- Planning
- Development Planning
- Environmental Management
- Transportation
- Technical Support and Project Management
- Support Services
- Community Development
- Arts, Culture and Heritage Services
- Emergency Management Services
- Metropolitan Police Department
10.25 Planning: Development Planning
i. Functions/outlook
There are three distinct functions of the department, namely:
- Development Planning and Facilitation (IMDF, LIDPs, Policies, Frameworks and precinct plans, initiation and facilitation of development projects)
- Development Management (land-use management, registration, information, planning control [law enforcement])
- Building Control (signage and outdoor advertising, administration, plans examination, building inspectorate)
The responsibilities for the next financial year will entail the following:
- Complete LIDPs and and IMDF and initiate specific programmes and projects for identified needs.
- Process development and building applications.
- Compliance with the planning and building legislation
- Planning Information
An initial draft document of the LIDPs is to be completed by the end of the financial year. This will formulate the basis for detail programmes and policies to be initiated.
Capacity is expected to be increased by June 2001. A 20% improvement on the backlog of development applications has been achieved but is not satisfactory. Law enforcement is not yet effective due to capacity problems.
ii. Problem statement
- Fragmented land-use management system
- Development application backlogs
- No spatial framework, and local area plans not embedded in organisation
- Lack of clear direction to private sector with regard to appropriate development areas
- Many illegal land-use activities
- Re-active approach to development demands
- Policies and frameworks outdated
iii. Outcome
To achieve an integrated and well-managed physical environment towards an African world class city.
iv. Strategies
- To formulate the necessary plans (LIDPs and IMDF) towards an improved environmental management system, an improved land-use management system, an improved transportation system and an improved infrastructure system to guide planning and decision-making.
- To design effective systems and mechanisms to facilitate and control development in the urban system in terms of these plans.
v. Outputs and targets
| Outputs | Targets |
| An Integrated Metropolitan Development Framework | Finalise and first review by June 2002 |
| Local Integrated Development Plans | Finalise all LIDPs by June 2002 |
| Facilitate development projects | Bambanani Industrial Park Cosmo City |
| A single Land-Use Management System | 30% work to be completed (current: 20%) - await new legislation which will dictate the final product |
| An effective land development decision system | Common system and procedure by December 2002 Reduce backlog to 30% (current: 40%) |
| An effective law enforcement system | 40% successful prosecutions (Higher target not possible due to capacity problems) |
| Capital Projects | Priority Intervention Zones (PIZs) Bambanani Industrial Park Cosmo City |
10.26 Planning: Environmental Management
i. Function/outlook
The function encompasses four main elements:
- Policy and co-ordination (integrated environmental management focusing on policy, strategy, co-ordination of environmental projects and the development of standards and tools/mechanisms)
- Environmental quality management (including auditing, monitoring, regulation, remediation and resource management plans for air, water, land resources and waste)
- Environmental impact management (through a system for environmental assessment and review of development proposals and land-use applications)
- Environmental awareness, promotion and capacity-building.
Responsibilities:
- Promote environmental sustainability through the development of appropriate policies, strategies, systems, standards and management plans supported by relevant research, analysis and monitoring of environmental issues and trends,
- Co-ordinate environmental initiatives within the Council, and ensure adherence to environmental standards and good practice.
- Promote an improvement in the quality of the environment in the metropolitan area.
- Ensure the sustainable management, conservation and protection of natural resources
ii. Problem statement
- High levels of chemical and organic pollution in rivers
- High levels of vehicle emissions and fossil fuel burning
- Inefficient waste collection, leachate from landfill sites, vermin associated with waste accumulation, health risks to salvagers, contamination of underground water
- High levels of urban decay, littering, dumping and pollution
- Lack of environmental awareness among firms, households and decision-makers
- Undeveloped/underdeveloped open space resources
- Inadequate water and air-quality monitoring
- Energy conservation and bio-diversity issues not being given sufficient attention
- Lack of enforcement of environmental legislation/by-laws
iii. Outcome
A clean, healthy and well-managed environment, sustainable development and service delivery practices, appropriate use of non-renewable natural resources, and conserved and protected natural assets
iv. Strategies
- To capacitate and consolidate the Environmental Planning and Management function
- To formulate overall environmental policy framework (strategy for sustainable development) which can guide the development of an Environmental Implementation Plan and Environmental Management Plan
- To formulate policies and strategies for priority issues eg watersheds, metropolitan open-space resources
- To facilitate delivery of showcase/demonstration projects for Earth Summit 2002
- To establish systems for monitoring and regulation of environmental quality, facilitate and promote compliance with standards, and develop resource management plans for air, water and waste
- To establish a centralised, streamlined and effective system for the management and review of environmental impact assessments and town-planning applications
v. Outputs and targets
| Outputs | Targets |
| Sustainable Development Policy | Completed June 2002 Approved Policy and Strategy for Sustainable Development |
| Integrated environmental policy for open-space resources and watersheds | Approved Metropolitan Open-Space Framework. Metropolitan Catchment Management Policy and Catchment Management Plan for one pilot area. |
| Partnership programmes for environmental initiatives | Successful delivery of projects and local government inputs into content for Earth Summit 2002 |
| Environmental regulatory framework and monitoring system | Improved compliance with legal environmental performance standards and incorporation of sustainable practices in delivery of services |
| Comprehensive monitoring programmes for air and water | Accurate and accessible data on water and air-quality trends and functional early warning systems by end of 2002, based on existing testing programmes. Planned expansion of monitoring programmes will have to be deferred due to budget constraints. |
| Resource management plans for air, water and waste | Phase 1 of Resource Management Plans |
| A centralised and streamlined environmental impact management system for EIAs and town planning applications | A single, efficient system for EIAs. Backlogs are likely to remain at approximately 50% due to limited staff capacity. |
| Capital Projects | Catchment management interventions (Jukskei and Klip River systems) Cosmo City environmental protection and enhancement Procurement of air-quality monitoring equipment |
10.27 Planning: Transportation
i. Functions/outlook
The Transportation Department is responsible to develop, promote and maintain an effective and accessible transport system for the City of Johannesburg to ensure that the city's environment is developed, integrated and maintained in accordance with the socio-economic goals of its citizens and its role as a city of international status.
The Transportation Department is divided into five functional areas, namely:
- Transportation management (This functional area handles all matters relating to the transportation and traffic engineering implications of development proposals. It is divided into three geographic areas in which the regions served reflect those of the Development Co-ordination function under Technical Support)
- Project facilitation (This functional area develops projects up to and including the basic planning stage, ie up to the point at which the detailed design and implementation of the project can be undertaken. The function also includes a team charged with promoting and marketing public transport and associated information)
- Transportation modelling (This functional area covers regional and local area modelling, the management of transportation data and the collection of the data)
- Transportation strategy (This area is responsible for developing strategies in relation to public and private transport. One team is responsible for the content and production of the Integrated Transport Plan)
- Funding management (This group is responsible for the management of operating and capital funds allocated to the Department. The group is also responsible for the development and implementation of a system for prioritising projects put forward for consideration)
ii. Problem statements
- Affordability and accessibility of public transport
- Lack of linkages between nodes
- Public transport is not appropriate to people's needs, customers are dissatisfied
- Travel times are long (public and private)
- Increased congestion
- Deteriorating road and traffic management infrastructure
- Lack of investment in alternatives to private car use
- Land use and transportation planning not functionally integrated as yet
- Current division of responsibilities across the three spheres of government prevent the city to optimise against its objectives
- Low investment levels to extend the network and in demand management, especially with regards to dedicated public transport infrastructure
iii. Outcome
An integrated, well-managed physical environment, which includes transportation in conjunction with land uses and infrastructure as well as the natural assets to create a world-class city.
iv. Strategies
- To formulate the necessary plans towards an improved transportation system
- To design effective systems and mechanisms to facilitate and control development in the urban system in terms of these plans
v. Outputs and targets
| Outputs | Targets |
| Traffic calming policy | City-wide policy covering the entire City of Johannesburg area by 2002. Review annually |
| Road closure policy | City-wide policy covering the entire City of Johannesburg area by 2002. Review annually |
| Road safety and congestion policy | City-wide policy covering the entire City of Johannesburg area by 2002. Review annually - limited delivery |
| Establish PPPs for alternative sources of funding | Identify and formalise donors on an ongoing basis - limited delivery |
| Integrated Transport Plan | Revise ITP for approval by December 2001 - Interim in nature Passenger Transport Plan by June 2003 - Review annually as part of ITP Operating Licence Strategy by June 2003 - Review annually as part of ITP Rationalisation Plan by June 2003 - Review annually as part of ITP |
| Metropolitan Transport Authority | Council acceptance of principle by June 2002. Complete establishment by 2004 |
| Transportation traffic counting programme and database | Ongoing updating of data for database on an annual basis |
| Public Transport utilisation campaign | Reduce car use by 1% by June 2002. 10% reduction in car use by 2010 - limited delivery |
| An up-to-date transportation model | Home interview survey started by June 2002. |
| Project prioritisation system | Refine current system by June 2002 |
| Capital Projects | Car Parks, Bus Terminals & Taxi Ranks Midrand CBD Taxi Rank & Holding Area - New Baragwanath Terminus - New Phefeni Taxi Rank - New Rosebank Taxi Rank - New Pan Africa (Alexandra) Taxi Rank - New Sandton (5th Street) Taxi Rank - Replacement
Roads |
10.28 Planning: Technical Support and Project Management
i. Functions/outlook
The main functions include the provision of technical support, advice, information, co-ordination and monitoring of infrastructural developments of the City of Johannesburg. The main responsibilities will entail the formulation and review of an Integrated Infrastructure Plan, the co-ordination of technical aspects of developments and township application (the safe-guarding of council's interests for capital infrastructure via a one-stop project management service) and the provision of technical data and information on all aspects relating to the development of the city.
ii. Problem statements
- · Non-uniform engineering services contribution system
- · Fully integrated infrastructure plan for the city not readily available.
iii. Outcome
A comprehensive, effective, professional technical support and co-ordination service to the Planning Department, the Council, the UACs and the public.
iv. Strategies
- · Formulate Integrated Infrastructural Plan and review annually
- · Establish an appropriate engineering service contributions system
- · Capacitate structure with skills and training
- · Provide service delivery to other departments and Council on project management services
v. Outputs and targets
| Outputs | Targets |
| Engineering services contribution policy | Completed and implemented by June 2003 |
| Integrated infrastructure plan | 40% complete by June 2002 and 100% complete by July 2003 |
| Geotechnical database | 40% complete by June 2002 and 100% complete by June 2003 |
| Capital Projects | GPS for Land Survey |
10.29 Planning: Support Services
i. Functions/outlook
This function is responsible for support to the Development Planning, Transportation and Environment Department in respect of the budget, human resources and other functions.
The department has four (4) sections ie finance, human resources, records and general administration as well as legal administration services. The full staff complement of the department, if fully capacitated, is 66 staff members. The department delivers a support function for the entire department.
- Responsible for effective financial management of the budget, including budgets, asset management, procurement, salaries
- Responsible for the effective and efficient management of human resources for the department, including disciplinary actions, recruitment of staff, training of staff
- Responsible for the management of the property files, correspondence, stationery, messenger services, etc, for the department
- Responsible for the legal administration of development applications after approval of applications.
ii. Problem statements
Fragmented filing systems led to information being lost and a poor service being delivered to the public. If the problem persists it would lead to delay in responses to the public, incorrect information dissemination and increased time to process development applications and thus a lack of investment to the city. It is thus imperative that a standardised filing system is implemented.
iii. Outcome
- Adequate support service to the department with regard to financial management and budgeting
- Efficient support to department in relation to filing and correspondence
- Effective human resource management for the department
- Efficient legal administration of development applications within the prescribed time frames.
v. Outputs and targets
| Outputs | Targets |
| Report on performance against budget | Monthly report - 100% compliance |
| Skills development model and training | Train all staff identified - 50% staff skilled |
| Standardised filing system | Fully standardised by June 2002 |
| Contribution information database | Operational contribution information database 50% complete by June 2002 |
| Capital Projects | Mezzamene Shelving Zippel System |
10.30 Arts, Culture and Heritage Services
i. Functions/outlook
Arts, Culture and Heritage Services will identify, preserve and promote the arts, culture and heritage by providing and promoting quality accessible, dynamic facilities and programmes that will create an enabling and holistic cultural environment and enhance the image of the city.
This function will thus endeavour to:
- Regenerate the city through Arts, Culture and Heritage development
- Campaign to promote the city as vibrant hub
- Promote a climate that values arts and culture as apart of the city's growth
- Access resources and opportunities
- Access appropriate education and training programmes
- Fulfil legislative requirements.
In addition, the function will strive to:
- Heightened awareness of the critical value and role of arts, culture and heritage in the social and economic well-being of residents
- Clearly identify, preserve and promote heritage objects/sites contributing to the city's tourism
- Achieve a greater commitment to and involvement in the development and growth of Arts, Culture and Heritage by policy-makers, government departments, communities, business and NGOs
- Undertake needs-assessment programmes and campaigns which create access to employment opportunities in the cultural and related industries
- Create visible evidence of the cultural profile of the city
- Create a visible impact and contribution to policies affecting the growth and development of the arts, culture and heritage in the city
- Increase the numbers of facilities, patrons, tourists, exhibitors and performers, and
- Integrate the function with tourism and other related functions.
ii. Problem statements
- Lack of resources - funds, staff, technology, facilities
- Deterioration of existing facilities
- Competition from sport, TV, movies and videos and Gold Reef City; all other demands for leisure time
- Lack of skills eg arts conservationists
- Incapacitated by an insignificant budget allocated for events, activities and programmes
- Crime and security situation for MuseuMAfricA and Johannesburg Art Gallery - lower number of visitors, staff do not feel safe
- Lack of respect for and enforcement of by-laws resulting in "chaos at our doorstep" eg informal traders, litter, jay-walking, vermin, taxis
- Environment around facilities - inner city decay
- Skills migrating - private sector abroad
- Deployment out of comfort zones - some staff unwilling to consider these options.
iii. Outcome
Improved accessible arts, culture and heritage programmes and facilities towards building the City of Johannesburg into the cultural hub of Africa
iv. Strategy
Centralised, integrated, effective and accessible facilities and diverse programmes.
v. Outputs and targets
| Outputs | Targets |
| Festivals and events | Opening of Hector Peterson Memorial Museum by November 2001 Step Africa International by 16 December 2001 Soweto Drama Festival: September 2001 Masakhane Arts and Culture Festival: December 2001 Africa Day: 25 May 2002 Hobbies Fair: October 2001 Oral Tradition Theatre March 2002 Gerard Sekoto Day July 2001 Ziyabuya Festival September 2001 |
| Arts Alive revamp | Establish an Arts Alive sub committee by July 2001 Fund-raising mechanism by July 2001 Jazz on the Lake (Arts Alive) by September 2001 Isicathamiya & Choral Music Festival (Arts Alive) by Sep 2001 Maskandi/Mbaqanga Music Expo (Arts Alive) by Sep 2001 Community Arts Alive Outreach Programmes from Oct 2001 to April 2002 Standard Bank Johannesburg International Festival of Jazz (Inner City) by September 2001 |
| Earth Expo (Geological Museum) | Set up committee by August 2001 Fundraising for Geological Museum revamping - August 2001 |
| African film festival | Establish appropriate committee, draft budget, seek funding: June 2002 |
| Earth Summit activities | Develop a programme of culturally related activities and a draft budget for activities planned; establish appropriate sub committee to oversee planning and implementation of programme: July 2001 |
| Displays Chancellor House and Constitutional Hill - a new heritage site linked to the Constitutional Court site. Freedom Square - Kliptown Development of a Heritage site with tourism facilities | Present 3 new exhibitions from the permanent collections of museums and galleries by 30 December 2001 Traditional Art: present 12 diverse temporary exhibitions at museums and galleries by June 2002. 6 Temporary exhibitions by February 2002. Audit of obstacles thus far by August 2001. Establish a Mandela-Tambo Museum of Human Rights by June 2002 Re-activate project by December 2001 in association with all other role players. |
| Interactive programmes. | Market and publicise institutions and events by 30 July 2001 and throughout the year. |
| Customer service | Provide quality information and efficient service to users, including documentation and collection - weekly, monthly and yearly Provide information and answer queries relating to departmental services and programmes. |
| Heritage management | Purchase appropriate database software by August 2001. Complete list of heritage assets (movable and immovable) by June 2002 and link to web-site on completion |
| Database of organisations and other information on the GALA arts, culture & heritage projects. | Consolidate data bases internally and externally: July 2001 Compile updated list for department: September 2001 |
| Cultural mapping (maps indicating heritage sites and structures in Johannesburg, inclusive of suggested cultural tour themes and routes) | Legal compliance requirements by August 2001. Zonal maps to be produced at a rate of 4 per annum starting in November 2001. |
| Web-site and newsletter | On-line by November 2001 |
| Fundraising for projects/ partnerships. | Appoint a member of staff to fundraise for all projects not budgeted for by July 2001 Secure documentation from potential funders and prepare and submit fund-raising proposals by July 2001 |
| Applications Committee (compliance with Legislation SAHRA 1999) | Set up Heritage Applications Committee: target date July 2001 Obtain provincial delegation of authority by July 2002 |
| Projects: Cultural Industries growth | Arrange 10 skills development workshops for NGOs, CBOc and other stakeholders by April 2002. |
| Capital Projects | Upgrading of Museum Africa
Johannesburg Art Gallery
Mofolo Arts Centre & Five Roses Bowl - general refurbishment & additions
Roodepoort Museum
Confidence Reef Mine Shafts (Kloofendal Nature Reserve) - anti-erosion measures & fencing Development of Heritage sites - investigation, planning & mapping Upgrading of Transport Museum
Walter & Albertina Sisulu Multi-purpose Hall
Hector Peterson Memorial Museum |
10.31 Emergency Management Services
i. Functions/outlook
Emergency Management Services is responsible for providing proactive and reactive services to facilitate the prevention and mitigation of disasters and emergencies
We provide the following services:
- Emergency response to medical, fire and rescue incidents
- Fire safety consultancy
- Disaster management consultancy
- Public information, educations and relations.
- Unacceptably high annual fire losses
- Response time of 6-12 minutes for fire incidents, and 12-45 minutes for medical incidents
- Unacceptable levels of preventable deaths and injuries, especially to children
- High percentage of communities at risk, that have no training in fire and life safety
- High percentage of structures in the city are considered unsafe for occupation
- Six different shift systems currently in operation. This causes major service delivery problems.Disaster contingency plans outdated, not in line with disaster management policy, base data not accurate
- Resource levels are not consistent throughout the City, supply/demand mismatch
- No current training interventions in the community in terms of disaster mitigation and coping for the first seven hours after a disaster
- Disaster Management Centre not web interactive, low levels of stakeholder involvement
iii. Outcome
A safe city with minimal loss of life and property
iv. Strategies
To prevent harm and damage by engaging the community in proactive and reactive fire and life safety interventions and practices:
- Strong emphasis on proaction and disaster preparedness
- Strong emphasis on empowerment of the community though fire and life safety education
- Response times to be worked towards international norms
v. Outputs and targets
| Outputs | Targets |
| Uniform shift system | December 2001 |
| Improved response times | Response target of 8 minutes for fire and 12 minutes for ambulance services attained by June 2002 |
| Manning and equipment levels | Cross-manning and equipment levels to be stabalised for all existing stations by June 2002 |
| BESAFE Centre | Centre established and fully operational by June 2002 |
| Education campaigns | Initiate educational campaings in Orange Farm, Alexandra and Rietfontein by June 2002 |
| ERMIS computer mapping | December 2001 |
| Customer satisfaction | Decrease complaints by 20% by June 2002 |
| Reduction in fire losses | 5% decrease by June 2002 |
| Reduction in preventable deaths and injuries | Develop base-line data by June 2002 through National Injury and Mortality Surveilance System |
| Disaster Management Plan | 5% increase in Disaster Contingency Plans submitted20% increase in stakeholder involvement |
| Capital Projects (pending capital Fire Houses: Dobsonville & Ruimsig Development of Rietfontein Training Academy Replacement of rescue equipment Replacement of telecommunication equipment Replacement of training aidsprovision) |
10.32 Metropolitan Police Department
i. Functions/outlook
The Municipal Police Department is responsible for reductions in crime within its areas of jurisdication. This includes stronger traffic and by-law enforcement.
ii. Problem statements
The City of Johanneburg is the economic heart of South Africa. In many ways, however, it is also a regional capital: it provides transport infrastucture to the entire sub continent, and is also a major retail centre for the sub continent. The City of Johannesburg has achieved the dubious reputation of being South African's crime capital (see 2010 document for a detailed analysis of crime patterns in Johannesburg). Combined with this, the City - with particular emphasis on the CBD and Inner City, but not exclusively so, - is also perceived as being extremely dirty. Much of this is attributed to a lack in enforcement of municipal by-laws and regulations over the last ten years. Johannesburg therefore, is seen to be a city which is not safe, to the extent where visitors to South Africa are advised by their embassies not to spend any time in Johannesburg.
iii. Outcome
Eradication of crime and violence in the City of Johannesburg.
iv. Strategies
- Strong emphasis on road policing
- Ruthless enforcement of municipal by-laws
- Co-ordinate the activities of other role players in social crime prevention, crime prevention through environmental design and the prevention of the displacement of crime.
v. Outputs and targets
| Outputs | Targets |
| Reduction in crime | 25% over next 5 years in operational partnership with SAPS |
| Reduction in traffic violations | 30% over next 5 years |
| Reduction in by-law infringements | 45% over next 5 years |
| General law enforcement | Increased activity as a result of the three outputs and targets above |
| Anti-corruption campaign | In place by 30 June 2001 |
| Municipal court | In place by December 2001 |
| Security partnerships | |
| Effective fine collection system | In place by December 2001 |
| Effective licensing system | In place by December 2001 |
| Visible policing programme | Sustain from launch of MPD on 30 March 2001 |
| Road safety awareness campaign | On going with "Arrive Alive" and community-based training programme |
| Policing co-ordinating committee | In place by May 2001 |
| Civilian oversight committee | In place by May 2001 |
| Social crime prevention forum | In place by 30 June 2001 |
| Urban safety strategy | |
| Capital Projects | CCTV camera project phase 2 |