HOUSING COMPANY TSHWANE

THE TOWNLANDS SOCIAL HOUSING PROJECT IN MARABASTAD IS LAUNCHED

Municipal Focus talked to CEO, Ms. Obakeng Nyundu about the road she and the HCT have travelled.

Like all other major cities in South Africa, the City of Tshwane suffered the challenge of limited available land for further development as a legacy of segregated planning under apartheid. This meant that in the new dispensation there was no land available to address immediate challenges of housing for low-income citizens and economic migrants.

The Housing Company of Tshwane (HCT) began a process of addressing this challenge, and in this regard the Townlands Social Housing Project in Marabastad was built, providing better and affordable housing in the area that would enable low-income earners to access places of work, economically and with ease.

The City of Tshwane, as the former seat of the apartheid government, practiced the worst form of land segregation and relegated the majority of its former citizens to living in squalor or out in the hinterlands. The advent of democracy promised better life and economic opportunities, so an influx of economic migrants flooded the city, resulting in urgent demand for accommodation.

The Housing Company Tshwane (HCT) was formed to address this unjust legacy of apartheid spatial planning, and under the stewardship of Ms.

Obakeng Nyundu, the HCT recently launched what has been hailed as “the biggest social housing project in South Africa”.

MF: The mandate of HCT is to deliver social/affordable housing to Tshwane citizens, what is your vision alongside this mandate?

When I first joined the entity, the mandate only focused on the development of Social Housing. Through experience, one realised that there are different needs for different people in the rental housing market. In 2023 the mandate was expanded to accommodate other rental tenure options.

The vision is to create an entity that has a trajectory where one enters as a student in the student accommodation portfolio, once qualified and has entered the young profes-sional space would move into the social housing market and as they grow in their career become homeowners through the First home finance programme. Now that the mandate has been approved to accommodate different types of affordable rental tenure options, the strategy is to ensure that it comes alive by developing mixed use developments and making sure that there is opportunity for all the rental tenure options available.

Furthermore, the entity should contribute to addressing urbanisation, the historical inequalities by bringing back the previously disadvantaged to the inner city and urban areas, providing affordable, decent housing and services that promote social equity, and ensuring sustainable and resilient communities where people can live, work and pray. >

MF: When the Townlands Housing Project was launched, it was lauded as the 'largest social housing project in the country', what was the thinking behind its placement in Marabastad?

The Social Housing Models has been a pivotal tool in contributing towards the urban restructuring and urban renewal programme through urban integration and impacting positively on the urban economy. The project is located in the western part of Pretoria’s Inner City and part of the West Capital Precinct Development Programme. It is located close to government departments, other places of work, shops, social amenities and public transport.

Marabastad has always been perceived as a place where sub-standard counterfeit products are traded, this perception did little justice to this valuable piece of real estate with rich history of forced removals. The Group Areas Act of 1950 was a cornerstone of apartheid policy, mandating the segregation of different racial groups into designated areas. This act led to the forced removal of many non-white communities from areas designated as “white-only”. Before the forced removals, Marabastad was a vibrant, multi-racial community with a diverse population of black Africans, Indians, coloureds, and a smaller number of whites, it was known for its cultural diversity and economic activity.

It is against this backdrop, that the location was strategic for developing a social housing project that will upon completion, address such brutal injustices of the past and return people to the place they once called home. The project is highly accessible due to its location along two mobility spines viz. Es’kia Mphahlele/Cowie Street (north‐south linkage) and Struben Street/Johannes Ramokhoase (east‐west linkage).

The Belle Ombre Plaza and transport hub is located approximately 500 meters north of the development. Belle Ombre transport hub (Railway station, bus depot and taxi rank) serves as the northern gateway into the City and provide linkages to areas such as Mabopane, Soshanguve and Garankuwa. The hub caters for long distance bus and taxi commuters and the Metrorail connects with the Tshwane Ring Rail network which links with the eastern areas.

MF: This project was done during a tumultuous coalition government period in the Tshwane Metro, did that affect the project?

Yes, the tumultuous coalition government period in the Tshwane Metro did affect the project. Political instability often brings challenges such as shifts in policy priorities, changes in leadership, delays in decision-making processes, and disruptions in funding allocations and competing priorities. For HCT, these political dynamics likely created an uncertain environment, complicating the execution of the social housing development project hence the delay in the development.

MF: How did you navigate your way around this?

Navigating through the challenges posed by the coalition government required strategic planning and adaptive management. HCT was able to effectively manage the complexities of operating in a politically unstable environment, by demonstrating competence in the sector, ensuring the successful development of affordable rental in the City of Tshwane. The focus remained on the long-term vision of demonstrating that affordable rental is the new solution to addressing the housing backlog, addressing

historical inequalities, accommodating urbanization, promoting social equity, and ensuring sustainable and resilient communities.

MF: The construction of this huge project obviously created many job opportunities, did women play a part of this process, and if so, what?

The project is inclusive in its nature, from the head of department in the City of Tshwane to which the entity reports to is a woman, From 2016 to date the entity has been spearheaded by a woman CEO’s, the development manager for the entity is a woman, responsible for the managing the development programme of entity, the lead company for the Townlands project is owned by a woman, architects all the way to the construction team were dominated by women. The project has created sustainable job opportunities for over 400 people over a period of four years. There were 45 women sub-contractors with the following trades: glazing, electrical, plumbing, tiling, painting, and plastering.

MF: Who are the beneficiaries of the Townlands Housing Project, and what are the requirements to qualify for the housing?

The Townlands Social Housing project targets individuals whose household gross income is between R1850 to R22000, they can be employed or self-employed. The applicants have to be South African Citizen over the age of 18 and should have a good credit record.

MF: Can you talk about the problems the Townlands Social Housing Project is trying to address?

Firstly, the project was to address Urbanisation. Marabastad has a history of forced removals, the project is relocating or rather creating homes for individuals of all genders and races back to the inner city, closer to the economic hub.

Secondly, by creating homes closer to economic opportunities and working environment which contributes to a healthy family life as people get opportunity to spend more time with their family than traveling to-from work. For example, Sophia is selling food in the inner-city and would need to leave Hammanskraal at 4am to catch a train to town to arrive at 6am and start preparing for breakfast and lunch. Departs the inner-city after work between 6-6:30 pm only to arrive at 8-9pm. Sophia leaves home the kids are sleeping and comes back the kids are sleeping. She does not get the opportunity to prepare them for school, assist them with homework nor prepare supper for her family as she has to work to provide for them. Living closer to work enables her to get to work at a reasonable time and return well in time to spend time with her loved ones.

The project is trying to address the scarcity of decent housing in the city for people in the low-middle income bracket. A person who earns R1850 could not afford to stay in a decent housing in the city and afford the other basic necessities as rental was expensive. Now a single mother, for example, earning a minimum income of R2000 can only pay R625 towards housing and will be able to spend most of her income on other necessities.

Last but not least, the project is contributing to urban renewal/ rejuvenation. Marabastad is known for its sub-standard counterfeits and that deemed the area to be sub-standard. Building a multi-million, high quality, high density gave new energy and revitalized the area, giving it a modern look and putting some spark into the area.

MF: Are there any specific steps taken by HCT to ensure the correct beneficiaries are assisted, considering the huge demand for housing?

The entity developed a vigorous but yet transparent application and vetting process that ensures that we approve only eligible beneficiaries. HCT has also invested in systems that assist in the verting process that can verify a person’s true identity and credit profile. Once an applicant is successful training and support is offered and allocation is made on a first come serve basis.

MF: What features does the Townlands Social Housing Project have that makes it a conducive space to stay in? How many people can Townlands house? Can you also describe the features of the housing units? i.e. size, number of bedrooms, etc.

Townlands Social Housing boasts of the following which includes mixeduses such as retail, social amenities and housing that can serve as an example for urban innovation. In terms of community-use space/ facilities the project has the following:

• Administration offices

• Children’s play area

• Outdoor gym

• Sport fields

• Hot water central heating system

• Beautiful landscaping with braai areas

• Bicycle track

• Tuck shops

• A biometric access control system

• CCTV cameras

• Central DSTV

There are 1,2 & 3-bedroom units ranging from 38m2 to 52m2, with built-in kitchenet, lounge area and a bathroom. The project can accommodate 1200 families with a minimum of 3600 occupants.

MF: Besides the expected limited resources versus huge needs conundrum, what challenges does HCT face?

Our people are financially indebted, which has created an unhealthy credit profile. The demand for accommodation in Townlands was enormous while the uptake/allocation is very slow due to unaffordability and bad credit record.

This raises a concern on the future pipeline as well as the indication is that as much as there is a high demand on taking up affordable rental, the prospects of success to meet that demand is also very low because of the bad credit record and affordability.

As part of the drive to educate people about social housing, it’s important to also educate them about keeping a healthy credit record and reducing unnecessary accounts. This is a very big risk to the programme.

MF: What has been the biggest lesson you have learned in the development of Townlands?

The biggest lesson learned in the development of the Townlands Project is the critical importance of comprehensive and proactive planning, particularly in addressing bureaucratic and regulatory challenges, securing stable funding, and ensuring effective stakeholder engagement. Overall, the biggest lesson from the Townlands project underscores the necessity of a holistic and integrated approach to housing development that prioritises comprehensive planning, financial stability, stakeholder engagement, and adaptive management. By incorporating these elements, future projects can better navigate complexities and achieve their objectives more effectively.

MF: With the huge need for housing for the marginalized and disadvantaged in Gauteng, are there any other social housing projects in the pipeline for the City of Tshwane?

Yes, with the significant need for housing for marginalized and disadvantaged populations in Gauteng, the City of Tshwane has several land parcels earmarked for affordable rental

projects. There are engagements with other spheres of government in forging partnerships to develop more mixeduse developments and other rental tenure options. Amongst others, below are some projects in the short-medium term pipeline for social housing:

• Chantelle Social Housing to yield 1098 units

• Timberlands Social Housing to yield 609 units

• Sunnyside Social Housing to yield approximately 400 units

MF: What is the HCT promise to the citizens of the City of Tshwane going forward, as we celebrate this milestone occasion of 30 Years of Democracy?

As we celebrate 30 years of democracy, Housing Company Tshwane will continue to provide affordable housing solutions to the residents of Tshwane and to those coming from outside the municipal demarcation to find working opportunities in the Capital City, as it’s envisioned in our mission and vision.

Tshwane is the 3rd biggest metropolitan municipality in the world after Tokyo and Japan, and the City is home to majority of embassies and consulates. With these within our shores, the demand for affordable housing will at times, exceed supply.

As the entity is entrusted with the delivery of affordable housing in the City, we need to ensure that we have sufficient resources, manpower, land and political will to match demand and supply.

As we march to the next 30 years, our objective is to streamline the approval processes and reduce bureaucratic delays to expedite the construction of new housing units, identify well located unused public land for residential development and forge healthy public and private partnership.