MANAGEMENT OF INFRASTRUCTURE PROPERTY PORTFOLIO

MANAGEMENT OF

INFRASTRUCTURE

PROPERTY

PORTFOLIO

Provincial Departments of Education

August 2011 DRAFT Version 1

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Table of Contents

Reference Item Page

Terms/Definitions 4-8

Abbreviations/Acronyms 9

BACKGROUND

FIGURE 1 Infrastructure Delivery Management System 10

FIGURE 2 Strategic Themes of the Generic Capacity Building Framework

12

FIGURE 3 Main Steps Followed 13

STRUCTURE OF THE REPORT

SECTION ONE: LEGAL MANDATE AND CORE BUSINESS ROLES

Overview 14

TABLE 1 Legal Mandate Analysis 15

1 LEGAL MANDATE AND CORE BUSINESS ROLES

1.1 Provincial Education

Brief Description 16-17

Interpretation of Legal Mandate 17-20

Core Business Roles 20-23

1.2 Provincial Public Works

Brief Description 23- 24

Interpretation of Legal Mandate 24 - 25


1.3 Provincial Treasury

Brief Description 28-29

Interpretation of Legal Mandate 29-30


SECTION TWO: SERVICE DELIVERY MODEL AND FUNCTIONAL ANALYSIS

Overview 32

1 Governance Principles 33-34

FIGURE 4 Governance Structures 34

2 Infrastructure Principles 34 - 36

3 Function : Programme Policy, Planning and Resourcing 37 -55

Sub Function : Provincial- and Departmental Infrastructure Management Planning

3.1 Process: Provincial Infrastructure Plan

3.2 Process: Departmental Service Plans

3.3 Process: Strategic- and Annual Performance Plans

3.4 Process: User Asset management Plans

3.5 Process : Provincial Custodian Asset Management Plan

Sub Function: Property and Infrastructure Portfolio Systems

3.6 Process : Norms and Standards

3.7 Process: Systems

4 Function: Portfolio Programme/Project Implementation 56 -76

Sub Function: Infrastructure Programme Management

4.1 Process: Infrastructure Programme Management Plan

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4.2 Process: Infrastructure Programme Implementation Plan

4.3 Process: Service Delivery Agreements

Sub Function: Infrastructure Project Implementation.

4.4 Process: Project Implementation Planning

4.5 Process: Project Designs

4.6 Process: Project Works

4.7 Process: Project Close Out

4.8 Process: Implementation of Emergency and Day-to-Day Maintenance and Occupational Health and Safety

Sub Function: Property and Infrastructure Operational Support€.

4.9 Process: Operation of Immovable Assets

5 Function Portfolio Programme Monitoring 77-79

SECTION THREE: DESIGN PRINCIPLES 80 – 81

SECTION FOUR:PRIMARY FUNCTIONS AND REQUIRED HUMAN RESOURCES 82 – 87

SECTION FIVE:FUNCTIONAL STRUCTURES

Generic Functional Structure : Provincial Education Head Office

87

Generic Functional Structure : Provincial Education District Office

88

SECTION SIX:HUMAN RESOURCES PROFILES

Head Office Chief Director

Office Administrator

Personal Assistant

Director: Infrastructure Planning

Personal Assistant

Education Planner

Architect

GIS

GIS Technologist

Quantity Surveyor

Civil/Structural Engineer

Assistant Director Planning Leases/Property

Director Infrastructure Delivery

Personal Assistant

Assistant Director Implementation Leases/Property

Financial Administrator

Administrative Officers

Programme Managers

Programme Administrators

ANNEXURE A SUPPLEMENTARY –AND ENABLING LEGISLATION

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Terms/Definitions

Term Definition Source [if applicable]

Accountability Being answerable for the end result. Provide explanations for any variance in the actual performance from the expectations or conditions set. Accountability cannot be delegated. Accountability cannot be escaped from as it arises from responsibility. The person in whom is a power or duty is vested, remains accountable for the outcome of the delegated power or duty.

Principles of Public Administration and Financial Management Delegations – National Treasury and Department of Public Service and Administration – June 2011.

Asset Register A record of Asset Information including inventory-, historical-, financial-, condition-, technical- and financial information.

International Infrastructure Management Manual – Version 3.0. 2006.

Capital Expenditure (Capex) Expenditure used to create new assets or to increase the capacity of existing assets beyond their original design capacity or service potential.

International Infrastructure Management Manual – Version 3.0. 2006.

Contracting Strategy Strategy that governs the nature of the relationship which the Employer wishes to foster with the Contractor. It determines the risks and responsibilities between the parties to the contract and the methodology by which the Contractor is to be paid

DIS / ISO 10845-1: Construction procurement- processes, methods and procedures.

Contractor Organisation or Individual that contracts with an Implementing Agent/PEDs for the construction and/or maintenance of a building, road or other facility.

Co-operative Government National-, Provincial- and Local spheres of Government that are interdependent, inter-related and co-operate with one another in mutual trust and good faith by fostering friendly relations, assisting and supporting one another, informing one another of, and consulting one another on matters of common interest, co-ordinating their actions and legislation with one another, adhering to agreed procedures and avoiding legal proceedings against one another.

Constitution Act 108 of 1996 [Refer to Chapter 3 – Co-operative Government].

Custodian Custodians are responsible for the efficient and effective management of immovable assets throughout their lifecycle. In a Province, the Premier must appoint a Custodian.

GIAMA [Act No. 19, 2007]

Day-to-day Maintenance Maintenance that takes place on an ad-hoc basis. It is normally associated with minor maintenance tasks that include minor repairs, replacements and preventative actions.

Departmentalisation The grouping of functions, activities and tasks to be performed by organisation units based on the service delivery model and functional analysis.


Design and Construct Contract in which a Contractor designs a project based on a brief provided by the Implementing Agent/PEDs and constructs it.

ISO 10845-1: Construction procurement- processes, methods and procedures.

Design by Employer Contract Contract under which a Contractor undertakes only construction on the basis of

DIS / ISO 10845-1: Construction procurement- processes,

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full designs provided by the Implementing Agent/PEDs.

methods and procedures.

Develop and Construct Contract

Contract based on a scheme design prepared by the Implementing Agent/PEDs under which a Contractor produces drawings and constructs it.

DIS / ISO 10845-1: Construction procurement- processes, methods and procedures

Effective Effectiveness explores how well the outputs of an institution achieve the desired outcomes. The focus is strategic to ensure that outcomes achieve the desired impact, realise the mandate and strategic objectives of the institution and meet the expectations of the clients or citizens.


Efficient Efficiency explores how productivity inputs are translated into outputs. An efficient operation maximises the level of outputs, or it minimises the inputs required to produce a given level of output. The focus is operational to convert inputs such as Human-, financial- and productive resources through tasks, operating procedures, organisational processes and projects into outputs.


Emergency Maintenance Emergency repair tasks are unforeseen and unplanned. It includes maintenance that should be done immediately to avoid serious consequences, for example a water pipe has burst, internal fittings of a tap are worn and it can no longer open, damage caused by fire, storms, forced entry, vandalism, etc.

Enabling Bulk Infrastructure Bulk services to be supplied before a building can be occupied, .for example roads, electricity supply, and water supply.

Framework Agreement Agreement between an Employer and one or more Contractors for prescribed services to be provided during a given period, in particular with regard to price and, where appropriate, the quantity envisaged.


Function Activities and Tasks that have to be planned and undertaken in pursuance of a Government Objectives, Outcome or Outputs.


Functional Norms and Standards

Space Norms, Spatial Norms, Design Guidelines, Service Norms.

Housekeeping Tasks associated with routine cleaning and if not able to address it, the task must be elevated to the officials responsible for maintenance. It includes tasks associated with the keeping of grounds.

Immovable Assets Immovable Assets is defined as all immovable assets acquired, owned or leased by the Provincial Government, excluding any right contemplated in the Mineral and Petroleum Resources Development Act. For purpose of this document and based on the aforementioned definition, immovable assets are the buildings occupied [owned or leased] and related assets being used by Provincial Departments that cannot be easily removed. It includes therefore the building, the roadway, parking lots, fencing, lifts,

GIAMA [Act No. 19, 2007].

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generators, air conditioners, boilers

Implementing Agent Institution appointed to oversee the implementation of the funded infrastructure programme/projects for the PEDs.

Infrastructure Any building, construction or engineering works constructed for the betterment of the built environment and includes maintenance works when referring to an infrastructure programme.

IDM Toolkit.

Infrastructure Delivery Improvement Programme [IDIP]

A partnership between selected National Departments and Provincial Departments to improve the management of immovable assets including specifically an improvement in the planning and delivery of infrastructure programmes/projects. The Goal of IDIP is to contribute to the improvement of public sector infrastructure delivery in South Africa. IDIP derives its goal from the South African Government’s strategy to enhance socio-economic growth and development through infrastructure delivery. IDIP’s Goal is closely linked to Outcome 12 of the Presidency’s framework for measurable performance and accountable delivery which focus on an efficient and development oriented public service.

Infrastructure Delivery Management System [IDMS]

The Government system for the planning, delivery and maintenance of immovable assets. It includes Portfolio Management, Programme Management, Project Implementation and Operations/Maintenance. The IDMS has been developed by the partners of IDIP in consultation with the Construction Industry Board. A Toolkit referred to as the IDM Toolkit has been included in the IDMS to guide implementation.

Life-cycle costing Life-cycle costing (or total cost of ownership) is the estimation, at the planning stage of an immovable asset, of all the costs involved in the acquisition, operation, maintenance and disposal of an asset. Depending on the policy of the Department, lifecycle costing may include the services cost.

International Infrastructure Management Manual – Version 3.0. 2006

Maintenance Expenditure (Current)

Expenditure on activities that is necessary for retaining an asset as near as practicable to its original condition, but excluding minor capital expenditure such as rehabilitation or renewal.

-

Matrix arrangements Incorporating dual or parallel reporting lines (bold or dotted), authority, and decision making and communication channels.


Minor capital Minor alterations and/or additions to immovable assets.

-

Monitoring

Monitoring is the systematic, regular collection and occasional analysis of information to identify and possibly measure

IDM Toolkit.

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changes over a period of time.

Operations and Maintenance The implementation of supportive activities related to the operation of immovable assets for example acquisitions, disposals, provision of bulk infrastructure services, leases, etc.

Organ of the State Any Department of the State or administration in the National-,Provincial- or Local Sphere of Government or any functionary or institution exercising a power or performing a function in terms of the Constitution or exercising public power or performing a public function in terms of any legislation but does no t include a court or a judicial officer.

Constitution Act 108 of 1996 [Refer to Chapter 14 Section 239].

Package Construction work that is grouped together for delivery based on applicable criteria under a single contract or a package order.

IDM Toolkit.

Portfolio Management The management of a collection of projects or programmes and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives. The projects or programmes may not necessarily be interdependent or directly related.

The Standard for Portfolio Management 2006; Project Management Institute, Inc.

Procurement strategy Selected packaging, contracting, pricing and targeting strategy and procurement procedure for a particular procurement.


Professional Service Provider A professional individual or organisation that provides expert advice or a service in a particular domain or area of expertise, such as architecture, quantity surveying, civil, structural, electrical or mechanical engineering etc., under terms specified in a contract.

Programme Management The management of a set of related projects in order to deliver outcomes and benefits related to the organisation’s strategic objectives which would not have been achieved had the projects been managed independently.

IDM Toolkit.

Project Implementation The management of the implementation of projects and sets of projects.

Public Private Partnership A contract between a Public Sector and a Private Sector party, in which the private party assumes substantial financial, technical and operational risk in the design, financing, building and operation of a project over time.

Treasury Regulations issued in terms of the Public Finance Management Act [Act 1 of 1999].

Responsibility The duty of a person to complete the task assigned to him/her. The person has the obligation to perform, accomplish and report on the tasks assigned to him/her. Responsibility flows from the bottom to the top. The lower level and middle level management holds more responsibility. A person held responsibility for exercising a power or duty is answerable for it.


Scheduled Maintenance [also referred to as Preventative Maintenance]

It is planned Maintenance. It refers to maintenance projects which are included in a separate project list of PEDs. It normally result from Condition Assessments, the needs to keep assets in a good condition based on life cycle maintenance plans and/or

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Statutory requirements ,for example to service fire equipment once a year. Basically it entails keeping an immovable asset to its original level of service without resorting to significant upgrading or renewal.

Sector Departments Provincial Departments of Education.

Technical Norms and Standards Cost Norms, Standard Designs, Design Codes, Material Specifications, Standard Drawings, Tender Documents, Tender Specifications, Contract Management Documents, and Built Professional Norms in health-, safety- and environmental aspects [e.g. Green Projects].

Utilities Use of steam, gas, water, electricity, sewerage at facilities.

Note to Task Team: We still need definitions for Core and Support Functions.

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Abbreviation/Acronyms

Item Meaning

APP Annual Performance Plan

BAS Basic Accounting System

C Provincial Education : Circuit Office

C-AMP Custodian Asset Management Plan

CIDB Construction Industry Development Board

D Provincial Education : District Office

DBE National Department of Basic Education

DBSA Development Bank of Southern Africa

DORA Division of Revenue Act

Dpsa Department of Public Services and Administration

EPWP Expanded Public Works Programme

EXCO Provincial Executive Council

GIAMA Government Immovable Asset Management Act

H Provincial Education : Head Office

HR Human Resources

IDIP Infrastructure Delivery Improvement Programme

IDIP PMU Infrastructure Delivery Improvement Programme – Programme Management Unit

IDMS Infrastructure Delivery Management System

IPIP Infrastructure Programme Implementation Plan

IPMP Infrastructure Programme Management Plan

IRM Infrastructure Reporting Model

Item Meaning

IYM In Year Monitoring

MEC Member of the Executive Council

MTEF Medium Term Expenditure Framework

NEIMS National Education Information Management System

PFMA Public Finance Management Act

PEDs Provincial Education Departments

PEPs Project Execution Plans

PMU Programme Management Unit

ProvIP Provincial Infrastructure Plan

PT Provincial Treasuries

PW Provincial Public Works

S Provincial Education : Schools

SCM Supply Chain Management

SDIPs Service Delivery Improvement Plans

U-AMPs User Asset Management Plans

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BACKGROUND

1.1 Institutional capacity support is provided to the Provincial Departments of Education

[PEDs], Health, Public Works & Treasury and the National Departments of Basic Education

[DBE], Health & Treasury to manage immovable assets in an effective and efficient manner.

It includes the planning- and management of infrastructure delivery. The capacity building

support is implemented within a programme context namely the Infrastructure Delivery

Improvement Programme [IDIP]. The programme is a partnership between the National

Treasury and the DBE, National Health, the PEDs, Health, Public Works and Treasury, the

Development Bank of Southern Africa [DBSA] and the Construction Industry Development

Board [CIDB].

1.2 The IDIP is designed to support a strategic systems approach that mainly ensures that

immovable asset management plans, specific infrastructure plans and -spending is aligned

to provincial plans, departmental service plans and budgets. The support includes the

application of South African systems and tools for the enhancement of planning and

management of infrastructure delivery and enhancing alignment between strategic

services planning and budgeting.

1.3 The Infrastructure Delivery Management System [IDMS] and a supportive Infrastructure

Delivery Management Toolkit [IDM Toolkit] have been finalised in 2010. The delivery

management system has been changed from a linear to process to a more integrated focus

on Strategy, Management and Implementation as illustrated in Figure 1.

FIGURE 1: INFRASTRUCTURE DELIVERY MANAGEMENT SYSTEM

Previous DMS (linear)

ImplementationPlanning

ASGISAIPMP IPIP

Project

Tender

Strategy

Project

ImplementDesignPGDS

Provincial

Infrastructure

Strategy

SDA

M&E

Update IP

Consolidated IP

Respon-

sibility

Matrix

Economic

Social

Environment

O & M

Day to

Day

Operati

ons

and

Mainte

nance

vs Current DMS

Prov Infr StratDP1: Portfolio

ManagementDP2: Project

Implementation

DP3:

O&M

Perf Mgt

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1.4 Key Issues that impact on the capacity of the PEDs to deliver in terms of their legal

mandates and the full institutionalisation of the IDMS are the following:

The need to develop an appropriate, clearly defined and efficiency driven service delivery model that PEDs, Provincial Public Works and Provincial Treasuries in a Province ascribed subscribed to. The model should be approved by Provincial Executive Councils [Exco].

The need to improve and formalise the understanding of the legal mandates, roles, functions and responsibilities of the different Provincial Departments in terms of the immovable asset management planning/delivery service value chain as outlined in the service delivery model. The service delivery chain must be viewed within the context of a broader systems approach. Thus, there should be an institutionalisation of the IDMS in the Province.

The need to align the functional structures and post provisioning of the PEDs, Provincial Public Works and Provincial Treasuries to the legal mandates, service delivery model, functions and responsibilities. This includes an alignment between institutional capacity and the key strategic decision making gates that have been included in the IDMS.

The need to formalise Human Resources [HR] norms and profiles for the posts and

implement substantive programmes to train existing HR on the IDMS and to

recruit/retain staff in terms of the post provisioning establishment. Once a minimum

capacity has been established the focus should increasingly moved towards a

formalised internship programme for built environment professionals.

1.5 The IDIP Programme Management Unit [IDIP – PMU] approved a Generic Institutional

Capacitation Framework for infrastructure. [Refer to FIGURE 2]. The Generic Framework is

not a “one size fits all approach”. The intention is that the Framework be further

developed in each Province based on the specific needs of the Province, the status of

infrastructure in each Province and the capacity requirements before implementation.

1.6 As stated above, the IDIP views infrastructure planning and delivery as an integral part of

the broader planning and delivery system of Government. The systems approach, which is

consistent with the principles of ‘Cooperative Governance’, ensures that infrastructure

planning responds to the requirements and priorities identified in Strategic Plans of

Departments which are embedded in the different National- and Provincial policy- and

strategic frameworks and aligned to spatial development frameworks. Thus it is critical

that each of the Provincial Departments should be fully capacitated; fulfil its

responsibilities and produce the required deliverables in terms of immovable asset

management to ensure that a seamless service is provided which ultimately is directly

impacting on the quality of the lives of citizens. The beneficiaries of the services provided

by PEDs are the learners and ultimately through infrastructure delivery the education

outcomes should be achieved. The management of immovable assets by PEDs is not a core

function, but it is a support function that directly impact on the ability of PEDs to deliver

effectively and efficiently in terms of its core functions. If any of the related Provincial

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Departments (for example Public Works and Treasury) do not fulfil their legal mandates

and defined functions, it has direct negative impact on the achievement of education

outcomes.

FIGURE 2: Strategic Themes of the Generic Capacity Building Framework

1.7 The IDIP-PMU agreed that:

The first focus area must be the Organisation- and People Dimensions.

The two dimensions must be addressed through a pilot in a Province under the

leadership and auspices of the relevant Human Resources Components [Organisation

Development Components] in Provincial Departments or the Department of the Premier

if the function has been centralised, and the Provincial Treasury.

The focus should include all four provincial departments and their National counterparts

[that is PEDs, Health, Public Works and Treasury].

Based on the outcomes of the pilot, the findings should be aligned to meet the

requirements and specific challenges faced in each Province.

The above work is implemented through a partnership between the IDIP and the

Department of Public Services and Administration [dpsa]. Once the model and the

generic functional structures have been approved, implementation will commence in

each Province.

1.8 This report deals with proposed service delivery model, functional analysis and functional

structure pertaining to PEDs. There has been ongoing interaction and consultation with

the National Departments of dpsa, DBE, PEDs, and National Treasury through the IDIP -–

PMU. In order to understand the business roles of PEDs pertaining to immovable asset

management, it was important to also clarify the business roles and functional analysis of

Provincial Treasuries and Provincial Public Works. [Therefore their roles and functional

analysis are included in the model for PEDs].

Formatted: Justified

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1.9 The focus of the service delivery model and the functional analysis is on the management

of immovable assets. The provision of learner support equipment, materials, library

support material is viewed as key inputs to the successful commissioning of schools. The

latter have not been included in this analysis, but are being addressed by another task

team that form part of the dpsa/DBE/IDIP partnership to contribute towards the finalised

generic functional structures.

FIGURE 3: Main Steps Followed

STRUCTURE OF THE REPORT

Section One Legal Mandate and Core Business Roles

Section Two Service Delivery Model and Functional Analysis

Section Three Design Principles

Section Four Primary Functions and Human Resources Requirements

Section Five Functional Organisational Structures

Section Six Human Resources Profiles

Defined, interpreted and agreed on

the legal mandate of each Provincial

Department in the Provincial

Infrastructure Service Delivery Chain

and their Core Business Roles.

Defined Design Principles and

agreed on the Primary Functions

to be performed in terms of

different Core Business Roles and

outcomes of the Functional

Analysis.

Defined the Provincial Service

Delivery Model and conducted

Functional Analysis to unpack roles,

responsibilities and deliverables

between Provincial Departments

and within PEDs.

Determined Functional Structures,

HR requirements, Post

Provisioning, HR norms and HR

Profiles.

Generic

Framework

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SECTION ONE: LEGAL MANDATE AND CORE BUSINESS ROLES

Overview

The point of departure was to identify the legal mandate of PEDs, Provincial Public Works and

Provincial Treasuries as informed by legislation in terms of immovable asset management. Based

on the interpretation of the legal mandates, the core business roles of each Provincial

Department were defined.

The legal mandate analysis was conducted in terms of the following:

Core legislation that informs the legal mandate and guides the execution of the

work in terms of the legal imperatives of the respective Provincial Department.

Core legislation that requires compliance by Provincial Departments in terms of

how immovable assessment are planned for and implemented by each

Department

Supplementary- and enabling legislation to deliver services [Refer to Annexure

1].

TABLE 1 provides a summary of the core legislation that has been identified in terms of each

Provincial Department.

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TABLE 1: Legal Mandate Analysis

EDUCATION Informing Legal Mandate

Ξ Constitution of the Republic of South Africa – [Act 108 of 1996] - Schedule 4. South African Schools – Act 84 of 1996. [Provincial specific education legislation

where applicable]. Further Education and Training – Act 98 of 1998. Regulations: 1738 of 1997 and Amendments. Regulations: 19347 of 1998 and Amendments.

Compliance Ξ

Government Immovable Asset Management – Act 19 of 2007. Public Finance Management Act 1 of 1999. Division of Revenue Act. [Annually]. Occupational Health and Safety Act 85 of 1993 and Regulations. National Building Standards Act 103 of 1977 and National Building Regulations. Construction Industry Development Board Act 38 of 2000 and Regulations.

PUBLIC WORKS Informing Legal Mandate

Ξ Constitution of the Republic of South

Africa [Act 108 of 1996] – Schedule 4 (Part A).

Provincial legislation pertaining to land and space norms [if applicable].

Compliance

Ξ Occupational Health and Safety Act 85

of 1993 and Regulations. Communal Land Rights Act 11 of 2004. Construction Industry Development

Board Act 38 of 2000 and Regulations. National Building Standards Act 103 of

1977 and National Building Regulations. Government Immovable Asset

Management Act 19 of 2007. Public Finance Management Act 1 of

1999.

PROVINCIAL TREASURY Informing Legal Mandate

Ξ Public Finance Management Act 1 of

1999 [Section 18]. Treasury Regulations, 2005 as

amended in 2007. Division of Revenue Act – Annually. National Treasury Instruction Note on

enhancing compliance and improving transparency and accountability in Supply Chain Management [SCM].

Compliance

Ξ Government Immovable Asset

Management Act 19 of 2007. Public Finance Management Act 1 of

1999.

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1. LEGAL MANDATE AND CORE BUSINESS ROLES

1.1 PROVINCIAL EDUCATION

Brief Description 1.1.1 The provision of education services (excluding tertiary education) is a concurrent

functional competence of the DBE and PEDs. PEDS are responsible and accountable to

deliver basic education services in line with the policies, targets, norms, standards and

guidelines issued by the NBE as determined in the South African Schools Act and related

Regulations.

1.1.2 In terms of infrastructure support required for the delivery of Basic Education Services, the NDB may issue regulations related to safety measures at Public- and Independent Schools, functional- and technical norms/standards guidelines which include cost norms for new classrooms, construction and related recurrent cost allocations. PEDS are required to comply with the guidelines issued in terms of functional- and technical norms and standards.

1.1.3 The South African Schools Act prescribes the type of infrastructure that should be provided for in terms of rendering of Basic Education Services by PEDs. It furthermore prescribes the manner in which infrastructure for schools should be provided FOR for, including the signing of lease agreements.

PEDS are also responsible for the Schools of Industry and Reform Schools. However, as from 1 April 2012, in terms of the Children’s Amendment Act of 2007 the responsibility for these Schools will become the responsibility of the Provincial Department of Social Development. Although PEDs will therefore not have a responsibility in terms of management of immovable assets for these schools, Provincial Public Works will still retain its responsibilities in this regard and Provincial Social Development Departments will be responsible for the management of the immovable assets of these Schools.

1.1.4 In terms of budgeting for infrastructure delivery, the norms for the different categories should be interpreted, customised and applied by PEDs. Different methodologies to budget for construction can be applied by PEDs provided that it has an equivalent effect as the norms indicated in the South African Schools Act.

1.1.5 The use of conditional grants for infrastructure procurement must adhere to the conditions stated in the Division of Revenue Act [DORA]. This includes, inter alia, compliance in terms of the preparation of different infrastructure plans and Medium Term Expenditure Frameworks [MTEF], compliance with the IDMS and compliance with the CIDB Act and Regulations. The CIDB is responsible for developing the building industry to promote improved delivery of infrastructure to the South African public. The Public Finance Management Act [PFMA] prescribes that Accounting Officers should take responsibility for the management, safeguarding and maintenance of all assets.

1.1.6 PEDs, as a user of immovable assets in the Province, must comply with the requirements

stated in the Government Immovable Asset Management Act [GIAMA], for example the

preparation of User Asset Management Plans [U-AMPs] to inform usage of facilities.

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GIAMA also promotes the efficient utilisation and maintenance of existing immovable

assets.

1.1.7 Occupational health and safety requirements applicable to buildings and equipment are regulated through legislation. The Department of Labour appoints inspectors to visit premises to ensure that buildings, plant and machinery comply with health and safety requirements. An Inspector can, if he/she is of the opinion that the workplace is not safe, inform the Employer in writing that corrective steps must be implemented within a specified time period.

Interpretation of Legal Mandate

1.1.8 PEDs are responsible for the management of immovable assets and provision of the

whole spectrum of infrastructure services and related support services for Public Schools

in a Province. It includes immovable asset management for Ordinary Public Schools and

Schools for Learners with Special Needs. As from 1 April 2012, PEDs will not be

responsible for the provision of these services for Schools of Industry and Reform

Schools.

1.1.9 Infrastructure delivery by PEDs must cover the following scope:

School infrastructure as per norms, standards and guidelines issued by the NBE

Hostels for residential accommodation for learners where deemed necessary

Portable water and toilets [secured] and electricity [compliance with national safety

standards] at all Schools.

Physical facilities at Schools that must be accessible to disabled persons.

1.1.10 The budgets to fund the provision of infrastructure delivery and management of other

immovable assets must be appropriated by the respective Provincial Legislatures and

should include funds for:

New classrooms, additions and/or refurbishments.

Connection and payment of enabling bulk infrastructure services, such as water,

electricity, sewerage and telephone services on school sites.

1.1.11 The design of infrastructure projects and budgets must be based on the functional- and

technical norms and standards guidelines issued by DBE and interpreted/customised by

the PEDs in terms of Province specific challenges/circumstances.

1.1.12 The erection of new buildings and improvements to existing School buildings on private

property may only be undertaken in terms of a signed agreement between the Owner

and the PEDs. Such an agreement must provide clarity on the responsibilities for the

maintenance of the property and also stipulates the conditions of improvements to the

immovable property, if any, when the School is closed.

1.1.13 A physical planning framework must be developed and approved based on accurate,

prioritised and annually updated information from the School Construction Register of

Needs. The Provincial Departments of Education must target the neediest population

when infrastructure for Ordinary Public Schools and Schools for Learners with Special

Needs are implemented. The planning process must be undertaken annually and must

Formatted: Bullets and Numbering

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include long-term projections for new school construction targets and funding

requirements based on norms and cost analysis for schools that are smaller than

normally desirable. Verifiable overcrowding distance indicators must be developed and

approved to determine the need for new schools based on the School Construction

Register of Needs, census data and the Departmental Education Management

Information System. Ranking must be implemented based on the geographical areas

from the neediest to the least needy based on the numbers of learners out of school or in

existing overcrowded schools.

1.1.14 Backlogs must be eliminated by starting with the neediest, most overcrowded areas, and

proceeding as quickly as possible down the line of priorities. Planning for new school

construction must give preference to facilities serving the compulsory education grades

[Grades 1 – 9]. Planning for extension to existing schools must be given preference to

building new schools, except in cases where the extensions would result in the school

being too large to be pedagogically sound or where it would be uneconomical,

impractical or undesirable on educational grounds. Planning for new hostel facilities

must be aligned to the criteria for the construction of new schools or extensions and the

transport and poverty criteria provided in the South African Schools Act. Other cCriteria,

other than those prescribed in the South African Schools Act, may be applied by PEDs for

new schools and hostels, may be applied by PEDs provided that such criteria provide

ensure the same results in terms of equity and efficiency of the norms in the South

African Schools Act.

1.1.15 The rights to use a property for a school may be restricted by PEDs if the immovable

property is not utilised by the school in the interest of education in the Province. The

merger of two or more schools requires specific changes to be implemented in terms of

the management of immovable assets. Two or more public schools may be merged into

a single school based on service delivery needs following prescribed procedures. The

procedures include the manner in which the movable- and immovable assets attached to

the school must be dealt with.

1.1.16 A public school that is built on immovable property (land) owned by the State [including

immovable property held in a trust created by statute on behalf of tribe] has the right to,

for the duration of the existence of such school; use the immovable property for the

benefit of the school for educational purposes. Public schools can be provided for on a

private property in terms of an agreement to be entered into between the owner of the

private property and the Provincial Member of the Executive Council for Education. Such

an agreement must include the performance of the normal functions of a public school

governing body, access to the property, security of occupation and use of the property,

maintenance and improvement of the school buildings, provision of infrastructure

support services and the protection of the owner’s rights in respect of the property

occupied.

1.1.17 Public schools may be closed temporarily in cases of an emergency on reasonable

grounds that the lives of the learners and staff are endangered or that there is a real

danger of bodily injury to them or damage to property. The temporary closure of tertiary

education institutions may also be implemented following provisions stated in the

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Further Education and Training Act. A Public school may be closed permanently following

prescribed procedures in the South African Schools Act. All assets and liabilities of such a

school must, subject to the condition of any donation, devolve to the State, unless

otherwise agreed between the Member of the Executive Council and the Governing Body

of the School. The permanent closure of tertiary education institutions can also be

implemented following the provisions stated in the Further Education and Training Act.

1.1.18 PEDS are required to develop U-AMPs to respond to the needs identified in the Physical

Planning Framework and utilisation trends based on annual reviews. The plan must

comply with the requirements stated in terms of GIAMA, DORA and must inter alia,

include the identification of the different infrastructure programmes/projects that will be

implemented, prioritisation, timelines and the MTEF.

1.1.19 An Infrastructure Programme Management Plan [IPMP] must be prepared by PEDs. The

IPMP must, inter alia, include details regarding the implementation of infrastructure

programmes/projects, the packaging of projects, procurement strategies, management

structures for the projects, time frames and specific information required to implement

the programmes/projects. In terms of the infrastructure grant funding, the U-AMP and

the IPMP must comply with the requirements stated in DORA and the framework

attached to DORA. This includes compliance to the CIDB Act and Regulations. The

identification of needs for leases and signing of lease agreements must comply with

requirements stated in the South African Schools Act.

1.1.20 The implementation of the Expanded Public Works Programme of Government [EPWP]

places a responsibility and accountability on all public institutions of all spheres of

Government to (in terms of their legal mandates and budgets) plan for the creation and

optimisation of work opportunities for unemployed poor people through the delivery of

public and community services. Thus, EPWP must form an integral part of the

infrastructure planning and procurement documents to promote the creation of

employment opportunities for the unemployed through infrastructure delivery. The

procurement strategies must adhere to the CIDB Act and Regulations.

1.1.20 PEDs are responsible for the management, including safeguarding and the maintenance

of assets of a Department. Policies and systems must therefore be developed and

implemented for minor-, scheduled-, day-to-day and emergency maintenance of schools.

The identification and allocation of costs for day-to-day maintenance and emergency

maintenance must be made according to the Resource Targeting Table for Section 21

Schools in line with the South African Schools Act and the guidelines issued in terms of

Regulations [Gazettes 29179, 32683, 33723 and 339471]. Exceptions to general

allocation rules are applicable in terms of emergency repairs and routine

maintenance/school cleanliness.

1.1.21 Emergency repairs which endanger the health or safety of persons or which might imply

large future expenditure if not corrected immediately must be prioritised and day-to-day

maintenance and cleanliness such as general cleaning, removal of litter, maintenance of

grounds, minor painting and repairs are the responsibility of the school community

regardless the level of poverty of the community.

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1.1.22 School Governing Bodies and Principals of Section 21 Schools may apply to the PEDs for

the allocation of functions pertaining to the maintenance and improvement of the

school’s property, buildings and the grounds occupied by the school, including school

hostels. In the case of Section 21 Schools that do not have the capacity to manage day-

to-day and emergency maintenance, the District or Circuit Offices must assume this

responsibility.

1.1.23 School Governing Bodies are responsible to administer and control the school’s property

and buildings and the ground occupied by the school including school hostel facilities.

The latter may allow for the reasonable use of the facilities for community-, social- and

school fund raising purposes.

1.1.24 PEDS as Employers must ensure that immovable assets being used by the Province (Provincially owned or leased by the Province), comply with the requirements stated in the Occupational Health and Safety Act and Regulations.

Core Business Roles

1.1.25 Based on the legal mandate, the core business of PEDs, in terms of immovable assets is

defined in terms of three main roles, namely:

Policy, Planning and Resourcing Role.

Portfolio Programme/Project Performance Role.

Portfolio Programme Monitoring Role.

1.1.26 Policy, Planning and Resourcing Role

Description: The determination of policies, procedures, guidelines, norms and standards

for the planning and delivery of immovable assets within the broader planning

frameworks of the three spheres of Government [National/Provincial/Local Government]

and the determination of the resource requirements to implement these plans.

In essence, it includes the following responsibilities:

The development of the physical infrastructure planning framework to support the

delivery of the core business of PEDs.

The determination of policies, strategies and procedures for capital- and scheduled

maintenance programmes/projects.

The determination of policies, strategies and procedures for day-to-day maintenance

and emergency maintenance applicable to schools.

The interpretation, development and/or customisation of provincial functional- and

technical norms and standards. The latter is done in consultation with Provincial

Public Works.

The preparation of the U-AMP based on the physical infrastructure budget planning

framework of PEDs and utilisation trends.

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The determination of budgets, adjustment of budgets and preparation of related

planning documents, [for example, Strategic Plan, Annual Performance Plan – [APP}]

and reporting documents, [for example, Annual Report].

The determination of the needs for leases, prioritisation of infrastructure projects

and accommodation schedules in consultation with Schools.

The planning for the acquisition- and disposals of immovable assets and provide

inputs to Public Works.

The preparation of occupation plans.

1.1.27 Portfolio, Programme and/ Project Performance Role

Description: The management of the implementation of infrastructure portfolio,

programmes,/projects and leases in line with the legal requirements and service delivery

imperatives of PEDs. This includes Capex- and Maintenance programmes/projects.

In essence, it includes the following responsibilities:

The preparation of IPMPs (including procurement strategies in consultation with the

Implementing Agent).

The implementation of day-to-day- and emergency maintenance in line with legal

requirement and service delivery imperatives of the Department.

The signing and contract management of lease agreements.

The inspection of building and equipment to comply with the occupational health

and safety requirements.

The assessment, validation and signing-off on IPIPs, cost/scope variations, and

Project Execution Plans [PEPs] being prepared by Provincial Public Works on behalf

of PEDs.

The preparation/orientation of users to be able to use facilities and implementation

of occupation plans.

1.1.28 Portfolio, Programme and Project Monitoring Role

Description: The overall monitoring and reporting on progress regarding portfolio,

programme and performance which includes regular reviews and evaluation of the

programmes/projects on completion.

In essence, it includes the following:

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Implement NEIMS surveys and update U-AMPS

Regular site visits to monitor that implementation of infrastructure

programmes/projects for Capex- and Maintenance are in line with the signed-off

plans IPMP, IPIP and PEPs and are implemented in line with the approved policies

and guidelines.

Regular reviews of progress being made with the implementation of

programmes/projects.

Regular reviews of project progress with the Implementing Agent.

Updating of the IPMPs based on progress being made with implementation of


Updating of data/information based on the outcome of Technical Condition

Assessments and related assessments of immovable assets in terms of information

systems prescribed by NBE.

The preparation of financial- and non-financial reports as required by NDE, National

Treasury, Provincial Treasury and other institutions such as Parliament.

The implementation of the post project evaluations to determine lessons learnt and

to inform future designs.

The implementation of post occupation evaluations to determine appropriateness of

the infrastructure provided for achieving basic education goals.

Add from Mariekie

1.1.29 In order to achieve the above, the Provincial Education Infrastructure Function in Head

Office, District Offices, Circuit Offices [not institutionalised in all Provinces] and Schools is

defined as the Accountable Authority in PEDs that, in line with legislative frameworks

that governs education infrastructure delivery, the service delivery imperatives of the

Department and the IDMS:

Interprets, determines/customises functional- and technical norms and standards for

infrastructure programmes/projects.

Plans, assesses, prioritises and budgets for infrastructure in line with legal

requirements and service delivery imperatives of the Department and the Province.

Monitors the delivery of infrastructure programmes/projects and scheduled

maintenance at facilities of the Department through signing-off on key

documentation prepared by the Implementing Agent.

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Implements day-to-day and emergency maintenance.

Validates compliance with occupational health and safety requirements in terms of

equipment.

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To Conclude:

Accept full responsibility and accountability for the management of the property

portfolio and supportive asset management services of the Department which includes

infrastructure planning aligned to service planning, implementation of infrastructure

programmes/projects aligned to approved norms and standards and spending of funds

appropriated for infrastructure in an effective and efficient manner – thus providing

value for money spent.

1.2 PROVINCIAL PUBLIC WORKS

Brief Description

1.2.1 The public works needs of Provincial Government Departments are allocated to

Provincial Public Works Departments [Schedule 4 Part A of the Constitution]. The

National Building Standards Act regulates that any building and construction work

implemented on Government property, irrespective of by whom it is undertaken, must

comply with the legal requirements stated in the Act and the National Building

Regulations.

1.2.2 Occupational health and safety requirements applicable to buildings are regulated

through legislation. In essence it requires that immovable assets being used by the

Province (Provincially owned or leased by the Province), must comply with the

requirements stated in the Occupational Health and Safety Act and the Regulations. The

Department of Labour appoints Inspectors to visit premises (including Government

buildings) to ensure that the buildings, plant and machinery comply with all health- and

safety requirements. An Inspector can, if he/she is of the opinion that the workplace is

not safe, inform the employer in writing that certain steps must be taken within a

specified time period. The same Inspector can also direct that the Custodian of

properties (Public Works) to provide information regarding the use of the building, plant

or machinery.

1.2.3 The procurement and use of land for infrastructure delivery needs to be implemented in

line with the provisions stated in the South African Land Policy White Paper, 1997 and the

Communal Land Rights Act, 2004.

1.2.4 The CIDB is responsible for developing the building industry to promote improved

delivery of infrastructure to the South African public. The Act and Regulations also

provide for standard contracts, registration of contractors per different grades and

uniform standards that must be followed in terms of the evaluation of contractors for

appointments.

1.2.5 The EPWP is a National Programme that places the responsibility and accountability on all

public institutions of all spheres of Government to (in terms of their legal mandates and

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budgets) plan for the creation and optimisation of work opportunities for unemployed

poor people through the delivery of public and community services.

1.2.6 In terms of GIAIMA, the Premier should appoint a Custodian of immovable assets in the

Province. The custodian must review the need for immovable assets in a Province,

undertake option analysis of costs and benefits, consider utilisation trends and take

decisions on the immovable assets in the Province based on the assessments. This

includes the development of life cycle costs, life cycle maintenance plans, acquisition-

and disposal plans for the Province and a Provincial Custodian Asset Management Plan

[C-AMP] responding to the needs of departments identified in U-AMPS.

Interpretation of the Legal Mandate

1.2.7 Provincial Public Works is responsible to implement programmes/projects that respond

to the public works needs of Provincial Departments. It should ensure that the

infrastructure needs of the respective Provincial Departments are satisfied through

quality infrastructure delivery by service providers (professionals and contractors). The

Department must also ensure that there is compliance with the National Building Act and

Regulations at any building of Provincial Departments where construction work is being

implemented in terms of design, approval of building plans, and compliance to

specifications when construction work is implemented.

1.2.8 Provincial Public Works must collaborate with the CIDB in setting the best practice and

national standards for construction delivery (quality), contract provisions, cost norms and

how to manage risks in the Province and must comply with the provisions stated in the

CIDB Act and the Regulations when infrastructure programmes/projects are designed and

implemented. There should also be compliance to the prescripts of the CIDB in terms of

the grading of contractors, evaluation of proposals by contractors and management of

contractors. This includes the use of standard contracts as agreed in the Provincial

Framework for Construction Procurement.

1.2.9 Provincial Public Works must prepare Infrastructure Programme Implementation Plans

[IPIPS] to indicate how infrastructure programmes/projects will be implemented in line

with the requirements stated in DORA and the Government IDMS. This should include

the plans for the creation and optimisation of work opportunities for poor unemployed

people in all projects / programmes implemented by the Department in line with the

guidelines issued by National Public Works. Provincial Public Works should implement

infrastructure projects and programmes on behalf of the Provincial Departments.

Provincial Public Works should also coordinate the implementation of EPWP in the

Province and report progress to Provincial- and National Governments.

1.2.10 Provincial Public Works must undertake Technical Condition Assessments of immovable

assets in line with the requirements stated in GIAMA and based on specific needs of

Provincial Departments. Provincial Public Works must also determine life cycle costing of

immovable assets for existing and new facilities and provide this information to Provincial

Departments for budgeting purposes. It includes the development of life cycle

maintenance plans based on life cycle costs.

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1.2.11 The Provincial Public Works Custodian must:

Ensure that structures on Provincial Government Property (structures in the Act are

defined as any structures attached to the soil, any building erected/or in the process of

being erected and any prefabricated building/structure attached to the soil) and

plant/machinery at all times complies to the Healthhealth- and Safety safety regulations

as stated in the Act and Regulations.

Acquire land for Provincial Departments, manage the disposal of land/buildings and other

immovable assets and facilitate the provision of enabling infrastructure services. It

includes the determination the value of property before acquisition, renovations,

upgrading or disposals. It should be noted that the definition of disposals include leases,

thus Provincial Public Works should oversee the management of leases in a Province

[leases in and leases-out].

Develop and update a database for immovable assets and submit an Annual Report to

Parliament. Provincial immovable assets must be recognised on the Asset register and

information pertaining to these assets must be updated on the Asset Register.

Prepare the Provincial C-AMP that responds to the infrastructure needs of the Provincial

Departments in line with the requirements stated in GIAMA and DORA.

Budget and Pay rates and taxes related to the property held by the State.

Core Business Roles

1.2.12 Based on the legal mandate, the core business of Provincial Public Works in terms of

immovable/movable assets is defined in terms of three main roles, namely:


Portfolio Programme/Project Performance Role.


1.2.13 Programme Policy, Planning and Resourcing Role

Description: The optimal planning, development and management of immovable assets

as the custodian of immovable assets in the Province and determination of resources

requirements.

In essence it includes the following responsibilities:

The increasing of economic-, efficient and effective benefits through property

management to support the economic-, social- and environmental objectives and

goals of the Province. This includes the provision of entrepreneurial and innovative

opportunities.

The contribution to infrastructure planning in Provincial Departments by providing

data, information and inputs to Provincial Departments.

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The review of the needs of Provincial Departments as indicated in U-AMPs and

responding to these needs through the preparation of the C-AMP.

The approval of building plans as submitted by Provincial Departments and/or other

Implementing Agents appointed either by Provincial Public Works, PEDs and/or DBE.

The planning for the acquisition and disposal of property and land.

The setting of criteria and planning/budgets for Technical Condition Assessment

taking into consideration specific needs of Provincial Departments.

The determination of life cycle costs and submission of these costs to Provincial

Departments. The determination of whether life cycle costs in the Province will

include service costs.

The development of life cycle maintenance plans based on life cycle costing and

submission of these plans to Provincial Departments.

The facilitation of enabling bulk infrastructure in the Province such as water,

electricity supply, roads, etc. with the view to ensure that the infrastructure needs of

the whole Province is provided for and intervenes where required.

The interaction with other role-players to coordinate the provision of enabling

infrastructure, for example other spheres of Government, Traditional Authorities and

Public Entities.

1.2.14 Portfolio Programme/Project Performance Role

Description: The implementation of infrastructure programmes/projects and leases in

line with the policies, plans, norms, standards and requirements of the PEDs [and other

Provincial Departments] in fulfilling the role of an Implementing Agent.

In essence it will include the following responsibilities:

The preparation of IPIPs and PEPs for signing off by PEDs.

The implementation of projects/programmes within budget, on time and in line with

the agreed functional and technical norms and standards on behalf of PEDs.

The establishment and management of a centralised procurement system and

processes for infrastructure programmes/projects in consultation with Provincial

Treasury and in compliance with the Provincial Framework for Construction

Procurement.

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The management of the infrastructure project/programme contracts. Depending on

the geographical nature of a Province, regional/district offices can be established to

oversee project/programme implementation.

The procurement and contract management of leases in an economical, effective and

efficient manner with the exception of leases for Schools.

Implementation of infrastructure programmes/projects in line with the IDMS

framework, the Provincial Infrastructure Service Delivery Model and the signed

Service Delivery Agreements.

The establishment and updating of an integrated project management information

system taking into consideration the specific information needs of PEDs,

Provincial/National Treasury and PEDs.

The establishment, updating and maintenance of a Central Asset Strategy and

Register/System.

The establishment, updating and maintenance of a centralised Document

Management System/Inventory for all property documentation excluding the leases

for Schools. The System must include the specific requirements and access criteria as

determined by PEDs.

The provision of office accommodation to PEDs and maintenance of the office

accommodation.

The payment of accounts for municipal services and rates for PEDs.

The implementation of Technical Condition Assessments and analyses of outcomes

which includes the Technical Condition Survey requirements required in terms of the

National Education Information Management System [NEIMS].

The regular inspection of buildings to determine compliance with Occupation health

and safety requirements including immovable assets that are considered to be fixed

to these buildings such as lifts and boilers and reporting the findings in writing to

PEDs.

1.2.15 Portfolio Programme Monitoring Role

Description: The overall monitoring and reporting on progress regarding programme

performance which includes regular reviews and evaluation of programmes/projects on

completion.



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The rigorous monitoring of progress made with the implementation of

programmes/projects through outsourcing of the work to professionals/contractors.

The regular reporting of progress in the implementation of programmes/projects to

the PEDs and pro-active management of potential challenges and/or risks.

The post evaluation of programmes and projects implemented and updating

lessons learnt.

The updating of project information system.

The updating of the IPIP.

The updating of Provincial Asset Register.

1.2.17 In order to achieve the above, Provincial Public Works is the Accountable Authority in the

Province that, in line with legislative imperatives and the IDMS:

Develops, manages and maintains the property portfolio on behalf of the Provincial

Departments as the Custodian (Owner) of immovable assets in the Province, if

appointed by the Premier.

Provides a seamless integrated service to the PEDs in terms of the

infrastructure needs, plan, strategies and guidelines of PEDs. This includes the

implementation of infrastructure programmes/projects, facilitation of enabling bulk

infrastructure services, preparation of life cycle costing and preparation of life cycle

maintenance plans. Public Works is therefore ultimately accountable and

responsible for ensuring that infrastructure projects are completed on time, within

budget and in line with the quality assurance standards.

Develops and maintains centralised information/documents on immovable assets of

the PEDs and provides information to these PEDs to assist with the preparation of

credible U-AMPs, IPMPs and updating of NEIMS.

To Conclude:

Public Works aAccepts full responsibility and accountability for the delivery of

infrastructure programmes/projects on time, within budget and in line with quality

assurance standards and fulfils the custodian roles.

1.3 PROVINCIAL TREASURY

Brief Description

1.3.1 Provincial Treasury is required to promote and enforce transparency and effective management in respect of revenue, expenditure, assets and liabilities of Provincial Departments and Provincial Public Entities. Provincial Treasury must also monitor and



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assess the implementation of norms and standards by Provincial Departments and Public Entities.

1.3.2 Disposal of properties and letting of immovable state property by Provincial Departments must be market related unless the Provincial Treasury approves otherwise. State properties may not be let for free of charge without the prior approval of Provincial Treasury. Any disposal of an asset of a Trading Entity must be approved by the Provincial Treasury.

1.3.3 Provincial Treasury must ensure that allocated budgets for infrastructure grants are spent in line with approved plans. If the transfer of funds for infrastructure grants is stopped by National Treasury, the latter may request Provincial Treasury to assist in the withholding and/or relocation of funds, to review projects, assess capacity, make recommendations and implement interventions to achieve appropriate planning and spending. Funds can be withheld if the Province does not comply with the best practice guidelines of Section 5 of the CIBD Act and the IDMS. Performance evaluation and quarterly reports as prepared by Receiving Officers of grants must be submitted to Provincial Treasury.

1.3.4 Provincial Treasury must issue the annual date for submission of U-AMPs and C-AMPS to the Provincial Treasury. Provincial Treasury must assess the tender processes for all infrastructure projects/programmes above the value of R 10 million to determine compliance with procurement frameworks.

Interpretation of the Legal Mandate

1.3.5 Provincial Treasuries should promulgate specific Provincial Treasury Instructions/Best Practice Notes/Circulars to enforce effective and transparent management of immovable assets in the Province. It includes the design and implementation of systems to promote effective management of immovable assets and the design and implementation of interventions in cases where transparent and effective management of immovable assets are not achieved.

1.3.6 Provincial Treasuries should approve disposals in line with the delegations. Approvals on disposals will require credible data which should be provided for on the Provincial Asset Register (as responsibility of Provincial Public Works). Provincial Treasuries will have to intervene if Provincial Asset Registers are not designed to the meet the whole spectrum of information needs related to disposals.

1.3.7 Provincial Treasuries will provide advice on property development transactions. [The latter also link to the mandate of Provincial Treasury in terms of Public-Private Partnerships].

1.3.8 Provincial Treasuries will determine the dates for the submission of U-AMPs and C-AMPs to Provincial Treasuries and also assess the U-AMPs and C-AMPs to ascertain the credibility of the plans, alignment between the plans (including service plans and Provincial Infrastructure Plan) and functional- and technical norms and standards (mainly space and cost norms) as issued by National Sector Departments, customised and promulgated in each Province. The assessment should also include a validation in terms of the service delivery challenges in each Province (for example; not only validate if a school should be built, but also whether it is the appropriate solution, appropriate site, affordable in terms of life cycle costing, affordable for the Department in terms of funding available, etc.)

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1.3.9 Provincial Treasuries should allocate infrastructure budgets in line with the outcomes of

the above assessments. It should also conduct an assessment of the capacity of Departments and Public Entities to prepare and implement credible plans for immovable asset management and through the design/implementation of early warning systems pro-actively identify capacity constraint issues. Capacity should include all matters that are required for effective and transparent management (planning, delivery, operations and maintenance) of immovable asset and should therefore include policies, systems, procedures, and appropriate competencies in terms of staff and management.

1.3.10 Provincial Treasuries should design and implement interventions to assist Departments and Public Entities if they are not capable to fulfil their responsibilities in terms of infrastructure management and delivery. Provincial Treasures should facilitate the implementation of the IDMS in each Province. This should include inter alia the development of the Provincial Infrastructure Construction procurement framework, training of staff in terms of IDMS, facilitation of internships and the continuous improvement of the IDMS in the Province. Provincial Treasuries must assess procurement for construction in line with the National Treasury Note on Enhancing SCM.

Core Business Roles

1.3.11 Based on the legal mandate, the core business of Provincial Treasury in terms of

immovable is defined in terms of two main roles, namely:



1.3.12 Policy, Planning and Resourcing Role

Description: The overall optimal planning, development and management of immovable

assets Province and determination of resources requirements.


To leverage infrastructure planning and investment supportive to the Provincial

Economic- and Social development objectives/imperatives in the Provincial

Infrastructure Plan and related planning/policy documents.

The design and implement appropriate procurement and related systems and

interventions to enforce effective planning, budgeting, reporting, spending and

delivery of infrastructure by Provincial Departments and Public Entities.

To advise and approve key decisions related to property development, infrastructure

investment, infrastructure delivery and immovable asset management in the

Province.

1.3.13 Portfolio Programme Monitoring Role

Description: The overall monitoring and reporting on progress regarding programme

performance in terms of procurement, expenditure/spending against budget, value for

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money and achievement towards effective and efficient management of immovable

assets in the Province.


The assessment of departmental infrastructure plans (U-AMPs and C-AMPS), budgets

and spending in compliance with regulatory and service delivery imperatives of the

Province and the Departments.

The monitoring of the implementation of outputs and achievement of outcomes

through reporting.

To Conclude:

In order to achieve the above, Provincial Treasury is the Accountable Authority in the

Province that, in line with legislative imperatives and the IDMS:

Participate in the development of an appropriate Provincial Infrastructure Plan

[ProvIP] and strategically steer the economic and financial investment

objectives/imperatives in infrastructure. Lead and facilitate stakeholders in the

implementation of the IDMS in the Province that enables integrated, seamless

infrastructure planning, budgeting, procurement and delivery with the overall aim of

realising quality, economic, efficient and cost effective infrastructure in the Province.

Rigorously monitor, review and assess infrastructure planning, budgeting and

spending and report/intervene in a pro-active manner to ensure value for money.

Approve and advise on key decisions related to property development in line with

the regulatory framework/determined thresholds and promoting the economic- and

social investment in the Province. Oversee, from a financial perspective, the

implementation of Public-Private Partnership Projects as approved by National

Treasury and in line with delegations from National Treasury.

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SECTION TWO: SERVICE DELIVERY MODEL AND FUNCTIONAL ANALYSIS

Overview

The Service Delivery Model is aligned to the IDMS and forms the basis/foundation for

infrastructure planning and delivery. This model should also rolled-out to all other Provincial

Departments.

The service delivery model is an integral part of the National/Provincial IDMS. Thus, the model

contributes towards the institutionalisation of the IDMS in the National- and Provincial

Departments.

The model is informed by the legal mandates and the different functions have been analysed in

terms of main functions, sub functions, processes, activities and tasks [referred to as ‘functional

analyses’]. The functional analysis is based on two levels:

Firstly, the division of activities and tasks within each function and sub function between

PEDs, Provincial Public Works as the Implementing Agent & Custodian and Provincial

Treasury.

Secondly, the division of activities and tasks within each function between the different

tiers within PEDs that is Head Office [H], Districts [D], Circuits [C] and Schools [S].

The model includes the following:

Governance Principles.

Infrastructure Delivery Principles.

Provincial- and Departmental Infrastructure Management Planning.

Property and Infrastructure Portfolio Systems.

Infrastructure Programme Management.

Infrastructure Project Implementation.

Property and Infrastructure Operational Support.

Monitoring.

The functional analysis is done in terms of the following:

Description of the Process, Activities and Tasks that should be executed to support the

service delivery model. The responsibility for the Activities and Tasks are indicated in

terms of the parameters of existing legislative frameworks that govern infrastructure

planning and -delivery in South Africa. The Activities and Tasks relate specifically to the

responsibilities of the infrastructure Chief Directorates, Directorates and Sub-

Directorates in PEDs. [thus departmentalisation].

Description of Main Deliverables associated with each Process in term of PEDs.

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1. GOVERNANCE PRINCIPLES

1.1 Public Works Departments in Provinces are the Custodians (Owners) of immovable assets

[refer to custodian role of Public Works in Section One and the required appointment by

the Premier] and the Implementing Agent for infrastructure delivery.

1.2 Where Provincial Departments do not comply with the capacity requirements stated in

the generic functional structure, as a transitional arrangement until the required capacity

has been established, the following should be followed:

Provincial Public Works and PEDs must establish the minimum professional capacity supplemented with the appointment of short term professional and technical contract staff (on public service contracts) in line the functional generic structures and budgets. This capacity must be in place 6 months after the generic functional structure has been issued by dpsa [Directive of the Minister for Public Services and Administration]. Provincial Public Works and PEDs must provide adequate budgets for compensation of such personnel.

If a Provincial Public Works Department does not adhere with the abovementioned capacity requirements either through permanent appointments or through public service contract appointments as indicated above, the function of Implementing Agent will become the responsibility of the PEDs.

PEDs can then appoint Implementing Agent/s other than Provincial Public Works in consultation with DBE. Such Agent must be an Organ of the State and registered in terms of the CIDB Regulations. Provincial Treasury approvals in terms of the Treasury Instructions related to construction procurement processes for procurement of such Agent Services and thresholds will be applicable in terms of this option.

1.3 SDAs are required between PEDs and Public Works if Public Works is the Implementing

Agent and/or between the relevant Departments and other organs of State appointed to

fulfil the role of the Implementing Agent due to Provincial Public Works not accepting to

fulfil its constitutional mandate.

1.4 Procurement of professional and construction services are the responsibility of the Implementing Agent. This must be done be in line with the Framework for Construction Procurement issued by the Provincial Treasuries in line with directives from National Treasury. The Provincial Construction Procurement framework must be based on the principles included in the service delivery model, packaging of projects, preference towards ‘Manage and Construct’, ‘Design and Construct’ and ‘Develop and Construct’, Pricing Strategies, Tender Evaluation Processes, Alternative contract Contract options Options as offered by the CIDB, Targeted Procurement Strategies and how payments must be managed. All tenders must be based on competitive tendering processes, even if a roster system is used for professional services.

1.5 In cases where Provincial Public Works is the Implementing Agent, the different SCM

committees must include suitable qualified staff from PEDs and the Implementing Agent. Vetting of these members is the responsibility of the Provincial Public Works. Training of these members [the public servants from PEDs or Provincial Public Works] is the responsibility of Provincial Treasuries. In cases where alternative Implementing Agents

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have been appointed, the PEDs must be represented on the different procurement committees established by these Implementing Agents.

1.6 PEDS are responsible and accountable for the management of the property portfolio of

the Provincial Departments which includes infrastructure planning aligned to service

planning, rigorous monitoring of the implementation of the infrastructure

programmes/projects aligned to approved norms and standards and spending of funds

appropriated for infrastructure – thus accountable to ensure that there is ‘value for

money spent’.

1.7 Provincial Treasuries are responsible and accountable to enforce quality in the spending

of funds through inter alia facilitating the implementation of the IDMS, procurement

systems related to construction procurement in the Province and monitoring/reporting

on the effectiveness of infrastructure delivery. Provincial Treasuries will also act as the

Mediator/Dispute mechanism if any of the Provincial Departments are not adhering to

the Service Delivery Model aligned to IMDS.

1.8 Governance institutional structures must be established in each Province as indicated in

Figure 4 below:

FIGURE 4: Governance Structures

2. INFRASTRUCTURE PRINCIPLES

2.1 New Building, Upgrades andAdditions, Renovations, Upgrading, Additions and Scheduled Maintenance must be included in the final plans, Project list and MTEF of PEDs. Identification of land/site location and building projects are the responsibility of PEDs. This planning must be implemented at least five years before implementation. This includes planning in terms of scope and costs.

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2.2 It must be in line with the Provincial Infrastructure Plan [ProvIP] and directly support the

realisation of Departmental Service Plans in terms of infrastructure requirements. These

programmes/projects are implemented by Public Works as the Implementing Agent or by

alternative Implementing Agents appointed in terms of Section 1.2.

2.3 In order to promote efficiency and demonstrate value for money, the maintenance

projects must be packaged and grouped together in line with the criteria stated in the

IDM Toolkit and preferably implemented through framework and/or service term

contracts.

2.4 Planning for new facilities must be based on the entire life cycle of such building. Life cycle costs must be developed by Provincial Public Works. Approval for new buildings should only be granted if an appropriate life-cycle budget has been allocated taking into consideration limitations posted by MTEF timeframes, budget availability and the conditions stated in the South African Schools Act in terms of physical resources frameworks.

2.5 On completion of a building, a building maintenance plan for the entire life span of the facility must be developed by Provincial Public Works irrespective which Implementing Agent has overseen the implementation of the project and submitted to the PEDs. PEDs must ring fence appropriate funds for maintenance of the facility in line with the requirements stated in the life cycle maintenance plans. PEDs must provide this funding taking into consideration the limitation of the MTEF budgets.

2.6 PEDs and Public Works/Implementing Agents must, as far as it is feasible, base the infrastructure projects on Standard Design Drawings and Standard Technical Specifications aligned to National/Provincial functional and technical norms and standard guidelines, where applicable, to eliminate and reduce the need for both conceptual development of a design and also the need for detailed design work which will substantially reduce the costs of professional fees.

2.7 Funding for the maintenance (except day-to-day and emergency maintenance) of immovable assets should ideally be aggregated into a single programme budget in the MTEF of the PEDs. However, irrespective under which programme budget it is included, it must be centrally managed by the relevant infrastructure Units in Head Office of PEDs.

2.8 Provision for Day-to Day and Emergency Maintenance Projects is included in the MTEF,

and is implemented by the PEDs. Budgets for day-to day- and emergency maintenance

must be provided for in line with the norms and standards for school funding, thus in the

Budgets of Schools. PEDs must issue criteria to define the type of projects/programmes

that qualify as Day-to-Day- and Emergency Maintenance Projects/Programmes to avoid

Schools/Facilities using funds earmarked for this purpose, to fund other priorities.

2.9 PEDs must implement day-to-day- and emergency projects in the following manner:

Section 21 Schools : The Schools appoint service providers (community volunteers or

private sector service providers) in line with the Provincial Framework on Construction

Procurement and within their fianancial capabilities.

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District Offices: District Offices appoint service providers (community volunteers or

private sector service providers] for non-Section 21 Schools in line with the Provincial

Framework on Construction Procurement and within their fianancial capabilities.

From an efficiency point of view take, a decision to manage the implementation of these

projects through term contracts should be encouraged in the Provincial Framework on

Construction Procurement. The procurement for term contracts can either be through

Provincial Public Works as the Implementing Agent or through term contracts issued and

managed by the Head Offices of PEDs. In both cases, the response time for implementing

an emergency project is 24 hours.

2.10 Technical Condition Assessments must be planned, budgeted for and implemented by

Provincial Public Works as the Custodian, at least once every five years. The outcomes of

Technical Condition Assessment must inform the scheduled maintenance projects of

PEDs. The specific information areas and criteria for the Assessments must include the

requirements of PEDs in terms of the NEIMs Survey Forms. Technical Conditions

Assessments must include signage to for access to services.

2.11 Integrated web based project management information systems must be designed and

developed by DBE in consultationProvincial Public Works which must include the specific

requirements ofwwith PEDs, DBE and , National- and Provincial Treasuryies. The same

project management system must be made available to alternative Implementing Agents

and must be used by these Agents. Centralised management of infrastructure

documents, taking into consideration the needs of PEDS for documents and access, must

be established and maintained by Provincial Public Works. Provincial Public Works must

ensure that the requirements and specification of document management is recorded

and made available to Alternative alternative Implementing Agents that should comply

with these requirements.

2.12 Unified norms and standards for EPWP targets must be determined by the Provincial

Public Works Departments, for example, standard daily wages for all sectors, standard

reporting systems, etc.

Formatted: Not Highlight

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3. FUNCTION : PROGRAMME POLICY, PLANNING AND RESOURCING

Sub Function: Provincial- and Departmental Infrastructure Management

Planning

3.1 Process: Provincial Infrastructure Plan

3.1.1 The Office/Department of the Premier must facilitate the development and updating of

the Provincial Infrastructure Plan [ProvIP] under the auspices and guidance of Provincial

Planning Units. The ProvIP must be approved by the Provincial Exco.

The purpose of the ProvIP is to align the development- and maintenance of immovable assets of

Provincial Departments with the strategic goals, growth, development- and spatial planning of

the Province. In essence, it represents a multi-sectoral infrastructure plan for the Province.

3.1.2 The ProvIP must be aligned with the with Long Term Infrastructure Plans of the National

Government (National Spatial Development Framework, sector specific plans, etc.), the

Provincial Growth and Development Strategy and Plans, and the Integrated Development

Plans of Local Government.

3.1.3 The ProvIP has a long term focus [minimum 15 years]. The ProvIP is updated on an

Annual basis to align it to changes in the institutional environment and reviewed in line

with every Electoral cycle [thus every five years]. Immovable Asset Management

Planning by Sector Departments and Public Works must be aligned to the Provincial

Infrastructure Strategy/Plan of the Province [ProvIP].

3.1.4 The ProvIP must include the following:

Clearly articulated Provincial Infrastructure Vision.

Indication of how Infrastructure investment is aligned in the Province and supportive to the

Provincial Growth and Development Strategy and Provincial Economic/Spatial Development

Frameworks.

Identification, prioritisation and sequencing of provincial infrastructure needs.

Indication of how provincial infrastructure priorities will be managed.

Indication of where [spatially] infrastructure investment is to be focused as part of

infrastructure led development strategies of the Province.

Indication of the location and sequencing of major integrated infrastructure projects that will

be implemented in the Province.

Determination of institutional arrangements to facilitate infrastructure delivery between

different spheres of Government and other stakeholder’s e.g. private sector.

Determination of synergies between different sectors and linkages with enabling bulk

infrastructure services, for example transport, water, electricity.

Indication of the financial implications to implement the plan.

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3.1.5 Functional Analysis

Brief Description

To undertake analysis of needs, participate in inter-sectoral planning, compile, update, review and maintain the Provincial Infrastructure Plan.

ACTIVITY : To undertake research and manage stakeholders

TASKS PEDs PW PT

To provide relevant data and information to PEDs required for long term infrastructure planning.

► 1.

►

To undertake research, analyse and determine the education infrastructure needs and requirements based on projected population growth, projected migration patterns and human settlements.

►

2.

H D C S

► 1. 2.

To evaluate the utilisation of existing facilities based on data and information extracted from NEIMs and data provided by Provincial Public Works from the Provincial Asset Register.

► 3.

H D C S

► 1.

To collect and analyse information about other sectors and the interrelationships between the infrastructure needs of these sectors and the infrastructure needs of PEDs.

► 3.

H D C S

► ►

To interact and liaise with the relevant infrastructure role-players [National-, Provincial- and Local- Government, Non-Governmental Organisations, etc.] with the view to integrate and coordinate inputs for the ProvIP. This includes participation and interaction with Local Government in terms of the preparation of Integrated Development Plans.

► ► ►

H D C S

►

To undertake research and analyses to inform provincial guidance in terms of financial- and economic objectives and imperatives for infrastructure development in the Province.

4. ►

To undertake research regarding asset management and infrastructure delivery best practices for Provincial Departments.

►

To analyse the impact of changes in the environment on future property management and infrastructure programs/projects of the Provincial Departments.

►

To analyse property market trends, the impact thereof on provincial immovable assets and possibility of using provincially owned properties to generate revenue that can be used for other social infrastructure development priorities.

►

ACTIVITY : To prepare the Provincial Infrastructure Plan

TASKS PEDs PW PT

To present infrastructure service delivery objectives, infrastructure challenges of PEDs and relevant infrastructure information for inclusion in the ProvIP.

►

H D C S

►

To analyse the requirements for enabling bulk infrastructure support of Provincial Departments based on the inputs made by respective

►

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Provincial Departments with the view to facilitate seamless delivery of infrastructure programmes/projects for these Departments, for example land acquirement, water supply, electricity supply, road infrastructure.

To indicate how the enabling bulk infrastructure needs of Provincial Departments will be realised.

►

To provide property management- and infrastructure inputs for the drafting of the ProvIP.

►

To set strategic guidelines for the effective and transparent use of immovable assets in the Province as inputs to the drafting of the ProvIP.

1. ►

To determine the financial- and economic objectives for provincial infrastructure development in the Province and identify challenges as inputs to the drafting of the ProvIP.

2. ►

To engage with National Departments, Provincial Departments, Public Entities and Local Governments to determine and align longer term budget requirements to the infrastructure objectives as defined in the ProvIP.

3. ►

ACTIVITY : To update and review the Provincial Infrastructure Plan

TASKS PEDs PW PT

To annually participate in the updating of the ProvIP based on the review reports submitted by Provincial Treasury and five year review of the ProvIP aligned to electoral cycle.

► ► ►

H D C S

►

DELIVERABLES : PEDs H D C S

Credible data, information and research and analyses to inform the drafting of the ProvIP.

►

Indication of long term budget requirements for infrastructure delivery in the Province.

►

Education infrastructure planning aligned with ProvIP and fully integrated with NBE planning and Local Government Planning.

►

3.2 Process : Departmental Service Plans

3.2.1 Government Departments develop Service Plans. Service Delivery Improvement Plans

[SDIPs] should form an integral part of the Service Plans. The development of SDIPs is

legally prescribed [refer to Public Service Regulations].

The purpose of Service Plans is to provide the overall direction on how the Departments intend to

deliver on its mandate. The development of Service Plans is not legally prescribed, but without a

long term Service Plan, it is very difficult to ensure seamless and integrated service delivery.

Service Plans will inform the human resources plan of the Department, ideal organisational

structuring and information technology plan. It will also inform the infrastructure needs and

priorities of the Department.

3.2.2 Service Plans should be recommended for approval by the respective Accounting Officers

and approved by the respective Members of the Executive Councils. Service Plans must

be reviewed and updated to continuously respond to the strategic objectives determined

in the Strategic Plans of PEDs.

3.2.3 Service Plans must be aligned to the long- and medium term strategies and plans of

Government. In terms of infrastructure, it should respond to the requirements stated in

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the ProvIP based on the service delivery challenges that each Department faces and how

it will respond to these challenges aligned to legislated functional norms and standards.

In essence it represents the spatial- and functional service delivery model of the

Department.

3.2.4 Service plans have a long term focus [15 years], updated on an annual basis to align it to

changes in the service delivery environment and reviewed every five years. Review of

Service Plans is also informed by the strategic direction as defined in Departmental

Strategic Plans.

3.2.5 Service Plans should form the basis for the development of User Asset Management

Plans [U-AMP] and Medium Term Expenditure Framework [MTEF] for the management

of immovable assets.

3.2.6 Service Plans must include the following infrastructure related information:

Indication of the accessibility of services [thus geographical location of services]. This should be in

line with National- and Provincial functional sector norms and standards.

Indication on how the infrastructure programme is contributing to the achievement of the service

delivery platform of the Department.

Prioritisation of infrastructure needs to meet service delivery needs.


Brief Description

To participate in the compilation, updating and review the Departmental Service Plan in terms of immovable/movable asset management.

ACTIVITY : To identify data/information, sources and provide infrastructure data and -information to support the development of Departmental Service Plans

TASKS PEDs PW PT

To identify the required data/information fields for infrastructure planning including the sources of information [for example NEIMS]. In the case of information required from Provincial Public Works, submit the request to Provincial Public Works.

►

To extract relevant data and information from the Provincial Asset Register and submit the data and information to the Provincial Departments to prepare their Service Plans.

►

H D C S

►

ACTIVITY : To prepare Departmental Service Plans

TASKS PEDs PW PT

To serve as a member on the Service Planning Team in the Department to develop and finalise the Service Plan of the Department.

►

H D C S

►

To verify progress with multi sectoral developments/implementation as planned in the ProvIP and the Integrated Development Plans within a District and inform the Head Office of the status.

►

H D C S

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►

To prioritise District needs in line with the broader ProvIP, the Departmental Service Plan and based on the inputs received from Circuits. Submit to Head Office.

►

H D C S

►

To provide priorities to the Districts and make inputs to the plan and list of priorities being submitted by the District office to the Head Office based on the School Improvement Plans

►

H D C S

►

To identify the infrastructure needs and prepare a School Improvement Plan. Submit the School Improvement Plan to the Circuit Office.

►

H D C S

►

To review, analyse and validate the immovable asset management data and information as well as submissions made by other tiers in the Department.

►

H D C S

►

To align Service Plans in terms of Infrastructure Requirements with the overall vision and sequencing of priorities as determined by the ProvIP.

►

H D C S

►

To make inputs to the process of the prioritisation of infrastructure needs and land acquirement that form part of the finalisation of Departmental Service Plan. This includes the Long Term Infrastructure Plan in terms of Priorities of PEDs.

►

H D C S

►

ACTIVITY : To undertake a financial assessment of Departmental Service Plans

TASKS PEDs PW PT

To assess the affordability of the infrastructure implications in the Service Plans of Departments.

►

To determine if the infrastructure planning expenditure in the Departmental Services Plans are aligned to and link with the ProvIP and the budget priorities of the Province.

►

To make recommendations on adjustments to be made in terms of infrastructure provisions in the Service Plans of the Provincial Departments based on the outcome of affordability modelling.

►

ACTIVITY : To update and review Departmental Service Plans

TASKS PEDs PW PT

To annually participate in the updating of the Departmental Service Plan and five year review of the Plan aligned to the electoral cycle.

►

H D C S

►


Credible infrastructure related data and information regarding immovable assets provided for Departmental Service Plans.

► ► ► ►

Relevant information for infrastructure development [land and ► ► ► ►

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enabling bulk infrastructure needs] identified.

Infrastructure planning of the Department integrated with Service Plan of Department and providing the required infrastructure platform for service delivery.

►

Infrastructure priorities identified and scheduled. ►

School Improvement Plans ►

3.3 Process: Strategic- and Annual Performance Plans

3.3.1 PEDs are required to develop Strategic Plans- and APPs. These Plans inform the budget

allocations and also provide the basis for progress reporting i.e. preparation of Quarterly

Performance Review Reports and Annual Reports. The latter includes the Annual

Financial Statements and the State of Human Resources in the Department. The legal

foundation for the development and implementation of the Strategic Plans and APPs are

the Public Service Act and Regulations, the Public Finance Management Act and Treasury

Regulations and National Sector Legislation.

3.3.2 Strategic Plans must be developed for a five-year period aligned to the electoral mandate

of Government and APPs must be prepared for a three-year period aligned to the MTEF.

APPs must be updated every year and must be submitted to Parliament with the budget

requirements at least 10 days before the budget speech of the respective Member of the

Executive Council.

The purpose of the Strategic Plans is to provide the strategic objectives, outputs and outcomes for

the five year period. As such it sets the strategic direction for Departments and therefore also

informs the Departmental Service Plans. The purpose of the APPs is to indicate the strategic

objectives, outputs, outcomes and budges for the MTEF.

3.3.3 The Plans are recommended for approval by the respective Accounting Officers of PEDs

and approved by the respective Members of the Executive Councils of PEDs before

submission to Provincial Treasury, National Basic Education and Provincial Parliament.

3.3.4 Strategic- and Annual Performance Plans must include the following infrastructure

related information:

Indication of alignment of infrastructure programme to ProvIP and Services Plans.

Summary of the U-AMP and MTEF.

Any prescribed information determined by the DBE.


Brief Description

To compile, update, review and maintain the Strategic- and Annual Performance Plans in terms of immovable/movable asset management.

ACTIVITY : To extract and provide infrastructure data and information for the preparation of Strategic- and Annual Performance Plans

TASKS PEDs PW PT

To identify required data/information fields and sources of data for the preparation of Strategic- Plans and APPs for immovable asset

►

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management including infrastructure delivery. In the case of data/information required from Provincial Public Works, submit these requests to Provincial Public Works.

H D C S

►

To extract relevant data and information from the Provincial Asset Register and submit it to Provincial Departments to prepare their Strategic Plans and APPs.

►

H D C S

►

ACTIVITY : To prepare Strategic- and Annual Performance Plans

TASKS PEDs PW PT

H D C S

►

To analyse data and draft infrastructure inputs for the Strategic- Plans and APPs. It must include the outcomes of the U-AMPs and the MTEF for infrastructure.

►

H D C S

►

To submit draft and approved Departmental Strategic Plans and APPs to the Infrastructure Units at DBE and Provincial Treasury.

►

H D C S

►

ACTIVITY : To assess Strategic- and Annual Performance Plans

TASKS PEDs PW PT

To review infrastructure delivery and construction trends, including functional- and technical norms and standards [mainly space- and cost norms] and life cycle costing to inform whether infrastructure planning in Strategic Plans and APPs are feasible.

►

To assess the draft Strategic Plans and APPs for alignment between infrastructure planning between the different plans including infrastructure targets and financial implications with the view to add value to infrastructure delivery in the Province.

►

To make recommendations on adjustments to be made in terms of infrastructure provisions in the draft Strategic Plans and APPs.

►


Credible and relevant infrastructure data and information provided for the Strategic Plan and APPs.

►

Infrastructure sections for the Strategic Plans and APPs drafted and approved.

►

Immovable Assets sections in the Strategic Plans and APPs validated in terms the programs providing of value for money.

►

Approved Strategic- Plans and APPs in terms of Immovable Assets. ►

Approved School Maintenance Plans. ►

3.4 Process: User Asset Management Plan

3.4.1 U-AMPs must be developed by PEDs to respond to the needs identified in the Service

Plans in terms of immovable assets. The legal foundation for the development,

implementation and reporting on U-AMPs are GIAMA and DORA. U-AMPs must be

aligned to and guided by the ProvIP and the Service Plan of the Departments.

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The purpose of the U-AMP it to clearly define the use of immovable assets in the Department and

to further outline the infrastructure programmes/projects as agreed in the Service Plans and the

budgetary requirements determined by cost norms.

3.4.2 The U-AMP is developed for a 15 year period and is reviewed and submitted on an annual

basis based on the utilisation trends of immovable assets, changes in the Departmental

Service Plans, business cases submitted and changes in policy directives as outlined in the

Strategic Plans. U-AMPs for the MTEF are included in the APPs. U-AMPs are

recommended for approval by the respective Accounting Officers of PEDs and approved

by the respective Member of the Executive Councils of PEDs.

3.4.3 U-AMPs must include the following:

Vision, mission and legal mandate of the Department.

Strategic goals and objectives as derived from the Departmental Service- and Strategic Plans.

Analysis of the gap between the required infrastructure [availability and standards] as stated in

the Departmental Service Plans and the current situation as measured against functional and

technical norms and standards of the National- and Provincial Government. The outcome of the

gap analysis will provide an indication of possible ‘surplus’ immovable assets [thus assets that are

not used optimally by the Department] which could be made available to other users by the

Custodian.

Policies and strategies on how the Department will bridge the gap between desired and existing

infrastructure needs, for example, techniques to improve the utilisation of existing facilities,

possible shared service options, construction of new facilities, refurbishment or renewal of

facilities, etc.

Plans for refurbishment of facilities, repairs of facilities and/or acquisition of facilities.

Prioritisation of implementation of the Plans for each MTEF cycle.

MTEF budgetary implications and final project list.

Determination of the financial resources for implementation of the Plans based on National and

Provincial technical and functional norms and standards.

Determination of the system that will be used to monitor report on and evaluate service delivery.


Brief Description

To compile, update, review and maintain the Departmental User Asset Management Plan.

ACTIVITY : To establish business processes

TASKS PEDs PW PT

To establish business planning processes and systems to obtain relevant information for preparing the U-AMP.

►

H D C S

►

To assess the utilisation of immovable assets in terms of the information and data provided by Provincial Public Works and data extracted from NEIMs. Compare the data with the service delivery norms and standards as indicated in the Service Plan of the Department and infrastructure functional norms and standards guidelines issued by DBE.

►

H D C S

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►

ACTIVITY : To prepare Day-to-Day Maintenance Plans

TASKS PEDs PW PT

To determine the guidelines for the preparation of maintenance plans. ►

H D C S

►

TASKS PEDs PW PT

To prepare the Schools Maintenance Plans – one year budget and 10 year implementation budget [Section 21 Schools] and submit to the Circuit Offices.

►

H D C S

►

TASKS PEDs PW PT

To prepare the Schools Maintenance Plans – one year budget and 10 year implementation budget [Non Section 21 schools].

►

H D C S

►

TASKS PEDs PW PT

To review School Maintenance Plans and submit to the District Offices [Section 21 Schools].

►

H D C S

►

TASKS PEDs PW PT

To review the quality of maintenance plans and take into consideration these plans during the identification of the scheduled maintenance projects for the U-AMP to be submitted to the Head Office. [Section 21 and Non Section 21 Schools].

►

H D C S

►

TASKS PEDs PW PT

To take into consideration the day-to-day maintenance plans during the identification of the scheduled maintenance projects for the U-AMP.

►

H D C S

►

ACTIVITY: To prepare and approve the U-AMPs

TASKS PEDs PW PT

To review the functional performance of immovable assets. ►

H D C S

►

To determine and prioritise needs for repairs, upgrading, and refurbishment of immovable assets in line with the Departmental Service Plan.

►

H D C S

►

To determine and prioritise the needs for future immovable assets including new facilities.

►

H D C S

►

To determine and scope the gap in terms of infrastructure delivery and budgetary requirements.

►

H D C S

►

To develop a schedule with identified programmes/projects to be assigned to the indicative infrastructure budget for MTEF and beyond.

►

H D C S

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►

To determine budgets for programmes/projects for total costs of ownership based on the life cycle costing provided by Provincial Public Works.

►

H D C S

►

To determine the budgets for leases-in for the first year [includes fittings, rentals and maintenance].

►

H D C S

►

To re-prioritise infrastructure planning projects in consultation with the District Offices based on affordability in terms of existing funds and life cycle costing for total costs of ownership [also taking into consideration the funds required to maintain existing facilities].

►

H D C S

►

To draft the U-AMP [which includes MTEF], approve the U-AMP and submit to Provincial Treasury, National Department of Basic Education and Provincial Public Works.

►

H D C S

►

To amend the U-AMP, if required, based on the approved Provincial C-AMP.

►

H D C S

►

ACTIVITY: To undertake compliance and value for money assessment of U-AMP

TASKS PEDs PW PT

To prescribe the dates for submission of U-AMPs [to the Custodian and to Provincial Treasury] and the requirements for quality of the plans.

►

To assess compliance of the U-AMPs in terms of legislative requirements and service delivery imperatives in line with functional- and technical norms [mainly space- and cost norms] and standards and the funding requirements.

►

To incorporate life cycle costing and budgets required to maintain existing facilities in the overall decisions pertaining to budgets for new infrastructure and maintenance of existing facilities in line with budget envelope.

►

To enforce application of life cycle costing for new facilities. ►

To monitor to confirm that budgets required to maintain existing facilities are taken into account in the overall decisions pertaining to budgets for infrastructure.

►

To validate procurement plans for infrastructure projects and make recommendations.

►

To provide feedback to the Provincial Departments in terms the outcomes of the compliance assessment.

►

DELIVERABLES:PEDs HO D C S

Credible data and information to prepare U-AMPs. ►

Validated U-AMPs in terms of quality- and compliance requirements. ►

Approved U-AMP. ►

Approved MTEF. ►

3.5 Process: Provincial Custodian Asset Management Plans

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3.5.1 Provincial Public Works must develop a C-AMP. It must indicate how the Custodian will

respond to the needs of Departments as identified in the U-AMPs. The legal foundation

for the development, implementation and reporting on Custodian Asset Management

Plans are GIAMA and DORA.

The purpose of the C-AMP is to review the optimal use of immovable assets in the Province and

responds to the needs identified in the U-AMPs in terms of immovable assets.

3.5.2 The preparation and updating of the C-AMP is based on the Acquisition Plans, the Lease

Plans, the Maintenance Plan, the Property Development Plan and the Disposal Plans

developed for each Provincial Property Portfolio and the outcomes of the cost/benefit

analysis in terms of each of these areas.

3.5.3 The C-AMP is developed for a 15 year period and is reviewed on an annual basis based on

the utilisation trends of immovable assets, acquirement and disposal of new immovable

assets, changes in the U-AMPs and changes in policy directives. The C-AMP is submitted

to Provincial Treasury for funding of lease- and acquisition plans. The Provincial C-AMP is

recommended for approval by the Accounting Officer of Provincial Public Works and

approved by the Member of the Executive Council for Provincial Public Works.

3.5.4 The C-AMP must include the following:

Indication of how the Plan responds to the ProvIP and the UAMPs.

Indication of the Provincial Asset Management Strategy and -Priorities.

Synopsis of the performance of immovable of Assets.

Description of the Asset Lifecycle Management Plans with budgetary requirements.

Description of the Acquisition Plan with budgetary requirements.

Description of the Maintenance Plan with budgetary requirements.

Description of the Disposal Plan with budgetary requirements.

Description of the Property Development plan with budgetary requirements.

Determination of the system that will be used to monitor report on and evaluate service

delivery.


Brief Description

To compile, update, review and maintain the Provincial Custodian Asset Management Plan responding to the needs identified by Provincial Departments in their respective U-AMPs.

ACTIVITY: To plan and determine Norms, Budgets and Specification for Technical Condition Assessments

TASKS PEDs PW PT

To consult with the PEDs on education specific requirements in terms of information fields to be included in Technical Condition Assessments.

►

To provide inputs to Provincial Public Works in terms of sector specific requirements for information in terms of Technical Condition Assessments.

►

H D C S


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►

To determine Technical norms & standards for Technical Condition Assessments [e.g. frequency for painting the walls] in line with National/Provincial technical norms and –standards guidelines.

►

To draft a plan, determine the budget requirements & specifications for the implementation of Technical Condition Assessments of Provincially Owned Immovable Assets and submit to Provincial Treasury.

►

To assess plan and budget for Technical Condition Assessments to determine that sector specific needs are accommodated and the plan is feasible/affordable and provide feedback to Provincial Public Works.

►

ACTIVITY: To plan and determine the budget for Life Cycle Costs of Immovable Assets and Maintenance Costs

TASKS PEDs PW PT

To determine the total cost of ownership of provincial immovable assets to include all costs involved in the acquisition, design & construction, operation [excluding services costs], maintenance, rehabilitation, and disposal of an asset.

►

To provide the life cycle costing to Provincial Departments of Education for planning and budgeting purposes and apply it for the development of maintenance plans

►

ACTIVITY: To prepare- and approve Provincial C-AMP

TASKS PEDs PW PT

To review of the infrastructure needs stated in U-AMPs of the Provincial Departments of Education/Health.

►

To review property market trends, available state- and privately owned immovable assets and performance reports.

►

To review property market trends, available state- and privately owned immovable assets and performance reports.

►

To review available state owned immovable assets of all three spheres of Government in the Province and available privately owned immovable assets in the Province.

►

To determine criteria for payment of leases leases-out (reimbursement) to Sector Departments.

►

To determine the budgets for leases-in from the second year (includes rental and maintenance)

►

To undertake performance assessment based on utilisation of assets, conditions of the assets & functionality of the assets.

►

To apply life cycle Planning Costs and benefits analysis. [Option Analysis].

►

To determine the Provincial strategy for asset management which must includes provincial policies on acquisitions, disposals, life cycle costing and life cycle maintenance plans.

►

To plan for the disposal, and acquisitions of Immovable Assets and include these plans in the C-AMP.

►

To plan for life cycle maintenance plans based on life cycle costing and include these plans in the C-AMP.

►

To draft the C-AMP based on the above assessments and responding to the needs of Departments indicated in the U-AMPs and approves the C-AMP.

►

To update the Provincial Register for Immovable Assets based on the finalised C-AMP.

►

To submit the approved C-AMP to Provincial Education/Health/Treasury.

►

ACTIVITY: To undertake a compliance and value for money assessment of Provincial C-AMP

TASKS PEDs PW PT

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To review C-AMP and provide inputs to Provincial Public Works where required.

►

H D C S

►

To determine the extent to which the C-AMP provided for the needs identified in the U-AMPs and assess the compliance in terms of legislative and service delivery imperatives in line with functional- and technical norms and standards.

►

To assess that leases- and acquisition plans are market related and provide funding requirements for lease- and acquisition plans as identified in the C-AMP.

►

To ensure that life cycle costing is applied for budgets for new facilities and that budgets required to maintain existing facilities are taken into account in the overall decisions pertaining to allocation of infrastructure budgets.

►

To assess the Disposal Plan against the departmental disposal policy of Public Works as the custodian.

►

To assess approval for disposals lower than market rate and above R 10 million.

►

To determine the criteria for incentives in cases where Departments agree to relinquish immovable assets for disposal (income stream).

►

To provide feedback to Provincial Public Works on compliance of C-AMP and affordability.

►

ACTIVITY: Facilitate the provision of Enabling Infrastructure and land acquirement

TASKS PEDs PW PT

To facilitate the infrastructure needs of the Provincial Departments of Education/Health Infrastructure Portfolio with all role-players to ensure infrastructure enabling services are secured and obtained in a pro-active manner and in line with sectoral norms and standards to promote seamless implementation of infrastructure projects identified for the Portfolio in line with ProvIP.

►

To engage and interact with relevant stakeholders responsible for the provision of enabling infrastructure services for the Provincial Departments of Education/Health.

►

To plan and budget for the acquirement of land for the Sector Departments.

►

DELIVERABLES: PEDs H D C S

Budgets aligned to life cycle costing [new facilities and maintenance] ►

NEIMS requirements identified and included in the planning for Technical Condition Assessments.

►

Sub Function: Property and Infrastructure Portfolio Systems

3.6. Process: Norms and Standards

3.6.1 Functional- and Technical Norms and Standards need to be developed for all

infrastructure projects. This is important to ensure that the service delivery needs are

addressed and that there is efficiency and effectiveness in terms of property- and

infrastructure management. Functional- and Technical Norms & and Standards are

important information for the preparation of the procurement strategy. Cost norms are

regarded as part of technical norms & and standards, and should be used by Provincial

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Public Works to determine the life cycle costing of immovable assets which are important

for finalisation of the C-AMP and by PEDs to determine budget requirements.

3.6.2 Functional Norms and -Standards Guidelines are determined by the DBE and

interpreted/customised/further developed [where required] by PEDs based on provincial

specific service delivery challenges. Technical Norms and Standards Guidelines could also

be determined by the DBE and should be interpreted/customised [where

applicable]/further developed by PEDs in close consultation with Provincial Public Works.

In both cases, Provincial Public Works should provide key research/data/information and

inputs required to refine and customise these norms and standards and develop

technical norms/standards.

3.6.3 Functional- and Technical norms & and standards [mainly the functional norms, cost- and

health/safety norms] could be promulgated by PEDs thus they are recommended for

approval by the respective Accounting Officers of PEDs, approved by the respective

Members of the Executive Councils and promulgated through Parliament.

3.6.4 The legal foundation for the development and implementation of Norms and Standards

are the South African Schools Act and Provincial Specific Legislation in terms of land and

property administration.


Brief Description

To develop/interpret/customise/regulate policies, norms & and standards.

ACTIVITY: To develop/interpret/ develop/customise and regulate functional- and technical norms/standards

TASKS PEDs PW PT

To manage the institutionalisation of the Norms and Standards Committee/Forum and Chair the meetings for the Department.

►

H D C S

►

To participate as a member on the Norms and Standards Committee established by PEDs.

►

To unpack and define service level- and cost norms relevant to infrastructure.

►

H D C S

►

To provide assistance, data & information to the PEDs to provincialise functional/technical norms and standards [if required].

►

To define technical- and functional norms/standards. In terms of technical norms/standards, data & information should be provided by Provincial Public Works and technical norms/standards guidelines can also be issued by the DBE. Functional norms/standards are mainly based on customisation of the guidelines issued by the DBE.

►

H D C S

►

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To determine as part of the customisation process, the criteria applicable to acquirement of land e.g. access, enabling bulk infrastructure services, developmental costs, etc.

►

H D C S

►

To manage ongoing interaction with key decision makers on the setting and maintenance of norms and standards for PEDs.

►

H D C S

►

To regulate the application of the approved functional- and technical norms & standards which can be legislated if required via the issuing of Proclamation[s].

►

H D C S

►

ACTIVITY: To determine policies, norms, standards and criteria for Emergency- and Day Day-to to-Dday Maintenance

TASKS PE PH PW PT

To determine the policies, procedures, processes, monitoring system applicable for emergency maintenance, day-to-day maintenance, housekeeping/ground management projects and issue these documents to Districts.

►

H D C S

►

To orientate Sschools on the interpretation and application of the policy frameworks for Emergency- and Day-to-day Maintenance.

►

H D C S

►


Approved policies, norms, standards and criteria for day-to-day maintenance and emergency maintenance.

►

Schools orientated on the policy frameworks for day-to-day- and emergency maintenance.

►

Functional and Technical norms and standards for infrastructure projects defined, approved and issued.

►

3.7 Process: Implementation of Systems

3.7.1 Data, information and documents regarding immovable assets in the Province needs to

be collected and updated. This includes data and information pertaining to planning of

infrastructure programmes/projects, planning for immovable asset utilisation and

information for project information(management?). All departments should use the

same information system for planning and project management information.

3.7.2 The information system for the planning and management of immovable asset [referred

to Asset Register] must integrate all the required data fields that Sector Department

require [including information fields required by DBE].

3.7.3 The system for Project Management must include all the relevant information fields that

Sector Departments require and Provincial Treasury (including information fields

required by National Sector Department] and it must relate to the existing support

information systems such as the Basic Accounting System [BAS].

Formatted: Highlight

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3.7.4 The two information systems must be centrally managed and must ideally be web-based

to provide for on-line information. PEDs, Public Works, Treasury and Departments of the

Premier should use the same database when they plan for, report on, and monitor

implementation of infrastructure in the Province to ensure consistency.

3.7.5 Documentation regarding immovable assets e.g. guarantees, as built plans, etc., need to

be warehoused at the appropriate levels. There should be a centralised warehouse of

hard and electronic copies of all documentation related to immovable assets for example

planning reports, Project Execution Plans [PEPs], Mmanuals for operations and

maintenance [includes guarantees & warrantees], procurement & contract

documentation, as built drawings, and financial value of immovable assets.

3.7.6 Copies of warrantees and guarantees for equipment need to be stored at Institution level

[Schools].

3.7.7 The IDMS must be fully institutionalised in the Province. This includes also the quality

assurance system and the procurement framework for infrastructure. Work for

professional service providers [where required] and contractors are outsourced to the

private sector through the Implementing Agent using the CIDB standards of uniformity

for the construction industry. All service providers must fully comply with the quality

assurance standards of the Province. Procurement will be based on framework and/or

term service contracts where it proves to be cost effective and efficient.

3.7.8 Provincial Public Works [Implementing Agent] must establish dedicated SCM committees

in the Department under the authority of the Chief Financial Officer. Members of the

different SMC committees must include representatives from the Sector Departments

when their projects are being scoped, evaluated and awarded.

3.7.8 Provincial Treasury must oversee appropriate training of members of the different SCM

committees. Provincial Treasury must assess the outcome of the tender processes – each

Provincial Treasury must determine the financial levels for these assessments

[thresholds].

3.7.9 Provincial Treasury must issue a Framework for Construction Procurement in the

Province. The framework must be based on the principles included in the service delivery

model, packaging of projects, preference towards ‘Design and Construct’ and ‘Develop

and Construct’, Pricing Strategies, Tender Evaluation Processes, Alternative cContract

oOptions as offered by the CIDB and Targeted Procurement Strategies.


Brief Description

To provide for the key systems required for the effective and efficient delivery of infrastructure.

ACTIVITY: To establish and maintain a centralised provincial property management document system

TASKS PEDs PW PT


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To provide inputs and draft formal specifications in terms of the type of Education infrastructure documents, plans, drawings, etc., to be maintained by Public Works for audit-,; reporting and service delivery purposes. This should also include any specific requirements for documents as prescribed/required by the National Department of Basic Education.

►

H D C S

►

To establish a system where copies of as- built-drawings and guarantees are maintained at School levels.

►

H D C S

►

To keep copies of as- built plans, guarantees, compliance certificates and warrantees at Schools.

►

H D C S

►

To determine the manner in which PEDs would like to obtain access, extract and utilise to the various documents and provide these requirements to Provincial Public Works.

►

H D C S

►

To establish an institutional memory [central storage place-; electronic- and hard copies] of all standardised and specific documentation [e.g. designs, plans, drawings, as –built drawings, specifications, contracts,] warrantees, guarantees, lease agreements, maintenance plans] related to projects/programmes.

►

To update and maintain the centralised warehouse of all property management documents for the Province.

►

To make available copies of provincial asset management documents [hard copies and/or electronic copies] to Provincial Departments and/or their National Counterparts on request.

►

ACTIVITY: To develop, update and maintain provincial asset register

TASKS PEDs PW PT

To provide specific education infrastructure information needs to Provincial Public Works in terms of data & information fields to be included in the Asset Register. This should include data information fields required in terms of infrastructure information systems [NEIMS] being prescribed by the DBE.

►

H D C S

►

To prepare a technical assessment of each new infrastructure [additions, upgrading, new, maintenance] and submit to Provincial Public Works for updating of data/information on the Provincial Asset Register.

► ►

H D C S

►

To determine the data, processes and software required to provide information for essential outputs associated with effective immovable asset management in the Province in consultation with Provincial Departments to ensure that the specific needs of the Departments are also addressed.

►

To develop, maintain and update a database system that is comprehensive to cover for all the requirements to ensure effective, efficient and integrated property management in the Province [e.g. must be able to view on line utilisation trends on daily basis, must update asset values on line, etc.].

►

To provide adequate supportive information & and data to support ►


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Departments with the planning of services and infrastructure [thus must be aligned to specific information system needs of the Provincial Departments].

To update NEIMS with relevant and required infrastructure information [the whole portfolio] every five years. – The information should be obtained from the Asset Register and the Technical Condition Assessments as implemented by Provincial Public Works.

►

H D C S

►

To manage infrastructure planning data information systems and linkages with other relevant educational- and spatial systems.

►

H D C S

►

ACTIVITY: To develop and maintain infrastructure Project Management Information System

TASKS PEDs PW PT

To determine infrastructure project specific information fields and functionality to be included the Project Management Information System, including specific requirements prescribed by DBE and submits it to Public Works.

►

H D C S

►

To determine the requirements for access to the Project Management Information System(s) and submit to Public Works.

► ►

H D C S

►

To determine the infrastructure specific information fields required for financial reporting and Basic Accounting System [BAS] to be included on the Project Management System(s) of Departments.

►

To review and enhance the Project Management Information Systems being applied for updating of programme/project information related to infrastructure projects and programmes.

►

To align the Project Management Information System to cater for all the needs of the Implementing Agents roles and the needs of Provincial Departments.

►

To manage the Project Management Information System to make it fully functional, operational and accessible to Provincial Departments and/or other Implementing Agents and update data on a regular basis.

►

ACTIVITY: To institutionalise the Infrastructure Delivery Management System

TASKS PEDs PW PT

To facilitate and guide the process of adopting and tailoring the National IDMS for the Province and submit to EXCO for approval.

►

To submit inputs to the National Treasury and the Construction Industry Development Board [CIDB] on improvements to be made to the National IDMS and related systems, policies.

►

To develop the framework for infrastructure procurement in line with relevant CIDB Best Practice Guidelines and National Treasury Directives.

►

To nominate appropriately qualified persons [built environment professionals] to serve on the Supply Chain Management [SCM] Specifications, - Evaluation and -Adjudication committees of the Provincial Department of Public Works to represent the interests of the PEDs. This is for the procurement of Professional Service Providers and/or Contractors.

►

H D C S

►

To implementing vetting of nominated representatives to serve on ►


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SCM Committees.

To provide regular training to the members of the SCM committees and professional staff responsible for infrastructure projects [including training on construction procurement and CIDB specific requirements], relevant Government procurement frameworks and the latest national- and international benchmarks and trends on procurement for infrastructure delivery.

►

To manage the functioning of the different SCM committees for infrastructure projects to function effectively and efficiently [e.g. meeting on regular basis] and that the operations are in compliance with the relevant infrastructure procurement frameworks.

►

To conduct compliance assessments in terms of adherence to relevant legislative/regulatory frameworks governing procurement for infrastructure in the Province.

►

To draft and issue Treasury Instructions and Best Practice Notes regarding the implementation of the IDMS in the Province.

►

To develop, issue and update Standard Operating Procedures for relevant IDMS processes in close consultation- and with inputs from the Departments.

►

To provide inputs to Provincial Public Works in terms of the elements to be emphasised in the Quality Assurance System and the type of system to be used.

►

H D C S

►

To design, review and maintain the quality management system that will be applied to infrastructure programmes/projects for the PEDs in terms of time, risks, costs and standards/norms.

►

To assess the quality assurance system developed by Provincial Public Works and provide inputs to Provincial Public Works in terms of areas that need improvement.

► ►

H D C S

►

To review and update the Provincial service delivery model to promote seamless service delivery.

►

To submit inputs in terms of the IDMS and/or improvements to Provincial Treasury.

► ►

H D C S

►√

To identify, design and implement appropriate training interventions in terms of the implementation of IDMS in the Province.

►

To liaise with the CIDB and all the relevant Professional Councils to share information, promote quality and standards of private sector professionals and contractors.

► ►

H D C S

►

To facilitate internship programmes for build environment professionals in the Province.

►

To implement programmes to recruit, develop and retain build environment professionals, through mentoring, coaching and related support programmes in the public service.

► ►

H D C S

►

DELIVERABLES:PEDs H D C S

NEIMS updated. ►

Nominations for SCM representations submitted to Public Works. ►

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Documented Quality Assurance Requirements of PEDs and submitted to Public Works.

►

Functional and Access requirements of PEDsS documented and submitted to Public Works.

►

Provincial IDMS implemented in PEDs. ►

Internships implemented in PEDs. ►

4. FUNCTION : PORTFOLIO PROGRAMME/PROJECT PERFORMANCE ROLE

Sub Function: Programme Management

4.1 Process: Infrastructure Programme Management Plan

4.1.1 The IPMP provides details of how infrastructure projects are packaged, the procurement

strategies, management of the projects and time frames. It should be based on the

approved U-AMPs. The legal foundation for the development and implementation of

IPMPs is DORA.

The purpose of the Plan is to provide the specific and detailed information required by the

Implementing Department to be able to deliver on the priorities and the details regarding the

procurement strategy that should be followed in terms of each project and/or package of

projects.

4.1.2 IPMPs must be developed for a MTEF period, updated on a quarterly basis and reviewed

on an annual basis. This ensures that planning is seen as an integrated and ongoing

process with the IPMP being a ‘living planning document’. Approved IPMPs must be

submitted to the Implementing Agent and Provincial Treasury by a date indicated in

DORA which should be at the latest end of August every year to allow sufficient time to

the Implementing Agent to plan for the delivery of projects.

4.1.3 The development of IPMPs is the responsibility of PEDs. PEDs should obtain relevant and

updated infrastructure inputs, data and information from Public Works when IPMPs are

prepared, for example, inputs to finalise the procurement strategy. Due to Provincial

Public Works [or other Implementing Agents] being expected to implement the

procurement strategy, PEDs must consult the Implementing Agent when the

procurement strategy is prepared so that it is finalised in a joint collaborative manner.

4.1.4 The IPMP must be approved by the respective Accounting Officers of PEDs before it is

submitted to Provincial Treasury and the Implementing Agent.

4.1.5 IPMPs must include the following:

Clarification of the key data & and information for infrastructure projects to enable the

Implementing Department to implement the projects.

Determination of Infrastructure Objectives, Targets and Indicators.

Determination of the institutional structures/arrangements in the Department to manage

the infrastructure programme.

Formulation of the procurement strategy in collaboration with and inputs being provided

by the Implementing Department. It includes the following:

Packaging of work in terms of geographical issues, desired maximum value of contract,

technical nature of the work, streamlining work in terms of technical, contractual or

logistical interfaces, marketability of the work, the need to use specialist contractors as


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main or as sub contractors, the need to use large contractors to mentor and manage

smaller contractors, and specific secondary procurement objectives in terms of Broad

Based Black Economic Empowerment [BBBEE] and Expanded Public Works Programme

[EPWP].

Contracting Strategies.

Pricing Strategy and Form of Contracts.

Procurement Arrangements in terms of procurement procedures, targeted procurement

strategy and tender evaluation procedures.

Scheduling of projects in terms of timeframes.

Formulation of the Cost-, Risk-, Quality- and Communication Plans.

Specific quality assurance aspects that should be addressed by the Implementing Agent for a

specific project and/or package of projects be.

Determination of the monitoring and reporting system.


Brief Description

To prepare and update the Infrastructure Programme Management Plan based on the approved U-AMP and MTEF.

ACTIVITY: To prepare and approve the Infrastructure Programme Management Plan

TASKS PEDs PW PT

To refine and conclude the list of projects/programmes based on approved U-AMP and MTEF.

►

H D C S

►

To provide inputs, data and information to the PEDs to assist with the drafting of IPMPs and the procurement strategy [includes the delivery management strategy, the contracting arrangements and the procurement arrangements].

►

To formulate the delivery management strategy through analyses of information [spend analysis, organisational analysis and market analysis], formulate procurement objectives, make strategic delivery management decisions [implementing agent, outsourcing, leasing], decide on the delivery mode [programme of projects, individual projects], and package the work [fixed criteria, allocation of responsibilities].

►

H D C S

►

To determine the contracting arrangements through allocation of risks for packages [service requirements, pricing strategy, form of contract], establish requirements for outsourced professionals, package professional service providers [contracting strategy, type of contract] and allocate risks for professional service providers [pricing strategy, form of contract].

►

H D C S

►

To determine the procurement arrangements through taking decisions on the quality strategy, the procurement arrangements, the targeted procurement strategy and the tender evaluation process.

►

H D C S

►

To schedule projects in terms of implementation timeframes. ►

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H D C S

►√

To indicate budgetary provisions. ►

H D C S

►

To identify risks and prepare risk mitigation strategy. ►

H D C S

►

To indicate quality assurance issues that requires specific attention by the Implementing Agent.

►

H D C S

►

To provide a plan for commissioning if required. The plan should include a checklist of the commissioning systems the commissioning priorities, the inter-relationship and allocated time.

H D C S

►

To indicate communication channels and responsible programme leaders in the Department for the specific programmes/projects.

►

H D C S

►

To finalise and approve the IPMP and submit approved IPMP to the Implementing Department [includes Provincial Public Works or other agencies] to commence with preparation of Infrastructure Programme Implementation Plan [IPIP], to National Basic Education and Provincial Treasury.

►

H D C S

►

ACTIVITY: To assess Infrastructure Programme Management Plans

TASKS PEDs PW PT

To assess the IPMP against the projects/programmes indicated in the U-AMP, the requirements of the IDMS and the Framework for Construction Procurement.

►

To provide feedback and make recommendations to PEDs in terms of specific issues identified during the assessment of the IPMP.

►

ACTIVITY: To update Infrastructure Programme Management Plans

TASKS PEDs PW PT

To review/update the IPMP based on inputs received from Provincial Treasury.

►

H D C S

►

DELIVERABLES : PEDS H D C S

Credible and approved IPMP. ►

Procurement strategies that will provide value for money, jointly developed and agreed between PEDs and the Implementing Agent.

►

4.2 Process: Infrastructure Programme Implementation Plan

4.2.1 IPIPs provide details on how the IPMP will be implemented. It is prepared by Provincial

Public Works [or alternative Implementing Agent]. The Plan must be updated as and

when the different Project Execution Plans have been signed-off by the PEDs and/or on a

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quarterly basis. The IPIP is submitted by the latest at the end of November every year to

PEDs.

The purpose is to respond to the needs and strategies identified in the IPMP and indicate how the

delivery will be achieved.

4.2.2 IPIPs are approved by the Accounting Officer of Public Works and signed-off by the

Accounting Officers of PEDs before implementation commences.

4.2.3 IPIPs must include the following:

Description of the management plan in terms of milestones and target dates.

Cost management plan to indicate cash flow estimates, how expenditure will be monitored

against the budget and how variations will be managed. The Infrastructure Reporting Model of

National Treasury will be used until such time when revised or new reporting models have been

issued.

Identification of risks and formulation of risk management mitigation strategies.

Formulation of the quality assurance system and plan that will be implemented during project

implementation.

Formulation of the communication management plan to clearly identify the stakeholders, how

information will be shared with stakeholders, how performance reporting will take place and the

procedures that will be followed for administrative closure of projects.

Identification of environmental changes that will impact on project implementation.


Brief Description

To prepare and update the Infrastructure Programme Implementation Plan based on the approved Infrastructure Programme Management Plan submitted by the PEDs.

ACTIVITY: To prepare and approve the Infrastructure Programme Implementation Plan

TASKS PEDs PW PT

To prepare the IPIP based on the approved IPMP. ►

To provide continuous inputs to the Implementing Agent when the IPIP is prepared by the Implementing Agent.

►

H D C S

►

To indicate how procurement will be implemented in line with the Pprocurement strategy indicated in the IPMP.

►

To clearly determine the milestones and time frames for each project and/or packages of projects.

►

To determine the total costs in terms of promulgated cost norms and life cycle costing.

►

To prepare annual- and monthly cash flow estimates. ►

To indicate how expenditure will be monitored and reported on. ►

To indicate how variations will be managed. ►

To indicate how quality assurance will be implemented, how communication will take place, how risks will be managed and how regular feedback will be provided on project progress.

►

To identify the staff that will be responsible for project management with their supportive professional- and administrative staff.

►

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To finalise draft IPIP and submit to PEDs for sign off [sign- off by PEDs are required before the IPIP can be approved by Accounting Officer of Public Works] and to Provincial Treasury for assessment.

►

ACTIVITY: To assess Infrastructure Programme Management Plans

TASKS PEDs PW PT

To assess the draft IPIP against the projects/programmes indicated in the IPMP, the requirements of the IDMS and the Framework for Construction Procurement.

►

To provide feedback and make recommendations to Provincial Public Works in terms of specific issues identified during the assessment of the IPIP.

►

To review/update the IPIP based on the inputs received from Provincial Treasury.

►

To analyse and review the draft IPIP. ►

H D C S

►

To sign-off on the IPIP and submit aApproval Letter to the Implementing Agent.

►

H D C S

►

ACTIVITY: To register the programmes and projects

TASKS PEDs PW PT

To submit the final summarised infrastructure budget information on the prescribed formats to the Finance Section within PEDs.

►

H D C S

►

To validate that the Finance Section in PEDs has captured the projects/programmes and budget correctly on BAS.

►

H D C S

►

To register the programmes and projects on the CIDB register. ►

ACTIVITY: To update the Infrastructure Programme Implementation Plan

TASKS PED PW PT

To update the IPIP based on a continuous basis, at least quarterly and submit updated copies to PEDs and Provincial Treasury.

►


Signed-off IPIP. ►

Approval letter issued. ►

Projects loaded on BAS. ►

4.3 Process: Service Delivery Agreements

4.3.1 SDAs should be entered between the Implementing Agent and PEDs for the

management of property and infrastructure delivery projects. The formats for SDAs

being used by Provincial Departments should be determined by the Legal Services in the

Department of the Premier, but should be consistent with the approved Provincial IDMS.

Disputes in terms of signed SDAs should be mediated and arbitrated by the Department

of the Premier [Director General]. The SDAs are updated/reviewed on an annual basis in

line with the approved and signed off IPMPs and IPIPs. SDAs must be accepted by both

Accounting Officers before signing will occur.

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The purpose of the SDAs is to formalise the relationship for the rendering of infrastructure services

between the two partners. As such, it provides a formal agreement between the two

Departments for infrastructure delivery, as defined by the IDMS and detailed in the IPMPs and

IPIPs.

4.3.2 SDAs should include the following:

Description of the overall objectives and priorities.

Defining the roles, responsibilities and obligations of each Partner as per the Service Delivery

Model.

Define the delivery standards of the Custodian-, Implementing-, Enabling Infrastructure- and

Regulatory Roles of Provincial Public Works as defined in the Service Delivery Model.

Approved and signed off IPMPs and IPIPs [as Annexures].

Description of the institutional mechanisms that governs decision making, the procedures

and the processes that will be followed.

Time frames as per IPMPS and IPIPs.

Mediation- and Dispute mechanisms.

Payment of fees [if applicable].


Brief Description

To prepare and sign a Service Delivery Agreement and monitor adherence in terms of the implementation of the Agreement.

ACTIVITY: To prepare Service Delivery Agreements

TASKS PEDs PW PT

To prepare the first version of the SDA in line with the legal directives of the Department of the Premier and submit to Implementing Agent.

►

H D C S

►

To review the draft SDA and make amendments/inputs. ►

ACTIVITY: To sign Service Delivery Agreements

TASKS PEDs PW PT

To sign the Service Delivery Agreement. ►

H D C S

►

DELIVERABLES PEDS HO D C S

Signed SDAs. ►

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Sub Function: Infrastructure Project Implementation

4.4 Process: Project Implementation Planning

4.4.1 The formulation of Project Strategic Briefs [PEP Version 1] for each project or for a

package of projects are required to ensure that the project information is correct before

implementation commences. The Implementing Agent prepares Project Strategic Briefs

and submits it to PEDs for sign-off. PEDs review Project Strategic Briefs and sign-off

before implementation can continue.

4.4.2 The development of a Concept Report [PEP Version 2] for each project or for a package

of projects is required to ensure that the project information is correct before

implementation commences. The Implementing Agent prepares Concept Reports and

submits it to PEDs for sign off. PEDs review Concept Reports and sign off before

implementation can continue.

4.4.3 The Project Strategic Briefs, must the following:

Confirmation of the project objectives and -criteria.

Confirmation of project scope and procurement strategy [in line with the procurement

strategy included in the IPMP.

Confirmation of time, costs and cash flows. Costs must be in line with the approved budget

of the Sectoral Departments.

Indication of Project Organisational structure.

4.4.4 Project Concept Reports must include the following:

Review of the detailed brief.

Determination of the scope of the project.

Determination of the scale, form and cost plan.

Determination of the initial design criteria.

Indication of design options.

Indication of the cost plan.

Indication of the site development plan.


Brief Description

To prepare Project Strategic Briefs and Concept Reports for Capex and Scheduled Maintenance Programmes/Projects.

ACTIVITY: To prepare and sign-off: Project Strategic Brief [PEP Version 1] and Concept Report [PEP Version 2]

TASKS PEDs PW PT

To validate that the Finance Section within PEDs have updated the supplier database on BAS regarding service providers using

►

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centralised database [in Province if applicable] or Departmental database.

H D C S

►

To prepare the Project Strategic Brief in line with the approved IPMP. In cases of complex and/or large scale projects, the work is usually outsourced.

►

To take full responsibility for the finalised Strategic Brief (also if outsourced) and submit to PEDs for sign-off and make amendments if required.

►

To review the Project Strategic Brief and Concept Report in line with the approved IPMP.

►

H D C S

►

To request changes to be made, if required. Request is submitted to Public Works.

►

H D C S

►

To sign-off on the Project Strategic Brief and Concept Report after amendments were are made and submit to Public Works to continue with implementation.

►

H D C S

►

To apply approved functional and technical norms & standards during project design and implementation.

► ►

H D C S

►

ACTIVITY: To update IPIP and Project Management Information/Documents

TASKS PEDs PW PT

To update the information on the Project Management Information System and keep electronic and hard copies in centralised institutional warehouse.

►

To update the IPIP. ►

Deliverables H D C S

Signed-off Project Strategic Brief and Concept PEPs. ► ►

Project designs based on approved functional- and technical norms and standards.

► ► ►

Supplier database on BAS updated. ►



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4.5 Process: Project Designs

4.5.1 The detailed design of projects requires the development of PEPs Version 3 and 4 that

entail information regarding the drawings, tender specifications and design guidelines.

The preparation of these Plans is the responsibility of the Implementing Agent that

usually outsources the work depending on nature, scale and complexity of the project.

The plans should be reviewed and signed off before implementation commences.

Tenders are issued and managed by the Implementing Agent.

4.5.2 The Design Development Plan [PEP Version 3], should ideally, as a minimum, include the

following:

Drawings.

Design guidelines and estimates.

Tender specifications and related procurement documentation in line with approved IPMP.

Steps to facilitate enabling infrastructure delivery.

4.5.3 The Project Production Information Plan [Project Execution Plan Version 4], should

ideally, as a minimum, include the following:

Final details of the project.

Performance definition.

Final specification and related procurement documentation in line with approved IPMP.

Sizing and positioning of all systems and components.

Detailed estimates.


Brief Description

To finalise the Project Execution Plans (versions 3 and 4) and manage the tender procurement process including the contracting of service providers for Capex and Scheduled Maintenance Programmes/Projects.

ACTIVITY: To prepare and sign-off: Design Development Plan (PEP Version 3] and Project Production Plan [PEP Version 4]

TASKS PEDs PW PT

To prepare the Design Development Plan based on the signed-off Concept Plan and/or take full responsibility & and accountability for the preparation of the Plan if the work has been outsourced and submit the Design Development Report to PEDs for sign-off.

►

To review the Design Development Plan in line with the approved IPMP.

►

H D C S

►

To request changes to be made if required. Request is submitted to Implementing Agent.

►

H D C S

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►

To sign-off on the Design Development Plan after the amendments have been made and submit signed-off Plan to Provincial Public Works.

►

H D C S

►

To prepare the Project Production Information Plan [PEP version 4] based on the signed off Design Development Plan and/or takes full responsibility & accountability for the preparation of the Plan if the work has been outsourced and submits the Plan to PEDs for sign-off.

►

To review Project Production Information Plan in line with the approved IPMP.

►

H D C S

►

To request changes to be made if required. Request is submitted to Public Works.

►

H D C S

►

To sign-off on the Project Production Information Report after the amendments were made. Submit the signed-off Plan to Provincial Public Works.

►

H D C S

►

To approve building plans in line with National Building Regulations and in liaison with Local Governments.

►

ACTIVITY: To finalise tender documents and manage the tender procurement processes

TASKS PEDs PW PT

To register projects on the CIDB iTender System. ►

To participate as members on the different SCM committees of Public Works.

► ►

H D C S

►

To update the PEP with revised Cost and Time estimates after the tender process was completed and submit for sign-off to PEDs.

►

To review revised Costs and Time estimates as submitted by Public Works and request changes/amendments if required.

►

H D C S

►

To sign-off on revised Cost and Time estimates after amendments were made. Submit signed-off Plan to Public Works.

►

H D C S

►

To oversee the signing of contracts with Professional Service Providers/Contractors in line with the Construction Procurement Prescripts and Standard cConditions as issued by CIBD and the procurement strategy of the PEDs within 30 days after the closure of the bid process.

►

To issue work orders within seven days after the signing of the contract.

►

ACTIVITY: To update IPIP, IPMP and the Project Management Information

TASKS PEDs PW PT

To update the information on the Project Management Information System and keep electronic- and hard copies in centralised institutional document warehouse.

►

To update the IPIP. ►

To update the IPMP. ►

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H D C S

►

Deliverables: PEDs H D C S

Signed-off Design Development Plan [PEP Version 3] and Project Production Plan [PEP Version 4].

►

IPMP updated. ►

4.6 Process: Project Works

4.6.1 The management of contracts is the responsibility of the Implementing Agent. PEDs

review and sign-off on the different PEPs as prepared and submitted by the

Implementing Agent and monitor progress with project implementation on an ongoing

basis.

4.6.2 The management of contracts will include the following:

Scope and/or Cost Deviations.

Management of performance/deliverables against contract

conditions.

Payment of service providers.

Interaction with communities and end users.

Preparation and sign-off in terms of PEPs Version 5 and 6.


Brief Description

The management of the implementation of Capex and Schedule Maintenance programmes/projects and reporting on progress.

ACTIVITY: To manage contracts for infrastructure projects

TASKS PEDs PW PT

To arrange a date for hand-over of site to professional service providers/contractors and include PEDs in the invitation.

►

To prepare occupation plans for new buildings. ►

H D C S

►

To manage the hand-over site meeting. ►

To attend and participate in the hand-over site meeting. ►

H D C S

► ► ► ► To interact with the local community [ongoing] in terms of the outsourced contractors appointed, any labour related issues and keep the community informed on progress being made with the project by the contractors.

►

To manage the contracts with the professional service providers [if appointed] and the contractors in line with the terms and conditions stipulated in the contract to ensure that the work is performed in accordance with the contract and the scope of work [that is the specification of the services and design intent] to bring the works to a

►

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state of readiness for occupation of the building.

To monitor adherence to the contracts with the professional service providers [if appointed] through regular site-visits and meetings with professionals/contractors using standard agendas and ensure that all labour related issues are appropriate and timeously addressed.

►

To keep minutes of meetings and site-visits. ►

To inform the PEDs in a pro-active manner of problem areas and proposed solutions, including submission of monthly progress reports and –regular progress meetings.

►

To manage all scope- and cost variations and submit for approval to the PEDs before implementation. Variations could be due to changing requirements of the PEDs, design changes proposed by the professional service providers, unforeseen events that impact on the project and/or unforeseen conditions that affect the works.

►

To manage the implementation of penalties in line with the signed contract, as and when required.

►

To update the information on progress made with the project on the Project Management Information System and the IPIP.

►

ACTIVITY: To manage Ppayments

TASKS PEDs PW PT

To receive, validate and sign-off invoices on work completed within 7 days of receipt of the invoice.

►

To capture and approve signed off invoices on BAS within 7 days after sign off on the invoice and submit a copy to Provincial Education/Health for authorisation.

►

To authorise payment within 7 days after approval on BAS as received from Provincial Public Works.

►

H D C S

►

ACTIVITY: To prepare and sign-off of Project Execution Plans Versions 5 and 6

TASKS PEDs PW PT

To update the PEP version 5 and submit Provincial Education/Health for sign-off.

►

To review PEP version 5 and request amendments if required. ►

H D C S

►

To sign-off Project Execution Plan Version 5 after amendments were made and submit signed-off Plan to Public Works.

►

H D C S

►

To inform PEDs of the hand over date and the relevant Works Inspectors in Public Works [these should be the Works Inspectors that will in future be responsible for the maintenance of the immovable asset] about the date for the hand over meeting/s.

►

To walk through with professionals/contractors to determine asset deliverables and serviceable systems and validate conditions and functionality with Public Works.

► ►

H D C S

► ►

To identify and record non-performance against asset operational requirements.

►

To verify and record all required spares according to specifications, documentation [e.g. manuals] and as-built drawings.

► ►

H D C S

► ► ►

To establish snagging lists/defects. ►

To receive the Certificate of Practical Completion report ►

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To update the PEP Version 6 - Works completion Hand Over Report on receipt of the Certificate of Works Completion issued by the Principal Professional.

►

To submit the PEP Version 6 to the PEDs for sign off by the respective sectorial Provincial Department.

►

To review PEP Version 6 and request amendments if required. ►

H D C S

►√

To submit signed-off PEP Version 6 to Public Works after amendments were made.

►

H D C S

►

To, on a continuous basis, update progress regarding the project on the Project Information Management System and the IPIP.

►

To, on a continuous basis, update the IPMP. ►

H D C S

►


All community issues addressed ►√ ►√ ►√

IPMP updated. √►

Occupations Plans prepared. ►√

4.7 Process: Project Close Out

4.7.1 The purpose of the close-out of the project and post-project evaluation is to ensure that

the contract has been fully implemented and lessons learnt during implementation are

recorded. It will include the following:

Final Payment and Completion Certificate.

Planning and assessment reports.

Contract documents.

Final accounts and As Built drawings.

PEP Version 7.

Post project evaluation report.

Operations and Maintenance Manuals including warrantees and guarantees

Compliance Certificates [Electrical and gas reticulation]

GIAMA required certificates.


Brief Description

The management of the close out of the project and implementation of project evaluations for Capex and Scheduled Maintenance Programmes/Projects.

ACTIVITY: To manage contract close-out of infrastructure projects

TASKS PEDs PW PT

To administer the defects liability period which includes the management of the retention money at the end of the defects liability period following same procedure as with other payments

►

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including a final inspection.

To submit the final completion certificate to the CIDB. ►

To verify if construction is complete against commissioning checklist, identified defects have been dealt with and commissionable systems are fully operational.

►

To oversee that the Final Payment Certificate is issued on completion of the defects liability period.

►

To sign-off on the invoice to pay half of the retention money [or % as defined in the signed contract] that was deducted for payment of the contractors and oversees payment. [Provincial Public Works capture and approve on BAS – PEDs to authorise payment on BAS].

► ►

H D C S

►

To sign-off and oversee return of Guarantees to the Bank. ►

To hand over the site to the relevant sector Provincial Department. At this point the sector Provincial Department accept the assets with copies of the all the documents.

►

To implement occupation plans. ►

H D C S

► ►

To orientate users on the functionality and appropriate technical use of the completed facilities to promote seamless technical hand over.

►

H D C S

► ►

To verify that the Aas-built details and any amendments made from the original designs and operational procedures and prepared by the Professional Service Providers are received.

►

To submit all information pertaining to the asset including manuals, financial values immovable assets, guarantees, Aas-built drawings, etc., for centralised keeping in the document warehouse, updating on the Asset rRegister, and updating on provincial department systems e.g. NEIMS. This must include information pertaining to the financial value of immovable assets and all relevant information fields required on the Asset Register and departmental specific information requirements.

►

To update all the paperwork and electronic files related to the contract.

►

To submit contract file for archiving and auditing purposes. ►

To update IPIP and Project Information Management System. ►

To update the Provincial Asset rregister. Recognise the Aasset on the Asset Register and on the Accounting System. Once data has been captured on the aAsset rRegister the Project Leader of Public Works must verify that the information has been correctly captured and that it is complete.

►

To update the departmental specific information systems based on the information & data obtained from Public Works.

►

H D C S

►

ACTIVITY: To manage Project- and Post- Project Evaluations

TASKS PEDs PW PT

To arrange a close-out review meeting and also invite the PEDs to the meeting.

►

To make a presentation at the meeting with the aim to identify issues that in future can contribute to improvement of the delivery processes.

►

To prepare the Close-out Report and update PEP Version 7. This ►

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must include information on the final accounts, the budget, how disputes were resolved, events of significance, indication of how project goals and objectives were achieved, suggestions for improvements and final list of drawings [as as-built] and project summary information. Submit the Project Close Out report and the PEP Version 7 to the PEDs for sign-off.

To undertake post project evaluation. [Typically one year after occupation/commissioning]. The scope of the post project evaluation is informed by the financial size of the project. [PEDs will prescribe the evaluation forms

1 to be applied and Provincial

Public Work takes the leadership role to arrange post project evaluation and drafting of the report].

► ►

H D C S

► ► ► ► To attend and participate in the close out and post project evaluation review meeting to assess value for money, determine lessons learnt and reflect on challenges.

► ► ►

H D C S

► ► ► ► To review PEP Version 7 and request amendments if required. ►

H D C S

►

To sign-off PEP Version 7 after amendments were made and submit the signed-off Plan to Provincial Public Works.

►

H D C S

►

To update IPIP and Project Management Information Management System.

►

To prepare the documents required in terms of PFMA Section 42 and submit to PEDs.

►

To sign off on the Section 42 documents and submit to Public Works.

►

H D C S

►

Once the documents have been accepted by Public Works, remove the projects from the wWork in pProgress rRegister and update the IPMP.

►

H D C S

►


Manuals, Certificates, Guarantees and As- it Bbuilt Pplans recorded atfiled Schools

►

Signed PEP Version 7. ►

Project close out completed. ►

Post project evaluation completed and feedback provided to improve seamless delivery in future.

►

Departmental Accounting and related Information Systems updated. ►

Progress Register and IPMP updated. ►

1 Evaluation formats are in some cases prescribed by National Departments.


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4.8 Process : Implementation of Day-to-Day & Emergency Maintenance and

Occupation Health/ andSafety

Brief Description

The implementation of Day-to-Day- and Emergency Maintenance Projects and implement provision of the oOccupational hHealth and sSafety aAct related to equipment.

ACTIVITY: To implement Emergency Maintenance/Day-to-Day Maintenance: Departmental Funding

TASKS PEDs PW PT

To issue the policy guidelines on Emergency/Day-to- Day Maintenance projects as developed and approved by the Head Office.

►

H D C S

►

To report Emergency/Day- to- Day Maintenance projects. ►

H D C S

►

To assess Emergency/Day-to- Day Maintenance project against approved policy criteria and register an emergency project.

►

H D C S

►

To approve the project for implementation and inform Public Works to proceed if within District financial thresholds. Emergency Projects must be implemented within 24 hours.

►

H D C S

►

To approve the project for implementation and inform Public Works to proceed if in excess of District financial thresholds. Emergency Projects must be implemented within 24 hours.

►

H D C S

►

To implement approved eEmergency/dDay-to-dDay mMaintenance projects. Emergency projects must be implemented within 24 hours after instruction has been issued by PEDs.

►

ACTIVITY: To implement Emergency Maintenance/Day-to-Day Maintenance: Norms and standards Budget: Section 21 Schools

TASKS PEDs PW PT


►

H D C S

►

To verify/assess against the approved policy criteria and record it as an eEmergency/dDay-to- dDay mMaintenance project.

►

H D C S

► ►√

To implement the eEmergency work and/or dDay-to-dDay mMaintenance work.

►

H D C S

►

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ACTIVITY: To implement Emergency Maintenance/Day-to-Day Maintenance: Norms and standards Non Section 21 Schools

TASKS PEDs PW PT


►

H D C S

►

To report an eEmergency project/dDay-to-dDay mMaintenance project.

►

H D C S

►

To verify/assess against the approved policy criteria and register an eEmergency project/dDay-to-dDay mMaintenance project.

►

H D C S

►

To approve the project for implementation and inform Public Works to proceed if within District financial thresholds. Emergency Projects must be implemented within 24 hours.

►

H D C S

►

To approve the project for implementation and inform Public Works to proceed if in excess of District financial thresholds. Emergency Projects must be implemented within 24 hours.

►

H D C S

►

To implement approved eEmergency/dDay-to-dDay mMaintenance projects. Emergency projects must be implemented within 24 hours after instruction has been issued by PEDs.

►

ACTIVITY: To implement occupational health and safety compliance

TASKS PEDs PW PT

To issue the policy guidelines on occupational health and safety requirements as developed and approved by the Head Office.

►

H D C S

►

To oversee the implementation of the provisions of the oOccupational and hHealth sSafety aAct and related equipment safety services.

►

H D C S

►

To check that equipment complies with occupational health and safety – [Iin cases where schools have limited capacity the District must assist].

►

H D C S

► ►

To monitor that equipment comply with occupational health and safety requirements.

►

H D C S

►


Funds for emergency projects spent in line with applicable criteria. ► ► ►

Funds for day-to-day maintenance spent in line with applicable criteria. ► ► ►

Sub Function: Property and Infrastructure Operational Support.

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4.9 Process : Operation of Immovable Assets

Brief Description

The implementation of Technical Condition Assessments, -Disposals, Acquisitions and Leases.

ACTIVITY: To Implement Technical Condition Assessments

TASKS PEDs PW PT

To implement Technical Condition Assessments through outsourced contracts (every five years) as per approved plan and budget.

►

To analyse, evaluate and consolidate the outcomes and impact of the Technical Conditions.

►

To update the Asset Register, the Disposal Plan, the Maintenance Plan, the Life Cycle Costing Plan and the Property Development Plan based on the outcomes of Technical Condition Assessments and provide outcomes to the Provincial Departments.

►

To monitor to ensure that the findings of the Technical Condition Assessments/Facility Assessments are included in ProvIP and the C-AMP.

►

To updated NEIMS in terms of the outcomes of Technical Condition Assessments.

►

H D C S

►

ACTIVITY: To implement disposals of Immovable Assets

TASKS PEDs PW PT

To implement the Disposal Asset Management Plan. ►

To update the Asset Register. ►

To submit information regarding disposal of immovable assets to Provincial Departments.

►

To update the information on NEIMs in terms of disposals. ►

H D C S

►

To monitor the implementation of Ddisposals against the Disposal Plan submitted.

►

ACTIVITY: To acquire Land

TASKS PEDs PW PT

To identify requirements for land acquirement at least five years in advance [in the U-AMP] and notify Public Works accordingly.

►

H D C S

►

To identify alternative land, when required by Public Works. ►

H D C S

►

To reprioritise projects based on availability of land. ►

H D C S

►

To identify land as per U-AMP and validate appropriateness of land [e.g. zoning, site appropriateness, technical assessment] as indicated in the U-AMP and identify alternative land, if required.

►

To verify ownership of land, undertake procurement processes for land [different processes are followed based on ownership of land as indicated in the process maps] and complete the different tasks timeously for infrastructure delivery. These include the following :

►

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Provincial ownership: Endorse title deed through Deeds Office.

Land Affairs ownership: Negotiate transfer with Land Affairs, Consult Trust Tribe if required, Determine compensation, Negotiate offer, Appoint Conveyanceror, Procure and Register.

Private ownership: Establish willing seller possibility, Determine market value, and Negotiate offer, Appoint Conveyanceror, Procure and Register.

To provide continuous feedback to the Provincial Departments of Education/Health regarding progress with acquirement of land and/or request these Departments to identify alternative land if required, for example, owner not willing to sell or land claim exist on property.

►

To facilitate, through community interaction, land use. ►

To implement the transfer of all properties that have already been provided for use of services to PEDS [this relates mainly to farm schools].

►

To provide inputs to Provincial Public Works in terms of property development decisions in line with ProvIP.

►

To update information on Project Management Information System regarding progress made with procurement of land.

►

To update the aAsset rRegister when land is acquired [in terms of ownership, value and size].

►

To validate property rates and property taxes for PEDs. ►

To certify payments for property rates and taxes. ►

To process payments for municipal property rates and taxes. ►

ACTIVITY: To manage lease agreements: Office Accommodation

TASKS PEDs PW PT

To identify needs for leases-in and leases-out as indicated in the U-AMP and define the technical requirements in consultation with Public Works.

►

H D C S

►

To provide inputs to Head oOffice in terms of leases-in and leases-out needs.

►

H D C S

►

To manage leases-out as identified in the Provincial C-AMP for all Provincial Government Departments.

►

To pay for leases-in for the first year (rental, fitting and maintenance).

►

H D C S

►

To pay for leases-in as from the second year. (rental and maintenance)

►

To administer the leases (leases -in) and prepare EXCO submissions for leases exceeding R 10 million.

►

To oversee the fitting of accommodation and maintenance of spaces for leased-out cases where facilities are not utilised by Education service providers (e.g. NGO).

►

To assess the EXCO submission regarding lease agreement that is lower than market rates and leases that exceeds R 10 million.

►

ACTIVITY: To manage lease agreements: Section 14 Schools

TASKS PEDs PW PT


Comment [H1]: Trust land

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To identify needs for leases-in as indicated in the U-AMP and define the technical requirements in consultation with Public Works.

►

H D C S

►

To provide inputs to Head office in terms of leases-in needs. ►

H D C S

►

To determine the tariffs for leases for schools. ►

H D C S

►

To negotiate with all property owners, including renewal of existing leases.

►

H D C S

►

To enter into agreements with Tribal Authorities, Mines, Private lLand oOwners, Churches, NGOs (public schools on private property).

►

H D C S

►

To validate and oversee that the lease agreements are signed based on technical scope and requirements.

►

H D C S

►

To pay leases for Schools in terms of Section 14. ►

H D C S

►

To provide technical inputs in terms of lease requirements to the PEDs.

►

To provide indicators to Education for determination of tariffs for leases for schools.

►

To determine the tariffs for leases for schools. ►

H D C S

►

DELIVERABLES H D C S

Credible and updated information and data on the technical condition of immovable assets.

►

Information systems updated in terms of the technical condition of immovable assets.

►

Timeous identification of land. ►

Disposals effectively managed. ►

Effective, efficient and value for money of leases-in. ►

Effective, efficient and value for money of leases-out. ►

Lease contracts updated and credible. ►

Budgets for leases in line with requirements. ►

Timeous payment of leases and receipt of lease incomes. ►


Comment [H2]: Section 13 SASA



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5. FUNCTION : PORTFOLIO PROGRAMME MONITORING ROLE

ACTIVITY: To monitor progress in terms of the ProvIP

TASKS PEDs PW PT

To monitor progress being made with the implementation of the ProvIP.

►

To prepare and submit annual progress reports on the implementation of the ProvIP to the Provincial Exco.

►

ACTIVITY: To monitor progress with the implementation of U-AMPs, C-AMPs, APPs, IPMPs and IPIPs

TASKS PEDs PW PT

To draft the progress made in terms of Infrastructure for inclusion in the Annual Report of the Department for submission to the Accounting Officer and the Member of Exco. Progress is measured against the approved U-AMP, MTEF and APP.

►

H D C S

►

To draft Quarterly Progress Reports in terms of Progress made with activities of the infrastructure unit for submission to the Accounting Officer and the Member of the Executive Council. Progress is measured against the approved U-AMP, MTEF and APP.

►

H D C S

►

To draft the progress made in terms of Infrastructure for inclusion in the Annual Report of the Department for submission to the Accounting Officer and the Member of Exco. Progress is measured against the approved C-AMP, MTEF and APP.

►

To draft Quarterly Progress Reports in terms of Progress made with activities of the infrastructure unit for submission to the Accounting Officer and the Member of the Executive Council. Progress is measured against the approved C-AMP, MTEF and APP

►

To update IPIPs based on the preparation and sign-off on different PEPs by PEDs and submit to PEDs and Provincial Treasuries for notification- and monitoring purposes. Updating should at least be once a quarter.

►

To update information as contained in the IPIP on the Project Management Information System.

►

To update the IPMP in terms of progress made with implementation of infrastructure programmes and –projects, at least once every quarter and submit to Provincial Treasury and National Basic Education.

►

H D C S

►

To prepare and submit a report to the four HODs on a quarterly basis regarding progress made with implementation of the IPMPs and the IPIPs.

►

To monitor achievement of infrastructure targets as stated in the APPs of the PEDs and prepare/submit required reports as an integral part of the monitoring and evaluation framework of the Presidency and the Department of the Premiers.

► ►

H D C S

►

ACTIVITY: To monitor adherence to the SDA

TASKS PE PW PT

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To jointly manage adherence with performance standards in signed SDAs.

► ►

H D C S

►

To monitor adherence to the SDA. ► ►

H D C S

►

ACTIVITY: To monitor implementation of the IDMS in the Province

TASKS PEDs PW PT

To monitor the implementation of the IDMS in the Province [e.g. conduct implementation assessments] and proposed corrective steps as and when required.

►

To fulfil a mediation and arbitration role in cases where Provincial Departments are not adhering to the Provincial IDMS.

►

ACTIVITY: To monitor implementation of day-to-day and emergency maintenance

TASKS PEDs PW PT

To Implement the monitoring system to assess that Schools comply with the pre-determine criteria in terms the funds being spent for day-to-day and emergency maintenance by Schools (Section 21 Schools).

►

H D C S

►

To Implement the monitoring system to assess that Districts Schools comply with the pre-determine criteria in terms the funds being spent for day-to-day and emergency maintenance by Schools (non Section 21 Schools).

►

H D C S

►

ACTIVITY: To monitor compliance of buildings and equipment to Occupational Health and Safety Act Requirements

TASKS PEDs PW PT

To monitor and report on the implementation of the provisions of the oOccupational hHealth and sSafety aAct as it relates to equipment and equipment safety services.

►

H D C S

►

To monitor and report on compliance as it relates to buildings (provincially owned and leased buildings).

►

ACTIVITY: To prepare and submit financial and non-financial performance reports

TASKS PEDs PW PT

To provide data & and information from the Project Management Information System to PEDS for the preparation of the IRM. Data to be provided by Public Works includes percentage of completion of the project, monetary value in terms of budget/actual contract value/estimate in cases where contracts has have not been signed, amounts spent against projected cash flow since start of project/for the specific financial year, cumulative amount spent for specific financial year, value of outstanding commitments for specific financial year [thus updated cash flow], explanation for over- and under -expenditure.

►

To complete IYM, and IRM ►

H D C S

►

To submit IYM and IRM to Provincial Treasury and DBE. ►

H D C S

►

To update the MTEF every quarter and submit to National Basic Education and Treasury (April), June, September and November.

►

H D C S

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►

To assess that the information on the In Year Monitoring Report [IYM], the Infrastructure Reporting Model [IRM] and BAS are aligned.

►

To inform the Chief Financial Officers of the respective Departments to make the required amendments if there is non-alignment between IRM, IYM and BAS.

►

To analyse IYM and IRM in terms of qualitative and quantitative information and notify relevant Department(s) on findings and recommendations.

►

To assess any variances in terms of the budget, expenditure and cash flow on the Infrastructure Project Management Information System compared to the IYM, IRM and BAS.

►

To report variances to relevant Department(s) to rectify (Chief Financial Officers) and Project Managers.

►

DELIVERABES:PEDs H D C S

To complete IYM and IRM ►

Accurate data and information in monitoring reports. ►

Credible monitoring reports and annual reports submitted within prescribed timeframes.

►

Implementation of infrastructure delivery monitored against signed SDA. ►

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SECTION THREE: DESIGN PRINCIPLES

1.1 PEDs are equal governance partners that relate to other Provincial Departments and

National Departments within the framework of co-operative governance. PEDs support

the legal mandate and service delivery imperatives of the relevant National- and

Provincial Departments in line with the roles and responsibilities indicated in the

functional analysis.

1.2 The aim is to strengthen the capacity of the infrastructure units within PEDs – thus to

built capacity within the Public Service and not through outsourcing of the key roles and

responsibilities of PEDs through appointment of consultants in terms of

Project/Programme Management Units modalities.

1.3 Specific focus is placed on clarification of roles, responsibilities and accountability

between PEDs, Public Works and Provincial Treasury and its alignment with the decision

making gates that provides for the taking of certain decisions and authorisation being

taken by PEDs before Public Works can proceed from one stage to another in terms of

infrastructure delivery.

1.4 The organisational arrangements are seen as the vehicle to achieve effective and efficient

service delivery by PEDs in pursuance of the objectives set in the Strategic and related

Infrastructure Plans of the PEDs.

1.5 The legislative framework that informs the mandate and core business of the PEDs guides

the development of the organisational structure. The organisational structure must

enable the organisational units to fulfil its core mandates, must facilitate a systems

approach in terms of the management of immovable assets in the Province and must be

aligned to the allocation of activities and tasks as defined in the functional analysis.

1.6 The allocation of functions should facilitate the implementation of the IDMS and the

Service Delivery Model. Therefore the functional structure should dovetail with the

overall service delivery chain for the management of immovable assets as described in

the Service Delivery Model and the roles/responsibilities of other role-players as defined

in the functional analysis.

1.7 Functions should, as far as possible, be clustered together in organisational components

within the different infrastructure units to ensure an integrated approach, thereby

preventing silos and costly duplication.

1.8 As far as practical, Senior Managers must be enabled to ‘be in command of the service

delivery for a specific profile to perform specific organisational roles and a clear

delineation between core and support functions’. It is also recognised that the

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organisational structure is, by nature, the division of the total job to be done into

manageable units. Thus in many cases integration need to be achieved by the application

of processes that flow across component boundaries. All inter dependencies cannot and

should not be catered for in the functional structures.

1.9 The following areas need to be well defined in the functional structures and

appropriate/adequate provision must be made for posts in these areas :

The development of integrated and credible infrastructure plans.

The development and application of prioritisation models and budgets.

The development of appropriate procurement strategies in consultation with Public

Works/Implementing Agents.

The monitoring & reporting on the reports of the Public Works and ability to take

appropriate and timely decision in line with the strategic decision making gates in

the Province – thus strengthening the oversight role of PEDs.

The ability of the PEDs to interface with all the clients of the Infrastructure

Component namely the Schools, School Governing Bodies (SGBs) and Communities.

The capacity to monitor adherence by Schools to criteria applicable to day-to-day

maintenance and emergency maintenance.

The capacity to interpret/customise/develop functional norms and standards in line

with guidelines issued by NDE.

The capacity to interpret/customise/develop technical norms and standards in

consultation with Provincial Public Works/Implementing Agents in line with

guidelines issued by NBE.

The capacity to update and disseminate information on the nationally prescribed

systems.

The capacity to manage leases.

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SECTION FOUR: PRIMARY FUNCTIONS AND REQUIRED HUMAN RESOURCE

Primary Functions Portfolio, Programme/, Project Planning and

Resourcing Function

Determine and Maintain a Physical Resources Framework for Schools, Hostels and Office Accommodation.

Determine and Update verifiable overcrowding distance(s) – Head Office.

Undertake infrastructure analyses & formulate strategies to realise the goals of the Department in consultation with Clients – Head Office in consultation with District Offices and Schools. Determine policies, procedures and criteria applicable to capital- and scheduled maintenance programmes/projects – Head Office. Determine policies, procedures and criteria for day-to-day maintenance and emergency maintenance applicable to Schools – Head Office.

Draft infrastructure inputs for Provincial Infrastructure-, Departmental Strategic-, Annual Performance- and Services Plans & Annual Report.

Participate meaningful in the Planning forums in the Department and the Province – Head Office. Extract and interpret relevant data/information pertaining to immovable/movable assets – Head Office. Provide the required inputs related to immovable/movable asset Management – Head Office.

Required HR Profiles

Able to undertake demographic analyses, economic future analyses, long term projects, education target analyses and transport analyses. Able to apply expertise and technology from the built environment as applicable to the Education function. Able to interpret and analyse data, patterns and relationships; probes for further information or greater understanding of a problem; makes rational judgements from the available information and analysis; demonstrates an understanding of how one issue may be a part of a much larger system. Able to writes convincingly; -clearly, succinctly and correctly. Able to structure information to meet the needs and understanding of the intended audience. Able to determine costs, extract & interpret financial data and draft budgets for infrastructure. Able to interpret, customise and develop Educational functional norms and standards. Able to interpret, customise and develop built environment technical norms and standards. Able to formulate built environment concepts. Able to take responsibility and accountability for decisions taken in terms of construction delivery.

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Compile the User Asset Management Plan.

Rigorously review facilities utilisation, setting of service level standards for infrastructure standards in close consultation with all stakeholders – Head Office in consultation with District Offices.

Plan for acquisition- and disposals of immovable assets & provide inputs to Public Works – Head Office in consultation with District Offices.

Develop, review and apply prioritisation model(s) for Capex- and Maintenance projects – Head Office. Determine projects, scope and costs at least five years before implementation commences – Head Office in consultation with District Offices. Identify office accommodation needs- Head Office and District Offices.

Determine the final list of infrastructure projects – Head Office.

Prepare Medium Term-, Annual- and Adjustment Budgets for infrastructure projects- Head Office. Determine needs of leases-in and leases out – Head Office and District Offices. Determine tariffs for leases- Head Office.

Interpret, customise/develop and legislate functional and technical norms and standards as issued by National Basic Education. Technical norms and standards need to be interpreted, customised and approved in consultation with Provincial Public Works.

Manage the institutionalisation of the Norms and Standards Committee – Head Office. Manage interaction with key decision makers on the setting and updating of

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norms and standards – Head Office. Unpack and define service level- and cost norms relevant to infrastructure- Head Office. Interpret, customise and approve functional and technical norms and standards – Head Office. Regulate the application of approved functional- and technical norms and standards – Head Office. Determine criteria applicable to the acquirement of land e.g. access, bulk enabling infrastructure, developmental costs, etc – Head Office.

Proposed Post Provisioning : Head Office Education Infrastructure Planner GIS and GIS Technologist (if posts are not provided for in Services Planning organisational Component of the Department). Structural/Civil Engineer Architect Quantity Surveyor Assistant Director (Planning : Leases and Property)

Proposed HR Norms : Head Office 1 Education Planner : 1 500 Schools [need to customise in each Province ]

1 GIS and GIS : Technologist : Per Department 1 Structural Civil Engineer: Per Department for the Planning/Resourcing Role 1 Architect : Per Department for the Planning/Resourcing Role 1 Quantity Surveyor : Per Department for the Planning/Resourcing Role 1 Assistant Director :Leases and Property

Primary Functions Portfolio Programme/Project Performance

and Programme/Project Monitoring Function

Prepare the IPMP (including construction procurement strategy) based on the U-AMP and the MFEF with inputs being provided by Provincial Public Works.

Refine and conclude the list of projects/programmes based on approved U-AMP and MTEF – Head Office. Formulate the delivery management strategy, the contracting arrangements and the procurement arrangements in consultation with Provincial Public Works- Head Office. Identify risks and prepare risk mitigation strategies –Head Office.

Required HR Profiles

Able to manage built environment programmes. Able to perform the oversight role of the education infrastructure programmes/projects by Implementing Agents, on time, within budget, within defined quality standards and in line with the approved functional- and technical norms and standards. Able to take responsibility and accountability for decisions taken in terms of construction delivery. Able to provide others (e.g. Implementing Department) with clear direction in terms of the built environment objectives to be achieved. Able to prepare construction procurement

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Determine quality assurance aspects that require specific attention by Implementing Agent – Head Office. Determine organisational and communication arrangements for working with the Implementing Agent – Head Office. Update the IPMP on a quarterly basis – Head Office. Report progress in terms of Nationally prescribed reporting systems for infrastructure – Head Office.

Provide project/programme information and inputs when the IPIP is drafted by the Implementing Department.

Provide relevant data and information to the Implementing Agent – Head Office. Participate in sessions with the Implementing Agent to finalise the IPIP – Head Office. Sign off on the finalised IPIP- Head Office.

Draft Service Delivery Agreement with Implementing Department

Prepare the SDA – Head Office. Participate in sessions with the Implementing Agent to finalise the SDA – Head Office. Take required actions to achieve adherence to the SDA – Head Office.

Rigorously review and sign-off of IPIP, different Project Execution Plans and authorise payments during the different phases of project implementation.

Attend and participate in regular site visits, progress and evaluation meetings – Head Office, District Offices and Schools.

strategies that will provide value for money. Able to apply specialist built environment knowledge and detailed technical expertise in terms of signing off on IPIPs and PEPs. Able to interpret and analyse data, patterns and relationships; probes for further information or greater understanding of a problem; makes rational judgements from the available information and analysis; demonstrates an understanding of how one issue may be a part of a much larger system Able to extract and interpret financial data. Able to writes convincingly; -clearly, succinctly and correctly. Able to set objectives; plans activities and projects well in advance and takes account of possible changing circumstances; identifies and organises resources needed to accomplish tasks; manages time effectively; monitors performance against deadlines and milestones Able to work in a systematic, methodical and orderly way; consistently to achieve project goals.

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Prepare financial- and performance reports as required by legislation, Treasury Instructions, and National Department of Basic Education – Head Office.

Draft quarterly and annual progress reports in terms of implementation progress with U-AMP and APP –Head Office.

Consult and interact with Clients (Districts/Schools) during project initiation- and implementation phases – Head Office. Consult with communities – District Offices and Schools. Provide professional inputs as members of the Supply Chain Management Committees for infrastructure projects – Head Office. Monitor adherence to functional and technical norms and standards Head Office. Update project and related immovable asset management information – Head Office, District Offices and Schools. Prepare and implement occupation plans – District Offices and Schools.

Manage leases and facilities estate management.

Identify needs for leases – Head Office in consultation with District Offices and Schools. Negotiate leases and lease renewals with property owners – Head Office. Determine technical and functional requirements for leases including lease rates– Head Office. Enter lease agreements and manage the contracts – Head Office.

Implement day-to day maintenance and

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emergency projects and programmes. Prepare school maintenance plans – District Offices and Schools Implement emergency and day to day maintenance – Districts and Schools. Implement emergency and day-to-day maintenance if costs exceed district financial thresholds – Head Office. Monitor compliance by Schools to policy and criteria for emergency and day-to-day maintenance – District Offices. Monitor compliance by District Offices to policy and criteria for emergency and day-to-day maintenance – Head Office.

Proposed Post Provisioning: Head Office Programme Managers : Built Environment Professional Architecture (SACAP), Engineering (ECSA), Quantity Surveying (SACQSP) Programme Administrators Programme Administrator (Financial) Assistant Director (Implementation : Leases and Property) Administrative Officer

Proposed HR Norms: Head Office 1 Programme/Project Oversight Manager: 350

Schools depending geographic of Province. 1 Programme Administrator : 2 Programme

Managers 1 Programme Financial Administrator : Per

Department 1 Assistant Director (Leases and Property) : 1

700 Schools depending geographic of Province

1 Administrative Officer : 2 Assistant Directors Note must still define HR Norms for Districts

and Schools.

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SECTION FIVE: FUNCTIONAL STRUCTURES

Generic Functional Structure: Head Office

Formatted: Left: 1.5 cm

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EDUCATION

Physical Resources Management

Head Office

Main

Chart

Directorate Infrastructure Planning

To develop and manage strategies, policies, systems,

norms/standards and plans related to infrastructure


Purpose:

1. Undertake infrastructure analyses & formulate strategies to

realise the goals of the Department in consultation with

Clients.

2. Draft infrastructure inputs for Provincial Infrastructure-,

Departmental Strategic-, Annual Performance- and

Services Plans & Annual Report.

3. Rigorously review facilities utilisation, setting of service level

standards for infrastructure in close consultation

with all stakeholders.

4. Develop and maintain the physical resources planning

management framework for Schools & Accommodation

Schedules.

5. Plan for acquisition- and disposals of immovable assets &

provide inputs to Public Works.

6. Develop policies, procedures and criteria applicable to

day-to- day maintenance and emergency maintenance.

7. Develop, review and apply prioritisation model(s) for

Capex- and Maintenance projects.

8 Compile the User Asset Management Plan.

9. Identify office accommodation needs.

10. Determine the final list of infrastructure projects and

preparation of Medium Term-, Annual- and Adjustment

Budgets for these projects.

11. Customise and legislate functional norms and standards as

issued by National Basic Education.

12. Customise technical norms and standards as issued by

National Basic Education and where required develop

technical norms/standards in consultation with with Public

Works.

13. Monitor adherence of infrastructure plans in terms of

approved functional and technical norms and standards.

Functions:

Director

Personal Assistant

Education Planner

GIS (only if post is not provided for in

other Directorates of the Department)

GIS Technologist (only if post is not

provided for in other Directorates of the

Department)

Architect

Structural/Civil Engineer

Quantity Surveyor

Assistant Director : Planning for leases

and property management

Administrative Officer

Posts:

Directorate Infrastructure Delivery

The management of the delivery of the total programme of

infrastructure projects (Capex, Scheduled- & Emergency

Maintenance) through the interaction with and

monitoring/oversight of the Implementing Agent.

Purpose:

1. Provide inputs to the determination of Infrastructure

Budgets.

2. Prepare the IPMP (including construction procurement

strategy) based on the U-AMP and the MTEF

with inputs being provided by Public Works.

3. Provide project/programme information and inputs when

the IPIP is drafted by the Implementing Agent(s).

4. Draft Service Delivery Agreement with Implementing Agent

(s) and participate in the finalisation thereof.

5. Rigorously review and sign-off of IPIP, different

Project Execution Plans and authorise payments during the

different phases of project implementation.

7. Attend and participate in regular site visits, progress and

evaluation meetings and monitor SDA .

8. Prepare financial- and performance reports as required by

legislation, Treasury Instructions, and National

Department of Basic Education.

9. Consult and interact with Clients (Districts/Schools)

during project initiation- and implementation phases.

10. Manage leases and facilities estate management.

11. Provide professional inputs as members of the

Supply Chain Management Committees for infrastructure

projects.

12. Provide feedback to the Infrastructure Planning

Directorate regarding any aspect that should be

revised with the view to promote seamless service delivery

based on the learning generated during the implementation

of the programmes/projects.

Functions:

Director

Personal Assistant

Infrastructure Programme Managers

Infrastructure Programme

Administrators (1 for each Sub

Programme Manager)

Programme Administrator (Financial)

Assistant Director Implemenation :

Leases and Property


Posts:

Chief Directorate Physical Resources Management

To manage the planning, resourcing, delivery and maintenance of physical resources required for

the rendering of Education services in the Province.

Purpose:

1. The development and management of strategies, policies, systems, norms/standards and

plans related to infrastructure programmes/projects.

2. The management of the delivery of the total programme of infrastructure projects through the

interaction with and monitoring/oversight of the Implementing Agent(s).


plans related to Learner and Teaching Support Material, Learner Transport Schemes and

Equipment and facilitating the delivery of these services. (not included in scope of IDIP

support but should ideally be structurally located in the Physical Resources Management Unit

as a Directorate).

Functions:

Chief Director

Personal Assistant

Posts:

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EDUCATION

Physical Resources Management

Head Office

Main

Chart

Directorate Infrastructure Planning

To develop and manage strategies, policies, systems,

norms/standards and plans related to infrastructure


Purpose:

1. Undertake infrastructure analyses & formulate strategies to

realise the goals of the Department in consultation with

Clients.

2. Draft infrastructure inputs for Provincial Infrastructure-,

Departmental Strategic-, Annual Performance- and

Services Plans & Annual Report.

3. Rigorously review facilities utilisation, setting of service level

standards for infrastructure in close consultation

with all stakeholders.

4. Develop and maintain the physical resources planning

management framework for Schools & Accommodation

Schedules.

5. Plan for acquisition- and disposals of immovable assets &

provide inputs to Public Works.

6. Develop policies, procedures and criteria applicable to

day-to- day maintenance and emergency maintenance.

7. Develop, review and apply prioritisation model(s) for

Capex- and Maintenance projects.

8 Compile the User Asset Management Plan.

9. Identify office accommodation needs.

10. Determine the final list of infrastructure projects and

preparation of Medium Term-, Annual- and Adjustment

Budgets for these projects.

11. Customise and legislate functional norms and standards as

issued by National Basic Education.

12. Customise technical norms and standards as issued by

National Basic Education and where required develop

technical norms/standards in consultation with with Public

Works.

13. Monitor adherence of infrastructure plans in terms of

approved functional and technical norms and standards.

Functions:

Director

Personal Assistant

Education Planner

GIS (only if post is not provided for in

other Directorates of the Department)

GIS Technologist (only if post is not

provided for in other Directorates of the

Department)

Architect

Structural/Civil Engineer

Quantity Surveyor

Assistant Director : Planning for leases

and property management


Posts:

Directorate Infrastructure Delivery

The management of the delivery of the total programme of

infrastructure projects (Capex, Scheduled- & Emergency

Maintenance) through the interaction with and

monitoring/oversight of the Implementing Agent.

Purpose:

1. Provide inputs to the determination of Infrastructure

Budgets.

2. Prepare the IPMP (including construction procurement

strategy) based on the U-AMP and the MTEF

with inputs being provided by Public Works.

3. Provide project/programme information and inputs when

the IPIP is drafted by the Implementing Agent(s).

4. Draft Service Delivery Agreement with Implementing Agent

(s) and participate in the finalisation thereof.

5. Rigorously review and sign-off of IPIP, different

Project Execution Plans and authorise payments during the

different phases of project implementation.

7. Attend and participate in regular site visits, progress and

evaluation meetings and monitor SDA .

8. Prepare financial- and performance reports as required by

legislation, Treasury Instructions, and National

Department of Basic Education.

9. Consult and interact with Clients (Districts/Schools)

during project initiation- and implementation phases.

10. Manage leases and facilities estate management.

11. Provide professional inputs as members of the

Supply Chain Management Committees for infrastructure

projects.

12. Provide feedback to the Infrastructure Planning

Directorate regarding any aspect that should be

revised with the view to promote seamless service delivery

based on the learning generated during the implementation

of the programmes/projects.

Functions:

Director

Personal Assistant

Infrastructure Programme Managers

Infrastructure Programme

Administrators (1 for each Sub

Programme Manager)

Programme Administrator (Financial)

Assistant Director Implemenation :

Leases and Property


Posts:

Chief Directorate Physical Resources Management

To manage the planning, resourcing, delivery and maintenance of physical resources required for

the rendering of Education services in the Province.

Purpose:


plans related to infrastructure programmes/projects.

2. The management of the delivery of the total programme of infrastructure projects through the

interaction with and monitoring/oversight of the Implementing Agent(s).


plans related to Learner and Teaching Support Material, Learner Transport Schemes and

Equipment and facilitating the delivery of these services. (not included in scope of IDIP

support but should ideally be structurally located in the Physical Resources Management Unit

as a Directorate).

Functions:

Chief Director

Personal Assistant

Posts:

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Generic Functional Structure: District Office

EDUCATION

District Office : Infrastructure

Main

Chart

Infrastructure Planning

To manage the planning for the provision, renovation and

maintenance of infrastructure in the District including the budgets

for day-to-day and emergency maintenance.

Purpose:

1. Apply departmental strategies, policies, norms and standards

in terms of infrastructure projects/programmes.

2. Recommend the approval of town planning development

plans.

3. Identify and recommend property for acquisition and disposal.

4. Prepare District priority lists for the Departmental

Infrastructure Plan,

5. Prepare briefs/scopes of work and cost estimates for

infrastructure day-to-day and emergency maintenance

projects.

6. Coordinate delivery programmes in the District with other

Government departments, parastatals and NGOs.

7. Provide departmental input for the district and local

municapalities' Integrated Development Plans.

8. Manage infrastructure disaster management plans in the

District.

9. Monitor the physical condition of infrastructure.

10. Provide information to maintain an infrastructure data base.

Functions:

1 Deputy CES

2 FES

1 Administration Clerk

Posts:

Infrastructure Delivery

To manage the delivery of infrastructure projects/programmes of

the District.

Purpose:

1. Manage the implementation of day-to-day and emergency

maintenance projects at all Schools in the District.

2. Interact with local communities during the implemenati of

new infrastructure projects/programmes in the District.

3. Manage the maintenance budget and report to Head Office,

4. Implement approved norms and standards in terms of

maintenance projects.

5. Monitor compliance of equipment to Occupational and Health

and Safety requirements.

6. Sign off on work and invoices submitted by Contractors

for maintenance projects.

7. Monitor implemenation of occupation plans and maintenance

plans as prepared by Schools.

Functions:

Note : Need a Technical Person here

2 Works Iinspectors

1 Admiinistraive Clerk

Posts:

Sub Directorate Infrastructure Management

To manage the provision, renovation and maintenance of infrastructure in the District.Purpose:

1. Manage the planning for the provision, renovation and maintenance of infrastructure in the

District including the budgets for day-to-day and emergency maintenance.

2. Manage the delivery of infrastructure projects/programmes of the District.

Functions:

Assistant DirectorPosts:

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SECTION SIX: HUMAN RESOURCES PROFILES

Note :attached in separate folder

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Annexure A: Supplementary and Enabling legislation

SUPPLEMENTARY LEGISLATION

Supplementary Legislation Brief Description and Impact

Constitution of the Republic of South Africa, 1996 (Act 108 of 1996 – Schedule 4 Part A).

The Constitution sets, inter alia: The vision of the type of Public Service

and Public Administration that should be achieved in South Africa. The principles governing Public Administration in South Africa are enshrined in Section 195 of the Constitution.

The strategic direction of labour

legislation in South Africa, in terms of outlining fundamental rights, which affirms human dignity, equality and freedom and the right to fair labour practices as protected in the Bill of Rights.

The strategic direction of how the three

spheres of Government should work together in a spirit of co-operative governance.

PEDs must : Adhere to the principles governing public

administration in the execution of its legal mandate, which inter alia, includes efficient, economic and effective use of resources and that services must be provided impartially, fairly, equitably and without bias.

Adhere to the principles of fundamental

human rights when services are provided and also how the Department deals with its own workforce.

Integrate and work with National /

Provincial Departments and Local / District Municipalities as partners within the framework of co-operative governance.

Professional and Technical Surveyors’ Act, 1984 (Act 40 of 1984).

Designs Act, 1993 (Act 195 of 1993). Architectural Profession Act, 2000 (Act 44

of 2000). Engineering Profession Act, 2000 (Act 46 of

2000).

The legislation regulates the different professional areas, associated outputs by the different professionals, training and professional registration and the impact of the different professions on the Construction industry.

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Landscape Architectural Profession Act, 2000 (Act 45 of 2000).

Project and Construction Management Professions Act, 2000 (Act 48 of 2000).

Property Valuers Profession Act, 2000 (Act 47 of 2000).

Quantity Surveying Profession Act, 2000 (Act 49 of 2000).

Council for Built Environment Act, 2000 (Act 43 of 2000).

Planning Profession Act, 2002.

Promotion of Access to Information Act, 2000 (Act 2 of 2000).

Promotion of Administrative Justice Act, 2000 (Act 3 of 2000).

The Promotion of Access to Information Act, 2000 enables any person or legal entity access to information that is not considered confidential or privileged.

The Promotion of Administrative Justice

Act, 2000 seeks to prevent any arbitrary administrative action by any organ of state or legal entity. It seeks to protect the individual from institutional administrative abuse.

Broad Based Black Empowerment Act, 2003 (Act 53 0f 2003)

Preferential Procurement Policy

Framework Act, 2000 (Act 5 of 2000) and Regulations.

Public Service Anti-Corruption Strategy and

Anti-fraud measures.

The procurement policy provides the framework that should be followed in terms of promoting preferential procurement by Government.

The Anti-corruption strategy and anti-

fraud measures of Government aims to eliminate fraud and corruption in procurement but also in terms of the values of public servants.

MACRO GOVERNMENT POLICIES AND PLANS: Growth, Employment and Redistribution: A Macro Economic Strategy. Growth Initiative for South Africa. Shared Joint Initiative for Priority Skills Acquisition. Millennium Development Goals. Long-term Infrastructure National Plan. Provincial Growth and Development Strategy. Medium Term Strategic Framework. Government Programme of Action. Provincial Infrastructure Plan. Service-, Strategic- and Annual Performance Plans of Provincial Departments. Integrated Development Plans of Local Government. Other Province specific Policies and Plans.

The various policy frameworks set the overall service targets, strategic planning and delivery framework for the Province.

White Paper on Transforming Service Delivery (1997)

The White Paper sets the manner in which services should be provided by placing the people that Government Departments serve, as the first priority. It prescribes how Government

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Departments should develop their service plans which are a consultative and interactive process with the people that they serve and ensuring that adequate information is provided on the services that the Department provides and the service standards.

ENABLING LEGISLATION

Enabling Legislation Brief description and impact

FINANCIAL FRAMEWORK: Public Finance Management, Act

1999 (Act 1 of 1999). Treasury Regulations, 2005 as

amended in 2007. Appropriation Acts (Annually). Intergovernmental Fiscal Relations

Act of 1997 (Act 97 of 1997). Inter Governmental Framework

Act, 2005 (Act 13 of 2005). Divis

ion of Revenue Act (as from 2004 and issued annually).

Treasury Practice Notes and Circulars (both National and Provincial).

The financial legislation and regulations provides the enabling framework that Departments should follow in budgeting and spending of public funds allocated to the budget vote of the Department and also the reporting and audit requirements in terms of annual reports and financial statements. The Public Finance Management Act assigns responsibility and accountability for finances of the Department to the Administrative Head of the Department (Accounting Officer) and it specifically outlines the roles and responsibilities of Line Managers, Chief Financial Officers and Accounting Officers in terms of financial management.

The Treasury Regulations provides detailed

information regarding the integrated strategic planning, formats, indicators, timeframes and responsibilities. Strategic Planning is identified as one of the key responsibilities of Accounting Officers.

The Treasury Regulations were amended in 2007 to

determine that the Service Delivery Improvement Plans of Departments (as required in terms of the Public Service Regulations) must be included in the APPs of Departments.

The legislation pertaining to intergovernmental-

and fiscal relations outlines the different roles and responsibilities of the different spheres of Government.

PEDs are responsible and accountable to: Comply with the prescripts of the financial

framework in terms of planning, budgeting, accounting, reporting, etc. and also in terms of interacting with other spheres of Government.

Develop and publish Service-, Strategic- and Annual

Performance Plans. The Plans should inform the budget and the Annual Report should reflect the performance of the Department against the Plans

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Enabling Legislation Brief description and impact

and the Budget.

HUMAN RESOURCES FRAMEWORK: Public Service Act, 1994 (Act 103 of

1994) and Regulations, 2001. White Paper on the Transformation

of the Public Service, 1995. Government Pension Law 1996. White Paper on Human Resources

Management in the Public Service, 1997

Employment Equity Act, 1998 (Act 55 of 1998)

Skills Development Act, 1998 (Act 97 of 1998)

White Paper on Affirmative Action in the Public Service, 1998.

Skills Development Levy Act, 1999 (Act 9 of 1999).

National Human Resources Development Strategy and Public Service Human Resources Strategy (2008)

Regulations on Learnerships and Skills Development Service Levy Agreements

All matters pertaining to organisational structures, post provisioning, post levels, remuneration, human resources management and development (including performance management) are regulated through the Public Service Act, the Regulations and the supportive White Papers and Acts.

It also outlines the rrespective roles of the

Executing Authority and the Head of Department (Accounting Officer) in terms of human resources in the public service. The Public Service Regulations prescribes the management of key human resources functions such as recruitment, retention, establishment, performance management, job descriptions, competencies, management, employee health and wellbeing, and conditions of services

PEDs are responsible and accountable to: A

dhere to the human resources legal framework of the Public Service and ensure that all conditions are implemented

LABOUR RELATIONS FRAMEWORK: Labour Relations Act, 1995 (Act 66 of

1995). Collective Agreements in terms of the

Public Service Coordinating Bargaining Council (PSCBC).

Basic Conditions of Employment Act 1997 (Act 75 of 1997)

Employment Equity Act, 1998. (Act 55 of 1998)

Regulations on Occupational levels of employment.

Code of Good Practice on Employment Equity Plans.

Code of Good Practice on the Integration of Employment Equity by Human Resources Policies and Procedures.

Occupational Health and Safety Act, 1993 (Act 181 of 1993).

Compensation for Occupational Injuries and Diseases Act, 1993 (Act 130 of 1993).

Occupations Health and Safety General Administrative Regulations and Code of Good Practice Arrangements.

Unemployment Insurance Act, 2001 (Act 63 of 2001)

The Labour Relations Legal framework with all the different Acts, Regulations and Good Practice Notes are applicable to Public Works.

The main aim is to promote democracy in the

workplace, ensure fair labour practices and strive for labour peace and social justice. The Public Service Coordinating Bargaining Council (PSCBC) has scope over all Public Service employees and negotiates with trade unions matters of mutual interest such as wages and conditions of service. The majority of these issues are regulated in the Public service through collective agreements.

PEDs should: Follow the prescripts of the labour relations legal

framework must adhere to all the conditions stated and related decisions such as Bargaining Council Resolutions.

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