Presentation to the Human Settlements Parliamentary Portfolio Committee 18 April 2018 Table of Contents Mandate Values SHRAs Programmes Structure MTEF Allocation MTSF Target Units delivered ID: 756067
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Slide1
SOCIAL HOUSING REGULATORY AUTHORITY
Presentation
to the Human Settlements Parliamentary Portfolio Committee
18 April 2018Slide2
Table of Contents
MandateValuesSHRA’s Programmes
Structure
MTEF Allocation
MTSF Target – Units deliveredExpected delivery from current projectsSHRA’s Strategic PlanStrategic Outcome Oriented Goals and Strategic ObjectivesSHRA’s APP 2018/19Focus of the plansAPP 2018/19 Annual Performance Indicators and Targets:Administration ProgrammeCompliance, Accreditation and Regulations ProgrammeSector Development ProgrammeProject Development and Funding ProgrammeExpenditure Trends and Estimates
2Slide3
Mandate
3
Vision
A thought-leader, stimulator and regulator of world-class self-sufficient social housing solutions
The SHRA is responsible for regulating the social housing sector in South Africa and approval, administration and disbursement of both institutional investment (capacity building grant) and capital grants (named the Consolidated Capital Grant).
The SHRA must promote an enabling environment for the growth and development of the social housing sector.
Mission
Facilitate delivery of quality, sustainable social housing at scale to advance the needs of low and middle income groups in support of spatial, economic and social restructuringSlide4
Values
4Slide5
SHRA’s Programmes
No
Programme
Name
Responsibilities1Administration:Sub-Programme A: Corporate ServicesSub-Programme B: Office of the CEOSupport servicesResearch
Corporate Governance
Marketing and Communications
2
Compliance, Accreditation and Regulations
Accreditation of entitiesAccreditation of projects (approval of capital grants)Compliance monitoring and enforcement3Sector Development Award and management of capacity building grantsTransformation of the social housing sectorManagement of Institutional Investment grant4Project Development and FundingProject packagingManagement of construction projects to completion
Management of Consolidated Capital Grant5
Regulatory servicesGrant management and development of projects and sectorSlide6
Structure
6
No. of positions = 51
Current headcount = 39 Slide7
MTEF ALLOCATION
7
2017/18 Current
2018/19
2019/20
2020/21
R’000
R’000
R’000R’000
Consolidated Capital Grant851,658
743,640738,414778,527Operations46,81551,980
55,201
58,237
Regulations
8,000
10,000
10,560
11,141
Institutional Investment
20,490
20,132
21,259
22,428
TOTAL
926,963
825,752
825,434
870,333
Note the reduced allocation of Consolidated Capital Grant (1,143,640 (2018/19FY) and 1,238,414 (2019/20FY))Slide8
MTSF Target – Units Delivered
8
SHRA’s MTSF target is the delivery of 27,000 by 2019. The chart above depicts the number of units projected to have been delivered by the end of 2017/18, this figure is 12,852. Slide9
Expected delivery from current projects
Provinces
MTSF Target units to be delivered (2014 - 2019)
Actual number of units delivered (2014 - Q3 2017/18)
Units approved for grant award but yet to be delivered
Of those approved for grant award how many currently under construction
Of those approved for grant award how many under planning or yet to deliver units
Total
Variance
Eastern Cape
1 960768
2 8221 5971 2253 5901 630
Free State
1 935
869
1 021
1 021
0
1 890
-45
Gauteng
9 905
4672
8 457
5 041
3 416
13 129
3 224
Kwa-Zulu Natal
3 085
2448
154
154
0
2 602
-483
Limpopo
1 050
00000-1 050Mpumalanga1 545104000104-1 441North West2 85011681 3778015762 545-305Northern Cape56500000-565Western Cape4 1081129175541613392 884-1 224Total Number of Units27 00311 15815 5869 0306 55626 744-259
9
11 158 + 9 030 = 20 188
20 188 is the maximum number of units that could be delivered by 2019 however more realistic figure is approximately 15 000Slide10
SHRA’s Strategic Plan
SHRA’s Strategic Plan 2015 – 2020 was approved by Parliament in 2017 and is valid until 2020The strategic goals and objectives remain unchanged in SHRA’s APP 2018/1910Slide11
Strategic Outcome Oriented Goals and Strategic Objectives
Strategic Outcome Oriented Goal
Strategic Objectives
1
To establish a well skilled, resourced and led organisation
To develop and implement a
Human Resource
plan that supports the implementation of the strategic plan
To implement
business processes and systems that enables and supports the implementation of the strategic plan2To support policy and sectoral leadership within the social housing sectorTo undertake research and on the basis of the findings make proposals to relevant stakeholders on policy amendmentsTo secure strategic partnerships with key stakeholders including
NDoHS, HDA, NHFC, Provinces and Municipalities and to ensure that the SHRA is represented on all key inter-governmental platforms and forums
11Slide12
Strategic Outcome Oriented Goals and Strategic Objectives
Strategic Outcome Oriented Goal
Strategic Objectives
3
To establish functioning and well managed delivery agents/entities delivering units that meet a landlords responsibilities to its tenants
To implement a customised and structured
capacitation
programme tailored to
SHIs
needs to improve absorption rates and tenant focused management systems4To effectively regulate the social housing sector through a risk based, automated systemTo develop and implement a risk based compliance monitoring system that triggers intervention timeously12Slide13
Strategic Outcome Oriented Goals and Strategic Objectives
Strategic Outcome Oriented Goal
Strategic Objectives
6
To deliver social housing units that result in the restructuring of cities and integrated communities
To proactively establish a pipeline of prioritised
projects
that meet a holistic set of well researched criteria
To develop and implement an
investment plan focused on achieving social, economic and spatial restructuring and community development that enables investment in social housing projects on the basis of well researched criteriaTo develop and implement a model that enables private sector involvement into social housing13Slide14
SHRA’s APP 2018/19
This plan has been derived from the Social Housing Investment Plan (SHIP), the Social Housing Sector Development Plan (SHSDP), alternatively referred to as the Institutional Investment Plan, and the Social Housing Regulatory Plan (
SHoRP
).
The Social Housing Act No. 16 of 2008 defines these plans as follows:i. "institutional investment plan" means a training and skills development planwhich is a component of the social housing investment plan intended to ensure thatsocial housing institutions acquire the expertise, skills and operational capacity tomanage such institutions on a sustainable basis and produce and manageapproved projects;ii. "social housing investment plan" means a corporate plan and budget asrequired by the Public Finance Management Act, comprising a capital investmentplan and an institutional investment plan for the capital institutional and investmentactivity of the Regulatory Authority for purposes of the social housing programme
;
and
iii.
"social housing regulatory plan" means a corporate plan and budget as required
under section 52 of Public Finance Management Act.14Slide15
Format of these individual plans
A regional approach to the implementation of the social housing programme
in accordance with the targets and needs of each Province and Municipality
Each plan contains a section for each Province
The Investment plan contains plans for each metropolitan and secondary city where demand for social housing is highest15Slide16
Eastern Cape
16
Provinces
MTSF Target units to be delivered (2014 - 2019)
Actual number of units delivered (2014 - Q3 2017/18)
Units approved for grant award but yet to be delivered
Of those approved for grant award how many currently under construction
Of those approved for grant award how many under planning or yet to deliver units
Total
Variance
Eastern Cape
1 9607682 8221 5971 2253 590
1 630
9 accredited SHIs (3 fully accredited, 6 conditionally accredited)
PSC meeting regularly
Restructuring zones: Buffalo City (5)
Nelson Mandela Bay (19)
Camdeboo
LM
King
Sabata
Dalindyebo
LM
Kouga LM
5 catalytic projects
5 projects in the SHRA pipelineSlide17
Free State
17
2 accredited SHIs (1 fully accredited, 1 conditionally accredited cooperative)
PSC has commenced meeting but needs support
Restructuring zones: MangaungMatjhabengNeed to finalise more zones3 catalytic projects (not all in restructuring zones)0 projects in SHRA pipeline
Provinces
MTSF Target units to be delivered (2014 - 2019)
Actual number of units delivered (2014 - Q3 2017/18)
Units approved for grant award but yet to be delivered
Of those approved for grant award how many currently under construction
Of those approved for grant award how many under planning or yet to deliver units
TotalVarianceFree State1 935869
1 021
1 021
0
1 890
-45Slide18
Gauteng
18
35 accredited SHIs (4 fully accredited, 31 conditionally accredited)
PSC has commenced meeting but needs support
Restructuring zones: City of JohannesburgCity of TshwaneEkurhuleniMogale CityMerafongRandfontein
Westonaria
15 catalytic projects (not all in restructuring zones)
Work on new restructuring zones e.g. Emfuleni
Purchase of inner city buildings - RFP
45 projects in SHRA pipelineProvincesMTSF Target units to be delivered (2014 - 2019)
Actual number of units delivered (2014 - Q3 2017/18)Units approved for grant award but yet to be delivered
Of those approved for grant award how many currently under constructionOf those approved for grant award how many under planning or yet to deliver unitsTotalVarianceGauteng
9 905
4 672
8 457
5 041
3 416
13 129
3 224Slide19
KwaZulu-Natal
19
14 accredited SHIs (1 fully accredited, 13 conditionally accredited)
PSC functioning well and meeting regularly
Restructuring zones: eThekwini (12)EmnambithiKwaDukuzaMhlatuzeRay Nkonyeni8 catalytic projects (not all in restructuring zones)Work with new municipalities with RZs
Potential partnership arrangements for land release
2 projects in SHRA pipeline
Provinces
MTSF Target units to be delivered (2014 - 2019)
Actual number of units delivered (2014 - Q3 2017/18)
Units approved for grant award but yet to be deliveredOf those approved for grant award how many currently under construction
Of those approved for grant award how many under planning or yet to deliver unitsTotalVarianceKwaZulu-Natal3 085
2448
154
154
0
2 602
-483Slide20
Limpopo
20
2 accredited SHIs both conditionally accredited
PSC has commenced meeting but needs support
Restructuring zones: PolokwaneTzaneenLephalale2 catalytic projects (not all in restructuring zones)Work with new municipalities with RZsWork with SHIs to package projects3 projects in SHRA pipeline
Provinces
MTSF Target units to be delivered (2014 - 2019)
Actual number of units delivered (2014 - Q3 2017/18)
Units approved for grant award but yet to be delivered
Of those approved for grant award how many currently under construction
Of those approved for grant award how many under planning or yet to deliver units
TotalVarianceLimpopo1 0500
0
0
0
0
-1 050Slide21
Mpumalanga
21
6 accredited SHIs (1 fully accredited, 5 conditionally accredited)
PSC has commenced meeting but needs support
Restructuring zones: Govan MbekiEmalahleniSteve TshweteMbombelaUmjindiNkomaze
Thaba
Cheu
Msukaligwa
LekwaVictor KhanyeProvincesMTSF Target units to be delivered (2014 - 2019)
Actual number of units delivered (2014 - Q3 2017/18)
Units approved for grant award but yet to be deliveredOf those approved for grant award how many currently under constructionOf those approved for grant award how many under planning or yet to deliver unitsTotalVarianceMpumalanga
1 545
104
0
0
0
104
-1 441
1 catalytic project (not in restructuring zone)
Work with new municipalities with RZs
Work with SHIs to package projects
4 projects in SHRA pipelineSlide22
North West
22
1 accredited SHI that is conditionally accredited
PSC has commenced meeting but needs support
Restructuring zones: RustenburgMadibeng5 catalytic projects (not in restructuring zones)Need to understand demand better in RZsWorkshops and assistance on new Restructuring Zones0 projects in SHRA pipeline
Provinces
MTSF Target units to be delivered (2014 - 2019)
Actual number of units delivered (2014 - Q3 2017/18)
Units approved for grant award but yet to be delivered
Of those approved for grant award how many currently under construction
Of those approved for grant award how many under planning or yet to deliver units
TotalVarianceNorth West2 8501168
1 377
801
576
2 545
-305Slide23
Northern Cape
23
2 accredited SHIs both conditionally accredited
PSC is not meeting and needs support
Restructuring zones:Sol Plaatjie3 catalytic projects (not in restructuring zones)Workshops and assistance on Restructuring ZonesAssist SHIs with project packaging0 projects in SHRA pipeline
Provinces
MTSF Target units to be delivered (2014 - 2019)
Actual number of units delivered (2014 - Q3 2017/18)
Units approved for grant award but yet to be delivered
Of those approved for grant award how many currently under construction
Of those approved for grant award how many under planning or yet to deliver units
TotalVarianceNorthern Cape5650
0
0
0
0
-565Slide24
Western Cape
24
11 accredited SHIs (3 fully accredited, 8 conditionally accredited)
PSC is functioning well, will release pipeline when projects ready for implementation
8 catalytic projectsPrecinct planning workCapacitation work1 project in SHRA pipeline
Provinces
MTSF Target units to be delivered (2014 - 2019)
Actual number of units delivered (2014 - Q3 2017/18)
Units approved for grant award but yet to be delivered
Of those approved for grant award how many currently under construction
Of those approved for grant award how many under planning or yet to deliver units
TotalVarianceWestern Cape4 10811291755
416
1339
2 884
-1 224
Restructuring zones:
City of Cape Town (10)
Oudshoorn
Mossel Bay
George
Knysna
Bitou
Drakenstein
Overstrand
Stellenbosch
Saldhana
bay
Breedevalley
SwartlandSlide25
Focus of the plans
Focus area
Actions taken to address the issue
Assistance to three Provinces struggling to achieve their delivery targets (North West, Northern Cape and Limpopo)
Specific plans have been developed to assist these three Provinces including:
Restructuring Zone workshops
Stakeholder training
Project facilitation
25Slide26
Focus of the plans
Focus area
Actions taken to address the issue
Capacitation and sharing best practice amongst social housing practitioners at a Provincial and Municipal level
Critical that there are well functioning Provincial Steering Committees in each Province. Therefore plans to enhance the NRHTT by creating two other forums:
Chairperson’s Forum
Peer Learning Forum
26Slide27
Focus of the plans
Focus area
Actions taken to address the issue
National training plan
27Slide28
Focus of the plans
Focus area
Actions taken to address the issue
Renewed focus on the inner city as part of an integrated model approach to renewing and transforming cities
An Implementation Protocol has been signed with the Housing Development Agency to source land and buildings for social housing with a focus on the inner city. Six inner city buildings have already been identified for immediate purchase.
Additional indicators and targets have been developed and included in this APP that focus specifically on inner city redevelopment e.g.
Number of units located in inner cities
pre-assessed
for grant funding
Number of units located in inner cities accredited (awarded grant funding)28Slide29
Focus of the plans
Focus area
Actions taken to address the issue
Transformation and empowerment of the social housing sector
Indicators and targets have been established i.e.
Percentage of
conditionally
accredited SHIs that are classified as B-BBEE Owned / Controlled companies as defined in the B-BBEE Act. Target is 50% for 2018/19.
Percentage of
fully accredited SHIs that are classified as B-BBEE Owned / Controlled companies as defined in the B-BBEE Act. Target is 50% for 2018/19Percentage of annual Consolidated Capital Grant allocation awarded to B-BBEE Owned/Controlled Companies as defined in the B-BBEE Act. Target is 60% for 2018/19
29Slide30
Focus of the plans
Focus areas
Actions taken to address the issue
The performance measurement of the SHRA to be reflective of what constitutes real traction on the ground
The SHRA has added a new indicator so that the SHRA now has units delivered and units completed. Units delivered means those completed ands tenanted and units completed means those having reached practical completion.
30Slide31
Situational Analysis
Focus area
Actions taken to address the issue
Acceleration of project delivery to meet MTSF target
The Social Housing Investment Plan provides a more regional approach to social housing delivery support that is aimed at accelerating project delivery. Internally, the SHRA has different personnel assigned to different Provinces to work closely with Provincial Steering Committees to directly assist with:
Designation of restructuring zones
Project facilitation
Managing the pipeline of projects
Working with PSCs
These personnel also work directly with projects within their respective Provinces and ensure project delivery.
31Slide32
Situational Analysis
Focus area
Actions taken to address the issue
There are a number of SHIs that are conditionally or fully accredited without projects / stock.
In order for an SHI to become fully accredited, it must have stock. SHRA has set a new target to increase the number of fully accredited SHIs.
32Slide33
Annual Performance Indicators and Targets – Administration Programme (Corporate Services)
33
Indicator
2017/18 estimated performance
2018/19 Target2019/20 Target2020/21 Target1.1
Percentage adherence to the Strategic HR Plan's Action Plan. The Action Plan's format will include work to be undertaken, timeframes and responsibilities.
80% of 2017/18
HR Plan's Action
Plan
implemented bythe end of March2018100% of 2018/19HR Plan's ActionPlanimplemented bythe end of March2019100% of 2019/20HR Plan's Action
Planimplemented bythe end of March2020
100% of 2019/20HR Plan's ActionPlanimplemented bythe end of March20211.2Manage theimplementation ofa comprehensiveperformancemanagementsystemPerformance
management
process including
performance
targets and
standards for all
positions
implemented
Performance
management
process including
performance
targets and
standards for all
positions
implemented
Performance
management
process includingperformancetargets andstandards for allpositionsimplementedPerformancemanagementprocess includingperformancetargets andstandards for allpositionsimplementedSlide34
Annual Performance Indicators and Targets – Administration Programme (Corporate Services)
34
Indicator
2017/18 estimated performance
2018/19 Target2019/2020 Target2020/21 Target
2.1
Obtain an
unqualified audit
opinion on the
audit report fromthe ExternalAuditorsUnqualified auditopinion obtainedon the auditreport from theExternal Auditorsfor the 2016/17financial yearUnqualified auditopinion obtainedon the auditreport from theExternal Auditorsfor the 2017/18financial yearUnqualified audit
opinion obtainedon the auditreport from theExternal Auditorsfor the 2018/19financial year
Unqualified auditopinion obtainedon the auditreport from theExternal Auditorsfor the 2019/20financial year2.2Percentage ofInformationManagementAction Planimplemented80% of 2017/18InformationManagementAction Planimplemented by
the end of March
2018
Information
Management
Policy reviewed
by Council
100% of 2018/19
Information
Management
Action Plan
implemented by
the end of March
2019
100% of 2019/20
Information
Management
Action Plan
implemented bythe end of March2020100% of 2020/21InformationManagementAction Planimplemented bythe end of March2021Slide35
Annual Performance Indicators and Targets – Administration Programme (Corporate Services)
35
Indicator
2017/18 estimated performance
2018/19 Target2019/20 Target2020/21 Target
2.3
Percentage of Information Communication Technology Action Plan implemented
80% of 2017/18 Information Communication Technology Action Plan implemented by end of March 2018
100% of 2018/19 Information Communication Technology Action Plan action plan implemented by March 2019
100% of 2019/20 Information Communication Technology Action Plan action plan implemented by March 2020100% of 2020/21 Information Communication Technology Action Plan action plan implemented by March 2021Slide36
Annual Performance Indicators and Targets – Administration Programme (Office of the CEO)
36
Indicator
2017/18 estimated performance
2018/19 Target2019/20 Target2020/21 Target
3.1
Annual development of the State of the Sector report which includes a research plan for the following year.
State of the Sector report, including a research plan for the following financial year, tabled at EXCO by the end of March 2018
1 State of the Sector report, including a research plan for the following financial year, tabled at EXCO by the end of March 2019
1 State of the Sector report, including a research plan for the following financial year, tabled at EXCO by the end of March 20201 State of the Sector report, including a research plan for the following financial year, tabled at EXCO by the end of March 2021
3.2Percentage completion of annual research plan
80% completion of the annual research plan achieved by the end of March 2018100% completion of the annual research plan achieved by the end of March 2019100% completion of the annual research plan achieved by the end of March 2020100% completion of the annual research plan achieved by the end of March 2021Slide37
Annual Performance Indicators and Targets – Administration Programme (Office of the CEO)
37
Indicator
2017/18 estimated performance
2018/19 Target2019/20 Target2020/21 Target
3.3
Development of social housing norms and standards
Appointment of service provider
Social housing norms and standards approved by SHRA's Council
Implementation of social housing norms and standardsImplementation of social housing norms and standardsSlide38
Annual Performance Indicators and Targets – Administration Programme (Office of the CEO)
38
Indicator
2017/18 estimated performance
2018/19 Target2019/20 Target2020/21 Target
4.1
Development and approval by Council of an annual Stakeholder Management Matrix that identifies SHRA's stakeholders and planned engagements
Stakeholder Management Matrix for 2017/18 financial year approved by Council by the end of June 2017
Stakeholder Management Matrix for 2018/19 financial year approved by Council by the end of July 2018
Stakeholder Management Matrix for 2019/20 financial year approved by Council by the end of July 2019Stakeholder Management Matrix for 2019/20 financial year approved by Council by the end of July 2020
4.2Percentage of planned engagements held as identified on the SHRA's Stakeholder Management Matrix
70% achievement against the Stakeholder Management Matrix by the end of March 2018100% achievement against the Stakeholder Management Matrix by the end of March 2019100% achievement against the Stakeholder Management Matrix by the end of March 2020100% achievement against the Stakeholder Management Matrix by the end of March 2021Slide39
Annual Performance Indicators and Targets – Compliance, Accreditation and Regulations Programme
39
Indicator
2017/18 estimated performance
2018/19 Target2019/20 Target2020/21 Target
5.1
Annual development and submission of the Social Housing Regulatory Plan (SHORP) as per the Social Housing Act
Social Housing Regulatory Plan for 2018/19 developed and submitted in accordance with the Social Housing Act by the end of March 2018
Social Housing Regulatory Plan for 2019/20 developed and submitted in accordance with the Social Housing Act by the end of March 2019
Social Housing Regulatory Plan for 2020/21 developed and submitted in accordance with the Social Housing Act by the end of March 2020Social Housing Regulatory Plan for 2020/21 developed and submitted in accordance with the Social Housing Act by the end of March 2021
5.2Number of units under regulation
30832 units under regulation34688 units under regulation38288 units under regulation42288 units under regulationSlide40
Annual Performance Indicators and Targets – Compliance, Accreditation and Regulations Programme
40
Indicator
2017/18 estimated performance
2018/19 Target2019/20 Target2020/21 Target
5.3
Percentage of accreditation applications received and processed (received an outcome letter from the SHRA) within a maximum of 90 days
100% of accreditation applications received and processed (received an outcome letter from the SHRA) within a maximum of 90 days
100% of accreditation applications received and processed (received an outcome letter from the SHRA) within a maximum of 90 days
100% of accreditation applications received and processed (received an outcome letter from the SHRA) within a maximum of 90 days100% of accreditation applications received and processed (received an outcome letter from the SHRA) within a maximum of 90 daysSlide41
Annual Performance Indicators and Targets – Compliance, Accreditation and Regulations Programme
41
Indicator
2017/18 estimated performance
2018/19 Target2019/20 Target2020/21 Target
5.4
Percentage of completed (completed means that all required data fields have been filled in) quarterly reports (quarterly reporting tool template used) submitted by conditionally and fully accredited SHIs with stock to the SHRA
90% of conditionally and fully accredited SHIs with stock submitted completed quarterly reports to the SHRA
95% of conditionally and fully accredited SHIs with stock submitted completed quarterly reports to the SHRA
95% of conditionally and fully accredited SHIs with stock submitted completed quarterly reports to the SHRA95% of conditionally and fully accredited SHIs with stock submitted completed quarterly reports to the SHRASlide42
Annual Performance Indicators and Targets – Compliance, Accreditation and Regulations Programme
42
Indicator
2017/18 estimated performance
2018/19 Target2019/20 Target2020/21 Target
5.5
Average number of days from the tabling of the monthly Compliance Report at EXCO that an intervention action plan for non-compliant SHIs (limited to SHIs with stock, SHIs with a project on the pipeline and SHIs project on the pipeline and SHIs classified as B-BBEE Owned/Controlled Companies as defined in the B-BBEE Act) is subsequently tabled at EXCO.
Average of 60 days to table an intervention action plan at EXCO for non-compliant SHIs (limited to SHIs with stock, SHIs with a project on the pipeline and SHIs project on the pipeline and SHIs classified as B-BBEE Owned/Controlled Companies as defined in the B-BBEE Act) from the date of tabling the monthly Compliance Report at EXCO that identified the non-compliance of the same SHI
Average of 60 days to table an intervention action plan at EXCO for non-compliant SHIs (limited to SHIs with stock, SHIs with a project on the pipeline and SHIs project on the pipeline and SHIs classified as B-BBEE Owned/Controlled Companies as defined in the B-BBEE Act) from the date of tabling the monthly Compliance Report at EXCO that identified the non-compliance of the same SHI
Average of 60 days to table an intervention action plan at EXCO for non-compliant SHIs (limited to SHIs with stock, SHIs with a project on the pipeline and SHIs project on the pipeline and SHIs classified as B-BBEE Owned/Controlled Companies as defined in the B-BBEE Act) from the date of tabling the monthly Compliance Report at EXCO that identified the non-compliance of the same SHI
Average of 60 days to table an intervention action plan at EXCO for non-compliant SHIs (limited to SHIs with stock, SHIs with a project on the pipeline and SHIs project on the pipeline and SHIs classified as B-BBEE Owned/Controlled Companies as defined in the B-BBEE Act) from the date of tabling the monthly Compliance Report at EXCO that identified the non-compliance of the same SHISlide43
Annual Performance Indicators and Targets – Compliance, Accreditation and Regulations Programme
43
Indicator
2017/18 estimated performance
2018/19 Target2019/20 Target
2020/21 Target
5.6
Percentage of conditionally accredited SHIs that are classified as B-BBEE Owned / Controlled companies as defined in the B-BBEE Act
30% of the conditionally accredited SHIs classified as B-BBEE Owned / Controlled companies as defined in the B-BBEE Act
50% of the conditionally accredited SHIs classified as B-BBEE Owned / Controlled companies as defined in the B-BBEE Act55% of the conditionally accredited SHIs classified as B-BBEE Owned / Controlled companies as defined in the B-BBEE Act
60% of the conditionally accredited SHIs classified as B-BBEE Owned / Controlled companies as defined in the B-BBEE Act5.7
Percentage of fully accredited SHIs that are classified as B-BBEE Owned / Controlled companies as defined in the B-BBEE Act30% of the fully accredited SHIs classified as B-BBEE Owned / Controlled companies as defined in the B-BBEE Act50% of the fully accredited SHIs classified as B-BBEE Owned / Controlled companies as defined in the B-BBEE Act55% of the fully accredited SHIs classified as B-BBEE Owned / Controlled companies as defined in the B-BBEE Act
60% of the fully accredited SHIs classified as B-BBEE Owned / Controlled companies as defined in the B-BBEE ActSlide44
Annual Performance Indicators and Targets – Compliance, Accreditation and Regulations Programme
44
Indicator
2017/18 estimated performance
2018/19 Target2019/20 Target
2020/21 Target
5.8
Number of social housing units accredited (approved for capital grant funding)
12000 social housing units approved for capital grant funding
9000 social housing units accredited (approved for capital grant funding)6106 social housing units accredited (approved for capital grant funding)
6310 social housing units accredited (approved for capital grant funding)5.9
Number of social housing units located in an inner city accredited (approved for capital grant funding)New indicator1000 social housing units located in an inner city accredited (approved for capital grant funding)2000 social housing units located in an inner city accredited (approved for capital grant funding)
2500 social housing units located in an inner city accredited (approved for capital grant funding)Slide45
Annual Performance Indicators and Targets – Compliance, Accreditation and Regulations Programme
45
Indicator
2017/18 estimated performance
2018/19 Target2019/20 Target
2020/21 Target
5.10
Number of fully accredited Social Housing Institutions
13 fully accredited Social Housing Institutions
15 fully accredited Social Housing Institutions17 fully accredited Social Housing Institutions19 fully accredited Social Housing Institutions
5.11
Regulation of stock funded through the Community Residential Unit programmeNew indicatorManagement arrangements concluded for 4 CRU projects with an accredited SHI or ODAManagement arrangements concluded for 4 CRU projects with an accredited SHI or ODAManagement arrangements concluded for 4 CRU projects with an accredited SHI or ODA
5.12
Regulation of stock funded through the Institutional Subsidy
programme
New indicator
Management arrangements concluded for 4 Institutional Subsidy projects with an accredited SHI or ODA
Management arrangements concluded for 4 Institutional Subsidy projects with an accredited SHI or ODA
Management arrangements concluded for 4 Institutional Subsidy projects with an accredited SHI or ODASlide46
Annual Performance Indicators and Targets – Sector Development Programme
46
Indicator
2017/18 estimated performance
2018/19 Target2019/20 Target2020/21 Target
6.1
Annual development and
submission
of the Social Housing Sector Development Plan which is considered as the Institutional Investment Plan, (SHSDP) as per the Social Housing Act
Social Housing Sector Development Plan for 2018/19 developed and submitted in accordance with the Social Housing Act by the end of March 2018Social Housing Sector Development Plan for 2019/20 developed and submitted in accordance with the Social Housing Act by the end of March 2019Social Housing Sector Development Plan for 2020/21 developed and submitted in accordance with the Social Housing Act by the end of March 2020
Social Housing Sector Development Plan for 2020/21 developed and submitted in accordance with the Social Housing Act by the end of March 2021Slide47
Annual Performance Indicators and Targets – Sector Development Programme
47
Indicator
2017/18 estimated performance
2018/19 Target2019/20 Target2020/21 Target
6.2
Percentage of the Social Housing Institutions that are identified by the Compliance, Accreditation and Regulations Programme, and approved by EXCO and the SHI, to be assisted through the award of an Institutional Investment Grant for a specific Intervention that upon completion of the work either maintains or improves their level of accreditation
75% of SHIs who received an Institutional Investment Grant, of which the work is completed within the 2017/18 financial year, either maintained their level of accreditation or improved their level of accreditation from the date of grant approval at EXCO unless the SHIs lose their accreditation status or their accreditation status drops since the date of grant approval
80% of SHIs who received an Institutional Investment Grant, of which the work is completed within the 2018/19 financial year, either maintained their level of accreditation or improved their level of accreditation from the date of grant approval at EXCO unless the SHIs lose their accreditation status or their accreditation status drops since the date of grant approval
80% of SHIs who received an Institutional Investment Grant, of which the work is completed within the 2019/20 financial year, either maintained their level of accreditation or improved their level of accreditation from the date of grant approval at EXCO unless the SHIs lose their accreditation status or their accreditation status drops since the date of grant approval
80% of SHIs who received an Institutional Investment Grant, of which the work is completed within the 2020/21 financial year, either maintained their level of accreditation or improved their level of accreditation from the date of grant approval at EXCO unless the SHIs lose their accreditation status or their accreditation status drops since the date of grant approvalSlide48
Annual Performance Indicators and Targets – Sector Development Programme
48
Indicator
2017/18 estimated performance
2018/19 Target2019/20 Target2020/21 Target
6.3
Percentage of projects identified by the Project Development and Funding Programme, and approved by EXCO and agreed to by the SHI or ODA, that are assisted through the award of an Institutional Investment Grant for a specific Intervention and upon completion of the work are later recommended to the TEC for capital grant award
75% of the projects that received an Institutional Investment Grant, of which the work is completed within the 2017/18 financial year, are recommended to the TEC for capital grant award
75% of the projects that received an Institutional Investment Grant, of which the work is completed within the 2018/19 financial year, are recommended to the TEC for capital grant award
75% of the projects that received an Institutional Investment Grant, of which the work is completed within the 2019/20 financial year, are recommended to the TEC for capital grant award
75% of the projects that received an Institutional Investment Grant, of which the work is completed within the 2020/21 financial year, are recommended to the TEC for capital grant award6.4
Percentage expenditure of Institutional Investment grant within the financial year in which it has been allocatedAt least 95% expenditure of Institutional Investment grant within the 2017/18 financial yearAt least 95% expenditure of Institutional Investment grant within the 2018/19 financial yearAt least 95% expenditure of Institutional Investment grant within the 2019/20 financial year
At least 95% expenditure of Institutional Investment grant within the 2020/21 financial yearSlide49
Annual Performance Indicators and Targets – Project Development and Funding Programme
49
Indicator
2017/18 estimated performance
2018/19 Target2019/20 Target2020/21 Target
7.1
Number of social housing units delivered (tenanted)
4500 social housing units delivered (tenanted)
3856 social housing units delivered (tenanted)
3600 social housing units delivered (tenanted)4000 social housing units delivered (tenanted)
7.2Number of units completed (reached practical completion)
6000 social housing units completed (reached practical completion)4820 social housing units completed (reached practical completion)4500 social housing units completed (reached practical completion)5000 social housing units completed (reached practical completion)7.3
Number of units pre-assessed and recommended by the Project Development and Funding Programme for Project Accreditation to the Compliance, Accreditation and Regulation Programme
New indicator
6270 units
6106 units
6310 unitsSlide50
Annual Performance Indicators and Targets – Project Development and Funding Programme
50
Indicator
2017/18 estimated performance
2018/19 Target2019/20 Target2020/21 Target
7.4
Number of units, located in inner cities, pre-assessed and recommended by the Project Development and Funding Programme for Project Accreditation to the Compliance, Accreditation and Regulation Programme
New indicator
3135 units
3053 units3155 units
7.5Percentage expenditure of Consolidated Capital Grant allocation for the financial year
At least 95% expenditure of 2017/18 Consolidated Capital Grant allocationAt least 95% expenditure of 2018/19 Consolidated Capital Grant allocationAt least 95% expenditure of 2019/20 Consolidated Capital Grant allocation Slide51
Annual Performance Indicators and Targets – Project Development and Funding Programme
51
Indicator
2017/18 estimated performance
2018/19 Target2019/20 Target2020/21 Target
8.1
Annual development and submission of the Social Housing Investment Plan as per the Social Housing Act
Social Housing Investment Plan for 2018/19 developed and submitted in accordance with the Social Housing Act by the end of March 2018
Social Housing Investment Plan for 2019/20 developed and submitted in accordance with the Social Housing Act by the end of March 2019
Social Housing Investment Plan for 2020/21 developed and submitted in accordance with the Social Housing Act by the end of March 20209.1
Percentage of annual Consolidated Capital Grant allocation awarded to Other Delivery Agents15% of Consolidated Capital Grant allocation for 2017/18 financial year awarded to Other Delivery Agencies within the 2017/18 financial year
20% of Consolidated Capital Grant allocation for 2018/19 financial year awarded to Other Delivery Agencies within the 2018/19 financial year20% of Consolidated Capital Grant allocation for 2019/20 financial year awarded to Other Delivery Agencies within the 2019/20 financial yearSlide52
Annual Performance Indicators and Targets – Project Development and Funding Programme
52
Indicator
2017/18 estimated performance
2018/19 Target2019/20 Target2020/21 Target
9.2
Percentage of annual Consolidated Capital Grant allocation awarded to B-BBEE Owned/Controlled Companies as defined in the B-BBEE Act
50% of Consolidated Capital Grant allocation for 2017/18 financial year awarded to B-BBEE Owned/Controlled Companies, as defined in the B-BBEE Act, within the 2017/18 financial year
60% of Consolidated Capital Grant allocation for 2018/19 financial year awarded to B-BBEE Owned/Controlled Companies, as defined in the B-BBEE Act, within the 2018/19 financial year
60% of Consolidated Capital Grant allocation for 2019/20 financial year awarded to B-BBEE Owned/Controlled Companies, as defined in the B-BBEE Act, within the 2019/20 financial yearSlide53
Expenditure Trends and Estimates
53
FY 2015/16
FY 2016/17
FY2017/18
FY2018/19
FY2019/20
FY2020/21
Expenditure Estimates
AuditedAudited
Budget Estimate
Budget EstimateBudget EstimateBudget Estimate
REVENUE
Operational Grant
38 597 000
33 960 000
46 815 000
51 980 000
55 201 000
58 237 000
Consolidated Capital Grant
197 507 000
321 137 000
851 658 000
743 640 000
738 414 000
778 527 000
Institutional Investment Grant
-
15 756 000
20 490 000
20 132 000
21 259 000
22 428 000
Regulations
2 514 000 6 000 000 8 000 000 10 000 000 10 560 000 11 141 000 Total 238 618 000 376 853 000 926 963 000 825 752 000 825 434 000 870 333 000 Slide54
Expenditure Trends and Estimates cont.
54
FY 2015/16
FY 2016/17
FY2017/18
FY2018/19
FY2019/20
FY2020/21
Expenditure Estimates
Audited
AuditedBudget Estimate
Budget EstimateBudget EstimateBudget EstimateEXPENDITURE
Compensation of employees
17 355 000
21 342 000
27 085 000
34 733 034
36 816 971
39 026 037
Goods and services:
23 756 000
21 448 000
33 764 000
32 978 966
37 165 000
38 651 000
Agency and support / outsourced services
2 691 000
1 561 000
3 778 000
435 300
550 000
605 000
Communication
900 000 224 000 1 006 000 320 000 420 000 550 000 Computer services 238 000 753 000 828 000 520 000 915 000 962 000 Consultants 1 493 000 5 938 000 3 742 000 7 965 000 4 667 000 5 023 000 Contractors 470 000 130 000 914 000 60 000 80 000 100 000 Lease payments 2 166 000 2 511 000 2 762 000 3 550 000 3 905 000 4 295 500 Research and development - - 3 500 000 4 000 000 2 000 000 1 800 000 Training and staff development
313 000
375 000
1 550 000
282 000
350 000
450 000
Travel and subsistence
2 650 000
1 879 000
3 209 000
2 279 000
3 663 000
3 863 000
Other
12 828 000
7 997 000
12 387 000
13 567 666
18 303 029
16 271 463
Transfers and subsidies
197 507 000
334 063 000
866 114 000
758 040 000
753 914 000
797 327 000
Private enterprises
197 507 000
334 063 000
866 114 000
758 040 000
753 914 000
797 327 000
Total Expenditure
238 618 000
376 853 000
926 963 000
825 752 000
825 434 000
870 333 000 Slide55
55
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