1841
REPORT To EXECUTIVE MAYOR
14 JUNE 2011
elTY OF CAPE TOWN IISIXEKD SASEKAPA I STAD KAAPSTAO
Me 59/06/11
1
ITEM NUMBER:
2
FINAL 201112012 DIRECTORATE EXECUTIVE SUMMARY OF THE SERVICE
DELIVERY AND BUDGET IMPLEMENTATION PLAN (SDBIP)
SOKUGQIBELA
SESIGQEBA
SECANDELO
ISISHWWANKA THELO
LOLAWULO ESIJOLISWE KUNIKEZELO LWENKONZO KOWAMA-201112012
NAKWISICWANGCISO
SOKUZALISEKISWA
KOHLAHLQ-LWABIWO-MALI
(SDBIP)
DIREKTORAAT
SE
FINALE
BEKNOPTE
OORSIG
VAN
DIE
DIENSLEWERINGS-EN-BEGROTINGSIMPLEMETERINGSPLAN (SDBIP)
3
RECOMMENDATION FROM THE SAFETY AND SECURITY PORTFOLIO
COMMITTEE: 5 MAY 2011
1. 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.
2. That Council notes the final 2011/2012 Directorate Executive Summary of the
Service Delivery and Budget Implementation Plan.
IZINDULULO EZIVELA KWIKOMITI
NOKHUSELEKO: 5 MEYI 2011
YEMICIMBI
YESEBE
LOKHUSELO
1. Ukuba uSodolophu wesiGqeba ecebisana kunye neKomiti yoLawulo yakhe
makaphumeze isiShwankathelo sokugqibela sesiGqeba kwiCandelo loLawulo
sokuNikezelwa kweNkonzo nesiCwangciso sokuZalisekiswa koHlahloIwabiwo-mali kowama- 2011/2012.
2. Ukuba iBhunga maliqwalasele isiShwankathelo sokugqibela sesiGqeba
seCandelo loLawulo nesiCwangciso sokuZalisekiswa kHlahlo-lwabiwo-mali
kowama-2011/2012.
AANBEVELING VAN DIE PORTEFEULJEKOMITEE OOR VEILIGHEID EN
SEKURITEIT: 5 MEl 2011
REF TO MAyeO: June 2011
18~2
1.
Oat die
uitvoerende
burgemeester in
oorlegpleging
met die
burgemeesterskomitee die direktoraat se finale beknopte oorsig van die
dienslewerings-en-begrotingsimplementeringsplan vir 2011/2012 goedkeur.
2. Oat die Raad kennis neem van die direktoraat se finale beknopte oorsig van
die dienslewerings-en-begrotingsimplementeringsplan vir 2011/2012.
REF TO MAyeO: June 2011
.- '.; ---".J
18~3
REPORT To
SAFETY AND SECURITY PORTFOLIO COMMITTEE
MAYCO
CITY Of CAPE TOWN IISIXEKD SASEKAPAI STAO KA.A.PSTAO
COUNCIL
1.
ITEM NUMBER:
SUBJECT
SAFS 16/05/10
(LSUB0934)
FINAL 201112012 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
2.
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
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 Govemment: Municipal Finance
Management Act (MFMA).
...
~.
~_""
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VI"' LlL..V'~IVI" IJ •
The Executive Mayor in consultation with the Mayoral Committee.
Directorate executive summary cover letter 15_03_2011
[September 20091
Page 1 of 5
184'
4.
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 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.
Final 2011/2012 Directorate Executive Summary of the Service Delivery and
Budget Implementation Plan to be tabled at Portfolio as Annexure A.
The purpose of this report is to submit the final 2011/2012 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.
5.
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
Directorate executive summary cover letter 15_03_2011
ISeptember 20091
Page 2 of5
1845
10Lawulo sokuNikezelwa kweNkonzo nesiCwangciso sokuZalisekiswa
koHlahlo-lwabiwo-mali kowama-2011/2012.
6.3
6.
6.
Ukuba iBhunga maliqwalasele isiShwankathelo sokugqibela sesiGqeba
seCandelo 10Lawulo 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
2011/2012
dienslewerings-en-begrotingsimplementeringsplan
vir
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 [8J
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 Government:
Municipal Finance Management Act as well as the Municipal Budget and
Reporting Regulations (Schedule A, Part 2, Sections 22,23 & 24).
Directorate executive summary cover letter 15_03_2011
[September 2009]
Page 3 015
1846
In terms of the MFMA: Municipal Budget and Reporting Regulations a
Directorate Executive Summary must be completed for each Directorate
SDBIP.
Staff Implications
d.
Does your report impact on staff resources, budget, grading, remuneration, allowances,
designation, job description, location or your organisational structure?
e.
No
[gJ
Yes
0
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 Directorate Executive Summary of the Service
Delivery and Budget Implementation Plan to be tabled at Portfolio
as Annexure A.
FOR FURTHER DETAILS CONTACT:
NAME
CONTACT NUMBERS
E-MAIL ADDRESS
DIRECTORA TE
FILE REF No
Andre Maxwell
021 - 400 3522
andre.maxwell@Jca~etown1lPv.za
Safety and Security
HO 5/1/1/4/5
fW.-L/
~REPORT COMPLIANT WITH THE
~
PROVISIONS OF
COUNCIL'S DELEGATIONS, POLICIES, By-LAWS
AND ALL LEGISLATION RELATING TO THE MATTER
UNDER CONSIDERATION.
UJ
Directorate executive summary cover letter 15_03_2011
[November 2009]
Page 4 015
18~7
o
LEGAL COMPLIANCE
Commen!:
NAME
Oer!ified as legally compliant:
TEL
DATE
NON-COMPLIANT
\':1'
ot
on en s of the report.
I WI!
men!:
EXECUTIVE DIRECTOR
[RICHARD BOSMAN
DATE
(Author to obtain all signatures before submission to Executive Support)
Directorate executive summary cover letter 15_03_2011
[November 2009[
Page 5 015
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SAFETY AND SECURITY 2011/2012 DIRECTORATE SDBIP
1
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a) Achieving positive
results on community
survey reo Positive
Enforcement
and Metro
Police
4
Specialised
Services, Law
Enforcement
and Metro
Police
perception on decrease
Improve the quality of life
of all residents and
visitors in the City by
reducing levels of antisocial behaviour
(Addressing by-law
offences relating antisocial behaviour as well
as minor crimes)
Score of 2.6 or
2.5
more on 5
point Likert
Achieve score of
Annually
NfA
NfA
NfA
2.6 or above on 5
point Likert scale
scale
in prevalence of antisocial behaviour
b) Number of fines
issued for by-law
offences
73620
The effective
management of Land
Invasions measured as
a percentage of
successful response to
such land invasion
90%
Successful
response to
land invasions
95%
Quarterly
Specialised
Services
Ensure pro-active
policing of displaced
people
Percentage decrease in
the number of displaced
people occupying
targeted public open
spaces
6.10%
10% reduction
SA1
Specialised
Services
Ensure pro-active
policing of Liquor
Legislation
Number of Liquor
premises inspected for
compliance in City
Rental Stock & Private
Dwellings
New
6A.1
Metropolitan
Police
1. Effective Policlng and 5% increase in arrests in
Prevention of Drug
drug related crimes
Possession, Trafficking (Possession & Dealing)
and Dealing
Metropolitan
Police
4. To increase the
Department's capacity to
detect incidence of traffic
violations, by-law
offences, crime and
other emergencies
6A.1
Comments/Definitions
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Fre,quency
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Specialised
Services, Law
6A.1
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TARGETS
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'Ba'saUne
. Annual Targe,t
09110
201012011 .
Include unit of
.I,(To
,:~-: 'measure) ,
Objective
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Indlcatorllo. .
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Direct"""" i.··· scorecaRi
Oblectlve
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37500
56250
90%
95%
95%
Quarterly
2.5% reduction
5% reduction
7.5% reduction
10.00%
Surveys are being conducted to determine the baseline. It will be
monitored in terms of perfomance in 5 selected public open
spaces.
400
Quarterly
100
200
300
400
Ensure compliance in terms of City Liquor By-law and Provincial
Liquor Act as well as policy relating to City Rental Stock.
955
1002
Quarterly
250
501
751
1002
New
90%
Quarterly
90%
90%
90%
90%
75000
Quarterly
18750
75000
5
6A.1
Specialised
Services
Ensure pro-active
policing towards land
invasion
95%
Successful
Prevention of illegal invasion conducted on all City land, open
response to land spaces and informal settlements.
invasions
6
6A 1
7
8
9
6A1
Effectiveness of CCTV
cameras as measured
by % of functionality
10
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City Emergency Services Directortae
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ALIGNMENT TOIDP
1849
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-
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TARGETS
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Strategic Focus
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Indicator
Objective
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(To Include unit of
Baseline
09110
Annual Target
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Traffic
Services
To reduce accidents at 5
identified intersections.
accident rate at 5
identified high accident
frequency locations
,
.
'-
.
' /f,-requency
_r._ . . ___
General
.
.... _ _ _ _ _ &_. . . . .
Percentage reduction in
6A.l
,
.
...
-
216
5% reduction
Quarterly
52
104
156
206
4.5
4.5
Monthly
4.5
4.5
4.5
4.5
The number of accidents recorded as at June 2010 is less than
the target. The challenge in recording the feedback is to obtain
accurate statistics on the exact location of an accident. This is
outside of our control and verifications need to be carried out
continually at area level. As a result thereof the baseline remains
the same as the target for the previous financial year with a 5%
redUction thereof as the new target for this year.
11
.
6A.l
Traffic
Services
12
6A.2
To reduce the
tumaround time between
applications and
appointments for
leamer/driver tests
Reduced turnaround
time
Emergency
Services
Ensure the
implementation of Public
Education and
Total- 1 266
Number of public safety
Awareness Programmes
800 FIRE AND
and awareness sessions
to promote safe,
RESCUE
in targeted at-risk
sustainable livelihoods
306DM
populations
and livable / dignified
160 PECC
communities in targeted
populations.
Emergency
Services
Increase the effidency of
% Response times for
the Fire and Rescue
fire and other emergency
Service through
incidents within 14
improved response
minutes from call receipt
times and equitable
up to arrival.
service delivery.
1730
Quarterly
300 F&R
90DRM
50 PECC
600 F&R
180 DRM
90 PECC
900 F&R
270 DRM
120 PECC
1 200 F&R
350 DRM
180 PECC
80%
Quarterty
80%
80%
80%
80%
PECC has been fortunate to have had assistance from students
which has escalated the performance during the last six months
compared to previous years. However their contracts terminate in
November and may impact on targets if further funding is not
available for the continuation of our hosting students from the Cooperative Student Training Program. The target was already
increased recently from 160 to 180 as we now have dedicated
permanent staff but we also need to allow time for new initiative
development to ensure the Public Education project remains
aligned with local trends.
13
6A.2
14
6A.2
Emergency
Services
Ensure 24-access to
emergency services by
% Calls answered within
providing a single
20 seconds
contact point via PECC
(107).
Safety &
Security
Directorate
Occupational specific
training undergone by
To provide continuous
Metro Police, Traffic
occupational specific
Service and Law
training to staff in order
Enforcement staff during
to enhance operational
the period under review
effectiveness
measured as a
percentage
73%
96%
85%
Quarterly
85%
85%
85%
85%
The centre has within the last few months of the year totally
changed technology platforms and the Department is currently
busy with further integration of the system. As such, the baseline
is increased as per the previous year's actual achievement.
However, the target should remain at 85% in order that time be
allowed for the system to stabilise and to ensure that the
statistics are being correctly interpreted. In addition the centre is
also in the process of taking on additional call volumes which
could have implications on answering times.
50%
The Directorates' overall plan identifies Training and
Development as the Directorate's key objective for the 2010/11
financial year and the IDP for 2010/11 further highlights this focus
area for Safety & Security.
The City recognizes the fact that the development of human
resources within the Safety & Security Directorate is the single
most important contributor to the safety of the people of Cape
Town. The main focus of the Safety & Security Directorate for the
2010/11 financial year will accordingly be ongoing training and
development in pursuit of higher efficiency.
15
New
50%
Quarterly
10%
20%
35%
16
Retention of skills as
measured by staff
tumover
S12%
(within skilled
categories)
Direct.! Dept.
achievement at
30 June 2010
S12%
(within skilled
categories)
S12%
(within skilled
categories)
S 12%
(within skilled
categories)
measured over a preceding 12 month period (Le. 12 month
rolling average). This will be limited to the following EE
categories: Legislators & senior managers, Professionals,
Technicians and other professionals.
Target: the staff turnover % must be S12% throughout the
financial year.
17
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TARGETS
-
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Objective
Indicator
(To Include unlt of
-..;;--..
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Staff availability as
measured by %
absenteeism
Baseline
09/10
Annua] ,Target
' ..n ..........
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..
Frequency
.
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.
General
, , _ _ _ _ _ 6-'"_-*_1 ..1___
All line managers must manage employees' time and attendance
with a view to reducing unplanned absenteeism to less than or
S4%
equal to 4% average for the 12 month period. This is an
S4%
S4%
S4%
(average for the
Intemational Benchmark.
(average for the
(average for the
(average for the
In so doing managers must apply policy, monitor and evaluate
period 1 April
period 1 July 2010
period 1 Oct 2009 period 1 Jan 2010
employees' attendance and absence trends and take remedial
2010 to 31 March
to 30 Sepl 2010) 10 31 Dec 201 0)
to 30 June 2011)
2011)
action where required in terms of such policy.
Direct.! Dept.
achievement at
30 June 2010
Formula: Measured as 12 month rolling average
18
Corporate
Services
90%
A Workplace Skills Plan is a document that outlines the planned
education, training & 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.
Formula: Measured against training budget.
8A Ensuring enhanced
service delivery with
efficient institutional
arrangements
Percentage budget
Direct/Dept
spent on implementation achievement at
ofWSP
30 June 2010
DirlDept.
projected cash
flow
DirlDept. projected
cash flow
DirlDept.
projected cash
flow
19
3%
6%
9%
12%
12% reduction by end June, in time taken to close ALL
Notification Types (measured against the baseline of % at
previous end June)
The 4 month rolling average of 'days to close' of ALL notifications
within the preceding 4 month period will be used to measure
performance.
Formula: (Ave days to close @ 30 June 2011 - Ave days to close
@ 30 June 2010)/Ave days to close@30June2010"100.
80%
80%
80%
80%
Each Directorate contributes to the Corporate achievement of
targets and goals by implementing its own objectives of
quantitative and qualitative goal setting
88 Management of key
financial and governance
areas such as income
Direct/Dept
control, cash flow,
88.2 Percentage spend
achievement at
indigent support,
of Capital Budget
30 June 2010
altemative income
opportunities, asset and
risk management
DirlDept.
projected cash
flow
DirlDept. projected
cash flow
DirlDept.
projected cash
flow
95%
Direct/Dept
Percentage of Operating
achievement at
Budget spent
30 June 2010
DirlDept.
projected cash
flow
DirlDept. projected
cash flow
DirlDept.
projected cash
flow
95%
4 month
moving
8A Percentage
average of
improvement in the time 'days to close'
forC3
to close notifications
Lto. The CINMP.
Notification
Types as@30
June 2010
12%
Quarterly
20
ro
""" ~~
approved plan per
directorate in terms of
new appointments for
the current financial
21
22
FINANCE
Direct/Dept
achievement at
30 June 2010
Formula: Percentage reflecting Actual spend I Planned Spend.
Formula: Total actual to date as a percentage of the total budget
including secondary expenditure.
23
Percentage annual asset
Direct/Dept
verification process
achievement at
completed
30 June 2010
0%
0%
0%
The indicator reflects the percentage of assets verified annually
for audit assurance.
100% completed It is an intemal data source being the Quix system scanning all
by 30 June
assets and uploading them against the SAP data files.
Data are downloaded at specific times and are the bases for the
assessment of progress.
24
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TARGETS
- ,
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2
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Strategic Focus
.... __ ........ - . Load
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Q
Indicator
Objective
Baseline
---_ .._-,
(To include unit of
09/10
....,.......,......
Annual Target
DirecUDept
88.3 Percentage Internal
achievement at
Audit findings resolved
INTERNAL
AUDIT
~n
70%
.loop. ?010
I
25
26
27
28
Approved by Executive Director:
GDV
'I::::
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29
30
f
70%
' ' ' .. _ _ _ _& - I n ..''''_ .... _ _ _
70%
70%
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 I 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 CII me urTle oi repolllng or mere Will De a percentage
change I status quo if an audit has taken place and there has
been improvement I no change respectively in the situation since
the last audit.
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Of: ",,,-<;J li-Cu
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General
.
Frequency
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City Emergency Services Directortae