Report on the Study Tour to the Nine Provinces

Committee: Public Works

Date of Meeting: 15 May 2002

Summary

No summary available for this committee meeting.


Minutes

2

PUBLIC WORKS PORTFOLIO COMMITTEE
15 May 2002
REPORT ON THE STUDY TOUR TO THE NINE PROVINCES


Chairperson: Inkosi WM Hlengwa

Documents Handed out
:
Committee Report - Appendix 1

SUMMARY
PMG did not minute this meeting. The Report attached hereto is published in the ATC dated 3 June 2002.

APPENDIX 1
Report of the Portfolio Committee on Public Works on study tour to provinces, dated 21 November 2001:

The Portfolio Committee on Public Works, having undertaken a study tour to the nine provinces between 23 July and 1 August 2001, reports as follows:

A. Introduction

The Committee undertook the study tour to monitor progress that was being made in restoring infrastructure that was damaged by floods, as well as to view community-based projects. The Committee also investigated measures that had been taken to safeguard infrastructure against future floods and to investigate how the provinces maintained state-owned properties.

The Committee was divided into three delegations, consisting of five members each. Each delegation concentrated on three provinces. The delegation to the Northern Province, Gauteng and North West consisted of Mr B A Radebe, Hosi C J Hlaneki, MrsT P Shilubana and Mr A S van der Merwe.

The Eastern Cape, KwaZulu-Natal and Mpumalanga delegation consisted of Inkosi M W Hlengwa, Mr E M Sigwela, Mr N E Magubane and Mr J Schippers.

The Free State, Northern Cape and Western Cape delegation consisted of Ms P S Sekgobela, Ms N M Twala, Mr S E Opperman and Kgoshi Mothiba. Each delegation had support staff provided by the Committee Section.

B. Findings - Northern Province

1. Meeting with MEC and officials of Department of Transport, Roads and Public Works

The MEC provided general background on flood relief funding and a progress report. It was felt that the national government had allocated too little funding to the province. The funds were allocated to all departments to be shared for flood-damage repairs. Most of the money had already been spent in a number of critical areas. Some of the funds that were allocated to the Department of Transport, Roads and Public Works, were distributed between the Community-Based Public Works Programme (CBPWP) and the Northern Province Road Agency (NPRA). However, most of it had been used for reconstruction of roads and bridges. The department had requested R1,396 billion for reconstruction of roads and bridges, but only R13 million was granted. Despite this small amount, the department was trying very hard to address the backlogs.

2. Report from Northern Province Road Agency (NPRA)

(a) Financial and physical report

The total recorded expenditure from the time of the floods up to 29 June 2001 was R325 million. This amount consisted of R313 million spent on projects detailed in this report and R12 million spent from the NPRA budget. A total of 25 projects out of 27 had been completed. Road D3675 had not been completed and the final completion date had been revised to 27 July 2001. The final completion of Road D3537 had been revised to 20 July 2001. Project NPRA/45/1/2000 had been completed, except for the road markings. This had been temporarily halted in order to allow the chemicals from the seal work to evaporate.

(b) Road repairs, bridge approaches and bridge repair contracts

Out of 19 projects, 15 had been completed and the remaining four had practically reached completion. NPRA project To88/9/2000 had been completed, but the final work had been impeded by the liquidation of the contractor. Another contractor had been appointed to complete the work. Affirmable Business Enterprise (ABE) contractors had done 28% of the work in respect of road repair, bridge approaches and bridge repair package of contracts.

The following projects needed special attention:

* NPRA/T088/4/2000 (Roads D523, 589 and 673). Poor progress had been made on the final finishing of the site. The completion date had been revised to 20 July 2001.

* NPRA/T088/10/2000 (Road D3685). Poor progress on the final finishing of the site. Practical completion was achieved on 20 June 2001 and final completion had been set for 31 July 2001.

* NPRA/T088/15/2000. The Project Managers had indicated that the work had not been satisfactorily completed. The contractor was back on the site to complete the remaining work.

(c) The Committee was able to visit some of the completed projects:

* Piling had been completed on nine bridges.

* Beam placement on Bridge 1 (Doornspruit River) had been completed and deck casting preparation was progressing.

* One of the five spans on Bridge 2 (Nzhelele River) had been replaced.

* Five beams of the nine spans on Bridge 3 (Nzhelele River) had been replaced.

* The beams for the five spans on Bridge 4 (Hanthabalala: Klein Leteba River) had been replaced and preparation of the bridge deck for casting was progressing.

* Construction of the first abutment and pier on Bridge 5 (Mbokota-Mashamba: Klein Letaba River) had been completed, and the shuttering of the first two decks of the six spans was progressing.

* Construction on the deck of Bridge 6 (Karringmelk River) and half of the balustrades had been completed. Construction on the remaining balustrades had started.

* Both abutments and piers on Bridge 7 (Malavhuwe-Tshivhivhi) had been completed and two beams for the three spans had been placed.

* Bridges 8 and 12 (Indermark A-B and Mogalakwena River) had been completed.

* Bridge 9 (Moeketsi River) had been completed, except for the balustrades.

* Construction on the abutments and piers of Bridge 10 (Middle Letaba River) had been completed. The construction of the first three of the seven spans of the deck had also been completed.

* Progress on Bridge 13 was halted as a result of a member of Stefunutti & Bressan/GDL JV, Labor (Pty) Ltd, being liquidated. Stefanutti & Bressan had undertaken to complete the project. The bridge was completed and the earthworks were progressing.

* The casting of beams at the CONCOR pre-cast yard in Louis Trichardt had continued. A total number of 120 beams out of 133 had been completed.

* The work done by Affirmable Business Entrepreneurs (ABEs) made up 17% of the total value of work done on the bridge contracts.

(d) Discussions

The N1 National Road that ran to neighbouring countries was an additional problem. Damage caused by trucks from these countries was severe and as a result the costs of repairing and maintaining them were high. Trucks that came from other countries or provinces bypassed the N1 into Routane and Middleburg, causing costly damage. The following proposals were made to address this problem:

* Roads must be classified.

* Some regional roads should be transferred to the District Municipality.

* Other roads should be transferred to the Provincial Road Agency.

* Roads that cut across the province and led to other countries via the N1 should be transferred to the national Department of Transport.

A further problem was a shortage of diesel, that caused delays in completing projects. The provincial department requested assistance from the Committee to register the Northern Provincial Road Agency by amending the National Road Agency Act.

The department indicated that the backlogs the MEC had referred to could only be addressed by increasing the budget. There was a shortfall of R700 million as only R539 million had been allocated to the NPRA. This amount had been spent on provincial roads only and not on local roads. The road to the airport could not be repaired since it belonged to the SANDF, which did not want to repair it as it was not considered a priority. The NPRA was considering taking responsibility for the road and the Committee needed to assist it in this matter.

The Trans-Limpopo Corridor brought economic spin-offs due to discussions between Matebeleland in Zimbabwe and the province. This kind of initiative needed to be strengthened. Bilateral discussions that encouraged economic development should be supported.

3. Community-Based Public Works Programme (CBPWP)

(a) Background

The CBPWP was initiated in the 1994-95 financial year and was kick-started by the Community Empowerment Programme and carried out by the Independent Development Trust (IDT). The CBPWP was administered by the provincial administration and NGOs. The programme was targeting the poorest communities, women, youth and disabled persons.

The programme received its funding from the national and provincial Departments of Public Works. The national department had consolidated the strategic projects to forge partnerships and co-ordination between stakeholders to improve the lives of the poor.

(b) Strategic Projects and Allocations

Community Production Centres (CPCs)

The CPCs were established to promote production activities for the market. The basis for the success of the CPCs is effective co-ordination, partnership, and the blending of policies and strategies by the government, private organisations and communities.

In the Northern Province, this programme is managed in partnership with the Department of Agriculture, with the IDT as implementing agent. The following two areas were identified with their allocations:

* Elandskraal production center
(R2,5 million)

* Upper Oliphants production centre
(R5 million)

(c) Clean and Green programme

South African Breweries is sponsoring this project and is targeting unemployed youth in urban areas where there is no waste management system. People are contracted to provide cleaning and greening services in their own communities. Local authorities are encouraged to budget for this service. This programme is implemented by the IDT. The following areas were identified, with their allocations:

* Nylstroom Clean and Green (R700 000)

* Thohoyandou Clean and Green (R700 000)

(d) Youth working towards environmental accessibility

This programme was implemented in 2000-01 as a partnership between the National Youth Commission and the Office on the Status of Disabled Persons. The following were the objectives of this project:

* Making public properties and buildings accessible for the disabled.

* Providing training for the construction of facilities for the disabled, youth and women.

* Maximising the utilisation of the youth, women and disabled persons.

* Achieving socio-economic development and empowerment through training, the appointment of service providers and the provision of sustainable facilities.

(e) HIV/AIDS Infrastructure Support Programme

This is a new programme aimed at building, repairing or upgrading infrastructure which will benefit rural communities to offset the devastation caused by HIV/AIDS. The national department has contributed R10 million for this cause to five provinces. The Northern Province received R4 184 264 and for the coming two years it will receive R2 607 878.

(f) Multi-purpose Community Centres (MPCCs)

The purpose of MPCCs is to provide one-stop service centres within rural areas for government services to the community. The following departments and parastatals provide services to communities:

* Local government, through district councils in rural areas for water supply, municipal services, local administration and maintenance.

* Department of Welfare, for pension and disability grant payouts.

* Department of Health, for clinics and primary health care.

* Department of Education, particularly for adult education.

* Post Office, for postal services.

* Telkom, for telephone services, payments and fault reporting.

* Eskom for electricity services, payments and fault reporting.

(g) Provincial CBPWP Projects

The following projects were funded in 2000-01:

Tshituni/Pfumbada R842 083,40
Mayeke School R710 083,30
Makoxa Cultural Village Phase 1 R947 083,30

The funds were transferred to the former Northern District Council, which is an implementation agent. The establishment of the new district councils caused delays in the implementing of the projects in that funds had to be re-transferred from the old district council to the new council. This has been addressed, a business plan for Makoxa is in place and the overall planning process for the projects has been finalised.

The following projects were funded in 2001-02:

Moletji Production Centre R235 294
Pfuka rixile Poultry Phase 1 R847 059
GaChuene Tourism (Basadi ba Bapedi) R829 412
Makoxa Cultural Village Phase 2 R588 235

District Municipalities experienced delays in implementing the programme. However, an NGO has been appointed as implementing agent.

(h) National CBPWP Projects

The district municipalities have signed a contract with the national department for the next three financial years. The allocations are as follows:

Sekhukhune District Municipality (NP8)

* 2001-02 R8,5 million
* 2002-03 R11,3 million
* 2003-04 R12,47 million

Waterberg District Municipality

* 2001-02 R6,8 million
* 2002-03 R2,5 million
* 2003-04 R2,6 million

Vhembe District Municipality

* 2001-02 R10,09 million
* 2002-03 R13,37 million
* 2003-04 R14,35 million

Capricorn District Municipality

* 2001-02 R24,6 million
* 2002-03 R18,8 million
* 2003-04 R20,2 million

Eastern District Municipality

* 2001-02 R5,6 million
* 2002-03 R7,4 million
* 2003-04 R7,9 million

Mopani District Municipality

* 2001-02 R7,59 million
* 2002-03 R10,03 million
* 2003-04 R10,76 million

(i) Problems Encountered

* Lack of municipal capacity to implement the programme.

* The process of transferring assets to municipalities without a maintenance budget.

* The national department did not provide funds for electrification projects.

* Start-up funding on productive assets was needed to sustain the projects.

4. Status Report on Asset Register and Maintenance Backlogs

(a) Background Information

The asset register for the Northern Province Department of Public Works was established in 1999 and since that time progress has been made in updating the information in the asset register.

The Northern Province inherited poor records, and there was no smooth handover of functions and assets registers from the homeland governments.

The aim of the asset register is to capture all fixed properties belonging to the Northern Province government. Initially, no proper records were kept regarding the properties belonging to the provincial government. Currently,in the former homelands the property information is incomplete due to the unavailability of title deeds. In the former homelands, State properties were not registered with the Deeds Office hence there were no title deeds. This impeded the process of compiling the asset register.

The provincial government assets that are known are recorded in the register. The register contains additional information on each property, such as the title deed number and the date of acquisition.

There may be some government properties that the department is not aware of. The department is carrying out a deeds search to identify all properties named "RSA" in the Northern Province. The known properties will be checked against the list and will be registered. A check will be done to ascertain whether the remaining properties belong to the national government or not. Any remaining properties will then be assumed to belong to the province. To facilitate the vesting and disposal processes, the department has installed two invaluable tools, the Aktex system that is linked to the Registrar of Deeds in Pretoria and a system linked to the Department of Land Affairs.

(b) Problems encountered with compiling Asset Register

The system linked to the Department of Land Affairs is not reliable in terms of being fully operational. The information on backlogs captured by the Land Affairs Department is not readily available. The Deeds Office does not recognise section 287(1) certificates issued by the MEC in terms of the Northern Province Land Administration Act.

(c) Remedial measures

In order to ensure uniformity of the type and quality of information captured on the asset register, a standard template has been introduced for use by all regions. This template is more detailed and information will be classified according to the type of property, district and municipality to which it belongs. It is anticipated that 80% of the work will be completed by the end of December 2001. There is proper supervision of regional staff in capturing property information on the asset register.

(d) Maintenance backlogs

* Background information

Insufficient emphasis was placed on the maintenance of State property and as a result too little funding was allocated for this purpose. This has resulted in serious deterioration of State infrastructure.

* Maintenance backlogs

It must be noted that the budget for preventative and maintenance activities is controlled by individual user departments, with the exception of government offices. Residential accommodation and road camps are administered by Public Works.

The Building Management Services Directorate of Public Works therefore serves as the project manager responsible for developing maintenance programs and for providing building advice to departments. It also protects departments in their dealings with external consultants and contractors. Preventative maintenance and rehabilitation have been classified into two components, namely social and economic components.

B. Findings - Gauteng

1. Report of Public Works and Management Services Branch of Department of Public Transport, Roads and Works for 2000-01

(a) Report Focus

* Poverty alleviation programmes

* Job Creation

* Maintenance Management of Provincial Fixed Assets and Properties Asset Management

* Provincial Asset Register

* Identification of properties that fall within the provincial ambit

(b) Vision of Department of Transport and Public Works

To establish an integrated transport system and a client-centred Public Works Service which satisfies the needs of the people, while supporting and facilitating social and economic growth and developing all the people of Gauteng.

(c) Mission of Department of Transport and Public Works

To promote accessibility, safety and affordable movement of people, goods and services and render efficient and cost-effective Public Works services in Gauteng.

(d) Departmental strategic priorities

* To sustain delivery for economic growth and development

* To target areas and groups for poverty alleviation, social and economic upliftment

* To maintain capital infrastructure investment for optimal resource utilisation

* To enhance financial accountability through budget control and elimination of fraud and corruption

* To secure alternative funding and resources for sustainability

* To develop mechanisms for communication, monitoring and feedback

* To implement institutional transformation through targeted programmes of affirmative action and human resource development.

2. Discussion on progress in areas of operation

(a) Department of Transport and Public Works Programmes

Professional Services
Maintenance and CBPWP
Management Services and Administration
Transport Infrastructure
Strategic Planning
Transportation Management

Two of the six programmes are transversal programmes (Management Services and Administration, and Strategic Planning). There are two programmes that fall under the Transport Branch (Transport Infrastructure and Transportation Management). The remaining two programmes fall under the Public Works Branch, and these will be the subject of this report, namely Professional Services and Maintenance, and CBPWP.

(b) Branch focus areas

In line with departmental strategic priorities, each of the two branches had to identify annual focus areas to fulfill the mandate of the department in relation to provincial government priorities for the current term of government. These are briefly outlined below:

* Review of Gauteng Public Works Operating Model

To fundamentally challenge and transform the approach of the department towards the delivery of public works functions in order to deliver a cost-effective service to clients.

* Asset management

To create an asset management, asset control, asset maintenance, asset utilisation and monitoring system for the province to ensure optimum utilisation of its fixed assets and sustained values.

* Maximisation of income

To ensure the development of systems to maximise the income potential of the department through improved revenue collection mechanisms.

* Procurement reform

To implement an affirmative procurement strategy to ensure SMME development and black economic empowerment within the framework of quality service delivery to the public of Gauteng Province.

* Economic reform

To pro-actively intervene in training and development of small business units in the private sector. The department should guide them into the mainstream of the economy.

* Fraud awareness and anti-corruption drive

There is a need to constantly develop and improve systems to ensure the early identification of fraud and corruption and putting in place measures to correct weak points or loopholes in systems or processes.

* Job creation

To increase the job creation potential of the infrastructure delivery programmes of the department.

* Proposed model for department

This model is in line with financial management reform at national level. The Gauteng Department of Public Transport, Roads and Works has embarked on a process of developing a business model for the public works branch. This process is centred around the repositioning of the public works functions that improve the way it delivers services to various client departments.

The new business model will involve the creation of business units for maintenance services and professional services. It is envisaged that these should operate on commercial principles and a service fee basis. The department has already entered into service delivery agreements with the various client departments. The purpose of the service delivery agreements is to regulate service delivery and the relationship between the department and the various client departments in the province.

* Job creation programmes

The Cabinet Lekgotla of April 2001 mandated the Department of Public Transport, Roads and Works to concentrate on job creation. This entails developing a series of programmes aimed at increasing job creation potential through infrastructure delivery programmes.

* Human resources development

The department has, through the Ministerial and Members of Executive Council Committee (MINMEC) developed a template for skills development in the public works sphere.

* Provincial hostels

In 1999, four hostels were transferred from the Department of Housing to the Department of Public Transport, Roads and Works. These included George Goch, Denver, MBA and Wolhuter / Jeppe Hostels. There are a number of developments and challenges facing these hostels. A short-term intervention strategy was implemented during the 2000-01 financial year and this included the following three interventions:

- Forensic Audit of the management of the above-mentioned four hostels.

- Technical Audit to verify the extent of upgrading and renovation to be carried out in these hostels.

- Social status quo analysis to verify the number of people who are currently occupying these hostels.

The problems identified required the department to implement a combination of both medium and long-term strategies.

The medium-term strategy entails getting a property management company to take over the management responsibilities of the four hostels. This is aimed at minimising the financial risks to the provincial government.

* Community-Based Public Works Programme

The Gauteng CBPWP is a special programme for communities that want to do something for themselves. The programme involves conception, planning and construction of community infrastructure such as schools, multi-purpose centres, frail-care centres and workshops for the physically disabled.

3. Visit to Projects

(a) Chris Hani Baragwanath Hospital (CHBH)

The casualty and admission ward of CHBH was overcrowded. This is because most other provincial hospitals refer their patients to it unnecessarily. This hospital was not intended to be a full-time hospital but for recuperation. Some of the old wards are being renovated. The CHBH is the biggest hospital in the region and takes referrals from neighbouring countries and other provinces as well as community health centres.

At present the hospital has 2 200 beds, they would like to cut that down so that people can be treated at home or stay for shorter periods. Patients are received at one point whether critical or not, but this is about to change due to renovations that are taking place.

The hospital authorities established a partnership with the British government for funding. There are other partners operating in this hospital; for example, Witwatersrand University and Johnson & Johnson. If the condition of the hospital does not improve, it could lose partnerships like Witwatersrand University and will collapse.

There is no allocation for maintenance. It takes a long time before actual maintenance can be done. The hospital has been raising funds so that they could repair the floors, doors and walls of the hospital. When the department budgets for buildings, it does not budget for maintenance.

The renovation of the hospital has boosted the morale of the staff. They see that things are falling into place and want to give their best, even though they are short-staffed.

(b) Ennerdale Multi-Purpose Centre

This project is called the Khotso employment project. The South African Breweries has donated a brick-making machine to the centre. Training for making bricks is being provided on site. Prior to the establishment of the project, the community had approached NGOs and business for funding. The Department of Public Works built the main structure of the centre. Spoornet provided dry and dividing walls. The project has been supported by government departments, parastatals and NGOs; workshops were conducted by the Departments of Public Works, Housing and Local Government.

The local council and the churches were also approached for assistance and they had done well in assisting the project. The church helped in smoothing race relations between communities living in Ennerdale. The project will render services such as HIV/AIDS counselling, gardening and selling cooked food.

(c) Community Hall in Palm Springs

The project provides training like leadership skills. The project is under Ipelegeng leadership. It has been running since April 2001. Ipelegeng pays R500 for rental. Church services are also conducted in the Hall. The Steering Committee is responsible for maintaining the hall. More rooms are needed for a library and offices. A problem the Steering Committee is faced with, is theft of electric boxes.

(d) Ikhwezilokusa Disability Home

The project started operating in 1994 in a small house. AngloVaal Limited erected some of the structures and renovated the home. The Public Works Department had allocated R1.5 million to the project. The Social Services Department had donated land to the project.

Fifty-two children are accommodated in this home. The administrator of the home is attempting to get 74 children with different disabilities. Children stay in the dormitories with care-givers. When a child reaches the age of 21, he or she is sent to another centre. Some of these children are taught subjects that are taught in the mainstream schools, as there are classrooms. This project is non-racial.

(e) Discussion at Pretoria Regional Offices

A CSIR team briefed the Committee on the Professional Services. This team is working on the Gauteng Facilities Management System (GFMS). They indicated that there is a need to endorse this system so that it can be used at national level to improve communication between departments. This system can be applied to the whole country. The system was developed in 1987 by the CSIR.

The GFMS is a computer system for management of public facilities and maintenance of assets. The system is based on the PRIMS 2000I web-enabled facilities and maintenance management system, developed by the CSIR and BMT for the public sector in South Africa.

(f) Objectives of GFMS

* Integrated and co-ordinated interdepartmental planning and management.

* Computerised fixed asset register, for which Gauteng carries the responsibility.

* Setting and allocating maintenance and operational budgets.

* Optimisation of operational and maintenance expenditure.

* Benchmarking.

* Management and control of property ownership, leasing and rentals.

* Optimum utilisation of facilities and resources.

* Increased transparency of and accessibility to property-related information.

* Improved interdepartmental communication.

(g) Benefits of GFMS PRIMS

* Operational

A single integrated properties database for all departments with full life cycle management and up to date information on property for strategic and operational management

* Financial

- Realistic annual departmental budgets, based on current estate requirements

- Accurate budgeting for preventative, day- to-day, and backlog maintenance and operating budgets

- Prioritization and scheduling of maintenance activities based on technical and financial considerations

- Factoring for impact of cost of neglect.

(h) Pretoria Academic Hospital

* Population characteristics

The catchment population of the Pretoria region is over seven million. The areas included in the Tshwane region are Hammanskraal, Ga-rankuwa, Winterveld, Mabopane, Bronkhorstspruit and Cullinan. Pretoria Academic Hospital also serves for referral from provinces such as Mpumalanga, North-west and the Northern Province. Internationally, it serves Malawi, the Democratic Republic of Congo, Angola, Zambia and Tanzania.

* Services offered by provincial tertiary hospital

For efficient health care service delivery the Gauteng Strategic Plan has identified that the bulk of health problems be dealt with through the district health system. Regional hospitals manage the majority of patients who need admission and specialist care.

Central/tertiary hospitals offer tertiary or super-specialist care, reserved for a small proportion of patients referred from other institutions within Gauteng and beyond, people who require technically complicated care. These facilities receive patients from and provide specialist support to a number of Regional Hospitals. This is mostly level III and IV care, requiring the services of expert clinicians working as super-specialists. As Pretoria Academic Hospital is a tertiary hospital, it is anticipated that there will be no chronic patient level beds. There is an indication that currently Primary Health Centres services are delivered at appropriate levels of care and Pretoria Academic Hospital is servicing the tertiary level and level 2.

* Condition assessment and suitability of the Old Pretoria Hospital

According to a CSIR Audit Report presented in 1996 only 65% of the buildings were in maintainable condition; the remainder was in need of upgrading or replacement. As for the suitability, the buildings had originally been built for different functions and the design and the fabric of the buildings did not lend itself to modern clinical protocols. The evidence of rust on iron in the older buildings is not conducive for environmentally sound health care.

The scattered facilities of the estate are extremely resource-intensive in terms of maintenance, energy requirements and staffing. Over a period of time buildings of all kinds have been inserted in the nearest available open space. As a result of the above, departments requiring expansion have not had the space to do so, and have added remote annexes. As a result, many departments which for management, quality control, staffing and economic reasons, ought to be self-contained, cohesive units, have been fragmented over time across the campus. This has resulted in the following duplication of services (at great running costs):

16 kitchens
10 intensive care units
12 out-patient departments
9 pharmacies
12 sterilising departments

Furthermore, without major capital investment the current buildings will contravene the legal requirements of the Occupational Health and Safety Act, thereby opening the Province to increased legal suites.

(i) New Pretoria Academic Hospital

* Planning of new hospital

Regular building maintenance was stopped with the decision to build a new Academic Hospital in 1982. The reason for this was to curtail fruitless expenditure and to maximise the funds available for the new hospital. As the H F Verwoerd Hospital was to have been sold off soon after the anticipated completion of the Academic Hospital in 1989, the lack of maintenance would not have had a significant impact. However, with the maintenance long overdue, the adverse effect of the backlog was beginning to manifest itself in various ways, to such an extent that it was costing increasingly more to rehabilitate, with an ever-increasing exponential effect.

The lack of maintenance was beginning to seriously compromise patient care at the existing hospital. The existing hospital had 1 058 beds. The CSIR commission, appointed by the Patriotic Health Forum in 1994, had recommended that the new structure be completed to accommodate 750 to 800 patients. A planning exercise recently undertaken by the Gauteng Department of Health revealed that, with the reduction of the number of beds and the consolidation of facilities in a new structure under one roof, operational budget rationalisation would be achieved.

* Construction of proposed new hospital

Due to the magnitude of the project and the Gauteng Board requirements, the construction programme had been phased in and the execution unbundled into various contracts. The planning of the academic hospital has been subjected to a review under the Gauteng Health Facility Strategic Plan, with a reduction of the number of beds to 777.

* Job Creation and Training

The total number of jobs created for all contracts from 1994, including D1 level, was 5,167.

(h) Roodeplaat Dam - Kubakhi Project

This project has been awarded to an emerging contractor. The project deals with the paving of the road that goes into the resort. The paving of the road started in May 2001, the entire dam project having been started in 1994. After five years, the project was opened to tender. There are seven companies contracted on this programme. The total cost of the project, including labour and material, was R3 million.

The labour consists of men and women and it is labour intensive. These workers are trained on the site for paving, project management, finance and quality control.

C. Findings - North West

1. Meeting with MEC and PWD officials


The MEC for Public Works indicated that the province did not have an Asset Register. The Department only has a list of properties that are neither provincial nor national. The reason for this is that the list lacks some elements of an asset register. The process of compiling this list, was done in consultation with the national Department. Evaluation has been done on the housing component, since this had been a problematic area. The problem of State houses was inherited from the previous homeland government.

There were no recordings made and information gathered on these properties. A decision had been taken to sell properties not needed. The value would be market-related. Priority would be given to current occupants. There was an increasing need to evaluate all government functional assets and couple them with maintenance allocations.

Regarding roads, the Department launched the "Roads 2000" programme. This programme incorporated CBPWP models. The programme was allocated R150 million for projects. The 31 projects have employed aproximately 1 500 people.

The road between Ventersdorp and Lichtenburg was completed, which had employed 120 people from the local community. This was a labour-intensive project. A bridge that joined two communities, had been built. The programme this year focused on roads, bridges and the upgrading of educational facilities. The second major focus will be on health, and R40 million has been allocated for clinics. Tenders will be issued at the end of August 2001. Clinics that are targeted, are in the rural areas.

The Department experienced problems with the client departments and budget administration. Communication needed to be improved between ministries so that projects could be implemented speedily. There were payment delays, but this has been partially resolved. The expedition of payments lies with constructors, and the Department verifies payments. The Treasury misdirected funds, and the feeling of the Department was that funds should be functionally based.

The Department was under presure to outsource some services. However, this had to be done, considering the provisions of the Labour Relations Act, in consultation with staff. It should be noted that outsourcing did not lead to budget decreases only, but could also increase the budget.

The R8 million budget for the CBPWP did not address the problem of maintenance backlogs. The NPWP has been financing the CBPWP to a tune of R20 million and this at least increased the impact of delivery. This allocation was geared mostly towarts community gardens and parks which did not have much impact on the basic needs of the community. The poverty alleviation programmes must be line-functional, and the Department of Agriculture should get an allocation for poverty alleviation.

The Department of Public Works had a budget of R17 million divided between itself and the Department of Agriculture, with the latter getting R9 million. This problem needed to be addressed since it hindered the Department to deliver optimally.

A project that has been problematic, was the Zamile Clinic in Winterveldt. This project was never finalised. The contractor was removed but was recalled due to support from the community. The structure of the clinic was completed, but is now used as a gymnasium and hair salon. The contractor claimed that he was never paid properly, which the Department denied. The contracting company (New Generation) was owned by local councillors, including Colleen Chauke. This company subcontracted the whole project and never paid the subcontractor. The clinic was being rehabilitated.

2. Visit to projects

(a) Montshiwa Clinic

The building of the clinic was awarded to a woman contractor who had recently laid the foundation of the clinic. The Department of Health will supply the clinic equipment. The line department is responsible for payment of the construction. A possible delay might be experienced due to late payment, since workers do not report to work if not paid, as were the case when the delegation visited the clinic.

(b) Lonely Park School

The school project consists of 10 classrooms. There will be two additional classrooms and a staff room, and the school will be supplied with running water and electricity. The project started three months ago, and was to be finished by the end of August 2001. No women labour was employed on this project, since they were to be employed to wash windows and clean floors once the project was completed. Employees were paid R3,00 per hour. The cleaning contract was scheduled to run for six months.

The foundation of the school structure was cracking, as it had been built too fast. This could endanger pupils' lives, and the delegation suggested that the solution would be to redo the project with clear specifications from the Department. The contractor building the school was Mugabe Construction Company, who employed foreigners. The owner of the company was from Zimbabwe.

(c) Bodibe Clinic

The community and health workers initiated this project. The clinic is new and it covers dental services, comprehensive care and maternity. There are five professional nurses who serve the clinic. The clinic will be handed to the community in September. Health care will now be accessible to the people - previously they had to walk long distances on very bad roads. The community built the clinic together with an emerging contractor. The Committee was delighted to see this clinic.

(d) Bophelong Hospital

The Bophelong Hospital is being renovated and maintained by the provincial Department of Public Works. The reception area and eight wards have been renovated. The Intensive Care Unit has been upgraded, and new equipment has been installed. There are four new and functional theatres. The hospital has electrical back-up in case of a power failure. It services approximately 5 000 local people, as well as referrals from district hospitals and community health centres.

Airconditioning in the theatre is uncontrollable - ranges from very hot to very cold. The roof of the theatre shows defects, which may lead to infections. There is also evidence of water leaks in this section. Water leaks outside the hospital are very bad and need urgent attention. The doors of the wards and theatres are built from a light type of wood, often breaks. Panel heating and other heaters have never worked, not since installation.

Hospital authorities indicated that they have reported this to the Department but that no acknowledgement has been received. Maintenance is a serious problem, and if not attended to, will have huge financial and health and safety implications. The Chief Director promised to give special attention to these problems.

(e) Doctors' Houses in Old Vryburg Hospital

This project started in February 2001. The houses were built for foreign doctors, and the project was to be completed by end of July 2001. Unfortunately, there were a number of problems, some of which were in connection with the specification of the buildings and the subcontracting of the project. Rain and late supply of material caused further delays. The contractor was an emerging subcontractor.

Little maintenance has been done on the old houses. The new houses are substandard. The beneficiaries were not consulted in the design phase, although their rent was paid R2 000 per month.

The hospital is very old. Some of the equipment needs to be replaced. The ceiling is collapsing, the taps are dripping and water is leaking from the roof. Some renovation is, however taking place.

(f) Ganyesa Tong Comprehensive School

The total number of new classrooms amounted to 12, thereby totalling 24 classrooms. The school has built two additional classrooms as part of the projects. During the last seven years, pupils used to share classrooms and teachers taught on a "first come, first served" basis. Each classroom now has a ratio of 1:45.

The school fee is R100 per year, with an additional R50 for security guards. The community has been intensively involved in building the school, having built three classrooms. The school is equipped with computer, science and typing laboratories. The computers are connected to the Internet.

(g) Temoso Special School (Ganyesa)

The school was completed in three months and handed over on 21 July 2001. The school accommodates physically and mentally disabled children. The school does not accommodate children who are over 20 years old. There are 47 children and seven teachers. The Department of Education pays the teachers.

Most of the parents are also physically and/or mentally handicapped and have no income to pay school fees. The school operates on a grant received from the government. It also provides a feeding scheme.

(h) Mogwase Testing Station

Construction on Mogwase Testing Station started in January 2001, and was completed in June 2001. It included paving and the marking out of parking lots. The total cost for the construction was R3,535 million. The contract was awarded to a joint venture between black and white contractors.

The testing station will test all vehicles, with the exception of motorcycles. Officials are waiting for the IT section to install computer cabling. The testing station is properly accredited. Prior to its construction, people had to travel to Rustenburg for testing.

It was alleged that women were not involved in the construction because the work was "too heavy" for them. The Committee disputed this, stating that women had been involved in all kinds of construction, and that the allegation was just an excuse to discriminate against women.

(i) Rabokala District

The community and the local government authority initiated beehives and market stores. The cost of the project was R1,032 million. Building started in May 2001 and were to be completed in August 2001. The contractor employs 35 people, including women. Women from the previously disadvantaged community do the plumbing for the project. The project is impressive and appears to be a case of money well spent.

(j) Moretele District

The Committee was shown a newly built access road that leads to the main road. Initially there was no road and people had to go through the bush, making them vulnerable to criminals. The road construction cost R1,75 million. The work force included youth and women. Taxis and buses can now ferry people to where they could not go before.

The other new road leads to the graveyard. A fence has also been erected around the graveyard as part of the project.

(k) Mabopane Testing Centre

The old Mabopane Testing Station is being revamped. The construction of the testing station has been awarded to a black contractor. The testing station will be used to test vehicles and buses as well as to issuing drivers' licences. The building contract included paving and parking lots. Twenty-eight people were employed on the project.

The cost of the project was R1,6 million, which included consultancy fees. Female students were trained on site.

The Department of Public Works helped the contractors by arranging loans for them from the African Bank in order to buy equipment.

D. Findings - KwaZulu-Natal

1. Meeting with MEC for Public Works

On 26 July 2001, Rev C J Mthethwa, the MEC for Public Works, addressed the delegation. Rev Mthethwa mentioned that a co-operation agreement had been entered into between the national Department of Public Works and provincial departments of public works. According to the agreement, the role of the provincial department was to facilitate, co-ordinate, monitor and evaluate Community Based Public Works Programmes and to alleviate poverty.

The CBPWPs were meant to be joint ventures between the national and provincial departments of Public Works and district Municipalities. He highlighted that municipalities were receiving funds directly from the national Public Works Department. He pointed out that this was a problem as the national Department took short-cuts by overlooking provincial departments and going straight to district municipalities.

This procedure tended to be expensive, as consultants were involved, while the provincial department had skilled personnel. The funds that were used to hire consultants, could have been utilised for other programmes.

2. Visits to Projects

(a) Zululand District Municipality

Mashona Taxi Rank has been partially completed. The total project budget was R1,165 million. Construction of new welfare offices and housing amounting to R14,196 million were yet completed.

The Nkonjeni Cluster Project was composed of a market centre and Nkonjeni hall. Both projects have been completed, R1,008 million being spent on the market centre and R565 910 on the hall.

Nyokeni Cluster (The Royal Household) is yet to be completed. The project includes mechanical maintenance, retro-active hatching of IsiGodlo, providing new catering facilities, repairing the main house, building an access road, landscaping, a sports field upgrading and water supply. The total project budget is R2,3 million.

(b) Mkhanyakude District Municipality

The provincial public works department maintained the Cape Vidal access road to the value of R9,5 million. The road is in the St Lucia Wetland, which was proclaimed a World Heritage Site.

The 24-hour Zamimpilo Market Stalls, valued at R1 million, were erected.

(c) Uthungulu District Council

Dondotha Community Light Industry R 589 843
Dondotha Arts and Crafts
Market Stalls R 218 318
Dondotha Primary School R 439 915
Dondotha Taxi Rank R1 545 774
Port Durnford Project, comprising:
Electricity Supply R 225 495
Multi-Purpose Community Centre R 527 248
Créche construction R 306 653
Sport field facilities R1 534 632
Skills Training Centre R 353 000
Fencing R 431 989

(d) Inkosi Albert Luthuli Hospital

The delegation visited the hospital on 28 July. It was previously known as the New Durban Academic Hospital.

The total upgrading value is R719 million. The hospital is located in Cato Manor on a site bounded by Bellair Road, Edwin Swales Drive and the N2 Outer Ring Road.

E. Findings - Mpumalanga

1. Visits to Projects

The delegation conducted an assessment of community-based projects and visited areas that were ravaged by floods that occurred between February and March 2000.

(a) Nkomazi Region

Tonga Taxi Rank was still under construction. The value of the project amounted to R894 341. Actual progress was at 95% and the amount spent on community labour was R73 230. A total of 33 persons was employed, consisting of 26 youths, one disabled person and 18 women.

(b) Mbuzini Access Road

Phase 1 of the project, valued at R15,1 million, had been completed. 302 jobs were created, while 252 persons received training. Phase 2 was valued at R25 million and would create 364 jobs, consisting of 62 men, 91 women and 211 youths.

(c) Mbangwane multi-purpose centre

The project, valued at R1,7 million was completed. Jobs created amounted to 47, while nine people had been trained. As part of this project, people were manufacturing burglar bars and furniture, while tourism classes, baking and related activities were conducted in conjunction with the Department of Labour.

(d) Siboswa Taxi Rank

The project, valued at R600 000, was completed, while 26 jobs were created and 24 persons were trained.

(e) Chuene Poultry Farm and Community Garden

In total, R569 181 had been spent on this project, while R39 150 had been spent on community labour. A total of 11 persons were employed, consisting of five youth and six women. The project has about 2000 chickens.

R340 424 was spent on the Chuene Community Garden. R27 650 was spent on community labour, while 20 jobs were created, consisting of seven youths, one disabled person and 11 women.

(f) Shabalala Cluster

The project entailed gardening and market stalls, and was valued at R1,48 million. A total number of 104 jobs were created, consisting of 39 men, 49 women, 15 youths and one disabled person.

In addition to the visited community-based projects, the delegation decided to do an inspection on roads and bridges ravaged by the floods of February and March 2000.

* Ngodini bridge was under construction and would be completed around November 2001.

* Khumbula bridge (valued at R4,9 million) was under construction and would be completed at the end of October 2001.

* Ndludluma bridge (R2,4 milliom) was being constructed and would be completed in early September 2001.

* Numbi access road was being constructed at a cost of R20 million. R18 889 had been spent on community labour, while 21 jobs had been created, consisting of four youths, one disabled person and 21 women.

F. Findings - Eastern Cape

1. Visit to Alfred Nzo District Municipality

The delegation was informed that 38 projects had been completed since 1 June 2001.

(a) Progress with financial administration

The district municipality was in the process of transferring all retention monies to a district municipal account so that the funds could be spent.

(b) Progress with implementation

All projects have been completed. The 30% local labour and 50% women employment was not achieved, since this requirement was officially introduced later during the implementation phase of the programme.

(c) Social impact

The total number of new jobs amounted to 2 355, of which 41% were women and 30% youths.

The delegation also visited the Pakade and Ku-bha Projects. The latter entailed a taxi rank, parking and an access road, market stalls, a community hall and a child care centre, while the Pakade Project entailed water infrastructure, a taxi rank, a market stall and a health centre and community hall.

2. Visit to Chris Hani District Municipality

(a) Ntabethemba - Rockland Irrigation
Scheme, Access Roads R308 683

(b) Tentergate Irrigation Scheme R138 982

(c) Bolotwa Access Road and
Irrigation Scheme R960 376

(d) Ilinge Multi-purpose HallR R623 504

The total number of jobs created in respect of these projects was 476.

G. Findings - Free State

Visits to projects

(a) National District Hospital

The orthopaedic section was renovated. Renovation started on 14 June 2001 and were to be completed by February 2002. Fifteen men and three women were employed.

However, maintenance programmes were not in place and a backlog existed on the infrastructure side. Between R30 million and R40 million would be needed to complete full renovation.

(b) Pelonomi Hospital

The hospital raised its own funds to upgrade water pipes in a public/private partnership. The tower block building has been vacant for five years, due to a lack of funds to proceed with reconstruction. R65 million was required for reconstruction.

The hospital faced numerous problems. Insufficient funds caused delays in completing renovations, a lack of security resulted in losses (non-waterproofed toilets and poor quality extractor fans being some of the examples).

(c) Botshabelo Multi-purpose Community Centre

The Department of Public Works handed over the centre to the community five years ago. It also maintained the centre, which serves over 300 000 people. A number of departments, including Labour, Social Welfare and the GCIS use the facility. The ANC constituency office is located in the centre.

The project is a partnership between South African Breweries and the national Department of Public Works. Funds are generated from registration fees and the leasing of the satellite college. The building is also used as a computer training centre, a centre for the disabled, a library, a bakery and a surgery.

The management of the centre intends introducing more computers, but this is impossible at present because of a lack of security. The computer training centre teaches computer skills and offers a course in communication. Examinations are written every six months. The centre is linked to Bloemfontein College.

The bakery is not functional due to equipment that is not in working condition. The delegation was surprised to hear that there is only one person responsible for cleaning the centre.

(d) Clean Green Project

This project is a partnership between the Department of Public Works and South African Breweries. Thirty-six people are employed in this community project which has benefitted 8 000 households. The IDT is successfully playing a facilitating role.

(e) Ratlau Crêche Zone 1

The Créche is under construction, 25 men being employed. Unspecified financial problems were experienced during construction, but progress was made.

(f) Thaba Nchu Military Camp

The land used to be owned by the Moroka Family. The buildings were occupied by the military. The camp can accommodate ninety persons.

The buildings are currently vacant as new tenants have not been identified. They are under military guard. The community hall can accommodate 1000 persons.

Representatives from Thaba Nchu Technical College had appealed to the Department of Public Works to approve their tender to occupy the camp. A college representative said the building could accommodate students from the merged Bloemfontein Technikon and Tlaga College.

The MEC, Mr Malebo, said that the decision on who should occupy the buildings would be revisited and welcomed a short briefing from college representatives.

(g) Namahali Multipurpose Centre

The Departments of Welfare, Health, Minerals and Energy and Home Affairs rendered services at the offices. The renovated building was officially opened on 29 November 2000. The Department of Public Works assisted with funding while the National Parliament assisted with the actual construction.

A machine to generate application forms for births and death certificates had arrived recently but is not yet in use. The centre was also awaiting installation of telephones and other facilities by Telkom. A manager will be employed and Public Works will co-ordinate the operation of the centre.

The centre was very cold especially when it snowed. Applications for births and deaths certificates were processed manually. As a result production was very slow. Lack of resources has affected the provision of services. The centre is experiencing pressure from Phuthaditshaba residents who visit in large numbers. There is also a need for partitioning to create offices. R30 000 was required for this work. Furthermore, the attitudes of officials who came late for work and took early lunch breaks needed to be addressed.

(h) Namahali Bridge briefing

The bridge had to be split for large pipes to be fitted. Sixty jobs were created during this operation. The main contractor is a developing contractor. The Department of Public Works held workshops to assist with the tendering process. But, the problem of "fronting" needed to be addressed.

(i) Flooded Areas

Public Works was the lead department in dealing with construction in damaged areas, including roads. In November 2001, R34 million was received from the National Parliament to cover areas affected by the floods.

(j) Naledi Thukulata Bridge

The project of R230 000 was community based and labour intensive, but people and cars were still unable to cross the bridge when it rained.

(k) Elizabeth Ross Hospital

The hospital was very old and in need of renovation. Mr J Mofokeng is the contractor for the renovation project. Thirty-three men and 8 women were employed. The maternity ward and parking area were also under construction. The project started in June 2001 and will be completed before June 2002.

Problems facing the hospital included cracks in the main building and poor electric power supply. The solution was to renovate the entire building.

(l) Ntsoanantsatsi Cr_che

The cr_che was completed in 1999 and was handed over to the community by the Minister of Communications, Ms Matsepe-Cassaburri. Eskom donated toys to the cr_che. The cr_che catered for children between the ages of 5 and 6. The cost of fencing amounted to R64 000. The centre runs a toy library. Other cr_ches in the area have access to it.

People who participated in completing the project have not been paid, resulting in a loss of confidence in the Department. Toilets for adults were installed instead of toilets for pre-school kids.

(m) Maluti bus service

The Free State government took the initiative and established a public/private partnership. Sixty tenders were received, including Maluti. The Department of Arts and Culture own 60% of the operation, while the Free State Development Corporation, the former Maluti Company, owns 40 %. Currently, the Maluti Bus Service runs 35 new buses and they have been operating since 2000.

104 people were employed while services were rendered at an affordable cost. Clients now pay less than before for services. Maluti has a bus specially made for the disabled. It accommodates eight wheelchairs with two safety belts. It has an electric wheelchair lifter and is equipped with TV and Radio. The costs for transforming the special bus were below R40 000.

The company intended to expand services on certain days like Tuesdays, Wednesdays and Saturdays to areas such as Qwaqwa.

(n) Reitz Petsana créche

The project started in March 2000 and twenty-four women and five males were employed. The building had to be redesigned, as the material for the roof was too expensive. The Department of Public Works took over the project and is now at the roof phase. The target date for completion is 1 October 2001 after which it will be handed over to the community.

However, R100 000 had been misused - the case was referred to the authorities. Due to mismanagement, delays were experienced in this project, while it should have been completed in 1998. Funds were apparaently transferred into a person's private account and were only later transferred into the community's account. The Public Works department was now responsible for the monitoring of funds. Documents that could support the investigation were still missing. A member of the standing committee was said to be withholding these documents.

H. Findings - Northern Cape

1. Meeting with Members of Standing Committee on Public Works and Transport

The delegation met with members of the standing committee and the Head of the Department of Public Works, Mrs P Mokhali.

(a) Findings

* The Department of Public Works and the Department of Transport were brought together into one portfolio.

* A few government buildings falling under Public Works were rented from the private sector.

* Market rental for buildings in Kimberly is R28 per square metre, but government is paying up to R40, 00 per square metre.

* The Department of Public works decided to purchase buildings, as it was too expensive to rent.

* The department tried to make all government buildings accessible to the disabled. Private sector buildings were not yet accessible.

* Government offices are spread throughout the city, which at times makes it difficult for public access.

* In 1999, R69 million was received from the government for a new complex. The site was chosen to link the township with the city. Sixty persons are employed. Murray & Roberts and the MC Builders Forum are involved in the construction, and it will be completed in 2002.

* R12 million has been received to upgrade roads.

(b) Problems / Challenges

* The problems facing the province include a lack of a vibrant private sector.

* There is a shortage of young skilled professionals. The Premier has offered funds for people to apply for training finance.

* Delays in service delivery.

* Non-existence of facilities for the disabled.

2. Visits to Projects

(a) Galeshewe Street Paving Project - Ext. 5

A total of 120 jobs were created, mainly for women. The Department of Public Works was striving to sustain the project and is in the process of raising funds.

The reason for using paving bricks was because it was easy to remove and replace them in case of damage. The paved road was more feasible than a tarred road as its construction was more labour intensive.

Two of the major problems faced by the project was that bricks were stolen and a general lack of security.

(b) Galeshewe Cleaning Project

This is an ongoing project that created 80 jobs for 50 women youth and 30 male youth. Part of the project was to encourage residents to keep the area clean. Waste is taken 10 km away from town.

(c) Provincial Legislature Building

The project began in August 2001 and will be finalised at the end of August 2002. The building will be used as the Provincial Legislature and offices for the Premier and Ministers.

A total of 33 jobs were created with 33 % women and 60 % men. Murray & Roberts and the Northern Cape Builders formed a joint venture for the contract. The whole structure costs R69 million and the first phase costs R16 million.

Skills are developed as members of the community are selected to learn new skills. Sheltered parking facilities will form part of the complex.

(d) Kimberly Hospital (R5 000 000)

The hospital is 30 years old, with its fa_ade built 18 years ago. It was formerly divided into White and Black sections with far more facilities in the White section.

The hospital is 400 km from Bloemfontein and provides secondary and tertiary healthcare services. The hospital has four main functions, viz. a medical clinic, gynaecology, orthopedriatic and surgery. The hospital serves 300 to 400 patients per day.

The main phase of construction is intended to upgrade the theatre for outpatients. Eleven emerging contractors will be contracted for a number of different functions. The construction will include building a security gate at the entrance that used to be the black section, upgrading the gyno and surgery areas and new waiting rooms.

Construction on the front part of the hospital started in April 2001 and will be finished in September 2001. Already, ramps have been flattened to accommodate the disabled and the casualty ward was painted, the floors and ceiling were renovated and doors were fitted.

(e) Mocwaledi Primary School (R6, 5 million)

The school is situated 1 km from the North West border and serves children from across the border. The school has ramps at every door entrance to accommodate the disabled. Overall, the entire school is accessible for the disabled, as it has no stairs and all the classes are on the ground level. The windows have rolling blinds with burglar bars. A fence surrounds the very well cared for facility.

(f) Warrenton Access Road (R500 000)

The Municipality of Warrenton requested funds from the Department of Public Works for this paving project. The completed paved road is less than 1 km long, but created more than 50 employment opportunities.

(g) Mosaipoa Créche

The creche uses an old building with row classes. The kitchen and staff room are in the middle of the row of classes to avoid noise from one class being transmitted to others. Parents pay a monthly fee of R80, 00 per child, but the creche receives no support from government.

(h) Breipaal Créche - Douglas

When the cr_che was handed over to the community there was no one to manage it, but teachers from the community volunteered to assist with management.

Still, there is a lack of expertise and training among the volunteers. The Department of Public Works assisted with some funding, but otherwise the créche depended entirely on donations. Businesses were not willing to make donations and when the project co-ordinators request funding they were referred to the new government.

(i) Prieska Access Road - Siyathemba Municipality (R380 000)

This road project suffered from delays due to poor planning. However, contractors such as Stuart & Co were co-opted by Max plan to execute the project. The District Council and the Provincial Government supplied machines. Max plan and members of the community have been drivers of the project since 2001. It is expected that the project could be completed at the end of September 2001 if water tanks and pipes were provided timeously. The project is very labour intensive.

(j) Prieska Youth Centre

The building used to be an old age residence and is now being renovated. The Department of Public Works provided R50 000 and the municipality also provided R50 000. The centre has spent R70 000 and R30 000 is still available from Public Works. One of the rooms will be used for computer training. Members of the community felt the need need to create a multi-purpose centre as the building was deserted.

Still, some problems existed. The plastic floor tiles needed to be replaced and there was a lack of funds to formally hand over the project to the community. The centre is well looked after by members of the community, especially those who stay near the centre.

(k) Oasis School in Upington

In 1994 women from Upington established a woman's forum comprised of retired teachers and physiotherapists. The project is aimed at mentally and physically disabled students. In 1999, a lease was signed with Public Works. Students are taught to make bangles, hats and woodwork articles. They are also taught to care for animals.

Although the centre accommodates students from the ages of 13 to 20 there are other people who want to join but accommodation is a problem. There is also a need for a hall to accommodate youth activities.

The school is the only one for disabled persons in the area, the nearest other school is in Kimberley, almost 400km away.

The school faces a number of problems. These include:

* Squatters on the land do not want to be part of the development forum.

* The only means of income is the R60 school fee and R60 transport fee.

* Business plans were submitted to the Department of Public Works in February 2001. A reply is still awaited.

* Transport costs are prohibitively high.

* Only one toilet is available for 30 people.

* Poor electricity supply.

* The building needed fencing.

* A shortage of wheelchairs and a shortage of beds for massages as students spend long hours in the wheelchairs.

(l) Marcus Mbeta Sindela Centre

The Department of Public Works contributed R6, 8 million to this centre for juvenile delinquents. It houses 38 children between the ages of 14 and 15, mostly from the Springbok, De Aar and Upington areas The Department of Education leased the building from the Department of Public Works and provided three permanent teachers, funds and resources.

Some of the problems experienced include children having to travel in police vans to attend workshops or training; a special education curriculum was needed as the children often lost interest in basic education; the children come from abnormal family situations; peer pressure existed as some of the kids came from the same community or gang; only one social worker was provided for the whole centre.

(m) Pella Access Road (R10 million)

The road is still under construction.

(n) Lungile Bakery Project

The building used to be owned by the Department of Education. After it became vacant it was converted into a bakery and handed over in 1998. The initial project cost was R44 000. A further R50 000 was received and an amount of R36 000 is available. The contractor was from Upington and labour came from the community.

The project will officially be opened in August 2001 with 20 employees. The only other bakery is 6 km away from town. However, a major problem is being experienced with poor electric power supply.

(o) Springbok Youth Centre

The project has not been formally handed over. Namakwa Station wants to make use of the centre as a broadcasting station. Public Works intended to give the building to radio stations but this is still being negotiated. The centre was previously utilized until the community stopped using it because of the distance involved. The centre has fitted pine cupboards, counters and a geyser.

However, the centre is very far from the community, it has been vandalized and there is no fencing or security personnel.

I. Findings - Western Cape

1. Visits to Public Works properties

(a) Somerset Hospital

The north block of the building had been partially renovated. Maintenance costs amounted to R10 million.

(b) Wingfield Naval base

Public Works maintained the stores area.

(c) De Novo Rehabilitation Centre

The centre catered for adults on a property spanning 192 hectares. It is a fully funded institution and draws clients from as far as the Northern Cape.

(d) Bloekombos School

The department owned 360 hectares of the property. The school had nine classes that accommodate 150 students. The maintenance costs over a period of 3 months amounted to R150 000. There is, however, a shortage of accommodation.

(e) Wallacedene - Kraaifontein

The site consists of informal settlements. Four secondary schools are to be built in the area.

(f) Kuilsriver Technikon

The Technikon has 100 staff members.

(g) College Of Education

The hostels at the college can accommodate 600 students.

(h) Mfuleni Village

There are 3 hectares available to build a primary school and 2 hectares for a secondary school.

(i) Khayelitsha opposite Site C

People from Khayelitsha and Site C are illegally occupying the land. The matter has been over to the police for further investigation.

(j) Mandalay High School

The total cost to build the school amounted to R1,8 million. It took 12 months to complete the school.

(k) Kwakufa Lower Primary School - Crossroads

There are 1 184 pupils in the school that accommodates pupils from grade 1 to grade 7. One teacher is responsible for 48 pupils instead of 40 in a class. There is a security door gate at the school and the playground is inside the building.

A number of problems were evident. The school was built on a small site, there were only 24 classrooms and the building has no passages. Furthermore, classrooms on the second floor are warm in summer and very cold in winter. The classrooms are not waterproof and as a result some cannot be used during rainy season. The building has cracks.

A complaint has been submitted to the contractors but they felt the problems were not their responsibility but that of the Department of Public Works.

(l) Ottery Youth Care Centre

There was no clarity on the ownership of the centre and a lack of maintenance was evident.

(m) Porter School

The property spanned 1418 hectares and the school accommodated 250 children. The school provided rehabilitation courses and discipline training over a period of three months. It has three hostels that need upgrading. The Department of Education in the Western Cape, Public Works Property Management, and the Department of Correctional Services play an important role in the success of the school.

However, there is no security in the school and upgrading will cost about R1 million.

2. Meeting with Head of provincial Public Works Department

Mr Peters, the Head of the department presented the department's structure and vision. He also stated that the department aimed to provide a full in-house service through co-operation with stakeholders and that partial outsourcing of functions had occurred. The following other issues were also highlighted:

(a) Considerable vandalism occurred in Public Works properties and it was unclear whether pupils or members of the community committed the acts. The communities were encouraged to look after their schools.

(b) Many Public Works properties were vacant. The Department was trying to ensure that these properties are occupied in order to prevent vandalism.

(c) Other properties were not yet registered as there was confusion between the municipality and Public Works on the ownership.

(d) The province was faced with maintenance backlogs due to inefficient funds and it was incapable of raising funds to complete certain projects.

(e) In 1996, maintenance costs to lifts in Groote Schuur Hospital amounted to R6 million.

(f) In 2000, R19 million was granted for maintenance. In 2001, R69 million was granted for maintenance services. The 2002 maintenance budget fell to zero.

(g) The E-works programme will assist the department to calculate the amount to be budgeted for maintenance in the next financial year. The system will provide the exact location of the project and the time frame within which the project will be completed. The system was in the development stage.

(h) The department was busy with a Management Information System (MIS). The project will be completed within six months and will be accessible to other provinces.

(i) The Western Cape had 16 000 state properties. The Asset Register was 99% complete, but delays were experienced in registering properties due to unclear procedures. It will take six to eight months to receive the certificates of the registered properties.

(j) The department had also introduced GIS to collate information on registered properties.

(k) The Department needed about R320 million to R340 million a year to maintain buildings without addressing the backlogs. The department should receive 2 to 3% more than what is currently the case for maintenance.

3. Discussions with Standing Committee on Public Works

The Chairperson, Mr D Silke (DA), welcomed everyone present and members introduced themselves. The Standing Committee covered the following portfolios: Economic Affairs, Transport, Agriculture and Public Works.

The Committee delegation informed the Standing Committee about its tour around Public Works properties in the province, and in particular, its expectation that it would also have visited rural areas. The Head of Department explained that there had been a misunderstanding about the exact areas to be visited. As a result rural areas did not form part of the programme.

The delegation felt that the province has not done enough to empower Blacks and the disabled as part of job creation. It was the opinion of the delegation that community involvment in projects was non-existent. The standing committee promised to follow up on the issues raised.

The delegation was impressed with the department's ability to provide financial statements on a monthly basis and holding weekly meetings to give updates and progress reports.

Ms Mqulwana proposed that the standing committee organise an intensive follow up visit to rural areas with members of the Department. This was agreed to.

The delegation was surprised by the excessive backlogs the Department had inherited. The standing committee informed the delegation that the reasons for the backlogs were mainly historic.

The chairperson informed the delegation that he had just joined the Committee and promised to share any information before the next Annual Report. He confessed that the committee has not done enough since it had not been involved with departmental projects.

The delegation was informed that the standing committee had to perform an excessive amount of work with only a few members. The committee was experiencing serious difficulties in coping with its oversight function.

The question of community-based projects was unclear to members of the committee as the delegation had to explain what it meant and also gave examples from other provinces, including the involvement of youth in these projects. The standing committee mentioned that these community-based projects were not new but because there were regular changes in provincial ministries, development was affected.

Ms Sekgobela mentioned that a report would be made available to the standing committee as soon as it became available.

J. Recommendations

1. Northern Province


(a) The Departments of Transport and Defence must resolve the issue of maintenance of the Getaway Airport road in Pietersburg. This road should be handed over to the NPRA for repairs as it has been budgeted for.

(b) R700 million should be allocated to the province in order to address the repair backlogs for roads and bridges damaged by floods.

2. Gauteng


The allocation of funds to Chris Hani Baragwanath Hospital, compared to other hospitals, was not justifiable since it served a large number of patients. The Department of Health should attend to this matter.

3. North West


(a) The Department of Public Works (Regional Office) in North West should do in loco inspections before a project starts and after the completion of that project. Examples included the Lonely Park School and Bophelong Hospital.

(b) The province should justify the discrepancy between money allocated to contractors and project results.

(c) A follow up visit to the North West province must be undertaken.

4. KwaZulu-Natal, Eastern Cape and Mpumalanga


(a) The Committee must develop a mechanism to revisiting projects that were built in previous years.

(b) Continuous discussions with the Standing Committee, Provincial Department, District Councils and general public must be encouraged.

(c) Mechanisms must be developed for projects to become self-sustaining.

(d) Contractors who were at fault for not completing projects should be fined.

(e) Public properties and buildings must be accessible to disabled persons.

(f) Co-ordination and management of projects should be intensified in terms of skills development and departmental exchanges should be encouraged.

(g) Medium and long-term programmes for the sustainability and expansion of projects should be integrated into training.

(h) Main contractors should be monitored so that they could fulfill their obligations.

(i) The employment conditions of workers at main and subcontractor level must be monitored to ensure adherence to applicable standards.

(j) Employment conditions must be based on government policies.

5. Free State


(a) Government structures needed to improve their service delivery.

(b) Mr Lekoro, Control Works Inspector from Reitz Petsana was mandated to submit a report on the progress of the investigation to the Head of the Department.

6. Northern Cape


(a) Government structures needed to improve their service delivery.

(b) Financial support was needed from government.

(c) Mr Norter, Consulting Engineer in Prieska, was requested to train members of the community so that when contracts ended, they would have skills.

(d) Officials from the Department of Public Works should assist with community training.

7. Western Cape


The Committee wishes to investigate whether any funding was allocated by National Parliament to assist the province with CBPW programmes.

8. General recommendations for national Department of Public Works and provincial Departments of Public Works


(a) The National Department of Public Works should consider adopting the Gauteng Facilities Management System (GFMS) for assessing and maintaining state properties.

(b) The provinces should copy the CBPWP model of the Gauteng province.

(c) The National Department of Public Works should assist provinces in terms of standardisation and management of projects.


Audio

No related audio

Documents

No related documents