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Presentation by the National Department of Public Works NATIONAL COUNCIL OF PROVINCES NCOP. Mr A Sangqu Mr M D Mokotedi Ms L Bici. 13 June 2001. INDEX. 1. Budget Vote Information 2. Programme 2 3. Organogram 4. Source of Funds 5. Project Status Codes 6. Client Services

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Presentation by the National Department of Public Works

NATIONAL COUNCIL OF PROVINCES

NCOP

Mr A Sangqu

Mr M D Mokotedi

Ms L Bici

13 June 2001


INDEX

1. Budget Vote Information

2. Programme 2

3. Organogram

4. Source of Funds

5. Project Status Codes

6. Client Services

7. Development Operations

8. Property and Facilities Management

9 State Property Holdings

10. Leasing

11. Municipal Expenses

12. Information Services

13. State Property Agency

14. NPWP

15. CBPWP

16. CIDP


1 1 total vote per programme
1.1 Total Vote : Per Programme

2000/01

R’000

2001/02

R’000

Prog 1: Administration

120 070

160 448

Prog 2: Provision of Land and Accommodation

3 921 717

3 052 572

Prog 3: National Public Works Programme

400 000

299 575

Prog 4: Auxiliary and Associated Service

10 422

8 992

Total for Vote 30

4 452 209

3 521 587


1 2 total vote per standard item
1.2 Total Vote : Per Standard Item

2000/01

R’000

2001/02

R’000

Personnel

305 763

332 125

Admin

42 811

47 403

Inventories

19 803

19 803

Equipment

20 282

18 988

Land & Buildings

833 000

1 135 754

Prof & Spes

3 206 154

1 940 602

Transfers

18 831

25 786

Miscellaneous

5 565

1 126

Total

4 452 209

3 521 587


2 1 details of programme 2
2.1 Details of Programme 2

2000/01

R’000

2001/02

R’000

Provision of Land & Accommodation

R3 921 717 000

R3 052 572 000

Capital works (Public Works)

1 013 915 000

76 145 000

Maintenance

566 152 000

536 556 000

Planned

340 952 000

337 054 261

Unplanned

175 200 000

159 501 739

Workshops

50 000 000

40 000 000

Building Promotion Industry

4 900 000

3 296 000

Total Accommodation

R1 584 967 000

R615 997 000


2 1 details of programme 2 cont
2.1 Details of Programme 2 (cont.)

2000/01

R’000

2001/02

R’000

Leasing

832 600 000

760 440 000

Cleaning building and tending gardens

113 000 000

110 300 000

Municipal Services

665 000 000

675 900 000

Rates on State Properties

554 000 000

594 779 000

Other

6 150 000

7 150 000

Total State Property Holdings

R2 148 583 000

R2 170 750 000

Administration Programme 2

R166 000 000

R288 006 000


2 2 complexity of programme 2
2.2 Complexity of Programme 2

2000/01

R’000

2001/02

R’000

Planned maintenance

340 952 000

R337 054 261

Capital works

1 013 915 000

76 145 000

Rollovers: Capital works

221 564 000

562 127 000

Planned Maintenance

70 000 000

56 777 000

Voted to Client Departments

0

924 153 002

Total source of funds for Capital Works and Planned Maintenance

1 646 431 000

R1 956 256 263


4. Source of funds: National: Capital Works and Planned Maintenance

NATIONAL TOTAL (R ‘000) 1 956 256 263 100 %

  • ALLOCATION 1 956 256 263 100 %

    • Capital Works 1 562 425 002 80 %

    • Planned Maintenance 393 831 261 20 %

  • ROLL-OVER (included in above) 618 904 000

    • Capital Works 562 127 000

    • Planned Maintenance 56 777 000


4. Source of funds: National: Capital Works Allocation (Roll-over included)

NATIONAL TOTAL (R ‘000) 1 562 425 002 562 127 000

Department Allocation Roll-over (incl)

  • Correctional Services 713 384 000 278 330 000

  • Justice 203 459 000 54 659 000

  • South African Police Services 195 678 000 39 950 000

  • Public Works 76 145 000 Nil

  • Defence 70 826 000 19 272 000

    • Agriculture 36 965 000 22 851 000

    • Arts, Culture, Science and Tech 33 004 000 953 000

    • Education 2 000 000 2 000 000

    • Environmental Affairs 4 658 000 Nil

    • Foreign Affairs 9 614 000 9 614 000

    • Home Affairs 55 548 000 38 131 000

    • Labour 65 603 000 36 390 000

    • Land Affairs 12 617 000 3 253 000

    • National Health 38 201 000 22 001 000

    • NIDS 29 723 000 29 723 000

    • Trade and Industry 15 000 000 5 000 000


4. Source of funds: National: Planned Maintenance Allocation (Roll-over included)

NATIONAL TOTAL (R ‘000) 393 831 261 56 777 000

Department Allocation Roll-over (incl)

  • South African Police Services 120 979 085 17 944 048

  • Defence 79 287 560 Nil

  • Correctional Services 66 009 555 Nil

  • Public Works 57 555 335 33 318 125

  • Justice 36 607 776 5 514 827

    • Agriculture 10 083 284 Nil

    • Arts, Culture, Science and Tech 9 072 018 Nil

    • Environmental Affairs 337 443 Nil

    • Finance 6 143 045 Nil

    • Foreign Affairs 1 164 331 Nil

    • Home Affairs 386 125 Nil

    • Labour 3 191 162 Nil

    • Land Affairs 39 302 Nil

    • National Health 8 933 Nil

    • State Expenditure 2 966 306 Nil





6. Client Services Allocation

OBJECTIVES

  • To oversee the efficient facilitation and co-ordination of accommodation for D&O, CPJ and FA&P

  • To ensure professional support to client services, internal service providers and national client departments with regard to town planning, investment analysis, building standards development and heritage asset management

  • Interaction with clients and service providers

  • Building programme management

  • System development and subsequent updating

  • To ensure the efficient and effective management of generic management tasks within the chief directorate: client services

  • Conceptualisation and development of strategic initiatives


6. Client Services (cont.) Allocation

CHALLENGES:

Under Expenditure: Capital Works - R532 million for 2000/2001

Reasons for under-expenditure:

  • Planning time frames on projects (12-18 months)

  • Transfer of excessive funds by client departments

  • Reprioritisation of building program by clients

  • Discrepancy between estimates and tender amounts

  • Contractual disputes (Litigation)

  • Insufficient in-house expertise


6. Client Services (cont.) Allocation

Proactive steps taken to achieve high expenditure levels:

  • High level of project management firms to assist Regional Managers

  • All existing projects have been revisited

  • Full allocation of available funds have been assigned to approved projects

  • Targeting pre-selected bidders

  • Training of Regional Project and Client Services Managers

  • 49% of allocation under construction

  • 20% of allocated funds in tender recommendation stage 2001/2002

  • 31% of allocated funds in design phase


6. Client Services (cont.) Allocation

Rendering assistance in devolution of budgets to clients and subsequent assistance with cost recovery by virtue of agreements between NDPW and clients


7. Development Operations Allocation

1. STRATEGIC OBJECTIVES

  • 1.1 GLOBAL PURPOSE OF CHIEF DIRECTORATE:

    • To execute Planning Instructions, received from Client Services, for Capital and Planned Maintenance Projects within time, cost, quality and socio-economic objectives and to provide professional support, inter alia with reference to relevant legislation.


7. Development Operations (cont.) Allocation

  • 1.2 PURPOSE OF THE DIRECTORATE: MAJOR PROJECTS

    • To execute Planning Instructions, received from Client Services, for Capital and Planned Maintenance Projects within time, cost, quality and social-economic objectives.

  • 1.3 PURPOSE OF THE DIRECTORATE: PROFESSIONAL

  • ADVISORY SERVICES

    • To provide construction related professional advice to Project Managers in the Department, aimed at the creation of projects, which are technically acceptable, easy in their maintenance, of high quality, effective in their purpose and affordable in terms of space norms and cost limits.


7. Development Operations (cont.) Allocation

  • 1. 4 PURPOSE OF DIRECTORATE: RISK MANAGEMENT

    • To manage the risk to the Department (State), posed to, and by its facilities and properties by the provision of quality support, advisory and information services in terms of risk related issues pertaining mainly to Occupational Health and Safety aspects.


7. Development Operations (cont.) Allocation

CHALLENGES AND PRO-ACTIVE STEPS TAKEN AT CURRENT TO ADDRESS THESE:

  • To make full use of allocated budgets in order to convince Treasury that more funds are required to address backlogs

  • Shorter planning cycles

  • Skills shortages in terms of project management

  • To minimize changes in project briefs as result of Clients revising their needs during planning phase


7. Development Operations (cont.) Allocation

  • Reduction of period of payment to Service Providers (Contractors and Consultants)

  • Increased economic involvement of black business in the procurement muscle of the Department (Black Economic Empowerment)

  • Management of properties on problematic soil conditions (reduce risk of loss of property)


8 property and facilities management

Challenges Allocation

Delivery of quality capital works on time and within budget

Cumbersome tender procedures

Procurement reform in line with the disbandment of the STB

Correction perception amongst Senior Government officials that too much work is outsourced to consultants

Address backlog in the renewal of leases

Backlog in maintenance. Facilities maintenance projects implemented with the aim of addressing 25% of backlog within 3 years

8. Property and Facilities Management


8 property and facilities management cont

Programme for accelerated project delivery implemented October 2000

All regional offices have empowered through special approval obtained from STB to assume the same powers as that of head office

DPW to develop all tender procedures delegations, allocation of powers, etc.

Policy to be adopted in DPW to distinguish between management consultants and professional service providers

NB - Transfer of risk to professionals who take full responsibility for design of bridges, roads, buildings, etc.

Leasing project implemented

RAMP projects initiated to the value of approximately R 500 million

8. Property and Facilities Management (cont.)


8 property and facilities management cont1

Establishment of State Property Agency that operates effectively and efficiently

Disbandment of the STB and the formulation of tender procedures and procurement practices that would meet the objectives of SPA/DPW

Refinement of procedures, delegations, etc. to suit SPA model

The continued use of consultants as a variable resource will be continued into the SPA and the rate of appointment will depend on the number of projects

Adopt best practice asset management principles (key account management)

Roll-out facilities maintenance in SPA

Targeted Procurement process are applied to ensure involvement of ABE’s and APSP and are constantly monitored.

8. Property and Facilities Management (cont.)


8. Apointment effectively and efficientlyof Affirmable Business Enterprises


9. State Property Holdings and Asset Management effectively and efficiently

OBJECTIVES

  • FORMULATION OF POLICY AND ASSET MANAGEMENT STRATEGIES

  • COMPILATION OF FOREIGN ASSET REGISTER

  • ESTABLISHMENT OF PROPERTY ECONOMY RESEARCH AND SERVICES UNIT

  • DISPOSAL OF SUPERFLUOUS STATE LAND AND FIXED PROPERTY

  • REVIEW AND FORMULATE LEGISLATION WITH REGARD TO PROPERTY RIGHTS


9. State Property Holdings and Asset Management (cont.) effectively and efficiently

CHALLENGES

  • VERIFY AND IMPROVE DATA ENTEGRITY ON THE ASSET REGISTER

  • FORMALISE AND IMPLEMENT A STRATEGIC ASSET MANAGEMENT FRAMEWORK

  • ESTABLISH BENCHMARKS TO MEASURE THE PERFORMANCE OF THE STATE’S PROPERTY PORTFOLIO

  • EFFECTIVE AND EFFICIENT DISPOSAL OF SUPERFLUOUS STATE OWNED PROPERTY


9. State Property Holdings and Asset Management (cont.) effectively and efficiently

PRO-ACTIVE MEASURES

  • DEDICATED STAFF IDENTIFIED TO VERIFY AND UPDATE DATA ON THE ASSET REGISTER

  • TENDER DOCUMENTATION HAS BEEN FINALISED FOR THE APPOINTMENT OF CONSULTANTS TO DEVELOP A STRATEGIC ASSET MANAGEMENT FRAMEWORK

  • OFFICIALS HAVE BEEN APPOINTED TO COMMENCE WITH THE ESTABLISHMENT OF BENCHMARKS TO MEASURE THE PERFORMANCE OF THE STATE’S PROPERTY PORTFOLIO

  • A DETAILED DISPOSAL PROGRAMME HAS BEEN COMPILED AND IMPLEMENTED


10. Leasing Portfolio Statistics effectively and efficiently

  • 4801 Leases at 31 March 2001

  • Property types

    • Land

    • Offices

    • Quarters

  • Quantity Analysis

  • Value of Quantities


10. Portfolio Statistics effectively and efficiently(cont.)


10. Leasing Budget effectively and efficiently

NATIONAL TOTAL (R ‘000) 753 716 717 100 %

  • Pretoria 283 420 223 39 %

  • Johannesburg 105 431 694 14 %

  • Cape Town 81 022 000 10 %

  • Durban 75 955 000 10 %

  • Port Elizabeth 59 125 000 7 %

  • Nelspruit 41 028 000 5 %

  • Bloemfontein 38 898 600 5 %

  • Mmabatho 28 966 800 3 %

  • Pietersburg 27 825 000 3 %

  • Kimberley 12 044 400 1 %


10. Leasing Budget effectively and efficiently(cont.)


10. Properties Leased from the Private Sector effectively and efficiently

  • National distribution per property type

    • Land 321

    • Offices 1 963

    • Quarters 2 517


10. Properties Leased from the Private Sector effectively and efficiently(cont.)


10. Properties Leased from the Private Sector effectively and efficiently(cont.)


10. Leasing Project effectively and efficiently

  • Achievements

    • Visited all properties within leasing portfolio

    • Uncovered over R20 million in fruitless expenditure

    • Stopped monthly lease payments in access of R1 million

    • Built capacity within portfolio

  • Further objectives

    • Renewal and revising of leases

    • Continued building capacity


11. Municipal Expenses effectively and efficiently

1 April 2001 - 25 May 2002


12. Information Services effectively and efficiently

OBJECTIVES

  • To provide information to serve as a critical tool for management decision-making through aligning of the systems to the business processes.

  • To provide information services that enable the organisation to deliver service quickly and accurately.

  • Integrate the current Information systems.

  • Implement a new network that address the information flow needs of the department.

  • Create a structure that is in line with the needs of the department.


12. Information Services (cont.) effectively and efficiently

KEY CHALLENGES

  • Lack of resources

  • Unintegrated systems

CHALLENGE RESOLUTION STEPS

  • HR has been asked to be more flexible on hiring practices, e.g. allowance of usage of constructors.

  • A new, more realistic budget has been submitted to Finance.


National Department of Public Works effectively and efficiently

State Property

Agency (SPA)

13. Role of DPW and State Property Agency

Mandate

  • To regulate the build environment

  • To transform the construction industry - CIDB

  • To define the policy framework that shapes the use of government owned properties

  • To address rural poverty through projects related to the build environment

  • To facilitate the delivery of government service through delivery of the asset and accommodation requirements in accordance with the prescribed legal frameworks


National Department of Public Works effectively and efficiently

State Property

Agency (SPA)

13.Role of DPW and State Property Agency

  • Ensure that government is meeting its accommodation requirements in a cost effective manner while addressing social objective

  • Streamline service delivery by reducing the bureaucracy and leveraging best-of-breed skills and systems

  • Provide value-added advisory services to ensure that accommodations improve government’s service delivery

  • Ensure that the build environment is effectively regulated to the benefit of the South African public

  • Ensure that equity and empowerment occur in the construction industry

  • Provide a clear and transparent environment in which land issues are redressed

  • Leverage governments influence to impact the lives of the rural poor

Value

proposition


State Property Agency effectively and efficiently

Asset

management

Project

management

Lease supply

management

Information rich, strong financial controls

Vendor management and commercial capabilities

Client focused

13. SPA will have three pillars of excellence supported by three organisational attributes

Pillars of excellence

Supporting foundation


ILLUSTRATIVE effectively and efficiently

13. Overall SPA Charter

  • The SPA will provide the Government of South Africa with its core facilities and accommodation needs through

    • Cost-effective, value-adding management and maintenance of its owned portfolio

    • Structuring of leases with private sector owners

    • Construction of on-spec, on-time, on budget new facilities

    • Maximise the value of the property portfolio and minimise risk to the State

  • It will meet its mandate with a customer focused, information rich, commercially capable organisation that makes effective use of private sector capabilities


13. Business Model effectively and efficiently


  • Develop model

  • SPA design

  • PreP-pare

  • Design new approach, processes

  • Improve DPW

  • Implementation

  • Implementation

  • Implementation

  • Quick wins

  • Buildingmomentum

  • Internal and external communication

13. High-level plan over next 12-18 months leading to successful creation of an effective and efficient SPA

  • June 2001

  • October 2001

  • April 2002

  • October 2002

  • April 2003

  • Refine and syndicate

  • SPA

  • Act

  • SPA Launch

  • Legislative process

  • Transition strategy concept

  • Detail


14. NPWP Total Budget effectively and efficiently


14. CD:CIDP Business Plan effectively and efficiently2001 - 2002

“Taking forward the process of construction industry development

in South Africa”


14. Ambit of National Goals effectively and efficiently

  • 5 years to build framework for C.I. Development based on an ongoing analysis of South African industry, Government objectives, international trends and stakeholder engagement.

South Africa’s Framework:

“Reconstruction & Development

Programme”


14. Purpose of the CD Unit effectively and efficiently

To promote and support the

  • Growth, Development and Transformation of the construction industry

    for

  • Enhanced infrastructure delivery in South Africa

Small specialised unit


16. CIDP - Structure, Purpose, Issues effectively and efficiently

Public sector

delivery

capacity

Growth,

investment

Performance

improvement

Emerging contractor

development

Best practice

Procurement reform

Targeted Procurement

Support to

overcome

constraints

Public sector

spending/

Private sector

investment

Improved

payment

Improved skills


16. Develop Policy/ Programmes/ Legislation/ Institutions/ effectively and efficiently

  • Develop Programmes - eg

    - Investment, improved public sector payment

    - Rollout of Targeted Procurement & best

    practice to national, provincial & local authorities

    - Emerging Contractor Development - staff in all

    regional offices

  • Develop Legislation/ Institutions - eg

    - CIDB

    - Professional Councils + overarching CBE

Binding public and private sector endeavor


16. Achievements 2000/2001 effectively and efficiently

  • Legislation to establish the CIDB.

  • Legislation to establish the 6 professions and the Council for the Built Environment

  • Emerging Contractor Development:

    - over 2500 contractors registered

    - increased women from 150 - 250

    - launch of major training programme

  • A strategy to improve delayed payment in Public Works national and provincial

  • Regional Conference on Developing the Construction Industries of SADC (April 01)


16. Current Challenges effectively and efficiently

  • Operationalise Legislation to establish

    CIDB, CBE & Professions + agenda.

  • Manage Minister’s legislative responsibility.

  • Promote Targets (KPI’s) for growth & improvement & strategies to attain these.

  • Intensify/ roll-out APP & ECDP Support Strategies to promote black enterprises + women and develop capacity through training.

  • Public Sector Capacity to manage delivery with particular focus on delayed payment.


16. New Laws - Extra Responsibility effectively and efficiently

Council for the Built

Environment Act

MINISTER

CIDB

Property

Valuers

Profession Act

Quantity Surveying

Profession Act

Architectural

Profession

Act

Engineering

Profession

Act

Landscape

Architectural

Profession Act

Project/

Construction

Management Act


16. Current Challenges effectively and efficiently

  • Operationalise Legislation to establish

    CIDB, CBE & Professions + agenda.

  • Manage Minister’s legislative responsibility.

  • Promote Targets (KPI’s) for growth & improvement & strategies to attain these.

  • Intensify/ roll-out APP & ECDP Support Strategies to promote black enterprises + women and develop capacity through training.

  • Public Sector Capacity to manage delivery with particular focus on delayed payment.


16. CIDP Total Budget effectively and efficiently


16. CIDP Project Expenditure effectively and efficiently


16. CIDP Project Expenditure effectively and efficiently


16. CIDP Project Expenditure effectively and efficiently


16. CIDP Project Expenditure effectively and efficiently


16. CIDP Project Expenditure effectively and efficiently


16. CIDP Project Expenditure effectively and efficiently


16. CIDP Project Expenditure effectively and efficiently


16. CIDP Project Expenditure effectively and efficiently


16. CIDP Project Expenditure effectively and efficiently


15. Community Based Public Works Programme effectively and efficiently

RECENT HISTORY

In the 2000 calendar year, the CBPWP implemented a R1 billion worth of projects. This massive budget had been accumulated through roll-overs experienced in two previous financial years. However, the programme was able to spend all the funds by the 31 March 2001.


15. Community Based Public Works Programme (cont.) effectively and efficiently

The final close out information for 1998/1999 is as follows:

The total budget expended in this year was R271 000 million.

The total amount spent per Province excluding National Management costs:

  • Province Amount Spent District Council projects

  • Eastern Cape R88 761 274 150

  • Kwa-Zulu Natal R91 878 700 115

  • Northern Province R65 999 152 72


15. Community Based Public Works Programme (cont.) effectively and efficiently

  • Projects implemented:

  • 38 Labour saving

  • 85 Social cohesion

  • 91 Improved Access

  • 109 Directly productive

  • 14 Environmental protection

  • A total of 29 194 people were temporary employed and 4154 sustainable jobs were created.

  • Of the total 29 194 people employed 10 981 (38%) were women, 11 897 (41%) were youth and 268 (1%) were disabled.


15. Community Based Public Works Programme (cont.) effectively and efficiently

The final close out information for 1999/2000 is as follows:

The total budget expended in 1999/2000 was R368 178 million. The total amount spent per Province:

  • Province Amount Spent District Council projects

  • Eastern Cape R 126 060 861 79

  • Kwa-Zulu Natal R 82 912 910 65

  • Mpumalanga R 61 921 324 48


15. Community Based Public Works Programme (cont.) effectively and efficiently

  • Province Amount Spent District Council projects

  • Free State R 13 027 072 22

  • North west R 13 044 921 25

  • Northern Cape R 10 000 000 road project

  • Gauteng R 4 427 000

  • Western Cape R 1 400 000

  • Northern Province R 21 946 830 19


15. Community Based Public Works Programme (cont.) effectively and efficiently

In total 258 District Council projects were implemented.

Projects implemented:

  • 23 Labour saving

  • 67 Social cohesion

  • 96 Improved Access

  • 58 Directly productive and

  • 14 Environmental protection


15. Community Based Public Works Programme (cont.) effectively and efficiently

A total of 14 825 people were temporary employed and 618 sustainable jobs were created.

  • 7 442 (50%) women

  • 7 406 (50%) youth

  • 251 (2%) disabled

A total of 14 825 people were employed


15. Community Based Public Works Programme (cont.) effectively and efficiently

The final close out information for 2000/2001 is as follows:

The total budget expended in 2000/2001 was 360 365 million. The total amount spent per Province:

  • Eastern Cape were R 118 763

  • Kwa-Zulu Natal R 84 494

  • Mpumalanga R 15 992

  • Free State R 7 949


15. Community Based Public Works Programme (cont.) effectively and efficiently

  • Amount Spent

  • North West R11 845

  • Northern Cape R0 allocated

  • Gauteng R0 allocated

  • Western Cape R0 allocated

  • Northern Province R85 390

  • Special projects R16 014

  • Programme management fees R23 283 spent


15. Community Based Public Works Programme (cont.) effectively and efficiently

  • A total of R31 381 people were temporary employed and 1553 sustainable jobs were created.

  • People employed:

  • 13 571 (43%) women

  • 13 895 (44%) youth

  • 637 (2%) disabled

  • A total of 31 381 people employed


15. Community Based Public Works Programme (cont.) effectively and efficiently

BUDGET IN 2001/2002

  • Projects R 374 386

  • Personnel expenditure R 3 342

  • Administrative expenditure R 1 141

  • Inventories R 9

  • Equipment R 90

  • Total R 378 968


15. Community Based Public Works Programme (cont.) effectively and efficiently

PROVINCIAL INVESTMENTS IN IN 2001/2002

  • Eastern Cape R 111 812 094

  • Free state R 9 293 240

  • KwaZulu Natal R 99 814 302

  • Mpumalanga R 31 066 273

  • Northern Province R 79 220 603

  • North West R 11 803 105

  • Gauteng Province R 900 000

  • Western Cape R 3 222 222

  • Northern Cape R 1 500 000

  • National R 25 368 000

  • TOTAL R 374 000 000


15. Community Based Public Works Programme (cont.) effectively and efficiently

2001/2002 PROGRAMME COMPONENTS

  • Programme with 27 district municipalities

    • Easten Cape

    • Free State

    • Kwa-Zulu Natal

    • Mpumalanga

    • Northern Province

    • North West

  • Strategic projects in partnerships with key stakeholders and implemented by IDT


15. Community Based Public Works Programme (cont.) effectively and efficiently

STRATEGIC PROJECTS

  • Community Production Centres – for provision of the productive infrastructure upgrading components in co-operation with the Department of Agriculture.

  • Multi-purpose centres – one-stop shops for rural service delivery

  • Clean and Green programme – a community based waste management programme, in partnership with the South African Breweries (SAB)


15. Community Based Public Works Programme (cont.) effectively and efficiently

STRATEGIC PROJECTS

  • HIV/AIDS infrastructure support programme: to offset the devastation caused by HIV/AIDS e.g. the upgrading of local clinics which are in dire need of repair

  • Youth Working for Environment Accessibility – training and employing youth to make public properties accessible to the disabled

  • KZN Cholera Response Programme – to respond to cholera outbreak in KZN, in partnership with KZN Department of Health


15. Community Based Public Works Programme (cont.) effectively and efficiently

PRIORITIES IN 2001/2002

  • Sustainable productive assets through linkages with the Integrated Sustainable Rural Development Strategy

  • Rural roads

  • Capacitation of new district municipalities


15. Community Based Public Works Programme (cont.) effectively and efficiently

TARGETS FOR 2001/2002

  • 40 000 Temporary job opportunities

  • 3 000 sustainable jobs

  • Minimum 50% women employed

  • Minimum 15% youth employed

  • Between 1% and 3% disabled employed

  • 400 Sustainable community assets


15. Community Based Public Works Programme (cont.) effectively and efficiently

FORWARD PLANNING

Being on the Medium Term Expenditure Framework (MTEF) has enabled the CBPWP to do the following:

  • Sign allocation agreements with district municipalities up to the 2003/2004 financial year

  • Enter capacity enhancement agreements with the European Union and the Independent Development Trust to establish a strong in-house management team

  • Look for donor funding to augment MTEF project funds


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