new user-immovable asset management plan · 2019. 4. 2. · user- immovable asset management plan...

User-Immovable Asset Management Plan2019/2020

DEPARTMENT OF TRANSPORT AND PUBLIC

WORKS

Western Cape Government

USER IMMOVABLE ASSET MANAGEMENT

PLAN (U-AMP)

2019/20

(Excludes the provincial road network)

Department of Transport and Public Works User- Immovable Asset Management Plan

2019/20 Financial Year

i

Official sign-off

It is hereby certified that this User Immovable Asset Management Plan for 2019/20:

1. Complies with the Government Immovable Asset Management Act, 2007 that requires all government departments to prepare an immovable asset management plan for annual submission to the Custodian department and Provincial Treasury;

2. Is user-specific in that it addresses those immovable asset requirements that the Department requires to fulfil its strategic objectives. It excludes all assets allocated to the Department as a Custodian, as well as the provincial road network;

3. Is in line with the Department of Transport and Public Works Strategic Plan 2015/16–2019/20;

4. Was prepared by the Directorate: Strategic Management Support in consultation with the members of the Departmental Accommodation Committee;

5. Fully meets the requirements of “Immovable Asset Management in National and Provincial Government: Guideline for Users: User Asset Management Plans” (dated 20 October 2008 that guides users on how to prepare effective immovable asset plans that facilitate achievement of strategic objectives; and

6. Is submitted in accordance with Provincial Treasury Circular No. 15/2018 (Supplementary 1 of 2018) dated 20 August 2018 that requires user departments to submit their final 2019/20 U-AMPs no later than 15 February 2019.

APPROVED BY:

JACQUELINE GOOCH

HEAD OF DEPARTMENT (ACCOUNTING OFFICER)

Date: 15 February 2019

Department of Transport and Public Works

User- Immovable Asset Management Plan


ii

Contents

Section 1: Introduction ................................................................................................................................................ 1

Section 2: Service delivery objectives and accommodation requirements ................................................... 2

Legislation...................................................................................................................................................................... 2

Approved and funded programme objectives ..................................................................................................... 6

Organisational environment .................................................................................................................................... 10

Portfolio composition ................................................................................................................................................ 10

Section 3: Acquisition plan ....................................................................................................................................... 13

Section 4: Refurbishment plan ................................................................................................................................. 13

Section 5: Repairs/Maintenance ............................................................................................................................ 13

Section 6: Surplus accommodation ....................................................................................................................... 14

Section 7: Budget ....................................................................................................................................................... 14

Section 8: Plan improvement and monitoring ...................................................................................................... 15

Conclusion .................................................................................................................................................................. 15

U-AMP Schedules ....................................................................................................................................................... 16

Schedule 1: Schedule of asset requirements per Budget Programme Objective ......................................... 16

Schedule 1.2: Asset requirements per trading entity reporting to the Department ...................................... 20

Schedule 2.1: Assets currently occupied by or allocated to the user (WCG-owned) .................................. 21

Schedule 2.2: Assets currently occupied by or allocated to the Department (leased-in assets and

buildings) ..................................................................................................................................................................... 23

Schedule 2.3: Assets currently occupied by or allocated to the Department (leased-in-other) ............... 24

Schedule 3.1: Functional performance (WCG-owned) ..................................................................................... 25

Schedule 3.2: Functional performance (leased-in) ............................................................................................. 26

Schedule 4: Current utilisation – WCG-owned and leased-in ........................................................................... 28

Schedule 5: Utilisation improvement plan ............................................................................................................. 30

Schedule 6: Gap analysis ......................................................................................................................................... 40

Schedule 7: Asset plan .............................................................................................................................................. 51

Schedule 8: New asset requirements ..................................................................................................................... 60

Schedule 9: Rehabilitation, Renovations and Refurbishments .......................................................................... 62

Schedule 10: Assets identified for surrender (WCG-owned) .............................................................................. 64

Schedule 11: Repair requirements .......................................................................................................................... 65

Annexure A ................................................................................................................................................................. 70

Legislative mandates ................................................................................................................................................ 70

Policy mandates ........................................................................................................................................................ 71

Annexure B .................................................................................................................................................................. 73

Required Performance Standard ........................................................................................................................... 73

Accessibility Rating .................................................................................................................................................... 73

Suitability Index ........................................................................................................................................................... 74

User Condition Rating ............................................................................................................................................... 75

Operating Performance Index ................................................................................................................................ 76

Functional Performance Index ................................................................................................................................ 77




iii

List of tables

Table 1: NDP critical challenges ................................................................................................................................ 3 Table 2: PSG linkages to DTPW’s U-AMP .................................................................................................................. 4 Table 3: Budget programme personnel................................................................................................................. 10 Table 4: Office accommodation norms and standards ..................................................................................... 12 Table 5: Budget Programme Provisions 2019/20 .................................................................................................. 14 Table 6: Required Performance Standard ............................................................................................................ 73 Table 7: Accessibility Rating ..................................................................................................................................... 73 Table 8: Suitability Index ............................................................................................................................................ 74 Table 9: Condition Rating ......................................................................................................................................... 75 Table 10: Operating Performance Index ............................................................................................................... 76 Table 11: Functional Performance Index ............................................................................................................... 77

List of figures

Figure 1: WCG core values ........................................................................................................................................ 2 Figure 2: Provincial Strategic Goals .......................................................................................................................... 4 Figure 3: DTPW asset portfolio .................................................................................................................................. 11 Figure 4: Decision Framework based on the condition assessment of immovable assets ........................... 78




iv

Acronyms

AEC Alcohol Evidentiary Centre

AIMS Asset Information Management System

ASD Assistant Director

C-AMP Custodian Immovable Asset Management Plan

CBD Cape Town Central Business District

CD Chief Director/ Chief Directorate

CCTV Closed circuit television

CE-I Centre for e-Innovation

CIIE Construction Industry Innovation and Empowerment

CoCT City of Cape Town

DD Deputy Director

DDG Deputy Director-General

DG Director-General

DTPW Department of Transport and Public Works

DSG Departmental Strategic Outcome-oriented Goals

DRE District Roads Engineer

EMS Emergency Medical Services

eNATIS Electronic National Traffic Information System

EPWP Expanded Public Works Programme

FTE Full-time equivalent

GG Government Garage

GIAMA Government Immovable Asset Management Act, 2007

GLTC Gene Louw Traffic College

GMT Government Motor Transport

HOB Head of Branch

HOD Head of Department

ICT Information and communication technology

ITIH Integrated Information Hub

MEC Member of the [Provincial] Executive Council (Provincial Minister)

MISS Minimum Information Security Standards

MTSF Medium Term Strategic Framework

NDP National Development Plan

OHS Occupational Health and Safety

OLA Operator Licensing Adjudication

OLP Operator Licensing and Permits

PA Public address

PABX Private automatic branch exchange

PERSAL Personnel and Salary Information System

PRE Provincial Revenue and Expenditure

PSG Provincial Strategic Goal

SAPS South African Police Service

SL Salary level

SMS Senior Management Service

TAL Transport Administration and Licensing

U-AMP User Immovable Asset Management Plan

VSSC Vangate Shared Service Centre

WCG Western Cape Government




v

Glossary

Acquire For provincial governments, “acquire” is defined in the relevant provincial

land administration law or transfer of custodianship between custodians in

that sphere of government.

Custodian Means a national or provincial department designated in terms of GIAMA

that must plan, acquire, manage and dispose of immovable assets. In this

document, the Custodian is the Department of Transport and Public Works.

Dispose Includes the sale, exchange, donation or letting of provincial state land.

Immovable asset Any immovable asset acquired or owned by government, including Western

Cape Government (WCG)-owned and leased immovable assets. Immovable

assets are further described as land and any immovable improvements on

that land which have enduring value, including assets of a residential, non-

residential or infrastructural nature, and including installed machinery and

equipment that is an integral part of the immovable asset.

Immovable asset

management

Those management processes which aim to ensure that the value of an

immovable asset is optimised throughout its lifecycle.

Lifecycle The National Treasury-prescribed period (per asset class) during which a

custodian can expect to derive economic benefits from the control of that

class of immovable asset.

Maintenance All work on existing immovable asset that is undertaken to:

a) prevent deterioration and failure;

b) restore the immovable asset to its specified level of operation;

c) restore the physical condition to specified standards;

d) recover the immovable asset from structural and service failure; and

e) partially replace components of the immovable asset with

equivalent components.

Reconfiguration Activities to make changes to the configuration of an immovable asset which

change the functionality of the asset.

Refurbishment Comprehensive capital works actions intended to bring an immovable asset

back to its original appearance or state or to extend its lifecycle.

Refurbishment may also be required for historical preservation.

Renovation Renovation works do not necessarily extend functionality or the life of the

asset, but are necessary for the planned life to be achieved. In such cases,

the capital value of the asset is not affected.

Repair Actions to bring an immovable asset back to its original state when the asset

has been accidentally or maliciously damaged.

Strategic plan The strategic plan of a custodian or user as prescribed in the Public Service

Act, 1994, and the Public Finance Management Act, 1999.

Operational plan A detailed plan with clear goals describing the day-to-day management of

an immovable asset to ensure that the value of that immovable asset is

optimised throughout its life cycle, by planning for its upkeep, maintenance

and repair, security, and payment of services.

Surplus In relation to an immovable asset, surplus means that the immovable asset no

longer supports the service delivery objectives of a user.

Surrender plan A plan for the relinquishment of immovable assets (or parts of immovable

assets) where the immovable assets (or parts of immovable assets) no longer

support the service delivery objectives of a user.

Upgrade (extension,

addition)

Comprehensive capital works that increase the value of an existing

immovable asset and extend the area of, or add new functionality to, the

asset in question.




vi

User A national or provincial department that uses or intends to use an immovable

asset in support of its service delivery objectives, including a custodian that

uses or intends to use an immovable asset in support of its own service

delivery objectives.

Useful life The period during which a user derives benefit from the use of an immovable

asset.

NARRATIVE




1

Section 1: Introduction

In line with the Government Immovable Asset Management Act (GIAMA), 2007, (Act 19

of 2007), the Department of Transport and Public Works (DTPW) is the Custodian of the

Western Cape Government (WCG) infrastructure portfolio (excluding human settlements),

and therefore exercises a key role in ensuring that infrastructure plays a developmental

role in addressing the challenges of poverty, inequality and unemployment, whilst

ensuring that infrastructure is managed optimally over its life-cycle. The Custodian role of

the DTPW extends to all other departments in the province, including provision for

education, health, social, and general buildings.

Apart from its role as Custodian, the department is required to develop this U-AMP which

provides for its own specific service delivery needs as a user and which extends to

responsibilities that include road network management, transport operations, transport

safety, regulation and integrated planning space, and community-based programmes.

The Department is developing a 20-year infrastructure vision that seeks to consider and

respond to a range of emerging socio-economic, technological and environmental

change phenomena. The intention is that this 20-year vision will iteratively inform the

DTPW’s five-year U-AMPs over that period.

The key strategic intent of the department regarding its existing immovable assets is to

manage and improve the efficiency, effectiveness and sustainability of its property

holdings through reducing costs and improving space utilisation coupled with real

percentage reduction in full-time employee costs. Longer term strategic approach

include the development of a master accommodation plan to achieve efficiencies and

resilience in the accommodation portfolio. A shared office building approach is

supported intending to mitigate growing office accommodation demand as well as

promote integration to further improve efficiencies. The department is continuing to find

sustainable solutions in providing resilient infrastructure that can adequately respond to

climate change and environmental challenges.

This 2019/20 U-AMP presents the final year in the five-year cycle of strategic deliverables

that are described in the DTPW Strategic Plan 2015/16–2019/20. It is a result of various

improvements in planning processes which seek to promote integration. As a user, the

Department is allocated immovable assets comprising of state-owned and leased-in

accommodation to fulfil its strategic objectives. The property portfolio represents a mixture

of old and new buildings located inside the Cape Town Central Business District (CBD) and

elsewhere in the Western Cape. The portfolio of state-owned and leased-in

accommodation allocated to the Department is described in Schedules 2.1, 2.2 and 2.3.




2

Section 2: Service delivery objectives and accommodation

requirements

Legislation

Vision

The DTPW embraces the WCG’s vision as contained in the Provincial Strategic Plan 2014–

2019:

“An open opportunity society for all.”

The DTPW’s own vision is consistent with the WCG’s vision:

“To lead in the delivery of government infrastructure and related services.”

Mission

“The DTPW delivers infrastructure and services to promote socio-economic outcomes and

safe, empowered and connected communities.”

Values

The DTPW fully subscribes to the core values of the Western Cape Government (WCG):

Figure 1: WCG core values

All these values are underpinned by team work.

Legislative and policy frameworks

Government Immovable Asset Management Act

GIAMA provides for a uniform framework for the management of immovable assets held

or used by the DTPW to help ensure the coordination of the use of immovable assets with

the service delivery objectives. The principles of immovable asset management include:

• immovable assets must be used efficiently and become surplus to the

Department if they do not support service delivery objectives at an efficient level

and if they cannot be upgraded to such a level.

• immovable assets that are currently used must be kept operational to function in

a manner that supports efficient service delivery.




3

GIAMA requires the Department as a user to prepare an Immovable Asset Management

Plan to be known as a U-AMP in relation to the immovable assets that the Department

uses, or intends to use. A U-AMP is the principal immovable asset strategic planning

instrument which guides and informs all immovable asset management decisions by the

Department.

GIAMA requires the Department in its capacity as a user of immovable assets to develop

a U-AMP that forms part of its strategic planning process. Other sets of legislation,

regulations and policies that contribute to the development of the U-AMP are set out in

Annexure A.

National, provincial and departmental strategic context

National strategic context

The national strategic directives described below guide DTPW’s U-AMP 2019/20.

The National Development Plan (NDP): Vision 2030

The most important critical challenges and recommendations identified in the NDP that

are the most relevant to the functions and activities of DTPW in the context of the U-AMP

are described in Table 1 below.

Table 1: NDP critical challenges

Growth and jobs Expand public employment programmes to two million participants by 2020. As

the number of formal- and informal-sector jobs expands, public work

programmes can be scaled down.

Infrastructure

development

Synchronise and align infrastructure delivery between the spheres of government

to promote sustainable economic growth.

To grow faster and in a more inclusive manner, the country needs higher levels of

capital spending in general, and public investment in particular.

Referring to accommodation, to phase in the principle of users paying for

services rendered.

Spatial

development

Provide infrastructure that is responsive to spatial needs and logic.

Shortened travel distances and increased urban densification.

Provision of rural transport strategies and infrastructure to underpin rural

economic and social development.

Public service

reforms

Development of a skilled and professional public service.

Provincial strategic context

Provincial Strategic Goals (PSGs)

The WCG developed five PSGs for the five-year strategic planning period to give effect to

its strategic priority areas as aligned to the NDP, Medium Term Strategic Framework (MTSF),

and OneCape 2040. Together the PSGs constitute the Provincial Strategic Plan (PSP) 2014–

2019 as illustrated in Figure 2.




4

Figure 2: Provincial Strategic Goals

The implementation of the DTPW’s U-AMP through Programme 2 supports the

achievement of PSGs 1, 4 and 5, the WCG Game-Changers, as well as the Departmental

Strategic Outcome-oriented Goals (DSGs) are depicted in Table 2 below.

Table 2: PSG linkages to DTPW’s U-AMP

PSG 1: Create opportunities for growth and jobs

Departmental

Strategic Outcome-

oriented Goal (DSG)

Contribution of DTPW Contribution to

Game-Changer MTSF

DSG 1:

Maximise

empowerment and

job creation in the

Western Cape.

• Work opportunities created

through provincial building

infrastructure construction

and maintenance projects. • Expanded Public Works

Programme (EPWP) included

in design of infrastructure

projects.

Energy Security:

Energy

efficiency in

government

buildings.

National Outcome 4:

Decent employment

through inclusive

growth.

STRATEGIC GOAL 5: Embed good governance and integrated service delivery through

partnerships and spatial alignment




5

PSG 4: Enable a resilient, sustainable, quality and inclusive living environment

Departmental

Strategic Outcome-

oriented Goal

Contribution of DTPW Contribution to

Game-Changer MTSF

DSG 2:

Manage provincial

infrastructure and

immovable assets in

the Western Cape.

• Immovable asset portfolio

management. • Improvement in the key

reporting parameters reported

on in the annual Property

Efficiency Report. • On-going implementation of

the Office Modernisation

Programme.

• Reduction in water

consumption in general

infrastructure buildings.

• Reduction in electricity

consumption in selected

office accommodation.

• Design and construction of

new buildings in line with

green building principles.

• Clearing of vacant provincially

owned erven.

Integrated Better

Living Model:

Deliver on the

Better Living

Model Exemplar

Project at the

Conradie

Hospital site in

Pinelands.

National Outcome 6:

An efficient,

competitive and

responsive

economic

infrastructure

network.

PSG 5: Embed good governance and integrated service delivery through partnerships and spatial

alignment

Departmental

Strategic Outcome-

oriented Goal

Contribution of DTPW MTSF

DSG 4:

Promote good

governance,

effectiveness and

efficiency throughout

the DTPW.

• On-going implementation of the Office

Modernisation Programme.

• Ongoing Occupational Health and Safety (OHS)

assessments at DTPW facilities.

• Replacement of the Western Cape Land

Administration Act.

National Outcome

12:

An efficient, effective

and development-

oriented public

service.




6

Approved and funded programme objectives

Budget programme objectives

The existing immovable assets allocated per budget programme are not sufficient to

support the achievement of service delivery objectives. These include office

accommodation, information and communications technology (ICT) facilities required in

line with advances in technology and district road engineering, road camps and houses,

and traffic centres. The extent to which existing allocated immovable assets meet the

functional requirements, the gap between existing and required assets, as well as

proposed solutions to address programme demand are discussed below and are further

described in Schedule 1 per budget programme. The storage space is a transversal

requirement across programmes and is advised that the Custodian addresses the need

collectively.

Programme 1: Administration

This Programme provides for the overall management support to the Department in order

to ensure that it delivers on its mandate in an integrated, efficient, effective and

sustainable manner. Currently the components of the Programme are fragmented in

various state-owned and leased-in buildings within the CBD and this negatively impacts

integration. There is a need for the Custodian to assess the possibility to fully

accommodate the Programme at 9 Dorp Street in accordance with applicable norms

and standards.

Programme 1’s requirements for supporting the achievements of its service delivery

objectives include: an ICT training facility that can accommodate 15–20 seats; storage

space; repair requirements at Alfred Street; and reconfiguring 9 Dorp Street to optimally

accommodate the components of the Programme.

Programme 2: Public Works Infrastructure

This Programme provides balanced provincial government building infrastructure that

promotes integration, accessibility, sustainability, equity, environmental sensitivity,

economic growth and social empowerment. As the implementing agent for infrastructure,

the programme plays a critical role in providing access for communities to education,

health and social services through the provision of education, health and general

infrastructure. This contributes to the attainment of the WCG’s strategic goals of improved

education, an increase in wellness, the eradication of social ills, as well as creating

opportunities for growth and jobs for residents of the province. As part of its function to

promote the effective and efficient utilisation of the immovable asset portfolio, the Programme

has embarked on the preparation of a master accommodation plan. The overall objective of

this plan is to review departmental requirements and developing an accommodation strategy

that improves the efficiency, effectiveness, productivity and well-being of all WCG employees.

Currently the components of the Programme are accommodated at DTPW Head Office

at 9 Dorp Street, and at Atterbury House (leased-in) buildings in the CBD, while the regional




7

office is accommodated at York Park in George. Programme 2’s requirements in the CBD

to support the achievement of its service delivery objectives include: space ratification for

the Chief Directorate: Education Infrastructure; office accommodation; alternative

accommodation for the recycling station and plans registry; and storage. In the Garden

Route district, adequate modernised office accommodation is required in George; a

workshop near the York Park building; and adequate parking for Government Garage

(GG) and officials’ vehicles.

Programme 3: Transport Infrastructure

The Programme delivers and maintain transport infrastructure that is sustainable,

integrated and environmentally sensitive, that supports and facilitates social

empowerment and economic growth, and that promotes accessibility and the safe,

affordable movement of people, goods and services. The Programme is responsible for all

the transport infrastructure of provincially proclaimed roads within the road reserve and

its management. To support achievement of its strategic objectives, the Chief Directorate:

Organisation Development is continuing with the redesign of the Chief Directorate: Road

Network Management which might impact on the accommodation needs of the

Programme.

Due to the current fragmentation of various components of the Programme, a proposal

to accommodate the entire Programme at a newly constructed building is to be explored

to ensure integration of all critical functions. Further, the District Roads Engineer (DRE)

offices located at Paarl, Ceres and Oudtshoorn are responsible for the maintenance of

the existing road infrastructure network to standards that optimise the efficient and safe

realisation of these opportunities for long-term sustainability of the province. Scheduled

and preventative maintenance as well as attention to health and safety requirements are

required at the DRE facilities, road camps and road houses.

Programme 4: Transport Operations

Programme 4 plans, regulates and facilitates the provision of integrated land transport

services through coordination and cooperation with national planning authorities,

municipalities, community-based organisations, non-governmental organisations and the

private sector in order to enhance and facilitate the mobility of all communities.

Optimal supporting accommodation is required at DTPW Head Office for programme

support operations, public transport services, transport safety and compliance services,

and transport systems support. Further expansion of the George bus depot is required.

Through the implementation of the Integrated Information Hub (ITIH), the Department is

pioneering the use of smart technology as a force multiplier. The Hub brings together data

from the Transport Management Branch’s Traffic Management, Traffic Law Enforcement,

Transport Operations, and Provincial Regulatory Entity to support evidence-based

decision making. Benefits of the system include more effective speed control, overloading

control, and control of fatigued driving in service of safer roads for residents of, and visitors

to, the Western Cape. With regards to the Fatigue Management Programme, the ITIH will

monitor programme results by scanning vehicle number plates and drivers’ licences at

intervals on long journeys, focusing on public transport and freight vehicles. This will




8

generate specific data, including average speed, and time spent resting versus time

spent behind the wheel. Accommodation at the leased-in building in 11 Leeuwen street

is being re-organised to cater for these technological advances.

Programme 5: Transport Regulations

The Programme regulates the transport environment through: the registration and

licensing of vehicles, associations, operators and drivers; promoting safety through traffic

law enforcement services; facilitating communication and road safety education and

awareness; operating weighbridges1; and providing training to traffic policing and other

law enforcement officials.

Optimal supporting accommodation for the Programme is required at Head Office,

Vangate Shared Service Centre (VSSC), regional road-based public transport

representative bodies, impoundment facilities, Provincial Regulatory Entity regional

offices, regional road safety offices, as well as at various regional traffic centres across the

province.

The Directorate: Operating Licensing and Permits situated at the VSSC administers

applications for operating licences. Because this is a service delivery centre, it should be

safe and easily accessible for clients. An archive facility is required to address the

increasing number of documents requiring filing every day. The proposal is for the

Custodian to explore the possibility of converting the existing VSSC storage building into

an archive facility which meets South African archive standards and Minimum Information

Security Standards (MISS).

The Sub-Directorates Formalisation and Empowerment, and Mediation and Stakeholder

Relations are currently located at a leased-in building (Norton Rose, 8 Riebeek Street,

Cape Town). The demand for services from metered taxi industry operators has declined

as a result of the introduction of the Uber and Taxify services, therefore this office no longer

needs to be based in the CBD. It is proposed that this office be relocated to Goulburn

Centre in Goodwood to reduce traffic in the CBD as well as to address clients’ safety,

security and parking concerns about the current location of this office.

As the only 24/7 traffic service in South Africa, and together with its local authority partners,

DTPW Provincial Traffic Services continues to police hazardous locations, and help ensure

a safe and free-flowing road network for all users of provincial roads in the Western Cape.

Providing effective traffic services ideally requires support facilities that are scaled to fit

the volume of traffic in a locality, and the number of crashes recorded there. This

approach can be seen in Beaufort West, where the response to high volumes of traffic

and many crashes has been to locate a traffic centre, a weighbridge, an impoundment

facility, emergency services and radio control service together in a shared space.

A service delivery model for Traffic Management is required to analyse alternative modes

of delivery which in turn will determine suitable locations of traffic centres and related

services. A new office building is required at Gene Louw Traffic College to accommodate

staff of the Chief Directorate: Traffic Management currently accommodated in a leased-

in building (35 Wale Street, Cape Town). Refurbishment of the mobile structures located

1 Included in the Roads User-Immovable Asset Management Plan




9

at the Gene Louw College is required to accommodate the Brackenfell traffic centre sited

at premises in Parow, where after relocation of the Directorate: Road Safety Management

from CBD to Parow is required. Prefabs to be refurbished and re-modelled to

accommodate 60 operational and 15 support staff.

Government Motor Transport (GMT)

GMT is a trading entity in the administration of the DTPW with a core mandate of delivering

effective fleet management services to provincial and national government clients in the

Western Cape.

GMT accommodation in Cape Town is currently in four separate locations. Because of this

fragmentation, the lack of parking space to prepare vehicles for delivery, and the security

and related risks associated with moving vehicles between various premises, the DTPW

acquired premises at 3 Rusper Street, Maitland for the construction of a multi-storey

building that could eventually house the whole of GMT. Phase 1 of construction has been

completed and the GMT Directorate: Fleet Services moved there in October and

November 2018. Construction on Phase 2 for the GMT Directorate: Fleet Finance and the

Sub-Directorate Management: Support Services is planned to commence during the

2019/20 financial year and is projected to be completed within approximately two years.

Interim reconfiguration measures are required at Roeland Street and Hope Street to

provide office accommodation while Phase 2 is being built.

Clients in the Garden Route and Central Karoo can expect improved service as the

service capacity at the GMT George Hub expands, and as the Hub makes a pool of

vehicles available for optimal utilisation and to support clients to deliver services more

efficiently.

In support of the City of Cape Town’s Level 5 water restrictions, GMT introduced several

initiatives to save and recycle water. These initiatives included no longer washing vehicles

with potable water, replacing taps with pushbutton taps, and removing taps in the wash

bay areas. GMT now only cleans vehicle interiors and uses mobile service providers clean

vehicle exteriors with waterless products.

Programme 6: Community-Based Programmes

The Programme manages the implementation of programmes and strategies that lead to

the development and empowerment of communities and contractors, including the

professional development, provincial management, and coordination of the EPWP.

Optimal supporting accommodation is required to provide effective community-based

programme support, contractor development, empowerment impact assessments, and

EPWP coordination and compliance monitoring. With the exception of Grabouw, the

supporting accommodation is in an optimal state at regional offices.




10

Organisational environment

The DTPW functions within an increasingly challenging environment that requires an agile

and resilient organisational life-cycle approach coupled with re-organisation of its

components. In this regard, organisational re-design to be undertaken is the re-alignment

of the Public Works functions to the Infrastructure Delivery Management System, whilst the

re-structuring of Transport Infrastructure is at an advanced stage and the impact of these

changes on accommodation requirements has not been explored. The current funded

budget programme personnel are described in Table 3 below.

Table 3: Budget programme personnel

Programme Number of actual

posts

Number of funded

posts

Number of filled

posts

1: Administration 425 288 290

2: Public Works Infrastructure 603 401 408

3: Transport Infrastructure 999 697 694

4: Transport Operations 75 38 37

5: Transport Regulation 1 084 794 794

6: Community-Based Programmes 96 59 59

3 282 2 277 2 282

Government Motor Transport 188 128 115

Source: COE database as at 17 January 2019; GMT - Personnel and Salary Information System (PERSAL)

as at 15 October 2018

Portfolio composition

As a user, the Department is allocated immovable assets comprising of WCG-owned and

leased-in accommodation to fulfil its strategic objectives. The property portfolio represents

a mixture of buildings in various life-cycle stages. These properties are reflected in

Schedule 2.1, 2.2, 2.3 and Figure 3 below.




11

Figure 3: DTPW asset portfolio

The asset portfolio of the DTPW is predominantly located in the Cape Town CBD where its

head office is at 9 Dorp Street. Service delivery points are also located in other parts of the

Western Cape. These include facilities for traffic law enforcement, District Road Engineer

offices, the Provincial Regulatory Entity, road camps, the Expanded Public Works

Programme, and public transport administration, operations and licensing.

Functional performance, accessibility and condition rating

Through its provincially-owned and leased-in property portfolio, the Department

endeavours to ensure that its strategic objectives are met. The functional performance

presents the level at which the allocated accommodation supports achievements of

service delivery objectives of the department. These are presented in Schedules 3.1 and

3.2. The functional performance ranges between P4 and P1 where a P4 rating indicates

good public presentation and a high-quality working environment and P1 indicates a

dormant asset where relinquishment is pending. The overall condition of the DTPW

allocated state-owned and leased-in assets range from having no apparent defects, to

being in average condition. No assets shown to be in a failing condition.




12

The accessibility rating was determined according to the physical location of the

accommodation, accessibility to the public (where applicable), accessibility in terms of

public transport routes, parking and other public areas, as well as accessibility for persons

with disabilities. The accessibility rating ranges between A5 and A1, where an A5 rating

represents well-designed accommodation asset that is universally accessible, and an A1

rating is not at all accessible. With regard to accessibility, most allocated DTPW assets are

accessible to the general public as well as people with disabilities.

The condition rating refers to the physical condition of a building. These condition ratings

are based on the user’s perception of the immovable assets in question. GIAMA requires

the Custodian to assess the condition of its immovable assets at least once every fifth year.

Technical conditional assessments are conducted every year by the Custodian. The

average condition of the General Buildings portfolio, based on a weighted Condition

Grade Index (CGI), aligned with the GIAMA Performance Standard grades, from 1 (worst)

to 5 (best) is 3.78. The overall condition of the General Buildings asset portfolio is relatively

good and the condition profile quite appropriate, given the wide spread of functionalities

within this portfolio. Most of the components in the buildings are in condition C5 and C4.

Objectives to improve the efficient and effective utilisation of accommodation

The WCG embraces the opportunity to improve office accommodation for staff through

modernisation of the workplace. In this regard, the DTPW uses prescribed space norms

and standards that must be adhered to when planning and designing office

accommodation as described in Table 4 below.

Table 4: Office accommodation norms and standards

Description Salary level Area norm

Cellular offices

Personal assistant and office manager 7;9 12 m2

Senior management: Director and CD 13-14 20 m2

Executive management: DDG and DG 15-16 25 m2

Provincial executive n/a 30 m2

Open-plan offices

Support staff (drivers, messengers, etc.) n/a 2,5 m2

Administrative staff Up to 9 6 m2

Middle management 9-12 9 m2

Technical staff 8-12 12 m2 (depending on job functions)

Support spaces

Small meeting rooms - 15 m2 1 – 20 FTEs*

Medium meeting rooms - 25 m2 21 – 40 FTEs

Large meeting rooms - 35 m2 41 – 70 FTEs

Breakaway areas - 6 m2

Store rooms - 2 m2 per 10 FTEs

Core spaces

Network and PABX* rooms - 12 m2 (4 x 3) per Ce-I* requirements




13

Description Salary level Area norm

Sick bays - 9 m2 (1 per building)

Cleaners’ room - Up to 3 m2 per 20 FTEs per building

Security control rooms - -

Source: DTPW Norms and Standards.

FTE – full-time equivalent.

* PABX – private automatic branch exchange.

** WCG Centre for e-Innovation

In planning for DTPW office accommodation needs, an average of 15 m2 norm was

applied and is described in Schedule 4.

Section 3: Acquisition plan

The DTPW acquisition requirements comprises of the need for newly constructed office

buildings to reduce fragmentation, acquisition of existing office buildings for improved

service delivery to clients and to maximise effective working environments. The detailed

acquisition plan is described in Schedule 8.

Section 4: Refurbishment plan

From time to time it becomes necessary to improve the operations of an immovable asset

to extend its life-cycle as well as reconfigure the asset to meet new service delivery

demands of the department. The refurbishments plan includes current and proposed

refurbishments, configurations and upgrades directed to improve service delivery. The

office modernisation programme is directed to increase capacity of state-owned

buildings thereby reduce the extent of leased-in portfolio. The modernised office buildings

optimise workplaces as they provide versatile spaces, furniture and fittings that increase

the usable area to gross building area. Office modernisation of the third and eighth floors

in 9 Dorp Street is planned for 2019/20 financial year. The modernisation of the 7th, 8th and

9th floors is scheduled to commence in 2019/20 financial year. This will require temporary

decanting of staff. Further refurbishments are described in Schedule 9.

Section 5: Repairs/Maintenance

The performance of capital assets is essential to the health, safety, economic

development and quality of life of recipients of these services. The Department adopted

a strategic shift in its management of infrastructure portfolio to focus on maintenance and

lifecycle cost management within constrained budgetary pressures.




14

The DTPW General Infrastructure Maintenance Management Strategy, 2017 outlines a

transparent and uniform approach to planned maintenance of the provincial immovable

asset portfolio (excluding human settlements, health and education facilities). During

2017/18, the Chief Directorate: General Infrastructure undertook an exercise to scope all

road camps and associated houses to ascertain the maintenance requirements at these

facilities. It is envisaged that upon completion of the scoping exercise and consultations

with the programme, road camp models will be developed in line with the redesigned

organisational structure currently underway to preserve life of these assets and further

ensure alignment to service delivery objectives.

Section 6: Surplus accommodation

None.

Section 7: Budget

Over the medium term, the provincial budget policy is directed to maximise citizen

impact. This calls for vigilance and improvement in infrastructure budget execution

through integrated planning, good procurement strategies and strengthening processes

for monitoring infrastructure implementation and delivery. Apart from the budget

provisions of the department for its Custodian responsibilities, departmental budget

programmes make provisions to safeguard assets used to fulfil each programme’s

strategic objectives. However, some programmes are solely dependent on provisions

made by the Custodian in line with management of asset life-cycle. Transport

Infrastructure made provision for maintenance of its campsites, houses and mobile homes

while Transport Regulations made provision for routine maintenance of its office buildings,

as per Table 5 below.

Table 5: Budget Programme Provisions 2019/20

Budget Programme Routine Maintenance Current Budget

(2019/20)

3 Transport Infrastructure R 7 394 000

5 Transport Regulations R 110 000

Source: Basic Accounting System




15

Section 8: Plan improvement and monitoring

In order to manage its immovable asset portfolio efficiently, the Department is adopting

a strategic approach in the management of its assets across its life-cycle to maximise

value. One such intervention is the Asset Information Management System (AIMS) project

which will digitise and integrate the DTPW asset register. This is an ongoing project that

seeks to modernise the DTPW business model.

The office accommodation norms and standards that were set demonstrates the DTPW’s

commitment to “green” principles across general, health and education infrastructure

and work to mitigate the impact of the water crisis. It is critical that a whole-of-asset

approach is followed which includes making every effort to introduce climate resilience

into the provincial asset portfolio before any building of new infrastructure is considered.

The historic maintenance backlog of social infrastructure requires immediate intervention

to promote and preserve the role that this infrastructure plays. The focus will continue to

address emergency failures brought about by poor maintenance and normal wear and

tear. The existing maintenance backlog is exacerbated by the need for infrastructure to

be resilient to climate change.

To maximise citizen impact, OHS assessments were conducted at various buildings in order

to ensure safety and wellbeing of staff as well as citizens served at these facilities. The

identified OHS related work is depicted in Schedule 11 per facility for implementation by

the Custodian.

The user welcomes the initiatives by the Custodian in line with the recently adopted Green

Building Policy by the National Department of Public Works. The policy identifies the built

environment and more specifically buildings as a key lever to address the challenges

associated with accelerated climate change. The DTPW has identified Smart Buildings as

one such opportunity to contribute to realising system-wide sustainability, through a series

of automated processes that enable centralised control over operations, and is

researching ways to introduce components of smart buildings into its property portfolio.

Conclusion

This U-AMP focuses only on the immovable asset portfolio occupied by the Department

as a user, identifying requirements to best meet its service delivery objectives.

The immovable asset requirements consist of the need for new accommodation and

maintenance of the provincial buildings occupied by, and allocated to, the Department.

The accommodation required to fulfil the service delivery objectives has been

categorised by budget programmes in line with the approved staff establishment. Most

of the immovable asset requirements of the DTPW in 2019/20 are to be addressed through

the modernisation work currently being done in the 9 Dorp Street and York Park building.

The user intends to develop a 5-year U-AMP for the period 2020/21 – 2024/25 in order to

align its requirements to the DTPW Strategic Plan for the same period.

SCHEDULES




16

U-AMP Schedules

Schedule 1: Schedule of asset requirements per Budget Programme Objective


Sub-Programme Optimal asset solution Rationale

• Office of the MEC

• Management of the

Department

• Corporate Support

• Departmental Strategy

Head office at 9 Dorp Street, Cape Town to

accommodate 288 funded posts.

To provide the overall management support to the Department.


Organisational re-design process to be undertaken for Public Works.


• Programme Support

• Planning

• Construction

• Maintenance

• Immovable Asset Management

• Facility Operations

Head office at 9 Dorp Street, Cape Town to


Garden Route District office, York Park

building

To provide balanced provincial government building infrastructure that

promotes integration, accessibility, sustainability, equity, environmental

sensitivity, economic growth and social empowerment.




17


Organisational re-design process underway.


• Programme

Support

Infrastructure

• Infrastructure

Planning

• Infrastructure

Design

• Construction

• Maintenance

Head office to provide for planning, design,

construction and maintenance of road

infrastructure network.

3 District Regional Engineering offices in the

following localities:

• Paarl

• Ceres

• Oudtshoorn

Various road camps situated across the

province.

The Chief Directorate: Road Network

Management organisational structure is under

review. Current structure provides for 697

funded posts.

To deliver and maintain transport infrastructure that is sustainable, integrated and

environmentally sensitive, that supports and facilitates social empowerment and

economic growth, and that promotes accessibility and the safe, affordable

movement of people, goods and services.




18



• Programme

Support

Operations

• Public Transport

Services

• Transport Safety

and Compliance

• Transport Systems

Head office in 11 Leeuwen Street, Cape Town

to accommodate 38 funded posts.

Regional office and bus depot in George.

To plan, regulate and facilitate the provision of integrated land transport services

through coordination and cooperation with national planning authorities,

municipalities, community-based organisations, non-governmental organisations

and the private sector to enhance and facilitate the mobility of all communities.

Programme 5: Transport Regulation



Regulation

• Transport

Administration and

Licensing (TAL)

• Operator Licence

and Permits (OLP)

• Law Enforcement

Head Office in 9 Dorp Street, Cape Town.

Transport Centre at Vangate.

13 Provincial Traffic Centres located across the

Province.

Satellite Operational Centres.

2 Shadow Centres (Breadth Alcohol Testing Centre)

Gene Louw Traffic College in Brackenfell.

3 Provincial Regulatory Entity in the following localities:

• Athlone

• George

• Piketberg

2 Minibus Taxi Offices at Sunbell Building, Bellville and

Goulburn Centre, Goodwood.

6 Impound Facilities across the Province.

The Programme comprises of 794 funded posts.

To regulate the transport environment through the registration and

licensing of vehicles, associations, operators and drivers; to promote

safety through traffic law enforcement services, to facilitate road safety

education and, communication, awareness, and the operation of

weighbridges; and to provide training to traffic policing and other law

enforcement officials.




19




Community-Based

• Innovation and

Empowerment

• Coordination and

Compliance

Monitoring

Head Office at Attenbury House,

9 Riebeek Street, Cape Town to


EPWP Regional office across the

Province.

To manage the implementation of programmes and strategies that lead to the development

and empowerment of communities and contractors, address skills shortage in transport, built

and engineering environment, including the provincial management and coordination of

the EPWP.




20

Schedule 1.2: Asset requirements per trading entity reporting to the Department

GMT

Optimal asset solution Rationale

GMT is currently domiciled in four buildings situated in Roeland Street, Hope Street (Cape Town),

Hermes Street (Paarden Eiland) and Rusper Street, (Maitland). This Entity has 124 funded posts

Provision of quality and cost-effective vehicle fleet

service to client departments and government entities.




21

Schedule 2.1: Assets currently occupied by or allocated to the user (WCG-owned)

Site ID

(Property

Code)

Erven

no Town Physical address

Municipality

(local authority) Asset description

Extent of building

(m2)

Accommodation

type

5483 3386 Cape Town 9 Dorp Street City of Cape

Town (CoCT)

Head Office, 9 Dorp

Street

13 188 Offices

2873 564 Cape Town

(CBD)

Alfred, Prestwich,

Chiappini and Hospital

Streets

CoCT Alfred Street/ Chiapinni

Street Complex

11 169 Offices

3376 32654 Athlone 30 Bosduif Road CoCT VSSC 16 803 Offices

18261 2709 Cape Town

(CBD)

Dorp Street CoCT City Bowl Block 2 881 Offices

2820 3475 George St Johns Street George Local

Municipality

York Park Building 10 055 Offices

3259 5101 Vredenburg 2 Toermalyn Street Saldanha Bay

Local

Municipality

Vredenburg Provincial

Traffic Department

19 579 Offices

6073 7558 Parow 16 Tallent Street CoCT Traffic Law Enforcement

Offices (Brackenfell

Traffic Centre)

1 407 Offices

2952 8327

Beaufort

West

N1 Highway Beaufort West

Local

Municipality

Road Camp 159 173 Traffic Centre

20639 113190 Cape Town Next to N2, South of

Cape Town International

Airport Runway

CoCT Satellite Traffic Operation

Centre (N2)

- Traffic Centre

2863 11660 Bellville Robert Sobukwe Road CoCT Provincial Roads

Workshops

48 977 Workshop

3257 17984 Paarden

Eiland

19 Hermes Street CoCT Government Garage:

Paarden Eiland

5 943 GMT vehicle

Holding site




22

Site ID

(Property

Code)

Erven

no Town Physical address

Municipality

(local authority) Asset description

Extent of building

(m2)

Accommodation

type

- 95826 Cape Town 49 Hope Street CoCT Government Garage:

Hope Street

5 408 (Including the

basement parking)

GMT vehicle

Holding site

Offices

- 99877 Maitland 3 Rusper Street CoCT GMT: Maitland 18 698 (1,7667

hectares)

GMT vehicle

holding site,

Offices, Vehicle

cleaning

3256 95948 Cape Town Corner of Roeland and

Buitenkant Street

CoCT GMT: Buitenkant Street

Vehicle Rental Service

and Carwash

11 622 GMT vehicle

holding site,

Vehicle cleaning

3255 96174 Cape Town Buitenkant Street CoCT Provincial Vehicle

Parking: Top Yard

8 917 GMT vehicle

holding site

- - Cape Town 34 Roeland Street CoCT GMT – 34 Roeland Street

Office block

- GMT Offices

- 3953 Oudtshoorn Voortrekker Road Oudtshoorn

Municipality

Roads: Oudtshoorn 43 186 Roads Offices

- - Cape Town 13 Dorp Street CoCT Clinsearch House - Offices

- - George - George Impound Facility - Impound Facility




23

Schedule 2.2: Assets currently occupied by or allocated to the Department (leased-in assets and

buildings)

Asset Description Town

Date Escalat

ion %

pa

R’

2019/20

R’

2020/21

R’

2021/22

R’

2022/23 Start Expiry

11 Leeuwen Street (Flrs 1,2,3,4 &5) Cape Town 2016/05/01 2019/04/30 8 2 958 479,52 3 165 573,12 3 387 163,20 3 624 264,63

13 Pitt Street (GF & 1st floors) Knysna 2014/05/01 2023/04/30 7 585 158,50 625 381,99 632 478,14 676 751,62

35 Wale Street, 2nd floor Cape Town 2015/12/01 2020/11/30 5,5 765 834,18 807 955,06 852 392,59 899 274,18

Atterbury House 16th Floor Cape Town 2017/04/01 2020/03/31 8 1 852 673,64 2 000 887,53 2 160 958,53 2 333 835,22



Caledon Roads Camp Caledon 2018/09/01 2021/08/31 8 44 695,67 48 271,34 52 133,03 56 303,67

Oosterlig Roads Camp Ceres 2017/01/01 2019/12/31 8 1 226 813,97 1 324 959,06 1 430 955,75 1 545 432,18

Golden Rendevous Building Mossel bay 2017/04/01 2020/03/31 8 514 359,60 555 508,37 599 949,04 647 944,96

Karin Building (DTPW) Vredendal 2017/04/01 2022/03/31 7,5 209 890,20 221 434,20 233 613,12 246 461,88

Keerom Street (Erf 3519, 3524, 3525, 3526) Cape Town 2018/05/01 2019/04/30 10 38 914,38 43 584,11 48 814,20 54 671,91

Business Centre Shop 9 Laingsburg 2011/01/01 2021/08/31 8 170 298,10 183 070,46 196 800,74 211 560,79

Orion Gebou Caledon 2016/10/01 2021/10/31 8 528 504,66 570 785,03 616 447,83 665 763,66

Rentzburghof George 2016/03/01 2021/02/28 7 773 027,25 827 139,12 885 038,91 946 991,68

Seppie Greef Building Oudtshoorn 2017/04/01 2022/03/31 10 2 702 292,12 2 972 521,33 3 269 773,47 3 596 750,81

Sunbell Building, 8th Floor Bellville 2017/05/01 2025/04/30 8 665 604,04 708 052,36 764 696,57 825 872,28

Velapi Roads Camp Caledon 2017/04/01 2027/02/28 7 89 418,60 95 677,90 1 102 375,35 109 541,63

WCP Taxi Council Parking Bellville 2013/10/01 Indefinite 0 21 184,20 21 184,20 21 184,20 21 184,20

Winkelshoek Piketberg 2019/01/01 2023/12/31 8 215 433,18 232 667,82 251 281,20 271 383,69

Norton Rose 1,2,5,6& 40 parking bays Cape Town 2012/11/01 2019/04/30 10 799 889,27 879 878,20 967 866,03 1 064 652,62

Waldorf Building (Floors: 1, 6-12, Shop 10,

Basement 1-3) +147 parking and storage

Cape Town 2018/04/01 2023/03/31 6,5 18 092 400,36 19 268 406,38 20 520 852,80 21 854 708,23




24

Schedule 2.3: Assets currently occupied by or allocated to the Department (leased-in-other)

Asset Description Town

Date Escalat

ion %

pa

R’

2019/20

R’

2020/21

R’

2021/22

R’

2022/23 Start Expiry

9 Dorp Str Wheelchair ramp Cape Town 2012/04/01 2022/03/31 6 8 072,88 8 557,25 9 070,69 9 614,93

Fisantekraal Repeater Station (annual lease) Laingsburg 2017/01/01 2021/12/31 10 17 569,20 19 326,12 21 258,73 23 384,60

Puttersvlei Repeater Station (annual lease) Beaufort West 2016/12/01 2021/11/30 8 13 146,48 14 198,20 15 334,06 16 560,78

Rammetjieskraal Repeater Station Laingsburg 2013/11/01 2019/04/30 7 13 611,13 14 972,24 16 469,47 18 116,41

Table Mountain Repeater Station Cape Town 2018/06/01 2025/05/31 8 135 873,27 146 743,13 158 482,58 171 161,19

Zuurbraak repeater station Swellendam 2001/06/01 Indefinite 10 3 000,00 3 000,00 3 000,00 3 000,00




25

Schedule 3.1: Functional performance (WCG-owned)

See Annexure B for details

Asset description Town Current Use

Required

performance

standard

Condition

rating*

Accessibility

rating*

Suitability

Index

Operating

Performance

Index

Functional

Performance

Index

9 Dorp Street Complex Cape Town Offices P4 C4 A4 A 1 A1

Alfred Street/Chiapinni

Street Complex Cape Town Offices P3 C3 A4 A 2 A2

VSSC Athlone Offices P3 C3 A3

B 2 B2

City Bowl Block Cape Town Offices P1 C1 A1 C 2 C2

York Park George Offices P3

C1 A3 B 3 B3

Vredenburg Traffic

Department Vredenburg Offices

P3

C4 A3 B 1 B1

Brackenfell Traffic

Department Parow Offices

P3

C4 A3 B 1 B1

Traffic Centre Beaufort West Traffic Centre P3 C4 A3 B 1 B1

Satellite Traffic Operation

Centre N2 Highway Traffic Centre P1 C2 A2 C 2 C2

Provincial Roads Workshops Bellville Workshop P3 C4 A4 A 1 A1

GMT: Paarden Eiland Paarden Eiland Office and Garage P2 C3 A4 A 1 A1

GMT: Hope Street Cape Town Offices and Garage P3 C5 A4 A 1 A1

GMT: Maitland Maitland Offices and Garage P3 C4 A4 A 1 A1

GMT: 34 Roeland Street

Office block Cape Town Offices P3 C3 A4 A 1 A1

Provincial Vehicle Parking

(Top Yard) Cape Town Parking P3 C3 A3 B 2 B2

GMT: Buitenkant Street Cape Town Offices, garage

and Car wash P3 C3 A4 A 1 A1

Provincial Roads

Department: Oudtshoorn Oudtshoorn Offices P3 C4 A4 A 1 A1




26

Schedule 3.2: Functional performance (leased-in)

Description Town Current

Use

Required

performance

standard

Condition

rating*

Accessibility

rating*

Suitability

Index

Operating

Performance

Index

Functional

Performance

Index

11 Leeuwen Street (Flrs

1,2,3,4 &5) Cape Town Offices P3 C4 A4 A 1 A1

13 Pitt Street (GF & 1st floors) Knysna Offices P4 C4 A4 A 1 A1

35 Wale Street, 2nd floor Cape Town Offices P4 C4 A4 A 1 A1

Atterbury House 16th Floor Cape Town Offices P4 C4 A4 A 1 A1



Caledon Roads Camp Caledon Road

Camp P3 C4 A3 A 1 A1

Oosterlig Roads Camp Ceres Road


Golden Rendevous Building Mossel Bay Offices P3 C4 A3 A 1 A1

Karin Building (DTPW) Vredendal Offices P3 C4 A3 A 1 A1

Keerom Street (Erf 3519, 3524,

3525, 3526) Cape Town Parking P3 C4 A3 A 1 A1

Business Centre Shop 9 Laingsburg Offices P3 C4 A3 A 1 A1

Orion Building Caledon Offices P3 C4 A3 A 1 A1

Rentzburghof George Offices P3 C4 A3 A 1 A1

Seppie Greef Building Oudtshoorn Offices P3 C4 A3 A 1 A1

Sunbell Building, 8th Floor Cape Town Offices P3 C4 A4 A 1 A1

Velapi Roads Camp Caledon Road


WCP Taxi Council Parking Bellville Parking P3 C4 A4 A 1 A1

Winkelshoek Piketberg Offices P3 C4 A4 A 1 A1

Norton Rose 1,2,5,6& 40

parking bays Cape Town Offices P4 C4 A4 A 1 A1




27

Description Town Current

Use

Required

performance

standard

Condition

rating*

Accessibility

rating*

Suitability

Index

Operating

Performance

Index

Functional

Performance

Index

Waldorf Building (Floors: 1, 6-

12, Shop 10, Basement 1-3)

+147 parking and storage

Cape Town Offices P3 C4 A4 A 1 A1

* See Annexure B for details.




28

Schedule 4: Current utilisation – WCG-owned and leased-in

Programme Personnel Number of funded posts per

functional area

Applicable norm/

standard (m2) Area per m2 utilised

1: Administration Executive [1] 3 25 75

Senior Management [2] 14 20 280

Other [3] 271 12 3 252

288

3 607

2: Public Works Infrastructure Executive 1 25 25

Senior Management 15 20 300

Other 385 12 4 620

401

4 945

3: Transport Infrastructure Executive 25


Other 693 12 8 316

697

8 396

4: Transport Operations Executive 25


Other 34 12 408

38

488

5: Transport Regulation Executive 1 25 25


Other 785 12 9 420

794

9 605

6: Community Based

Programme

Executive 25


Other 56 12 672

59 732

GRAND TOTAL 2 277 27 773




29

Programme Personnel Approved posts per functional

area

Applicable norm/

standard (m2) Area per m2 utilised

GMT

Executive 25


Other 125 12 1 500

128 1 560

Source: COE database as at 13 December 2018; GMT APP 2018/19

[1] Executive: MEC, HOD and HOBs (Member of the [Provincial] Executive Council, Head of Department and Heads of Branches).

[2] Senior Management: Chief Directors and Directors

[3] All levels below SMS, average of 15m2

Note: Norms and standards derived from the Transport and Public Works “Guideline for the preparation of a U-AMP”.




30

Schedule 5: Utilisation improvement plan


Unit Assets allocated Current

utilisation

level [1]

Excess/shortage of

assets

Utilisation improvement actions

Chief Directorate: Policy

and Strategy Integration

Non-allocated on the 1st floor,

9 Dorp Street

Over Shortage – Office

accommodation.

Reconfigure 9 Dorp Street to provide for Chief Director and

Personal Assistant.

Directorate: Operational

Support

8th Floor, 9 Dorp Street Shortage – storage

space.

A universal approach in providing storage for the Department

must be determined by the Custodian.

Directorate: Strategic

Management Support

1st Floor, 9 Dorp Street Shortage – office

accommodation

Reconfigure small boardroom to make space for two staff

members SL 1-9

Directorate: Knowledge

Management

1st Floor, 9 Dorp Street Shortage – Office

space and ITC

training facility.

Provide 2 x DD + 12 SL 1-9 seats - to be accommodated

outside of registry as staff is currently seating at the Registry

(security zone).

Provide 15/20-seater ICT training facility in 9 Dorp Street.

Chief Directorate:

Financial Management

Ground floor, 9 Dorp Street Shortage – Office

accommodation &

storage space

Reconfigure ground floor, 9 Dorp Street to provide

accommodation for the Chief Director and Personal Assistant.

Directorate: Financial

Governance

6th Floor, Waldorf Building, St

Georges Mall

The current temporary arrangements at Waldorf building and

5th Floor at 9 Dorp Street are not adequate.

Directorate: Financial

Accounting

5th Floor, 1st Floor 11 Leeuwen

Street

Reconfigure Head Office to provide office accommodation,

boardrooms, breakaway rooms, store room, closed offices.

Directorate: Logistics

and Asset Management

Alfred Street Complex Shortage – Office

accommodation.

1 Cubicle suitable for 2 people

Ground floor, 9 Dorp Street Shortage – storage

space.

Require area for breaks and storage space.

Chief Directorate: Supply

Chain Management

Ground floor, 9 Dorp Street Storage space required for: tender files; LOGIS procurement

documentation; Integrated Procurement System

documentation; redundant computers; office furniture which is

earmarked for storage. Space required for breaks.

[1] Utilisation criteria: Over-utilised: when the space currently in use is greater than the usable space (allocated m2); underutilised: when the space currently in

use is less than the usable space (allocated m2).




31



Unit Assets

allocated

Current

utilisation

level [1]

Excess/shortage of

assets Utilisation improvement actions

Chief Directorate:

General Infrastructure

Directorate:

Programme/ Project

Infrastructure Delivery

6th Floor, 9 Dorp

Street

Over Shortage - Office

accommodation, Plans

Registry, storage.

New permanent accommodation is required urgently to accommodate

80 operational staff (cleaning, tea staff and workshop team). In addition,

permanent alternative space for the Plans Registry of about 220m2

None of these can be accommodated on the modernised 6th floor, new

office accommodation at 13 Dorp Street should be considered to meet

this urgent requirement.

Storage and accommodation space is required in the CBD for service

providers of statutory maintenance including HVAC, fire detection,

plumbing, general and electrical maintenance.

Alternative space is required for the recycling station currently located at

C&D garage in Dorp Street.

Technical Services:

George

Offices: George Over Shortage - Office

accommodation,

workshop and parking.

Adequate modernised office accommodation is required for the George

office on the 4th floor in York Park.

Additional space is required to accommodate the workshop near the

York Park building.

Adequate parking for Government Garage (GG) and officials' vehicles in

and around York Park.




32

Unit Assets

allocated

Current

utilisation

level [1]

Excess/shortage of


Chief Directorate:

Education

Infrastructure

Directorate:

Education

Infrastructure Policies,

Strategies and

Systems

Directorate:

Education

Programme/ Project


15th and 18th

Floor, Atterbury

House, 9

Riebeek Street

Over Shortage - Office

accommodation.

Provide new accommodation on 10th floor 27 Wale Street, to

accommodate Chief Directorate. A total of 50m2 is required to optimally

accommodate the Chief Directorate staff. 226 m2 is required to

accommodate the architects, engineers and technical admin staff. Total

area required by Chief Directorate and 2 Directorates = 1 801m2.

Additional space required including workstations at applicable standards

for new approved structure to accommodate existing staff numbers and

5 additional vacancies (Total = 5 + 99 + 22 = Grand Total 126)

A space ratification process was compiled in 2014 for a total number of

126 staff and it was established that 1801m² would be required to

accommodate Education Infrastructure Policies, Strategies and Systems.

Currently, a total number of 127 staff has been planned for and thus, the

allocation of ±1801m² should be increased to ±1900m² to cater for the

new accommodation requirements (see further down below).

10th floor of 27 Wale Street only provides ±1130m² of usable office

accommodation and this would not cater for the entire Chief

Directorate. Adjacent office accommodation (in the same building and

preferably 2 adjacent floors for efficient business procedures and service

delivery) is required in addition to the 10th floor of 27 Wale Street would

be required.

50m² is only for the office of the Chief Director and does not cater for the

Administration support staff that reports to the Chief Director. 226m² is not

sufficient to cater for the architects, engineers and technical staff across

2 directorates.




33

Unit Assets

allocated

Current

utilisation

level [1]

Excess/shortage of


Chief Directorate:

Education

Infrastructure

Directorate:

Education


Strategies and

Systems

Directorate:

Education

Programme/ Project

Infrastructure Delivery.

15th and 18th

Floor, Atterbury

House, 9

Riebeek Street

Over 58m2 required to

accommodate staff.

Metro: Staff require

360m2

Workspace support

area:

- 60m2 for

boardroom

- 32m2 for meeting

rooms

- 28m2 for storage

space (1.13m2 per 5

FTEs)

- 32m2 for

breakaway area

and kitchen (16m2

per 50 FTEs)

- 60m2 for Network

Printing Hubs (12m2

per 25 FTEs)

- 5m2 for server room.

Total area required:

1 801m2

Currently, the Chief Directorate is located on the entire 15th and about

half of the 18th floor of Atterbury House. 2 small meeting rooms, 2 normal

size meeting rooms and a boardroom are provided to the Chief

Directorate for use however for the past 2 years this space is not sufficient

for critical and efficient service delivery.

Additional kitchen facilities are to be provided as well as break-away

areas for the staff during lunch - current kitchen with break-away is not

sufficient.

Adequate breakaway and storage areas are to be provided for the

cleaning staff.

Additional store rooms for project documents are to be provided - there

is currently only 3 store rooms provided.

The Chief Directorate: Immovable Asset Management needs to revise

the space ratification in line with the business procedures and

requirements of the new structure for the Chief Directorate Education

Infrastructure.




34

Unit Assets

allocated

Current

utilisation

level [1]

Excess/shortage of


Chief Directorate:

Health Infrastructure

Directorate: Health


Strategies and

Systems

Directorate: Health

Programme/ Project


5th Floor, 9 Dorp

Street

Over

Shortage - Office

accommodation

Additional space will be required (including workstations) once OD has

finished organisational design process currently underway for Public

Works.

Reconfigure existing storerooms and printing rooms to get better

utilisation from the allocated store rooms with fitment of permanent

storage racks / opti-plan etc."

Chief Directorate:

Immovable Asset

Management

4th Floor, 9 Dorp

Street

Shortage - Storage

Space

Reconfigure Head Office, 9 Dorp Street to provide storage space.

[1] Utilisation criteria: Over utilised: when the space currently in use is greater than the usable space (allocated m2); underutilised: when the space currently in





35


Organisational re-design process underway

Unit Assets allocated

Current

utilisation

level [1]

Excess/shortage of assets Utilisation improvement actions

Chief Directorate: Road Network Management 3rd Floor, 9 Dorp Street Over

Shortage - Office

accommodation

Currently under-going OD re-design,

improvements include office

accommodation, boardrooms,

breakaway rooms, store room,

computer server room, Plan Room,

Technical Library, Back-up server room,

Fireproof Vault. Reduction of passage in

Mechanical open plan section as

discussed with Public Works as per Plan.

Directorate: Road Planning 3rd Floor, 9 Dorp Street Shortage - Office

accommodation,

Directorate: Road Design 3rd Floor, 9 Dorp Street Shortage - Office

accommodation, Plan

Room, Technical Library,

Back-up server room,

Interactive Design room

(3D design), Fireproof

Vault.

Directorate: Construction and Maintenance 2rd Floor, 9 Dorp Street Shortage - Office

accommodation

Directorate: Regional Roads Management 2nd Floor, 9 Dorp Street Shortage - Office

accommodation

Soil Laboratory (Relocation) Chiappini Street Shortage - Office

accommodation, and

delivery/loading zone

Relocate Soil Laboratory

Provincial Roads Workshop (Bellville) Workshop Bellville Shortage - Office

accommodation

Reconfigure current accommodation at

Bellville

[1] Utilisation criteria: Overutilised: when the space currently in use is greater than the usable space (allocated m2); underutilised: when the space currently in





36



Current

utilisation

level [1]

Excess/shortage of assets Utilisation improvement actions

Chief Directorate: Transport

Operations

3rd Floor, 11 Leeuwen Street Over

Shortage - Office

accommodation

Re-configure 11 Leeuwen Street Building.

Directorate: Land Transport

Development and Systems

and Freight

4th Floor, 11 Leeuwen Street


Contracts

2nd Floor, 11 Leeuwen Street


Safety

3rd Floor, 11 Leeuwen Street


Integration and Oversight

4th Floor, 11 Leeuwen Street

George Depot George depot Shortage - Depot Reconfigure the Depot






37



Current

utilisation

level [1]

Excess/shortage of


Directorate: Transport

Administration and

Licensing

2nd Floor, 9 Dorp Street,

ground floor VSSC,

Over

Shortage - Office

accommodation

Reconfigure Head Office, 9 Dorp Street to provide meeting

rooms, breakaway rooms, storeroom and Electronic National

Traffic Information System (eNaTIS) server room.

9 Dorp Street, 2nd floor: Storage space

VSSC, ground floor: revamp the current public counter to

provide for two private/closed public consultation rooms

Preferably open door from the administration side. Storage

space


Administration and

Licensing (George)

York Park Building, 4th

floor

Relocation The TAL service needs to be relocated to the ground floor.

Directorate: Operator

Licensing Adjudication

(OLA)

VSSC: half of the

Ground Floor (Sharing

Space), 1st and 2nd Floor.

Shortage - Office

accommodation

Reconfigure VSSC 1st Floor to provide factory. Reinforce a floor

to provide strong room for storage of adjudication documents

Directorate: Operator

Licensing and Permits (OLP)

VSSC: half of the

Ground Floor (sharing

space), 1st and 2nd Floor.

Reconfigure VSSC ground floor to provide service interface, 2nd

and 3rd floor to provide additional office space.

Directorate: Provincial

Transport Registrar

Offices - Head Office Reconfigure VSSC 4th floor to provide additional

accommodation for the Registrar.

Chief Directorate: Traffic

Management

2nd Floor, 35 Wale Street Construct new office accommodation at the Gene Louw Traffic

College to provide for optimal office accommodation of the

Chief Directorate support staff. The Directorate Road Safety

Management to be relocated to Parow, where the Brackenfell

Traffic Centre is currently located, and in turn relocate the

Brackenfell Traffic Centre to the existing prefabs at the Gene

Louw Training College. Prefabs to be upgraded and re-

modelled to accommodate 60 operational and 15 support staff.




38


Current

utilisation

level [1]

Excess/shortage of


Directorate: Road Safety

Management -

Vredenburg/ Saldanha Bay

Offices - Saldanha Reconfigure existing accommodation at current traffic centre

offices to provide optimal office accommodation. 1 x ASD (SL

9), 1 x Principal Road Safety Officer (SL 8) and 1 x Road Safety

Officer (SL 7) needs to be accommodated.

Metro: Somerset West

Traffic Centre at Vangate

Inspection centre

Somerset West

Additional space is needed for a back office.

Additional storage space is needed.

Security upgrading is needed.

Reconfigure the VSSC to provide for adequate vehicle

inspection space.

Brackenfell Traffic Centre

(currently situated in

Parow)

Traffic centre Shortage - Office

accommodation

Revamp the current mobile structures at Gene Louw College to

accommodate the Brackenfell traffic centres staff currently

located in Parow. Additional space is needed for staff at Paarl

(satellite office). Additional space is needed at Radio Control

Centre for 24/7 operation. A backup radio facility is needed at

Tygerberg.

N2/ Southern Cape George shadow centre Office accommodation for 3 road safety officers or alternatively

be accommodated at the York Park Building.

Directorate: Traffic Training Brackenfell Shortage - indoor

shooting range

Reconfigure Gene Louw Traffic College to provide indoor

shooting range – In progress.

Gene Louw Traffic Centre Brackenfell Shortage – skid pan Reconfigure Gene Louw Traffic College to provide skid pan – In

progress

Chief Directorate: GMT Offices - Head Office Shortage - Office

accommodation

Phase-in the relocation of the GMT Offices to 3 Rusper Street,

Maitland.






39


Unit Assets allocated Current utilisation

level [1] Excess/shortage of assets

Utilisation improvement

actions

Chief Directorate: EPWP 17th Floor, Atterbury

House, 9 Riebeek

Street

Optimal –

Decanting

accommodation

Shortage - Office accommodation and storage

space

Provide office

accommodation and

storage space for the

Directorate: Professional

Development

Accommodation is

optimal at various

regional offices.

Directorate: EPWP CIIE*

Directorate: EPWP

Coordination

Shortage - Office accommodation

Regional Offices: CIIE


Development

Over Shortage - office accommodation and storage

space.



* Construction Industry Innovation and Empowerment.




40

Schedule 6: Gap analysis


Optimal Assets Gap between optimal assets and currently

utilised assets

Quantified need statement Priority

1=high

10=low

Office

accommodation

Reconfigure accommodation at 9 Dorp

Street, Cape Town for Chief Directorate:

Policy and Strategy Integration

Provide office accommodation for the Chief Director and Personal

Assistant.

1

Reconfigure existing accommodation at 9

Dorp Street Cape Town for Chief Directorate:

Financial Management

New appointments, accommodation required for Chief Director and

Personal Assistant. Storage space of 4m x 8m is needed.

1


Dorp Street Cape Town for Directorate:

Financial Governance

Currently accommodated at Waldorf and 9 Dorp Street buildings.

Provide optimal accommodation for 61 staff members where 30 of these

are auditors to be accommodated for 10 months annually. Three closed

offices (Assurance Services, Payrolls and Payment Vouchers and Fraud

and Loss Control) required for confidentiality.

Storeroom facilities consisting of:

- 1 financial year expenditure vouchers

- 1 financial year Payroll report

- Safe

- Reserve stock face value forms

1


Dorp Street Cape Town for Directorate:

Financial Accounting

Currently 64 staff members are accommodated at 9 Dorp Street,

including four interns. Centralised accommodation is required. Two

closed offices (Banking, Cash and Salaries) are required for reasons of

confidentiality.

1

Reconfigure existing accommodation at

Alfred Street Complex Cape Town for

Directorate: Logistics and Asset

Management

1 Cubicle suitable for 2 people.

Storage space and area for breaks.

1

Storage space Reconfigure storage space at 9 Dorp Street,

Cape Town for the Directorate: Operational

Support

Storage for events equipment (double the space at 9 Dorp Street, 8th

floor).

1




41

Optimal Assets Gap between optimal assets and currently

utilised assets


1=high

10=low

Reconfigure storage space at 9 Dorp Street,

Cape Town for the Chief Directorate: Supply

Chain Management

Storage space required for: tender files; LOGIS procurement

documentation; Integrated Procurement System documentation;

redundant computers; office furniture which is earmarked for storage.

Space required for breaks.

1

Additional desks Reconfigure 9 Dorp Street for the

Directorate: Strategic Management Support

Provide two extra desks with internet and telephone connection cables

to cater for additional staff members between SL* 1-9.

1

Office

accommodation

and ICT Training

facility

Reconfigure 9 Dorp Street for the

Directorate: Knowledge Management

Provide 2 x DD + 12 SL 1-9 seats - to be accommodated outside of

registry as staff is currently seating at the Registry (security zone).

Provide 15/20-seater ICT training facility in 9 Dorp Street.

1

SL – salary level.




42



Optimal

Assets

Gap between optimal assets and currently

utilised assets


1=high

10=low

Head Office

accommodation in

the Cape Town CBD


Dorp Street Cape Town to accommodate

Chief Directorate: Immovable Asset

Management

Storage space required (20m2) and rest rooms. 2

Reconfigure 6th floor at 9 Dorp Street Cape

Town to accommodate:

Chief Directorate: General Infrastructure

Directorate: Programme/ Project Infrastructure

Delivery-General

New permanent accommodation is required urgently to

accommodate facility operational staff of 80 people

(cleaning, tea staff and workshop team).

6th floor capacity is inadequate to accommodate the need

1

New office

accommodation at

13 Dorp Street should

be considered to

meet this urgent

requirement.




43

Optimal

Assets

Gap between optimal assets and currently

utilised assets


1=high

10=low

Head Office

accommodation in

the Cape Town CBD

Reconfigure 6th floor at 9 Dorp Street Cape

Town to accommodate:

Chief Directorate: General Infrastructure

Directorate: Programme/ Project Infrastructure

Delivery-General

In addition, permanent alternative space for the Plans

Registry of about 220m2


1

Storage and accommodation space is required in the CBD

for service providers of statutory maintenance including

HVAC, fire detection, plumbing, general and electrical

maintenance.


2

Alternative space is required for the recycling station

currently located at C&D garage in Dorp Street.

3

Technical Services: George Adequate modernised office accommodation is required

for the George office on the 4th floor in York Park.

Additional space is required to accommodate the workshop

near the York Park building.

Adequate parking for GG and officials' vehicles in and

around York Park.

1

Provide accommodation for the Chief

Directorate: Education Infrastructure

Currently, Education Infrastructure has planned for a total

number of 127 staff and therefore, the allocation of ±1801m²

should be increased to ±1900m² to cater for the new

accommodation requirements.

Immovable Asset Management to revise the space

ratification to be in line with the business procedures and

requirements of the new structure for the Chief Directorate

Education Infrastructure.

1


Dorp Street Cape Town to accommodate

Chief Directorate: Health Infrastructure

Reconfigure existing storerooms and printing rooms to get

better utilisation from the allocated store rooms with fitment

of permanent storage racks / opti-plan etc."

Additional space will be required (including workstations)

once the organisational design process has been

concluded for Public Works.

1




44



Optimal assets Gap between

optimal assets

and currently

utilised assets


1=high

10=low

Head Office

accommodation

in the Cape

Town CBD

Reconfigure

existing

accommodation

at 9 Dorp Street

Cape Town for

Directorate:

Road Design

The office space required.

• Current staff 45 with 25 additional in recruitment.

• 24 staff currently seconded and due for return within 12 months

• 12 full time consultants in Dorp Street, 24 scattered between Loop Street and other locations.

At least two boardrooms are needed of about 6 m x 4 m each, a total of 48m2.

The Plan Room on the 1st Floor 9 Dorp Street should be adequate for future use (nearly 200m2).

Backup server room space of 12m2needed.

Fireproof Vault of 8 m x 4 m needed.

Interactive room (3D Design)

1

3rd Floor, 9 Dorp

Street, Cape

Town

Reconfigure the plugs and network points; procurement of desks to optimally accommodate staff;

minor reconfiguration to accommodate new and existing staff of the Chief Directorate. Relocate staff

currently located at 140 Loop Street to the 3rd floor.

Construction of a server room.

1

Oudtshoorn DRE Reconfigure

existing

accommodation

at Oudtshoorn

DRE

Upgrade the lab. 1

Soil Laboratory Soil Laboratory

(Relocation)

The lab requirements need to be re-evaluated in line with the new proposed organisational structure. 2




45


Optimal assets Gap between optimal assets and currently

utilised assets


1=high

10=low

Head Office

accommodation

in the Cape

Town CBD


Leeuwen Street Cape Town to provide for the

entire Programme.

Redesign is required in line with the Programme staff establishment and the new

ITIH

1

Expanding the extent of the George Depot

by approximately 7 000 m²

The following is required: Filling of ground, paving the extent of expansion,

moving current fencing to extent of expansion, additional fencing.

New accommodation for one (1) person is required.

1




46


Optimal assets Gap between optimal assets and

currently utilised assets Quantified need statement

Priority

1=high

10=low

Head Office

accommodation

in the Cape

Town CBD

Provide accommodation for staff of

the Directorate: Transport

Administration and Licensing.

A total 55 staff members are currently accommodated at 9 Dorp Street (2nd

Floor).

2 x conference facilities are required for 10-15 people each.

2 x store rooms are required.

1 x eNaTIS server room is required.

Two additional workstations and a breakaway room are required on the

Ground Floor, 9 Dorp Street (Walk-In Centre)

1 x storage space

2

VSSC VSSC, ground floor: revamp the current public counter to provide for two

private/closed public consultation rooms Preferably open door from the

administration side. Storage space

1



Administration and Licensing: Metro.

This office was supposed to be

accommodated at VSSC as staff are

allocated subsidised/GG vehicles

(provision for parking is required)

A total of 16 staff are currently accommodated in Metro area

1 x store room is required.

2 x counselling rooms are required to discuss confidential cases with members

of the public.

To stand over

until new posts

are created

with 2013

revised staff

establishment

can be funded

and filled.



Administration and Licensing: West

Coast

(Provision to be made at the new

planned shared office

accommodation,

Vredenburg/Vredendal)

A total of 6 staff members are currently accommodated in the West Coast

region.

1 x store room is required (Malmesbury).

1 x counselling room is required to discuss confidential cases with members of

the public.




47



Priority

1=high

10=low



Administration and Licensing: Cape

Winelands/ Overberg.

(Provision to made at Paarl/Caledon

shared office accommodation)

A total of 6 staff members are currently accommodated in the Cape

Winelands/ Overberg region.

1 x store room is required (Paarl).


the public.



Administration and Licensing: Garden

Route / Central Karoo.

A total of 7 staff members are currently accommodated in the Eden/ Central

Karoo region.

1 x store room is required (George).


the public (George).

2


the Chief Directorate: GMT

Complete construction phases of 3 Rusper Street, Maitland to accommodate

GMT.

1

Directorate: GMT Technical Hub in

George.

Custodian to complete construction of the Hub currently underway 1

VSSC

Accommodation


the Directorate: OLA.

A suitable conference facility for 10 to 20 people and a storeroom are

required.

A tribunal room for up to 100 people is required.

2


the Directorate: OLP.

3 x conference facilities for 20 people each are required.

2 storerooms are required.

A filing room and an archive room are required.

A rest room is required.

1


the Directorate: OLP Garden Route

Region, George.

1 storeroom and 1 conference facility for 10-15 people are required.


the Directorate: OLP West Coast

Region, Piketberg.





48



Priority

1=high

10=low


the Directorate: Provincial Transport

Registrar

2 x conference facilities (on the ground floor as the meetings are always under

harsh conditions) for 12-15 people and a store room are required.

New office

accommodation


Management

Construct new office accommodation at the Gene Louw Traffic College to

provide for optimal office accommodation of the Chief Directorate support

staff. The Directorate Road Safety Management to be relocated to Parow,

where the Brackenfell Traffic Centre is currently located, and in turn relocate

the Brackenfell Traffic Centre to the existing prefabs at the Gene Louw Training

College. Prefabs to be upgraded and re-modelled to accommodate 60

operational and 15 support staff.

1

All traffic centres. Research and development A service delivery model for Traffic Management is required to analyse

possible modes of delivery which in turn will determine suitable locations of

traffic centres and related services. Direction signs indicating location of all

traffic centres are required.

1

Brackenfell

Traffic Centre

Relocate Brackenfell traffic Centre

from Parow to Mobile structure at

Gene Louw College

Revamp the current mobile structures at Gene Louw College to

accommodate the Brackenfell traffic centres staff currently located in Parow.

Additional space is needed for staff at Paarl (satellite office). Additional space

is needed at Radio Control Centre for 24/7 operation. A backup radio facility is

needed at Tygerberg.

1

Road Safety

Management

Head Office

Relocate Directorate: Road Safety

Management staff currently located

at 35 Wale Street to Parow

Utilised the same premises where Brackenfell traffic Centre occupies in Parow

to relocate Directorate: Road Safety Management

1

Road Safety

Management -

District/ Regional

office

accommodation

West Coast


the Directorate: Road Safety

Management - Vredenburg/

Saldanha Bay.

Reconfigure existing accommodation at current traffic centre offices to

provide optimal office accommodation. 1 x ASD (SL 9), 1 x Principal Road

Safety Officer (SL 8) and 1 x Road Safety Officer (SL 7) needs to be

accommodated.

1

Upgrading traffic

centres

Metro: Somerset West Traffic Centre

at Vangate.




Reconfigure the VSSC to provide for adequate vehicle inspection space.

2




49



Priority

1=high

10=low

N1/ West Coast Region. Laingsburg Traffic Centre needs to be relocated due to limited office space.

Worcester Traffic Centre currently situated in town needs to be relocated to

the N1.

Vredenburg Traffic Office needs to be relocated as the WCG-owned building

it currently occupies is located far from the N7.

The Vredendal Traffic Centre needs to be relocated.

Office space or satellite office space is needed in Citrusdal as an extension of

Vredendal.

N2/ Southern Cape Office facilities at Caledon need improvements.

New offices are needed at Barrydale/ Hermanus.

There is a need to establish a radio control room in George.

Office accommodation for 3 road safety officers or alternatively be

accommodated at the York Park Building.

Gene Louw

Training

Academy

Indoor shooting range In Progress 1

Advanced driver training

(construction of skid pan)

In progress 1

Agility Track The surface of current agility track at Gene Louw Traffic College needs an

upgrade. The surface is an even which leads to injuries. It is required that the

agility track be included into the asset register and the surface be upgraded

to ensure proper utilization as part of the Traffic Officer Curriculum.

1




50


Optimal assets Gap between optimal assets and currently

utilised assets

Quantified need statement 2019/20

priority

Head Office

accommodation

in the Cape

Town CBD


27 Wale Street Cape Town for Chief

Directorate: EPWP

Staff currently located at a decanting space at 17th Floor Atterbury House.

Three storerooms are needed.

1


27 Wale Street Cape Town for Directorate:

Professional Development

Staff currently located at decanting space, 17th Floor, Atterbury House.

Additional office accommodation for 19 staff members and 2 graduate

interns.

Storage space required with the following specifications:

• Marketing material that includes, gazebos, fold-up tables and chairs, table

cloths, various pop up banners, display items for posters, application forms,

pamphlets, branded items for distribution at youth events, etc.

• Equipment for marketing, partnership liaison and campus meetings with

bursars, i.e. mobile printer, three laptops, projectors, for safekeeping in a

steel cabinet.

• Bursary application forms that contain private information (last 2 years prior

to archiving).

• Photo frames and gold paper for award ceremonies (+200).

• Bulk paper for peak time printing.

• Numerous files, partner company agreements, etc.

• Binding machines.

• First aid kits required for campus visits and events.

• Annual MiSS Committee reports and historical data since 2006 for statistical

purposes.




51

Schedule 7: Asset plan


Unit Projected demand

(location, projected staff, indicative area (m2)

Budgeted full

accommodation costs

2019/20 2019/20 2020/21

Chief Directorate: Policy and Strategy

Integration

Provide office accommodation for the Chief Director and personal assistant. To be determined by

Custodian

Directorate: Operational Support Storage for events equipment (double the space at 9 Dorp street).

Directorate: Strategic Management

Support

Provide two extra desks with connection cables to cater for additional staff members

between SL 1-9

Directorate: Knowledge Management Provide 2 x DD + 12 SL 1-9 seats - to be accommodated outside of registry as staff is

currently seating at the Registry (security zone). Provide 15/20-seater ICT training facility in

9 Dorp Street.

Directorate: Financial Governance Currently accommodated at NBS Waldorf and 9 Dorp Street buildings. Provide optimal

accommodation for 61 staff members where 30 of these are auditors to be

accommodated for 10 months every year. Three closed offices (Assurance Services,

Payrolls and Payment Vouchers, and Fraud and Loss Control) are required for reasons of

confidentiality. Storeroom facilities consisting of; 1 financial year expenditure vouchers; 1

financial year payroll report and a safe. A reserve stock face value forms.

Directorate: Financial Accounting Currently 64 staff accommodated at 9 Dorp Street including four interns. Centralised

accommodation required. Two closed offices (Banking and Cash and Salaries) required

for confidentiality.

Directorate: Logistics and Asset

Management

Storage space and area for breaks.

1 Cubicle suitable for 2 people.

Chief Directorate: Supply Chain

Management

Storage space required for: tender files; LOGIS procurement documentation; Integrated

Procurement System documentation; redundant computers; office furniture which is

earmarked for storage. Space required for breaks.




52





Budgeted full

accommodation costs

2019/20 2019/20 2020/21

Directorate: Technical

Services: George

Adequate modernised office accommodation is required for the George office on the 4th floor in

York Park.

Additional space is required to accommodate the workshop near the York Park building.

Adequate parking for GG and officials' vehicles in and around York Park.

To be determined by

Custodian

Chief Directorate: General

Infrastructure

Directorate: Programme/

Project Infrastructure Delivery-

General

New permanent accommodation is required urgently to accommodate facility operational staff

of 80 people (cleaning, tea staff and workshop team). In addition, permanent alternative space

for the Plans Registry of about 220m2

None of these can be accommodated on the modernised 6th floor, new office accommodation

at 13 Dorp Street should be considered to meet this urgent requirement.

Storage and accommodation space is required in the CBD for service providers of statutory

maintenance including HVAC, fire detection, plumbing, general and electrical maintenance.

Alternative space is required for the recycling station currently located at C&D garage in Dorp

Street.

Chief Directorate: Education

Infrastructure

Directorate: Education


Strategies and Systems

Directorate: Education

Programme/ Project

Infrastructure Delivery.

A space ratification was compiled in 2014 for a total number of 126 staff and it was established

that 1801m² would be required to accommodate Education Infrastructure. Currently, Education

Infrastructure has planned for a total number of 127 staff and therefore, the allocation of ±1801m²

should be increased to ±1900m² to cater for the new accommodation requirements.

The Chief Directorate: Immovable Asset Management needs to revise the space ratification to be

in line with the business procedures and requirements of the new structure for the Chief

Directorate Education Infrastructure.




53



Budgeted full

accommodation costs

2019/20 2019/20 2020/21

Chief Directorate: Health

Infrastructure

Directorate: Health


Strategies and Systems

Directorate: Health

Programme/ Project


Reconfigure existing storerooms and printing rooms to get better utilisation from the allocated

store rooms with fitment of permanent storage racks / opti-plan etc."

Additional space will be required (including workstations) once OD is finished organisational

design process currently underway for Public Works.

To be determined by

Custodian

Chief Directorate: Immovable

Asset Management

4th Floor, 9 Dorp Street, Shortage - Storage Space Reconfigure Head Office, 9 Dorp Street to

provide storage space.




54





Budgeted full

accommodation costs

2019/20 2019/20 2020/21

Directorate: Road Design Office space required.

• Current staff 45 with 25 additional in recruitment

• 24 staff currently seconded and due for return within 12 months

• 12 full time consultants in Dorp Street, 24 scattered between Loop Street and other

locations.

At least two boardrooms are needed of about 6 m x 4 m each, a total of 48m2.

The Plan Room on the 1st Floor 9 Dorp Street should be adequate for future use (nearly 200m2).

However, the Plan Room can only be moved if alternatively, accommodated.

Backup server room space of 12m2needed.

Fireproof Vault of 8 m x 4 m needed.

Interactive room (3D Design)

To be determined by

Custodian

Soil Laboratory (Relocation) The lab requirements need to be re-evaluated in line with the new proposed organisational

structure.




55




Budgeted full

accommodation costs

2019/20 2019/20 2020/21


Operations

Currently located at 11 Leeuwen Street. Office accommodation is required for CD, Personal

Assistant and Office Manager.

To be determined by

Custodian


Development and Systems

and Freight

Staff members are currently located on the 4th floor at 11 Leeuwen Street.

In total (Chief Directorate and Directorates) 70 permanent staff members (excluding current and

future interns) need to be accommodated in 11 Leeuwen Street, and this may require

reconfiguration of the floor layouts.


Contracts

A total staff complement of 15 are accommodated on the 2nd floor at 11 Leeuwen Street.

Redesign is required. The current layout will provide insufficient space for all staff members of both

Directorates.


Safety, the Project Office and

Chief Director’s office.

A total staff complement of 20 needs to be accommodated.

Currently staff members are occupied on 3rd Floor, 11 Leeuwen Street.

Redesign is required.


Integration and Oversight

Staff members are currently accommodated on the 4th Floor, 11 Leeuwen Street.

Redesign/ reconfiguration of the office layout are needed.




56




Budgeted full

accommodation costs

2019/20 2019/20 2020/21


Regulation

Reconfigure existing accommodation at 9 Dorp Street. This is a new component. Accommodation

is needed for a total of 12 staff members. Four staff members are already accommodated on 4th

Floor, 11 Leeuwen Street, along with staff of Land Transport Development, Systems and Freight.

To be determined by

Custodian


Administration and Licensing

The total of 55 staff members are currently accommodated at 9 Dorp Street (2nd Floor).

2 x conference facilities for 10-15 people are required.

2 x store rooms are required.

1 x eNaTIS server room is required.

Two additional workstations and a breakaway room are required at Ground Floor, 9 Dorp Street

(Walk-In Centre).

At VSSC the board room of the Licence Inspectorate must be converted into a smaller counselling

room for confidential discussions with debtors, whilst the rest of the current board room area will

address the limited (cramped up) space of the main adjacent office where there are 6

workstations.

The public counter area of the Licence Inspectorate may be re-allocated to the PRE.


Administration and Licensing:

Metro

A total of 16 staff members are currently accommodated in the Metro area.

1 x store room is required.

2 x counselling rooms are required to discuss confidential cases with members of the public. To stand over until new

posts created with 2013

revised staff

establishment are

funded and filled.



West Coast

A total of 6 staff members are currently accommodated in the West Coast region.

1x store room is required (Malmesbury).

1 x counselling room is required to discuss confidential cases with members of the public.



Cape Winelands/ Overberg

A total of 6 staff members are currently accommodated in the Cape Winelands/ Overberg

region.

1 x store room is required (Paarl).

1 x counselling room is required to discuss confidential cases with members of the public




57



Budgeted full

accommodation costs

2019/20 2019/20 2020/21



Garden Route / Central

Karoo

A total of 12 staff members are currently accommodated in the Garden Route/ Central Karoo

region.

1 x store room is required (George).

1 x counselling room is required to discuss confidential cases with members of the public

(George).

To be determined by

Custodian

Directorate: GMT Complete construction phases of the 3 Rusper Street, Maitland to accommodate GMT

Directorate: GMT, Technical

Hub in George

Complete construction of the GMT Technical Hub in George


Management

Construct new office accommodation at the Gene Louw Traffic College to provide for optimal

office accommodation of the Chief Directorate support staff. The Directorate Road Safety

Management to be relocated to Parow, where the Brackenfell Traffic Centre is currently located,

and in turn relocate the Brackenfell Traffic Centre to the existing prefabs at the Gene Louw

Training College. Prefabs to be upgraded and re-modelled to accommodate 60 operational and

15 support staff.

Directorate: OLA Reconfiguration and refurbishment is required.

A suitable conference facility for 10 to 20 people and a storeroom are required.

A tribunal room for up to 100 people is required.

Directorate: OLP Reconfiguration and Refurbishment is required.

3 x conference facilities for 20 people each are required.

2 storerooms are required.

A filing room and archive room are required.

A rest room is required.

Directorate: OLP Garden

Route Region: George

Reconfiguration and refurbishment is required.


Directorate: OLP West Coast

Region: Piketberg


Directorate: Provincial

Transport Registration

conference facilities for 12-15 people and a storeroom are required.




58



Budgeted full

accommodation costs

2019/20 2019/20 2020/21


Management

Construct new office accommodation at the Gene Louw Traffic College to provide for optimal

office accommodation of the Chief Directorate support staff.

To be determined by

Custodian

Brackenfell Traffic Centre

(currently situated in Parow)

Revamp the current mobile structures at Gene Louw College to accommodate the Brackenfell

traffic centres staff currently located in Parow. Prefabs to be upgraded and re-modelled to

accommodate 60 operational and 15 support staff.

Directorate: Road Safety The Directorate Road Safety Management to be relocated to Parow, where the Brackenfell Traffic

Centre is currently located.

Directorate: Road Safety

Management - Vredenburg/

Saldanha Bay

Reconfigure existing accommodation at current traffic centre offices to provide optimal office

accommodation. 1 x ASD (SL 9), 1 x Principal Road Safety Officer (SL 8) and 1 x Road Safety

Officer (SL 7) needs to be accommodated.

Metro: Somerset West Traffic

Centre at Vangate




Reconfigure the VSSC to provide for adequate vehicle inspection space.

N1/ West Coast Region Additional space is needed for staff at Paarl (satellite office). Additional space is needed at Radio

Control Centre for 24/7 operation. A backup radio facility is needed at Tygerberg. Laingsburg

Traffic Centre needs to be relocated due to limited office space.

Worcester Traffic Centre situated in town needs to be relocated to the N1. Investigate renting the

Ultra City site when it relocates further down the N1.

Vredenburg Traffic Office needs to be relocated as the WCG-owned building it currently

occupies is far from the N7.

The Vredendal Traffic Centre located on the third floor needs to be relocated. Office space or a

satellite office is needed in Citrusdal as an extension of Vredendal.

N2/ Southern Cape Improvement of office facilities is needed at Caledon.

New offices are needed at Barrydale/ Hermanus.

There is a need to establish a radio control room in George.

Office accommodation for 3 road safety officers or alternatively be accommodated at the York

Park Building.

All traffic centres Direction signs indicating location of traffic centres are needed.




59




Budgeted full

accommodation costs

2019/20 2019/20 2020/21

Directorate: EPWP CIIE Staff members are currently located at, 17th Floor Atterbury House.

Three storerooms are needed.

To be determined by

Custodian

Directorate: EPWP Coordination

and Compliance

Staff members are currently located at 17th Floor Atterbury House.

40 m2 of storage space is required.


Development

Staff members are currently located at decanting space, 17th Floor Atterbury House.

Additional office accommodation for 19 staff members and 2 graduate interns.

Storage space required with the following specifications:

• Marketing material that includes, gazebos, fold-up tables and chairs, table cloths, various

pop up banners, display items for posters, application forms, pamphlets, branded items for

distribution at youth events, etc.

• Equipment for marketing, partnership liaison and campus meetings with bursars, i.e. mobile

printer, three laptops, projectors, for safekeeping in a steel cabinet.

• Bursary application forms that contain private information (last 2 years prior to archiving).

• Photo frames and gold paper for award ceremonies (+200).

• Bulk paper for peak time printing.

• Numerous files, partner company agreements, etc.

• Binding machines.

• First aid kits required for campus visits and events.

Annual MiSS Committee reports and historical data since 2006 for statistical purposes.

Directorate: EPWP CIIE Regional

Offices

Staff members of this Directorate are located in Ceres, George, Beaufort West, Grabouw and

Saldanha. Accommodation is optimal at these facilities.




60

Schedule 8: New asset requirements

Town Description Details

Cape Town New Office Building Provide newly constructed office building to make provision for the new proposed organisational structure

of the Chief Directorate: Road Network Management

Brackenfell New Office and traffic centre Provide newly constructed building at Gene Louw College to accommodate head office staff and

relocation of the Brackenfell traffic centre from the Parow

Caledon Traffic centre Acquire accommodation for the relocation of the Caledon traffic centre. Need accommodation to

relocate traffic centre possibility of utilising a shared office building for a small-scale Beaufort West model.

Worcester Traffic centre

impound facility

Custodian to conduct urgent feasibility study of acquiring the Shell Ultra-City site for the relocation of the

Worcester office.

Laingsburg Traffic centre Acquire accommodation for the relocation of the Laingsburg traffic centre and need to be located close

to the N1. Current condition of the building is not user friendly.

Leeu Gamka Traffic centre Currently no accommodation. Need to acquire new accommodation at the same location as the

Department of Health, Emergency Medical Services station in Leeu Gamka for a small-scale Beaufort West

model.

Oudtshoorn Traffic centre Acquire accommodation for the relocation of the Oudtshoorn traffic centre. Current condition of the

building is not user friendly.

Mossel Bay Traffic centre

Impound facility

Acquire accommodation for the relocation of the Mossel Bay traffic centre. Will be part of the shared office

buildings on the ground floor as this is better access for the public.

Van

Rhynsdorp

Traffic centre Vredendal centre to be relocated to the Van Rhynsdorp for a small-scale Beaufort West model. Acquire

accommodation to relocate closer to the N7, to service the international corridor towards Namibia.

Citrusdal Traffic centre No traffic centre is located between the existing Vredendal and Vredenburg office. Acquire new traffic

centre in Citrusdal for a small-scale Beaufort West model.

Barrydale Traffic centre No traffic centre in place between the existing Worcester and Oudtshoorn office. Acquire new traffic centre

in Barrydale for a small-scale Beaufort West model.

Swellendam Impound facility Require Impound facility

Rawsonville Impound facility Impound facility




61

Town Description Details

Brackenfell Office accommodation

Traffic centre

Construct new office accommodation at Gene Louw Traffic College for the relocation of Chief Directorate:

Traffic Management.

Relocation of the Brackenfell traffic centre from Parow to revamped mobile structures at Gene Louw Traffic

College.

Ceres Ceres Road Camp Reconfigure for efficiency

George GMT Regional Office and

vehicle holding site in George

The current GMT Regional office is operating from a small office in the EMS Rescue base in George, with

parking space for only two government vehicles utilised by the staff. There is a need for office

accommodation for seven (7) GMT officials and parking for 160 vehicles.

Cape Town GMT Cape Town Office

Accommodation

Provide office accommodation in phased manner as part of the strategy to relocate GMT Cape Town and

Paarden Eiland to 3 Rusper Street, Maitland.

Maitland GMT Maitland Rusper Street

vehicle holding facility To provide a solution to accommodate 750 additional parking spaces adjacent to 3 Rusper Street, Maitland




62

Schedule 9: Rehabilitation, Renovations and Refurbishments

Please see “Section 4: Refurbishment plan”

Project name Town

IDMS

Stage/Project

Status

Total

project cost

Total

expenditure

(until 31

March 2019)

Total

available

MTEF forward

estimates

R’000 R’000 2019/20 2020/21 2021/22

R’000 R’000 R’000

Modernisation 9 Dorp Street (6th Floor) Cape Town Works

Completed 24 780 22 700 2 080 - -

Modernisation 9 Dorp Street (7th Floor) Cape Town Infrastructure

Planning 23 352 853 3 293 18 706 500

Modernisation 9 Dorp Street (8th & 9th Floor) Cape Town Infrastructure

Planning 32 576 3 713 28 545 318

Modernisation 9 Dorp Street (enablement work ground, 4th

and 8th floors) Cape Town

Works

Completed 5 023 5 023 - - -

Modernisation 9 Dorp Street Atrium Phase 2 Cape Town Works 2 368 800 1468 100

Modernisation York Park Ground and First Floor George Works

Completed 41 713 35 536 5 347 830 -

Modernisation York Park Master Plan and 4th Floor George Infrastructure

Planning 25 000 200 3 000 20 000 1 800

GMT Rusper Street – Office Accommodation – Phase 2 Maitland Procurement

Planning 100 795 12 538 46 130 41 466 661

13 Dorp Street Precinct Cape Town Infrastructure

Planning - - 400 - -

Modernisation-(Minor)- Gene Louw Traffic College Bellville Works

Completed 9 410 7 435 1 975 -




63

Project name Town

IDMS

Stage/Project

Status

Total

project cost

Total

expenditure

(until 31

March 2019)

Total

available

MTEF forward

estimates

R’000 R’000 2019/20 2020/21 2021/22

R’000 R’000 R’000

Modernisation- Gene Louw Traffic College: Shooting Range Bellville Infrastructure

Planning 14 436 1 482 11 044 1 908 -

Mossel Bay SSC Mossel Bay Works 58 680 11 000 30 343 16 337 1 000




64

Schedule 10: Assets identified for surrender (WCG-owned)

Town Asset description Surrender rationale Date to be surrendered to

Custodian

Potential contingent liabilities

(contractual obligations)

Cape Town N2 Mobile Traffic Law Enforcement

Satellite Office

Safety and security risks immediately None




65

Schedule 11: Repair requirements

Asset Repair description Status

R' million

Comment Total

Estimated

Cost

2019/20 2020/21 2021/22

Alfred Street complex. General Maintenance including electrical, fire,

accessibility, security and OHS compliance. (Block B

stores)

Planning. 20 15 5 -

-

Replace the roof and ceilings. (All buildings) Planning. 10 5 5 - Shared Office

Building.

Chiappini Street Soil

Laboratory.

General Maintenance including electrical, fire,

accessibility, security and OHS compliance as well

as repairs to roofs, prefab laboratories and parking

area. (This should be considered in context of

possible relocation of the lab)

Planning. 11 11 - - -

Ceres DRE. General Maintenance including electrical, fire,


as repairs to roofs and air conditioning.

Replace/repair prefab building structures.

Procured. 3 3 - - Leased-in

building.

Ceres road camps

and houses.

General maintenance to houses. Proper

infrastructure at the various satellite offices (road

camps) This infrastructure should consist of locker

room/s, meeting room/ administrative office, stores,

toilet/ shower facilities as well as liveable sleeping

facilities for “roaming construction teams”.

Likely to relocate by the middle of November 2019.

The new location can accommodate the staff from

the DRE office and supporting teams from the area

and the staff from Cape Winelands District

municipality.

Associated road camps

Malmesbury; Hopefield; Piketberg; Clanwilliam;

Klawer and Vanrhynsdorp.

Planning. 15 3 6 6 -




66


R' million

Comment Total

Estimated

Cost

2019/20 2020/21 2021/22

Oudtshoorn DRE

Office.

Parking area to be paved and replace sewer

reticulation system. Planning. 3.5 3.5 - - -

Oudtshoorn

road camps and

houses.

General maintenance to houses. Proper

infrastructure at the various satellite offices (road

camps) This infrastructure should consist of locker

room/s, meeting room/ administrative office, stores,

toilet/ shower facilities as well as liveable sleeping

facilities for “roaming construction teams”.


Laingsburg; Prins Albert; Klaarstroom; Leeu Gamka;

Beaufort West; De Rust; Uniondale; Plettenberg Bay;

George; Oudtshoorn and Ladismith.


Paarl DRE. General Maintenance including electrical, fire,



Replace/repair prefab building structures.


Paarl office

accommodation,

roads camps and

houses.

General maintenance to houses.

Proper infrastructure at the various satellite offices

(road camps). This infrastructure should consist of

locker room/s, meeting room/ administrative office,

stores, toilet/ shower facilities as well as liveable

sleeping facilities for “roaming construction teams”.


Botrivier; Caledon; Stanford; Napier; Worcester;

Ashton; Swellendam and Barrydale

Bellville Mechanical

Workshop.




Replace/repair prefab building structures and

provide ablution and kitchen facilities

Planning. 10 10 - - -




67


R' million

Comment Total

Estimated

Cost

2019/20 2020/21 2021/22

Vangate Shared

Service Centre.

Re-organise the front desk to provide professional

image. Revamp storeroom into an archive facility

to address filing challenge. General maintenance

and address defects on entire building including

water proofing, floor coverings, mechanical,

electrical and structural.

Scoping. 15 5 10 - Shared Office

Building

GMT Warehouse

Maitland.

Critical

Install an overhead sprinkler system. Install the

required emergency key boxes/ push bar locks to

allow easy access to evacuation routes in the

event of an emergency, evacuation signs.

Replace loose/ unstable vibracrete pillars and

slabs.

Scoping. 2.5 2.5 - - -

GMT Hope Street General Maintenance including electrical, fire,

accessibility, security and OHS compliance.

Replace/repair main sewer line.

Scoping. 2.5 2.5 - - -

GMT Roeland Street General Maintenance including electrical, fire,

accessibility, security and OHS compliance. Scoping. 4 4 - - -

Piketberg: Provincial

Regulatory Entity.

Fire compliance, Emergency key box, Install

security burglars on the windows, alarm and an

intrusion detection system

Planning. 3.5 3.5 - - The current

building (church

street) is the

owned

accommodation

building and the

future plan to do

extension in the

existing building

to solve the

shortage of

accommodation.




68


R' million

Comment Total

Estimated

Cost

2019/20 2020/21 2021/22

Swellendam Traffic

Centre.



Convert garage into conference/ training facility to

accommodate ± 50 people.

Provide burglar bars/ security gates.

Renovation of courtyard.

Replace doors (front entrance and back exit) of

the office and safety gates.

Erect new carport.

Planning. 4.5 4.5 - - -

George Traffic Centre. General Maintenance including electrical, fire,

accessibility, security and OHS compliance. The

proud Provincial Traffic Services emblem needs to

be erected in front of the building.

Scoping. 3.5 - 3.5 - -

Gene Louw Traffic

College.


accessibility, security and OHS compliance. Agility

track upgrade.

Planning. 5 5 - - -

Knysna Traffic Centre. OHS, Install smoke detectors/ fire alarm, PA system,

CCTV cameras. OHS, Replacement of the broken

tiles on the balcony, fit barrier glass window to

separate staff from public, overhead hanging

evacuation and fire equipment signs,

replacement/ fitment of door locks and slide barrel

locks and burglar bars/security door, fasten fire arm

safe to ground and secure environment.

Planning. 0.5 - - 0.5 Leased-in.

Mossel Bay Traffic

Centre.


accessibility, security and OHS compliance. Fasten

fire arm safe to ground and secure environment,

burglar bars/security gate, evacuation steps/ramp.

Planning. 1 - - 1 Leased-in.

Oudtshoorn Traffic

Centre.



Enlargement of reception area.

Scoping. 1 - 1 - Leased-in.




69


R' million

Comment Total

Estimated

Cost

2019/20 2020/21 2021/22

Laingsburg Traffic

Centre.


accessibility, security and OHS compliance. Supply

and display the required overhead hanging

evacuation and fire equipment signs. Provide

manual override on the automated security gates

in the event of a power failure to ensure escape

routes is still accessible. Fit work station/ counter in

new administration section.

Scoping. 1 - 1 - Leased-in.

Beaufort West Traffic

Centre.

Check OHS compliance. Supply and display the

required overhead hanging evacuation and fire

equipment signs, PA system.

Scoping. 1 - - 1 Shared office

building.

Brackenfell Traffic

Centre. (located in

Parow)



Install additional air-conditioning.

Planning 3.5 - - 1 -

Worcester Traffic

Office.



Additional toilet facilities, including for disabled.

Upgrade existing perimeter security fence. Enatis

point radio control. Provision of security measures to

the perimeter fence in place to reduce or eliminate

the security breaches.

Construction 3 3 - - -

Vredenburg Traffic

Centre.



Repair two magnetic systems of security gates of

office building. Aircon for the impound masters’

office. New office accommodation for impound

Master. Electric fencing. Bullet trap to be moved to

the strong room. Firearms safe to be affix to the wall

or floor

Scoping. 3 - 3 - -

Vredendal Traffic

Centre.



Firearms safe to be affix to the wall or floor.

Scoping. 1 - - 1 Leased-in.

ANNEXURES




70

Annexure A

Legislative mandates

Function Legislation

Transport Administrative Adjudication of Road Traffic Offences Act, 1998 (Act 46 of 1998)

Advertising Along Roads and Ribbon Development Act, 1940 (Act 21 of 1940)

National Land Transport Act, 2009 (Act 5 of 2009)

National Road Traffic Act, 1996 (Act 93 of 1996)

National Qualifications Framework Act, 2008 (Act 67 of 2008)

Road Safety Act, 1972 (Act 9 of 1972)

Road Traffic Act, 1989 (Act 29 of 1989)

Road Traffic Management Corporation Act, 1999 (Act 20 of 1999)

Road Transportation Act, 1977 (Act 74 of 1977)

Western Cape Provincial Road Traffic Administration Act, 2012 (Act 6 of 2012)

Western Cape Road Transport Act Amendment Law, Law 8 of 1996

Western Cape Toll Road Act, 1999 (Act 11 of 1999)

Cape Roads Ordinance, 1976 (Ordinance 19 of 1976)

Public Works

and Property

Management

Government Immovable Asset Management Act, 2007 (Act 19 of 2007)

National Building Regulations and Building Standards Act, 1977 (Act 103 of 1977)

National Heritage Resource Act, 1999 (Act 25 of 1999)

Western Cape Land Administration Act, 1998 (Act 6 of 1998)

Transversal Appropriation Bill (Annual)

Basic Conditions of Employment Act, 1997 (Act 75 of 1997)

Basic Conditions of Employment Act, 1997 (Act of 1997): Ministerial Determination 4:

Expanded Public Works Programme, gazetted 4 May 2012

Broad-Based Black Economic Empowerment Act, 2003 (Act 53 of 2003)

Competition Act, 1998 (Act 89 of 1998)

Construction Industry Development Board Act, 2000 (Act 38 of 2000)

Consumer Protection Act, 2008 (Act 68 of 2008)

Control of Access to Public Premises and Vehicles Act, 1985 (Act 53 of 1985)

Criminal Procedure Act, 1977 (Act 51 of 1977)

Division of Revenue Act (Annual)

Employment Equity Act, 1998 (Act 55 of 1998)

Firearms Control Act, 2000 (Act 60 of 2000)

Intergovernmental Relations Framework Act, 2005 (Act 13 of 2005)

Labour Relations Act, 1995 (Act 66 of 1995)

Local Government: Municipal Systems Act, 2000 (Act 32 of 2000)

National Environmental Management Act, 1998 (Act 107 of 1998)

Occupational Health and Safety Act, 1993 (Act 85 of 1993)

Preferential Procurement Policy Framework Act, 2000 (Act 5 of 2000)

Prevention and Combating of Corrupt Activities Act, 2004 (Act 12 of 2004)

Promotion of Access to Information Act, 2000 (Act 2 of 2000)

Promotion of Administrative Justice Act, 2000 (Act 3 of 2000)




71

Function Legislation

Protection of Personal Information Act, 2013 (Act 4 of 2013)

Provincial Archives and Records Service of the Western Cape Act, 2005 (Act 3 of

2005).

Public Finance Management Act, 1999 (Act 1 of 1999)

Public Service Act, 1994 (Proclamation 103 published in Government Gazette15791

of 3 June 1994)

Public Administration Management Act, 2014 (Act 11 of 2014)

Radio Act, 1952 (Act 3 of 1952)

Skills Development Act, 1998 (Act 97 of 1998)

Western Cape Land Use Planning Ordinance, Amendment Act, 2009 (Act 1 of 2009)

Western Cape Procurement (Business Interests of Employees) Act, 2010 (Act 8 of

2010)

Western Cape Monitoring and Support of Municipalities Act, 2014 (Act 4 of 2014)

Policy mandates

Function Policies

Transport National Freight Logistics Strategy, 2005

National Public Transport Strategy, 2007

National Road Safety Strategy, 2009-2015

National Road Safety Strategy, 2011-2020

National Rural Transport Strategy, 2007

Road Access Guidelines

Road Infrastructure Strategic Framework for South Africa

Road Safety Strategy for the Western Cape Province, 2005

Western Cape Policy Statement on Transport for Special Needs Passengers, 2009

White Paper on National Transport Policy, 1996

White Paper on Provincial Transport Policy, 1997

Public Works

and Property

Management

National Infrastructure Maintenance Strategy

Western Cape Provincial Acquisition Policy

Western Cape Provincial Government White Paper on the Management of

Provincial Property, 2004

Western Cape Infrastructure Framework, 2013

Western Cape Provincial Property Disposal Policy

Expanded

Public Works

Programme

Guidelines on the implementation of the Expanded Public Works Programme

Guidelines on the Implementation of the National Youth Service

Transversal Departmental Monitoring and Evaluation Framework and Manual

Departmental Monitoring and Evaluation Framework and Manual

Departmental Records Management Policy

Guidelines on the implementation of the Expanded Public Works Programme

Guidelines on the Implementation of the National Youth Service




72

Function Policies

Medium Term Budget Policy Statement 2016-2019

Provincial Strategic Plan, 2015/16-2019/20

Western Cape E-Mobility Policy

Western Cape Government Transversal Management System

White Paper on Human Resource Management, 1997




73

Annexure B

Methodology for determining Functional Performance of Accommodation

Required Performance Standard

The required performance rating is allocated in accordance with the function that the

accommodation is required to perform. Table 7 below can be used to determine the

required performance rating for each immovable asset.

Table 6: Required Performance Standard

Performance standard Condition standard Index

Highly sensitive function with critical

results (e.g. hospital operating theatre) or

high profile public building (e.g.

Parliament Building).

Accommodation to be in best possible

condition. Only minimal deterioration will be

tolerated.

P5

Business operations requiring good public

presentation and high-quality working

environments.

Accommodation to be in good condition

operationally and aesthetically, benchmarked

against industry standards for that particular

class of accommodation.

P4

Functionally-focussed accommodation

at utility level (e.g. school).

Accommodation to be in reasonable condition,

fully meeting operational requirements.

P3

Functions are providing essential support

only, with no critical operational role (e.g.

storage) or accommodation has limited

life.

Condition needs to meet minimum operational

requirements oy.

P2

Functions have ceased and

accommodation is dormant; pending

relinquishment, etc.

Condition can be allowed to deteriorate or

marginally maintained at minimal cost.

P1

Accessibility Rating

The accessibility rating provides an indication of the accommodation’s physical location

in relation to the service delivery objectives. This includes where the accommodation is

(address) as well as the accessibility of the accommodation for the general public, or

members that have to conduct their business at the accommodation. Table 8 below can

be used to allocate an accessibility rating for the accommodation.

Table 7: Accessibility Rating

General description Rating

The accommodation ‘s location fully supports service delivery objectives; is fully accessible

to the general public with well-designed public areas and parking; fits in the current

neighbourhood and environmental elements; and is accessible for the physically

challenged.

A5

The accommodation’s location supports service delivery objectives; is fairly accessible to

the general public with moderately designed public areas and parking; fits in the current

neighbourhood and environmental elements; and is accessible for the physically

challenged to the main areas.

A4




74

General description Rating

The accommodation’s location partially supports service delivery objectives; is accessible

to the general public with limited public areas and parking; does not fully fit in the current

neighbourhood and environmental elements; and has limited accessibility for the

physically challenged.

A3

The accommodation’s location limits support service delivery objectives; is not generally

accessible to the general public with limited public areas and parking; does not fir in the

current neighbourhood and environmental elements; and is not accessible for the

physically challenged.

A2

The accommodation’s location does not meet service delivery objectives; is not at all

accessible to the general public and should not be used for the current service delivery

objectives.

A1

Suitability Index

The required performance standard allocated in Table 6 as well as the accessibility rating

allocated in Table 7 is used as cross references to determine the suitability index of the

asset as indicated in Table 8 below.

Table 8: Suitability Index

Accessibility rating

Required

performance

standard

A1

(very poor)

A2

(poor)

A3

(fair)

A4

(good)

A5

(excellent)

P5 C C B A A

P4 C C B A A

P3 C B B A A

P2 C B A A A

P1 C C C C C

A Accommodation is fully suitable for its required function

B Accommodation meets the minimum suitability criteria for its function.

C Accommodation does not meet the required suitability criteria.




75

User Condition Rating

The condition rating is utilised to give a brief indication of the physical condition of the

asset (It should be noted that this is not a full condition assessment). Table 9 below is used

to allocate a condition rating to the accommodation.

Table 9: Condition Rating

Condition

status General description Rating

Excellent Accommodation has no apparent defects. Appearance is as new.

Risk index: No effect on service capability. No risk. C5

Good

Accommodation exhibits superficial wear and tear, with minor defects and

minor signs of deterioration to surface finishes.

Risk index: Intermittent, minor inconvenience to operations. Probability of risk to

health and safety or property is slight. Low cost implication.

C4

Fair

Accommodation is in average condition, deteriorated surfaces require

attention; services are functional, but require attention, backlog maintenance

work exists.

Risk index: Constant inconvenience to operations. Some risk to health and

safety or property. Medium cost implications.

C3

Poor

Accommodation has deteriorated badly, with serious structural problems.

General appearance is poor with eroded protective coatings; elements are

broken, services are not performing; significant number of major defects exists.

Risk index: Major disruption to service capability, high probability of risk to health

and safety or property. High cost implication/financial loss.

C2

Very Poor

Accommodation has failed; is not operational and is unfit for occupancy.

Risk index: Accommodation is unusable, immediate high risk to security, health

and safety or property. Significant cost impact.

C1




76

Operating Performance Index

The operating performance is determined by a cross reference between the required

performance standard and the condition rating. Table 10 below is used to determine the

operating performance index.

Table 10: Operating Performance Index

Required

performance

standard

Condition Rating

C1

(very poor)

C2

(poor)

C3

(fair)

C4

(good)

C5

(excellent)

P5 3 3 3 2 1

P4 3 3 2 1 1

P3 3 3 2 1 1

P2 3 2 1 1 1

P1 2 2 1 1 1

1 Accommodation standards exceeds the level expected for functional and operational

requirements.

2 Functional Performance meets the standards expected for functional and operational

requirements

3 Functional Performance does not meet the standard expected for functional and operational

requirements




77

Functional Performance Index

The functional performance rating is determined by utilising the suitability index as well as

the operating performance index that was determined in the previous steps. Table 11

below can be utilised to determine the functional performance rating.

Table 11: Functional Performance Index

Operating performance index

Suitability index 1 - Optimal 2 - Minimum 3 - Outside

Optimal - A A1 A2 A3

Minimum – B B1 B2 B3

Outside - C C1 C2 C3

Functional

Performance

Index

Description

A1 The asset is operating optimally and is fully suitable for its required function

A2 The asset meets the minimum operating criteria and is fully suitable for its required

function

A3 The asset does not meet the minimum operating requirements but is fully suitable

for its required function

B1 The asset meets the minimum operating and suitability criteria for its required

function

B2 The asset does not meet the minimum operating criteria but meets the minimum

suitability criteria for its required function

B3 The asset does not meet the minimum operating criteria but meets the minimum


C1 The asset does not meet the minimum operating criteria but meets the minimum


C2 The asset meets the minimum operating criteria but does not meet the minimum

suitability criteria

C3 The asset does not meet the minimum operating criteria and does not meet the

minimum suitability criteria

The functional performance index should be utilised by the User to select the

appropriate action for the asset. Figure 4 below illustrates the decision framework

(prioritisation) that must take place based on the outcome of the analysis of the different

inputs as outlined earlier. In the event that a facility has been indicated as a Group C

facility then a feasibility study must be undertaken to ascertain the future use of the facility.

The feasibility study will include prioritisation criteria such as population demographics,

costing implications, available budgets etc. There are shortcomings in the outcome of the

functional performance index calculation in that it will not always display a true reflection

of the functionality of the building. The building can be in a relatively good condition and

in the correct location but, for example, due to advancement in technology and

changed and increased operational requirements, may no longer be suitable for the

facility as it stands. Furthermore, a facility may be functional, correctly placed and in good

condition but may be too small to serve the population in the area and may thus need to

be replaced.




78

Figure 4: Decision Framework based on the condition assessment of immovable assets

Western Cape Transport and Public Works

9 Dorp Street, Cape Town, 8001

Private Bag X9185, Cape Town,

Tel: +27 86 021 2414

Website: www.westerncape.gov.za

Email: [email protected]

new user-immovable asset management plan · 2019. 4. 2. · user- immovable asset management plan...

Documents