DIRECTORATE EXECUTIVE SUMMARY,
DIRECTORATE SDBIP
FOR 2014/2015
City Manager
Compliance & Auxiliary Services
Community Services
Corporate Services
Economic, Environment & Spatial Planning (EESP)
Finance
Health
Human Settlements
Safety and Security
Social & Early Childhood Development
Transport
TEAMS
Utilities
This volume comprises of the following:
City Manager
Compliance & Auxiliary Services
Community Services
Corporate Services
Economic, Environment & Spatial Planning (EESP)
Finance
Health
Human Settlements
Safety and Security
Social & Early Childhood Development
Transport
TEAMS
Utilities
CITY MANAGER
DIRECTORATE EXECUTIVE SUMMARY
2014/2015
DIRECTORATE: OFFICE OF CITY MANAGER
EXECUTIVE DIRECTOR: ACHMAT EBRAHIM
CONTACT PERSON: BABALWA MOTHIBI
Website: (for detailed SDBIP):
www.capetown.gov.za/en/idp/pages/implementingtheidp.aspx
VISION OF THE CITY:
• To be an opportunity city that creates an enabling environment for economic
growth and job creation
• To deliver quality services to all residents
• To serve the citizens of Cape Town as a well-governed and corruption-free
administration
This is a one year plan giving effect to the 2014/2015 budget which is aligned to
the 2012-2017 IDP. It sets out the strategies in quantifiable outcomes that will be
implemented over the 2014/2015 financial year. It considers what was set out in the IDP.
The economic growth strategy. The Social Development Strategy and indicates what
the Directorate needs to do to deliver on the IDP, how this will be done, what outcomes
will be, what processes it will follow and what inputs will be used.
2
TABLE OF CONTENTS
1.
EXECUTIVE SUMMARY4
2.
PURPOSE AND SERVICE MANDATE OF DIRECTORATE4
3. STRATEGIC ALIGNMENT TO THE IDP6
4.
PERFORMANCE PROGRESS AND OUTCOMES7
4.1 Past year’s performance7
4.2 Areas of Business Improvement7
5.
PARTNERS AND STAKEHOLDERS IN THE STRATEGY PLAN (optional)7
6.
RESOURCES8
6.1
Senior management capability and structure.8
6.1.1 Directorate organogram9
6.1.2 Give an indication of possible outsource services10
6.1.3 Lead and Contributing Directorate10
6.2
Financial Information11
6.2.1 Summary of revenue by source11
6.2.2 Summary of operating expenditure by type12
6.2.3 Summary of capital expenditure by date
13
7. RISK ASSESSMENT15
7.1
Revenue risks15
8. OBJECTIVES AND INDICATORS OF THE DIRECTORATE SDBIP15
9.
AUTHORISATION15
10.
APPENDICES:15
Annexure A: 2014/2015 Directorate SDBIP template15
3
1. EXECUTIVE SUMMARY
The Office of the City Manager supports the executive and political decision-making
process and at the same time ensures compliance with statutory requirements and City
policies, processes and procedures.
The Office of the City Manager comprises of the following Departments:
• Strategy Policy Unit
• Integrated Strategic Communication and Branding
• Mayor’s Office
The Strategy Policy Unit is primarily concerned with assisting the Executive Mayor in
executing her statutory function and providing a platform for the interface between
the political, democratic agenda and the political office-bearers responsible for it
and the administration. The department is also responsible for coordinating the City’s
Transversal Management System, the Mayoral Dashboard System for performance
monitoring and evaluation, co-ordinating strategic alignment of all city-wide policies
and strategies and mayoral research and major communications.
• The Department’s core customers include the Executive Mayor, members of the
Mayoral Committee, committees of Council, the City Manager and the Executive
Management Team
The Integrated Strategic Communication and Branding provides a range of specialist
communication services to all departments of the City around all facets pertaining to
the communication field. Key deliverables include: managing the City’s Corporate
Brand Strategy and execution thereof which in return builds toward positive perceptions
and reputation for the City.
The department has a range of in-house experts in the disciplines of: Media,
Communication processes and projects, Publications, Electronic Communications,
Photography, Videography and Audio-Visual services, and works with line departments
to ensure that the various facets around communication are delivered in a pro-active,
professional and corporately consistent manner.
The Chief of Staff: Executive Mayor’ Office administratively reports to the City Manager
and is responsible for driving the Mayoral Projects and manage the performance in the
Executive Mayor’s Office.
2. PURPOSE AND SERVICE MANDATE OF DIRECTORATE
The vision of the directorate is to render quality, efficient and professional services to all
line departments within the municipality as effectively as possible.
The directorate ensures strategic alignment of the organisation at the level of policy
and strategy in terms of the electoral mandate and the coordination of that mandate
transversally through the economic and social clusters while monitoring and evaluating
the performance of the administration in its execution.
4
The directorate’s specialist services are intended to provide communication strategy,
direction and support to the multiplicity of service delivery initiatives in the City with the
goal of providing professional, open and appropriate communication to the relevant
target audiences in a manner that will elicit the desired response in order to build
towards a positive reputation for the City.
It is to portray the City in a consistent manner, visually and through content, and to deal
with media matters that impact on City business.
5
6
OBJECTIVE
5.2 Establish an efficient and productive
Communication products like the staff newsletter “Contact” and the development of the Intranet can
administration that prioritises service delivery be linked to this area as they contribute to the attainment of the objective.
5.3 Ensure financial prudence with clean
audits by the Auditor General
SFA 5:
THE WELL-RUN CITY
SFA 5:
THE WELL-RUN CITY
Financial Management programmes developed and implemented
Governance Accountability training module reviewed and continuously updated
5.2 Establish an efficient and productive
administration that prioritises delivery
SFA 5:
THE WELL-RUN CITY
• Compliance and alignment with corporate processes and procedures e.g. Human Resource
programmes, finance programmes
• Transversal Management
• Performance Monitoring and Evaluation
5.1 Ensure a transparent and corruption free Risk register, internal financial controls, performance management, compliance with legislative
government
requirements etc.
SFA 5:
THE WELL-RUN CITY
The ISC & B department’s media strategy, media monitoring, website and social media management
as well as its development of branded communication products all contribute to the “… environment
where citizens can be communicated with…” element of this focus area.
4.1: Ensure responsiveness by creating
an environment where citizens can be
communicated with and responded to
The ISC & B department is not in overall charge of delivering on the objective, but plays a major role
through promoting the use of public transport using services like advertising, producing branded
material and media relations as tools to do so. This philosophy applies to all the SFAs in the City and
further applies to a large number of the programmes described throughout the IDP document
DIRECTORATE OUTPUT
SFA 4:
THE INCLUSIVE CITY
1.4: Ensure mobility through the
SFA 1:
implementation of an effective public
THE OPPORTUNITY CITY
transport system:
SFA/ PILLAR
The 2014/2015 Directorate Office of the City Manager relates to the IDP as follows:
LINKAGE TO IDP (EGS and SDS IF APPLICABLE) AND CHANGE IN INDICATORS AND TARGETS
3. STRATEGIC ALIGNMENT TO THE IDP
4. PERFORMANCE PROGRESS AND OUTCOMES
4.1Past year’s performance
This is a newly established directorate which was established in May 2013.
4.2Areas of Business Improvement
N/A
5. PARTNERS AND STAKEHOLDERS IN THE STRATEGY PLAN
Partners / Stakeholders
Internal
External
Departmental roles and responsibilities
Executive Mayor
•
•
•
•
Mayoral Committee
• Coordinate with MMC in terms of the sub-delegated policy and
strategy functions and coordinate performance assessments.
Council’s Committees
• Coordinate in terms of delegated responsibilities for policy and
strategy and performance monitoring.
City Manager, Executive
Management Team and
organisation as a whole
• Coordinate transversal management
• Performance Monitoring and Evaluation of organisation for
mayoralty
Line Departments
Staff
Assist Mayor in the performance of her statutory and delegated duties.
Research and Communications Support.
Transversal Management Support.
Performance Monitoring and Evaluation Support.
• Define their communication objectives within overall corporate
objectives and request appropriate campaigns and actions to
promote a single brand alignment.
• Advise, assist and direct line departments in developing integrated
communication campaigns around service delivery matters
• Provide specialist communication services to facilitate awareness
and understanding of line department’s business including:
-- Media work
-- Photography,
-- Social media
-- Branding
-- Audio-visual services
-- Publications
• Maintain Intra- and Internet sites where appropriate.
• Develop, procure and provide communication products in support of
various initiatives – posters, pamphlets, leaflets, streetpole flags, etc.
• The department will also identify other avenues of communication
and advise, direct and assist accordingly depending on the issue at
hand.
• Refer media issues pertinent to specific departments to relevant
spokespersons for action and ensure that issues are followed up
timeously and appropriately in terms of content.
• Give staff working for the City a relevant, engaging and topical
insight into the importance of their role in the organisation and
service delivery.
• Provide a bi-monthly staff newsletter “Contact” to all staff.
• Issue electronic messages via the Enform and Management News
systems.
• Provide a range of corporate merchandise for use by staff
• Develop branded communication material for use by staff in support
of operational communication objectives.
• Support line spokespersons in media interactions
• Develop and provide branded communication products to staff
members – business cards, certificates, etc.
7
Internal
Partners / Stakeholders
External
Departmental roles and responsibilities
• Support Councillors in their media interactions
• Provide specialist services to address Councillors’ communication
needs on an “as required” basis.
• Note: Party political communication is not handled by this
department.
• Develop and provide branded communication products to
Councillors – business cards, certificates, etc.
• Provide specialist services for Councillors initiatives – e.g. media
support, photographic services, audio-visual services, branding – as
required.
Councillors
Media
• Establish a two-way communication flow through public information,
targeted communication channels and the extensive range of news
media.
• Supply pro-active information and perspective as well as responding
to enquiries about service delivery and City matters, ensuring
openness, availability of news sources and to position Cape Town as
a media friendly and accountable metro.
• Monitor the extent and quality of media coverage the City receives
to identify issues and trends that can receive attention in order to
address issues out there or maximise media opportunities
• Develop working relationships with the media so as to optimise
communication channels between them and the City of Cape Town.
• Optimise the use of all media channels of communication to ensure
maximum message reach.
Residents
• Provide critical information around City business via a range of
communication systems including:
-- Campaigns
-- Media press releases
-- Advertising
-- Publications
-- City website
-- Social media
• Branded communication material
• Facilitate two-way communication opportunities on various service
delivery issues to enhance interaction between various stakeholders
and the City.
• Provide residents with a quarterly City newsletter “CityNews.”
Others spheres
of government
• Where possible, assist other spheres of government in
communicating with stakeholders to underpin government
objectives and duties.
6.RESOURCES
6.1 Senior management capability and structure.
This directorate’s senior management capability is adequate.
8
9
Integrated Strategic
Communication &
Branding
40 Staff
6.1.1 Directorate organogram
Strategic
Advisor
Strategic
Advisor
Director:
Policy & Strategy
4 Staff
Exec. Personal
Assistant
CITY MANAGER
Chief of Staff:
Office of the Mayor
25 Staff
10
Creative work – graphic
design, artists, writers,
designers
Please refer to attached SDBIP. (ANNEXURE A)
6.1.3 Lead and Contributing Directorate.
Flexibility – able to allocate resources
according to the need. Able to
capacitate for demand at any given
time.
Creativity is something this department makes
extensive use of. Panels of creative services
providers are used to capacitate for a wide
range of demands
Media Support
Derived benefits
Extra capacity and expertise available
on short notice should circumstances
require it. Outsourcing also allows
specific expertise to be obtained at
short notice.
Reason for outsourcing
To provide for extra media resources should
the demand for services exceed the capacity
of internal staff to deliver.
Strategy development
Function
6.1.2 Give an indication of possible outsource services
Creative service providers need to be properly
managed in terms of a work brief and production
controls to ensure appropriateness of work,
adherence to deadlines and avoiding abuse of the
system.
Media branch is able to deal with normal demand
using internal resources. Not able to staff up quickly in
times of crisis. Media Management is therefore done
using a mixture of internal and external resources.
Risks & Challenges with the execution of work from
internal/external resources.
11
Audited
Outcome
Audited
Outcome
–
–
Serv ice charges - w ater rev enue
Serv ice charges - sanitation rev enue
–
–
–
–
–
–
–
Div idends receiv ed
Fines
Licences and permits
–
contributions)
107
16
4
Total Operating Revenue (excluding capital transfers and
Gains on disposal of PPE
35
66
Other rev enue
51
–
–
37
Agency serv ices
Transfers recognised - operational
–
–
–
Interest earned - ex ternal inv estments
Interest earned - outstanding debtors
–
–
–
–
Serv ice charges - other
–
–
–
Rental of facilities and equipment
Serv ice charges - refuse rev enue
–
–
–
Property rates - penalties & collection charges
Serv ice charges - electricity rev enue
–
–
–
–
2011/12
2010/11
30
1
29
–
–
–
–
–
–
–
–
0
–
–
–
–
–
–
Outcome
Audited
2012/13
–
41
–
41
–
–
–
–
–
–
–
–
–
–
–
–
–
–
Budget
Original
–
941
–
41
900
–
–
–
–
–
–
–
–
–
–
–
–
–
Budget
Adjusted
2013/14
941
–
41
900
–
–
–
–
–
–
–
–
–
–
–
–
–
–
Forecast
Full Year
Directorate: City Manager
Budgeted Financial Performance (revenue and expenditure)
Property rates
Operating Revenue By Source
R thousand
Description
6.2.1 Summary of revenue by source
6.2 Financial information
2014/15
44
–
44
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
2015/16
46
–
46
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
2016/17
49
–
49
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
Budget Year Budget Year +1 Budget Year +2
Framework
2014/15 Medium Term Revenue & Expenditure
12
Outcome
Outcome
Total Operating Expenditure
69 285
5
31 076
Other expenditure
Loss on disposal of PPE
219
Transfers and grants
65
Other materials
5 041
–
Bulk purchases
Contracted services
–
Finance charges
1 021
–
Debt impairment
Depreciation & asset impairment
981
76 901
7
34 465
1 625
4 319
67
–
–
1 356
–
1 050
34 013
Audited
Audited
30 876
2011/12
2010/11
Remuneration of councillors
Employee related costs
Operating Expenditure By Type
R thousand
Description
2012/13
2013/14
88 666
9
39 068
–
14 093
44
–
–
1 273
–
1 108
33 070
Outcome
Audited
109 499
–
49 070
–
6 554
94
–
–
950
–
1 219
51 612
Budget
Original
107 033
–
50 423
–
6 346
95
–
–
1 011
–
1 219
47 939
Budget
Adjusted
107 047
–
55 025
–
6 244
95
–
–
1 011
–
1 219
43 454
Forecast
Full Year
2014/15 Medium Term Revenue &
89 456
7
46 276
–
6 275
6
–
–
920
–
1 067
34 905
outcome
132 613
–
73 330
–
6 700
101
–
–
1 057
–
–
51 425
2014/15
140 269
–
76 859
–
7 079
107
–
–
1 181
–
–
55 042
+1 2015/16
147 522
–
79 014
–
7 466
113
–
–
1 264
–
–
59 665
+2 2016/17
Pre-audit Budget Year Budget Year Budget Year
Directorate: City Manager
Budgeted Financial Performance (revenue and expenditure)
6.2.2 Summary of operating expenditure by type
13
City Manager
City Manager
City Manager
City Manager
City Manager
City Manager
City Manager
City Manager
City Manager
City Manager
City Manager
City Manager
City Manager
City Manager
City Manager
City Manager
City Manager
Office of the Mayor
Office of the Mayor
Office of the Mayor
City Manager
City Manager
City Manager
City Manager
City Manager
City Manager
City Manager
City Manager
City Manager
City Manager
City Manager
City Manager
City Manager
City Manager
City Manager
City Manager
City Manager
City Manager
City Manager
City Manager
City Manager
Int Strategic
Communications &
Branding
Int Strategic
Communications &
Branding
City Manager
City Manager
City Manager
Department
Directorate
C15.12904-F1
C15.12903-F1
CPX.0003389-F1
CPX.0001685-F1
CPX.0001682-F1
CPX.0003142-F1
CPX.0003091-F1
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WBS Element
Replacement of Equipment
Replacement of furniture
Furniture and office Equip: Additional
Furniture and office Equip: Additional
Furniture and office Equip: Additional
Replacement of Equipment
Replacement of computers
850 000
150 000
0
0
78 457
0
0
0
0
OCM Contingency Provision
insurance
Office Equipment: Additional
0
0
0
0
0
0
Furniture: Additional
Computers: Additional
Replacement of Equipment
Office Equipment: Additional
Furniture: Additional
Replacement of computers
0
0
OCM Contingency Provision
insurance
Computers: Additional
31 500
13 500
52 360
45 000
Replacement of Equipment
Office Equipment: Additional
Furniture: Additional
Replacement of computers
30 000
70 000
OCM Contingency Provision
insurance
Office Equipment: Additional
Original
Budget
2014/15
WBS Element Description
6.2.3 Summary of capital expenditure by date
0
0
0
78 486
0
0
0
0
0
0
0
21 000
81 360
20 000
30 000
20 000
70 000
0
0
0
0
0
0
Approved
Budget
2015/16
0
0
78 486
0
0
21 000
30 000
81 360
70 000
16010001
16010001
11010001
11010001
11010001
11080001
11080001
11080001
11080001
11080001
11080001
20 000
20 000
11080001
11080001
11080001
11080001
11080001
11080001
11080001
11080001
11080001
11080001
11080001
11080001
Geoff Howard
Geoff Howard
Fairuz Singh
Fairuz Singh
Fairuz Singh
Gillian Kenhardt
Gillian Kenhardt
Gillian Kenhardt
Gillian Kenhardt
Gillian Kenhardt
Gillian Kenhardt
Gillian Kenhardt
Gillian Kenhardt
Gillian Kenhardt
Gillian Kenhardt
Gillian Kenhardt
Gillian Kenhardt
Gillian Kenhardt
Gillian Kenhardt
Gillian Kenhardt
Gillian Kenhardt
Gillian Kenhardt
Gillian Kenhardt
Requesting
Responsible
Cost
Person
Centre
0
0
0
0
0
0
0
0
0
0
0
0
Approved
Budget
2016/17
14
Policy and Strategy
Policy and Strategy
City Manager
Policy and Strategy
City Manager
City Manager
Policy and Strategy
City Manager
Policy and Strategy
Policy and Strategy
City Manager
City Manager
Policy and Strategy
Int Strategic
Communications &
Branding
Int Strategic
Communications &
Branding
Int Strategic
Communications &
Branding
Int Strategic
Communications &
Branding
Department
City Manager
City Manager
City Manager
City Manager
City Manager
Directorate
CPX.0003736-F1
CPX.0003732-F1
CPX.0003310-F1
CPX.0003191-F1
C16.21009-F1
C16.21008-F1
C14.00048-F1
CPX.0002985-F1
CPX.0002950-F1
C16.12902-F1
C16.12901-F1
WBS Element
Computer Equipment: Additional
0
954 232
6 770 817
0
0
0
76 693
76 693
0
0
0
400 000
80 000
Approved
Budget
2015/16
0
0
1 200 000
Asset Management and
Maintenance
Furniture: Additional
150 000
0
0
4 100 000
0
0
0
0
Original
Budget
2014/15
Office Equipment
Computer Equipment: Additional
Furniture: Additional
Project and Portfolio Management
Replacement of Furniture
Replacement of Equipment
Replacement of Equipment
Replacement of furniture
WBS Element Description
954 232
76 693
76 693
0
0
0
0
0
80 000
400 000
0
0
Approved
Budget
2016/17
11080102
11080102
11080102
11080102
11080102
11080102
11080102
16010001
16010001
16010001
16010001
Gillian Kenhardt
Gillian Kenhardt
Gillian Kenhardt
Gillian Kenhardt
James Van As
Gillian Kenhardt
Noahmaan
Hendricks
Geoff Howard
Geoff Howard
Geoff Howard
Geoff Howard
Requesting
Responsible
Cost
Person
Centre
7. RISK ASSESSMENT
Management, with the assistance of the Integrated Risk Management (IRM) Department,
has applied their minds and due care taken to ensure that risks which could impact on
them not achieving the Directorate’s objectives are identified, addressed and managed
on a day to day basis in accordance with the City’s approved IRM Policy and IRM
Framework.
Risk Registers are utilised as a management tool in order to manage all risks of the
Directorate. The risks identified and rated, equal or above the Council approved rating
(appetite) will be reported to the Executive Management Team (EMT), as well as to the
relevant Mayoral Committee member on a six monthly basis.
7.1Revenue risks
This directorate does not generate revenue
8. OBJECTIVES AND INDICATORS OF THE DIRECTORATE SDBIP
See attached Directorate SDBIP
9.AUTHORISATION
The undersigned do hereby indicate their agreement with the contents of this
document and the outcomes.
Name
City Manager
Achmat Ebrahim
Executive Mayor
Patricia De Lille
Signature
10.APPENDICES:
Annexure A: 2014/2015 Directorate SDBIP
15
Date
SFA 1 The Opportunity City
1F
1E
1B
Pillar,Corp
CSC
Obj No and Indicator
Program No
No
/Statutory/
Strategic
Plan
Alignment
to IDP
Corporate
Objective
N\A
N\A
N\A
N\A
N\A
N\A
Percentage spend
on repairs and
maintenance
Facilitate the creation
of the agreed EPWP
opportunities as per
Departmental Project
Plans
Number of external
trainee and bursary
opportunities (excluding
apprentices)
Number of apprentices
Percentage adherence
to Citywide service
standard based on all
external notifications
Baseline
2012/
2013
Percentage spend of
Capital Budget
Indicator
(to include unit of
measure)
N\A
N\A
12
N\A
100%
92%
Annual
Target
30 June
2015
2014/2015 OFFICE OF THE CITY MANAGER DIRECTORATE SDBIP
1.2 Provide and maintain economic and social infrastructure to ensure infrastructure-led
economic growth and development
Lead (L)/
Contributing (C)
Directorate
(L) Finance
(L) Compliance & Auxiliary Services
N\A
N\A
3
N\A
21,5%
10%
30 Sept 2014
N\A
N\A
3
N\A
45,5%
25%
31 Dec 2014
N\A
N\A
3
N\A
70,2%
60%
31 Mar 2015
Targets
N\A
N\A
3
N\A
95%
92%
30 June 2015
N\A
N\A
N\A
N\A
N\A
R 26 770 817,00
Capex
Budget
Responsible
Person
B Mothibi
-
16
SFA 5 The Well Run City
The Inclusive City
SFA 4
-
CSC
Pillar,Corp
Obj No and Indicator
No
Program No
/Statutory/
Strategic
Plan
(L) Office of City Manager
Alignment
to IDP
Lead (L)/ Contributing
(C)
Directorate
Corporate
Objective
New
New
Development/
Coordination of Policies
and Strategies for the
City
New
Operate Transversal
Management System
*Quarterly Cluster
Meetings- Economic
and Social Cluster
*Quarterly Management
Committee Meetings
*Quarterly Work Group
Meetings
Mayoral Dashboard
Meettings held on a biannual Basis
12
Number of media
monitoring reports that
indepenently monitor
and analyse media
coverage received by
the City.
No baseline
No baseline
Number of Brand
Assessment Reports
Development of a new
corporate website and
social media policies
and user protocols
6
Baseline
2012/
2013
Number of staff
newsletters produced
Indicator
(to include unit of
measure)
30 Sept 2014
0
100%
100%
100%
12
100%
100%
100%
3
Relevant
website and
social media
policies and n/a
protocols
approved
and in effect
3
6 Newsletters
1
per annum
Annual
Target
30 June
2015
2014/2015 OFFICE OF THE CITY MANAGER DIRECTORATE SDBIP
4.1 Ensure responsiveness by creating an environment
where citizens can be communicated with and be
responded to
17
100%
100%
100%
3
n/a
1
2
31 Dec 2014
100%
100%
100%
3
n/a
1
1
31 Mar 2015
Targets
N\A
N\A
100%
100%
100%
3
N\A
N\A
N\A
N\A
Relevant
website and
social media
policies and N\A
protocols
approved
and in effect
1
2
30 June 2015
Capex
Budget
Craig Kesson
Craig Kesson
Craig Kesson
Media Manager.
Priya Reddy Tel:
021-400 4684
Director: ISC & B.
Carol Avenant
Tel: 021-400 4592
Director: ISC & B.
Carol Avenant
Tel: 021-400 4592
Head:
Publications.
Aletta Kruger. Tel:
021-400 3433
Responsible
Person
18
CSC
Pillar,Corp
Obj No and Indicator
No
Program No
/Statutory/
Strategic
Plan
Alignment
to IDP
Corporate
Objective
5.2 Establish an efficient and productive
administration that prioritises delivery
Lead (L)/ Contributing
(C)
Directorate
(L) Corporate Services
New
Percentage adherence
to OHS target
(composite Indicator)
≤ 7%
95%
Percentage budget
spent on implementation New
of WSP
95%
≤ 5%
2%
80%
Annual
Target
30 June
2015
New
Percentage vacancy
rate
New
New
119%
Baseline
2012/
2013
Percentage of
absenteeism
Percentage adherence
to EE target (disabled)
Percentage adherence
to EE target
Indicator
(to include unit of
measure)
2014/2015 OFFICE OF THE CITY MANAGER DIRECTORATE SDBIP
10%
≤ 7%
95%
≤ 5%
2%
80%
30 Sept 2014
35%
≤ 7%
95%
≤ 5%
2%
80%
31 Dec 2014
75%
≤ 7%
95%
≤ 5%
2%
80%
31 Mar 2015
Targets
95%
≤ 7%
95%
≤ 5%
2%
80%
30 June 2015
N\A
N\A
N\A
N\A
N\A
N\A
Capex
Budget
Responsible
Person
B Mothibi
19
Executive Mayor:
CSC
Pillar,Corp
Obj No and Indicator
No
Program No
/Statutory/
Strategic
Plan
Alignment
to IDP
Corporate
Objective
Date:
No follow
ups
N\A
Percentage of assets
verified
Percentage Internal
Audit findings resolved
N\A
Baseline
2012/
2013
Percentage of
Operating Budget spent
Indicator
(to include unit of
measure)
70%
70%
70%
N\A
100%
asset register N\A
verified
70%
75%
60%
31 Mar 2015
Targets
31 Dec 2014
30%
30 Sept 2014
10%
95%
Annual
Target
30 June
2015
2014/2015 OFFICE OF THE CITY MANAGER DIRECTORATE SDBIP
5.3 Ensure financial prudence
with clean audit by the Auditor
General
Lead (L)/ Contributing
(C)
Directorate
(L) Corporate
Services
(L) Compliance
& Auxiliary
Services
70%
100%
95%
30 June 2015
N\A
N\A
N\A
Capex
Budget
Responsible
Person
B Mothibi
Riaan Vosloo
COMPLIANCE AND
AUXILIARY SERVICES
DIRECTORATE EXECUTIVE SUMMARY
OF THE SERVICE DELIVERY AND
BUDGET IMPLEMENTATION PLAN
2014/2015
EXECUTIVE DIRECTOR: GERHARD RAS
CONTACT PERSON: BABALWA MOTHIBI
Website (for detailed SDBIP):
www.capetown.gov.za/en/idp/pages/implementingtheidp.aspx
VISION OF THE CITY:
• To be an opportunity city that creates an enabling environment for economic
growth and job creation
• To deliver quality services to all residents
• To serve the citizens of Cape Town as a well-governed and corruption-free
administration
This is a one year plan giving effect to the 2014/2015 budget, which is aligned to
the 2012-2017 IDP. It sets out the strategies in quantifiable outcomes that will be
implemented over the 2014/2015 financial year. It considers what was set out in the IDP,
the economic growth strategy and the social development strategy, and indicates
what the Directorate needs to do to deliver on the IDP, how this will be done, what the
outcomes will be, what processes it will follow and which inputs will be used.
2
TABLE OF CONTENTS
1.
EXECUTIVE SUMMARY
4
2.
PURPOSE AND SERVICE MANDATE OF DIRECTORATE
4
3.
STRATEGIC ALIGNMENT TO THE IDP
6
4.
PERFORMANCE PROGRESS AND OUTCOMES
6
4.1 Past year’s performance
6
4.2 Areas of Business Improvement
6
5.
PARTNERS AND STAKEHOLDERS IN THE STRATEGY PLAN (optional)
7
6.
RESOURCES
9
6.1
Senior management capability and structure
9
6.1.1 Directorate organogram
9
6.1.2 Give an indication of possible outsource services
10
6.1.3 Lead and Contributing Directorate
10
Financial Information
11
6.2.1 Summary of revenue by source
11
6.2.2 Summary of operating expenditure by type
12
6.2.3 Summary of capital expenditure by type
13
6.2
7.
RISK ASSESSMENT
19
7.1
19
8. OBJECTIVES AND INDICATORS OF THE DIRECTORATE SDBIP
Revenue risks
19
9. AUTHORISATION
19
10.APPENDICES:
19
19
Annexure A: 2014/2015 Directorate SDBIP template
3
1. EXECUTIVE SUMMARY
The directorate comprises of departments that focuses on statutory compliance of/
by and auxiliary services to the entire municipality. The directorate aligns itself with the
ethos of service excellence in that it continually endeavours to improve on the quality,
effectiveness and efficiency of the services it renders to the municipality. The transversal
services rendered within the municipality:
• strengthens governance, risk management and control mechanisms through the
risk-based internal audit approach and integrated risk management;
• directs strategic planning within the municipality by guiding and finalising of the
Integrated Development Planning process;
• improves service delivery through continuous performance management;
• prevents and restricts corruption, fraud and maladministration by providing a
reactive and proactive forensic service;
• render professional legal advice services through the provision of legal opinion,
compliance checks for legality requirements in respect of reports, policies and bylaws, drafting of contracts, litigates to protect the municipality’s interests in matters
challenged in courts of law;
• offers a service to persons whose rights have been negatively affected by actions
and/or omissions of administrative staff through the office of the Ombudsman;
• render executive support to council and its committees through professional
committee services;
• render support to sub-councils and councillors to ensure efficient functioning of subcouncils and councillors;
• render public participation services to ensure that sufficient community
engagement takes place in respect of matters of public interest.
2. PURPOSE AND SERVICE MANDATE OF DIRECTORATE
The vision of the directorate is to render quality, efficient and professional services to
all line departments within the municipality as effectively as possible to ensure that the
municipality complies in respect of statutory and functional requirements.
The directorate aims to continually perform its duties in an unbiased, predicable and
professional manner to ensure that the administrative processes within the municipality
support the effective discharging of the municipality’s functions and responsibilities.
The directorate is responsible for both ex ante and ex post facto mechanisms that
strengthens internal controls, mitigates various forms of institutional risk, addresses
maladministration and generally keeps the municipality’s administration functioning to
enable that the council fulfils its mandates in respect of policy- and by-law making and
governance in terms of appropriate legislation.
The directorate’s core functions are aligned to Council’s Strategic Focus Area 5, i.e.
the well-run city, and specifically in that it performs the core functions associated with
strategic objective 5.1, which is to ensure a transparent and corruption free government.
The public engagement function of the municipality is furthermore managed by the
directorate, which is aligned to Strategic Focus Area 4, i.e. the inclusive city, and more
specifically strategic objective 4.1, which is to ensure responsiveness by creating an
environment where citizens can be communicated with and responded to.
4
Core functions of the Directorate:
Its mandate includes, inter alia, the:
• Provision of financial and statutory compliance services;
• Provision of committee and secretarial services to council and its committees;
• Provision of specialist legal support to the administration and body politic of the
municipality to ensure intra vires conduct by all decision-makers;
• Provision of an unbiased ombudsman service that contributes to maintain customer
satisfaction;
• Provision of a proactive and reactive investigative forensic service;
• Implementation of a the risk management policy and framework to improve risk
assessment to mitigate risk;
• Provision of internal audit services to ensure that the municipality’s risk
management, internal control and governance processes, as designed and
represented by management, are adequate and functioning;
• Development and monitoring of the municipality’s IDP and corporate scorecard to
ensure that organisational SDBIPs targets are met and the IDP is being given effect to;
• Provision of strategic and operational specialised support to the governance
structures within the municipality, including the City Manager and EMT, the Council,
the Executive Mayor, the Speaker, the Chief Whip, the members of the Mayoral
Committee, the Chairpersons of Council Committees and Councillors.
• Provision of project support services Mayoral Urban Regeneration Programme.
Internal Internal and external stakeholders expect the Directorate: Compliance and
Auxiliary Services to be consistently responsive to their needs by continuously providing
a reliable probity service.
5
3. STRATEGIC ALIGNMENT TO THE IDP
LINKAGE TO IDP (EGS and SDS IF APPLICABLE) AND CHANGE IN INDICATORS AND TARGETS
The 2014/2015 Directorate Compliance and Auxiliary Services relates to the IDP as
follows:
SFA/ Pillar
OBJECTIVE
Directorate Output
SFA 1 :
THE
OPPORTUNITY
CITY
Provide and maintain
economic and social
infrastructure to ensure
infrastructure-led
economic growth and
development
Promoting Local Economic Development to reduce poverty and
unemployment
Creation of jobs through labour intensive methods of work.
Improve safety and
SFA 2 :
security through
THE SAFE CITY
partnerships
SFA 3:
THE CARING
CITY
Ensure innovative
human settlements for
increased access to
those that need them.
Ensure responsiveness
by creating an
SFA 4 :
environment where
THE INCLUSIVE
citizens can be
CITY
communicated with
and be responded to
The Municipal Courts play vital role in SFA 2 as it provides the platform for
the prosecution of traffic offences and by-law contraventions.
Creating a quality urban environment where people can live with dignity
and pride
Supporting education, training and skills development.
Awareness and Information Initiatives and newsletter for the Ombudsman.
Well managed Sub-councils, Wards Committees, Ombudsman Services
and Public Participation processes.
All departments through internal financial controls, risk register
management, performance management, compliance with legislative
requirements and human resources management.
Guide, direct and facilitate the development, implementation, monitoring
of, and reporting on the City’s Integrated Development Plan (IDP)
Establish an efficient
SFA 5 :
and productive
THE WELL-RUN
administration that
CITY
prioritises delivery
Support rendered by the Legal department, through the provision of legal
advice, litigation support and the legal compliance of reports in order to
ensure a transparent and corruption-free government.
Cases resolved by the Ombudsman per quarter and annual survey.
Monitoring the Risk Management Implementation Plan.
Governance Accountability training module reviewed and continuously
updated.
Prevent corruption through Forensic investigations and prosecution of
offenders
4. PERFORMANCE PROGRESS AND OUTCOMES
4.1Past year’s performance
This is a newly established directorate which was established in May 2013.
4.2Areas of Business Improvement
Most of the Directorate’s departments are well-managed. However, the functioning
of sub-councils and ward committees requires improvement. Further training of ward
committees will be presented.
The administrative reporting by Forensics, Internal Audit, and Legal Services will have to
be refined. Improved reporting templates will be developed.
6
5. PARTNERS AND STAKEHOLDERS IN THE STRATEGY PLAN
Partners / Stakeholders
Internal
External
Departmental roles and responsibilities
Executive Mayor
and Mayoral
Committee
• Report to the Executive Mayor on decisions taken by the City Manager
• Track and monitor reports submitted to the Executive Mayor for
consideration in terms of his/her delegated authority
• Regularly report all decisions taken by the Executive Mayor in terms of his/
her delegated authority to Council
• Render committee support to the Mayoral Committee, Strategic Mayco/
EMT
• Coordinate translation of correspondence, including foreign languages
• Edit and translate necessary documentation
• Provide interpreting services at meetings with the community
• Assist with researching information
• Provide transcripts of proceedings of Council and its committees
• Provide committee services and other support to structures established to
foster intergovernmental cooperation
• Provide committee services and administrative support to the Economic
and Social clusters established to drive service delivery
• Assist the Executive Mayor in facilitating meetings of the Political
Delegations Task Team appointed by the Executive Mayor
• Report to the Executive Mayor on bi-weekly basis to discuss progress reports
Members of the
public where
applicable
Chief Whip and
Party Whips
• Assist the Chief Whip with compiling and managing the annual calendar of
meetings of Council
• Provide monthly data to the Chief Whip in respect of councillors’
attendance at scheduled meetings and workshops
• Provide the Chief Whip with committee support at the Disciplinary
Committee
• Interact with the Chief Whip pertaining to the logistical and administrative
arrangements which include providing guidance and alternative solutions
to problems that arise (e.g. implementing the Rules of Order, assisting at
presentations, changing membership of committees, etc.)
• Assist with researching information
• Provide transcripts of proceedings of Council and its committees
• Edit and translate necessary documentation
• Arrange interpreting services at disciplinary hearings
Speaker and
Council
• Assist the Speaker with preparation for the Council meetings
• Assist the Speaker with regard to Council proceedings, processes, Rules of
Order and protocols
• Interact with the Speaker pertaining the logistical and administrative
arrangements in respect of Council meetings and activities which include
providing guidance and alternative solutions to problems that arise
• Provide the Speaker with committee support at the Rules Committee
meeting
• Ensure that councillors and members of the public are timeously notified of
Council meetings
• Assist with researching information
• Provide interpreting services for Council meetings
• Provide transcripts of proceedings of Council and its committees
• Edit and translate necessary documentation
• Report to the Speaker on a bi-weekly basis on progress within sub-councils,
ward committees and Section 79 committees
Members of the
public where
applicable
7
Partners / Stakeholders
Internal
External
Departmental roles and responsibilities
Chairpersons
of Council
committees,
Councillors and
committees
• Ensure that councillors are timeously notified of meetings and workshops
and furnished with the relevant agendas and minutes
• Assist with researching information and operational matters relating to
Council committees
• Edit and translate necessary documentation, subject headings and
recommendations for agendas and provide interpreting services
• Provide transcripts of proceedings of Council and its committees
• Interact with chairpersons pertaining to the logistical and administrative
arrangements in respect of portfolio committee and other committee
meetings (e.g. compilation of agenda) and activities (e.g. workshops and
tours) which include providing guidance (e.g. Rules of Order and Meeting
Procedures)
• Engage in regular one-on-one meetings with Chairpersons to establish
specific operational and support needs and requirements in order to
identify where new systems/procedures need to be introduced to address
voids, or to enhance existing committee procedures and mechanisms
Members of the
public where
applicable
City Manager,
Executive
Management
Team and
organisation as a
whole
• Manage and provide general administrative support to the Office of the
City Manager, which includes the managing of telephones and diary
management.
• Manage correspondence, which includes providing the City Manager with
assurance that statutory and policy requirements have been met.
• Develop, manage and provide a structured database of tools and
strategic information which provide structure, guidance and alternative
solutions to problems that arise in the administration
• Facilitate and coordinate the City Manager’s Senior Management Team
meetings (this team comprises approximately 300 Directors and Level 3
Managers in the City)
• Coordinate and manage meetings and workshops of EMT by managing
and providing support to the individual members and at EMT meetings (i.e.
through direct interaction with EDs and their directors)
• Develop, manage, facilitate and coordinate the on-going refinement and
review of the System of Delegations to ensure that the City Manager’s
Delegations and sub-delegations are brought in line with any amendments
made by Council, and to manage the legislative requirements flowing
therefrom
• Receive and monitor reports of decisions taken by delegates
• Render on-going advice on the principles of ‘delegation’ and address
queries
• Interact with the City Manager regarding the managing of logistical and
administrative arrangements for the Office of the City Manager which
includes coordinating inputs from the various departments into corporate
projects, processes and procedures
• Provide transcripts of proceedings of Council and its committees
• Provide strategic, operational and financial management support including
support for individual and organisational performance management
• Manage the City Manager’s Risk Register and other corporate ad hoc
projects
• Manage and provide support to various administrative forums, working
groups and subcommittees established by the City Manager
EDs, directors,
general
management
and organisation
as a whole
• Interact with EDs, directors and general management to facilitate,
coordinate and provide advice on the processes and procedures which
impact on decision-making
• Provide transcripts of proceedings of Council and its committees
• Ensure effective communication with officials by providing interpreting,
editing and translation services
• Assist in researching information
• Edit and translate necessary documentation
• Arrange interpreting services
Members of the
public where
applicable
• Attend to various queries and complaints from the public domain
• Address public requests for information expeditiously
Presidential
Hotline Office
• Coordinate and finalise service-delivery complaints escalated by members
of public to the Presidential Hotline Complaint’s Office
8
9
Director:
Forensics
Services
(22)
Director:
Legal Services
(138)
Director:
IRM
(8)
Director:
Ombudsman
(12)
Compliance and
Auxiliary Services
Executive Director:
FINANCIAL, LEGAL AND STATUTORY COMPLIANCE
Director:
Internal Audit
(56)
6.1.1 Directorate organogram
This directorate’s senior management capability is adequate.
6.1Senior management capability and structure.
6.RESOURCES
Director:
IDP & OPM
(21)
Director:
Executive
Support
(46)
Director:
Sustainable
Communities
(51)
Vacant
AUXILIARY SERVICES
Director:
Ethics
Sub C &
Council Support
(241)
6.1.2 Give an indication of possible outsource services
Language Services
• The business requires the unit to provide translation and interpreting services. Such
services are highly specialised and scarce and consequently very costly. Due
to budgetary constraints and the demand for such services the unit has been
established to provide these services in a cost-effective way - three Afrikaans
translators and two Xhosa translators. The bulk of the work undertaken by the unit
relates to translation and editing, but due to the urgency and volume of certain
documents these are outsourced for editing or translation, if needed.
• Due to the ad hoc nature of interpreting requests and the special skills required, this
function is completely outsourced.
• The challenges involved relate to the availability of particular individuals who match
the criteria for a specific job (e.g. an experienced legal translator or a trilingual
interpreter). Dependability is sometimes problematic as specialists are in high
demand and are also being commissioned by other spheres of government and
organisations. Planning can be difficult if meetings are changed or cancelled at
short notice.
6.1.3 Lead and Contributing Directorate
EPWP is a Lead Department and is responsible for ensuring the Corporate EPWP job
creation targets is achieved by all line departments.
The Lead Department is responsible for ensuring that the strategies are achieved.
It is the Lead Department’s responsibility to inform Contributing Departments of the
deliverables.
Executive Support is responsible and leading the indicator that monitors the number of
meetings open to public as a percentage of all meetings held. All other departments
are either inwardly focussed or are contributing departments to the achievement of the
corporate indicators.
10
11
Audited
Outcome
Audited
Outcome
Other rev enue
contributions)
Total Operating Revenue (excluding capital transfers and
Gains on disposal of PPE
12 757
19
8 934
31
653
–
4 588
–
Agency serv ices
–
8 113
–
Licences and permits
1
–
–
–
116
20
–
–
7 406
(1)
Fines
Transfers recognised - operational
–
–
Interest earned - outstanding debtors
–
Interest earned - ex ternal inv estments
Div idends receiv ed
741
4
Serv ice charges - other
Rental of facilities and equipment
–
Serv ice charges - refuse rev enue
–
–
–
Serv ice charges - w ater rev enue
–
Serv ice charges - electricity rev enue
Serv ice charges - sanitation rev enue
–
–
Property rates - penalties & collection charges
–
–
–
2011/12
2010/11
13 775
41
1 818
11 822
–
–
1
–
–
–
86
6
–
–
–
–
–
–
Outcome
Audited
2012/13
9 922
–
2 958
6 959
–
–
–
–
–
–
–
5
–
–
–
–
–
–
Budget
Original
8 386
–
2 958
5 423
–
–
–
–
–
–
–
5
–
–
–
–
–
–
Budget
Adjusted
2013/14
8 386
–
2 958
5 423
–
–
–
–
–
–
–
5
–
–
–
–
–
–
Forecast
Full Year
Directorate: Compliance and Auxiliary Services
Budgeted Financial Performance (revenue and expenditure)
Property rates
Operating Revenue By Source
R thousand
Description
6.2.1 Summary of revenue by source
6.2 Financial Information
–
–
–
–
–
–
–
5
–
–
–
–
–
–
13 882
–
3 130
10 747
2014/15
797
–
–
–
–
–
–
–
5
–
–
–
–
–
–
4 107
–
3 305
2015/16
850
–
–
–
–
–
–
–
5
–
–
–
–
–
–
4 339
–
3 484
2016/17
Budget Year Budget Year +1 Budget Year +2
Framework
2014/15 Medium Term Revenue & Expenditure
12
Total Operating Expenditure
327 198
189
36 673
Other expenditure
Loss on disposal of PPE
5 282
Transfers and grants
158
Other materials
7 152
–
Bulk purchases
Contracted services
–
5 860
–
Finance charges
Depreciation & asset impairment
Debt impairment
87 667
Remuneration of councillors
Outcome
Outcome
392 826
21
45 471
4 186
30 624
118
–
–
7 491
–
96 722
208 194
Audited
Audited
184 216
2011/12
2010/11
Employee related costs
Operating Expenditure By Type
R thousand
Description
482 069
87
77 046
2 875
43 468
462
–
–
7 427
–
110 546
240 158
Outcome
Audited
2012/13
591 539
–
120 803
281
47 982
459
–
–
7 098
–
122 502
292 414
Budget
Original
548 678
–
103 653
1 335
21 423
457
–
–
7 897
–
122 502
291 411
Budget
Adjusted
2013/14
548 678
–
105 658
1 335
18 846
457
–
–
7 897
–
122 502
291 983
Forecast
Full Year
Directorate: Compliance and Auxiliary Services
Budgeted Financial Performance (revenue and expenditure)
6.2.2 Summary of operating expenditure by type
592 374
–
113 579
60
24 102
487
–
–
8 451
–
133 619
312 077
2014/15
675 179
–
125 343
–
65 982
517
–
–
9 043
–
142 438
331 857
2015/16
718 282
–
127 122
–
69 649
549
–
–
9 676
–
151 554
359 733
2016/17
Budget Year Budget Year +1 Budget Year +2
Framework
2014/15 Medium Term Revenue & Expenditure
13
C16.21004-F1
CPX.0003106-F1 CAS Contingency Insurance Provision 150 000
CPX.0003107-F1 CAS Contingency Insurance Provision 0
CPX.0003108-F1 CAS Contingency Insurance Provision 0
CPX.0003904-F1 Furniture: Additional
CPX.0003905-F1 Computers: Additional
C15.24002-F1
C15.24003-F1
C15.24004-F1
C15.24005-F1
C15.24006-F1
C15.24007-F1
C16.24002-F1
C16.24003-F1
C16.24004-F1
C16.24005-F1
C16.24006-F1
C16.24007-F1
CPX.0003117-F1 Computer: Additional
Compliance and Auxiliary Services
Compliance and Auxiliary Services
Compliance and Auxiliary Services
Compliance and Auxiliary Services
Compliance and Auxiliary Services
Executive Support
Executive Support
Executive Support
Executive Support
Executive Support
Executive Support
Executive Support
Executive Support
Executive Support
Executive Support
Executive Support
Executive Support
Executive Support
Replacement of Equipment
Office Equipment: Additional
Replacement of furniture
Furniture Additional
Replacement of computers
Computer: Additional
Replacement of Equipment
Office Equipment: Additional
Replacement of furniture
Furniture Additional
Replacement of computers
Computer: Additional
Computers: Additional
0
0
0
0
0
0
0
77 700
33 300
22 200
51 800
111 000
74 000
0
0
0
0
Compliance and Auxiliary Services
Furniture: Additional
C16.21003-F1
Original
Budget
2014/15
Compliance and Auxiliary Services
WBS Element Description
WBS Element
Department
6.2.3 Summary of capital expenditure by type
0
94 500
40 500
27 000
63 000
135 000
90 000
0
0
0
0
0
0
0
0
0
150 000
0
28 000
25 000
Approved
Budget
2015/16
90 000
0
0
0
0
0
0
0
0
0
0
0
0
28 000
25 000
150 000
0
0
0
0
Approved
Budget
2016/17
11140001
11140001
11140001
11140001
Gillian Kenhardt
Gillian Kenhardt
Gillian Kenhardt
Gillian Kenhardt
Gillian Kenhardt
Gillian Kenhardt
11140001
11140001
Gillian Kenhardt
Gillian Kenhardt
Gillian Kenhardt
Gillian Kenhardt
Gillian Kenhardt
Gillian Kenhardt
Gillian Kenhardt
Wallied Taliep
Wallied Taliep
Gillian Kenhardt
Gillian Kenhardt
Gillian Kenhardt
Wallied Taliep
Wallied Taliep
11140001
11140001
11140001
11140001
11140001
11140001
11140001
11080103
11080103
11140002
11140002
11140002
11140002
11140002
Requesting
Cost
Responsible Person
Centre
14
CPX.0003120-F1 Replacement of Equipment
CPX.0003121-F1 Replacement of furniture
CPX.0003132-F1 Office Equipment: Additional
C13.00159-F1
C13.00164-F1
C14.00073-F1
C14.00074-F1
C14.00087-F1
C14.00099-F1
C15.25002-F1
C15.25003-F1
C15.25005-F1
C16.25001-F1
C16.25005-F1
CPX.0001670-F1 Ward Allocations 1415 - Subcouncil 14 1 250 000
CPX.0001692-F1 Ward Allocations 1415 - Subcouncil 23 98 000
CPX.0001706-F1 Purchasing of Loud Hailers
CPX.0001722-F1 Ward Allocations 1415 - Subcouncil 24 1 200 000
CPX.0002001-F1 Vehicle mounted loudhailers
Executive Support
Executive Support
Executive Support
Ethics, S/Councils, Councillor Sup & VIP
Ethics, S/Councils, Councillor Sup & VIP
Ethics, S/Councils, Councillor Sup & VIP
Ethics, S/Councils, Councillor Sup & VIP
Ethics, S/Councils, Councillor Sup & VIP
Ethics, S/Councils, Councillor Sup & VIP
Ethics, S/Councils, Councillor Sup & VIP
Ethics, S/Councils, Councillor Sup & VIP
Ethics, S/Councils, Councillor Sup & VIP
Ethics, S/Councils, Councillor Sup & VIP
Ethics, S/Councils, Councillor Sup & VIP
Ethics, S/Councils, Councillor Sup & VIP
Ethics, S/Councils, Councillor Sup & VIP
Ethics, S/Councils, Councillor Sup & VIP
Ethics, S/Councils, Councillor Sup & VIP
Ethics, S/Councils, Councillor Sup & VIP
1 396 320
0
0
0
0
5 000
15 000
0
0
Furniture, Tools & Equipment:
Additional
Ward Committee Project
250 000
706 115
523 049
Ward Committee Project
Computers Additional
Furniture Additional
Ward Allocations 1213 - Subcouncil 10 598 845
Ward Allocations 1213 - Subcouncil 13 4 027
Ward Allocations 1314 - Subcouncil 23 500 000
Ward Allocations 1314 - Subcouncil 14 300 000
Ward Allocations 1213 - Subcouncil 24 3 688 734
Ward Allocations 1213 - Subcouncil 9
CPX.0003119-F1 Replacement of computers
Executive Support
0
CPX.0003118-F1 Furniture Additional
Original
Budget
2014/15
Executive Support
WBS Element Description
WBS Element
Department
0
0
0
0
0
250 000
1 229 617
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Approved
Budget
2015/16
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
40 500
27 000
94 500
135 000
63 000
Approved
Budget
2016/17
14020014
14020025
14020013
14020027
14020014
11050001
11050001
11050001
11050001
11050001
14020010
14020013
14020027
14020014
14020025
14020009
11140001
11140001
11140001
11140001
11140001
Anthony Serache Mathe
Keith Miller
Lunga Bobo
Keith Miller
Anthony Serache Mathe
Keith Miller
Trevor Hollis-Turner
Keith Miller
Trevor Hollis-Turner
Trevor Hollis-Turner
Keith Miller
Lunga Bobo
Keith Miller
Anthony Serache Mathe
Keith Miller
Keith Miller
Gillian Kenhardt
Gillian Kenhardt
Gillian Kenhardt
Gillian Kenhardt
Gillian Kenhardt
Requesting
Cost
Responsible Person
Centre
15
CPX.0002014-F1 Purchasing of Loud Hailer
CPX.0002016-F1 Purchasing of Loud Hailer
CPX.0002112-F1 Purchasing of Loud Hailer
CPX.0002294-F1 Vehicle Mounted Loudhailers
CPX.0002299-F1 Vehicle Mounted Loudhailers
CPX.0002301-F1 Purchasing of Loud Hailer
CPX.0002304-F1 Purchasing of Loud Hailer
CPX.0003067-F1 Ward Allocations 1314 - Subcouncil 5
CPX.0003069-F1 Ward Allocations 1314 - Subcouncil 6
Ethics, S/Councils, Councillor Sup & VIP
Ethics, S/Councils, Councillor Sup & VIP
Ethics, S/Councils, Councillor Sup & VIP
Ethics, S/Councils, Councillor Sup & VIP
Ethics, S/Councils, Councillor Sup & VIP
Ethics, S/Councils, Councillor Sup & VIP
Ethics, S/Councils, Councillor Sup & VIP
Ethics, S/Councils, Councillor Sup & VIP
Ethics, S/Councils, Councillor Sup & VIP
CPX.0003114-F1 Ward Allocations
CPX.0003522-F1 Ward Committee Project
CPX.0003899-F1 Ward Allocations
CPX.0003916-F1 Ward Allocations
CPX.0004055-F1 Furniture and Equipment
CPX.0004056-F1 Furniture and Equipment
CPX.0004057-F1 Furniture and Equipment
C14.31001-F1
C14.31002-F1
C15.31001-F1
Ethics, S/Councils, Councillor Sup & VIP
Ethics, S/Councils, Councillor Sup & VIP
Ethics, S/Councils, Councillor Sup & VIP
Ethics, S/Councils, Councillor Sup & VIP
Ethics, S/Councils, Councillor Sup & VIP
Ethics, S/Councils, Councillor Sup & VIP
Ethics, S/Councils, Councillor Sup & VIP
Internal Audit
Internal Audit
Internal Audit
30 000
0
0
300 000
0
0
0
0
0
4 157
12 680
10 000
10 000
5 000
5 000
10 000
10 000
10 000
5 000
Original
Budget
2014/15
Furniture & Equipment - Replacement 0
Replacement of Computer Hardware 91 444
Replacement of furniture
CPX.0003112-F1
Ethics, S/Councils, Councillor Sup & VIP
Furniture, Tools & Equipment:
Additional
CPX.0002012-F1 Vehicle Mounted loudhailer
Ethics, S/Councils, Councillor Sup & VIP
WBS Element Description
WBS Element
Department
40 000
0
0
0
291 500
0
0
11050001
14020007
14020005
14020010
14020010
14020014
14020014
14020010
14020009
14020009
14020014
0
0
0
295 400
0
0
17010001
17010001
17010001
14020021
14020021
14020021
Adriaan J. Vosloo
Adriaan J. Vosloo
Adriaan J. Vosloo
Keith Miller
Keith Miller
Keith Miller
Keith Miller
33 300 000 14020021
Keith Miller
Keith Miller
11050001
14020021
250 000
Keith Miller
Dawida Johanna Marais
Patricia ( Pat) Jansen
Martin Julie
Keith Miller
Keith Miller
Anthony Serache Mathe
Anthony Serache Mathe
Keith Miller
Keith Miller
Keith Miller
Anthony Serache Mathe
Requesting
Cost
Responsible Person
Centre
33 000 000 14020021
1 229 617
0
0
0
0
0
0
0
0
0
0
Approved
Budget
2016/17
33 300 000 0
0
0
0
0
0
0
0
0
0
0
0
0
0
Approved
Budget
2015/16
16
CPX.0003046-F1 Computer hardware- Replacement
CPX.0003050-F1 Furniture & Equipment - Replacement 0
C15.00017-F1
C15.27002-F1
C16.27003-F1
C16.27004-F1
CPX.0002989-F1 Furniture: Additional
CPX.0003098-F1 Replacement of Computers
CPX.0003100-F1 Replacement of equipment
C15.16501-F1
C15.16502-F1
C15.16503-F1
C15.16504-F1
C16.16501-F1
C16.16503-F1
C16.16504-F1
C16.16505-F1
CPX.0003168-F1 Replacement of Computers
CPX.0003182-F1 Replacement of Equipment
Internal Audit
Forensic Services
Forensic Services
Forensic Services
Forensic Services
Forensic Services
Forensic Services
Forensic Services
IDP, Performance and Participation
IDP, Performance and Participation
IDP, Performance and Participation
IDP, Performance and Participation
IDP, Performance and Participation
IDP, Performance and Participation
IDP, Performance and Participation
IDP, Performance and Participation
IDP, Performance and Participation
IDP, Performance and Participation
Furniture Additional
Replacement of furniture
0
0
0
0
0
0
Replacement of Equipment
Computers Additional
20 000
20 000
80 000
30 000
0
0
0
0
0
100 000
50 000
Furniture Additional
Replacement of furniture
Replacement of computers
Computers Additional
Computer: Additional
Equipment: Additional
Computer Equipment: Additional
Furniture: Additional
0
0
Internal Audit
Computer hardware- Replacement
C15.31002-F1
Original
Budget
2014/15
Internal Audit
WBS Element Description
WBS Element
Department
0
0
50 000
40 000
40 000
60 000
0
0
0
0
0
0
0
50 000
100 000
0
0
0
0
91 444
Approved
Budget
2015/16
40 000
100 000
0
0
0
0
0
0
0
0
50 000
50 000
50 000
0
0
0
0
20 000
111 444
0
Approved
Budget
2016/17
14050001
14050001
14050001
14050001
14050001
14050001
14050001
14050001
14050001
14050001
11130001
11130001
11130001
11130001
11130001
11130001
11130001
17010001
17010001
17010001
Madoda Coto
Madoda Coto
Marthinus Van Der
Merwe
Marthinus Van Der
Merwe
Marthinus Van Der
Merwe
Marthinus Van Der
Merwe
Marthinus Van Der
Merwe
Marthinus Van Der
Merwe
Marthinus Van Der
Merwe
Marthinus Van Der
Merwe
Jehan Van Zijl
Jehan Van Zijl
Jehan Van Zijl
Jehan Van Zijl
Jehan Van Zijl
Jehan Van Zijl
Jehan Van Zijl
Adriaan J. Vosloo
Adriaan J. Vosloo
Adriaan J. Vosloo
Requesting
Cost
Responsible Person
Centre
17
CPX.0003427-F1 Office Equipment: Additional
IDP, Performance and Participation
C15.12303-F1
C16.02130-F1
C16.02131-F1
C16.12302-F1
C16.12303-F1
CPX.0003064-F1
CPX.0003081-F1 IT Equipment: Additional
Legal Services
Legal Services
Legal Services
Legal Services
Legal Services
Legal Services
Legal Services
CPX.0003096-F1 IT Equipment: Replacement
C15.26002-F1
C15.26003-F1
C15.26004-F1
C15.26005-F1
C15.26006-F1
C15.26007-F1
C16.26001-F1
Legal Services
Ombudsman
Ombudsman
Ombudsman
Ombudsman
Ombudsman
Ombudsman
Ombudsman
Replacement of computers
0
20 000
20 000
Office Equipment-ComputersAdditional
Replacement of computers
17 868
40 000
40 000
15 000
0
0
Replacement of Equipment
Office Equipment: Additional
Replacement of furniture
Furniture: Additional
CPX.0003094-F1
Legal Services
Office Furniture, Equipment:
Additional
0
Furniture and Equipment:
Replacement
0
0
0
Furniture and Equipment:
Replacement
IT Equipment: Replacement
0
0
Office Furniture, Equipment:
Additional
IT Equipment: Additional
150 000
IT Equipment: Replacement
110 000
Office Furniture, Equipment:
Replacement
C15.12302-F1
Legal Services
55 000
C15.02131-F1
Legal Services
20 000
0
0
Original
Budget
2014/15
IT Equipment: Additional
C15.02130-F1
Legal Services
Office Furniture, Equipment:
Additional
CPX.0003183-F1 Replacement of Furniture
IDP, Performance and Participation
WBS Element Description
WBS Element
Department
18 000
0
0
0
0
0
0
0
0
0
0
150 000
110 000
55 000
20 000
0
0
0
0
0
0
Approved
Budget
2015/16
0
0
0
0
0
0
0
150 000
20 000
55 000
110 000
0
0
0
0
0
0
0
0
40 000
10 000
Approved
Budget
2016/17
11060001
11060001
11060001
11060001
11060001
11060001
11060001
13050001
13050001
13050001
13050001
13050001
13050001
13050001
13050001
13050001
13050001
13050001
13050001
14050001
14050001
Mbulelo Baba
Mbulelo Baba
Mbulelo Baba
Mbulelo Baba
Mbulelo Baba
Mbulelo Baba
Mbulelo Baba
Thomas Allen
Thomas Allen
Thomas Allen
Thomas Allen
Thomas Allen
Thomas Allen
Thomas Allen
Thomas Allen
Thomas Allen
Thomas Allen
Thomas Allen
Thomas Allen
Marthinus Van Der
Merwe
Madoda Coto
Requesting
Cost
Responsible Person
Centre
18
C16.26003-F1
C16.26004-F1
C16.26005-F1
C16.26006-F1
CPX.0003172-F1 Computer: Additional
CPX.0003173-F1 Furniture Additional
CPX.0003174-F1 Replacement of Equipment
CPX.0003175-F1 Replacement of Furniture
CPX.0003176-F1 Office Equipment: Additional
CPX.0003177-F1 Replacement of computers
C15.11130-F1
C16.11130-F1
CPX.0003086-F1 Office Equipment: Additional
CPX.0004073-F1 Computers & Equipment
C11.16804-F1
Ombudsman
Ombudsman
Ombudsman
Ombudsman
Ombudsman
Ombudsman
Ombudsman
Ombudsman
Ombudsman
Ombudsman
Integrated Risk Management
Integrated Risk Management
Integrated Risk Management
Expanded Public Works Programme
Urban Regeneration
Upgrading of Vuyani Market Facilities
Office Equipment: Additional
Computer equipment -Replacement
Furniture Additional
Replacement of furniture
Office Equipment: Additional
Replacement of Equipment
Computer: Additional
C16.26002-F1
Ombudsman
WBS Element Description
WBS Element
Department
36 896 561 69 900 461
13 126 239
0
0
190 000
0
0
18 000
20 000
18 000
20 000
80 000
20 000
0
0
0
0
0
Approved
Budget
2016/17
0
0
0
190 000
0
0
0
0
0
0
0
80 000
18 000
20 000
20 000
20 000
Approved
Budget
2015/16
350 000
400 000
0
0
30 000
0
0
0
0
0
0
0
0
0
0
0
Original
Budget
2014/15
Monwabisi Booi
Charles Robert Dearham
11090004
11090001
Nicola Jane Anderson
Nicola Jane Anderson
Nicola Jane Anderson
Mbulelo Baba
Mbulelo Baba
Mbulelo Baba
Mbulelo Baba
Mbulelo Baba
Mbulelo Baba
Mbulelo Baba
Mbulelo Baba
Mbulelo Baba
Mbulelo Baba
Mbulelo Baba
15020006
15020006
15020006
11060001
11060001
11060001
11060001
11060001
11060001
11060001
11060001
11060001
11060001
11060001
Requesting
Cost
Responsible Person
Centre
7. RISK ASSESSMENT
Management, with the assistance of the Integrated Risk Management (IRM)
Department, has applied their minds and due care taken to ensure that risks which
could impact on them not achieving the Directorate’s objectives are identified,
addressed and managed on a day to day basis in accordance with the City’s
approved IRM Policy and IRM Framework.
Risk Registers are utilised as a management tool in order to manage all risks of the
Directorate. The risks identified and rated, equal or above the Council approved rating
(appetite) will be reported to the Executive Management Team (EMT), as well as to the
relevant Mayoral Committee member on a six monthly basis.
7.1Revenue risks
This directorate does not generate revenue
8. OBJECTIVES AND INDICATORS OF THE DIRECTORATE SDBIP
See attached Directorate SDBIP
9.AUTHORISATION
The undersigned do hereby indicate their agreement with the contents of this
document and the outcomes.
Name
Signature
Executive Director
Executive Mayor
10.APPENDICES:
Annexure A: 2014/2015 Directorate SDBIP
19
Date
20
SFA 1 The
Opportunity
City
Alignment
to IDP
Pillar,Corp
Obj No and
Program No
/Statutory/
Strategic
Plan
1F
1E
1B
Corporate
Objective
(L)
Compliance
& Auxiliary
Services
(L)
Compliance
1.2 Provide
& Auxiliary
and maintain
Services
economic
and social
infrastructure
to ensure
infrastructureled economic
growth and
development
(L) Finance
Lead (L)/
CSC
Contributing
Indicator
(C)
No
Directorate
94%
100%
100%
Percentage of Functioning Ward
Committees - 111 wards
Percentage Public Participation
Processes succesfully executed in
terms of the implementation plan
Percentage adherence to
Citywide service standard based
on all external notifications
100%
90%
100%
N\A
100%
90%
70%
N\A
50
N\A
87
Number of apprentices
3 monthly
reports
40
12
monthly
reports
8500
Number of external trainee and
bursary opportunities (excluding
apprentices)
12
monthly
reports
Monthly reporting of the
expenditure of the EPWP Grant
funding.
40000
21.5%
10%
30 Sept 2014
Quarterly report on the
administration of EPWP Special
Projects
35,556
Facilitate the creation of the
agreed EPWP opportunities as per
Departmental Project Plans
95%
92%
Annual
Target
30 June
2015
Targets
Report on
Projects
4
4
approved,
quarterly quarterly
Expenditure
reports
reports
and work
to Sub
to Sub
opportunities
councils, councils,
achieved, to
sub councils
100%
86.30%
Percentage spend of Capital
Budget
Percentage spend on repairs and
maintenance
Baseline
2012/
2013
Indicator
(to include unit of measure)
2014/2015 COMPLIANCE AND AUXILIARY SERVICES DIRECTORATE SDBIP
100%
90%
80%
N\A
55
Report on
Projects
approved,
Expenditure
achieved
and work
opportunities
6 monthly
reports
17000
45.5%
25%
31 Dec 2014
100%
90%
90%
N\A
53
Report on
Projects
approved,
Expenditure
achieved
and work
opportunities
9 monthly
reports
29000
70.2%
60%
31 Mar 2015
N\A
N\A
N\A
R
14,101,517
Capex
Budget
100%
90%
100%
N\A
79
N\A
N\A
N\A
N\A
N\A
Report on
Projects
approved,
Expenditure N\A
achieved
and work
opportunities
12 monthly
reports
40000
95%
92%
30 June 2015
Gillian
Kenhardt
V BOTTO
V BOTTO
N\A
Gillian
Kenhardt
Regan
Melody
Gillian
Kenhardt
Responsible Person
The Well Run
City
SFA 5
The Inclusive
City
SFA 4
Alignment
to IDP
Pillar,Corp
Obj No and
Program No
/Statutory/
Strategic
Plan
_
4A
(L)
Compliance
& Auxiliary
Services
(L)
Corporate
Services
(L)
Compliance
& Auxiliary
Services
Lead (L)/
CSC
Contributing
Indicator
(C)
No
Directorate
5.1 Ensure a
transparent
and work
towards a
corruption-free
government
4.1Ensure
responsiveness
by creating an
environment
where citizens
can be
communicated
with and
responded to
Corporate
Objective
80%
100%
93%
Percentage audit engagements
completed of the approved audit
plan
Percentage Management
agreement with actions to address 95%
audit findings
Percentage Of reports received
by the closing date, approved by
the Chairperson compiled into an
agenda and submtted to printing
5 days before the meeting
100%
100%
100%
Percentage Completion of
2015/2016 SDBIP book
Percentage of Quarterly reports
approved
Percentage 2013/2014 Annual
Report completed
100%
100%
100%
100%
Percentage Approval of the
2015/2016 -IDP Review of the
5-Year Plan (IDP )
100%
90%
Percentage of minutes completed
within 5 working days from
80%
conclusion of a meeting
100%
90%
4
Number of High Court and
Municipal Court reports to
Executive Mayor
4
4
4
90%
70%
Annual
Target
30 June
2015
Number of Presentations to Audit
Committee of High Court Matters
New
121%
Percentage of authorised cases
investigated and reported on by
FSD
Percentage of meetings open to
public
Baseline
2012/
2013
Indicator
(to include unit of measure)
2014/2015 COMPLIANCE AND AUXILIARY SERVICES DIRECTORATE SDBIP
40%
25%
25%
25%
90%
100%
80%
10%
1
1
90%
17%
30 Sept 2014
Targets
75%
50%
50%
50%
90%
100%
80%
30%
1
1
90%
35%
31 Dec 2014
100%
75%
75%
75%
90%
100%
80%
60%
1
1
90%
52%
31 Mar 2015
100%
100%
100%
100%
90%
100%
80%
90%
1
1
N\A
70%
30 June 2015
N\A
N\A
N\A
N\A
N\A
N\A
N\A
N\A
N\A
N\A
N\A
N\A
Capex
Budget
Gillian
Kenhardt
V BOTTO
Responsible Person
Gillian
Kenhardt
Z ABRAMS
L Mbandazayo
M Van Der
Merwe
21
22
The Well Run
City
SFA 5
Alignment
to IDP
Pillar,Corp
Obj No and
Program No
/Statutory/
Strategic
Plan
_
(L)
Compliance
& Auxiliary
Services
(L)
Corporate
Services
(L)
Compliance
& Auxiliary
Services
Lead (L)/
CSC
Contributing
Indicator
(C)
No
Directorate
5.2 Establish an
efficient and
productive
administration
that prioritises
delivery
5.2 Establish an
efficient and
productive
administration
that prioritises
delivery
Corporate
Objective
New
New
Percentage vacancy rate
Percentage budget spent on
implementation of WSP
76.80%
New
Percentage adherence to OHS
target (composite Indicator)
Percentage Ward Allocation
budget executed by line
departments.
New
Percentage of absenteeism
New
New
Number of signed-off risk registers
returned to IRM
Percentage adherence to EE
target (disabled)
100%
Percentage of risk register monitor
and review sessions completed
119%
100%
Percentage of annual risk register
updates completed
Percentage adherence to EE
target
9
66
Average number of days
taken to provide a final report
to complainant and the
Administration
Number of awareness and
information initiatives completed
Baseline
2012/
2013
Indicator
(to include unit of measure)
100%
95%
≤ 7%
95%
≤ 5%
2%
80%
240
100%
100%
4
90
Annual
Target
30 June
2015
2014/2015 COMPLIANCE AND AUXILIARY SERVICES DIRECTORATE SDBIP
25%
10%
≤ 7%
95%
≤ 5%
2%
80%
40
N/A
50%
1
90
30 Sept 2014
Targets
50%
35%
≤ 7%
95%
≤ 5%
2%
80%
80
N/A
100%
1
90
31 Dec 2014
75%
75%
≤ 7%
95%
≤ 5%
2%
80%
160
100%
100%
1
90
31 Mar 2015
100%
95%
≤ 7%
95%
≤ 5%
2%
80%
240
100%
100%
1
90
30 June 2015
N\A
N\A
N\A
N\A
N\A
N\A
N\A
N\A
N\A
N\A
N\A
N\A
Capex
Budget
Responsible Person
M Van Der
Merwe
V Botto
Gillian
Kenhardt
Ludwig
Geldenhuys
23
_
(L)
Compliance
& Auxiliary
Services
(L)
Corporate
Services
Lead (L)/
CSC
Contributing
Indicator
(C)
No
Directorate
EXECUTIVE MAYOR:
The Well Run
City
SFA 5
Alignment
to IDP
Pillar,Corp
Obj No and
Program No
/Statutory/
Strategic
Plan
5.3 Ensure
financial
prudence with
clean audits
by the Auditor
General
Corporate
Objective
Percentage Internal Audit findings
resolved
DATE:
No
follow
ups
96.65%
89.69%
Percentage of Operating Budget
spent
Percentage of assets verified
Baseline
2012/
2013
Indicator
(to include unit of measure)
70%
100%
asset
register
verified
95%
Annual
Target
30 June
2015
2014/2015 COMPLIANCE AND AUXILIARY SERVICES DIRECTORATE SDBIP
70%
N\A
10%
30 Sept 2014
Targets
70%
N\A
30%
31 Dec 2014
70%
100%
95%
30 June 2015
N\A
N\A
N\A
Capex
Budget
Riaan
Vosloo
Gillian
Kenhardt
Compliance and Auxiliary Services 2014\2015
70%
75%
60%
31 Mar 2015
Responsible Person
COMMUNITY SERVICES
DIRECTORATE EXECUTIVE SUMMARY
2014/2015
EXECUTIVE DIRECTOR: LOKIWE MTWAZI
CONTACT PERSON: MARK TRIPOD
Website (for detailed SDBIP): http://www.capetown.gov.za/en/IDP/Pages/
Implementing.aspx
VISION OF THE CITY:
• To be an opportunity city that creates an enabling environment for economic
growth and job creation
• To deliver quality services to all residents
• To serve the citizens of Cape Town as a well-governed and corruption-free
administration
This is a one year plan giving effect to the 2014/2015 budget, which is aligned to
the 2012-2017 IDP. It sets out the strategies in quantifiable outcomes that will be
implemented over the 2014/2015 financial year. It considers what was set out in the IDP,
the economic growth strategy and the social development strategy, and indicates
what the Directorate needs to do to deliver on the IDP, how this will be done, what the
outcomes will be, what processes it will follow and which inputs will be used.
2
TABLE OF CONTENTS
1.
Executive summary
4
2.
Purpose and service mandate of directorate
4
3. Strategic alignment to the idp
5
3.1 SFA 3: a caring city
5
3.2 SFA 4: an inclusive city
5
4.
Performance progress and outcomes
6
4.1 6
5.
Partners and stakeholders in the strategy plan (optional)
7
6.
Resources 7
6.1
Senior management capability and structure
7
6.1.1 Directorate organogram
8
6.1.2 Lead and contributing directorate 9
Financial information
9
6.2.1 Summary of revenue by source
9
6.2.2 Summary of operating expenditure by type
9
6.2.3 Summary of capital expenditure by type
10
6.2.4 Major features of expenditure
11
6.2.5 Narrative on directorate capital programme
11
6.2
Past year’s performance
7. Risk assessment
12
7.1
12
8. Objectives and indicators of the directorate sdbip
Revenue risks
13
9.Authorisation
14
10.Appendices:
14
Annexure a1: 2014/2015 directorate sdbip template15
3
1. EXECUTIVE SUMMARY
Community Services main function is to provide community facilities, services and
programmes to the citizens of the City and its visitors. This directly contributes to the
City’s strategic focus areas “A Caring City” and “An Inclusive City” and associated
objectives and initiatives, as contained in the IDP and highlighted in paragraph 3 of
this document.
The directorate’s and departmental (Sports, Recreation and Amenities, City Parks and
Library and Information Services) Service Delivery and Budget Implementation Plans
(SDBIP) are developed and aligned to the IDP to ensure effective and efficient service
delivery. Through the IDP alignment it also supports the Economic Growth Strategy
(EGS) and the Social Development Strategy (SDS) of the City.
2. PURPOSE AND SERVICE MANDATE OF DIRECTORATE
The purpose of the Directorate: Community Services is to:
Provide developmental programmes and value added services in support of meeting
the community’s informal and formal educational needs, cultural, recreational, basic
sport development and life skills needs as well as the need for information.
Provide community facilities by continuously exploring and maximising external
funding and partnership opportunities to provide community facilities aligned to the
CSIR (Council for Scientific and Industrial Research) study as well as, City and National
Strategy outcomes. Internal funding will be used as co-funding and be allocated in
the most productive way possible. In future Community Services will strive to plan,
implement and manage new community facilities in a joint, integrated, clustered,
multi-functional manner with internal and external partners. The intention is to minimise
new capital development and operational cost whilst maximising community usage,
ownership and pride.
Maintain all community facilities to at least the set minimum level whilst some
strategically positioned facilities will be earmarked to be maintained to a higher
standard.
4
3. STRATEGIC ALIGNMENT TO THE IDP
Community Services has a primary link to two of the IDP’s Strategic Focus Areas (SFAs).
3.1 SFA 3: The Caring City
IDP Objective: Providing access to social services to those that need them.
Programme: 3.1 (a): Number of targeted development programmes
Given the clear social-economic challenges, especially in previous disadvantaged areas
there is a critical need for developmental services and programmes to be rendered.
These services and programmes could play a significant role regarding the physical,
mental, health, social development and wellbeing of communities and residents.
Community Services will ensure access and usage of community facilities manned
by skilled and suitable trained staff, which provide relevant and adequate library
collections in both printed and electronic format, developmental projects and
programmes and value added services in support of meeting the community’s informal
and formal educational needs, cultural, recreational, basic sport development and life
skills needs as well as the need for information.
3.2 SFA 4: The Inclusive City
IDP Objective: Provide facilities where citizens can feel at home
Programme: 4.2 (a): Community amenities programme (provide and maintain)
Provision
To begin to address the inequitable distribution and standards of community facilities
the city has initiated a project with the CSIR. The studies have taken the current
community facilities, standards for the provisioning, accessibility, projected population
growth and the envisaged city expansion until 2016 into account in order to identify the
areas of greatest need / backlog regarding the provisioning of facilities and to establish
the selection of facilities that would make the most impact in these areas of greatest
need. These prioritised facilities could be used to prioritise budgeting and spending but
do not address the total need in the metro.
Subsequent to this study, a Recreation Study was undertaken, which identifies interalia resident’s needs and preferences for community facilities. The CSIR study, the
Recreational Study and other qualitative and quantitative commissioned research
are used to determine new facility needs and best location for new facilities to be
provided.
The Community Services Inter-Departmental Facility Planning Team and the Spatial
Planning and Urban Design departments ensure that Community facility planning align
to other City, Provincial and National planning, strategic projects and initiatives in a
proactive and integrated manner.
5
The Directorate will continuously explore and maximise external funding and partnership
opportunities to provide such community facilities. In future, Community Services will
strive to plan, implement and manage new community facilities in a joint, integrated,
clustered and multi-functional manner with internal and external partners. The intention
is to minimise new capital development and operational cost and maximise community
usage, ownership and pride. The development of new community facilities would be
determined by the availability of operational funding to ensure that these facilities will
be used and effectively be managed and maintained.
Maintain: Minimum service and maintenance standards of community facilities
Well managed, maintained and used community facilities are important to facilitate
and enable community development and therefore enhance quality of life. Whilst
all community facilities will be maintained at minimum service levels, some selected
strategically positioned facilities will be earmarked to be maintained at higher
maintenance standards.
4. PERFORMANCE PROGRESS AND OUTCOMES
4.1 Past year’s performance
For the 12/13 financial year the Directorate met or exceeded the targets set for all 8
indicators supporting the IDP Objective: “Providing access to social services to those
that need them.”
The Directorate also met or exceeded the targets set for 8 of the 11 indicators relating
to the IDP Objective: “Provide facilities where citizens can feel at home.”
The past year’s information is available in the Annual Reports located on the site:
http://www.capetown.gov.za/en/IDP/Pages/default.aspx
6
5. PARTNERS AND STAKEHOLDERS IN THE STRATEGY PLAN (optional)
Partners/ Stakeholders
Roles and Responsibilities
Area District Model Working Group
• Community Services Supporting Role
Growth Infrastructure capacity working group
• Community Services Supporting Role
Corporate Social Investment working group
• Community Services Supporting Role
Social Service working groups (Gangs/Substance abuse/Social
Crime Prevention)
• Community Services Supporting Role
EPWP Working group
• Community Services Supporting Role
Urbanisation regeneration working group
• Community Services Supporting Role
Informal Settlements working group
• Community Services Supporting Role
CoCT – WCG Human Settlements coordination project integrated
• Community Services Supporting Role
planning working group
Urban Integration and City Support Programme working group
• Community Services Supporting Role
•
•
•
•
•
•
•
•
Financial Support
Event Sanctioning
Marketing
Competition Logistics
Oversight role
Mobilise communities
Implementation
Tracking, monitoring and providing
feedback
• Volunteers
National/ International and Provincial Sports Federations
Local Community Organisations
SITA (State Information Technology Agency)
• Responsible for the support and
maintenance of the automated library
management system databases and
backup (SLIMS - Brocade)
MOUs (Memorandum of Understandings)
• E.g. the United States of America Consulate
General (American Consulate) and Ikamva
Youth
6.RESOURCES
6.1 Senior management capabilities and structure.
Community Services senior management structure is headed by an Executive Director,
3 x Departmental Directors, Manager: Finance, HR: Business Partner and Manager:
Projects, Strategy & Support as presented in the organogram below.
7
8
Manager:
Finance
1
Support Services
Manager
Manager:
Specialized
Operation
Support Services
Manager
Manager:
Specialized
Operations
Support Services
Manager
Library Collection
Development
Officer
Library ICT
Officer
Manager:
Special
Projects
Manager:
Capital
Programme
Implementation
Head:
Finance
4 x Manager:
District-City Parks
Head: Finance
18 x Head
Area
Director: City
Parks
1282
Head: Finance
Library Marketing
& Research Officer
4x Manager:
District Sport &
Recreation
Director: Sport &
Recreation
1476
EXECUTIVE DIRECTOR
COMMUNITY SERVICES
3678 (employees as at
March 2014)
Director: Library
and Information
Services
904
105 x Librarians
In Charge
HR Business
Partner
1
6x Manager:
District Library &
Info Services
Manager:
Projects,
Strategy and
Support
14
6.1.1 Directorate organogram
4 x Head:
Technical &
Gen Support
20 x Head
Area
6.1.2 Lead and Contributing Directorate
Community Services is a contributor to Programme: 3.1 (a): Number of targeted
development programmes.
Developmental programmes are arranged and held at various community facilities
and are tracked and monitored via the SDBIPs.
Community Services is also the lead Directorate for Programme: 4.2 (a): Community
amenities programme (provide and maintain). The provision of new facilities is
dependent on funding whilst all existing facilities are maintained to set minimum
standards. See Directorate SDBIP for responsible persons.
6.2 Financial Information as approved by Council 28 May 2014
6.2.1 Summary of revenue by source
Description
Vote 01 - Community Services
Revenue By Source
Service charges – electricity revenue
36
Service charges - refuse revenue
5
Service charges - other
18,168
Rental of facilities and equipment
27,667
Fines
2,946
Licenses and permits
3,047
Transfers recognised - operational
33,793
Other revenue
626
Total Revenue (excluding capital transfers and contributions)
86,288
6.2.2 Summary of operating expenditure by type
Description
Vote 01 - Community Services
Expenditure By Type
Employee related costs
913,536
Depreciation & asset impairment
91,769
Other materials
8,631
Contracted services
338,748
Other expenditure
154,945
Total Expenditure
1 507,629
Surplus/(Deficit)
1,421,341
Transfers recognised - capital
143,474
Contributions recognised - capital
8,826
Surplus/(Deficit) after capital transfers & contributions
1,269,042
9
10
Total Capital expenditure
Community Services
R thousand
Municipal Vote/
Capital project
Various
Program/
Project
description
Various
Project
number
Various
Asset Class 4.
6.2.3 Summary of capital expenditure by type
Various
Asset SubClass 4.
203,711,273
203,711,273
Budget Year
2014/15
163,920,076
163,920,076
Budget Year
+1 2015/16
207,737,086
207,737,086
Budget Year
+2 2016/17
2014/2015 Medium Term Revenue &
Expenditure Framework
Multi
Multi
Ward
Allocation
Various
Various
New or
renewal
Project information
6.2.4 Major features of expenditure
Community Services has an operating expenditure budget of R1 509 million for the
2014/15 financial year which includes R934 million (or 62%) for staff costs emphasising
the labour intensive nature of its operations. The staff budget is considered to be
fairly fixed and not discretionary although the utilisation and deployment of the ±4000
staff members are done in terms of community and service delivery imperatives. By
contrast the capital budget amounts to only R241 million or about 4% of the City’s
capital budget in 2014/15. This capital budget is mainly used to develop and upgrade
infrastructure such as multi-purpose centres, community halls, sports fields, swimming
pools, cemeteries and parks, which enable the departments to render their services to
the public.
Community Services is almost fully funded from the City’s Rates and General account
since the direct income of R52.5 million covers only 2.3% of operating expenditure. This
direct income is received via subsidised tariffs for the use of facilities which are provided
below cost. The directorate also receives conditional operating grants of R33 million for
the library service and capital grants of R152 million to finance its capital investment
programme.
6.2.5 Narrative on Directorate capital programme
The City of Cape Town has a draft capital budget of R6 billion for the 2014/15 financial
year while the draft capital budget for Community Services amounts to R241 million
or only 4% of the City Budget. This is because the directorate renders its services to the
community via its staff members and the capital budget is only intended to provide the
enabling infrastructure such as cemeteries, parks, libraries, halls, swimming pools, sport
fields and stadiums. The draft capital budget for 2014/15 is funded as follows:
Fund Source
2014/15 Budget
%
External financing fund (EFF)
43,3
17.9
Revenue
6,7
2.8
Ward allocations (via CRR)
25,5
10.7
Social Development Capital Grant
13,8
5.7
Capital Grants and Donations
152,0
62.9
Total
241,3
100
11
7. RISK ASSESSMENT
Management, with the assistance of the Integrated Risk Management (IRM)
Department, has applied their minds and due care taken to ensure that risks which
could impact on them not achieving the Directorate’s objectives are identified,
addressed and managed on a day to day basis in accordance with the City’s
approved IRM Policy and IRM Framework.
Risk Registers are utilised as a management tool in order to manage all risks of the
Directorate. The risks identified and rated, equal or above the Council approved rating
(appetite) will be reported to the Executive Management Team (EMT), as well as to the
relevant Mayoral Committee member on a six monthly basis.
7.1 Revenue risks
Community Services have a very limited revenue budget since most of its direct income
is related to socially required services such as entrance fees at swimming pools and
other facilities, burial fees, library fees, etc. which are being subsidised to keep them
at affordable levels. Revenue for the 2014/15 financial year has been based on actual
income for the current and previous financial years. The risk of not achieving the
revenue targets is therefore considered to be low.
12
13
Customer satisfaction survey for community
facilities
Number of recreational hubs where activities
are held on a minimum of 5 days a week.
Indicator
See Annexure A1 for the complete 2014/15 Directorate SDBIP
Provide facilities where citizens can feel
at home
Objective 4.2
Providing access to social services to
those that need them.
Objective 3.1
Objective
8. OBJECTIVES AND INDICATORS OF THE DIRECTORATE SDBIP
3.1
28
Baseline
(June 2013
Actual)
_
> 40
Target
Sept 2014
_
> 40
Target
Dec 2014
_
> 40
Target
March 2015
3.1
> 40
Target
June 2015
9.AUTHORISATION
The undersigned do hereby indicate their agreement with the contents of this
document and the outcomes.
Name
Executive Director
Lokiwe Mtwazi
Mayco Member
Alderman Belinda Walker
Portfolio Chairperson
Antonio van der Rheede
Signature
10.APPENDICES:
Annexure A1: 2014/2015 Directorate SDBIP
14
Date
15
n/a
n/a
SFA5: The
Well- Run
City
5.2
SFA5: The
Well- Run
City
5.2
CSC
Ind
no.
Pillar,
Corp.
Obj. &
Progr.
Number of
operational
business
improvement
initiatives
completed
Establish an
efficient and
productive
SR&A, LIS,
administration
CP
that prioritisess
delivery
Indicator
Number
of policies
developed
/ reviewed
according
to planned
milestones
Corporate
Objective
Establish an
efficient and
productive
SR&A, LIS,
administration
CP
that prioritisess
delivery
Lead Dir./
Dept.
3
New
Baseline
June 2014
COMMUNITY SERVICES: 14/15 SDBIP ANNEXURE A1
4
initiatives
progressing
according
to plan
4
initiatives
progressing
according
to plan
Total=6
Total=6
Total=7
4
initiatives
progressing
according
to plan
CP=1
SRA=5
LIS=0
4
initiatives
progressing
according
to plan
Total=7
Total=6
4
initiatives
progressing
according
to plan
CP=1
SRA=5
LIS=1
Tuesday 30
June 15
CP=1
SRA=5
LIS=0
Tuesday 31
March 15
Targets
31 Dec
2014
CP=1
SRA=5
LIS=0
30 Sept
2014
CP=1
SRA=5
LIS=1
June 2015
Target
Supporting Detail
CP =1: Indigent Policy related
to burials
SRA =5: Provision of basic
facilities, Resorts Policy, Policy
on Partnership Management
of Facilities, SRA Facility
Framework Policy, Sport and
Recreation Programmes
LIS =2: Library Hall Usage Policy
and LIS Strategy
CP = 2: AEM and Tree
Management project.
Project expected to be
completed in Q4.
SRA = Security: Reduction of
Costs
LIS = Implementation of a
courier distribution
centre
Responsible
Person
ED: Lokiwe
Mtwazi Dirs.
SR&A: Gert
Bam;
Parks:
Chantal
Hanslo
LIS: Ninnie
Steyn
ED: Lokiwe
Mtwazi Dirs.
SR&A: Gert
Bam;
Parks:
Chantal
Hanslo
LIS: Ninnie
Steyn
16
n/a
n/a
SFA4: The
Inclusive
City
4.1(b)
SFA 3: The
Caring
City
3.1 (a)
CSC
Ind
no.
Pillar,
Corp.
Obj. &
Progr.
Calculated/
estimated
Rand value
benefit
resulting from
cost saving
and income
generating
initiatives
implemented
Ensure
responsiveness
by creating an
environment
where citizens
can be
communicated
with and
responded to
Number of
Partnerships
signed.
Indicator
Corporate
Objective
Provide Access
to Social
SR&A, LIS,
services for
CP
those who
need it
SR&A,
LIS, CP
Lead Dir./
Dept.
≥30
New
Baseline
June 2014
COMMUNITY SERVICES: 14/15 SDBIP ANNEXURE A1
30 Sept
2014
SRA = 15
CP = 22
LIS =0
Total =37
SRA = 30
CP = 25
LIS =1
Total =56
Total = R10.8 Total = R2.6
m
m
June 2015
Target
Total =38
SRA = 15
CP = 23
LIS =0
Total =R5.3
m
31 Dec
2014
Tuesday 30
June 15
Responsible
Person
Total =54
SRA = 30
CP = 24
LIS = 0
Total =56
SRA = 30
CP = 25
LIS =1
ED: Lokiwe
Mtwazi Dirs.
SR&A: Gert
Bam;
Parks:
Chantal
Hanslo
LIS: Ninnie
Steyn
ED: Lokiwe
Mtwazi Dirs.
SR&A: Gert
Bam;
Total = R10.8
Parks:
Total = R8 m
m
Chantal
Hanslo
LIS: Ninnie
Steyn
Tuesday 31
March 15
Targets
CP: Partnerships in City Parks
refers to MOA’s of
Community Gardens
SR&A: list available
LIS: 1 Friends of the Library
Indicator contributes to an
outcome of savings through
operational efficiencies
CP: Estimated value of
contributions via Districts:
East: R108 000; South: R86 000;
Central: R131 500. Rand value
savings by
contributions via the Districts.
SR&A: Cost analysis of MFMCs
LIS : Hours donated by Friends
and Volunteers to the Libraries
(5000 hours per quarter
multiplied by the current
hourly rate for Library Aids, i.e.
R42.71). The hours donated
reflect assistance in mending,
shelving, programmes, etc. at
the various libraries.
Definition: Quantified savings
resulting from partnerships
(calculated) and sweat equity
(estimated), sponsorships and
other initiatives
Supporting Detail
17
SFA4: The
Inclusive
City
4.2 (a)
Pillar,
Corp.
Obj. &
Progr.
n/a
CSC
Ind
no.
Corporate
Objective
Provide
SR&A, LIS, facilities that
CP
make citizens
feel at home
Lead Dir./
Dept.
Number
of major
community
facility
upgrades
(>R1 mil)
progressing
according
to planned
capital
budget
milestones
Indicator
30
Baseline
June 2014
COMMUNITY SERVICES: 14/15 SDBIP ANNEXURE A1
Total = 23
June 2015
Target
Total = 23
30 Sept
2014
Total = 23
31 Dec
2014
Total = 23
Tuesday 31
March 15
Targets
Total = 23
Tuesday 30
June 15
ED: Lokiwe
Mtwazi Dirs.
SR&A: Gert
Bam;
Parks:
Chantal
Hanslo
LIS: Ninnie
Steyn
Responsible
Person
LIS= 2 1. Extensions to Libraries
(R2.8mil) 2. Library Upgrades
(R6.7mil) CP= 12 Cemetery
Upgrades: 5 1. Maitland
Cemetery (R1 mil) 2. Welmoed
(R2.5 mil) 3. Atlantis (R4.75 mil)
4. Klip Road (R3 mil)
5. Maitland Crematorium (R1.7
mil) Park Upgrades: 5
6. Khayelitsha (R1 mil)
7. District Park: Atlantis (R2 mil)
8. Construction of Ward 18
Parks (R1.5mil)
9. Upgrade Sea Point
promenade (R3 mil)
10. Wallacedene Phase: 6 Park
dev (R2 mil) Bulk Votes: 2
11. Park Upgrades and
developments (R10.6mil)
12.Cemetery Upgrades and
extensions (R7.3mil)
SR&A = 9 Synthetic Pitches =
6 1. Steenberg (R2706 242), 2.
Heideveld (R2706 242), 3. Cross
Roads (R2706 242), 4. Kewtown
(R2706 242), 5. Atlantis (R7 000
000) 6. J Nontulo Sports Field
(R1.1mil) Bulk Votes: 3
7. Facilities Upgrade (R22.2mil)
- (Deflt Swimming Pool
R4,4m; Heideveld Sports
Complex R4,4m; Joe Slovo
Sports Complex R4,4m; Lotus
River Recreation Hub R4,4m,
Fairmount Sports Complex
R4,4m) 8. Irrigation: General
Upgrade (R3mil) - William
Herbert (R1,3mil) - Lentegeur
(R1,7mil) 9. SRA Synthetic
Pitches (R18.1mil) - (Hanover
Park R6m; Lotus Park informal
Settlement R6m; Monwabisi
Informal Settlement R6,1m)
Supporting Detail
18
n/a
n/a
SFA 3: The
Caring
City
3.1 (a)
3.B
4.B
CSC
Ind
no.
SFA3: The
Caring
City
3.1 (a)
SFA 3: The
Caring
City
3.1 (a)
SFA4: The
Inclusive
City
4.2 (a)
Pillar,
Corp.
Obj. &
Progr.
LIS
LIS
SRA
Corporate
Lead Dir./
Dept.
Number of
Recreation
Hubs where
activities are
>40
held on a
minimum of at
least 5 days a
week.
Number
of Library
materials
Circulated
Number
of reading
programmes
held
Provide
facilities that
make citizens
feel at home
Provide
facilities that
make citizens
feel at home
Provide Access
to Social
services for
those who
need it
Provide Access
to Social
services for
those who
need it
≥260
287
11 mil
40
Customer
satisfaction
survey
(Score 1 -5
Likert scale)
-community
facilities
>12 mil
3,1
3,1
Indicator
June 2015
Target
Corporate
Objective
Baseline
June 2014
COMMUNITY SERVICES: 14/15 SDBIP ANNEXURE A1
75
2.75 mil
40
N/A
30 Sept
2014
131
5.5 mil
40
N/A
31 Dec
2014
181
8.25 mil
40
N/A
Tuesday 31
March 15
Targets
287
11 mil
40
3,1
Tuesday 30
June 15
ED: Lokiwe
Mtwazi Dir.
LIS: Ninnie
Steyn
ED: Lokiwe
Mtwazi Dir.
LIS: Ninnie
Steyn
ED: Lokiwe
Mtwazi Dir.
SR&A: Gert
Bam;
ED: Lokiwe
Mtwazi Dirs.
SR&A: Gert
Bam;
Parks:
Chantal
Hanslo
LIS: Ninnie
Steyn
Responsible
Person
A reading programme is
defined as a programme that
must consist of a minimum
of 5 sessions with the same
audience (majority of
audience) and at the end it
is counted as 1 programme.
Reading programmes target
young learners and aim to
improve their reading skills as
well as to develop a culture of
reading. Reading programmes
are counted at the conclusion
of the programme and not per
session.
Lotus River - Closed in March
2015 - April 2015
Departmental targets:
LIS = 3.3
CP = 2.8
SR&A = 3
Supporting Detail
19
SFA4: The
Inclusive
City
4.2 (a)
SFA4: The
Inclusive
City
4.2 (a)
SFA4: The
Inclusive
City
4.2 (a)
SFA4: The
Inclusive
City
4.2 (a)
Pillar,
Corp.
Obj. &
Progr.
n/a
n/a
n/a
n/a
CSC
Ind
no.
SR&A
SR&A
CP
CP
Lead Dir./
Dept.
Baseline
June 2014
3172 > of
3339 > 95%
New
≥350
Indicator
Percentage
of Community
Parks mowed
according
to quarterly
plan with a
minimum of
9 cuts per
annum.
100 percent
of all play
equipment
on Parks is
painted x 2
per year
Number
of formal
Sport Fields
compliant
with the
defined level
grass cover
standard as
per defined
quarterly
standards
influenced by
user patterns.
Number
of open
swimming
pools that
meet water
quality
standards, i.e.
38 = Q3
(i) the chlorine
4 = Q4
reading at the
outlet must be
at least 0.1
(ii) the ph
reading must
be between
7.1 and 7.4
Provide
facilities that
make citizens
feel at home
Provide
facilities that
make citizens
feel at home
Provide
facilities that
make citizens
feel at home
Provide
facilities that
make citizens
feel at home
Corporate
Objective
COMMUNITY SERVICES: 14/15 SDBIP ANNEXURE A1
Q3 = 38
Q4 = 4
≥300
80%
≥ 96 %
June 2015
Target
4
≥300
N/A
≥ 86 %
30 Sept
2014
38
≥375
≥ 50 %
≥ 89 %
31 Dec
2014
38
≥400
N/A
≥ 90 %
Tuesday 31
March 15
Targets
4
≥300
80%
≥ 96 %
Tuesday 30
June 15
ED: Lokiwe
Mtwazi Dir.
SR&A: Gert
Bam;
ED: Lokiwe
Mtwazi Dir.
SR&A: Gert
Bam;
ED: Lokiwe
Mtwazi &
Dir. Parks:
Chantal
Hanslo
ED: Lokiwe
Mtwazi &
Dir. Parks:
Chantal
Hanslo
Responsible
Person
District 1 - 7
District 2 - 5
District 3 - 6
District 4 - 8
District 5 - 12
38 Swimming Pools open
in summer only and 4 of 38
Swimming Pools open in winter
as well.
Q 1 : latter half of the soccer
season ≤40 m2 loss
Q 2: rehabilitation period ≤40
m2 loss
Q 3: peak of rehabilitation
period ≤10 m2 loss
Q 4: first half of the soccer
season ≤30 m2 loss
All Parks with play equipment
will be painted x 2 per annum
Supporting Detail
20
SFA4: The
Inclusive
City
4.2 (a)
SFA4: The
Inclusive
City
4.2 (a)
SFA4: The
Inclusive
City
4.2 (a)
SFA4: The
Inclusive
City
4.2 (a)
SFA4: The
Inclusive
City
4.2 (a)
Pillar,
Corp.
Obj. &
Progr.
n/a
n/a
n/a
n/a
n/a
CSC
Ind
no.
LIS
SR&A
SR&A
LIS
SR&A
Lead Dir./
Dept.
DoRA
indicator:
Number of
Swimming
pools
developed
DoRA
indicator:
Number of
Llibraries
developed
Provide
facilities that
make citizens
feel at home
Provide
facilities that
make citizens
feel at home
100
New
38
New
166
New
Provide
facilities that
make citizins
feel at home
Provide
facilities that
make citizens
feel at home
≥ 85
# Libraries
open
according to
min planned
open hrs
including
ad hoc
Unforeseen
Closing Hours
DoRA
indicator:
Number of
Sport fields
and stadia
developed
8
Baseline
June 2014
Number of
beaches
awarded Blue
Flag status
Indicator
Provide
facilities that
make citizens
feel at home
Corporate
Objective
COMMUNITY SERVICES: 14/15 SDBIP ANNEXURE A1
1
0
0
≥ 90
8
June 2015
Target
0
0
0
≥ 90
0
30 Sept
2014
0
0
0
≥ 90
8
31 Dec
2014
0
0
0
≥ 90
8
Tuesday 31
March 15
Targets
1
0
0
≥ 90
8
Tuesday 30
June 15
ED: Lokiwe
Mtwazi Dir.
LIS: Ninnie
Steyn
ED: Lokiwe
Mtwazi Dir.
SR&A: Gert
Bam;
ED: Lokiwe
Mtwazi Dir.
SR&A: Gert
Bam;
ED: Lokiwe
Mtwazi Dir.
LIS: Ninnie
Steyn
ED: Lokiwe
Mtwazi Dir.
SR&A: Gert
Bam;
Responsible
Person
Baseline reflects total number
of existing facilities.
Quarterly targets indicate
the number of new facilities
completed.
Kuyasa Library: A multiple year
project continuing in 2014/2015
Baseline reflects total number
of existing facilities.
Quarterly targets indicate
the number of new facilities
completed.
Baseline reflects total number
of existing facilities.
Quarterly targets indicate
the number of new facilities
completed.
i.e. 162 Sports Grounds and 4
Stadia
Open hour standards:
Community libraries: 35 hrs/wk
Regional libraries: 45 hrs/wk
City wide libraries: 63 hrs/wk
1. Camps Bay Beach
2. Clifton 4th Beach
3. Muizenberg Beach
4. Mnandi Beach
5. Strandfontein Beach
6. Bikini Beach
7. Silwerstroom Beach
8. Llandudno Beach
Supporting Detail
21
n/a
n/a
n/a
CSC
Ind
no.
SFA1: The
Opportunin/a
ty City
1.2
SFA4: The
Inclusive
City
4.2 (a)
SFA4: The
Inclusive
City
4.2 (a)
SFA4: The
Inclusive
City
4.2 (a)
Pillar,
Corp.
Obj. &
Progr.
Finance
LIS
CP
CP
Lead Dir./
Dept.
Percentage
ward
allocation
projects
completed
Provide and
maintain
economic
and social
infrastructure
to ensure
infrastructureled economic
growth and
development
DoRA
indicator:
Number of
Cemeteries
developed
Provide
facilities that
make citizens
feel at home
CSP Indicator:
Number
of libraries
provided in
integrated
zones
DoRA
indicator:
Number
of Parks
developed
Provide
facilities that
make citizens
feel at home
Provide
facilities that
make citizens
feel at home
Indicator
Corporate
Objective
95%
32
39
New
3350
New
Baseline
June 2014
COMMUNITY SERVICES: 14/15 SDBIP ANNEXURE A1
92%
1
0
0
June 2015
Target
10%
0
0
0
30 Sept
2014
40%
0
0
0
31 Dec
2014
55%
0
0
0
Tuesday 31
March 15
Targets
92%
1
0
0
Tuesday 30
June 15
ED: Lokiwe
Mtwazi Dirs.
SR&A: Gert
Bam;
Parks:
Chantal
Hanslo
LIS: Ninnie
Steyn
CSP (City Support Program)
indicator
Kuyasa Library : a multiple year
project continuing in 2014/15
ED: Lokiwe
Mtwaz &
Dir. Parks:
Chantal
Hanslo
ED: Lokiwe
Mtwazi Dir.
LIS: Ninnie
Steyn
Projects include 1 for bulk
provision. Baseline reflects total
number of existing facilities.
Quarterly targets indicate
the number of new facilities
completed. Might change
if adjustments happen. NB
Cemetaries are developed in
Multi-year phases.
Wetton Rd Historical Cemetery
added to base total of 38.
ED: Lokiwe
Mtwaz &
Dir. Parks:
Chantal
Hanslo
Supporting Detail
# might change if budget gets
adjusted. Baseline reflects total
number of existing facilities.
Quarterly targets indicate
the number of new facilities
completed.
i.e. District parks =11;
Community parks =3339
Responsible
Person
22
SFA1: The
Opportuni- 1.M
ty City
(a)
1.6 (a)
SFA1: The
Opportuni1.l
ty City
1.2 (d)
124
KOI:
Number of
external
trainee and
bursary
opportunities
(excluding
apprentices)
Corporate
Services
Maximise the
use of available
funding and
programmes
for training
and skills
development
3529
KOI:
Number
of EPWP
opportunities
created
Provide and
maintain
Office
economic
of the
and social
Deputy
infrastructure
City
to ensure
Manager: infrastructureEPWP
led economic
growth and
development
Finance
KOI:
Percentage
spend on
repairs and
maintenance
Provide and
maintain
economic
and social
infrastructure
to ensure
infrastructureled economic
growth and
development
SFA1: The
Opportuni1.D
ty City
1.2(b)
KOI:
Percentage
spend on
capital
budget
Provide and
maintain
economic
and social
infrastructure
to ensure
infrastructureled economic
growth and
development
100%
91%
Indicator
Baseline
June 2014
Corporate
Objective
Lead Dir./
Dept.
Finance
CSC
Ind
no.
SFA1: The
Opportuni1.B
ty City
1.2(b)
Pillar,
Corp.
Obj. &
Progr.
COMMUNITY SERVICES: 14/15 SDBIP ANNEXURE A1
CP=25
SRA= 73
LIS =7
Total = 105
Total = 102
Total = 105
Total = 1267
CP=25
SRA=70
LIS =7
Total = 720
Total = 4011
CP =400
SRA=851
LIS= 16
35%
35%
31 Dec
2014
CP=25
SRA=73
LIS =7
Total = 105
Total = 105
Total = 4011
CP = 1984
SRA= 1959
LIS=68
95%
92%
Tuesday 30
June 15
CP=25
SRA= 73
LIS =7
Total = 2050
CP = 700
SRA= 1282
LIS=68
55%
55%
Tuesday 31
March 15
Targets
CP=25
SRA=73
LIS =7
CP = 20
SRA= 690
LIS=10
10%
15%
30 Sept
2014
CP = 1984
SRA= 1959
LIS=68
95%
92%
June 2015
Target
ED: Lokiwe
Mtwazi Dirs.
SR&A: Gert
Bam;
Parks:
Chantal
Hanslo
LIS: Ninnie
Steyn
Dir.SR&A:
Gert Bam
Manager:
Support
Services
-Sharon
Gosling
ED: Lokiwe
Mtwazi Dirs.
SR&A: Gert
Bam;
Parks:
Chantal
Hanslo
LIS: Ninnie
Steyn
ED: Lokiwe
Mtwazi Dirs.
SR&A: Gert
Bam;
Parks:
Chantal
Hanslo
LIS: Ninnie
Steyn
Responsible
Person
SR&A: Number to be
determined after Budget
Allocation received
This measure includes external
bursars, in-service student
trainees, graduate interns
and learner (Learnership
beneficiary).
This indicator measures the
number of work opportunities
created through the Expanded
Public Works Programme
(EPWP)
Formula: Percentage reflecting
Actual spend / Planned Spend.
Percentage reflecting year
to date spend / Total budget
less any contingent liabilities
relating to the capital budget.
The total budget is the council
aprroved adjusted budget at
the time of the measurement.
Contingent liabilities are only
identified at the year end.
Supporting Detail
23
SFA5: The
Well Run
City
5.2 (b)
n/a
Corporate
Services
Corporate
Services
4.A
SFA4: The
Inclusive
City
4.1(a)
Lead Dir./
Dept.
Corporate
Services
CSC
Ind
no.
SFA1: The
Opportuni- 1.M
ty City
(b)
1.6 (a)
Pillar,
Corp.
Obj. &
Progr.
Indicator
Establish an
efficient and
productive
administration
that prioritises
delivery
Ensure
responsiveness
by creating an
environment
where citizens
can be
communicated
with and
responded to
KOI:
Percentage
Adherence
to EE target
(composite
indicator
KOI:
Percentage
adherence
to Citywide
service
standard
based on
all external
notifications
Maximise the
use of available
funding and
KOI:
Number of
programmes
for training
apprentices
and skills
development
Corporate
Objective
100%
100%
N/A
Baseline
June 2014
COMMUNITY SERVICES: 14/15 SDBIP ANNEXURE A1
80%
100%
N/A
June 2015
Target
80%
100%
N/A
30 Sept
2014
80%
100%
N/A
31 Dec
2014
80%
100%
N/A
Tuesday 31
March 15
Targets
80%
100%
N/A
Tuesday 30
June 15
ED: Lokiwe
Mtwazi Dirs.
SR&A: Gert
Bam;
Parks:
Chantal
Hanslo
LIS: Ninnie
Steyn
The service standard will be
based on X% notifications
closed within Y number of
days.
ED: Lokiwe
Mtwazi Dirs.
SR&A: Gert
Bam;
Parks:
Chantal
Hanslo
LIS: Ninnie
Steyn
This indicator measures :
1. External appointments The number of external
appointments across all
directorates over the preceding
12 month period. The following
job categories are excluded
from this measurement:
Councillors, students,
apprentices, contractors and
non-employees. The general
EE target = 80% - i.e. 80%
of all appointments should
be EE compliant. 2. Internal
appointments -The number
of internal appointments,
promotions and advancements
over a 12 month period. This will
be calculated as a percentage
based on the general EE target
of 80%. to disability plan target:
This measures the percentage
of disabled staff employed
at a point in time against the
target of 2%. Formula: Number
of EE (external, internal and
disabled) appointments / Total
number of posts filled (external,
internal and disabled)
Measures apprentices only
Supporting Detail
N/A
Responsible
Person
24
n/a
n/a
SFA 5: The
Well Run
City
5.2
SFA 5: The
Well Run
City
5.2
CSC
Ind
no.
Pillar,
Corp.
Obj. &
Progr.
Corporate
Services
Corporate
Services
Lead Dir./
Dept.
Establish an
efficient and
productive
administration
that prioritises
delivery
Establish an
efficient and
productive
administration
that prioritises
delivery
Corporate
Objective
2%
KOI:
Percentage of New
absenteeism
KOI:
Percentage
Adherence
to EE target
(disabled)
Indicator
Baseline
June 2014
COMMUNITY SERVICES: 14/15 SDBIP ANNEXURE A1
≤ 5%
2%
June 2015
Target
≤ 5%
2%
30 Sept
2014
≤ 5%
2%
31 Dec
2014
≤ 5%
2%
Tuesday 31
March 15
Targets
≤ 5%
2%
Tuesday 30
June 15
ED: Lokiwe
Mtwazi Dirs.
SR&A: Gert
Bam;
Parks:
Chantal
Hanslo
LIS: Ninnie
Steyn
This indicator measures :
The disability plan target: This
measures the percentage of
disabled staff employed at a
point in time against the target
of 2%. This category forms part
of the `Percentage adherence
to EE target’, but is indicated
separately for focused EE
purpose.
ED: Lokiwe
Mtwazi Dirs.
SR&A: Gert
Bam;
Parks:
Chantal
Hanslo
LIS: Ninnie
Steyn
A: Actual number of days
absent due to sick and
unpaid/unauthorised leave
B: ((number of working days
for month) * number of staff
members))*100%.
Formula: C= (A1 + A2/B) * 100
A1: Sick Leave: Extract “All
Absences” report from SAP
Portal (Corporate Reporting
/ Human Resources / Time
Management / All Absences)
and enter the total number
of absent days for sick
leave. Enter the number of
employees who took sick leave
in the comments column
A2: Unpaid/ Unauthorised
leave: Extract “All Absences”
report from SAP Portal
(Corporate Reporting / Human
Resources / All Absences)
and enter the total number
of absent days as per the
“Unpaid” column of the report
(authorised and unauthorised
is separated). Enter the
number of employees who
took “unpaid” leave in the
comments column B: Total
number of staff X Total number
of working days for the month
Supporting Detail
Responsible
Person
25
SFA 5: The
Well Run
City
5.2
Pillar,
Corp.
Obj. &
Progr.
n/a
CSC
Ind
no.
Corporate
Services
Lead Dir./
Dept.
Establish an
efficient and
productive
administration
that prioritises
delivery
Corporate
Objective
KOI:
Percentage
adherence
to OHS target
(composite
indicator)
Indicator
New
Baseline
June 2014
COMMUNITY SERVICES: 14/15 SDBIP ANNEXURE A1
95%
June 2015
Target
95%
30 Sept
2014
95%
31 Dec
2014
95%
Tuesday 31
March 15
Targets
95%
Tuesday 30
June 15
Supporting Detail
Composite OHS Indicator
made up of two weighted
components:
1. (50% weighting) The incident
rate i.e. the number of injuries,
accidents
and/or illness per total number
of employees . The target is 5
which will be measured in the
inverse as 95.
Formula: Incident Rate: A= (B)
Injuries on duty
C=Total number of employees
x 100
D= 100-A
E= D x 0.5 (weighting)
Target @ 95% for the
component
2. (50% weighting) Incident
Investigation rate. This is
measured as a percentage of
the number of incidents
investigations completed
within 30 days of the incident
occurring. A target is 100%.
Formula: Investigations (F)= (G)
No. of incidents investigations
completed within 30 days (H)
No. of incidents x100 I= Fx0.5
(weighting)
Target @ 100% for the
component
A single score will be
calculated by first scoring
the % achievement of the
Directorate against each
individual target and then
weighting their % performance
and adding the totals.
Formula:
Total overall score ( J )= E
(Component 1) +I (Component
2)
Overall Target for the Indicator
@ 95%
Responsible
Person
ED: Lokiwe
Mtwazi Dirs.
SR&A: Gert
Bam;
Parks:
Chantal
Hanslo
LIS: Ninnie
Steyn
26
n/a
n/a
SFA5: The
Well-Run
City
5.3
n/a
SFA 5: The
Well
-Run City
5.2
SFA 5: The
WellR un City
5.2
CSC
Ind
no.
Pillar,
Corp.
Obj. &
Progr.
Finance
Corporate
Services
Corporate
Services
Lead Dir./
Dept.
Indicator
KOI:
Percentage
vacancy rate
KOI:
Percentage
budget spent
on implementation of WSP
KOI:
Percentage
of Operating
Budget spent
Corporate
Objective
Establish an
efficient and
productive
administration
that prioritises
delivery
Establish an
efficient and
productive
administration
that prioritises
delivery
Ensure financial
prudence with
clean
audits by
the Auditor
General
95%
New
New
Baseline
June 2014
COMMUNITY SERVICES: 14/15 SDBIP ANNEXURE A1
95%
95%
≤ 7%
June 2015
Target
20%
15%
≤ 7%
30 Sept
2014
45%
30%
≤ 7%
31 Dec
2014
68%
75%
≤ 7%
Tuesday 31
March 15
Targets
95%
95%
≤ 7%
Tuesday 30
June 15
ED: Lokiwe
Mtwazi Dirs.
SR&A: Gert
Bam;
Parks:
Chantal
Hanslo
LIS: Ninnie
Steyn
ED: Lokiwe
Mtwazi Dirs.
SR&A: Gert
Bam;
Parks:
Chantal
Hanslo
LIS: Ninnie
Steyn
ED: Lokiwe
Mtwazi Dirs.
SR&A: Gert
Bam;
Parks:
Chantal
Hanslo
LIS: Ninnie
Steyn
Responsible
Person
EMT resolution 14 Dec 2013
Formula: Total actual to date
as a percentage of the total
budget including secondary
expenditure.
This is measured as a
percentage of positions
vacant against the total
positions on structure. This
indicator will be measured
at a specific point in time to
calculate the vacancy rate. A
target is max 7% vacancy rate.
The measure will be 93% filled
positions.
A Workplace Skills Plan is
a document that outlines
the planned education,
training and development
interventions. Its purpose is to
formally plan and allocate
budget for appropriate training
interventions which will address
the needs arising out of LG Skills
Sector Plan, the City’s strategic
requirements as contained
in the IDP and the individual
departmental staffing
strategies and individual
employees’ PDPs. The WSP
shall also take into account the
EE Plan, ensuring incorporation
of relevant developmental
equity interventions into the
plan.
Formula: Measured against
training budget.
Supporting Detail
27
n/a
SFA5: The
Well-Run
City
5.3
n/a
n/a
SFA5: The
Well-Run
City
5.3
SFA 5:The
Well-Run
City
CSC
Ind
no.
Pillar,
Corp.
Obj. &
Progr.
Compliance &
Auxiliary
Services
Internal
Audit
Finance
Lead Dir./
Dept.
5.2 Establishes
an efficient
and productive
administration
that prioritises
delivery
KOI:
Number of
risk registers
signed and
submitted to
IRM timeously
New
70%
Ensure financial
prudence with
KOI:
% Internal
clean
audits by
Audit findings
the Auditor
resolved
General
Baseline
June 2014
100% asset
register
verified
Indicator
Ensure financial
prudence with
KOI:
clean
% of assets
audits by
verified
the Auditor
General
Corporate
Objective
COMMUNITY SERVICES: 14/15 SDBIP ANNEXURE A1
3
70%
June 2015
Target
31 Dec
2014
Tuesday 31
March 15
0
70%
1
70%
1
70%
75%:(60%
25%: (50%
50%: (100%
asset
inventory list inventory list
register
verified)
verified)
verified)
30 Sept
2014
Targets
1
70%
100% asset
register
verified
Tuesday 30
June 15
ED: Lokiwe
Mtwazi Dirs.
SR&A: Gert
Bam;
Parks:
Chantal
Hanslo
LIS: Ninnie
Steyn
ED: Lokiwe
Mtwazi Dirs.
SR&A: Gert
Bam;
Parks:
Chantal
Hanslo
LIS: Ninnie
Steyn
ED: Lokiwe
Mtwazi Dirs.
SR&A: Gert
Bam;
Parks:
Chantal
Hanslo
LIS: Ninnie
Steyn
Responsible
Person
This indicator measures
whether all integrated risk
management reports following
the annual risk register updates
as well as each monitor &
review session, were signed off
by line / executive directors
and returned to the IRM
department.
It is the reporting and
monitoring of the reduction (in
percentage) of the findings of
audit follow-ups performed in
the quarter.
Q1: 25%: (50% inventory list
verified)
Q2: 50%: (100% inventory list
verified)
Q3: 75%:(60% asset register
verified)
Q4: 100% asset register verified
The indicator reflects the
percentage of assets verified
annually for audit assurance.
Supporting Detail
CORPORATE SERVICES
DIRECTORATE EXECUTIVE SUMMARY
OF THE SERVICE DELIVERY AND
BUDGET IMPLEMENTATION PLAN
2014/2015
EXECUTIVE DIRECTOR: ADV TSHIDI MAYIMELE-HASHATSE
CONTACT PERSON: CHAD AIMES
Website (for detailed SDBIP):
www.capetown.gov.za/en/idp/pages/implementingtheidp.aspx
VISION OF THE CITY:
• To be an opportunity city that creates an enabling environment for economic
growth and job creation
• To deliver quality services to all residents
• To serve the citizens of Cape Town as a well-governed and corruption-free
administration
This is a one year plan giving effect to the 2014/2015 budget, which is aligned to
the 2012-2017 IDP. It sets out the strategies in quantifiable outcomes that will be
implemented over the 2014/2015 financial year. It considers what was set out in the IDP,
the economic growth strategy and the social development strategy, and indicates
what the Directorate needs to do to deliver on the IDP, how this will be done, what the
outcomes will be, what processes it will follow and which inputs will be used.
2
TABLE OF CONTENTS
1.
EXECUTIVE SUMMARY
4
2.
PURPOSE AND SERVICE MANDATE OF DIRECTORATE
4
3. STRATEGIC ALIGNMENT TO THE IDP
5
4.
PERFORMANCE PROGRESS AND OUTCOMES
8
4.1
Past year’s performance
8
4.2
Areas of Business Improvement
9
5.
PARTNERS AND STAKEHOLDERS IN THE STRATEGY PLAN
10
6.
RESOURCES
10
6.1
10
7. RISK ASSESSMENT
14
8. OBJECTIVES AND INDICATORS OF THE DIRECTORATE SDBIP
14
Senior management capability and structure
9. AUTHORISATION
14
10.APPENDICES:
14
Annexure A: 2014/2015 Directorate SDBIP template
3
15
1. EXECUTIVE SUMMARY
Corporate Services Directorate by nature is a transversal Directorate. Corporate
Services core purpose is to provide multidisciplinary services and professional
partnerships to Directorates, supporting and enabling service delivery for the City,
through value adding programmes, systems, processes, policies and knowledge
management. As enablers of service delivery Corporate Services contributes and
underpins all IDP Strategic Focus Areas
2. PURPOSE AND SERVICE MANDATE OF DIRECTORATE
Corporate Services will deliver superior support services with the best of practices,
procedures and systems thereby enabling the City of Cape Town to achieve its core
mandate of service delivery.
CS will continue to add value to the City by providing high quality internal support
to the various Business Units, thereby significantly contributing to the efficiency and
effectiveness of the CITY of CAPE TOWN”
To achieve the above and in order to provide high quality, cost – effective and efficient
support services to the CITY OF CAPE TOWN, CS will:
•
•
•
•
Be customer and process- focused
Use leading-edge technologies
Implement quality service standards and performance measures
Attract, develop and retain functional expertise
The Core functions of the Directorate
Department
Function
Customer
Relations
Provides an effective and efficient customer relations service to the City’s customers to address their
requirements in terms of access to municipal service delivery, thereby creating a positive image of
the City of Cape Town.
Provides an effective and efficient service that designs, advises, facilitates and implements strategic
Occupational
programmes to improve occupational health and safety management across the City of Cape
Health and
Town. Employee Wellness designs, advises, facilitates and implements on strategic programmes to
Safety
improve Employee Wellness across the City of Cape Town.
Employment
Equity
Provides an effective and efficient service that assists Directorates to develop corporate guidelines
for the implementation of the City’s EE Policy and EE Plan that form the basis of the City’s
transformation agenda.
Information
Systems &
Technology
Provides an effective and efficient service as a strategic technology partner to business IS&T
provides Information Technology and Communication services to the organisation and through
business process automation enables the transformation of City services; thereby contributing to the
City of Cape Town becoming a more efficient and effective local authority.
Specialized
Technical
Services
Provides an effective and efficient service that provides a professional and specialised function
related to fleet services, facilities management and electronic and radio services to its clients in
order that available resources are effectively used, business demands are met, operational systems
are maintained, and clients receive these services to effectively perform their work.
Provides an effective and efficient service that enables and strengthens the management, use and
application of information and knowledge in order to support City planning and service delivery.
Development
The department facilitates and enables the integration of information and knowledge from the
Information &
various departments of the City to ensure sharing and dissemination of information and knowledge
GIS
corporately and to external customers and stakeholders. The departments also provide specialist
knowledge management and GIS support services to City departments,
4
Department
Function
Human
Resources
Provides an effective and efficient service that develops, drives and implements Human Resources
strategies, programmes and intervention across the City in order to ensure the alignment of staff to
business needs. The strategies, programmes and interventions are delivered through partnerships
with internal and external stakeholders, the primary internal stakeholders being the Employment
Equity and line departments. Human Resources provides a corporate centre of excellence in
relation to human resources strategies, organisational development services, HR and related
policies, talent management, business improvement, quality management, organisational design,
change management, collective bargaining, labour relations, general HR & business consultative
services and also Corporate Administrative functions, including the Employee Interaction Centre
and Personnel Administration.
3. STRATEGIC ALIGNMENT TO THE IDP
Linkage to IDP (EGS snd SDS if applicable) and change in indicators and targets
SFA
OBJECTIVES
Objective 1.1:
Create an enabling
SFA 1 – THE
environment to
OPPORTUNITY attract investment
CITY
that generates
economic growth
and job creation
PROGRAMMES
INITIATIVES (INPUTS AND OUTPUTS)
P1.1 (g): City
Development
Strategy
implementation
• Facilitated development of the City Development
Strategy and monitoring of city development trends
Objective 1.2 Provide
and maintain
SFA 1 – THE
economic and social P1. 2(a) Fibreoptic network
OPPORTUNITY infrastructure to
CITY
ensure infrastructure- programme
led economic growth
and development
• Broad band fibre optic programme: which will
include extending the optic fibre network to connect
more Government facilities, provide internet access
through community access points and wireless
networks and make spare capacity available to
licensed telecommunications service providers
Objective 1.4 Ensure
SFA 1 – THE
mobility through the
OPPORTUNITY implementation of
CITY
an effective public
transport system.
P1.4(a) Public
Transport
programme
• Technical support to IRT – MY Citi Buses
Objective 1.5
Leverage the City’s
SFA 1 – THE
assets to drive
OPPORTUNITY
economic growth
CITY
and sustainable
development
• Minimise leased in facilities to obtain a cost effective
mix between Council and leased in facilities to
effectively accommodate City staff.
• Undertake capital upgrade of corporate facilities
such as upgrade of lifts, electrical retrofit,, ablution
facilities and building management systems
• Undertake space management for corporate
facilities to ensure maximum utilisation of available
space
• Provide coordinated security guarding services and
P1.5 (a)
implement measures to drive costs down
Investigate all the
• Ensure an effective strategic radio communications,
City’s strategic
Access Control, Security Alarm and CCTV
assets
infrastructures to serve all emergency and municipal
services according to agreed service levels.
• ensure a strategic fleet operation serving all city
departments, excluding utilities, by ensuring an
acceptable fleet availability for users to achieve their
service delivery targets
• Undertake a capital replacement programme for
corporate fleet
• Implement measures to reduce fuel costs
5
SFA
OBJECTIVES
PROGRAMMES
INITIATIVES (INPUTS AND OUTPUTS)
Objective 1.6
Maximise the use of
SFA 1 – THE
available funding
OPPORTUNITY
and programmes
CITY
for training and skills
development
P1.6 (a) Sectoral
education and
training authority
(SETA) and EPWP • Development of strategy and implementation plan
Funding used to
to expand current external training opportunities,
train apprentices
including apprentices, skills programmes, learnerships,
and create other
graduate internships external bursaries and in-service
external training
training opportunities
opportunities.
• Maximising use of available funding sources to
Training
expand the programmes
apprentices for
• Management of corporate training programmes
vacant posts in
the administration
and the city.
Objective 1.6
Maximise the use of
SFA 1 – THE
available funding
OPPORTUNITY and programmes
for training and
CITY
skills development
department
P1.6 (a) Sectoral
education and
training authority
(SETA) and EPWP
Funding used to
train apprentices
and create other
external training
opportunities.
Training
apprentices for
vacant posts in
the administration
and the city.
• Monitor training that is focussed on scarce skill
categories to realise Employment Equity
• Monitor employment equity target implementation
during distribution of external bursaries
• In-service training of students requiring work based
experience to graduates granted to all in relation to
EE benchmark targets
• Internship programme- through which 10 graduates
will be employed on a 18 month internship
programme within the IS&T Department to acquire
experience and develop a CV which will enable
them to access job opportunities.
• Implement apprenticeships for external citizens and
WSP for internal staff
SFA 2 – THE
SAFE CITY
Objective 2.1
Expanding staff and
capital resources in
policing departments
and emergency
services to provide
improved services
to all, especially
the most vulnerable
communities.
P2.1(a) Increase
• Acquire, maintain and replace Safety and Security
the operational
fleet.
staff complement
SFA 2 – THE
SAFE CITY
Objective 2.3
Enhance intelligencedriven policing with
improved informationgathering capacity
and functional
specialisation.
P2.3(a) Improved
• Implementation of SAP Safety and Security Module:
efficiency
This multi-year project is being delivered for the Safety
through
and Security Directorate and will focus on call-taking
information and
and dispatching emergency services as the first
technologydeliverable.
driven policing
SFA 3 – THE
CARING CITY
Objective 3.7 Provide
effective primary
health-care services
P3.7(a) Primary
health-care
programme
• Health System upgrade: This further enhancement
to the open source patient management and clinic
system developed by the IS&T department will now
see the extension of functionality to assist health
researchers.
6
SFA
SFA 4 –THE
INCLUSIVE
CITY
SFA 5 – THE
WELL-RUN
CITY
SFA 5 – THE
WELL-RUN
CITY
OBJECTIVES
PROGRAMMES
Objective 4.1 Ensure
responsiveness
by creating an
environment where
citizens can be
communicated with,
and responded to.
• Promoting self-service functionality by introducing
Mobile Services: Accessing information and
transacting via mobile devices will be made possible
through the implementation of a mobile application
P4.1 (a)
platform and the development of applications aimed
Managing service
at both internal staff, business and citizens. One of
delivery through
the first applications to be made available will allow
the service
Citizens to log C3 notifications via mobile phones
management
• Installing additional Free Call lines and improving
programme
the usage of the lines in remote and disadvantaged
(C3 notification
communities
responsiveness)
• A call centre expansion programme to increase the
range of contact centre services offered and wider
range of communication channels.
• Monitor customer satisfaction levels via the annual
customer satisfaction survey
INITIATIVES (INPUTS AND OUTPUTS)
Objective 5.2
Establish an efficient
and productive
administration that
prioritises delivery
• HR Support and guidance on the implementation of
an:
• Integrated Talent Management strategy
• Integrated Talent Management Framework
• City Staffing Strategy including career and
P5.2 (a) Human
succession management
Resources, Talent
• Integration of Talent Management with employment
Management,
equity, disability, gender and diversity programmes
Skills
• The development and implementation of e-learning
Development
modules in support of the key Talent Management
programme
elements as captured in the framework
(Integrated Talent
• The completion of the T9 and below skills audit
Management
• Improving the turnaround time for the filling of
approach)
vacancies from receipt of requisition by Recruitment
and Selection
• Implement an effective Workplace Skills Plan for all
staff and Personal Development Plans for levels T10
and above
Objective 5.2
Establish an efficient
and productive
administration that
prioritises delivery
P5.2 (b) Human
Resources
Strategy
• Identifying the top areas of intervention that will
have the greatest impact on staff engagement and
productivity, and ensure business continuity through
providing a skills pipeline. The identified areas are:
• Maximising the developmental opportunities for
the approximately 25,500 employees & leveraging
City resources to improve the skills pipeline through
external and internal training opportunities (SFA 1.6(a)
and 5.2(a))
• Individual Performance Management (SFA 5.2(a))
• Improving the efficiency and effectiveness of the
core HR business processes that impact on human
resources management;
• Maximising SAP HR Functionality, (SFA 4.2(b)) and
• Implementing SAP based Disciplinary Case
Management System
• Improving data management on SAP
• Implementing e-Record system for PA records
• Identifying and monitoring key measurements that will
support the above outcomes.(Composite HR Risk KPI
& Staff Engagement KPI) – via analysis of Siyamamela
2013 results
Objective 5.3 Ensure
financial prudence,
with clean audits by
the Auditor-General
P5.3(b) Internal
management
processes
programme
(Management
Accountability
Project – 4 year
project)
• Ongoing rollout of the Management Accountability
Training Programme
7
SFA
OBJECTIVES
PROGRAMMES
INITIATIVES (INPUTS AND OUTPUTS)
SFA 5 – The
Well-Run City
Objective 5.2
Establish an efficient
and productive
administration that
prioritises delivery
P5.2 (c) Annual
community
satisfaction
survey (CSS)
• Manage the completion of a community survey to
measure citizen perceptions of the City’s service
delivery and used to monitor the City’s performance
SFA 5 – The
Well-Run City
Objective 5.2
Establish an efficient
and productive
administration that
prioritises delivery
P5.2 (d)
Information
and knowledge
framework – City
Development
Information
Resource Centre
(CDIRC)
• Establish a web-based (intranet) system providing
access to consistent sets of information that can
inform service delivery, planning and decision making
SFA 5 – The
Well-Run City
Objective 5.3 Ensure
financial prudence,
with clean audits by
the Auditor-General
P5.3 (a) Financial
Management
Programme
• Implementation of new Standard Chart of Accounts:
As a pilot site for National Treasury the existing chart
of accounts on SAP will be changed to comply with a
new national standard chart of accounts.
SFA 5 – The
Well-Run City
Objective 5.3 Ensure
financial prudence,
with clean audits by
the Auditor-General
5.3 (b) Internal
Management
Process
Programme
• ICT Governance and Controls: The dependency
that all lines of business within the City have on its
ICT systems and the inherent controls contained
within them means that these systems are central
to ensuring good governance and a positive audit
report by the Auditor General
4. PERFORMANCE PROGRESS AND OUTCOMES
4.1Past year’s performance
This Directorate has managed to create human capital developmental opportunities
through the apprentices programme which saw the number of participants increase
from 190 to 314 and the number of external bursaries increase by 14% (an increase from
145 to 166). The in-service training and graduate internship programme has seen an
11% increase in the number of beneficiaries, from 710 to 788.
The Corporate Contact Centre run by Customer Relations Department will have installed
a total of 78 FreeCall lines by end of June 2014; the aim being to improve access to
service delivery through the City’s call centre. Residents can use the FreeCall lines to
report faults, register complaints and make enquiries at no cost to themselves. The
number of calls made from the FreeCall lines has increased by 249% during this period.
The increasing demands being placed by line departments for more ICT enabled
systems means that the IS&T department is going to have to find way to fast track
the delivery of projects if it is to deliver against the expectations of user departments.
This is however not only a matter of speed of delivery of technology, but very often
is hampered by the organisations ability to absorb and manage the change. A
renewed focus on change management is needed and will be the focus of business
improvement during 2014/2015.
Corporate Services buildings and infrastructure that are aged and in dire need of major
upgrades which due to limited funding and capacity constraints, have to constantly be
reprioritised to a later date. This increases risk to the City.
Through its E-HR programme the Human Resources Department continues to maximise
the use of technology and self-help services to ensure the best HR service possible
for staff. With the appointment of a Director for Occupational Health and Safety this
8
important aspect of human capital management is now receiving renewed and
increased corporate attention.
The implementation of a knowledge management system through DIRC (Development
Information Resources Centre) by the SDGIS department has created a platform for the
retention of corporate knowledge beyond development information.
4.2Areas of Business Improvement
Business Improvement is a key focus of Corporate Services. Not only improving its own
internal operations, but through the unique role it plays in the City it is able to facilitate
and enable business improvement across the organisation.
Key focus areas in 2014/15 will relate to occupational health and safety, records
management, fuel utilisation, space management and security. These cross-cutting
imitative will require the full support and involvement of line in order to guarantee
success.
Critical interventions that will be undertaken include the following:
• Upgrade of the Cape Town Civic Centre through
• Implementation of a R40 m lift modernisation/replacement at the Cape Town
Civic Centre;
• Upgrade of the Cape Town burners and R8,2m Facility Management System
• Redesign of office space and layouts at Cape Town Civic Centre to ensure
optimal utilisation of space
• Expanding audio-visual support service for the executive suites and the Council
chamber in the Civic Centre
• Capital purchases of vehicles and plant for both Corporate and Devolved Fleets.
• Implement measures to curb the escalating fuel costs for the city’s fleet, both
corporate and devolved.
• Expanding Security alarm systems to monitor all Council facilities, with current 1 600
remote sites and Implement additional CCTV installations at various buildings which
are measures to reduce the escalating costs of static guarding in the city
• Expanding Electronic services, currently consisting of 44 access control systems,
nine fire detection systems, 80 public address systems, an audio-visual support
service for the executive suites and the Council chamber in the Civic Centre,
and an identification and access control card manufacturing facility for all 26 000
employees
• Embedding good record-keeping practices City-wide by implementing a change
management / management awareness programme.
• Installation of additional FreeCall lines, in order to improve access to service delivery
for residents living in outlying and disadvantaged communities
• Enhancing service delivery by implementing the new quality management system,
obtaining customer feedback after each customer interaction, improving workforce
management, careful selection and training of staff, focussing on multiskilling of
staff, ongoing motivation and recognition of staff.
• The Corporate Services Directorate will further play a central role to establishing an
Innovation Forum through which an organisational culture which innovates and
continuously seeks better ways of doing things is nurtured.
9
5. PARTNERS AND STAKEHOLDERS IN THE STRATEGY PLAN
Partners, Stakeholders and Customers
Partners/ Stakeholders
Roles and Responsibilities
Partners
• Suppliers
• Providers of goods and services
Executive Management Team and City Manager:
• Provide an administrative support and guidance in
terms of policy and procedures
Internal Customers
• Executive Mayor
• Mayoral Committee
• City Manager
• Executive Management Team Members
• Portfolio Committees
• Line departments
• Staff
Executive Mayor\Mayoral Committee\ Portfolio
Committees:
• Decision making, Political oversight and Monitoring
Staff and Line Departments:
• Recipients of Services
• Information sharing; users of information
Universities and other Educational Entities
• Link between the City and Cape Town-based
universities
External Stakeholders
• Residents in the Cape Town area
• Citizens,
• Media
• Businesses in the Cape Town area
• Institutions, civic organisations and other specific
groupings
• Universities and other Educational Entities
• Applicants and students and tertiary institutions
• National and Provincial Government and other
Governmental bodies/partners
• Department of Labour
• Unions
• Commission for Gender Equality
• Disabled People of South Africa
National, Provincial Government and other
Governmental bodies\partners\ Department of Labour\
Unions
• Primary partner/funder for training
Department of Labour\ Unions
• Primary bargaining partners
Businesses in the Cape Town Area\ Citizens
• Recipient of Telecommunications services and other
Joint venture’s
6.RESOURCES
6.1Senior management capability and structure.
The senior management structure of the Corporate Services Directorate is fully
populated and under the lead of the Executive Director Adv. Tshidi Mayimele-Hashatse
10
11
Director:
Human
Resources
309
Director:
Development
Information
& GIS
51
6.1.1 Directorate organogram
Director:
Information
Systems &
Technology
301
ED Support
(Corporate
Services)
4
Director:
Specialised
Technical
Services
734
Manager:
Customer
Relations
97
EXECUTIVE DIRECTOR
CORPORATE SERVICES
3
(TOTAL 1669)
Manager:
Employment
Equity
10
Manager:
Finance
(Corporate
Services)
1
Director:
Occupational
Health & Safety
and Employee
Wellness
69
Manager:
Corporate
Admin Support
Branch
90
6.1.2 Possible outsource services
Previous investigations have revealed that although it is possible to outsource, none are
being considered at this stage due to the associated risks and cost implications which
will not be in the best interest of the City.
6.1.3 Lead and Contributing Directorate
Although the Corporate Services Directorate does play a leading role, in many
organisational transformation and policy setting initiatives its primary purpose is to
support and contribute to enabling the service delivery units of the City provide an,
efficient and effective service to citizens.
In the development of a broadband optic fibre telecommunication network for the
city the IS&T Department is the lead in helping realise the vision of a single high speed
network which will not only serve its own needs, but also provide economic and social
development opportunities.
See the Directorate SDBIP (attached)
6.2Financial Information
6.2.1 Summary of revenue by source
WC000 Cape Town - Supporting Table SA2 Matrix Financial Performance Budget (revenue source/expenditure type
and dept.) CORPORATE SERVICES
Description
Vote 01 - Corporate Services
R thousand
Revenue By Source
Service charges - refuse revenue
Service charges - other
R 440
Rental of facilities and equipment
R 488
Fines
-
Licences and permits
-
Other revenue
R 57 259
Transfers recognised - operational
R 1 500
Total Revenue (excluding capital transfers and contributions)
R 59 687
6.2.2 Summary of operating expenditure by type
WC000 Cape Town - Supporting Table SA2 Matrix Financial Performance Budget (revenue source/expenditure type
and dept.) CORPORATE SERVICES
Description
Vote 01 - Corporate Services
R thousand
Expenditure By Type
Employee related costs
R 691 038
Depreciation & asset impairment
R 153 771
Contracted services
R 394 334
Other expenditure
R 511 149
Total Expenditure
R 1 750 293
12
FM Structural
rehabilitation C11.12501 – F1 R thousand
Corporate
Services
Dark Fibre
Broadband
Infrastructure
Khayelitsha/
Mitchells Plain
Mesh Network
C10.16621 – F1
CPX.0003127
WCG
Broadband
connectivitity
C12.16631 – F1
Other Projects
Various
Asset SubClass 4.
Total Project
Estimate
Project number
Other
Assets
Program/
Project
description
Various
Municipal
Vote/
Capital
project
Other Other Other
Asset Class 4.
Assets Assets Assets 6.2.3 WC000 Cape Town - Supporting Table SA36 Detailed capital budget
2014/2015 Medium Term Revenue & Expenditure
Framework
Budget Year
2014/15
Budget Year +1
2015/16
Budget Year +2
2016/17
R39 481 874
R 40 000 000
R 65 000 000
R 72 000 000
R 68 000 000
R 68 000 000
R 61 000 000
R32 000 000
R7 000 000
Infrastructure
Buildings:
General
R 10 702 000
R 11 332 000
0
Various
R108 297 298
R93 870 588
R94 560 588
R359 474 298
R353 052 588
R322 410 588
Buildings:
Offices
Infrastructure:
Computer
equipment
Infrastructure:
Computer
equipment
Total Capital Expenditure
6.2.4 Major features of expenditure
The Corporate Services Directorate provides its services mainly through the
professional, technical and administrative staff members employed. Salaries and
Wages are therefore the largest expense item on its budget and a resource which is
carefully managed.
Due to the support and cross-cutting responsibilities of the Directorate corporate costs
such as licensing of software, telephone costs and the security of corporate facilities
is centralised within the budget of the directorate. Although these costs are then
recharged to user departments it does leave the Corporate Service Directorate with
the responsibility to fund the primary expenditure. With the weakening of the South
African Rand against all major currencies and the beyond inflation increases in the cost
of security this has placed the operating budget under extreme pressure which then
necessitates the reprioritising of services in order to fund these corporate obligations.
Similarly the cost of fuel has seen significant increases during the past year. Prior to
the 2014/15 financial year the City’s fuel budget was centralised within STS, but this
reduced the responsibility of user departments to minimise fuel costs. Corporate support
was obtained to devolve the fuel budget back to line and to implement a user-pays
strategy for the 2014/15 financial year. This change in budgeting strategy is aimed
to make user departments directly responsible for their fuel costs and through this
increased visibility encourage line departments to optimise travel.
6.2.5 The Directorate capital programme
The Directorate has been able to maintain its exemplary capital budget expenditure
rate in excess of 95% for the past few financial years. This against a budget that
continues to grow year-on-year.
During the 2014/15 financial year the most significant planned capital investment is in
the IS&T and STS departments.
13
Within IS&T the major investment is the on-going roll-out of the City’s Optic Fibre Network
and the replacement of back-end IT infrastructure.
STS continue to invest in a vehicle replacement programme and the refurbishment of
corporate facilities.
7. RISK ASSESSMENT
Management, with the assistance of the Integrated Risk Management (IRM)
Department, has applied their minds and due care taken to ensure that risks which
could impact on them not achieving the Directorate’s objectives are identified,
addressed and managed on a day to day basis in accordance with the City’s
approved IRM Policy and IRM Framework.
Risk Registers are utilised as a management tool in order to manage all risks of the
Directorate. The risks identified and rated, equal or above the Council approved rating
(appetite) will be reported to the Executive Management Team (EMT), as well as to the
relevant Mayoral Committee member on a six monthly basis.
8. OBJECTIVES AND INDICATORS OF THE DIRECTORATE SDBIP
Refer to the attached Annexure A: Directorate SDBIP
9.AUTHORISATION
The undersigned do hereby indicate their agreement with the contents of this
document and the outcomes.
Name
Executive Director
Adv Tshidi MayimeleHashatse
Mayco Member
Xanthea Limberg
PC Chairperson
Theresa Uys
Signature
10.APPENDICES:
Annexure A: 2014/2015 Directorate SDBIP template
14
Date
1.2 (b) Maintenance
of infrastructure
The Opportunity City
SFA 1
5.2(a): Human
resources, talent
management and
skills development
programme
The Well-Run City
SFA 5
5.2(c): Annual
Community
Satisfaction Survey
(CSS)
The Well-Run City
SFA 5
1.2 (b) Maintenance
of infrastructure
The Opportunity City
SFA 1
Pillar,Corp
Obj No and
Program No /
Statutory/Strategic
Plan
Alignment to IDP
Finance
Corporate
Services
Link to Lead
Directorate
1.2 Provide
and maintain
economic
and social
infrastructure
to ensure
infrastructureled growth and
development
5.2 Establish an
efficient and
productive
administration
that prioritises
delivery
Percentage
spend of Capital
Budget
5.E Percentage
budget spent on
implementation
of WSP for the
City
5.C Community
satisfaction
survey (Score 1
-5) - city wide
1.C Rand value
of capital
invested in
engineering
infrastructure
1.2 Provide
and maintain
economic
and social
infrastructure
to ensure
infrastructureled growth and
development
Direct./ Dept.
achievement
as at 30 June
2014
Direct./ Dept.
achievement
as at 30 June
2014
Direct./ Dept.
achievement
as at 30 June
2014
Direct./ Dept.
achievement
as at 30 June
2014
Indicator
Baseline
(to include unit of
2013/2014
measure)
Corporate
Objective
FINAL 2014/2015 CORPORATE SERVICES DIRECTORATE SDBIP
92%
90%
2,9
TBC
Annual
Target
30 June
2015
Dir/Dept.
projected
cash flow/
total budget
10%
Annual
Target measured
in the 4th
quarter
TBC
70%
Annual
Target measured
in the 4th
quarter
TBC
31 Mar
2015
Dir/Dept.
Dir/Dept.
projected
projected
cash
cash flow/
flow/ total
total budget
budget
30%
Annual
Target measured
in the 4th
quarter
TBC
30 Sept 2014 31 Dec 2014
Targets
92%
90%
2,9
TBC
30 June
2015
Bevan van
Schoor
Contact:
021 400 2809
Cell:
084 550 1179
Director: HR
Justine
Quince
Responsible
person
Director: IS&T
Andre
Steltzner
Capex Budget
15
Deputy City
Manager
Finance
Link to Lead
Directorate
The Opportunity City Corporate
Services
1.6 (a) Sectoral
education and
training authority
(SETA) and EPWP
funding used to
train apprentices
and create other
Corporate
external training
Services
opportunities.
Training apprentices
for vacant posts in
the administration
and the city.
SFA 1
1.2 (d) Expanded
Public Works
Programme (EPWP)
The Opportunity City
SFA 1
1.2 (b) Maintenance
of infrastructure
The Opportunity City
SFA 1
Pillar,Corp
Obj No and
Program No /
Statutory/Strategic
Plan
Alignment to IDP
1.6 Maximise the
use of available
funding and
programmes for
training and skills
development
1.2 Provide
and maintain
economic
and social
infrastructure
to ensure
infrastructureled growth and
development
Corporate
Objective
178
60
Direct./ Dept.
achievement
as at 30 June
2014
Number of
apprentices
2572
95%
Direct./ Dept.
achievement
as at 30 June
2014
Direct./ Dept.
achievement
as at 30 June
2014
100%
Annual
Target
30 June
2015
Number of
external trainee
and bursary
opportunities
(excluding
apprentices)
Number of
Expanded
Public Works
programmes
(EPWP)
opportunities
created
Percentage
spend on
repairs and
maintenance
Indicator
Baseline
(to include unit of
2013/2014
measure)
FINAL 2014/2015 CORPORATE SERVICES DIRECTORATE SDBIP
10
73
424
Dir/Dept.
projected
cash flow/
total budget
31 Mar
2015
20
110
925
40
144
1767
Dir/Dept.
Dir/Dept.
projected
projected
cash
cash flow/
flow/ total
total budget
budget
30 Sept 2014 31 Dec 2014
Targets
60
178
2572
95%
30 June
2015
Capex Budget
16
Justine
Quince
Contact:
021 400 9222
Cell:
084 630 7401
Chad Aimes
(Quarterly BI
report)
Contact:
021 400 3828
Cell:
071 850 3383
Justine
Quince
Contact:
021 400 9222
Cell:
084 630 7401
Bevan van
Schoor
Contact:
021 400 2809
Cell:
084 550 1179
Responsible
person
5.2(b)Human
resources strategy
The Well-Run City
SFA 5
4.1 (a)) Managing
service delivery
through the service
management
process (C3
notification
responsiveness)
The Inclusive City
SFA 4
Pillar,Corp
Obj No and
Program No /
Statutory/Strategic
Plan
Alignment to IDP
Corporate
Services
Corporate
Services
Link to Lead
Directorate
5.2 Establish an
efficient and
productive
administration
that prioritises
delivery
4.1 Ensure
responsiveness
by creating an
environment
where citizens
can be
communicated
with and
responded to
Corporate
Objective
100%
80%
2%
< 5%
< 7%
Direct./ Dept.
achievement
as at 30 June
2014
Direct./ Dept.
achievement
as at 30 June
2014
Direct./ Dept.
achievement
as at 30 June
2014
Direct./ Dept.
achievement
as at 30 June
2014
Direct./ Dept.
achievement
as at 30 June
2014
Percentage
adherence to EE
target
Percentage
adherence to EE
target (disabled)
Percentage of
absenteeism
Percentage
vacancy rate
Annual
Target
30 June
2015
Percentage
adherence to
Citywide service
standard based
on all external
notifications
Indicator
Baseline
(to include unit of
2013/2014
measure)
FINAL 2014/2015 CORPORATE SERVICES DIRECTORATE SDBIP
< 7%
< 5%
2,0%
80,0%
100%
< 7%
< 5%
2,0%
80,0%
100%
30 Sept 2014 31 Dec 2014
Targets
< 7%
< 5%
2,0%
80,0%
100%
31 Mar
2015
< 7%
< 5%
2%
80%
100%
30 June
2015
Michael
Siyolo
Contact:
021 400 9840
Cell:
084 300 0609
Bevan van
Schoor
Contact:
021 400 2809
Cell:
084 550 1179
Justine
Quince
Contact:
021 400 9222
Cell:
084 630 7401
Michael
Siyolo
Contact:
021 400 9840
Cell:
084 300 0609
Responsible
person
Capex Budget
17
The Well-Run City
SFA 5
The Well-Run City
SFA 5
Pillar,Corp
Obj No and
Program No /
Statutory/Strategic
Plan
Alignment to IDP
Corporate
Services
Deputy City
Manager
Finance
Link to Lead
Directorate
5.2 Establish an
efficient and
productive
administration
that prioritises
delivery
5.3 Ensure
financial
prudence, with
clean audits
by the AuditorGeneral
Corporate
Objective
80%
5D Number of
people from
employment
equity target
groups employed
in the three
highest levels of
management
in compliance
with the City’s
approved
employment
equity plan
Direct./ Dept.
achievement
as at 30 June
2014
6
70%
Direct./ Dept.
achievement
as at 30 June
2014
Percentage
Internal Audit
findings resolved
Number of risk
registers signed
new
and submitted to
IRM timeously
100%
asset
register
verified
Direct./ Dept.
achievement
as at 30 June
2014
95%
Annual
Target
30 June
2015
Percentage of
assets verified
Percentage
of Operating
Budget spent
Direct./ Dept.
achievement
as at 30 June
2014
Indicator
Baseline
(to include unit of
2013/2014
measure)
FINAL 2014/2015 CORPORATE SERVICES DIRECTORATE SDBIP
80%
0
70%
Review of
Asset Policy
Dir/Dept.
projected
cash flow
80%
2
70%
Finalisation
of Asset
verification
timetable
Dir/Dept.
projected
cash flow
30 Sept 2014 31 Dec 2014
Targets
80%
2
70%
75%
asset
register
verified
Dir/Dept.
projected
cash flow
31 Mar
2015
80%
2
70%
100%
asset
register
verified
95%
30 June
2015
Capex Budget
Michael
Siyolo
Contact:
021 400 9840
Cell:
084 300 0609
Riaan Vosloo
Contact:
021 400 3879
Cell:
082 559 9959
Bevan van
Schoor
Contact:
021 400 2809
Cell:
084 550 1179
Responsible
person
18
19
Pillar,Corp
Obj No and
Program No /
Statutory/Strategic
Plan
Alignment to IDP
Link to Lead
Directorate
Corporate
Objective
Indicator
Baseline
(to include unit of
2013/2014
measure)
FINAL 2014/2015 CORPORATE SERVICES DIRECTORATE SDBIP
Annual
Target
30 June
2015
30 Sept 2014 31 Dec 2014
Targets
31 Mar
2015
30 June
2015
Capex Budget
Responsible
person
20
Percentage adherence to EE
target (composite Indicator)
Percentage adherence to
Citywide service standard
based on all external
notifications
Number of apprentices
Number of external trainee
and bursary opportunities
(excluding apprentices )
Number of Expanded Public
Works programmes (EPWP)
work opportunities created
Percentage spend on repairs
and maintenance
Formula: Percentage reflecting Actual spend / Planned Spend.
Percentage spend of capital
budget
A single score will be calculated by first scoring the % achievement of the Directorate or Department against each
individual target and then weighting their % performance and adding the totals.
3. (50% weighting) Internal staff development as per EE Plan: This indicator will measure the number of internal
appointments, promotions and advancements over a 12 month period. This will be calculated as a percentage
based on the general EE target of 80%.
Composite EE Indicator made up of three weighted components:
1. (40% weighting) compliance to EE plan for external appointments; This indicator measures the number of
external appointments across all directorates over the preceding 12 month period. The following job categories
are excluded from this measurement: Councillors, students, apprentices, contractors and non-employees. The
general EE target = 80% - i.e. 80% of all appointments should be EE compliant.
2. (10% Weighting) compliance to disability plan target: This measures the percentage of disabled staff employed
at a point in time against the target of 2%.
The service standard will be based on X% notifications closed within Y number of days. The percentage
notifications and the number of days will be determined by each directorate in consultation with the Service
Management Project team and will be guided by current performance and available external benchmarks.
This is an accumulative quarterly measures. The target refers to the 4th quarter final total.
This is an accumulative quarterly measure. The target refers to the 4th quarter final total.
This measures the number of learning opportunities created for the unemployed youth as a contribution to the job
creation initiative. This indicator is limited to apprenticeships.
• An EPWP work opportunity is paid work created for an individual on an EPWP project for any period of time,
within the employment conditions of the Code of Good Practice for Special Public Works Programmes. • In the
case of Social Sector projects, learnerships also constitute work opportunities.
This measures the number of learning opportunities created for the unemployed youth as a contribution to the job
creation initiative and provision of real world of work exposure to trainees and graduates. This includes, external
bursaries awarded, in-service student training opportunities, graduate internships and learnerships.
Repairs are actions undertaken to restore an asset to its previous condition after failure or damage. Expenses on
maintenance and repairs are considered operational expenditure.
This indicator measures the number of work opportunities created through the expanded Public Works Programme
(EPWP)
Percentage reflecting year to date spend (including secondary cost) / total repairs and maintenance budget
Note that the in-year reporting during the financial year will be indicated as a trend (year to date spend).
Maintenance is defined as the actions required for an asset to achieve its expected useful life. Planned
Maintenance includes asset inspection and measures to prevent known failure modes and can be time or
condition-based.
Definition
Key Performance Indicator
FINAL CORPORATE SERVICES DIRECTORATE SCORECARD DEFINITIONS
Data extraction will be
facilitated by Corporate
Services Employment
Equity Office
Data Source: SAP HR
Dashboard
Data Source:
SAP & SAP BI
Data Source:
SAP BI Report
Data Source:
SAP BI Report
Data Source: EPWP MIS
Directorate Finance
Managers extract data
quarterly
Reporting Data Source
Directorate Finance
Managers extract data
quarterly
21
Percentage adherence
to employee talent target
(composite indicator)
Percentage adherence to
Utilisation target (composite
Indicator)
Key Performance Indicator
A training manual is
available to assist with
the extraction of the
report.
Data Source: SAP & SAP
BI
Reporting Data Source
A single score will be calculated by first scoring the % achievement of the Directorate or Department against each
individual target and then weighting their % performance and adding the totals.
4. (25% weighting) Retention: Employee retention is a stability index that is commonly used by human resources
departments to show the percentage of employees that are still in their jobs over a period of time. This is measured by
calculating the percentage of employees that started 12 months ago who are still in employment. This is an indicator
to monitor performance in attracting and retaining employees. The higher the retention rate the better. The retention
rate for the new year is set at 90%. This is a new factor and will be monitored for amendment if necessary.
3. (25% weighting) Turnover (Retention of scarce skills as measured by staff turnover) Turnover rate is the rate for
Data Source: SAP HR
which employees leave a company. This is measured by a % attrition of staff in scarce skills defined occupational
Dashboard
categories over a 12 month period against an acceptable benchmark % turnover of 12%. Formula: Total
terminations as % of staff complement each month, as measured over a preceding 12 month period (i.e. 12
month rolling average). This will be limited to the following occupational categories: Legislators & senior managers,
Professionals, Technicians and other professionals. Target: the staff turnover % must be ≤12% throughout the
financial year.
2. (20% weighting) Budget spend on workplace skills plan (NKPI). Formula: % spent against planned training
budget. The corporate wide target for this factor is 95% (i.e. as per target for OPEX). This is an accumulative target
over 12 months.
A single score will be calculated by first scoring the % achievement of the Directorate or Department against each
individual target and then weighting their % performance and adding the totals.
Composite Talent indicator made up of four weighted components:
1. (30% weighting) Increase in skills level. The corporate wide target is a 4% increase, based on the current gap
between scarce skills vacancy rate of 11%(in defined occupational categories) and corporate targeted vacancy
rate of 7%. However, each department will have its own target based on the current difference between their
scarce skills vacancy rate and the corporate target of max 7% vacancies. ( e.g. If a department’s current vacancy
rate for scarce skills = 7%, then their target will be 0% and their performance 100%. Any increase in skills levels
thereafter will therefore reflect as >100% performance).
3. (30% weighting) The OH&S indicator will measure the incident rate i.e. the number of injuries, accidents and/or
illness per 100 full time equivalent (FTE) . The target is 5 which will be measured in the inverse as 95.
2. (20% weighting) Vacancy rate. This is measured as a percentage of positions vacant against the total positions
on structure. This indicator will be measured at a specific point in time to calculate the vacancy rate. A target is
max 7% vacancy rate. The measure will be 93% filled positions.
Definition
Composite Labour Utilisation Indicator made up of three weighted components:
1. (50% weighting) staff availability. This indicator measures the percentage time staff are available for work taking
into account only absenteeism in the form of sick leave and unauthorised leave. The corporate benchmark is 96%
availability, based on a maximum of 4% absenteeism.
FINAL CORPORATE SERVICES DIRECTORATE SCORECARD DEFINITIONS
22
Number of people from
employment equity target
groups employed in the
three highest levels of
management in compliance
with the City’s approved
employment equity plan
Percentage Internal Audit
findings resolved
Percentage of assets verified
Formula: Total actual to date as a percentage of the total budget including secondary expenditure.
Percentage of Operating
Budget spent
Each Directorate contributes to the Corporate achievement of targets and goals by implementing its own
objectives of quantitative and qualitative goal setting
The indicator reflects the percentage of assets verified annually for audit assurance.
It is an internal data source being the Quix system scanning all assets and uploading them against the SAP data
files.
Data are downloaded at specific times and are the bases for the assessment of progress.
It is the reporting and monitoring of the reduction (in percentage) of the findings of audit follow-ups performed in
the quarter.
The timing for corrective action implementation is normally provided by line.
Audits / follow-ups will always only take place after agreed implementation dates of corrective action. It will either
be ‘Not Applicable’ to Management if an audit or follow-up hasn’t taken place at the time of reporting or there
will be a percentage change / status quo if an audit has taken place and there has been improvement / no
change respectively in the situation since the last audit.
Definition
Key Performance Indicator
FINAL CORPORATE SERVICES DIRECTORATE SCORECARD DEFINITIONS
Employment Equity
Department within
Corporate Services
Directorate provide
statistics on a quarterly
basis.
Riaan Vosloo from
Internal Audit sends the
data to the Directorate
performance
representatives (OPRG)
on a quarterly basis
This data is sent to
Finance Managers on
an annual basis
Reporting Data Source
Directorate Finance
Managers extract data
quarterly
ECONOMIC, ENVIRONMENT AND
SPATIAL PLANNING
DIRECTORATE EXECUTIVE SUMMARY
2014/2015
EXECUTIVE DIRECTOR: MR. J.HUGO
CONTACT PERSON: CHERYL BASSON
Website (for detailed SDBIP):
http://cityteams.capetown.gov.za/sites/ctopm/sdbip/SDBIP%20
BOOK%20LIBRARY/Forms/AllItems.aspx
VISION OF THE CITY:
• To be an opportunity city that creates an enabling environment for economic
growth and job creation
• To deliver quality services to all residents
• To serve the citizens of Cape Town as a well-governed and corruption-free
administration
This is a one year plan giving effect to the 2014/2015 budget, which is aligned to
the 2012-2017 IDP. It sets out the strategies in quantifiable outcomes that will be
implemented over the 2014/2015 financial year. It considers what was set out in the IDP,
the economic growth strategy and the social development strategy, and indicates
what the Directorate needs to do to deliver on the IDP, how this will be done, what the
outcomes will be, what processes it will follow and which inputs will be used.
2
TABLE OF CONTENTS
1.INTRODUCTION
4
2.
PURPOSE AND SERVICE MANDATE OF THE DIRECTORATE
4
3.
LINKAGES TO THE IDP
6
4.
LINKAGES TO OTHER SUPPORTING STRATEGY
9
4.1
Economic Growth Strategy (EGS)
9
4.2
Social Development Strategy
9
5.
PERFORMANCE HIGHLIGHTS FROM THE 2012/13 ANNUAL REPORT
10
6.
OVERVIEW OF INDIVIDUAL DEPARTMENTS’ FUNCTIONS
AND KEY PROJECTS
11
6.1
Planning & Building Development Management (PBDM)
11
6.2
Development Facilitation Unit (DFU)
12
6.3
Spatial Planning & Urban Design (SPUD)
12
6.4
Environmental Resource Management (ERM)
12
6.5
Economic Development
13
7.RESOURCES
14
7.1
Senior Management structure
14
7.2
Areas of Business Improvement
15
7.3
Financial Information
16
7.3.1 Expenditure allocation
17
7.3.2 Capital Programme for 2014/15 as aligned to the IDP
18
8.
RISK ASSESSMENT
18
9.
DIRECTORATE SDBIP OBJECTIVES AND INDICATORS
19
10.AUTHORISATION
19
11.APPENDICES
19
3
1.INTRODUCTION
The Directorate:Economic Environment and Spatial Planning (EESP) is one of twelve City
Directorates that serves the ratepayers and residents of Cape Town.
The business plan for 14/15 is the key planning instrument informing our directorate’s
core business focus and allocation of budgets during the period 1 July 2014 to 30 June
2015. The Executive Summary includes a statement of a shared vision, challenges and
goals we aspire to as a directorate and a City generally. It is an information resource
about the objectives, nature of and approach to our work.
As such, the content of this business plan is aligned with the strategic focus areas and
underlying objectives of the City’s Five –Year Integrated Development Plan, other
primary strategies as well as the 2014/2015 budget.
A brief outline of the directorate departments focus areas for 2014/2015 is provided,
amongst others, including brief capital programme features and areas of business
improvement.
2. PURPOSE AND SERVICE MANDATE OF THE DIRECTORATE
The overall purpose and service mandate of the Economic, Environmental and Spatial
Planning Directorate is to lead the City’s urban spatial, economic and environmental
planning functions in pursuit of the developmental mandate of municipalities set out in
Section 152 and 153 of the Constitution which requires local government in its planning
processes “to give priority to the basic needs of the community, and to promote the
social and economic development of the community” and “participate in national
and provincial development programmes”.
The directorate operates within various legal, policy and institutional frameworks and
its core functions are regulated and controlled by (but not limited to) the statutes and
legislation attached as Appendix 1.
In addition to a cross-cutting support unit, the directorate is made up of the following
core departments:
•
•
•
•
Economic Development
Spatial Planning & Urban design
Planning & Building Development Management
Environmental Resource Management
4
5
To improve the City’s compliance with relevant environmental, building development and land-use legislation and policy objectives and co-ordinate integrated
enforcement across the city.
To illustrate implementation of City policy and strategies by unlocking and facilitating catalytic development opportunities.
To guide investment and provide a quality service to the developers and property owners of Cape Town which is efficient and effective and continues to streamline and
reduce the regulatory burden and cost of development on an administratively fair basis
To facilitate a City climate change response that addresses mitigation, adaptation and resilience, and implement energy efficiency through various strategies, policies and
action plans.
To modernise the City’s development regulatory systems and undertake planning law reform by implementing new national and provincial planning legislation, continuously
reviewing and improving the Cape Town Zoning Scheme, as well as finalising and implementing a planning by-law.
To create a business environment at local government level conducive to growth and investment in both the formal and informal economy.
Operational
To ensure that the City’s unique economic and social asset - its natural environment - is managed, protected and integrated into the urban landscape, and optimised for
maximum social and economic benefit.
To ensure a healthy, safe and sustainable physical environment that offers economic and social opportunities
To mainstream the City’s Economic Growth Strategy and ensure alignment of the plans of both internal and external economic development agents and partners.
To coordinate and direct the City Support Programme and Built Environment Performance Plan in respect of National Treasury’s grant funding programmes on behalf of the
Executive Management Team
To lead shaping of the City in a sustainable and dynamic fashion by implementing economic growth and development strategies through its spatial development plans
and strategies and statutory processes in a way that realises the requirements of the Constitution, Municipal Systems Act and the Integrated Development Plan in order to
facilitate improved quality of life for all.
Strategic
The directorate’s strategic and operational service delivery objectives are:
6
3 year funding agreement with deliverables
Craft production cluster incubator
Call centre academy
Oil & gas industry needs
Java training project (CITI)
CT Port & small boat harbours
Health technology park
Atlantic green technology industrial park (land release, incentives etc)
Stakeholder services ecosystem – online portal
Enterprise skills & Job readiness programmes
Atlantis Dreamworker job placement
Planning law reform (SPLUMA, LUPA & by-law)
Spatial plans & policy documents
Zoning scheme
DAMS
City-Province strategic applications protocol
Pro-active land use application (‘high street’)
Recruitment & talent management
Green economy framework
Environmental fiscal reform
Demonstration projects
Growth management plan
Land use scenarios
MTREF mapping
Econ Devt & ERM departments involved
1.1(c) – Catalytic sectors
1.1(d) – Small business
1.1(e) – Planning regulation
1.1(f) – Green economy
1.2(b) – Growth management /
infrastructure planning
1.2(d) – EPWP
Directorate projects / initiatives / linkages
1.1(a) – Western Cape Economic
Development Partnership
THE OPPORTUNITY CITY
Programme
In addition to the One Cape 2040 and the CDS overarching strategies, the directorate derives its objectives and work programme
from the IDP and the following IDP linkages / programmes are addressed in the individual departments’ Service Delivery Budget
implementation plans (SDBIPs), namely:
3. LINKAGES TO THE IDP
7
See 1.2(b) above & 3.2(e) below
Economic development asset categorisation iro mature / sustainable ‘quick wins’, potential but further attention required, and nonviable
Mfuleni CBD upgrade
Nyanga urban node upgrade
DuNoon local area planning
Atlantis POS rationalisation
Gunners Circle, Epping
Student in-service training
Graduate internship programme
Limited learnerships
1.5(a) – Leveraging City assets
1.6(a) – Skills development
Bio-regional plan
Protected areas proclamation
Reserve management plans & Conservation management frameworks
IMEP targets (conservation & alien invaders)
Dassenberg ecological link
YES programme
Alternative energy sources (RE plan, small-scale embedded generation policy, city-owned generation)
City’s own carbon footprint (internal energy management policy, green fleet, retrofit programme etc)
Mass SWH programme
Energy Efficiency Forum
Climate change adaptation & resilience (CAPA)
Coastal management plan (ICMA)
Coastal setback lines
Coastal protection bylaw
Coastal infrastructure policy
Long term coastal monitoring programme
Coastal nodal development areas (recreation & amenities)
Blue Flag participation
Directorate projects / initiatives / linkages
1.4(a) – Public transport
1.3(b) – Water demand /
conservation strategy
1.3(a) – Resource efficiency
THE OPPORTUNITY CITY
Programme
8
Planning and packaging well located surplus land for release to social housing partners (incl Salt River & Lentegeur station)
ICDG grant funding (2x integration zones / corridors)
Voortrekker Rd & MSE Development & Investment strategies
GTP Regeneration Framework
Kapteinsklip station precinct
Mnandi Coastal Node Development Framework
PT 1 & 2 zones
BEPP densification monitoring system
Ceiling retrofit programme – support
3.2(d) – Developing integrated
human settlements
3.2(e) – Densification
3.4(d) – Electricity services
All departments involved
All departments participates
All departments involved
All departments involved
5.2(b) – Human resources
5.2(c) – Annual Community
Satisfaction Survey
5.3(a) – Financial management
5.3(b) – Internal management
processes
THE WELL-RUN CITY
4.2(b) – Heritage
Quality Public Spaces programme – various locations
CSIR Social facilities standards
City competence & delegated authority
Regulatory aspects (CTZS, inventory etc)
Under-recording (eg struggle heritage)
Rural cultural landscapes
Mayoral Memories programme
Physical restoration / development – various locations
Community outreach programme
All departments in a variety of projects / at various levels
4.1(b) – Strategic partnerships
4.2(a) – Community amenities
All departments involved
4.1(a) – C3 notification
responsiveness
THE INCLUSIVE CITY
Metro-wide analysis of surplus land
Local area planning initiatives
Individual project packaging
Also see 1.5(a) above and 3.2(d)&(e) / 4.2(a) below
Directorate projects / initiatives / linkages
3.2(b) – Using land / property to
leverage social issues
THE CARING CITY
OPPORTUNITY CITY
Programme
4. LINKAGES TO OTHER SUPPORTING STRATEGY
4.1 Economic Growth Strategy (EGS)
The EESP Directorate faces many challenges, in both its internal and external
environment. Departmental integration has also been a gradual process. Having laid
the foundation, in this financial year, the directorate is gearing up its implementation
of City Strategy (consisting of the EGS and SDS, aligned with the IDP’s 5 strategic focus
areas) and is setting goals to achieve this.
The EGS provides the strategic direction for the economic goals of the organisation
and its partners over the short to medium term. The principal objective of the EGS is
to grow the economy and create jobs - the overarching objective of the Opportunity
City. Whereas previously the emphasis or focus of economic activity was only in the
Economic Development Department, it is now realised that a ‘whole organisation’
effort is required and all Council departments must contribute to unlocking potential
economic activity in the City in a transversal manner. The directorate fully subscribes to
and plays a leading and coordinating role in this.
The EGS is underpinned by 5 strategic areas (strategies) namely:
• Competitiveness – Building a globally competitive city through institutional and
regulatory changes
• Infrastructure – Providing the right basic service, transport and ICT infrastructure
• Inclusion – Utilising work and skills programmes to promote growth that is inclusive
• Trade and sector development – Leveraging trade and sector development
functions to maximum advantage
• Sustainable growth – Ensuring that growth is environmentally sustainable in the
long-term
With this in mind, amongst others the directorate is responding and gearing its activities
towards the following objectives:
•
•
•
•
•
•
•
Realigning internal organisational resources
Reviewing grant allocations towards addressing Cape Town’s economic needs
Co-ordinating local development programmes to enhance the informal sector
Providing a business advisory service
Revising service level agreements to support growth sectors
Investigating options for energy diversification and promoting energy efficiency
Protecting environmental assets and expanding the eco-tourism sector.
4.2 Social Development Strategy (SDS)
The City Development Strategy also places strong emphasis on addressing poverty,
inequality and social ills while providing for the participation of people in their own
development. The SDS sets out what the City is doing, plans to do to and articulates
where external stakeholders, such as contracted service providers and organisations
receiving City grants, must contribute to creating an opportunity, safe, caring, inclusive
and well-run city that allows people to reach their potential.
9
In this light, the directorate is also playing a pivotal role in enabling social development
by addressing the challenge of the poor often having to engage in entrepreneurial
activities to support themselves and their families. This is achieved by:
• Supporting entrepreneurship activity in the formal and informal sector through
programmes which teaches new entrepreneurs skills in business and planning
procedures,
• Enabling the poor to utilise informal trading as a livelihood strategy, and
• Providing the poor with the relevant skills they can use to access job opportunities.
5. PERFORMANCE HIGHLIGHTS FROM THE 2012/13 ANNUAL REPORT
• The South African Planning Institute awarded their 2012 national planning award in
the municipal category to the CTSDF in recognition of its high quality, innovation and
progressive nature. Details of the CTSDF are available at www.capetown.gov.za/en/SDF.
• As part of the Directorate’s efforts to build an opportunity city and modernise its
regulatory systems, a new Cape Town Zoning Scheme (CTZS) was implemented
in March 2013, replacing the City’s 27 outdated legacy schemes. This included
allocating approximately 800 000 properties an appropriate one of the simplified
35 zones in the new scheme. The new zoning scheme is 26% more efficient that the
previous system, from a building plan approval (and departure) point of view.
• In addition to providing access to trading infrastructure and premises to
approximately 3 000 emerging entrepreneurs, the directorate hosted an Informal
Trading Summit in March 2013. One of the outcomes of the summit was the review
of the Informal Trading Policy and Bylaw. An online e-permitting system has also
been rolled out to roughly 95% of informal traders throughout Cape Town.
• The Directorate punched above its weight by creating 2 897 Extended Public Works
Programme jobs. Its budget-based target was 541 EPWP jobs.
• The Solar Water Heater Endorsement Programme was approved by Council and will
facilitate the roll-out of high-pressure solar water heaters. Energy-efficiency projects
under the energy efficiency demand-side management programme are currently
saving the City R18 million per annum, and reducing the City’s carbon emissions by
16 million tons. A three-year tender was awarded for the continued roll-out of the
highly successful electricity-savings campaign.
• The successful conclusion of the purchase of Klein Dassenberg – one of the
original core botanical sites that were previously known as the fynbos corridor.
This important biodiversity land will be used as a land bank to potentially facilitate
the development of land in the urban edge and industrial areas of Atlantis. This
arrangement is set to boost development facilitation in the area.
• The first draft of the City’s Integrated Coastal Management Policy was completed
during the year under review. It defines a vision for coastal management in Cape
Town with the intent to promote strategic, consistent and informed decision-making
with regard to the coast.
• The City approved eight integrated district spatial development plans, including
environmental management frameworks – a first for South Africa. These
environmental management frameworks were also concurrently approved by
the National Department of Environmental Affairs and Province’s Department
of Environmental Affairs and Development Planning. This will make a significant
contribution towards determining the need for, and the required level of,
environmental impact assessment procedures.
• 80.7% of building plans were finalised within statutory timeframes (target of 80%).
10
• In February 2013, the City of Cape Town became the first local authority in South
Africa to have its heritage resources management competency approved in
terms of the National Heritage Resources Act, Act 25 of 1999. During the year
under review, a number of heritage sites and assets underwent critical repairs and
upgrades.
• As part of Global Entrepreneurship Week, the annual Entrepreneurship Week
held on 9 and 10 November 2012 at the Cape Peninsula University of Technology
(CPUT) campus was attended by 645 delegates. 80 satellite events linked to the
Entrepreneurship week were held across Cape Town and attended by an estimated
2 400 people.
• The ongoing baboon management programme continues to be highly successful.
In 2012/13, the service provider was able to keep baboons out of affected urban
areas for over 95% of the time.
• The City’s environmental compliance and enforcement strategy continued to
achieve notable successes. Three staff members of the Directorate’s Environmental
Resource Management Department have been designated as environmental
management inspectors (‘Green Scorpions’) and assist in citywide environmental
enforcement. A new Marine Environmental Law Enforcement Unit was also
established.
• The Directorate received a number of environmental awards in 2012/13, including:
• first runner-up in the 2012 Greenest Metro competition;
• the SANEA (South African National Energy Association) energy project award;
• residential-category winner in the 2012 Eskom eta awards; and
• the Department of Environmental Affairs’ award for the best EPWP project in the
Western Cape for the Silwerstroom to Hout Bay Working for the Coast project.
6. OVERVIEW OF INDIVIDUAL DEPARTMENTS’ FUNCTIONS AND KEY PROJECTS
6.1 Planning & Building Development Management (PBDM)
As a developing city, the City has an obligation, in terms of applicable law and through
its urban planning and building development management systems, to create a safe
and healthy built environment that addresses the needs of its various communities.
The Planning and Building Development Management Department is responsible for
delivering the services related to regulating urban planning and building development
matters.
The departmental focus for 2014/2015 will be mainly implementing Phase 2 of the
Development Application Management System, continuing regulatory reform in the
Planning arena at all three levels of government (roll-out and implementation) and
review of standard operating procedures to closer align service delivery needs of the
various customer segments.
A key outcome of the department is the streamlining of the planning process, so that
the City can fully support and assist everyone who wishes to engage in development,
from large scale developers to smaller entrepreneurs and individual citizens in a most
responsive manner.
All planned projects of the department for this period are outlined in the departmental
business plan and Service Delivery Budget implementation plan (SDBIP).
11
6.2 Development Facilitation Unit (DFU)
Whilst the DFU has a number of detailed strategies to facilitate development outcomes,
it has two overarching areas of key focus, namely:
• Unlocking infrastructure incapacity which prevents or retards development, and
• Facilitating major and strategic development proposals requiring intervention mainly
with regard to removal of application bottlenecks.
The planned projects of the DFU is outlined in the directorate and Service Delivery
Budget implementation plan (SDBIP).
6.3 Spatial Planning & Urban Design (SPUD)
Spatial Planning and Urban Design is a spatial strategy, policy and planning
department that has a unique non-sectoral role to play. The Department is tasked
with implementing a spatial vision for Cape Town, facilitating the development of
mechanisms to achieve this vision and coordinating and collaborating across different
scales and sectors within the City of Cape Town (such as Housing, Transport, Utilities and
Economic Development in order to achieve integrated planning amongst internal and
external stakeholders impacting on and influencing the spatial organisation, growth,
form and performance of Cape Town.
In the 2014/2015 year ahead, the Department will be playing the leading coordination
role in the preparation of a Growth Management Plan for Cape Town in order to put
in place a longer term plan that will leverage the City’s assets to drive economic
growth and sustainable development. This will be supportive of the City’s economic
growth and infrastructure strategies to maximise opportunities to enhance infrastructure
financing through SIP 7 and maintain and upgrade basic service infrastructure to ensure
sustainability. The Department will continue to rationalise outdated planning policies
and focus on facilitating implementation of the new generation of spatial planning
policies now in place.
The Department will in future play a leading coordination role in the City Support
Programme and Built Environment Performance Plan in respect of National Treasury’s
grant funding programmes on behalf of the City. It will also champion transit-oriented
development in support of Cape Town’s integrated public transport network and
sustainable public transport operations in partnership with Transport for Cape Town in
support of Objective 1.4’s Public Transport Programme (1.4(a)) and the Programme to
investigate the City’s Strategic Assets.
All planned projects of the department for this period are outlined in the departmental
business plan and Service Delivery Budget implementation plan (SDBIP).
6.4 Environmental Resource Management (ERM)
The Environmental Resource Management Department’s role is to ensure that our
natural and heritage assets are optimised to provide a basis for sustainable economic
growth and social development, while ensuring long term protection and management
of these assets and their associated goods and services for future generations. The
Department is mandated, through the City’s Integrated Metropolitan Environmental
Policy (IMEP) to ensure all services are delivered in an environmentally, socially and
economically sustainable manner.
12
In 2014/15 Financial Year the main focus of the Environmental Resource Management
Department will be the review and revision of the City’s current Integrated Metropolitan
Environmental Policy, with the aim of setting a new and progressive environmental
sustainability strategy focussed on innovation, problem solving and quality living
environments and growth in the Green Economy by complementing the City’s social
and economic strategies.
Amongst others, consolidation of a green jobs unit and ongoing management and
development of the City’s nature reserves are planned. It also intends to finalise and
get the City’s Coastal Management Programme adopted as per the Integrated
Coastal Management Act.
The department further works with a variety of partner organisations, including other
spheres of government, NGOs and the academic and private sectors on heritage
projects and programmes. The department also works closely with other relevant line
functions in an advisory role.
All planned projects of the department for this period are outlined in the departmental
business plan and Service Delivery Budget implementation plan (SDBIP).
6.5 Economic Development
The Economic Development Department leads and supports Council’s mandate to
facilitate economic development in the Cape Town metropolitan area and broader
city region. It identifies bottlenecks in the economy that impede inclusive economic
growth, and to implement programmes within local government sphere of influence
that create a resilient economy where people are provided with opportunities to
access and share the benefits of economic growth, and subsequently thrive.
In addition to the IDP, the Department’s work is guided by the City’s Economic Growth
Strategy 2013 (EGS). As a result of the EGS being approved by Council in 2013, the
Economic Development Department is revising its structure and refocusing itself and
its activities in order to properly fulfil its role as a lead implementer of the EGS. The
approaches to economic development and the programme of activities for 2014/2015
represent the first phase of this re-engineering, and will continue to be reviewed and
refined to reflect the priorities set out in the EGS. It is clear at this early stage that the
department is under-skilled and under-staffed.
13
14
RESOURCES
Planning &
Building
Development
Management
Cheryl Walters
448
Environmental
Resource
Management
Osman Asmal
277
Support Services
Ashley Arendse
18
Development
Facilitation Unit
Kendall Kaveney
3
Spatial Planning
& Urban Design
Catherine Stone
43
Executive Director
Japie Hugo (Executive office)
4
Economic, Environment
and Spatial Planning
Economic
Development
Thembinkosi
Siganda
60
An organogram of the directorate’s departments and senior management structure is illustrated below:-
7.1 Senior Management structure
7. 7.2 Areas of Business Improvement
The Economic Growth Strategy (EGS) (approved by Council in May 2013) ushered in a
new conceptual shift in terms of Economic growth bias. It focuses on levers available
to the City to influence economic development and emphasises transversal strategy
implementation. The EGS prioritises regulatory modernisation, attracting investment into
the city (incentives), ease of doing business in Cape Town, leveraging City assets for
economic growth and a one-stop-shop approach for businesses.
As a result, the Economic Development Department has to be realigned to meet the
objectives of and be able to deliver on the EGS. The rationale for the realignment is the
following:• Current staffing structure not fully capacitated to deliver on new focus
• Increased levels of capacity and experience required
• Appears to be significant staff shortage & skills-gap currently
The realignment will most likely impact on the SDBIP and changes may be required in
the Adjustment Budget process.
Other than the above, some business improvement is also being undertaken in the
Enforcement Section of the PBDM department to better deliver on its mandate, and
some minor realignment is being undertaken in the Biodiversity Management branch of
the ERM department.
15
16
Financial Information
Table 1 Directorate operating revenue by source, expenditure by type and total capital expenditure
7.3
17
Spatial Planning
and Urban
Design: Spatial
transformation /
Integrated zones
Various
Economic,
Environment
& Spatial
Planning
Program/ Project
description
Economic,
Environment
& Spatial
Planning
R thousand
Municipal
Vote/Capital
project
Various
CPX.0003639
Project number
DC
IDP Goal
code
2
No
6
Individually
Approved
(Yes/No)
Various
Other
assets
3
Asset
Class
Various
Other
Buildings
3
Asset SubClass
CPT CAPE TOWN - SUPPORTING TABLE SA36 DETAILED CAPITAL BUDGET
7.3.1 Expenditure allocation
57 171
Total
Project
Estimate
41 429
–
Audited
Outcome
2012/13
64 469
–
Current
Year
2013/14
Full Year
Forecast
Prior year outcomes
62 044
57 171
56 427
–
Budget Budget
Year
Year +1
2014/15 2015/16
55 927
–
Budget
Year +2
2016/17
2014/15 Medium Term
Revenue & Expenditure
Framework
Multiward
Ward
location
Renewal
New or
renewal
Project information
7.3.1 Expenditure allocation
ECON DEV,
R1 446 000,
2.21%
EESP MAN,
R156 828,
0.24%
ERM,
R22 259 450,
34.07%
SPUD,
R25 526 071,
39.07%
PBDM,
R15 950 000,
24.41%
7.3.2 Capital Programme for 2014/15 as aligned to the IDP
The Directorate has prioritised its capital projects under four main programmatic
initiatives, namely:
• Quality Public Spaces Programme (R26,5m) integrates suitable accommodation of
informal trading where appropriate and contributes to the upgrading of community
facilities and amongst others include the Strand Jetty Precinct, the Langa Station
Southern Forecourt, the Imizamo Yethu Entrance and the Durbanville Heritage Square
• Energy Efficiency and Low Carbon Economy Programme (R7,5m) where Energy
Efficiency Demand Side Management projects will be continued using term tenders
which include behaviour change interventions aimed at developing building
managers’ capacity to effectively manage energy consumption at City buildings
• Biodiversity and Terrestrial Ecosystem Management Programme ( R12,2m) focusses
on ongoing management and development of City’s nature reserves and will
prioritise the development of offices at Westlake and Witsands and finalise the land
acquisition for the Dassenberg Coastal corridor
• Development Application Management system implementation (R11,9m) will
continue in 14/15
8. RISK ASSESSMENT
Management, with the assistance of the Integrated Risk Management (IRM)
Department, has considered and taken due care to ensure risks which could impact on
achieving objectives are identified, addressed and managed on a day-to-day basis in
accordance with the City’s approved IRM policy and framework. Risk registers are thus
utilised as a tool to manage risks of the various departments. Risks identified and rated
equal or above Council’s approved (appetite) rating gets reported to EMT, as well as
the MayCo member on a six monthly basis.
18
9. DIRECTORATE SDBIP OBJECTIVES AND INDICATORS
Refer to attached detailed SDBIP (Appendix 2).
10. AUTHORISATION
The undersigned do hereby indicate their agreement with the contents of and
outcomes stated in this document.
Name
Executive Director
J Hugo
PC Chairperson
X Limberg
Mayco Member
G Bloor
Signature
Date
11. APPENDICES
Appendix 1 :-Statutes and legislation affecting the directorate’s mandate
Appendix 2 :-Directorate 2014/2015 SDBIP
19
20
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Land Use Planning Ordinance, No 15 of 1985 (LUPO) & LUPO Scheme Regulations
National Environment Management Act, No 107 of 1998 and Regulations (NEMA)
National Heritage Resources Act, No 25 of 1999 (NHRA)
National Building Regulations and Buildings Standards Act, No 103 of 1977 and Building Regulations
Less Formal Townships Establishment Act, No 113 of 1991 (LEFTEA)
Removal of Restrictions Act, No 84 of 1967
Outdoor Advertising and Signage By-law, No 5801 of 2001
Promotion of Administrative Justice Act, No 3 of 2000 (PAJA)
Municipal Systems Act, No 32 of 2000
Local Government Municipal Planning & Performance Management Regulations 2001
Land Survey Act, No 8 of 1997
National Environmental Management: Integrated Coastal Management Act
National Environmental Management: Biodiversity Act
National Environmental Management: Protected Areas Act
Conservation of Agricultural Resources Act
Business Act, 71 of 1991
National LED framework
Informal Trading By-law, 2013
SPLUMA: Spatial Planning and Land Use Management Act
LUPA: Western Cape Land Use Planning Act
The core functions of the Directorate are regulated and controlled by the following statutes and legislation, but are not limited to
that which is contained on the list below:
STATUTES AND LEGISLATION AFFECTING THE DIRECTORATE’S MANDATE
APPENDIX 1
21
SFA 1 - The
Opportunity
City
CSC
Indicator
no.
1A
SFA 1 - The
Opportunity City
SFA &
Corporate
Objective
ALIGNMENT TO IDP
Objective
1.1 - Create
an enabling
environment
to attract
investment
to generate
economic
growth and
job creation
Objective
1.1 - Create
an enabling
environment
to attract
investment
that
generates
economic
growth and
job creation
% of Land Use
Applications
finalised within
statutory
timeframes
(weighted
average of 4
and 7 months
applications)
Corporate
Objective
Draft a
Planning
by-law for
Regulatory
reform
% of Building
plans
approved
within
statutory
timeframes
(30 - 60 days)
Indicator
(To include
unit of
measure)
The
Municipal
Planning ByLaw Working
Group has
been reestablished.
The work
group has
commenced
assessing the
draft by-law.
80.7%
1.1 (e) Planning
and
regulation
programme
P 1.1 (e) Direct./ Dept.
Planning
achievement
and
as at 30 June
regulation
2013
programme
Baseline
2012/2013
Program
name and
number
Report on
the by-law
to council
sign off
by ED for
submission
to council
85%
85%
Annual
Target
30 June
2015
Report on
the by-law to
council sign
in-house Cheryl Walters
off by ED for
submission to
council
Commenting period/
public
Nil
participation
completed
Draft bylaw to be
advertised
in-house Cheryl Walters
85%
1. 85%
2. Implementation
results of
action plan
to unblock
blockages
85%
by internal
departments
3.Progress
of DAMS
upgrade
and results of
tracking
1. 85%
2. A list of
blockages in
the approval
processes
reported to
EESP PC
3.
Presentation
of tracking
results to be
presented to
EESP PC.
in-house Cheryl Walters
Capex Responsible
budget
Person
85%
30 June
2015
85%
31 March
2015
85%
31 Dec
2014
TARGETS
85%
30 Sept
2014
DIRECTORATE SDBIP 2014 / 2015: ECONOMIC, ENVIRONMENT AND SPATIAL PLANNING
Link to Lead
Directorate
EESP
EESP
Frequency
Quarterly
Quarterly
Quarterly
22
SFA 3 The caring
city
SFA 1 - The
Opportunity City
SFA &
Corporate
Objective
CSC
Indicator
no.
ALIGNMENT TO IDP
Development
Applications
Management
System
(DAMS)
Objective
1.1 - Create
an enabling
environment
to attract
investment
that
generates
economic
growth and
job creation
Objective
3.4 - Provide
for the needs
of informal
settlements
and backyard
residences
through
improved
services
Energy and
Climate
Action Plan
reviewed
and updated
annually
Progress
against
milestones of
implementation of DAMS
as per the
Project plan
Corporate
Objective
The
development
of a low
carbon,
resource,
and energy
efficient city.
Indicator
(To include
unit of
measure)
1.1 (e)
- Planning and
regulation
programme
Strategy 5:
Prioritise City
competitiveness in
business improvement
initiatives
(EGS: Competiveness
Strategies)
P 3.4 (d)
12/13 Annual Energy
update
services
programme
New
Baseline
2012/2013
Program
name and
number
Review
signed off
by ED for
submission
to council
2.Solution
in Production.
3. End user
training
and post
go-live
support
Phase 2:
1. System
configuration and
development 100%
completed
Annual
Target
30 June
2015
First Draft
Review
Phase 1:
Post-Go Live
Support
(structure
in place
to support
system)
30 Sept
2014
DIRECTORATE SDBIP 2014 / 2015: ECONOMIC, ENVIRONMENT AND SPATIAL PLANNING
Link to Lead
Directorate
EESP
Frequency
Quarterly
Quarterly
Second Draft Draft Final
Review
Review
2. System
Configuration and
development 80%
completed
Phase 2:
1. Final Draft
of Functional
Specifications 80%
completed
Phase 2:
1.1st Draft of
Functional
Specifications 80%
completed
2. System
Configuration and
development 20%
completed
31 March
2015
31 Dec
2014
TARGETS
Marius Crous
Capex Responsible
budget
Person
Review
signed off
by ED for
in-house Osman Asmal
submission to
council
2.Solution in
Production.
3. End user
training and
post go-live
support
Phase 2:
1. System
configuration and
development 100%
completed
30 June
2015
SFA 3 The caring
city
SFA 1 - The
Opportunity
City
SFA 3 The caring
city
SFA &
Corporate
Objective
CSC
Indicator
no.
ALIGNMENT TO IDP
Progress
against
milestones
of planning
for Human
Settlements
project
(Atlantis sites)
Objective
3.2 - Ensure
increased
access to
innovative
human
settlements
for those who
need them.
Objective
3.2 - Ensure
increased
access to
innovative
human
settlements
for those who
need them.
Progress
against
milestones of
Kapteinsklip
Station
Precinct
and Mnandi
Coastal Node:
Development
Framework
Progress
according
to project
plan for Salt
River Market
Revitalisation
Project
Corporate
Objective
Objective
1.1 - Create
an enabling
environment
to attract
investment
that
generates
economic
growth and
job creation
Indicator
(To include
unit of
measure)
New
Section
33 report
submitted
to Council.
Consultants
appointed
and work
has commenced.
New
Baseline
2012/2013
Land use
/ EIA apP 3.2 (e) plication
Densification
ready to
Programme
be advertised.
Final EIR
advertised.
Support social housing
development of site,
alternatively
draft tender
for land
release.
If social
housing
responses
acceptable,
detailed
process plan
for cooperative development.
Alternatively,
new land
release
process
detailed.
Social
Housing
Institutions’
response to
request for
proposals
assessed
Social
housing
packaging
of site
underway,
alternatively
final tender
for land
release
complete.
30 June
2015
Draft development
framework
report submitted
Statutory
Draft
applications
statutory
submitted
applications
to DEADP /
for comment
PBDM.
Contextual
analysis to
feed into
statutory
applications
complete.
Land
use / EIA
application
ready to be
advertised.
Final scoping
report
complete,
Final EIR
draft EIR
advertised.
circulated
for team
comment
31 March
2015
31 Dec
2014
30 Sept
2014
TARGETS
Options and
evaluation
report
circulated
for comment
Social
housing
packaging of site
P 3.2 (e) underway,
Densification alternaProgramme tively final
tender
for land
release
complete.
P 1.1 (e) Planning
and
regulation
programme
Annual
Target
30 June
2015
Program
name and
number
DIRECTORATE SDBIP 2014 / 2015: ECONOMIC, ENVIRONMENT AND SPATIAL PLANNING
Link to Lead
Directorate
EESP
EESP
Frequency
Quarterly
Quarterly
Quarterly
23
in-house
in-house
in-house
Catherine
Stone
Catherine
Stone
Catherine
Stone
Capex Responsible
budget
Person
SFA 1 - The
Opportunity
City
SFA 1 - The
Opportunity
City
SFA1 - The
Opportunity
City
SFA &
Corporate
Objective
CSC
Indicator
no.
Further
development
of Investment
Incentives
Objective
1.1 - Create
an enabling
environment
to attract
investment
that
generates
economic
growth and
job creation
Objective
1.1 - Create
an enabling
environment
to attract
investment
that
generates
economic
growth and
job creation
Progress
against
milestones
in informal
economy
research plan
Number of
quarterly
reports on the
state of the
Cape Town
economy
Corporate
Objective
Objective
1.1 - Create
an enabling
environment
to attract
investment
that
generates
economic
growth and
job creation
Indicator
(To include
unit of
measure)
Existing
Investment
Incentives
Policy
Draft
Informal
Economy
Research
findings
document
completed
4 quarterly
reports on
the state
of the
Cape Town
economy
Baseline
2012/2013
1.1(d) Small
business
centre
programme
1.1(d) Small
business
centre
programme
1.1 (c)
Identification and
promotion
of catalytic
sectors, such
as oil and
gas Program
Program
name and
number
Review of
investment
incentives
policy
signed
off by the
ED and
submitted
to the
Mayor
CT Informal
Economy
Study
completed
2015 Q1
State of
the Cape
Town
Economy
report
completed
Annual
Target
30 June
2015
Monitoring
report on
Further areas implemenidentified
tation of
for spatial
incentives
targeting
in targeted
areas for Q1
2014/2015
2014 Q3
State of the
Cape Town
Economy
report
completed
2014 Q2
State of the
Cape Town
Economy
report
completed
Finalisation
of the draft
Finalise
macromapping
perspectives
of informal
report.
activities.
Identification
and
Completion
investigation
of the draft
of informal
macro
value chains.
perspectives
Draft Value
report.
Chain report
completed.
31 Dec
2014
30 Sept
2014
Monitoring
report on
implementation of
incentives
in targeted
areas Q2
2014/2015
Completion
of draft
institutional
report
Finalisation
of the
informal
sector value
chains
report.
2014 Q4
State of the
Cape Town
Economy
report
completed
31 March
2015
TARGETS
Quarterly
Quarterly
ALIGNMENT TO IDP
Quarterly
Frequency
Link to Lead
Directorate
DIRECTORATE SDBIP 2014 / 2015: ECONOMIC, ENVIRONMENT AND SPATIAL PLANNING
24
in-house
in-house
Thembinkosi
Siganda
Thembinkosi
Siganda
Capex Responsible
budget
Person
Review of
investment
incentives
policy
Thembinkosi
in-house
signed off by
Siganda
the ED and
submitted to
the Mayor
CT Informal
Economy
Study
completed
2015 Q1
State of the
Cape Town
Economy
report
completed
30 June
2015
25
1D
SFA 1 - The
Opportunity 1I
City
SFA 1 - The
Opportunity
City
CSC
Indicator
no.
1B
SFA 1 - The
Opportunity City
SFA &
Corporate
Objective
ALIGNMENT TO IDP
Objective
1.2 - Provide
and maintain
economic
and social
infrastructure
to ensure
infrastructureled economic
growth and
development
Number of
Expanded
Public Works
programmes
(EPWP)
opportunities
created
2897
1.2 (d)Expanded
Works
Programme
673
95%
1.2 (b)
Direct./ Dept.
-Mainteachievement
nance of
as at 30 June
infrastruc2013
ture
Percentage
spend on
repairs and
maintenance
Finalisation
of legal
issues in
advance
of Phase 3
92%
P1.1 (a)Western
Cape Economic Development
Partnership
Budget
for Phase
3 determined
93,60%
New
P1.1 (c) Identify and
promote
catalytic
sectors
Program
name and
number
1.2 (b)
-Maintenance of
infrastructure
Objective
1.1 - Create
an enabling
environment
to attract
investment
that
generates
economic
growth and
job creation
Baseline
2012/2013
Annual
Target
30 June
2015
Percentage
spend of
Capital
Budget
Progress
against
milestones of
the Two Rivers
Urban Park
programme
Corporate
Objective
Objective
1.2 - Provide
and maintain
economic
and social
infrastructure
to ensure
infrastructureled economic
growth and
development
Indicator
(To include
unit of
measure)
45,5%
21,5%
150
380
24,12%
490
70,2%
48,27%
Agreed
service
providers appointments
1. Project
structure for
Phases 2 & 3
2. Budget
for Phase 2
compiled
3.Communication
strategy
developed
6,73%
31 March
2015
TARGETS
31 Dec
2014
Nil
30 Sept
2014
DIRECTORATE SDBIP 2014 / 2015: ECONOMIC, ENVIRONMENT AND SPATIAL PLANNING
Link to Lead
Directorate
EESP
Finance
Office of the Deputy City
Manager
Frequency
Quarterly
Quarterly
Quarterly
Quarterly
Capex Responsible
budget
Person
673
95%
92%
Catherine
Stone, Osman
Asmal
Directorate
Finance
Manager
(Edwina
Daniels)
Directorate
Finance
Manager
(Edwina
Daniels)
Finalisation
of all
Kendall
in-house
Kaveney
property
related issues
30 June
2015
26
CSC
Indicator
no.
SFA 1 - The
Opportunity 1.M (b)
City
SFA 1 - The
Opportunity 1.M (a)
City
SFA &
Corporate
Objective
ALIGNMENT TO IDP
Objective
1.6 -Maximise
the use of
available
funding and
programmes
for training
and skills
development
Objective
1.6 -Maximise
the use of
available
funding and
programmes
for training
and skills
development
Corporate
Objective
Number of
apprentices
Number of
external
trainee and
bursary
opportunities
(excluding
apprentices)
Indicator
(To include
unit of
measure)
N/A
Directorate Annual target to
be determined by
Corporate
HR
Annual
Target
30 June
2015
1.6 (a)
Sectoral education and
training authority (SETA)
and EPWP
funding
used to train
apprentices
and create
N/A
other external training
opportunities. Training
apprentices
for vacant
posts in the
administration and the
city
1.6 (a)
Sectoral education and
training authority (SETA)
and EPWP
funding
used to train
5 learnerships apprentices
and 66 coand create
op/ intern
other exterstudents
nal training
opportunities. Training
apprentices
for vacant
posts in the
administration and the
city
Baseline
2012/2013
Program
name and
number
N/A
Directorate
Annual
target to be
determined
by
Corporate
HR
Directorate
Annual
target to be
determined
by
Corporate
HR
N/A
31 Dec
2014
N/A
Directorate
Annual
target to be
determined
by
Corporate
HR
31 March
2015
TARGETS
30 Sept
2014
DIRECTORATE SDBIP 2014 / 2015: ECONOMIC, ENVIRONMENT AND SPATIAL PLANNING
Link to Lead
Directorate
Corporate Services
Frequency
Annual
N/A
N/A
Directorate
Annual
target to be
determined
by
Corporate
HR
30 June
2015
Nonzuzo
Ntubane
Nonzuzo
Ntubane
Capex Responsible
budget
Person
SFA 5 The WellRun City
SFA 5 The WellRun City
4A
SFA 4 - The
Inclusive
City
5E
_
_
5D
CSC
Indicator
no.
SFA &
Corporate
Objective
ALIGNMENT TO IDP
Objective
4.1 Ensure responsiveness by
creating an
environment
where citizens
can be
communicated with and
responded to.
Direct./ Dept.
achievement
as at 30 June
2013
Percentage
adherence to
EE target
5.2 (b)
Human
resources
strategy
Direct./ Dept.
achievement
as at 30 June
2013
Direct./ Dept.
achievement
as at 30 June
2014
Percentage
vacancy rate
Percentage
adherence
to OHS target
(composite
indicator)
5.2 (b)
Human
resources
strategy
Percentage
budget spent
on implementation of WSP
Direct./ Dept.
achievement
as at 30 June
2013
5.2 (b)
Human
resources
strategy
Objective 5.2
-Establish an
efficient and
productive
administration
Direct./ Dept.
that prioritises
Percentage of achievement
delivery
absenteeism
as at 30 June
2013
5.2 (b)
Human
resources
strategy
5.2 (b)
Human
resources
strategy
Direct./ Dept.
achievement
as at 30 June
2013
95%
≤ 5%
95%
≤ 7%
2%
80%
5.2 (b)
Human
resources
strategy
105,72%
Program
name and
number
4.1 (a) Managing service delivery
through the 100%
service management
programme
Baseline
2012/2013
Annual
Target
30 June
2015
Percentage
adherence
to Citywide
service
standard
based on
all external
notifications
Indicator
(To include
unit of
measure)
Objective5.2
- Establish an
efficient and
productive
administration Percentage
that prioritises adherence
delivery
to EE target
(disabled)
Corporate
Objective
Link to Lead
Directorate
100%
80%
30 Sept
2014
DIRECTORATE SDBIP 2014 / 2015: ECONOMIC, ENVIRONMENT AND SPATIAL PLANNING
≤ 7%
95%
≤ 5%
≤ 7%
95%
≤ 5%
10%
30%
2%
80%
100%
70%
≤ 5%
95%
≤ 7%
2%
80%
100%
31 March
2015
TARGETS
31 Dec
2014
2%
Quarterly
Quarterly
Corporate Services
Frequency
Quarterly
Quarterly
Quarterly
Quarterly
Quarterly
27
95%
≤ 5%
95%
≤ 7%
2%
80%
100%
30 June
2015
Nonzuzo
Ntubabe
Rudolph
Pollard
Nonzuzo
Ntubabe
Rudolph
Pollard
Dikeledi
Tshuduku no:021 400 5261
Rudolph
Pollard
Rudolph
Pollard
Michael Siyolo
Sunnet
Kloppers
Gavin van
Schalkwyk
Capex Responsible
budget
Person
SFA 5 The WellRun City
SFA 5 The WellRun City
SFA &
Corporate
Objective
_
_
_
CSC
Indicator
no.
ALIGNMENT TO IDP
Percentage
Internal Audit
findings
resolved
Number of
risk registers
signed and
submitted to
IRM timeously
Objective 5.2
-Establish an
efficient and
productive
administration
that prioritises
delivery
96,10%
Baseline
2012/2013
Annual
Target
30 June
2015
Direct./ Dept.
achievement
as at 30 June
2014
5.3 (b) InterDirect./ Dept.
nal manachievement
agement
as at 30 June
processes
2013
programme
3
70%
100%
asset
register
verified
5.3 (a) Financial man95%
agement
programme
Program
name and
number
5.3 (b) InterDirect./ Dept.
nal manPercentage of achievement
agement
assets verified as at 30 June
processes
2013
programme
Objective
5.3 - Ensure
financial
prudence
with clean
audit by
the Auditor
General
Percentage
of Operating
Budget spent
Objective
5.3 - Ensure
financial
prudence
with clean
audit by
the Auditor
General
Corporate
Objective
Indicator
(To include
unit of
measure)
1
1
1
70%
70%
70%
N/A =ALL
directorates
75%
50%=Finance
directorate
N/A =ALL
directorates
25%=Finance
directorate
70%
31 March
2015
50%
31 Dec
2014
TARGETS
20%
30 Sept
2014
DIRECTORATE SDBIP 2014 / 2015: ECONOMIC, ENVIRONMENT AND SPATIAL PLANNING
Link to Lead
Directorate
Finance
Internal Audit
Compliance &
Auxiliary Services
Frequency
Quarterly
Quarterly
Quarterly
Quarterly
28
3
70%
100%
95%
30 June
2015
Ludwig
Geldenhuys
Riaan Vosloo
Directorate
Finance
Manager
(Edwina
Daniels)
Directorate
Finance
Manager
(Edwina
Daniels)
Capex Responsible
budget
Person
FINANCE
DIRECTORATE EXECUTIVE SUMMARY
OF THE SERVICE DELIVERY AND
BUDGET IMPLEMENTATION PLAN
2014/2015
EXECUTIVE DIRECTOR: KEVIN JACOBY
CONTACT PERSON: NOTHEMBA LEPHEANA
Website (for detailed SDBIP):
www.capetown.gov.za/en/idp/pages/implementingtheidp.aspx
VISION OF THE CITY:
• To be an opportunity city that creates an enabling environment for economic
growth and job creation
• To deliver quality services to all residents
• To serve the citizens of Cape Town as a well-governed and corruption-free
administration
This is a one year plan giving effect to the 2014/2015 budget, which is aligned to
the 2012-2017 IDP. It sets out the strategies in quantifiable outcomes that will be
implemented over the 2014/2015 financial year. It considers what was set out in the IDP,
the economic growth strategy and the social development strategy, and indicates
what the Directorate needs to do to deliver on the IDP, how this will be done, what the
outcomes will be, what processes it will follow and which inputs will be used.
2
TABLE OF CONTENTS
1.
EXECUTIVE SUMMARY
4
2.
PURPOSE AND SERVICE MANDATE OF DIRECTORATE
4
3.
STRATEGIC ALIGNMENT TO THE IDP
6
4.
PERFORMANCE PROGRESS AND OUTCOMES
8
4.1 Past year’s performance
8
4.2 Areas of Business Improvement
9
5.
PARTNERS AND STAKEHOLDERS IN THE STRATEGY PLAN (optional)
11
6.
RESOURCES
12
6.1
Senior management capability and structure.
12
6.2
Financial Information
14
7.
RISK ASSESSMENT
17
7.1
17
8. OBJECTIVES AND INDICATORS OF THE DIRECTORATE SDBIP
Revenue risks
17
9. AUTHORISATION
17
10.APPENDICES:
17
18
Annexure A.1: 2014/2015 Directorate SDBIP 3
1. EXECUTIVE SUMMARY
The Finance Directorate ensures sound financial management of the City’s financial
resources, in compliance with the Municipal Finance Management Act, together with
other related legislation, policies and procedures.
The Directorate’s core functions are led by Strategic Focus Area 1 – The Opportunity
City, and Strategic Focus Area 5 – The Well-Run City, and give validity to the City’s
objectives:
• “1.2Provide and maintain economic and social infra-structure to ensure
infrastructure-led economic growth and development;
• 1.5Leverage the City’s assets to drive economic growth and sustainable
development; and
• 5.3Ensure financial prudence with clean audits by the Auditor-General.”
The Directorate’s main priorities include among others the following:
•
•
•
•
Clean audit
City’s Immovable Property Asset Register (IPAR)
City’s Revenue Collection
Supplementary and General Valuations Projects
The Directorate’s strategy on achieving these priorities is contained in the Directorate’s
Service Delivery and Budget Implementation Plan (SDBIP) in line with the City’s IDP.
2. PURPOSE AND SERVICE MANDATE OF DIRECTORATE
The intent and purpose of the Finance Directorate is, inter alia:
• The maintenance of accurate and complete financial records to enhance
decision-making
• Compilation and Implementation of affordable balanced operating and capital
budgets aligned to the IDP
• The sustaining of confidence in the financial records of the City
• Managing the City’s banking, investments, borrowings and cash flow in the most
effective, economical and efficient manner.
• Leveraging sustained returns from the City’s immovable property assets
• Leveraging immovable property assets to promote sustained financial, social and
environmental returns in support of the City’s strategic objectives as embodied in
the Integrated Development Plan
• Timeous and accurate collection of monies and funds due to the City
• Monitoring and controlling all expenditure in order to embed sound financial
discipline and ensuring accountability for the use of public funds
• Fair property valuations in order to equitably levy rates on all properties for the
provision of non-tariff funded services
• Implementation of sound supply chain management policies and procedures
• Development and reviewing of financial and finance-related policies
• Ensuring compliance to relevant legislation, and the implementation and
maintenance of good governance
• Modelling the impact of the Total Municipal Account (TMA) on residents to ensure a
fair financial distribution of the burden.
4
In supporting the City’s strategies, the Finance Directorate’s intention is achieved
through the main objectives of each of its ten Departments:
Budgets
To give financial effect to the strategic focus of the City in the form of a short, medium and
long term financial plan which is credible, viable and sustainable.
Expenditure
To provide a financially controlled environment by ensuring timeous and accurate
payment of City creditors, councillors and officials in compliance with relevant legislation.
Furthermore, the Department ensures that all Payroll accounts are reconciled and that an
effective Support Service is in place for Finance Directorate.
Inter–Services Liaison
Assisting departments experiencing difficulties with processes, tariffs or financial viability,
especially where more than one department has a role to play, as well as the provision
of financial control and administrative support for grants-in-aid and central improvement
districts. Managing the rates policy development, tariff setting and impact on all residents.
Modelling the TMA distribution to ensure a fair distribution of all billed municipal charges
and the collectability thereof.
Property Management
Leveraging immovable property assets to promote sustained financial, social and
environmental returns in support of the City’s strategic objectives as embodied in
the Integrated Development Plan; and further to promote and oversee the optimal
deployment and utilisation of the City of Cape Town’s immovable property asset portfolio
in alignment with the strategic objectives of the City for the benefit of all of the citizens of
the City.
Revenue
Providing accountable revenue services and informing citizens through council structures
as to their responsibility in creating a solvent and prosperous City.
Shareholding
Management
Managing the legislated relationship between the City and the Municipal Entities; ensuring
good governance and protecting the integrity of the City’s shareholding investment.
Supply Chain
Management
To be a leading edge Supply Chain Management Service Provider to the City of Cape
Town and to provide a cost effective, efficient and sustainable service to our customers,
adding measurable value to the City of Cape Town’s strategic objectives.
Treasury
Ensure compliance to relevant legislation by reporting timeously and safeguarding assets
in order to achieve the strategic and operational objectives of the Department in an
efficient, effective and economic manner, and furthermore, to support the implementation
of the budget by ensuring adequate cash reserves are available.
Valuations
The Valuations Department effectively and efficiently manages the preparation of General
and Supplementary Valuations Rolls as prescribed by the Local Government Municipal
Property Rates Act of 2004 and council policy.
Finance Directorate customers are both internal and external, including:
External Customers – Citizens and ratepayers, Government Departments at all levels,
Parastatals, the Business Sector, Municipal Entities, Regulatory and ad hoc stakeholders,
commercial banks/investors, private sector, institutions (eg. IMFO, SALGA, NGO’s),
Development and Social Community, Service providers, Vendors/suppliers, the Audit
Committee and Unions.
Internal Customers – City’s Directorates and Line Departments (officials), Councillors.
The ultimate aim of the Directorate is to ensure excellent financial governance is
instilled throughout the organisation, with clear internal controls, sustainable policies
and standardised procedures that will ensure legislative compliance and minimise
fraud and corruption. The Directorate hopes, over time to ensure that the MFMA is
fully implemented in every area and that there is true value for money achieved
through the use of the public funds entrusted to local government and these funds are
always utilised for the provision of service delivery in a way that is fair, equitable and
transparent.
5
3. STRATEGIC ALIGNMENT TO THE IDP
LINKAGE TO IDP AND CHANGE IN INDICATORS AND TARGETS
A municipality’s financial plan integrates the financial relationships of various revenue
and expenditure streams giving effect to the IDP as a whole. The City is funded by
public money, and it therefore expected to exercise the highest levels of corporate
governance, promoting The Well-Run City, ensuring financial prudence with clean
audits by the Auditor-General.
The Finance Directorate supports the City’s Integrated Development Plan in its entirety,
providing financial resources and services which enable the City to be an efficient,
effective and development-oriented public service for Cape Town.
In particular the IDP is supported via:
STRATEGIC FOCUS AREA 1 – THE OPPORTUNITY CITY:
Objective 1.2: Provide and maintain economic and social infrastructure to ensure
infrastructure-led economic growth and development Programme 1.2(b): Maintenance
of infrastructure
• 1.B Percentage spend of capital budget
• 1.D Percentage spend on repairs and maintenance
An important emphasis for the City is infrastructure investment. This entails the
determination of investment and growth trends to ensure that adequate infrastructure
is provided in areas of high growth. Investment in the maintenance and expansion
of essential utilities and services, such as water and sanitation, electricity, solid waste
removal and disposal, roads, stormwater and transport infrastructure is fundamental to
improve services and the quality of life of all citizens, as well as encourage local and
foreign investors to invest in other economic infrastructure.
The outcomes of the MTREF (Medium-Term Revenue and Expenditure Framework)
modelling performed incorporates the strategic focus areas of the IDP as well as core
economic, financial and technical data obtained at local and national level.
Objective 1.5: Leverage the City’s assets to drive economic growth and sustainable
development Programme 1.5(a): Investigate all the City’s strategic assets:
1. L Percentage development of an immovable property asset management
framework
• Development of a comprehensive immovable asset register
• Development of an immovable property asset management compliance
framework to ensure legislative compliance
• Development of a centralised custodial role for immovable property asset
management, with policy/strategy-based decision making over the full property
life cycle, and the development and retention of existing capacity within the
organisation
6
The City is in the process of developing an immovable property asset management
framework dealing with land, buildings and property rights, incorporating a
comprehensive asset register, asset management system, compliance framework and
strategy aligned with the City’s strategic focus areas and international best practice in
immovable property asset management.
STRATEGIC FOCUS AREA 5 – THE WELL-RUN CITY:
Objective 5.3: Ensure financial prudence, with clean audits by the Auditor-General
Programme 5.3(a): Financial management programme
•
•
•
•
5.F Opinion of the Auditor General
5.G Opinion of independent rating agency
5.H Ratio of cost coverage maintained
5.I Net Debtors to Annual Income [Ratio of outstanding service debtors to revenue
actually received for services]
• 5.J Debt coverage by own billed revenue
In realising the City’s goals as contained in the IDP, financial resources are fundamental.
The Financial Management Programme supports:
• Ensuring an effective revenue stream – the City’s revenue stream is modelled on a
combination of recent trends, forecast economic and fiscal conditions as well as
local operational circumstances. The respective revenue sources are monitored
and determined to ensure sustainable medium-term to long-term cash flows in
accordance with the City’s expenditure programme.
• Managing tariffs for municipal services, so that annual tariff changes are
predictable and gradual – Tariffs and charges are set within a range of typical
benchmarks, such as the consumer price index. The three-year indicative tariffs
are determined for major services to illustrate the financial effect of medium-term
operational and investment plans.
• Implement, track and report on measurable targets for debt collection – Debt
management actions and the payment ratio are the measurable targets for debt
collection. Debt management actions against non-payers are taken monthly.
These actions include monthly final demands, water and electricity restrictions for
disconnections, and handing over of accounts to attorneys for legal debt collection
processes. The Water Services Department needs to repair water leaks and increase
the installation of water management devices. This will improve the City’s payment
ratio and reduce the total debt book.
• Ensure that citizens are billed correctly and only for services they consume –
Citizens are currently only billed for services they consume, and the City’s CSS
results reflect positively on the accuracy and correctness of billing. However, such
accuracy and correctness remain dependent on the input uploaded by the
utility and service departments. Internal billing controls are in place to identify
material variances. Invoices are consolidated, displaying itemised and clearly
indicated charges. Citizens are billed once a month, and adequacy, accuracy and
correctness of billing are established. In addition to the current practice of printing
and mailing, technology is being utilised to implement an e-billing solution, using
e-mail technology to make invoices more accessible and to encourage on-line
transacting for citizens with internet access.
7
4. PERFORMANCE PROGRESS AND OUTCOMES
4.1Past Year’s Performance
The Finance Directorate’s performance for the past year was extremely sound, resulting
in attaining “a Clean Audit” for the City from the Auditor-General, together with
maintaining an ongoing high investment rating.
Finance’s Budgeting Department gave financial effect to the strategic focus of the City
in the form of a short, medium and long term financial plan which is credible, viable
and sustainable. Further, an affordable, sustainable and balanced Operating and
Capital Budget (MTREF) aligned to the IDP was adopted for the new financial year.
The Collection/ Payment ratio target for the 2012/13 year was 95% and a 95.3% 12
month rolling average was achieved.
The total debt outstanding as at 30 June 2012 was R 5 711 billion and the total debt
outstanding as at 30 June 2013 was R 5 652 billion, which indicates clearly a reduction
of R59 million to the total debt outstanding. The aim is to increase the payment
ratio and reduce the total Debt outstanding by implementing innovative Debt
management actions and strategies. The result of this and the timeously and accurate
billing contributes largely to achieve the Cities objective 5.3(a) of “Ensuring financial
prudence with clean Audits by the Auditor-General of South Africa” and for 2012/13 the
City did achieved a Clean Audit.
In regard to Housing finance, the 2013/2014 year to date information indicates
significant advancements in terms of performance. There are various outputs and
outcomes that give testimony to the manner in which operational restructuring coupled
with expanded external relationship development have facilitated ongoing delivery
platforms aligned to the key focus areas. These advancements include - Increased
rental collections; Increased monthly selling scheme charge collections; Assignment
funding; Private Sector Landowner relationships; Expanded Social Housing funding
arrangements; Increased debtor management actions (including Indigent Grant
approvals); and Grant funding expenditure management and controls.
The Expenditure side of the Finance Directorate added to the sound performance
record with - Positive contributions towards a clean audit; Compliance with legislation in
payment of suppliers within 30 days; and Consistent and accurate payment of salaries
to councillors and officials.
Ongoing positive strides are being attained in regard to the development of
a comprehensive Immovable Property Asset Register (IPAR), together with the
development of an Immovable Property Asset Management System (IPAMS) for the
City.
The City’s performance of B-BBEE spend well exceeds the target and this trend is being
maintained due to the continual implementation of the Preferential Procurement
System within the City of Cape Town.
Shareholding Management continued to provide relevant financial and performance
related information on the operations of the CTICC. Further, regular updates on the
procedures followed at Board Meetings were provided to the relevant politician, while
the mandate to vote was obtained from the Executive Mayor and feedback was
8
provided to the full Council. Shareholding Management has played an active role in
advising on areas where new ways of doing business were considered by departments,
some being through the section 78 process outlined in the Municipal Systems Act. The
focus areas of involvement included the Stadium, Radio Trunking, Two Rivers Urban
Park and Proclaimed Fishing Harbours. Staff Members played an active and important
role in the Bid Adjudication Committee of the City as well as one member chairing the
Immovable Property Adjudication Committee (IPAC). The staff members also represent
the City at the Cape Town Partnership.
The Local Government Municipal Property Rates Act No 6 of 2004 requires that a
general valuation roll is prepared at regular intervals and the City of Cape Town has
chosen to prepare a general valuation roll every three years, to take care of the very
dynamic nature of the property market in the City. The City of Cape Town prepared a
General Valuation with a date of valuation of 1 July 2012, which became effective from
1 July 2013. Two supplementary valuations rolls were produced, as well as opening a
number of objection venues to receive objections from property owners.
The Finance Directorate has achieved various accolades and these are summarised as
follows:
• Unqualified Audit Report from Auditor General 8 consecutive years – with the
achievement of a clean audit report in the 2012/2013 financial year
• Unqualified audit reports for Municipal Entities for the past 3 years - with the
achievement of a clean audit report in the 2012/2013 financial year
• Received a high investment grade credit rating for the 6th consecutive year
• Improved Capital Budget Spending
• Sustainable Revenue collection despite the economic recession and high electricity
tariff increases
• Continued Improved Supply Chain Processes & Procedures in collaboration with line
departments
• Maintaining the ISO standard for Supply Chain Management
• International Associate to the Canadian National Executive Forum on Public
Property
4.2Areas of Business Improvement
In spite of the ongoing excellent performance of the Directorate, Business Improvement
interventions are considered and implemented on an ongoing basis as and when
identified.
Expenditure Department intends promoting continuous improvement on all its processes
and systems, and in particular on improving statistics on payments of the City’s creditors
within 30 days, as well as the training and development of GRNers for the payment of
goods and services.
Previously Finance’s Property Management Department undertook a major business
improvement initiative based on a revised strategy to introduce a systematic, structured
process covering property related activities on a life cycle basis including activities
associated with planning, acquisition, holding of property (use and occupancy) and
finally disposal. International best practice indicates that the cornerstone of sound asset
management is accurate information. The history of local government in the City has
left a level of vulnerability in this aspect. This vulnerability is being addressed through
9
the process of establishing an integrated immovable property asset register, which is
an exercise that will span fiscal years and will result in an appropriate level of accuracy
and management of proprietary corporate information and performance around
immovable property assets. A number of legislative, organisational and structural
changes have impacted on the outputs of the Department. In order to independently
assess the functional suitability of the Department’s structures and processes to respond
to the needs of clients and stakeholders a PESTEL analysis has been conducted
by PwC resulting in certain findings which have been presented to principles and
specific adjustments/interventions have been identified for implementation. Property
Management has inherited a large number of legacy transactions and projects that
were not finalised over a number of years by the former Administrations. The property
transaction life cycle that is usually anything from 4 months to 18 months depending
on the complexity of the transaction. Certain projects are under-way to deal with the
backlogs, and include but are not limited to :
• Lease Renewal Project – renewal or cancellation of expired leases
• Cell Mast Project – audit, reconciliation and clean-up of cell mast contracts ito
finance and governance
These projects are ongoing and based on the implementation of the Business
Improvement Project it is anticipated that remaining transactions will be dealt with as
part of the daily operational function. In terms of legacy and incomplete projects from
former administrations, provision has been made in the Institutional Framework and the
Organisational Design to cater for these.
Revenue Department has identified business improvements and interventions:
• Roll out of E-Services and E-Billing , which will result in cost saving on the printing and
posting of invoices and will provide Citizens a platform to transact on-line with the
city
• Automation of the Revenue/Rates clearances which will result in clearance
certificates being issues within 5 days that will expedite property sales and the city’s
reputation in assisting transfer attorneys with a shorter turnaround times.
• Implementing the blocking/limiting of pre-paid electricity purchasing for other
outstanding municipal debt that will result in the increase of income and a
reduction of outstanding debts.
In the area of Supply Chain Management the recruitment of suitably qualified
senior tender practitioners remains a challenge which impacts negatively on the
department’s ability to deliver tenders and contracts timeously. The burden of the
legislative requirements and the impact of court decisions are creating a need for a
more aggressive due diligence approach which is both time consuming and costly,
thereby frustrating and causing further delays in the delivery of tenders and contracts.
The department is reviewing the job family with a view to identify key tender and
procurement positions, in order to align them with a competitive market related
remuneration and professional stream. This approach should enable the City to attract
and retain competent staff.
Due to the variable nature of the work in Shareholding Management, it is difficult to
estimate the resources required. This results in the staff compliment being small and
therefore, at times, unable to cope with all the demands on their time. At this time there
are no areas of business improvement that can assist with this challenge.
10
The Valuations Department will review all critical operational processes to ensure
real time valuations. A service improvement plan will be established to drive the
achievement of agreed performance targets. This will be done alongside the
improvement of staff skill levels.
5. PARTNERS AND STAKEHOLDERS IN THE STRATEGY PLAN
Partners/ Stakeholders
Roles and Responsibilities
Council directorates, departments
and branches
Finance is a support service to the City and its Directorates and
Departments
Political structures such as the
Mayoral Committee, Finance
Portfolio Committee, other portfolio
committees and subcouncils
Consideration and approval of key financial elements and issues
Responsible for the approval of Policy and By-Laws.
Other tiers of government
Legislative / compliance liaison, ensuring budget content linkages where
relevant.
Development and implementation of appropriate housing finance strategy
and development appropriate funding programmes and policies.
Commercial Banks
Affordable housing funding and development in terms of comprehensive
funding structures and Council approved frameworks.
Project developers
Specific linkage relates to financial control and payments
Property Management Debtors
Interactive role viz City’s billing of lease charges.
Budget Committee
Provide guidance for amendments to budget related policies, By-laws and
tariffs as well as reviewing the TMA modelling results to determine whether
the TMA would be affordable to all the residents.
The steering committee seeks guidance regarding the legally compliant
Communities seeking to establish SRAs process that must be followed to gain the necessary support from those
who will have to pay the additional rates.
SRAs
Responsible and accountable for implementing the approved Business Plan
and budget to improve and upgrade their geographical area.
Organisations or bodies
They apply to the line departments or Subcouncils for grant funding and
are then responsible and accountable for utilising the grant funds in
accordance with Council’s decisions.
Institute of Municipal Finance Officers
(IMFO). This includes the Metro CFO
Forum and the Valuation and Rating
Forum.
Provide guidance on matters submitted by the City and other municipalities
on technical matters affecting municipal finance. This includes requests to
seek amendments to legislation which will be allocated to a committee or
forum to drive on behalf of IMFO. The Valuation and Rating consults wide
on matters affecting valuation and rating and this forum is chaired by the
Director: ISL.
National Department of Cooperative
Governance and Traditional Affairs
This department is the custodian of the MPRA and any Bills or proposed
amendments are being discussed with them by the IMFO valuation and
Rating Forum to seek consensus prior to it being submitted to Parliament.
However, where consensus cannot be reached, the Forum will seek to
present its views to the relevant Committee of Parliament.
Revenue Management Task Team
(RMTT)
(Previously known as Multi-Disciplinary
Debt Management Task Team
(MDDMTT)
Responsible to streamline Debt Collection.
Budget Committee
Responsible to finalise tariffs and amendments to Credit Control and Debt
Collection Policy
Payment of municipal accounts via
Third Parties, e.g. Pick n Pay, Shoprite,
Checkers, SA Post Office, etc.
Responsible for the payments made at all Third Party Stores and paying
funds over to the City.
External Providers
Responsible for Development of Staff.
Internal: All departments
External: Suppliers vendors/tenderers
To plan their respective departmental future needs with regards to goods
and services and to communicate this to SCM
An inter-dependant relationship which is mutually beneficial should exist
with suppliers
11
Partners/ Stakeholders
Roles and Responsibilities
CTICC
Relationship with this department as the liaison between the Executive
Mayor and the Chairperson of the Board, as outlined in legislation. The
CTICC complies with the legislative requirements as outlined in local
government legislation. All roles and responsibilities are outlined in the
Service Delivery Agreement between the City and the CTICC.
Khayelitsha Community Trust (KCT)
The relationship is governed by the Funding Agreement entered into
between the City and KCT. This agreement is aligned to the legislative
requirements in section 67 of the Municipal Finance Management Act.
Government Departments
Shareholding Management Department is one of the departments in the
City providing technical comments on proposed legislation to the Legal
Department in the City, which then drafts the formal response from the City
for approval by the Executive Mayor.
Audit Committee
Responsible to perform an oversight role to monitor organization wide
activities
MPAC
Investigate matters referred by Council
Auditor-General
Conduct annual audit and issue audit report
External Audit Firms
Assist Auditor-General
Counterparty banks / Investors
Facilitate loans, investments and banking transactions
JSE
Facilitate Bond issues
Medical profession
Settlement of accounts
Ratepayers
Participate during the public inspection / objection phase of the valuation
process
6.RESOURCES
6.1Senior management capability and structure
Finance Directorate’s senior management team consists of the Chief Finance Officer
and nine Directors.
Legislated Competency Levels: The Executive Director (CFO) and all the Directors have
been through the MFMA Minimum Competency Training and have completed the
course.
12
13
Director:
Expenditure
Nothemba
Lepheana
104
Director:
Budgets
Johan Steyl
26
165
Director:
Property
Management
Ruby
Gelderbloem
6.1.1 Finance Directorate organogram
9
Director:
Inter-Service
Liaison
George
Van
Schalkwyk
906
Director:
Revenue
Trevor Blake
CHIEF FINANCE OFFICER
KEVIN JACOBY
4
Director:
Shareholding
Management
Louise Muller
319
Director:
Supply Chain
Management
Leonard
Shnaps
50
Director:
Treasury
David
Valentine
142
Director:
Valuations
Christopher
Gavor
6.1.2 Outsource services
• Expenditure Department: The payment system of EPWP projects is currently
outsourced; however discussions are underway regarding performing these
functions internally.
• Property Management Department: Possible outsourcing in the future - Consultants
– staff housing, statutory processes, data capturing and purification
• Revenue Department: Possible outsourcing in the future - Printing of monthly
invoices; Dependency on other Departments to implement the moving into
shopping malls, as well as increasing the payment ratio and reducing outstanding
debt.
• Shareholding Management: Possible outsourcing in the future - Due to the nature of
the work done in the Department and the significant potential of legal challenges,
it is sometimes necessary to obtain legal opinions. These are occasionally sought
externally based on guidance provided by the Legal Department. In the future,
depending on the nature of entities to be established to ensure service delivery, it
may be necessary to outsource the various statutory registrations required, simply to
save costs and use resources in the best possible way.
• Valuations Department: Possible outsourcing in the future - Complex and difficult
properties which requires specialist input; independent quality assurance. Ensure
public confidence and buy-in on the values produced. It is assumed that the
current resources will be available and will perform at least at the same level of
production.
6.1.3 Lead and Contributing Directorate
Finance is the lead directorate for the City pertaining to all finance management
related deliverables. For more information the Finance SDBIP may be consulted.
6.2Financial Information
The intent and purpose of the Finance Directorate is, inter alia:
• The maintenance of accurate and complete financial records to enhance
decision-making
• Compilation and Implementation of affordable balanced operating and capital
budgets aligned to the IDP
• The sustaining of confidence in the financial records of the City
• Managing the City’s banking, investments, borrowings and cash flow in the most
effective, economical and efficient manner.
• Leveraging sustained returns from the City’s immovable property assets
• Leveraging immovable property assets to promote sustained financial, social and
environmental returns in support of the City’s strategic objectives as embodied in
the Integrated Development Plan
• Timeous and accurate collection of monies and funds due to the City
• Monitoring and controlling all expenditure in order to embed sound financial
discipline and ensuring accountability for the use of public funds
• Fair property valuations in order to equitably levy rates on all properties for the
provision of non-tariff funded services
• Implementation of sound supply chain management policies and procedures
• Development and reviewing of financial and finance-related policies
• Ensuring compliance to relevant legislation, and the implementation and
maintenance of good governance
14
• Modelling the impact of the Total Municipal Account (TMA) on residents to ensure a
fair financial distribution of the burden.
REVENUE – R819 733 918
OPEX – R1 971 014 539
CAPEX – R16 077 535
6.2.1 Summary of revenue by source:
WC000 Cape Town - Supporting Table SA2 Matrix Financial Performance Budget
(revenue source/expenditure type and dept.) FINANCE DIRECTORATE
Description
Vote 01 – Finance
Directorate
R thousand
Revenue By Source
Services Charges - Other
Rental of facilities
Interest earned - external investments
Agency Services
Transfers recognised
Gains on disposal of plant PPE
Other Revenue
-10 487 702
-108 182 060
-265 153 900
-139 445 964
-2 440 742
-111 000 000
-147 129 038
Total Revenue (excluding capital transfers and contributions)
-785 015 709
6.2.2 Summary of operating expenditure by type:
WC000 Cape Town - Supporting Table SA2 Matrix Financial Performance Budget
(revenue source/expenditure type and dept.) FINANCE DIRECTORATE
Description
Vote 01 – Finance
Directorate
R thousand
Expenditure By Type
Finance Charges
Employee related costs
Other expenditure
Contracted services
Debt Impairment
Depreciation & Asset Impairment
Other Materials
Transfers and Grants
Other Expenditure
886 061 949
616 159 950
403 415 344
34 238 323
12 805 929
11 537 919
51 498 427
6 626 658
403 415 344
Total Expenditure
2 022 344 498
15
16
Various
Total Capital
Various
expenditure
Various
Various
Asset
Class 4.
Various
Various
119 832 980
119 832 980
886 061 949
616 159 950
403 415 344
51 498 427
Furniture & Equipment
R4 million
Replacement of Warehouse Equipment R6.5 million
E-Procurement System R4 million
Immovable Property Asset Management System R1 576 240
Basement parking and access
R89.5 million
Major Capital Projects are –
6.2.5 Narrative on Directorate capital programme:
Finance Charges
Employee related costs
Other Expenditure Other Materials
21 544 442
21 544 442
Prior year outcomes
Total
Asset SubProject
Class 4.
Estimate Audited
Adjusted
Outcome
Budget
2011/12
2012/13
Major Features for the Finance Directorate are the following –
6.2.4 Major features of expenditure:
Various
Program/Project Project
description
number
Various
Finance
Parent
municipality:
R thousand
Municipal
Vote/
Capital
project
WC000 Cape Town – Supporting Table SA36 Detailed Capital Budget:
6.2.3 Summary of capital expenditure by type:
105 508 535
105 508 535
33 912 295
33 912 295
10 112 295
10 112 295
None
None
various
various
New or
renewal
Project information
Budget Year Budget Year Budget Year Ward
2014/15
+1 2015/16 +2 2016/17 location
2014/2015 Medium Term Revenue &
Expenditure Framework
7. RISK ASSESSMENT
Management, with the assistance of the Integrated Risk Management (IRM)
Department, has applied their minds and due care taken to ensure that risks which
could impact on them not achieving the Directorate’s objectives are identified,
addressed and managed on a day to day basis in accordance with the City’s
approved IRM Policy and IRM Framework.
Risk Registers are utilised as a management tool in order to manage all risks of the
Directorate. The risks identified and rated, equal or above the Council approved rating
(appetite) will be reported to the Executive Management Team (EMT), as well as to the
relevant Mayoral Committee member on a six monthly basis.
7.1Revenue risks
Any risks to achieving revenue projections, any expected major shifts in revenue
patterns and planned alternative sources of revenue, are available in the Finance
Directorate Risk Register.
8. OBJECTIVES AND INDICATORS OF THE DIRECTORATE SDBIP
The Finance Directorate’s objectives and indicators are contained on the Finance
Directorate 2014/2015 SDBIP which is attached as ANNEXURE A.1
9.AUTHORISATION
The undersigned do hereby indicate their agreement with the contents of this
document and the outcomes.
Name
Executive Director
Kevin Jacoby
Mayco Member:
Finance
Alderman Ian Neilson
Chairperson:
Finance Portfolio
Committee
Councillor Johannes van
der Merwe
Signature
10.APPENDICES:
Annexure A.1: 2014/2015 Directorate SDBIP.
17
Date
18
1.5(a)
Investigate
all the City’s
strategic assets
1.5
SFA 1: The
Opportunity City
1.2(b)
Maintenance of
infrastructure
1.2
SFA 1: The
Opportunity City
1.2(b)
Maintenance of
infrastructure
1.2
SFA 1: The
Opportunity City
Pillar, Corp
Obj No and
Program No/
Statutory/
Strategic Plan
Alignment to IDP
1.5 Leverage the
City’s assets to
drive economic
growth and
sustainable
development
94.33%
(2012/2013)
Baseline
2013/2014
Percentage
Development of
a comprehensive
Immovable
Property Asset
Register (IPAR)
52% Development of
Proof of Concept for
Architectural Objects
(Usage Areas)(100%)
Sourcing and
capruring additional
IPAR Data
(Accountability 95%),
Title Deeds (90%), Asset
Precincts (50%), OMA
(20%), Road reserves
(25%), Leases (80%)
Spatial Enablement of
IP Asset Data (30%).
Exploration of IPAR
System Linkages (20%).
Management and
Risk Data - format
and data (30%). IPAR
Governance ( 75%).
IPAR TRaining Material
(60%)
1.D Percentage
spend on repairs
104,68%
and maintenance
(City)
1.2 Provide
and maintain
economic and
social infrastructure
to ensure
infrastructure-led
economic growth
and development
Indicator
(to include unit of
measure)
1.2 Provide
and maintain
economic and
1.B Percentage
social infrastructure
spend of capital
to ensure
budget (City)
infrastructure-led
economic growth
and development
Corporate
Objective
2014/2015 FINANCE DIRECTORATE SDBIP
CSC Indicator No
1.B
1.D
Lead (L)/
Contributing (C)
Directorate
Finance (L)
All (C)
Finance (L)
All (C)
Finance
Will be
provided on
approval
of Annual
Budget by
Council
Will be
provided on
approval
of Annual
Budget by
Council
30 Sept 2014
73% Sourcing and
capturing additional
IPAR Data
(Accountability
95%), Asset Precincts
(95%, OMA (40%),
Road reserves (
25%), Leases (85%)
Spatial Enablement
of IP Asset Data
(50%). Exploration
57%
of IPAR System
Linkages (40%).
Usage areas without
lanre parcels identifivcation (30%)
Management and
Risk Data - format
and data (40%).
IPAR Governance
(75 %). IPAR TRaining
Material (60%)
95%
92%
Annual Target
30 June 2015
62,50%
Will be
provided on
approval
of Annual
Budget by
Council
Will be
provided on
approval
of Annual
Budget by
Council
31 Dec 2014
68%
Will be
provided on
approval
of Annual
Budget by
Council
Will be
provided on
approval
of Annual
Budget by
Council
31 Mar 2015
Targets
73%
95%
92%
30 June 2015
Director: Property Management, Ruby
Gelderbloem
Director:
Budgets,
Johan Steyl
Director:
Budgets,
Johan Steyl
Responsible
Person
19
1.5(a)
Investigate
all the City’s
strategic assets
1.5
SFA 1:The
Opportunity City
Pillar, Corp
Obj No and
Program No/
Statutory/
Strategic Plan
Alignment to IDP
CSC Indicator No
1.L
1.5 Leverage the
City’s assets to
drive economic
growth and
sustainable
development
Corporate
Objective
1.L Percentage
Development of
an Immovable
Property Asset
Management
System (IPAMS)
Indicator
(to include unit of
measure)
2014/2015 FINANCE DIRECTORATE SDBIP
Lead (L)/
Contributing (C)
Directorate
40%
Finalisation of Asset
Portfolio framework,
KPA’s, KPI’s and
measurement
methodology. (100%)
Allocation of assets to
portfolios (95%)
Completion of
IPAMS Business
Requirements. (100%)
IPAMS System Design
and Configuration
(75%) Execute
asset performance
measurement,
portfolio strategy
and business plan
development (50%)
Baseline
2013/2014
30 Sept 2014
65%
Allocation of assets
to portfolios (95%)
IPAMS System
Design and
Configuration (85%)
46%
Execute asset
performance
measurement,
portfolio strategy
and business plan
development (65%)
Annual Target
30 June 2015
52,50%
31 Dec 2014
59%
31 Mar 2015
Targets
65%
30 June 2015
Director: Property Management, Ruby
Gelderbloem
Responsible
Person
20
5.3(a) Financial
Management
Programme
5.3
SFA 5: The WellRun City
1.5(a)
Investigate
all the City’s
strategic assets
1.5
SFA 1:The
Opportunity City
Pillar, Corp
Obj No and
Program No/
Statutory/
Strategic Plan
Alignment to IDP
1.L Percentage
Development of
the centralised
corporate
custodial role
for Immovable
Property Asset
Management
Indicator
(to include unit of
measure)
Annual Target
30 June 2015
30 Sept 2014
88%
31 Dec 2014
Tabled
budget at
Council by
31/03/2015
91%
31 Mar 2015
Targets
Modelled
determination of major
Initial EMT
budget asbudget
sumptions eg.
engagement
Tariff increases, growth
parameters
95%
Development
of immovable
80%
property asset
Development of
performance
immovable property
management
asset performance
protocols/policy
management
(95%)
protocols/policy
Development
Development
of governance
of governance
and oversight
and oversight
mechanisms/
mechanisms/bodies
bodies on asset
on asset performance
performance
and deployment
and deployment
84%
(implementation
(implementation
Steering Committee
Steering Committee
and IP Performance
and IP Performance
Committee)
Committee) (95%)
Development of
Development of
accountability
accountability
framework including
framework
asset allocation,
including asset
system of delegations,
allocation, system
inclusion in SDBIP’s
of delegations,
and individual
job profiles,
performance
inclusion in SDBIP’s
assessments
and individual
performance
assessments (80%)
Baseline
2013/2014
Progress against
major milestones
5.3 Ensure financial of budget cycle
Adherence to
prudence with
plan to ensure the 2014/2015 Budget
major milestones of
clean audits by the submission of the adopted by May 2014
budget cycle plan
Auditor-General
2015/2016 Budget
to Council for
adoption
1.5 Leverage the
City’s assets to
drive economic
growth and
sustainable
development
Corporate
Objective
2014/2015 FINANCE DIRECTORATE SDBIP
CSC Indicator No
1.L
Lead (L)/ Contributing
(C)
Directorate
Finance
Finance (L)
All (C)
Submission
of 2015/2016
Budget to
Council for
adoption by
30/05/2015
95%
30 June 2015
Director:
Property
Management,
Ruby
Gelderbloem
Director:
Budgets
Johan Steyl
1.
Responsible
Person
5.3(a) Financial
Management
Programme
5.3
SFA 5: The WellRun City
5.3(a) Financial
Management
Programme
5.3
SFA 5: The WellRun City
5.3(a) Financial
Management
Programme
5.3
SFA 5: The WellRun City
5.3(a) Financial
Management
Programme
5.3
SFA 5: The WellRun City
Pillar, Corp
Obj No and
Program No/
Statutory/
Strategic Plan
Alignment to IDP
Milestones
towards the
submission
5.3 Ensure financial
of Rates and
prudence with
Tariffs for the
clean audits by the
Total Municipal
Auditor-General
Account (TMA)
for consideration
by Council
5.3 Ensure financial
prudence with
5.F Opinion of the
clean audits by the Auditor General
Auditor-General
Revenue
collected as a
percentage of
billed amount
Submission of Annual
Financial Statements
and Consolidated
Financial Statements
Completed and
adopted by Council
on 29 May 2013.
(20012/2013)
95.91%
(2012/2013)
Clean Audit for
2013/2014
Submission of
Rates and Tariffs for
consideration by
Council
95%
Annual Target
30 June 2015
5.3 Ensure financial
prudence with
clean audits by the
Auditor-General
Baseline
2013/2014
95%
Indicator
(to include unit of
measure)
5.3 Ensure financial
Percentage of
prudence with
98.2%
Operating Budget
clean audits by the
(2012/2013)
spent (City)
Auditor-General
Corporate
Objective
2014/2015 FINANCE DIRECTORATE SDBIP
CSC Indicator No
5.F
Lead (L)/
Contributing (C)
Directorate
Finance (L)
All (C)
Finance
Finance
Finance (L)
All (C)
21
n/a
95%
43,5%
31 Dec 2014
Submission
of Annual
Financial
Statements
Clean Audit
and
for 2013/2014
Consolidated
Financial
Statements
n/a
95%
20,4%
30 Sept 2014
Resolved 60%
of audit management
issues
Gather data
to populate
TMA model.
Present
scenarios to
BC.
Budget
tabled at
Council
informed
by TMA
modelling
95%
64,8%
31 Mar 2015
Targets
Resolved 40%
of audit management
issues
Review and
refine TMA
model and
present to
BC.
Submission
of Rates and
Tariffs for
consideration
by Council
95%
95%
30 June 2015
Director:
Treasury,
David
Valentine
Director:
Inter-Service
Liaison,
George van
Schalkwyk
Director:
Revenue,
Trevor Blake
Director:
Budgets,
Johan Steyl
Responsible
Person
5.3(a) Financial
Management
Programme
5.3
SFA 5: The WellRun City
5.3(a) Financial
Management
Programme
5.3
SFA 5: The WellRun City
5.3(a) Financial
Management
Programme
5.3
SFA 5: The WellRun City
SFA 5: The WellRun City
5.3
5.3(a) Financial
Management
Programme
Pillar, Corp
Obj No and
Program No/
Statutory/
Strategic Plan
High
investment
rating
(subject to
sovereign
rating)
High
investment
rating
(subject to
sovereign
rating)
Figures can only
be provided once
2.1
budget is confirmed
5.3 Ensure financial
5.J Debt
prudence with
3.24:1
Finance
coverage by own
clean audits by the
(2012/2013)
billed revenue
Auditor-General
18.91%
2.1
18.61%
2:1
31 Dec 2014
2.1
19.62%
2.1
High
investment
rating
(subject to
sovereign
rating)
31 Mar 2015
Targets
30 Sept 2014
Figures can only
be provided once
2:1
budget is confirmed
High investment
rating
(subject to
sovereign rating)
Annual Target
30 June 2015
21.5%
2.67:1
(2012/2013)
City’s high credit
rating reaffirmed as
Aa3 on 05 April 2013.
(2012/2013)
Baseline
2013/2014
5.I Net Debtors
to Annual
5.3 Ensure financial Income [Ratio
prudence with
of outstanding
20.31%
Finance
clean audits by the service debtors to (2012/2013)
Auditor-General
revenue actually
received for
services]
Finance
5.3 Ensure financial
5.H Ratio of
prudence with
cost coverage
clean audits by the
maintained
Auditor-General
Indicator
(to include unit of
measure)
5.3 Ensure financial
5.G Opinion of
prudence with
Finance
independent
clean audits by the
rating agency
Auditor-General
Corporate
Objective
5.I
Alignment to IDP
2014/2015 FINANCE DIRECTORATE SDBIP
CSC Indicator No
5.G
5.H
Lead (L)/
Contributing (C)
Directorate
5.J
22
2.1
21,5%
2.1
High
investment
rating
(subject to
sovereign
rating)
30 June 2015
Director:
Treasury,
David
Valentine
Director:
Treasury,
David
Valentine
Director:
Treasury,
David
Valentine
Director:
Treasury,
David
Valentine
Responsible
Person
23
5.3(a) Financial
Management
Programme
5.3
SFA 5: The WellRun City
5.3(a) Financial
Management
Programme
5.3
SFA 5: The WellRun City
5.3(a) Financial
Management
Programme
5.3
SFA 5: The WellRun City
5.3(a) Financial
Management
Programme
5.3
SFA 5: The WellRun City
Pillar, Corp
Obj No and
Program No/
Statutory/
Strategic Plan
Alignment to IDP
5.3 Ensure financial
prudence with
Finance
clean audits by the
Auditor-General
Roll submitted to
City Manager - 15
June 2015
12 weeks
55%
Annual Target
30 June 2015
Supplementary
Supplementary
Roll advertised in
Valuations Rolls (3)
Valuations Rolls (3)
press by 30 June
advertised in the
advertised in the press 2015
press
Submission of
Supplementary
Valuations Rolls (3) to
the City manager
Submission of
5.3 Ensure financial
Supplementary
prudence with
Finance
Valuations Rolls
clean audits by the
(3) to the City
Auditor-General
manager
Percentage of
the Rand value of
Purchase orders
75%
allocated to
(2012/2013)
B-BBEE Suppliers/
service providers
Baseline
2013/2014
12.9 weeks
(2012/2013)
5.3 Ensure financial
prudence with
clean audits by the
Auditor-General
Indicator
(to include unit of
measure)
Improved
average
turnaround
5.3 Ensure financial
time of tender
prudence with
Finance
procurement
clean audits by the
processes in
Auditor-General
accordance with
procurement
plan.
Corporate
Objective
2014/2015 FINANCE DIRECTORATE SDBIP
CSC Indicator No
Lead (L)/
Contributing (C)
Directorate
Finance
n/a
n/a
12 weeks
50%
30 Sept 2014
Roll submitted
to City
Manager - 28
February 2015
Roll
advertised in
press by 31
March 2015
Roll
advertised in
press by 31
December
2014
12 weeks
52%
31 Mar 2015
Roll submitted
to City
Manager by
30 November
2014
12 weeks
52%
31 Dec 2014
Targets
Roll
advertised in
press by 30
June 2015
Roll submitted
to City
Manager - 15
June 2015
12 weeks
55%
30 June 2015
Director:
Valuations,
Christopher
Gavor
Director:
Valuations,
Christopher
Gavor
Director:
Supply Chain
Management,
Leonard
Shnaps
Director:
Supply Chain
Management,
Leonard
Shnaps
Responsible
Person
Corporate
Objective
SFA 1
The Opportunity
City
New format
implemented from
2013/14 financial
year. SCOA to be
introduced together
with City pilot
programme.
Percentage of
entity financial
reports submitted
in terms of
legislative
requirements
1.2 Provide
and maintain
economic and
Percentage
social infrastructure
spend of Capital
to ensure
Budget
infrastructure-led
economic growth
and development
41.40%
(2012/2013)
Entity received a
clean audit report for
the 2012/13 financial
year.
Budgeting and
reporting deadlines
met.
(2012/2013)
Baseline
2013/2014
Indicator
(to include unit of
measure)
Adherence
to legislative
timelines and
5.3 Ensure financial
processes for
prudence with
Finance
submission of
clean audits by the
entity Annual
Auditor-General
Financial
Statements and
Budgets
5.3 Ensure financial
prudence with
Finance
clean audits by the
Auditor-General
KEY OPERATIONAL INDICATORS:
5.3(a) Financial
Management
Programme
5.3
SFA 5: The WellRun City
5.3(a) Financial
Management
Programme
5.3
SFA 5: The WellRun City
Pillar, Corp
Obj No and
Program No/
Statutory/
Strategic Plan
CSC Indicator No
Alignment to IDP
2014/2015 FINANCE DIRECTORATE SDBIP
Lead (L)/
Contributing (C)
Directorate
Finance
24
92%
Full compliance
with deadlines on
budgeting and
financial reporting
100%
Annual Target
30 June 2015
100%
31 Dec 2014
100%
31 Mar 2015
Dir/Dept.
projected
cash flow/
total budget
Dir/Dept.
projected
cash flow/
total budget
Dir/Dept.
projected
cash flow/
total budget
Entity Annual
reports to
Assistance
have been
with
tabled in
Financial
consolidation accordance
statements of
queries and
with National
entities to be
response
Treasury
completed
to Auditorguidelines,
and
General
oversight
submitted to
queries
queries
the Director:
on AFS/
handled;
Treasury
Consolidated draft budget
AFS
received and
comments
submitted
100%
30 Sept 2014
Targets
92%
Full
compliance
with
deadlines on
budgeting
and financial
reporting
100%
30 June 2015
Directorate
Finance
Manager
Daniel Clegg
Contact
Person
Director:
Shareholding
Management,
Louise Muller
Director:
Shareholding
Management,
Louise Muller
Responsible
Person
25
The Opportunity
City
SFA 1
The Opportunity
City
SFA 1
SFA 1
The Opportunity
City
Pillar, Corp
Obj No and
Program No/
Statutory/
Strategic Plan
Alignment to IDP
1.6 Maximise the
use of available
funding and
programmes for
training and skills
development
Number of
external trainee
and bursary
opportunities
(excluding
apprentices)
Number of
Expanded
Public Works
programmes
(EPWP)
opportunities
created
(1) Co-operative
Training = 1
student in-service
(Expenditure
Department); and
2 Interns (Valuations
Department)
(2) 1 Learnership
intervention
implemented
for Expenditure
Department creating
13 opportunities Certificate: Payroll
Administration
Services; and
1 Learnership
intervention
implemented
for Valuations
Department creating
9 opportunities National Diploma:
Real Estate
Not applicable to
Finance Directorate
Annual Targets for
each Directorate
and Department
will be developed
by line departments
in consultation with
Corporate Services.
Quarterly
targets
must be
determine in
consultation
with each
Directorate
and
Department
Directorate
and
Departments
to set
their own
targets for
repairs and
maintenance
30 Sept 2014
Not
Not applicable to
applicable
Finance Directorate to Finance
Directorate
Annual Target
30 June 2015
1.2 Provide
and maintain
economic and
social infrastructure
to ensure
infrastructure-led
economic growth
and development
Baseline
2013/2014
95%
Indicator
(to include unit of
measure)
1.2 Provide
and maintain
economic and
Percentage
social infrastructure
spend on repairs
100%
to ensure
and maintenance
infrastructure-led
economic growth
and development
Corporate
Objective
2014/2015 FINANCE DIRECTORATE SDBIP
CSC Indicator No
Lead (L)/ Contributing
(C)
Directorate
Finance
Compliance &
Auxiliary Services
Corporate Services
Quarterly
targets
must be
determine in
consultation
with each
Directorate
and
Department
Not
applicable
to Finance
Directorate
Directorate
and
Departments
to set
their own
targets for
repairs and
maintenance
31 Dec 2014
30 June 2015
Quarterly
targets
must be
determine in
consultation
with each
Directorate
and
Department
Not
applicable
to Finance
Directorate
Annual
Targets
for each
Directorate
and
Department
will be
developed
by line
departments
in
consultation
with
Corporate
Services.
Not
applicable
to Finance
Directorate
Directorate
and
Departments
to set
95%
their own
targets for
repairs and
maintenance
31 Mar 2015
Targets
Chad Aimes
(Quarterly BI
report)
Contact: 021
400 3828
Cell: 071 850
3383
Justine
Quince
Contact: 021
400 9222
Cell: 084 630
7401
Regan
Melody
Contact: 021
400 9360
Cell: 079 445
3376
Directorate
Finance
Manager
Daniel Clegg
Responsible
Person
The Well-Run
City
SFA 5
The Well-Run
City
SFA 5
The Well-Run
City
SFA 5
The Inclusive
City
SFA 4
The Opportunity
City
SFA 1
Pillar, Corp
Obj No and
Program No/
Statutory/
Strategic Plan
5.2 Establish an
efficient and
productive
administration that
prioritises delivery
Percentage
adherence to EE
target
5.2 Establish an
efficient and
productive
administration that
prioritises delivery
Percentage of
absenteeism
Percentage
adherence to EE
target (disabled)
Percentage
adherence to
Citywide service
standard based
on all external
notifications
Number of
apprentices
Indicator
(to include unit of
measure)
4.1 Ensure
responsiveness
by creating an
environment
where citizens can
be communicated
with and
responded to
1.6 Maximise the
use of available
funding and
programmes for
training and skills
development
Corporate
Objective
5.2 Establish an
efficient and
productive
administration that
prioritises delivery
Alignment to IDP
2014/2015 FINANCE DIRECTORATE SDBIP
CSC Indicator No
Lead (L)/
Contributing (C)
Directorate
Corporate Services
Corporate Services
26
New Measure for
2014/15
New Measure for
2014/15
New Measure for
2014/15
103.35%
(2012/2013)
Not applicable to
Finance Directorate
Baseline
2013/2014
30 Sept 2014
≤ 5%
2%
Direct./ Dept.
achievement as at
30 June 2014
100%
≤ 5%
2%
80%
100%
Not
Not applicable to
applicable
Finance Directorate to Finance
Directorate
Annual Target
30 June 2015
≤ 5%
2%
80%
100%
Not
applicable
to Finance
Directorate
31 Dec 2014
≤ 5%
2%
80%
100%
Not
applicable
to Finance
Directorate
31 Mar 2015
Targets
≤ 5%
2%
80%
100%
Not
applicable
to Finance
Directorate
30 June 2015
Justine
Quince
Contact: 021
400 9222
Cell: 084 630
7401
Michael Siyolo
Contact: 021
400 9840
Cell: 084 300
0609
Michael Siyolo
Contact: 021
400 9840
Cell: 084 300
0609
Justine
Quince
Contact: 021
400 9222
Cell: 084 630
7401
Chad Aimes
(Quarterly BI
report)
Contact: 021
400 3828
Cell: 071 850
3383
Justine
Quince
Contact: 021
400 9222
Cell: 084 630
7401
Responsible
Person
The Well-Run
City
SFA 5
The Well-Run
City
SFA 5
The Well-Run
City
SFA 5
The Well-Run
City
SFA 5
The Well-Run
City
SFA 5
Pillar, Corp
Obj No and
Program No/
Statutory/
Strategic Plan
91%
(2012/2013)
5.3 Ensure financial
Percentage
prudence with
Internal Audit
clean audits by the
findings resolved
Auditor-General
70%
99.01%
(2012/2013)
70%
Review of
Asset Policy
by Corporate
Finance
100%
asset register
verified by
directorate/
department
60%
asset register
verified by
directorate/
department
Finalisation
of Asset
verification
timetable by
Corporate
Finance
70%
Dir/Dept.
projected
cash flow
70%
≤ 7%
30 June 2015
70%
100%
asset register
verified by
directorate/
department
95%
To be
determined
by
directorate In
90%
consultation
with the
Corporate
office
≤ 7%
31 Mar 2015
Dir/Dept.
projected
cash flow
To be
determined
by
directorate In
consultation
with the
Corporate
office
To be
determined
by
directorate In
consultation
with the
Corporate
office
5.3 Ensure financial
prudence with
Percentage of
clean audits by the assets verified
Auditor-General
90%
≤ 7%
31 Dec 2014
Targets
≤ 7%
30 Sept 2014
95%
New Measure for
2014/15
≤ 7%
Annual Target
30 June 2015
Dir/Dept.
projected
cash flow
Percentage
budget spent on
implementation
of WSP
5.2 Establish an
efficient and
productive
administration that
prioritises delivery
New Measure for
2014/15
Baseline
2013/2014
5.3 Ensure financial
Percentage of
prudence with
97.12%
Operating Budget
clean audits by the
(2012/2013)
spent
Auditor-General
Percentage
vacancy rate
Indicator
(to include unit of
measure)
5.2 Establish an
efficient and
productive
administration that
prioritises delivery
Corporate
Objective
Alignment to IDP
CSC Indicator No
2014/2015 FINANCE DIRECTORATE SDBIP
Lead (L)/
Contributing (C)
Directorate
27
Chief Finance
Officer,
Kevin Jacoby
Directorate
Finance
Manager
Daniel Clegg
Directorate
Finance
Manager
Daniel Clegg
Justine
Quince
Contact: 021
400 9222
Cell: 084 630
7401
Justine
Quince
Contact: 021
400 9222
Cell: 084 630
7401
Responsible
Person
28
The Well-Run
City
SFA 5
Pillar, Corp
Obj No and
Program No/
Statutory/
Strategic Plan
Alignment to IDP
Corporate
Objective
5.2 Establish an
efficient and
productive
administration that
prioritises delivery
CSC Indicator No
Number of risk
registers signed
and submitted to
IRM timeously
Indicator
(to include unit of
measure)
2014/2015 FINANCE DIRECTORATE SDBIP
Lead (L)/
Contributing (C)
Directorate
Compliance
& Auxiliary
Services
New Indicator
Baseline
2013/2014
3
Annual Target
30 June 2015
0
30 Sept 2014
1
31 Dec 2014
1
31 Mar 2015
Targets
1
30 June 2015
Ludwig
Geldenhuys
Contact: 021
400 3515
Responsible
Person
29
INDICATOR DEFINITION
Development of an immovable property asset register comprising information on City-owned immovable property assets and rights in property.
Indicator measures the percentage of the weighted average of the performance of components against targets where appropriate.
Development of an immovable property asset management system to measure asset portfolio performance, assess this against strategic
objectives, develop portfolio strategies and busines plans.
Indicator measures the percentage of the weighted average of the performance of components against targets where appropriate.
Submission of affordable, sustainable and balanced Operating and Capital Budget (MTREF) aligned to the IDP to Council for consideration.
Managing the drafting and coordination of Operating and Capital Budget for the City, ensuring alignment to the IDP.
Percentage
Development of an
Immovable Property
Asset Management
System(IPAMS)
Progress against major
milestones of budget
cycle plan to ensure
the submission of the
2015/2016 Budget to
Council for adoption
1. Development of a comprehensive immovable property asset register
2. Development of an immovable property asset management compliance framework
3. Development of a centralised custodial role for immovable property asset management (communication)
4. Identification of all strategic immovable property assets
5. Development of a medium-term (five-ten year) strategy for the release of immovable property
6. The strategic acquisition and holding (land banking) of new immovable property assets
This indicator measures the percentage of the weighted average of the assessed performance of the components and associated
subcomponents against targets where appropriate.
Repairs are actions undertaken to restore an asset to its previous condition after failure or damage. Expenses on maintenance and repairs are
considered operational expenditure.
Percentage
Development of
a comprehensive
Immovable Property
Asset Register (IPAR)
1.L Percentage
Development of an
Immovable Property
Asset Management
Framework (IPAMF)
1.D Percentage
spend on repairs and
maintenance (City)
Percentage reflecting year to date spend (including secondary cost) / total repairs and maintenance budget
Note that the in-year reporting during the financial year will be indicated as a trend (year to date spend).
Maintenance is defined as the actions required for an asset to achieve its expected useful life. Planned Maintenance includes asset inspection and
measures to prevent known failure modes and can be time or condition-based.
Percentage reflecting year to date spend / Total budget less any contingent liabilities relating to the capital budget
1.B Percentage spend
The total budget is the council approved adjusted budget at the time of the measurement.
of capital budget (City)
Contingent liabilities are only identified at the year end.
INDICATOR
PROPOSED FINANCE DIRECTORATE SCORECARD DEFINITIONS 2014/2015
30
Total cash and investments (short-term) less restricted cash to monthly operating expenditure.
This is a calculation where we take the net current debtors divided by the total operating revenue.
5.I Net Debtors to
Annual Income [Ratio
of outstanding service
debtors to revenue
actually received for
services]
Indicator standard/Norm/Benchmark
The highest rating possible for local government which is also subject to the Country’s sovereign rating.
A report which reflects credit worthiness of an institution to repay long-term and short-term liabilities. Credit rating is an analysis of the City’s key
financial data performed by an independent agency to assess its ability to meet short- and long-term financial obligations.
Alternatively in relation to a qualified audit opinion the auditor would issue this opinion in whole, or in part, over the financial statements if these
are not prepared in accordance with General Recognised Accounting Practices or could not audit one or more areas of the financial statements.
Future audit opinions will cover the audit of predetermined objectives.
In addition to be ascribed the status of a “clean audit”, the City must have no issues in terms of Section 121(4)E of the Municipal Finance
Management Act where management must take corrective actions on matters raised in the audit report.
This indicator measures good governance and accounting practices and will be evaluated and considered by the Auditor General in determining
his opinion. An unqualified audit opinion refers to the position where the auditor having completed his audit has no reservation as to the fairness of
presentation of financial statements and their conformity with General Recognised Accounting Practices. This is referred to as “clean opinion”.
Model, monitor and administer the setting of Tariffs and Rates by developing an affordable and equitable tariff and rating structure for the total
municipal account (TMA) for submission to BSC and ultimately to Council for approval
Model, monitor and administer the setting of Tariffs and Rates by developing a tariff and rating structure to ensure a more even spread of the total
municipal account (TMA) burden over all properties. The resultant spread of the financial burden must result in billings that can be collected and
must protect the indigent and less fortunate against unrealistic increases in municipal accounts.
To measure the receipts as a percentage of billing covering the immediate 12 months period.
Total actual to date as a percentage of the total budget including secondary expenditure.
INDICATOR DEFINITION
5.H Ratio of cost
coverage maintained
5.G Opinion of
independent rating
agency
5.F Opinion of the
Auditor-General
Milestones towards the
submission of Rates
and Tariffs for the Total
Municipal Account
(TMA) for consideration
by Council
Percentage of
Operating Budget
spent
Revenue collected as
a percentage of billed
amount
INDICATOR
PROPOSED FINANCE DIRECTORATE SCORECARD DEFINITIONS 2014/2015
31
This is a calculation where we take the total debt divided by the total annual operating income
5.J Debt coverage by
own billed revenue
100% of entity financial
reports submitted
in compliance
with legislation (or
exemption)
100% adherence to
legislative timelines
and processes for
submission of entity
Annual Financial
Statements and
Budgets
Monthly financial reports received in correct format from entities within required timeframes in order to be incorporated within the section 71 report
(MFMA) drafted by Budget Department. Submission of reports to Council on the upper limits of salaries of entity staff members and upper limits of
Board Allowances for entity board members
Compliance, as far as is within City’s influential ability, with the financial reporting requirements as outlined in current and any new municipal
legislation.
In compliance with the MPRA which requires that the Supplementary Valuation Rolls (3) be advertised in the press.
In compliance with the MPRA which requires that Property Owners be informed of the values placed on their properties in order to provide them
with an opportunity to object if they are not satisfied with the values placed on their properties
In compliance with the MPRA which requires that the Supplementary Valuation Rolls (3) be submitted to the City Manager regularly.
In compliance with the MPRA which requires that Property Owners be informed of the values placed on their properties in order to provide them
with an opportunity to object if they are not satisfied with the values placed on their properties
Submission of
Supplementary
Valuations Rolls (3) to
the City Manager
Supplementary
Valuations Rolls (3)
advertised in the press
To increase the through-put of tenders from advertising to award of tenders above R200 000.
Improved average
turnaround time of
tender procurement
processes in
accordance with
procurement plan.
Percentage of the
rand value of purchase Ratio of the total rand value of purchase orders allocated to B-BBEE suppliers/service providers to the total overall rand value of purchase orders
orders allocated to
allocated to suppliers/service providers by the City of Cape Town
B-BBEE providers
INDICATOR DEFINITION
INDICATOR
PROPOSED FINANCE DIRECTORATE SCORECARD DEFINITIONS 2014/2015
32
INDICATOR DEFINITION
• An EPWP work opportunity is paid work created for an individual on an EPWP project for any period of time, within the employment conditions
of the Code of Good Practice for Special Public Works Programmes. • In the case of Social Sector projects, learnerships also constitute work
opportunities.
This indicator measures the number of work opportunities created through the Expanded Public Works Programme (EPWP)
Secondary repairs and maintenance cost refers to Repairs and Maintenance expenditure incurred for labour provided In-house / internally.
Primary repairs and maintenance cost refers to Repairs and Maintenance expenditure incurred for labour and materials paid to outside suppliers.
Repairs are actions undertaken to restore an asset to its previous condition after failure or damage. Expenses on maintenance and repairs are
considered operational expenditure.
Percentage reflecting year to date spend (including secondary cost) / total repairs and maintenance budget
Note that the in-year reporting during the financial year will be indicated as a trend (year to date spend).
Maintenance is defined as the actions required for an asset to achieve its expected useful life. Planned Maintenance includes asset inspection and
measures to prevent known failure modes and can be time or condition-based.
Percentage reflecting year to date spend / Total budget less any contingent liabilities relating to the capital budget. The total budget is the council
aprroved adjusted budget at the time of the measurement. Contingent liabilities are only identified at the year end.
This is an accumulative quarterly measures. The target refers to the 4th quarter final total.
Percentage
adherence to Citywide The service standard will be based on X% notifications closed within Y number of days. The percentage notifications and the number of days will
service standard
be determined by each directorate in consultation with the Service Management Project team and will be guided by current performance and
based on all external
available external benchmarks.
notifications
Number of apprentices
This measures the number of learning opportunities created for the unemployed youth as a contribution to the job creation initiative. This indicator is
limited to apprenticeships.
This measures the number of learning opportunities created for the unemployed youth as a contribution to the job creation initiative and provision
Number of external
of real world of work exposure to trainees and graduates. This includes, external bursaries awarded, in-service student training opportunities,
trainee and bursary
graduate internships and learnerships.
opportunities (excluding
apprentices )
This is an accumulative quarterly measure. The target refers to the 4th quarter final total.
Number of Expanded
Public Works
programmes (EPWP)
opportunities created
Percentage spend
on repairs and
maintenance
Percentage spend of
capital budget
Key Operational Indicator Definitions:
INDICATOR
PROPOSED FINANCE DIRECTORATE SCORECARD DEFINITIONS 2014/2015
33
INDICATOR DEFINITION
Percentage of
absenteeism
B: Total number of staff X Total number of working days for the month
A2: Unpaid/ Unauthorised leave: Extract “All Absences” report from SAP Portal (Corporate Reporting / Human Resources / All Absences) and enter
the total number of absent days as per the “Unpaid” column of the report (authorised and unauthorised is separated).
Enter the number of employees who took “unpaid” leave in the comments column
A1: Sick Leave: Extract “All Absences” report from SAP Portal (Corporate Reporting / Human Resources / Time Management / All Absences) and
enter the total number of absent days for sick leave.
Enter the number of employees who took sick leave in the comments column
C= (A1 + A2/B) * 100
Formula:
This category forms part of the `Percentage adherence to EE target’, but is indicated separately for focused EE purpose.
A: Actual number of days absent due to sick and unpaid/unauthorised leave in the directorate or department.
B: ((number of working days for month) * number of staff members))*100%.
This indicator measures :
1. External appointments The number of external appointments across all directorates over the preceding 12 month period. The following job categories are excluded from
this measurement: Councillors, students, apprentices, contractors and non-employees. The general EE target = 80% - i.e. 80% of all appointments
should be EE compliant.
Percentage
adherence to EE target 2. Internal appointments The number of internal appointments, promotions and advancements over a 12 month period. This will be calculated as a percentage based on
the general EE target of 80%.
to disability plan target: This measures the percentage of disabled staff employed at a point in time against the target of 2%.
Formula: Number of EE (external, internal and disabled) appointments / Total number of posts filled (external, internal and disabled)
This indicator measures :
Percentage
adherence to EE target
The disability plan target: This measures the percentage of disabled staff employed at a point in time against the target of 2%.
(disabled)
INDICATOR
PROPOSED FINANCE DIRECTORATE SCORECARD DEFINITIONS 2014/2015
34
This is measured as a percentage of positions vacant against the total positions on structure. This indicator will be measured at a specific point in
time to calculate the vacancy rate. A target is max 7% vacancy rate. The measure will be 93% filled positions.
I= Fx0.5 (weighting)
Target @ 100% for the component
A single score will be calculated by first scoring the % achievement of the Directorate against each
individual target and then weighting their % performance and adding the totals.
Formula:
Total overall score ( J )= E (Component 1) +I (Component 2)
Overall Target for the Indicator @ 95%
Target @ 95% for the component
2. (50% weighting) Incident Investigation rate. This is measured as a percentage of the number of incidents
investigations completed within 30 days of the incident occurring. A target is 100%.
Formula:
Investigations (F)= (G) No. of incidents investigations completed within 30 days
(H) No. of incidents x100
Composite OHS Indicator made up of two weighted components:
1. (50% weighting) The incident rate i.e. the number of injuries, accidents
and/or illness per total number of employees . The target is 5 which will be measured in the inverse as 95.
Formula:
Incident Rate (A)= (B) Injuries on duty
(C) Total number of employees x 100
D= 100-A
E= Dx0.5 (weighting)
INDICATOR DEFINITION
Percentage of
Operating Budget
spent
Formula: Total actual to date as a percentage of the total budget including secondary expenditure.
Formula: Measured against training budget.
A Workplace Skills Plan is a document that outlines the planned education, training and development interventions for the organisation. Its purpose
is to formally plan and allocate budget for appropriate training interventions which will address the needs arising out of Local Government’s Skills
Percentage
Sector Plan, the City’s strategic requirements as contained in the IDP and the individual departmental staffing strategies and individual employees’
budget spent on
PDPs. The WSP shall also take into account the Employment Equity Plan, ensuring incorporation of relevant developmental equity interventions into
implementation of WSP
the plan.
for the City
Percentage vacancy
rate
Percentage
adherence to OHS
target (composite
Indicator)
INDICATOR
PROPOSED FINANCE DIRECTORATE SCORECARD DEFINITIONS 2014/2015
35
This indicator measures whether all integrated risk management reports following the annual risk register updates as well as each monitor & review
session, were signed off by line / executive directors and returned to the IRM department.
Percentage Internal
Audit findings resolved
Number of risk registers
signed and submitted
to IRM timeously
Q1=N/A for ALL other department, except Corporate Finance (responsible)
Q1= 25% Corporate Finance
Q2= N/A for ALL other department, except Corporate Finance (responsible)
Q2= 50% Corporate Finance
Q3= 75% represent that 60% of the assets have been verified by the department
Q4= 100% represents All assets have been verified.
The asset register is an internal data source being the Quix system scanning all assets and uploading them against the SAP data files. Data is
downloaded at specific times and is the bases for the assessment of progress.
Quarter one will be the review of the Asset Policy, In Quarter two, the timetable in terms of commencing and finishing times for the process is to be
communicated, and will be completed. Both Quarters will only be performed by Corporate Finance.
The indicator reflects the percentage of assets verified annually for audit assurance.
INDICATOR DEFINITION
It is the reporting and monitoring of the reduction (in percentage) of the findings of audit follow-ups performed in the quarter.
The timing for corrective action implementation is normally provided by line.
Audits / follow-ups will always only take place after agreed implementation dates of corrective action. It will either be ‘Not Applicable’ to
Management if an audit or follow-up hasn’t taken place at the time of reporting or there will be a percentage change / status quo if an audit has
taken place and there has been improvement / no change respectively in the situation since the last audit.
Percentage of assets
verified
INDICATOR
PROPOSED FINANCE DIRECTORATE SCORECARD DEFINITIONS 2014/2015
CITY HEALTH
DIRECTORATE EXECUTIVE SUMMARY
OF THE SERVICE DELIVERY AND
BUDGET IMPLEMENTATION PLAN
(SDBIP) 2014/2015
EXECUTIVE DIRECTOR: DR WEZIWE ZANDILE MAHLANGU-MATHIBELA
CONTACT PERSON: WILLIAM VAN NIEKERK/BRYAN CHUTE/MELISSA JOSEPH
Website (for detailed SDBIP):
http://www.capetown.gov.za/en/IDP/Pages/ImplementingTheIDP.aspx
VISION OF THE CITY:
• To be an opportunity city that creates an enabling environment for economic
growth and job creation
• To deliver quality services to all residents
• To serve the citizens of Cape Town as a well-governed and corruption-free
administration
This is a one year plan giving effect to the 2014/2015 budget, which is aligned to
the 2012-2017 IDP. It sets out the strategies in quantifiable outcomes that will be
implemented over the 2014/2015 financial year. It considers what was set out in the IDP,
the economic growth strategy and the social development strategy, and indicates
what the Directorate needs to do to deliver on the IDP, how this will be done, what the
outcomes will be, what processes it will follow and which inputs will be used.
2
TABLE OF CONTENTS
1.
EXECUTIVE SUMMARY4
2.
PURPOSE AND SERVICE MANDATE OF DIRECTORATE5
3.
STRATEGIC ALIGNMENT TO THE IDP6
4.
PERFORMANCE PROGRESS AND OUTCOMES6
4.1 Latest Annual Report:6
4.2 Areas of Business Improvement.8
5.
PARTNERS AND STAKEHOLDERS IN THE STRATEGY PLAN (optional)10
6.
RESOURCES10
6.1
Senior management capability and structure11
6.1.1 Directorate organogram11
6.1.2 Give an indication of possible outsource services12
6.1.3 Lead and Contributing Directorate14
6.2
Financial Information14
6.2.1 Summary of revenue by source:14
6.2.2 Summary of operating expenditure by type:14
6.2.3 Summary of capital expenditure by type:15
6.2.4 Major features of expenditure16
6.2.5 Narrative on Directorate capital programme17
7.
RISK ASSESSMENT17
7.1
Revenue risks18
8.
OBJECTIVES AND INDICATORS OF THE DIRECTORATE SDBIP
9.AUTHORISATION
10.
19
19
ANNEXURES:19
Annexure B: 2014/2015 Directorate SDBIP20
3
4
The Opportunity City
The Safe City
The Caring City
The Inclusive City-Pillar
The Well-Run City
2
3
4
5
Name
1
No.
IDP Pillar
1. EXECUTIVE SUMMARY
Vision: “A Healthy City for All”
Mission:“To make Cape Town a healthier City we will continue to strive to ensure adequate and equitably
distributed resources delivering improved quality, comprehensive, cost-effective, primary health care services.
This will be achieved through a district health system with a committed and dynamic workforce supported by
strong, competent shared leadership who will develop strong teams in collaboration with and commitment
from the community and other partners.”
City Health delivers Primary Health Care Services to the most vulnerable residents within close proximity of their
residences, using satellites and mobile facilities. It also monitors and reports where inadequate access could
pose health risks. Health Directorate is a big contributor to the C3 notification system reporting of community
complaints and enabling its efficient allocation to the relevant directorate.
Make Cape Town an
increasingly safe city.
Make Cape Town even
more of a caring city
Ensure that Cape Town is
an inclusive city
Make sure Cape Town
continues to be a well-run
city.
The City has identified specific areas of concern and City Health’s involvement in Substance Abuse Prevention,
Treatment and Rehabilitation is key. Another important contribution is City Health’s’ role in communicable
diseases and infection and outbreak control. Moreover, Environmental Health activities are central to
monitoring access to safe water, food, air, and the general living environment.
Ensure that Cape Town
continues to grow as an
opportunity city.
Narrative
Surviving preventable childhood diseases and growing into healthy adults. Access to basic services and the
immunization programme contributes significantly to reproductive health care has empowered women to
have control over their lives. Community education and awareness with regards to health lifestyles contributes
to improvement of life expectancy. City Health is a key implementer of the EPWP programme with 8 projects
in 2013/2014 creating 826 job opportunities plus an additional pending request that could see the total
opportunities/beneficiaries around 1000. The knowledge and skills gained in the execution of health projects
develops prevention measures and positive health seeking behaviours which have benefits even if they don’t
enter the job market.
Objective
The City of Cape Town is committed to working with all spheres of government to meet
the National, Provincial and City targets so that there is a coordinated and integrated
District Health Service to the citizens of Cape Town
The core business of City Health is Environmental Health Services or Municipal Health
Services. Municipal Health Services are defined in the National Health Act (No. 61 of
2003) as monitoring access to basic services (waste management, taps and toilets) and
subsequent health risks; monitoring of water quality; food safety; health surveillance of
premises (Early Childhood Development (ECDs) and government institutions); surveillance,
investigation and activities to prevent outbreaks of communicable diseases; vector control;
environmental pollution control; disposal of the dead and hazardous waste. .
Air pollution is also a key factor, which affects the health of a city. Air pollution levels in
Cape Town are frequently high and The City has adopted an Air Quality Management
Plan, which outlines the strategies to be used to deal with and /or mitigate against
the effects of air pollution, especially in informal areas. City Health also deals with all
aspects of noise pollution.
In addition, in partnership with Provincial Government, the City of Cape Town delivers
Personal Primary Health Care (PPHC) Services. This is done via an extensive infrastructure
of 82 clinics, 5 Community Day Centers (CDCs), 22 satellite clinics and 4 mobile clinics.
These facilities are strategically located near transport intersections and/or the most
isolated areas with limited transport options and constitute the first port of call for the most
vulnerable of the city residents. Services include promotive and preventive health care
to women, men and children (reproductive health, immunization and well-baby clinics),
treatment of sick children; Human Immune Virus (HIV)/Acquired Immuno Deficiency
Syndrome (AIDS)/Sexually Transmitted Infections (STI), Tuberculosis (TB) Programs and
limited adults curative and chronic care. Approximately 80% of the staff of City Health
Directorate is employed to provide these personal Primary Health Care Services.
Finally, City Health has established five Substance Abuse Outpatient Treatment and
Rehabilitation Sites (Matrix) and continues to explore opportunities to increase that
number integrated into Primary Health Care.
2. PURPOSE AND SERVICE MANDATE OF DIRECTORATE
As described by the directorate’s vision (“Health City for all”) the purpose of City Health
is to deliver a comprehensive Primary Health Care Service to the people of the City of
Cape Town. This includes both personal Primary Health Care (commonly referred to as
clinic services) and Municipal Health (also referred to as Environmental Health Services).
Although The National Health Act, No. 61 of 2003, allocates the responsibility of provision
of personal Primary Health Care Services to the Provincial Health Department, schedule
4A of the Constitution allows those services to be assigned to Local Government
via mutual agreement. The City Health Directorate has been delivering personal
primary health care services with an excellent partnership with the Provincial Health
Department under a Service Level Agreement (SLA). City Health has been instrumental
in this long tradition of rendering a quality service to the residents of Cape Town
with comprehensive Primary Health Care delivered in an integrated approach with
consideration to the living environment and the upstream determinants of health, as
per Alma Ata definition (1). Partnerships with other local government directorates have
made it possible to pursue holistic goals.
5
Schedule 4B of the Constitution defines Municipal Health entirely as a Local
Government function. As per National Health Act (No. 61 of 2003), Environmental
Health Services include monitoring access to basic services (waste management, taps
and toilets) and subsequent health risks; monitoring of water quality; food safety; health
surveillance of premises (ECDs and government institutions); surveillance, investigation
and activities to prevent outbreaks of communicable diseases; vector control;
environmental pollution control; disposal of the dead.
Schedule 4B of the Constitution, National Environment Management Act: Air Quality
Act 39 of 2004 identifies Air Pollution as another Local Government function. The
City has a proactive air quality management plan. Schedule 5B of the Constitution,
categorizes Noise Pollution as another Local Government function. City Health enforces
the following By-laws:
• Air Quality Management Bylaw of 2010
• Environmental Health Bylaw of 2003
With regards to the service mandate, the City Health experiences a high burden of
disease that is varies between sub districts and affects specific geographic areas and
population sub groups. This increased burden of disease has required an expansion
of the package of care provided i.e.: ARV sites, Antenatal care, curative care for
adults, increased range of family planning methods, Termination of pregnancies,
and management and prevention of substance abuse. The distribution of medically
insured population is also inequitably distributed. In addition, increased migration into
the area has contributed to the increased demand for services leading to substantial
headcounts increase. City Health is committed and eager to expand the facilities and/
or add new facilities and staff to improve access to a wider range of PHC services. Thus
far, this has not been possible due to a lack of resources.
3. STRATEGIC ALIGNMENT TO THE IDP
2014/2015 SDBIP of City Health Directorate has an extensive list of indicators which are
tracked throughout the year.
Although City Health has been traditionally linked to the [The caring city] pillar, the
Directorate contributes directly to all other pillars, see section 1, Executive Summary.
4. PERFORMANCE PROGRESS AND OUTCOMES
4.1Latest Annual Report:
OBJECTIVE 3.6: PROVIDE EFFECTIVE AIR QUALITY MANAGEMENT AND POLLUTION
(INCLUDING NOISE) CONTROL PROGRAMMES
Improving air quality
During the 2012/13 financial year, the number of days when air pollution exceeded
national ambient air quality standards was four. This is well within the stated target
of fewer than 25 days, and points to the growing success of the City’s Air Quality
Management Plan (AQMP). The aim of the AQMP is to achieve and maintain clean
air in the city over the next 10 to 20 years, and turn Cape Town into the African city
with the cleanest air. The plan is designed to reduce the adverse health effects of
6
poor air quality on the citizens of Cape Town, especially during ‘brown haze’ episodes.
Currently, the development and implementation of the plan are informed by the
findings of five working groups dealing with:
•
•
•
•
•
Air quality monitoring and standards;
Health;
Public awareness and education;
The Khayelitsha Air Pollution Strategy; and
Transport planning and vehicle emissions.
OBJECTIVE 3.7: PROVIDE EFFECTIVE PRIMARY HEALTH CARE SERVICES
Improving the quality of life for all Capetonians
In partnership with Province’s Health Department, City Health currently operates
according to a service-level agreement, which guides the delivery of health services at
82 clinics, five community health centres (CHCs), 22 satellite clinics and four mobile clinics.
These facilities ensure the provision of comprehensive primary health care (PHC) and
maternal and child health services, including preventive and promotional programmes.
The City is faced with a number of challenges, the most pressing of which are:
• A high medical and health-care staff turnover, and the resulting pressures on
remaining care workers;
• An increasing burden of disease and steadily rising patient numbers, with no
comparable increase in staff or budget;
• Rising costs of medicine and laboratory tests, much of which far outstrip inflation; and
• General issues of security for City staff and clients.
Keeping TB under control
The tuberculosis (TB) rate of increase per 100 000 residents continued to slow over the
past year, reaching a figure of approximately 644, which is significantly better than the
target of 850 for the year. The cure rate for new smear positive TB for the first and second
quarter of 2012 was 85,1% and 84,2% respectively, The significance of this achievement is
highlighted when viewed against the 67% achieved in 2004. The City’s cure rate for new
smear positive TB was once again the best of all metropolitan areas in the country.
Continuing the fight against HIV/Aids
The City’s efforts to address, prevent and treat HIV are encapsulated in City Health’s
key strategic programme delivered in partnership with Province. Currently, City Health
offers antiretroviral therapy (ART) at 27 sites throughout Cape Town.
The citywide ‘Get Tested’ campaign is ongoing, with numerous outreaches having
taken place during the reporting period at shopping malls and other public places to
encourage citizens to determine their HIV status. Daily HIV testing was also offered free
of charge at all City health facilities. As a result, the percentage of adults over 15 years
of age tested for HIV in 2012/13 was 21,5%, exceeding the target of 20,0%. In addition,
the City’s ongoing efforts in respect of the prevention of mother-to-child transmission of
HIV (PMTCT) saw a transmission rate of 1,4% for the fourth quarter of 2012/13, which was
far better than the target of 3,0%.
OBJECTIVE 3.8: PROVIDE SUBSTANCE ABUSE OUTPATIENT TREAT MENT AND REHABILITATION
7
SERVICES
Combating substance abuse
The abuse of alcohol and other drugs is not only harmful to the users of these substances,
but also negatively affects the well-being of families, communities and the broader
society. In October 2011, the City developed its Alcohol and Other Drug Harm
Minimisation and Mitigation Strategy 2011-2014, which details the strategic plan to
minimise and mitigate the harm of alcohol and other drug (AOD) use, including tobacco.
During the period under review, the outpatient substance abuse treatment centres at
Tafelsig, Table View, Delft South and Town 2 clinics continued to do excellent work among
sufferers of substance abuse from surrounding communities. Together, these centres
assisted 1 362 new clients during the year under review. In order to ensure the quality
of the service offered in line with the Matrix® model, the Matrix® Institute of America
assessed two of the City’s facilities. The first site to be certified was Tafelsig and the second
was Delft South. They have been certified for three years as Matrix® programmes of
excellence, the only programmes in Africa to have achieved this thus far.
4.2 Areas of Business Improvement.
4.2.1 Business Improvement resulting from shortcomings in previous SDBIP
From the comments in 4.1 above it is evident that shortfalls are being dealt with within
the scope of service delivery hence focused business improvement interventions are
not considered at this stage.
8
9
On-going platform for business design improvement
Upgrade and improve facilities connectivity for electronic services &
communication
Aging Connectivity Infrastructure
Staffing Strategy
World Design Capital
To ensure sufficient relevant staffing at service points
Integration of ART and TB
Large backlog of training has been addressed
To increase the number of IMCI trained nurses
Roll out of integrated Community Care Workers (CCW)
nearing completion Integration in progress; ART roll
out has funding constraints and pharmacy services
challenges
Process stunted by combination of lack of funding and
further budget cuts
Some projects are confirmed as part of the 2014 event
and under implementation
On-going with support from Corporate Finance and
IS&T
Implementation phase –on-going
Brainstorming Phase
NIMART Plan being implemented
ART roll out being hampered by funding constraints
Report escalated to the Executive Director and City
Manager for consideration and approval
Comment(s)/Status
To explore alternatives/opportunities to reduce Diarrheal Deaths
To integrate community based adherence support for ART and TB
To equip all services offering TB care to offer ART as well
Diarrheal Deaths Strategy - Child >5yrs
Integrated Management of Childhood
Illnesses (IMCI) – IMCI Training
Reproductive Health <18yrs
To increase the number of trained Nurse Initiated Management of AntiRetoral Therapy (NIMART) nurses
To increase the number of City health facilities offering an ART service
To explore alternatives/opportunities to have higher success rate
To ascertain proper organisational functional placement
Health Resource Centre
HIV Programme – Anti-Retroviral
Therapy (ART)
Purpose
Areas / Unit / Process
The following areas/units /processes have been identified for business improvement.
4.2.2 Business Improvement to enhance services offered by the Directorate
5. PARTNERS AND STAKEHOLDERS IN THE STRATEGY PLAN (optional)
Partners/ Stakeholders
Roles and Responsibilities
Other CoCT departments
Social development (ECDs) Water & Sanitation (informal settlements) Solid
Waste (informal settlements) and to a more limited extent with Libraries,
Parks & Recs;
National Department of Health
Policy direction
Monitoring and evaluation
Provincial Department of Health
Although The National Health Act, No. 61 of 2003, allocates the
responsibility of provision of personal PHC services to the Provincial Health
Department, schedule 4A of the Constitution allows those services to be
assigned to Local Government via mutual agreement. The City Health
Directorate has an excellent partnership with the Provincial Health
Department and a long tradition of rendering quality PHC under a Service
Level Agreement (SLA)
Funding of personal PHC services (per Service Level agreement)
Policy direction
Monitoring and evaluation
NGO’s
Extensive partnerships with a large number of organizations who augment
our resources in terms of service delivery
Other partners
Academic and research institutions make substantial donations and
service inputs
Other Directorates
City Health forms part of various forums as part of our multi sector
integration on critical issues
6.RESOURCES
WBS Element Description
Sarepta Clinic - upgrade of TB area
2014/15
WBS Element Description
600 000 New Fisantekraal Clinic
2014/15
100 000
Furniture, tools, equipment: Additional
3 071 621 Upgrade and Extensions Northpine Clinic
100 000
Upgrade of Security at Clinic
1 500 000 Ext Records Lavender Hill clinic
100 000
70 000 Ext Records Ocean View Clinic
100 000
HS contingency provision - insurance
Replacement Zakhele Clinic Khayelitsha
3 500 000 Hout Bay/Imizamo Yethu - upgrade
0
Upgrade and extensions Kuyasa
100 000 New Pelican Park Clinic
Extensions for ARV and TB Masincedane
Masiphumlele clinic - extensions and
100 000
upgrade
0
Air Pollution control equip: Additional
0
Extensions for ARV and TB Vuyani Clinic
Upgrade and Ext Guguletu Clinic
100 000 Specialized Env Health Equip: Additional
Extensions for ARV and TB Phumlani
100 000 Kasselsvlei clinic - extensions
Mzamomhle clinic upgrade & ext. TB/ARV
Tafelsig Clinic Extensions and Upgrade
2 200 000 Ravensmead Clinic - upgrade of TB area
1 900 000 St Vincent Clinic - Extensions
Extensions for ARV and TB Spencer Road
TOTAL
1 800 000
600 000
1 000 000
424 845
17 466 466
10
11
Manager
Subdistrict
8
6.1.1 Directorate organogram
Manager
Specialised
Health
1
6.1Senior management capability and structure
EXECUTIVE DIRECTOR:
CITY HEALTH
Manager:
Finance
1
Manager:
Support
Services
1
6.1.2 Give an indication of possible outsource services
City Health has two tenders where service providers are currently being utilised to
render the service on behalf of the City.
The one service provider is AVBOB for disposing of the dead/ Pauper Burials and Pauper
Cremations.
We also have four other service providers to deal with our Clearing and Removal of
Illegal Dumping and Nuisance of Overgrown Properties.
12
13
Services
WB BRAAF t/a Braaf’s Lawning & General
Maintenance Services Cleaning and
Removal of
TB Booysen t/a THEMBA Illegal Dumping
CONSTRUCTION
and Nuisance
on Overgrown
BUR MAINTENANCE CC Properties For 3
Year Period.
NEED COMPOST CC t/a
Garden and Organics
The City Health Directorate in terms of the
Environmental Health By Law-1333 is obliged
to ensure that owners of land comply with
the provisions pertaining to illegal dumping The City Health Directorate assigning a
and nuisances on overgrown erven within
service provider to deal with the removal of
the City.
illegal dumping and nuisance on overgrown
properties, enables the Environmental Health
Practitioners to expedite all reported illegal
The Environmental Health Practitioners
during the execution of their duties will serve dumping and overgrown erven nuisance cases
notices on owners of properties and vacant within the City.
Citizens within the City are aware that
land in order to compel them to comply
with the notices that were served.
such reported cases would be dealt with
Failure to comply by the owner would result expeditiously.
in the assigned service providers contacted
by the City, to clean the premises and the
disposal of all the resultant waste.
The municipal boundaries of the City is wide and
thus warrants for a service provider to fulfil this
function as the City Health directorate does not have
the manpower internally to effectively police and
enforce the compliance of the Environmental Health
By-Law, 1333 and other applicable legislation.
Non- compliance could result in illegal dumping
and nuisance on overgrown erven not being
management effectively which could lead to
unhappy citizens legally challenging the City.
Due to the specialised service being provided,
ongoing compliance by the service provider is
required otherwise the City, its employees and the
patients could be placed at risk of which Public
Liability Claims could be filed against the City.
IMMPLOY Recruitment
Agency cc
A24 GROUP
(PTY) Ltd t/a Ambition
24 Hours
ALBRECHT NURSING
AGENCY(PTY) Ltd
The City Health Directorate must ensure daily legal
compliance in terms of various Acts and various
applicable legislation.
Awarding of a 3 year tender must timeously be
advertised, evaluated and adjudicated before
existing contract comes to an end otherwise the City
could be at risk for non- delivery of such a service.
Ensuring due diligence in the Management of
Contracts with assigned service provider can place
an added burden on the existing administration to
ensure correct ongoing contractual obligations to
avoid service provider being placed in default.
Risk
Professional Medical Staff shortages could lead
to a collapse or a compromise to the already
The hiring of Temporary Professional Staff
overburdened Primary Health Care Service which
is to ensure that minimum staffing levels
would place the City at risk due to the current high
of Professional staff at approximately 109
The provision of temporary medical professional
Provision of
burden of disease which are prevalent within our
Clinics are maintained as required from time staff enables the City Health Clinics to remain
Temporary
communities to whom we are rendering the Health
to time.
fully functional when permanent staff members
Employment
Care Service.
are on Leave or on Training etc.
Service For
It also allows continuity for the rendering of the
Medical Profession The main reason is to ensure the continuity
The risk not employing temporary Professional
of the rendering and provide a basic level
Primary Health Care Service to the neediest.
for 3 Year Period.
Medical Staff where we have professional staff
of Primary Health Care Service to the most
shortages at our Clinics could also lead to very sick
vulnerable communities whom we serve.
patients not being attended to and could result in
possibly deaths which the City will have to answer for.
To ensure that the City Health Directorate at its
Clinics are compliant on a daily basis with the
handling of Human Tissue as well as the correct
method of Handling and Disposal of Medical
Waste materials in terms of various Acts/
legislation.
Service managed via SLA is clear and specific
as contained in contract.
A quality and dignified service is rendered to
the most vulnerable and needy people within
the City highlighting that we are a caring City.
The City Health Directorate and the City is
complaint in terms of the Health Act.
Benefit to City Health
Provision of
Medical Waste
Disposal for 3 Year
Period.
This is a specialised Medical Waste Service
provided to approximately 109 Clinics
within the City Health Directorate for daily
operational purposes to ensure that a free
Primary Health Care Service is rendered to
the communities within the City.
The specialised nature of this work is not
rendered internally by the City.
City Health Directorate has to provide this
specialised work in terms of the Health Act
on behalf of the City in order to avoid any
Health nuisances which may occur if this
service is not provided to the destitute,
unknown and underprivileged people
within the City.
Reason
BE Cox t/a BCL
MEDICAL WASTE
MANAGEMENT
SERVICES.
For conducting
of Pauper Burials
AVBOB Funeral Services
and Pauper
Limited.
Cremations for 3
Year Period.
Service Providers
6.1.3 Lead and Contributing Directorate
Provision of effective Environmental Health services [Percentage compliance with
drinking water quality standards] resides with Water Services which makes City Health a
contributor in this instance. City Health is the lead for all other non-KOI objectives.
6.2Financial Information
6.2.1 Summary of revenue by source:
WC000 Cape Town - Supporting Table SA2 Matrix Financial Performance Budget (revenue source/expenditure type
and dept.) CITY HEALTH
Description/
R thousand
Vote 05 – City Health
2014/2015
Revenue By Source
Service charges - other
4236
Fines
21
Licenses and permits
710
Transfers recognized - operational
446 411
Other revenue
2 502
Total Revenue (excluding capital transfers and contributions)
453 881
6.2.2 Summary of operating expenditure by type:
WC000 Cape Town - Supporting Table SA2 Matrix Financial Performance Budget (revenue source/expenditure type
and dept.) CITY HEALTH
Vote 05 – City
Description / R thousand
Health-2014/2015
Expenditure By Type
Employee related costs
620 821
Depreciation & asset impairment
8 718
Other materials
3 637
Contracted services
22 477
Transfers and grants
3 654
Other expenditure
226 329
Total Expenditure
885 635
14
15
Various
Various
City Health
Total Capital Expenditure
-
-
Project
number
Various
Various
Asset
Class 3.
Various
Various
Asset SubClass 3.
-
-
Total
Project
Estimate
22 778
22 778
30 096
30 096
Audited Current Year
Outcome 2013/14 Full
2012/13 Year Forecast
Prior year outcomes
21 966
21 966
Budget
Year
2014/15
14 May 2014
_________________________________________________________________
Mrs Avril de KlerkDate
Manager – Finance
City Health
25 466
25 466
Budget
Year +1
2015/16
28 466
28 466
Budget
Year +2
2016/17
2014/2015 Medium Term Revenue
& Expenditure Framework
I herewith concur with the accuracy of the Financial Information above 6.2.1; 6.2.2 and 6.2.3.
Program/
Project
description
Parent municipality:
R thousand
Municipal Vote/
Capital project
WC000 Cape Town - Supporting Table SA36 Detailed Capital budget 6.2.3 Summary of capital expenditure by type:
-
-
Ward
location
-
-
New or
renewal
Project information
6.2.4 Major features of expenditure
City Health Directorate has been facing an increasing number of clients accessing our
services (average 10% increase in headcount per annum) due to the increased burden
of disease and population growth. These increases have not been uniform across the
city and have led to City Health needing to accommodate growing number of clients
requiring different packages of services in different areas. These increased demands
have not been met with the appropriate resource allocation. Overtime the resources
depict in City Health has been increasing with significant implications on:
Staff establishment:
City Health Directorate’s staffing establishment is not adequate to effectively cater for
the increase in the burden of disease, the population growth and consequent demand
for health services.
Personal Primary health Care - Health Directorate staffing levels are based on workload
indicators (total headcounts at the facilities) with a staff mix of Professional Nurses,
Enrolled Nurses and Enrolled Nursing Assistants tailored to meet the requirements. The
necessary expansion of services (ARVs and Basic Antenatal Care) demand additional
allocation of staff at some of the clinics. The services are nurse-based and Medical
Officers are employed in a supportive capacity. Moreover, staff cuts cannot be
affected without closing clinics and/or reducing services,
The allocation of Clerks at the clinics is also based on the number of clinical folders and
laboratory results to be handled and the amount of data that needs to be captured
– failure to maintain this allocation lead to problems with clinical care, administrative
reporting and legal compliance, ; Finally, the Senior Worker allocation is based on the
size of the health facilities, inadequate numbers impact on cleaning and infection
control a critical factor which must at all times be adhered to.
In addition, the implementation of the National Core Standards, which specifies certain
requirements for health clinics, has added more financial strain on this directorate.
Security guards on site and appointment of Queue marshals are two examples that
would add value to the services. It is against this backdrop that current staffing levels
have to be increased.
Environmental Health Services - The current allocation of Environmental Health
Practitioners (EHPs) to the population in City Health results in a ratio of 1 EHP per 27
000 population, far below the National norm of 1 EHP per 15 000 population. The need
to increase the number of EHPs to improve these ratios has been identified by the
Executive Mayor as a priority
Security services:
To ensure the safety and security of our staff and clients City Health is required to
upgrade security arrangement and to employ security personnel.
General expenses:
Pharmaceuticals and Laboratory Testing is required for the provision of health care to
patients accessing our services.
16
Nutrition could see a projected saving of R 1 500 000.00 attributed to the reduction of
need for nutritional supplement (milk formula) for infants born from HIV positive mothers
as a result of a change in National policy that now encourages breastfeeding.
6.2.5 Narrative on Directorate capital programme
All Capital projects were linked to Corporate Objectives 3.5; 3.6; 3.7 and 5.3. These are
equivalent to the Directorate Objectives. For 2014/2015: In relation to the City’s Capital
Budget of R 5, 2 Billion, City Health’s Capital Budget is R 21, 9 Million (0.42%). The major
Capital Projects to be completed in 2014/15 include:
PROJECT NAME
WBS ELEMENT DESCRIPTION
TOTAL PROJECT COST
New Environmental Health Offices,
Khayelitsha
New facility
R 14 630 879
St Vincent clinic
Mzamomhle clinic
Tafelsig clinic
Extensions and upgrade for Paediatric, ARV
R 7 488 090
and TB services
Extensions and upgrade for ARV and TB
R 4 446 000
services
Extensions and upgrade for ARV and TB
R 4 829 600
services – phase I of a two phase project
Total
R31 394 569
7. RISK ASSESSMENT
Management, with the assistance of the Integrated Risk Management (IRM)
Department, has applied their minds and due care taken to ensure that risks which
could impact on them not achieving the Directorate’s objectives are identified,
addressed and managed on a day to day basis in accordance with the City’s
approved IRM Policy and IRM Framework.
Risk Registers are utilised as a management tool in order to manage all risks of the
Directorate. The risks identified and rated, equal or above the Council approved rating
(appetite) will be reported to the Executive Management Team (EMT), as well as to the
relevant Mayoral Committee member on a six monthly basis.
17
18
Linked Objectives
Challenge to secure and sustain revenue collection from
Environmental Health Programmes
Provision of effective Environmental Health services including Air
Quality Management, Pollution Control Programmes and Noise
Pollution
The current tariff associated with Atmospheric Emission Licensing
is based on a fee calculator that was developed by the National
Department of Environmental Affairs.
Challenge to
secure and sustain
External Donor
Provision of Effective Primary Health Care
Funding for TB and
HIV Global Fund
SLA with WCG
Risk Title
7.1Revenue risks
The implementation and monitoring
of the contract with Province
re Global Fund CBR and ARV
Khayelitsha
Continue to lobby for funding for
the contract with Global Fund ad
Province CBR and ARVs in Khayelitsha
Action Plan Title
Feedback received from the National
Office is that this fee calculator is
currently under review. The outcome
of the review is uncertain.
Reliance on WCG to
channel funding from
Escalate to Corporate Finances and
National government to the the IG
City equitably
Funding based on (low)
historic patterns(City and
WCG)
Global economy
Contributing Factor Title
The outcome of the review may
result in an increase in the income
Following Fee calculator is
derived from application fees, but
subject to adjustment from
the contrary is also possible.
time to time.
Failure to generate sufficient income
to augment funds
• Reputation
• Lost opportunities
• Lack of sustainability
• HIV & TB Services cannot be
expanded according to match
changing needs
Consequence
8. OBJECTIVES AND INDICATORS OF THE DIRECTORATE SDBIP
Refer to SDBIP
9.AUTHORISATION
The undersigned do hereby indicate their agreement with the contents of this
document and the outcomes.
Name
Executive Director
Dr Weziwe Zandile
Mahlangu-Mathibela
Mayco Member
Councillor
Benedicta van Minnen
Signature
Date
10.ANNEXURES:
Annexure B: 2014/2015 Directorate SDBIP
19
N/A
N/A
SFA 3: The Caring
city
SFA 3: The Caring
city
N/A
SFA 3: The Caring
city
N/A
N/A
SFA 3: The Caring
city
SFA 3: The Caring
city
N/A
SFA 3: The Caring
city
Pillar &
Corporate
Objective Number
Corporate
Scorecard
Indicator
Number
Alignment to IDP
Baseline
(2012/2013)
3.7: Provide
% of registered
effective Primary
pre schools
Health Care
visited
services
4.5%
3.7(a): Primary
health-care
programme
% of Teenage
3.7: Provide
births <18 years
effective Primary
(Measured
Health Care
annually
services
calender year)
64%
3.7(a): Primary
health-care
programme
3.7: Provide
effective Primary
Health Care
services
% of new
Antenatal
Clients booked
before 20 weeks
3.7(a): Primary
health-care
programme
3.7(a): Primary
health-care
programme
3.7(a): Primary
health-care
programme
3.7(a): Primary
health-care
programme
Program /
Statutory or
Strategic Plan
3.7: Provide
effective Primary % of cervical
71%
Health Care
smear coverage
services
100%
93%
<5 year Mortality
Rate per live
19,60
births measured
annually
Indicator
% of
Immunisation
3.7: Provide
coverage from
effective Primary
Pentaxim 1st
Health Care
dose to fully
services
immunised <1
year
3.7: Provide
effective Primary
Health Care
services
Corporate
Objective
2014 / 2015 CITY HEALTH DIRECTORATE’S SDBIP
Link to Lead
Directorate
City Health
City Health
City Health
City Health
City Health
City Health
20
≤4.5%
≥55%
≥70%
98%
93%
≤19.00
Annual
Target
30 June 2015
≤4.5%
≥55%
≥70%
98%
93%
N/A
Tuesday 30
September
14
≤4.5%
≥55%
≥70%
98%
93%
N/A
≤4.5%
≥55%
≥70%
98%
93%
N/A
Tuesday 31
March 15
Targets
Wednesday
31
December
14
≤4.5%
≥55%
≥70%
98%
93%
≤19.00
Tuesday 30
June 15
Executive
Director and
8 Manager’s
Health (SubDistrict)
Executive
Director and
8 Manager’s
Health (SubDistrict)
Executive
Director and
8 Manager’s
Health (SubDistrict)
Executive
Director and
8 Manager’s
Health (SubDistrict)
Executive
Director and
8 Manager’s
Health (SubDistrict)
Executive
Director and
8 Manager’s
Health (SubDistrict)
Responsible
Person
3.J
N/A
SFA 3: The Caring
city
N/A
SFA 3: The Caring
city
SFA 3: The Caring
city
N/A
Corporate
Scorecard
Indicator
Number
SFA 3: The Caring
city
Pillar &
Corporate
Objective Number
Alignment to IDP
Number of New
Clients screened
at the Substance
Abuse
1 362
Outpatient
Treatment
Centres
% of clean
drug tests of
65%
clients within the
program
3.8: Provide
Substance
Abuse
Outpatient
Treatment and
Rehabilitation
services
64992 (joint
with MDHS)
515/qtr
Baseline
(2012/2013)
3.8: Provide
Substance
Abuse
Outpatient
Treatment and
Rehabilitation
services
Number of
<18 years old
Reproductive
3.7: Provide
Health Clients
effective Primary
(baseline
Health Care
target included
services
province and
they stopped
reporting)
Number of
visits to schools
for Health
Promotion
Outreach
Programs
Indicator
3.7: Provide
effective Primary
Health Care
services
Corporate
Objective
2014 / 2015 CITY HEALTH DIRECTORATE’S SDBIP
Link to Lead
Directorate
City Health
City Health
City Health
City Health
21
CoCT AOD
Strategy
2011 - 2014 &
3.8(a): Primary
health-care
programme:
Number of
substance
abuse
outpatients
provided with
alternative
constructive
behaviour
CoCT AOD
Strategy
2011 - 2014 &
3.8(a): Primary
health-care
programme:
Number of
substance
abuse
outpatients
provided with
alternative
constructive
behaviour
3.7(a): Primary
health-care
programme
3.7(a): Primary
health-care
programme
Program /
Statutory or
Strategic Plan
≥65%
1 572
50 000
>500/qtr
Annual
Target
30 June 2015
≥65%
393
15 000
>500
Tuesday 30
September
14
≥65%
786
25 000
>500
Wednesday
31
December
14
≥65%
1 179
40 000
>500
Tuesday 31
March 15
Targets
≥65%
1 572
50 000
>500
Tuesday 30
June 15
Executive
Director and
Principal
Professional
Officer:
Substance
Abuse
Coordinator
Executive
Director and
Principal
Professional
Officer:
Substance
Abuse
Coordinator
Executive
Director and
8 Manager’s
Health (SubDistrict)
Executive
Director and
8 Manager’s
Health (SubDistrict)
Responsible
Person
22
N/A
N/A
N/A
N/A
3.I
SFA 3: The Caring
city
SFA 3: The Caring
city
SFA 3: The Caring
city
SFA 3: The Caring
city
SFA 3: The Caring
city
Pillar &
Corporate
Objective Number
Corporate
Scorecard
Indicator
Number
≥542
83%
HIV/Aids/
STI & TB &
3.7(a): Primary
health-care
programme
HIV/Aids/
STI & TB &
3.7(a): Primary
health-care
programme
Number of
3.7: Provide
outreach
effective Primary
prevention
Health Care
interventions in
services
communities
3.7: Provide
% of New Smear
effective Primary
Positive TB Cure
Health Care
Rate
services
55
HIV/Aids/
STI & TB &
3.7(a): Primary
health-care
programme
3.7: Provide
Number of
effective Primary
condoms >15 yrs 55
Health Care
annualised
services
8 200
HIV/Aids/
STI & TB &
3.7(a): Primary
health-care
programme
Number of new
clients enrolled
on Antiretroviral
Treatment (ART)
650 000
3.7: Provision of
effective Primary
Health Care
services
83%
542
8 540
590 000
Number of
adults >15 years
old tested for
HIV
HIV/Aids/
STI & TB &
3.7(a): Primary
health-care
programme
3.7: Provide
effective Primary
Health Care
services
Annual
Target
30 June 2015
Program /
Statutory or
Strategic Plan
Indicator
Baseline
(2012/2013)
Corporate
Objective
City Health
Alignment to IDP
2014 / 2015 CITY HEALTH DIRECTORATE’S SDBIP
Link to Lead
Directorate
City Health
City Health
City Health
City Health
83%
≥110
55
2 050
160 000
Tuesday 30
September
14
83%
≥220
55
4 100
320 000
83%
≥330
55
6 150
480 000
Tuesday 31
March 15
Targets
Wednesday
31
December
14
83%
≥542
55
8 200
650 000
Tuesday 30
June 15
Executive
Director, 8
Managers
Health (sub
district)
Manager:
Specialised
Health and
TB Project
Manager
Executive
Director and
8 Manager’s
Health (SubDistrict)
Executive
Director,
Manager:
Specialised
Health and
Head: HIV/
Aids/STI and TB
Executive
Director,
Manager:
Specialised
Health and
Head: HIV/
Aids/STI and TB
Executive
Director,
Manager:
Specialised
Health and
Head: HIV/
Aids/STI and TB
Responsible
Person
3.H
N/A
SFA 3: The Caring
city
N/A
SFA 3: The Caring
city
SFA 3: The Caring
city
N/A
Corporate
Scorecard
Indicator
Number
SFA 3: The Caring
city
Pillar &
Corporate
Objective Number
Alignment to IDP
Number of
days when
air pollution
exceeds RSA
Ambient
Air Quality
Standards
% of total noise
complaints
received that
were resolved in
3 months
3.6: Provide
effective
Air Quality
Management
and Pollution
(including
noise) Control
Programmes
3.6: Provide
effective
Air Quality
Management
and Pollution
(including
noise) Control
Programmes
95%
5,00
Number of diesel
7 500
vehicles tested
3.6: Provide
effective
Air Quality
Management
and Pollution
(including
noise) Control
Programmes
Baseline
(2012/2013)
% of HIV+ve
TB patients
67%
commenced on
ARVs
Indicator
3.7: Provide
effective Primary
Health Care
services
Corporate
Objective
2014 / 2015 CITY HEALTH DIRECTORATE’S SDBIP
Link to Lead
Directorate
City Health
City Health
City Health
City Health
23
90%
3.6(a):
Measuring
the number
of days when
air pollution
exceeds World
Health
Organisation
guidelines
90%
≤25
1 900
AQMP & 3.6(a):
Measuring
the number
of days when
air pollution
7 700
exceeds World
Health
Organisation
guidelines
AQMP & 3.6(a):
Measuring
the number
of days when
air pollution
≤25
exceeds World
Health
Organisation
guidelines
≥68%
≥68%
HIV/Aids/
STI & TB &
3.7(a): Primary
health-care
programme
Tuesday 30
September
14
Annual
Target
30 June 2015
Program /
Statutory or
Strategic Plan
90%
≤25
3 850
≥68%
Wednesday
31
December
14
90%
≤25
5 775
≥68%
Tuesday 31
March 15
Targets
90%
≤25
7 700
≥68%
Tuesday 30
June 15
Executive
Director,
Manager:
Specialised
Health, Head:
Environmental
Health
Specialised
Services
and Senior
Mechanical
Engineer
Executive
Director,
Manager:
Specialised
Health
and Head:
Environmental
Health
Specialised
Services
Executive
Director,
Manager:
Specialised
Health
and Head:
Environmental
Health
Specialised
Services
Executive
Director, 8
Managers
Health (sub
districts)
Manager:
Specialised
Health and
TB Project
Manager
Responsible
Person
24
N/A
N/A
SFA 3: The Caring
city
SFA 1: The
Opportunity city
N/A
N/A
SFA 3: The Caring
city
SFA 3: The Caring
city
N/A
SFA 3: The Caring
city
Pillar &
Corporate
Objective Number
Corporate
Scorecard
Indicator
Number
3.5(a):
Environmental
health-care
programme
3.5(a):
Environmental
health-care
programme
5,00
99%
% of health
care waste
generators
inspected
that comply
with minimum
standards
Rate of new
pesticide
poisoning cases 0,69
reported per 100
000 population
Number of block
baiting stations
42 305
for vector
control of rats
3.5: Provide
effective
Environmental
Health services
3.5: Provide
effective
Environmental
Health services
SFA 1.2: Provide
and maintain
economic
and social
infrastructure
to ensure
infrastructureled economic
growth and
development
3.5: Provide
effective
Environmental
Health services
3.5(a):
Environmental
health-care
programme
3.5(a):
Environmental
health-care
programme
Incidence of
notifiable waterborne diseases
per 100 000
population
3.5(a):
Environmental
health-care
programme
3.5: Provide
effective
Environmental
Health services
Baseline
(2012/2013)
99%
Indicator
% of routine
domestic
water samples
complying with
SANS 241 quality
standards
Corporate
Objective
Program /
Statutory or
Strategic Plan
3.5: Provide
effective
Environmental
Health services
City Health
Alignment to IDP
2014 / 2015 CITY HEALTH DIRECTORATE’S SDBIP
Link to Lead
Directorate
City Health
City Health
City Health
City Health
45 000
≤1
≥99%
≤5
≥99
Annual
Target
30 June 2015
11 250
N/A
N/A
≤5
≥99
Tuesday 30
September
14
22 500
≤1
≥99%
≤5
≥99
33 750
N/A
N/A
≤5
≥99
Tuesday 31
March 15
Targets
Wednesday
31
December
14
45 000
≤1
≥99%
≤5
≥99
Tuesday 30
June 15
Executive
Director and
8 Manager’s
Health (SubDistrict)
Executive
Director,
Manager:
Specialised
Health and
Head: Health
Information &
Technology
Executive
Director and
8 Manager’s
Health (SubDistrict)
Executive
Director,
Manager:
Specialised
Health and
Head: Health
Information &
Technology
Executive
Director,
Manager:
Specialised
Health and
Coordinator:
Water Quality
Responsible
Person
25
N/A
N/A
SFA 1: The
Opportunity city
N/A
SFA 3: The Caring
city
SFA 3: The Caring
city
N/A
Corporate
Scorecard
Indicator
Number
SFA 3: The Caring
city
Pillar &
Corporate
Objective Number
99%
% of funeral
undertakers
premises
inspected that
comply with
regulations
Number
of Health
& Hygiene
Projects related
to informal
settlements
3.5: Provide
effective
Environmental
Health services
1.2: Provide
and maintain
economic
and social
infrastructure
to ensure
infrastructureled economic
growth and
development
3.5: Provide
effective
Environmental
Health services
500
79%
% of food
samples
complying
with relevant
legislation
standards
3.5: Provide
effective
Environmental
Health services
Baseline
(2012/2013)
21
Indicator
3.5: Provide
of effective
Environmental
Health services
Corporate
Objective
Number of
confirmed
food poisoning
episodes
reported
City Health
Alignment to IDP
2014 / 2015 CITY HEALTH DIRECTORATE’S SDBIP
Link to Lead
Directorate
City Health
City Health
City Health
3.5(a):
Environmental
health-care
programme
3.5(a):
Environmental
health-care
programme
3.5(a):
Environmental
health-care
programme
3.5(a):
Environmental
health-care
programme
Program /
Statutory or
Strategic Plan
680
98%
79%
≤21
Annual
Target
30 June 2015
170
98%
79%
5
Tuesday 30
September
14
340
98%
79%
10
Wednesday
31
December
14
510
98%
79%
15
Tuesday 31
March 15
Targets
680
98%
79%
≤21
Tuesday 30
June 15
Executive
Director and
8 Manager’s
Health (SubDistrict)
Executive
Director and
8 Manager’s
Health (SubDistrict)
Executive
Director,
Manager:
Specialised
Health and
Head: Health
Information &
Technology
Executive
Director,
Manager:
Specialised
Health and
Coordinator:
Food Control
Responsible
Person
N/A
N/A
SFA 3: The Caring
city
SFA 5.The well-run
City
N/A
N/A
SFA 3: The Caring
city
SFA 1: The
Opportunity city
Pillar &
Corporate
Objective Number
Corporate
Scorecard
Indicator
Number
Alignment to IDP
5.1: Ensure a
transparent
government,
and work
towards
eradicating
corruption
NEW
5.1(a):
Transparent
Government
(oversight)
programme
% of monthly
supervisory visits
3.7: Provide
to PHC facilities
effective Primary
done and that
97%
Health Care
have covered
services
all aspects of the
Supervisory Tool
Number of risk
registers signed
and submitted
to IRM timeously
3.7(a): Primary
health-care
programme
122
3.5(a):
Environmental
health-care
programme
Program /
Statutory or
Strategic Plan
3.5(a):
Environmental
health-care
programme &
3.7(a): Primary
health-care
programme
Number of
Health Service
Points with
Continuous
Quality
Improvement
Projects
Provide effective
environmental
health services
& 3.7: Provide
effective primary
health-care
services
Baseline
(2012/2013)
Number of
monitoring visits
done to informal
16 098
settlements to
identify potential
Health Hazards
Indicator
1.2: Provide
and maintain
economic
and social
infrastructure
to ensure
infrastructureled economic
growth and
development
3.5: Provide
effective
Environmental
Health services
Corporate
Objective
2014 / 2015 CITY HEALTH DIRECTORATE’S SDBIP
Link to Lead
Directorate
City Health
City Health
City Health
Integrated Risk
Management
26
33
≥90%
≥98
19 656
Annual
Target
30 June 2015
N/A
≥90%
N/A
4 914
Tuesday 30
September
14
11
≥90%
≥49
9 828
11
≥90%
N/A
14 742
Tuesday 31
March 15
Targets
Wednesday
31
December
14
11
≥90%
≥98
19 656
Tuesday 30
June 15
Executive
Director, 8
Manager’s
Health (SubDistrict),
Manager:
Specialised
Health
Executive
Director and
8 Manager’s
Health (SubDistrict)
Executive
Director and
8 Manager’s
Health (SubDistrict)
Executive
Director and
8 Manager’s
Health (SubDistrict)
Responsible
Person
27
SFA 1: The
Opportunity city &
SFA 1.2: Provide
and maintain
economic
and social
infrastructure
to ensure
infrastructure-led
economic growth
and development
SFA 1: The
Opportunity city
Pillar &
Corporate
Objective Number
1.D
1.B
Corporate
Scorecard
Indicator
Number
Alignment to IDP
1.2 Provide
and maintain
economic
and social
infrastructure
to ensure
infrastructureled economic
growth and
development
1.2 Provide
and maintain
economic
and social
infrastructure
to ensure
infrastructureled economic
growth and
development
Corporate
Objective
Baseline
(2012/2013)
Percentage
spend on
repairs and
maintenance
Actual
Dir/Dept.
achievement as
at 30 June
2013
Percentage
spend of Capital 99,3%
Budget
Indicator
2014 / 2015 CITY HEALTH DIRECTORATE’S SDBIP
Link to Lead
Directorate
Finance
Finance
Annual
Target
30 June 2015
1.2(b):
Maintenance
95%
of infrastructure
1.2(b):
Maintenance
92%
of infrastructure
Program /
Statutory or
Strategic Plan
21,5%
Dir/Dept.
projected
cash
flow/ total
budget
Tuesday 30
September
14
45,5%
Dir/Dept.
projected
cash
flow/ total
budget
Wednesday
31
December
14
70,2%
Dir/Dept.
projected
cash
flow/ total
budget
Tuesday 31
March 15
Targets
95%
92%
Tuesday 30
June 15
Executive
Director, 8
Manager’s
Health (SubDistrict), Manager: Specialised Health,
Manager:
Finance, Support Services
Manager and
Senior Professional Officer:
Planning and
Commissioning Unit
Executive
Director, 8
Manager’s
Health (SubDistrict), Manager: Specialised Health,
Manager:
Finance, Support Services
Manager and
Senior Professional Officer:
Planning and
Commissioning Unit
Responsible
Person
28
SFA 1: The
Opportunity city
SFA 1: The
Opportunity city
Pillar &
Corporate
Objective Number
1.M(a)
1.I
Corporate
Scorecard
Indicator
Number
Alignment to IDP
1.6 Maximise the
use of available
funding and
programmes for
training and skills
development
1.2: Provide
and maintain
economic
and social
infrastructure
to ensure
infrastructureled economic
growth and
development
Corporate
Objective
Number of
external trainee
and bursary
opportunities
(excluding
apprentices)
Number of
Expanded
Public Works
programmes
(EPWP)
opportunities
created
Indicator
2014 / 2015 CITY HEALTH DIRECTORATE’S SDBIP
Link to Lead
Directorate
Office of the Deputy City Manager
Corporate Services
Actual
Dir/Dept.
achievement as
at 30 June
2013
600
Baseline
(2012/2013)
700
Annual
Target
30 June 2015
1.6(a): Sectoral
education
and training
authority (SETA)
and EPWP
funding
used to train
apprentices
and create
58
other external
training
opportunities.
Training
apprentices
for vacant
posts in the
administration
and the city.
1.2(d):
Expanded
Public Works
Programme
(EPWP)
Program /
Statutory or
Strategic Plan
N/A
175
Tuesday 30
September
14
20
350
Wednesday
31
December
14
N/A
525
Tuesday 31
March 15
Targets
58
700
Tuesday 30
June 15
Executive
Director
and Support
Services
Manager
Executive
Director, 8
Manager’s
Health (SubDistrict),
Manager:
Specialised
Health,
Manager:
Finance,
Support
Services
Manager
and Principal
Professional
Officer:
Service
Coordination
Responsible
Person
29
SFA 3: The Caring
city
SFA 1: The
Opportunity city
Pillar &
Corporate
Objective Number
4.A
1.M(b)
Corporate
Scorecard
Indicator
Number
Alignment to IDP
1.6 Maximise the
use of available
funding and
programmes for
training and skills
development
3.7: Provide
effective Primary
Health Care
services
4.1 Ensure
responsiveness
by creating an
environment
where citizens
can be
communicated
with and
responded to
Corporate
Objective
Percentage
adherence to
Citywide service
standard based
on all external
notifications
Number of
apprentices
Indicator
2014 / 2015 CITY HEALTH DIRECTORATE’S SDBIP
Link to Lead
Directorate
Corporate Services
Corporate Services
Actual
Dir/Dept.
achievement as
at 30 June
2013
N/A
Baseline
(2012/2013)
Annual
Target
30 June 2015
3.7(b):
Perception
survey score on
the provision of
primary healthcare services
& 4.1(a):
100%
Managing
service delivery
through
the service
management
programme
(C3 notification
responsiveness)
1.6(a): Sectoral
education
and training
authority (SETA)
and EPWP
funding
used to train
apprentices
and create
N/A
other external
training
opportunities.
Training
apprentices
for vacant
posts in the
administration
and the city.
Program /
Statutory or
Strategic Plan
100%
N/A
Tuesday 30
September
14
100%
N/A
Wednesday
31
December
14
100%
N/A
Tuesday 31
March 15
Targets
100%
N/A
Tuesday 30
June 15
Executive
Director, 8
Manager’s
Health (SubDistrict),
Manager:
Specialised
Health,
Manager:
Finance,
Support
Services
Manager
and Principal
Professional
Officer:
Service
Coordination
N/A
Responsible
Person
30
Corporate
Scorecard
Indicator
Number
SFA 5: The Well-Run
city
N/A
SFA 5: The Well-Run
city
N/A
SFA 5: The Well-Run
city
N/A
Pillar &
Corporate
Objective Number
Alignment to IDP
5.2 Establish an
efficient and
productive
administration
that prioritises
delivery
5.2 Establish an
efficient and
productive
administration
that prioritises
delivery
5.2 Establish an
efficient and
productive
administration
that prioritises
delivery
Corporate
Objective
Percentage
adherence
to employee
talent target
(composite
indicator)
Percentage
adherence
to Employee
Utilisation target
(composite
Indicator)
Percentage
adherence
to EE target
(composite
Indicator)
Indicator
2014 / 2015 CITY HEALTH DIRECTORATE’S SDBIP
Link to Lead
Directorate
Corporate Services
Corporate Services
Corporate Services
Actual
Dir/Dept.
achievement as
at 30 June
2013
Actual
Dir/Dept.
achievement as
at 30 June
2013
Actual
Dir/Dept.
achievement as
at 30 June
2013
Baseline
(2012/2013)
Programme
5.2(b): Human
resources
strategy
Programme
5.2(b): Human
resources
strategy
Programme
5.2(b): Human
resources
strategy
Program /
Statutory or
Strategic Plan
100%
100%
100%
Annual
Target
30 June 2015
100%
100%
100%
Tuesday 30
September
14
100%
100%
100%
Wednesday
31
December
14
100%
100%
100%
Tuesday 31
March 15
Targets
100%
100%
100%
Tuesday 30
June 15
Executive
Director, 8
Manager’s
Health (SubDistrict),
Manager:
Specialised
Health,
Manager:
Finance
and Support
Services
Manager
Executive
Director, 8
Manager’s
Health (SubDistrict),
Manager:
Specialised
Health,
Manager:
Finance
and Support
Services
Manager
Executive
Director, 8
Manager’s
Health (SubDistrict),
Manager:
Specialised
Health,
Manager:
Finance
and Support
Services
Manager
Responsible
Person
31
Corporate
Scorecard
Indicator
Number
SFA 5: The Well-Run
city
N/A
SFA 5: The Well-Run
city
N/A
Pillar &
Corporate
Objective Number
Alignment to IDP
Indicator
Percentage
of Operating
Budget spent
Percentage of
assets verified
Corporate
Objective
5.3 Ensure
financial
prudence with
clean audits
by the Auditor
General
5.3 Ensure
financial
prudence with
clean audits
by the Auditor
General
2014 / 2015 CITY HEALTH DIRECTORATE’S SDBIP
Link to Lead
Directorate
Finance
Finance
100%
95,3%
Baseline
(2012/2013)
Program /
Statutory or
Strategic Plan
Dir/Dept.
projected
cash flow
Tuesday 30
September
14
Review
100%
of Asset
asset register Policy by
verified
Corporate
Finance
95%
Annual
Target
30 June 2015
Dir/Dept.
projected
cash flow
60%
asset
register
verified by
Dir/Dept.
Finalisation
of Asset
verification
timetable
by
Corporate
Finance
Tuesday 31
March 15
Dir/Dept.
projected
cash flow
Wednesday
31
December
14
Targets
100%
asset
register
verified by
Dir/Dept.
95%
Tuesday 30
June 15
Executive
Director, 8
Manager’s
Health (SubDistrict),
Manager:
Specialised
Health,
Manager:
Finance
and Support
Services
Manager
Executive
Director, 8
Manager’s
Health (SubDistrict),
Manager:
Specialised
Health,
Manager:
Finance
and Support
Services
Manager
Responsible
Person
32
Corporate
Scorecard
Indicator
Number
SFA 5: The Well-Run
N/A
city
Pillar &
Corporate
Objective Number
Alignment to IDP
5.3 Ensure
financial
prudence with
clean audits
by the Auditor
General
Corporate
Objective
Baseline
(2012/2013)
Percentage
Internal Audit
50%
findings resolved
Indicator
2014 / 2015 CITY HEALTH DIRECTORATE’S SDBIP
Link to Lead
Directorate
Internal Audit
Program /
Statutory or
Strategic Plan
70%
Annual
Target
30 June 2015
70%
Tuesday 30
September
14
70%
Wednesday
31
December
14
70%
Tuesday 31
March 15
Targets
70%
Tuesday 30
June 15
Executive
Director, 8
Manager’s
Health (SubDistrict),
Manager:
Specialised
Health,
Manager:
Finance
and Support
Services
Manager
Responsible
Person
33
PROGRAM / STATUTORY OR
STRATEGIC PLAN
3.8(a): Primary health-care
programme: Number of
substance abuse
outpatients provided with
alternative constructive
behaviour
1.2(b): Maintenance of
infrastructure
1.2(d): Expanded Public
Works Programme (EPWP)
1.D Percentage
spend on repairs and
maintenance
1.I Number of
Expanded Public
Works programmes
(EPWP) opportunities
created
1.B Percentage spend 1.2(b): Maintenance of
of Capital Budget
infrastructure
3.J Number of New
Clients screened at
the Substance Abuse
Outpatient Treatment
Centres
3.I New Smear Positive 3.7(a): Primary health-care
TB Cure Rate
programme
3.6(a): Measuring the
3.H Number of days
number of days when air
when air pollution
pollution exceeds World
exceeds RSA Ambient
Health
Air Quality Standards
Organisation guidelines
INDICATOR
• This indicator measures the number of work opportunities created through the Expanded Public Works Programme
(EPWP)
• An EPWP work opportunity is paid work created for an individual on an EPWP project for any period of time, within
the employment conditions of the Code of Good Practice for Special Public Works Programmes. • In the case of
Social Sector projects, learnerships also constitute work opportunities.
Repairs are actions undertaken to restore an asset to its previous condition after failure or damage. Expenses on
maintenance and repairs are considered operational expenditure.
Percentage reflecting year to date spend (including secondary cost) / total repairs and maintenance budget
Note that the in-year reporting during the financial year will be indicated as a trend (year to date spend).
Maintenance is defined as the actions required for an asset to achieve its expected useful life. Planned Maintenance
includes asset inspection and measures to prevent known failure modes and can be time or condition-based.
Percentage reflecting year to date spend / Total budget less any contingent liabilities relating to the capital budget.
The total budget is the council aprroved adjusted budget at the time of the measurement. Contingent liabilities are
only identified at the year end.
The number of new clients, seeking help for substance abuse, being screened in a first interview at the City’s
outpatient treatment sites. The percentage indicates the previous financial years figures e.g.: for 2012/13 it will be financial year 2011/12 etc.
The indicator measures the number of new smear positive pulmonary TB cases started on treatment on whom there is
bacteriological confirmation that the patient has responded to treatment and can be considered cured:
Numerator: Number of new smear positive pulmonary TB cases started on treatment on whom there is bacteriological
confirmation that the patient has responded to treatment and can be considered cured
Denominator: Number of new smear positive pulmonary TB cases
Description of indicator: Any day when any one of the criteria pollutants at any one of up to a maximum of 13* air
quality monitoring stations in the City exceeds RSA Ambient Air Quality Standards. Layman Description: The number
of days where one of the identified air pollution particles is above the levels set by the RSA Ambient Air Quality
Standards.
INDICATOR DEFINITION
34
4.1(a): Managing service
delivery through the service
management
programme
(C3 notification
responsiveness)
Programme 5.2(b): Human
resources strategy
Percentage
adherence to EE
target (composite
Indicator)
1.M(b) Number of
apprentices
4.A Percentage
adherence to
Citywide service
standard based on all
external notifications
1.6(a): Sectoral education
and training authority (SETA)
and EPWP
This measures the number of learning opportunities created for the unemployed youth as a contribution to the job
funding used to train
creation initiative. This indicator is limited to apprenticeships.
apprentices and create
other external training
This is an accumulative quarterly measures. The target refers to the 4th quarter final total.
opportunities. Training
apprentices for vacant posts
in the administration and the
city.
1.M(a) Number of
external trainee and
bursary opportunities
(excluding
apprentices)
A single score will be calculated by first scoring the % achievement of the Directorate or Department against each
individual target and then weighting their % performance and adding the totals.
3. (50% weighting) Internal staff development as per EE Plan: This indicator will measure the number of internal
appointments, promotions and advancements over a 12 month period. This will be calculated as a percentage
based on the general EE target of 80%.
2. (10% Weighting) compliance to disability plan target: This measures the percentage of disabled staff employed at
a point in time against the target of 2%.
Composite EE Indicator made up of three weighted components:
1. (40% weighting) compliance to EE plan for external appointments; This indicator measures the number of external
appointments across all directorates over the preceding 12 month period. The following job categories are excluded
from this measurement: Councillors, students, apprentices, contractors and non-employees. The general EE target =
80% - i.e. 80% of all appointments should be EE compliant.
The service standard will be based on X% notifications closed within Y number of days. The percentage notifications
and the number of days will be determined by each directorate in consultation with the Service Management
Project team and will be guided by current performance and available external benchmarks.
This is an accumulative quarterly measure. The target refers to the 4th quarter final total.
This measures the number of learning opportunities created for the unemployed youth as a contribution to the job
creation initiative and provision of real world of work exposure to trainees and graduates. This includes, external
bursaries awarded, in-service student training opportunities, graduate internships and learnerships.
1.6(a): Sectoral education
and training authority (SETA)
and EPWP funding used to
train apprentices and create
other external training
opportunities. Training
apprentices for vacant posts
in the administration and the
city.
INDICATOR DEFINITION
PROGRAM / STATUTORY OR
STRATEGIC PLAN
INDICATOR
35
Programme 5.2(b): Human
resources strategy
#
Percentage of
Operating Budget
spent
Programme 5.2(b): Human
resources strategy
Percentage
adherence to
Employee Utilisation
target (composite
Indicator)
Percentage
adherence to
employee talent
target (composite
indicator)
PROGRAM / STATUTORY OR
STRATEGIC PLAN
INDICATOR
Formula: Total actual to date as a percentage of the total budget including secondary expenditure.
A single score will be calculated by first scoring the % achievement of the Directorate or Department against each
individual target and then weighting their % performance and adding the totals.
4. (25% weighting) Retention: Employee retention is a stability index that is commonly used by human resources
departments to show the percentage of employees that are still in their jobs over a period of time. This is measured by
calculating the percentage of employees that started 12 months ago who are still in employment. This is an indicator
to monitor performance in attracting and retaining employees. The higher the retention rate the better. The retention
rate for the new year is set at 90%. This is a new factor and will be monitored for amendment if necessary.
3. (25% weighting) Turnover (Retention of scarce skills as measured by staff turnover) Turnover rate is the rate for which
employees leave a company. This is measured by a % attrition of staff in scarce skills defined occupational categories
over a 12 month period against an acceptable benchmark % turnover of 12%. Formula: Total terminations as % of
staff complement each month, as measured over a preceding 12 month period (i.e. 12 month rolling average). This
will be limited to the following occupational categories: Legislators & senior managers, Professionals, Technicians and
other professionals. Target: the staff turnover % must be ≤12% throughout the financial year.
2. (20% weighting) Budget spend on workplace skills plan (NKPI). Formula: % spent against planned training budget.
The corporate wide target for this factor is 95% (i.e. as per target for OPEX). This is an accumulative target over 12
months.
Composite Talent indicator made up of four weighted components:
1. (30% weighting) Increase in skills level. The corporate wide target is a 4% increase, based on the current gap
between scarce skills vacancy rate of 11%(in defined occupational categories) and corporate targeted vacancy
rate of 7%. However, each department will have its own target based on the current difference between their scarce
skills vacancy rate and the corporate target of max 7% vacancies. ( e.g. If a department’s current vacancy rate for
scarce skills = 7%, then their target will be 0% and their performance 100%. Any increase in skills levels thereafter will
therefore reflect as >100% performance).
A single score will be calculated by first scoring the % achievement of the Directorate or Department against each
individual target and then weighting their % performance and adding the totals.
3. (30% weighting) The OH&S indicator will measure the incident rate i.e. the number of injuries, accidents and/or
illness per 100 full time equivalent (FTE) . The target is 5 which will be measured in the inverse as 95.
2. (20% weighting) Vacancy rate. This is measured as a percentage of positions vacant against the total positions on
structure. This indicator will be measured at a specific point in time to calculate the vacancy rate. A target is max 7%
vacancy rate. The measure will be 93% filled positions.
Composite Labour Utilisation Indicator made up of three weighted components:
1. (50% weighting) staff availability. This indicator measures the percentage time staff are available for work taking
into account only absenteeism in the form of sick leave and unauthorised leave. The corporate benchmark is 96%
availability, based on a maximum of 4% absenteeism.
INDICATOR DEFINITION
36
#
Percentage of assets
verified
Percentage Internal
#
Audit findings resolved
PROGRAM / STATUTORY OR
STRATEGIC PLAN
INDICATOR
It is the reporting and monitoring of the reduction (in percentage) of the findings of audit follow-ups performed in the
quarter.
The timing for corrective action implementation is normally provided by line.
Audits / follow-ups will always only take place after agreed implementation dates of corrective action. It will either
be ‘Not Applicable’ to Management if an audit or follow-up hasn’t taken place at the time of reporting or there will
be a percentage change / status quo if an audit has taken place and there has been improvement / no change
respectively in the situation since the last audit.
The asset register is an internal data source being the Quix system scanning all assets and uploading them against the
SAP data files. Data is downloaded at specific times and is the bases for the assessment of progress.
Quarter one will be the review of the Asset Policy, In Quarter two, the timetable in terms of commencing and finishing
times for the process is to be communicated, and will be completed. Both Quarters will only be performed by
Corporate Finance.
The indicator reflects the percentage of assets verified annually for audit assurance.
INDICATOR DEFINITION
HUMAN SETTLEMENTS
DIRECTORATE EXECUTIVE SUMMARY
2014/2015
EXECUTIVE DIRECTOR: SETH X. MAQETUKA
CONTACT PERSON: TREVOR MITCHELL
Website (for detailed SDBIP): www.capetown.gov.za/en/housing
VISION OF THE CITY:
• To be an opportunity city that creates an enabling environment for economic
growth and job creation
• To deliver quality services to all residents
• To serve the citizens of Cape Town as a well-governed and corruption-free
administration
This is a one year plan giving effect to the 2014/2015 budget, which is aligned to
the 2012-2017 IDP. It sets out the strategies in quantifiable outcomes that will be
implemented over the 2014/2015 financial year. It considers what was set out in the IDP,
the economic growth strategy and the social development strategy, and indicates
what the Directorate needs to do to deliver on the IDP, how this will be done, what the
outcomes will be, what processes it will follow and which inputs will be used.
2
TABLE OF CONTENTS
1.
EXECUTIVE SUMMARY4
2.
PURPOSE AND SERVICE MANDATE OF DIRECTORATE5
3. STRATEGIC ALIGNMENT TO THE IDP7
4.
PERFORMANCE PROGRESS AND OUTCOMES7
4.1 Past year’s performance8
4.2 Areas of Business Improvement9
5.
PARTNERS AND STAKEHOLDERS IN THE STRATEGY PLAN (optional)10
6.
RESOURCES10
6.1
Senior management capability and structure10
6.1.1 Directorate organogram11
6.1.2 Give an indication of possible outsource services12
6.1.3 Lead and Contributing Directorate12
6.2
Financial Information12
6.2.1 Summary of revenue by source12
6.2.2 Summary of operating expenditure by type12
6.2.3 Summary of capital expenditure by type13
6.2.4 Major features of expenditure14
6.2.5 Narrative on Directorate capital programme14
7.
RISK ASSESSMENT14
7.1
Revenue risks14
8. OBJECTIVES AND INDICATORS OF THE DIRECTORATE SDBIP15
9.
AUTHORISATION17
10.
APPENDICES:17
Annexure A: 2014/2015 Directorate SDBIP template18
3
1. EXECUTIVE SUMMARY
The Human Settlements Directorate is closely aligned with Pillar 3 in the City’s Integrated
Development Plan i.e. The Caring City.
The Directorate aims to contribute and lead the City’s development of Integrated
Sustainable Human Settlements by improving the performance of the overall living and
built environment of communities within the City of Cape Town and balancing quantity
with quality housing opportunities with specific focus on improving the livelihood of
the poor. This is done through the dedicated efforts of delivering homes and lifestyle
enhancements instead of merely building houses, in this way the Directorate is
contributing tangibly to the upliftment of individuals, families and communities across
Cape Town.
The Directorate will focus on a Densification Policy that seeks to bring people closer to
the economic and social centres; evaluate all council rental stock, either for update
or possible sale; a new dynamic approach to backyarders will be ensued i.e. extend
services to backyarders on City-owned land; continuously review the provision of
services to informal settlements and offer a consistent level of service.
All of the abovementioned strategic issues and challenges necessitated the Directorate
to review and realign its position in respect of directing, overseeing and controlling key
performance areas for the immediate future. To this end the Directorate was re-aligned
from 10 Departments to 6 Departments namely:
Development & Delivery:
• Directing the planning, development and implementation of Integrated Human
Settlements and community facilities / amenities including the development of an
integrated service delivery plan for the Directorate
• Directing and overseeing the development of new Community Residential Units
(CRU’s)
• Directing and overseeing the Peoples Housing / Community Based housing delivery
process
• Directing and overseeing the management and facilitation of Land Reform, Social
and GAP housing programmes/projects/opportunities
• Directing and overseeing the facilitation, coordination and implementation of a
professional Architectural and Quantity Surveying services for the Directorate’s and
City’s short, medium and long term service delivery objectives
• Directing and overseeing major upgrading to existing /new Community
Residential Units (CRU’s) / rental units and Hostels including the development and
implementation of long term asset management plan/s for CRU’s / rental units
• Directing and overseeing implementation of the BEPP in line with National
Guidelines and Integrated Human Settlement Plan/5 Year Human Settlement Plan
• Directing and overseeing the monitoring of USDG / HSDG project implementations
across the City
• Directing and overseeing implementation and upgrades of bulk services in the
defined areas, land parcels and proposed housing projects
• Coordinating provision of support to SMME contractors to access business
opportunities and mentorship
• Forging / Facilitating partnerships with private sector developers for integrated
housing delivery
• Identifying and implementing alternate housing development programmes
4
Public Housing and Customer Services
• Directing and overseeing the management and administration of rental / home
ownership units
• Directing and overseeing the maintenance of existing and new CRU’s / hostels
(reactive maintenance)
• Directing and overseeing the development and implementation of effective
stakeholder relationships, communication strategies / systems and tools to maintain
and enhance service delivery
National Human Settlements Programmes, Forward Planning and Delivery Coordination:
• Directing the identification, planning, acquisition, sale and packaging of land for
the provision of Integrated Sustainable Human Settlements
• Directing, coordinating and implementing the researching, development and
compliance of Human Settlement policies and strategies
• The directing of all functions delegated and assigned to the City by proclamation
in respect of the administration of the National Housing Programmes, including the
promotion, facilitation and coordination of accreditation matters with Provincial and National Government
• Directing and overseeing the implementation of housing strategies, policies and
programmes across the Directorate
• Managing and leading Inter Governmental Relations and Coordination to achieve
integrated human settlements
• Coordinating development and Management of Human Settlements Performance
Management Systems in line with National and Provincial systems e.g. Outcome 8 etc.
• Directing and overseeing the development and compilation of the Built
Environment Performance Plan for the Directorate
Urbanisation
• To lead and drive the comprehensive strategic and operational policy
development; programme coordination, management and control of all facets
of the City’s urbanisation responses to Urbanisation across the entire Cape Town
Metropolitan Area to prevent and reduce the impact of negative consequences of
urbanisation and to identify and optimise urban opportunities within the context of
human settlements.
• A key component of this Department is to coordinate urbanisation actions across
contributing Directorates through a transitional/ matrix management approach
for the effective and coordinated upgrading, improvement and management
of informal settlements and backyarders, as well as to coordinate and facilitate
interdepartmentally and across all spheres of government the planning and
development of social and community facilities in relation to the City’s urbanisation
roll out plans and implementation programmes.
Support Services and Administration
• Directing and overseeing the management of all logistic and asset administration
functions
• Directing and overseeing the management of an effective general administrative
function
• Directing and overseeing the management of a professional Human Resource
Management function
• Directing and overseeing the management of an inter-service liaison function to
and from the Executive Director’s office
• Overseeing the management of Directorate risk management initiatives
5
• Coordinating provision of a secretariat support services across the entire Directorate
• Coordinating Internal , forensic and general audit processes within the Directorate
Housing Finance and Leases
• Coordinates the management and provision of a comprehensive and reliable
financial control and financial management service to all facets of the various suites
of housing development operations:
• major reconstructive maintenance and hostels upgrade projects;
• housing debtor (rental/selling/hostels) data and information systems;
• collections projects and major development funding programs of the City of
Cape Town as aligned to specific Housing and Financial Legislation (Housing Act;
Municipal Finance Management Act et al) and the various National Housing
Programs as contained in, inter alia, the Housing Code/s.
• To lead and drive the management of the Directorate’s Operating Budget
2. PURPOSE AND SERVICE MANDATE OF DIRECTORATE
The Housing Act (No.107 of 1997), places an obligation on the City, ‘as part of its
process of integrated development planning, to take all reasonable and necessary
steps within the framework of the national and provincial housing policy to ensure that:
• The inhabitants of its area of jurisdiction have access to adequate housing on a
progressive basis;
• Conditions not conducive to the health and safety of the inhabitants of its area of
jurisdiction are prevented or removed;
• Services in respect of water, sanitation, electricity, roads, storm water drainage and
transport are provided in a manner which is economically efficient, in addition the
City is required to:
• Set housing delivery goals in respect of its area of jurisdiction;
• Identify and designate land for housing development that is financially and socially
viable;
• Promote the resolution of conflicts arising in the housing development process;
• Initiate, plan, coordinate, facilitate, promote and enable appropriate housing
development in its area of jurisdiction;
• Provide bulk engineering services, and revenue generating services in so far as such
services are not provided by specialist utility suppliers; and
• Plan and manage land use and development for human settlements.
The following is a list of the Directorate’s stakeholders/clients:
•
•
•
•
•
•
•
•
National Government, Provincial Government, parastatals and other Municipalities
Internal Directorates and/ or Departments of the City
Subsidy – and Gap Housing applicants
General public and Existing Tenants
Land – and home owners
Developers, Contractors and Banks
Public Housing Institutions
Non-governmental organisations
6
3. STRATEGIC ALIGNMENT TO THE IDP
LINKAGE TO IDP (EGS and SDS IF APPLICABLE)
Strategic Focus Area 3: The Caring City
Corporate Objective 3.2: Ensure increased access to innovative human settlements for
those who need it.
Indicator 3C – The number of human settlements opportunities created per year
Corporate Objective 3.3: Assess the possible sale or transfer of rental stock to identified
beneficiaries, using established criteria
Indicator 3D- Number of Deeds of Sale Agreements signed with identified beneficiaries.
The Directorate is also playing a leading role in the Corporate Urbanisation Working
Group in order to ensure that the City develops a comprehensive Urbanisation Strategy
which is currently guided by the Corporate Urbanisation Framework Strategy process.
4. PERFORMANCE PROGRESS AND OUTCOMES
At the end of January 2014 the Directorate was informed by the National Department
of Human Settlements, that subsidy quantums were increasing for beneficiaries with
effect from 01 April 2014. In this regard the serviced site subsidy increased by 60% and
the top structure subsidy quantum by 45%. Further to this the Council and Province
developed and adopted the New Integrated Human Settlements Coordination Plan.
The afore-noted will have direct impact on target categories and typologies.
7
8
3C – The number of human
settlements opportunities
provided per year
(Output indicator)
CORPORATE OBJECTIVE /
INDICATOR
4.1 Past performance
7 472
BASELINE
30.6.2011
8 400
TARGET
30.6.2011
8 800
TARGET
30.6.2012
Sites:
6 394
Top Structures:
4 353
Other: (CRU
Upgrades and Shared
services)
1 727
Included with above
category i.e. Others
(CRU Upgrades &
shared services to
Re-Blocked Informal
settlements and
Backyarders).
Top Structures:
3 833
Other: (CRU
Upgrades and Shared
services)
1 496
Re-blocked
Settlements:
11 Projects
ACTUAL
30.6.2013
Sites:
6 071
TARGET
30.6.2013
Others: (CRU
Upgrades & shared
services to ReBlocked Informal
settlements and
Backyarders):
4 641
Included with above
category i.e. Others
(CRU Upgrades &
shared services to
Re-Blocked Informal
settlements and
Backyarders).
Top Structures:
4 791
Sites:
4 400
TARGET
30.6.2014
Others: (CRU
Upgrades & shared
services to ReBlocked Informal
settlements and
Backyarders):
3 605
Included with above
category i.e. Others
(CRU Upgrades &
shared services to
Re-Blocked Informal
settlements and
Backyarders).
Top Structures:
5 614
Sites:
5 142
TARGET
30.6.2015
The past years information is available in the Annual Reports located on the site:
http://www.capetown.gov.za/en/IDP/Pages/default.aspx
Based on the above information it can be seen that the Directorate has a consistent
trend in delivery of human settlements opportunities i.e. the target has been exceeded
for the past two years.
Demand: The current demand for housing opportunities in the City, is growing rapidly
due to the current urbanisation trends and perceived opportunities in Cape Town.
Based on medium migration projections Cape Town’s population will increase to 3 997
718 in 2016, which will place increasing demands on the need for housing in the City.
Backlog: The City estimates the housing backlog at 350 000 households, although an
analysis of the Census 2011 figures for Cape Town shows a total housing backlog of
about 264 800 households (143 823 in Informal Settlements; 74 958 in Backyard Shacks
and 46 014 in overcrowded formal housing)
The Directorate’s Corporate Indicator i.e. the number of human settlements
opportunities provided per year, was therefore changed to show how the different
categories of opportunities namely, Sites; Top Structures and Other: CRU Upgrades &
shared services to Re-Blocked Informal Settlements and Backyarders) seeks to address
these increasing demands.
4.2 Areas of Business Improvement
• The Directorate was re-aligned from the previous 10 Departments into 5
Departments, with a view of ensuring greater coordination and impact on the
Directorate’s core business. This also meant that 4 new Director’s post were created
and filled in order to ensure greater accountability and easier coordination.
• The Tenancy and Home-ownership Business unit embarked on a Modernisation
Project, which focuses on its Customer Service orientation and will ensure an
improved method of service delivery to their customers, namely the tenants in our
rental units throughout the City.
• The Directorate is in the process of setting up Standard Operating Procedures for
the delivery of human settlements opportunities, which will ensure continuity and
capacity building for the Project Managers.
• The Directorate is also in the process of developing a longer term Maintenance Plan
for all rental units managed by the City.
9
5. PARTNERS AND STAKEHOLDERS IN THE STRATEGY PLAN
Partners/ Stakeholders
Roles and Responsibilities
Growth/ Infrastructure
Capacities Working Group
(Economic Cluster)
The Department participates in this working group and supports its
activities. The primary responsibility of this working group is to oversee the
preparation of the City’s medium to long term Growth Management
Plan. This is an inter-departmental and inter-disciplinary project which
requires ongoing substantive input into its formulation.
Urbanisation Working Group
(Social Cluster)
The Department participates in this working group in order to support its
work
Communicare
The Department supports the building and management of social housing by this
registered institution
SOHCO
The Department supports the building and management of social housing by this
registered institution
Madulammoho
The Department supports the building and management of social housing by this
registered institution
CTCHC
The Department supports the building and management of social housing by this
registered institution
Regional Land Claims
Commission (RLCC)
RLCC accepts and approves Land Claims, the Department supports its activities
6.RESOURCES
The Directorate has a Maintenance Budget allocated for the Repairs and Maintenance
of Rental Units, which is 100%, spent every year. The Capital Budget was 88% spent in
2012/13 and it is forecast that the spent will significantly increase during 2013/14. The
Operating budget is 100% spent every year and the Directorate’s Training Budget is also
more than 100% spent every year.
6.1 Senior management capability and structure:
The re-aligned structure of the Directorate created the following 6 Departments, each
headed by 5 x Directors and 1 x Manager:
• HS: Development & Delivery – Director: Norah Walker
• Public Housing and Customer Services – Director: Alida Kotzee
• National Human Settlements Programmes, Forward Planning and Delivery
Coordination – Acting Director: Trevor Mitchell
• Urbanisation – Director: Shehaam Sims
• Support Services and Administration – Acting Manager: Gasina Khan/ Michael
Lotter (this role is fulfilled by two persons , each one Acting for a period of two
months at a time)
• Housing Finance and Leases – Director: Wayne Muller
It is the Directorate’s view that the staffing of the re-aligned structure will enable the
Directorate to achieve its planned objectives and targets in the current and ensuing
years. The added capacity and level of decision making i.e. Directors will ensure
smoother and clearer communication throughout the Directorate, thereby ensuring
buy-in from all levels of staff.
10
11
Director:
HS: Development
& Delivery
85
Director:
HS: National
Human Settlements
Programmes, Forward
Planning and Delivery
Coordination
13
6.1.1 Directorate organogram:
Director:
Public Housing &
Customer Services
483
Director:
Urbanisation
125
Executive Director:
Human Settlements
3
Manager:
Support Services
& Administration
34
Director:
Housing Finance
& Leases
46
6.1.2 Possible outsource services: Development of Standard Operating Procedures:
• Reason for outsourcing: The Directorate is of the view that an external source would
be able to build internal capacity in order to ensure continuity in the future. The
assistance of the internal Business Improvement Unit has been garnered to ensure
compliance to Corporate standards.
• Derived benefits from the outsourcing of the specified services: Specific identified
Project Managers will be trained in order to ensure in-house capacity.
• Risk and challenges associated with the execution of the work from internal and/
or external resource: The only possible risk is the adequate transfer of skills to internal
staff.
6.1.3 Lead and Contributing Directorate
The Human Settlements Directorate is the Lead Directorate for the Urbanisation Working
Group of the City. The Executive Director: Human Settlements is represented by the
Director: Urbanisation – Shehaam Sims. To this end the Directorate is responsible for the
coordination of a citywide Urbanisation Strategy.
6.2 Financial Information
6.2.1 Summary of revenue by source
WC000 Cape Town - Supporting Table SA2 Matrix Financial Performance Budget (revenue source/expenditure type
and dept.) HUMAN SETTLEMENTS
Description
Vote 07 – Human Settlements
R thousand
Revenue By Source
Service charges - revenue
Service charges - other
10 120
Rental of facilities and equipment
204 461
Interest earned – external investments
10 600
Transfers recognised - operational
1 252 652
Gains on disposal of PPE
2 000
Other revenue
6 605
Total Revenue (excluding capital transfers and contributions)
1 486 437
6.2.2 Summary of operating expenditure by type
WC000 Cape Town - Supporting Table SA2 Matrix Financial Performance Budget (revenue source/
expenditure type and dept.) HUMAN SETTLEMENTS
Description
Vote 06 – Human Settlements
R thousand
Expenditure By Type
Contracted Services
1 023 507
Employee related costs
335 268
Debt impairment
102 389
Depreciation & asset impairment
84 424
Other materials
30 556
Other Expenditure
316 095
Total Expenditure
1 892 239
12
13
Various
Program/
Project
description
Total Capital expenditure
Human Settlements
Parent municipality:
R thousand
Municipal Vote/
Capital project
Various
Project
number
Various
Asset
Class 4.
Various
Asset
Sub-Class
4.
WC000 Cape Town - Supporting Table SA36 Detailed capital budget
6.2.3 Summary of capital expenditure by type
441 096
Total
Project
Estimate
751 081
Audited
Outcome
2011/12
792 445
Adjusted
Budget
2012/13
Prior year outcomes
860 855
860 855
Budget
Year
2014/15
574 777
574 777
Budget
Year +1
2015/16
509 428
509 428
Budget
Year +2
2016/17
2014/2015 Medium Term Revenue &
Expenditure Framework
Multi
Multi
Ward
location
Various
various
New or
renewal
Project information
6.2.4 Major features of expenditure
• The capital programme of the Directorate is aligned to the City’s IDP and the DORA
allocation.
6.2.5 Narrative on Directorate capital programme
• The Directorate’s 2014/2015 capital budget is +/- 15% of the City’s overall capital
budget. (This includes USDG funding (capital budget) lying in other Directorates)
7. RISK ASSESSMENT
Management, with the assistance of the Integrated Risk Management (IRM) Department,
has applied their minds and due care taken to ensure that risks which could impact on
them not achieving the Directorate’s objectives are identified, addressed and managed
on a day to day basis in accordance with the City’s approved IRM Policy and IRM
Framework.
Risk Registers are utilised as a management tool in order to manage all risks of the
Directorate. The risks identified and rated, equal or above the Council approved rating
(appetite) will be reported to the Executive Management Team (EMT), as well as to the
relevant Mayoral Committee member on a six monthly basis.
7.1 Revenue risks
• The impact of the current economic environment on the ability of poor communities
to pay.
14
15
Objective 3.4
Provide for the needs
of Informal Settlements
and Backyard residences
through improved services
Progress on milestones
towards implementation
of the Informal Settlement
Strategy
1.BM section submit Land Use
application
2.Lotus Park submit Land Use
application
3.The Heights SRP completed
Progress on milestones
towards the development of 20% of first year Plan
an Urbanisation Strategy
Completed Reviewed
Integrated Human
Settlements- Five Year
Strategic Plan
Target (by June 2015)
Implement the
Urbanisation Strategy
1. BM section
procurement finalised
and contract awarded.
2. Lotus Park
procurement finalised
and contract awarded.
3. The Heights funding
approved and
procurement initiated
1.BM section funding
approved and
procurement initiated
2.Lotus Park funding
approved and
procurement initiated
3. The Heights Land use
approved
1.BM section Land Use
approved
2.Lotus Park Land Use
approved
3. The Heights submit
Land use application
3 605
5 614
5 142
60% of first year Plan
2 850
3 950
3 700
Ensure that the required
capacity and processes Compliance with
conditions of
are in place to give
effect to the Assignment Assignment
mandate.
1. Draft Housing Project
lists to IDP Office (for
inclusion in draft IDP for
Mayco and Council for
public participation).
2. Consultant to finalise
review of first draft.
Target (by March 2015)
40% of first year Plan
2 150
Other: (CRU Upgrades & shared
services to Re-Blocked Informal
settlements and Backyarders):
1 126
Objective 3.2
Ensure increased access
to innovative human
settlements for those who
need it.
2 595
Number of human
settlements opportunities
provided per year
Objective 3.2
Ensure increased access
to innovative human
settlements for those who
need it.
Top Structures: 1 250
Ensure that the required
capacity and processes
are in place to give
effect to the Assignment
mandate.
2 650
Obtain Assignment and ensure
Compliance with conditions that all relevant documentation
of Assignment
relating to the process is in place
(e.g. Assignment Agreement)
Objective 3.2
Ensure increased access
to innovative human
settlements for those who
need it.
Initiate Annual Review
of 14/15 IHP 2012/13 –
2016/17
Target (by Dec 2014)
Sites: 1 350
Progress on milestones
towards the 5 Year
Integrated Human
Settlements Plan (IHSP)
1. Printed IHSP distributed to
all relevant stakeholders i.e.
Councillors, other Directorates,
PGW and Human Settlements
partners
2. Reviewed IHSP 2013/14 2017/18 endorsed by the Human
Settlements Portfolio Committee
Indicator(s) of this Objective Target (by Sept 2014)
Objective 3.2
Ensure increased access
to innovative human
settlements for those who
need it.
Corporate Objectives
8. OBJECTIVES AND INDICATORS OF THE DIRECTORATE SDBIP
16
Co-ordinate the number of
job opportunities created
through the Expanded
Public Works Programme
(EPWP) by Directorates
% compliance to USDG
(Urban Settlements
Development Grant) and
HSDG (Human Settlements
Development Grant)
conditions
Objective 1.2
Provision and maintenance
of economic and social
infrastructure to ensure
infrastructure-led economic
growth and development
Objective 5.3
Ensure financial prudence
with clean audit by the
Auditor General
625 sales agreement signed
10 hectare
50 hectare
80 hectare
Provision of 2000 Water
& Sanitation points;
Target (by June 2015)
1100 sales agreement
signed
100%
1800 sales agreement
signed
100%
2500 sales agreement
signed
100%
1250 EPWP jobs created 2300 EPWP jobs created 4 494 EPWP jobs created
30 hectare
Provision of 1500 Water
& Sanitation points;
Target (by March 2015)
The above table will be used as the bases for completing the Directorate SDBIP Excel Spreadsheet
Number of Deeds of Sale
Agreements signed with
identified beneficiaries
100%
Number of hectares
acquired
Objective 3.2 Ensure
increased access to
innovative human
settlements for those who
need it.
Objective 3.3
Assess the possible sale or
transfer of rental stock to
identified beneficiaries,
using established criteria.
350 EPWP jobs created
Progress on milestones
towards a Council
approved Backyarder
strategy
Objective 3.4
Provide for the needs
of Informal Settlements
and Backyard residences
through improved services
Target (by Dec 2014)
Provision of 500 Water & Sanitation
1000 Water& Sanitation
points;
points;
Indicator(s) of this Objective Target (by Sept 2014)
Corporate Objectives
9.AUTHORISATION
The undersigned do hereby indicate their agreement with the contents of this
document and the outcomes.
Name
Executive Director:
Human Settlements
Acted J. A Kotzee
Seth X. Maqetuka
Human Settlements
Portfolio Chairperson
James Slabbert
Mayoral Committee
Member: Human
Settlements
Siyabulela Mamkeli
Signature
Date
10.APPENDICES:
Annexure A: 2014/2015 Directorate SDBIP template
17
18
3.2(a)
Innovative
housing
programme
Corporate
Objective 3.2
SFA 3 The
Caring City
3.2(d)
Integrated
human
settlements
programme
Corporate
Objective 3.2
SFA 3 The
Caring City
Pillar,Corp
Obj No and
Program No
/Statutory/
Strategic Plan
3.C
3.C
Corporate
Scorecard
Indicator
No.
ALIGNMENT TO IDP
Objective
3.2 Ensure
increased
access to
innovative
human
settlements
for those who
need it.
Objective
3.2 Ensure
increased
access to
innovative
human
settlements
for those who
need it.
Corporate
Objective
Progress on
milestones
towards
compliance
with
conditions
of Human
Settlement
Assignment
Progress on
milestones
towards
the 5 Year
Integrated
Human
Settlements
Plan (IHSP)
Indicator
(To include
unit of
measure)
100% setting
up of
accreditation
systems
Final draft
of reviewed
IHSP 2013/142016/17
approved by
ED
(Target in
brackets)
Baseline
12/13
2014 / 2015 HUMAN SETTLEMENTS DIRECTORATE SDBIP
Lead (L)/
Contributing ( C) /
Directorate
Human Settlements
Human Settlements
Compliance
with
conditions of
Assignment
Completed
Reviewed
Integrated
Human
SettlementsFive Year
Strategic Plan
Annual Target
2015
Obtain Assignment and ensure
that all relevant
documentation relating to
the process is
in place (e.g.
Assignment
Agreement)
1. Printed IHSP
distributed to
all relevant
stakeholders
i.e. Councillorss,
other
Directorates,
PGW and Human
Settlements
partners
2. Reviewed
IHSP 2014/15 2017/18 endorsed
by the Human
Settlements
Portfolio
Committee
30 Sept 2014
Ensure that
the required
capacity and
processes are
in place to give
effect to the
Assignment
mandate.
Initiate Annual
Review of 15/16
IHP 2012/13 –
2016/17
31 Dec 2014
Ensure that
the required
capacity and
processes are
in place to give
effect to the
Assignment
mandate.
1. Draft Housing
Project lists to
IDP Office (for
inclusion indraft
IDP for Mayco
and Council
for public
participation).
2. Consultant to
finalise review of
first draft.
31 March 2015
TARGETS
Compliance with
conditions of
Assignment
Completed
Reviewed
Integrated
Human
Settlements- Five
Year Strategic
Plan
30 June 2015
-
-
CAPEX Budget
Surita Pentz
Contact: 021
400 5365
Cell: 082 845
5050
Trevor
Mitchell
Contact: 021
400 4409
Cell: 073 244
6769
Responsible
Person
19
3.2(d)
Integrated
human
settlements
programme
and
3.2 (a)
Innovative
housing
programme
Corporate
Objective 3.2
SFA 3 The
Caring City
Pillar,Corp
Obj No and
Program No
/Statutory/
Strategic Plan
3.C
Corporate
Scorecard
Indicator
No.
ALIGNMENT TO IDP
Indicator
(To include
unit of
measure)
3C. Number
of human
settlements
opportunities
provided per
year
Corporate
Objective
3.2 Ensure
increased
access to
innovative
human
settlements
for those who
need it
Sites:
5 142
Annual Target
2015
1 350
30 Sept 2014
Other (CRU
Upgrades
& shared
services to
Re-Blocked
Informal
settlements
and
Backyarders):
1 727
Other (CRU
Upgrades
& shared
services to
Re-Blocked
Informal
settlements
and
Backyarders):
3 605
1 126
Top Structures: Top Structures:
1 250
4 353
5 614
Sites:
6 394
(Target in
brackets)
Baseline
12/13
2014 / 2015 HUMAN SETTLEMENTS DIRECTORATE SDBIP
Lead (L)/
Contributing ( C)
/Directorate
Human Settlements
2 150
2 595
2 650
31 Dec 2014
2 850
3 950
3 700
31 March 2015
TARGETS
3 605
5 614
5 142
30 June 2015
-
-
-
CAPEX Budget
Norah
Walker
Contact: 021
400 9325
Cell: 082 740
1096
Shihaam
Sims
Contact: 021
400 4585
Cell: 073 115
4447
Norah
Walker
Contact: 021
400 9325
Cell: 082 740
1096
Shihaam
Sims
Contact: 021
400 4585
Cell: 073 115
4447
Norah
Walker
Contact: 021
400 9325
Cell: 082 740
1096
Shihaam
Sims
Contact: 021
400 4585
Cell: 073 115
4447
Responsible
Person
20
3.2(d)
Integrated
human
settlements
programme
Corporate
Objective 3.2
SFA 3 The
Caring City
3.3 (b)
Rental stock
disposal
programme
Corporate
Objective 3.3
SFA 3 The
Caring City
3.2 (b)
Use property
and land
to leverage
soacial issues
Corporate
Objective 3.2
SFA 3 The
Caring City
Pillar,Corp
Obj No and
Program No
/Statutory/
Strategic Plan
_
Corporate
Scorecard
Indicator
No.
ALIGNMENT TO IDP
Number of
Deeds of Sale
Agreements
New
signed with
identified
beneficiaries
Progress on
milestones towards the annual review
New
of the Built
Environment
Performance
Plan (BEPP)
3.3 Assess the
possible sale
or transfer of
rental stock
to identified
beneficiaries,
using
established
criteria
3.2 Ensure
increased
access to
innovative
human
settlements
for those who
need it
New
(Target in
brackets)
Number of
Registration
of Transfers
in historical
projects
Indicator
(To include
unit of
measure)
3.2 Ensure
increased
access to
innovative
human
settlements
for those who
need it
Corporate
Objective
Baseline
12/13
2014 / 2015 HUMAN SETTLEMENTS DIRECTORATE SDBIP
Lead (L)/
Contributing ( C) /
Directorate
Human Settlements
Human Settlements
Submit the
2015/16 Built
Environment
Performance
Plan (BEPP ) to
Council
2500 sales
agreement
signed
500
Annual Target
2015
1100 sales
agreement
signed
200
31 Dec 2014
Circulate 2014/15
BEPP to Line
Departments for
Produce Draft
input towards
2015/16 BEPP
2015/16 Draft
BEPP
625 sales
agreement
signed
100
30 Sept 2014
Revise Draft
2015/16 BEPP
after Line &
Political input
1800 sales
agreement
signed
300
31 March 2015
TARGETS
Submit the
2015/16 Built
Environment
Performance
Plan (BEPP ) to
Council
250 sales
agreement
signed
500
30 June 2015
-
-
-
CAPEX Budget
Jens Kuhn
Contact: 021
400 4217
Cell: 072 810
4650
Alida Kotzee
Contact: 021
400 3683
Cell: 082 492
9136
Jens Kuhn
Contact: 021
400 4217
Cell: 072 810
4650
Responsible
Person
21
3.C
_
SFA 3 The
Caring City
Corporate
Objective 3.2
3.2 (a)
Innovative
housing programme
SFA 3 The
Caring City
Corporate
Objective 3.4
3.4(a)
Anti-poverty
programme
SFA 3 The
Caring City
Corporate
Objective 3.2
3.2 (b)
Use property
and land
3.C
to leverage
social issues &
3.2 ( c)
Partner with
Province in
education
and school
sites
Corporate
Scorecard
Indicator
No.
Pillar,Corp
Obj No and
Program No
/Statutory/
Strategic Plan
ALIGNMENT TO IDP
Progress on
milestones
towards the
development of an
Urbanisation
Strategy
Progress
against
milestones
to a Council
approved
Backyarder
strategy
Corporate
Objective
3.2 Ensure
increased
access to
innovative
human
settlements
for those who
need it
3.4 Provide
for the needs
of informal
settlements
and
backyarders
through
improved
services
3.2Ensure
increased
access to
Number of
innovative
hectares
human
acquired
settlements
for those who
need it
Indicator
(To include
unit of
measure)
80 hectare
Provision of
Basic Services
to Backyarders
in Council
Rental Stock
Urbanisation
Strategy
Developed
(Target in
brackets)
Baseline
12/13
2014 / 2015 HUMAN SETTLEMENTS DIRECTORATE SDBIP
Lead (L)/
Contributing (
C) /Directorate
Human Settlements
Human Settlements
Human Settlements
30 Sept 2014
80 hectare
Provision of
2000 Water
& Sanitation
points
10 hectare
Provision of
500 Water &
Sanitation points
Implement the Implementation:
Urbanisation
20% of first year
Strategy
Plan
Annual Target
2015
Implementation:
26% of first year
Plan
31 March 2015
30 hectare
50 hectare
1. Commence
roll-out according
to planned
Provision of 1
target- 25%
500 Water &
Provision of
Sanitation points
1000 Water &
Sanitation points
Implementation:
40% of first year
Plan
31 Dec 2014
TARGETS
80 hectare
Provision of
2000 Water &
Sanitation points
Implement the
Urbanisation
Strategy
30 June 2015
R34 000 000.00
-
-
CAPEX Budget
Jens Kuhn
Contact: 021
400 4217
Cell: 072 810
4650
Shehaam
Sims
Contact: 021
400 4585
Cell: 073 115
4447
Shehaam
Sims
Contact: 021
400 4585
Cell: 073 115
4447
Responsible
Person
22
1.I
1 The
Opportunity
City
Corporate
Objective 1.2
1.2 (d)
Expanded
Public Works
Programme
(EPWP)
SFA 1
The Opportunity City
Corporate
Objective 1.2 1B
1.2 (b)
Maintenance
of infrastructure
Corporate
Scorecard
Indicator
No.
SFA 5
The Well-Run
City
Corporate
Objective 5.3 5.3 (a)
Financial
management
programme
Pillar,Corp
Obj No and
Program No
/Statutory/
Strategic Plan
ALIGNMENT TO IDP
Percentage
spend of
Capital
Budget
1.2 Provide
and maintain
economic
and social infrastructure to
ensure infrastructure-led
economic
growth and
development
1.2 Provide
and maintain
economic
and social infrastructure to
ensure infrastructure-led
economic
growth and
development
88%
2 855
Co-ordinate
the number
of job
opportunities
created
through the
Expanded
Public Works
Programme
(EPWP)
5.3 Ensure
financial
prudence
with clean
audits by
the Auditor
General
(Target in
brackets)
Baseline
12/13
% compliance to
USDG (Urban
Settlements
Development Grant)
100%
and HSDG
(Human
Settlements
Development
Grant) conditions
Corporate
Objective
Indicator
(To include
unit of
measure)
2014 / 2015 HUMAN SETTLEMENTS DIRECTORATE SDBIP
Lead (L)/
Contributing (
C) /Directorate
Finance
Deputy City Manager
Finance
92%
4 494
100%
Annual Target
2015
10%
700
100%
30 Sept 2014
35%
1400
100%
31 Dec 2014
60%
2200
100%
31 March 2015
TARGETS
92%
4 494
100%
30 June 2015
R
699 783 105,00
-
-
CAPEX Budget
Nico Pieterse
Contact: 021
400 2789
Johannes
Scott
Contact: 021
918 7271
Cell: 084 629
5924
Leeroy May
Contact: 021
400 9144
Cell: 084 888
0579
Responsible
Person
23
1.2 Provide
and maintain
economic
and social
infrastructure
to ensure
infrastructureled economic
growth and
development
SFA 1
The
Opportunity
City
Corporate
1D
Objective 1.2
1.2 (b)
Maintenance
of infrastructure
SFA 1
The Opportunity City
Corporate
Objective 1.6
1.6 (a)
Sectoral
education
and training
authority
(SETA) and
EPWP
funding
used to train
apprentices
and create
other external
training
opportunities. Training
apprentices
for vacant
posts in the
administration and the
city.
Corporate
Scorecard
Indicator
No.
(Target in
brackets)
Baseline
12/13
Number
of external
trainee and
bursary
opportunities
(excluding
apprentices
32
42
Percentage
spend on
95%
repairs and
maintenance
1.6 - Maximise
the use of
available
funding and
programmes
for training
and skills
development Number of
apprentices
Corporate
Objective
Pillar,Corp
Obj No and
Program No
/Statutory/
Strategic Plan
ALIGNMENT TO IDP
Indicator
(To include
unit of
measure)
2014 / 2015 HUMAN SETTLEMENTS DIRECTORATE SDBIP
Lead (L)/
Contributing ( C)
/Directorate
Finance
Corporate Services
25
40
95%
Annual Target
2015
23
32
21,5%
30 Sept 2014
23
32
45,5%
31 Dec 2014
25
40
70,2%
31 March 2015
TARGETS
25
40
95%
30 June 2015
-
-
-
CAPEX Budget
Andre Kermis
Contact: 021
400 2547
Cell: 083 761
5911
Andre Kermis
Contact: 021
400 2547
Cell: 083 761
5911
Nico Pieterse
Contact: 021
400 2789
Responsible
Person
24
_
_
-
SFA 5
The Well-Run
City
Corporate
Objective 5.2
5.2(b)
Human
resources
strategy
SFA 5
The Well-Run
City
Corporate
Objective 5.2
5.2(b)
Human
resources
strategy
SFA 5
The Well-Run
City
Corporate
Objective 5.2
5.2(b)
Human
resources
strategy
Corporate
Scorecard
Indicator
No.
SFA 4
The Inclusive
City
Corporate
Objective 4.1
4.1 (a)
4A
Managing
service
delivery
through
the service
management
programme
Pillar,Corp
Obj No and
Program No
/Statutory/
Strategic Plan
ALIGNMENT TO IDP
Percentage
adherence to 100%
EE target
Percentage
adherence
to EE target
(disabled)
4.1 Ensure responsiveness
by creating
an environment where
citizens can
be communicated with
and responded to
5.2 - Establish
an efficient
and productive administration that
prioritises
delivery
5.2 - Establish
an efficient
and productive administration that
prioritises
delivery
5.2 - Establish
an efficient
and productive administration that
prioritises
delivery
Percentage
of
absenteeism
Percentage
adherence
to Citywide
service
standard
based on
all external
notifications
Corporate
Objective
≤4%
1,28%
100%
(Target in
brackets)
Indicator
(To include
unit of
measure)
Baseline
12/13
2014 / 2015 HUMAN SETTLEMENTS DIRECTORATE SDBIP
Lead (L)/
Contributing (
C) /Directorate
Corporate Services
Corporate Services
Corporate Services
Corporate Services
≤5%
2%
80%
100%
Annual Target
2015
≤5%
2%
80%
100%
30 Sept 2014
≤5%
2%
80%
100%
31 Dec 2014
≤5%
2%
80%
100%
31 March 2015
TARGETS
≤5%
2%
80%
100%
30 June 2015
-
-
-
-
CAPEX Budget
Justine
Quince
Contact: 021
400 9222
Cell: 084 630
7401
Micheal
Siyolo
Contact :
021 400 9840
Cell: 084 300
0609
Micheal
Siyolo
Contact :
021 400 9840
Cell: 084 300
0609
Gasina Khan
Contact: 021
400 4740
Cell: 082 641
3233
Responsible
Person
_
SFA 5
The Well-Run
City
Corporate
Objective 5.2
5.2(b)
Human
resources
strategy
5 Well-Run
City
Corporate
Objective 5.3
5.3(a)
Financial
management
programme
5 Well-Run
City
Corporate
Objective 5.3
5.3(a)
Financial
management
programme
5.3 - Ensure
financial
prudence
with clean
audits by
the Auditor
General
5.2 - Establish
an efficient
and productive administration that
prioritises
delivery
Corporate
Objective
5.2 - Establish
an efficient
and productive administration that
prioritises
delivery
_
5 Well-Run
City
Corporate
Objective 5.3
5.3(a)
Financial
management
programme
-
Corporate
Scorecard
Indicator
No.
SFA 5
The Well-Run
City
Corporate
Objective 5.2
5.2(b)
Human
resources
strategy
Pillar,Corp
Obj No and
Program No
/Statutory/
Strategic Plan
ALIGNMENT TO IDP
(Target in
brackets)
Percentage
Internal Audit
findings
resolved
Percentage
of assets
verified
Percentage
of Operating
Budget spent
100%
100%
100%
Percentage
budget spent
100%
on implementation of WSP
Percentage
92% filled
vacancy rate
Indicator
(To include
unit of
measure)
Baseline
12/13
2014 / 2015 HUMAN SETTLEMENTS DIRECTORATE SDBIP
Lead (L)/
Contributing ( C) /
Directorate
Corporate Services
Corporate Services
Finance
Internal Audit
25
70%
100%
asset register
verified by
Directorate/
Department
95%
90%
≤7%
Annual Target
2015
70%
Review of
Asset Policy
by Corporate
Finance
10%
10%
≤7%
30 Sept 2014
70%
Finalisation of
Asset verification
timetable by
Corporate
Finance
20%
20%
≤7%
31 Dec 2014
70%
60%
asset register
verified by
Directorate
60%
60%
≤7%
31 March 2015
TARGETS
70%
100%
asset register
verified by
Directorate
95%
90%
≤7%
30 June 2015
-
-
-
-
-
CAPEX Budget
Gasina Khan
Contact: 021
400 4740
Cell: 082 641
3233
Gasina Khan
Contact: 021
400 4740
Cell: 082 641
3233
Nico Pieterse
Contact: 021
400 2789
Andre Kermis
Contact: 021
400 2547
Cell: 083 761
5911
Andre Kermis
Contact: 021
400 2547
Cell: 083 761
5911
Responsible
Person
26
Corporate
Scorecard
Indicator
No.
_
Pillar,Corp
Obj No and
Program No
/Statutory/
Strategic Plan
5 Well-Run
City
Corporate
Objective 5.2
5.2 b)
Human
resources
strategy
ALIGNMENT TO IDP
5.2 - Establish
an efficient
and productive administration that
prioritises
delivery
Number of
risk registers
signed and
submitted to
IRM timeously
New
3
Annual Target
2015
Siyabulela Mamkeli
(Target in
brackets)
Baseline
12/13
Mayoral Committee Member:
Human Settlements
Corporate
Objective
Indicator
(To include
unit of
measure)
2014 / 2015 HUMAN SETTLEMENTS DIRECTORATE SDBIP
Lead (L)/
Contributing ( C) /
Directorate
Compliance and
Auxcillary Services
0
30 Sept 2014
1
31 Dec 2014
2
31 March 2015
TARGETS
3
30 June 2015
-
CAPEX Budget
Ludwig
Geldenhuys
Contact No:
021 400 3515
Responsible
Person
HUMAN SETTLEMENTS
DIRECTORATE EXECUTIVE SUMMARY
2014/2015
EXECUTIVE DIRECTOR: SETH X. MAQETUKA
CONTACT PERSON: TREVOR MITCHELL
Website (for detailed SDBIP): www.capetown.gov.za/en/housing
VISION OF THE CITY:
• To be an opportunity city that creates an enabling environment for economic
growth and job creation
• To deliver quality services to all residents
• To serve the citizens of Cape Town as a well-governed and corruption-free
administration
This is a one year plan giving effect to the 2014/2015 budget, which is aligned to
the 2012-2017 IDP. It sets out the strategies in quantifiable outcomes that will be
implemented over the 2014/2015 financial year. It considers what was set out in the IDP,
the economic growth strategy and the social development strategy, and indicates
what the Directorate needs to do to deliver on the IDP, how this will be done, what the
outcomes will be, what processes it will follow and which inputs will be used.
2
TABLE OF CONTENTS
1.
EXECUTIVE SUMMARY4
2.
PURPOSE AND SERVICE MANDATE OF DIRECTORATE5
3. STRATEGIC ALIGNMENT TO THE IDP7
4.
PERFORMANCE PROGRESS AND OUTCOMES7
4.1 Past year’s performance8
4.2 Areas of Business Improvement9
5.
PARTNERS AND STAKEHOLDERS IN THE STRATEGY PLAN (optional)10
6.
RESOURCES10
6.1
Senior management capability and structure10
6.1.1 Directorate organogram11
6.1.2 Give an indication of possible outsource services12
6.1.3 Lead and Contributing Directorate12
6.2
Financial Information12
6.2.1 Summary of revenue by source12
6.2.2 Summary of operating expenditure by type12
6.2.3 Summary of capital expenditure by type13
6.2.4 Major features of expenditure14
6.2.5 Narrative on Directorate capital programme14
7.
RISK ASSESSMENT14
7.1
Revenue risks14
8. OBJECTIVES AND INDICATORS OF THE DIRECTORATE SDBIP15
9.
AUTHORISATION17
10.
APPENDICES:17
Annexure A: 2014/2015 Directorate SDBIP template18
3
1. EXECUTIVE SUMMARY
The Human Settlements Directorate is closely aligned with Pillar 3 in the City’s Integrated
Development Plan i.e. The Caring City.
The Directorate aims to contribute and lead the City’s development of Integrated
Sustainable Human Settlements by improving the performance of the overall living and
built environment of communities within the City of Cape Town and balancing quantity
with quality housing opportunities with specific focus on improving the livelihood of
the poor. This is done through the dedicated efforts of delivering homes and lifestyle
enhancements instead of merely building houses, in this way the Directorate is
contributing tangibly to the upliftment of individuals, families and communities across
Cape Town.
The Directorate will focus on a Densification Policy that seeks to bring people closer to
the economic and social centres; evaluate all council rental stock, either for update
or possible sale; a new dynamic approach to backyarders will be ensued i.e. extend
services to backyarders on City-owned land; continuously review the provision of
services to informal settlements and offer a consistent level of service.
All of the abovementioned strategic issues and challenges necessitated the Directorate
to review and realign its position in respect of directing, overseeing and controlling key
performance areas for the immediate future. To this end the Directorate was re-aligned
from 10 Departments to 6 Departments namely:
Development & Delivery:
• Directing the planning, development and implementation of Integrated Human
Settlements and community facilities / amenities including the development of an
integrated service delivery plan for the Directorate
• Directing and overseeing the development of new Community Residential Units
(CRU’s)
• Directing and overseeing the Peoples Housing / Community Based housing delivery
process
• Directing and overseeing the management and facilitation of Land Reform, Social
and GAP housing programmes/projects/opportunities
• Directing and overseeing the facilitation, coordination and implementation of a
professional Architectural and Quantity Surveying services for the Directorate’s and
City’s short, medium and long term service delivery objectives
• Directing and overseeing major upgrading to existing /new Community
Residential Units (CRU’s) / rental units and Hostels including the development and
implementation of long term asset management plan/s for CRU’s / rental units
• Directing and overseeing implementation of the BEPP in line with National
Guidelines and Integrated Human Settlement Plan/5 Year Human Settlement Plan
• Directing and overseeing the monitoring of USDG / HSDG project implementations
across the City
• Directing and overseeing implementation and upgrades of bulk services in the
defined areas, land parcels and proposed housing projects
• Coordinating provision of support to SMME contractors to access business
opportunities and mentorship
• Forging / Facilitating partnerships with private sector developers for integrated
housing delivery
• Identifying and implementing alternate housing development programmes
4
Public Housing and Customer Services
• Directing and overseeing the management and administration of rental / home
ownership units
• Directing and overseeing the maintenance of existing and new CRU’s / hostels
(reactive maintenance)
• Directing and overseeing the development and implementation of effective
stakeholder relationships, communication strategies / systems and tools to maintain
and enhance service delivery
National Human Settlements Programmes, Forward Planning and Delivery Coordination:
• Directing the identification, planning, acquisition, sale and packaging of land for
the provision of Integrated Sustainable Human Settlements
• Directing, coordinating and implementing the researching, development and
compliance of Human Settlement policies and strategies
• The directing of all functions delegated and assigned to the City by proclamation
in respect of the administration of the National Housing Programmes, including the
promotion, facilitation and coordination of accreditation matters with Provincial and National Government
• Directing and overseeing the implementation of housing strategies, policies and
programmes across the Directorate
• Managing and leading Inter Governmental Relations and Coordination to achieve
integrated human settlements
• Coordinating development and Management of Human Settlements Performance
Management Systems in line with National and Provincial systems e.g. Outcome 8 etc.
• Directing and overseeing the development and compilation of the Built
Environment Performance Plan for the Directorate
Urbanisation
• To lead and drive the comprehensive strategic and operational policy
development; programme coordination, management and control of all facets
of the City’s urbanisation responses to Urbanisation across the entire Cape Town
Metropolitan Area to prevent and reduce the impact of negative consequences of
urbanisation and to identify and optimise urban opportunities within the context of
human settlements.
• A key component of this Department is to coordinate urbanisation actions across
contributing Directorates through a transitional/ matrix management approach
for the effective and coordinated upgrading, improvement and management
of informal settlements and backyarders, as well as to coordinate and facilitate
interdepartmentally and across all spheres of government the planning and
development of social and community facilities in relation to the City’s urbanisation
roll out plans and implementation programmes.
Support Services and Administration
• Directing and overseeing the management of all logistic and asset administration
functions
• Directing and overseeing the management of an effective general administrative
function
• Directing and overseeing the management of a professional Human Resource
Management function
• Directing and overseeing the management of an inter-service liaison function to
and from the Executive Director’s office
• Overseeing the management of Directorate risk management initiatives
5
• Coordinating provision of a secretariat support services across the entire Directorate
• Coordinating Internal , forensic and general audit processes within the Directorate
Housing Finance and Leases
• Coordinates the management and provision of a comprehensive and reliable
financial control and financial management service to all facets of the various suites
of housing development operations:
• major reconstructive maintenance and hostels upgrade projects;
• housing debtor (rental/selling/hostels) data and information systems;
• collections projects and major development funding programs of the City of
Cape Town as aligned to specific Housing and Financial Legislation (Housing Act;
Municipal Finance Management Act et al) and the various National Housing
Programs as contained in, inter alia, the Housing Code/s.
• To lead and drive the management of the Directorate’s Operating Budget
2. PURPOSE AND SERVICE MANDATE OF DIRECTORATE
The Housing Act (No.107 of 1997), places an obligation on the City, ‘as part of its
process of integrated development planning, to take all reasonable and necessary
steps within the framework of the national and provincial housing policy to ensure that:
• The inhabitants of its area of jurisdiction have access to adequate housing on a
progressive basis;
• Conditions not conducive to the health and safety of the inhabitants of its area of
jurisdiction are prevented or removed;
• Services in respect of water, sanitation, electricity, roads, storm water drainage and
transport are provided in a manner which is economically efficient, in addition the
City is required to:
• Set housing delivery goals in respect of its area of jurisdiction;
• Identify and designate land for housing development that is financially and socially
viable;
• Promote the resolution of conflicts arising in the housing development process;
• Initiate, plan, coordinate, facilitate, promote and enable appropriate housing
development in its area of jurisdiction;
• Provide bulk engineering services, and revenue generating services in so far as such
services are not provided by specialist utility suppliers; and
• Plan and manage land use and development for human settlements.
The following is a list of the Directorate’s stakeholders/clients:
•
•
•
•
•
•
•
•
National Government, Provincial Government, parastatals and other Municipalities
Internal Directorates and/ or Departments of the City
Subsidy – and Gap Housing applicants
General public and Existing Tenants
Land – and home owners
Developers, Contractors and Banks
Public Housing Institutions
Non-governmental organisations
6
3. STRATEGIC ALIGNMENT TO THE IDP
LINKAGE TO IDP (EGS and SDS IF APPLICABLE)
Strategic Focus Area 3: The Caring City
Corporate Objective 3.2: Ensure increased access to innovative human settlements for
those who need it.
Indicator 3C – The number of human settlements opportunities created per year
Corporate Objective 3.3: Assess the possible sale or transfer of rental stock to identified
beneficiaries, using established criteria
Indicator 3D- Number of Deeds of Sale Agreements signed with identified beneficiaries.
The Directorate is also playing a leading role in the Corporate Urbanisation Working
Group in order to ensure that the City develops a comprehensive Urbanisation Strategy
which is currently guided by the Corporate Urbanisation Framework Strategy process.
4. PERFORMANCE PROGRESS AND OUTCOMES
At the end of January 2014 the Directorate was informed by the National Department
of Human Settlements, that subsidy quantums were increasing for beneficiaries with
effect from 01 April 2014. In this regard the serviced site subsidy increased by 60% and
the top structure subsidy quantum by 45%. Further to this the Council and Province
developed and adopted the New Integrated Human Settlements Coordination Plan.
The afore-noted will have direct impact on target categories and typologies.
7
8
3C – The number of human
settlements opportunities
provided per year
(Output indicator)
CORPORATE OBJECTIVE /
INDICATOR
4.1 Past performance
7 472
BASELINE
30.6.2011
8 400
TARGET
30.6.2011
8 800
TARGET
30.6.2012
Sites:
6 394
Top Structures:
4 353
Other: (CRU
Upgrades and Shared
services)
1 727
Included with above
category i.e. Others
(CRU Upgrades &
shared services to
Re-Blocked Informal
settlements and
Backyarders).
Top Structures:
3 833
Other: (CRU
Upgrades and Shared
services)
1 496
Re-blocked
Settlements:
11 Projects
ACTUAL
30.6.2013
Sites:
6 071
TARGET
30.6.2013
Others: (CRU
Upgrades & shared
services to ReBlocked Informal
settlements and
Backyarders):
4 641
Included with above
category i.e. Others
(CRU Upgrades &
shared services to
Re-Blocked Informal
settlements and
Backyarders).
Top Structures:
4 791
Sites:
4 400
TARGET
30.6.2014
Others: (CRU
Upgrades & shared
services to ReBlocked Informal
settlements and
Backyarders):
3 605
Included with above
category i.e. Others
(CRU Upgrades &
shared services to
Re-Blocked Informal
settlements and
Backyarders).
Top Structures:
5 614
Sites:
5 142
TARGET
30.6.2015
The past years information is available in the Annual Reports located on the site:
http://www.capetown.gov.za/en/IDP/Pages/default.aspx
Based on the above information it can be seen that the Directorate has a consistent
trend in delivery of human settlements opportunities i.e. the target has been exceeded
for the past two years.
Demand: The current demand for housing opportunities in the City, is growing rapidly
due to the current urbanisation trends and perceived opportunities in Cape Town.
Based on medium migration projections Cape Town’s population will increase to 3 997
718 in 2016, which will place increasing demands on the need for housing in the City.
Backlog: The City estimates the housing backlog at 350 000 households, although an
analysis of the Census 2011 figures for Cape Town shows a total housing backlog of
about 264 800 households (143 823 in Informal Settlements; 74 958 in Backyard Shacks
and 46 014 in overcrowded formal housing)
The Directorate’s Corporate Indicator i.e. the number of human settlements
opportunities provided per year, was therefore changed to show how the different
categories of opportunities namely, Sites; Top Structures and Other: CRU Upgrades &
shared services to Re-Blocked Informal Settlements and Backyarders) seeks to address
these increasing demands.
4.2 Areas of Business Improvement
• The Directorate was re-aligned from the previous 10 Departments into 5
Departments, with a view of ensuring greater coordination and impact on the
Directorate’s core business. This also meant that 4 new Director’s post were created
and filled in order to ensure greater accountability and easier coordination.
• The Tenancy and Home-ownership Business unit embarked on a Modernisation
Project, which focuses on its Customer Service orientation and will ensure an
improved method of service delivery to their customers, namely the tenants in our
rental units throughout the City.
• The Directorate is in the process of setting up Standard Operating Procedures for
the delivery of human settlements opportunities, which will ensure continuity and
capacity building for the Project Managers.
• The Directorate is also in the process of developing a longer term Maintenance Plan
for all rental units managed by the City.
9
5. PARTNERS AND STAKEHOLDERS IN THE STRATEGY PLAN
Partners/ Stakeholders
Roles and Responsibilities
Growth/ Infrastructure
Capacities Working Group
(Economic Cluster)
The Department participates in this working group and supports its
activities. The primary responsibility of this working group is to oversee the
preparation of the City’s medium to long term Growth Management
Plan. This is an inter-departmental and inter-disciplinary project which
requires ongoing substantive input into its formulation.
Urbanisation Working Group
(Social Cluster)
The Department participates in this working group in order to support its
work
Communicare
The Department supports the building and management of social housing by this
registered institution
SOHCO
The Department supports the building and management of social housing by this
registered institution
Madulammoho
The Department supports the building and management of social housing by this
registered institution
CTCHC
The Department supports the building and management of social housing by this
registered institution
Regional Land Claims
Commission (RLCC)
RLCC accepts and approves Land Claims, the Department supports its activities
6.RESOURCES
The Directorate has a Maintenance Budget allocated for the Repairs and Maintenance
of Rental Units, which is 100%, spent every year. The Capital Budget was 88% spent in
2012/13 and it is forecast that the spent will significantly increase during 2013/14. The
Operating budget is 100% spent every year and the Directorate’s Training Budget is also
more than 100% spent every year.
6.1 Senior management capability and structure:
The re-aligned structure of the Directorate created the following 6 Departments, each
headed by 5 x Directors and 1 x Manager:
• HS: Development & Delivery – Director: Norah Walker
• Public Housing and Customer Services – Director: Alida Kotzee
• National Human Settlements Programmes, Forward Planning and Delivery
Coordination – Acting Director: Trevor Mitchell
• Urbanisation – Director: Shehaam Sims
• Support Services and Administration – Acting Manager: Gasina Khan/ Michael
Lotter (this role is fulfilled by two persons , each one Acting for a period of two
months at a time)
• Housing Finance and Leases – Director: Wayne Muller
It is the Directorate’s view that the staffing of the re-aligned structure will enable the
Directorate to achieve its planned objectives and targets in the current and ensuing
years. The added capacity and level of decision making i.e. Directors will ensure
smoother and clearer communication throughout the Directorate, thereby ensuring
buy-in from all levels of staff.
10
11
Director:
HS: Development
& Delivery
85
Director:
HS: National
Human Settlements
Programmes, Forward
Planning and Delivery
Coordination
13
6.1.1 Directorate organogram:
Director:
Public Housing &
Customer Services
483
Director:
Urbanisation
125
Executive Director:
Human Settlements
3
Manager:
Support Services
& Administration
34
Director:
Housing Finance
& Leases
46
6.1.2 Possible outsource services: Development of Standard Operating Procedures:
• Reason for outsourcing: The Directorate is of the view that an external source would
be able to build internal capacity in order to ensure continuity in the future. The
assistance of the internal Business Improvement Unit has been garnered to ensure
compliance to Corporate standards.
• Derived benefits from the outsourcing of the specified services: Specific identified
Project Managers will be trained in order to ensure in-house capacity.
• Risk and challenges associated with the execution of the work from internal and/
or external resource: The only possible risk is the adequate transfer of skills to internal
staff.
6.1.3 Lead and Contributing Directorate
The Human Settlements Directorate is the Lead Directorate for the Urbanisation Working
Group of the City. The Executive Director: Human Settlements is represented by the
Director: Urbanisation – Shehaam Sims. To this end the Directorate is responsible for the
coordination of a citywide Urbanisation Strategy.
6.2 Financial Information
6.2.1 Summary of revenue by source
WC000 Cape Town - Supporting Table SA2 Matrix Financial Performance Budget (revenue source/expenditure type
and dept.) HUMAN SETTLEMENTS
Description
Vote 07 – Human Settlements
R thousand
Revenue By Source
Service charges - revenue
Service charges - other
10 120
Rental of facilities and equipment
204 461
Interest earned – external investments
10 600
Transfers recognised - operational
1 252 652
Gains on disposal of PPE
2 000
Other revenue
6 605
Total Revenue (excluding capital transfers and contributions)
1 486 437
6.2.2 Summary of operating expenditure by type
WC000 Cape Town - Supporting Table SA2 Matrix Financial Performance Budget (revenue source/
expenditure type and dept.) HUMAN SETTLEMENTS
Description
Vote 06 – Human Settlements
R thousand
Expenditure By Type
Contracted Services
1 023 507
Employee related costs
335 268
Debt impairment
102 389
Depreciation & asset impairment
84 424
Other materials
30 556
Other Expenditure
316 095
Total Expenditure
1 892 239
12
13
Various
Program/
Project
description
Total Capital expenditure
Human Settlements
Parent municipality:
R thousand
Municipal Vote/
Capital project
Various
Project
number
Various
Asset
Class 4.
Various
Asset
Sub-Class
4.
WC000 Cape Town - Supporting Table SA36 Detailed capital budget
6.2.3 Summary of capital expenditure by type
441 096
Total
Project
Estimate
751 081
Audited
Outcome
2011/12
792 445
Adjusted
Budget
2012/13
Prior year outcomes
860 855
860 855
Budget
Year
2014/15
574 777
574 777
Budget
Year +1
2015/16
509 428
509 428
Budget
Year +2
2016/17
2014/2015 Medium Term Revenue &
Expenditure Framework
Multi
Multi
Ward
location
Various
various
New or
renewal
Project information
6.2.4 Major features of expenditure
• The capital programme of the Directorate is aligned to the City’s IDP and the DORA
allocation.
6.2.5 Narrative on Directorate capital programme
• The Directorate’s 2014/2015 capital budget is +/- 15% of the City’s overall capital
budget. (This includes USDG funding (capital budget) lying in other Directorates)
7. RISK ASSESSMENT
Management, with the assistance of the Integrated Risk Management (IRM) Department,
has applied their minds and due care taken to ensure that risks which could impact on
them not achieving the Directorate’s objectives are identified, addressed and managed
on a day to day basis in accordance with the City’s approved IRM Policy and IRM
Framework.
Risk Registers are utilised as a management tool in order to manage all risks of the
Directorate. The risks identified and rated, equal or above the Council approved rating
(appetite) will be reported to the Executive Management Team (EMT), as well as to the
relevant Mayoral Committee member on a six monthly basis.
7.1 Revenue risks
• The impact of the current economic environment on the ability of poor communities
to pay.
14
15
Objective 3.4
Provide for the needs
of Informal Settlements
and Backyard residences
through improved services
Progress on milestones
towards implementation
of the Informal Settlement
Strategy
1.BM section submit Land Use
application
2.Lotus Park submit Land Use
application
3.The Heights SRP completed
Progress on milestones
towards the development of 20% of first year Plan
an Urbanisation Strategy
Completed Reviewed
Integrated Human
Settlements- Five Year
Strategic Plan
Target (by June 2015)
Implement the
Urbanisation Strategy
1. BM section
procurement finalised
and contract awarded.
2. Lotus Park
procurement finalised
and contract awarded.
3. The Heights funding
approved and
procurement initiated
1.BM section funding
approved and
procurement initiated
2.Lotus Park funding
approved and
procurement initiated
3. The Heights Land use
approved
1.BM section Land Use
approved
2.Lotus Park Land Use
approved
3. The Heights submit
Land use application
3 605
5 614
5 142
60% of first year Plan
2 850
3 950
3 700
Ensure that the required
capacity and processes Compliance with
conditions of
are in place to give
effect to the Assignment Assignment
mandate.
1. Draft Housing Project
lists to IDP Office (for
inclusion in draft IDP for
Mayco and Council for
public participation).
2. Consultant to finalise
review of first draft.
Target (by March 2015)
40% of first year Plan
2 150
Other: (CRU Upgrades & shared
services to Re-Blocked Informal
settlements and Backyarders):
1 126
Objective 3.2
Ensure increased access
to innovative human
settlements for those who
need it.
2 595
Number of human
settlements opportunities
provided per year
Objective 3.2
Ensure increased access
to innovative human
settlements for those who
need it.
Top Structures: 1 250
Ensure that the required
capacity and processes
are in place to give
effect to the Assignment
mandate.
2 650
Obtain Assignment and ensure
Compliance with conditions that all relevant documentation
of Assignment
relating to the process is in place
(e.g. Assignment Agreement)
Objective 3.2
Ensure increased access
to innovative human
settlements for those who
need it.
Initiate Annual Review
of 14/15 IHP 2012/13 –
2016/17
Target (by Dec 2014)
Sites: 1 350
Progress on milestones
towards the 5 Year
Integrated Human
Settlements Plan (IHSP)
1. Printed IHSP distributed to
all relevant stakeholders i.e.
Councillors, other Directorates,
PGW and Human Settlements
partners
2. Reviewed IHSP 2013/14 2017/18 endorsed by the Human
Settlements Portfolio Committee
Indicator(s) of this Objective Target (by Sept 2014)
Objective 3.2
Ensure increased access
to innovative human
settlements for those who
need it.
Corporate Objectives
8. OBJECTIVES AND INDICATORS OF THE DIRECTORATE SDBIP
16
Co-ordinate the number of
job opportunities created
through the Expanded
Public Works Programme
(EPWP) by Directorates
% compliance to USDG
(Urban Settlements
Development Grant) and
HSDG (Human Settlements
Development Grant)
conditions
Objective 1.2
Provision and maintenance
of economic and social
infrastructure to ensure
infrastructure-led economic
growth and development
Objective 5.3
Ensure financial prudence
with clean audit by the
Auditor General
625 sales agreement signed
10 hectare
50 hectare
80 hectare
Provision of 2000 Water
& Sanitation points;
Target (by June 2015)
1100 sales agreement
signed
100%
1800 sales agreement
signed
100%
2500 sales agreement
signed
100%
1250 EPWP jobs created 2300 EPWP jobs created 4 494 EPWP jobs created
30 hectare
Provision of 1500 Water
& Sanitation points;
Target (by March 2015)
The above table will be used as the bases for completing the Directorate SDBIP Excel Spreadsheet
Number of Deeds of Sale
Agreements signed with
identified beneficiaries
100%
Number of hectares
acquired
Objective 3.2 Ensure
increased access to
innovative human
settlements for those who
need it.
Objective 3.3
Assess the possible sale or
transfer of rental stock to
identified beneficiaries,
using established criteria.
350 EPWP jobs created
Progress on milestones
towards a Council
approved Backyarder
strategy
Objective 3.4
Provide for the needs
of Informal Settlements
and Backyard residences
through improved services
Target (by Dec 2014)
Provision of 500 Water & Sanitation
1000 Water& Sanitation
points;
points;
Indicator(s) of this Objective Target (by Sept 2014)
Corporate Objectives
9.AUTHORISATION
The undersigned do hereby indicate their agreement with the contents of this
document and the outcomes.
Name
Executive Director:
Human Settlements
Acted J. A Kotzee
Seth X. Maqetuka
Human Settlements
Portfolio Chairperson
James Slabbert
Mayoral Committee
Member: Human
Settlements
Siyabulela Mamkeli
Signature
Date
10.APPENDICES:
Annexure A: 2014/2015 Directorate SDBIP template
17
18
3.2(a)
Innovative
housing
programme
Corporate
Objective 3.2
SFA 3 The
Caring City
3.2(d)
Integrated
human
settlements
programme
Corporate
Objective 3.2
SFA 3 The
Caring City
Pillar,Corp
Obj No and
Program No
/Statutory/
Strategic Plan
3.C
3.C
Corporate
Scorecard
Indicator
No.
ALIGNMENT TO IDP
Objective
3.2 Ensure
increased
access to
innovative
human
settlements
for those who
need it.
Objective
3.2 Ensure
increased
access to
innovative
human
settlements
for those who
need it.
Corporate
Objective
Progress on
milestones
towards
compliance
with
conditions
of Human
Settlement
Assignment
Progress on
milestones
towards
the 5 Year
Integrated
Human
Settlements
Plan (IHSP)
Indicator
(To include
unit of
measure)
100% setting
up of
accreditation
systems
Final draft
of reviewed
IHSP 2013/142016/17
approved by
ED
(Target in
brackets)
Baseline
12/13
2014 / 2015 HUMAN SETTLEMENTS DIRECTORATE SDBIP
Lead (L)/
Contributing ( C) /
Directorate
Human Settlements
Human Settlements
Compliance
with
conditions of
Assignment
Completed
Reviewed
Integrated
Human
SettlementsFive Year
Strategic Plan
Annual Target
2015
Obtain Assignment and ensure
that all relevant
documentation relating to
the process is
in place (e.g.
Assignment
Agreement)
1. Printed IHSP
distributed to
all relevant
stakeholders
i.e. Councillorss,
other
Directorates,
PGW and Human
Settlements
partners
2. Reviewed
IHSP 2014/15 2017/18 endorsed
by the Human
Settlements
Portfolio
Committee
30 Sept 2014
Ensure that
the required
capacity and
processes are
in place to give
effect to the
Assignment
mandate.
Initiate Annual
Review of 15/16
IHP 2012/13 –
2016/17
31 Dec 2014
Ensure that
the required
capacity and
processes are
in place to give
effect to the
Assignment
mandate.
1. Draft Housing
Project lists to
IDP Office (for
inclusion indraft
IDP for Mayco
and Council
for public
participation).
2. Consultant to
finalise review of
first draft.
31 March 2015
TARGETS
Compliance with
conditions of
Assignment
Completed
Reviewed
Integrated
Human
Settlements- Five
Year Strategic
Plan
30 June 2015
-
-
CAPEX Budget
Surita Pentz
Contact: 021
400 5365
Cell: 082 845
5050
Trevor
Mitchell
Contact: 021
400 4409
Cell: 073 244
6769
Responsible
Person
19
3.2(d)
Integrated
human
settlements
programme
and
3.2 (a)
Innovative
housing
programme
Corporate
Objective 3.2
SFA 3 The
Caring City
Pillar,Corp
Obj No and
Program No
/Statutory/
Strategic Plan
3.C
Corporate
Scorecard
Indicator
No.
ALIGNMENT TO IDP
Indicator
(To include
unit of
measure)
3C. Number
of human
settlements
opportunities
provided per
year
Corporate
Objective
3.2 Ensure
increased
access to
innovative
human
settlements
for those who
need it
Sites:
5 142
Annual Target
2015
1 350
30 Sept 2014
Other (CRU
Upgrades
& shared
services to
Re-Blocked
Informal
settlements
and
Backyarders):
1 727
Other (CRU
Upgrades
& shared
services to
Re-Blocked
Informal
settlements
and
Backyarders):
3 605
1 126
Top Structures: Top Structures:
1 250
4 353
5 614
Sites:
6 394
(Target in
brackets)
Baseline
12/13
2014 / 2015 HUMAN SETTLEMENTS DIRECTORATE SDBIP
Lead (L)/
Contributing ( C)
/Directorate
Human Settlements
2 150
2 595
2 650
31 Dec 2014
2 850
3 950
3 700
31 March 2015
TARGETS
3 605
5 614
5 142
30 June 2015
-
-
-
CAPEX Budget
Norah
Walker
Contact: 021
400 9325
Cell: 082 740
1096
Shihaam
Sims
Contact: 021
400 4585
Cell: 073 115
4447
Norah
Walker
Contact: 021
400 9325
Cell: 082 740
1096
Shihaam
Sims
Contact: 021
400 4585
Cell: 073 115
4447
Norah
Walker
Contact: 021
400 9325
Cell: 082 740
1096
Shihaam
Sims
Contact: 021
400 4585
Cell: 073 115
4447
Responsible
Person
20
3.2(d)
Integrated
human
settlements
programme
Corporate
Objective 3.2
SFA 3 The
Caring City
3.3 (b)
Rental stock
disposal
programme
Corporate
Objective 3.3
SFA 3 The
Caring City
3.2 (b)
Use property
and land
to leverage
soacial issues
Corporate
Objective 3.2
SFA 3 The
Caring City
Pillar,Corp
Obj No and
Program No
/Statutory/
Strategic Plan
_
Corporate
Scorecard
Indicator
No.
ALIGNMENT TO IDP
Number of
Deeds of Sale
Agreements
New
signed with
identified
beneficiaries
Progress on
milestones towards the annual review
New
of the Built
Environment
Performance
Plan (BEPP)
3.3 Assess the
possible sale
or transfer of
rental stock
to identified
beneficiaries,
using
established
criteria
3.2 Ensure
increased
access to
innovative
human
settlements
for those who
need it
New
(Target in
brackets)
Number of
Registration
of Transfers
in historical
projects
Indicator
(To include
unit of
measure)
3.2 Ensure
increased
access to
innovative
human
settlements
for those who
need it
Corporate
Objective
Baseline
12/13
2014 / 2015 HUMAN SETTLEMENTS DIRECTORATE SDBIP
Lead (L)/
Contributing ( C) /
Directorate
Human Settlements
Human Settlements
Submit the
2015/16 Built
Environment
Performance
Plan (BEPP ) to
Council
2500 sales
agreement
signed
500
Annual Target
2015
1100 sales
agreement
signed
200
31 Dec 2014
Circulate 2014/15
BEPP to Line
Departments for
Produce Draft
input towards
2015/16 BEPP
2015/16 Draft
BEPP
625 sales
agreement
signed
100
30 Sept 2014
Revise Draft
2015/16 BEPP
after Line &
Political input
1800 sales
agreement
signed
300
31 March 2015
TARGETS
Submit the
2015/16 Built
Environment
Performance
Plan (BEPP ) to
Council
250 sales
agreement
signed
500
30 June 2015
-
-
-
CAPEX Budget
Jens Kuhn
Contact: 021
400 4217
Cell: 072 810
4650
Alida Kotzee
Contact: 021
400 3683
Cell: 082 492
9136
Jens Kuhn
Contact: 021
400 4217
Cell: 072 810
4650
Responsible
Person
21
3.C
_
SFA 3 The
Caring City
Corporate
Objective 3.2
3.2 (a)
Innovative
housing programme
SFA 3 The
Caring City
Corporate
Objective 3.4
3.4(a)
Anti-poverty
programme
SFA 3 The
Caring City
Corporate
Objective 3.2
3.2 (b)
Use property
and land
3.C
to leverage
social issues &
3.2 ( c)
Partner with
Province in
education
and school
sites
Corporate
Scorecard
Indicator
No.
Pillar,Corp
Obj No and
Program No
/Statutory/
Strategic Plan
ALIGNMENT TO IDP
Progress on
milestones
towards the
development of an
Urbanisation
Strategy
Progress
against
milestones
to a Council
approved
Backyarder
strategy
Corporate
Objective
3.2 Ensure
increased
access to
innovative
human
settlements
for those who
need it
3.4 Provide
for the needs
of informal
settlements
and
backyarders
through
improved
services
3.2Ensure
increased
access to
Number of
innovative
hectares
human
acquired
settlements
for those who
need it
Indicator
(To include
unit of
measure)
80 hectare
Provision of
Basic Services
to Backyarders
in Council
Rental Stock
Urbanisation
Strategy
Developed
(Target in
brackets)
Baseline
12/13
2014 / 2015 HUMAN SETTLEMENTS DIRECTORATE SDBIP
Lead (L)/
Contributing (
C) /Directorate
Human Settlements
Human Settlements
Human Settlements
30 Sept 2014
80 hectare
Provision of
2000 Water
& Sanitation
points
10 hectare
Provision of
500 Water &
Sanitation points
Implement the Implementation:
Urbanisation
20% of first year
Strategy
Plan
Annual Target
2015
Implementation:
26% of first year
Plan
31 March 2015
30 hectare
50 hectare
1. Commence
roll-out according
to planned
Provision of 1
target- 25%
500 Water &
Provision of
Sanitation points
1000 Water &
Sanitation points
Implementation:
40% of first year
Plan
31 Dec 2014
TARGETS
80 hectare
Provision of
2000 Water &
Sanitation points
Implement the
Urbanisation
Strategy
30 June 2015
R34 000 000.00
-
-
CAPEX Budget
Jens Kuhn
Contact: 021
400 4217
Cell: 072 810
4650
Shehaam
Sims
Contact: 021
400 4585
Cell: 073 115
4447
Shehaam
Sims
Contact: 021
400 4585
Cell: 073 115
4447
Responsible
Person
22
1.I
1 The
Opportunity
City
Corporate
Objective 1.2
1.2 (d)
Expanded
Public Works
Programme
(EPWP)
SFA 1
The Opportunity City
Corporate
Objective 1.2 1B
1.2 (b)
Maintenance
of infrastructure
Corporate
Scorecard
Indicator
No.
SFA 5
The Well-Run
City
Corporate
Objective 5.3 5.3 (a)
Financial
management
programme
Pillar,Corp
Obj No and
Program No
/Statutory/
Strategic Plan
ALIGNMENT TO IDP
Percentage
spend of
Capital
Budget
1.2 Provide
and maintain
economic
and social infrastructure to
ensure infrastructure-led
economic
growth and
development
1.2 Provide
and maintain
economic
and social infrastructure to
ensure infrastructure-led
economic
growth and
development
88%
2 855
Co-ordinate
the number
of job
opportunities
created
through the
Expanded
Public Works
Programme
(EPWP)
5.3 Ensure
financial
prudence
with clean
audits by
the Auditor
General
(Target in
brackets)
Baseline
12/13
% compliance to
USDG (Urban
Settlements
Development Grant)
100%
and HSDG
(Human
Settlements
Development
Grant) conditions
Corporate
Objective
Indicator
(To include
unit of
measure)
2014 / 2015 HUMAN SETTLEMENTS DIRECTORATE SDBIP
Lead (L)/
Contributing (
C) /Directorate
Finance
Deputy City Manager
Finance
92%
4 494
100%
Annual Target
2015
10%
700
100%
30 Sept 2014
35%
1400
100%
31 Dec 2014
60%
2200
100%
31 March 2015
TARGETS
92%
4 494
100%
30 June 2015
R
699 783 105,00
-
-
CAPEX Budget
Nico Pieterse
Contact: 021
400 2789
Johannes
Scott
Contact: 021
918 7271
Cell: 084 629
5924
Leeroy May
Contact: 021
400 9144
Cell: 084 888
0579
Responsible
Person
23
1.2 Provide
and maintain
economic
and social
infrastructure
to ensure
infrastructureled economic
growth and
development
SFA 1
The
Opportunity
City
Corporate
1D
Objective 1.2
1.2 (b)
Maintenance
of infrastructure
SFA 1
The Opportunity City
Corporate
Objective 1.6
1.6 (a)
Sectoral
education
and training
authority
(SETA) and
EPWP
funding
used to train
apprentices
and create
other external
training
opportunities. Training
apprentices
for vacant
posts in the
administration and the
city.
Corporate
Scorecard
Indicator
No.
(Target in
brackets)
Baseline
12/13
Number
of external
trainee and
bursary
opportunities
(excluding
apprentices
32
42
Percentage
spend on
95%
repairs and
maintenance
1.6 - Maximise
the use of
available
funding and
programmes
for training
and skills
development Number of
apprentices
Corporate
Objective
Pillar,Corp
Obj No and
Program No
/Statutory/
Strategic Plan
ALIGNMENT TO IDP
Indicator
(To include
unit of
measure)
2014 / 2015 HUMAN SETTLEMENTS DIRECTORATE SDBIP
Lead (L)/
Contributing ( C)
/Directorate
Finance
Corporate Services
25
40
95%
Annual Target
2015
23
32
21,5%
30 Sept 2014
23
32
45,5%
31 Dec 2014
25
40
70,2%
31 March 2015
TARGETS
25
40
95%
30 June 2015
-
-
-
CAPEX Budget
Andre Kermis
Contact: 021
400 2547
Cell: 083 761
5911
Andre Kermis
Contact: 021
400 2547
Cell: 083 761
5911
Nico Pieterse
Contact: 021
400 2789
Responsible
Person
24
_
_
-
SFA 5
The Well-Run
City
Corporate
Objective 5.2
5.2(b)
Human
resources
strategy
SFA 5
The Well-Run
City
Corporate
Objective 5.2
5.2(b)
Human
resources
strategy
SFA 5
The Well-Run
City
Corporate
Objective 5.2
5.2(b)
Human
resources
strategy
Corporate
Scorecard
Indicator
No.
SFA 4
The Inclusive
City
Corporate
Objective 4.1
4.1 (a)
4A
Managing
service
delivery
through
the service
management
programme
Pillar,Corp
Obj No and
Program No
/Statutory/
Strategic Plan
ALIGNMENT TO IDP
Percentage
adherence to 100%
EE target
Percentage
adherence
to EE target
(disabled)
4.1 Ensure responsiveness
by creating
an environment where
citizens can
be communicated with
and responded to
5.2 - Establish
an efficient
and productive administration that
prioritises
delivery
5.2 - Establish
an efficient
and productive administration that
prioritises
delivery
5.2 - Establish
an efficient
and productive administration that
prioritises
delivery
Percentage
of
absenteeism
Percentage
adherence
to Citywide
service
standard
based on
all external
notifications
Corporate
Objective
≤4%
1,28%
100%
(Target in
brackets)
Indicator
(To include
unit of
measure)
Baseline
12/13
2014 / 2015 HUMAN SETTLEMENTS DIRECTORATE SDBIP
Lead (L)/
Contributing (
C) /Directorate
Corporate Services
Corporate Services
Corporate Services
Corporate Services
≤5%
2%
80%
100%
Annual Target
2015
≤5%
2%
80%
100%
30 Sept 2014
≤5%
2%
80%
100%
31 Dec 2014
≤5%
2%
80%
100%
31 March 2015
TARGETS
≤5%
2%
80%
100%
30 June 2015
-
-
-
-
CAPEX Budget
Justine
Quince
Contact: 021
400 9222
Cell: 084 630
7401
Micheal
Siyolo
Contact :
021 400 9840
Cell: 084 300
0609
Micheal
Siyolo
Contact :
021 400 9840
Cell: 084 300
0609
Gasina Khan
Contact: 021
400 4740
Cell: 082 641
3233
Responsible
Person
_
SFA 5
The Well-Run
City
Corporate
Objective 5.2
5.2(b)
Human
resources
strategy
5 Well-Run
City
Corporate
Objective 5.3
5.3(a)
Financial
management
programme
5 Well-Run
City
Corporate
Objective 5.3
5.3(a)
Financial
management
programme
5.3 - Ensure
financial
prudence
with clean
audits by
the Auditor
General
5.2 - Establish
an efficient
and productive administration that
prioritises
delivery
Corporate
Objective
5.2 - Establish
an efficient
and productive administration that
prioritises
delivery
_
5 Well-Run
City
Corporate
Objective 5.3
5.3(a)
Financial
management
programme
-
Corporate
Scorecard
Indicator
No.
SFA 5
The Well-Run
City
Corporate
Objective 5.2
5.2(b)
Human
resources
strategy
Pillar,Corp
Obj No and
Program No
/Statutory/
Strategic Plan
ALIGNMENT TO IDP
(Target in
brackets)
Percentage
Internal Audit
findings
resolved
Percentage
of assets
verified
Percentage
of Operating
Budget spent
100%
100%
100%
Percentage
budget spent
100%
on implementation of WSP
Percentage
92% filled
vacancy rate
Indicator
(To include
unit of
measure)
Baseline
12/13
2014 / 2015 HUMAN SETTLEMENTS DIRECTORATE SDBIP
Lead (L)/
Contributing ( C) /
Directorate
Corporate Services
Corporate Services
Finance
Internal Audit
25
70%
100%
asset register
verified by
Directorate/
Department
95%
90%
≤7%
Annual Target
2015
70%
Review of
Asset Policy
by Corporate
Finance
10%
10%
≤7%
30 Sept 2014
70%
Finalisation of
Asset verification
timetable by
Corporate
Finance
20%
20%
≤7%
31 Dec 2014
70%
60%
asset register
verified by
Directorate
60%
60%
≤7%
31 March 2015
TARGETS
70%
100%
asset register
verified by
Directorate
95%
90%
≤7%
30 June 2015
-
-
-
-
-
CAPEX Budget
Gasina Khan
Contact: 021
400 4740
Cell: 082 641
3233
Gasina Khan
Contact: 021
400 4740
Cell: 082 641
3233
Nico Pieterse
Contact: 021
400 2789
Andre Kermis
Contact: 021
400 2547
Cell: 083 761
5911
Andre Kermis
Contact: 021
400 2547
Cell: 083 761
5911
Responsible
Person
26
Corporate
Scorecard
Indicator
No.
_
Pillar,Corp
Obj No and
Program No
/Statutory/
Strategic Plan
5 Well-Run
City
Corporate
Objective 5.2
5.2 b)
Human
resources
strategy
ALIGNMENT TO IDP
5.2 - Establish
an efficient
and productive administration that
prioritises
delivery
Number of
risk registers
signed and
submitted to
IRM timeously
New
3
Annual Target
2015
Siyabulela Mamkeli
(Target in
brackets)
Baseline
12/13
Mayoral Committee Member:
Human Settlements
Corporate
Objective
Indicator
(To include
unit of
measure)
2014 / 2015 HUMAN SETTLEMENTS DIRECTORATE SDBIP
Lead (L)/
Contributing ( C) /
Directorate
Compliance and
Auxcillary Services
0
30 Sept 2014
1
31 Dec 2014
2
31 March 2015
TARGETS
3
30 June 2015
-
CAPEX Budget
Ludwig
Geldenhuys
Contact No:
021 400 3515
Responsible
Person
SAFETY AND SECURITY
DIRECTORATE EXECUTIVE SUMMARY
2014/2015
EXECUTIVE DIRECTOR: MR RICHARD BOSMAN
CONTACT PERSON: MR ANTON VISSER
1
VISION OF THE CITY:
• To be an opportunity city that creates an enabling environment for economic
growth and job creation
• To deliver quality services to all residents
• To serve the citizens of Cape Town as a well-governed and corruption-free
administration
This is a one year plan giving effect to the 2014/2015 budget, which is aligned to
the 2012-2017 IDP. It sets out the strategies in quantifiable outcomes that will be
implemented over the 2014/2015 financial year. It considers what was set out in the IDP,
the economic growth strategy and the social development strategy, and indicates
what the Directorate needs to do to deliver on the IDP, how this will be done, what the
outcomes will be, what processes it will follow and which inputs will be used.
2
TABLE CONTENTS
1.
EXECUTIVE SUMMARY4
2.
PURPOSE AND SERVICE MANDATE OF DIRECTORATE4
3. STRATEGIC ALIGNMENT TO THE IDP6
4.
PERFORMANCE PROGRESS AND OUTCOMES8
4.1 Past year’s performance8
4.2 Areas of Business Improvement9
5.
PARTNERS AND STAKEHOLDERS IN THE STRATEGY PLAN (optional)9
6.
RESOURCES10
6.1
Senior management capability and structure.10
6.1.1 Directorate organogram11
6.1.2 Give an indication of possible outsource services12
6.1.3 Lead and Contributing Directorate13
6.2
Financial Information13
6.2.1 Summary of revenue by source13
6.2.2 Summary of operating expenditure by type14
6.2.3 Summary of capital expenditure by type15
6.2.4 Major features of expenditure16
6.2.5 Narrative on Directorate capital programme16
7. RISK ASSESSMENT16
7.1
Revenue risks17
8. OBJECTIVES AND INDICATORS OF THE DIRECTORATE SDBIP17
9.
AUTHORISATION17
10.
APPENDICES:17
Annexure A: 2014/2015 Directorate SDBIP template18
3
1. EXECUTIVE SUMMARY
During the new financial year, the Directorate will aim to improve on its current
high level of service delivery in line with the IDP objectives. Particular emphasis will
be placed on developing existing resources which will include the introduction of
specialised training initiatives, securing specialist guidance from partner agencies
in the international arena, focussing on the implementation and expansion of
innovative crime and disorder prevention programmes and keeping up with
innovative technological advancements in policing and emergency services fields.
The Directorate will continue to dedicate resources and programmes to ensure the
maximum effectiveness of the various components of safety provision through fostering
of partnerships to build capacity.
2. PURPOSE AND SERVICE MANDATE OF DIRECTORATE
The Safety and Security Directorate provides a wide range of services that aims to
improve the general safety and therefore the quality of life of all residents and visitors
to Cape Town. The Directorate’s areas of responsibility include the functions of crime
prevention, traffic enforcement, by-law enforcement, disaster risk management, firefighting, emergency rescue as well as an emergency call centre function.
In terms of policing, the primary mandate belongs to the South African Police
Service (SAPS), which is directed by National Government. However, Cape Town has
demonstrated that a metro that effectively uses resources and international bestpractice models can also have its own efficient and successful metro police service.
However, safety also goes beyond policing. A truly safe city manages disasters and risks,
enforces traffic regulations, and provides fire and rescue services. Safety is essential to
the public enjoyment of open spaces, city beaches and nature reserves. The Safety
& Security Directorate will continue to dedicate resources and programmes to ensure
the maximum effectiveness of the various components of safety provision. This will
entail the fostering of partnerships to build capacity. These partnerships come in various
forms. International partnerships will allow for training and models of best practice to
be applied to improve efficacy. Local partnerships will foster community relationships,
which are critical to building a safer city.
To this end, the directorate aimsl extend the roll-out of neighbourhood watch
programmes, continue with the practice of civilian oversight, and extend the
programme of neighbourhood safety officers across the various wards of the metro
to build local responsiveness and capacity. Furthermore, we will increase public
awareness and participation at a broader level, primarily through initiatives such as
the Disaster Risk Awareness programme, to ensure that all residents are adequately
informed of safety strategies.
To build internal capacity, the directorate will align its staffing models with national
and international best practice. Further to this, it will also invest in staff training and
capacity building while, at the same time, implementing a reservist programme for law
enforcement and fire services. Environmental compliance and enforcement will be
promoted through staff training and other programmes to ensure compliance with the
City’s bylaws and other relevant legislation. This capacity will also extend to innovative
safety policies.
4
The directorate will continue to invest in specialised units and programmes like Smart
Cop. Furthermore, our strategies will be directed through a policy of information
and technology-led processes to align with international best practice, while also
adopting new technologies to increase our effectiveness. Safety innovation will extend
to meeting the need for greater capacity in the Traffic Department and designing
more effective solutions for safety. This includes influencing urban design to prevent
social disorder and disruption, modelled on the success of the Violence Prevention
through Urban Upgrading (VPUU) programme. By continuously aligning ourselves with
international best practice and proven safety strategies, while working with the limited
resources available, we will continue to build a safe city in which residents feel secure
and that responds to their needs.
The City utilises its ‘regulatory’ and ‘service delivery’ functions in order to maintain personal
safety and public health as well as manage risks and disasters. Services are provided
to all people residing in the metro. People with low incomes often live in high densities
on the periphery of the City in areas, which are vulnerable to flooding, fire and disease.
These areas are often crime-ridden and, hence, more resources need to be allocated
to these areas to make them safer, cleaner and prevent fires, flooding and disasters. This
reorientation of service delivery requires a careful balancing of resources that ensures
all people in the City receive the necessary services, but those that are more vulnerable
receive services that enable them to live in a clean, healthy and safe environment.
This balancing of resources and priority areas will be guided by the Directorate of
Safety and Security’s statistics on crime, fire and disaster, Health’s assessments of air,
water, sanitation, food and cleansing standards and supplemented by geographic
information services (GIS) information on settlement types, available services and
population densities. It is known that informal settlements and rental stock will demand
more attention and re-sources than other areas.
All departments will be proactive in providing services that maintain a safe, healthy
environment in a manner that promotes social development and supports the
livelihood strategies of communities.
High levels of crime and violence constitute a key challenge for Cape Town. The
rates of murder and drug-related crimes are much higher than the national averages.
Crime and the fear of crime have a damaging effect on the quality of life of people. It
negatively impacts victims but also adversely affects households by restricting access
to services and employment. The causes of crime are complex and multifaceted.
Traditional policing and law enforcement cannot solve these problems alone. The
City has adopted and endorses an approach to crime prevention, which has been
encapsulated in the Violence Prevention through Urban Upgrading (VPUU) projects. The
approach is based on international best practice and includes situational and social
crime prevention and community involvement. In this way, prevention is more than
deterrence, but rather a whole-of-society, whole-of-government approach. It demands
a transversal methodology that will be managed through the Sustainable Communities
Unit and the Work Group on Gangs, which will act to coordinate situational and social
crime prevention work in identified urban renewal areas within the City.
5
Situational crime prevention aims to change the physical environment and conditions
that generate crime and fear of crime through improved design and planning. Thus,
the Spatial Planning & Urban Design Department plays a key role in creating sustainable
communities and ‘designing-out crime’. The principals of creating safe neighbourhoods
are articulated in the Urban Design Policy and the Safe Neighbourhood Guidelines
for Cape Town. Informal settlement upgrading and urban regeneration projects shall
also follow the ‘crime prevention through urban design’ principles. The placement
of communal toilets, water pipes and other utilities will be cognisant of the need
to prevent opportunities for crime. In addition, the City shall situate new municipal
buildings in areas that improve safety and accessibility.
Situational crime prevention interventions in neighbourhoods includes improving
lighting, cleansing and waste removal, the elimination of graffiti and the maintenance
of street equipment. The departments involved in these activities and the companies
contracted to provide these services shall be encouraged to acknowledge the role
these activities play in building community pride as well as addressing and preventing
crime. Electricity and water theft, illegal dumping, cable theft and vandalism
disrupts services, contributes to perceptions of lawlessness and has major cost
implications. Preventing and addressing this type of crime is important in building safe
neighbourhoods and communities and encouraging an active, engaged citizenry.
The surveillance of streets, equipment and public spaces conducted by the Safety
and Security Directorate is also an aspect of situational crime prevention. Surveillance
through formal mechanisms such as CCTV and visible policing or through informal
mechanisms such as the support of neighbourhood watch and other community
organisations, acts to create and maintain safe communities.
Local government has substantial authority to carry out by-law enforcement and social
crime prevention. Social crime prevention aims to support victims of crime, groups at
risk of becoming victims or perpetrators and marginalised people. It is about reducing
the causal factors of crime. Until now, the Safety and Security Directorate had been
tasked with social crime prevention; however, these interventions have been limited.
Much of social crime prevention work is instigated through SDECD and Community
Service programmes which address the underlying cause of crime. However, these
programmes have not been conceptualised in terms of crime prevention.
The City supports programmes to strengthen community safety initiatives across the
City; this includes capacitating Neighbourhood Watch Organisations and deploying
Neighbourhood Safety Officers or School Resource Officers in areas with high crime
levels. These programmes will be assessed for their effectiveness and, if found to be
effective, will be rolled out on a larger scale.
3. STRATEGIC ALIGNMENT TO THE IDP
LINKAGE TO IDP (EGS and SDS IF APPLICABLE) AND CHANGE IN INDICATORS AND TARGETS
Primary Key Performance Indicator: Perception of residents on the prevalence of antisocial behaviour (Survey score on five point symmetric scale). This indicator measures
community perception in respect of the prevailing levels of general disorder in the City.
The City’s Community Satisfaction Survey measures public perception around a number
of these issues i.e.
• Visible presence of traffic enforcement
• Action taken against illegal land invasions
6
• Action taken against illegal dumping
• Acting on complaints relating to noise and other disturbances
• By-Laws being enforced.
This Indicator will be influenced directly by the expansion of resources, improved
efficiency and partnerships and therefore links directly to all four Objectives of the IDP
Strategic Focus Area of a Safe City.
Key Performance Indicator 2.1(a): Number of auxiliary/volunteer staff members trained,
appointed and deployed relates directly to the IDP Objective 2.1 which calls for the
expansion of staff and capital resources in the policing departments and emergency
services. It will measure performance made with the implementation of main initiatives
of this IDP Objective.
Key Performance Indicator 2.1(b): Reduce the number of accidents at highest
frequency intersections, to the IDP Objective (2.1) that calls for the expansion of staff
and capital resources in the policing departments and emergency services.
Key Performance Indicator 2.1(c): Percentage response times for fire emergency
incidents within 14 minutes from call receipt up to arrival. Performance in respect of this
indicator is directly dependant on achievements in support of IDP Objective 2.1.
Key Performance Indicator 2.2 (a): Number of operational specialised units maintained,
relates directly to the initiative under IDP Objective 2.2 which requires an investment in
specialised units in line with international best practice.
Key Performance Indicator 2.2 (b): Increased number of arrests for drug related crimes
(possession and dealing) relates directly to an initiative of IDP Objective 2.2, namely,
Information-led Special Operations. This is the same indicator as used by the Directorate
in the previous year and will continue to measure the Directorate’s performance on this
matter which enjoys the same level of priority as in recent years.
Key Performance Indicator 2.2 (c) The inspection of premises for compliance to liquor
and business licenses relates to IDP Objective 2.2, namely, information – led Special
Operations. This indicator is of significant importance as the illegal liquor trade impacts
negatively on all communities.
Key Performance Indicator 2.3 (a): Percentage of SmartCop system implementation,
relates directly to IDP Objective 2.3: Improved efficiency through information and
technology driven policing as it will be measuring the implementation of a key initiative
to this Objective.
Key Performance Indicator 2.4 (a): % budget spent on Integrated Emergency Contact
Centre Objective 2.4 which calls for the improvement of efficiency of staff through
effective training interventions. This Indicator was used in the Directorate SDBIP in the
previous year and is relevant to all Departments of the Directorate.
Key Performance Indicator 2.4 (b): measures the percentage of staff members of the
three policing departments who undergo refresher training on the enforcement of bylaws. This indicator relates to IDP Objective 2.4 which calls for the improvement of staff
efficiency through effective training interventions.
7
Key Performance Indicator 2.5 (a): Percentage of Neighbourhood Watch satisfaction
survey. This indicator relates to IDP Objective 2.5 which calls for improved safety and
security through partnerships. The City’s Neighbourhood Watch Support Programme is
one of the main initiatives of this Objective.
Key Performance Indicator 2.5 (b): will measure the community perception on the
impact of social crime prevention programmes and relates to IDP Objective 2.5.
4. PERFORMANCE PROGRESS AND OUTCOMES
4.1 Past year’s performance
In order to position the City of Cape Town as a safe city, five key objectives - each with its
own underpinning programmes - were identified in the 2012/13 review of the City’s IDP
OBJECTIVE
PROGRAMME
2.1: Expanding staff and capital resources in policing
departments and emergency services to provide
2.1(a): Increase the operational staff
improved services to all, especially the most vulnerable complement
communities
2.2: Resource departments in pursuit of optimum
operational functionality
2.3(a): Improved efficiency through information
and technology-driven policing
2.3: Enhance intelligence-driven policing with
improved information-gathering capacity and
functional specialisation
2.3(b): Intelligent crime prevention
2.4: Improve efficiency of policing and emergency
staff through effective training
2.4(a): Training and human resources
development
2.5: Improve safety and security through partnerships
2.5(a): Strengthen community capacity to
prevent crime and disorder
2.5(b): Strengthen community capacity to
respond to emergency situations
Table 2.1: 2012/13 IDP objectives and programmes for SFA2
This review of SFA2 offers an overview of the City’s performance against these
objectives and its progress in terms of the implementation of the associated
programmes. Due to the fact that the various City directorates work collaboratively,
there may be significant overlap of deliverables in terms of these objectives and
programmes. As a result, the performance information for some of these objectives
may be contained in other SFA review sections of this report.
Key Safe City achievements in 2012/13
• Reduced number of accidents at Cape Town’s five highest accident frequency
intersections.
• 84% of fire incidents responded to within 14 minutes from initial call.
• Melkbos Fire Station completed and now fully operational.
• 99.99% of Fire and Rescue Services capital budget spent.
8
Policing overview
The City has three policing departments in the form of Metro Police, Traffic Services,
and Law Enforcement and Specialised Services. The objectives and priorities of these
departments are set out in the City’s overarching Law Enforcement Plan, which
includes the Metro Police’s legally required Annual Police Plan. The main objective of
this plan is to ensure the integrated delivery of efficient policing services.
During the period under review, 112 492 citations were issued for bylaw offences across
the city. Significant results were also achieved in the combating of illegal land invasions,
with 100% of reported cases being successfully managed. This effectively means that
land invasions were prevented in Cape Town over the 12-month reporting period.
Emergency services overview
City Emergency Services comprise the 107 Emergency Call Centre, the Fire and Rescue
Service and the Disaster Risk Management Centre. The Fire and Rescue Service dealt
with 32 916 incidents, of which 19 201 were medical or trauma incidents (which do not
fall within the ambit of the service’s core functions). There were no major mountain or
vegetation fires, however, there were a number of informal settlement fires. Fortunately,
the extent of the devastation cause by these was minimal due, in large part, to the
positive impact that is being seen from the fire prevention educational programme put
in place by the Fire Life Safety Division.
The City has set itself a target of responding to at least 80% of all fire and other
emergency incidents within 14 minutes from the call receipt to arrival on the scene.
During the previous financial year, fire and rescue units achieved an 82% compliance
with this target. It once again needs to be mentioned that the City’s Fire and Rescue
Service is not operating at full strength and that continues efforts will have to be made
in working towards securing the resources required to meet the standards set in the
SANS Code 10090 – Community protection against Fire.
Traffic services overview
During the 2012/2013 financial year, 161 358 traffic fines were issued and 2 603 arrests
were made for driving while intoxicated (DWI).
4.2 Areas of Business Improvement
No areas of business improvement were undertaken.
5. PARTNERS AND STAKEHOLDERS IN THE STRATEGY PLAN (optional)
(key stakeholders of the plan)
Directorates need to explain, in detail, any close intergovernmental (e.g. housing) or
transversal (e.g. growth management) cooperation the Directorate needs to engage
in to perform its work.
Also detail all involvement in cluster work groups
9
6.RESOURCES
6.1
Senior management capability and structure.
The Executive Management Team (EMT) leads the City’s drive to achieve its strategic
objectives as outlined in the Integrated Development Plan (IDP) each year. On 28
September 2011, Council aligned the City of Cape Town senior administrative structure
with the newly elected political structure which formed the macro-organisational
design, i.e. the City Manager and the Executive Directors. This is a description of senior
management capability and structure.
10
11
3 x Div
Commanders
1 x Director:
CCTV
1 x Manager:
Finance
1 x Manager:
Support Service
9x
Heads
Chief:
Fire and Rescue
Service
2 x Deputy
Chief
Chief:
Metro Police
6.1.1 Directorate organogram
2x
Managers
7x
Assistant Chief
Chief: Law
Enforcement
Services
8x
Portfolio Heads
4 x Area
Portfolio Heads
2 x Deputy
Chief
1 x Manager:
Support
Services
Chief:
Traffic Services
Manager:
Disaster
Management
Centre
EXECUTIVE
DIRECTOR
3x
Heads
Manager:
Public
Emergency
Communication
Centre
HR Business
Partner
Manager:
Finance
Professional
Officer:
Community
Safety Liaison
1 x Head:
Substance
Abuse
Prevention
1 x Manager:
Support
Services
Manager:
Strategic and
Operational
Support
6.1.2 Give an indication of possible outsource services
Fine Income and Administration (Traffic Services)
The fine income and administration/enforcement is administered by Syntell (Pty) Limited
and their contract expires on 301 June 2015. As a private company, Syntell does not
do any enforcement. That remains the competency of Traffic Services. Syntell provides
the technology, systems, support and back-office services necessary for effective
enforcement.
In terms of the tender, Syntell provides the following:
• The supply, installation and maintenance of digital camera systems to enforce
speed and light violations at fixed and mobile sites
• Video camera systems capable of automatically detecting and recording vehicles
disobeying stop signs and/or railway crossings
• Contravention systems and full back-office services for the processing of all camera
generated and hand written fines
• Serving of summonses
• Portable units capable of remote connection to the Syntell system
• Average speed over distance enforcement systems
• Bus lane enforcement system
• Processing of all offences and infringements issued under the AARTO Act, should the
Act be implemented during the period of the current tender
The service is outsourced due to the fact that the City of Cape Town neither has the
capability nor the capacity to deliver these systems and services.
12
Surveillance Operators and CCTV Maintenance (Cape Town Metropolitan Police
Department)
The surveillance of the City’s CCTV cameras is outsourced as part of a public/private
partnership agreement when the CCTV division has been established. The benefits
derived from this partnership means that there are no human resources required from
the City, replacement for absent operators are easily found and the burden on salaries
are considerably less.
The command and control from the City is restricted to operational issues and all other
related matters are administered by the service provider.
CCTV maintenance is outsourced as the City does not have a CCTV maintenance
division to maintain Public Area CCTV. The maintenance by an external service provider
ensures optimal functionality.
6.1.3 Lead and Contributing Directorate
The Safety & Security Directorate is the lead directorate and is responsible for
ensuring that the strategies are achieved through its departments contributing to the
directorate’s deliverables.
6.2 Financial Information
The Draft Capital Budget for 2014/2015 amounts to R 70.5 million which include about
R 13.8 million of projects that were rephrased from 2013/2014 due to delays and tender
appeals. The draft general expenses budget of R 107.5 million includes an amount
of R 31.3 million for Repairs and Maintenance Primary, R 33.9 million for uniforms and
protective clothing and R17.8 million for contracted services. The draft Revenue Budget
amounts to R 215. 8 million, R 171.3 million relates to the Traffic Fine income. Over the last
two years our fine income has decreased year on year. This reduction in fine income is
largely as a result of non-payment of fines and the willingness of courts to reduce fines. It is
recommended to reduce the fine income by a further R 15 to R 20 million during the next
adjustment budget in order to bring the fine income budget in line with actual revenue.
6.2.1 Summary of revenue by source
WC000 Cape Town - Supporting Table SA2 Matrix Financial Performance Budget: SAFETY and
SECURITY DIRECTORATE
Description
Safety & Security Directorate
R thousand
Revenue By Source
Service charges - refuse revenue
185 147
Service charges - other
Rental of facilities and equipment
Fines
Licences and permits
Other revenue
Transfers recognised - operational
10 153 580
Total Revenue (excluding capital transfers and contributions)
215 771 770
202 499
171 315 434
33 747 159
167 951
185 147
13
6.2.2 Summary of operating expenditure by type
WC000 Cape Town - Supporting Table SA2 Matrix Financial Performance Budget: SAFETY and SECURITY
DIRECTORATE
Description
Safety & Security Directorate
R thousand
Expenditure By Type
(Final figures not loaded at time of
submission of the Business Plan)
(Final figures not loaded at time of
submission of the Business Plan)
Employee related costs
Depreciation & asset impairment
Contracted services
Other expenditure
17 863 879
Total Expenditure
122 058 848
104 194 969
14
15
Various
Various
Total Capital expenditure
Program/
Project
description
Safety and Security
Parent municipality:
R thousand
Municipal Vote/Capital
project
Various
Various
Project
number
Various
Various
Asset
Class 4.
Various
Various
Asset
SubClass 4.
344 659 937
344 659 937
68 175 217
68 175 217
Total Project
Audited
Estimate
Outcome
2011/12
58 703 239
58 703 239
Adjusted
Budget
2012/13
Prior year outcomes
WC000 Cape Town - Supporting Table SA36 Detailed capital budget
6.2.3 Summary of capital expenditure by type
Project
information
70 528 713
70 528 713
78 626 384
78 626 384
68 626 384
68 626 384
Multi
Multi
Various
various
Budget Year Budget Year Budget Year Ward
New or
2014/15
+1 2015/16 +2 2016/17 location renewal
2014/2015 Medium Term Revenue &
Expenditure Framework
6.2.4 Major features of expenditure
The Draft Capital Budget for 2014/2015 amounts to R70.5 million which include about
R13.8 million of projects that were rephrased from 2013/2014 due to delays and tender
appeals. The draft general expenses budget of R107.5 million includes an amount of
R31.3 million for Repairs and Maintenance Primary, R33.9 million for uniforms and protective
clothing and R17.8 million for contracted services. The draft Revenue Budget amounts to
R215.8 million, R171.3 million relates to the Traffic Fine income. Over the last two years our
fine income has decreased year on year. This reduction in fine income is largely as a result
of non-payment of fines and the willingness of courts to reduced fines. It is recommended
to reduce the fine income by a further R15 to R20 million during the next adjustment budget
in order to bring the fine income budget in line with actual revenue.
6.2.5 Narrative on Directorate capital programme
The Draft Capital Budget for 2014/2015 amounts to R70.5 million which include about
R13.8 million of projects that were rephrased from 2013/2014 due to delays and tender
appeals.
The directorate capital programme in the context of the overall capital programme of
the City of Cape Town:
Directorate
2013/14 Original Budget
Vote 1: City Health
23 716
Vote 2: City Manager
842
Vote 3: Community Services
222 027
Vote 4: Compliance and Auxiliary Services
10 455
Vote 5: Corporate Services
258 892
Vote 6: Deputy City Manager
40 450
Vote 7: Economic, Environmental and Spatial Planning
58 459
Vote 8: Finance
11 784
Vote 9: Human Settlements
626 894
Vote 11 - Safety and Security
67 527
Vote 12: Social Development and Early Childhood Development
5 460
Vote 13: Tourism, events and Marketing
28 861
Vote 14: Transport Roads and Stormwater
1 415 743
Vote 15: Utility Services
2 679 272
5 450 382
(Information as per 2013/2014 Budget Book)
7. RISK ASSESSMENT
Management, with the assistance of the Integrated Risk Management (IRM) Department,
has applied their minds and due care taken to ensure that risks which could impact on
them not achieving the Directorate’s objectives are identified, addressed and managed
on a day to day basis in accordance with the City’s approved IRM Policy and IRM
Framework.
Risk Registers are utilised as a management tool in order to manage all risks of the
Directorate. The risks identified and rated, equal or above the Council approved rating
(appetite) will be reported to the Executive Management Team (EMT), as well as to the
relevant Mayoral Committee member on a six monthly basis.
16
7.1 Revenue risks
Over the last two years our fine income has decreased year on year. This reduction in
fine income is largely as a result of non-payment of fines and the willingness of courts
to reduce fines. It is recommended to reduce the fine income by a further R15 to
R20 million during the next adjustment budget in order to bring the fine income budget
in line with actual revenue.
8. OBJECTIVES AND INDICATORS OF THE DIRECTORATE SDBIP
This portion is based on the Directorate SDBIP Excel Spreadsheet. For ease of reference
see Annexure B: 2014/2015 Safety & Security Directorate SDBIP.
9.AUTHORISATION
The undersigned do hereby indicate their agreement with the contents of this
document and the outcomes.
Name
Executive Director
Mr R Bosman
Mayco Member
Alderman JP Smith
Portfolio Chairperson
Carin Brynard
Signature
10.APPENDICES:
Annexure B: 2014/2015 Directorate SDBIP
17
Date
2,1
2,1
2,1
2,1
6000
SFA2
The Safe
City
SFA2
The Safe
City
2,1
SFA2
The Safe
City
SFA2
The Safe
City
2.A
CSC
Indicator
no.
SFA2
The Safe
City
Pillar,Corp
Obj
4800
Number of
Fire Safety
Inspections
New
< 4 per 100
000
Number of Fire
fatalities per 100 New
000 of population
Fire=30
Law=50
Traffic=30
DRM=30
140
3Emergency
Services
2.7 Policing
Services
6000
(accumulative)
50
2,7
2.7
Annual
Target
30 June
2015
Number of drivers
screened for
New
driving under the
influence
Number
of manual
speed checks
conducted
2.1(a) Number
of auxiliary/
volunteer
staff members
appointed
2.A Community
satisfaction
survey (Score 1
-5) - safety and
security
Baseline
2012/
2013
3119
2.1 Expanding staff and capital
resources in the policing
departments and emergency
services in order to also provide
improved services to all,
especially the most vulnerable
communities
2.1 Expanding staff and capital
resources in the policing
departments and emergency
services in order to also provide
improved services to all,
especially the most vulnerable
communities
Corporate Objective
Indicator
3600
(accumulative)
Safety &
Security
Alignment to IDP
2014/2015 SAFETY & SECURITY’S DIRECTORATE SDBIP
Safety & Security
Safety & Security
Lead(L)
Contributing
(C) Directorate
Directorate
Safety &
Security
Safety &
Security
Safety &
Security
18
1400
< 4per 100
000
1500
900
50
Annual
Target
30 Sept
2014
2400
< 4 per 100
000
3000
1800
85
Annual
Target
31 Dec
2014
3400
< 4 per 100
000
4500
2700
120
Annual
Target
31 Mar
2015
Quartely Targets
4800
< 4 per 100
000
6000
3600
140
2,7
30 June
2015
Chief
Ian Schnetler
Chief
Ian Schnetler
Chief
Heathcliff
Thomas
021 918 2196
Chief
Heathcliff
Thomas
021 918 2196
Chief: Law
Enforcement
Chief: Fire
& Rescue
Service
Manager:
Disaster Risk
Management
Centre
Corporate
Knowledge
Management
Responsible
Person
2,5
2.B
2.C
SFA2
The Safe
City
SFA2
The Safe
City
2,5
SFA2
The Safe
City
SFA2
The Safe
City
2,3
SFA2
The Safe
City
Pillar,Corp
Obj
CSC
Indicator
no.
Safety & Security
Alignment to IDP
2.1 Expanding staff and capital
resources in the policing
departments and emergency
services in order to also provide
improved services to all,
especially the most vulnerable
communities
2.5 Improve safety and security
through partnerships
2.3 Enhance intelligencedriven policing with improved
information-gathering capacity
and functional specialisation
Corporate Objective
2014/2015 SAFETY & SECURITY’S DIRECTORATE SDBIP
Safety & Security
Lead(L)
Contributing
(C) Directorate
Directorate
Safety &
Security
Safety &
Security
Safety & Security
19
25%
Baseline
2012/
2013
2.C Percentage
response
times for fire
emergency
80%
incidents within
14 minutes from
call receipt up to
arrival
80%
289
2.B Reduce
number of
accidents at
five highest
frequency
intersections
321
5
16
80%
Number of emergency preparedNew
ness exercises/
drills conducted
Number of emergency planning
and preparedNew
ness courses
conducted
Percentage
project plan
completed
for project
Emergency
Incident and
Policing Control
(EPIC)
Indicator
Annual
Target
30 June
2015
80%
73
1
4
35%
30 Sept
2014
80%
145
2
8
45%
31 Dec
2014
80%
218
3
12
55%
31 Mar
2015
Quartely Targets
80%
289
5
16
80%
30 June
2015
Chief
Ian Schnetler
André Nel
Greg Pillay
Greg Pillay
Executive
Director
Richard
Bosman
Responsible
Person
20
2,2
2,4
2,4
SFA2
The Safe
City
SFA2
The Safe
City
2,3
SFA2
The Safe
City
SFA2
The Safe
City
2,2
CSC
Indicator
no.
SFA 3
The Safe
City
Pillar,Corp
Obj
Alignment to IDP
2.4 Improve efficiency of
policing and emergency staff
through effective training
Number of training interventions
with National
New
and International
partners
26
2.4 Improve efficiency of
policing and emergency staff
through effective training
Number of Incar dashboard
cameras
enabled
2.2 Resource departments in
pursuit of optimum operational
functionality
1831
1200
2.2(b) Number
of arrests in drug
related crimes
maintained
(possession and
dealing)
2.3 Enhance intelligencedriven policing with improved
information-gathering capacity
and functional specialisation
2.2(c) Premises
inspected for
compliance
with Liquor and
business licence
legislation.
1332
Number of
Inspections at
Scrap Metal
Dealers
2.2 Resource of departments in
pursuit of optimum operational
functionality
Indicator
Corporate Objective
Baseline
2012/
2013
Safety & Security
Safety & Security
Safety & Security
2014/2015 SAFETY & SECURITY’S DIRECTORATE SDBIP
Lead(L)
Contributing
(C) Directorate
Directorate
Specialised
Services
Safety &
Security
6
26
1840
1300
1400
Annual
Target
30 June
2015
0
6
460
325
350
30 Sept
2014
31 Mar
2015
30 June
2015
Chief
Rudolf Wiltshire
Responsible
Person
3
0
6
Executive
Director
Richard
Bosman
Metro and
7
7
6
Traffic
(13
(20
(26
Wayne Le
cumulative) cumulative) cumulative) Roux
Andre Nel
460
460
460
Chief
(cumulative (cumulative (cumulative
Rudolf Wiltshire
920)
1380)
1840)
325
325
325
Chief
(cumulative (cumulative (cumulative Wayne Le
650)
975)”
1300)”
Roux
350
350
1400
(cumulative (cumulative (cumula700)
1050)”
tive1400)”
31 Dec
2014
Quartely Targets
2,1
2.E
2.E
2.F
2,4
SFA2
The Safe
City
SFA2
The Safe
City
SFA2
The Safe
City
SFA2
The Safe
City
CSC
Indicator
no.
SFA2
The Safe
City
Pillar,Corp
Obj
2.4 Improve efficiency of
policing and emergency staff
through effective training
70%
2.F Percentage
staff successfully
completing legislative training
interventions
2.4 (b) Percentage operational
staff in Traffic,
Metro Police and
35%
Law Enforcement
undergoing by
law-refresher
training.
New
25
(accumulative)
Number of Metro
Police Youth
New
Cadets recruited
2.3 Enhance intelligencedriven policing with improved
information-gathering capacity
and functional specialisation
100%
12
(accumulative)
232
(accumulative)
Number of Metro
Police Youth
12
Camps coordinated
Baseline
2012/
2013
2.3 Enhance intelligencedriven policing with improved
information-gathering capacity
and functional specialisation
Indicator
Maintain number
of external funded Law Enforcement and Traffic New
staff appointed
Law Enfor - 200
Traffic Ser - 32
Corporate Objective
Annual
Target
30 June
2015
2.1 Expanding staff and capital
resources in the policing
departments and emergency
services in order to also provide
improved services to all,
especially the most vulnerable
communities
Safety & Security
Alignment to IDP
2014/2015 SAFETY & SECURITY’S DIRECTORATE SDBIP
Safety & Security
Lead(L)
Contributing
(C) Directorate
Directorate
Safety &
Security
Safety &
Security
Safety & Security
21
25%
15%
0
3
58
30 Sept
2014
50%
35%
5
3
(6)
58
(accumulative 116)
31 Dec
2014
75%
50%
15
3
(9)
58
(accumulative 174)”
31 Mar
2015
Quartely Targets
100%
70%
25
3
(12)
58
(accumulative 232)”
30 June
2015
Rizaa Coetzee
Rizaa Coetzee
Chief
Wayne Le
Roux
Chief
Wayne Le
Roux
Chief Rudolf
Wiltshire
&
Chief
Heathcliff
Thomas
021 918 2196
Responsible
Person
The
1J
Opportunity
City
SFA 1
1.2 Provide and maintain
economic and social
infrastructure to ensure
infrastructure-led economic
growth and development
Number of
Expanded
Public Works
programmes
(EPWP)
opportunities
created
Percentage
spend on
repairs and
maintenance
1.2 Provide and maintain
economic and social
infrastructure to ensure
infrastructure-led economic
growth and development
70%
2.5 (b) Results
of perception
survey
conducted
amongst target
communities
on the impact
of social crime
prevention
initiatives.
95%
25%
50%
1214
Corporate
Target 1214,
but budget
Direct./
only allows
Dept.
for 778 .
achieve195
Until further
ment as at
funding is
30 June 2014
provided
target will
not be
achieved
100%
70%
30 Sept
2014
Achieve a
survey score
of 70% or
Annual
more
Target
(Annual
Target)
70%
Annual
Target
30 June
2015
Direct./
Dept.
achieve92%
ment as at
30 June 2014
New
Baseline
2012/
2031
2.G Percentage
of Neighbourhood Watch satisfaction survey
Indicator
Percentage
spend of Capital
Budget
2.5 Improve safety and security
through partnerships
Corporate Objective
1.2 Provide and maintain
economic and social
infrastructure to ensure
infrastructure-led economic
growth and development
SFA 1
The
1E
Opportunity
City
2,5
SFA2
The Safe
City
SFA 1
The
1B
Opportunity
City
2. G
Finance
SFA2
The Safe
City
Pillar,Corp
Obj
CSC
Indicator
no.
Safety & Security
Finance
Alignment to IDP
2014/2015 SAFETY & SECURITY’S DIRECTORATE SDBIP
Lead(L)
Contributing
(C) Directorate
Directorate
Safety &
Security
Office Of The Deputy City
Manager
22
195
(390 cumulative)
50%
68%
Annual
Target
70%
31 Dec
2014
195
(585 cumulative)
75%
88%
Annual
Target
70%
31 Mar
2015
Quartely Targets
Charl Viljoen
Directorate
Finance
Manager:
Moses Matthys
Regan Melody
195
Contact: 021
(780
400 9360
cumulative) Cell: 079 445
3376
95%
92%
Directorate
Finance
Manager:
Moses Matthys
Achieve a
survey score
of 70% or
Chief
more
Wayne Le
(Annual
Roux
Target)
70%
30 June
2015
Responsible
Person
23
The
Opportunity
City
SFA 1
Pillar,Corp
Obj
1N (b)
1N (a)
CSC
Indicator
no.
Alignment to IDP
Corporate Objective
1.6 Maximise the use of available
funding and programmes for
training and skills development
Corporate Services
2014/2015 SAFETY & SECURITY’S DIRECTORATE SDBIP
Lead(L)
Contributing
(C) Directorate
Directorate
Number of
apprentices
Number of
external trainee
and bursary
opportunities
(excluding
apprentices)
Indicator
Direct./
Dept.
N/A
achievement as at
30 June 2014
Direct./
Dept.
achieveN/A
ment as at
30 June 2014
Baseline
2012/
2031
Annual
Target
30 June
2015
N/A
N/A
30 Sept
2014
N/A
N/A
31 Dec
2014
N/A
N/A
31 Mar
2015
Quartely Targets
N/A
N/A
30 June
2015
Chad Aimes
(Quarterly BI
report)
Contact: 021
400 3828
Cell: 071 850
3383
Justine Quince
Contact: 021
400 9222
Cell: 084 630
7401
Chad Aimes
(Quarterly BI
report)
Contact: 021
400 3828
Cell: 071 850
3383
Justine Quince
Contact: 021
400 9222
Cell: 084 630
7401
Responsible
Person
The WellRun City
SFA 5
The WellRun City
SFA 5
The WellRun City
SFA 5
The Inclusive
City
SFA 4
Pillar,Corp
Obj
_
_
_
4A
CSC
Indicator
no.
Alignment to IDP
Percentage
adherence to EE
target
Percentage
adherence to EE
target (disabled)
5.2 Establish an efficient and
productive administration that
prioritises delivery
5.2 Establish an efficient and
productive administration that
prioritises delivery
5.2 Establish an efficient and
productive administration that
prioritises delivery
Percentage of
absenteeism
Percentage
adherence to
Citywide service
standard based
on all external
notifications
4.1 Ensure responsiveness by
creating an environment where
citizens can be communicated
with and responded to
Indicator
Corporate Objective
2014/2015 SAFETY & SECURITY’S DIRECTORATE SDBIP
Lead(L)Contributing
(C) Directorate
Directorate
Corporate Services
Corporate
Services
Corporate
Services
Corporate
Services
24
Annual
Target
30 June
2015
80%
2%
≤ 5%
Direct./
Dept.
achieve2%
ment as at
30 June 2014
Direct./
Dept.
achieve≤ 5%
ment as at
30 June 2014
100%
30 Sept
2014
Direct./
Dept.
achieve80%
ment as at
30 June 2014
To be based
on Direct./
Dept.
100%
achievement as at
30 June 2014
Baseline
2012/
2031
≤ 5%
2%
80%
100%
31 Dec
2014
≤ 5%
2%
80%
100%
31 Mar
2015
Quartely Targets
≤ 5%
2%
80%
100%
30 June
2015
Justine Quince
Contact: 021
400 9222
Cell: 084 630
7401
Michael Siyolo
Contact: 021
400 9840
Cell: 084 300
0609
Michael Siyolo
Contact: 021
400 9840
Cell: 084 300
0609
Justine Quince
Contact: 021
400 9222
Cell: 084 630
7401
(Targets
against
which the %
adherence
is measured
are to be
determined by
Directorates,
in consultation
with Corporate
Services, and
based on
Directorate &
departmental
baselines)
Responsible
Person
The WellRun City
SFA 5
The WellRun City
SFA 5
The WellRun City
SFA 5
The WellRun City
SFA 5
The WellRun City
SFA 5
The WellRun City
SFA 5
Pillar,Corp
Obj
_
_
_
5C
_
_
CSC
Indicator
no.
Alignment to IDP
5.2 Establish an efficient and
productive administration that
prioritises delivery
5.2 Establish an efficient and
productive administration that
prioritises delivery
Review
of Asset
Policy by
Corporate
Finance
Direct./
Dept.
achievement as at
30 June 2014
Percentage
Internal Audit
findings resolved
Direct./
Dept.
achieve70%
ment as at
30 June 2014
70%
24%
Direct./
Dept.
achieve95%
ment as at
30 June 2014
Percentage
of Operating
Budget spent
100%
asset
register
verified
95%
10%
Direct./
Dept.
achieve95%
ment as at
30 June 2014
Direct./
Dept.
achieve95%
ment as at
30 June 2014
≤ 7%
30 Sept
2014
Direct./
Dept.
achieve≤ 7%
ment as at
30 June 2014
Baseline
2012/
2031
Annual
Target
30 June
2015
Percentage
adherence
to OHS target
(composite
Indicator)
Percentage
budget spent on
implementation
of WSP
Percentage
vacancy rate
Indicator
5.3 Ensure financial prudence,
with clean audits by the Auditor- Percentage of
General
assets verified
5.2 Establish an efficient and
productive administration that
prioritises delivery
Corporate Objective
2014/2015 SAFETY & SECURITY’S DIRECTORATE SDBIP
FINANCE
Corporate Services
Lead(L)
Contributing
(C) Directorate
Directorate
Corporate
Services
Corporate
Services
INTERNAL
AUDIT
25
70%
75%
(60%
asset
register
verified
Finalisation
of Asset
verification
timetable
by
Corporate
Finance
70%
76%
95%
70%
≤ 7%
31 Mar
2015
51%
95%
30%
≤ 7%
31 Dec
2014
Quartely Targets
70%
100%
asset
register
verified
95%
95%
95%
≤ 7%
30 June
2015
Riaan Vosloo
Contact: 021
400 3879
Cell: 082 559
9959
Directorate
Finance
Manager:
Moses Matthys
Directorate
Finance
Manager:
Moses Matthys
Justine Quince
Contact: 021
400 9222
Cell: 084 630
7401
Justine Quince
Contact: 021
400 9222
Cell: 084 630
7401
Justine Quince
Contact: 021
400 9222
Cell: 084 630
7401
Responsible
Person
26
_
CSC
Indicator
no.
*Baseline and Targets are projected*
The WellRun City
SFA 5
Pillar,Corp
Obj
Alignment to IDP
5.2 Establish an efficient and
productive administration that
prioritises delivery
Corporate Objective
2014/2015 SAFETY & SECURITY’S DIRECTORATE SDBIP
Lead(L)Contributing
(C) Directorate
Directorate
Compliance &
Auxiliary Services
Baseline
2012/
2031
Direct./
Number of risk
Dept.
registers signed
achieveand submitted to
ment as at
IRM timeously
30 June 2014
Indicator
Direct./
Dept.
achievement as
at 30 June
2014
Annual
Target
30 June
2015
0
30 Sept
2014
1
31 Dec
2014
1
31 Mar
2015
Quartely Targets
3
30 June
2015
Ludwig
Geldenhuys
Contact: 021
400 3515
Responsible
Person
SOCIAL DEVELOPMENT & EARLY
CHILDHOOD DEVELOPMENT
DIRECTORATE EXECUTIVE SUMMARY
2014/2015
EXECUTIVE DIRECTOR: DR IVAN BROMFIELD
Website (for detailed SDBIP):
www.capetown.gov.za/en/idp/pages/sdbip2013.aspx
VISION OF THE CITY:
• To be an opportunity city that creates an enabling environment for economic
growth and job creation
• To deliver quality services to all residents
• To serve the citizens of Cape Town as a well-governed and corruption-free
administration
This is a one year plan giving effect to the 2014/2015 budget, which is aligned to
the 2012-2017 IDP. It sets out the strategies in quantifiable outcomes that will be
implemented over the 2014/2015 financial year. It considers what was set out in the IDP,
the economic growth strategy and the social development strategy, and indicates
what the Directorate needs to do to deliver on the IDP, how this will be done, what the
outcomes will be, what processes it will follow and which inputs will be used.
2
TABLE CONTENTS
1
EXECUTIVE SUMMARY4
2
PURPOSE AND SERVICE MANDATE OF DIRECTORATE4
3
STRATEGIC ALIGNMENT TO THE IDP8
4
PERFORMANCE PROGRESS AND OUTCOMES9
4.1 Past year’s performance9
4.2 Areas of Business Improvement9
5
PARTNERS AND STAKEHOLDERS IN THE STRATEGY PLAN (optional)10
6
RESOURCES10
6.1
Senior management capability and structure.10
6.1.1 Directorate organogram10
6.1.2 Give an indication of possible outsource services11
6.1.3 Lead and Contributing Directorate11
6.2
Financial Information11
6.2.1 Summary of revenue by source11
6.2.2 Summary of operating expenditure by type12
6.2.3 Summary of capital expenditure by type12
6.2.4 Major features of expenditure12
6.2.5 Narrative on Directorate capital programme13
7. RISK ASSESSMENT13
7.1
Revenue risks13
8. OBJECTIVES AND INDICATORS OF THE DIRECTORATE SDBIP13
9.
AUTHORISATION14
10.
APPENDICES:14
Annexure A: 2014/2015 Directorate SDBIP template14
3
1. EXECUTIVE SUMMARY
Like many other cities in South Africa, Cape Town faces the challenge of social ills
like lack of social cohesion within families, poverty, unemployment, alcohol and drug
abuse, HIV/AIDS, TB, gangsterism, increasing cost of living and lack of financial means
to access socio-economic services. The extent of the social decay outweighs the
supply of such services, which makes it imperative that the services that are indeed
rendered, conform to acceptable efficiency and value for money standards, produce
measurable outputs and have positive impact on social cohesion.
The South African Constitution mandates local government to “promote social and
economic development”. Social Development is understood broadly as the overall
improvement of as well as the enhancement in quality of life of all people, especially
people who are poor and marginalised.
The Social Development and Early Childhood Development Directorate (SDECD),
in accordance with its statutory duty determined in Section 4(2)(j) of the Local
Government: Municipal Systems Act, 32 of 2000, contributes with other organs of state
and private sector partners incrementally (within the constraints of its financial means)
to providing social services and early childhood development to those who need it.
In giving effect to its mandate, SDECD concluded an Implementation Protocol
Agreement with the Western Cape Provincial Department of Social Services, which
enables SDECD to collaborate on a number of its programmes with same.
SDECD will be the driver within the Social Cluster of a transversal management
system. Greater emphasis will be placed on ensuring inter-directorate coordination
when addressing social developmental and early childhood developmental needs
of communities. To enable seamless implementation of programmes, eight service
delivery areas (currently at central CBD accommodation) will be established within their
designated communities.
SDECD focuses on preventative social developmental and early childhood
developmental programmes aimed at strengthening social cohesion by creating
awareness and resilience within vulnerable communities in Cape Town. This includes
involving communities when SDECD programmes are implemented
Interventions rely on available resources, and will be prioritized in areas of need, with
the focus being on Gang and Substance Abuse Awareness, Youth Development,
Street People and Early Childhood Development. To this end, SDECD will work towards
establishing a Street People re-integration unit, as well as greater support at Assessment
Centres and Early Childhood Development Centres.
2. PURPOSE AND SERVICE MANDATE OF DIRECTORATE
Substance Abuse
Substance abuse is a priority area, given the high incidence of drug and alcohol abuse
in Cape Town. The City will collaborate with partners at local and provincial level to
offer initiatives that promote awareness of substance abuse and provide support for the
substance abuse programme. This includes involving communities when programmes
are implemented. The programme entails the following key projects and interventions:
4
•
•
•
•
Manage the “Be Smart, Don’t Start” project
Establish a Local Drug Action Committee
Forge partnerships with PGWC, NGOs and CBOs
Concentrate on awareness programmes concerning the negative impact of
substance abuse
• Collaborate with schools to implement substance abuse awareness sessions via
MOD centres
• SDECD will champion implementation of the City’s interventions targeting Gang &
Substance Abuse through the Social Cluster of the transversal management system
Street People
The aim is to effectively reduce the number of people living, sleeping and surviving on
the streets, as well as ensuring that street people are given the necessary development
assistance to achieve reintegration, accommodation and employment. Reduce the
number of citizens living on the streets. This is achieved through the implementation of
the street people programme. The programme entails the following key projects and
interventions:
• Manage the “Give Responsibly” campaign
• Compile database of street people
• Provide assessment centres (including referral services) access to other services,
including physical and mental assessment, referrals for bed space, rehabilitation
and reintegration to communities of origin
• Implement the Winter Readiness programme
• Deal with street people matters on a daily basis in conjunction with the Displaced
People’s Unit
• Establishment of a re-integration unit
• Create employment opportunities through EPWP programmes
Early Childhood Development
The ECD period, from birth to age six, is the most critical time in a child’s development,
during which children require the most care and support. The ECD period is when
cognitive stimulation, nutrition and emotional attachment all work together to shape
the identity, coping skills, intelligence and problem-solving abilities that children
will need to grow into positively adjusted adolescents and adults. The aim of the
programme is therefore to offer quality ECD services with a variety of development
components, such as the following:
• Assist with ECD centres’ registrations in collaboration with relevant departments
within the City of Cape Town and Department of Social Development (PGWC)
• Train ECD practitioners, caregivers and parents in capacity building
• Conduct regular surveys/audits on registered and unregistered crèches in
conjunction with PGWC
• Construct ECD centres on City-owned land in identified areas of need
• Maintain City-owned ECD centres
• Contribute towards ECD curriculum development
• Assist non-complying ECD centres and act against on-going non-compliance
Youth Development
The City is committed to the development of its youth, and recognises the important
role they play in society. Multifaceted Youth Development interventions, taking into
5
account the many challenges facing the youth, will be implemented across the city,
with the aim to deliver the following: (Championing role)
• Life skills and employment skills for youth
• Career planning and referrals for further training within City of Cape Town and other
institutions offering further training aimed at improving employability of youth
• Identifying youth for leadership development programmes
• Collaborating with Department of Social Development (PGWC) to render support to
youth at risk
• SDECD will drive implementation of the City’s interventions targeting Gang &
Substance Abuse through the Social Cluster of the transversal management system
Poverty Alleviation and Reduction
Being a caring city requires a targeted effort to care for the marginalised & vulnerable
in Cape Town. Given the economic environment of increasing unemployment and
number of residents living below the poverty line, indigent programmes and other
economic enabling measures require urgent attention. Collaboration with a range
of partners is essential. This will require corporate social investment (CSI) as well as
social entrepreneurship initiatives to create sustainable opportunities and promote
independence over time.
The programme entails the following key projects and interventions:
• Establishment of Community Gardens.
• Active participants in the Corporate Social Investment Sector
Vulnerable Groups
Despite considerable progress made with regards to the legal status of vulnerable
persons being entrenched in the Bill of Rights of the Constitution of South Africa, Act 108
of 1996, vulnerable groups in South Africa still do not enjoy equal rights in practice. There is
a lack of an adequate human rights culture of tolerance and acceptance, aggravated
by a lack of awareness and knowledge of the different types of disability, and the
causes and ways of ensuring acceptance of persons with disabilities within communities.
Women are still faced with challenges of unemployment, physical abuse and violence
perpetrated by society. Older persons face many challenges, and ageing, which is an
inevitable stage of life, requires special needs. Older Persons deserve the assistance
they need. An enabling environment needs to be created where older persons can live
active, healthy and independent lives for as long as possible.
Initiatives in this programme are aimed at:
•
•
•
•
Women and Gender matters
Senior Citizens
Persons with disabilities
Children at Risk
The focus is on awareness raising initiatives concerning gender based violence,
abuse against senior citizens, assistance to persons living with disabilities regarding
employment opportunities and assisting with care. Children at Risk are addressed in
association with the ECD programme and PGWC. This includes involving communities
when programmes are implemented.
6
EPWP
Work opportunities are created through the Expanded Publics Work Programme in
alignment to the Directorates 6 programmes namely;
•
•
•
•
•
•
Early Childhood Development
Street People
Substance Abuse
Vulnerable Groups
Youth Development
Poverty Alleviation and Reduction
LEGISLATIVE IMPERATIVES
The Constitution of the Republic of South Africa, Act 108 of 1996, assigns responsibility
for social development to the national and provincial spheres of government and
determines that the objects of local government, amongst others, is to promote social
and economic development. Section 4(2)(j) of the Municipal Systems Act, No 32 of
2000, states that a municipality must contribute, together with other organs of state, to
the progressive realisation of the fundamental rights contained in sections 24, 25, 26, 27
and 29 of the Constitution.
Collectively, all spheres of government support development of local government
through:
• Promotion of social and economic development
• Poverty addressed through municipal service provision.
• Job creation and boosting of the local economy through the spending and work of
the Council itself
• Guidelines for redressing the historic inequality and disparities in economic
opportunities and asset bases
• Local government facilitation in attracting, planning and maintaining local
investments, including land use management
• Support for the first and second economies
• Interventions aimed at broadening socio-economic inclusiveness.
Section 16(1)(b)(1) of the Municipal Systems Act, No 32 of 2000, states that a
municipality must contribute to building the capacity of the local community to enable
it to participate in the affairs of the local municipality. Section 51(a) of the said act
obliges municipalities, amongst other things, to be responsive to the needs of the local
community.
SDECD will champion the implementation of the City of Cape Town’s Social
Development Strategy and ensures co-ordination of same across all Directorates.
SDECD considers the City of Cape Town’s Economic Growth Strategy in all its planning
and implementation of its programmes.
7
4.1. Creating an environment where citizens can be communicated with &
responded to through C3 notification system & strategic partnerships
4.1 Develop guidelines for Stakeholder engagements, with timeframes
4.2. Facility provision
5.1 Transparent & corruption free government
5.2 Human Resource Strategy
5.2 Efficient & productive administration that prioritises service delivery
5.3 Participation in internal management processes programme to improve &
ensure financial prudence
5.1(a)
5.2(b)
5.3(b)
5.3(b)
3.4(b)
3.4(c)
5.1(a)
5.2(b)
4.2(a)
3.4(b)
3.4(c)
3.2(d)
5.3(b)
5.1(a)
5.2(b)
3.4(b)
3.4(c)
3.8(a)
5.3(b)
5.1(a)
5.2(b)
3.4(a)
3.4(b)
3.4(c)
3.1(a)
5.3(b)
5.1(a)
5.2(b)
3.4(b)
3.4(c)
3.1(a)
5.3(b)
5.1(a)
5.2(b)
3.4(b)
3.4(c)
3.1(a)
3.1(a)
3.2(c)
1.2(d)
3.1(a)
3.1(a)
1.2(d)
3.1. Provide access to social services
3.2 Partner with Province in education & school sites
3.2 Integrated Human Settlements programme
3.4 Anti-Poverty Programme
3.4 Services delivery in informal settlements
3.4 Services delivery to backyarders
3.8. Substance abuse programmes
1.2(d)
2.5(a)
1.6(a)
1.2(d)
2.5(a)
Street
People
1.2(d)
Substance
Abuse
2.5 Improve safety & security through partnerships
ECD
1.2(d)
1.5(a)
1.6(a)
Poverty
Alleviation
1.2. Expanded public works program
1.5. Leverage City assets to provide growth & sustainable dev.
1.6. Maximise funding & programmes for training & skills dev.
Youth
Development
Opportunity
City
Alignment to the IDP Objectives
3.1(a)
1.2(d)
EPWP
3. STRATEGIC ALIGNMENT TO THE IDP: LINKAGE TO IDP (EGS AND SDS IF APPLICABLE) AND CHANGE IN INDICATORS AND TARGETS
Vulnerable
Groups
Safe
City
Caring City
Inclusive
City
Well-Run
City
8
4. PERFORMANCE PROGRESS AND OUTCOMES
4.1. Past year’s performance
The previous three years information is available in the Annual Reports located on the
site: http://www.capetown.gov.za/en/IDP/Pages/ManagingPerformance.aspx
The programmes implemented by the Directorate during 2013/14 financial year
prioritised and focused on addressing through training, skills development and capacity
building social needs and challenges faced by the residents and visitors to Cape
Town. They were implemented in an effective and efficient manner to benefit all
communities, in particular, poor communities and vulnerable groups. All programmes
were geared to contribute in improving skills levels of ordinary people, widen access
of poor communities to opportunities, and contribute in addressing social ills as well as
reducing poverty and vulnerability. People at community level became capacitated
to play a meaningful role in the development of their communities to be cohesive and
sustainable. As a consequence participated community members are vested with skills
that enable them to lead productive and meaningful lives. The Social Development and Early Childhood Development Directorate make every
effort to ensure the social benefits of its programmes reach those in need, thus making a
difference in the lives of intended beneficiaries. Progress is monitored monthly, and the
results thereof reported to the Social Development and Early Childhood Development
Portfolio Committee. Variances are identified, and remedial action is suggested and
monitored. The Social Development and Early Childhood Development Directorate has
developed and implemented a monitoring and evaluation system to measure:
Outcomes: The ‘products’ expected from the programme as defined under its goals.
Impact: Changes in the condition of beneficiaries caused directly by the programme.
Effect: Other results of the programme, either social or institutional in nature, expected
or unexpected.
The monitoring and evaluation process shifts attention from merely managing service
delivery through departments, to one which simultaneously monitors and evaluates
a comprehensive combination of programmes (as by other City departments,
NGOs/CBO’s and other spheres of government) that address needs from a holistic
perspective. Within the City, the approach will be on the creation of effective cross
departmental teams working under the leadership of the Social Development and
Early Childhood Development Directorate. The process of evaluation also marks a shift
in evaluation as it requires active engagement with communities in deriving detailed
needs statements and preparing relevant responses.
4.2. Areas of Business Improvement
• Between January and June 2013, the Directorate underwent a Business
Improvement Process which resulted in some significant changes:
• A defined “Basket of Services”. Policy review/development aligned to the Social
Development Strategy of the City of Cape Town.
• Revised Service Delivery & Budget Implementation Plans, aligned to newly defined
“Basket of Services”
9
5. PARTNERS AND STAKEHOLDERS IN THE STRATEGY PLAN (OPTIONAL)
Partners/ Stakeholders
Roles and Responsibilities
Communities
Participate in the initiatives and give input regarding their needs and priorities. Take
ownership where appropriate in order for the initiatives to become sustainable and allow
for the City to exit in a pre-planned manner over time (exit strategy).
Vulnerable and
Marginalised groups
Participate in the initiatives and give input regarding their needs and priorities. Take
ownership where appropriate in order for the initiatives to become sustainable and allow
for the City to exit in a pre-planned manner over time (exit strategy).
NGO’s, CBO’s and
sector based institutions
Partner and collaborate with the City and other role-players. Provide constructive inputs
and guidance.
Other spheres of
government
Chapter Three of the Constitution obliges spheres of government to cooperate with
one another in mutual trust and good faith. Section 35(2)(d) of the Intergovernmental
Relations Framework Act further provides that an implementation protocol must
be considered where an organ of state to which primary responsibility for the
implementation of the policy, the exercise of the statutory power, and the performance
of the statutory function or the provision of the service assigned lacks the necessary
capacity. The Act recognises that an implementation protocol will materially assist
the organs of state participating in the provisioning of a service in a specific area to
coordinate their efforts in that area. A multi-year Implementation Protocol Agreement
was signed on 29 November 2012 between the Provincial Government of the Western
Cape and the City for purposes of executing projects and initiatives in support
of addressing the developmental needs of communities and individuals either in
collaboration with each other where appropriate or on their own. The Implementation
Protocol covers programmes as addressed in the IDP.
6.RESOURCES
6.1. Senior management capability and structure
6.1.1. Directorate Organogram
Executive Director
Secretary
Manager:
Finance
Director:
Performance &
Operational
Support
SupportAssistant
Manager: ECDs
Registration,
Support &
Maintenance
10
Director:
Service Delivery
Director:
Special Projects
SDECD will maximize available resources to place a greater focus on Gang and
Substance Abuse Awareness, Youth Development, Street People and Early Childhood
Development. To this end, SDECD will work towards establishing a Street People reintegration unit, as well as greater support at Assessment Centres and Early Childhood
Development Centres. Identified sites will be equipped (in collaboration with the
Department of Justice and the Department of Social Development PGWC) to implement
skills development, diversion programmes etc. to people at risk of living on the street, thus
aimed at reducing the number of people living on the streets of Cape Town.
We will also work towards creating an appropriate number of “community hubs” using
existing facilities with appropriately skilled staff (e.g. Social Workers and Auxiliary Social
Workers). To enable seamless implementation of programmes, eight service delivery
areas (currently at central CBD accommodation) will be established within their
designated communities.
6.1.2. Directorate Organogram
Assessment Centres
• Reasons for outsourcing - Capacity constraints within the Directorate. Assessment
Centres are located in the communities in which SDECD’s programmes are
targeted. The employees of the assessment centres are subject specialists in their
respective fields.
• Derived benefits from the outsourcing of the specified services - Assessment
Centres - Easily accessible to communities in which assessment centres are located.
Assessment centres provide individual care for homeless which SDECD does not the
capacity to do
6.1.3. Lead and Contributing Directorate
SDECD will be the lead directorate at the Social Cluster of the City’s transversal
management system.
6.2.
Financial Information
6.2.1. Summary of revenue by source
WC000 Cape Town - Supporting Table SA2 Matrix Financial Performance Budget
(revenue source/expenditure type and dept.)
SOCIAL DEVELOPMENT & EARLY CHILDHOOD DEVELOPMENT
Description
Vote 12- Social Development and ECD
R thousand
Revenue By Source
Service charges – other
15
Rental of facilities and equipment
406
Total Revenue (excluding capital transfers and contributions)
421
11
12
Total Capital expenditure
Various
Asset Class 4.
Asset SubClass 4.
Various
97 611
Total
Project
Estimate
6 791
6 791
9 446
Adjusted
Budget
2012/13
9 446
Audited
Outcome
2011/12
Prior year outcomes
15 810
15 810
11 012
11 012
11 012
11 012
2014/2015 Medium Term Revenue &
Expenditure Framework
Budget
Budget
Budget
Year
Year +1
Year +2
2014/15
2015/16
2016/17
41 802
2 211
23 190
15 127
82 330
Vote 12- Social Development and ECD
Multi
Multi
Ward
location
Various
Various
New or
renewal
Project information
The Directorate has no discretionary or non-discretionary expenditure. There is no expenditure on non-core functions.
6.2.4. Major features of expenditure
Various
Project
number
Various
Programme/
Project
description
Social Development & Early
Childhood Development
Parent municipality:
R thousand
Municipal Vote/Capital project
WC000 Cape Town - Supporting Table SA36 Detailed capital budget
6.2.3. Summary of capital expenditure by type
Total Revenue (excluding capital transfers and contributions)
Employee related costs
Depreciation & asset impairment
Contracted services
Other expenditure
Revenue By Source
R thousand
Description
WC000 Cape Town - Supporting Table SA2 Matrix Financial Performance Budget (revenue source/expenditure type and dept.)
SOCIAL DEVELOPMENT & EARLY CHILDHOOD DEVELOPMENT
6.2.2. Summary of operating expenditure by type
6.2.5. Narrative on Directorate capital programme
The directorate capital programme in the context of the overall capital programme of
the City of Cape Town:
Vote 1: City Health
Sum of Proposed Provision 2012/13 (Rand
thousand)
23 716
Vote 2: City Manager
842
Vote 3: Community Services
222 027
Vote 4: Compliance and Auxiliary Services
10 455
Vote 5: Corporate Services
258 892
Vote 6: Deputy City Manager
40 450
Vote 7: Economic, Environmental and Spatial Planning
58 459
Vote 8: Finance
11 784
Vote 9: Human Settlements
626 894
Vote 11: Safety and Security
Vote 12: Social Development and Early Childhood
Development
Vote 13: Tourism, events and Marketing
67 527
Directorate
%
0.1%
5 460
28 861
Vote 14: Transport Roads and Stormwater
1 415 743
Vote 15: Utility Services
2 679 272
100.0%
5 450 382
(Information as per 2013/2014 Budget Book)
7. RISK ASSESSMENT
Management, with the assistance of the Integrated Risk Management (IRM)
Department, has applied their minds and due care taken to ensure that risks which
could impact on them not achieving the Directorate’s objectives are identified,
addressed and managed on a day to day basis in accordance with the City’s
approved IRM Policy and IRM Framework.
Risk Registers are utilised as a management tool in order to manage all risks of the
Directorate. The risks identified and rated, equal or above the Council approved rating
(appetite) will be reported to the Executive Management Team (EMT), as well as to
the relevant Mayoral Committee member on a six monthly basis. The following risks are
currently in the process of being mitigated:
• Lack of capacity to manage grant funding, donations and partnerships
• Delays with the implementation of capital projects
• Risk of fraud
7.1. Revenue Risks
Outstanding Management agreements and the renewal of Social Development and
ECD Facilities lease contract have a direct influence on income to this Directorate.
8. OBJECTIVES AND INDICATORS OF THE DIRECTORATE SDBIP
This portion will is based on the Directorate SDBIP Excel Spreadsheet (For ease of
reference see Annexure A)
13
9.AUTHORISATION
The undersigned do hereby indicate their agreement with the contents of this
document and the outcomes.
Name
Executive Director:
Dr Ivan Bromfield
Mayco Member:
Councillor Suzette Little
PC Chair: SDECD
Councillor Raelene
Arendse
PC Chair: HOMAC
Councillor Theresa Uys
Signature
Date
10.APPENDICES:
Annexure A: 2014/2015 Social Development & Early Childhood Development
Directorate SDBIP
14
15
16
3A
SFA 3
The
Caring
City
SFA 3
The
Caring
City
3A
SFA 3
The
Caring
City
3.A
Pillar &
Corp
Objective
SFA 1
The
3A
Opportunity City
CSC
ALIGNMENT TO
IDP
3.1. Provide
access to
social services for
those who need it
3.1. Provide
access to
social services for
those who need it
(a) Number of
targeted
development
programmes
1.6. Maximise the use
of available
funding and
programmes for
training and skills
development: (a)
SETA and EPWP
funding used to train
apprentices and
create other external
training opportunities.
Training apprentices
for vacant posts in
the administration
and the city
3.1. Provide
access to
social services for
those who need it
(a) Number of
targeted
development
programmes
Corporate
Objective
3.1a
1.6a
3.1a
3.1a
3.1a
Programme/
Statutory or
Strategic
Plan
100
102
Number of ECD
Centres assisted
towards statutory
registration.
7
120
New
International/
Commemorative
days Celebrated
(Basket of Services)
7
25
30
0
21 interventions
= 7 programmes
50
60
4
54 interventions
= 7 programmes
QUARTERLY TARGETS
Annual
Target by
Quarter 1 Quarter 2
30 June
30 Sep
31 Dec
2015
2014
2014
Number of ECD
practitioners trained
in the National ECD
norms and standards 100
required to manage
ECD Centres and
facilities.
7
Number of social
development
programmes
implemented
Indicator
(To include unit
Baseline
of measure)
2013/2014
Indicator related to
Corporate Objective
75
90
0
76 interventions
= 7 programmes
Quarter 3
31 Mar
2015
100
120
7
98 interventions
= 7 programmes
Quarter 4
30 Jun
2015
Brian Ford
(Andile Wotshela)
Brian Ford
(Andile Wotshela)
Dr Ivan Bromfield
Dr Ivan Bromfield
Responsible
Person
SOCIAL DEVELOPMENT AND EARLY CHILDHOOD DEVELOPMENT DIRECTORATE SERVICE DELIVERY & BUDGET IMPLEMENTATION PLAN:
2014-2015
Link to Lead
Directorate
SDECD
SDECD
SDECD
SDECD
17
3A
3A
SFA 3
The
Caring
City
SFA 3
The
Caring
City
SFA 3
The
Caring
City
3A
SFA 3
The
Caring
City
1B
3A
Pillar &
Corp
Objective
SFA 4
The
Inclusive
City
CSC
ALIGNMENT TO
IDP
3.1. Provide
access to social services for those who
need it
(a) Number of targeted
development programmes
3.1. Provide
access to social services for those who
need it
(a) Number of targeted
development programmes
4.2. Provide
facilities that make
citizens feel at home
(a) Community amenities programme
(provide and maintain)
3.1. Provide access
to social services for
those who need it
(a) Number of targeted development
programmes
3.1. Provide access
to social services for
those who need it
(a) Number of targeted development
programmes
Corporate
Objective
3.1a
3.1a
200
Number of people
assisted via SDECD’s
Winter Readiness
Programme.
4.2a
3.1a
Number of initiatives
implemented to sup4
port the Give Responsibly campaign.
New
3
Number of ECD Cen3
tres constructed.
3.1a
4
4
New
Number of interdepartmental/governmental ECD site
compliance inspections conducted
12
1
100
0
1
3
2
0
0
2
6
QUARTERLY TARGETS
Annual
Target by
Quarter 1 Quarter 2
30 June
30 Sep
31 Dec
2015
2014
2014
10
Indicator
(To include unit
Baseline
of measure)
2013/2014
Indicator related to
Corporate Objective
Number of existing
ECD forums supported.
3.1a
Programme/
Statutory or
Strategic
Plan
3
0
2
3
9
Quarter 3
31 Mar
2015
4
200
3
4
12
Quarter 4
30 Jun
2015
Brian Ford
(Cornelia Finch)
Brian Ford
(Cornelia Finch)
Ashley Newman
Brian Ford
(Andile Wotshela)
Brian Ford
(Andile Wotshela)
Responsible
Person
SOCIAL DEVELOPMENT AND EARLY CHILDHOOD DEVELOPMENT DIRECTORATE SERVICE DELIVERY & BUDGET IMPLEMENTATION PLAN:
2014-2015
Link to Lead
Directorate
SDECD
SDECD
SDECD
SDECD
SDECD
18
CSC
3A
3A
3A
3A
3A
3A
Pillar &
Corp
Objective
SFA 3
The
Caring
City
SFA 3
The
Caring
City
SFA 3
The
Caring
City
SFA 3
The
Caring
City
SFA 3
The
Caring
City
SFA 3
The
Caring
City
ALIGNMENT TO
IDP
3.1. Provide access
to social services for
those who need it
(a) Number of targeted development
programmes
3.1. Provide access
to social services for
those who need it
(a) Number of targeted development
programmes
3.1. Provide access
to social services for
those who need it
(a) Number of targeted development
programmes
3.1. Provide access
to social services for
those who need it
(a) Number of targeted development
programmes
3.1. Provide access
to social services for
those who need it
(a) Number of targeted development
programmes
3.1. Provide access
to social services for
those who need it
(a) Number of targeted development
programmes
Corporate
Objective
6
New
Number of projects
implemented to support the “Be Smart,
4
Don’t Start” Campaign.
New
New
Number of Alcohol and Substance
abuse prevention
workshops implemented.
Number of Strengthening Families
Programmes Implemented
Number of FAS
Brief Intervention
programmes implemented
3.1a
3.1a
3.1a
3.1a
10
New
Number of assessment centres supported
3.1a
300
70
7
12
8
70
2
4
15
7
2
140
3
9
30
7
4
QUARTERLY TARGETS
Annual
Target by
Quarter 1 Quarter 2
30 June
30 Sep
31 Dec
2015
2014
2014
Number of Local
Networks of Care
established.
Indicator
(To include unit
Baseline
of measure)
2013/2014
Indicator related to
Corporate Objective
3.1a
Programme/
Statutory or
Strategic
Plan
220
5
0
50
7
6
Quarter 3
31 Mar
2015
300
6
10
70
7
8
Quarter 4
30 Jun
2015
Brian Ford
(Ferial Soeker)
Brian Ford
(Ferial Soeker)
Brian Ford
(Ferial Soeker)
Brian Ford
(Ferial Soeker)
Brian Ford
(Cornelia Finch)
Brian Ford
(Cornelia Finch)
Responsible
Person
SOCIAL DEVELOPMENT AND EARLY CHILDHOOD DEVELOPMENT DIRECTORATE SERVICE DELIVERY & BUDGET IMPLEMENTATION PLAN:
2014-2015
Link to Lead
Directorate
SDECD
SDECD
SDECD
SDECD
SDECD
SDECD
19
CSC
3A
3A
3A
3A
3A
3A
Pillar &
Corp
Objective
SFA 3
The
Caring
City
SFA 3
The
Caring
City
SFA 3
The
Caring
City
SFA 3
The
Caring
City
SFA 3
The
Caring
City
SFA 3
The
Caring
City
ALIGNMENT TO
IDP
3.1. Provide access
to social services for
those who need it
(a) Number of targeted development
programmes
3.1. Provide access
to social services for
those who need it
(a) Number of targeted development
programmes
3.1. Provide access
to social services for
those who need it
(a) Number of targeted development
programmes
3.1. Provide access
to social services for
those who need it
(a) Number of targeted development
programmes
3.1. Provide access
to social services for
those who need it
(a) Number of targeted development
programmes
3.1. Provide access
to social services for
those who need it
(a) Number of targeted development
programmes
Corporate
Objective
New
New
8
8
8
Number of youth
trained in work and
employment
readiness skills.
Number of youth
from targeted organizations/ forums/
structures trained in
organizational capacity building.
Number of Awareness and Support
Projects implemented for the elderly.
Number of Awareness and Support
Projects implemented for people with
disabilities.
Number of Awareness and Support
Projects implemented for women and
girls at risk.
3.1a
3.1a
3.1a
3.1a
3.1a
New
Number of youth
trained in life skills.
Indicator
(To include unit
Baseline
of measure)
2013/2014
Indicator related to
Corporate Objective
3.1a
Programme/
Statutory or
Strategic
Plan
8
8
8
250
250
500
1
1
1
50
50
100
2
2
2
125
125
250
QUARTERLY TARGETS
Annual
Target by
Quarter 1 Quarter 2
30 June
30 Sep
31 Dec
2015
2014
2014
5
5
5
175
175
350
Quarter 3
31 Mar
2015
8
8
8
250
250
500
Quarter 4
30 Jun
2015
Brian Ford
(Alfonso Sauls)
Brian Ford
(Alfonso Sauls)
Brian Ford
(Alfonso Sauls)
Brian Ford
(Abigail JacobsWilliams)
Brian Ford
(Abigail JacobsWilliams)
Brian Ford
(Abigail JacobsWilliams)
Responsible
Person
SOCIAL DEVELOPMENT AND EARLY CHILDHOOD DEVELOPMENT DIRECTORATE SERVICE DELIVERY & BUDGET IMPLEMENTATION PLAN:
2014-2015
Link to Lead
Directorate
SDECD
SDECD
SDECD
SDECD
SDECD
SDECD
20
21
3A
3A
SFA 3
The
Caring
City
SFA 3
The
Caring
City
SFA 3
The
Caring
City
3A
SFA 3
The
Caring
City
3A
3A
Pillar &
Corp
Objective
SFA 3
The
Caring
City
CSC
ALIGNMENT TO
IDP
Programme/
Statutory or
Strategic
Plan
3.1a
3.1a
Corporate
Objective
3.1. Provide access
to social services for
those who need it
(a) Number of targeted development
programmes
3.1. Provide access
to social services for
those who need it
(a) Number of targeted development
programmes
3.1a
3.1a
3.1. Provide access
to social services for
those who need it
(a) Number of targeted development
programmes
3.1. Provide access
to social services for
those who need it
(a) Number of targeted development
programmes
3.4. Provide for the
needs of informal
settlements and
backyard residences 3.4a
through improved
3.1a
services
(a) Anti-poverty programme
New
Number of poverty
reduction projects
implemented (excluding food gardens).
New
Number of capacity
building (skills development & awareness) programmes
implemented in
New
targeted informal
settlements (implemented in relation to
SDECD districts).
Number of preventative and awareness
projects implemented in areas identified New
by the Social Cluster
for social crime prevention.
2
6
8
0
0
2
0%
Terms of
reference,
RFQ/
tender
document
developed
Quarter 3
31 Mar
2015
1
3
4
30%
1
3
6
75%
Advertisement, SCM
process
and
Phase 1
service
provider
appointed
QUARTERLY TARGETS
Annual
Target by
Quarter 1 Quarter 2
30 June
30 Sep
31 Dec
2015
2014
2014
Percentage of accepted ward alloca30 projects 100%
tion projects completed
Develop a strategy
and implementation
plan to best address
challenges facing
children at risk
Indicator
(To include unit
Baseline
of measure)
2013/2014
Indicator related to
Corporate Objective
2
6
8
100%
Phase 2
Quarter 4
30 Jun
2015
Brian Ford
(Nomfundo
Mdingi)
Lungelo Nokwaza
Sindiswa Ciko
Daniel Sass
Vusi Magagula
Abobarka
Abrahams
Lungelo Nokwaza
Sindiswa Ciko
Daniel Sass
Vusi Magagula
Abobarka
Abrahams
Lungelo Nokwaza
Sindiswa Ciko
Daniel Sass
Vusi Magagula
Abobarka
Abrahams
Brian Ford
(Alfonso Sauls)
Responsible
Person
SOCIAL DEVELOPMENT AND EARLY CHILDHOOD DEVELOPMENT DIRECTORATE SERVICE DELIVERY & BUDGET IMPLEMENTATION PLAN:
2014-2015
Link to Lead
Directorate
SDECD
SDECD
SDECD
SDECD
SDECD
22
_
SFA 3
The
Caring
City
SFA 5
The WellRun City
SFA 1
The
1E
Opportunity City
3A
Pillar &
Corp
Objective
SFA 1
The
1B
Opportunity City
CSC
ALIGNMENT TO
IDP
1.2b
1.2b
1.2 Provide and
maintain economic
and social infrastructure to ensure
infrastructure-led
economic growth
and development
1.2 Provide and
maintain economic
and social infrastructure to ensure
infrastructure-led
economic growth
and development
95%
Direct./
Dept.
Percentage spend of achieve92%
Capital Budget
ment as
at 30 June
2014
5.2. Establish an efficient and productive 3.1a
5.2
administration that
prioritises delivery
100%
5
Number of Inter-governmental meetings
held in compliance
with the Imple3
mentation Protocol
Agreement with the
Western Cape Government.
Percentage spend
on repairs and maintenance
50
Dir/Dept.
projected
cash flow/
total budget
Directorate
and Departments
to set
their own
targets for
repairs and
maintenance
Directorate and
Departments
to set
their own
targets
for repairs
and maintenance
3
24
Dir/Dept.
projected
cash flow/
total budget
2
8
QUARTERLY TARGETS
Annual
Target by
Quarter 1 Quarter 2
30 June
30 Sep
31 Dec
2015
2014
2014
Number of new food
8
gardens established.
Indicator
(To include unit
Baseline
of measure)
2013/2014
Indicator related to
Corporate Objective
3.4. Provide for the
needs of informal
settlements and
backyard residences 3.4a
through improved
3.1a
services
(a) Anti-poverty
programme
Corporate
Objective
Programme/
Statutory or
Strategic
Plan
5
50
Quarter 4
30 Jun
2015
Directorate and
Departments
to set
95%
their own
targets
for repairs
and maintenance
Dir/Dept.
projected
cash flow/ 92%
total budget
4
40
Quarter 3
31 Mar
2015
Directorate
Finance Manager
Directorate
Finance Manager
Ernest Sass
Brian Ford
(Nomfundo
Mdingi)
Responsible
Person
SOCIAL DEVELOPMENT AND EARLY CHILDHOOD DEVELOPMENT DIRECTORATE SERVICE DELIVERY & BUDGET IMPLEMENTATION PLAN:
2014-2015
Link to Lead
Directorate
SDECD
SDECD
Finance
Finance
23
SFA 1
The
1H(a)
Opportunity City
SFA 1
The
1J
Opportunity City
Pillar &
Corp
Objective
CSC
ALIGNMENT TO
IDP
1.2 Provide and
maintain economic
and social infrastructure to ensure
infrastructure-led
economic growth
and development
1.6a
1.2d
Corporate
Objective
1.6 Maximise the use
of available funding
and programmes
for training and skills
development
Programme/
Statutory or
Strategic
Plan
Number of external
trainee and bursary
opportunities (excluding apprentices)
Annual
Targets
for each
Directorate and
DepartDirect./
ment will
Dept.
be deachieveveloped
ment as
by line
at 30 June
depart2014
ments in
consultation with
Corporate
Services.
To be
determined by
directorate
In consultation
with the
Corporate
office
To be determined
by directorate
In consultation
with the
Corporate
office
Quarter 3
31 Mar
2015
To be determined
by directorate
In consultation
with the
Corporate
office
Quarter 4
30 Jun
2015
Annual
Targets
for each
Quarterly
Quarterly
Quarterly
Directortargets
targets
targets
ate and
must be
must be
must be
Departdetermine
determine
determine
ment will
in conin conin conbe desultation
sultation
sultation
veloped
with each
with each
with each
by line
DirectorDirectorDirectorate
departate and
ate and
and Dements in
DepartDepartpartment
consultament
ment
tion with
Corporate
Services.
To be determined
by directorate
In consultation
with the
Corporate
office
QUARTERLY TARGETS
Annual
Target by
Quarter 1 Quarter 2
30 June
30 Sep
31 Dec
2015
2014
2014
To be determined
Direct./
by direcNumber of Expanded Dept.
torate In
Public Works proachieveconsultagrammes (EPWP) op- ment as
tion with
portunities created
at 30 June
the Cor2014
porate
office
Indicator
(To include unit
Baseline
of measure)
2013/2014
Indicator related to
Corporate Objective
Justine Quince
Contact:
021 400 9222
Cell: 084 630 7401
Chad Aimes
(Quarterly
BI report)
Contact:
021 400 3828
Cell: 071 850 3383
Regan Melody
Contact:
021 400 9360
Cell: 079 445 3376
Responsible
Person
SOCIAL DEVELOPMENT AND EARLY CHILDHOOD DEVELOPMENT DIRECTORATE SERVICE DELIVERY & BUDGET IMPLEMENTATION PLAN:
2014-2015
Link to Lead
Directorate
Compliance &
Auxiliary Services
Corporate Services
4A
5C
5C
SFA 4
The
Inclusive
City
SFA 5
The WellRun City
SFA 5
The WellRun City
SFA 1
The
1H(a)
Opportunity City
Pillar &
Corp
Objective
CSC
ALIGNMENT TO
IDP
5.2 Establish an efficient and productive
5.2b
administration that
prioritises delivery
4.1a
1.6a
5.2 Establish an efficient and productive
5.2b
administration that
prioritises delivery
4.1 Ensure responsiveness by creating an environment
where citizens can
be communi­cated
with and responded
to
1.6 Maximise the use
of available funding
and programmes
for training and skills
development
Corporate
Objective
Programme/
Statutory or
Strategic
Plan
Percentage adherence to EE target
(disabled)
Percentage adherence to EE target
Percentage adherence to Citywide
service standard
based on all external
notifications
Number of
apprentices
100%
80%
2%
Direct./
Dept.
achieve100%
ment as
at 30 June
2014
Direct./
Dept.
achieve80%
ment as
at 30 June
2014
Direct./
Dept.
achieve2%
ment as
at 30 June
2014
2%
80%
100%
N/A
QUARTERLY TARGETS
Annual
Target by
Quarter 1 Quarter 2
30 June
30 Sep
31 Dec
2015
2014
2014
Annual
Targets
for each
Directorate and
DepartDirect./
ment will
Dept.
be deachieveveloped N/A
ment as
by line
at 30 June
depart2014
ments in
consultation with
Corporate
Services.
Indicator
(To include unit
Baseline
of measure)
2013/2014
Indicator related to
Corporate Objective
2%
80%
100%
N/A
Quarter 3
31 Mar
2015
2%
80%
100%
N/A
Quarter 4
30 Jun
2015
Michael Siyolo
Contact:
021 400 9840
Cell: 084 300 0609
Michael Siyolo
Contact:
021 400 9840
Cell: 084 300 0609
Justine Quince
Contact:
021 400 9222
Cell: 084 630 7401
Justine Quince
Contact:
021 400 9222
Cell: 084 630 7401
Chad Aimes
(Quarterly
BI report)
Contact:
021 400 3828
Cell: 071 850 3383
Responsible
Person
SOCIAL DEVELOPMENT AND EARLY CHILDHOOD DEVELOPMENT DIRECTORATE SERVICE DELIVERY & BUDGET IMPLEMENTATION PLAN:
2014-2015
Link to Lead
Directorate
Corporate Services
Corporate
Services
Corporate
Services
Corporate
Services
24
25
-
_
-
5C
SFA 5
The WellRun City
SFA 5
The WellRun City
SFA 5
The WellRun City
SFA 5
The WellRun City
Pillar &
Corp
Objective
CSC
ALIGNMENT TO
IDP
5.2 Establish an efficient and productive
5.2b
administration that
prioritises delivery
5.2 Establish an efficient and productive
5.2b
administration that
prioritises delivery
5.2 Establish an efficient and productive
5.2b
administration that
prioritises delivery
5.2 Establish an efficient and productive
5.2b
administration that
prioritises delivery
Corporate
Objective
Programme/
Statutory or
Strategic
Plan
Percentage budget
spent on implementation of WSP
To be
determined by
directorate
In consultation
with the
Corporate
office
To be determined
by directorate
In consultation
with the
Corporate
office
Direct./
Dept.
achieve95%
ment as
at 30 June
2014
≤ 7%
≤ 7%
Direct./
Dept.
Percentage vacancy achieve≤ 7%
rate
ment as
at 30 June
2014
95%
≤ 5%
95%
≤ 5%
Direct./
Dept.
Percentage adherachieveence to OHS target
95%
ment as
(composite Indicator)
at 30 June
2014
Percentage of absenteeism
QUARTERLY TARGETS
Annual
Target by
Quarter 1 Quarter 2
30 June
30 Sep
31 Dec
2015
2014
2014
Direct./
Dept.
achieve≤ 5%
ment as
at 30 June
2014
Indicator
(To include unit
Baseline
of measure)
2013/2014
Indicator related to
Corporate Objective
≤ 7%
95%
≤ 5%
Quarter 4
30 Jun
2015
To be determined
by directorate
In con95%
sultation
with the
Corporate
office
≤ 7%
95%
≤ 5%
Quarter 3
31 Mar
2015
Justine Quince
Contact:
021 400 9222
Cell: 084 630 7401
Justine Quince
Contact:
021 400 9222
Cell: 084 630 7401
Corporate Service
PC: OHS indicator remain on the
scorecard of the
Executive Directors as it is a legislative requirement
and it could result
in the City being
non-compliant.
Justine Quince
Contact:
021 400 9222
Cell: 084 630 7401
Responsible
Person
SOCIAL DEVELOPMENT AND EARLY CHILDHOOD DEVELOPMENT DIRECTORATE SERVICE DELIVERY & BUDGET IMPLEMENTATION PLAN:
2014-2015
Link to Lead
Directorate
Corporate Services
Corporate Services
Corporate
Services
Corporate Services
-
-
SFA 5
The WellRun City
-
SFA 5
The WellRun City
SFA 5
The WellRun City
-
SFA 5
The WellRun City
Pillar &
Corp
Objective
CSC
ALIGNMENT TO
IDP
5
5.3 Ensure financial
prudence, with
clean audits by the
Auditor-General
5.3 Ensure financial
prudence, with
clean audits by the
Auditor-General
5.2 Establish an efficient and productive
5
administration that
prioritises delivery
5
5
Corporate
Objective
5.3 Ensure financial
prudence, with
clean audits by the
Auditor-General
Programme/
Statutory or
Strategic
Plan
Number of risk
registers signed and
submitted to IRM
timeously
70%
100%
asset
register
verified
Direct./
Dept.
achieve12
ment as
at 30 June
2014
Direct./
Dept.
Percentage of assets achieveverified
ment as
at 30 June
2014
Direct./
Dept.
Percentage Internal
achieveAudit findings rement as
solved
at 30 June
2014
Quarter 3
31 Mar
2015
Quarter 4
30 Jun
2015
0
70%
N/A
4
70%
N/A
4
70%
75%
4
70%
100%
Dir/Dept. Dir/Dept.
Dir/Dept.
projected projected projected 95%
cash flow cash flow cash flow
QUARTERLY TARGETS
Annual
Target by
Quarter 1 Quarter 2
30 June
30 Sep
31 Dec
2015
2014
2014
Direct./
Dept.
Percentage of Oper- achieve95%
ating Budget spent
ment as
at 30 June
2014
Indicator
(To include unit
Baseline
of measure)
2013/2014
Indicator related to
Corporate Objective
Ludwig
Geldenhuys
Contact:
021 400 3515
Riaan Vosloo
Contact:
021 400 3879
Cell: 082 559 9959
Directorate
Finance Manager
Directorate
Finance Manager
Responsible
Person
SOCIAL DEVELOPMENT AND EARLY CHILDHOOD DEVELOPMENT DIRECTORATE SERVICE DELIVERY & BUDGET IMPLEMENTATION PLAN:
2014-2015
Link to Lead
Directorate
Finance
Finance
Internal Audit
Compliance
& Auxiliary
Services
26
27
Percentage adherence to EE target
(composite Indicator)
Percentage adherence to Citywide
service standard based on all external
notifications
Number of apprentices
Number of external trainee and bursary
opportunities (excluding apprentices )
Number of Expanded Public Works
programmes (EPWP) opportunities
created
Percentage spend on repairs and
maintenance
Percentage reflecting year to date spend / Total budget less any contingent liabilities relating to the capital budget. The total
budget is the council aprroved adjusted budget at the time of the measurement. Contingent liabilities are only identified at the
year end.
Percentage spend of capital budget
A single score will be calculated by first scoring the % achievement of the Directorate or Department against each individual
target and then weighting their % performance and adding the totals.
3. (50% weighting) Internal staff development as per EE Plan: This indicator will measure the number of internal appointments,
promotions and advancements over a 12 month period. This will be calculated as a percentage based on the general EE target
of 80%.
2. (10% Weighting) compliance to disability plan target: This measures the percentage of disabled staff employed at a point in
time against the target of 2%.
Composite EE Indicator made up of three weighted components:
1. (40% weighting) compliance to EE plan for external appointments; This indicator measures the number of external
appointments across all directorates over the preceding 12 month period. The following job categories are excluded from this
measurement: Councillors, students, apprentices, contractors and non-employees. The general EE target = 80% - i.e. 80% of all
appointments should be EE compliant.
The service standard will be based on X% notifications closed within Y number of days. The percentage notifications and the
number of days will be determined by each directorate in consultation with the Service Management Project team and will be
guided by current performance and available external benchmarks.
This is an accumulative quarterly measures. The target refers to the 4th quarter final total.
This measures the number of learning opportunities created for the unemployed youth as a contribution to the job creation
initiative. This indicator is limited to apprenticeships.
This is an accumulative quarterly measure. The target refers to the 4th quarter final total.
This measures the number of learning opportunities created for the unemployed youth as a contribution to the job creation
initiative and provision of real world of work exposure to trainees and graduates. This includes, external bursaries awarded, inservice student training opportunities, graduate internships and learnerships.
• An EPWP work opportunity is paid work created for an individual on an EPWP project for any period of
time, within the employment conditions of the Code of Good Practice for Special Public Works Programmes.
• In the case of Social Sector projects, learnerships also constitute work opportunities.
This indicator measures the number of work opportunities created through the Expanded Public Works Programme (EPWP)
Repairs are actions undertaken to restore an asset to its previous condition after failure or damage. Expenses on maintenance
and repairs are considered operational expenditure.
Percentage reflecting year to date spend (including secondary cost) / total repairs and maintenance budget
Note that the in-year reporting during the financial year will be indicated as a trend (year to date spend).
Maintenance is defined as the actions required for an asset to achieve its expected useful life. Planned Maintenance includes
asset inspection and measures to prevent known failure modes and can be time or condition-based.
Definition
Key Performance Indicator
28
Percentage of Operating Budget spent
Percentage adherence to employee
talent target (composite indicator)
Percentage adherence to Utilisation
target (composite Indicator)
Key Performance Indicator
Formula: Total actual to date as a percentage of the total budget including secondary expenditure.
A single score will be calculated by first scoring the % achievement of the Directorate or Department against each individual
target and then weighting their % performance and adding the totals.
4. (25% weighting) Retention: Employee retention is a stability index that is commonly used by human resources departments to
show the percentage of employees that are still in their jobs over a period of time. This is measured by calculating the percentage
of employees that started 12 months ago who are still in employment. This is an indicator to monitor performance in attracting
and retaining employees. The higher the retention rate the better. The retention rate for the new year is set at 90%. This is a new
factor and will be monitored for amendment if necessary.
3. (25% weighting) Turnover (Retention of scarce skills as measured by staff turnover) Turnover rate is the rate for which employees
leave a company. This is measured by a % attrition of staff in scarce skills defined occupational categories over a 12 month period
against an acceptable benchmark % turnover of 12%. Formula: Total terminations as % of staff complement each month, as
measured over a preceding 12 month period (i.e. 12 month rolling average). This will be limited to the following occupational
categories: Legislators & senior managers, Professionals, Technicians and other professionals. Target: the staff turnover % must be
d12% throughout the financial year.
2. (20% weighting) Budget spend on workplace skills plan (NKPI). Formula: % spent against planned training budget. The
corporate wide target for this factor is 95% (i.e. as per target for OPEX). This is an accumulative target over 12 months.
Composite Talent indicator made up of four weighted components:
1. (30% weighting) Increase in skills level. The corporate wide target is a 4% increase, based on the current gap between scarce
skills vacancy rate of 11%(in defined occupational categories) and corporate targeted vacancy rate of 7%. However, each
department will have its own target based on the current difference between their scarce skills vacancy rate and the corporate
target of max 7% vacancies. ( e.g. If a department's current vacancy rate for scarce skills = 7%, then their target will be 0% and
their performance 100%. Any increase in skills levels thereafter will therefore reflect as >100% performance).
A single score will be calculated by first scoring the % achievement of the Directorate or Department against each individual
target and then weighting their % performance and adding the totals.
3. (30% weighting) The OH&S indicator will measure the incident rate i.e. the number of injuries, accidents and/or illness per 100 full
time equivalent (FTE) . The target is 5 which will be measured in the inverse as 95.
2. (20% weighting) Vacancy rate. This is measured as a percentage of positions vacant against the total positions on structure.
This indicator will be measured at a specific point in time to calculate the vacancy rate. A target is max 7% vacancy rate. The
measure will be 93% filled positions.
Composite Labour Utilisation Indicator made up of three weighted components:
1. (50% weighting) staff availability. This indicator measures the percentage time staff are available for work taking into account
only absenteeism in the form of sick leave and unauthorised leave. The corporate benchmark is 96% availability, based on a
maximum of 4% absenteeism.
Definition
29
Percentage Internal Audit findings
resolved
Percentage of assets verified
Key Performance Indicator
It is the reporting and monitoring of the reduction (in percentage) of the findings of audit follow-ups performed in the quarter.
The timing for corrective action implementation is normally provided by line.
Audits / follow-ups will always only take place after agreed implementation dates of corrective action. It will either be ‘Not
Applicable’ to Management if an audit or follow-up hasn’t taken place at the time of reporting or there will be a percentage
change / status quo if an audit has taken place and there has been improvement / no change respectively in the situation since
the last audit.
The asset register is an internal data source being the Quix system scanning all assets and uploading them against the SAP data
files. Data is downloaded at specific times and is the bases for the assessment of progress.
Quarter one and two is diecrotorate/department process. The inventory list is the list of all assets assigned to an employee. The
manager must take responsibility for inventory and sign off list on a qaurterly basis. The 50% in the first quarter relates to 50% of
staff members verification of the inventory list.
The indicator reflects the percentage of assets verified annually for audit assurance.
Definition
TRANSPORT FOR CAPE TOWN
DIRECTORATE EXECUTIVE SUMMARY
2014/2015
COMMISSIONER: MELISSA WHITEHEAD
CONTACT PERSON: PETER WILLIAMS
Website (for detailed SDBIP): http://www.capetown.gov.za/
en/IDP/Pages/Implementing.aspx
VISION OF THE CITY:
• To be an opportunity city that creates an enabling environment for economic
growth and job creation
• To deliver quality services to all residents
• To serve the citizens of Cape Town as a well-governed and corruption-free
administration
This is a one year plan giving effect to the 2014/2015 budget, which is aligned to
the 2012-2017 IDP. It sets out the strategies in quantifiable outcomes that will be
implemented over the 2014/2015 financial year. It considers what was set out in the IDP,
the economic growth strategy and the social development strategy, and indicates
what the Directorate needs to do to deliver on the IDP, how this will be done, what the
outcomes will be, what processes it will follow and which inputs will be used.
2
TABLE OF CONTENTS
1.
EXECUTIVE SUMMARY 4
2.
PURPOSE AND SERVICE MANDATE OF TCT 5
3. STRATEGIC ALIGNMENT TO THE IDP 11
4.
PERFORMANCE PROGRESS AND OUTCOMES 12
4.1 Past year’s performance 12
4.2 Areas of Business Improvement 14
5.
PARTNERS AND STAKEHOLDERS IN THE STRATEGY PLAN (optional)15
6.
RESOURCES17
6.1
Senior Management Capability and Structure. 17
6.1.1 Directorate organogram 18
6.2. Financial Information 19
6.3
Major features of expenditure 28
6.4
Narrative on the TCT Capital Programme 29
7. RISK ASSESSMENT 29
8. OBJECTIVES AND INDICATORS OF THE TCT SDBIP 30
9.
AUTHORISATION 30
10.
APPENDICES: 30
Annexure A: 2014/2015 TCT SDBIP 30
3
1. EXECUTIVE SUMMARY
Transport for Cape Town (TCT) was established with effect from 1 June 2013. The key
brief for the establishment of TCT was to create a transport authority within the City of
Cape Town that operates on long term, enduring, performance and investment driven
principles. The TCT Constitution Bylaw, No 7208 of 2013, which is local government’s
legislative tool, creates a long lasting innovative transport solution that withstands
policy change and facilitates long term investment into transport and the related
infrastructure network. The TCT Bylaw sets out the parameters as to what TCT does and
how it operates as well as determines the functions such as administration, planning,
communication, contracting, regulating, monitoring, evaluating, managing and
operating transport infrastructure and services within sound and strategic financial
management principles. These, under the TCT By-law, have been divided into nine
functional areas.
The establishment of TCT followed an evolutionary and institutional transport authority
design model that enabled the governance of transport services to be commuter
orientated by regulating operators through a common authority that ensures long term
and investment orientated management. The key to the rollout of a fully integrated
public transport system in Cape Town is to have a strong governance structure, and in
this case Transport for Cape Town (TCT), that will be able to manage and have control
over all of the different facets.
The City of Cape Town’s Comprehensive Integrated Transport Plan (CITP) 2013-2018
is a statutory requirement. This sector plan which flows from the City’s Integrated
Development Plan (IDP) provides TCT with its strategic, functional and operational
mandate. This mandate will be undertaken by striving towards achieving the Transport
Vision of 1 and the related nine Objectives.
Transport for Cape Town has been established on the premise of the five pillars of the
City and all the service delivery interventions are undertaken within the context of the
parameters set out in the City of Cape Town’s Integrated Development Plan 2012-2017.
Further, the Transport Vision of 1 is fully aligned to the City’s Five Pillars identified in the
IDP for 2012-2018. These are as per the diagram below.
OPPORTUNITY CITY
TCT’S VISION OF ONE
CARING CITY
SAFE CITY
INCLUSIVE CITY
1 Integrated Transport Plan
1 Long Term Strategy
1 Network
1 Management System
1 Contracting Authority
1 Integrated Timetable and Ticket
1 Unified Public Transport Enforcement Unit
1 Unified Structure
1 Brand
WELL RUN CITY
The City established TCT to achieve its vision for transport and to deliver integrated,
intermodal and interoperable transport and its related transport infrastructure network
for Cape Town.
4
The IDP Office has confirmed that TCT can have a single SDBIP that is all encompassing.
Accordingly, in terms of the new TCT structure, which now has eight interdependent
departments, the TCT SDBIPS have been restructured in line with the gazetted TCT
Constitution Bylaws, No 7208, 2013, as well as the approved CITP, 2013-2018 and its long
Term Strategy into one comprehensive SDBIP. Specific reference is given to the nine
CITP objectives which have been used as the basis for all projects and programmes.
The nine objectives have been elaborated on in the section below.
The corporate composition and structure of the SDBIPS has been used in the
compilation of the TCT SDBIP, with two additional columns being added, namely the
TCT Baseline and the alignment to the TCT Long Term Strategy. The TCT Baseline is a
new baseline against which future evaluation will take place. It is new due to the fact
that TCT is newly established. The TCT SDBIP have been derived from the projects and
programmes as determined in the CITP and aligned to the nine objectives. So far, an
action plan matrix has been developed for all the identified projects and programmes,
determining the lead department, as well as the related interdependent departments.
The next step has been to develop a streamlined action plan for each, which will
determine timelines, costing, indicators, budgets and risk. The process of developing a
body of knowledge (comprehensive list of action plans) is work in progress and will be
continuously improved to serve as a planning and monitoring tool.
Simultaneously to the completion of the action plans, the TCT Long Term Strategy has
been finalized. More background to the TCT Long Term Strategy which includes four
main strategies is provided later in this document.
2. PURPOSE AND SERVICE MANDATE OF TCT
The nine (9) functions contained in the TCT Constitution By-law, 2013 have been
translated into a management structure with eight departments, each of which have
two key objectives namely to be performance-orientated and focused on integrated
service delivery. These functions are listed as follows:
• The Performance and Coordination Department is the overarching department
focusing on coordinating and monitoring the achievement of the mandate of
TCT, with the focus being on ensuring that the end user and community needs are
addressed in an efficient, effective and targeted manner, within the overall context
and direction of the City.
• The Planning Department essentially focuses on the key core components in the
integrated transport management process, namely the medium to long term plan
(CITP) and related policies, sector plans and strategies. Planning also includes
business development and long term strategic planning.
• The Contract Operations Department focuses on the new function that is to be
assigned to the City as well as combining the existing functions related to the
operational management of the IRT contracts, in order to make up the composite
whole of scheduled road-based public transport services.
• The Financial Management Department will be responsible for all the financial
management functions under one umbrella in TCT which will include budgeting,
revenue management and investment as well as the management of the Municipal
Land Transport Fund and the Automated Fare Collection (AFC).
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• The Infrastructure Department is responsible for all construction and capital
investment related to public transport, NMT, roads and related local stormwater,
and facilities. It also focuses on the registration; management and monitoring of the
public transport permanent assets as well as the road network. It will then undertake
the registration as well as investment planning and infrastructure asset management
profiling.
• The Asset Management and Maintenance Department is responsible for the overall
management and maintenance of all assets falling under the auspices of TCT. It will
also manage the districts and depots under 4 Area Managers as well as including
the registration and management of all plant for the rollout of the management
and maintenance of the infrastructure.
• The Network Management Department is a new department that is considered
essential to deal with the added functions in terms of the systems management.
Further it deals with the traffic related systems as well as the traffic management
and public transport law enforcement.
• The Regulations Department is necessary as the City is to be assigned the Municipal
Regulatory Entity function, as determined in the NLTA. It is essential that all related
functions in terms of regulation are consolidated in one department so that there
can be synergy and the efficient management of regulation. This includes industry
management and transition as well as managing operating licences.
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7
Director
Tct Performance
& Coordination
Toni van Niekerk
Director
Planning
Maddie Mazaza
Director
Contract
Operations
Sipho Afrika
Director Financial
Management
Craig Whittle
Director:
Infrastructure
Dave Hugo
COMMISSIONER TRANSPORT
FOR CAPE TOWN
MELISSA WHITEHEAD
CITY MANAGER
Director:
Asset Management
and Maintenace
Henry du Plessis
Commissioner:
Office
Management
Director
Network
Management
Peter Sole
Director
Regulations
Abdul Bassier
Vision and Objectives
The City established TCT in order to achieve its vision for transport and to deliver
integrated, intermodal and interoperable transport and its related infrastructure
network for Cape Town. The City’s Vision for transport is the “Transport Vision of 1”.
The Transport Vision of 1 is:
1
TRANSPORT FOR CAPE TOWN’S VISION OF 1
1
1
Plan
Network
Management
System
1 Plan refers to the CITP 2013-2018, which includes the 9 long-term objectives and will
include the mini review to get the CITP in line with the budgetary cycle and to allow
for the performance-based, target-driven implementation plans for each of TCT’s 8
Departments.
An integrated road and rail network, which relates to the infrastructure, facilities,
street furniture, systems, etc. that is well maintained and facilitates safe, reliable,
efficient and effective access for a multiplicity of users.
Over the next five years and beyond TCT will establish a unified information
management system and a functional management system for all of its departments,
which focus on focused, performance-driven service delivery. The management
system will further develop unified and sustainable standards for all of its functions so
as to drive down the cost of the User Access Priorities.
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Contracting
Authority
The Contract Authority relates to section 41 and 46 contracts. The assignment for the
management of the section 46 contract is eminent. TCT will set up and manage all
vehicle operator contracts in a performance-driven, unified manner.
1
Ticket and
Timetable
Critical to driving down the User Access Priorities that relate to social, economic
and environmental costs, is the establishment of an integrated timetable and an
electronic EMV ticket across all modes. The aim is to have both in place within the
next 5 years.
Unified
Enforcement
System
1 Unified Enforcement System relates to the establishment of the Municipal Regulatory
Entity (MRE), strengthening the public transport law enforcement capacity in the City
and rolling out an integrated CCTV system across Cape Town, all managed at the
TMC.
Unified
Structure
TCT, the City of Cape Town’s transport authority has been established. It now operates
within the bounds of the TCT Constitution Bylaws, 2013 and the newly established
Implementation Plan. The foundations of the unified structure have been established,
which enables its further growth over the next 5 years and beyond.
1
1
1
Brand
The TCT Brand had now been established and confirmed in a brand strategy, as
detailed in Chapter 10 of the CITP. It has also been aligned to the City of Cape
Town’s Brand. The aim is to roll out the TCT Brand over the next 5 years and beyond
so as to enable transportation direction, information management, regulation and
control.
In order to achieve the Transport Vision of 1, TCT has established nine (9) key Objectives.
Similar to the City’s Five Pillars already mentioned, these Objectives are long term and
are expected to remain constant for many years.
These Objectives are as follows:
1. An efficient and viable relationship between land use, supporting infrastructure and
transport for the sustainable development of the City region
2. Integrated, intermodal, interoperable, responsive and car competitive public
transport for the benefit of the community
3. An economically viable transport system by balancing service provision with
demand and through transparent regulation
4. Services delivered in an accountable, investment orientated and performance
driven manner, ensuring quality and unified standards
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5. A costed, viable and financially accountable transport management system and
network through exploiting all potential sources of funding
6. Consolidated and improved public transport law enforcement functions in the City
so as to facilitate safety and security on the public transport network and related
facilities for the benefit of all
7. Comprehensive communication and stakeholder management under the banner
of TCT so as to ensure responsible service delivery in partnership with all industry role
players
8. A fully integrated, responsive and well maintained infrastructure network along with
related facilities that are appropriately managed as the largest asset of the City
9. Fully functional and user friendly systems on the intermodal network
Following on from the objectives and the related action plans is the TCT Long Term
Strategy. It is considered critical, now that TCT is operating under its Constitution Bylaw
that the long term strategy is built into service delivery from the onset. Essentially the TCT
Long Term Strategy methodology is to have four key milestones that are broken down
into 3, 5, 10 and 15 year time horizons, with the start date being July 2013. Each of the
projects and programmes in the TCT Action Plan Matrix and accordingly in the SDBIP’s,
will contribute to the achievement of one of the four milestones, as detailed below.
Set the
baseline
The TCT Long Term Strategy has a 15 Year Timeline starting from
its inception, June 2013. This 15 year timeline has been broken
down in 3, 5, 10 and 15 year intervals
TCT LONG TERM STRATEGY METHODOLOGY
•
STRATEGY A
Projects and programmes that
support the outcome of the medium to
long term strategy(A, B, C or D).
STRATEGY B
A: 3 Years
TCT is fully functional and
implementing the Transport Authority
logic, for the benefit of service
delivery.
STRATEGY C
STRATEGY D
B: 5 Years
The MLTF and investment logic is
consolidated and investment
packages started operating.
C: 10 Years
Integrated transport is rolled out across
the City of Cape Town.
D: 15 Years
The cost of the user access priority is
halved.
Transport Development Index
These long term strategies are expanded upon in more detail below. It should be noted
that one of the most critical steps that will be actioned in the 2014/15 financial year is
the establishment of the TCT Transport Development Index which will then be used as
the baseline and barometer against which performance will be monitored.
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STRATEGY A: CONSOLIDATE TCT AS THE CITY’s TRANSPORT AUTHORITY WITH THE FOCUS ON
PERFORMANCE-ORIENTATED SERVICE DELIVERY (3 YEARS)
TCT is the first transport authority to be established in the 21st century. The first step for
Cape Town is to consolidate the reason for its existence in that it will draw from the TA
community and its methodology of performance and investment.
If TCT did not go down this road, it would not only drain the resources of the City but at
the same time service delivery would continually fall short of the need and the City would
fall into the same trap as many other cities across SA where the infrastructure will fail.
Project/Programme - Examples of this strategy are the following:
• IS&T System for TCT
• TCT App and Website
• Asset Management Register and RIFSA Register for the road and stormwater
network
• Municipal Regulatory Entity and Contracting Authority established and fully
functional
STRATEGY B: CONSOLIDATE THE TCT TRANSPORT AUTHORITY FINANCIAL MANAGEMENT
STRATEGY AND INVESTMENT LOGIC UNDER THE MLTF (5 YEARS)
The overarching principle that TCT has adopted in terms of service delivery is an
investment and performance driven approach that is accountable, equitable and
costed.
• Further funding sources are explored so as to address the ever increasing needs
• Consolidating funding sources and utilising them as strategic leverage tools
• Commitment by NDOT and National Treasury on the financial integrated transport
model and long term strategy so as to leverage additional funding
• Revenue generation is reviewed and
• Over 60% of all TCT projects and programmes now have an economic and
investment outcome
Examples for this strategy include the following:
• Release abandoned road schemes.
• All projects, programmes and policies costed so as to ensure sustainability, viability
and investment.
• Municipal Land Transport Fund (MLTF) operational along with the transport-related
expenditure criteria.
• TCT Investment Plan & Funding packages developed.
STRATEGY C: INTEGRATED ROAD AND RAIL TRANSPORT SYSTEM FOR CAPE TOWN WITH THE
FOCUS ON ONE BRAND, ONE TICKET AND ONE INTEGRATED TIMETABLE (10 YEARS)
One of responsibilities for TCT is to achieve integrated, intermodal and interoperable
transport across the City of Cape Town in a unified manner and at the same standard.
The achievement of this goal within the next ten years is the target. This is for both road
and rail, scheduled and on-demand.
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•
•
•
•
•
•
•
Extension of public transport in terms of the IPTN in terms of growth areas.
Expedite the rollout of the trunk network (Rail and BRT).
Rollout the Way finding across the City of Cape Town.
Recapitalisation of the entire bus fleet into one brand and a unified standard.
Regulated transport industry that is demand responsive and viable.
Development of Blue Downs.
A single integrated ticket on all modes of transport (road and rail) and extension to
all related services (events, parking, bikeshare, etc).
STRATEGY D: ENSURE THAT THE COSTS OF THE USER ACCESS PRIORITY ARE HALVED
(15 YEARS)
All in Cape Town – be they a citizen, business or visitor – must be able to move from
A to B for their own purposes. Behind that simple statement, however, lies a matrix of
interlocking factors that vary from one type of user to another. For each type of user,
there are four key questions:
•
•
•
•
who is the user?
what does access mean to those users?
what are the access priorities for those users?
what is the social, economic and environmental cost of those access priorities to
those users?
Examples that encompass this strategy include the following:
• Comprehensive Transit Orientated Development that ensures infill and that
densification is in support with the correct Public transport typology.
• Assets are used as investment leverage tools and the City is moved beyond its
current inefficiencies.
3. STRATEGIC ALIGNMENT TO THE IDP
LINKAGE TO IDP AND CHANGE IN INDICATORS AND TARGETS
Objective 1.4: Ensure mobility through the implementation of an effective public
transport system
Objective 5.2: Establish an efficient and productive administration that prioritises
delivery
The City of Cape Town’s Comprehensive Integrated Transport Plan 2013-2018 is a statutory
requirement. This sector plan that flows from the Integrated Development Plan provides the City
and accordingly Transport for Cape Town (TCT) with its strategic, functional and operational
mandate. This CITP has followed due process and determined service delivery programmes,
projects and initiatives that will move towards driving down the cost of the User Access Priorities.
This will be done through striving towards achieving the Transport Vision of 1 and the related
nine Objectives.
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The Transport Vision of 1 is fully aligned to the City’s Five Pillars identified in the IDP
for 2012-2018. Within the context of the IDP there are a number of key focus areas
when compiling the SDBIPS of TCT that need special emphasis, over and above the
integrated, intermodal service delivery. These will each be unpacked and related to
the five pillars:
• Unified road infrastructure for the sustainability of the City.
• Rollout of MyCiti across the City and inclusion of assigned functions (contracting
authority and MRE)
• Costing of the TCT business and rollout of integrated transport
• Responsive infrastructure upgrading and strategic asset management
• Intermodal, integrated, seamless, safe and reliable public transport across all modes
for the benefit of commuters in Cape Town.
• Focus on road safety in the City of Cape Town.
• Introduction of public transport law enforcement.
• Transit oriented development
• Multi-functional transport facilities
• Established and functional TCT
• Way finding across Cape Town
• Communication and marketing
4. PERFORMANCE PROGRESS AND OUTCOMES
4.1 Past Year’s Performance
Key highlights of Transport for Cape Town’s overall success during 2013 include:
The establishment and launch of Transport for Cape Town (TCT), the City’s Transport
Authority which was launched on 18 October 2012 along with the establishment of
the Municipal Land Transport Fund (MLTF).This included the formulation of the TCT
Constitution By-laws, which have now been gazetted on 6 December 2013, as well
as the development and implementation of the new Transport for Cape Town (TCT)
macrostructure, which was approved on 30 May 2013.
During the 2012/ 13 financial year, TCT achieved an unprecedented 95% spend of its
allocated budget for the delivery of high quality public transport, roads and stormwater
infrastructure. Some of the major projects that were implemented include:
Completion of Table View, Atlantis and Melkbosstrand open feeder stops
Completion of following stations:
•
•
•
•
•
Grey
Jansens
Wood
Atlantis
Melkbos
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Public transport embayments completed:
•
•
•
•
•
Bishop Lavis
Scottsdene
Old Paarl Rd
Van Riebeecks Hof,
Constantia Neck
Construction of Park & Ride facility at Claremont Station completed.
Construction of Park & Ride facility at Diepriver and Kenilworth Stations.
Construction of Park & Ride facility at Heathfield Station.
Construction of Park & Ride facility at Steenberg Station.
Implementation of Non-Motorized Transport Projects in the following areas:
•
•
•
•
•
•
•
•
•
•
Nantes Park in Athlone
Rondebosch common
Merrydale Road in Mitchells Plain
Concert Boulevard in Retreat
De Waal/Victoria Roads including Dick Burton
Delft main phase I
Belhar /Delft phase 2
Delft main phase III
NY1 in Gugulethu
NY3 in Gugulethu
• Phase 2 of the Main Road - Muizenberg to Clovelly services and road rehabilitation
project between Leighton Road, St James and Kalk Bay Harbour entrance,
completed.
• Completion of part of Brackenfell Boulevard.
• Expanded Public Works River and Stormwater Maintenance Programme.
• Lourens River Upgrade: Phase 1E of the Scheme which involved capacity
improvements by means of bank reshaping was completed in April 2013.
• Lotus River Canal Upgrade: Construction of the final section of the Lotus Canal
widening, including increasing the capacity of the culverts under Duinefontein
Road commenced.
• Lentegeur Station Western Forecourt precinct upgrading completed.
• Provision of bulk and linking storm water pipelines or channels as well as bulk and
linking major roads to housing developments including Pelican Park, Wallacedene,
Bardale, Happy Valley, Heideveld infill area, Scottsdene.
• Resurfacing of 50km on various metro roads citywide, resurfacing of 58km of various
local roads city-wide and rehabilitation of 1.2km of road.
• Consultants drafted a business plan, comprising standards, financial model, streets
inventory, and implementation plan, to address the backlog of provision and
maintenance of local streets.
• Re-introduction of the public transport (BMT) Lanes on Main Rd.
• Conclusion and pay out of the first round of compensation where the City paid
a total of 84 minibus-taxi operators financial compensation in exchange for the
surrender of their operating rights and old taxi vehicles.
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• Concluded the final compensation process whereby the total number of
minibus-taxi operating licenses would be bought out within the Phase 1 area.
The 5 taxi associations who make up the Kidrogen VOC have a 100% take up
of compensation, which means that all of the taxis with operating rights in the
Blaauwberg, Atlantis areas will be removed after the roll out of all milestones. In
the Inner City there is also a 95% (to date) take up of compensation amongst the
3 taxi associations making up Transpeninsula. In summary a total of 661 taxis will be
removed out of the Phase 1 area.
• Completion of Phase 2 of the Strandfontein Road duelling project which increased
capacity and enhanced safety for citizens travelling along this essential north –south
corridor within the Cape Flats area.
• Completion of the Phase 2 of the Main Road - Muizenberg to Clovelly services and
road rehabilitation project between Leighton Road, St James and Kalk Bay Harbour
entrance. This project also enhanced the safety of pedestrian and cycle facilities
along this route.
• Continuous roll-out of the MyCiTi project plus the overwhelming use of the service
(especially during the peak periods) within the West Coast Corridor. Finalization
of the N2 Express system plan, fleet procurement and related industry transition
matters which will enable the successful delivery of the MyCiTi N2 Express service to
Mitchell’s Plain and Khayelitsha.
• New Comprehensive Integrated Transport Plan (CITP) 2013-2018, which was
approved on 4 December 2013 and subsequently approved by the MEC: Transport
and Public Works.
• Updated Operating Licence Strategy 2013 - 2018 that forms an integral part of
the Comprehensive Integrated Transport Plan (CITP), which was approved on 4
December 2013 and subsequently approved by the MEC: Transport and Public Works.
4.2 Areas of Business Improvement
The old Transport, Roads and Stormwater Directorate was not operating optimally
with the functions assigned to it. Further, it would have been unable to deal with the
functions that are to be assigned to the City of Cape Town had the restructuring
not taken place and business improvement processes being actioned. As a result of
this shortfall in operations and the problems being experienced in the old structure,
Transport for Cape Town was established and the old TRS completely restructured.
The following business improvement actions were undertaken and are currently being
actioned to give effect to the change:
• The TCT Constitution Bylaws, No 7208, 2013 were developed, went for public
participation and were approved and gazetted in the 2012/23 financial year. This
gives effect to the transport authority and gives it a functional longevity.
• The business plans for the assignment of the Contract Authority and the Municipal
Regulatory Entity were approved by Council and submitted to National for
approval. The approvals are eminent.
• The TCT macro structure was approved by Council, the new positions advertised
and all but one have been filled.
• The new organograms for the 8 departments were developed along with all the
placements, remapping and other related HR functions were actioned and, along
with the new cost centres and budgetary allocations will all come into effect on
1 July 2014.
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• The new TCT structure took into account the BI Process for the then Roads
Department and is in the process of being rolled out in an expedited manner. This
process has seen the establishment of 4 Areas into which the districts and depots
are both aligned and report into.
• New SDBIPS and a new Risk Plan for TCT have been established
• The new Comprehensive Integrated Transport Plan 2013-2018 has been approved
and is in the process of being rolled out, along with a new Operating Licence
Strategy.
• TCT is in the process of compiling its Transformation Register in terms of a developed
Implementation Plan.
• An Action Plan Matrix is being populated by the 8 Directors in terms of who has
been identified as the lead and the TCT Long Term Strategy is in the process of
being compiled.
• The BI related to maintenance has been actioned in terms of the establishment
of the four functional areas. Under the Area Managers the respective Districts and
Depots have been aligned. This model will be further actioned across TCT.
5. PARTNERS AND STAKEHOLDERS IN THE STRATEGY PLAN
The City of Cape Town’s Comprehensive Integrated Transport Plan 2013-2018 is a
statutory requirement. This sector plan that flows from the Integrated Development
Plan provides the City and accordingly Transport for Cape Town (TCT) with its strategic,
functional and operational mandate. This CITP has followed due process and
determined service delivery programmes, projects and initiatives that will move towards
driving down the cost of the User Access Priorities. This will be done through striving
towards achieving the Transport Vision of 1 and the related nine Objectives.
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TCT STAKEHOLDERS
ROLE OF THE CITP
Community in Cape Town
Local government’s focus is on targeted service delivery. This CITP derives from the
five strategic pillars (“the Five Pillars”) of the City’s Integrated Development Plan
(“the IDP”) and provides a short, medium and long term plan for the delivery of
transport and related services to all identified communities.
National Government
National Department of Transport (NDOT) provides policy, legislation and financial
direction. This CITP acknowledges this and elaborates on the City’s commitment to
implementing this CITP within this strategic and legislative context.
Provincial Government
The City has a strong relationship with Western Cape Province and over the next
five years will develop a new relationship as functions are assigned to the City by
Province and Province takes up a stronger coordinating role.
There are numerous transport related SOEs that the City has a relationship with.
These need to be developed further over the next five years for the benefit of
State Owned Enterprises (SOEs)
sustainable service delivery. The key SOEs include PRASA, SANRAL, TRANSNET and
ACSA.
Transport Stakeholders
Transport Stakeholders include all operators whether scheduled or on demand.
TCT will broker and consolidate new relationships with them. This CITP maps out
the various processes that will be embarked on by TCT in the next five years and
beyond. The aim is to enter into working partnerships with the key stakeholders
in the next 6 months through the establishment of working MOAs. The focus is on
three MOA’s:
• TCT and the Minibus Taxi Industry
• TCT and PRASA
• TCT, Province and GABS
Functional Area
As has been agreed in the Western Cape Growth and Development Strategy and
Western Cape Land Transport Framework, this CITP covers Cape Town’s Functional
Area.
Educational Institutions
Over the next five years and beyond, TCT aims, through this CITP, to forge
relationships with key educational institutions so as to facilitate innovation in service
delivery.
Business
TCT has been established with a strong investment perspective. Service delivery
will be costed and there will, with the assistance of the business community, be
a move towards a socio-economic approach to integrated, intermodal and
interoperable transport.
Transport Industry
There are many facets to the transport industry from an Intelligent Transport System
to non-motorised transport, from construction to public transport systems, and from
road to rail. This CITP addresses all these different dimensions.
International Investment
Community
Although this CITP is only required to relate to the municipality and in the case
of Cape Town its adjoining municipalities where transport crosses their borders
(“the Functional Area”), TCT has taken this CITP to the next level by identifying its
governance responsibilities and investment opportunities within the international
context for the benefit of Cape Town’s citizens, businesses and visitors.
Internal
In terms of TCT’s Implementation Plan and in terms of the relationship between
policy directives and the priority programmes and projects described in this CITP,
this CITP will ensure that all services delivered and budget expenditure not only are
in accordance with the City’s IDP but also lead towards the City’s Transport Vision
of 1 and ensure that all the standards and targets are met. Internal refers to the 8
TCT Departments as well as the relationship between TCT and its sister directorates,
with specific reference to:
• Finance
• Economic, Environment and Spatial Development
• Safety and Security
• Human Settlements
• Tourism, Events and Marketing
• Utilities
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6.RESOURCES
6.1 Senior management capability and structure.
With the new interdependent matrix structure of TCT the directorate will be able to
achieve much more. 2013/14 is being used as the year to consolidate the structure, set
in place the various projects and programmes, and ensure that the performance and
investment-based methodology is ingrained.
17
18
Director
Tct Performance
& Coordination
Toni van Niekerk
Director
Planning
Maddie Mazaza
6.1.1 TCT Directorate Organogram
Director
Contract
Operations
Sipho Afrika
Director Financial
Management
Craig Whittle
Director:
Infrastructure
Dave Hugo
COMMISSIONER TRANSPORT
FOR CAPE TOWN
MELISSA WHITEHEAD
CITY MANAGER
Director:
Asset Management
and Maintenace
Henry du Plessis
Commissioner:
Office
Management
Director
Network
Management
Peter Sole
Director
Regulations
Abdul Bassier
6.2 Financial Information
The financial tables below in terms of the draft capital and operating budgets for 2014/15
(extract for TCT) has been provided by Corporate Finance of which the City’s Budget will
only be finalised in May 2014. The 2012/13 capital expenditure for the old Transport, Roads
and Stormwater was 95%, which resulted in the City being able to achieve its 92.1%
expenditure. There has been a substantial restructuring to establish TCT but the financial
parameters have not changed that much other than the accountability shifting in some
instances. The aim is to ensure that the same achievements will be made for the ensuing
financial years.
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20
Infrastructure
Infrastructure
Infrastructure
Infrastructure
Transport for Cape Town
Transport for Cape Town
Infrastructure
Transport for Cape Town
Transport for Cape Town
Infrastructure
Transport for Cape Town
Transport for Cape Town
Infrastructure
Infrastructure
Transport for Cape Town
Transport for Cape Town
Infrastructure
Infrastructure
Transport for Cape Town
Infrastructure
Transport for Cape Town
Transport for Cape Town
Infrastructure
Infrastructure
Transport for Cape Town
Transport for Cape Town
Financial Management
Infrastructure
Transport for Cape Town
Transport for Cape Town
Financial Management
Financial Management
Transport for Cape Town
Financial Management
Transport for Cape Town
Financial Management
Transport for Cape Town
Contract Operations
Financial Management
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Contract Operations
Transport for Cape Town
Contract Operations
Transport for Cape Town
Contract Operations
Contract Operations
Transport for Cape Town
Contract Operations
Contract Operations
Transport for Cape Town
Transport for Cape Town
Contract Operations
Transport for Cape Town
Transport for Cape Town
Contract Operations
Contract Operations
Contract Operations
Transport for Cape Town
Transport for Cape Town
Commissioner TCT
Transport for Cape Town
Transport for Cape Town
Department
Municipal Vote/Capital
ProjectDirectorate
C16.00010-F1
C15.00030-F1
C13.10103-F3
C13.10102-F3
C13.10101-F3
C13.00028-F2
C13.00017-F2
C13.00016-F2
C11.10502-F3
C11.10501-F3
C10.10327-F3
C10.00126-F3
C09.00313-F3
C06.41752-F2
CPX.0002138-F1
C16.10311-F2
C16.10304-F1
C16.10302-F1
C15.10324-F1
C15.10312-F2
CPX.0003919-F1
CPX.0003901-F1
CPX.0002968-F1
C15.10122-F3
C15.01592-F1
C15.00035-F1
C13.10131-F3
C11.10553-F3
C11.10124-F3
C11.10123-F3
C07.01059-F2
C15.10021-F1
WBS Element
Public Transport Facilities
Rail related projects for central line
IRT: Ph 1B Koeberg-Century City
IRT: Phase 2 Express City to Mitch Plain
IRT: Ph 2A Wetton-Lansdowne Corr
Bellville:Public Transport Hub
Bayside Public Transport Interch: PTIG
Inner City:Public Transport Hub
IRT: Trunk Stations
IRT: Inner City Feeder Stops
IRT: West Coast Corridor
IRT:Depot Infrastructure:Inner City
Intergrated Bus Rapid Transit System
Lentegeur & Mandalay Station PTI’s:Dsg
Furniture, Tools & Equipment: Additional
Furniture, Tools & Equipment: Additional
TRS Contingency Provision - Insurance
TRS Contingency Provision - Insurance
TRS Contingency Provision - Insurance
Furniture, Tools & Equipment: Additional
MyConnect Ticketing in PT Facilities
IRT: Vehicle Acquisition
MyConnect Ticketing in PT Facilities
IRT: Vehicle Acquisition
PT information & branding
MyConnect Ticketing in PT Facilities
IRT: Acquisition of Rights
Khayelitsha CBD PTI
IRT: Fare Collection
IRT: Control Centre
Mitchell’s Plain Station TI
Furniture & Computers: Additional
WBS Element Description
43,121
0
1,000,000
110,785,040
25,183,200
149,599,970
6,300,000
4,500,000
10,400,000
3,813,300
40,000,000
5,000,000
10,000,000
32,000,000
12,650,000
0
0
0
0
200,000
500,000
0
0
0
302,338,850
4,500,000
2,500,000
50,000
500,000
122,614,644
27,606,444
14,500,000
Original
Budget
2014/15
0
4,000,000
0
5,000,000
0
416,540,321
2,000,000
7,000,000
30,000,000
0
0
0
0
0
2,000,000
0
500,000
0
200,000
0
0
2,500,000
42,892,584
0
0
0
0
4,000,000
4,000,000
133,411,360
11,455,735
8,000,000
Approved
Budget
2015/16
0
0
0
2,000,000
0
0
0
566,388,160
2,000,000
2,500,000
45,000,000
0
0
0
0
0
0
500,000
0
200,000
0
0
0
0
0
5,000,000
0
0
0
4,000,000
5,500,000
58,352,840
Approved
Budget
2016/17
DIRECTORATE TRANSPORT FOR CAPE TOWN - LIST OF CAPITAL PROGRAMMES AND PROJECTS AFFECTED BY ADJUSTMENTS BUDGET 29/01/2014
21
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Maintenance
Transport for Cape Town
Maintenance
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Infrastructure
Infrastructure
Infrastructure
Transport for Cape Town
Transport for Cape Town
Infrastructure
Transport for Cape Town
Transport for Cape Town
Infrastructure
Infrastructure
Transport for Cape Town
Transport for Cape Town
Department
Municipal Vote/Capital
ProjectDirectorate
C11.10552-F4
C11.10544-F3
C11.10541-F2
C11.10540-F2
C11.10539-F2
C11.10538-F1
C11.10537-F2
C11.10536-F2
C11.10311-F1
C09.91031-F1
C09.91030-F1
C09.00021-F1
C08.10325-F3
C08.10286-F1
C08.10285-F1
C08.10283-F1
C08.04407-F4
C07.01047-F2
C07.01047-F1
C07.00507-F2
C07.00500-F4
C07.00500-F1
C06.01149-F2
C05.01503-F1
C05.00981-F1
C05.00973-F2
CPX.0003806-F2
CPX.0003806-F1
CPX.0003111-F2
CPX.0003111-F1
CPX.0002376-F1
C16.00021-F1
WBS Element
Somerset West PTI
Nomzamo Public Transport Facility
Wynberg: Public Transport Hub
Nyanga Main Taxi Rank
Masiphumelele (Site 5) Taxi Rank
Samora Machel Taxi Rank Philippi
Retreat PTI
Dunoon Taxi Terminus
Green Point Promenade Upgrade
South Fork, Strand - roads & storm water
Croydon - Roads & Stormwater
Extension of Broadway Blvd : Broadlands
Pelican Park: Strandfontein Road Upgr
Widening: Lourensford Rd: MR9 Parel Vall
Dualling: Broadway Blvd:Beach Rd:MR27
Upgr: Gravel St’s: Mission Grounds, SLP
Vlakteplaas Bulk Roads & S/water
Construct of Roads: Dualling Plattekloof
Construct of Roads: Dualling Plattekloof
Buttskop Rd upgrading
Atlantis: Development of Corridor - M12
Atlantis: Development of Corridor - M12
Bulk Stormwater Table View North
Flood Alleviation - Lourens River
Construct Rds:Bottelary/R300
Construct Rds:De Villiers Rd
Metro South East Public Transport Facili
Metro South East Public Transport Facili
Bloekombos PTI: Upgrade
Bloekombos PTI: Upgrade
Rail related projects for central line
Rail related projects for central line
WBS Element Description
0
1,100,000
10,000,000
4,000,000
2,500,000
3,000,000
2,500,000
15,000,000
11,998,552
2,000,000
0
6,100,000
1,300,000
15,000,000
0
0
1,200,000
0
3,000,000
3,000,000
0
0
1,000,000
2,000,000
1,600,000
1,000,000
10,000,000
10,000,000
2,000,000
300,000
2,000,000
3,000,000
5,000,000
2,000,000
5,000,000
4,000,000
13,000,000
11,000,000
2,000,000
150,000
0
0
50,000,000
300,000
600,000
1,200,000
2,000,000
0
4,430,000
500,000
3,000,000
0
0
6,000,000
1,000,000
0
50,000,000
2,000,000
0
2,800,000
0
0
10,000,000
0
5,000,000
15,000,000
0
0
8,000,000
0
2,000,000
1,350,000
0
0
0
1,500,000
7,500,000
1,200,000
10,000,000
0
0
2,500,000
0
0
0
6,000,000
1,000,000
0
50,000,000
2,000,000
0
0
3,000,000
Approved
Approved
Budget
Budget
2015/16
2016/17
0
500,000
200,000
Original
Budget
2014/15
DIRECTORATE TRANSPORT FOR CAPE TOWN - LIST OF CAPITAL PROGRAMMES AND PROJECTS AFFECTED BY ADJUSTMENTS BUDGET 29/01/2014
22
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Department
Municipal Vote/Capital
ProjectDirectorate
C15.10310-F1
C15.10309-F1
C15.10308-F1
C15.10307-F1
C15.10306-F1
C15.01594-F1
C15.01593-F1
C15.00031-F1
C15.00024-F1
C14.10359-F1
C14.10330-F2
C14.10324-F2
C14.10324-F1
C14.10323-F3
C14.10323-F2
C14.10323-F1
C14.10318-F2
C14.01601-F1
C14.00006-F1
C14.00005-F1
C13.10536-F2
C13.10536-F1
C13.10523-F1
C13.10518-F1
C13.10329-F1
C13.10313-F2
C13.10313-F1
C13.01592-F1
C13.00054-F2
C13.00053-F2
C13.00015-F2
C12.10311-F1
WBS Element
Property Acquisition
Upgrading: HO, Depot & District Bldgs
Pedestrianisation - Low Income Areas
Roads & Stormwater Rehabilitation
Bulk Roads & Stormwater Housing Project
PT Electr Access Control & Technology
Prov of PT shelters,embayments & signage
Transport: PTI Upgrades
Transport facilities upgrades
Nomzamo Bridge, Publc Transprt interchng
Plant, tools and equipment: Replacement
Sir Lowry’s Pass Village Road Upgrade
Sir Lowry’s Pass Village Road Upgrade
Sir Lowry’s Pass River Upgrade
Sir Lowry’s Pass River Upgrade
Sir Lowry’s Pass River Upgrade
NMT Network & Universal Access:PTIS
Public Transport Systems management proj
Macassar PTI
Durbanville CBD PTI
Saxdown Road - S West Construction
Saxdown Road - S West Construction
Kuyasa Libry Precinct:Walter Sisulu Road
Construct:Broadway Blvd, Nomzamo/Lwandle
Durban Road Corridor Modderdam Road ext
Main Roads: Northern Corridor
Main Roads: Northern Corridor
USDG: Scottsdene Regional Taxi Rank
Nolungile (Site C) PTI
Makhaza Bus Terminal
Rail based Park & Ride Facilities
Macasssar Housing: Roads & SW
WBS Element Description
10,000,000
1,000,000
900,000
20,000,000
129,000,000
35,000,000
5,000,000
10,000,000
150,000
50,000
0
1,000,000
9,000,000
4,000,000
2,092,410
0
0
80,000,000
43,000,000
2,000,000
200,000
1,000,000
1,000,000
4,000,000
6,000,000
500,000
9,000,000
17,500,000
5,000,000
15,000,000
0
0
0
0
0
0
0
0
0
1,646,873
0
0
0
10,000,000
0
77,000,000
0
15,000,000
2,500,000
1,000,000
0
0
0
0
1,000,000
9,000,000
6,500,000
2,000,000
15,000,000
10,000,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
15,000,000
100,000
87,000,000
0
15,000,000
5,000,000
1,000,000
0
0
0
0
0
1,000,000
1,000,000
0
15,000,000
2,500,000
Approved
Approved
Budget
Budget
2015/16
2016/17
0
5,000,000
40,000,000
Original
Budget
2014/15
DIRECTORATE TRANSPORT FOR CAPE TOWN - LIST OF CAPITAL PROGRAMMES AND PROJECTS AFFECTED BY ADJUSTMENTS BUDGET 29/01/2014
23
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Maintenance
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Transport for Cape Town
Transport for Cape Town
Department
Municipal Vote/Capital
ProjectDirectorate
C16.10321-F1
C16.10320-F1
C16.10319-F1
C16.10318-F1
C16.10317-F2
C16.10316-F1
C16.10315-F1
C16.10314-F1
C16.10310-F1
C16.10309-F1
C16.10308-F1
C16.10307-F2
C16.10306-F1
C16.10305-F1
C16.10303-F1
C16.00022-F1
C16.00019-F1
C16.00018-F1
C16.00014-F1
C15.10328-F1
C15.10327-F1
C15.10326-F1
C15.10322-F1
C15.10319-F1
C15.10318-F1
C15.10317-F1
C15.10316-F1
C15.10315-F1
C15.10314-F1
C15.10313-F2
C15.10311-F1
WBS Element
IM: Construct Road Structures
Unmade Roads: Residential
IM: Reconstruct Roads Metro
Rehabilitation - Minor Roads
IM:Rehab of Proclaimed Main Roads
Bulk Roads & Stormwater Housing Project
Roads & Stormwater Rehabilitation
Property Acquisition
Pedestrianisation - Low Income Areas
Plant, Tools and Equipment: Additional
Upgrading: HO, Depot & District Bldgs
NMT Network & Universal Access
IM:Rehabilitation Coastal Structures
Traffic Calming City Wide
SW: Coastal Water Quality Control Struct
Transport: PTI Upgrades
PT information & branding
Prov of PT shelters,embayments & signage
Transport facilities upgrades
CSRM General Stormwater projects
Construct Roads Signs City wide
CSRM General Stormwater projects
SW: Coastal Water Quality Control Struct
IM:Rehabilitation Coastal Structures
Traffic Calming City Wide
IM: Construct Road Structures
Unmade Roads: Residential
IM: Reconstruct Roads Metro
Rehabilitation - Minor Roads
IM:Rehab of Proclaimed Main Roads
Plant, Tools and Equipment: Additional
WBS Element Description
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
6,000,000
500,000
0
1,000,000
8,500,000
1,600,000
3,000,000
3,000,000
27,996,371
1,000,000
5,000,000
0
0
0
0
0
0
0
0
0
3,000,000
4,000,000
24,973,092
1,000,000
5,000,000
50,000,000
96,000,000
2,000,000
30,000,000
600,000
700,000
80,000,000
14,000,000
1,600,000
1,000,000
150,000
2,000,000
5,000,000
50,000
0
0
6,000,000
Original
Approved
Budget
Budget
2014/15
2015/16
700,000
Approved
Budget
2016/17
DIRECTORATE TRANSPORT FOR CAPE TOWN - LIST OF CAPITAL PROGRAMMES AND PROJECTS AFFECTED BY ADJUSTMENTS BUDGET 29/01/2014
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
24
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Maintenance
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Department
Municipal Vote/Capital
ProjectDirectorate
CPX.0001774-F1
CPX.0001772-F1
CPX.0001771-F1
CPX.0001769-F1
CPX.0001767-F1
CPX.0001765-F1
CPX.0001763-F1
CPX.0001761-F1
CPX.0001759-F1
CPX.0001758-F1
CPX.0001754-F1
CPX.0001752-F1
CPX.0001750-F1
CPX.0001748-F1
CPX.0001746-F1
CPX.0001744-F1
CPX.0001742-F1
CPX.0001741-F1
CPX.0001738-F1
CPX.0001736-F1
CPX.0001734-F1
CPX.0001732-F1
CPX.0001719-F1
CPX.0001718-F1
CPX.0001714-F1
CPX.0001712-F1
CPX.0001700-F1
CPX.0001698-F1
CPX.0001696-F1
CPX.0001694-F1
C16.10323-F1
WBS Element
Traffic Calming - John Ramsey Avenue
Upgrade Sidewalks - Bishop Lavis
4 Speed Humps in Turflyn Walk H/Park
6 Speed humps in Lynburg Rd H/Park
R/Intersection Trematon & Station Rd
2 Speedhumps Voorspoed & Welby Inter
Upgrade Sidewalks Ward 17
1 Speedhump Sunnyside Rd Crawford
2 Speedhumps Albert Rd Lansdowne
Upgrade of roads in Ward 73
2 Speedhumps Crawford Rd
Kerb inlays in Ward 73
Tarring of Sidewalks in Ward 12
Upgrading of Sidewalks in Ward 22
Traffic Calming in Ward 10
Hardening of Lanes in Ward 10
Tarring of Sidewalks in Greenlands
Tarring of sidewalk 0pp Athlone Stadium
Upgrade of steps and sidewalks Ward 54
Mount Road carriage way crossing
Upgrade of roads in Ward 59
Upgrade of roads in Ward 72
Upgrade of roads in Ward 58
Upgrade of roads in Ward 62
Construct embayment in ward 68
Upgrade of road infrastructure ward 68
Fencing of Jacqueline/Tierberg Road
Traffic Calming in Ward 2
Building sidewalks, ward 83
Traffic Calming Ward 1
Construct Roads Signs City wide
WBS Element Description
90,000
100,000
50,000
80,000
120,000
160,000
40,000
60,000
20,000
40,000
80,000
40,000
100,000
100,000
130,000
75,000
100,000
80,000
25,000
160,000
10,000
245,000
140,000
200,000
190,000
150,000
150,000
60,000
140,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Approved
Approved
Budget
Budget
2015/16
2016/17
0
500,000
200,000
Original
Budget
2014/15
DIRECTORATE TRANSPORT FOR CAPE TOWN - LIST OF CAPITAL PROGRAMMES AND PROJECTS AFFECTED BY ADJUSTMENTS BUDGET 29/01/2014
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
25
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Transport for Cape Town
Transport for Cape Town
Department
Municipal Vote/Capital
ProjectDirectorate
CPX.0001897-F1
CPX.0001890-F1
CPX.0001887-F1
CPX.0001884-F1
CPX.0001882-F1
CPX.0001870-F1
CPX.0001864-F1
CPX.0001860-F1
CPX.0001855-F1
CPX.0001853-F1
CPX.0001838-F1
CPX.0001836-F1
CPX.0001833-F1
CPX.0001831-F1
CPX.0001829-F1
CPX.0001827-F1
CPX.0001825-F1
CPX.0001823-F1
CPX.0001811-F1
CPX.0001808-F1
CPX.0001806-F1
CPX.0001804-F1
CPX.0001802-F1
CPX.0001800-F1
CPX.0001798-F1
CPX.0001796-F1
CPX.0001794-F1
CPX.0001792-F1
CPX.0001783-F1
CPX.0001780-F1
CPX.0001778-F1
CPX.0001776-F1
WBS Element
Traffic calming Measures- Ward 28
Speed calming, ward 100
Construction of Sidewalks in Ward 100
Raised intersection in Rusthof Street
Sidewalk in Michael Street, Nomzamo
Tarred walkway, Lonja and Tyawe St
Speed calming, Lonja Street
Sidewalk, Simon Street, Nomzamo
Canalisation of Solly’s Town canal
Speed calming, ward 84
Roads in Garden Village
Kerbs, Andries Pretorius and Caledon St
Fencing along Frans Conradie Road
Traffic Calming: Ward 6
Ward 105: Traffic Calming
Ward 103: Traffic Calming
Ward 103: Sidewalk Construction
Traffic Calming: Hout Street, Kftn
Ward 101: Traffic Calming
New footpaths in Van Riebeeckshof Road
New pavement: Kommissaris St. Welgemoed
Albert Road Hout Bay-3 speed humps
Upgrade of Sidewalks within Ward 14
Implement Traffic Calming Ward 11
Upgrade of Sidewalks within Ward 11
Implement Traffic Calming Ward 17
Curb stone pavement Dummer Street
Traffic Calming: Baronetcy Boulevard
Tarring of Sidewalks within Ward 19
Traffic Calming: Dissel Road Bonteheuwel
Upgrade of Sidewalks Ward 31
Upgrade of Sidewalks Nooitgedacht Flats
WBS Element Description
20,000
120,000
50,000
150,000
100,000
60,000
70,000
30,000
100,000
200,000
100,000
74,000
40,000
150,000
100,000
40,000
90,000
126,000
40,000
100,000
100,000
100,000
60,000
100,000
100,000
140,000
105,000
40,000
50,000
100,000
35,000
280,000
Original
Budget
2014/15
Approved
Budget
2015/16
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Approved
Budget
2016/17
DIRECTORATE TRANSPORT FOR CAPE TOWN - LIST OF CAPITAL PROGRAMMES AND PROJECTS AFFECTED BY ADJUSTMENTS BUDGET 29/01/2014
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
26
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Transport for Cape Town
Transport for Cape Town
Department
Municipal Vote/Capital
ProjectDirectorate
CPX.0001999-F1
CPX.0001997-F1
CPX.0001995-F1
CPX.0001991-F1
CPX.0001989-F1
CPX.0001987-F1
CPX.0001985-F1
CPX.0001981-F1
CPX.0001978-F1
CPX.0001976-F1
CPX.0001973-F1
CPX.0001969-F1
CPX.0001964-F1
CPX.0001961-F1
CPX.0001958-F1
CPX.0001953-F1
CPX.0001949-F1
CPX.0001945-F1
CPX.0001941-F1
CPX.0001937-F1
CPX.0001934-F1
CPX.0001930-F1
CPX.0001928-F1
CPX.0001926-F1
CPX.0001924-F1
CPX.0001921-F1
CPX.0001919-F1
CPX.0001910-F1
CPX.0001904-F1
CPX.0001902-F1
CPX.0001900-F1
WBS Element
Planning/Implementation of Pathways
Installation of Traffic Calming:Ward 111
Upgrade of Sidewalk: Petunia Street
Sidewalks in Zwelitsha in Ward 95
Traffic calming measures in Ward 97
Traffic Calming Measures Ward 82
Traffic Calming Measures:Ward 81
Traffic Calming Measures:Ward 78
Side Walks in Ward 99
Traffic Calming Measures in Ward 99
Construction of Speedhumps in Ward 94
Side Walks in Ward 94
Traffic Calming in Ward 93
Traffic Calming within Ward 88
Traffic Calming Ward 76
Sidewalks - Ward 75
Traffic Calming - Ward 75
Traffic Calming Measures in Ward 80
Upgrade Rds & S/Water Infrastructure
Traffic Calming in Ward 49
Traffic Calming in Ward 44
Upgrade of Sidewalks ward 42
Upgrade of road infrastructure ward 110
Construction: kerb & channell/sidewalks
Traffic calming in ward 66
Upgrading entrace S/Stroomstrand Beach
T/C Bay Beach Av/Ocean Way
Traffic calming in ward 65
Placing Street Name Kerbs
Tarring of pavements
Traffic Calming Measures Ward 30
WBS Element Description
80,000
100,000
250,000
250,000
55,000
80,000
180,000
170,000
100,000
60,000
220,000
500,000
60,000
150,000
100,000
200,000
150,000
40,000
650,000
200,000
100,000
200,000
270,000
200,000
60,000
150,000
120,000
75,000
600,000
30,000
Original
Approved
Budget
Budget
2014/15
2015/16
100,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Approved
Budget
2016/17
DIRECTORATE TRANSPORT FOR CAPE TOWN - LIST OF CAPITAL PROGRAMMES AND PROJECTS AFFECTED BY ADJUSTMENTS BUDGET 29/01/2014
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
27
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Maintenance
Maintenance
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Transport for Cape Town
Transport for Cape Town
Department
Municipal Vote/Capital
ProjectDirectorate
CPX.0002315-F1
CPX.0002248-F1
CPX.0002246-F1
CPX.0002244-F1
CPX.0002242-F1
CPX.0002240-F1
CPX.0002238-F1
CPX.0002236-F1
CPX.0002234-F1
CPX.0002232-F1
CPX.0002220-F1
CPX.0002218-F2
CPX.0002210-F1
CPX.0002208-F1
CPX.0002206-F1
CPX.0002161-F1
CPX.0002140-F1
CPX.0002103-F1
CPX.0002101-F1
CPX.0002099-F1
CPX.0002097-F1
CPX.0002094-F1
CPX.0002092-F1
CPX.0002080-F1
CPX.0002078-F1
CPX.0002076-F1
CPX.0002074-F1
CPX.0002072-F1
CPX.0002025-F1
CPX.0002023-F1
CPX.0002020-F1
CPX.0002018-F1
WBS Element
Roads & Stormwater Rehabilitation
Plant, Tools and Equipment: Additional
Rehabilitation - Minor Roads
Property Acquisition
SW: Coastal Water Quality Control Struct
Traffic Calming City Wide
Unmade Roads: Residential
Upgrading: HO, Depot & District Bldgs
CSRM General Stormwater projects
Construct Roads Signs City wide
Bulk Roads & Stormwater Housing Project
IM:Rehab of Proclaimed Main Roads
IM: Construct Road Structures
IM: Reconstruct Roads Metro
NMT Network & Universal Access:PTIS
CSRM General Stormwater projects
IM:Rehabilitation Coastal Structures:EFF
Install Embayments: Valentyn Rd Tijerhof
Traffic Calming: W53
Erect Fencing: Albatross
Upgrade Entrance to TRUP
Traffic Calming: W57
Construct Sidewalks
Sidewalks in Makhaza
Sidewalks in Ward 16
Speed calming in Ward 15
Sidewalks in Firgrove
Sidewalks in Ward 15
Resurfacing roads in Coral Place Flats
T/C Measures Hoop Crescent, Atlantis
Speedhumps in Ward 87
Speedhumps in Ward 18
WBS Element Description
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1,000,000
0
50,000
61,652
35,000
70,000
60,000
185,000
50,000
150,000
90,000
20,000
75,000
120,000
60,000
70,000
Original
Approved
Budget
Budget
2014/15
2015/16
100,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
138,000,000
600,000
1,000,000
2,000,000
1,000,000
1,600,000
4,000,000
700,000
5,000,000
500,000
50,000,000
5,000,000
3,000,000
24,573,092
80,000,000
0
10,000,000
Approved
Budget
2016/17
DIRECTORATE TRANSPORT FOR CAPE TOWN - LIST OF CAPITAL PROGRAMMES AND PROJECTS AFFECTED BY ADJUSTMENTS BUDGET 29/01/2014
28
CPX.0002420-F1
Network Management
Network Management
Transport for Cape Town
Transport for Cape Town
Network Management
Transport for Cape Town
Network Management
Network Management
Transport for Cape Town
Network Management
Network Management
Transport for Cape Town
Transport for Cape Town
Network Management
Transport for Cape Town
Transport for Cape Town
Maintenance
Network Management
Transport for Cape Town
Transport for Cape Town
Maintenance
Transport for Cape Town
Maintenance
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Maintenance
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
CPX.0002358-F1
C16.00009-F1
C16.00002-F1
C16.00001-F1
C15.00033-F1
C15.00026-F1
C15.00011-F1
C15.00008-F1
C15.00007-F1
CPX.0004104-F1
CPX.0004103-F1
CPX.0004102-F1
CPX.0004053-F1
CPX.0004040-F1
CPX.0004037-F1
CPX.0004035-F1
CPX.0004033-F1
CPX.0004001-F1
CPX.0003949-F1
CPX.0003808-F1
CPX.0003803-F1
CPX.0003791-F1
CPX.0003789-F1
CPX.0003787-F1
CPX.0003772-F1
CPX.0002997-F1
CPX.0002978-F1
CPX.0002975-F1
CPX.0002912-F1
CPX.0002360-F1
CPX.0002395-F1
Maintenance
Maintenance
Transport for Cape Town
Transport for Cape Town
WBS Element
Department
Municipal Vote/Capital
ProjectDirectorate
Transport Systems Management Projects
Transport Systems Management Projects
Traffic Signal and system upgrade
Transport Active Network Systems
Traffic Safety Bureau - Projects
Freeway Management System
Transport Systems Management Projects
Traffic Signal and system upgrade
Transport Active Network Systems
Acquisition Vehicles & Plant Additiona
Acquisition Vehicles & Plant Additional
Acquisition Vehicles & Plant Add
Transport Infrastruct - poverty hotspots
Bottelary Area Main Roads
Construction of sidewalks in ward 96
Sidewalks: Lwandle, Ward 86
Traffic Calming: Beach Rd Melkbosstrand
Traffic Calming in Ward 48
District Six: Bulk Roads & Stormwater
Rail based Park & Ride Facilities
Rail based Park & Ride Facilities
Nonqubela PTI
Parow PTI
Vrygrond PTF
Glencairn Rail & Road Stabilisation
Prov of PT shelters,embayments & signage
Transport: PTI Upgrades
Pedestrianisation - Low Income Areas
Plant, Tools and Equipment
Kommetjie Road Upgrade
PT Information & Branding
Transport facilities upgrades
WBS Element Description
0
0
0
0
0
0
1,100,000
1,000,000
1,900,000
1,200,000
1,500,000
0
0
1,500,000
20,000,000
9,000,000
400,000
141,000
40,000
80,000
0
0
0
0
0
0
3,000,000
0
0
0
0
1,000,000
Original
Budget
2014/15
0
0
1,900,000
1,200,000
1,500,000
0
0
0
0
0
0
2,500,000
0
0
3,500,000
0
0
0
0
0
0
20,000,000
1,000,000
200,000
200,000
5,000,000
0
0
0
440,000
2,000,000
0
0
0
0
0
0
0
0
2,500,000
0
0
0
0
0
0
0
0
5,600,000
30,000,000
0
5,000,000
4,800,000
4,800,000
2,000,000
10,000,000
150,000
30,000,000
0
1,000,000
5,000,000
Approved
Budget
2016/17
0
50,000
4,000,000
Approved
Budget
2015/16
DIRECTORATE TRANSPORT FOR CAPE TOWN - LIST OF CAPITAL PROGRAMMES AND PROJECTS AFFECTED BY ADJUSTMENTS BUDGET 29/01/2014
29
Network Management
TCT Performance &
Coordination
TCT Performance &
Coordination
TCT Performance &
Coordination
TCT Performance &
Coordination
TCT Performance &
Coordination
TCT Performance &
Coordination
TCT Performance &
Coordination
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Transport for Cape Town
Network Management
Network Management
Transport for Cape Town
Transport for Cape Town
Department
Municipal Vote/Capital
ProjectDirectorate
Transport:Furn, Fittings, Tools & Equip
CPX.0002977-F1
Transport: Computer Equipment & software
Transport:Furn, Fittings, Tools & Equip
C16.00008-F1
CPX.0002981-F1
Transport: Computer Equipment & software
Transport Registry system
Transport:Furn, Fittings, Tools & Equip
Transport: Computer Equipment & software
Transport Management Centre Extension
Traffic Signal and system upgrade
Transport Active Network Systems
WBS Element Description
C16.00007-F1
C15.00032-F1
C15.00010-F1
C15.00009-F1
CPX.0003783-F1
CPX.0002374-F1
CPX.0002372-F1
WBS Element
0
0
0
0
0
0
1,000,000
750,000
500,000
40,000,000
Original
Budget
2014/15
0
0
0
750,000
1,000,000
0
0
0
1,000,000
750,000
0
0
0
0
0
5,000,000
1,200,000
Approved
Budget
2016/17
0
1,500,000
35,000,000
Approved
Budget
2015/16
DIRECTORATE TRANSPORT FOR CAPE TOWN - LIST OF CAPITAL PROGRAMMES AND PROJECTS AFFECTED BY ADJUSTMENTS BUDGET 29/01/2014
30
–
–
–
–
Service charges - electricity revenue
Service charges - water revenue
Service charges - sanitation revenue
Service charges - refuse revenue
–
24
819
Dividends received
Fines
Licences and permits
Total Operating Revenue (excluding capital
transfers and contributions)
71 040
462
16 667
Other revenue
Gains on disposal of PPE
37 504
Transfers recognised - operational
–
5
Interest earned - outstanding debtors
Agency services
3
172
Interest earned - external investments
Rental of facilities and equipment
15 383
–
Property rates - penalties & collection charges
Service charges - other
–
Property rates
171 577
289
22 509
109 454
–
1 513
216 866
250
13 358
158 855
–
1 227
15
–
–
23
2
3
46
43 109
–
–
–
–
–
–
Audited
Outcome
2012/13
4
1
63
37 721
–
–
–
–
–
–
Audited
Outcome
Audited
Outcome
R thousand
Operating Revenue By Source
2011/12
2010/11
Description
Budgeted Financial Performance (revenue and expenditure)
DIRECTORATE: TRANSPORT FOR CAPE TOWN
364 836
–
15 744
306 120
–
1 151
21
–
0
0
11
41 788
–
–
–
–
–
–
Original
Budget
363 066
–
15 744
304 351
–
1 151
21
–
0
0
11
41 788
–
–
–
–
–
–
Adjusted
Budget
2013/14
363 773
–
15 744
305 058
–
1 151
21
–
0
0
11
41 788
–
–
–
–
–
–
Full Year
Forecast
369 591
–
14 753
244 521
–
1 218
22
–
2
0
240
108 835
–
–
–
–
–
–
Budget
Year
2014/15
378 523
–
15 580
236 450
–
1 286
24
–
2
0
252
124 930
–
–
–
–
–
–
Budget
Year +1
2015/16
414 358
–
16 421
238 614
–
1 355
25
–
2
0
265
157 676
–
–
–
–
–
–
Budget
Year +2
2016/17
2014/15 Medium Term Revenue &
Expenditure Framework
31
Audited
Outcome
(1 097 239)
1 151 426
–
–
54 187
54 187
54 187
54 187
Audited
Outcome
343 110
–
–
157 425
–
–
47 512
308 040
–
156 824
16
1 012 927
(941 887)
595 331
28
–
(346 528)
(346 528)
(346 528)
(346 528)
723 893
R thousand
Operating Expenditure By Type
Employee related costs
Remuneration of councillors
Debt impairment
Depreciation & asset impairment
Finance charges
Bulk purchases
Other materials
Contracted services
Transfers and grants
Other expenditure
Loss on disposal of PPE
Total Operating Expenditure
Operating Surplus/(Deficit)
Transfers recognised - capital
Contributions recognised - capital
Contributed assets
Operating Surplus/(Deficit) after capital transfers &
contributions
Taxation
Operating Surplus/(Deficit) after taxation
Attributable to minorities
Operating Surplus/(Deficit) attributable to
municipality
Share of surplus/ (deficit) of associate
Operating Surplus/(Deficit) for the year
Capital Expenditure
1 280 796
405 702
–
–
192 048
–
–
49 701
451 992
–
169 320
53
1 268 816
2011/12
2010/11
Description
Budgeted Financial Performance (revenue and expenditure)
DIRECTORATE: TRANSPORT FOR CAPE TOWN
2 493 517
991 252
991 252
991 252
991 252
(1 348 445)
2 339 666
30
–
457 118
–
–
263 918
–
–
47 083
594 388
–
202 784
20
1 565 311
Audited
Outcome
2012/13
1 415 743
(239 478)
(239 478)
(239 478)
(239 478)
(1 531 301)
1 289 673
2 150
–
532 192
–
–
401 017
–
–
48 466
729 597
–
184 864
–
1 896 136
Original
Budget
1 612 231
(142 991)
(142 991)
(142 991)
(142 991)
(1 633 282)
1 488 571
1 720
–
544 530
–
–
472 045
–
–
45 966
725 108
–
208 700
–
1 996 348
Adjusted
Budget
2013/14
1 617 285
(137 937)
(137 937)
(137 937)
(137 937)
(1 633 282)
1 493 625
1 750
–
544 570
–
–
472 045
–
–
45 966
725 789
–
208 685
–
1 997 055
Full Year
Forecast
1 603 985
(387 299)
(387 299)
(387 299)
(387 299)
(1 863 031)
1 463 632
12 100
–
1 406 390
(765 406)
(765 406)
(765 406)
(765 406)
(1 985 053)
1 169 647
50 000
–
1 399 414
(843 841)
(843 841)
(843 841)
(843 841)
(2 060 682)
1 166 841
50 000
–
2014/15 Medium Term Revenue &
Expenditure Framework
Budget
Budget
Budget
Year
Year +1
Year +2
2014/15
2015/16
2016/17
576 190
626 557
679 188
–
–
–
–
–
–
572 188
612 241
645 098
–
–
–
–
–
–
50 670
54 968
59 523
816 892
857 527
882 187
–
–
–
216 682
212 283
209 044
–
–
–
2 232 622
2 363 576
2 475 039
6.3 Major Features of Expenditure
TCT, when it comes to the expenditure on its budget has some distinguishing features
that need to be highlighted:
• The majority of the capital funding for TCT is sourced from grant funding, with
the focus being on PTIG, PTNOG, USDG and CMTF funding sources. The focus of
expenditure is on the rollout of the MyCiti services, the rehabilitation of concrete
roads in disadvantaged communities, and the compilation, the provision of Diala-Ride services to persons with disability and the review of the Comprehensive
Integrated Transport Plan. For the past financial year TCT has been operating
in accordance with approved business plans as well as in terms of its assigned
budgetary allocations. Some of the constraints faced include:
• Numerous contractors and subcontractors have over the past year filed for
bankruptcy and this trend is unfortunately increasing. This is due to them being
impacted on by the recession as well as them undercutting their prices due to fierce
competition. This occurrence severely impacts on service delivery.
• There have been service delivery protests that have impacted on service delivery
as well as resulted in increased expenditure where the road and traffic signally
infrastructure has been damaged.
• Severe weather conditions and excessive rains have resulted in flooding as well as
the roads being damaged.
• There is major staff turnover in the transport industry. Due to the length of getting in
more personnel, service delivery is sometimes impacted. TCT also battles to attract
scarce resources and retain them.
• There is also a problem in achieving BBBEE targets in TCT, not for want of trying,
especially in relation to women and persons with disabilities.
• TCT is on the verge of receiving the two functions that are to be assigned to the City,
in terms of the National Land Transport Act, 2009. Once this takes place, there will be
a need to have an amendment to DORA and then for the amounts to be reflected
in the 2014/15 budget. Processes are currently underway to include the tariff for
operating licences. This function will be assigned to the City of Cape Town, under
the auspices of Transport for Cape Town, if not before the beginning of the 2014/15
financial year, very shortly after that so the tariff will have to be in place now.
• One of the major problems facing TCT is in relation to its Repairs and Maintenance
Budget and the EFF allocation for Road rehabilitation. There is always an over
expenditure due to the ever increasing problem and not enough resources.
Historically TCT has used slippages in the Vacancy budget to top up the R&M
Budget but this is no longer possible. TCT in the past financial year undertook a
study to determine the updated statistics of our category 4 and 5 roads (residential
roads). The study revealed that just to maintain the roads in their current state and
to repair the roads that are now in a very poor state, we would need R12 billion over
the next 15 years, which is on average R800 million per annum. (This excludes the
major arterials or economic roads that make the City of Cape Town economically
viable). At present the EFF allocation is around R125 million per annum – a far cry
from the need. TCT is in the process of trying to determine alternative sources
of revenue.
32
6.4 Narrative on Directorate Capital Programme
TCT did have a bad track record in relation to its expenditure percentages of its capital
budget. In the 2011/12 financial year this was slightly improved and in the 2012/13
financial year its capital budget was essentially doubled to R2.4 billion and it moved
from being the second worst in expenditure to the top spender, especially in relation
to the extent of its budget. The Directorate achieved a 95% expenditure of its capital
budget in 2012/13. Some of the reasons for this were:
• The methodology and system for determining and managing cash flows was
changed to be proactive rather than reactive. This helped as the project managers
could properly manage their projects.
• The rollover for the PTISG was approved at the outset of the 2012/13 financial
year which resulted in the project flows being smoother and with the expenditure
being able to increase as the contract awards were earlier in the financial year.
Further the 3 year budget allocation for the PTISG was secured as a baseline which
enabled more security in awarding multiple year contracts.
• Lastly, new reporting mechanisms were put in place that allowed for early warning
mechanisms to kick in. This process needs refinement but is working in a rudimentary
form.
7. RISK ASSESSMENT
Management, with the assistance of the Integrated Risk Management (IRM)
Department, has applied their minds and due care taken to ensure that risks which
could impact on them not achieving the Directorate’s objectives are identified,
addressed and managed on a day to day basis in accordance with the City’s
approved IRM Policy and IRM Framework.
Risk Registers are utilised as a management tool in order to manage all risks of the
Directorate. The risks identified and rated, equal or above the Council approved rating
(appetite) will be reported to the Executive Management Team (EMT), as well as to the
relevant Mayoral Committee member on a six monthly basis.
A new, more proactive risk assessment plan for TCT and its eight departments is on the
verge of being finalised.
7.1 Revenue Risks
• There is always a risk when it comes to a public transport system that there is a
drop in revenue. This could be in the form of a strike or a disaster or due to delays
in the approval of operating licences. The latter was realised at the end of 2012
when there were objections and a 3 month delay in the Provincial Regulatory Entity
awarding licences. There was also a 4 week national strike in the transport industry
resulting in a drop in revenue.
• A further risk is a delay in rollout. All of the internal factors have been mitigated but
there was an 8 week strike in the vehicle manufacturing industry which has delayed
the delivery of buses.
33
8. OBJECTIVES AND INDICATORS OF THE TCT SDBIP
The objectives and indicators of the Directorate are detailed in the attached
Service Delivery and Budget Implementation Plan (SDBIP). The draft SDBIP was
workshopped with the Portfolio Committee on 13 February 2014 with the view to inform
the Committee about the process and to obtain input. The draft SDBIP and draft
Budget was submitted to the February Council Meeting before it would go for Public
Participation.
It must be highlighted that this is the first Integrated SDBIP of its kind for the Directorate
which is supported by the IDP Department who was also involved during the process
to verify and check that this Executive Directorate Summary and the final SDBIP is
compliant before the Executive Mayor will sign off on these documents.
9.AUTHORISATION
The undersigned do hereby indicate their agreement with the contents of this
document and the outcomes.
Name
Commissioner:
Transport for Cape Town
Melissa Whitehead
Transport for Cape Town:
Mayco Member
Brett Herron
Chairperson:
Transport for Cape Town
Portfolio Committee
Theresa Thompson
Signature
10.APPENDICES:
Annexure A: 2014/2015 TCT SDBIP
34
Date
35
SFA 1
(The Opportunity City)
SFA 1
(The Opportunity City)
Pillar
&
Corporate
Objective No.
All Nine CITP
Objectives
1. An
efficient
and viable
relationship
between
land use,
supporting
infrastructure
and transport for the
sustainable
development of the
City region
1.2
&
1.4
TCT Directorate Objective
1,4
ALIGNMENT TO IDP
Continually
review and
update the
CITP for the
furtherance
of City’s
Transport
Vision of 1
and TCT’s
nine Objectives, as well
as ensuring
that the CITP
is within the
National and
Provincial
strategic
directives
(National
Development Plan,
PLTF, etc.)
Develop
a freight
management
strategy
New
New
Review and
update the
ComprehenNew
sive Integrated
Transport Plan
Development
of a parking
management
tender and
Network
the concluManagesion of the
ment (Peter
procurement
Sole)
of contractors
to manage
the parking
system
Planning
(Maddie
Mazaza)
Planning
(Maddie
Mazaza)
New
CITP & IPTN
TCT Constitution Bylaw,
7208, 2013
Manage the
roll out of the
CommisTCT long-term
sioner: TCT
TCT Long
strategy and
Term Strategy (Melissa
institutionise
Whitehead)
the TCT ByLaws
Key Performance Area
Program
Indicator (to
include unit of
measure)
Program
Lead Department
TCT Functional Baseline*
Note: * Baseline based
Baseline
on legal
(2012/2013) documents
applicable
to TCT to
provide
direction
TRANSPORT FOR CAPE TOWN DIRECTORATE FINAL 2014/15 SDBIP
A
A,B,C,D
TCT Strategy
B
1.2 (b) Maintenance of
infrastructure A
1.2 ( c)
Investment in
Infrastructure
1.4(a): Public
Transport
Programme
1.4: Ensure
mobility
through the
implementation of an
effective
public transport system
Program /
Statutory or
Strategic
Plan
Finalise the
5 Year Action Plans
Data Collection and
Verification
Review of
CITP 2014/15
process
commenced
Develop
and implement a
reporting
mechanism
for PC
Commence SCM tender
with SCM
process
processes
concluded
Completed
Freight Man- Conclusion
agement
of Phase 1
Strategy
of the FMS
Phase 1 & 2
Parking
Management
Contracts
concluded
Q2
Q3
Q4
N/A
(If possible)
CAPEX
Budget
System
testing to
ensure
compliance
of preferred
tenderers
with the
specifications of the
tender
Phase 2
Action Plans
and Interventions
Developed
Parking
Management
Contracts
concluded
N/A
Stakeholder
Consultation
N/A
and Finalise
FMS
Review of
CITP 2014/15 Review of
submitted to CITP 2014/15 N/A
TCT Portfolio approved
Committee
TCT Long
Establish the
Term BusiMLTF Paramness Plan
eters
developed
Note: * TCT will be able to populate the quarterly targets once the actions plans have been rolled out.
Q1
CITP 2014/15
annual
CITP 2014/15
review proReviewed
cess plan
approved
TCT Long
Term Business Plan
developed
Annual
Target
30 June
2015
TARGETS*
36
Pillar
&
Corporate
Objective No.
ALIGNMENT TO IDP
TCT Directorate Objective
Development Charges Policy
Planning
(Maddie
Mazaza)
Transit
Orientated
Development (TOD)
New
New
The
completion of
the Integrated
Public
Transport
Network (IPTN)
Business Plan
Develop a
Transit Orientated Development (TOD)
Strategy and
key related
investment
programmes
and projects
Program
Indicator (to
include unit of
measure)
Asset Management &
Maintenance
(Henry Du
Plessis)
Make operational the
Development
New
Charges Policy
and Mechanism
Give effect to
the investment
potential of the
Financial
Development
ManageCharges Policy New
ment (Craig
and MechaWhittle)
nism for the
component
related to TCT
Planning
(Maddie
Mazaza)
Program
Lead Department
Finalise the
Integrated
Public Transport Network
(IPTN) and
develop IPTN
implementation mechanisms
Key Performance Area
TCT Functional Baseline*
Note: * Baseline based
Baseline
on legal
(2012/2013) documents
applicable
to TCT to
provide
direction
TRANSPORT FOR CAPE TOWN DIRECTORATE FINAL 2014/15 SDBIP
Program /
Statutory or
Strategic
Plan
A
B
C
C
TCT Strategy
Operationalise the
integrated
land use
response
The Investment
Strategy
for the Development
Charges
Policy finalised
TOD Comprehensive
Strategy
Q2
Q3
Q4
Policy
adoption
and implementation
Appoint
consultants in line
with SCM
processes
Finalisation and
approval
of TOD assumptions
Standardise
conditions
of approval
Action Development
Charges
related to
the financial
mechanism
under MLTF
Formulate the
Investment
Strategy
of the Development
Charges
Policy (MLTF
Criteria)
PTI and PTZ
Parameters
incorporated
TOD Business Plan
identifying
additional
investment
programmes
Annual
target
Development of
a TOD
Strategy
Framework
developed
Annual
target
(If possible)
CAPEX
Budget
Operationalise the
integrated
land use
response
Finalise the
Investment
Strategy
for the Development
Charges
Policy
TOD Comprehensive
Strategy
completed
N/A
N/A
N/A
TOD Comprehensive
IPTN Business
N/A
Plan and
Implementation Plan
completed
Note: * TCT will be able to populate the quarterly targets once the actions plans have been rolled out.
Q1
TOD Comprehensive
IPTN Business
Annual
Plan and
target
Implementation Plan
completed
Annual
Target
30 June
2015
TARGETS*
37
SFA 1
(The Opportunity City)
Pillar
&
Corporate
Objective No.
1.2
&
1.4
ALIGNMENT TO IDP
1. An
efficient
and viable
relationship
between
land use,
supporting
infrastructure
and transport for the
sustainable
development of the
City region
TCT Directorate Objective
Expedite
process of
releasing
abandoned road
schemes and
invest the
proceeds
into the
maintenance
and management
needs of TCT
Infrastructure
(Dave
Hugo)
Infrastructure
(Dave
Hugo)
Key Performance Area
Finalise the
business
model and
funding
mechanism
for the Sir
Lowry Pass
River upgrade project
and its implementation so
as to release
the adjoining
land
Program
Lead Department
New
Augmentation of the Sir
Lowry’s Pass
River System to
mitigate future
flooding and
New
to release land
for low-income
housing and
other development purposes
Undertake
a technical
review of 316
historical road
schemes
Program
Indicator (to
include unit of
measure)
CITP & IPTN
TCT Functional Baseline*
Note: * Baseline based
Baseline
on legal
(2012/2013) documents
applicable
to TCT to
provide
direction
TRANSPORT FOR CAPE TOWN DIRECTORATE FINAL 2014/15 SDBIP
B
TCT Strategy
1.4(a): Public
Transport
Programme
1.2 ( c)
Investment in A
Infrastructure
1.2 (b) Maintenance of
infrastructure
Program /
Statutory or
Strategic
Plan
Q2
Q3
Q4
Develop
process
plan for the
removal of
redundant road
schemes
Annual
target
Proceed
with the following key
deliverables:
1. EIA Process
Annual
2. Comtarget
mencement
of the Land
Acquisition
process
3.Appointment of
consultant
Annual
target
Verify and
update
project
database
(If possible)
CAPEX
Budget
Proceed
with the following key
deliverables:
1. EIA Process
2. ComR2m
mencement
of the Land
Acquisition
process
3.Appointment of
consultant
Undertake
technical
review and
catagorise
in those
schemes to N/A
be retained,
reviewed
and those
to be abandoned
Note: * TCT will be able to populate the quarterly targets once the actions plans have been rolled out.
Q1
Undertake
technical
review and
catagorise
in those
Resource
schemes to project ofbe retained, fice
reviewed
and those
to be abandoned
Annual
Target
30 June
2015
TARGETS*
38
SFA 1
(The Opportunity City)
Pillar
&
Corporate
Objective No.
1,4
ALIGNMENT TO IDP
2. Integrated,
intermodal,
interoperable, responsive and car
competitive public
transport for
the benefit
of the community
TCT Directorate Objective
Rollout of
the new
approved
Universal Access Policy
Contract
Operations (Sipho
Afrika)
Roll out of
Contracting
Authority Function
assignment
and integration with all
other vehicle
operator
contracts
across the
City
Contract
Operations (Sipho
Afrika)
Planning
(Maddie
Mazaza)
Program
Lead Department
Key Performance Area
New
Review and
Implement a
new Dial-aRide multidimensional
Program
New
Business Plan
and costing
for Universal
Access Policy
across the IPTN
Roll out of
Contracting Authority
Function assignment and
integration
with all other
vehicle operator contracts
across the City
Program
Indicator (to
include unit of
measure)
CITP & IPTN
TCT Functional Baseline*
Note: * Baseline based
Baseline
on legal
(2012/2013) documents
applicable
to TCT to
provide
direction
TRANSPORT FOR CAPE TOWN DIRECTORATE FINAL 2014/15 SDBIP
1.4 ( e) Intelligent transport systems
programme
1.4 (d) Travel
Demand
management programme
1.4 ( c) BRT
Programme
1.4 (b) Rail
service
improvement and
upgrade
programme
1.4 (a): Public Transport
Programme
Program /
Statutory or
Strategic
Plan
A
C
C
TCT Strategy
Operational
Plan for a
DAR Feeder
System to
MyCiti implemented
for:
1. DAR for
severely
disabled
and who
cannot
afford the
service
2. DAR for
the severely
disabled
and who
can afford
the service
(commercial
contract)
Costed
Business
Plan and
Implementation Plan
for Universal
Access
in Public
Transport
2. Restructured
(current)
Golden
Arrow Bus
Services
contract
1. Contract
Authority
Assignment
Contract
signed and
implemented
Annual
Target
30 June
2015
Q2
Q3
Q4
Development of a
eligibility
criteria for
the use of
DAR service
for serverely
disabled
who can
and cannot
afford the
service
Request for
Proposal for
commercial
contracts
(DAR for
the severely
disabled
and who
can and
cannot afford)
Annual
target
Contract
Authority structure
and new
positions
advertised
Tender
awarded
for DAR for
severely
disabled
and who
can and
cannot
afford the
service
Annual
target
New
positions
appointed
N/A Annual
target
Alignment
of IPTN
(If possible)
CAPEX
Budget
N/A
Implement
a new Diala-Ride multi- N/A
dimensional
Program
Costed
Business
Plan and
Implementation Plan
for Universal
Access
in Public
Transport
New ConPTOG and
tract negoti- Startup
ated
Budget
Note: * TCT will be able to populate the quarterly targets once the actions plans have been rolled out.
Q1
TARGETS*
39
SFA 1 (The
Opportunity
City)
SFA 3 (The
Caring City)
SFA 3 (The
Caring City)
SFA 1 (The
Opportunity
City)
Pillar
&
Corporate
Objective No.
1.4
&
3.2
1.4
&
3.2
ALIGNMENT TO IDP
Key Performance Area
Roll out of
the Municipal
Regulatory
Entity (MRE)
and Operating Licencing
(OLF) FuncRegulations
tions , the
(Abdul
related OperBassier)
ating Licence
Administrative System
(OLAS) and
registration
of all taxi associations
Establish a
fully functional Municipal
Regulations
(Abdul
Regulatory
Bassier)
Entity Committee and
Secretariat
TCT Directorate Objective
3. An
economically viable
transport
system by
balancing
service provision with
demand
and through
transparent
regulation
3. An
economically viable
transport
system by
balancing
service provision with
demand
and through
transparent
regulation
Program
Lead Department
TRANSPORT FOR CAPE TOWN DIRECTORATE FINAL 2014/15 SDBIP
Establish a
fully functional
Municipal
Regulatory
Entity Committee and
Secretariat
New
Functional
New
MRE under TCT
Program
Indicator (to
include unit of
measure)
CITP & IPTN
CITP & IPTN
TCT Functional Baseline*
Note: * Baseline based
Baseline
on legal
(2012/2013) documents
applicable
to TCT to
provide
direction
TCT Strategy
3.2 (d)
Integrated
Human
Settlement
programme
1.4 (d): Travel
A
demand
management programme
1.4 ( c) Bus
Rapid Transit
(BRT) Programme
1.4 (a): Public transport
programme
1.4 (a): Public transport
programme
1.4 ( c) Bus
Rapid Transit
(BRT) Programme
1.4 (d): Travel
demand
A
management programme
3.2 (d)
Integrated
Human
Settlement
programme
Program /
Statutory or
Strategic
Plan
A fully
functional
Municipal
Regulatory
Entity Committee and
Secretariat
Q2
Q3
Q4
Annual
target
(If possible)
CAPEX
Budget
Annual
target
Annual
target
A fully
functional
Municipal
Regulatory
Entity Committee and
Secretariat
Fully functional MRE
Startup costs
for MRE Assignment
Validation
and reissuing of all
Registration PT OperatCurrent reg- of all Taxi
ing Licences
istered route Associations (OLs) in City
verification, (TAs) and
of Cape
Startup costs
amendother PT
Town via
for MRE Asments, addi- operators
MRE SAP
signment
tions and re- on SAP as
Platform
numbering. business
as at 1 July
partners.
2015.
Note: * TCT will be able to populate the quarterly targets once the actions plans have been rolled out.
Q1
Develop all
statutory requirements
such as
decals,
rank tokens,
ID Cards,
etc taking
visually im2. Fully funcpaired into
tional MRE
account.
1. MRE
Assigment
Contract
and Agency
Agreement
signed and
operational.
Annual
Target
30 June
2015
TARGETS*
40
SFA 3 (The
Caring City)
SFA 1 (The
Opportunity
City)
SFA 3 (The
Caring City)
SFA 1 (The
Opportunity
City)
Pillar
&
Corporate
Objective No.
1.4
&
3.2
1.4
&
3.2
ALIGNMENT TO IDP
TCT Directorate Objective
Infrastructure
(Dave
Hugo)
Continue
the process
for the roll
out of the
ORIO funding
initiative, with
a focus on
developing
a workable
model for
revenue
generation
at and
maintenance
of public
transport
interchanges
Continued
roll out of the
IRT system in
an integrated manner
Contract
Operations
(Sipho
Afrika)
Infrastructure
(Dave
Hugo)
Develop,
consult and
implement
a socioRegulations
economic
(Abdul
solution for all
Bassier)
taxi operations (e.g. direct, partial,
indirect, etc.)
Program
Lead Department
Key Performance Area
Number of
passenger
journeys on
the MyCiti
public transport system
Roll out of
the Phase 1
milestones
3.1m
New
The implementation of
socio-economic model
New
for all affected
minibus taxi
operators
The rollout of
the ORIO fund- New
ing iniative
Program
Indicator (to
include unit of
measure)
TCT Functional Baseline*
Note: * Baseline based
Baseline
on legal
(2012/2013) documents
applicable
to TCT to
provide
direction
TRANSPORT FOR CAPE TOWN DIRECTORATE FINAL 2014/15 SDBIP
Program /
Statutory or
Strategic
Plan
A
A
D
D
TCT Strategy
Q2
Q3
Annual
target
Annual
target
1.8m
3.6m
5.6m
Coordination of
construction
of Imizamo
Yethu turnN/A around
facilty and
Hout Bay
staging
area
Annual
target
Coordination of
construction
of outstanding priority
N/A
measures,
outstanding
stops and
6 metre
feeder stops
Annual
target
Annual
target
8m
Q4
R10m
(If possible)
CAPEX
Budget
8m
N/A
Coordination of
construction
of outstanding priority
R58m
measures,
outstanding
stops and
6 metre
feeder stops
Finalisation and
implementation socioeconomic
N/A
model for
all affected
minibus taxi
operators
Completion
of project
plan for
implementation
Note: * TCT will be able to populate the quarterly targets once the actions plans have been rolled out.
Q1
Finalisation and
implementation socioAnnual
economic
target
model for
all affected
minibus taxi
operators
Completion
of project
plan for
implementation
Annual
Target
30 June
2015
TARGETS*
41
Pillar
&
Corporate
Objective No.
ALIGNMENT TO IDP
TCT Directorate Objective
Key Performance Area
New
New
Conceptual
design and
tender initiation for Phase
2
Infrastructure
(Dave
Hugo)
Complete the
construction
implementation of Phase
1B and N2
Express
Infrastructure
(Dave
Hugo)
Continued roll
out of industry
transition and
compensation
New
Program
Indicator (to
include unit of
measure)
Program
Lead Department
Regulations
(Abdul
Bassier)
TCT Functional Baseline*
Note: * Baseline based
Baseline
on legal
(2012/2013) documents
applicable
to TCT to
provide
direction
TRANSPORT FOR CAPE TOWN DIRECTORATE FINAL 2014/15 SDBIP
Program /
Statutory or
Strategic
Plan
A
A
A
TCT Strategy
Annual
target
Review
conceptual design
undertaken N/A by IPTN consultants and
finalised
Transition
of existing
public
transport
operations
to new IRT
roll out per
phase
Q2
Q3
Q4
Procurement of
professional
services
Annual
target
Annual
target
N/A Annual
target
Annual
target
(If possible)
CAPEX
Budget
R80m
Review
conceptual design
undertaken R149m
by IPTN consultants and
finalised
Transition
of existing
public
transport
operations
to new IRT
roll out per
phase
Co-ordination of
design and
construction:
1. Phase
1B stations
completed
2. N2 Express station
in Mitchells
R136m
Plain completed
3. N2 Express stops
in Mitchells
Plain completed
4. N2
Express in
Khayelitsha
completed
Note: * TCT will be able to populate the quarterly targets once the actions plans have been rolled out.
Q1
Co-ordination of
design and
construction:
1. Phase
1B stations
completed
2. N2 Express station
in Mitchells
Annual
Plain comtarget
pleted
3. N2 Express stops
in Mitchells
Plain completed
4. N2
Express in
Khayelitsha
completed
Annual
Target
30 June
2015
TARGETS*
42
SFA 1 (The
Opportunity
City)
Pillar
&
Corporate
Objective No.
1.2
&
1.4
ALIGNMENT TO IDP
4. Services
delivered
in an accountable,
investment
orientated
and performance
driven manner, ensuring
quality
and unified
standards
TCT Directorate Objective
Establishment of a
new investment driven
infrastructure
system
Specify,
establish and
make operational TCT’s
IS&T system
Key Performance Area
Program
Indicator (to
include unit of
measure)
New
Create and
populate
TCT’s App and
website
Develop
a new
Pavement
Management System
(PMS), Bridge
Management
System (BMS)
and Load
Management
System (LMS)
Performance &
Coordination
(Toni van
Niekerk)
Infrastructure
(Dave
Hugo)
New
Create and
roll out TCT’s
Transport
Development
Index (TDI)
Performance &
Coordination
(Toni van
Niekerk)
New
Specify, estabNetwork
lish and make
Manageoperational
New
ment (Peter
TCT’s IS&T
Sole)
system
Program
Lead Department
CITP & IPTN
TCT Functional Baseline*
Note: * Baseline based
Baseline
on legal
(2012/2013) documents
applicable
to TCT to
provide
direction
TRANSPORT FOR CAPE TOWN DIRECTORATE FINAL 2014/15 SDBIP
A
TCT Strategy
1.4 ( e): Intelligent transport system
programme
A
A
1.2 ( c):
Investment in D
infrastructure
Program /
Statutory or
Strategic
Plan
Q2
The development
and launch
of the official TCT
mobile app
(Phase 1)
Annual
target
Development of a
comprehensive road
Annual
network
target
asset management
strategy
TCT App:
Phase 2
completed
and TCT
Website
functional
TCT Transport Development
Index (TDI)
developed
Q3
Q4
Annual
target
TCT website
functional
Annual
target
Annual
target
Intitiate
of the TCT
App: Phase
2
Annual
target
1. Functional Municipal
Land Transport Fund
(MLTF) management
system.
2. Fully functional Performance
Management
System
(If possible)
CAPEX
Budget
R12m
(to be
sourced)
N/A
Development of a
comprehensive road
TBD
network
asset management
strategy
TCT App:
Phase 2
completed
and TCT
Website
functional
TCT Transport Development
Index (TDI)
developed
Commence
with the
rollout of
Integrated
R75m
Intelligent
Transport
System (IITS)
for TCT
Note: * TCT will be able to populate the quarterly targets once the actions plans have been rolled out.
Q1
1. Automated Fare
Collection
Commence
(AFC) and
with the
APTMS inteAppointrollout of
gration and
ment of
Integrated
Reporting
System DeIntelligent
veloper and on SAP
Transport
2. Fully
Integrator
System (IITS)
functional
for TCT
Operating
Licensing
function
Annual
Target
30 June
2015
TARGETS*
43
SFA 1 (The
Opportunity
City)
SFA 1 (The
Opportunity
City)
Pillar
&
Corporate
Objective No.
1.2
&
1.4
1.2
&
1.4
ALIGNMENT TO IDP
4. Services
delivered
in an accountable,
investment
orientated
and performance
driven manner, ensuring
quality
and unified
standards
4. Services
delivered
in an accountable,
investment
orientated
and performance
driven manner, ensuring
quality
and unified
standards
TCT Directorate Objective
To promote
a sustainable
environment
through the
efficient
utilisation of
resources.
Costed and
Established
TCT Training
Academy
Key Performance Area
Create and
maintain a
comprehensive register of
moveable assets, plant and
equipment
Investigate
and cost the
establishment
of a training
academy to
cater for all
the Functions
of TCT
Asset Management &
Maintenance
(Henry Du
Plessis)
Asset Management &
Maintenance
(Henry Du
Plessis)
Performance &
Coordination
(Toni van
Niekerk)
Planning
(Maddie
Mazaza)
Create and
manage a
comprehensive new asset
management
register for
all road,
stormwater
and public
transport infrastructure
Percentage
of Inland
recreational
waterbody
sampling sites
complying
with Department of Water
Affairs guideline.
83%
Percentage of
Coastal recreational bathing beach
sampling sites
complying
75%
with Department of
Environmental
Affairs guidelines.
New
CITP & IPTN
CITP & IPTN
New
Program
Indicator (to
include unit of
measure)
Program
Lead Department
New
TCT Functional Baseline*
Note: * Baseline based
Baseline
on legal
(2012/2013) documents
applicable
to TCT to
provide
direction
TRANSPORT FOR CAPE TOWN DIRECTORATE FINAL 2014/15 SDBIP
A
TCT Strategy
A
1.4 ( e): Intelligent transport system
programme
1.3 (a):
Sustainable
utilisation of
scarce resources such
as water and
energy
A
1.2 ( c):
Investment in
infrastructure A
1.4 ( e): Intelligent transport system
programme
1.3 (a):
Sustainable
utilisation of
scarce resources such
as water and A
energy
1.2 ( c):
Investment in
infrastructure
Program /
Statutory or
Strategic
Plan
83%
75%
Finalisation of the
implementation plan
for the establishment
of a Training
Academy
Register of
moveable
assets developed
Q2
Q3
Q4
Annual
target
Annual
target
Annual
target
Annual
target
Annual
target
Annual
target
Annual
target
Annual
target
Appoint
Consultants in line
with SCM
processes
Annual
target
Annual
target
Annual
target
Annual
target
The collection of
existing
information
(If possible)
CAPEX
Budget
83%
75%
Finalisation of the
implementation plan
for the establishment
of a Training
Academy
Register of
moveable
assets developed
N/A
N/A
N/A
N/A
A comprehensive new
asset management
register for
N/A
all road,
stormwater
and public
transport
developed.
Note: * TCT will be able to populate the quarterly targets once the actions plans have been rolled out.
Q1
A comprehensive new
asset management
register for
Call for
all road,
Proposals
stormwater
and public
transport
developed.
Annual
Target
30 June
2015
TARGETS*
44
Pillar
&
Corporate
Objective No.
ALIGNMENT TO IDP
TCT Directorate Objective
Monitoring,
Evaluating
and Reporting on the
delivery
of USDG
Compulsory
Services
Key Performance Area
New
3
60
Kilometres of
roads rehabilitated
Kilometres of
roads gravelled
Kilometres
of concrete
roads upgraded
Kilometres of
stormwater
drainage
installed
Number
of public
transport
interchanges
(incl IRT bus
stations, taxi
ranks, rail
stations) constructed
Number of
bus stops
(excl taxis)
constructed
Number of
Non-Motorised
10km
Transport km
constructed
Asset Management &
Maintenance
(Henry Du
Plessis)
Asset Management &
Maintenance
(Henry Du
Plessis)
Infrastructure
(Dave
Hugo)
Asset Management &
Maintenance
(Henry Du
Plessis)
Infrastructure
(Dave
Hugo)
Infrastructure
(Dave
Hugo)
Infrastructure
(Dave
Hugo)
New
New
14 km
Program
Indicator (to
include unit of
measure)
Program
Lead Department
TCT Functional Baseline*
Note: * Baseline based
Baseline
on legal
(2012/2013) documents
applicable
to TCT to
provide
direction
TRANSPORT FOR CAPE TOWN DIRECTORATE FINAL 2014/15 SDBIP
Program /
Statutory or
Strategic
Plan
A
A
A
A
A
A
A
TCT Strategy
10km
60
3
1 km
4 km
2 km
15 km
Annual
Target
30 June
2015
Q2
Q3
Q4
Annual
target
Annual
target
Annual
target
Annual
target
Annual
target
Annual
target
Annual
target
Annual
target
Annual
target
Annual
target
Annual
target
Annual
target
Annual
target
Annual
target
Annual
target
Annual
target
Annual
target
Annual
target
Annual
target
Annual
target
Annual
target
10km
60
3
1 km
4 km
2 km
15 km
Note: * TCT will be able to populate the quarterly targets once the actions plans have been rolled out.
Q1
TARGETS*
R110m
(part USDG
and PTIG)
R10m
R50m
TBD
R100m
N/A
R35m
(If possible)
CAPEX
Budget
45
1.2
&
1.4
Establish a
fully functional Municipal Land
Transport
Fund that
maximises
its funding
opportunities so as to
enhance service delivery
by TCT
5. A costed,
viable and
financially
accountable transport
management system
and network
through
exploiting
all potential
sources of
funding
Public
transport law
enforcement
for the City
Key Performance Area
TCT Directorate Objective
6. Consolidated and
improved
public
transport law
enforcement
SFA 1 (The
functions in
Opportunity
1.4,
the City so as
City)
2.3,
to facilitate
2.5
safety and
&
security on
3.2
SFA 2
the public
(The Safe City)
transport
network
and related
facilities for
the benefit
of all
SFA 1 (The
Opportunity
City)
Pillar
&
Corporate
Objective No.
ALIGNMENT TO IDP
Program
Indicator (to
include unit of
measure)
Consolidate
the parameters of public
transport law
enforcement
required in the
Network
City, delivery
Manageroles and
ment (Peter
responsibiliSole)
ties, financial
sources and
establish the
mechanisms
for such enforcement
New
1. Establish
Points of Sale
2. Close out
and Operational
Control Centre
Financial
Management
ManageNew
System
ment (Craig
3. Rollout of
Whittle)
the MyConnect across all
road-based
scheduled
public transport
Program
Lead Department
TCT BY-LAWS
& CITP
CITP & IPTN
TCT Functional Baseline*
Note: * Baseline based
on legal
Baseline
(2012/2013) documents
applicable
to TCT to
provide
direction
TRANSPORT FOR CAPE TOWN DIRECTORATE FINAL 2014/15 SDBIP
B
TCT Strategy
1.4 (d): Travel
demand
management programme
2.3 (a):
Improved
efficiency
through information and
technologydriven polic- A
ing
2.5: Improve
safety and
security
through partnerships
3.2 (d):
Integrated
Human
Settlement
Programme
1.4 (f): Institutional Reform
Programme
1.4 ( c): BRT
Programme
1.2 ( c):
Investment in
infrastructure
Program /
Statutory or
Strategic
Plan
Q2
Q3
Q4
Annual
target
Establishment of
a Task
Team and
meetings
convened
to facilitate
public transport law
enforcement within
the City
Annual
target
Appoint
Service
Provider to
assist with
the development of a
PTLE model
Annual
target
R100m
(If possible)
CAPEX
Budget
Develop a
Public Transport Law
EnforceN/A
ment (PTLE)
model for
TCT
1. Twelve
(12) Card
Vending
Machines
2. Operational Control Centre
Management
System implemented
and commissioned
3. Full Phase
1A rollout
completed
Note: * TCT will be able to populate the quarterly targets once the actions plans have been rolled out.
Q1
Develop
a Service
Level
Develop a
Agreement
Public Trans(SLA) beport Law
tween TCT
Enforceand Safety
ment (PTLE)
& Security to
model for
establish a
TCT
Task Team in
terms of the
NLTA
1. Twelve
(12) Card
Vending
Machines
2. Operational Control Centre
Management
System implemented
and commissioned
3. Full Phase
1A rollout
completed
Annual
Target
30 June
2015
TARGETS*
46
SFA 4 (The
Inclusive City)
SFA 1 (The
Opportunity
City)
SFA 1
(The Opportunity City)
Pillar
&
Corporate
Objective No.
7. Comprehensive
communication and
stakeholder
management under
the banner
of TCT so as
to ensure
responsible
service
delivery in
partnership with all
industry role
players
TCT Directorate Objective
8. A fully
integrated,
responsive
and well
maintained
infrastructure
1.2, network
1.4 along with
&
related
4.1 facilities
that are appropriately
managed as
the largest
asset of the
City
1,4
ALIGNMENT TO IDP
Registered
network in
terms of
the Road
Infrastructure
Strategic
Framework
for South Africa (RISFSA)
Infrastructure
(Dave
Hugo)
Universal Access Stakeholders
Planning
(Maddie
Mazaza)
New
New
New
CITP & IPTN
TCT BY-LAWS
& CITP
New
Register the
road network
in terms of the
RISFSA by using
the 6 classes
New
of road and
NMT network
as proposed in
RISFSA
Minibus Taxi
Industry
PRASA
Contract
Operations (Sipho
Afrika)
Regulations
(Abdul
Bassier)
Establish and
operate the
Land Transport
Advisory Board
(LTAB) and the
Intermodal
Planning Committee (IPC).
Performance &
Coordination
(Toni van
Niekerk)
Inter-governmental and
stakeholder
communication
Develop and
implement
a memorandum of
action with
the following
role players
in Cape
Town that
is focused
on responsive service
delivery and
building capacity within
that sector:
Program
Indicator (to
include unit of
measure)
Program
Lead Department
Key Performance Area
TCT Functional Baseline*
Note: * Baseline based
on legal
Baseline
(2012/2013) documents
applicable
to TCT to
provide
direction
TRANSPORT FOR CAPE TOWN DIRECTORATE FINAL 2014/15 SDBIP
4.1 (b):
Building of
strategic
partnerships
1.4 ( e): Intelligent transport systems
programme
1.2 ( c):
Investment in
infrastructure
1.4 (f): Institutional Reform
Programme
Program /
Statutory or
Strategic
Plan
D
A
A
A
A
TCT Strategy
Annual
target
TCT Universal Access
Charter
developed
Annual
target
Annual
target
Annual
target
Functional
Memorandum of Action (MOA)
between
TCT and
PRASA
Functional
Memorandum
of Action
between
TCT and the
Minibus Taxi
industry
Establish
the IPC and
LTAB as well
as reporting
mechanism
The registration of the
road infrastructure
network ito
RISFSA
Q2
Q3
Q4
Annual
target
Annual
target
Annual
target
Annual
target
Functional
IPC Subcommittees
Annual
target
Annual
target
Annual
target
Annual
target
Fully functional IPC
and LTAB
The registration of the
road infrastructure
network ito
RISFSA
TCT Universal Access
Charter
developed
Development and
actioning
a Memorandum of
Action
Functional
Memorandum of Action (MOA)
between
TCT and
PRASA
Fully functional IPC
and LTAB
Note: * TCT will be able to populate the quarterly targets once the actions plans have been rolled out.
Q1
Established
and functional IPC
and LTAB
Annual
Target
30 June
2015
TARGETS*
N/A
N/A
N/A
N/A
N/A
(If possible)
CAPEX
Budget
47
SFA 4 (The
Inclusive City)
SFA 1 (The
Opportunity
City)
Pillar
&
Corporate
Objective No.
TCT Directorate Objective
8. A fully
integrated,
responsive
and well
maintained
infrastructure
1.2, network
1.4 along with
related
&
4.1 facilities
that are appropriately
managed as
the largest
asset of the
City
ALIGNMENT TO IDP
The provision
of effectively
maintained
TCT Infrastructure.
Percentage
of stormwater
repair and
maintenance
budget spent
Asset Management &
Maintenance
(Henry Du
Plessis)
Asset Management &
Maintenance
(Henry Du
Plessis)
95%
92%
Percentage of
Roads Capital
Rehabilitation
budget spent
Performance &
Coordination
(Toni van
Niekerk)
Develop a
stormwater
and access
track strategy
and intervenNew
tion priorities
for identified
informal settlements
Program
Indicator (to
include unit of
measure)
To proceed
with the process leading
up to the imNew
plementation
of the solutions
of the Foreshore Freeway
Precinct
Asset Management &
Maintenance
(Henry Du
Plessis)
Stormwater
and access track
strategy and
intervention
priorities for
identified
informal settlements
To proceed
with the
implementation of the
solutions of
the Foreshore
Freeway
Precinct.
Program
Lead Department
Key Performance Area
CITP & IPTN
TCT Functional Baseline*
Note: * Baseline based
Baseline
on legal
(2012/2013) documents
applicable
to TCT to
provide
direction
TRANSPORT FOR CAPE TOWN DIRECTORATE FINAL 2014/15 SDBIP
4.1 (b):
Building of
strategic
partnerships
1.4 ( e): Intelligent transport systems
programme
1.2 ( c):
Investment in
infrastructure
Program /
Statutory or
Strategic
Plan
A
A
C
C
TCT Strategy
95%
92%
Comprehensive brief
issued for
Foreshore
Freeway
Redevelopment
Stormwater
and access
track strategy formulated and
intervention
priorities
identified for
informal settlements
Annual
Target
30 June
2015
Q2
Q3
Q4
10%
7%
Submission
of close out
report from
the University of Cape
Town’s
Engineering
Faculty
Engage with
Housing and
Disaster Risk
Management so
as to prioritise new
projects
& maintenance work
A developed
departmental policy/
strategy
35%
25%
60%
50%
Development of a
Marketing
& Communication
Plan for the
showcasing
at local and
international
forums
Identified
additional
interventions
to improve
access and
stormwater
network
(If possible)
CAPEX
Budget
95%
92%
Comprehensive
brief issued
for submissions on the
Foreshore
Freeway
N/A
N/A
N/A
Stormwater
and access
track strategy formulated and
N/A
intervention
priorities
identified for
informal settlements
Note: * TCT will be able to populate the quarterly targets once the actions plans have been rolled out.
Q1
TARGETS*
48
Pillar
&
Corporate
Objective No.
ALIGNMENT TO IDP
TCT Directorate Objective
Program
Indicator (to
include unit of
measure)
Deliver on the
Traffic Signals
Upgrade
Project
Program
Lead Department
Network
Management (Peter
Sole)
Key Performance Area
Traffic Signals
Upgrade
Project
New
TCT Functional Baseline*
Note: * Baseline based
Baseline
on legal
(2012/2013) documents
applicable
to TCT to
provide
direction
TRANSPORT FOR CAPE TOWN DIRECTORATE FINAL 2014/15 SDBIP
Program /
Statutory or
Strategic
Plan
A
TCT Strategy
Q2
Q3
Q4
Annual
target
Annual
target
(If possible)
CAPEX
Budget
Traffic Signal
Upgrade
initiatives
1. Replace
50 Controllers
2. Development of 10
FunctionR3.6m
ing Traffic
Counting
stations on
major arterials
3. Review
signal
progression
on 5 major
corridors
Note: * TCT will be able to populate the quarterly targets once the actions plans have been rolled out.
Q1
Traffic Signal
Upgrade
initiatives
1. Replace
50 Controllers
2. Development of 10
FunctionAnnual
ing Traffic
target
Counting
stations on
major arterials
3. Review
signal
progression
on 5 major
corridors
Annual
Target
30 June
2015
TARGETS*
The
Opportunity
City
SFA 1
The
Opportunity
City
SFA 1
The
Opportunity
City
SFA 1
The
Opportunity
City
SFA 1
Pillar
&
Corp Obj
Alignment
to IDP
1.6 Maximise the
use of available
funding and
programmes for
training and skills
development
Number of
external
trainee and
bursary
opportunities
(excluding
apprentices)
Number of
Expanded
Public Works
programmes
(EPWP)
opportunities
created
1.2 Provide
and maintain
economic and
social infrastructure
to ensure
infrastructure-led
economic growth
and development
95%
Annual
targets to be
Direct./ Dept.
confirmed in
achievement
consultation
as at 30 June
with
2014
Corporate
Services.
Direct./ Dept.
achievement
6392
as at 30 June
2014
Percentage
spend on
100%
repairs and
maintenance
1.2 Provide
and maintain
economic and
social infrastructure
to ensure
infrastructure-led
economic growth
and development
Annual
Target
30 June
2015
Direct./ Dept.
achievement
92%
as at 30 June
2014
Percentage
spend of
Capital
Budget
Baseline
2013/2014
1.2 Provide
and maintain
economic and
social infrastructure
to ensure
infrastructure-led
economic growth
and development
Corporate
Objective
Indicator
(to include
unit of
measure)
2014-2015 KEY OPERATIONAL INDICATORS (KOI’s)
Measuring
Directorate
Finance
Finance
Compliance &
Auxiliary Services
Corporate Services
49
Annual
targets to be
confirmed in
consultation
with
Corporate
Services.
1598
10%
14%
30 Sept 2014
Annual
targets to be
confirmed in
consultation
with
Corporate
Services.
3196
37%
33%
31 Dec 2014
Annual
targets to be
confirmed in
consultation
with
Corporate
Services.
4794
58%
54%
31 Mar 2015
Targets
Comments
Justine
Quince
Contact: 021
Annual
400 9222
targets
Cell: 084 630
to be
7401
confirmed in
Chad Aimes
consultation
(Quarterly BI
with
report)
Corporate
Contact: 021
Services.
400 3828
Cell: 071 850
3383
EMT
resolution:
14/12/2013
Craig Whittle
/ Henry du
Plessis
Craig Whittle
/ Dave Hugo
Contact
Person
Regan
Melody
Contact: 021
400 9360
Cell: 079 445
3376
6392
95%
92%
30 June
2015
The WellRun City
SFA 5
The WellRun City
SFA 5
The Inclusive
City
SFA 4
The
Opportunity
City
SFA 1
Pillar
&
Corp Obj
Alignment
to IDP
Direct./ Dept.
achievement
2%
as at 30 June
2014
Percentage
adherence
to EE target
(disabled)
5.2 Establish an
efficient and
productive
administration that
prioritises delivery
Direct./ Dept.
achievement
100%
as at 30 June
2014
Direct./ Dept.
achievement
80%
as at 30 June
2014
Percentage
adherence
to Citywide
service
standard
based on
all external
notifications
4.1 Ensure
responsiveness
by creating an
environment
where citizens can
be communicated
with and
responded to
Annual
targets to be
Direct./ Dept.
confirmed in
achievement
consultation
as at 30 June
with
2014
Corporate
Services.
Baseline
2013/2014
Annual
Target
30 June
2015
5.2 Establish an
efficient and
Percentage
adherence to
productive
administration that EE target
prioritises delivery
Number of
apprentices
1.6 Maximise the
use of available
funding and
programmes for
training and skills
development
Corporate
Objective
Indicator
(to include
unit of
measure)
2014-2015 KEY OPERATIONAL INDICATORS (KOI’s)
Measuring
Directorate
Corporate Services
Corporate
Services
Corporate
Services
Corporate
Services
50
2%
80%
100%
Annual
targets to be
confirmed in
consultation
with
Corporate
Services.
30 Sept 2014
2%
80%
100%
Annual
targets to be
confirmed in
consultation
with
Corporate
Services.
31 Dec 2014
2%
80%
100%
Annual
targets to be
confirmed in
consultation
with
Corporate
Services.
31 Mar 2015
Targets
2%
80%
100%
Michael
Siyolo
Contact: 021
400 9840
Cell: 084 300
0609
Michael
Siyolo
Contact: 021
400 9840
Cell: 084 300
0609
Justine
Quince
Contact: 021
400 9222
Cell: 084 630
7401
Justine
Quince
Contact: 021
Annual
400 9222
targets
Cell: 084 630
to be
7401
confirmed in
Chad Aimes
consultation
(Quarterly BI
with
report)
Corporate
Contact: 021
Services.
400 3828
Cell: 071 850
3383
30 June
2015
Contact
Person
Comments
The WellRun City
SFA 5
The WellRun City
SFA 5
The WellRun City
SFA 5
The WellRun City
SFA 5
The WellRun City
SFA 5
Pillar
&
Corp Obj
Alignment
to IDP
Indicator
(to include
unit of
measure)
Annual
Target
30 June
2015
Direct./ Dept.
achievement
95%
as at 30 June
2014
Direct./ Dept.
achievement
≤ 7%
as at 30 June
2014
Direct./ Dept.
achievement
95%
as at 30 June
2014
Direct./ Dept.
achievement
95%
as at 30 June
2014
5.2 Establish an
efficient and
Percentage
productive
vacancy rate
administration that
prioritises delivery
Percentage
budget spent
on implementation of WSP
5.2 Establish an
efficient and
productive
administration that
prioritises delivery
5.3 Ensure financial
Percentage
prudence, with
of Operating
clean audits by the
Budget spent
Auditor-General
Direct./ Dept.
achievement ≤ 5%
as at 30 June
2014
Baseline
2013/2014
Percentage
adherence
to OHS target
(composite
Indicator)
5.2 Establish an
efficient and
productive
administration that
prioritises delivery
5.2 Establish an
Percentage
efficient and
productive
of
administration that absenteeism
prioritises delivery
Corporate
Objective
2014-2015 KEY OPERATIONAL INDICATORS (KOI’s)
Measuring
Directorate
Corporate
Services
Corporate Services
Corporate
Services
Corporate
Services
Finance
51
17%
13%
≤ 7%
95%
≤ 5%
30 Sept 2014
42%
30%
≤ 7%
95%
≤ 5%
31 Dec 2014
62%
51%
≤ 7%
95%
≤ 5%
31 Mar 2015
Targets
95%
95%
≤ 7%
95%
≤ 5%
30 June
2015
Craig Whittle
EMT
resolution:
14/01/2014
Justine
Quince
Contact: 021
400 9222
Cell: 084 630
7401
Craig Whittle
Dikeledi
Tshuduku
Contact: 021
400 5261
Comments
Corporate
Service
PC: OHS
indicator
remain on
the scorecard of the
Executive
Directors as
it is a legislative requirement and it
could result
in the City
being noncompliant.
Justine
Quince
Contact: 021
400 9222
Cell: 084 630
7401
Contact
Person
52
The WellRun City
SFA
A Well Run
City
SFA 5
A Well Run
City
SFA 5
Alignment
to IDP
Pillar
&
Corp Obj
Number of
risk registers
signed and
submitted to
IRM timeously
Percentage
Internal Audit
findings
resolved
3
Direct./ Dept.
Directorate
achievement
+ 24
0
as at 30 June
Department
2014
Risk Registers
70%
5.2 Establish an
efficient and
productive
administration that
prioritises delivery
30 Sept 2014
Direct./ Dept.
achievement
70%
as at 30 June
2014
Annual
Target
30 June
2015
5.3 Ensure financial
prudence, with
clean audits by the
Auditor-General
Baseline
2013/2014
Direct./ Dept.
N/A=ALL
100%
achievement
directorates
asset register
as at 30 June
25%=Finance
verified
2014
Directorate
Indicator
(to include
unit of
measure)
5.3 Ensure financial
Percentage
prudence, with
of assets
clean audits by the
verified
Auditor-General
Corporate
Objective
2014-2015 KEY OPERATIONAL INDICATORS (KOI’s)
Measuring
Directorate
Finance
Internal
Audit
Compliance &
Auxiliary Services
70%
75%
31 Mar 2015
70%
100% asset
register
verified
30 June
2015
1
1 Directorate + 1 Directorate + Directorate
8 Department 8 Department + 8
Risk Registers
Risk Registers
Department
Risk Registers
70%
N/A=ALL directorates
50%=Finance
Directorate
31 Dec 2014
Targets
Riaan Vosloo
Contact: 021
400 3879
Cell: 082 559
9959
Ludwig
Geldenhuys
Contact: 021
400 3515
Craig Whittle
Contact
Person
Comments
53
Percentage reflecting year to date spend / Total budget less any contingent liabilities relating to the capital budget.
The total budget is the council aprroved adjusted budget at the time of the measurement. Contingent liabilities are only
identified at the year end.
Percentage spend of capital budget
Percentage adherence to Citywide service
standard based on all external notifications
Number of apprentices
Number of external trainee and bursary
opportunities (excluding apprentices)
The service standard will be based on X% notifications closed within Y number of days. The percentage notifications and
the number of days will be determined by each directorate in consultation with the Service Management Project team
and will be guided by current performance and available external benchmarks.
This is an accumulative quarterly measures. The target refers to the 4th quarter final total.
This measures the number of learning opportunities created for the unemployed youth as a contribution to the job creation
initiative. This indicator is limited to apprenticeships.
This is an accumulative quarterly measure. The target refers to the 4th quarter final total.
This measures the number of learning opportunities created for the unemployed youth as a contribution to the job creation
initiative and provision of real world of work exposure to trainees and graduates. This includes, external bursaries awarded,
in-service student training opportunities, graduate internships and learnerships.
Number of Expanded Public Works programmes
• An EPWP work opportunity is paid work created for an individual on an EPWP project for any period of time, within the
(EPWP) opportunities created
employment conditions of the Code of Good Practice for Special Public Works Programmes. • In the case of Social
Sector projects, learnerships also constitute work opportunities.
This indicator measures the number of work opportunities created through the Expanded Public Works Programme (EPWP)
Secondary repairs and maintenance cost refers to Repairs and Maintenance expenditure incurred for labour provided Inhouse / internally.
Primary repairs and maintenance cost refers to Repairs and Maintenance expenditure incurred for labour and materials
paid to outside suppliers.
Repairs are actions undertaken to restore an asset to its previous condition after failure or damage. Expenses on
Percentage spend on repairs and maintenance maintenance and repairs are considered operational expenditure.
Percentage reflecting year to date spend (including secondary cost) / total repairs and maintenance budget
Note that the in-year reporting during the financial year will be indicated as a trend (year to date spend).
Maintenance is defined as the actions required for an asset to achieve its expected useful life. Planned Maintenance
includes asset inspection and measures to prevent known failure modes and can be time or condition-based.
Definition
Key Performance Indicator
54
Percentage of absenteeism
Percentage adherence to EE target (disabled)
Percentage adherence to EE target
Key Performance Indicator
B: Total number of staff X Total number of working days for the month
A2: Unpaid/ Unauthorised leave: Extract “All Absences” report from SAP Portal (Corporate Reporting / Human Resources
/ All Absences) and enter the total number of absent days as per the “Unpaid” column of the report (authorised and
unauthorised is separated).
Enter the number of employees who took “unpaid” leave in the comments column
A1: Sick Leave: Extract “All Absences” report from SAP Portal (Corporate Reporting / Human Resources / Time
Management / All Absences) and enter the total number of absent days for sick leave.
Enter the number of employees who took sick leave in the comments column
C= (A1 + A2/B) * 100
Formula:
A: Actual number of days absent due to sick and unpaid/unauthorised leave in the directorate or department.
B: ((number of working days for month) * number of staff members))*100%.
This category forms part of the `Percentage adherence to EE target’, but is indicated separately for focused EE purpose.
The disability plan target: This measures the percentage of disabled staff employed at a point in time against the target of 2%.
This indicator measures :
Formula: Number of EE (external, internal and disabled) appointments / Total number of posts filled (external, internal and
disabled)
To disability plan target: This measures the percentage of disabled staff employed at a point in time against the target of 2%.
2. Internal appointments The number of internal appointments, promotions and advancements over a 12 month period. This will be calculated as a
percentage based on the general EE target of 80%.
1. External appointments The number of external appointments across all directorates over the preceding 12 month period. The following job
categories are excluded from this measurement: Councillors, students, apprentices, contractors and non-employees. The
general EE target = 80% - i.e. 80% of all appointments should be EE compliant.
This indicator measures :
Definition
55
Percentage of Operating Budget spent
Percentage budget spent on implementation
of WSP for the City
Percentage vacancy rate
Percentage adherence to OHS target
(composite Indicator)
Key Performance Indicator
Formula: Total actual to date as a percentage of the total budget including secondary expenditure.
Formula: Measured against training budget.
A Workplace Skills Plan is a document that outlines the planned education, training and development interventions for the
organisation. Its purpose is to formally plan and allocate budget for appropriate training interventions which will address
the needs arising out of Local Government’s Skills Sector Plan, the City’s strategic requirements as contained in the IDP and
the individual departmental staffing strategies and individual employees’ PDPs. The WSP shall also take into account the
Employment Equity Plan, ensuring incorporation of relevant developmental equity interventions into the plan.
This is measured as a percentage of positions vacant against the total positions on structure. This indicator will be measured
at a specific point in time to calculate the vacancy rate. A target is max 7% vacancy rate. The measure will be 93% filled
positions.
Overall Target for the Indicator @ 95%
Formula:
Total overall score ( J )= E (Component 1) +I (Component 2)
A single score will be calculated by first scoring the % achievement of the Directorate against each
individual target and then weighting their % performance and adding the totals.
Target @ 100% for the component
I= Fx0.5 (weighting)
Formula:
Investigations (F)= (G) No. of incidents investigations completed within 30 days
(H) No. of incidents x100
2. (50% weighting) Incident Investigation rate. This is measured as a percentage of the number of incidents
investigations completed within 30 days of the incident occurring. A target is 100%.
Target @ 95% for the component
E= Dx0.5 (weighting)
D= 100-A
Formula:
Incident Rate (A)= (B) Injuries on duty
(C) Total number of employees x 100
Composite OHS Indicator made up of two weighted components:
1. (50% weighting) The incident rate i.e. the number of injuries, accidents
and/or illness per total number of employees . The target is 5 which will be measured in the inverse as 95.
Definition
56
It is the reporting and monitoring of the reduction (in percentage) of the findings of audit follow-ups performed in the
quarter.
The timing for corrective action implementation is normally provided by line.
Audits / follow-ups will always only take place after agreed implementation dates of corrective action. It will either be
‘Not Applicable’ to Management if an audit or follow-up hasn’t taken place at the time of reporting or there will be a
percentage change / status quo if an audit has taken place and there has been improvement / no change respectively
in the situation since the last audit.
Q1=N/A for ALL other department, except Corporate Finance (responsible)
Q1= 25% Corporate Finance
Q2= N/A for ALL other department, except Corporate Finance (responsible)
Q2= 50% Corporate Finance
Q3= 75% represent that 60% of the assets have been verified by the department
Q4= 100% represents All assets have been verified.
The asset register is an internal data source being the Quix system scanning all assets and uploading them against the SAP
data files. Data is downloaded at specific times and is the bases for the assessment of progress.
Quarter one will be the review of the Asset Policy, In Quarter two, the timetable in terms of commencing and finishing
times for the process is to be communicated, and will be completed. Both Quarters will only be performed by Corporate
Finance.
The indicator reflects the percentage of assets verified annually for audit assurance.
Definition
Number of risk registers signed and submitted to This indicator measures whether all integrated risk management reports following the annual risk register updates as well as
IRM timeously
each monitor & review session, were signed off by line / executive directors and returned to the IRM department.
Percentage Internal Audit findings resolved
Percentage of assets verified
Key Performance Indicator
TOURISM, EVENTS AND MARKETING
DIRECTORATE EXECUTIVE SUMMARY
OF THE SERVICE DELIVERY AND
BUDGET IMPLEMENTATION PLAN
2014/2015
EXECUTIVE DIRECTOR: AM GROENEWALD
CONTACT PERSON: AM GROENEWALD
Website (for detailed SDBIP):
www.capetown.gov.za/en/idp/pages/implementingtheidp.aspx
VISION OF THE CITY:
• To be an opportunity city that creates an enabling environment for economic
growth and job creation
• To deliver quality services to all residents
• To serve the citizens of Cape Town as a well-governed and corruption-free
administration
This is a one year plan giving effect to the 2014/2015 budget, which is aligned to
the 2012-2017 IDP. It sets out the strategies in quantifiable outcomes that will be
implemented over the 2014/2015 financial year. It considers what was set out in the IDP,
the economic growth strategy and the social development strategy, and indicates
what the Directorate needs to do to deliver on the IDP, how this will be done, what the
outcomes will be, what processes it will follow and which inputs will be used.
2
TABLE OF CONTENTS
1.
EXECUTIVE SUMMARY
4
2.
PURPOSE AND SERVICE MANDATE OF DIRECTORATE
9
3.
STRATEGIC ALIGNMENT TO THE IDP
12
4.
PERFORMANCE PROGRESS AND OUTCOMES
13
4.1 Past year’s performance
13
4.2 Areas of Business Improvement
20
5.
PARTNERS AND STAKEHOLDERS IN THE STRATEGY PLAN (optional)
21
6.
RESOURCES
21
6.1
Senior management capability and structure.
21
6.1.1 Directorate organogram
22
6.1.2 Give an indication of possible outsource services
22
6.1.3 Lead and Contributing Directorate
23
Financial Information
23
6.2.1 Summary of revenue by source
24
6.2.2 Summary of operating expenditure by type
24
6.2.3 Summary of capital expenditure by type
24
6.2.4 Major features of expenditure
24
6.2.5 Narrative on Directorate capital programme
24
6.2
7. RISK ASSESSMENT
24
7.1
25
8. OBJECTIVES AND INDICATORS OF THE DIRECTORATE SDBIP
Revenue risks
25
9. AUTHORISATION
27
10.APPENDICES:
27
27
Annexure A: 2014/2015 Directorate SDBIP template
3
1. EXECUTIVE SUMMARY
1.1Vision for Cape Town
The vision and mission of the City of Cape Town is threefold:
• To be an opportunity city that creates an enabling environment for economic
growth and job creation
• To deliver quality services to all residents
• To serve the citizens of Cape Town as a well-governed and corruption-free
administration
The City of Cape Town pursues a multi-pronged vision to:
• be a prosperous city that creates an enabling and inclusive environment for shared
economic growth and development;
• achieve effective and equitable service delivery; and
• serve the citizens of Cape Town as a well-governed and effectively run
administration.
In striving to achieve this vision, the City’s mission is to:
• contribute actively to the development of its environmental, human and social
capital;
• offer high-quality services to all who live in, do business in, or visit Cape Town as
tourists; and
• be known for its efficient, effective and caring government.
Spearheading this resolve is a focus on infrastructure investment and maintenance to
provide a sustainable drive for economic growth and development, greater economic
freedom, and increased opportunities for investment and job creation. To achieve its
vision, the City of Cape Town will build on the strategic focus areas it has identified as
the cornerstones of a successful and thriving city, and which form the foundation of its
Five-year Integrated Development Plan.
1.2Vision for Tourism, Events & Marketing Directorate
The Tourism, Events & Marketing Directorate will market and develop its tourism, events,
arts and culture and visitor offering through the use of its strategic assets and internal
and external partnerships to deliver economic growth, development and an open
opportunity city inclusive of all its citizens (residents). It will deliver and drive the World
Design Capital 2014 programme to transform processes and service delivery across all
City departments through the implementation of sound design principles
4
1.3Tourism, Events & Marketing Directorate - Strategic Objective (from the council
submission of 11 November 2011)
The directorate’s primary strategic objective is to stimulate economic growth,
development and attract investment through events, tourism, arts and culture and
marketing actions by;
• Increasing visitor numbers, additional iconic events, innovative and creative arts
and culture activities,
• Maximising operational budgets, generate additional revenue streams, maximise
cost recovery, where possible
• Creating and facilitating partnerships and joint ventures,
• Planning, decision-making & coordinated action between role-players (spheres
of government, state owned enterprises, promotion and marketing agencies, the
private sector and communities)
• Facilitating and promoting sector transformation
• Optimize the impact of the World Design Capital 2014 initiatives
1.4STRATEGIC focus area 1: the opportunity city
Objective 1.1: Create an enabling environment to attract investment that generates
economic growth and job creation 30
Objective 1.2: Provide and maintain economic and social infrastructure to ensure
infrastructure-led economic growth and development
Objective 1.5: Leverage the City’s assets to drive economic growth and sustainable
development 52
Leveraging City assets to drive economic growth and sustainable development
The City will continue to explore how it can better leverage its assets to assist economic
growth and job creation. In marginalised communities, the City can use municipal
assets to support a wide range of community, voluntary and not-for-profit activities, also
called social-economy enterprises.
1.5The primary focus for 2014/2015
1.5.1 Tourism - Tourism’s primary focal and delivery points are:
a. Delivering a 3 year Service Level Agreement with Cape Town Tourism
b. Extending the Responsible Tourism pilot program from 20 businesses to 40 businesses
c. Hosting an Implementing Responsible Tourism Conference to Tourism Industry in
Cape Town and South Africa
d. Participating in and driving key new tourism infrastructure projects
e. Jointly deliver and develop the Langa precinct plan and the promotion of Guga S’
Thebe
f. Review and restructure the ETEYA program for Cape Town
g. Review and redesign an arts, culture and heritage program for promoting at Cape
Town Tourism
h. Finalise the turnaround assessment of Look Out Hill and its proposed way forward
i. Complete the Tourism Economic Impact Study Year 2
5
1.5.2 Events
a.
b.
c.
d.
e.
Deliver the annual iconic events calendar
Administer and Improve the Section 80 Special Events Committee and its operations
Effective and efficient management of the Film and Events Permit Unit
Effectively and efficiently administer Events Support to the City Council
To draft and conclude appropriate agreements, contracts and rights documents
will all 3rd party beneficiaries
f. To conduct an annual Film Industry meeting and an annual Events Industry meeting
g. To review and update the Film Industry by-law
h. Bid or pitch for at least 2 to 4 iconic international events
1.5.3 Arts and Culture
a. Deliver a completed Arts and Culture Policy
b. Deliver a completed Public Art Management Framework and piloted
implementation
c. Drive and deliver 2 new iconic arts based events or festivals
d. Normalise and regularise the contractual arrangements of all the arts and culture
facilities
e. Review and redesign an arts, culture and heritage program for promoting at Cape
Town Tourism with Tourism
f. To conduct an annual Arts and Culture Industry engagement
g. Review, assess and propose a programmatic way forward for City Museums
h. Review, assess and propose a programmatic response to Creative Industries sector
i. To conduct an annual Creative Industries Sector engagement
j. To deliver a new film sector strategy, structure and implementation plan
1.5.4 Place Marketing
a. To review, revise and deliver a place marketing strategy for Cape Town, locally and
internationally
b. To review, revise and deliver an investment marketing strategy jointly with internal
and external stakeholder
c. To provide place marketing support to TEAM, Mayor’s office and Communications
and Branding
d. Deliver an annual leveraged events calendar to facilitate the delivery of global
media coverage, digital, print and electronic
e. Conceptualise plan and deliver the commercialisation strategy for Strategic Assets
f. Prepare, finalise and provide inventory for marketing for internal and external
organisations
1.5.5 Strategic Assets
a. To efficiently, effectively and fairly manage the City Hall, Good Hope Centre,
Athlone Stadium and Grand Parade
b. To conduct technical feasibility assessments for capital budgeting purposes
c. Deliver and finalise the restoration or renovation plans for City Hall
d. Deliver a feasibility report for Good Hope Centre
e. Deliver a commercialisation strategy jointly with Place Marketing for Athlone
Stadium
f. Implement and manage the directorate’s EPWP program
6
g. Provide technical and operational support for all major, iconic and community
events at each of the assets
1.5.6 Cape Town Stadium
a. To efficiently, effectively and fairly manage the Cape Town Stadium and Urban Park
b. To conduct technical feasibility assessments for capital budgeting purposes
c. Provide technical and administrative support to the ED TEAM on Cape Town
Stadium municipal entity processes
d. Provide technical and administrative support to the ED TEAM on Cape Town
Stadium record of decision amendment application
e. Provide technical and administrative support to the ED TEAM on Cape Town
Stadium Land Use Planning or Rezoning application
f. Provide technical and operational support for all major, iconic and community
events at Cape Town Stadium
g. Ensure compliance with all laws and policies governing the operation of the
stadium
1.5.7 World Design Capital 2014
a. To fulfil the obligations of the Host City Agreement as World Design Capital
b. To host and present design led community based workshops on design thinking
c. Deliver and implement the World Design Capital exhibition, coffee table book and
dvd on the role and contribution of city council to WDC
d. Participate in and contribute to achieving global marketing and media coverage
of Cape Town as a destination for trade, tourism and investment through
attendance at, exhibiting in and participating with design initiatives around the
world
e. Propose and initiate the delivery of the key design legacy projects for Cape Town
1.6 Correlation with the Economic Growth Strategy
The EGS positions Cape Town within broader global, national and regional economic
trends. Two stand out: The rapid shift in investment and commercial activity towards the
urban centres of the East and South (which is resulting in high rates of economic growth,
particularly in mid-sized cities) and structural changes in the domestic economy,
particularly in the Western Cape, towards the tertiary sector. The EGS outlines how City
shall respond to the challenges and opportunities these bring, and crucially, identifies
what the City needs to do to in order to maximise benefits for the people of Cape
Town. Based on the latest research on globally competitive cities, the EGS is structured
around five strategic areas.
•
•
•
•
•
Building a globally competitive city through institutional and regulatory changes
Providing the right basic service, transport and ICT infrastructure
Utilising work and skills programmes to promote growth that is inclusive
Leveraging trade and sector development functions to maximum advantage
Ensuring that growth is environmentally sustainable in the long-term
The City approach to trade promotion and the development of key catalytic growth
sectors. Consistent with research on competitive cities, it is informed by the twin
imperatives that Cape Town builds on existing competitive advantages and that its
assistance to specific sectors facilitates specialisation.
7
Special attention is given to how the City will utilise the allocation of Section 67 grants to
achieve its economic objectives in areas such as policy coordination, trade promotion
and sector development. Strategic focus is similarly brought to bear on the City’s external
relations, events and marketing.
Cape Town’s economy is primarily service driven, with finance, insurance, real estate
and business services now constituting 37% ofeconomic activity in the city (compared
to 31% in the province and 20% nationally). Other key sectors include wholesale and
retail trade (15%) and transport, storage and communication (11%). Cape Town
also has particular strengths in tourism, R&D and various creative industries such as
advertising, marketing, film and design. According to the Provincial Economic Review
and Outlook sectors in the city and the province that are expected to experience
growth over the next four years include finance and business services, transport,
storage and communication, retail, wholesale, catering and accommodation, and
construction. Mid-size cities like Cape Town increasingly depend on developing and
enhancing their comparative advantages and carving out a specialised niche. Cape
Town’s comparative advantages include, but are not limited to:
•
•
•
•
•
•
•
•
Position as a port city located at the meeting point between East and West
Numerous recognisable landmarks, notably Table Mountain
Four universities and numerous research institutes and colleges
Well-established creative industries
The English language as a lingua franca in business and government
Time zone is close to GMT
Relatively well-developed tourist and visitor infrastructure
Reputation for high quality of life for professionals (cultural and recreational
amenities)
• Growing reputation for clean government
The role of the City administration in facilitating growth in specific economic sectors
is twofold. The first has to do with how it markets and promotes Cape Town itself. The
second concerns how the organisation seeks to actively develop and strengthen
certain sectors to achieve specific economic objectives.
Marketing and events
The City has a dedicated Tourism, Events and Marketing Directorate whose responsibilities
include the promotion of Cape Town at home and abroad as well the management
of major events. In the past, Cape Town’s branding had emphasised its desirability as a
leisure vacation destination, with much made of its beautiful scenery and multi-cultural
vibrancy. Events staged or facilitated by the directorate should similarly seek to promote
Cape Town’s dynamic, competitive and entrepreneurial qualities and, where possible,
provide a springboard for the city’s catalytic growth sectors. The onset of large numbers
of visitors to events, for example, often results in significant cash injections that stimulate
demand. Investment in infrastructure is often fast-tracked and the media attention
given to major events gives cities the opportunity to showcase its unique assets and
project its global brand49. However, if long-term plans are not put place to capitalise
of the economic benefits of events, city governments run the risk that resources and
opportunities will be wasted. The City administration recognises the important role that
events can play in attracting visitors and investment and promoting Cape Town on the
world stage. To this end it has established a dedicated Tourism, Events and Marketing
Directorate to coordinate the 3 strategies to deliver these outcomes.
8
Strategy 2: Gear grant allocations toward addressing Cape Town’s economic needs
Strategy 3: Showcase local economy by facilitating major strategic events.
Strategy 4: Promote Cape Town as a competitive economic hub through branding and
communications
2. PURPOSE AND SERVICE MANDATE OF DIRECTORATE
New Institutional Arrangements
Tourism, Events & Marketing comprises of the following functional areas:
• Tourism
• Events (including Strategic Events, Logistics, Coordination and Film and Events
Permitting office)
• Arts & Culture (including Film)
• Place Marketing
• Strategic Assets (Incl: Athlone Stadium; City Hall and Grand Parade; Good Hope
Centre; CTICC*)
• Cape Town Stadium and Green Point Urban Park
• World Design Capital
• Finance, Integration and Support
• Monitoring, Evaluation, Research and Information Management
Key Challenges
• Key traditional industries under pressure, increase in interest rates, job creation
stagnant, economic growth less than 3% per annum
• High utilisation, with low revenue generation of certain key City of Cape Town
owned facilities (e.g. Cape Town Stadium)
• Reinforcing Cape Town’s brand (with credits for achievements and good work done
by agencies and service providers on behalf of the City)
• Optimising return on investment for City from destination and promotion agencies,
tighter administration of organisational performance
• Repositioning Arts & Culture as key element in events, tourism and place-marketing
as well as community development
• Ensuring effective service-delivery whilst establishing and bedding in new departments
• Managing and implementing World Design Capital 2014
Key Opportunities
• Developing a proactive marketing strategy to focus on key cities as part of the
BRICS multilateral agreement between SA and the other members
• Shift the strategy onto African growth countries to increase and promote Cape
Town as a preferred business and tourist destination
• Market and develop Cape Town as a Culturally Diverse destination through creative
partnerships with the sector
• Improve the performance of the city’s permitting processes in order to encourage
and facilitate the growth of the film and events sectors
• Cape Town already hosts or has hosted numerous iconic events. The experience
gained from these events is key to creating further opportunities by leveraging
events in order to:
9
•
•
•
•
•
• assist in countering seasonality;
• increase the utilisation and financial sustainability of key City assets;
• raise Cape Town’s profile as a tourist and investment destination;
Potential to significantly increase the number and scale of events in the city which
provide resultant positive impacts on the City.
Bid or pitch for 2 to 4 internationally iconic events
Grow the number of potential events from iconic to annual major events
Opportunities created for local businesses that service the events and tourism
sectors
Increasing investment in Cape Town’s key economic sectors through consistent and
coherent marketing efforts
Key Benefits
• Increased contribution to Gross Domestic Product through increased visitors and
increased events and increased expenditure
• Tourism is estimated to contribute R 14 billion to the economy
• Film is estimated to contribute R 3 to 5 R billion to the economy
• Arts and culture is estimated to contribute less than R 1 billion to the economy
• Events are estimated to contribute in excess of R 2 billion to the economy
• More than 2.5 million came into contact with this portfolio, locally, nationally and
internationally
• Increase in the number of jobs both seasonal and permanent
• Tourism as a sector contributes approximately 39 000 full and part time jobs
• Film as a sector is estimated to employ between 6000 and 13 000 full and part
time jobs
• Arts and Culture is estimated to employ between 2200 and 4000 full and part
time jobs
• Events is estimated to employ between 2500 and 4500 full and part time jobs
• Managed segmentation of the marketing strategy
• Improved utilisation rates, cost recovery rates, revenue rates of strategic assets
• Increased income generation through the strategic assets
• Improved institutional partnerships across the five portfolios
2.1Tourism’s Strategic Objective: To maximise the economic spin-offs and jobs created
from the tourism sector by positioningCape Town as world-class and South Africa’s
premier tourism destination.
2.2Events Strategic Objective: To establish Cape Town through improved strategic
management, logistical coordination and support as the top events destination
locally and regionally, and as one of the premier events destinations globally, with
increased numbers of events held annually resulting in benefits to residents, the
hospitality industry and the local economy at large
10
2.3Place Marketing Strategic Objective: To promote Cape Town as a premier travel,
events, cultural, trade and investment destination in order to drive economic
growth, development in the city’s key sectors
2.4Strategic Assets Strategic Objective: To ensure the financial sustainability of key
City assets and the utilisation of these assets in promoting Cape Town as a premier
events destination
2.5Cape Town Stadium Strategic Objective: To ensure the financial sustainability of the
Cape Town Stadium and the utilisation of this asset in promoting Cape Town as a
premier events destination
2.6Arts & Culture Strategic Objective: To market and develop the arts & culture in a
manner that celebrates the city’s rich diversity to contribute to economic growth,
development and an open opportunity city inclusive of all its citizens (residents)
2.7The World Design Capital department aims to fulfil the Host City Agreement with
regard to World Design Capital 2014 and to transform processes and service delivery
across all City departments through the implementation of sound design principles
2.8Integration and Support Strategic Objective: To provide the directorate with
the necessary Finance, Human Resource and general administrative support in
a manner that drives compliance without hampering service delivery and the
fulfilment of the primary tasks of the directorate
2.9Monitoring, Evaluation, Research and Information Management Strategic Objective:
To provide the directorate with research support, information management, source
data and technical support to help improve the quality of data in the sector and to
objectively assess the performance of the five primary sectors independently on an
agreed basis
11
3. STRATEGIC ALIGNMENT TO THE IDP
LINKAGE TO IDP (EGS and SDS IF APPLICABLE) AND CHANGE IN INDICATORS AND
TARGETS
http://www.capetown.gov.za/en/IDP/Pages/default.aspx
Alignment to the IDP Objectives
1.1: Create an enabling environment to attract investment that generates economic growth and
job creation
Opportunity
City
1.2: Provide and maintain economic and social infrastructure to ensure infrastructure-led
economic growth and development.
1.5: Leverage the City’s assets to drive economic growth and sustainable development
1.6: Maximise the use of available funding and programmes for training and skills development
Safe City
2.5: Improve safety & security through partnerships
Inclusive City
4.1: Ensure responsiveness by creating an environment where citizens can be communicated with
and be responded to
4.2: Provide facilities that make citizens feel at home
5.1: Ensure a transparent and corruption-free government
Well-run City
5.2: Establish an efficient and productive administration that prioritises delivery
5.3: Ensure financial prudence, with clean audits by the Auditor-General
3.1Tourism
Tourism contributes R 40 million per annum to Cape Town Tourism to promote Cape
Town as a leisure visitor or business visitor destination. The funds spent on presenting
at and attending the world’s leading tourism exhibitions is the primary tool it uses to
promote Cape Town as a destination. There is no direct correlation in the arrival of visitor
numbers and the actions and efforts of the Cape Town Tourism function as it does not
track conversion of these actions.
3.2 Events and Films
The Cape Town Film and Events Permits Office issues event permits to more than
1200 event organisers who submit applications for consideration. Without the event
permit and compliance with Council no major, international or iconic event can take
place. As the regulatory authority it plays a critical role in facilitating the delivery and
performance of events.
The city is also the Film Permit authority. The same applies to this industry.
3.3Cape Town Stadium and Strategic Assets
It is important to note that more than 80% of the City’s strategic or iconic events take
place in the directorates strategic assets in which they are hosted. The city therefore
plays a direct critical role in the delivery of the sector’s performance.
3.4Arts and Culture
Arts and Culture is a primary funder to all the city’s major or iconic events and therefore
plays a critical role in the delivery of the sector. The only sector it does not participate in
is the commercial theatre sector who are entirely independent of government funding
or assistance.
12
3.5 World Design Capital
The city is the only cash sponsor to World Design Capital with an R40 million contribution
to Cape Town Design to assist in delivering a design program. Without the city’s funding
no program would be possible despite Cape Town Design’s commitment to source
external or sponsorship funding.
4. PERFORMANCE PROGRESS AND OUTCOMES
4.1Past year’s performance
Tourism Events and Marketing (TEAM): July 2013 to June 2014
4.1.1 Full Year of Operation
•
•
•
•
First full year of operational and capital budgets
SDBIP and Scorecard agreed and signed off
Business Plan - KPA’s determined
Revised strategy for TEAM developed
4.1.2 Tourism
• Cape Town Tourism - new one year Service Level Agreement Signed
• WTM (London), ITB (Berlin),
• Responsible Tourism Policy and Pilot Implementation program - 20 companies signed
up for implementation
• Tourism Signage Infrastructure rolled out and implemented (http://www.pbs-sa.
co.za/)
• Cruise Liner Terminal Feasibility Study Research Report - report completed
• Grant Thornton Economic Value of Tourism study completed
• R14.6 Billion (2012)
• R12.4 Billion (2009)
• 2012: 1.27million foreign arrivals and 1.1 million domestic arrivals
• 2009: 1.22 million foreign arrivals and 1.5 million domestic arrivals
• Presence at the annual Tourism Indaba 2012 and 2013
• Three cities conference on Urban Tourism 2012 and 2013
• Cape Town Accolades
2014
The New Yorker Times - Number one destination to visit in 2014
2013
• Cape Town Tourism, Travel + Leisure SMITTY Award 2013
• Awards (Social Media in Travel + Tourism Awards) in the category Best Overall Use of
Social Media, CVB, Global http://www.travelandleisure.com/smittys-2013
• Top Destination in Africa, Tripadvisor Travelers’ Choice Awards 2013
• Sixteenth Top Destination in the World, Tripadvisor Travelers’ Choice Awards 2013
• Cape Grace: Second Best Hotel in the World, Tripadvisor Travelers’ Choice Awards
2013
• The Cape Grace in the V&A Waterfront has been named Second Best Hotel in the
World for the Tripadvisor Travelers’ Choice Awards 2013.
• 2012
• Favourite City World Wide, Telegraph Travel Awards 2012
13
•
•
•
•
•
Top City in Africa, Condé Nast Traveler Readers’ Choice Awards 2012
Blue Flag Status 2012
Best Beach Destination in Africa, World Travel Awards 2012
23rd: Top 25 Destinations in the World, Tripadvisor Travelers’ Choice Awards 2012
8th : Top 10 Beach Destinations in Africa, Tripadvisor Travelers’ Choice Awards 2012
4.1.3Events
•
•
•
•
•
•
Economic value of Events - G7 - Summary report available for
Mayoral Events
City events
Event Coordination Committee
Event Policy policy and implemented July 2013
Section 80 Special Events Committee established - 2013.
Key Events by month for 2013/2014
MONTH
KEY EVENTS
July 2013
August 2013
Mercedes Benz African Fashion Week (new)
Lipton Cup
September 2013
The Loerie Awards Year 2
Cape Town Marathon
October 2013
Open Book Festival
African Creative Economy Conference
Rihanna Concert
Tourism Industry Charity Event
November 2013
Discovery Big Walk
Lion of Africa Cape Town Open year 2
Linkin Park Concert (new)
Voice of the Cape Festival
Kite Festival
Toy Run
Military Tattoo
De Waal Park Concerts
December 2013
Switch on of the Festive Lights
Minstrel Voorsmakie
Community Chest Twilight run
Reconciliation day concert
Nelson Mandela Commemoration event
Malay Night Choirs
New Year’s Eve of Design Concert
CHAN 2014
January 2014
Minstrels Carnival
J&B Metropolitan
Cape 2 Rio
Queens Plate
CHAN 2014
February 2014
Design Indaba
Mining Indaba
March 2014
Cape Town Carnival
ABSA Cape Epic
Cape Argus Pick n Pay Cycle Tour
April 2014
Old Mutual Two Oceans Marathon
Cape Town International Jazz Festival
May 2014
June 2014
14
Updated figures 2013/ 2014
• Updated figures
• Refreshed and refocused attention on the major and strategic events
• New events for 2013Open Design festival
• Open Book festival
4.1.5 Arts and Culture
• Finalisation of the Arts and Culture Policy
• Finalisation of the Public Art Management Framework
15
Events and initiatives
• Active Community based initiatives
• Maboneng Arts Projects
• African Creative Economy Conference
• Guga s’Thebe- revitalisation and renewed management
• Research
• Cultural Nodes / Mapping of cultural infrastructure in 8 neighbourhoods
• Creative Industries Impact in Cape Town
• Craft Offering at the Guga Sthebe Arts Centre
• Cape Town Carnival
• Cape Town Minstrels Carnival
• Grant in Aid program
• Supported 36 cultural events, productions, and cultural bodies to the value of
R5 199 000, these included the following grants of over R100 000:
• Cape Town International Jazz Festival
• Cape Town Carnival Trust
• Suidoosterfees
• Cape Town Opera
• Cape Town Philharmonic Orchestra
• Cape Town City Ballet
• Zabalaza Festival (Baxter)
• Women’s Festival (Artscape)
• Infecting the City (Africa Centre)
• Cape Town Festival
• Kaapse Klopse Karnival
• Cape Town Minstrels Carnival Association
• Voice of the Cape
• Supported the following Arts Centres
• Hugo Lamprecht Music Auditorium
• Rhodes Cottage
• Art B Gallery and Bellville Arts Centre
• Rus en Vrede (Durbanville Cultural Association)
• Goodwood Museum
• The Lab
• Guga S’thebe and the Langa Museum
4.1.6 Strategic Assets (City Hall, Athlone Stadium, Good Hope Centre, Grand Parade)
Since July 2012 the following initiatives were developed and implemented:
• Implementation of a turn-around strategy for the City Hall around the maintenance
and management of the facility
• The anchor tenant for the City Hall is the Cape Philharmonic Orchestra (CPO)
• In consultation with Arts & Culture the City Hall strives to become a Cultural Hub
• Appointment of two critical vacancies resulting the improvement of quality service
delivery
• On-going meetings taking place with the Grand Parade Traders Associations
focusing on good governance and regulations
• Provided the Law Enforcement Agencies (such as Law Enforcement, SAPS, etc.) with
a Caravan to act as an information centre and office and they also conduct daily
patrols on the Grand Parade
16
• Athlone Stadium is been used as a multi-purpose facility for soccer events where
Santos Football Club uses it as it home ground. In addition to hosting soccer events
the following organisations/departments uses the stadium for office space:
• SAFA Cape Town’s Head Office;
• Cape Music Institute Music School;
• Sport & Recreation’s District Office & Recreation Unit’s Head Office
During the last financial year, 1 July 2012 to 30 September 2013, 392 events were held at
City Hall, Good Centre & Athlone Stadium attracting approximately 695 000 participants/
spectators. The events include amongst others concerts, soccer matches, meetings,
workshops, exhibitions, conferences, musical festival, Minstrels, Malay Choirs, etc.
4.1.6.1 City Hall
•
•
•
•
•
•
•
•
Annual City Hall Music Sessions
49th International Federation of Landscape Association World Congress
AFI Fashion week opening ceremony
Architecture World Conference
Nelson Mandela Lecture
City Hall Music Sessions
Loeries Judging
2013 Ways to do Public Arts
4.1.6.2 Good Hope Centre
• Cape Argus Pick n Pay Lifestyle Expo - largest active lifestyle expo in Africa - 85 000
attendees
• Two Oceans Expo
• Discovery Cape Times Big Walk - 36 000
• Inaugural World University Netball Championships
• Annual International Trade Fair
4.1.6.3 Athlone Stadium
• 35 local soccer matches were held
4.1.6.4 Events at Grand Parade
• Festive season, Switching on of Lights, etc
• Post event Clean up
4.1.7 Cape Town Stadium
Mayoral Mid-Year Report
Number of Events hosted in the Bowl
Number of Events hosted in the Park
Number of Film Shoots
Number of Events hosted in Non-Bowl Facilities
Number of Visitors on Tours hosted
17
: 73
: 30
: 75
: 87
: 16810 (20 Dec 2011)
Number of People Visiting the Park:
January 2011 to December January 2012 to December January 2013 to October 2013
: 266 542
: 304 801
: 362 975
Income from Park
Income from Stadium Bowl Income from Non-Bowl Facilities
Income from Film Shoots
Income from Visitor Tour
: R295 814
: R31 388 556
: R2 530 156
: R1 853 154
: R547 251
Maintenance Highlights
• We have developed and implemented operational procedures and strategies
• We have developed maintenance and operational procedures for event days
• We have developed maintenance and operational procedures for non-event days
• We have developed and re-engineered additional income streams eg hiring of
pitch protection and fencing
• Developed operational and maintenance procedures and strategies for the Green
Point park
• Business improvement – procured mixer to ensure full integration with sound systems
/ completed hardened surface works. Events Highlights
A large number of events were hosted at the Cape Town Stadium which included not
only bowl events but also other highlights such as commercial and still film shoots. The
main highlights were:
• Various Concerts with some of the best international artists performing such as Lady
Gaga, Bon Jovi , Justin Bieber ,Linkin Park, Red Hot Chilli Peppers and the Eagles.
• Soccer Internationals: Bafana VS Norway and Bafana vs CAR
• The annual MCQP party
Brand Management Highlights
• Stadium Website was developed and introduced
• A Conference and banqueting centre is operational
Commercialisation of the Stadium
• The Stadium appointed a consultant, to assess against International best practice,
different management models for the CTS. This was concluded and a section 78 of
the MSA process was initiated and the dept. is in the process of concluding.
•
• Consultants to address the NEMO and LUPO processes were appointed that will
allow the Stadium to activate relevant income streams. The public participation is
currently underway.
4.1.8 World Design Capital
The 1st of July 2012 marked the official formation of the City of Cape Town’s World
Design Capital Department responsible for the implementation of the 2014 World
Design Capital (WDC) designation1. The beginning of the financial year also
marked the signing of the Host City Agreement between the City of Cape Town and
18
International Council Society of Industrial Design (Icsid) that paved the way for the
planning and implementation of the project.
The programme comprises two components:
• the delivery of the obligations of the Host City Agreement by the implementing
agent, Cape Town
• Design NPC, created for this purpose; and
• The City’s internal WDC initiatives.
The overall budget for the WDC project is set at R60m over three financial years. Of
this, R40m was allocated to the Cape Town Design NPC, and R20m is to fund the
City’s internal WDC department, which is located in the Tourism, Events and Marketing
Directorate.
Over the past year the City of Cape Town’s World Design Capital Department has
successfully completed a number of key milestones as part of the preparation and
planning phase that leads up to the 2014 year. Key milestones achieved include:
• the hosting of two of the seven mandatory signatory events that the City of Cape
Town is obligated to deliver as part of the Host City Agreement,
• visits to both Montreal (Icsid secretariat) and Helsinki (WDC2012) to share best
practices, knowledge and experience relating to hosting a WDC destination, and
• the successful facilitation of the formation of the non-for-profit implementation
agency, Cape Town Design NPC; and the formation of the City’s internal team of
eight staff members and one intern that is responsible for championing the City’s
internal initiatives for World Design Capital.
Since the formation of Cape Town Design NPC in late 2012, it has focused on
developing the marketing and programme strategy for the 2014 year. The company
has managed to attract 1253 project proposals from two open calls for submissions to
the public. Following a ten month curatorial period, 450 projects have been officially
recognised to form the basis of the WDC 2014 programme that was launched by
CTD together with the Mayor in November 2013. Parallel to developing the local
programme of events the company has been developing and planning the remaining
signatory (anchor) events that will be held in the run-up to and during 2014. These
include the Design Week Forum, the New Year’s Eve of Design, the Design Gala, Design
Policy Conference, the International Design House Exhibition and finally a Convocation
Ceremony.
Within the City of Cape Town, the internal WDC team is focused on identifying and
further embedding design and design thinking principles into the administration. Part of
this mission is a commitment to demonstrate the benefits of a design-thinking approach
to Cape Town’s citizens by “touching” all 111 wards through co-design workshops in
clusters of collaborative wards. Over the past financial year the department successfully
completed the pilot phases of these workshops, covering 10 wards in total. The
remaining workshops will be completed during the 2013/14 and 2014/15 financial years.
The City’s WDC department has also identified approximately 70 design-led City
projects that will be showcased during the 2014 calendar year to demonstrate
excellence in City-led design.
19
The City of Cape Town was appointed as World Design Capital 2014 at the 2011 IDA
Congress in Taipei. As is a growing and vibrant city design has for decades been a
significant factor in its desire to build an open city. The marriage of need and innovative
design has resulted in unique solutions to address the issues of a developing city. The
World Design Capital offers an unique opportunity for Cape Town to market itself
globally regards excellence in design and further promote Cape Town as a destination
for investment and innovation. Cape Town’s vision for WDC2014 is to transform Cape
Town through design, into a sustainable, productive African city, bridging historic divides
and building social and economic inclusion.
4.2Areas of Business Improvement
Directorate
SCM processes & Grant-In-Aid processes
Cape Town Stadium
The following areas have been identified as priority areas in unlocking economic value
in the short, medium and long term for the Cape Town Stadium:
• The management of the model for the Cape Town Stadium Section 78 Process
• The management of the ROD and Rezoning process
• Stabilising the staffing and operational structure for the Cape Town Stadium
Events
Systems Improvement is required to unlock capacity to process additional permits and
support additional events.
Strategic Assets
The approval of the Staffing Structure for this department will lead to a business
improvement. The appointment of critical vacancies will ensure that the responsible
staff once appointed will manage the facilities. In addition to the filling of the critical
vacancies the online booking system will also be investigated for implementation.
Place Marketing
The approval of a service provider to assist with origination of marketing collateral that
will help promote Cape Town as a World Class Destination.
World Design Capital
The World Design Capital Department 2014 Programme is constricted to a specific
period and it is the World Design Capital’s Department to execute its objectives and to
conclude the project at the end of 2014/15 in accordance with the targets set within
the set legislative and contractual obligations
20
5. PARTNERS AND STAKEHOLDERS IN THE STRATEGY PLAN (OPTIONAL)
Partners/Internal Stakeholders
Roles and Responsibilities
Place Marketing Department
Departmental Marketing plan
Major Events Department
Co-operation with regards to procuring and delivery of events
Tourism Department
Provide guidance through the City tourism strategy. Partner with this
department in delivering departmental specific objectives.
Sport and Recreation Department
Partner on delivering events where Strategic Assets are to be utilised
Corporate Communication
Provide support to the Department with regards to corporate
communication.
Directorate: Safety and Security
Providing safety and security services and guidance at events at the
Strategic Assets as well as structures
Procurement
Provision of a procurement service for goods & services
External Stakeholders
Roles and Responsibilities
Cape Town Tourism
All major events will impact on Tourism. The tourism strategy will guide
activations for the City of Cape Town
Cape Town International
Conference Centre
Some strategic assets will be enabled to host smaller conferences. A mutually
beneficial relationship must be established between the Strategic Assets
department and the CTICC.
Event/Concert Promoters
Bring events to Strategic Assets
Various Sporting Codes
Hosting of or partnering with the City of Cape Town in hosting sport events at
Strategic Assets
Ratepayers Associations
Events impact on neighbouring Ratepayers Associations and needs to be
consulted.
Western Cape Provincial
Government (e.g. SAPS)
Integrate City and Provincial strategies to ensure an integrated and coordinated approach towards developing facilities of a strategic nature,
hosting of events at these facilities and marketing of these facilities.
National Government
Provide funding towards maintaining key Strategic Assets as well as
partnering with the City and Provincial Government in the hosting of major
events at facilities.
Leaseholders on the Grand Parade
Events hosted by lease holders could impact on events and/or operations at
the Grand Parade and vice versa.
6.RESOURCES
6.1Senior management capability and structure.
This is a description of senior management capability and structure. (do not delete from
document)
6.1.1 Directorate organogram
Refer to Annexure B
21
6.1.2 Give an indication of possible outsource services
Strategic Assets
CONSULTANTS FOR CAPITAL PROJECTS AND REPAIR AND MAINTENANCE
• Professional consultants are required to determine scope of works and
determination of specifications as per their relevant discipline. The department does
not employ the various professionals as a full team of consultants is required which
covers all the relevant disciplines
• The determination of works and method of undertaking these works is done by
professionals in that field/discipline therefore ensuring that works are undertaken
correctly, managed and supervised ensuring effective implementation and service
delivery.
• Internal capacity and resources does not cater for a full professional team, this
places a risk on incorrect implementation of works should they be done internally,
other than project management of the processes required. Challenges that may
be experienced by external service providers are delays from external authoritative
and statutory bodies
EPWP TENDER FOR TRAINING AND PROVISION OF VARIOUS EPWP WORKERS
• Management of the training and deployment of EPWP Database workers requires
a dedicated service provider to employ sufficient capacity and management of
the process, internal capacity and resources would not be able to manage this
programme and requirements
• Derived benefits from the outsourcing of the specified services Service Provider is
responsible for management of workers on the database, training these workers,
adhering to the Directorate’s requirements, deploying these workers as requested,
managing the deployment and performance of these workers, record-keeping,
reporting, etc. Outsourcing would utilise the services of “specialists” or service
providers that are experienced in undertaking such activities. Accountability for
performance
• Undertaking the management of this process internally would cause strain
on resources within the department due to the intrinsic requirements of these
processes.
Cape Town Stadium
The Cape Town Stadium and Green Point Park are logistically and operationally
supported via 12 outsourced tenders consisting of the following services:
•
•
•
•
•
•
•
•
•
•
Pitch Maintenance
Landscaping Maintenance
Fire and Access Control Systems
Audio Visual Systems Maintenance
Cleaning and Waste Management Services
Specialised Stadium Infrastructure Services
Safety and Security Services
Fencing
General Building Maintenance Services
HVAC and Mechanical Pump Maintenance Services
22
• Lift Maintenance Services
• Electrical, Lighting and Power Generation System Maintenance Services
Reason for outsourcing:
• These systems are highly specialised and require to be serviced and maintained by
expert knowledge via external suppliers
Derived benefits from the outsourcing of the specified services:
• The suppliers are subject to and contribute to the EPWP programme
• It is a cost effective solution
Risk and challenges associated with the execution of the work from internal and/or
external resources:
• The normal risks involved in contracted services are prevalent i.e constant
monitoring to ensure compliance with tender specifications.
Place Marketing
Professional consultants are required in the following categories
•
•
•
•
Creative agency; to originate and produce collateral
PR Agency ; Ability to place media across many platforms in diverse regions
Experiential ; Ability to activate
Market Research on new target territories, tourism info. Reputational industries,
Economic date and return on investment
6.1.3 Lead and Contributing Directorate
Refer to Annexure A
6.2Financial Information
6.2.1 Summary of revenue by source
WC000 Cape Town - Supporting Table SA2 Matrix Financial Performance Budget (revenue source/expenditure type
and dept.)
TOURISM, EVENTS & MARKETING
Description
R thousand
Vote 01 – Tourism, Events
& Marketing
Revenue By Source
Grants and Subsidies
Other Service Charges
2 190
21 435
Total Revenue (excluding capital transfers and contributions)
23 625
23
6.2.2 Summary of operating expenditure by type
WC000 Cape Town - Supporting Table SA2 Matrix Financial Performance Budget (revenue source/expenditure type
and dept.)
TOURISM, EVENTS & MARKETING
Description
R thousand
Vote 01 – Tourism, Events
& Marketing
Expenditure By Type
Employee related costs
Depreciation & asset impairment
Other Materials
Contracted services
Transfers and grants
Other expenditure
94 053
200 320
1 229
57 462
87 542
51 781
Total Expenditure
492 387
6.2.3 Summary of capital expenditure by type
Various
Various
Total Project
Estimate
Adjusted
Budget
2013/14
Project information
Ward
location
New or
renewal
102 455
26 530
37 781
30 200
30 200 Multi
various
102 455
26 530
37 781
30 200
30 200 Multi
Various
Total Capital
expenditure
Audited
Outcome
2012/13
2014/2015 Medium Term
Revenue & Expenditure
Framework
Budget
Budget
Budget
Year
Year +1 Year +2
2014/15 2015/16 2016/17
Prior year outcomes
Tourism,
Events &
Marketing
Various
Asset SubClass 4.
Asset Class 4.
Parent
municipality:
Various
R thousand
Project
number
Municipal
Vote/Capital
project
Program/
Project
description
WC000 Cape Town - Supporting Table SA36 Detailed capital budget
6.2.4 Major features of expenditure
30% of total operating budget allocated towards grants and transfers
6.2.5 Narrative on Directorate capital programme
Capital programme directed towards the directorate strategic assets – detailed break
provided in Annexure C
7. RISK ASSESSMENT
Management, with the assistance of the Integrated Risk Management (IRM)
Department, has applied their minds and due care taken to ensure that risks which
could impact on them not achieving the Directorate’s objectives are identified,
addressed and managed on a day to day basis in accordance with the City’s
approved IRM Policy and IRM Framework.
Risk Registers are utilised as a management tool in order to manage all risks of the
Directorate. The risks identified and rated, equal or above the Council approved rating
(appetite) will be reported to the Executive Management Team (EMT), as well as to the
relevant Mayoral Committee member on a six monthly basis.
24
7.1Revenue risks
Strategic Assets
The City Hall, Good Hope Centre, Grand Parade and Athlone Stadium are
inadequately resourced. The resources available for these facilities are only able
to maintain the existing structures from further deterioration. These facilities have
the potential to be sustainable and unlock economic value. The limited growth in
dedicated resources limits the ability to yield higher economic growth and maximum
value.
Cape Town Stadium
The Cape Town Stadium and Green Point Park are assets that generate revenue
for the City and the local economy. The success of these assets is dependent on
these being viable, attractive to investment, has compliant operating systems in
place and employees skilled staff compliment. The skilled staff compliment drives the
aforementioned attributes. The current staff structure consists of 9 permanent staff
member the remainder contract staff members (refer to Annexure B). The loss of skilled
staff negatively impacts the Stadium’s ability to deliver safe and compliant events.
Events are economic drivers and the staff structure plays a critical and pivotal role, the
instability at this level will have a negative impact on the Cape Town Stadium and the
local economy. The impact of the status of the ROD restrictions has resulted in loss of
potential revenue and tenancy.
Place Marketing
Unable to promote Cape Town as a premier travel, events, cultural, trade and
investment destination will impact on the City’s ability to drive economic growth,
development in the City’s key sectors.
8. OBJECTIVES AND INDICATORS OF THE DIRECTORATE SDBIP
Complete Annexure A: Directorate Executive Summary
Objectives
Indicator(s) of
this Objective
Baseline
Target
2013/2014 (by Sept 2014)
Target
(by Dec 2014)
Target
Target
(by March 2015) (by June 2015)
1.1 Create
an enabling
environment
to attract
investment
that generates
economic
growth and job
creation
Numbers of
attendees
at supported
events
TBC
30000
60000
70 000
100 000
1.1 Create
an enabling
environment
to attract
investment
that generates
economic
growth and job
creation
Attract at
least 4 new
International
Events
TBC
1
2
3
4
25
Objectives
Indicator(s) of
this Objective
Baseline
Target
2013/2014 (by Sept 2014)
Target
(by Dec 2014)
Target
Target
(by March 2015) (by June 2015)
1.5 Leverage the
City’s assets to
drive economic
growth and
sustainable
development
Optimal
utilisation of
Cape Town
100%
Stadium and
Green Point Park
100% compliance
with revenue
generation
TARGET for
2014/2015
100% compliance
with revenue
generation
TARGET for
2014/2015
100%
compliance
with revenue
generation
TARGET for
2014/2015
1.1 Create
an enabling
environment
to attract
investment
that generates
economic
growth and job
creation
Percentage
compliance
to planned
number of
100%
events held
at Cape Town
Stadium and
Green Point Park
100%
100% compliance
compliance
100% compliance
with event
with event hosting
with event
hosting target for
target for 2014/14
hosting target
2014/14
for 2014/14
1.5 Leverage the
City’s assets to
drive economic
growth and
sustainable
development
Optimal
utilisation of
strategic assets
within the city
100%
100% compliance
with revenue
generation
TARGET for
2014/2015
1.2: Provide
and maintain
economic
and social
infrastructure
to ensure
infrastructureled economic
growth and
development.
Optimal
utilisation of
strategic assets
100 Events 50
Drive citywide PlaceMarketing &
Communication
strategy
Percentage
implementation
of implementing
a city-wide
New
PlaceMarketing &
Communication
strategy.
Drive citywide PlaceMarketing &
Communication
strategy
Percentage
implementation
of the
Destination
Marketing Plan
1.1 Create
an enabling
environment
to attract
investment
that generates
economic
growth and job
creation
Number of
strategic events
to further the
aims of arts and
culture
1.2 Provide
and maintain
economic
and social
infrastructure
to ensure
infrastructureled economic
growth and
development
Number of
projects to
leverage city
infrastructure to 5
advance arts,
culture and
creative clusters
100%
compliance
with revenue
generation
TARGET for
2014/2015
100%
compliance with
event hosting
target for
2014/14
100% compliance
with revenue
generation
TARGET for
2014/2015
100%
compliance
with revenue
generation
TARGET for
2014/2015
100%
compliance
with revenue
generation
TARGET for
2014/2015
70
100
120
100%
implementation
of PlaceMarketing &
Communication
strategy
100%
implementation
of PlaceMarketing &
Communication
strategy
100%
implementation
of PlaceMarketing &
Communication
strategy
100%
implementation
of PlaceMarketing &
Communication
strategy
New
100%
Implementation
the Destination
Marketing plan
100%
Implementation
the Destination
Marketing plan
100%
Implementation
the Destination
Marketing plan
100%
Implementation
the Destination
Marketing plan
8
1
4
8
10
Quarterly reports
provided
Quarterly reports
provided
Quarterly reports
6
provided
26
Objectives
Indicator(s) of
this Objective
Baseline
Target
2013/2014 (by Sept 2014)
Target
(by Dec 2014)
Target
Target
(by March 2015) (by June 2015)
1.1: Create
an enabling
environment
to attract
investment
that generates
economic
growth and job
creation.
Number of
World Design
Capital 2014
3
Host City
signature events
implemented.
3
0
0
1.1: Create
an enabling
environment
to attract
investment
that generates
economic
growth and job
creation.
Cape Town
Design NPC
close-out report
submitted to
Council for
World Design
Capital 2014
Programme
-
-
Final Cape Town
Design NPC
close-out report
submitted to
Council.
New
-
Drive the
implementation
of the tourism
development
framework
through
destination
development
and local
area tourism
development
Responsible
Tourism (RT)
programme
implemented
Tourism
Policy,
Action
Plan
Planning for
International
Responsible
Tourism
Conference
finalised.
International
Responsible
Tourism
conference
report
-
-
Drive the
implementation
of the tourism
development
framework
through
destination
development
and local
area tourism
development
Annual
report on the
2013
Economic value report
of tourism
Annual report:
Under
construction
Annual EVoT
report presented
Research
results analysed
and new info
gathered
Annual EVoT
report presented
0
9.AUTHORISATION
The undersigned do hereby indicate their agreement with the contents of this
document and the outcomes.
Name
Executive Director
AM GROENEWALD
Mayco Member
CLLR G PASCOE
Signature
10.APPENDICES:
Annexure A: 2014/2015 Directorate SDBIP template
Annexure B: 2014/2015 Directorate organogram
Annexure C: 2014/2015 Directorate draft 2014/2015 budget
27
Date
SFA 1
The
Opportunity
City
Corp Obj 1.1
Pillar,Corp
Obj No and
Program No
/Statutory/
Strategic Plan
Alignment to
IDP
Optimal
utilisation of
strategic assets
within the city
Optimal
utilisation of
strategic assets
1.5 Leverage the
City’s assets to
drive economic
growth and
sustainable
development
1.2: Provide
and maintain
economic
and social
infrastructure
to ensure
infrastructureled economic
growth and
development.
1.1(b) Events
Programme
1.1(b) Events
Programme
Percentage
compliance to
planned number
1.1(b) Events
of events held
Programme
at Cape Town
Stadium and
Green Point Park
1.1 Create
an enabling
environment to
attract investment
that generates
economic growth
and job creation
Attract at
least 4 new
International
Events
Optimal
utilisation of
1.1(b) Events
Cape Town
Programme
Stadium and
Green Point Park
1.1(b) Events
Programme
Numbers of
attendees
at supported
events
1.1 Create
an enabling
environment to
attract investment
that generates
economic growth
and job creation
1.5 Leverage the
City’s assets to
drive economic
growth and
sustainable
development
1.1(b) Events
Programme
Indicator
(to include unit
of measure)
Corporate /
Directorate
Objective
Program /
Statutory or
Strategic Plan
1
100%
compliance
with revenue
generation
TARGET for
2014/2015
100%
compliance
with event
hosting target
for 2014/14
100%
compliance
with revenue
generation
TARGET for
2014/2015
4
100%
compliance
with revenue
generation
TARGET for
2014/2015
100%
compliance with
event hosting
target for
2014/14
100%
compliance
with revenue
generation
TARGET for
2014/2015
120 Events held
at Strategic
Assets Facilities
50
30000
30 Sept 2014
Targets
100 000
Annual Target
30 June 2015
2014/2015 TOURISM EVENTS & MARKETING (TEAM) DIRECTORATE SDBIP
100%
Measuring
Directorate
TEAM
Baseline
2013/2014
TBC
TBC
100%
100%
100 Events
70
100%
compliance
with revenue
generation
TARGET for
2014/2015
100%
compliance with
event hosting
target for
2014/14
100%
compliance
with revenue
generation
TARGET for
2014/2015
2
60000
31 Dec 2014
100
100%
compliance
with revenue
generation
TARGET for
2014/2015
100%
compliance with
event hosting
target for
2014/14
100%
compliance
with revenue
generation
TARGET for
2014/2015
3
70 000
31 Mar 2015
120
100% compliance
with revenue
generation
TARGET for
2014/2015
100% compliance
with event
hosting target for
2014/14
100% compliance
with revenue
generation
TARGET for
2014/2015
4
100 000
30 June 2015
CAPEX BUDGET
28
Director
Strategic
Assets
F Prince
Director
Cape Town
Stadium
L De Reuck
Director
Events
T Cullen
RESPONSIBLE
PERSON
SFA 1
The
Opportunity
City
Corp Obj 1.6
SFA 1
The
Opportunity
City
Corp Obj 1.5
SFA 1
The
Opportunity
City
Corporate
objective no.
1.2
SFA 1
The
Opportunity
City
Corporate
objective no.
1.1
SFA 1
The
Opportunity
City
Pillar,Corp
Obj No and
Program No
/Statutory/
Strategic Plan
Alignment to
IDP
1.1: Create
an enabling
environment to
attract investment
that generates
economic growth
and job creation.
1.2 Provide
and maintain
economic
and social
infrastructure
to ensure
infrastructure-led
economic growth
and development
1.1 Create
an enabling
environment to
attract investment
that generates
economic growth
and job creation
1.1(b) Events
Programme
1.1(b) Events
Programme
Cape Town
Design NPC
close-out report
submitted to
Council for
World Design
Capital 2014
Programme
Number of World
Design Capital
1.1(b) Events
2014 Host City
Programme
signature events
implemented.
Number of
projects to
leverage city
infrastructure to
advance arts,
culture and
creative clusters
Number of
strategic events
to further the
aims of arts and
culture
100%
Implementation
the Destination
Marketing plan
100%
Implementation
the Destination
Marketing plan
30 Sept 2014
Percentage
Drive city-wide
implementation
Place-Marketing
of the
& Communication
Destination
strategy
Marketing Plan
Annual Target
30 June 2015
100%
implementation
of PlaceMarketing &
Communication
strategy
Program /
Statutory or
Strategic Plan
100%
implementation
of PlaceMarketing &
Communication
strategy
Indicator
(to include unit
of measure)
Targets
Percentage
implementation
Drive city-wide
of implementing
Place-Marketing
a city-wide
& Communication Placestrategy
Marketing &
Communication
strategy.
Corporate /
Directorate
Objective
2014/2015 TOURISM EVENTS & MARKETING (TEAM) DIRECTORATE SDBIP
Quarterly reports Quarterly reports
provided
provided
0
-
6 Projects
3
Final Cape Town
Design NPC
close-out report
submitted to
Council.
-
3
1
4
100%
Implementation
the Destination
Marketing plan
100%
implementation
of PlaceMarketing &
Communication
strategy
31 Dec 2014
10 Events
5
Measuring
Directorate
TEAM
Baseline
2013/2014
New
New
8
3
New
10
100%
Implementation
the Destination
Marketing plan
100%
implementation
of PlaceMarketing &
Communication
strategy
30 June 2015
-
0
Final Cape Town
Design NPC
close-out report
submitted to
Council.
0
Quarterly reports
6
provided
8
100%
Implementation
the Destination
Marketing plan
100%
implementation
of PlaceMarketing &
Communication
strategy
31 Mar 2015
CAPEX BUDGET
29
Director
World
Capital
Design
R Perez
Manager
Arts &
Culture
Z Minty
Director
Place
Marketing
R Viljoen
RESPONSIBLE
PERSON
1B 1.2(b)
SFA 1
The
Opportunity
City
SFA 1.1
The
Opportunity
City
Pillar,Corp
Obj No and
Program No
/Statutory/
Strategic Plan
Alignment to
IDP
1.2 Provide
and maintain
economic
and social
infrastructure
to ensure
infrastructure-led
eonomic growth
and development
Drive the
implementation
of the tourism
development
framework
through
destination
development and
local area tourism
development
Corporate /
Directorate
Objective
Number of
Expanded
Public Works
programmes
(EPWP)
opportunities
created
Percentage
spend on
repairs and
maintenance
1.2(d)
Expanded
Public Works
Programme
1.2(b):
Maintenance of
infrastructure
Percentage
1.2(c):
spend of Capital Investment in
Budget
Infrastructure
Responsible
Tourism (RT)
programme
implemented
Dir/Dept.
projected cash
flow/ total
budget
Directorate and
Departments
to set their
own targets
for repairs and
maintenance
Dir/Dept.
projected cash
flow/ total
budget
Directorate and
Departments
to set their
own targets
for repairs and
maintenance
92%
95%
To be
determined by
directorate In
consultation with
the Corporate
office
Annual EVoT
report presented
Annual report:
Under
construction
Annual EVoT
report presented
To be
determined by
directorate In
consultation with
the Corporate
office
International
Responsible
Tourism
conference
report
Planning for
International
Responsible
Tourism
Conference
finalised.
International
Responsible
Tourism
conference
report
To be
determined by
directorate In
consultation with
the Corporate
office
31 Dec 2014
Annual Target
30 June 2015
Targets
30 Sept 2014
Annual report on
the Economic
value of tourism
Program /
Statutory or
Strategic Plan
Indicator
(to include unit
of measure)
2014/2015 TOURISM EVENTS & MARKETING (TEAM) DIRECTORATE SDBIP
Tourism Policy,
Action Plan
Measuring
Directorate
TEAM
TEAM
Finance
Finance
Compliance & Auxiliary
Services
Baseline
2013/2014
2013
report
Direct./ Dept. achievement as at 30 June 2014
100%
Direct./ Dept. achievement
as at 30 June 2014
To be
determined by
directorate In
consultation with
the Corporate
office
Directorate and
Departments
to set their
own targets
for repairs and
maintenance
To be determined
by directorate In
consultation with
the Corporate
office
95%
92%
Research
results analysed
and new info
gathered
Dir/Dept.
projected cash
flow/ total
budget
Annual EVoT
report presented
-
30 June 2015
International
Responsible
Tourism
conference
report
31 Mar 2015
Director
Tourism
N Mkefa
Regan
Melody
Contact: 021
400 9360
Cell: 079 445
3376
Directorate
Finance
Manager:
Cheryl
Jaftha
Director
Tourism
N Mkefa
CAPEX BUDGET
RESPONSIBLE
PERSON
30
5.2 (b)
SFA 5
The Well-Run
City
4A 4.1 (a)
The Inclusive
City
SFA 4
1H (a) 1.6 (a)
The
Opportunity
City
SFA 1
Pillar,Corp
Obj No and
Program No
/Statutory/
Strategic Plan
Alignment to
IDP
5.2 Establish an
efficient and
productive
administration
that prioritises
delivery
1.6(a): SETA and
EPWP funding
used to train
apprentices
and create
other external
training
opportunities.
Training
apprentices
for vacant
posts in the
administration
and the City.
Program /
Statutory or
Strategic Plan
Programme
5.2(a): Human
Percentage
adherence to EE resources,
talent
target
management
and skills
development
programme
Percentage
(integrated
adherence to EE
talent
target (disabled)
management
approach)
4.1(a):
Managing
Percentage
service delivery
adherence to
through
Citywide service
the service
standard based
management
on all external
process (C3
notifications
notification
responsiveness)
Number of
apprentices
1.6 Maximise the
use of available
funding and
programmes for
training and skills
development
4.1Ensure
responsiveness
by creating an
environment
where citizens
can be
communicated
with and
responded to
Number of
external trainee
and bursary
opportunities
(excluding
apprentices)
Indicator
(to include unit
of measure)
1.6 Maximise the
use of available
funding and
programmes for
training and skills
development
Corporate /
Directorate
Objective
2%
80%
100%
NA
Annual Targets
for each
Directorate and
Department will
be developed
by line
departments
in consultation
with Corporate
Services.
Annual Target
30 June 2015
2014/2015 TOURISM EVENTS & MARKETING (TEAM) DIRECTORATE SDBIP
Measuring
Directorate
Corporate Services
Corporate Services
Baseline
2013/2014
Direct./ Dept. achievement as at 30 June 2014
Direct./ Dept. achievement
as at 30 June 2014
2%
80%
100%
NA
Quarterly
targets must
be determine
in consultation
with each
Directorate and
Department
30 Sept 2014
Targets
2%
80%
100%
NA
Quarterly
targets must be
determine in
consultation with
each Directorate
and Department
31 Dec 2014
2%
80%
100%
NA
Quarterly
targets must
be determine
in consultation
with each
Directorate and
Department
31 Mar 2015
2%
80%
100%
NA
Annual Targets
for each
Directorate and
Department will
be developed
by line
departments
in consultation
with Corporate
Services.
30 June 2015
CAPEX BUDGET
31
Michael
Siyolo
Contact: 021
400 9840
Cell: 084 300
0609
Justine
Quince
Contact: 021
400 9222
Cell: 084 630
7401
Chad Aimes
(Quarterly BI
report)
Contact: 021
400 3828
Cell: 071 850
3383
Justine
Quince
Contact: 021
400 9222
Cell: 084 630
7401
RESPONSIBLE
PERSON
SFA 5
The Well-Run
City
5.2 (b)
SFA 5
The Well-Run
City
Pillar,Corp
Obj No and
Program No
/Statutory/
Strategic Plan
Finance
Internal
Audit
Compliance &
Auxiliary Services
Alignment to
IDP
Corporate Services
Measuring
Directorate
5.2 Establish an
efficient and
productive
administration
that prioritises
delivery
5.3 Ensure
financial
prudence, with
clean audits
by the AuditorGeneral
5.2 Establish an
efficient and
productive
administration
that prioritises
delivery
Corporate /
Directorate
Objective
Programme
5.2(a): Human
resources,
talent
management
and skills
development
programme
(integrated
talent
management
approach)
Program /
Statutory or
Strategic Plan
Number of risk
registers signed
and submitted
to IRM timeously
Programme
Percentage
5.1(a):
Internal Audit
findings resolved Transparent
government
(oversight)
programme
Percentage of
assets verified
Percentage
of Operating
Budget spent
Percentage
budget spent on
implementation
of WSP
Percentage
vacancy rate
Percentage
adherence
to OHS target
(composite
Indicator)
Percentage of
absenteeism
Indicator
(to include unit
of measure)
3
70%
0
70%
1
70%
75%
(60%
asset register
verified)
Finalisation of
Asset verification
timetable by
Corporate
Finance
100%
asset register
verified
Review of
Asset Policy
by Corporate
Finance
Dir/Dept.
projected cash
flow
Dir/Dept.
projected cash
flow
Dir/Dept.
projected cash
flow
95%
≤ 7%
95%
≤ 5%
30 June 2015
2
70%
3
70%
100%
asset register
verified
95%
To be
determined by
directorate In
90%
consultation with
the Corporate
office
To be
determined by
directorate In
consultation with
the Corporate
office
To be
determined by
directorate In
consultation with
the Corporate
office
≤ 7%
95%
To be
determined by
directorate In
consultation with
the Corporate
office
≤ 7%
95%
≤ 5%
31 Mar 2015
≤ 7%
95%
95%
≤ 5%
31 Dec 2014
≤ 7%
≤ 5%
30 Sept 2014
Targets
≤ 5%
Annual Target
30 June 2015
2014/2015 TOURISM EVENTS & MARKETING (TEAM) DIRECTORATE SDBIP
Riaan Vosloo
Contact: 021
400 3879
Cell: 082 559
9959
Ludwig
Geldenhuys
Contact: 021
400 3515
Directorate
Finance
Manager:
Cheryl
Jaftha
Justine
Quince
Contact: 021
400 9222
Cell: 084 630
7401
Dikeledi
Tshuduku
Contact: 021
400 5261
Justine
Quince
Contact: 021
400 9222
Cell: 084 630
7401
Baseline
2013/2014
Direct./ Dept. achievement as at 30 June 2014
CAPEX BUDGET
RESPONSIBLE
PERSON
32
33
Measuring
Directorate
Corporate /
Directorate
Objective
Indicator
(to include unit
of measure)
DATE:
31 Dec 2014
DATE:
30 Sept 2014
PORTFOLIO COMMITTEE CHAIRPERSON
Annual Target
30 June 2015
DATE:
Program /
Statutory or
Strategic Plan
Targets
MAYCO MEMBER:
EXECUTIVE DIRECTOR: ANTON GROENEWALD
Pillar,Corp
Obj No and
Program No
/Statutory/
Strategic Plan
Alignment to
IDP
Baseline
2013/2014
2014/2015 TOURISM EVENTS & MARKETING (TEAM) DIRECTORATE SDBIP
31 Mar 2015
30 June 2015
RESPONSIBLE
PERSON
CAPEX BUDGET
UTILITY SERVICES
DIRECTORATE EXECUTIVE SUMMARY
OF THE SERVICE DELIVERY AND
BUDGET IMPLEMENTATION PLAN
2014/2015
EXECUTIVE DIRECTOR: DR GISELA KAISER
CONTACT PERSON: DAVID PAULSE
Website (for detailed SDBIP):
www.capetown.gov.za/en/idp/pages/implementingtheidp.aspx
VISION OF THE CITY:
• To be an opportunity city that creates an enabling environment for economic
growth and job creation
• To deliver quality services to all residents
• To serve the citizens of Cape Town as a well-governed and corruption-free
administration
This is a one year plan giving effect to the 2014/2015 budget, which is aligned to
the 2012-2017 IDP. It sets out the strategies in quantifiable outcomes that will be
implemented over the 2014/2015 financial year. It considers what was set out in the IDP,
the economic growth strategy and the social development strategy, and indicates
what the Directorate needs to do to deliver on the IDP, how this will be done, what the
outcomes will be, what processes it will follow and which inputs will be used.
2
TABLE OF CONTENTS
1.
EXECUTIVE SUMMARY
4
2.
PURPOSE AND SERVICE MANDATE OF DIRECTORATE
4
3. STRATEGIC ALIGNMENT TO THE IDP
5
4.
PERFORMANCE PROGRESS AND OUTCOMES
10
4.1 Past year’s performance
10
4.2 Areas of Business Improvement
10
5.
PARTNERS AND STAKEHOLDERS IN THE STRATEGY PLAN (optional)
11
6.
RESOURCES
12
6.1
Senior management capability and structure
12
6.1.1 Directorate organogram
12
6.1.2 Possible outsource services
13
6.1.3 Lead and Contributing Directorate
13
Financial Information
14
6.2.1 Summary of revenue by source
14
6.2.2 Summary of operating expenditure by type
14
6.2.3 Summary of capital expenditure by type
15
6.2.4 Major features of expenditure
15
6.2.5 Narrative on Directorate capital programme
15
6.2
7. RISK ASSESSMENT
17
7.1
17
8. OBJECTIVES AND INDICATORS OF THE DIRECTORATE SDBIP
Revenue risks
17
9. AUTHORISATION
19
10.APPENDICES:
19
Annexure: 2014/2015 Directorate SDBIP template
3
1. EXECUTIVE SUMMARY
The executive summary of the Utility Services Service Delivery and Budget Implementation
Plan 2013/2014 provides a directorate overview of service delivery by the core functions
of the directorate; namely Water & Sanitation, Electricity and Solid Waste Management
services. Further detail is contained in the departmental business plans.
The directorate’s service delivery and budget implementation plan (SDBIP) is
developed in alignment with the City’s Integrated Development Plan (IDP) and further
unpacked in the three line department SDBIPs to ensure effective and efficient service
delivery.
2. PURPOSE AND SERVICE MANDATE OF DIRECTORATE
Core purpose
To ensure sustainable municipal infrastructure and services (water, sanitation, electricity
and solid waste management) that will enable economic development
To provide equitable access to basic services for all the citizens of Cape Town
Service Mandate
The Constitution stipulates that the City/municipality has a responsibility to ensure that
citizens of Cape Town have access to basic services. Municipal powers and functions
are dealt with in Section 156 (Schedules 4B and 5B) of the Constitution. Utility Service
specific functions are contained in Schedule 4B pertaining to electricity reticulation,
water and sanitation and schedule 5B pertaining to street lighting, cleansing, refuse
removal, refuse dumps and solid waste disposal.
To meet this responsibility Utility Services must ensure the provision of effective and
reliable water, sanitation, electricity and solid waste management services through
effective management of natural resources and service delivery infrastructure.
Water & Sanitation
Formal households and commercial customers have access to water and sanitation
services through a metered water connection and (with the exception of a few septic
tank facilities) full flush sanitation on site. The City has met national standards for full
water and sanitation access in informal settlements.
Electricity Services:
City of Cape Town Electricity Services (CCTES) department distributes electricity
to residential and commercial/industrial customers in the CCTES supply area. The
department is licensed by the National Energy Regulator of South Africa (NERSA) to
undertake this function. Under the NERSA licence, the standard of services provided
must meet the requirements as set out in the national standards NRS047 and NRS048. Waste Collection services:
Informal settlements receive a once weekly, bagged door-door waste collection
service which is provided to indigent families per dwelling, according to a Council
approved contract. Formal residential kerbside waste collection services are provided
by the Council (SWM) or via Council tenders that include community based contracts.
4
Commerce is serviced by either the Solid Waste Management Department or private
sector companies, while the industrial sector, which also generates special and
hazardous waste, is serviced exclusively by the private sector in terms of Council policy.
3. STRATEGIC ALIGNMENT TO THE IDP
LINKAGE TO IDP, EGS and SDS AND CHANGE IN INDICATORS AND TARGETS
Key Utility Service linkages to the Integrated Development Plan, Economic Growth and
Social Development Strategies
The opportunity city
Obj 1.2: Provide
and maintain
economic and
social infrastructure
to ensure
infrastructure-led
economic growth
and development
Obj 1.3: Promote
a sustainable
environment
through the efficient
utilisation of
resources
Obj 1.6: Maximise
the use of available
funding and
programmes for
training and skills
development
•Apprenticeships
•Other external
training
opportunities
The safe city
• Bulk
infrastructure
• Reticulation
networks
• Distribution
infrastructure
• Plant and Fleet
• Investment/
repairs &
maintenance
• EPWP
opportunities
• Waste
minimisation
• Water
Conservation &
Water Demand
Management
• Electricity
consumption
The caring city
The inclusive City
Obj 3.4: Provide
for the needs of
informal settlements
and backyard
residences through
improved services
Obj 4.1: Ensure
responsiveness
by creating an
environment where
citizens can be
communicated
with and
responded to
Obj 3.5: Provide
effective
environmental
health services
•Water quality
•Improved W&S
access
•Janitorial
services
•Electrification
•Public lighting
•Area cleaning
& refuse
collection
•Improved
services to BYs
•C3
responsiveness
- service
standard
for external
notifications
•Annual
Community
Satisfaction
survey
Social Development Strategy
Economic Growth Strategy
5
The well-run city
Obj 5.2Establish
an efficient
and productive
administration that
prioritises delivery
Obj 5.3: Ensure
financial prudence,
with clean audits by
the Auditor-General
•CAPEX/OPEX
•Revenue
Collection
•Asset
verification
•IRM
The
The WellInclusive
run city
city
The Caring
city
The Opportunity city
Key Linkages to IDP Programmes
• Obj 1.2: Provide and maintain economic and social infrastructure to ensure infrastructure-led economic
growth and development
• Prog 1.2 (b) Maintenance of infrastructure
• Prog 1.2 (c) Investment in Infrastructure
• Prog 1.2 (d) Expanded Public Works Programme (EPWP)
• Obj 1.3: Promote a sustainable environment through the efficient utilisation of resources
• Prog: 1.3 (a) Sustainable utilisation of scarce resources, such as water and energy
• Prog 1.3 (b) Water Conservation and Water Demand Management Strategy
• Obj 1.6: Maximise the use of available funding and programmes for training and skills development
• Prog 1.6 (a) SETA and EPWP funding used to train apprentices and create other external training
opportunities. Training apprentices for vacant posts in the administration and the city
• Obj 3.4: Provide for the needs of informal settlements and backyard residences through improved
services
• Prog 3.4 (b) Service Delivery Programme in informal settlements
• Prog 3.4 (c) Backyarder Service Programme
• Obj 3.5: Provide effective environmental health services
• Prog 3.5 (a) Environmental Health Care Programme
• Obj 4.1: Ensure responsiveness by creating an environment where citizens can be communicated with
and responded to
• Prog 4.1(a) Managing service delivery through the service management programme (C3
notification responsiveness)
• Obj 5.2: Establish an efficient and productive administration that prioritises delivery
• Prog 5.2(c) Annual Community Satisfaction Survey (CSS)
• Obj 5.3: Ensure financial prudence with clean audits by the Auditor General
• Prog 5.2(a) Financial management programme
Utility Services has a primary link to the following Strategic Focus Areas (SFAs) of the
Integrated Development Plan (IDP).
• SFA 1: The Opportunity City
IDP Objective 1.2 – Provide and maintain economic and social infrastructure to ensure
infrastructure-led economic growth and development
Investment in the maintenance and expansion of essential utility services like water,
sanitation, electricity and solid waste removal and disposal is fundamental to improve
services and the quality of life for all citizens, as well as encouraging investment in other
economic infrastructure by local and foreign investors.
In the coming years, the City will focus on investing in bulk services delivery. Asset
condition and replacement values have to be determined to enable a life-cycle
approach to optimise funding. The City’s objective is to develop and implement
a lifecycle management system for infrastructure assets. The infrastructure Asset
Management Programme is a corporate project that is aligned with the National
Department of Cooperative Governance (COG) and the National Treasury
requirements to establish, implement and use a Comprehensive Infrastructure Plan
(CIP). Preventative maintenance and timely upgrades or replacements will save costs
in the long-term, minimise outages and improve service provision.
The Utility Services directorate will support the Expanded Public Works Programme
(EPWP) through implementation of its infrastructure projects as well as other work
opportunities generated by operations.
6
IDP Objective 1.3 – Promote a sustainable environment through the efficient utilisation of
resources
Options for electricity generation by the City itself are being pursued and incentives
and regulatory measures will be developed where appropriate. The City also aims to
significantly improve its own energy usage and carbon footprint through the use of
greener technologies – such as energy efficient public lighting.
Steps have been taken by the Solid Waste Management (SWM) Department toward
achieving waste minimisation city-wide by developing and running both waste
management facilities incorporating Material Recovery Facilities (MRFs), public dropoff sites, composting and builder’s rubble crushing facilities and waste minimisation
enabling and awareness raising projects such as the Think Twice Campaign, IWEX and
Waste Wise). The intention is to sustain current waste minimisation pilot initiatives for
future learning and benchmarking.
The SWM Department will focus on waste streams that have the largest impact on
airspace – namely greens/organic waste, recyclables and builder’s rubble. The City will
also prioritise waste minimisation options by focusing on high impact waste diversion
activities through partnerships. The feasibility of Public Private Partnerships will be
evaluated in the coming year.
The Water and Sanitation Department will continue to implement its Water Conservation
and Water Demand Strategy which include the following initiatives:
•
•
•
•
•
•
•
Pressure Management projects
Fix It Leak Repair
Integrated Leaks Repair project
Meter Replacement
Water Demand Management Devices
Treated-effluent reuse
Consumer education and awareness
The City will also complete the investigation of extended water resources to augment
current water supply.
IDP Objective 1.6 – Maximise the use of available funding and programmes for training
and skills development
Utility Services will continue to roll out apprenticeship programmes in the Water &
Sanitation, Electricity and Solid Waste Departments to support the City programme.
These apprentices will meet the demand side of the labour market, using the training
the City provides to either become skilled technicians employed by the government or
to move as newly qualified people into the private sector.
• SFA 3: The Caring City
IDP Objective 3.4 – Provide for the needs of informal settlements and backyard
residences through improved services
The City aims to ensure that services are maintained and extended across the metro
through the provision of clean and safe potable water, and efficient sanitation services
7
for a healthy environment. All known informal settlements in the City of Cape Town
receive a weekly door-to-door domestic refuse service with free plastic bags provided.
The filled bags are collected and taken to storage containers pending removal to
landfill twice a week. There is also an on-going litter picking and illegal dumping
removal in each settlement. These services are contracted out on three year tenders,
which stipulate that only local labour from the given areas is employed.
The Electrification programme entails the provision of electricity to qualifying low cost
housing developments, backyarders and informal settlements within the Metro. The
metro electricity supply is divided between Eskom and the City of Cape Town (CCT)
and both entities have programmes for Electrification. The CCT utilises internal funding
for many of its’ projects.
In addition, the Department of Energy (DoE) partially funds the electrification
projects through external grant funding. The CCT also recently started utilising the
Urban Settlement Development Grant (USDG) in funding of several of its’ projects.
New Housing projects are normally serviced, including the provision of electricity,
by the developer with these costs being recovered from the homeowner. Where
housing developments consist of dwellings for which the beneficiaries are eligible
for Government housing subsidies, the CCT provides electricity supplies at a greatly
subsidised rate. Eskom will only electrify housing with funding from DoE and until recently
the DoE funding was only allocated to formally proclaimed townships. With a change
in the DoE policy, Eskom have now embarked on the electrification of informal areas
which comply in terms of the City’s Electrification policy. Eskom’s DoE funding is through
either the so-called Schedule 7, which is money directly transferred to the entity from
DoE, or schedule 6 which is DoE funds relayed through the CCT.
The Backyarder Service programme is aimed at the improvement of living conditions
of people living in backyards of Council rental stock by providing improved access to
municipal services. Utility Services contributes to this programme through the provision
services which include water, sanitation, refuse removal and electricity. Water and
sanitation provision entails an enclosed concrete walled flush toilet with a tap and
washing trough on the outside, while the provision of Solid Waste Management services
entails an additional 240 litre refuse bin per property. Electricity supply to backyard
residents will enable the provision of free basic electricity.
Objective 3.5 – Provide effective Environmental Health Services
Utility Services has set targets for the percentage compliance of treated effluent in line
with the Department of Water Affairs effluent standards and better control of industrial
effluent quality will be actively pursued. This will contribute to improving the water
quality of all receiving water bodies.
The quality of water produced at the City of Cape Town’s (CCT) water treatment plants
is strictly monitored on a continual operational basis by the Bulk Water Branch to ensure
compliance with the South African National Standard 241: 2006 on drinking water
quality. The Scientific Services Branch also conducts routine sampling and analysis
of potable water produced at all water treatment plants, as well as inspection of
treatment processes.
8
SFA 4: The Inclusive City
IDP Objective 4.1 – Ensure responsiveness by creating an environment where citizens
can be communicated with and responded to
Utility Services supports and is a key participant in the Service Management
Programme, the purpose of which is to build on and enhance service delivery
performance to ensure that resident’s needs are responded to and that operations
and maintenance are aligned to ensure improved service delivery.
• SFA 5: The Well-Run City
IDP Objective 5.2 – Annual Community Satisfaction Survey (CSS)
The City of Cape Town undertakes an annual survey that assists Utility Services to
monitor its performance and to inform operational planning and service delivery
improvement.
IDP Objective 5.3: Ensure financial prudence with clean audits by the Auditor General
Through the Financial management programme, Utility Services aligns with the City’s
approach of ensuring an effective revenue stream and the management of tariffs for
municipal basic services.
Source: 5 Year Plan (IDP) 1 July 2012 – 30 June 2017
Key Linkages to Social Development Strategy
1.1 Create job opportunities through the Expanded Public Works
programme
1.2 Develop the skills of people excluded or at risk of exclusion –
learnerships, apprenticeships
2.1 Continue to reorient service delivery to create and maintain
safe and healthy environments
– Those that are vulnerable receive services that enable them to
live in a clean healthy and safe environment
IDP:
The
Opportunity City
3.1 Continue to reorient service delivery to its pro-poor approach
3.5 Champion the inclusion of vulnerable people across the City –
services to indigent
IDP:
The Caring City
4.2 Promote and foster social integration through recreational and
active citizenship
opportunities - Ward Allocations, C3 Notifications
4.4 Facilitate Public Participation and ensure that marginalised
voices are heardAwareness campaigns (Waste Minimisation (Drop-offs), Save
Energy, Water conservation
IDP:
The
Inclusive City
5.1 Guide and encourage CSI (Corporate Social investment)
activity and collaboration with private enterprises – communitypublic-private collaborations - Exhibitions
IDP:
The
Well-Run City
9
Key Linkages to Economic Growth Strategy
1.2 Special interventions/ incentives designed to influence the
location decision of businesses
1.5 Prioritise City competitiveness in business improvements initiative
– C3 Notification, installation of free call lines, smart meters
2.6 Maintain and upgrade basic service infrastructure to ensure
sustainability
3.2 Expand opportunities via employee skills development- training,
learnership, Apprenticeship
3.4 Work with tertiary education sector to develop, attract and
retain skills
3.5 Broaden job opportunities via the EPWP – Meet targets set by
DPW
4.3 Showcase local economy by (facilitating) supporting major
strategic events – Festive lights, etc.
5.2 Manage water conservation, supply and demand to ensure
sustainability
IDP:
The
Opportunity City
IDP:
The
Well-Run City
IDP:
The
Opportunity City
4. PERFORMANCE PROGRESS AND OUTCOMES
4.1 Past year’s performance
The past years information is available in the Annual Reports located on the site: http://
www.capetown.gov.za/en/IDP/Pages/default.aspx
The demand for basic services and related infrastructure is influenced by population
and economic growth. The recent 2011 Census indicated a growth in the number
of households from 777 389 in the 2001 Census to an estimated total of 1 068 572
households. Economic growth also necessitates investment in bulk infrastructure to
support current and future needs.
All formal households in the City have access to water, sewerage, electricity and solid
waste services. By 2012 the City had addressed access to water and sanitation in
informal settlements in terms of the national standard and continues to work towards
achieving its own higher standard of improved services for all informal settlement
households. Similarly, all known and serviceable informal settlements receive a weekly
door-to-door refuse collection service.
A backlog in electricity service connections however exists in informal settlements
(primarily in Eskom area of supply) and the electrification of backyard dwellers in formal
areas. Certain informal settlement dwellings though cannot be electrified as they do
not comply with National Government legislation requirements. Electrification is an ongoing process which follows on human settlement initiatives and will therefore continue
over the medium to long-term.
10
4.2Areas of Business improvement
The Directorate continues to support the City’s Service Management programme and
has built on its success by further improving turn-around time on external notifications.
5. PARTNERS AND STAKEHOLDERS IN THE STRATEGY PLAN
Stakeholder
Needs/Roles and Responsibilities
• Customers
• Communities
• Business/industry
Service delivery; water, sanitation, electricity services and the provision
of solid waste removal, uninterrupted supply; reasonable turnaround
time on service requests
Internal Partners
• Councillors
• External Service Delivery Directorates
• Corporate
• Unions
Information sharing; communication of directorate requirements and
service standards; policy development and implementation; service
coordination
External Partners
• National and Provincial Government
• Parastatals
• Community based Organisations
• Business Sector
• Sector Service Authorities
• Institutions for Higher Learning
Information, service delivery coordination, implementation, research,
compliance
Utility Services involvement in cluster work groups:
EMT Subcommittee Cluster
Working Group Involvement
• Business Improvement Subcommittee
• Integrated Service Delivery (EMT SC)
•
•
•
•
•
Property Valuation Chain Governance
Portfolio and Project Management
Urban Regeneration
Area Districts
Expanded Public Works Programme
• Economic Cluster Management Committee
• Growth/Infrastructure Capability
• Green/Sustainability
• Gas for Energy
• Social Cluster Management Committee
•
•
•
•
•
Informal Settlements
Urbanisation
Substance Abuse
Social Services
Corporate Social Investment
11
6.RESOURCES
6.1Senior management capability and structure.
6.1.1 Directorate organogram
EXECUTIVE DIRECTOR:
UTILITY SERVICES
(US Directorate staff
complement: 9 244)
Director: Electricity
Services
(CT Elec Dept staff
complement: 2 327)
Director: Water &
Sanitation
(W&S Dept staff
complement: 3 867)
Director: Solid Waste
Management
(SWM Dept staff
complement: 3 035)
Manager:
Technical Support
Services
Manager:
Bulk Water
Manager:
Technical
Services
Manager:
Infrastructure
Management
Manager:
Wastewater
Treatment
Manager:
Cleaning
Manager:
Electricity Supply
Manager:
Engineering
& Asset
Management
Manager:
Collections
Manager:
Finance &
Commercial
Manager:
Reticulation
Manager:
Planning
Manager:
Sales and
Customer
Relations
Manager:
Scientific Services
Manager:
Disposal
HR Business
Partner
Manager:
Water Demand
Management
& Strategy
Manager:
Finance &
Commercial
Manager:
Finance &
Commercial
HR Business
Partner
HR Business
Partner
Support Services
Manager
Support Services
Manager
Head:
Loss Control
12
Utility Services Support
(US Directorate support
staff complement: 13)
Structure specifies
existing staff
complement
(excluding vacancies)
under each Dir/Dept
organisational level as
at 31 December 2013
Source: SAP BI Org
Management Module
6.1.2 Possible outsource services - none
6.1.3 Utility Services Lead and Contributing Directorate role in IDP deliverables
Corporate Scorecard Indicators
Lead/
contributing
1.B Percentage spend of capital budget
Contributing
1.C Rand value of capital invested in engineering infrastructure
Contributing
1.D Percentage spend on repairs and maintenance
Contributing
1.E Number of outstanding valid applications for water services
expressed as a percentage of total number of billings for the service
Responsible person
(lead)
Lead
Peter Flower
Director: Water &
Sanitation
1.G Number of outstanding valid applications for electricity services
expressed as a percentage of total number of billings for the service
Lead
Les Rencontre
Director: CT Electricity
Services
1.H Number of outstanding valid applications for refuse collection
service expressed as a percentage of total number of billings for the
service
Lead
Rustim Keraan
Director: Solid Waste
Management
1.F Number of outstanding valid applications for sewerage services
expressed as a percentage of total number of billings for the service
1.I Number of Expanded Public Works Programme (EPWP) opportunities
Contributing
created
1.J Percentage of treated potable water not billed
Lead
1.M (a) Number of external trainee and bursary opportunities
(excluding apprentices)
Contributing
Peter Flower
Director: Water &
Sanitation
1.M (b) Number of apprentices
3.E Improve basic services
Lead
Peter Flower
Director: Water &
Sanitation
3.E (c) Percentage of informal settlements receiving a door-to-door
refuse collection and area cleaning service
Lead
Rustim Keraan
Director: Solid Waste
Management
3.F Number of electricity subsidised connections installed
Lead
Les Rencontre
Director: CT Electricity
Services
3.G Percentage compliance with drinking water quality standards
Lead
Peter Flower
Director: Water &
Sanitation
4.A Percentage adherence to Citywide service standard based on all
external notifications
Contributing
5.C Community satisfaction survey (score 1-5) city wide
Contributing
3E. (a) Number of water service points (taps) provided
3.E (b) Number of sanitation service points (toilets) provided
13
6.2Financial Information
6.2.1 Summary of revenue by source
Budgeted Financial Performance (Revenue)
Description
2014/15 Medium Term Revenue & Expenditure Framework
R thousand
Budget Year 2014/15
Budget Year +1
2015/16
Budget Year +2
2016/17
Operating Revenue By Source
Service charges - electricity revenue
10,072,229
10,827,646
11,661,375
Service charges - water revenue
2,540,080
2,824,821
3,158,769
Service charges - sanitation revenue
1,338,202
1,489,197
1,666,350
989,721
1,067,217
1,146,776
61,189
64,615
68,105
Service charges - refuse revenue
Service charges - other
453
475
499
Interest earned - external investments
Rental of facilities and equipment
1
1
1
Interest earned - outstanding debtors
117,500
124,080
130,780
Other revenue
102,996
108,764
114,637
6,000
6,336
6,678
15,228,371
16,513,153
17,953,972
Gains on disposal of PPE
Total Operating Revenue (excluding capital
transfers and contributions)
6.2.2 SUMMARY OF OPERATING EXPENDITURE BY TYPE
Budgeted Financial Performance (Expenditure)
Description
2014/15 Medium Term Revenue & Expenditure Framework
R thousand
Budget Year 2014/15
Operating Expenditure By Type
Budget Year +1
2015/16
Budget Year +2
2016/17
Employee related costs
2,825,904
3,049,507
3,290,750
Debt impairment
532,986
630,602
706,997
Depreciation & asset impairment
964,712
1,032,191
1,104,445
Finance charges
33,170
35,028
36,919
Bulk purchases
7,050,011
7,610,228
8,225,878
Other materials
209,131
225,728
242,830
Contracted services
1,328,907
1,388,878
1,553,476
Other expenditure
1,051,044
1,173,451
1,320,315
Total Operating Expenditure
13,995,866
15,145,613
16,481,610
Operating Surplus/(Deficit)
1,232,505
1,367,539
1,472,361
Transfers recognised - capital
499,870
488,785
512,674
46,300
50,300
1,902,625
2,035,335
Contributions recognised – capital
44,300
Operating Surplus/(Deficit) after capital transfers
1,776,675
& contributions
14
6.2.3 Summary of capital expenditure by type
Department (R thousand)
Budget Year 2014/15
Budget Year +1 2015/16 Budget Year +2 2016/17
Cape Town Electricity
1,305,128
1,305,492
1,270,510
Water & Sanitation
1,069,212
1,322,020
1,304,900
Solid Waste Management
415,875
309,006
218,379
Utility Services Support
140
140
140
Total Capital Expenditure
2,790,354
2,936,658
2,793,929
6.2.4 Major features of expenditure
Major Capital expenditure is planned in the following areas during 2014/15:
Cape Town Electricity
• Electricity Network Infrastructure : growth and refurbishment projects as prioritised
according to risk profile - R640m
• Electrification (including backyarders) : all identified projects meeting the criteria for
electrification - R152m
• Street Lighting : City-wide emphasis on so called “poorer” areas - R49m
Water & Sanitation Services
• Replace & Upgrade Sewer and Water Networks (Citywide) in priority areas with high
incidence of bursts : R106m
• Pressure Management : to optimise system efficiency – R20m
Solid Waste Management • Construction of the Bellville Refuse Transfer Station : R210m. This is in response to the
dwindling airspace and the imminent reality that the likely location of the Regional
LandfillSites in the outskirts of the area of jurisdiction of the City of Cape Town.
• Replacement of Plant & Vehicles: R84m. Endeavouring to keep the average age of
especially trading vehicles at a reasonable level.
• Development of Drop-off Facilities at the now closed Faure and Swartklip Landfill
Sites in an effort to position waste management facilities in close proximity of the
areas serviced by the City - R17m.
6.2.5 Narrative on Directorate capital programme
The capital programme addresses infrastructure refurbishment (including renewal and
growth).
Cape Town Electricity:
The forecast electricity infrastructure renewal investment for the 3-year averages 30% of
the annual budgets over the period. The portfolio of projects in the pipeline includes:
• HV and MV switchgear replacement; 66kV and 132 kV overhead lines
refurbishments; MV circuit breaker replacements;
• AGT Combustion chamber Replacement; System Equipment Replacement; and
substations protection systems replacement.
15
The other key investment driver is the demand from greenfield and brownfield electricity
growth infrastructure investment for the 3-year period. This includes significant budget
provision for the
•
•
•
•
•
•
Oakdale Upgrade;
Atlantis Industrial;
Observatory Upgrade;
Wide area network (WAN) expansions;
City-wide street lighting backlogs;
Subsidised electricity connections; for backyarders, formal and informal settlements
and
Water & Sanitation Services:
The forecast water and sanitation infrastructure renewal investment is a 34.9% average
of the annual budgets over the 3-year period. This portfolio of projects includes:
• Mitchells Plain; Zandvliet; Potsdam & Borcherds Quarry Wastewater Treatment Works
extensions
• Bulk Water: Bulk Water Augmentation Scheme; Contermanskloof Reservoir;
Desalination OSEC (Electrolytic Chlorination Infrastructure); Steenbras reservoir & TMS
Aquifer
• Fisantekraal Housing project; Spes Bona Reservoir; Housing projects; Informal
Settlements
• Pressure management & treated effluent as water demand initiative
An average of R689m per annum has been provided for water and sanitation
infrastructure to meet the growth in demand over the 3-year period. The specific
projects with significant budget allocation include:
• Potsdam WWTW Extension, Zandvliet WWTW Extension and Mitchells Plain WWTW
• Completion of Cape Flats III Bulk Sewer; Northern Area Sewer Thornton; Spes
Bona Reservoir; Extension of water and sewer mains and to support new human
settlement developments; Informal Settlements; Meter Replacement program
• Development of Additional Infrastructure at Bulk Water facilities; Bulk Water
Augmentation Scheme; Contermanskloof ; Treated Effluent & Pressure Management
to support Water Demand
Solid Waste Management:
An annual average budget provision of R66m (21%) and R240m (or 77%) is planned for
the solid waste infrastructure renewal and to meet growth in demand respectively over
the 3-year MTREF period.
• Renewals will include the replacement of plant and compactor vehicle fleet.
• To cater for new Bellville refuse transfer stations; and additional drop-offs will be
developed; extension of Vissershok North landfill cells; development of the new
Regional Landfill Site.
16
7. RISK ASSESSMENT
Management, with the assistance of the Integrated Risk Management (IRM)
Department, has applied their minds and due care taken to ensure that risks which
could impact on them not achieving the Directorate’s objectives are identified,
addressed and managed on a day to day basis in accordance with the City’s
approved IRM Policy and IRM Framework.
Risk Registers are utilised as a management tool in order to manage all risks of the
Directorate. The risks identified and rated, equal or above the Council approved rating
(appetite) will be reported to the Executive Management Team (EMT), as well as to the
relevant Mayoral Committee member on a six monthly basis.
7.1Revenue risks
Risks to achieving Utility Services revenue projections:
• Security and quality of supply
• Certain aspects of the economic slowdown are still evident
• The increase in the indigent register
8. OBJECTIVES AND INDICATORS OF THE DIRECTORATE SDBIP
Objectives
Link to
CSC
Indicators linked to external service delivery on the corporate scorecard:
1.B
1.C
1.E
1.2 Provide
1.F
and maintain
economic
and social
infrastructure
1.G
to ensure
infrastructure-led
economic growth
and development
1.H
1.I
1.J
1.3 Promote
a sustainable
environment
through the
efficient utilisation
of resources
1.K
Indicator(s) of this Objective
Percentage spend of capital budget
Rand value of capital invested in
engineering infrastructure (growth,
refurbishment and replacement of Utility
Services infrastructure)
Percentage spend on repairs and
maintenance
Number of outstanding valid applications
for water services expressed as a
percentage of total number of billings for
the service
Number of outstanding valid applications
for sewerage services expressed as a
percentage of total number of billings for
the service
Number of outstanding valid applications
for electricity services expressed as a
percentage of total number of billings for
the service
Number of outstanding valid applications
for refuse collection service expressed as a
percentage of total number of billings for
the service
Number of Expanded Public Works
Programme (EPWP) opportunities created
Percentage of treated potable water not
billed
17
Baseline
(30 June
2013)
Target
(by Sept
2014)
Target
(by Dec
2014)
Target
(by Mar
2015)
Target
(by June
2015)
93.1%
9%
25%
45%
92%
R1.604bn
R186.6m
R516.7m
R932.7m
R2.1bn
103.3%
25%
45%
65%
95%
0.65%
< 1%
< 1%
< 0.9%
< 0.9%
0.57%
< 1%
< 1%
< 0.9%
< 0.9%
0.13%
< 0.9%
< 0.9%
< 0.9%
< 0.9%
0.003%
< 0.9%
< 0.9%
< 0.9%
< 0.9%
16,013
5,232
5,941
10,530
14,783
New
20.2%
20%
19.85%
19.7%
1.6 Maximise the
use of available
funding and
programmes for
training and skills
development
Link to
CSC
Objectives
1.N
Indicator(s) of this Objective
Baseline
(30 June
2013)
Target
(by Sept
2014)
Target
(by Dec
2014)
Target
(by Mar
2015)
Target
(by June
2015)
(a) Number of external trainee and bursary
opportunities (excluding apprentices)
155
56
89
116
150
(b) Number of apprentices
131
47
90
132
140
599
200
400
650
1,040
Number of sanitation service points (toilets)
provided
5,043
500
1,000
1,750
3,100
Percentage of informal settlements
receiving a door-to-door refuse collection
and area cleaning service
New
99%
99%
99%
99%
Number of electricity subsidised
connections installed
918
350
700
1,100
1,500
Percentage compliance with drinking
water quality standards
99.3%
98%
98%
98%
98%
Percentage adherence to Citywide service
standard based on all external notifications
97.33%
100%
100%
100%
100%
Community satisfaction survey (score 1-5)
for residents - Utility Services
3.0
Annual
Annual
Annual
2.9
Community satisfaction survey (score 1-5)
for business - Utility Services
3.4
Annual
Annual
Annual
2.9
Improve basic services
3.4 Provide for the
needs of informal
settlement
and backyard
residences
through improved
services
Number of water service points (taps)
provided
3.E
3.F
3.5 Provision
of effective
3.G
Environmental
Health services
4.1 Ensure
responsiveness
by creating an
environment
where citizens
4.A
can be
communicated
with and
responded to
5.2 Establish an
efficient and
productive
5.C
administration that
prioritizes delivery
Indicator 3.E (d) “Percentage of known informal settlements that achieve each of the
four different standards of cleanliness” on the 2013/2014 Corporate Scorecard has been
shifted to Directorate/Department level from 2014/2015 onwards. This is a relatively new
indicator to the Corporate Scorecard and due to the complexity of the measure will be
monitored at the operational level.
The complete Utility Services Directorate 2014/2015 SDBIP presenting all objectives,
indicators and targets and their linkage to the City’s IDP is attached as Appendix 1.
Targets are subject to approval of the 2014/2015 budget.
18
9.AUTHORISATION
The undersigned do hereby indicate their agreement with the contents of this
document and the outcomes.
Name
Executive Director
Gisela Kaiser
Mayco Member
Ernest Sonnenberg
Portfolio Committee
Chairperson
Shaun August
Signature
10.APPENDICES:
Annexure: 2014/2015 Directorate SDBIP template
19
Date
1.2 (b)
Maintenance of
infrastructure
1.2 (c) Investment
in Infrastructure
SFA1 - The
Opportunity City
Objective 1.2
Pillar,
Corp
Obj No and
Program No/
Statutory/Strategic
Plan
Alignment to IDP
103,3%
0,65%
Percentage spend
on repairs and
maintenance
1.E Number of
outstanding valid
applications for water
services expressed as
a percentage of total
number of billings for
the service
R1.604bn
1.2 Provide
and maintain
economic
and social
infrastructure
to ensure
infrastructureled economic
growth and
development
1.C Rand value of
capital invested
in engineering
infrastructure (growth,
refurbishment and
replacement of Utility
Services infrastructure)
2012/13
(30 June
2013)
93,1%
Indicator
(to include unit of
measure)
Baseline
Percentage spend of
Capital Budget
Corporate
Objective
2014/2015 UTILITY SERVICE’S DIRECTORATE SDBIP
CSC Indicator
no.
1.C
1.E
Link to Lead
Directorate
Finance
Utility Services
TRS
Corp Serv
Finance
Utility Services
< 0.9%
95%
R2.1bn
92%
Annual
Target
2014/15
(30 June
2015)
< 1%
25%
R186.6m
9%
30 Sept
2014
< 1%
45%
R516.7m
25%
31 Dec
2014
Quarterly Targets
< 0.9%
65%
R932.7m
45%
31 Mar
2015
< 0.9%
95%
R2.1bn
92%
30 June
2015
CAPEX
Budget
R2.3bn
20
Contact person:
Willem van der
Merwe
Peter Flower
Contact person:
Amina Kariem
Peter Flower
Les Rencontre
Rustim Keraan
Contact persons:
Edwin
Groenewald
Brian Leetch
Gerrie Bouwer
Peter Flower
Les Rencontre
Rustim Keraan
Contact person:
Amina Kariem
Peter Flower
Les Rencontre
Rustim Keraan
Nqobile Damane
Responsible
Person/s
General
Comment
1.2 (d) Expanded
Public Works
Programme
(EPWP)
SFA1 - The
Opportunity City
Objective 1.3
1.3 (b) Water
conservation and
water demand
management
strategy
SFA1 - The
Opportunity City
Objective 1.2
1.2 (b)
Maintenance of
infrastructure
1.2 (c) Investment
in Infrastructure
SFA1 - The
Opportunity City
Objective 1.2
Pillar,
Corp
Obj No and
Program No/
Statutory/Strategic
Plan
Alignment to IDP
1.3 Promote
a sustainable
environment
through the
efficient
utilisation of
resources
1.2 Provide
and maintain
economic
and social
infrastructure
to ensure
infrastructureled economic
growth and
development
Corporate
Objective
1.J Percentage of
treated potable water
not billed
Number of Expanded
Public Works
Programme (EPWP)
opportunities created
New
0,003%
0,13%
1.G Number of
outstanding valid
applications for
electricity services
expressed as a
percentage of total
number of billings for
the service
1.H Number of
outstanding valid
applications for
refuse collection
service expressed as
a percentage of total
number of billings for
the service
0,57%
2012/13
(30 June
2013)
Baseline
1.F Number of
outstanding valid
applications for
sewerage services
expressed as a
percentage of total
number of billings for
the service
Indicator
(to include unit of
measure)
2014/2015 UTILITY SERVICE’S DIRECTORATE SDBIP
CSC Indicator
no.
1.F
1.G
1.H
1.J
Link to Lead
Directorate
Utility Services
Dep CM
Utility Services
19,70%
14 783
< 0.9%
< 0.9%
< 0.9%
Annual
Target
2014/15
(30 June
2015)
20.20%
5 309
< 0.9%
< 0.9%
< 1%
30 Sept
2014
20.00%
7 687
< 0.9%
< 0.9%
< 1%
31 Dec
2014
Quarterly Targets
19.85%
10 738
< 0.9%
< 0.9%
< 0.9%
31 Mar
2015
19,70%
14 783
< 0.9%
< 0.9%
< 0.9%
30 June
2015
CAPEX
Budget
21
Contact person:
Willem van der
Merwe
Peter Flower
Contact person:
Regan Melody
Peter Flower
Les Rencontre
Rustim Keraan
Contact person:
Othelie Muller
Rustim Keraan
Contact person:
Donovan
Leeuwendaal
Les Rencontre
Contact person:
Willem van der
Merwe
Peter Flower
Responsible
Person/s
Indicator
measures Nonrevenue Water
(NRW).
General
Comment
3.4 (b) Service
delivery
programme
in informal
settlements
3.4 (c) Backyarder
service
programme
SFA 3 - The Caring
City
Objective 3.4
1.6 (a) Sectoral
education and
training authority
(SETA) and EPWP
funding used to
train apprentices
and create other
external training
opportunities.
Training
apprentices for
vacant posts in
the administration
and the City
SFA 1 - The
Opportunity City
Objective 1.6
Pillar,
Corp
Obj No and
Program No/
Statutory/Strategic
Plan
Alignment to IDP
3.4 Provide
for the needs
of informal
settlements
and backyard
residences
through
improved
services
1.6 Maximise
the use of
available
funding and
programmes
for training
and skills
development
Corporate
Objective
155
2012/13
(30 June
2013)
Baseline
New
0,59%
Percentage of known
informal settlements
that achieve each
of the four different
standards of
cleanliness Level 1:
5 043
3.E (b) Number of
sanitation service
points (toilets)
provided
3.E (c) Percentage of
informal settlements
receiving a door-todoor refuse collection
and area cleaning
service
599
3.E (a) Number of
water service points
(taps) provided
Number of apprentices 131
Number of external
trainee and bursary
opportunities
(excluding
apprentices)
Indicator
(to include unit of
measure)
2014/2015 UTILITY SERVICE’S DIRECTORATE SDBIP
CSC Indicator
no.
3.E
Link to Lead
Directorate
Corp Services
Utility Services
>2%
99%
3 100
1 040
140
150
Annual
Target
2014/15
(30 June
2015)
>1.25%
99%
500
200
47
56
30 Sept
2014
>1.50%
99%
1 000
400
90
89
31 Dec
2014
Quarterly Targets
>1.75%
99%
1 750
650
132
116
31 Mar
2015
>2%
99%
3 100
1 040
140
150
30 June
2015
Contact person:
Othelie Muller
Rustim Keraan
Contact person:
Willem van der
Merwe
Peter Flower
Peter Flower
Les Rencontre
Rustim Keraan
Contact persons:
Justine Quince
Chad Aimes
(Quarterly BI
report)
General
Comment
Responsible
Person/s
Peter Flower
Les Rencontre
Rustim Keraan
Contact persons:
Justine Quince
Chad Aimes
(Quarterly BI
report)
CAPEX
Budget
22
4.1 (a) Managing
service delivery
through
the service
management
process
SFA 5 - The
Inclusive City
Objective 4.1
SFA 3 - The Caring
City
Objective 3.5
3.5 (a)
Environmental
Health Care
Programme
3.4 (b) Service
delivery
programme
in informal
settlements
3.4 (c) Backyarder
service
programme
SFA 3 - The Caring
City
Objective 3.4
Pillar,
Corp
Obj No and
Program No/
Statutory/Strategic
Plan
Alignment to IDP
Percentage
adherence to Citywide
service standard
97,33%
based on all external
notifications
4.1 Ensure
responsiveness
by creating an
environment
where citizens
can be
communicated
with and
responded to
99,3%
3.G Percentage
compliance with
drinking water quality
standards
100%
98%
1 500
3.F Number of
electricity subsidised
connections installed
918
<1%
<37%
Percentage of known
informal settlements
that achieve each
38,05%
of the four different
standards of cleanliness
Level 3:
Percentage of known
informal settlements
that achieve each
2,42%
of the four different
standards of cleanliness
Level 4:
>60%
2012/13
(30 June
2013)
Annual
Target
2014/15
(30 June
2015)
Percentage of known
informal settlements
that achieve each
58,94%
of the four different
standards of cleanliness
Level 2:
Indicator
(to include unit of
measure)
Baseline
3.5 Provide
effective
environmental
health services
3.4 Provide
for the needs
of informal
settlements
and backyard
residences
through
improved
services
Corporate
Objective
2014/2015 UTILITY SERVICE’S DIRECTORATE SDBIP
CSC Indicator
no.
3.F
3.G
Link to Lead
Directorate
Utility Services
Corp Services
100%
98%
350
<1.75%
<37.8%
>59.2%
30 Sept
2014
100%
98%
700
<1.5%
<37.5%
>59.5%
31 Dec
2014
Quarterly Targets
100%
98%
1 100
<1.25%
<37.2%
>59.8%
31 Mar
2015
100%
98%
1 500
<1%
<37%
> 60%
30 June
2015
CAPEX
Budget
23
Contact person:
Justine Quince
Peter Flower
Les Rencontre
Rustim Keraan
Contact person:
Willem van der
Merwe
Peter Flower
Les Rencontre
Contact person:
Donovan
Leeuwendaal
Contact person:
Othelie Muller
Rustim Keraan
Responsible
Person/s
Indicator
measures
installations in
the CT Supply
Area.
General
Comment
SFA 5 -The Well-Run
City
Objective 5.2
5.2(c) Annual
Community
Satisfaction Survey
5.2 (a) HR, Talent
Management,
Skills Development
programme
(Integrated Talent
management
Approach)
SFA 5 -The Well-Run
City
Obj 5.2
Pillar,
Corp
Obj No and
Program No/
Statutory/Strategic
Plan
2%
New
New
Percentage
adherence to EE
target (disabled)
Percentage of
absenteeism
95%
2,9
2,9
Percentage
budget spent on
New
implementation of WSP
Community satisfaction
survey (score 1-5) for
3,0
residents - Utility Services
Community satisfaction
survey (score 1-5) for
business - Utility Services
3,4
≤ 7%
New
Percentage vacancy
rate
95%
≤ 5%
80%
2012/13
(30 June
2013)
Percentage
New
adherence to EE target
Indicator
(to include unit of
measure)
Annual
Target
2014/15
(30 June
2015)
New
5.2 Establish an
efficient and
productive
administration
that prioritises
delivery
Corporate
Objective
Baseline
Percentage
adherence to OHS
target (composite
Indicator)
Alignment to IDP
CSC Indicator
no.
2014/2015 UTILITY SERVICE’S DIRECTORATE SDBIP
Link to Lead
Directorate
Corp Services
-
-
5%
≤ 7%
95%
≤ 5%
2%
80%
30 Sept
2014
-
-
15%
≤ 7%
95%
≤ 5%
2%
80%
31 Dec
2014
Quarterly Targets
-
-
65%
≤ 7%
95%
≤ 5%
2%
80%
31 Mar
2015
2,9
2,9
95%
≤ 7%
95%
≤ 5%
2%
80%
30 June
2015
CAPEX
Budget
24
Peter Flower
Les Rencontre
Rustim Keraan
Contact persons:
David Paulse
Karen Small
Peter Flower
Les Rencontre
Rustim Keraan
Nqobile Damane
Contact person:
Justine Quince
Contact: Dikeledi
Tshuduku
(021 400 5261)
Peter Flower
Les Rencontre
Rustim Keraan
Nqobile Damane
Peter Flower
Les Rencontre
Rustim Keraan
Nqobile Damane
Contact person:
Justine Quince
Peter Flower
Les Rencontre
Rustim Keraan
Nqobile Damane
Contact person:
Michael Siyolo
Responsible
Person/s
Annual survey
conducted by
SDI&GIS.
Annual survey
conducted by
SDI&GIS.
Corporate
Service PC: OHS
indicator remain
on the scorecard
of the Executive
Directors as it
is a legislative
requirement and
it could result in
the City being
non-compliant.
General
Comment
5.3 (a) Financial
management
programme
SFA 5 - The WellRun City
Objective 5.3
5.3 (a) Financial
management
programme
SFA 5 - The WellRun City
Objective 5.3
Pillar,
Corp
Obj No and
Program No/
Statutory/Strategic
Plan
Alignment to IDP
5.3 Ensure
financial
prudence, with
clean audits
by the AuditorGeneral
Corporate
Objective
2012/13
(30 June
2013)
Baseline
93%
Revenue collected
as a percentage of
billed amount (Refuse
Collection)
96,35%
98%
Revenue collected as
a percentage of billed 98,30%
amount (Electricity)
89%
Revenue collected as
a percentage of billed 89,85%
amount (Sewerage)
95%
86%
99%
12
Annual
Target
2014/15
(30 June
2015)
Revenue collected as
a percentage of billed 90,56%
amount (Water)
Percentage of
Operating Budget
spent
Number of risk registers
signed and submitted New
to IRM timeously
Indicator
(to include unit of
measure)
2014/2015 UTILITY SERVICE’S DIRECTORATE SDBIP
CSC Indicator
no.
Link to Lead
Directorate
Compliance &
Auxiliary Services
Finance
93%
98%
89%
86%
20%
-
30 Sept
2014
93%
98%
89%
86%
45%
12
31 Dec
2014
Quarterly Targets
93%
98%
89%
86%
65%
12
31 Mar
2015
93%
98%
89%
86%
95%
12
30 June
2015
CAPEX
Budget
Peter Flower
Contact person:
Willem van der
Merwe
Les Rencontre
Contact person:
Donovan
Leeuwendaal
Rustim Keraan
Contact person:
Othelie Muller
Risk Registers:
1 x Executive
3 x Departmental
8 x Operational
(W&S branches)
Reporting
commences in
2nd quarter.
General
Comment
Peter Flower
Les Rencontre
Rustim Keraan
Nqobile Damane
Contact person:
Amina Kariem
Contact person:
Ludwig
Geldenhuys
Peter Flower
Les Rencontre
Rustim Keraan
Nqobile Damane
Responsible
Person/s
Peter Flower
Contact person:
Willem van der
Merwe
25
26
DATE:
DATE:
PORTFOLIO COMMITTEE CHAIRPERSON:
SHAUN AUGUST
42%
93,32%
2012/13
(30 June
2013)
Baseline
MAYCO MEMBER: UTILITY SERVICES:
ERNEST SONNENBERG
Percentage Internal
Audit findings resolved
Percentage of assets
verified
Indicator
(to include unit of
measure)
DATE:
5.3 Ensure
financial
prudence, with
clean audits
by the AuditorGeneral
Corporate
Objective
EXECUTIVE DIRECTOR UTILITY SERVICES:
GISELA KAISER:
5.3 (b) Internal
management
processes
programme
SFA 5 - The WellRun City
Objective 5.3
Pillar,
Corp
Obj No and
Program No/
Statutory/Strategic
Plan
Alignment to IDP
2014/2015 UTILITY SERVICE’S DIRECTORATE SDBIP
CSC Indicator no.
Link to Lead
Directorate
Finance
Internal Audit
70%
100%
asset
register
verified
Annual
Target
2014/15
(30 June
2015)
70%
-
30 Sept
2014
70%
-
31 Dec
2014
Quarterly Targets
70%
100%
asset
register
verified by
directorate
75%
asset
register
verified by
directorate
70%
30 June
2015
31 Mar
2015
CAPEX
Budget
Contact person:
Riaan Vosloo
Peter Flower
Les Rencontre
Rustim Keraan
Nqobile Damane
Peter Flower
Les Rencontre
Rustim Keraan
Nqobile Damane
Contact person:
Ntombekhaya
Nchukana
Responsible
Person/s
Reporting
commences in
3rd quarter.
General
Comment
Targets are subject to final approval of the
2014/15 budget.
The baseline data will be updated
to reflect actuals as at 30 June 2014
once the 2013/14 reporting period has
closed.