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KEY OPERATIONS Civil Engineering Works | General Building Works | Professional Consulting | Concrete Works | Topographical Surveying | Asphalting

CIVIL ENGINEERING WORKS Built environment | Water | Sanitation | Raods & Stormwater Mining & Industrial Facilities | Transport Nodes

GENERAL BUILDING Healthcare Facilities | Laboratories | Housing Offices | Educational Facilities

A dynamic company geared towards delivering complete construction consulting and contracting solutions

All you need for building creative & professional construction

+27(0)12 567 7831 | +27(0)14 592 0354


Verified Level 1 BEE Vendor Accredited with: CIDB SAFCEC SABTACO NHBRC

CIDB GRADING: Grade 9CE PE • Grade 8GB PE • Grade 7SB PE

www.ditshimegaprojects.co.za


South Africa


contents

One-on-one with Executive Mayor Solly Msimanga

4

Proud achievements for the City of Tshwane

Strategic intent for the 2017 – 2021 financial years

17 18

2018 State of the Capital Address

20

Improving service delivery

24

Financial highlights

28

Adopting a pro-poor budget Digitising Tshwane’s investor portal Infrastructure upgrades

31

36

42

Interview with MMC for Human Settlements Mandla Nkomo

48

Spatial planning in the City

54

Understanding the issuing of title deeds

published by

63

Publisher Elizabeth Shorten

No. 9, 3rd Avenue, Rivonia, Johannesburg PO Box 92026, Norwood 2117, South Africa t +27 (0)11 233 2600 f +27 (0)11 234 7274/75 www.3smedia.co.za Please Note: CITY OF TSHWANE 2018 statistics have been taken from publicly available documents that may or may not reflect the absolute correct numbers applicable at the time of going to print. NOTICE OF RIGHTS This publication, its form and contents vest in 3S Media. All rights reserved. No part of this book, including cover and interior designs, may be reproduced or transmitted in any form or by any means, without permission in writing from the publisher, nor be otherwise circulated in any form other than that in which it is published. The authors' views may not necessarily reflect those of the publisher. While every precaution has been taken in the preparation and compilation of this publication, the publisher assumes no responsibility for errors, omissions, completeness or accuracy of its contents, or for damages resulting from the use of the information contained herein. While every effort has been taken to ensure that no copyright or copyright issues is/ are infringed, 3S Media, its directors, publisher, officers and employees cannot be held responsible and consequently disclaim any liability for any loss, liability damage, direct or consequential of whatsoever nature and howsoever arising.

Managing Director Candice Landie Executive Head Neilson Kaufman Head of Design Beren Bauermeister Chief Sub-Editor Tristan Snijders Sub-Editor Morgan Carter Production Manager Antois-Leigh Botma Production Coordinator Jacqueline Modise Financial Manager Andrew Lobban Administration Griselda Smith Distribution Manager Nomsa Masina Distribution Coordinator Asha Pursotham

www.tshwane.gov.za


I nt e rv i e w | E x ec ut iv e Mayo r

Why Tshwane is

brimming with possibility

“The City of Tshwane is pregnant with so many possibilities. In my mind, it could be the shining star of Africa in terms of good governance and opportunity provision. Yes, there’s a lot that needs to be done but we are working very hard and we want to invite all the residents and people in higher arches of government, at provincial or national level, to work with us so that we can make Tshwane an ideal African city.” – Solly Msimanga, Executive Mayor of Tshwane With August 2017 having marked your first year as Executive Mayor of Tshwane, what has the journey been like thus far? SM The first year in office has been very challenging and we have had a very steep learning curve. When we arrived in office, we knew there were things that we didn’t know. Most interesting though were the things that we didn’t know we didn’t know. We had to deal with a whole lot of financial mismanagement issues. We had to deal with unrest from

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communities, and political upheaval. Some community unrests were genuine, which we had to address and are still addressing – stemming from years of backlog and neglect. However, we also found that some of the protests were politically stoked, rather than having to do with service delivery; people were paying for community members to protest. We once had a group of people who were brought in a minibus to protest outside our chambers. Furthermore, we had to go through a lot of court processes because, when

we came in, we found many illegal contracts in the City that needed to be cleaned. So we had to figure out how we were going to clean those contracts we could and get out of others. We were successful in coming out of a multibillionrand contract that the judge agreed had been illegally entered into. Even though the judge ruled in our favour that we can terminate the contract, the judge has also given us time to revert with a just, equitable solution where we can decide whether we want to take the electricity

meters supplied through the contract or not. We are now also dealing with a transport contract. The City decided to sell a huge chunk of its fleet and we’re finding ourselves renting a fleet – which is an expensive exercise that doesn’t make sense. We are not sure why the decision was made to sell the fleet, but it was very interesting to discover that some of these transport companies’ directors were employees of the City of Tshwane. Be that as it may, we needed to stop the bleeding of the City’s finances. We needed to ensure that we employ professional people; for example, the City’s old Metro police chief has been replaced by a highly qualified policewoman with over 30 years’ experience. In terms of top management, we have


Interview | Ex ecutive M ayo r

brought in qualified people who have the experience to get the work done. We are indeed getting there. As regards the service delivery backlog, we have had to own up to ensure that we fix some of the issues going forward. We’re sitting with a backlog of infrastructure development in the City that stretches into billions. And that includes maintenance too. To give you an example, we’re talking over R10 billion just to deal with the upgrading of water and sewer infrastructure in Tshwane. We have started putting together a maintenance plan and have chosen to stagger it, as we know that we’re not going to be able to do everything at once. We have also opened communication processes and channels, which I’m happy about, as it makes for a more transparent system, especially concerning Expanded Public Works Programme jobs. Other government departments are even adopting this system from us, and asking us how we get it right. In July 2017, during an interview on Jacaranda FM, you made an announcement to residents in the north of Tshwane to be patient while construction continues. What infrastructure investments are being made in the north, and why has this part of the City been earmarked? The northern part of Tshwane – regions 1 and 2 – has been neglected for a very long time. The infrastructure, especially in region 2, is non-existent;

hence it makes sense to turn our focus there. Part of my dream is to breathe economic life into that particular area, which you cannot do in an area that lacks basic infrastructure. We have recently opened up a new water reticulation plant in Hammanskraal, which is doing well. It’s now a matter of connecting stand pipes to the plant itself so that people can get water flowing directly into their homes. We are negotiating with provincial government – as well as the chief in that particular area, because this is also traditional land – to fasttrack the building of houses for the people. During your inaugural State of the Capital Address, you promised to raise R10 billion in investments during your term. In mid 2017, you were R2.3 billion into keeping your word after securing investment funds to improve infrastructure. Has this investment figure grown further? And what has been your strategy to make the City of Tshwane appealing to potential investors? We have set this R10 billion target for our term, but it seems as though we may even exceed it – greatly. We are in talks with a few companies that have already invested in the City, but that are looking at expansion at a minimum cost of approximately R2 billion. I’ve just returned from the UK, where I met with the London Chamber of Commerce of Industry and the London Stock Exchange, and I am happy to note that

there is keen interest to invest in Tshwane. By mid-2019, we believe we will have a lot more finances being pumped into the City. The idea is to ensure that we attract a minimum of R6 billion a year. Although we’ve set a target of R10 billion over five years, I’m realising that if we are to move the economy as its supposed to be moving in Tshwane, we’ve got to do much more than originally planned. We are not naive to the economic climate globally and in South Africa, but that doesn’t stop us from pushing to do what we can. South Africa has not been positively received given the passing of expropriation of land without compensation, particularly by the US, UK and Australia. You mentioned your recent trip to London... what impact does expropriation without compensation have on potential investments in Tshwane? Being constitutionalists, our administration believes that the Constitution has provision for how land can be exchanged. We’ve never been in support of expropriation without compensation, which I think has gone a long way into clearing things up with international investors who would then want to come into the country. In the City of Tshwane, we will ensure that, once they invest, their assets will be protected. This has been our message when we go out seeking potential investors. Over and above that, we started a programme that

looks at the necessary steps an investor must take to get their application processed successfully. The City is cutting out all the red tape to ensure that processes are done much more quickly. We are introducing an e-system where you can apply and even submit all documents online. Our internal departments are then able to process everything much faster than before, so that we can make the experience as hassle-free as possible for the investor. Not only do we want to attract investors, we want to retain investors, too. A section of the Mayor’s Office deals with business retention. We meet with business people on a monthly basis to find out where the challenges lie, how best to provide assistance, the service delivery requirements, and how, if they are interested in bidding for international jobs, do we assist them from a municipal perspective. What is the City doing in terms of SMME development, either through small business development or the implementation of projects aimed at job creation and economic growth? If you look at our scorecard, Tshwane has already drastically increased its SMME expenditure. We are embarking on a training programme to identify and train cooperatives in how to put together bids properly and how to run their companies efficiently. But more than that, we are now teaching them how


I nt e rv i e w | E x ec ut iv e Mayo r

to interact with the City’s e-system. We want to have companies that do not rely solely on government for business. Absa has been very generous in agreeing to partner with us on this programme. We are also in communications with the University of Pretoria around a module that ensures the training we provide is accredited going forward. In terms of your participation in COP23 and your commitment to addressing climate change, what involvement is required at municipal level? The words that I used when I was asked to address COP were that we have looked at this very, very wrongly. Prime ministers and presidents are the ones making decisions around climate change, and the ones talking about these issues. It should be the other way around: it should be the people who are on the ground; the people who understand the dynamics of what is happening in their neighbourhoods. In my view, that’s how we should be looking at climate change. At City level, we are looking at the transport needs of our people. Our objective is to transport people in a much more efficient, reliable and cost-effective manner. I have people who have to leave Hammanskraal at 04:00 in order to be at work

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in the city by 07:00, so it is definitely something we are looking into. Part of what we’re doing now is looking at restructuring Tshwane’s spatial planning. As much as we know that we’re not going to be able to bring everyone into the inner city, we need to make sure that we are able to connect them, which is why transport is so crucial. Tshwane is introducing CNG buses – these are buses that are running on compressed natural gas. We have, with the help of Nissan, introduced a number of electric vehicles as well, so some of my MMCs are now using electric vehicles to move around. Our administration is also housed in one of the first five-starrated green government buildings in South Africa, and we want to ensure that, going forward, part of our plan approvals include sustainable buildings. Over and above that, we are also retrofitting some of our old buildings so that we use energy-efficient lights, and harvest rainwater for reuse and grey water for use in our gardens. These are just some of the things we are doing in the buildings we own, and we’re encouraging businesses to take that as a way of upgrading their buildings or building new, energy-efficient premises. Additionally, two months ago, we passed a policy that declares all our municipal buildings nosmoking zones. No smoking

is permitted at the entryways of our buildings, or even in municipal vehicles. We are giving more points to people who procure with us if they can prove that they are also procuring services in an environmentally friendly manner. In this way, we are trying to influence businesses to act in a manner that is in line with the City’s sustainable goals. On the subject of buildings, the mayoral mansion was sold for R5.1 million, and the money used to build RDP houses. Tell us about that. Last year, we decided to sell the mayoral house. I was hoping to get much more, but we settled on R5.1 million. With that money, we are in the process of building houses – we are going to build forty-two 50 m2 RDP houses. A standard RDP house is 40 m2. We are building houses that will benefit multiracial families living together. A black family will be living next to an Indian family, living next to a coloured family, living next to an Afrikaans family. As long as people qualify and are in need, they will receive assistance. Apart from getting rid of corrupt law enforcement officials within the City’s Metro Police Department, what other departments did you find were being exploited? Unfortunately, the question is

more like which departments weren’t corrupt! We found that there was a whole lot wrong in our social cluster. In Social Development, for example, there was an HIV/ AIDS programme where managers just disappeared. There was a programme that had money in it, but nothing was done. We also had a problem with people claiming that houses were given to councillors, or that councillors were selling RDP houses. But the biggest headache has been the sale of the City’s fleet, because now we are bleeding millions in fleet rentals. Ambulances, fire trucks, metro police vehicles, utility vehicles – most of the fleet was sold. We are also sitting with the courts because the former City Manager signed a deal that effectively gave one company almost half of the City – from Joubert Park all the way to Atteridgeville. All pieces of land and some facilities have been signed over to this one entity, which we are now trying to reverse and correct. It’s quite a challenge. Furthermore, there were forensic investigations that were started but never really followed through on. It seems that there wasn’t a drive to root out corruption, but rather one to pacify certain people. We are following up on some of these cases to ensure that we get rid of the bad apples and focus on getting on with the job of serving our people.


Interview | Ex ecutive M ayo r

The launch of the bicycle unit in Hatfield to combat crime is an interesting concept. Do you know of any other metro that has initiated this? I don’t know of any other metros that are doing this in South Africa. Our objective was to try to have visible policing, so yes, while it does help with theft on the streets, we are also able to have people who are able to assist with by-law enforcement. These officers ride around and are able to find people operating illegal stalls, report that a streetlight is out, or even pick up on a pothole that is developing. Essentially, these patrolling officers are able to assist us with a number of things beyond from crime prevention. The unit falls under the Tshwane Metro Police Department. Since the City of Tshwane launched Hope Line, there has been a significant increase in the number of calls and pleas for help by those affected by substance abuse, and 23 service-level agreements have been signed. Tell us more about the programme. The whole Hope Line programme brings essential role players together – we have churches, NGOs and concerned residents groups that have already come on board. From a City perspective, we have had to ensure we have professional people who are able to deal with the issues of substance abuse. A number of NGOs have come on

board, so we have decided that we are going to work with them in order to reach out to communities and connect us with other key role players. The University of Pretoria is assisting us with the roll-out of a programme where we rehabilitate people within the areas they reside, instead of taking people out of their home environment, placing them in semi-prisons and then reintroducing them into communities – where, two months down the line, they relapse and fall back into their old habits. What we’re trying to do is assist and rehabilitate where the drugs are found, where people are exposed to drugs every day, to make them more resilient to temptation. Of all the achievements in your first year of office, what would you consider to be the City’s proudest? One of the things is the ability to be able to professionalise the administration of the City. This is important to me. I mean, Dr Moeketsi Mosola was appointed the city manager and in that we have quite a number of other group heads who are very much highly qualified and highly experienced. I have begun to build a base from which the administration is now moving into a more professionalised manner and is one thing I am very proud of. I am also extremely proud of the fact that we are now in the year where we are able to move out of the financial

in them about the job that they do, how they look, woes from which the City how they behave, and how found itself in under the they think. It’s all about how previous term. Tshwane was one is able to overcome a municipality with a budget things. It’s all about how deficit of R2 billion that we you look at yourself versus were able to turn around in your circumstances. This is just one year. a very important life lesson We’ve made a promise to my mother instilled in me. It our people that we are going doesn’t matter that I had one to fast-track the issuing of school shirt; I had to make title deeds so that people sure that it was clean and can own houses. I’m proud properly ironed. that we are able to change To persevere is imperative. the perception of the City But more than that, to dream as unsafe and one that does is everything. Being able not care for its people to to dream and being able a City that to follow up on more people your dreams is a We’ve want to invest by which I made a principle and live in. live. I am also a firm promise to our believer in lending Tshwane wants to welcome people that we a helping hand. You people, but we lose anothing by are going to have to plan helping someone fast-track the else. I have had where people are staying, issuing of title people along the playing and who have deeds so that way working and helped me, and it people can own is for this reason execute on this, which is that I head charity houses.” something programmes like we are proud to be Make Somebody’s Christmas moving towards. a Merry One. It is something I run in my little corner and Your early childhood is my way of giving back. stories are very inspiring – Another thing I do is look coming from very humble for young people from beginnings to being underprivileged families and Executive Mayor of a major make sure they get uniforms, city. How do the tough books, stationery – everything earlier life lessons assist that they need for a new you in your everyday role? school year, so that when they Coming from a very poor go to school they can look background, one thing I like other kids and don’t feel learnt is always to be proud as though they don’t belong. of who you are irrespective Right now, my own kids don’t of your circumstances. One have to go through this, but I thing my staff will tell you know what it feels like. is how I try to instil pride

City of Tshwane 2018

7


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PROFILE | Lion of A f rica

Water-loss insurance for municipalities South Africa is a water-scarce country and the need for the implementation of effective water conservation and water demand strategies by municipalities is becoming increasingly urgent. By Tinyiko Nyamuswa

S

outh Africans are often told that the average loss of water supplied to our municipalities is in line with global standards, but the scarcity of this valuable commodity in our country means that we need to take extraordinary steps to demonstrate our appreciation for the limited amount of water available to us. Increasingly, municipalities are presented with high-tech and expensive alternatives from businesses to assist them in managing water losses, and budgets are often simply not there to implement some of these solutions. As a leading insurer of municipalities in South Africa, Lion of Africa Insurance has an established reputation spanning nearly 20 years of assisting municipalities in proactively managing their risks. At Lion, we first make an effort to understand the major concerns of a particular municipality with regard to the major causes of water losses – whether from billing issues, infrastructure maintenance and management, leakage management, unlawful connections or poor payment for services, etc. We also try

As a leading insurer of municipalities in South Africa, Lion of Africa Insurance has an established reputation spanning nearly 20 years of assisting municipalities in proactively managing their risks to understand the water demand and water conservation strategies of a municipality in order to ensure that the insurance solutions we offer address relevant needs. It is important that the water and sanitation, finance, and risk departments of a municipality have a common understanding of what is being addressed through the implementation of water-loss insurance cover.

Lion Water Loss Insurance The Lion Water Loss Insurance cover provides municipalities with a great solution for managing unintended

Tinyiko Nyamuswa, business consultant: Public Sector, Lion of Africa Insurance

underground water leaks at private homes, townhouses and complexes. This insurance provides cover to a consumer who may be surprised by a huge municipal water bill caused by a leak on their premises, while the municipality is assured of its income – thus avoiding disputes between the consumer and municipality. A monthly premium is raised on the municipal bill of the consumer. In the event of a claim, the insurance company will pay the customer’s excess water charges caused by the leak for two metering periods, if such a leak was underground and repaired. The amount claimed from the insurer is paid directly to the municipality to offset the water bill of the consumer who had the leak.

City of Tshwane 2018

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S po nsor ’s Me ssage | Dits himega P rojects and Training

All companies strive towards being the best in their fields. They put a lot of effort into achieving the best results and improving bottom lines – return on investment being the central concern. By ZD Ranta*

D

itshimega Projects and Training (DPT), like all other companies, has also been striving for the same outcomes from all its efforts. Since its inception, the company has always tried to be the best in all it does and has, to a great extent, achieved this goal. What sets DPT apart from other companies is that its aim goes beyond the traditional goals that emphasise bottom lines, maximisation of profit and minimisation of cost. It has gone beyond the usual narrow business raison d'être by exploring other noble objectives such as: • assisting its clients in meeting their infrastructure delivery targets • creating a platform for its people to practice their trade – i.e. civil engineering • debunking the myth around tendering, the notion of ‘tenderpreneurship’, and showing that awarding tenders to civil engineering professionals on the basis of their competency cannot be construed as tenderpreneurship • creating a platform on which young civil engineering professionals can

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Propelling professionals gain experience and hone their engineering skills • creating a platform on which black engineering professionals can contribute meaningfully to South Africa’s infrastructural development and, by extension, economic growth • highlighting how in-depth and industry-specific technical know-how can accelerate an enterprise to grow at a tremendous rate. The company is also mindful of the challenges faced by emerging contractors and qualifying small enterprises, such as their inability to deliver on projects owing to technical and financial constraints. DPT has successfully overcome these hurdles due to the solid team that was assembled at the company’s inception. Its appreciation of the fact that people resources are invaluable to the success of organisations helped the director to carefully select the right mix of skills when assembling a team of key personnel. It is, more than anything else, this carefully assembled team that steered this company to where that we see it today – successful and prosperous. The above imperatives are the main reasons why, as always said by Mr Ranta, he had to form this company five years ago. It was his idea that the knowledge he acquired as a professional engineer could be put to good use only if he created a company whose purpose epitomises and embodies these imperatives.

For all this to be achieved, a partnership and mutual relationship with institutions such as the City of Tshwane were imperative. Without the City’s contribution, all this could not have been possible. The professionalism and commitment to growing small business demonstrated by the City in all its dealings with DPT was a catalyst to the achievement of all the goals laid out by the company. All these could not have been achieved had it not been the City’s support for small businesses in and around the area. We, as DPT, are grateful to the City and humbled by the confidence that it has shown us over the years. We are proud to have this association with the City that has, for many years, been emphatic about civil engineering excellence. The continued growth of DPT will always hinge on its yearning for excellence while at the same time striving to empower people, build capacity and create a lasting legacy. The humble beginnings that characterise the company’s history will forever remain the motivation for it to do more and champion prosperity for itself and others. It is against this backdrop that the director of the company defines it not as business, but as space that will allow professionals to launch and propel their careers and professions.

*Mr ZD ‘Sakkie’ Ranta is the managing director of Ditshimega Projects & Training.


P ROFILE | Ditshimega P rojects and Tr a i ni ng

A home-grown success story

D

uring 2013, registered professional engineer Sakkie Ranta recognised that the industry in which he was operating was plagued by a lack of genuine passion for construction, engineering and service delivery by new market entrants, which were often looking to make quick money. Dedicated to changing the status quo, Ranta committed himself to the creation of

a dynamic company geared towards delivering complete construction consulting and contracting solutions. Ditshimega Projects began humbly with a single truck and four staff members, doing subcontracting work in an effort to showcase the expertise of its team and the company’s spirit of perseverance, resilience and dedication to achieve success for all its clients. Over the years, Ditshimega has gained

Ditshimega Projects and Training is a civil engineering company with the capabilities to deliver on a range of projects, to a multitude of clients, across diverse markets. Backed by technical and financial strength, Ditshimega is paving the way for a new age of blackowned businesses in civil engineering and construction.

experience through facing challenges head on and learning from both mistakes and successes. It now operates nationally with over 80 staff members and a fleet of over 30 newly bought trucks, with a major presence in the Gauteng, North West and Free State provinces. In addition, the company’s service offering has grown to include civil engineering work, general construction work, professional consulting, concrete works,

City of Tshwane 2018

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P R OF ILE | Di ts himega Projects and Training

topographical surveying and asphalting. According to Themba Skhosana, general manager, Ditshimega Projects, the company’s dedication to project delivery and its respect for clients have continued to form the foundation of its business operations to this day. The reason behind this, says Skhosana, is simple: to undo the perception created by some of its industry predecessors.“Breaking into any industry is hard enough but when those who have come before you under the banner of BEE have left such a tainted legacy in place by not completing projects and misrepresenting themselves, it makes what we are trying to do that much harder,” he explains.

Strong municipal foundations Much of the company’s success is grounded in its strategy to reinvest a large portion of its profits back into the business. Skhosana believes this philosophy, coupled with an outstanding work ethic, has played a role in securing local government, such as the City of Tshwane, as one of the company’s main clients.“In addition to always delivering quality projects on time, we have shown municipalities that we are here to stay.

They could see this from when they first started working with us and all we had was one vehicle to the next project where they would come on-site and find 10 vehicles. This, for them, has been a sign that we are serious and that they can partner with us going forward.” Ditshimega Projects has developed a close working relationship with the municipality and is often called upon to assist struggling contractors, help with designs, and partner with the municipality on goodwill projects for the community. Skhosana notes that part of the success of the relationship is tied in quite closely to the fact that the municipality honours its payments on time. “This is something we love about working with them; not that our other clients don’t do this, but it is something that has really helped to keep things

Stephen Khosi, procurement manager, Ditshimega Projects

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going, especially in an industry that is currently plagued by late payments. Many companies have gone under because of late payments, so we have really been fortunate to work with clients like the City of Tshwane, which pays on time,” he explains.

Pushing professional development While the company’s key focus is on delivering a full suite of civils services and becoming a preferred partner for its stakeholders, professional development is at the heart of its operations. Procurement manager Stephen Khosi, who has been with organisation for six years, notes that the company was founded on the principle of constantly pursuing professional development and creating opportunities for those who are keen to contribute to the industry.

Themba Skhosana, general manager, Ditshimega Projects


P ROFILE | Ditshimega P rojects and Tr a i ni ng

“Our managing director had the vision for this company when he was still in university. So, it came as no surprise that by 2015, we had already started creating opportunities for young graduates in the field of civil engineering because creating a platform for people to practise their craft was what he wanted. We soon readjusted this view to include youth straight out of school who were interested in getting into this industry, and motivated them to study and develop further.”

Taking risks According to Khosi, Ditshimega never considered poaching highly qualified people from other companies in order to grow.“We are not afraid to take risks; this is why the average age of our employees is 27. We are not afraid to take people without experience and give them an opportunity to gain real-world expertise on complex projects,” he explains. The company has an impressive portfolio of successfully completed projects, including civils and water reticulation projects, upgrading sewerage networks and school infrastructure for a variety of customers. Many of these complex projects were completed by young staff members who, at the time, had been in the industry for only two to three years. Ditshimega is strategic in its approach to everything, including the selection of its teams for projects. Skhosana notes that everyone is placed on a team to promote knowledge sharing and growth. “We believe there is something to learn from every encounter. And we constantly drive this point home among our staff. We believe that everyone on-site is an equal: from the qualified engineer to the person sweeping the site. It takes a team to complete a project and respect is paramount. There is always something to learn from the next person and we encourage our young engineers to go into projects with this attitude.”

A well-rounded team Since inception, the company has accommodated 40 students from universities around the country in their experiential training and development within the industry.“Our training programme typically runs in six-month intervals. So, we would take in around 10 students in the first six months and then retain the best ones, who were a fit for the company, and release the others once done with their experiential training. On average, we would retain around four or five


P R OF ILE | Di ts himega Projects and Training

to investing in its people but it is dedicated to investing in the plant and equipment that empowers the company to deliver on time and within budget. When it comes to software and machinery, Ditshimega prides itself on being at the leading edge of technology. “The fact that the company is run and managed by young people means that we are not afraid to explore new technology,” Khosi notes. For the professional work it does, the company spends millions of rands on software and boasts the latest machinery. Ditshimega has made a point of purchasing all of its equipment and vehicles brand new and, at the time of publication, is one of only two companies in Africa to own and operate Apollo’s renowned AP600 paver.

A financial success story

of the students. This process allowed our company to grow but also to remain quite young; so, essentially, this company was built by driven young people. Many of the people working for us today started here as their first job and they are still with us,” Khosi notes. The company is well rounded in terms of personnel and includes engineering technologists, quantity surveyors, land surveyors, building technicians, occupational health and safety professionals, and an ever-present support structure of procurement,

finance and administration personnel. Over 90% of Ditshimega’s staff hold post-matric qualifications, of which about 70% are registered with their respective professional bodies. With that said, the company is not about to rest on its laurels, with the managing director recently having issued a directive for all staff to go back to school to further their education. The company is set to cover the costs.

Investing in technology Ditshimega is not only committed

This philosophy is a far cry from where the company started and, for Skhosana, represents one of the company’s greatest achievements. “Having been the one who dealt with obtaining credit facilities to hire equipment and purchase materials, and trying to convince financial institutions that we could handle the projects we worked on, I’m proud of the fact that I don’t have to call them anymore. Today, they are the ones coming after us.” Ditshimega now has an existing facility with one of the major banks and Skhosana notes that they are regularly approached by other banks wanting to buy them out of this facility to retain their business. “This tells me that we must be doing something right. The fact that people who render a critical service to the industry see us in such a positive light is rewarding and tells me that we are on the right track.”


P ROFILE | Ditshimega P rojects and Tr a i ni ng

For Khosi, the company’s greatest achievement is securing its status as a Grade 9 construction company in a space of four and a half years. To move from one grade to another in the South African construction industry can take two to three years, and a company’s grade determines the size of the projects it can take on. For Ditshimega Projects to have reached the highest grade in the industry in such a short space of time is a testament to the company’s capabilities and drive. “While most companies might be a Grade 9 in number, their assets and capabilities do not reflect this. In our case, our technical expertise, capacity, assets and financials all measure up. When we say we are a Grade 9 company, we mean it in every sense of the grading.” In addition, Khosi notes that the company started out quite humbly, with a turnover of less than R700 000 per year, but has been growing steadily at >300% year-on-year on average since 2013.

“Sometimes, people think we cook the numbers but we have the evidence to back this up. This is something we are very proud of and our balance sheet has been growing at the same rate,” he adds.

Looking ahead When asked about the future of Ditshimega, Skhosana keenly states that the company would like to have a man for every job. ”Engineering is a broad field and when you don’t have the expertise in every field, you become redundant,“ he asserts. While the company prides itself on being able to handle all jobs, Skhosana notes that the vision going forward is for Ditshimega to operate as a company that deals specifically in civil engineering. “At the moment, our civil engineers don’t only do civil engineering work; they are involved in many other aspects of the business and we would like to give them the opportunity to

City of Tshwane 2018

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P R OF ILE | Di ts himega Projects and Training

home in and focus on developing their skill set as civil engineers.” To achieve this, the company hopes to develop a support company that supplies the resources Ditshimega Projects needs – whether materials or equipment.

Ultimately, Ditshimega’s goal is to grow and inspire growth in the industry. “We want students at universities to be exposed to case studies of projects we have worked on. We want to be a top South African employer, counted among

the big five firms in the country. We want to inspire people to go into business and make these businesses a success. Ultimately, we want to be a home-grown success story that people can be proud of,” concludes Skhosana.

Championing community upliftment Ditshimega Projects and Training strives to be a catalyst for growth, not only within the civil engineering and construction sector but also within the communities it operates in. The organisation’s constant drive to identify opportunities for outreach and upliftment is empowering people and changing lives.

T

he company has adopted two schools – a primary school and a high school – in Ga-Rankuwa and provides financial support to ensure that these schools are able to deliver on their mandate to educate and empower their students. Ditshimega, which means “champions” in Setswana, has set aside R150 000 for the primary school, which is used for items such as school uniforms, shoes, stationery and anything else the school requires to deliver a top-class educational experience. In addition, the company has also used its technical expertise and equipment to establish an athletics field where children can participate in sports and keep active. For the high school, the company has earmarked R650 000. According to Themba Skhosana, general manager, Ditshimega Projects, more than half of the money has been set aside

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for bursaries for some of the topperforming learners. For learners who achieve an 85% average across their subjects, the company offers a full bursary that covers the cost of their tertiary studies, as well as their board and lodging. The amounts allocated to each of the schools is dependent on their needs and are adjusted accordingly, Skhosana says. The company works closely with the schools to ensure that they are on top of their every need and that no child ever has to go without.

Development In addition to the schools project, Ditshimega sponsors a local football team based in Ga-Rankuwa called Lorna Fast XI. Skhosana notes that the company was drawn to the team because it has three age divisions, starting with children as young as 11 years old. “We believe that sport builds character and provides everyday life

skills. A child learns how to interact with people through sports and it instils the spirit of winning and teamwork, which is why this is an important initiative for us,” he notes. Further to this, Ditshimega has committed itself to the development of small businesses in the construction sector, through mentoring and support. The company also works closely with the City of Tshwane on goodwill projects, which recently saw Ditshimega stepping in to assist residents whose homes were damaged by severe storms. “We want to appeal to other organisations to step up in their communities. If 10 businesses in every community did the same thing we are doing now, imagine how many children would be able to go to school without striking? We have a responsibility to use our success to give back and light the way for those coming behind us,” Skhosana concludes.


Cit y of Tshwane 2018 | Fast facts

Go Tshwane! Under the leadership of Executive Mayor Solly Msimanga, the City of Tshwane has several reasons to feel proud. These are just a few...

6 000

798

The City of Tshwane decided to embark on a recruitment drive to fill 798 permanent posts, which will vary from entry-level positions (A-level) through semi-skilled positions (B-level) up to administrative support and skilled-level positions (C-level). This is the first time in six years that the City is filling front-line artisanal vacancies, and demonstrates its commitment to creating work opportunities for the people of Tshwane

300 A Re Yeng The A Re Yeng BRT service has numerous features that cater for universal access users, which include, among others, pregnant women, older persons, persons with disabilities, and persons who don’t speak the local language

85%

Since the launch of Hope Line, the City has registered an increase in the number of calls and has dealt with pleas for help by those affected by drugs and the abuse thereof. Hope Line has received over 300 calls since inception

012 358 5001

The City of Tshwane has announced that 85% of all queries and complaints are resolved on first contact with Tshwane customer care

#CoTBicycleUnit On 23 September 2017, the Executive Mayor launched the City of Tshwane’s Metro Bicycle Unit to combat crime in Hatfield. With the help of CCTV cameras to be installed in due course, the move is expected to reduce the high number of thefts and robberies in the area

The Msimanga administration passed the reformed EPWP policy framework to create over 6 000 EPWP (Expanded Public Works Programme) work opportunities to alleviate poverty

23

The signing of 23 service-level agreements (SLAs) to date is another step towards ridding Tshwane’s communities of drugs

2 020 In its first year in office, the Msimanga administration ensured that 2 020 youth were trained in various skills programmes in partnership with the private sector

1 100

A total of 1 100 service users have enrolled in Tshwane’s substance use programme. Around 55% of service users of the substance use programme were retained in the programme after six months

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C it y o f Ts hwa n e 2018 | St r at egic intent

A new way forward The Mayoral Committee convened a strategic planning session in October 2016 where the agenda for the 2017 – 2021 financial years was set. The session led to a resolution on the approach towards the development of a new Tshwane Development Strategy 2030, which will guide the Integrated Development Plan and thus set a strategic path for planning by the new administration.

T

he Mayoral Committee session held in October 2016 agreed on the following strategic frameworks for the 2017/18 budget process:

1

Stabilisation • Stabilising the administration/ organisation/governance • Stabilising the City’s finances • Stabilising the City’s infrastructure services • Social security stabilisation.

2

Revitalisation • Revitalising the City’s economic nodes – Centurion Lake, Silverton, city centre redevelopment, etc. • Revitalise the City’s industrial nodes – Rosslyn, Babelegi, Ekandustria, Odi/ Garankuwa, etc. • Revitalise old townships’ infrastructure and create vibrant economic activities • Accelerate urban growth and dismantle poverty and inequality.

3

Deliver • Deliver reliable services and build investor confidence • Deliver sustainable services in informal settlements • Deliver integrated social packages and safety nets to the vulnerable groups/residents • Eradicate water tankers • Clean the City and improve customer relations • Deliver sustainable and integrated human settlements and deliver title deeds • Spatial targeting of services focusing on Hammanskraal, Temba, Wintersveld, Zithobeni, etc. • Deliver Mamelodi Fire Station in order to comply with legislative requirements.

Second session In February 2017, Executive Mayor Solly Msimanga convened a second strategic planning session, which achieved, among others, the following: • Presentation of the Tshwane Development Strategy 2030 (TDS 2030), which lays the foundation for the 2017 – 2021 Integrated Development Plan (IDP) • Review of the financial situation of

Did you know? The City of Tshwane stretches almost 121 km from east to west and 108 km from north to south, making it the third largest city in the world in terms of land area, after New York and Tokyo/Yokohama. It also makes up more than 30% of Gauteng province’s 19 055 km². 18

City of Tshwane 2 01 8

the City in terms of its sustainability and to make recommendations on a financial turnaround plan for the City • Engagement on the transformation areas presented in the TDS 2030 so as to align the plans and proposed budget with the goals contained in the TDS.

Tshwane 2030 vision Tshwane: A prosperous capital city through fairness, freedom and opportunity The new vision of Tshwane capitalises on its position as South Africa’s capital of opportunity and is embedded in the values of fairness, freedom and opportunity. Figure 1 articulates the administration’s perspective on applying these values. The achievement of the vision as stated in Figure 1 depends on embedding theses governance values in the plans and actions of the City and its partners. In fact, these principles will propel the City towards its vision, provided that the following strategic pillars for development are embraced: 1. Advancing economic growth and job creation 2. Creating a caring environment and promoting inclusivity 3. Delivering excellent services and protecting the environment 4. Keeping the residents safe 5. Being open, honest and responsive.

Strategic pillars for 2017 – 2021 The following are the strategic pillars that will guide the development in the term of office: A City that facilitates economic growth and job creation: The City’s


Cit y of Tshwane 2018 | Strategic inte nt

plan for the next five years is to create a city of opportunity. The plan centres around five focus areas, which the administration believes will create economic growth that, in turn, will be labour-absorbing, provide many more residents with new employment opportunities, and develop the City further. Making it easier to do business, supporting entrepreneurship, empowering individuals, investing in infrastructure and encouraging new industries will lead to economic growth and employment. A City that cares for residents and promotes inclusivity: The City of Tshwane is committed to redressing historical injustices and addressing the neglect of poorer communities by the previous administration. Many communities in Tshwane do not have access to basic services and still experience, on a daily basis, the spatial legacy of apartheid. Although some gains have been made to improve service provision to poorer communities since 1994, too many people still do not have access to

formal services, live far away from job opportunities, and do not have access to basic healthcare services. There are more than 170 informal settlements in Tshwane with varying levels of services. This has led to many people living in poor conditions without access to adequate sanitation, running water or electricity. Informal areas were left dirty without regular refuse removal or area cleaning. The City is committed to addressing these challenges over time in order to redress our hurtful past and provide people with dignified living spaces.

innovative solutions to service delivery challenges, and reprioritising resources so as to deliver services where they are needed the most. The provision of services also includes the delivery of housing opportunities.

A City that delivers excellent services and protects the environment: In order to achieve this goal, the City’s service delivery needs to be improved and expanded in a sustainable manner. Water and energy resources along with the environment need to be protected. The City is committed to redressing the historical unequal service provision and addressing the inherited delivery backlogs. The City is working towards providing quality services to all residents, adopting

A City that is open, honest and responsive: The City is committed to transparent and accountable governance with zero tolerance for corruption. City processes and systems will be run in an open and effective way and only the best officials will be retained and attracted to improve the City’s performance. The City prioritises being responsive to residents, and to work together on the issues that impact communities so as to find solutions.

A City that keeps residents safe: Ensuring the safety and well-being of residents is one of the key priorities of the City. Residents need to feel and be safe in the city they call home. Drug abuse and related crime are currently one of the biggest challenges faced by Tshwane.

Fairness

A fair society is one in which our achievements should be the result of our hard work and efforts, not our birth. Fairness requires equal and plentiful opportunities, and the means to make the most of them. Equal and fair justice acknowledges the legacy of apartheid and is committed to redress. Fairness cannot be said to exist in a society burdened by large-scale inequality.

Freedom

Freedom is the hard-won right of all South Africans. Everyone has the right to express their freedom, mindful that their choices come with responsibilities towards others. This includes the freedom to earn a living and accumulate wealth, live where we want, love who we want, say what we believe, develop our talents, and pursue our dreams.

Opportunity

This value is about making it easier to do business with and in the City through reducing the cost of doing business and ensuring security of infrastructure services such as water and services in the economic nodes, thus enabling job-creating investment to be attracted to and retained in the City.

figure 1 City of Tshwane 2018

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C it y o f Ts hwa n e 2018 | Stat e o f t he Capital

Getting Tshwane back on track On 12 April 2018, Executive Mayor Solly Msimanga delivered his second State of the Capital Address, sharing the progress made so far by his administration.

W

hen we assumed office in partnership with other political parties, there were sectors of the public who said we couldn’t do it. Yet, almost two years on, this government still stands and is making progress in the interest of the people who elected it,” said Msimanga during the opening of his second State of the Capital Address. Although the Msimanga administration inherited a cash-strapped city, Tshwane’s finances are currently in good standing. Since taking over the running of the City, cash and cash equivalents at the end of the year improved from R1.1 billion in 2015/16 to R2.1 billion in the 2016/17 financial year. Unauthorised expenditure was reduced from R1.6 billion in the financial year 2015/16 to R634 million in the 2016/17 financial year. In March 2018, the City tabled its draft pro-poor Budget and Integrated Development Plan (IDP) at Council for public participation.

Focus areas “One of my primary goals after the election was ensuring that we begin stabilising the staffing structures in the City. Without the right people in the right positions, the administration would remain in a state of inertia,” stated Msimanga. The City of Tshwane is a complex administration with multiple

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layers and requires a variety of competencies. Having now stabilised the management structures of the organisation, the Msimanga administration is in a position to ensure more consistency in the decision-making processes of the City going forward. In 2017, the City also realigned its micro structure so that priority was given to the recruitment of artisans such as plumbers, electricians and technicians.

Project line-up Some of the big projects for the 2018/19 financial year include the management of the reduction of water losses, for which the City has budgeted R70 million in the 2018/19 financial year. Of this, R500 million will go towards electricity distribution upgrades on feeders, cables, lines and mini-substations. Upgrading wastewater treatment works will cost R99 million in 2018/19, R190 million the next financial year, and R227 million the year after. While Tshwane is not a major producer of copper, it seems to be one of the largest marketplaces for its trade, with the latest wave of cable theft greatly affecting residents in Regions 3 and 4. The executive mayor will be meeting with his Johannesburg and Ekurhuleni counterparts to find a

coordinated manner in which to deal with the scourge of cable theft. Despite this challenge, the Eldoraigne and Mamelodi 3 132/11 kV substations have been completed and handed over. Various other substations are also being upgraded. About 700 electricity connections will be established in Mamelodi Ext 11, Atteridgeville Ext 11, Fort West Ext 4, Ga-Rankuwa Zone 14, Pienaarspoort, Olievenhoutbosch Ext 60 and Zithobeni Ext 9. In Mamelodi Ext 5, about 74 households have been connected and over 200 households in Melusi Ext 2 now have electricity. Nellmapius Ext 24 and Soshanguve Ext 19 have seen 2 600 and 560 electricity connections, respectively, while the people of New Klipgat can rest assured that water supply and management will improve, as the City is well on track to complete the reservoir in the 2018/19 financial year.

Housing On 23 November 2017, the mayoral mansion was sold at auction for R5.1 million and the proceeds from the sale have been earmarked to build 40 low-cost houses, including land and services, for well-deserving families in Atteridgeville Ext 19, where the City is currently establishing serviced stands. “The decision to sell the mayoral house was an easy one. We assessed


Cit y of Tshwane 2018 | State of the Ca pi ta l

the true benefits of this double-storey four-bedroom house, which benefits only one family and is occasionally used for meetings with diplomats, against providing a roof, property ownership, an asset base and dignity to needy families. Common sense prevailed,” explained Msimanga. The construction of these houses will commence at the beginning of May 2018 when the procurement processes have been finalised, and it is anticipated that the project will be completed by the end of May 2019 and unveiled in June that year. Msimanga was also happy to announce that the City is approaching 90% of its target of 6 000 title deeds, having issued 4 417 as at February 2018, with more to follow soon. “In the coming weeks, we will be in various parts of the City, continuing our programme of issuing title deeds and promoting security of tenure. These include Nellmapius Ext 6, 7 and 8, where we will be issuing 390 title deeds. We also have Refilwe Ext 1, where 79 households will be receiving theirs, and Ward 16 in Mamelodi, where 402 title deeds will be issued,” he continued.

Access to healthcare Tshwane has increased health services accessibility, where services have been extended to 08:00 to 13:00 on Saturdays at 14 of the 24 facilities. Msimanga announced that Tshwane is in the process of partnering with local pharmacies for the dispensing of medication to its residents, which will alleviate the burden on primary healthcare clinics. It will also make it

easier for the City to bring primary healthcare and medication closer to the people who need it most, and avert some of the protracted waiting in queues often suffered by old, frail residents looking to get much-needed medication. The City will also be launching a multi-region upgrading of clinic dispensaries, to ensure that each clinic has a pharmacy according to the national norms and standards.

Roads and transport The Rainbow Junction Bypass, a Tshwane rapid transit project, is well on track and is expected to be completed by the end of the current financial year. The City also successfully launched the Belle Ombre compressed natural gas (CNG) depot, which will be fully operational before the end of the 2018/19 financial year. Of the 114-strong bus fleet, 40 are running on CNG, making Tshwane the first city in sub-Saharan Africa to run full CNGpropelled buses. In October 2017, Tshwane successfully took over bus service operations from AutoPax in Mamelodi. Tshwane has also undertaken to construct internal roads in Ga-Rankuwa Unit 9 (11.1 km), Soshanguve Block GG (2.3 km), and Soshanguve Block LL (1 km walkways). Additionally, upgrading roads from gravel to tar in Ekangala and Zithobeni (1 km each) will be undertaken.

Job creation In the 2017/18 financial year, the City set a target to create 23 000

work opportunities through the implementation of Expanded Public Works Programme (EPWP) projects. The infrastructure sector will contribute 12 200 work opportunities, the social sector 10 250, and the environmental and cultural sector 550. At the beginning of Transport Month in October 2017, the Roads and Transport Department initiated a youth pilot project to assist jobseekers with free transport in Bronkhorstspruit, Region 7 – the first project of its kind in South Africa. The then Chilwavhusiku Mine was about to start operation in Bronkhorstspruit and was looking for just over 100 employees during its first phase. The City worked hand-inhand with Black Royalty Minerals to provide buses for free to unemployed youths so that they could submit their applications at a dedicated location in Bronkhorstspruit. Tshwane launched this week-long exercise that covered four major areas of Region 7, with one area per day provided with two buses to ferry jobseekers back and forth. More than 5 000 unemployed people were provided with free transport to submit their CVs and the City is now in the process of developing a programme that will see unemployed youths being registered and assisted with free transport when looking for employment. “This administration will continue to honour the commitments it made to all the people of Tshwane: to be a government that they can be proud of. Let us work together to build a world-class and prosperous city,” Msimanga concluded.

City of Tshwane 2018

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C it y o f Ts hwa n e 2018 | D evelo pment Frameworks

Improving service delivery According to the Municipal Systems Act (No. 32 of 2000), the planning of local government must be integrated and aligned with the planning and strategies of national and provincial government. Further, a municipality’s Integrated Development Plan must be reviewed annually in order to establish the most effective way forward.

T

he Municipal Systems Act compels the MEC for Local Government to evaluate the municipal IDPs on an annual basis, and provide comments thereon to

enhance intergovernmental relations and alignment in order to improve service delivery. MEC for Gauteng Provincial Government Paul Mashatile commended the City of Tshwane on

a number of issues contained in the reviewed IDP, and also raised certain matters that require the City’s attention. The comments and the City’s responses are captured in the tables herein.

Table 1 Response to MEC’s comments – Good Governance Issue raised by the MEC

City of Tshwane’s response/action GOOD GOVERNANCE

Public participation strategies to include people Special needs, sign language and interpreters will be used in future in with special needs and diversification of participa- all regional public meetings. Key documents will be translated in four tion platforms official languages – Sepedi, English, isiZulu and Afrikaans (as per regional demographics). Creation of public awareness platforms such as regional workshops on IDP processes, IDP civic education programmes supported by brochures, customer care centres, road shows and radio interviews.

24

Targeted communication channels with the youth on the development opportunities that exist in the City

The mandate of the Youth Development Unit (YDU) is to coordinate, lobby, advocate, monitor, report and mainstream youth development. As part of its contribution to job creation and opportunities, Tshwane entered into a service-level agreement with the Gauteng Department of Infrastructure Development in August 2014 until 31 March 2017. Five hundred youths are placed within City departments as part of the National Youth Service (NYS) Programme. The main objective of the NYS Programme is to expose youths to the work environment, community service and on-the-job training, thus enhancing social inclusion, social capital and employability. To date, the City has hosted the supervision of 54 construction learners and 40 construction site operators, hosted by the Housing and Human Settlement Department. On issues of career and education programmes, the YDU hosted numerous career expos with civil society organisations and state organs targeting schools in the peripheral areas of Tshwane.

The City to compile a disability register to allow for targeted development to accommodate their needs

The City is in the process of consolidating its stakeholder database, of which the disabled will form a part to ensure their needs are covered in the various planning processes.

In 2016, according to the GCRO survey, it is notable how public participation has significantly dropped across the province

It has been an observation that Gauteng residents have been responding negatively towards government activities lately but the City will encourage maximum participation. Gauteng City Region (GCR) must develop common norms and standards on dealing with IDP public participation meetings and processes through COGTA.

The City needs to formulate and adopt target community participation strategies to facilitate the involvement of marginalised groups in community decision-making processes. The City and Council should ensure that women are equitably represented on community structures such as ward committees and public meetings

Marginalised groups in terms of youth, women and people living with disabilities have always been welcome at all public participation meetings, as they are part of the City’s stakeholder database, as well as in ward committees as per the by-law on ward committees.

City of Tshwane 2 01 8


C it y of Tshwane 2018 | Development Frame wo rks

Table 2 Response to MEC’s comments – Infrastructure and Service Delivery Issue raised by the MEC

City of Tshwane’s response/action INFRASTRUCTURE & SERVICE DELIVERY

Sector plans of departments to be updated in line with legislated timelines

The City has introduced a project priority system (Caps) to, among others, align projects within the City between the different functions according to the development priority areas as identified in the Municipal Spatial Development Plan. The Water and Sanitation Master Plan also supports the City’s development objectives, which should feed into the Provincial Integrated Infrastructure Master Plan. State of service delivery: Although water and sanitation infrastructure replacement priorities have been determined, a lack of sufficient resources, mainly financial, is preventing the implementation. Emergency repairs are done to maintain the existing infrastructure to keep it operational. The Energy and Electricity Department developed a 20-year Electricity Master Plan, which provides for the development of new substations across the seven regions to cater for the City’s growth and to ensure security of electricity supply. To manage the risk of any of the infeed station outages (Kwagga or Njala), the City is busy developing the Wildebees infeed station schedule for commissioning in 2021, which is in line with the City’s IDP and BEPP (Built Environment Performance Plan). The station is critical to the City. The City is also developing and strengthening its 132 kV power lines across all seven regions to ensure the ability to support different substations in case of area outages and to ensure quality of electricity supply as determined by the National Energy Regulator of South Africa.

Alignment of BEPP to infrastructure sector plans to be ensured

Regarding the BEPP/IDP alignment, the review of the IDP 2017/2018 will take its position from the Capital Investment Framework (CIF) 2017/18 as a main source document in terms of programme identification and implementation. In its nature, the BEPP advocates for spatially targeted capital investment based on the city’s spatial vision, the MSDF. The CIF will be the growth management determinant, as it is the financial sustainability of the municipality that determines expenditure and has a direct impact on urban morphology as well as the availability of infrastructure services.

Poor repairs and maintenance by municipalities. Need to adhere to at least 8% of the value of property, plant and equipment

Repairs and maintenance as a percentage of property, plant and equipment currently equate to 4%. The municipality is in the process of putting in place processes to ensure that infrastructure maintenance is sufficiently funded in line with the national norm of 8%. The development of an asset maintenance plan, which will guide planning/budgeting for repairs and maintenance, is a process the City is embarking on in order to ensure that all its assets are identified, accounted for and maintained.

Water losses to be reduced. Reporting on these needs to be linked to finances – how much does it cost the City?

Unaccounted-for water losses: The current drought and water shortage is being addressed through water restrictions and water conservation measures to reduce the water demand. Apart from restrictions, the municipality has identified water-loss management measures such as pressure reduction and flow controls to reduce the physical losses in the system. Communication and education initiatives are intensified to improve awareness of the need to save water. Water reuse is encouraged and the municipality is investigating options to expand the purification of local water resources. The monetary value of the non-revenue water forms part of the Auditor General’s disclosure requirement for the annual financial statements (AFS). The monetary value of technical and non-technical water losses is disclosed separately in the AFS.

City of Tshwane 2018

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C it y of Tshwane 2018 | Development Frame wo rks

Table 3 Response to MEC’s comments – Spatial Development Issue raised by the MEC

City of Tshwane’s response/action SPATIAL DEVELOPMENT FRAMEWORK

SDF of the City to reflect the Provincial SDF and population growth that happens through natural thresholds and urbanisation

The City’s spatial team has worked closely with the GSDF team during the development of the Provincial SDF in order to ensure that the spatial planning is aligned with Gauteng’s overall spatial objectives. Demographic and migratory trends are a key informant of how best to inform growth management in the City. It is the intention in the current MSDF that population patterns are influenced through the provision of infrastructure and amenities such that they ensure sustainable economies throughout the city. This cannot be realised only through the MSDF, but through the response of different sector departments within the City to the directives of the SDF.

City of Tshwane 2018

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C it y o f Ts hwa n e 2018 | Fast facts

The City of Tshwane’s Msimanga administration has achieved significant financial highlights under its DA-led multiparty government.

Money, money, money

Sold...

Pro poor The Msimanga administration passed a pro-poor Adjustments Budget and the Adjusted SDBIP (Service Delivery and Budget Implementation Plan) during the February Council sitting. The adjustment of the 2017/18 Medium Term Revenue and Expenditure Framework follows an assessment of the performance of the municipality during the first half of the financial year, taking into account, among other things, additional revenues that have become available, unforeseeable and unavoidable expenditure, and service delivery performance during the first half of the financial year

R15 million R754 million Council approved this administration’s move to write off R754 million in debt incurred by the poor residents of Tshwane’s Mawiga Zone while still receiving services from the entity formerly known as Sandspruit Works Association (SWA), which Council previously voted to disestablish in July 2017

R33 million The City partners with SAB and AB InBev to save Tshwane R33 million and increase capacity to provide water for residents

R400 million The Msimanga administration has written off almost R400 million in irrecoverable debt for the poor in Tshwane

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A preliminary report to Council revealed corruption to the tune of R15 million within the Tshwane Metro Police Department (TMPD) by former officials before the Msimanga administration assumed office in August 2016. A full forensic investigation was conducted into exactly how ratepayers’ monies meant for their safety are being used. The forensic investigation will be charged with looking into the exact transactions that led to the money being misappropriated, and how the City can best recover these funds

for R5.1 million!

The Mayoral Mansion was sold for R5.1 million in order to build 52 RDP houses.

R7 million The Executive Mayor has cut international travel costs by over R7 million. The DA-led multiparty administration, under the leadership of Mayor Msimanga, is pleased to announce that it has managed to slash spending on international travel from R8.4 million to R1.4 million in just one year

R226 325 The Msimanga Informal Trader Bursary Fund has made available R226 325 to settle outstanding fees for the 2017 academic year for 10 existing beneficiaries

R50 000 Executive Mayor Msimanga has donated R50 000 to the development of women’s cricket


Cit y of Tshwane 2018 | Fast facts

R10 000 Mayor Msimanga offers a R10Â 000 reward to help clamp down on cable theft

R8 million The amount allocated to replace old asbestos water pipes in Centurion

R25 million The amount allocated for sinkhole repairs in Jean Avenue

R161 million

The R161 million Refilwe Manor housing project is progressing well after earlier delays

R38 million Plans for a R38 million electricity supply upgrade for Lotus Gardens have been unveiled

R10 billion

The Msimanga administration is R2.3 billion closer to its R10 billion investment target for opportunities in Tshwane


P R OF ILE | N w e t i Co n st r uct io n

Geared for the built environment

Established in 2008, Nweti Construction is a wholly black-owned civil engineering company, with a decade of experience in engineering and construction fields.

N

weti Construction prides itself on the high-quality and safe delivery of projects and services in a timely fashion to its clients in the engineering, manufacturing, project management and construction industries. The company is committed to client satisfaction and excellence, measured by the enduring quality of projects delivered. Together with its patrons, Nweti contributes to fostering economic growth and sustaining development in the local communities it serves.

Background A local constructor with national reach, Nweti has been servicing the private South African market since 2005 and, subsequently, has gained a wealth of invaluable experience. Through fostered mentorship, Nweti became a legal entity in 2008 and has grown to a Level 8 CEPE as at its 2017/18 financial year. The company has expanded from a micro-level company in the

SERVICES construction industry into a developing small black-owned business,based in the City of Tshwane, yet with a national reach. Continuous national growth is an important focal area for the company, with its footprint already extending to Limpopo, the North West and Western Cape. Nweti employs up to 200 direct staff, as well as 150 individuals through nominated subcontractors. This sees the company realising its goal of being a catalyst of employment in South Africa – remaining engrained in the communities in which it builds.

Experience and capabilities The company’s portfolio features projects spanning a range magnitudes and complexities – from minor building renovations to intricate civil operations. Nweti’s breadth of capabilities includes civil engineering – roadworks and water reticulation, and building/ structural construction – alterations, renovations, and maintenance. The company has also ventured into the significant and essential service of property development and passionately endeavours to strategically facilitate the growth of this wing.

Civil Engineering • Roadworks • Water reticulation Building/Structural Construction • Alterations • Renovations • Maintenance Property Development

In addition to its portfolio of experience, the company’s success lies in its dedicated team. The staff’s commitment to providing outstanding service and delivering remarkable work, as well as their exceptional problem-solving skills set them apart from the competition. As Nweti enters a new decade of existence, the company looks forward to championing new and greater challenges and opportunities in the construction industry. The business remains firmly grounded in its guiding principles while it evolves to meet these challenges. +27 (0)12 663 3446 www.nwetigroup.co.za


Cit y of Tshwane 2018 | Capital IND USTRY f u nding | BMW

City adopts pro-poor budget

T

Executive Mayor of Tshwane Solly Msimanga has hailed the City’s 2018/19 budget adjustment as being pro-poor when he tabled it in February 2018. Msimanga said the budget was fully funded and would intensify the DA-led administration’s pro-poor agenda.

he City of Tshwane’s 2018/19 budget was fully funded and a balanced budget unanimously passed by Council last year (2017). As part of the 2018/19 Integrated Development Plan (IDP) and Budget process plan approved by Council, the National Treasury team conducted the mid-year visit with the City on 29 and 30 January 2017. In terms of the adjustment, based on the mid-term results, revenue is expected to increase by R450.8 million mainly because of the increase in property rates (R90 million), increase in interest on investments (R50 million), increased grant allocations and rollovers from other spheres of government (R344 million), and an increase in other revenue (R66 million).

Guidelines Budget guidelines related to the compilation of the 2017/18 Capital Budget were compiled in consultation with the City Planning and Development Department and IDP Office, and were used by departments as a basis for planning. Budget indicatives were issued to the City Planning Department to take into consideration and also to align budget proposals to departmental business plans, objectives and targets. Departmental budget hearings were held from 6 to 8 March 2017 by the City Manager’s Technical Budget Steering Committee to assess capital budget proposals, the outcome of which determined that departments were required to prioritise capital projects and resource allocations within the context of affordability, taking into account contractual obligations, ongoing infrastructure maintenance and executive commitments.

The compilation of the capital budget in terms of internal capacity (Council funds) is based on the application of the following principles: • the new political vision • the City of Tshwane Strategy • the National Treasury Strategic Development Review (SDR) • the Value for Money Report. This was further supplemented with the following guidelines: • reworking of departmental budgets to ‘budget neutral’ • priorities as contained in the City Strategy and Political Vision • strategies on how to respond to the Value for Money Report • the department’s strategy on generating revenue and ROI • capital investment plan (where the priority areas are) • detailed breakdown of contracts for the next three years • commitments for the 2017/18, 2018/19 and 2019/20 financial years. This was supported by sound financial management principles, which were considered during the compilation of the 2017/18 Medium Term Revenue and Expenditure Framework (MTREF), in order to ensure that a financially sound and funded budget is tabled.

Capital budget per funding source A large portion of the capital budget has been allocated towards the provision of basic services and addressing various backlogs. This is in support of a strategic objective – i.e. to provide sustainable services with regard to infrastructure and human settlements, which addresses both infrastructure and human settlements provision in the 2017/18 MTREF.

The balance of the funding allocations has been prioritised in terms of promoting shared economic growth and job creation, safer cities and integrated social development, and organisational development, transformation and innovation. Table 1 indicates the 2017/18 MediumTerm Capital Budget per funding source, while Table 2 indicates the 2017/18 Medium-Term Capital Budget per department. Some of the main projects and key focus areas of the budget and IDP that received attention, or were scheduled to be addressed, in the 2017/18 financial year include: Office of the City Manager • Implementation of Tsosoloso programme – R20 million • Construction of walkways in Mamelodi – R10 million • Revitalisation of City’s industrial and economic nodes (Rosslyn, Babelegi, Ekandustria, Ga-Rankuwa) –  R346 million Community and Social Development Services • Redevelopment of Caledonian – R32 million • Upgrading of Refilwe Stadium – R15 million • Upgrading of HM Pitjie Stadium – R1 million • Social Development Centre in Hammanskraal – R11 million • Social Development Centre in Winterveld – R11 million • Social Development Centre in Mabopane – R12 million Community Safety • Renovation and upgrading of facilities – R5 million City of Tshwane 2018

31


C it y o f Ts hwa n e 2018 | Capital fu nding

Table 1 MTREF capital budget per funding source Funding source description

Budget 2017/18

%

Estimate 2018/19

Estimate 2019/20

Council Funding

R376 000 000

9.74

R500 000 000

R650 000 000

Public Transport, Infrastructure Systems Grant

R679 189 840

17.59

R396 285 230

R426 086 000

Neighbourhood Development Partnership Grant

R20 000 000

0.52

R30 000 000

R45 000 000

Urban Settlements Development Grant

R1 567 922 550

40.62

R1 646 976 580

R1 739 911 310

Integrated National Electrification Programme

R30 000 000

0.78

R40 000 000

R40 000 000

Capital Replacement Reserve

R5 000 000

0.13

R5 000 000

R5 000 000

CLS – Community Library Services

R9 507 000

0.25

R10 000 000

R10 500 000

Borrowings

R1 000 000 000

25.90

R1 000 000 000

R1 300 000 000

Public Contributions and Donations

R100 000 000

2.59

R150 000 000

R150 000 000

Social Infrastructure Grant

R34 000 000

0.88

R0

R0

LG SETA Discretionary Allocation

R6 000 000

0.16

R8 000 000

R0

Integrated City Development Grant

R32 664 650

0.85

R37 673 700

R39 783 400

TOTAL

R3 860 284 040

100

R3 823 935 510

R4 406 280 710

• Atmospheric pollution monitoring system – R3 million

• Mamelodi Emergency Services Station – R2 million • Purchasing of policing equipment – R13 million Customer Relations Management • SAP CRM contact centre optimisation – R6.8 million Economic Development and Spatial Planning • Inner city regeneration - Civic and northern gateway precincts – R20.7 million - Rosslyn urban realm upgrade and multimodal interchange – R12 million • Informal trade market (inner city) – R6.9 million • Upgrading of the market trading system – R4 million • Business Process Outsourcing Park (construction) – R50 million Environment and Agriculture Management • Provision of burial facilities – R5 million • Provision of waste containers – R9 million • Upgrading of access control at waste disposal sites – R5 million • Upgrading of resorts and reserves of security infrastructure – R4.5 million

32

City of Tshwane 2 01 8

Group Financial Services • Implementation of mSCOA* automation – R28 million • Treasury management system – R6 million • Reduction of water losses – R58 million • Building and equipment security at stores – R10 million Housing and Human Settlements • Project Linked Housing: water provision – R270.2 million • Sewerage: low-cost housing – R262.7 million • Roads and stormwater: low-cost housing – R351.5 million • Redevelopment of hostels (Saulsville) – R10 million • Redevelopment of hostels (Mamelodi) – R10 million Shared Services • Credit control solution – R10 million • Disaster recovery system storage – R10 million • E-initiative supporting the Smart City – R13 million • Upgrading of IT networks – R15 million • One integrated transaction processing system – R20 million Health • Refurbishment of Rayton Clinic – R6.7 million

• Upgrading of clinic dispensaries – R5 million • Rosslyn Clinic – R2 million • New clinic: Lusaka – R1.5 million Utility Services • Reservoir extensions – R87 million • Replacement and upgrading: redundant bulk pipeline infrastructure – R22 million • Refurbishment of water networks and backlog eradication – R52 million • Replacing, upgrading and constructing wastewater treatment works facilities – R53 million • Replacement of worn-out network pipes – R102 million • Formalisation of informal settlements – R83.3 million • Water conservation and demand management – R80 million • Replacement of sewers – R20 million • Electricity for all – R134 million • Strengthening of 11 kV overhead and cable networks – R30 million • Tshwane public lighting programme – R50 million • Prepaid electricity meters – R35 million • New bulk electricity infrastructure – R120 million • Electricity vending infrastructure – R35 million Transport • Mabopane station modal interchange – R60 million • Internal roads: northern areas – R65.3 million


Cit y of Tshwane 2018 | Capital f u nding

• BRT transport infrastructure – R669.2 million • Automated fare collection – R10 million • Flooding backlogs: networks and drainage canals – R17.6 million • Major stormwater drainage systems

– R7.2 million *mSCOA is a standardised accounting system that •M  enlyn taxi interchange aims to change how municipalities transact. – R16 million • Wonderboom intermodal facility – R122 million • Denneboom intermodal facility – R42 million

Table 2 Medium-term capital budget per department Department

Budget 2017/18

%

Estimate 2018/19 Estimate 2019/20

City Manager

R377 800 000

9.79

R335 000 000

R848 000 000

Community and Social Development Services

R92 007 000

2.38

R67 000 000

R63 500 000

Community Safety

R23 250 000

0.60

R20 000 000

R45 000 000

Customer Relations Management

R10 000 000

0.26

R3 000 000

R2 000 000

Economic Development and Spatial Planning

R96 514 650

2.50

R108 173 700

R109 783 400

Environment and Agriculture Management

R32 500 000

0.84

R51 000 000

R62 500 000

Group Audit and Risk

R13 000 000

0.34

R13 000 000

R13 000 000

Group Financial Services

R120 500 000

3.12

R55 000 000

R22 000 000

Group Legal and Secretariat Services

R100 000

0

R0

R0

Group Property

R5 200 000

0.13

R5 000 000

R5 000 000

Group Human Capital Management

R6 200 000

0.16

R8 000 000

R0

Health

R15 200 000

0.39

R32 000 000

R39 936 000

Housing and Human Settlements

R874 422 432

22.65

R1 025 508 909

R920 000 000

Regional Operations and Coordination

R5 000 000

0.13

R3 000 000

R5 000 000

Roads and Transport

R1 078 973 564

27.95

R861 983 455

R967 786 000

Shared Services

R93 500 000

2.42

R103 000 000

R118 000 000

Group Information and Communication Technology

R93 500 000

2.42

R103 000 000

R118 000 000

Utility Services

R1 016 116 394

26.32

R1 133 269 446

R1 184 775 310

Energy and Electricity

R488 312 146

12.65

R630 154 020

R580 275 310

Water and Sanitation

R527 804 248

13.67

R503 115 426

R604 500 000

TOTAL

R3 860 284 040

100

R3 823 935 510

R4 406 280 710


YEAR CELEBRATION EST 1967 • ENGINEERING • PROCUREMENT • MANAGEMENT

CELEBRATING 50 YEARS OF ENGINEERING EXCELLENCE LEVEL 1 B-BBEE COMPANY WITH 53% BLACK OWNERSHIP

TOTAL DEDICATION AND ABSOLUTE FOCUS ON UNCOMPROMISING QUALITY

Professional Services offered by BVi: • • • • •

Structural Engineering Civil Engineering Electrical Engineering Mechanical Engineering Roads and Transportation

• • • •

Project and Construction Management Social Housing and Residential Developments Commercial and Administration Buildings Infrastructure Developments

HEAD OFFICE Block C - Menlyn Corporate Park cnr Garsfontein Road and Corobay Avenue Menlyn Pretoria South Africa T: +27 (0)12 940 1111 F: +27 (0)12 940 1122 Email: marketing@bvi.co.za www.bvi.co.za

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Bloemfontein T: +27 (0)51 447 2137 Cape Town T: +27 (0)21 527 7000 Durban T: +27 (0)31 266 8382 East London T: +27 (0)43 722 2738 Empangeni T: +27 (0)35 772 6112 Kokstad T: +27 (0)39 727 4960

Mthatha T: +27 (0)47 532 2582 Polokwane T: +27 (0)15 291 5400 Port Elizabeth T: +27 (0)41 373 4343 Queenstown T: +27 (0)45 839 3115 Springbok T: +27 (0)27 712 9990 Upington T: +27 (0)54 337 6600


PROFI L E | BVi

A proud partnership BVi is extremely proud to be associated with, and to provide essential services to, the City of Tshwane.

B

Vi is a multidisciplinary engineering, design, procurement and management company that was established in 1967, with a single office in Pretoria. Since then, BVi has grown its footprint in South Africa to 14 offices throughout the country, with its head office sited in Tshwane. As a leader in the engineering industry, BVi is once again setting high standards. With regard to transformation, the company is extremely proud to have achieved a 53% majority black-owned shareholding and the status of Level 1 BBBEE contributor. BVi’s corporate culture is founded on solid engineering principles: it combines quality and value for money to produce creative, targeted and effective solutions to its clients and communities. With an indisputable track record and experience of 50 years across various engineering disciplines, BVi can take pride in providing professional services in all its areas and fields of focus.

Servicing the City of Tshwane Throughout the years, BVi has provided professional services to the City of Tshwane

in the city’s following divisions and departments: • Roads and Transport • Water and Sanitation • Electricity • Arts, Culture and Heritage • Cemeteries • Health • Sports and Recreational Services • Environmental Management • Waste Management • Community Libraries • Fresh Produce Market • City Planning and Development • Airports • Housing and Human Settlements • Parks and Horticulture. During recent years, BVi has also been involved in Tshwane by supporting and contributing to enterprise development through the upgrading of roads projects, as part of the City’s initiative to formalise the region’s informal settlements. This has been done in Mamelodi, Soshanguve and Hammanskraal, and maximum economic benefit has been ensured – to both the City and the local communities – by making use of internationally acclaimed road stabilisation products and techniques.

Currently, BVi is executing a number of projects for the City, including a roads and stormwater project in Mandela Village, and water and sewerage projects in Kameeldrift and Kudube in Hammanskraal. All of these projects have been undertaken by focusing on job creation and creating local employment opportunities, in support of the City’s drive and announcement to put development and job creation at the top of its agenda for the next financial year.

Driving development, together The City of Tshwane has positioned itself as Africa’s leading capital of excellence and BVi believes that the BVi Group, as one of the municipality’s stakeholders, can continue to support the City by providing an essential service in establishing much-needed infrastructure – thus ensuring a better life for all communities within Tshwane. Through unsurpassed commitment, the expertise of its management and its BBBEE policies, BVi endeavours to continue being an active participant in the development of the City of Tshwane and its population of more than three million people. BVi’s continued presence in the City of Tshwane is of utmost importance to the company, as Tshwane not only forms a critical part of the wealthiest and one of the fastest growing economies on the continent – namely Gauteng – but is also home to the centre of the South African government, with national departments located within the city. BVi would like to wish the executive mayor, city manager and mayoral committee all the best with leading and building our city, realising its vision for the future and – as per the City’s own motto – Igniting Excellence! City of Tshwane 2018

35


C it y o f Ts hwa n e 2018 | e-INVEST MENT

In line with the principles and objectives of the smart city vision, and as one of Africa’s leading capital cities, the City of Tshwane is in the process of modernising its approach to investment attraction, facilitation and aftercare – with digitalisation at the forefront of this initiative.

Investment made simple through technology

D

igital adoption and the employment of the latest information and communication technology (ICT) is at the forefront of Tshwane’s investment portal initiative – e-Tshwane – to ensure adequate exposure and interaction between the City and the investor/ business community.

Background In order to create a conducive investment and business environment, the new administration, led by Cllr Solly Msimanga and MMC: Economic Development and Spatial Planning Randall Williams, has identified a number of shortcomings in the investment facilitation function of the City. This included, among other factors: no single point of entry for investment applications; critical departments not providing timeous and enabling comments on strategic investment reports; and a lack of systems, procedures and platforms to manage project milestones and deliverables.

36

City of Tshwane 2 01 8

This prompted the creation of a dedicated investment portal aimed at providing the following solutions: 1. Ability for investors to have a single point of access in the City with online application and completion of the application for assistance or services 2. Uploading of supporting documentation 3. Timeous notifications to applicants 4. Partial evaluation of the application as a strategic and/or catalytic project 5. Channelling of applications to relevant stakeholders for processing.

Understanding investment policy Cities today are motivated by the need to drive economic growth, increase investment and job creation, and advance the standard of living. In response to this, competitiveness between cities is emerging across the world on how to attract investment and human capital, and how to deliver municipal services more efficiently. To do this, cities need to understand the

fundamental concept of sustainable development in order to provide confidence to investors. These investors need certainty on the strategic thrust that a city will follow to facilitate and implement their investments. The City hopes to achieve this through the development of a new investment policy. The vision of the new administration forms the over-arching guideline for the City of Tshwane’s Strategic Investment Attraction, Facilitation and Aftercare Policy and Implementation Programme (2018 – 2022). This policy will be flexible and subject to change with the scope of incorporating any changes in Tshwane’s strategies and policies. This policy will be the starting point for guiding the City in mobilising, retaining and expanding local and foreign investment. The methodology that will be followed to develop the policy will be as follows: • It must ensure that all stakeholders are consulted in the process. • Secondary research based on local and international data (conducted by the World Bank and others) should be used. • Primary research (interviews, focus


Cit y of Tshwane 2018 | e-INVEST M E NT

groups, etc.) should be done with strategic stakeholders – i.e. National Treasury, the World Bank and other relevant stakeholders. • I t needs to take into consideration the internal policies and by-laws that will have an impact on the implementation of the policy. The Tshwane Strategic Investment Attraction, Facilitation and Aftercare Policy and Implementation Programme (2018 – 2022) will be made up of the following sections: Section 1: Introduction and background to the policy This section of the policy should provide the context of the investment policy as well as high-level feedback on the successes and challenges of the Tshwane Strategic Investment Attraction, Facilitation and Aftercare Plan 2011 – 2016. Section 2: Legislative framework, and internal and external policy alignment The Tshwane Strategic Investment Attraction, Facilitation and Aftercare Policy and Implementation Programme (2018 – 2022) must be aligned with approved relevant legislation and other internal and external policies. The purpose of this policy is not to change other current policies or strategies that will have an impact on this policy unless it can be done without delaying the implementation of the investment policy. The correction or alignment of the same will be implemented in the investment programmes to be outlined in the policy. An example of this will be to use

financial and non-financial incentives as promotional tools for investment. Implementation of these incentives might require changes to City by-laws and other legislative requirements. These changes should take place parallel to the implementation of the investment policy. Section 3: Investment environment The City needs to be aware of the investment environment in which it operates. This section must cover entry barriers to investment, best practice in the industry, and what investors are looking for when they decide to invest in a destination or expand their current operations.

Did you know? Since implementation of the investment portal, Tshwane has received investment applications to the tune of approximately R23 billion, with the potential to create approximately 6 000 stimulate new jobs investment.

Section 4: A situational analysis International, national and local economies need to be analysed in this section. The investment and related environment in Tshwane needs to be unpacked in respect of the City’s competitive advantage, including, but not limited to, economically important sectors. The environmental scan of the City should include: • political, economic, social, technological and legal (PESTL) environments • strengths, weaknesses, opportunities and threats (SWOT) of Tshwane. Section 5: Envisaged strategic investment thrusts stakeholder liaison: The situational analysis drawn above needs to enable the City to do stakeholder mapping. This will outline and guide strategic partnerships that the City needs to foster with stakeholders. Investment approach to MSDF and RSDF: This section should guide the investment mapping approach that the City will follow in relation to its Regional Spatial Development Framework (RSDF) and others. The unpacking of municipal by-laws will determine which by-laws need to be changed and/ or what new by-laws need to be developed to

Changing these by-laws may take up to 18 months and will therefore take place parallel to implementation of the investment policy. Investment attraction tools: The policy needs to outline the investor targeting approach and the tools that the City of Tshwane needs to implement to attract investment. It further needs to outline the countries that must be targeted and the strategies that must be deployed to attract investment into Tshwane. This is to be based on the City’s competitive advantage and projects that have the potential to attract investment. Strategic land parcels: The policy needs to express how the City should use land to attract investment and the tools to promote the same. Institutionalising investment facilitation in the City: This section needs to look into methods of institutionalising investment facilitation within Tshwane and outline the current approved investment framework that guides the City on where to invest its capital budget in order to stimulate economic development. Catalytic and strategic investment projects: The investment policy needs to define strategic and catalytic projects. It will also highlight all catalytic and strategic investment projects being facilitated in Tshwane. Resource requirements for implementation of the investment policy: This section should outline the resources required to implement the investment policy. Approach to investor aftercare/retention and expansion: This section needs to highlight the City’s approach to City of Tshwane 2018

37


THE TASTE OF CULINARY FIRSTS


Cit y of Tshwane 2018 | e-INVEST M E NT

investment aftercare/retention and expansion. Section 6: Policy implementation: envisaged strategic programmes This section needs to outline the measurable implementation programmes of the policy.

Simplified process Through the implementation of the first phase of the investment portal, potential foreign and local investors have been able to complete and submit investment applications electronically via the e-Tshwane portal. They have also been able to upload the requisite supporting documentation via the portal. From the workflow system, the application is partially evaluated for consideration as a possible strategic or catalytic project as per the predefined business rules of the Trade and Investment section within the Department of Economic Development and Spatial Planning. 210X148.5 ADVERT HIRES.pdf

1

3/1/18

2:05 PM

The nominated users within Trade and Investment are then able to override or confirm the evaluation before doing a more subjective appraisal of the investment application. The Adobe workflow system is used to manage the entire process including submission to the various departments for comment until such time that the project is approved or rejected as catalytic or strategic within the City. In addition to the electronic submission of investment project applications, the investor portal also enables potential investors to submit innovative investment proposals, request investment-specific information and escalate service delivery issues that have been reported on the City’s CRM system, but not yet addressed.

Investor engagement Apart from centralising all investment and development applications, the

2017 – 2021 Tshwane’s spatial development concept will integrate the spatial planning directives of its Integrated Development Plan (2017 – 2021) into a strategic spatial vision for the City. The spatial plan provides a sense of certainty for the future, which should increase investor confidence

implementation of the City’s investor portal also enables the City to engage with potential foreign and local investors in an electronic manner using the City’s successful e-Tshwane platform. Since implementation of the investment portal, the City has received investment applications to the tune of approximately R23 billion, with the potential to create approximately 6 000 new jobs. City of Tshwane 2018

39


Vision Kopano Ya Basebetsi Ba Afrika – meaning – United Workers, “together” … - with the vision of being focused on delivering exceptional value, quality, service and growth to our customers, employees and members.

Mission Based on experience, consistent working methods and teamwork, we are committed to provide quality and value to our customers and the community. Our aim is to contribute to improving living conditions and essential infrastructure for previously disadvantaged people thereby creating a safe environment for all.

History Kopano Ya Basebetsi Ba Afrika cc is an electrical construction company which was formed in 1994. We have been mostly involved in the implementation of electrical reticulation systems in particular specializing for the past twelve years with the installation and commissioning of Protective Structures Enclosures. In 2013 Kopano expanded its operations and opened their manufacturing division with a licence agreement on the Protective Structures patent. Kopano Ya Basebetsi Ba Afrika now has developed into a strong, selfsustaining, experienced manufacturing and installation company.

Social development We believe that our organization has a social responsibility to the communities in our major projects, too leave a footprint (however small) to benefit the community, children and/or the old aged.

Safeguarding the community


We specialize in: 6mm mild steel vandalized proof metering kiosks in the following sizes : 4 way, 6 way, 8 way, 9 way, 12 way, 16 way, 20 way, 24 way 6mm mild steel vandalized proof Mini sub shells cut to size 6mm mild steel low voltage distribution boxes 6mm mild steel pole mounted transformer enclosures and boxes 3 mm mild vandalized proof steel pole mounted boxes 4, 6 and 8 way 3mm mild steel pole light boxes

Our locking mechanism can be supplied with motor, solenoid or risi lock. All electronic locking systems are equipped with GPRS technology for communication from all enclosures to the control centre Opening of the enclosure with: key tags or cell phone opening or risi lock

Our electrical enclosures offer the client: Remote access control via GPRS communication Remotely monitor and control pre-payment meters Determine and report the status of the electrical enclosure every 60 seconds Protective electrical enclosures are vandal proof Monitor, restrict and control who access your electrical enclosures Eliminate illegal electrical connections and tampering with electrical equipment inside enclosures

CONTACT US:

+27 (0)11 894 1479 |

Credit control can be exercised remotely and prevent defaulters from reconnecting themselves We are more than a protective electrical enclosure manufacturer we also install, maintain, repair, monitor and control our protective electrical kiosks We manufacture according to the requirements of the client You are immediately informed of any unauthorized access or tampering

+27 (0)83 302 8848 | +27 (0)76 999 6663 kopanocon@mweb.co.za


C it y o f Ts hwa n e 2018 | FAst facts

Infrastructure upgrades and development are important to Tshwane as they feed directly into the City’s service delivery efforts. Here are some of these highlights.

3 078 title deeds In the first year of office, the Msimanga administration issued 3 078 beneficiaries with title deeds to their statesubsidised homes. In doing so, the City has breached the halfway mark for the 6 000 title deeds it vowed to hand over during the 2017/18 financial year

Rooiwal WWTP The Rooiwal Wastewater Treatment Plant (WWTP) is Tshwane’s largest sewage treatment works, serving as a collection point for many areas in the city and treating around 200 million litres of sewage per day. Since 2010, it has been operating above its design capacity, and the situation has been allowed to deteriorate over the last seven years. A process is in place to appoint a consulting engineer and contractor to deal with Rooiwal WWTP

TEDA & HCT

R46 million The amount approved for the construction of tarred roads in Soshanguve Ext 12 and 13. Contractors have been appointed and are on-site in both areas

The City of Tshwane has appointed new non-executive directors for the Tshwane Economic Development Agency (TEDA) and Housing Company Tshwane (HCT): Council approved the boards whose mandates are geared towards accelerating and intensifying service delivery and the generation of investment

7 informal

Re-arranging/ re-blocking of households

Tshwane has identified seven informal settlements to be formalised in the 2017/18 financial year. Construction has commenced in all seven areas:

•1  958 households in Mahube Valley Ext 15

settlements

Refilwe Manor (10 mℓ reservoir and two pump stations)

 udube Ext 9 (construction of K pump station, bulk sewer line and top structures)  lievenhoutbosch Ext 60 O (construction of 2.2 km internal roads, 447 top structures and bulk water line)  emba View Ext 1 (construction T of bulk water and sewer line connection)  interveldt (construction of W bulk sewer and water connection, installation of sewer reticulation, and construction of internal roads) Zithobeni Heights (installation of water reticulation) Z ithobeni Ext 8 & 9 (construction of bulk water line, installation of internal water and sewer reticulation for 100 stands

42

Upgrading the city

City of Tshwane 2 01 8

•3  11 households in Phomolong Erf 34041 •4  00 households in Mamelodi Ext 11 •1  193 housesholds in Pienaarspoort Ext 21 (also known as Lethabong)

5 256 A total of 5 256 additional households were provided with waterborne sewerage (in Rama City, Mabopane Ext 1, Kopanong, Winterveld, Zithobeni Heights, and Zithobeni 8 and 9)

Public library The R12.3 million community library in Olievenhoutbosch officially opened its doors to the public in August 2017

4 808 customers During the 2016/17 financial year, new electricity connections were provided to 4 808 customers through an electrification and new connections programme

Groenkloof Pump Station In February 2018, the City of Tshwane launched the upgrade of the Groenkloof Pump Station at a cost of R3 million

Operation Tswelopele Mayor Msimanga led a multidisciplinary team on an operation to intensify the cleaning up of the inner city with a particular focus on removing drugs from the streets of Tshwane. Drugs are often found in abandoned buildings in the inner city, which have become a hot-bed for criminality


Cit y Housing of Tshwane & Human 2018 |Settl FAstem facts ents

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Relocation of residents • 347 Phomolong residents relocated to erven 2223 and 2224 Nellmapius Ext 22 • 471 Brazzaville residents to Atteridgeville Ext 19 • 281 households to Portion 2 of Farm Donkerhoek 370 JR • 112 households from Choba Informal Settlement to Olievenhoutbosch Ext 27 lowcost housing project

Primary healthcare clinic Block JJ Clinic opened its doors to community of Soshanguve. The clinic is a provincial primary healthcare facility providing HIV and TB-related treatment, care and support services

Housing for the homeless The Department of Human Settlements together with the Gauteng Department of Human Settlements are in the process of drafting a Housing Assistance Policy in Emergency Circumstances. The policy will address the homelessness that has been declared by situations and conditions in terms of the Disaster Management Act (No. 57 of 2002)

3 451 water meters Clubview, Hennopspark, saw the installation of 3 451 meters. Water reticulation replacement in Region 4 was critical due to the dolomitic ground formation and the possibility of sinkholes forming as a result of leaking water pipes

About 60 informal settlements have been identified, assessed and will be prioritised for upgrading in this term of office

Hammanskraal electricity depot The City of Tshwane opened its very first satellite electricity depot for Hammanskraal in November 2017. Region 2 has serious backlogs of infrastructure including depots such as this one. In an effort to deal with the backlog and bring services closer to the people of Hammanskraal, the satellite electricity depot was opened. The operationalisation of this satellite depot is another initiative by the City to bring services closer to the people and to improve on the turnaround times for registered service delivery complaints

Ditlou Consulting Is a civil Engineers company. The company was established in 2003 and is based in the Gauteng Province, with branches in Limpopo, Mpumalanga and the North West province. Our Mission

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Our experienced development consultants will assist in providing the much needed capacity in order to streamline and manage delivery. We also provide: Quality cost effective service to its clients Service in community employment Feasibility studies and projects reviews Support service in capacity building and training

DITLOU CONSULTING believes that the most effective business approach is to have a small dynamic core of permanent staff employed in the Head office being helped by the technical specialists who work on contract basis. Our cooperation promotes the upliftment of those who were previously disadvantaged (PDI). Professional Affiliations

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P R OF ILE | M i X Telem at ic s

Optimising efficiency, improving safety Founded in 1996, MiX Telematics is a leading global provider of fleet and mobile asset management solutions, and is listed on the JSE and NYSE.

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iX Telematics provides products and services to enterprise fleets, small fleets and consumers. These solutions assist businesses by improving the utilisation of their fleet, reducing maintenance and fuel costs and, ultimately, improving the bottom line. In today’s marketplace, fleet operators are expected to do more with less. By understanding the requirements of its customers and providing tailor-made solutions to their specific needs, MiX Telematics has enabled a 7% to 15% reduction in fuel costs for consumers within 12 months.

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City of Tshwane 2 01 8

Driver safety and productivity are of paramount importance to the road transport industry. Identifying and correcting poor driver behaviour reduces risks and increases the safety levels within your fleet. MiX customers have reduced accident rates by up to 70% by identifying poor driving, monitoring driver performance, and ensuring training and incentive programmes. Over-speeding is also a major contributing factor when it comes to safety and, in using the solutions offered by MiX, customers have reduced speeding violations by 30%. Fleet managers face many challenges when it comes to compliance but,

with solutions such as MiX Hours of Service and Journey Management, they are able to access driver reports, monitor their fleets in real time and improve overall efficiency while reducing business risk related to driver safety and fatigue – all via the online web portal and mobile device app. These solutions are designed for fleet managers seeking an easy and automated way to keep drivers, passengers and cargo safe and secure, while reducing business risk related to journeys.

A fleet of solutions MiX Telematics’ solutions include the following: MiX Fleet Manager Essential,


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MiX Fleet Manager Premium, Matrix and Beame. MiX Fleet Manager Essential enables fleet operators to track and trace the movement and behaviour of their vehicles and drivers from anywhere, at any time. For that to happen, vehicles are fitted with a small on-board computer that captures and transmits vehicle and driver data. Users can then access this information online, via the solution’s secure platform. Some features are also available via MiX Fleet Manager Mobile, the solution’s free app for Android and iOS. Be it a fleet of trucks or a mixed fleet of cars and vans, MiX Fleet Manager Essential is fleet management made easy. Another major advantage is improved customer service. By having the ability to find the closest vehicle to a customer, the number of customer visits can be increased and estimated times of arrival improved. Distances travelled can also be monitored and reduced, while vehicle misuse can be detected and stopped. MiX Fleet Manager

Essential is affordable and accessible to fleets of all types and sizes, making it the obvious and convenient choice. MiX Fleet Manager Premium offers fleet operators the tools they need to sustain a high-performing operation – one that’s operating at optimum levels of efficiency. MiX Fleet Manager Premium offers fleet operators unlimited access to information on their vehicles and drivers, with a host of features, tools and reports to help maximise return on investment. The solution comprises a sophisticated onboard computer, which collects and transmits valuable vehicle and driver data. This information is accessible online or via the MiX Fleet Manager Mobile app. Customers from around the world agree that whatever the goal – be it to save fuel, increase utilisation or improve customer service – MiX Fleet Manager Premium is proven to bring about guaranteed and significant results. MiX Fleet Manager Premium is compatible with a flexible range of

services, add-ons and accessories. Depending on specific operational goals or regional requirements, customers can choose from video recording systems, in-cab navigation and messaging devices, driver engagement tools, an Hours of Service solution, journey management, and satellite communication, among others. MiX Telematics provides a better, safer and more efficient fleet management solution, translating into increased profitability over time.

Consumer solutions MiX’s consumer-facing brands, Matrix and Beame, are focused on personal safety and consumer telematics through superior vehicle tracking and stolen vehicle recovery products and services. Matrix offers consumers three unique tailored packages, from vehicle tracking to advanced telematics and personal safety services. Beame is a stolen vehicle recovery service enabled by a wireless device that is small, quick to install and easy to hide in any moveable asset.

Using telematics to change driver behaviour Fleet managers face a number of challenges on a daily basis, one of which is their duty of care to protect drivers and ensure fleet safety. Commercial drivers are up to 50% more likely to be hurt or killed in road crashes than any other type of driver1. This could be due to bad driving habits, negligence when driving, over-speeding or any other number of risky driving behaviours. The use of telematics within fleets makes it easy to identify and expose at-risk drivers and take corrective action before a crash occurs. It works by using an on-board computer fitted to vehicles to capture vehicle and driver performance data. Fleet managers can then use the data captured to monitor their fleet in terms of: Vehicle tracking on location, vehicle movements, status and behaviour Seatbelt usage Driver behaviour and performance (such as speed, harsh braking, harsh acceleration, etc.)

1

According to the UK’s Road Safety Observatory, 2015.

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Tanzania-based Transcargo Ltd. reported a 70% reduction in accidents and an improvement in delivery time by two days. In addition, a fully integrated telematics solution can protect fleet owners from exorbitant accident and insurance claims that are sometimes false and often unnecessary. Thanks to integrated in-cab video solutions like MiX Vision, fleet managers can see what events and behaviours lead up to a crash, and they can support those views with accurate, relevant data.

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chweitzer Engineering Laboratories’ (SEL’s) SEL-T400L Time-Domain Line Protection detects power system faults. It sends a trip signal to breakers four to ten times faster than present-day phasor-based relays, offering ultra high speeds and the secure protection of critical transmission lines.“We are protecting energy moving at the speed of light. The T400L is like moving from a car to a jet!” says SEL president Dr Edmund O Schweitzer, III.“Time-domainbased protection is the future, and this is the most important thing SEL has done since releasing the first digital relay in 1984.” Using a combination of travelling-wave (TW) and incremental-quantity protection technologies, the SEL-T400L is the fastest protective relay on the market. Faster tripping times mean improved safety, less damage to equipment, improved system

stability, and better power quality.“We designed the SEL-T400L to complement traditional line relays while dramatically reducing trip times of the complete redundant protection system. It’s a quantum leap in line protection performance,” says SEL R&D specialist Dr Bogdan Kasztenny. “Plus, it locates faults to an exact tower and, with 1 MHz recording, it gives you new eyes into your power system.”

Tried and trusted Many utilities across the world have installed SEL-T400L relays to evaluate the performance of the protection, fault location and recording functions. Graph 1 shows the performance of the SEL-T400L for a phase A to ground fault on a 500 kV seriescompensated line. The SEL-T400L issued a TRIP command to open the breaker in 2.8

ms; this is six times faster than present-day phasor-based protective relays. The SEL-T400L, with its TW-based faultlocating function, provides exceptional accuracy, and the fault location result is available before the fault is even cleared. This unique performance of the fault locator enables control applications such as adaptive auto reclosing on hybrid (combination of overhead and underground) transmission lines. Graph 2 shows the performance of the singleend TW fault locator on a 400 kV seriescompensated line using a Bewley lattice diagram. The SEL-T400L located the fault at 135.03 km and the line patrol found the damaged insulator at 135.00 km. For additional technical information on the protection and fault location principles used, please visit https://selinc.com/products/ T400L/#tab-literature.

The SEL-T400L ultra-high-speed transmission line relay travelling-wave fault locator’s high-resolution event recorder

Graph 1 Performance of the SEL-T400L for a phase A to ground fault on a 500 kV series-compensated line

City of Tshwane 2018

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C it y o f Ts hwa n e 2018 | MMC in t erview

Housing for all our people

Mandla Nkomo, MMC for Human Settlements, City of Tshwane

In terms of strategy and operations, what are the Tshwane Department of Human Settlements’ primary objectives during the 2018/19 financial year? MN Our primary target is to ensure that we provide serviced stands on a larger scale, because we realise that for us to wait to build houses will take a long time, especially if we are to catch up with the backlog. As such, our focus is to provide as many stands as we can. The issuing of title deeds is also a priority.

City of Tshwane MMC for Human Settlements Mandla Nkomo offers some insight into the department’s plans until 2021, highlights the achievements to date, and touches on the impact of land invasion. We set ourselves a target to issue 6 000 title deeds by the end of the 2018/19 financial year and, to date, we are sitting on an achieved 3 400 title deeds that have been issued, so we are definitely on course to achieve our target. Tell us about the achievements arising from the Department of Human Settlements in recent years. I have only been in this role for 18 months, but

I am very happy with the progress to date, especially with regard to the issuing of title deeds. On another positive note, we have provided hundreds of people with stands – some of whom have been waiting for 15 years. I’m also happy to report that, for the first time, the Department of Human Settlements has started to build credibility. I think that with the

transparent open-door policy we have adopted, particularly in respect to the housing waiting list, the response to our department has been very positive. When we embark on allocating houses now, we place the waiting lists on notice boards at our seven regional offices located throughout Tshwane. In this way, people are able to see where on the list they fall. The aim of having a transparent process is to eliminate


Cit y of Tshwane 2018 | MMC inte rv i e w

corruption and assure people that we are working towards delivering on our mandate. This has worked for us because those who were protesting, sometimes almost on a daily basis, are now able to see their number allocation on the notice board. What are you most looking forward to from the City’s new investment policy 2018 – 2022? I am looking forward to the upgrade of more informal settlements. Currently, Tshwane has some 153 informal settlements, and we are looking to upgrade at least 40 by end of the 2018/19 financial year and, hopefully, all 153 settlements by the end of our term in 2021. Where does Human Settlements feature on the Executive Mayor’s new infrastructure drive – R3 billion raised against a target of R10.8 billion? Human Settlements relies heavily on bulk infrastructure. In order to build a house, infrastructure is required; we can’t expect people to live without basic services such as water, sanitation and electricity. This is one of the problems we encountered with government, whereby houses were being built without the proper infrastructure in place. The Executive Mayor is seeking to address the issue of bulk infrastructure so that our housing developments will feature these services, and will be close to industrial areas or places of work, presenting employment opportunities. It’s going to be more of an integration

process, whereby people are able to have houses and be employed closer to home, while ensuring they have the service delivery that they need. What about transport and accessibility to facilities such as clinics and schools? One of the things that we also want to do as Human Settlements is densify, because we realise that there is no point in putting up a development in an area where transport is an issue and it becomes costly for people to commute for work. For example, we have projects in Fort West, just 10 km from the CBD, where we have introduced integrated, mixed-typology housing. In these developments, people are able to rent, and there are both free and bond housing options. What exciting developments can Tshwane residents look forward to over the next two years? We have a couple of new developments coming up. One that I am particularly

excited about is a social housing development in Marabastad. We are also capacitating our own Housing Company Tshwane in order to have a big pool as far as social housing is concerned. Not all people come into the CBD seeking permanent residence; some people are from Limpopo and other surrounds in search of employment only. We need to be able to provide them with social housing so that they are able to rent affordably. At the same time, we are addressing and avoiding the issue of land invasion, which is persistent in CBDs. Do you find that hijacked buildings are problematic in Tshwane? We have hijacked buildings in Tshwane; it’s not as rife as in Johannesburg CBD, but it exists. Here, our situation is better thanks to consumer education that we embark on with our people, as well as the open-door policy that we have at our department, as mentioned earlier. If people are uncertain about issues, they are welcome to come through to the department and ask for

Did you know? Thembelihle is a partnership between the City and a private SHI to facilitate the delivery of social housing. The project started in January 2014 and was completed in December 2017. The project has 733 units that have been allocated to tenants. The project is fully occupied and a launch with the Minister of Human Settlements is being planned for 2018

information. If they need social housing, they can also come through and enquire. Our offices work on an open-door policy to ensure that we educate our people, and educating people is one of our more important functions. It has been said that Human Settlements departments – whether at national, provincial or municipal level – are not for the weak, as they are among the hardest portfolios to manage. Would you agree? Yes, definitely! Human settlements is a moving target. People who protest are usually up in arms because they have been waiting a very long time for houses, but what they fail to realise is that the department is faced with criminals, which hinders our output. These criminals disregard the queue and forcefully gain entry into empty houses. There are numerous people who take chances with the municipality. The best we can do is to be honest with our people. I think what we manage to do well is encourage standing committees to engage with their ward councillors and feed them information that may be relevant or useful to the municipality. This, coupled with our open-door policy, allows us to access information from on the ground and prevents us making promises to people that we can’t deliver on. We keep our people informed along the way and this helps a great deal. Remember, with Human Settlements, we cannot wing it and say that we will clear the entire backlog. We have to be City of Tshwane 2018

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Cit y of Tshwane 2018 | MMC inte rv i e w

4 406

Over 4 000 land invasions have been dealt with in 2017: Since January 2017, the DA-led multiparty administration of the City of Tshwane has attended to a total of 4 406 land invasions

honest with people. If something is not possible, it’s not possible. Also remember that a municipality is highly regulated. There is governance in place and we cannot promise someone a house that’s not within our budget. Our USDG (Urban Settlements Development Grant) budget comes from national government, while our HSDG (Human Settlements Development Grant) budget comes from the province. USDG is allocated towards infrastructure development, while HSDG is allocated towards structural development such as RDP housing.

What are some of the biggest challenges facing the Department of Human Settlements at Tshwane? Our biggest challenge is land invasion. We have just over 200 000 people on our housing waiting list but, as a result of land invasions, we won’t be able to deliver on this target and attempt to clear the backlog. It is unfortunate because the people who are in

need of the houses are sidetracked by criminals. It’s a nightmare for the department and government in general. People are coming up with ways to jump the queue by invading land and illegally selling it. Once land has been invaded, we are not able to develop it any further. As an example: we have areas like Olievenhoutbosch where, in December 2017, criminals invaded 821 houses. Can you imagine the people who have been waiting for years and years for those houses? I’m talking about people who have approved letters from the City stating that they will be getting houses. They are left without homes, and now the Department faces a big problem whereby the rightful owners of the houses are not able to occupy their properties, while people who don’t qualify are living there. Another challenge we encounter is that even those

people to whom we rightfully allocate houses, either sell the houses or rent them out. I accompanied the MEC on a site visit to Olievenhoutbosch following a complaint that the department had allocated a house to a foreign national. When we arrived at the property in question, there was in fact a foreign national living in the house. Upon checking our systems, it was discovered that the house was rightfully allocated, but that person sold the house to a foreign national. These are the two major challenges that we face when it comes to occupancy. What does the law say with regard to land invasion and eviction? In my personal opinion, the PIE (Prevention of Illegal Eviction) Act goes against what we are trying to achieve as government. Basically, the Act states that if someone has invaded a property and we have failed to remove that person within 48 hours, alternative accommodation must be found for that person if we

want him/ her removed. The Department is obliged to provide this accommodation. If we go to court and get an eviction order, the court will make it clear that we may proceed with the eviction on the basis that we find alternative accommodation. In a city where we are landlocked and with many people seeking accommodation, it’s not easy to find an alternative. What we need to do is arrest people. In Fort West, there were people who invaded houses and we were able to make arrests based on the fact that they had damaged property. We are looking at working with SALGA (South African Local Government Association) to see how we can work with the PIE Act because, quite honestly, it becomes a challenge to us as Human Settlements. In the instance of an arrest, we are not obliged to find alternative accommodation, but the grey area remains: was the person living on the property for more than 48 hours? If he was, he may return to the property after his release. City of Tshwane 2018

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ithin the Tshwane region, National Asphalt has been part of the city’s infrastructure landscape for three decades, servicing the market from its Bon Accord facility, which has two plants with a combined capability of over 200 tph. Historically, projects range from urban streets to provincial networks, as well as specific highway sections passing through Tshwane that fall under Sanral, in addition to work for the N4 Bakwena Platinum Corridor Concessionaire. New contracts awarded in 2018 include the supply of some 58 000 t of asphalt from the Bon Accord plant for a resurfacing project on the N4 from Section 10 km 18.49 to Section 13 km 3.23, which is being carried out by Roadmac Surfacing. Also recently awarded is an order for the supply of approximately 35 000 t for another N4 project, which will be supported from National Asphalt’s Rustenburg facility. The scope here entails the construction of a second carriageway between the GaRankuwa Interchange (M17) N4-9 km 24.32 to Brits Interchange (R512) N4-10 km 19.3, with the works being undertaken by Raubex Construction. Meanwhile, past orders for Tshwane include the supply of around 50 000 t of asphalt for various works between December 2014 and June 2017.

A history of innovation National Asphalt’s investment in ongoing research and development has enabled the company to trial and validate a

number of proprietary products and allied construction methodologies from around the world that have since become the mainstay in South Africa. Examples include reclaimed asphalt (RA), where National Asphalt was one of the early adopters locally, cold mix asphalt, warm mix asphalt, and EME (a French acronym for high modulus asphalt). The formulation of advanced modified binders is a further development that significantly extends pavement life. National Asphalt subsidiary Shisalanga Construction is also leading the way with hydrocutting technology, deployed for surface texturing, rubber and spillage removal. Another Shisalanga innovation is the introduction of unique thin layer asphalt (Steel Flow), which incorporates a high percentage of recycled steel slag and is an affordable alternative to conventional double seal. “We actively engage with our clients, whether private or public, to develop creative solutions by researching the best products and techniques available,” explains Sean Pretorius, managing director of National Asphalt. To date, National Asphalt has achieved a number of breakthroughs. Examples include the use of EME for eThekwini’s GoDurban bus rapid transport system, together with the upgrading of a section of the N1 outside of Durban between Candella Road and the Westville Pavilion. “Used in base layers, EME’s stiffness properties have been proven to outperform standard mixes in this application,” he points out. Warm mix asphalt is another product with

great potential, since it’s produced at a lower temperature with fewer emissions – just one of the benefits compared to hot mix. Warm mixes also extend the time window, allowing the mix to be transported over longer distances and paved at lower temperatures.

Sustainability From an overall sustainability perspective, Pretorius believes that RA is one of the better options currently available, especially since a number of metros, including Tshwane, have access to large stockpiles of material. It’s also becoming a mandatory requirement stipulated by Sanral. “Another benefit of RA is that it assists in reducing the impact of the bitumen supply gaps that are unfortunately becoming more common in the South African market. The use of 100% RA mixes will become a future reality,” he adds. As part of the Raubex Limited Group, National Asphalt is a responsible corporate citizen and committed to meeting government’s transformation goals, which fall under the ambit of sustainability. “In this respect, we’re in discussions with Qualifying Small Enterprises (QSEs) with the possibility of subcontracting the asphalt paving component of our supply contracts. We also assist where we can in terms of skills development via our socio-economic initiatives. Through the Cadiz Programme, for example, we’ve successfully sponsored a number of young learners throughout the country. Our hope is that some of them will find a career in roads construction, ” Pretorius concludes. City of Tshwane 2018

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C it y o f Ts hwa n e 2018 | Spat ial Planning

Defining Tshwane’s energy networks The movement system in an urban environment literally constitutes the arteries of the city – without these linkages, there can be no economy, no interrelatedness and no ‘life’. Movement systems – flows of people, finance and goods – can be used to create access, structure settlements, and promote integration, diversity and mixed land use.

N

odes are those parts of Tshwane where development should be focused. The widest variety of services and opportunities should be provided at nodal points, at degrees relative to their nodal status. The urban edge, if managed for growth, will contribute to the achievement of strategic objectives by conserving valuable environmental areas, which would otherwise be compromised by development, and by promoting the use of existing infrastructure through redevelopment, infill development and densification within the edge, thus achieving development that is sustainable. The urban edge

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City of Tshwane 2 01 8

also encourages the agglomeration of economies within the edge, encouraging scattered secondary or emerging nodes to develop into consolidated primary nodes as opposed to leapfrog development. The edge also ensures the protection of land and exhaustible resources by encouraging brownfield (old land) developments instead of greenfield (new land) developments. Due to the high cost of providing bulk infrastructure in low-density areas, urban sprawl should be discouraged. It is imperative that available infrastructure within the nodes is used optimally. This requires densification and intensification of land uses through compaction and infill developments. Transit-oriented development (TOD) will optimise the potential and infrastructure capacity of nodes while combating urban sprawl through movement between and connectivity of focus areas of development.

Compaction and densification The urban environment is characterised by qualities that are essential in terms of equity, liveability and sustainability, such as diversity, choice, uniqueness, sense of place and opportunity. The Metropolitan Spatial Development Framework (MSDF) is intended to restructure Tshwane’s fragmented, inequitable and inefficient urban form to create a more equitable, efficient and environmentally and financially sustainable urban dispensation in line with current legislation and policy. The compaction and functional integration of the City

are normative directives from national government, and implies: 1. Higher-density urban development 2. Greater mixing of compatible land uses 3. Focused concentration of highdensity residential land uses and intensification of non-residential land uses in nodes, around transit stations (such as the Gautrain, BRT, rail and other formalised intermodal transport facilities), and along activity corridors. Intensification should specifically be focused on these structuring concepts as first priorities of intervention. Densification goes hand in hand with this approach to intensification, and is also structured around the metropolitan activity areas, corridors and activity spines. The purpose of such higher-density residential developments is to provide residential opportunities in high-intensity, mixeduse, pedestrian-friendly environments supported by public transport and where various economic and social opportunities are available within a relatively compact geographical area. These areas should also be linked to the Tshwane open space system to support their viability. The increase in residential densities will result in the reduction of private recreation and entertainment space. Special attention should, therefore, be given to the creation, design and management of public spaces as well as communal


Cit y of Tshwane 2018 | Spatial P l a nni ng

and social facilities, for example, parks, sports fields and educational facilities, in areas where higher densities are developed. The principles and sub-principles of densification are as follows: Appropriate higher-density housing opportunities at appropriate locations must be provided for all income groups: • A range of housing opportunities and choices should be provided. • Social integration must be promoted throughout the metropolitan area.

current or future potential for growth and development. Such potential should also be desirable from a restructuring point of view. • Development or redevelopment should be promoted within existing built-up areas as an antidote to greenfield developments. • The Compaction and Densification Strategy of 2005 identifies four general density zones within the municipal area. The principles of the strategy have been applied in the Regional Spatial Development Frameworks.

Densification must contribute to the overall structure and functionality of the metropolitan area in that it should take place in a balanced, focused and structured way: • Densification should be concentrated around specific strategic areas. • Density levels should be linked to the functional characteristics of various parts of the city. •D  ensification and compaction must be applied in such a way that diversity and unique spatial characteristics are maintained. • Density should relate to the surrounding area. Areas targeted for densification should be well served by public transport, or have the possibility to be well served by public transport in future. Areas targeted for densification should be treated as whole environments, with investment in infrastructure, landscaping, open spaces and social facilities ideally preceding higherdensity developments: • The development and retention of quality living environments should be ensured, which means that indiscriminate densification should be avoided. • Mixed land uses in areas earmarked for densification should be promoted. • Developments should promote safety and security in their area.

Hierarchy of nodes

Open space, farmland, natural beauty, critical environmental areas and cultural assets should be preserved and enhanced. Specific areas of opportunity or in need of restructuring should be identified (areas that should not be densified for specific reasons should also be identified): • Areas of opportunity should possess real

Although the current needs far outweigh the resources, it is important that the City of Tshwane focuses on opportunities for exponential growth and investment in the long term. These opportunities will be identified in the spatial vision by indicating where growth will occur in transport, housing, energy, water, recreation, education, health infrastructure and services, as explained by the smart growth concept. The spatial plan will promote efficient and effective resource allocation, ensuring that resources such as infrastructure are delivered in the right place and at the right time. The spatial plan also provides a sense of certainty for the future, which should increase investor confidence. Tshwane’s profile shows that it has a number of spatial opportunities. The city must operate in the context of the greater Gauteng City Region so that it can be positioned as competitive relative to the other major nodes in the province. This means that nodes in Tshwane should serve a specific function either within the local, provincial or national context. Nodes can complement other nodes or be functionally independent. The key issue is that nodes in the City do not compete but complement and support each other so that the synergies among them maximise the potential of the City as a whole. The diversification of various nodes will boost resilience and adaptability by maximising all spatial

opportunities, in turn maximising economic growth opportunities through strategic investment decisions. An important distinction is made between four nodal typologies: • capital core • metropolitan nodes • urban cores • emerging nodes. Capital core: The Tshwane inner city is identified as the capital core, as it is the city’s first-order node among all the metropolitan nodes. Traditionally, the inner city is also the central business district (CBD) of major cities. Tshwane is no different. Historically, the inner city was the geographic heart and centre of what is now the Tshwane area. Over time, though, due to the extension of Tshwane’s boundaries, the inner city is no longer geographically central, but still plays a very important role with regard to the concentration of retail, office and government buildings. The capital core must: • be the focal point for housing government departments; • be developed to a higher than average

City of Tshwane 2018

55


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Cit y of Tshwane 2018 | Spatial P l a nni ng

density, supporting all principles of smart growth. Metropolitan node: These are primary nodes of the highest order. They accommodate the highest degree of service specialisation and offer the widest range of services. Often, metropolitan nodes have regional or provincial relevance. In the Tshwane context, metropolitan nodes are those nodes that benefit (economically) primarily from the investment of the private sector. Equally important is that these nodes serve as economic hubs and focal points for employment opportunities. The role of the public sector in such nodes is to manage the rate of growth, provide infrastructure in line with the growth management plan and maintain the urban environment. Such localities are also where the most extensive land use rights, including densities, are likely to be supported, in line with the growth management strategy. Urban cores: Former township areas were developed as a result of forced relocation programmes. Inevitably, these townships grew to accommodate large populations of low-income or unemployed people. The economic circumstances were clearly evident in the quality of the physical environment. Under the new government, which was established in 1994, these township areas have been identified not as blight on the urban fabric as previously thought, but as beacons of opportunity through the human capital that is concentrated in the various communities of the townships. Due to the great need that often belies such nodes, the government has to play a more active role in social and economic restructuring, especially in view of the limited private investment relative to metropolitan cores. The Neighbourhood Development Programme (NDP) is a nationally funded programme that aims to address the improvement of the environmental quality of urban cores. Emerging nodes: Over the past few years, certain economic, social and/or residential opportunities have emerged in various localities in the city. The materialisation of these localities into fully fledged nodes will depend on a number of factors. While the future of these nodes is uncertain,

the potential for greater development is clear. Identifying future urban areas also provides an opportunity to plan for the provision of new infrastructure and timely planning for growth that is sustainable. Emerging nodes should be managed subject to growth management principles.

Specialised activity areas Some nodes in the metropolitan area are characterised by largely mono-functional land uses taking up large, concentrated and defined space. The character of the areas ranges from industrial to hightechnology smart industries, medical facilities, educational and research facilities. It is important to acknowledge these specialised activity areas not just in terms of their scale, but because of their sphere of influence in terms of generating movement, opportunities and linkages with other areas. These linkages not only refer to physical linkages, but also to ‘connectivity’ in a broader sense, such as between institutions of learning and research. Specialised activity areas include areas such as: • industrial estates • research, innovation, education and technology institutes • airports • tourism nodes. Movement and connectivity: Movement and connectivity encompass all aspects of transport, including non-motorised transport. Transport is important because it affects spatial form, environmental impact, economic development, social equity and intercity movement.

characteristics of economic activity, as it satisfies the basic need of going from one location to another – a need shared by passengers, freight and information. All economies and regions do not share the same level of mobility, as most are in a different stage of their mobility transition. Economies that possess greater mobility are often those with better opportunities to develop than those suffering from scarce mobility. Reduced mobility impedes development while greater mobility is a catalyst for development. Mobility is thus a reliable indicator of development. Social equity: The goal is to reduce the economic impact of travel on commuters who reside far removed from work opportunities. The mobility gap between different populations can have substantial impacts on opportunities available to individuals. Tshwane’s movement system comprises three of the four forms of transportation – i.e. rail, road and air (maritime transport being excluded). The manner in which all three of these transport means are developed, managed, maintained and integrated will largely determine the success of the nodal concept. The sustainability of the nodal concept is dependent on connectivity and ease of access from one node to another. The success of all focused spatial interventions relies on the adequacy of the spatial form to meet the needs of all users. As efficient as a node may be within itself, it will not be sustainable if the target users cannot access it. The regional profiles clearly indicate that Tshwane

Spatial form: The goal is to define a spatial structure based on the nodal development approach (densification and intensification at strategic points), which is supported by public transport. An efficient spatial form will address matters of spatial restructuring and socioeconomic equality. Environmental impact: Transport systems are large consumers of space. The goal is to reduce the uptake of greenfield sites through public transport and TOD. Economic development: Mobility is one of the most fundamental and important City of Tshwane 2018

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Cit y of Tshwane 2018 | Spatial P l a nni ng

accommodates quite a number of nodes, some performing very different functions, while others are quite similar. The synergies that exist among the various nodes are what enable many of them to be sustainable. But those synergies cannot exist without efficient linkages between the nodes. Connectivity via the movement system effectively strings the city together, making it ‘smaller’ and providing equal access for all residents to all nodes, integrating labour markets and providing flexibility around options for residential location relative to one’s place of work. Different movement modes have different patterns of stopping. While Tshwane has a comprehensive system of higher-order mobility routes and development corridors, there are still several localities that are not adequately catered for. Integrated transport planning in Tshwane includes not only the planning side of things, but also intergovernmental relations. Cooperative planning will remain pertinent to the process required to address such areas.

Intercity movement Tshwane forms part of a larger Gauteng urban region and its economy is closely connected to the spatial economy of the neighbouring municipalities. It is also nationally part of the economic engine of the country. From this perspective, the following routes are the most important to connect the areas of opportunity in Tshwane to other areas of economic significance: • PWV2/N4 Platinum Highway, linking Tshwane in an east-west direction to port destinations (Maputo/Walvis Bay) and several significant regional centres of production. • N1 and R21, linking Tshwane to the economic growth areas of Gauteng, and creating amazing opportunities in terms of economies of scale, visibility and accessibility. • PWV9/Western Bypass (north), the

missing link in the west and north of Tshwane, which causes large areas of the city to remain marginalised in terms of access to areas of opportunities and lacks support for the latent development potential of the west and north. • R25 provincial road serving the eastern part the eastern corner of Tshwane and the south-east between Bronkhorstspruit/Sokhulumi and Kanan/ Bapsfontein, also linking the area with O.R. Tambo International Airport. • R104 provincial road running from Region 3 to Region 7 in an east-west direction, north of and parallel to the N4 to the east, and also linking Tshwane with Emalahleni to the east. • R513/R42 road linking the industrial area of Ekandustria with O.R. Tambo International Airport.

Spatial economy All strategic matters relating to transport (spatial form, environmental impact, economic development and social equity) have a place in the spatial economy. The nodal concept, on which the sustainable, resilient and competitive Tshwane will be based, relies on TOD. TOD supports the basic spatial concept of sustainability (both social and economic). TOD will address spatial restructuring by stringing the city’s nodes together, effectively making Tshwane ‘smaller’ and travel distances ‘shorter’ through an efficient integrated rapid public transport network (IRPTN), which will optimally integrate road, rail and air transport in Tshwane. The IRPTN will thus allow for all residents, regardless of location in the city, to be provided with equal access to all nodes. In addition, labour markets will be spatially integrated and true flexibility

regarding one’s place of residence relative to one’s place of work will be catered for. A city that operates efficiently, as described herein, is a competitive city.

Roads and transport Following a spatial analysis of the current highest residential densities versus distance from work opportunities, the following issues that need to be addressed by the IRPTN have been identified: • Efficiently integrate various commuter transport modes • Maximise coverage of commuter transport system • Minimise need to transfer from one service to another. The IRPTN may be served by road or rail transport, including the Gautrain. What is very important is that the catchment area of each node is fully covered in terms of feeder route systems that support the main transportation routes – i.e. a person should not have to walk more than 800 m within a node to find a form of public transport. It is equally important that the route to the public transport mode or facility is fully pedestrianised. The IRPTN currently indicates that nodal connection will be provided for. The success of MSDF implementation will be reflected in the approved development applications adhering closely to the MSDF. By the end of 2018, the City of Tshwane would have revised its Regional Spatial Development Framework, which will be the basis for the review of the MSDF. In all its review and implementation, the City will work towards redressing spatial imbalances to achieve social justice.

City of Tshwane 2018

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As part of Corporate Social Investment, in 2014 PPC partnered with Cool Capital in the bi-annual project to create bespoke public benches in Pretoria. The project is an official flagship Cool Capital project which won the 2015 BASA innovation award. The public benches, designed by either sculptors, designers or architecture students from TUT architecture department, are placed across the city. The focus of the initiative is to build bridges through social interaction, while making art a visible part of the city and accessible to all citizens and visitors.

These have now grown to 18, and more will be designed and installed in the future.

As the cement company that supplied cement to construct most of our country’s infrastructure and major buildings, PPC has always maintained a special connection with its Pretoria beginnings. By sponsoring the PPC Public Bench Project “we became partners in this social responsibility project, where art and art awareness are promoted to the Pretoria community through the manufacturing and placement of urban furniture”, commented PPC’s Innovation Architect, Daniel van der Merwe.

“Through the placement of benches, we would like to create spaces where people from different cultures and backgrounds can enter into conversation with each other, therefore becoming spaces of cultural exchange and integration,” says Francois Visser, who oversaw the manufacturing and placement of the benches in the selected areas.

In addition, the project aims to activate public spaces, giving citizens the opportunity to engage with each other and to reflect on their environment. The benches are viewed as ultimately serving as a reflection of Pretoria’s diverse creative heritage, while at the same time creating a sense of community and belonging to all who make use of them.

The designs vary from very simplistic and modern, to more intricate designs taking current architectural elements into account.

PPC sponsored and assisted with the provision of concrete technologies and the materials to secure the manufacturing and placement of the benches. This project was motivated by the belief that public spaces should be places for free and creative expression. Initially 10 public benches were commissioned and designed by artists from around Pretoria and placed in areas where the need for seating has been identified.

About PPC Ltd A leading supplier of cement and related products in southern Africa, PPC has 11 cement factories in South Africa, Botswana, DRC, Ethiopia, Rwanda and Zimbabwe. In 2016, PPC commissioned its fifth milling depot, located in Harare, Zimbabwe. The recent commissioning of PPC’s new plants in DRC and Ethiopia bring PPC’s capacity to around eleven and a half million tonnes of cement products each year. As part of its strategy and long-term vision, PPC is expanding its operations in South Africa with the construction of a new kiln line (SK9) at PPC Slurry outside Mafikeng in the North West province. PPC’s Materials business, comprising Safika Cement, Pronto Readymix (including Ulula Ash) and 3Q Mahuma Concrete, forms part of the company’s channel management strategy for southern Africa. PPC’s footprint in the readymix sector has grown to include 26 batching plants across South Africa and Mozambique and the capacity to produce half a million tonnes of fly ash. PPC also produces aggregates with its Mooiplaas aggregates quarry in Gauteng having the largest aggregate production capacity in South Africa. PPC Lime, one of the largest lime producers in the southern hemisphere, produces metallurgical-grade lime, burnt dolomite and limestone. Follow PPC on Twitter @PPC_Africa, like us on www.facebook.com/PPC.Cement and visit us at www.ppc.co.za.


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Cit y of Tshwane 2018 | title deeds

Ensuring security of tenure The City of Tshwane issues title deeds to registered beneficiaries on an ongoing basis in all seven of its regions. Here’s what you need to know about the process. What is a title deed? It is an official and legal document that proves that you are the rightful owner of the house/stand. Anyone who purchases a house/ stand will need to have the title deed transferred into their name as proof that they own the property. This is done in terms of the Deeds Registry Act (No. 47 of 1937). Every individual property has its own deed. A copy of each title deed is held in a Deeds Registry at the Deeds Office within the closest proximity to where the property is located. The Deeds Registry is open to any member of the public who requires access to information; however, each enquiry will come at a nominal fee.

What is the importance of a title deed?

This is the document that will be needed when you sell your house or apply for a loan to renovate or upgrade your house and should be kept in a safe place. Should this document be lost or misplaced, financial implications will be applicable for its replacement.

How can I find out if there is a title deed registered in my name? Visit any of the Customer Care Centres or Human Settlements offices to talk to us. Refer to the contact details listed herein.

Who should collect the title deed? Only the registered owner(s) of a house (or their spouse) can collect the title deed.

Expediting title deed handovers As at the end of November 2017, the City of Tshwane’s Msimanga administration had handed over more than 3 000 title deeds since assuming office. The city is now more than halfway towards achieving its target of delivering 6 000 title deeds for the 2017/18 financial year. The Msimanga administration is speeding up the delivery of title deeds to state-subsidised houses so that recipients have legal ownership of the property where they reside or operate businesses from. This provides homeowners with an important economic asset to leverage for their liberation from poverty. As per its electoral promise, the administration is also providing serviced stands, in communities with significant housing backlogs. Beneficiaries of these serviced stands also receive title deeds and rudimentary services.

City of Tshwane 2018

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C it y o f Ts hwa n e 2018 | t it le deed s

Table 1 Human Settlements contact details by region Region

Contact person

Contact number

1

Ms Beta Nukeri/Mr Willie Rapotle

012 358 0787/9276

2

Ms Violet Mehale/Mr Simon Phago

012 358 4023/5065

3

Mr Peggy Rathete/Ms Rakgadi Maako

012 358 1124/8497

4

Mr Mokgosi Komane/Ms Daphney Chauke

012 358 3888/3891

5

Mr Steven Mashego/Ms Onica Louw

012 358 7062

6

Mr Mandla Sigudla/Mr Eddy Mathye

012 358 4212/5557

7

Mr Edison Seroka/Mr Sam Mamba

012 358 6889/1836

What is needed to collect the title deed? The registered owner(s) must bring their ID book(s) along when visiting one of the Human Settlements offices of the municipality.

When the official beneficiary has passed away, who can collect the title deed on the deceased behalf? Only the appointed executor/executrix of the owner’s estate.

What is needed for the title deed to be collected in this case? A letter of appointment issued by the Magistrate Office/ Master of the High Court is needed to collect the title deed, together with the ID of the appointed executor/ executrix of the estate.

What can I do in a case where there is no official appointed heir and/ or executor? A family member must visit one of the Human Settlements offices. They will be given a letter to take to

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City of Tshwane 2 01 8


Cit y of Tshwane 2018 | title deeds

The MMC: Human Settlements, Cllr Mandla Nkomo, handing over title deeds during the 2017/18 financial year

the Magistrate Office/Master of the High Court, which will request the appointment of an executor/executrix of the estate concerned.

Where can I collect my title deed? First, phone the Human Settlements office in your area find out whether your title deed is ready for collection. Contact details are listed in Table 1. Through the years, a backlog of uncollected title deeds has developed. The areas where most of these uncollected title deeds are located

are Mamelodi, Soshanguve, Temba and Hammanskraal. There are 10 709 uncollected title deeds as at 31 March 2018, which must be collected. Table 2 shows the breakdown of the areas affected.

Table 2 Backlog of uncollected title deeds as at 31 March 2018

Some of the reasons for the backlog of uncollected title deeds include the following: • subletting of properties: owners are not living in their own houses and tenants are reluctant to pass messages on from the municipality. • illegal occupation of properties through informal arrangements, family substitutions, etc. • unresolved estates of owners who are deceased • ignorance and/or unconcerned attitudes of beneficiaries to respond. Mitigating factors that have been implemented: • constant issuing of calling letters to beneficiaries

Region

Backlog

Ga-Rankuwa

429

Mabopane

229

Winterveld

240

Soshanguve

4 586

Temba

2 032

Atteridgeville

142

Lotus Gardens

2

Elandspoort

2

• political/public events of the MMC: Human Settlements and the Executive Mayor of Tshwane to issue title deeds • consumer education on the importance of a title deed • issuing referral letters to the Master of the High Court for resolution of estates • advertising in local print media to call for collection of title deeds.

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