REPORT To EXECUTIVE MAYOR
JUNE 2011
.... 1878
C1TY OF C.lPE TOWN IISIXEKO SASEKAPA I STAn I(AAPSTAO
I
Me 61106111
1
ITEM NUMBER:
2
TRANSPORT, ROADS AND MAJOR PROJECTS : FINAL 2011/2012
DEPARTMENTAL BUSINESS PLANS AND SERVICE DELIVERY AND
BUDGET IMPLEMENTATION PLAN (SDBIPs) [LSUB1507]
ICANDELO LOLAWULO LWEZOTHUTHO,
IINDLELA NEEPROJEKTHI
EZINKULU : IZICWANGCISO ZOKUGQIBELA ZESEBE ZOKUQHUTYWA
KOMSEBENZI NOKUNIKEZELWA KWENKONZO NEZOKUZALISEKISWA
KWEBHAJETHI (SDBIPS) ZOWAMA-201112012
VERVOER, PAAIE EN GROOT PROJEKTE : FINALE -DEPARTEMENTELE
SAKEPLANNE
EN
DIENSLEWERING-EN-BEGROTINGS
IMPLEMENTERINGS-PLANNE (SDBIPs) VIR 2011/2012
3
RECOMMENDATION FROM THE TRANSPORT, ROADS AND STORMWATER
& MAJOR PROJECTS PORTFOLIO COMMITTEE: 05 MAY 2011 (TRS&MP
18/05/11 )
RECOMMENDED that:
3
(a)
the contents of the 201112012 Departmental Business Plans and the
Service Delivery and Budget Implementation Plans, be noted
(b)
the 2011/2012 Departmental Business Plans and the Service Delivery and
Budget Implementation Plans, be approved.
ISINDULULO SEKOMITI YEMICIMBI YEZOTHUTHUTHO, IINDLELA NAMANZI
ESITSHI KUNYE NEEPROJEKTHI EZINKULU : 05 MEYI 2011 (TRS&MP
18/05/11 )
KUNDULULWE ukuba :
a)
Makuqwalaselwe okuqulathwe kwiziCwangciso zokuSebenza zeSebe
zonyaka-mali ka-2011/2012 neziCwangciso zokuNikezelwa kweeNkonzo
nokeZalekiswa koHlahlo-lwabiwo-mali
(b)
Makuqwalaselwe iziCwangciso zokuSebenza zeCandelo zonyaka-mali ka2011/2012 neziCwangciso zokuNikezelwa kweeNkonzo nokuZalekiswa
koHlahlo-lwabiwo-mali.
REF TO MAyea: JUNE 2011
1879
3
AANBEVELING VAN DIE PORTEFEULJEKOMITEE OOR VERVOER, PAAIE
EN STORMWATER EN GROOT PROJEKTE: 05 MEl 2011 (TRS&MP 18/05/11)
AANBEVEEL dat
(a)
daar kennis geneem word van die inhoud van die departementele
sakeplanne
en
dienslewering-en-begrotingsimplementeringsplanne
(SDBIP's) vir 2011/2012
(b)
die
departementele
sakeplanne
en
dienslewering-enbegrotingsimplementeringsplanne (SDBIP's) vir 2011/2012 goedgekeur
word.
REF TO MAyeO JUNE 2011
.., .1880
REPORT To TRANSPORT, ROADS AND
STORMWATER PORTFOLIO COMMITTEE
MAYCO
1.
ITEM NUMBER:
2.
SUBJECT
TRS & MP
1J:...3Glo
em IIF CAPE TOWN i ISIXEKII SASEKAPA ISTAll KUPSTAII
18/05/11
(LSU B1507)
TRANSPORT, ROADS AND MAJOR PROJECTS: FINAL 201112012
DEPARTMENTAL BUSINESS PLANS AND SERVICE DELIVERY AND
BUDGET IMPLEMENTATION PLANS (SDBIPs)
ISIHLOKO
ICANDELO LOLAWULO LWEZOTHUTHO , IINDLELA NEEPROJEKTHI
EZINKULU: IZICWANGCISO ZOKUGQIBELA ZESEBE ZOKUQHUTYWA
KOMSEBENZI NOKUNIKEZELWA KWENKONZO NEZOKUZALISEKISWA
KWEBHAJETHI (SDBIPS) ZOWAMA-2011/2012
ONDERWERP
VERVOER, PAAIE EN GROOT PROJEKTE: FINALE- DEPARTEMENTELE
SAKEPLANNE EN DIENSLEWERING-ENBEGROTINGSIMPLEMENTERINGSPLANNE (SDBIP's) VIR 201112012
3. PURPOSE
The purpose of this report is to submit to the Portfolio Committee for their
consideration and recommendation, to the Executive Mayor the 2011/2012
Departmental Business Plans and Service Delivery and Budget Implementation
Plans (SDBIPs).
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.
Departmental business plan cover letlerMaypc
[September 20091
Page 1 of 4
... 1881
....
5. EXECUTIVE SUMMARY
The purpose of this report is to submit the 2011/2012 Departmental Business
plans and SDBIPs to the Portfolio Committee for their consideration and
recommendation to the Executive Mayor.
In terms of the MFMA: Municipal Budget and Reporting Regulations, all
Directorates are required to compile a "Directorate Executive Summary" of their
SDBIPs which will be sent to National and Provincial Treasury. The summary is
under a separate report.
The Departmental Business Plans and SDBIPs are attached as Annexure A.
6. RECOMMENDATIONS
6.
6.
6.1
That the Portfolio Committee makes recommendation to the Executive
Mayor on the contents of the 2011/2012 Departmental Business Plans and
the Service Delivery and Budget Implementation Plans
6.2
That the Executive Mayor in consultation with the Mayoral Committee
approves the 2011/2012 Departmental Business Plans and the Service
Delivery and Budget Implementation Plans
IZINDULULO
6.1
Ukuba iKomiti yeMicimbi yeSebe mayenze isindululo kuSodolophu
weSigqeba ngokuqulathwe kwiziCwangciso zeSebe zokwenza umsebenzi
zonyaka-mali ka-2011/2012 noNikezelo IweeNkonzo neziCwangciso
zokuZalekiswa koHlahlo-lwabiwo-mali
6.2
Ukuba uSodolophu weSigqeba ecebisana neKomiti
yoLawulo/kaSodolophu makaphumeze iziCwangciso zeSebe zokwenza
umsebenzi zonyaka-mali ka-2011/2012 noNikezelo IweeNkonzo
neziCwangciso zokuZalekiswa koHlahlo-lwabiwo-mali
AANBEVELING
6.1
Dat die portefeuljekomitee by die Uitvoerende Burgemeester die inhoud
van die inhoud van die departementele sakeplanne en dienslewering-enbegrotingsimplementeringsplanne vir 2011/2012 aanbeveel
6.2
Dat die uitvoerende burgemeester in oorleg met die
burgemeesterskomitee die departementele sakeplanne en diensleweringen-begrotingsim plementeringsplanne vir 2011/2012 goedkeur
Departmental business plan caver letlerMaYPc.dacx
ISeptember 20091
..... 1882
7.
DISCUSSION/CONTENTS
a.
Constitutional and Policy Implications
This process is driven by legislation.
b.
Environmental implications
I
c.
Does your report have any
environmental implications:
No [gJ
Yes
0
I
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).
d.
Staff Implications
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 departments consulted.
Departmental business plan cover letterMaypc.docx
[September 2009[
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P'g,3.4
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........ 1883
ANNEXURES
Final 2011/2012 Departmental Business Plans and Service Delivery
and Budget Implementation Plans
Annexure A:
FOR FURTHER DETAILS CONTACT:
NAME
CONTACT NUMBERS
E-MAIL ADDRESS
DIRECTORA TE
FILE REF No
SIGNATURE: DIRECTOR
Cyril Benjamin
0843337608
CYJ'il.Benjamin@capetown.gov.za
'r~ort, Road and Maior Projects
~RT
COMPLIANT WITH THE PROVISIONS OF
COUNCIL'S DELEGATIONS, POLICIES, BY-LAWS
AND ALL LEGISLATION RELATING TO THE MADER
UNDER CONSIDERATION.
D
NON-COMPLIANT
Comment:
TEL
DATE
CO2-I) 4ro - Z,7S3
2.1.\ b q-IZ Q l(
Certified as legally compliant:
Based on the contents of the report. ~
\
Comment:
DATE
:47/- 0 q. - M
Departmenlal business plan cover letterMaypc.docx
INovember 20091
~
Page 4 of4
FINAL DEPARTMENTAL BUSINESS PLAN
2011/12
DEPARTMENT
DIRECTOR
: IRT IMPLEMENTATION
..
: D HUGO
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Contact Person
: Dave Hugo
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Page 1 of 7. IRT Implementation Departmental Final Business Plan
1.
EXECUTIVE SUMMARY
The IRT Implementation Department supports the City's lOP Strategic Focus Area - SFA 4A.1: To provide Public Transport
Infrastructure and Systems.
The primary business of the IRT Implementation Department is that of the IRT System Planning and Infrastructure Design
and Implementation as well as the overall co-ordination and Project Management of the of the IRT project including the
development and commissioning of the IRT Business System Operational Plan.
The Department's current primary tasks are focused on the delivery of Phase 1A of the City's IRT System, at an overall
investment value of R4,3 billion.
The IRT Implementation Department is a newly established Department (still being staffed) specifically established to
deliver the IRT component of SFA 4A.1 which is in line with national governments objectives of improving public transport
and transforming the current public transport industry.
2
PURPOSE AND SERVICE MANDATE OF DEPARTMENT
Vision:
To improve the quality of life for the citizens of Cape Town through the provision of an integrated public transport networl(
that is rapid, safe and secure, convenient, clean, affordable and socially equitable,
: -.'
Objectives:
~
To provide elements of an effective and efficient road based public transport system consisting of a network of bus rapir
transit (BRT) services and supporting feeder bus services and infrastructure that integrates with other transit modes into"
high quality city-wide transit network.
c.n
To assure actual implementation of the system within necessary time frames
To deliver a system of sufficiently high quality that will both serve existing car users and greatly enhance the travel
experience of captive public transport customers.
Core functions
The Department: IRT Implementation is responsible for the IRT System Planning, Infrastructure design and implementation
as well as the overall co-ordination and Project Management functions of the overall project. The Department's core
functional areas include:
•
IRT System Planning and Development
Page 2 of 7. IRT Implementation Departmental Final Business Plan
•
IRT Infrastructure planning, design and Implementation
•
IRT Project Management and Co-ordination
These are supported by financial and administrative functions
The IRT Implementation Department (together with the IRT Operations Department) is focused on implementing Phase 1A
of the City's Integrated Rapid Transit System before the end of 2013 at an estimated cost of R 4,3 billion and initiating the
system design and planning for Phase 2 of the City's IRTS during the 201 11/12 financial year.
This will include the provision of road based public transport facilities (dedicated bus ways, bus stations, stops, depots and
other ancillary facilities) and non-motorized transport facilities (cycle and pedestrian facilities)
Mandate
The mandate for the establishment of the IRT Implementation Department and for the development, implementation and
commissioning of the Integrated Rapid Transit (IRT) System is derived from the following Council resolutions:
•
C 71/10109: Implementation of the Integrated Rapid Transit system for the City of Cape Town: Phase 1A: Project
Status and a Financia/ and Strategic Assessment (Report) (26-08-2009)
•
C27/1 0/1 0 (Item 79): Business Plan for Phase 1A of Cape Town's MyCiTi IRT System (27/10/2010)
Customers
"
.'
Internal Departments:
•
-
00
IRT Operations Department
00
Q':l
External Bodies
•
National Department of Transport (DOT) and Treasury
•
Provincial Government: Western Cape
•
Existing bus and taxi operators
•
General public including pedestrians, cyclists and bus commuters.
Customer demands/expectations
The delivery of Phase 1A of the City's IRT System before the end of 2013.
The commencement of the system planning for Phase 2.
Page 3 of 7. IRT Implementation Departmental Final Business Plan
3.
LEGISLATIVE IMPERATIVES:
The Constitution assigns to the City of Cape Town the responsibility for 'municipal public transport' to plan and implement
public transport within its area of jurisdiction. This is further supported by the provisions of the NLTA, which provides for
cities to take greater control over 'planning, regulating, implementing, and monitoring' public transport services, and
requires the implementation of 'publicly controlled integrated transport systems'.
The IRT Project is mainly funded by the Public Transport Infrastructure and Systems Grant (PTISG), allocated each year in
terms of the Division of Revenue Act (DORA). Thus the annual DORA provisions on the PTISG governs how such funds
must be utilised.
4.
Partners and Stakeholders
Partnersl Stakeholders
Roles and Responsibilities
National Department of Project approvals and funding allocations
Transport
National Treasury
Funding source
Public Transport Industry
5.
Future MyCiti service operators
-
QC
00
-..l
RESOURCES
Capital Budget
The total capital budget funded ex Public Transport Infrastructure Grant (PTIG) for the next 3 financial years is as follows:
•
2011/12 =
R 778,066,995
•
2012/13
=
R 347,971,702
•
2013/14 =
R 466,119,639
Page 4 of 7. IRT Implementation Departmental Final Business Plan
Operating budget
The total operating budget for IRT Implementation and Operations Departments combined for the 2011/12 financial year is
R 118,538,285 which includes the Grant funded operating projects amount to R 48,200,612. The source of funding for the 3
year capital programme and the Grant funded operating projects, is via a grant from the National Department of Transport
(NDoT). Although these budgetary provisions are in-line with the legislated Division of Revenue Act (DoRA) allocations
gazetted on the 1sl of April 2010, all indications are that additional funding will be made available to accelerate the
implementation of infrastructure associated with the IRT system
Senior management organogram
Director: Development & Implementation
I
I
Manager
System,
Planning &
Modeling
1
I
I
Manager
Manager
Infrastructure
&
Development
Project
Integration and
Management
Manager
Finance and
Support
Services
.'
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00
The Director post has been filled. Approved Manager posts and supporting posts are to be filled in 2010/11 and 2011/12
financial years.
6.
BACKLOGS AND RESOURCE CONSTRAINTS
• Backlogs
No backlogs. A newly established Department responsible for implementation of a new programme .
• Constraints
Implementation constrained by the amount and timing of funding allocations
Page 5 of 7. IRT Implementation Departmental Final Business Plan
.
Staff complement not fully resourced
7
ASSUMPTIONS AND RISKS
7.1
Assumptions
Ongoing Public Transport Infrastructure Grant funding secured through future Division of Revenue allocations
7.2
Risk Assessment
Refer to attached Risk Assessment Schedule.
8.
STRATEGIC ALIGNMENT TO THE IDP
The IRT Implementation Department supports the following IDP Strategic Focus Area - SFA 4A.1: To provide Public
Transport Infrastructure and Systems.
The key outcomes for the Department support the following in the IDP objectives:
o
Increase in cumulative kilometres of critical routes within dedicated public transport lanes on selected transport
corridors
o Maintain and enhance transport infrastructure to align to the asset management strategy and plan of the City a
well as sustain investor interest and investor confidence in the City
.
o
Increase percentage of commuters using public transport in order to respond to the Travel Demand Managemen' - . .
Strategy of the Integrated Transport Plan through changing travel behaviour and promoting public transport ove, 00
private vehicle
00
~
o The reduction in commuter travel time
The key measurable for the Department is the % Capital Budget spent on the implementation of Phase 1A of the Integrated
Rapid Transport project.
9.
OBJECTIVES AND INDICATORS OF THE DEPARTMENTAL SERVICE DELIVERY AND BUDGET IMPLEMENTATION
PLAN (SDBIP)
The objectives and indicators of the Department are detailed in the attached Service Delivery and Budget Implementation
Plan (SDBIP)
Page 6 of 7. IRT Implementation Departmental Final Business Plan
9.
OBJECTIVES AND INDICATORS OF THE DEPARTMENTAL SERVICE DELIVERY AND BUDGET IMPLEMENTATION
PLAN (SDBIP)
The objectives and indicators of the Department are detailed in the attached Service Delivery and Budget Implementation
Plan (SDBIP)
10.
AUTHORISATION
The undersigned do hereby indicate their agreement with the contents of this document and the outcomes.
Name
Director
\J .'\::,. \-\ \lG-o
Executive Director
/11. n1~SLltSrV
Mayco Member
11.
Date
Signature/\
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APPENDICES:
Appendix 1:
IRT Implementation Department SDBIP
Appendix 2:
IRT Risk Assessment Schedule
Page 7 of 7. IRT Implementation Departmental Final Business Plan.docx
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TR&MP
To provide public
transport Infrastructure
and systems
Percentage 01 capital spent on Phase
1a of the IRT Projact
New
95%
Quarterly
15,66%
3404%
58.35%
95%
4A2
TR&MP
To provide public
transport Infrastructure
and systems
% spend of tha operating budgat on
road and infrastructura mainlenance
New
95%
Quarterly
11%
31%
57%
95%
4A 1
TR&MP
To provida public
transport Infrastructura
and systems
Length of dedicated public transport
lanes built
AS at 30 June
2011
40km
Annual
NfA
NfA
NfA
40km
Retention of scarce skills as
measured by staff turnover
:s 12%
TR&MP
BA. Ensuring enhanced
service delivery with
efficient institutional
arrangements
:512%
BA 2
Annual
(within skilled
categories)
(within skilled
categories)
:s 12%
(within skilled
categories)
(within skilled
categories)
4
5
Measured Ito lana kms completed (nominal
width 3,5m) and at time of Issue of "practical
completion Certificete,"
6
B
Dept
achievement at
30 June 2011
:s 12%
{within skilled
categories)
:s 12%
Data Sovrce:SAP & SAP BI
Data extrachon will be facilitated by Q:>rporate
Services
.....
00
B
BA2
TR&MP
BA Ensuring enhancad
service delivery With
efficient institutional
arrangaments
B
BA4
TR&MP
BA Ensuring enhanced
service delivery with
effiCient institutional
arrangements
TR&MP
BA Ensuring enhancad
servica dalivary with
efficient lnstitutlonal
arrangements
8A2 Percentage Improvement of '
responsiveness in service delivery
TR&MP
8A. EnSUring enhanced:
service delivery with
,
efficient institutional
arrangemants
% Compliance with the EE approved
plaf1per Department in t~rms of new
appointments for the current financial
year
Staff availability as a measure 01
absenteeism
~
,,-
,,%
,,%
,,%
:S4%
(average for tha
(average for the
(avaraga for the
(average for the period Data Source sAP Report
period 1 Oct 2010 to period 1 Jan2011 to period 1 April 2011 to 1 July2011 to 30 June PT64 (absenteeism rate)
2012)
30 Sept 2011)
31Dec2011)
31 Mardl2012)
Dept
achievement at
30 June 2011
,,%
(average for the
period 1 Oct 2010
to 30 Sept 2011)
Annual
Dept
achievement at
3D June 2011
90%
Quarterly
Oir/Dept projected
cash flow
DirlDept, projected
cash now
[)ir/Dept projected
caSh flow
90%
Now
100%
Quarterly
""%
100%
100%
100%
Dept
achievement at
30 June 2011
% compliance
as'daterTmned
by Dept EE plan
Annually.
B
% budget spant on implementation of
WSP
Data Source. SAP & SAP BI
Data axtractlon will be faCIlitated by Corporate
Services
9
Data source SAP BI
Building a user friendly BUSiness ObJacts report
that will provide the same ~gures as SAP BI
10
B
6.A
~
.
% COmpliance es
% compliance as
determined by
?etermined by Dept
Dept EE plan
EE plan
% compliance as
determined by
Dept EE plan
% c~mpliance as
determined by Dept SAP Report
EE plan
I,
11
Page 1
.
IRT Dapartment Implementation Final SDBIP 2011-12
A
8
SFA&
CorpOl'llte
Olrectol'llte
SC::OIllCllrd
ObJol:tlvo
Indicator No.
No.
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10111
Annual Target
(nrget In
(by Jun. 2012)
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N
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30 Sept 2011
To....
31 Dec 2011
31 Merch 2012
30 June 2012
Target
nrget
Target
BaRline
Oapartmem.IObJectlve
IndJc::ator
brac::kets)
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Q
Ollnel'lll Comments
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8
88'
TR&MP
8 8 Management of k.ey
financial and govemanca
eraes such S5 Income
control, cash flo ...... indigent aB 3 Percentage 01 Capital Budget
support, alternative
spent
income opportunities,
asset and n5k.
menegllment
Dept achievement
11130 June 2011
95%
Annuel
11%
31%
59%
95%
TR&MP
8 8 Management of key
finencial and governance
erees such ss income
control, cash flow, indigent
percentage of
support, alternative
income opportunities,
asset and risk
management
Dept achillvemenl
at 30 June 2011
95%
Quertar1y
23%
... %
68%
100%
TR&MP
6 8 Menagement 01 koy
finencial and governance
araas such as Income
control, caSh flow, indigent Percentage annuol asset Yerificabon
support, s~emstive
process completed
income opportunities,
asset and riSk
msnegement
Dept achievoment
et 30 June 2011
100%
Annual
0.0%
0.0%
00%
100% ennual esset
verificabon process
completad
s B Menagement ef kay
ftnancial and gellernence
or088 such a8 InCeme contral,
Percentage eudit findings resolved as
cesh ftew,lndlgent 5Uppof1,
per follow up audrts
eiternatillo incoma
epporlumli88, ......et and r1sk
menagement
Dept achievement
et 30 Juno 2011
Illet:iofsle Flnence Mllnagers extrllct dille
Q" .. rler1y
12
8
66.4
Dpera~ng
Budget spent
Illectclele Finsnce Menager.; eldract data
querlerly
13
8
8810
This data Is sent Ie Finance Managers en en
onnual b&Sis
.
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8
88'
TR&MP
70%
Quarler1y
70%
70%
70%
70%
Internal AudH will prDYide
15
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Approved by
Director: IRT
IMPLEMENTATION
~t
Date:
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Appreved by
ED:Transport, Roads
& Major Proj.cts
M,Marsden
Date:
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Page 2
IRT Depertmentlmplementstion Final SD81P 2011·12 )(15)(
SUMMARY SHEET 1
City of Cape Town -Integrated Rapid Transit System - Phase 1A
CAPETOWN IRT
PROJECT MANAGERS JV
PRIOR TO MITIGATING RISK
RISK ASSESSMENT REPORT # 2 - 11 April 2011
PRIOR TO MITIGATING RISK
COMMUNICATION TO THE PUBLIC VIA
MEOlA & SIGNAGE
SERVICE LEVEL AGREEMENTS
INFRASTRUCTURE
OVERALL RISK PROFI LE
ASSESSMENT PRIOR TO MITIGATING RISK
VEHICLES & DRIVERS
5
FARE COLLECTION SERVICES
4
VEHICLE OPERATOR CONTRACTS
3
IRT OPERATIONS
2
4
1
COMMUNI
VEHICLE
SERVICE
FARE
VEHICLES & INFRASTRU
LEVEL
CATION TO
OPERATOR
OPERATION
CTURE
AGREEMEN HE PUBLIC
CONTRACT COLLECT10 DRIVERS
N SERVICES
5
1S
VIA MEOlA
IRT
o
5
o
4
CONSEQUENCE
MDA Risk Assessmeot /2D2Z5/S.18
Copyright MOA 2010
5
CEQUENCE
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5
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Pri nted:l1/04/2011
File:IRT Risk Assessment REv 2 (11 April 2011)
City of Cape Town - Integrated Rapid Transit System - Phase 1A
SUMMARY SHEET 2
CAPETOWN IRT
PROJECT MANAGERS JV
AFTER MITIGATING RISK
RISK ASSESSMENT REPORT # 2 - 11 April 2011
ASSESSMENT CRITERIA
AFTER MITIGATING RISK
COMMUNICATION TO THE PUBLIC VIA
MEDIA & SIGNAGE
SERVICE LEVEL AGREEMENTS
INFRASTRUCTURE
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ISUUO saS(lm SUO lU"SIU
FINAL DEPARTMENTAL BUSINESS PLAN
2011/12
DEPARTMENT
DIRECTOR
. Contact Person
: IRT OPERATIONS
: A BASSlER
..,
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: Abdul Bassier
Page 1 of 9. IRT Operations Departmental Final Business Plan 201112
1.
EXECUTIVE SUMMARY
The IRT Operations Department supports the City's lOP Strategic Focus Area - SFA 4: To provide Public Transport Service,
which is in line with national governments objectives of improving public transport and transforming the current public
transport industry.
The primary business of the IRT Operations Department is that of contracting all required operations services for IRT
operations, and managing IRT operations, in line with the IRT System Plan and using the IRT Infrastructure as implemented
by the IRT Implementations Department.
The Department's current primary tasks are focused on the operations of Phase 1A of the City's IRT System.
The IRT Operations Department is a newly established Department and is still being staffed.
The mandate for the development of the IRT Project and for the establishment of the IRT Implementation Department and
Operations Department was given by Council in 26 November 2009. On 27 January 2010 the Council resolved to
amalgamate the directorates of Transport, Roads and Stormwater and SOl to form the new directorate Transport, Roads
and Major Projects (TR&MP), with departments including IRT Implementation and IRT Operations. The approved
framework was further amended on 24 February 2010 by the City Manager in terms of the authority granted to him by
section 66 of the Municipal Systems Act (32 of 2000). He exercised this authority within the policy framework for
organisational structure and design as amended by the Executive Mayor in consultation with the members of the Mayoral .
Committee. The Council on 25 May 2010 approved an organisational structure for the IRT Project. Regarding the
.'
Department IRT Operations, this is considered an interim structure, pending a final decision in terms of section 84 of the
Municipal Finance Management Act whether to proceed with the establishment of a Municipal Entity that will, among other
things, be responsible for IRT operations.
2
PURPOSE AND SERVICE MANDATE OF DEPARTMENT
Vision
To improve the quality of life for the citizens of Cape Town through the provision of an integrated public transport network
that is rapid, safe and secure, convenient, clean, affordable and socially equitable.
Objectives
In a phased manner, to operate elements of an effective and efficient road based public transport system consisting of a
network of bus rapid transit (BRT) services and supporting feeder bus services and infrastructure that integrates with other
transit modes into a high quality city-wide transit network.
Page 2 of 9. IRT Operations Departmental Final Business Plan 201112
To assure actual implementation of the service within necessary time frames and resources.
To deliver a public transport service of sufficiently high quality that will serve both to greatly enhance the service to and
travel experience of current public transport customers and attract existing car users, thereby to improve the efficiency of
residents and thus to contribute to their social well-being and to economic development of the City.
Core functions
The IRT Operations Department (together with the IRT Implementation Department) is focused on initiating and maintaining
IRT operations of the whole of Phase 1A of the City's Integrated Rapid Transit System before the end of 2013/14.
The core functions of the Department: IRT Operations are:
•
Business development, including service contracts, institutional arrangements
•
Input into planning of future phases of IRT, including system planning and infrastructure planning
•
IRT 1 MyCiti operations
•
IRT 1 MyCiTi operational customer relations, marketing and communications
•
Public transport industry transition
•
Supported by financial, legal and administrative functions
Mandate
The mandate for the development, implementation, commissioning and operations of the Integrated Rapid Transit (IRT)
System is derived from the following Council resolutions (among others):
•
C 71/10109: Implementation of the Integrated Rapid Transit system for the City of Cape Town: Phase 1A: Project
Status and a Financial and Strategic Assessment (Report) (26-08-2009)
•
C27/10/10: Business Plan for Phase 1A of Cape Town's MyCiTi IRT System (27/10/2010).
Customers
Internal Departments:
•
IRT Implementation Department
•
Transport Department
Page 3 of 9. IRT Operations Departmental Final Business Plan 201112
External customers
•
General public including pedestrians, cyclists and current bus and taxi commuters in the relevant phase of
planning and implementation.
•
Public transport industry stakeholders such as minibus taxi and scheduled bus operators.
Customer demands/expectations
The delivery of Phase 1A of the City's IRT System before the end of 2013.
The commencement of the system planning for Phase 2/14.
3.
LEGISLATIVE IMPERATIVES
The Constitution assigns to the City of Cape Town the responsibility for 'municipal public transport' to plan and implement
public transport within its area of jurisdiction. This is further supported by the provisions of the National Land Transport Act
(NL TA), which provides for cities to take greater control over 'planning, regulating, implementing, and monitoring' public
transport services, and requires the implementation of 'publicly controlled integrated transport systems'. The overall
responsibility for planning public transport in the City lies with the City's Transport Department.
The most recent Integrated Transport Plan, approved by the City of Cape Town, provides for putting in place the Integrated .'
Rapid Transit (IRT) system.
::
As indicated above, the Departments of IRT Implementation and Operations are responsible for implementing and for
operating Phase 1A and for planning Phase 2 of the IRT.
The IRT Project is mainly funded by the Public Transport Infrastructure and Systems Grant (PTISG), allocated each year in
terms of the Division of Revenue Act (DORA). Thus the annual DORA provisions on the PTISG governs how such funds
must be utilised.
The NLTA contains detailed terms as to how and with whom operating contracts for running vehicle operations of the IRT
must be concluded (see especially sections 39, 41, 42, 46).
In August 2010 Council approved the following in terms of the Municipal Systems Act No 32 of 2000 (MSA), subject to the
prescribed s 84 process of the MFMA):(a) the City should provide MyCiTi-related municipal public transport services (namely Integrated Rapid Transit services,
or IRT) through an external mechanism in the form stipulated in s76(b)(v) of MSA i.e. "any other institution, entity or person
legally competent to operate a business activity," during the period prior to the possible establishment of the ME; and
Page 4 of 9. IRT Operations Departmental Final Business Plan 201112
......
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(b) where an external mechanism cannot be utilised within the required timeline, the City may as an interim measure
provide MyCiTi-related services through an internal mechanism as provided for in s76 (a) of the MSA, until it is able to
provide them through an external mechanism.
4.
Partners and Stakeholders
Partners/ Stakeholders
Roles and Responsibilities
National Department of
Transport
Sets national legal and policy framework which guides implementation and
operation of IRT; and responsible for project approvals and funding allocations
National Treasury
Funding source, and setting national legal and policy framework for funding
through the Division of Revenue Act
Provincial Government:
Western Cape Departments of Transport
and Public Works
Alignment of transport services between the City and the broader province;
managing public transport subsidies; issuing operating licences
Public Transport Industry
Directly affected operators in a given phase are the proposed MyCiti vehicle
operators (subject to reaching an acceptable agreement within a reasonable
time), while others may be indirectly affected and must be consulted
Business community and
relevant semi state
bodies such as ACSA
Provide input into how operations should function; take up economic opportunities
made available through MyCiTi operations; forming partnerships with IRT as
appropriate
Internal departments
IRT Implementation Department to ensure IRT system planning and infrastructure
meets the needs of IRT operations, maintenance of infrastructure
•
Transport Department: Alignment re planning (eg through ITP); alignment re
regulation
Safety and Security: Requirement enforcement and alignment of IRT safety
Page 5 of 9. IRT Operations Departmental Final Business Plan 201112
service
Other internal stakeholder departments 1 branches include: facility management
5.
RESOURCES
Financials
The total capital budget for the next 3 financial years is as follows:
•
2011/12 =
R 266,098,386
•
2012/13 =
R 198,862,252
•
2013/14 =
R 281,804,263
The total operating budget for the 2011/12 financial year is R 442,234,804 which includes the Grant funded operating
projects amount to R 238,624,834 and the cost of the four operating contracts required for the provision of a MyCiti service
amounting to R 186,100,000.
The source of funding for the three year capital programme and the Grant funded operating projects, is via a grant from the
National Department of Transport. Although these budgetary provisions are in line with the legislated DORA gazetted on the
1st of April 2010, indications are that additional funding will be made available to accelerate the implementation Rf
infrastructure and operations associated with the IRT system. The funding source for the operating deficit (the cost of the:4
operating contracts less the projected estimated fare income) is Rates.
.....
Senior management organogram
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Page 6 of 9. IRT Operations Departmental Final Business Plan 201112
Director post has been filled. Approved Manager posts and supporting posts are to be filled in 2010/11 and 2011/12
financial years.
6.
BACKLOGS AND RESOURCE CONSTRAINTS
• Backlogs
No backlogs. A newly established Department responsible for operations of a new programme .
• Constraints
The reasonable pace of industry transition and finalisation of negotiations 1 tendering operational contracts
The amount and timing of funding allocations to cover potential operational deficit
Pace of implementation of institutional changes regarding reallocation of functions from Province to City; and of
establishment of a municipal entity to which the operational function can be assigned
Staff complement not fully resourced
7
ASSUMPTIONS AND RISKS
7.1
Assumptions
Page 7 of 9. IRT Operations Departmental Final Business Plan 201112
Ongoing Public Transport Infrastructure and Systems Grant funding secured through future Division of Revenue allocations
Reallocation of national public transport subsidies from existing contracted and scheduled bus services to IRT, as IRT
replaces previously subsidised services; and exclusion of routes covered by IRT operations from the contracted routes
through provincial contracts.
Granting of the required operational licences for IRT operations, in alignment with the planned IRT roll-out.
7.2
Risk Assessment
Refer to attached Risk Assessment Schedule which covers risks for both the Departments of IRT Implementation and
Operations, since some risks are shared between the departments. The relevant provisions of this Schedule apply to the
Department of IRT Operations.
8.
STRATEGIC ALIGNMENT TO THE lOP
The IRT Implementation Department supports the following lOP Strategic Focus Area - SFA 4: Public Transport Systems.
The key outcomes for the Department support the following in the lOP objectives:
o
Increase in cumulative kilometres of critical routes within dedicated public transport lanes on selected transport:
corridors - the Department is responsible for operating services within such lanes linked to IRT
. ....,.;
o Maintain and enhance transport infrastructure to align to the asset management strategy and plan of the City as ~
<::
well as sustain investor interest and investor confidence in the City - the Department is responsible for operating U
services utilising such infrastructure
o
Increase percentage of commuters using public transport in order to respond to the Travel Demand Management
Strategy of the Integrated Transport Plan through changing travel behaviour and promoting public transport over
private vehicle
o The reduction in commuter travel time.
9.
OBJECTIVES AND INDICATORS OF THE DEPARTMENTAL SERVICE DELIVERY AND BUDGET IMPLEMENTATION
PLAN (SDBIP)
The objectives and indicators of the Department are detailed in the attached Service Delivery and Budget Implementation
Plan (SDBIP)
Page 8 of 9. IRT Operations Departmental Final Business Plan 201112
10.
AUTHORISATION
The undersigned do hereby indicate their agreement with the contents of this document and the outcomes.
Name
A 01\'7'71 ~
Director
Executive Director
/11.
Mayco Member
11.
APPENDICES:
Appendix 1:
IRT Operations Department SDBIP
Appendix 2:
IRT Risk Assessment Schedule
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Page 9 of 9. IRT Operations Departmental Final Business Plan 201112
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201112012 IRT OPERATIONS
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AUQNMENT TO lOP
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Objectlv.
Indlc.tor No.
No.
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T.....
31 Dec 2011
T.....
31 March 2012
30 June 2012
Target
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TR&MP
,
N'A
TR&MP
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Operata public transport services in Phase lA of
the IRT
Formetion of compenies to run tRT Vehicle
Operations (VO) for Phase 1A
Operate public transport services in Phese lA of
Conclusion of contracts with IRT Vehicle
the IRT
Operators for a period of at least 10 years
Operate public transport services in Phase lA of
the IRT
Kilometers of trunk and leeder bus routes
operated (ie the sum of the length of all routes,
in both directions)
As at June 2011
To be finalised
Annual
Anr)ual
Annual
Annual
All companies
The ,",umber of companies required to run
IRT va is still subject to negotiation and
required for all of
Phese lA va formed thus not finalised
As at June 2011
To be finalised
Annual
Annual
Annuel
Annual
All contracts required The number of centracts required to run
for all of Phase lA IRT VO is still subject to negotiation and
thus not finalised
VO conciuded
5
,
N'A
TR&MP
As at June 2011
To be finalised
Annual
Annual
Annual
Annual
Subject to f,nalisabon of the required
infrastructura for this service being
completed by the IRT Implemantellon
Department. Where two different routes
partlal~ overlap, the relevant kms will be
To be finelisad
duplicated
6
6
N'A
TR&MP
8A Ensunng enhanced service delivery with
efficiant institutional arrangements
Ratention of scarce Skills as measured by staff
tumover
Dept achievement at
s 12%
(_in skll"'d ""'teg",.;"s)
30 June 2011
"'"
Annuel
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(average lor the
for the
(average lor the p<!riad 1
period 1 Jsn 2011 to penod 1 ~li12011 to J'*t 2011 te 30 June
Data So<xce SAP Report
2012)
PT64 (absenteeISm rate)
3tDec201t)
31 Mar"" 2012)
6
N'A
TR&MP
8A Ensunng enhanced service delivery with
efficiant institutional arrangements
Staff availability as a measure 01 absenteeism
S 4%
Dept achievement at (a ..... age far the period 1
Oct 2010 to 30 Sept
30 Juna 2011
2(11)
6
N;A
TR&MP
8A Ensunng enhanced service delivery with
efficiant institutional arrangements
% budget spent on implementatoon of WSP
Dept achievement at
30 Juna 2011
90~
Quarterly
DrIOept prajected
cash flaw
DirlOept p'ejeoted
cash flaw
6
6A'
TR&MP
8A Ensuring enhanced service delivery with
efficient in$litutional arrangements
SA 2 P",centage imp'ovement of respon!lilieness in
SerVl<;e delivery
N~
100%
Quartarty
100%
100%
100%
100%
N'A
TR&MP
8A, En$unng enhanced service dalivary with
efficient in$\ltutionai arrangements
% Compliance with the EE approved plan per
Depertmant in terms of new appointmants for
the current financial year
Dept achiavement at
3OJune2011
%compliance es
determinad by Dept
EE plans
Annually
%compliance as
determined by Dept
EE plans
%compliance as
determined by
Dept EE plens
%compliance as
6
%compliance as
determined by Dept
EE plans
8 B Management of key financial and govemance
areas $uCh as incoma control. cash fiow, indigent
support, alternative Income opportunities, esset
and nsk managament
88,3 Percentage of Cepitel 8udget spent
Dept echievement at
30 June 2011
95%
Annual
Oir/Dept projected
cash flow
[)irlDept projected
cash fiow
DrrlOept projected
cash fiow
95%
Percentege of Opereting Budget spent
Dept achiavement at
30 June 2011
95%
Quarterty
DirlDept projacted
cash fiow
Dir/Dept projected
cash fiow
DirlDept projected
cash fiow
95%
Percentega annual asset verification process
completed
Dept echievement at
JOJune2011
100%
Annuel
0%
0%
0%
100% annuel esset
verification process
complated
Annuel
p",iad 1 Oct 291O to
30 Sept 2011)
.
Data SOlI"oe:SAP & SAP ~
DSIa eJ<lraction wi~ be faclll$ated by COlJ'Ora1e
Se<Vice.
6
D~lOept.
prOjected
cash flow
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Data extractian will be facilita1ed by Corporate
Services
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6
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that WIll erawle the same fi~es as SAP 131
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determined by
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6
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TR&MP
Directorate FInance Managers eJ<lract data
quarterly
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8 B Management of key financial and govemence
areas such as income control, cash fiow, indigent
support, altemative income opportunities, aS$et
O~ecto,ale
Finence
Ma~age",
extract data
quarte~y
and risk management
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8 B Menagement of key finanCIal and govemence
areas such as incoma controj, cash flow, indigent
support, altemative 'ncome opportunitias, esset
and risk menagamant
This dala is oem to Finaoce Managers on an
annual ba'is
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IRT Operalrons S081P 2011,12
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Page 2
IRT Operalions SDBIP 2011-12
SUMMARY SHEET 1
City of Cape Town - Integrated Rapid Transit System - Phase 1A
CAPETOWN IRT
PROJECT MANAGERS JV
PRIOR TO MITIGATING RISK
RISK ASSESSMENT REPORT # 2 - 11 April 2011
CRITERIA
PRIOR TO MITIGATING RISK
COMMUNICATION TO THE PUBLIC VIA
MEDIA & SIGNAGE
SERVICE LEVEL AGREEMENTS
INFRASTRUCTURE
OVERALL RISK PROFILE
ASSESSMENT PRIOR TO MITIGATING RISK
VEHICLES& DRIVERS
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DRIVERS
(TURE
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CAPETOWN IRT
PROJECT MANAGERS JV
AFTER MITIGATING RISK
RISK ASSESSMENT REPORT # 2 - 11 April 2011
CRITERIA
AFTER MITIGATiNG RISK
COMMUNICATION TO THE PUBLIC VIA
MEDIA & SIGNAGE
SERVICE LEVEL AGREEMENTS
INFRASTRUCTURE
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Assessment REV 2 (11 April 2011)
City of Cape Town -Integrated Rapid Transit System - Phase 1A
RISK ASSESSMENT
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City of Cape Towll· Integrated Rapid Transit System - Phase 1A
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City of Cape Town -Integrated Rapid Transit System. Phase 1A
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DEPARTMENTAL BUSINESS PLAN
2011/2012
DEPARTMENT
: Transport
DIRECTOR
: Ms Maddie Mazaza
Contact Person
: Austin Joemat
Page 1 of 10. 11/12 Departmental Business Plan
1.
EXECUTIVE SUMMARY
The Department act as the Transport Planning Authority by optimally integrating all the transport functions. namely air, water, rail, road and
non motorized transport needs within the City of Cape Town and the co-ordination and creation of intergovernmental synergies to integrate
processes and projects with other spheres of government, civil society, business and the transport industry. To enable the integrated
management of transport for the City of Cape Town, the planning authority within the metropole to address the current fragmentation of
roles and responsibilities in transport by engaging all relevant role players, driving the process and providing the legislative framework.
2
PURPOSE AND OBJECTIVES
To lead and direct
•
the implementation of an appropriate institutional framework for transport that will result in coherent, integrated and comprehensive
planning, funding, extension and operation of transport functions in Cape Town
•
the design and implementation of the Integrated Transport Plan; Integrated PublicTransport Network, Infrastructure and Operations to
meet access and mobility needs of all the citizens, visitors, goods and services and maximize use of transport infrastructure to support
job creation, social and economic development and minimize environmental impacts
•
the transformation and restructuring of the Public Transport system and services in order to promote Public Transport and support
economic development
•
the management and administration of the Cape Metropolitan Transport Fund (CMTF)
In terms of a Strategic Investment Plan, the aim is to redirect capital and operating investments as follows:
~
lead and direct improvements in services and operations to enable an efficient and safe public transport system i.e. promotes public transport
passenger information and provides management and security at public transport interchanges. Plan, design and maintain public transport
infrastructure and facilities.
To ensure improved access and mobility for all citizens, visitors, goods and services through planning, coordination and implementation of a
sustainable and equitable transport system, - network and infrastructure. Establish future transport demand forecasts and projections and driving
the universal access and Non Motorized Transport agenda for the City. Responsible for the co-ordination and Approvals of Transport Impact
Assessment linked to private and public sector developments.
To lead and coordinate a Transport Capital Investment Management System to enable the development of a sustainable, efficient and equitable
transport system, network and infrastructure and support for economic development and social inclusion.
To co-ordinate all the assets within Transport under a singular and sustained Asset and Risk Management Strategy and ensure that the transport
system, network, and infrastructure is well maintained, enhanced and expanded to accommodate increase in demand for access and mobility.
Page 2 of 10. 11/12 Departmental Business Plan
To enable a safe environment for communities in the provision and implementation of traffic calming measures. Ensure the optimum use of
transport technology and the creation of new and maintenance of existing transport systems.
3.
Legal Requirements for the Plan (if applicable)
The National Land Transport Act No 5 of 2009 (NLTAl, prescribes that the City prepare statutory transport plans, as the transport planning
authority.
Implement the approved comprehensive Integrated Transport Plan, administer the CMTF and ensure public participation in terms of the Urban
Transport Act 78 of 1977 (as amended).
Be responsible for the planning, design and management of parking areas, permits and road traffic signs in terms of National Road Traffic Act
No 93 of 1996 and the Roads Ordinance, Act No 19 of 1976
Annually review the statutory and transport sector plan of the lOP - namely - Comprehensive Integrated Transport Plan, Public Transport Plan
& Current Public Transport Record (CPTRI
Prepare an Integrated Public Transport Network Plan and framework as per the Comprehensive Integrated Transport Plan (CITP) for the
Integrated Rapid Transit Systems (BRT) Implementation Strategy for further Integrated Rapid Transit (IRTS) projects
A Summary of Authorities & Mandates for Municipalities in terms of the NLTA Planning Authority Functions
•
Regulatory Authority Functions
• Contracting Authority Functions
• Monitoring Functions
• Asset Management
Page 3 of 10. 11/12 Departmental Business Plan
4.
Partners and Stakeholders in the Strategy Plan (key stakeholders of the plan)
Delivery on the vision for transport. involves ongoing cooperation, communication, collaboration and partnerships, including:
Partnersl Stakeholders
National Department of
Transport,
National Treasury
Provincial governmenl of Ihe
Western Cape
Set legislative framework and approve rail component of ITP
Compliance of grant funding in terms of Division of Revenue Act (DORA)
Approval of Comprehensive Integraled Transport Plan in terms of specific sections of the NL TA
State Owned Enterprises
Transport agencies (ACSA.
SANRAL, NPA, elc)
Private sector
Alignment and integralion wilh slralegies, policies and programs
Alignment and inlegralion with strategies, policies and programs
Alignment and regulatory leverage private seclor to respond to City transport, spatial and economic
development goals and objectives
Public Iransport operalors
and communities
Respond to public participation policies and 10 ensure comuncalion of City stralegies, policies and
programs
Business Community
Support & respond 10 Ihe economic needs of the City
Surrounding Municipalities
5.
Roles and Responsibilities
Inlernal City Departments
Establishing the Internal Planning Commillee and Ihe Municipal Land Transport Advisory
Committee which will be key inslilulional arrangemenls 10 assisl wilh Ihe co-ordinalion of Iransport
in the City.
RESOURCES (Financial and Siaff)
CAPEX (2010/2011)
R 118 629 285 (January 2011 - Adjustment Budget)
aPEX (Conlrollable Expenses»
R 174 057 949 (Excluding Inlegrated Rapid Transit Syslems IBRT)
Page 4 of 10. 11/12 Departmental Business Plan
Staff Complement (Permanent & non-permanent staff)
6.
241
BACKLOGS AND RESOURCE CONSTRAINTS (if applicable)
Transport within the City is in a major need of reform and restructuring with particular challenges posed in public transport, non motorised
transport, urban degeneration, public safety on all transportation modes and the impact on the environment. The National Land Transport Act
sets the framework to reassess the functional, operational and statutory responsibilities of the City and requires a structural, organisational and
operational business model for the City as the planning authority. The process will be phased and incrementally implemented noting the City
protocol and due diligence administrative and political processes.
In 2011/2012 Financial year the Department will have the following focus areas. The programme and projects below will maintain,
enhance and where approved expand the infrastructure & services:
•
Transport Safety
•
Public Transport Infrastructure and Facilities Improvement Programme
•
Reduction of Travel Time Projects
•
Improvement of public transport facilities
•
Transport Data and Information Management
,....
•
Rail based Park & Ride Facilities
00
•
Implementation of the requirements of the National Land Transport Act NO.5 of 2009 and associated impacts and
processes. This includes:
o
Review of the Integrated Public Transport Network (lPTN) including Park & Ride Services
o
Assignment of the Operating Licensing Function
o
Assignment of the Subsidy Function, Commuter Bus Contracts and other contracting authority functions
Page 5 of 10. 11112 Departmental Business Plan
•
Strategic Road Network: Public Transport and Development Priorities
•
Non Motorised Transport (NMT)
•
Public Transport Operations
•
Infrastructure Planning and Design
•
Road Traffic Signs and Traffic Signals,
•
Conceptual design and planning
Challenges remain in the availability of suitably qualified and trained staff in the transportation, traffic engineering and intelligent transport system.
7
7.1
ASSUMPTIONS AND RISKS
Assumptions
Resources will be available for additional skills and competencies within the Department to support the key focus areas.
7.2
RISK ASSESMENT
•
Inability to respond effectively to the additional responsibilities and requirements of the National Land Transport Act of 2009 towards a
balanced Integrated Transport System
•
Inability to support sustainable communities and respond to community requests and complaints for improved services i.e Dial A Ride,
Local Economic Area Development Plans, safety on residential streets, calming residential streets, calming residential streets, signage,
traffic signals
•
Inadequate Transport information and Data Management
•
Inability to consider the roles and impacts of transport on the environment
(Refer to the Risk Register 2011: attached)
Page 6 of 10. 11/12 Departmental Business Plan
•
Institutional fragmentation of public transport services and programs
•
Low level of evidence to maintain, enhance infrastructure and the capacity and insufficient sustainable funding streams to expand
and extend where necessary
•
Constraints to respond to community requests and complaints for improved safety on residential streets, calming residential
streets,
signage, traffic signals and the minimum impact to reduce travel time for public transport commuters
8.
STRATEGIC ALIGNMENT TO THE lOP
8.1
Identify and describe the linkages to the strategic Focus Areas and Objectives in the lOP.
lOP OBJECTIVE
STRATEGY
4. Public Transport Systems
•
Progressive
evolution
towards the
objectives of
the National
Land Transport
Act, 5 of 2009
PROJECT
KPI
11/12 Target
Establish the
Institutional structures,
polices and strategies
as required by the Act
and in particular
Sections 11(c); 14-19;
27-33;36-43 and 86-87.
Progress against milestone
Section 15 - Establish
the Intermodal Planning:
Committee
Section 16 - Establish
the Land Transport
Advisory Board
PROGRAMME
To lead and direct the
implementation of an
appropriate institutional
framework for transport
that will result in
coherent, integrated and
comprehensive
•
Public Consultation
•
Sub Council Consultation
planning, funding,
extension and operation
of transport functions in
the City of Cape Town
•
Increase
percentage of
commuters
using public
transport along
selected
To lead and direct the
development of a
balanced sustainable
•
Integrated Public
Transport Network
transport system
Page 7 of 10. 11112 Departmental Business Plan
.
This target is subject to ;
progress made as at 30
June 2011 and subject
to gazetting of regs by
National Department of
Transport
•
Complete study
•
Review of the public
transport system
Revision of the
integrated public
transport nodes and
corridors (Blue book)
lOP OBJECTIVE
4. Public Transport Systems
STRATEGY
PROGRAMME
PROJECT
KPI
11/12 Target
corridors
•
Develop a Bus
Plan/strategy
•
Implement Travel
Demand Management
•
Legislative
compliance
Progress against set
milestones
One additional Travel
Demand Management
project implemented
Progress against set
milestones
•
To lead and direct the
transformation and
restructuring of the
Public Transport
system and services in
order to support
economic development
•
Review the dedicated
Public Transport
Enforcement Strategy
Bus Plan I strategy
developed.
Review of Comprehensive
Integrated Transport Plan
(CITP)
Progress against set
milestones
•
Review Land Transport
enforcement
Revision of the CITP by
June 2012
..
Dedicated Land
Transport Enforcement:
Strategy reviewed •
......
~
~
Page 8 of 10. 11/12 Departmental Business Plan
lOP OBJECTIVE
STRATEGY
•
Ensuring
enhanced
service delivery
with efficient
institutional
arrangements
PROGRAMME
To lead and direct the
design and
implementation of the
tntegrated Transport
ptan; Transport
Network, Infrastructure
and Operations to meet
access and mobility
PROJECT
•
•
Undertake Conceptuat
Planning and design
for all transport capital
projects
Implement PTl's, ITS
Non Motorized
Transport policy,
needs of all the citizens,
projects and
visitors, goods and
services and maximize
maintenance plan
use of transport
infrastructure to support
job creation, social and
economic development
Ensuring enhanced
service delivery with
efficient institutional
arrangements
•
KPI
•
Percentage of Capital
Budget committed (%)
•
Percentage of Operating
Budget spent (%)
11/12 Target
95% Expenditu re
Provision of
infrastructure and
maintenance
projects (CMTF)
Develop the Transport
asset management
strategy and
implementation plan
.
Progress against
milestones
•
Capturing of fixed assets:
completed in SAP
environment
Capture of Transport
fixed Assets in SAP
environment
:I
Page 9 of 10. 11/12 Departmental Business Plan
9.
OBJECTIVES AND INDICATORS OF THE STRATEGY / OPERATIONAL PLAN
The object and indicators of the strategy/operational plan as per the attached SDBIP 2011/12
10.
AUTHORISATION
The undersigned do hereby indicate their agreement with the contents of this document and the outcomes.
Name
Signature
Date
Executive Director
Director
11.
18
APPENDICES: IF ANY
Appendix 1:
•
Risk Register
•
SDBIP 2011/12
Page 10 of 10. 11112 Departmental Business Plan
d.-OLI
>
Risk 10 Risk Name
1 Inability to respond effectively to the additional
responsibilities and requirements of the National
Land Transport Act of 2009 towards a balanced
Integrated Transport System
Root Causes
1 Additional functions and reponsibilities
promulgated by NLTA (2009) - previously
performed by other spheres of government
Controls
.. A 5 year High level
Business Plan finalized
"An Intergovernmental
Project Management Task
Teams on Assignment of
Control
Effectiveness
Consequence
20 1. Unfunded Mandates
2.Contlnued fragmentation of
roles & responsibilities across
the 3 spheres of government
Actions
Impact Likelyhood Risk
Rating
9
6
Functions in place
.. Institutional
Arrangements being
54 1. Establish Intermodal Planning
Commiitee and the land Transport
Advisory Committee
2.
Feasibility Studies and Due
Deligence Reports to be
undertaken on Assignment of
Functions 3.Establishment of a
Municipal land Transport Fund.
finalized
"Workshops held with
TRAMP PC &Councillors
* Report & Presentation
sumitted to EMT/Mayco
70 Provide better understanding
of implications of additional
functions on the City
1. Progress Reports to be
submitted to Council for approval
2. Workshops to be held where
required
3.
'" Consolidation of transport
functions In the statutory
plan and integrated
transport plan as the
planning authority
70 ·Continued fragmented
services to publiC
* Operational and relationship
fallout with transport industry
operators
* Increased/prolonged travel
times
* Unsafe travel environments
.. Unregulated transport
providers
1. Review and development of an
Integrated Public Transport
Network (IPTN)
2.
Preparation of an evolutionary
implementation plan for achieving
sustainable communities and
support for local and regional
economic growth and
3. Provide a
development
legislative process in the
Withdrawal of road schemes
4 Slow transformation and formalization of the
public transport industry
'" Feasibility studies and Due
deligence reports on
Assignment of Contracting
Function from National
40
1. Feasibility Study & Investigation
in the assigment of the Contractin!
Authority Function
5 Inadequate land Transport Safety and
Enforcement
·Workshops held with
TRAMP & Safety & Security
& Presentation sumitted to
EMT/Mayco
40
Investigation on the establishment
of a Dedicated land Transport law
Enforcement Unit
1 Current data is outdated - travel patterns,
communitiy needs & preferences, accidents/black
spots and data is collected in different format and
systems
"'Need to standardized data
platform with SAP
collecting informationneed to transform data
intelligent knowledge
*TMC
"'FMS (freeway
management system)
60 .. Unable to run an effective
and efficient public transport
data system
* Inablity to mould future
plans (ITP and lOP) with
certainty
2 Implications of the requirements of the NlTA:
planning. regulation, contracting, monitoring and
transport assets functions
3 Fragmentation of the current system, network &
services - contracted and uncontractracted (rail,
bus, taxi, BRT), formal and infornal
2 Inadequate Transport Data and Information
management
5
7
35 A 3 year tender on Transport Data
Collection and provide a data
integration strategy.
Risk ID Risk Name
3 Inability to support sustainable communities
and respond to community requests and
complaints for improved services i,e Dial A Ride,
local Economic Area Development Plans; safety
on residential streets, calming residential streets,
signage, traffic signals etc
4 Inability to consider the roles and impacts of
transport on the environment
Root Causes
Controls
Control
Effectiveness
1 Transport services do not meet community needs -Dial A Ride Service
Inability to
(routes, speed, modes)
access services, in particular municipal, health and
education services
Consequen..c
Impact Likelvhood Risk
Actions
Rating
30 * Failure to improve quality of
life
8
5
* Failure to improve levels of
accessibility and mobility and
convenience
40 Preparation of an evolutionary
implementation plan for achieving
a revised Dial A RideService
Contract with adequate resources
to manage the service.
2 lack of integration of transport Initiatives with
local strategies for economic growth and sodal
development
*Management of public
Transport Interchanges,
transfer stations, stops etc
*Access
*Signage
50 Inability to access employment
opportunities and partake in
the different levels of the
economy
Optimize and integrate the
different transport modal services
that will enable and stimulate the
creation of sustainable
communities and mobility
3 Transport services are not safe and secure for all
(Modes and PTls)
* Traffic Calm"lng
Programme
* Transport Safety Projects
5D Inability to provide a safe and
secure transport service
Provide a revision of the current
traffic calming policy and a safety
and security strategy for Public
Transport Interchanges
* NMT Programme
1 Increased use of private vehicles as a transport
mode; inadequate implementation of sustainable Air Quality Committee
transport initiatives and Inadequate investment In Travel Demand
Management Programme *
efficient energy saving initiatives
Energy & Climate
Committee
6D * Increased pollution
* Increased need for road
reserves / expanding road
network
* Increased use offuel/
dependency on fuels
5
6
Council is ultimately responsible and the City Manager is accountable for Risk Management. Risk Management is delegated to Executive Management and
Management. IRM's responsibilities are limited to the facilitation of the risk identification, assessment and treatment processes. Risks assessed with a rating
below the approved risk appetite remain the responsibility of the risk owner and shOUld not be regarded as "inferior risks". These require management actions
but will not be monitored during IRM processes.
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Di,ectorate:TR&MP - Transport- Maddie Mazaza,Jv... :.....
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2
3
o
4
10
5
6
20
30
3
4
40
5
7
8
30 L Promote NMT initiatives. 2.
Implementation and Upgrade of
Park & Ride facilities at rail stations
3. Greening of the City's Fleet 4.
Programme on Replacement of
lEDs on Traffic Signals 5. Promote.
energy efficient design and
programmes in Public Transport
Interchanges
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DEPARTMENTAL BUSINESS PLAN
2011/2012
DEPARTMENT
: Roads & Stormwater
(ROADS AUTHORITY)
DIRECTOR
.
.
"-
,
~
~
: Mr Henry Du Plessis
Page 1 of 15. RS OA 11_12_Departmental Business Plan. Final
1.
EXECUTIVE SUMMARY
The Roads and Stormwater Department is one of the Departments within the newly created Transport, Roads and Major
Projects Directorate.
The City Council on the 2th April 2007, item number C39/06/07 approved and resolved that the Director: Roads &
Stormwater be delegated the responsibility of a Roads Authority in terms of Section 2 (Ixxvi) of the Municipal Ordinance
(No. 20 of 1974) and Section 3 (1 c) of the Road Ordinance (No. 19 of 1976). As the Roads Authority, the Director: Roads
& Stormwater shall assume such powers, duties and functions required for the management, regulation and administration
of all activities within the immediate vicinity of such roads (public street and proclaimed public roads)
Thus the Roads Authority is primarily responsible for Roads and Stormwater systems planning, implementation of all
Roads and Stormwater Capital and related infrastructure programmes, management of the Roads and Stormwater
environment and maintenance of the associated infrastructure.
The outcomes, the Roads Authority is responsible for, are key drivers of the infrastructure led economic growth strategy in
the City, particularly supporting the strategic focus areas of economic growth, sustainable urban infrastructure and public
transport systems.
2.
2.1
PURPOSE AND OBJECTIVES OF THE ROADS AUTHORITY
.
'.
Purpose
Roads Division
The vision of Roads Division of the Roads Authority is to provide a safe and comfortable road network for the benefit of the
people of Cape Town. The core functions of Roads Division are:-
2.1.1
To plan, design, construct, manage and maintain a sustainable road based transport network that promotes shared
economic growth, improves the quality of life, reduces road user costs and provides for improved access and
mobility for the people of Cape Town;
2.1.2
To provide formal comment in the approval process of development proposals within Cape Town.
Page 2 of 15. RS OA 11_12_DepartmentaIBusiness Plan. Final
2.1.3
To improve the energy efficiency of road construction and road maintenance activities.
The Customers of this service are the road users - both non-motorised and motorised - as well as the service utilities such
as water, waste water, electricity and telecommunications. To this customer group must be added the stakeholders; namely
national and provincial road authorities, the port authority, the Airports Company of South Africa, Table Mountain National
Park, local councillors and other municipal departments such as law enforcement, disaster management, City Parks and
Sport & Recreation.
Their expectations are the provision and availability at all times of an efficient delivery service and a safe and comfortable
road network.
The aim of the Roads Authority is to ensure that the road network is efficiently managed at an optimum condition. This will
be achieved by applying best practice principles in assessing the road network and carrying out the required road
maintenance interventions timeously and within budget. In addition, there will be focussed interventions to eradicate
infrastructure backlogs, optimising access to grants and promoting appropriate labour intensive activities to assist in job
creation.
Purpose
Stormwater Division
The vision of the Stormwater Division, encompassing catchment, river and stormwater management, is:
Effective stormwater drainage with safe and healthy rivers, wetlands, vleis and coastal bathing areas.
The customers of the service are the citizens of Cape Town, whose expectations are:
•
Protection from flood nuisance from the minor, frequently occurring storms;
•
Minimum risk of threats to life and safety, as well as of inundation of property, during flooding resulting from the
more severe but less frequently occurring storms;
•
Low risk to health of coastal and inland recreational waters;
•
Reduced impact of urban development on aquatic ecosystems.
Page 3 of 15. RS OA 11_12_Departmental Business Plan.Final
To meet these customer expectations, the mission of the Stormwater Division in the Roads Authority, is to:
Minimise flooding of property and improve the water quality and health of our rivers, wetlands, vleis and coastal waters
through integrated catchment management for the benefit of the people of Cape Town.
3.
Legal Requirements for the Plan
The Roads Authority must at all times ensure that its actions comply with:The Constitution;
The Municipal Systems Act;
The Municipal Finance Management Act
The Occupational Health & Safety Act
The Roads Ordinance
The National Land Transport Act
The Municipal Ordinance
The National Water Act
The National Environmental Management Act
These Acts and Ordinances are the primary control mechanisms but there are many other Acts, Ordinances & By-laws
which guide and influence the decision-making process of the Department.
Page 4 of 15. RS OA 11_12_DepartmentaJ Business Plan. Final
4.
Partners and Stakeholders in the Strategy Plan
Partners/ Stakeholders
4.1 National Dept. of
Transport
Roles and Responsibilities
•
Liaison regarding input to changing legislation.
•
Membership of various reference groups to ensure consistency &
alignment with strategy, policy, standards & specifications.
•
Roads Committee (RCB)- attendance by S.A National Roads Agency &
officials.
•
Membership of Workgroups to draft and amend Provincial Transport
Legislation.
•
Membership of Provincial Committees of Transport officials - Provtech
•
Roads Committee - attendance by Road officials from PG:WC-D.T&P.W.
4.3 Table Mountain
National Park
•
Membership of Bilateral & Workgroup Committees to ensure mutual
understanding & co-operation between the City & TMNP operations.
4.4 Transport N.G.O &
Industry Bodies
•
Membership of various Road & Transport focus groups & Industry Bodies
such as S.A Road Federation, Road Pavement Forum, etc
4.5 National Department
of Water affairs and
Forestry
•
Liaison regarding impact of development on receiving waters such as
rivers, vleis and coastal waters
4.2 Provincial
Government: Dept.of
Transport & Public
Works (PG:WC DT&PW)
Page 5 of 15. RS OA 11_12_Departmental Business Plan. Final
4.6 Provincial Department
of Environment Affairs
and Development
Planning.
•
Liaison regarding impact of development on receiving waters such as
rivers, vleis and coastal waters
•
Liaison regarding input into provincial environmental legislation affecting
rivers and river catchments.
•
Liaison regarding impact on strategic land parcels such as Culumborg and
Cape Town Port
•
Membership of strategic and technical Workgroup Committees to ensure
mutual understanding & co-operation between the City & CTIA operations
4.7Transnet
4.BACSA- CTIA
5.
RESOURCES (Financial and Staff)
,
The Roads Authority via its Capital Implementation Programme is responsible for the implementation of all the Integrate
Rapid Transport infrastructure projects, which amounts to >R700m for the current financial year.
CAPEX
2011/12
R 315 million
OPEX
2011/12
R1,135 million
inclusive of R&M and HR capacity)
Roads and Stormwater - Staff complement: Current
1424 (R309m)
Page 6 of 15. RS OA 11_12_Departmental Business Plan. Final
Required additional posts, currently unfunded vacancies (1300):
6.
1300 posts required by the Roads Authority at a cost
of R 155m over the next MTREF period to complement
current staff in order to provide a basic equitable
service to the residents of Cape Town. At this time,
these are unfunded posts.
BACKLOGS AND RESOURCE CONSTRAINTS
The latest City's Road Condition Report indicates that the structural condition of 20 of 23 Sub-council areas is deemed to
be in need of urgent attention and is considered unacceptable. Hence the need for financial growth of >R2b annually is
required to arrest the rate of deterioration of the road infrastructure. Coupled to this is the need to organic grow the human
resource capacity of the Department of about 1300 personnel over the MTREF period (2011/12 - 2013114) to meet the
service delivery objectives and outcomes of the Department and the needs of the citizens and business of the City.
There are two aspects relating to backlogs:-
•
the first refers to where the level of service as presently provided is inadequate or inappropriate
•
the second refers to existing infrastructure, where repair & maintenance requirements are inadequate and the
result being that an inadequate service will prevail
There are a number of major resource restraints at present. The most critical one is the reduced staff compliment and the
Page 7 of 15. RS OA 11_12_Departmenlal Business Plan. Final
associated skills shortage. Reference must be made to the TR&S staffing strategy for comment for detail. The staff
complement of the Roads Authority is required to (a) stabilise (provide the required skill sets & competencies by filling
current unfunded 1300 posts) and (b) growth in both the technical and operational sectors (by providing for the additional
critical posts). To do this will require time, skills training and skills transfer.
As the staff compliment is brought up to its agreed levels and competencies so the Capital and Operational Budgets can be
more effectively managed and hence the magnitude of both increased to the benefit of service delivery to communities.
The physical backlogs that have been identified can then be addressed in an effective co-ordinated manner with the relevant
information being provided by updated outputs from the management information systems.
Page B of 15. RS OA 11_12_Departmental Business Plan.Final
7
ASSUMPTIONS AND RISKS
7.1
Assumptions
Roads Authority staff complement:This is contained in the Staffing Strategy document by filling the funded vacancies by approximately June 2010 and an
additional 1300 unfunded vacancies over the following 36 months (2011/12 - 2013114).
Succession planning has reached critical proportions due to significant critical mass of knowledge and expertise
falling within the geriatric environment of the Roads Authority, i.e. >third of the current staff compliment of 1424 will
qualify for earlier retirement within the next four years.
Non implementation of the Roads Authority's staffing strategy.
Lack of required skill sets coupled with a shortage of staff.
Lack of significant organic growth will impact on desired level of service required by the Roads Authority to meef the :
delivery needs of the citizens and visitors of Cape Town.
Page 9 of 15. RS OA 11_12_Departmental Business Plan. Final
Risk Assessment:
8.
No
Risks
Action
1
Failure to provide the required skill sets and
competencies to deliver the desired levels of services
within Regions/Districts and Head Offices (technical
and professional capacity i.e. District Roads
Inspectorate).
Approve R&S staffing strategy with associated
budget provision to implement staffing plan
2
Failure to provide the required skill sets and
competencies to deliver the desired levels of services
within the Depot Management environment
(maintenance capacity constraints)
Approve R&S staffing strategy with associated
budget provision to implement staffing plan
3
Condition of road network deteriorating continuously
due to a lack of adequate basic funding
Significant increase in operating budget and
associated staff complement
4
Stormwater infrastructure maintenance inadequately
resourced leading to increased risk of flooding
Significant increase in operating budget and
associated staff complement
5
Capital funding for stormwater infrastructure renewal
and upgrading insufficient leading to increased risk of
flooding
Significant increase in capital funding for
stormwater infrastructure projects
STRATEGIC ALIGNMENT TO THE lOP
Page 10 of 15. RS OA 11_12_Departmental Business Plan.Final
8.1
Roads & Stormwater Department (Roads Authority) links to all eight of the lOP's strategic focus areas in one form or
another. These linkeages are described in the programmes listed in 8.2 below.
8.2
LINK TO PROGRAMMES (Programme Layout and description linked to Directorate objective)
8.2.1
Road Rehabilitation Programme
SFA2 & SFA4
Identifying road sections from PMS Assessment output that will provide best long term return on investment.
Increase number of km of road rehabilitated
Key Projects
•
Main Road, Muizenberg
•
Lotus Canal Widening: Gugulethu R6 million
•
Pelican Park: Strandfontein Road Upgrade R24 million
•
Khayelitsha Rail Extension R25 million
•
Rehabilitation of major and minor roads
Capital Budget
8.2.2
Approximately R 64 million
Road Resurfacing and Resealing Programme
[PMS Report (Road Conditioning Report) of 2008 requires the
Department to spend R208M per year (Metro Roads) and R287M
per year (Local Roads) for the next 10 years]
SFA2 & SFA4
Strategy is to maximise length of roads resurfaced or resealed using the most appropriate and effective surface treatment.
Page 11 of 15. RS OA 11_12_Departmental Business Plan. Final
Increase number of km of road resurfaced or resealed annually.
Annual Operating Budget:
8.2.3
Metro Roads:
R55 million
Local Roads:
R32 million
Flood risk management programme
[PMS Report (Road Conditioning Report) of 2008 requires the
Department to spend R162M per year (Metro Roads) and
R258M per year (Local Roads) for the next 10 years]
SFA2 & SFA4
The City's storm-water infrastructure network requires large capital inputs to deal with existing inadequacies. Formal risk
reduction and mitigation programs focussing on vulnerable communities have been prioritised given the adverse socioeconomic impacts of flooding. These programmes include the following supporting sub-programmes:
Stormwater Infrastructure Maintenance: - A winter readiness programme to reduce the risk of flooding for affected
communities by ensuring effective maintenance of storm-water infrastructure.
Flood Risk Programme: - A flood risk management plan for informal settlements will be developed.
.. ..
Metro-wide Stormwater Master Plan: - A metro-wide stormwater master-plan (as part of the asset management plan
formulation) to identify and prioritise capital funding requirements will be developed.
Developing Area Stormwater Masterplans: - Catchment-wide stormwater planning as required to guide and control
stormwater management in developing areas.
Stormwater Infrastructure Upgrading: - Various stormwater infrastructure projects.
Annual Operating Budget: R50 million
Current Capital Budget:
8.2.4
[The Department requires R214M per year for next 10 years]
R30 million
Structural Maintenance Programme
SFA2 & SFA4
Page 12 of 15. RS OA 11_12_Departmental Business Plan.Final
To undertake essential bridges and related structures maintenance. The strategy is to prioritize the maintenance activities
based on the outcomes of the bridge inspection process using the "degree, extent and relevance - DER" aspect of each
defect.
Annual Operating Budget: R3 million
8.2.5
Foreshore Freeway Elevated Structure
SFA2 & SFA4
•
This is a critical road network that provides access to the economic hub of the City. Maintenance of this structure is
thus a priority for the Roads Authority.
•
Important to continue with the bearing replacement and refurbishing Programme.
•
Replace I refurbish number of bearings per annum.
Annual Capital Budget:
8.2.6
[The Department requires annually R38M + CPI]
R5 million
Annual road lane marking programme
[The Department requires annually R12M + CPI]
SFA2 & SFA4
•
Strategy is to improve the visibility of the lane marking and the safety of the road environment.
•
Increase number of roads and intersections remarked.
•
Projects identified via Pavement Management Systems & District Offices.
Annual Operating Budget: R10 million
.,
[The Department requires annually R32M + CPI]
Page 13 of 15. RS OA 11_12_Departmental Business Plan.Final
8.2.7
Water quality management programme
SFA2 & SFA4
An integrated programme to manage urban waters is required in order to combat the deleterious impacts of urban
development on receiving waters such as rivers, vleis and coastal waters. This includes:
8.2.8
•
Development of a regulatory framework, policies and guidelines to facilitate control of the impacts of new and existing
urban development on receiving waters.
•
Developing partnerships with other stakeholders and line functions to further the objectives of the service.
•
Treatment of polluted runoff from the city's stormwater system.
•
Development of business plans for the remediation of specific vie is.
Development of Integrated Infrastructure Management Strategy & Implementation Plan
SFA2 &SFA4
Output - long term Infrastructure Management Strategy
Key Project:
Linking existing and future Pavement Management System, Bridge Management System and Stormwater Asset
infrastructure Systems to the Roads Authority's Strategic Development, Implementation and Management Short/Medium
Long term Plans and Programmes.
9.
~
8.-.'
c.=
......
OBJECTIVES AND INDICATORS OF THE STRATEGY I OPERATIONAL PLAN
Page 14 of 15. RS OA 11_12_Departmental Business Plan. Final
9.
OBJECTIVES AND INDICATORS OF THE STRATEGY 1 OPERATIONAL PLAN
(See attached: 2011/12 Roads and Stormwater Department's (Roads Authority) SDBIP)
10.
AUTHORISATION
The undersigned do hereby indicate their agreement with the contents of this document and the outcomes.
Name
Signature
Director:
Roads and Stormwater Department
Henry du Plessis
(Roads Authority)
Mike Marsden
11.
~~ ~/ffjr.
VI
/)
Executive Director:
Transport, Roads and Major Projects
Date
/tt
APPENDICES:
..
..... ~/- of -"<.,,
I'-
"'
Appendix 1: 2011/2012 Roads and Stormwater Department's (Roads Authority) SDBIP
Page 15 of 15. RS OA 11_12_Departmental Business Plan
- ,--
A
•
C
,
0
,
2011/2012
G
H
ROADS & STORMWATER
,
"
,
,
DEPARTMENT SDBIP FINAL
1
N
"
,
ALIGNMENT TO lOP
2
SFA&
Corporate
Directorate
Scorecard
Ob_~
IndlcatOl"
N••
N••
,
DEPARTMENTAL TARGETS
i•
"•
"I
,•
•
Buellne
Departmental Obj&ctlve
Indi.:.tor
j
10111
(Target in blac:keb)
AnnUli Tlrget
(by JUM 2DU
~
!
!
308ept 2011
,,.
Quarten~
7%
,,%
Querien~
7%
"m
Annual
,,%
resurfaced through
Reseal Programme
31 Dec 2011
,.....
~ne ... '
31 MIIn:h 2012
ao June 2012
'"
'"
'"
,,%
.,.
Annual Target
Annual Target
Annual Terget
QUerieriy
10%
'"
90%
'"
"'m
Annual
Annual Target
Annual Target
Annual Target
80km
,
1
Annual
Annual Target
Annual Targel
Annual Terget
One Roads POlicies
reviewed and
developed lor
COnsideretion by
TR&MP PC
1
1
Annual
Annual Target
Annual Terget
Annual Target
One Calchmerrt
Management Plan &
SW master plan
completed
."
Quarierty
"
,,.
,,%
,,.
."
QUarierty
10%
'"
90%
,,.
T.....
Comment.
~
PruvisJan of new and
upgrading of existing raad
,
,
,
% age of Roads Cap~al budget sperrt
as approved by Council
capital
%age of Reads Capital rehabiirtation
budget spent as appraved by CQuncJl
capital expenditure
68.2
TR&MP
'"
TR&MP
,
N"
TR&MP
I;airrtananca of Roads
arid starmwater
Infrastructure
%age of Roads &. Stormwater
Primary Operating Budget spent as
approved by Council
,
N"
TR&MP
Maintenance of Roads
and Starmwater
Infrastructure
Length of raads resurfaced through
Reseal Programme
•
,
based transport
'"
TR&MP
2
2
,
l~nfrastJ\lcture to
cuSlamer needs
cater for
Ireh8b4litet;on al fHad
based transport
Infrastructure
Rehabilitallon of road
based transpor1
Length of roads rehabilitated
Infrastructure
,
N"
TR&MP
Develap, enhance and
review regulatory
Iramewarll and policies
gaveming the
management 01 the road
reserve end road based
transport infrastructure
,
N"
TR&MP
Holistic management 01
Number al Cetchment Management
both the constructed and
Plans I stormwater Masterolans
naturel components al the
completed
starmwater system
TR&MP
The development.
upgrading arid
maintenance 01
stormwater and river
systems to cater for
customer needs
Percent stormwater caphal budget
spent as epproued b~ Council
TR&MP
The davelopmenl,
upgrading and
maintenanca al
stormwater and river
systems to cater for
customer needS
Percentage of stormwater repair and
maintenence budget spent
,
Numbe r of Raads policies reviewed
and develaped for considaration by
TR&MP PC
10111 Percentage
expend~ule
10111 Percentage
101tl'engthofraads
rehabililated
".
.. m
This target is budget dapendent
10111 Percentage of
primary operating
budget expenditure
10111 Length of roads
10
,
88.3
11
,
N"
"
,
10111 Percentage 01
N"
TR&MP
Number al formal and/or Informal
Reduce Impact of flaoding
dwellings flooded during storms
an communrt~ livellhaods
having an annual probabilit~ of
and regional economies
occurrence e~ceedlng 50%
N"
TR&MP
Saleguard human health.
% Compliance with the OWAF
prolect natural aQuatic
environments, and
guidelines for recreational water
imprave and maintain
Qualit~
reqeallonal water quality
stormwater capital
budget spent as
approved b~ CaunclI
tOlll Percentage 01
stormwater repair and
maintenance budget
''''"
Number of larmal
andlor informel
dwellings ~ooded
during storms having
an annual probabHity af
accurrence exceeding
50% in 10111
15000
Annually
Annual Terget
Annual Target
Annual Target
15000
% Campliance with Ihe
OWAF guidelines for
recreational water
quailly for 10111
'9%
Annuall~
Annual Terget
Annual Target
Annual Target
,,%
"
,
"
RSW SDBIP 2011-2012 (3)
•
0_ A
SFA&
Dlrectol'lte 8o:orecutl
Indicator
No.
N••
C
3
,
D
~.
o.partmerrtJIi
,
lkHii...
~~
IndlCatOf'
(T-"""'1t
iri
IIn..:"-:,,,
I
!
G
,
"
~:
Annual tilrv-t
(bj Jim. 2012
"'.
~
!
•
N
GeIMnll ComllllHltl
f
t_
30 Sapt 2011 _
",,,.~
3t DIe 2011
T.....
31 Mlrch 2011
3OJu.... 2012
..
j
The Wa .... place Skltl. Plan ,s the .pproved Educat,on
Tra,n,"Il end O...... 'spment 1'1.01 01 en org.niz.I'on th.t
.uppM, Iha ach,,,,,,,,,,ents al the o'g.niUltren's
straleg'c goal •• r>d sperat,onal ,O<!u""ments bV
",,,,,t,ly,ng pr1a'~iZed "a'n,ng needs and benef>Cianes
TR&MP
SA Ensuring enhanced
serv;ce delivery wilh
em<;ient ;nSl~ut;onal
arrangements
,ts pu'pooa 1$ ta formally plan.r>d alloclfte budget I"r
app"'p""te I,a,n'ng ;ntelVf!<1l,sns wh;ch WIll add'an
th" needs .""ng oul olthe C~y'o strlfteg,e
,equi.eme"'" U cont.,ned;n the lOP. the ,ndiv,dual
depanmantal staffing stratag'''' and ind"',due,
emplaYffS' Po<osnai O""alspme!1t Plans and Local
Gevo<nmant'> Sk,lls Secto, Plan
% budgel spent an implementah"n of
WSP
10111 aChi"vement as
al 30 Juna 201 1
90%
Quarlerlv
'"
'0%
'0%
The WSP shall arso take joto .ccoont the Emp'svment
Equity Plan. "".urrng ,ncsrporat,,,n Sf 'al ..... nt
d..... al"pmenl.1 oqu,ty ;nIO'fVentlOn. into tha plen
The WPSP;' a eollobo'.""e plan, ,nvolv,ng
emp,oy ...... r>d the un'"ns ,n ~s lormorat,on
farmula: % sp",,1 ago,nst planned tfa;n,ng budge!
Oat. Sa"fCe SAP & SAP 81
Oota e"'ract,on Will be fac'l~oted by COfPorata
Sa"",,ces
N"
TR&MP
SA. Ensuri!g enhanCed
servIce delivery WIth
efficient inSliMional
arrangements
Retention of scafce slalls as
measored by 513ft turnover
10111 Retention at
skills as achieued as at
30 June 2011
'"
Annual
s12%within
skilled cahgones
~l2%with;n
skilled categolies
sl2%w~hin
skilled categories
sl2% w~hin skilled
categories
People are the C~y'$ most v.lu.bla a•• '" Wh,ls! ~ IS
.c~nowledge thet oll.taft perf.rm,"Il at .c","preble
1"".. ls In the "'gan... ti"n are v.luabl., 'JTespeclwe of
Ihe;, p'eless;en, speafic intt1"o'ent,eM oruJ e!raleg''''
"<HOd te be .p~ied Ie rei.," h;gh petenIJel ind'''duals ,"
SClfce s'",s profaSS",M This i. measured by s %
atlnhan af staff ,n It>"a C!ltegenes avet a !2 monlh
PO<'ad ego,n>l.n accaptabla benchm.rK % turna_ al
,,.
"
Fs.mula Tetal t..-m,neruons ss % "Islaff complemant
.... Ch month, as measured <we' a proced,ng 12 manIt>
pariad (, e 12 manth ."II,"Il a"o<sga) Th,> Will be
I,m,ted ta lhe f"llowIng occupabanal caleg<><i<!'S
\.eg<slstars & sen,ar manag..,.., prol<!'Ss,,,nals,
Teetm,c,ens and otho< pr"le>s,"n.l.
N"
TR&MP
TR&MP
SA Ensunng anhenced
serv;"" d"l;v,,~ with
effiCIent inSl;tulk!nal
a""ngements
SA_ Ensurlng enhanced
service del;very with
.me;ent ,nstitul;anal
arrangements
Slaff avaHabiHty as measured hy
% absenteeism
10111 achievement as
at 30 June 2011
S 4% .ve.age
for lhe perIOd
1 JulV 2011 ta
30 June 2012
% Compl;ance with Ihe EE approved
plan per Department ,n terms of new
appointmenls for the current finanoal
10111 eompl;ance w;th
the Oept"s EE Plan
'0%
,~
Annual
Annuallv
l_ogoJo<",.po<lo<I'
,
..
{'-ogo"""'"""'"
,
..
{'_ogor",,,,,, ....... ,
,
..
J., 2011 .. 3, 0002011)
",""20" .. 3, ",",,;,
2011)
( - " " .... po<lod' ......
0e02010IOJOs.ot2011)
.,.
'0%
'0%
'0%
201T .. JOJ ..... 2012)
.'
':
-.
c.c
.....
~
Targlft- the .Iaff Mna_ % must be ~12% thr"ughout
the financ,ol I""'r
Data Saur"" SAP Repon pT64 (absentee .. m rale)
A lram,ng manual .. """,Iable ta am'S! wrth the
,,",'act,.,.., af the ,apon
year
Page 2
RSW SOBIP 2011_2012 (3)
A
0
C
~.
I
8FA&
COl'JIiorate
DI..etOdle Seontellrd
indicator
""No.
N~
•
~II,,*
Depi.rimtntal 0bjectJve
3
Indicator
•
G
indigent support
TR&MP
TR&MP
capnai budget
Annual Target
jby June 20U
.. .
I
i
Genefll' CoRments
.
3Os.pt2011
. T8rgat
81 l)ec2011
To....
31 Mllreh 2012
30 June 2011
Fannuia: Percerllege refil!C\ing Actual spend I
95%
aUer1arly
expendilure
Percentage af Operating Budget
spent
"
25%
'"
'"
budget axpend~ure
Planned Spend
Oirectarate Finance Managers ,,"'rad data
quarterly
Fannule: Tatai eCluall" data as e percentage af
10111 Parcentage af
pnmary aperaling
,
M
10111 Percelliaga af
Percentage spend al Capital Budget
alternative inCeme
apparlunnies, asset and
nsk management
8 B Management af key
financiel and gavamance
araes such liS income
cantral, cash flow,
indigent suppor1,
aHemalive income
apportun~ies, asset and
nsk management
,
H
~
~:
"
8804
"'"
(Target In brKldits)
e B Menagement of key
financial and governance
areas such as income
contra;, cash now.
88.3
,
'"
Quarterly
'"
'"
'"
lhe total budgellncluding secondary expenditure
Directorata Finance Managers extract date
Quarterly
Annual Target
100% annual asset
verificatlan process
completed by
30 June
The ind,cater r"n&CI' the percentaae ef .s.ets verified
annuelly lor audit essur.rlCe
It,. an internal data source being the Qui. system
scanning all usets and "plo.d,na them 09",not the
SAP data file.
D.ta are downlaaded at specifIC I,m.... and are the
base. lor the .sses.ment el progress
This dst. IS sant te Finance Menegar. en an .nnuol
ba.is
"
88.1a
TR&MP
8 B Management of key
finanCial and gavemance
areas such as incame
contral, cash now,
indigent support,
eltemative income
apport unities, asset and
fisk manegemenl
TR&MP
a 8 Manaaement el key
end ge_nance
Percentage audit
areas such .s Income
Percentage audit findings resalved as
findings ",salved a. el
centrol, ca.h now, IIld'9"'"
per follow up audits
.uppert .• hemall~ Income
30 Juna 2011
eppo""n,t,es, ..set and rIsk
m.n.gom""t
Percentage annual asse! verificati(}l1
process compteted
Percentage annual
asse! verificaHon
process campteted for
10111
'"''
Annual
'"
Quanerty
Annual Target
Annual Target
"
~nanClo'
8B.7
"
Approved by
Director:
Roads and
Stormwater
Henry du Plassls
'"
'"
'"
'"
It is the repartmg and menllenng ef the ,educt,on (In
parc""tagel al Ihe ~ndlngs el aud~ lellow-up.
perlermed In tile quarter
Inlarne' Audn Will prO\lide
~~~;
Dato;
7'1!04-!;?of/:
Approved by
ED:Transport, Roads
& Major Projects
M.Marsdon
Dato;
page 3
RSW SD81P 2011"2012 (3)