- Core Unit
- Libraries
- Social Development
- Sport and Recreation
- Health
- Housing
10.10 Community Development: Core Unit
The community development function is headed by an Executive Director: Community Development, who is located in the Core Unit, responsible for the library, social development and sport and recreation functions, as well as health and housing. The core unit will be responsible for the development of policy and in certain instances the provision of centralised services. It will also act as a catalyst for the initiation, planning and development of facilities and programmes. The core unit also comprises a financial support function and a marketing and research function. These functions will operationally be located within the administrative regions.
Financial Support Services
i. Functions/outlook
Financial support services render an accounting function, focusing on the provision of financial advice to the Community Development Department. The unit will be responsible for providing a comprehensive financial service to core community development functions.
ii. Outcome
Systems, policies and procedures that ensure that spending happens in a financially sound and controlled manner.
iii. Strategy
Provide a comprehensive financial service to designated Council departments and regions that do not have their own financial support service.
iv. Outputs and targets
| Outputs | Targets |
| Client activities in terms of approved policies and procedures | Ensure that financial year end deadlines prescribed by the Auditor General are adhered to Meet monthly cycles for general ledger maintenance Maintain sound financial records in accordance with the financial regulations and relevant legislation Comply effectively with uniform policies and new legislation |
| Financial approval and advice in respect of the core service and regional clients | Advise clients of any major deviations in expenditure and income by October 2001 Comply effectively with uniform policies cross boundary issues and new legislation |
| Financial statements | Finalise by October 2001 Report progress on a six-monthly basis |
Marketing and research
i. Functions/outlook
This function is responsible for the following:
- Development and maintainenance of a comprehensive and accurate database, pertaining to community development facilities, functions, programmes and activities
- Facilitatation of communications between functions within the department
- Support in terms of planning and implementation of events, programmes, activities and developments
- Ongoing consultation with stakeholders and roleplayers to ensure that community needs are taken into consideration
- Marketing and media liaison in respect of community development activities, developments, projects and programmes
ii. Outputs and targets
| Outputs | Targets |
| Database | Establish a comprehensive and accurate database for all functions and facilities in Community Development by March 2002 Research and report on participation levels for the various age groups, sport codes and population groups by April 2002 |
| Customer Care | 100% of staff trained in customer care by June 2002 |
| Promotional Material | Design information brochures for each community development function by December 2001 |
| Community facility master plan | Develop a master plan for community facilities based on the analysis of existing facilities - 25% complete by end June 2002 |
| Standards | Establish standards for the different levels of facilities - 25% by end June 2002 |
10.11 Libraries
i. Functions/outlook
Libraries have been operated by the City since 1924 and have been developed over the years to focus not only on books but on a wider range of information-related services. With the merger of libraries into a unicity structure it was decided to reflect this bigger picture in the more descriptive name of the City of Johannesburg Library and Information Service (CJLIS).
Library and Information Services are an integral and valuable part of society, providing the individual with access to informational, educational, cultural and recreational documents, programmes and resources, and promoting a culture of reading and learning.
To achieve the above the CJLIS intends to provide the following services:
- Lending of books, magazines, audio-visual and other library materials
- Providing information in response to enquiries
- Providing services specific to children, eg story hours, reading programmes, etc
- Providing advice on availability and suitability of reading matter
- Providing information packages for school projects
- Providing space and seating for study purposes
- Arranging and presenting talks, lectures, exhibitions and other promotional activities
- Facilitating and presenting literacy tuition
- Providing mobile library services to remote communities
In designing a future Library and Information Service all these activities were taken into account. In the process a number of service delivery areas, where priority attention is required and where resources consequently need to be concentrated, were identified.
ii. Problem statements
Infrastructure
- Uneven spread of facilities across the City
- Some facilities do not have the capacity to accommodate some of the library programmes eg children's section and study facilities. The old facilities are not designed as educational facilities
- Lack of security for staff, assets and the public
- The lack of technological infrastructure in some libraries
- Lack of internet access for both staff and users does not reflect the changes that are there in dealing with information
Finance
- Inadequate operational budget results in libraries failing to provide current material and the inability to meet user needs
- Membership fee has led to numbers dwindling. Non-availability of current material is also a contributory factor
- Available materials are not focusing on the growing African population
Personnel
- There is a limited number of qualified librarians. This impacts directly on service delivery. These qualifications vary from region to region
- Lack of customer-care training contribute to the bad image
- Internet cafes, movies, TV pose a major threat to the library. These are seen to be "cool" in youth circles
- Lack of uniform operating standards
iii. Outcome
Access and exposure to Library and Information Services for the development of a reading culture and the provision of both electronic and text information
iv. Strategies
- Upgrade and rationalisation of facilities
- Increase the number of literacy classes and the ERA
- Provide security and tattle tape for reducing book theft
- Staff training on customer care, book stock knowledge, computer systems etc.
- Promotion of children's services
- Increase library programmes
- Forming public/private partnerships.
v. Outputs and targets
| Outputs | Targets |
| Rationalisation of Services | By end June 2002: Have proposals in place for merging and/or reducing number of service points and redeploying appropriate staff, so as to operate fewer but fully-resourced and more efficient libraries. Have proposals in place for adjusting library opening hours in line with both community needs and staff availability. |
| Extension of literacy Programmes | Have literacy co-ordinator in place in each library regional cluster by July 2001 to oversee existing and implement new programmes. Purchase ABET software packages required by August 2001. Implement an active programme of computerbased literacy tuition in five selected libraries by January 2002. |
| Ongoing improvement of customer service and relations | Develop and start implementation by January 2002 of: Training programme in customer relations for frontline staff. Programme of functional training for less experienced staff. |
| Expanding children's services | Comprehensive children's service in five libraries in disadvantaged areas by June 2002 Plan in place by June 2002 for implementing a comprehensive children's service in a further five libraries during following year. |
| Equitable allocation of books in libraries | Provide more, and relevant, books in disadvantaged areas based on a proper book selection and needs of users |
| Service standards and measurements | Develop and implement appropriate standards for service delivery as well as related measurements, by March 2002. |
| Service agreement with Gauteng Provincial Library and Information Service (GPLIS) | Prepare and submit to GPLIS a proposal for a service agreement to cover all Johannesburg libraries by January 2002. |
| Capital Projects | Provision of public/staff toilet facilities at 13 libraries Johannesburg Central Reference Library: Upgrading of telelift system Upgrading of airconditioning system of underground bookstacks Installation of comprehensive security systems at public libraries Construction of Orange Farm Public Library Upgrading & extensions:Hillbrow Public Library Westbury Public LibraryProvision of basic equipment (36 fax machines, 12 cash registers & 24 vacuum cleaners) |
10.12 Social Development
i. Functions/outlook
Unemployment and poverty left large numbers of disenfranchised individuals and groups, marginalised by past policies, with little opportunity for growth and development. This demanded an alternative approach in social service delivery.
The role of social development is to promote the wellbeing of people through empowerment, economic development and poverty alleviation. The ultimate objective of social development is to bring about sustained improvement in the wellbeing of the individual, family and community. Community participation is a crucial component of an effective social development strategy.
The function is responsible for the following:
- The formulation, development and review of policies and strategies to ensure effective implementation of programmes and projects
- Facilitation and monitoring of the development and implementation of development programmes relating to all vulnerable groups eg children, women, youth, the disabled and the aged
- Facilitation of the training of child caregivers and other interested parties on the making and using of play materials made from waste
- Monitoring, development and implementation of developmental childcare services programmes in formal and informal areas
- Development of poverty alleviation strategies within regions
- Capacity building of community groups and staff members
- Staff training programmes, and
- Co-operative and integrated service delivery.
ii. Problem statements
- Lack of professional human capacity to serve regions effectively eg community developers, social workers
- Crime and security problems at all facilities eg retirement centres, creches
- Deterioration of council-owned retirement centres due to limited repairs and maintenance budget
- Lack of strategic quality spending on projects and sustainable level outcomes
- Fragmentation and duplication of social services contributing to an inability to meet the range of society's needs
- Housing and Social Development both dealing with a portion of the retirement centres (Social Housing)
- Low visibility of social service delivery
- Current focus on short-term relief efforts rather than on sustainable development solutions
- Dominance of grants and their associated administration cost comprises 80% of total spending, leaving only a small proportion for other important welfare services and functions
- Dissipation of effort due to "single issue" focus by many service providers- eg domestic violence, HIV/Aids, alcoholism
- Lack of strategic, quality spending on high-yield projects and sustainable community level outcomes
- Inefficiency: Multiple points of contact for a single problem
- Lack of reliable quantitative data to properly inform planning
- Vast differentials in the socio-economic profiles between and within the eleven regions
- 40% of the city's population are under 24 years of age and unemployment remains a major concern and provides fertile ground for their involvement in crime
- The impact of HIV/Aids on all areas of social service delivery not yet embedded in current social services delivery model
- Lack of support for victims of violence (women and children)
- No social service partnerships
- No Community Development Centre programme to offer a comprehensive and varied range of services and activities, all operating from one site, such as PHC, ABET, services for women, youth, children, aged, disabled including social skills development and counselling services, performing arts and sports development, early childhood development and job creation and business skills development
iii. Outcome
Empowered, self-reliant, economically active integrated communities with opportunities leading to an improved quality of life
iv. Strategy
Integrate social development services and amenities to make them more accessible
v. Outputs and targets
| Outputs | Targets |
| Information management system | Develop a master plan/electronic database - Phase 1 completed by June 2002 (25 % of total) Identify 10 community areas under stress and compile profile by June 2002 Update database of all indigents by December 2001 |
| Social facilities and services | Audit all facilities and services offered by June 2002 Develop an Integrated Social Services Delivery Plan by June 2002 |
| Early Childhood Development Programme | Finalise an Early Childhood Development Strategy by June 2002 Train all Council childcare workers Register all Crèches by June 2002 Assist 30 % of current childcare minders to obtain accreditation through training in ECD by June 2002 |
| Aids orphans programme | Undertake a needs assessment for Aids orphans by June 2002 and report to Council. |
| Training and empowerment programmes | Develop and implement a home based care programme for the aged and disabled by June 2002. Develop life skills training programmes for all vulnerable groups by June 2002 Develop leadership development programmes for all vulnerable groups by June 2002 Assist 10% of women in small business to form business co-operatives |
| Awareness campaigns | Undertake 10 awareness campaigns in respect of domestic violence by June 2002 |
| Social Economic Summit for the youth | June 2002 |
| Grants-in-aid | Finalise a grants-in-aid policy by June 2002 |
| Programme for the aged | Develop and implement outreach programmes for the elderly in Social Housing by June 2002Increase the usage of recreational facilities by the aged by 5% in June 2002 |
| Social Development Action Committees | Establish a Social Development Action Committee for each region by June 2002 |
| Community Development Centre Programme | Develop and report on a Community Development Centre Programme by June 2002 |
| Social Service Partnerships | Identify and investigate potential partnerships by June 2002 |
| Social Services marketing | Develop a marketing strategy by June 2002 |
| Customer care | June 2002 |
| Capital Projects | Region 3 People's Centre - New
Region 4
Region 6
Region 9
Region 10
Region 11 |
10.13 Sport and Recreation
i. Functions/outlook
Roles and functions:
- Policy formulation and standardisation of performance outcome
- Facilitation of projects, functions and social upliftment initiatives and implementation
- Maintenance and upkeep of facilities, programmes
- Sustainable initiatives (maintain continuum)
- Community involvement and consultation
- Public liability in terms of statutory obligations
- Offer outreach and intervention resources
- Co-operative and integrated service delivery
- Sport facilities are composed of stadia of international, national/regional standards; outdoor fields grassed; gravelled; open and enclosed indoor facilities; multi-purpose facilities/courts for various sports codes
- Recreation facilities: Indoor simplex to complex (multi-functional) structures and outdoor play and tranquil open spaces (at parks)
- Aquatic facilities: Swimming pools of international to simplex standards, outdoor and indoor heated pool, paying and non-paying pools
- Total number of facilities: 551 (Sport: 394; Recreation: 98; Aquatics: 59)
- Unequal access across the City
- Focus on compartmentalisation of services rather than the recommended model of integration
- Under-provision of appropriate facilities in marginalised areas
- Data on the local population, users and facilities appears to be relatively poor
- There is no comprehensive capital programme linked to goals or targets
- Lack of security in and around facilities detrimentally impact on the use of facilities
- Unequal quality of service delivery across the City
- Maintenance budgets are not programmed and therefore inadequate
- Service not focused on needs of users: user needs are not measured and vary, impacting on the relevance of the content of the service provided. Old models of delivery cannot be extended as each region contains a unique set of cultural, linguistic and age-related needs
- Hours of operation not meeting the needs of customers.
iii. Outcome
Accessibility to Sports and Recreation activities/programmes and facilities for the development of a healthy lifelong sporting culture.
iv. Strategies
- Working with local communities to find sustainable ways to provide sporting and recreation resources and opportunities
- Staff training on customer care
- Engage in Public/private partnerships by investing in programmes and/or facilities
- Facilitate community empowerment eg volunteers, facility management.
- Establish linkages with provincial, national and international institutions for co-operative governance and exchange of programmes
- Host and organise major events with economic and social spin-offs in consultation with communities
- Facilitate education and skills development training of staff and users of facilities.
- Accessible and optimal utilisation of Sport, Recreation and Aquatic facilities and programmes and with a sound budget.
| Outputs | Targets |
| Sports development clinics in disadvantaged areas | Initiate 11 sports development clinics by June 2002 |
| Recreation promotional programmes | Initiate 11 recreation promotional programmes by June 2002 |
| Effective customer care | 100% of staff trained in customer careCustomer satisfaction survey by June 2002 |
| Facilities management committees | 50% of facility management committees established by June 2002 Establish a volunteer database by June 2002 Facility management strategy by January 2002 |
| Rationalisation of sport & recreational facilities | Rationalisation programme completed by January 2002 |
| Standardised lease agreements | 100% by June 2002 |
| Capital Projects | Redevelopment of Westbury Community CentreConstruction of Orlando Community Centre - Phase 1 & 2 Upgrading, refurbishment & development of multi-purpose surfaces Replacement of filtration systems at various swimming pools eg Hofland Park, Malvern, Sydenham, Orlando sport centre, Ellis Park, Pioneer Park, Turffontein, Crown Gardens, Moffat Park, Ochse Square, Newclare & Roosevelt Park |
10.14 Health
i. Functions
The health status of the citizens as well as health service delivery to the people of the City of Johannesburg, must be considered within the historical, social and economic framework of our country. Poverty, unemployment, poor social conditions and physical conditions such as literacy, lack of access to safe drinking water, sanitation and poor housing as well as the rising HIV/Aids epidemic has a direct impact on the health status of the communities we serve.
Two years ago the health sector of City of Johannesburg, through the iGoli 2002 plan, embarked on joint planning ventures for health planning and restructuring. A common vision for the City of Johannesburg was established namely "One City One Health System". The history of Primary Health care service delivery in the City of Johannesburg has been characterised by fragmentation and poor quality care to communities. At local government level both Gauteng Health Department and the local authority provide similar services to the same target population but the responsibility and accountability is separate. However, with changes in health care globally as well as the current democracy embraced in our country, the emphasis on health care delivery is on that of primary health care through the district health system with a strong focus on promotive and preventative health service delivery that is accessible and effective. The Health Department is thus responsible for the rendering of a comprehensive primary health service throughout the City of Johannesburg that is accessible, equitable, effective and efficient. There is a central policy health unit as well as 126 health facilities and ten environmental health units throughout the 11 regions.
ii. Problem statements
- High rates of HIV infection and Aids
- High prevelance of diseases
- Lack of epidemiological data
- High death rate due to communicable diseases (58,6% of deaths among the poor)
- Tuberculosis
- Overutilisation of services for acute and severe symptomatic conditions and underutilisation of services for preventative, ANC care and chronic conditions
- Lack of awareness of availability of affordable services
- Lack of education on benefits of preventative health services
- Operational problems (Insufficient staff, non-transfer of grants)
- Skills drain and underutilisation of health services, especially for preventable illness.
iii. Outcome
Improved general health, well-being and increased life expectancy of the citizens of Johannesburg.
iv. Strategies
- A comprehensive primary health care system provided through the District Health System model
- The devolution and integration of primary health service to render an equitable, effective and efficient service
- The establishment of clinic health committees to improve access and quality of care
- Improved health literacy
- Reduction in HIV/Aids and sexually transmitted infections (STIs)
- Increase in immunization coverage rate
- Increased contraceptive coverage rate
- Control of spread of communicable diseases such as tuberculosis, cholera, typhoid and others
- Improvement in environmental health conditions.
v. Outputs and targets
| Outputs | Targets |
| An integrated Primary Health Care System | 100% of clinics fully integrated by June 2002 |
| An effective communicable diseases programme | 85% cure rate of TB (current: 69%) 90% immunisation coverage rate (current: 80%) |
| Reduced HIV/Aids/STI infection rate | Reduce HIV infection rate by 0.5% by December 2002 (current prevalence: 26%) |
| A reliable, integrated health information system | Monthly and quarterly reports regarding health information delivered on time |
| Effective, safe and good quality supply of medication | Reduction in the stockouts in the clinics to less than 5% (current stockout: 10%) |
| Environmental hygiene programme | Certification of 50% of known food premises by May 2002 (current: 40%) Develop integrated database on bacteriological standards of water by December 2002 (current: fragmented) Determine the percentage of evaluated vehicles with diesel emission levels over the limits by June 2002 (current: fragmented) |
| Improved mother and child services, including reproductive health | 50% contraceptive coverage by June 2002 |
| Health literacy programme | Develop a programme around health literacy that includes a baseline by December 2001 Mobilise capacity to undertake health promotion by June 2002 |
| Capital Projects | Centre Three multimedia projectors to be shared by regions and community development
Region 1 and 2
Region 3
Region 4
Region 5
Region 6
Region 7
Region 8
Region 9
Region 10
Region 11 |
10.15 Housing
i. Functions/outlook
The Housing Department endeavours to facilitate access by the communities to a habitable environment with adequate infrastructure, economic opportunities and social services within a city that is integrated and financially sustainable, by providing different available options to housing tenureship.
Responsibilities include:
- The formulation, development and review of the housing policy and strategies and to ensure effective implementation of housing programmes
- The planning, initiation, implementation and monitoring of the housing facilitation programme
- The provision of new housing opportunities within the council's stated housing strategy
- To initiate and finalise all processes for accreditation to administer national housing programmes
- Implement, manage and administrate the provincial waiting list for the City of Johannesburg
- Direct and facilitate the co-ordination and management of special projects
- Establish sectional title schemes, subdivide and transfer residential units
- Upgrade and convert staff and public hostels
- Establish housing associations for social housing and old age homes
- Creating a condusive environment with all internal and external stakeholders, which will foster community/private/public partnerships.
ii. Problem statements
- Informal settlements lack or have difficulty in accessing basic services such as water, electricity and sanitation
- Approximately 108 000 households live in backyard shacks leading to unplanned densification and a strain on basic services
- The deteriorating Inner City accommodation (approximately 7 000 units) results in decay, overcrowding, conflict with landlords and social problems. Safety is also deteriorating as a result of the general decay
- ±4 500 homeless people in Johannesburg experience extreme hardship with a perception of social failure. This contributes to the poor image of the City
- In-migration typically leads to an increase in backyard shack formation and demand for Inner City accommodation as well as small scale land invasions
- New household formation as a consequence of population growth will require access to new housing opportunities
- Land invasions undermines land use planning and reduces land values, while increasing property holding costs (security changes)
- An exit strategy regarding historical housing (council hostels and council owned rental stock) is underway but monitoring and co-ordination is required. Funding for upgrading of hostels is from province and some hostels may not be able to be sold
- Rental stock is characterised by low levels of actual rental collection and high maintenance costs.
iii. Outcome
Decent integrated housing opportunities, developed by facilitating affordable and sustainable housing development through security of tenure.
iv. Strategies
- To facilitate housing opportunities on a progressive basis which are affordable, safe and secure in conjunction with other departments through implementation of the following programmes:
- Settlement development programme (through the release of serviced land and the upgrading of informal settlements)
- Integrated housing development programme
- Upgraded rental stock programme (Inner City)
- Transfer of housing assets programme
- To consolidate the housing strategy
- To ensure and enable security of tenure
- To create new housing opportunities
- To improve service standards
- To effectively and timeously deal with queries
- To decrease average on waiting list
- To decrease the housing backlog
- To implement the Better Buildings programme
- To ensure sustainable housing developments
v. Outputs and targets
| Outputs | Targets |
| Informal settlement relocation and upgrading programme | Completed by June 2002 |
| Consolidate existing projects | Current housing projects completed by June 2002 |
| Backyard shacks registration | 100% completed by June 2002 |
| Multi-storey housing units in the Inner City | 15 bad buildings upgraded by June 2002 |
| Release of serviced land | 8 000 stands per annum |
| Informal settlement upgrading programme | 8 775 units upgraded per annum |
| Integrated housing development | 9 400 per annum |
| Rental stock upgrading programme | 2 500 units over 3 years |
| Housing transfers | 8 000 units by June 2002 |
| Sectional title schemes | All flats and duplexes ( 6 391) All row and group houses ( 1 631) |
| Hostels conversion/ upgrading | 7 Hostels upgraded/converted by June 2002 |
| Housing policy and strategy | Reviewed by June 2002 |
| Accreditation to administer national housing programmes | Accreditation to administer National Housing Programme in 3 years |
| Set up capability programmes to develop and review housing strategy | Capacity available by June 2002 |
| Capital Projects | Housing projects: Diepsloot Bushkoppies Riverpark
Hostel Upgrading:
Projects:
Essential Services Projects:
Tenure Programmes:
Services Programme:
Informal settlement upgrade:
Essential Services:
Consolidation project: |