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Johannesburg City Parks and Zoo: 2018-2019 Business Plan of 63

Johannesburg City Parks and Zoo

Non Profit Company

Company Registration No: 2000/028782/08

Business Plan

for the Financial Year

2018/19


TABLE OF CONTENTS

1. STRATEGIC OVERVIEW ................................................................................. 4

1.1. Mandate and Primary Objective ............................................................... 5

1.2. Vision ....................................................................................................... 5

1.3. Mission ..................................................................................................... 6

1.4. Values ...................................................................................................... 6

1.5. JCPZ Strategic Objectives to 2021 ........................................................... 7

2. STRATEGIC ANALYSIS INFORMING THE JCPZ BUSINESS PLAN FOR

2018/19 ............................................................................................................. 9

2.1. PESTEL Analysis ..................................................................................... 9

2.2. SWOT Analysis ...................................................................................... 14

2.3. Strategic Response: Strategy and Policy Imperatives Providing Context

to the Work of JCPZ ............................................................................... 16

2.4. JCPZ Operating and Business Model..................................................... 21

3. JCPZ COMMUNICATION AND STAKEHOLDER MANAGEMENT ................. 23

3.1. Stakeholder Management ...................................................................... 23

3.2. Communication Plan .............................................................................. 27

4. JCPZ IMPLEMENTATION AND PERFORMANCE OVERVIEW ...................... 28

4.1. Past Performance Highlights .................................................................. 28

4.2. JCPZ Game Changers and Priority Projects .......................................... 32

4.2.1. Effective Horticultural and Conservation Services within the City of

Johannesburg ............................................................................. 32

4.2.2. Inner City Revitalisation: Strategy for Safe Community Parks in the

Inner City .................................................................................... 33

4.2.3. JCPZ 2018/19–2020/21 Legacy Projects .................................... 35

4.2.4. JCPZ - 2018/19 Additional Political Imperatives (Pressure Point

Focus Areas) ..................................................................................

4.3. 2018/19 IDP Corporate Scorecard and Day to Day Operations .............. 38

5. FINANCIAL IMPACT ....................................................................................... 49

5.1. Operational Revenue and Expenditure................................................... 49

5.2. Capital Expenditure ................................................................................ 49

6. MANAGEMENT AND ORGANISATION STRUCTURE ................................... 54

6.1. Capacity Analysis ................................................................................... 55

6.2. Employment Equity ................................................................................ 56

7. RISK MANAGEMENT AND MITIGATION ....................................................... 56


OFFICIAL SIGN-OFF

It is hereby confirmed that this 2018/19 Business Plan for Johannesburg City Parks and Zoo

(JCPZ):

Was developed by the management team of Johannesburg City Parks and Zoo, under

the guidance of the Board;

Takes into account all the relevant legislation, policies and other mandates for which

Johannesburg City Parks and Zoo is responsible; and

Accurately reflects the performance targets which Johannesburg City Parks and Zoo will

endeavour to achieve given the resources made available in the budget for the 2018/19

financial year.

Recommended by:

Mrs Lindokuhle Ngcongo

Chief Financial Officer

Signature:

Date:

Mr Bryne Maduka

Managing Director

Signature:

Date:

Approved by:

Mr Edgar Neluvhalani

Chairperson of the Board

Signature:

Date:

MMC

Executive Authority

Signature:

Date:


1. STRATEGIC OVERVIEW

Johannesburg City Parks and Zoo (JCPZ) is a non-profit legal entity wholly owned by the City

of Johannesburg (COJ) Metropolitan Municipality. It was established as a Municipal Owned

Entity (MOE) mandated to develop, maintain and conserve the green open spaces and

cemeteries in Johannesburg, as well as the Johannesburg Zoo. The organisation has a

growing portfolio in excess of 20 000 ha of green open spaces and 3.2 million trees (public

spaces), while the Zoo houses over 365 species of animals consisting of 3 076 specimens

housed within 54,7 ha area. The company provides the following products and services:

Urban parks, recreation and leisure facilities;

Cemeteries and crematoria;

Botanical services;

Nature reserves, including bird sanctuaries, nature trails, dams and lakes;

Environmental conservation, including biodiversity management and awareness;

Eco-tourism products and services;

Horticultural and arboriculture services;

Horticultural technical training;

Environmental education and awareness;

Bio-aquatic management;

Zoological services; and

Zoo conservation and research farm.

The JCPZ of today follows an institutional review that took place in 2011, that led to the merger

in 2013 of Johannesburg Zoo and Johannesburg City Parks. The merger was based on

alignment of interests and mandates, while reducing costs through shared services and

management. More importantly, the focus was on synergising and leveraging off the skills sets

and talent available in either entity.

The Board is the Accounting Authority in terms of the Municipal Finance Management Act

(MFMA). The Board provides strategic direction, leadership and oversight so as to enhance

shareholder value and ensure JCPZ’s long-term sustainability, development and growth. In

fulfilling its responsibilities, the Board is supported by the Managing Director and the executive

team in implementing the approved Strategic Plan and Policies. Structurally, the JCPZ is

categorised under the COJ Human and Social Development Cluster.

As JCPZ is a city-owned entity, its strategic focus must encompass its parental equivalent, the

2040 Gauteng Growth and Development Strategy (GDS). Therefore, in the latter half of 2014,

JCPZ embarked on a strategic review process that led to the development of a clear strategic

plan to ensure feasible delivery of its mandated requirements.


In 2016/17, JCPZ then revised its strategic framework and strategic plan to align to the new

political mandate and priorities, and to the 2017–2021 IDP Framework. This revised response

is reflected in the sections below.

In November 2017, JCPZ then again convened to begin the 2018/19 planning cycle, resulting

in the development of this business plan and corporate scorecard, which reflects continued

focus on the alignment and integration of the business of JCPZ with its mandate, vision,

mission and values.

The organisation’s planning architecture, as well as the execution and reporting cycle are

progressing towards maturity and, through leveraging the synergy and relationship between

public good and revenue focused services, JCPZ will progress towards becoming a centre of

excellence that effectively services the needs of all its stakeholders.

1.1. MANDATE AND PRIMARY OBJECTIVE

The Constitution of South Africa and the Municipal Systems Act provide the framework within

which Local Government exists. It is from here that the mandate informing the work of the

JCPZ is derived.

In this context, the mandate of Johannesburg City Parks and Zoo is set out in the Shareholder

Agreement with the COJ, as follows:

The sustainable provision, preservation and management of open spaces,

biodiversity, environmental and conservation services through education, research,

direct conservation action and recreation, with a focus on the zoo, parks, open

spaces and cemeteries.

1.2. VISION

In delivering against its mandate, and in support of the COJ Vision for:

“Service with Pride”: We will ensure that the government is an effective partner for our

residents by reforming the administration and making key interventions to improve the

nature of service delivery and create an open opportunity society for all”,

“If Johannesburg works, South Africa works”: In order to create freedom, fairness and

opportunity, we will get this city working by creating the economic enabling environment

and social conditions in which investment grows and jobs are created.

The Johannesburg City Parks and Zoo vision is for:

A Joburg that is environmentally sustainable, liveable and socially inclusive and

equitable.


1.3. MISSION

In achieving the above vision and in support of the COJ Mission “to create an enabling

economic environment by making Joburg more responsive in the delivery of quality

services”, the Johannesburg City Parks and Zoo’s mission is:

To develop, maintain and conserve animal and plant life within public open spaces,

cemeteries and the Zoo, for/with/on behalf of present and future generations.

1.4. VALUES

To support and drive its core strategy, Johannesburg City Parks and Zoo appreciates that

values identify the principles for the conduct of the institution in carrying out its mission and,

in this regard, institutional values are derived in conjunction with the JCPZ mission.

The values define a citizen-oriented approach for producing and delivering its services in line

with the Batho-Pele principles, as follows:

Value What it means in practice for JCPZ

Service excellence Conduct our work in an efficient, effective, professional and

accountable manner;

At all times render the quickest, most responsive and best

service to our customers; and

Work with a commitment to quality and high performance.

Ubuntu (Care and concern

for people)

Work with care, empathy, respect and consideration for the well-

being of our staff, customers and stakeholders;

Maintain a safe and healthy work environment and promote care

and concern for assets and facilities; and

Focus on people development, growth and work/life balance.

Teamwork Focus on collaboration and working together to achieve more;

Promote an environment of sharing knowledge and information.

Ownership and commitment Take responsibility for our actions and “do it right the first time”;

Act with integrity and in a transparent, ethical and honest

manner;

Work with pride, passion and discipline;

Demonstrate a focus on customer service and satisfaction and

in the best interests of the City.

Innovation Listen to and understand needs and create new approaches to

what we do;

A focus on cutting edge, best in class and “outside the box”

approaches and solutions.


The above values require targeted management intervention to ensure they are visible and

lived, and they should be assessed as part of the performance management approach of

JCPZ.

1.5. JCPZ STRATEGIC OBJECTIVES TO 2021

As JCPZ pursues its vision and mission, the Strategic Objectives are derived from the above

strategic intent and business/operating model, and are aligned to both the GDS and COJ

strategic priorities and outcomes.

For the period 2018/19 and beyond, five Strategic Objectives have been developed in order

to enable JCPZ to effectively focus and prioritise its options in delivering on its mandate and

to respond to the identified strategic focus areas.

Note: Again, the Strategic Objectives are believed to be flexible enough to accommodate the

expansion of the scope of the portfolio under JCPZ’s control (i.e. the centralisation of

all horticulture and conservation services under JCPZ). This is not considered an

expansion to the mandate; rather only an expansion to the quantum and scope of the

portfolio under JCPZ management.

The five Strategic Objectives are elaborated upon in the table below:

JCPZ Strategic Objective

(Towards achieving the

mandate, mission and

Strategic Priorities)

Objective Focus Areas and

Programmes

Alignment to COJ Priority

and IDP Programme

1) SERVICE DELIVERY:

To provide our

services with pride to

all citizens, and to

redress imbalances of

the past

Neighbourhood

improvement.

High quality regional

maintenance and repairs

- maintain a sustainable

open space and park

system.

Greening informal

settlements.

Promote access to the

facilities for the poor.

Promote healthy

lifestyles and social

cohesion through

facilities, recreation and

environmental education.

COJ Priority 3: Create a culture

of enhanced service delivery

with pride

IDP Programme 1:

Customer Charter

Programme

COJ Priority 9: Preserve our

resources for future

generations

IDP Programme 6:

Resource Sustainability

Programme

COJ Priority 2: Ensure pro-poor

development that addresses

inequality and provides

meaningful redress

IDP Programme 6: Pro-

Poor Development







Programmes


and IDP Programme

2) RESPONSIVE

GOVERNMENT: To

provide a service

based on the needs of

the community at all

times.

Customer care (“Citizen

First”).

JCPZ Human Capital to

support responsive

delivery.

Environmental

management and

education.

Research driven

programme/intervention

design and management

(open spaces, parks, zoo

and cemeteries).

Open space planning

and management.

Stakeholder partnerships

and mobilisation.

Responsiveness through

optimised business

processes and

technology.

COJ Priority 6: Create a City

that responds to the needs of

residents

IDP Programme 4: Citizen

Relations

COJ Priority 7: Encourage

innovation and efficiency

through programmes, such as

Smart City

IDP Programme 4: Smart

City Programme

3) JOB CREATION: To

facilitate jobs through

our resources and

partnerships.

Green enterprise

support.

Promoting eco-tourism

and heritage tourism.

Green skills

development.

Partnerships in green

technology innovations.

COJ Priority 1: Promote

economic development and

attract investment

IDP Programme 1:

Economic Development

Programme

4) SAFETY IN

COMMUNITIES: To

provide safe facilities

to communities

through awareness,

technology and

patrolling.

Safety in open spaces -

through visible patrolling

and technology.

Anti-crime awareness

campaigns.

Disaster management.

Safe equipment and

safety education.

COJ Priority 4: Create a sense

of security through improved

public safety

IDP Programme 3: Safer

City Programme

5) SOUND

GOVERNANCE AND

EFFECTIVE

MANAGEMENT: To

Prevent corruption

though effective

awareness, reporting

and prevention.

COJ Priority 7: Enhance our

financial sustainability







Programmes


and IDP Programme

ensure sound

governance and

financial management

and internal controls.

Sound financial

management and

internal controls

improvement.

Risk management and

mitigation.

IDP Programme 8:

Financial Sustainability

Programme

COJ Priority 5: Create an

honest and transparent City

that fights corruption

IDP Programme 4: Clean

Governance Programme

2. STRATEGIC ANALYSIS INFORMING THE JCPZ BUSINESS PLAN FOR 2018/19

Aligned to the above Strategic Objectives and strategic intent, JCPZ conducted a

comprehensive situational analysis to inform 2018/19 planning priorities, summarised as

follows:

2.1. PESTEL ANALYSIS

Emerging Issue Implications for JCPZ

Political MTSF and National

Development Plan, GDS

2050 and IDP

Strategic and programme alignment to National

policy priorities.

Programme alignment to City-wide policy

priorities.

Integrate with other GDS-led initiatives from

different municipalities.

Other socio-economic

priorities taking

precedence over

recreation, parks,

zoological and other

conservation matters

Limited budgets shared among City

departments and entities.

Need to pursue alternative funding/revenue

streams.

Need to “champion” environmental, open space

and conservation agenda.

Increase in emerging

cities in Africa

Bilateral partnership opportunities.

Programme alignment with commitments.

Need to maintain high standards to maintain

Johannesburg’s status in Africa.



JCPZ has political support to vigorously pursue programs that are associated with the priorities of

national government and the City’s GDS and IDP. The organisation is well placed to take advantage

of current and future focus around sustainable and liveable communities and climate change, and to

use these as tools to forge relationships with national and global partners with similar objectives.

Economic Low growth economy Limited budgets and, therefore, this is a strain

on infrastructure growth and development.

Pressure to service existing asset base requires

a Strategic Asset Plan.

Need to diversify income.

Increased unemployment Need to focus JCPZ towards job creation – by

leveraging instruments, co-operatives, EPWP,

CWP.

How to leverage and exploit available

mechanisms, e.g. youth Incentive grants, jobs

funds, etc.?

Decreasing public and

private sector investment

in infrastructure

Forging of partnerships/trade-offs and spin-offs

from infrastructural projects.

Need to diversify programmes and services.

Very high income

disparities

Promotion of volunteer programmes/community-

based maintenance programmes.

Enterprise/SMME

development

An optimal resource plan which balances

insourcing/outsourcing and volunteerism.

Opportunity for partnerships with SMME’s.

Good quality facilities able

to generate external

revenue

Develop management and control procedures.

Increased revenue for growth and development

projects.

Strengthen safety in JCPZ facilities.

Need to enhance maintenance of existing

assets.

Although the global and national economies are in flux, the City of Johannesburg is experiencing

positive economic growth. Johannesburg is favourable for direct investment. JCPZ has the

opportunity to capitalise on the opportunities that exist for partnerships with the private sector and

other municipal entities.

Social and

Cultural

New housing settlements/

developments

New development projects require open space

provisioning and development.

Community based planning for the development

of new open spaces.

Greening and conservation in developed

spaces.



Explore new methods of high density greening,

such as rooftop gardening.

Burial space Plan for land for cemeteries/burials.

Development of cemeteries.

Promotion of alternative burial methods, e.g.

cremation.

Ongoing urbanisation,

migration and

densification

Strain on development and maintenance of

open spaces and eco-environments.

Plan to adopt new approaches to greening in

dense urban areas, e.g. rooftops, reclaiming

tarmac, etc.

Embrace the multicultural nature of the City.

High youth unemployment Job creation opportunities, learnerships and

contracting opportunities.

Mobilising youth structures at community level

to partner JCPZ in programmes.

Vagrancy, homelessness

and crime

Requires JCPZ to be alert to social conditions

and realities of City.

Need response to homeless and vagrancy,

which deals differently with different categories

of people (on the streets by desperation vs. on

the streets willingly) – focus on dignity of people

as a means for mitigating, e.g. vandalism.

Strengthen partnerships with law enforcement

agencies.

Explore ideas such as soup kitchens and

shelters in parks facilities.

Mobilise community partnerships around

ownership/caring for parks.

Extending the reach of the judicial system (role

of municipal courts). Inculcation of a view on

the importance of protecting public resources as

assets of the City.

Food insecurity Utilisation of available public open spaces for

food cultivation using local community

involvement.

Change in JCPZ policies (for example,

ornamental trees to planting fruit trees).

Ensure urban agriculture is incorporated into

open space planning of the City.



Development of partnerships with other

government organisations, such as the

Agricultural Research Council (ARC).

More active Citizenry

Implement programmes focussed on promoting

active community participation in maintaining

and looking after City assets.

Deal with environmental illiteracy and ignorance

– strengthen environmental education.

JCPZ must be alert and be able to adapt to the changing social climate in Johannesburg, by

embracing the developments and also being a vehicle for tackling social challenges. In response to

the emphasis on improving quality of life, activities of the JCPZ should be structured towards building

sustainable and liveable communities for all members of the Joburg community.

Technological Green technology rollout

in existing facilities and

new capital developments

Development of policies around green

technologies and specifications for

developers/consultants/contractors.

Explore new technologies in facilities –

hydroponics, etc.

Explore green construction/green building. Use

of natural “green” materials. Is there opportunity

for JCPZ to be involved in supplying/facilitating

the supply of such products?

Use of new waste technologies. Explore use of

green waste to generate electricity, etc.

Look into using green technology to deal with

our eco-systems (e.g. flooding).

How technology can be better used by JCPZ

organisation (paperless environment, etc.)?

Internet accessibility at

key public facilities

Deployment of Wi-Fi technology - partnerships

with private sector.

Explore opportunities to better sell JCPZ

products using the internet. New avenues for

revenue.

Use technology to assist with cash management

(e-ticketing).

Ensure user-friendliness of facilities.

Increase in public use of

computers, the internet

and social media

Use of social media for marketing, educational

tools and community engagement.

Digitise customer interfaces, e.g. process venue

hire applications online,

Develop JCPZ cell phone application.

Use of geographic information systems to

enhance public knowledge of the location of



parks and open spaces, e.g. in relation to transit

systems and other locations.

Alternative energy plant

and equipment

Research into cleaner technologies on grass cutting

and other equipment.

The availability of technology implies that JCPZ has the opportunity to improve productivity through

the use of more efficient and environmentally friendly equipment, and to develop maintenance

facilities that support a sustainable environment and the needs of a modern day society. Technology

can be used as a tool to enhance the customer experience, as well as to promote active community

engagement and citizenry.

Environmental Climate change mitigation

measures

Strengthen conservation and environmental

management - both in and ex-situ.

Urban greening as mitigation mechanism.

Explore carbon reduction measures.

Address environmental

degradation

Strengthen conservation and environmental

management - Both in and ex-situ.

Urban greening as mitigation mechanism.

Acid Mine drainage – how to deal with this

issue?

Resilience - mitigating environmental risks (for

example: give back to nature to reduce risk of

flooding).

Reduced waste to landfills Establish composting sites throughout the City.

Environmental education Deal with environmental illiteracy and ignorance –

strengthen environmental education.

JCPZ has a duty to pursue the continual process of greening the City, conserving its natural habitat

and educating the citizenry in respect of environmental conservation.

Legislative Compliance to applicable

legislation

Compliance - ensure policies and procedures are

aligned as legislation is changed/enhanced.

JCPZ must comply with all applicable legislation, must be accountable to its principals and the

community at large. The highest level of corporate governance and accountability underpins JCPZ’s

aspiration to contribute positively to the world class city vision of the COJ.

The above analysis highlights that JCPZ, although a local government organisation, is faced

with global issues that present both opportunities and threats. Of note is the opportunity to

engage in partnerships with both international and local partners, corporates, academia, other

government entities and spheres and NGO’s.


2.2. SWOT ANALYSIS

A summary of the JCPZ SWOT analysis is reflected below:

SWOT Analysis: Internal Environment:

STRENGTHS

(What internal strengths can be leveraged?)

WEAKNESSES

(What internal weaknesses are undermining

our efforts and should be managed?)

Solid reputation for high performance within

government and communities.

Staff morale and diversity management,

including different cultures from the two merged

organisations.

History of unqualified audits and a clean audit

for 2016/17.

Gaps in management skills – especially

consistency.

Competent workforce – and opportunities to

optimise internal skills.

Ageing (maturing) workforce, limited

succession planning (multi-skilling and rotation

approaches).

Proven track record in capital development, as

well as operations management.

Lack of talent management approach.

Knowledge of best practice methodologies,

including asset management processes.

Reliance on COJ subsidy - declining revenue

generation.

Highly productive culture and diverse team

(age, race, gender).

Resource constraints meaning inability to

service all requirements and/or areas.

Work climate and Work-Life Balance needs

to be strengthened.

Internal customer/service provider relationships

via SLA’s.

Poor communication with the general public,

particularly in communicating successes.

Effective EPWP and contractor management in

place.

Silo mentalities.

Employee assistance programmes in place. Employee assistance program not optimal –

must be enhanced.

JCPZ, through its organisational alignment process, needs to ensure that it resolves these issues

to create a new organisation that is reflective of the values of the merged entity.

Furthermore, JCPZ needs to leverage its strengths of a sound reputation to enhance its revenue

streams to augment the tightening fiscal/budgetary conditions.


SWOT Analysis: External Environment:

OPPORTUNITIES

(What external opportunities can we

exploit?)

THREATS

(What external threats must we mitigate)

Opportunity to qualify staff through various

NQF qualifications (in-house) - (PAAZAB,

Horticulture).

Budget limitations.

External revenue generation opportunities. CAPEX without corresponding OPEX –

maintenance cycles.

Growing green portfolio without growth in

subsidy.

Opportunity to link and comply with all relevant

international standards (ISO, etc.)

Threat in terms of ongoing compliance to

shifts in legislation and regulations (e.g.

animal management standards).

Rollout of WiFi in select public open spaces. Increase in input costs - electricity, water, fuel

and salaries, cost of providing security at

facilities.

Eco-tourism products and services. Vandalism and theft.

Opportunity to leverage reputation i.t.o.

attracting investments/partnerships – brand

value.

Service failure due to grey areas.

Use of modern technology. Youth unemployment.

Optimise asset management. Environmental disasters – and approach to

mitigate and respond.

Volunteer programmes and community co-

operatives.

Increased liabilities from members of the

public (e.g. liabilities arising from delivering

services).

Rollout of food security initiatives, such as

food gardens at parks.

Gardens in households.

Climate change – How to respond, adapt and

mitigate.

Tax rebate (carbon footprint). Increasing cost of compliance – get balance

between compliance and service delivery

focus right.

Green rating of facilities. Vagrancy and crime at facilities.

Composting plants. Limitations in terms of burial space.

Joint projects and collaboration with other

government entities.

Degradation of environment in adjacent

municipalities – other people utilising our

facilities and services – magnets for in-

migration.


OPPORTUNITIES

(What external opportunities can we

exploit?)

THREATS

(What external threats must we mitigate)

JCPZ might expand influence across

boundaries – revenue generation

opportunities.

Opportunity to educate and service growing

population.

In-migration – resources outpaced by

demands on facilities.

Long term clash between green agenda and

growth of City.

Loss of open spaces due to development.

External revenue generation opportunities have to be leveraged to further enhance the position of

JCPZ in light of worsening economic conditions.

Budget limitations and the mismatch between CAPEX and OPEX spend requires resolution –

process improvements and revenue enhancement are ways in which this issue can be mitigated

somewhat.

2.3. STRATEGIC RESPONSE: STRATEGY AND POLICY IMPERATIVES PROVIDING CONTEXT TO THE WORK OF JCPZ

Designed as a broad set of programmatic interventions, the National Development Plan,

Vision 2030 (2012) (NDP) seeks to create a "virtuous cycle of growth and development" by

removing the most pressing constraints to investment and job creation, in order to eliminate

poverty and sharply reduce inequality in the country by 2030.

It prioritises improving the country's infrastructure while integrating the rural economy and

transitioning to a lower carbon economy, to improving the quality of education, achieving

quality universal healthcare, building safer communities, reforming the public service and

beating corruption. It further reflects a new development paradigm that seeks to involve

communities, youth, workers, the unemployed and business in partnership with each other

and with a more capable state.

Carried forward by the Medium Term Strategic Framework 2014–2019, the NDP stresses

the need for jobs to be located where people live, for informal settlements to be upgraded and

for housing market gaps to be closed. The plan suggests that public infrastructure investment

be set at 10% of the country's gross domestic product (GDP).

In support of the NDP, the COJ Growth and Development Strategy 2050 (GDS) presents

five systemic outcomes that serve to guide and orientate all planning in the City and shape

the priorities of the City to 2050, namely:

Outcome 1: A growing, diverse and competitive economy that creates jobs.

Outcome 2: Enhanced, quality services and sustainable environmental practices.


Outcome 3: An inclusive society with enhanced quality of life that provides meaningful

redress through pro-poor development.

Outcome 4: Caring, safe and secure communities.

Outcome 5: An honest, transparent and responsive local government that prides itself on

service excellence.

As part of the Social and Human Development Cluster and located under the Department of

Community Development, with the MMC as Executive Authority, Johannesburg City Parks

and Zoo is primarily tasked to support GDS Outcome 3, aimed at a future that presents

significantly improved human and social development realities in the City; and to ensure an

integrated approach to providing a comprehensive and effective service to all citizens of the

City.

It is noted that JCPZ, as an ex-situ and in-situ environmental and conservation implementation

agent, also contributes significantly to GDS Outcome 2, in terms of ensuring the provision of

quality horticultural and conservation services, and environmental practices. It relates to

issues of equity, inclusivity and improved quality of life, supported by the establishment of

development-driven resilience.

It is further noted that Joburg City Parks and Zoo also contributes, although at a secondary

level, to the other three GDS Outcomes.

In turn then, the following figures reflect the alignment of the GDS to the 2016 electoral

mandate, the new strategic agenda and the revised 2016–2021 IDP priorities.

Alignment to the New Strategic Agenda:


The Aligned COJ Priorities:

The above priorities are then further unpacked specific to Joburg City Parks and Zoo, as

follows:

Specific priority focus areas for JCPZ to 2021:

The following table then presents the Johannesburg City Parks and Zoo alignment to the

above priorities, and outlines the specific JCPZ focus areas to 2021 for each:

COJ PRIORITIES AND IDP

PROGRAMMES

JCPZ STRATEGIC FOCUS AREAS

(Informing JCPZ Strategic Objectives and Key Result Areas)

COJ Priority 6: Create a City

that responds to the needs of

residents

IDP Programme 4: Citizen

Relations

Responsiveness – petitions and hotline/calls;

Enhanced stakeholder engagement – Social and Ethics

Committee;

Stakeholder engagement;

Enhanced communication;

Customer-centricity.

COJ Priority 1: Promote

economic development and

attract investment

IDP Programme 1:

Economic Development

Programme

SMME support;

Ensure sound and consistent supply chain management

processes that support preferential procurement, green

procurement and enhance the contribution of JCPZ to

enterprise development;

Cultivate local entrepreneurs/suppliers;

Strategic partnerships;

Revenue generation;

Increased facilities – number and quality;



PROGRAMMES



Enhancing the image of City to attract investment.

COJ Priority 3: Create a

culture of enhanced service

delivery with pride

IDP Programme 1:

Customer Charter

Programme

Maintenance cycles;

Quality and timely delivery;

Timely implementation of projects;

Adequate resources to support delivery;

Centralisation of horticulture services;

Greening of informal settlements;

Skills development of employees;

Effective M&E;

Service delivery linked with City Delivery Model (regional

integration).

COJ Priority 4: Create a

sense of security through

improved public safety

IDP Programme 3: Safer

City Programme

Partnerships: Co-management of Parks with other

stakeholders/communities;

Design of parks and facilities (consider safety and

maintenance);

Community awareness;

Improve patrols;

Integrated approach to safety;

Lifecycle management of facilities – ensuring budgets to

maintain and rehabilitate.

COJ Priority 5: Create an

honest and transparent City

that fights corruption

IDP Programme 4: Clean

Governance Programme

Sound governance and internal controls;

Anti-fraud and corruption initiatives.

COJ Priority 2: Ensure pro-

poor development that

addresses inequality and

provides meaningful redress

IDP Programme 6: Pro-

Poor Development

Access to e.g. Zoo for poor users (package and link

programmes to this focus.);

Capital budget to focus on poor areas;

Maintenance - tend to focus on areas that are highly vocal, but

poorer areas are not as vocal. Need to reverse this logic;

Impact of reconfiguration of regions and walk-in centres;

Poverty affects women more – focus on women development;

Formalisation of informal settlements;



PROGRAMMES



Beneficiation of poor areas – maximum resources left in

communities through targeted procurement;

Introduce greening initiatives and instil ethos;

Food gardens in parks;

Designing parks for issues of homelessness.

COJ Priority 9: Preserve our

resources for future

generations

IDP Programme 6:

Resource Sustainability

Programme

Environmental education and awareness;

Co-management (park stewardship and volunteerism);

Be guided by Sustainability Goals;

Environmental performance and compliance standards;

Urban forestry – sustainable urban forest;

Biodiversity and associated linkages (conservation – fauna

and flora);

Sustainable tourism;

Climate change mitigation and resilience;

Partnerships with communities – safeguarding (involve

interested and affected parties);

Recycling initiatives;

Promote alternative burial methods.

COJ Priority 7: Enhance our

financial sustainability

IDP Programme 8:

Financial Sustainability

Programme

Sound financial management and controls;

Cost effectiveness;

Repackage goods and services to attract investment;

Fight and prevent corruption;

Effective business development initiatives;

Quantify the value of green spaces – investment and property

value impact.

COJ Priority 8: Encourage

innovation and efficiency

through programmes such

Smart City

IDP Programme 4: Smart

City Programme

E-Learning programmes;

Enhancing service delivery and responsiveness through

enhanced business systems – improve ICT infrastructure;

Promote customer experience in facilities – Virtual Zoo,

Cemeteries;

Drone technology to enhance maintenance;

Smart Park designs.


2.4. JCPZ OPERATING AND BUSINESS MODEL

JCPZ exists as a mechanism to improve the lives of the inhabitants of the City by improving

living conditions within the City. It is responsible for the protection and safeguarding of the

flora and fauna of the City to ensure that future generations can appreciate a bio-diverse,

green City that promotes social well-being for all of its inhabitants. Communities served by

JCPZ rely on them to fulfil their mandate of keeping Johannesburg green and clean, along

with uplifting quality of life through various green initiatives.

In response to the above policy, strategic and transformational priorities and to give effect to

its mandate, vision and mission; the JCPZ Service Delivery Agreement (SDA) defines the key

focus points for JCPZ and informs the business/delivery model of JCPZ, which in turn informs

its operations and the packaging of its strategic objectives, is reflected below:

Figure: JCPZ Business/Operating Model

Note: The strategic posture and the business model it informs are believed to be flexible

enough to accommodate the expansion of the scope of the portfolio under JCPZ’s

control (i.e. the centralisation of all COJ horticultural and conservation services under

JCPZ, towards effective horticultural and conservation services in the COJ). This is not

considered an expansion to the mandate (which remains the same), vision or mission;


rather only an expansion to the quantum and scope of the portfolio under JCPZ’s

management.

Ranging from horticulture, to arboriculture, to animal welfare and biodiversity, as well as green

economy interventions (ably supported by research and project design and management

capabilities) the JCPZ requires a diverse and specialised set of skills in order to adequately

deliver on its mandate. The table below summarises the core competencies required within

JCPZ.

Core Competencies within JCPZ:

Focus Core Competencies

Botanical

Gardens and

City Parks

Botanic research, monitoring and

information sharing

Conservation planning and

development

Environmental conservation

Recreation and eco-tourism

Horticulture, maintenance and

nurseries

Arboriculture

Planning, design and landscaping

Park utilisation management

Bio-aquatic management

Biodiversity, conservation and

open space education

Grass cutting and machinery

operation

Invader species control

Infrastructural maintenance

Project management and facilities

management

Climate change

Plant husbandry

Ecosystem and biodiversity

improvement

Cemetery

Management

Knowledge of governing laws

around cemetery management


management

Accurate record keeping

Spatial planning


Cemeteries management: burials,

cremations and archival records

Johannesburg

Zoo

Zoology, biology, wildlife

management, animal science or

other animal study

Zoo management

Biodiversity

Bio-aquatic management

Invader species control


management

Animal husbandry

Biodiversity education

Smart City

ICT Infrastructure and

maintenance

Eco-friendly technologies

Sustainable technologies

Process implementation


management

Sustainability

and Biodiversity

Management

Rainwater harvesting

Recycling and waste management

Green living


management


Focus Core Competencies

Grass farming for agricultural

production and biofuel/biogas

Technical resources management


Ecosystem and biodiversity

improvement

Climate change

Plant husbandry

Air quality

Environmental Education and

Awareness

Support

Services


Finance

Business development

Marketing and campaigns

Process implementation and

management

Audit

Research and knowledge

management

Monitoring and evaluation

Ornamental Horticulture Technical

Training


management

Human resources

ICT infrastructure

Occupational Health and Safety

Stakeholder management

Reporting and business planning

Risk management

Performance management

Investment attraction (revenue

generation, partnerships,

fundraising, facility hire,

recreational programmes)

South Africa is currently experiencing a skills shortage within the environmental sector. The

relevant SETA’s and other organisations, such as the South African National Biodiversity

Institute (SANBI), continuously strive to create sustainable employment within these fields.

Similarly, JCPZ must rely heavily on training programmes, apprenticeships and internships in

order to ensure a continued skills supply within the entity through training and development,

linking personal development plans to the great skills plan, as well as ensuring talent retention

to maintain and lower the turnover rate.

3. JCPZ COMMUNICATION AND STAKEHOLDER MANAGEMENT

3.1. STAKEHOLDER MANAGEMENT

In fulfilling its strategic intent, it will be critical for JCPZ to effectively manage stakeholder

relations and collaborative partnerships.

These must address both stakeholders identified in terms of the shareholder agreement and

GDS mandate, and others that may influence the achievement of the organisation’s vision and

mission; and must include an enhanced focus on relations with institutions of higher learning,

research institutions, international agencies and public and private sector partners.


Figure: JCPZ Stakeholder Map

With the above consideration in mind, JCPZ places its stakeholders at the very apex of its

strategic thinking and resultant planning; and stakeholder priorities are a critical consideration

in the development of this Strategic Plan. The following table reflects key stakeholder

considerations and programmes considered in the planning discussions:

External Stakeholders of JCPZ:

EXTERNAL STAKEHOLDER GROUPS

Key Stakeholder

Group

Key Projects/Programmes required to meet their expectations

Beneficiaries and

Communities

Historically disadvantaged communities expect rapid

development of parks, whilst more affluent areas expect

maintenance and enhancement of established facilities.

Clean, attractive and safe facilities.

Accessibility and ensuring our programmes benefit people with

disabilities and other targeted groups.

Focus on youth and women development programmes.

Incubating youth projects around procurement and addressing

youth unemployment.

Identify and implement township economy programmes.

Focus on conservation and biodiversity related projects (climate

change).

Identify and implement food security projects.

Identify and implement community participation programs -

community consultation and engagement in programmes.

Enhance contribution of JCPZ to job creation and improved

livelihoods.



Key Stakeholder

Group


A well-managed and governed entity.

Ensuring our facilities and programmes contribute to social

cohesion.

Government

Departments/Spheres

(National and

Provincial)

Awareness of national and provincial programmes and linkages to

COJ.

Meaningful participation in relevant fora.

Alignment of programmes to policies and strategies.

Enhanced collaboration and joint programmes.

Local government

partners and COJ

Departments/Entities

Build on existing relationships and contribute meaningfully at

cluster level.

Enhance communication of programmes and opportunities.

Regular forums for engagement.

Participate in City-wide planning structures and champion “green”

agenda.

Vested Interest Groups

(e.g. SPCA, NGO’s,

CDO’s, Youth

Development Agencies)

Identify and implement programmes in partnership with vested

groups - consultation and engagement in programmes.

Meaningful participation in relevant fora.


Proactively communicate project initiatives.

Professional and

International Bodies

Compliance with relevant standards.

Programmes that give effect to agreements.



Education Sector

(including SETA’s)

Partnerships around the Green Academy – and the expansion of

the service it provides internally and externally.

Explore opportunities to partner on internships, learnerships and

skills development programmes.

Joint research programmes and opportunities.

Operational programmes in collaboration with Academic

Partners.

Funding Partners/

Business

Identify strategic partners for PPP’s to support delivery of mandate.

Can’t wait for partners/sponsors to come to JCPZ. Must drive

stakeholder management and high level engagement and be

proactive.

Business Chambers want Public Sector to come forward with

projects - low hanging fruit.



Key Stakeholder

Group


Regular forums for engagement.



Initiate additional partnership initiatives.

Professional service

providers, contractors

and suppliers

Focus on regional suppliers/contractors.

Strengthen enterprise development focus and support.


Improve contract negotiation, management and reporting.

Fair SCM processes.

Consistency in application of standards.

Timeous payment for work done.

Media Enhance communication of programmes and opportunities.

Proactively package and communicate project initiatives.

Internal Stakeholders of JCPZ:

INTERNAL STAKEHOLDER GROUPS

Key Stakeholder

Group


Shareholder/Executive

Authority/Council

Execute the political mandate and priorities towards sustainable

and integrated Human Settlements.

Focus on high-visibility “flagship programmes”.

Well aligned priorities and plans.

Implement Sound Governance principles.

Become central part of planning processes of

GSPCR/Development Planning.

Board Execute the JCPZ mandate.

Sound and defensible performance reporting.

Sound corporate governance.

Enhance collaboration in delivery of the strategic plan.

Employees and

employee

representatives

Implement and monitor the “living” of the corporate values.

Investigate and realign the structure in line with the strategy of

JCPZ.

Streamline various administration processes.


INTERNAL STAKEHOLDER GROUPS

Key Stakeholder

Group


Ensure reward systems in place, mentorship programme, training,

etc.

Good communication.

Good conditions of employment.

Employee personal growth.

A challenging and dynamic working environment.

In summary, the above stakeholder analysis discussions reflect that JCPZ is fully committed

to contribute to the COJ’s “world-class African City” vision and that, while JCPZ has no choice

on its market focus, it must serve all 4.7 million citizens of Joburg - the JCPZ stakeholder base

is broadly segmented into two categories, each with varying needs and demands on resources

which must be balanced:

1) As a local government, public service entity with a specific mandate to ensure desired

priorities and outcomes are achieved with available resources. Here JCPZ competes

for resources against other COJ Departments and Municipal Owned Entities; and

2) As an environmental company operating in the parks, conservation, recreation and

leisure industry, it competes against developers and other private and public

stakeholders for land and resources, and with other NGO’s for resources and donor

funding.

Management believes in engaging meaningfully with stakeholders so the company’s

outcomes and operations are guided by stakeholder’s inputs. This should contribute towards

building trust and making relationships more productive. To this end, the JCPZ’ Stakeholder

Unit attends the following meetings and activities: Section 79 Committee Meetings,

Councillors Briefing Sessions, consultations with Ward and PR Councillors and have a

representative at Petitions Standing Committee. The Unit also contributes towards orientation

programmes for cluster MMC’s, Section 79 Community Development Committee and Ward

Councillors. Engagements are also with Community Based Organisations, Regional Service

Delivery Meetings, Regional Councillors Forum Meetings and internal departments.

3.2. COMMUNICATION PLAN

The dissemination of information to communities is done on an as and when basis. Historically

printed flyers are used to inform communities regarding programmes, community events,

launches of facilities and so forth in their area. Other communication channels which are used

for the distribution of information are ward committees, community newspapers, community

radio and social media platforms.

Communications are focussed on pressure point such as peak season service delivery, the

extended horticultural maintenance implementation plans, alternative burials, investment

opportunities, events and facility hire. The entity is mostly known for horticultural maintenance


and often key programmes such as Environmental education, conservation programmes and

Ecotourism are not the main focus point. Our communications and activations intend to make

communities aware of additional opportunities presented by the entity.

4. JCPZ IMPLEMENTATION AND PERFORMANCE OVERVIEW

4.1. PAST PERFORMANCE HIGHLIGHTS

JCPZ continues to reflect efforts to meet and exceed the expectations of City of Johannesburg

Metropolitan Municipality (COJ) as the sole shareholder, which is determined by the service

delivery objectives in the company scorecard.

In 2017, the JCPZ conducted an end-of–term review on its performance against the key

objectives and targets reflected in the Strategic Plan for the period 2012/13 to 2016/17, which

then inform baselines for this 2018/19 Business Plan.

Key findings for high-level objectives and targets were as per the table below:


JCPZ STRATEGIC

GOAL (Strategic Plan

2013-2017)

JCPZ STRATEGIC

OBJECTIVE

(2013-2017)

KPI AND 2016/17

TARGET BASELINE (2012/13) ANNUAL TARGET

ACHIEVEMENT (TO

DATE 2016/17)

1. A financially viable

and sustainable

organisation

Effective, efficient and

transparent system of


and internal control

Clean audit with no

matters of emphasis

2 Entities - Unqualified

Audit with matters of

emphasis

Clean audit with no

matters of emphasis

Unqualified Audit with

matters of emphasis

2011/12 - 2015/16

2016/17 Clean Audit

Enhanced fiscal

discipline and the

effective management of

financial resources.

<2% variance on OPEX

budget

No overspending on

budget in 13/14

<2% variance on OPEX

budget

2013/14 no overspending

2014/15 1% overspend

2015/16 4% underspend

2016/17 2% variance

(overspent)

Percentage actual

Capex spend vs. budget

95%

98% spend % actual Capex spend

vs. budget

95%

2012/13 98%

2013/14 98%

2014/15 99%

2015/16 33%

2016/17 65%

Increased levels of

financial self-

dependency and

supplement the COJ

subsidy

Rand value of revenue

generation

R78.9m in 13/14

2013/14 R86 m

2014/15 R91m

2015/16 R95m

2016/17 R101m

2013/14 R78.1m

2014/15 R96.1m

2015/16 R59.1

2016/17 R93.5

Enterprise development

and job creation through

optimised preferential

procurement and

contractor management

Number of EPWP job

opportunities created

6 900 jobs created

1 400 in 13/14 2013/14 1 400 jobs

2014/15 2 500 jobs

2015/16 3 000 jobs

2016/17 1 450 jobs

2013/14 1 403 jobs

2014/15 3 332 jobs

2015/16 2 531 jobs

2016/17 2 265 jobs


JCPZ STRATEGIC


2013-2017)

JCPZ STRATEGIC

OBJECTIVE

(2013-2017)

KPI AND 2016/17


ACHIEVEMENT (TO

DATE 2016/17)

2. An enhanced and

sustainable JCPZ

portfolio

Grow shareholder value

through the research,

planning, development,

management and

maintenance of the

JCPZ portfolio

Number of developments

(capital projects)

completed

6 parks developed 2013/14 (17

developments)

2014/15 (31

developments)

2015/16 (14

developments)

2016/17 (16

developments)

2013/14 (22

developments)

2014/15 (34

developments)

2015/16 (17

developments)

2016/17 (13

developments)

Well managed and

sustainable green

infrastructure, open

spaces and facilities

100% of targets

achieved in maintenance

of flagship parks,

developed parks,

undeveloped parks, main

arterials, sidewalks and

cemeteries

79% 100% of Targets

achieved in service

delivery

2013/14 95%

2014/15 94%

2015/16 100%

2016/17 96%

Customer care

improvement through

just in time maintenance

of portfolio

Percentage customer

satisfaction

70% customer

satisfaction

77% customer

satisfaction 13/14

2013/14 74%

2014/15 71%

2015/16 70%

2016/17 70%

2013/14 74%

2014/15 71%

2015/16 76%

2016/17 70%

3. Enhanced

ecosystem functioning

and environmental and

Protected ecosystems

and biodiversity and

improved ecosystem

functioning

Number of wetlands

rehabilitated

19 wetlands rehabilitated

5 wetlands rehabilitated 2013/14 5 wetlands

2014/15 4 wetlands

2015/16 5 wetlands

2016/17 5 wetlands

2013/14 10 wetlands

2014/15 7 wetlands

2015/16 5 wetlands

2016/17 6 wetlands


JCPZ STRATEGIC


2013-2017)

JCPZ STRATEGIC

OBJECTIVE

(2013-2017)

KPI AND 2016/17


ACHIEVEMENT (TO

DATE 2016/17)

conservation

awareness Eco-culture and

environmental

awareness promoted

Number of learners

reached through

environmental education

in environmental

education centres

15 490 learners reached

through Environmental

education

2013/14 9 000 learners

2014/15 12 000 learners

2015/16 12 000 learners

2016/17 12 000 learners

2013/14 15 494 learners

2014/15 16 381 learners

2015/16 12 896 learners

2016/17 17082 learners

4. A globally visible

and credible

organisation

A contribution to

knowledge, policy and

strategy, both nationally

and globally

Number of industry

studies and research

projects completed

8 industry studies and

research projects

completed 14/15

2014/15 (8 studies)

2015/16 (6 studies)

2014/15 8 studies

2015/16 8 studies

5. Optimal internal

systems and

processes and sound

governance

Enhanced business

integration and

organisational

effectiveness

Number of business

processes Improved

5 business processes

Improved

2013/14 (5 processes)




2013/14 5 processes

2014/15 5 processes

2015/16 9 processes

2016/17 9 processes

6. A high performing

and optimally

capacitated

organisation

A high performance

culture underpinned by

an effective performance

management system

and approach

JCPZ performance

against corporate

scorecard

79% Target introduced by

COJ in 2016/17

85%

2012/13 79%

2013/14 71%

2014/15 89%

2015/16 70%

2016/17 75%


4.2. JCPZ GAME CHANGERS AND PRIORITY PROJECTS

In line with the Mayoral commitment to “Business Unusual” Game Changer projects, Legacy

projects, the Inner-City project and the Effective Horticultural and Conservation Services in

the COJ that will make a significant contribution to enhance service delivery, JCPZ has

identified the following projects for the period 2018/19 and beyond. In addressing the issues

highlighted through the above situational analysis and in giving effect to the strategic

objectives for 2018/19 is reflected in the sections below.

4.2.1. EFFECTIVE HORTICULTURAL AND CONSERVATION SERVICES

WITHIN THE CITY OF JOHANNESBURG

A project is currently underway for the strategic review, research, development and required

engagement with COJ stakeholders for the development of a strategic framework, delivery

model and region-based implementation masterplan for the effective provision of horticultural

and conservations services within the City of Johannesburg.

JCPZ recognises the critical role of green open spaces in an urban environment, the different

purposes and functions that they serve, and thus the need to provide an integrated and

effective horticultural and conservation service that supports and enables the delivery of the

priorities of the City as highlighted above.

In this regard, horticultural and conservation services is understood to mean more than simply

“grass cutting”, and covers all aspects of horticultural and conservation services provision,

aimed at:

1) Ensuring an environmentally sustainable, liveable, socially inclusive and equitable City

(JCPZ current Vision) through the full lifecycle management of horticultural and

conservation assets within public open spaces, cemeteries and the Zoo – plan, develop,

operate, maintain/renew and dispose;

2) Supporting and enabling the efficient and effective delivery of core municipal services,

including power, water, and vehicle and pedestrian mobility (roads and sidewalks) –

grass, reeds and trees maintenance, and herbicide control;

3) Creating a safe, clean and green environment (hygiene factors) for the delivery of

municipal services at citizen contact centres – community development, social

development, health, etc. – high quality, full package of H&C maintenance services;

4) Reducing the risks of vagrancy and crime by ensuring undeveloped and unoccupied

(non-leased, under JPC) municipal open spaces and facilities are maintained – grass,

reeds, trees maintenance and rubble removal;

5) The holistic management of ecological and conservation assets across the City,

including bio-aquatics management and alien plant control;

6) Ensuring a seamless quality of horticultural maintenance for all green assets spanning

different spheres of government, particularly provincial roads and provincial service

delivery points – through intergovernmental partnerships and agreements.


There are a number of intricacies to the project, including how to deal with undeveloped and

unmaintained private land and ensuring all property owners and lessees take ownership for

maintaining their own land and properties. Therefore, it is important to determine what is in

budget and what is out of budget, which in turn will inform the different approaches to realising

the value proposition for effective horticultural and conservation services within the City. The

intent is ultimately for JCPZ to act as the One-Stop-Shop and to ensure, either through direct

implementation or through coordination and partnerships, that a seamless, integrated quality

of service is achieved across the City.

A detailed process of unpacking and mapping the project is currently underway to ensure the

value proposition is realised, including weekly JCPZ Project Team meetings, regular updates

to JCPZ Manco and Exco, working sessions with affected stakeholders and GIS extraction of

the various portfolios of open spaces and properties. The end product will articulate the ideal

future state and aligned resources for full coverage of the identified portfolio at optimal service

standards. While this may be ideal, it may not be affordable, and thus the project will also

reflect the trade-offs that will be required to work within available resource allocations, while

also scoping the areas where alternative service delivery mechanisms may be deployed

through partnerships and volunteerism, among others.

The high-level project plan includes:

1) Project scoping, situational analysis and stakeholder engagements

2) Stakeholder engagements

3) Development of the Strategic Framework

4) Development of the Delivery Model

5) Development of the Regional Implementation Masterplan

6) Development of 36 month implementation plan and conduct pilot implementation project

7) Project sign-off

4.2.2. INNER CITY REVITALISATION: STRATEGY FOR SAFE COMMUNITY

PARKS IN THE INNER CITY

A key highlight in the period was the finalisation of the Strategy for Safe Community Parks in

the Inner City, which responds to an important current goal of the City of Johannesburg to

establish a revived and regenerated Inner City. The Strategy for Safe Community Parks in the

Inner City was tabled at the Inner City Sub-Mayoral Committee on 30 October 2017, and

approved by the Mayoral Committee on 1 November 2017. The strategy is underpinned by a

case study on stakeholder engagement carried out at the End Street North Park, in which the

JCPZ, Department of Public Safety and Johannesburg Development Agency (JDA) were the

lead City departments. The park is currently under development by the JDA.

1) Co-management of parks. This strategy of co-management of parks envisages a more

developed relationship between the City, community and business at a practical level;

one in which there is responsibility, communication and cooperation by all. It is important

that JCPZ becomes resourced to expand its current responsiveness in this regard. It is

equally important that departments such as Citizen Relations and Urban Management


(CRUM) play a lead role in fostering citizen relations that all departments can interface

with, including for parks projects.

2) Co-investment in parks. All departments and entities must budget, so that they are

enabled to be responsive to their mandated responsibilities at Inner City parks. The

Department of Development Planning must play a strong role in coordinating and

overseeing appropriate budget provisions in this regard.

3) Socio-economic interventions by all relevant government departments and

entities. The relevant departments and entities must attend to the socio-economic

issues evident at parks.

4) Active parks. Communities must keep their parks active. Until such time as

communities are empowered to keep their parks active and the social, economic and

environmental conditions are in place for this, the City can and must help to catalyse

active parks. For example, departments engaged in social services can render such

services at parks using mobile facilities.

5) Education, monitoring and enforcement. JCPZ must keep communities and local

business employees informed on how to use their parks appropriately and how to keep

their parks active. Various departments are to offer education on safety, pedestrian

safety and environmental awareness and appreciation. At the same time, there needs

to be monitoring and enforcement. Structures such as the Johannesburg Metropolitan

Police Department (JMPD) and the South African Police Service (SAPS) are essential

in this regard. Park rangers can also be promoted to peace officers once JCPZ is

reintegrated into the City structure and once they receive training. Further, the

enforcement and policing structures can help to set up and support Community Policing

Forums and street patrols, so that communities can participate in keeping public open

spaces safe in an appropriate manner.

6) Security infrastructure. The Department of Public Safety must assist JDA and JCPZ

to put in place security infrastructure that is appropriate for each park and this may vary

from park to park.

7) Maintenance of parks. JCPZ has a primary responsibility for the maintenance of parks,

but additional resources are required to enable more frequent, consistent and

comprehensive maintenance. They can not only continue to involve local communities

through programmes such as the EPWP, but also through mechanisms such as

volunteerism.

8) Physical (re)development of parks and their vicinities in a clustered approach.

JDA and JCPZ must work together more closely together to enhance the quality of park

(re)developments and better provide for maintenance considerations. Attention also

needs to be given to the vicinity surrounding the parks and to considerations such as

traffic management and pedestrian safety, as well as suitable adjacent land uses and

corresponding land use management – departments and entities such as the

Department of Development Planning, the Department of Transport and the

Johannesburg Roads Agency have a role to play in this regard.


4.2.3. JCPZ 2018/19–2020/21 LEGACY PROJECTS

Although not funded from the fiscus and, therefore, not included in the JCPZ Performance

Information, JCPZ is actively pursuing partnerships and/or commercialisation opportunities

towards the implementation of key Legacy Projects, as summarised below:

Open Space

Development Inputs/Requirements 2018/19

Cemetery

modernisation

Create parks of

remembrance

Partnerships to upgrade cemeteries to support

rest of maintenance and development

requirements (alternative):

CCTV cameras, security contracts;

Security App;

App;

GPS tracking and electronic record system;

Wi-Fi and charging of devices with security

scanner.

UNFUNDED

No current budget, but

required R70 million.

Zoo

revitalisation

Business development: in terms of tourist

attraction – tree top, tree houses, Curio shops,

public transport and cashless accessibility

Events partnership;

One-stop-shop for family and corporate

celebrations;

Seal enclosure.

UNFUNDED

No current budget, but

required R60 million.

Strategic

partnerships for

Golden Harvest

Park

Development of a development inclusive of

accommodation, business park and themed

outdoor adventure experience

UNFUNDED

No budget, but requires

R3.4 billion.

Strategic

partnership for

Randjiesfontein

Lifestyle Hub

Development of a conference, entertainment

and farming tourist attraction.

UNFUNDED


R358 million.

Strategic

partnership for

Zoo Lake

precinct

Master plan of Zoo Lake to develop a park with

adequate parking, access, entertainment space

and link to JHB Zoo.

UNFUNDED


R100 million estimated.

Rietkuil Zoo

Farm in Parys

Facility for tertiary education and outdoor

adventure such as trail running, mountain bike

cycling and hot air balloon.

UNFUNDED


R315 million

Huddle Park

Nursery

Commercial development inclusive of aquatic

farming, solar factory, nursery selling to the

public and coffee shop.

UNFUNDED


R70 million.


Open Space


Smart City Business development to make parks and

cemeteries smart and attractive to visitors:

Smart benches;

Wi-Fi;

Big screens;

Electronic record system;

Electronic bookings system;

Cashless pay points;

Google track;

Virtual zoo/reserve.

-

Pro-poor

programmes

1) Indigent burials.

2) Free educational programmes:

JHB Zoo,

Reserves,

JHB botanical gardens,

Mobile Zoo.

3) Pop-up tourism

Mobile Zoo,

Mobile theatre,

Physical activity – yoga, aerobics, boot

camp, MTB, trail running.

4) Job creation:

EPWP,

Co-operatives and small business

development and training.

-

Land

acquisition as

part of city

process

1) Burial space;

2) Close to residential development;

3) One-stop-shop.

-

Partnerships

with private

sector as a

process

Development of PPP, concessions, BOT and

BOTT for the development of the special

infrastructure projects of which some are already

listed:

Water Park (R30m);

Jozi Trails (R5 M for pilot phase);

Randjiesfontein conference and lifestyle

centre;

Rietkuil Zoo Farm – conference centre;

-


Open Space


Zoo Lake precinct.


4.3. 2018/19 IDP CORPORATE SCORECARD AND DAY TO DAY OPERATIONS

IDP Programme

Strategy/KPA Interventions Key

Performance Indicator

Strategic Objective Annual Targets

Means of Verification

2018/19 Budget Allocation

(R,000.00)

Unit Responsible

2018/19 Performance Targets

Baseline 2017/18 Estimate

2018/19 Target

2019/20 Target

2020/21 Target

Q1 Jul - Sep

2018

Q2 Oct - Dec

2018

Q3 Jan - Mar

2019

Q4 Apr - Jun

2019

Strategic Objective 1: SERVICE DELIVERY: To provide our services with pride to all citizens, and to redress imbalances of the past

COJ Priority 3: Create a culture of enhanced service delivery with pride

COJ Priority 9: Preserve our resources for future generations

COJ Priority 2: Ensure pro-poor development that addresses inequality and provides meaningful redress

COJ Priority 7: Encourage innovation and efficiency through programmes such Smart City

IDP Programme 1: Customer Charter Programme

Neighbourhood improvement

Neighbourhood improvement

Implementation of capital expenditure projects

1)Percentage of annual Capex spent

95% of annual Capex spent

95%of annual Capex spent

95% of annual Capex spent

95% Budget report 36 000 COO 5%

Q1 5%

20%

Q2 15%

50%

Q3 30%

95%

Q4 45%

2)Percentage monthly reporting into Capital Management System (iRIS)

New KPI 100% (12 reports)

100% (12 reports)

100% (12 reports)

Monthly report - COO 25% (3 reports)

Q1 25% (3 reports)

50% (6 reports)

Q2 25% (3 reports)

75% (9 reports)

Q3 25% (3 reports)

100% (12 reports)

Q4 25% (3 reports)

Co-management and partnerships

3) Number of new partnerships secured

New indicator 12 new partnerships secured

12 new

partnerships

secured

12 new

partnerships

secured

Partnering agreements/ MOU’s

- Business Development

3 new partnerships secured

Q1 3 new partnerships secured







IDP Programme 6: Pro-Poor Development

Fruit tree distribution

4)Number of fruit trees distributed

1 000 fruit trees distributed




Tree register

Acknowledgement of receipt by recipient

1 500 COO 250 fruit trees distributed

Q1 250 fruit trees distributed

500 fruit trees distributed


750 fruit trees distributed




IDP Programme 6: Pro-Poor Development

Ornamental tree distribution and planting

5)Number of ornamental trees planted

2 500 of ornamental trees planted




Tree register

Acknowledgement by Regional Management

Part of

1 5 00 above

COO 625 ornamental trees planted

Q1 625 ornamental trees planted

1250 ornamental trees planted


1 875 ornamental trees planted





IDP Programme






(R,000.00)

Unit Responsible



2018/19 Target

2019/20 Target

2020/21 Target

Q1 Jul - Sep

2018

Q2 Oct - Dec

2018

Q3 Jan - Mar

2019

Q4 Apr - Jun

2019


Maintain a sustainable open space and park system

Maintenance of designated green public open space in flagship facilities, developed parks, undeveloped parks, landscaped islands and town entrances, active cemeteries, passive cemeteries and the Zoo.

6.) Percentage Compliance of horticulture and arboriculture maintenance cycles completed

New KPI 85% 85% 85%

System Generated Report - Flagform Completed Work Orders Report, Maintenance Schedule

43 352 total for all grass cutting maintenance cycles

COO and Head of the Zoo

85% 85% 85% 85%


Maintain a sustainable open space and park system

Effective Horticultural maintenance for external clients

Note: Relates to expanded horticulture services mandate.

7 )Percentage compliance with grass cutting schedule orders for CoJ Departments and Entities

80% Percentage compliance with grass cutting schedule

95%

Percentage

compliance

with grass

cutting

schedule

orders for CoJ

Departments

and Entities

95%

Percentage

compliance

with grass

cutting

schedule

orders for CoJ

Departments

and Entities

100%

Percentage

compliance

with grass

cutting

schedule

orders for

CoJ

Departments

and Entities

Completed Work Orders Report, Maintenance Schedule

127 000 (not within JCPZ budget. It is under internal recoveries)

Bus. Development

95%

Percentage

compliance

with grass

cutting

schedule

orders for

CoJ

Departments

and Entities

95%

Percentage

compliance

with grass

cutting

schedule

orders for

CoJ

Departments

and Entities

95%

Percentage

compliance

with grass

cutting

schedule

orders for CoJ

Departments

and Entities

95%

Percentage

compliance

with grass

cutting

schedule

orders for CoJ

Departments

and Entities

Animal management practices

Animal management practices as per checklist

8)Percentage adherence to animal management practices as per checklist

100% adherence to animal management practices as per checklist




Animal management monthly completed checklists signed by duly authorised officials

- Head of the ZOO






Sustainable tourism;

Promoting and advertising of the Zoo

9)Number of visitors to the Zoo

480 000 visitors to the Zoo




Zoo visitor report

- Head of the ZOO

120 000

Q1 120 000 visitors to the Zoo

240 000


340 000


480 000



IDP Programme






(R,000.00)

Unit Responsible



2018/19 Target

2019/20 Target

2020/21 Target

Q1 Jul - Sep

2018

Q2 Oct - Dec

2018

Q3 Jan - Mar

2019

Q4 Apr - Jun

2019

IDP Programme 6: Resource Sustainability Programme

Environmental management

Removal of alien vegetation, Wetland rehabilitation Cleaning of invasive plants from water bodies, Reeds control and Cleaning of river trails.

Conservation areas maintenance: Johannesburg Botanical Gardens (JBG), all nature reserves ,ridges and koppies, bird sanctuaries and conservation & research farm

10)Percentage compliance of Bio-diversity and ecosystem management requirements

New KPI 100% 100% 100%

Job cards, work orders, checklists, signed acceptance forms and before and after pictures

Part of 43 352 as stated above in KPI 6

COO 100% 100% 100% 100%

Strategic Objective 2: RESPONSIVE GOVERNMENT: To provide a service based on the needs of the community at all times

COJ Priority 6: Create a City that responds to the needs of residents

COJ Priority 7: Encourage innovation and efficiency through programmes such Smart City

IDP Programme 4: Citizen Relations

Customer care (“Citizen First”) and service with pride culture

Customer satisfaction index/survey

11)Percentage Customer Satisfaction achieved

76% Customer Satisfaction



82% Customer Satisfaction Survey Results

259 MD

SSD to report

N/A N/A N/A 80%

Provision of environmental education and awareness

Zoo to you programme

Zoo school programme

Masibambisane programme

12)Number of educational programmes implemented per annum

New KPI 4 educational

programmes

implemented

per annum

4 educational

programmes

implemented

per annum

4 educational

programmes

implemented

per annum

Approved list of targeted schools

List Of Beneficiaries;

Attendance Registers;

- Zoo

Corporate services

4 educational

programmes

implemented

per annum

4 educational

programmes

implemented

per annum

4 educational

programmes

implemented

per annum

4 educational

programmes

implemented

per annum


IDP Programme






(R,000.00)

Unit Responsible



2018/19 Target

2019/20 Target

2020/21 Target

Q1 Jul - Sep

2018

Q2 Oct - Dec

2018

Q3 Jan - Mar

2019

Q4 Apr - Jun

2019

Environmental Education programme

Pictures;

Reports

Research informing open space planning and management

Research areas identification

Regional profiles produced

13)Number of open space planning and management research projects completed

2 Regional profiles in line with Open space Master Plan and Spatial Development Framework



City-wide public Open Space Strategy

Research reports

462 SSD Draft profile. Preliminary finding for 3d region

N/A Draft profile. Preliminary finding for 4th region


Strategic Objective 3: JOB CREATION: To facilitate jobs through our resources and partnerships

COJ Priority 1: Promote economic development and attract investment

IDP Programme 1: Economic Development Programme

Green job creation

EPWP programme

Skills development

14)Number of EPWP job opportunities created

1 550 EPWP job opportunities created

1 550 EPWP

job

opportunities

created

1 550 EPWP

job

opportunities

created

1 550 EPWP

job

opportunities

created

EPWP job opportunity report, quarterly report

30 295 for maintenance as stated above

R 5 million is for Safety Officers

# See footnote

CFO 200 job opportunities created

Q1 200 job opportunities created

615 job opportunities created


1 245 job opportunities created


1 550 job opportunities created


Green enterprise support

Enterprise Development programme

Empowerment

15)Number of jobs created through the Enterprise Development programme

500 Enterprise Development programme jobs created




Quarterly report 13 057 CFO 50 Enterprise Development programme jobs created

Q1 50 Enterprise Development programme jobs created


Q2 75Enterprise Development programme jobs created





Promotion and growth of co-operatives to be self- sustainable

16)Number of primary co-operatives developed and supported

40 primary co-operatives developed and supported




List of co-operatives, EPWP/ report

9 167 CFO 5 primary co-operatives developed and supported

Q1 5 primary co-operatives developed and supported








IDP Programme






(R,000.00)

Unit Responsible



2018/19 Target

2019/20 Target

2020/21 Target

Q1 Jul - Sep

2018

Q2 Oct - Dec

2018

Q3 Jan - Mar

2019

Q4 Apr - Jun

2019

# Footnote: R 5 million is for Safety Officers (This is a ring-fenced amount)

IDP Programme 1: Economic Development Programme

Eco-tourism and heritage tourism

Promoting eco-tourism and heritage tourism

17)Development and approval of an ecotourism , outdoor and adventure plan for JCPZ facilities

Development and approval of an ecotourism plan

Roll out of 50% of an ecotourism , outdoor and adventure plan for JCPZ facilities

Roll out of 75% ecotourism plan

Roll out of 100% of an ecotourism , outdoor and adventure plan for JCPZ facilities

Approved eco-tourism plan

- Business Development

Development of terms of reference, SCM process

Consultation with all stakeholders

Feedback, further consultation and draft report

Approval of an ecotourism , outdoor and adventure plan for JCPZ facilities

Strategic Objective 4: SAFETY IN COMMUNITIES: To provide safe facilities to communities through awareness, technology and patrolling

COJ Priority 4: Create a sense of security through improved public safety

IDP Programme 3: Safer City Programme

Safety in open spaces through safety interventions and technology

Management of facilities

Design of facilities

Infrastructure of facilities

18) Percentage compliance to safety requirements as per the green leave standards

New KPI 85% of compliance

85% of

compliance 85% of

compliance Patrol attainment schedule Reports

Design of facilities

Pictorials

COO 85% of

compliance 85% of

compliance 85% of

compliance 85% of

compliance

Strategic Objective 5: SOUND GOVERNANCE AND EFFECTIVE MANAGEMENT: To ensure sound governance and financial management and internal controls.

COJ Priority 7: Enhance our financial sustainability

COJ Priority 5: Create an honest and transparent City that fights corruption

IDP Programme 8: Financial Sustainability Programme

Revenue generation

Admission, rental, parking, restaurant and

cemeteries

19)Rand value of revenue secured per annum

R53.5m revenue

R54m revenue R56.6m revenue

R59.9 m Financial report

8 653 Business Development

R13 m revenue

Q1 R13 m revenue

R27.7 m revenue

Q2 R14.7 m revenue

R41.5 m revenue

Q3 R13.8 m revenue

R54 m revenue

Q4 R12.5 m revenue

Sound financial management and control

Internal budget control

20)Percentage of operational budget spent

New KPI 95% Opex budget spent

95% Opex budget spent


Budget Report

- CFO 95% Opex budget spent




Timeous approval of invoices by officials

21)Percentage of valid invoices paid within 30 days of invoice date

New KPI 98% of valid invoices paid within 30 days of invoice date

100% of valid invoices paid within 30 days of invoice date


Debtor age/payment report

- CFO 98% of valid invoices paid within 30 days of invoice date




Internal budget control

22)Percentage of repairs and

New KPI 85% of annual repairs &

90% of annual repairs &


Budget report 36 702 COO 5% of annual repairs &





IDP Programme






(R,000.00)

Unit Responsible



2018/19 Target

2019/20 Target

2020/21 Target

Q1 Jul - Sep

2018

Q2 Oct - Dec

2018

Q3 Jan - Mar

2019

Q4 Apr - Jun

2019

maintenance budget spent





Q1 5% of annual repairs & maintenance budget spent







IDP Programme 4: Clean Governance Programme

Internal controls improvement

Compliance and sound governance

23) Attainment of a clean audit

Clean audit attained in 2016/17

Attainment of a clean audit



AG Report

Internal audit memos for closure of findings

- Finance and All Divisions

100% Closure of open findings


25% Closure

of open

findings

50% Closure

of open

findings

Company performance monitoring and reporting

Implementation of improvement plans

24)% of performance targets achieved

85% achievement of performance targets



85% Quarterly reports

Organisation performance reports

- SSD 85% achievement of performance targets






Human resources Index

25)Percentage of employees receiving performance coaching and review as per the policy

New 80% 80% 80% HR report - CORP. SERV

80% 80% 80% 80%



26)Average number of days taken to resolve disciplinary cases

New 90 days 90 days 90 days HR report - CORP. SERV

90 days 90 days 90 days 90 days



27)Average number of days taken to fill critical vacancies

New 90 days 90 days 90 days HR report - CORP. SERV

90 days 90 days 90 days 90 days


KPI DESCRIPTIONS

KPI

NUMBER

KPI KPI DESCRIPTION

1 Percentage of annual Capex

Spent

The monitoring of capital expenditure re the implementation of capital expenditure projects

2 Percentage monthly reporting into

Capital Management System

(iRIS)

The monitoring of monthly reporting into the Capital Management System (iRIS)

3 Number of new partnerships

secured

The indicator reports on partnerships secured through a call for fully funded proposals. The

intention is to be transparent as partnerships utilise external resources and also provide an

opportunity for a return on investment.

Partnerships with business and community to secure additional resources, either cash or in

kind such as park furniture, security solutions etc. to enhance the business of JHB City

Parks and Zoo

4 Number of fruit trees distributed To ensure the full roll-out of the Pro-Poor Programme Fruit trees distributed to different

stakeholders city-wide

5 Number of ornamental trees

planted

Monitor the ornamental trees planted city-wide as part of climate change response

6 Percentage Compliance of

horticulture and arboriculture

maintenance cycles completed

This KPI monitors the maintenance cycles completed at: Flagship, Developed &

Undeveloped Parks; Main Arterials, Landscaped Islands & Town Entrances; Cemeteries

(Active & Passive);

Maintenance: Horticultural maintenance, arboriculture maintenance, litter-picking, weeding

and alien invasive plant control


KPI

NUMBER

KPI KPI DESCRIPTION

7 Percentage compliance with grass

cutting schedule orders for CoJ

Departments and Entities

JCPZ has been appointed as the preferred service supplier in terms of Horticulture and

conservation management for the City of JHB. The indicator reports the progress of

implementation of work schedules as agreed to between JCPZ and the City.

8 Percentage adherence to animal

management practices as per

checklist

JCPZ have in its Zoo more than 2 760 animals which are fed on a daily bases. There is a

need to measure the amount of food which is consumed to prevent wasteful expenditure,

Keepers record food usage on a daily bases. Other areas of animal management practises

include cleaning of enclosures, enrichment, and pest control.

9 Number of visitors to the Zoo To monitor and increase the number of patrons visiting the Zoo per annum

10 Percentage compliance of Bio-

diversity and ecosystem

management requirements

To ensure visible service delivery & protection of ecosystem within the city of Johannesburg.

Horticulture & Arboriculture Maintenance Cycles completed at: JBG & The Wilds, Nature

Reserves, Ridges & Koppies, Bird Sanctuaries and Conservation & Research Farm.

11 Percentage Customer Satisfaction

achieved

Gauging residents and users satisfaction with JCPZ services, facilities and programmes. To

measure how services, facilities and programmes meet or surpass residents and users

satisfaction in order to manage and improve business.

12 Number educational programmes

implemented per annum

This KPI monitors the provision of environmental education and awareness programmes:

Zoo to you programme, Zoo school programme, Masibambisane programme,

Environmental Education programme and Food education programme

13 Number of open space planning

and management research

projects completed

The inventory and assessment of public open space initiative is aimed at assessing the

status quo of public open spaces in the City of Johannesburg, to establish per capita

provision, quality, distribution and network, accessibility and preparation of city-wide

strategy on public open space for Johannesburg which will entail a restoration and

rehabilitation plan.

14 Number of EPWP job

opportunities created

EPWP is a National Program which focuses on job creation and the skilling of labour intense

workers.


KPI

NUMBER

KPI KPI DESCRIPTION

The program focuses on temporary or short term job opportunities with the aim to alleviate

poverty and decrease the unemployment rate. EPWP was implemented by the City of

Joburg from 2004.

15 Number of jobs created through

the Enterprise Development

programme

The Enterprise Development Programme focuses on giving opportunities to start-up

businesses. It also promotes the use of businesses within the community (live and work in

the same area). The program is one of the City’s initiatives to increase job creation and to

give opportunities to small start-up businesses.

16 Number of primary co-operatives

developed and supported

The KPI is designed to ensure the success and sustainability of primary Cooperatives

(primary co-operative means a co-operative formed by a minimum of five natural persons

whose object is to provide employment or services to its members and to facilitate

community development in other words start-up businesses). The Program is aimed at

training and exposing cooperatives to the working environment. It also assists with

networking them with government and private sectors that can assist with the growth of their

business.

17 Development and approval of an

ecotourism plan for JCPZ facilities

Eco-tourism relates to responsible tourism to natural areas that preserves the environment

and offers activities that enhances the sustainability of local communities. JHB City Parks

and zoo strives to roll out a strategy for its natural areas where local communities will benefit.

It is a business enhancement strategy but focuses on preserving or enhancing natural areas

such as the JHB zoo, botanical gardens and reserves.

18 Percentage compliance to safety

requirements as per the green

leave standards

Safety interventions rolled-out in developed public open spaces through the management

of facilities which will include park patrols, design of facilities and infrastructure of facilities.

19 Rand value of revenue secured

per annum

The entity has a number of activities that generate revenue – the KPI reports on the financial

performance of these activities

20 Percentage of operational budget

spent

This measures the utilisation of the operational expenditure budget in implementing

programs/activities of the organisation.


KPI

NUMBER

KPI KPI DESCRIPTION

21 Percentage of valid invoices paid

within 30 days of invoice date

Measures the time it takes JCPZ to make payments to suppliers in light of the requirements

of MFMA

22 Percentage of repairs and


It measures utilisation of the repairs and maintenance budget allocation.

23 Attainment of a clean audit The indicators demands from management to improve the internal control, implementation

of recommendations and daily financial disciplines. The importance of clean administration

would improve the administration thereby resulting in clean administration: clean audit:

unqualified with material findings.

24 % of performance targets

achieved

The purpose of this indicator is to measure the performance of JCPZ in term of its

predetermined objectives in the form of actual performance against the targets of its Key

Performance Indicators. It also monitors if there is progress of identifies non-performance.

25 Percentage of employees

receiving performance coaching

and review as per the policy

Timeously tracking of the employee performance against the predetermined organisational

objectives. The alignment of the employees’ performance to the organisational

performance

26 Average number of days taken to

resolve disciplinary cases

The indicator seeks to ascertain how long it takes to resolve disciplinary inquiries. The

indicator reflects on showing that consequence management is applied as a corrective

measure.

27 Average number of days taken to

fill critical vacancies

Tracking vacancies to determine whether they are timeously filled to achieve service

delivery objectives. Vacancies are filled to address gaps within the organisation.

28 Percentage implementation of the

electronic business plan

management system (SAP SSM)

The indicator measures the percentage implantation of performance information as per the

corporate scorecard on the SAP SSM system.

Performance targets needs to be uploaded on the system and then updated with actuals

on a quarterly basis. The indicator is intended to show the progress of the implementation

of the project until it is fully functional. JCPZ is not on the SAP system yet.


4.4 SERVICE STANDARDS

Core Service Service Level Standard

1. Maintenance of designated green public open spaces1

80% of maintenance conducted

2. Response to calls logged for removal of fallen trees

80% of calls attended to

3. Response to calls logged for damaged park infrastructure

80% of calls attended to

4. Compliance to the PAAZA ( Pan-African Association of Zoos and Aquaria) standards

100% compliance

1 Flagship facilities, developed parks, undeveloped parks, landscaped islands and town entrances, active cemeteries, passive cemeteries and the Zoo


5. FINANCIAL IMPACT

4.4. OPERATIONAL REVENUE AND EXPENDITURE

The overall planned revenue and expense estimate for the 2018/19 financial year is as follows:

Description

YTD

Actual

Oct

2017

R m

Full Year

Forecast

2017/18

R m

Approved

Budget

2017/18

R m

Change

R m

Revised

Budget

2017/18

R m

Approved

Budget

2018/19

R m

Change

R m

Draft

Budget

2018/19

R m

Approved

Budget

2019/20

R m

Change

R m

Draft

Budget

2019/20

R m

Draft

Budget

2020/21

R m

Service Charges 13,8 45,8 99,3 (53,5) 45,8 105,1 (56,7) 48,4 110,8 (60,1) 50,7 53,7

Hiring of Facilities 1,3 5,2 5,9 (0,7) 5,2 6,3 (0,7) 5,6 6,6 (0,7) 5,9 6,2

Operating Grants 0 1,3 1,3 0 1,3 0 0 0 0 0 0 0

Other Income 3,7 13,6 13,6 0 13,6 14,4 0 14,4 15,1 0 15,1 16,1

Interest on Sweeping Account

12,5 37,4 35,0 2,4 37,4 37,0 2,5 39,5 39,0 2,7 41,7 44,2

Subsidy 245,4 737,0 736,3 0,7 737,0 785,0 17,5 802,5 833,0 24,1 857,1 915,7

Internal Recoveries 0 74,1 74,1 0 74,1 80,2 52,4 132,6 86,8 0 86,8 91,9


Description

YTD

Actual

Oct

2017

R m

Full Year

Forecast

2017/18

R m

Approved

Budget

2017/18

R m

Change

R m

Revised

Budget

2017/18

R m

Approved

Budget

2018/19

R m

Change

R m

Draft

Budget

2018/19

R m

Approved

Budget

2019/20

R m

Change

R m

Draft

Budget

2019/20

R m

Draft

Budget

2020/21

R m

Total Revenue 276,7 994,0 914,5 (51,0) 914,5 1028,0 15.0 1 043,0 1 091,4 (34,0) 1 057,4 1 127,8

Employee related cost

167,5 523,8 523,8 0 523,8 559,9 22,4 582,3 595,8 0 595,8 631,5

Debt impairment 0 9,9 9,9 0 9,9 10,5 0 10,5 11,1 0 11,1 11,7

Depreciation 7,8 29,1 29,1 0 29,1 30,8 0 30,8 32,5 0 32,5 34,5

Repairs/maintenance

3,6 40.0 34,8 (14,8) 34,8 52,5 (15,8) 36,7 55,3 (16,6) 38,7 40,9

Interest paid - - - - - - - - - - - -

Bulk purchases - - - - - - - - - - - -

Contracted services 14,9 43,4 43,4 (5,3) 43,4 51,6 (5,8) 45,8 54,4 (5,9) 48,5 51,4

Other 59,5 322,1 247,7 (31,0) 247,7 256,1 53,4 309,5 272,3 29,7 260,8 327,2

Internal Expenditure 5,7 25,7 25,7 0 25,7 66,6 (39,2) 27,4 70,0 (41,2) 28,8 30,5

Total Expenditure 259,0 994,0 914,5 (51,0) 914,5 1028,0 15,0 1 043,0 1 091,4 (34,0) 1057,4 1 127,8


Description

YTD

Actual

Oct

2017

R m

Full Year

Forecast

2017/18

R m

Approved

Budget

2017/18

R m

Change

R m

Revised

Budget

2017/18

R m

Approved

Budget

2018/19

R m

Change

R m

Draft

Budget

2018/19

R m

Approved

Budget

2019/20

R m

Change

R m

Draft

Budget

2019/20

R m

Draft

Budget

2020/21

R m

Surplus / (Deficit) 17,7 - - - - - - - - - - -


4.5. CAPITAL EXPENDITURE

The following capital developments are envisaged for financial year 2018/19 to 2020/21 and

the MTEF.

PROJECT

DESCRIPTION

Budget 2018/19

R’m

Budget 2019/20

R’m

Budget 2020/21

R’m

Mayibuye 0 0 3,0

Mapetla Park 1

Diepsloot River 1,0

Pieter Roos Park 2 0 0

Louis Botha Corridor 3 2 3,5

Inner- City Parks 6,0 5,0 4,0

JHB Botanical Gardens 3,0 7,0 2,0

Bird Sanctuary 0 0,5 0,5

Protea Glen 0 0 2,0

Emdeni Park 0 0 2,0

Pimville Koppies 0 1,0 2,0

Kliprivier Nature Reserve 0 0 2,0

Upgrade of existing parks to OHASA

2,0 3,0 2,0

Road Islands 0 0 2,0

IT Equipment 2,1 0 0

Plant and Equipment 4,0 6,0 6,0

Olifansvlei Cemetery 0 0 11,0

Furniture 0,7 0 0


PROJECT

DESCRIPTION

Budget 2018/19

R’m

Budget 2019/20

R’m

Budget 2020/21

R’m

Riverlea Park 0 2,0 0

Zoo – Animal hospital 1,0 0 0

Zoo – Animal Purchases 2,0 7,0 2,0

Zoo – Zoo Infrastructure 5,0 5,0 6,0

Zoo – Parking Area 1,1 0 0

Rabie Ridge Park 3,0 0 2,0

Lenasia WetlandsRehabilitation

1,0 0 0

TOTALS 36,000 39 500 53 000


6. MANAGEMENT AND ORGANISATION STRUCTURE

The JCPZ Board is the Accounting Authority in terms of the Municipal Finance Management

Act (MFMA). The Board provides strategic direction, leadership and oversight so as to

enhance shareholder value and ensure JCPZ’s long-term sustainability, development and

growth.

In fulfilling its responsibilities, the Board is supported by the Managing Director and the

Executive Team ensuring good corporate governance practices.

JCPZ has ensured a capable and effective leadership team to ensure that the company is

able to deliver on its mandate. The current staff compliment stands at 1 641 employees.

However, it is acknowledged that capacity within the lower levels of the organisation must be

unlocked through skills development of current staff, as well as the recruitment of new staff,

as the current structure portrays as ‘top-heavy’.

The current organisational structure is as follows:

Figure: Current Organisational Structure of JCPZ

From a work flow perspective, the key consideration is the fact that within City Parks and Zoo

there are two distinct cores, namely Service Delivery, and Conservation and Biodiversity.

Managing both under a single executive puts forward a challenge to the entity to ensure both

focuses are prioritised. The critical point is to ensure adequate organisational alignment to

ensure operations are effectively capacitated to deliver on its service delivery mandate.

However, based on current statistics, the entity is currently at a point whereby employee costs

are high, yet capacity yielded is low. Furthermore, there is a general consensus that the

aforementioned organisational structure is ‘top heavy’.


It is apparent that the structure provides too many support functions and too few operational

functions. This inhibits the ability of JCPZ to deliver on its mandate. The key issue is that the

organisational structure, from the bottom up, has not been designed to effectively utilise the

resources at hand – meaning there is significant unlocked potential that can add capacity

through optimisation initiatives.

Unlocking capacity has, therefore, been recognised as a key priority for JCPZ in two respects.

First, to unlock current capacity within the organisation means to maximise productivity

through

1) Efficient human resource planning/workforce planning;

2) Training and development of current resources; and

3) Earlier transfer of skills to job through on-the-job training.

Furthermore, JCPZ must ensure effective staffing and capacity building through the hiring and

training of new employees. From a strategic perspective there are few key components in

ensuring that capacity is unlocked – requiring specific intervention from the Human Resource

function. This includes:

1) Understanding the skills and competency gaps that are present within the organisation;

2) Preparing a strategy to close the skills gap through targeted capacitating interventions

such as training; and

3) Aligning the performance management system to the strategic initiatives.

These key elements are further elaborated on in the approved Human Resource Strategy,

which must be implemented.

5.1. CAPACITY ANALYSIS

We have managed to maintain a stable labour environment and have recently been informed

that the Entity will be reabsorbed into the City of Johannesburg. All of the above creates a

very complex Human Resource environment, which requires that change management

practices be implemented in order to quell the rising anxiety levels within the organisation.

The staff complement for the organisation has been reducing since inception, when

Johannesburg City Parks had a staff complement in excess of three thousand five hundred

(3 500). Over the years the strategy to contract out the maintenance of a portion of the portfolio

has resulted in a decreased workforce, increased administrative staff and an added

complication was that the current employees were and are aging. The finding of this Resource

Management Strategy is that JCPZ are currently operating with an aging workforce with

termination numbers comprising mainly of retirements and deaths.

At the end of the 2016/17 financial year our staff complement stood at just above one thousand

four hundred (1 400). The Executive have put in place a process to address critical positions

related to service delivery and efforts are underway to conclude on the filling of critical


positions as previously approved by the Executive Committee. This will augment the capacity

that is much required in fulfilling our service delivery mandate. New requisitions for vacancies

are being addressed in compliance with the City’s directive regarding the approval process.

5.2. EMPLOYMENT EQUITY

The Employment Equity Act No. 55 of 1998 seeks to achieve equity in the workplace by

promoting equal opportunity and fair treatment in employment through the elimination of unfair

discrimination and implementing affirmative action measures to redress the disadvantages in

employment experienced by designated groups. The Act provides for additional reporting

requirements, which include the submission of Employment Equity reports by employers.

JCPZ supports the principles espoused in the Act and has taken measures to eliminate any

form of discrimination against designated groups, and has further actively pursued efforts to

attract and retain employees from previously disadvantaged groups, including persons with

disabilities.

JCPZ has engaged with Organised Labour through a process of consultations in the

development of the JCPZ Employment Equity Plan. The final Employment Equity Plan, which

is attached hereto, is also advised by and aligned to the Gauteng provincial demographics.

The JCPZ Employment Equity Plan has been submitted to the Department of Labour as

required in terms of legislation, and is further submitted to the Human Resources Committee

for information.

7. RISK MANAGEMENT AND MITIGATION

Key strategic risks for 2018/19 have been identified for the JCPZ and summary of the risks,

their root causes and planned mitigation actions is presented in the table below. These risks

are spread across the JCPZ’s strategic objectives, with the majority of risks relating to

Strategic Objectives 1 and 2 – Service Delivery and Responsive Government, respectively.


RISK

NO Mayoral Priorities

JCPZ Strategic

Objectives CoJ Top Risks Risk Description Mitigating Actions

1 Priority 8 - Encourage innovation and

efficiency through the Smart City

programme.

IDP programme 4 - SMART City

Programme.

SO 2 - RESPONSIVE

GOVERNMENT: To

provide a service


the community all

times.

1) Misalignment of

programmes

driving Smart City

innovation.

2) Inadequate ICT

governance.

3) Cyber threats.

Out-dated legacy

ICT infrastructure

and business

systems.

1) Monthly and/or quarterly review of

Risk Register and Audit findings

(compliance management).

2) Ensure alignment to COJ ICT

Institutional changes and service

delivery mandate of the company

upon finalisation by the City.

3) Plan for system migration plan in the

event of absorption into the COJ, in

line with the Group CIO forum

mandate.

4) Report regularly on implementation

of the reviewed and approved ICT

Strategy.

5) Continuous ICT awareness and

training undertaken amongst staff.

6) Alignment of ICT budget

requirements to revised business plan

and other citywide funding options.

7). Increase fibre layout at the Zoo and

key facilities.

8). Draft and implement patch

management system.

2 Priority 2 - Ensure pro-poor

development that addresses spatial and

SO 1 - SERVICE

DELIVERY: To

provide our services

with pride to all

Inability to meet high

increasing demand of

service delivery

(housing, water,

Unavailability of

land for key

infrastructure

programmes and

1) Undertake the City wide inventory

and assessment of public open


RISK


JCPZ Strategic


income inequality and provides

meaningful redress.

IDP programme 6: Pro-Poor

Development.

Priority 6 - Create a City that responds

to the needs of citizens, customers,

stakeholders and businesses

IDP programme 4 - Citizens Relations.

citizens, and to


the past.

SO 2 - RESPONSIVE

GOVERNMENT: To

provide a service



times.

electricity, transport,

food).

sustainable

projects.

spaces (EISD, Development

Planning and CRUM).

2) JCPZ Public Dialogue focussing on

community based situational

analysis on alternative burials

3) Acquisition of land through City

processes for additional space.

4) Compliance based permits to be

sought for Eldorado Park Cemetery,

Ennerdale Cemetery, and Finetown

Cemetery.


development that addresses spatial

and income inequality and provides

meaningful redress.


Development.

Priority 6 - Create a City that

responds to the needs of citizens,

customers, stakeholders and

businesses


SO 1 - SERVICE

DELIVERY: To


with pride to all

citizens, and to


the past.

SO 2 - RESPONSIVE

GOVERNMENT: To

provide a service



times.



service delivery

(housing, water,


food.

Inability to deliver

on expanded

mandate

1) Revise and update Company

Strategy in line with changed

institutional arrangement, mandate

and service delivery requirements.

2) Undertake review and update of

Operational Model and plans in line

with the expanded portfolio by:

− Determination of budget

requirements to service

expanded mandate;

− Motivating for additional budget

to the shareholder in line with

service delivery requirements

and standards (SDA);


RISK


JCPZ Strategic


− Develop resource plan in

support of expanded mandate.

3) Develop Revenue Generation

(Enhancement) Strategy, to augment

grants and subsidies

− PPP initiatives sector funding.

4) Undertake steps to ensure transfer

of funds for green services to JCPZ

budget votes.

4 Priority 3. Create a culture of

enhanced service delivery with pride –

IDP Programme1. Customer Charter

Programme. Priority 6. Create a City

that responds to the needs of citizens,

customers, stakeholders and

businesses –

IDP Programme 4. Citizens Relation

SO 1. SERVICE

DELIVERY: To


with pride to all

citizens, and to


the past

SO 2 - RESPONSIVE

GOVERNMENT: To

provide a service



times.

N/A - none identified. Low staff morale 1) Continuous engagements with

labour.

2) 2) Implementation of the Culture and

Climate Assessment outcomes.

3) Continuous participation of HCM

department in COJ Forum, with

regards to reintegration.

4) 4) Develop and implement Change

Management Process/Plan in response

to the institutional review

5) 5)Replacement of exiting employees

on an ongoing basis subject to

institutional review requirements and

service delivery prioritisation.

6) 6). Upskilling and reskilling of

employees.


RISK


JCPZ Strategic


7) 7). Management and Leadership

Development programme

5 Priority 4 - Create a sense of security

through improved public safety.

IDP programme 3: Safer City

Programme.

SO 4 - SAFETY IN

COMMUNITIES: To

provide safe facilities

to communities

through awareness,

technology and

patrolling.

Increasing crime and

security incidents.

Criminal incidents

affecting safety and

security of public

facilities.

1) Implement an integrated Safety

Management Plan for parks and

other designated open spaces.

2) Review and capacitation of the Park

Rangers Unit in alignment to

company requirements.

3) Formalisation of the collaboration

between JCPZ and enforcement

agencies to drive volunteerism and

community engagement through

initiatives such as the “Adopt a Park”

campaign.

4) Installation of electric fence at the

ZOO.

5) Procurement and Installation of

standby generator at the Zoo.

6 Priority 9. Preserving our resources for

future generations –

IDP Programme 6. Resource

Sustainability Programme.

Priority 6. Create a City that responds

to the needs of citizens, customers,

stakeholders and businesses –

IDP Programme 4. Citizens Relations.

SO 1. SERVICE

DELIVERY: To


with pride to all

citizens, and to


the past.

SO 2. RESPONSIVE

GOVERNMENT: To

Security of supply and

environmental

degradation

Negative impact of

biodiversity loss

and ecosystem

collapses

1). Implementatio n of Climate Change

Response Plan.

2). Active participation in the CoJ town

planning processes.

3). Environmental education and

awareness campaigns.


RISK


JCPZ Strategic


provide a service



times

4). Periodic measurement of

environmental pollutants and corrective

action.

7 Priority 7. Enhance financial

sustainability –

IDP programme 8. Financial


Priority 5. Create an honest and

transparent city that fights corruption –

IDP programme 4. Clean Governance

Programme.

SO 5. SOUND

GOVERNANCE AND

EFFECTIVE

MANAGEMENT: To

ensure sound

governance and


and internal controls

Theft, fraud and

corruption

Theft, fraud and

corruption

1). Review and update existing

controls, policies and procedures.

2). Undertake Fraud and Ethics Risk

assessment and report on

improvements implemented.

3). Probity reviews of senior

management and governance

structures.

8 Priority 7 - Enhance our financial

sustainability.

IDP programme 8: Financial


Priority 5 - Create an honest and

transparent city that fights corruption.

IDP programme 4: Clean Governance

Programme.

SO 5 - SOUND

GOVERNANCE AND

EFFECTIVE

MANAGEMENT: To

ensure sound

governance and


and internal controls.

Non-compliance to

legislation, policies

and procedures.

Incidences of non-

compliance to

legislation, policies

and procedures

1). Roll out robust communicatio n and

awareness programme in relation to

approved company policies and

procedures including frameworks.

2). Effective implementatio n of

Contracts Management system via

isometrix.

3). Develop and implement a

compliance risk management

procedure for JCPZ.

4). Prioritisation of filling of critical

vacant positions.


RISK


JCPZ Strategic


5. Roll out of central repository (share

point)

9 Priority 2: Ensure pro-poor

development that addresses inequality

and provides meaningful redress.

IDP programme 6: Resource


Priority 3: Create a culture of

enhanced service delivery with pride.

IDPProgramme1: Customer Charter

Programme.

SO1 - SERVICE

DELIVERY: To


with pride to all

citizens, and to


the past.

SO 2. RESPONSIVE

GOVERNMENT: To

provide a service



times



service delivery

(housing, water,


food).

Service delivery

breakdown.

1) Reabsorption business readiness

review to be conducted across the

JCPZ, including:

a) ICT systems and infrastructure;

b) Conditions of employment,

employee benefits (pension

funds, medical aid, etc.);

c) All business processes not

shared with the COJ.

2) Develop and Implement Business

Continuity Programme

3) Install alternative power supply

or standby generator at the Zoo


development that addresses spatial

and income inequality and provides

meaningful redress.


Development.

SO 1 - SERVICE

DELIVERY: To


with pride to all

citizens, and to


the past.

SO 2 - RESPONSIVE

GOVERNMENT: To



service delivery

(housing, water,


food)

Inadequate

funding.

1) Develop and implement a Revenue

Generation Strategy to address

financial sustainability and service

delivery mandate of the organisation.

2) Develop guidelines on austerity

measures to be implemented

internally and report on

achievements attained.

3) Explore commercialisat ion

opportunities.


RISK


JCPZ Strategic


Priority 6 - Create a City that responds

to the needs of residents.


provide a service



times.

4) Increase PPPs. Develop and

implement financial strategy.

Additional risk management information in support of this table can be found in the JCPZ 2018/19 Strategic Risk Register. Risk mitigation actions

will be allocated to responsible persons and the completion thereof will be monitored and reported on, on a quarterly basis by the JCPZ Risk and

Audit Committee.

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