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Social Housing Foundation [PMG note: photo’s have been removed]

Social Housing Foundation [PMG note: photo’s have been removed]. Presentation to Portfolio Committee on Housing 14 May 2008. “Building Communities, Building Social Housing”. Contents. Mandate Company Structure and Strategic Objectives Key Performance Areas

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Social Housing Foundation [PMG note: photo’s have been removed]

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  1. Social Housing Foundation [PMG note: photo’s have been removed] Presentation to Portfolio Committee on Housing 14 May 2008 “Building Communities, Building Social Housing”

  2. Contents • Mandate • Company Structure and Strategic Objectives • Key Performance Areas • Provincial Operations & Priorities for MTEF • Financial Implications • Corporate Governance

  3. Mandate[PMG note: photo’s have been removed]

  4. 1. Mandate (1) 1.1 Legal Status The Social Housing Foundation was established as a section 21 company in 1997 under the Companies Act (Act 61 of 1973). The Social Housing Foundation (SHF) is a Schedule 3A Public Entity as indicated in the PFMA and Treasury Regulations 1.2 Mission The mission of the SHF is to provide strategic services towards creating and developing a sustainable and vibrant social housing sector in South Africa

  5. 1. Mandate (2) 1.3 Mandate • The organisation was established as a national institution and is formally mandated by the National Department of Housing to develop and build capacity for social housing institutions and to develop a policy framework for the social housing sector through the Housing Amendment Act 20 of 1999. • SHF has also been mandated by NDoH to be the Implementing Agent for the Interim Social Housing Programme (in the absence of SHRA) • SHF has championed the new National Rental Housing Strategy. • SHF is the entity that has been tasked to manage the VROM/NDoH MOU. • SHF is working with the SIU at NDoH on the Turnaround of distressed projects.

  6. 1. Mandate (3) • Central to this goal, SHF creates credible social housing institutions (SHIs) and simultaneously develops housing capacity. • We deliver expertise, products and services in response to the challenges impacting the South African social housing environment. 1.4 Mandate (contd)

  7. 1. Mandate (4) 1.4 Mandate (contd) • Expertise - project development - project packing - project modeling - property management • Services - advise - facilitation - information research - training • Products - tools - methodologies - best practise (models)

  8. 2. Company Structure[PMG note: photo’s have been removed]

  9. 2. Company Structure (1) 2.3 Structure

  10. 2.4 Alignment

  11. 2. Strategic Objectives[PMG note: photo’s have been removed]

  12. 2. Strategic Objectives (1) 2.1 Strategic Objectives (SO’s) • SO 1: Policy Support • SO 2: Monitoring & Evaluation • SO 3: Delivery Agent’s support • SO 4: Sector Communication, professionalisation and knowledge management • SO 5: Government Support • SO 6: Operational Management

  13. 2.2 Strategic Objectives (SO’s) vs Workstreams

  14. 3. Key Performance Areas[PMG note: photo’s have been removed]

  15. 3. Key Performance Areas (1) 3.1 Past Performance

  16. 3. Key Performance Areas (2) 3.2 Current Performance

  17. 3. Key Performance Areas (3) 3.3 ISHP : 2006/07

  18. 3. Key Performance Areas (4) 3.4 Turnaround Interventions

  19. 3. Key Performance Areas (5) 3.5 Future Projections

  20. 4. Provincial Operations (coverage)[PMG note: photo’s have been removed]

  21. 4. Provincial Operations (coverage)(1) 4.1 Previous Output

  22. 4.2 Geographical Spread

  23. 4.3 Current Pipeline

  24. 4. Provincial Operations (coverage)(4) • PSC’s : set up in 6 provinces (Gauteng, KZN, W Cape, NW Province, Free State, Eastern Cape • Eastern Cape requires technical support, Mpumalanga lagging • PRZ’s : of the 13 as per Phase 1 in policy, 10 have council resolutions. • CoJ, Tshwane, Ekurhuleni, eThekwini, CCT, Msunduzi, Buffalo City, NMMM, Rustenburg/Potch, Mangaung on track • Nelspruit, Sol Plaatjie, Polokwane lagging. • Pipeline: process (both SH + CRU) – commitment from province, municipality, SHI’s. Tools provided – capacitation. Strategy which goes to sub-committees of NSHTT – outlines an approach, engagement, scan, unblocking, workshops 4.4 PSSP

  25. 4. Provincial Operations (coverage)(5) • Finalise Abahlali – complete sales and transfers • Support KWTHA legal process • Complete N2 Gateway: Joe Slovo interventions • Fast-track EHI interventions • Welkom projects to come on board • Gauteng projects to come on board. • Other projects as per official list 4.5 Turnaround Interventions

  26. 4. Provincial Operations (coverage)(6) • 10 projects shortlisted with 4000 units • Will be able to fund 3 projects with approximately 1300 units with R180m budget. • 2008/09 : Calls for proposals has begun using the existing pipeline. • Will be able to build approximately 1500 units with R196m budget • Unit works closely with both TSSP and PSSP 4.6 ISHP 2007/08 + 2008/09

  27. 4. Provincial Operations (coverage)(7) • Multi-Disciplinary Task Teams appointment (with PSSP & TSSP) • Working with City of Johannesburg – conducting a socio-economic survey for San Jose/Zinn building (Constitutional Court ruling) • Also working with Gauteng Department of Housing on Assessment of TRG intervention. 4.7 R&D + M&E

  28. 4. Provincial Operations (coverage)(8) 4.8 National Rental Strategy

  29. 4.9 Operational Burning Issues

  30. 5. Financial Implications[PMG note: photo’s have been removed]

  31. Financial ImplicationsIncome and Expenditure 2007-2008 (Unaudited)

  32. Financial ImplicationsBalance Sheet 31 March 2008 (unaudited)

  33. Financial ImplicationsInternal Costs Breakdown (Unaudited)

  34. Financial Implications Schematic Breakdown of Operational Costs 2007-2008

  35. Financial ImplicationsISHP expenditure 2007-2008 (Unaudited)

  36. Financial Implications Income & Expenditure Projections 2008-2009: Income

  37. Financial Implications Income & Expenditure Projections 2008-2009 : Expenditure

  38. Financial Implications Income & Expenditure: Breakdown of Operational Portion

  39. Financial Implications Income & Expenditure Projections : ISHP

  40. 5. Financial Implications

  41. Financial Implications

  42. 6. Corporate Governance 6.1 Governance • Executive Officer – Minister of Housing • Executive Authority – 7 members • Requires 2 new members = NDOH advised • Accounting Authority – Board of Directors • Requires 2 additional directors = NDOH advised • Accounting Officer – Managing Director • Board Committees – Audit (including fraud and risk); Human Resources, Ethics and Remuneration = Charters in place • Board Technical Sub Committee for ISHP approvals in place • PFMA – Treasury Guidelines, King Code II and Protocol of Corporate Governance compliant • Shareholders Compact = currently being reviewed by BOD • External audit – 10 years unqualified audit reports • Internal audit – in place, perform annual risk assessment and three targeted evaluations annually = no major problems found • Fraud plan, Risk plan, Business Interruption plan, HR strategy plan in place • Employment Equity plan in place • NPO registration applied for and waiting confirmation

  43. Q & A

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