1362
REPORT To
THE EXECUTIVE MAYOR
till OF CAPE TOWN ]ISIXEKO SASEKAPA I STAO KAAPSTAD
Me 64/05/09
1
ITEM NUMBER:
2
DRAFT 200912010 SERVICE DELIVERY AND BUDGET IMPLEMENTATION
PLANS (SDBIPs) AND BUSINESS PLANS
KONSEP-DIENSLEWERINGS·ENBEGR01"INGSIMPLEMENTERINGSPLANNE (SDBIP'S) EN SAKEPLANNE
VIR 2009/2010
UYILO LWEZICWANGCISO ZONIKEZELO LWEENKONZO
NOKLIMISELWA KOHLAHLO-LWABIWO·MALI ZONYAKA·MALI KA200912010 (SDBIPs) KUNYE NEZICWANGCISO ZOSHISHINO
LSU 6649
RECOMMENDATION FROM SAFETY AND SECURITY PORTFOLIO
COMMITTEE HELD ON 07 MAY 2009
RECOMMENDED that the report regarding the draft 2009/2010 Directorate
Service Delivery and Budget Implementation Plans and Business Plans be
noted.
AANBEVEUNG VAN DIE PORTEFElILJEKOMITEE OOR VEILIGHEID EN
SEKURITEIT GEHOU OP 07 MEl 2009
AANBEVEEL dat kennis geneem word van die verslag aangaande die
konsep-direktoraatsdienslewerings- en begrotingsimplementeringsplanne en
sakeplanne vir 2009/2010.
ISINDULULO ESIFUNYENWE KWIKOMITI YEMICIMBI YESEBE
LEZOKHUSELO NOKHUSELEKO EYAYICHOTSHELWE NGOMHLAWE07 MEYI2009
KUNDULULWE ukuba maluqwalaselwe uyilo IweZicwangciso zoNikezelo
ngeeNkonzo zeCandelo loLawulo zonyaka-mali ka 2009/2010 kunye
neZicwangciso zoShishino.
REPORT To
1363
SAFETY & SECURITY PORTFOLIO COMMITTEE
MAYCO
1.
ITEM NUMBER:
2.
SUBJECT
I
CITY OF CAft TOWN IISIXEKO SASEKAPA STAD KAAPSTAD
DRAFT 2009/2010 SERVICE DELIVERY AND BUDGET IMPLEMENTATION
PLANS (SDBIPs) AND BUSINESS PLANS
2.
ISIHLOKO
UYILO LWEZICWANGCISO ZONIKEZELO LWEENKONZO NOKUMISELWA
KOHLAHLO-LWABIWO-MALI ZONYAKA-MALI KA-2009/2010 (SDBIPs)
KUNYE NEZICWANGCISO ZOSHISHINO
2.
ONDERWERP
KONSEP-DIENSLEWERINGS- EN -BEGROTINGSIMPLEMENTERINGSPLANNE
(SDBIP'S) EN SAKEPLANNE VIR 2009/2010
3.
PURPOSE
To submit to the Portfolio Committee for their consideration and recommendation,
the draft 2009/2010 Safety & Security Directorate SDBIP information pack which
contain the:
• Directorate SDBIP
• Departmental Business Plans - narrative; and
• Departmental SDBIPs.
These documents underpin the 2009/2010 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.
STRATEGIC INTENT
The SDBIP is a detailed plan for implementing the municipality's service delivery
as outlined in the Integrated Development Plan (IDP) and budget. It includes the
service delivery targets and performance indicators for each quarter which should
09_10 DRAFT DIR_DEPT SDBIP Report to PC (2) (2)
[Template updated Feb 2009)
Page 1 of 5
1364
be linked to the performance agreements for senior management.
The
performance criteria contained in the SDBIP are designed to achieve Good
Governance and Regulatory Reform, as well as facilitating the accomplishment of
Council's other strategic focus areas i.e.
•
•
•
•
•
•
•
5.
Shared Economic Growth and Development
Sustainable Urban Infrastructure and Services
Energy Efficiency for a Sustainable Future
Public Transport Systems
Integrated Human Settlements
Safety and Security
Health, Social and Community Development
FOR DECISION BY
Portfolio Committee and Mayco.
6.
EXECUTIVE SUMMARY
The draft 2009/2010 Directorate and Departments SDBIPs contain the objectives,
indicators and quarterly targets by which progress will be measured during the
2009/2010 financial year. These are derived from the Integrated Development
Plan of the City and are an elaboration of the five year Corporate Scorecard
contained in the lOP. The Departmental Business Plans provides the narrative to
understanding the SDBIPs.
The draft lOP, which is on the Council agenda of 30 March 2009, will go to the
public for comment.
The purpose of this report is to submit the draft 2009/2010 Directorate's SDBIP
information packs to the Portfolio Committee for consideration and
recommendation to the Executive Mayor. The Directorate SDBIP information
pack is attached as Annexure A.
7.
RECOMMENDATIONS (LSU 6649)
7.1.
That the Portfolio Committee makes recommendation to the Executive
Mayor on the contents of the draft 2009/2010 Directorate Service Delivery
and Budget Implementation Plans and Business Plans.
7.2.
That the Mayoral Committee notes the draft 2009/2010 Directorate Service
Delivery and Budget Implementation Plans and Business Plans.
09_10 DRAFT DIR_DEPT SDBIP Report to PC (2) (2)
[Template updated Feb 2009]
Page 2 of 5
7.
7.
8.
1365
ISINDULULO
1.
Ukuba iKomiti yeMicimbi yeSebe mayenze isiphakamiso kuSodolophu
weSigqeba ngolwazi oluqulethwe kuyilo IweZicwangciso zoNikezelo
ngeeNkonzo zeCandelo loLawulo zonyaka-mali ka-2009/2010 kunye
neZicwangciso zoShishino.
2.
Ukuba
iKomiti
yeSigqeba
kasodolophu
mayiluqwalasele
uyilo
IweZicwangciso zoNikezelo ngeeNkonzo zeCandelo loLawulo zonyakamali ka-2009/2010 kunye neZicwangciso zoShishino.
AANBEVELING
7.1.
Oat die portefeuljekomitee 'n aanbeveling by die uitvoerende
oor
burgemeester
doen
die
inhoud
van
die
konsepdirektoraatsdienslewerings- en begrotingsimplementeringsplanne en
sakeplanne vir 2009/2010.
7.2.
Oat die burgemeesterskomitee kennis neem van die konsepdirektoraatsdienslewerings- en begrotingsimplementeringsplanne en
sakeplanne vir 2009/2010.
DISCUSSION/CONTENTS
8.1.
Constitutional and Policy Implications
The process is driven by legislation.
8.2.
Environmental implications
Does your report result in any of the following:
No
l8J
Yes
(if yes, please complete the section below by clicking on the relevant tick boxes)
Loss of or negative impact on natural space
and/or natural vegetation, rivers, vleis or
wetlands?
An increase in waste production or
concentration, pollution or water usage?
D
Loss of or negative impact on the city's
heritage, cultural and scenic resources?
D
D
Development or any construction within
500m of the coastline?
D
Does your activity comply with the National Environmental Management Act (NEMA)?
(mark by clicking on the tick box)
Yes
D
No
D
Does your report complement and support the City's approved IMEP strategies?
(if yes, please select from list below by clicking on the relevant tick box)
09_10 DRAFT DIR_DEPT SDBIP Report to PC (2) (2)
[Template updated Feb 2009]
Page 3 of 5
_ J •.
Biodiversity Strategy and
Biodiversity Network
Environmental Education
and Training Strategy
Integrated Waste
Management Strategy
D
D
D
1J6()
Coastal Zone
Management Strategy
Heritage Management
Strategy
Invasive Species Strategy
D
D
Energy and Climate
Change Strategy
Air Quality
Management Plan
D
D
D
Do the activities/actions arising from your report:
(if yes, please select from list below by clicking on the relevant tick box)
Enhance Cape Town's unique environmental
assets?
8.3.
D
Negatively impact on Cape Town's
unique environmental assets?
D
Legal Implications
The process of preparing a Service Delivery and Budget implementation
plans must inter alia, comply with:
Section 53 (1 )(c)(ii) and 69(3)(a) of Act No. 53 of 2003: Local Government:
Municipal Finance Management Act.
8.4.
Staff Implications
Does your report impact on staff resources or result in any additional staffing resources
being required?
8.5.
No
[gJ
Yes
D
Risk Implications
Does this report and/or its recommendations expose the City to any risk? (i.e. does it
have any adverse influence on service delivery?)
No
[gJ
Yes
D
8.6.
Other Services Consulted
All relevant Directorates
09_10 DRAFT DIR_DEPT SDBIP Report to PC (2) (2)
[Template updated Feb 2009]
Page 4 of 5
13611 9
ANNEXURES
Annexure A:
Directorate and Department Service Delivery and Budget Implementation
Plans and Departmental Business Plans
FOR FURTHER DETAILS CONTACT:
Anton Visser
0214002933
Anton. Visser@capetown.gov.za
Safety & Security
NAME
CONTACT NUMBERS
E-MAIL ADDRESS
DIRECTORA TE
•
[3'
LEGAL COMPLIANCE
D
REPORT COMPLIANT WITH THE PROVISIONS OF
COUNCIL'S DELEGATIONS, POLICIES, BY-LAws
AND
LEGISLATION RELATING TO THE MATTER
UNDER CONSIDERATION.
NON-COMPLIANT
COMMENT:
Comment:
EXECUTIVE DIRECTOR
DATE
09_10 DRAFT DIR_DEPT SDBIP Report to PC (2) (2)
[Template updated Feb 2009]
Page 5 of 5
BA.l
2.5 (3)
Scoreof3 or
mora on 5
pointUkert
scale
Annually
NlA
NIA
N/A
12285 (12699)
5% increase
i.e 12899
Quarterly
3224
6449
9673
12899
""""1
Quarterly
51
102
153
206
Police
Specialised
GA.1
I
Services, Law
Enforcement
and Metro
--f';"~.
offences
PQIi<;e
~~~
6ft. 1 1 ~~"~"= 1POlicino towards
~~~
I:"' '''~ _u-:-_.'."' 'u"U 1
190 (206)
I
compared!O
samopeliod
the previous
year
6A.1 1
6A,1
I
y~.",.",,~
1pollcino Of
Services and I speciflc focus on
I 10% reduction
IpeoPle occupying
lrelated arre.ts made
increase
compared!o
the same
panod the
previous year
311(342)
10% reduction
I
Quarterly
85
171
256
1
Actions include: Counter spoilation Operations,
peggs removed, evictions orders executed,
structures demolished, vacant land and open
spaces and parks operations
I .....
W
c::::;r,
00
are currently being done (0 determine
baseline, Will be monitored in terms of
perfomance in 5 selected public open spaces
342
.e, 446 arrests
New
680
I
5% reduction
Quarterly
720
Quarterly
StatistiClS are being obtained to identffy the
and determine targets
.......""Ii.......
180
360
540
720
:::::;....
Quartel1y
4.5 months
480
~21
services
I~O<V<~ ""uUY"
I
wn
",,, .- ......w.g . . . y...
Improved response call receipt up to arrival.
I
73%
Total: 520
Fife & Rescue:
1200
DRM:
200
PECC: 120
76%
I
Quarteriy
4.5 months
IF8oR: 60
DRM: 50
PECC: 30
Quartel1y
4.5 months
4.5 months
IF&R: 120
DRM: 100
PECC: 60
IF8oR: 160
DRM: 150
PECC: 90
76%
76%
76%
4.5 months
DRM: 200
IF&R: 200
PECC: 120
76%
bmes and equitable
......
service delivery.
6A
21
.
~"-•••.".".,
~
I
by
75%
providing a single
80%
80%
60%
60%
80%
5 to 8% overall
5 10 8% overall
turnover
turnover
5108%0""rall
tumover
5 to 8% overall turnover
8 to 12% within
skilled categories
8 to 12% within skilled
contact point via
PECC (107).
8A.2
5 to 8% overall
1
turnover
Quartel1y
SA Ensuring
Corporate
Services
Ienhanced service
Retention of Skills as
measured by sla"
delivery with
efficient institutional
arrangements
8 to 12%
within skilled
categories
Quartel1y
I
S to 12% within
skilled calegories
I
S to 12% within
skilled ca!ego"'"
I
categories
~
'<:..l:)
B
A
,
G
'SFA&'a~
Olrectonrte
H
~201iF
, , CO,rjlbr
scii";,,i,
ObjeCtive' aid
No;'
.lndical
6rNo.
All line managers must manage employees'
time and attendance with a view to reducing
unplanned absenteeism to below 4% (s4%).
In so doing managers must apply policy,
monitor and evaluate employees' attendance
and absence trends and take remedial action
where required in tenns of such policy.
SA Ensuring
M,3
171
1
1
SA.4
181
I
Corporate
Services
I
Staff availability as
measure by %
delivery with
efficient institutional absenteeism
arrangements
Corporate
Services
SA Ensuring
Percentage budget
enhanced service
delivery with
spent on implementation
efficient institutional ofWSP
arrangements
19'
I
'S 4% average
for the period 1
July 2009 to
30 June 2010
Quarterly
N/A
N/A
N/A
s 41% average for the period 1
July 2009 to 30 June 2014
I
90%
Quarterly
10%
30%
60%
90%
I
SA Ensuring
SA.S
New
1
I
I
Ienhanced service
The following initiatives based on industry best
practice are available to help managers manage
time and attendance and reduce absenteeism:
• Encouraging healthy lifestyles through various
employee well ness programmes.
• Ensunng appropriate screening through
recruitment and selection procedures
• Enhancing flexible working arrangements
where service delivery requirements allow such
flexibility and policy supports such flexibility.
• Providing proper systems for transport where
required and supported by policy
• Improving the physical working environment
• Continually improving business processes
which would result in amongst other things
revising job design and improving efficiencies.
• Managing career expectations through
continuously updating and supporting personal
• Rebuilding trust and loyalty through focusing i
Corporate
Services
Percentage
improvement in the
delivery with
positive employee
efficient institutional climate as per annual
Culture Climate Survey
arrangements
Ienhanced service
31%
Corporately
(Directorate &
Departmental
targets will
only be
available once
the current
survey has
been
completed)
Quarter1y
N/A
N/A
N/A
31% Corporately
(Directorate & Departmental
targets will only be available
once the current survey has
been completed)
A Workplace Skills Plan is a document that
outlines the planned education, training &
development interventions for the organisation .
The WSP should be aligned with the staffing
strategy, lOP, PDP's, EE , NSDS and Sector
Skills Plan.
The Loyalty Index measurement com rises 12
~Touch Points" as an indicator of how well the
City is doing in relation to the management of i
human resources. The interventions put in place
to address concerns raised as a result of the
last survey should reflect a % improvement in
the 4 key ~Touch Points" which were identified
of having the biggest impact on the staff loyalty
index. This improvement should cascade into a
0/0 improvement in the Loyalty Index. The
Culture Climate Survey is driven on a corporate
level. Line departments are encourage to
implement corporate initiatives to Improve staff
morale e.g. Leadership development Program .
. Coaching & Mentoring courses.
....
~
~
~
3
8A6
I
sm
SA EnslIring
Percentage of capital
enhanced seNice
delivery with
projects meeting original
efficient instUutional planned milestones
arrangements
SOl
SA Ensunng.
enhanced sennee
delivery with
efficient institutional
arrangements
New
80%
Quarterly
80%
80%
3% reduction on
6% reduction on
200812009
200812009
baseline
baseline
80%
80%
A capital ptoject is a planned temporary task
undartaken to create a unique product within a
fixed time scale (usually over one or more
financial years) and budqet involvino the
of
different fundtons (or disciplines),
Projects in this instance to have a value
exceeding R200 000
Projects under R200 000 to have a mInimum of
3 appropriate milestones identified.
Bulk votes to be broken down into individual
projects and planned accordingly,
20
8A7
Percentage
improvement in the time
taken to close
notifications in terms of
the Corporate Works
Management process
I
8aselfne to be Baseline to be
detenTlined on determined on
30,6,09
3O.S.09
Quarterly
9% reduction on
200812009 baseline
average age of all
12% reduellon in time taken to
close notifications (measured
within the preceding 4 month
peood will be used to measure performance.
against the basellne)
21
....
W
~
.......
A
S6_3
flANANCE
Inalgem :5UpP
Quarterly
Based on
Dir/Dept
projected cash
flow
Quarterly
Based on
Dir/Dept
projected cash
fiow
altemative inc
I
I
Based on Dir/Dept Based on Dlr/Dept
projected cash flow projected cash now
95%
Percentage refiec1ing Actual spend I Planned
Spend_
Based on DirlDept_1 Based on Dir/Dept
projected cash flow projected cash flow
95%
T ota! actual to date as a percentage of the total
budget including secondary expenditure,
opportunities,
and nsk
management
~-
8 B Management of
key financial and
governance areas
such as income
86_4 I FIANANCE Icontrol, cash Row,
Indigent support.
aftemative income
opportunities, asset
and risk
I
Percentage of Capital
Bu<lget spent
management
iH I
It IS the reporting and monitoring of the
reducbon (in per<:entage) of tihe findings of audit
foUow-ups performed in thiS quarter.
The timing for corrective action implementation
is normally provided by line.
Audits' follow-up. will always only take place
8 B Management of
key financial and
governance areas
such as Income
88.7
J
I
INTERNAL
AUDIT
1 I
Icontrol, cash now,
Indigent support,
altematlve income
opportunities, asset
and risk
management
I
Percentage reduction in
the number of recurring
findings emanating from
1ntemal AudIt
70%
Quarterly
70%
70%
70%
70%
I
Iafter agreed implementation dates 01 corrective
aebon. It will either be 'Not Applicable' to
Management If an audit or f~low·up hasn't
taken place at the time of reporting or there wHi
be a percentage change J status quo if an audit
has ta~..n place and there has been
impro .... ement I no change respecti ....ely in the
situation since the I&st audit
8 B Management of
-....:2
key finanaal and
governance areas
such as income
88.0 I flANANCE 1control. cash How,
tndlgent Sl
100%
Quarterly
alternative
opportunities, asset
,and nsk
25
~
;,
28
~
30
Approved by executive
....
W
Director:
Date:
Approved by Mayea Member:
Date:
#lh''i (;t3
0%
0%
0%
I
100% completed by 30 June
IReflects the p"r<:entage of asse•• annually
....enfied for audit purposes.
N
tm III' £,111( InI i 151110 $$APl! SW! um!.lt
DEPARTMENTAL BUSINESS PLAN
2009/2010
DEPARTMENT
: Specialised Services
DIRECTORATE
: Safety and Security
Contact Person
: RE Wiltshire (Chief Specialised Services)
Specialised Services Business Plan 2009/2010
.....
W
-..J
~
1.
EXECUTIVE SUMMARY
The City has embarked on a process of establishing a Specialised Law Enforcement Services with the following
specialised units being Anti -Land Invasion Unit, Displaced Peoples Unit. Cable Theft Unit, Liquor Enforcement,
Substance Abuse Unit, Informal Trading Unit, Camera Response Unit, Graffiti Unit and a Kg - Sniffer Dog Unit.
2.
PURPOSE AND SERVICE MANDATE OF DEPARTMENT
VISION STATEMENT
Law Enforcement members will playa meaningful role in the combating of all anti social behaviour and crime by enforcing
all by-laws and other related legislation in terms of their powers and duties conferred upon Law Enforcement officers thus
adding value to the safety of citizens of Cape Town.
.....
W
........,
MISSION STATEMENT
~
At Specialised Law Enforcement Services we aim to enhance accountability, efficiency and transparency by providing the
highest possible standard of service to our diverse communities. We believe that the badge is more a symbol of public
trust than of authority, and that this trust can only be met by individual commitment and dedication. We strive to engender
a community service attitude, professionalism and ethics in all that we do. We value our relationship with the public we
serve and are committed to assist those in need. We endeavour to fulfill a meaningful role within our communities and to
make a positive impact on society.
Specialised Services Business Plan 200912010
2
CUSTOMERS
1.
Cape Town Metropolitan Police
2.
City of Cape Town Traffic Services
3.
City of Cape Town Law Enforcement Services
4.
City of Cape Town Solid Waste Management
5.
Safety and Security Portfolio Committee
6.
City of Cape Town Nature Conservation
7.
City of Cape Town Housing Department
8.
City of Cape Town Electricity Department
9.
Water and Sanitation
10.
Disaster Risk Management
~
11.
Social Development I Services
tJl
12.
Economic Development
13.
Department Community and Safety
14.
South African Police Services
15.
City Emergency Services I Fire and Rescue
16.
Metro Rescue
17.
CCTV
18.
Civilian Oversight Committee
......
-...l
Specialised Services Business Plan 2009/2010
3
19.
South African Police Legal Department
20.
Media
21.
Business Area Management
22.
Councillors
23.
Sub-Councils
24.
Building Inspectors
25.
Town Planning
26.
Liquor Board
27.
Community Police Forums (CPF)
28.
Rate Payers Associations
.....i.
29.
30.
W
Health departments
-....z
e':J
Provincial Police Metals Theft Priority Combating Committee
Specialised Services Business Plan 2009/2010
4
DEMANDS I EXPECTATIONS
1. Facilitate the Specialist Enforcement capability in the following environments;
•
Anti Land Invasion
•
Liquor Enforcement and Compliance
•
Metals Theft combating
•
Displaced Peoples Enforcement and Support
•
Informal Trading Enforcement
•
Graffiti Enforcement and Prevention
•
Sniffer Dog capability
•
Camera Response capability
•
Substance Abuse Combating
.....
~
-...l
-...l
AIM
•
To implement the City of Cape Town Combating Strategy on Drugs and Liquor Enforcement
•
Enforcement strategies depicted in the Safety and Security Service Delivery Budget Implementation Plan
•
Ensure the City's objectives in terms of the Specialised Services are realised
•
Ensure a positive public opinion on the city's strategies to increase public safety is achieved.
Specialised Services Business Plan 2009/2010
5
3.
LEGISLATIVE IMPERATIVES:
Legal requirements for the plan:
•
The Constitution 108/1996
•
South African Police Service Amendment Act
•
Firearms Control Act 40/1995
•
Municipal Finance Management Act 53/2003
•
Criminal Procedure Act 51/77
•
Business Act. 7111991
•
Land Use Ordinance, 15/1985
•
Liquor Act, 27/1989 & Western Cape Liquor Act 412008
•
Tobacco products - R975 (29 September 2000)
•
Noise Control Regulations PN 627/1998
•
Health Regulations
•
Fire Regulations
•
Dumping By-Law
•
National Building Regulation Act 2311985
Specialised Services Business Plan 2009/2010
.......
W
-..]
c::)()
6
4.
Partners and Stakeholders in the Strategy Plan
Partners/ Stakeholders
Roles and Responsibilities
----
Corporate Finance
-
Provision of Funding and monitoring adherence to SCM Policy
-~
SAU OMF Committee
I
I Provi~cial Department
I Housing/land Use
Safety and Security
Portfolio Committee
Liaison with Metro Police, Traffic and law Enforcement, Housing, Planning,
Health, Councillors in terms of the protocol of engagement between Metro Police
and SAU
land Identification and Planning and cooperation in the combating of illegal land
use
Civilian oversight and monitoring of implementation of strategic and departmental
objectives
.....
-~
Disaster Risk
, Management
~-~
Cooperation in the environment of street people and other related challenges in
the city
-----
Declaration of members as peace officers and the verification of criminal record
status of recruits and current employees
City's legal Services
Develop a memorandum of understanding with directorate to interact on delivery
of evidence to courts in order to increase conviction rate
City of Cape Town
Metropolitan Police
w....l
~
SAPS Provincial legal
Department
r-----~
W
--~
Cooperation in all integrated crime prevention activities. Central operations.
Traffic Control and traffic By-law enforcements
I
I~City Of Cape Town
Traffic services
Cooperation in a" integrated crime prevention activities including informal trading
at intersections.
--~
Specialised Services Business Plan 2009/2010
- - -......- - . -......
-~
7
-----------------
City of Cape Town Fire
Services
Interaction in terms of integrated operations on dilapidated structures informal
settlements and city rental stock
Departmental Finance
Support
Advisory on expenditure, procurement and other administrative related activities
Supply Chain
Management
Advisory on tenders, projects, advertising, allocation of service providers
------------------
City of Cape Town Law
Enforcement services
Cooperation in By-Law Enforcement, Business Act legislation and other related
legislation and the provision of resources
City's Health Department
Assist in developing accepted norms and standards for fitness and well ness.
Assist with the drafting and implementation of programs aimed at improving
employee fitness levels
------------------
Liquor Board
Cooperation in the field of liquor enforcement and compliance. Coordinate
council objectives as it relates to the allocation and withdrawal of liquor licences.
------------------
City Of Cape Town
Housing Department
City Of Cape Town
Nature Reservation
W
QO
Q
Cooperation in the securing of City Land and the eviction of Illegal land occupants
•
------------------
City Of Cape Town
Electricity Department
Cooperation in the combating of Metal theft and the hi-jacking of vehicles.
Enforcement of the Electricity By-Law and the escorting of City Metals during
disposal phases. Investigation of theft on Council Premises
Water and Sanitation
Cooperation in the combating of theft of water pipes and other metals and
equipment belonging to the City. Investigation of theft on Council Premises
Social Development
Services
Cooperation in combating of anti social behaviour in the environment of Street
People and beggars
Specialised Services Business Plan 2009/2010
....
Cooperation in the enforcement of Housing Anti-Social Behaviour Policy and the
eviction of illegal tenants. Protection of city rental stock after eviction was
conducted. Cooperation in the maintenance of OMF on Substance Abuse.
•
8
Economic development
Cooperation in the combating of informal trading, counterfeit goods and other
related objectives
-----------
CCTV
Cooperation in the form of camera response to crime detected by the CCTV
network
Civilian Oversight
Committee
Monitoring committee on activities conducted by Specialised Services and the
aim is to ensure high standards and ethical norms during the execution of
functions
Media
Highlighting successes within the environment. Informing communities of new
strategies and products unveiled
Business Management
Cooperation in the environment of business in the City and include; informal
trading, formal business, second-hand goods etc.
---------------
Councillors
Monitoring, advising and identifying enforcement objectives and liaise with
Management in the application of resources
Sub-Councils
Monitoring activities of Specialised Services in the areas demarcated within subcouncils
.....
W
co
......
-----------
Building Inspectors
Cooperation in the combating of illegal structures used as drug outlets, including
the City's Rental Stock
Town Planning
Cooperation in the combating of illegal structures used as drug outlets, including
the City's Rental Stock
Community Police forum
Partner in the fight against crime focussed in specific communities
Rate Payers Association
Partners in the fight against crime focussed in specific communities
I
---------------
Provincial Police Metals
Theft Combating
Committee
Specialised Services Business Plan 2009/2010
Partner in the fight against metal theft meeting on a monthly basis at a SAPS
head quarters
9
5.
RESOURCES
CAPITAL BUDGET:
R
2009/2010
960,000.00
R200, 000.00
Projects: Specialised Equipment
Building Improvement
R400, 000.00
Acquisition of Dogs
R360, 000.00
Operating Budget
R26,507,969.74
Staff Compliment
Anti- Land Invasion
167
Liquor Enforcement and Compliance
11
Metals Theft
·
··
.....
W
QO
13
-----------------
Camera Response
34
Displaced Peoples Unit
19
~
Substance Abuse
Informal Trading
Dog Unit
1;4
Specialised Services Business Plan 2009/2010
10
6.
BACKLOGS AND RESOURCE CONSTRAINTS
Approval for revised Specialised Services Organogram
Resourcing of Additional Staff
Physical Exercise Programs
Incentives and awards programmes
Draft Strategy on combating of metals theft
Additional Facilities to accommodate Specialised Units and informal trading confiscations
Service Level Agreements with other stakeholders for services provided by Specialised Services
-.
W
7
ASSUMPTIONS AND RISKS
7.1
Assumptions
00
~
We assume that the public interest has increased due to the significant amount of successes we had thus
created an expectation that we are able to deliver a services.
Failure to capacitate the units optimally will result in negative feedback and loss of trust.
Specialised Services Business Plan 2009/2010
11
7.2
Risk Assessment
--------
No
Risks
Action
Res~.
1.
Inadequate ferrous metal safeguarding and
disposal
Recruitment of additional
resources. Additional funding training, equipment and
facilities. Combating of metal
theft. Investigate external
funding sources to appropriately
resource metal theft BU.
Chief: Specialised Services Rudolf Wiltshire and Joseph
Ross
2.
Inadequate proactive policing, visibility and
By-Law enforcement
Resource additional staff and
supervisory levels. Appropriate
training for 1st line supervisors
Chief: Specialised Services Rudolf Wiltshire and Joseph
Ross
-
Poor staff morale
3.
Improve staff communicationsroad shows on code of conduct,
Chief: Specialised Services Rudolf Wiltshire and Shaun
conferences, etc. Investigate
Smith
training and development
opportunities, career pathing
opportunities and development
of basic qualification for SS staff
with a vision to have a multigrade T -level
--------
....
W
iIO
Ito...:..
-----
4.
Increased constraints on budget
Establish a budget optimisation
programme. Revisit specialised
services organograms. Revisit
budget capacity
Chief: Specialised Services Rudolf Wiltshire and Nathan
Ladegourdie
5.
Human Resource capacity constraints
Investigate procurement of
additional resources to address
peaks in service delivery.
Chief: Specialised Services Rudolf Wiltshire and Georges
Felix
Specialised Services Business Plan 200912010
12
~~~~~~~~~
~
~
~
~
~
-----------------
----------------
No
Risks
Action
Res~.
6.
Ineffective Specialised Services
Recruit additional staff. Obtain
funding to support staff
recruitment. Investigate
opportunity to access more
capital budget.
Chief: Specialised Services Rudolf Wiltshire and Aldred
Charles
7.
Inadequate training provisions
Schedule the appropriate
training requirements.
Appropriate training plan be
provided at the outset of the
financial I calendar year to
accommodate specialised
services. Define and formalise
specialised services training
curriculum for new intakes.
Chief: Specialise Services Rudolf Wiltshire and Joseph
Ross
Appoint additional support staff
to assist with asset
management. Reiterate and
implement the asset
management policy. Follow
through on annual asset
verification results. Exercise
disciplinary action where
negligence is evident in the
safeguarding of assets
Chief: Specialised Services Rudolf Wiltshire and Amina
Dollie
Communication strategy be
formalised to actively improve
the image of the Safety and
security Services and related
campaigns. Appoint an
appropriate media liaison
Chief: Specialised Services Rudolf Wiltshire and Wayne
Aldridge.
-----------------
8.
Inadequate asset management
.......
~
OQ
¢.n
-----------
9.
Socio-Economic impact of inadequate
Specialised Services
Specialised Services Business Plan 2009/2010
13
-------------------
No
Risks
Action
Resl2.
person. Continue and reassess visibility strategy - focus
on high profile areas. Ensure
staff awareness on Code of
Conduct. Due diligence to
community feedback
8.
STRATEGIC ALIGNMENT TO THE lOP
•
Achieving positive results on community survey re; Positive perception on decrease in prevalence of anti-social
behaviour
•
Number of fines issued for by-law offences
......
•
Ensure pro-active policing towards land invasion
W
Ensure pro-active policing of displaced people
0':1
(Xl
•
Specialised Services Business Plan 2009/2010
14
8.1
LINK TO PROGRAMMES
•
Programme name and description:
o
Establish City Sniffer Dog Unit under Specialised Services
• Outputs that you aim to achieve
o
Capital Projects: Increase sniffer dog capacity from 6 to 20
o
Conduct Facility Improvements around dog
o
Acquire Specialised Equipment
facilities and other office facilities
........
• Strategies that will be followed to achieve programme outcome
c-......,
(X)
o
Recruitment and selection of staff for dog unit
o
Training of dog handlers
o
Training of dogs
o
Fitting of specialised equipment into dog transit vehicles
o
Resourcing of office facility for dog unit staff
o
Appointment of dedicated veterinarian for wellness of dogs
•....:z
Specialised SelVices Business Plan 2009/2010
15
•
Key projects and initiatives
o Appointment of service provider for training the dogs and dog handlers
•
Resources linked to the project
o Capital budget
o
9.
Operating budget
R960, 000. 00
R3, 830, 753.00
OBJECTIVES AND INDICATORS OF THE DEPARTMENTAL SERVICE DELIVERY AND BUDGET IMPLEMENTATION
PLAN (SDBIP)
What do you plan to do and How do you intend to achieve this: Include the Key Objectives and Indicators and targets.
Obj !ctives
Indicator(s) of
this Objective
Imp ave the quality
of Ii ~ of all
resi ents and
visit Irs in the City
by r, !ducing levels of
anti social
beh Iviour
(Add ressing by-law
offe Ices relating
anti social
beh Iviour as well as
min <r crimes)
a) Achieving
positive results on
community survey
reo Positive
perception on
decrease in
prevalence of antisocial behaviour
Target (by Sept
2009)
Target (by Dec
2009)
Target (by
March 2010)
Target (by
June 2010)
.......
~
00
00
N/A
N/A
N/A
3
Specialised Services Business Plan 2009/2010
16
---------
~----
----------
b) Number offines
issued for by-law
offences
3224
6449
9673
12899
Number of
incidences where
successful land
invasions have
been prevented
51
102
153
206
Percentage
decrease in the
number of
displaced people
occupying 5
targeted public
open spaces
2.5% reduction
5% reduction
7.5% reduction
10% reduction
---------
Ensure pro-active
policing towards
land invasion
~---
-------------
------
Ensure pro-active
policing of displaced
people
......
-----
Reduce drug related Percentage
crime with focus on
increase in the
tik (meth)
number of drug
related arrests
Ensure Proactive
Policing of Liquor
Legislation
Number of
unlicensed Liquor
Premises closed
85
171
256
e.."
342
00
~
New Target
New Target
New Target
----------------------
New Target
----
Specialised Services Business Plan 2009/2010
17
1O.
AUTHORISATION
The undersigned do hereby indicate their agreement with the contents of this document and the outcomes.
Name
Director
Executive Director
I
Signature
tie
Date
Z-ocr . 0 if·
I;
ItAtl;»
Mayco Member
11.
APPENDICES:
Appendix 1: None
.......
W
c::.=
t::>
Specialised Services Business Plan 2009/2010
18
em DJ UI'lIll'lI : lsunt Sl31uPl i SUB UA"IU
DEPARTMENTAL BUSINESS PLAN
2009/2010
DEPARTMENT
: Law Enforcement & Security
Services
Chief: Law Enforcement
& Security
: J Van Schalkwyk
.....
~
c:.c
;.......
Page 1 of 7, Dept Business Plan LE Revised (4)
1.
EXECUTIVE SUMMARY
The City has a legislative mandate to develop and implement By-Laws that will contribute to the creation of a safe and
healthy environment for its residents. Research indicates that crime increases when minor offences such as drinking in
public, aggressive begging and unauthorised dumping are not dissuaded through effective By-Law enforcement and it is
widely accepted that the quality of life of residents improves in areas where By-Laws are effectively enforced.
2.
PURPOSE AND OBJECTIVES
Vision
Cape Town as a clean and safe City free from incidence of public disorder and anti-social behaviour
Objectives and core functions of the Department
•
Target and reduce general anti-social behaviour by en~orcing the City's By-Laws.
•
Increase compliance with the City's by-laws.
•
Improved quality of life for all residents.
•
Reduction in the levels of crime and anti-social behaviour
•
Assist other departments ie; alarms, escort duties in case of emergencies.
•
Protection of Council Staff and Assets.
•
Assistance to Disaster Management in case of emergencies and disasters.
...
W
~
N
Who are our customers?
All residents of and visitors to Cape Town
Other departments within the City of Cape Town
What are their demands/expectations?
A clean and safe City free from incidence of public disorder and anti-social behaviour
Page 2 of 7. Dept Business Plan lE Revised (4)
Overarching aim of the department. Brief description of the direction and intention of the department.
To promote a clean and safe City which is free from incidence of public disorder and anti-social behaviour.
3.
Legal Requirements for the Plan
The City has a legislative mandate to develop and implement By-Laws that will contribute to the creation of a safe and
healthy environment for its residents.
In addition, National, Provincial and Local Government strategies are considered in the functioning of the Department.
These are:
•
The City of Cape Town lOP.
•
The Annual Metropolitan Police Plan.
•
The Annual Specialised Services Plan.
•
The National Crime Prevention Strategy.
•
The People Orientated, problem solving and community safety strategy of the PGWC.
.........
c:,.,."
c:.c.~
4.
~"
Partners and Stakeholders in the Strategy Plan (key stakeholders of the plan)
r-
IPartners/ Stakeholders
Roles and Responsibilities
[SAPS
Leading agency in respect of crime prevention and combatting
!Metro Police Department
Key role players in the enforcement of By-Laws and minor crimes
S
ITr.
alised Services
Key role players in the specialised Units ie; non ferrous metal theft, policing of
displaced people, substance abuse, anti land invasion, camera response,
informal trading and VIP Security
: Services
Key role players in the enforcement of all Traffic offences
- - -........... - -
-_._------
Page 3 of 7. Dept Business Plan LE Revised (4)
5.
RESOURCES
CAPEX
R 365 201
OPEX
R 175407457
Staff complement
The 226 staff members of the Law Enforcement & Security Services Departments are deployed across the 4 operational
areas of the City. These members perform a range of varied and diverse functions which include By-Law enforcement
patrols, alarm monitoring and rapid response, access control and animal. 120 are dedicated to the enforcement of by-laws,
while 106 are with the rapid response section. In addition, in excess of 80 staff are on secondment to the MPD in various
capacities. These two Departments face a continuously increasing demand to curb the high levels of anti social behavioLlr
across the city.
.......
...
~
6.
BACKLOGS AND RESOURCE CONSTRAINTS
<:.c>
The human resources of the Law Enforcement and Security Departments have diminished over the last few years since the
establishment of the Metro Police Department. The growing demand for the effective delivery of this core function
necessitate that these departments be properly capacitated.
The growing fear of crime is fuelled by the general disregard for acceptable norms in our society and in Cape Town; antisocial behaviour is the order of the day with offences like lOitering, drinking and being drunk in public, aggressive begging
and urinating in public occurring on a daily basis across the City.
The critical need for additional Law Enforcement staff will be addressed in a significant way by the recent additional budget
allocation. It is the intention to appoint an additional 27 law enforcement officers across the spectrum of this department
with these funds. The directorate is currently in the process of finalising these appointments.
This financial year we have lost several staff members due to resignations and who went to other departments. We have
completed the HR300 forms for these positions to be filled.
Page 4 of 7. Dept Business Plan LE Revised (4)
7.
ASSUMPTIONS AND RISKS
Assumptions
•
The positions provided for by the additional funding budget
be filled.
•
Metro Police Department and Specialised Services will maintain acceptable levels of By-Law enforcement.
8.
STRATEGIC ALIGNMENT TO THE lOP
8.1
Identify and describe the linkages to the strategic Focus Areas and Objectives in the lOP
•
8.2
Improve Law Enforcement (traffic policing, licensing services and general law enforcement) through more visible actions
LINK TO PROGRAMMES (Programme Layout and description linked to Directorate objective)
• Addressing the current high levels of crime and disorder
Anti-social behaviour such as drunkenness, drinking in public, riotous behaviour, urinating in public, gambling, noise
nuisances, truancy, graffiti, driving whilst under the influence of alcohol, using abusive language etc. impacts negatively on
the life of residents and creates breeding grounds for crime and disorder.
......
c:,..,.:>
• Strategies to be followed:
•
<:e>
•
Law Enforcement Services will have a clear definite focus on by-law offences and minor crimes.
•
Vigorous enforcement of the City's new By-Law Relating to Streets, Public Places and the Prevention of Nuisances
U1
Increase efficiency of the Law Enforcement Department
The human and other resources of the Law Enforcement Department have diminished over the last few years after the
establishment of the Metropolitan Police Department. The growing demand for the effective delivery of this core functions
necessitate that the department be capacitated to acceptable levels of efficiency.
Strategies to be followed:
•
Introduction of specialist training programmes
•
Re-assessment of resource allocation
Page 5 of 7. Dept Business Plan LE Revised (4)
9.
•
Appointment of additional staff
•
Filing of Posts that became vacant this Financial year
OBJECTIVES AND INDICATORS OF THE STRATEGY I OPERATIONAL PLAN
Objectives of this Plan
Indicator(s) of this
Objective
Improve the quality of life of all
residents and visitors in the City by
levels
of anti-social
reducing
by-law
behaviour
(Addressing
offences relating to anti-social
behaviour as well as minor crimes)
a) Achieving positive results
on community survey reo
perception
on
Positive
decrease in prevalence of
anti-social behaviour
b) Number of fines issued
for by-law offences
Target (by Dec
08)
Target (by
March 09)
Target (by
June 09)
N/A
N/A
N/A
Achieve score of
3 or above on 5
point Likert scale
3224
6449
9673
12899
Contribute to a cleaner City by
addressing incidents of illegal
dumping
Increase in number of
illegal dumping effectively
addressed
88
176
264
355
Reduce levels of disorder
beaches during Festive Season
Number of fines issued for
drinking in public and drunk
in public on targeted
beaches.
(Gordons Bay,
Harmony
Park
and
Monwabisi)
N/A
55
110
110
on-site
Number
of
inspections
held
at
premises
secured
by
contract Security Staff
540
on
On Site inspection to ensure that
Private Securities comply with the
City's Security Tender
10.
Target (by
Sept 08)
.-
......
~
(';.Q
~
1080
1620
2160
AUTHORISATION
Page 6 of 7. Dept Business Plan lE Revised (4)
The undersigned do hereby indicate their agreement with the contents of this document and the outcomes.
~x~cutiV
Name
R Bosman
Date
~
I(ft:iJ<C{ae/;;;s
Chief: Law Enforcement and securityl Av-(t,wl J B ~an_S_C_h_al_kw_Y_k_ _..I..-_ _ _ _ _ _ _-L--_ _ _ _ _----l
......
w
e.c
-...l
Page 7 of 7. Dept Business Plan LE Revised (4)
ClI1' OF em !filii ,ISIlEla mE"~n! $lAD ~.AmU
DEPARTMENTAL BUSINESS PLAN
2009/2010
DEPARTMENT
: Traffic Services
......
~
c:..g
CHIEF OF TRAFFIC
: H.S Thomas
SERVICES
.:)()
Page 1 of 9. Dept Business Plan Traffic Services (2)
EXECUTIVE SUMMARY
1.
The City has a legislative mandate to provide a traffic service. The traffic service is committed to improve road safety by
providing effective driving licence services and traffic enforcement.
PURPOSE AND OBJECTIVES
2
Vision
Too be the best traffic service in Africa.
Objectives and core functions of the Department
•
To contribute to the reduction of the accident rate in the City
•
To carry out traffic management effectively and efficiently in the period leading up to the 2010 World Cup and beyond.
•
To improve the response times to incidents and complaints.
•
Increased driver and pedestrian safety.
•
Improved traffic and licensing service delivery.
•
Improve visible traffic policing of public transport.
.....
w
CD
c:.o
Who are your customers?
Our customers are all the road users in the City Of Cape Town.
Page 2 of 9. Dept Business Plan Traffic Services (2)
What are their demands/expectations?
Our customers want to be safe when using public roads.
Overarching aim of the department. Brief description of the direction and intention of the department.
Too provide safe road usage in the City of Cape Town.
This will be achieved by means of the implementation of specific operational activities throughout the year which focus on
enforcement and education. Specific locations will be identified based on high accident rates and traffic enforcement plans
will be implemented to decrease accidents. To provide sustainable visible traffic patrols in identified areas to reduce
accidents. The enforcement of public transport violations, speed violations and sustained education at schools will be a
specific focus for this year.
3.
......
~
~
Legal Requirements for the Plan
National, Provincial and Local Government strategies are taken into account in determining the functioning of the
Department. These are:
•
The City of Cape Town lOP
•
The Annual Metropolitan Police Plan
•
The Road Traffic Management Corporation (RTMC) strategies
•
The National Strategic Plan for Road Safety provides strategic guidelines for traffic enforcement in co-operation
with the Road Traffic Management Corporation (RTMC) to ensure co-ordination of traffic enforcement between
the three spheres of government.
-=
Page 3 of 9. Dept BUSiness Plan Traffic Services (2)
4.
Partners and Stakeholders in the Strategy Plan (key stakeholders of the plan)
[P~~ nersl Stakeholders
I
d Traffic
lagement Corporation
MC)
Provincial Department of
Transport
5.
Roles and Responsibilities
Determination and Co-ordination of traffic enforcement strategies.
Provides transport policies and guidelines.
RESOURCES
CAPEX
R4, 264, 869.00
....
~
Q
.....
OPEX
R185, 379,114.68
Page 4 of 9. Dept Business Plan Traffic Services (2)
Personnel
The Traffic Department has an operational staff complement of 292 traffic officials who are responsible for the following:
6.
•
Traffic management at major events e.g. Two Oceans Marathon, Argus Cycle Tour, Cricket and Rugby.
•
General traffic enforcement.
•
Driving license testing.
•
The execution of warrants (Operation Reclaim, Representations and Court Section).
•
Response to incidents.
•
Highway Patrols, Public Transport enforcement, Education at schools, Vehicle removal, Speed and Video
enforcement.
RESOURCE CONSTRAINTS
~
Ira.
~
There are currently 246 Traffic Officers in the traffic enforcement section which focus on daily traffic patrols and specialised ~
enforcement. These members are supported by 19 Traffic Wardens. It should be noted that members of the Traffic
Department work a total of 3 shifts per day which means that there is a reduced deployment over specific periods of the
day. The staff complement is further reduced through staff taking annual, study and sick leave. These resources are clearly
not adequate for traffic law enforcement across the entire metropolitan area.
Critical staffing needs exist in the enforcement environment and the increase in events and the introduction of the IRT
system is going to severely impact on the small contingent of staff. It is essential that the City Of Cape Town resource this
service adequately to deal with the future challenges.
Page 5 of 9. Dept Business Plan Traffic Services (2)
7
ASSUMPTIONS AND RISKS
Assumptions
•
The positions provided for by the additional funding budget will be filled.
•
Metro Police Department will maintain its current levels of Traffic Law Enforcement
Risks
8.
8.1
8.2
•
The expectation of the road user in the City Of Cape Town will not be met due to the lack of resources.
•
The escalation of events and the introduction of the IRT system will impact on normal duties expected of the service.
......
STRATEGIC ALIGNMENT TO THE lOP
~
C)
Linkages to the strategic Focus Areas and Objectives in the IDP.
~
•
Community and youth development programmes directed at Traffic and Pedestrian safety.
•
Improved Law Enforcement (Traffic Policing, Licensing Services and General Law Enforcement) through more visible
actions.
LINK TO PROGRAMMES (Programme Layout and description linked to Directorate objective)
• Traffic and Pedestrian Safety Programme
The City will continue with the delivery of Its Traffic and Pedestrian Safety Programme which entails a team of Traffic
Officers who focus on the education of learners in regard to road safety issues. These lectures are presented at schools
Page 6 of 9. Dept Business Plan Traffic Services (2)
and training is provided in respect of correct bicycle etiquette and the registration, training and monitoring of scholar
patrols throughout the City. At least 300 visits will be made to targeted schools.
•
Addressing the culture of non-compliance on the City's roads
Effectively addressing the culture of non-compliance on the City roads is a key deliverable in respect of promoting safety
and security across the City.
Strategies to be followed:
•
The City will continue to direct resources towards the implementation national road safety strategies, including the
rOiling enforcement plan.
•
The City will work closely with partner agencies to ensure a co-ordinated approach towards road accident reduction
measures such as education and enforcement.
•
Adopting a no nonsense approach towards the general disregard for traffic rules and regulations, especially by public
transport vehicles. These include overloading and abnormal load transportation as well as offences relating to road
worthiness and licensing.
•
•
•
Speed enforcement will be expanded through technology and capacity created to deal effectively with high accident
locations.
Promoting high visibility during peak hour and conducting regular road blocks across the City with a view to deter
traffic offenders .
Increase efficiency of the Traffic and Law Enforcement Departments
The human and other resources of the Traffic Service have diminished during the last few years since the establishment of
the Metropolitan Police Department. The growing demand for the effective delivery of this core function necessitate that the
department be capacitated to acceptable levels of efficiency.
Page 7 of 9. Dept Business Plan Traffic Services (2)
......
~
Q)
~
Strategies to be followed:
•
Introduction of technology (ISERMS) to assist with effective deployment.
•
Re-assessment of resource allocation
•
Appointment of additional staff
OBJECTIVES AND INDICATORS OF THE STRATEGY I OPERATIONAL PLAN
9.
Objectives of this Plan
Indicator(s) of this
Objective
Target (by Sept
09)
Target (by
Dec 09)
Target (by
March 10)
Target (by
June 10)
Determine source
of comparative
statistics
5% reduction
5% reduction
5% reduction
------------
Increase pedestrian and road
safety.
-~~~~~~~~~
~
~
~
~
I:::>
c:.Jl
----------
Number of speed checks
conducted
180
Waiting period from
application to
appointment date.
4.5 Months
360
540
720
4.5 Months
4.5 Months
----- c---~
----------
Reduce turnaround time for
learner and driving tests.
4.5 Months
I
~~~~~~~~~
Increased number of driver tests
conducted
.....
..c::a.
-----------
Increase road safety.
~~~~~~~
Percentage Reduction of
accidents at identified
locations
Number of driver tests
conducted.
16000
32000
48000
70000
i
,
Page 8 of 9. Dept Business Plan Traffic Services (2)
10.
AUTHORISATION
The undersigned do hereby indicate their agreement with the contents of this document and the outcomes.
I
Name
ISianature
~~~-~~~
I
Executive Director
Chi:f: Traffic Department
\ ,x,.-..
I Date
I
I Gt:e1i Lult JI5
......
~
=
~
Page 9 of 9. Dept Business Plan Traffic Services (2)
r
C!IT OF
em !GIN 'ISIUU mum :StJ.8IUfSf~J
DEPARTMENTAL BUSINESS PLAN
2009/2010
DEPARTMENT
: CITY EMERGENCY SERVICES
DIRECTOR
: PADAMS
IoooiII6.
tf,':It.
=
~
Contact Person : R M Hoogbaard
Page 1 of 12. 0910 CES Departmental Business Plan 16 April 09.doc
1.
EXECUTIVE SUMMARY
City Emergency Services Department provides essential service delivery through Fire and Rescue Services, Disaster Risk
Management and the Public Emergency Communication Centre and strives to ensure a safer City of Cape Town through
proactive strategies aimed at reducing the occurrence of life-threatening/property-threatening incidents and the promotion of
cross-functional/multi-disciplinary co-ordination and co-operation during the various phases of such incidents.
PURPOSE AND SERVICE MANDATE OF DEPARTMENT
2
The Vision
The Vision of the City of Cape Town's City Emergency Services Department is to ensure a safe and secure environment
that is conducive to socio-economic development.
Functions
The City Emergency Service ensures a safer City through the functions of the following sections:
•
Fire and Rescue Service
•
Disaster Risk Management Centre
•
Public Emergency Communication Centre
•
Support Service
....c:=.......
00
City Emergency Services strive to ensure a safer City of Cape Town through proactive strategies aimed at reducing the
occurrence of life-threatening/property-threatening incidents and the promotion of cross-functional/multi-disciplinary co-
Page 2 of 12. 0910 CES Departmental Business Plan 16 April 09.doc
ordination and co-operation during the various phases of such incidents. This also entails the ongoing identification of
hazards and risks, and the development, maintenance and execution of plans and programmes to reduce such risks as well
as responding to and managing possible consequences.
Aims and Objectives
•
Creation of a safe environment through a range of disaster risk reduction initiatives
•
Vulnerable communities identified and efficient timely early warning systems established
•
Institutional DRMC capacity in place
•
Improving emergency preparedness in most vulnerable communities, especially residents of informal settlements
•
Appropriate responses by all relevant services to emergencies and disasters within the City of Cape Town
•
Effective enforcement of By-laws
•
Ensure the implementation of public safety and awareness programmes to promote safe, sustainable livelihoods and
•
dignified communities in targeted areas
.......
Ensuring 24-hour access to emergency service providers by providing 24 hour contact centre service via the 107 number
~
"-0
Customers
Customers include all vulnerable communities, those at risk of fire and floods, and other type of hazards.
Customer expectation
•
Efficient and effective service delivery and protection.
Page 3 of 12. 0910 CES Departmental Business Plan 16 April OS.doc
•
Require equitable access to emergency service providers and professional support during the process of requesting
assistance.
Overarching aim of the department
•
Fast efficient and equitable emergency response to safeguard life, property, the environment from fire and other related
emergencies.
•
Disaster risk reduction, assessment and development of pro-active disaster prevention and response plans.
•
Develop and expand the City Emergency Services Public Emergency Call Taking Centre to provide a fast and efficient
response to emergencies through implementation of a single emergency number.
.....
w::~
3.
-=
LEGISLATIVE IMPERATIVES: (if applicable)
The Department needs to comply with the following legislation.
•
Disaster Management Act, 57 of 2002
•
National Disaster Management Framework, 2005 and Regulations
•
Fire Brigade Services Act, 1987 (No.99 of 1987)
Page 4 of 12. 0910 CES Departmental Business Plan 16 April 09
4.
Partners and Stakeholders in the Strategy Plan
I:
Partnersl
, Stakeholders
Directorates /
departments / branches
I National and Provincial
Departments, Private
Sector, and NGO's
Safety & Security
Directorate
_.
Roles and Responsibilities
•
Co-ordinate all aspects of disaster risk reduction and post disaster recovery with all
line function directorates / departments / branches in CoCT.
•
Co-ordinate all aspects of disaster (including fire) risk reduction and post disaster
recovery with all National and Provincial Departments, Private Sector, and NGO's in
respect of activation within the municipal area of the City of Cape Town.
•
Reduce disaster risk and fire related incidents as well as to mitigate against the
impact of hazards in line functionary specific areas and provide post disaster
response, recovery and rehabilitation support.
•
The sharing of goals and visions for communication services with the
directorate/organisation.
Technology Providers
•
Developing local software solutions to support emergency call taking processes
Emergency Service
Providers
•
Supporting the 107 service and buying into the concept of a single number to report
emergency situations
_.
......
~
......
......
!
Page 5 of 12. 0910 CES Departmental Business Plan 16 April 09.doc
5.
RESOURCES (Financial and Staff)
CAPEX 2009/2010:
R 50 314 436.00
OPEX 2009/2010:
R 554 384 732.76
Staff complement:
1 406
6.
BACKLOGS AND RESOURCE CONSTRAINTS (if applicable)
7
ASSUMPTIONS AND RISKS (Cross-reference to Risk Register)
7.1
Assumptions
7.2
Risk Assessment
No
Risks
Action
ResR·
1
Increased constraints on
the budget.
Establish a budget optimisation programme.
All managers, with
Support Services
Manager to manage.
2
Loss of key staff.
Development, formalisation and approval of retention
policy.
All managers, with
Support Services
Manager to manage.
...,....
..-.
N
Succession planning and formalisation.
Implement ongoing scheduled or retraining of staff.
---
3
Inadequate training
including retraining.
Schedule the appropriate training requirements (Skills
gap and WSP to be revisited).
All managers, with
Support Services
Manager to manage.
-~--
Page 6 of 12. 0910 CES Departmental Business Plan 16 April 09.doc
~~-I Risks
r A~tion
IReS~p_'_ _ _ _ _ _
-I
I Additional funding to be sought for Training Instructors.
Specific and customised training material to be
sourced (SCM process as per policy)
8.
8.1
STRATEGIC ALIGNMENT TO THE lOP
Identify and describe the linkages to the strategic Focus Areas and Objectives in the IDP.
Safety and Security
The negative impact of the current level of crime in Cape Town on attracting international and national investment on the quality of
life and the retention of human capital and as well as the potential risk to the 2010 Word Cup Soccer event, is without doubt one
of, if not the most important, strategic challenge. The City's focus is on integrating the efforts of all spheres of government,
business and the public to work together to further strengthen and align the activities of law enforcement agencies, the criminal
justice system, emergency and disaster risk management services.
.....
w:a.
......
~
Page 7 of 12. 0910 CES Departmental Business Plan 16 April 09.doc
8.2
LINK TO PROGRAMMES
City Emergency Services Department provides essential service delivery through Fire and Rescue Services, Disaster Risk
Management and the Public Emergency Communication Centre.
•
Objective 1: Fast, efficient and equitable emergency responses to safeguard and protect life, property, livelihoods and
the ever increasing environment from fires and other related emergencies.
Increase the number of fire stations and their levels of staffing and equipment to provide adequate protection to the ever
increasing and expanding risk profile of the City.
......
..,....
Strategies that will be followed:
,.....
~
•
Building and refurbishment of Fire Stations
•
3 Year staffing strategy - incrementally increase staffing budget to employ, efficiently train and deploy firefighting staff to comply
with legislated minimum staffing levels
•
Procurement of vehicles and equipment
Key projects and initiatives:
•
Procurement of vehicles and equipment
Page 8 of 12, 0910 CES Departmental Business Plan 16 April 09,doc
•
Public Education and Awareness
•
Staff employment, training, deployment and development
•
Improving response times through effective utilization of planned additional resources
Resources linked to the projects:
•
Capital expenditure of R 41,4 million (vehicles, equipment, refurbishment, building of fire stations)
•
Operating expenditure of R160 Million planned over three year staffing strategy period.
Objective 2: Development of Disaster Risk Assessment and development of pro-active disaster prevention and response
plans
Undertaking comprehensive Disaster Risk Assessment and developing pro-active disaster reduction initiatives and response
plans
.....
Strategies that will be followed:
~
~
c:.n
•
Conduct risk assessment
•
Development of initiatives and plans
•
Co-ordinate activities of Municipal Disaster Management Advisory Forum as well as other Risk Reduction Forums/Structures
•
Empowerment of role players
Key projects and initiatives:
•
Risk assessment and development of specific initiatives and disaster risk management plans and programmes
Page 9 of 12. 0910 CES Departmental Business Plan 16 April 09.doc
•
Awareness programmes
•
Completing of Disaster Operations Centre
Resources linked to the project:
R3 million
Objective 3.
Develop and expand the City Emergency Services Public Emergency Call taking Centre to provide a fast
and efficient response to emergencies through the implementation of a single emergency number.
Implementation of a programme to promote
a single number for all public safety services
Strategies that will be implemented:
•
Public Education and Awareness
•
Staff Training & development
•
Systems integration
.
......
~
,(:r":iI
Key projects and initiatives:
•
Public education & awareness
Schools, Events and Library Programmes
•
Staff training & development
Page 10 of 12. 0910 CES Departmental Business Plan 16 April 09.doc
Continuous training and assessment of operational personnel
•
Systems integration
Investigation and implementation of integrated call-taking and dispatching systems
Resources linked to the projects:
•
9.
Current branch staffing capacity and budget
OBJECTIVES AND INDICATORS OF THE DEPARTMENTAL SERVICE DELIVERY AND BUDGET IMPLEMENTATION
PLAN (SDBIP)
As per annexure 1.
10.
AUTHORISATION
......
The undersigned do hereby indicate their agreement with the contents of this document and the outcomes.
..r;::.
~
-.:z
Name
Director
L~x~cutive Director
I~ayco Member
Signature
Date
IA "fI!fc..t<..
~
APPENDICES:
Page 11 of 12. 0910 CES Departmental Business Plan 16 April 09.doc
2.5
SA.1
6A,1
I
I issued for by-law
112285 (12899)
Scoreof30r
more on 5
point Likert
scale
Annually
NlA
NIA
NIA
I 5~ej~~:::e
Quarterly
3224
6449
9673
12899
I
Quarterly
51
102
153
200
I
5% increase
SA.1 I "':;::"'"....."'''' .... looliclna towards
I."".'. - -.... ,.". I
~'
196 (206)
~"~~W
same period
I
the previous
year
6A.1
i "":;,:. . . . ,.. ,""""" I policing of
SA.1 I
~~""7"''''''''
I soecific focus on
I 10% reduction
QuarlerlYJ 2 5% reduction
I related arrests made
10% increase
compared to
I same penod I
previous year
i,e, 446 arrests
Quarterly
85
8A.2
I
peggs removed. eVictions orders execuled,
structures demolished, vacant land and open
spaces and parks operations
Quarte~y
5 to 6% overall
tumover
I
I
~
7,5% reduction
10% reductIOn
171
258
342
5 to 8% overall
turnover
5 to 8% overall
turnover
5 to 8% overall turnover
5% reduction
I
15 10 8% ov"ralll
tumover
Law
......
ipeopie occupying
311 (342)
Collective Target for Specialised Services,
Enforcement and Metro Police
are being conducted to determine the
baseline. Will be monitored in terms of
perfomance in 5 selected public open spaces
staff: total terminations as % of staff
""""nplement each month, as measured over
Iprecedin 9 12 month period
a 12 month
running average). This Vltill exclude seasonal,
short term/temporary, student contracts.
~e
~
00
Corporate
$ervicss
6A,S
8A Ensuring
Percentage
enhanced service
improvement in the
31%
Corporately
(Directorate &
Departmental
targets Will
only be
delivery with
positive employee
efficient ins1itutional climate as per annual
arrangements
Quarteriy
NIA
N/A
N/A
available once
the current
Culture Climate Survey
improvement In the loyalty Index. The
Culture Climate Survey is driven on a corporate
level. Line departments are encourage to
implement corporate initiatives to improve staff
morale 8.9. Leadership development Program,
Coaching & Mentoring courses.
survey has
been
completed)
13
SA Ensuring
8M I
4
I
I
I
I
Percentage of capital
enhanced service
prOjects meeting original
I delivery with
planned
milestones
efficient institutlonal
arrangements
I
I
8A.7
15
SDI
I
I
SDI
SA Ensuring
enhanced service
Idelivery with
efficlent Institutional
arrangements
I
Percentage
improvement in Ihe time
taken to close
notifications in terms of
the Corporale Works
Management process
mobilisation of resources from a number of
New
80%
Quarte!1y
80%
80%
80%
80%
Quarterly
3% reduction on
200812009
baseline
6% reduction on
700812009
baseline
9% reduction on
200612009 baseline
12% reduction In time taken to
close notifications (measured
against the baseline)
different functions (or disciplines)
Projects In this instance to have a value
exceeding R200 000
P,ojects under R200 000 to have a minimum of
3 appropriate mifestones identified
Bulk votes to be broken down into individuat
projects and planned accordingly.
.......
Baseline to be Baseline to be
determined on determined. on
30,6,09
30,6.09
The 4 month roiling average age of aU
notJfication dosed within the preceding 4 month
period wHi be used to measure peliormance.
~
~
c::>
A
B
SFA&
Corpor
ate \
F
",
, No.
I ~~trol,
I
Quarterly
Based on
Dir/Dept.
projected cash
How
Based on Dir/Dept.1 Based on Dir/Dept.
projected cash flow projected cash flow
95%
Percentage reflacting Actual spend / Planned
Spend.
I
Quarter1y
Based on
Dir/Dept.
projected cash
flow
Based on Dir/Dept.1 Based on Dir/Dept.
projected cash flow projected cash flow
95%
Total actual to date as a percentage of the total
budget including secondary expenditure.
Percentage of Capital
cash flow,
Indigent support,
Budget spent
alternative income
opportunities, asset
and risk
management
I
8 B Management of
key financial and
governance areas
such as income
Percentage of Capital
884 I FIANANCE I control, cash flow,
Indigent support,
Budget spent
alternative income
opportunities, asset
and risk
I
management
171
88.7 I
INTERNAL
AUDIT
8 B Management of
key financial and
governance areas
suell as income
control, cash flow,
indigent support,
alternative Income
opportunities, asset
and risk
management
I
IPercenlage reduction in
the number of recurring
findings emanating from
Internal Audit
70%
QuartMy
70%
70%
70%
70%
8 B Management of
key financial and
governance areas
such as income
88.10 I FIANANCE Icontrol, cash flow,
indigen~ su~port,
alternative Income
opportunities, asset
and risk
I management
ill
taken place at the time of reporting or there will
be a percentage change / status quo if an audit
has taken place and there has been
improvement / no change respectively in the
situatIon Since the last audit.
I
Percentage annual
t
T f
100%
:~:;e::~~p'l~~ed
Approved by Chief: Specialised
Services:
_.,ro
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
Managemenl if an audit or fallaw·up hasn't
I
161
24
M
PI1!
Indical
orNa:
16 1
~
L
~~Cketa) .
883 I FIANANCE
22
K
afd '
B B Management of
key financial and
governance areas
such as income
~
H
. ·lTaraetln
Directorate SCOi'eC
ObJllctlve
G
UtllW·, ,
Quarter1y
Date:
,~
Date:
~/()'-t( ;}-:J
0%
0%
0%
100% completed by 30 June
Reflects the percentage of assets annually
verified for audit purposes,
...
~
.....
~
Adl:iew~Of3
NlA
NIA
NlA
Q!'
aoom on 5 point
LikertilOelMl
eA.1
(A(J(JrftNI,ll161 oy-taW off\!1lCM raJallng
anti, !iOtil!ll be~ as welt n
ITlInOf
--1
.,
I~OfnUmbefOri~lIIjd~1
6A.'
elT~rvefy
addre!lMd
Number of firM iaaued for drinkfng In
pubfic and d~ in public on 3
tarQeted~, (OofdOflS Bay.
eA.'
.....
om
""'"
"'"
Hl00
1620
2100
!lIl
176
,...
355
Fill~~
NlA
55
110
110
Fines ISSUed (M!f the feStMt mnon peI'Iod
=4
33Il
(355)
O"""'Y
Tarl}et tsmlecliveh.Y UWEnforeemen!, Speclllllsoed Ser¥icesar¥jMe!ro PoIIc.1I
IIf\d notle.e 10 remOlltt rubI.'M
to'l&ll'ICmM:
100(110}
HerfMny Park and M(.M'!W1!Ibisi)
:...:u:a:r I AAnuaJl'{ I
La 110
R~8t8ntiOn-ot-Skffl$ H mtliISlIred by
stet/lufl"l(Mlf
""z
.
SIoS'w.Q'NatI
\IKn<MW
Quartely
calegones
,0
""""""",,,,
Ow"'''''',, n""rt"",..., Sial'''''' I
""
,Slrllll!gies d~elopect IIpproved and ,..
ImplementatiOn or the action plan ofat;;k
.
"""
90% 01 tutfent years
IlCllOn plan,
implamerttll~and
--
Siaffing Sl.!al~ fO(
the ne.I!t finaneial
Pe!iod 0eveI0pttd and
I
QuartMly
The'1_00I.lWbIut!MloriIrtMJII'I1I111C0ffl1en1r::11hmtl""Id!t~
fafget ~a~fllj'8hQou1dbeleulh'''''''lloQfUllta4~Io!"!h.1Zmontilpe.m
DalaSouiu
SAP~eportPT64
11
!letoul~'h"J~ .. "';,jJe;auc::&I...v.,\jlW\tI'lO&~,~~rOitheorgllll1!1\1l1<m ThewSPiJlOIlitllll!Ob:~WI\nl~ttlil1l'h1gstratO!gt~" PUP'$
!lA4
Percentage !.lodge! 5pefll on
implenlC!!lllation of WSP
.
"'.
Q-
EE NSDSIIOd~$klItsPlan
Galcl.Mlloo1ol"her'OOlll.#a T"'tfparls
30%
50~
"'"
!lO%
IAI~~IO'aot1U\Q!:>iJ\l{!IJt
ISJIIiIMI<6!~oo-..f1ictl~&~~4<eea!C!JJIlle<l
Tl)elwrJfX!I/tll .. ",r::ornbooeolQPMI'tnI!~dtt'le~flI1l""ooWsPlm~tll!tGO
12
Perceruage i~ment III tne
".5
po&jtNellmpjoyeeclimateal*
In.,us! Culture C'.1imiIle SIJfV4Y
..
.
SA.
,'"
O"""'Y
NIA
N/A
"'.
80-"d'u2:
0"""'Y
~~'1
~.m
8O'4.N12
.
"'
~N12
Atorr\'Ivllll:"ppoedBl~1l'!lflUI! ~aC«poorlelP-ftwt"c;l'ImpI_~~oota/'Ulel.~
At
Deflarlm"fltM~lI\efolloWJr!gtlm'tUia_Oe$
.d~~~
'dC!phl~iI'IDeoartm.na
14
~%
Pereenlage 0/ 03 noI:iflCllltion PfUCC$!i
...7
implemented including geo-codfF'lg and
CQl"fC3poru:illnce runcoonality
15
.
po'QoCI$$lI'I1pJerr1ef1led
'-
lI'!eluding !Jf!O-COdjng
and corrnpondenat
mptOOess
imp~
(ldeotifIt:etionof
driverW'lttlir>the
au..,."
dltectorate
edoptkmaf'.
direclClfll\.
implemlrntllOOo
jHn}
~%
5O'f.
QfptOOM3
~pktrnented'
(Tramand~
fde pliyen;)
ofpr()(;O!IU
Implemented ~ '1M
C3WOOO! e«lt1"
.mhlnO~
fuIfy
operalIona4lsed
a!'td managing
~reque:st
through If1e
-eyalem)
--"'-"
".~
'"lO~" .-- Ijhe4mornt!!tII1~iMQM;iigei!ll"oi"ii~~·WIttlm'ht~4monthpe:n;a-Will1ElISE!dtu_~
of C3 notiflcal!oo
incWin9~
codingMd
--"
IUnctiomllpty
(Sl~l!Ili~
drWM!
........
N
~
Pen:entage of Ce9lnl
eo>
S~
liperrt
btaek fent
'"
."
IhI~OI'l DlflOepl.iBMftdM DirfOept
proteCle:d Cash
projeded cash
!low
"'"
.."
,.
SBMooagemetII of kay fnl!lnCiai iVl'J
g,~1.'U~_s,UCl'I
.......
a Income
tiomr'Jf, calh now, indigent supPOrt,
aIhtm~Inc<is~:·ass.etIf'v¢ern.ged~:;-:: Budglt:tpeN
17
"
,.%
%
"'"
a"""",
OiJlO~t
piajeetll4lluh
!low
limBfl!;tulltuJ.;1~IIoS-.~iieii~Qtiii*iO!-.ii~mckldioO"~ry~~!M\I(lt
BltSo:d Of! DirfO*Ptla.5~ an Dif!o.pt
,wajectild cash i profecled cash
now
I'
now
.."
-8S Maneglm'lt!l'lt 01 key lioanc:laI and
~anc •• rhl$'uch
aslncl:lme
eoolr04,ClI,hf\oow.~~,
.. 7
_."'"
altemailvelf.l(;Q4.Mopportunitles...$dIPeTCfi.lt8ge reduction in the ~ of
11M
flWlII'IIIgement
rec ....nrog finding, eml!nsilng ffom I
""It
0_""
ISO"
"""
eo"
"""
"
..... bln.pel'l:...~ot ..SlJIlf.I\'IlIllIly .... nIioo1il.,r.lIdd:~
00.10
PefcenlagemlflUo)j_IIAt~
procenc~6d
"
",...
Annually
100%~ed
l>y31 M,Jf
ll1.
,.
E
...
II
Z4
0...
2.1 . 04,. . 09
o.,~
-.:0.
~
N
W
I . - . ----- ... - ---._-...
6A.l
S&S
rate on the City roads
6A.l
To increase the
Safety and IcOmpiiance of road users
Security
in order to reduce
accidents,
M.t
To reduce the turnaround
Safety and I time be1ween applications
Security
and appointments for
leamer/drive, tests
SA. 1
Percentage reduction in accident rate
at 5 identified high accident frequency
locations
Increase the number of speed checks
Reduced turnaround lime
ro
reduction
I
Quarterly
I
New
New
New
New
New
720
I
Quarterly
I
180
360
540
720
5
4.5
4,5
4.5
4.5
4.5
48000
70000
New
I 5%
Monthly
Depends on slaff
appointments.
" " " -
Safety and
increase the number of
Number of tests conducted.
Security
driving tests.
67000
70000
Monthly
16000
32000
Depends on staff
appointments.
as measured by staff--
Traffic
Services
.......
w:::a..
l'.:,)
~
SA2
Data Source; SAP & SAP 81
Corporate
New
services
Corporate
services
8A4
Traffic
0/0
Services
survey has been
completed)
BA.5
Traffic
Services
0/0
arrangements
SOl
BA.6
Traffic
Services
%
SOl
6A7
Traffic
Services
%
86.3
Traffic
Services
FIANANCE
FINANCE
I
I
88.4
Traffic
Smvices
r
nmg m
• 5U"pun,."""'''V.
Income opportuOilies, asset and
lisk management
l~ndigen1 support, aHemati~e
Income opportunitIes. asset and
I
I
New
%
-Bas~ "on Dir/Oept.
pfOjected cash flOw
95%
rereentago of the total budge!
including secondary expenditure.
%
I...
~
l'o.:)
Q"!)
INTERNAL
AUDIT
B8.7
Traffic
Services
%
%
88_10
Approved by Chief: Traffic
::''''~~2----~:
...
App,o,", by
Date'_m..~ ..
~
<O.,._~"
.................
~"
.. ..
__ _
....
~
a....l
A
B
l
J
C
I
D
I
E
F
I
G
I
H
I
I
J
I
K
I
L
M
2009 I 2010 CITY EMERGENCY SERVICES DEPARTMENT SCBIP
ALIGNMENT TO lOP
S
I!
TARGETS
~
2
SFA&
Corporate
Directorate
Scorecard
Objective
Indicator No.
No.
...C...
Objective
..J
....9.5
Indicator
(To Include unifofmeasure)
Baseline
08109
(Target In brackets)
~
Annual Target
(by June 2010)
...,.""
...e
31 Dec 2009
..
Ensure the implementation Number of public safety and
awareness sessions in targeted at-risk
01 Public Education and
Awareness Programmes populations
10 promote sale,
sustainable livelihoods
and livable / dignified
Foster a safe and secure
environment
-----
Total: 520
Fire & Rescue: 200
DRM: 200
PECC: 120
Quarterly
F&R:60
DRM: 50
PECC: 30
Disaster Management
Plan as per
Completion of 2010
statutory
FIFAWC DRM Plan
reqUirements
completed and
approved
F&R: 120
DRM: 100
PECC: 60
.CES
Increase the efficiency of # Operational fir" fighting vehiCles
replaced
the Fire and Rescue
Service through improved
response times and
equitable service delivery.
I"crease the efficiency 01
Ihe Fire and Rescue
Service through improved
response times and
equitable service delivery.
2
5
Quarterly
30%
--------
Quarterly
7
Quartel1y
-----
CES
tncrease the efficiency of % Response times for fire and other
emergency incidents within 14 minutes
the Fire and Rescue
Service through improved from call receipt up to amval.
response times and
equitable service delivery.
8
0
0
73%
Compulsary indicator on Corporate
Scorecard
100%
70%
---
2
0
0
0
Dependant on approved budget.
- - ------
2
0
-----
76%
Quarteny
76%
76%
76%
76%
60%
80%
80%
80%
-----
CES
CES
% 01 agents providing service within
Ensure 24-access to
emergency services by
the framework of Idenbfied
providing a single contact performance assessment cnleria
point via PECC (107).
(centre standard 90%)
On
75%
80'%
Quarterly
Dependant on approved
..
N
00
9
68%
70%
Quarteny
70%
10
Corporate
Services
8A Ensuring enhanced
service delivery With
efficient insmulional
arrangements
RetenJlon of Skills as measured by
staff turnover
budget
---
% Calls an-swered WIthin 20 seconds
Ensure 24-access to
emergency services by
providing a single contact
point via PECC (1
-----
----
.-
2
3
F&R: 200
DRM: 200
PECC: 120
1-----
---
1/ Fire Stallons refurbished
F&R: 160
DRM: 150
PECC:90
1-----
---~
CES
6
480
---
Percentage adherence to the
implementation of Disaster Plans
according to legislative requirements
CES
5
30 June 201.0
.
3
r-±- 1----
31 March 2010
..
..J
CES
General Comments
..
ao Sept 2009
5 to 8% overall
turnover
5 to 8% overall
turnover
Quarterly
11
Page 1
70%
r.:-:---
5 to B% overall
turnover
70%
70%
---- --;;--
5 108% overall
tumover
------- --5 to 8% overall
turnover
All staff: total terminations as % of staff
comptement each month, as measured
over the preceding 12 month period (i.e. a
12 month running average). This will
exclude seasonal, short termltemporary,
student contracts.
0910 SDBIP CES DIRDEPT 16 March 09 verbis
B
A
SFA&
Corporate
Directorate
Scorecard
Objective
Indicator No.
No.
C
..,is.,
.
D
Objective
..J
E
F
G
Indicator
(To include unit of measure)
Baseline
08109
(Target In brackets)
Annual Target
(by June 2010)
H
K
General Comments
30 Sept 2009
31 Dec 2009
'"j
8 to 12% within
8 to 12% within
skilled categories skilled categories
Quarteny
..
-
SA Ensuring enhanced
service delivery with
efficient institutional
anangements
,; 4% average for the
period 1 July 2009 to
30 June 2010
Staff availability as measure by %
absenteeism
13
------
14
Corporate
Service!3
8A Ensuring enhanced
service delivery with
efficienl insmutional
arrangements
Percentage budget spent on
implementation of WSP
8A Ensuring enhanced
service delivery with
elflcieol institutional
anangements
Percentage imprcvement in Ihe
positive employee climate as per
annual Culture Climate Survey
.~~~
90%
-10%-
-----
31 %~Coiporately
(Directorate &
Departmental targets
will only be available
once the current
survey has been
completed)
N/A
SA Ensuring enhanced
service delivery with
efficient institutional
arrangements
~ _.
SOl
501
80%
Percentage of capital projects meeting
original planned milestones
New
----
SA.7
30%
.
..
I arget - at any polnlln time, me
8 to 12% within
8 to 12% within
skilled categories skilled categories organisalionldirectorate/depar1ment shoutd
have a staff tumover % for the preceding
12 months which falls within the target of
4%-8%.
Scarce Skills: as for the above. but limited
to the following EE categories: Legislators
& senior managers, Professionals,
Technicians and olher professionals. In
Ihis case the target parameters are 8% 12%
N/A
,; 4% average for All line managers must manage
the p"riod 1 July employees' time and aUendance with a
2009 to 30 June view to reducing unplanned absenteeism te
2014
below 4% (~%).
In so doing managers must apply policy,
monitor and evaluate employees'
aHendance and absence trends and take
remediat action where required in lenms of
··600/;
- r··
I.""h nnll",
90%
A Wor1<;ptace Skills Plan Is a document thai
ouOines the planned education. training &
development interventions for the
organisation. The WSP shoutd be aligned
with the staffing strategy, lOP, PDP's, EE •
NSDS and Sector Skills Plan.
NIA
N/A
31 % Corporately
(Directorate &
Depar1mental
targets will only be
available once
the current survey
has been
completed)
I he Loyal\ylndex measurement comprises
12 "Touch Points' as an indicator of how
well the City is doing in relation to the
Quarte~y
Corporate
Services
15
8A.6
----
30 June 2010
Quarteriy
.~~-
SA.5
N/A
NIA
Quarteriy
New
SA.3
8AA
31 March 2010
.
8 to 12% within skilled
categories
8A.2
8A Ensuring enhanced
service delivery wijh
efficient institutional
arrangements
M
.,."
!
3
12
L
01>
II-
S
J
I
"c:
80%
-----b··
Percentage~improvement in the time Baseline to be
Baseline to be
taken to close notifications In lenns of detenmined on 30.B.09 detenmined on 30_6.09
the Corporale Worns Management
process
-8i5%·~
.~-
80%
r---SO%~-~
Quarterly
Quartel1y
3% reduction on
20Q8I2oo9
baseline
6% reduction on
200812009
baseline
9% reduction on
200S12009
baseline
12% redUCtion in
time taken to
close notifications
(measured
against the
baseline)
management of its human resources. The
interventions put in place to address
concems raised as a result of the last
survey shOUld renect a % improvement in
the 4 key "Touch Points' which were
identified of having the biggest impact on
the staff ioyaUy index. This improvement
should cascade into a % improvement in
the Loyalty Index. The Culture Climate
Survey is driven on a corporate level. Line
departments are encourage to implement
corporate initiatives to improve staff morale
e.g. leadership development Program,
Coaching & Mentoring courses.
A capital project is a planned temporary
task undertaken to create a unique product
within a fixed time scale (usually over one
or more financial years) and budget
involving the mobilisation of resources from
a number of different functions (or
disciplines).
Projects in this instance to have a value
exceeding R200 000.
Projects under R200 000 to have a
minimum of 3 appropriate milestones
identified.
The 4 month rolling average al
notification closed within the p,
month period will be used to m
perfonmance.
17
tQ
Page 2
0910 SDBIP CES DIRDEPT 16 March 09 verbl
I
8B.3
181
I
_L
89.4
191
FIANANCE
8 B Management of key
Percentage of CapHal Budget spent
financial and governance
area. such as income
lcontrol, cash flow, indigent
support, alternative
income opportunities,
1
FINANCE
I
201
8B.10
Percentage reduction in the number of
financial and governance recurring findings emanating from
Internal Audit
areas such as income
INTERNAL
AUDIT
conlrol, cash flow, indigent
support, alternative
Iincome opportunities,
Based on
Dir/Dept.
flow
....
70%
I
FINANCE
Percentage ann'ual asset verification
8 B Management of key
financial and governance process completed
areas such as income
control, cash flow, indigent
Isupport, altemative
income opportunities.
asset and risk
management
I
""",..J""-
8 B Management of key
Percentage of Operating Budget spent
financial and governance
areas such as income
Icontrol, cash flow, indigent
support, aHernative
income opportunities,
8 B Management of key
8B.7
Quartel1y
Based on
Dir/Dept.
projected cash
flow
Quarter1y
100%
70%
Based on
DirlDep\.
projected cash
flow
95%
Based on
Dir/Dep\.
projected cash
flow
Based on
Dir/Dept.
projected cash
flow
95%
TotBTaclualto date as a percentage of the
total budget including secondary
expenditure.
70%
70%
70%
lit is the reporting and monltoling of the
reduction (in percentage) of the findings of
audit follow·ups perfomled in the quarter.
The liming for corrective action
implementation is normally provided by
line.
Percentage reflecting Aclual spend /
Planned Spend.
I
I
0%
Quarterly
~'"
I
Based on
Dir/Dept.
projected cash
flow
0%
r
0%
····'100% completed Reflects the percentage of assels annually
by 30 June
verified for audit purposes.
21
22
23
24
25
26
27
28
29
I!...~_fl!::::'...~. . . .tl!J_d.II:1.!.....:::Jj(f; ~~
Date: .. -.. ".rf~?... _
. l9... .l.f:. . . ~.:~. ~. ~.f. . .7fB."""
Approved by Director:
Approved by ED:
__..
....Dl.!:::.I.~Q
.............J~':!~ ....~
?3.1.l:iIfl. . . . . d:J1ZL. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Date: ...........
30
31
32 • Note: Key Operational Indicators as identified by Corporate has been included as from row 11.
33
......
w::...
C,.t.)
c::;::'
PRnQ
~
00'10 Ct"'lOIO I"'CC t'lIOf'"\C'r"rT .fa .......,...'"' nn .".........1_