City of Joburg 2017

City of Joburg

joburg.org.za Economic growth

Quality of life

Honest government

Pro-poor development

Restoring dignity

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E D I S IN 02 FOREWORD Executive Mayor Herman Mashaba believes good governance and strong service delivery will make Johannesburg a world-class city

05 INTRODUCTION Important steps have been made towards bringing honest leadership, more jobs and better services to the City’s residents. The Johannesburg 2040 GDS defines the type of

34 LOUIS BOTHA AVENUE DEVELOPMENT The Louis Botha area has a role to play in providing oppor tunities for economic activity and job creation. Planned intermodal facilities, like the envisaged terminal at Watt Street, will strengthen this function

society the City wants to achieve by 2040

38 EMPIRE-PERTH DEVELOPMENT

07 GOOD TO KNOW

The Empire-Perth area serves as a regional, national, continental and international node, and is a thriving centre of trade

Update on the latest developments within the City of Joburg, under a new mayoral committee

12 ECONOMY Joburg’s 5% average growth rate target

62 WATER & SANITATION An average of 1.6 billion litres of drinkingquality water is distributed to households within the city every day. Discover how the City of Johannesburg keeps its water wheel turning

66 HUMAN DEVELOPMENT

44 TURFFONTEIN DEVELOPMENT

The spatial transformation vision of the Strategic Development Framework 2040 seeks to create a spatially just city based on a compact, polycentric growth model

75 SUSTAINABILITY

to 2021 period

Due to its strategic location, Turffontein is well integrated with surrounding urban areas. All major ar terial roads originate from the CBD, and radiate out into other par ts of the city. These include the N1, N3, N12 and N17 national routes, making the Turffontein area highly accessible

17 ANTI-CORRUPTION

54 SMART CITY

A good government is responsive to the

Johannesburg’s Smart City Strategy and Roadmap is paving the way for a technologically advanced city

The City of Johannesburg is working to change the face of its primary healthcare system and maintain its public spaces, promoting the wellness of those who use them

residents. The City is committed to a steady

58 TOURISM

93 SOLID WASTE

improvement in audit findings, ensuring

Round-up of the top historic and cultural reasons to love Johannesburg

Understanding Johannesburg’s waste management system

involves collaboration between the City, the private sector, government and research institutions. Game-changing developments and growth-enhancing initiatives will be required to achieve this target over the 2017

needs and concerns of the people it serves, is committed to being accountable, and responds

Transportation and domestic fuel burning are the largest sources of air pollutants in Johannesburg. Poor air quality has been a serious problem over the last few years, but plans are in place to ensure ambient air quality standards

86 HEALTH & SAFETY

effectively and timeously to the concerns of

compliance, and an open tender system

20 JOB CREATION Johannesburg, as an upper-middle-class

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economy, has enabled a growing middle class. A strong middle class is indicative of economic progress

25 ROAD NETWORK As the main economic hub of South Africa, the City requires a long-term transpor t network that incorporates all modes of transpor t

30 EQUAL ACCESS How Joburg is building an inclusive, people-centred city

Publisher Elizabeth Shorten Managing Director: Special Projects Candice Landie Head of Design Beren Bauermeister Chief Sub-Editor Tristan Snijders Sub-Editor Morgan Carter

Production Manager Antois-Leigh Botma Production Coordinator Zenobia Daniels Financial Manager Andrew Lobban Distribution Manager Nomsa Masina Distribution Coordinator Asha Pursotham

PLEASE NOTE: City of Joburg statistics have been taken from publically available documents that may or may not reflect the absolute correct numbers applicable at the time of going to print.

NOTICE OF RIGHTS This publication, its form and contents vest in 3S Media. All rights reserved. No part of this book, including cover and interior designs, may be reproduced or transmitted in any form or by any means, without permission in writing from the publisher, nor be otherwise circulated in any form other than that in which it is published.

The authors' views may not necessarily reflect those of the publisher. While every precaution has been taken in the preparation and compilation of this publication, the publisher assumes no responsibility for errors, omissions, completeness or accuracy of its contents, or for damages resulting from the use of the information contained herein.

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Executive Mayor Herman Mashaba believes good governance and strong service delivery will make Johannesburg a world-class city.

2

CITY OF JOBURG 2017

POWER E XE SECRVIC UTIVE E DE MAY LIVE OR’S RY FOR | CITY EWORD

J

ust over a year ago, in a historical move, the DA formed a coalition with six other parties and a voting alliance with the EFF to lead Johannesburg.

We have implemented five strategic pillars that are illustrative of our administration’s commitment to getting the basics of service delivery right, and delivering on the mandate of change we received from our residents. These five pillars are:

1

Growing the economy and creating jobs to reach 5% economic growth in Johannesburg by 2021:

To get the City’s economy moving, R16 million was allocated to doubling the City’s SME hubs to 14 hubs, which are one-stop shops for entrepreneurs to start up businesses that will become employers of others. An increased workforce will transform the City.

To meet the demands of a growing economy, R5.2 billion has been set aside to upgrade existing infrastructure, R3.3 billion has been assigned to develop new infrastructure, and R4.3 billion has been allocated to repair and maintain our infrastructure.

2

Enhancing residents’ quality of life by improving services and taking care of the environment:

The City is fully aware of its mandate to provide accessible, quality services to its people. We have identified 20 key performance standards to drive growth in the city’s business sector, and these include fast-tracking building plan approvals, rezoning applications, the installation of new meters, and clearance certificate issuance.

The pillars of a working, workable city A clean city is imperative for this administration, and we have launched the A Re Sebetseng Clean-up initiative, which will involve all of the City’s inhabitants in cleaning up Johannesburg on the last Saturday of every month.

3

Advancing a pro-poor development that provides meaningful redress:

The city has 181 informal settlements, and we have allocated R66 million towards the Site and Service housing development approach, which provides fully serviced plots of land to beneficiaries, as well as title deeds, enabling people to build their own homes on top of these serviced sites.

We have allocated R40 million to enhance sanitation in our informal settlements and increased the provision for electricity and water connections in informal settlements to R162.7 million.

Over the coming financial year, we will develop 2 000 rental accommodation units and 5 000 mixed housing development units.

We have also set aside R574 million of capital expenditure and R115 million of operational expenditure to upgrade 10 informal settlements throughout the city.

4

Restoring dignity to our forgotten people is a priority:

Building caring, safe and secure communities is vital. To increase public safety, we have allocated R131 million towards increased JMPD visibility on our streets, particularly in noted crime hotspots.

Strict by-law adherence is being enforced by the JMPD to ensure law and order are upheld for the safety of our residents.

5

Instituting an honest, responsive, and productive government:

We have introduced Service with Pride, encouraging City employees to be responsive to the city’s residents, to be honest in the execution of their responsibilities, and to be productive members of a public office.

We established a new internal investigations unit within the City and have succeeded in exposing corruption and ensuring that prosecution is under way.

Everything we do as the City of Johannesburg is aligned to one or more of these pillars, and the 2017/18 budget is our key scorecard to realising a workable, working city for our residents.

CITY OF JOBURG 2017

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INTRODUC T I ON

A Johannesburg that works is a South Africa that works.

J

ohannesburg is best described as the most advanced commercial city in Africa and the engine of the South African economy. Boasting a unique African character, worldclass infrastructure in the fields of telecommunications, transportation, water and power, and with globally competitive healthcare and education facilities, Johannesburg is a fast-moving metropolitan area. As the largest city in South Africa, its population is defined by a long history of local and international migration. Over the last decade, the city has been growing, mainly because it continues to attract people from other provinces, predominantly youth.

Already, important steps have been made towards bringing honest leadership, more jobs and better services to the city’s residents. This includes, among others, fast-tracking title-deed delivery and completing Joburg’s first housing list in order to give more residents the dignity and economic asset that is one’s own home. Before tabling his budget allocation for 2017, Executive Major Cllr Herman Mashaba highlighted the city’s plight, focusing on five critical issues: unemployment, infrastructure, housing, lawlessness and corruption. The new vision of the city is largely influenced by the need to address the issues around:

Go fi gure!

The CoJ serves a total of 4.9 million people (2016). The current population makes it the biggest metro by population size in South Africa. It is projected that the population could increase to 5.4 million in 2021 and 7.6 million in 2037

Halala Joburg 2040

• growth and jobs • education • service delivery • crime prevention • anti-corruption.

Fast-track into the future and imagine a Johannesburg where streets are littered with opportunities and not trash; where apartheid is nothing but a distant memory; where all groups and classes of people have easy access to the city’s economic hubs; and where everyone can walk around feeling safe and protected.

Enter the Johannesburg 2040 Growth and Development Strategy (GDS).

Looking ahead The Johannesburg 2040 GDS is an aspirational document that defines the type of society the City wants to achieve by 2040. As cities evolve and the needs of people change, this document has become more than just a wish list of the hopes and dreams of Johannesburg’s residents. It has become a fundamental, strategic, decision-making instrument for the City – a long-term thinking model that has been incrementally shaped over time to ensure that the vision for an improved Johannesburg is realised. The GDS encapsulates the City’s long-term perspective on urban development, aimed specifically at achieving smart and inclusive growth

by 2040, effectively establishing Johannesburg as world class in its development approach.

Proposed GDS outcomes A growing, diverse and competitive economy that creates jobs: The City sees economic growth, which creates jobs, as the central enabler for realising and extending freedom and opportunity to all residents. Access to work provides people with a chance to improve their lives. To make this a reality, the City envisions its role as creating an environment where businesses want to invest, where entrepreneurship can thrive, and where government is supportive and enabling. Skills development and facilitating access to opportunities for people seeking employment are important future roles the City can play.

Enhanced, quality services and sustainable environmental practices: In a well-run city, residents do not have to worry about potholes, broken street lights and crumbling infrastructure.

Recognising this, a cornerstone of the City’s development plan is to ensure improved access to quality and affordable basic services, safe roads and well-maintained public spaces. The preservation and protection of the natural environment, for the health and wellness of current and future generations, are also vital components of this outcome.

An inclusive society with enhanced quality of life that provides meaningful redress through pro-poor development: The residents of Johannesburg still live with the legacy of South Africa’s past, visible in CITY OF JOBURG 2017

5

I N TRO D U C T I ON

Top 9 mayoral priorities

1 2 3 4 5 6 7 8 9 6

Promote economic development and attract investment towards achieving 5% economic growth that reduces unemployment by 2021 Ensure pro-poor development that addresses inequality and poverty, and provides meaningful redress

Create a culture of enhanced service delivery with pride

Create a sense of security through improved public safety

Create an honest and transparent City that fights corruption Create a City that responds to the needs of citizens, customers, stakeholders and businesses

Enhance our financial sustainability

Encourage innovation and efficiency through the Smart City Programme

Preserve our resources for future generations

CITY OF JOBURG 2017

the uneven development of the different communities that make up our city. This necessitates an approach by local government, which is both pro-poor and provides redress. Vulnerable and poor residents of our city must be supported to access a better quality of life through key interventions. At the same time, efforts at redress must focus on, among other imperatives, creating more inclusivity. Inclusive communities embrace and welcome diversity and the City must do more to ensure that space is provided where all members of the public can come together.

Caring, safe and secure communities: The City realises that one of the biggest challenges faced by the residents of Johannesburg is crime and a lack of safety. The rule of law must prevail in Johannesburg. We envision a caring City as one that is close to its residents and ensures that when community members engage with it, they are heard. Residents feel safe when they trust that government is responsive to their concerns and working on innovative interventions, which ensure every aspect of their community’s welfare. Safety means living in clean environments where crime is not the norm and the health of those who live in these environments is enhanced. Emergencies in safe communities are dealt with rapidly by experienced professionals.

An honest, transparent and responsive local government that prides itself on service excellence: An honest, responsive and productive government is key to achieving all the above outcomes. For Johannesburg to achieve its developmental goals over the next five years, communities must be able to develop a high level of trust with the City. Residents need to know what their money is being spent on and have a say in the planning for their futures. This requires honest communication from the side of government about what it can and cannot achieve within its current limitations, as well as a willingness to listen to the concerns of residents and respond appropriately. Governments that can create this environment of unfettered communication are, by far, more able to be productive and deliver quality services where they are most needed.

FAST F A C T S

GOOD

to know Success stories under the new leadership

In case you missed it, here are some of the latest developments within the City of Joburg, under a new mayoral committee.

2 000

In the first 100 days, title-deed delivery was fast-tracked – 2 000 title deeds processed within a week

3 900

The number of title deeds that were handed out so that residents can have the dignity of owning their own home

‘No Join’ policy Launched to combat traffic signal downtime by reducing electrical faults at key intersections

Service delivery

28

The number of new fire engines to replace the old fleet

6 clinics

Rolled out with extended hours during the nights, weekends and public holidays

1 841

Created the City’s first 152 000name fair housing list, aiming to finish 1 841 houses in 2017/18

R24.5 million

The investment amount that will bring electricity to 1 000 homes in the informal settlements of Meriting and Finetown North

R49 million

Plans to spend R49 million on more Pikitup cleaning shifts, focusing on inner city and informal settlements

R88 million

Allocated an extra R88 million to the Johannesburg Roads Agency for the war on potholes and getting the city’s roads back in shape

Crime prevention

Education

Growth and jobs

R9.5 million:

Bridging the gap:

60%:

The newly formed K9 Narcotics Unit made a R9.5 million drug bust

Clampdown:

Mayor marches to Parliament demanding answers on illegal buildings occupied by migrants. City will inject billions of rands to revive the inner city; raids in Hillbrow are the first step to rejuvenating derelict buildings

Addressing information poverty and bridging the information gap • Extended library hours • Story time at Jabuva Library in Soweto (holiday programme) • Reconstruction of the Roodepoort Library National Monument

The percentage of the City’s budget that will be allocated towards poor and underserviced areas to address the atrocities of the past

7 374:

Small businesses within the City’s SME hubs were helped in order to create jobs and grow the economy

Anti-corruption R2 billion: Joburg’s new anti-corruption unit has exposed/prevented about R2 billion in fraud and corruption across a number of different departments and entities CITY OF JOBURG 2017

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P R OF I L E |

AM CONSULTING ENGINEERS

CELEBRATING 10 YEARS OF ENGINEERING EXCELLENCE

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CITY OF JOBURG 2017

P ROFILE |

AM CONSULTING ENGINEERS

Moving a city, together

T

he National Department of Transport developed the Public Transport Strategy in 2008, which sought to enhance public transport throughout South Africa by creating world-class integrated public transport solutions across different modes, and addressing spatial segregation and socio-economic barriers entrenched by apartheid.

As the country’s capital, the City of Tshwane is a key driver of such transformation in the public transport sector as well as the urban realm within the city. The advent of the Gautrain and Prasa modernisation programmes aims to provide an integrated public transport system supported by what has been adopted for national implementation – a bus rapid transit (BRT) system.

Infrastructure development is a fundamental requirement to any developing city. With the advent of the global economic crisis in 2008, national government embarked on a process of investing in the upgrading of public transport This system will focus on infrastructure within providing affordable road-based South Africa. public transport to the poor while being reliable, safe, efficient, modern and affordable to lure private vehicular users out of their vehicles and onto the bus system.

The initial planning and development process commenced in 2009. The first Project Management Unit was established and endorsed by the National Department of Transport in 2011, with the appointment of AM Consulting Engineers (AMCE).

With the operationalisation of Rea Vaya (City of Johannesburg) and MyCiTi (City of Cape Town), the successes gained over the period further enhanced the need to consolidate and fast-track the implementation of Tshwane’s A Re Yeng.

The BRT System – which incorporates dedicated bus routes, modern bus stations, electronic ticketing systems, a control centre, modernised universalaccess buses, intelligent transport systems, bus and minibus contractual services – was designed taking into account the urban fabric of the city, its inherent road network layout, key catalytic land uses, as well as key demand nodes.

Bridging the gap This needed to be a system that bridges the gap between the rich CITY OF JOBURG 2017

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P R OF I L E |

AM CONSULTING ENGINEERS

and the poor. AMCE, in consultation with the City of Tshwane and the National Department of Transport, developed the first low-floor BRT system in the country.

It was a major departure point from the previous highfloor systems used in Johannesburg and Cape Town. It was also the first time a city would embark on developing two trunk lines with an associated feeder network as part of its first phase.

This bold move aimed to connect Soshanguve to the CBD, then Hatfield, moving on to Menlyn and terminating in Mamelodi.

It is critical that public transport systems penetrate the heart of their most important element – the end user. Mamelodi and Soshanguve are critical nodes of penetration the system aims to serve.

The third service line to feed into the network of trunk lines penetrates the west from Atteridgeville.

In 2016, the City of Tshwane appointed AMCE to plan and design a third trunk line that will run from the CBD to Atteridgeville. The team is currently finalising the design and further details on the route will be available soon.

The CBD of any city remains the epicentre of the economy and, with the development of key economic hubs such as Menlyn, the trunk route alignments must penetrate key attraction and destination nodes.

The system is further characterised by modern, state-of-the-art trunk stations, namely Memory Box and the Retro Tram. The design mix takes into account the historical evolution of the city, the urban fabric and integration between the adjacent land uses, as well as the heritage-sensitive nature of Tshwane.

Success after success To date, we have achieved significant successes since 2011. The establishment and incorporation of the minibus industry remains a fundamental and critical success story.

The growth of Tshwane Rapid Transit and the development and procurement of its fully owned bus fleet remains a key success story that has seen the minibus industry positively contribute to the transformation of the city.

The steady rate of infrastructure roll-out has seen the completion of Line 1A, Line 2A and the current rollout of Line 2B and Line 2C. The roll-out

A RE YENG QUICK FACT GUIDE Infrastructure Operations Next phase Overall system completed Line 2A live Line 1A design 21.3

±7

± 14

65

13

7

13

± 50

Buses

19

59

TBC

Feeder routes

4

6

TBC

Complementary routes

0

2

TBC

TBS

1

3

Trunk routes (km) Stations

Depot

3

Layovers Intermodal facilities

1

4

Note: Line 2A: CBD – Hatfield; Line 1A: Wonderboom (Rainbow Junction) – CBD

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CITY OF JOBURG 2017

of our modernised stations, together with the non-motorised transport (NMT) supportive network, has created a vibrant hub of activity in the nodes of Sunnyside, Hatfield and Lynnwood.

The green economy and our contribution to reduced carbon emissions are central to public transport systems and the sustainable development of our cities. The procurement of the first tranche of a compressed natural gas (CNG) bus fleet bears testimony to the City of Tshwane’s commitment to a green, friendly and safe environment.

The pinnacle of our success must undoubtedly be the operationalisation of the system in 2015, which saw the roll-out of the system between Hatfield and the CBD. A 7 km inception phase brought to life the first phase of the BRT system integrated with Gautrain, and linked key student nodes such as Hatfield to the CBD via Sunnyside.

The roll-out marked and symbolised change becoming tangible and, together with the upturn in the economy, brought forth significant change in development demand within the area.

AMCE and A Re Yeng AMCE – a proudly 100% black-owned South African consulting engineering firm – provides professional engineering and consulting services to both the public and private sectors.

AMCE is committed to contributing towards the reconstruction of South Africa through infrastructure development, together with achieving government’s radical economic transformation objectives through strategic partnerships with emerging enterprises – creating a pool of experienced, young, emerging black engineering enterprises.

The firm’s growth has seen it acquire the professional human capital and technical expertise in delivering megaprojects to meet current and future challenges in the built environment.

Diversification and sustainable growth over last 12 years have seen AMCE expand its engineering footprint from its initial focus of civil engineering to

P ROFILE | multidisciplinary services including civil, structural, municipal, traffic and transport engineering, energy and building services, as well as project and programme management.

Engineering excellence, efficiency in delivery, unwavering commitment to creativity, innovation, professionalism and teamwork lie at the core of the company’s values and drive its day-today successes.

This is further testament to AMCE’s commitment in the City of Tshwane

and to key stakeholders such as local, provincial and national government.

In 2014, the partnership was renewed for another three years. Together, the City of Tshwane and AMCE have reached various milestones on the project: successful completion and acceptance of the IRPTN strategy delivery of the first phase of A Re Yeng operation – from CBD to Hatfield – in December 2014 successful completion of state-of-the-

TSHWANE 1090 Arcadia Street Hatfield Pretoria | 0028 Tel: +27 (0)12 358 6269 Email: service@amce.co.za

LIMPOPO 9 Neethling Street | Bendor Polokwane | 0699 Tel: +27 (0)15 295 9914 Fax: +27 (0)15 295 9941 Email: servicelimpopo@amce.co.za

GAUTENG Am House | 20 Bavaria Ave Midrand | 1685 Tel: +27 (0)11 312 1569 Fax: +27 (0)11 312 1571 Email: info@amce.co.za

FREE STATE 39A President Steyn Ave Mangaung | 9323 Tel: +27 (0)51 430 1092 Email: service@amce.co.za

AM CONSULTING ENGINEERS

art infrastructure on Line 1A and Line 2A delivery of the first A Re Yeng buses as well as the introduction of new CNG buses to the city bus operating contract finalisation and establishment of Tshwane Rapid Transit land use policy and transformation of spatial planning guidelines along trunk routes NMT infrastructure upgrade and universal access design approval.

www.amce.co.za

CITY OF JOBURG 2017

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ECONOMY

Ensuring financial

growth

As a key priority, Executive Mayor Cllr Herman Mashaba identified the achievement of a 5% growth rate for Johannesburg’s economy over the 2017 to 2021 period.

Given the global financial crisis, this is an ambitious target. Here is an outline of the City’s plan for meeting its economic objective.

T

he challenge of 5% growth is considerable. Although annual growth rates of over 5% in Johannesburg’s economy have been achieved in seven years since 2000, they were all achieved prior to the 2008 global financial crisis. During that period, the city’s economic growth was greatly assisted by a supportive global economy and favourable domestic conditions. However, the 2008 financial crisis triggered a global economic recession, from which many countries and regions found it difficult to recover. These unfavourable global conditions, together with structural bottlenecks in the South African economy, saw output performance of the national and Johannesburg economy falter in 2008 and then contract in 2009.

The national and Johannesburg economies failed to recover their previous growth momentum. In the period since 2009, economic growth in the Johannesburg economy has not progressed beyond the 3% per annum mark and is likely to have barely reached 1.5% in 2016. Given the slow pace of economic growth over the past couple of years, game-changing developments

and growth-enhancing initiatives will be required from the City if an average growth rate of 5% per annum is to be achieved over the 2017 to 2021 period.

Collaboration Interventions that will move the economy towards this growth target need to be catalytic. They need to encourage progressive acceleration in investment, job creation, output growth and income generation. Joburg’s 5% average growth target involves collaboration between the City, the private sector, government and research institutions. Each stakeholder has a role to play. Government should provide policy and programme support to create the platform to build and realise economic opportunities and to shape an environment conducive to investment.

The private sector should commit entrepreneurial efforts, resources and technical expertise to the development of business opportunities. Research institutions should conduct applied multidisciplinary research to identify potential economic opportunities with which to inform strategy and planning in the public sector. Furthermore, innovation in knowledge-intensive services and business and production processes as

well as the proving of concepts for commercialisation of new technologies are key focus areas for research institutions.

The conceptualisation of the plan for 5% economic growth is depicted in Figure 1, and is the outcome of such collaboration.

A high-level view of the plan reveals two main elements – the targeting of specific economic drivers and focusing on economic development enablers, which address bottlenecks and impediments to increased growth and job creation momentum: Targeting of economic drivers: In the period 2017 to 2021, three areas of activity (activity clusters) are targeted as the main economic drivers for accelerated city economic growth. Each one of these activity clusters has linkages to a number of sectors, which individually and collectively have the potential for significant catalytic and multiplier effects for the city’s economy. These positive effects are in terms of enterprise development, job creation, investment attraction and, ultimately, sustainably higher growth in economic output.

Focusing on enabling economic activity: To support reaching ambitious growth targets, three enablers have been identified and are being targeted for activation in the 2017 to 2021 growth plan. They are: significant expansion of the small business sector in the city; improving the city’s attractiveness as a business location; and unlocking spatial development opportunities, including facilitating the movement of people and goods in the city.

1

2

Activity clusters Further details of the focus areas in the first element of the plan, namely the

E C ONOMY Figure 1 The plan to elevate Johannesburg’s economic real growth to 5% per annum

Main economic drivers Command centre

Go ve rnm en t

h

SOME KEY SECTOR LINKS • Construction • Finance and insurance • Business services • Real estate • Building supplies • Furniture and fittings • Appliances

SOME KEY SECTOR LINKS • Financial services - banking, insurance, audit, tax • Business services - engineering, management, consulting, BPO, IT, other services • Education and training • Medical services • R&D and high-tech industry • Communications sector

rc sea Re

Three clusters of economic drivers and three development enablers

Cluster 1 Financial services, business services, ICT, R&D/universities skills/education

City coordination EM/MMC Eco Dev/cluster Research chair

Cluster 2 Inner-city development, social housing, supply industries, industrial nodes

Cluster 3 Tourism, hotels, retail sector, food sector

Private sector

targeting of economic drivers in three activity clusters, are outlined below: •A ctivity Cluster 1: Financial services (banking, insurance, audit and tax services); business services (e.g. engineering consulting, management consulting and business process outsourcing); ICT (a cross-cutting catalytic and growth enabling sector); research and development and niche high-tech industry; medical services; the communication sector; and education and skills development.

•A ctivity Cluster 2: Inner-city redevelopment; social housing provision; building supply industry development; and industrial node development. This implicates sectors including construction, finance and insurance, business services, real estate development, various building supplies, furniture and fittings, and household appliances.

• Activity Cluster 3: Tourism, including tourist services, tourist transport and entertainment; restaurant and hotel development; the retail sector (both wholesale and retail levels); the food

sector, including fresh produce markets and food processing; and warehousing and logistics, including further inland port and air cargo handling development.

The second element of the plan to shift Joburg’s economic growth trajectory up to 5% average growth for the period 2017 to 2021 focuses on enabling activities in three areas. These initiatives and activities are designed to remove bottlenecks and impediments to economic activity and facilitate acceleration in investment, job creation, output growth and income generation in the city’s economy: •E nabler 1: Supporting growth of the small business sector: Deepening and broadening of the small business sector is required, with a significant expansion in numbers of small businesses being targeted. To facilitate this significant expansion of current SMMEs, support programmes are envisaged.

•E nabler 2: Delivering a more conducive business environment: The City is fast-tracking administrative processes on business and investment proposals and benchmarking 20 service delivery

SOME KEY SECTOR LINKS • Tourism services • Transport • Catering and accommodation • Entertainment sector • Wholesale and retail trade • Fresh produce markets • Warehousing and logistics

indicators of particular relevance to businesses.

• Enabler 3: Unblocking spatial development and improving spatial efficiency: The City is prioritising unlocking spatial development opportunities and facilitating the efficient movement of people and goods around the city.

Finally, the City of Johannesburg has identified many potential investment opportunities. These include: • precinct design and development – including redevelopment and rejuvenation • information technology and communications – including broadband network expansion, business process outsourcing, and IT services • green technology and renewable • advanced manufacturing and robotics • manufacture of speciality steel products, rail equipment, pumps and valves • food production and processing • tourism, including conferences, meetings, events, incentive travel, adventure and ecotourism, and sport tourism • the creative industries.

CITY OF JOBURG 2017

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Labour law litigation.

Advice on statutory based basic employment conditions and minimum standards, skills development and employment equity programme.

Conducting and chairing of disciplinary proceedings.

Litigation relating to violations of Town Planning Schemes.

Evictions and urgent interdicts.

Drafting of various agreements.

Debt recovery.

Cell: 071 353 8027 Email: info@lehonginc.co.za

Email: lehonginc@lantic.net.

Email: medupi@lantic.net

www.lehonginc.co.za

S P E C I A L I S T S I N I N N O VAT I V E A S S E T R E N TA L S O L U T I O N S

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There are certain asset types whose ownership does not make economic sense to most entities. These are mainly assets that depreciate drastically such as computers, printers, communication equipment, servers, yellow metal equipment, medical equipment and other technology related assets.

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011-237-1780 | www.resultant.co.za | info@resultant.co.za

P ROFILE |

RESULTANT FINANCE

A PARTNER you can COUNT on Resultant Finance is a finance partner to the City of Joburg, and is assisting it to optimally manage the cost of financing its moveable assets.

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rior to forging productive business relations with Resultant Finance, the City of Joburg had no coherent strategy on financing its movable assets, and was purchasing movable assets at a cost that far exceeded the local government’s funding.

The City then took a decision to centralise the financing of all its movable assets, including those procured by all its municipalityowned entities.

It was for this reason that Resultant Finance, founded in 2002 by its current CEO Dr Mdu Gama, partnered with the City in structuring a suitable solution. The entity offered a strategically viable system, that is flexible and financially sensible. This partnership has to date, proven to have drastically reduced the City’s financing costs and optimised its operations.

Resultant Finance have since been striving in fostering healthy business rapport with the City.

Why Resultant Finance?

The Resultant Finance solution is unique since it offers:

EQUIPMENT FINANCED Resultant provides innovative finance solutions on a wide range of equipment, including (but not limited to): • Information technology equipment • Telecommunication equipment •P hotocopier and printing equipment • Pabx equipment • Medical equipment • Yellow metal equipment • Solar equipment • Water and electricity meters • Aviation equipment • Fleet vehicles

• FLEXIBLE PAYMENT TERMS Finance solutions are always tailor-made to meet the requirements of clients.

Staggered payments may be applied in order to suit the cash flow situation of clients.

• A HOLISTIC FINANCE SOLUTION The capital cost of the equipment and other related costs can be bundled together and financed under one single agreement.

In return, the company manages the payment to various vendors (including service providers) without any cost to clients. This allows clients to process one payment to a single entity.

• COST CENTRE BILLING INFORMATION Resultant Finance provides clients with reports highlighting the status of all the equipment it finances. This report may also be used to allocate charges to various users or entities within the client.

• TECHNOLOGY BUYBACK SOLUTION In order to optimise the cost of the finance solution, Resultant is able to purchase all the technology from its clients at a value significantly higher than what the entity is likely to secure through auctions and/or other disposal mechanisms.

• COMPLIANCE WITH APPLICABLE LEGISLATION All finance agreements are up-to-date and comply with the International Financial Reporting Standards, the Public Finance Management Act and the Municipal Finance Management Act. For government departments and government-owned entities, the company is able to confirm that its finance solutions and agreements are in line with all applicable National Treasury regulations.

SOCIO-ECONOMIC TRANSFORMATION Resultant Finance believes in socioeconomic transformation initiatives.

It has undertaken the following: • Support for black chartered accountants • Support for black entrepreneurs • Supplying rural and township schools with computer and science laboratories • Paying tuition fees for deserving youth currently serving prison sentences • Paying full tertiary fees (including books) for deserving students coming from rural communities studying medicine (MBChB) at local universities • Buying primary and high school uniforms for deserving children in rural communities • E nsuring that a certain percentage of its used equipment is donated to deserving (under-resourced) communities

• PRE-APPROVED FINANCE FACILITIES For most clients, Resultant Finance has existing pre-approved finance facilities. This means that the approval process is less onerous when compared with other finance companies. In instances where there are no existing finance facilities, it undertakes to approve or decline a finance facility within 48 hours.

CITY OF JOBURG 2017

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S P E C I A L I S T S I N I N N O VAT I V E A S S E T R E N TA L S O L U T I O N S

Saving your business from investing in depreciating equipment

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Access to the capacity you require without needing to own the asset

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The advantage of affordable quarterly rental instalments A strategic approach to releasing cash flow in your business

T VEHICL EE ES L F

An increased opportunity of saving extra cash Increased opportunities of investing back in your business

TER METERS WA

Flexibility of upgrading to the latest advanced equipment An opportunity to explore and experience various preferred brands

011-237-1780 | www.resultant.co.za | info@resultant.co.za

T EN M

L EQUIPM ICA EN D E

For most entities, renting equipment and technology becomes the optimal solution on various levels.

Renting with Resultant becomes beneficial in the following aspects:

RICITY MET ER CT E L

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RATIONALE FOR RENTING WITH RESULTANT

ANTI- C ORRUP T I ON

The fight to end corruption

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good government is one that is responsive to the needs and concerns of the people it serves, committed to being accountable, and one that responds effectively and timeously to the concerns of residents. This requires an efficient administration, but also respect for the rule of law, accountability, accessibility, transparency, predictability, inclusivity, equity and participation. In order to adequately carry out governance values, the City of Johannesburg, in line with applicable legislation and best practice, has formed independent structures that serve the objective of giving an unbiased opinion and advice to Council. These include: • Group Audit Committee • Group Risk Governance Committee • Group Performance Audit Committee • Group Audit Committee.

Section 166 of the Municipal Finance Management Act (No. 56 of 2003; MFMA) requires municipalities and municipal entities to establish audit committees to address performance management and monitoring matters. These committees are responsible for safeguarding assets and for ensuring that controls and systems exist. They are also responsible for ensuring that all financial statements and information of the municipality is compliant with law and prescribes to accounting standards. The majority of members of these committees must be external, independent and not involved in the City as councillors or employees.

An efficient city requires a solid anticorruption policy. The City of Johannesburg is committed to a steady improvement in audit findings, ensuring compliance and an open tender system, among others.

30 000 The City employs over 30 000 public servants across its various entities and departments

Group Risk Governance Committee According to the MFMA, Sections 62 and 95, the City and its municipal entities are required to establish a system of risk management and internal control. In turn, the City must consistently ensure that it carries out its affairs in accordance with the applicable legislative requirements. The Group Risk Governance Committee is responsible for independent oversight and appropriate advice on the risk governance practices and risk management process in the City. It further works to provide oversight over compliance governance and management in the City, and offers advice on compliance risk management.

Group Performance Audit Committee In accordance with the provisions of Section 14(2) of the Municipal Planning and Performance Regulations, 2001, the Committee is mandated to assist the Mayoral Committee in fulfilling its oversight responsibilities. These responsibilities are to assess and oversee the collective performance of the City and its employees, including the municipal entities. The Committee reviews targets in the City’s Integrated Development Plan and the Service Delivery and Budget Implementation Plan. It also provides CITY OF JOBURG 2017

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Registration no. 2003/021402/21

ABOUT US Denga Inc& Conveyancers is a young and dynamic wholly owned black law firm whose core and principal business is mining law and commercial law in South Africa.

DENGA INCORPORATED

Attorneys & conveyancers

At Denga Inc we are of the firm conviction that we have identified a niché in the South African legal practice.

WE SPECIALIZE IN 1. Constitutional court litigation 2. High/magistrate court litigation 3. Labour court 4. Ccma 5. Municipal law 6. Corporate litigation 7. Insurance law 8. Litigation 9. Civil law 10. Labour law 11. Family law 12. Divorce 13. Pension and employment benefit law 14. Commercial litigation 15. Public tranport law 16. Criminal law

OUR MISSION Denga Inc aspires to be a unique legal practice in Johannesburg and its immediate surrounding cities that applies vigorous legal thinking, offering highly innovative products and services characterised by the highest degree of professionalism and expertise to meet the individual and specific needs of the client thereby ensuring provision of an exceptional client service at all times.

FOR MORE INFORMATION VISIT OR CONTACT 7th Floor, Nedbank Building, 85 Main Street PO Box 7009, Johannesburg, 2000 Tel :( 011) 492-0037/54/68 E-Mail: alpheus@dengainc.co.za Fax: (011) 492-0332

ANTI- C ORRUP T I ON

Good to know updates on the implementation of the institutional performance. The majority of members are external, independent and not involved in the City as councillors or employees.

Mayoral priorities Two of the mayoral priorities speak directly to the concept of good governance, as the need to institute an honest, responsive and productive government: • Create an honest and transparent City that fights corruption.

• Create a City that responds to the needs of citizens, customers, stakeholders and businesses.

These priorities encompass the attainment of a clean audit, running a functional administration that is not corrupt, optimising City resources, increasing productivity and focusing on service delivery, and extend to include a greater focus on customer service and public participation.

Citizen engagement is central to good governance principles. For this reason, it is important for the City to create innovative mechanisms that enable meaningful citizen participation.

Professional public service The City of Johannesburg employs over 30 000 public servants across its various entities and departments. Many of these City officials interface daily

with residents of the City, effectively designating them as the City’s brand ambassadors. The administration is dedicated to ensuring that City officials are responsive, efficient and accountable at all times through the promotion of a culture of employee engagement, learning and development that equips officials with the requisite skills to do their jobs.

The City will be taking the following steps in the 2017/18 financial year: Commissioning a skills audit to ensure that only fit-for-purpose candidates are appointed based on their merit.

Accelerating the filling of key vacancies and allocating additional funding for the expansion of capacity in key departments, such as Development Planning, to provide better services to residents.

Undertaking an institutional review to ensure that the City’s macro structure is aligned to the priorities of the administration in order to streamline service delivery.

The institutional review will also be considering the regionalisation of service delivery to ensure that both decision-making and implementation power is situated closer to residents, allowing it to be more responsive.

Initiating the process of reintegrating the municipal entities to allow for maximum oversight and accountability that promotes service delivery.

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Kenilworth, Turffontein and Rosettenville – three suburbs in southern Johannesburg that were rocked by a wave of criminality in 2017, including drug peddling, human trafficking and prostitution – have their own satellite operations centre manned by Johannesburg Metro Police Department (JMPD) officers. The facility, the first of its kind in Johannesburg, was officially unveiled on 16 August.

Situated in Kenilworth, the centre is to serve as an operational office for JMPD officers and as a safe haven for victims of sexual assault and human trafficking.

It will also serve as an administrative facility, where residents can have their documents certified, and as a home of the local policing forums

Anti-corruption strategy At the beginning of his term of the office, Executive Mayor Cllr Herman Mashaba was unambiguous in his declaration of corruption in the City as public enemy number one, designating the commitment to creating an honest and transparent City that fights corruption as one of his nine priorities. The mayor pronounced the establishment of a new unit that will fight corruption and issues of maladministration head-on.

As a result, the Group Forensic Investigation Services (GFIS) was established. The establishment of the GFIS has realised the need to centralise the forensic capacity in order to effectively and efficiently manage all the forensic investigations.

CITY OF JOBURG 2017

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J OB C R E A T I O N

e h e s t s h T e of cla s i r iddle m

A thriving middle class is crucial to the well-being of South Africa, as it contributes towards a vibrant, stable civil society, healthy economy, broader skills base and, ultimately, jobs.

Johannesburg, as an upper-middle-income economy, has enabled a growing middle class.

A strong middle class is indicative of economic progress.

ccording to the US Department of Commerce Task Force,“Middleclass families and those aspiring to be part of the middle class want economic stability, a home and a secure retirement. They want to protect their children’s health and send them to college. They also want to own cars and take family vacations.” The same is true for middle-class families living in South Africa.

But South Africa is not typical. We have a unique history and one of the most unequal societies in the world. In our country, the median income is half the mean. The middle-class segment has grown by a whopping 240% since 1994, with 4.2 million adults (in 2012) making up South Africa’s black middle class. Although middle-class families are said to be defined by their aspirations more than their income, as at 2013, the overall spending power of the black middle class only was R400 billion.

A strong middle class could have a positive effect in the following ways: • The middle class grows the economy (not the rich), as it continuously increases the demands for consumer goods and credit.

• A strong middle class is a prerequisite for robust entrepreneurship and innovation.

• A strong middle class will increase purchasing power, which, in turn, will stimulate the economy to provide for the increase in demands for goods and services.

• With a stronger middle class, commercial and tax revenues will be boosted.

• A strong middle class promotes better governance, encouraging economic growth; i.e. the middle class promotes the efficient and honest delivery of government services.

• A stronger middle class also invests more in education, which will have a positive returning effect on a city that advances freedom and opportunity

The next five years The City of Johannesburg’s Growth Development Strategy implementation framework represents the manner in which the City will engage with its development objectives over the next five years. These can be divided into five outcomes, namely: 1. A growing, diverse and competitive economy that creates jobs.

2. Enhanced, quality services and sustainable environmental practices.

3. An inclusive society with enhanced quality of life that provides meaningful redress through pro-poor development.

4. Caring, safe and secure communities.

5. An honest, transparent and responsive local government that prides itself on service excellence.

Creating jobs With 8.9 million South Africans without work in the fourth quarter of 2017, the largest challenges in post-apartheid South Africa remain unequal access to opportunities, the slow pace of economic growth and inadequate job creation. While unemployment in the city is below the national average – 30.2% compared to 35.6% – it is still faced with the challenge of 860 000 residents without work.

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CITY OF JOBURG 2017

JOB CR EA T I ON Table 1 A growing, diverse and competitive economy that creates jobs Output

Challenge

By 2021

Job-intensive economic growth

Unemployment remains high at approximately 28.2%

Joburg must ensure that unemployment is reduced to less than 20% by promoting labour-absorption practices to stimulate growth and by supporting employment creation through public investment in infrastructure. Joburg will facilitate the creation of new industries to create jobs by focusing on more labour-absorptive industries

Promotion and support to small businesses

The informal sector is a critical ingredient to supporting economic growth

The City will incentivise innovation and new practice by creating an enabling environment for informal and new entrepreneurs. Small business training programmes contributing to high-end growth as well as strategic procurement to support emerging and small businesses

Increased competiveness of the economy

GVA growth rates remain low in the city at around 1% per annum

The City will improve GVA to 5% by becoming technologically ready to compete with relevant skills and innovative practices by creating an attractive environment for skilled and educated labour. This will be supported by infrastructure for financial and business services employment so that the city remains a strategic FDI location

Revitalising and modernising the Johannesburg economy

The Johannesburg economy is dominated by retail monopolies

The City intends to create pathways between formal and informal economies to create vibrancy as a means to facilitate economic growth. Revitalising township economies becomes a critical intervention to modernise the local economy of Johannesburg and meeting the economic needs of township residents

A ‘smart’ City of Joburg that delivers quality and efficient services to its citizens

Bridging the digital divide remains a priority for the City of Johannesburg

The City will continue to build on three key smart areas of focus: e-learning, smart safety and smart services. The ambition to become a smart institution to enhance efficiency and productivity will be realised through centralised, coordinated platforms and smart infrastructure to improve insight and decision-making

In recognition of this challenge, the first pillar of the administration is to grow the economy and create jobs, further defined in the following two mayoral priorities: 1. Promote economic development and attract investment towards achieving 5% economic growth that reduces unemployment by 2021.

2. Encourage innovation and efficiency through the Smart City Programme.

These priorities extend beyond creating short-term employment opportunities in the city, focusing on creating an enabling environment for long-term economic growth and job creation.

Outlook De-concentrating and diversifying the economy remain priorities. While the dominance of trade and finance in Johannesburg has been a driving force behind its economic growth, it must be

contrasted to the lower concentration in labour-intensive sectors, such as agriculture and mining, which are largely driven by the lack of natural factor endowments.

Johannesburg needs to continue boosting manufacturing production, both in terms of higher value-added production and expansion into new emerging neighbouring markets.

Before the 2008/9 global crises, Johannesburg’s economy was one of the country’s fastest growing regions, at an average rate of 6% per year. The GDP growth rebounded from the negative 1.7% in 2008 and is forecast to continue growing at an average of 1% to 2% in the short to medium term. Over this period, the city’s economy is likely to continue to be dominated by finance, community services and trade. For Johannesburg to accelerate its growth and reach the 5% target, it needs to pay attention to raising the

DAINAH & JOYCE BUSINESS ENTERPRISE

productivity of not only the manufacturing sector, but also the already strong services sectors. Higher levels of education and skills, as well as creativity, innovation and competition, will be necessary. These would not only promote higher growth, but also inclusive growth, which will help reduce the persistent, high income inequality in the city.

Overcoming the challenges Johannesburg is under social and economic pressure from: a slowing economic growth rate; high population growth and high structural unemployment; high poverty levels, persistent inequality and economic exclusion; increasing demands for better service delivery; growing infrastructure needs; financial pressures from a weaker economy; urban decay, compromising property values; and rising operating costs. Economic growth

Our Services

Dainah & Joyce Business Enterprises is a 100% black female-owned company.

It is fully owned by one women. Dainah & Joyce Business Enterprises is a close corporation registered in terms of the close corporation act of 1984.

Our market ranges from individual to the gigantic corporate as well as government parastals and department. We aim to provide service to the whole South African community and we would also explore the entire SADS countries.

The main business of the company is general building, civil works, consulting and engineering projects.

General Building 7GB PE

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Our Services General building 7GB PE

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Turnkey Projects, RDP, Construction of Schools, Hostels and Flats

Road Works, Bulk Earthworks, Paving, Sanitation, Construction of Roads and Stormwater

Design, Project Management, Project Supervision

T: (011) 4921753 | F: 086 606 5277 | C: 081 380 9053 (Nkateko Makhubela) or 083 500 8956 (Joyce Makhubela) | E: joycem@dandjenterprises.co.za

In Association with

What if human spaces weren’t bound by their foundations?

Graduate School of Architecture What if every South African family had a roof over their heads? A roof that they could be proud of. A roof that didn’t have a negative impact on the environment – millions of houses in spaces we never imagined – millions of homes that represent comfort, safety and dignity. What if we were able to design public spaces that brought our society together in peace, generosity and tolerance?

Questions like these drive our desire to learn, create and reimagine the future, one idea at a time.

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The Future Reimagined

CITY SE RVIC E DE LIVEJOB RY |CR EAPOWER T I ON

4

17%

Johannesburg remains the driving force behind the South African economy, responsible for approximately 17% of its GDP

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and transformation needs to be accelerated in the city if poverty is to be eradicated and unemployment and inequality addressed. Accelerating economic growth and transformation ultimately rest on the development of the enterprise sector, both public and private. This entails: attracting new enterprise investment to the city; consolidating existing centres of enterprise excellence and retaining viable businesses; developing new industries; township economic development; broader SMME development; and support for livelihoodfocused activities in the informal economy.

In a competitive global environment for corporate location, the City needs to ensure it is an attractive place in which to do business. This can be translated into the need for a competitive location offering to attract investors, develop new industries, and raise the chances of reinvestment taking place in existing enterprises.

Industrial transformation is needed to reverse the de-industrialisation of Johannesburg’s economy and to establish new industries.

Spatial transformation is required to create a city with more equal access to both opportunities and services.

Global identity transformation is required to strategically reposition the city’s economy to enable it to attract investment and anchor it in global and regional manufacturing, as well as services sector value chains.

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Competitive market transformation is required to facilitate the expansion and survival of the small business sector.

Institutional transformation is required to facilitate better alignment of the public sector, the private sector, and civil society bodies and institutions with economic development and growth imperatives.

National, provincial and local government each have a role to play in facilitating and guiding patterns of economic development, as well as ensuring supportive conditions are in place to leverage private sector energies, competencies and resources in the local interest.

African economy, saw output performance of the national and Johannesburg economy falter in 2008 and then contract in 2009.

Subsequently, the national and Johannesburg economies failed to recover their previous growth momentum. In the period since 2009, economic growth in the Johannesburg economy has not progressed beyond the 3% per annum mark and is likely to have barely reached 1.5% in 2016. Given the slow pace of economic growth over the past couple of years, game-changing developments and growth-enhancing initiatives will be required on City-level if an average growth rate of 5% per annum is to be achieved over the 2017 to 2021 period.

Small business support Growth rate

While small businesses have the potential At the beginning of this term, Executive to be drivers behind job creation in the Mayor Mashaba identified the city, the two-year survival rate for SMMEs is achievement of a 5% growth rate for the less than 10% nationally. The City can assist city’s economy over the period 2017 to in increasing this survival rate by offering a 2021 as a key priority. The challenge is range of services through its SMME hubs. considerable. Although annual growth These services include: business registration and compliance; training and rates of over 5% in Johannesburg’s market research; back-ofeconomy have been achieved fice support, including in seven years since 2000, accounting, legal, etc.; they were all achieved advice and mentorship; prior to the 2008 tendering assistance; global financial The finance sector is the funding facilitation; crisis. During that biggest employer in Johannesburg, and co-working spacperiod, the city’s accounting for 26.6% of total es and small offices. economic growth employment, followed by the Over the medium was greatly assisted trade sector, which employs 21.1% term, the City intends by a supportive of formal sector workers to upscale its SMME hubs global economy and by 12 (from five in 2017/18). favourable domestic This is aimed at increasing the conditions. However, the 2008 number of businesses supported from financial crisis triggered a global economic 6 400 to 15 000, increasing the number recession from which many countries and of working spaces from 100 to 1 000, regions found it difficult to recover. These and improving the two-year survival rate unfavourable global conditions, together to 50%. with structural bottlenecks in the South

26.6%

CITY OF JOBURG 2017

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Welcome to Medaco Revenue Solutions.

Our goal is to find innovative and dynamic ways of increasing the efficiency and effectiveness of an organisation’s revenue enhancement and revenue management processes resulting in the increase of organizational revenues, as well as the identification of new revenue sources for public and private sector clients. We consistently maintain high standards of quality and our ethics are beyond reproach. Our core values of trustworthiness, integrity and good judgement, together with effective team work at all levels.

What we do Debt collection

Consumer Debt collection

Traffic enforcement management

Data verification solution

Medaco Revenue Solutions is a fully licensed debt collector regulated by the Council of Debt Collectors, a member of Association of Debt Recovery Agents (ADRA), goverened by the Magistrate’s Courts Act 32 of 1944 and the National Credit Act.

086 099 9927

info@medaco.co.za

www.medaco.co.za

Business Partners Tower Hive, 3rd Floor. 3 Caxton Road, Industria, 2093

CITY POWER SE RVIC E DE LIVE ROAD RY |NE T WORK

g r u b o J o t d a All roads le Minimum service standard As the main economic hub of South Africa, Johannesburg is frequented with goods movements – an estimated 150 million tonnes moved through the city in 2011 alone. In this light, a long-term transport network that incorporates all modes of transport is crucial to the city’s economic welfare.

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he primary objective of the Integrated Transport Network (ITN) Plan is to define a long-term transport network that incorporates, on an integrated basis, all modes of transport, including public, private (freight and private cars) and nonmotorised transport. The ITN Plan proposes the following road freight hierarchy: • A primary freight corridor typically carries more than 4 000 heavy freight vehicles per day.

• A secondary freight corridor typically carries between 2 000 to 4 000 heavy freight vehicles per day.

• A tertiary freight corridor carries fewer than 2 000 heavy freight vehicles per day.

Two primary freight corridors are proposed: a north-south corridor situated along the city’s eastern boundary, and an east-west corridor located south of the north-south corridor. The heavy vehicle volumes on these corridors vary from 5 000 heavy

vehicles per day at Midrand, to 13 000 heavy vehicles per day at the Van Buuren interchange on the N3.

A secondary corridor is located northwest of the CBD, between Hendrik Potgieter Road and the R512. The heavy vehicle volumes in this corridor vary between 2 500 and 4 000 per day. Two tertiary corridors are located south of the CBD, along the Golden Highway/ N12, and towards the west of the CBD, between Main Reef Road and Ontdekkers Road. The heavy vehicle volumes in these corridors vary from 1 200 to 2 000 per day.

s

80%

The percentage of reported potholes that will be repaired within a week from time of recording of a genuine pothole by the JRA from any source, including call centre, inspectors, emails, Find and Fix (mobile app), etc.

– excluding potholes on roads with a visual condition index below 40% and roads that are due for resurfacing within three weeks

90%

The percentage of reported faulty traffic signals repaired within 24 working hours from the time of genuine fault recorded by the JRA from any source, including the call centre, RMS, technicians, emails, Find and Fix, etc. – excluding major repairs such as cable faults, pole repairs, power outages and vandalism

10%

reduction of traffic signal downtime

Management strategy The key freight roads in these corridors will be identified by the City of Johannesburg in consultation with the road freight industry after heavy vehicle counts and freight origin/destination surveys have been done. Thereafter, appropriate improvements to these key freight roads will be planned, prioritised and managed as part of the Freight Management Strategy. Along

the primary corridors, for example: the road pavements have to be stronger; traffic signals and traffic islands should be designed to accommodate the larger turning circles required by long trucks; and special attention may be required to provide parking opportunities for truck drivers who need to stop to check their load or manage their hours of work and rest. Pavement maintenance CITY OF JOBURG 2017

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R OA D NE T W ORK

Go figure!

A heavy freight vehicle is a vehicle with axle loads greater than 4 000 kg, gross vehicle mass greater than 7 000 kg and a carrying capacity greater than 3 000 kg

standards on the primary freight corridors should be kept at a high level to ensure that the vehicle operating costs of freight vehicles are not adversely affected.

The relevant programmes or output for freight mobility over the next three years are indicated in Table 1.

A road network conducive to economic growth To maintain the economic competitiveness of the city, the road

network needs to be of a high quality.

Derelict roads negatively impact on the image of a city. The City of Johannesburg has a comprehensive approach to the maintenance, development and expansion of its road network. There is a balance between road infrastructure that supports economic development and general mobility, and which supports social development such as the upgrading of gravel roads. The Johannesburg Roads Agency (JRA):

• has developed and is implementing a data-based, 10-year plan that will prioritise interventions for the redevelopment and maintenance of the road and stormwater network • is capacitating and resourcing its depots for effective service delivery • is delivering increasing services through labour-intensive and SMME promotion methods • will introduce performance contracts for contractors who work on the road reserve • works with the JMPD in respect of overloading and with Joburg Water regarding water leaks, to prevent the

Best Business Decision

ROAD NE T WORK Table 1 Freight management measures Subject Urban freight management

Programmes/output • Integration of freight in the development of transport master plans and precinct plans • Improved accommodation of freight at regional, nodal and precinct levels • Establishment of a citywide freight forum to address freight problems, to propose strategies that will ease movement of freight in the city, and also discuss partnerships with the private sector • Collaboration of city departments in the monitoring and enforcement of overloading freight vehicles

Intercity freight management

• Memorandum of understanding with Transnet on the holding facility for trucks along Rosherville Road (in cooperation with DED); this will be the output of the study to be conducted to test feasibility and viability on how the facility should be implemented • Support to SIP2 infrastructure projects

unnecessary deterioration of the road network • will impose higher penalties on contractors and utilities who work in the road reserve (such as to install fibre-optic cables) and who do not reinstate the road properly • has introduced a new approach to developer contributions to ensure that more revenue is available for the road upgrading necessitated by new developments.

In addition, a set of performance standards for road and public transport infrastructure has been developed to guide the design of future improvements and to cost these accordingly. Some of these are also meant to indicate to the public what it should expect of the transport system

13 000

The number of heavy vehicles that pass through the N3’s Van Buuren interchange per day

and some are already publicised in the City’s Customer Service Charter. Among the standards is an undertaking that when defects do arise, the City aims for the prompt repair thereof.

The following defects in the road infrastructure will be repaired promptly (between 24 hours to one week of being reported to or observed by the JRA, depending on the type of defect): • potholes • faulty traffic lights • missing manhole covers • missing, damaged or defaced stop and traffic signs • road trenches • incorrect spelling of street names • missing street name signs (polemounted and kerb-painted) • missing or damaged guardrails • faded lane markings • graffiti on motorways (M1, M2 and Soweto Highway) and bridges and signs • blocked stormwater drains (minor and major).

CITY OF JOBURG 2017

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P ROFILE |

DBSA

Leading in development finance The Development Bank of Southern Africa (DBSA) is a leading South African development finance institution that promotes economic and social development through infrastructure finance and development.

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he DBSA plays a catalytic role in delivering infrastructure in the transport, energy, water and telecommunications sectors, with a secondary focus on health and education. We operate across the infrastructure value chain from planning, preparation, and financing to implementation, delivery and maintenance.

Our work with municipalities At the DBSA, we recognise the important role municipalities play in providing basic services to citizens and businesses.

The provision of infrastructure is a key component of this role. The DBSA has an extensive track record of partnering with metros and municipalities to assist them in meeting their infrastructure objectives.

Key highlights in 2016/2017 Our vision At the core of our business is our vision of a prosperous region free from poverty.

Our mission is to support economic growth through investment in economic infrastructure and improve the quality of life for all South Africans through the development of social infrastructure.

• R5.6 billion disbursed to metros, secondary and under-resourced municipalities around the country • 1 178 temporary job opportunities created through implementation support • 17 projects were completed in secondary and under-resourced municipalities in the electricity, water, sanitation, roads,

stormwater and fleet management sectors with more than 7 545 households standing to benefit • Planning support was provided to municipalities, including the development of water and sanitation service plans

Our development impact • 266 000 people gained access to improved health facilities • 182 727 households to benefit fom electrification projects and the upgrading of substations • 22 814 households to be positively impacted from bulk water provision and reticulation projects • 15 533 households to benefit from sanitation projects.

Our Offering An Integrated Suite of Infrastructure Solutions We offer clients an integrated suite of products and solutions across the infrastructure value chain.

Plan • Develop sector and regional master plans for clients, to enable project development and financing • In-house capability to support under-resourced municipalities

Prepare •S et up infrastructure programmes (e.g. REIPPP, student housing) •F inance project preparation activities (technical studies) using DBSA and third-party funds (e.g. IIPSA, PPDF)

Finance • Balance sheet (recourse) loans • Limited/nonrecourse lending • Mezzanine finance/ subordinated debt • Structured financing solutions • Equity

Build • Manage design and construction of key projects • Project management support • DBSA municipalfunded project implementation support

Maintain/ Improve • Deliver & suppoert the development, maintenance and improvement of key infrastructure projects

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T RA N SPO R T

Equal access

If you want more space, history has taught us not to build more roads – rather build a public transport system that works. The same rule of access can be applied when building an inclusive, people-centred city.

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temming in part from the travesty of apartheid’s spatial planning system, South Africa today lacks easy access to city areas as well as all-inclusive communities for its poorer residents. This is evident in basic services such as public transport. During the divided regime, an efficient bus system was provided

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in the white suburbs but no such service was implemented in the black townships. Hence the minibus taxi was born to provide a way for the oppressed majority to move from point A to B within their own communities, while also creating a link between townships and the main arterial network.

In 2010, at the height of the Rea Vaya Bus Rapid Transit (BRT) development, minibus taxis continued to dominate, accounting for 72% of public transport in Johannesburg.

While minibus taxis are vital, they do not provide the most logical mode of mass transportation. Yet not much else was in place for the 50% of residents who don’t, and probably never will, own a private vehicle.

Owing to this and numerous other factors, the Rea Vaya BRT system was

introduced to Gauteng, headed up by the Johannesburg Roads Agency (JRA).

Today, the City of Johannesburg is embarking on new spatial plans in line with Joburg 2040, the Growth Development Strategy based on transport-oriented development.

Public transportation is the backbone on which the new city will be constructed. The shape of the future city will consist of wellplanned transport arteries linked to interchanges where the focus will be on mixed-use development.

Joburgers will then not have to use private motorised transport, but can opt for alternative means, which include cycling, bus lanes and pedestrian walkways.

These development will transform entrenched settlement patterns, which consigned the majority of residents

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Access to opportunity The developments will usher in a new era of access to opportunity and a choice for residents to work, live and play within the same space, without the inconvenience and high costs of travelling long distances every day. The transit-oriented developments include Rea Vaya, which will have fast, safe and affordable mobility along the corridors. These corridors will give residents increased freedom of movement as well as economic freedom, liberating them from the apartheid spatial legacy characterised by informal settlements, poor schooling and limited recreational spaces.

Johannesburg’s transport system will comprise well-planned transport

10%

A 10% shift of private car users to public transport for their daily commute will result in an 8% reduction in energy consumption

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to the city’s outskirts, away from economic opportunities and access to jobs and growth. For Johannesburg residents living in areas such as Diepsloot, Orange Farm or Ivory Park, this means waking up before dawn every working day to access transport that will take them to working places in the city or northern suburbs. In the evening, the process is repeated. The outcome is to increase the job density around the city’s highly accessible points and attract economic development into economically underdeveloped areas like Soweto.

arteries linked to mixed-use development nodes with high-density accommodation supported by office buildings, retail developments and opportunities for education, leisure and recreation. This will give rise to a people-centred city where communities’ needs, safety, comfort and economic well-being are placed at the core of planning and delivery processes. This will result in reduced poverty for the majority of the city’s residents, who are currently spending a large percentage of their income on transport. Through these proposed developments, Johannesburg will also make a decisive turn towards a low-carbon future, with eco-efficient infrastructure that underpins a sustainable environment.

The National Household Travel Survey (2003) found that the average travel time between home and work for commuters using public transport is 59 minutes. More than 1.3 million South Africans spend more than two hours a day travelling to and from their places of residence. To this can be added at least 30 minutes per trip spent on walking to a station and stopping and waiting for the bus, minibus taxi or train to arrive

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Achieving our goal To attain this overall vision of a restructured urban space, the City is committed to concentrating capital funding and a range of interventions over the medium to long term. The detailed planning for this has been captured in strategic area frameworks for the Louis Botha, Empire-Perth and Turffontein areas as well as precinct plans for Jabulani, Nancefield Station, Kliptown, Orlando Ekhaya and Orlando East within Soweto. Planning for the Mining Belt is currently under way.

The most efficient urban form is compact, mixed land use with an extensive public transport network that includes high-intensity movement areas and with attractive environments for walking and cycling.

The development of dedicated transport hubs holds a number of advantages for Johannesburg:

The City will focus productive land-use and economic activities in areas where transport infrastructure – both rail and road – are already present or being planned.

The demand for private motorised transport will be reduced and the average trip length will be shortened.

Public transport will become a viable alternative because residents will live in closer proximity to work, shopping and leisure opportunities.

High-density housing will stimulate opportunities for the SMME sector and small-scale operators in the informal economy.

The environmental impact of public transport in high-density areas will be significantly smaller than in the case of low-density urban sprawl reliant on private cars.

Residents will benefit because they will not have to spend as much time and money on transport.

Learners will benefit because they will be closer to school.

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SERVICES INCLUDE • Design of Major Road Networks • Civil Engineering Township Services • Pavement Design, Management and Rehabilitation • Project Management and Contract Administration • Bridge and Structural Design in Concrete and Steel • Bridge Load Assessment and Testing • Traffic and Transport Engineering • Geotechnical Engineering and Materials Testing • Hydrology, Hydraulics and Stormwater Management • Arbitration, Mediation and Conciliation • Community Based Projects & Training • Contract Documentation • Railway Engineering • Airport Runways • Civil and Structural Design of Sports Facilities ISO 9001:2008 Compliant SNA is a Grade AAA, Level 2 B-BBEE Contributer

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Unemployed people will benefit because it will easier to get to places to look for work.

Factories will benefit because workers will come to work on time.

Shopping centres and hawkers will benefit along the nodes due to the increased numbers of people passing their shops.

Our environment and health will benefit from fewer private car commutes and concomitant, dangerous carbon emissions.

Construction and other related industries will benefit because of the job opportunities throughout the lifetime of the project.

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TOD neighbourhoods Transit-oriented development (TOD) is an approach to development that focuses on high-intensity, mixed land uses within walking distance of a transit station or within a transit node. Redeveloping the existing urban fabric around transit nodes is a critical component of the development strategy. A successful TOD strategy requires: the creation of a hierarchy of TOD centres (not all transit hubs and nodes have the same potential); a focus on creating compact, mixed-use, walkable urban environments supported by civic spaces and amenities; and the ability to leverage investment opportunities.

Successful TOD is generally characterised by: • a vibrant mix of land uses, including residential, employment, social services and retail activities, stimulating economic activity and significant provision for public or civic spaces • moderate to higher density, with housing typologies that engage with the public environment • prioritised pedestrian orientation/ connectivity, including safe neighbourhoods designed for walking and cycling with sufficient facilities and attractive street conditions • transportation choices, but with discouragement of the use of private vehicles • limited managed parking to reduce the amount of land devoted to parking and discourage the use of private transport

20%

According to Stats SA, 16.4% of Gauteng residents spend more than 20% of their monthly income on transport

• a road network laid out in the form of a topologically open grid • convenient transit stops and stations, extended to an easy walking distance radius of 400 m to 800 m.

The benefits of TOD as a mechanism for guiding growth in cities are numerous, in both the short and long term, and include: • increased land values and rentals in both residential and commercial property markets • reduced per capita motor vehicle travel, resulting in lower citywide aggregate vehicle-kilometres travelled, which reduces overall road congestion levels and travel times, with beneficial environmental consequences • provision made for walking and cycling movements and additional public spaces enhances the general liveability of neighbourhoods • TOD neighbourhood residents are more likely to use public transport services easily accessible to them, increasing ridership levels and improving levels of operating cost.

Critical success factors A long-term development programme requires all stakeholders to work together towards the broader vision. The City is already demonstrating, through its budget, its commitment to investing in the provision of infrastructure and services to support private sector initiatives. Our success is dependent on long-term commitment, the roll-out of a consolidated capital programme, the implementation of institutional arrangements to drive development, inter-governmental engagements and implementation, and an informed and engaged citizenry that grows with the vision of transformation.

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T RA N SPO R T

Louis Botha development

The Louis Botha Avenue Development represents one of three strategic frameworks that deal with the medium-term scope of building an inclusive city.

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he Louis Botha Avenue Development area is located to the north-east of the inner city, between the CBD and northern parts of the city around Alexandra. The southern parts of this study area are predominately residential in nature, encompassing some of the oldest residential suburbs in the city. Further northwards, the node passes through a number of key commercial and industrial areas, such as Bramley, Kew and Wynberg.

As a whole, it is well connected to

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existing key nodes and elements in the city, including: Midrand to the north, a key growth and employment node; the Modderfontein/ Greenstone area, a significant future growth opportunity for the city; and Sandton, one of the key economic nodes to the north of the city.

The area furthermore links to adjoining metropolitan municipalities, and is one of the main connectors bringing together people and jobs from neighbouring municipalities. Supporting this

role as a residential area is a fairly equitable distribution, across the area, of supporting social infrastructure, such as schools, parks and related community facilities, many of which have significance beyond the area. It also has a role to play in terms of providing opportunities for economic activity, and related employment potential.

Planned intermodal facilities, such as the envisaged terminal at Watt Street, will strengthen this function. In the short to medium term:

TRANS P ORT • Soweto to CBD along Perth-Empire • CBD to Alexandra • Alexandra to Sandton • Turffontein node • Mining Belt • Soweto itself, including initial transitoriented development (TOD) projects.

Optimising the impact of the BRT The Louis Botha node forms part of Phase 1C of the Rea Vaya bus rapid transit (BRT) system. Louis Botha Avenue will function as the trunk route along which services will operate between the CBD and the Alexandra and Sandton nodes, connecting with the existing Phase 1A and 1B service.

Along this trunk route, buses will operate within the median of the roadway within segregated rights of way. Trunk route stations facilitate the physical integration between trunk routes, complementary/feeder services and other public transport systems, and provide strategic locations for future development.

Minibus taxis and rail transport constitute the largest proportion of the existing public transport mode share. Phase 1C of the Rea Vaya system aims to strengthen public transport services between the CBD and Alexandra/Sandton. This public transport spine should be supported by complementary modes of public transport, including conventional bus networks and taxis. The BRT stations remain the key generators of growth potential, and it is around these points that the Strategic Area Framework needs to identify and unlock their inherent potential.

Gautrain feeder Most parts of the study area are serviced by the Gautrain feeder and distribution service. It is imperative to promote integration between the Rea Vaya and Gautrain services, as a large number of Gautrain users from Marlboro Station could potentially access the numerous economic opportunities and institutional and

educational facilities in the area by means of public transport. The stations forming part of the BRT system are critical interventions in terms of realising the benefits of TOD.

Minibus taxis The area is served by a number of taxi routes, all providing linkages between the northern and eastern suburbs (including areas such as Midrand and Ivory Park), Sandton, and the CBD area. The existing taxi services are envisioned to change as soon as the trunk route along Louis Botha Avenue becomes operational, as the affected taxi associations will become part of the BRT operating entity. The longterm role of taxi services within this area is likely to be that of a localised feeder service, as the BRT trunk route will, to a degree, duplicate the services currently servicing the study area and a strong aim of the system will be the removal of competing services and the creation of supporting services. Going forward, the use of

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TRANS P ORT

Non-motorised transport It is imperative that the infrastructure provided for pedestrians meets the minimum standards that need to be justified to accommodate the specific needs of pedestrians. Furthermore, the area where people work, live and play should be secure enough for them to walk and cycle. Non-motorised transport is a crucial part of the transport system and everyone should have access to urban opportunities and mobility with the necessary safety precautions in place.

Metro Bus The study area is currently fairly broadly serviced by the City’s existing Metro Bus service, with most suburbs having some degree of walkable access to this service. With the introduction of the Rea Vaya network, however, a process of alignment is likely in the short term, which should see the optimisation of the Metro Bus system with reference to integrating public transport with systems such as BRT.

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minibus taxis should be leveraged for this purpose and, in so doing, taxi facilities should be provided at certain strategic public transport facilities to promote intermodalism.

The road that would become known as Louis Botha Avenue predates the city of Johannesburg and its current urban context.

Sections of the road formed part of the original dirt track leading to Pretoria

1917

Minutes of a council meeting on 3 July 1917 records that the Johannesburg’s Federation of Ratepayers Association recommended that two of the principal thoroughfares in Johannesburg be renamed after General Smuts and General Botha as a token of their appreciation for services rendered to the Empire during the First World War

1938

Significant expansion of suburbs north of the ridge, away from CBD and industrial/mining land

Checks and balances The development of the optimal future area is dependent on the availability of functional infrastructure to support economic and residential users. Infrastructure enables current functions and future expansions, which makes it a prerequisite to any development.

An assessment of the current infrastructure was done to determine its current capacity and the requirement for additional capacity in line with the projected developments.

An initial investigation was carried out in order to assess the capacity and condition (where possible) of the existing bulk water, sewer and stormwater infrastructure, and identify existing backlogs. Information on the current condition, maintenance issues and recent upgrades was obtained from communication with the relevant representatives of Johannesburg Water and the Johannesburg Roads Agency.

1954

Between 1954 and 1961, the Johannesburg tram system was decommissioned.

Oxford Road and Jan Smuts Avenue compete as significant drivers of northwards suburban expansion

1976

North-eastern suburban expansion along Louis Botha overshadowed by northern expansion along Oxford Road and Jan Smuts Avenue

2013 Louis Botha’s significance as north-south connection between Alexandra and CBD is to be strengthened through its transformation into a BRT corridor. Western nodal growth (Rosebank and Sandton) and eastern growth (Linbro Park and Modderfontein) afford opportunities to strengthen east-west routes, which intersect Louis Botha

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T RA N SPO R T

Empire-Perth development

The Empire-Perth Development represents one of three strategic area frameworks that deal with the mediumterm scope of building an inclusive city.

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he Empire-Perth Development area falls mainly within Region B of the City of Johannesburg, and is located immediately to the west of the Johannesburg CBD, which serves as a regional, national, continental and international node, and is a thriving centre of trade.

The study area has traditionally been the link between the densely populated residential settlements of Alexandra in the north and Soweto on the south-western periphery of Johannesburg. In this context, the node connects two of the most significant settlements affected by apartheid in Johannesburg, linking vast population

groups with employment, education and recreational facilities situated along the node and in the CBD. Due to its strategic location, the area is also an important metropolitan link between the wider western regions of Johannesburg and the CBD, with several important metropolitan routes and rail links

1. Empire-Perth 2. Louis Botha 3. Turffontein

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TRANS P ORT Table 1 The prominent features located along the Empire-Perth Development Institutional and educational

Residential

1. The area includes two of the country’s most prominent tertiary institutions, the University of Johannesburg and WITS University.

The proximity of the various campuses contributes to the character and feel of the area, with student accommodation and communes influencing the character of several surrounding residential areas. The growing student numbers of both universities also translates into a huge demand for affordable housing and student accommodation.

1. The study area includes a wide range of residential suburbs with varying character.

2. The SABC is situated within the area and contributes greatly to the television and cinematography production industry in the area.

Prominent landmarks also include the Sentech Tower (formally Brixton Tower).

3. Major regional and academic hospitals are located within the area. Milpark Hospital, Charlotte Maxeke Academic Hos-pital and Helen Joseph Hospital are all linked via the BRT trunk route.

2. Prominent suburbs include the: • historical and higherincome suburbs of Parktown, Westcliff and Auckland Park • older residential suburbs of Mayfair West, Crosby, Vrededorp and Brixton lowerincome residential neighbourhoods of Newclare, Bosmont and Sophiatown • the suburb of Melville, with its vast array of student accommodation and popular nightlife, is situated centrally to the north of the node.

Commercial 1. The EmpirePerth node is bordered by the Johannesburg CBD to the east.

2. Various smaller commercial developments situated along the node include Campus Square.

3. The node is also linked via High Street with the Newtown Precinct, situated in the western sector of the CBD.

Open space 1. S ignificant open space within the node includes Melville Koppies and Westdene Dam and its park.

2. T he other three largest open spaces are the historical cemeteries of Braamfontein, Brixton and Newclare.

Industrial 1. The industrial area of Industria forms the western border of the node.

2. This area is served by the BRT trunk, and two Metrorail lines connecting the western suburbs (Roodepoort and Soweto) with the node and the Joburg CBD.

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T RA N SPO R T crossing the corridor and the Rea Vaya trunk route along Empire Road.

Therefore, the area is, in many ways, a connecting point for various districts and areas in Johannesburg and, functionally, can be viewed as a destination node. It is regionally very accessible via private and public transport, with bus rapid transit (BRT), Gautrain feeder services and future

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high-speed Metrorail services all servicing the study area.

The location and regional accessibility of strategic uses along the area, such as the media centre of the SABC, the tertiary education centres and its proximity to established economic and business nodes of the CBD, Rosebank, Randburg and Parktown, have resulted in the area becoming a sought-after destination, attracting a high influx of people.

Why Empire-Perth?

The study area for the Empire-Perth Development comprises of a buffer zone situated around existing Trunk Route 1B of the Rea Vaya network, and extends westwards from Empire Road in Parktown in the east to the intersection of Commando and Main Reef Road in Riverlea.

The study area also includes suburbs such as Parktown, Richmond, Auckland Park, Cottesloe, Melville, Rossmore, Westdene, Hursthill, Brixton, Crosby, Coronationville and Westbury.

This area was identified not only due to its strategic location, but also due to the potential for mixed land-use intensification, considering the demand for accommodation and access to the educational centres in the area due to the significant student population.

The implementation of Trunk Route 1B provides a link between the northern and southern parts of the city through the centrally located institutional area along Empire and Perth roads. The location of the area within the city context elevates the potential to restructure the city and bridge the development

TRANS P ORT

gap between the south and the north while creating opportunities for accommodation related to tertiary education and other economic and social institutions in the area.

Gautrain feeder The Parktown and Braampark areas, situated on the eastern boundary of the node, are served by the Parktown J1 Gautrain feeder bus service. This service links the important office and business node of Parktown, as well as Charlotte Maxeke Hospital, with Park Station. The service runs adjacent to the proposed Rea Vaya trunk route on Empire Road (between Victoria and Queens Road) and could potentially form an integral part of the local network in terms of providing a regional entry-point to the area on the eastern boundary. It is imperative to promote integration between the Rea Vaya and Gautrain services, as a large number of Gautrain users from Park Station could potentially access the numerous economic opportunities and institutional and educational facilities in the area by means of public transport.

The stations forming part of the BRT system are critical interventions in terms of realising the benefits of transitoriented development (TOD).

Minibus taxis The area is served by a number of taxi routes, all providing linkages between the western suburbs, Roodepoort and the Johannesburg CBD. The existing taxi services are envisioned to change as soon as the trunk route along Empire Road becomes operational, as the affected taxi associations will become part of the BRT operating entity. While there are no major taxi ranks within the area, the industrial area is served by numerous regional routes.

The long-term role of taxi services within this node is likely to be that of a localised feeder service, as the BRT trunk route will, to an extent, duplicate the services currently servicing the study area, and a strong aim of the system will be the removal of competing services and the creation of complementary, supporting services. Going forward, the use of minibus taxis should be leveraged for this purpose and, in so doing, taxi facilities should be provided at certain strategic public transport facilities to promote intermodalism within the node.

Rail services The Perth-Empire node is served by a number of strategic rail services, including the main line linking Johannesburg CBD with Soweto (NalediPark). Integrating public transport

services and improving linkages between rail and Rea Vaya stations is thus crucial, in order to promote a modal shift away from private transport to public transport.

Rail stations within the node are Croesus, Industria, Langlaagte, Longdale, Newclare and Westbury. Langlaagte Station handles the largest number of passengers, especially during the morning and afternoon peaks. The station is also considered both an origin and destination station, given the large number of passengers boarding and alighting during the morning and afternoon peaks. Croesus Station is second in terms of the number of passengers passing through. However, given the large number of passengers alighting during the morning peak and the large number of passengers boarding during the afternoon peak, Croesus Station is considered a destination station. Longdale Station is a close third in terms of passenger numbers and is also considered a destination station, based on its passenger numbers.

New Canada Station, in the southern part of the study area, has short-term potential to develop as a significant TOD precinct, with Prasa currently planning a substantial housing and mixed-use development within walking distance of this station.

While the focus of the Empire-Perth Development is on the transit spine defined by the Rea Vaya BRT system, it is vital that the broader connectivity of the corridor system as a whole be considered in the strategic area framework. In this regard, it is important that the key regional connections establish the links between the transit spine and key regional connectors as higher-order structuring elements.

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T RA N SPO R T

Turffontein development

The Turffontein Development represents one of three strategic area frameworks that deal with the mediumterm scope of building an inclusive city.

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T

urffontein is situated in Region F of the City of Johannesburg, immediately to the south of the CBD, and serves as a reception area for many firsttime visitors to Johannesburg. The northern portion of the site consists of a swathe of industrial land, warehousing and storage space, the remnants of the city’s historic manufacturing hub.

While industrial activity may have changed substantially in the city, the built form of these industrial areas continues to attract light industrial and warehousing functions. This industrial space is contiguous with a band of partially active mining land, some of which may be reclaimed in the near future.

This east-west mining and industrial belt separates the inner city from the lower-density residential areas such as Turffontein, Kenilworth and Rosettenville in the south. Situated to the south of the study area are the very-low-density residential

areas of Glenvista and, further south, Alberton. These areas are interspersed with agricultural activity and some significant natural resources, such as the Klipriviersberg Nature Reserve and the scenic east-west ridges/koppies.

Due to its strategic location, the area is well integrated with the surrounding urban areas. All major arterial roads originate from the CBD, and radiate out into other parts of the city. This includes the N1, N3, N12 and N17 national routes and makes the Turffontein area highly accessible from a local and regional point of view. The CBD also houses a number of key transportation nodes (railway station, bus termini and large taxi ranks) that are important to national and subSaharan movements of goods and people. The CBD is situated within 7 km from the southern boundary of the study area, while the core residential areas are located less than 4 km from the

TRANS P ORT

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Only 2 172 passengers, or 25%, board trains at the three stations in the Turffontein study area during the morning peak period, indicating the limited extent to which these stations are used

city. This proximity provides great potential and opportunities to access a wide range of economic and employment opportunities situated in the CBD and industrial belt. Based on reasonable average travel times, the Johannesburg CBD is less than 30 minutes’ cycle from almost anywhere in the study area.

Turffontein’s proximity to the inner city means that the area functions as the first point of entry into Johannesburg from southern Gauteng. This city gateway role also results in Turffontein not really functioning as a destination in itself, but rather an area experiencing large volumes of through traffic heading further north. As a result, Turffontein is not currently gaining substantial economic benefits from its strategic location.

The recreational precinct situated in and around Glenesk is potentially the only regional attractor in the area, but has been in decline for a number of years. The residential areas situated less than 4 km from the CBD can ideally house a significantly larger population and contribute to Johannesburg’s long-term ideal

result of this functional distortion. Although not performing the function, Turffontein’s location as a strategic link between traditionally poorer areas and economic opportunities in Johannesburg makes it an ideal candidate for development.

Supporting public transport to create a more sustainable city.

Currently, the population makes out less than 2% of the total population of Johannesburg – an indication of the fragmented spatial form of the metropolitan area. The fact that the average Johannesburg citizen spends 76 minutes per trip to access employment opportunities is a

The Turffontein area is served by a number of public transport services linking the area with the CBD and surrounding areas. Metrorail, Metrobus and minibus taxis operate in the area, with taxis having the largest modal share. Booysens Station is the only significant passenger rail station in the area, functioning as the main link for workers wanting to access

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ACCREDITATIONS 100% Black owned

CIDB

60% Female owned

8 MEPE 7GBPE 6 EBPE

BB-BEE certified Registered as an electrical contractor

Level 2 BEE

CONTACT DETAILS (011) 326 0350

(011) 781 3266

marketing@lumacon.co.za

1 Naaf Street, Strijdom Park Ext 2, Randburg 2194

WWW.LUMACON.CO.ZA

TRANS P ORT employment opportunities in the industrial belt.

Currently, no BRT plans are in place for the Turffontein region; however, based on the current movement patterns and densification strategies proposed as part of the development initiative, the future area could possibly be better served by a public transport feeder route providing a high-quality link between the area and the wider Johannesburg.

Rail network Passenger rail in South Africa has been in a steady decline over the past two decades due to a continued lack of investment. The current system is blighted by poor-quality service, safety concerns, poor reliability, uncompetitive journey times, overcrowding on some corridors and a general lack of integration with other modes of public transport.

The current reality is that Metrorail stations in Gauteng do not contribute positively in terms of developmental planning, with stations often avoided due to generally negative perceptions.

Prasa completed a New National and Gauteng Rail Strategic Plan in 2012 that aims to guide infrastructure investment into specific, identified corridors. In terms of rail in Gauteng, the goal is to upgrade and transform the existing rail network into highvolume corridors more suitable for transit-oriented development.

In short, the interventions will consist of: • new upgraded rolling stock (more seating and standing capacity) • new facilities at stations, including platforms, upgraded ticketing and

but provide access to these improved rail corridors situated in Johannesburg CBD and New Canada to the west of the study area. The rail upgrades will also increase the regional accessibility of the study area, as it will be accessible by various mass transit modes from anywhere in Gauteng.

Booysens Station could potentially play a more significant role in providing access to the industrial belt and Turffontein. It is imperative for this station to be connected with the industrial belt, as the current layout prevents it from functioning optimally.

Municipal buses The area is served by several Metrobus routes and, given the radial pattern of the metropolitan network, generally provides north-south linkages between southern Johannesburg and the CBD (mainly Gandhi Square and Braamfontein). Although the municipal bus network adequately serves the area in terms of coverage,

security systems, and additional tracks on certain sections to alleviate bottlenecks in the wider network • increased frequency and speed on certain sections • improving modal interchange facilities at key stations to increase catchment area.

The highest-priority nodes include the core Gauteng network linking Mabopane in Tshwane via Pretoria, Germiston, Park Station, New Canada, and Naledi/Midway in Soweto. The rail stations within Turffontein are not included in terms of these upgrades,

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T RA N SPO R T Minibus taxis

the irregular frequencies and operating times of these services limits the ability of local residents to solely depend on public transport as a means of transport to adjacent areas. In terms of the Metrobus service, however, the following should be noted: • The municipal bus fleet contains only six (1% of total fleet) special needs buses, with none of these operating on any of the routes serving this area.

• Bus stops and facilities are in a state of disrepair. The majority are in a bad condition and currently contribute to the general negative perception towards public transport in the area.

• Buses run at capacity within morning peak due to the low-frequency service.

RANDS

SENSE

The area is served by a number of taxi routes, all providing north-south linkages to the Johannesburg CBD. The major Soweto-CBD taxi routes pass through Booysens in the north-western part of the study area, towards Westgate in Johannesburg, and do not serve the wider Turffontein area. While there are no major taxi ranks within the area, several regional routes pass through the area, picking up passenger en route to their end destinations. The existing taxi operations could possibly be integrated in a revised public transport network for Turffontein.

The wider Turffontein area is not currently integrated into the existing Rea Vaya BRT system that traverses Booysens. Alternatively, the area could be directly linked to the inner city, as the initial movement-pattern analysis indicates the northward movement of residents towards the CBD, and not necessarily via Booysens Street. While the low population and densities are sufficiently serviced by minibus taxis, future high-densification strategies are dependent on a high-quality public transport service.

Future plans The current public transport infrastructure and services in Turffontein are inadequate given the City’s intent to radically transform.

The potential exists for Turffontein to be integrated into existing public transport networks in the city, and these scenarios will be included in the strategic area framework. The City of Johannesburg Strategic Integrated Transport Plan Framework (COJ SITPF) includes a public transport mode decision matrix that can guide in assessing the role of each mode of

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TRANS P ORT

transport in possible future public transport systems.

The most important criterion in choosing a mode is capacity. Modes must be able to carry the passenger volumes over the required distance.

Furthermore, from a capital and operating costs perspective, modes can be selected on the basis of least cost over the distance operated, to ensure that, over the long run, the total investment of public resources is optimised. The general rule of thumb is that minibus taxis should play a major role over shorter-distance routes, with lower volumes where good levels of accessibility are required while conventional buses and BRT should provide services along longer, mediumto high-volume corridors.

The COJ SITPF states that – from a cost-sustainability point of view, including capital costs of the fleet and infrastructure – the following vehicle types are suitable under Johannesburg conditions: • A 15- or 18-seater minibus will be the least costly for volumes less than 800 one-way passengers per day.

• The standard bus is the least costly for volumes between 800 and 20 000 oneway passengers per day.

• The articulated bus is the least costly for volumes between 20 000 and 40 000 one-way passengers per day.

While the need to connect Turffontein to the Johannesburg CBD is critical, the mode will only be determined by the volumes and, in Turffontein’s case, this will be influenced by the future housing interventions proposed in the strategic

area framework. The wider Turffontein area is not served by the SowetoCBD trunk route traversing Booysens and entering the Johannesburg CBD at Westgate Station. It is critical to connect the area to existing public transport networks: • t o link Turffontein to economic opportunities situated in the CBD • t o make Turffontein’s recreational opportunities accessible for wider region.

It is crucial to integrate land use and population densities to support the viability of a route, which is crucial in terms of transforming the role and function of this area in future.

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Vision Kopano Ya Basebetsi Ba Afrika – meaning – United Workers, “together” …

- with the vision of being focused on delivering exceptional value, quality, service and growth to our customers, employees and members.

Mission Based on experience, consistent working methods and teamwork, we are committed to provide quality and value to our customers and the community. Our aim is to contribute to improving living conditions and essential infrastructure for previously disadvantaged people thereby creating a safe environment for all.

History Kopano Ya Basebetsi Ba Afrika cc is an electrical construction company which was formed in 1994. We have been mostly involved in the implementation of electrical reticulation systems in particular specializing for the past twelve years with the installation and commissioning of Protective Structures Enclosures.

In 2013 Kopano expanded its operations and opened their manufacturing division with a licence agreement on the Protective Structures patent.

Kopano Ya Basebetsi Ba Afrika now has developed into a strong, selfsustaining, experienced manufacturing and installation company.

Social development We believe that our organization has a social responsibility to the communities in our major projects, too leave a footprint (however small) to benefit the community, children and/or the old aged.

Safeguarding the community

We specialize in: 6mm mild steel vandalized proof metering kiosks in the following sizes : 4 way, 6 way, 8 way, 9 way, 12 way, 16 way, 20 way, 24 way 6mm mild steel vandalized proof Mini sub shells cut to size 6mm mild steel low voltage distribution boxes 6mm mild steel pole mounted transformer enclosures and boxes 3 mm mild vandalized proof steel pole mounted boxes 4, 6 and 8 way 3mm mild steel pole light boxes

Our locking mechanism can be supplied with motor, solenoid or risi lock. All electronic locking systems are equipped with GPRS technology for communication from all enclosures to the control centre Opening of the enclosure with: key tags or cell phone opening or risi lock

Our electrical enclosures offer the client: Remote access control via GPRS communication Remotely monitor and control pre-payment meters Determine and report the status of the electrical enclosure every 60 seconds Protective electrical enclosures are vandal proof Monitor, restrict and control who access your electrical enclosures Eliminate illegal electrical connections and tampering with electrical equipment inside enclosures

CONTACT US:

+27 (0)11 894 1479 |

Credit control can be exercised remotely and prevent defaulters from reconnecting themselves We are more than a protective electrical enclosure manufacturer we also install, maintain, repair, monitor and control our protective electrical kiosks We manufacture according to the requirements of the client You are immediately informed of any unauthorized access or tampering

+27 (0)83 302 8848 | +27 (0)76 999 6663 kopanocon@mweb.co.za

Vodacom uses technology to help empower communities

To help address social justice in South Africa, Vodacom remains committed to the spirit of giving through education, volunteering, safety and security.

The role played by companies in the communities other areas through our corporate social investment in which they operate is being scrutinised more due activities administered by the Vodacom Foundation. to social and economic pressures that policymakers This year alone, we invested R90 million in community projects across the country, aimed at promoting face in an economy that is growing at a slow pace broader societal transformation. or contracting. Vodacom is committed to playing its role as a responsible and good corporate citizen For over 18 years, the Vodacom Foundation has and, in doing this, we are guided by the Sustainable contributed to societal development through social Development Goals, the National Development Plan investments by providing relevant communication and applicable laws. As a company in the information and technology solutions that promote and communication technology (ICT) sector, Vodacom socio-economic upliftment. strives to demonstrate the power that technology plays in transforming lives.

Given the critical role of education, we invested a greater part of the Vodacom In addition to delivering societal value through our core Foundation budget in education. business activities, Vodacom supports various initiatives and partnerships in education, entrepreneurship and

P ROFILE |

Mobile Education Programme It was Nelson Mandela who coined the phrase: “Education is the most powerful weapon which you can use to change the world.”

In keeping with this passion, Vodacom has invested over R350 million in education in partnership with the Department of Basic Education (DBE) since 2008 and has made a firm commitment to invest a further R300 million in the next five years. Most of the funds will be used in e-learning, ICT training for teachers and youth and school connectivity across the country.

Through our flagship Mobile Education Programme (mEducation), developed in partnership with the Department of Basic Education, we have provided ICT equipment and Internet connectivity to about 3 000 schools throughout South Africa. We have also equipped and connected 92 teacher training centres that offer teacher development courses, youth training on ICT and community programmes. We have trained over 100 000 teachers in the use of ICT in the classroom.

In June 2016, Vodacom partnered with South Africa’s leading career websites to launch the NXT LVL zero-rated career website. This enables job seekers to browse job sites, upload their CVs and apply for available positions, free of charge.

Vodacom e-school The frequent lack of access to learning material, such as textbooks by learners, makes excelling at school more difficult. To address this challenge, in January 2015, we launched the Vodacom e-school learning platform. Through Vodacom e-school, learners who are Vodacom subscribers are able to access curriculum-aligned content on their mobile devices for all major subjects, free of charge. We have zero-rated browsing on this portal so that learners do not get charged for Data. This helps remove one of the greatest barriers to e-learning. The site is accessible to all Vodacom subscribers.

The secure online learning platform provides access to basic education content for Grade R to Grade 12 learners, including daily lessons (consisting of notes, videos and assignments in the form of quizzes), as well as personalised progress reports. The portal has over 300 000 registered learners and can be accessed by visiting www.vodacom.co.za/e-school from a cellphone, tablet or laptop.

Free Internet access for university students The cost to communicate in South Africa has been a hot topic in recent times, given the impact of the economic slowdown on the South African consumer and global trends on the cost of Data.

In response to this, Vodacom’s pricing transformation strategy, anchored by personalised packages aimed

at giving customers greater value has, over the past three years, produced a reduction in the price of Data and voice by more than 62% and 44%, respectively.

Vodacom acknowledges that more needs to be done to enable South Africans to enjoy the social benefits of connectivity and associated costs. We remain committed to addressing Data cost transformation and building on our Siyakha platform that offers zero-rated portals for school learners and job seekers.

Having already zero-rated the charge to key basic education sites and career portals, Vodacom has taken a decision to zero-rate services to universities for students and staff who are Vodacom subscribers.

This is in a bid to help address cost challenges associated with access to education content and remote learning for institutions of higher learning.

Youth skills development A spin-off from our Mobile Education Programme initiative is our youth skills development project, which is now in its third year of funding partnership with the Independent Development Trust (IDT) and the Media Information and Communication Technologies Sector Education and Training Authority (MICT Seta). The programme aims to train young adults in basic computer skills, IT essentials, enterprise development and business skills.

The technical component of the training enables learners to apply their training in network maintenance and computer repairs that culminates in a Cisco-certified qualification. The partnership also provides stipends to the trainees. To date, 923 trainees have gained basic computer skills, IT essentials, enterprise development and business skills.

Promoting safety Providing assistance and counselling for victims of gender-based violence remains a focus for the Vodacom Foundation.

In March 2014, in partnership with the South African Department of Social Development, we established a 24-hour call centre providing counselling to victims of gender-based violence. This year, we extended its services to people with hearing impairments.

We continue to fund various non-profit organisations (NPOs) that render critical intervention in combating gender-based violence.

This 24-hour call centre for gender-based violence was named the Best Technology Innovation – Small Centre of the world at the Global Best Contact Centre Awards in Las Vegas in November 2015.

This adds to the two other highly acclaimed service awards the centre has won since its launch in March 2014 – the Innovation Award as part of the Contact Centre Management Group (CCMG) Awards and the Changing Lives Award as part of the Africom Awards.

VODACOM

The Vodacom Foundation provided financial support to the Memeza Shout Crime Prevention organisation, which specialises in providing affordable connected community safety technology, in an effort to safeguard women against gender-based violence through innovation.

The project was piloted in Diepsloot, a township in the north of Johannesburg, South Africa. A total of 600 effective, low-cost alarm systems were installed in homes across the township. The Vodacom Foundation also contributed to the purchase of 2 500 personal alarms to be distributed to women and children in and around the Diepsloot area. There has since been an encouraging reduction in crime in Diepsloot.

Volunteering For the past seven years, Vodacom has, through its annual Change the World programme, selected about 20 volunteers to work for an NPO of their choice in South Africa for a year, retaining their salary and at no cost to the volunteer or the host organisation. The volunteers have the opportunity to do something close to their hearts while imparting their skills and expertise to an NPO. Over 4 900 new young volunteers applied to participate in this year’s Vodacom Change the World programme, from which 20 volunteers were selected.

Past and present volunteers have transformed the lives of those around them through this programme and, in turn, they’ve changed their own outlook.

Vodacom remains committed to contributing towards addressing social challenges in communities within which it operates. We are proud of the impact we have had so far and look forward to a sustained partnership with government, private sector partners, non-government organisations (NGOs), our employees and our customers to achieve a measurable positive impact in years to come.

Innovator Trust Vodacom established the Innovator Trust in 2014 with the purpose of promoting investment and enterprise development. The Innovator Trust functions as an independent entity. Vodacom invested R750 million in this entity to achieve its objectives. The Innovator Trust has a tailor-made enterprise development programme for selected and established small businesses. The entity provides mentorship, networking and infrastructure support. The small businesses supported by the Innovator Trust have grown from 14 in the first year to 53. Going forward, the Innovator Trust is partnering with the Vodacom ICT Youth Academy to develop some of the Youth Academy graduates into small businesses.

Our vision for the Youth Academy is to produce innovators and business people of tomorrow, not just employees. The Innovator Trust will assist Vodacom to achieve this vision.

For more information, visit vodacom.co.za

Connecting for Good.

Vodacom Foundation CITY OF JOBURG 2017

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SM A R T C I T Y

Every smart city needs a plan The time has come for the City of Johannesburg to acknowledge that its smartness lies in the fact that the City must utilise all available data to make better decisions in order to do more with less – do it better – and do new things.

Digitised healthcare Another Smart City project includes the implementation of the Maru a Jozi app and the E-Health roll-out in clinics, to enable responsive service delivery and access to better services

More than 25% of homes worldwide will have triple-play broadband by 2016 as compared to 96 million recorded at the end of 2010

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2014

The City of Johannesburg’s Smart City Strategy and Roadmap was approved in June 2014 and gives the following formal definition of its Smart City aspiration: Johannesburg is a world-class city that makes decisions and governs through technologically enhanced engagement with its citizens who have universal access to services and information where socio-economic development and efficient service delivery are at its core

% 5 GROWTH

One of the priority areas is the promotion of economic development and attracting investment towards achieving 5% economic growth that reduces unemployment by 2021. Smart City project: the roll-out of Wi-Fi hotspots in deprived areas to bridge the digital divide

The #Hack.Jozi challenge invites entrepreneurs to submit their best digital solution ideas to improve engagement with communities and, essentially, the economy within the CoJ The City’s vision is to create a state-ofthe-art data analytical centre to help its management with better decisionmaking and to provide a 360-degree view on strategic and operational issues through effective information gathering, processing, and the efficient dissemination of intelligent information

SMART C IT Y

2021

The outcomes of a fully fledged smart city to be achieved by 2021 include: improved social development, service delivery efficiency, better decision-making, an increase in economic activity, active citizen participation and engagement, and the creation of a sustainable and liveable environment

E-learning Universal access to the internet in a number of libraries, aimed at providing residents with access to technology and electronic information for educational purposes, including e-government and e-commerce initiatives

The City integrated new and existing CCTV cameras as part of crime prevention and enhancing the JMPD’s Intelligent Operating Centre (IOC). This included enhancements to video analytics and event reporting capabilities, the high availability of intelligent law enforcement (ILE) and intelligent video analytics (IVA), the backup of ILE and IVA data, server monitoring and alerts, and additional training of JMPD staff working at the IOC

MARU A JOZI

In 2015, the number of broadband users globally stood at 3.8 billion

The City is in the process of creating a citizen BRIDGING THE DIGITAL DIVIDE platform, called Maru a Jozi, to expose residents to services delivery tools, e-learning programmes, educational campaigns, e-services, city information and the promotion of the City’s facilities. This will be a one-stop web, phone and desktop application for a range of basic digital interactions, as well as interaction with the City on the part of all residents with a particular focus on populations with low digital literacy www.maruajozi.joburg

Smart travel

art met e m S Smart metering r

s

3.8 billion

Safety first

infrastructure is being rolled out in different suburbs to enable users and customers to be active participants in energy efficiency.

The meters are aimed at assisting the City with increasing revenue recovery, reducing the impact of load-shedding by using load-limiting, increasing the reliability of the communications network to reduce meterreading failures, and increasing the communication network’s concurrent connections

The City started with the deployment of smart transport technology aimed at addressing current and envisaged future problems affecting travellers and freight users with regard to traffic flow via intelligent traffic and freeway management systems

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P R OF I L E |

DARK FIBRE AFRICA

The Internet of Things is here.

SqwidNet is the SIGFOX network operator for South Africa. It provides an ecosystem for IoT innovation and for developing and delivering IoT solutions that are enabled through: the deployment of a national, long-range network that is purpose-built for IoT access to the global SIGFOX IoT network access to low-cost and highly secure connectivity access to low-cost, low-power devices and modules.

SIGFOX is a global IoT network deployed in 36 countries across the Americas, Europe, Asia, and Australia.

The SqwidNet network roll-out started in January 2017 and now covers close to 65% of South Africa’s population. National coverage will extend to 85% of the population by the end of this year.

Logistics optimization

Cloud and Services + Platform

Factory optimization

.

Hospital optimization

Smart grid

Integrated operations centre

Smart Hospital Smart Factory Connected ambulances

Smart City Intelligent medical devices

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P ROFILE |

What is the IoT all about?

The Internet of Things (IoT) is the internetworking of physical devices, vehicles, buildings, and other items — embedded with electronics, software, sensors, actuators, and network connectivity that enable these objects to collect and exchange data.

For more information or to sign up as a SqwidNet partner, visit www.sqwidnet.com.

Home energy management Comms network optimization

Smart Highway

Automated car system

Intelligent digital signage

Connected traffic cameras

Traffic flow optimization

DARK FIBRE AFRICA

CU LT U R A L T OU RIS M

The city of

arts

Tourism is one of Jozi’s economic drivers, and includes tourist services, and transport, entertainment, restaurant and hotel development, the retail and food sectors, and port and air cargo handling development. Here’s a round-up of our top historic and cultural reasons to love Johannesburg.

40

The number of art galleries, cultural institutes and studios in Jozi

If a cultural experience is what you’re after, then Jozi is the place to be.

Alternatively, you could opt for a show at one of the city’s many theatres, or learn more about South Africans’ traditions at the cultural villages

206 000

Daily circulation figure of The Star

Home to daily newspapers, major weeklies and the national television broadcasting service, Johannesburg is a major media centre. The Star, an evening paper published seven days a week, is the major English-language daily. The Sowetan (circulation 225 000), South Africa’s top-selling daily newspaper, is targeted primarily to a black audience and is available throughout the country. The most authoritative news source is the weekly Mail & Guardian (circulation 30 000). Business Day (circulation 41 000), also published in Johannesburg, is South Africa’s major business daily

30

18 000

As part of a nationwide telecommunications expansion, licences for over 30 new radio stations were granted for Gauteng in 1995, most of them in Johannesburg

The number of students enrolled at the University of Witwatersrand each year

The University of Witwatersrand, originally founded in 1896 as the South African School of Mines, is South Africa’s largest English-speaking university, granting degrees in architecture, art, business, education, engineering, law, medicine and dentistry. The university has a staff complement of about 4 000, and enrols around 18 000 students, conferring 4 500 degrees each year. Its main campus, at Milner Park, covers 68 ha

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600

The number of parks and green spaces in Jozi

Johannesburg’s more than 600 parks and green spaces are mostly situated in suburban areas. The Braamfontein Spruit Trail – which winds for about 25 km through Johannesburg, Randburg and Sandton – links a number of municipal parks in the region, including the 100 ha Florence Bloom Bird

Sanctuary, which encompasses two dams and has special areas provided for bird watchers. The 60 ha Johannesburg Botanical Garden in Roosevelt Park includes rose and bonsai gardens, pools, and fountains. Of archaeological interest are the Sterkfontein Caves and the Kromdraai Caves near the town of Krugersdorp, west of the city. The nearby Rhino Nature Reserve has white rhino, wildebeest, hartebeest, giraffe and antelope

CULTURAL TOURISM

1 100

Seat capacity at the Civic Centre in Braamfontein

500

Mainstream musical theatre and opera is staged at the Civic Theatre in Braamfontein, which has four stages and is Jozi’s premier theatrical venue. The city’s other well-known multistage theatre complex is the Johannesburg Market Theatre, located in the former produce market. It has three stages, and is the city’s traditional home for protest theatre

Greater Johannesburg consists of over 500 suburbs fanning out, mostly northward, from the central city – over an area more than 518 km2

1889

1899 - 1902 The period of the Second Anglo-Boer War

The year the Johannesburg Public Library was founded The Johannesburg Public Library has an array of branch libraries

The South African Museum of Military History displays weapons and war memorabilia dating back to the days of the Boer Wars

1990s

1930s

Museum Africa, which dates back to the 1930s, has an outstanding section focusing on the history of Johannesburg, including displays on reconstructed shacks and homemade weapons. The museum’s other collections include geology, rock art and the Bensusan Museum of Photography

The year Nelson Mandela was born

1918

The Madiba Freedom Museum is dedicated to the life of national hero Nelson Mandela, the country’s first black and democratically elected president, who dedicated his life to the fight for freedom

The political changes of the 1990s can be seen most readily in the central city, which has become a bustling, multicultural area where thousands of street traders earn their living in the shadow of the city’s giant skyscrapers, while the languages are a blend of African and European

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P R OF I L E |

MED-E-MASS

Rolling out eHealth@Joburg to residents

Med-e-Mass, part of the Altron group and a leading developer of practice management applications for the healthcare industry, has partnered with the City of Johannesburg to improve healthcare delivery by transitioning from paper-based patient health records to an electronic health platform, creating a single body of easily accessible patient records.

E

lectronic patient records are one of the major breakthroughs in digital practice management. They bring flexibility, portability, confidentiality, security and – most importantly – rich clinical detail to the medical professional.

It enables sharing and collaboration between service providers and stakeholders, providing instant access to patient histories and records, as well as access to information including treatment protocols and a comprehensive drug database – at the touch of a button. There are many benefits directly associated with electronic patient records, namely: Clarity It has almost become a worldwide joke that doctors’ handwriting is illegible. Unfortunately, this joke comes with the serious reality that mistakes are made when issuing scripts or treating a patient with allergies.

Electronic records are precise and legible, thus substantially decreasing the chance of human error.

1

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2

Transmission Faxing patient records to other healthcare facilities and wasting time scanning in paper files are about to become relics of the past. Electronic records are simple to transmit, and provide inbuilt protection methods such as encryption to ensure maximum security for all data transmissions.

Storage One of our clients from Cape Town has had such success using electronic patient records that he sold his entire filing cabinet, clearing enough space for another examination room. Electronic records are compact and can be backed up readily to protect from damage from fire, water, coffee, etc.

Sorting One of the most frustrating things in life, no matter what your profession, is searching for a piece of paper with vital information on it. No matter how sure you were that you filed it correctly, it’s gone. Electronic records not only safely store all information captured, but the

3 4

information can be sorted any number of ways: • searching – looking for information is facilitated by the use of structured coding schema and query languages • sharing – in integrated care, electronic records can facilitate data sharing across multiple agencies and even within teams.

Continuity of care When a patient has to see a number of clinicians for care, information can get lost, held up or simply not recorded. Electronic patient records allow for continuity of care when multiple clinicians are providing care to a single patient.

5

Why go electronic?

The benefits of technology and electronic patient records in particular are endless, thus making it highly useful if implemented correctly. It is vitally important to have the right processes in place to ensure that data is captured correctly and accurately. Electronic

P ROFILE | patient records are one of those elements that can simplify the way you do business. Imagine that all patient encounters are recorded correctly and in such detail that you can spend less time extracting information and more time analysing and diagnosing.

With the eHealth@Joburg facility, an electronic health record system developed locally by Med-e-Mass and conforming to the National Department of Health’s Health Normative Standards Framework, healthcare workers will use technology to improve health delivery, reduce clinic waiting times, improve patient record-keeping and, ultimately, improve patient healthcare.

The eHealth system is an electronic patient record-keeping system that allows healthcare workers the opportunity to follow the health of patients irrespective of healthcare provider or place of residence. Additionally, the solution ensures confidentiality of patient information by requiring a healthcare

Biometric Enrolment

MED-E-MASS

Electronic health records help providers better manage care for patients and provide better healthcare by: • providing accurate, up-to-date, and complete information about patients at the point of care • enabling quick access to patient records for more coordinated and efficient care • s ecurely sharing electronic information with patients and other clinicians •h elping providers more effectively diagnose patients, reduce medical errors and provide safer care • i mproving patient and provider interaction and communication, as well as healthcare convenience •e nabling safer, more reliable prescribing •h elping promote legible, complete documentation •e nhancing the privacy and security of patient data •h elping providers improve productivity and efficiency • r educing costs through minimised paperwork, improved safety, reduced duplication of testing and improved health.

worker to use biometric verification to access sensitive aspects of a patient’s record. Patients are also verified by biometrics to ensure that the correct patient is being treated. Furthermore, it enhances accuracy of all critical data, issues warning alerts for any information that is being recorded and also shows outstanding laboratory results.

The eHealth system is available through secure web-based transacting and ensures that a single medical record is used by a variety of healthcare workers, appropriate medical testing is conducted without duplication, advised interventions occur, and enhanced medical decisionmaking about treatment and cure is enabled. The system is designed to ensure that no matter which of the installed

clinics a patient goes to, healthcare workers will be able to access patient records, making it easier to improve turnaround times, services, record keeping and the overall patient experience.

Improved access Primary care is a vital cog in the provision of healthcare to the people of South Africa and improving how services are offered is crucial to improving outcomes. Electronic health records and the ability to exchange health information electronically will enable higher quality and safer care for patients. Research has shown that the use of an electronic patient record system can lead to an average saving of one hour per doctor per day, leaving healthcare practitioners with more time to spend attending to their patients.

0860 98 00 98 | www.medemass.com

Patient Search

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W ATE R & S AN ITATIO N

Demand versus supply Johannesburg’s water is provided through a network of 11 896 km of water pipes.

During the 2015/16 financial year, an average of 1.6 billion litres of drinking-quality water was distributed to households within the city every single day. Here’s how the City of Johannesburg keeps its water wheel turning.

500 samples

outh Africa has been experiencing the worst drought in 100 years. Since the 1990s, the country has lost a third of its farms due to water scarcity. As a result, farmers have had to turn to a high-tech solution to help them cope with dwindling water supplies and harsher environments. The implementation of programmes such as the Pressure Management and Soweto Infrastructure Upgrade and Renewal Project efforts by the City of Johannesburg – as well as mains replacement projects to reduce the water demand – is having a positive impact.

The overall impact is also becoming more visible in that the water demand did not increase year-on-year in 2015/16;

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a 2.4% water demand increase has been the average in the past. It is anticipated that the impact should become more evident in the next three years, when Johannesburg Water is implementing its revised water demand management strategy.

1.4 million The number of households (Census 2011) that Johannesburg Water provides water and sanitation services to within the city

88 reservoirs Water in Johannesburg is provided through a network of 11 896 km of water pipes, 88 water reservoirs and 34 water towers

308.95 ℓ In the context of the recent severe drought, household water consumption per capita per day was 308.95 ℓ against a target of 308 ℓ. It has reduced from 320.12 ℓ. This is, however, against a national average of 274 ℓ per capita per day, and an international average of 173 ℓ per capita per day

The quality of Johannesburg’s water is ensured by daily sampling and testing at the four accredited laboratories, which account for over 500 samples per month. The percentage compliance with the water quality standard (SANS 241) on E. coli was 99.8% against a target of 99%. This positive achievement will enable the City of Johannesburg to retain its Blue Drop status

846 Mℓ Sewage is collected through a total network of 11 786 km of sewer pipes and treated at six wastewater treatment plants situated around the city. During the 2015/16 financial year, an average of 864 million litres (Mℓ) of sewage was treated at the six plants per day. The treated effluent was then discharged back into the river system in compliance with Department of Water and Sanitation standards, as contained in the licence agreements

194 960 m3 As part of the wastewater process, sludge that needs to be disposed of within the required guidelines is produced.

Sludge is transported on a daily basis to contracted farmers, who use it as fertiliser. During the 2015/16 financial year, Johannesburg Water transported 194 960 m3 of sludge to farms. This is a 14% reduction compared to the previous year, indicating an increased volume of

WATER WATER && SANITA SANITTAION T ION Table 1 The minimum service standards in terms of water and sanitation Core service

Service standard

Burst water pipes

Response within 1 hour and repair within 12 hours of logged call

Restoration of sewer system post overflow

Response within 1 hour of logged call (repair thereof: 12 hours)

Compliance with SANS 241 water standards

100% compliance, uninterrupted (Blue Drop score: ˃98%)

Water meter readings

98% to 100% correctly read meters monthly

New water connections

Installation within 7 days and 100% functional and correctly read within 24 hours of installation

Clearance/repair of sewer blockages

Within 24 hours of logged call

Call centre billing queries

Acknowledgment within 24 hours and resolution within 3 days of logged call

Reduction in water losses

˃10% reduction: Quarterly (target ˂36.8% non-revenue water losses)

Service interruptions

Communication sent to citizens: Planned – 7 days before interruption; Unplanned: immediately

dried sludge being transported, which is more cost-effective than transporting wet sludge

55 000 VIPs The water and sewer network infrastructure is operated and maintained, daily, by teams based in 10 networks depots and four electromechanical depots. About 38 058 water pipes and 57 362 meter and connection failures were dealt with by these teams. During the same period, 54 269 sewer blockages were cleared. Johannesburg Water also provides on-site water and sanitation services to households residing in informal settlements. These services include the dislodging of VIP toilets, the provision and servicing of chemical toilets, and the transporting of drinking water.

During 2015/16, over 55 000 ventilated improved pit (VIP) toilets were dislodged, 4 985 chemical toilets provided and serviced on average twice a week, and 100 Mℓ of water transported to stationary tanks in informal settlements

Did you know?

• The number of bursts experienced per 100 km was 319.01, against a target of 259, while sewer blockages experienced per 100 km was 461.87, against a target of 469.

• The response rate to water bursts restored within 48 hours of notification was 84.29%, against a target of 95%, and for sewer blockages cleared within 24 hours of notification 93.46%, against a target of 96%. Although the failure rate of water infrastructure increased during the year, the response times improved.

• Continued efforts were put into reducing the number of bursts (minor and major) outstanding for longer than seven days. Positive improvement was evident in that the number of outstanding works longer than seven days decreased by 34% year-on-year, which is a positive continuation to CI5252 - SANITECH My City Advert (105X148.5mm).pdf 1 40% reduction.

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As part of its commitment to improving services, the City measures its responsiveness to service failures. Key indicators include:

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GOOD TO KNOW In order to improve on achievement of its standards, the following measures have been put in place: • Response times on water bursts will improve, since minimum standards of at least three major bursts and three other water-related jobs per team per day are being implemented. Water teams are doing 3.97 jobs per day on average, which is a 25% improvement in productivity • The accelerated rate of water infrastructure renewal will also contribute positively to the response times • Minimum standards of at least five sewer blockages per team per day are being implemented. Sewer teams are doing 3.85 jobs per day on average, which is a 27% improvement in productivity • Improved achievement is also expected going forward, due to the increased capital investment, especially in the renewal of old sewer infrastructure • Continued education campaigns being done, dealing with the incorrect use of sewer infrastructure, will also have a positive impact on reducing the failure rate

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10

Manufacturers, designers, exporters and distributors of quality water management systems

LEADERS IN WATER MANAGEMENT SYSTEMS

Global pioneers in the design, development and production of advanced engineering plastic products for the water and other specialised polymer engineering products since 1980.

Testing and quality procedures All products are tested to the most stringent requirements. Because of previous system failures in the field, due to poor installation and or supervision, we fully assemble and test all our valve boxes, meter boxes and above-ground meter box assemblies up to 24 bar for three minutes.

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About us Davis & Deale Irrigation have been in the technology of developing, manufacturing, marketing and exporting of water-related innovative products since 1980.

Mr Davis has many past and current patents held in water-related and other polymer products.

www.davisanddeale.co.za

Contact Details

Physical Address

Postal Address

Office: +27 (0)11 827 2460 Fax: 086 619 0799 E-mail: tarynne@convertek.co.za

6-8 Coert Steynberg Street Van Eck Park Ext2 Brakpan

PO Box 5070 Delmenville, 1403 South Africa

P ROFILE |

DAVIS & DEALE

A leader in water management systems

Davis & Deale Irrigation is a manufacturer, designer, exporter and distributor of quality water management systems that has been a leader in the industry for almost 40 years. Additionally, the company has gone above and beyond to set up an education trust for its employees to support learning and skills development.

D

avis & Deale, a certified Level 2 BBBEE supplier, specialises in the development of specialised components, fittings, packaging, boxes, valves and more for water-related industries.

Davis & Deale set the international benchmark by replacing brass-bodied water meters, meter boxes, valves and fittings with engineering polymers that are now commonly used in potable water systems locally and internationally. It’s high standards and rigorous testing (all fittings being tested at 24 bar for three full minutes) laid bare the inadequacies of sub-par Asian imports and inferior local products.

Failures of a local prepaid product, through quality and development issues, cost a major metro’s taxpayers well in excess of R150 million. Major irregularities in the tender process as well as functional problems have led to litigation, which is ongoing.

Spearheading the company is founding partner and avid entrepreneur Bevan Davis, who has held, and continues to hold, numerous patents in waterrelated and other polymer products.

Always at the fore of the industry, the company was one of the pioneers in the design, development and production of precise micro-irrigation sprayers and other water-related developments, such as pool cleaners and water meters, which have been successfully sold internationally. Davis & Deale strives

to work as closely as possible with its local and international clients, as well as water authorities, ensuring that client requirements are understood and guaranteeing the delivery of costeffective, quality-engineered and fit-forpurpose solutions.

Supplying SA Davis & Deale products are in use in most major and smaller municipalities in South Africa and the company has established a positive working relationship with a number of clients, including the City of Johannesburg. The Above Ground Box used by Johannesburg and other cities for 15 years was patented and developed in-house at Davis & Deale.

The concept design, rapid prototyping, tooling, production assembly and testing are all done under one roof. Quality and functionality remain with one company, which remains responsible for the total packaged product – offering an advantage to customers. Furthermore, the company has expanded its facilities to a new R20 million factory in Ekurhuleni, to cope with business growth and new product development.

The company remains committed to operating in a fully transparent, professional manner and following the good governance principles demanded for government tenders.

Among the many feathers in the company’s cap, the dynamic Davis & Deale team has won international design and product awards for innovative

polymer products and world firsts in new polymer technology applications.

Polymers require an energy input of up to 80% lower than brass and offer significant longevity, making them ideal for such systems. They are not appealing targets for thieves and do not corrode.

The company’s products are designed, tooled and produced in-house in conjunction with its material suppliers, following extensive research, to ensure that the most effective engineering polymers are used for each application.

Driving skills development Davis & Deale also set up an education trust with responsible trustees to support learning and skills development. This trust is exclusively used to assist Davis & Deale employees or their immediate families to further enhance their skills. Years ago, the company took a major social responsibility policy decision to employ unskilled, previously disadvantaged women from an informal settlement and train them in the assembly and testing of its products. These ladies seized this opportunity and, today, some of the original women work in management roles. They have become proud home and vehicle owners, and are now in a position to offer their families a brighter future.

Davis & Deale is not only a pioneer and captain of industry in the manufacture of high-tech polymer water management products, but has been a respected and pivotal company in the local and export water industry for more than 37 years.

CITY OF JOBURG 2017

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HUMAN DEVELOPMENT

GEARING UP FOR A

people-centric city

Over the last decade, Johannesburg has done considerably well in terms of human development – the holistic process that enhances human abilities and enlarges people’s freedom and opportunities – with an 8% increase.

T

he improvement of human development involves the enhancement of the population’s well-being in terms of health, education, human capital and safety – in other words, providing them with human security. It also involves the expansion and inclusive implementation of social assistance programmes to provide a level of basic income security, particularly for those communities without access to economic opportunities.

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Spatial development Spatial inequality remains a defining characteristic of the settlement pattern of Johannesburg. The location and concentration of jobs does not match that of where people live. Townships are some of the most deprived areas in the city, with little land-use diversity (mainly residential), and located far from areas of economic opportunity. There are also two major spatial discontinuities in the city’s structure that present significant areas of opportunity: the mining belt,

which has become a symbol of north/ south segregation, and the vacant tracts of undeveloped land in the north-east of the city (Glen Austin/Austin View and Modderfontein) with the potential to improve connections between the City of Johannesburg and its eastern neighbour, Ekurhuleni.

The private sector, through car-oriented developments, has further aggravated spatial segregation. Continuing to meet development demand in this manner not only exacerbates existing socio-economic

HUMAN DE VE LOP M E NT disparities and spatial inequality, but also places significant pressure on the natural environment and increases the cost of infrastructure provision.

The City’s Spatial Development Framework (SDF) thus seeks to address five major issues in Johannesburg’s spatial and social landscape: • i ncreasing pressure on the natural environment and green infrastructure • urban sprawl and fragmentation • s patial inequalities and the jobhousing mismatch • exclusion and disconnection emanating from: - high-potential underused areas - securitisation and gated developments, and disconnected street networks (high cul-de-sac ratios and low intersection densities) - inefficient

residential densities and land-use diversity.

A polycentric city The spatial transformation vision of the SDF 2040 seeks to create a spatially just city based on a compact, polycentric growth model. The model is based on an exercise testing three development scenarios, each hypothesising the growth of Johannesburg from 4.3 million to 7 million people by 2040.

The first model tested describes a sprawled scenario with dispersed growth.

The second describes a linear development scenario where future development occurs along an expansive public transport network, linking marginalised areas of the city, through vast development corridors, to the inner city.

The third scenario is a compact, polycentric model, which concentrates growth around transformation areas and key urban and transit-oriented development nodes.

The compact, polycentric city model performed significantly better than the other two in terms of economic, environmental and social indicators.

Therefore, the spatial vision of the SDF 2040 is a compact, polycentric city.

Here, the inner city would form the strong urban core linked by efficient public transport to dense, mixed-use (residential and commercial) subcentres situated within a protected and integrated natural environment.

Minister of Human Settlements Lindiwe Sisulu has recommitted R188 million

1 2 3

to the City of Johannesburg for the development of housing in the inner city. This amount is in addition to the R136.5 million the City has already committed to housing developments in the inner city for the 2017/18 financial year.

City of Johannesburg Executive Mayor Cllr Herman Mashaba said the economic revival of the inner city is a priority, and key to creating an inclusive and prosperous city for all residents. Mashaba said the City faces a serious housing challenge, with a 300 000 unit backlog, and he has repetitively stressed the need for provincial and national government’s support to ensure that this problem is progressively addressed. “It is important to understand that housing remains a national and provincial competency in terms of the Constitution, and the City of Johannesburg is reliant on grants from national and provincial government in order to build houses for our people,” he said. “I am happy that the interests of our residents are being prioritised, even at provincial and national level. We will now focus on the revision of our housing plan to make the necessary provision for this additional funding.”

CoJ model The City of Johannesburg presently displays the inverse of a polycentric urban model, with separated land uses and people living far from work opportunities.

The metropolitan core does not perform as the strong, structuring centre it should be. High-density residential areas (townships) are separated from urban economic centres and movement structures of the City. This pattern of development results in high social, economic and environmental costs.

To facilitate the spatial transformation needed in the City, the SDF 2040 endorses the following intertwined concepts of the new image of Johannesburg: • Compact city – combining density, diversity, proximity and accessibility, reducing distances, travel times and costs, bringing jobs and social amenities to single-use, marginalised residential areas, reducing energy consumption and infrastructure costs.

• Inclusive city – ensuring balanced service provision (hard and soft) and opportunities for all by diversifying land

1 million The approximate number of people living in informal settlements in Johannesburg today. By 2021, the City will explicitly advance the development of housing in designated growth centres by ensuring acceptable modes of creating sustainable human settlements and uplifting welllocated informal settlements

uses, promoting social mixing and bridging social, spatial and economic barriers.

• Connected city – enhancing public transit and information and communications technology (ICT) infrastructure at provincial and urban scales to reconnect the city, starting from the transit-oriented development CITY OF JOBURG 2017

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HUMAN DEVELOPMENT

R8.3 billion corridors to street- and neighbourhoodlevel connectivity.

• Resilient city – building a metropolitan open space system as a protection buffer, preserving valuable green infrastructure and areas of high agricultural potential, promoting sustainable energy use, reinforcing the urban development boundary and protecting biodiversity resources.

• Generative city – focusing investment in transformation areas and nodes towards: achieving positive social, economic and environmental returns on investment; spurring economic growth and job creation; enhancing public space; and promoting sustainability (social, environmental and economic).

Zoning areas The transformation zone includes areas where investment is prioritised for future urban intensification and growth, as they have the capacity to trigger positive effects on a metropolitan scale. These will be supported as focal points for growth in

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The amount earmarked for informal settlements and deprivation areas over the City’s Medium-Term Expenditure Framework

the City through extended development rights (in terms of density and landuse mix) and through significant infrastructure investment. Nodes should develop into compact, walkable, liveable, mixed-use and mixed-income areas.

Industrial nodes will be a focus of future job creation and diversification.

A consolidation zone does not fall within a transformation zone and is viewed as a focus of urban consolidation, infrastructure maintenance, controlled growth, urban management, and structural positioning for medium- to longer-term growth. The focus of the strategy is to create liveable lower- to medium-density suburban areas that are well connected to areas of higher intensity through transit infrastructure, without the need for additional investment in service infrastructure.

The policy intent in these zones would be to ensure existing and future development proposals are aligned as far as possible with the broader intent of the SDF, specifically in terms of consolidating

and diversifying development around existing activity nodes and public transport infrastructure. Many of the city’s marginalised areas, including informal settlements, fall outside of the transformation zone. This does not mean that they will not receive infrastructure investment. In these areas, efficient, affordable public transport that connects to economic centres must be introduced in the short term and mixed land uses must be strategically included in the medium to long term, to drive economic development and job creation.

The infrastructure investment in informal settlements and marginalised areas focuses mainly on housing, bulk water, sewer and electricity infrastructure, as well as the upgrading of gravel roads and improvement of the road network.

A total of R9.8 billion is earmarked for the transformation and integration zone.

The inner city and Soweto Corridor will receive R1.1 billion and R1.5 billion over the Medium-Term Expenditure Framework, respectively.

SE R V I C E DEL IV ERY |

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CITY POWER

SE RVIC E DE LIVE SUSTAINA RY | CITYBIPOWER LITY

Making smart choices

Transportation and domestic fuel burning are the largest sources of air pollutants in Johannesburg, with contributions from industrial and commercial activities, open fires and dust. Poor air quality has been a serious problem over the last few years, but plans are in place to ensure ambient air quality standards.

J

ohannesburg is possibly compromised by its relatively poor air quality, particularly in relation to exposure to airborne particulates, SO2, CO2, lead and, recently, manganese. However, no epidemiological study has determined the health impacts thereof on the city’s population.

It is known that poor respiratory

health in South Africa, such as acute lower respiratory infections among children, is prevalent in households using domestic fuels, compared to households using electricity.

The City aims to ensure an air quality that is in compliance with ambient air quality standards, which can be referred to as clean air, by 2040. The ambient air standards are set to guarantee air quality

Table 1 City programmes in response to the key drivers Key drivers

City’s programmes

Impact on natural environment

• Biodiversity conservation • Open space planning

Environmental pollution

• Water resource management • Air quality management • Waste management

Natural resource consumption

• Water demand-side management • Energy diversification

Carbon emissions

• Climate change management

50% Cities account for half of the global population and 75% of people will live in cities by 2050. Cities are responsible for two-thirds of global energy consumption and 70% of GHG emissions, making them key to tackling climate change

CITY OF JOBURG 2017

75

SU ST A I N A B I L I TY that is not harmful to the health and well-being of people. The City will implement different mechanisms and programmes to improve the quality of air to a level that is acceptable, informed by continued air quality monitoring, research, regulation of sources and compliance monitoring. In this endeavour, the City will work cooperatively with all stakeholders to efficiently and effectively manage air quality and has, over the last five years, actively engaged with its stakeholders through awareness campaigns, meetings and regulatory licensing processes.

The City will further look at other relevant and targeted interventions to deal with the prominent challenge of domestic emissions.

Water resource management The state of all the rivers in the Klip and Jukskei catchments is poor. Pollution sources include run-offs from roads, urban areas and informal settlements adjacent to rivers, as well as from untreated discharges from various wastewater treatment works. Higher suspended solids occur during times of floods.

Microbial contamination from the wastewater discharges coupled with the absence of adequate sanitation services due to ever-increasing population demands pose a high risk to human health. Litter and solid waste dumping also reduce water quality and habitat integrity in many of the rivers. The desired outcome is to improve the quality of the city’s rivers through active monitoring and engagement with the relevant stakeholders that contribute to the pollution of the rivers. Despite significant progress in reducing pollution loads from municipal and industrial point sources, through the installation of appropriate wastewater treatment plants, improvements in freshwater quality are not always easy to discern.

Pollution loads from diffuse agricultural sources or informal settlements are another issue in the city, as they contribute to the poor surface quality.

The City is addressing the state of its rivers through the adoption of water management units overseeing

12

Number (out of 41) of threatened plant species recorded in Gauteng

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CITY OF JOBURG 2017

SUSTAINA BI L I T Y the rehabilitation efforts of water courses in each of the identified water management units in both catchments.

There are 18 water management units across the Klip and Jukskei catchments.

This new approach commenced during the 2014/15 financial year and has seen the benefit of the Bruma Lake rehabilitation, which relates to one of the 18 water management units. It is the intention to undertake rehabilitation work in all 18 water management units. The rehabilitation is based on an integrated approach addressing water quality, bank stability and erosion problems, and aquatic biodiversity components and adopting

principles of water-sensitive urban design and green infrastructure where possible.

Biodiversity conservation

8

Number of vulnerable bird species (and four near threatened species) that are particularly reliant on the Gauteng region. Seven of these bird species are found in Johannesburg

Johannesburg contains a disproportionately high percentage of rare and threatened species and ecosystems, compared with the rest of South Africa. This is a consequence of the combination of its topographic and geological diversity, resulting in a variety of habitats.

The overall objective for the City, in relation to biodiversity, is to enhance human development and well-being through the sustainable use of biological

Table 1 Five-year (medium-term) milestones towards environmental sustainability Focus areas

Milestones

Outcomes

Climate change

• Reduce tonnes of CO2 from various green projects • Scenario mapping and vulnerability assessment for adaptation measures

Reduced impacts of climate change

Energy diversification

• Reduce CO2 emissions from the supply of electrical energy Diversified energy mix, demand• Adopt possible tariffs for alternative sources to enable market to side management respond to supply • Framework for electrification of informal settlements

Integrated waste management

• Implement alternative waste treatment technologies • Generate alternative energy from waste • Manage illegal dumping

Air quality

• Review and implement by-law Acceptable levels of air quality • Compliance monitoring of industries (emission levels) • Strategies for mining, domestic, industrial and vehicle emissions

Water demand management

• Water conservation measures in targeted areas • Rainwater harvesting • Groundwater use

Water resource management (water quality)

• Secure (to protect) identified natural assets Improved and protected • Undertake required rehabilitation work to ensure natural assets water courses are functioning “properly” – (fit for use) – capital funding • Quantify requirements for maintenance/long-term care

Biodiversity Natural assets must be recognised as part of the green conservation and open infrastructure for the city and inform SDF level space management

• Reduced waste to landfill • Increased recycling initiatives

Water conservation demand reduction/alternative sources

• Alien and invasive species controlled • Proclamation of critical biodiversity areas • Functional ecosystem CITY CITY OF OF JOBURG JOBURG 2017 2017

77 77

Providing

clean water and

sanitation services to

Johannesburg Johannesburg Water is a municipal entity, wholly owned by the City of Johannesburg Metropolitan Municipality as a sole shareholder to provide water and sanitation services .

The entity supplies 1,574 Ml/day of potable drinking water, procured from Rand Water, through a distribution network of 12,581 km, 116 operational reservoirs, water towers and 35 water pump stations. The spent wastewater is then collected and reticulated via a wastewater network and treats 973 Ml/day of sewage at its six wastewater treatment works of which two of its biogas-to energy plants which convert methane gas to energy are located.

We are determined to deliver a sustainable, affordable and cost effective service. In the last financial year (2015/16) our response to water bursts improved from 81% in 2014/15 to 84.29%. We have also managed to reduce water consumption in Johannesburg from 320 litres per person per day to 309 litres through our water demand strategy. We invite you to be an active partner in protecting our precious pipe network and assets. Report any form of vandalism and theft of water infrastructure to 0800 00 25 87.

City of Johannesburg Johannesburg Water (SOC) Ltd 17 Harrison Street Marshalltown Johannesburg

PO Box 61542 South Africa 2107

Tel +27 (0) 11 688 1400 www.johannesburgwater.co.za 24 Hour Water Hotline 011 375 5555 / 0860 - JOBURG or 0860 562 874 JW SMS Line : 082 653 2143 email: customer@jwater.co.za Providing Water. Providing Life

@jhbwater

Johannesburg Water

SUSTAINA BI L I T Y

resources and equitable sharing. To achieve its biodiversity conservation objectives, the City developed a draft Bioregional Plan in 2011.

This is a map of biodiversity priority areas with accompanying landuse planning and decision-making guidelines. The City’s draft Bioregional Plan classifies biodiversity priority areas into two main categories, namely: critical biodiversity areas (CBAs) and ecological support areas. CBAs are areas that are required to meet biodiversity targets for species, ecosystems or ecological processes. Such areas need to be kept in a natural or near-natural state, with no further loss of habitat or species.

The City endeavours to continuously establish new protected areas in its CBAs and feasibility studies will be conducted for this purpose. These interventions allow for the protection of threatened species and ecosystems together with the related goods and service. The Protected Areas Act (No. 57 of 2003) requires that proclaimed areas are managed in terms of norms and standards translated into Ecological Management Plans.

Invasive species monitoring, control and eradication are ongoing interventions, which contribute towards maintaining the ecological integrity of the City’s biodiversity asset and creating green jobs.

Climate change Johannesburg has high levels of human-induced greenhouse gas (GHG) emissions. These come from activities in transport, energy and industrial processes, to mention a few. South Africa is the second largest emitter of CO2 on the continent, after Libya. This is due to our predominantly coal-based energy production methods. Joburg is among the largest GHG emitters in South Africa, from a mitigation point of view. The main sources of GHG emissions include sectors such as industry and commerce, transport, local authorities, and households. The

larger part of the emissions relate to the consumption of electricity. On a national scale, South Africa’s energy sector is critical to the economy, contributing about 15% to the country’s GDP. In order to reduce their emissions, cities need to be able to track them and understand the impact their policies and programmes have on them.

The City’s GDS 2040 envisions a city that is resilient, sustainable and liveable.

The GDS further commits to climate change mitigation and to adaptation, and further identifies climate change as a cross-sectoral imperative. This commitment is substantiated in the City’s Energy and Climate Change Strategy & Action Plan (ECCSAP). The purpose of the ECCSAP was to initiate an aggressive agenda for the City to play its part in averting catastrophic climate conditions.

The city’s emissions are a direct correlation of urban planning and spatial form. Without a reform in patterns of development, linked to transport-oriented development and densification, the emissions (and energy consumption) will possibly continue to rise. The increase in transport emissions highlights the importance of initiatives such as the Ecomobility Festival that is encouraging behavioural changes and modal shifts, particularly towards public transport in dense areas like Sandton. The trend in emissions and energy observed between 2007 and 2014 is mirrored in other cities in South Africa and, while projects by the City have made a difference, it is the general behaviour of residents and commercial/

3 Number of threatened and special-concern mammal species, and threatened invertebrate species industrial users that will determine the overall trend into the future. The City has an influential role to play in encouraging and enabling shifts in these sectors.

The following are City priorities in terms of climate action: • measurement, tracking, and reporting of GHG emissions • mobilisation towards the reduction of GHG emissions in response to the Paris agreement • mainstreaming of climate change issues in the City’s IDP and sector plans • enhancement of energy efficiency and the use of alternative energy sources, such as renewable options • implementation of initiatives that will contribute to the green economy • adaptation to the impacts of climate change in the city; this will include: - flood risk and stormwater management - disaster risk reduction - elevated levels of public awareness and response • stakeholder engagement with internal and external parties • education and awareness.

CITY CITY OF OF JOBURG JOBURG 2017 2017

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ONGA ONGA ENERGY EFFICIENCY AND MANAGEMENT (PTY) LTD The first SANAS Accredited M&V Inspection Body in South Africa Onga Energy Efficiency and Management (Pty) Ltd is a private company established by Onga CEO Prof. Xiaohua Xia in 2008. “Onga” is an African word meaning “save”, and Onga Energy means to save energy. Onga board members are a group of passionate individuals who have dreams to create a bright future with a clean and green planet by energy efficiency and management. These individuals also have high educational profiles, strong capacity, and exceptional expertise to plan and realise the dream. Onga starts her business with the focus of energy audit, energy efficiency (EE) planning, and measurement and verification (M&V) of energy savings. These three business areas together with the actual energy efficiency installation form a full supply chain of energy efficiency projects. Onga services help to develop broad energy activity plans in terms of project boundaries, technologies, energy savings potential, payback period, and budget planning, etc. The purpose is to help our clients to apply for funding to implement and monitor the whole process of energy conservation projects and programmes.

We Save Energy and Quantify Energy Savings Energy audit Energy baseline modelling Energy efficiency planning Energy optimization

M&V of energy savings Building energy performance certificate M&V for 12L and 12I Tax Incentives

Onga’s client and project list SERIAL NO.

ONGA CLIENT

ONGA PROJECTS

1

Department of Public Works

• Independent post-retrofit M&V of Thaba Tshwane Defense Complex • Independent post-retrofit M&V in Government Buildings at Cape Town Region

2

City Power Johannesburg (SOC) Ltd

• Building energy efficiency, energy audit, energy efficiency planning and proposal, and M&V of energy savings at City Power depots, City of Johannesburg public buildings, and City Parks.

3

Exxaro Resources Limited & National Business Initiative

• EE specification design • Toolkit development for conveyor belt energy efficiency • Preferred M&V supplier for 12L Tax Incentive projects

4

Greater Tzaneen Municipality

• Municipal M&V: Tzaneen Municipality EE Lighting Project

5

Mercedes Benz South Africa

• 12L M&V: Benz F11 lighting and compressor

6

Standard Bank of South Africa Limited

• 12L M&V: 5 Simmonds Street Floor Lighting Project

7

Columbus Stainless (Pty) Ltd

• Columbus AP2 Furnace Exhaust Fan VSD • 12L Columbus Stainless Fan System • Preferred M&V supplier for 12L M&V projects

8

Assmang Ltd

• 12L M&V: Assmang Cato Ridge Ventilation VSD

9

Mpact Paper (Pty) Ltd

• 12L M&V: Piet Retief Production Line Optimisation • 12L M&V: Springs Production Line Optimisation

Head Office: Physical Address: 7 The Oval, Boardwalk Manor Estate, Faerie Glen, Pretoria

Website: www.onga.co.za

Postal Address: PostNet Suite #89, Private Bag X20009, Garsfontein 0042

Contact: Tel: +27 (12) 9911 868 Mobile: +27 (71) 3679 787 Email: info@onga.co.za

Service request: http://onga.co.za/188-2/

P ROFILE |

JDA

GAPP Architects & Urban Designers

Soweto’s time is now

J

The Johannesburg Development Agency plays a key role in the implementation of the City’s Growth and Development Strategy. An important growth project is the Jabulani Transit Oriented Development, which will offer a variety of residential, social and recreational facilities.

abulani precinct, a mere concept just a few years ago, is fast becoming a reality. The latest initiative being undertaken by the Johannesburg Development Agency (JDA) includes the creation of a transit-oriented development (TOD), which will further unlock the Jabulani node into a viable central business district.

The brief To transform the Jabulani node: • Make it a TOD project • Offer a variety of residential, social and recreational facilities • Do this in accordance with the already established Urban Design Framework.

Challenge versus intention Jabulani has attracted development and increased commercial and housing development in particular.

However, it has not managed to unlock the next series of development to become a major node in Soweto.

Aditionally, design methods that create identity, define edges and respond to the TOD guidelines shall be further examined and proposed to produce a safe, attractive,

liveable environment that encourages owners to upgrade their buildings, promotes improved social cohesion, and attracts further investment and upgrading in the area.

The next set of developments entails the development of Bolani Road into a major arterial route that will support the increased traffic flow into the new business district, the construction of a community sports and recreation centre, and the improvement of the public environment around Nhlanzane Metrorail Station. The anticipated completion time for these projects is late 2018.

“The main objective behind these developments is to create a safe, attractive, liveable environment that encourages owners to upgrade their buildings, while improving social cohesion and attracting further investment and upgrading in the area,” says Christo Botes, acting CEO of the JDA. It is hoped that the planned developments will attract further investments from private investors.

The envisaged developments will supplement those that have already taken place so far. These include Jabulani Views (new residential apartments), Jabulani Mall, the acclaimed Soweto Theatre, and a 300-bed hospital, all of which are conveniently located next to the main BRT route running through Soweto and connecting with Johannesburg’s CBD. City of Johannesburg Johannesburg Development Agency No 3 Helen Joseph Street The Bus Factory Newtown Johannesburg, 2000

PO Box 61877 Marshalltown 2107

Tel +27(0) 11 688 7851 (O) Fax +27(0) 11 688 7899/63 E-mail: info@jda.org.za www.jda.org.za www.joburg.org.za

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REIMAGINING WITS, REVITALISING BRAAM

Urban walkways

Bringing people and activity to the campus periphery

There is a new energy emerging in Braamfontein – affectionately known as Braam – sparked by vibrant young people who are rejuvenating public and private spaces to create trendy hubs throughout the district.

Wits is leading the way in transforming Braamfontein into a young, vibrant precinct notable for its tech-savvy and innovative community. Together with its partners in government, business and industry, Wits officially launched the Tshimologong Digital Innovation Precinct in Braam last September. Setswana for “new beginnings”, Tshimologong is Johannesburg’s newest high-tech address, where the incubation of start-ups, the commercialisation of research, and the development of high-level digital skills for students, working professionals and unemployed youth take place.

“Our aim is to transform Braam into a vibrant, cosmopolitan academic neighbourhood that attracts Africa’s best young minds as well as talented scholars, and to create an environment in which talented people can excel, both within and beyond the classroom,” says Professor Adam Habib, Vice-Chancellor and Principal of the University of the Witwatersrand.

“Wits’ location in the economic heartland of the continent, its close access to networks, influencers, partners and resources, provides the cultural capital that young people require to give them a head start in life.”

Wits is determining how it can break down the barriers that exist between the University and its location in Braam and Parktown. “Just as many universities worldwide have played a pivotal role in the revitalisation of their surrounding areas, so too does Wits want to do the same in Braamfontein,” adds Habib. “The reformation of Braam into a trendy, attractive, safe, inviting precinct is a key strategic priority for the University for the next five years, as we work towards our centennial anniversary.”

Wits’ urban renewal strategies include: • Partnering with investors and developers to revitalise the ‘fringe areas’ of the University, including renovating or establishing new gateways on Jorissen Street, Jan Smuts Avenue and Solomon Mahlangu House. This includes reimagining new spaces for retail, restaurants, music clubs, bookshops, and other offerings attractive to the Wits and Braam community.

• Supporting the development of the Tshimologong Digital Innovation Precinct, Wits’ tech hub, including the R700 million IBM research lab.

• Creating a safer, more attractive precinct in partnership with the City of Joburg and the Johannesburg Development Agency, including assisting with lighting, security and the general upliftment of Braam.

• Working with the Gauteng Provincial Government, private developers and entrepreneurs to develop more quality, affordable student accommodation.

“Initiatives need to take cognisance of the socio-economic dynamics of Braam and inner city complexities, and ensure entrepreneurial opportunities align to university objectives,” says Habib.

The Urban Design Guidelines make explicit the notion of providing space and place for people to congregate and socialise at retail outlets and other activity nodes. Sight lines, street furniture, CCTV security systems and design of these spaces are important from both an operating and management perspective.

The University is part of Joburg’s cultural arc that spans Constitutional Hill, via the Nelson Mandela Bridge, to Newtown. Wits is an anchor in this cultural precinct as it is home to the Wits Art Museum, the Origins Centre, the Wits Theatre Complex, the Planetarium and a host of other museums and cultural amenities.

“We are at the cusp of a new lifecycle for Braam. There is a vibrant energy – a new flow of ideas coupled with hightech creativity, an entrepreneurial spirit and unmatched enthusiasm that will see Braam emerge as a trendy neighbourhood that will serve as a nexus, a hub, for developing creative solutions to the problems of the 21st Century,” says Habib. “We are at the forefront of change.

Watch this space!”

Wits and Braamfontein Reimagined

Wits University has initiated the urban revitalisation of the Braamfontein Precinct under the auspices of a Reimagining the Wits Property Project – one where we create a surrounding environment attractive to top achieving students and leading academics, and in turn establish a metropolitan and cosmopolitan academic neighbourhood which constitutes the centre of an urban knowledge economy.

Taking cognisance of the wider socio economic dynamics in and around Braamfontein, the University plans to bring people and activity to the campus periphery by way of creating welcoming, well managed, effective and iconic entry points into the University while breaking up monolithic street edges by including different retail typologies.

Taking Braamfontein back – the Wits facts

 Wits has 37 000 Students and 4 500 Staff  Is number 1 in South Africa as a whole in Shanghai Rankings, ranked in the top 2 of SA universities in QS ranking  Owns 400Ha of property in Braamfontein and Parktown valued at R8 Billion  Manages some 665 buildings across its campuses  Residences in Johannesburg house 6 150 students  Has 14 museums spread across its campuses  One hundred businesses to be incubated at Tshimologong in 2018  Over 20 000 visitors to the Wits Art Museum annually  Over 50 000 Planetarium visitors annually  Is one of the initiatiors of the Walkable Braamfontein project which will see Juta Street transformed into a 2Ha linear park  There are 9 new pedestrian gateways incorporating retail, information hubs and leisure space planned for completion by 2019

Research, Excellence, Transformation For more information: Yael Horowitz E yael.horowitz@wits.ac.za

SPOT THE QUEST CANDIDATE

W

ith over four decades of experience in the recruitment industry, we’ve had time to perfectly

sharpen our workforce solution methodologies. Putting it bluntly, we have over 150 000 profiled candidates at our fingertips, a proud history of crafting industry firsts, as well as local and international best practice recognition.

With the use of Artificial Intelligence and digital innovation, we match “Right Fit” candidates to roles, and have all the tools necessary to select only the finest talent available, in order to meet your unique workforce needs. To find out how we can add value to your business, visit us at www.quest.co.za.

Bulk Permanent Placement Solutions | Contact Centre Solutions Field Service Marketing | Outsourced HRO and BPO Solutions Recruitment Process Outsourcing (RPO) | Specialised Workforce Projects

Follow us on www.quest.co.za

P ROFILE |

QUEST

Bulk up with Quest

FU

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CI

RC

LE

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meet the specified response times and enable clients to retain their recruits – a key Quest undertaking when customising bulk sourcing solutions for our clients.

Dynamic solutions

B

ulk recruitment, especially in the business process outsourcing (BPO) sector, is probably the most complex form of recruitment today and one of Quest’s core competencies. Our dedicated Talent Recruitment Acquisition Centres across South Africa are equipped to turn around a scalable solution at the press of a button. An expert in the BPO sector, Quest is the first company to have set up a specialised contact centre staffing solution, positively impacting the lives of clients and candidates through its mission of ‘Enabling business through talent’.

Gauteng Premier David Makhura stated his intentions to position Gauteng and South Africa as the next flagship and significant competitor on the global BPO stage. His office’s commitment to position Johannesburg as our country’s BPO destination of choice means that service providers need an intricate understanding of both the domestic and international clientele’s businesses, cultures and objectives. The premier’s vision will compel service providers to attract the right talent,

CLIENTS WILL ENJOY THE FOLLOWING BENEFITS: • reduced admin-related stresses • variable workforce, due to the nature of outsourcing • increased capacity and capability to upscale and access specialised skills, as needed • on-demand access to professionals and experts, thereby enhancing competitiveness and speed of response to changing market demands • flexibility to maintain a core group of full-time employees and with contract and temporary workers • lower costs and system-wide savings • opportunity to increase organisational capability through knowledge transfer • measurable results with SLA- and KPI-driven metrics and outcomes • timely turnaround times • increased productivity • access to our in-depth knowledge of employment trends, law changes and recruitment best practices • savings on advertising spend by leveraging on ours.

At Quest, we are well suited to fill a variety of positions on a scalable basis, from junior to executive, across all salary brackets and within a diverse set of industries. Whether large or small contact centres, engineering or clerical, temporary or permanent, Quest has access to top professionals. In addition, we can access a central database available to us as part of the Adcorp Group of companies. Our client-centric approach means we operate as a strategic outsourcing partner, providing reliable and dedicated service solutions that dynamically respond to your organisation’s needs.

As a Full Circle Staffing Solutions Company (FCS² ™) with over 40 years of experience and expertise, Quest is a South African leader in customised staffing solutions, boasting a comprehensive service offering in the industry. Specialising in the recruitment and management of whitecollar staff, our service offering includes: bulk recruitment solutions, BPO, field marketing, human resource outsourcing, recruitment process outsourcing, and staff optimisation solutions.

To bulk up your staff and your bottom line with Quest Bulk Recruitment Solutions, visit www.quest.co.za

CITY OF JOBURG 2017

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H E AL T H & S AFETY

PREVENTION IS BETTER than cure Ensuring access to healthcare and a safe environment for all are significant challenges for municipalities, but here’s what the City of Johannesburg is doing to change the face of its primary healthcare system and maintain public spaces.

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CITY OF JOBURG 2017

he state of South Africa’s public healthcare sector leaves much to be desired. Hospitals and clinics are overcrowded, understaffed, and some are in dire need of financial resources.

However, we can’t ignore the progress our country has made since embracing a democratic government in 1994. Since then, more than 1 300 clinics have been built or upgraded, while free healthcare has been introduced for children under the age of six, and for pregnant or breastfeeding mothers – a basic right previously denied.

Many tertiary and other hospitals have also been completed in recent years. In 2007 alone, 29 high-tech hospitals were under construction all around South Africa.

The renewal of hospital stock focused initially on renovation and maintenance, but has progressed to major rebuilding under the Hospital Revitalisation Programme. In terms of the Department of Health’s overall investment in this scheme, the total investment was about R5.4 billion by the end of the 2007/08 financial year. The programme received respective allotments of R2.8 billion in 2008/09, R3.1 billion in 2009/10, and R3.6 billion in 2010/11.

As part of its commitment to pro-poor development, the City of Johannesburg (CoJ) is working to change the face of the primary healthcare system by making it more accessible. Following the successful implementation of a pilot project at the Princess Clinic in October 2016 to extend clinic hours, the City has embarked on a process to introduce comprehensive health and social services at all clinics in the near future.

Through this project, the City will aim to ensure that the poor and most vulnerable are able to access quality, basic healthcare and that all residents have equal opportunities to lead healthier lives.

The pilot project proved greatly successful. From November 2016

HE ALTH & SA F E T Y

40:80

Although the state contributes about 40% of all expenditure on health, the public health sector is under pressure to deliver services to about 80% of the population

3 000

The number of residents who are now able to access primary healthcare in Joburg’s Region C catchment area, thanks to extended clinic hours

through to February 2017, a total of 10 791 patients visited the Princess Clinic in Roodepoort, situated on Johannesburg’s West Rand. As a reflection on the need for the extended clinic operating hours, approximately 2 822 (26.2%) patients out of the total were seen during the extended hours. This means that nearly 3 000 residents in the catchment area were able to access basic healthcare services, which they were previously unable to access.

Effective from 1 April 2017, the City will be rolling out extended operating hours at five additional clinics, similar to the model piloted at Princess Clinic. In addition, more staff have also been employed to ensure that the clinic is well capacitated during all its operating hours.

1

It will create a single longitudinal medical record (one person, one health record).

It will improve clinical management of patients’ medical conditions, since their complete medical record is always available.

It will improve the accuracy of diagnosis and prevent the duplication of medical tests.

It will reduce patient waiting times since their health records can be accessed through the biometric system; the loss of patient files is also eliminated.

It will allow for effective integration of public and private healthcare providers, thus proactively positioning the CoJ for National Health Insurance implementation.

2 3 4 5

Electronic record system The integrated Electronic Health Record Solution will assist the Department of Health to follow and track the health of people over time, irrespective of a place of residence or source of funding for the healthcare, as well as the healthcare provider. The system, once fully deployed, will improve primary healthcare delivery across the CoJ as follows: CITY OF JOBURG 2017

87

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HE ALTH & SA F E T Y Build safe communities In recognition of the high rate of crime in the CoJ, and the fact that many residents do not feel safe in their communities, the City has plans to build caring, safe and secure communities. This is further captured under the mayoral priority to create a sense of security through improved public safety. This will require innovative thinking when fulfilling the City’s law enforcement mandate. Cities do not have the policing powers or associated resources needed to ensure law and order, which is a significant hurdle for the CoJ when it comes to tackling crime and promoting safe environments. However, a reinvented, honest and motivated Johannesburg Metro Police Department (JMPD) will be a key part of building a caring, safe and secure city for all. This integrated development plan also prioritises holistic development strategies, which promotes risk-avoidance behaviours and attitudes. Key initiatives in health, for example, can go a significant way towards decreasing drug-related crime and safety risks.

Further to this, and in conjunction with other departments and entities, the City must also maintain safe environments by curbing illegal dumping and preventing environmentally unsafe practices that can negatively impact on the wellness of residents. Appropriate by-laws and regulations, as well as service delivery that keeps environments safe and clean, are other key interventions that create a caring and safe city.

Increased law enforcement According to the most recent crime statistics, reported contact crimes such as sexual assault, murder and common robbery increased by 3.3% throughout the province of Gauteng. The impact of crime is even more concerning in communities where factors such as

unemployment and substance abuse often fuel crime levels. Noting that policing is a national competency largely implemented through the SAPS, the CoJ believes it is essential for local government to act within its powers to address crime so as to create safe and connected communities, improve residents’ quality of life and foster an environment where economic opportunities can be realised for all.

While the number of reported contact crimes increased, crimes detected as a result of action undertaken by the SAPS, including drug-trafficking and illegal firearm possession, decreased by 8.4% – raising concerns around the efficacy of current public policing within the province. This makes it imperative that the City does what it can to assist the SAPS in making our communities

safer. The City is committed to fostering strategic partnerships with, and between, its communities, law enforcement agencies, spheres of government and safety partners in realising a safer and more peaceful city.

To achieve a safe Johannesburg, the City has identified the following key priority areas for public safety: • ensuring the JMPD is adequately resourced to meet Johannesburg’s policing challenges through the recruitment of 1 500 additional members • empowering the JMPD with the resources to conduct more law enforcement operations, such as drug sweeps and roadblocks • expanding the capacity of the JMPD’s K9 Narcotics and Tactical Unit with additional dogs and officers; the unit will also be capacitated with high-calibre firearms and highperformance vehicles • launching mobile station commands across each region of Johannesburg – these mobile station commands will operate in communities and allow for better visible policing and improvements to response times and accessibility • promoting the adherence to City by-laws and traffic regulation, together with reducing drug-tracking in communities through increased visible policing • capacitating municipal courts to deal more effectively and efficiently with cases related to municipal by-law infringements, infringements of other legislation administered by the City, and traffic offences.

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PRO F I L E |

JOHANNESBURG EXPO CENTRE

More than meets the eye

The Johannesburg Expo Centre is much more than just another venue.

Africa’s largest exhibition, conferencing and events venue is home to world-renowned events including the Rand Show, Automechanika and Ultra South Africa. And there’s a lot more to the JEC than meets the eye…

T

he Johannesburg Expo Centre (JEC) once again scooped top honours at the PMR.africa Awards, in August 2017 with the coveted Diamond Arrow Award for Excellence for Event and Exhibition Venues.

The JEC is one of the largest purposebuilt exhibition, conferencing and events venues in Southern Africa today. With a proud legacy that spans over three decades, the JEC’s leadership team are among the biggest ambassadors of the local exhibitions, conferences and events industry in Africa.

“The JEC is doing its part to make a positive impact on the global exhibitions,

conferences and events industry,” says Craig Newman, JEC CEO. “We are delighted to receive this award that demonstrates to the international market that we have all the necessary expertise and facilities here in South Africa to host globally acclaimed events for our international stakeholders,” he says.

The JEC has also been one of the leading venues contributing towards the remarkable growth and development of South Africa’s exhibitions, conferences, and events industry, earning a formidable reputation as a world-class facility that offers exhibitors, visitors and delegates a first-rate experience.

The JEC’s multipurpose and versatile facilities The clubhouse Having just undergone a complete revamp, this impressive function room provides the perfect setting for corporate dinners and events, with the capacity to seat up to 200 people. Thanks to an excellent restaurant, the clubhouse can be used for intimate events, cocktail functions, press and media launches, and – with private access to the venue – it serves as a VIP area during concerts and events.

Conference rooms Smaller upmarket conference facilities include the Black Eagle and Bateleur Conference Centres, which provide up to 4 000 m² of space for important business meetings, while individual gates and entrances for each hall provide ease of access for event build-up and breakdown.

Guests can also enjoy access to 20 000 parking bays, 24-hour security, and five-star catering facilities.

Lake The JEC also has its very own fire pool. The lake is a biodiverse environment that contains fish and other species, and has been used extensively as an exhibition area for boats and other structures. During

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CITY OF JOBURG 2017

the Rand Show, the lake is used as a staging area and there are plans in place to offer it as an additional film set.

4x4 track Another exciting feature at the JEC is the 4x4 demonstration track. Aside from its use during the Rand Show by various exhibitors, the 4x4 track is a favorite for corporate team-building events.

Mini golf course Practice your swing at the Expo Centre’s mini golf course, which comprises three greens played as a nine-hole mashie course. The shortest hole is 60 m in length, while the longest is 125 m. It’s perfect for team building!

Shuttle services The JEC is also proud to have introduced a private shuttle service for clients, their exhibitors and visitors. Having partnered with Eco Shuttle Services, transport and transfer requests to and from the venue to hotels, functions and airports can be booked at each client’s convenience.

P ROFILE |

JOHANNESBURG EXPO CENTRE

BRING YOUR BRAND TO

LIFE AT SOUTHERN AFRICA’S LARGEST FULLY-CONTAINED What JEC clients have to say…

EXHIBITION, “ThankOVER you to the Expo Centre for providing the perfect venue to host our CONFERENCE inaugural Machine Tools Africa Briefing – itOVER was a great success.

Just like any 50 other 000M2 event, there were some last-minute changes and we were well 100 000M2 AND EVENTS accommodated by the centre’s team. OurOUTDOOR exhibitors were pleased with the venue, INDOOR its accessibility as well as the ample parkingSPACE space available. We have a long-standing VENUE relationship forward.”

SPACEwith the JEC and look forward to maintaining this going Lebogang Motswaledi, marketing assistant, Machine Tools Africa Briefing

CONTEMPORARY CONFERENCE FACILITIES REGISTERED “We wish to thank the Johannesburg “To all the management and staff members at the 24-HOUR HELICOPTER Expo Centre for providing such an Johannesburg Expo Centre: thank you for turning a sad SECURITY LANDING exceptional venue for our exhibition. event into a memorable experience. The memorial service of WeSITE really appreciate all the hard the late Nick Durandt was held on 5 May 2017 and we were work and effort that was undertaken blown away by the staff, organisers and venue, which were to make this expo such a success; all of international standards, if not better! The knowledge, your cooperation was highly noted. experience, dedication and were 30passion MIN TO ALLplain to see. There 5-STAR All venue logistics ran smoothly and is no better destination INTERNATIONAL for events, and the highly qualified CATERING we look forward to the opportunity to 20and 000 team members who assistedAIRPORTS us were professional CLOSE exhibit at the venue again in 2018.” outstanding.

There Expo SECURE EASE OFis no doubt that the Johannesburg PROXIMITY Beauty Maereka, head: Admin, The Dino Centre is the leader in the marketplace.” Mark Groenewald, PARKING ACCESS TO HOTELS Expo Team national president of the Crusaders BAYS Contact Details:

Expo Centre, Cnr Rand Show and Nasrec roads, Nasrec, 2000, Johannesburg

CITY OF JOBURG 2017

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CTK Industrial Projects was established in 15th July 2006. The company is a fully black-owned and black-empowered company that is committed to the expansion and upliftment of all communities in South Africa. The founding member, Chabane Trevor Koole, is a young and innovative entrepreneur from the banking sector.

CTK’S EXPERTISE IN FACILITIES MANAGEMENT • Repairs and Maintenance • Improvements • Site Management Plan • Security Services • Pest Control

• Waste Management • Risk Management • Financial Management • Support Services • Emergency Maintenance • Administration • Staffing

dudu@ctk1.co.za trevor@ctk1.co.za

• Standards and Guarantees • Occupational Health and Safety • Energy Saving

+27 (0)11 942 1163 +27 (0)76 481 9269

No 510 Coral Street Alveda Extension Kibler Park | 2091

SOLID W A ST E

The cleaner side of town The residents of Johannesburg enjoy relatively high levels of services provision, with 95% of households having access to piped water, flushing toilets and electricity.

While all these factors make for a well-run city, a clean city speaks volumes.

Pikitup Johannesburg (SOC) Ltd

2021–2040

The state-owned company responsible for keeping the City of Johannesburg clean and preserving an attractive and hygienic environment for residents and visitors

In addressing its waste management challenges, the City has developed an Integrated Waste Management Policy and Plan (IWMPP), which sets clear goals and targets to divert waste from landfill disposal by 93% by 2040, and 30% by 2021

1.8 million tonnes The amount of garbage that the City of Johannesburg collects every year, which translates into approximately 0.5 kg per person per day. This figure is increasing on a yearly basis and is projected to reach 2 million tonnes by 2022

No.1 challenge Volumes of waste generation ˃ landfill space

100%

The IWMPP also set goals and targets for 100% eradication of illegal dumping of waste and 100% compliance to waste legislation and by-laws by all waste management activities by 2040

Taking action Among others, the following initiatives will be implemented to achieve the City’s IWMPP goals: • the roll-out of separation at source throughout the city • development of waste management infrastructure supportive of waste minimisation and recycling • development of alternative technologies for treatment and disposal of certain waste streams

Go big The Bulk Commercial Unit is responsible for the collection and disposal of bulk (skips) and dailies (putrescible) waste from commercial customers who are billed according to circulated tariffs. The bulk commercial service is provided

by Pikitup in competition with other private waste management companies within the city

Separation @ Source The City of Johannesburg is making a concerted effort to reduce waste to landfill through service delivery programmes such as Separation @ Source. Private and informal recycling initiatives are also contributing factors to the decrease of refuse collected by Pikitup

• fostering partnerships with the formal and informal waste industry sector • implementation of programmes and projects to reduce greenhouse gas emissions that come as a result of waste management activities CITY OF JOBURG 2017

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SOLID W A ST E

Did you know?

166%

Over the course of the 2015/16 financial year, Pikitup diverted a combined total of 83 028 t of builders’ rubble from landfill, which is 166% of the annual diversion target of 50 000 t

Putrescible waste is solid waste that contains organic matter capable of being decomposed by microorganisms and of such a character and proportion as to cause obnoxious odours and potentially attract or provide food for birds or animals

The preservation factor The City of Johannesburg also has to deal with environmental concerns and resource availability in its approach to service delivery.

Problems associated with the scarcity of water and the availability of landfill space, for example, must be factored in to a long-term sustainable service delivery strategy to ensure that resources are protected for future generations

831 352 The City’s weekly waste collection service is provided to over 800 000 formal houses, with Pikitup mandated to ensure domestic waste is collected and disposed of in an efficient and effective manner. This includes waste management in informal settlements and hostels, as well as the clearing of illegal dumping to ensure a healthy and safe environment

LANDFILL VS GEOGRAPHICAL LOCATION Landfill

Geographical area Years left

Marie Louise

West

5

Ennerdale

South

11

Robinson Deep

Central

6

Goudkoppies

South

11

50 099 t Green waste diversion continues to improve as a result of the entrenched partnership with private sector.

Overall green waste has increased substantially from 35 148 t to 50 099 t

5

Illegal dumping spots were converted into five food gardens, which is in line with the target for the year.

In Ivory Park, two garden sites have been developed and prepped accordingly. The beneficiaries working at these sites were trained in partnership with the Department of Social Development and the Gauteng Department of Agriculture & Rural Development (GDARD). Social Development contributed seeds, while Pikitup contributed working tools and will provide a fence to secure the garden. Going forward, this project will be implemented by the Community Development Department, with Pikitup providing assistance in clearing illegal dumping from the identified sites

City’s milestones Implement alternative waste treatment technologies Generate alternative energy from waste Manage illegal dumping

=

Reduced waste to landfill

+

Increased recycling initiatives

MINIMUM SERVICE STANDARDS IN TERMS OF WASTE Core service

Service standard

Collection of domestic waste

98% to 100% collection and removal within seven days

General business waste collection

98% to 100% collection and removal: daily

Putrescible business waste collection

98% to 100% collection and removal: daily

Collection of illegal dumping waste

Within two days of logged call

Removal of animal carcass

Within six hours of logged call

Delivery of skip bin

Within 24 hours of logged call

Collection of refuse bags on the curbside 98% to 100% collection and removal: daily Replacement of lost refuse bin

Delivery of new bin: within seven days. Collection: immediately

Medical waste collection

Within five days of logged call and 100% compliance with relevant protocols/legislation

City cleanliness level

Level 1 Photometric system compliance CITY OF JOBURG 2017

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I NDE X TO A DV ERTIS E RS

AfriCost Engineering

45

Kopano Construction

50

Amasondo Fleet Services

42

LumaCon

46

AMCE

8

Medaco Revenue Solutions

23

Bigen Africa

24

Med-e-Mass

60

Boffin & Fundi

48

Medupi Lehong Incorporated

13

Crebus

68

Moodie & Rober tson

96

CTK Industrial Projects

92

Onga

80

Dainah and Joyce Business Enterprises

21

Quest

84

Dark Fibre Africa

56

Resultant Finance

14

Davis & Deale

64

SA Post Office

IBC

Denga Incorporated

18

Sanitech

62

Development Bank of Southern Africa

28

SMEC

32

Expo Centre

IFC & 90

SNA Civil & Structural Engineers

31

iX engineers

36

TPO Consulting

4

JDA

81

University of Johannesburg

22

Johannesburg Water

78

University of the Witwatersrand

82

Kansai Plascon

69

Vodacom

52

Kemach JCB

26

Vumatel

OBC

96

CITY OF JOBURG 2017

ATTORNEYS, NOTARIES & CONVEYANCERS

In Touch With A Changing South Africa Moodie & Robertson provides sound advice and quality representation with a personal touch. Clients are guaranteed the special attention of a partner of the firm who, in turn, is supported by a professional team of attorneys and dedicated paralegal staff. While Moodie & Robertson offers a legal service to clients in general, it has throughout its history focused on and specialised in Local Government Law for a period of more than ninety five years.

Litigation and dispute resolution | public law (local government) property law and conveyancing | corporate asset recoveries and debt collection employment and labour law | sports law | family law 0(11) 807 6046 Contact Partner: S. Dewberry Tuscany IV, Tuscany Office Park 6 Coombe Place Rivonia

info@moodierobertson.co.za

www.moodieandrobertson.co.za

0(11) 628 8600 Contact Partner: D. Arthur 12th Floor, East Wing, Libridge Building 25 Ameshoff Street Braamfontein

We deliver

Countrywide!

Counter to Door

Collected from Post Office counter, delivered to door.

Counter to Counter

Collected and delivered to Post Office counter.

Door to Counter

Collected from sender’s door and delivered to Post Office counter.

Counter to P.O. Box or Private Bag

Sent from Post Office counter to a nominated P.O. Box or Private Bag.

These services are only available between major centres and subject to flight availability.

Tel: 0860 023 133 T’s & C’s apply www.speedservices.co.za

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