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The Smart, Creative and Developmental City



Aerotropolis Where to from here? Turning vision into reality

26 31

State of the City Poised for growth Moving forward

4 7

Healthcare Putting our people first


Focus areas Driving the City’s Pro Poor agenda


Human settlements A place to call home


A Word from the Executive Mayor The opportunities are endless

Growth and development strategy Shaping a brighter future for Ekurhuleni


Transport Radically transforming public transport


Skills and training Zoning in on local talent


ENVIRONMENT Improving the image of the City


Finance Money matters


Aerotropolis A new horizon for Ekurhuleni


published by

Publisher Elizabeth Shorten Executive Head: Special Projects Neilson Kaufman Editor Tristan Snijders Editorial Candice Landie Head of Design Beren Bauermeister

46 Milkyway Ave, Frankenwald, Sandton, 2090 PO Box 92026, Norwood 2117, South Africa t +27 (0)11 233 2600 f +27 (0)11 234 7274/75 Sub-editor Morgan Carter Production Manager Antois-Leigh Botma Financial Manager Andrew Lobban Distribution Manager Nomsa Masina Distribution Coordinator Asha Pursotham

Please Note: City of Ekurhuleni statistics have been taken from publically available documents that may or may not reflect the absolute correct numbers applicable at the time of going to print. NOTICE OF RIGHTS This publication, its form and contents vest in 3S Media. All rights reserved. No part of this book, including cover and interior designs, may be reproduced or transmitted in any form or by any means, without permission in writing from the publisher, nor be otherwise circulated in any form other than that in which it is published. The authors' views may not necessarily reflect those of the publisher. While every precaution has been taken in the preparation and compilation of this publication, the publisher assumes no responsibility for errors, omissions, completeness or accuracy of its contents, or for damages resulting from the use of the information contained herein. While every effort has been taken to ensure that no copyright or copyright issues is/are infringed, 3S Media, its directors, publisher, officers and employees cannot be held responsible and consequently disclaim any liability for any loss, liability damage, direct or consequential of whatsoever nature and howsoever arising.

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A w ord from the Executi ve May or

The opportunities are endless When we took office in August 2016, we delivered a statement that carried hope and aspiration for the people of Ekurhuleni. Two years on, we intend on continuing our service to the people of this beautiful city with honesty and dedication.


here are many factors that the City can be commended on. From our inclusion of women in senior positions within our administration (41%) to our financially stable review by National Treasury, Ekurhuleni is moving forward in a positive direction. The City has increased its capex to R5.1 billion and 86% of our people have access to basic services, which is higher than the provincial average. Ekurhuleni is undoubtedly poised for growth, with megaprojects such as the Aerotropolis Master Plan and the proposed Ekurhuleni Applied Sciences and Technology University confirming this statement. The Aerotropolis project will see us capitalise on our strategic location as an airport city, and we anticipate higher levels of investment, particularly within Aerotropolis corridors. Ekurhuleni is the manufacturing hub of the Gauteng region and our approach is to maximise capabilities in the areas of advanced manufacturing, aviation, aerospace, logistics and transportation in order to drive competitiveness, radical socio-economic development and transformation. While we continue to build Ekurhuleni to realise its full potential, we must not lose sight of our most important asset – our

people. It is our mandate, as the City’s administration, to aggressively push our pro-poor agenda, with one of the critical pillars of development being the revitalisation of township economies. The township regeneration programme entails the transformation of five Ekurhuleni township complexes into prosperous, compact, sustainable and bettermanaged urban centres with vibrant economies, better transport linkages, well-managed public spaces and infrastructure. The goal is to redevelop Ekurhuleni’s townships into great places in which to live, work and play, while building a diversified economy. To date, the City has achieved great progress in this regard. For example, 30 SMMEs have taken advantage of the Mentorship Programme and have completed the Unisa SMME short course. They are now competent in business plan development, business management and marketing. Another 25 SMMEs are mentored through the Protective Clothing Sewing and Manufacturing Programme, with a further 25 on furniture-making. And it doesn’t stop there – 80 SMMEs are included in the Entrepreneurship Mentorship Programme where they are taught the aspects of running their own businesses. Skills and knowledge such as cash flow management, personnel

management, payroll and marketing are being transferred to them. I am also pleased to note that in the last financial year, 469 households were afforded garden implements and seeds as part of the City’s Smallholder Food Security Programme and Poverty Alleviation Intervention. This programme helps households to produce their own basic food items in order to spare their limited finances for other household needs. We have listened to the feedback from our people and understand that safety is of huge concern. Through the Ekurhuleni Metro Police Department, the City will be building new precincts to increase visibility of Metro Police. The City has finalised the conversion of 729 peace cops into traffic wardens and, to date, we have recruited 100 land invasion officers and currently have 270 officers in training. Ekurhuleni intends to increase the Metro Police by an additional 500 officers. The City of Ekurhuleni has an ambitious long-term strategy, but we are confident that we can take this City from good to great. Come live, work, play and invest in Ekurhuleni. We look forward to welcoming you.

Cllr Mzwandile Masina Executive Mayor EKURHULENI 2019


State o f the Cit y

In his 2018 State of the City Address, Executive Mayor Mzwandile Masina aimed to give a full account of the administration’s agenda and how it is poised to best serve its people.


he City of Ekurhuleni appointed its first female city manager, Dr Imogen Mashazi, who is academically qualified and well experienced in local government. In fact, 41% of the City’s current senior managers are women, with the aim of ensuring that at least 50% of all vacancies are attributed to women. Another positive point to note is that most of the senior manager posts have been filled with professionals from within Ekurhuleni. Turning to the numbers, a review by National Treasury indicated that the City is financially stable and moving in the right direction, especially with regard to its operating, capital budget, and cash balances. “We have increased



Poised for

growth Projects in the pipeline

capex from R4.1 billion to R5.1 billion and we will continue ramping it up in the outer years. The target is to reach R10 billion by 2021,” said Masina during his 2018 State of the City Address. “When we took over the administration, our capex expenditure was sitting at 87%. I’m happy to report that in the 2016/17 financial year, we recorded 91.4%. Looking at our performance, I’m confident of further improvement going forward.” While the City maintained an unqualified audit opinion, there are concerns about its entities, which have regressed. The City now has Operation Clean Audit in place to ensure good governance. To better manage municipal entities, the City will soon implement recommendations of Section 78 to ensure efficiencies. “In our efforts to fight fraud and corruption within our system of governance, the City has to date suspended seven senior officials; among them are two HODs. We will not tolerate any form of corruption or maladministration in Ekurhuleni,” Masina continued.

When the new administration took office, it consolidated an overall economic strategy in what is now known as the 10 Point Plan to revitalise the local economy. The City is now in its seventh implementation phase, which will assist with employment, investment and transformation. The national economy witnessed slight improvement over the last few quarters, at an average of 1.3%, mainly due to the high performance of the agricultural, mining and manufacturing sectors. These national


The City’s collection rate was 92.1% in the last financial year, and at a positive 93.34% in the two quarters of 2017/18.

State of the C ity

R3.5 billion

The cost of the City of Ekurhuleni’s social security package, which benefits no fewer than 110 000 households.

developments are important, as the City of Ekurhuleni’s economy is anchored by manufacturing, mining and agriculture. The City also has an approved Aerotropolis Master Plan in place, paving the way to consolidate its strategic location as an airport city. Through the Aerotropolis project, the City anticipates higher levels of investment within the earmarked corridors. “Our approach is to maximise capabilities in smart and advanced manufacturing, aviation and aerospace, logistics and transportation industries to drive competitiveness, radical socio-economic development and transformation that will ultimately benefit the people of Ekurhuleni,” explained Masina. The following projects have resulted in a R7.2 billion inward investment into the City – forming part of its R300 billion pipeline investments: • Prasa Gibela • M&T Development • Riverfields • Green Reef • Glen Gory • O.R. Tambo Airport – Jewellery Precinct • Tambo-Springs Inland Port.

Unemployment rate With regard to unemployment, the national average is 27.5%, which is extremely high compared to other developing countries. The City of Ekurhuleni recorded the highest unemployment rate at 33% due to an increased number of active work seekers. At the same time, it recorded the highest (98 000) new jobs over the past year. If this trend continues, the City is likely to push back frontiers of poverty and underdevelopment. Job losses can be attributed to factory closures and general decline in industrial activities. The City believes that education is a key factor in reducing the unemployment rate and, therefore, efforts to conceptualise the University of

Ekurhuleni must be understood. The City has made progress around the planning of the Ekurhuleni Applied Sciences and Technology University. “We held the successful University Symposium that gave us valuable insights on the path to take towards realising this vision. This newgeneration university is currently being conceptualised and is envisaged to be established within Ekurhuleni. Council will soon finalise the appointment of the University Advisory Panel, consisting of technically competent specialists who will advise the City on the best possible model,” Masina added. In order to support local businesses and industry, the City committed R12 billion over the Medium-Term Revenue and Expenditure Framework (MTREF) period to procure from 2 000 local entrepreneurs. Further, the City has finalised and is currently implementing the Mintirho ya Vulavula Community Empowerment Programme, which is sure to benefit lots of local entrepreneurs (more than 6 000 applications were received). In order to mainstream and institutionalise this intervention, the City has reviewed its supply chain policy to ensure at least 30% procurement from local businesses. Additionally, it has aligned its Expanded Public Works Programme (EPWP) policy to ensure that no less than 30% of projects are localised to the ward and/or area where the projects are implemented. This approach is twofold: (1) to ensure that local labourers are employed, and (2) local businesses are supported.

3 000 km

The City undertakes to do maintenance work on more than 3 000 km of road, which includes rehabilitation and the patching of potholes.

Serving the people Through the roll-out of its infrastructure projects, Ekurhuleni will have a diverse community of mixed human settlements that will bring together people of different class positions and race. It will be an active demonstration of the City’s willingness to build a united, prosperous, and non-racial citizenry that share social and economic resources. This position is informed by the administration’s understanding that poverty and underdevelopment in the South African context was systematically engineered



State o f the C it y to exclude the African majority from economic opportunity, sustainable social livelihoods and a fair chance at existing in conditions of full humanity. It is for this reason that the City has a programme to recognise and improve informal settlements. Residents in all Ekurhuleni’s informal settlements deserve and need proper provision of basic services, namely: water, lighting, sanitation, refuse removal and access roads. In light of this, the City has been rolling out the re-blocking programme, which is a process of reconfiguring the current layout of informal settlements and re-organising the ground plane in such a manner as to optimally utilise space to promote the health, safety and well-being of households, with a particular focus on promoting accelerated service delivery to informal settlements. The City first identified six informal settlements to form part of the Liveable Informal Settlements Re-Blocking Pilot Programme. This was followed by the successful completion of Phase 1 of the electrification of Winnie Mandela Informal Settlement,

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did you know? The City of Ekurhuleni has 1 299 490 households and, according to the household survey conducted in 2016, 18.7% of these households are informal dwellings.

which saw 725 households being given electrical connections. The roll-out of streetlights that assist in building safer communities has also increased. Thus far, streetlights have been installed in many areas from Boksburg to Vosloorus, Brakpan to Tembisa, Alberton to Kwa-Thema, Katlehong to Tokoza and many other areas. When it comes to the issue of water security, the City has invested in improving water generation and management capacity so that it can


3:23:26 PM

guarantee the provision of clean, secure and reliable water to households, businesses and institutions. In the past financial year, as the City continues to improve the mobilisation of its people, goods and services, 61 km of new roads were added to the existing road network. Among these were the upgrading of Joe Mzamane in KwaThema, Voortrekker Drive in Edenvale, Sagittarius Street in Katlehong, and Modise Street in Duduza. In an effort to preserve the assets of the City, more than 100 km of the existing road network infrastructure was rehabilitated in the past financial year.

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Moving forward 23 August 2018 marked two years of Councillor Mzwandile Masina as Executive Mayor of the City of Ekurhuleni. These are some of the highlights under his administration.

98 000

Ekurhuleni recorded the highest new jobs over the past year.

100 000

of water storage capacity was added in 2017.

The number of housing units that the City has committed to delivering.

farms will be released to commercial farms and for the development of small farmers in the current financial year.

R30 million


has been earmarked for the refurbishment of rental stock such as flats and hostels within the City.

The number of Peace Cops that the City has developed into Traffic Wardens.

100 km 75 km of the City’s existing road network infrastructure was rehabilitated in the past financial year.

The Gauteng Region Observatory Quality of Life Survey 2017/2018 places the City of Ekurhuleni as the Best Performing Metro in Gauteng.

The City reviewed its Supply Chain Policy to enable no less than 30% procurement from local businesses.

20 megalitres




Street lights were installed to provide lighting and help minimise crime in areas such as Brakpan, KwaThema, Tsakane, Benoni, Daveyton, Etwatwa, Tembisa and Katlehong.

6 290 The City’s electrical network was enhanced with the installation of 75 km of underground cable to ensure security of supply.

44 800 patients registered to receive their chronic medication at Medicine Pick-Up Points.

2 021

families have electricity for the first time ever following the reticulation of households in Ekuthuleni, Villa Lisa Ext 2, Langeville extension 6 and 8, Marikana, Thintwa informal, Phola Park, Winnie Mandela and Holomisa informal settlements. Over 11 000 more are currently being electrified in, among others, N12, Gugulethu, Everest, Comet and Peter Mokaba.

5 434

title deeds have been distributed in the last year.



Focus areas

Driving the City’s

pro-poor agenda Over the five-year period 2016 – 2021, the City of Ekurhuleni has identified priority focus areas, with its pro-poor agenda central to this strategic plan.


he Mayoral Lekgotla held in September 2017 reinforced the City of Ekurhuleni’s pro-poor agenda. The Lekgotla resolved that the focus areas and priorities, as agreed upon in the first Lekgotla (held in 2016), must guide and inform the review of the City’s Integrated Development Plan (IDP), the Medium-Term Revenue 8


and Expenditure Framework (MTREF), and the subsequent annual Service Delivery and Budget Implementation Plans (SDBIP).

KEY FOCUS AREAS The pro-poor agenda will focus on: 1. Short- and medium-term priorities meant to support improved and impactful service delivery. 2. Accelerating and broadening access to quality municipal services to the poor, while maintaining quality service levels in affluent areas. The key focus areas for the term that continue to guide planning and budgeting in the municipality are outlined as follows: • improve service delivery through visible and impactful programmes supported by Capex spending • electrification of all informal settlements

• construction of 100 000 housing units • provision of 59 000 serviced stands • make informal settlements more habitable through upscaling of services • promote preservation of water usage and continue investing in water infrastructure to ensure security of supply • make land available for development • Ekurhuleni University • establish a commission to fight fraud and corruption • Ekurhuleni Power Station to broaden accessibility and ensure security of supply • build capacity to minimise outsourcing of key municipal services • increase the number of local clinics piloting the 24-hour healthcare programme • accelerate Wi-Fi roll-out • create a signature mega arts and culture festival for the City • implementation of the 10-point economic revival plan, which includes: - implementation of the Aerotropolis Master Plan - revitalisation of the manufacturing sector

Focus areas | Ekurhuleni

-e nablement of a public transport system - acceleration of Industrial Development Zone (IDZ)/ Special Economic Zone (SEZ) programme - l and availability for strategic development - implementation of Township Economy Strategy - empowerment and support of SMMEs through public procurement - massive infrastructure investment

-p romotion of local products (Buy Local campaign) - development of skills and capacity.

GDS 2055 The City’s reviewed IDP will continue to facilitate the implementation of its long-term planning framework – the Growth and Development Strategy (GDS) 2055. The objectives of GDS 2055 centre on establishing a highperforming metropolitan government that is proactive in character and

Servicing the high-voltage electrical industry with pride and distinction for over 47 years

posture, to enhance the commitment towards building a socially inclusive, locally integrated and competitive global player as reflected in the model of the Gauteng City Region. The GDS sets out three stages of transition up to 2055 and identifies a range of imperatives that serve as a guide towards each transitional period. The transition to a Delivering City is targeted for the period 2016 – 2021, which coincides with the five-year term for the current council.

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CONTACT Neilson Kaufman e t +27 (0)11 233 2600 c +27 (0)82 566 4807


Shaping a brighter future for Ekurhuleni The review of the Growth and Development Strategy suggests that Ekurhuleni has entered a time of profound strategic choice, with powerful long-term consequences. As the industrial and logistical core of the Gauteng City Region, Ekurhuleni is pivotal to South Africa’s growth trajectory to 2020, 2030 and beyond.


he City of Ekurhuleni adopted its Growth and Development Strategy (GDS) 2025 in 2005. This was the first of its kind after the amalgamation of the former nine East Rand towns into Ekurhuleni as a metropolitan municipality. The main aims of the GDS 2025 were: • to provide a framework and a point of reference for all of the City’s plans, policies, and strategies • to build a common vision and purpose between government, private sector and civil society. It was also decided to extend the target horizon from 2025 to 2055, in keeping with the Gauteng 2055 strategy and to be able to take a more encompassing view of important global transitions.



A historical structural analysis from 1896 to 2012 indicates that Ekurhuleni has played a crucial role in national manufacturing value chains strongly shaped by national industrialisation policies. This has been complemented and often contradicted by local and national urban strategies. The ultimate effect of these strategies was to produce an unsustainable, obsolescent, and most inequitable urban industrial formation. The review process was both research and participation intensive. Research was conducted into the City’s socio-economic profile, its infrastructural and fiscal health, and its economic development potential. The research findings were then extensively workshopped with Ekurhuleni leaders,

officials and staff, external stakeholders and focus groups throughout the City, using a scenario planning point of reference.

Future outlook The analysis of global megatrends and global, national and local scenarios for 2012 – 2020, 2020 – 2030 and 2030 – 2055 indicate that the City of Ekurhuleni is entering a highly challenging time period for cities generally. All the more so in light of how Ekurhuleni, as an industrialand logistics-driven location, is going to be shaped by powerful transitions in the global energy and manufacturing scenarios. Threats posed by the energy transition, climate change and breakdown of other global ecosystems, and political and financial inequality and volatility are counterbalanced by the opportunities of the green economy, the rapid emergence of the African continent, and Ekurhuleni’s centrality in a BRICS-driven world. The City needs to navigate these turbulent waters with an effective trajectory, which the GDS suggests will entail an immediate commitment to a Delivering City (2012 – 2020) that would

GDS | Ekur h u le n i lay the foundation for a Capable City (2020 – 2030) and, ultimately, enable a Sustainable City (2030 – 2055).

Ec J o

Sus t u rb an aina b int eg l ra


ental ronm g i v En ellbein w

Capable City Delivering City

Social empowerment

Re Mobilize

need to be translated into a 2030 Strategic Implementation Programme, thus providing a direct link to the City’s Integrated Development Plans over the next 20 years, and ensure effective integration into national and regional plans, budgets and programmes. A key aspect of this will be to build the base of local partnerships needed for Ekurhuleni to reinvent itself in a new wave of urban and industrial innovation.

Five imperatives The historical analysis suggests that for Ekurhuleni to be a city among equals, it will need to pursue the following five developmental imperatives: 1. Sustainable Urban Integration Road- and Car-Based City: In the absence of an effective public transport solution, the freeway system facilitated waves of inefficient and inequitable urban sprawl, and required costly and constant upgrading, which only created more demand for motor car use and road freight. Unless the City is restructured fundamentally, further growth will simply intensify reliance on road-based transport and its high environmental and operating costs. The functionality of the rail backbone, which supported the first phase of urban development, was rendered obsolete in the second and third phases of development and

Re G o v ern

ate ener G Re

Sustainable City

Eff ecti ve, c oo p e gover r nan ati v e ce

2030 – 2055: Sustainable City The City of Ekurhuleni will be at the leading edge of urban sustainable innovation and will support a clean, green and sustainable African manufacturing complex as well as a city development network that, together, have reduced poverty and unemployment to below 10%. It will be a place where the poor, old, young and disabled are able to access the opportunities of a global society and move freely about in order to make their contribution to Ekurhuleni and enjoy its amenities. This trajectory lies at the heart of a high-level strategic framework for the City to manage its transition through the five strategic themes of Re-urbanise, Re-industrialise, Re-generate, Re-mobilise and Re-govern. The new strategic framework for the City of Ekurhuleni suggests that the current City vision of being ‘Smart, Creative and Developmental’ should be replaced with a vision that meets the following criteria: 1. Unique, inspiring and compelling 2. Community aspirational 3. Attract external business and investment 4. Foresighted (reflecting of the 2020/2030/2055 trajectory). It is proposed that the agreed vision and high-level strategic framework

ng ati wth e r c ro o b ic g m no


ti o

2020 – 2030: Capable City Ekurhuleni will adapt to the needs of the energy transition and facilitate a thriving and inclusive industrial economy and meaningful reduction of unemployment and poverty through excellent intergovernmental cooperation, providing a competitive package of services and investment options, an integrated, efficient and regionally well-connected spatial structure and logistics infrastructure and a well-oiled network of collaborative partnerships with civil society and communities in Ekurhuleni.

Re Ur b


The three stages in the trajectory are proposed as follows: 2012 – 2020: Delivering City A coherent, tightly managed, enabled and resourced City institution will rise to the challenge of delivering services that are nationally competitive, consistent, financially sustainable, efficient and modern.

Re I

Understanding the stages



a tri s u nd

Figure 1 City of Ekurhuleni strategic framework

needs to be restored with the obvious efficiencies of air and roadfreight and passenger modes. The imperative for the future is that the transport inequalities be redressed. This will require the development of an urban structure and regional transportation network that is adaptable to, and sustainable from, a mass public transport operational cost and capacity perspective. Fractured Urban Form: The mining towns that grew in an organic way along the gold reef in the first phase of urban development remain a disparity, not organised into a logical services hierarchy. Townships were designed as spatially isolated, inward-looking public housing dormitories with substandard services and single-purpose transport links. The relatively close-knit evolutionary logic of the rail-based Main Reef Spine was overridden by regional freeways, the insertion of massive retail malls at points of freeway accessibility, and large-scale growth of the international airport in the second and third phases of development. It also facilitated the decline of local town centres and further marginalised the townships from a car-based city region. The imperative for the future is that the urban structure needs to be compacted and articulated in a manner that is regionally connected and integrated.



Un-integrated City – Separate Racial Settlements: The legacy of inequality from the first three phases of development is a demographically fragmented City, resulting in highly dysfunctional informal settlements on well-located land and backyard shacks in established township areas. The imperative for the future is to develop a proactive approach to the continued influx of poor people from rural areas without derogating from the need to facilitate upwardly mobile urbanisation within Ekurhuleni, and to attract middleand upper-income urbanisation, which is essential to grow the tax base, skills base and entrepreneurship in the City. 2. Job Creating Economic Growth Service Driven Economic Growth: The rich, complex and historically embedded nature of Ekurhuleni’s manufacturing sector established in the first phase of urban development resulted in extensive investment and job creation. It somehow survived the neglect of industrial development in the third phase of urban development, which resulted in the growth

of a servicesdriven economy that does not match the skills profile of Ekurhuleni’s workforce or make use of its manufacturing and logistical assets. The imperative for the future is that the ongoing relative and absolute decline of manufacturing as the economic base of the City needs to stop, and efforts must be made to re-stimulate industrial growth that build on current value chains and infrastructural developments. Jobless Economic Growth: The reality of all forms of industrial and services development in the second and third phases is that they have demanded higher basic skill sets as well as industry specific artisanal and computer skills. At the same time, the lessons of the second and third stages of development show that informal settlements, minibus taxis, and spaza shops were able to create livelihoods during apartheid. A key aspect of economic growth going forward will be to necessitate measures to rapidly close the skills gap and provide bridging mechanisms between those who already have skills and the needs of industry, and to incorporate job-rich SMMEs in the emerging industrial and urban services value chains. Consumerism: The third phase of urban development promoted a culture of

economic dependence and entitlement as the state assumed responsibility for meeting the full spectrum of needs through handouts of services (housing and social grants) without being able to create the decent work and business opportunities that would have resulted in a culture of savings and entrepreneurship. This was compounded by the massive extension of credit for consumption purposes, further undermining the capacity of the poor to invest in productive livelihoods. The imperative for the future is to promote a high level of economic responsibility and accessibility through measures that incentivise saving, productive investment and entrepreneurship. 3. Social Empowerment Extended Constitutional Rights Without Additional Resources and Means to Meet these Rights: The Bill of Rights to the Constitution in the third phase of urban development was of little benefit to the poor because they lacked access to economic opportunities. The imperative for the future is to progressively correct the social and spatial inequalities, and ensure level playing fields that give full expression to equality and other clauses in the Bill of Rights in the Constitution. Urbanisation and Intolerances on the Basis of Race: The first phase of urban development was based on undisguised exploitation and discrimination. It is imperative to redress the inherent structural racial inequalities. Urbanisation and Intolerances on the Basis of Race and Ethnicity: The racial inequality of the first phase of urban development is consistent with the concept of ethnic homelands that continued to impact in the third phase. The imperative for the future is that a broadly owned concept of

TABLE 1 Depictions of the global transitions (mega drivers) that are anticipated by 2050






2012 to 2020

Recovery of global economy

Supply-side investments

Reactive built environment investments

Continued reproduction of apartheid urban form and marginalisation of poor

2020 to 2030

Times of turbulence

Demand and markets constraints

Unimaginable infrastructure renewal and maintenance backlog

Operational costs of built environment rise considerably, standard of living falls, economy shrinks, metro revenue base contracts

2030 to 2050

World of sustainability or catastrophe

Contradiction of resourcebased and green economy

Massive urban and socioeconomic development deficits

Poor price out of the market’s social anarchy, increase in natural disasters (famine, floods), built environment decay, metro fails financially


GDS | Ekurh u le n i

citizenship and community cohesion is articulated and promoted. Urbanisation and Intolerances on the Basis of Race, Ethnicity and Class: In the third phase of urban development, access to opportunities and amenities depended on access to income, credit and ownership of a motor car. This left a society more fractured than ever as immense inequalities became felt within families and communities. The imperative for the future is to build quality public spaces, amenities, transportation and cultural facilities that are truly accessible to the entire community. Broken Family Structures: From the start of the first phase, human capital was treated as a disposable input into the mining industry. This resulted in displaced family structures and highly inequitable and segregated access to the City on the basis of race and ethnicity. The imperative for the future is healing and re-integration of family and household structures within a caring city culture and practice. Lack of Civic Responsibility: The imperative for the future is that a process of social empowerment needs to restore a broadly owned sense of civic responsibility.

travel, overall energy efficiency, the use of renewable off-grid energy generation, and cleaner industrial production processes in order to leave a smaller industry carbon footprint. Unsustainable Natural Resource Usage: The extractive relationship between the economy and the natural environment, and the linear relationship between service delivery infrastructure and natural systems are key features of the first and second phases of development. It is vital to design industrial and urban production systems that reduce their dependency on material inputs, and to recycle, reuse and rehabilitate flows of air, water and nutrients. Uncontrolled Pollution: A century of deep-level mining has left vast swathes of devastated, chemically polluted land and water systems with toxic airborne dust, and an immediate threat of surfacing acid mine drainage, which is combined with a major concentration of heavy industrial polluters and reliance by many households on coal-fired heating. The imperative for the future is to restore the well-being of ecosystems and their interactions with human and biophysical health.

4. Environmental Well-Being High Carbon Emissions from Electricity Generation: The first phase of urban development was powered by cheap energy from coal, while the second and third saw an increased reliance on cheap oil combined with cheap coal – resulting in what is one of the highest carbon-generating cities on Earth. For the future, we must substantially reduce the carbon dioxide output of urban production through less private motor car

5. Effective Cooperative Governance Weak Democratic State: The imperative for the future is to provide congruence between the mandate and the responsibilities of the local state in regard to distribution of government income; and for the local state to innovate and seek means to do more with less through leverage, partnerships and revalorisation of assets. Nationally Determined Industrial Policy: Creating an effective synergy between

If Ekurhuleni is unable to become a Delivering City by 2020, it is highly probable that the ‘payback’ time will arrive for the infrastructure backlogs, which have mounted over time

local, city region, and national industrial policy is needed for the future, as well as the application of the respective levers in order to achieve an effective industrialisation trajectory. Locally Determined Urban Policy: Ekurhuleni’s urban role has increasingly been circumscribed by national infrastructure and the dynamics of the Gauteng city region. The imperative for the future is that metropolitan government needs to be framed not in terms of how the City of Ekurhuleni creates coherence, vitality and purpose within its demarcated boundary, but rather how it constructs a functional role for itself as a part of the broader city region – interacting with the national and global economy.

Mega drivers The future of Ekurhuleni depends on how the City responds to global, national and local drivers. Mega drivers are those influences at all levels of Ekurhuleni’s context from global to City-specific ones. Future planning has to take key drivers of change seriously, decide whether they are opportunities or threats or a combination of both, and strategise to either react to them effectively or proactively change their direction. Experts differ in their opinions on the timeframes and directions, but overall these future shapers are unavoidable. In the next 43 years, the world will undergo profound changes, many of which we can only guess at today. What is known is that cities will see unprecedented urbanisation, which will simultaneously benefit the global economy and jeopardise the natural environment. There will be revolutionary advances in technology and the sciences, leading to quality of life never before experienced on earth, but also producing challenges that cannot be safely predicted. The economic gap between developed and developing countries will narrow, lifting possibly a billion people out of below-the-poverty-line existence by 2055. Predicting the effects of the interaction between these trends and many others, in the context of rapidly increasing connectivity, but not unity between all regions across the globe, becomes progressively more difficult as one looks to 2020, 2030, and then 2055. It is necessary to examine what is known in order to shape the future of Ekurhuleni, rather than let the future shape the City.




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S kills and Training

Zoning in on local talent Manufacturing is a crucial sector in Ekurhuleni’s economy. While opportunities in this sector may have declined in recent years, the City is still investing in the skills development and training of local contractors, thereby creating access to opportunities for its people.


he 2016 State of the Cities Report reveals that Ekurhuleni is one of the five largest cities, along with Johannesburg, Cape Town, Tshwane and eThekwini – all of which play a dominant role in the national economy. The structure of Ekurhuleni’s economy is dominated by four sectors: manufacturing, finance and business services, community services, and general government. Over the past 15 years, major structural shifts have occurred in the structure of the economy, principally involving the decline of the dominance of the manufacturing sector, which dropped from 30.3% in 2000 to 22.7% in 2015, and a comparable increase of the contribution of the finance and business services sector, which increased its share from 14.8% in 2011 to 21.3% in 2015. The continuing decline of the manufacturing sector is a big challenge for the municipality and, for that reason, the revitalisation of the manufacturing sector is a key strategic focus area for the municipality. In 2020, the City of Ekurhuleni’s GDP is forecast to be an estimated R251 billion, or 21.2% of the total GDP of Gauteng. The ranking in terms of size of Ekurhuleni will remain the same between 2015 and 2020, with a contribution to the Gauteng Province GDP of 21.2% in 2020, compared to the 21.3% in 2015. At a 1.74% average annual GDP growth rate between 2015 and 2020, Ekurhuleni ranked third compared to other regional economies.

Skills and training Strengthening industrial competitiveness of Ekurhuleni through modern industrial systems and infrastructure development, including the development of new value chains, markets and their associated products, as well as influencing broader access and participation (especially by SMMEs) in the economic activities of the region are hallmarks of the City’s economic development initiatives. The City’s economic development initiatives target the acceleration of investment through: formulating an attractive incentives framework; providing support to small businesses for sustainability; creating income-earning opportunities through developing business development infrastructure; stimulating and revitalising township economies; developing industry-related skills; and job creation. Some of the dedicated interventions include the community works and the Expanded Public Works Programme (EPWP), SMME development and corporative development. The City’s EPWP is aimed at creating work opportunities while also providing relief of distress to the targeted beneficiaries of such opportunities. The City has created work opportunities through its various programmes, ranging from infrastructure development projects and other social service delivery projects. Its Vukuphile programme, an EPWP Contractor Learnership Programme, is a dedicated capacity development

and support intention dedicated to supporting emerging contractors. Learner contractors participating in the programme receive all the training and support necessary to adequately equip them so that, when they exit the programme, they are fully qualified to tender and execute labourintensive projects. The City has also increased its targets to meet the 2% participation by people with disabilities. It has also facilitated SMME and cooperative development. SMMEs are provided with mentorship, business support services and access to funding, in partnership with the Business Place, SEDA, SEFA and Anglo Zimele.

Township renewal Township economy revitalisation refers to the support of all township trading activities undertaken by communitybased enterprises, aimed at meeting the needs of township residents. Business activities in Ekurhuleni townships are robust, diverse, and range from retail and industrial activity to construction. The City has successfully implemented innovative programmes to create economic renewal in the townships. These initiatives include business incubation and industrial skills programmes targeting entrepreneurs in the townships. In this regard, 262 enterprises participated in the business incubation programme and 2 137 youth benefited from the industrial skills programme in 2016/17.




Money matters The 2018 National Budget Speech indicated that this would be a tough but hopeful budget focused on rebuilding and restoration. Government responsibilities were further outlined, some of which align with Ekurhuleni’s key strategies.


ne of the biggest changes in the 2018 budget was the 1% value-added tax (VAT) increase – a rate that has remained the same since 1993. An additional R36 billion in tax was expected to be generated in 2018, with a 3% increase in income tax. While the price of fuel increased substantially, social grants received a deserving average increase of 7%. Of importance to Ekurhuleni, however, was the fact that the National Budget highlighted the following: • creating the right environment for [local] investment • partnering with social partners to create sustainable employment • addressing the concentrated and inequitable structure of the economy. Given the declining revenues in the national fiscus, the conditional capital allocations to the local sphere of government, including Ekurhuleni, have also declined. This requires the City to leverage its own resources and those of the private sector to progressively increase investments in capital infrastructure, and other productive sectors of the local economy.

Operational expenditure The City’s credit rating remains healthy, according to independent rating agencies, including Moody’s, which makes Ekurhuleni an ideal region for investment. According to Moody’s, Ekurhuleni is rated at the high end of the range for South African municipalities. For FY2018/19, the City’s budgeted operating expenditure is R37.5 billion and is funded as follows: • revenue generated internally: R29.2 billion • operating grants: R6 billion • capital grants: R2.3 billion. In line with the City’s pro-poor agenda, Table 1 demonstrates the allocation towards the City’s indigent relief programme.

Re-industrialisation The prevailing economic environment has necessitated that Ekurhuleni should reprioritise its socio-economic package towards radical economic transformation through the lens of pro-poor and developmental-state viewpoints. In this regard, the Ekurhuleni 10-Point Economic Plan is a systematic programme that centralises the role of the City as the primary anchor and footprint that has gradually positioned its administration at the centre of economic activity. It should be remembered that the primary tenet of this economic plan is the enablement of economic growth, development and transformation for the betterment and empowerment of its economically active citizenry, by focusing on investment into the prioritised pillars of the regional economy. In order to demonstrate the City’s commitment to re-industrialisation, the Department of Economic Development is allocated R491 million over the Medium-Term Revenue and Expenditure Framework (MTREF), with R169 million for the 2018/19 financial year. Key projects that will drive this strategic theme are as follows: • The Springs Fresh Produce Market Expansion Project is allocated R52.4 million in 2018/19 and R92.4 million over the MTREF. • The Ekurhuleni Business Centre, situated in Kempton Park, is allocated

Finance | Ekurh u le n i R25 million in 2018/19 and R83 million for the next three years. • The Establishment of Automotive Cities in Geluksdal, Katlehong, Tembisa and Tsakane has an allocation of R27 million in 2018/19 and R117 million over the MTREF. As the City continues to encourage township economic development, Phase 1 of the Etwatwa and Kwa-Thema industrial hubs is complete. The City will also commence with the construction of the Reiger Park Business Hub, which is expected to cost R60 million over three years. Furthermore, Ekurhuleni adopted the Aerotropolis Master Plan. Work has started in earnest to ensure that the City realises this economic trajectory. In this regard, the City is unleashing R561 million during the current financial year to enable development, and a further R1.9 billion over the MTREF.

TABLE 1 Indigent relief

Assessment rates

100% rebate

Refuse removal



First 100 kWh of electricity per month is free, in line with national government policy


First 9 kℓ of water and sewage per month is free

Emergency services

Special rates on emergency services such as ambulance and fire-fighting


Free indigent burial

R105 million is allocated for the construction of Daveyton CBD/N12 interchange. R615 million goes towards the fixing of potholes, clearing of stormwater drainage system and resurfacing of already existing roads.

Budget highlights With regard to re-urbanisation, remobilisation and regeneration, these are some of the highlights from the City’s 2018/19 budget: R13.8 billion has been allocated over the MTREF and R4.4 billion in the coming financial year towards the preservation of water usage and continuation of investment in water infrastructure to ensure security of supply, and the commissioning of the City’s Independent Power Production programme. R270 million is allocated to the acquisition of land and properties for human settlements in 2018/19. The total allocation over the MTREF is R890 million.

R623.7 million has been set aside for water and sanitation in the 2018/19 financial year. Over the MTREF, a total of R2.1 billion has been set aside. R344 million for refurbishment of ageing infrastructure, fixing of water leaks, sewer blockages and maintenance in order to curb water losses. R353 million is allocated for new licensing facilities in the areas of Katlehong, Edenvale, Tembisa, Vosloorus and Alberton. R1.4 billion The bus rapid transit project will receive R1.4 billion over the MTREF.

R160 million The Tembisa Extension 25 megaproject, on the former Old Mutual Land, is to receive R160 million in 2018/19 and R524 million over the next three years.

R45 million for the construction of new taxi ranks at Greenfield, Katlehong and Windmill Park over three years.

R201 million has been allocated to the Leeuwpoort Development, including bulk infrastructure, in the 2018/19 financial year, and R431 million over the MTREF.

R81.5 million The Ekurhuleni Metro Police Department receives an allocation of R81.5 million in 2018/19 and R68.8 million for specialised vehicles and upgrading of its various offices and car registration centres.

R576 million is allocated to energy infrastructure this year, and R1.7 billion over the MTREF to re-urbanise the City. R678 million will be allocated towards improving the City’s road network in the new financial year, and R2 billion in the MTREF.

R20 million for the construction of Olifantsfontein Fire Station in 2018/19 and R26 million in 2019/20. R17.6 million for the installation of CCTV systems for the Safer City project in 2018/19 and R20 million in 2019/20.

R42 million is being allocated to the City’s Health Department in the new financial year and R289 million over the MTREF. R113 million In order to continue with programmes to keep communities healthy through progressive sporting activities, the local Department of Sport, Recreation, Arts and Culture will receive R113 million in 2018/19 and R400 million in the MTREF. R472 million Programmes around renewable energy, waste minimisation, urban management and the upgrading of standardised community parks must be prioritised. In response to this, the City is setting aside R1.3 billion in the MTREF and R472 million in the 2018/19 financial year for its Waste and Environmental Management Department. R78 million for the maintenance of parks and cemeteries in 2018/19 and R250 million over the MTREF. R2 billion for the maintenance of roads over the next three years. R1 billion In pursuit of becoming a digital city, Ekurhuleni is investing R330 million in the new financial year and almost R1 billion in the MTREF in the area of ICT. This intervention will improve billing accuracy, assist in the introduction of e-government services, and improve the turnaround time to payment of suppliers. A further R66.6 million is being allocated for broadband roll-out, and R35.5 million is going towards fibre.



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Leading in development finance The Development Bank of Southern Africa (DBSA) is a leading South African development finane institution that promotes economic and social development through infrastructure finance and development.


he DBSA plays a catalytic role in delivering infrastructure in the transport, energy, water and telecommunications sectors, with a secondary focus on health and education. We operate across the infrastructure value chain from planning, preparation, and financing to implementation, delivery and maintenance.

Our work with municipalities At the DBSA, we recognise the important role municipalities play in providing basic services to citizens and businesses. The provision of infrastructure is a key component of this role. The DBSA has an extensive track record of partnering with metros and municipalities to assist them in meeting their infrastructure objectives.

Our vision

Recent key highlights

At the core of our business is our vision of a prosperous region free from poverty. Our mission is to support economic growth through investment in economic infrastructure and improve the quality of life for all South Africans through the development of social infrastructure.

• R5.6 billion disbursed to metros, secondary and under-resourced municipalities around the country • 1 178 temporary job opportunities created through implementation support • 17 projects were completed in secondary and under-resourced municipalities in the electricity, water, sanitation, roads,

stormwater and fleet management sectors with more than 7 545 households standing to benefit • Planning support was provided to municipalities, including the development of water and sanitation service plans

Our development impact • 266 000 people gained access to improved health facilities • 182 727 households to benefit fom electrification projects and the upgrading of substations • 22 814 households to be positively impacted from bulk water provision and reticulation projects • 15 533 households to benefit from sanitation projects.

Our Offering An Integrated Suite of Infrastructure Solutions We offer clients an integrated suite of products and solutions across the infrastructure value chain.

Plan • Develop sector and regional master plans for clients, to enable project development and financing • In-house capability to support under-resourced municipalities

Prepare •S et up infrastructure programmes (e.g. REIPPP, student housing) •F inance project preparation activities (technical studies) using DBSA and third-party funds (e.g. IIPSA, PPDF)

Finance • Balance sheet (recourse) loans • Limited/nonrecourse lending • Mezzanine finance/ subordinated debt • Structured financing solutions • Equity

Build • Manage design and construction of key projects • Project management support • DBSA municipalfunded project implementation support

Maintain/ Improve • Deliver & suppoert the development, maintenance and improvement of key infrastructure projects

A erotropolis The 2018 National Budget Speech indicated that this would be a tough but hopeful budget focused on rebuilding and restoration. Government responsibilities were further outlined, some of which align with Ekurhuleni’s key strategies.

A new horizon Figure 1 Ekurhuleni is ideally located to be the home of South Africa’s first Aerotropolis

for Ekurhuleni G

auteng is the economic and industrial hub of South Africa and the SADC region, and a significant player in Africa’s rising economic fortunes. Despite the region’s relative strength, its economy has major structural problems, which mirror those of the national economy. Through its 10 Pillar Programme for radical transformation, modernisation and re-industrialisation, Gauteng is addressing these problems. The Aerotropolis Master Plan is one such plan that will ensure radical transformation of the spatial economy and human settlements. At its core, Aerotropolis is more than a development plan. It sets out a roadmap to better the lives of Gauteng residents and position the province as a hub of investment and industrialisation. As a major hub that connects South Africa to the world, Ekurhuleni serves as a key point of connectivity and industry for the country and continent – the ideal location for the Aerotropolis Master Plan. Ekurhuleni Aerotropolis is an urban development concept in which the region’s layout, infrastructure and economy have an airport at its core. In principle, it resembles a traditional metropolis with its central city area and commuter links to a variety of suburban developments. The key difference of the Ekurhuleni Aerotropolis, compared with a metropolis, is its dynamic links to global markets. Five overarching principles form the foundation for the vision of the Ekurhuleni Aerotropolis:

1 2



Community: Build strong neighbourhoods that allow people to realise their full potential. Collaborate: Streamlined and effective governance that meets or surpasses global standards.

Aerotropolis | Ekur h u le n i


COMM - Educa UNIT tio Y - Healt n & S SER h& kill Lif s VI e S Tra CES cie in nc ing es


s E ice NC erv tion NA al S stra n ini m

-P - P r o f e FI ub ss lic

Figure 1: The Ekurhuleni Aerotropolis project will provide a potential increase in employment from 2015 to 2040 in key focus areas

The Aerotropolis concept is central to modern urban planning and has delivered considerable economic and social benefits to airport investors, associated businesses and communities in Europe and North America. The lessons learnt there are extremely valuable and are being used to shape the development of the Ekurhuleni Aerotropolis. The Ekurhuleni Aerotropolis will stimulate the region by generating an



Key focus areas


A cs NS P O & Dis RT trib utio n

DE Cu TRA m & s uri

oncentrate: Dense transitC oriented developments that promote and complement existing communities. Connect: Move goods, services and people efficiently and effectively. Compete: Identify and strengthen the value chains where South Africa has significant competitive advantages in the global economy.

, To

4 5

ail - Ret



environment conducive to growing existing development and investment, as well as creating numerous new investment opportunities for a wide range of investors: • Regional business growth will generate increased demand for professional services. • The decentralisation trend of offices will make office space in the Ekurhuleni Aerotropolis increasingly sought after. • The opportunity exists for an innovative multi-institutional university

TR ti s gi Lo

campus catering for the needs of the target industries and organisations. • Regional focus on business tourism and cultural event-based travel creates opportunities for accommodation, as well as convention and exhibition hosting facilities. • Strategically located and highvisibility sites are available for retail development. • The concentration of mining houses complements the Ekurhuleni Aerotropolis’ transportation networks,



Reg. No 2001/03749/23 Financial Consultants, Chatered Accountants & Auditors

PK & Son Financial Consultants Financial Consultants | Chartered Accountants | Auditors SPECIALIST SERVICES • Accounting Services • Taxation • Deal Services • Wealth Management • Audit & Assurance • Youth Programmes

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OUR MISSION • Penetrate and influence the bigger market of South Africa by applying fundamental economic analysis and risk measurement tools that help businesses thrive • Enhance business growth by offering affordable quality services to our valued clients • Meet the needs and expectations of our clients • Empower the youth and women • Assist clients in achieving their business objectives “Delivering value beyond frontiers”

A member of the PK & Son Group of Companies

PK Construction and Engineering Reg. No 2001/03749/23 GROUP OF COMPANIES Construction, Engineering Division

SPECIALIST SERVICES • Building Construction • Mechatronics • Project Management • Civil Engineering • Sanitation • Sewerage • Landfill Sites • Maintenance • Plumbing

Civil Eng ineering | M e ch a tron ics | Roa d C on s tru cti o n

FIELDS OF ENGAGEMENT • New construction projects • Expansion projects • Renovations • Replacement of existing infrastructure

OUR VISION To maintain the incremental competitive edge in the construction and engineering services industry whilst performing with precision and enhancing growth to our clients

OUR MISSION • Deliver quality work within a reasonable time frame • Meet the needs and expectations of our clients • Empower the youth and women through subcontracting and skills transfer

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Aerotropolis | Ekur h u le n i

warehousing, manufacturing and specialised technical contractor work. • There are opportunities for plasma gasification plants, renewable energy pilot projects and transport of heavy equipment parts. • Existing skills base and advanced manufacturing operations provide the nucleus for potential expansion into the growing commercial aerospace industry. • Commitment by national, provincial and municipal government will support the revitalisation of the manufacturing sector. • Excellent opportunities exist for highvalue, low-weight goods production and exports. • The air connectivity and facilities will be ideal for elective healthcare procedures, sample testing services, as well as the manufacturing

and export of medical devices and pharmaceuticals. • Investors have the immediate benefit of mature logistics and distribution systems with excellent air, road and rail connectivity. • Land availability for high-value, lowweight agricultural production is good. • There is increased opportunity for cold chain space as well as domestic and international agricultural commodity trade. The Ekurhuleni Aerotropolis aims to be a showcase for Gauteng and South Africa as a viable and compelling place in which to invest, live, build a business and thrive. It will achieve this by capitalising on the area’s strengths, including the production and movement of goods, agribusinesses, food production, aerospace manufacturing, tourism and the most dynamic asset – its people.


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More than


A erotropolis


where to from here?

The Ekurhuleni Aerotropolis Master Planning Team is conscious of the need to translate creative vision into clear strategy implementation and goals. In line with this, the five-year Implementation Plan has begun to fulfil that need by identifying early programmes and initiatives that will capture the imagination of investors and stimulate further development.

Project timeline 01


Ekurhuleni bids to host the Airport Cities Conference and Exhibition 2013

Aerotropolis concept was adopted as part of the Municipal Spatial Development Framework

2009 26



03 Aerotropolis Strategic Roadmap was developed and used as the basis for planning and stakeholder engagement




The Ekurhuleni Growth and Development Strategy 2055 was adopted with the Aerotropolis Programme as a growth lever. Aerotropolis Programme is included as one of the key projects in SIP 2 of the Presidential Infrastructure Coordinating Committee

Hosted the inaugural Aerotropolis Business Consultative Conference



Hosted ACE 2013 for the first time on the continent

Aerotropolis | Ekur h u le n i


25-year Master Plan was approved by Council for the Aerotropolis programme, together with the necessary organisational restructuring, to streamline governance and regulatory procedures in order to support investment and development. The creation of the Ekurhuleni Development Agency is under way and will be the platform for the Ekurhuleni Aerotropolis programme. It is anticipated that this will evolve into an agile, dedicated authority with broadbased powers and responsibility for implementing the 25-year Master Plan. One of the strengths of the Master Plan is the importance of integration with broader provincial and national development plans. This includes key plans such as the National Spatial Development Framework, Integrated Urban Development Framework, and SIP2 (addressing the Gauteng–Free State– eThekwini freight and logistics corridor), and SIP7 (studying the coordinated development of urban and integrated transport networks).

Another step in preparing the groundwork is land development. The best positioned portions of land are being identified and earmarked for development. The aim is to capitalise on the opportunities created by proximity to a growing worldwide network of airlines and air cargo freighters, together with a robust national highway system. Transportation will also be addressed, exploring ways of reducing traffic congestion with 100 km of road improvements. This section of planning also includes the upgrading of 30 intersections; implementing a coordinated, province-wide integrated bus system; and integrating seamless air cargo logistics to improve import and export movements. Furthermore, upgrading of power, water and sanitation infrastructure is under way in the target development areas. Innovative funding schemes are being developed to facilitate this, with the project aiming to implement seamless air cargo logistics systems that will convey goods through customs

and on to their destination without interruptions or delays.

The five-year plan As the Ekurhuleni Aerotropolis programme transitions from the five-year vision to the 25-year Master Plan, workflow will focus on nodal development. Sufficient information will be collected to make a well-considered assessment of what the development potential of each targeted node would be. The five-year Implementation Plan kicks off that process by describing a series of initiatives that map out the scope and breadth of the Aerotropolis Master Plan. These initiatives include: Building a global brand: Creating a world-class brand on the existing base of awareness, in parallel with the introduction of the 25-year Master Plan. Being pragmatic: Focusing on ‘easy wins’ such as Integrated Development Plan projects that are already funded, and will benefit the region, while supporting the general educational, infrastructural, and logistical aims of the Ekurhuleni Aerotropolis. Restructuring where necessary: Working to streamline government and regulatory structures to facilitate investment and development. Creating an Ekurhuleni Development Agency: Finalising the process to establish a nimble, dedicated authority for implementing the 25-year Master Plan. The financing of the various stages of the Ekurhuleni Aerotropolis development will be guided by a financial model. The first priority will be to identify and implement the readyto-go initiatives and projects. It will be important to investigate possible scenarios to develop public-private participation to fund, design, and contract and operate strategic elements of the Ekurhuleni Aerotropolis project.






Consortium appointment fiveyear Aerotropolis Implementation Plan as developed and adopted

Development of the 25year Aerotropolis Master Plan was completed

Six Regional Spatial Development Frameworks approved

Nine Precinct Plans under way

Project Management Unit established in June



Gauteng Investment Conference was held


Master Plan approval Eleven Strategic Urban Developments registered

Ekurhuleni Economic Development Agency operationalised


2018 EKURHULENI 2019


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VoMayise has public sector distribution rights in South Africa from:

Profile | VoMay ise Cons ul t i ng

A roadmap to success VoMayise Consulting was started with the primary aim of being a market leader in the supply and service of onroad load-handling machinery in South Africa and, eventually, sub-Saharan Africa.


stablished in 2012 by Mr Vovo Johnson and Mr Mpumelelo Mayisela, VoMayise Consulting (Pty) Ltd is a 100% black-owned company, with a Level 1 BBBEE rating. VoMayise specialises in the servicing, repair, maintenance and sale of on-road load-handling and lifting machinery and equipment. These include cherry pickers, tail-lifts, hook-lifts, hydraulic pipes and truck-mounted cranes, among others, with various industries being serviced.

Company vision VoMayise’s vision is to be the market leader in the supply and servicing of on-road loadhandling machinery to both the public and private sectors. This is to be achieved by providing only the highest-quality products and highly competitive pricing, through embracing the latest leading technologies. Internally, the company has placed significant focus on creating an effective culture that embodies honesty, dignity and respect between employer and employee, while also engendering these positive sentiments in all stakeholders. Finally, the company hopes to play a key role in the strengthening and accelerated growth of the South African economy, by effectively servicing its clients who work towards building a better South Africa for all. Closely linked to achieving this company vision is a number of mission-specific goals.

Mission At the core of VoMayise’s mission is the provision of value-adding solutions of the highest quality to various industries at competitive prices and unmatched service levels, while ensuring customer satisfaction at all levels. With the darker clouds lifting around the South African economy and perceptions improving, VoMayise sees another one of its key mission objectives as being the encouragement of business cohesion between business ethics and moral values – which is vital to responsible corporate citizenship.

Keys to success Success in the highly competitive South African market is rarely guaranteed. As such, VoMayise has identified those keys that will unlock the company’s potential. As mentioned, the provision of the best-quality, market-needed products at competitive prices is simply nonnegotiable, as is the attraction and retention of top-skilled professionals in the industry. This will further facilitate improved product innovation as well as research and development capabilities. No company can thrive without getting the basics right, which includes managing financial resources efficiently and effectively, and ensuring margins make sense – keeping production costs low while maximising profit. These efficiencies

The directors Vovo Johnson Managing Director

With almost a decade of experience in the truck-mounted crane industry, Vovo Johnson has worked for leading companies including JCI, Anglo Ashanti, Bowman Cranes and Cargotec. Mpumelelo Mayisela Director of Marketing and Business Development

Mpumelelo Mayisela has extensive public and private sector experience, positioning him well to develop VoMayise across both markets.

then go on to create sustainable shareholder value. And, finally, at the core of every servicebased business lies the customer, whose satisfaction is vital. In adhering to best practice industry standards and ensuring equipment downtime is minimised – going the extra mile – customers feel well looked after and tend to renew existing contracts, further ensuring sustainable business operations.




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Turning vision into reality The road to reality for the Ekurhuleni Aerotropolis has begun, with the planning of well-focused decision-making structures for the identification and mitigation of potential obstacles. • to create an evolving funding model, which will enable the execution of various funding strategies based on the requirement of the specific programme element • to restructure, where appropriate, with the aim of streamlining government and regulatory structures for ease of investment and development. The proposed development and management approach will evolve as the Ekurhuleni Aerotropolis matures: • The Aerotropolis programme will be located within an appropriate authority with the aim of addressing the immediate to medium-term objectives of the Ekurhuleni Aerotropolis. • As the Ekurhuleni Aerotropolis evolves, so too will its corporate platform, gaining new functions and responsibilities where appropriate. Figure 1 Leveraging access to the outside world via the Aerotropolis project


ligned to the Ekurhuleni Aerotropolis Master Plan principles, which form the foundation of the vision of the Aerotropolis and the criteria for its success, is the requirement for a governance structure and institutional arrangement, explicitly described in the principle of ‘collaborate’: streamlined and effective governance that meets or surpasses global standards. The objective of the governance structure will be to successfully manage the financial, regulatory and physical complexities inherent in the Aerotropolis development. The essence of the Governance and Implementation Plan can be summarised as follows: • to commit to and execute the unified vision of the Ekurhuleni Aerotropolis

• to lead, manage, coordinate and ensure operational efficiencies, and ultimately drive the effective implementation of the Ekurhuleni Aerotropolis Master Plan • to collaborate with public and private entities to facilitate the development of strategic projects

R1.9 billion The Aerotropolis Master Plan has been identified as a unique Ekurhuleni economic trajectory. In this regard, the City is releasing R561 million this financial year to enable development, and a further R1.9 billion over the MTREF.

Accessing the outside world Logistics will be a major economic driver in the Aerotropolis. Developing value-chain-driven business models, where value is added at each stage of logistics activity within the Aerotropolis zone, will be a top priority. Far from being a solely inward-looking scheme, the Aerotropolis project will explore ways to participate in provincial and national development and integration projects. It will: • align with the plans to expand the Gautrain network as part of the Gauteng Provincial Integrated Transport Master Plan • anchor the Gauteng end of the national high-speed freight corridor to Durban, as well as the international freight corridor to Maputo • integrate regional airports into the Aerotropolis master planning • create smart corridors that link universities and their satellites throughout the Gauteng City Region with innovation hubs.




Putting our people first

The ‘re-mobilise’ theme of the Growth and Development Strategy deals with the capacity and capability of social capital, including social cohesion and mobilisation, as well as partnerships. This includes access to healthcare for all residents of the City of Ekurhuleni.


ife expectancy in Ekurhuleni has increased in line with national numbers. According to the Mortality Rates and Causes of Death Report, released in February 2017, South Africa is experiencing fewer deaths. This has had a positive impact on the population, as life expectancy is on the rise.

Overview The Growth and Development Strategy (GDS) 2055 requires that the capacity and capability of social capital grow. This strategic objective addresses issues related to access to healthcare, early childhood development (ECD) embracing the needs of vulnerable groups, and social development, among others.

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As part of the City’s continuing fight against HIV/AIDS, it has managed to reduce mother-to-child transmissions from 1.4% in the previous financial year to 1.3% in the current period. Ekurhuleni is on course to completely eliminate this kind of transmission and guarantee absolute survival chances to all newborn babies in the City.

Access to primary healthcare (PHC) will be improved by constructing and operationalising PHC facilities, and intensifying health awareness campaigns. Efforts will be made to ensure that children and the elderly have access to healthcare, and to ensure that economically active people are tested and treated for HIV and TB. The City

Healthcare | Ekurh u le n i

plans to increase access to healthcare by extending the operating hours of some of the PHC clinics to 24-hours, together with the Gauteng Department of Health. With the aim of reducing the rate of drug addiction in the City, awareness programmes will be implemented, coupled with the provision of drug rehabilitation centres. The provision of social services and amenities is critical to ensuring sustainable communities and to restore people’s dignity. Concerted efforts will be made to provide sports recreation arts and culture facilities in the current term. Access to basic education and a skilled community is central to economic growth and, as a result, Ekurhuleni will continue to provide libraries and ECD centres. ECD training as well as sports, recreation, arts and culture (SRAC) programmes and campaigns will also be intensified.

Primary healthcare Access to PHC is high. In 2016, 96% of babies were delivered in clinics, compared to 83% in 1998. Of these, 97% were with a skilled healthcare provider, compared to 84% in 1998. The provision of PHC has increased children’s chances of survival during childbirth. The District Health Barometer Report released by StatsSA in October 2016 revealed that PHC expenditure per capita was spread relatively equally across Gauteng districts. In Ekurhuleni, 49.1% of PHC expenditure was from local government. Provincial

expenditure on clinics and community health centres was relatively low. Despite challenges in financing PHC, Ekurhuleni has made great strides in making healthcare an accessible imperative for many communities through its state-of-theart clinics. There are eleven 24-hour clinics in Ekurhuleni, which are all managed by the Gauteng Department of Health. These clinics offer the same essential services provided in hospitals. This is a step in the right direction to reducing the cost of travelling in emergencies and the strain of relying on overloaded emergency medical services (EMS) linked to the City’s few hospitals.

Pick-up points In addition to that, 21 chronic medication pick-up points are within communities. This is viewed within the strategic context of bringing medication to the doorstep of those who need it most and reducing queues at the clinics as part of the City’s commitment to effective healthcare provision. The City also opened the Khumalo, Tsietsi and Dukathole clinics, which serve no less than 300 000 people. “The 21 chronic medication pick-up points that we established are proving to be a huge success. Indeed, our people realise their importance. In improving and broadening the service, we have since partnered with commercial pharmacy groups such as Clicks, Pick ‘n Pay, Dis-Chem and Medirite to also serve as pick-up points

for chronic medication. Today, we have 44 800 patients registered to receive their chronic medication at medicine pick-up points, both external and internal. This has helped to drastically reduce the long queues in clinics and hospitals at the end of each month, with people waiting for hours on end just to collect their medication,” explains Executive Mayor of Ekurhuleni Mzwandile Masina.

New clinics In the 2017/18 State of the City Address, Masina made a number of strategic commitments in the areas of healthcare and social development that have since been delivered on. “We announced plans to build 12 more clinics with modern facilities over the medium term,” he states. “Recently, we opened the Esangweni and Selope Thema clinics, which boast 16 consulting rooms each – meaning more people can get assistance at the same time, thus reducing queuing times. Construction plans are already under way for an additional 10 new clinics to cover the 5 km radius principle. We have been working with the Gauteng Department of Health with regard to the provision of extended hours at clinics. This has given us 29 clinics that offer a combination of 24hour services in nine clinics; 12 hours in two clinics; and Saturday morning services in 18 of our clinics. In this financial year, we plan to add five more clinics in the 24-hour and 12-hour service plans.”

2 000 The City, through the Health and Social Development Department, in partnership with the Gauteng Department of Social Development, launched two drug rehabilitation and treatment centres in Alra Park and Witpoort, in November 2017 and October 2016, respectively. Since the launch of these community-based treatment centres, approximately 2 000 people have benefited. The City will continue rolling out rehabilitation centres.



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Human Settlements

A place to call home Although 14 781 houses were delivered by the City between 2011 and 2016, demand for housing remains high. Increasing demand for housing, resulting from rapid growth in Ekurhuleni’s population, has resulted in the adoption of creative and diversified approaches to housing delivery.


kurhuleni is working together with private and public housing delivery partners to accelerate delivery and encourage inclusionary housing within privatesector-driven developments. The City, in conjunction with its partners, has packaged the releasing of private sector development opportunities within Integrated Rural Development Programme and flagship projects on municipal land. This has required strengthened functioning in interdepartmental coordination, as well as the capacitation and support of COE social housing institutions to attract additional investment in the delivery of affordable rentals. The demand environment has also necessitated the City to take on stringent measures to enforce spatial governance while working towards creating solutions that will address demand and spatial justice

in Ekurhuleni. Land management has become a central component of planning and controlling land invasions. Concerted efforts have been made to improve service delivery within informal settlements and promote effective management of municipal-owned rental properties.

Integrated Urban Development Framework The Integrated Urban Development Framework (IUDF) is government’s policy position to guide the future growth and management of urban areas. The IUDF sets out the policy framework for transforming and restructuring South Africa’s urban spaces, guided by the vision of creating liveable, safe, resource-efficient cities and towns that are socially integrated, economically inclusive and globally competitive, where residents actively participate in urban life.

The IUDF responds to the UN’s post2015 Sustainable Development Goals, in particular Goal 11 – ‘Making cities and human settlements inclusive, safe, resilient and sustainable’. By 2030, South Africa should observe meaningful and measurable progress in reviving rural areas and in creating more functionally integrated, balanced and vibrant urban settlements. For this to happen, the country must: • clarify and relentlessly pursue a national vision for spatial development • sharpen the instruments for achieving this vision • build the required capabilities in the state and among citizens. The IUDF’s overall outcome – spatial transformation – marks a new deal for South African cities and towns, by steering urban growth towards a sustainable model of compact, connected and coordinated cities



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and towns. Importantly, this vision for South Africa’s urban areas recognises that the country has different types of cities and towns, each with varied roles and requirements. As such, the vision has to be interpreted and pursued in differentiated and locally relevant ways. To achieve this transformative vision, four overall strategic goals are introduced: 1. Spatial integration: To forge new spatial forms in settlement, transport, social and economic areas. 2. Inclusion and access: To ensure people have access to social and economic services, opportunities and choices. 3. Growth: To harness urban dynamism for inclusive, sustainable economic growth and development. 4. Governance: To enhance the capacity of the state and its citizens to work together to achieve spatial and social integration.

Implementing the IUDF The City is required to consolidate existing and/or develop viable longterm growth and development plans, ensuring that each lever is addressed within the municipal area. The City also acts in many instances as the primary implementer for services critical to the success of the IUDF. Local spaces are where the developmental objectives are realised, and so the city needs to align its plans, programmes and budgets to the objectives and priorities of the IUDF, and coordinate and monitor the progress of any other implementing organisations within its jurisdiction.

The IUDF’s overall outcome – spatial transformation – marks a new deal for South African cities and towns, by steering urban growth towards a sustainable model of compact, connected and coordinated cities and towns Eastern Corridor vision The Eastern Corridor vision for the Gauteng City Region is anchored around Ekurhuleni, and has the following key concepts: 1. Aerotropolis: a hub of manufacturing, aviation, logistics and transport industries. 2. A smart, creative and developmental city. 3. Provide sustainable and peoplecentred development services that are affordable, appropriate and of a high quality. 4. Focus on social, environmental and economic regeneration of the area and communities. 5. Guided by the principles of Batho Pele. The Aerotropolis forms the core of the corridor and about 107 000 housing units are to be provided in mega human settlements around Ekurhuleni. The Townships Economy Revitalisation, Aerotropolis, Gauteng e-Government and Gautrain extensions and expansions are identified as game-changing

projects for the corridor, while the PrasaGibela rolling stock hub, Tambo-Springs logistical hub, Sentrarand logistics, mega human settlements, energy security and water security are identified as strategic projects for the corridor. “The City has launched three of the six megaprojects working together with the Gauteng Provincial Government (Leeuwport: 19 453 units; John Dube: 10 265 units; and Daggafontein: 17 180 units), which will help us meet the 100 000 housing units that we committed to through our manifesto as the ANC in Ekurhuleni. We will soon launch the remaining three megaprojects,” says Executive Mayor of Ekurhuleni Mzwandile Masina. “I can confidently say that Esselen Park, once launched, will give us 7 100 yields,” Masina announced. Also planned are: Clayville, 14 138 units; Tembisa Ext 25, 3 510 units; Helderwyk, 12 954 units; Tsakane Ext 22, 6 441 units; Brakpan Old Location, 7 547 units; Van Dyk Park, 3 350 units; and Palmietfontein, 3 687 units. “The project in Palmridge is at its planning phase and we expect 5 000 yields once it gets off the ground. The people of Eden Park West, of Moleketi Extension 1 and 2, in Etwatwa, Alra Park and Germiston Fires Station have witnessed us building subsidised social housing units in their communities. We shall continue with this work in other communities across the City, in partnership with the provincial government, throughout our term of office, because ours remains a course of realising decent housing for our people,” Masina stated.



S erv ice Deliver y

Moving a city When it comes to service delivery, every person deserves the right to adequate electricity, water, sanitation and waste management services. Here’s how the City of Ekurhuleni is playing a part to ensure access to all its people.

98% Currently, about 98% of the City’s population receives water from a regional or local service provider – 60% of the population receives piped water inside a house; 30% receives piped water inside a yard; and the remaining 10% receives piped water from a community stand pipe or other means.

2 392 The City recorded commendable progress in the provision of sewer connections to 2 392 additional households in formal dwellings, while all informal settlements were provided with free chemical toilets by June 2017.

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free chemical toilets were provided as an interim service delivery measure, while proper sanitation is being delivered parallel to these. This contributed to the improvement of the ratio of chemical toilets to households from 1:10 to 1:5 in some of the informal settlements.

15.518 km

of new sewer pipes were replaced, upgraded and extended in an effort to improve sanitation infrastructure.

300 MW

The City has taken decisive action to demonstrate its commitment to clean, renewable energy over its last term, as it established a solar farm at the OR Tambo precinct in Wattville. It installed generators to generate 1 MW of energy from methane gas at the Simmer and Jack landfill site in Germiston. The City plans to collaborate with five MVA in the production of 300 MW of renewable energy.

Good to know The City is the largest water service provider and provides 97% of the population with water. About 3% of the water service is through water vendors, water flowing through streams/rivers, and by own means.




Bringing about radical transformation in public transport The City of Ekurhuleni has undertaken a transformation of its public transport system known as the Integrated Rapid Public Transport Network (IRPTN). The system aims to provide high-quality and affordable public transport.


he main objective of the City of Ekurhuleni’s IRPTN is to provide a new and attractive integrated public transport network that includes road and rail public transport services to better serve the people of Ekurhuleni. Based on forming a network linking nodes of social, economic and industrial development, the IRPTN is a catalyst for sustainable development and does more than just address immediate demand. In Ekurhuleni, the system will begin to integrate some parts of the currently disconnected nine towns. It cuts across all nine of the City’s flagship projects and ties into the development plans of private stakeholders.

As a flagship project of the City, the IRPTN is a high priority for the municipality and is regarded as key in the process of bringing about radical transformation within Ekurhuleni’s public transport arena. Through the IRPTN, the future trajectory of transport points towards multimodal transport nodes, linking communities to employment opportunities and thereby resulting in increased economic growth. The project is the vehicle that will realise a game-changing model of travelling patterns and transportation of people within, around and intersecting with other cities within the Gauteng City Region.

Making headway The project is aimed at improving commuter movement and connectivity through mobility within Ekurhuleni, extending into adjacent metros and a well-structured, safe and reliable public transport option that complements other modes. Some progress has been made towards making this objective a reality. For example, in certain parts of Ekurhuleni, infrastructure has been completed and the Automatic Fare Collection (AFC) system is in place. The IRPTN is being implemented incrementally along priority corridors, in accordance with the City’s strategic priorities and available


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T RAN S P ORT | E k u rh u l en i

R2.6 billion has been allocated to building a reliable public transport system in Ekurhuleni over the MTREF, starting with R831 million in 2017/18.

budget as well as operational viability of the system. The first phase is to implement a bus rapid transit (BRT) system along the corridor from Tembisa to Vosloorus. Although fraught with many challenges that impeded the timely delivery of the intended results in certain performance areas, commendable progress in the broad areas of delivery has been observed.

Progress to date


The City’s collection rate was 92.1% in the last financial year, and at a positive 93.34% in the two quarters of 2017/18.

R30 million is allocated for the replacement of ageing municipal buses in 2019/20.



Following the selection of Ekurhuleni as one of the participant municipalities in the implementation of the IRPTN, the City identified this project as a central feeder point for the regeneration of the inner cities and the renewal of its townships. Implementation of the BRT project started in earnest in 2012. Since then, 10 km of dedicated busways, 41 km of cyclist and non-motorised transport (NMT pathways), 51 lay-bys and a Transport Management Centre (TMC) have been constructed. Other infrastructure projects, including pedestrian bridges, stream crossings, lighting and complementary routes are currently under way, and are scheduled for completion in 2019. The AFC system is now in place, and a service provider was appointed for a period of 12 years. The remaining ITS solution – the Automated Public Transport Management System (APTMS) – is yet to be procured. Some of the critical milestones and results achieved are: • Operationalisation of the Harambee BRT service, which runs from Tembisa Civic Centre to Isando and vice versa. • The TMC in Kempton Park was

launched on 23 March 2016. It specifically hosts the IRPTN identified core functions. This includes interface and integration with existing ITS components such as traffic signals, CCTV surveillance cameras and integration with the centralised Ekurhuleni’s Public Call Centre. The TMC monitors the fleet and network infrastructure, provides a call centre for travel information and processes the AFC system information. It also deals with IRPTN-related incidents to ensure a safe and secure environment for its commuters and operators. • Agreements have been reached with the taxi industry on: -c onclusion of pre-negotiations phase and interim compensation for the starter service -a pproval of the Criteria for Affectedness for taxi operators - approval of the Market Survey Methodology (the market survey to determine market share and business value is currently under way).

Deliverables for 2018/19 Extension of Harambee services: The City is in discussions with an operating company to extend the Harambee services to O.R. Tambo International Airport and Emperors Palace. Forty buses will be added to the network. IRPTN infrastructure: The City will complete the construction of BRT stations and pedestrian bridges. Vehicle operating company: Negotiations for final compensation and formation of the vehicle operating company that will run the service for a 12-year period.

ENVI R ONMEN T Did you know?

Improving the image of the City

In its quest to take care of the environment, Ekurhuleni’s Environmental Management Department gets R167 million in the 2017/18 and R833 million for the MTREF. An amount of R159 million goes to new cemeteries and upgrading existing ones across the City. R92 million will be used for specialised vehicles and the rest on dams, lakes and other environmental programmes. R74 million has been set aside for grass cutting in 2017/18 and R244.7 million in the MTREF.

A city’s appearance is indicative of the efficacy of its governance, which is why the City of Ekurhuleni has established the Beautification of Lakes and Dams Task Team. An aesthetically pleasing city will also increase investor interest and contribute toward an increase in tourism.


n the past, a number of efforts were made by various role players to help uplift the appearance of Ekurhuleni and improve the condition of water bodies such as lakes and dams. However, each role player/stakeholder tended to act in isolation and, as a result, there was insufficient coordination and progress being made. Enter the Beautification of Lakes and Dams Task Team (BLDTT) – an initiative by the City to ensure a more structured, integrated and focused approach to addressing challenges and finding solutions that will go toward beautifying Ekurhuleni.

Efforts so far To date, several clean-up campaigns have been held at dams and lakes across Ekurhuleni. These include utilising a Watermaster dredging machine to remove floating water grass, water lilies and water hyacinths, while deepening the inlet and reeds encroachment. Germiston/

Victoria Lake, Middle Lake Benoni, Homestead Dam Benoni, Kleinfontein Dam Benoni, Civic Lake Benoni and Alexandra Dam Springs have benefited from this exercise. The rehabilitation of watercourses was also undertaken, with river bank stabilisation at Kaalspruit, Rietfontein, Tshongweni, Tembisa, Illiondale, Thembelisha and Natalspruit. Gabions were also installed as a way of controlling erosion. Furthermore, a Reclamation, Rehabilitation, Landscaping and Enhancement Feasibility Master Plan of Ekurhuleni’s water bodies has been developed. This plan includes the finalisation of rehabilitation studies for Boksburg Lake, which requires urgent attention. So far, the beautification of lakes and dams has started at: • President Dam – beautifying Murray Park • Rietspruit – beautifying Nyoni Park • Boksburg Lake – beautifying the open space around the lake • Blesbokspruit – beautifying Bunny Park.

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Financial year agenda The BLDTT is tasked with completing the following projects during the City’s 2018/19 financial year: Implementation of Reclamation, Rehabilitation, Landscaping and Enhancement Feasibility Master Plan of Ekurhuleni’s Water Bodies. Implement rehabilitation at Natalspruit and Rietspruit. Undertake environmental studies for rehabilitation in Blesbokspruit, Kaalspruit, Natalspruit, Rietspruit and Elsburgspruit.

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ontinue cleaning of water C bodies by utilising the Watermaster dredging machine. Explore investment opportunities at some of the water bodies as outlined in the Feasibility Master Plan of Ekurhuleni’s Water Bodies. Undertake a river health assessment of the Natalspruit, Jukskei, Kaalspruit, Rietspruit, Blesbokspruit, Elsburgspruit and Rietvlei catchments. The proposed study is aimed at designing a River Health Programme (RHP) for all seven catchments to monitor, assess and report on the ecological state of river ecosystems based on their biological condition. The RHP is designed to develop a capacity and information base that would enable the City to report on the ecological state of its river systems in a scientifically sound manner, and assists in identifying areas of sustainable utilisation and unacceptable ecological deterioration. Continue with beautification of open spaces around prioritised lakes and dams: • President Dam – complete the beautification of Murray Park • Rietspruit – complete the beautification of Nyoni Park • Boksburg Lake – complete the beautification of open spaces • Blesbokspruit – complete the beautification of Bunny Park.



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The people keeping it clean Heavy industry is a critical part of our economy. But disposing of the waste they produce in a way that’s safe for people and the environment takes years of expertise, scientific savvy and biochemistry knowledge. Not just anyone can do it. That’s why EnviroServ employs qualified professionals for the job. Like our Fleet controller, Luvuyo. He’s just as passionate about protecting the planet as you are. One of his hobbies is running. Which means helping to protect the environment is in his best interest. Having worked for EnviroServ for the past six years, he’s the right person for this demanding job and takes pride in running a compliant operation. Because expertise is one thing, but employees who live the EnviroServ values of passion and integrity are dedicated to working towards delivering waste solutions that are environmentally responsible and effective.