DEPARTMENT OF INFRASTRUCTURE DEVELOPMENT STRATEGIC PLAN

Transcription

1 DEPARTMENT OF INFRASTRUCTURE DEVELOPMENT STRATEGIC PLAN GAUTENG DEPARTMENT OF INFRASTRUCTURE DEVELOPMENT STRATEGIC PLAN: Page 1 of 45

2 FOREWORD The Department of Infrastructure Development was established in 2009 following the disestablishment of the former Department of Public Transport, Roads and Works. This decision to have Infrastructure Development as a separate portfolio was informed by the significant role that provision and maintenance of public infrastructure plays in socioeconomic development and growth of the Province. This Strategic Plan for is a road map for the Department to execute its mandate of implementing all the GPG CAPEX budget allocation and other small medium and large scale infrastructure projects that utilize sole or joint GPG financial investments; and to maximize the social and economic benefits that can be gained from the GPG property portfolio. In addition, the Strategic Plan details how the Department plans to contribute and fulfill the Provincial Outcomes. To this end, the Department will develop new and review current policies towards ensuring that service delivery is enhanced and hindrances are removed. The provision of new and upgrading of existing public infrastructure is geared towards catalyzing accelerated economic growth and development in the Province an objective which is at the centre of the long-term vision (Vision 2055) of Government and in line with the Gauteng Employment Growth Development Strategy (GEGDS). GAUTENG DEPARTMENT OF INFRASTRUCTURE DEVELOPMENT STRATEGIC PLAN: Page 2 of 45

3 Planning of infrastructure provision will integrate the economic, social and environmental sectors to ensure sustainable stimulation of the economy. Government cannot achieve this on its own and thus strategic and constructive partnerships between government, private sector and civil society will be of paramount importance. There is an urgent need to develop a property management strategy for the Gauteng Provincial Government to address the implementation of the Government Immovable Asset Management Act (GIAMA), finalise outstanding issues related to the Kopanong Precinct and investigate long-term sustainable and practical solutions with respect to both residential and commercial properties owned by the Gauteng Provincial Government (GPG). The Department fully supports and commits to the job creation drive of Government. The development and implementation of clear plans on the effective coordination and implementation of Phase 2 of the Expanded Public Works Programme (EPWP) and the National Youth Service (NYS) programme will assist us to achieve our strategic goals in relation to job creation, skills development and Small, Medium and Micro Enterprise (SMME) development. In addition, targets set by National as well as Provincial government with respect to job creation have been embraced by the Department and included into its Strategic Plan as well as its Annual Performance Plans so as to ensure that these targets are monitored and ultimately achieved. The development and implementation of an integrated infrastructure plan and CAPEX Maintenance Plan as well as guidelines for establishing minimum requirements for contractors working on EPWP projects in Gauteng will receive urgent attention over the next five years. A vibrant organizational culture, a committed workforce with strong work ethics is central to the success of this plan. The skills analysis and the plugging of the skills gap, particularly technical skills such as Engineering and Project Management is also a Strategic Plan priority for the Department. GAUTENG DEPARTMENT OF INFRASTRUCTURE DEVELOPMENT STRATEGIC PLAN: Page 3 of 45

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6 CONTENTS PART A: STRATEGIC OVERVIEW Vision of the Department Mission of the Department Values of the Department Legislative and other mandates Constitutional Mandates Legislative mandates Policy Mandates Relevant court rulings Planned policy initiative Situational Analysis Performance Environment Organizational environment Description of the strategic planning process Strategic outcome oriented goals of the institution PART B: STRATEGIC OBJECTIVES Programme 1: Administration Strategic Objectives Resource Considerations Risk Management Programme 2: Public Works Infrastructure GAUTENG DEPARTMENT OF INFRASTRUCTURE DEVELOPMENT STRATEGIC PLAN: Page 6 of 45

7 Infrastructure Development Strategic Objectives Resource Considerations Risk Management Property Management Strategic Objectives Resource Considerations Risk Management Programme 3: Expanded Public Works Programme Strategic Objectives Resource Considerations Risk Management PART C: LINKS TO OTHER PLANS Links to the long-term infrastructure and other capital plans Conditional Grants Public Entities Public- Private Partnerships GAUTENG DEPARTMENT OF INFRASTRUCTURE DEVELOPMENT STRATEGIC PLAN: Page 7 of 45

8 LIST OF ACRONYMS BAS BBBEE CBD CIDB CIP DARD DID DLTC EMS EPWP EXCO GDE GDHSD GDP GDPR GIAMA GPG Basic Accounting System Broad Based Black Economic Empowerment Central Business District Construction Industry Development Board Contractor Incubator Programme Department of Agriculture and Rural Development Department of Infrastructure Development Drivers Learners Training Centre Emergency Medical Service Expanded Public Works Program Executive Committee Gauteng Department of Education Gauteng Department of Health and Social Development Gross Domestic Product Gross Domestic Product per Region Government Immovable Asset Management Act Gauteng Provincial Government GAUTENG DEPARTMENT OF INFRASTRUCTURE DEVELOPMENT STRATEGIC PLAN: Page 8 of 45

9 HDI HR ICT IE Works MRR MPCC PFMA SADC SCM Historically Disadvantaged Individuals Human Resource Management Information and Communication Technology Integrated Electricity Asset Management System Market Related Rentals Multipurpose Community Centers Public Finance Management Act Southern African Developing Countries Supply Chain Management GAUTENG DEPARTMENT OF INFRASTRUCTURE DEVELOPMENT STRATEGIC PLAN: Page 9 of 45

10 PART A: STRATEGIC OVERVIEW 1. Vision of the Department To be a leading infrastructure provider and facilitator that positions Gauteng as a globally competitive city region with a sustainable and growing economy. 2. Mission of the Department To facilitate service delivery through the development, construction and management of public infrastructure so as to optimize the creation of decent jobs and the promotion of a better life for all. 3. Values of the Department The Department of Infrastructure Development espouses values that underpin its operations and the conduct of its officials in regard to its clients and citizens. They are as follows: Values of the Department of Infrastructure Development Integrity Honesty Professionalism Transparency Accountability The Department will encourage conduct by its employees and contractors that engenders reliability, veracity, honour and truthfulness The Department promotes sincere, frank and open service to its clients and to the citizens of the Province The Department commits to a service that is proficient and exceptional, displaying high levels of competence and skill The Department promotes simplicity and intelligibility of all its communication, engagement and services in general to ensure that citizens know and understand its functions and interventions The Department commits its staff and service providers to be answerable to the public and oversight institutions of government GAUTENG DEPARTMENT OF INFRASTRUCTURE DEVELOPMENT STRATEGIC PLAN: Page 10 of 45

11 Values of the Department of Infrastructure Development Collective responsibility Compassion Innovation Value addition for services they render and commitments they make The Department espouses a culture of collective work, resourcefulness, ingenuity and initiatives to ensure seamless service delivery The Department pledges to deliver its services to clients and Gauteng residents with care, kindness and empathy in selfless pursuit of a better life for all The Department commits to uphold highest standards of novelty and uniqueness in all the services that it provides, using all its potential to introduce fresh ideas and ways of doing things The Department promotes service delivery that improves the quality of business processes, state conduct and lives of the ordinary people of Gauteng GAUTENG DEPARTMENT OF INFRASTRUCTURE DEVELOPMENT STRATEGIC PLAN: Page 11 of 45

12 4. Legislative and other mandates 4.1 Constitutional Mandates The constitutional mandate of the Gauteng Department of Infrastructure Development is drawn from Schedules 4 and 5 of The Constitution of the Republic of South Africa (Act 106 of 1996) ) which grants all provinces concurrent (i.e. with National Government) and exclusive (i.e. provincial only) competencies. Provincial competencies are in essence legislative competences on specific functional areas such as public works. The core mandate of the Department of Infrastructure Development is described as: Implementing all the GPG, CAPEX budget allocation and other small medium and large scale infrastructure projects that utilize sole or joint GPG financial investments; and to maximize the social and economic benefits that can be gained from the GPG property portfolio. The Department of Infrastructure Development plays a key role in utilizing the construction sector as a catalyst to the development of skills, creation of jobs and the development of sustainable communities. Coupled with the Expanded Public Works Programme and effective skills development programs linked to both CAPEX and Maintenance projects, the services rendered by the Department will yield a positive impact on the development of skills and the reduction of poverty within communities. All projects and programs within the Department will be underpinned by a skills development and job creation component. In addition, the Department plans to implement the policies of BBBEE and Preferential Procurement in line with the approved national targets, ensuring empowerment of vulnerable and marginalized target groups, i.e. women, youth, and people with disabilities. GAUTENG DEPARTMENT OF INFRASTRUCTURE DEVELOPMENT STRATEGIC PLAN: Page 12 of 45

13 4.2 Legislative mandates National Legislative Mandates The following national legislation and policies provide the broad legislative and policy context within which the Department of Infrastructure Development Strategic Plan is implemented: Public Finance Management Act, Act 1 of 1999 Construction Industry Development Board Act, Act 38 of 2000 Constitution of the Republic of South Africa, Act 108 of 1996 Supply Chain Management Act Regulations Preferential Procurement Policy Act, Act 5 of 2000 Broad Based Black Economic Empowerment Act, Act 53 of 2003 White Paper Public Works: Towards the 21st Century White Paper Creating and Enabling Environment for Reconstruction and Development in the Construction Industry Government Immoveable Assets Management Act, Act 19 of 2007 The Inter-Governmental Relations Act Planning Professions Act, 2002 Architectural Professions Act, 2000 Built Environment Professions Act, 2000 Engineering Professions Act, 2000 Project and Construction Management Act, Property Valuers Professions Act, 2000 National Spatial Development Perspective National Environmental Management Act, 1998 Occupational Health and Safety Act, 1993 Division of Revenue Act Expanded Public Works Programme Guidelines for implementation of labour intensive construction Prevention of Illegal Eviction from and Unlawful Occupation of Land Act Space Planning Norms and Standards Notice 1665 of 2005 Local Government: Municipal Property Rates Act, 2004 GAUTENG DEPARTMENT OF INFRASTRUCTURE DEVELOPMENT STRATEGIC PLAN: Page 13 of 45

14 Deeds Registries Act, Act 47 0f 1937 Gauteng Land Administration Act, Act 11 of 1996 Promotion of Access to Information Act, Act 2 of 2000 Minimum Information Security Standards. The Criminal Procedure Act, Act 51 of 1997 as amended The Protection of Information Act, Act 84 of 1982 as amended Public Service Regulations, of 2001 The Corruption Act, Act 94 of 1992 The National Building Regulations and Standards Act, Act 103 of 1956 as amended Employment Equity Act Labour Relations Act Public service Act 4.3 Policy Mandates Provincial Policy and Legislative Mandates are derived from the following, among others: Gauteng Spatial Development Perspective Gauteng Growth and Development Strategy Municipal Integrated Development Plans Gauteng Housing Management Plans The Infrastructural Act Gauteng Planning and Development Act, Act 3 of 2003 GAUTENG DEPARTMENT OF INFRASTRUCTURE DEVELOPMENT STRATEGIC PLAN: Page 14 of 45

15 4.4 Relevant court rulings Not applicable 4.5 Planned policy initiative The Department contributes to the following Provincial Outcomes: An improved quality of basic education A long and healthy life for all South Africans All people in South Africa are and feel safe Decent employment through inclusive economic growth Vibrant, equitable and sustainable rural communities with food security for all Sustainable human settlements and improved quality of household life A responsive, accountable, effective and efficient local government system An efficient, effective and development oriented public service An empowered, fair and inclusive citizenship GAUTENG DEPARTMENT OF INFRASTRUCTURE DEVELOPMENT STRATEGIC PLAN: Page 15 of 45

16 The policies of the Department will therefore focus specifically on the following: Infrastructure Development : The Department will continue to ensure the implementation of all GPG CAPEX projects through the provision, maintenance and refurbishment of public infrastructure. Property Management: The Department will continue to manage the provincial property portfolio for the optimum benefit of all. It will provide facilities for all provincial departments to render their respective services to communities and involves the efficient management of properties and facilities owned or leased by the Department. Expanded Public Works Programme: The Department will continue to facilitate the implementation of multi-sectoral community based projects across the Province whereby particularly youth, women and people with disabilities are provided with relevant training and decent employment opportunities such that skills and enterprises are developed and sustained, infrastructure is developed and maintained, and local economies enhanced. GAUTENG DEPARTMENT OF INFRASTRUCTURE DEVELOPMENT STRATEGIC PLAN: Page 16 of 45

17 5. Situational Analysis Situated in the heart of the Highveld, Gauteng is the smallest province in South Africa, with only 1.4% of the country s land area, but it is highly urbanized, containing the cities of Johannesburg and Pretoria. It is also the most populous province in the country, housing approximately 20% of the national population. Gauteng is also the powerhouse of South Africa and the heart of its commercial business and industrial sectors. The province is not only an important contributor to the country s GDP; it also plays a critical role in the regional SADC and African economies. It generates about 9% and 25% of the total African continent and SADC gross national products, respectively. Gauteng represents the highest per-capita income level in the country. As the financial-services capital of Africa, more than 70 foreign banks have their head offices in the province, as do at least the same number of South African banks, stockbrokers and insurance giants, not to mention the most important education and health centers in the country, while also playing host to a large number of overseas companies requiring a commercial base in and gateway to Africa. The province blends cultures, colours and first and third world traditions in a spirited mix that is favored by many foreign influences. Most overseas visitors enter South Africa via its O.R. Tambo International Airport. Within Gauteng, this population is concentrated around Johannesburg (nearly 4 million), Ekurhuleni (2.5 million), and Tshwane (1.5 million). The peripheral areas like Sedibeng, West Rand and Metsweding all have a combined population less than that of Ekurhuleni. The three most important sectors contributing to Gross Domestic Product per Region (GDPR) are finance, real estate and business services, manufacturing and general-government services. In line with the strategy to build a smart province, the tertiary sector has expanded significantly and contributes at least 60.8% to growth. Sustained growth in the economy has led to a steady reduction in joblessness over the past decade. Gauteng accounts for the bulk of all employees remuneration in the country, at approximately 48%, and is responsible for over half of all company turnovers. The province attracts over half of all the international tourists who come to South Africa and approximately a quarter of all domestic tourism. 1 1 Sources: Online Research (Wikipedia, South Africa Info, Lonely Planet, South Africa Government Portal) GAUTENG DEPARTMENT OF INFRASTRUCTURE DEVELOPMENT STRATEGIC PLAN: Page 17 of 45

18 A pillar of Gauteng s economic success has been public investment in strategic economic infrastructure, which has stimulated private-sector investment, as well as growth and job creation in key projects and sectors such as business tourism, logistics infrastructure, manufacturing and information and communications technology. The aim however for further and sustained economic growth is to attract some R100 billion in direct investments over the next 10 years. This has resulted in sustainable and successful economic infrastructure, commercial enterprises and success stories comparable with the best in the world. The province s economy is being realigned to move away from traditional heavy industry markets and low value-added production towards sophisticated high value-added production, particularly in information technology, telecommunications and other high-tech industries. Gauteng continues to grow rapidly, due to mass urbanization that is a feature of many developing city regions. According to the State of the Cities Report, the urban portion will be a polycentric urban region with a projected population of some 14.6 million people by 2015 making it one of the largest city regions in the world. This rapid growth brings with it both opportunities and challenges. As a global focal point, with access to the Southern African hinterland, Gauteng has the ability to link the world to a population approximately the same size as the United States. It is fast becoming to sub-saharan Africa what the Eastern Seaboard megalopolis is to America. This also presents some formidable obstacles, most notably the ability to provide access to basic amenities and hard public infrastructure. Service delivery levels in the Province have improved over the years, especially with regard to access to essential services among the poorest 10% of households. This is in keeping with national trends in the past decade, according to the findings of The Presidency s Ten Year Review and Fifteen Year Review reports. The provision of secondary services like health and education remains equitable with the poor bearing the brunt of an overburdened health system, skills shortage, difficult access to essential medicines and poor customer care. The district health system and the primary health care that most poor people depend upon are negatively affected by neglect from ill maintenance and weaknesses in the entire health system. Education is inequitably enjoyed in the Province with a large number of expensive private schools and poorly resourced schools in townships and informal settlements. As a result, only 8% of the provincial population has a tertiary qualification and 40% have secondary education. This is in a province that plays host to a cluster of higher education, research and technology institutions of world note, as well as one that plays a major economic role in the Country and on the Continent. Hard infrastructure in the Province has suffered from huge backlogs and infrastructure rolled out over the past decade has simply not been adequate to meet the rising demand. GAUTENG DEPARTMENT OF INFRASTRUCTURE DEVELOPMENT STRATEGIC PLAN: Page 18 of 45

19 There are also poor linkages between infrastructure, especially how it is planned, and economic dynamics of the province with very little infrastructure provided to allow for the spatial distribution of economic activities in this tiny province. With high rates of urbanization on top of an already dense population, the Province needs to prioritize its plans and channel its resources carefully. The Gauteng Provincial Government has identified infrastructure development for broad based economic growth and enhanced service delivery. Key priorities in this respect remain employment via the creation of decent work opportunities and economic growth and development. Vehicles of delivery for creation of decent work opportunities include the Community Based Programmes and the Expanded Public Works Programme. 5.1 Performance Environment The Department, through the Public Works Infrastructure programme and in contribution to the Outcome Improved quality of basic education continues to implement schools infrastructure projects for the Gauteng Department of Education. Further, to prolong the service life of public infrastructure, improve accessibility of the facilities and keep equipment in a functional state therefore guaranteeing access to services, the Department continues to maintain government fixed assets for the Gauteng Departments of Health, Social Development, Infrastructure Development as well as Agriculture and Rural Development. The Department continues with improved efficiency in infrastructure-related service delivery in the province through enhanced management of the infrastructure budget. The Infrastructure Development Portfolio Committee has ring fenced infrastructure funds to expedite infrastructure payments and hence improve the infrastructure delivery rate. In contribution to the Outcome Sustainable human settlements and improved quality of household life the Department has continued with the Implementation of the Government Immovable Asset Management Act of 2007 (GIAMA) towards the mobilization of public land for optimal usage. Implementation of GIAMA is aimed at sound management of state immovable assets and requires focus on four major areas, namely: property verifications and valuations; vesting; asset register cleaning and updating; and transfer of immovable assets from other departments as per Section 42 of the Public Finance Management Act (PFMA). It is one of key requirements of GIAMA to compile an accurate property asset register. In this regard, the Department will continue with verifying and updating of the provincial asset register. GAUTENG DEPARTMENT OF INFRASTRUCTURE DEVELOPMENT STRATEGIC PLAN: Page 19 of 45

20 In regard to the Outcome A responsive, accountable, effective and efficient local government system the Department has initiated the processes of the Implementation of Market Related Rentals to enhance the revenue base of the Department as well as to ensure timely payment of rates and taxes owing to Municipalities. The Department implemented the Market Related Rentals (MRR) with effect from 1 June 2010 and continues to encourage tenants to pay Market Related Rentals. Further to facilitate logging of tenants queries to improve service delivery with an aim of motivating tenants to honour their payments, the Department has developed a Tenant Interaction Log that is regularly updated with tenant queries. In regard to Payments of municipal rates and taxes, the Department continued with its function of paying rates and taxes on stateowned properties in the province. Despite the increasing funds allocated in the previous financial years, the payment process is slower than expected due to incomplete or inaccurate municipal information and technical challenges in electronic payment systems. Municipal information related issues include non receipt of some municipal bills and incomplete municipal valuation rolls. Delayed interface between operations of the Integrated Electricity Asset Management System (IE Works) and BAS also delay the payment process. The corrective measures to these challenges include the setting up of a joint task team with Municipalities to ensure the updating of data. In addition at a Provincial level, a debt management committee has been established where all Municipalities and GPG Departments explore efficient ways of addressing the matter. With respect to the Outcome Decent employment through inclusive economic growth the Department is successfully implementing the Expanded Public Works Programme (EPWP). The EPWP aims at facilitating the implementation of multi-sectoral community based projects thereby contributing to economic growth. Furthermore the Contractor Incubator Programme (CIP), a programme under the Emerging Contractor Development Programme, targets projects within the range of CIDB level 1 to 4, and it aims at promoting the development of sustainable contracting enterprises owned and controlled by Historically Disadvantaged Individuals (i.e. Africans, Women and People with disabilities). The ultimate aim of the programme is to contribute to inclusive economic growth 5.2 Organizational environment Development of plans, monitoring and evaluation of the progress made in such plans is central to ensuring that services are delivered adequately to the citizens of the Province. The organisational environment within which such plans and service delivery is to occur is however faced by challenges of capacity within the Department. The reconfiguration process also poses challenges to skilled human resources within the Department. The Department has however commenced with the recruitment process of all the critical posts. The Departmental Change Management Project Team was established to coordinate the reconfiguration process pursuant to the disestablishment of the former GAUTENG DEPARTMENT OF INFRASTRUCTURE DEVELOPMENT STRATEGIC PLAN: Page 20 of 45

21 Department of Public Transport, Roads and Works into the two new departments, Department of Infrastructure Development and Department of Roads and Transport with specific reference to matters relating to Human Resource which includes amongst others, absorption of employees from disestablished entities, finalization of the organizational structure, placement of staff to adequate posts, filling of critical posts, staff verification and change management. 5.3 Description of the strategic planning process The process of developing the Departmental Strategic Plan has been constructive with extensive consultation, both internally and externally with respect to relevant oversight structures (Gauteng Planning Commission and Treasury), operational Branches of the Department as well as with external organizations and bodies. Oversight Structures The Department had consulted with and obtained guidance from the relevant oversight structures like Treasury and the Gauteng Planning Commission to ensure that the development of its Strategic Plan is in line with legislative, regulatory and policy frameworks. Thus the Strategic Plan is fully aligned with the Outcomes Based Approach, the Public Finance management Act (PFMA) as well as the Treasury Regulations Departmental Branches Departmental Branches had been intensively consulted in order to ensure that the Strategic Plan informs all Departmental plans via the Annual Performance Plans. Senior and Executive Management Senior and Executive management had been consulted to ensure that the Strategic Plan indeed is the roadmap for the achievement of Departmental Strategy External Bodies Other parties and external bodies (Organised labour via the DCMPT) have also been consulted to ensure that all interests are protected in the Strategic plan and indeed the Strategy is in line with the Departmental reconfiguration process and thus correctly and adequately informs the organizational structure of the Department. GAUTENG DEPARTMENT OF INFRASTRUCTURE DEVELOPMENT STRATEGIC PLAN: Page 21 of 45

22 6. Strategic outcome oriented goals of the institution The Department s Strategic Goals are as follows: Strategic Outcome Oriented Goal 1 To improve the technical and administrative capacity of the Department towards an efficient, effective and development oriented public service and an empowered, fair and inclusive citizenship Goal Statement Outcome Output 1.1 Enhancing the quality of Departmental service delivery by means of effectively developing and implementing new and updated policies 1.2 Enhancing the quality of Departmental service delivery by means of effectively forging relationships with Key stakeholders, within and beyond GPG 1.3 Enhancing the quality of Departmental service delivery by means of making service delivery accessible to targeted groups 1.4 Enhancing the management and development of Departmental staff by means of training and development of staff 1.5 Enhancing the management and development of Departmental staff by means of implementing an employment equity plan to focus on HDI target groups 1.6 Enhancing accountability management by means of an effective Monitoring and Evaluation Strategy within the Department 1.7 Tackling corruption in the public service by means of fraud prevention and risk management in the Department 1.8 Integrating ICT systems and combating cyber crime by strengthening the Departmental ICT network against attackers / hackers and ensuring integrated access control at all Departmental facilities An efficient, effective and development orientated public service An efficient, effective and development orientated public service An efficient, effective and development orientated public service An efficient, effective and development orientated public service An efficient, effective and development orientated public service An efficient, effective and development orientated public service An empowered, fair and inclusive Citizenship All people in South Africa are and feel safe To improve service delivery quality and access To improve service delivery quality and access To improve service delivery quality and access To enhance human management and development To enhance human management and development To enhance business processes, systems, decision rights and accountability management To tackle corruption in the public service Integrate ICT systems and combat cyber crime GAUTENG DEPARTMENT OF INFRASTRUCTURE DEVELOPMENT STRATEGIC PLAN: Page 22 of 45

23 Strategic Outcome Oriented Goal 2 To expand and maintain public infrastructure to keep abreast of the growing demand for infrastructure to promote development of the province and redress economic disparities Goal Statement Outcome Output 2.1 Improve the quality of teaching and learning by successfully delivering effective on time and quality implementation of Gauteng Department of Education (GDE) projects 2.2 Strengthening health system effectiveness by successfully delivering effective on time and quality implementation of Gauteng Department of Health and Social Development (GDHSD) projects as identified by GDHSD as client department 2.3 Promoting economic growth by successfully delivery of capital infrastructure projects 2.4 Achieving vibrant and sustainable rural communities by means of delivering infrastructure projects related to agriculture and rural development as identified by DARD as client department Improved quality of basic education A long and healthy life for all South Africans Decent employment through inclusive economic growth Vibrant, equitable and sustainable rural communities with food security for all An improved quality of learning and teaching A strengthened and effective health system DID Output: Successful delivery of capital infrastructure projects Rural services and sustainable livelihoods GAUTENG DEPARTMENT OF INFRASTRUCTURE DEVELOPMENT STRATEGIC PLAN: Page 23 of 45

24 Strategic Outcome Oriented Goal 3 To manage the provincial property portfolio for the optimum benefit of all citizens with emphasis on maximising access, utilisation and value Goal Statement Outcome Output 3.1 Contributing to the mobilization of public land by the verification and valuation of state property 3.2 Contributing to the mobilization of public land by management of lease agreements of provincial owned properties 3.3 Contributing to the mobilization of public land by management and maintenance of the DID Asset register 3.4 Contributing to the mobilization of public land by consolidation and coordination of the GPG Asset Register 3.5 Contributing to the achievement of an administrative and financial capability of the local government system by means of the management of the process related to revenue generated by provincial properties 3.6 Contributing to the achievement of an administrative and financial capability of the local government system by means of the management of the process related to the payment of rates and taxes to Municipalities Sustainable human settlements and improved quality of household life Sustainable human settlements and improved quality of household life Sustainable human settlements and improved quality of household life Sustainable human settlements and improved quality of household life A responsive, accountable, effective and efficient local government system A responsive, accountable, effective and efficient local government system To mobilize well located public land for low income and affordable housing with increased densities on this land in general To mobilize well located public land for low income and affordable housing with increased densities on this land in general To mobilize well located public land for low income and affordable housing with increased densities on this land in general To mobilize well located public land for low income and affordable housing with increased densities on this land in general To enhance the administrative and financial capability of the Department To enhance the administrative and financial capability of the Department GAUTENG DEPARTMENT OF INFRASTRUCTURE DEVELOPMENT STRATEGIC PLAN: Page 24 of 45

25 Strategic Outcome Oriented Goal 4 To implement and co-ordinate Expanded Public Works Programme (EPWP) in a manner that enhances skills development and optimizes decent employment and entrepreneurship Goal Statement Outcome Output 4.1 Promoting economic growth by successful implementation Decent employment through DID Output: Successful of EPWP community based projects 4.2 Promoting economic growth by providing employment opportunities for Women, Youth, People with disabilities and Military Veterans 4.3 Promoting economic growth by providing skills empowerment to the unemployed inclusive economic growth Decent employment through inclusive economic growth Decent employment through inclusive economic growth implementation of the EPWP DID Output: Focused empowerment of marginalized targets groups DID Output: Continued skills development and empowerment towards job creation GAUTENG DEPARTMENT OF INFRASTRUCTURE DEVELOPMENT STRATEGIC PLAN: Page 25 of 45

26 PART B: STRATEGIC OBJECTIVES The programmes that are intended to guide the Department in achieving its mandate are: Programme 1. Administration 2. Public Works Infrastructure 4. Expanded Public Works Programme GAUTENG DEPARTMENT OF INFRASTRUCTURE DEVELOPMENT STRATEGIC PLAN: Page 26 of 45

27 7. Programme 1: Administration The purpose of the Administration programme is to ensure that all strategic operational and financial mechanisms and systems required for the delivery of the Department s goals and objectives are established and function at optimal efficiency. Furthermore, it ensures that Departmental staff adheres to the code of ethics regarding the Batho Pele principles. The Programme is also responsible for ensuring that the Department achieves its transformation targets and priorities, thereby contributing to national transformation targets and priorities, particularly in respect of poverty, unemployment and creating decent work and sustainable livelihood. 7.1 Strategic Objectives Objective 1 Development of new policies and updating of policies Objective Statement The Department will embark on a detailed consultation process in the development of policies and plans to develop 16 new policies by the year Further the Department plans to review 54 policies to enhance service delivery. 2009/10 Baseline Reviewed 41 policies and approved 23 Justification Development and review of policies will lead to sound policies and procedures, improved service delivery, legislative compliance and will lead to an informed and skilled workforce. Objective 2 Forging relationships with key stakeholders, within and beyond GPG and ensuring service delivery accessibility to targeted groups Objective Statement The Department seeks to build strong and positive relationships with key stakeholders and partners. The Department will ensure that strategic partnerships are established through partnership projects and broad stakeholder engagements. 14 broad stakeholder engagements will be initiated for the MEC and 16 strategic partnership projects will be initiated by the year Further to enhance the reputation of the Department, 70 marketing events will be conducted. 2009/10 Baseline 19 stakeholder engagements and 5 partnerships entered into Justification Forging relationships with key stakeholders will allow the Department to manage its stakeholder relations as well as it will enhance the overall reputation of the Department. GAUTENG DEPARTMENT OF INFRASTRUCTURE DEVELOPMENT STRATEGIC PLAN: Page 27 of 45

28 Objective 3 Development of Departmental staff Objective Statement To ensure that services are delivered adequately to the citizens of the province, the Department strives for the development of staff through provision of training. 2009/10 Baseline 1539 staff members received training Justification Staff capacitated Trained staff members Optimal efficiency Creating a workforce that is skilled, informed, and developed Objective 4 Development of Departmental staff by means of implementing an employment equity plan to focus on target groups Objective Statement The Department will endeavor to follow fair processes and undertake consultation in activities related to employment equity. To contribute to the development and empowerment of women and people living with disabilities, the Department seeks to implement employment equity plan. 31 women in senior management and 2% of people living with disabilities will be recruited by the year /10 Baseline 27% women in senior management. 0.6% of people with disabilities Justification Legislative compliance Sound policies and procedures Empowered workforce Objective 5 Objective Statement Effective Monitoring and Evaluation Policy Framework within the Department The Department seeks to contribute to good governance through the development and implementation of the monitoring and evaluation policy framework. This policy framework will assist the Department in enhancing transparency, accountability and oversight with respect to performance monitoring and evaluation. In addition it will act as a best practice guide by stipulating standard operating procedures for performance Monitoring and Evaluation within the Department. 2009/10 Baseline 11 reports submitted on time to ensure compliance with legislation on Departmental performance management reporting Justification Quality performance reporting Good governance GAUTENG DEPARTMENT OF INFRASTRUCTURE DEVELOPMENT STRATEGIC PLAN: Page 28 of 45

29 Standard operating procedures for performance monitoring and evaluation Transparency and accountability Objective 6 Fraud prevention and risk management in the department Objective Statement The Department seeks to facilitate the risk management process in accordance with the PFMA, King III report and other relevant legislative requirements. Further the Department will conduct internal audit and investigations so as to identify risks and challenges at an early stage and ensure compliance to prescripts of legislation and safeguard the assets of the Department. 7 Fraud Prevention and Risk awareness campaigns will be held by the year Phase Risk Assessment Process, that is Operational, Global and Branch-wide will be conducted annually 24 Internal inspections will be conducted annually 2009/10 Baseline 100% Risk assessments completed, 27 monthly inspections and 11 investigations Justification Good governance Risks identified and mitigated 7.2 Resource Considerations The split of the former Department of Public Transport, Roads and Works into the Department of Infrastructure Development and the Department of Roads and Transport brought with it capacity challenges. Further the Department of Infrastructure is faced with challenges of recruiting staff with skills and required experience in the technical and engineering fields. In addition, with regard to meeting employment equity, the Department has experienced challenges in recruiting women in senior management positions as well as people living with disabilities. In order to address this challenge, the Department continues to embark on a drive to recruit such targeted groups. The Accounting Officer continues to engage organizations that represent Women, Youth, People with disabilities and Military Veterans in an effort to encourage them to participate in programmes or services rendered by the Department. GAUTENG DEPARTMENT OF INFRASTRUCTURE DEVELOPMENT STRATEGIC PLAN: Page 29 of 45

30 7.3 Risk Management PROGRAMME RISK RISK MITIGATION Administration Lack of skills and capacity Recruit and retain appropriately skilled staff Finalize the organizational structure Lack of HR strategy Develop and implement a comprehensive HR strategy Lack of Monitoring and Evaluation Framework Finalize and Implement the M&E policy framework Insufficient IT governance processes Establish a comprehensive IT governance Insufficient Supply Chain Model and lack of financial and HR delegations strategy Implement new procurement gateway model through a revised supplier database as well as implementation of a revised procurement processes Implementation of financial and HR delegations GAUTENG DEPARTMENT OF INFRASTRUCTURE DEVELOPMENT STRATEGIC PLAN: Page 30 of 45

31 8. Programme 2: Public Works Infrastructure Infrastructure Development Programme two aims to ensure implementation of all GPG CAPEX projects through the provision, maintenance and refurbishment of social infrastructure. It includes ensuring that the infrastructure industry operates professionally and is inclusive of all previously disadvantaged people such as women, youth and people with disabilities. The programme also ensures that infrastructure development is designed to support economic growth and investment within a framework that benefits the poor and underprivileged in the province. 8.1 Strategic Objectives Objective 1 Promoting economic growth by successful delivery of capital infrastructure projects Objective Statement The Department will strive to ensure implementation of all GPG CAPEX projects through the provision, and refurbishment of public works infrastructure. Further the Department will strive to deliver on the planning and construction of projects for the following departments as its clients: Social Development infrastructure DARD infrastructure Education infrastructure (new schools, residential facilities, fencing of schools,, rehabs, grade Rs, restorative repairs, and sanitation ) Health infrastructure ( including EMS and Electromechanical infrastructure) Infrastructure Development (EPWP projects, offices, restoration) Roads and Transport infrastructure(tolabs, DLTCS) Economic development (Blue IQ infrastructure projects, etc) Community safety 2009/10 Baseline Completed planning of the following projects o 2 DARD o 16 Education o 13 Health Successfully completed construction of the following projects o Health o 25 Education o DARD o 3 Social Development o 5 EPWP GAUTENG DEPARTMENT OF INFRASTRUCTURE DEVELOPMENT STRATEGIC PLAN: Page 31 of 45

32 Objective 1 Promoting economic growth by successful delivery of capital infrastructure projects Justification Improved Health Care and Social Services Improved and easy access to education Creation of decent work and ensuring economic growth Support economic growth and investment within a framework that benefits the poor in the province Increase access to social and public infrastructure Objective 2 Maintenance of government fixed assets Objective Statement The Department will through the Chief Directorate: Maintenance strive improve reliability and service life of public infrastructure facilities thereby improving service delivery to the recipients of such facilities. The Department will provide maintenance work for the following client Departments Health and Social Development Community Safety Agriculture and Rural Development Roads and Transport 2009/10 Baseline Successfully maintained 205 Health facilities 32 Social Development facilities 9 Infrastructure Development facilities 4 Agriculture and Rural Development facilities Justification Prolonged life span of state public infrastructure facilities Preserve state facilities Maximize reliability and keeping equipment in functional state Compliance with legislative prescripts 8.2 Resource Considerations Built environment and Maintenance technical capacity is central to successful infrastructure implementation. The Department deploys internal and external capacity for implementation of infrastructure. The Department is currently in the process of recruiting permanent technical posts to address capacity limitations. Parallel to the latter is the continuous staff development through accredited training GAUTENG DEPARTMENT OF INFRASTRUCTURE DEVELOPMENT STRATEGIC PLAN: Page 32 of 45

33 and registration with professional bodies. It is further recognized that, adequate resource allocation is dependent on long time planning and in time confirmation of needs. 8.3 Risk Management PROGRAMME RISK RISK MITIGATION Infrastructure Development Lack of specialist skills and capacity Recruit and retain appropriately skilled staff Capacity and resources limitations from contractors appointed Fragmented infrastructure planning processes Under/Over expenditure and inflated costs Business process turnaround times Lack of long term infrastructure plans Late payment of service providers and depletion of funds Conditions of tender and project performance monitoring to be enhanced to enable early detection and intervention New methodology to deal with planning requirements by clients to be implemented Implement new procurement model and payments SCM processes are being reviewed and delegations will be rolled out to enable speedy turnaround times Integrated Infrastructure Planning tool and forum are being put in place with the assistance of the Gauteng Planning Commission As per EXCO resolution infrastructure funds will be ring fenced and payment turnaround times closely monitored Property Management Property Management is responsible for the provision of accommodation within as well as outside of the CBD precinct area for all provincial departments. The programme further aims at managing the provincial property portfolio for the optimum benefit of all concerned. It provides facilities for all provincial departments to be able to render service to communities and involves the efficient management of properties and facilities owned or leased by the Department. GAUTENG DEPARTMENT OF INFRASTRUCTURE DEVELOPMENT STRATEGIC PLAN: Page 33 of 45

34 8.4 Strategic Objectives Objective 1 Verification of state property Objective Statement The Department seeks to embark on an exercise to verify all properties in the fixed asset register to ensure effective immovable asset management within the Province. Further the Department seeks to continue with the implementation of Government Immovable Asset Management Act of 2007 (GIAMA) towards mobilization of public land for optimal usage properties will be verified by the year /10 Baseline 0 Justification Effective immovable asset management system Verified properties Vested properties GAUTENG DEPARTMENT OF INFRASTRUCTURE DEVELOPMENT STRATEGIC PLAN: Page 34 of 45

35 Objective 2 Management of lease agreement of provincial owned properties Objective Statement The Department strives to contribute to good governance by assisting in promoting sound financial planning, budgetary control and overall management of state fixed assets. Further the Department has initiated the process of the implementation of Market Related Rentals to enhance revenue base for the province. The Department will have signed the following leases by the year 2014: 365 residential leases 135 vacant land leases 75 commercial leases 2009/10 Baseline 28 Residential leases signed 19 Vacant land leases signed 25 Commercial leases signed Justification Enhanced revenue base Maintained and functional state properties Market Related Rentals implemented GAUTENG DEPARTMENT OF INFRASTRUCTURE DEVELOPMENT STRATEGIC PLAN: Page 35 of 45