Contents i - The HDAthehda.co.za/pdf/uploads/multimedia/HDA_Annual... · Mr Bryan Chaplog Chief Financial Officer Signature: Mr Pascal Moloi Chief Executive Officer (Accounting Officer)

i Foreword i1 Vision, Mission and Values 32 Legislative Mandate 32.1 Constitutional Mandate 32.2 The Housing Development Agency Act 33 Policy Mandate 53.1 Five-Year Written Mandate Between the Minister and the HDA Board 53.2 Breaking New Ground in Housing Delivery 53.3 The National Development Plan 64 Performance Environment 84.1 The HDA’s Expanded Developer Role 94.2 Implementing the HDA’s Expanded Developer Role 104.2.1 National Priority Projects as the Backbone of the HDA’s Developer Role 125 Organisational Environment 135.1 Governance Structure 135.2 Organisational Structure 135.3 Description of the Strategic Planning Process 146 Overview of the 2018/19 Budget and MTEF Estimates 146.1 Relating Expenditure Trends to Strategic Outcome Oriented Goals 146.2 Expenditure Trends to Strategic Outcomes Oriented Goals 146.3 Strategic Outcome Oriented Goals 156.4 Strategic Objectives and Key Activities 157 Macro Performance Indicators 198 Performance Plans 248.1 MTEFTargets:SubProgramme:OfficeoftheCEO 248.2 MTEF Targets: Sub Programme: Finance 248.3 MTEF Targets: Sub Programme Corporate Services 268.4 2018 / 2019 MTEF Targets: Sub Programme Strategic Organizational Performance 278.5 2018 / 2019 Mtef Targets: Sub Programme Marketing And Communications 278.6 QuarterlyTargets:OfficeoftheCEO 288.7 Quarterly Targets: Sub Programme Finance 2018 / 2019 288.8 Quarterly Targets: Corporate Support 2018 / 2019 308.9 2018 / 2019 Quarterly Targets: Strategic Organizational Performance 308.10 2018 / 2019 Quarterly Targets: Marketing, Communication and SIR 318.11 Strategic Objectives and Key Activities: Programme 2: Land Management and Built Environment 318.12 2018/19 Quarterly Targets: Land Management and Built Environment 32 2018 / 2019 MTEF Targets: Programme: 3 348.13 2018 / 2019 MTEF Targets: Sub Programme: National Technical Assistance 348.14 2018 / 2019 MTEF Targets: Sub-Programme National Programme Design and Management 348.15 2018 / 2019 Quarterly Targets: Sub Programme : National Technical Assistance 398.16 2018 / 2019 Quarterly Targets: Sub Programme National Programme Design and Management 408.17 2018 / 2019 MTEF Targets: Sub - Programme Regional Coordination and Human Settlements Implementation Support Services 418.18 Programme 4: Stakeholder Relations and Inter-Governmental Relations 438.19 2018/19 Sir Quarterly Breakdown 438.20 2018 / 2019 MTEF Targets: Spatial Information and Analysis 448.21 2018 / 2019 Quarterly Targets: Spatial Information and Analysis 45

ANNuAL PERFORMANCE PLAN 2018/19 i

Contents i

Financial year 2018/19 is a milestone year for the Housing Development Agency (HDA) as it marks the end of the Medium Term Strategic Framework (MTSF) period 2014-2019, as well as 10 years of the HDA’s existence. The HDA was established in 2008 as a public development agency primarily tasked to identify, acquire, hold, develop and release state, communal and privately owned land for residential and community purposes . In addition to this, the HDA was tasked with project managing housing development services for purposes of creating sustainable human settlements.

In 2014, the Minister of Human Settlements indicated that the Ministry would like to see the HDA become a fully-fledged property development agency, whose role is not only to acquire and prepare land, but also to be a developer and project manager to assist municipalities and any other spheres of government that might need support. Expanding the functions of the agency into the developer role will entail conceptualising, funding, planning, coordination and managing the process of property development from the beginning to end, i.e. from land identification toproject closure. This includes project packaging, project approval, securing of funding, project implementation and project closure

In furtherance of the above-mentioned objectives, I’m pleased to announce that the HDA will be packaging at least 10 projects including one in Duncan village, outside East-London in the Eastern Cape. Duncan village holds a rich social history, which contributed immensely in the struggle against apartheid as the epicentre of the defiance campaign in the 1950’sand township struggles in the 1980’s and 90’s. We are excited to contribute towards a government-wide initiative of restoring the dignity, integrity and pride of communities in this iconic township.

We will continue to identify and acquire well-located land for purposes of creating sustainable human settlements. We have also directed management to facilitate the completion of the Inter-Ministerial Agreement on the release of state land. In the year ahead, the HDA looks forward to the declaration of 39 Priority Housing Development Areas (PHDA’s) which are part of the Catalytic Projects. PHDA’s are determined by the circumstances of human settlement needs that cannot be addressed in the current arrangements of existing human settlement

programmes.

As a Board, we are mindful that the task of transforming and creating an inclusive economy is one that requires the participation of all sectors of society. In the Human Settlement sector transformation is not confined to spatial transformation but includeseconomic transformation and empowerment of those who have been historically disadvantaged. We will utilise opportunities presented through large-scale National Priority Projects such Catalytic Projects, Mining Towns Programme and Informal Settlements upgrade not only to provide sustainable human settlements but also to create economic opportunities that will, among other things, lead to the creation of black industrialists.

We present this Strategic Plan and Annual Performance Plan energised by President Ramaphosa’s exemplary call: “thuma mina” (Nguni word meaning “send me”). We are confident that the HDA management andstaff are capable and fully prepared to respond to this call by accelerating delivery of sustainable human settlements to our people.

Mavuso Msimang

ANNuAL PERFORMANCE PLAN 2018/19 1

Foreword by the Chairperson of the Board

Official Sign-Off

ItisherebycertifiedthatthisAnnual Performance Plan:

1) Was developed and reviewed mid-year by the management of the Housing Development Agency (HDA) under the guidance of the HDA Board2) Was prepared in line with the current Strategic Plan of the HDA3) AccuratelyreflectstheperformancetargetswhichtheHDAwillendeavourtoachievegiventhe resources made available in the budget for 2018/194) Noted at an HDA Board meeting held on 25 January 2018

Mr Bryan ChaplogChiefFinancialOfficer Signature:

Mr Pascal MoloiChiefExecutiveOfficer(AccountingOfficer) Signature:

Mr Mavuso MsimangChairperson HDA Board Signature:

Hon Nomaindia MfeketoMinister Human SettlementsExecutive Authority Signature:


The Housing Development Agency is a national public-sector development agency that promotes sustainable communities by making well-located land and buildings available for the development of human settlements. Established by an Act of Parliament in terms of the Housing Development Agency Act (Act No 23 of 2008) the HDA’s primary activities entail the assembly and release of state, private and communal land and buildings for human settlement development. Additionally, the HDA provides land and housing delivery support services to organs of state at local, provincial and national level.

Chapter Two of The Constitution of the Republic of South Africa (The Bill of Rights) gives “everyone the right to have access to adequate housing”. It further confers upon the state, the responsibility to take reasonable legislative (and other measures), within its available resources, to achieve the progressive realisation of this right.

Schedule 4A of the Constitution furthermore makes the provision of housing a concurrent national and provincial function. The HDA, as a national public-sector development agency of the national Department of Human Settlements, derives its mandate from these Constitutional provisions.

The Housing Development Agency (HDA) was established in 2009 in terms of the Housing Development Agency Act No 23 of 2008 (the HDA Act). The HDA is a Schedule 3A national public entity of the National Department of Human Settlements (NDoHS).

The HDA was established in response to the following service delivery challenges in the housing sector• Delivery of housing to low-income earners

was severely constrained due to delays in the

identification, acquisition, assembly and releaseof land for human settlement development.

• The urgent need to address the increasing backlog in respect of housing delivery by fast-tracking the housing development process.

• The critical shortage of skills and capacity to provide housing in some provinces and municipalities.

In order to contribute towards the resolution of the aforementioned challenges, the Act outlines the purpose or object of the HDA as being to:• Identify, acquire, develop and release land (state,

communal and privately owned) for residential and community purposes and for the creation of sustainable human settlements (clause 4(a)

• Project manage housing development services for the purposes of the creation of sustainable human settlements (clause 4(b)

• Ensure and monitor that there is centrally coordinated planning and budgeting of all infrastructure required for housing development (clause 4(c)

• Monitor the provision of all infrastructure required for housing development (clause 4(d))

Vision Mission ValuesResilient, Integrated and sustainable human settlements.

Build a capable and developmental Agency geared

to transform the sector and lead in the development of resilient,

integrated and sustainable human settlements.

TheHDAhasdefinedthefollowing guiding values in its

operations:Performance-oriented,

Excellence, Accountability, Teamwork, Integrity


1. Vision, Mission and Values

2. Legislative Mandate

2.1 Constitutional Mandate

2.2 The Housing Development Agency Act

In terms of the Act, the role of HDA is as follows:• The Agency must, in consultation with the

relevant owner, identify, acquire, hold, develop and release state, privately and communal owned land for residential and community purposes for the creation of sustainable human settlements (clause 5(1)

• The Agency must ensure that there is funding for the provision of all infrastructure that is required for housing development in which it is involved (clause 5(2)

• The Agency may offer assistance to an organ of state inorder to fulfil itsobjects. Inaddition theMinister may, in consultation with the relevant MEC, where there is lack of capacity in any organ of state to identify, acquire, hold, develop and release land for residential and community purposes for the creation of sustainable human settlements advise the organ of state to conclude an agreement with the Agency to offer assistance in terms of the Agency’s skill and expertise; or direct the Agency to engage with the organ of state with a view to concluding an agreement (clause 5(3)

• InSection7(1)theActidentifiessome12functionsto be undertaken by the HDA as set out below.

• Develop a development plan to be approved by the Minister in consultation with the relevant authorities in the provinces and municipalities (7(1) (a)

• Develop strategic plans with regard to the identification and acquisition of state, privatelyand communal owned land which is suitable for residential and community development (7(1) (b)

• Prepare necessary documentation for consideration and approval by the relevant authorities as may be required in terms of any other applicable law (7(1) (c)

• Monitor progress of the development of land and landed property acquired for the purposes of creating sustainable human settlements (7(1) (d))

• Enhance the capacity of organs of state including skills transfer to enable them to meet the demand for housing delivery (7(1) (e)

• Ensure that there is collaboration and intergovernmental and integrated alignment for

housing development services (7(1) (f)

• Identify, acquire, hold, develop and release state, privately and communal owned land for residential and community development (7(1) (g)

• undertake such project management services as may be necessary, including assistance relating to approvals required for housing development (7(1) (h)

• Contract with any organ of state for the purposes of acquiring land for residential housing and community development for the creation of sustainable human settlement (7(1) (i)

• Assist organs of state in dealing with housing developments that have not been completed within the anticipated project period (7(1) (j)

• Assist organs of state with the upgrading of informal settlements (7(1) (k)

• Assist organs of state in respect of emergency housing solutions (7(1) (l)

The Act indicates that in performing its functions the HDA must: • Ensure that residential and community

developments are sustainable, viable and appropriately located (7(2)(a)

• Establish compliance and fraud prevention mechanisms to ensure the integrity of the Agency (7(2)(b)

• Ensure that job creation is optimised in the process of residential and community development (7(2)(c)

• Introduce and manage a land inventory and information system (7(2)(d)

• Ensure that community participation takes place (7(2)(e)

In terms of section 5 of the Act, the Minister may authorise the Agency to perform any additional function that is consistent with the Act. Furthermore, the Minister, in consultation with various MECs, may direct the Agency to conclude land assembly and/or project management agreements with organs of state that lack the capacity to do so.



Section 8 of the HDA Act requires that a written mandate is concluded between the Minister of Human Settlements and the HDA which sets out the operational and performance indicators against which the performance of the HDA will be measured. The mandate covers the MTSF period to 2019, with the following performance indicators and targets:

Performance Indicator Target Over MTSF Perdiod (2014 to 2019)Number of hectares of well located land released for human settlements development (targeting poor and middle income households)

10, 000 (Ten Thousands) Hectares

Number of National Priority Programmes provided with oversight and implementation support (Mining Towns, Catalytic Projects and Informal Settlements)

3 (Three) National Priority Programmes Supported

Nunber of Provinces supported with HDA services 9 (Nine) Provinces supportedDevelop, implement and maintain an approved Master Spatial Plan (MSP) for the human settlements sector

On-going

With regard to the three National Priority Programmes, the following applies:• Mining Towns: The HDA will be responsible for the revitalisation programme for 22 mining towns.• Catalytic Projects: HDA will be part of a team responsible for identifying and implementing 50 mega

projects over the next five years (termed catalytic projects). These are seen to be catalytic projectscomprising at least 10,000 housing units and

• 5,000 Informal Settlement Upgrades. The projects will be selected on the basis that they will have a significantimpactonthehumansettlementsoutcomes.

With regard to the Master Spatial Framework, it is anticipated that this framework will form the basis for the direction of project funding. The Ministerial mandate further includes the following additional functions to be undertaken by the HDA: • N2 Gateway Project: Management of the N2 Gateway Project in the Western Cape Province in terms

of the approved Business Plan and related project agreements. This N2 Gateway Project has been re-positioned as a catalytic project.

• Zanemvula Project: Management of the Zanemvula Project in the Eastern Cape Province in terms of the approved Business Plan and related project agreements.

Over and above the mandate, the Minister has additional expectations as indicated in a number of discussions and presentations. The main expectations that directly relate to the HDA are as follows: • The HDA should build a credible housing database covering both housing and land needs to be established.• The HDA should be restructured to become a fully-fledged developer whose role goes beyond land

assembly, but extends to that of facilitation, development and project management of agreed projects.

3.2 Breaking New Ground in Housing Delivery

Breaking New Ground, 2004, is a comprehensive plan for the development of sustainable human settlements. The document outlines the challenges faced by the human settlements sector.

A comprehensive plan is provided, that highlights shifts in the way that sustainable human settlements should be addressed and provides a summary of key programmes, highlighting enhancements necessary for successful implementation. Breaking New Ground addresses the manifold challenges encountered by the

3. Policy Mandate

3.1. Five-year Written Mandate Between the Minister and the HDA Board

human settlements sector, by “utilising housing as an instrument for the development of sustainable human settlements, in support of spatial restructuring”. Emphasis is placed on the following:• The need for better-located mixed-income and mixed-use housing projects by extending the scope of the

project-linked subsidy programme.

• The need for more diverse housing forms by structuring new programmes, including tackling informal settlement upgrading as a recognition of entry into the incremental housing-delivery process.

• The need for more attention to social and rental housing as mechanisms to revitalise depressed property markets including the lower-end rental market.

• Accreditation of municipalities with the housing delivery function to effect improved integrated settlement development; and linking job opportunities and work creation with housing development processes.

3.3 The National Development Plan

The National Development Plan (“NDP”) is South Africa’s blue print development plan. It provides a broad strategic framework to guide key policy choices and actions. The plan presents a long-term strategy to foster inclusive growth and development, and broaden access to basic social services such as housing, through the active intervention of government via various policy instruments.

Specific to human settlements, theNDPenvisions a revisedapproach to human settlement, inwhich thestateproperlyfulfilsitsobligationtoprovidinghigh-qualitypublicinfrastructureandenvironments,whilealsosupporting and facilitating low-income households in acquiring adequate shelter. The following principles are proposed for the implementation of this revised approach: • Promotion of mixed housing strategies and more compact urban development

• Promotion of new spatial norms and standards – densifying cities, improving transport, locating jobs where peoplelive,upgradinginformalsettlementsandfixinghousingmarketgaps.

• Promotion of community-based house-building with innovative local inputs in order to expand housing, supplier industries and related job creation.

• Stimulate employment through domestically oriented activity in high labour absorbing sectors such as housingconstruction.ConstructionisidentifiedasakeyjobsdriverinboththeNDPandtheNewGrowthPath.

• upgrading of informal settlements in-situ wherever possible in recognition of the fact that informal settlements provide the poor with affordable access to urban land and housing markets.


SITUATIONAL ANALYSIS

Access to decent, afford able housing is a fundamental human right, enshrined not just in South Africa’s Constitution, but also in the united Nations universal Declaration of Human Rights. Beyond affordability, well located housing enables social and economic inclusion by improving access to economic opportunities. The NDP places emphasis on the need to build sustainable communities:

Themacrosocio-economiclandscapewithinwhichtheHDAoperates,ischaracterisedbyasignificantbacklogin the supply of affordable housing units. The polarisation between areas of wealth and economic opportunity and the over-crowded and under-serviced areas where the majority of the population lives, serves to reinforce inequality, burdening poor households with the cost of commuting for work, education and other social and economic services.

This legacy of Apartheid spatial planning that marginalised primarily black communities, continues to create challenges in the human settlements sector. Exacerbated by the rapid rate of urbanisation and a constrained fiscus,transformingtheresidentialspatiallandscapethroughstateassistedhousingiscurrentlyencumberedby the following key challenges, resulting in poor human settlements outcomes:

This requires the various government departments responsible for human settlements, water and sanitation, education, roads and transport, etc, to plan and implement the housing agenda in a co-ordinated and aligned manner, thereby improving human settlements outcomes.

National Development Plan Sustainable Human Settlements

Building sustainable human settlements requires more than bricks and mortar, it requires that the state adhere to principles of sustaibale development by:• Reducing the carbon footpring and economic costs of transport for the

urban poor by facalitating access to affordable, safe and convinient public transport

• Encouring a holistic approach to low-cost housing developments that include local recreational facilities, retail opportunities, as well as community, social, and health services


4 Performance Environment

Insufficient Public Sector Delivery: The rate of public sector is delivering affordable housing does not meet the need. Delivery is hampered by delays in land assembly and project packaging, access to affordable, well located land, provision of bulk infrastructure, poor management of construction contracts and poor administration of the tittle deeds / handover process

The fragmented funding framework for human settlements makes it difficult to structure and implementprojects. The inconsistent allocation of subsidies deters the implementation of mixed income developments, driving away private sector investment. In particular the delays and differential timing of different grants across government present further challenges. For the private sector, such delays (especially in respect of bulk infrastructure funding) resultinsignificantholdingcost

High Need: 2 million households are living in informal housing circumstances either in informal settlements or backyards rental. A further 6,1 million earn below R6,500 per month and anecdotal evidence indicates that such household are living in high levels of overcrowding and poor access to basic service.

Private sector housing supply is declining driven primary by constraints on both the supply and demand side. These include inter alia, delays in municipal process (bulk infrastructure etc) Delays in municipal planning and proclamation approvals leading increases in holding costs, Transactional uncertainty (affordability and creditworthiness) Poor municipal level management Developers often have to take over the supply of community services such as schools andparks).Lackofaffordablemortgagefinance,andcapacity.

In response to theabove challenges, theHDAhas identified the following key challengesanddevelopedresponses to these challenges:

issues HDA ResponseHigh Need for House • Improved national spatial planning

• More rapid urban / new settlement planning and development

• Better intergrated and sustainable settlementInsufficient Public Sector Delivery • Land acquisition

• Mobilisation of technical, programme and project management skills

• ImprovedfinancialpackagingandfundmobilisationDeclining Provate Sector Delivery • De-risking projects though ublocking and related

interventions (e.g. expediting palns)• Securing funding for critical infrustructure• Ensuringfunding(esp,subsidy)flows

Poor Human Settlement Outcome • Improved spatial planning• Better programme, project as well as contract management• Building public-private partnership

Fragmented Funding Framework • Improving IG coordination and funding packaging• More effective fund management• Moilising other public and private resources (in addition to

HSDG)Untransformed Human Settlement Sector

• Contribute to the creation of black industrialists with specificfocusonwomen,youth,personswithdisabilityandcommunities

• Infuence changes to materials supply chains• Change mindsets

In addition, in line with its legislated mandate, the HDA has strategically re-aligned itself in the human settlements sector, to take on the role of a public-sector developer.

4.1 The HDA’s Expanded Developer Role

Whilst the HDA already plays a vital role in addressing the key human settlements sector challenges, it is necessary for the HDA to expand its role to that of a public sector human settlements development manager. Thisisparticularlynecessaryinordertoaddresshousingsupplywherethepublicsectorisfailing(insufficientpublic-sector delivery) or where the private sector is reluctant to invest.

Accordingly, in line with its strategic plan and legislative mandate1, the HDA has repositioned itself into an effective public sector human settlements development agency that will coordinate and bridge Government and the private sectors areas of focus.

Given the extent of need, the role has been carefully framed and scoped to partner with and not crowd out the private sector. If higher levels of delivery are to be achieved by the HDA in its developer role, it is critical that the HDA and private sector both contribute, and that collaborative relationships with other Government entities (suchasmunicipalitiesandprovincesspecifically)arestrengthened.Currently,inadditiontolandacquisition,the HDA supports Provinces and Municipalities planning, packaging, procurement and execution of projects. This assistance is provided according to Implementation Protocols (IP’s) and Medium Term Operational Plans (MTOP’s) that outline the nature and extent of the support role to be played by the HDA.

Expanding into the developer role will entail conceptualising, funding, planning, coordination and managing

ANNuAL PERFORMANCE PLAN 2018/19 91Section 4(a): Identify, acquire, develop and release land (state, communal and privately owned) for residential and community purposes and for the creation of sustainable human settlementsSection 7(1)(g): Identify, acquire, hold, develop and release state, privately and communal owned land for residential and community development

theprocessofpropertydevelopmentfromthebeginningtoend,i.e.fromlandidentificationtoprojectclosure.This includes project packaging, project approval and securing of funding, project implementation and project closure. The HDA’s expanded developer role is illustrated as follows:

It is critical to note the following in relation to the HDA’s expanded developer role:• The envisioned expanded developer role, will incorporate some of the human settlements functions

currently undertaken by Provinces and Municipalities• The developer role is not the construction role. The HDA will not appoint or build in-house human resources

capabilities to actually build infrastructure and houses. In all cases this will be contracted out to private sector companies, and used as a tool to leverage the transformation of the construction sector.

• Thecurrentlegalframework(principallytheHDAAct)providessufficientmandatefortheHDAtoundertakethe developer role in addition to its existing role.

The HDA currently does not have the legal authority to impose its services on any sphere of Government, and that such legal authority is unlikely to be granted to the HDA. Provinces and municipalities therefore retain their mandates and autonomy in undertaking their constitutionally mandated human settlements function. Therefore, in order to expand its services into the project packaging and implementation space currently undertaken by other spheres of Government, the HDA will need to work closely with all public and private sector players, to ensure both seamless delivery and appropriate leveraging of skills and capabilities.

4.2 Implementing the HDA’s Expanded Developer Role

Giventhefragmentedandmis-alignedhumansettlementsfundingframework,aswellastheinsufficiencyofavailable funds overall, the legal framework of the HDA’s borrowing / fund raising capability is currently under review. This may result in a change to the HDA’s juristic form, to allow the HDA to leverage its balance sheet to raise funds. This review will not be immediately implemented, and therefore, in the short-term, the focus will be on strengthening partnerships and effectively mobilising and coordinating existing funding resources. The overall approach to implementing the HDA’s expanded developer role is under-scored by the following implementation principles:

• The developer role will be phased in incrementally, with the short-term focus being on achievable developments / projects with short-to-medium term delivery potential. This will be undertaken through partnershipsandpanelcontractingarrangementstobringincapacityandminimiseoverheadandfixedcosts.

• All roles and functions currently undertaken by the HDA will continue and all IPs and MTOPs will be fulfilled.Overanagreedperiod,functionsthatarenotindirectalignmentwiththeexpandeddeveloperrolewill be phased out or limited, particularly those that are not cost recoverable.

• The key focus of the developer role will be to implement a selected number (five to ten) of catalytic


Land Identification Land release

HDA Expanded Developer Function

The expanded developer function will include some of the human settlements functions currently falling within the mandate of Provinces and Muncipalites

Human Settlements Functional Value Chain

Land Assembly and Town Planning

Current HDA Functions Provincial and Municipal Human Settlements Functions

Project Packaging and Implementation

Township establishment & project Planning

Project Planning & Packaging

Project Approval and

Funding

Project Implementation Project Closure

developmentsthataimtoachievescaledeliveryofformalhousing;privatesectormobilization(financeandcapacity) and mixed income sustainable integrated developments.

• Theidentificationofdevelopmentswilloccurvia6mainroutes:

• It is envisaged that the implementation of the developments selected will be undertaken in terms of two streams:

Stream OneDelivery Focus

Stream TwoPackaging Focused

Thisstreamisdeliveryfocusedandisthefirstpriorityof the HDA. Its focus is on the rapid delivery of housing units through the unblocking of private or public-sector developments/projects. Intervention areas that will be undertaken by the HDA will include political support, planning, approvals, infrastructure, funding mobilisation and delivery, subsidy mobilization and flow and the provision of technical support. HDAservices will be funded from core funding and critical skills will be contracted out as required

This stream focuses on pakcaging and de-risking of developments/projects to mobilise public funding and private sector participating as developers or contractors. Intervention areas by the HDA include planning, design, and fund mobilisation, securing land/rights, technical analysis and procurement support. HDA services will be funded from a development management fee to be charged. Critical skills will be contracted out as required

• Developments will be selected on the basis that implementation can commence as soon as possible. Havingsaidthat,itisacknowledgedthattheseprojectsarelongterm(generallyinexcessoffiveyears).The developments will be declared section 29 projects by the Minister or Priority Housing Areas2.

• In packaging developments, the HDA will have the mandate and funds to overcome key blockages that

are currently inhibiting implementation, including for example, the development of bulk infrastructure, accessing well located land etc. In addition the HDA will ensure that each development meets the objective of creating sustainable integrated human settlements. The aim of the HDA will be to be innovative and change the way in which human settlement delivery is currently being undertaken.

• The private sector developer partner will be required to invest in the development and bear some risk. The extent will be determined on a development by development basis. The private sector developer will also be required to invest in social and economic facilities as part of the capital cost of the development and on the basis that the operational costs of the facilities will be borne by the relevant Department (Education, Health etc.) as part of their normal budgeting.


Public Tender Processess

Private-Public Partnerships

On Request

Ministerial designation in terms of the HDA Act

Priority Housing Area Projects

Throughspecificprogrammes(e.g.catalyticormining)

1 4

2 5

3 6

Developments can originate either from the public sector (provincial, local or State-Owned Entity) or the private sector

2 Priority Housing Development Areas (PHDA’s) are declared by the Minister of Human Settlements to address specific housing needs to achieve sustainable human settlements, through a process ofintergovernmental cooperation, integrated planning and coordinated programmed implementation aimed at fast tracking housing delivery. PHDA’s are furthermore determined by the circumstances of housing needs which cannot be addressed in the current arrangement of existing housing programmes.

In order to deliver on the expanded developer role, the HDA has adopted the following delivery model:

The key focus of the new delivery model, will be on the implementation of the three National Priority Projects, whilst continuing to support Provinces and municipalities.

4.2.1 National Priority Projects As the Backbone of the HDA’s Developer Role

The following section gives an overview of the three National Priority Projects that will be the focus of the HDA’s business model as it evolves into a human settlements developer:

NATIONAL PRIORITY PROJTECS

CATALYTIC PROJECTS INFORMATION SETTLEMENTS UPGRADES MINING TOWNS

Catalytic projects are spatially targeted interventions that aim to change the way we provide infrastructure by restructuring settlements patterns. These projects are mega in size. The benefits of catalytic projectsare: Increased economic opportunities from jobs created when the projects start and post construction SMME job creation.

ISu programme is designed to provide technical and capacity support to provinces and municipalities for the implementation of informal settlement upgrading across the country through the use of the upgrading of Informal Settlement Programme (uISP) together with other housing programmes.

The objectives of the human settlements componet of the intervention requires the transformation of mining towns through the creation of sustaiable intergrated human settlements.


Programme Allocation

Requestsetc.

(1) Projectidentification

Programme Design Planning &

Management

Pipeline of projects

Core Funding Core Funding

Priority projects

Development 1

Development 2HDA exit

Development 3

Sect 29 Projects

Land & Housing Support Services

Regional points-Technical / IGR Support /

unblocking...HDA may at times

also be apppointed as implementing agentCost RecoveryCore Funding

Governance & AdministrationCore Funding

Stragetic information

(6) Monitoring

Limited Core Funding Project-linked Funding

and Cost-recovery

Stragetic information & Inter-Governmental

Relations

Development Management

Panel of Professional Services Providers

Funds Mobilisation & Management

Technical Support / Specialists (Town & Regional Planning Land Assembly)

(2) Project selection (3) Project Packaging

(4) Delivery support (implementation)

(5) Closure / Handover

5.1 Governance Structure

The HDA is overseen by a Board with the Minister of Human Settlements being the executive authority responsible for the Agency. A new Board was appointed on 4 November 2015, following the expiry of the previousBoard’stermofoffice.TheHDABoardisstructuredasfollows:

HDA BOARD

Audit Committee Human Resources & Remuneration

Land, Properties and Development

Social and Ethics Committee

Project Investment Committee

Executive Committee

5.2 Organisational Structure

The HDA’s organisational structure has changed over time as the business model has evolved. The Agency ismanagedbytheChiefExecutiveOfficerassistedbyaseniormanagementteam,that includestheChiefFinancialOfficerandtheHeadsofDepartments.TheAgency’smacro-organisationalstructurereflectsthekeyoperational functions as well as the key support capacity for the effective delivery on the Agency’s mandate:


5. Organisational Environment

Chief Executive Officer

Internal Audit & Risk

Chief Financial Officer

Head Corporate Support

Head Spatial

Information Analysis

Head National

Programme Design &

Management

Regional Management

x 3

Head Built

Environment

Head Strategic Initiatives

ExecutiveStragic Support

ExecutiveDevelopment Management

& Operations

Company Secretary

5.3 Description of the Strategic Planning Process

In developing this Strategic Plan, the HDA undertook a strategic planning process informed by the new mandate as pronounced by the Minister. Following the pronouncement of the Minister on the new mandate and in view of the need to develop the Strategic Plan for 2018-2023 and the Annual Performance Plan for 2018-2019, HDA developed a draft Strategic Plan and the Annual Performance Plan.

In addition, the HDA organised a Strategic Planning Session with both Exco and Manco Level staff to identify key focus areas and agreed on key deliverables for each programme area. The various programmes undertook business unit level strategic planning sessions to revise strategic objectives, where necessary align to the key focus area, facilitated by an external facilitator essentially to assist review the draft Strategic Plan and the AnnualPerformancePlanandtherebyensurethatbothdocumentsadequatelyreflecttheBusinessCaseandthat both aligned to each other. This Strategic Plan is a product of that process.

6 Overview of the 2018/19 Budget and MTEF Estimates

6.1 Relating Expenditure Trends to Strategic Outcome Oriented Goals

The Agency’s goals and strategic objectives are linked to its programmes and related indicators and targets. The budget is in turn linked to each programme and the targets to be achieved. Given the revised mandate the Agency’s visionary goals, strategic objectives and programmes have been revised as shown in the table below:

6.2 Expenditure Trends to Strategic Outcomes Oriented Goals

It is clear from the Staff Compliment Table (below), that the human resources linked to the related programmes, have been re-aligned to support the key programmes

MTEF ESTIMATESYear One Year Two Year Three Year Four Year Five Year Six

Year 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021MTEF Allocation R176,183 R167,512 R210,668 R222,177 234,955 247,878

Support Core StaffCEO FIN CS BEM NPDM SIA REGA REGB REGC WC PE NC LIM GTG NW FS KZN31 19 15 13 11 11 1 3 0 32 20 4 10 12 2 10 9

Total 65 Total: 138

SummarySupport 65 32%Core 138 68%Total 203 100%

Thetableabovereflectsthat80%ofstaffisfocussedanddrivingthecorefunctionsintheHDA.Furthermore,itisimportanttoconsiderthefinancialimplications,basedonafewkeyassumptions:• The intention is to operate as far as possible within the existing budget envelope bthrough re-allocating

resources internally• Limit overheads to maximise resources focused on project delivery• Current regional support to become fully-cost recovery over time• Retain a small core professional staff and outsource technical, project management and related resources


The HDA continues to ensure that the ratio of core to support staff remains optimal, with the majority of staff in core service delivery business units.

Going forward, in line with our medium term priorities, the HDA will finalise acomprehensive Resourcing Framework that will position the organisation to fully implement its expanded developr role

linked to projects• Cover the cost of development directly from projects (development management fees)

The primary funding sources envisaged for the HDA would be for:• Core staff and administration to be covered from annual transfers• Regional (MTOP) support and projects implementation to be based on a cost recovery • Developments will be funded to a very limited extent (senior development managers) from core funding

with all remaining project management and technical requirements to be funded from a development management fee.

• In addition to the above operating income, there is a need for capital for actual developments. The cost of these redevelopments will need to be raised from other resources like the uSDG, MIG and possible private and other funding.

6.3 Strategic Outcome Oriented Goals

ThestrategicoutcomeorientedgoalsfortheHDAforthisfive-yearstrategicplanareshowninthetablebelow.The goals will be undertaken through three programmes and six sub- programmes and are set out in the table below.

The strategic goals are as follows:Strategic Goal 1:EnhanceefficiencyandeffectivenessoftheorganisationGoal Statement Buildaneffective,efficientandeconomicaladministrationcapableofsupporting

and implementing Five Year Strategic Plan.Justification Anorganisationthathasrequisiteleadership,capabilitiesandsystemsforefficient,

effective, responsive and accountable administrationLinks • Chapter 10 of the Constitution of South Africa;

• NDP Priority: Building capable and developmental state;• MTSFOutcome12:Anefficient,effectiveanddevelopmentorientedpublic

service and an empowered, fair and inclusive citizenship;

Strategic Goal 2: Accelerate delivery of resilient, integrated and sustainable human settlementsGoal Statement Support and lead the implementation of strategic human settlement projects

Justification Provide technical capacity to provinces and municipalities in the delivery of human settlements while assuming developer role in strategic projects

Links • NDP, White Paper on Housing, Housing Act, HDA Act, SPLuMA• MTSF Outcome 8: Sustainable human settlements and improved quality of

household life

Strategic Goal 3: Promote integrated spatial planning and sustainable land developmentGoal Statement Facilitate, Support and Promote Integrated Spatial Development.

Justification Contribute to spatial transformation and integrated human settlements as well as human development

Links • NDP, White Paper on Housing, Housing Act, HDA Act, SPLuMA• MTSF Outcome 8: Sustainable human settlements and improved quality of

household life

6.4 Strategic Objectives and Key Activities Thissectionoutlinesstrategicobjectivesidentifiedtoachievethestrategicgoalssetoutabove.Thestrategicobjectiveshavebeenidentifiedandrelatetothefollowingapprovedbudgetprogramme.Belowarebudgetprogrammes and short description of how they are structured and what the purposes of each are.


Stra

tegi

c O

bjec

tive

( HD

A A

ct :

Sect

ion

4)Pr

ogra

mm

ePr

ogra

mm

e Su

b-Pr

ogra

mm

eFu

nctio

ns(H

DA

Act

: Sec

tion

7)To

pro

vide

stra

tegi

c le

ader

ship

and

sup

port

in th

e im

plem

enta

tion

of

HD

A m

anda

te

Prog

ram

me

1:

Adm

inis

tratio

n

•CEO’soffice

•C

orpo

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Ser

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Com

mun

icat

ions

and

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arke

ting

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nanc

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Stra

tegi

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uppo

rt•

Org

anis

atio

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rman

ce•

Stra

tegi

c In

itiat

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•P

repa

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nece

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cum

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for

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atio

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ay b

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ter

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aws

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com

mun

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uman

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ttlem

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Prog

ram

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nviro

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•LandManagem

entand

•BuiltEnvironm

ent

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hold

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d re

leas

e st

ate

and

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•

Dev

elop

Stra

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lans

with

reg

ard

toth

eidentificationandacquisitionof

stat

e, p

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d la

nd w

hich

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Pro

ject

M

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agem

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•N

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agem

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ject

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ettle

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Nat

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Reg

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Reg

ion

A: W

C,E

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P, N

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C: K

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S a

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P

•u

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anag

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as

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assi

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s ac

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usin

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t•

Enh

ance

the

cap

acity

of

orga

ns o

f st

ate

incl

udin

g sk

ills

trans

fer t

o en

able

th

em to

mee

t the

dem

and

for h

ousi

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deliv

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•D

evel

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an

to

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th

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ulta

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HD

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•-S

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(con

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PART B: STRATEGIC OBJECTIVES AND KEY

ACTIVITIES


HD

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Sect

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4M

acro

In

dica

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Prog

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Link

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In

dica

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Targ

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Estim

ates

2017

/18

2018

/19

2019

/20

2020

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2021

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2022

/23

Mon

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SP

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gram

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plet

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Num

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acqu

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or

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Pro

gram

me

2A.2

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Pro

gram

me

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Bas

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re th

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thro

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DA

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HD

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ct

Sect

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4M

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Prog

ram

me

Link

ed to

In

dica

tor

Targ

ets

Estim

ates

2017

/18

2018

/19

2019

/20

2020

/21

2021

/22

2022

/23

Pro

ject

Man

age

hous

ing

deve

lopm

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serv

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purp

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Num

ber o

f N

atio

nal P

riorit

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with

pr

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Pro

gram

me

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Num

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Pro

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Pro

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ct

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4M

acro

In

dica

tors

Prog

ram

me

Link

ed to

In

dica

tor

Targ

ets

Estim

ates

2017

/18

2018

/19

2019

/20

2020

/21

2021

/22

2022

/23

To fa

cilit

ate

the

trans

form

atio

n of

the

Hum

an

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t of

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disa

dvan

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d

1.1

Per

cent

age

of B

EE

leve

l 1-4

S

uppo

rted

Pro

gram

me

1c.1

New

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elin

e30

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%38

%40

%42

%

1.2

Per

cent

age

of

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E s

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wom

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Pro

gram

me

1c.2

New

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Per

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Pro

gram

me

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elin

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%15

%18

%20

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%

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cent

age

of

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E S

pend

on

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sons

with

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isab

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gram

me

1C.4

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elin

e5%

8%10

%12

%15

%

1.5

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cent

age

of

BE

E s

pend

on

Mili

tary

Vet

eran

s

Pro

gram

me

1C.5

New

Bas

elin

e2%

5%8%

10%

12%

7. M

acro

Per

form

ance

Indi

cato

rs (c

ontin

ues)


Indi

cato

rPr

ogra

mm

ePr

evio

us 3

Yea

rsC

urre

ntPr

ojec

ted

Proj

ecte

dPr

ojec

ted

2013

/14

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

Org

anis

atio

nal

effe

ctiv

enes

s andfinancial

sust

aina

bilit

y

Adm

inis

tratio

nUnqualifiedaudit

and

effe

ctiv

e sy

stem

s -

Unqualifiedaudit

and

effe

ctiv

e sy

stem

s

Unqualifiedaudit

and

effe

ctiv

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stem

s -

Unqualifiedaudit

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effe

ctiv

e sy

stem

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effe

ctiv

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stem

s

-Unqualified

audi

t and

ef

fect

ive

syst

ems

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audi

t and

ef

fect

ive

syst

ems

Per

cent

age

achi

evem

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of N

atio

nal

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or-w

ide

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bly

stra

tegy

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plem

enta

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n

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tial

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rmat

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lysi

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aste

r Spa

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n de

velo

ped

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stra

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oved

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HD

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aine

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Num

ber o

f Prio

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elop

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DA

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rmat

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Identified117

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Num

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or

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ber o

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fect

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Not

e:Catalyticprojectsimplem

entedimpliesthattheHDAwillensuretheprojectsareidentified,assessedandwhereprojectsareselectedforimplem

entation,the

HD

A w

ill ta

ke re

spon

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lity

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anag

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h pr

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he 5

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taly

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roje

cts

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rred

to a

bove

, is

over

the

perio

d of

the

MTS

F, h

owev

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20projectsperfinancialyearstarting2018/19willbemanagedforimplem

entation,resultingin100projectsmanagedforimplem

entationbytheend2021/23.

Set

out

bel

ow a

re th

e H

DA’

s m

acro

indi

cato

rs s

how

ing

the

Age

ncy’

s au

dite

d pe

rform

ance

ove

r the

pre

viou

s th

ree

year

s, th

e cu

rren

t yea

r and

the

antic

ipat

ed in

di-

cato

rs fo

r the

MTE

F pe

riod

in c

ompl

ianc

e w

ith th

e N

atio

nal T

reas

ury

Fram

ewor

k fo

r Stra

tegi

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lans

and

Ann

ual P

erfo

rman

ce P

lans

.


Indi

cato

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ogra

mm

ePr

evio

us 3

Yea

rsC

urre

ntPr

ojec

ted

Proj

ecte

dPr

ojec

ted

2013

/14

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

Num

ber

cata

lytic

pro

ject

s pr

ovid

ed w

ith

impl

emen

tatio

n su

ppor

t and

/or

over

sigh

t as

per

busi

ness

pla

ns

Nat

iona

l P

rogr

amm

e D

esig

n an

d M

anag

emen

t

50 c

atal

ytic

pr

ojec

ts

identifiedand

reco

mm

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d fo

llow

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adju

dica

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prep

ared

for

impl

emen

ted

(Pla

y pr

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t M

anag

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t ro

le fo

r app

rove

d ca

taly

tic p

roje

cts)

10 p

roje

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emen

ted

in li

ne w

ith th

e ta

rget

s in

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ines

s P

lans

(n

ot c

umul

ativ

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lay

proj

ect

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agem

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role

for a

ppro

ved

cata

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cts

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emen

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ne w

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s in

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s P

lans

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ect

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agem

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ved

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lytic

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ject

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umbe

r of

prov

ince

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ppor

ted

Reg

iona

l C

oord

inat

ion

and

Hum

an

Set

tlem

ents

Im

plem

enta

tion

Sup

port

Ser

vice

sR

egio

n A

, B &

C

-7

99

99

9

Num

ber o

f na

tiona

l prio

rity

prog

ram

mes

pr

ovid

ed w

ith

over

sigh

t and

im

plem

enta

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supp

ort (

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ing

tow

ns, c

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ytic

pr

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ts, N

uS

P)

Nat

iona

l P

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sign

and

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anag

emen

t

33

34

4

(con

tinue

s)


Prog

ram

me

1A: OfficeoftheCEO

Stra

tegi

c G

oal:

Enh

ance

effi

cien

cy a

nd e

ffect

iven

ess

of th

e or

gani

zatio

nM

TEF

Targ

ets

Stra

tegi

c O

bjec

tive

Key

Act

iviti

esIn

dica

tor

Num

ber

Perf

orm

ance

M

easu

re/

Indi

cato

r

2017

/18

Targ

et

(Bas

elin

e)

2018

/19

Targ

et20

19/2

0Ta

rget

2020

/21

Targ

et20

21/2

2Ta

rget

2022

/23

Targ

et

To p

rovi

de

stra

tegi

c le

ader

ship

and

su

ppor

t in

the

impl

emen

tatio

n of

H

DA

man

date

Dev

elop

and

im

plem

ent

a P

roje

ct

Man

agem

ent

Office

1A.1

Dat

e fo

r the

es

tabl

ishm

ent

of P

roje

ct

Man

agem

ent

Office(P

MO)

New

Bas

elin

eP

MO

es

tabl

ishe

d by

31s

t M

arch

201

9

PM

O fu

nctio

nal

PM

O

func

tiona

lP

MO

fu

nctio

nal

PM

O fu

nctio

nal

Prog

ram

me

1B:

Fina

nce

Stra

tegi

c G

oal:Enhanceefficiencyandeffectivenessoftheorganization

MTE

F Ta

rget

s

Stra

tegi

c O

bjec

tive

Key

Act

iviti

esIn

dica

tor

Num

ber

Perf

orm

ance

M

easu

re/

Indi

cato

r

Bas

elin

e20

17/1

820

18/1

9Ta

rget

2019

/20

Targ

et20

20/2

1 Ta

rget

2021

/22

Targ

et20

22/2

3Ta

rget

To e

nsur

e th

at th

e HDAisfinancially

sust

aina

ble

over

th

e pe

riod

of th

e M

TEF

Dev

elop

and

im

plem

ent a

co

mpr

ehen

sive

financial

mod

elin

g fo

r lo

ng te

rm

sust

aina

bilit

y of

H

DA

1B.1

Fina

ncia

l m

odel

ling

deve

lope

d an

d im

plem

ente

d

Fina

ncia

l m

odel

ling

deve

lope

d an

d ap

prov

ed

Fina

ncia

l m

odel

ling

de

velo

ped

and

appr

oved

Fina

ncia

l m

odel

ling

impl

emen

ted

Fina

ncia

l m

odel

ling

impl

emen

ted

Fina

ncia

l m

odel

ling

impl

emen

ted

Fina

ncia

l m

odel

ling

impl

emen

ted

8. P

erfo

rman

ce P

lans

Th

e st

rate

gic

goal

and

obj

ectiv

es, k

ey a

ctiv

ities

and

targ

ets

per s

ub-p

rogr

amm

e ar

ea s

et o

ut b

elow

.

8.1.

MTE

F Ta

rget

s: S

ub P

rogr

amm

e: O

ffice

of t

he C

EO

8.2.

MTE

F ta

rget

s: S

ub P

rogr

amm

e: F

inan

ce


Prog

ram

me

1B:

Fina

nce

Stra

tegi

c G


MTE

F Ta

rget

s

Stra

tegi

c O

bjec

tive

Key

Act

iviti

esIn

dica

tor

Num

ber

Perf

orm

ance

M

easu

re/

Indi

cato

r

Bas

elin

e20

17/1

820

18/1

9Ta

rget

2019

/20

Targ

et20

20/2

1 Ta

rget

2021

/22

Targ

et20

22/2

3Ta

rget

To im

plem

ent

effe

ctiv

e sy

stem

s to

man

age

finance,budgets

and

perfo

rman

ce

man

agem

ent

com

plia

nce,

and

ris

k m

anag

emen

t an

d co

mpl

ianc

e

Dev

elop

an

d m

onito

r im

plem

enta

tion

of s

yste

ms

to

managefinance,

budg

ets

and

perfo

rman

ce

man

agem

ent,

SC

M a

nd ri

sk

man

agem

ent

com

plia

nce

1B.2

Unqualified

financialaudit

opin

ion

on

thefinancial

stat

emen

ts

obta

ined

fro

m e

xter

nal

audi

tors

Unqualified

financial

audi

t rep

ort

for 2

017/

18

from

ext

erna

l au

dito

rs

publ

ishe

d by

30

Aug

ust

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Unqualified

financial

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t rep

ort

for 2

017/

18

from

ext

erna

l au

dito

rs

publ

ishe

d by

30

Aug

ust

2019

Unqualified

financialaudit

repo

rt fo

r 20

18/1

9 fro

m

exte

rnal

aud

itors

pu

blis

hed

by 3

0 A

ugus

t 202

0

Unqualified

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audi

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ort

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20

from

ext

erna

l au

dito

rs

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ishe

d by

30

Aug

ust

2021

Unqualified

financial

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t rep

ort

for 2

020/

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from

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erna

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dito

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d by

30

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ust 2

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22

from

ext

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dito

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ishe

d by

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ust 2

023

To fa

cilit

ate

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form

atio

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Hum

an

Set

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ecto

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pow

erm

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revi

ousl

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sadv

anta

ged

Dev

elop

and

sig

n tra

nsfo

rmat

ion

and

empo

wer

men

t ag

reem

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to

tran

sfor

m

the

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an

Set

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ent

Sec

tor

1C.1

% O

f BE

E le

vel

1-4

Sup

porte

dN

ew B

asel

ine

30%

35%

38%

40%

42%

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% o

f BE

E

spen

d on

w

omen

ow

ned

ente

rpris

es

supp

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New

Bas

elin

e20

%25

%28

%30

%32

%

1C.3

% o

f BE

E

spen

d on

yo

uth

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d en

terp

rises

su

ppor

ted

New

Bas

elin

e10

%15

%18

%20

%25

%

8.2.

MTE

F ta

rget

s: S

ub P

rogr

amm

e: F

inan

ce (c

ontin

ues)


Prog

ram

me

1B:

Fina

nce

Stra

tegi

c G


MTE

F Ta

rget

s

Stra

tegi

c O

bjec

tive

Key

Act

iviti

esIn

dica

tor

Num

ber

Perf

orm

ance

M

easu

re/

Indi

cato

r

Bas

elin

e20

17/1

820

18/1

9Ta

rget

2019

/20

Targ

et20

20/2

1 Ta

rget

2021

/22

Targ

et20

22/2

3Ta

rget

1C.4

% o

f BE

E S

pend

on

Per

sons

w

ith D

isab

ility

S

uppo

rted

New

Bas

elin

e5%

8%10

%12

%15

%

1C.5

% o

f BE

E s

pend

on

Mili

tary

Ve

tera

ns

Sup

porte

d

New

Bas

elin

e2%

5%8%

10%

12%

Prog

ram

me

1C:

Cor

pora

te S

uppo

rt St

rate

gic

Goa

l: Enhanceefficiencyandeffectivenessoftheorganization

MTE

F Ta

rget

s

Stra

tegi

c O

bjec

tive

Key

A

ctiv

ities

Num

ber

Perf

orm

ance

M

easu

re/

Indi

cato

r

2016

/17

Targ

et(B

asel

ine)

2017

/18

Targ

et20

18/1

9 Ta

rget

2019

/20

Targ

et20

20/2

1Ta

rget

2021

/22

Targ

et

To e

nsur

e th

at th

e or

gani

satio

nal

stru

ctur

e is

ap

prov

ed a

nd

impl

emen

ted.

Dev

elop

, finalizeand

appr

ove

the

orga

niza

tiona

l st

ruct

ure.

1D.1

Org

aniz

atio

nal

stru

ctur

e de

velo

ped

and

appr

oved

.

Org

aniz

atio

nal

Stru

ctur

e de

velo

ped

and

appr

oved

.

New

or

gani

zatio

nal

stru

ctur

e fu

lly

impl

emen

ted.

New

or

gani

satio

nal

stru

ctur

e fu

lly

impl

emen

ted.

Org

anis

atio

nal

stru

ctur

e fu

lly

oper

atio

nal.

Org

anis

atio

nal

stru

ctur

e fu

lly

oper

atio

nal.

Org

anis

atio

nal

stru

ctur

e re

vise

d,

appr

oved

and

im

plem

ente

d.

8.3.

M

TEF

Targ

ets:

Sub

Pro

gram

me

Cor

pora

te S

ervi

ces

8.2.

MTE

F ta

rget

s: S

ub P

rogr

amm

e: F

inan

ce (c

ontin

ues)


Prog

ram

me

1D:

Stra

tegi

c O

rgan

izat

iona

l Per

form

ance

St

rate

gic

Goa

l: Enhanceefficiencyandeffectivenessoftheorganization

MTE

F Ta

rget

s

Stra

tegi

c O

bjec

tive

Key

A

ctiv

ities

Indi

cato

rN

umbe

rPe

rfor

man

ce

Mea

sure

/In

dica

tor

2017

/18

Targ

et(B

asel

ine)

2018

/19

Targ

et20

19/2

0Ta

rget

2020

/21

Targ

et20

21/2

2Ta

rget

2022

/23

Targ

et

Dev

elop

and

im

plem

ent

Ann

ual

Per

form

ance

P

lan

to b

e ap

prov

ed b

y th

e B

oard

an

d N

DoH

S

annu

ally

1D.1

Dat

e fo

r the

A

ppro

val o

f AP

P an

d S

trate

gic

Pla

n by

the

Boa

rd

AP

P C

ompl

eted

an

d ap

prov

ed

by e

nd J

anua

ry

AP

P an

d S

trate

gic

Pla

n ap

prov

ed b

y 31

st J

anua

ry

AP

P an

d S

trate

gic

Pla

n ap

prov

ed b

y 31

st J

anua

ry

AP

P an

d S

trate

gic

Pla

n ap

prov

ed b

y 31

st J

anua

ry

AP

P an

d S

trate

gic

Pla

n ap

prov

ed b

y 31

st J

anua

ry

AP

P an

d S

trate

gic

Pla

n ap

prov

ed b

y 31

st J

anua

ry

Prog

ram

me

1E:

Mar

ketin

g C

omm

unic

atio

n an

d S

IR

Stra

tegi

c G

oal:Enhanceefficiencyandeffectivenessofthe

orga

nisa

tion

MTE

F Ta

rget

s

Stra

tegi

c O

bjec

tive

Key

Act

iviti

esIn

dica

tor

Num

ber

Perf

orm

ance

M

easu

re/

Indi

cato

r

2017

/18

Targ

et(B

asel

ine)

2018

/19

Targ

et20

19/2

0Ta

rget

2020

/21

Targ

et20

21/2

2Ta

rget

2022

/23

Targ

et

To e

nsur

e H

DA’

s ne

w

man

date

and

pr

ogra

mm

es

are

effe

ctiv

ely

com

mun

icat

ed

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2A.4

Num

ber o

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cels

of

land

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zoni

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bas

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PackagingIdentified

Pro

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s fo

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velo

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2A.5

Num

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of a

ppro

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ter-

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agre

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rele

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inte

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inis

teria

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reem

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n th

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Prog

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me

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atio

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Ass

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St

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hum

an s

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Stra

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Act

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umbe

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rfor

man

ce

Mea

sure

/In

dica

tor

2017

/18

Targ

et

(Bas

elin

e)

2018

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Targ

et20

19/2

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2020

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Targ

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2Ta

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Pro

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Man

age

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deve

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Pro

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tech

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Acc

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silie

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man

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Act

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man

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2017

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age

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2018

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MTE

F Ta

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Ass

ista

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8.14

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18 /

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MTE

F Ta

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s: S

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n an

d M

anag

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Prog

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3B: N

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nal P

rogr

amm

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esig

n an

d M

anag

emen

t

Stra

tegi

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Acc

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deliv

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silie

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d an

d su

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nabl

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man

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Act

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umbe

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rfor

man

ce

Mea

sure

/In

dica

tor

2017

/18

Targ

et

(Bas

elin

e)

2018

/19

Targ

et20

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0Ta

rget

2020

/21

Targ

et20

21/2

2Ta

rget

2022

/23

Targ

et

Pro

vide

S

uppo

rt fo

r im

plem

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of N

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nal

upg

radi

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nfor

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me

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Num

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emen

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tatio

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cat

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3B.3

Num

ber

of p

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8.14

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18 /

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MTE

F Ta

rget

s: S

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amm

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n an

d M

anag

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ntin

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Prog

ram

me

3B: N

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nal P

rogr

amm

e D

esig

n an

d M

anag

emen

t

Stra

tegi

c G

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Acc

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ate

the

deliv

ery

of re

silie

nt, i

nteg

rate

d an

d su

stai

nabl

e hu

man

set

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MTE

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s

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tive

Key

Act

iviti

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umbe

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rfor

man

ce

Mea

sure

/In

dica

tor

2017

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Targ

et

(Bas

elin

e)

2018

/19

Targ

et20

19/2

0Ta

rget

2020

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Targ

et20

21/2

2Ta

rget

2022

/23

Targ

et

Inte

rven

tion

in 2

2 m

inin

g to

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Num

ber o

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8.14

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MTE

F Ta

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s: S

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anag

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ram

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an S

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plem

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port

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s

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and

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Act

iviti

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umbe

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Perf

orm

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M

easu

re/

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cato

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2017

/18

Targ

et(B

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ine)

2018

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2020

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et20

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Pro

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age

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ses

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tain

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plem

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of

hum

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proj

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3C.1

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ber o

f pr

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prov

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ity

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TOP

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liver

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s de

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Num

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ba

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Inst

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of b

ulk

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s

3136

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s

8.14

. 20

18 /

2019

MTE

F Ta

rget

s: S

ub-P

rogr

amm

e N

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nal P

rogr

amm

e D

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n an

d M

anag

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t (co

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Prog

ram

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nal C

oord

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ion

and

Hum

an S

ettle

men

ts Im

plem

enta

tion

Sup

port

Ser

vice

s

St

rate

gic

Goa

l: A

ccel

erat

e de

liver

y of

resi

lient

, int

egra

ted

and

sust

aina

ble

hum

an s

ettle

men

ts

MTE

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rget

s

Stra

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bjec

tive

Key

Act

iviti

esN

umbe

ring

Perf

orm

ance

M

easu

re/

Indi

cato

r

2017

/18

Targ

et(B

asel

ine)

2018

/19

Targ

et20

19/2

0Ta

rget

2020

/21

Targ

et20

21/2

2Ta

rget

2022

/23

Targ

et

Sup

port

title

de

eds

rest

orat

ion

prog

ram

me

3C.8

Num

ber o

f titl

e de

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faci

litat

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as p

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f tow

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p es

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lariz

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ortin

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cato

r res

pons

ibili


B.

Fina

nce

(con

tinue

s)


Indi

cato

r titl

e1C

.2 P

erce

ntag

e of

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spe

nd o

n w

omen

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ente

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uppo

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t defi

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/A

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ose/

impo

rtan

ceTo

faci

litat

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e tra

nsfo

rmat

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of th

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uman

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tlem

ent s

ecto

r and

em

pow

erm

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f pre

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tage

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ce/c

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tinue

s)


Indi

cato

r titl

e1C

.3 P

erce

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litat

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nsfo

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pow

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type

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orm

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B.

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nce

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tinue

s)


Indi

cato

r titl

e1C

.4 P

erce

ntag

e of

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spe

nd o

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es s

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litat

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(con

tinue

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Indi

cato

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e1C

.5 P

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port

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cato

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gres

s R

epor

ts

New

indi

cato

rYe

s

Des

ired

perf

orm

ance

All

desi

gns

and

repo

rts p

rodu

ced

in li

ne w

ith e

ngin

eerin

g st

anda

rds,

mun

icip

al b

y-la

ws,

nat

iona

l bui

ldin

g re

gula

tions

Indi

cato

r res

pons

ibili

tyB

uilt

Env

ironm

ent

Prog

ram

me

2 : B

uilt

Envi

ronm

ent I

mpl

emen

tatio

n (c

ontin

ues)


Indi

cato

r titl

e2A

.6 D

ate

of a

ppro

val o

f int

er-m

inis

teria

l agr

eem

ent o

n re

leas

e of

sta

te la

nd

Shor

t defi

nitio

nS

igne

d ag

reem

ent b

y M

inis

ters

in th

e B

uilt

Env

ironm

ent a

nd In

frast

ruct

ure

Dev

elop

men

t Sec

tor

Purp

ose/

impo

rtan

ceFa

cilit

atio

n of

rele

ase

of s

tate

land

Sour

ce/c

olle

ctio

n of

dat

aR

epor

t and

Min

utes

Met

hod

of c

alcu

latio

nN

on-C

umul

ativ

e

Dat

a lim

itatio

nsN

one

Type

of i

ndic

ator

Pro

cess

indi

cato

r

Cal

cula

tion

type

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ulat

ive

Rep

ortin

g cy

cle

Mon

thly

New

indi

cato

rN

o

Des

ired

perf

orm

ance

Impr

oved

inte

rgov

ernm

enta

l rel

atio

ns o

n re

leas

e of

sta

te la

nd

Indi

cato

r res

pons

ibili

tyB

uilt

Env

ironm

ent

Prog

ram

me

2 : B

uilt

Envi

ronm

ent I

mpl

emen

tatio

n (c

ontin

ues)


Indi

cato

r titl

e 1.

3A.1

Per

cent

age

of re

ques

ts re

spon

ded

with

in a

gree

d tim

efra

mes

and

cos

ts

Shor

t defi

nitio

nTo

pro

vide

tech

nica

l res

pons

es a

ligne

d to

requ

ests

rece

ived

for s

uppo

rt to

the

Nat

iona

l Prio

rity

Pro

gram

mes

Purp

ose/

impo

rtan

ceP

roje

ct M

anag

e ho

usin

g de

velo

pmen

t ser

vice

s fo

r the

pur

pose

s of

the

crea

tion

of s

usta

inab

le h

uman

set

tlem

ents

Sour

ce/c

olle

ctio

n of

dat

aDeedsOffice,S

GOffice,N

ationalandProvincialD

epartments,N

ationalTreasury,municipalitiesandinternalresources

Met

hod

of c

alcu

latio

nP

erce

ntag

e of

tech

nica

l ass

ista

nce

rend

ered

aga

inst

requ

est r

ecei

ved

from

Pro

gram

me

3 to

sup

port

3 N

atio

nal P

riorit

y P

rogr

amm

es

Dat

a lim

itatio

nsA

cces

s to

his

toric

al d

ata

and

stud

ies

Type

of i

ndic

ator

Out

put I

ndic

ator

Cal

cula

tion

type

Non

Cum

ulat

ive

Rep

ortin

g cy

cle

Mon

thly

and

Qua

rterly

New

indi

cato

rN

o

Des

ired

perf

orm

ance

All

thre

e N

atio

nal P

riorit

y P

rogr

amm

es p

rovi

ded

with

tech

nica

l sup

port

Indi

cato

r res

pons

ibili

tyM

anag

er: N

atio

nal T

echn

ical

Tea

m

Prog

ram

me

3AN

atio

nal T

echn

ical

Tea

m


Indi

cato

r titl

e3B

.1 –

Num

ber o

f prio

rity

prog

ram

mes

and

pro

ject

s im

plem

ente

d

Shor

t defi

nitio

n1.

Pro

gram

me

man

agem

ent o

f Hum

an S

ettle

men

ts p

riorit

y pr

ogra

mm

es2.

Alig

nmen

t of g

over

nmen

t pla

nnin

g an

d de

liver

y pr

oces

s an

d in

terv

entio

n to

fast

-trac

k in

frast

ruct

ure

plan

ning

and

co

ordi

natio

n to

sup

port

the

cata

lytic

pro

ject

s an

d th

e in

form

al s

ettle

men

ts u

pgra

ding

in th

e m

inin

g to

wns

3.

Par

tner

with

and

max

imiz

e fu

ndin

g fro

m v

ario

us S

ecto

r Dep

artm

ents

, Pro

vinc

es, M

unic

ipal

ities

, DFI

’s, o

ther

inst

itutio

ns a

nd

the

priv

ate

sect

or p

artn

ers

to s

timul

ate

econ

omic

act

ivity

4.

Pro

vide

Tec

hnic

al C

apac

ity to

the

Pro

vinc

es, M

unic

ipal

ities

and

oth

er d

eliv

ery

partn

ers

5.

Mee

t the

targ

ets

of th

e tra

nsfo

rmat

ion

agen

da o

f the

sec

tor b

y en

surin

g bl

ack

owne

rshi

p, lo

cal p

rocu

rem

ent o

f mat

eria

ls a

nd

oppo

rtuni

ties

for w

omen

, you

th a

nd p

eopl

e w

ith d

isab

ilitie

s6.

Pac

kage

and

man

age

the

impl

emen

tatio

n of

nat

iona

l pr

iorit

y pr

ogra

ms

Purp

ose/

impo

rtan

ceS

usta

inab

le h

uman

set

tlem

ents

and

impr

oved

qua

lity

of h

ouse

hold

live

s

Sour

ce/c

olle

ctio

n of

dat

aP

roje

ct M

anag

ers,

SIR

and

Reg

iona

l Hea

ds

Met

hod

of c

alcu

latio

nN

umbe

r of p

rogr

amm

es m

anag

ed

Dat

a lim

itatio

nsN

o

Type

of i

ndic

ator

Not

cum

ulat

ive

Cal

cula

tion

type

Cum

ulat

ive

Rep

ortin

g cy

cle

Qua

rterly

New

indi

cato

rN

o

Des

ired

perf

orm

ance

Nat

iona

l prio

rity

prog

ram

mes

man

aged

Indi

cato

r res

pons

ibili

tyH

ead

: NP

D&

M

B. N

PD&

M


Indi

cato

r titl

e3B

.2 –

Num

ber o

f inf

orm

al s

ettle

men

ts p

rovi

ded

with

impl

emen

tatio

n su

ppor

t

Shor

t defi

nitio

n1.

Tec

hnic

al a

nd Im

plem

enta

tion

Sup

port

•IS

u p

roje

ct re

adin

ess

pipe

line

syst

em fo

r min

ing

tow

ns s

et-u

p an

d tra

cked

•

Projectsidentification/verificationleadingtopipeline(enumeration,rapidassessments)

•P

roje

cts

prep

arat

ion

/pac

kagi

ng le

adin

g to

impl

emen

tatio

n (fe

asib

ility

stu

dies

, upg

radi

ng p

lans

)•

Coo

rdin

atio

n of

upg

radi

ng in

itiat

ives

(pro

vinc

ial f

orum

s, c

omm

unity

par

ticip

atio

n, li

velih

oods

, mul

ti-se

ctor

alig

nmen

t act

iviti

es,

settl

emen

ts m

anag

emen

t pla

ns, a

nd s

usta

inab

ility

pro

gram

mes

)•

Impl

emen

tatio

n su

ppor

t (P

roje

ct m

anag

emen

t rol

e fo

r im

plem

enta

tion

of re

ady

proj

ects

bas

ed o

n re

ques

t fro

m m

unic

ipal

ities

an

d pr

ovin

ces,

and

cap

acity

bui

ldin

g su

ppor

t)•

Stra

tegi

c pl

anni

ng (d

evel

opm

ent o

f mun

icip

al/p

rovi

ncia

l IS

u s

trate

gies

)

2. K

ey A

ctiv

ities

2.1SocialProfilingandEnumeration:

To d

eter

min

e st

atus

quo

for e

ach

info

rmal

set

tlem

ent a

nd d

evel

op e

ffect

ive

info

rmal

set

tlem

ent u

pgra

ding

pla

ns a

s w

ell a

s pr

omot

e in

tegr

atio

n an

d su

stai

nabi

lity

in th

ose

settl

emen

ts.

2.2

upg

radi

ng p

lans

Toinvestigatedifferentservicingoptionsfortheidentifiedinformalsettlementssoastocom

eupwiththemostsuitableoptions

for e

ach

settl

emen

t and

oth

er in

terv

entio

ns.

2.3

Rel

ocat

ion

plan

s Confirmationofsettlementsearmarkedforrelocationanddevelopm

entofrelocationimplem

entationplanandpost-relocation

appr

oach

tow

ards

avo

idin

g la

nd in

vasi

ons

post

rese

ttlem

ent c

ondu

cted

in a

par

ticip

ator

y m

anne

r inv

olvi

ng th

e co

mm

uniti

es

dire

ctly

affe

cted

.

2.4

ISu

Pro

gram

me

and

proj

ect m

anag

emen

t Im

plem

enta

tion

supp

ort

ProjectverificationandtrackingagainstsettlementupgradingplansproducedthroughtheNUSPandtheprojectassessm

ents

and

proj

ect d

esig

n

2.5

Pro

ject

trac

king

sys

tem

TheQuartexQ-ProjectsSystemwhichisawebbasedapplicationissuitablyconfiguredandadaptedforprojecttracking.This

syst

em u

tilis

es a

met

hodo

logy

to c

aptu

re p

roje

ct m

ilest

one,

sto

re d

ocum

ents

at b

oth

proj

ect a

nd m

ilest

one

leve

l, an

d pr

ovid

e reportingfunctionality.Thesystemisalsousedform

anagingprojectcash-flowandpayments.

Purp

ose/

impo

rtan

ceu

pgra

ding

of I

nfor

mal

Set

tlem

ents

in th

e di

stre

ssed

min

ing

tow

ns

Sour

ce/c

olle

ctio

n of

dat

aP

roje

ct M

anag

ers,

SIR

and

Reg

iona

l Hea

ds

B. N

PD&

M (c

ontin

ues)


Indi

cato

r titl

e3B

.2 –

Num

ber o

f inf

orm

al s

ettle

men

ts p

rovi

ded

with

impl

emen

tatio

n su

ppor

t

Shor

t defi

nitio

n1.

Tec

hnic

al a

nd Im

plem

enta

tion

Sup

port

•IS

u p

roje

ct re

adin

ess

pipe

line

syst

em fo

r min

ing

tow

ns s

et-u

p an

d tra

cked

•

Projectsidentification/verificationleadingtopipeline(enumeration,rapidassessments)

•P

roje

cts

prep

arat

ion

/pac

kagi

ng le

adin

g to

impl

emen

tatio

n (fe

asib

ility

stu

dies

, upg

radi

ng p

lans

)•

Coo

rdin

atio

n of

upg

radi

ng in

itiat

ives

(pro

vinc

ial f

orum

s, c

omm

unity

par

ticip

atio

n, li

velih

oods

, mul

ti-se

ctor

alig

nmen

t act

iviti

es,

settl

emen

ts m

anag

emen

t pla

ns, a

nd s

usta

inab

ility

pro

gram

mes

)•

Impl

emen

tatio

n su

ppor

t (P

roje

ct m

anag

emen

t rol

e fo

r im

plem

enta

tion

of re

ady

proj

ects

bas

ed o

n re

ques

t fro

m m

unic

ipal

ities

an

d pr

ovin

ces,

and

cap

acity

bui

ldin

g su

ppor

t)•

Stra

tegi

c pl

anni

ng (d

evel

opm

ent o

f mun

icip

al/p

rovi

ncia

l IS

u s

trate

gies

)

2. K

ey A

ctiv

ities

2.1SocialProfilingandEnumeration:

To d

eter

min

e st

atus

quo

for e

ach

info

rmal

set

tlem

ent a

nd d

evel

op e

ffect

ive

info

rmal

set

tlem

ent u

pgra

ding

pla

ns a

s w

ell a

s pr

omot

e in

tegr

atio

n an

d su

stai

nabi

lity

in th

ose

settl

emen

ts.

2.2

upg

radi

ng p

lans

Toinvestigatedifferentservicingoptionsfortheidentifiedinformalsettlementssoastocom

eupwiththemostsuitableoptions

for e

ach

settl

emen

t and

oth

er in

terv

entio

ns.

2.3

Rel

ocat

ion

plan

s Confirmationofsettlementsearmarkedforrelocationanddevelopm

entofrelocationimplem

entationplanandpost-relocation

appr

oach

tow

ards

avo

idin

g la

nd in

vasi

ons

post

rese

ttlem

ent c

ondu

cted

in a

par

ticip

ator

y m

anne

r inv

olvi

ng th

e co

mm

uniti

es

dire

ctly

affe

cted

.

2.4

ISu

Pro

gram

me

and

proj

ect m

anag

emen

t Im

plem

enta

tion

supp

ort

ProjectverificationandtrackingagainstsettlementupgradingplansproducedthroughtheNUSPandtheprojectassessm

ents

and

proj

ect d

esig

n

2.5

Pro

ject

trac

king

sys

tem

TheQuartexQ-ProjectsSystemwhichisawebbasedapplicationissuitablyconfiguredandadaptedforprojecttracking.This

syst

em u

tilis

es a

met

hodo

logy

to c

aptu

re p

roje

ct m

ilest

one,

sto

re d

ocum

ents

at b

oth

proj

ect a

nd m

ilest

one

leve

l, an

d pr

ovid

e reportingfunctionality.Thesystemisalsousedform

anagingprojectcash-flowandpayments.

Purp

ose/

impo

rtan

ceu

pgra

ding

of I

nfor

mal

Set

tlem

ents

in th

e di

stre

ssed

min

ing

tow

ns

Sour

ce/c

olle

ctio

n of

dat

aP

roje

ct M

anag

ers,

SIR

and

Reg

iona

l Hea

ds

B. N

PD&

M (c

ontin

ues)


Indi

cato

r titl

e3B

.2 –

Num

ber o

f inf

orm

al s

ettle

men

ts p

rovi

ded

with

impl

emen

tatio

n su

ppor

t

Purp

ose/

impo

rtan

ceu

pgra

ding

of I

nfor

mal

Set

tlem

ents

in th

e di

stre

ssed

min

ing

tow

ns

Sour

ce/c

olle

ctio

n of

dat

aP

roje

ct M

anag

ers,

SIR

and

Reg

iona

l Hea

ds

Met

hod

of c

alcu

latio

nN

umbe

r of I

nfor

mal

Set

tlem

ents

pro

vide

d w

ith im

plem

enta

tion

supp

ort

Dat

a lim

itatio

nsN

one

Type

of i

ndic

ator

Cum

ulat

ive

Cal

cula

tion

type

Cum

ulat

ive

Rep

ortin

g cy

cle

Qua

rterly

New

indi

cato

rN

o

Des

ired

perf

orm

ance

Info

rmal

Set

tlem

ents

upg

radi

ng u

p sc

aled

Indi

cato

r res

pons

ibili

tyH

ead:

NP

D&

M

B. N

PD&

M (c

ontin

ues)


Indi

cato

r titl

e3B

.3 –

Num

ber o

f cat

alyt

ic p

roje

cts

iden

tified

and

impl

emen

ted

Shor

t defi

nitio

nIdentificationandimplem

entationoffifty(50)nationalprioritycatalyticprojects

Purp

ose/

impo

rtan

ceP

rovi

sion

of a

cces

s to

ade

quat

e ho

usin

g an

d se

rvic

es in

bet

ter l

ivin

g en

viro

nmen

ts w

hils

t elim

inat

ing

pove

rty, b

reak

ing

apar

thei

d sp

atia

l pat

tern

s an

d re

duci

ng in

equa

lity

in th

e pr

oces

s.

Thes

e pr

ojec

ts w

ill d

eliv

er h

igh

impa

ct in

tegr

ated

and

sus

tain

able

del

iver

y at

sca

le

Sour

ce/c

olle

ctio

n of

dat

aP

roje

ct M

anag

ers

and

Reg

iona

l Man

ager

s

Met

hod

of c

alcu

latio

nN

o of

pro

ject

s at

ince

ptio

n, p

lann

ing

and

impl

emen

tatio

n ph

ases

Dat

a lim

itatio

nsN

one

Type

of i

ndic

ator

Cum

ulat

ive

Cal

cula

tion

type

Cum

ulat

ive

Rep

ortin

g cy

cle

Qua

rterly

New

indi

cato

rN

o

Des

ired

perf

orm

ance

50 c

atal

ytic

pro

ject

s im

plem

ente

d

Indi

cato

r res

pons

ibili

tyH

ead:

NP

D&

M

B. N

PD&

M (c

ontin

ues)


Indi

cato

r titl

e3B

.4 –

Num

ber o

f inf

orm

al s

ettle

men

ts p

rovi

ded

with

impl

emen

tatio

n su

ppor

t

Shor

t defi

nitio

n

Sup

port

activ

ities

:•

Dev

elop

men

t of d

iagn

ostic

pla

ns fo

r 22

min

ing

tow

ns (S

TPs)

•

Dev

elop

men

t of p

roje

cts

pipe

line

deve

lope

d •

Tech

nica

l sup

port

in m

inin

g to

wns

•

Pro

ject

s fu

ndin

g, im

plem

enta

tion

plan

s an

d te

chni

cal i

mpl

emen

tatio

n su

ppor

t for

min

ing

tow

ns•

Incl

usio

n of

dia

gnos

tic p

lans

, pip

elin

es a

nd d

evel

opm

ent p

roje

cts

into

the

Mun

icip

al C

ounc

il ID

Ps,

BE

PP

s a

nd b

udge

ting

plan

s (S

DB

IPs)

•D

evel

opm

ent a

gree

men

ts a

nd d

evel

opm

ent p

artn

ersh

ips

for p

roje

cts

impl

emen

tatio

n

Purp

ose/

impo

rtan

ceIn

terv

entio

n in

the

min

ing

tow

ns to

impr

oves

soc

io-e

cono

mic

con

ditio

ns in

clud

ing

hous

ing

deve

lopm

ent

Sour

ce/c

olle

ctio

n of

dat

aP

roje

ct M

anag

ers

and

Reg

iona

l Man

ager

s

Met

hod

of c

alcu

latio

nC

ompi

latio

n of

del

iver

y of

indi

cato

r aga

inst

PO

E’s

com

pile

d by

Pro

ject

Man

ager

s an

d R

egio

nal M

anag

ers.

Dat

a lim

itatio

nsN

one

Type

of i

ndic

ator

Not

cum

ulat

ive

Cal

cula

tion

type

Cum

ulat

ive

Rep

ortin

g cy

cle

Qua

rterly

New

indi

cato

rYe

s

Des

ired

perf

orm

ance

Rep

ortin

g ag

ains

t pre

scrib

ed g

uide

lines

Indi

cato

r res

pons

ibili

tyH

ead:

NP

D&

M

B. N

PD&

M


Indi

cato

r titl

e3B

.5 -

Stra

tegy

for l

abou

r sen

ding

are

as in

the

East

ern

Cap

e

Shor

t defi

nitio

n•

Dev

elop

men

t of t

he Im

plem

enta

tion

Stra

tegy

for t

he la

bour

sen

ding

are

as in

the

Eas

tern

Cap

e•

Inte

rven

tion

in th

e im

plem

enta

tion

and

mon

itorin

g in

labo

ur s

endi

ng a

reas

Purp

ose/

impo

rtan

ceS

trate

gy to

inte

rven

e in

the

labo

ur s

endi

ng a

reas

Sour

ce/c

olle

ctio

n of

dat

aR

egio

nal M

anag

ers

and

Pro

ject

Man

ager

s

Met

hod

of c

alcu

latio

nC

ompi

latio

n of

del

iver

y of

indi

cato

r aga

inst

PO

E’s

Dat

a lim

itatio

nsRelianceonProvincialandMunicipalofficialstoconfirmdatasets.

Type

of i

ndic

ator

Out

put

Cal

cula

tion

type

Cum

ulat

ive

Rep

ortin

g cy

cle

Qua

rterly

New

indi

cato

rN

o

Des

ired

perf

orm

ance

Inte

rven

tion

in th

e la

bour

sen

ding

are

as

Indi

cato

r res

pons

ibili

tyH

ead:

NP

D&

M

B. N

PD&

M (c

ontin

ues)


Indi

cato

r titl

e3C

.1 N

umbe

r of p

rovi

nces

pro

vide

d w

ith c

apac

ity s

uppo

rt a

s pe

r MTO

Ps a

nd b

usin

ess

plan

s

Shor

t defi

nitio

nH

uman

Set

tlem

ents

Cap

acity

Sup

port

to P

rovi

nces

and

Mun

icip

aliti

es

Purp

ose/

impo

rtan

ceTo

ens

ure

HD

A se

rvic

es c

over

age

in P

rovi

nces

Sour

ce/c

olle

ctio

n of

dat

aVerifiableagreementsandrelateddocumentation

Met

hod

of c

alcu

latio

nC

ount

num

ber o

f val

id a

nd e

xist

ing

agre

emen

ts, M

TOP

etc.

with

Pro

vinc

es a

nd M

unic

ipal

ities

Dat

a lim

itatio

nsN

one

Type

of i

ndic

ator

Impa

ct In

dica

tor

Cal

cula

tion

type

Non

- cu

mul

ativ

e

Rep

ortin

g cy

cle

Qua

rterly

New

indi

cato

rN

o

Des

ired

perf

orm

ance

Are

a of

resp

onsi

bilit

y co

vera

ge

Indi

cato

r res

pons

ibili

tyR

egio

nal M

anag

ers

Prog

ram

me

3C: R

egio

nal C

oord

inat

ion

and

Hum

an S

ettle

men

ts Im

plem

enta

tion


Indi

cato

r titl

e3C

.2 N

umbe

r of S

ervi

ced

Site

s de

liver

ed

Shor

t defi

nitio

nse

rvic

ed s

ites

deliv

ered

Purp

ose/

impo

rtan

ceTo

det

erm

ine

num

ber o

f hou

sing

opp

ortu

nitie

s cr

eate

d th

roug

hout

the

site

s an

d se

rvic

es p

rogr

amm

e

Sour

ce/c

olle

ctio

n of

dat

aE

ngin

eerin

g C

ompl

etio

n re

ports

Met

hod

of c

alcu

latio

nC

ompl

etio

n of

act

ual f

unct

iona

l ser

vice

d si

tes

Dat

a lim

itatio

nsN

one

Type

of i

ndic

ator

Out

put I

ndic

ator

Cal

cula

tion

type

Cum

ulat

ive

Rep

ortin

g cy

cle

Mon

thly

New

indi

cato

rN

o

Des

ired

perf

orm

ance

Com

plet

ion

of a

ll ta

rget

ed n

umbe

r of s

ervi

ced

site

s to

redu

ce h

ousi

ng b

ackl

og

Indi

cato

r res

pons

ibili

tyR

egio

nal M

anag

ers

Prog

ram

me

3C: R

egio

nal C

oord

inat

ion

and

Hum

an S

ettle

men

ts Im

plem

enta

tion

(con

tinue

s)


Indi

cato

r titl

e3C

.3 N

umbe

r of H

ousi

ng U

nits

Del

iver

ed

Shor

t defi

nitio

nN

umbe

r of h

ousi

ng u

nits

del

iver

ed

Purp

ose/

impo

rtan

ceTo

det

erm

ine

num

ber o

f hou

sing

opp

ortu

nitie

s cr

eate

d th

roug

h th

e de

liver

y of

hou

sing

uni

ts

Sour

ce/c

olle

ctio

n of

dat

aC

ompl

etio

n re

ports

issu

ed b

y C

ontra

ctor

s/P

rinci

pal A

gent

Met

hod

of c

alcu

latio

nC

ount

act

ual n

umbe

r of c

ompl

eted

hou

sing

uni

ts

Dat

a lim

itatio

nsN

one

Type

of i

ndic

ator

Out

put i

ndic

ator

Cal

cula

tion

type

Cum

ulat

ive

Rep

ortin

g cy

cle

Mon

thly

New

indi

cato

rN

o

Des

ired

perf

orm

ance

Com

plet

ion

of a

ll ta

rget

ed n

umbe

r of h

ousi

ng u

nits

to re

duce

hou

sing

bac

klog

Indi

cato

r res

pons

ibili

tyR

egio

nal M

anag

ers

Prog

ram

me

3C: R

egio

nal C

oord

inat

ion

and

Hum

an S

ettle

men

ts Im

plem

enta

tion

(con

tinue

s)


Indi

cato

r titl

e3C

.4 N

umbe

r of H

ousi

ng U

nits

del

iver

ed in

Cat

alyt

ic P

roje

ct

Shor

t defi

nitio

nH

ousi

ng u

nits

del

iver

ed in

Cat

alyt

ic P

roje

cts

Purp

ose/

impo

rtan

ceTo

det

erm

ine

num

ber o

f hou

sing

opp

ortu

nitie

s cr

eate

d th

roug

hout

the

site

s an

d se

rvic

es p

rogr

amm

e

Sour

ce/c

olle

ctio

n of

dat

aE

ngin

eerin

g C

ompl

etio

n re

ports

Met

hod

of c

alcu

latio

nC

ompl

etio

n of

act

ual f

unct

iona

l ser

vice

d si

tes

Dat

a lim

itatio

nsN

one

Type

of i

ndic

ator

Out

put I

ndic

ator

Cal

cula

tion

type

Cum

ulat

ive

Rep

ortin

g cy

cle

Mon

thly

New

indi

cato

rN

o

Des

ired

perf

orm

ance

Com

plet

ion

of a

ll ta

rget

ed n

umbe

r of s

ervi

ced

site

s to

redu

ce h

ousi

ng b

ackl

og

Indi

cato

r res

pons

ibili

tyR

egio

nal M

anag

ers

Prog

ram

me

3C: R

egio

nal C

oord

inat

ion

and

Hum

an S

ettle

men

ts Im

plem

enta

tion

(con

tinue

s)


Indi

cato

r titl

e3C

.5 N

umbe

r of S

ervi

ced

Site

s de

liver

ed in

Cat

alyt

ic P

roje

ct

Shor

t defi

nitio

nS

ervi

ced

site

s de

liver

ed in

Cat

alyt

ic P

roje

cts

Purp

ose/

impo

rtan

ceTo

det

erm

ine

num

ber o

f hou

sing

opp

ortu

nitie

s cr

eate

d th

roug

hout

the

site

s an

d se

rvic

es p

rogr

amm

e

Sour

ce/c

olle

ctio

n of

dat

aE

ngin

eerin

g C

ompl

etio

n re

ports

Met

hod

of c

alcu

latio

nC

ompl

etio

n of

act

ual f

unct

iona

l ser

vice

d si

tes

Dat

a lim

itatio

nsN

one

Type

of i

ndic

ator

Out

put I

ndic

ator

Cal

cula

tion

type

Cum

ulat

ive

Rep

ortin

g cy

cle

Mon

thly

New

indi

cato

rN

o

Des

ired

perf

orm

ance

Com

plet

ion

of a

ll ta

rget

ed n

umbe

r of s

ervi

ced

site

s to

redu

ce h

ousi

ng b

ackl

og

Indi

cato

r res

pons

ibili

tyR

egio

nal M

anag

ers

Prog

ram

me

3C: R

egio

nal C

oord

inat

ion

and

Hum

an S

ettle

men

ts Im

plem

enta

tion

(con

tinue

s)


Indi

cato

r titl

e3C

.6 N

umbe

r of s

ites

and

serv

ices

in M

inin

g To

wns

ass

iste

d w

ith 6

KM

inst

alla

tion

of b

ulk

sew

er li

ne

Shor

t defi

nitio

nIn

stal

latio

n of

bul

k se

wer

line

in M

adib

eng

Purp

ose/

impo

rtan

ceTo

ext

end

supp

ly o

f bul

k in

frast

ruct

ure

serv

ices

to c

omm

uniti

es in

Min

ing

Tow

ns

Sour

ce/c

olle

ctio

n of

dat

aE

ngin

eerin

g C

ompl

etio

n re

ports

Met

hod

of c

alcu

latio

nC

ompl

etio

n of

act

ual f

unct

iona

l ser

vice

d si

tes

Dat

a lim

itatio

nsN

one

Type

of i

ndic

ator

Out

put I

ndic

ator

Cal

cula

tion

type

Cum

ulat

ive

Rep

ortin

g cy

cle

Mon

thly

New

indi

cato

rN

o

Des

ired

perf

orm

ance

Com

plet

ion

of a

ll ta

rget

ed n

umbe

r of s

ervi

ced

site

s to

redu

ce h

ousi

ng b

ackl

og

Indi

cato

r res

pons

ibili

tyR

egio

nal M

anag

ers

Prog

ram

me

3C: R

egio

nal C

oord

inat

ion

and

Hum

an S

ettle

men

ts Im

plem

enta

tion

(con

tinue

s)


Indi

cato

r titl

e3C

.7 N

umbe

r of s

ites

and

serv

ices

Shor

t defi

nitio

nS

ites

and

serv

ices

pro

vide

d in

info

rmal

set

tlem

ent u

pgra

de p

rogr

amm

e

Purp

ose/

impo

rtan

ceTo

det

erm

ine

num

ber o

f hou

sing

opp

ortu

nitie

s cr

eate

d th

roug

hout

the

site

s an

d se

rvic

es p

rogr

amm

e

Sour

ce/c

olle

ctio

n of

dat

aE

ngin

eerin

g C

ompl

etio

n re

ports

Met

hod

of c

alcu

latio

nC

ompl

etio

n of

act

ual f

unct

iona

l ser

vice

d si

tes

Dat

a lim

itatio

nsN

one

Type

of i

ndic

ator

Out

put I

ndic

ator

Cal

cula

tion

type

Cum

ulat

ive

Rep

ortin

g cy

cle

Mon

thly

New

indi

cato

rN

o

Des

ired

perf

orm

ance

Com

plet

ion

of a

ll ta

rget

ed n

umbe

r of s

ervi

ced

site

s to

redu

ce h

ousi

ng b

ackl

og

Indi

cato

r res

pons

ibili

tyR

egio

nal M

anag

ers

Prog

ram

me

3C: R

egio

nal C

oord

inat

ion

and

Hum

an S

ettle

men

ts Im

plem

enta

tion

(con

tinue

s)


Indi

cato

r titl

e3C

.8 N

umbe

r of t

itle

deed

s fa

cilit

ated

as

part

of t

owns

hip

esta

blis

hmen

t reg

ular

izat

ion

Shor

t defi

nitio

nR

esol

utio

n of

out

stan

ding

LE

FTE

A ap

plic

atio

ns to

ena

ble

the

deliv

ery

of ti

tle d

eeds

to

hous

ehol

ds a

s an

out

com

e of

con

clud

ing

tow

nshi

p es

tabl

ishm

ent p

roce

ss

Purp

ose/

impo

rtan

ceTo

pro

mot

e se

curit

y of

tenu

re

Sour

ce/c

olle

ctio

n of

dat

aP

roje

ct R

epor

ts, c

opie

s lo

dgem

ents

and

ins

truct

ions

to c

onve

yanc

ing

atto

rney

s

Met

hod

of c

alcu

latio

nS

impl

e co

untin

g of

reso

lved

LE

FTE

A ap

plic

atio

ns a

nd re

sulta

nt ti

tle d

eeds

Dat

a lim

itatio

nsC

oope

ratio

n of

all

stak

ehol

ders

Type

of i

ndic

ator

Out

put I

ndic

ator

Cal

cula

tion

type

Non

-Cum

ulat

ive

Rep

ortin

g cy

cle

Qua

rterly

New

indi

cato

rN

o

Des

ired

perf

orm

ance

Del

iver

y or

faci

litat

ion

of a

t rel

ease

150

0 Ti

tle d

eeds

Indi

cato

r res

pons

ibili

tyKZN

Office:R

egionC

Prog

ram

me

3C: R

egio

nal C

oord

inat

ion

and

Hum

an S

ettle

men

ts Im

plem

enta

tion

(con

tinue

s)


Indi

cato

r titl

e3C

.9 N

umbe

r of p

riorit

y pr

ojec

ts in

Kny

sna

assi

sted

with

the

reha

bilit

atio

n of

fire

dis

aste

r

Shor

t defi

nitio

nRedevelopmentofK

nysnaareafollowingfiredisaster

Purp

ose/

impo

rtan

cePackagingofprojects,includinglandidentificationofland,toprovidehousingopportunitiesforaffectedbeneficiaries

Sour

ce/c

olle

ctio

n of

dat

aP

roje

ct m

anag

emen

ts te

ams

Met

hod

of c

alcu

latio

nC

ompi

latio

n by

pro

ject

man

agem

ent t

eam

and

inde

pend

ent p

rofe

ssio

nals

Dat

a lim

itatio

nsRelianceoninternalandexternalpartiestoconfirmdatasets

Type

of i

ndic

ator

Out

put

Cal

cula

tion

type

Non

-Cum

ulat

ive

Rep

ortin

g cy

cle

Qua

rterly

New

indi

cato

rYe

s

Des

ired

perf

orm

ance

Reportingagainstdefinedtermsofreference

Indi

cato

r res

pons

ibili

tyH

ead:

Reg

ion

A

Prog

ram

me

3C: R

egio

nal C

oord

inat

ion

and

Hum

an S

ettle

men

ts Im

plem

enta

tion

(con

tinue

s)


Indi

cato

r titl

e3C

.10

Num

ber o

f Prio

rity

Proj

ects

Pac

kage

d fo

r the

Dev

elop

men

t (SC

CD

) – S

outh

ern

Cap

e C

orrid

or (K

nysn

a an

d B

itou)

,

Shor

t defi

nitio

nC

ompr

ehen

sive

bus

ines

s pl

an fo

r im

plem

enta

tion

of c

atal

ytic

pro

ject

acr

oss

the

mun

icip

aliti

es o

f Kny

sna

and

Bito

u

Purp

ose/

impo

rtan

ceD

evis

e fe

asib

ility

stu

dies

and

bus

ines

s pl

an to

und

erpi

n pr

ojec

ts fo

r im

plem

enta

tion.

Sour

ce/c

olle

ctio

n of

dat

aP

roje

ct m

anag

emen

t tea

ms

Met

hod

of c

alcu

latio

nC

ompi

latio

n by

pro

ject

man

agem

ent t

eam

and

inde

pend

ent p

rofe

ssio

nals

Dat

a lim

itatio

nsCo-operationofmunicipalandprovincialoffiicialsandreliance

Type

of i

ndic

ator

Out

put

Cal

cula

tion

type

Non

-Cum

ulat

ive

Rep

ortin

g cy

cle

Qua

rterly

New

indi

cato

rYe

s

Des

ired

perf

orm

ance


Indi

cato

r res

pons

ibili

tyH

ead:

Reg

ion

A

Prog

ram

me

3C: R

egio

nal C

oord

inat

ion

and

Hum

an S

ettle

men

ts Im

plem

enta

tion

(con

tinue

s)


Indi

cato

r titl

e3C

.11

Num

ber o

f Prio

rity

Proj

ect P

acka

ged

for t

he R

edev

elop

men

t of I

miz

amo

Yeth

u, W

C

Shor

t defi

nitio

nRedevelopmentofImizam

oYethuareafollowingfiredisaster

Purp

ose/

impo

rtan

cePackagingofprojectstotackledisasterareaandprovidehousingopportunitiesforaffectedbeneficiaries

Sour

ce/c

olle

ctio

n of

dat

aP

roje

ct m

anag

emen

t tea

ms

Met

hod

of c

alcu

latio

nC

ompi

latio

n by

pro

ject

man

agem

ent t

eam

and

inde

pend

ent p

rofe

ssio

nals

Dat

a lim

itatio

nsCo-operationofmunicipalandprovincialoffiicialsandreliance

Type

of i

ndic

ator

Out

put

Cal

cula

tion

type

Non

-Cum

ulat

ive

Rep

ortin

g cy

cle

Qua

rterly

New

indi

cato

rYe

s

Des

ired

perf

orm

ance


Indi

cato

r res

pons

ibili

tyH

ead:

Reg

ion

A

Prog

ram

me

3C: R

egio

nal C

oord

inat

ion

and

Hum

an S

ettle

men

ts Im

plem

enta

tion

(con

tinue

s)


Indi

cato

r titl

e3C

.12

Num

ber o

f Prio

rity

Proj

ects

Pac

kage

d fo

r the

Red

evel

opm

ent o

f Dun

can

Villa

ge, E

C P

roje

ct P

acka

ging

Shor

t defi

nitio

nC

once

ptua

l fra

mew

ork

for r

edev

elop

men

t of D

unca

n Vi

llage

Purp

ose/

impo

rtan

ceD

evel

oped

fram

ewor

k to

dire

ct th

e re

deve

lopm

ent o

f pro

ject

are

a to

aid

in re

duct

ion

of h

ousi

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ackl

og a

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ivin

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nditi

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olle

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aP

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ms

Met

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latio

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a lim

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Type

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put

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ulat

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Rep

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indi

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perf

orm

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scrib

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lines

Indi

cato

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pons

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tyH

ead:

Reg

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A

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ram

me

3C: R

egio

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oord

inat

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Hum

an S

ettle

men

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plem

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(con

tinue

s)


Indi

cato

r titl

e4A

.1 P

erce

ntag

e ef

fect

ive

plat

form

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r sta

keho

lder

man

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stab

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effe

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atfo

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esta

blis

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ith re

solu

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and

inte

rven

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to b

e un

derta

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by th

e S

IR u

nit,

conv

eyed

with

in 7

wor

king

day

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m th

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te o

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pla

tform

.

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impo

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nsur

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onito

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re is

cen

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alcu

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atfo

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Dat

a lim

itatio

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Type

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on th

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GR

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take

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Indi

cato

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e5A

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erce

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ose

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port

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itor t

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rovi

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ll in

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ent

Mon

itor t

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rovi

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frast

ruct

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requ

ired

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Met

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ntag

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port

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ided

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a lim

itatio

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ased

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ports

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mat

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lysi

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PRO

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patia

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orm

atio

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naly

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Indi

cato

r titl

e5A

.2 N

umbe

r of m

onito

ring

and

eval

uatio

n re

port

s

Shor

t defi

nitio

nu

se o

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tial i

nfor

mat

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solu

tions

to s

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quis

ition

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and

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ed p

rope

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thro

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avai

labi

lity

of c

ore

spat

ial

info

rmat

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solu

tions

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ose

/ Im

port

ance

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itor t

he p

rovi

sion

of a

ll in

frast

ruct

ure

requ

ired

for h

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ng d

evel

opm

ent

Mon

itor t

he p

rovi

sion

of a

ll in

frast

ruct

ure

requ

ired

for h

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ng d

evel

opm

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Sour

ce /

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da

taM

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, in

form

atio

n sy

stem

s, In

vest

igat

ions

, tra

inin

g, a

nd A

naly

ses

Met

hod

of c

alcu

latio

nP

erce

ntag

e of

sup

port

prov

ided

Dat

a lim

itatio

nsB

ased

on

acce

ss a

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eque

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of a

vaila

ble

data

, sta

ff, fu

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Type

of i

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type

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cato

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hang

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ired

perf

orm

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east

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ports

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cato

r res

pons

ibili

ty

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: Spa

tial I

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lysi

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PRO

GR

AM

ME

5: S

patia

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orm

atio

n an

d A

naly

sis

(con

tinue

s)


Indi

cato

r titl

e5A

.3 N

umbe

r of p

roje

cts

appr

oved

and

dec

lare

d as

PH

DA’

s

Shor

t defi

nitio

nu

se o

f spa

tial i

nfor

mat

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solu

tions

to s

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labi

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ore

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ose

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port

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Mon

itor t

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of a

ll in

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ruct

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requ

ired

for h

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ng d

evel

opm

ent

Mon

itor t

he p

rovi

sion

of a

ll in

fras

truc

ture

requ

ired

for h

ousi

ng d

evel

opm

ent

Sour

ce /

colle

ctio

n of

da

taM

aps,

Rep

orts

, in

form

atio

n sy

stem

s, In

vest

igat

ions

, tra

inin

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naly

ses

Met

hod

of c

alcu

latio

nP

erce

ntag

e of

sup

port

prov

ided

Dat

a lim

itatio

nsB

ased

on

acce

ss a

nd fr

eque

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of a

vaila

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data

, sta

ff, fu

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Type

of i

ndic

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type

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hang

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east

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ports

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r res

pons

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: Spa

tial I

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mat

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PRO

GR

AM

ME

5: S

patia

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atio

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d A

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(con

tinue

s)

BAC: Adjudication Committee BEP: Bucket Eradication Programme BEPP: Built Environment Performance PlanCFO:ChiefFinancialOfficerCOJ: City of JohannesburgCPP: Catalytic Projects ProgrammeCSIR:CouncilforScientificandIndustrialResearchDPAD: Development Planning and Area DesignDRDLR: Department of Rural Development and Land ReformEE: Employment EquityGIS: Geographic Information SystemsGM: General managerGRAP: Generally Recognised Accounting PracticeHDA: Housing development AgencyHR: Human ResourcesHSDG: Human Settlements Development GrantHSF: Human Settlement Forum HOD: Head of Department HS: Human SettlementsIGR: Intergovernmental RelationsIGRFA: Intergovernmental Framework Act IGR&SA: Intergovernmental Relations and Strategy AlignmentIP: Implementation ProtocolISA: International Standard on AuditingISSAI: International Standards of Supreme Audit InstitutionsISU: Informal Settlement upgrading IT: Information TechnologyJCC: Joint Cooperating CommitteeJOSHCO: Johannesburg Social Housing Company KZN: KwaZulu-NatalLA: Local AuthorityLAPSIS: Land and Property Spatial Information System LHSS: Land Housing Support ServicesLIR:LandIdentificationRegisterLIS: Land Information ServicesLM: Local MunicipalityLPA: Land Planning and AssemblyM&E: Monitoring and Evaluation MEC: Member of the Executive CouncilMINMEC: Ministers and Member of Executive Council MTEF: Medium-term Expenditure FrameworkMTSF: Medium-term Strategic Framework MTOP: Medium-term Operational PlanNAHSLI: National Human Settlements Land Inventory NDHS: National Department of Human Settlements NDPW: National Department of Public WorksNHBRC : National Home Builder Registration Council

NLAS: National Land Assembly ProgrammeNUSP: National Support ProgrammePAA: Productive Asset AllowancePFMA: Public Fianance Management ActPHDA: Priority Housing Development AreasPPT: Project Preparation TrustRGTL: Rapidly Growing Towns and LocationsSIR: Stakeholder and Intergovernmental Relations


ABBREVIATIONS AND ACRONYMS

The Housing Development Agency (HDA)BlockA,RivieraOfficePark

6-10 Riviera Road Killarney, Johannesburg

Box 3209 Houghton, 2041

Telephone +11 544 1000Fax: +11 544 1007

www.thehda.co.za

Documents

Contents i - The HDAthehda.co.za/pdf/uploads/multimedia/HDA_Annual... · Mr Bryan Chaplog Chief Financial Officer Signature: Mr Pascal Moloi Chief Executive Officer (Accounting Officer)