Foreword 1oFFicial Sign-oFF 21 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 MteF targetS: Sub prograMMe: oFFice oF the ceo 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 298.5 2018 / 2019 MteF targetS: Sub prograMMe Marketing and coMMunicationS 278.6 Strategic objectiVeS and key actiVitieS: prograMMe 2: land ManageMent and built enVironMent 288.7 2018 / 2019 MteF targetS: prograMMe: 3 298.8 2018 / 2019 MteF targetS: Sub prograMMe: national technical aSSiStance 298.9 2018 / 2019 MteF targetS: Sub-prograMMe national prograMMe deSign and ManageMent 348.10 prograMMe 4: Stakeholder relationS and inter-goVernMental relationS 348.11 prograMMe 5: 2018 / 2019 MteF targetS: Spatial inForMation and analySiS 34

Strategic plan 2018-2023 i

Contents

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 to project 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’s and 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 includes economic 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 and staff are capable and fully prepared to respond to this call by accelerating delivery of sustainable human settlements to our people.

Mavuso Msimang

Strategic plan 2018-2023 1

Foreword by the Chairperson of the Board

Official Sign-Off

It is hereby certified that this Annual 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) Accurately reflects the performance targets which the HDA will endeavour to achieve given the resources made available in the budget for 2018/194) noted at an hda board meeting held on 25 january 2018

Mr Bryan ChaplogChief Financial Officer Signature:

Mr Pascal MoloiChief Executive Officer (Accounting Officer) Signature:

Mr Mavuso Msimangchairperson hda board Signature:

Hon Nomaindia MfeketoMinister Human Settlementsexecutive authority Signature:

Strategic plan 2018-2023 2

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 release of 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.

The HDA has defined the following guiding values in its

operations:performance-oriented,

excellence, accountability, teamwork, integrity

Strategic plan 2018-2023 3

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 in order to fulfil its objects. In addition the Minister 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)

• In Section 7(1) the Act identifies some 12 functions to 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, privately and 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.

Strategic plan 2018-2023 4

Strategic plan 2018-2023 5

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 projects comprising 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 significant impact on the human settlements outcomes.

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, the NDP envisions a revised approach to human settlement, in which the state properly fulfils its obligation to providing high-quality public infrastructure and environments, while also supporting 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 people live, upgrading informal settlements and fixing housing market gaps.

• 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 housing construction. Construction is identified as a key jobs driver in both the NDP and the New Growth path.

• 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.

Strategic plan 2018-2023 6

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:

The macro socio-economic landscape within which the HDA operates, is characterised by a significant backlog in 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, transforming the residential spatial landscape through state assisted housing is currently encumbered by 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

Strategic plan 2018-2023 8

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 implement projects. 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) result in significant holding cost

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 r6,400 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 and parks). Lack of affordable mortgage finance, and capacity.

poor human Settlements

outcomes

In response to the above challenges, the HDA has identified the following key challenges and developed responses 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

• Improved financial packaging and fund mobilisationDeclining Provate Sector Delivery • de-risking projects though ublocking and related

interventions (e.g. expediting palns)• Securing funding for critical infrustructure• Ensuring funding (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 specific focus on women, youth, persons with disability and communities

• 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. This is particularly necessary in order to address housing supply where the public sector is failing (insufficient public-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 (such as municipalities and provinces specifically) are strengthened. Currently, in addition to land acquisition, 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

Strategic plan 2018-2023 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

the process of property development from the beginning to end, i.e. from land identification to project closure. 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.

• The current legal framework (principally the HDA Act) provides sufficient mandate for the HDA to undertake the 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

Given the fragmented and mis-aligned human settlements funding framework, as well as the insufficiency of available 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 partnerships and panel contracting arrangements to bring in capacity and minimise overhead and fixed costs.

• all roles and functions currently undertaken by the hda will continue and all ips and Mtops will be fulfilled. Over an agreed period, functions that are not in direct alignment with the expanded developer role will 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

Strategic plan 2018-2023 10

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

developments that aim to achieve scale delivery of formal housing; private sector mobilization (finance and capacity) and mixed income sustainable integrated developments.

• The identification of developments will occur via 6 main routes:

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

Stream Onedelivery Focus

Stream Twopackaging Focused

This stream is delivery focused and is the first priority of 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. HDA services 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. Having said that, it is acknowledged that these projects are long term (generally in excess of five years). 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.

Strategic plan 2018-2023 11

public tender processess

private-public partnerships

on request

Ministerial designation in terms of the hda act

priority housing area projects

Through specific programmes (e.g. catalytic or mining)

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 of intergovernmental 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 projects are: 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.

Strategic plan 2018-2023 12

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 previous Board’s term of office. The HDA Board is structured as follows:

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 is managed by the Chief Executive Officer assisted by a senior management team, that includes the Chief Financial Officer and the Heads of Departments. The Agency’s macro-organisational structure reflects the key operational functions as well as the key support capacity for the effective delivery on the agency’s mandate:

Strategic plan 2018-2023 13

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 Annual Performance Plan and thereby ensure that both documents adequately reflect the Business Case and that 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%

The table above reflects that 80% of staff is focussed and driving the core functions in the HDA. Furthermore, it is important to consider the financial implications, based on a few key assumptions:• 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

Strategic plan 2018-2023 14

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 a comprehensive 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

The strategic outcome oriented goals for the HDA for this five-year strategic plan are shown in the table below. 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: Enhance efficiency and effectiveness of the organisationGoal Statement Build an effective, efficient and economical administration capable of supporting

and implementing Five year Strategic plan.Justification An organisation that has requisite leadership, capabilities and systems for efficient,

effective, responsive and accountable administrationLinks • chapter 10 of the constitution of South africa;

• ndp priority: building capable and developmental state;• MTSF Outcome 12: An efficient, effective and development oriented public

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 This section outlines strategic objectives identified to achieve the strategic goals set out above. The strategic objectives have been identified and relate to the following approved budget programme. Below are budget programmes and short description of how they are structured and what the purposes of each are.

Strategic plan 2018-2023 15

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%18

%20

%25

%

1.4

per

cent

age

of

be

e S

pend

on

per

sons

with

d

isab

ility

Prog

ram

me

1C.4

new

bas

elin

e5%

8%10

%12

%15

%

1.5

per

cent

age

of

be

e s

pend

on

Mili

tary

Vet

eran

s

Prog

ram

me

1C.5

new

bas

elin

e2%

5%8%

10%

12%

7. M

acro

Per

form

ance

Indi

cato

rs (c

ontin

ues)

Strategic plan 2018-2023 22

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 an

d fin

anci

al

sust

aina

bilit

y

adm

inis

tratio

nU

nqua

lified

aud

it an

d ef

fect

ive

syst

ems

-

Unq

ualifi

ed a

udit

and

effe

ctiv

e sy

stem

s

Unq

ualifi

ed a

udit

and

effe

ctiv

e sy

stem

s -

Unq

ualifi

ed a

udit

and

effe

ctiv

e sy

stem

s

Unq

ualifi

ed a

udit

and

effe

ctiv

e sy

stem

s

- Unq

ualifi

ed

audi

t and

ef

fect

ive

syst

ems

- Unq

ualifi

ed

audi

t and

ef

fect

ive

syst

ems

per

cent

age

achi

evem

ent

of n

atio

nal

sect

or-w

ide

land

as

sem

bly

stra

tegy

im

plem

enta

tion

pla

n

Spa

tial

info

rmat

ion

and

ana

lysi

s

-M

aste

r Spa

tial

pla

n de

velo

ped

land

stra

tegy

de

velo

ped

and

appr

oved

by

hd

a b

oard

MS

p m

aint

aine

dM

Sp

mai

ntai

ned

MS

p m

aint

aine

dM

Sp

mai

ntai

ned

num

ber o

f prio

rity

dev

elop

men

t A

reas

Iden

tified

(p

hd

a)

Spa

tial

info

rmat

ion

and

ana

lysi

s

3-

Iden

tified

117

in

vest

men

t po

tent

ial a

reas

Refi

ne

inve

stm

ent

pote

ntia

l with

fu

ture

urb

an

grow

th a

naly

sis

Refi

ne

inve

stm

ent

pote

ntia

l pla

nnin

g in

stru

men

ts

Refi

ne

inve

stm

ent

pote

ntia

l pl

anni

ng

inst

rum

ents

Refi

ne

inve

stm

ent

pote

ntia

l pla

nnin

g in

stru

men

ts

num

ber o

f he

ctar

es o

f w

ell-l

ocat

ed la

nd

(targ

etin

g po

or

and

mid

dle-

inco

me

hous

ehol

ds)

bui

lt e

nviro

nmen

t im

plem

enta

tion

42

50 h

ecta

res

2500

hec

tare

s30

00 h

ecta

res

3000

hec

tare

s30

00 h

ecta

res

2000

hec

tare

s20

00 h

ecta

res

num

ber o

f ig

r p

roto

cols

es

tabl

ishe

d an

d im

plem

ente

d

Stra

tegi

c su

ppor

t, o

rgan

isat

iona

l ef

fect

iven

ess

and

stak

ehol

der

enga

gem

ent

(So

S)

99

99

17

impl

emen

tatio

n p

roto

cols

17

impl

emen

tatio

n p

roto

cols

17

impl

emen

tatio

n p

roto

cols

Not

e: C

atal

ytic

pro

ject

s im

plem

ente

d im

plie

s th

at t

he H

DA

will

ens

ure

the

proj

ects

are

ide

ntifi

ed,

asse

ssed

and

whe

re p

roje

cts

are

sele

cted

for

im

plem

enta

tion,

the

HD

A w

ill ta

ke re

spon

sibi

lity

for m

anag

ing

the

impl

emen

tatio

n of

suc

h pr

ojec

ts. T

he 5

0 ca

taly

tic p

roje

cts

refe

rred

to a

bove

, is

over

th

e pe

riod

of th

e M

TSF,

how

ever

, 20

proj

ects

per

fina

ncia

l yea

r sta

rtin

g 20

18/1

9 w

ill b

e m

anag

ed fo

r im

plem

enta

tion,

resu

lting

in 1

00 p

roje

cts

man

aged

fo

r im

plem

enta

tion

by th

e en

d 20

21/2

3.

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 th

e pr

evio

us th

ree

year

s, th

e cu

rren

t yea

r an

d th

e an

ticip

ated

in

dica

tors

for t

he M

teF

perio

d in

com

plia

nce

with

the

nat

iona

l tre

asur

y Fr

amew

ork

for S

trate

gic

pla

ns a

nd a

nnua

l per

form

ance

pla

ns.

Strategic plan 2018-2023 23

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

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

iden

tified

and

re

com

men

ded

follo

win

g ad

judi

catio

n.

5 pr

ojec

ts

prep

ared

for

impl

emen

ted

(pla

y pr

ojec

t M

anag

emen

t ro

le fo

r app

rove

d ca

taly

tic p

roje

cts)

10 p

roje

cts

impl

emen

ted

in li

ne w

ith th

e ta

rget

s in

the

bus

ines

s p

lans

(n

ot c

umul

ativ

e)p

lay

proj

ect

Man

agem

ent

role

for a

ppro

ved

cata

lytic

pro

ject

s

15 p

roje

cts

impl

emen

ted

in li

ne w

ith th

e ta

rget

s in

the

bus

ines

s p

lans

(n

ot c

umul

ativ

e)p

lay

proj

ect

Man

agem

ent

role

for a

ppro

ved

cata

lytic

pro

ject

s

20 p

roje

cts

impl

emen

ted

in li

ne w

ith th

e ta

rget

s in

the

bus

ines

s p

lans

(n

ot c

umul

ativ

e)p

lay

proj

ect

Man

agem

ent

role

for a

ppro

ved

cata

lytic

pro

ject

sn

umbe

r of

prov

ince

s su

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

tion

supp

ort (

Min

ing

tow

ns, c

atal

ytic

pr

ojec

ts, n

uS

p)

nat

iona

l p

rogr

amm

e de

sign

and

M

anag

emen

t

33

34

4

(con

tinue

s)

Strategic plan 2018-2023 24

Prog

ram

me

1A:

Offi

ce o

f the

CE

O

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

Offi

ce

1A.1

dat

e fo

r the

es

tabl

ishm

ent

of p

roje

ct

Man

agem

ent

Offi

ce (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:

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

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 H

DA

is fi

nanc

ially

su

stai

nabl

e ov

er

the

perio

d of

the

Mte

F

dev

elop

and

im

plem

ent a

co

mpr

ehen

sive

fin

anci

al

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

Strategic plan 2018-2023 25

Prog

ram

me

1B:

Fina

nce

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

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

finan

ce, b

udge

ts

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

and

mon

itor

impl

emen

tatio

n of

sy

stem

s to

man

age

finan

ce, b

udge

ts

and

perfo

rman

ce

man

agem

ent,

Sc

M a

nd ri

sk

man

agem

ent

com

plia

nce

1B.2

Unq

ualifi

ed

finan

cial

aud

it op

inio

n on

th

e fin

anci

al

stat

emen

ts

obta

ined

from

ex

tern

al a

udito

rs

Unq

ualifi

ed

finan

cial

au

dit r

epor

t fo

r 201

7/18

fro

m e

xter

nal

audi

tors

pu

blis

hed

by

30 a

ugus

t 20

19

Unq

ualifi

ed

finan

cial

au

dit r

epor

t fo

r 201

7/18

fro

m e

xter

nal

audi

tors

pu

blis

hed

by

30 a

ugus

t 20

19

Unq

ualifi

ed

finan

cial

aud

it re

port

for

2018

/19

from

ex

tern

al a

udito

rs

publ

ishe

d by

30

aug

ust 2

020

Unq

ualifi

ed

finan

cial

au

dit r

epor

t fo

r 201

9/20

fro

m e

xter

nal

audi

tors

pu

blis

hed

by

30 a

ugus

t 20

21

Unq

ualifi

ed

finan

cial

au

dit r

epor

t fo

r 202

0/21

fro

m e

xter

nal

audi

tors

pu

blis

hed

by

30 a

ugus

t 20

22

Unq

ualifi

ed

finan

cial

au

dit r

epor

t fo

r 202

1/22

fro

m e

xter

nal

audi

tors

pu

blis

hed

by 3

0 a

ugus

t 202

3

to fa

cilit

ate

the

trans

form

atio

n of

the

hum

an

Set

tlem

ent

sect

or a

nd

empo

wer

men

t of

pre

viou

sly

disa

dvan

tage

d

dev

elop

and

sig

n tra

nsfo

rmat

ion

and

empo

wer

men

t ag

reem

ents

to

trans

form

the

hum

an S

ettle

men

t S

ecto

r

1C.1

% o

f be

e le

vel

1-4

Sup

porte

dn

ew b

asel

ine

30%

35%

38%

40%

42%

1C.2

% o

f be

e

spen

d on

w

omen

ow

ned

ente

rpris

es

supp

orte

d

new

bas

elin

e20

%25

%28

%30

%32

%

1C.3

% o

f be

e s

pend

on

you

th o

wne

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)

Strategic plan 2018-2023 26

Prog

ram

me

1B:

Fina

nce

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

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: E

nhan

ce e

ffici

ency

and

effe

ctiv

enes

s of

the

orga

niza

tion

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

, fin

aliz

e an

d ap

prov

e th

e or

gani

zatio

nal

stru

ctur

e.

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)

Strategic plan 2018-2023 27

Prog

ram

me

1D:

Stra

tegi

c o

rgan

izat

iona

l per

form

ance

St

rate

gic

Goa

l: E

nhan

ce e

ffici

ency

and

effe

ctiv

enes

s of

the

orga

niza

tion

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

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unic

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iviti

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ber

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orm

ance

M

easu

re/

Indi

cato

r

2017

/18

Targ

et(B

asel

ine)

2018

/19

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et20

19/2

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rget

2020

/21

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et20

21/2

2Ta

rget

2022

/23

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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

and

mar

kete

d to

al

l sta

keho

lder

s an

d th

e pu

blic

impl

emen

t th

e ap

prov

ed

com

mun

icat

ion

and

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ketin

g p

lan

1E.1

per

cent

age

impl

emen

tatio

n of

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app

rove

d im

plem

enta

tion

pla

n

all

plan

ned

activ

ities

un

derta

ken

100%

im

plem

ent

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appr

oved

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omm

unic

atio

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ting

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n

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mun

icat

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&

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trate

gy a

nd

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ms

pla

n

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emen

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n of

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revi

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omm

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tegy

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plem

enta

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pla

n

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omm

unic

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ns

& M

arke

ting

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tegy

and

im

plem

enta

tion

pla

n

8.4.

201

8 / 2

019

MTE

F Ta

rget

s: S

ub P

rogr

amm

e St

rate

gic

Org

aniz

atio

nal P

erfo

rman

ce

8.5.

201

8 / 2

019

MTE

F Ta

rget

s: S

ub P

rogr

amm

e M

arke

ting

and

Com

mun

icat

ions

Prog

ram

me

2A :

land

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agem

ent

Stra

tegi

c G

oal:

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tial p

lann

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cato

r20

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(Bas

elin

e)

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iden

tify,

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re,

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hum

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t de

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030

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2A.2

num

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e h

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age

ncy

010

0010

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00

2A.4

num

ber o

f par

cels

of

land

faci

litat

ed fo

r re

zoni

ng

new

ba

selin

e5

par

cels

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Iden

tified

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ckag

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velo

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asel

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roje

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Iden

tifica

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of

stat

e la

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of s

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new

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app

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ter-

min

iste

rial

agre

emen

t on

the

rele

ase

of s

tate

land

by

31st

M

arch

201

9

Strategic plan 2018-2023 28

8.6.

Str

ateg

ic o

bjec

tives

and

key

act

iviti

es: P

rogr

amm

e 2:

Lan

d M

anag

emen

t and

Bui

lt En

viro

nmen

t

Strategic plan 2018-2023 29

Prog

ram

me

3A: n

atio

nal t

echn

ical

ass

ista

nce

St

rate

gic

Goa

l: a

ccel

erat

e th

e de

liver

y of

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lient

, int

egra

ted

and

sust

aina

ble

hum

an s

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tsM

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c O

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tive

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umbe

rPe

rfor

man

ce

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sure

/In

dica

tor

2017

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et(B

asel

ine)

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rget

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et20

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rget

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et

pro

ject

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age

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ing

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ent

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ices

for

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purp

oses

of

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usta

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le

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an

settl

emen

ts

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vide

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chni

cal

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ort s

ervi

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to p

rogr

amm

e 3

with

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gree

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e fra

mes

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e fra

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spon

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e fra

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Prog

ram

me

3B: n

atio

nal p

rogr

amm

e d

esig

n an

d M

anag

emen

t

Stra

tegi

c G

oal:

acc

eler

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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ents

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rget

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man

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sure

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dica

tor

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et(B

asel

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pro

ject

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age

hous

ing

deve

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ent

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ices

for

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oses

of

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le

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settl

emen

ts

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elop

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plem

ent

and

mon

itor

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bus

ines

s p

lan

for p

riorit

y pr

ojec

ts

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ber

of p

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ogra

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ente

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enta

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taly

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inin

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an

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uS

p im

plem

ente

d

2018

/ 20

19 M

TEF

Targ

ets:

Pro

gram

me:

3

8.7.

201

8 / 2

019

MTE

F Ta

rget

s: S

ub P

rogr

amm

e: N

atio

nal T

echn

ical

Ass

ista

nce

8.8.

201

8 / 2

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MTE

F Ta

rget

s: S

ub-P

rogr

amm

e N

atio

nal P

rogr

amm

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esig

n an

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Prog

ram

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3B: a

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des

ign

and

Man

agem

ent

St

rate

gic

Goa

l: a

ccel

erat

e th

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lient

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hum

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tsM

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cato

r

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2020

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et

pro

vide

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rt fo

r im

plem

enta

tion

of n

atio

nal

upg

radi

ng

of i

nfor

mal

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men

ts

pro

gram

me

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ber o

f in

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al

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ts

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plem

enta

tion

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ort

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t pr

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ed w

ith

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emen

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n su

ppor

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t pr

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ith

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tatio

n of

cat

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ects

3B.3

num

ber o

f pr

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ts id

entifi

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and

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emen

ted

10 p

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cts

sele

cted

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ytic

pr

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emen

ted

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taly

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pmen

t st

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ent

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ent

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e to

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e.

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inin

g to

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num

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chni

cal

and

impl

emen

tatio

n su

ppor

t pr

ovid

ed to

m

inin

g to

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2222

2222

2222

Strategic plan 2018-2023 30

8.8.

201

8 / 2

019

MTE

F Ta

rget

s: S

ub-P

rogr

amm

e N

atio

nal P

rogr

amm

e D

esig

n an

d M

anag

emen

t (C

ontin

ues)

Prog

ram

me

3B: a

tiona

l pro

gram

me

des

ign

and

Man

agem

ent

Stra

tegi

c G

oal:

acc

eler

ate

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deliv

ery

of re

silie

nt, i

nteg

rate

d an

d su

stai

nabl

e hu

man

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ents

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F Ta

rget

s

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tegi

c O

bjec

tive

Key

A

ctiv

ities

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

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et20

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rget

2022

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et

inte

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tion

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bour

se

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e

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e

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and

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tatio

n S

uppo

rt S

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c G

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nt, i

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d an

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e hu

man

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c O

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umbe

rPe

rfor

man

ce

Mea

sure

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dica

tor

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Targ

et(B

asel

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et20

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rget

2020

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et20

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rget

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et

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ject

Man

age

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deve

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ent

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oses

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tion

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le

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an

settl

emen

ts

bui

ld c

apac

ity fo

r im

plem

enta

tion

of h

uman

se

ttlem

ents

pr

ojec

ts

3C.1

num

ber o

f pr

ovin

ces

prov

ided

with

ca

paci

ty s

uppo

rt as

per

Mto

ps

and

busi

ness

pl

ans

3 pr

ovin

ces

prov

ided

w

ith c

apac

ity

supp

ort a

s pe

r M

top

s an

d bu

sine

ss p

lans

9 pr

ovin

ces

prov

ided

with

ca

paci

ty s

uppo

rt as

per

Mto

ps

and

busi

ness

pl

ans

9 pr

ovin

ces

prov

ided

w

ith c

apac

ity

supp

ort a

s pe

r M

top

s an

d bu

sine

ss p

lans

9 pr

ovin

ces

prov

ided

with

ca

paci

ty s

uppo

rt as

per

Mto

ps

and

busi

ness

pl

ans

9 pr

ovin

ces

prov

ided

w

ith c

apac

ity

supp

ort a

s pe

r M

top

s an

d bu

sine

ss p

lans

9 pr

ovin

ces

prov

ided

w

ith c

apac

ity

supp

ort,

as

per M

top

s an

d bu

sine

ss

plan

sd

eliv

er/s

uppo

rt se

rvic

ed la

nds

for h

uman

se

ttlem

ents

3C.2

num

ber

of h

uman

se

ttlem

ents

un

its d

eliv

ered

/su

ppor

ted

6518

hou

sing

un

its90

56 h

ousi

ng

units

9689

hou

sing

un

its10

368

hou

sing

un

its11

093

hou

sing

un

its11

870

h

ousi

ng u

nits

Strategic plan 2018-2023 31

8.8.

201

8 / 2

019

MTE

F Ta

rget

s: S

ub-P

rogr

amm

e N

atio

nal P

rogr

amm

e D

esig

n an

d M

anag

emen

t (C

ontin

ues)

8.8.

201

8 / 2

019

MTE

F Ta

rget

s: S

ub-P

rogr

amm

e N

atio

nal P

rogr

amm

e D

esig

n an

d M

anag

emen

t (C

ontin

ues)

Prog

ram

me

3C: r

egio

nal c

oord

inat

ion

and

hum

an S

ettle

men

ts

impl

emen

tatio

n S

uppo

rt S

ervi

ces

Stra

tegi

c G

oal:

acc

eler

ate

deliv

ery

of re

silie

nt, i

nteg

rate

d an

d su

stai

nabl

e hu

man

set

tlem

ents

MTE

F Ta

rget

s

Stra

tegi

c O

bjec

tive

Key

Act

iviti

esN

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

3C.3

no.

of h

uman

se

ttlem

ents

se

rvic

ed s

ites

deliv

ered

/su

ppor

ted

5203

ser

vice

d si

tes

7282

ser

vice

d si

tes

7791

serv

iced

si

tes

8337

ser

vice

d si

tes

8920

Ser

vice

d si

tes

9545

Ser

vice

d S

ites

Sup

port

pro

vide

d to

cat

alyt

ic

pro

ject

s

3C.4

num

ber o

f h

ousi

ng u

nits

de

liver

ed

in c

atal

ytic

p

roje

cts

new

bas

elin

e79

9 h

ousi

ng

uni

ts87

8 h

ousi

ng

uni

ts97

8 h

ousi

ng

uni

ts10

45 h

ousi

ng

uni

ts11

00 h

ousi

ng

uni

ts

3C.5

num

ber o

f S

ervi

ced

Site

s de

liver

ed in

c

atal

ytic

pro

ject

new

bas

elin

e36

85 S

ervi

ced

Site

s39

42S

ervi

ced

Site

s42

18 S

ervi

ced

Site

s45

14 S

ervi

ced

Site

s48

30 S

ervi

ced

Site

s

Sup

port

p

rovi

ded

to

Min

ing

tow

ns

3C.6

num

ber o

f site

s an

d se

rvic

es in

M

inin

g to

wns

as

sist

ed w

ith

6kM

inst

alla

tion

of b

ulk

sew

er

line

new

bas

elin

e6k

m in

stal

latio

n of

bul

k se

wer

lin

e in

Mad

iben

g

n/a

n/a

n/a

n/a

Sup

port

pro

vide

d to

info

rmal

S

ettle

men

t u

pgra

ding

p

rogr

amm

e

3C.7

num

ber o

f site

s an

d se

rvic

esn

ew b

asel

ine

239

3 S

ervi

ced

Site

s25

60 S

ervi

ced

Site

s27

39 S

ervi

ced

Site

s29

31 S

ervi

ced

Site

s31

36 S

ervi

ced

Site

s

Sup

port

title

dee

ds

rest

orat

ion

prog

ram

me

3C.8

num

ber o

f tit

le d

eeds

fa

cilit

ated

as

part

of to

wns

hip

esta

blis

hmen

t re

gula

rizat

ion

new

bas

elin

e21

00 ti

tle d

eeds

fa

cilit

ated

2310

title

de

eds

assi

sted

2420

title

dee

ds

assi

sted

2560

title

dee

ds

assi

sted

2670

title

de

eds

assi

sted

Strategic plan 2018-2023 32

8.8.

201

8 / 2

019

MTE

F Ta

rget

s: S

ub-P

rogr

amm

e N

atio

nal P

rogr

amm

e D

esig

n an

d M

anag

emen

t (C

ontin

ues)

Prog

ram

me

3C: r

egio

nal c

oord

inat

ion

and

hum

an S

ettle

men

ts

impl

emen

tatio

n S

uppo

rt S

ervi

ces

Stra

tegi

c G

oal:

acc

eler

ate

deliv

ery

of re

silie

nt, i

nteg

rate

d an

d su

stai

nabl

e hu

man

set

tlem

ents

MTE

F Ta

rget

s

Stra

tegi

c O

bjec

tive

Key

Act

iviti

esN

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

pro

ject

Man

age

hous

ing

deve

lopm

ent

serv

ices

for

the

purp

oses

of

the

crea

tion

of s

usta

inab

le

hum

an

settl

emen

ts

impl

emen

tatio

n of

prio

rity

pro

ject

s

3C.9

num

ber o

f pr

iorit

y p

roje

cts

in k

nysn

a as

sist

ed w

ith

the

reha

bilit

atio

n of

fire

dis

aste

r

new

bas

elin

e1

prio

rity

pro

ject

as

sist

ed w

ith la

nd

acqu

isiti

on fo

r th

e re

habi

litat

ion

of fi

re d

isas

ter i

n k

nysn

a

tow

nshi

p e

stab

lishm

ent

tow

nshi

p e

stab

lishm

ent

des

ign

and

tend

erim

plem

enta

tion

num

ber o

f p

riorit

y p

roje

cts

pac

kage

d fo

r th

e d

evel

opm

ent

(Sc

cd

) –

Sou

ther

n c

ape

cor

ridor

(kny

sna

and

bito

u),

3C.1

0n

ew b

asel

ine

new

bas

elin

ela

nd

acq

uisi

tion

for p

acka

ged

p

roje

cts

1 p

roje

ct

pac

kage

d in

clud

ing

the

deve

lopm

ent o

f a

com

preh

ensi

ve

bus

ines

s p

lan,

Fina

ncia

l Mod

el

and

Fun

ding

app

rova

l

land

a

cqui

sitio

n fo

r pac

kage

d

pro

ject

s

tow

nshi

p e

stab

lishm

ent

tow

nshi

p e

stab

lishm

ent

des

ign

and

tend

er

3C.1

1n

umbe

r of

prio

rity

pro

ject

p

acka

ged

for t

he

red

evel

opm

ent

of im

izam

o ye

thu,

wc

new

bas

elin

e1

pro

ject

p

acka

ged

for t

he

rede

velo

pmen

t of

imiz

amo

yeth

u

tow

nshi

p es

tabl

ishm

ent

and

des

ign

and

tend

er

500

site

s50

0 si

tes

uni

ts50

0 un

its

3C.1

2n

umbe

r of

prio

rity

pro

ject

s p

acka

ged

for t

he

red

evel

opm

ent

of d

unca

n Vi

llage

, e

c p

roje

ct

pac

kagi

ng

con

cept

ual

dra

ft p

lan

1 p

riorit

y p

roje

ct

pac

kage

d fo

r the

re

deve

lopm

ent

of d

unca

n vi

llage

incl

udin

g an

app

rove

d c

once

ptua

l pla

nc

ompr

ehen

sive

b

usin

ess

pla

nFi

nanc

ial M

odel

Fund

ing

app

rova

l

land

a

cqui

sitio

nto

wns

hip

est

ablis

hmen

tto

wns

hip

est

ablis

hmen

td

esig

n an

d te

nder

Strategic plan 2018-2023 33

8.8.

201

8 / 2

019

MTE

F Ta

rget

s: S

ub-P

rogr

amm

e N

atio

nal P

rogr

amm

e D

esig

n an

d M

anag

emen

t (C

ontin

ues)

Strategic plan 2018-2023 34

Prog

ram

me

4: S

ir

Stra

tegi

c G

oal:

Enh

ance

effi

cien

cy a

nd e

ffect

iven

ess

of th

e or

gani

satio

nM

TEF

Targ

ets

Stra

tegi

c O

bjec

tive

Key

Act

iviti

esN

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

ens

ure

and

mon

itor t

hat

ther

e is

cen

trally

co

ordi

nate

d pl

anni

ng a

nd

budg

etin

g of

all

infra

stru

ctur

e re

quire

d fo

r hou

sing

de

velo

pmen

t

dev

elop

and

im

plem

ent

Sta

keho

lder

and

in

terg

over

nmen

tal

Stra

tegy

4A.1

% e

ffect

ive

plat

form

s fo

r st

akeh

olde

r m

anag

emen

t es

tabl

ishe

d an

d m

aint

aine

d

100%

effe

ctiv

e p

latfo

rms

for

stak

ehol

der

man

agem

ent

and

mai

ntai

ned

60%

pla

tform

s fo

r sta

keho

lder

m

anag

emen

t es

tabl

ishe

d an

d 40

% m

aint

aine

d

100%

effe

ctiv

e p

latfo

rms

for

stak

ehol

der

man

agem

ent

mai

ntai

ned

100%

effe

ctiv

e p

latfo

rms

for

stak

ehol

der

man

agem

ent

mai

ntai

ned

pla

tform

s an

d fo

rum

s fo

r st

akeh

olde

r m

anag

emen

t es

tabl

ishe

d an

d us

ed to

ad

vanc

e h

da

prog

ram

mes

pla

tform

s an

d fo

rum

s fo

r st

akeh

olde

r m

anag

emen

t es

tabl

ishe

d an

d us

ed to

ad

vanc

e h

da

prog

ram

mes

Prog

ram

me

5: S

patia

l inf

orm

atio

n an

d an

alys

is

Stra

tegi

c G

oal:

pro

mot

e in

tegr

ated

spa

tial p

lann

ing

and

sust

aina

ble

land

de

velo

pmen

tM

TEF

Targ

ets

Stra

tegi

c O

bjec

tive

Key

Act

iviti

esN

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

Mon

itor t

he

prov

isio

n of

all

infra

stru

ctur

e re

quire

d fo

r hou

sing

de

velo

pmen

tM

onito

r the

pr

ovis

ion

of a

ll in

frast

ruct

ure

requ

ired

for h

ousi

ng

deve

lopm

ent

pro

vide

spa

tial

info

rmat

ion

solu

tions

5A.1

% s

uppo

rt pr

ovid

ed w

ithin

th

e ag

reed

tim

e fra

mes

100%

of l

and

parc

els

and

pr

ojec

ts w

ith

inve

stm

ent

pote

ntia

l su

bmitt

ed

100%

sup

port

prov

ided

on

spat

ial i

nfor

mat

ion

solu

tions

100%

sup

port

prov

ided

on

spa

tial

info

rmat

ion

so

lutio

ns

100%

sup

port

prov

ided

on

spa

tial

info

rmat

ion

so

lutio

ns

100%

sup

port

prov

ided

on

spa

tial

info

rmat

ion

so

lutio

ns

100%

sup

port

prov

ided

on

spa

tial

info

rmat

ion

8.9.

Pro

gram

me

4: S

take

hold

er a

nd In

ter-

Gov

ernm

enta

l Rel

atio

ns (S

IR)

Prog

ram

me

58.

10.

2018

/ 20

19 M

TEF

Targ

ets:

Spa

tial I

nfor

mat

ion

and

Ana

lysi

s

Strategic plan 2018-2023 35

Prog

ram

me

5: S

patia

l inf

orm

atio

n an

d an

alys

is

Stra

tegi

c G

oal:

pro

mot

e in

tegr

ated

spa

tial p

lann

ing

and

sust

aina

ble

land

de

velo

pmen

tM

TEF

Targ

ets

Stra

tegi

c O

bjec

tive

Key

Act

iviti

esN

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

Mon

itorin

g th

e im

plem

enta

tion

of d

evel

opm

ents

on

hd

a la

nd a

nd

hd

a le

d pr

ojec

ts

5A.2

num

ber o

f m

onito

ring

and

eval

uatio

n

repo

rts

2 M

onito

ring

repo

rts w

ith

rese

arch

and

im

pact

stu

dies

do

ne re

late

d to

mon

itorin

g an

d ev

alua

tion

of s

patia

l tra

nsfo

rmat

ion

and

targ

etin

g

4 M

&e

repo

rts

& in

fogr

aphi

cs

mea

surin

g sp

atia

l ta

rget

ing

and

tra

nsfo

rmat

ion

4 M

&e

repo

rts

& in

fogr

aphi

cs

mea

surin

g sp

atia

l ta

rget

ing

and

tra

nsfo

rmat

ion

4 M

&e

repo

rts

& in

fogr

aphi

cs

mea

surin

g sp

atia

l ta

rget

ing

and

tra

nsfo

rmat

ion

4 M

&e

repo

rts

& in

fogr

aphi

cs

mea

surin

g sp

atia

l ta

rget

ing

and

tra

nsfo

rmat

ion

4 M

&e

repo

rts

& in

fogr

aphi

cs

mea

surin

g sp

atia

l ta

rget

ing

and

tra

nsfo

rmat

ion

to p

rovi

de

supp

ort t

owar

ds

the

decl

arat

ion

of p

roje

cts

as

prio

rity

hou

sing

d

evel

opm

ent

are

as (

ph

da’

s)

Iden

tifica

tion

of

ph

da’

s5A

.3n

umbe

r of

pro

ject

s ap

prov

ed a

nd

decl

ared

as

ph

da’

s

new

bas

elin

e39

1010

1010

In s

umm

ary

the

tota

l uni

ts c

ompl

eted

and

site

s de

liver

ed fo

r the

: For

the

finan

cial

yea

r 18/

19 is

exp

ecte

d to

be

as fo

llow

s:-

•to

tal -

Ser

vice

Site

s: 1

1 09

6•

tota

l – h

ousi

ng u

nits

: 11

754

it is

impo

rtant

to n

ote

that

the

mai

n fo

cus

of th

e ag

enci

es w

ork

is s

hifti

ng fr

om ju

st p

rovi

ding

gen

eral

sup

port

serv

ices

to re

gion

s an

d m

unic

ipal

ities

but

rath

er to

pr

iorit

ise

proj

ect m

anag

emen

t in

orde

r to

deliv

er c

ompl

eted

uni

ts a

nd s

ervi

ced

site

s as

the

HD

A is

bec

omin

g a

fully

-fled

ged

deve

lope

r for

gov

ernm

ent.

the

over

arch

ing

prin

cipl

e is

focu

sed

on re

dire

ctin

g re

sour

ces

and

activ

ities

tow

ards

the

pack

agin

g an

d de

liver

y of

dev

elop

men

ts (p

roje

cts)

, whi

lst t

he h

da

ensu

res

that

exi

stin

g su

ppor

ting

and

rela

ted

activ

ities

are

als

o di

rect

ed to

war

ds d

evel

opm

ent,

gene

ratin

g a

pipe

line

of p

roje

cts

and

the

inte

ntio

n is

to p

rovi

de r

egio

nal

supp

ort o

n a

cost

reco

very

bas

is.8.10

. 20

18 /

2019

MTE

F Ta

rget

s: S

patia

l Inf

orm

atio

n an

d A

naly

sis

(Con

tienu

es)

BAC: adjudication committee BEP: bucket eradication programme BEPP: built environment performance planCFO: Chief Financial OfficerCOJ: city of johannesburgCPP: catalytic projects programmeCSIR: Council for Scientific and Industrial ResearchDPAD: 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: Land Identification RegisterLIS: 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 locations

Strategic plan 2018-2023 36

ABBREVIATIONS AND ACRONYMS

The Housing Development Agency (HDA)Block A, Riviera Office Park

6-10 riviera road killarney, johannesburg

box 3209 houghton, 2041

telephone +11 544 1000Fax: +11 544 1007

www.thehda.co.za