JOHANNESBURG CITY PARKS

(An association incorporated under Section 21)

Registration No: 2000/028782/08

(In terms of Section 121 of the

Municipal Finance Management Act, 2003 and
Section 46 of the Municipal Systems Act, 2000)

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 JOHANNESBURG CITY PARKS
AN ASSOCIATION INCORPORATED UNDER
SECTION 21 OF THE COMPANIES ACT

COMPANY INFORMATION:

Registration number : 2000/028782/08

Registered Address : Johannesburg City Parks

City Parks House
40 De Korte Street
Braamfontein
2017

Postal Address : P O Box 2824

Johannesburg
2000

Telephone number : (011) 712-6600

Fax number : (011) 712-6796

Website : www.jhbcityparks.com

Bankers : ABSA Bank of SA Limited

Auditors : Auditor-General

Vision
To be the leading African green environment
And cemetery management company.

Mission
To develop, maintain and conserve the
green environment and cemeteries
for present and future generations.

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 TABLE OF CONTENTS

CHAPTER ONE: INTRODUCTION AND CORPORATE PROFILE

Section 1: Corporate Profile and Overview of the entity 4

Section 2: Strategic Objectives 8
Section 3: Foreword by the Member of the Mayoral Committee 10
Section 4: Chairperson’s Foreword 12
Section 5: Managing Director’s Report 17

CHAPTER TWO: PERFORMANCE HIGHLIGHTS

Section 1: Highlights and Achievements 23

Section 2: Company Four Year Review 25
Section 3: Financial Performance 27
Section 4: Capital Projects 29
Section 5: Performance against IDP and City Scorecard 34
Section 6: Assessment of Arrears on municipal taxes and service charges 38
Section 7: Statement on amounts owed by Government Departments and public entities 41
Section 8: Recommendations and Plans for the next financial year. 42

CHAPTER THREE: DIRECTOR’S REPORT AND GOVERNANCE

Section 1: Corporate Governance Statement 43

Section 2: Board of Directors 43
Section 3: Board Committees 48
Section 4: Director’s Remuneration 50
Section 5: Company Secretarial Function 52
Section 6: Risk Management and Internal controls 53
Section 7: Internal Audit Function 56
Section 8: Response to the Auditor-General Report 57
Section 9: Corporate Ethics and Organisational Integrity 61
Section 10: Sustainability Report 62
Section 11: Corporate Social Responsibility Report 63

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CHAPTER FOUR: HUMAN RESOURCES AND ORGANISATIONAL MANAGEMENT

Section 1: Human Resource Management 66

Section 2: Employment Equity 69
Section 3: Skills Development and Training 73
Section 4: Performance Management 76
Section 5: HIV/AIDS in the Workplace 76
Section 6: Employee Benefits 80
Section 7: Supply Chain Management and Black Economic Empowerment 81

CHAPTER FIVE: AUDITED FINANCIAL STATEMENTS AND RELATED INFORMATION

Section 1: Auditor-General’s Report 84
Section 2: Statement of responsibilities and approval 95
Section 3: Directors’ report 96
Section 4: Statement by company secretary 98
Section 5: Annual financial statement 99

CHAPTER SIX: FUNCTIONAL AREA SERVICE DELIVERY REPORT 144

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CHAPTER ONE: INTRODUCTION AND CORPORATE PROFILE

Section 1: Corporate Profile and Overview of the entity

Johannesburg City Parks (JOHANNESBURG CITY PARKS) is the greening, conservation

and cemetery management entity for the City of Johannesburg (CoJ). It was incorporated
under the seal of the Registrar of Companies on 15 November 2000 as a Section 21 (non-
profit) Company and business commenced on 1 January 2001.

Johannesburg City Parks’ mandate is to provide and manage the parks, designated open
spaces, environmental conservation services and cemeteries for and on behalf of the City of
Johannesburg.

Accordingly Johannesburg City Parks manages the following assets:

Area of Management Quantity

Number of parks and arterials 2 343
Area of developed parks and arterials 6 603,3 hectares
Area of undeveloped parks 3 591,1 hectares
Nature reserves 1 202,6 hectares
Street verges 7 500 hectares
Street trees 1,3 – 1,6 million
Number of cemeteries 35
Area of cemeteries 904 hectares
Number of crematoria 2
Number of nurseries 2
Water surfaces 174 hectares
Bird sanctuaries 366,4 hectares
Trails and river trails 107km
Environmental & education centres 6
Size of fleet 306 Vehicles; 127 Trailers

Total number of employees as at 30 June 2009: 1 660

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Johannesburg City Parks is committed to the principles of the Joburg 2030 Vision as
encapsulated in the strategy of the City of Johannesburg. The Company aligned its Business
Plan with the Integrated Development Plan and Environmental Sector Plan of the CoJ via its
programmes and projects.

Functional areas
Parks, designated public open space, nature conservation areas and cemetery
maintenance
- Horticultural services
- Arboriculture maintenance
- Infrastructure maintenance
- Nursery operations

Cemeteries management
- Burials
- Cremations
- Archival records

Environmental conservation
- Biodiversity management
- Environmental awareness
- Environmental training, empowerment and capacity building
- Bio-aquatic management
- Botanic research, monitoring & information sharing
- Conservation, rehabilitation, enhancement of ecosystems
- Invader species control
- Open space impact management and provisioning
- Environmental compliance and open space impact management
- Ecotourism and conservation business development

Project Management
- Planning
- Design
- Landscaping

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Marketing
- Marketing and market research
- Stakeholder liaison
- Communication
- Media liaison
- Business development

Human Resources

- Human resource management

- Recruitment, selection & retention
- Remuneration management
- Employee relation management
- Quality of work life
- Human resources development
- Organisational development
- Employment equity
- Performance management

Finance

- Business planning
- Budget and forecasting
- Finance controls
- Finance reporting
- Procurement
- Information technology
- Knowledge management

Company Secretary

- Company secretarial & legal compliance

- Legal services
- Corporate administration

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Assurance services

- Risk management
- Internal auditing
- Service monitoring & reporting

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Section 2: Strategic Objectives

Johannesburg City Parks has aligned its strategic objectives with the City of Johannesburg’s
Mayoral Priorities, strategic plans and five-year programmes as follows:

Improve Service Delivery

Johannesburg City Park’s service delivery mainly consists of development, maintenance
and conservation of public open space and the natural environment, greening of the City (i.e.
planting of trees), and securing of burial space for the future.
This strategic objective has been successfully achieved and exceeded in many ways.

Occupational Health, Safety and Security

The design and layout of facilities have been done with safety in mind, and the safety in our
facilities has been improved through our Park Warden monitoring system and the
involvement of other MOE’s such as Metro Police. Through compliance to the Occupational
Health and Safety Act, and the SMME safety programmes, safety in the workplace and at
our facilities has been enhanced.

Effective Financial Management

Johannesburg City Parks addressed the Mayoral Priority of a “Well Governed and Managed
City” with the strategic objectives of Sound Financial Management, Capex Implementation
and the Management of Risks. Corporate Governance and MFMA assessments were also
done as well as regular internal audits.

Economic Development and Job Creation

Johannesburg City Parks continues to contribute to economic development and job creation
through the implementation of the Expanded Public Works Programme. New jobs were
created, people were trained and the extent of SMME procurement contributed to achieving
this Mayoral Priority.

Customer Satisfaction and Responsiveness

Through improved service delivery Johannesburg City Parks has improved customer
satisfaction. Johannesburg City Park’s employee satisfaction, sustainability of our service
delivery and service delivery excellence also played a valuable role towards community
development

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HIV and AIDS
Johannesburg City Parks continues to support the prevention of HIV and AIDS initiatives
through the development and education of staff as well as wellness programmes. A Healthy
workforce benefits the organisation and individual’s growth. Johannesburg City Parks
complies with the City’s and its own HIV and AIDS policies.

Staff development
To develop staff to its fullest potential

Implementation of environmental sector plan projects:

• Implementation of sustainable disposal of green waste;

• Removal of aquatic invasive plants from water bodies (mainly hyacinth);
• Maintenance and control of reeds;
• Maintenance of birds sanctuaries river trails and corridors;
• Implementation of community based river cleanup programme;
• Development and implementation of Ecological master plans for selected nature areas;
• Implementation of alien plants control programme;
• Nodal developments through PPP’s (Muti garden, Entrance/conference precinct, Kids
garden, etc);
• Capex projects;
• Implement open space master plan (Zoning & rezoning, development, landscaping,
declare open spaces as per OSMP);
• Development of Capital projects as determined by CoJ;
• Greening of Soweto;
• Soweto nursery development;
• Environmental education programme - tree planting support programme;
• Greening 2010;
• Greening of Soweto Project (Plant 62 000 trees);
• JCP internal Pre- EIA screening;
• Open space input to Gautrain (especially trees, parks, etc); and
• GIS /OS Spatial programme continue.

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Section 3: Foreword by the Member of the Mayoral Committee for Environmental and
Corporate Services Portfolio, Councillor M Mfikoe,

It is with pleasure that we present this year’s Annual Report. We are satisfied that the Board
has duly executed its fiduciary duty in completing the work of the entity. We have closed the
past financial year with a number of triumphs and achievements against targets set for the
period under review.

Johannesburg City Parks presents this Annual Report at a time when conservation agencies
in the 21st Century are facing many global challenges that could threaten the integrity and
survival of the systems of protected areas under its jurisdiction. Changes in global climates
continue to pose serious threats to protected areas.

Greening in the City of Johannesburg is high on the service delivery agenda especially for
those areas that have been previously disadvantaged such as the South because in
contrast, the northern parts of Johannesburg when looked at from outer space resemble a
rain forest. The South on the other hand is denuded and dusty.

We are reversing this situation by planting more than 200 000 trees by 2010, greening every
soccer field in every township, building more Regional Parks especially in the South,
establishing nurseries and ensuring that these help to reinforce our greening programme,
cleaning and greening the Klipriver and all its tributaries by 2010, and leveraging private
sector resources and partnering with many organisations to realise the goals that we have
set for ourselves.

Since July 2006, City Parks has already planted about 40 000 trees. We are satisfied that
we have achieved our annual objectives for the 2008/2009 financial year in most areas and
that those few objectives for which targets were not attained were unduly affected by
constraints beyond our control.

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I would like to thank the Board of Directors, Managing Director, Senior Management as well
as all staff of the entity for their contribution in ensuring efficient and effective delivery of the
objectives and programmes against set targets for the year under review. The year under
review has certainly confirmed that this is a department of committed individuals who despite
the many strains and challenges respond to the call of ensuring that we ensure a better life
for all residents of Johannesburg.

Councilor M Mfikoe
Member of the Mayoral Committee
Environment and Corporate Services

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Section 4: Chairperson’s Foreword

The 2008/2009 financial year has proven yet again to be a successful year for the Company
in spite of a number of challenges that we have experienced. At the Board level a major
challenge for us was the rotation to other MOEs in line with the COJ policy of three of our
very experienced and capable Directors namely Ms D Nyalunga who was rotated to Metro
Bus, Ms Z Mabaso who was rotated to the MetroTrading Company (MTC) and our Audit and
Risk Chairman Mr Thulani Nzimakwe who was appointed as Chairman of MTC. The
departure of these Directors meant that we had to reshuffle our committees. We welcomed
in their stead Ms V Lennon, Mr K. Mokhobo and Mr J Mpufane. Mr. Mpufane regrettably
resigned from the Board during the course of the year as he was unable to attend meetings
due to the tight schedule in his own employment.

The Board established the following Committees to oversee and support management in the
pursuit of Johannesburg City Parks strategic objective:

(a) The Strategy, Performance and Remuneration Committee combined the previous
Committee of Chairs and the Remuneration Committee. The main purpose of this
committee is to assist management with the interpretation of the Johannesburg City
Parks mandate, consider and advise management of ongoing environmental factors that
may impact on the Johannesburg City Parks strategy, review the performance of the
Executives and consider all matters that relate to the remuneration of staff especially the
Executive staff. This committee is chaired by me.

(b) The Human Resources Committee whose brief is to consider and advise management
on all matters that affect the wellbeing of staff, including the development and
refinement of HR policies and the development of our human capital base. This
committee is chaired by Professor H Kasan in the interim.

(c) The Finance and SHEQ Committee whose brief is to review all of Johannesburg City
Parks financial commitments and budgets and receive reports in this regard as well as
monitor and advise management on safety issues in order to ensure that Johannesburg
City Parks complies with relevant safety laws and regulations. This committee is chaired
by Professor H Kasan.

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(d) The Audit and Risk Committee whose function in terms of section 166 of the Municipal
Finance Management Act is as to be an independent advisory function to the Board and
is tasked with amongst other things the review of the Annual Financial Statements and
investigate all other matters that it may be tasked with by the Board. This Committee is
chaired by Mr A Carolissen

(e) The Operations and Marketing Committee which is tasked with reviewing and advising
management with the successful implementation of JCP business plans and ensuring
that Johannesburg City Parks’ customers understand and appreciate the role of
Johannesburg City Parks and that customer issues are adequately dealt with. This
committee is chaired by Mr M Bahula.

Management

Our Executive Team continues to be ably led by our Managing Director (MD) Mr L
Williamson who is supported by our new Chief Financial Officer (CFO) Mr R Clements.
Mr R Clements replaces our previous excellent Chief Financial Officer Mr K van Eck who
resigned during the year to join an international company in the private sector, Mr G Cooke:
Operations Executive: Parks and Cemeteries, Mr P Meyer: Operations Executive:
Environment and Infrastructure, Mr F Fouche: Marketing and Communications Executive,
Ms A Buzo–Gqoboka: Human Resource Executive, Ms K Molale our General Manager:
Assurance Services and the Company Secretary Mr M Sayed Hassan.

The Board tasked management in the year under review with four key strategic performance
objectives namely; to proactively manage and maximise Johannesburg City Parks capital
base and revenue streams, Create customer value, maximise service quality, and
operational effectiveness and creating and an environment that builds capabilities within the
company.

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As evidenced in the body of this report, Johannesburg City Parks capital base was constant
due to competing priorities in the CoJ. Additional funding was sourced from the City for other
capital projects through the Environment Department in the amount of 800k which was used
for the planting of trees. More than R30m was allocated from this department for the KK
project which proved to be an exciting flagship event for JCP within the current year.
Additional revenues through the work of our External Services Department staff generated
R44m additional revenue to JCP far outstripping their R22, 3m budget. Through the
marketing and events management department, the company raised in excess of R16m
made up of direct and indirect income in their fundraising efforts.

The impact of management’s effective pursuit of this objective is that in a difficult economic
climate the company was able to break even and end up with a slight surplus of
approximately R2, 6m for the year under review. As a going concern the company has
generated sufficient retained earnings in the amount of R84, 2m even though our status as a
going concern is backed by the COJ annual guarantees for ongoing funding as a section 21
Company. Our Internal Audit has continued to advise management on critical systems and
performance gaps and has verified existing performance targets. Our Audit report is
testimony to the ongoing effective and efficient manner in which the organisation continues
to be managed.

JCP is proud to announce that major projects were achieved that create customer value.
These are mainly parts of the KK project within time and budget and the meeting of the
Executive Mayor’s Legacy Project particularly the greening of Soweto. More than 150 000
trees have been planted to date with the past President Mandela planting the 90 999
thousand tree at the Thokoza Park in Soweto and Lionel Ritchie planting a tree at the Zoo
Lake, the greening of Orlando Stadium in collaboration with the Community Development
Department at the COJ.

Our customer surveys have shown a record 81% satisfaction level and an average level of
resolved complaints of 77%. Management continue to look at innovative ways of providing
value at the lowest cost possible and instituted the asset management, fit for purpose
vehicle and contractor model strategies.

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Even though Johannesburg City Parks has faced a serious challenge in the area of our
Human Resources with many of our employees retiring, management has instituted a skill
audit to determine Johannesburg City Parks current and future HR needs and is very proud
of its achievement in advancing women in the organisation particularly through its Women’s
Development Program where a number of women have been mentored to take up senior
posts in the organisation and others have been trained as Lawn Mower Drivers and so on.
The advancement of women through enterprise development and procurement stand in
excess of 30%. Equity is focused on improving the role of Black African women in the
organisation and is set to increase substantially at the Executive level of the organisation.

On behalf of the Board I would like to express our continued support and appreciation to the
MD and his Executive for the excellent results that the company continues to achieve. The
International LivComm awards and the EPWP awards continue to inspire us all in pursuit of
the Johannesburg City Parks mandate and making the COJ the World Class City that it is.
Extraordinary items

We are sad to have lost our inspiring Member of the Mayoral Committee Councillor Prema
Naidoo who was rotated towards the end of the financial year but are equally appreciative of
being allocated a young and dedicated MMC for Environment, the Honourable Councillor
Matshidiso Mfikoe. In the short space of time that we have interacted with the MMC, it is
clear that her energy, zest and insight will lead Johannesburg City Parks to higher
standards.

In the course of the year the City Manager informed us of a forensic investigation that the
City had undertaken on account of alleged whistle blowers. The Audit and Risk Committee
of the Johannesburg City Parks is looking into these allegations and the report will only be
concluded in the next financial year.

The future

Johannesburg City Parks is enthusiastic about its future and will continue to grow from
strength to strength in spite of the economic challenges that the COJ faces. Future
emphasis will be placed on sourcing capital and ensuring that sufficient burial space is
available in the South. In the short term, Avalon Cemetery will be extended and second
burials will be encouraged. Alternatively, burials will be carried out at Eldorado and the
Lenasia Cemeteries whilst capital is being sourced and environmental impact assessments
records of decisions are awaited. We are not giving up on our vision to make COJ a City of

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Fountains with a myriad of Water features as well as completing the task of meeting the 200
000 trees target, increasing operational efficiencies and expanding the role of women in the
organisation. Safety in the Parks and in Cemeteries through joint action with JMPD and
SAPS will continue to be enhanced.

We are thankful for the support and co-operation that we continue to receive from the
Department of Environment and from the Shareholder Unit and the motivation that through
challenges that the Executive Mayor and the politicians keep stretching us on.

Greener, Conserved, Yours!!!

Griffith Zabala

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Section 5: Managing Director’s Report

Overview

The 2008/09 fiscal year will be remembered as the year of the global economic meltdown,
the soccer Confederations Cup in SA and the year of South Africa’s fourth general elections.
At Johannesburg City Parks, we will remember this year with the successful execution of the
Kliprivier/ Klipspruit (KK) projects and various innovations, including the successful rollout of
township TV, various extreme makeover developments and the implementation of best
practices in parks development and maintenance.

Staff commitment, passion and enthusiasm ensured the effective management of both
internal and external resources and the achievement of all goals and objectives.

Strategic matters

The report reviews the organisations performance for the year in terms of the imperatives as
defined in the Growth and Development Strategy, Integrated Development Plan and the
Business plan of City Parks. The various strategic objectives around financial, customer,
internal business processes and innovation and learning have been achieved favourably and
contributed to another successful financial year.

Key Performance Areas

Customer Perspective:
The creation of customer value is the strategic objective of this perspective.

The average resolution of logged complaints for the year under review was 77% which
exceeds the set target of 72%. The average of 77% complaints resolved is also in line with
the average of 78% resolved during the previous year. Furthermore, an overall 81%
customer satisfaction rating was achieved via the annual customer satisfaction survey.

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The Media Liaison Section has been actively engaging with community, regional and
national media to ensure that Johannesburg City Park’s products and services generate a
high-level of public awareness and buy-in. The positive coverage that is secured is evident
in the growing conscientiousness and ongoing involvement of business, residents and
schools in the planting of trees, river clean-ups and the positive increase in market and
public perception of Johannesburg City Parks as reflected in the various surveys undertaken
by the Research section.

The Mayoral priority and Environmental Sector Plan imperative of a Clean Green City was
further augmented by the planting of 62 155 trees planted for the year and 154 264 trees
planted in total towards the 2010 target of 200 000.

Proudly, the capital development programme for 2008/9 was concluded in the 4th quarter
with over 30 projects developed. This year’s projects saw the adoption of various new
products and services, including, universally accessible play equipment, a skate park,
themed road islands, ablution facilities at all medium to large parks, amenities and access
for people with disabilities, an environmental education centre and a nursery in a park
environment. The KK Project was the flagship development and has set a new standard for
parks development at Johannesburg City Parks.

Whilst some of the initiatives around the world class parks programme have been prioritised
or placed on hold due to the cost-cutting exercise, good progress was made in developing
the Johannesburg City Parks service standards booklet, management plans for the 14
selected sites and the development of a site accreditation and grading system named the
‘Green Leaf Awards’. The new financial year will see the finalisation and implementation of
the best practices systems, including site-specific documentation on marketing, events,
maintenance, resource and master plans.

An estimated amount of R9, 4m worth of free editorial coverage had been secured by the
Media Liaison Section during the financial year which includes print, radio, electronic and
television coverage.

During the year the Park Rangers had 24 304 facility visits and 47 special operations which
resulted in 12 732 vagrants being removed, 790 arrests being made and 209 spot fines
being issued.

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Financial Perspective:
The Strategic objective of this perspective is to proactively manage and maximise the
Johannesburg City Parks capital base and revenue streams.

Revenue generation (External Services) reached record levels with a year-to-date stretched
target of R47, 1m order book achieved against an annual external stretched income target of
R40m. R44, 8m of external sales has been invoiced for work completed, with R26m money
in bank. Revenue from burials has generated R17, 9m as at the end of the 4th quarter,
which is in line with projections and the actual burials that took place.

The Marketing department generated income to the value of R16, 7 m, an increase of

R6,7m from the previous year. This amount was made up of direct income of R5, 4 m and
indirect income estimated at R11, 3m.

Capex

Against the revised Capex budget of R74 590, 99% of the budget has been spent, as
follows:
Details Budget Actual % Expenditure
R’000 R’000
CoJ 10 750 10 538 98%
MIG 14 964 14 947 99.9%
2010-KK 30 000 29 770 99.2%
Bulk Contributions 8 476 8 537 101%
Operational Capex 10 400 10 018 96%
TOTAL 74 590 73 807 99 %

Towards the end of the year, the company’s budget was micro managed in order to
effectively utilise the allocated budget in an environment where the impact of the
international economic crisis was being realised. Cost cutting measures put in place during
the 4th quarter were closely monitored and scrutinised which ensured a surplus for this
financial year, however, with all key service delivery indicators achieved.

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Internal Business Process Perspective:
This perspective’s strategic objective is to maximise service quality and operational
effectiveness of the operations department.

Due to the successful outcome of the Resource Management Plan and Johannesburg City
Parks’ commitment to service delivery, most IDP targets were met or exceeded for the
period under review. The portfolio comprises of 143 674 hectares, against which a portfolio
maintenance coverage of 165 111 hectares was achieved through increased maintenance
cycles.

A total of 30 938 beneficiaries were reached through various Environmental Education

programmes, exceeding last year’s total of 19 684 by 45%. This was achieved through the
commitment of the environmental education team and the use of community based
educators in the 3rd and 4th quarters. The impact of the various programmes have also been
measured, the details of which are reflected in the report.

In light of Fleet being the 3rd highest cost driver in the organisation, it is critical to effectively
manage the fleet costs, fleet availability and utilization. The de-fleeting of 5 tractors, 6
specialized vehicles and 1 sedan and trailer, in line with the fit-for-purpose and fleet
optimisation strategy, has resulted in the fleet revised budget being achieved, without
affecting availability and utilisation. Accidents and incidents have also been well controlled
resulting in a loss-claim ratio of only 34% with 50 less perils compared to the previous year
at a reduced cost of R150 000.

For this financial year, 26 lost time injuries (8 in quarter 1, 8 in quarter 2, 4 in quarter 3 and 6
in quarter 4) were reported resulting in an LTIFR of 1.44. Compared with the previous
financial year of 42 LTI’s and an LTIFR of 2.1, this represents a significant improvement and
can be attributed to the numerous SHE-related initiatives implemented throughout the year.

The 15 facilities identified for energy efficiency retrofitting have been submitted to the CoJ:
Infrastructure and Services Department for incorporation in the city-wide energy saving
initiative, via the Clinton Foundation. Johannesburg City Parks awaits the results of the
water and electricity audit reports. In the interim, Johannesburg City Parks has completed
the electricity and water audits at two sites on its own in preparation for retrofitting in the new
financial year. In relation to waste management, the pilot recycling project at Florida Lake is
in the final stages of implementation.

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In accordance with the approved Internal Audit Plan, thirty one (31) audits were expected to
be conducted for the period under review. We have managed to execute and complete
twenty eight (28) of the audits.
The risk containment measures in place are regularly monitored to ensure that they are
within the acceptable residual risk rating. Significant movements noted are reported to
management and appropriate committees of the board on a quarterly basis.

Innovation and Learning:

This strategic objective is to create the environment and build capabilities within the
department to improve service delivery.

Johannesburg City Parks created a total of 2 348 jobs against the annual plan of 1 200.
Most of these were created through our vigorous EPWP initiatives within operational
activities and the roll-out of the Capex programmes. In the new financial year Johannesburg
City Parks will focus on the creation of sustainable jobs, we will also introduce our
apprenticeship model.

The following process improvement initiatives are making good progress and are beginning
to add value to the organisation:

• Johannesburg City Parks Asset Care Centre- pilot in progress at Zoo Lake, full
system rollout scheduled for the latter part of 2009/10.
• World class parks ̶ draft Johannesburg City Parks service standards manual
completed, management plans taking shape, ‘green leaf awards’ system in place.
Numerous infrastructure and horticultural upgrades and improvements have resulted
in the sites moving towards achieving world class standards. Further rollout will take
place next year, budget dependent.
• Benchmarking program (Yardstick) best practices implementation

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Women Development Programme

The Women Development Programme is aimed at affirming women in the workplace and is
progressing very well. The target group is women at the lower levels in the organization,
specifically machine operators and general workers. The group is divided into two groups
consisting of ten women each. The selection criteria applied was vigorous and included
medical screening and literacy proficiency. During this period under review, these women
were equipped with different skills including but not limited to the following - supervisory,
discipline, numeracy and communication in English.

The programme has entered its third phase and the following results have been achieved.
The ride on mower group has completed their training and is now in the implementation and
monitoring stage. This involves being deployed back to their depots and every two weeks
they practically operate ride on mower machines under the supervision of our managers to
embed their new skills. The women targeted for the truck driver section of the development
project, acquired their drivers’ licenses during the quarter and are currently training on
driving skills.

Johannesburg City Parks has for the past three financial years phased in the voluntary
counselling and testing (VCT) campaigns in-line with the Company Strategy and Mayoral
priority deliverables.

Appreciation
A special thanks to the Board, Executive team and our Employees for their tireless
commitment and all their efforts of related and unrelated parties, who have contributed to the
excellent performance achieved in the last year. The skills that we have developed over time
will assist us to face the many challenges and create more opportunities in a global and
competitive environment. Our customers, who have continuously shown interest in our
products and services, can expect an even greater commitment to service delivery, with the
approach of the 2010 World Cup and beyond. A Heartfelt thanks to our Share member for
their continuous support to the environmental projects and programmes.

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CHAPTER TWO: PERFOMANCE HIGHLIGHTS

Section 1: Highlights and Achievements

• 2 348 jobs created vs the plan of 1 200;

• Greening Orlando Stadium with community development as a partner;
• 4 000 trees planted within 3 days to achieve 62 105 trees planted vs an annual plan
of 62 000;
• Logged complaint resolution of 85% vs a plan of 72%;
• 9 Township TV’s rolled out for Environmental education awareness and towards
2010;
• The development of a further 14 ablution facilities, taking the total in operation to 67;
• The development/ reinstatement of 26 water features, bringing the total to 94 in
service against the 2010 target of 100;
• Learner licensing of all our Women Development learner drivers;
• International qualification with the Project Management Institute, for the first time in
the history of Johannesburg City Parks, an employee in Project management at
professional level;
• Re-accreditation with AgriSETA as a training provider;
• A park was developed for the youth, by the youth, in Protea North. 200 young people
assisted with this project;
• Green Flag accreditation of the Kloofendal Nature Reserve hiking trails;
• 95% survival rate of all trees planted;
• Xtreme Park Makeover at Diepkloof won a gold award at the LivCom awards held in
China during November 2008. The project won Johannesburg City Parks two
awards at the CPSI’s “Public Sector Innovations: competition: one as runner-up in
the category for “Public Sector Innovator of the Year” and another one as runner-up
in the “Innovative Partnership in Service Delivery” category. It was also selected as
one of the City of Johannesburg’s four innovative projects and was listed as a finalist
for the Vuna Awards;
• Johannesburg City Parks won a national Skills Development Good Practices Award;
• The Company also received a certificate for outstanding achievement in Productivity
improvement in the category Public Sector at the Productivity SA awards;
• Award for the municipality with the best Expanded Public Works Programme (EPWP)
in the country;
• Johannesburg City Parks was also a finalist in the Mail and Guardian’s Greening the
Future competition;

23
 • The Company’s Park Rangers section won the award for the best law enforcement
unit in the Johannesburg Metropolitan Police Department (JMPD);
• Productivity SA Award for the Public Sector for Productivity Improvement; and

• The development of a Stimulation Park for Children with Disabilities, at Orlando

West.

24
Section 2: Company four-year review

Units 2009 2008 2007 2006

Key financial figures

Total assets Rm 349.9 354.3 344.9 331.2

Total equity Rm 112.3 109.7 113.0 103.7
Total equity and liabilities Rm 349.9 354.3 344.9 331.2
Bank balance Rk 42 32 21 20
Capital expenditure Rm 11.9 23.5 20.8 8.2
External Funding Loans Rm - - - -
MIG Rm 15.0 9.6 3.1 22.3
Revenue Rm 491.1 425.6 368.2 336.5
Grant and Subsidies Rm 423.7 364.1 335.7 308.8
Direct cost (If applicable) Rm - - - -
Employee costs Rm 289.1 271.0 240.9 210.7
Discounting Rm - - - -
Finance income Rm 23.6 26.4 19.8 19.3
Finance costs Rm 8.2 7.1 7.7 7.2
Surplus before tax Rm 2.7 (3.4) 9.7 31.2
Income tax expense-current Rm - - - -
Income tax expense –deferred Rm - - - -
Surplus for the year Rm 2.7 (3.4) 9.7 31.2
Cash generated from operations Rm 2.6 (10.4) (9.4) (6)
Net cash from operating activities Rm 18.1 8.9 3.4 6.1
Net cash used in investing activities Rm (10.7) (22.5) (19.3) (9.6)
Net cash from/(used in) financing Rm (7.4) 13.6 15.9 3.5
activities

Financial ratios

Liquidity % 151 151 167 149

Solvency % 147 145 149 131
Total operating expenditure/revenue % 103 105 101 94
Interest coverage Ratio 1.32 0.52 1.8 5.32

25
 Units 2009 2008 2007 2006

Other
Employees number 1 660 1 799 1 932 2 067
Employment equity % 97.65% 97.38% 97.56% 97.19%
Gender equity % 14.65% 11.45% 9.94% 9.63%
People with disabilities % 0.36% 0.34% 0.31% 0.29%
Training cost Rm 1.8 0.9 0.7 0.2
Black economic empowerment Rm 280 272 143 99
Corporate social investment Rm - - - -

26
Section 3: Financial Performance

3.1.1 Revenue
The Company posted revenue of R 491, 2m for the year, an increase of 15, 4 % over the
previous year. The subsidy from the Shareholder, the City of Johannesburg Metropolitan
Municipality, made up 86,3% of total revenue received, this being an increase of 16,4% over
the previous year. Revenue from cemeteries increased by 16,2 % to R 18 m and external
services revenue increased by 5,9% to R 44, 8 m.

3.1.2 Results of Operations

Operational costs increased by 12, 4 % on the previous year to R 504, 3 m during this period
(2008: R 448, 8 m). The key operational costs that contributed to the increase were mainly
personnel costs, lease premiums and utilities charges. The increase in personnel costs over
the previous period was 6, 7 %, which was due to an average salary increase of 8.3%. The
increase in lease premiums over previous period was 16,7% due to high CPI to which
premiums are linked. The increase in utilities over the previous period was 57, 8% due high
costs of Water and Electricity.

The Company posted a surplus of R 2, 7m for the period under review, against a deficit of R
3, 4m for the previous year. This increase is largely due to an increase in gross profit of R 5,
9 m on cemetery fees and external service.

3.1.3 Cash Flow:

A Council grant to the value of R 423, 8m was received during this period that contributed
84, 0 % of operational costs. Interest income earned of R 23, 6 m (2008: R 26, 4 million)
contributing 4, 8% of operational costs. The remainder was from cemetery fees and external
services. The Company ended the year in a favourable cash position with cash on hand
being R 0.04 m.

3.1.4 Balance Sheet

Fixed assets increased by a net R 3.6m to R 118.6m. This increase was due to the addition
to the following assets in excess of disposals and depreciation. The increase in employee
benefit investment results from actuarial valuation:
Property, plant and equipment - R0, 9m
Software – R 0, 5m
Employee Benefit Investment – R 2, 2 m

27
The ability of the Company to meet its financial obligations remained constant with liquidity
ratio at 1. 51: 1 (2008 = 1.51: 1).

The decrease of R10, 2 m in the Trade and Other Receivables at year-end was as a direct
result of the increased efficiency in the management of receivables. This is evidenced by the
increase of R 5, 4 m in the amount of loan to shareholder which represent amounts swept
from the Company’s bank account into that of the shareholder. The decrease of R 3, 2 m in
inventory is a result of tree stock, which was on hand at the end of the previous financial
year being utilised in planting operations. The decrease of R 5, 2 m in Trade Payables over
the previous year is mainly a direct result of implementation of projects from dedicated trust
accounts (R 5, 7 m).

28
Section 4: Capital Projects

CAPITAL DEVELOPMENT

The 2008-9 Capex budget comprised of the following funding sources:

R10, 750m CoJ Funding

R14, 964m MIG (Municipal Infrastructure grant)
R 8, 476m Bulk Contributions (Engineering fees)
R30, 000m CoJ 2010 (Klipspruit/ Kliprivier corridor)
R10, 400m Johannesburg City Parks Funding

The Capex programme has ensured the effective implementation of more than 30 projects
around the City from the above-mentioned funding sources.

Summary of the key areas of Capital Expenditure

Details Budget R’000 Actual R’000 % Expenditure

CoJ 10 750 10 538 98%

MIG 14 964 14 947 99.9%
2010-KK 30 000 29 770 99.2%
Bulk Contributions 8 476 8 537 101%
Operational Capex 10 400 10 018 96%
TOTAL 74 590 73 807 99%

*The table above reflects total Capex expenditure as a % of budget for 2008/9.

Project Status per funding source is as follows:

• Practical completion has been achieved on all COJ funded projects and the snag lists
are in the process of being resolved. All projects are covered by a contracted 6 month
maintenance and establishment period prior to final handover.

29
• All MIG projects were completed at the end of the 3rd quarter, in line with the provincial
fiscal period. Where applicable, the projects are under the contractor maintenance
period and will undergo final snagging prior to handover to Johannesburg City Parks
operations.

30
• Bulk Contributions allocations were divided into two components, namely, parks/
infrastructure development and city beautification towards 2010. The city beautification
programmes, which focused on the development of town entrances and road islands,
has been 100% completed and handed over to Johannesburg City Parks operations.
Practical completion has been achieved on the parks and infrastructure development
projects, leading into the snagging and maintenance period. Two projects will continue
into the new financial year, i.e. Witkoppen and Vorna Valley, due to EIA requirements.

• The projects developed in Mofolo South and Orlando/ Dube as part of the 2010
Kliprivier/ Klipspruit development programme have achieved practical completion as at
end June 2009. By the time final handover takes place in 6 months time, the project
would have set a new standard for parks development at Johannesburg City Parks,
through the adoption of world class best practices.

• The KK project did experience a few challenges, as follows:

Project Challenge Intervention

Mofolo South CLO, ward councillor and
labour challenges
Orlando/ Dube Illegal Urban Farming Kraal
Riverbank stabilisation SANBI unable to perform
works within the required time
frame
Utilise community members
as far as possible and work
overtime to make up for lost
time
Developed park around the
kraal.
Region D dealing with the
resettlement matter.
Storm water management
design and implementation
expanded at Orlando/ Dube

31
It has been ensured that the Johannesburg City Parks development programme is aligned to
the City’s Capital Investment Programmes and development initiatives.

Capital Development Project Breakdown 2008/9

Project Name Project Budget Actual Project Status Region Completion Jobs
Description R’000 Spend Created
R’000
MIG FUNDING

Waterval Road 1 200 1 199 Practical A 95% 10

Cemetery construction Completion
Avalon Cemetery 18 17 Final D 100% 0
extension Completion
Pioneer Park Musical 4 520 4 516 Finalised F 100% 0
Fountain equipment
deliveries for
installation
2009/10
Cosmo City Park 2 000 2 126 Practical C 95% 15
Ext 6 development Completion

Cosmo City Park 2 000 1 927 Practical C 95% 15

Ext 9 development Completion
Cosmo City Lapa 750 695 Practical C 95% 10
Conservation Development Completion
Areas for
Environmental
Education
Orange Farm Park upgrade 965 960 Practical G 95% 15
Completion
Ivory Park Park upgrade 68 66 Final A 100% 0
Completion
Jukskei Park Park upgrade 950 948 Final E 100% 3
Completion
Diepsloot Park Park upgrade 29 28 Final A 100% 0
Completion
Diepsloot New Cemetery 1 232 1 231 Final A 100% 0
Cemetery development Completion
Riverlea New Cemetery 1 232 1 231 Final B 100% 0
Cemetery development Completion

CoJ CAPEX

Beautification Beautification 3 500 3 482 Practical D 95% 15

Completion
Avalon Cemetery 1 000 826 Practical D 95% 10
extension Completion
Ebony Park Upgrade 1 000 1 000 Practical A 95% 10
Completion
Vlakfontein Upgrade 250 225 Final G 100% 0
Park Completion
Botanical EE Centre 5 000 5 005 Practical B 95% 30
Gardens Development Completion

32
Project Name Project Budget Actual Project Status Region Completion Jobs
Description R’000 Spend Created
R’000

2010 - KK Programme

Mofolo South Eco-Park 12 100 12 017 Practical D 95% 149

Park Development Completion

Orlando/ Dube Eco-Park 14 900 14 840 Practical D 95% 40

Precinct Development Completion

Environment Studies 250 244 Complete D 100% 0

Studies

Stormwater Stormwater 2 750 2 670 Practical D 95% 0

Management Completion
Interventions

Bulk Contributions

Innesfree Park Park Upgrade 1 600 1 845 Practical F 95% 19

& 20m Water Completion
Fountain
Witkoppen Park upgrade 2 000 2 098 Complete- EIA A 100% 10
Park to guide
further
development
Weltevreden Park upgrade 1 000 998 Final C 100% 6
Park Completion
Vorna Valley Studies 400 342 EIA done, A 95% 0
await ROD
Ebony Park Upgrade 476 490 Practical A 95% 5
Completion

Bordeaux Beautification 240 253 Final E 100% 22

Road Island Completion

Paulshof Beautification 800 555 Final E 100% 9

Completion
Sunninghill Beautification 1 960 2 030 Final E 100% 20
Completion
*The above table outlines the Capital Development status both in expenditure and development.100%
completion achieved once all snags resolved and upon final project handover

33
Section 5: Performance against IDP and City Scorecard

Johannesburg City Parks had a very successful year in terms of performance and
achievement. Set out below, is an analysis of Johannesburg City Park’s performance
against its KPI’s for the 2008/09 financial year as set out in the City’s IDP scorecard. The
report analyses the performance of Johannesburg City Parks in terms of the IDP scorecard,
measuring performance in terms of both Johannesburg City Park’s impact and its financial
and resource management.

Targets exceeded

Key Performance Area: Service Delivery

JOHANNESBURG CITY PARKS exceeded the following service delivery targets:

1) The target of 62 000 for the number of mature, indigenous trees to be planted, was
exceeded by the planting of 62 155 trees.

2) The following two targets for maintenance cycles were exceeded due to increased
maintenance in specific areas as a result of a special effort to increase service delivery:

• Road island maintenance cycles were improved from 60 days to 37,5 days on
average,
• Side walk’ maintenance cycles were improved from a target of every 120 days to an
average of 100 days,
• Developed parks maintenance cycles were improved from 21days to 14 days
average, and
• Undeveloped parks maintenance cycles were improved from 60days to 52,5 days
average.

3) The target of 4 developments in parks was exceeded, as 6 developments were done.

34
Key Performance Area:

1) Protection of river eco-systems, water conservation & protection of ecological reserves.

The actual of 33 wetlands rehabilitated and improved exceeded the target of 5.
2) The actual of 8 clean ups in terms of removal of alien invasive plants from water bodies
exceeded the target of 3.
3) The actual of 46 clean ups in terms of maintenance and control of reeds exceeded the
target of 4.
4) The actual of 307, 5 km of river trails cleaned/ rehabilitated/ maintained exceeded the
target of 85 km.
5) The actual of 2 462 ha cleaned from alien vegetation exceeded the target of 1 105 ha.

Key Performance Area: Service delivery to shareholder

The actual of 93% of compliance with Environmental Management System exceeded the
target of 90%

Key Performance Area: Occupational Health, Safety and Security

1) The target of 10 for the number of security interventions by the Park Rangers was
exceeded by 47 interventions.
2) Compliance to OHASA checklist. The percentage compliance with the OHASA
checklist: the target of 85% compliance was exceeded with 90% having been
achieved.

Key Performance Area: Economic Development and Job Creation

1) In terms of BEE procurement, the Company exceeded its total expenditure target 75%
with an actual of 82%
2) Johannesburg City Parks EPWP programme performed well and the annual target of
390 for job creation was exceeded with 2 348 jobs being created.

35
Key Performance Area: Customer Satisfaction and responsiveness

1) The annual customer satisfaction index rating’s target of 70% was well exceeded with
an actual rating of 81%.

2) The target of 12 000 beneficiaries reached through environmental education

programmes was exceeded with 31 297 beneficiaries being reached.

3) The target of 5 areas in regions initiated in which parks and open spaces can be
appropriately rezoned, to reserve the land with an actual of 6

Key Performance Area: Staff Development

Percentage Skills training as a percentage of payroll budget: the 1 % target was exceeded
with an actual of 3%

Targets achieved

Johannesburg City Parks achieved the following IDP targets:

Key Performance Area: Service delivery

• Maintenance cycles of 7 days for flagship parks were achieved

• Maintenance cycles of 14 days for selected main arterials were achieved

Key Performance Area:

Protection of river eco-systems, ware conservation & protection of ecological reserves

The number of eco-plans in Klipriver catchments (2010) designs: the target of 3 was
achieved and 2 developed with funding from the CoJ 2010 office.

Key Performance Area: Service delivery to shareholder

Completion of tourism package (highlighting parks & biodiversity) as part of overall 2010
tourism and marketing): the target of 1 tourism package was achieved.

36
Key Performance Area: Effective Financial Management

• Reconciliation of inter-company balances with the CoJ: the target of 100% compliance
was achieved and maintained.
• Reconciliation of intra-company balances with other Metropolitan Entities: the target of
100% compliance was achieved.

Key Performance Area: Customer Responsiveness

• Number of monitoring reports on maintenance of parks: the target of 1 per quarter was
achieved.
• The number of conservation areas initiated for ré-proclamation as nature reserves : the
target of 2 was achieved

Key Performance Area: HIV and AIDS

• 100% of the workforce had been exposed to HIV and AIDS awareness programmes.

Targets partially achieved

Key Performance Area: Effective Financial Management

• Percentage of ME’s Capital budget spent: Johannesburg City Parks spent 99,46% of its
Capital budget against a target of 100%.
• Variance against ME’s operating budget 6, 07% versus a target of 0% variance. This
was due to extra revenue received that resulted in high input costs and increased
service delivery.
• Capex spent on BEE procurement as % of total Capex 57% vesus a target of 75%.

37
Section 6: Assessment of Arrears on municipal taxes and service charges

6.1 Assessment of Municipal Taxes and Service Charges owed by Johannesburg City Parks

Name of Entity Amount Owed Status Comments

R’000
City of 5 398 Provided for in Current
Johannesburg Johannesburg
Metropolitan City Parks’s
Municipality books
City Power 597 Provided for in Current
Johannesburg
Johannesburg
City Parks’s
books
Johannesburg 200 Provided for in Current
Johannesburg
Development
City Parks’s
Agency books
Johannesburg 112 Provided for in Current
Johannesburg
Road Agency
City Parks’s
books
Johannesburg 5 150 Provided for in Current
Johannesburg
Water
City Parks’s
books
Pikitup 206 Provided for in Current
Johannesburg
Johannesburg
City Parks’s
books
The 4 Provided for in Current
Johannesburg
Johannesburg
City Parks’s
Civic Theatre books
The 17 Provided for in Current
Johannesburg
Johannesburg
City Parks’s
Zoo books

38
6.2 Amounts owed to Johannesburg City parks for service charges

Name of Entity Amount Owed Status Comments

R’000
City of 33 913 Provided for in CJMM’s Current except R1.2m for
books which collection
Johannesburg
procedures were in
Metropolitan progress. Invoices sent to
relevant departments At
Municipality
the CJMM.
City Power 8 965 Provided for in City Current
Power Johannesburg’s
Johannesburg
books
Johannesburg 64 Provided for in Current
Johannesburg Road
Road Agency
agency’s books
Johannesburg 383 Provided for in Current
Johannesburg Social
Social Housing
Housing Company’s
Company books
Johannesburg 14 Provided for in Current
Johannesburg Tourism
Tourism
Company’s books
Company
Johannesburg 359 Provided for in Current
Johannesburg Water’s
Water
Books
Pikitup 279 Provided for in Pikitup’s Current
books
Johannesburg

39
6.2: Assessment of Director’s and senior managers’ municipal accounts

Name of Designation Name of Municipal Account Comments

Director/ Senior Municipality Account Name & Status
Manager Account Number
G Zabala Chairperson of Johannesburg G Zabala In order
the Board 900706021
L L Williamson Managing Johannesburg LL Williamson In order
Director 900104563
HC Kasan Non-Executive Johannesburg Kasan HC In order
Director 500065574
M Bahula Non-Executive Johannesburg M Bahula In order Glenvista
Director G063 Village
Complex
A C Carolissen Non-Executive Tshwane Carolissen AC & In order
Director AL
2068458900
2028316835
V Ramsingh Non-Executive Midvaal VB & GH Ramsing In order
Director 40000786
DR Mokhobo Non-Executive In Order
Director
V Lennon Non-Executive In Order
Director
NJ Mpufane Non-Executive Appointed
Director January 2009
and resigned
June 2009
K Venier Non-Executive Johannesburg No personal In order Resigned
Director municipal account September
2008
N Mabaso Non-Executive Johannesburg Mabaso TM & NN In order Resigned
Director 400764321 January 2009
S M B Nyalunga Non-Executive Tshwane Nyalunga SMB In order Resigned
Director 2079410101 January 2009
T B Nzimakwe Non-Executive Johannesburg Nzimakwe In order Resigned
Director 206922545 January 2009
A Buzo- Human City of No personal In order Sectional Title
Gqoboka Resources Ekuruleni municipal account
Executive
R Clements Chief Financial City of R Clements In order
Officer Ekuruleni 26008339665
G Cooke Operations Johannesburg Cooke G &VW In order
Executive 206747903
H H Fouche Marketing & Johannesburg Fouche BN In order
Communications 502444401
K Molale GM: Assurance New
Services account
P Meyer Operations Johannesburg Meyer PS & MD In order
Executive: 302336913
Environment and
Infrastructure
M Sayed Company Johannesburg M Sayed Hassan In order
Hassan Secretary 504120480

40
Section 7: Statement on amounts owed by Government Departments and public
entities

Name of entity Amount Owed Status Comments

R’000
NIL NIL NIL NIL

41
Section 8: Recommendations and Plans for the next financial year.

Recommendations and plans for 2009/10

• Planting of 50 000 trees by December 2009,

• Maintaining a 95% survival rate on newly planted trees,
• The development of an Xtreme road island,
• Implementation of the Green Leaf award,
• 100% world class parks programme implementation,
• 100% practical completion of all capex projects by April 2010,
• 2010 World Cup beautification of the CoJ,
• Maintenance and enhancement of main arterials and road islands,
• EPWP (job creation),
• Women development, and
• Youth development

42
CHAPTER THREE: DIRECTOR’S REPORT AND GOVERNANCE

Section 1: Corporate Governance Statement

The Board of Directors and Executives recognise and are committed to the principles of
transparency, integrity and accountability advocated by the King Committee’s Code of
Corporate Practices and Conduct. Corporate Governance within Johannesburg City Parks is
managed and monitored by a unitary Board of Directors, several Board committees and the
Executives.

The Board is of the opinion that the Company currently complies with the principles
incorporated and enunciated in the Code of Corporate Practices and Conduct, as set out in
the King Reports.

Section 2: Board of Directors

The Board is chaired by a non-executive director, Mr G Zabala, and consists of eight non-
executives and one executive director, the Managing Director, Mr L L Williamson. There
were changes in the directorship of Johannesburg City Parks during the period under
review, which included three appointments due to the rotation of three Non-Executive
Directors within the group as well as two resignations by directors.

The Board remains responsible to the CoJ, the sole member, in the exercise of its duties.
Johannesburg City Parks is accountable to its stakeholders, the Citizens of Johannesburg
and its parent municipality. A Service Delivery Agreement (SDA) concluded in accordance
with the provisions of the Municipal Systems Act governs Johannesburg City Parks‘s
relationship with the CoJ. The Board provides Monthly, Quarterly, Bi-Annually and Annual
Reports on its performance and service delivery to the parent municipality as prescribed in
the SDA, the MFMA and the MSA.

Non-executive Directors contribute an independent view to matters under consideration and

add to the depth of experience of the Board. The roles of the Chairperson and Managing
Director are separate, with responsibilities divided between them. The Chairperson has no
executive functions.

43
Board meetings are held at least quarterly, with additional meetings called where the
circumstances necessitate such.

Members have unlimited access to the Company Secretary, who acts as an advisor to the
Board and its committees on matters including compliance with Company Rules and
Procedures, statutory regulations and sound corporate governance.

The Board or any of its members may, in appropriate circumstances and at the expense of
the Company, obtain the advice of independent professionals.

During the course of the financial year, the Directorship and skills base was used to
determine the appropriate committees of the Board and the membership thereof. These
changes to the committees of the Board resulted in more diligent monitoring of performance
and guided the company strategy.

To this end, the Corporate Strategy was reviewed early in 2008 and a new corporate
strategy was developed. All the Operational areas reviewed their Key Performance Areas
and were aligned to the Corporate Scorecard, which was geared towards accountable
service delivery.

The Audit & Risk Committee which meets regularly comprises of three Independent
Members appointed by the shareholder over and above the two non-executive directors who
sit on the board, continued to emphasize the balance of the portfolio. In addition, specific
attention was drawn to performance as envisaged in the Municipal Finance Management Act
of 2003.

The Strategy, Performance and Remuneration Committee, chaired by the Chairperson of the
Board reviewed matters considered by the committees and advised the Board Agenda. The
Committee’s membership comprises of the chairpersons of the various committees of the
Board who present on all matters considered and deliberations that took place at committee
level. This provides an opportunity for Non-Executive Directors to be better advised of
company matters prior to Board meetings.

44
The following committees had existed during the course of the year, each of which is chaired
by a non-executive director:

• Audit and Risk Committee

• Remuneration Committee (2008)
• Committee of Chairs (2008)
• Marketing Committee (2008)
• Human Resources Committee
• Finance and Operations Committee (2008)
• SHEQ Committee (2008)
• Strategy Performance and Remuneration (2009)
• Finance and SHERQ Committee (2009)
• Marketing and Operations Committee (2009)

The committee structures were changed in 2009 with the appointment of new directors to
the Board.

45
Attendance at meetings held during the year was as follows:

Attendance at meetings AGM Board Audit Remune Committee Finance Human Marketing SHEQ
held during the year was and -ration of Chairs and Resource
as follows: Risk Operations s

No. of meetings held 1 6 6 4 4 4 6 4 4

G Zabala#
(MA) 1 6 4 4
L Williamson
(MC) Managing Director 1 5 6 4 4 1 5 1 1
A Carolissen
(MC) 1 6 1 4 3 4
N Mabaso
(FA) 5 4 4 1 5 4
SMB Nyalunga
(FA) 1 5 1 3 3
TB Nzimakwe
(MA) 1 6 6 4 2 1 6
VB Ramsingh
(MI) 1 5 3 4 6 4
K Venier
(FW) 1 5 4 1 1 3
H Kasan
(MI) 1 5 1 4 4
M Bahula
(MA) 1 6 3 3

F Female A African W White

M Male C Coloured I Indian
# Chairperson

For details, refer to the previous pages.

46
The Board of Directors has adopted the Board Charter, which encapsulates the City of
Johannesburg’s Governance Protocol and includes matters of ethics, procedure and the
conduct of committee members. Registers are kept and updated on the disclosure and
declaration of interests of directors and senior management.

The Board and Senior Management ensure that there is full material compliance to all
relevant legislation. The Company Secretary has certified that all statutory returns have
been submitted to the Registrar of Companies

47
Section 3: Board Committees

The following committees have been formed, each of which is chaired by a non-executive
director.

• Audit and Risk Committee

The Audit Committee was chaired by Mr T Nzimakwe who is an independent non-
executive director of the Company.

The Committee has been established, in line with the King reports recommendations on
Corporate Governance, with the goal of deliberating and taking decisions on matters
relating to the Company’s Finances, Strategy and policies.

• Strategy Performance and Remuneration Committee

The Strategy Performance and Remuneration Committee is chaired by Mr G Zabala, the
Chairperson of the Board of Directors and comprises of the Chairpersons of the
Committees of the Board, who are all independent non-executive directors of the
Company.

The Committee has been established with the goal of maintaining and guiding the
strategic direction of the company, of reviewing the reports and matters considered by
the committees of the Board and addressing matters related to remuneration.

The Committee is aligned to the King report’s recommendations on Corporate

Governance, with the goal of considering and recommending to the Board of Directors
on matters pertaining to the remuneration packages of executives and employees.

Finance and SHERQ Committee

The SHEQ Committee was chaired by Prof H Kasan who is an independent non-
executive director of the Company.

The Committee has been established with the goal of considering matters relating to the
financial affairs of the company as well as the Occupational Health and Safety and
Environmental impact of Johannesburg City Parks’s operational activities.

48
• Human Resources Committee
The Human Resources Committee is chaired by Prof. H Kasan who is an independent
non-executive director of the Company.

The Committee has been established with the goal of considering matters relating to the
conditions of service and employer-employee relationship.

• Operations and Marketing Committee

The Operations and Marketing Committee is chaired by Ms M Bahula who is an
independent non-executive director of the Company.

The Committee has been established to develop and manage the company’s reputation
and exposure through service delivery strategy, policy development and marketing
initiatives.

The Committee has been established with the goal of considering ad recommending to
the Board on matters relating to the Company’s operational activities, policies, service
delivery and Information Technology solutions.

49
Section 4: Directors’ Remuneration

Non- Executive Directors

NON EXECUTIVE DIRECTORS REMUNERATION

Meeting Fee Other Retainer Total
Name Designation R R R R
Chairperson: Board &
Strategy, Performance &
1 G Zabala Remuneration Com 143 176.00 - 34 500.00 177 676.00
Chairperson: Operations
2 M Bahula & Marketing Com 86 255.00 - 17 250.00 103 505.00
Chairperson: Audit &
3 A Carolissen Risk Com 120 755.00 - 17 250.00 138 005.00
Chairperson: Finance &
SHEQ & Human
4 H Kasan Resources Coms 130 244.00 - 17 250.00 147 494.00
3
5 V Lennon Member 31 915.00 - 8 625.00 40 540.00
2
6 N Mabaso Member 37 089.00 - 12 937.50 50 026.50
3
7 D R Mokhobo Member 12 939.00 - - 12 939.00
3
8 N J Mpufane Member 7 763.00 - - 7 763.00
2
9 S M B Nyalunga Member 52 614.00 - 12 937.50 65 551.50
2
10 T Nzimakwe Member 64 689.00 - 12 937.50 77 626.50
11 V Ramsingh Member 38 816.00 - - 38 816.00
1
12 K Venier Member 8 626.00 - - 8 626.00
TOTAL 734 881.00 - 133 687.50 868 568.50

INDEPENDENT AUDIT COMMITTEE MEMBERS REMUNERATION

Meeting Fee Other Retainer Total
Name Designation R R R R
1 C D Kneale Independent Member 21 565.00 - 17 250.00 38 815.00
2 H Moolla Independent Member 30 191.00 - 17 250.00 47 441.00
3 A L Nel Independent Member 30 191.00 - 17 250.00 47 441.00
TOTAL 81 947.00 - 51 750.00 133 697.00

1
Resigned end of August 2008
2
Retired at AGM on 23 January 2009
3
Appointed at AGM on 23 January 2009

50
Executive Director

2009 2008
R’000 R’000 R’000 R’000 R’000

Salary Travel Bonus Total Total

LL Williamson 1353 32 194 1579 1 534

Senior Management
2009 2008
R’000 R’000 R’000 R’000 R’000

Position Salary Travel Bonus Total Total

R Clements Chief Financial Officer 433 24 0 457 -
(Appointed 2 January 2009)
KJ van Eck Chief Financial Officer 229 30 207 466 1 146
(resigned 30 September.2008)
Z Watkins Acting Chief Financial Officer(Oct 172 21 52 245 299
to December 2008)
A Buzo- Human Resources Executive 848 72 184 1104 595
Gqoboka
G Cooke Operations Executive: 954 80 207 1241 1 146
HH Fouche Marketing and Communications 868 91 192 1151 1 063
Executive
P Meyer Operations Executive: 848 84 73 1005 244
Infrastructure
K Molale General Manager: Assurance 485 45 34 564 710
Services(appointed 1 August 2008)
M Sayed Company Secretary 446 54 70 570 522
Hassan
Total 5283 501 1019 6 803 5 725

51
Section 5: Company Secretarial Function

The Company Secretary is responsible for the following areas of Johannesburg City Parks’
business:
• Corporate Governance
• Legislative & Statutory Compliance
• Secretarial
• Legal Advice
• Safety, Health, Environment and Quality (SHEQ)

In terms of protocol arrangements, the MoE’s (including Johannesburg City Parks) liaise with
the Office of the City Manager through the SHU on governance and compliance issues and
service delivery matters.

The Company has complied, and is in compliance, with the Companies Act and all other
applicable legislation. The Company simultaneously strives to comply with the King Reports
on Corporate Governance and the new amendments to the Municipal Finance Management
Act (MFMA) and the Municipal Systems Amendments Act.

The Company Secretary has in addition ensured that the Directors of the Company were
advised of their roles, duties and responsibilities.

The Company registers and related statutory requirements have all been maintained as
required by the Company’s Act and best practice.

52
Section 6: Risk Management and Internal controls

In line with the Risk Management Framework, effective risk management is integral part of
all decision-making processes with Johannesburg City Parks.

Management is continuously developing and enhancing its risk and control procedures to
improve the mechanisms for identifying, assessing and monitoring risks. Risk management
is addressed in the areas of physical and operational risks, human resource risks,
technology risks, and compliance risks. Key policies and procedures are in place to manage
the organisation’s governance, operations and information systems with regard to the:
i) reliability and integrity of financial and operational information;
ii) effectiveness and efficiency of operations;
iii) safeguarding of assets; and
iv) compliance with laws, regulations and contracts.

A corporate risk register is maintained and has resulted in management interventions to

address those residual risks exceeding the company’s risk appetite.

Risks are reviewed on an annual basis or as often as circumstances warrants. Any

emerging risks are considered by management and the risk register is updated accordingly.
Ownership of each risk remains the responsibility of assigned senior executives, who report
on progress made with agreed action plans and existing internal controls. Good governance
practice is adhered to by ensuring that the necessary emerging strategic risks are reported
to the Audit and Risk Committee. The following emerging risks were incorporated into the
corporate risk register:

• Implementation of New Road Safety Regulations (AARTO)

• Global warming
• Contract management
• Land availability for burials especially in the South Western quadrant of the City.
• Communicable diseases such as N1H1

53
Risk assessments are also conducted at operational level, focusing at all the business units
within the company. The process followed at the business unit level is the same as applied
at the strategic level. All the risk identified and agreed to with the participants, were
evaluated in terms of the probability factor and perceived control effectiveness. This allowed
us to rank the risks in terms of residual nature after taking into consideration the
effectiveness of the controls stated. For purposes of the exercise, operational risks are
defined as the risks from inadequate or failed internal processes, people, systems and
applicable external events. This includes compliance risks but excludes strategic and
reputation risks. The risks are monitored and reported upon quarterly as well.

Disaster Management and Emergency Preparedness

In line with the Disaster Management Act, volunteer employees were been identified and
trained in First Aid and Fire Fighting.

We conducted evacuation drills at several of flagship facilities during the last quarter of the
financial year. The focus was on evacuation drills considering fire prevention. This enabled
us to gauge the readiness of depots and whether our staff employees are conversant and
aware of what would be required of them in case of fire emergencies. The exercise helped
us to identify any gaps with regard to our emergency preparedness and compliance to the
Disaster Management Act.

The following positive outcomes were identified:

• Employees response to the emergency well and should be commended for the interest
showed.
• There is generally awareness amongst employees on the responses required in case of
evacuation. Employees were aware of important emergency numbers.

Risk Control

Physical risk control inspections were conducted for all critical sites in line with risk control
standards adopted throughout the City. The main purpose of the exercises was to comply
with the standards as well as to identify the risks and exposures associated with each site’s
unique circumstances. The following areas of focus were addressed during the
assessments:
• Risk management

54
• Fire defense
• Security
• Emergency planning
• Legal liability in terms of OHS Act
• Motor fleet management

The assessments were done in conjunction with the Johannesburg Risk and Audit Services
Department.
We take pride in reporting that majority of the sites assessed were fairly in line with the
minimum requirement of set average of 85% compliance. However, it is imperative to note
that security is still a challenge; management is, however, trying its level best to address the
matter in spite of the financial constraints.

Risk Financing

The company experienced adverse claims losses during the course of the year. The claims
lodged with the insurance brokers amounted to R 8 197 219.13 comprising of both assets
and liabilities. This has had immense impact to the insurance premium payable by the
company. Various factors contributed to the escalation such as global economic meltdown,
recent floods experienced in some parts of the City of Joburg, etc. The premiums for the
year 2008/09 were confirmed at R 2 649 951.45 (Vat Inclusive) as compared to the previous
year’s, which stood at R 1 497 129.04. This is 77 % premium increase.

55
Section 7: Internal Audit Function

The company has an in-house Internal Audit unit, which reports functionally to the Audit and
Risk Committee and administratively to the Managing Director. The purpose, authority and
responsibility of the Internal Audit Unit are formally defined in an Internal Audit Charter,
which is reviewed by the Audit and Risk Committee and approved by the Board on an
annual basis.

A Risk Based Annual Audit Plan was developed, presented and approved by the Audit and
Risk Committee beginning of the financial year. Audits were conducted in line with the plan.
Some of the specialized audits such as Information Technology, Tax, etc were outsourced to
various audit firms due to minimal skills internally.

Internal control

The board of directors is responsible for the company’s systems of internal control. These
systems are designed to provide reasonable but not absolute assurance as to the integrity
and reliability of the financial statements and to safeguard, verify and maintain accountability
of its assets and to detect and minimize significant fraud, potential liability, loss and material
misstatement while complying with applicable laws and regulations.

56
 Section 8: Response to the Auditor-General Report

Responses to 2007-08 findings

No Category Finding (2007-08) Management Responsible

Response Executive
1 Employer We noted that the employer contributions made on Resolved Human
contribution behalf of senior management to the Professional resources
s for senior Provident Society (PPS) are not processed via the Executive
manageme VIP payroll system. This contribution is not an
nt personal allowed company contribution per the Income Tax
insurance act, thus it has the effect that the contribution made
on behalf of senior management will not be included
in their respective PAYE calculations as a fringe
benefit.

It remains the entity's responsibility to ensure that

the correct PAYE is paid over to SARS on a monthly
basis. Thus this process of direct payment of the
contributions will result in the under payment of
monthly PAYE amounts to SARS and the benefit will
not be reflected in the individual's IRP5 certificate.

2 Fixed Asset The following assets selected for physical verification Resolved Chief
Labels had no asset number allocated to it per the financial
information in the fixed asset register as well as no Officer
number physically attached to it:

Physical
Asset Description Location Cost
XEROX C123 TX - 3552152505 700-000062 40 745
TELEVISION SET 513-000013 10 525
TELEVISION SET 513-000014 6 578
HPDL380R05 E5345 700-70004 92 450.62
PERFORMANCE EU SERVER
ERICSSON BP250 BUSINESS 700-70002 157 630.00
PHONE
DCI INSTALLATION 700-70004 1 031 342.75
S45 CLUSTER (7 WAY) 801-80100 55 540.96

57
3 Regular When performing value for money procedures it was Resolved. Human
review of noted that there is no policy in place to determine Will be resources
job how and when the job descriptions for each of the finalised at Executive
descriptions positions within the organisation should be reviewed. end of
not This review should be performed at least once every December
performed. 3 years to ensure that they remain appropriate and 2009.
accurate.

4 Targeted When we inspected the vacancy listing for the period Resolved Human
turnaround 1 July 2007 to 30 June 2008, we identified vacancies resources
time for that were not filled within the targeted turnaround Executive
vacancies times. However, management constantly monitors
exceeded. the cases where vacancies prove more difficult to fill
and records the reason in the register.

58
Responses to the 2008-09 findings

No. Category Finding Management Responsibility

Response and
corrective action.
1 Income Tax Income tax The Company enjoys Company
amounting to tax exempt status and Secretary
R148 770 and the liability raised by
interest thereon of SARS is incorrect. An
R21 199.67 is due to objection (ADR1) has
SARS for the year been lodged with
ended 30th June 2007 SARS.
2 Income Tax The 2008 IT14 JCP is in the process of Company
(Income Tax return) making the necessary Secretary
has not been submissions.
submitted to SARS
3 Fixed Assets Data points installed The individual data Chief Financial
(valued at points were installed at Officer
R15 717.08) should a cost of less than
not have been R2000.00 and in terms
expensed as repairs of the JCP Fixed Asset
and maintenance policy were not
capitalised.
4 Fixed Assets An external tape The external tape drive Chief Financial
drive purchased should have been Officer
(valued at capitalised. Sufficient
R28 520.00) should controls over asset and
not have been expense item
expensed as repairs allocations exist and will
and maintenance be strictly monitored
and adhered to going
forward. In view of the
materiality of the value
of the tape drive, it is
proposed to capitalise
the tape drive in the
year 2009/10,provided
there are no material
adjustments required to
be processed in the
year under review.
5 Inventories No debit notes are There are strict rules in Operations
issued for returns to place for the receiving Executive:
suppliers of inventory and only Infrastructure and
when the receiving clerk Environment
is 100% sure that the
item is correct will he
receive the item.
6 Inventories During stock take, Stock items are counted Operations
stock items were not by 2 separate teams. In Executive:
marked with a addition all stock count Infrastructure and
crayon/chalk/or variances are Environment
sticker to indicate that investigated. Based on

59
 the stock was the above JCP believe
counted that these controls are
adequate, but in order
to improve controls
further, management
will during stock count,
mark items counted
with a crayon/chalk or
sticker
7 Procedures Although the entity Management review All Executives
and controls has implemented procedures and controls
procedures and on a regular basis and
controls, it was found will ensure that relevant
that they are not procedures and controls
adequately are updated to take into
documented in the account the control
procedure manuals features that are being
practised but currently
not documented.
8 Directors’ PAYE is not being The Directors who Company
remuneration deducted from 5 receive their Secretary
non-executive emoluments through
Directors companies will be
placed on the payroll
and PAYE will be
deducted from their
remuneration.

60
Section 9: Corporate Ethics and Organisational Integrity

Johannesburg City Parks places a high premium on sound ethical behaviour and integrity,
which should be beyond reproach. To achieve this, the Board adopted a Code of Conduct
and a Charter encapsulating sound governance and an ethical approach to the way its
directors, officers and employees conduct business internally and externally. This Charter
subscribes to the principles set out in the King Reports ll.

In addition to the above, the organisation is structured in a manner that sees clear and
material observance of the Municipal Structures Act, Municipal Systems Act and Municipal
Financial Management Act, as well as other pertinent legislation including the Companies
Act, Labour Relations Act, Occupational Health and Safety Act and financial/tax legislation.

The Audit and Risk Committee, consisting of independent non-executive directors as

members as well as three additional independent members appointed by the member,
oversees and considers audit matters and risk management issues.

From the outset of the Company’s existence, there has been a clear system of delegated
authority in place, which has a set framework for the organisational structure and executive
implementation supported by the appropriate committee structures.

All the above support the regular assessments of governance and legislative compliance
reflecting a positive status in relation to ethics and organisational integrity.

61
Section 10: Sustainability Report

Johannesburg City Parks trades in a solvent position and it is not anticipated that this will
change. As is required by the MFMA, Johannesburg City Parks has an approved budget
and receives regular subsidy payments from the CoJ. The Board of Directors, and
specifically the Audit and Risk Committee, have considered on a regular basis the aspects of
trading as a going concern and the Financial Reports of the Company and do not foresee
any risks to the continued sustainability of the organisation.

Human development is a high priority within the organisation and developmental training is
focussed at not only enhancing productivity and service delivery, but also the empowerment
and skilling of employees and community members through the EPWP programmes. The
employees of Johannesburg City Parks are regarded as an extremely valuable asset and
are treated in a caring manner.

By its very nature, Johannesburg City Parks is focused on the social and environmental
issues, which are paramount for the development of a large metropolis and the approval of
its inhabitants’ wellbeing. The development of parks and nature areas, especially in the
previously disadvantaged areas, receives specific priority. It is acknowledged that the taking
care of ancestors and ensuring a suitable final resting place for them, is especially important
to many of the cultures represented in the community and Johannesburg City Parks is
ensuring that sufficient burial space is provided both in the immediate and long term.

62
Section 11: Corporate Social Responsibility Report

The following key initiatives were effected through the use of Sponsors and Donors in an
effort to optimise the potential of our facilities and our involvement in providing benefits to
other needy organisations.

• Launch of Township TV in Lenasia

Funded by Township TV, Johannesburg City Parks installed the fourth big-screen TV at
Rose Park, Lenasia with the aim of providing townships with a unique form of
entertainment in a safe and secure environment and also encouraging healthy lifestyles
in parks.

• Lauch of Nkanyezi Stimulation Park

Johannesburg City Parks, together with Standard Bank unveiled the completion of the
first phase of the development of Nkanyezi Stimulation Park. The focus here was to
provide a facility furnished with special playground equipment for children with
disabilities. 400 Standard Bank Staff members were involved in the beautification of the
park on the day of the launch. 150 Children from Shomang Primary School, who use
Nkanyezi’s class rooms were taken to the JHB Zoo for an educational tour.

• Toyota River Clean Up – Moroka Dam

Toyota and JHB City Parks were involved in the clean up of Moroka Dam. Children from
various schools participated in the clean up in order to create an awareness of clean
water bodies.

• Johannesburg City Parks, TOTAL & Gauteng Department of Education

My Dream-Park Primary Schools Competition - Park handover ceremony at Mayibuye

Primary School Ceremonial Park handover aimed at encouraging landscape
architecture as a career, exploring artistic skills as well as educating learners about
urban greening that can help to improve the quality of life.

63
• Johannesburg City Parks & CELL-C: International Day of the Disabled Person at
Nkanyezi Stimulation Centre, Orlando West

“Christmas in the Park” made possible by Johannesburg City Parks in partnership with
Cell C. The 2008 event afforded 2 000 children and 500 caregivers the opportunity to
celebrate Christmas in a park with facilities specifically designed to accommodate
intellectual and physical challenges.

• World Wetlands Day: Dorothy Nyembe Park in Dobsonville

Celebration of World Wetlands Day and the Launch of Adopt a Wetland Schools
Competition. Seven schools in Regions D & E participated in the lead up to National
Wetlands day with a theme of ‘Wetlands connect us all’ and a total of 420 learners and
22 educators were reached.

• Emmarentia river clean up campaign

A clean-up campaign hosted by City Parks and supported by residents and the media
were held in and around the Johannesburg Botanic Gardens.

• Tree planting with G R Harris Primary school & PRISA

Planting of 18 trees by Johannesburg City Parks in partnership with G R Harris Primary

School and PRISA.

• Take a girl child to work day

Marking the 7th anniversary of the Take A Girl Child To Work Day campaign,
Johannesburg City Parks once again supported the initiative and the theme for 2009
was “changing your world”.

• World Environment day – Paulshof clean up campaign

A clean up campaign led by Johannesburg City Parks and supported by members of the
Paulshof community. The campaign demonstrates City Parks’ commitment in protecting
the environment and increasing awareness.

64
• Greening Orlando stadium

In less than seven hours, Johannesburg City Parks in partnership with Community
Development and 300 members of the community transformed the dusty areas in and
around Orlando Stadium into an attractive green lung. The initiative would serve as a
catalyst to offset air pollution and improve the state of the environment for the benefit
and enhancement of the township, its citizens and visitors.

• Clean up campaign

Chiawelo Park - Soweto

“My Park, My environment” A total 178 members of the community attended the
cleaning campaign, whereby they cleaned the park, irrigated, used own spades,
equipment to cut the grass, collected and bagged. Five members of the community were
elected to police the park and report any irregularities.

• Midway clean up campaign

Midway Park – near Chiawelo Station

“Environmental Right Campaign”

A total of 381 elderly members of the community attended the event, whereby a
workshop was conducted to raise awareness on environmental issues and park
safety. The park was cleaned and members were presented with City Parks t-shirts,
water bottles and notebooks.

65
CHAPTER FOUR: HUMAN RESOURCES AND ORGANISATIONAL MANAGEMENT

Section 1: Human Resource Management

The year under review marks a significant step forward in identifying the need for, and
creating a more sophisticated human resource management architecture to allow the
organisation to meet the challenges outlined above. Core activities of this function during this
period have included the identification of organizational specific, strategic human resources
goals and the implementation of related performance drivers and enablers which include the
following deliverables:

• Ensure organizational design aligns with strategic mandate and prescribed outputs
required for effective delivery.
• Create a base human resources document to inform HR processes such as
remuneration, skills development, performance management, employment equity,
succession planning, talent management, leadership development, recruitment and
employee relations.
• Define organizational roles to identify performance measures and ensure performance
delivery.
• Focus strongly in aligning company strategy and organizational outputs.
• Create an accurate, transparent and fair remuneration strategy and system.
• Direct and focus development on competence required by the organization to deliver on
its goals.
• Set the job standards required for effective and efficient management of the
organization.

Salaries and Expenditure

The table below indicates expenditure on salaries over the last 3 years:

2008/9 2007/8 2006/7

R’000 R’000 R’000

Total expenditure 504 248 415 453 355 660

Total payroll expenditure 291 343 273 040 240 943

66
 The table below indicates the total payroll expenditure over the last 3 years as a % of the
total budget:

2008/9 2007/8 2006/7

Payroll expenditure as a % of total 60% 66% 68%

budget

Staffing

Age analysis
AGE NO OF OPERATIONS NO OF SUPPORT COMPANY COMPANY
OPERATIONS PERCENTAGE SUPPORT SERV SERV TOTALS PERCENTAGE
EMPLOYEES EMPLOYEES PERCENTAGE

61-70 71 4.71% 1 0.65% 72.00 4.34%

51-60 638 42.34% 36 23.53% 674.00 40.60%
41-50 576 38.22% 40 26.14% 616.00 37.11%
31-40 177 11.75% 51 33.33% 228.00 13.73%
21-30 45 2.99% 25 16.34% 70.00 4.22%
15-20 0 0% 0 0.00% 0.00 0.00%
TOTAL 1507 100.00% 153 100.00% 1660 100.00%

67
The majority of the company’s workforce is in the age categories 51-60 and 41–50. These
two categories represent approximately 77% of the company’s workforce. The company is
cognisant of the possible implications of the age profile on productivity and service delivery
challenges, and has investigated alternatives to mitigate this.

NO OF STAFF PER FUNCTION (30.06.2009)

DEPARTMENT DEPOT ACTUAL
COMPLEMENT
Ops:Parks,Cem & S.Trees Parks 869
Ops:Parks,Cem & S.Trees Street Trees 179
Ops:Parks,Cem & S.Trees Cemeteries 141
Ops:Parks,Cem & S.Trees Technical 6
Training
Ops:Parks,Cem & S.Trees External Services 13
Ops:Environ & Infrastructure Ops 2
Executive:Enviro
n & Infra
Ops:Environ & Infrastructure Facilities 135
Management
Ops:Environ & Infrastructure Project 47
Management &
Beautification
Ops:Environ & Infrastructure Sheq 3
Ops:Environ & Infrastructure Environmental 112
Conservation
Marketing & Communication Marketing & 51
Communication
Human Resources Human 29
Resources
Finance Finance 46
MD Office MD Office 23
Company Secretary Company 4
Secretary
TOTALS 1660

The table above indicates number of employees per function.

68
Section 2: Employment Equity

In 2003 Johannesburg City Parks approved its first Employment Equity targets and delivered
on these in 2008 as demonstrated in the table below:

Table 1:
2003 SET TARGETS VS ACHIEVED AS AT 30 SEPT 2008
CATEGORIES MALE FEMALE TOT PDI PDI % OF
A C I W A C I W AL TOTAL WORKFORCE
1. EXECUTIVES 1 2 1 2 1 0 0 0 7 5 71 (66)*
(TOP & SENIOR)
2. GENERAL 2 1 0 3 3 1 0 0 10 7 70 (87)*
MANAGERS
(SENIOR)
3. MIDDLE 12 5 0 8 6 2 1 3 37 29 78 (72)*
MANAGERS
4. JUNIOR 15 1 0 7 22 0 1 3 49 36 85 (77)*
MANAGERS
(PROFESSIONA
L/TECHNICAL)
5. TECHNICAL 13 2 0 8 5 0 1 1 30 22 73 (65)*
STAFF
*NOTE: Bracketed figures indicate Johannesburg City Parks profile at start of EE
management, unbracketed figures indicate targets achieved

It is clear from the above table that Johannesburg City Parks exceeded the targets set in all
categories with the exception of category 2 which remained under target. The failure to
achieve this particular target may be attributed to the many challenges faced by employers
generally and the public sector, in particular, namely, skills availability at this level in the
market, attractiveness of the organisation to this category of employees, a viable talent
management strategy and an effective succession plan.

69
To properly align the company with the goal of EE - the matching of organisational
demographics to national demographics - attention is being given to the way in which the
company implements a more holistic talent management strategy capable of identifying and
establishing an appropriate employment brand, rewarding equitably and developing staff in
line with goal delivery.

Current national demographics indicate that the population of Gauteng is reflected as follows
(source Stats SA – 2007):

Table 2
BLACK COLOURED ASIAN WHITE
75.2% 3.7% 2.7% 18.4%

PDI demographic targets would thus require a workforce employing 90.98%

(75.2+3.7+2.7+(18.4*51% =9.38) PDI's of total workforce. Currently, Johannesburg City
Parks over employs in the black male category and under employs in all other categories as
detailed below:

Table 3 a and b
JOHANNESBURG GAUTENG GAUTENG GAUTENG
CITY PARKS DEMO- DEMO- DEMO-
DEMO-GRAPHICS GRAPHICS GRAPHICS GRAPHICS
RACE 2009 2001 2005 2007 COMMENTS
DECREASE BY
BLACK 92.53 73.8 74 75.2 17.33%
INCREASE BY
COLOURED 2.95 3.8 3.8 3.7 0.75%
INCREASE BY
ASIAN 1.08 2.5 2.5 2.7 1.62%
INCREASE BY
WHITE 2.35 19.9 19.7 18.4 16.05%

70
 JOHANNESBURG GAUTENG
CITY PARKS DEMO-
DEMO-GRAPHICS GRAPHICS
RACE GENDER 2009 2007 COMMENTS
MALE 82.59 36.096 DECREASE BY 46.49%
BLACK
FEMALE 9.94 39.104 INCREASE BY 29.16%
MALE 2.23 1.776 INCREASE BY 0.45%
COLOURED
FEMALE 0.72 1.924 INCREASE BY 1.2%
MALE 0.48 1.323 INCREASE BY 0.84%
ASIAN
FEMALE 0.6 1.377 INCREASE BY 0.78%
MALE 2.35 9.016 INCREASE BY 6.67%
WHITE
FEMALE 1.08 9.384 INCREASE BY 8.30%

Additional variables, which currently impact and will continue to impact Employment Equity
goal achievement include:

• Technical skills moving out of the country, especially in the white, asian and coloured
categories (this is born out by the racial demographics year on year);
• HIV/AIDS;
• Global trend analysis indicates that many women tend to start home based, micro
businesses rather than continue in the formal sector once they start a family;
• Competition with the corporate sector for the same skills pool; and
• Science graduates are in scarce supply which makes it difficult to be selective on race
and gender

In order to meaningfully plan employment equity in Johannesburg City Parks and align
ourselves with Gauteng’s racial and gender demographics, the organization will need to
continue to ally its recruitment practices, skills development and succession strategies to the
demographics indicated in tables 3 a and b. Further, as fixed term contracts approach their
expiry dates, in addition to performance, attention will be given to employment equity
requirements and, where possible, demographically matched incumbents will be placed.

71
With this in mind, the company has set itself the following targets for the period 2008-2013,
illustrated in the table below:

Table 4
TARGETS FOR THE PERIOD 1 OCTOBER 2008 TO 30 SEPTEMBER 2013
CATEGORIES MALE FEMALE TOTAL PDI PDI %
TOTAL OF
WORK
FORCE
A C I W A C I W
1. EXECUTIVES (TOP & 1 2 1 2 2 0 0 0 7 5 63
SENIOR)
2. GENERAL 2 1 0 2 3 1 1 0 10 8 80
MANAGERS
(SENIOR)
3. MIDDLE MANAGERS 10 5 1 6 8 3 2 2 37 31 84
4. JUNIOR MANAGERS 10 2 1 6 13 2 2 3 39 33 85
(PROFESSIONAL/TE
CHNICAL)
5. TECHNICAL STAFF 10 2 1 8 8 1 1 1 32 24 75

72
Section 3: Skills Development and Training

Training planned and delivered during the period under review was aligned to the company’s
overall objectives of improved service delivery and stakeholder satisfaction. Training needs
were identified through the departmental training needs analysis exercise and implemented
according to the Workplace Skills Plan submitted to the SETA. The focus for the period
under review was on management training which included project management, corporate
governance, management of absenteeism, supervisory skills and disciplinary management.
Customer Care, Safety, Adults Basic Education and HIV Aids awareness continues to
feature high on the list of priorities for the company. Other training initiatives were aimed at
improving technical skills such as horticulture, computer training, Environmental and waste
Management systems, artisans, administrative and communication skills.

Twenty women were identified for women Development Programme were exposed to the
following training interventions, Ride-On Mower Operating, Driver Training, English
communication and Numeracy.

Johannesburg City Parks complied with the requirements of Skills Development Act and has
received Mandatory Levy Grants in terms of the Act. In addition to the Mandatory grant
received Johannesburg City Parks also received Discretionary grants for Apprenticeship,
Internship and Learnership Programmes.

Re-accreditation

Johannesburg City Parks’ accreditation status as a Training Provider expired and is in the
process of being re-evaluated for accreditation. AgriSETA appointed a consultant to assess
Johannesburg City Parks’ compliance and capacity for re-accreditation purposes.
Human Resources Development Projects
In contributing towards the reduction of the skills shortage in South Africa, Johannesburg
City Parks has introduced the Apprenticeship and Internship Programmes as indicated
below.

73
Apprenticeship Programme

The following table shows the beneficiaries of the programme in various equity categories
and trades Equity Category

Trade Black Coloured Indian White Total Total

M F M F M F M F M F
Craft & Related Trade Electrical 1 1 0 0 0 0 0 0 1 1 2
Engineer
Plumbing 1 0 0 0 1 0 0 0 2 0 2
Welding 1 2 1 0 0 0 0 0 2 2 4
Carpentry 1 0 0 0 0 0 0 0 1 0 1
Fitter & Turner 2 2 0 0 0 0 0 0 2 2 4
Non Permanent 6 5 1 0 1 0 0 0 8 5 13
Total 6 5 1 0 1 0 0 0 8 5 13

Internship
The following table shows the beneficiaries of the Internship Programme in various equity
categories.
Equity Category Occupation Black Coloured Indian White Status
M F M F M F M F

Professional Environmental 0 1 0 0 0 0 0 1 Completed

Management the
Internship
Horticulture 0 2 0 0 0 0 0 2 Resigned
Human Resources 0 1 0 0 0 0 0 1 Internship
continues
Non Permanent 0 4 0 0 0 0 0 4

Total 0 4 0 0 0 0 0 4

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Competitions

Johannesburg City Parks entered into the following competitions through the Human
Resources Development Division with the intention to compete and test our standards with
the other spheres of government and Private Sector.

Organisation Description of the Award Status

Productivity South Improvement of Productivity Awarded a certificate for being the finalist
Africa stage
Department of National Skills Development Awarded a certificate and trophy in the
Labour Good Practices Public Entity Category

3.4 Beneficiaries of training by occupational category

A total number of 79 courses were presented to 1 051 employees. The following is a table
showing the beneficiaries trained during the period under review.

Consolidated report for the members and characteristics of beneficiaries trained during the financial
year 2008/2009
Black Coloured Indian White Total Total
M F M F M F M F M F
Equity Category
Managers 25 11 13 4 0 0 19 3 57 18 75
Professionals 35 52 8 13 1 5 10 6 54 76 130
Technical Associate 4 3 0 0 0 0 11 3 15 6 21
Professionals
Clerks 15 26 3 19 2 0 0 2 20 47 67
Sales Workers and Supervisors 66 5 0 0 0 0 5 0 71 5 76
Agriculture Workers 0 0 0 0 0 0 0 0 0 0 0
Craft & related Trades 117 71 0 0 1 0 0 0 118 71 189
Plant Machine Operators 140 136 0 0 0 0 0 0 140 136 276
Labourers 90 100 0 0 0 0 0 0 90 100 190
Total 492 404 24 36 4 5 45 14 565 459 1024
Non Permanent 14 9 1 0 3 0 0 0 18 9 27
Grand Total 506 413 25 36 7 5 45 14 583 468 1051

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Section 4: Performance Management

The company has a performance management system in place for employees from levels
five and above which uses a balanced scorecard concept to connect employee’s job outputs
to and drive the organisation’s mandate.

The company’s scorecards define individual, departmental and organizational targets to be

achieved over defined periods to enhance performance across the organization and which, if
achieved, are rewarded financially in addition salary reward. In addition, although
performance appraisals are used to evaluate performance of job outcomes against specified
standards, where deficits are identified, these are normally addressed using training
interventions; hence their relevance to informing Individual Development Plans,
Departmental Development Plans and the company’s WSP. Because effective performance
requires regular and ongoing management feedback, annual/bi-annual performance these
appraisals are not relied on to drive consistent performance and, therefore, are not be linked
to reward.

Section 5: HIV AND AIDS IN THE WORKPLACE

In line with the Johannesburg City Parks approved HIV and AIDS Policy the Company is
complying closely with the following:

ƒ Comprehensive health Care

ƒ Confidentiality and disclosures
ƒ Education and awareness
ƒ Promotion of health and fitness

Comprehensive Health Care

In mitigating the spread of HIV the Company facilitates health promotion clinics to ensure
that all employees are kept well and productive. In the year 2009 three different types of
health promotions interventions were achieved as follows:

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 Flu vaccine was implemented from 1 April - 24 April 2009

Total Allergic to Employees Employees who

employees Chicken and who’ve refused to take
vaccinated could not vaccinated part
vaccinate already prior
this process
527 5 4 53

Voluntary Counseling and Testing / HIV Tests was achieved from 13 May – 29 June
2009

Number of Positive Negative Refused to test

employees who
accessed VCT / HIV
tests
588 37 540 11

Swine Flu Road shows were achieved 13 – 24 August 2009

The swine flu / H1N1 Virus education programme were done to all depots of Johannesburg
City Parks through road shows; face to face education programme. The Company is keeping
attendance registers at least 900 employees benefited in this education programme.

The focus of the education programme was as follows:

o What is H1N1 Virus / Swine flu
o Symptoms of H1N1 Virus
o How is it transmitted
o Prevention strategies and precautions
o How long is a person contagious for?

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Education and Awareness

Education and awareness on health education and lifestyle management is ongoing at

Johannesburg City Parks. This happen when road shows are implemented to give health
and wellness information face to face to employees, this thus, affords employees an
opportunity to ask questions and get needed clarifications
These education initiatives take place at the world aids days and during wellness days which
are health promotion clinics done once a year in the Company.
Service providers such as JH Piego Health Organisation, Community Aids Response, Clinix
Health, Day 1 and Faranani Health Solutions act as our partners in imparting health and
wellness facts to employees.

Promotion of Health and Wellness

As part of managing HIV and AIDS effectively the Company has put together accessible
fitness / gym center’s to promote wellness and productivity. The Fitness / gym policy was
approved by the Board in June 2009; this was mainly to ensure that their employees stay
productive as much as possible.
Employees are encouraged to use these facilities to promote their longevity and vitality.
A Substance abuse policy was also approved by the Board in June 2009 to ensure
compliance to health and safety regulations at the workplace. The policy promotes
substance abuse free lifestyle at work, effective management of substance abuse during
working hours, rehabilitation and treatment for those employees who are found to be
abusing and dependent to substances.

Absenteeism and Incapacity Management

Johannesburg City Parks values organizational effectiveness and productivity thus to deliver
on the Corporate Scorecard, Wellness has a key performance indicator that talks to
reduction of absenteeism caused by ill health and unpaid absenteeism.
Johannesburg City Parks has trained its Managers on incapacity management, the last
training was held on the 5 May 2009 at City Parks House.
The emphasis for training was on appropriate procedures and steps Managers should follow
when handling incapacity and absenteeism.
A comparative analysis table below will demonstrate the progress made to date in reducing
sick and unpaid absenteeism:

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Sick Absenteeism Rate
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter: End
May 2009
1.3% 1.3% 1.4% 1.4%

This table demonstrated that in the third quarter there was a slight rise in sick absenteeism
rate, this was caused by the beginning of the winter season. More employees took to flu and
other conditions, which necessitated them to take their sick leave. In the fourth quarter the
status quo remained due the winter season.

Unpaid Absenteeism
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter: End
May 2009
1.3% 0.3% 0.3% 0.3%

The unpaid absenteeism is managed by managers directly to their subordinates, and the
phasing in of the return to work strategy has mitigated absenteeism. Most opportunistic
employees have changed their behaviour. This strategy assisted the Company as a behavior
modification model.
Some of whom who are not sick have decided to take early retirement; their reason for
leaving was stated exhaustion.
Employees found to be really sick are put under incapacity management programme; this
has assisted the Company to identify real chronic as opposed to perpetrators and abusers of
the system. Case management is an ongoing process for found to be chronic, most cases
are investigated by both Medical and Specialists Doctors to confirm their chronic nature and
for classification reasons, prior medical boarding is approved.

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Section 6: Employee Benefits

The company currently employs against two different types of contract, namely, 5 year, fixed
term “cost to company” contracts and permanent employment contracts. Those employed in
the latter category are offered the following, structured as “add on” benefits to their base
salary:

• Medical Aid, where the company contributes 60% or R2 850.80, whichever is the lesser,
of the total contribution cost;
• Membership of one of the Pension Funds outlined below where the employer
contributes between 15-22% of base salary per month per member, depending on the
Fund of which the employee is a member; and
• 13th cheque equal to 1 month’s salary.

Employees on this type of contract tend to belong in the Patterson A and B bands.
Those employed on fixed term, cost to company contracts are required to fund non salary
benefits, such as those above, from their cost to company remuneration. In addition, these
employees may be paid an annual bonus of up to 10% of their annual cost to company
remuneration. Employees on this type of contract tend to fall in the Patterson C to E bands.
Johannesburg City Parks currently operates six pension funds and five medical aid schemes
for employees. Employees on cost to company packages exercise their choices in medical
aid membership and retirement funding.

PENSION FUNDS MEDICAL AID

Municipal Employee Pension Fund 51 Bonitas 200
Municipal Gratuity Pension Fund 227 Keyhealth (ex Munimed) 52
City of Johannesburg Pension Fund 494 L A Health 24
Johannesburg Municipal Pension Fund 46 SAMWUMed 27
eJoburg 697 Hosmed 59
Joint Municipal Pension Fund 9 Day One Health 1144

The Day One Health insurance scheme was introduced for all employees without medical
aid. This scheme provides basic benefits and, most importantly, HIV cover with full
hospitalisation benefits. The subscription cost is borne by the company and covers the
principal member only. Employees may enrol family members at a small additional cost
which is for their own account.

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Section 7: Supply Chain Management and Black Economic Empowerment

The Procurement Policy for the Company was approved and implemented in 2004. Its pillars
are the various pieces of legislation, such as the Preferential Procurement Policy Framework
Act of 2000, the Preferential Procurement Regulations of 2001, the Broad-Based Black
Economic Empowerment Act of 2003 and the accompanying Strategy and Draft Codes of
Practice, and the Municipal Finance and Management Act (MFMA). A Board Supply Chain
Management Framework has been approved by the Executive Committee which
incorporates the provisions of Section 111 of the MFMA, the National Treasury: Municipal
Supply Chain Management Regulations of 2005, and the Construction Industry Development
Act.

The Company has set a target of 75% BEE procurement for the financial year.

The following table is a summary of the BEE spend for the year.

Item Description BEE Traditional Total BEE %

R’000 R’000 BEE
R’000
Opex Committed 189 559 19 978 209 537 91
Expenditure
Capex Committed 40 539 30 558 71 097 57
Expenditure
Total 230 098 50 536 280 634 82

Due to the lack of appropriate internal systems the entity cannot quantify the number and
value of awards made to spouses, children or parent of persons in the service of the state or
have been in the service of the state in the previous twelve months as required by
Regulation 45 of the Local Government: Supply Chain Management Regulations, 2005.

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CHAPTER FIVE: AUDITED FINANCIAL STATEMENTS AND RELATED
INFORMATION

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 CHAPTER SIX: FUNCTIONAL AREA SERVICE DELIVERY REPORT

The table following this page provides information on the functional area provided by
Johannesburg City Parks incorporated as a section 21 Company to maintain and
develop parks, cemeteries and conservation areas.

Function: Community and Social Services

Sub Function: Johannesburg City Parks
Reporting Level Detail Total
Johannesburg City Parks (JOHANNESBURG CITY PARKS) is the greening,
Overview: conservation and cemetery management agency for the City of Johannesburg
(CoJ).)
JOHANNESBURG CITY
Description of the PARKS is a Section 21 (non-
Activity: profit) Company that manages
and maintains the parks, open
spaces, environmental services
and cemeteries for and on
behalf of the CoJ.
These services extend to include
Municipal parks, -
environmental, conservation and
cemetery services and exclude
similar services on Provincial
and National government levels.
The strategic objectives of this
function are: Service delivery;
Customer satisfaction and
responsiveness; Occupational
Health, Safety and Security;
Economic development and Job
creation; HIV and AIDS; Safe
Clean and Green City; Effective
Financial Management

The Key issues for 2008/09:

- Security requirements have
increased
- New Capex developments
without Opex funding for
the maintenance thereof
- Greening of Soweto,
address the tree planting
backlog
- HIV and AIDS

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Function: Community and Social Services
Sub Function: Johannesburg City Parks
Analysis of the Statistical information of Number of facilities: Number of
Function: JOHANNESBURG CITY PARKS users:
Nature and extent of facilities
provided:
Parks, cemeteries, nature Parks and arterials: 2 343 The
conservation areas, public open communities
space Area of developed parks and residents
and arterials: within the
6 603,3 hectares boundaries of
the City of
Area of undeveloped Johannesburg
parks: 3591,1 hectares

Nature Reserves:
1 202,6 hectares

Street verges:
7 500 hectares

Area of cemeteries:
1 254 hectares

Water Surfaces:
174 hectares

Street Trees:
1,3 to 1,6 million

Cemeteries: 35

Crematoria: 2

Nurseries: 2

Bird Sanctuaries:
366,4 hectares

Trails and River Trails:

107 km

Environmental and
Educational Centres: 6

Size of fleet:
Vehicles: 306
Trailers: 127

Note: the facilities figure should agree with the assets register

Number and cost to employer of 1 660 R 291 343 000

personnel associated with
JOHANNESBURG CITY PARKS:

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Function: Community and Social Services
Sub Function: Johannesburg City Parks
Total operating cost of R 504 248 000
community and social services (the
function assumption is
that all
expenditure is
community and
social)
Key Performance Area

Service Delivery

Maintenance cycles:
Number of maintenance cycles (days) undertaken in Parks per category:
Performance During the Year,
Performance Targets Against
Actual Target
Actual Achieved and Plans to
Improve Performance
14 Flagship Target achieved 7 Days Average 7 Days
Parks’ (main Average
parks)
Maintenance
Developed Parks’ Target achieved 14 Days Average 21Days
maintenance Average

Undeveloped Target achieved 52.5 Days Average 60 Days

Parks’ Average
maintenance

Sidewalks’ Target achieved 100 Days 120 Days

maintenance Average Average
Road Islands’ main Target achieved 37.5 Days 60 Days
Average Average
% Compliance Target achieved 93% 90%
with
Environmental
Management
System
Number of new Target achieved 6 4
developments in
Parks

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Function: Community and Social Services
Sub Function: Johannesburg City Parks Actual Target
Number of Target achieved 62 155 62 000
mature
indigenous
trees planted
(>2 meters
high)
Customer satisfaction
% Increase in
customer
Target achieved 81% 70%
satisfaction
index
Expanded Public Works Programme (EPWP)
Number of Target achieved 2 348 390
jobs created,
disregarding
duration
(EPWP)
Key programmes planned for the
2009/10 Integrated Development
Plan:
• Planting of 50 000 trees by
December 2009
• Maintaining a 95% survival rate
on newly planted trees
• The development of an Xtreme
road island
• Implementation of the Green
Leaf award
• 100% world class parks
programme implementation.
• 100% practical completion of all
capex projects by April 2010
• 2010 World Cup beautification of
the CoJ
• Maintenance and enhancement
of main arterials and road islands
• EPWP (job creation)

• Women development

• Youth development

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