PUBLIC WORKS INFRASTRUCTURE PLAN

2009 2014

TABLE OF CONTENTS
2008-2013 Public Works Infrastructure Plan Gauteng Department of Public Transport, Roads & Works

Page No. 1. SECTION 1: EXECUTIVE SUMMARY..............................................................................................1 1.1 The Purpose of the Plan..................................................................................................................1 1.2 Description.......................................................................................................................................1 1.3 Levels of Service.............................................................................................................................1 1.4 Community Need.............................................................................................................................1 1.5 Lifecycle Management Plan.............................................................................................................2 1.6 Financial Summary and Sources of Funding...................................................................................2 1.7 Organisational and Support Plan.....................................................................................................3 1.8 Monitoring and Improvement of the Programme.............................................................................4 2. SECTION 2: INTRODUCTION..........................................................................................................5 2.1 Background.....................................................................................................................................5 2.2 Goals and Objectives of Infrastructure Ownership..........................................................................6 2.3 Plan Framework..............................................................................................................................8 2.4 Planning Approach and Methodology..............................................................................................9 3. SECTION 3: LEVEL OF SERVICE.................................................................................................10 3.1 Departmental Norms and Standards.............................................................................................10 4. SECTION 4: DEMAND OR NEED DETERMINATION....................................................................11 4.1 Demand Forecast..........................................................................................................................11 4.2 Demand Management Plan...........................................................................................................12 5. SECTION 5: EXISTING INFRASTRUCTURE.................................................................................14 5.1 Physical Parameters......................................................................................................................14 5.2 Capacity / Performance and Condition..........................................................................................14 5.3 Valuations......................................................................................................................................15 5.4 Historical data................................................................................................................................15 6. SECTION 6: ASSET MANAGEMENT - INFRASTRUCTURE.........................................................15 6.1 Routine Maintenance Plan.............................................................................................................15 6.2 Renewal / Replacement Plan........................................................................................................19 6.3 Creation / Acquisition Plan.............................................................................................................19 7. SECTION 7: FINANCIAL SUMMARY ............................................................................................21 7.1 Financial Statements and Projections...........................................................................................21
2008-2013 Public Works Infrastructure Plan Gauteng Department of Public Transport, Roads & Works

7.2 Funding Strategy...........................................................................................................................23 7.3 Valuation Forecasts ......................................................................................................................23 7.4 Key Assumptions in Financial Forecasts.......................................................................................24 8. SECTION 8: ORGANISATIONAL AND SUPPORT PLAN STRUCTURE ......................................24 8.1 Human Resources.........................................................................................................................24 8.2 Organisational ..............................................................................................................................24 8.3 Financial........................................................................................................................................25 8.4 Systems and Processes ...............................................................................................................25 9. SECTION 9: PLAN IMPROVEMENT AND MONITORING.............................................................28 9.1 Performance Measures................................................................................................................28 9.2 Improvement Programme..............................................................................................................29 9.3 Monitoring and Review Procedures...............................................................................................30

TABLE OF APPENDICES

2008-2013 Public Works Infrastructure Plan

Gauteng Department of Public Transport, Roads & Works

GAUTENG TRANSPORT INFRASTRUCTURE PLAN 2009-2014 1. SECTION 1: EXECUTIVE SUMMARY

This report describes the Infrastructure Plan for Gautengs Provincial Roads, which has been prepared in accordance with the framework provided by National Treasury (2T01, Infrastructure Plan, Version 5.0, 2006). The following paragraphs provide a summary of the document.

1.1

The Purpose of the Plan

The purpose of this plan is to show the condition of the existing and proposed future Public Works infrastructure, to highlight deficiencies that have been identified through the various systems within the Departmental branch. This infrastructure plan therefore aims to put infrastructure service delivery into context of the Provinces needs and priorities. It also aims to present and justify funding requirements for infrastructure over the long term five year plan. Infrastructure delivery programmes, budgets and targets will be indicated, in line with the overall provincial Growth and Development Strategy.

1.2

Description
The infrastructure covered in this plan can be categorized into the following: New constructions; Upgrades and additions; Repairs and renovations; Maintenance of existing buildings, both planned and reactive; Management of provincial infrastructure property

1.3

Levels of Service
The Departmental level of service currently is determined by the degree of funding expenditure, quality of work delivered and time in which the infrastructure is completed with in. As a Department the level of service around expenditure is 100% of the funding provided by our selected clients and as well as our in house budget. However our quality of work is an area in which we are moving toward improving, focusing on correct scoping of projects and alignment to best industry practice.

1.4

Community Need
As the provincial implementing agent to sector departmental clients, Public works actions and implements EPWP, Labor Intensity Construction and Job creation principals around all our projects no matter what the type of project identified.

Public works focuses on the, job creation, training and development of local contractors within the community.

1.5

Lifecycle Management Plan

The Public Works department life cycle management plan is focused around the various provincial properties which we manage as well as providing advice to our sector department which we service. The department has embarked on the implementation of NIMS, development of maintenance policies, standards review of SLA / MOU with clients whom utilize the provincial properties, review of infrastructure planning procedures and alignment with infrastructure planning toolkit, taking into consideration the provisions of the GIAMA. The new approach will take into consideration designing for energy saving, designing for maintenance, procurement strategy, and ensure the maximum usage of all buildings within the minimal costing required. The disposal mandate is the responsibility of the Department of Gauteng Local Government and it will be engaged when necessary. The Strategies to maintain the infrastructure are in place and they will be implemented accordingly.

1.6

Financial Summary and Sources of Funding

The present Departmental budget is insufficient to provide the level of service that is required for infrastructure in the Province. Infrastructure funding is dependent on budget allocation by Treasury for all sector clients, Public Works will continue to act as an implementation agent on behalf of the other departments by monitoring progress, expenditure and job creation aspects. The projections for construction is summarised in the table below. The table also shows the funding provided from the Departments own allocation. Program Activity
Construction Public Works TOTAL

Financial Years
2009/10 77,013 77.013

(add , 000 to all figures)

2010/11 81,703 81,703 2011/12 89,000 89,000 2012/13 102,350 102,350 2013/14 117,702 117,702

The projections for maintenance is summarised in the table below. The table also shows the funding provided from the Departments own allocation.

Program Activity
Maintenance Public Works TOTAL

Financial Years
2009/10 14,952 14,952

(add , 000 to all figures)

2010/11 16,343 16,343 2011/12 18,323 18,323 2012/13 21,072 21,072 2013/14 24,233 24,233

The projections for property is summarised in the table below. The table also shows the funding provided from the Departments own allocation. Program Activity
Property Public Works TOTAL

Financial Years
2009/10 5,000 5,000

(add , 000 to all figures)

2010/11 5,500 5,500 2011/12 6,050 6,050 2012/13 6,655 6,655 2013/14 7,200 7,200

The projections above take into account the current infrastructure conditions of properties whose maintenance is behind schedule. They also take into account the fact that most tenants occupying residential properties for example, are not paying market related rentals (MRR). However, presently there are on-going negotiations with organized labour to ensure that all tenants pay MRR. The commencing figure derives from the first quarterly report of FY 2008/09 and an escalation of 10 percent has been assumed.

1.7

Organisational and Support Plan

Public Works has four Chief Directorates, namely: Capital Works current staff complement is 70, and 93 employees are required to carry out this plan. Maintenance current staff complement is 962, and 1400 employees are required Property Management 210 current staff. EPWP - current staff complement is 42, which is sufficient to carry out the plan. The greatest challenge in delivering the infrastructure programme for the provincial administration is the project management approach presently utilised by Public Works branch. The approach is inherently inefficient with virtually every project managed separately and through processes fraught with overlap and uncertainty related to outcomes. Directorate: Public Works Planning appoints teams of consultants for each project which are, in turn, briefed, directed and overseen by a gradually disappearing cadre of departmental staff that serve as project planners/managers. For EPWP the greatest challenge is the various role players present in project implementation. Some of the projects are at Local Government level whereby the same

projects might have additional projects teams having different mandates which might affect project deliverables. Having considered the alternative approaches, the provincial infrastructure programme would be managed through a series of comprehensive multi-year programme management and consulting services contracts. These contracts would be appointed through a tender process available to pre-qualified companies/consortia and would include a programme coordination/management component and an integrated team of consultants. The greatest challenge in delivering the infrastructure programme for the provincial administration is the project management approach presently utilised by Public Works branch. The approach is inherently inefficient with virtually every project managed separately and through processes fraught with overlap and uncertainty related to outcomes. Directorate: Public Works Planning appoints teams of consultants for each project which are, in turn, briefed, directed and overseen by a gradually disappearing cadre of departmental staff that serve as project planners/managers. Property current staff complement is 59, technical employees are required to carry out this plan with the help of selected service providers. Having considered the alternative approaches, the provincial infrastructure programme would be managed through a series of comprehensive multi-year programme management and consulting services contracts. These contracts would be appointed through a tender process available to pre-qualified companies/consortia and would include a programme coordination/management component and an integrated team of consultants.

1.8

Monitoring and Improvement of the Programme

A monthly meeting is held with the clients and Public Works to review the status of all projects and this review is used to provide detailed breakdowns of problems, face on all client and in house projects. The meeting focus is on both capital and maintenance projects as well as the support of the EPWP implementation plan on all projects as per the Governmental mandate. EPWP Objectives to be Monitored and Evaluated Objectives Measure To create temporary work opportunities for Number of total, women, the unemployed in Gauteng disabled job opportunities Persons days of work Average income of EPWP participants per sector Cost of goods and services provided to standard in the infrastructure, Environment and Culture, Economic and Social Cost of each work or job created % or no of participants at point of exit to secure Employment Education and training A SMME

youth

and

To provide needed public goods and services, labour intensively, at acceptable standards, through the use of mainly public sector budgets. To increase potential of public works participants to earn an income by providing work experience, training and information related to local work opportunities, education and training and SMME development

The property programme will be reviewed /monitored quarterly to ensure that deviations are minimized and controlled effectively. The Quarterly review meetings are scheduled with the appointed Service Providers to monitor progress of the plan and take necessary precautions.

2.
2.1

SECTION 2: INTRODUCTION
Background
The departments public works branch serves as the provincial custodian and manager of most and major governments' fixed property assets, the department is mandated to be the provincial implemented agent for most of the sector clients. The infrastructure development has in recent years become one of the fundamental cornerstone of development in the country. However, the legacy of poor planning, weak management and poor administrative systems has had a major impact on the current infrastructure deployment in province, which is highly imbalanced. To this end, the departments public works branch has been vigorously working at strengthening partnerships with departments of the Gauteng provincial administration towards the streamlining and fast-tracking of infrastructure development necessary for the achievement of the provincial goals. It is also the intention of the department to work towards the objectives of the provincial Growth and Development Strategy. The combined infrastructure budget, that of client departments and the departments, is ideal for the promotion of Expanded Public Works Programme through involvement of BEE and SMME companies in infrastructure development. It is expected that the budget allocations to infrastructure will continue to grow in the next five years, albeit at a slower rate than that of the past 14 years due to focus changing towards maintenance. This infrastructure plan therefore aims to put infrastructure service delivery into context of the provinces needs and priorities. It also aims to present and justify funding requirements for infrastructure over the long term. Infrastructure delivery programmes, budgets and targets will be indicated, in line with the overall provincial Growth and Development Strategy. Before the launch of EPWP, the Public Works Programmes (PWPs) focused on addressing the infrastructure backlogs only. The programme now covers all the sectors: infrastructure, environmental & cultural, social and economic. All work undertaken by the department is undertaken within the context of the National Priorities of halving unemployment and poverty by 2014. Considerations of Gautengs overall challenges, such as rapid urbanization, urban sprawl, poverty, unemployment as well as economic successes are taken into account in this plan. Furthermore it is the intention of this plan to support Gauteng Provincial Government Priorities, that of; Enabling faster economic growth and job creation Fighting poverty, creating safer environments and build sustainable communities Developing healthy skilled & productive workforce and people Deepening democracy & nation building Building a caring and effective government

While our vision, as contained in the Strategic Plan as being For socio-economic growth, development an enhanced quality of life for all people of Gauteng, being the beacon, the strategic objectives guide us to specific actions. The strategic objectives related to Public Works Infrastructure are; Effective Management and Transformation of Transport Infrastructure, Related Institutions, Systems and Processes. Support Economic Growth and Investments through the Provision of Appropriate Transport Systems. Integrate Transport Systems in the Gauteng Growth and Development Strategy and Development Plans of other spheres of Government. Implement the Expanded Public Works Programme (EPWP) in a manner that optimizes employment and addresses Economic and Social Needs of the Poor. Effective and Efficient Management of the Department Embrace and accelerate sustainable BBBEE. Enable co-ordination and integration of infrastructure investment. Improve management of the Provincial property portfolio. Provide Support services and management of Departmental Facilities through space planning and allocation. Provide safe, secure state of the art office space and associated facilities and services eg, parking, moving of furniture, hygiene and administrative support. Provide effective and Efficient Management of the Immovable Assets. Provide improved service delivery through provision of GPG immovable assets

2.2

Goals and Objectives of Infrastructure Ownership

Public Works as the selected implemented agents goal is to ensure that all capital projects are implemented and maintained as per the clients BS3 and in line with various clients infrastructure plans, it must be noted that public works only under takes works which are funded and have been directly requested by the client department. It is the departments goal to ensure full cost effective, quality infrastructure delivery, while maximizing EPWP, labour and training of local communities. The types of facilities that are built, upgraded and maintained by the Department of Public Transport, Roads and Works on behalf of other client Departments, include: o Health facilities (central hospitals, provincial hospitals, district hospitals, community health centres, clinics, mortuaries, nursing training colleges, nurses residences, houses and radio communications). o Social welfare facilities (places of safety, old age homes and staff housing). o Conservation and environment ( nature reserve facilities) o Community safety facilities (rehabilitation centres) o Education facilities (schools, training colleges) o Sports facilities (Stadia) o Other (houses, laboratories, licensing offices, office buildings, office accommodation, official residences, road maps, shooting range, special and historical buildings, MPCCs) The public works branch offers the clients departments a professional property management service and it is the goal of this section to ensure all clients have ergonomically sound environments to ensure maximum service delivery, this property section is also to ensure revenue is obtained and managed as a professional property management company should be.

The property and facilities management services include but not limited to; Provision of space for government departments in government owned buildings and leased accommodations; Acquisition of land on behalf of government departments and agencies for various projects and public works; Disposition of surplus provincial assets and real property; Provision of radio communications and network services The following legislative and policy directives guide the public works infrastructure management and delivery; Public Finance Management Act (PFMA), 1999 (Act 1 of 1999) as amended by Act 29 of 1999 and the Treasury Regulations. Division of Revenue Act (DORA), 2006 (Act 2 0f 2006) Quantity Surveying Act Project & Construction Act Construction Engineering Act Planning Professions Act Landscape Architectural Act Built Environment Act Property Valuers Act National Buildings Act Occupational Health and Safety Act Guidelines for Expanded Public Works Programme Framework for Monitoring and Evaluation of EPWP Gauteng Provincial Priorities Other acts relevant to the delivery of public infrastructure include the following: Expropriation Act, 1975 (Act No. 63 of 1975) National Environment Management Act, 1998 (Act 107 of 1998) The Labour Act The Employment Equity Act Basic Conditions of Employment Act Government Immovable Asset Management Act Prevention of Illegal Occupation Act Determination of Housing Act Land Administration Act Municipal rates Act The public works stakeholders include individuals, groups and organizations, which have an interest in, and influence the branchs activities. The branch strives to build, consolidate and maintain partnerships with all its stakeholders.

(N a tio n a l G o v e rn m en)t

Pr o v in ci a l C a b in e t
(P o l itic a l B e n ef ic ia r y )

Pr o v in c ia l D e p a rt m e n ts
(Se r vi c e Pr o v id e r s )

( M a in t en a n ce )

St a f f
EP W P

M a n a g em e n t
(L o c a l) G o v e r n mn t-

MEC W o rk H s OD

(C a p ita l W o rk ) s

(P o r tfo lio)
Co m m it t e e s P o l it i c a l P a r t i es

T re a su r y
P ro p er ty M a n a g e m e n t

(D e v e lo p e r )

T h e P u b l ic (H a p p y)

Figure 1. Stakeholders Table 1: Integration of Stakeholders STAKEHOLDERS The Public/Communities National Departments Provincial Departments

ROLE OF DPTRW

Works with existing community structures in all Gauteng Regions to ensure community involvement Carry out mandates from national departments; implement national policies, legislation, decisions and directives Participates in all inter-departmental activities Implementing agent i.r.o. CAPEX for some provincial departments Co ordinates implementation of EPWP projects by other provincial departments Provides construction, maintenance and EPWP related technical, professional and planning advice and support to provincial departments

Local Government

Administrative task teams as required to facilitate joint project implementation at local level Task teams as required i.r.o. implementation of EPWP at local community level

Corporate Sector Legislature

Establish concrete and structured partnerships with corporate sector in order to coordinate joint ventures Regular contact, communication and reporting to relevant standing committee of GPL and to house sittings of the Legislature

2.3

Plan Framework
This Infrastructure Plan is presented in coordination with the Department's Strategic Plan and will address the following key elements: 1. Presentation of Department's planning process; 2. Presentation of the Department's level of service; 3. Identification of infrastructure programmes, project needs and service providers; 4. Executing prioritization of Client Departments infrastructure needs;

5. Costing of infrastructure needs and integration into the long term budget allocations; and 6. Delivery of infrastructure projects over financial years. The provincial government has put the delivery of infrastructure high on its agenda. The strategic focus of the GDS is to build on the smart province concept, through improving amongst other things, appropriate provision of economic and social infrastructure. This plan seeks to ensure alignment with the said strategy which contains priority areas related to public works, namely; 2010 Football World Cup hosting of this event has led to the identification of infrastructure upgrades and new supporting infrastructure in respect of sporting facilities. Concomitant infrastructure and services development and improvements will include areas related to safety and security, tourism, health care,etc. Health Facilities - The provincial government has been and will continue with implementation of capitalization and revitalization of Public Health Care Facilities. EPWP This is aimed at providing social and economic infrastructure to poor communities in a manner that meets the needs of the communities, creates jobs, contributes to skills and human resource development and builds sustainable communities. EPWP infrastructure programmes include building of schools, health care facilities, transport infrastructure and other social amenities through both GPG CAPEX spend and private sector investments.

2.4

Planning Approach and Methodology

The plan has been developed using various sources of information as supplied by various stakeholders. Necessary care has been taken towards ensuring consistency and integrity in presenting the plan. Public Works Branch is of the view that for the past 14 years, focus has been on building of infrastructure to address imbalances of the past and the dynamics of this province in relation to population growth. This is expected to change because most of the infrastructure now must be renovated, adapted, and improved to meet current and future needs. However, the need to build new infrastructure to accommodate population growth will continue unabated. This dual challengeto develop new infrastructure while extending the life of existing facilitiesrequires that the state address capital investment in a comprehensive way. Infrastructure planning is still carried out by individual departments and documented in strategic documents and various other planning documents. Departments determine the types of services they would be providing, the level of service, and the infrastructure necessary to provide that type and level of service. Using staffing and space standards as developed internally (taking into account traffic and locality), delivery of the required type and level of service is then logically translated into infrastructure requirement. Following the above, departments evaluate their existing infrastructure to determine to what degree it could satisfy the infrastructure need. Surveys on the location, size, and condition of its existing facilities are performed to determine their suitability to provide the level of service desired. Then the infrastructure requirement become the difference between total infrastructure need and existing infrastructure inventory. After evaluating alternatives, capital outlay proposals are made for funding by Treasury and this is then considered in the infrastructure plan. For maintenance, the same cannot be said because the needs are completely reactive by nature. Hence various systems are being investigated with the intention to be used for future maintenance financial projection requirements.

Public Works is further investigating innovative approaches used by other sectors in our economy for which there has been demonstrated success. IDIP is currently being implemented towards the realization of proper and adequate infrastructure planning. Collective adoption of the multi-year infrastructure plan by the department and its client departments is critical as advocated by the IDIPs Infrastructure Programme Management Plan (IPMP). In addition to the above mentioned planning and approach, the department uses the following tools/technology; Microsoft Projects, Auto CAD and Drawing Management Systems, to manage planning and implementation of infrastructure project.

3.
3.1

SECTION 3: LEVEL OF SERVICE

Departmental Norms and Standards
In terms of the desired level of service, Public Works identifies maintenance, repair work and capital projects for the future and provides the estimating, design, planning and implementation of required services. This is done to ensure client satisfaction while maintaining the integrity of provincial infrastructure assets in terms of energy efficiency, environmental and construction safety regulations and operational life of equipment, systems, architectural finishes and structures that these works will affect. Department's obligation to ensure integrated infrastructure planning on the behalf of Gauteng Provincial Government. It is therefore the Department's intention to provide the same infrastructure standard without prejudice to any of its clients. Future planning will be done such that communities and their environment are thoroughly understood. It is important that before any development takes place proper planning happens at local government level to avoid the negative impact that may come as a result of lack of facilities like schools, health facilities and any other infrastructure. Condition-based assessments, including structured appraisals of the condition and maintenance requirements of all building elements and site service groups, revealed that most of the provincial buildings require minor repairs, but the painting of roofs and ceilings requires urgent attention. Maintenance is done in accordance with statutory regulations and departmental standard technical specifications all trades mechanical, electrical & building OHSA compliance. The budget for maintenance will increase annually as focus changes towards keeping of facilities at desired standards. The existing maintenance backlog will be eradicated over next three years and provision for this will have to be made in the budget. The following has been identified as key service level delivery indicators in delivery public infrastructure; Condition-based assessments, including structured appraisals of the condition and maintenance requirements of all building elements and site service groups, revealed that most of the provincial buildings require minor repairs, but the painting of roofs and ceilings requires urgent attention. In the same vein the condition-based assessments of buildings will be augmented by full-time property and facilities management by contracted service

providers. This aims to improve these services in the selected regions. The budget for maintenance will increase annually as focus changes towards keeping of facilities at desired standards. The existing maintenance backlog will be eradicated over next three years and provision for this will have to be made in the budget. The implementation of GIAMA calls for cost-efficiency, uniformity and general effectiveness in management of government immovable assets. Therefore, desired level of service will be informed by inputs from client Departments User Asset Management Plans (UAMPs). In the same vein, UAMPs will provide input to the Infrastructure Plan during regular quarterly monitoring of the plan.

4.
4.1

SECTION 4: DEMAND OR NEED DETERMINATION

Demand Forecast
The determination of demand forecast in this Province is extremely difficult as the dynamics around the various strategic objectives of this department and that of client departments are changing according to their needs. This makes long- and even mediumterm forecasting problematic with respect to integrated planning of facilities. Growth trends within the specific community/settlement/township/suburb are brought into account when determining sustained need for specific facilities. With the urbanization process as well as renewal of facilities in townships it is difficult to coordinate the strategic objectives. Over the next ten years, Gauteng faces a daunting infrastructure challenge. Current facilities have not kept pace with urbanization, community development, surging enrollments, economic growth and expansion, and other developments fueling huge infrastructure demands. Congestion, both on our roads and in public facilities, is now commonplace. Provincial and other state owned properties are in poor condition, general and safety standards are threatened. Previously the departments planning relied on per capita consumption estimates to forecast infrastructure needs. This kind of forecasting failed to consider whether and how much the public was willing to pay for infrastructure. It also overlooked the effects of conservation and technological change, which also determined the need for public works. These needs are now prioritized by focusing on demand across all sectors because needs always outstrip available funding therefore the outlook is now on how much the public is willing to pay for particular projects and services. Notable demographic and social trends affecting demand in Gauteng are the following; Migration to urban areas Improvements in living conditions of previously disadvantaged Furthermore, Public Works as an implementing agent for the client departments infrastructure projects is not involved in the needs analysis for infrastructure however assumes same as having been performed by the time requests for service are submitted to the branch. In terms of maintenance and property management, condition based assessments are continually carried out to establish future requirements. In translating these requirements, annual condition based assessment results in identification of maintenance needs get categorized as either Urgent or Preventive Maintenance.

4.2

Demand Management Plan

Client Departments do not posses the skills or capacity to manage or carry out the delivery of the required infrastructure itself. It therefore relies on relationships with an Implementing Agent to assist with this responsibility. It is in the interest of Client Departments to formalize the relationship with its service providers or Implementing Agents through the establishment of formal Service Level Agreements or SLA's. These relationships can be reviewed on an annual basis to determine any ongoing or changed needs and take into account the performance of the Service Providers over time. All Service Providers will be closely monitored and will need to comply with the recommendations of the Infrastructure Delivery Improvement Program (IDIP) in terms of submission of Infrastructure Program Implementation Plans and documentation. The demand has suggested that large education infrastructure budget allocated be directed towards new youth centres, primary school rehabilitation, office accommodation (educators) and the provision of water and sanitation. Gauteng expects to get the largest health infrastructure budget allocation (R2.9 billion) primarily for the construction of of new central and regional hospitals. The key infrastructure inputs have been identified on the basis of perceived shortages. These perceived shortages are observed through the occurrence of domestic production shortages, increased levels of imports (and the emergence of import parity prices) and high PPI increases between 2004 and 2006. Overall PPI increased by 14% between 12/2004 and 12/2006. The analysis of broad infrastructure inputs aims to generate a macro understanding of the future supply industry dynamics for: Steel, Aluminium, Cement, Concrete, Ready Mix, Clay Bricks, Timber, Float Glass, Plastic Pipes, Aggregate, Bitumen, Capital Equipment (including Yellow Metal equipment) and Skills. These are briefly discussed below: Steel - Traditionally the South African market is oversupplied with up-to 50% of production being exported, but given the current demand pipeline for several largescale infrastructure projects, it could be expected that supply shortages (as and when they occur) are likely to be very product specific. Aluminium - Current supply challenges include the casting capacity of extruded billets to ensure inputs into the aluminium extrusion process and effective aluminum distribution (which is currently concentrated around large primary producers). Imports of extruded products, from China, Malaysia and Brazil are also of concern to the industry, and these countries are currently the subjects of anti-dumping action being brought to the DTI by the AAE. It would appear that the aluminium industry is able to plan production capacity for anticipated domestic consumption, which will thus not lead to product (especially extrusion) shortages. Cement - Industry has indicated that additional investment during the period 2012 to 2016 will depend on sustainable and profitable market growth, since investment in new/expansion projects have long lead times and are costly (typically in excess of R2.5 billion per 1mt/y green fields plant). Industry has identified several key challenges that need to be addressed, particularly in the areas of skills availability and rail logistics, which are considered both short and medium term challenges. Expectations are that cement will continue to be imported to meet any shortfalls that may arise currently and in the future, but will be dependent on the exchange rate and destined primarily to coastal regions, given the logistics constraints of transporting cement.

Concrete Products - Investment in concrete product manufacturing capacity is also increasing (according to the CMA) in-line with the current growth in demand, however, these capacity expansions are more capital than labour intensive, with labour intensive job creation potential existing downstream in concrete product installation. Ready-Mix Concrete - The industry does not anticipate any difficulties regarding the domestic availability of readymix concrete, but have raised concerns relating to the current limited availability of raw materials including cement, extenders and aggregates coupled with increasing traffic congestion, which is impeding operational efficiency. Clay bricks - Some of the challenges facing the industry include increasing product transportation costs and the availability and accessibility of coal inputs. Investment impediments include regulatory compliance constraints and the perceived absence of specific investment incentives, however, domestic availability through increased production capacity is expected to grow at an average annual rate of 3% to 6.575 billion BEQ in 2016. Timber - South Africa is facing a growing imbalance between the demand and supply position of construction and industrial timber, which does not bode well for the industrys ability to meet escalating infrastructure input requirements and is thus, likely to become an importer, rather than an exporter of sawn timber. In view of shortages, sawlog prices and sawn timber prices are also likely to rise leading to further concerns around import parity pricing of locally produced timber. Plastic Pipes - Domestic availability of PVC pipe is expected to increase from 114kt in 2006 to 168kt in 2016 representing an average annual increase of 3.9% and HDPE pipe is expected to increase from 26.5kt in 2006 to 57.6kt in 2016 representing an average annual increase of 8.1%. Aggregate and Sand - The domestic availability of aggregate and sand, which is ultimately linked to cementitious sales is expected to continue on a growth trajectory before receding slightly in 2011 and 2012. Projected domestic availability is expected to increase from 114.1mt in 2007 to 120.2mt in 2010 representing an annual average growth rate of 1.75% (primarily expected to be driven from investments in additional capacity expansions of existing operations of approximately R200 million annually over the next 3-5 years), and to continue with the growth trend to 134.2mt by 2016, thus representing an annual average increase of 3.16% between 2012 and 2016. The industry does not anticipate any difficulties regarding the domestic availability of aggregate and sand, but have raised concerns relating to industry regulation and demand certainty as being central to promoting growth and development. Capital Equipment - Domestic availability has been projected under the assumption that there will be sustained levels of demand in South Africa complemented by relatively reasonable access to imported products. Domestic availability of all categories of capital equipment that have been analysed, including earthmoving equipment, draglines/buckets and construction equipment, indicate an increasing trend from 2006 to 2010 and stabilizing thereafter. Industry has indicated that the domestic availability of ADTs, draglines/buckets, concrete mixers and plate compactors will be biased toward local production, whereas TLBs, FELs and dumpers will continue to be dependent on imports. Industry has not raised any concerns relating to the domestic availability of capital equipment (yellow metal), and it would appear that whatever cannot be sourced in South Africa will be imported and is likely to be very product specific. Skills - The skills shortage has been well acknowledged by Government and industry, and moving forward, the skills deficit appears to be on a path where demand will continue to outstrip supply as a result of the substantial growth in infrastructure investment. The issue of skills supply is rather complex, requiring several integrated interventions that also impact on the skills pipeline. The cidb, has indicated that certain systemic issues nee to be addressed including input issues (matric pass rates etc.), institutional issues (alignment between theoretical training and apprenticeships),

quality and relevance of qualifications and experiential learning. The current skills shortage will thus require an intensive transient strategic approach focusing on the importation of scarce and critical skills in the short term coupled with the accelerated throughput of graduates, diplomats and technicians in the medium term with a strong emphasis on experiential learning in conjunction with the private sector and SOEs. All the above considerations affect the current escalating tender prices and shift in focus of construction companies towards lucrative private sector contracts. Some of the measures to be put in place are; Fast-tracking the awarding of tenders/procurement Training of artisans by this department Contractor development programme Community development under the auspice of EPWP National Youth Service

5.

SECTION 5: EXISTING INFRASTRUCTURE

There are 9717 properties owned by Gauteng Provincial Government which the Department is the custodian. Out of these properties close to 900 are residential with the balance and bulk of the properties consisting of Vacant Land on which property verification is still underway.

5.1

Physical Parameters
The above mentioned properties are located across the Gauteng Province.

5.2

Capacity / Performance and Condition

The residential houses are in a fair condition. On the Commercial side of the portfolio the tables below depict both the capacity and the conditions of government buildings by Department.

TableThe Provinces Property Portfolio by Department

State Owned Portfolio Number of propertie s Land Number vacant urban propertie s TBA TBA TBA TBA TBA Numbe r of unutilis ed rural propert ies TBA TBA TBA TBA TBA Total number of hectares Buildings Number of properti es with building s 1 1 1 2 TBA Square Meters building

of

Health Department Premiers office GSSC DPTRW Social Development

TBA TBA TBA TBA TBA

TBA TBA TBA TBA TBA

22 652 m 13 935 m 24 660 m 19 000 m TBA

Department Other clients combined Unutilised TBA TBA TBA TBA TBA TBA TBA TBA TBA TBA TBA TBA

5.3

Valuations
The Department has undertaken a Valuation and Verification exercise for all its properties and so far the process is 70% complete. The Valuation information will be uploaded on the Asset Register for completeness of information on the Asset Register.

5.4

Historical data
It is important to note that most of the residential portfolio was acquired years ago through expropriation for the purpose of road construction. On the other most commercial buildings (whose condition is fair) fall squarely within the area earmarked for the Gauteng Precinct.

6.
6.1

SECTION 6: ASSET MANAGEMENT - INFRASTRUCTURE

Routine Maintenance Plan
Routine maintenance is the regular ongoing day-to-day work that is necessary to keep infrastructures operating, including instances where the portions of the infrastructure fail and need immediate repair to make the infrastructure operational again. It is a component of unplanned maintenance 6.1.1 Maintenance Plan

Maintenance is defined as preservation of existing through application of planned and unplanned maintenance, with a view to ensure functionality and accessibility. Majority of the GPG portfolio is aged and thus presenting major maintenance needs. Due to legacy of inequality and negative bias deployment of state resources, the new government found a challenge that necessitated massive infrastructure investment in new facilities to ensure adequate access to socio economic services by the previously disadvantaged. This has however in some way resulted in lack of adequate attention to existing facilities and thus worsening maintenance needs. Maintenance needs of facilities are as a result of environmental impact, defective/poor workmanship during construction, normal depreciation, theft, and vandalism. With the implementation of PROS and NIMS based initiatives, now the focus is on reliability centred approach which brings to the fore issues on monitoring of down time and ability to respond within reasonable times in restoration of functionality. Such maintenance plans are developed in the main at institutional level and the process entails:

Condition evaluation of buildings through visual inspections, historical performance data. Factoring mandatory requirements Information aggregation at building, institution and regional levels Presenting the plans with supporting information Continuous engagement with stakeholders for informed prioritisation and resource allocation

Most critical in the process is actual allocation of budget and confirmation and approval of programme by the client. To ensure common understanding and manageable client relations, MOUs which are a product of intense engagement are agreed upon and signed by implementing agent and client departments defining roles and responsibilities, reporting parameters and levels of service/times around times. Maintenance oversees functionality of equipment that is critical for life support or critical functionality like standby generators, boilers, sterilising equipment etc. Having noted the above, of critical importance in planning for maintenance is actual use of facility that determines overall environment for interaction actual end user through traffic type.

Budgeting Process (planned maintenance ) Identification, quantification, programming and costing of needs Condition assesmment on site by implememting agent Client approval And funding allocation Programming , implementation and quality control

Project identification and implementation process

Budgeting Process (Day to Day maintenance) End user submit request or works order Implementing agent addresses the request and client signs of About 10% is allocated for unforeseen and unpredictable maintenance needs

Day to day maintenance needs (planned maintenance is priority)

Maintenance

Planned

Unplanned

Statutory

Programmed Services

Predictive

Day-to-day / Routine

Emergencies

Above sketch illustrates components of planned and unplanned maintenance. Under normal circumstances bigger maintenance expenditure should be incurred on planned maintenance. However, due to age of some facilities which have long exceeded their life span and with history of lack of maintenance, and current limited maintenance funding unplanned maintenance has become the order of the day.

Life cycle maintenance: The department has embarked on the implementation of NIMS. The operationalisation would include development of maintenance policies, standards review of SLA / MOU with clients, review of infrastructure planning procedures and alignment with infrastructure planning toolkit. All above would take into consideration provision of the GIAMA. Planning process: The new approach will take into consideration designing for energy saving, designing for maintenance and procurement strategy necessary for achievement of the latter. The above will revolutionalise design in that all role players will be forced to adjust and appreciate new paradigm in infrastructure delivery.

Facilities Management has appointed a team of Service Providers to conduct condition base maintenance. The disposal mandate is the responsibility of Gauteng Local Government and it will be engaged whenever necessary. The Strategies to maintain the infrastructure are in place and they will be implemented accordingly.

Challenges: Aging facilities Lack of skilled artisans Level 1-5 contractor performance capacity Vandalism of properties Lack of adequate security of various facility or movable assets orientated security Inadequate funding for maintenance End users lack of appreciation for their facilities. Above factor impacted immensely on the service level and further to that inadequate funding minimised levels of planned maintenance that could be implemented. In the event of less or deferred planned maintenance, day to day and emergency maintenance becomes a reoccurring factor. Table : EXPENDITURE TRENDS ON ROUTINE MAINTENANCE (PLANNED & UNPLANNED
MTEF HEALTH DACE SOCIAL PWORK Total 2009/10 425,078,000 2,240,000 19,040,000 16,505,000 462,863,000 2010/11 at 12% 565,121,000 2,576,000 21,896,000 18,051,000 607,644,000 2011/12 at 15% 649,889,000 2,962,400 25,180,400 20,758,000 698,789,800 2012/13 at 15% 747,373,000 3,406,760 28,957,460 23,872,000 803,609,220 2013/14 at 15% 847,373,000 6,406,760 38,957,460 45,872,000 953,609,220

6.1.2

Standards and Specifications

From capital investment design works, buildings have to conform to National Building Regulations, OHSact, SANS and user based norms and standards. This are critical for determination of quality levels, In maintaining building same standards must be complied with. On most of the equipment manufacture standards have to be followed to ensure realization of full life span of the product and accountability on the side of the supplier. Generally our standards and specification do appreciate our climatic conditions and users specific requirement, which can in some instances impact seriously on functionality. Our standards are appreciating the dynamic environment we are in and as such they are continuously reviewed. Energy saving aspects are standardized and in maintenance are continuously introduced. Given global competitive market scenario alternative standards and specification have become quite a risky affair as a result of lack of uniformity and commitment to quality by some players at that level. Compatibility and limited life span of some products has become a day to day reality that should be managed. Implementation and usage of alternative standards should be done following proper investigation and in areas were there is limited or no choice and/or value for money taking into account life cycle of such product.

6.1.3

Labour Intensive Maintenance Activities

Maintenance generally is viewed as labour based. The department within its strategic objectives and in line with Global City Region, ASGISA and NYS, committed to skilling and development of artisans and general skills development with view to address skills shortage and empowerment of youth. Most of building trades offers a better opportunity for skills transfer and development. Painting, plumbing, bricklaying, plastering and carpentry. are some of the trades areas where on continuous basis opportunity exist for both development of skilled and non skilled work force. Youth are placed for experiential training, learnerships and NYS. These skills areas are viewed as the building blocks of sustainability of the construction industry.

6.2

Renewal / Replacement Plan

Renewal Plan

6.2.1

Renewal is characterized by major rehabilitation or actual replacement of buildings informed by condition or capacity in relations to user needs. Rehabilitation involved replacement of major equipment and total restoration of functionality and habitability to state of the new. In some instances renewal happens as a result of geological condition, like in areas were dolomite condition were realised after many years of infrastructure usage to avoid the risk of sink hole that have high risk factor for building and people. CMMS within PROS is used to keep statistical data which in the long term will inform some of the critical decisions to that effect. 6.2.2 Renewal Standards

Standard applied are equal and similar to those of new building and have to conform and comply with National Building Regulation, OHSact and other legislative prescripts for the built environment.

6.3

Creation / Acquisition Plan

6.3.1

Selection Criteria
In the context of Property Management, acquisition is twofolds, straight purchase or leasing. In straight purchase, such transactions have been handled and administered by the Precinct Department, where 17 building have been managed in line with all legislative and regulatory means associated with buying. All means of renewal and or replacement would be handled by the Precinct Entity in response to the extent or nature of property. Where leasing is concerned, Directorate Property Management advises on any such activities based on the lease contents, agreed by between the landlord and the tenant (DPTRW). The Department is in the process of rehabilitating demolished and dilapidated residential properties for provision of accommodation for the 2010 FIFA World Cup. In addition, the department will develop vacant residential land for accommodation purposes.

6.3.2 Standards and Specifications

The following specifications are used to ensure Public works is compliant to best practice. Public Finance Management Act (PFMA), 1999 (Act 1 of 1999) as amended by Act 29 of 1999 and the Treasury Regulations. Division of Revenue Act (DORA), 2006 (Act 2 0f 2006) Quantity Surveying Act Project & Construction Act Construction Engineering Act Planning Professions Act Landscape Architectural Act Built Environment Act Property Valuers Act National Buildings Act Occupational Health and Safety Act Guidelines for Expanded Public Works Programme Framework for Monitoring and Evaluation of EPWP Gauteng Provincial Priorities Other acts relevant to the delivery of public infrastructure include the following: Expropriation Act, 1975 (Act No. 63 of 1975) National Environment Management Act, 1998 (Act 107 of 1998) The Labour Act The Employment Equity Act Basic Conditions of Employment Act Government Immovable Asset Management Act Prevention of Illegal Occupation Act Determination of Housing Act Land Administration Act Municipal rates Act 6.3.3

Summary of Future Costs

The estimate of future cost can only be determined by a detailed assessment of the various properties and better understand the impact of the construction industry cost.

6.3.4 Disposal Plan Property to provide additional information

In the event of possible property disposal, the Directorate Property Management can only guide the process in line with the Land Disposal Policy in conjuction with the Department of Local Government. Where there is a need to invite public participation this will be structured through the Policy of Unsolicited Proposals on State Property and Roadside Advertising.

In the period covered by the plan, assets will be continuously assessed in line with GPG needs to ensure optimal usage of the infrastructure. The department is aware that applications to dispose of any infrastructure should be based on a thorough analysis of future needs. If a decision to dispose of an asset is taken, internal procedures requires that if cost of asset is estimated at R100k or less, proposals be invited. However if asset is estimated to be of a value higher than R100k, disposal will be in a form of a public auction. Proceeds go to the provincial revenue fund as per PFMA.

6.3.5

Construction and Maintenance Plan

Maintenance projects fall within the category of R 2000 to R 500,000. Mostly level 1-4 CIDB contractors are utilized. Furthermore, no EPWP projects are envisaged for maintenance in the period covered by the plan due to these projects mainly handed over to local authorities upon construction completion. All maintenance projects are classified labour intensive hence no further capacity building programmes and training initiatives are envisaged for this programme. Overview of the planned portfolio of projects in terms of project sizes in terms of CIDB classification/ Contractors to be used/ Growth strategy for contractors Overview of planned portfolio of projects in terms of EPWP projects and non EPWP projects and activities Type of projects where labour intensive construction methods will be used for construction and maintenance/ possible geographical areas where LIC will be used Plans for LIC programmes being run by the department to grow the use if LIC methods, including capacity building and training initiatives

7.

7.1

Financial Statements and Projections

SECTION 7: FINANCIAL SUMMARY

The projections for maintenance and construction are summarised in the table below. The funds are allocated to various infrastructure development categories (baskets) in a formalized manner and the categories are shown in the Table below. The table also shows both the funding provided from the Departments own allocation as well as transfers from other organizations.

Projections for Construction & Maintenance

Program Activity
Construction Health Sector Department Social Dev Sector Department DACE Sector Department SACR Sector Department Public Works Education Sector Department Sub-Total Maintenance Health Sector Department Social Dev Sector Department DACE Sector Department Public Works Public Works Other Education Sector Department Sub-Total TOTAL 77,013 457,824 1,724,773 2009/10 380,954 24,420 4,312 14,952 1,500 1,500 426,138 2,150,911 541,668 2,867,259 589,521 3,230,223 681,325 3,514,304 783,524 4,041,451 901,053 4,647,669 81,703 816,169 2,325,591 2010/11 497,624 24,420 3,281 16,343 89,000 941,313 2,640,702 2011/12 545,333 25,519 346 18,323 102,350 834,870 2,8 32,979 2012/13 627,133 29,347 3,773 21,072 117,702 960,101 3,257,926 2013/14 721,203 33,749 4,339 24,233 135,357 1,104,116 3,746,616 2014/15 829,384 38,811 4,990 27,868

Financial Years
2009/10 1,137,284 38,097 14,555 2010/11 1,410,314 7,350 10,055 2011/12 1,599,819 0 10,570 2012/13 1,839,792 43,812 12,156 2013/14 2,115,761 50,384 13,979 2014/15 2,433,125 57,942 16,076

The projections for construction are summarized in the table below. The table also shows the funding provided from the Departments own allocation.

Projections for Construction

Program Activity
Construction Public Works TOTAL

Financial Years
2009/10 77,013 77,013

(add , 000 to all figures)

2010/11 81,703 81,703 2011/12 89,000 89,000 2012/13 102,350 102,350 2013/14 117,702 117,702 2014/15 135,357 135,357

The projections for maintenance is summarised in the table below. The table also shows the funding provided from the Departments own allocation.

Projections for Maintenance

Program Activity
Maintenance Public Works Public Works Other TOTAL

Financial Years
2009/10 14,952 1,500 16,452

(add , 000 to all figures)

2010/11 16,343 2011/12 18,323 2012/13 21,072 2013/14 24,233 2014/15 27,868

16,343

18,323

21,072

24,233

27,868

7.2

Funding Strategy
The present Departmental budget is insufficient to provide the level of service that is required for infrastructure in the Province. Infrastructure funding is dependent on budget allocation by Treasury for all sectors and Public Works will continue to act as an implementation agent on behalf of the other departments by monitoring progress, expenditure and job creation aspects. The EPWP programme has been strategically repositioned to shift away from 100% funding for projects to joint funding between the Department and other organizations. This will include both the private and public sectors. The contribution of participating partners will take different forms, either in cash or in kind (such as the donation of land, professional services, equipment and post-construction management and operational support). Through IDIP alternative funding strategies are being investigated.

7.3

Valuation Forecasts Forecast of future value of infrastructure and valuation methodology

Forecast of depreciation The Directorate Property Management has projected that 7,100 properties will be valued the 2009/10 financial year. No depreciation is focusted at this stage as the nature of the properties is to be verified.

7.4

Key Assumptions in Financial Forecasts

Information for client departments (infrastructure budget) is requested by the relevant departments, however public works provide inputs to all the client departments, but it stay the responsibility of those departments to secure funds for infrastructure construction, rehabilitation and maintenance.

8.

SECTION 8: ORGANISATIONAL AND SUPPORT PLAN STRUCTURE

Human Resources
The function of Human resource managed are under taken by the cooperate service section of the branch.

8.1

8.2

Organisational
Public Works has four Chief Directorates:

Chief Directorate Maintenance 1400 employees

Directorate Maintenance Northern Region Directorate Maintenance Eastern Region Directorate Maintenance Southern Region

Chief Directorate Capital Works 93 employees Directorate Public Works Planning Directorate Project Management Directorate Statutory Compliance Directorate Monitoring and Evaluation Chief Directorate EPWP 42 employees Directorate Provincial Sector Co-ordination Directorate EPWP Training Co-ordination Directorate Monitoring and Evaluation Chief Directorate Strategic Asset Management 210 employees Directorate Property Development Directorate Facilities Management Directorate Security and Logistical Services
There is serious shortage of skill within the various departments and this is managed by using external service providers who help the department achieve its goals and objectives.

The organizational structure applicable to infrastructure service delivery will be as follows, with employees;

8.3

Financial

Detailed financial services are managed under the CFo office.

8.4

Systems and Processes

Accounting / Financial Systems

8.4.1

The accounting and financial systems and related financial accounting standards of the Department are adequate. BAS is still used for reports to manage expenditure against the allocated budget and to do fore casting regarding expenditure in the past as well as in the future. The current expenditure control of EPWP is guided by Treasury Regulations and furthermore implementation of the Finance Management Act. The accounting standards and guidelines followed in dealing with the departmental infrastructure delivery financial requirements are prescribed by National and Provincial Treasury, as well as the PFMA and other Regulations. There has been a change before in the accounting system, and changes into the future are expected depending on the decision by Treasury on system to use in a specified period. The Directorate: Property Management utilizes the generally accepted accounting standards which comply with PFMA and Treasury regulations. There are no proposed plans to change these standards in the future. 8.4.2 Infrastructure Management Systems

The Directorate: Facilities Management is planning to purchase the Building Management System (BMS) to manage the buildings maintenance data, called Maximo. The Directorate; Property Management utilizes the PROS system for revenue management purposes. There is a plan in place to expand the use of this system to the Document Management phase where all information related to immovable property can be stored. The Directorate: Property Management also utilizes the Interland system for the Asset Register. This software captures information on all land portions and improvements belonging to the Gauteng Provincial Government and financial information on the same.

There is a plan to introduce the RIMS system which will assist the Directorate further in property management functions especially the lease management and revenue management functions.

SMS customized project storage system used for budget control and expenditure analysis, mainly. Microsoft Excel spreadsheets are used for storage and analysis of other data pertaining to maintenance and construction.

8.4.3

Data

A Project Information System (PIS) that will be linked to the departmental central IT System (e.g. PROS) is being developed, especially to manage EPWP objectives across all sectors. Planned maintenance needs are determined in liaison with client departments and documented annually in the green book. As this data is provided by maintenance experts annually, the quality, reliability and adequacy of the data is high. Planned maintenance needs are determined in liaison with facilities management units and documented annually in the green book. As this data is provided by maintenance experts annually, the quality, reliability and adequacy of the data is high. Property Management utilizes the available IT systems (Interland and PROS) in the decision making exercise. The data is reliable as long as it is updated on a regular basis. Property Valuations and Verifications are therefore conducted on a regular basis to ensure reliability of information. The different types of data available on immovable property to help in decision making would include, Property ownership (title deed) information, property type, property dimensions, highest and best use, market value, municipal value, market rental and tenant information. The available systems (PROS and Interland) are tools used to store this information. As highlighted above, regular data collection is done to ensure accuracy.

8.4.4

Information Flow Requirements and Processes

The key information flows are shown in the systems diagram below

Data Collection Procedures

Data Maintenance

Data Storage Procedures

Reporting Systems

8.4.5

Standards and Guidelines

The standards which are used to develop, update and renew the support systems were predominantly developed in-house, in association with external consultants. They are benchmarked against international practices. The standards are driven by the nature of information required for effective decisionmaking. At the same time, they are designed to comply with applicable legislation (e.g. PFMA requirements in terms of the accounting and financial systems).

9.
9.1

SECTION 9: PLAN IMPROVEMENT AND MONITORING

Performance Measures
A number of statistics and key performance indicators have been identified with which to monitor the plan as has been done for many years in the past for most of the indicators. Monitoring and evaluation of infrastructure delivery is currently being reviewed as part of the Infrastructure Delivery Improvement Programme (IDIP) and these recommendations will be adopted by the Department. In summary, these recommendations will be contained in the Organisational and Support Plan but will consist of the following key focus areas: Physical progress Expenditure by month and by Quarter Feedback from Client Departments, where applicable The Infrastructure Plan will also be reviewed at least annually to keep the Department's infrastructure needs as up to date and accurate as possible.
Key Performance indicators for the Public Works Capital Branch are as follows:

Measurable Objective Corrective management of client budgets in line with approved BS3 ensuring maximum service delivery Management of Chief Directorship Operational Budget Monthly updated cash flow reports reconciled with BAS Received by CFO and Clients by due date Establish current skills levels Individual assessments Complete assessment of directorate by September 06 Address the current skill level improving the shortages and needs (training courses as well as the BEE requirements and staff) to fall in line with core expertise Leaderships, Internships mentorships and bursary schemes Provide experimental training to students, using internal and external specialists Personnel performance management of staff Quarterly assessment of staff Consultants monitoring Database of consultants and levels of experience as per audit reports, take over selection of consultants

Performance Measures

2% deviation for BS3

Budget spent

Budget spent

Budget spent

Number of Students per year Detailed performance Database of consultants updated regularly

Ensure all correspondence internal and externally sent is on approved standard documentation Tasks teams, workshops and meeting on regular basis Ensure all documents are standardized and filed for easy access, perform audit on these documents set up standard documents and filling system by September 2006 Setup standards and guidelines for external consultants to follow Completed standards and guidelines Development of PIP, in line with BS3, from client budgets Development of norms and standards, master plans, design concepts reports for provincial departments DPTRW, DOH, DACE, DSD internal Personnel Norms - secure care/prim healthy care, site plans master plans and feasibility studies Blue prints for projects Detailed specialized investigations into projects efficiency Detailed investigation of institutes, identifying problem project, future improvements and optimization Planning of Health socio-economic infrastructure Planning of Social Development socio-economic infrastructure Planning of Departments of Sports, Arts, Recreation and Culture socio-economic infrastructure Monitoring and assessing EPWP

Standard Correspondence Documents Workshop Held Set up standard documents Five consultants standards PIP Norms Master plans Feasibility studies

Reports Reports Reports Reports Reports Audits on current projects and identification of others

9.2

Improvement Programme
Workshops between the department, clients, and service are by far the best way of dealing with required improvement in service delivery; assisting clients establish their needs and understanding their facilities from both hands on approach but also a political approach. The Sector Coordination of EPWP meets bimonthly for sector coordination of the four sectors of EPWP. The Provincial Steering Committee is an overseer of the four sectors namely; Infrastructure, Economic, Social, and Environment and Culture. This department reports to the PSC on progress made and challenges encountered. Furthermore, it liaise with relevant municipalities and monitor their operations.

Property Management has three sub-directorates that co-ordinate the management of the entire GPG property portfolio and related activities. Human resources capacity needs to be improved and this will be addressed by the new approved employee structure.

Property Management has service providers appointed to assist in the implementation of the infrastructure plan and to ensure service delivery. They are tasked with the completion and maintenance of the Asset Register, Revenue management function, Valuation and Verification of immovable assets and maintenance of the existing systems. Detailed alignment is made by public works to the clients BS3 to ensure full correct management.

9.3

Monitoring and Review Procedures

Public works prepares monthly reports, quarterly reports and annual reports. These are accurate depictions of the activities of the section and are usually presented to indicate targets, measurable goals and achieved objectives.

The monthly reports are presented to the client for review and comments, an annual plan for the meeting is provided at the start of each new year and each client is invited, treasury and end users are also invited to comment.

External audits and reviews are carried out on an annual basis at the beginning of a new financial year (for the past year). There are also internal audits from the GSSC which are carried out at the beginning of a financial year.