Transport and Public Works

1[a]     A construct referred to as the AssetHub, which holds the IAR [Immovable Asset Register] and all its component parts, has been created in the eMerge platform. Included in the IAR is the Asset Hierarchy, the FAR [Financial Asset Register] and the Facilities Register. The FAR holds financial asset data at a land parcel level. The Facilities Register relates to the buildings, their functional use, their condition and replacement cost.  Leased-in facilities are also included in the AssetHub and each Module or App of eMerge that requires Asset Information gets its data from the AssetHub.  This ensures one-directional flow of data, eliminates duplication and ensures one source of the truth.

 

1[b]     As above, the central core of the eMerge platform is the AssetHub. Many Modules and Apps have already been developed and brought into use, and more will still be added as required and as is affordable. These Modules and Apps interface with and through the AssetHub and together make up the eMerge asset information management system or platform. With regard to asset lifecycle management, a standardised facility-based lifecycle model has been developed and adopted for Health and Education Infrastructure, as part of the eMerge platform. This model will be refined and further standardised as structured data on each facility is progressively established and captured on the eMerge platform. This will include calibration iterations and will be extended also to the General Infrastructure asset portfolio. Asset information relevant to asset lifecycle management is therefore continuously being verified and updated.

 

Facility-based lifecycle information is rolled up across the respective portfolios for planning and reporting purposes, and going forward, to inform strategies for portfolio lifecycle management.  Existing portfolio performance gradings are already reflected in the 2021/22 C-AMP as well as the 2022/23 C-AMP.

2[a]     There is an ever-increasing maintenance backlog across all asset portfolios which is mostly due to the historic focus on ‘new build’ coupled with insufficient budget allocations to address ongoing deterioration.

The above-mentioned life-cycle model will, over time, enable the preparation of better life-cycle management plans for each asset as required by GIAMA. The intention is for the rolled-up facility-based information to also inform more accurate backlog reporting and strategic decision-making across the respective portfolios.

The extent of the backlog for each portfolio is currently still being established as DTPW, in its capacity as custodian, obtains better quality information.

2[b]     COVID-19 and the ensuring volatility in the macro socio-economic environment has seen numerous detrimental impacts on the delivery of infrastructure, and specifically with maintenance projects. All infrastructure projects which were on site at the time of the lockdown were impacted in terms of time lost due to disruption and delays both in respect of actual construction work as well as to supply chains.

Specifically, this impact is attributed to:

• making the site safe and secure ahead of the commencement of the original lockdown;
• actual standing time during the Level 5 lockdown period;
• time required to mobilise sites at Level 4 lockdown;
• time required to prepare sites to OHS standards to make construction sites safe for workers to return;
• projects were delayed as contractors have struggled to maintain productivity while complying with the occupational health and safety regulations necessary to reduce the infection risk throughout the various levels of lockdown;
• there has been a notable increase in contractors failing to complete work as they struggle to remain economically viable given constrained cashflows due to the aforementioned reduction in productivity;
• scarcity of materials and rising costs of transportation has created considerable price inflation resulting in a general increase in the cost to complete projects.

Delays in the resumption of construction was further exacerbated by:

• Restrictions on the percentage of the workforce permitted on site at any given time [30%] under Level 4 which impacted productivity on site;
• Procurement delays on certain items or materials due to the specialist nature of certain items or material and/or limited availability. This particularly affected mechanical and electrical maintenance upgrade projects which were impacted by lockdown restrictions on imported goods.

Lockdown levels during the pandemic also saw increased costs which had to be absorbed into the respective project costs in the three portfolios, such as:

• extension of time claims;
• increased measures on site to make the workplace safe for the lockdown;
• costs related to new OHS COVID 19 compliance regulations ahead of opening construction sites;
• standing costs during lockdown;
• increases in material and equipment costs;
• loss of production causing contract periods to be extended.

In the Health Infrastructure portfolio, the COVID-19 pandemic also negatively impacted both the planning and construction of maintenance projects as a result of restricted access to sites due to infection controls during peak infection periods at healthcare facilities. Maintenance and remedial programmes to address identified high risk infrastructure in this portfolio has however progressed to ensure that interventions were expedited through the respective projects. Maintenance projects in the Health Infrastructure portfolio, implemented by WCGTPW, have now been prioritised during the MTEF by the budget holder, Western Cape Department of Health and Wellness.

Maintenance projects in the General Infrastructure portfolio, including all elements of the Technical Services sub-programme [Scheduled, Operational and day to day maintenance] as at the end of the 2021/2022 financial year have all progressed well. The Office Modernisation Programme is key to addressing the maintenance backlog in General Infrastructure office buildings and the significant budget cuts to the Office Modernisation Programme and construction generally over the past several years has adversely affected the impact on the maintenance backlog.