Revitalising Gauteng’s Industrial Engine: City of Ekurhuleni 2022

A SMART CITY • A LIVEABLE CITY • AN ECONOMIC GATEWAY • THE INDUSTRIAL HEARTBEAT OF SOUTH AFRICA

Revitalising Gauteng’s Industrial Engine

A SPACE THAT IS GEARED TO BRING OUT THE BEST IN YOUR BUSINESS.

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Estate size, sales and land developed • Total estate size: 210 hectares • Land sales to date: 350 000m2 • Land developed to date: 172 000m2 • Currently under roof occupied: 82 000m2

Superior features for logistics • Highway visibility and ease of access • 24-hour access-controlled gatehouses • Pedestrian-friendly, cycle paths and wider roads • Connected to public transport hubs • License plate recognition systems

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INSIDE Revitalising Gauteng’s Industrial Engine

OVERVIEW 2022/23 at a glance LOCAL ECONOMIC DEVELOPMENT Setting municipal priorities straight SPATIAL PLANNING A look at urban design precinct plans Building a brighter tomorrow URBAN DEVELOPMENT Reconsidering land use and the urban boundary

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ELECTRICITY Power to the people

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ROADS & TRANSPORT Moving a city together

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WATER & SANITATION Ensuring security of supply

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WASTE MANAGEMENT & ENVIRONMENT Sustaining a cleaner city

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SERVICE DELIVERY Effective oversight goes a long way

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GROWTH & DEVELOPMENT STRATEGY 2055 Ensuring the course holds 23 HOUSING Turning houses into homes

Editor Tristan Snijders Head of Design Beren Bauermeister Production & Client Liaison Manager

Antois-Leigh Botma Bookkeeper Tonya Hebenton Distribution Manager Nomsa Masina Publisher Jacques Breytenbach

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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.

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OVERVIEW

2022/23 AT A GLANCE

By June 2023, the City will have constructed

9 more water towers and reservoirs, in addition to nine projects currently being finalised

Insights into the plans underway within the City of Ekurhuleni…

The Ekurhuleni Metropolitan Police Department is set to deploy an

additional 480 police officers

Ekurhuleni will be decreasing its dependence on Eskom through the recent appointment of

47 independent power producers, who will sell electricity to the City from 2024 onwards

to supplement the current force capacity during this financial year

11 mega housing projects

R2.5 billion

are underway across Ekurhuleni, which should yield almost 100 000 units in three to five years’ time

is required over the next five years to expand water treatment capacity to support development in Ekurhuleni. The City is considering public-private partnerships that utilise build-operate-transfer mechanisms

80 km of road

is to be rehabilitated in this financial year, along with 1 200 km in gravel road upgrades

All five of Ekurhuleni’s landfill sites will be operable with By the end of the

2021-2026

political term, Council aims to have facilitated at least

gas wells operating at four sites by the end of the financial year

R50 billion of investment into the City of Ekurhuleni

EKURHULENI 2022

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LOCAL ECONOMIC DEVELOPMENT

SETTING MUNICIPAL PRIORITIES STRAIGHT

A key driver of improving the lives of ordinary citizens is the ability to attract investment and facilitate development.

The City of Ekurhuleni has identified a number of priority areas to enable regional economic development.

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he City of Ekurhuleni is a major economic and social role player within the context of South Africa by means of its strong industrial characteristics and contribution to the national economy, as well as the size and extent of the population that is contained within its administrative boundary.

The ever-changing context of economic growth and advancement, and the need of the economy for sufficient skills to drive this growth, requires a higher education institution that can cultivate, support skills development aimed at advancing economies, and growing knowledgebased information flows and processing in a variety of fields and occupations.

EKURHULENI IN CONTEXT One of three metropolitan municipalities in Gauteng, Ekurhuleni is a key role-player in the Gauteng City Region (GCR) – a cluster of cities, towns and urban nodes that together make up the economic heartland of South Africa. Positioned on the eastern side of the GCR, the City of Ekurhuleni is the manufacturing and logistics hub of the country, well connected via rail, road and air to domestic and international markets, and increasingly aiming to brand and leverage its economy around the O.R. Tambo International Airport as an aerotropolis.

Pre-Covid, the City of Ekurhuleni had a total GDP of R301 billion. In terms of its total contribution towards the Gauteng province, Ekurhuleni ranks third behind Johannesburg and Tshwane, relative to all the regional economies to total Gauteng GDP. 4

EKURHULENI 2022

CITY OF EK URH U LE N I

The structure of the City of Ekurhuleni’s economy is dominated by four sectors, namely manufacturing, finance and business services, community services and general government. Although to a lesser extent, the trade and hospitality sectors also contribute significantly. Over the past years, major structural shifts have occurred in the structure of the economy, involving the decline of the dominance of the manufacturing sector, which dropped from 30.3% in 2000 to 22.7% in 2015. There was a comparable increase of the contribution of the finance and business services sector, which increased from 14.8% in 2011 to 21.3% in 2015.

In 2018, the community services sector was the largest within the City of Ekurhuleni, accounting for R66.4 billion or 22.7% of the total GVA. The sector that contributes the second most to the GVA of the City of Ekurhuleni is the manufacturing sector, at 20.8%, followed by the finance sector, with 20.3%. The sector that contributes the least to the economy of City of Ekurhuleni is the agriculture sector, with a contribution of R1.22 billion or 0.42% of the total GVA.

ECONOMIC STRATEGY The City, through its internal processes, developed its 10-point Economic Plan to position Ekurhuleni as the industrial hub of the South African economy. The plan identified 10 priority areas for economic intervention, which are: 1 Revitalisation of manufacturing sector 2 Implementation of the Aerotropolis Masterplan 3 Acceleration of the IDZ/SEZ Programme 4 Land availability for strategic development 5 Implementation of the Township Economy Strategy 6 SMME support through public procurement 7 Massive infrastructure investment 8 An enabling public transport system 9 Promote localisation and local production 10 Skills, capacity development and institutional stabilisation.

The plan serves as the City’s economic recovery and reconstruction plan, and provides a framework for targeted City-led interventions. Of the above, significant progress has been made to date particularly in respect to the

revitalisation of the local economy, with some highlights below.

City industrial parks: The City has directed substantial efforts into investing in its own industrial parks. Through strategic land release for economic development, the City developed its own industrial parks such as the Labore and Withok Industrial Precinct, which includes five catalytic projects at an estimated value of R251 million over five years. The automotive hub and manufacturing facility intend to target major industries.

Investment in Strategic Urban Developments (SUDs): The City has seen significant progress in the implementation of its Strategic Urban Development zones. Various SUDs are currently underway – namely ACSA Western Commercial Precinct, S&J Industrial Precinct, Lords View Industrial Estate, Prasa-Gibela and developments along the R21 Corridor – with the City investing over R900 million on bulk infrastructure to unlock these investments. These economic projects provide the City with an investment pipeline of over R300 billion over 15years.

Accelerating the implementation of SEZ Programme: As part of revitalising the manufacturing sector in Ekurhuleni, the SEZ (Special Economic Zone) Programme has become one of the City’s key programmes. Investment in the O.R. Tambo International Airport IDZ has included the following: - Northern Precinct (R4.5 billion), currently under implementation with over 1 000 people working in the precinct.

- ORTIA SEZ Precinct 1, currently under implementation and almost fully let to tenants, with a total capital investment (bulk and top structure) to date of R1.1 billion, total jobs (direct, indirect and induced) estimated at 3 000,

TARGET? EXCEEDED! During the 2020/21 financial year, the City of Ekurhuleni achieved an investment value of R4.4 billion against a target of R4 billion. and a GDP contribution estimated at R1.5 billion.

-O RTIA SEZ Precinct 2, currently under implementation, with a total capital investment of R1.5 billion, total jobs estimated at 7 557, and a GDP contribution estimated at R1.8 billion.

-O RTIA SEZ Precinct 3, currently under implementation, with a total capital investment of R566 million, total jobs estimated at 2 788, and a GDP contribution estimated at R658.7 million.

- T ambo Springs Inland Terminal SEZ, currently under implementation, to deliver the required bulk infrastructure to support the development, with the City spending over R240 million to date on bulk and related services.

FACILITATING INVESTMENT The City has also continually assisted investors at different stages of investment to remove stumbling blocks to make their developments and investment a reality.

The interventions have led to improved working relationships among key role players and departments in the City.

During the 2020/21 financial year, the City managed to attract and achieve an investment value of R4.4 billion.

This achievement was against the R4 billion target and was achieved despite the challenging economic conditions presented by the Covid-19 pandemic and resultant lockdowns.

EKURHULENI 2022

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P ROFI L E • R I V E R F I E L DS

A MIXED-USE DESTINATION The mixed-use Riverfields Precinct based in Kempton Park lies adjacent to the R21 and is a major component of the Albertina Sisulu Development Corridor. It is redefining how Ekurhuleni’s businesses and residents live, work and play.

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he Riverfields development precinct is a key growth node in Gauteng, which is perfectly positioned for various residential, business and logistics opportunities. Having been earmarked as one of the City of Ekurhuleni’s Aerotropolis catalytic projects, Riverfields is a regional beacon of progress founded on a blueprint of forward thinking.

Working in partnership with the City of Ekurhuleni, in excess of R950 million has already been in invested in bulk services infrastructure for Riverfields, resulting in top structure investment of R11 billion with another R10 billion currently underway.

MILESTONES: BULK SERVICES Notable bulk services milestones have been achieved in the Riverfields Precinct, including the R21 underpass.

Completed in 2015, it alleviates the limitation of the R23 bridge over the R21 and was a catalyst for the Riverfields industrial and logistics corridor. The 88 kV line upgrade and new transformer in the Bredell substation was completed in 2020 and has the capacity to provide an additional 126 MVA to Bredell and Riverfields. The most recent milestone is the completed displaced right-turn intersection that acts as the gateway to the industrial corridor. This intersection type is also known

as a continuous-flow intersection, which is an innovative solution for traffic that can carry between 85 000 and 130 000 cars a day. This is one the first intersections of its kind in South Africa.

From the City of Ekurhuleni’s side, milestones include the building of the Bredell Reservoir, providing water supplies for the entire region. The upgrade of the Northern Outfall Sewer line assists with sewage carrying capacity in the industrial node, while co-funding the 88 kV line and new transformer in Bredell. The muchneeded upgrade of the local sewer pump station is currently underway.

UNLOCKING FUTURE DEVELOPMENTS In order to unlock further future developments, certain infrastructure is still required. The sewer processing capacity in the Eastern Precinct, under the banner of the Ekurhuleni Water Care Company (ERWAT), is currently constrained and in need of a significant upgrade. Upgrades are also required on the Northern Outfall Sewer line phase 3 and Pomona Outfall Sewer line phase 1. Road upgrades are

PR OFIL E • RIVE RF I E L DS

needed as well. These include the extension of the R21 expressway over the Swartspruit, the construction of the K155 and overpass over the railway line, as well as the K105, which will connect Riverfields and the City of Ekurhuleni’s Esselen Park residential development.

Power infrastructure is also required on the western part of the development via an 88 kV line.

MILESTONES: DEVELOPMENT PROJECTS Significant development milestones include the upmarket residential estates of Glen Erasmia and Glen Eagle. The Glen Eagle Office Park is an ongoing development with over 12 office buildings completed, another two expecting to start soon, and a few well-placed stands catering for most office sizes still available. From a logistics point of view, Riverfields is home to the well-considered Plumbago Industrial and Business Park, which houses various multinational tenants, including DHL, DB Schenker, Takealot and John Deere.

Other industrial investors include the multinational Bosch and data centre owner Teraco. Teraco houses Africa’s most connected data centres and is currently building an electrical substation with a 120 MVA capacity in Riverfields.

The Riverfields Precinct has also become a preferred destination for

Equites Property Fund Limited, which, in addition to its two business parks within Riverfields Precinct, housing the multinational companies of Sandvik and Imperial Logistics, also acquired the 38 hectare DSV Campus, in partnership with the Eskom Pension and Provident Fund.

upmarket sectional title developments within the Estate, delaCasa@Swallow Hills Estate, completely sold out. The Estate offers 24-hour access control security, landscaped garden parks, a maintained soccer field, outside gym equipment, children’s playgrounds, fibre-to-the-home, and a modern club house.

NEW DEVELOPMENTS Equites Property Fund Limited is currently busy with further expansion in the precinct with another approximately 200 000 m2 of leasable space.

Precinct One is Riverfields’ newest mixed-use development and includes the recently completed, family-focused convenience centre Harvest Place. With ample, free outdoor and indoor parking, this upmarket 17 000 m2 GLA centre is anchored by Woolworths, Checkers and Food Lover’s Market. In addition, it offers family fashion options, a coffee bar, health and beauty stores, a liquor store, restaurants and fast-food outlets. Other developments that have commenced in Precinct One include Glen Starling, with 400 new apartments for the rental market, and the new campus for the Maranatha Church.

On the residential front, the upmarket Swallow Hills Estate has been well received by the market, endorsing Riverfields Precinct as a residential address of choice, with most of the 180 full title stands sold out and the first of the

FUTURE PROJECTS There are exciting initiatives and proposals that would see the development of a new primary and high school, a retirement home development (including frail care), sectional title housing, a medical node that includes a hospital campus, as well as community sport and outdoor facilities – catering for the well-being of all community members. The Eastern Precinct will continue to attract investment in the logistics and warehousing market.

Beyond providing great spaces for Ekurhuleni’s citizens and business community, Riverfields is also focused on social development outcomes. As such, it is in the planning stage of the Riverfields Foundation, which will be a registered NPO with the aim of uplifting and empowering the local community.

Riverfields’ vision is to a create sustainable mixed-use development that caters for all and assists in driving the economy of this beautiful country.

Together, we are better.

EKURHULENI 2022

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SPATIAL PLANNING

A LOOK AT URBAN DESIGN PRECINCT PLANS

The City of Ekurhuleni recently approved a number of urban design precinct plans, which are intended to restructure the municipal area into a series of more efficient, inclusive and productive urban spaces.

U

rban design precinct plans are spatial planning tools used to guide the future development and capital investment in a precinct or region. They are developed by the City Planning Department and are made up of proposals and recommendations for developing precincts as well as addressing and rectifying the flaws and inefficiencies in our current urban structure, which are largely the result of apartheid’s social engineering policies.

The City of Ekurhuleni’s Metropolitan Spatial Planning Development Framework (MSPDF) recommends that the City should adopt an ‘urban design approach’ in all its efforts towards the restructuring of the urban environment.

The urban design precinct plan makes proposals and recommendations for the particular precinct, in line with the Metropolitan Spatial Planning Development Framework (MSDF), as well as other regulatory frameworks, such as:

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EKURHULENI 2022

• land-use framework, which reflects on land uses and activities supported in the precinct • development guidelines, in respect of built forms • public space guidelines • movement and circulation framework, which specifies, among others, different types of access and movement routes, non-motorised transport routes and facilities, etc.

• projects and initiatives that facilitate new relationships between the public and private realms and serve as catalysts for various role players to participate in the implementation of the precinct plan.

CITY-APPROVED PLANS During the 2020/21 financial year, 18 urban design precinct plans that were developed by the City Planning Department between the financial years of 2014/2015 and 2019/2020, were approved by the City Manager in terms of Section 18(2) of the Ekurhuleni Metropolitan Spatial Planning and Land Use Management By-law. These urban design precinct plans are as follows: • Actonville-Wattville Rail Reserve Precinct Plan

CITY OF EK URH U LE N I

• Aero-Blaaupan Precinct Plan • Benoni CBD Precinct Plan • Boksburg CBD Precinct Plan • Brakpan CBD Precinct Plan • Bredell Precinct Plan • Dries Niemandt Precinct Plan • Dunnottar Precinct Plan • Germiston Lake-Rand Airport Precinct Plan • Kathoza Junction Precinct Plan • Kempton Park CBD Precinct Plan • Kwa-Thema CBD Precinct Plan • Primrose Precinct Plan • Springs CBD Precinct Plan • Terenure BRT Station Precinct Plan • Thiteng BRT Station Precinct Plan • Thelle Mogoerane Hospital Precinct Plan • Wattville-Leeupan Precinct Plan.

HOW DO URBAN DESIGN PRECINCT PLANS WORK? As stated previously, urban design precinct plans are intended to promote spatial transformation at the precinct level, with due regard for

the local circumstances and context of the particular precinct, and they pursue the above objective in two main ways.

First, they are formulated to serve as a formal spatial planning tool that can guide future development and capital investment in the precinct, as part of the overall package of plans of the municipality.

Second, they serve to provide a focused framework that can function as a localised, precinct-specific implementation platform for the City of Ekurhuleni’s MSDF.

Figure 1 Package of plans that influence planning and development

MILLENNIUM DEVELOPMENT GOALS NATIONAL DEVELOPMENT PLAN, NATIONAL SPATIAL DEVELOPMENT PERSPECTIVE GAUTENG GROWTH & DEVELOPMENT STRATEGY, GAUTENG SPATIAL DEVELOPMENT FRAMEWORK

PUBLIC SECTOR

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, MS E.G A, O RDI

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URBAN DESIGN POLICY, LAND USE POLICIES, EKURHULENI TOWN PLANNING SCHEME 2014, SDP & BP

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LOCAL SFD, URBAN DESIGN PRECINCT PLANS

LEG

SPL

UMA

ISLA TION /PLA

REGIONAL SPATIAL DEVELOPMENT FRAMEWORKS (RSDF) – REGION A-F

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EKURHULENI INTEGRATED DEVELOPMENT PLAN (IDP) METROPOLITAN SPATIAL DEVELOPMENT FRAMEWORK

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EKURHULENI GROWTH & DEVELOPMENT STRATEGY (GDS) 2055

GROWTH MANAGEMENT STRATEGY CAPITAL INVESTMENT FRAMEWORK AEROTROPOLIS

HOW DO URBAN DESIGN PRECINCT PLANS FIT INTO LONG-TERM PLANNING? Figure 1 reflects the package of plans that influence planning and development in the City of Ekurhuleni and where the urban design precinct plans fit into this package of plans. The diagram indicates the following: national development policies, such as the Millennium Goals (Sustainability Goals) and National Development Plan (NDP) located at the top followed by provincial and municipal policies, such as the provincial and municipal Growth and Development Strategies, IDP, municipal and regional SDFs, and local SDFs, where the urban design precinct plans are also located

t owards the bottom of the pyramid, there are implementation components such as land-use policies, town-planning schemes, site development plans (SDPs) and building plans, where it is intended to directly influence these implementation components.

PRIVATE SECTOR EKURHULENI 2022

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SPATIAL PLANNING

BUILDING A BETTER TOMORROW

As the old adage goes, “Failing to plan is planning to fail.” This is especially applicable to the City of Ekurhuleni’s well-considered approach to urban planning and development, which seeks to undo the historical inequities engineered into South Africa’s urban landscape.

T

he City of Ekurhuleni has a competitive advantage given its prime land use of an international airport – O.R. Tambo International Airport – its categorisation as a metropolitan municipality, employment opportunities given the services for the movement of goods and services, and the availability of land for development. These factors make the City the ideal choice for investors and urban migrants, yet impact on adequate bulk infrastructure and suitably located land for development, residential and non-residential.

The City is also constrained in its ability to meet the expectations of stakeholders, in that it is 52% dolomitic and permits development within its urban boundary. The City’s land use and broader spatial trajectory have a comparative advantage in addressing densities, releasing strategic

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parcels, designing precinct areas in identified areas, and developing growth management strategies. There is also a need to design certain application processes related to development with technology.

The City also strives to inform new areas of development in line with spatial principles to create new areas that do not characterise apartheid planning. It is also working to ensure that developments are supported by adequate bulk and enhanced mobility across the City.

PLANNING The built environment programme, projects and related activities lie within the ambit of the City Planning Department of the City of Ekurhuleni, providing spatial leadership towards a sustainable City in line with longterm strategies as well as integrated

approaches in coordinating infrastructure together with a funded plan.

In improving the regulatory framework of planning, policies in support of the Spatial Planning and Land Use Management By-Law, 2019 were finalised: City of Ekurhuleni Land Use Scheme Restriction of Access By-Law D evelopment Charges and Contribution Policy Development Incentives Policy Growth Management Strategy Integrated Infrastructure Master Plan Gap Analysis for Spatial Frameworks.

GEOTECHNICAL SERVICES As mentioned, and mirroring the mineral composition of much of Gauteng, the City of Ekurhuleni municipal area is 52% dolomitic.

Surface manifestations (i.e. sinkholes) occur frequently, causing extensive damage to structures and below the foundations of these structures, thereby putting the affected residents and businesses at risk.

Dolomitic rocks can dissolve in the presence of water combined with carbon dioxide. This is a slow process that happens as part of natural weathering. Over time, landforms, erosion features and subsurface solution cavities and cave systems

CITY OF EK URH U LE N I

IMPLEMENTATION OF BULK PROJECTS The City has been hard at work in collaboration with numerous stakeholders to ensure bulk services are laid and connected to facilitate development on a grand scale.

Alongside the Tambo Springs Development Company, the City is implementing an inland terminal port as part of the Tambo Spring Logistics Gateway.

To date, the City Planning Department has facilitated the provision of bulk (water, sewer, electricity) – together with the Energy, Roads and Stormwater, and Water and Sanitation departments – to effect the Tambo Springs Intermodal Terminal and leverage other developments in the Southern Region.

The site will be developed as an intermodal terminal and associated logistics hub, comprising roads and rail facilities, trucking and intermodal yards, warehousing, customs clearance facilities and other uses subservient to an inland port and logistics hub. Bulk infrastructure on the project includes the following: a new 10 Mℓ concrete water reservoir a 7.7 km 710 mm diameter HDPE pumping main pipeline to the reservoir a 4.5 km 800 mm HDPE gravity main from the reservoir to the development a new multistage pump station to be built in Vosloorus a new connection to the main Rand Water supply line.

The Comet and Green Reef project is a response to Section 79 (4) of the City of Ekurhuleni Spluma By-law, which states that the Council is responsible for the provision and installation of external engineering services. The project responds to the City’s Roads Master Plan and is identified as a priority. It concerns the construction and upgrading of 2.425 km of Greenfield Road in Comet Area, which connects to Main Reef Road and other activity spine roads.

The benefit of the project is to minimise traffic congestion in the surrounding area while providing access to key other key main routes and job opportunities to the surrounding three informal settlements. The project is part of the City’s Strategic Urban Development megaprojects and efforts to rehabilitate the mining dump to a mixed-use development will benefit the community.

The Geotechnical Services arm of the City Planning Department is legislated by the Council for Geoscience to rehabilitate areas where sinkholes have occurred and unlock that land.

The City is responsible for the rehabilitation of sinkholes, subsidence and related geo-hazards and to unlock land for developments, including the reconstruction of damaged structures affected by sinkhole events. The City has rehabilitated high-priority sinkholes that are mainly in the previously disadvantaged areas of Thembisa, Katlehong, Vosloorus, Thokoza, and Othandweni. The wards affected by sinkholes include 1, 2, 51, 52, 41, 107, 48, 49, 50, 55, 56, 108, 95, 61, 66, 68, 71, 77, 107, 46, 47, 44 and 81.

LAND SURVEY The City has procured recent aerial photos of the Ekurhuleni municipal area,

form a special environment that may be prone to the ground collapsing down into an opening, forming a sinkhole. These vary in size from a few centimetres deep to many metres.

Sinkholes are a serious concern for the planning of roads, buildings and other infrastructure, and special water precautionary and construction techniques sometimes have to be used in these areas.

EKURHULENI 2022

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CITY OF EK URH U LE N I

which will go a long way in providing necessary, up-to-date data support for all Geographic Information System data users in the City.

The City’s Land Survey Unit continues to receive high encroachments complaints from RDP housing developments that remain unresolved, which are then forwarded to the Department of Human Settlements. The total number of encroachments that were attended to during the 2016-2021 five-year term is 2 810, which is mainly in the previously disadvantaged areas of the City.

URBAN DESIGN PRECINCT PLANS The approved Metropolitan Spatial Planning Development Framework (2015) recommends an ‘urban design approach’ as a key mechanism towards restructuring the urban environment, with an aim of addressing and rectifying the flaws and inefficiencies in Ekurhuleni’s current urban structure.

The Urban Design Precinct Plans serve as formal spatial planning tools that can guide future development and capital investment in the various precincts, as part of the overall package of plans of the City.

These plans make proposals and recommendations for the particular precincts, in respect of land-use frameworks, development guidelines, public space guidelines, movement and circulation frameworks, and projects and initiatives.

During the 2020/21 financial year, the City approved 18 urban design precinct plans that were developed by the City Planning Department.

GROWTH MANAGEMENT STRATEGY 2021 The City of Ekurhuleni started with the process of formulating a comprehensive Growth Management Strategy (GMS) in the second quarter of 2019/20 financial year, which was then finalised at the end of the fourth quarter of the 2020/21 financial year.

The City has a rich tradition of longterm spatial planning. Spatial planning evolves from the desire to guide development and give certainty to stakeholders on the policies and intent

of the Council. The GMS is a direct outflow of the City of Ekurhuleni’s Municipal Spatial Development Framework (2015). This framework states that “the Growth Management Strategy should empower the municipality to proactively manage growth sustainably, guide spatial transformation and support economic development.” To achieve this goal of the Municipal Spatial Development Framework, the GMS sets out to achieve the following six objectives: • Objective 1: To build a growth management strategy capable of responding to the City’s realities of growth and development challenges.

• Objective 2: To align growth management in the City with the appropriate and relevant elements of existing national, provincial, and City of Ekurhuleni policy and development frameworks.

• Objective 3: Based on the City’s long-term land-use demand, determine the parameters underpinning or factors affecting the City’s financial sustainability.

• Objective 4: Identify suitable functional growth management areas based on a preferred spatial scenario that promotes and supports future sustainable development.

• Objective 5: Set a rational framework for developing appropriate indicators to assess and manage growth in the City of Ekurhuleni.

• Objective 6: Identify appropriate supporting tools and mechanisms to enhance overall growth management in the City.

The GMS encapsulates the principles of accountable, responsive and responsible governance by setting objective, fact-based guidelines to measure development performance in the City and formulate an appropriate response to change. The strategy’s formulation was driven by the view that if one cannot quantify, one cannot measure, and if one cannot measure, one cannot manage.

IN CLOSING During the 2020/21 period, the City of Ekurhuleni provided services in disadvantaged areas and supported developments in advantaged areas

through a balanced approach to ensure that, across the municipal area, there is progressive development.

The City is challenged by its dolomitic nature and ensuring that it adequately funds the rehabilitation of sinkholes in the areas most affected. Mediumto high-risk sinkholes were attended to during the aforementioned financial year.

Through the assessment of areas that are most likely to yield high returns on investment, the two mega bulk projects listed in the sidebar were well implemented through a coordinated approach with the City’s internal infrastructure departments. The construction projects provided a total of 60 jobs within the local community.

In meeting the demands on redressing the unfair spatial injustices of apartheid planning, the City adopted a prioritisation methodology that is aligned to the multiyear budget. It is essential to ensure that development in the City of Ekurhuleni, whether it is led by the public sector or private sector, can be spatially located and, through the matrix, and that these projects respond to the people-led approach as defined in the City’s Integrated Development Plan.

During the 2020/21 financial year, the City performed well in ensuring that programmes were funded to inform implementable projects in line with regulatory frameworks and within the City’s urban development boundary.

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Intelligent Fuel Management

Improve every aspect of fleet management

Companies lose millions of rands each year to fuel fraud, theft and abuse.

With the Intelligent Fuel Management (IFM) solution, Avis Fleet has helped our customers save up to 14% of their fuel costs.

We have enhanced the product offering to include monitoring, reporting on and investigating non-fuel transactions.

IFM enables fleet businesses to save on fuel in two important ways: • •

It takes control of fuel consumption.

It reduces the risk of fraud, theft and the abuse of fuel cards.

The IFM solution monitors your fuel usage data transaction by transaction, consolidates the information and integrates it into a single report that allows you to make huge savings that add to your fleet’s bottom line. Non-fuel transactions such as Oil, Toll and Other can be monitored, reported on and investigated where necessary.

Contact us

Visit www.avisfleet.co.za to learn more

PR OFIL E • AV I S

CUTTING FUEL COSTS WITH AVIS FLEET SOLUTIONS Avis Fleet has been pioneering innovative fleet management solutions for more than 40 years and has grown to become a leader in the outsourced fleet management industry. The business partners with customers at each stage of their fleet life cycle by giving them fleet solutions as their fleet goes from the cradle to the grave.

F

leet managers, financial directors, operations executives, and other business leaders are constantly seeking effective cost management solutions that can contain high fuel spend. Fuel is one of the largest contributors of a company’s total fleet operating budget, which makes it crucial to guard this expense closely and proactively.

INTELLIGENT FUEL MANAGEMENT Avis Fleet has comprehensive and effective solutions that can assist businesses save on fleet fuel costs. These include Intelligent Fuel Management (IFM), which allows transactions to be monitored daily, by a designate operator. “The IFM system utilises smart algorithms to calculate consumption, identify patterns/ driver behaviour and highlight any discrepancies or irregularities as per customer requirements. Based on these discrepancies or irregularities, the operator alerts the customer and launches investigations directly with the fuel station,” explains Tlhabi Ntlha, Executive: Leasing Operations at Avis Southern Africa. The service includes daily alerts, weekly reports and monthly enhanced reports, to reduce risk of theft and provide customers cost savings.

IFM can also monitor suspicious behaviour, such as fuel syphoning, inflated fuel card transactions, cloned fuel cards, side fuelling, multiple pump transactions, continuous pump activity, multiple vehicle fills, manual card transactions, tampered pump calibration, private vehicle fills on company fuel cards and convenience store purchases. “Yearto-date, the IFM solution, has saved our customers R57 million in fuel costs,” says Ntlha.

spending. This can be achieved through Engine Monitoring, Vehicle Maintenance, Route Optimisation as well as Driver Monitoring and Training.

“A large amount of fuel is often lost each year due to vehicles not running optimally, leading to excessive fuel use. This is also the same for vehicles that are not properly maintained, routes that are not well optimised as well as being unable to tract driver behaviour,” explains Ntlha.

By monitoring engine performance through Avis Fleet telematics system, it’s possible to immediately pick up any engine irregularities and address these sooner. Also, regular maintenance of a business’ fleet, optimisation of routes as well as monitoring driver behaviour in real time allows fleet managers to cut fuel costs.

REBATES Other fuel cost saving benefits that Avis Fleet offers fleet managers include Fuel Rebates, which make a significant difference to a customer’s fleet fuel spend. “Avis Fleet offers customers a comprehensive rebate system, which is made possible by our credible partners, whose wide footprint ensures convenience and maximum savings for our customers.

For example, in 2021 we helped our customers save over R21 million, through the implementation of fuel rebates,” adds Ntlha.

TELEMATICS In addition to IFM, Avis Fleet has a technologically advanced telematics system which can minimise fuel

START SAVING These fuel saving solutions from Avis Fleet have benefited several municipalities and businesses, to save on their fuel costs for their fleet.

“Through the IFM and Telematics solutions, we have assisted municipalities and businesses to reduce maintenance and fuel costs on their fleet, due to the buying power and relationships formed with our suppliers,” says Ntlha.

Reducing fleet fuel costs requires access to the right fleet data, knowing how to interpret the data and which steps to take to cut fuel costs. Speak to an Avis Fleet Expert now to start saving on your fuel expenses through IFM and Telematics capabilities.

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For your complete commercial solution

Mercedes-Benz Trucks, Fuso Trucks and Buses

Mercedes-Benz Vans

TruckStore Used Vehicles

Service24h Breakdown Service

Mercedes-Benz Oil

Fuso Oil

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Mercedes-Benz TruckParts

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Mercedes-Benz Van Tyres

Mercedes-Benz Value Parts Vans

54 Denne Road, Hughes Business Park, Boksburg Tel: (011) 437 5000|Customer Response Centre: 0800 133 355 | www.cargocommercialairport.co.za

P ROFIL E • C ARGO C OM M ERC IAL VEH IC LES A I RP OR T

Exceeding your expectations Cargo Motors, a division of MOTUS, proudly represents one of the leading names in the South African motor industry, with Cargo Commercial Vehicles Airport steadfastly carrying the banner on the doorstep of Africa’s largest airport.

T

he Cargo Motors motto – ‘The brand promises, the experience delivers’ – lies at the heart of a firm commitment to deliver excellent, professional and passionate service to customers. The business is divided into four main activity segments: new and used vehicle sales, parts and service, financial services, and fleet support.

VEHICLE PRODUCT OFFERINGS At the Cargo Commercial Vehicles Airport Sales Department, you will find transport solutions for a competitive new age, whether your business is transport, long-distance hauling, distribution or construction.

We stock and sell the complete Mercedes-Benz Commercial product range from the Vito and Sprinter Van range to Arocs and Actros trucks, and even the Unimog.

FleetBoard, a Daimler-developed practical telematics service to optimise fleet management, provides an all-in-one package to help high-performance trucks optimise their efficiency. FleetBoard has revolutionised approaches to manage commercial fleets, while MercedesBenz Maintenance Contracts offer you individual vehicle procurement with many modules and options, ensuring mobility, economy and easing the burden on your company’s administration. These leading products allow you to deploy your vehicles in the best possible way with optimal vehicle availability and clarity where costs are concerned.

We also offer Fuso products, which range from Fuso Canter, Fuso Lift Light – Medium Trucks to Fuso FJ, Fuso Fighter and Fuso FA Medium – Heavy Trucks and also Fuso SuperGreat Heavy – Extra Heavy, as well as Bus and Coach offerings.

FINANCE AND USED VEHICLES Our Finance Solutions offering is one of the cornerstones of our success, with a wide range of vehicle finance

solutions and tailor-made products that are designed to accommodate your individual finance requirements.

Our TruckStore Department provides professional advice and sales on used vehicles.

As a pre-owned customer, you have access to our large pool of used commercial vehicles of all brands, ages and types. Ask our TruckStore Department for all our preloved vehicle details.

Musa Malevu, Dealer Principal at Cargo Commercial Vehicles Airport, believes in constantly striving to improve customer service

We are constantly striving to improve our service to you, the customer. Service24h is the Mercedes-Benz, Fuso and Freightliner roadside support service to keep your business running 24 hours a day. It provides you with around-theclock assistance from qualified Daimler Truck and Bus and MercedesBenz technicians.

AFTER-SALES SERVICE Our specialist After-Sales teams is able to provide you with a superior brand experience. Through our focused approach, we provide improved workshop throughput, efficient parts delivery, and accommodate individual customer needs with tailor-made solutions. This results in affordable, quality service that benefits our valued customer.

Taking your vehicle to Cargo Commercial Vehicles Airport gives you the satisfaction of knowing that the technicians who work on it have met our exacting standards of competence and efficiency. They keep abreast of product developments and accurately assess your service needs. And they will only use approved quality parts.

ABOUT MOTUS

PARTS OFFERINGS With Mercedes-Benz GenuineParts and Fuso Value Parts, you benefit from more than 100 years of experience in vehicle and parts construction. Thanks to their exceptional quality, approved safety and outstanding reliability, these parts are a compelling proposition. What is more, the extreme durability and outstanding price/ performance ratio of our GenuineParts are particularly cost-effective.

Comprehensive checks and extensive tests guarantee that each and every Mercedes-Benz GenuinePart or Fuso Value Part meets our highest quality standards and is always absolutely state of the art.

All can be purchased over the counter or installed by our workshop if required.

Our new brand, TruckParts, is also now available in South Africa at an affordable price to serve your Mercedes-Benz Trucks over four years old.

MOTUS is a diversified industrial services and retail group with activities spanning logistics, car rental, tourism, financial services, vehicle distribution and retail. The group operates in South Africa, Africa, Europe and Australia.

MOTUS is listed on the Johannesburg Stock Exchange and employs over 40 000 people, who are responsible for the growth and continued success of the group that began as a motor dealer in downtown Johannesburg in 1948.

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URBAN DEVELOPMENT

RECONSIDERING LAND USE AND THE URBAN BOUNDARY The City of Ekurhuleni recently approved its new Land Use Scheme, which will bring changes in the management and administration of the use of land and buildings in the municipal area. It has also looked into updating its Urban Development Boundary Policy to support socio-economic growth.

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he purpose of the 2021 Land Use Scheme is to determine the use and development of land around the City in order to promote economic growth, social inclusion and efficient land development, as well as encourage minimal impact on health, environment and natural resources.

The new 2021 Land Use Scheme was approved by Council in late 2021 and replaces the 2014 Ekurhuleni Town Planning Scheme.

It officially came into effect on the 16 February 2022 after being promulgated in the Provincial Gazette.

The City of Ekurhuleni Land Use Scheme is prepared in terms of

sections 23, 24 and 25 of the Spatial Planning and Land Use Management Act (No. 16 of 2013), which prescribes that municipalities should adopt and approve a single land use scheme for their entire area within five years of the commencement of the Act. It has the force of law, and all landowners, occupants and users of land – including the municipality, a state-owned enterprise, and organs of state within the municipal area – are bound by the provisions of this land use scheme.

New clauses introduced by the City of Ekurhuleni Land Use Scheme, 2021 The following are new clauses, which the scheme introduces:

• protection of prime agricultural land • regulation of heights of buildings and structures next to airports • amenity and appearance of buildings • shortened land development application process on land owned by the municipality • introduction of incentives and priority development areas to promote land development • introduction of transitional informal settlement areas and applicable conditions thereof • introduction of inclusionary/ affordable housing.

URBAN DEVELOPMENT The City has also proposed a new Urban Development Boundary (UDB) Policy to replaces the ‘Urban Edge Policy, 2003’, which is now outdated and requires alignment to the new SPLUMA planning environment, the imperatives of the built environment, as well as urban growth and development.

The 2003 policy was premised on the Gauteng Provincial Government (GPG) having determined the

CITY OF EK URH U LE N I

provincial urban edge (including the urban edge as it related to individual municipalities), as well as being the approval authority for application decisions beyond the urban edge.

That policy would then guide the City to make a recommendation to the GPG; however, the last Gauteng urban edge that had effect was the 2009/10 Gauteng urban edge.

The UDB will support land value capture initiatives of the City to enhance the City’s long-term financial sustainability, including the sustainability of bulk service infrastructure in conjunction with tools such as the integration zones and spatial targeting zones. This policy, therefore, adopts a pro-poor agenda in that it will assist to focus the resources of the City towards the core of the urban area, which will reduce the cost of transport for the citizens of the City and promote ease of access to employment opportunities and economic activities, as well as social and community facilities, among others. This will also ensure that the limited resources of the City are optimised in the correct spatial location.

Therefore, in accordance with the provisions of the Municipal Spatial Development Framework (MSDF), there is a need for the City of Ekurhuleni to replace the outdated policy, and to provide policy certainty

to landowners and investors on land located outside the UDB, as a growth management tool, as stated in the MSDF. It will guide land uses and related activities that may or may not be considered outside the UDB and give guiding principles to be applied in the consideration of proposed land development applications.

The purpose of the UDB is to achieve a sustainable compact city in the interest of all citizens, with the rationale behind the adjustment of the UDB being to: • allow for well-placed/located urban growth and development • support the principles of a compact, efficient and sustainable city structure • delineate a logical UDB as far as is possible.

All of these activities are within the ambit of Ekurhuleni’s City Planning Department.

CITY PLANNING DEPARTMENT Custodian of the Ekurhuleni Spatial Plan, the City Planning Department provides support services, integration, reporting and monitoring related to the spatial planning in Ekurhuleni. This also includes the management of billboards and related advertising.

In short, the department looks to ensure optimal planning and land use for Ekurhuleni, and to consider

and approve, where appropriate, land development applications.

When it comes to ensuring that the City’s spatial footprint meets the needs of communities, as per the City’s IDP, it ensures that levers such as policies and budget adequately respond to the spatial trajectory of the City.

The department has a number of key divisions, some of which are listed below.

Corporate Geo-Informatics: Responsible for the Geographic Information Systems (GIS), land survey and geotechnical services. GIS is mapping technology that allows you to create and interact with a variety of maps and data sources.

City Operations and Special Projects: Facilitating the Strategic Urban Developments/large-scale urban developments that are of a metropolitan-wide strategic nature and of critical importance in building the City as envisaged in various strategic planning documents.

Building Control and Outdoor Advertising: Approving building plans, building inspections, initiating legal actions as per legislation, attending to vacant, dilapidated and or abandoned buildings, as well as outdoor advertising responsibilities.

Metropolitan Spatial Planning: Unlocking of dolomitic land for development and land survey – measuring and determination of the property size and its boundaries.

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B-BBEE LEVEL 1

DO IT RIGHT THE FIRST TIME

Principal: Monro Jansen PrEng, PrCPM, B.Eng, M.Eng, FSAICE

SMALL COMPANY OF THE YEAR

Over 3 decades of Engineering Excellence Infraconsult Engineering was established in Germiston, Gauteng, over 38 years ago. This consulting engineering firm has decades of experience in a wide array of civil and structural engineering projects with project values ranging from small to over R1 billion.

We are a modest and nimble enterprise that consists of a core group of highly talented, motivated, driven and competent Professional Engineers, Technologists, Technicians and Draughtspersons.

Being 100% black-owned, Infraconsult Engineering is Level 1 BBBEE Contributor and a member of Consulting Engineers South Africa (CESA).

2018 ENGINEERING EXCELLENCE AWARDS

ISO 9001:2015 certified AProudly South African Company

Infraconsult Engineering has been awarded a Certificate of Recognition

by CESA for our ongoing efforts towards the development of young professionals in our industry. We have also been presented with an award for best Small Company of the Year at the CESA/AON Engineering Excellence Awards.

Infraconsult Engineering implements a Quality Assurance and Management System that is ISO 9001:2015 certified. Infraconsult Engineering prides itself on the implementation of our Quality Assurance Bedfordview Corporate Park • 1st floor, office No: System and have adapted the motto: “Do it right the first time”.

OF1041 • 4-6 Skeen Boulevard • Bedfordview • 2007

+27 (0)11 873 8126/7/8

+27 (0)11 873 0674

infraconsult@infraconsult.co.za

www.infraconsult.co.za

PR OFIL E • IN FRAC ON SU LT EN GINE E RI N G

A PRIZED PARTNER The City of Ekurhuleni is one of Infraconsult Engineering’s prized clients, having worked extensively with the City for over three decades.

EXPERTISE •M unicipal Infrastructure - Roads & Stormwater - Water Supply - Sanitation - Mega Cities - Taxi Ranks • Structural - Foundations - Water Retaining Structures (Reservoirs, Water Tanks, etc.)

- Bridges - Residential Housing Developments - Commercial Developments • Project Management • Consulting

SOME OF OUR FLAGSHIP PROJECTS COMPLETED WITH THE CITY OF EKURHULENI: WATER & SEWERS (SANITATION): • I lliondale Outfall Sewer – Connection from existing Johannesburg Water outfall sewer to Manhole, Modderfontein (Date: 2010-2012) •D ekema Outfall Sewer – Upgrading and replacement of outfall sewer line, Germiston (Date: 2015-2016) • T embisa Outfall Sewer – Repair and upgrade of outfall sewer, north of Kempton Park (Date: 2014-2017) •D unswart Outfall Sewer – Phasing-out of Styx Road, Kekana Road, the Stewards and Dunswarts Pump Station, Benoni (Date: 2010-2013) •W elgedacht Outfall Sewer – Upgrading of Welgedacht bulk water supply from Persida Reservoir to Phase 1, Springs (Date: 2014-2015) •P omona Bulk Water – Design and construction of bulk water pipelines for R21 Corridor and surrounding areas, Kempton Park (Date: 2014-2015) •C ity of Ekurhuleni Water Meter Management – Management of new and existing water meters for City revenue (Date: 2021-current) ROADS & STORMWATER: •S tyx Road – Upgrading of Styx Road and stormwater, Actonville (Date: 2012) • T swelopele Ext 8 Bridges – Reinforced concrete vehicular and pedestrian bridge, Tembisa (Date: 2008-2009) • Buurendal – Improvement of bulk stormwater, Harmelia (Date: 2010-2012) •C roydon Area – Improvement of bulk stormwater, Kempton Park (Date: 2010-2012) •C hris Hani – Construction of stormwater system, Etwatwa (Date: 2016) HUMAN SETTLEMENTS: •C hris Hani Ext 4-7 – Affordable housing, Etwatwa. Stands: ±2 500 (Date: 2022-current) •D elmore Park ext 7 - Affordable housing, Boksburg. Stands: ±250 (Date: 2019-2020) •N ew Modder – Affordable housing, Benoni. Stands: ±680 (Date: 2021-current) •W indmill Park Ext 35 & 38 – Affordable housing, Boksburg. Stands: ±580 (Date: 2019-2020)

MEGA HOUSING PROJECTS Developments we’ve recently been working on: • Watervalspruit – Sky City Mega Housing Development, Alberton/Midvaal.

Serviced stands: ±8 000. Total stands: ±17 634 (Date: 2015-current) • Palmridge Ext 10 & 12 – Kathelong.

Total stands: ±6 800 (Date: 2017-2022)

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PRIME INDUSTRIAL SPACE TO LET | FOR SALE | TURNKEY

Proudly developed by

Chantelle Mathomes | Michael Dickinson 010 040 7571 | info@snj.co.za |

GDS 2055

The City of Ekurhuleni’s long-term strategic direction, as unpacked in its Growth and Development Strategy (GDS) 2055, serves as the overarching guiding framework for the City’s shorter-term policies. It aims to create a thriving, inclusive Ekurhuleni of the future.

T

he GDS 2055 systematically analyses Ekurhuleni’s history and development challenges, and therefore outlines the desired growth and development trajectory. It seeks to ensure that Ekurhuleni transitions from being a fragmented City to a capable City from 2020 to 2030, and a sustainable City from 2030 to 2055.

The GDS 2055 has identified five strategic themes to incrementally measure the success of the City with respect to the above. These are long-term outcomes that have been designed to incrementally measure

ENSURING THE COURSE HOLDS the success of the City in achieving the objectives of the GDS 2055.

•R e-urbanise in order to achieve sustainable urban integration •R e-industrialise in order to achieve job creating economic growth •R e-generate in order to achieve environmental wellbeing •R e-mobilise in order to achieve social empowerment •R e-govern in order to achieve effective cooperative governance.

IMPERATIVES GOING FORWARD Re-urbanise: The GDS 2055 proposes that in order to redress the development planning injustices of the past, there must be a scalable and demand-sensitive mix of service delivery packages that facilitate and

enable re-urbanisation that fosters sustainable settlements, reduce carbon emission and the consumption of natural resources, realise an integrated urban form, and decrease the level of dependency on private transport.

The urban structure also needs to be compacted and articulated in a manner that is regionally connected and integrated. This would also entail a distinct urban identity and the articulation and resuscitation of an urban core for Ekurhuleni that cohesively integrates high-order urban functions and development potential.

The GDS 2055 further requires that the transport inequalities bequeathed to the City by its exclusive and inefficient road- and car-based legacy be redressed. This will require the

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C I TY OF E K U RH U LEN I

development of an urban structure and regional transportation network that is adaptable to, and sustainable from, a mass public transport cost and capacity perspective.

Re-industrialise: Looking to the future, an increasing trend towards consumer consciousness and preference for ‘green’ products is an important driver, and this is markedly more so among younger consumers. The GDS 2055 report proposes the following three programmes going forward: • strengthen industry competitiveness • new value chains development • market and product development • strengthen industry competitiveness.

Re-generate: The GDS 2055 traces Ekurhuleni’s development through three historical phases and, using this historical analytical framework, it argues that the discovery of gold and coal in the first phase of development – and the twinning of the mining and manufacturing industries – translated into natural resource use that was not sustainable for the environment and the residents of the City. The third phase of development, which ensured access by the majority of the City’s residents that were excluded in the past to land resources that, at most, was also extractive in character in line with the two phases of development.

Essentially, the three phases of Ekurhuleni’s development have resulted in certain undesirable environmental development outcomes. These are: • high carbon emissions from electricity generation • unsustainable natural resource usage • uncontrolled pollution.

Re-govern: The desired 2055 trajectory is that Ekurhuleni establishes and asserts leadership within and around the City,

EKURHULENI INTEGRATED INFRASTRUCTURE MASTERPLAN The Ekurhuleni Integrated Infrastructure Masterplan (EIIMP) is a planning tool that outlines the financial resources and funding mechanisms required to implement the City’s Metropolitan Spatial Development Framework 2015. The EIIMP seeks to align with the development trajectory as defined in the GDS 2055 as: a Delivering City in 2012, a Capable City in 2030, and a Sustainable City in 2055.

In essence, the EIIMP proposes an optimal capital expenditure programme for the period 2020 to 2050 by estimating the required resources to provide infrastructure, and determine the financial funding mix.

The format of the EIIMP is guided by the National Infrastructure Plan, the Gauteng Integrated Infrastructure Masterplan, and the Gauteng City Region’s 10-pillar Transformation, Modernisation and Re-industrialisation programme for transformative change.

Key to the EIIMP’s implementation is the financial model that promotes an integrated infrastructure programme for the delivery of public transport, roads and stormwater, water and sanitation, waste management and energy sector masterplans/programmes. This is intended to unlock the potential for social and economic development in Ekurhuleni through maximising the ability of the City to deliver infrastructure to citizens while creating a conducive environment for private and other public sector investment. It guides future City-wide infrastructure planning to ensure: • a globally competitive City • collaborative planning and development across the City • clear policy direction to residents, stakeholders and investors • long-term sustainability through efficient use of resources • identification and support of new delivery models and financing alternatives • strategic prioritisation of critical infrastructure investments and developments.

The EIIMP will be institutionalised through the Capital Investment Framework (CIF) process, which supports the implementation of the MSDF through spatially targeted investment. The CIF is a component of the MSDF that strategically and spatially guides, aligns and coordinates municipal capital expenditure across sectors to achieve optimal spending of the budget.

CITY OF EK URH U LE N I

and with a partnership approach. The City of Ekurhuleni will consolidate its internal capacity and coherence so that it is able to function as a credible, innovative partner and engage in effective cooperative governance in the City region and with other spheres of government.

This will provide a basis for doing more with less, ameliorating resource constraints and attracting confidence, investment and broadening of the income base. The GDS 2055 report proposes the following specific governance programmes: • build a capable local state • strengthen developmental governance • establish long-term fiscal strength • strategically acquire and manage assets and operations.

Re-mobilise: Going forward, it will be essential to support multiple livelihood strategies and the upgrading of human capability in the broadest sense. Looking to the future, it will also be essential to intensify and focus Ekurhuleni’s role in early childhood development and youth development in general.

The young people of Ekurhuleni are the future and there can be no prospect of a competitive future unless a concerted effort is made to bridge the gaps that previous approaches have created.

STRATEGIC OBJECTIVES The five aforementioned strategic themes are interrelated and interconnected in order to achieve the desired outcome. To implement these GDS themes, the City has formulated five strategic objectives for the institutionalisation of the GDS and the development of the IDP and service delivery measure. These strategic objectives are as follows:

• t o promote integrated human settlements through massive infrastructure and services roll-out • to build a clean, capable and modernised local state • to promote safer, healthy and socially empowered communities • to protect the natural environment and promote resource sustainability • to create an enabling environment for inclusive growth and job creation.

The above strategic objectives are aligned to the five main themes and together form an anchor that will ensure Council conducts its business in a manner that will ensure the achievement of the GDS 2055 imperatives.

HUMAN RESOURCES CAPACITATION A particular focus for the City in the near term is to properly capacite itself to meet the deliverables of the GDS 2055, which often include programmes that require rigorous planning and quality organisational performance reporting.

The translation of the broad objectives of the City of Ekurhuleni’s development plans and strategies into

real results depends on the existence of a capable workforce. Building capacity and the competencies of the workforce while creating an environment for effective individual performance is a key imperative for organisational development. The City acknowledges that for it to meet the demands of service delivery, it needs to evolve and be responsive to changing labour market and individual needs, and yet be flexible enough to address skills imbalances and shortages. This requires a properly planned and holistic approach to human resources management and development.

Improving recruitment processes, implementing effective talent management strategies, adequate investment in the development of employees, promoting employee well-being to create a lasting positive experience, implementing an effective performance management system, strengthening governance and compliance, as well as improving relations with organised labour are some of the key human resources management and development focus areas of the City of Ekurhuleni.

WORD FROM EXECUTIVE MAYOR ALDERMAN TANIA CAMPBELL: The Multi-Party Coalition has also resolved that the City of Ekurhuleni must commence reviews of the Aerotropolis Initiative, the Economic Development Strategy and the Growth and Development Strategy 2055 for any updates that are required.

There will be no place to accommodate vanity projects for our City in these reviews.

Such updates will specifically consider the changed nature of the post-pandemic environment, latest developments in relation to the value retention and creation by business, advances in digitisation, and sustainability requirements.

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Founded in 2003 Multi-disciplinary infrastructure consulting company

Our areas of expertise include: • Architecture • Civil Engineering • Electrical Engineering • Mechanical Engineering • Quantity Surveying • Structural Engineering • Town Planning

DITLOU CONSULTING always strives to meet the following objectives: • T o promote professional excellence through dedication and provision of innovative and appropriate solutions • T o continuously liaise with the client and beneficiary communities, ensuring their maximum participation and involvement in projects • T o transfer skills and impart

knowledge to beneficiaries and communities within which the projects are undertaken • To always complete our projects on budget and within project duration • To conduct our business with honesty, integrity, respect, excellence, diligence, openness and fairness

Affiliated to the following associations:

• To have a well-balanced approach to development taking all relevant environmental aspects into consideration, which also seeks to protect, preserve and enhance the environment • To treat all our suppliers fairly and professionally according to sound and legal business practices

DITLOU CONSULTING Headquarters: Unit 4, 5th Dimension 14 Escallonia Street Montana Park, 0182

Tel: 012 548 0196 Email: info@ditloucon.co.za

PR OFIL E • D ITLOU C ON S ULTI N G

Solving community problems, together Ditlou Consulting was founded in 2003 as a consulting firm specialising in civil and structural engineering but has since evolved into a multi-disciplinary infrastructure consulting company.

T

he company is led by CEO Otshepeng Ranamane and COO Poppy Nkambule, who are both professionally registered engineers with the Engineering Council of South Africa (ECSA). Under their leadership, the company boasts a dynamic team of highly qualified professionals, who are registered with their respective organisations, including ECSA, SACAP (South African Council for Architectural Profession), SACPCMP (South African Council for Project & Construction Management Professions), SACPLAN (South African Council for Planners), and SACQSP (South African Council for Quantity Surveying Profession).

SOLVING PROBLEMS Ditlou Consulting’s core purpose is to solve community problems – with a focus on improving the lives of South Africa’s citizens through the provision of sound technical solutions. The company aims to uphold client satisfaction by ensuring that it provides the best-quality solutions, which are also cost-effective and delivered in a timely fashion with a positive attitude. Over the medium term, the company’s goal is to be regarded as the best firm

in its field locally. Over the long term, this goal extends to Ditlou Consulting achieving the same feat internationally.

MAJOR CLIENTS Some of the company’s main clients are public sector clients ranging from metropolitan municipalities such as the City of Tshwane, City of Ekurhuleni, City of Johannesburg and its subsidiaries, to smaller local municipalities such as Midvaal Local Municipality, Madibeng Local Municipality, Moretele Local Municipality, Mogale City Local Municipality, Thembisile Hani Local Municipality, Maluti-a-Phofung Local Municipality, Nkangala District Municipality, and Thabazimbi Local Municipality.

Provincial government clients such as the Gauteng Department of Infrastructure Development (GDID) and the Gauteng Department of Roads & Transport (Gautrans) also form part of a large array of clients that the company serves.

NOTABLE PROJECTS Ditlou Consulting has been involved in over 60 notable projects spanning the breadth of the civil engineering

field since it was founded. Currently, it is delivering work on a number of projects, with some of the most notable ones listed below.

For the Housing Company Tshwane, Ditlou is currently involved in the Social Housing Development at Chantelle Ext. 39, Pretoria, which is valued at R354 million. Also within the Tshwane region, work is being undertaken for the City on a Social Development Centre, which is being constructed in the Winterveldt area, at a project value of some R55 million.

Elsewhere in Gauteng, Ditlou is working on the implementation of the Legislature Building at Duduza Customer Care Centre for the City of Ekurhuleni. This project is valued at R37.5 million. In providing services for the Johannesburg Social Housing Company, Ditlou is involved in the R193 million dedensification of hostels and informal settlements at 2 077 Roosevelt Street in Alexandra, Region E. On the province’s West Rand, the firm is currently widening Robert Broom Drive in Krugersdorp for Mogale City Municipality. This second-phase project is valued at R18 million.

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IN DU S T RY I N S IGH T • B AY E TE CAPITAL

PLANNING FOR A PROSPEROUS FUTURE Bayete Capital CEO Dr George Smith discusses the importance of spatial planning in transforming South Africa’s socio-economic landscape into one that is both equitable and geared for growth.

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t the heart of spatial planning lies the belief that the places we make ultimately shape the way in which we live and how well we live. It is therefore critical that this discipline be guided by the key principles by which we seek to build our society, such as justice, equality and freedom,” states Smith.

Spatial planning is about more than simply identifying the mechanics of land use management – rather, it provides the framework that guides landuse management decisions. As a discipline, it considers the urban system as a whole, which is made up of a variety of interconnected complex parts competing with each other (for example, conservation versus development or pedestrian versus vehicular traffic). Key principles underpinning current spatial planning approaches in South Africa’s cities include connectivity, inclusion, sustainability, and the promotion of public and non-motorised transport.

BENEFITS OF SPATIAL PLANNING Spatial planning provides cities with a well-considered guideline for their growth and development.

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“It is always forward-looking and mediates between competing interests for land use and resources.

It is further underpinned by public participation processes, which seek to gain consensus among all role players for a common vision. For this reason, spatial planning provides municipalities with a reliable framework to plan and allocate their resources,” Smith explains.

One of the key objectives of current spatial planning in South African cities is to redress the imbalances created by the apartheid city, notes Smith. This entailed either the exclusion of certain communities from the urban system or the housing of previously disadvantaged populations in ‘dormitory’ communities lacking in social and economic infrastructure.

“To redress these imbalances, spatial planning policies actively promote the restructuring of the city to provide affordable residential accommodation in well-located nodes, and also promote the development of social and economic infrastructure in former township areas.” Spatial frameworks are also instrumental in guiding investment in infrastructure in these areas, Smith adds.

DECLINE AND RENEWAL He describes the development of cities as a “history of invasion and succession”, explaining that, over time, certain areas naturally decline due to the expansion of cities in other areas. “These areas of decline then offer opportunities for lower-income earners to establish a foothold in the urban system before they are subjected to the forces of gentrification. This sees higherincome earners moving back into an area, accompanied by significant investment in upgrading.

“The process of decline and renewal is thus a key part of the urban system and, therefore, an important focus for spatial planning. Much of this focus in South African cities now concerns itself with the redevelopment of existing built forms, which is evident in the conversion of large areas of CBDs into residential accommodation or office space in suburban nodes into residential accommodation,” he explains.

THE INFORMAL SETTLEMENTS CHALLENGE South Africa also faces an ongoing

Dr George Smith, CEO, Bayete Capital

MUNICIPAL REVENUE ENHANCEMENT

challenge to spatial planning and service delivery in the form of mushrooming informal settlements, which are haphazardly laid out and poorly serviced with basic amenities.

This situation plays out across all of South Africa’s urban areas and the upgrading of informal settlements is a key municipal priority, which starts with the provision of basic services, such as communal toilet and water amenities.

“Many informal settlements are also located on land that is not suitable for residential settlements due to factors such as flooding, existing services or geotechnical conditions,” Smith notes.

In such cases, municipalities provide alternative housing in nearby locations with the intention of relocating the entire settlement into these new housing areas. “In practice, these new developments usually fail to achieve total relocation due to a number of factors and these settlements grow again after time.”

In recent years, municipalities have shifted their focus, where possible, to the formalisation of informal settlements, focused on providing in situ upgrades. “This involves the recognition of the existing spatial patterns set up in formal settlements by formalising the inhabitants’ land rights to these areas as a first step and thereafter upgrading services with minimal relocations,” explains Smith.

He adds, “The continued existence of informal settlements is, however, ultimately a reflection of the housing shortage in South Africa and, as such, government is exploring a variety of mechanisms to increase the supply of

Beyond its proven property investment and development expertise, Bayete’s professional services skill set extends into the area of municipal revenue enhancement.

“Our passion for municipal revenue and balance sheet enhancement has developed over time, from observing the dire need for increased funding to achieve service delivery – more specifically in the historically disadvantaged and marginalised areas born out of the apartheid era,” explains CEO Dr George Smith.

During the current period of economic decline, municipalities are faced with myriad challenges, not least of all being the growing demands placed on service delivery due to urbanisation and population growth. Of course, meeting these needs requires ever-increasing budgets and resources. In this regard, revenue collection can only go so far, particularly in light of South Africa’s unemployment rate and the economic challenges exacerbated by the ongoing Covid-19 pandemic.

“The economic downturn has impacted on revenues. It is not an easy task to meet a budget requirement in an economic environment where revenues being generated are not what they used to be,” Smith notes.

Therefore, revenue loss reduction is of utmost importance in these times, and the need for innovation in terms of stimulating the local economy is more evident than ever.

Revenue enhancement is key to improving this situation and requires collaboration between all stakeholders concerned, insists Smith. “There is always a means to improve, but we need to acknowledge that we all have a role to play and contribute to a solution.”

Speaking of solutions, Smith says, “One thing that we believe is important to remember when embarking on a revenue enhancement process is that it cannot take a ‘business as usual’ approach. This is the starting point and is imperative to the success of the initiative.”

As municipalities are highly regulated in terms of the MFMA and other legislation, viable solutions must comply with the respective regulations. In this context, Bayete has devised a municipal revenue enhancement solution that combines innovation with exclusive rights to patents and systems developed and registered in South Africa.

“Revenue enhancement in both the public and private sector – leveraging innovation and intellectual property – is something that should be a priority.

Not only does innovation and intellectual property promote entrepreneurship and significantly impact on job creation and achieving social and economic transformation but additional revenues earned stimulate the economy, create jobs and contribute towards the well-being and advancement of all,” Smith explains.

“With all the initiatives that have, and are being, embarked upon to achieve the required revenue enhancement results, what is missing to enhance the revenue even further? What innovation and intellectual property can be drawn upon to achieve the required additional revenues for the municipalities that are otherwise being ‘lost’ or ‘untapped’? asks Smith.

These are questions Bayete Capital’s proprietary solution can help to answer. accommodation at appropriate prices, including backyard dwelling policies and social housing incentives.”

This clearly illustrates the importance of ensuring appropriate spatial planning and land-use management going forward. As the genesis of an informal settlement is usually the result of people seeking living space near economic opportunities, it is vital to develop human settlements that cater to the needs of low-income earners and the unemployed.

BAYETE’S INVOLVEMENT While spatial planning is not the core of Bayete’s business, the company has planned a significant number of large-scale projects across South Africa. “All of these projects incorporate developments featuring the full spectrum of development categories, such as social and affordable housing, market-related housing, and mixed-use developments.

The latter comprise retail, commercial, hospitality, social facilities, transportation and the like,” Smith concludes.

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Q& A • BAY E T E C API TAL

While the province’s Midrand area has undergone significant development over the last decade, there is a true game-changer on the horizon – the Gauteng Central mega Sambudla of city. Namhle Sambudla, master developer Bayete Capital, unpacks the social and economic implications of mega projects like this.

MEGA PROJECTS DRIVE SUSTAINABLE DEVELOPMENT What are mega city projects and why are they important in the South African context?

In South Africa, the Gauteng Partnership Fund uses the term ‘mega projects’ for human settlements developments that consist of more than 10 000 residential units. Gauteng Premier David Makhura has succinctly described their importance, saying, “The goal of mega projects is to achieve diversity in human settlements by emphasising mixed-income, high-density human settlements, which place an emphasis on social and economic inclusion, as well as promoting social justice.”

In the case of mega city projects, as much as it may start off as a development with 10 000 residential units, this extends to the inclusion of all the amenities these settlements’ residents may need, making for a legitimate mixed-use development. Integration is at the heart of the concept in South Africa – not just integrating land uses but,

Namhle Sambudla, Director: Development Management, Bayete Capital

Q&A • BAYETE C A P I TA L more importantly, socially integrating people with different income levels and from different backgrounds to provide equitable opportunities.

Who benefits from the establishment of such large-scale developments, and how?

A huge number of people benefit through the economic and social impacts of developments on this scale. On the one hand, a need for integrated human settlements is being met, which brings with it the development of roads, as well as electrical, water and related infrastructure. Coupled to this are the top structures in terms of housing, commercial, retail, industrial, hospitality and other developments. These investments cultivate economic benefits for all concerned – before, during and after construction, over the short, medium and long term.

It’s not the case that only the private and public sectors benefit – indeed, the social impact is significant. Imagine the financial and social implications for someone who has previously lived on the outskirts, far from services and amenities. Now, they would be living in a development that – within its bounds – offers everything from housing, schools, shopping and transportation to clinics, police stations and more. All this in a dignified environment.

Considering low-income earners in South Africa spend, on average, around 40% of their income on transport, this would help to free up disposable income – it’s truly lifechanging on many levels. Further, the employment opportunities available during the entire life cycle of the development are extensive and desperately needed in the context of our country’s high unemployment rate.

How do other investors and private sector players get involved in projects like these?

This is a question we get asked regularly! Timing is critical and it is important to understand the role that various private sector investors and developers wish to play in a development, as well as the terms and conditions of their participation.

Managing expectations is important and the alignment of all parties is critical – everyone taking part needs

to feel that they are participating equitably towards the end goal.

Once the master developer – i.e.

Bayete Capital, as the owner of the development land in the case of the Gauteng Central mega city project – has packaged the development and obtained all municipal and public sector approvals, along with initial funding availability, then we become open to approaches from external parties.

Where do the challenges lie in getting such large-scale projects off the ground?

We’re fortunate that there is a real willingness from government and local authorities to assist, so that eliminates one of the potential stumbling blocks.

On the other hand, there is a general shortage of industry skills relating to the development of mega cities; however, Bayete Capital is blessed to have a team of highly experienced professionals within its structure.

That said, there is no getting around the reality of developments of this nature being highly complex and requiring broad knowledge sets – especially from development management, funding and stakeholder engagement perspectives.

What role is Bayete Capital playing in the Gauteng Central mega city project?

Bayete Capital is the master developer, which means our development management team will be seeing the project through every step of the way – from conception to completion, and the post-construction phases. We have vast experience as development managers, urban designers, architects, project managers, quantity surveyors, town planners, multidisciplinary engineers, green development specialists and more.

availability of services, rising interest rates, the effects of a declining economy, market demand, and more. Despite these variables, we are incredibly optimistic that we will unlock the project’s inherent potential to deliver positive change to people’s lives and the economy of the region.

Are international mega city models applicable to South Africa, or is there a local context that needs to be accounted for?

South Africa can obviously draw from that which is being undertaken abroad, as these models have been tried and tested. That said, our country has a unique history and it is within this context that integrated human settlements – in prime locations – need to be adapted to ensure the socioeconomic inclusion of previously disadvantaged populations.

Any final thoughts?

Our Gauteng Central mega city project is a great starting point but one mega city is certainly not enough to change the fortunes of all of Johannesburg’s residents. We do hope, though, that it may serve as an example of the great things that can be done to move South Africa towards an equitable future.

We live in a country that, like others, has its own dynamics and challenges.

Government and the local authorities are doing good work in providing an enabling environment that needs to be utilised to achieve much-needed social and economic transformation and sustainable prosperity for all.

Despite the slowdown in the economy, Bayete Capital remains optimistic, as the demand for integrated human settlements will continue to escalate.

In the end, developments like this also significantly benefit the municipalities that enable them by creating additional revenue in terms of rates and taxes, as well as increases in property values.

How long is the Gauteng Central development expected to take?

We envisage a development horizon of 15 to 20 years, which will naturally entail a phased approach. The first phase, in terms of top structure delivery, will focus on the site’s 10 000 housing opportunities. As with many projects done at scale, there are numerous variables beyond our control that may impact on timing, such as the

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PROF I LE • B V I CO NSULTI NG E NGI NEERS

PARTNERING FOR SUCCESS Celebrating its 55th anniversary in 2022, BVi Consulting Engineers continues to evolve and expand its multidisciplinary services to meet its clients’ holistic needs.

This includes not only the usual, expected consulting engineering disciplines, but also project management, operations and maintenance strategies, financial modelling and revenue optimisation for private and public entities, says Stefan de Meillon, Financial Director, BVi. The BVi Financial Administration Team for the Ekurhuleni Landfill Sites

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he municipal sector is one of BVi’s core markets and a vital one in terms of providing solutions that deliver essential services to businesses and communities. The major emphasis is on sustainable solutions that add value and protect people and the environment.

“Going forward, public-private partnership (PPP) collaboration is going to become increasingly important in meeting critical infrastructure targets within the constraints of existing investment flows and municipal capital budgets,” explains De Meillon. “Included within this PPP shift is the outsourcing of non-core municipal services.”

WASTE MANAGEMENT Among the prime examples of this shift are BVi’s solutions for the City of Ekurhuleni. Working in conjunction with the City, BVi was again awarded the 32

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the process of managing approximately 30 000 disposal transactions per month.

“Across South Africa, rising environmental pollution – especially plastic waste and packaging – is threatening critical areas like water quality. For this reason, it’s crucial as a nation that we eradicate illegal dumping. One of the best ways to do this is to ensure that engineered landfill sites run with maximum efficiency and make it easy and affordable for businesses and households to pay and responsibly dispose of their waste there,” De Meillon continues.

Real-time financial controls across Ekurhuleni’s landfills ensure that waste is correctly classified, weighed and costed in terms of municipal refuse tariffs.

“The City has the assurance that waste management at these sites is compliant and that revenue transactions are correct and secure,” says De Meillon, adding that BVi’s service includes the generation of reports that detail financial and statistical data on tonnages and waste types, as well as future implications for managing landfill airspace.

“To make them financially viable, landfills must run as a business with all the required checks and balances. We believe that BVi’s model has shown the way and that it can be successfully replicated on other municipal landfill sites across South Africa,” De Meillon adds.

contract for Financial Administration Consultant to manage weighbridge operations and revenue collection at Ekurhuleni’s five landfill sites in 2019.

As De Meillon explains, BVi’s SITE ENTRANCE role as financial administrator N is central to the commercial viability and efficient operation of the waste streams sent to these landfill sites.

Every day, BVi interacts with the client, landfill EXISTING CELL 5 contractors, weighbridge operators, waste management EXISTING CELL 4 disposal specialists, recyclers, waste companies and the public to streamline

ADMIN BUILDING CLEAN WATER DAM LEACHATE DAM CONTAMINATED WATER DAM

NEW CELL 6

Rietfontein landfill site general layout

PR OFIL E • BVI C ON SULTIN G EN GI N E E RS

BVi was appointed to conduct a technical feasibility study on the proposed development and establishment of an SEZ at Tambo Springs, which is planned to be linked to the Tambo Springs Inland Port and Multi-Modal Gateway

CELL 6 DESIGN AT RIETFONTEIN LANDFILL An expert understanding of landfill management is the key to effectively designing and constructing new sites, as well as extending existing facilities.

These are areas where BVi has extensive experience.

In terms of current projects, BVI – in partnership with Pro-Serve Group – is executing the project management, design and development of Cell 6 at the Rietfontein landfill site for the City of Ekurhuleni’s Environmental Resources and Waste Management Department. Currently, this facility receives approximately 20 000 m3 of domestic solid waste every month.

The Cell 6 design and development project scope encompasses bulk earthworks, a composite geosynthetic liner, leachate collection and detection systems, as well as subsoil system design, service roads and a stormwater management system.

The proposed Cell 6 has a total plan area of 7 ha and will be excavated

to 5 m maximum depth. The cell will be sloped at 2% for free drainage of the bottom geosynthetic-lined surface through drainage pipes leading to the existing pump sump. The total bulk earthworks volume is 192 500 m3 and, when developed, Cell 6 will have a maximum airspace volume of 962 500 m3, equating to some three and a half years of additional waste disposal space.

At the time of publication, the project is awaiting approval of the designs and drawings to finalise the tender document.

SPECIAL ECONOMIC ZONE Infrastructure services form the backbone of future urban planning and development scenarios. They also serve as a catalyst for investment and growth in new industries, a prime example being the South African government’s strategic focuses on the development of Special Economic Zones (SEZs).

Within the City of Ekurhuleni, BVi was appointed to conduct a technical feasibility study on the proposed development and establishment of an

SEZ at Tambo Springs, which is planned to be linked to the Tambo Springs Inland Port and Multi-Modal Gateway.

The main objective of this study is to ascertain the viability of establishing an SEZ as part of the broader Tambo Springs Logistics Gateway and Intermodal Terminal development on approximately 182 ha of land identified for the proposed SEZ. “These multifaceted projects for Ekurhuleni underscore the value of BVi’s integrated solutions, which extend beyond engineering to include the full spectrum of project viability, implementation and commercial success in line with evolving PPP models,” De Meillon concludes.

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HOUSING

TURNING HOUSES INTO HOMES The City of Ekurhuleni is focused on delivering humane and sustainable settlements to its citizens.

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he City of Ekurhuleni, through its Human Settlements Department currently has dual roles: the delivery of serviced stands and housing, which entails the planning budgeting design and implementation (construction) of subsidised housing units, and the coordination of the planning, programming and construction of municipal engineering services and socio-economic amenities that constitute integrated sustainable human settlements.

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 the City’s population has resulted in the adoption of creative and diversified approaches to housing delivery.

Ekurhuleni is working with private and public housing delivery partners to accelerate delivery and encourage inclusionary housing within privatesector-driven developments. The City and its partners have packaged the releasing of private sector development opportunities within the Integrated Rural Development Programme (IRDP)

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and flagship projects on municipal land. This has required strengthened functioning in interdepartmental coordination, as well as the capacitation and support of the City’s social housing institutions to attract additional investment in the delivery of affordable rentals.

SOLUTIONS FOR SPATIAL JUSTICE 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 both demand and spatial justice in the City. Land management has become a central component to planning as measures to control land invasions and the mushrooming of new informal structures are put in place.

Concerted efforts have been made to improve service delivery within informal settlements and promote the effective management of municipal-owned rental properties.

The key issues influencing the above-mentioned activities include the current socio-economic realities, national, provincial and local

strategies, and – most importantly – the political pronouncements made by the office bearers and political leaders at all spheres of government.

In its effort to extend security of tenure to the poor and marginalised residents, the City distributes title deeds to qualifying residence and property owners. The recruitment of Title Deeds Brigade by the City has ensured that the qualifying title beneficiaries are traced and reached thereby reducing backlog with reference to title deeds distribution.

In order to address the housing backlog and provide housing opportunities for residents, the City has provided more than 2 000 serviced sites for various human settlements development initiatives. It is envisaged that the site and service model will go a long way in eliminating the City’s housing backlog. These serviced sites have permanently installed infrastructures such as water, electricity, sanitation and roads and they are ready for top structures for integrated human settlements and transport-oriented development purposes.

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With reference to the city-wide megaprojects portfolio, which consists of multiple mega housing projects, the City continues to provide bulk and link services for services for water and sewer, roads and stormwater, and electricity. In the end, these housing megaproject developments will ensure unprecedented radical transformation of human settlements and spatial planning in the City.

ADDRESSING INFORMAL SETTLEMENTS The City of Ekurhuleni, like other major cities in the region, is at the epicentre of the migration trend facing South Africa. This trend presents a set of challenges and opportunities for the development of cities in the Gauteng City Region. The intersection of rapid population growth spurred by inmigration, historical backlogs and lacklustre housing delivery has resulted in a phenomenon – low-intensity land invasions and the growth of informal settlements. In responding to these challenges, the City must deliver spatially integrated human settlements that respond to the need to redress spatial injustices, but also attend to the immediate basic needs of the people (while improving liveability) in informal settlements.

The housing challenge of Ekurhuleni manifests perhaps most clearly in terms of the proportion of households living in informal settlements, with over 18% of the households in the City living in the 119 informal settlements spread across the municipal area. Showing some progress, the percentage of households living in formal settlements has declined from 29.1% in 1996 to 21.3% in 2015. Informal settlements also pose other service delivery challenges, in particular those linked to infrastructure such as water supply, sanitation, electricity, roads and stormwater reticulation.

In response to informal settlements service delivery, in line with the City’s Comprehensive Informal Settlements Management Plan, the City is increasing the provision of interim basic services to households in the 119 informal settlements. This ensures that the poor residents in the informal settlements are provided with

INSIGHT FROM THE EXECUTIVE MAYOR On the topic of housing, in her latest State of the City Address, Executive Mayor Alderman Tania Campbell stated: Housing The City at present distributes around 2 000 title deeds per annum. Under MMC Peterson, the backlogs in outstanding title deeds at the provincial structures will be vigorously pursued. We will increase the number of title deeds we issue from 2 000 to 3 000 for the next financial year.

The City’s social housing stock will continue to be refurbished on an ongoing basis and Breaking New Ground housing units will be delivered subject to further rollover approval and gazetting by the Gauteng Department of Human Settlements.

The provision of serviced sites will continue, as will the provision of essential services to 119 informal settlements spread throughout the city; however, we aspire to achieve more.

Eight hundred and seventy-seven units will be completed across various social housing complexes in the next financial year.

Mega housing projects There are 11 mega housing projects currently under way across the corridors of the City of Ekurhuleni. The projects have envisaged completion dates over the next three to five years from now – with a total expected yield of just under 100 000 units.

Human settlements need to be humane settlements: The Multi-Party Coalition government at the January Mayoral Strategic Session pronounced itself on maintaining fair, non-market-related rates for social housing.

Human settlements need to be sustainable settlements: Their collection rates need to improve significantly to ensure a return to financial stability for the Ekurhuleni Housing Company.

The review of the operating model on historical, social housing complexes will be a part of this process, as will tenant verification. We want to be sure that social housing is not abused, that those who reside there are the intended beneficiaries according to policy and that there is no tampering with the process.

Human settlements also need to be safe settlements and our city must be a safe city for all who reside and do business in it.

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life-sustaining basic services such as communal water, temporary sanitation, energy and lighting, access roads and refuse removal.

In addition, order to improve the quality of life for informal settlements dwellers, the City has successful implemented re-blocking programmes in phases in various informal settlements.

The re-blocking entails the rearranging of informal structure in a well-ordered fashion to ensure access to basic and emergency services.

RECENT PERFORMANCE In the 2020/21 financial year, the City completed seven refurbishment projects on Council-owned rental complexes. This will improve the quality of rental housing units of home seekers whose household income meets the criteria.

During the same period, the City has also achieved the following as concerns the projects mentioned below.

Brakpan Old location Ext 13: Town planning and detailed design for all engineering services were completed and approved. In addition, a contractor

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was appointed and the construction permit was obtained. Furthermore, the site was established and the project has spent R130 million on detail designs and the construction of water and sewer internal services.

Van Dyk Park: Town planning and detailed designs for all engineering services were completed and approved.

The project has spent R98.5 million on detailed designs and the construction of water and sewer internal services.

Daggafontein: Town planning and detailed designs for engineering services completed and matters have proceeded to construction. The project has spent R202 million to date on detailed design and the construction of water and sewer internal services.

John Dube Village: Town planning and detailed designs for engineering services have been completed. To date, the project has spent R105.5 million on detailed design and construction of water and sewer internal services, roads and stormwater.

Chief Luthuli Ext 6: The township approval process was completed and services

were installed. The contractor is on-site installing 900 outstanding stands and 758 houses. Project spend has been over R162.7 million so far.

Esselen: Detail designs for all engineering services were completed and approved. The City has spent R88.2 million on bulk designs and the construction of water and sewer internal services.

Palmietfontein Portion 5: Detail designs for all engineering services were completed and approved. The contractor was appointed and the construction permit approval has been obtained. The project has seen a spend of at least R61.5 million on the design of bulk and link services, and it is currently busy with the construction of bulk and link works.

Leeuwpoort: Bulk civil works are in progress. The project has spent at least R717 million on bulk, roads infrastructure and bulk electricity construction.

Tembisa Ext 25: The construction of bulk and link services is partly completed.

The City has spent over R297 million on the bulk and link works.

ELECTRICITY

POWER TO THE PEOPLE The City of Ekurhuleni is hard at work to deliver on its mandate of providing electricity to all its residents and businesses.

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he mandate of a municipality is to ensure that all members of the local community have access to at least the minimum level of basic municipal services (Section 73(1)(c) Municipal Systems Act 32 of 2000). One of the mandates of the City is to improve the access to electricity by the community of Ekurhuleni in accordance with a licence granted by the National Energy Regulator of SA (Nersa).

The City of Ekurhuleni purchases most of its electricity from Eskom and resells to residents and businesses in its area of supply. As is widely known, Eskom has experienced problems with meeting the demand for electricity and introduced load-shedding. Loadshedding is a controlled process that responds to unplanned events in order to protect the electricity power system from a total blackout. Like the rest

of South Africa, load-shedding has impacted the economy and the City.

ENERGY PLAN In mitigation, the City has developed its Energy Plan, whose primary objective is to provide a wellconsidered and structured approach to the delivery of energy services in accordance with the service delivery mandate assigned to the City. The Energy Plan documents the intent proactively adopted by the City to be future energy ready. The implementation of the futureready aspirations, objectives and goals is to be performed within the context of the City’s Integrated Development Plan.

In a rapidly changing and dynamic energy sector, careful consideration will be given to ensure that the changing energy demand is met by

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INSIGHT FROM THE EXECUTIVE MAYOR In addressing the electricity supply and distribution within Ekurhuleni, in her 2022 State of the City Address, Executive Mayor Alderman Tania Campbell shared the following: Boosting supply With this Multi-Party Coalition in charge, the City of Ekurhuleni will, by the end of this political term in 2026, for some time, have experienced a reliable as well as expanded electricity supply.

How will we achieve this?

First, by investing in the replacement and expansion of backbone infrastructure at a rate of at least 10 km of cables per year, for the next four years.

It will start with a 40% increase in capital expenditure allocation in the next financial year, with increases at an average of 12% over the outer years. Circuits and equipment will also be refurbished.

The City will be decreasing its dependence on Eskom through the recent appointment of 47 private power producers, which will now be built and sell electricity to the City from 2024 onwards.

Under MMC Senzi Sibeko [Energy, Water and Sanitation], the Energy Department is further investigating installing battery energy storage systems in the longer term: it will allow us to mitigate load-shedding on the one hand, but, on the other, also provide the option to store energy when supply is at cheap, low demand and draw on reserves during expensive, peak periods.

Still, whether it is in Kempton Park or KwaThema, Duduza or Delville, Brackendowns or Bedfordview, there are plenty of recent experiences with food being spoilt, residents feeling vulnerable, or transactions that could not happen due to unscheduled power outages.

Securing infrastructure Cable theft, theft of other assets and illegal connections cause a significant number of electricity outages.

With current security contracts coming to an end in June 2022, it provides an opportunity to introduce incentives for arrests and successful prosecution of culprits, and set standards with respect to patrols and guard placement.

We will also make better use of early-warning technology, with installation of alarms and protective structures with smart locking capabilities.

We welcome the willingness of the private sector to partner with the City of Ekurhuleni to keep the lights on in the interests of retaining jobs and investment in our city: • despite having been at the receiving end of substandard service delivery and infrastructure degradation for years • despite often having their motivations questioned and offers refused when they propose practical and financial assistance to the City.

I’d like to recognise especially Alberton North Business Forum, who installed alarms at three different substations to mitigate asset pilfering, and members of the 44 kVA WhatsApp group in Wadeville, for their offers of assistance to the City.

Representatives of both groups were received at the OR Tambo Precinct recently.

To these patient investors, the ratepayers, and residents across Ekurhuleni, we ask: keep faith with us, the ship is turning, and in the interim, keep us to account with regards to improved communications on outages and network information.

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adequate supply that may be partially procured from sources other than the traditional centralised supply options.

Changes in customer behaviour, driven largely by alternative energy options and energy-efficiency initiatives impact on traditional consumption patterns and demand profiles. Combined with the potential impact of future disruptors such as electric vehicles, the impact on the City’s electricity revenue stream must be carefully tracked to ensure proactive responses and positioning to be future energy ready.

SHIFTING PRIORITIES Historically, the City’s primary role was to supply electricity to households and respond to breakdowns as and when they occurred. However, it has now become imperative and necessary to invest astronomical amounts of money in preventative measures to safeguard the City’s infrastructure and equipment from theft and vandalism. The theft and vandalism of the network equipment results in continuous repairs and the replacement of equipment, which places considerable strain on the City’s already limited resources. Large sums of money are spent on overtime.

Ageing infrastructure, security and vehicle fleets have become contenders for the City’s priorities.

While the downtime of network availability is within internal standards, the City would like to see the network availability improved. Therefore, a major part of the City’s mission is to encompass the refurbishment/ replacement of ageing infrastructure.

The City has nine depots to service the entire network.

CITY OF EK URH U LE N I

DID YOU KNOW?

The City of Ekurhuleni has awarded tenders to 46 Independent Power Producers to provide additional energy for the City. These projects would enable the connection of between 150 MW and 680 MW of renewable power to the grid.

The Covid-19 pandemic has posed a challenge to the City in generating the targeted revenue for the sale of electricity, while also negatively affecting businesses and industry.

ASSISTING THE INDIGENT The City identifies the poor through an indigent register where residents with financial challenges are encouraged to register for assistance. It also complies with the Nersa guidelines on the implementation of an electricity tariff that assists these vulnerable customers to manage the high costs of energy. The inclining block tariff increases in cost in defined steps, with the first 100 units given free of charge (known as free basic electricity). The next 500 units come at a rate where virtually no mark-up is made on the purchase price from the City’s bulk supplier – i.e. a heavily subsidised rate.

This benefits customers in this segment, given that basic household appliances, lighting and more can operate within the first 600 units every month.

Dwellings in the informal settlements have been fitted with photovoltaic solar panels, which power four globes and a cell phone charger.

ELECTRICITY LOSSES The target for ‘percentage total electricity losses’ is set at 22%. As at 21 May 2021, the City achieved a rate of 16.42%. The losses are progressively increasing but below the intended target. A percentage below the target signifies achievement of the target set. The percentage total electricity losses comprises two components, namely technical and non- technical.

Technical loss is calculated as 4.35%. These losses are inherent to the distribution of electricity. A large amount of investment is required with a non-commensurate return on investment. Non-technical losses, on the other hand, comprise illegal connections, tampering, and other forms of theft of electricity. Illegal connections to the network are monitored on an ongoing basis in order to minimise such activity.

The Ekurhuleni Metropolitan Police Department and the South African Police Services assist with the removal of illegal connections.

The City identifies ‘hotspot areas’ from its monthly internal processes together with complaints from the

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CITY OF EK URH U LE N I

public. Service providers have been appointed by the City to install earlywarning technology in identified hotspot areas.

LIGHTING UP INFORMAL SETTLEMENTS In 2016, the City commenced with a programme in informal settlements to improve access to lighting while the residents wait for the area to be electrified. In order to improve lighting within the informal settlements, photovoltaic (PV) solar lighting units were installed in some households in these settlements.

The City installed 64 578 PV solar lighting units in about the same number of households during August 2016 to June 2021. These PV solar lighting units could, on a normal day, provide energy to light up four globes and a cell phone charger.

The City installed 10 015 PV solar lighting units in informal settlements in 2020/21 against a target of 10 000 connections cumulatively for the year.

Number of dwellings provided with connections to mains electricity supply by the municipality: Currently, there are 119 informal settlements with approximately 164 000 informal households within the Ekurhuleni municipal area. These households are currently in the process of being electrified. A process of reblocking is undertaken by the City’s Department of Human Settlements to align the houses, which were erratically built, to enable the installation of electricity services.

The City has electrified 24 814 households in informal settlements.

The installation of high mast lights

and streetlights is linked to the electrification programme – high mast lights are installed for public lighting, where necessary, as are streetlights.

The City installs either high mast lights or streetlights, not both.

The City achieved its target set for the electrification of households both in formal proclaimed areas and also informal settlements during the previous financial year. The City had set a target of 5 000 households to be electrified in 2020/21, and had in fact electrified 5 317 households. Against a target of installing 300 streetlights in the 2020/21 financial year, the City handily exceeded this with the installation of 427 streetlights during this period.

NETWORK DOWNTIME The City of Ekurhuleni’s target for ‘percentage downtime of network availability’ was achieved during the 2020/21 financial year. However, the electricity network is currently under severe pressure due to ageing infrastructure, frequently failing equipment, and vandalism. The worst affected areas are Germiston, Kempton Park and Boksburg. The City is concentrating its efforts to replace ageing and frequently failing equipment (mainly medium-voltage cables and switchgear) in these areas subject to the availability of funds.

This exercise would contribute to stabilising the networks and make available a firm supply of electricity to customers. The City is also following its annual refurbishment plan for the network. The progress with this project was affected by the measures put in place to curb the effects of the Covid-19 pandemic.

POWER FOR ALL

50 000

34 of Ekurhuleni’s 119 informal settlements have been reblocked and electrified, which has resulted in almost 50 000 people enjoying electricity for the first time

93 000 A total of 93 000 households have been brought on to the electrical grid since the year 2000

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P ROFI L E • D N N T E CHNOL OGI E S

MULTISECTORAL

ICT EXPERTISE DNN Technologies is an ICT (information communications technology) firm specialising in consulting, IT infrastructure deployments, enterprise solutions, nextgeneration technologies, security solutions, biosecurity, as well as the supply of hardware and software.

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fficially established in 2013, wholly South African owned business DNN Technologies provides value-added information and communications technology solutions and services. The company has delivered many successful projects over the years and continues to grow together alongside its customers.

As a BBBEE Level 1 company, DNN Solutions is 100% black owned, with 51% ownership by black women.

The various solutions offered by DNN effectively increase the business and organisational value of its clients through the provision of:

• integrated and cost-effective solutions • improved network reliability and resilience, through the use of fit-forpurpose technologies 42

EKURHULENI 2022

• ongoing support to ensure the effective management of information resources • a single point of contact for all services • a single point of contact for reporting and service assurance • solutions implemented using project management ideologies.

STRIVING TO BE A MARKET LEADER DNN Technologies aims to be the market leader in providing comprehensive integrated solutions tailored to the needs of specific industries on existing technologies. In order to do this, the company plans to continue growing its business within the SMME, large enterprise and public sector by formulating strategic alliances with technology vendors.

The company offers comprehensive solutions within an array of sectors and industries, which include government, mining, healthcare and life science, telecommunications, construction, manufacturing and security.

The company’s list of clients is reflective of its expansive, multisectoral expertise.

Some of the projects DNN has been involved in include:

• Gauteng Department of Cooperative Governance and Traditional Affairs: Data centre implementation • Gauteng Department of Education: Printing solution • Department of Women: LAN infrastructure support • Phalaborwa Phutha Malatji Hospital: Fire services, access control and PA system • Office of the Valuer-General: LAN infrastructure and server room • Central Johannesburg TVET College: Supply of laptops and hosted students during implementation • Central Rand Gold Mine: Enterprise infrastructure support • Redpath Mining: Cisco solutions and backup infrastructure.

DNN was also recently appointed by the City of Ekurhuleni for three-year projects entailing UTP Cabling, Fortinet & McAfee & Web Development (PHP).

The company very much looks forward to delivering on this project to the satisfaction of the City.

+27 (0)10 592 0093 www.dnntech.co.za

ROADS & TRANSPORT

MOVING A CITY TOGETHER Throughout history, roads have been the lifeblood of many an empire and city.

This is certainly the case in Ekurhuleni, where ongoing efforts to unite its previously disparate towns and suburbs are vital to socioeconomic development.

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he City of Ekurhuleni’s Roads & Stormwater Department is mandated to provide roads and stormwater services to the community of the Ekurhuleni metropolitan area in a sustainable and equitable manner.

The department’s specific mandate is to construct and maintain roads and stormwater infrastructure.

These responsibilities are entrenched through various pieces of legislation and regulations at national, provincial and municipal levels, with more noticeable pieces of legislation that define the core responsibilities to be found in the National Road Traffic Act and the related regulations (specifically with respect to road signs and signals), the National Land Transport Act (with respect to transportation planning), the SADC Road Traffic

Signs Manual, the Municipal Finance Management Act (Section 63 referring to Asset Management), the National Environmental Management Act (with respect to the protection of the environment more specifically the natural watercourses), the Water Act (with respect to the management of the natural water courses, flood lines, etc.), the Municipal Systems Act (Chapter 5, Integrated Development Planning, and Chapter 8, Municipal Services), and more.

The above is by no means a comprehensive list of all the mandates and responsibilities assigned to Roads and Stormwater Departments, but merely to set the scene of the legislative framework that governs the activities of this department within the metro.

It should therefore be clear that the mandate of this department is first obtained from national legislation and regulations, supported by provincial Legislation and regulations and ultimately from the local imperatives.

In order to set the scene further, it is important to define the extent of the responsibilities applicable to the department. Below is an overview of the more critical characteristics of the infrastructure this department needs to take control over and manage in a manner that will not only support the

local objectives but will also aim in supporting provincial and national objectives.

Key statistics that define the extent of this department’s responsibilities are: • approximately 9 100 km of tarred roads • approximately 1 000 km of gravel roads • approximately 90 km of block paving roads • approximately 1 300 km of earth roads (informal roads) • approximately 3 700 km of stormwater pipes and channels • approximately 1 190 traffic signals • an estimated 60 000 traffic signs.

ROADS INFRASTRUCTURE PROGRESS In terms of the roads infrastructure programme, the four largest capital

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C I TY OF E K U RH U LEN I

INSIGHT FROM THE EXECUTIVE MAYOR Looking at roads and transport, in her 2022 State of the City Address, Executive Mayor Alderman Tania Campbell had the following to say: Stormwater Residents will be aware that the rainfall this season has been extraordinarily high.

Employees, travellers and residents in Midstream, Olifantsfontein, Thembisa and Germiston have all bore the brunt of this year’s weather pattern.

With climate change showing no signs of abating, it is essential that our Roads & Stormwater Department improve on their stormwater maintenance performance.

The Department has in previous years only achieved about 70% of their stormwater maintenance targets, which must change now.

During the first 100 days of our Multi-Party Coalition administration alone, 2 100 stormwater drains – or 30% of the IDP target for the current financial year – were maintained, and we expect to exceed the performance of prior financial years by the end of June.

Roads Instead of “in the City of Ekurhuleni”, people say we find ourselves in Pothole City.

Accordingly, another immediate focus area of our administration, 29 000 m2 of road was patched during our first 100 days. A lot more remains to be done.

While public-private partnerships are being pursued by myself and MMC Kalipa [Infrastructure Services], the backlogs faced even by such partnerships in other cities in the country demonstrate the scale of the problem.

Our Multi-Party Coalition has therefore directed that our Department of Finance increase the maintenance and repair allocation to the Roads & Stormwater Department.

This will be done by reallocating savings from the salary bill considering the latest National Treasury determinations.

We encourage citizens to continue to report potholes via the My CoE app and other service delivery complaint routes.

Eighty kilometres of road will be rehabilitated, and the department will start to chip away at the 1 200 km in gravel roads upgrade in the next financial year.

In terms of road construction, the Roads & Stormwater Department fares well.

It will, amongst others, aim for the completion of the Daveyton/N12 interchange by the end of the next financial year.

The construction of a 13 km dual carriageway to replace the current Barry Marais Road that runs from Vosloorus to the N17 at Carnival City is targeted for completion before the 2026 end of the political term.

BRT In the coming financial year, the Multi-Party Coalition government will support Phase 1A of the Harambee Bus Rapid Transport Network, running from Thembisa via Kempton Park to O.R. Tambo International Airport, to be fully operational.

We will also support extension of the network in Thembisa and the service from Kempton Park/Rhodesfield to Boksburg (Phase 1B).

Under MMC Ngobese [Transport Planning], the condition of various public transport facilities is being assessed and the Germiston Bus Depot, the Germiston Intermodal Facility and the Somhlolo Public Transport Facility will all be refurbished in the coming financial year. projects are the N12 Daveyton Interchange (East), K136 (North), Pretoria Roads (East) and the Upgrading of Joe Mzamane (East). A significant portion of the budget for 2020/21 was directed towards the construction of these projects.

In terms of tangible delivery, the department has made great strides in line with the strategic objective of 44

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delivering a modern sophisticated and integrated road infrastructure network. In total, 18 km of roads have been paved, 10 km of gravel roads turned to tar, 5 km of existing roads reconstructed and finally 3 km of strategic roads constructed.

Recent challenges have placed the metro in an unfavourable position in terms of the achievement of its long-term

objectives. The advent of the Covid-19 pandemic has not helped matters and instead heaped more pressure on the resources of the City. During 2020/21, both capex and opex budgets saw significant cuts and this resulted in record-low service delivery yields in most key performance areas. The reality of scarce resources has necessitated that the department continues to work innovatively to deliver quality roads within a very limited budget.

From a resources point of view, 2020/21 was rather turbulent. At the beginning of the year, the department was allocated a generous budget of R337 million to construct a total of 14.24 km of roads. At mid-year, the allocation was reduced to R310 million, while at the end of Q3, the budget was then boosted by additional funding from the Urban Settlements Development Grant to the tune of some R70 million – and this assistance helped the department to reach a better performance outlook.

STORMWATER Over the past years, there has been an increase in urban sprawl, resulting in added pressure for municipalities to provide adequate stormwater systems.

In addition to this, natural disasters are growing in frequency worldwide due to a variety of environmental and human factors. Natural disasters and floods, in particular, are becoming more prevalent and destructive. The physical causes of floods include, among others, the nature of precipitation, soil type, topography, vegetation and run-off patterns, while human factors that contribute towards

CITY OF EK URH U LE N I

flooding are mostly associated with development and land use. Furthermore, the impact of flooding includes destruction and damage to roads, bridges, buildings, sewer and stormwater systems, as well as loss of human life.

During the 2020/21 financial year, the City continued to construct new stormwater systems and maintain existing ones. Ekurhuleni also experienced minor flash floods during this time, resulting in substantial damage to already dilapidated stormwater infrastructure.

This added pressure forced the City to reinforce its proactive approach towards the maintenance of existing infrastructure. Furthermore, the global Covid-19 pandemic stole at least four important months from the financial year, hampering both the budget allocation and human work hours for internal services such as the maintenance of stormwater systems.

Through its Roads and Stormwater Department, the City exceeded its annual target during 2020/21 for the construction of new stormwater systems, and is likely to meet the five-year target in place. The four largest capital stormwater projects in the metro are Kaalspruit, Thintwa Phase 2, Witfield and Eastleigh. These projects are evenly spread throughout the regions of metro and are central to overall stormwater management plan of the city.

Overall, the diligent work put in by the department during a time of unprecedented challenges has paid off. The journey has been challenging but the gallantry of all service delivery partners saw the department come out of the 2020/21 financial year with improved performance to provide a solid platform for action going forward.

INTEGRATED TRANSPORT Since 2008, the City of Ekurhuleni has been working on its Integrated Rapid Transport Network (IRPTN) to connect the City through public transport.

At the heartbeat of the IRPTN is the City’s own bus rapid transit system called Harambee. Like other such services across South Africa’s major metros, Harambee will be golden thread that will tie the IRPTN together.

The IRPTN will connect the people of Ekurhuleni with their jobs, schools, families and more. This will be done by integrating all modes of transport (from walking and cycling to taxis, rail and more) into the Harambee system. The IRPTN will assist in connecting Ekurhuleni into one unified metro city that will work together in order to better the lives of each of its residents.

IRPTN IMPLEMENTATION Although faced with challenges imposed by national lockdown restrictions in 2020, the City has progressed well in the extension of IRPTN operations.

Significant progress was achieved on the IRPTN during the last financial year.

The new extension of the Harambee BRT service from Thembisa to Bartlett was operationalised during Q3 of the financial year.

This new service route starts at the Tembisa Hospital and ends in Bartlett. This route will utilise the current Thembisa to Isando route. It also provides alternative routes that will go via Director Road and André Greyvenstein Road, before linking at Bartlett and Emperors Palace via Jones Road.

The route extension to Bartlett terminates at the Springbok/Taljaard intersection in the vicinity of the RTT Courier Company just north of the N12 national highway, fully covering the industrial area.

The introduction of the Harambee Card, which allows commuters to ‘Top up, Tap in and Tap out’ in the quickest, efficient and safest way was well received by commuters. It conveniently reduces the need to make regular trips to the Harambee mobile kiosks to purchase new tickets.

The national lockdown restrictions also posed various challenges in the implementation of IRPTN infrastructure projects. However, through concerted efforts, the City managed to complete the construction of all seven planned bus stations under Phase 1A, by Q2 of the financial year. An additional 12.534 km of pedestrian and cyclist paths (non-motorised transport lanes) were also completed.

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CIVIL ENGINEERING CONSULTING AND PROJECT MANAGEMENT • Pipeline (bulk and reticulation) Design • Water Master Planning • Township Services • Schools, Clinics And Hospitals Services • Industrial Services • Water And Waste Treatment Plant Design • Structural Design • Pump Station And Reservoir Design • Roads And Stormwater Design • Waste Management • Water Demand Management

BUSINESS PLANNING PROJECT MANAGEMENT

PROFESSIONAL AFFILIATION A member of South African Black Technical and Allied Careers Organisation (SABTACO)

SMALL BUSINESS DEVELOPMENT

CONTACT US: Bartlett Lake Office Park, Unit 3, 170 Leith Road,

KZN HEAD OFFICE

Bartlett, Boksburg, 2198

Sanhall Office Park, Unit 13-14, 1 Kirsty Close,

info@kukhanyaprojects.co.za

Ballito, 4420

+27 10 534 5553

info@kukhanyaprojects.co.za

www.kukhanyaprojects.co.za

032 946 9023

PR OFIL E • KU KH AN YA PR OJ E C TS

SERVING THE PEOPLE Kukhanya Projects is a SANAS-accredited, Level 1 BBBEE consulting engineering firm focused on uplifting disadvantaged individuals, communities and upcoming businesses.

H

eadquartered in Ballito, KwaZulu-Natal, with its Gauteng offices located in Boksburg, Ekurhuleni, Kukhanya Projects looks to improve the lives of its fellow South Africans through the implementation of innovative, sustainable solutions in the built environment space.

The 100% black-owned consulting firm is headed up by managing director and company principal Mbongeni Mabuza, who is actively involved in a wide range of institutional strengthening and development projects and initiatives across the continent, specialising in housing, water and sanitation projects across the continent.

Beyond South Africa, Mabuza has extensive experience working in countries such as Lesotho, Zambia, the Congo and Gabon.

Kukhanya Projects’ vision is to be a leading company in bringing services within the infrastructure and built environment sphere to all citizens.

Underpinned by quality and absolute professionalism, the company seeks to provide cost-effective and sustainable engineering solutions to its clients in the public and private sector.

The company’s expertise in the realm of project management is founded on the extensive experience it has gained on projects of all scales – from small business development initiatives to

interventions focused on the provision of services to informal settlements valued in the hundreds of millions of rand. No task is beyond solving.

Informing the company’s capabilities are a set of values that drive its everyday operations. These core values are: • upholding the integrity of societal values and the engineering doctrine •a cquiring and effectively transferring knowledge • pursuing innovation • rendering a world-class service beyond measure • ensuring relevance in every sense – to the company mission, to its clients’ present-day challenges, and to improving the lives of people for all backgrounds.

KEY COMPETENCIES The Kukhanya Projects team has over the 50 years’ combined experience in project execution – from inception to handover stage – with a focus on quality, time management, costeffectiveness and client satisfaction.

The company’s bread and butter is its exceptional civils project and programme management acumen.

From conceptualisation to financials, training, implementation and everything in-between, every stage of a project is expertly accounted for and covered, leaving clients to focus on their own pressing daily operational concerns.

These proficiencies include the specialised field of procurement management, to ensure projects and tender documentation are specified correctly, and that the appropriate systems are in place to ensure adherence to the strictest tendering and purchasing processes.

CIVILS FOCUS AREAS Kukhanya Projects has extensive experience in a vast array of civil engineering projects, with a scope of work that includes the following: • prefeasibility and feasibility studies • project/programme formulation, design and planning • strategy formulation of sustenance in services provided to clients • project inception reporting • project design and documentation • development of responsibility and management structures • construction project management • landfill design and management • water demand management.

Whether working with the public or private sector – on civils projects that range from sanitation infrastructure to the building of schools – Kukhanya Projects is a valued partner that constantly seeks to improve South Africa’s built environment and further the economic emancipation of its populace. Through innovative solutions, sustainable development is possible.

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Manufacturers, designers, exporters and distributors of quality water management systems

LEADERS IN WATER MANAGEMENT SYSTEMS

Global pioneers in the design, development and production of advanced engineering plastic products for the water and other specialised polymer engineering products since 1980.

Testing and quality procedures All products are tested to the most stringent requirements.

Because of previous system failures in the field, due to questionable product quality and poor installation, we fully assemble and test all our valve boxes, meter boxes and aboveground meter box assemblies up to 24 bar for three minutes.

Lea��r� �� ��� �n�us��� f�� ��mos� 40 �e�r�

About us Davis & Deale Irrigation have been in the technology of developing, manufacturing, marketing and exporting of water-related innovative products since 1980.

Mr Davis has many past and current patents held in water-related and other polymer products.

www.davisanddeale.co.za

Contact Details

Physical Address

Postal Address

Office: +27 (0)11 827 2460 Fax: 086 619 0799 E-mail: tarynne@convertek.co.za

6-8 Coert Steynberg Street Van Eck Park Ext2 Brakpan

PO Box 5070 Delmenville, 1403 South Africa

PR OFIL E • DAVIS & DE A L E Davis & Deale and Conver-Tek have been respected suppliers of waterrelated and injection moulding products for over 41 years. They design the concepts, develop the products, build the tools and perfect the optimum production workflows from concept to finished product, all under one roof.

Rooftop solar at the Brakpan plant

The power to perform in the water reticulation market

A

s group companies, Davis & Deale and Conver-Tek’s reputation for excellence has always been based on innovation, working the problem and finding solutions.

In this respect, the unexpected arrival of Covid-19 really put that to the test, with the group responding by rapidly adjusting its processes to meet production targets in a safe and efficient manner.

The Level 1 BBBEE supplier’s solutions are being installed on municipal water infrastructure projects nationally. Key metros include the City of Ekurhuleni, where the company has been supplying quality, affordable water-related metering and packaged products for close on 20 years.

“As long-standing suppliers, we appreciate the ongoing input received from the City’s engineers, water maintenance supervisors, and contractors.

This has been instrumental in helping us perfect the design and development of many key products. A prime example is our Above Ground Box (AGB) and Meter. We believe this product has set the benchmark for durability, quality, and performance over the past two decades,” says founder Bevan Davis.

Davis & Deale and Conver-Tek have set up an education trust to support employee learning and skills development

COMBATTING CLONES Products manufactured by Davis & Deale and Conver-Tek are subject to rigorous quality control. Each unit is pressure tested to 24 bar for three minutes, guaranteeing a world-quality technical standard.

“Some producers supply moulded boxes and parts using below-spec materials and sizes, which reduces prices, yet it’s evident from failed products frequently seen in many municipal areas. Where product failures, excessive leaks and breakages occur, you can be certain that this is a counterfeit, not genuine, item. We therefore strongly recommend that specifiers only use products from accredited sources, where proven quality and a robust track record of at least 10 years have been established,” Davis stresses.

MANAGING POWER SECURITY Market leaders are defined by their response to threats and opportunities. In South Africa’s case, load-shedding has become one of the biggest hurdles to business continuity.

“Aside from downtime and wasted materials, extended power outages have the potential to damage our high-tech equipment. For example, the expensive engineering polymers used to form product components can crystalise in the injection moulding machines, completely destroying barrels and screws,” Davis explains.

The group’s first power mitigation measure started with the installation of a diesel generator to run during peak charging hours. The generator

ensures that 24-hour operations can be maintained, when required, and radically reduces maximum demand charges.

“However, diesel is costly, so this generator was intended to form part of a hybrid system from inception. The objective was to move off the grid completely. Our key investment in achieving this is the installation of a R6 million rooftop solar system at our Brakpan factory. The seamless switchover to solar can save us over R150 000 in charges, in month one,” Davis continues.

Before committing to an off-grid strategy, an in-depth analysis was carried out in conjunction with a solar energy specialist. Production and electricity consumption patterns were monitored, assessed, and logged for a few weeks. The results of this analysis were then used to determine the correct balance between panels, invertors, and the 500 kVA output of the generator selected.

A WORTHWHILE INVESTMENT “While we could have spent the money on significant additional machinery, we realised that going off-grid was the immediate priority,” says Davis. The investment should pay for itself within four years.

“Renewable energy helps to reduce our carbon footprint, and guarantees that we are self-reliant. We are able to guarantee product supply to Ekurhuleni and other metros during these trying times. Constant power equals consistent quality – and the ability to meet on-time customer consignment delivery targets,” he concludes.

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WATER & SANITATION

ENSURING SECURITY OF SUPPLY

The provision of water and sanitation is vital to the functioning of industry and, indeed, the most basic of daily needs of every citizen. The City of Ekurhuleni is taking great strides towards ensuring an adequate and reliable supply of these basic services.

T

he City of Ekurhuleni is both a designated water services authority and water service provider in accordance with the Water Services Act (No. 108 of 1997). The service provider functions include the provision of water and sanitation services to consumers within the Ekurhuleni municipal area and operating and maintaining the infrastructure. As a water services authority, the City has a duty to provide

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water and sanitation to all consumers or potential consumers in its area of jurisdiction. This duty is subject to the availability of water resources, equitable allocation, payment of services by consumers, water conservation, land situation, debt management actions, and the economics of providing the service.

The City implements the provision of water and sanitation through its Water and Sanitation Department. The 2020/21

City-wide Service Delivery Budget an Implementation Plan of this department has nine water and sanitation provision performance indicators.

The total cumulative system input (water purchased from Rand Water) for the period from July 2020 to June 2021 was 355 078 693 kℓ, compared with 348 544 955 kℓ between July 2019 and June 2020 – reflecting a 6 533 738 kℓ yearon-year comparison increase, following the effects of the Covid-19 pandemic, population growth and socio-economic development. The City’s strategy aims to reduce water demand by minimising water wastages and increase water-use efficiency in order to ensure the longterm balance between demand and supply. The implementation of capital infrastructure projects for water supply augmentation has unfortunately been

CITY OF EK URH U LE N I

INSIGHT FROM THE EXECUTIVE MAYOR Focusing on water and sanitation, in her latest State of the City Address, Executive Mayor Alderman Tania Campbell explained: Addressing water outages The majority of our all-too-frequent water outages are caused by drops in pressure in supply from Rand Water due to Eskom outages.

To counter this, we will, by June 2023, have constructed nine additional water towers and reservoirs, in addition to the nine projects being finalised by the end of the current financial year.

The well-being of our ratepayers and residents critically depends on the updating of infrastructure to stop contamination and waste.

By the end of this political term, we are therefore targeting that: • none of our drinking water will flow through asbestos cement pipes anymore • major over-capacitated outfall sewer lines would also have been replaced in the southern and northern regions of Ekurhuleni • we aim for water losses to be reduced by a quarter.

More immediate steps over the next financial year will include the replacement of 8 000 water meters and the replacement and upgrading of sewer pipes across the city.

We will also be tightening consequence management for the illegal water connection and unauthorised consumption and damage to services, in terms of which inspection fees and stiff fines will be levied. affected by the reductions in capex and opex budgets, which have then further led to greater levels of nonrevenue water. Clearly, work is needed to get various aspects on better footing, with various approaches mentioned

by Executive Mayor Campbell in her 2022 State of the City Address.

SANITATION PROVISION The City is responsible for the sewerage system and the conveyance of sewage to the wastewater treatment works operated by the Ekurhuleni Water Care Company (ERWAT). The wastewater from the City flows to five drainage districts. The City provides water services that include bulk wastewater conveyance and a highly technical and proficient wastewater treatment service to over 2 000 industries and more than 3.5 million people.

ERWAT is currently the custodian of 19 wastewater treatment plants, treating a total capacity of 696 Mℓ of wastewater per day. The main objective of wastewater treatment is generally to allow human and industrial effluents to be disposed of without danger to human health or unacceptable damage to the natural environment.

Although there are sanitation backlogs, which are mostly visible in developing agricultural holdings, the City is strategically aligning its provision

Ensuring water security According to a World Wildlife Fund report on ‘Scenarios for the Future of Water in South Africa’, our country is approaching physical water scarcity in 2025 and [is] expected to experience a water deficit of 17% by 2030 – a situation in which climate change could worsen.

Council should therefore support ERWAT to improve the reuse and management of resources through water reclamation, green smart plants, renewable energy initiatives, sludge beneficiation, in-line turbines, just to name a few.

However, this is an entity from which we expect much greater ingenuity and motivation to fund a more significant portion of their maintenance backlogs and obsolete equipment replacement off their balance sheet.

Investment in further treatment capacity expansion to support development in the City alone requires an estimated R2.5 billion over the next five years, for which we are considering the utilisation of the build-operate-transfer mechanism.

of sanitation services to informal settlements with other cities and ensuring that it is sustainable.

Access to dignified, hygienic and sustainable sanitation services in the City remains a key priority to attract investors to grow the economy and includes communities of informal settlements that use chemical toilets that are not enough in number or sustainable in terms of the cost of services. It has been observed that there has been a growth of informal settlements in the City, which fosters demand for chemical toilets. With the densification of urban areas through informal settlements, greywater management affects living conditions and the environment in surrounding settlements.

2020/21 PERFORMANCE Like most of the country’s municipal entities, the City of Ekurhuleni’s Water and Sanitation Department experienced budget cuts during the 2020/21 financial year, which affected most of its projects.

Notwithstanding the challenges experienced, which, among others, include the ageing sanitation infrastructure and an increased demand for sanitation services, the City recorded commendable progress. Some of the key performance highlights included the provision of chemical toilets in the area’s informal settlements. The City also exceeded its target in terms of improving the reliability of water supply across the municipal area.

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OUR SCOPE OF WORKS: • HV Lines • HV Substations • Metering • Telecoms • Civils (Roads, Stormwater, Water, Sewerage) • High-Mast Lighting and Streetlights • Renewable Energy – Solar

CONTACT US: www.onpointontime.co.za +27 (0)11 805 1617 nit 9, Le Roux Business Park, U 910 Richards Drive, Halfway House, 1685

PR OFIL E • ON POIN T ON TIM E SOL UTI ON S

DELIVERING EXCELLENCE ON POINT ON TIME On Point On Time Solutions is an innovative and forward-thinking provider of broad ranging electrical, telecommunications and civil engineering services to a diverse client base in the Southern African region.

O

n Point On Time Solutions is a Level 1 BBBEE Contributor that takes the development and empowerment of previously disadvantaged groups into consideration. As a 100% black woman owned company, we endeavour to operate in a way that promotes the interests of broad economic development and sustainability.

The firm is distinguished by its fullservice solutions approach, which includes the installation, testing, commissioning and maintenance of electrical and telecommunications infrastructure, as well as civil consultancy services. We strive to deliver leading solutions with a consistent focus on innovation, quality, integrity and a diligent sensitivity to the protection of the environment.

OUR EXPERTISE The On Point On Time Solutions team has extensive experience, particularly in the construction and maintenance of electrical, telecommunications and civil

infrastructure. Our hands-on expertise has been developed through the successful completion of various related projects all over South Africa.

This experience, combined with our workforce – which is made up of local skills – has enabled us to employ highly qualified engineers and linesmen/technicians, who, beyond their valued skills contribution, also bring new dimensions and diversity to our company. In light of this, we are confident we can handle any project, both locally and regionally.

Our scope of works typically includes the construction, installation and maintenance of HV lines and substations, metering, telecommunications, civils work (roads, stormwater, water and sewerage), high-mast lighting and streetlights, as well as renewable energy, particularly solar and wind power.

We have successfully delivered on projects of hugely varying scopes and scales, for clients in both the public and private sectors, including

municipal authorities like the City of Ekurhuleni, multinationals such as MTN, and South Africa’s national power utility, Eskom.

OUR MISSION With everything we do, we aim to achieve the highest quality on our work without ever compromising on safety and always strive to live up to our motto, ‘Excellence Delivered on Time’.

When taking on any project, our three main objectives are: • to complete our project within the targeted time, according to the highest standards • to execute our assigned tasks with the utmost of our capabilities, deploying the most appropriate equipment for the job • to ensure high safety standards are adhered to at all times.

As a company committed to contributing to the development of our country’s key infrastructure, On Point On Time Solutions is a keen partner in creating a brighter, more equitable future for all South Africans.

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S E RV I C E S Landfill Site Operations & Management Transportation Management & Operations Landfill Site Rehabilitation On-site Waste Management Landfill Site Construction Training Consulting

Khabokedi Waste Management is committed to solutions that promote the green economy and sustainable development. We prioritise the empowerment of our employees with the knowledge and background skills to deliver quality waste management solutions.

Environmental Project Implementation Facilities Cleaning Chipping

C O NT A CT U S

Tel / +27 11 867 0701 / 1959 / 7775 Cell / +27 79 509 8929

Fax / 086 518 7844 Email / siphom@khabokedi.co.za

Address / 3 Chloor Street, Alrode, Alberton, 1451

Web / www.khabokedi.co.za

PR OFIL E • LEAF Y S PA C E

LeafySpace has offered world-class civil and landscaping contractor services for over a decade to help turn clients’ dreams into reality.

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he company prides itself on providing the most reliable, cost-effective and customeroriented services found in our industry. LeafySpace helps both the public and private sectors of South Africa better manage their built environment. From our home in Kempton Park, and with our success, we have been able to extend our satellite offices to all nine provinces to ensure all our customers – big or small – have the most trusted, professional and valuable landscaping, environmental and civil turnkey services out there.

Our staff and processes are not just focused on delivering for clients; LeafySpace is also committed to accelerating development and growth across the South African communities we serve. We are also deeply committed to building a sustainable environment that protects and preserves the natural resources we build with and on.

SUPPORTING SOUTH AFRICANS Our company proudly celebrates majority black ownership, as well as our status as a Level 1 BBBEE business, and supports South Africa’s growing number of similarly minded businesses. We believe that a company like ours has the opportunity to inspire others to

welcome more women and people of colour into our industry.

OUR ACCREDITATIONS Hire a professional. At LeafySpace, we have the following accreditations: CIDB

Waste Management

ISO: 45001

BCEEI

SALI

ISO: 9001

ECB & DOL

SAFMA

Waste Transporter

SAESA

BBBEE Level 1

Waste Treatment Facility

PROJECTS WE’VE COMPLETED We are proud to be working with the City of Ekurhuleni on a number of various projects under the following departments: 1. Water and Sanitation 2. Environmental Resources and Waste Management 3. Energy Department.

OUR SERVICES Civil engineering: We have extensive experience in the design, construction, and maintenance of both man-made and naturally built environments. These include public works, such as roads, bridges, sewerage systems and pipelines.

Landscaping: LeafySpace holds a CIDB grading of 7SH and is therefore well positioned to upgrade the aesthetics – and experience – of

your open spaces and gardens.

This means we can assist with landscape design, installation and maintenance.

Renewable energy: Within our specialised renewable energy service offering, we are able to assist clients with the design, manufacturing, assembly, installation and commissioning of ground or roof mounted solar panels.

Electrical engineering: Our highly skilled and trained technicians are equipped with the most current construction technology and instruction on the latest thinking and newest methods in electrical services, to design and build new electrical networks or upgrade and rebuild existing ones.

Road surfacing: LeafySpace’s road surfacing and maintenance services include the construction, installation, maintenance, removal and repair of roads and other asphalt surface types, employing cutting-edge methods.

Facilities management: Our facilities management team provides comprehensive hard and soft facilities management services that support the functionality, safety and sustainability of buildings, grounds, infrastructure and real estate throughout South Africa.

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WASTE MANAGEMENT & ENVIRONMENT

SUSTAINING A CLEANER CITY

Keeping the environment clean may not be glamorous work, but it is a vital municipal duty that has a direct impact on all residents’ quality of life.

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he City of Ekurhuleni offers a comprehensive waste management service across all 112 wards, including the informal settlements using different business model. More than 90% of the general domestic waste in the City of Ekurhuleni comes from within the municipal boundaries. Through a combination of various business models, waste collection services in the City of Ekurhuleni are rendered in-house and partly outsourced to private contractors to more than 718 655 service points in formalised areas and over 170 000 households in 119 informal settlements.

PROGRESS IN 2020/21 The City procured 27 additional new rearend loaders to build its internal capacity to improve on the quality of services rendered to its residents, also developing new public offloading facilities mainly in the townships where such facilities were in some cases totally nonexistent.

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In an attempt to ensure business continuity during labour unrest, vehicle breakdowns and other unforeseen circumstances, a specialised vehicle hire was acquired to build extra capacity as and when required. The City also introduced a ward-based education and awareness programme that focuses on ‘Keeping Ekurhuleni Clean’. This programme has recruited 1 244 participants deployed across the breadth and length of the City in all 112 wards.

The City further procured 70 tuktuks, which are three-wheeler vehicles aimed at supporting the mechanisation of informal waste pickers’ operations. The scope for Covid-19-induced business disruption in the City of Ekurhuleni has been vast considering that the municipal area is home to Gauteng’s manufacturing hub. The construction industry reported delays in the delivery of construction

materials sourced from Asia, which impacts negatively on the City’s infrastructure investment programme.

The cleanliness levels of Ekurhuleni’s central business districts have improved drastically, scoring an average of level 2 and subsequently level 1.

This improved cleanliness could be attributed to the restricted movement of people and closing down of some of the businesses during the heightened levels of lockdown. The City, through its Environmental Resources and Waste Management Services Department, has also introduced the use of mechanical blowers for street sweeping, as opposed to the use of brooms, as part of improving the operational efficiency.

CHALLENGES Some of the challenges experienced within the operational environment during this time have included: • Increased volumes of waste as a result

CITY OF EK URH U LE N I

of ceased recycling activities by informal waste pickers attributed to the declaration of the national Covid-19 lockdown.

• The turnaround time for repair of vehicles at repair workshop prolonged by shortage of spares as a result of national Covid-19 lockdown.

• Low fleet availability, due to long turnaround times on repairs and maintenance have proved to be a huge headache for service delivery.

• Access control to the landfill sites has been compromised due to an enforcement focus in other areas, which increases illegal entry into the sites.

• The confinement of residents indoors resulted in a phenomenon of late delivery of bins to the kerbside, resulting in increased missed collection.

• Burial space has proved to be a serious challenge for the City, with very few residents embracing cremation as a burial method of choice.

• By-law enforcement was one of the biggest challenges during the lockdown period, which led to unintended consequences such illegal dumping, burning of tyres, etc.

• All infrastructure projects were affected by the lockdown, which prevented a number of activities on many of the capital projects, thereby affecting performance on expenditure. Some of the projects were affected by material supply shortages, etc.

• Overtime expenditure continues to be one of the key cost drivers that could be directly linked to some of the shortcomings, including a shortage of refuse collection trucks mostly on account of breakdowns and unplanned work stoppages by workers.

ENVIRONMENTAL PROTECTION The review of the City of Ekurhuleni’s Bioregional Plan (2020) has been concluded, which will ensure the planning for biodiversity patterns and processes will be undertaken with relevant and current biodiversity trends.

The City’s revised Bioregional Plan will replace the existing 2015 iteration.

A Bioregional Plan is a tool that guides and informs land- and resource-use planning and decision-making by a full range of sectors whose policies, programmes and decisions impact on biodiversity, in order to preserve longterm functioning and health of national or regional priority areas known as critical biodiversity areas and ecological support areas. It is therefore the official reference for biodiversity priorities that need to be taken into account in all land-use planning and decisionmaking processes.

The City continues to play an integral part in the Environmental Management Inspectorate, which is a national network of environmental regulators tasked

with monitoring compliance with environmental legislation and taking enforcement action against noncompliant persons and entities.

In this regard, the City cultivates a strong relationship with provincial and national government and law enforcement agencies to conduct compliance inspections at industrial premises and to respond to environmental offences such as pollution incidents and unlawful developments.

The City uses a variety of enforcement tools such as administrative notices and criminal prosecutions to ensure that environmental offenders are made to account for their actions and that any environmental impact is rectified.

INSIGHT FROM THE EXECUTIVE MAYOR As concerns waste management and various environmental aspects within Ekurhuleni, in her 2022 State of the City Address, Executive Mayor Alderman Tania Campbell spoke to a number of important points: Climate and environment Weather conditions associated with climate change cause floods and pummel infrastructure. We therefore need to see that we reduce our contribution to the causes of extreme climate events.

The Global Covenant of Mayors recently awarded the City of Ekurhuleni three badges for Climate & Energy for its achievements towards low-emission, climateresilient and sustainable energy future, yet much more remains to be done.

We have also resolved to align our environment and waste goals for our term in office, aligning ourselves with the C40 Network protocols on climate change.

Under MMC Du Plessis [Environment and Waste Management Services], our Environment and Waste Department has been hard at work to deal with rehabilitating infested waterbodies, targeting the protection of wetlands, reopening two inoperative landfill sites, and dealing with illegal dumping around the city.

Cleaning up the city Their maintenance activities have increased significantly in pace – particularly grass cutting at parks and cemeteries after emergency funds had to be allocated due to insufficient fund allocation by the prior administration.

Clean-ups have commenced in the central business districts – once the jewels of our city – to entice businesses back.

Over the next financial year, these activities will continue, in addition to the following…

A programme to roll out 240 ℓ wheelie bins to backyard tenants, starting in Thembisa, has commenced to mitigate illegal dumping.

All five of our landfill sites will be operable, with gas wells operating at four of them.

We will also introduce waste separation-at-source at all municipal buildings and will ask the support of Council to pursue the establishment of an alternative waste treatment facility in the north of the city.

By the end of the political term in 2026, we target to have established a fully completed plastics recycling facility in conjunction with Oxfam SA and other investors.

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We offer integrated, strategic corporate services and client-specific business solutions that leverage technology, people and processes to enable sustainable value creation.

TECHNOLOGY SERVICES Our Technology Services division provides, maintains and manages end-to-end enterprise applications and technology solutions.

• Enhance Operations • Reduce Total Cost of Ownership • Support Effective Decision Making and Business Management

BUSINESS CONSULTING

MANAGED SERVICES

Ulwembu Business Services helps clients optimise their ICT environment using innovative solutions.

• ICT Infrastructure • Networking and Cabling • Systems Integration • Systems Automation • Cloud Services • eHealth Solutions • Business Process Outsourcing • Human Resourcing

Our fully integrated Managed Services monitor the physical infrastructure environment.

• Fibre and the Network • IT Service Desk Management and Support • IP Layer (including data centre and cloud services) • Application Layer (with the addition of quick, straightforward integration)

PR OFIL E • U LWEM BU BU SIN ESS S E R V I C E S

USING TECH TO DRIVE TRANSFORMATION Ulwembu Business Services is a black-owned management consulting and information and communications technology (ICT) services company that facilitates the transformation of private and public enterprises to optimised, digitised organisations.

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he company operates in South Africa, as well as across the continent, and focuses on key areas of ICT that leverage technology, people and processes to create sustainable value for its clients.

Ulwembu Business Services delivers, maintains and manages end-toend enterprise applications and technology solutions, and provides enterprise development and business consulting services that focus on improving performance, streamlining processes, and optimising clients’ business efficiencies.

TECHNOLOGY SERVICES The company’s Technology Services arm provides, maintains and manages end-to-end enterprise applications and technology solutions that enhance operations, reduce total cost of ownership and support effective decisionmaking and business management.

It supplies, supports and maintains complete ICT infrastructure solutions, which include networking and cabling, as well as advanced automation and control. The latter encompasses solutions such as systems integration, access control and CCTV, integrated building management systems, and monitoring and control centre capabilities to optimise building security operations and general property management.

MANAGED SERVICES The Managed Services arm provides an array of offerings to address clients’ IT needs, as well as the needs of their clients’ users. This includes IT service desk management, which entails extensive IT support services, and the specialised Ulwembu Network Operations Centre (NOC) and Security Operations Centre (SOC). The NOC deploys leading technologies to monitor, detect, prevent and resolve network issues, while the SOC cybersecurity specialists are focused on

protecting customer data and intellectual property from external threats.

CONSULTING Ulwembu’s Business and ICT Consulting teams comprise experienced technical experts, field specialists and business analysts that are focused on improving performance, streamlining processes, delivering comprehensive ICT solutions and creating business efficiencies for clients. They form the company’s Centre of Enterprise Development, which services and supports businesses using innovative strategies and proven methodologies.

Areas of focus for this arm of the business include enterprise programme management, business process outsourcing, resourcing services and ICT consulting.

SMART INTEGRATION Unlocking digital integration lies at the heart of creating efficient, future-proof cities.

With a partner such as Ulwembu Business Services’ Smart Integration business unit, creating smart precincts and cities – where all operational aspects can be securely monitored and controlled from a central point – is within reach.

Smart Integration’s Smart City offering comprises: • smart energy management (building management systems) • smart CCTV solutions • smart access control • integrated intelligent operating centre (IIOC).

The company integrates all of the above, including functions like smart traffic, visitor management, security, energy management and measuring, environmental control as well as an IIOC to bring it all together.

In this respect, Smart Integration has delivered a feasibility study for an IIOC design

encompassing police, emergency services, CCTV, City Power, Rand Water, the JRA, traffic control, and the integration of other entities in the City of Johannesburg (CoJ). The company also sits on MTC’s panel, which advises on and delivers smart city services to CoJ.

WHY CHOOSE ULWEMBU? So, what is it that makes Ulwembu Business Services unique? The company helps its clients optimise their business investment and achieve the desired outcome without compromising on service quality, by: • understanding their business challenges and delivering on promises – on time and within budget • delivering solutions that offer real benefits and business efficiencies • providing a consistent level of work • using open-source platforms where possible and delivering other cost savings • focusing on developing client relationships through open communication, hands-on involvement and ease of engagement • being actively involved in clients’ daily operations, buying into their vision and becoming part of the team that drives their success.

Furthermore, every step of the way, Ulwembu Business Services embodies its company values of being people-driven, innovative, customer-focused, collaborative, and guided by integrity.

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SERVICE DELIVERY

EFFECTIVE OVERSIGHT GOES A LONG WAY Service delivery is at the heart of all municipalities’ mandates and guiding frameworks. Effectively bringing new services to those who most need them while ensuring the level of existing services remains high and efficient is a delicate balancing act the City of Ekurhuleni seeks to maintain.

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he City of Ekurhuleni has undertaken the coordination of the provision of interim basic services in the municipal area’s 119 informal settlements, including reblocking where applicable, in its endeavours to implement its Pro-Poor Agenda. The various services delivery departments in the City render services such as waste management, roads and stormwater, disaster management, health, water and sanitation.

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HEALTHCARE The City established a number of key service delivery priorities during its 2020/21 reporting period, including the reduction of HIV transmission from mother-to-child – to below 2% – and increased access to antiretroviral therapy by increasing the number of eligible patients, thus increasing the life expectancy of citizens in Ekurhuleni.

During the reporting period, a motherto-child HIV transmission rate of below

2% was achieved, which could also be attributed to, among others, improved implementation of the Prevention on Mother-to-Child Transmission (PMTCT) of HIV Programme interventions and proper policy implementation and monitoring.

WATER AND SANITATION The City, through its Water and Sanitation Department, had budget cuts during this period, which affected most of its projects. Notwithstanding the challenges experienced, which among others included ageing sanitation infrastructure and an increasing demand for sanitation services, the City recorded commendable progress. The City continued to maintain the Blue Drop standard status of above 95% with regard to water quality compliance. Some of the key performance highlights included

CITY OF EK URH U LE N I

the provision of chemical toilets in informal settlements.

Access to dignified, hygienic and sustainable sanitation services in Ekurhuleni remains a key priority to attract investors to grow the economy and be inclusive of informal settlements. There has been an unfortunate growth in informal settlements in the municipal area, which fosters demand for chemical toilets. With the densification of urban areas through informal settlements, greywater management affects settlements’ living conditions and the surrounding environment. Despite this population growth and densification, sanitation service has been improved to a service ratio of 1:5 families, significantly down from the previous figure of 1:10. While this seems to be an acceptable level, it is not sustainable in terms of cost, especially as the service is outsourced. This still needs to be further improved to attain a 1:1 ratio of services.

BASIC SERVICES The City of Ekurhuleni committed to broadening access to improved, dependable and impactful basic services as part of its pro-poor focus. The City made worthy strides in extending the provision of basic services to the poorest communities residing in informal settlements while maintaining good service provision

in areas where services had long been provided. Resolving service blockages speedily and addressing service backlogs took centre stage during the previous financial year.

The City also focused on improving the infrastructure that supports the provision of basic services. This entailed the repairs, replacement and upgrading of water and sewer infrastructure to ensure consistent and predictable supply of basic services.

The City also implemented a number of programmes pursuant to improved refuse collection, recycling and disposal. During the last financial year, the City adopted a decentralised model for the delivery of refuse collection services at 10 depots responsible for the catchment areas, through 20 customer care areas.

GOOD GOVERNANCE The City of Ekurhuleni has identified, in its strategic plans, the building of good governance as one of its priorities. Effective governance, maximum efficiencies and effective service delivery will be derived if corporate governance becomes a culture that is entrenched at every level of management. To achieve this, it is vital that better awareness of the principles of good corporate governance is created throughout the City and its entities.

Municipal entities are independent external mechanisms that perform municipal services on behalf of the City and form part of the municipality’s institutional arrangements. Despite their independence, the City remains legislatively obliged to ensure that municipal services are delivered in accordance with its objectives and legislative mandate.

Effective service delivery depends on the City, its entities and partners to work towards a common purpose.

HITTING TARGETS During the 2020/21 financial year, the City of Ekurhuleni committed to a total of 100 targets across the ambit of its operations as unpacked in its Service Delivery and Budget Implementation Plan (SDBIP). Against these commitments, 76% of its targets were achieved, while 24% were not achieved. The committed targets were contributed by the 26 departments and entities for the citywide SDBIP. Of the 26 departments and entities that committed to the targets, 11 departments achieved 100% of their planned targets.

Three departments and two entities achieved 50% and less of their planned targets, with the Brakpan Bus Company and Service Delivery Coordination achieving none of their planned targets.

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P ROFI L E • CA RNI VAL CI TY

OFFERS THE PERFECT GETAWAY FOR

BUSINESS AND LEISURE Sun International’s Carnival City Casino in Gauteng is a playground destination for families and business travellers alike.

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ocated on Johannesburg’s East Rand, and with easy access for those travelling to or from O.R. Tambo International Airport, the complex truly lives up to its name as a fun entertainment venue for all.

Carnival City hotel offers 105 four-star rooms, from standard rooms to junior and king suites, as well as accessible accommodation, conveniently within

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easy access to popular shopping precincts and malls.

Under Carnival City’s big top tent, visitors encounter all the exuberance of a travelling circus and fairground – jesters, rollercoasters and bright, bold colours all compete for sensory attention. At Carnival City, dreams can come true and your inner child can come out to play.

MAIN ATTRACTIONS The central attraction is undoubtedly the world-class licensed casino, with its exciting variety of casino slots and table games, comprising American roulette, blackjack, baccarat and poker. From Group-wide tournaments to property-specific promotions and draws, there are always prizes aplenty to be won.

PR OFIL E • C ARN IVA L C I TY And not just for the punters in the casino, but for the entire family. Carnival City is a convivial place where your inner jester will feel right at home and the whole family – from the youngest to the oldest – can have fun, fun and yet more fun.

From the regular concerts, and other family-oriented events, coupled with a great selection of restaurants and other entertainment venues, it all blends together to serve up a feast of fun for everyone, seven days a week.

EVENT SPACES When it is time to press pause on the fun, Carnival City offers a convenient and cost-effective multi-venue conference and banqueting destination. The complex boasts up to 10 individual conference venues from which one can host

corporate seminars, banquets, exhibitions, fashion shows, product launches, team-building events and more.

The 3 500-seater Big Top Arena has played host to some of the biggest shows in Gauteng, including local and international acts such as James Blunt, Chris Rock, Russell Peters, Katie Melua and Barry Hilton.

It is also ideal for gala dinners. The Rio Hospitality area is perfect for conferences, workshops, corporate galas, award dinners, launches, private functions and wedding receptions, while the Festival Lawn takes advantage of Johannesburg’s climate to host live outdoor events from motorsport festivals to shows like the Great Moscow Circus and the Aussie Circus Spectacular, which delighted and thrilled.

The Mardi Gras Theatre is an entertainment venue with a capacity of up to 500, which hosts different theatre shows, comedies and musical events.

THE FUN NEVER ENDS There is energy at every turn: from the ringing and flashing of the arcade games at The Magic Company to Lazer Zone, 10-pin bowling, X-Rider and go-kart racing.

Funfair rides are available on weekends at the Pocket Park.

Ster-Kinekor boasts six theatres featuring the latest blockbusters. Friendly, professional childminders at the Kidzone Creche also give parents an opportunity to relax while they look after kids aged 4 to 12.

The property offers dining to suit everyone’s tastes, through a wide selection of restaurants and fast-food outlets. Carnival City encapsulates a fairground foodie vibe.

Carnival City is the ideal playground to share a drink with someone special or have colourful cocktails with friends and colleagues.

Designed as the perfect conference, play and stay destination, Carnival City has it all.

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P ROFI L E • E A S T R AND MAL L

A retail paradise East Rand Mall opened its doors in 1992 and has become a popular shopping destination for the residents of Boksburg, Benoni, Brakpan, Kempton Park and further afield.

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ast Rand Mall is a 68 000 m2 regional shopping mall situated a mere 7 km from South Africa’s busiest airport, O.R. Tambo International Airport. Located off the R21 on Bentel Avenue, this mall serves as a gateway to the greater Boksburg area.

The mall’s well-planned tenant mix includes all of South Africa’s major chain stores, as well as a host of smaller

specialised clothing stores, making it a fashion must-see destination on the East Rand.

SOMETHING FOR EVERYONE You’ll find a range of entertainment options at East Rand Mall – among them a kids’ cinema area and seven-cinema centre, a Galaxy Bingo, restaurants and coffee shops.

The mall has over 160 stores and a parking area consisting of 1 489 covered and 2 359 open spaces. There are accessible disabled parking bays at each entrance.

As one of the retail pillars in the East Rand, the mall is always looking for ways to improve the shopping experience available to shoppers.

Redefine Properties and Vukile Property Fund, East Rand Mall’s owners, undertook a major renovation project in 2015.

By redeveloping the mall, an additional entrance was added, increasing the overall floor size and finally combining the old (state of the art in the 1990s) with a more modern global design.

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