SHRA Strategic Plan and Annual Performance Plan 2013-14 Overview

1. SHRA Strat Plan + APP

2. CONTENTS • Overview • Contents • Strategic Framework • Objectives • Outputs • Risk Management SHRA Strat Plan and APP2013.14

3. Overview SHRA Strat Plan and APP2013.14

4. Overview SHRA Strat Plan and APP2013.14

5. Overview SHRA Strat Plan and APP2013.14

6. Overview SHRA Strat Plan and APP2013.14

7. Overview Strategic Plans and Annual Performance Plan timeframes for public entities SHRA Strat Plan and APP2013.14

8. Overview Performance Agreements People Money Programmes SHRA Strat Plan and APP2013.14

9. Contents • Part A: Strategic Overview • Purpose • Vision • Mission • Dream • Mandate • Constitutional/Legislative Environment • Situational Analysis • Performance Environment • Organisational Environment • Part B: Strategic Objectives • Outcome Oriented Objectives • Objectives • Resource Considerations • Budget • Risk Management SHRA Strat Plan and APP2013.14

10. Strategic Framework STRATEGIC ACTIONS Both minimum requirements and core competency development MUST WIN BATTLES Key initiatives that must be achieved, but results not entirely in own hands MEASUREMENT CRITERIA How business growth and strategic implementation will be measured / governed CAPACITY DEVELOPMENT Structure, systems and Resource implications – what is needed to deliver future strategies ACTIONS ANTICIPATED RESULTS What results the strategy should deliver STRATEGIES What we will do Key strategic thrust that will ensure vision is achieved 3 – 5 yr VISION What our business will look like Conceptual outputs, Target market focus Geographic domain, Strategic differentiation PLAYING FIELD What we will not do Philosophically Strategically Operationally Behaviourally PROPOSITION KEY TRIGGER POINTS When strategy would need to be re-assessed MARKET INSIGHTS STRATEGIC RATIONALE What shapes our future thinking CULTURE How we do things MARKET REALITIES Corporate performance B.U.market share / growth 12 month performance Competitor review Research undertaken Value chain analysis Market insights RULES OF THE GAME How the market operates CONTEXT VALUES How we behave KEY DRIVERS What really influences our thinking PURPOSE Our reason for being Our anticipated legacy CHANGING WORLD - What is changing in our world SHRA Strat Plan and APP2013.14

11. Mandate Our Mandate • Regulate, invest and where applicable intervene in social and rental housing: - An enabling regulator with productive, effective and sustainable delivery agents - SHRA will be a responsible custodian of state resources and endeavor to leverage co-investments from government and non government resources - Fostering stakeholder relationships, SHRA to be a catalyst in the social and rental housing sector through strategic partnerships • To be acknowledged as a reputable regulator in a working social and rental housing market by all SHRA’s key stakeholders Our Dream • SHRA will be a world class organisation resourced by highly skilled, values driven leaders in the industry • Fund and facilitate funding for affordable, well designed, environmentally sustainable housing projects , • Investing in communities, that enhance social mobility and access to basic tenant needs for healthcare, education, transport and communication. • SHRA will be a thought leader, stimulator and regulator of appropriate policies and research to support programme development for an African model of managed rental and social housing • Create a self sufficient social and rental housing environment Our Delivery • Deploy cutting edge, state of the art technology and information systems off which to effectively execute the SHRA mandate • Manage the platform for participation in the rental programme via robust accreditation that stimulates optimal delivery in low to moderate income market • Sustained delivery from a distinctive, independent identity SHRA Strat Plan and APP2013.14

12. Purpose Why does SHRA exist? • Integrating and mainstreaming people into urban society -Reinventing the rental housing ‘game’ - To transform communities and society through social housing - Make social housing main stream - Create ‘rules of the game’ for sector SHRA Purpose- Heroism supported by Altruism philosophy SHRA Strat Plan and APP2013.14

13. Values SHRA people:- • Switched on globally, inspired locally • Lead with courage, act with foresight • Build trust, foster relationships • Do more, with less • Transform lives SHRA Strat Plan and APP2013.14

14. Culture • Open minded, flexible approach • Globally ‘sussed’ • Up to date on market trends • Refreshing ideas – contemporary thinking • Proactively understanding market needs • People and relationships driven • Flexibility • Initiative valued • Ability to make personalised decisions • Latitude at all levels to make decisions fast within set parameters • Team work encouraged and highly valued • Contemporary work environment – not old world • Effectiveness valued more highly than efficiency • Action orientation • Urgency • Solid efficient delivery • Effective support systems SHRA Strat Plan and APP2013.14

15. Policy Environment PFMA Housing Act SHRA Strat Plan and APP2013.14

16. Business Environment: Key Drivers 1. Extent and profile of changing market demands/expectations 2. Political and regulatory framework • Resource availability • Create “ environmentally, socially and financially” sustainable communities - Integrated and sustainable - Thinking around the design- sustainable! 5. Stakeholder alignment SHRA Strat Plan and APP2013.14

17. Business Environment: Market Expectations • Two primary stakeholders: - Delivery agents (understand other non govt suppliers) - End users (understand trends, affordability) • Existing Areas will keep moving forward. • Not established areas we need to understand. • Different regions require different needs. • Constraining factors: legislation and national credit Act. • Creation of housing in new cities • Standardisation of rental housing in all regions yet able to customise • Rental housing to be included in govt policy • Beneficiary: - upwardly mobile group with diff needs (internet etc) - aging population (ground floor) • Tenants keen to take bigger role in decision making and representation • Move from rental to buy housing • SHI: financial stable and strong, bigger financial base and more active role. • Local govt: demand from municipalities for service delivery and improved rates and taxes. SHRA Strat Plan and APP2013.14

18. Business Environment: Political Framework • Ramifications if new government (split in party) comes into power- agendas and priorities change. • Don’t foresee changes in local government • Restructuring zone- contested areas • BEE become imperative - Need for social transformation • Rental must become mainstream irrespective of political change. • Work needs to be done on class of public asset. Need an exit strategy and increasing challenge. • Agendas and priorities change but should remain a priority due to the importance and urgency. • Provincial and municipal instability. Needs to be legislation in terms of roles and responsibilities • New legislation that needs to be aligned. - Land and land release issues. Long term leasing? • Subject subsidy- look at individual instance. • Funding dispensation to be looked at due to regional differences. • Decentralisation • Need for regional strategy due to different regional demands • Need for advisory role to municipalities. SHRA Strat Plan and APP2013.14

19. Business Environment: Resources • Capital: have sufficient capital from government and private sector - Enough credibility to attract capital. • Sufficient land to meet demand • Need to be skilled people to develop at different levels- govt, service providers. Up-skilling. • Integrated business system • Strong and firm institutionalised structuring. • Get more from the money we have. • Regulatory role will increase with more projects. • Resources all aligned to stakeholder • Ideal land procured from govt. • Acquisition of social housing in inner cities • Skills- formed relationships to be able to deliver mentorships and education • Budget- greater control if increased budget - Decreased budget and how it will affect. • Tenant deposits to be tapped into • Increase number of delivery agents SHRA Strat Plan and APP2013.14

20. Business Environment: Sustainability • SHRA guideline around environmental sustainability- increasing importance. - Guiding SHI’s and realising their potential with trading. • Quality and quantity of housing. • Healthcare involvement • Space for entrepreneurs • Integration aspect that social housing needs to play. • Responding to pressure of sustainability. • People and places focus • People: integrated communities on a larger scale. • Social housing as a catalyst to change areas • Alternative methodologies around the product. • Standardised model needs to be professionalised and introduce new concepts to create sustainability. • Catalytic role • Fully furnished, energy efficient, “green” housing, “green” estates integrated into communities that form new or regenerated cities. • Mixed race, mixed income. • Commercial and residential • Rental and ownership • Fund social economic areas. • Integration of infrastructure and services. All government streams integrated. SHRA Strat Plan and APP2013.14

21. Business Environment: Stakeholders • SHRA having yielding relationships with all stakeholders • Stakeholders understand social housing and rental. • SHRA- open, clear communication so its understood. • Satisfy all requirements of stakeholders. • More informed communities so aligned with government. - SHRA to catalyse this. SHRA Strat Plan and APP2013.14

22. Business Environment: Key Stakeholders • NHFC & Financial Institutions, Banks • HDA • Provinces • Municipalities • DHS • SHI’s/Nasho • Team • Beneficiaries • Portfolio committee • National Treasury SHRA Strat Plan and APP2013.14

23. Business Environment: Strategic Thrusts • Build the organisation - Strategy development - Integrated business plan - People/ Leadership - Brand/ knowledge management - Purpose & Culture • Proactive regulatory approach • Flexible social housing solutions • Get basics rights - Admin issues- policies & procedures - Compliance/ Governance/ Risk management - BIS SHRA Strat Plan and APP2013.14

24. SHRA Strat Plan and APP2013.14

25. Performance Management 5 yr contract Bi-annual Job Review Annual SHRA Strat Plan and APP2013.14

26. Objectives SHRA Strat Plan and APP2013.14

27. Objectives SHRA Strat Plan and APP2013.14

28. Risk Management SHRA Strat Plan and APP2013.14

29. Strategic Objectives SHRA Strat Plan and APP2013.14

30. Programme Performance Indicators SHRA Strat Plan and APP2013.14

31. Quarterly Targets SHRA Strat Plan and APP2013.14

32. Quarterly Targets SHRA Strat Plan and APP2013.14

33. Budgets SHRA Strat Plan and APP2013.14

34. Budgets SHRA Strat Plan and APP2013.14