HDA Annual Report

ANNUAL REPORT 2023/24

Chief Executive Officer’s Overview

During the 2023/34 financial year, the HDA delivered 1,300 housing units through projects implemented by the Agency which represents 100% of the annual target. We exceeded the annual target of 1,236 serviced sites by delivering 2,142 serviced sites. We registered 2,402 title deeds against a target of 882 title deeds. Against the target of acquiring 500 hectares of well-located land in Priority Development Areas (PDAs), we acquired 316.2926 hectares which represents 63.26% fulfilment of the target. Furthermore, we acquired 1617.5248 hectares of well-located land for human settlement development.

Our performance on predetermined objectives improved from 74% in the previous financial year to 91% in the year under review.

I am pleased to present to our stakeholders the HDA Annual Report for the 2023/24 financial year. The Agency has achieved an unqualified audit opinion and 91% of the targets planned for the 2023/24 financial year. This is an improvement from the previous financial year’s performance of 74%. After several years of instability at both the governance and operational levels, the HDA has shifted from a period of recovery in the 2022/23 period to driving continuous improvement going forward. The HDA’s turnaround strategy is underpinned by six key pillars: fulfilling the complete mandate of the HDA, improving governance and compliance, improving financial sustainability, ensuring that structure and people are aligned with processes and systems, and improving the perception management of the HDA. Under the policy and legislative mandate of the Minister of Human Settlements, the HDA plays a crucial role in the identification, acquisition, planning, and development of land and property for housing and human settlements. This mandate requires the Agency to undertake various activities, including project conceptualisation, planning and design, land acquisition, land assembly, rezoning, project packaging, and property management, utilising various funding models.

Organisational Performance We aim to enhance financial and non-financial performance and establish the necessary foundations to drive continuous improvement in the coming financial years. Obtaining an unqualified audit outcome with findings and achieving 91% of our predetermined objectives is therefore pleasing. Our performance on predetermined objectives improved from 74% in the previous financial year to 91% in the year under review, which signals an organisation on a continuous improvement trajectory. The HDA implements strategies to expedite housing unit delivery, serviced sites, title deeds, and emergency housing provision through weekly project tracking tools and steering committee meetings.

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