Situation before the initiative began
The identified townships were excluded by designs as a result of their location in relation to economic opportunities and social amenities. The estimated 1.5 million citizens of these townships were typically locked into poverty traps reinforced by:-
-Shortage of local jobs
-Insufficient transport access to employment opportunities
-Lack of social networks and information
-Culture of poverty
-Formal engineering infrastructure installed but decayed and in need of rehabilitation/ upgrading
Insufficient- and in some cases, the non-existence of primary healthcare meant that women, children, the aged and the needy, needed to travel long distances to receive medical attention . The youth were stuck without job opportunities.
Establishment of Priorities
The objectives of the 20 PTP programme are supporting the strategic objectives of the Gauteng Growth and Development Strategy (GDS).
The objectives of the 20 Prioritized Township Programme areas following:
1. Provision of social and economic infrastructure and internal and External Township services that will build sustainable communities and contribute to relieving poverty.
2. The refurbishment of existing social and economic infrastructure.
3. Protecting and improving of the quality of the environment.
4. Sustainable socio- and economic infrastructure and development.
5. Job creation for the residents of these townships.
6. Beautifying of the townships.
To roll-out the programme, a 20 Prioritized Township Cluster Cabinet Sub-Committee chaired by the Member of Executive council (MEC) for Housing was established. The sub-committee is supported by a technical committee consisting of various HOD’s and chaired by the HOD for Housing. An outcome Management Unit was established under the management of a Program Manager with the task to prepare Multi Year indicative Business Plan and to facilitate, co-ordinate and monitor the implementation of the 20 Prioritized Township Programme.
Mobilization of Resources
The responsibility of the Outcome Management Unit is to coordinate amongst all, the relevant stakeholders for the achievement of the objectives of the programme. We engage with all the stakeholders to ensure they budget accordingly towards their mandates that links up to the directives,powers and functions in the townships.
The following are the stakeholders with which we constantly engage with for proper planning and resource allocations:
-Municipalities (Metros, districts and locals)
-GautengEconomic Development Agency
-The DBSA was approached to make loans available to municipalities to bridge capital expenditure provided repayment is guaranteed;
-A direct allocation by Provincial Treasury to fund some of the prioritized projects remains a consideration
-Parastatals which are responsible to fund certain services such as Eskom (Electricity provider) have been approached to budget and deliver the required services.
-Private sectors to invest by funding the development of commercial centers in the townships,
-Private sectors to assist resource mobilization of foreign currencies to fund the unfunded projects.
The Outcome Management Unit played the role as facilitator between the NDPG (Neighborhood Development Partnership Grant) and local municipalities in terms of the funding of municipal projects. We approached theNDPG to provide the finance to local municipalities which enabled them to execute identified 20PTP projects in their respective municipalities. The Neighborhood Development Partnership Grant (NDPG) was introduced by the NationalTreasury with the primary focus to stimulate and accelerate investments in poor under serviced residential neighborhoods by providing technical assistance and grant financing to municipal projects.
Problems faced when implementing:
- Resistance from some municipalities due to initial misunderstanding of the 20PTP Program. Some believe that it is a duplication of existing programs whilst others had concerns about the funding of these projects.
- Trust issues on the part of the communities. Concerns were raised about the lack of job creation and of consultation by implementing agents in the past. The communities subsequently felt alienated. This situation had the potential of creating a volatile environment which would make it impossible for the successful implementation of this ground breaking initiative.
- Reluctance and inconsistencies in terms of representation by municipalities and departments at the coordinators forum. This hampered feedback sessions and impacted negatively on progress reports.
How these problems were overcome
- At meetings with all municipalities and Departments arranged with the coordinators or with the heads of departments or municipal managers, the scope of the program was presented and the planning and implementation process explained,
- Community awareness initiatives such as road shows, exhibitions and sport activities were held in all the identified townships. These initiatives created and increased awareness of the program. It also mobilized community buy-in and participation. With greater awareness also came ownership of the program.
- Higher level of intervention between the affected departments was initiated. Meetings were also held and facilitated to address the concerns with the respective departments and municipalities.
- Higher level intervention between theaffected departments was initiated. Meetings were also held and facilitated to address the concerns with the respective departments and municipalities and
Problems remaining to be solved:
- Inconsistencies in terms of municipal and departmental representation in the co-ordination Forum,
How people participated in the initiative
Community based structures (Steering Committees) were formed. Regular meetings were held in order to establish the needs, concerns and general inputs of the respective communities. These committees also serve as feedback mechanism between the program and the community.
Quarterly and monthly feedback sessions are held between the outcome management Unit and all the implementation agents.
A coordinators forum meetings are held on a monthly basis and progress reports are compiled.
Periodic site visits by project managers serve to establish and verify progress on current projects and to identify possible problems or concerns pertaining to the respective ongoing projects. This helps to act pro-actively and to avoid subsequent problematic issues from arising.
A business breakfast was held to invite and secure corporate investment in the programme. Following this initiative and amount close to R6bn was pledged by the business sector towards economic and other developments in the identified Townships and surrounding areas.
A total of 1160 Backyard structures were erected in 3 of the townships. This is a process whereby informal structures in the backyards were replaced by formal structures, making use of alternative building technology. Not only do these echo-friendly structures increase the value of the residence’s property, but it also improves the quality and look of the townships in general. Several jobs were created and individuals (both men andwomen) were skilled in the building of these backyard structures.
So far, 2 health clinics were build and 5 hospitals and 2 clinics were revamped. 3 hospitals and 1 clinic are currently under construction.These facilities ensure that the communities have the much needed health services within their reach. They no longer had to travel long and sometimes unaffordable distances to acquire medical assistance. It is in particular the vulnerable groups, women, children and the elderly that stood to benefit from these interventions.
Social development has completed 5-new Early Learning ChildhoodDevelopment-, Substance Abuse-, Old Age Day Care centres. Another 4 facilitiesare at the various completion stages, not yet completed.
A total of 6 new schools were build and 16 other schools were revamped and turned into safer learning areas. Many of these schools lacked proper infrastructure which in many cases not only caused discomfort, but also posed health and safety hazards. Proper water and sanitation, adequate class rooms,fixed doors, windows and proper fencing created a safer environment conducive for learning. Security concerns in these schools were also addressed by ensuring that criminal elements are denied free access to the school property.Decent fencing safeguards the building as well as the teachers and learners.
50 000 trees were planted over a 3 year period all over these townships. Many of the townships were known by its barren and dusty roads. Thelack of trees also deprived these communities of the benefits that trees can bring to any community.
Homestead gardens were implemented in 8 of the townships to the value of R127 million. R66 000 was used to plant gardens in 11 schools in 3 townships.
50 000 trees were planted over a 3 year period all over these townships. Many of the townships were known by its barren and dusty roads. The lack of trees also deprived these communities of the benefits that trees can bring to any community.
Due to lack of maintenance and old infrastructure that contributed to a huge backlog of roads; that needed to be tarred. The total backlog was 3022kmand 811km of roads have been tarred since the inceptionof the initiative.
Economic development - a lot is achieved in ensuring sustainable job creation and SMME development. Through the implementation Agency Gauteng Enterprise Propeller, a special R50m SMME development program has been launched to help the SMME’s financially besides the non-financial assistance programmes available. Previously perceived jobsfor men, now done by women. We have 10women contractors (10)involved in the building of housing.
Skills development and training was provided to men, women and the youth within the targeted communities. 57685 job opportunities were created and 50113 people trained under Expanded Public Works Programme. These skills will be used to obtain jobs beyond the 20PTP program and thereby ensure sustainability.
In order to secure financial sustainability, available funding resources have been identified to finance the required capital investment. There prioritizing of budgets, the identification of savings on budgets and the Neighborhood Development Partnership Grant are some of the resources which can fund any capital shortfall.
Once the available additional capital had been identified and confirmed by treasury, a reprioritization process was undertaken to identify the targeted projects which were implemented with the available capital.
By handing over new and revamped parks and other facilities to the community, we make sure that those communities take ownership of these facilities with the undertaking of preserving and care thereof. Awareness is created around other institutions of cultural and significant value within those communities. This awareness will instil a sense of pride and lead to change of attitudes and respect for heritage sites.
As part of the ongoing education and awareness in these communities,the 20PTP is currently embarking on a campaign to clean up and fencing of the wetlands situated within the community of Tembisa. The residents and learners in the Tembisa Township and surrounding areas are being educated on the natural value of these wetlands and the role it is playing in nature. As a result, there has been an overwhelming response from the community to take part in the cleanup process as well as the reservation of the wetlands.
In order to sustain uniformity in terms of procurement procedures as defined in the Preferential Procurement Policy Framework Act will be applicable to all projects implementation and funded under the programme.
The following procurement targets related to the appointment of service providers based on the value of the work allocated must be maintained:
-Black Ownership and participation 70%
-Women Ownership and participation 30%
-Disabled persons ownership and participation 5%
Consultations: Involvement of the communities and all community based structures prior to and throughout the implementation of any project or initiative. Experience has thought us that “nothing for thecommunity, without the community” is the most sensible way of going about whenworking within the communities.
Training: A proper feasibility need to be taken prior pronouncements of initiatives to align properly the needs and budget. This is crucial in ensuring that the people’s expectations are not raised and the expectations not met. Separate financial resources fortraining needs to beset aside. Training will secure long term skills transfer to community members that will bring the trained individuals a step closer tolong term permanent employment and subsequent poverty eradication.
Political buy-in: Securing of political buy-in for a program such as this is of fundamental value. Having buy-in fromthe highest authorities will ensure the streamline of activities such as adherence and support to objectives, commitment of necessary financial resources, feedback and timely provision of progress reports etc.
Prior to the announcement and inception of the 20PTP, a number of other renewal programmes were already ongoing in other targeted townships. Although the mandates and scope of work from these programs differs to larger or lesser extent from that of the 20PTP, there were some similarities we could draw from. The Alexandra Urban Renewal Program, also shares the aim to improve the living conditions of the people living in the Alexandra Township and surrounding areas.
Should the need arise for the 20PTP to be replicated by other provinces within the Country, it would be advisable for such provinces to follow suit the initial processes followed by the Gauteng Provincial Governmentto roll out the program within the identified townships.
-A Cluster Cabinet sub-committee should be formed and achairman identified.
-A process must be followed to prepare the Multi-Yearindicative business plan
-Objectives of the program should be identified (aspectsmay vary)
-Scope of work to be researched and established
-A criteria should be developed for the consideration ofprojects
-Critical township priorities to be determined
-Institutional arrangements to be formulated
-Implementation arrangements tabled:
-Implementing agentsto be determined
-Project approval process outlined
-Implementation process to submit to accounting officerfor approval
-Implementation phases to be documented
-Procurement arrangements to be agreed upon and tabled
-Overall capital estimates to be determined
-Funding resources to be identified and approached
-An overall operational budget to be drawn up
- Funding sauces for an overall Approach to maintenance and recurrent expenditure should be established.
-Monitoring and evaluation mechanisms to be outlined
-A risk management plan should be drawn up
-A communication plan to be drawn up
-A quality Management plan to be drawn up
In preparation of the Multi-year Indicative Plan,municipalities were requested to provide a copy of their Integrated-development Plans.
The Department of Housing appointed consultants to prepare Spatial Development Frame Works for the townships in which the townships were situated
The following documentation In addition to those listed above and here under, was studied to obtain background information and to assist with the preparation of the multi-year Indicative Business plans and sub Business Plans:
· Capital Budgets of municipalities,
· Budget statements of the Departments and
· Strategic Plan of the Department of Housing (Now Known as Local Government and Housing)
An audit of the then current Capital investment by municipalities and Provincial Departments indicated that an amount that appeared on the approved budgets of the various institutions, should be invested over the Medium Term Expenditure Framework (2006/07 to2008/09)
The integrated approach to renew the old established townships is supporting the Growth and Development Strategy of Gauteng(GDS) as well as Accelerated and Shared Growth Initiative for South Africa(AsgiSA )
The Neighborhood Development Partnership Grant(NDPG) was introduced by the National Treasury with theprimary focus to stimulate and accelerate investments in poor under-serviced residential neighborhoods by providing technical assistance and grant financing to municipal projects. The NDPG is supporting the principles of the20PTP and is utilized as a funding and technical resource.