1. Five Year Strategic Plan 2017/18 to 2021/22
HDA Chief Executive Officer: Pascal Moloi
March 2017

2. SECTION ONE
Overview of HDA

3. Mandate

4. Mandate to transform into an appropriately structured, capacitated and funded human settlements development agency
Mandate to transform to a human settlements development agency …
Established in 2008 as a public development agency focused on the acquisition and release of state, private and communally owned land for human settlement developments, the HDA provides programme management services for the development of human settlements and other human settlements development services.
In 2014, the national Minister of Human Settlements pronounced that the Ministry would like to see the HDA transform into a fully-fledged public sector developer.
Within Section 7(1) (a) - 7 (1) (I) of the Housing Development Agency Act 23 of 2008, there are provisions to empower the HDA as a schedule 3(a) public development agency to perform the following roles /functions: Land development; Land acquisition; Programme planning and management; Technical capacity development support; Leveraging additional assets, investments and resources from other spheres of government and Community development

5. The Expectations of the Minister
The HDA will be responsible for the revitalisation programme of 22 mining towns
HDA to identify catalytic projects, prepare , role out and manage the projects implementation plan
N2 Gateway to be refocused as a national priority project – and lessons learnt documented and the project closed.
Housing information covering both housing and land needs to be established.
The HDA to be repositioned to become a the preferred developer whose objective is not only to acquire and prepare land, but to facilitate the development and project manage agreed projects.
The HDA is responsible for raising appropriate funding in developing sustainable human settlements
Develop, implement & maintain an approved Master Spatial Plan (MSP) for the human settlements sector

6. MTSF Targets supported by HDA
Status
Develop a coherent and inclusive approach to land for human settlements
Done - submitted
Access to biannual property valuation information
Done – LaPsis/NaHSLI
Framework for Spatial Investment for Human Settlements developed; Develop a Human Settlements Spatial Investment Framework
Developed – in process of approval
of well located hectares land rezoned and released for new development targeting poor and lower middle income households
Achieved
50 catalytic projects that clearly demonstrates spatial, social, and economic integration using defined and agreed upon priorities and criteria
Achieved – in process of approval
households assisted through ISUP (incl mining towns): 2200 ISU to phase 2 by 2019 settlements upgraded:
274 Informal settlements assessed
Households in the affordable housing (particularly subsidy) market have access to biannual property valuation information
39 Munics available; to be expanxded to 110 prioritised munics
Implement technical capacity programmes for human settlements development
9 Provinces supported

7. Mandate
The Housing Agency is the Ministries, the Departments and Governments Human Settlements Developer of Choice.
It carries this mandate by being:
A fully fledged Developer;
An implementing agent; and
A project manager

8. Statement of Intent: Objectives
Objective of the business is to be a project developer of sustainable, integrated human settlements on behalf of Government. The HDA will do so by:
Accessing land for human settlements projects;
Prioritise and release well-located land (zoned / un-zoned) and properties as guided by the MSP for HS
Packaging of human settlements projects;
De-risking development, producing conceptual designs with defined funding plans, sources, timelines and agreements
Establishing delivery partnerships with the private sector
To address the demand and supply of housing through coordination, building capacity and bridge financing of human settlements development initiatives
Mobilising, coordinating and investing funds;
Establish agreements and protocols with private sector and different departments (in all 3 spheres of government) to align and guide investment of funds and capacity in projects, on behalf of the public sector

9. Statement of Intent: Objectives (…continued)
Objective of the business is to be a project developer of sustainable, integrated human settlements on behalf of Government. The HDA will do so by:
Facilitating the resolution of blockages;
Through establishing teams in all provinces to address in a gradual manner the process to unblock challenges; starting with unblocking problems in particular for catalytic projects
Monitoring the implementation of human settlements projects; and
To consider the spatial transformation and spatial targeting patterns of human settlements through research, impact studies and trend analysis
Transformation and empowerment
Ensure transformation and empowerment in the human settlements industry

10. TRANSFORMATION AND EMPOWERMENT FRAMEWORK
1. Radical response on catalytic transformation / ownership agenda
Strong empowerment credentials, with developers having a minimum percentage of direct black ownership and management
Targeted direct black ownership should be a minimum of 40%
If not in place, the developers must commit to increasing black ownership to the minimum levels required by a date to be agreed upon
The same would apply to black management control / executive directors and / or managers
A minimum community benefit of 10% as part of the direct black ownership component is required
2. Women and empowerment (from material supply to construction)
At least 30% of all project spend must benefit women and youth
Direct woman ownership should be a minimum of 30%
If not in place, the developers must commit to increasing woman ownership to that minimum level by an agreed date
30% female representation in management control / executive directors and / or managers
3. Structured Youth Programme
Mobilization plan on youth involvement during the entire project lifecycle from a job creation, skills development and empowerment point of view
Linking the amount of youth to the project spend
Proposed ratio of 100 youth trained and employed in projects for every R10 million developments spend

11. TRANSFORMATION AND EMPOWERMENT FRAMEWORK
4. Preferred panel of material suppliers for catalytic projects
Preferred material supplier list will be based on material suppliers who conform most closely and directly to the transformational and empowerment targeted outcomes
Provincially based suppliers to be considered first
The material supplier’s targeted direct black ownership should be a minimum of 40%
If not in place, the material suppliers must commit to increasing black ownership to those minimum levels by an agreed date
The same would apply to the black management control, Executive Directors and/or Managers
A minimum community benefit of 10% as part of the direct black ownership component and could also be linked to project spend
Possible open tender process for material procurement per project
5. Preferred panel of contractors and sub-contractors for catalytic projects
Preferred contractor’s panel (per project) will be based on contractors who conform most closely and directly to the transformational and empowerment targeted outcomes Consideration is to be given to provincially based contractors
The contractors’ targeted direct black ownership should be a minimum of 40%
If not in place, the contractors must commit to increasing black ownership to those minimum levels by an agreed date
The same would apply to the black management control / executive directors and / or managers.
A minimum community benefit of 10% as part of the direct black ownership component for contractors as well
May consider procuring contractors in an open tender process, per project

12. There is a clear need in the human settlements sector for the HDA as a human settlements development agency
Human Settlements Challenges
High Need for Housing
Insufficient Public Sector Delivery
Declining Private Sector Delivery
Poor Human Settlement Outcomes
Fragmented Funding Framework
Lack of transformation
Some of the root causes …
Population growth, rapid urbanisation and persistent poverty
Under expenditure at municipal and provincial level within a complex subsidy regime
Weak IGR and coordination and alignment of funding streams
Lack of large scale and spatially targeted, integrated and sustainable human settlements
Participation of private sector in human settlements to support public policy goals is limited (perceived risk)
Limited forward planning and technical capacity to plan and implement key projects/programs
Lack of transformation in the Human Settlement sector amongst developers in the private sector

13. How the HDA will address and respond to sectoral challenges
Issues
HDA response
High Need for Housing
Improved national spatial planning
More rapid urban / new settlement planning and development
Better integrated and sustainable settlement
Insufficient Public Sector Delivery
Land acquisition
Mobilisation of technical, programme and project management skills
Improved financial packaging and fund mobilisation
Declining Private Sector Delivery
De-risking projects though unblocking and related interventions (e.g. expediting plans)
Securing funding for critical infrastructure
Ensuring funding (esp. subsidy) flows
Poor Human Settlement Outcomes
Improved spatial planning
Better programme, project as well as contract management
Building public-private partnerships
Fragmented Funding Framework
Improving IG coordination and funding packaging
More effective fund management
Mobilising other public and private resources (in addition to HSDG)
Transformation challenges
Contribute to the creation of new black and women industrialists
Contribute to youth empowerment
Influence changes to materials supply chains
Change mindsets

14. Business model and high level functional structure

15. The New HDA Business / Delivery Model
(1) Project identification
(2) Project selection
(3) Project packaging
(4) Delivery support (Implementation)
(5) Closure / Handover
Programme Allocation
Programme Design Planning & Management
Strategic Information & Inter-Governmental Relations
Development Management
Development 1
Requests, etc.
Development 2
Funds Mobilisation & Management
Pipeline of projects
Priority projects
HDA exit
Development ….
Core Funding
Core Funding
Sect 29 Projects
Technical Support / Specialists (Town & Regional Planning; Land Assembly)
Panel of Professional Services Providers
(6) Monitoring
Regional points – Technical / IGR Support / Unblocking …
HDA may at times also be appointed as Implementing Agent
Strategic Information
Land & Housing Support Services
Limited Core Funding
Project-linked Funding and Cost-recovery
Core Funding
Cost Recovery
Core Funding
Governance & Administration

16. A developer perspective requires the HDA to have a number of key functions centred on development management as a critical function…
Strategy
Support / Crosscutting functions
Development Management
Programme Design & Management
Financial Management
Strategic Spatial Planning
Project Packaging
Human Resources
Technical Analysis **
Land Assembly *
Corporate Services
Functions mainly or partially outsourced (project-linked)
Urban / Development Planning
Financial Modelling
Business Intelligence / GIS
Funding Mobilization & Management
IG & Stakeholder Management
Legal (Transactions)
Monitoring and Evaluation
Procurement & Contract Management
* Includes: Acquisition; Holding; Release
** Includes: Includes: Spatial; Transportation; Economic; Geotechnical; Land Legal; Infrastructure ; Environmental etc.

17. High Level Design: Old CEO PA GM: PRMI GM: National Programme Support
GM: CS
GM: LHSS -REG A
GM: LHSS –REG B
GM: LHSS – REG C
CFO
Head of Strategy & Performance
Company Secretary

18. HDA LEADERSHIP Board: New

19. HDA LEADERSHIP FUNCTIONAL HIGH LEVEL STRUCTURE: New
CEO
Pascal
INTERNAL AUDIT & RISK
Outsourced
CFO
Paula
HEAD:CORP SURVICES
Rashida
HEAD:SPAC INFO & ANAL
Johan
HEAD:NAT PROG DES & MNG
Daphne
COMPANY SECRETARY
Elizabeth
EXEC: STRATEGIC SUPPORT
Mcezi
EXEC: DEV MNG & OPER
Mandla
REGIONAL MNG X3
Lucien
HEAD:BUILT ENVIROMENT
Mooketsi
HEAD:STRATEGIC INITIATIVE
Willem
HDA LEADERSHIP FUNCTIONAL HIGH LEVEL STRUCTURE: New
Nomsa
Bosco
…with a staff planned complement of...
2015/16
2016/17
2017/18
2018/19
2019/21
2021/22
182
220
250
300

20. PROGRAMMES AND PROJECT MANAGEMENT STRUCTURES
Programme Manager (CEO)
P.MOLOIi
Command Centre
M.GEORGE
NATIONAL PROGRAMMES DESIGN
D. NGOASHENG
BUILT ENVIRONMENT MANAGEMENT
M.MPHAHLELE
REGION A
B.KHOZA
EASTERN CAPE
T. MATIWANE
Programmes and Projects
WESTERN CAPE
B.ABRAHAMS
Programmes and Projects
NORTHERN CAPE
N.TSWEU
REGION B
L.RAKGOALE
GAUTENG
L RAKGOALET
NORTH WEST (To be Established)
VACANT
LIMPOPO
N.LEROTHOLI
REGION C
N.MLOTSWA
(To be established)
MPUMALANGA
KWAZULU NATAL
T.BENGU
FREESTATE
M.MEHALE

21. HDA will have to build towards its overall developer role in a phased manner in line with resources
Initial focus on a limited number of catalytic projects to test approaches, mobilise resources and build partnerships …
HDA land acquisition role(implements sector land assembly / release plans)
Medium term operational support plans/IPs concluded with provinces specific areas of support
Implementing Agent (IA) on 2 priority projects (as Section 29 mandates
Implementing Agent/programme management of key provincial projects/programs Agreed Transformation and Empowerment Framework
HDA programme implementation agency (Programme Management)
Contracted projects
Additional operational funding assigned (ring-fenced linked to business plans)
Agreed Project Implementation plans with systems and standard operating procedures
HDA assigned as programme manager to national priority programmes/projects
HDA public sector developer role
Transformed Industry
Additional operational and capital funding would have to be assigned – based on business case/plan
HDA directly implementing specific projects as “developer/IA/PM”
HDA act as a property developer

22. Highlights of Objectives and Targets
SECTION THREE
Strategic Plan and APP
Highlights of Objectives and Targets

23. Targets and objectives we feel comfortable about…
Building and implementing our business case with a long term vision, strategy and delivery focused annual performance plans
Repositioning the HDA into an effective public sector human settlements development agency
Implementing a developer focused organisational structure for the Agency, where people are central to our performance and achievements
Establishing systems and databases for decision making
Establishing effective spatial transformation for human settlements planning, monitoring and investment programmes and initiatives
Implementation of an updated and responsive Master Spatial anf Investment Plan for Human Settlements
Ensuring effective technical support and development management services in all provinces and municipalities where the HDA is involved

24. Some challenging targets and objectives
Ensure and monitor a budget and a financial model that caters for the HDA as a financial sustainable and stable developer (operational and capital)
Meeting contractual requirements
Accelerating identification, acquisition and release of strategic land and properties aligned with the MSP for Human Settlements
Implementation of national programmes, including the initiatives for the Mining Towns, ISU and managing the implementation of the approved catalytic projects and supporting initiatives of un-locking / fast tracking
Implement effective organizational performance management policy framework / system with contracts, agreements and evaluations, working towards improved organization performance
Implement good governance practices
Ensure aligned, accurate and effective reporting
Deliver and support serviced land for human settlements (delivery of serviced sites and units)

25. Targets and objectives where more effort is required
Building capacity for project financing, modeling and capital raising
Building intergovernmental and private partnerships, supported by a communication strategy that drives impact, integration and delivery
Sustained and functional business.
Capacitated structure for the HDA (as an employer of choice), is implemented to develop sustainable human settlement projects
Providing leadership, frameworks and systems to implement the HDA’s mandate and ongoing programmes focusing on:
budgets, expenditure, performance, SCM & risk management, reports and information for decision making

26. Macro and Detailed Tables
SECTION THREE
Strategic Plan and APP
Macro and Detailed Tables

27. Operationally HDA National Programme Support:
Administration
(CFO’s office and Corporate Services)
Research, Monitoring and Information
National Programme Support:
National Programme Support & Built Environment Implementation)
Land and Housing Services (Regions 1-3)

28. Macro Performance Indicators
Macro Indicators
Goal & Programme Most Closely Linked to Achievement Indicator
Targets Estimates
2014/15
2015/16
2016/17
2017/18
2018/19
2019/20
Frequency of providing monitoring & evaluation reports against the Framework for Spatial Investment for Human Settlements (FSIHS) based on the Master Spatial Plan
Programme 2 c
Develop the Master Spatial Plan
Complete the Framework for Spatial Investment for Human Settlements (FSIHS) & produce 2 monitoring reports on the implementation of spatial targeting against the framework
Two monitoring reports on the implementation of spatial targeting and transformation against the framework
Two monitoring reports on the implementation of spatial targeting and transformation against the framework
2) Number of hectares of well- located land (targeting poor and middle income households)
Programme 4 b
2500 hectares
3000 hectares
2000 hectares
4) Number of priority land zoning portion provided with rezoning facilitation support
New Baseline
3000ha
2000ha

29. Macro Performance Indicators
Macro Indicators
Goal & Programme Most Closely Linked to Achievement Indicator
Targets Estimates
2014/15
2015/16
2016/17
2017/18
2018/19
2019/20
5) Number of national priority programmes provided with programme management and technical project support.
Programme 3b
Provide informal settlements with technical support
Provide274 informal settlements with technical support
Technical support provided to projects in 22 mining towns
Technical support provided to projects in 22 mining towns
50 catalytic projects identified
50 catalytic projects identified and assessed
50 catalytic projects managed for implementation
6) Number of provinces provided with capacity and implementation support as per MTOPs and business plans
Programme 4a
7 provinces supported with HDA services as per MTOPs and business plans
9 provinces provided with capacity support as per MTOPs and business plans
9 provinces provided with capacity support as per MTOPs and business plans
9 provinces provided with implementation support and regional coordination as per MTOPs and business plans
9 provinces provided with implementation support and regional coordination as per MTOPs and business plans
7) Number of housing units and service sites provided as part of Implementation support to programmes and projects
Programme 4 a
2866 housing units
6912 housing units
8859 housing units
Housing units
Housing units
664 serviced sites
9539 serviced sites
5203serviced sites
Total units serviced sites
Total units Serviced sites
Note: Catalytic projects implemented implies that the HDA will ensure the projects are identified, assessed and where projects are selected for implementation the HDA will take responsibility to manage the implementation of the projects.

30. Macro Performance Indicators
Macro Indicators
Goal & Programme Most Closely Linked to Achievement Indicator
Targets Estimates
2014/15
2015/16
2016/17
2017/18
2018/19
2019/20
8)Number of private sector developers meeting targets in the Transformation and Empowerment Framework (TEF)
Programme 4a
New Baseline
56 Catalytic Projects identified
19 Transformation and Empowerment plans signed
5 private sector developers partially meeting targets TEF
5 private sector developers fully meeting targets TEF
5 Implementation framework signed
Note: Catalytic projects implemented implies that the HDA will ensure the projects are identified, assessed and where projects are selected for implementation the HDA will take responsibility to manage the implementation of the projects.

31. Performance Indicator
Programme 1A: CEO
Strategic Goal: Enhance efficiency and effectiveness of the organization
MTEF Targets
Strategic Objective
Key Activities
Performance Indicator
2016/17 Target
(Baseline)
2017/18
Target
2018/19
2019/20
To provide strategic leadership and support in the implementation of HDA mandate
Develop and implement strategic and organisational frameworks and systems to ensure implementation of the new mandate and on-going programmes
Business case and Strategic Plan developed and implemented
Business Case and Strategic Plan approved
Business case and Strategic Plan implemented and set targets met
Reposition and align the organization to the new mandate
Strategic interventions to align the structures, systems, processes and capabilities to the new mandate implemented
Identified structures, systems, processes and capabilities developed and implemented
Develop strategies and frameworks to ensure effective planning, implementation and monitoring of programmes
Planning, stakeholder management, monitoring and evaluation frameworks and strategies developed and implemented
Business case and Strategic Plan implemented and set targets in the APP met

32. Performance Indicator
Programme 1A: CEO
Strategic Goal: Enhance efficiency and effectiveness of the organization
MTEF Targets
Strategic Objective
Key Activities
Performance Indicator
2016/17 Target
(Baseline)
2017/18
Target
2018/19
2019/20
Fund mobilised and managed, improved financial packaging of public and private resources
Funds mobilised
Establish framework / concept and obtain in principle approval for implementation
5 Agreements and contracts signed to mobilised funds

33. Performance Indicator
Programme 1B: Finance
Strategic Goal: Enhance efficiency and effectiveness of the organization
MTEF Targets
Strategic Objective
Key Activities
Performance Indicator
2016/17 Target
(Baseline)
2017/18
Target
2018/19
2019/20
To ensure that the HDA is financially sustainable over the period of the MTEF
Formulate a budget for HDA that sets out operational and capital requirements
Budget for the HDA formulated and approved in time
Develop and implement systems to ensure operational and capital requirements are met
Systems to ensure operational and capital requirements are met
Reports showing 100% compliance produced
Develop and implement a comprehensive financial modeling for long term sustainability of HDA
Financial modelling developed and implemented
Development of financial modelling commenced
Financial modelling developed and approved
Financial modelling implemented
Monitor budget implementation and report expenditure against budget to meet legislative and contractual requirements
% within which expenditure of funds received is kept
Expenditure kept within a 5% variance (over or under) of budgeted funds received

34. Performance Indicator
Programme 1B: Finance
Strategic Goal: Enhance efficiency and effectiveness of the organization
MTEF Targets
Strategic Objective
Key Activities
Performance Indicator
2016/17 Target
(Baseline)
2017/18
Target
2018/19
2019/20
To implement effective systems to manage finance, budgets and performance management compliance, and risk management and compliance
Develop and monitor implementation of systems to manage finance, budgets and performance management, SCM and risk management compliance
Unqualified financial audit opinion on the financial statements obtained from external auditors
Unqualified financial audit report for 2016//17 from external auditors published by 30 August 2018
Unqualified financial audit report for 2017/18 from external auditors published by 30 August 2019
Unqualified financial audit report for 2018/19 from external auditors published by 30 August 2020
Unqualified financial audit report for 2019/20 from external auditors published by 30 August 2021

35. Performance Indicator
Programme 1C: Corporate Support
Strategic Goal: Enhance efficiency and effectiveness of the organization
MTEF Targets
Strategic Objective
Key Activities
Performance Indicator
2016/17 Target
(Baseline)
2017/18
Target
2018/19
2019/20
To ensure that the organisational structure is reviewed, approved and implemented
Develop, finalize and approve organizational structure and recruit and place staff
Organizational
structure developed, approved and placement of staff commenced
New organizational structure fully implemented
Organizational structure fully operational
To ensure that the organisation functions at optimal capacity at all times
Fill all prioritized and budgeted posts in the approved organizational structure
All prioritized and budgeted posts in the approved organizational structure filled
100% of prioritised positions filled in accordance with approved organisation structure
To promote HDA an employer of choice and that support social and community development
Develop and implement employee support and social responsibility programmes
Employee support and social responsibility programmes implemented
Employee support and social responsibility programmes developed

36. Performance Indicator
Programme 1C: Corporate Support
Strategic Goal: Enhance efficiency and effectiveness of the organization
MTEF Targets
Strategic Objective
Key Activities
Performance Indicator
2016/17 Target
(Baseline)
2017/18
Target
2018/19
2019/20
To ensure effective implementation of performance management system
Enter into performance contracts and agreements with staff based performance management system
Performance contracts and agreements developed and signed with staff
Performance contracts and agreements, reviewed, signed, implemented and monitored
Evaluate performance of managers and staff, provide feedback and provide rewards in terms of performance management policy
Performance evaluation of managers and staff undertaken and appropriate feedback and rewards awarded
Performance evaluation of managers and staff undertaken and appropriate feedback and rewards given

37. Performance Indicator
Programme 2A: Strategic Organizational Performance
Strategic Goal: Enhance efficiency and effectiveness of the organization
MTEF Targets
Strategic Objective
Key Activities
Performance Indicator
2016/17 Target
(Baseline)
2017/18
Target
2018/19
2019/20
To develop and implement a long-term vision and strategy for the HDA
Develop long Term Strategy and Vision and three year strategic plan and approved by the Board
Approved three year strategic plan for the HDA
Approved Long Term Strategy for the HDA
Three year strategic plan finalized by end August
Long Term Strategy finalized by end August and
reviews undertaken in December 2016, June 2017 and
reviews undertaken in December 2017, June 2018 and
Three year strategic plan finalized by end August and reviews undertaken in December, June and December
Annual evaluation in November
reviews undertaken in December 2020
To ensure the development and effective implementation and monitoring of the Annual Performance Plan
Develop and implement Annual Performance Plan to be approved by the Board and NDoHS annually
APP developed and approved by the Board and NDoHS
APP finalized by end August 12
90% of targets in the APP are met
APP finalized by end August
100% of reporting requirements are met an 90% of targets in the APP are met
Produce reports on implementation of Annual Performance Plan.
Reports produced 100% according to set reporting requirements
Intervene to resolve blockages in implementation

38. Performance Indicator
Programme 2A: Strategic Organizational Performance
Strategic Goal: Enhance efficiency and effectiveness of the organization
MTEF Targets
Strategic Objective
Key Activities
Performance Indicator
2016/17 Target
(Baseline)
2017/18
Target
2018/19
2019/20
To ensure implementation of good corporate governance
Report quarterly on the compliance matrix to the NDoHS
% compliance with governance protocols and standards as provided in the compliance matrix
100% Compliance with governance protocols and standards as provided in the compliance matrix
To ensure effective monitoring and improvement of organizational performance
Develop and implement organizational performance management framework
Organizational performance management framework developed and implemented
Organizational performance management framework developed
Organizational performance management framework implemented

39. Performance Indicator
Programme 2 B:  Marketing Communication and SIR
Strategic Goal: Enhance efficiency and effectiveness of the organisation
MTEF Targets
Strategic Objective
Key Activities
Performance Indicator
2016/17 Target (Baseline)
2017/18
Target
2018/19
2019/20
To build partnerships  and ensure effective stakeholder management to support HDA programmes
Develop and implement Stakeholder and Intergovernmental Strategy aligned to the Developer Role
Stakeholder and Intergovernmental Strategy aligned to the Developer Role developed and implemented
Platforms and forums for stakeholder management established and used to advance HDA programmes
To ensure effective communication on the HDA‘s activities
Develop and implement a Communication Plan
Implementation Plan developed, activities undertaken and set targets achieved
Implementation Plan developed, activities undertaken and set targets achieved

40. MTEF Targets Programme 2C: Spatial information and analysis
Strategic Goal: Promote integrated spatial planning and sustainable land development
MTEF Targets
Strategic Objective
Key Activities
Performance Measure/Indicator
2016/17 Target
(Baseline)
2017/18
Target
2018/19
2019/20
To ensure acquisition of strategic land and landed properties fordevelopment by HDA
Identify and acquire strategic land and landed properties for development projects aligned to the Master Spatial Plan
% of land parcels and landed properties acquired and projects with investment potential submitted
100% of land parcels and projects with investment potential submitted
To ensure effective monitoring and evaluation of land development for the achievement of spatial transformation in human settlements
Develop an M & E framework to monitor and report on alignment to Master Spatial Plan (MSP)
.Quarterly reports on alignment to MSP produced at set intervals
4 Quarterly reports with research and impact studies done related to monitoring and evaluation of spatial transformation and targeting

41. MTEF Targets Programme 2C: Spatial information and analysis
Strategic Goal: Promote integrated spatial planning and sustainable land development
MTEF Targets
Strategic Objective
Key Activities
Performance Measure/ Indicator
2016/17 Target
(Baseline)
2017/18
Target
2018/19
2019/20
To ensure integrated spatial planning
Develop a comprehensive Spatial Master Plan
Spatial Master Plan developed and implemented
MSP in place
Spatial Master Plan developed and maintained
Spatial Master Plan implemented
Research to ensure and guide more innovative project implementation
Develop an research framework and implementation plan
Approved research agenda
General research agenda n place
Research guiding innovation, spatial targeting and spatial transformation
Community education and information distribution
Communities educated
None
Brochures and information graphics developed, distributed and workshopped

42. Performance Measure/Indicator
Programme 3A: National Technical Assistance
Strategic Goal: Accelerate the delivery of resilient, integrated and sustainable human settlements
MTEF Targets
Strategic Objective
Key Activities
Performance Measure/Indicator
2016/17 Target
(Baseline)
2017/18
Target
2018/19
2019/20
To ensure provision of technical support services to (Programme 3 B & Programme 4 A & B) so as to enable the implementation of human settlement developments or the implementation of priority programmes.
Provide technical support services to Programme 3 within agreed time frames and costs
% of requests responded within agreed timeframes and costs
100% of requests responded to within agreed time frames and costs

43. Performance Measure/Indicator
Programme 3B: National Programme Design and Management
Strategic Goal: Accelerate the delivery of resilient, integrated and sustainable human settlements
MTEF Targets
Key Activities
Performance Measure/Indicator
2016/17 Target
(Baseline)
2017/18
Target
2018/19
2019/20
To ensure the packaging, management and implementation of national priority programmes as agreed with the Minister including catalytic projects, mining towns and NUSP.
Develop, implement and monitor the Business Plan for priority projects
Number of priority programmes and projects implemented
Three programmes including catalytic projects, mining towns and NUSP implemented
Number of Developers meeting the Humans /settlement transformation targets set in the score card
None
19 Private Developers to sign agreements
20 Developers to sign agreements
17 Developers to sign agreements
5 projects implementation plans approved
10 projects implementation plans approved
10 projects implementation plans approved
To ensure effective implementation of strategic/ catalytic human settlement developments
Implement identified catalytic projects
Number of projects identified and implemented
10 Projects selected
50 project reviewed
50 projects implemented
20 projects selected
To ensure that identified human settlement development projects are unblocked and implemented
Identify projects requiring ‘unblocking’ and fast track their implementation
Number of identified projects unblocked and implemented

44. Performance Measure/Indicator
Programme 4 A: Regional Coordination and Human Settlements Implementation Support Services
Strategic Goal: Accelerate the delivery of resilient, integrated and sustainable human settlements
MTEF Targets
Strategic Objective
Key Activities
Performance Measure/Indicator
2016/17 Target
(Baseline)
2017/18
Target
2018/19
2019/20
To enhance capacity and provide projects implementation services to provinces and municipalities for human settlements development
Build capacity for implementation of human settlements projects
Number of provinces provided with capacity support as per MTOPs and business plans
3 provinces provided with capacity support as per MTOPs and business plans
Deliver/support serviced lands for human settlements
Number of human settlements serviced sites delivered/supported
No of serviced sites
664 serviced sites
9539 serviced sites service sites
5203 serviced sites
Number of human settlements units delivered/supported
No of housing units
2866 Housing units
6912 housing units
8859 housing units

45. Performance Measure/Indicator
Programme 4 A: Regional Coordination and Human Settlements Implementation Support Services
Strategic Goal: Accelerate the delivery of resilient, integrated and sustainable human settlements
MTEF Targets
Strategic Objective
Key Activities
Performance Measure/Indicator
2016/17 Target
(Baseline)
2017/18
Target
2018/19
2019/20
Facilitate the transformation by signing transformation and Empowerment frameworks (TEF) with the Private Sector
Develop and sign transformation and empowerment agreements with the Private Sector to transform the Human Settlement Sector
Number of private sector developers meeting targets in the TEF
56 Catalytic Projects Identified 19
Transformation and Empowerment plans signed
5 Private Sector developers partially meeting targets of the TEF
5 Private Sector developers fully meeting targets of the TEF
5 Implementation frameworks
signed

46. Performance Measure/Indicator
Programme 4 B : Land Management
Strategic Goal: Promote integrated spatial planning and sustainable land development
MTEF Targets
Strategic Objective
Key Activities
Performance Measure/Indicator
2016/17
Target
2017/18
2018/19
2019/20
To ensure the acceleration of the release of well-located land for housing and human settlements
Identify and acquire land for human settlement developments
Land acquired, released; and
2500
3000
Number of hectares of land facilitated for rezoning
New baseline: land rezoned
1000 ha

47. Thank you