REPORT To EXECUTIVE MAYOR.
.... 1416
I
CITY OF CAPE TOWM IISIXEkD SASEKAPA $lAD KAAPSTAD
MC 52106/11
1.
ITEM NUMBER:
2.
FINAL 2011/2012 DIRECTORATE EXECUTIVE SUMMARY OF THE SERVICE
DELIVERY AND BUDGET IMPLEMENTATION PLANS (SDBIP's)
ISISHWANKATHELO
SOKUGQIBELA
SESIGQEBA
SECANDELO
LOLAWULO SONYAKA- MALI KA 2011/2012 SONIKEZELO NGEENKONZO
NESICWANGCISO
SOKUZALISEKISWA
KOHLAHLO
LWABIWO
MALI(SDBIP'S)
DIREKTORAAT
SE
FINALE
BESTUURSOPSOMMING
VAN
DIE
DIENSLEWERINGS EN BEGROTINGSIMPLIMENTERINGSPLAN (SDBIP) VIR
2011/2012
3.
RECOMMENDATION FROM FINANCE PORTFOLIO COMMITIEE:
6 MAY 2011 (FIN 18/05/11)
RECOMMENDED that:
(a)
the Executive Mayor in consultation with the Mayoral Committee approves
the final 201112012 Directorate Executive Summary of the Service
Delivery and Budget Implementation Plan;
(b)
Council notes the final 2011/2012 Directorate Executive Summary of the
Service Delivery and Budget Implementation Plan.
AANBEVELING dat:
(a)
die
Uitvoerende
burgemeester
in
oorlegging
met
die
burgemeesterskomittee die diektoraat se finale beknopte oorsig van die
dienslewerings en begrotingsimplementeringsplan
vir 2011/2012
goedkeur;
(b)
die Raad kennis neem van direktoraat se finale beknopte oorsig van
dienslewerings en begrotingsimplementeringsplan vir 2011/2012.
ISINDULULO
•
1417
(a)
Ukuba uSodolophu wesigqeba ecebisana neKomiti yoLawulo yakhe
makaphumeze isiShwankathelo sokugqibela sesiGqeba kwiCandelo
loLawulo sokuNikezelwa kweNkonzo nesiCwangciso sokuZalisekiswa
koHlahlo Iwabiwo mali kowama 2011/2012;
(b)
ukuba IBhunga maliqwalasele isiShwankathelo sokugqibela sesiGqeba
seCandelo loLawulo nesiCwangciso zokuZalisekiswa koHlahlo Iwabiwo
mali kowama 2011/2012.
Lc 36b1
REPORT To
FINANCE PORTFOLIO COMMITTEE
MAYCO
COUNCIL
1.
ITEM NUMBER:
2.
SUBJECT
•• " .- t._
1118
CITY OF CAPE tOWN IISIXEXO SASEKAPA ! STAD KAAPSTAD
I
FIN 18/05/11
(LSUB0934)
FINAL 2011/2012 DIRECTORATE EXECUTIVE SUMMARY OF THE SERVICE
DELIVERY AND BUDGET IMPLEMENTATION PLAN (SDBIP)
2.
ISIHLOKO
ISISHWWANKATHELO
SOKUGQIBELA
SESIGQEBA
SECANDELO
LOLAWULO ESIJOLISWE KUNIKEZELO LWENKONZO KOWAMA-2011/2012
NAKWISICWANGCISO SOKUZALISEKISWA KOHLAHLO-LWABIWO-MALI
(SDBIP)
2.
ONDERWERP
DIREKTORAAT SE FINALE BEKNOPTE OORSIG VAN DIE
DIENSLEWERINGS-EN-BEGROTINGSIMPLEMENTERINGSPLAN (SDBIP)
VIR 2011/2012
3.
PURPOSE
The purpose of this report is to submit to the Portfolio Committee for their
consideration and recommendation to the Executive Mayor, the final 2011/2012
Finance Directorate Executive Summary including the SDBIP.
These documents underpin the 2011/2012 Corporate SDBIP that will be
submitted to the Executive Mayor for approval in terms of section 53 (1)(c)(ii) and
69(3)(a) of Act No. 56 of 2003: Local Government: Municipal Finance
Management Act (MFMA).
4.
FOR DECISION BY
The Executive Mayor in consultation with the Mayoral Committee.
Page 1 of 5
1112 Directorate ExeSum mary Report. 7AprIl
[September 20091
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14L9
EXECUTIVE SUMMARY
In terms of the MFMA: Municipal Budget and Reporting Regulations, a
Directorate Executive Summary must be completed for each Directorate SDBIP.
The final 2011/2012 Finance Directorate Executive Summary contains inter alia a
brief description of financial information on the capital and operating budget as
required by the Regulations. It also contains a brief description of the directorate's
structure, the services provided and the customer groups, as well as how the
directorate's objectives and indicators relate to the Integrated Development Plan.
The final Finance Directorate Executive Summary is attached as Annexure A.
The purpose of this report is to submit the final 2011/2012 Finance Directorate
Executive Summary of the SDBIP to the Portfolio Committee for consideration
and recommendation to the Executive Mayor.
The 2011/2012 Directorate Executive Summary and SDBIP will be submitted to
National and Provincial Treasury and the electronic versions will be placed on the
city website at www.capetown.gov.za/idp after noting by Council.
6.
6.
RECOMMENDATIONS
6.1
That the Portfolio Committee makes recommendation to the Executive
Mayor on the contents of the final 2011/2012 Directorate Executive
Summary of the Service Delivery and Budget Implementation Plan
6.2
That the Executive Mayor in consultation with the Mayoral Committee
approves the final 2011/2012 Directorate Executive Summary of the
Service Delivery and Budget Implementation Plan
6.3
That Council notes the final 2011/2012 Directorate Executive Summary of
the Service Delivery and Budget Implementation Plan
ISINDULULO
6.1
Ukuba iKomiti yeMicimbvi yeSebe mayenze isindululo kuSodolophu
wesiGqeba ngokujoliswe kokuqulathwe kwisiShwankathelo sokugqibela
seCandelo 10Lawulo ngokumalunga noNikezelo IweNkonzo kowama2011/2012 nesiCwangciso sokuZalisekiswa koHlahlo-lwabiwo-mali.
6.2
Ukuba uSodolophu wesigqeba ecebisana neKomiti yoLawulo yakhe
makaphumeze isiShwankathelo sokugqibela sesiGqeba kwiCandelo
10Lawulo sokuNikezelwa kweNkonzo nesiCwangciso sokuZalisekiswa
koHlahlo-lwabiwo-mali kowama-2011/2012.
1112 Directorate ExeSummary Report} Apr11
ISeptember 2009J
Page 2 of 5
,
1420
....
...
.
6.3
6.
7.
Ukuba iBhunga maliqwalasele isiShwankathelo sokugqibela sesiGqeba
seCandelo loLawulo nesiCwangciso sokuZalisekiswa koHlahlo-lwabiwomali kowama-2011/2012.
AANBEVELING
6.1
Dat die portefeuljekomitee aanbevelings maak by die uitvoerende
burgemeester oor die inhoud van die direktoraat se finale beknopte oorsig
van die dienslewerings-en-begrotingsimplementeringsplan vir 2011/2012.
6.2
Dat die uitvoerende burgemeester in oorlegpleging met die
burgemeesterskomitee die direktoraat se finale beknopte oorsig van die
dienslewerings-en-begrotingsimplementeringsplan
vir
2011/2012
goedkeur.
6.3
Dat die Raad kennis neem van direktoraat se finale beknopte oorsig van
die dienslewerings-en-begrotingsimplementeringsplan vir 2011/2012.
DISCUSSION/CONTENTS
a.
Constitutional and Policy Implications
This process is driven by legislation.
b.
Environmental implications
Does your report have any
environmental implications:
c.
No
~
Yes
D
Legal Implications
The process of preparing a Service Delivery and Budget Implementation
Plan must inter alia comply with:
Section 53(1 )(c)(ii) and 69(3)(a) of Act No. 56 of 2003: Local Govemment:
Municipal Finance Management Act as well as the Municipal Budget and
Reporting Regulations (Schedule A, Part 2, Sections 22, 23 & 24).
In terms of the MFMA: Municipal Budget and Reporting Regulations a
Directorate Executive Summary must be completed for each Directorate
SDBIP.
1112 Directorate ExeSummary.Report.7Apr11
[September 2009J
Page 3 015
• t
d.
Staff
~
•
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nons
Does your report impact on staff resources, budget, grading, remuneration, allowances,
designation, job description, location or your organisational structure?
No
[8J
0
Yes
e.
Risk Implications
Does this report and/or its recommendations expose the City to any risk?
No.
f.
Other Services Consulted
All relevant Directorates were consulted.
ANNEXURES
Annexure A:
Final 2011/2012 Finance Directorate Executive Summary of the
Service Delivery and Budget Implementation Plan
FOR FURTHER DETAILS CONTACT:
NAME
CONTACT NUMBERS
E-MAIL ADDRESS
DIRECTORA TE
SIGNA TURE : DIRECTOR
Maria Hargrave
021-400-2359
Maria. harcrraveifD.caoetown. crov. za
F,i.nance
.I,A\... T
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,
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REPORT COMPLIANT WITH THE PROVISIONS OF
COUNCIL'S DELEGATIONS, POLICIES, BY-LAWS
AND ALL LEGISLATION RELATING TO THE MATTER
UNDER CONSIDERATION.
0
NON-COMPLIANT
~~
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LEG
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PLiANCE
NAME
Comment:
TEL
Oertified as leg a II com lIant:
DATE
Based on the contents of the report.
1112 Directorate ExeSummary.Report.7Apr11
INovember 20091
Page 4 of 5
.....11ZZ
'"
Comment:
EXECUTIVE DIRECTOR
Mike Richardson
DATE
('1/'1/'1
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(Author to obtain all signatures before submission to Executive Support)
Page 5 of 5
1112 Directorate ExeSummary.Report.7Apr11
[November 2009]
•
FINANCE DIRECTORATE
EXECUTIVE SUMMARY
OF THE SERVICE DELIVERY AND BUDGET IMPLEMENTATION PLAN
-
2011/2012
"
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Executive Director: Mike Richardson
Website: www.capetown.gov.za
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Page 1 of 8
2011/12 Finance Directorate Executive Summary.13 April 2011.Final
1.
EXECUTIVE SUMMARY
1.1
Vision
To provide sound financial services which are sustained via corporate governance procedures for the City of Cape Town.
1.2
Mission
To create a sound financial environrnent, enabling the City to provide effective, efficient and affordable services to its citizens,
thereby achieving the City's strategic objectives
1.3
Our vision and mission will be achieved mainly through:The rnaintenance of accurate and cornplete financial records to enhance decision-rnaking
Cornpilation and Irnplernentation of affordable balanced operating and capital budgets aligned to the lOP
The sustaining of confidence in the financial records of the City
Managing the City's banking, investrnents, borrowings and cash flow in the rnost effective, econornical and efficient rnanner; : ....;
Ernbedding a culture of Risk Managernent in the City to ensure the optirnal use of scarce resources
~
Billing and collecting rnonies and funds due to the City
"'"
~
Monitoring and controlling all expenditure in order to ern bed 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
Irnplernentation of sound supply chain rnanagernent policies and procedures
The expansion of external funding provisions and allocations for the upgrade and developrnent of inforrnal settlernents and
housing areas
Developrnent and reviewing of financial and finance-related policies
Ensuring cornpliance to relevant legislation, and the irnplernentation and rnaintenance of good governance
Page 2 of 8
2011/12 Finance Directorate Executive Summary. 13 April 2011.Final
Modelling the impact of the Total Municipal Account (TMA) on residents to ensure a fair distribution of the burden
1.4
The Directorate's Core Functions
DEPARTMENT
OBJECTIVE
Budgets
To give financial affect to the strategic focus of the City in the form of a medium term
financial plan which is affordable, credible, viable and sustainable.
Expenditure
To ensure financial compliance by performing accurate and timeous payments to the City's
suppliers, councillors, officials and third parties, conducting payroll reconciliation, and
providing support services to the 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.
•
Integrated Risk Management
To contribute to the achievement of the City's overall strategic objectives by'managing the
governance issues and risks that could detract from achieving its strategic objectives.
Housing Finance and Leases
The provision of a comprehensive financial service, aligned to specific Housing and
Financial Legislation and National Housing and other National Infrastructure Funding
Programs, to all facets of the various City suites of housing development (including housing
subsidies, MIG, NDPG), informal settlement upgrades, hOUSing debtor management and
operational funding programs 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 provide a cost effective, efficient and sustainable service, in terms of Supply Chain
Page 3 of 8
2011/12 Finance Directorate Executive Summary.13 April2011.Final
,.
Management processes, to customers, adding measurable value to the City of Cape
Town's strategic objectives.
2
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.
Valuations
To continuously improve processes, systems and the capacity of staff to enable the City of
Cape Town to sustain a just and accurate valuation roll, thereby supporting the City's vision
of a sustainable and well-governed municipality.
PURPOSE AND SERVICE MANDATE OF DIRECTORATE
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.
STAKEHOLDERS AND CUSTOMERS
Finance Directorate customers are both internal and external:
NEEDS
CUSTOMERS
External Customers:
-
Members of the Public
-
Government Departments (National/Provincial/Local)
-
Business Sector
-
Municipal Entities
-
Regulatory and ad hoc stakeholders
-
Private Sector
-
Institutions e.g. IMFO, SALGA, NGO's, etc.
Information, responses, service delivery, consultation, payments,
legislative procedures and advice
Commercial banks/Investors
Service Providers
Page 4 of 8
2011/12 Finance Directorate Executive Summary.13 April 2011.Final
•
-
Vendors/Suppliers
Internal Customers:
-
3.
Line Departments (Officials)
Councillors
Service delivery, information, processes, systems, financial
advice and expertise and policies
Unions
Audit Committee
RISKCO
SENIOR MANAGEMENT ORGANOGRAM
CHIEF FINANCE OFFICER
MIKE RICHAROSON
(2)
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DIRECTOR:
DIRECTOR:
DIRECTOR:
DIRECTOR:
BUDGETS
EXPENDITURE
JOHAN STEYL
HOUSING FINANCE
AND LEASES
NOTHEMBA
LEPHEANA
INTEGRATED
RISK
MANAGEMENT
(25)
(106)
DIRECTOR:
DIRECTOR:
DIRECTOR:
REVENUE
SHAREHOLDER
SUPPLY CHAIN
MANAGEMENT
MANAGEMENT
lOUISE
MULLER
LEONARD
SHNAPS
(5)
(298)
LIAISON
TREVOR BLAKE
GEORGE VAN
WAYNE MULLER
LUDWIG
(42)
DIRECTOR:
INTER-SERVICE
GELDENHUYS(9)
SCHALKWYK
(814)
(8)
Page 5 of 8
DIRECTOR:
TREASURY
DIRECTOR:
VALUATIONS
DAVID
VALENTINE
CHRISTOPHER
GAVOR
(69)
(142)
2011/12 Finance Directorate Executive Summary.13 April 2011.Final
4.
LINKAGE TO THE IDP and changes to the indicators and targets
Due to the nature of the business, most of the objectives are directly linked to Strategic Focus (SFA) 8 "Good Governance and
Regulatory Reform", while others are linked to SFA 1 (Shared Economic Growth and Development), and SFA 2 (Sustainable
urban infrastructure and services).
Various amendments have been made to the Finance Directorate's SDBIP for 2011/12, in order that the objectives, indicators and
targets are aligned to the amendments made to the City's Corporate Scorecard.
The 2011112 Finance Directorate SDBIP is
attached as Appendix 1.
5.
PERFORMANCE PROGRESS AND IMPACT
Finance Directorate has achieved various accolades and these can be summarised as follows:
Unqualified Audit Report from Auditor General (seven consecutive years)
Best performance rating nationally for audit outcomes for the past 3 years
Unqualified audit reports for Municipal Entities for the past 2 years
Received a high investment grade credit rating from Moody's Investor Services for the fifth consecutive year.
_...
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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 accreditation for SCM
Successful Bond Issue
South African Housing Foundation Award for the City's Public/Private Sector Programmes for the development of affordable
housing
Received award during the year for Best Reporting from SA Statistics
Page 6 of 8
2011/12 Finance Directorate Executive Summary.13 April 2011.Final
Sound financial policies approved by Council and utilised by other Local Authorities as the basis for developing their own
policies
Leading the implementation of the Municipal Property Rates Act, providing training and guidance to other Councils and driving
the amendments required by Local Government to improve aspects of the Act
IRMSA 2010 Industry Specific Award in the category Public Sector Risk Initiative
6.
FINANCIAL INFORMATION
6.1
Summary of revenue by source -INFORMA TlON NOT PROVIDED.
Subject to budget approval and formulation of spending programmes.
6.2
Summary of operating expenditure by type -INFORMATION NOT PROVIDED.
...
Subject to budget approval and formulation of spending programmes.
6.3
Summary of capital expenditure by Department -INFORMA TlON NOT PROVIDED
Subject to budget approval and formulation of spending programmes.
6.4
A description of discretionary and non discretionary expenditure.
Funds are utilised for discretionary expenditure whilst also noting that fund management programmes incorporate significant
quantum of targeted external funds
6.5
Any risks to achieving revenue projections, any expected major shifts in revenue patterns and planned alternative
sources of revenue
The effects of the economic down-turn, influence of systemic risks, past experience (history), high electricity increases and
changes in legislation were considered in projecting anticipated revenue levels.
Page 7 of 8
2011/12 Finance Directorate Executive Summary.13 April 2011.Final
6.6
On the directorate capital programme in the context of the overall capital programme of the municipality
Not applicable
7.
OBJECTIVES AND INDICATORS OF THE DIRECTORATE SERVICE DELIVERY AND BUDGET IMPLEMENTATION PLAN
(SDBIP) - are contained in the Finance Directorate 2011112 SDBIP- attached as APPENDIX 1.
8.
AUTHORISATION
The undersigned do hereby indicate their agreement with the contents of this document, together with all appendices.
Name
Executive Director
Mike Richardson
Mayco Member
Ian Neilson
Signature
9.
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APPENDICES:
Appendix 1:
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FINANCE DIRECTORATE 2011/2012 SDBIP
Page 8 of 8
2011/12 Finance Directorate Executive Summary. 13 April2011.Final
I-
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2011/2012 FINANCE DIRECTORATE SDBIP
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RATING KEY
ALIGNMENT TO lOP
=
~ meets or exceeds target;
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Corporate
Scorecard
Direetorete
Indicator No.
Objective
and Lead
No.
Directorate
5
SFA 1
Shared
Economic
Growth and
Developme
[
~
Objective
~
Legot/a Top 20
Objective
.~
Indicator
ITe Include unil of
measure)
Baseline
(201012011)
Annual
Target
2.011/2012
!
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General Comments
30 Sept 2.011
Target
31 De" 2011
Target
31 March 2.012Target
subject to
subject to
subject to
budget
approval and
budget
approval and
budget
approval and
formulation of
spending
formulation of
spending
formulation of
spending
programmes
programmes
programmes
30 June 2012
Target
Evidence
i
subject to
'"
"'OriQinal target to be amended
TARGETS vs ACTUALS
t
SFA &
~ information not available or worK on hold;
'l Currently does not meet target;
t
•
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tA Create an
enabling environment
MUniCipal mvestment
for the economy to
mto the economy
grow and become
globally competitive
lA,1 Capital Budget
Spend lor the City
Achievement as
at 30 June 2011
budget
approval and
formulation
of spending
f
~
0
programmes
The 4 quarterly targets are subject to change upon adoplion of the 3·year
2011112-2013114 Budget which IS still In draft lormat
sUbject to budget
approval and
formulation of
spending
programmes
SAP Repon
Director Budgets
The quarter 4 target amount represents 95% of Ihe approved capital
budget
Capital Expenditure monitored on an on-going basis by EMT and Mayco
via the FMR
6
The annual target IS subjecl to change, as the budget is still In draft
format
SFA 2
$!Jstemable
Urban
Inlrastructur
e and
Services
2C,'
i
2C Effectively
manage the City's
Inlrastructure and
Resources
Manage
memtenance 01 City
mfrastructure
2C 1 Amount spent 011
repairs and
maintenance for the
City
subject to
budget
Achievement as
at 30 June 2011
approval and
formulation
subject to
subject to
budget
approval and
budget
approval and
formulation of
formulation of
subject to
budget
approval and
formulation of
of spending
spending
spending
spending
programmes
programmes
programmes
programmes
subject to budget
approval and
formulation of
spending
SAP Repon
Director, Budgets
programmes
This indicator measures the amounl of Ihe operallng budget spent on
repairs and maintenance The objective is to improve the maintenance 0
the city's Infrastructure. Spending on repairs and maintenace IS assumed
10 Increase the lifespan of Ihe asset
,
SFA 8
Good
Governanc
e and
Regulatory
Reform
883
i•
8B Management 01
key financial and
governance areas,
such as income
control, cash flow,
indigent sup pOri,
altemative income
opporiunities, asset
and risk management
..b;.
.....
-
The 4 quarterly largets are subjeclto change as Ihe budgel is still In draft
format
Create eSSets for
public benelil
8B 3 Percentage
spend of capital
budget for the City
AchieVement as
at 30 June 2011
95%
Quanerly
subject to
subject to
subject to
budget
approval and
budget
approval and
formulation of
budget
approval and
formulation of
formulation of
spending
programmes
spending
programmes
spending
programmes
subject to budget
approval and
formulation of
spending
SAP Repon
Director Budgets
Capital Expenditure monitored on an on-going baSIS
via the FMR
.
EMT an{MayCO
;...;
programmes
8
The 4 quarteriy targets are subject to change as the budget IS still In dr~
SFA 8
Good
Governanc
e and
Regulatory
Reform
88
$•
8B Management of
key financial and
governance areas
such as income
cofltrol, cash fiow,
Indigent support.
alternative income
opporiunities, asset
and risk management
""
Percentage spend 01
operating budget for
the City
Achievement as
at 30 June 2011
Quanerly
95%
subject to
,ubject to
budget
approval and
budget
<lpproval and
formulation of
spending
formulation of
approval and
formul<ltion of
spending
programmes
spending
programmes
programmes
subject to
budget
subject to budget
approval and
formulation of
spending
Operating Expenditure monitored on an on-going baSIS by EMT and Mayco via
FMR
SAP Repon
Diredor Budgets
Total actual to dete es a percentage of the total budget including secondary
expenditure
»
"'tJ
programmes
,
9
SFA 8
Good
Govemanc
e and
Regulatory
Reform
8B
!
8B Management of
key financial and
governance areas.
such as Income
control. cash flow,
indigent support,
alternative income
0pp0riunities, asset
and nsk msnagementl
""
Affordable balanced
Operating and Capital
Budget for the City
aligned to the lOP
adopted by 31 May
2011
Achievement as
at 30 June 2011
Affordable
balanced
Operating
and Capital
Budget for
the City
aligned to
the IDP
adopted by
31 May 2012
Annual
,I,
,I,
,"
Affordable
balanced
CounClI Repon Operating and
Agenda and Minutes
Capital Budget
'DP
for tile City
D1fector Budgets, and
aligned to the lOP
Director, lOP
adopted by 31
May 2012
Alignment 01 budget to MTREF and lOP Processes
2 Review MTREF Model
3 Revise finanCial/budget policies
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1112 SDBIP Finance Diredorate 13Apr11 FINAL
Page 1
A
,
C
D
~
SFA &
Directorate
Objectiw.
No.
Corporale
8
Scorecard
Indicator No
and Lead
~
Directorate
5
e and
Regulatory
Reform
•
Indicator
(To include unit of
G
Baseline
(201012011)
measure)
H
I
Annual
1,•
Target
201112012
,•
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0
0
"
N
R
V
31 Dec 2011
Target
31 Man:;h 2012
30 June 2012
Target
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6B
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General Comments
30 Sept 2011
Target
Target
Evidence
I
~
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SFA 8
Good
Governanc
e and
Regulatory
Reform
Legotls Top 20
Objective
C
Due to the current economic climate 11 wOUld be unrealistic to expect a higher
cOllection rate
86 Management of
key flnane'al and
governance areas,
SFA 8
Good
Govem8m;
Objective
E
such as "'come
control. cash now,
imligenl support
""
Revenue collected as
a percentage 01 billed
amount
Monthly Payment
Ratio report to
Achl<wemenl as
at 30 June 2011
95%
Annual
95%
95%
95%
95%
altemative income
opportunihes, asset
am! risk management
89 Manegement of
key financial and
govemance areas
such as irlcome
comrol, cash flow,
Indlgem suppon,
alternative Income
opponunilies, asset
end risk management
""
Obtain an optimum
ratrng from National
Treasury With regards
to tM embedding of
Risk Management in
the City
Finance Panlolio
Commit1ee
Filed in Office of
DHector- Revenue
The achievement of a level 4 rating is dependent on Nahonal Treasury's
developmant of ratmg cntena for levels 4 - 6 (currently only rahng criteria for
levels 1 - J 9 has been developed)
Achievement as
at 30 June 2011
,
Annual
""
,
""
,
""
National Treasury
Maturity survey results
obtainable from the
IRM department
This irldicator measureS good governance and accounting praclices and
will be euatuated and considered by the Auditor Generalm determining
his opinion An unqualified audit opinion refers to the position where the
SFA 8
Good
Govemanc
e and
Regulatory
Reform
88 ,
i:
!
r
88 Management of
key financial and
governance areas,
such as income
oontrol. cash flow,
An unqualified aud,t
indigent support,
altemative income
opponunilies, asset
and riSk management
auditor hauing completed his audit has no reservation as to the fairness
of presentation of financial statements and conform no material errors or
88 1 Opinion of
Auditor-General
Achievemant as
at 30 June 2011
Unqualified
Audit Repon
Annual
Audit still in
progress
Audit
concluded and
unqualified
audit opinion
received
misstatement and conform With General Recognised ACCOunting
Practices This is referred to as "clean opinion"
Unqualified
Audit Opinion
received
Unqualified Audit
Opinion received
Annual Repon
Obtainable from
Dlrector- Treasury
Alternatively in relation to a qualified audit opinion the auditor would
Issue this opinIOn In whole, or In pan, 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
I
;ndlcator standardlNormfBem::;hmark
Benchmark - 2007
n
SFA 8
Good
Govemanc
e and
Regulatory
Reform
882
i:
!
r
89 Management of
key financial and
govamance areas,
such as inoome
control, cash flow,
mdigent support,
alternative Income
0PP0riUrlilies, asset
and risk marlagement
I~ report Which reflects cred,t wonhlness of an institutIOn to l'epay long
term and shon-term liabilities Credit rating IS an analySIS
the City's
key financial data performed by an independent agency to:assess its
ability to meet short· and long·term financial obligations
.....
d
Mamtam tire City's
Credit Ratmg
892 Opinion of
independent ratmg
agency
Achievement as
at 30 June 2011
A1 + (short
term)
AA· (long
term)
Annual
""
""
""~
Al + (shon term)
AA- (long term)
Credit Reting Report·
Treasury websltel
Indi cator standardlNormfBenc hmark
Oirector- Tteasury
8enchmark - 2007
A1 + (short term)
AA- (long term)
"
~
W
N
Reflects the percentage of assets annually verified by audit pU'lloses
SFA 8
Good
Governanc
e and
Regulatory
Reform
"
,,•,
r
89 Management Of
key financ,al and
govemanca areas,
such as Income
oontrol, cash flOw,
indigent suppon.
alternative Income
opportunities, asset
and nsk management
"I,
Percentage annual
asset venfiestion
process completed for
City
Achiavement as
at 30 June 2011
100%
veriflcaMn
Annual
""
""
""
100% verification
Owix report· Office of
Manager, Accounting
& Assets
"
1112 S091P Finance Directorate 13Apr11_FINAL
Page 2
-
,
,
c
0
Corporate
SFA &
SClllrecard
Diredlllrate
Indicatll>r No.
Objective
and Leed
No
Directorate
5
SFA 8
Good
Governanc
e and
Regulatory
Reform
~
~
Objective
Legot/e Top 20
Objective
.~
,
G
,
~
Indicator
(To include unit of
measure)
Baseline
(201012011)
Annual
Target
201112012
~
,•,i•
"
N
R
V
Z
30 Sept 2011
Target
31 Oec2011
31 March 2012
Target
Target
30 June 2012
Target
Evidence
AA
General Comments
~
,,
<
'"
E
>
~
c
88 Management of
key financial and
governance areas,
sucl1 as Income
control, cash flow,
'nd'gent support,
alternative inCOme
opportun,tles, asset
and risk management
"/.
Net Debtors to Annual
Income (Ratio of
outstanding serv,ce
debtors to revenue
actually rece,ved for
services)
Achievement as
at 30 June 2011
Calcutation
from
approved
budget
Annuel
"'"
"'"
",_
Calculat'on from
approved budget
SAP Report
Director: Treasury
Perform CalculallOn
Net Current debtors IS the balance of debtors that are classified as current for
financ'al statement purposes, but excluding the short-term port,on of long-term
debtors_ The provision for bed debts is deducted from the current debtors'
balances Provision for bad debts- Is the amount set aSide as a prOvision 'n the
accounting records to take Into account the possible non-payment by debtors
Total Annual Operating Income' Income from all sources thet will be credited 10
the income statement for financial statement purposes in accordance with
prescribed finanoal statement formats but excluding conditional grants for cap,tal
expenditure housing receipts attributable to the HOUSing Devellllpment Fund,
new hOUSing subs,dy scheme receipts, publ,c contnbuliOns and gains on the
disposal of property, plant and eqUipment The m'd-year calculations for
operating income are based on the actuals up to the current period plus the
budget for the remaining period
16
SFA 8
Good
Governanc
e and
Regulatory
Reform
'"
/:
c!
88 Management of
key financial and
governance arees,
sucl1 as income
contrOl, cash flow,
indigent support,
altematlve income
opportunities, asset
and risk management
"/.
Debt coverage by own
billed revenue
Ach,evement as
at 30 June 2011
Calculation
from
approved
budget
Annual
"'"
"'"
"'"
Calculation from
approved budget
SAP Report
Treasury
~rector
"
SFA 8
Good
Govemanc
e and
Regulatory
Reform
<
'"
~
c
8B Management of
key financ,al and
governance areas,
such as Income
control, cash flow,
,ndigent support,
alternative income
opportunit,es, asset
and risk management
"'"
Ratio of cost covefage
ma'nta'ned
Ach,evement as
at 30 June 2011
Calculallon
from
approved
budget
Annual
",.
"'"
"'"
Calculation from
approved budget
SAP Report
o.rector, Treasury
Perform calculation
Own b,lIed revenue to loans outstanding Total own b,lIed Income' Income from
all sources that woll be credited to the income stetement for financial statement
purposes in accordance with prescribed fInancial statement formats Total debt
Aggregate 01 long-term liabilities, short-term liabllilles ,ncluding bank overdrefts,
hire purcl1ase liabilities and finance lease I,abillties but excluding trade creditors,
consumer depos,ts, payments In advance from consumers and provisions, debt
related to sinking fund investments is reduced by the investment The mid-year
Calculations for own billed revenue are based on the actuals up to the current
period plus the budget for the remaining period
Perform calculation
Total cash and Investments (short term) to monthly operat<ng expenditure Cash
and cash equivalents refer to the short term Investments and cash available as at
the period ending
Operat'ng expenditure Includes all expenditure that Will be debited to the income
statement for financial statement purposes ,n accordance with preSCribed
f,nancial statement formats It excludes capital expenditure The m,d-year
calCulations for expenditure are based on the aduals up the to the current penod
plus the bUdget for the rema'nlng penod
.
'.
16
"
SFA 1
Shared
Economic
Growth and
Developme
"
•w
U
"'
lA Create an
enabling envirooment
for the economy to
grow and become
globally competit,ve
"'"
Percentage of the
Rand value of
purchase orders
allocated to
SMMEIHDI
suppl,ersiservice
providers
AcI1'evement as
at 30 June 2011
Annual
55%
55%
55%
55%
55%
SFA 8
Good
Governanc
e end
Regulatory
Reform
8A
•
U
W
8A Ensuring
enhanced service
delivery With effic'ent
Institutional
arrangements
"/.
~
W
"
Improved average
turnaround time of
tender procurement
processes In
accordance w'th
procurement plan
(weeks)
....-
AChievement as
at 30 June 2011
There are 2 measures to be taken into account'
(1) Tenders are believed to be completed In 6 weeks from the clOSing to award.
this IS the norm
(2) Orders are based on a norm 01 not having any unprocessed requlsilions
calculated on a 22·day working month
7 weeks
Monthly
7 weeks
7 weeks
7 weeks
7 weeks
ZO
SFA 8
Good
Govemanc
e and
RegUlatory
Reform
8A
•w
U
8A Ensuring
enhanced service
delivery With effiCient
institutional
arrangements
"/.
Development and
Implementation of
Contractor
Performance
Management S~tem .
Phase 2
The Contrador Performance Management System is ,nillally 'mplemented as a
P,lot ProleCt and thereafter will, over a penod of time, be rolled out to all
Departments Within the City
Achievement as
at 30 June 2011
Implemented
Documentation
Quarterly
as per plan
completed
Submitted to
EMTfor
approval
Pilot Project
Implemented as
per Plan
"
1112 SDBIP F'nance Dlrectorate.13Aprll FINAL
Page 3
A
SFA &
8
Corporal!:!
Scorecard
Directorate
Indicator No.
Obj",ctive
Is
N.
and Lead
Directorate
SFA 8
Gaad
Gavo:orn<lnc
e <lnd
8A
C
~
•~
Obj",ct;ve
G
Legctla Top 20
Objo:octlve
Indicator
(To include Unit of
measure)
H
Annu<l1
S"seline
(2010/2011)
r"rget
201112012
~
,
N
R
V
31 Oec2011
r<lrtlet
31 March 2012
30 June 2012
Target
Target
31-Oct-It
29-Feb-12
31-May-12
g
,•
•
AA
G'm'H<1I Comments
30 So:opi 2011
Target
Ellidance
~
,
~
~
Regulatary
Refarm
D
8A Ensuring
o:onh"nco:od so:orv'Co:>
delivo:!1Y with ",flle"""1
institution,,'
",
Signed Suppjo:omentary
V"lu<ltian Ralls
submiUo:od 10 tho:> City
Achlevemo:ont as
at 30 Juno:> 2011
M"nager
<lrr<lngo:omo:onts
310el2011
29 F",b 2012 On-9 a;n9
31 May 2012
"',
Capy al I",U"" ta City
M"n<lger
Obt";n<lbl,,, fram
Directa,' V"iual,ans
22
SFA 8
Goad
Gavam"nc
a and
Ro:>gulatary
Reform
8A
j
~
8A Ensuring
enhanco:>d sarvlco:>
do:>IIvo:>ry with o:>fficienl
institutional
arrango:>mo:>nls
30 Nail 2011
"~
Valu"tlan Ralls
publlsho:>d '" tho:> press
31 M"rch
2012
30 Juno:>
2012
Achievemo:>nl "s
at 30 Juna 2011
On-gaing
""
30-Noll_l1
31-Mar-12
Financial
repartlng by all
municipal
o:>nlitio:>s an"
monthty basis
Financial
raparting by all
municip,,1
entitio:>s an a
monthly basis
Financial
reporting by all
municipal
o:>nlitio:>s an"
monlhly basis
30-Jun-12
Extr"ct of
advertiso:>mo:>nl in Iho:>
prass
Obl"inabto:> from
Oirector Valuatians
23
!
f1i
SFA 8
Gaad
Govo:>rn"nc
0:> a~d
88
Ro:>gulatory
Refarm
!
~
~
!
~
88 Man"go:>mo:>nt al
key fin"nci,,1 and
gavernance "ro:>as,
such as incama
control, cash flaw,
indigent support,
altem"live Incamo:>
appartUJlltjo:>s, "ssel
a~d risk man"go:>mo:>nt
"~
Campli"nce, as lar "s
is W1th", tho:> Oty's
i~fluenti,,1 ability. with
the financial reporting
raquirements "s
autlined In current and
any new municipal
leglslatlan
Fi~anClal
financI,,1
complianco:>
by all entltio:>s
In no:>w
formal or
exemption in
placo:>
Achievemenl "s
"t 30 Juno:> 2011
Manlhly
Camphance
with
do:>adlino:>s on
budgeting
"nd financi,,1
reporting
rIIparting by "II
mUnicipalo:>ntilies
an a monthly
basis, setting
upper limils al
Monthly fin"ncial
raparts: Council
Submissions
s"l"rio:>s far
o:>nlillO:>s
Primary Oo:>adllno:>s. AFS complo:>lian 2 months ,,11o:>r ye"r-o:>nd. wllh cansalldatian
p"cks following. Annual Ro:>parts to bo:> subm,tto:>d ta tho:> City by o:>nd Oo:>cambo:>r
Assist with "ny
"nd
I"bled in Council In Ja~u"ry, Entity 8udgo:>t ta bo:> "ppravo:>d by Ba"rd 30 d"ys
Enlity budgo:>ls to
Financial
consalid"lion
Copies of Annual
befare implemo:>nl"lian, Manthly ro:>porting with", Iho:> so:>ctlan 87(11) timo:>lrames
h"ve bo:>en
st"lo:>mo:>nls al
quanes "nd
Ro:>parts "nd Cauncil "nd ro:>part format
Enlity Annu,,1
"pproved by
o:>nlitias la be
respond to
Submlssians: Capio:>s
Reports ta have Boards by tho:> end
campleted and Auditor-General
af Budgo:>1
beo:>n lablo:>d by
al41h quarter,
submitted ta
quenes on
submissians and
o:>nd January
Cilyappraved
Iho:> AuditarAfSI
relato:>d
allocalions, who:>ro:>
Go:>nerai
Cansalidated
carro:>spondenco:>
necess"ry
~
......
ACO
c....:l
25
~
KEY OPERA TtONAL INDICATORS (KOls!:
26
Oata Saureo:>' SAP & SAP People are the City's masl valuab.,!tSSet Wh~sl ~ IS acknowledge thaI all slall performrng al
acceplable levals I~ the arga~isatia~ ale valuable. "rc$pectove ollt>e~ profession, specific
I~tcrvenlions and strategio:>s ~eed la bo:> applied 10 retai~ hfgh palenllal indiVIduals I~ SCarce
Data cxtraebo~ will be
skills professlone ThiS IS mo:>asured by a % attritian af stall in thcse calegorles over a 12
fac;,tated by Corporate
month peood agalnsl an ac.::eptable benchmark % tumover of 12%
Services
E.!mm!liJ.i. Totallermonabons as % of stall compiemo:>nt each month, as measUfed OVer a
Training for data
precedmg 12 monlh pe~od (I 0:> 12 month ro~Ing average). This win be l,mOOd 10 the follOWing
< 12% within
extraC\lon Will be
occupational "alego"",. Le9'~alors & se~Ior ma~agers, ProfeSSionals, Technicians a~d other
Skilled calo:>gories ladlftared by Corporale
prolessio~als
"
~
SFA 8
Good
GOvo:>rn"nc
0:> "nd
Regul"IOry
Ro:>form
M
~
~
~
8A Ensunng
o:>nhanco:>d SO:>rvlCO:>
do:>llvery W1lh o:>ffic,o:>nt
institu,"on,,1
anango:>ments
"I,
Ratention 01 scarce
Skills as mo:>"sured by
st,,11 lumover lor
Fin"nco:> Diractorato:>
Achlo:>vo:>menl as
al 30 Juno:> 2011
<:
12% within
skilled
Qu"rto:>rly
calo:>gono:>s
< 12% within
sklllo:>d
c"to:>gorio:>s
<:
12% wilhin
skilled
calagorio:>s
<:
12% wrthin
skilled
calo:>gorio:>s
Se~ces
Targel Ihe stall !i.ltnover % must be $t2% thrsughout the finaneral year
0
0
A Iral~ing manual IS
availablo:> to assist WIth the
extractio~ of the report
27
1112 SD81P Fln,,~ce Diro:odo",lo:> 13Apr11 FINAL
Page d
A
,
C
D
,
G
[
SFA &
Directerate
Objective
No.
Corporate
Scorecard
Indicator Ne.
and Lead
Directorate
~
Objective
i
Legatls Top 2Q
Objective
Indicator
Basel;ne
(To include unit at
measure)
(201012011)
H
Annual
Target
2011/2012
,,••
"
i:
N
R
30 Sept 2011
31 Dec 2011
31 March 2012
30 June 2012
Target
Target
Target
Target
g
Z
AA
General Comments
Evidence
~
Dala SOlKC ..
Repert-PT6~
'"
(absenlee,sm rale)
SFA B
Good
Gouemanc
e and
Regulatory
Relorm
,i
eA
~
~
•
A
8A Ensuring
enhanced serv,ce
delivery with efficienl
institutional
arrangements
",
StOlfI availablhty as
measure by %
absentee,sm lor
Finance Directorate
~4%
Achievement as
at 30 June 2011
0
(average
ouer 12Quarterly
month rellin9
perrod)
<4% (average
over 12·month
rolling penod)
<4% (average
ouer 12·month
roiling period)
~4% (average
over 12-month
rolling penod)
~4% (average
ouer 12·month
rolhng periOd)
AbsenteeISm is defined as be,ng absent fro'n Ill .. workplace due Ie unplanned absences "5 a
resUI of ill health. uneulherised absences (AWOL). ,nJury on dClly and ~Iegal strike ael,oo
All line manege," must manage employees' ~m" snd attendance ""Ill a ",ew ta reducmg
l.O'I\>.. nned absenteeism's I.,.. than "r equell" 4% """,age for lIle 12 month period, Th;s IS
!raining manual i.
an Internationa' Benchmark In so doing managers must apply the Time and Attendance
available to aSSISt WIth the po~cy. the Incepacity policy aoo the Leave Management framework to mon~or aoo evaluate
e""action el the report
employees' attendance and abs""ce trends and take remedial action where ,equ~ed ,n terms
or such policy
Formuta: Number or UI1planned absern:e days~ by the number 01 planned days or
work ~by 100 (over 12th month rolling period)
0
28
Data Source: SAP & SAP The Workplace Sldlls Plan i. the appraued EducaMn Tra,ning and Development plan or an
orga .. zatJon thatsupparts the achievemellls al the o<gan<zation's slrateg'c goals and
operatianar reau~ements by lden~fying pnOlilized Ira,n,ng needs and benefrcrarles
Oata extrac~on will be
lacjitated by Co<po<ate
lis purpase IS to lormally plan and allacate budget lor appropnate tra,nrng interventions whiCh
Services
will address the needs arising out al the City's strategic 'equWements as contained in the lOP
tt'e 1ndividual departmentel staffing strategies and Indovklual employees' Persanal
Development Plans and Local Gouernment's Skrlis Seclor Plan
"
SFA 8
Good
Govemanc
e and
Regulatory
Reform
,i
8A
~
~
~
SA Ensunng
enhanced service
delivery ~th efllcient
,nst,tut,onal
arrangements
",
Percentage budget
spent on
,mplementaMn 01
WSP lar Finance
Drrectorate
AChievement as
at 30 June 2011
90%
Quarterly
Deparlmental
projected %
spent
Departmental
projected %
spent
Departmental
projected %
spent
The WSP shall aiso take Inta account the Employment Equ,ty ?Jan, ensuring "eo'poraban 01
relevant developmental equoty interventro"" "to the ptan
90%
The WPSP is. coilaborative ptan, i""elVlng employees and the unions rn ,ts lermut.tion
8
E2ml!.!.Ill; % spent against planned trn.ng budget
"
Data SO!Xce' SAP & SAP The notiftcatJon system is an electronic recarding system to capture:ervice requ:sts received
from customers (illternal and extemal)
"
nw rndicator measure, the % achievement agai""t a set improvement ~s an'auerage
01 the following two components
~
• The time to crose no~lications
• The closu-e rate al natif",ations
W
The indrcator is calculated as lolows
Sf A 8
Good
Gouarnanc
e and
Regulatory
Relorm
"
~•
"~
S
8A Ensunng
enhanced service
deliuery w,th effiCient
Institutional
arrangements
Reduce time to
resolve complaints
SA 2 Percent.ge
improvement 01
responsiveness ,n
""
1 A Base,ne is determined 10< each of the comp:>nents usrng a rO""'g aoleJage-: The SOUfce 01
informaHan lor this is the SAP NotificabOll system
2. The Target lor imp.-ovement OS calculeted based on the baselille The terg~ts lor
imp.-ovement are as foilows
New measure
Quarterly
100%
100%
100%
100%
100%
Target Ql ~ 3% Improuement .garnst basel'ne
Target Q2 ~ 6% Improvement against basel,ne
Target Q3 ~ 9% ""provement agaInSt baseline
Target Q~ ~ t2% impro""ment against base,ne
service del'very
3 Measure the actual performarn:e aga,nst th .. 'mprovement target usrng the fellowing
Io<mula' % al achie""ment ~[(actual-target)ltargetl·tOO
4 Calculate the perlermance against the target 01 100% as lellews (% 01 achrevement far
Ave days I<> close) + (% al achievement for closure rate) 42 ~ %
Data source Is SAP Busrness Inter,genee (BI)
"
SAP Report VIa
Corporate EE Office
SFA B
Good
Governanc
e and
Regulatory
Relorm
8A
~
~
~
~
0
0
BA Ensuring
enhanced service
delluery with elf,cient
inslitutronal
arrangements
""
% Compliance with EE
aproved plan per
directorateJdepartment
In terms 01 new
appointments tor Ihe
current linancial year
..
%
compliance
Ach,evement as
at 30 June 2011
determmed
by
Departmenta
I EE plan
Quarterly
% compliance
as determined
% comphance
as determinad
by
by
Departmental
EE plan
Departmental
EEplan
% compliance % compliance as
es determined
determined by
by Departmental Departmental EE
EE plan
plan
Thos Ind1cator measures the number of appolntmenlS across all directorates over the
preceding 12 month period Appointments are benchmarked against Sta~srics SA's
Economically Active Popu~~011 oonchmarl< demographics for the Westem Cape based on the
2001 census data, The benchmark demographics are used to measure compliance rn terms
designated groups i,e, (African Female, Coloured Female, Indian Female, WMe Female
African Male, Caloured Male, Indian Male) The IOlowing lob catego"es are e.duded from this
measurement Councdlors, students, appr<mtices. contracto,," atld non-employees
indicator perta'ns to the current financial year
",
31
1112 SDSIP Finance D,rectorate 13Aprll FINAL
Page 5
A
SFA &
Directorate
Objective
No.
,
i
SFA 8
Good
Governanc
e and
,
c
Corporate
Scorecard
Indicator No.
and Lead
~
Directorare
i
88
SFA8
Good
Governanc
e and
Regulatory
Reform
!
,
8B
SFA 8
Good
GOvernanc
e and
Regulatory
Raform
!
;
eo
Legotle Top 20
Objective
Objective
i
88 Management of
key financial and
govemallce areas,
such as income
cOlltrol, cash flow,
indigent support,
alternative Income
opportunities, asset
and nsk management
~
"
88 Management of
key financial alld
governance areas.
such as Income
control, cash flow,
Indigent support,
alternative oncome
opportunities, asset
and oisk management
33
!
~
!
;
~
G
I
>
'~
i 32
,
E
~
"
Regulatory
Reform
0
a
88 Managemellt of
key financial and
governance areas,
such as Income
control, cash flow,
Indigent support,
alternative incOme
opportunoties, asset
and risk management
Indicator
(To include unit of
measure)
,,i•
Annual
Baseline
(201012011)
Target
2011/2012
"
"
N
R
V
30 Sept 2011
31 Dec 2011
31 March 2012
30 June 2012
Target
Target
Target
Target
Z
AA
General Comments
Evidence
D~ec!orale FlnaflCC
M"""oef" ertracl dala
.Elll!n!l!!; Percentage reOecting Actual spend I Planned Spend
QUarterly
Create assels for
pUbb'C benefit
88 3 percentage of
Cap'tal Budget spent
for F'nance Directorate
AChievement as
at 30 June 2011
Dir/Depart
Quarter1y prOjected cash
Oow
95%
Dir/Depart
projected cash
flow
Dir/Depart
projected cash
Oow
95%
Directorate Finance
Manage", e><tract data
quarterly. SAP
Percentage of
Operating 8udget
spellt lor Finance
Directorate
,",
Achievement as
al 30 June 2011
Dlr/Depart
Quarlerly prOjected cash
Oow
g5%
DirlDeparl
projected Cash
",w
Dir/Depart
projected cash
Oow
~Tstal
actual to date aa a percentage sf the Iotal budgetlnciuding secondary
expendt\Jre.
95%
Schedule suppl",d by
The ,ndicatar renecis the percentage of assets verified annually for avdit assurance
Assets Seclian, Treasury It IS an 'nternal data oource being the Qui. svs'em scanning all assets and "P,aadlng them
Dapartment
against the SAP data files
Data are dawnlaaded at specific ~mes and are Ihe bases far the assessment at prsgress
,",
Percentage of annual
esset verification
process completed for
Department
100%
AChievement as
at 30 June 2011
completed
by 30 June
2012
Annual
0%
0%
0%
100% compleled
by 30 June
,"
!
i
SFA 8
Good
Governanc
e and
RegUlatory
Reform
eo
~
1
~
88 Management 01
key flnanclel and
governance areas,
such as Income
control, cash flow,
,ndigent support,
alternative Income
opportunllies, asset
and nsk management
Schedule supplied by
Intemal Audit . Support
Services Manager
,",
Percentage Internel
Audit findings resolved
for Department
Achievement as
at 30 June 2011
70%
Quarterly
70%
70%
.
.
.:
The Baseline 2010/2011 data will be updated and reflect actuals as at 30 June 2011, once finalised.
..l2.
2!.
Approved by Chief Finance Officer:
£
f-!l Data:
fi'.
Approved by Mayco Member'
~
~
~
( '1-1 4-R"7i I
'
(
h;.
Z~,..---------
/Ahj.~~
~
"
-
.-
.1Z.
fi'.
70%
.
30
2!.
70%
il,s the reportmg and mootsriog of the reduc~on (In percentage) afthe findings sl audit 1~law·
ups performed in the quarter
The bmng lor ca"eclive aclian iml>ementatian IS normally pravided by I"",
Audits /f~law-ups ""I always snly take place after agreed implemem.mOll dates af correcli.e
aclron 11 will ell/rer be 'Not ApplK:ab ..' to Management ~ an aud~ ar 1~law·up hasn'l taken
place at the bme 01 reporting or there wi! be • percentage change I status qua if sn aud~ has
taken place and there has been impravement I no change respectively., the srtua~on sonce
the last audit
--
1i/4/1!
Date:
1112 S081P FInance Directorate 13Apr11 FINAL
Page 6