GDID ANNUAL REPORT 2024/25

2 • Project Site Compliance: IDEP presents a Portfolio of Evidence application hosted in the Play Store. The app is designed to enable project managers and contractors to take pictures of progress on construction works on sites where the provincial government is constructing or maintaining social infrastructure. The application capability uses a Geographic Information System (GIS) to ensure the pictures captured and submitted of progress are accurately taken on site. This ensures effective Senior Management project oversight and ensures standardised, compliant site management. The above process is being implemented by e-Gov with Key strategic interventions of the iDEP as a broader intervention include: • Project Readiness Matrix (PRM): Automating the adherence and compliance to the PRM framework as an infrastructure delivery governing framework designed and developed to enforce construction project delivery compliance, as well as to foster collaboration for project success. • PRM Compliance Office: A people-driven project consisting of experienced construction experts set up in the Department to ventilate and resolve issues inducing distressed infrastructure projects managed by DID. Key to the scope of this capability is to develop project turnaround interventions or solutions to drive distressed projects to completion and to promote best infrastructure delivery practices, while keeping the undertakings under review and fostering high levels of good governance in the implementation of the distressed projects turnaround plans. • Smart Technologies: Leverages and integrates advanced technologies for enhanced compliance, productivity, and sustainability. For example, DID uses drone technology in various sites across Gauteng to collate progress in the form of images. • Project Rescue Practitioners (turnkey): A construction house capability with financial capability set up to assist the Department to implement distressed infrastructure projects with financial challenges to prevent infrastructure project delays or site closures.

the assistance of CSIR; therefore, the cost implication will be minimal. Supply Chain Management • Unsolicited bid proposals concluded for the year under review There had been no unsolicited bid proposals concluded in the 2024/2025 Financial Year. • SCM processes and systems are in place to prevent irregular expenditure To improve compliance with SCM regulatory prescripts and try to prevent irregular expenditure, all requests under R1 million are subjected to a three-quotation process and tenders above R2 million undergo a probity audit process. All findings raised by probity auditors are to be cleared by Bid Specification or Evaluation Committee before proceeding to the next phase of the acquisition process. In addition, the Department developed standard operating procedures for utilisation of various panels to ensure uniform and consistent application of the procurement processes. The Department has also established various panels of service providers to improve the turnaround time within the procurement space in line with SCM prescripts, including the framework panel with CIDB level 6 to 9 general building. The bid committee’s adjudication process will continue to apply to tenders that are categorised as emergency projects. This will promote adherence to the necessary SCM processes and prescripts. Furthermore, the procedure that needs to be followed in the event of an emergency procurement is spelt out in detail in the SCM policy and SOP. • Challenges experienced in SCM, and the resolutions made o The number of probity auditors available for the workload is not adequate and this has impacted service delivery and resulted in missed deadlines. GPT must increase the capacity of probity auditors. o Non-compliance with CSD and limited

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numbers of service providers for specific goals for the targeted group affect the SCM

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DEPARTMENT OF INFRASTRUCTURE DEVELOPMENT