Infrastructure Development and Service Delivery Analysis
This document outlines the strategic analysis of service delivery demands and infrastructure investments in the Department of Social Development for the years 2015 to 2016. It discusses cost pressures, capacity challenges, completion of projects, and goals for enhancing social welfare services.
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INFRASTRUCTURE MTEC HEARING 2015/2016 DEPARTMENT OF SOCIAL DEVELOPMENT
OUTLINE Strategic level Service delivery demand analysis 2016/17 and beyond MTEF allocation analysis (3yr period) 2015/16 Expenditure & Investment Analysis List of projects awaiting final completion Cost Pressures Capacitation Challenges Early Childhood Development Centres
Strategic level Linkage of the departmental policy Directives with infrastructure delivery Strategic Goal Strategic Goal 01: Strategic Objectives To provide continuous political stewardship, leadership and guidance in the Department and to the sector in the delivery of developmental social services To provide quality strategic leadership, management and support to the Department and the sector To provide integrated strategic direction and support to achieve good governance at all times To provide a total of at developmental social welfare designated, targeted members of the communities infected and affected with HIV and AIDS and those with special needs annually To provide at least three programmes to designated, families through a family based approach annually To provide at least seven developmental child care and protection services to designated families through a family based approach annually least eight services integrated to Strategic Goal 02: the To build a caring society through integrated, family based developmental social welfare services to the poor and vulnerable family targeted preservation vulnerable Strategic Goal 03: To enhance stability in families and children in need of care and protection through a family based approach
Strategic level Linkage of the departmental policy Directives with infrastructure delivery Strategic Goal Strategic Objectives To provide at least three integrated developmental social crime prevention, victim support and anti-substance abuse services to the most vulnerable members of communities through a family based approach annually Strategic Goal 04: To mitigate incidents of gender based violence, substance abuse and crime through a family based approach To provide a suite of community development services targeting poor communities and vulnerable groups particularly youth and women through a family based approach at all times Strategic Goal 05: To progressively build sustainable and self- reliant communities with special focus to all poor and vulnerable groups of the province through a family based approach
Service delivery demand analysis Infrastructure has 3 components: 1. Working tools(office furniture, IT equipment and transport) 2. Soft services (cleaning, security, telephones (land lines and cell phones) and photocopiers 3. Infrastructure (construction and maintenance of offices and institutions).
Service delivery demand analysis Backlogs for office space: The Department has grown from staff complement of 1,474 as at the end of March 2007 to 4 573 as at the end of March 2015. Office buildings space to accommodate social workers and community development practitioners to serve the clients of the department has not grown to the same extent. Additional 661 social work graduates, by March 2016, exerting more pressure on current office space.
Service delivery demand analysis Backlogs for office space: The current budget for the three components of infrastructure is not adequate in support of core business. The priority of the Department for the next three years is to deal with the so called 21 worst offices (of which 5 are dilapidated park homes). The other option used is the lease of offices as a solution for the next 10 years. The current allocation for maintenance is 0.13% of the departmental budget which is for reactive maintenance (minor repairs).
2016/17 and beyond MTEF allocation Capital Estimated cost (Rand) Summary item Total for MTEF period R'000 2016/17 R'000 2017/18 R'000 2018/2019 R'000 37 446 34 388 26 996 New acquisitions 98 830 11 500 10 000 20 134 Upgrades 41 634 4 757 12 000 12 416 Refurbishment and Renovation 29 173 Total Capital 169 637 53 703 56 388 59 546 2 980 3 129 3 304 Other (reactive)- maintenance 9 413 The infrastructure budget accounts for 2.50% of total departmental allocated budget over the MTEF period.
2016/17 and beyond MTEF allocation Project type 2016/2017 2017/2018 2018/2019 No. of projects No. of projects No. of projects 12 11 10 New and Replacement Infrastructure 5 5 6 Upgrades and additions 6 6 5 Rehabilitation , renovations and refurbishments Maintenance - general repairs 9 9 9 Total projects 32 31 30
2015/16 Expenditure & Investment Analysis The allocated capital infrastructure budget for financial 2015/2016 is R 53, 785 million. The expenditure as at 31 July 2015 is R18,6 million , which equates to 35%. 25 projects under planning with a budget of R 29 million and expenditure of 6.24% whereas 14 projects were under construction with a budget of R22 million and expenditure at 50.29%. The department was advised by Department of Roads and Public Works to move funds from slow moving projects under planning to active projects under construction that have cost pressures. This has been implemented and R18 million has been shifted from planning to construction. Nature of Investment No of Projects Budget 2015/2016 R'000 Expenditure as at 31 July 2015 R'000 % Spent New/Replacement Rehabilitation,Renovations & Refurbishment 18 20 18 401 13 051 13 355 1 960 73% 15% Upgrading/Additions Maintenance&Repairs 7 9 19 451 2 883 1 789 1 533 9% 53% TOTALS 54 53 786 18 638 35%
List of projects awaiting final completion Category Comments Project Name Ngqamakwe Service Office New /Replacement Awaiting final account from Department of Roads and Public Works Dutywa Service Office New /Replacement Awaiting final account from Department of Roads and Public Works Coghlan Service Office New /Replacement Awaiting final account from Department of Roads and Public Works Alfred Nzo District Office Rehabilitation ,Renovations and Refurbishment Awaiting final account from Department of Roads and Public Works TOTAL 4
Cost Pressures The department acquired two institutions from Department of Education without budget. Institutions Sizes Replacement cost Maintenance Security Cleaning Qumbu CYCC Gali Thembani Burgersdorp CYCC Bhisho CYCC Silver crown Protea CYCC Erica CYCC Melton CYCC PE Treatment CYCC 1495 5000 1500 18240 2000 2347 3182 921 2857 24 667 500 82 500 000 24 750 000 300 960 000 33 000 000 38 725 500 52 503 000 15 196 500 47 140 500 1 233 375 4 125 000 1 233 500 15 048 000 1 650 000 1 936 275 2 625 150 759 825 2 357 025 725 400 725 400 725 400 21 200 138 480 000 480 000 480 000 480 000 725 400 215 040 430 080 215 040 645 120 268 800 322 560 430 080 161 280 322 560 Enkuselweni CYCC Libode office Dutywa office Ngqamakwe office Engcobo office 1280 1280 572 644 644 21 120 000 21 120 000 9 438 000 10 626 000 10 626 000 1 056 000 1 056 000 471 900 531 300 531 300 34 614 650 725 400 200 000 200 000 200 000 200 000 26 821 738 322 560 161 280 161 280 161 280 161 280 3 978 240 TOTALS 12
Capacitation The current structure for the Infrastructure Unit is under Supply Chain Management Unit - Logistical Management Directorate: One Manager - filled One Senior Provisioning Admin Officer filled Provisioning Admin Officer filled Assistant Manager vacant The Manager s duties and responsibilities are: Infrastructure (Capital Projects). Maintenance (Re-active). Leases for office accommodation. Soft Services (security, cleaning and municipal services). Telephone, Cellphones. Photo copier machines. The newly approved structure: infrastructure is elevated to a Directorate reporting directly to the Chief Financial Officer.
Infrastructure Challenges Budget constraints: maintenance and capital Capacity of contractors Delays in land acquisition processes : rezoning, subdivision and closure of public open space. Confirmation of service delivery points.
Early Childhood Development Centers Provincial Population : 6 562 053 0-4 year olds : 767 215 (11,6%) Beneficiaries reached: 52 820 (7.4%) Currently funding 1661 Centers reaching 52 820 Children Audit on the ECD centers per District 1881 Centre based ECD were audited
Early Childhood Development Centers DISTRICT FULL CONDITIONAL NOT REGISTERED ACCESS DENIED Alfred Nzo 87 6 33 1 Amathole 238 34 88 0 Buffalo City Metro 223 22 216 43 Sara Baartman 65 3 42 0 Chris Hani 45 13 29 0 Joe Gqabi 88 9 42 0 Nelson Mandela Metro 93 8 135 0 OR Tambo 185 23 104 6 TOTAL 1024 118 (6.2%) 689 (36,6%) 50 (2.6%)
Enkosi Kealeboga Ngiyabonga Baie Dankie 17
