
inner city
Number of by
law offenders
prosecuted for
trading in non
designated areas
% of land
invasions in the
CoJ
Number of
reports submitted
to DPT&E
identifying
nuisance
buildings in the
city (in respect
of by-laws and
crime)
% increase in the
prosecution of
buildings and
premises that do
not comply with
waste
management and
health by laws in
the eight
geographic focus
areas
Baseline
Target
Q1
Q2
Q3
Q4
Est. baseline
in 1st Qtr
TBD
Est.
baseline
-
-
-
New
indicator
TBD in 1st
Qtr
Est.
baseline
-
-
-
2004/05
baseline
0%
0%
0%
0%
0%
TBD June
2005
-
-
-
-
-
0%
0%
0%
0%
0%
0%
New
indicator
1 per quarter
(4)
1 report
1 report
1 report
1 report
2004/05
baseline
10%
2%
5%
1%
2%
Indicator dependant on funding for the implementation of the system.
51
Key Performance
Area
To ensure
community safety
Key
Performance
Indicator
% of identified93
buildings in the
inner city that
comply with
legislation and
council by laws
with specific
relation to the
following
targeted areas:
- crèches and
Nurseries
- parking at
petrol
stations
% decrease in
business
burglary in areas
covered by
CCTV
Baseline
Target
Q1
Q2
Q3
Q4
04/05
baseline
100% 0f
buildings in
the inner
city
40%
25%
20%
15%
2004/05
baseline
20%
20%
20%
20%
20%
JMPD will identify areas that will be of focus as part of the internal planning process and also develop a
compliance checklist for these buildings.
93
52
Key Performance
Area
To enhance the
preparedness,
sustainability and
growth of JMPD
for better delivery
94
Key
Performance
Indicator
Increase in the
number of cases
referred to SAPS
for the
possession of
illegal firearms
% decrease in
the incidence of
priority crimes in
the eight
geographic focus
areas:
- armed
robbery
- burglary
business
premises
- burglary
residential
premises
- theft of MV
and Trucks
Number of
unroadworthy
taxis impounded
by JMPD
Number of fines
issued to
unroadworthy
taxis
Increase in the
number of
vehicles tested
for roadworthy
compliance
Number of
prosecutions for
fraudulently
registered
vehicles at
licensing stations
% achievement
in the
implementation
and roll out of
CCTV plan94
A JMPD 2010
world cup public
safety plan
developed by
target date
Baseline
Target
Q1
Q2
Q3
Q4
N/A
% TBD
0%
5%
5%
5%
2004/05
Baseline
2%
2%
2%
2%
2%
600
800
100
200
300
200
5 669
8 000
2 000
2 000
2 000
2 000
No info as
yet
-
-
-
-
-
No info as
yet
-
-
-
-
-
New
indicator
100% as per
plan
25%
25%
25%
25%
No baseline
Approved
by June
2006
-
-
-
June
2006
Dependant on the availability of funds for implementation
53
Key Performance
Area
of its mandate
To enhance the
preparedness,
sustainability and
growth of JMPD
for better delivery
of its mandate
To ensure effective
governance and
management of
JMPD
95
Key
Performance
Indicator
% of JMPD
manned voter
polling stations
that were
effectively
policed during
the local
government
elections95
JMPD Academy
training and
development
strategy
implemented as
per plan
% of issues
addressed
relating to the
human resources
climate survey
report
Number of new
metropolitan
police officer
recruits that have
graduated from
the JMPA
Level of staff
performance
managed
Baseline
Target
Q1
Q2
Q3
Q4
No baseline
100%
-
-
Allocation of
resources
to polling
stations
Jan 2006
New
Indicator
By June
2006
25%-as
is analysis
completed
New
Indicator
100% as per
plan
25%Compreh
ensive
skills
audit
conducte
d
50%
25%Training
and
develop
ment
strategy
approved
25%
2004/05
baseline
326 by June
2006
HR
climate
response
plan
complete
d
Training
25%JMPD
compete
ncy
profiling
conducte
d
25%
163
Training
163
Up to and
incl. level 5
Up to and
incl. level 7
2nd
coaching
sessions
held
3rd
coaching
sessions
held
Final
review
sessions
Level 2
to 7 sign
scorecards
PMS
training
conducte
d
Effective policing based on an agreed checklist/agreement on standards and practices
54
Key Performance
Area
Key
Performance
Indicator
Clean audit
report achieved
by target date
Real time
information
generated
through the
Tactical
Command
Centre by target
date with respect
to:
- cash
management
at collection
points
- printing of
warrants live
on site
- operational
deployment
against
criteria
% of capital
expenditure
budget spent
% compliance
with statutory
requirements in
line with the
Municipal
Finance
Management Act
% of
employment
equity targets
achieved
% compliance
with the supply
chain
management
policy and
procedures of the
CoJ
Baseline
Target
Q1
Q2
Q3
Q4
-
By June
2006
M&E
M&E
M&E
100%
New
Indicator
Consolidated annual
report by
June 2006
-
Demonst
ration of
completed
elements
-
May
2006
100%
100%
25%
25%
25%
25%
New
indicator
100%
100%
100%
100%
100%
Baseline
2004/05
100%
100%
100%
100%
100%
New
indicator
100%
100%
100%
100%
100%
Budget summary
Table 2.16 is a quarterly breakdown of the operating and capital budget for the JMPD.
Opex
Capex
Total
(R 000)
719 441
9 248 000
Cashflow Projection
Q1
Q2
168 603
187 772
992 000
1 872 000
Q3
182 084
2 752 000
Q4
180 982
3 632 000
55
ARTS, CULTURE AND HERITAGE SERVICES
Background
Arts, Culture and Heritage Services play a pivotal role in the construction of a
national identity. Arts, culture and heritage are critical in the institutionalisation of
tourism and other economic initiatives. All art forms offer a sanctuary from degrading
poverty and despair. Engagement in the arts also gives communities hope and nurtures
their souls. Johannesburg has always been a magnet for South African arts and
cultural expression.
The national thrust is focused on the transformation of arts, culture and heritage
institutions, to address the shortcomings of the past and face the challenges of the
future, to ensure equity and to celebrate diversity.The department is responsible for
the protection, conservation and proclamation of the unique and diverse cultural
heritage of South Africa within the CoJ. The department manages the CoJ’s museums,
historic sites and buildings, as well as co-ordinating and presenting arts events and
festival programmes, including urban regeneration.
Challenges
The CoJ faces challenges in the context of arts, culture and heritage. These include:






Attracting previously disadvantaged communities to museums and galleries as
well as training and developing these communities on the various aspects of the
arts;
Increasing interest levels of arts and culture from aspiring practitioners and
audiences;
Enhancing the value of CoJ’s historic sites;
Repositioning arts, culture and heritage as a key economic sector that is capable of
being a significant contributor to the CoJ’s economic growth and development
drive;
Linking arts, culture and heritage with tourism, including the promotion of local
arts and culture on an international scale; and
Developing and training arts students from disadvantaged communities.
Service delivery
The department identified capital projects that support the development of arts,
culture and heritage needs. The capital budget is attempting to give practical
expression to the mission of the CoJ’s Arts, Culture and Heritage Services within the
CoJ in the creation of an enabling environment for the conservation, showcasing and
celebration of arts, culture and heritage through dynamic sustainable programmes and
projects for the enrichment of local, national and international communities”
The CoJ is committed to service delivery excellence and enhancement of customer
treatment in all the CoJ-owned arts, culture and heritage sites and centres. The
ultimate intention is to increase customer numbers at all the sites, including targeting
women and disabled groups.
56
Arts, Culture and Heritage Services is also committed to convening the highly popular
“Arts Alive” festival. The CoJ Carnival concept will be fully implemented in 2005/06,
while two international and local partnerships will be concluded respectively.
The department’s scorecard also emphasises the role that arts, culture and heritage
will play towards the regeneration of the inner city in making the inner city attractive
to investment, tourism and art, culture and heritage visits and performances. The CoJ
will also be profiled through the creation of the ‘New African Museum’ for a ‘New
African City’.
The overall service delivery of the department is summarised in Table 2.17. This
scorecard outlines key performance indicators and targets for the department.
Table 2.17: Arts, Culture & Heritage Scorecard
Key performance
area
Key performance
indicator
To ensure service
delivery excellence
and enhance access
to, and ensure that
everyone embraces
arts culture and
heritage
% positive
perception of the
CoJ achieved in
the annual
customer
satisfaction survey
80%
80%
80%
80%
80%
80%
Number of visitors
at arts and culture
facilities and
activities
201 668
201 66896
50 417
50 417
50 417
50 417
% of customer
complaints
resolved on Pega
system
100%
100%
100%
100%
100%
100%
% of CoJ facilities
complying with
CoJ standards in
terms of facility
management and
operation
100%
100%
100%
100%
100%
100%
Number of
facilities that are
accessible to
people with
disabilities
3 of 11 97
2
1
1
-
-
Baseline
Target
Q1
Q2
Q3
Q4
The number is projected to remain much the same as the 2004/05 financial year saw huge number of visitors as
a result of the significance of the ten years of democracy celebrations. Furthermore, the upgrading work at
Museum Afrika will severely limit our numbers.
97 The Johannesburg Art Gallery, The Arts and Culture Headquarters and Uncle Toms Hall are being done in
2004/05. By the end of 2004/05, therefore, seven of the total eleven ACH facilities will be accessible to people
with disabilities, two additional facilities will be covered in the 2005/06 financial year, they are: Sandton Art Gallery
and James Hall Transport Museum.
96
57
Key performance
area
Key performance
indicator
Baseline
Target
Q1
Q2
Q3
Q4
Number of
programmes
targeting people
with disabilities
4 98
699
1
1
2
2
Number of
programmes
targeting women
4 100
2101
-
1
-
1
Number of Arts
Alive events held
over a four-day
period
N/A
30 events102
30
-
-
-
Number of key
objectives
achieved through
Arts Alive for the
city:
- Revival of the
inner city
- Contribute to
economic
development
- Promote up and
coming artists
N/A
3
3
-
-
-
Number of events
held as part of the
Road to Arts Alive
N/A
8
2
2
2
2
Number of arts,
culture and
heritage exchanges
facilitated and
implemented
N/A
2 international
2 local
1
1
1
1
Implementation of
a public art and
public performance
strategy 103
N/A
20%
5%
5%
5%
5%
All programmes encourage people with disabilities to participate. The current list of events is indicative of the
type of programmes to be run; Orphans Living with AIDS (Sandton Art Gallery, December 2004); Crafting and HIV/
AIDS (Johannesburg Art Gallery); Ambulance Services and Diseases – A school drawing competition (James Hall
Museum of Transport);Gateway School for the Mentally Handicapped Theatre Programme (Roodepoort Theatre,
August 2004).
99 Six programmes are targeted for 2005/06; the three that have been identified thus far are: Museum Afrika
(Dance programme), AIDS Festival, James Hall Transport Museum programmes.
100 The current list of events is indicative of the type of programmes to be run; at present the new programmes
have not been planned.
101 Two programmes are targeted for 2005/06; one of which will be the James Hall Transport Museum ‘Women in
Transport’ Women’s Day Celebration. The second is still to be determined.
102 For each event the target would be an audience of 75% of the total capacity of the venue.
103 Arts, Culture and Heritage Services will investigate the costs involved in undertaking an audit of council owned
immovable heritage assets such as Kliprieviersberg, Thaba ya Batswana, monuments, public sculptures.
98
58
Key performance
area
Key performance
indicator
Baseline
Target
Q1
Q2
Q3
Q4
Implementation of
the CoJ carnival
plan by target
date104
100%
100%
50%
50%
-
-
Number of
exhibitions at
which our objects
are displayed
10
15
5
5
2
3
To profile the CoJ
through the
creation of a ‘New
African Museum’
for a ‘New African
City’
To develop a plan
for the relocation
of Johannesburg
Art Gallery to
alternative
premises and
finding an
appropriate new
use of the Joubert
Park building
which currently
houses the JAG105
New
indicator
Signed-off
plan and
phased targets
met
25%
25%
25%
25%
To promote and
facilitate citywide
conservation and
regeneration
% implementation
of inner city
heritage survey
results and report
recommendations
100%
100%
25%
25%
25%
25%
4 108
4 109
0
1
2
1
106
Number of Arts,
Culture and
Heritage projects
implemented in the
inner city
(including
Newtown) 107
Hillbrow New Year’s Carnival.
The physical move of JAG will not take place in the 2005/06 financial year. The following will be achieved: (i)
feasibility study of the suitability of the Turbine Hall as an alternative location; (ii) plan signed off for the actual
relocation; (iii) stakeholder consultation completed; (iv) required funding (approximately R110m) raised to facilitate
the relocation.
106 This needs to be included in the regional directors scorecard.
107 This is not just heritage but also arts, culture and museums.
108 Images of Defiance, Dumile Feni Project, Zapiro Cartoon Exhibition, Gandhi Sculpture.
109 969 Festival, AIDS Festival, Festival of Fame, and various other events at Museum Africa and Johannesburg
Art Gallery still to be confirmed. Heritage: relocation and restoration of sculptures, plaques in Sophiatown, etc.
104
105
59
Key performance
area
To promote social
and economic
development
through arts,
culture and
heritage
Key performance
indicator
Baseline
Target
Q1
Q2
Q3
Q4
Number of urban
regeneration
projects
implemented that
involve identified
heritage structures
that have been
restored
2110
4111
1
1
1
1
Number of Arts,
Culture and
Heritage Services
activities
implemented as per
tourism strategy
1
2112
0
1
1
-
Number of partnerships: 113
Educational
1
3 with schools
or other
learning
institutions
1
1
1
Exhibitions
10
12 with local 3
and
international
institutions,
organisations.
3
3
3
Number of projects
completed in
partnership with
regions114
0
1 per region 115
4
2
4
1
6
1
2
2
1
R150 000
R37 500
R37 500
R37 500
R37 500
Number of
emerging artists
being supported by
the CoJ
Rand value of
public assistance
and loans raised
for events or
projects
R100 000
Stamp Battery restoration project, Cenotaph restoration in Harrisson Street
Fairview Tower, Wilhemi House, Museum Africa, Restoration of the Credo Mutwa Cultural Village; these are
immovable heritage projects only.
112 Oppenheimer Garden and Drill Hall.
113 Some of the partnerships that are being explored for 2005/06 are: Kellog Foundation, Dutch government,
National Lottery, MTN, Standard Bank, etc. Educational: Wesbank Design project at James Hall museum of
transport, Carnival link with MAPPSETA and Province, Various education projects at Museum Africa and
Johannesburg Art Gallery Exhibitions: List not confirmed yet.
114 These need to be biased towards identified poverty areas. ACH will sign SLAs with regions on how these
programmes will be incorporated in the regional programmes.
115 Targets will be ready in the first quarter. Some of the ones identified include Diepsloot and Orange Farm.
110
111
60
Key performance
area
To ensure efficient
management of
cultural heritage
collections and
assets
Key performance
indicator
Baseline
Target
Q1
Q2
Q3
Q4
Rand value of
public assistance
and loans (raised
that is) disbursed
R100 000
R150 000
R37 500
R37 500
R37 500
R37 500
Kind value of
public assistance
and loans
N/A
Tour two
major
exhibitions in
SA;
Four smaller
loans to SA
and
international
exhibitions116
2
2
1
1
Number of creative
industries projects
supported that
promote economic
development
N/A
Enter into SLA TBD
with EDU and
determine
target117
TBD
TBD
TBD
% completion of
moveable asset
register
50%
100%
25%
25%
25%
25%
Compliance to
heritage standards
agreement118
100%
100%
25%
25%
25%
25%
804 488
100
100
100
100
121
250
250
250
250
1
2
1
1
Number of museum artefacts:
Collected
Documented
Conserved
Number of artefacts:
119
804 088
788 006
8
120
789 006
5
122
Vandalised
8
4 (50%)
Stolen
10
5 (50%)
Damaged
8
5
ACH department will tour two major exhibitions throughout South Africa. These would be CoJ-initiated
exhibitions and loans that would accrue non-financial benefits such as publicity and recognition for the CoJ as well
as improving the profile of the CoJ as a world class ACH destination.
117 This is dependant on budget allocation from the EDU and provision of staff from the EDU.
118 Standards currently being set with targets for each entity across the CoJ, this will need to be complied with over
the next financial year.
119 This is based on assumption that 400 new items will be collected.
120 These are documents captured on a card manual system as well as the STAR electronic database system.
121 1 000 additional items will be documented in the 2005/06 financial year.
122 The number of items that are either vandalised, stolen or damaged should not be more than the targets
indicated.
116
61
Key performance
area
Key performance
indicator
To ensure sound
financial, HR and
operational
management
Percentage of
operating income
collected
Baseline
Target
Q1
Q2
Q3
Q4
95%
Summary
receipt
accounting for
all cash
received for
the period or
report
23,75%
23,75%
23,75%
23,75%
Percentage
variance against
operating budget
0% over
expenditure
Venus report
0%
0%
0%
0%
Percentage of
capital budget
spent
100%
Venus report
25%
25%
25%
25%
Fully GAMAP
compliant register
of movable assets
100%
Monthly asset
register update
reports signed
off by head of
department (or
responsible
manager)
25%
25%
25%
25%
Number of
monthly financial
administrative
reports submitted
11
Monthly
reports
compliant with
reporting
framework
3
3
3
3
Level of
compliance with
operation clean
audit GANTT
chart activities
100%
Monthly
project report
on Operation
Clean Audit
100%
100%
100%
100%
Frequency of
procurement
reporting by head
of
department/region
Monthly
Monthly
procurement
report
3
3
3
3
% affirmative
procurement
(BEE and
SMMEs) of total
procurement
50%
Monthly
procurement
reports
12,5%
12,5%
12,5%
12,5%
62
Key performance
area
Key performance
indicator
Target
Q1
Q2
Q3
Q4
100%
Progress report
against the
current 3 year
planning cycle
by Jan 2004.
-Employment
Equity plan for
the new
planning cycle
with
annualised
targets by
March 2006
Progress
report
Complet
-ed plan
100%
compliance
100%
compliance
% departmental
budget spent on
skills development
1% of wage
bill
-Workplace
Skills Plan
developed for
department
-Annual
Implementatio
n report
showing inter
alia
expenditure
incurred
25% of
100% of
1%
25% of
100% of
1%
25% of
100% of
1%
25% of
100% of
1%
Levels of staff
performance
managed
Up to and
including
level 5
-Signed
performance
agreements
and contracts
-Confirmation
of coaching
and reviewing
50%
100%
Frequency of
reports submitted
to Office of the
City Manager on
progress against
the departments
scorecard
Six monthly
(December
2003 and
June 2004)
Report
submitted as
per reporting
framework
1
1
1
1
Level of
compliance by the
department to
councils
HIV/AIDS
workplace policy
100%
of
implementation
plan
Final report on
implementation by March
2005
100%
100%
100%
100%
Achievement of
employment
equity
requirement as per
plan
Baseline
63
Budget summary
Table 2.18 is a quarterly breakdown of the operating and capital budget for the Arts,
Culture and Heritage Services.
Opex
Capex
Total
(R 000)
45 673
3 433 000
Cashflow Projection
Q1
Q2
18 390
11 610
408 250
708 250
Q3
7 801
1 008 250
Q4
7 872
1 308 250
HEALTH
Background
The South African Constitution and Bill of Rights defines access to health care as a
basic human right. In respect of development, health indicators such as the infant
mortality rate are a critical measure of a country’s developmental profile. The African
continent has been faced with the challenge of HIV and AIDS while having to deal
with such killer diseases as Tuberculosis and Malaria. South Africa has not been
immune from the health challenges faced by the developing world in general and the
African continent in particular. The health exclusion policies of the pre-democratic
era are still being felt by the historical periphery to this day, hence the priority given
to access to health care by the democratic South African government.
The National Health Act defines the role of local municipalities in the provision of
primary health care, as well as the inclusion of environmental health services, as
municipal service delivery area. The CoJ’s Health department contributes to the
provision of comprehensive primary health care by extending the service available to
all the CoJ’s citizens, while ensuring the availability of safe, good quality essential
drugs in the CoJ’s health facilities. Environmental health management will include
by-law enforcement and issues relating to public conveniences. HIV/AIDS is also a
major priority of the CoJ. The CoJ has also established the Johannesburg AIDS
Council to support and co-ordinate the CoJ’s response to this pandemic.
Challenges
The CoJ forms the hub of economic and social activity in the Gauteng province. It
continues to attract people from other parts of South Africa and from abroad. This
attraction to the province, and Johannesburg in particular, puts presents demands for
more services in an environment where resources are already limited and stretched. In
addition, the CoJ is faced with telling challenges that need specific attention, namely:



Integration with offerings by other spheres;
Enhancing primary health care through integration, decentralisation, and
rationalisation of facilities;
Increasing range of services offered at facilities
64



Intensifying efforts in respect of HIV/AIDS through programme implementation
and co-ordination with other spheres of government and non-governmental
organisations (including business and community based organisations;
Consolidation the CoJ’s focus on environmental health services (municipal
health services) through promotional, educational and enforcement programmes;
and
Waste management practices and non-compliant trade practices.
Service delivery
The Health department has developed capital projects to address the infrastructure
requirements. Great strides have been made in the general area of health access in the
CoJ. In the final year of the current mayoral term, the challenge for health is to
consolidate gains made over the past five years while also introducing innovative
programmes and ways of improving service delivery. The 2005/06 departmental
scorecard takes the dual form of consolidation and advancement.
In terms of customer service improvement and Batho Pele, the CoJ’s department of
Health is focused on ensuring that services are improved from the perspective of
accessibility and comprehensiveness. The efforts in this regard centre on
institutionalising the policies, norms and standards within clinics, rolling out
initiatives that focus on HIV/AIDS, conducting outreach and community engagement
initiatives, driving the functional integration of CoJ and provincial clinics and
defining service areas with clear performance targets. There are further commitments
to improving turn around times for regional enquiries, and waiting times at service
centres.
The CoJ’s Health department is also emphasising partnership with stakeholders and
practitioners to enhance service delivery in the CoJ. Additionally, it is increasing the
number of site testing centres across the city for HIV/AIDS testing. The department
is, furthermore, establishing the Mayoral Aids Fund to enhance the struggle against
HIV/AIDS.
Financially, the CoJ’s Health department is focused on achieving the broader financial
management objectives of the CoJ. Compliance with legislation broadly (Municipal
Finance Act) and specific issues such as achieving a clean audit are critical in this
regard. The capital development plan is also important, as expenditure on facilities is
critical in how the CoJ enhances its service delivery. The department has tried to
match capital and operational capital requirements.
The department is focused on enhanced monitoring and supporting the
implementation of CoJ strategies, policies and procedures and compliance with
relevant national and provincial legislation. The focus on decentralisation is also
about establishing a well-defined, structured relationship with the provincial
Department of Health that will result in the integration of service delivery.
The department’s scorecard also commits to enhanced by-law enforcement in the area
of environmental health. The National Act, 2003 (Act No. 61 of 2003) stipulates the
functions of environmental health at the local government level; this calls for placing
environmental health high on the agenda and developing interventions and key
65
performance indicators that will address environmental health in an integrated manner
at local level.
The overall service delivery of the department is summarised in Table 2.19. This
scorecard outlines key performance indicators and targets for the department.
Table 2.19: Health Scorecard
Key Performance
Area
Key Performance
Indicator
To enhance health
services delivery
Time taken to respond to service requests and complaints:
Baseline
Target
Q1
Q2
Q3
Q4
High priority
N/A
24 hours
24 hours
24 hours
24 hours
24 hours
Medium priority
N/A
5 days
5 days
5 days
5 days
5 days
Low Priority
N/A
10 days
10 days
10 days
10 days
10 days
Environmental
health
N/A
2 days
2 days
2 days
2 days
2 days
Number of requests for services resolved as a % of the total requests received annually: 123
123
124
High priority
N/A
90%
90%
90%
90%
90%
Medium priority
N/A
95%
95%
95%
95%
95%
Low priority
N/A
95%
95%
95%
95%
95%
Environmental
health
% improvement of
customer
satisfaction as per
clinic based survey
– local clinics
N/A
95%
95%
95%
95%
95%
124
Baseline
will be
available at
end of June
2005
85%
-
Annual
survey
-
-
% of correctional
measures
implemented as per
customer
satisfaction survey
results
N/A
100%
100% from
previous
survey
(only those
correctional
measures
that are
within our
control
100% from
previous
survey
(only those
correctional
measures
that are
within our
control
100%
based on
survey
findings in
2nd quarter
(100% of
correctional
measures
that are
within the
health
department’s
control
100%
based on
survey
findings in
2nd quarter
(100% of
correctional
measures
that are
within the
health
department’s
control
Monitor reasons if problems are not resolved.
Baseline of previous year. To maintain customer satisfaction levels.
66
Key Performance
Area
To improve access
to, and optimize,
comprehensive
primary healthcare
service delivery
within the CoJ
Key Performance
Indicator
Baseline
Target
Q1
Q2
Q3
Q4
Number of
awareness
programmes on
substance abuse125
New
2 high
schools per
region
11 schools
-
11 schools
-
Frequency with
which the service
delivery plan is
monitored and
evaluated (for
2005/06) 126
A citywide
awareness
programme on
women and child
health issues as per
the identified
priorities in the
research report. 127
Number of quality
assurance reports
produced on
waiting times, fast
queues, and triage
systems at health
facilities 128
Number of
analytical reports
on EDS (Essential
Data Set) and EHS
(Environmental
Health Services)
% monitoring of
children under 60%
of the expected
weight for age 129
Number of active
partnerships that
contribute to the
PHC services of
the CoJ130
Quarterly
MDS &
CSM
quarterly
report
-
1
1
1+1
quarter 3
&4=1
month data
New
2
1
New
2
1
1
N/A
2
1
1
76%
80%
9
10
80%
1
80%
80%
80%
9
10
Substance abuse programmes specifically aimed to target youth.
SDP for 2005/06 attached.
127 Women’s programme will include awareness session on breast self-examination training and awareness on
cancer of the cervix as well as preventable causes of maternal death. Child health programmes will include
immunization awareness as well as prevention of injuries and accidents.
128 Service delivery improvement to assess waiting times, obtain a baseline and then implement systems to reduce
waiting times. Issues such as availability of water bottles and health education at clinics are to be included.
129 Children found to be severely malnourished will be monitored and supplementary feeding initiated.
130 The desired results will include improving access and coverage of health services; improving quality of care;
ensure skills transfer; collaboration in training, networking and research. These types of partnerships form the
basis of the district health system that clearly articulates the need for all role players involved in health care
service delivery to work together to improve the health of the communities we serve.
125
126
67
Key Performance
Area
To effectively
address the
challenge of
HIV/AIDS in the
community
Key Performance
Indicator
Number of
independent
practitioners
associations with
signed MOUs
monitored
biannually131
Number of
community
workshops
conducted on
raising awareness
on prostate gland
cancer 132
Number of
professional nurses
trained in
Integrated
Management of
Childhood Illnesses
(IMCI)
Number of training
sessions on
emergency care 133
Number of
Johannesburg
AIDS Council
programmes
focusing on HIV
and AIDS impact
and programme
implementation
facilitated 134
Number of sites
offering rapid on
site testing 135
% of fixed clinics
offering VCT
% completion of
the establishment
of Mayoral AIDS
Fund
Baseline
Target
Q1
Q2
Q3
Q4
3
3
1
1
New
10
-
-
16
10 (1 per
region)
-
4
New
4
-
2
-
2
2
5
0
2
4
5
66
70
66
66
68
69
100%
100%
100%
100%
100%
100%
New
100%
0
100%
100%
100%
10
-
6
The purpose of these IPA’s is to improve health care service delivery. This will improve access for public sector
user population to reproductive health services after hours (when public sector facilities are closed).
132 The workshop will target men and partners and include the distribution of educational material.
133 Course content will be discussed with EMS.
134 List of programmes:
2 Informal Settlements – Matholesville (region 5) and Ivory Park (Region 1 & 2): to co-ordinate an
awareness outreach programme targeting informal settlements.
2 Hostels – Merafe (Region 6) and Diepkloof (Region 10): to coordinate safe sex drives and awareness
campaigns targeting hostels.
1 Youth Programme coordinating HIV and AIDS awareness campaign targeting youth out of school.
135 Rapid on site refers to those sites with lay volunteer counselors and on-site HIV testing where results are
provided on the same day.
131
68
Key Performance
Area
To contribute
towards inner-city
regeneration
Key Performance
Indicator
Amount of money
collected for
Mayoral AIDS
fund
Number of
facilities offering
diflucan
% completion of
the physical
upgrading and
infrastructure of
the health precinct
as per plan/list by
target date 136
% implementation
of HIV/AIDS
related projects at
the centre of
excellence 137
Number of
identified informal
food traders trained
Baseline
Target
Q1
Q2
Q3
Q4
New
R300 000
0
R100 000
R200 000
R300 000
New
10 (one site
per region)
2
4
8
10
100%
100%
0
40%
80%
100%
100%
100% as per
project plans
100%
100%
100%
100%
40
100
-
-
-
40
27 013
28 363
2 837
7 091
8 050
10 385
2 112
2 376
238
594
610
934
90%
90%
90%
90%
90%
90%
New
indicator
2 visits per
annum
-
1
-
1
N/A
2
-
1
-
1
New
2 per annum
-
1
-
1
138
To effectively
address the critical
challenge of
environmental
health in the CoJ
Number of
statutory notices
based on the visits
by environmental
health officers
Number of fines
issued in relation to
contravention of
legislation
% collection from
fees and tariffs
Number of
inspections to
public
conveniences. 139
Number of
citywide
campaigns to
promote EHS
Number of visits at
correctional prisons
The upgrading in 2005/06 is the Phase 1 upgrading of the Hugh Solomon Building. The target is to clean up of
the building, to make it safe to access and 50% completion of the upgrading of two wings of the building.
137 Maintenance of the Voluntary Counselling and HIV testing (VCT) project implemented in 2004/05. For 2005/06,
it will include the French-speaking volunteers in the inner city clinics (Region 8) (Yeoville, Urban Health, Joubert
Park and Esselen Street) and Commercial Sex Worker Project.
138 To include means of identification of the food traders trained.
139 Checklist to be developed to indicate level of compliance.
136
69
Key Performance
Area
To ensure sound
financial, HR and
operational
management
Key Performance
Indicator
Baseline
Target
Q1
Q2
Q3
Q4
Number of
citywide
campaigns to
promote EH issues
at hostels 140
% of newly
appointed
environmental
health officers
trained in by-laws
and legislation
% of notices that
appear before the
court that are not
rejected 141
% variance against
operating budget
% of capital budget
spent
Fully GAMAP
compliant register
of movable assets
N/A
10
-
2
3
5
N/A
20%
-
-
-
20%
N/A
100%
100%
100%
100%
100%
0% over
expenditure
75%
Venus report
-
-
-
-
Venus report
-
-
-
-
100%
-
-
-
-
Number of
monthly financial
administrative
reports submitted
11
-
-
-
-
Level of
compliance with
operation clean
audit GANNT
chart activities
Frequency of
procurement
reporting by head
of department
% affirmative
procurement (BEE
and SMMEs) of
total procurements
100%
Monthly
asset register
update
reports
signed of by
head of
department
(or
responsible
manager)
Monthly
reports
compliant
with
reporting
framework
Monthly
report on
Operation
Clean Audit
-
-
-
-
Monthly
Monthly
procurement
report
-
-
-
-
50%
Monthly
procurement
report
-
-
-
-
The Healthy Hostel Programme will be conducted in ten hostels across the city. The campaigns will include the
clean up of hostels and surrounds, food hygiene, HIV and AIDS, promotion of healthy living etc.
141 In conjunction with JMPD.
140
70
Key Performance
Area
Key Performance
Indicator
Baseline
Achievement of
employment equity
requirement as per
plan
100%
% departmental
budget spent on
skills development
1% of wage
bill
Levels of staff
performance
managed
Up to and
including
level 5
Frequency of
reports submitted
to Office of the
City Manager on
progress against
the departments
scorecard
Level of
compliance by the
department to
councils
HIV/AIDS
workplace policy
Six monthly
(December
2003 and
June 2004)
100% of
implementation
plan
Target
Q1
Q2
Q3
Q4
-Progress
report
against the
current three
year
planning
cycle by Jan
2006
employment
equity plan
for the new
planning
cycle with
annualised
targets by
March 2006
-Workplace
skills plan
developed
for
department
-Annual
implementat
ion on report
showing
inter alia
expenditure
incurred
-Signed
performance
agreements
and
contracts
-Confirmation of
coaching
and
reviewing
Report
submitted as
per reporting
framework
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Final report
on
implementation by
March 2004
100%
100%
100%
100%
71
Table 2.20 sets out the Health Services delivery plan which proves a composite view
of health service delivery in each of the CoJ’s regions.
Table 2.20: Health Service Delivery Plan
Service Area
Key Performance Indicators
Target
2005/06
Regional management
(Generic KPI’s)
Incidents reports attended to (as per CSM) as a % of the
total number of incident reports received
100%
Incidents resolved as a % of total incidents received
90%
Number of facilities implementing clinical norms of
standards
100%
Number of fixed facilities providing basic antenatal care
100%
Frequency of reports on regions with the asset registers,
theft and loss reports, fleet management reports, leave
rosters, absenteeism records and attendance registers
(Report separately for HR and Finance)
Quarterly
Implementation of correctional measures as identified in
the customer satisfaction survey
100%
Number of diesel vehicles tested per annum for emissionsair quality management (standard compliance) ( 535 per
month)
6420
% compliance to sampling protocol/programmes for the
city – water quality management
95%
% certificates issued to identified known formal food
premises in terms of R918 – food hygiene management
90%
% certificates issues to identified known informal food
premises in terms of R918 - food hygiene management
65%
% of referred cases of notifiable medical conditions and
outbreaks fully investigated and reports submitted –
communicable disease management
100%
Number of blitzes in identified high risk areas – vector
control (as per regional target)
34
Number of statutory notices per year based on the visits by
environmental health officers – law enforcement
28 363
Number of fines issued in contravention of legislation –
law enforcement
2 376
% collection from fees and tariffs in relation to the CoJ
approved tariff structure – law enforcement
100%
Number of public programmes aimed at by-law legislation
education- law enforcement
30
Number of residential units inspected per year
13 000
Number of public schools inspected per year (as per
regional database; routine inspections)
1 visit per year per school
Number of work performance quality inspections done at
public schools (environmental health managers/
operational managers as per regional database)
15% of schools
Environmental health:
preventative services
72
Service Area
Environmental health
Environmental health
Key Performance Indicators
Target
2005/06
Number of child care centres inspected per year as per
regional database (routine inspections)
1 visit per year per day care centre
Number of work performance quality inspections done at
child care centres (environmental health managers/
operational managers as per regional database)
10% of day care centres
Number of public sector clinics inspected per month as per
regional database (routine inspections)
1 visit per month per clinic
Number of work performance quality inspections done at
public sector clinics (environmental health managers/
operational managers as per regional database)
20% of public sector clinics
Number of public sector hospitals inspected per year (as
per regional database routine inspections)
2 visits per year per hospital
% of work performance quality inspections done at public
sector hospitals (environmental health managers/
operational managers as per regional database)
100% of public sector hospitals
% inspection of vacant council owned properties (as per
regional database)
100%
Number of inspection visits at council owned public
conveniences
2 visits per annum
Number of mortuaries/funeral undertakers inspected per
annum (one visit per facility as per regional database;
routine inspections)
1 visit per year per mortuary/
funeral undertaker
Number of work performance quality inspections done at
mortuaries/funeral undertakers (environmental health
managers/operational managers as per regional database)
20% of mortuaries/funeral
undertakers
% completion of updated database of properties identified
on which dumping has taken place, including:
- Undeveloped properties other than CoJ owned;
- Undeveloped CoJ owned properties
100% updated by September 2005
Number of work performance quality audits carried out by
the CoJ on illegal dumping on undeveloped properties
1 audit per month of at least 15
different properties
Number of statutory notices issued to owners of
undeveloped properties, other than CoJ owned properties,
where illegal dumping has taken place
90% of properties requiring
statutory notices
% of non-compliant cases taken further by means of legal
action or cleaning and clearing by the CoJ at the cost of the
owner (vacant properties)
75% of non-compliant cases
% fines issued for dumping on pavements or undeveloped
properties by identified persons or from identified
properties
100% of observed or reported cases
% updating of "nuisance buildings" database
100% completed by September
2005
Number of identified nuisance buildings with action plans
(as per regional database)
100%
Number of statutory notices issued in relation to nuisance
building identified (as per the updated database)
95%
73
Service Area
Environmental Health:
curative/ responsive services
Primary health care
Key Performance Indicators
Target
2005/06
% of fines issued to owners/occupiers of "nuisance
buildings" who failed to comply with requirements of
compliance notices
75% of non- compliant cases
% of illegal land invasions observed by or reported to
regional environmental health that were referred to
housing and JMP
100%
% request for services attended:
- Air quality management
- Noise management
- Water quality management
- Communicable disease management
- Vector control
- Land and building sanitation
95%
% request for services resolved: air quality management
80%
% request for services resolved: noise management
75%
% request for services resolved: water quality management
60 %
% request for services resolved: communicable disease
management
90%
% request for services resolved: vector control
85%
% request for services resolved: land and building
sanitation
60%
Number of unresolved requests for services referred to
another authority:
- Air quality management
- Noise management
- Water quality management
- Communicable disease management
- Vector control
- Land and building sanitation
Data as per regional complaints
register
% increase in immunisation coverage in children under the
age of one
1%
% monitoring of children under 60% of the expected
weight for age
100%
Number of pap smears taken per month per fixed clinic
24
% of adequate pap smears
98%
% service delivery points providing contraceptive methods
daily
100%
% of smear results that are not available for all TB cases
(according to region specific targets)
Below 13%
% service delivery points with TB suspect registers
100%
% interruption rates (according to region specific targets)
Below 10%
% Tuberculosis patients on DOTS
90%
Sputum turnaround time
95% within 96 hours
74
Service Area
HIV and AIDS
Key Performance Indicators
Target
2005/06
Number of community education workshops on breast
self-examination
10
Number of awareness programmes on substance abuse
10
Number of quality assurance reports produced in relation
to waiting times, fast queues and triage systems
2
Number of community workshops conducted on raising
awareness about prostrate gland cancer
10
Number of health awareness programmes: personal health
x 4 including lifestyle programmes that cover
hypertension, diabetes and nutrition and environmental
health x 4
40 personal health
40 environmental health
Number of health professionals trained in health
promotion
20
% implementation of clinic norms standards
100%
Number of service delivery points linked with support
groups
60%
% of service delivery points within the regions
implementing the clinic supervisors manual
100%
% completion of joint sub district (regional) plan
100%
Number of health personnel trained in customer care
90%
Number of client satisfaction survey conducted for
services provided at clinics
1
% ward committees with community health participation
structures in place
85%
% of drug stock outs in customised EDL at service
delivery points
Less than 5 %
% clinical staff trained in drug management
75%
% service delivery points with monthly stock control
systems
100%
Frequency of reporting on EDS (Essential Data Set)
Monthly
% service delivery points offering syndromic sexually
transmitted diseases management
100%
% availability of condoms at service delivery points
100%
Number of awareness campaign to promote VCT, ARV
and PMTC
10
Number of service delivery points offering HIV
counselling and testing
100%
Frequency of reports on the number of persons attending
the VCT sites
Quarterly
Frequency of reports on the number of persons who test
positive at the VCT sites
Quarterly
Number of HIV/AIDS awareness campaign for vulnerable
groups and targeted areas
10
75
Service Area
Key Performance Indicators
Target
2005/06
% Hhealth care professionals trained on ARV and PMTCT
programmes across the city
65%
Number of campaign on ARV, PMTCT and VCT
programmes
10
Number of community based condom outlets established
citywide
85
Number of moral regeneration workshops conducted to
combat the HIV and AIDS epidemic
10
Budget summary
Table 2.21 is a quarterly breakdown of the operating and capital budget for the Health
department.
Opex
Capex
Total
(R 000)
225 861
12 589 000
Cashflow Projection
Q1
Q2
57 974
61 531
1 497 250,
2 597 250
Q3
53 224
3 697 250
Q4
53 132
4 797 250
SOCIAL DEVELOPMENT
Background
Social development is primarily a function of national and provincial government,
with little specific role assigned legislatively to local government. In interpreting the
strategic role of social development, the CoJ has adopted a comprehensive approach
that is aligned to the national thrust of the country but is customised to the specific
challenges of Johannesburg as a city. This identifies poverty alleviation and human
development as a key part of the growth of the city. To this end, the CoJ has adopted
the Human Development Strategy (HDS).
In regard to the CoJ’s strategic priorities of poverty alleviation and human
development, in terms of its social development focus, the CoJ delivers an array of
social, sporting, recreational, library and information services through its regional
structures. In order to ensure that service delivery is focused and that the CoJ can
report on its performance, the CoJ produces an annual service delivery plan with
tangible service delivery targets.
The CoJ runs seventy-nine libraries under Library and Information Services; owns
sixty-five swimming pools, 233 sports fields, and ninety-three recreation centres
managed by the sports, recreation and aquatics division. Numerous projects and
programmes fall under Social Services with forty-three offices in the regions. There is
an active strategic support division responsible for new capital works (such as
libraries, multi-purpose centres, etc) and for upgrading.
76
Challenges
The CoJ’s department of Social Development is committed to the enhancement of
access to services and ensuring quality service delivery. Social access provides the
best avenue for social inclusion to vulnerable groups. The key challenges facing the
CoJ are as:






Optimally utilising facilities for all citizens, particularly disadvantaged
communities, in a spirit of Batho Pele;
Addressing backlogs both in terms of maintenance and development of new
facilities;
Facilitating and creating programmes and projects that meaningfully impact on
people’s lives through targeting poverty, including skills development and job
creation through the EPWP;
Having a more clearly-defined social development component within the human
development strategy;
Addressing the challenges of HIV/AIDS to complement other initiatives in an
integrated way; and
Fostering effective inter-governmental relations and broader partnerships in
respect of programme implementation and co-ordination.
Service delivery
The CoJ’s department of Social Development has been allocated capital to deal with
its three functions of social service enhancement, libraries, and sport and recreation.
Achieving strategic and operational efficiency, which are both business process
issues, ensure optimal utilisation of resources and high levels of service delivery. It
must be remembered, though, that resource utilisation is not limited to internal
resources. It extends to partnered delivery and development. Using external resources
to deliver allows for the leveraging of existing successes and for the sharing of good
practices. In this respect, the department is in a position to enhance both internal
(inter-departmental) and external (province, NGOs and CBOs) partnerships.
Residents must be in a position to expect uniform service standards irrespective of the
geographical location of the facility. The only way that this can be achieved is to
provide policies, procedures and standards within which these services are offered.
The CoJ’s Social Development department will develop a service delivery framework.
The service delivery plan will be utilised as both a management and monitoring tool
and will provide the department with valuable information that can be used in the next
planning cycle.
While day-to-day service delivery, in the functional areas, is crucial, the department
will ensure that it remains at the cutting-edge of social development. This approach
means that the department continues to improve the quality and types of services it
delivers. The social development needs of the community are dynamic and will
continue to make new demands on the department’s resources. The 2005/06 scorecard
tries to respond to the evolving needs of the community within available budget.
77
The indicators that have been developed have a bias towards delivery. Previous
planning cycles have been used to establish the policies, procedures, systems,
processes and mechanisms that aimed at creating enabling environment. Targets
linked to development and design have been used primarily in the first year of the
2004/05-2005/06 business plan. The focus, in 2005/06, shifts towards implementation
and actual delivery according to implementation plans and service delivery targets.
These targets should see the department showing year-on-year improvements in
quality of delivery.
The overall service delivery of the department is summarised in Table 2.22. This
scorecard outlines key performance indicators and targets for the department.
Table 2.22: Social Development
Key Performance
Area
Key Performance
Indicator
To enhance
customer service
delivery and service
sustainability
% positive
perception of the
CoJ achieved in the
annual customer
satisfaction survey
for 2004/05 142
Frequency with
which the service
delivery plan is
monitored and
evaluated for
2005/06
% implementation
of the 2005/06 SDP
% implementation
of the maintenance/
upgrading plan:143
Number of
Corporate Social
Responsibility
(CSR) partnerships
benefiting AIDS
orphans
Amount of money
raised
Number child
headed households
benefiting from the
CSR
Number of targeted
groups offered
learnerships144
To ensure
development of
partnerships
To promote
community
empowerment and
Baseline
Target
Q1
Q2
Q3
Q4
70%
15%
35%
55%
70%
Quarterly
1
1
1
1
90%
30%
50%
70%
90%
TBD
TBD
TBD
TBD
TBD
2
0.5
1
1.5
2
R1m
R250 000
R500 000
R750 000
R1m
TBD by
1st quarter
coaching
TBD
TBD
TBD
TBD
30
participant
s
5
15
20
30
78
Key Performance
Area
skills development
To ensure human
development
Key Performance
Indicator
Baseline
Target
Q1
Q2
Q3
Q4
Number of women
groups offered
training
programmes145
% auditing of
existing sporting
codes in the CoJ
10 groups
2
5
8
10
100%
25%
50%
75%
100%
Number of new
sporting codes
introduced in the
CoJ
Joburg Literary
Festival146
5 by June
2006
1
3
5
5
1 festival
by June
2006
Report on
project plan
to Section
80
1
Festival
report
Number of residents
accessing the
municipal services
package
Amount raised for
the programme of
the CoJ’s senior
citizens
Development of and
proof of usage of the
Biokinetics Centre
(Wellness Centre)
37 000 by
June 2006
R2million
10 000
Report on
project
implementation with
all role
players
19 000
25 000
37 000
R0, 5m
R1m
R1, 5m
R2m
1 by June
2006
Premises
identified
and
procured
Funding
proposal
and
business
plan
developed
Funding
requests to
donors
Implementation of
capital
project for
centre
100% by
Dec. 05
50%
100%
N/A
N/A
100% by
June 2006
Lease
agreement
/title deed
50%
75%
100%
147
To enhance the
CoJ’s vision of a
child-friendly city
% development of
the capital funding
models for ECD
centres
% establishment of
the street children
shelter/centre149
This intervention will in the current financial focus on the entrepreneurship skills. The Social Development
department will enter into partnerships to provide learnership opportunities to thirty participants. The participants
will be drawn from the regions.
144
79
Key Performance
Area
148
To ensure sound
financial, HR and
operational
management
Key Performance
Indicator
Baseline
Target
Q1
Q2
Q3
Q4
% of school-going
street children in the
shelter attending
schools
100% by
June 2006
Number of street
children reunited
with their families
% variance against
operating budget
% of capital budget
spent
10
Enrolment
register
signed by
school
principals
2
Enrolment
register
signed by
school
principals
5
Enrolment
register
signed by
school
principals
8
Enrolment
register
signed by
school
principals
10
0%
0%
0%
0%
0%
95%
25%
50%
75%
95%
% spending on
repairs and
maintenance
% attainment of
unqualified audit
95%
25%
50%
75%
95%
Unqualifie
d report
-
-
-
Fully GAMAP
compliant register of
movable assets
100%
-
-
-
Level of compliance
with operation clean
audit GANNT chart
activities
100%
% affirmative
procurement (BEE
and SMMEs) of
total procurement
Achievement of
employment equity
requirement as per
plan
% departmental
budget spent on
skills development
50%
Monthly
project
report on
Operation
Clean
Audit
10%
Monthly
project
report on
Operation
Clean
Audit
20%
Monthly
project
report on
Operation
Clean
Audit
40%
Auditor
General’s
report
Monthly
asset
register
update
reports
signed of
by head of
department (or
responsible
manager)
Monthly
project
report on
Operation
Clean
Audit
50%
100%
25%
50%
75%
100%
1%
0,25%
0,50%
0,75%
1%
80
Key Performance
Area
Key Performance
Indicator
Levels of staff
performance
managed
Level of compliance
by the department to
councils HIV/AIDS
workplace policy
target is 100%
Baseline
Target
Q1
Q2
Q3
Q4
Up to and
including
level 6
Signed
performance
agreements
and/or
contracts
Signed
performance
agreements
and/or
contracts
Signed
performance
agreements
and/or
contracts
Signed
performance
agreements
and/or
contracts
Confirmation of
coaching
and
reviewing
100%
Confirmation of
coaching
and
reviewing
100%
Confirmation of
coaching
and
reviewing
100%
Confirmation of
coaching
and
reviewing
100%
100%
81
Table 2.23 sets out the Social Development’s delivery plan which proves a composite
view of social development service delivery in each of the CoJ’s regions.
Table 2.23: Social Development Service Delivery Plan
Service area
Provision of library
facilities and services
Key Performance Indicator
Implementation of user control and education policy to
reduce defaulted items
2005/06
100%
Investigate, collect information and submit report with
recommendations in terms of the approved standards on
the rationalisation/optimisation of services per region
10
Enter into a partnership to provide additional study room
during peak times
10
% of front line staff trained in the use of the internet
60%
Conduct in-service training sessions specific to library
services
10 (1 per region)
% of libraries per region that implement stock taking of
books as per approved policy
20% improvement on baseline
% recovery of borrowed items may not be less then the
target
95%
Number of reading development programmes for children
of which one should focus on pre-school/crèche level
3
Number of book reviews per service point, and published
on intranet
2 per point (164)
Number of reading circles
20
Scientific and
technological awareness
Number of campaigns around science and technology
20
Community
empowerment
Implementation of computer-based media works literacy
programme with special focus on vulnerable groups
30 service points- as per capacity of
region
Number of programmes that deliver active guidance and
information services to the youth on business
development and business opportunities
20
Average number of people utilising sport facilities and
services
850 000
Implementation plans for PWD with accessibility and
amenities at facilities
7
Number of integrated programmes with federations e.g.
SAFA, Swimming SA, and Athletics SA, targeting new
talent per region
20
Number of programmes to promote indigenous games
30
Number of sports development clinics conducted per
region
20
Number of codes implemented for employees
participating in the employee games
50
Number of citywide sports development mass
programmes focusing on sports, recreation and aquatics
activities.
30
Number of skills development programmes to assist
volunteers in regions
20
Number of by-law and tariffs awareness programmes for
users of facilities per region
20
Promoting a reading
culture
Management of facilities
Sports development
By-law enforcement
82
Service area
sports and recreation
Key Performance Indicator
Number of crime prevention programmes (sport against
crime) per region
HIV/AIDS programmes
Number of integrated programmes at facilities in
partnership with internal and external stakeholders per
region
20
Victim empowerment
Number of victim empowerment prevention programmes
for vulnerable groups (aged, women, children, youth and
people with disabilities)
3 per region
Number of victim empowerment and crime prevention
programmes conducted in partnership with other
stakeholders
4 per region
Completion of annual audits of day care centres for
compliance and registration (qualitative analysis
according to template)
100%
Compliant ECD centres link to province for
subsidy/support
1 per region
Number of ECD programmes facilitated for training
3 per region
Number of awareness campaigns implemented in a coordinated way
4 per region
Number of programmes for poor households linked to
social assistance
1 per region
Number of children linked to shelters and life skills
training programmes
250 across city
Number of orphans linked to support programme
20 per region
Number of programmes facilitated to support the aged,
women, youth and people with disabilities
1 per region
Early childhood
development
HIV/AIDS programmes
Vulnerable groups
2005/06
20
Budget summary
Table 2.24 is a quarterly breakdown of the operating and capital budget for the Social
Development department.
Opex
Capex
Total
(R 000)
310 085
357 430 000
Cashflow Projection
Q1
Q2
75 203
85 601
12 656 750
24 721 750
Q3
74 498
61 508 500
Q4
74 785
48 851 750
HOUSING
Background
The Housing department is geared towards a practical intervention of housing
delivery that is informed by national development imperatives, objectives and
citywide focus. The medium to long-terms development goals of the department are
articulated in the Housing Master Plan (HMP), which translates identified priorities
and programs into tangible development outcomes. The key strategic objectives of the
plan include accelerating housing delivery as a key strategy to address poverty
alleviation. The CoJ’s HMP provides a detailed implementation strategy for housing
83
delivery in the Johannesburg metropolitan area and is in line with the provincial
Housing Development Plan.
Challenges
Given the historical background of housing development in South Africa, housing
development is still faced with challenges from past and present pressures. The
following are key challenges towards housing development:






Persistent housing backlog;
Fraud and corruption in allocation of houses;
Uncertainty with regard to provincial funding;
Proper communication with beneficiary communities;
Affordable, suitable land; and
Project management.
Service delivery
The service delivery model of the department is such that while the central department
focuses on strategic direction, implementation of development projects, co-ordination
and monitoring, the actual delivery of services is managed through the CoJ’s regional
structures. The regions ensure that there is localised implementation of the CoJ’s
housing strategy. To enhance the focus on customer satisfaction, the department is
relocating its project management staff from head office to the regions.
The department has undertaken to facilitate the delivery of housing opportunities
through the following strategic programmes:









Formalisation of informal settlements;
Informal settlement upgrading programme;
Top structure construction;
Greenfield development projects;
Hostel redevelopment;
Flat refurbishments;
Upgrading of old age homes;
Provision of bulk infrastructure; and
Sales and transfer programme.
To ensure integrated planning, the department specifically targets housing and
development opportunities in line with the CoJ’s IDP. The department strives for an
effective development plan fostering community participation.
The overall service delivery of the department is summarised in Table 2.25. This
scorecard outlines key performance indicators and targets for the department.
84
Table 2.25: Housing Scorecard
Key Performance
Area
Key Performance
Indicator
To enhance
customer relations
management
% positive
perception of the
CoJ achieved in the
annual customer
satisfaction survey
for 2004/05
produced by
August 2005 and
results fed into
Mayoral
Committee
Lekgotla in
October to plan for
2005/06
Minimum turn
around times for
resolution of
complaints
involving
referrals150
Minimum turn
around 151times for
resolution of
complaints without
referrals (internal)
% of complaints
forwarded to the
provincial tenants
landlord office
Draft and sign
service level
agreement with
Gauteng Housing
Department on the
resolution of
complaints
Monitoring
performance
against service
level agreement
Number of housing
staff trained in
customer care
% compliance with
signed funding
agreements of all
provincially funded
projects
To identify housing
and development
opportunities in
line with the CoJ’s
IDP
150
151
Baseline
Target
50%
55%
10
10 working
days
New
indicator
7 working
days
New KPI
100%
New
indicator
2nd quarter
signed SLA
New
indicator
100%
compliance
to SLA
36
24
New
indicator
80%
Q1
Q2
Q3
Q4
This KPI refers to complaints that are referred to province.
This KPI refers to complaints that can be resolved internally by the housing department.
85
Key Performance
Area
To identify housing
and development
opportunities in
line with the CoJ’s
IDP (based on
provincial subsidy
approval)
Key Performance
Indicator
Baseline
Target
Number of title
deeds issued in
new settlements
Number of
informal
settlements
formalised
Monitoring
JOSHCO’s152
performance
against the IDP
scorecard, Strategic
Agenda and key
service delivery
areas/sector
Number of units in
old-age homes
refurbished or
upgraded
Number of housing
units built through
153
Community
Builder Programme
(CBP/ PHP).
5 000
10 000
New
indicator
29
New
indicator
Quarterly
reports
100
Additional
100
1 000
3 300
Number of title
deeds issued as per
first directive154.
Number of title
deeds issued as per
second directive155
Number of title
deeds issued in less
formal townships
as per third
directive156
Number of hostel
units converted to
family units or
other
accommodation
options
Number of units
built as per special
projects
Number of
serviced stands
delivered
3 000
3 000
700
3 000
1 500
2 000
600
1 000
3 000
5 000
20 000
10 000
Q1
Q2
Q3
Q4
The housing department has the an oversight role in ensuring that JOSHCO delivers on the CoJ ‘s mandate, a
set of key deliverables for the 2005/06 will be made available once JOSCHO’s business plan has been approved
by council.
153 PHP- Peoples Housing Processes.
154 1st Directive – Transfer of properties in Greater Soweto.
155 2nd Directive – Transfer of Own affairs properties.
156 3rd Directive – Transfer of all properties and serviced sites located within less formal township.
152
86
Key Performance
Area
Effective
management of the
housing
environment
(stretch)
To ensure strategic
management of the
department
Key Performance
Indicator
Baseline
Target
Number of units in
buildings identified
for future projects
Number of stands
to be generated by
land parcels
identified for future
projects
% of Transferred
Council stock to
JOSHCO
1 000
1 000
25 000
5 000
10%
2005/06
40%
(of 14 000)
% implementation
of the Housing
Master Plan157
New
indicator
20%
Number of
informal
settlements
relocated within
Soweto
Number of
informal
settlements
relocated within
the inner city
Number of jobs158
created through the
EPWP
Clean up sessions
in hostels.
Clean up sessions
in informal
settlements
Number of units
developed through
Letsema
(voluntarism
process)
% of fraud and
corruption cases
investigated as
compared to
allegations
received
% of fraud and
corruption cases
prosecuted where
evidence exist to
warrant
disciplinary
measures
New
indicator
3
New
indicator
3
New
indicator
813 housing
New
indicator
New
indicator
2
16
30
100%
100%
New
indicator
100%
Q1
Q2
Q3
Q4
2
1157The housing master plan is a five -year plan to streamline housing delivery. The milestones for the 2005/06
include township establishment; detailed design and installation of services; installation of bulk infrastructure;
construction of family units;
158 The CoJ defines a job use the GPG’s definition, which defines employment for a three-month period.
87
Key Performance
Area
Key Performance
Indicator
To ensure effective
land invasion and
informal settlement
management
Fencing of
formalised units in
informal
settlements
500 units
Additional
2000 units
To ensure sound
financial, HR and
operational
management
% of capital budget
spent
% variance against
operating budget
Fully GAMAP
compliant register
of movable
/immovable assets
% implementation
of the egovernment in
respect leave
95%
95%
2,6% over
expenditure
100%
5%
100%
Level of
compliance with
operation clean
audit GANNT
chart activities
Frequency of
procurement
reporting
% affirmative
procurement (BEE
and SMMEs) of
total procurement
value
Achievement of
employment equity
requirement as per
plan
100%
100% of
leave
application
to be
completed
on line
100%
Monthly
Monthly
60%
60%
100%
100%
% of departmental
budget spent on
skills development
Levels of staff
performance
managed
Level of
compliance by the
dept. to councils’
HIV/AIDS
workplace policy
% variance against
operating budget
1% of wage
bill
1% of wage
bill
Up to level 5
Up to and
including
level 5
100%
compliance
Baseline
60%
0% over
expenditure
Target
Q1
Q2
Q3
Q4
100%
Sign-off by
FED and the
City
Manager
88
Budget summary
Table 2.26 is a quarterly breakdown of the operating and capital budget for the
Housing department.
Opex
Capex
Total
(R 000)
447 102
234 250
Cashflow Projection
Q1
Q2
109 578
110 688
23 573
46 899
Q3
111 706
70 225
Q4
115 130
93 551
WARD COUNCILLOR SUPPORT, PEOPLE CENTRE AND
SUPPORT SERVICES
Introduction
Service delivery improvement has assumed prominence in the operations and strategic
management of the CoJ. Indeed, the best variable for judging the CoJ’s performance
is improvements in service delivery.
As part of the attempt to enhance service delivery, the CoJ has decentralised service
delivery around the eleven regions. Administratively, the CoJ has enhanced service
delivery and customer relation management through the establishment of people
centers. Politically, the CoJ has institutionalised the councillor support structure to
assist councillors in every region.
Challenges
Peoples centres and councillor support are faced with a plethora of challenges, but the
principal ones are the following:






Inadequate capex to cater for cost of new peoples centres;
No sustainable outreach into communities;
Problems with management of regionally-specific information that is often
required by communities;
Unit cost of telephone and electronic contact too high and unsustainable;
Councillor capacity building inadequate; and
Strengthening of ward committees.
Budget summary
Table 2.27 shows the quarterly breakdown for the operating and capital budgets for
this vote.
Opex
Capex
Total
(R 000)
241 828
3 100
Cashflow Projection
Q1
Q2
62 132
63 338
0,775
0,775
Q3
58 222
0,775
Q4
58 136
0,775
89
UAC SERVICE DELIVERY SUMMARIES
CITY POWER
Background
City Power is a utility established in terms of the Companies Act. City Power was
established in November 2000 and is fully owned by the CoJ.City Power Ltd is the
electricity distribution service provider to the CoJ. The core competency of its
business is to purchase, distribute and sell electricity within certain areas of the CoJ.
City Power is not the sole provider of electricity services within the city. Eskom is the
other provider, servicing some areas of the city. In terms of electricity supply, City
Power continues to rely on two main sources, namely, Eskom (80%), Kelvin Power
Station (20%). City Power also has access to its own gas turbines (160 MW of gas
capacity) that is used for emergency start-up.
Challenges
The company faces a number of challenges, including:



Citywide power outages;
Identification of households without access to basic levels of electricity; and
Billing and accounts reconciliations.
Service delivery
City Power complies as required in terms of Section 87(5) (d) (i) of the MFMA and
Sections 41 and 81 of the MSA. City Power is committed to creating jobs through the
EPWP and ensuring the adequate training and development of previously
disadvantaged individuals and the disabled. Specific quotas are set at the onset of each
capital programme and project, making provision for the inclusion of targeted
individuals to be employed for the duration of the project cycle. Skills and training are
also provided and skilled individuals advance to other programmes and projects if the
skills are required. KPIs have also been developed to monitor the effectiveness of the
EPWP programme and this is similarly reported on an annual and quarterly basis. The
list of KPAs includes the national treasury requirements and that of environmental
management.
The overall service delivery of the department is summarised in Table 2.28. This
scorecard outlines key performance indicators and targets for the department.
90
Table 2.28: City Power Scorecard
Key performance
area
Households with at
least basic services
Revenue
improvement
Power outages
Public lighting
Regulatory
compliance (ner)
Key performance
indicator
Baseline
Target
Q1
Q2
Q3
Q4
Number of
299 719
300 019
299 794
dwelling units
with access to
electrification
connections
(excluding Eskom
areas)
Number of
222 164
222 386
222 220
households with
access to free
basic electricity
Revenue collected as percentage total revenue billed:
299 869
299 944
30 0019
222 275
222 331
222 386
Key customers
100%
98%
100%
100%
100%
100%
Top customers
101%
100%
98%
98%
98%
98%
Domestic
customers
Gross margin
88%
93%
93%
93%
93%
93%
38%
35,3%
26%
46%
43%
29%
Unaccounted-for
14,2%
electricity as a
percentage of
electricity
dispatched (billing
losses)
Number of power outages:
13,2%
13,2%
13,2%
13,2%
13,2%
Bulk
165
150
29
34
52
35
Mv
1 500
1 200
255
242
357
421
Lv
133 600
93 900
26 647
23 701
21 370
22 812
Public lights
New
repaired as a
(2004/05)
percentage of
complaints rereceived
% compliance with nrs 048 (quality of supply)
New
(2004/05)
-
-
-
Category 4 domestic
Category 5 – rural
45%
65%
100%
87%
74%
65%
84%
88%
100%
100%
100%
88%
Category 2 –
industrial
Implementation of
disaster
management plan
by target date
45%
55%
94%
89%
77%
55%
New
indicator
June 2006
New
-
-
-
91
Key performance
area
Environment
Occupational health
and safety
(2004/05)
EDI process
HIV/AIDS
Data accuracy
Human recources
development
Economic
development and job
creation
Key performance
indicator
Compliance with
environmental
management
systems (iso
14001) by target
date
Opex budget
allocated for
environmental
management
system as a
percentage of total
opex
Number of
employees
disabling injury
frequency ratio
Number of
employee job
related fatalities
Established
NOSA baselines
and action plan
(not accreditation)
by target date
Red 4 integration
plan developed by
target date
Number of
HIV/AIDS
workplace
programme in
place
Compliance with
CoJ and approved
CP policy by
target date
HIV/AIDS
statistics reported
quarterly
Levels of core
system data
accuracy
Employment
equity (AA ratio)
Employment
equity (gender
equity ratio)
Employee
satisfaction
Number of
temporary jobs
created
Number of
permanent jobs
created
Baseline
Target
Q1
Q2
Q3
Q4
New
70%
New
-
-
-
New
-
New
-
-
-
0,50
0,4%
0,5
0,46
0,46
0,4
0
0
0
0
0
0
New
June 2006
New
-
-
-
Jan 2004
December
2005
Jun 2005
-
-
-
1
1
1
1
1
1
Jan 2004
June 2006
Jun 2005
-
-
-
100%
100%
100%
100%
100%
100%
60%
66%
66%
66%
66%
66%
71%
70%
70%
70%
70%
70%
16%
16%
16%
16%
16%
16%
75%
76%
76%
76%
76%
76%
12 77
1 090
-
-
-
-
24
17
-
-
-
-
92
Key performance
area
Safety and security
Customer
satisfaction and
responsiveness
Black economic
empowerment
Profitability
Engendered
companies
empowerment
Tariffs
Maintenance
programmes
Key performance
indicator
Baseline
Target
Q1
Q2
Q3
Q4
Number of public
0
0
fatalities
Annual customer satisfaction index rating:
0
0
0
0
Key customers
Top customers
75%
75%
75%
75%
75%
75%
75%
75%
75%
75%
75%
75%
Domestic
customers
Number of total
calls answered in
(30 seconds) as a
percentage of total
calls received
Number of
customer
complaints/queries
resolved per total
calls received
Average time
taken for City
Power to resolve
queries that are
referred to
Compliance with
BEE policy by
target date
BEE procurement
as a percentage of
total budget
BEE spend as a
percentage of
opex
BEE spend as a
percentage of
capex
Interest expense
75%
75%
75%
75%
75%
75%
90%
91%
91%
91%
91%
91%
96%
98%
98%
98%
98%
98%
48 hrs
36 hrs
36 hrs
36 hrs
36 hrs
36 hrs
June 2005
64%
June
2005
-
-
-
62%
64%
65%
65%
65%
65%
62%
64%
65%
65%
65%
65%
62%
64%
65%
65%
65%
65%
R218 ml
R239,3 ml
R58,5 ml
R60,7 ml
R59,6 ml
R60,3 ml
Attributable
income
Engendered
expenditure
R61,7 ml
R42,8 ml
R39,9 ml
R89 ml
R57,4 ml
R63,9 ml
20%
22%
20%
20%
20%
20%
Implementation of 10%
95%
100%
100%
100%
tariff methodology
Faults restoration within the specified time frame as a percentage of the total number of faults
reported (nrs 047):
Within 1,5 hours
30%
30%
30%
30%
30%
30%
Within 3,5 hours
60%
60%
60%
60%
60%
60%
Within 7,5 hours
85%
86%
95%
95%
95%
95%
Greater than 24
hours
95%
96%
96%
96%
96%
96%
93
Key performance
area
Opex
Capex
Key performance
indicator
Baseline
Target
Q1
Q2
Q3
Q4
Opex spent on
maintenance
programmes in
targeted areas as a
percentage of
overall opex
budget
Opex
New
-
New
-
-
-
R666 ml
R700,83 ml
-
-
-
-
Capex spent on
network as a
percentage of the
overall capex
budget
Capex spent in
targeted areas as a
percentage of total
capex
-
R674,5 ml
-
-
-
-
R469,57 ml
-
R674,5
ml
-
-
-
Budget summary
Table 2.29 is a quarterly breakdown of the operating and capital budget for City
Power.
Opex
Capex
Total
(R 000)
3 632 898
675 178
Cashflow Projection
Q1
Q2
1 064 362
794 440
67 518
135 035
Q3
791 218
202 554
Q4
982 878
270 071
PIKITUP
Background
Pikitup was corporatised as a private company in 2001. Pikitup provides waste
management services to the 3,2 million Johannesburg residents. Pikitup also offers
commercial services to approximately 17 000 businesses in the city, and picks litter
and sweeps approximately 9 000 kilometers of streets within Johannesburg’s eleven
regions. The city generates a total of 1, 5 million tons of waste per annum.
The company currently has 3 212 employees operating from eleven depots, and a fleet
of 355 vehicles and seventy-three third party fleets, five landfill sites incinerator and
forty-eight garden refuse sites across the city. More than 190 informal settlements
which comprise of approximately 200 000 dwellings are serviced weekly. The refuse
collection service to these settlements varies from weekly round collections, to
placement of skip containers, removed weekly. Pikitup has modernised and improved
waste collection systems by constantly upgrading its fleet, and also delivering the 240
litre wheeled bins in the phased replacement of the old refuse bag system.
94
The new integrated Waste Management Policy and the National Waste Management
Strategy seeks to minimise the waste stream going to landfills, while extracting
maximum value from the waste stream at all stages of the collection. The strategy also
introduced new environmental regulations, designed to bring South Africa’s waste
management in line with the best environmental practices in the world. This strategy
has been formulated to ensure revenue growth, increased customer satisfaction,
improved employee attitude and morale.
Challenges
Pikitup operates in an unregulated, harsh, yet highly competitive, environment. The
challenges that have been identified by the company as greatly impacting on its
business are:











Fleet optimisation and labour cost management;
The impact of HIV/AIDS on the business and on service delivery;
Striving towards alignment to National Waste Management Strategy and
compliance to the Polokwane declaration;
Landfill site depletion;
Clients’ service delivery expectations and the financial impact thereof;
Maintaining service delivery in line with the growth of the CoJ
Unregulated market entrance by illegal, formal and informal operators and the
resulting price undercutting;
Ineffective enforcement of waste by-laws leading to damage to the environment,
e.g. illegal dumping;
Complexity of CoJ’s projects overlapping with Pikitup projects (CDM,
Thermsave, and recycling);
Ownership of landfill sites; and
Introduction of new financial relationship between the parent municipality and the
entity by the MFMA.
Service delivery
The CoJ has allocated a capex budget of R45,1 million to Pikitup in the 2005/06. This
is intended to cover the roll out of the various programmes and projects aligned to the
CoJ’s Strategic Agenda. The capex allocation will be spent on, amongst others,
procurement of refuse bins, garden site roll out and upgrade of existing sites, plant
and machinery, landfill sites upgrade, bulk containers, office equipment, signage,
alterations to depots and to head office. There was, however, no budget allocation in
respect of rehabilitation and management of closed landfill sites, simulation model
development, development of a builders rubble plant and for the formation of a waste
transfer station.
The majority of the capex is scheduled to be applied in the second half the budget
year. Seventy-five percent of the projected expansion is into new land and buildings
and 14% is into fixed assets.
The company strives for service delivery excellence in terms of domestic waste
management, public waste management services, waste disposal. The company also
95
focuses on poverty alleviation and human development through Zivuseni project for
job creation and training. The company works with other UACs in improving the
inner city and maintaining cleanliness and with other areas like Diepsloot service
delivery improvements and maintenance.
The overall service delivery of the department is summarised in Table 2.30. This
scorecard outlines key performance indicators and targets for the department.
Table 2.30: Pikitup Scorecard
Key Performance
Area
Key Performance
Indicator
Strategic Agenda
Daily level of
cleanliness
achieved according
to photometric
standards in
targeted159 areas
% households with
access to basic
level of solid waste
disposal in
proclaimed 160
areas
% households with
access to basic
level of solid waste
disposal in
proclaimed areas
% compliance with
environmental
management
system (EMS)
based on ISO
14001
No of depots
implemented EMS
No of landfills
implemented EMS
Number of
employee disabling
injury/incidents
reported
Number of depots
obtained NOSA
grading
Number of landfills
compliant with
NOSA grading
% implementation
of a disaster
management plan
Environmental
management
Occupational
health and safety
Disaster
management
Baseline
Target
Q1
Q2
Q3
Q4
65%
70%
66%
67%
69%
70%
95%
97%
96%
96%
97%
97%
90%
97%
93%
95%
95%
97%
70%
100%
75%
80%
90%
100%
0
8
2
2
2
2
0
3
1
1
20
5
1
2
1
1
0
11
3
2
3
3
0
5
1
2
1
1
90%
100%
92%
94%
97%
100%
159
Targeted areas – Soweto, Inner City, Randburg, Ivor Park and Diepsloot.
160
Proclaimed areas – Informal settlements.
1
96
Key Performance
Area
Key Performance
Indicator
HIV/AIDS
% implementation
of employee
wellness
programme
Medical
examinations for
drivers
On site health care
programme
HIV/AIDS training
for managers
Number of
sustainable jobs
Number of jobs
created in targeted
areas of the EPWP
Number of person
days of standard
training received
Number of
learnerships
completed for the
EPWP
Number of
domestic 240l bins
rolled out
Number of bins
rolled out to
Orange Farm
Cost per ton
collected from
domestic customers
Cost per ton
collected from
commercial
customers
Cost per ton
collected from
illegal dumping
spots
Cost per ton
collected from
street sweeping
Cost per ton
collected from
informal areas
Cost per ton
healthcare waste
collected and
incinerate
Tonnages disposed
at landfill
Volume (tons) of
waste recycled as a
percentage of total
waste collected
Volume (tons) of
waste recycled
From garden sites
Job creation
Waste collection
Waste
minimisation and
recycling
Baseline
Target
Q1
Q2
Q3
Q4
70%
90%
75%
80%
85%
90%
50%
70%
55%
60%
65%
70%
10%
60%
15%
15%
15%
5%
8
10
1
1 500
100
25
25
25
25
0
20
5
5
5
5
0
2
1
1
1
21 000
30 000
2 500
2 500
2 500
1 500
0
50 000
12 500
12 500
12 500
12 500
373,30
370
-1
-1
-1
-0,3
353,11
350
-1
-1
-1
-0,11
217,50
215
-1
-1
-1
-0,50
2 749,52
2 745
-1.0
-1.0
-1,0
-1,52
750,89
745
1.0
1,89
2,0
1,0
4 423
4 400
5,1
5,1
5,1
5,0
1,4m tons
1,4m tons
-
-
-
-
5%
7%
0,5%
0,5%
0,5%
0,5%
2 980
3 500
130
130
130
130
1
97
Key Performance
Area
Illegal dumping
Financial
Management
Capex Spent
Black economic
empowerment
Customer
perspective
customer
responsiveness
Key Performance
Indicator
Volume (tons) of
waste recycled for
composting
Reduction of
illegal dumping
sites
Revenue generated
from commercial
customers
(profitability)
% completion of a
bin census
% of capex spent
against approved
budget including
MIG
% of capex spent
on BEE
procurement as a
percentage of total
budget
% of opex spent on
BEE procurement
as a percentage of
total budget
Response time to
closure of
emergency
queries
Number of calls
closed as a % of
total calls logged
Baseline
Target
Q1
Q2
Q3
Q4
9 600
36 000
6 600
6 600
6 600
6 600
9 000
8 500
125
125
125
125
R26,6ml
R31,1ml
R1,125ml
R1,125ml
R1,125ml
R1,125ml
60%
100%
10%
10%
10%
10%
75%
100%
6,25%
6,25%
6,25%
6,25%
50%
65%
3,75%
3,75%
3,75%
3,75%
75%
67%
2%
2%
2%
2%
20 hours
18 hours
-30
minutes
-30
minutes
-30
minutes
-30
minutes
75%
80%
1,25%
1,25%
1,25%
1,25%
Budget summary
Table 2.31 is a quarterly breakdown of the operating and capital budget for the
Pikitup.
Opex
Capex
Total
(R 000)
621 951
48 321
Cashflow Projection
Q1
Q2
152 002
156 585
4 796
9 952
Q3
155 826
14 388
Q4
157 538
19 185
98
JOHANNESBURG WATER
Background
Johannesburg Water (JW) was incorporated as a private company in November 2000
by the CoJ to provide water and sanitation services to its inhabitants.
Annually JW purchases 470 000 Ml of purified water from Rand Water, and
reticulates it to the residents and businesses of Johannesburg through a network of 9
800 km of distribution pipes and 120 reservoirs and water towers. It also collects and
treats 325 000 Ml of wastewater annually using a 9 200 km network of sewers and six
wastewater treatment plants before returning the treated effluent to the local river
system.
Challenges









Improve the quality of data on which planning and investment decisions are
Based;
Improve service provision – especially sanitation - in rapidly growing informal
settlements;
Source additional capital to address the service growth needs of the CoJ;
Balance capital expenditure with provision for sound maintenance –
particularly for sustainable maintenance and repair programmes for both
networks and treatment works repair and upgrade the old infrastructure JW
inherited which requires significant refurbishment and maintenance funds;
Improve management of the revenue function, which is split between CoJ and
JW;
Reduce high levels of non-payment in low income areas;
Reduce unaccounted-for water from 34% to 31% in 2005/06, through reducing
both physical and commercial losses;
Reduce consumer resistance to the introduction of “free-paid” meters in
Soweto; and
Raise awareness of the need for water conservation throughout the CoJ.
Service delivery
JW’s targets for improved service delivery in 2005/06 including the following:







Increase the number of households with access to at least basic water to 98,5%
Increase the number of households with access to at least basic sanitation to
94,4%
Increase the number of households with access to free basic water who earn less
than R1 100-m per month;
Improve restoration of mainline water bursts within forty-eight hours to 82%
Improve clearing of sewer blockages within twenty-four hours to 80%
Improve responsiveness to customer queries and complaints; and
Maintain extremely high standards of water quality, wastewater effluent quality
and wastewater plant sludge disposal.
99
JW’s capital budget aligns with the CoJ’s 2030 vision as well as the IDP and mayoral
focus areas for 2005/06. A budget of R407,1 million has been set aside to improve
service delivery by improving and extending JW’s infrastructure, implement the VIP
sanitation programme in informal settlements, replace old and obsolete infrastructure,
and enable compliance with government regulations such as upgrading existing
infrastructure on the wastewater reclamation works.
Doornkop/Soweto have the highest budget allocation due to the Operation
Gcin’amanzi project that is currently underway there. This project aims to reduce
abnormally high levels of unaccounted-for water, particularly in Soweto’s deemed
consumption areas. The project represents a R569 million investment over four years
and will benefit 162 000 households. The Gcin’amanzi project is labour intensive,
and emphasis is being given to maximising job creation within the local communities.
It is anticipated that project costs will be recovered fully over four years through
massive reductions in unaccounted-for water.
Other capital projects include upgrading, renewal and replacement of water and sewer
reticulation and related reservoirs and pump stations; new water and sewer mains;
extension of water and sanitation services in informal settlements; and upgrading of
bulk infrastructure to support proposed developments in Alexandra, Driezek and
Cosmo City.
The CoJ and its companies are also committed to advancing BEE and job creation
through the EPWP. JW is further committed to creating jobs through training and
development of previously disadvantaged individuals and the disabled. Service
delivery monitoring and reporting thus ensures the company effects BEE spend both
in terms of its capex and opex expenditure. Specific quotas are set at the onset of each
capital programme and project making provision for the inclusion of targeted
individuals to be employed for the duration of the project cycle. Skills and training are
also provided and skilled individuals advance to other programmes and projects where
the skills are required and if such need arises. KPIs have also been developed to
monitor the effectiveness of the EPWP programme and this is similarly reported on an
annual and quarterly basis.
The overall service delivery of the department is summarised in Table 2.32. This
scorecard outlines key performance indicators and targets for the department.
Table 2.32: Johannesburg Water Scorecard
Key
Performance
Area
Customer
responsiveness
Key
Performance
Indicator
% calls answered
within 30 seconds
Number of
customer billing
queries resolved
at first contact as
a % of total
number of billing
queries received
Baseline
Targets
94.,6%
90%
86%
80%(2)
Q1
Q2
Q3
Q4
-
-
-
-
-
-
-
-
100
Key
Performance
Area
Investment
delivery
Environmental
compliance
Water quality
Response times
Key
Performance
Indicator
Customer queries
resolved as a
proportion of calls
received
Written customer
queries resolved
within 72 hours
Average time
taken to resolve
customer queries
(hours)
Actual capital
expenditure as a
% of total capital
budget
% compliance
with wastewater
effluent quality
permit
% compliance
with wastewater
plant sludge
disposal –DWAF
standards
Number of
wastewater spills
per annum
% drinking water
quality (E.coli/
100ml) in
compliance with
SANS 241
Number of
mainline bursts
restored within
48 hours as a % of
jobs completed
Number of sewer
blockages cleared
within 24 hours as
a % of jobs
completed
Number of
missing sewer
manhole covers
attended to within
24 hours as a % of
jobs completed
% of households
with access to
minimum level of
water service
(number of
backlog
households)
Baseline
Targets
Q1
97%
95%(2)
-
75%
75%
-
49 hrs
60 hrs (2)
95%
Q2
Q3
Q4
-
-
-
-
-
-
-
95%
-
-
-
-
96%
96%
-
-
-
-
100%
100%
-
-
-
-
143
145 (4)
-
-
-
-
99.7%
99%
-
-
-
-
82%
82%
-
-
-
-
77%
80%
-
-
-
-
N/A
90%
-
-
-
-
98%
98,5%
-
-
-
-
(18 960)
(14 745)
101
Key
Performance
Area
Key
Performance
Indicator
Additional
households to be
connected
by JW
by CoJ Housing
% of households
with access to
basic level of
sanitation
(number of
backlog
households)
Additional
households to be
connected
by JW
by CoJ Housing
Impermanent
informal
settlementupgrading of
services (LOS1)
performed by JW.
Number of VIP’s
installed
(cumulative)
% of households
earning less than
R1100 per month
with access to free
basic water
Households who
must pay for
services even
though they have
access to just:
-A basic water
supply service
(and only use a
basic amount)
-A basic
sanitation service
(and use only the
basic service)
Number of
households which
are using more
than 6kl/ month of
water and
purchase
additional water
credits as % of the
total number of
households with
prepayment
meters
(OGA)
Baseline
Targets
Q1
Q2
Q3
Q4
-
1 413
-
-
-
-
92,8%
94,4%
-
-
-
-
(70 478)
(54 935)
-
4 592
-
-
-
-
(5317)
4 000
(19000)
-
-
-
-
98%
98,5%
-
-
-
-
0%
0%
-
-
-
-
52%
TBD
-
-
-
-
102
Key
Performance
Area
Key
Performance
Baseline
Targets
Indicator
Average monthly
3.37 kl/ month TBD
amount of water
purchased in the
form of
prepayment meter
credits (kl/ month)
(OGA)
Development of
N/A
100%
new tariff
structure
according to new
indigent policy if
available
Reduction in
170
140
debtor days(top
customers)
Number of
N/A
0.5%
households
supplied by
formal piped
systems which
have inadequate
continuity of
water supply
Completion of a
N/A
100%
customer charter
by target date of
July 2005
Perception in the CoJ’s customer satisfaction survey for:
-Water provision
-Sanitation
% compliance
with JW policy on
the installation of
prepayment
meters 2005/06
Billed revenue
Cost of sales
Gross profit
Gross margin
Expenditure
Other income
Interest
Interest grant
from CoJ
(Loss)/profit
before tax
% revenue
collected from top
customers
% of
unaccounted-for
water
Q1
Q2
Q3
Q4
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
75,4 %
78%
-
-
-
-
70,6 %
N/A
73%
100%
-
-
-
-
R2 414
R1 190
R1 224
50,7%
R1 310
R33
R265
R200
R2 879
R1 349
R1 530
53,1%
R1 478
R41
R303
R240
-
-
-
-
(R118)
R29
-
-
-
-
92%
100%
-
-
-
-
36%
31 %
-
-
-
-
103
Key
Performance
Area
Key
Performance
Indicator
Intervention gains
Billing correction,
commercial and
physical losses
interventions
Operation
Gcin'amanzi
(Soweto)
Number of water
meters of original
top customer read
as a % of the total
number of water
meters of original
top customers
Number of stands
equipped with
prepayment
meters during
financial year
(% of total of 162
000 stands)
Water saved
through OGA :
- for stands
equipped during
the year
(kl/annum)
Customer
satisfaction
survey carried out
annually in
Soweto where
prepayment
meters have been
installed
Level of cross
subsidisation on
social tariff (less
than 10 kl/ month)
-Social Tariff as a
percentage of
average cost (%)
Number of annual
breakdowns
repaired at pump
stations and
reservoirs
Baseline
Targets
Q1
Q2
Q3
Q4
-
1%
-
-
-
-
-
2%
-
-
-
-
95%
96%
-
-
-
-
630
64 940
-
-
-
-
0%
40.1%
19 200
15 401 000
-
-
-
-
N/A
100%
-
-
-
-
-
-
-
-
-
-
-
-
30%
TBD
564
500
104
Key
Performance
Area
Key
Performance
Baseline
Targets
Indicator
Rand value of all
R513 247
TBD
contractors e.g.
Tellkom/ City
Power etc billed
for water losses
caused by burst
due to them
damaging pipes
% compliance
N/A
100%
with the
implementation of
the Water
Services
Development Plan
(WSDP)
Number of public 200
600
education/
newspaper/ radio
events which
include
responsible water
consumption
% implementation N/A
100%
of drought
management
strategy
In line with CoJ’s Disaster Management Strategy
-% development
N/A
N/A
of JW DM Plan
-% compliance
N/A
100%
with JW DM Plan
Number of labour Data collection 10% increase
intensive jobs
(3 211)
(3 886)
created in terms of
EPWP jobs
created
% value of total
52%
60%
procurement spent
allocated to BEE
Number of
N/A
80%
suppliers BEE
accredited as a %
of the total
suppliers
Training budget
2,3 %(8)
1%
as a % of payroll
% of training
103% (8)
95%
budget spent on
implementation of
workplace skills
plan
Q1
Q2
Q3
Q4
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
105
Key
Performance
Area
Key
Performance
Indicator
EE targets for top
three levels of
management
Training and
mentoring plan
implementation –
achievement of
skills
development
target (training
events)
Reduction of
actual overtime
hours worked by
2%
Awareness of
HIV/AIDS
interventions
measured at the
hands of direct
contact and
coverage
measured in
percentage of
employees trained
% access of J W
staff to food
supplements
(programme
introduced in the
2004/2005) year
% commitment to
the approved
safety protocol of
the CoJ
% subcontractors
made aware of the
approved CoJ’s
safety protocol
Disability injuries
incidence rate
Baseline
Targets
Level 1:
100% PDI
Level 1: 100%
PD
Level 2 :
83% PDI +
HDI (17%
non-HDI)
Level 2 :
75% PDI
Level 3 :
56% PDI +
HDI (44%
non-HDI)
7 813 (8)
Level 3 :
75% PDI
Q1
Q2
Q3
Q4
-
-
-
-
3 000
-
-
-
-
2%
44 2627hrs/a
2%
-
-
-
-
90%
94%
-
-
-
-
N/A
60%
-
-
-
-
N/A
100%
-
-
-
-
N/A
100%
-
-
-
-
1,82
1,7 – 1,8
-
-
-
-
106
Budget summary
Table 2.33 is a quarterly breakdown of the operating and capital budget for
Johannesburg Water.
Opex
Capex
Total
(R 000)
3 130 075
456 197
Cashflow Projection
Q1
Q2
796 169
829 127
55 620
111 239
Q3
776 050
166 859
Q4
728 729
122 479
JOHANNESBURG ROADS AGENCY
Background
The Johannesburg Roads Agency (JRA) was formed in November 2000 but started
operating in January 2001 as a (Pty) Limited, incorporated in terms of the Companies
Act. The main company objective in the next three years is to work towards becoming
a world class company, which will manage and develop balanced road services
infrastructure to ensure sustainable service delivery and movement within the city of
Johannesburg, thereby creating a sustainable platform for economic growth by
attending to the following:






Upgrade of road infrastructure in townships and informal settlements;
Improve accessibility;
Upgrade systems for safety and sustainability;
Manage the growing car usage and congestion;
Support of public transport; and
Improve the efficiency, management and sustainability of the company.
The JRA’s core business is the development, administration and management of the
municipal transport infrastructure, especially roads, stormwater bridges and culverts,
traffic lights and road signage in Johannesburg. It is, therefore, responsible for the
activities associated with roads, stormwater, footways, railway sidings and traffic
mobility management in Johannesburg. These activities include:




Design;
Construction;
Maintenance; and
Management of road infrastructure networks including traffic lights and
stormwater.
The general responsibility for roads within Johannesburg is shared between three
spheres of government with the CoJ controlling the vast majority of road kilometers.
The total road network managed by JRA is 9 435km.
Since its inception, the JRA has progressively developed into one of the leading
agencies in Johannesburg in respect of service delivery and is embarked upon a
107
strategy to create a world class company by June 2005. It has changed its focus from
that of building and maintaining roads to “the ability to get the customer around the
city with minimum hindrance, least cost and shortest time”.
Challenges
The following are some of other major challenges:







Implementation of continuous improvement strategies in all the depots: All
business units within JRA must comply with world class status, which focuses on
efficient customer relationship and continuous improvement;
Access to disadvantaged communities through the eradication of
development backlog with a specific focus on the construction of over 800km
of township roads: This will enable residents to better cope with accessibility in
wet weather, dust problems and management of stormwater.
JRA will be investigating possible financing instruments. This will require a
redefinition of an institutional framework within the JRA and how currently
operates;
The existing traffic control systems are old and do not communicate to a
centralised operations centre resulting in a reliance on the public to notify the JRA
if there are service defects;
Integrating service delivery with the GPG Department of Transport to minimise
inter-governmental duplications and disparities in service standards;
In the face of ever increasing impact of HIV/AIDS in the workplace, the
recruitment training and retention of staff will have to receive a new impetuous in
the road sector given the labour intensive nature of its activities; and
The emphasis for skills will need to go beyond the development of artisans and
include IT challenges to enable JRA to be competitive in an ever changing world.
Service delivery
Roads
JRA has a total length of 8 166km under its control, of which 852km are gravel roads,
mostly in township areas and informal settlements of the city.
Stormwater
JRA is responsible for ensuring that stormwater is conveyed in a safe manner that
does not compromise asset value, the environment, ecology, life, health or property.
The JRA has 3 943km of closed stormwater infrastructure and an extensive open
drainage system under its control.
Bridges and culverts
Bridges and culverts refer to crossings and include road over road, road over rail, road
over river and pedestrian over road structures. There are currently approximately 470
bridges and forty-one major culverts.
Traffic lights
Non-functioning traffic lights are a contributory factor to the congestion problem
within the city. There are currently 1 851 traffic signal controlled intersections which
108
are managed and maintained by the JRA. The total number of traffic light units are
estimated at 91 500.
Integrated transport plan
The land transport vision, goals and objectives were developed, taking into account
those formulated in the national and provincial spheres of government, but also with
regard to the CoJ’s approved spatial, local economic and development frameworks.
In particular, the land transport vision encompasses the overall direction and strategic
thrust set out in the CoJ’s 2030 strategy.
The overall service delivery of the department is summarised in Table 2.34. This
scorecard outlines key performance indicators and targets for the department.
Table 2.34: JRA Scorecard
Key Performance Key Performance
area
indicator
Service delivery
Baseline
Target
Q1
Q2
Q3
Q4
Kilometres of
gravel roads
maintained
850
750
250
350
550
750
Kilometres of road
upgraded from
gravel to surfaced
750
30
3
16
30
Completed potholes 95%
filled expressed as a
% of reported
potholes
95%
95%
85%
95%
95%
Lane km of roads
resurfaced
80
187
47
94
140
187
Number of major
stormwater
incidents
(floodings)
Number of KIs
cleaned each year
25
15
2
5
5
3
47 846
56 000
14 000
14 000
14 000
14 000
Completed
reinstatements
expressed as a % of
total orders
Average speed at
peak hour on major
arterials
Number of traffic
signal controlled
intersections
working in any one
day
% of CoJ area
under formal storm
water control
75
100
80
90
95
100
26,15 km/hr
27,15km/hr
26,15
26,15
26,15
27,15
1 790
1 783
1 783
1 783
1 783
1 783
20%
22%
0%
0%
0%
22%
109
Key Performance Key Performance
area
indicator
Customer
perspective
Internal process
Baseline
Target
Q1
Q2
Q3
Number of formal
41
50
12
12
12
taxi lay-byes with
acceptable level of
road markings
Lane km of road
1 522
1 600
400
400
400
markings painted
Number of traffic
New indicator 5%
5%
5%
5%
signals with
recurring faults as
% of traffic signals
repaired
Number of
New indicator 90%
80%
80%
85%
complaints about
road signs and
marking resolved as
% of complaints
received
Red flagged issues
0%
100%
25%
50%
75%
from customer
survey resolved
expressed as a % of
total issues raised
Number of service
91%
95%
95%
95%
95%
defects resolved as
a % of total
reported
Service defects resolved within SDA timeframes as a % of total defects reported:
Q4
14
400
5%
85%
100%
95%
Potholes
82%
90%
85%
87%
88%
90%
Traffic signals
91%
90%
90%
90%
90%
90%
KIs
Number of CoJ
regions undergoing
public road safety
and storm water
education and
awareness
programmes
Number of man
days lost due to
disabling injury
Number of jobrelated fatalities
Number of person
days of
employment
created
Number of jobs
created from July
2005 to June 2006
4%
90%
85%
87%
88%
90%
11
11
11
11
11
11
56
40
10
10
10
10
0
0
0
0
0
0
76 560
86 240
28 160
28 160
28 160
0
Women
Youth
Other
250
250
250
25%
25%
25%
50%
50%
50%
75%
75%
75%
100%
100%
100%
110
Key Performance Key Performance
area
indicator
Learning and
growth
Environmental
indicators
Number of
employees exposed
to JRA’s
HIV/AIDS
programme as a%
of total employees
Implementation of
a disaster
management plan
Number of
workstations that
comply with OHSA
Number of capital
projects that
comply with EPWP
guidelines as % of
total projects
Number of JRA
employees
undergoing safety
education as % of
total employees
Number of
departments that
implement
approved WSP
Number of
departments
implementing with
Succession
Planning
Compliance with
standard EPWP
training
% implementation
of environmental
management
system based on
ISO 14000
% implementation
of cleaner
production
initiatives at asphalt
plant
Compliance with
Environmental
Impact Assessment
(EIA) process on
capex as % of total
projects
Compliance to the
conditions of EIA
RoD's as % of total
projects
Baseline
Target
Q1
Q2
Q3
Q4
100%
100%
25%
25%
25%
25%
0%
100% of DMP 25%
activities
50%
75%
100%
8
19
10
15
16
19
86%
100%
86%
90%
100%
100%
55%
80%
60%
65%
70%
80%
6
6
1
2
4
6
5
6
1
2
4
6
0%
100%
100%
100%
100%
100%
10%
0
0
0
10%
New indicator 20%
0
0
0
20%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
111
Key Performance Key Performance
area
indicator
% implementation
of environmental
management
system
Baseline
25%
Target
25%
Q1
0
Q2
0
Q3
0
Q4
25%
Budget summary
Table 2.35 is a quarterly breakdown of the operating and capital budget for JRA.
Opex
Capex
Total
(R 000)
391 171
263 200
Cashflow Projection
Q1
Q2
97 788
97 788
26 120
54 240
Q3
97 788
78 360
Q4
97 807
104 480
JOHANNESBURG CITY PARKS
Background
Johannesburg City Parks (JCP) was established as a Section 21 company of the CoJ
and has been operating since 2001. The company is responsible for the administration
and management of parks, cemeteries, designated open spaces, and nature
conservation areas. The company further maintains an estimated 1,6 million street
trees throughout Johannesburg.
JCP manages 2 138 parks, 4 798 hectares (ha) of developed open space as well as 3
600 undeveloped open space, 5 500 ha sidewalks, 1 775 ha developed arterials, 174 ha
of water surfaces, approximately 1,6 million street trees, thirty-five cemeteries, two
crematoria, one nursery, 1 569 ha of conservation land, eighty-seven kilometres of
river trails, and two environmental education centres.
Challenges
The company faces a number of challenges, which directly or indirectly impact its
business operations. These include::





The inclement weather experienced over the past financial year has increased the
maintenance burden of JCP with the highest rainfall recorded in years;
The extensive open space area required to be maintained within a limited
operating budget and staff;
Increasing demands by politicians and the public to maintain private owned land,
which is not catered for in the existing, limited operating budget;
The increase in emergency response initiatives to remove ageing trees, which have
fallen over due to increased thunder storms;
Inadequate financial resources to purchase more conservation land to protect
declining plant and animal populations in remaining open spaces;
112


The ability to reduce the backlog of trees to be planted in previously
disadvantaged areas given the constraining budget and mayoral requirement to
plant trees taller than two meters; and
The increasing security requirements in existing facilities such as parks.
Service delivery
The CoJ have allocated a capex amount of R24,5m to the JCP to roll out a number of
programmes and projects that are aligned to the CoJ’s Strategic Agenda for the
2005/06 financial year. This capex will be spent on developing new regional
cemeteries, regional parks and upgrading existing parks, developing environmental
conservation areas, and planting street trees in relevant areas. These programmes and
projects are all directed at improving environmental management in the city.
Three new regional cemeteries will be established at a total cost of R7,975m, while a
capex amount of R2,850m will be spent on the refurbishment of existing parks. A
total capex amount of R4,8m is budgeted for the establishment of new regional
cemeteries. Capex will additionally be invested in environmental conservation
development at a budgeted amount of R4,5m. Finally, an amount of R1m is budgeted
for tree planting, plant and equipment of R2,875m, and R500 000 for project
management.
The CoJ and its companies are committed to advancing BEE and job creation through
the EPWP ensuring the adequate training and development of previously
disadvantaged individuals and the disabled. Service delivery monitoring and reporting
thus ensures the company implements BEE spend both in terms of its capex and opex
expenditure.
The overall service delivery of the department is summarised in Table 2.36. This
scorecard outlines key performance indicators and targets for the UAC.
Table 2.36: City Parks Scorecard
Key
performance
area
Service delivery
Key
performance
indicator
Number of
regional parks
established
relative to total
Number of
park
refurbishments
completed
Number of
regional
cemeteries
established
relative to the
total
Baseline
Target
Q1*
Q2
Q3*
Q4*
3
2
Phase 1
Phase 2
Phase 3
2
5
4
Phase 1
Phase 2
Phase 3
4
5
3
Phase 1
Phase 2
Phase 3
3
113
Key
performance
area
Key
performance
Baseline
Target
Q1*
Q2
indicator
Number of
2 000
2 000
600
400
mature
indigenous
trees planted
(>2 meters
high)
Number of maintenance cycles (days) undertaken in parks per category:
Flagship parks
(main parks)
Developed
parks
Undeveloped
parks
Sidewalks
Main arterials
Q3*
Q4*
400
600
14
14
14
14
14
14
28
28
28
28
28
28
60
60
60
60
60
60
3 cuts per
annum
60
3 cuts p.a
No cut
1 cut
1cut
1 cut
60
60
60
60
60
Road islands
Cleaning
Cleaning
Cleaning
Cleaning
Cleaning
every 60
every 60
every 60
every 60
every 60
days
days
days
days
days
Number of maintenance cycles undertaken (days) in cemeteries per category:
Cleaning
every 60
days
Developed
cemeteries
Undeveloped
cemeteries
Inactive
cemeteries
% compliance
with
environmental
management
system
Number of
cremators with
air quality
abatement
technologies
Number of
cremators
complying
with legislation
and permit
conditions
Number of
environmental
awareness
programmes
completed
% capex spent
against
approved
budget
14
14
14
14
14
14
28
28
28
28
28
28
60
60
60
60
60
60
65%
90%
65%
75%
85%
90%
2
2
2
2
2
2
2
2
2
2
2
2
17
17 major
programmes
2
3
5
7
100%
100%
5%
5%
20%
70%
114
Key
performance
area
Occupational
health, safety
and security
Economic
development and
job creation
Key
performance
indicator
% compliance
of disaster
management
plan
% compliance
with OHASA
checklist
Number of job
related staff
fatalities
Number of
disabling
injury
incidents
Number of
new parks
established
incorporating
safety and
security
designs
Capex spent on
BEE
procurement as
a % of total
budget within
JCP's control
of choice
Opex spent on
BEE
procurement as
a % of total
budget within
JCP's control
of choice
Number of
jobs created
(EPWP)
Number of
person days of
employment
created
(EPWP)
Total
expenditure on
actual jobs
created
(EPWP)
Number of
person training
days
completed
(EPWP)
Baseline
Target
Q1*
Q2
Q3*
Q4*
0%
100%
100%
100%
100%
100%
80%
80%
80%
80%
80%
80%
0
0
0
0
0
0
45
42
10
15
12
5
6
Phase 1
Phase 2
Phase 3
6
62%
65%
65%
65%
65%
65%
62%
65%
65%
65%
65%
65%
200
50
50
50
50
0
1 200
300
300
300
300
0
R0,96 m
R 0,24m
R 0,24m
R0,24m
R0,24m
0
1200
300
300
300
300
115
Key
performance
area
HIV and AIDS
Customer
satisfaction and
responsiveness
Key
performance
indicator
Number of job
opportunities
filled in terms
of
demographics
(target might
be adjusted at
next exco)
Women
Youth
Disabled
Other
Total
expenditure
retained within
communities
(EPWP)
% compliance
with CoJ and
JCP’s HIV and
AIDS policies
% of
employees
exposed to
company HIV
and AIDS
programme
% annual
customer
satisfaction
index rating
Number of
outstanding
complaints
older that 90
days
Baseline
Target
Q1*
Q2
Q3*
Q4*
0
x 120
x 70
x4
[200]
R0,96 m
30
18
1
[50]
R0,24m
30
18
1
[50]
R0,24m
30
18
1
[50]
R0,24m
30
18
1
[50]
R0,24m
100% JCP
100% JCP.
70% CoJ
100% JCP.
70% CoJ
100% JCP
70% CoJ
100% JCP.
70% CoJ
100% JCP
70%% CoJ
0
80%
20%
20%
20%
20%
40%
40%
40%
40%
40%
40%
247
Under 300
250
Under 300
Under 300
250%
0
Budget summary
Table 2.37 is a quarterly breakdown of the operating and capital budget for City
Parks.
Opex
Capex
Total
(R 000)
334 821
49 379
Cashflow Projection
Q1
Q2
79 628
89 976
4 938
9 876
Q3
83 702
14 813
Q4
81 515
19 752
116
JOHANNESBURG ZOO
Background
The Johannesburg Zoo has served the citizens of Johannesburg for a hundred years.
Herman Eckstein donated the land in Saxonwold in 1904, with a small animal
collection donated by Sir Percy Fitzpatrick. Over time the nature and operation of the
Johannesburg Zoo has changed dramatically. Current the Johannesburg Zoo’s
philosophy places importance on four key pillars – conservation, education, research
and recreation. The Johannesburg Zoo is well placed to deliver these core pillars .The
zoo houses 2 050 animals of 380 species in fifty-four hectares.
Challenges
The company faces the following challenges which directly or indirectly impacts on
its business operations:






Uncontrollable weather elements like rain impacts on visitor numbers;
Fraud prevention in particular with respect to gate takings is an area of continuous
exposure;
Departmental managers need to be empowered to manage their own environments
and take ownership of productivity - failure to do so quickly and lead by example
would result in slow transformation;
A high turnover of staff has left the zoo vulnerable to key individuals. The zoo
thus had to fast track staff development;
Fierce competition from Gold Reef City, Montecasino Birdpark , movies and
shopping malls has forced the zoo into the challenge of developing innovative and
differentiated strategies for different market segments from visitors to tourism to
corporate to survive.
The zoo has an ageing infrastructure with displays that are run down, boring and
overcrowded.
Service delivery
The overall service delivery of the UAC is summarised in Table 2.38. This scorecard
outlines key performance indicators and targets for the UAC.
Table 2.38: Zoo Scorecard
Key Performance
Area
Service delivery
Key Performance
Indicators
Number of visitors
Baseline
360 000
Number of practice 4
drills
Level of
10%
implementation of
the five-year plan by
area covered
Target
Q1
Q2
Q3
Q4
380 000
90 000
110 000
80 000
100 000
4
1
1
1
1
20%
-
-
-
20%
117
Key Performance
Area
Environment
Key Performance
Indicators
Baseline
Environmental rating 66%
score based on ISO
14001 achieved by
June 2006
Number of projects 3
contributing to the
water quality
improvement or
consumption
reduction
Occupational health Number of employee 0
and safety
disabling injury
incidents
Number of employee 0
job related fatalities
HIV/AIDS
Compliance with CoJ 100%
and Johannesburg
Zoo HIV/AIDS
workplace policy
HIV/AIDS statistics Yes
reported quarterly
HIV/AIDS workplace 10%
programme
implementation
Economic
Number of
162
development and job sustainable jobs
creation
Number of temporary 10
jobs created
Number of jobs
407
created through
capital projects
Safety and security Number of public
0
safety incidents
reported
Customer safety
100%
programme
implemented June
2006
Service excellence
Number of
2
infrastructure
maintenance/
refurbishment
programmes
completed by June
2006
Number of new
7
facilities established
Number of
8
programmes initiated
to improve and
ensure animal
wellbeing
Number of animals 2 020
recorded bi-annually
in asset register
Target
Q1
75%
-
2
1
0
0
0
Q2
-
Q3
Q4
-
75%
1
0
0
0
0
0
0
0
0
100%
-
-
-
100%
Yes
Yes
Yes
Yes
Yes
80%
80%
162
167
165
164
162
6
6
6
0
0
1 640 man
months
-
-
-
-
0
0
0
0
0
100%
100%
2
-
-
1
1
6
1
2
1
2
8
2
2
2
2
2 050
2 030
2 040
2 050
2 050
118
Key Performance
Area
Maintenance
programme
Customer
satisfaction
Customer
responsiveness
Revenue generated
Black economic
empowerment
Key Performance
Indicators
Opex spent on
maintenance as a
percentage of total
budget
% of capex spent
against approved
budget
% of customer
satisfaction rating as
per index
Response time to
closure of queries
Revenue generated
from donor funding
as a percentage of
total revenue
Revenue generated
from animal sales as
a percentage of total
revenue
Capex spent on BEE
procurement as a
percentage of total
budget
Opex spent on BEE
procurement as a
percentage of total
budget
Baseline
Target
Q1
Q2
Q3
4%
4%
4%
4%
4%
4%
100%
100%
25%
50%
75%
100%
81%
80%
-
80%
-
80%
3 hours
3 hours
3 hours
3 hours
3 hours
3 hours
1,1%
1,6%
1,6%
1,6%
1,6%
1,6%
7.4%
3%
3%
3%
3%
3%
20%
33%
33%
33%
33%
33%
20%
33%
33%
33%
33%
33%
Operating budget
Table 2.39 is a quarterly breakdown of the operating and capital budget for the
Johannesburg Zoo.
Opex
Capex
Total
(R 000)
36 594 00
33 200 00
Q4
Cashflow Projection
Q1
Q2
9 167
9 167
3 320 000
6 640 000
Q3
Q4
9 167
9 960 000
9 095
13 280 000
JOHANNESBURG FRESH PRODUCE MARKET
Background
The Johannesburg Fresh Produce Market (JFPM) is the largest fresh produce market
in the country of which the CoJ is the sole shareholder. It attracts the largest
concentration of both suppliers and buyers. The core business of the JFPM is to
provide facilities and services conducive to the exchange of fresh produce between
producers and traders. These include, among others: reliable cold storage and ripening
facilities; efficient quality assurance processes; reliable information technology
119
network and management systems and functional physical facilities, and machinery
and equipment. It earns revenue from percentage of trade (commission), fixed rental
and cost recovery for essential services.
JFPM operates in a commercial and competitive environment. The total saleable fruit
and vegetable industry is worth an estimated R29,9 billion. About R6,7 billion of the
total market is attributed to the export market, while the retail markets accounts for
another R6,2 billion of the total industry. The national markets own R10,6 billion of
the total market. The hospitality market including frozen and canned vegetables is
worth R5,3 billion of the total market.
Challenges
The JFMP faces many challenges, which impacts on its business operations. The
challenges faced by the JFPM are not limited to the following:





Consumer trends are starting to influence eating habits in South Africa. Therefore,
most retailers found it convenient to by-pass national markets in order to introduce
quality, food safety and packaging standards demanded by their consumers;
Develop and maintain relationship with producers and agents so as to respond
appropriately to their needs;
Strategic alliances with retailers will be required to optimally utilise existing
capacity through sharing the high-tech facilities;
The JFPM is lagging behind in the implementation of international quality and
food safety standards, which are a prerequisite for the attraction of corporate
retailers back into using the market; and
The infrastructure at JFPM is beyond its economic life due to lack of investment
over the years.
Service delivery
A capex amount of R32,5 million was allocated to the JFPM to implement a number
of projects that are aligned to the CoJ’s Strategic Agenda for the 2005/06 financial
year. The capex will be spent on the upgrading and refurbishment of the ablution
block, establishment of a laboratory, washbasins, waste area, resurfacing trading
floors, refurbishment of the meat market, information technology and the
development of satellite markets.
A total cost of R7m is budgeted for upgrading and refurbishment of the ablution
blocks. The fruit testing laboratory will be established at a cost of R1,5m. A total
capex amount of R3m is budgeted for the establishment of washbasins, while an
amount of R4m will be spent on the construction of waste area. Resurfacing of trading
floors is budgeted at R5m. The meat market will be refurbished at a total cost of R5m.
An amount of R3,5m is budgeted for the establishment of satellites markets in former
black townships and finally information technology will be upgraded at a cost of
R3,5m.
The JFPM is committed to economic development and transformation. This will be
achieved through BEE, job creation. Alternative distribution channels or satellite
markets offers opportunities for more jobs and also empowerment of the SMMEs
120
within the fresh produce industry. All these indicators will be monitored and reported
on both annually and quarterly.
The overall service delivery of the UAC is summarised in Table 2.40. This scorecard
outlines key performance indicators and targets for the UAC.
Table 2.40: JFPM Scorecard
Key
Performance
Area
Financial
Service delivery
Environment
Key
Performance
Indicator
Growth in
revenue in rand
value
Increase in the
volume of
product traded
at the market
Decrease in
rand value
product wastage
% wastage
Number of lease
agreements
signed with
market agents
% capex spent
against
approved
budget
% capacity of
old ripening
rooms concerted
into storage
facilities
Number of
capital project
implemented
Number of
satellite market
established
Develop
environment
management
system by target
date
Compliance
with
environment
management
system (ISO
14001)
Baseline
2005/06
Target
Q1
Q2
Q3
Q4
R125 649
350
R125 649
350
R29 517 338
R60 934 675
R91 202 013
R125 649
350
930 000
930 000
220 000
471 000
689 000
930 000
R19 796 000
R26 871 000
R8 226 000
1%
1,0%
5
1,8%
5
1,5%
5
1,2%
5
1,0%
5
98%
90%
90%
90%
90%
90%
90%
95%
95%
95%
95%
95%
8
R26 871 000
1
3
6
8
0
1
1
N/A
N/A
N/A
N/A
-
-
-
-
-
N/A
-
20%
0%
5%
10%
121
Key
Performance
Area
Occupational
health, safety
and security
Customer
satisfaction and
responsiveness
Economic
development
and job creation
Key
Performance
Indicator
Number of
environmental
impact
assessment
submitted and
approved
Develop food
safety policy by
target date
% food safety
compliance
monitoring
Create disaster
management
plan
% compliance
with disaster
management
plan
Reduction in the
number
disabling
injuries
Reduction in the
number of
fatalities
Compliance
with CoJ
HIV/AIDS
policy
Number of
JFPM workers
exposed to
HIV/AIDS
programmes
% reduction in
the number of
security
incidence –
serious and
minor crimes
Increase in
customer
satisfaction
rating
Response time
to resolve
queries
BEE spend as
percentage of
opex
BEE spend as
percentage of
capex
Baseline
2005/06
Target
Q1
Q2
Q3
Q4
N/A
8
6
0
8
0
N/A
10
10
Complete
Complete
Complete
N/A
100%
100%
100%
100%
100%
N/A
100% by
Dec 2005
-
100%
-
-
0%
100%
10%
60%
80%
100%
0
0
0
0
0
0
0
0
0
0
0
0
25%
100%
50%
50%
75%
100%
8
100
10
20
35
50
5%
25%
5%
13%
18%
25%
N/A
70%
65%
65%
68%
70%
N/A
30
45
40
35
30
34%
55%
55%
55%
55%
55%
90%
70%
70%
70%
70%
70%
122
Key
Performance
Area
Key
Performance
Indicator
Number of jobs
created in terms
of EPWP
Number of
EPWP
learnership in
place
Number of
EPWP person
training days
completed
Baseline
2005/06
Target
Q1
Q2
Q3
Q4
93
200
50
50
50
50
0
5
0
1
2
2
10
20
0
5
7
8
Budget summary
Table 2.41 is a quarterly breakdown of the operating and capital budget for the JFPM.
Opex
Capex
Total
(R 000)
112 734
32 500
Cashflow Projection
Q1
Q2
27 212
28 036
3 250
6 500
Q3
27 987
9 750
Q4
29 500
9 750
METROBUS an Bus Services (Pty) td
Background
Johannesburg Metropolitan Bus Services (Pty) Ltd (“Metrobus”) was corporatised in
2000. It is fully owned by the CoJ. Metrobus offers daily scheduled public transport
in greater Johannesburg and offers private hire, learner, pensioner and disability
services. Its core business is to provide safe, reliable and economical transport
services in Johannesburg. Metrobus operates 484 buses in its fleet and is responsible
for 438 shifts per month which equates to 52 000 trips per month and 13,2m
kilometres travelled per annum (excluding private hire). The staff complement of
Metrobus is 983 people.
Challenges
The company faces a number of challenges which directly or indirectly impact its
business operations including but not limited to the following:




The image that Metrobus as ‘unreliable’ needs to be addressed;
The ageing fleet impacts negatively on service delivery and on the financial status
of Metrobus as maintenance costs increase as a result thereof;
Metrobus is currently unsure of the way forward in respect of the outcomes of the
applications for the blanket permits;
Metrobus is focussing on route optimisation but labour is resisting this change of
focus as they perceive that this will result in job losses; and
123
 Metrobus needs to prepare for 2010 FIFA World Cup and Gautrain.
Service delivery
The Metrobus service delivery plan focuses on improving the following:





The performance of drivers;
The level of information available to customers;
The performance of buses;
Customer care; and
The overall service delivery to the passengers.
The CoJ have allocated a capex amount of R8m to Metrobus to roll out a number of
programmes and projects that are aligned to the CoJ’s Strategic Agenda for the
2005/06 financial year. This capex will be spent on:




Upgrading of facilities;
Replacement of ageing vehicles;
Bus wash; and
Purchase of computers, furniture, office equipment, tools, gear and plant and
machinery.
These programmes and projects are all directed at improving service delivery in the
CoJ.
A capex amount of R3m will be spent on the refurbishment of the bus wash. An
amount of R1,95m is budgeted for computers, furniture and new office equipment
while R1,6m will be spent on tools, gear and plant and machinery. R900 000 will be
invested in the replacement of ageing vehicles and R550 000 on the upgrade of
facilities.
The overall service delivery of the department is summarised in Table 2.42.
124
Table 2.42: Metrobus Scorecard
Key
Performance
Area
Optimise cost
recovery per
route
Corporate
governance
BEE SPEND
Revenue
on
Improve
customer
satisfaction and
loyalty:
reliability
Customer
satisfaction
Key
Performance
Indicator
Total passenger
revenue and
subsidy per
available seated
kilometres
expressed as a
ratio to total
costs (normal
salaries,
overtime
salaries, other
labour costs,
fuel,
maintenance and
fixed bus costs)
per available
seated kilometres
Compliance with
King II report
and MFMA
BEE
procurement as a
% of total
procurement
Baseline
Target
Q1
Q2
Q3
Q4
1
1
1
1
1
1
100%
100%
100%
100%
100%
100%
20%
25%
22%
25%
25%
28%
Total number of
ticket issue
irregularities as a
% of the total
number of tickets
issued
Number of trips cancelled as a % of the total number of scheduled trips, categorised according to:
No buses
1%
1%
1%
1%
1%
1%
No drivers
1%
1%
1%
1%
1%
1%
Breakdowns
1%
1%
1%
1%
1%
1%
Average
kilometres
travelled per
breakdown
Number of
passengers
satisfied with
services as a %
of the total
passengers
2 645
6 000
5 000
5 000
6 000
6 000
80%
90%
80%
86%
88%
90%
125
Key
Performance
Area
Customer safety
Customer loyalty
Growth of
service
(economic
development)
Reliability and
punctuality
(service delivery
excellence)
Fleet usage
(service delivery
excellence)
Vehicle useful
age
(enhanced
integrated
transport)
Responsiveness
(customer care)
Develop
approach to
communicate
with staff
effectively
Key
Performance
Indicator
Number of
passengers
injured per
quarter
(Improve
community
safety)
Prepaid
customers as a
ratio to cash
paying
customers
compared to the
number of cash
paying
customers
Number of
passengers
utilising current
services
compared with
the utilisation
last year
Number of
incidences of
timetable
deviation as a %
of total number
of trips
scheduled
Number of buses
deployed as a %
of available
buses during
peak periods
Number of
vehicles beyond
economic useful
life of 8 years as
a percentage of
total fleet
Number of
complaints
resolved as a %
of the total
complaints /
queries received
Perceived
relationship with
staff
(organisational
climate survey)
expressed as a
percentage)
Baseline
Target
Q1
Q2
Q3
Q4
0
0
0
0
0
0
45% cash
users and
55%
prepaid
users
measured
in revenue
terms
35% cash
and 65%
coupon
45% cash
and 55%
coupon
40% cash
and 60%
coupon
38% cash
and 62%
coupon
35% cash
and 65%
coupon
10%
12%
12%
12%
12%
12%
Targets to be determined by 4th quarter of 2005
79%
100%
82%
86%
95%
100%
54%
53%
53%
53%
53%
53%
95%
complaint
s resolved
98%
complaint
s resolved
95%
complaints
resolved
96%
complaints
resolved
98%
complaint
s resolved
98%
complaints
resolved
-
126
Key
Performance
Area
Skills training
and growth
Employment
equity
HIV/AIDS
Health and safety
Environmental
EPWP
(job creation)
Key
Performance
Indicator
Number of
employees
trained as a % of
total workforce
% compliance
with
employment
equity act
Number of
HIV/AIDS
programmes
implemented
Downtime as a
result of injuries
expressed as a %
of total man
hours
Number of
employee work
related fatalities
as a % of total
employees
% completion of
environmental
management
system based on
ISO14001
% of fleet not
complying with
atmospheric
pollution
regulations
%
implementation
of cleaner
production
initiatives
%
implementation
of environmental
awareness
programmes
Number of
learnerships
created from July
2005-June 206
Number of
people trained in
accordance with
EPWP from July
2005 to June
2006
No. of jobs
created from July
2005-June 2006
Baseline
Target
Q1
Q2
Q3
Q4
25%
Targets to be finalised after the completion of proposed workplace
skills plan
60%
Targets to be finalised after the completion of proposed employment
equity plan in 4th quarter of 2005
5
8
2
2
3
1
0%
5%
5%
5%
5%
5%
0
0
0
0
0
0
25%
95%
35%
55%
70%
95%
0
0
0
0
0
0
30%
80%
40%
60%
75%
80%
30%
100%
50%
65%
85%
100%
0
12
3
3
3
3
0
25
10
5
5
5
10
15
5
5
5
0
127
Operating budget
Table 2.43 is a quarterly breakdown of the operating and capital budget for the
Metrobus.
Opex
Capex
Total
(R 000)
315 998
8 000
Cashflow Projection
Q1
Q2
79 226
79 227
800
1 600
Q3
79 226
2 400
Q4
78 320
3 200
JOHANNESBURG CIVIC THEATRE
Background
The Johannesburg Civic Theatre (Pty) Ltd, located in Braamfontein, operates as a
receiving house after being corporatised in July 2000 from the Johannesburg Civic
Theatre Association, a Section 21 Company. The Johannesburg Civic Theatre
inherited the outstanding assets and liabilities as well as eighty-four staff members.
The theatre’s two main streams of income are from tenants and a subsidy from the
CoJ.
Challenges
The company faces the following challenges which directly or indirectly impacts on
its business operations.







Performing arts organisations in South Africa cannot depend upon adequate
government subsidies in order to create products for the theatre’s stage;
The value of the South African rand against overseas currencies has a serious
effect on the potential for visiting productions from overseas;
The theatre as a receiving house is dependant on the success of a stage production
as it receives a percentage of ticket sales for its rental charge yet it is not in control
of the production from either a creative or marketing position;
The State Theatre in Pretoria is also attempting to partially convert to operating as
a receiving house and the success of the Johannesburg Civic Theatre has
encouraged other venues such as the Sandton Convention Centre, to present live
entertainment;
Power and water cuts in the Braamfontein area makes the theatres operations very
vulnerable possibly resulting in forced cancellation of performances, considerable
negative public relations and uninsurable losses;
For the Johannesburg Civic Theatre to remain competitive internationally, the
equipment and technology has to be of world class standards thus constant
upgrading is essential; and
The gradual turnaround of the theatre’s executive management team to become
truly representative of the population of the country in which it operates is a
challenge.
128
Service delivery
The primary performance measures for the Johannesburg Civic Theatre are those of
ensuring that people attend its shows and keeping the stages fully booked. The
Johannesburg Civic Theatre has performed extremely well in this regard to date. The
following key performance indicators were deemed acceptable and will be used to
monitor the company’s service delivery against:






Number of weeks the Nelson Mandela Theatre is utilised by audiences;
Percentage attendance at the Nelson Mandela Theatre;
Number of productions targeting historically disadvantaged communities;
Number of black employees within the junior and support management teams;
Number of jobs created; and
Number of employees trained in respect of OSHACT.
Table 2.44: Johannesburg Civic Theatre Scorecard
Key performance area
Improve usage and
output levels
Improve usage and
output levels
Human resource
Human resource
Safety and security
Key performance
indicator
Number of weeks the
Nelson Mandela
Theatre is utilised
% attendance at the
Nelson Mandela
Theatre
Number of productions
targeting historically
disadvantaged
communities
Number of black
employees within the
junior and support
management teams
Number of jobs created
Number of employees
trained in respect of
OSHACT
Baseline
Target
Q1
Q2
Q3
47
45
13
12
9
11
66%
80%
84%
86%
70%
80%
12
12
3
3
3
3
20
20
20
20
20
20
New indicator
Average of 34
per quarter
30
45
30
30
New indicator
20
20
20
20
20
Table 2.45 is a quarterly breakdown of the operating and capital budget for the
Johannesburg Civic Theatre.
Opex
Capex
Total
(R 000)
29 962
2 348
Q4
Cashflow Projection
Q1
Q2
16 012
12 516
235
469
Q3
5 681
704
Q4
5 753
940
129
JOHANNESBURG PROPERTY COMPANY
Background
The City of Joburg Property Company (JPC) was established in 2000 as a limited
liability company to manage the property of the CoJ. The company seeks to manage
the best use of the properties so that revenue is generated, social investment is
maximised and former areas of social decline are turned around.
Since its establishment, JPC has shifted its focus in a number of areas:



From land release to land development;
From processing of transactions as an administrative exercise to the strategic
placing and positioning of the portfolio to maximise value to the CoJ; and
From financial to economic returns.
Challenges
In the process JPC has also experienced a number of challenges:



The evolution of JPC into a functioning agency has allowed the organisation to
gain significant experience. Specific problem areas have also become apparent,
including amongst others:
 the undervaluing of the property portfolio;
 the lack of a cost/benefit approach to property management;
 the lack of clarity of roles and functions of JPC;
 the absence of any strategic asset management approach within the CoJ which
undermines the JPL’s ability to perform within a clear mandate;
 the differing pressures on the company to use property to respond to different
needs.
One of the most critical challenges facing the JPC is the current processing of
transactions and the duration to conclude these transactions. This is referred to as
one of the biggest areas of complaint and concern in the customer satisfaction
survey. Furthermore, the substantial increase in demand placed JPC in a very
difficult position to respond given the timeframes for processing.
The customer satisfaction survey conducted in between June and August 2004
reveals the major issues perceived by the clients and public of JPC as:
 a lack of communication and feedback on specific transactions;
 timeframes for processing of transactions; and
 a lack of consistent capacity and competency in addressing and finalising
transactions.
Service delivery
The overall service delivery of the department is summarised in Table 2.46. This
scorecard outlines key performance indicators and targets for the department.
130
Table 2.46 : JPC Scorecard
Key Performance
Area
To support economic
development in the
CoJ through property
development projects
and the promotion of
property investment
Key Performance
Indicators
Baseline
Target
Q1
Q2
Q3
Q4
Produce investor
3
prospectus for
economic priority
areas and JPC
3
development projects
5
1
3
1
10
1
5
4
Creation of
employment
opportunities
125
100
100
Ease in private sector R100 m
property investment
R170m
R70
R100m
To actively use CoJ
owned properties to
assist in the
regeneration of areas
in decline
20
20
7
13
6
12
3
4
To enable the CoJ to
effectively use its
property portfolio to
support social
development in the
CoJ
Development of
standard agreements
specifically towards
the property utilised
for social purposes
0
June 2006
To create and
sustain the capacity
to effectively and
efficiently manage
the CoJ’s property
assets
Effective risk
management
Effective Customer
Service Management
Dec 2005
Dec 2005
Skills development
March 2006
March 2006
Human resource
planning with line
management
Dec 2005
Dec 2005
To maximise the
financial value and
returns of the CoJ’s
Efficient financial
management with
high levels of
accountability
June20 06
June 2006
To increase the longterm recurring
revenue from leases
3
10
2
3
100%
50%
100%
March
2006
Dec 2005
June
2006
1
1
10%
131
Key Performance
Area
property portfolio
Key Performance
Indicators
Baseline
Target
Q1
Q2
Q3
Q4
To increase revenue
from development
facilitation, projects
and consulting fees
50%
80%
-
80%
10%
10%
To increase
commercially viable
agreements that
maximise financial
return to CoJ
3
5
1
20%
30%
R1m
To ensure that there is R1,7m
a lease on file for all
lease transactions and
that lease information
on the Nicor property
system is correct:
R4m
80%
R1,5m
20%
40%
-
Survey and lease 0
audit top 500
lease agreements
grouped by
revenue
generated
June 2006
-
30%
30%
30%
-
A lease audit to 0
be conducted and
concluded
by
June 2006
June 2006
20%
20%
60%
To develop
specialised capacity
and expertise in
property
management,
development and
strategy formulation
Recruitment and
retention of skilled
staff
To maximise the
efficiency and
minimise the costs in
respect of CoJ’s
utilisation of property
that is occupied
and/or owned by the
CoJ and the UAC’s
Support housing in
the implementation of
the Housing Master
Plan
Sept 2005
0
Provide for social
development through
mixed use property
development and
other forms of
development
14
Sep 2005
80
June 2006
Sep 2005
10
10%
60
20%
10
30%
-
40%
132
Key Performance
Area
Key Performance
Indicators
Add uses and values
to land register
To actively support
and promote socioeconomic
transformation both
within the company,
the portfolio
management and
development
activities
350
Support and promote 60%
BEE in Capex and
Opex spending and
the awarding of
development projects
Target
Q1
Q2
Q3
Q4
1 500
-
10%
40%
50%
60%
55%
58%
60%
65%
Establish procurement and tender policies that are geared towards economic impact
Award at least 60%
of the value of JPC
capex budget to BEE
entities
To actively support
and promote BEE,
social development
and upgrading of
neglected areas
through JPC’s
policies on
procurement,
employment equity
Baseline
50%
50%
45%
48%
50%
55%
Award at least 50%
of the value of JPC
opex budget and 60%
of JPC’s marketing
expenditure to BEE
entities
60%
60%
50%
55%
60%
65%
Award at least 50%
of all property
development projects
to BEE entities
50%
50%
45%
47%
50%
55%
Align and update all
agreements and
tenders with the latest
BEE legislation
0
100%
-
-
-
100%
Ensuring that legal
binding agreements
are entered into,
supporting economic
development
0
June 06
BEE focused
Procurement
60/40
60/40
June 06
60/40
133
Budget Summary
Table 2.47 is a quarterly breakdown of the operating and capital budget for the
Johannesburg Property Company
Opex
Capex
Total
(R 000)
24 078
13 500
Cashflow Projection
Q1
Q2
5 967
5 997
1 350
2 700
Q3
6 005
4 050
Q4
6 059
5 400
JOHANNESBURG DEVELOPMENT AGENCY
Background
The JDA was formed at a critical moment in Johannesburg’s history as part of the
CoJ’s iGoli 2002 re-engineering process and the “iGoli 2010 framework”. The
significance of this local government re-engineering process is that it has opened the
door for significant capital and non-capital investments by the CoJ. The Johannesburg
Development Agency (JDA) is a wholly owned agency of the City of Johannesburg
(CoJ) which stimulates and supports area based economic development initiatives
throughout the Johannesburg metropolitan area in support of Joburg 2030.
As development manager of these initiatives, JDA co-ordinates and manages capital
investment and other programmes involving both public and private sector.
Challenges
The following are some of the key challenges that are facing JDA:






UAC budget alignment;
CoJ budget commitment is insufficient to meet objectives;
Limited number of skilled people and staff retention;
Delivery of projects on time and within allocated budget;
Overlap and role confusion with other UACs; and
Delivery by other utilities has impact on JDA.
Service delivery
The JDA currently has an active portfolio of twenty-seven developments in the
greater Johannesburg area. These area-based developments focus on responding to
two key challenges namely: creating an efficient business environment and dealing
with areas in decay created by a cycle of disinvestments.
Creating an efficient business environment includes responding to improved service
delivery and enhanced operational efficiencies, forging connections within the city’s
various nodes, and building effective transport and telecommunications linkages in
JDA developments.
134
Dealing with areas in decay is related to residential, commercial and industrial
development, and is a factor in undermining the effective business environment that
JDA is seeking to achieve
The mayor has identified a number of key development priorities. The JDA is actively
engaged in all these developments in close co-operation with other CoJ departments
namely:



Three nodal development priority areas, specifically Randburg, Soweto and inner
city;
Key economic developments for the city including Nasrec, 2010 soccer world cup
infrastructure and facilities as well as Gautrain precincts; and
The inner city Urban Development Zone.
Table 2.48: JDA Scorecard
Key Performance Key Performance
Area
Indicators
Job creation
Economic
development and
empowerment
Number of new
sustainable jobs
created in JDA
managed
developments
Number of new
short term jobs
attributable to JDA
activities
Number of people
trained in JDA
developments
% increase in tax
base in JDA
project areas
Vacancy rates by
class of space
Baseline
Targets
Q1
Q2
Q3
Q4
2004/05 target:
275
400
81
129
115
75
2004/05 target:
3282
2070
419
669
596
387
2004/05 target:
2845
1900
384
614
547
355
Inner city: 2001
valuation role
Randburg: 2001
valuation role
Inner city:
SAPOA Dec
2001
5% – 10%
increase by 2007
5% – 10%
increase by 2008
Dec 2005
change is as per
trends in rest of
the city as
measured in
Rosebank,
Sandton and
Midrand
Stabilise by Dec
2007. Dec 2008
change is as per
trends in rest of
the city as
measured in
Rosebank,
Sandton and
Midrand
n/a – annual measure
Randburg:
SAPOA Dec
2003
n/a – annual measure
n/a – annual measure
n/a – annual measure
135
Key Performance Key Performance
Area
Indicators
Baseline
Rentals by class of Inner city:
space
SAPOA Dec
2001
Targets
Dec 2005
change is as per
trends in rest of
the city as
measured in
Rosebank,
Sandton and
Midrand
Randburg:
Stabilise by Dec
SAPOA Dec
2007. Dec 2008
2003
change is as per
trends in rest of
the city as
measured in
Rosebank,
Sandton and
Midrand
% increase in RSC Inner city:
Increase
levies in respect of Region 8 RSC equivalent to
turnover and
levies 2003
annual GGP
salaries
growth for CoJ
Randburg:
Increase
Ferndale and
equivalent to
Strijdom Park
annual GGP
RSC levies 2003 growth for CoJ
% increase in value Inner City: 2002 20% increase per
of building plans
annum
approved and
Randburg: No Not available
completed
information
available:
establish
baseline and
targets in 2005
Empowerment
50% growing to 60%
spend as a % of
60% in five
capital and
years (by 2006)
operational
expenditure
SME spend as a % 14% growing to
of capital and
25% in five
operational
years
expenditure
Ratio of CoJ
1:3 increasing to 1:4 = R 320
CAPEX funding 1:5 by 2006/07 million
for JDA projects to
direct and indirect
investments
generated for such
projects/areas
Creating a twenty- Attendance at key Attendance
5% per annum
four hour city and inner city venue
figure 2003: 1 increase to 2008
growing the night
060 000 people
Q1
Q2
Q3
Q4
n/a – annual measure
n/a – annual measure
n/a – annual measure
n/a – annual measure
n/a – annual measure
20%
60%
60%
60%
60%
25%
25%
25%
25%
R65m
R103m
R92m
R60m
1 168 650
n/a – annual measure
136
Key Performance Key Performance
Area
Indicators
time economy
Baseline
Constitution
Hill:
2004/05 Target:
90 000
Newtown:
Baseline being
quantified at
June 2004 (by
Dec 2004)
Increased business Business
Inner city:
confidence
satisfaction levels annual survey
regarding
2004
developments in
area (Business
Randburg:
Confidence Index) annual survey
2004
Kliptown: To be
defined in 2005
survey
Satisfaction
Inner city:
regarding
annual survey
cleanliness
2004
Randburg:
annual survey
2004
Project
management
Human resources
Visitors to
Newtown and
Constitution Hill
Kliptown:
Annual Survey
2004
Satisfaction levels Inner City:
regarding crime
Annual Survey
rate
2004
Randburg:
Annual Survey
2004
Kliptown:
Annual Survey
2004
Developments
75% actual
implemented
capital
according to
expenditure as a
business plans
percentage of
budget
Compliance in
Number of
respect of the
people from
employment equity designated
plan
groups employed
in organisation
in compliance
with the
approved
employment
equity plan
Targets
Q1
Q2
Q3
Q4
n/a – annual measure
120 000
120 000
Quadruple by
2007
n/a – long term measure (2004-2007)
20% increase by n/a – long term measure (2004-2007)
2007 and
stabilise at that
rate thereafter
10% increase by n/a – long term measure (2004-2006)
2006
To be defined
5% increase per n/a – annual measure
annum to 2006
20% increase by n/a – annual measure
2005, then 10%
increase by 2006
20% increase
n/a – annual measure
5% increase per n/a – annual measure
annum to 2006
10% increase by n/a – long term measure (2004-2007)
2007
10% increase
n/a – annual measure
90% actual
23
37
capital
expenditure as a
percentage of
budget
90% compliance n/a – annual measure
with approved
employment
equity plan
33
22
137
Key Performance Key Performance
Area
Indicators
Marketing
Ensure effective
company
management and
operations
Ensure effective
financial
management and
compliance with
good corporate
governance,
applicable statutes
and company
policies &
procedures
Baseline
Skills development 100% refund
plan implemented from skills
development
levy
% payroll invested 3%
in training
Customer
Inner city:
awareness
survey 2004
(2004: 57,5%)
Randburg:
survey 2004(2004: 45%)
Kliptown: To be
determined
Customer
Inner city:
satisfaction
survey 2004
(2004: 90%)
Randburg:
survey 2004
(2004: Zero
base)
Kliptown: To be
determined
Business plan
Approved
approved by target business plan
date
Effective discharge
of its duties by
board
Clean audit reports
Effective budget
control of revenue
and operating costs
See 2002/03
Clean audits
Approved
operating costs
and revenue
Targets
Q1
Q2
Q3
Q4
100% refund
from skills
development
levy
3%
n/a – annual measure
65%
65%
n/a – annual measure
60%
60%
n/a – annual measure
To be defined
-
Sustain at 90%
90%
n/a – annual measure
60%
60%
n/a – annual measure
To be defined
-
93m
148m
86m
n/a – annual measure
Business plan
100%
for 2005/06
approved by
shareholder and
board by July
2006
Average score of 2,5
2,5
Clean audit
100%
Not more than <5%
5% negative
variance
variance from
approved budget
132m
n/a – annual measure
<5%
variance
n/a – annual measure
<5%
<5%
variance variance
138
Budget summaries
Table 2.49 is a quarterly breakdown of the operating and capital budget for the
Johannesburg Development Agency.
Opex
Capex
Total
(R 000)
30 641
136 200
Cashflow Projection
Q1
Q2
6 560
7 338
13 620
27 240
Q3
7 728
40 860
Q4
9 015
54 480
JOHANNESBURG METRO TRADING COMPANY
Background
In May 1997, the CoJ formed an Inner City Street Trading interim Crisis Committee
to deal with various street trading issues including the enforcement of the street
trading by-laws, which were promulgated on 8 January 1997.
In February-March 1999, the Urban Market Development joint Venture prepared for
the CoJ, the inner city trading management strategy. This was essentially a business
model with the aim of developing formal market based in the Inner City. This project
included the removal of informal street traders from streets and placing them in
formal markets. This also included the creation of formal taxi ranks aimed at reducing
the traffic congestion. Based on this model, the CoJ approved a report submitted by
the Inner City Office of the City of Johannesburg in February 1999. The concepts
were integrated into broader citywide urban regeneration and development initiatives
being undertaken by the CoJ.
Initially it was proposed that the Metropolitan Trading Company would implement
developments at identified sites throughout mainly, but not only in the Inner City at
strategic locations. The initial objective was to create new market infrastructure for
about 5 000 traders within a two year period. These developments were intended to be
mixed land use ones addressing retail, housing and transport issues. Simultaneously
whilst managing the developments at operational level, the social and economic
development of the traders is a key objective. Ultimately the MTC is to facilitate
ownership of individual markets by the traders themselves. The empowerment
programme would be paid for out of accumulated profits, and or grants.
Challenges
The following are some of the key challenges facing MTC:




Staff retention
Lack of formally defined management structure, reporting lines and an absence of
operational procedures
Systems for operations not in place yet
High turnover rate at stalls
139
Service delivery
In an attempt to ensure service delivery, MTC continues to provide basic services to
3544 informal traders and 6510 taxi drivers on daily basis at all category markets and
such basis services includes access to clean water, sanitation, electricity and waste
management. These services are extended to the general public and commuters.
MTC provides a safe and secure environment for business development by provides
safe and secure environment for business development by providing the infrastructure
in which traders can conduct their business within a safe environment.
CCTV surveillance cameras are installed at flagship facility Metro mall and soon to
be installed at Faraday, park Central, park City and such is envisaged to be a standard
feature in future flagship projects. MTC managed facilities are manned by 109 24
hours security guards and 130 cleaners.
Table 2.50: MTC Scorecard
Key Performance
Area
Key Performance
Indicator
Strategic roll out of
informal traders
and taxi facilities in
the Johannesburg
Metropolitan area
11
6
2
Oversee and/or
manage the new
trader stands in the
inner city and
Lenasia
Investigate the
feasibility of
pension and
financial services
provision for all
MTC tenants
Assume
management of
new and existing
informal trader
markets and taxi
facilities
Agreement with
CoJ on
management
strategy and role of
MTC
Feasibility study
and cost tabled at
board and CoJ
meeting and
decision on
whether to proceed
0
500
300
0
4
With EDU,
investigation
possibility of new
fruit and vegetable
market in the inner
city
Feasibility study
and cost tabled at
board and CoJ
meeting and
decision on
whether to proceed
0
Effectively manage
markets and taxi
ranks within CoJ
Effectively manage
markets and taxi
ranks within CoJ
% level of
satisfaction from
customer survey
% level of
satisfaction from
customer survey
Reduction in
number of crime
incidents
Provide a safe and
secure environment
for business
Baseline
Target
Q1
Q2
Q3
Q4
2
1
1
1
1
1
1
1
0
0
1
0
3000
500
500
1000
1000
0
80%
0%
0%
0%
80%
0
100
50
25
25
0
140
Key Performance
Area
Key Performance
Indicator
Baseline
Target
Q1
Q2
Q3
Q4
development
Contribute to
transport
infrastructure and
reduce taxi
boarding
congestion
Asset management
and marketing
Increased taxi
boarding space
11
4
1
1
1
1
Market occupancy
rate
90%
5%
1%
1%
1%
2%
BEE procurement
% of outsourced
capital and
operating
expenditure
55%
10%
0
5%
0
5%
Staff skills
development
% budget spent on
staff development
1%
0%
0%
0%
0%
0%
To ensure that
MTC develops,
implements and
achieves its
employment equity
objectives
% of designated
groups - male
55%
-2
0
0
0
-2
% of designated
groups - female
45%
2
0
0
0
2
% of disabled
0
1
1
Operating margin
202%
-102%
-102%
Cash
collected/actual
rental
% bad and doubtful
debt
70%
5%
Management cost
to operations cost
17%
Number of
programmes on
social or business
development
training
% completion of a
disaster
management plan
by target date
To maximise the
long term income
and investment
objectives of MTC
towards
sustainability
Social or business
development
training
Occupational
health and safety
1%
2%
1%
1%
6%
0
0
0
17%
0
0
0
0
0
4
0
0
2
2
0
8
1
1
3
3
6%
141
Key Performance
Area
Key Performance
Indicator
TBD
8
1
1
3
3
HIV/AIDS
% level of state of
readiness to
manage disasters
% completion of
MTC HIV/AIDs
policy by target
date
1
1
0
0
0
0
Provision of notice
boards on
HIV/AIDS
awareness
0
16
0
5
5
6
Installation of
condom dispensers
in all managed
facilities ablution
blocks
Number of
permanent jobs
retained
0
16
0
5
5
6
34
2
1
1
Number of
temporary jobs
created
0
0
0
0
0
0
% capex spent
against approved
budget
0
100%
25%
25%
25%
25%
% Capex spent on
BEE as a percent
of total budget
55%
5%
1
1
1
2
EPWP
To be determined,
as core business
limited to facility
management and
social/business
development
TBD
By-law
enforcement
Correspondence to
by-law
enforcement
agency JMPD
Alternative source
of income
0
52
13
13
13
13
R300 000
R2,5million
R316
R632
R632
R948
Economic
development and
job creation
Advertising
revenue
Baseline
Target
Q1
Q2
Q3
Q4
142
Operating budget
Table 2.51 is a quarterly breakdown of the operating and capital budget for the Metro
Trading Company
Opex
Capex
Total
(R 000)
34 761
10 180 000
Cashflow Projection
Q1
Q2
8 639
8 639
1 018 000
2 036 000
Q3
8 738
3 054 000
Q4
8 746
4 072 000
JOHANNESBURG SOCIAL HOUSING COMPANY
Background
The mandate given to JOSHCO by the City as its shareholder is derived from a
Mayoral committee resolution taken in March 2004. The resolution stated that
JOSHCO be appointed as the preferred implementing agent for social and institutional
housing development. In particular the task for JOSHCO is to manage all Council
owned rental stock, manage and refurbish staff and public hostels. Furthermore,
development of new rental stock and to implement other mutually agreed housing
developments. The responsibility of JOSHCO is also to provide housing management
services and turnaround strategies where necessary.
Challenges
The key challenges facing JOSHCO are:





High unemployment levels, temporal/informal employment, prevalence of
HIV/AIDS and increasing number of child headed households negatively impact
on the ability/affordability of tenants to meet rental obligations
Inordinately long processes to access institutional subsidies have resulted in
delayed implementation of JOSHCO projects
JOSHCO is mandated to manage existing rental stock and a number of hostels
owned by the City. The challenge would be for JOSHCO to efficiently phase in
these management transfer and stock transfers
Poor maintenance of rental stock will translate into tenant dissatisfaction that may
have negative impact on rental payment levels
JOSHCO need to carefully manage the expectations of clients regarding the units,
their maintenance and ownership
Service delivery
The need for affordable rental accommodation in CoJ continues to grow. JOSHCO is
tasked with developing new stock and providing a variety tenure options to reduce
backlogs and to give both individuals and families access to adequate housing.
143
Historically, the management of Council owned rental stock and hostels has been
hugely challenging and has had negative impact on CoJ’s aim to deliver efficient and
quality services to its residents. JOSHCO is building internal capacity to manage this
stock and ensure that challenges are addressed and turn-around strategies
implemented.
Table 2.52: JOSHCO Scorecard
Key Performance Area
Provision of housing
development opportunities
Effective housing stock
management
Key Performance
Indicator
Baseline
Target
Q1
Q2
Q3
Q4
200
100
25
25
25
25
80
1064
266
266
266
266
4
14
2
4
4
4
50
150
40
40
30
40
Number of units
refurbished
Number of new units built
Number of projects that
have complete financial
closure
Number of jobs created in
terms of EPWP
% compliance with
process, policy and
procedures addressing
community complaints on
corruption
Number of audits of the
housing allocation process
Process /
policy etc.
complete
100
80
100
100
0
2
1
1
Number of units managed
7 50
2 998
1 500
1 500
% completion of facilities
management plan
70%
100%
100%
-
-
-
% compliance with the
facilities management plan
% compliance skills
development plan
% compliance with EE
plan
% compliance with
HIV/AIDS programme
% completion of staff
performance managed to
level 5
% compliance with
financial strategy for the
organisation
% capex spent
% affirmative
procurement (BEE and
SMMEs) of total
procurement
% compliance with
MFMA in respect of audit
qualification and control
environment
% compliance with
relevant governance
structures
Plan 70%
complete
Plan
complete
Plan
complete
Programme
complete
100%
100%
-
80%
100%
100%
100%
80%
100%
100%
100%
100%
80%
100%
100
100
100
80
100
100%
100%
100%
100%
100%
100%
100%
Strategy
complete
100%
80%
100%
100%
100%
100%
40%
100%
40%
25%
40%
50%
40%
75%
40%
100%
40%
100
100
100
100
100
100
100
100
100
100
100
100
144
100
Key Performance
Indicator
Key Performance Area
Baseline
Target
Q1
Q2
Q3
Number of quarterly
reports submitted
Maintaining % accuracy
of database specifically for
billing purposes
% compliance with
revenue collection process
4
4
1
1
1
1
100%
accurate
database
Process
complete
100
100
100
100
100
100
80
100
100
100
Operational revenue
collected as a % of
revenue billed
% compliance with
company norms and
standards (customer
charter)
Number of reports
completed on customer
satisfaction
% rating in customer
satisfaction for social
housing services
N/A in
2004/05
95
95
95
95
95
Standards
complete
100
80
100
100
100
N/A in
2004/05
4
1
1
1
1
N/A in
2004/05
75
75
75
75
75
Operating budget
Table 2.53 is a quarterly breakdown of the operating and capital budget for the
JOSHCO.
Opex
Capex
Q4
Total
(R 000)
14 764
63 000
Cashflow Projection
Q1
Q2
3 551
3 466
63 00
12 600
Q3
3 480
18 900
Q4
4 267
25 200
145
JOHANNESBURG TOURISM COMPANY
Background
The Johannesburg Tourism Company (JTC) was established in April 2003. The
purpose is to increase the value of tourism in the City of Johannesburg through
growing the MICE market, improving visitor access to information and through
marketing. The
The JTC plays a pivotal role in stimulating and increasing the value and employment
opportunities of the Johannesburg tourism economy. The JTC finds itself at a stage of
development which, associated with its institutional and managerial experience and
confidence acquired since its inception, emboldens itself to adopt an aggressive
tourism growth and expansionary vision and strategy.
Challenges
The following are some of the key challenges that are facing JTC:





Low funding base threatening long term delivery and sustainability
Limited marketing and promotional activities
Convention bureau and tourism information operations still not adequate to
benefit from full market potential participation
The potential to loose current support levels or alternatively to fail to increase and
capitalise on Private sector support in direct money terms
The negative perceptions on crime, grime, “a tourism unfriendly city”.
Service delivery
The JTC strives to achieve its major objectives through the following:






Ensures effective and integrated marketing and branding of Johannesburg as the
leading business tourism destination in Africa
Expands the activities of the convention bureau with the sector product owners
Expands the tourist information infrastructure and support services
Facilitate the involvement of the tourism private sector in the work of the JTC
Facilitates the development and implementation of special projects that support
the growth of tourism economy in Johannesburg specifically that of the
infrastructure that already exists
Builds strong relationships with the tourism private sector (product owners and
tourism operators and private sector led tourism associations
146
Table 2.54: Johannesburg Tourism Scorecard
Key Performance
Area
Obtain subsidy
from the City of
Johannesburg to
provide for
expanded mandate
Private sector
participation
Budget relief
initiatives
Fixed tourism
information centres
Tourism
information
dissemination
Key Performance
Indicator
-
Baseline
-
Q1
Q2
Q3
Q4
R12 104K
(Opex)
R472K
(Capex)
-
-
-
R300K
-
-
-
-
R1 350K
-
-
-
-
R120K
-
-
-
-
R100K
Private
sector
15.5%161
-
-
-
-
-
-
-
12
-
-
-
12
-
-
-
12
-
-
-
350K
-
-
-
4
-
-
-
On-going activity
Budget relief
through marketing
support
Budget relief
through trade
exchanges
External sources &
sponsorships
Target
Convene workshops of all stakeholders
to establish
formalised market
niche interventions
Support and initiate bids for major
events for
Johannesburg
Create positive
press releases on
tourism in
Johannesburg
Host
familiarisation,
inspection and
journalists trips
Publish brochures
and maps
Rosebank
-`
Constitution Hill
Alexandra
Soweto
Collating or use of
existing facilities
Take information to where the tourists
are
Internet
communication
Information by communication
Issue newsletters
-
10
-
-
-
-
12
-
-
-
-
10 000
-
-
-
-
10
newsletters
per year
-
-
-
-
The private sector participation needs to be adjusted and reviewed according to experience to be gained in
terms of the expanded mandate of the Company
161
147
Key Performance
Area
Implement suitable
tourism initiatives
according to
demand
Enhance the role
and success of
SMMEs in tourism
Tourism
demographic
research
Events research
Staff training
Key Performance
Indicator
Information by
telephone
Focus on Soweto,
Orange Farm,
Alexandra and
Sophia Town
An integrated
SMME training and
development
strategy and
programme
Make available
annual statistical
information on
Johannesburg
Research and
identify new events
to be tendered and
bid for
Training courses
attended
Baseline
Target
Q1
Q2
Q3
-
400
-
-
-
-
-
4
-
-
-
-
-
10
-
-
-
-
-
Once per
year
-
-
-
-
-
33
-
-
-
-
-
5
-
-
-
-
Operating budget
Table 2.55 is a quarterly breakdown of the operating and capital budget for the
Johannesburg Tourism.
Opex
Capex
Total
(R 000)
12 569
400
Q4
Cashflow Projection
Q1
Q2
3 164
3 136
40
80
Q3
3 137
120
Q4
3 133
160
148
SERVICE DELIVERY BY REGION
Introduction
MFMA Circular Number 13 of National Treasury states that the SDBIP should
include the ward information for expenditure and service delivery. The circular
attempts to provide community and councillors with a further break down of
information on services into municipal wards. While the CoJ share this rationale, the
CoJ is only able to provide the regional breakdown. In the subsequent years the CoJ
will provide ward information as required.
This section provides a detailed break down of capital projects for each region
indicating the department or entity (division) that is responsible for the project.
Included are also the start date and the end date of the project. Furthermore, this
section provides citywide projects. Citywide projects are those projects that cannot be
pinned down to a specific region, the projects are cross boundary and have a citywide
impact.
Region 1
An amount of R98 297 000 has been allocated for Region 1. Eighty-four percent of
this amount is directed towards Johannesburg Water projects to deliver infrastructure
particularly in the previously disadvantaged areas. Table 2.56 below outlines the
capital projects to be implemented in Region 1.
Table 2.56: Region 1
Project Name
Diepsloot Mayibuye
Elcon Joint Project - Phase 4
Cosmo City: internal and link sewer and water
Diepsloot District: create district and upgrade
water
Install 2 belt presses
Mech/electricity refurbishment - northern
Mod2 Unit 3 - northern
New PSTs unit 3
Roads repair - northern
Unit 5 - northern
Diepsloot gravel roads upgrade
Diepsloot cemetery
Bulk infrastructure electricity Dainfern new ss
Diepsloot public lighting
Upgrade electricity network Maroeladal
Division
Housing
Housing
Jhb Water
Jhb Water
Jhb Water
Jhb Water
Jhb Water
Jhb Water
Jhb Water
Jhb Water
JRA
Parks
Power
Power
Power
Start Date
End Date
Budget (R)
2001/04/02
2001/01/01
2006/06/30
2006/06/30
347 000
500 000
5 000 000
16 000 000
2001/01/01
2001/01/01
2001/01/01
2001/01/01
2001/01/01
2001/01/01
2005/11/30
2006/06/30
2006/01/31
2006/06/30
2006/06/30
2006/06/30
2005/11/01
2005/11/08
2006/05/31
2006/04/17
149
4 000 000
4 000 000
25 000 000
9 000 000
1 000 000
20 000 000
5 500 000
2 550 000
2 500 000
1 400 000
1 500 000
98 297 000
Region 2
Region 2 has the budget allocation of R109 147 000. The greater portion of this
allocated budget is for City Power projects. This is aimed at addressing issues of
growth and development in the region and refurbishing the existing infrastructure.
Another significant portion of the budget for this region goes towards Johannesburg
Roads Agency projects. Table 2.57 provides project information in the region by
either entity or department and the allocated monetary value.
Table 2.57: Region 2
Project Name
JFPM15: Construct Satellite Market: Rabie Ridge
& Alex
Ivory Park Consolidation
Carlwald:Upgrade sewer (2005-2008)
Erand: Upgrade trunkmain
Erand:Upgrade trunkmain (2005-2008)
Noordwyk: Replace sewer (2005-2008)
Ivory Park/ Kaalfontein gravel roads upgrade
Ivory Park Regional Park (Development)
Mayibuye Park Development Phase 1, 2, 3
Bulk infrastructure; purchase servitudes to new
road
Erand Gardens: Upgrade electrical network
Grand Central: Installation of 3rd 30 MVA Tfer
Grand Central: Upgrade electrical network
Klipfontein view ss Tx line servitude
Network development: New Rd - Halfway Gardens
22
New Road: Design and provision for all servitude
route
New Road: Establish 88/11 kV 90MVA SS
Public Lighting Midrand
Service Connections: Midrand
Township reticulation: Midrand
Upgrade electricity network: Halfway Gardens
Westfield: Bulk infrastructure
Ivory Park North Multip.
Division
Start Date
End Date
Budget (R)
Fresh
Produce
Market
Housing
Jhb Water
Jhb Water
Jhb Water
Jhb Water
JRA
Parks
Parks
City Power
2005/07/01
2005/09/30
2001/01/01
2001/01/01
2006/06/30
2006/06/30
2001/01/01
2006/06/30
2005/10/03
2006/03/31
4 000 000
500 000
3 100 000
7 000 000
1 000 000
33 000 000
2 550 000
800 000
1 700 000
City Power
City Power
City Power
City Power
City Power
2006/01/02
2006/01/16
2005/08/01
2005/09/01
2005/10/03
2006/04/28
2006/03/29
2005/11/30
2006/02/27
2005/12/30
2 600 000
4 800 000
2 750 000
1 000 000
1 300 000
City Power
2005/08/16
2006/05/23
150 000
2005/07/01
2005/07/04
2005/07/01
2005/10/03
2005/07/04
2006/06/30
2006/06/30
2006/06/30
2006/01/31
2005/11/30
10 000 000
6 200 000
11 190 000
2 007 000
1 300 000
5 200 000
7 000 000
City Power
City Power
City Power
City Power
City Power
City Power
Soc Dev:
Sports
109 147 000
150
Region 3
The region has an allocation of R155 124 500. The largest capital allocation is to City
Power. This is in response to infrastructure relating to electricity to address problems
like outages. Table 2.58 reflects projects in the region and the department or entity
responsible for the project.
Table 2.58: Region 3
Project Name
Division
Upper Jukskei catchment rehabilitation
EP&M
CBD regeneration Randburg
JDA
Bryanston district upgrade water infrastructure ( Jhb Water
Bryanston- Morningside: sewer upgrading
Jhb Water
Morningside District: upgrade water
Jhb Water
infrastructure(200
Randpark ridge district: upgrade water
Jhb Water
infrastructure
Sandton reservoir system: install bulk supply
Jhb Water
valves
Baboon Mountain
Jhb Zoo
Zoo Farm
Jhb Zoo
Upgrading of Johannesburg Zoo infrastructure Jhb Zoo
Randburg Civic
JPC
Rietfontein N.R.
City Parks
Bond Street: bulk infrastructure
City Power
Bordeaux: bulk infrastructure
City Power
Bryanston network upgrade
City Power
Bryanston upgrade electrical network
City Power
Brynorth: upgrade electrical network
City Power
Bulk infrastructure electricity Riviera ss
City Power
Bulk infrastructure: Randburg
City Power
Bulk infrastructure: Bryanston
City Power
CP.UG.Bryanston. upgrade Daniel feeder
City Power
CP.UG.Randburg: upgrade Selkirk feeder
City Power
Cydna: upgrade electrical network
City Power
Ferndale X 11: Nnetwork development
City Power
Ferndale: upgrade electrical network
City Power
Harley St S/S; network development
Power
Harley Street SS: replace feeder board and
City Power
upgrade
Houghton: Cydna SS: close sub-ring
City Power
Lyndhurst network upgrade
City Power
Network development: Bryanston 6.6 kV
City Power
Network development: Randburg 11 & 6.6 kV City Power
North Riding: Bbulk Iinfrastructure
City Power
Sandton/Rosebank - installation and upgrade
City Power
Service connections: Randburg
City Power
Sydenham: Orchards SS: new standby distributor City Power
Township reticulation: Randburg
City Power
Upgr elec network. Greswold Sunningdale dist Power
Upgrade of elec network Rosebank
Power
Start Date
End Date
Budget
2005/07/01
2001/01/01
2001/01/01
2001/01/01
2006/06/30
2006/06/30
2006/06/30
2006/06/30
2 050 000
12 000 000
5 800 000
600 000
950 000
2001/01/01
2006/06/30
2 100 000
2001/01/01
2006/06/30
400 000
2005/03/01
9/01/2005
2005/07/01
2005/11/30
2005/11/30
2006/02/28
2005/11/01
2005/09/01
2005/10/03
2005/11/01
2005/07/04
2006/01/02
2005/08/01
2005/08/01
2005/11/07
2005/09/01
2005/08/01
2005/09/01
2005/10/03
2005/07/04
2006/04/30
2006/06/30
2006/02/28
2006/05/31
2006/06/30
2006/04/28
2005/11/30
2005/11/30
2006/05/31
2006/02/28
2006/05/31
2006/01/31
2005/11/30
2005/08/31
2 000 000
15 000 000
5 000 000
4 000 000
500 000
12 000 000
6 000 000
2 000 000
5 000 000
4 000 000
4 000 000
5 000 000
5 000 000
9 400 000
2 420 000
5 500 000
2 500 000
500 000
2 500 000
3 000 000
2005/07/05
2005/08/01
2005/08/31
2005/12/30
2006/01/02
2005/08/17
2005/08/01
2005/07/04
2006/05/31
2006/05/17
2006/06/30
2006/07/31
2005/07/01
2005/07/04
2005/10/03
2006/06/30
2005/10/31
2005/12/30
400 000
1 000 000
5 000 000
3 600 000
4 000 000
2 200 000
16 025 000
765 500
2 007 000
260 000
527 000
151
Project Name
Furniture for Clinics
Division
Start Date
End Date
Health
Budget
120 000
155 124 500
Region 4
An amount of R47 853 000 has been allocated to Region 4. The greatest budget
allocation is for City Power. The capital allocation is motivated by the demand in
electricity infrastructure and the need for parks development in the area. Table 2.59
provides a regional breakdown of projects by department and entity responsible for
projects.
Table 2.59: Region 4
Project Name
Pharmacy depot upgrading and furniture phase
2
Botanic gardens
Riverlea cemetery
Riverlea Park
Waterval
Westbury Park
CP.BN.Crown/(Edgardale): establish new
88/11 kV Sub Station
CP.BR.Hurst Hill: replace transformer
Crown/Amalgam: network development
Hursthill: Master Plan: Uupgrade MV & LV
networks
Hursthill: upgrade Electrical Network
Hursthill: upgrading of LV distribution boards
Network development: C de Wet, JG Strydom
Public lighting Northcliff
Riviera: upgrade of electrical network
Rosebank: bulk infrastructure
Service connections: Hursthill
Siemert Road Depot: Master Plan: upgrade
MV & LV netwo
Township reticulation: Hursthill
Brixton Jan Hofmeyer
Crosby Creche
Athur Bloch Park, soccer field
Coronationville Rec.
Environmental health equipment (smoke
testing)
Union stadium
Division
Start Date
End Date
Budget
Health
City Parks
City Parks
City Parks
City Parks
City Parks
City Power
1 000 000
2004/01/07
2005/06/30
2006/02/01
2006/06/30
1 000 000
2 550 000
900 000
2 000 000
500 000
1 000 000
City Power
City Power
City Power
2005/08/16
2005/11/14
2006/03/28
2006/05/15
4 500 000
4 500 000
2 000 000
City Power
City Power
City Power
City Power
City Power
City Power
City Power
City Power
2005/12/19
2006/01/09
2006/01/02
2005/06/30
2005/10/04
2005/10/03
2005/07/04
2005/09/06
2006/03/21
2006/04/25
2006/05/31
2006/06/30
2006/06/28
2006/05/31
2006/06/30
2006/02/28
2 000 000
1 000 000
500 000
1 800 000
6 000 000
4 500 000
3 850 000
4 000 000
City Power
Soc Dev:
Social
Soc Dev:
Social
Soc Dev:
Sports
Soc Dev:
Sports
Health
2005/07/01
2006/06/30
2 007 000
600 000
Soc Dev:
Sports
2004/07/01
500 000
2004/10/18
2004/11/29
350 000
350,000
46 000
2005/05/31
400 000
47 853 000
152
Region 5
Region 5 has allocation of R176 920 000. The greatest portion of this budget is
allocated to City Power projects and JOSCHO to deal with electricity infrastructure
and housing development. Table 2.60 shows projects in the region.
Table 2.60: Region 5
Project name
Fire protective clothing
Furniture and fittings for new stations
IT requirements
Lockers for stations
Sort team rescue equipment
Standby generators
Leratong
Matholesville
Sol plaatjies
Zandspruit Mayibuye-ext 9&10
Boschkop/Honeydew district: upgrade water
infrastructure
Capacity increase - Driefontein
Helderkruin district: upgrade water
infrastructure (20)
Olivedale district: upgrade water infrastructure
Zandspruit sewer pump station: upgrade
(2005-2008)
Roodepoort social housing project
Boundary road land acquisition (Cosmo City)
Cosmo city (park development)
Kloofendal N.R.
Bulk electricity Roodetown
Bulk infrastructure electricity new market ss
Bulk infrastructure: 11 shaft
Bulk infrastructure: upgrade switchboard
Christiaan de Wet: bulk infrastructure
Cp increase trans sentraal Roodepoort
Cp.bn. replace 33 kv switchgear
Cp.br.manufacta-Roodetown. Replace 33 kv
oil cables
Cp.nd.Honeydew manor. Install cables
Cp.pr.c de Wet chop over system
Cp.ug.c de wet/rhinoceros. upgrade
interconnector
Cp.ug.ruimsig/poortview. upgrade network
Fairland: bulk infrastructure
Groblerpark: establish 33/11 Kv 20mva Ss
Lutz: bulk infrastructure
Olivedale: installation Of 2nd 20mva Tfer
Roodepoort: network extensions
Roodepoort: upgrade electrical network
Division
Start date
End date
Budget
EMS
EMS
EMS
EMS
EMS
EMS
Housing
Housing
Housing
Housing
Jhb water
2001/01/01
2006/06/30
1 500 000
500 000
502 000
55 000
500 000
300 000
1, 600 000
1 000 000
1 000 000
35 000
2 000 000
Jhb water
Jhb water
2001/01/01
2001/01/01
2005/11/30
2006/06/30
3 000 000
1 250 000
Jhb water
Jhb water
2001/01/01
2001/01/01
2006/06/30
2006/06/30
2 300 000
2 500 000
Joshco
JRA
City Parks
City Parks
City Power
City Power
City Power
City Power
City Power
City Power
City Power
City Power
37 000 000
4 000 000
4 000 000
500 000
5 000 000
1 000 000
2 500 000
500 000
500 000
2 500 000
3 600 000
7 500 000
2006/01/02
2005/11/07
2006/04/28
2005/11/30
2006/02/01
2005/08/02
2006/04/28
2005/10/26
2005/12/01
2005/05/02
2006/04/30
2005/09/30
City Power
City Power
City Power
2005/08/01
2005/10/10
2006/03/31
2005/12/13
6 105 000
600 000
4 665 000
City Power
City Power
City Power
City Power
City Power
City Power
City Power
2005/07/01
2005/08/01
2005/12/31
2006/06/30
2005/08/02
2006/05/29
2005/10/03
2006/05/31
7 000 000
14 000 000
3 500 000
2 000 000
7 241 000
2000 000
2 000 000
153
Project name
Sentraal new control panel
Service connections: Roodepoort
Telecomms: Roodetown/Westgate
Township reticulation: Roodepoort
Upgrade electricity network: Roodepoort,
Davidsonville, Matholiville
Upgrade lv network in Fairlands
Vaalbos dumpy switches replacement
Wilro park: bulk infrastructure
Cosmo City taxi facilities
K29 upgrading alongside Cosmo City
Division
Start date
End date
Budget
City Power
City Power
City Power
City Power
City Power
2006/04/18
2005/06/01
2005/08/01
2005/07/01
2006/06/20
2006/06/30
2005/09/29
2006/06/30
5 000 000
6 400 000
60 000
2 007 000
2 700 000
City Power
City Power
City Power
DPT & E
DPT & E
2005/12/01
2005/10/03
2006/02/01
2005/08/01
2006/04/28
2006/05/31
2006/06/30
2006/06/30
4 000 000
2 500 000
2 500 000
4 000 000
12 000 000
176 920 000
Region 6
Region 6 has been allocated a budget of R186 162 00. The greater portion of the
capital is allocated to Housing, JDA and Social Development. This is an attempt to
respond to the needs of the communities. For example, due to the history of the area
there is a need to focus on sports and recreation.
Table 2.61: Region 6
Project Name
Credo Mutwa Cultural Village
H - MIG Devland
H - MIG Kliptown
HS MIG Dobsonville Ext.9 Outfall Sewer
HS MIG Dobsonville Ext.9 Stormwater
HS MIG Dobsonville Ext.9 Water Supply line
HS MIG Doornkop (Greenvillage)
HS MIG Naledi Infill
Kliptown
Soweto Development Zone
Kliptown Development: upgrade bulk sewers
Kliptown development: upgrade water supply
( 2005-2008
Kliptown development: upgrade water mains
(2005-2008)
Phase 3: bulk sewers (2005-2008)
Phase 3: bulk water mains (2005-2008)
Phase 3: reservoirs (2005-2008)
Slovo Park Development: upgrade water
supply (2005-200
N-S Flagship Project Regina Mundi to
Parktown
Soweto: paving of sidewalks
Avalon Cemetery
Mapetla
Soweto: garden sites
Dobsonville: public lighting
Division
Start Date
End Date
Budget
Heritage
Housing
Housing
Housing
Housing
Housing
Housing
Housing
JDA
JDA
Jhb Water
Jhb Water
2005/07/01
2005/07/01
2001/01/01
2001/01/01
2006/06/30
2006/03/31
2006/06/30
2006/06/30
600 000
12 180 000
8 182 000
1 021 000
650 000
2 482 000
3 500 000
626 000
27 700 000
15 000 000
4 235 000
860 000
Jhb Water
2001/01/01
2006/06/30
2 440 000
Jhb Water
Jhb Water
Jhb Water
Jhb Water
2001/01/01
2001/01/01
2001/01/01
2006/01/31
2006/10/31
2006/06/30
500 000
6 491 000
1 240 000
400 000
JRA
JRA
Parks
Parks
Pikitup
City Power
26 700 000
2004/07/01
2004/01/07
2004/07/01
2005/08/10
2005/03/04
2005/05/05
2006/05/31
2006/02/20
3 500 000
1 500 000
1 175 000
2 500 000
2 500 000
154
Project Name
Klipspruit West: library
White City Jabavu
Arthur Ashe Tennis
Bapedi Hall
Borolo Butt Hut - upgrade
Bramfisherville: multipurpose
Butt Hut: upgrade
Chiawelo Comm. Centre
Dlamini Library/multipurpose stand 574
Dobsonville Stadium
Doornkop Rec. Centre
Emdeni: sport extensions
Naledi Hall
Naledi Sports Centre -- Ext 2
Phefeni Rec.Centre
Protea Glen: activity rooms
Protea Glen ext. 11&12
Protea South: multi-purpose.
Simphiwe Hall
Klipspruit West: upgrade
Zondi: upgrade
Furniture for clinics and computers
Zola: multi-purpose
Division
Soc Dev:
Librar
Soc Dev:
Librar
Soc Dev:
Sports
Soc Dev:
Sports
Soc Dev:
Sports
Soc Dev:
Sports
Soc Dev:
Sports
Soc Dev:
Sports
Soc Dev:
Sports
Soc Dev:
Sports
Soc Dev:
Sports
Soc Dev:
Sports
Soc Dev:
Sports
Soc Dev:
Sports
Soc Dev:
Sports
Soc Dev:
Sports
Soc Dev:
Sports
Soc Dev:
Sports
Soc Dev:
Sports
Health
Health
Health
Soc Dev:
Sports
Start Date
End Date
Budget
500 000
7 500 000
500 000
2004/09/06
2005/06/30
150 000
1 200 000
6 000 000
2 000 000
2004/08/02
2005/05/15
100 000
8 000 000
9 000 000
2004/12/13
2005/06/10
1 500 000
500 000
2004/09/13
2005/06/30
150 000
900 000
3 000 000
2004/11/03
2005/06/30
350 000
4 000 000
5 600 000
800 000
1 350 000
1 350 000
230 000
5 500 000
186 162 000
155
Region 7
Region 7 has budget allocation of R113 540 523. Half of the capital in this budget is
directed towards City Power projects to respond to issues of infrastructure and
outages. Table 2.62 indicates the regional projects.
Table 2.62: Region 7
Project Name
Alexandra: sewer upgrading and replacement
(2005-2008)
Alternative bulk supply to Sandton/Alexandra
(2005-200
Supply main to Islamic Trust (2005-2008)
Upgrading of Bez Valley sewer
Waterval C: sewer (2005-2008)
Waterval Cemetery: water (2005-2008) Alex
(Alex Social Housing) RCA/Housing
Implementation of stormwater master plan
proposals - Al
Alexandra: installation and upgrade of public
lighting
Alexandra: establish new townships
Alexandra Far East Bank Ext. 7: electrification
CP.PR.Cydna/Alex: upgrade chop over system
CP.UG. Modderfontein: convert 2.2 6.6 kV
networks to 1
Esterpark: complete design of servitude route
Kelvin PS: bulk Infrastructure
Klipfontein View: finalise designs re
servitudes
Network upgrade: Alexandra
Rembrandt Park: new distributor
Rembrandt Park: Gresswold SS: replace PEX
cable
Service connections: Alexandra
Upgrade electricity network: Alexandra
River Park Library: new
Computers and equipment for environmental
health
Klipfontein view multipurpose centre
Division
Start Date
End Date
Budget
Jhb Water
5 500 000
Jhb Water
7 000 000
Jhb Water
Jhb Water
Jhb Water
Jhb Water
Joshco
JRA
2001/01/01
2001/01/01
2001/01/01
2004/01/07
2004/10/28
2006/06/30
2006/06/30
2006/06/30
2006/03/31
2006/11/30
1 835 000
3 000 000
1 000 000
1 300 000
26 000 000
2 000 000
City Power
2005/09/01
2006/06/30
2 200 000
City Power
City Power
City Power
City Power
2005/08/01
2006/01/17
2005/10/17
2005/07/04
2006/02/28
2006/06/25
2005/12/20
2005/09/30
218 323
8 500 000
300 000
3 000 000
City Power
City Power
City Power
2005/08/01
2005/09/05
2006/03/08
2005/12/12
2005/11/30
2006/05/30
100 000
1 000 000
190 000
City Power
City Power
City Power
2006/01/10
2005/09/01
2006/05/22
2006/06/30
6 000 000
2 700 000
283 200
City Power
City Power
Soc Dev:
Library
Health
2005/07/01
2005/12/01
2006/06/30
2006/06/30
700 000
32 000 000
2 500 000
214 000
Soc Dev:
Sports
6 000 000
113 540 523
156
Region 8
The inner city region has the budget allocation of R305 414 560. The major capital
allocation is for City Power, JDA and Housing respectively. The aim is to assist with
the ageing road and electrical infrastructure. The ever increasing demand of housing
has also been a factor for consideration.
Table 2.63: Region 8
Project Name
Upgrading of public conveniences
Inner city distribution system
Berea Fire Station
Central Fire Station
Relocation of fire stations
JFPM04: construct waste area
JFPM06: Resurfacing of Trading Floor
JFPM08: upgrade and refurbish ablution block
JFPM17: laboratory
JFPM19: IT systems upgrade
JFPM20: wash basins and drainage
Environmental health signages and medical
equipment
MA’s fire protection system upgrade
OHASA and people with disabilities
compliance
Restoration of Johannesburg Art Gallery
buildings exterior
H - MIG Lehae: proper roads and stormwater
H - MIG Weilers Farm
HS MIG Meriting (Kaalfontein X22) local
distributor
HS MIG Meriting (Kaalfontein X22): outfall
sewer
HS MIG Meriting (Kaalfontein X22):
stormwater
Van Beek Hostel (Region 8)
Braamfontein Corridor
Fashion District
Greater Ellis Park
Jewel City
Medical Precincts
Park City (Gautrain Precincts)
Rockey/ Raleigh (Yeoville)
Customer services
Provision for emergency work
Refurbishment of theatre and technical
Division
Corporate
services
DPT & E
EMS
EMS
EMS
Fresh Produce
Market
Fresh Produce
Market
Fresh Produce
Market
Fresh Produce
Market
Fresh Produce
Market
Fresh Produce
Market
Health
Heritage
Heritage
Start Date
End Date
Budget
15 150 000
2004/02/05
2005/06/30
2005/05/16
2006/02/28
5 000 000
3,660,000
500 000
5 000 000
4 000 000
2005/06/15
2006/06/30
5 000 000
2005/11/01
2006/06/06
7 000 000
2005/06/01
2005/09/30
1 500 000
2005/08/01
2006/06/30
12 000 000
2005/06/01
2005/12/15
3 000 000
118 000
2004/07/30
2005/06/30
300 000
1 000 000
Heritage
Housing
Housing
Housing
1 000 000
2004/07/01
2004/07/30
5 711 000
4 585 000
1 250 000
Housing
1 500 000
Housing
2 039 000
Housing
JDA
JDA
JDA
JDA
JDA
JDA
JDA
Jhb Water
Jhb Water
Johannesburg
2005/07/01
2005/07/01
2005/07/01
2005/07/01
2005/07/01
2005/07/01
2005/07/01
2001/01/01
2001/01/01
2 400 000
9 000 000
3 000 000
20 000 000
8 000 000
17 000 000
5 000 000
4 500 000
10 000 000
5 000 000
2 347 560
2006/06/30
2006/06/30
2006/06/30
2006/06/30
2006/06/30
2006/06/30
2006/06/30
2006/06/30
2006/06/30
157
Project Name
equipment
Better Building Programme
Bez Valley : reconstruction of sub 6.
Braamfontein Spruit
Rehabilitation of M1, M2 motorways
Replacement of motorway expansion joints
Structural repairs: Robinson Canal sub 9.1, 9.3
and 9
Hillbrow: market repairs
Mai Mai: market repairs
Metro Mall: market repairs
Miscellaneous office computer etc
Yeoville: market repairs
Alterations to head office
Robinson: landfill sites
Cosmo City (social)
Bez Valley lv network upgrade
Bulk infrastructure electricity: Hursthill
Bulk infrastructure: Cydna ss
Bulk infrastructure replace Jerico system
CP 11kv feederboard for emergency
CP bulk infrastructure electricity: Cydna
remove and transport transformer
CP standby generators
CP switchgear: Fordsburg/Delta
Ellis Park Precinct: upgrade electrical network
Jeppe: upgrade electrical network
Kensington: upgrade electrical network
Network development: Athol
Newtown: upgrade electrical network
Public lighting: inner city
Public lighting: JHB South
Purchase of meters: metering devices for the
connection
Reuven: refurbishment of load centres
Service connections - Siemert Road
Service connections: Reuven
Siemert Road: upgrade and replace MV
switchgear
Statistical Metering
Township reticulation - Reuven:The
construction of new
Township reticulation: Siemert Road:
Upgrade electricity: Forest town ss
Upgrade electricity: Bellevue East
Upgrade electricity: Berea area
Upgrade electricity: Bertrams
Upgrade electricity: Hillbrow
Division
Start Date
End Date
Budget
Theatre
JPC
JRA
JRA
JRA
JRA
JRA
5 000 000
5 000 000
5 000 000
5 500 000
3 000 000
7 000 000
Metro Trade
Com
Metro Trade
Com
Metro Trade
Com
Metro Trade
Com
Metro Trade
Com
Pikitup
Pikitup
City Power
City Power
City Power
City Power
City Power
City Power
City Power
2005/08/01
2006/03/31
550 000
2005/07/25
2006/02/28
830 000
2005/09/05
2006/05/31
1 540 000
2005/07/04
2006/06/15
1 160 000
2005/10/03
2006/06/22
1 100 000
2004/07/01
2005/06/01
2006/06/30
2006/05/31
2005/09/01
2005/08/01
2005/11/01
2005/08/01
2005/09/07
2006/05/01
2005/10/27
2006/05/31
2006/06/30
2006/06/30
2005/11/22
2006/06/30
1 000 000
1 600 000
9 000, 000
1 000 000
6 000 000
8 600 000
10 000 000
2 000 000
900 000
City Power
City Power
City Power
City Power
City Power
City Power
City Power
City Power
City Power
City Power
2005/08/02
2005/08/01
2005/11/01
2005/10/03
2006/01/06
2005/09/01
2005/09/05
2005/10/30
2006/02/28
2006/06/29
2006/05/30
2006/05/10
2006/06/30
2005/11/30
2005/07/04
2005/08/01
2006/06/30
2006/04/30
1 800 000
3 300 000
2 000 000
2 000 000
1 000 000
3 000 000
1 500 000
1 800 000
1 800 000
8 000 000
City Power
City Power
City Power
City Power
2005/11/08
2005/07/04
2005/07/04
2005/09/02
2006/03/29
2006/06/29
2006/06/30
2006/04/28
1 000 000
7 860 000
6 900 000
2 500 000
City Power
City Power
2005/07/01
2006/06/30
10 000 000
2 007 000
City Power
City Power
City Power
City Power
City Power
City Power
2005/07/01
2005/12/01
2005/09/06
2005/11/01
2006/01/02
2006/03/01
2006/06/30
2006/02/14
2005/10/28
2005/12/30
2006/02/27
2006/04/28
2 007 000
1 000 000
500 000
500 000
500 000
500 000
158
Project Name
Upgrade electricity: refurbish pavement
infrastructure
Upgrade electricity: Yeoville area
Yeoville Rec.Centre phase 2
Division
Start Date
End Date
Budget
City Power
City Power
Soc Dev:
Sports
2 000 000
2006/01/03
2006/04/26
500 000
100 000
305 414 560
Region 9
Region 9 has the budget allocation of R333 757 460. The major allocation is for
Johannesburg Water. This is aimed at revitalising the water infrastructure in the
region. Table 2.64 below indicates various projects in the region.
Table 2.64: Region 9
Project Name
Division
Medical equipment-training school
Malvern Clinic upgrade phase 3
City Deep Hostel
HS MIG Tshepisong West: bulk stormwater
HS MIG Tshepisong West: roads and
stormwater
HS MIG Tshepisong West: street lighting
Large-scale mixed use: Nasrec
Improvement to works (WWTW general)
Modify blower manfld_BK
Operation Gcin’amanzi
EMS
Health
Housing
Housing
Housing
Crownwood Road, Langlaagte
Upgrading Crownwood Road (including Rand
Show Rd)
Klipriviersberg N. R.
Pioneer park
Aeroton: upgrade electrical network
Bassonia ext 6 to 11 install new distributors
Bulk infrastructure Electricity: Haggie Rand
Bulk infrastructure Electricity: Robertsham Wemmer
Bulk infrastructure Electricity: 88kv ss
Oakdene
Bushkoppies electrification of 1000 stands
Eagles Nest: refurbish 11 kv oh line
Malvern: upgrade electrical network
Orlando Local: bulk infrastructure
Upgrade electricity: Eikenhof - Kibler Park
Environmental health signage
Upgrade electricity: Lenasia Star distributor
JRA
JRA
Housing
JDA
Jhb Water
Jhb Water
Jhb Water
Start Date
2004/08/02
2004/10/14
2005/07/01
2001/01/01
2001/01/01
2001/01/01
End Date
2004/11/30
2005/06/30
2006/06/30
2006/06/30
2006/06/30
2006/06/30
Budget
300 000
2 000 000
2 039 000
1 685 000
4 093 000
3 574 000
15 000 000
1 000 000
3 000 000
250 000
000
10 000 000
5 000 000
City Parks
City Parks
City Power
City Power
City Power
City Power
2006/01/02
2005/08/02
2006/05/31
2005/12/29
2006/05/01
2006/06/30
1 000 000
1 000 000
2 000 000
6 000 000
3 000 000
5 000 000
City Power
2005/09/01
2006/06/30
5 000 000
City Power
City Power
City Power
City Power
City Power
Health
CityPower
2005/10/03
2005/09/07
2005/07/05
2005/11/01
2006/01/02
2006/03/31
2006/01/26
2005/08/30
2006/01/31
2006/04/27
4 366 460
1 500 000
600 000
500 000
1 000 000
R 100 000
5 000 000
333 757 460
159
Region 10
The region has been allocated a budget of R138 160 000. Table 2.65 indicates projects
in the region.
Table 2.65: Region 10
Project Name
Orlando East clinic phase 2
Diepkloof Hostel
Gloden Traingle (Devland): development phase1& 2 & 3
Motsoaledi (Baralink): new project
Civils corrosion (GK)
Elec/mech refurbishment: GK
Kliptown investigation: CoJ request
WAS thickeners_GK
Koma Rd ( Bendile to Potch) including Bendile
Intersec
Modise, Vincent & Onslen
Goudkoppies: landfill sites
CP.BR.Orlando.Replace 88kV switchgear
Devland: bulk infrastructure
Eldorado Park: upgrade electrical network
Eldorado Park: upgrade electrical network
Orlando: Etna Line servitude
Public lighting: Meadowlands
Soweto: public lighting
Diepkloof Welfare Centre
Meadowlands Welfare Centre
Orlando East Skills Centre
Pimville Skills Centre
Yetta Nathan Centre
Devland Sportfields
Dube Boxing Club
Meadowlands: multipurpose
Noordgesig Rec.
Orlando Stadium
Pimville Rec Centre
Pimville zone 6 Multipurpose Youth Centre
Medical equipment and furniture for clinics
Baragwanath Taxi Rank Project Phase 4 (Two
taxi ranks
Division
Start Date
End Date
Budget
Health
Housing
Housing
2 008 000
2 000 000
12 500 000
Housing
Jhb Water
Jhb Water
Jhb Water
Jhb Water
JRA
2 000 000
4 000 000
4 000 000
370 000
9 000 000
30 300 000
2001/01/01
2001/01/01
2001/01/01
2001/01/01
JRA
Pikitup
2005/06/01
City Power
2005/08/01
City Power
2006/02/01
City Power
2005/06/01
City Power
2005/08/08
City Power
2005/11/01
City Power
2005/07/01
City Power
2005/09/01
Soc Dev: Social 2005/01/03
Soc Dev: Social
Soc Dev: Social 2004/11/22
Soc Dev: Social
Soc Dev: Social
Soc Dev:
2004/12/07
Sports
Soc Dev:
Sports
Soc Dev:
2004/11/15
Sports
Soc Dev:
2004/08/02
Sports
Soc Dev:
Sports
Soc Dev:
Sports
Soc Dev:
Sports
Health
DPT & E
2006/02/28
2006/06/30
2005/07/31
2006/04/30
2006/06/30
2006/02/28
2006/04/30
2005/06/30
2005/09/29
2006/04/30
2006/06/30
2006/06/30
2005/06/30
2005/03/31
2005/06/30
9 500 000
1 850 000
6 800 000
500 000
250 000
250 000
1 000 000
1 650 000
2 800 000
250 000
500 000
250 000
2 000 000
500 000
450 000
1 050 000
2005/02/28
500 000
2005/05/15
100 000
9 500 000
500 000
1 500 000
282 000
30 000 000
138 160 000
160
Region 11
Region 11 has the allocation of R239 286 217. Given the historical background of the
area. the greatest allocation of the budget has been to Housing and Johannesburg
Water. The aim is to deal with the housing backlog in the area and provision of water
services. Table 2.66 provides the list of all projects in the area.
Table 2.66: Region 11
Project Name
Division
Upgrading Rietfontein Training Academy
EMS
Mountainview clinic upgrade and furniture
Health
Thulamtwana clinic upgrade and furniture
Health
Drieziek Ext 3 & 5
Housing
Finetown East
Housing
Finetown Proper
Housing
HS MIG Tshepisong: proper sanitation
Housing
Orange Farm Ext 9
Housing
Thulamntwana
Housing
Vlakfontein Ext 1, 2, 3 Mayibuye
Housing
Vlakfontein Proper Mayibuye
Housing
Vlakfontein West
Housing
Weilers Farm
Housing
Drieziek Extentions: outfall sewer
Jhb Water
Ennerdale district: upgrade water
Jhb Water
infrastructure_(2005
Lenasia district: upgrade water infrastructure Jhb Water
Low income services
Jhb Water
Mech/elec Unit2 Module 4 (OFV)
Jhb Water
Orange Farm: gravel roads upgrade
JRA
Ennerdale Park
City Parks
Orange Farm Regional Park
City Parks
Lawley Ext 2: electrification
City Power
Lehae Township electrification of 5000 stands City Power
Lenasia: upgrade replace lv pillar boxes
City Power
Lenasia: refurbishment of load centres
City Power
Lenasia: upgrade electrical network
City Power
Public lighting: Orange Farm/ Lenasia
City Power
Service connections: Lenasia
City Power
Township reticulation – Lenasia :
City Power
Upgrade electricity: Lenasia South: compound City Power
district
HIV AIDs Centre: Poortjie
Soc Dev:
Social
Orange Farm Skills Centre
Soc Dev:
Social
Vlakfontein Skills Centre
Soc Dev:
Social
Ennerdale: Portacabin
Health
Poortjie Multipurpose
Soc Dev:
Sports
Lenasia Public Transport Facility
DPT & E
Start Date
End Date
Budget
2 683 000
652 000
220 000
1 650 000
1 378 000
4 100 000
780 000
1 700 000
1 000 000
600 000
4 200 000
89 000 000
4 385 000
9 981 000
2 000 000
2001/01/01
2001/01/01
2005/09/30
2006/06/30
2001/01/01
2001/01/01
2001/01/01
2006/06/30
2006/06/30
2006/06/30
2004/01/07
2004/01/07
2006/03/14
2005/10/12
2006/02/01
2005/09/09
2005/06/06
2005/09/16
2006/06/23
2006/06/22
2006/05/31
2005/10/24
2005/06/30
2005/07/04
2005/07/01
2005/12/06
2006/06/30
2006/07/31
2006/06/30
2006/03/15
3 000 000
29 500 000
3 000 000
16 500 000
450 000
2 000 000
13 099 379
17 465 838
500 000
500 000
2 000 000
5 900 000
6 715 000
2 007 000
1 000 000
2003/11/12
2004/06/30
500 000
3 000 000
5 000 000
2003/12/10
2004/10/13
420 000
400 000
2005/11/01
2006/06/30
2 000 000
161
Project Name
Division
Start Date
End Date
Budget
239 286 217
Citywide
There is an allocation of R418 654 300 for citywide projects. The greater allocation
of capital in the citywide projects is for City Power and JRA. This is an attempt to
respond to the ageing infrastructure city wide and rapid developments. Table 2.67
indicates all citywide projects.
Table 2.67: Citywide
Project Name
Upgrading of clinics (equipment and
buildings; regions 1 & 2)
Operational capital
Community relocations
Fencing project
Flat refurbishment
Land and building acquisition
Old age homes
Corporate requirements
Operations and maintenance
Planning and engineering studies
land reguralisation: citywide (Regions 1 & 6)
Site development and preparation
Design of future schemes
Emergency stormwater projects
Environmental compliance
Mobility related projects
Operational capital
Roads and stormwater master planning
N17 - Nasrec Road to beyond New Canada
Road
Crime prevention and by-law enforcement
Internal infrastructure projects
Informal trading stalls: generic
Replacement of aging vehicles
Computers, furniture and office equipment
Upgrade of facilities
Bus wash
Tools, gear, plant and machinery
Plant and equipment
Project management
Secondary NR
Street trees
Refuse management information system
Northern works landfill sites
Signage
Division
Health
Heritage
Housing
Housing
Housing
Housing
Housing
Jhb Water
Jhb Water
Jhb Water
JPC
JPC
JRA
JRA
JRA
JRA
JRA
JRA
JRA
Metro Police
Metro Police
Metro Trade
Com
Metrobus
Metrobus
Metrobus
Metrobus
Metrobus
Parks
Parks
Parks
Parks
Pikitup
Pikitup
Pikitup
Start Date
2001/01/01
2001/01/01
2001/01/01
End Date
100 000
1 000 000
5 000 000
4 000 000
1 000 000
1 000 000
2006/06/30 7 200 000
2006/06/30 6 500 000
2006/06/30 7 000 000
3 000 000
1 500 000
1 500 000
5 000 000
500 000
25 650 000
10 250 000
2 000 000
16 000 000
2005/07/01
2005/07/01
2006/06/30
2006/06/30
2005/07/18
2006/03/30
2004/07/01
2004/07/01
2005/05/01
Budget
2006/06/30
2006/05/31
2006/05/31
5 200 000
3 600 000
5 000 000
900 000
1 950 000
550 000
3 000 000
160 000
2 875 000
500 000
1 500 000
1 000 000
5 000 000
2 400 000
1 000 000
162
Project Name
Division
Linbro Park: landfill sites (Regions 1 & 3)
Pikitup
Bulk refuse containers
Pikitup
Alterations to depots
Pikitup
Furniture and fittings
Pikitup
IT equipment and software
Pikitup
Other garden sites
Pikitup
Plant and machinery
Pikitup
Marie-Louise: landfill sites
Pikitup
Formal households refuse bins
Pikitup
Bulk infrastructure: repair transformers
City Power
CP furniture
City Power
CP.BR: all areas replace obsolete MV
switchboards
City Power
CP.OC: support services. WMS phase 2
City Power
CP.UG: all areas. Replace obsolete MV
Cables
City Power
CP.UG: earth fault indicators
City Power
Load management transmission equipment
City Power
Meters role-out of AMR to large users
City Power
Operating cap computer hardware
City Power
Operating cap computer software
City Power
Operating cap computer upgrades
City Power
Operating cap office equipment
City Power
Operating cap tools and loose gear
City Power
Plant and equipment for system control (tools) City Power
Protection : Kelvin: replace obsolete relays
City Power
Protection: replace obsolete relays
City Power
Replace distribution transformers
City Power
Replacement of trip fuses
City Power
SCADA masterstation upgrade clean up of
configuration
City Power
SCADA RTU installation
City Power
Statistical metering
City Power
Telecomms: mobile radio equip
City Power
Telecomms: PBX & associated equip
City Power
Upgrade electricity service connect cables all City Power
areas
Upgrade electricity network maximun demand City Power
meters
Upgrade electricity: All areas
City Power
Upgrading master plan
City Power
Bulk infra structure servitude for Sebenza 275 City Power
kV intake
Building alterations elec: Reuven & Hurst Hill City Power
Computer equipment
Soc Dev:
Library
Equipping of libraries
Soc Dev:
Library
Library accessible to people with disabilities Soc Dev:
Library
Security incl. technodesk
Soc Dev:
Library
Upgrading of library: youth and children’s
Soc Dev:
Start Date
2004/06/01
2004/10/18
2004/07/01
2005/07/01
2005/07/01
2004/07/01
2005/06/01
2005/05/01
2005/07/01
2005/09/01
2005/07/04
2005/10/01
2005/08/01
2005/08/03
2005/08/08
2006/01/02
2005/06/01
2005/07/04
2005/07/04
2005/07/04
2005/07/04
2005/07/04
2005/07/04
2006/02/14
2005/07/04
2005/09/13
2005/09/01
2005/08/01
2005/10/04
2005/08/01
2005/09/01
End Date
Budget
3 694
2006/06/30
2005/11/30 5 000 000.00
2006/06/30 1 575 000
370 000
2006/06/30
2006/06/30 2 500 000
2006/01/31 2 450 000
2006/04/30 3 500 000
2006/04/30 1 600 000
2006/03/31 11 100 000
2006/05/31 10 000 000
2006/05/31 1 005 900
8 009 000
2006/06/30
2005/10/31 4 000 000
3 400 000
2006/06/21
2005/11/29 2 000 000
2006/06/30 15 000 000
2006/06/30 3 000 000
504 090
2006/05/31
2006/05/31 2 275 000
57 425
2005/08/31
208 700
2006/05/31
2006/06/30 1 707 933
2006/06/30 2 742 252
2006/05/22 15 000 000
2006/05/31 5 000 000
2 000 000
500 000
2006/03/29
2 500 000
2006/02/28
2006/06/30 4 000 000
2006/06/29 5 000 000
2005/11/30 1 000 000
425 000
2005/11/30
2 000 000
2006/01/02
2006/05/31
500 000
2005/08/01
2005/08/01
2006/02/28
2006/06/30
4 000 000
9 000 000
50 000
2005/07/04
2006/06/30
8 513 000
1 000 000
1 000 000
2004/11/01
2004/11/12
500 000
2004/09/13
2004/09/30
600 000
2004/08/16
2005/04/29
1 000 000
163
Project Name
section
Community Centre: childcare and people with
disabilities
Movable building in informal settlements
Division
Library
Soc Dev:
Social
Soc Dev:
Social
Skills development centres
Soc Dev:
Social
Equipment
Soc Dev:
Sports
Grassing of soccer fields
Soc Dev:
Sports
Major sport facilities
Soc Dev:
Sports
Renovations of swimming pools
Soc Dev:
Sports
Sport facilities - fencing, irrigation, upgrading Soc Dev:
Sports
Furniture and computers
Tourism
N-S Flagship Project Parktown to Sunninghill DPT & E
N-S Flagship Project Regina Mundi to
Parktown
DPT & E
Pharmacy upgrade phase 2 and furniture
Health
Environmental health computers for regions Health
Environmental health equipment for regions Health
Medical equipment and furniture for regions Health
MIG allocation
Jhb Water
MIG allocation
City Power
MIG allocation
JRA
MIG allocation
City Parks
MIG allocation
Housing
MIG allocation
Pikitup
Other
Jhb Water
TOTAL CAPEX
Start Date
End Date
Budget
500 000
2004/11/15
2004/11/26
1 000 000
2 000 000
800 000
2004/08/09
2005/01/31
2004/07/01
2004/11/30
1 350 000
1 500 000
3 000 000
350 000
2004/07/12
2004/11/26
2005/07/01
2006/02/28
2005/07/01
2006/06/30
400 000
5 000 000
20 000 000
1 000 000
300 000
300 000
230 000
43 345 000
674 000
28 800 000
17 229 000
4,632,000.00
1 812 306
6 000 000
418 654 300
2 322 316
560
164
CHAPTER 3
FINANCIAL OVERVIEW
BUDGET IMPLEMENTATION PLAN FOR 2005/06
Introduction
In terms of Section 71 of the Municipal Finance Management Act, the accounting
officer must not later than 10 days of the working day after the end of each month
submit to the mayor and the relevant provincial treasury a statement on the state of the
municipalities’ budget.
The City is in a process of aligning its financial management system to be in
compliance with the Municipal Finance Management Act reporting requirements.
Budget Office has already begun to streamline financial management reporting,
within Core administration departments and within the Utilities, Agencies and
Corporatise Entities. The City aims to, provide timely, accurate, informative data for
both internal and external reporting purposes.
This chapter demonstrates the City’s month by month spending plan for the 2005/06
approved operating and capital budget.
The CoJ has approved an operation expenditure of R16.1 billion and revenue
amounting to R16,2 billion, with the net operating surplus amounting to R87.7
million. The anticipated revenue is based on the 93% target on the collection levels.
Monthly projections of revenue to be collected for each source
The CoJ’s anticipated revenue for 2005/06 amounts to R16,2 billion. The income is
attributable by the following sources of income








Electricity
Property rates
Water and sewerage
Regional Service Council levies
Refuse
Subsidies
Fines and Licenses
Other
Table 3.1 provides a summary of monthly cashflow projections per each revenue
source.
Monthly projection of operating expenditure and revenue for each vote
The total operating expenditure for 2005/06 amounts to R16,1 billion, split between
the following CoJ’s votes
165
Core Administration












Office of the City Manager
Contract Management Unit and Shareholders Unit
Finance and Economic Development
Corporate Services
Development Planning, Transportation and Environment
Emergency Management services
Johannesburg Metro Police Department
Arts, Culture and Heritage
Health services
Social Development
Housing
Regional Support
Utilities, Agencies and Corporate Entities














City Power
Johannesburg Water
Pikitup
Johannesburg Roads Agency
City Parks
Johannesburg Zoo
Johannesburg Fresh Produce Market
Metrobus
Johannesburg Civic Theatre
Property Company
Johannesburg Development Agency
Metro Trading Company
Johannesburg Housing Company
Rooderpoort Civic Theatre
Table 3.2 provides a summary of monthly operating expenditure projections for the
Core Administration per each vote.
Table 3.3 provides a summary of monthly operating expenditure projections for the
UAC’s per each vote.
Three year capital work plan per each vote
The CoJ envisages spending R2,8 billion on the capital budget for 2005/06 financial
year. Which will be financed through a combination of borrowing and surplus cash to
the tune of R2,1 billion and R649,6 million from the Consolidated Municipal
Infrastructure programme and other provincial and government transfers.
Table 3.4 reflects the capital spending per vote for the next three financial years.
Table 3.5 reflects the quarterly cashflows for the 2005/06 capital projects by vote.
166
Table 3.1: Service delivery budget implementation plan: monthly projection of revenue by source for 2005/06
DETAILS
REVENUE
Property Rates
Plus
Penalties
Imposed
Services
Charges
Electricity
Water
Refuse
removal
domestic
Refuse
removal
commercial
Services
charges
other
Regional
Service Levies
Rent of
Facilities and
Equipment
Interest
Earned:
External
Investments
Interest
Earned:
Outstanding
debtors
JULY
R 000
AUGUST
R 000
SEP
R 000
OCT
R 000
NOV
R 000
DEC
R 000
JAN
R 000
FEB
R 000
MARCH
R 000
APRIL
R 000
MAY
R 000
JUNE
R 000
TOTAL
R 000
244,698
244,698
244,698
244,698
244,698
244,698
244,698
244,698
244,698
244,698
244,698
244,698
2,936,376
2,000
2,000
2,000
2,000
2,000
2,000
2,000
2,000
2,000
2,000
2,000
2,000
24,000
314,859
238,949
349,843
236,070
314,859
244,707
279,875
259,101
279,875
256,222
279,875
250,465
244,890
230,312
279,875
250,465
279,875
241,828
279,875
221,676
314,859
224,554
279,873
224,553
3,498,433
2,878,902
20,863
20,863
20,863
20,863
20,863
20,863
20,863
20,863
20,863
20,863
20,863
20,863
250,353
11,002
10,912
11,715
11,990
11,044
8,595
9,604
12,399
11,915
10,732
11,012
11,114
132,036
6,339
6,361
7,101
7,111
6,468
7,124
7,106
7,089
7,073
7,043
7,013
7,152
82,979
131,209
131,209
131,209
131,209
131,209
131,209
131,209
131,209
131,209
131,209
131,209
131,209
1,574,508
9,024
9,194
9,194
9,194
9,228
9,229
9,229
9,348
9,348
9,348
9,705
9,705
111,749
13,528
13,574
13,554
13,646
13,634
13,585
13,523
13,513
13,503
13,494
13,489
13,519
162,565
1,458
1,620
1,458
1,296
1,296
1,296
1,134
1,296
1,296
1,296
1,458
1,296
16,200
167
DETAILS
Fines, Licenses
and Permits
Income for
Agency
Services
Operating
Grants and
Subsidies
Capital Grants
and Subsidies
Other Revenue
Gain on
Disposal of
Assets
OPERATING
INCOME
GENERATED
Less Revenue
foregone
DIRECT
OPERATING
REVENUE
Less
provision
for Bad
Debts:
Property
Rates
Less
provision
for Bad
Debts:
Refuse
JULY
R 000
AUGUST
R 000
SEP
R 000
OCT
R 000
NOV
R 000
DEC
R 000
JAN
R 000
FEB
R 000
MARCH
R 000
APRIL
R 000
MAY
R 000
JUNE
R 000
TOTAL
R 000
12,771
14,053
16,833
19,692
20,694
15,711
15,311
14,051
15,572
19,912
17,232
19,032
200,864
10,801
10,177
10,439
11,579
10,551
9,614
12,205
12,028
11,080
11,042
10,796
11,450
131,758
66,506
54,397
54,397
64,419
54,397
54,397
64,419
54,397
64,419
54,397
54,397
54,397
694,935
14,066
26,598
26,912
24,538
26,780
23,708
20,842
26,964
30,907
28,740
35,151
65,934
351,142
45,577
43,856
47,452
47,373
47,518
47,024
45,567
45,105
45,028
49,100
48,764
52,046
564,411
3,083
3,083
3,083
3,083
3,083
3,083
3,083
3,083
3,083
3,083
3,083
3,083
37,000
1,146,734
1,178,508
1,160,475
1,151,668
1,139,560
1,122,476
1,075,994
1,128,382
1,133,696
1,108,508
1,150,284
1,151,925
13 648 212
1,658
1,658
1,658
1,658
1,658
1,658
1,658
1,658
1,658
1,658
1,658
1,658
19,898
1,145,076
1,176,850
1,158,816
1,150,010
1,137,902
1,120,818
1,074,336
1,126,724
1,132,038
1,106,850
1,148,626
1,150,266
13,628,314
25,208
25,208
25,208
25,208
25,208
25,208
25,208
25,208
25,208
25,208
25,208
25,208
302,499
2,149
2,149
2,149
2,149
2,149
2,149
2,149
2,149
2,149
2,149
2,149
2,149
25,791
168
DETAILS
Removal
Less
provision
for Bad
Debts:
Services
Charges
Other Core
Less
provision
for bad
debts:
electricity
Less
provision
for bad
debts: water
Less
provision
for bad
debts:
refuse
business
Less
provision
for bad
debts:
service
charges
other UACs
DIRECT
OPERATING
REVENUE
JULY
R 000
AUGUST
R 000
SEP
R 000
OCT
R 000
NOV
R 000
DEC
R 000
JAN
R 000
FEB
R 000
MARCH
R 000
APRIL
R 000
MAY
R 000
JUNE
R 000
TOTAL
R 000
2,289
2,289
2,289
2,289
2,289
2,289
2,289
2,289
2,289
2,289
2,289
2,289
27,465
8,816
9,796
8,816
7,836
7,836
7,836
6,857
7,836
7,836
7,836
8,816
7,839
97,956
42,942
41,740
44,709
42,231
40,559
37,880
32,801
35,398
32,078
25,066
25,048
24,780
425,232
933
933
933
933
933
933
933
933
933
933
933
933
11,195
119
119
119
119
119
119
152
152
152
152
152
172
1,646
1,062,620
1,094,615
1,074,593
1,069,245
1,058,809
1,044,404
1,003,947
1,052,759
1,061,393
1,043,217
1,084,031
1,086,896
12 736 530
169
Table 3.2: Core Administration: Monthly Projection of Revenue and Expenditure for 2005/06
DETAILS
REVENUE
OFFICE OF THE
CITY MANAGER
CONTRACT
MANAGEMENT
AND
SHAREHOLDERS
UNIT
CORPORATE
SERVICES
FINANCE AND
ECONOMIC
DEVELOPMENT
DEVELOPMENT
PLANNING,
TRANSPORTATIO
N AND
ENVIRONMENT
EMERGENCY
MANAGEMENT
SERVICES
JOHANNESBURG
METROPOLITAN
POLICE
DEPARTMENT
ARTS, CULTURE
AND HERITAGE
HEALTH
SERVICES
SOCIAL
DEVELOPMENT :
LIBRARIES
SOCIAL
DEVELOPMENT :
SOCIAL
SERVICES
SOCIAL
DEVELOPMENT :
JULY
R 000
AUGUST
R 000
SEP
R 000
OCT
R 000
NOV
R 000
DEC
R 000
JAN
R 000
FEB
R 000
MARCH
R 000
APRIL
R 000
MAY
R 000
JUNE
R 000
TOTAL
R 000
92
92
92
92
92
92
92
92
92
92
92
92
1,105
5,031
7,231
6,831
7,131
8,131
7,131
7,596
9,273
8,901
11,469
21,131
45,695
145,552
9,817
9,817
9,817
9,817
9,817
9,817
15,313
15,313
9,817
9,817
9,817
9,817
128,793
520,751
520,751
520,751
520,751
520,751
520,751
520,751
520,751
520,751
520,751
520,751
520,751
6,249,00
7
6,615
11,447
11,623
10,890
10,892
10,640
7,115
10,115
10,350
7,615
6,615
8,165
112,084
6,209
6,209
6,209
6,209
6,209
6,209
6,209
6,209
6,209
6,209
6,209
6,209
74,513
23,858
24,514
27,956
31,556
31,528
25,611
27,802
26,365
26,937
31,239
28,313
30,767
336,444
44
44
44
44
44
44
44
44
44
44
44
44
525
11,767
79
79
10,100
80
76
10,141
76
10,098
78
78
77
42,729
196
307
307
307
327
320
343
368
368
367
367
387
3,966
431
211
211
411
411
411
111
111
111
111
11
11
2,550
532
773
869
1,220
1,264
1,348
1,367
1,272
1,246
1,216
1,253
1,607
13,966
170
DETAILS
SPORT AND
RECREATION
HOUSING
WARD
COUNCILLOR
SUPPORT,
PEOPLE CENTRE
AND SUPPORT
SERVICES
OPERATING
REVENUE
EXPENDITURE
OFFICE OF THE
CITY MANAGER
CONTRACT
MANAGEMENT
AND
SHAREHOLDERS
UNIT
CORPORATE
SERVICES
FINANCE AND
ECONOMIC
DEVELOPMENT
DEV PLANNING,
TRANSPORTATIO
N AND
ENVIRONMENT
EMERGENCY
MANAGEMENT
SERVICES
JOHANNESBURG
METROPOLITAN
POLICE DEPT
ARTS, CULTURE
AND HERITAGE
HEALTH
SERVICES
SOCIAL
DEVELOPMENT :
LIBRARIES
JULY
R 000
AUGUST
R 000
SEP
R 000
OCT
R 000
NOV
R 000
DEC
R 000
JAN
R 000
FEB
R 000
MARCH
R 000
APRIL
R 000
MAY
R 000
JUNE
R 000
TOTAL
R 000
19,827
24,799
25,337
22,854
24,074
22,254
22,659
24,084
28,164
26,164
23,945
28,229
292,389
158
158
158
158
158
158
158
158
158
158
158
158
1,898
605,327
606,432
610,284
621,541
613,778
604,862
619,700
614,231
623,246
615,329
618,783
652,009
7,405,52
1
34,936
40,769
34,936
34,936
36,092
34,936
34,936
34,936
34,936
34,936
34,936
34,936
426,224
166,848
172,584
168,648
168,948
169,987
168,948
169,413
171,090
170,718
173,286
182,948
207,512
2,090,93
5
25,659
28,076
48,549
25,659
33,371
25,659
26,397
26,396
25,659
25,659
25,659
25,659
342,403
142,374
240,866
141,373
141,673
147,653
141,773
142,173
142,273
142,473
142,673
142,873
291,127
1,959,30
8
13,292
17,387
21,040
21,216
24,423
20,485
20,233
16,708
19,708
19,943
17,208
20,675
232,320
29,485
30,569
29,485
29,485
38,861
29,485
29,485
29,485
29,485
29,485
29,485
29,485
364,274
55,980
56,222
56,400
56,618
74,207
56,946
60,577
60,677
60,829
60,487
60,220
60,274
719,440
5,369
7,653
5,369
5,372
3,615
2,624
2,624
2,624
2,624
2,624
2,624
2,625
45,743
20,785
19,348
17,841
17,714
25,934
17,883
17,783
17,642
17,799
17,673
17,756
17,704
225,860
6,503
7,327
6,648
6,584
9,706
6,666
6,624
6,700
6,627
6,773
6,622
6,629
83,410
171
DETAILS
SOCIAL
DEVELOPMENT :
SOCIAL
SERVICES
SOCIAL
DEVELOPMENT :
SPORT AND
RECREATION
HOUSING
WARD
COUNCILLOR
SUPPORT,
PEOPLE CENTRE
AND SUPPORT
SERV
DIRECT
OPERATING
EXPENDITURE
DEFICIT /
(SURPLUS)
JULY
R 000
AUGUST
R 000
SEP
R 000
OCT
R 000
NOV
R 000
DEC
R 000
JAN
R 000
FEB
R 000
MARCH
R 000
APRIL
R 000
MAY
R 000
JUNE
R 000
TOTAL
R 000
4,924
5,915
5,134
5,363
6,939
5,281
5,005
4,966
5,028
5,012
4,879
4,853
63,300
12,367
13,412
12,971
13,125
18,478
13,459
13,152
13,090
13,306
13,210
13,096
13,710
163,375
32,267
39,713
37,599
35,141
41,049
34,499
34,958
36,329
40,420
38,450
36,207
40,474
447,101
19,464
23,256
19,413
19,340
24,759
19,238
19,495
19,343
19,384
19,439
19,336
19,361
241,828
570,253
703,097
605,406
581,174
655,074
577,882
582,854
582,260
588,996
589,650
593,849
775,024
7,405,52
1
(35,074)
96,666
(4,877)
(40,366)
41,297
(26,980)
(36,846)
(31,971)
(34,250)
(25,679)
(24,934)
123,015
172
Table 3.3: Utilities, Agencies and Corporate Entities: Monthly Projection of Revenue and Expenditure for 2005/06
DETAILS
REVENUE
CITY POWER
PIKITUP
JOHANNESBURG
JOHANNESBURG
WATER
JOHANNESBURG
ROADS AGENCY
CITY PARKS
JOHANNESBURG
ZOO
FRESH PRODUCE
MARKET
METROBUS
JOHANNESBURG
CIVIC THEATRE
JOHANNESBURG
PROPERTY
COMPANY
JOHANNESBURG
DEVELOPMENT
AGENCY
METRO TRADING
COMPANY
JOHANNESBURG
SOCIAL HOUSING
COMPANY
JOHANNESBURG
TOURISM
COMPANY
JULY
R 000
AUG
R 000
SEP
R 000
OCT
R 000
NOV
R 000
DEC
R 000
JAN
R 000
FEB
R 000
MARCH
R 000
329,739
364,885
329,739
294,593
294,593
294,594
259,447
294,594
294,595
51,788
51,667
52,624
52,745
52,012
49,411
50,359
53,277
262,039
259,160
269,697
282,191
279,312
273,555
253,402
32,597
32,597
32,597
32,597
32,597
32,597
27,312
27,312
27,974
27,963
27,312
3,056
3,056
3,056
3,056
9,222
9,822
10,472
33,329
24,652
1,821
APRIL
R 000
MAY
R 000
JUNE
R 000
TOTAL
R 000
294,595
329,741
294,596
3,675,711
52,670
51,579
51,949
51,869
621,950
273,555
264,918
246,376
247,654
247,658
3,159,517
32,597
32,597
32,597
32,597
32,597
32,603
391,170
28,014
27,963
27,963
28,265
27,964
27,964
28,815
334,821
3,056
3,056
3,056
3,056
3,056
3,056
3,056
2,988
36,602
10,472
10,472
10,472
9,972
9,472
10,822
10,922
11,322
12,202
125,649
23,193
26,531
28,866
29,920
25,266
24,083
20,917
22,515
23,740
33,837
316,849
2,036
1,796
1,651
5,391
6,796
1,251
1,711
1,936
1,502
1,967
2,104
29,962
2,025
2,025
2,025
2,025
2,025
2,025
2,025
2,025
2,025
2,025
2,025
2,025
24,303
1,000
1,000
1,000
1,350
8,783
1,300
1,250
2,000
2,000
2,500
2,500
6,087
30,770
2,763
2,874
2,858
2,846
2,832
2,826
2,978
2,967
2,966
2,956
2,947
2,945
34,761
1,179
1,186
1,186
1,316
1,070
1,080
1,824
828
828
1,834
1,307
1,126
14,764
1,087
1,087
1,087
1,087
1,087
1,087
1,087
1,087
1,087
1,087
1,087
1,087
13,042
173
DETAILS
ROODEPOORT
CITY THEATRE
OPERATING
REVENUE
EXPENDITURE
CITY POWER
PIKITUP
JOHANNESBURG
JOHANNESBURG
WATER
JOHANNESBURG
ROADS AGENCY
CITY PARKS
JOHANNESBURG
ZOO
FRESH PRODUCE
MARKET
METROBUS
JOHANNESBURG
CIVIC THEATRE
JOHANNESBURG
PROPERTY
COMPANY
JOHANNESBURG
DEVELOPMENT
AGENCY
METRO TRADING
COMPANY
JOHANNESBURG
SOCIAL HOUSING
COMPANY
JOHANNESBURG
JULY
R 000
AUG
R 000
SEP
R 000
OCT
R 000
NOV
R 000
DEC
R 000
JAN
R 000
FEB
R 000
MARCH
R 000
APRIL
R 000
MAY
R 000
JUNE
R 000
TOTAL
R 000
1,356
321
359
1,130
515
769
349
398
676
398
364
390
7,025
760,314
783,681
759,663
741,554
749,923
737,502
672,827
729,613
719,359
701,907
740,221
720,333
8,816,896
395,765
374,598
293,999
269,835
270,069
254,536
253,614
270,221
267,383
269,209
298,672
414,997
3,632,898
50,460
50,470
51,072
51,868
51,315
53,402
51,735
52,216
51,876
52,896
51,811
52,831
621,950
264,852
264,619
266,698
277,895
278,309
272,923
251,707
264,227
260,116
241,721
245,943
241,065
3,130,075
32,596
32,596
32,596
32,596
32,596
32,596
32,596
32,596
32,596
32,596
32,596
32,615
391,170
27,681
25,916
26,031
26,198
37,119
26,659
28,042
28,421
27,238
26,535
27,036
27,943
334,821
3,056
3,056
3,056
3,056
3,056
3,056
3,056
3,056
3,056
3,056
3,056
2,984
36,594
8,862
9,065
9,285
9,315
9,345
9,377
9,263
9,147
9,576
9,637
9,784
10,080
112,734
26,411
26,403
26,412
26,412
26,403
26,412
26,411
26,403
26,412
26,412
26,452
25,455
315,998
2,056
2,084
1,872
1,896
5,219
5,401
1,834
1,950
1,897
1,912
1,923
1,918
29,962
1,989
1,989
1,990
1,990
1,990
2,018
2,018
2,019
2,019
2,020
2,020
2,020
24,078
1,985
2,187
2,388
2,472
2,468
2,399
2,369
2,722
2,637
2,547
2,532
3,936
30,641
2,879
2,879
2,880
2,879
2,879
2,880
2,913
2,913
2,913
2,912
2,913
2,920
34,761
1,155
1,155
1,155
1,155
1,155
1,155
1,155
1,155
1,161
1,161
1,162
1,163
13,889
1,072
1,045
1,047
1,045
1,045
1,046
1,045
1,046
1,046
1,045
1,045
1,043
12,569
174
DETAILS
TOURISM
COMPANY
ROODEPOORT
CITY THEATRE
DIRECT
OPERATING
EXPENDITURE
DEFICIT /
(SURPLUS)
JULY
R 000
AUG
R 000
SEP
R 000
OCT
R 000
NOV
R 000
DEC
R 000
JAN
R 000
FEB
R 000
MARCH
R 000
APRIL
R 000
MAY
R 000
JUNE
R 000
TOTAL
R 000
998
377
363
464
703
614
334
516
1,011
484
476
685
7,024
821,817
798,437
720,843
709,075
723,670
694,473
668,091
698,607
690,936
674,143
707,421
821,654
8,729,166
61,503
14,757
(38,820)
(32,480)
(26,253)
(43,029)
(4,736)
(31,007)
(28,423)
(27,764)
(32,800)
101,321
(87,731)
175
Table 3.4: Medium Term Capital Budget
Details
Core Administration
Office of the City Manager
Contract Management Unit
Shareholders Unit
Finance and Economic
Development
Revenue Shared Services Centre
Corporate Services
Development, Planning,
Transportation and Environment
Emergency Management
Services
Johannesburg Metropolitan
Police Department
Arts, Culture and Heritage
Social Development: Libraries
Social Development: Social
Services
Social Development: Sport and
Recreation
Health Services
Housing
Ward Councillor Support,
People Centre and Support
Services
Total core administration
UAC'S
City Power
Johannesburg Water
2005/06
Total
(R 000)
2006/07
Total
(R 000)
2007/08
Total
(R 000)
10 056
300
100
9 962
314
105
10 154
328
110
67 978
44 728
34 127
166 317
16 881
99 372
5 802
43 459
5 983
253 585
248 018
198 479
15 998
12 371
12 694
9 248
8 668
9 089
3 433
15 105
3 134
12 732
3 249
13 369
17 205
14 308
15 039
90 707
7 ,074
49 230
12 589
234 250
11 965
158 002
12 414
115 011
3 101
3 275
3 438
916 853
705 830
526 173
675 178
556 197
483 710
548 423
481 609
350 000
176
Details
Pikitup Johannesburg
Johannesburg Roads Agency
Metrobus
Johannesburg City Parks
Johannesburg Zoo
Johannesburg Development
Agency
Johannesburg Property
Company
Johannesburg Fresh Produce
Market
Metro Trading Company
Johannesburg Tourism Company
Johannesburg Social and
Housing Company
Johannesburg Civic Theatre
Roodepoort Civic
TOTAL UAC'S
TOTAL
2005/06
Total
(R 000)
47 961
261 200
8 000
49 379
33 200
2006/07
Total
(R 000)
54 400
283 990
7 500
42 027
12 000
2007/08
Total
(R 000)
56 443
295 000
5 761
42 007
12 500
136 200
157 000
160 000
13 500
9 303
9 721
32 500
42 000
40 000
10 180
400
15 180
276
13 331
288
63 000
43 413
45 366
2 348
800
1 890 043
2 806 896
1 618
750
1 701 588
2 407 418
1 690
576
1 514 293
2 040 466
177
Table 3.5: Cash Flow Projections per Division for 2005/06
Entity
Office of the City Manager
Contract Management Unit
Shareholders Unit
Finance and economic Development
Revenue Shared Services
Corporate Services
DPT&E
EMS
JMPD
Heritage
Social Dev: Libraries
Social Dev: Social Services
Social Dev: Sports&Rec.
Health
Housing
Ward Councillor Support, people Centres
Power
Jhb Water
Pikitup
JRA
Jhb Zoo
JDA
JPC
Fresh produce Market
MTC
Tourism
Joshco
Jhb Civic Theatre
Quarter 1
(R 000)
1 005
30
10
679 780
71 506
1 947
25 386
1 674
992
408
1 586
1 811
9 259
1 497
23 573
775
67 517
55 619
4 796
26 120
3 320
13 620
1 350
3 250
1 018
40
6 300
234
Quarter 2
(R 000)
2 011
60
20
6 797
29 794
3 462
50 726
3 224
1 872
708
3 046
3 471
18 204
2 597
46 899
775
135 035
111 239
9 593
52 240
6 640
27 240
2 700
6 500
2 036
80
12 600
469
Quarter 3
(R 000)
3 016
90
30
13 595
30 862
4 977
76 066
4 774
2 752
1 008
4 506
5 131
27 149
3 697
70 225
775
202 553
166 859
14 388
78 360
9 960
40 860
4 050
9 750
3 054
120
18 900
704
Quarter 4
(R 000)
4 022
120
40
46 904
34 155
6 492
101 406
6324
3 632
1 308
5 966
6 791
36 094
4 797
93 551
775
270 071
222 478
19 184
104 480
13 280
54 480
5 400
13 000
4 072
160
25 200
939
Total
(R 000)
10 056
300
100
67 978
166 317
16 881
253 585
15 998
9 248
3 433
15 105
17 205
90 707
12 589
234 250
3 101
675 178
556 197
47 961
261 200
33 200
136 200
13 500
32 500
10 180
400
63 000
2 348
178
Roodepoort Civic Theatre
Metrobus
Parks
80
800
4 937
160
1 600
9 875
240
2 400
14 813
320
3 200
19 751
800
8 000
49 379
2 806 896
179