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EASTERN CAPE HOUSING DELIVERY

Strategic overview of housing delivery outputs, constraints, interventions, and progress in Eastern Cape for the first 9 months of 2006/07. Analysis of financial vs. non-financial outputs and factors influencing delivery.

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EASTERN CAPE HOUSING DELIVERY

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  1. EASTERN CAPE HOUSING DELIVERY REVIEW FOR THE FIRST 9 MONTHS OF THE 2006/07 FINANCIAL YEAR

  2. PRESENTATION OVERVIEW • FINANCIAL & NON-FINANCIAL DELIVERY OUTPUTS • IDENTIFIED PERFORMANCE CONSTRANTS • Strategic, with the related • Operational impacts • REMEDIAL INTERVENTIONS: THE PARADIGM SHIFT … • UPDATE ON INTERVENTIONS UNDERTAKEN • CONCLUSION

  3. EXPENDITURE vs CASH FLOW FORECASTIN DISTRICT ORDER

  4. NON-FINANCIALS…

  5. OUTPUTS FOR THE 1ST9 MONTHS • Number of emergent contr. 686 • Jobs created 3 539 • Houses completed 11 791 • Subsidies approved 6 799 • Title Deeds transferred 4 913 • Municipalities accredited (in process) 2 • Disaster housing assistance 100

  6. NEGATIVE FACTORS INFLUENCING HOUSING DELIVERY. • STRATEGIC CONSIDERATIONS… • Thechallenges facing E/Cape housing delivery must be seen against the following strategic approaches, initially undertaken fordevelopmental reasons: • Use of PHP delivery vehicle – (60% of E.C. projects are PHP)(slow delivery due to layered coordination & communication processes) • Majority of Developers are Municipalities • Use of Emerging Contractors • 40 sq.m. size unit on 30sq.m National Norm • Allocation – (Unfunded extra 10m²) • The negative impact of these factors has been building up over the years to what is now possibly the highest point

  7. HOUSING RECOVERY INTERVENTIONS • Departmental take-over of some of the unblocked projects which are slow-moving through engagement of Established Contractors inclusive of Thubelisha Addresses twin-problem of Municipal and Emerging Contractor capacity shortfalls • The involvement Established Contractors allows for a number of advantages: • Speedier Procurement Processes • Bulk material purchases • Sourcing of additional resources to reinforce existing construction teams

  8. The Established Contractors are performing the normal contractor role, inclusive of: Execution of Construction Works to Scope, Budget, Spec, Schedule (Penalty clauses to be enforced) Materials and labour procurement Site Management ; Handover of Works Key Ingredient Embracing emerging contractors in order to mentor them to graduate to higher skills & expertise levels within requirements of allocating projects to them in accordance with requisite capacity HOUSING RECOVERY INTERVENTIONS (ROLE OF ESTABLISHED CONTRACTORS)

  9. PROGRESS TODATE • A fast-tracked procurement process affecting a total of 18 projects ( combined value R433m) will ensure on-site activity early in March • Projects in new financial year are being packaged for execution through Established Contractors. • A quantum leap in provincial delivery is envisaged

  10. CONCLUSION 1. The Department is confident that the dominant elements of the delivery under-performance problem have now been exposed, and are being dealt with in a meaningful way. 2. Even though the paradigm shift and strategic intervention currently embarked on will only begin to take effect at the tail-end of current financial year, a solid basis has been laid for higher-level delivery performance in the remainder of the MTEF cycle

  11. Thank You Comments & Questions

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