768
REPORT To EXECUTIVE MAYOR
17 JUNE 2009
"" "' "" TO" ' """. ",,"API
I " ....
I~'"
I
iii]
Me 42/06/09
1
ITEM NUMBER:
2
SUBMISSION OF THE (i) DIRECTORATE: SERVICE DELIVERY
INTEGRATION (2) INFORMATION SYSTEMS & TECHNOLOGY AND
(3) INTEGRATED DEVELOPMENT PLAN DEPARTMENTS' 200912010
SERVICE DELIVERY AND BUDGET IPLEMENTATION PLANS AND
BUSINESS PLANS
UKUNGENISWA KWEZICWANGCISO {1)ZONIKEZELO NGEENKONZO
OLUHLANGENEYO ZECANDELO LOLAWULO : (2) ISICWANGCISO
SEENKQUBO ZOLWAZI NOBUCHWEPHESHE KUNYE
(3) NEZICWANGCISO ZOPHUHLlSO OLUHLANGANISIWEYO ZESEBE
ZONYAKA-MALI KA-2009/2010 NEZICWANGCISO ZONIKEZELO
NGEENKONZO NEZOKUMISELWA KOHLAHLO-LWABIWO-MALI
NEZICWANGCISO ZOSHISHINO
VOORLEGGING VAN DIE: (1) DIREKTORAAT DIENSLEWERINGSINTEGRASIE (2) DEPARTEMENT INLIGTINGSTELSELS EN - TEGNOLOGIE
EN (3) DEPARTEMENT GEiNTEGREERDE ONTWIKKELlNGSBEPLAN SE
DIENSLEWERINGS-EN-BEGROTINGSIMPLEMENTERINGSPLANNE EN
SAKEPLANNE VIR 2009/2010
LSU8950
3
RECOMMENDATION FROM THE CORPORATE SERVICES & HUMAN
RESOURCES PORTFOLIO COMMITrEE: 2 JUNE 2009 (CORHR 08/06/09)
RECOMMENDED that the final 2009/2010 Service Delivery and Budget
Implementation Plans and Business Plans for the Service Delivery Integration
Directorate, Information Systems & Technology Department and the Integrated
Development Plan/Organisational Performance Management Department, BE
APPROVED.
ISINDULULO ESIVELA KWIKOMITI YESEBE LEMICIMBI YEENKONZO
ZEZIKO NEMICIMBI YEZABASEBENZI : 2 JUNI 2009 (CORHR 08/06/09)
KUNDULULWE ukuba MAZAMKELWE iZicwangciso zokugqibela zoNikezelo
ngeeNkonzo zoNyaka-mali ka-2009/2010 kunye neZicwangciso zokuMiselwa
koHlahlo-lwabiwo-mali
neZicwangciso
zoShishino
zeCandelo
loLawulo
REF TO MAYeo: OCT 2006
......
r
769
loNikezelo ngeeNkonzo ngokuHlangeneyo, iSebe elijongene neeNkqubo zoLwazi
nobuChwepheshe kunye neSebe elijongene neZicwangciso zoLawulo IweNdlela
yokuSebenza kweZiko.
AANBEVELING VAN DIE PORTEFEULJEKOMITEE OOR KORPORATIEWE
DIENSTE EN MENS LIKE HULPBRONNE : 2 JUNIE 2009 (CORHR 08/06/09)
AANBEVEEL dat die finale dienslewerings-en-begrotingsimplementeringsplanne
en
sakeplanne vir 2009/2010 ten
opsigte
van
die
direktoraat
diensleweringsintegrasie, departement inligtingstelsels en -tegnologie en
departement ge'(ntegreerde ontwikkelingsplan/organisatoriese prestasiebestuur
GOEDGEKEUR WORD.
REF TO MAYCO: OCT 2006
,~t
...
770
REPORT To CORPORATE SERVICES AND HUMAN
RESOURCES PORTFOLIO COMMITTEE
MAYCO
CITY OF CAFE TOWN IISIXEKO SASElAPA I STAD KAAPSTAD
1.
ITEM NUMBER:
2.
SUBJECT
CORHR 08/06/09
SUBMISSION
OF THE
(1)
DIRECTORATE:
SERVICE
DELIVERY
INTEGRATION (SDI), (2) INFORMATION SYSTEMS & TECHNOLOGY (IS&T)
AND
(3)
INTEGRATED
DEVELOPMENT
PLAN/ORGANISATIONAL
PERFORMANCE MANAGEMENT (IDP/OPM) DEPARTMENTS' FINAL 2009/10
SERVICE
DELIVERY
AND
BUDGET
IMPLEMENTATION
PLAN
INFORMATION PACKS FOR CONSIDERATION AND RECOMMENDATION BY
THE COMMITTEE
2.
ISIHLOKO
UKUNGENISWA (1) KWICANDELO LOLAWULO: KOXWEBHU LOLWAZI
LWESICWANGCISO SONIKEZELO NGEENKONZO OLUHLANGANISIWEYO
(SDI), (2) ISICWANGCISO SEENKQUBO ZOLWAZI NOBUCHWEPHESHE
KUNYE
(3)
NESICWANGCISO
ESIHLANGANISIWEYO
(IS& T)
SOPHUHLlSOIlSICWANGCISO SAMASEBE SOLAWULO LWEMISEBENZI
KWIZIKO (IDP/OPM) NESICWANGCISO SOKUNIKEZELWA KWEENKONZO
NOKUMISELWA
KOHLAHLO-LWABIWO-MALI
KA-2008/09
UKUZE
ZIQWALASELWE YAYE KWENZIWE ISINDULULO NGAZO YIKOMITI
2.
ONDERWERP
VAN
DIE
(1)
DIREKTORAAT
VOORLEGGING
DIENSLEWERINGSINTEGRASIE
(SDI),
(2)
DEPARTEMENTE
INLIGTINGSTELSELS & -TEGNOLOGIE (IS&T) EN (3) GE'iNTEGREERDEONTWIKKELINGSPLAN/ORGANISATORIESE-PRESTASIEBESTUUR
(IDP/OPM) SE INLIGTINGSPAKKET OOR HUL FINALE DIENSLEWERINGSEN-BEGROTINGSIMPLEMENTERINGSPLANNE
VIR
2008/2009
VIR
OORWEGING EN AANBEVELING DEUR DIE KOMITEE
3.
PURPOSE
To submit to the Portfolio Committee for their consideration and recommendation,
the final 2009/2010 SDBIP information pack which contains the:
• SDI Directorate SDBIP
1ST IDP Draft SDBIP BP 0910.doc
[Template updated Feb 2009]
Page 1 of 6
"f'. .
Ii • •
•
•
f •
•
H~
771
IS&T and IDP/OPM Departmental Business Plans - narrative; and
IS&T and IDP/OPM 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
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 Le.
•
•
•
•
•
•
•
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 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, which will be served before Council on 27 May 2009, and are an
elaboration of the Five Year Corporate Scorecard contained in the IDP. The
Departmental Business Plans provides the narrative to understanding the
SDBIPs.
The purpose of this report is to submit the 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, Band C. The electronic versions will be placed
on the city website at www.capetown.gov.za/idp after it has been noted by
Council.
1ST IDP Draft SDBIP BP 0910.doc
[Template updated Feb 20091
Page 2 of 6
.' ..
~'
.
772
7.
RECOMMENDATIONS (LSU 6649)
7.1.
That the Portfolio Committee consider and make recommendations to the
Executive Mayor on the contents of the (1) Directorate Service Delivery
Integration's Service Delivery and Budget Implementation Plan (SDBIP) as well
as the (2) Information Systems and Technology (IS&T) and (3) Integrated
Development Plan/Organisational Performance Management (IDP/OPM)
Departments final 2009/2010 Service Delivery and Budget Implementation Plan
information packs.
7.2.
That the Mayoral Committee approves the final 2009/2010 Service Delivery and
Budget Implementation Plans and Business Plans.
7.3
That Council notes the 2009/2010 Directorate Service Delivery and Budget
Implementation Plans and Business Plans.
7.
ISINDULULO
7.1.
Ukuba iKomiti yeMicimbi yeSebe mayiqwalasele yaye mayenze izindululo
kuSodolophu weSigqeba ngomxholo woxwebhu lolwazi (1) IweSicwangciso
soNikezelo ngeeNkonzo oluHlanganisiweyo seCandelo loLawulo kunye
neSicwangciso soNikezelo ngeeNkonzo nokuMiselwa koHlahlo-lwabiwo-mali
(SDBIP) ngokunjalo (2) neSicwangciso seeNkqubo zoLwazi noBuchwepheshe
(lS& T) kunye (3) neSicwangciso esiHlanganisiweyo soPhuhliso/iSicwangciso
samaSebe soLawulo IweMisebenzi kwiZiko (IDP/OPM) neSicwangciso
sokuNikezelwa kweeNkonzo nokuMiselwa koHlahlo-lwabiwo-mali ka-2009/2010.
7.2
Ukuba iKomiti kaSodolophu/yoLawulo mayiphumeze uNikezelo IweeNkonzo
lowama-2009/2010
neziCwangciso
zokuMiselwa
IweCandelo
loLawulo
kweBhajethi kunye neziCwangciso zoShishino.
7.3
Ukuba iBhunga maliqaphele uNikezelo IweeNkonzo IweCandelo loLawulo
lowama-2009/2010
neziCwangciso
zokuMiselwa
kweBhajethi
kunye
neziCwangciso zoShishino.
7.
AANBEVELING
7.1.
Oat die portefeuljekomitee oorweging skenk aan en aanbevelings doen by die
uitvoerende burgemeester oor die inhoud van die (1) direktoraat
diensleweringsintegrasie
se pak inligting oor sy dienslewerings-enbegrotingsimplementeringsplan
(SDBIP)
asook die departemente
(2)
inligtingstelsels
en
-tegnologie
(IS& T)
en
(3)
ge"integreerdeontwikkelingsplan/organisatoriese-prestasiebestuur (IDP/OPM) se inligtingspak
oor hul finale 2009/201 O-dienslewerings-en-beg rotingsimplementeringsplanne.
1ST lOP Draft SDBIP BP 0910.doc
[Template updated Feb 2009)
Page 30f6
• • t
, • ,
773
7.2.
Dat
die
burgemeesterskomitee
die
diensleweringsen
begrotingsimplementeringsplanne en sakeplanne van direktorate vir 2009/2010
goedkeur.
7.3
Dat
die
raad
kennis
neem
van
die
diensleweringsen
begrotingsimplementeringsplanne en sakeplanne van direktorate vir 2009/2010.
8.
DISCUSSION/CONTENTS
8.1.
Constitutional and Policy Implications
The process is d riven by leg islation.
8.2.
Environmental implications
Does your report result in any of the following:
No
rgJ
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?
0
Loss of or negative impact on the city's
heritage, cultural and scenic resources?
0
0
Development or any construction within
500m of the coastline?
0
Does your activity comply with the National Environmental Management Act (NEMA)?
(mark by clicking on the tick box)
Yes
0
No
o
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)
Biodiversity Strategy and
Biodiversity Network
Environmental Education
and Training Strategy
Integrated Waste
Management Strategy
0
0
0
Coastal Zone
Management Strategy
Heritage Management
Strategy
I nvasive Species Strategy
0
Energy and Climate
Change Strategy
Air Quality
Management Plan
0
0
0
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?
1ST lOP Draft SDBIP BP 0910.doc
[Template updated Feb 2009]
Negatively impact on Cape Town's
unique environmental assets?
0
Page 4 of 6
.... , ..
8.3.
774
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
f8:I
Yes
0
Risk Implications
Does this report and/or its recommendations expose the City to any risk? (Le. does it
have any adverse influence on service delivery?)
No
Yes
8.6.
f8:I
0
Other Services Consulted
All relevant Directorates
1ST lOP Draft SDBIP BP 0910.doc
[Template updated Feb 2009]
Page 5 of 6
ANNEXURES
Annexure A: SOl Directorate Service Delivery and Budget Implementation Plan
Annexure 8: Part1:
IDP/OPM
Department
Implementation Plan and
Part 2:
Annexure C: Part1:
Part 2:
Service
Delivery
and
Budget
IDP/OPM Department Business Plan
IS&T Department Service Delivery and Budget Implementation
Plan and
IS&T Department Business Plan
FOR FURTHER DETAILS CONTACT:
NAME
CONTACT NUMBERS
IE-MAIL ADDRESS
DIRECTORA TE
FILE REF No
Andre Sfelzner-/S& T 1 Martin Van Oer Merwe - IDPIOPM
0849099284
1 0849009972
ASfelzner@capefown.gov.zaIMVanderMerwe@capefown.gov.za
IS&T
1
10PIOPM
. SOl 511111415
[B'
LEGAL COMPLIANCE
o
REPORT COMPLIANT WITH THE PROVISIONS OF
COUNCIL'S DELEGATIONS, POLICIES, BY-LAws
AND ALL LEGISLATION RELATING TO THE MATTER
UNDER CONSIDERATION.
NON-COMPLIANT
COMMENT:
DATE
Comment:
DATE
~ "1/0f/4:;,_ _ _ __
1ST IDP Draft SDBIP BP 0910.doc
[T emp/ate updated Feb 2009]
Page 6 of 6
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.Quartsr Ending Quartsr Ending Quarter Ending Quartsr Ending
30Sept200931 Dec 09
March 2010
General Comments
30 June 2010
21
Is~'~~""'~'"
erv cas
I
SDI
Economic
Growth and
Development
....,' '-11. ...';." ............ ,
economyglobally
to grow and
become
competitive.
I~~-'
. - .-.. "
World Cup in accordance
with FIFA's requirements
............
1f"V''''''''
Programme (EPWP), to
contribute to the reduction of
poverty and unemployment
..
--J--~"
Number of jobs
crealed.
12000
12000
- - _ .. -
completed by Dec
2009
100% of Stadium
completed
programmes of the City's 2010
(:lusiness Plan
%
objectives.
%
%
I'
I
v':':_~v
......v..
Detailed 2010
Transport
Operational Plan
00% complete.
Quarterly
3000
8000
Quarterly
80%
of stadium
completed
measured ito
actual
construction.
100%
of stadium
completed
measured ito
aclual
construction.
Quarterly
20%
of the Golf
Course
reconfigured.
50%
of the Golf
Course
reconfigured _
Quarterly
13000
18000
Actual construction to be
completed by 14 Dec 2009.
Fitting out and preparation of
stadium for 2010 FIFA WC to be
completed from Jan May 2010
80%
of the Golf
Course
reconfigured.
Detailed 2010
Detailed 2010
Detailed 2010
Detailed 2010
Transport
Transport
Transport
Transport
Operational Plan Operational Plan Operational Plan Operational Plan
80% complete.
90% complete.
95% complete. 100% complete. I
-Implement and
prepare detailed
operating ptans
for 2010 footprint:
100% complele
%
Percentage
compliance with
all otherworl<
streams in the
2010 Business
Plan: 100%
%
Quarterly
Quarterly
100%
of the Golf
Course
reconfigured.
Implement and
Implement and
Implement and
prepare detailed prepare detailed prepare detailed
operating plans operating plans operaling plans
for 2010
for 2010
lor 2010
footprint: 80%
footprint: 90%
footprint: 95%
complete
complete
complete
Percentage
compliance with
all olherworl<
streams in the
2010 Business
Plan: 80%
Percentage
compliance with
all otherwor1<
streams in the
2010 Business
Plan: 90%
Eleclliclly
reinforcement
90% completed
Electricity
reinforcement
100% completed
Plan completed
and approved by
NIA
,..".. ".,'" I
•
Implement and
operating plans
for 2010
footprint: 100%
complete
Percentage
compliance wtth
ali otherwor1<
streams in the
2010 Business
Plan: 95%
Percentage
compliance with
all otherwor1<
streams in Ihe
2010 Business
Plan: 100%
NIA
NIA
-.J
"""'-l
-..l
------
Electricity
reinforcement
00% completed
%
Good
Governance and
Regulatory
Reform
SDI
%
IDP/OPM
I
Plan completed Plan completed and
and approved
approved by
Council
Quarterly
Annual
Council
priorities
Page 1
SOl DRAFT DIRECTORATE SDBIP 0910.xls
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Link to
lOP
Focus Area
is
Gooo and
Governance
Regulatory
Refonm
I
c..
E
1:
.,
.,
I
IDP/OPM
developing a 5 Year Plan
Adherence to 2009/10 IDP
(lOP) and Annual Review of
tl1. Plan
process plan
I
Good
SOl
Faol.!at. the process of
developing an IDP
implementatIon plan (SDBIP
IOP/OPM
Good
SOl
I
completion of 2010111 SDBIP
y"
Facilitate the implementation
of an IndIVidual (S57) PM
IDP/OPM
%
I
,
,~~.
" ~_",re
plans' developed
system
-
----
Com~etion of 08109 Annual
100'Yo Public
hearing process
completed - Draf!
IDP to Council by
31 May 2010
100%
implementation
%
I ,.
um sr
09110 SDBIP
completed
Quarterly
General Comments
I
10111 SDBIP
completed
13
Quarterly
13
25%
Organisation
capacded to
complete SDBIPs
Annual
IS&T
:~
I
Implement Phase 1 of
Broad Band Project
8~2
Enhance service
delivery through
alternative service
delivery rnechanisms
I
Project inplemented and
operational
Establish IT Governance
Structure to ensure maximum
relurn from ICT for the City
Council by 31 May
2010
75%
50%
10/11 Draft
Corporate
Scorecard
completed
N/A
13
Public hearing
DrafllDP
submItted to
Council by end
March201Q
process completed
100%
Final SOBIP
completed and
signed oft by the
Executive Mayor
10111 Directorate
and Departmental
SD81Psand
Business Plans
completed
I
I
NIA
13
-----
c/o
100%
Annual
100°/"
250/0
Rrst draft 08/09 of
report compiled
----
Good
Governance and
Regulatory
Refonm
I
100%
-,5%
50%
2009/10 Public
participation
25%
----
Report
SDI
I
0
FacilItate the process of
SOl
I
Ending Quarter Ending Quarter Ending Quarter Ending
30 Sept 2009
31 Dac 09
March 2010
30 June 2010
Q.
Iag~~,~t.~~~:rlY
'"
I
~.~.~"
% progress
against quarterly
milestones
New
I
New
Page 2
Infrastructure
Operational
Model
implemented
I
Quarterly
Quarterly
I
75%
Finalisation of ISubmission of
08/09 Annual j\..rVUlll.,;n
Report
I
I
•
~~~-
All Contracts
awarded and
contractors on
site
ICT Governance
structure
<.Ieveloped
2010
Project plan is
requirements are
being adhered to
on track
Implement
revised ICT
Govemance
Structure
Project plan
achieved
....a
......,
~
OD Tender awarded on 24 Nov
;!O08~ Resolution SCMB
98/11108
SOl ORAFT DIRECTORATE SOBIP 0910~xls
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c
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g
I
~..
~
Focus Area
I
Quarter Ending Quarter Ending Quarter Ending
31 Oec 09
March 2010
30 June 2010
General Comments
5 to 8% overall
turnover
Good
I
of Skills as measured
Govemance and CORPORATE
Regulatory
SERVICES
Reform
%
New
to 12 % within
r.::.tpnnnp'g I ~killAri categories skilled categories
I
Good
Governance and
Regulatory
Reform
CORPORATE I
Alt SOl
Iservice delivery with
. SERVICES
DEPARTMENTS efficientinstitutionai
service delivery w~h
All SOl
CORPORATE
DEPARTMENTS efficient institutional
SERVICES
arrangements
I
I
ISA
Good
Ensuring enhanced
All SOl
service delivery with
Governance and CORPORATE
Regulatory
SERVICES
DEPARTMENTS efficient institutional
Reform
arrangements
Good and
Governance
Regulatory
Reform
I
SA Ensuring enhanced
SOl
All
service delivery with
efficient institutional
arrangements
ISla!! availability as measure by
% absenteeism
I
Percentage budget spent on
implementation of WSP
I
Percentage improvement in the
positive employee climate as
per annual Culture Climate
Survey
I
Percentage improvement in the
time taken to close notifications
in terms of the Corporate
Works Management process
%
New
90%
Quarterly
10%
30%
60%
90%
%
90%
90%
Quarterly
10%
30%
60%
90%
Annually
NIA
NIA
NIA
targets will only
be available
once the current
survey ha. been
completed)
I
I
31 % Corporately
(Directorate &
I
%
I
Departmental
largets will only
be available
once the current
survey has been
completed)
New
Departmental
12% reduction in
I
time taken to
clOllC notifications
(measured
against the
baseline)
%
Page 3
Quarterly
3% reduction on 6% red uetion on
2008/2009
200812009
baseline
baseline
9% reduction on
200812009
baseline
I
-...J
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12% reduction in
time taken to
The 4 month rOiling average age
close
of all notification closed within
notifications
the preceding 4 month period
(measured
be used to measure
against the
performance,
baseline)
SOl DRAFT DIRECTORATE SDBIP 0910.xls
i
Link to
lOP
Focus Ar&a
!
i
is
~
SDI
All
regulatory
SA Ensuring enhanced
service delivery with
efficient institutional
arrangements
Percentage of capital projects
meeting original planned
milestones
%
New
80%
Quarterly
Percentage of Capital Budget
spent
%
95%
95%
Quarte~y
of key
and governance
areas such as income
control, cash now, indigent
B Good
governance and
j
regulatory reform
ISUPPort, alternative
SDI
All
I
Quarter I;ndlng Quarter Ending Quarter Ending
31 Dec 09
March 2010
30 June 2010
~
8 Good
governance and
I
~
Income opportunities,
asset and risk
management.
80%
Based on
Dlr/Dept
projected cash
flow
80%
I
projected cash
flOW
80%
G,meral Commenl$
80%
I
prOjected cash
How
I
projected cash
flow
-....J
00
'Q'I
financial and governance
areas such as income
;ash How, indigent
B Good
governance and
regulatory refo!1l1
I
I--
n -", alternative
income opportunities,
asset and risk
Percentage of Operating
Budget spent
%
98%
Page 4
98%
Quarterly
Based on
Dir/Depl.
projected cash
Iprojected cash
Iprojected cash
loroiected cash
SDI DRAFT DIRECTORATE SDBIP 0910.xls
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$
;;
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~
Focus Area
8 Good
governance and
regulatory reform
.'"
30 SepU009
a.
is
0
SDI
All
I
I
I
Quarter Ending Quarter Ending Quarter Ending I
31 Dec 09
.March 2010
30 JUM 2010
18B. Management of key
financial and govemance
areas such as income
control, cash flow, indigent
support, alternative
income opportunities,
asset and risk
management.
I
Pe~entage reduction in the
number of recunling findings
emanating from Internal Audit
%
100%
70%
Quarterly
70%
70%
70%
70%
General Comments
It Is the reporting and monitOring
oflhe reduction (in percent.'ge)
of the findings of audit follow-ups
performed in the quarter.
The liming for corrective action
implementation is nonnally
provided by line.
Audits I follow-ups will always
only take place after agreed
implementation dates of
corrective aclion. It will either be
'Not Applicable' to Management
if an audit or follow-up hasn't
taken place at the time of
reporting or there will be a
percentage change I status quo
if an audil has laken place and
there has been improvement I
change respectively in the
situation since the lasl audit,
I
•
...
-'I
8 Good
governance and
regulatory reform
II.AJIHlVI,\,;d;:'flIIU~' IIlulyelHl
:~!,~~,_~~:~~~~:_
Sign off by ED:
Date:
00
~-.
.--~.
............ "" .......-......
. ..........................
.................."..,,'"
Percentage annual asset
verification process completed
",
I
%
100%
100%
Annually
00'/0
0%
0%
100%
I
Process to commence during
Quarter of financial year.
........ -........ " ........ ..
".,., ....""'''' __ ''''''',, .. ,
Page 5
SDI DRAFT DIRECTORATE SDBIP 0910.xis
· .,
~
.. , . .,
.
782
co
())
I-
::J
><
())
c
c
«
2009/2010
lOP 1 OPM SOBIP
c
~
0
cr
~
Good
I
SDI
cCD
.
-a
;:l.
3
Sept 09
Target
CD
a
I lOP/PM IFacilitate the development of the process plan I Completion and
%
I
Plan compleled
I
Plan completed and
SDI
IDP/PM Facilitate the process of developing an lOP
Implementation plan (SDBIP Book)
% completion of 10111
SDBIP
SDI
IDP/PM
Number of S 57
09/10 SDBIP
completed
%
Good
Governance
and
Regulatory
Reform
SDI
IDP/PM
Facilitate the implementation of an Individual
(S57) PM system
Facilitate the implementation of an
organisational PM system
Good
Governance
and
Regulatory
Reform
Number
Constitution of Panel and
facilitate the S57
Performance Bonuses
Full panel
Number of S 57 quarterly
reviews held for all EDs
Number
Public Particpation on
Performance Indicators
13
Full panel
4
I
Number of Quarterly
Reports approved
IDP/PM
50%
2008/2009 Public
participation process
completed
75%
Draft lOP submitted to Council
by end March 10
1000,
Public hearing process
completed - Draft lOP to
Council by 31 May 10
100%
Final SDBIP completed
and signed off by the
Mayor
13
13
N/A
N/A
Full panel established
Constitution of Panel and
07/08performance
assessments completed
08/09 - 1st Quarter
100%
100%
08/09 F;rst quarter EMT
POR completed and
remedial action agreed
1.
2008/2009 Fourth quarter
2009/2010 F;rst quarter
report completed and
approved
Good
I
1 lOP/PM
1~~:~r~i~~!e,~~~,~nt~_~~~~_~t~_~~~~~,I_e~~~n~
1% implementation of
%
100%
100%
%
I
I
100%
I
I
100%
Regulatory
Reform
Page 1
13
2nd Quarter Review
3rd Quarter Review
•
I
I
-..J
00
Second quarter EMT PDR
completed and remedial action
agreed
I
2009/2010 Second quarter
report completed and approved
I mrd quarter EMT PDR
completed and remedial
action agreed
I
2009/2010Third quarter
report completed and
approved
25%
First draft 08/09 of report
compiled
I
SDI
I
Review
report completed and
approved
%
General
Comments
Establishment of 08/09
Panel
23
Ward Forum members
capacitated to understand
,nd,cators and targets
4
I
I
1
07/0B
4th Quarter Review
23
Sub-Council sessions
4
Number
NA
75%
10/11 Directorate and
departmental SOBIPs
completed
Departmental Business Plans
and Strategic Plans completed
EMT PDR completed and
remedial action agreed
SDI
NA
50%
10/11 Draft Corporate
Scorecard completed
2008/2009 Fourth quarters
Good
Govemance
and
Regulatory
Reform
NA
25%
Organisation capacitated to
complete SDBIPs and
Business Plans
4
Numberof 22
awareness
sessions
June 10
Targets
10/11 SOBIP completed
Govemance
and
Regulatory
Reform
,
March 10
Target
Plan completed and
approval by council
Analysis report completed
Good
Oec09
Target
I
I
I
0%
I
I
• public participatIOn
50%
Conclusion of Work
Group Reports and
Annual Colloquium
33%
Conclude consultation
with neighbouring
municipalities
100%
Work Group reports and
ColloqUIum and Final
Africa Cities Progress
Report
100%
Conclude Mlec 1 and Mlec 2
consultations with Provincial
Government
100%
Conclude consultations
with ProvinCial govt and
neighboring municipalities
IDP PM 0910 SDBIP 16309 (2).xI5
W
March 10
June 10
General
Target
Target
Targets
Comments
10%
30%
60%
90%
5 to 6% overalJ turnover
5 to 6% overall turnover
I
90%
%
I
I
New
5 to 8% overall turnover
New
s 4% average for the
period 1 July 2009 to
30 June 2010
N/A
N/A
N/A
%
I
25%
2B%
0%
0%
0%
BA.4
%
Baseline to be
I determined on
30.6.09
BA.5
%
BO%
95%
15%
40%
65%
95%
BA.S
%
90%
95%
15%
40%
65%
95%
SDI
Good
vema nee
I
ItOry
Dec 09
%
%
I
Sept 09
Target
90%
5
to 8% overalllurnOlier
5
to B% overall turnover
IIDP/PM
r
aken
to close
3 reduction on
notlficallons.
2008/2009 baseline
(measured aqalnst the
1%
16% reduction on
2008/2009 baseline
9% reduction on 2008/2009
baseline
m
Good
ilernance
and
'Qulatory
s: 4% average for
period 1 July 2009 to
June 2010
28%
12% reduction in time
taken to close
notifications (measured
against the baseline)
~eform
Good
ilemance
Good
ilemance
I
~
-...J
%
BA.7
Good
Governance
and
Regulatory
Reform
60%
60%
SO%
SO%
60%
60%
---1 '"
I
%
B8.3
100%
100%
100%
I~
00
..c;..
This aspect is nol
under our control
but is greatly
deterrmned by
City POliCY,
delegations,
working
conditions etc.
Signature of Director.
rr
SIgnature of Executive Director ..
Dale~(oSfQ'
Date
Page 2
IDP PM 09 10 SDBIP 16 3 09 (2).<ls
mr OF CAl'!: lin !SlmG mum' SflO un5r~.'
DEPARTMENTAL BUSINESS PLAN
2009/2010
DEPARTMENT
DIRECTOR
Contact Person
: IDPIOPM
: Dr Martin van der Merwe
•
: Siyabulela Nyobo
-...l
00
(.J1
20.4.09
Page 1 of 13. lOP OPM Departmental BP0910 20 4 09 (2),doc
1.
2
EXECUTIVE SUMMARY
•
Facilitate the process of developing a 5 Year Plan (IDP1) and Annual Review for the City.
•
Co-ordinate and align development plans with strategic partners (SOEs
municipalities, other departments, civil society)
•
Facilitate the process of developing operational implementation plans (SDBlp3 ) at corporate, directorate and
departmental level
•
Monitoring and reporting on the implementation of the IDP and SDBIP including the Annual Report
•
Development and facilitate the implementation of an organisational Performance Management system
•
Co-ordinate the interface with higher learning institutions (skills, research, information, best practice)
•
Coordinate annual audits by the Auditor General
•
Deliver and promote a culture of service delivery excellence.
2
,
other spheres of government, neighbouring
PURPOSE AND SERVICE MANDATE OF DEPARTMENT
Vision of the Department.
An implementable and measureable plan, with a shared vision, that steers the City towards world class service excellence•.
bettering the lives of all.
:
Who are our customers?
Internal:- Council, MAYC0
municipal entities.
4
,
5
Portfolio Committees, EMT , Directorates, Departments, Sub-councils, Ward Forums,
-...J
00
<::r:l
External:- Communities, National and Provincial Government, neighbouring municipalities, higher learning institutions,
sectoral stakeholders.
Customer demands/expectations?
Effective Process, Well structured systems, accurate and timeous information, non-duplication, participation, feedback,
capacity building.
Page 2 of 13. lOP OPM Departmental BP091 0 20 4 09 (2).doc
2.1.
Overarching aims/objectives and deliverables of the Department.
DELIVERABLES
~~~~~
DIRECTORS OFFICE
Management of staff
----------
Develop an Integrated Development Plan for the City of Cape Town that aligns the City to Provincial and National priorities by:
i
•
•
•
•
•
Analysing challenges and including needs.
Including Public needs in the document.
Public Participation process.
lOP submitted to Public Hearings for public scrutiny before approval.
lOP approved by Council.
.
,
In order to ensure the development of an lOP that is aligned to Provincial and National priorities.
------
Developing and implementing the business plan and Strategy for the department through leading and managing processes to ensure that business
planning is aligned to Council's strategic objectives. Manage the finance and human resources of the Department so that the Department achieves its
objectives and is legislatively compliant by:
•
•
•
•
•
•
Ensuring that 95% of capital budget is spent at year end.
5% variance against operating budget.
Register of moveable assets maintained for the Directorate.
At least 50% of the total value of contracts awarded payable to 8MME6 tenders.
100% compliance with the Employment Equity Plan.
All staff trained in accordance with the WSP7 by 30 June 2010.
In order to ensure that the financial and human resources are managed successfully and that it is compliant to the relevant legislation.
Completing of Quarterly Questionnaires
• 8478 Annual Municipal Performance Questionnaire to DPLG9 Western Cape Province.
• SnapSihot Quarterly Questionnaires { x4) to Province.
Page 3 of 13. lOP OPM Departmental BP0910 20409 (2).doc
·
··
.
-...1
00
-..l
•
DataSet Enquiries from both internal and external institutions and organizations (eg. Audit Queries, IRM Enquiries, UN 10 Habitat Institute, lOP
Nerve Centre Information, etc).
Higher Learning Institutions Programme
11
- CHEC
o Coordinate City inputs to bi-monthly coordination meetings
o Facilitate the annual Colloquium between the City and Universities
- Africa Cities Project
o Disbursement of Conditional Grant Funding over a Three Year Period in terms of the MOU 12 , and
o Facilitation of Progress and Final Reports and submission thereof to the Portfolio Committee.
PROCESS MANAGEMENT
Departmental Representation at Committees
•
•
•
Attendance of Sub-Council Meetings
Attendance of Portfolio Committee Meetings
Attendance of SUb-Council Chairperson and sub-council Mana
Enhance participatory governance by encouraging constant participation, co-ordination and co-operation between the CoCT, affected
ward forums and the general public on the lOP and Budget through:
•
•
•
•
stakeholpers,~'
Capacity building engagements with Ward Forums (4x pa)
lOP Public Participation in September. These include neighboring municipalities and municipal entities.
lOP Public Process Planning engagement in June-July 2009.
lOP HearinQs in April 2010. Distribution of documents, advertisements, communication, etc
Develop an lOP/Budget process plan to manage the process of delivering a legally compliant lOP by:
• Consulting Sub-Councils and Area, Ward and Community-Based structures.
• Process plan recommended by Executive Management Team and Mayor.
• Process plan and policy approved by Council.
In order to ensure a legal compliant lOP through successful delivery and adherence~~~_---L_ _--'-_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _---1
Ensure effective internal and external communication by:
•
Developing and maintaining an effective communication plan that will communicate strategy (lOP, Budget, Reporting on Performance, etc) to the
general public, political structures, staff and executive management team.
In order to ensure effective communication between this Department and all relevant stakeholders- both internal and external.
Page 4 of 13. IDP OPM Departmental BP0910 20 4 09 (2).doc
.
•
-..l
00
00
Intergovernmental Alignment
•
MTEC 13 1 and 2 consultations
ORGANISATIONAL PERFORMANCE MANAGEMENT
Design, monitor implementation and review the Organizational Performance Management Policy of the City so that the legislative requirements are
adhered to and the system secures Council approval.
•
Facilitate and co-ordinate the Organizational Performance Management Systems which are linked and aligned to the business plans and the
City's scorecard by
•
Coordinating the participation of the OPREF 14 Group so that developments in the performance culture is communicated to the relevant
stakeholders within the City and a performance culture is institutionalized.
Management of S57 15 Individual Performance management Processes by
0
,
Coordinating the functioning of the Performance Management and Remuneration Panel
;
SAP/Balanced Scorecard Toolkit
•
Facilitate the development of operational plans (09/10 SDBIP) to ensure the alignment and implementation of the IDP by:
Completing a high level 09/10 SDBIP approved by the Mayor.
Consolidating 09/10 SDBIP per strategic theme submitted to Executive Management Team.
In order to ensure that the SDBIP's on both levels are developed successfully through facilitating the process, aligning and implementing the IDP.
Quarterly Reports to monitor the implementation of the IDP by:
•
~
ao
~
SERVICE DELIVERY AND BUDGET IMPLEMENTATION, MONITORING AND REPORTING
•
-
..
Building capacity with Councilors and staff to roll out the toolkit in the organisation
Develop and facilitate the design, implementation and review of Directorate and Departmental Scorecards with realistic key performance indicators to
ensure that performance indicators are attainable, measurable and linked to the political mandate and strategy as contained in the IDP of the City.
•
•
.
-
Submitting operational plan (SDBIP 09/10) progress report to Executive Management Team, Portfolio Committees, Mayco and Council on a
quarterly basis.
Management of the Annual Report and SCOPA16 processes to ensure that the Annual Report adheres to statutory requirements, is a marketing
tool for the City and is approved by Council.
Page 5 of 13. lOP OPM Departmental BP0910 20 4 09 (2).doc
•
Compilation of the Annual Report, and public making of the performance of the City,
Facilitate Auditor General Enquiries
Facilitate Internal Audit Enquiries
LEGISLATIVE IMPERATIVES: (if applicable)
3.
4.
o
Constitution
o
Municipal Systems Act
o
Municipal Planning and Performance Management Regulations (2001)
o
Municipal Finance Management Act
o
Municipal Structures Act
o
Municipal performance regulations for municipal managers and managers directly accountable to municipal managers
(2006)
,,'-
Partners and Stakeholders in the Strategy Plan (key stakeholders of the plan)
------------------
Partnersl Stakeholders
~~~
Roles and Responsibilities
-...J
C"..,C)
•
Council
~
•
Approves both the lOP and Budget
•
Approves both the SOBIP and Corporate Scorecard
•
Mayco
•
Notes and Recommend to Council
•
Portfolio Committees
•
Note, input and sometimes recommend to Council
•
Note and input for amendment for consideration by Mayco and Council
•
Contributellnput ward concerns and expectations
Hb-counci'S (23)
•
Ward Forums
Page 6 of 13, lOP aPM Departmental BP0910 20 4 09 (2).doc
•
Municipal Entities
•
Evaluate for alignment to CoCT's 17 lOP and Budget processes
•
Organised Business
•
Provide comment and sectoral inputs
•
Organised Labour
•
Input comment based on sectoral concerns
•
Neighbouring
Municipalities
•
Ensure alignment with Regional development and planning issues
•
Higher Learning
Institutions
•
Provide input and participate through research on best practices
•
DPLG-Western Cape
•
In terms of S47 of the Systems Act, monitor and evaluate performance
•
National Treasury
•
Provide guidelines and monitor compliance
•
Auditor General
•
Audit performance and adherence to set targets and procedures
•
DPLG- National
•
Develop policy guides and take stock of business improvement
initiatives.
.
-
-.l
5.
5.1.
c:.o
......
RESOURCES (Financial and Staff)
Number of Staff:
The total staff compliment at IDP/OPM currently stands at: 22 out of a requirement of 44 ( 22 positions vacant)
The Staff Breakdown structure is as follows:
i .
Director
Level
i
Number
1
i
T ctals
1
Page 7 of 13. lOP OPM Departmental BP091 0 20 4 09 (2).doc
--------
--------
Manager
3
3
2
2
---------
Head/Project Mngr
-----------
-----------
Professional Officer
10
10
Administrative Support/Secretarial
6
6
TOTALS
22
22
----------
--------
See Annexure A: Organogram
Department's Capital and Operating Budget
5.2.
Capital Budget
= RO
Operating Budget = R 15,551,616 (final figure not available yet)
6.
ASSUMPTIONS AND RISKS (Cross-reference to Risk Register)
6.1.
Assumptions
--...J
c.c
N
•
Due to budget constraints there is a high risk that the department will not be able to appoint the required staff.
•
The department will not be able to roll out the decentralised planning process (District, Sub-Council, Ward) due staff constraints.
•
Roll-out of the Balanced Scorecard Module on SAP will be continued.
•
Continued efficiency iro of systems and processes will be pursued.
The department's Risk Management Plan is attached as Annexure B: IRM 18 Plan
Page 8 of 13. lOP OPM Departmental BP0910 20 4 09 (2).doc
7.
7.1.
8.
STRATEGIC ALIGNMENT TO THE IDP
Strategic Focus Area 8: Good governance and regulatory reform. Ensuring enhanced service delivery with efficient institutional
arrangements.
OBJECTIVES AND INDICATORS OF THE DEPARTMENTAL SDBIP
See Annexure C: SDBIP 09/10
9.
AUTHORISATION
The undersigned do hereby indicate their agreement with the contents of this document and the outcomes.
---------
Name
Signature
Date
---------
Director
Dr Martin van der Merwe
It .
-----------
Executive Director
Mr Mike Marsden
Mayco Member
Alderman Belinda Walker
I
{~.
;u, /OS"/ ;z.oo~
,
•
-.J
c..c>
~
10.
APPENDICES ( If any)
Appendix A: Departmental Organogram
Page 9 of 13. lOP OPM Departmental BP0910 20 4 09 (2).doc
(Annexure A
lOP Organogram (As approved by City Manager)
--------
LEVEL 3
LEVELS
LEVEL 4
Senior Secretary T8
(Filled)
P. Manager: Process Management
(T16)
P.1. Head: lOP Process (T14)
P1.1.1 Assistant lOP Officers T12/13
(Vacant)
(Vacant) (Unfunded - R 275,965)
(Unfunded R 362,185)
(Filled)
P.1.1.2 Assistant lOP Officers T12/13
Vacant - unfunded
P.1.1.3 Assistant lOP Officers T12/13
I
Vacant - unfunded
!
.
Secretary (T6/7)
(Filled)
~
.......
-------
P2 IDP Officer (T14)
(Filled)
>
.
,
.=
P3 lOP Officer (14)
-..:z
c:.c
(Filled)
~
I
I
P4 lOP Officer Research (T14)
(Filled)
P5 lOP Officer (T14)1
(Filled)
P6 IDP Officer (T14)
(Vacant)
(unfunded - R 362,185)
P7 lOP Officer (T14)
-~
j
Erna du Toit appointed as lOP Officer - Coordination benchmarked at T 13. JO amended to lOP Officer
Page 10 of 13. IDP OPM Departmental BP0910 20 4 09 (2).doc
(Vacant)
(Unfunded - R 362,185)
2
P8 IDP Officer (T1 4) (Vacant)
Oirector:- lOP and OPM
(T20)
(unfunded - R 362,185)
P9 IDP Officer (T14)
(Vacant) Unfunded
(Filled)
---
SS. Manager Support and Special
3
Projects
Funded - R 468,670
--------
SS1 Head Special Projects (T14)
(Filled)
' - - - - - .....
(T16-New)
Secretary to Managers (6/7)
(Vacant) (Unfunded - R 104,160)
----
------
S53.1 Admin officer Grade 1 (10)
55 3.1.1 Admin Clerk
(Filled)
(Filled)
SS 3.1.2 Admin Clerk
(Vacant) Unfunded
5S3.2 Admin officer Grade 1 (10)
SS.3.2.1 Admin Clerk
(Vacant)
(Filled)
(Unfunded - R 195,026)
SS 3.2.2 Admin Clerk
(Vacant) Unfunded
.
.......
c:.c:>
c::..n
SS2. Project Manager: Higher Learning
Institutions integration (T15) (Vacant) New (Unfunded - R 362,185)
--------
B. Manager: Business Planning &
Implementation Monitoring (T16)
Pl. Head: Reporting and monitoring (T14t
Filled
(Filled)
P1.1 Professional Officer: Reporting
and Monitoring (T13)5
P1.1.1 Asst. Professional Officer:
Reporting and Monitoring (T11/12)
(Vacant due to promotion)
(Vacant) (Unfunded - R 199,655)
Andre Louw and Patience Kubashe placed as admin officers yet has functioned as IDP Officers since their placement
New position created to consolidate support and HLI issues
4 Current title is Compliance and Monitoring graded at T 14
5 Current grade is T 13
2
3
Page 11 of 13. IDP OPM Departmental BP091 0204 09 (2).doc
-----
P2 Head: SOBIPs and Business Planning
(T1 5)
6
(Ne w post) (Unfunded - R 435,168)
lOP Officer: SOBIPs and Business
Planning (T14)
P2.1.1 Asst. Business Planning Officer
(T11/12)
(Filled)
(Vacant) (Unfunded - R 199,655)
P3 Financial Integration Specialist (T14)
(Va cant) (Unfunded - R 362,185)
-------
Secretary (T6II)
(Filled)
Secretary (T6II)
O. Manager: Organisational
7
Performance Managemen t (T16)
(Vacant) UNfunded
(Filled)
-----
"""---""
01.1 Assistant Performance Management Officer (T11) (Vacant)
-""
01.2 Assistant Performance Management Officer (T11) (Vacant)
,
(Unfunded - R 199.655)
j
----
01. Performance Management Officer (T14)
(Fi led)
02 . Performance Management Officer
(T1 4) (Vacant) (Unfunded)
I
..
----
03 Performance Management Officer
(T1 4) (Vacant) Unfunded
----
-.2
C'..C>
<:r.>
04. Performance Management Officer (T14)
(Va cant) (Unfunded)
05. Performance Management Officer (T13)
(Va cant) (Unfunded)
6
7
Current title is lOP Officer: Technical
Current title is Manager: Corporate Performance and SDBIP Implementation
Page 12 of 13. lOP OPM Departmental BP091 0 20 4 09 (2).doc
Index of Abbreviations
1
IDP - Integrated Development Plan
2
SOE - State owned Enterprises
3
SDBIP - Service Delivery and Budget Implementation Plans
4
MAYCO - Mayoral Committee
5
EMT- Executive Management Team
6
SMME - Small, Medium and Micro Enterprises
7
WSP - Workplace Skills Plan
8
S47 - Section 47 of the Systems Act
9
DPLG - Department of Planning and Local Government
10
UN - United Nations
11
CHEC - Cape Higher Education Consortium
12
MOU - Memorandum of Understanding
13
MTEC - Municipal Technical Meetings with Provincial Treasury
14
OPREF - Organisational Performance Reference Group
15
S57 - Section 57 of the Systems Act dealing with Performance of managers reporting to the City Manager
16
SCOPA - Standing Committee on Public Accounts
17
COCT - City of Cape Town
18
IRM - Integrated Risk Management Plan
..
-..]
c.c
-.]
Page 13 of 13. lOP OPM Departmental BP0910 20 4 09 (2).doc
I- ~
A
SFA & Directorate Objective No.
B
C
...
;3
Corporate Scorecard Indicator No.
0
E
G
H
K
..,.
M
u
Objective
S
g
Indicator
(To include unit of
measure)
08/09
(Target In
brackets}
Annual Target
(by JUne 2010)
c:
General Comments
~
I!
IL
30 Sept 2009
31 Det 2009
31 March 2010
Project Charter
complied and
signed off
Conceptual
design complete
Reports
Implemented.
Procure, and
Install Software
50% of corporate
Indicators
monitored
through system
30 June 2010
'"c:
::;
Strategic focus 31"Q3 8: Good
governance and regulatory reform
SOl
Directorate Objective 8.4 - Improve
the organlsational and regulatory
environment
Compliance with National
Treasury ReportIng
requirements.
Automate National
Treasury Reports
Automate the
provisioning of
Nat Treasury
Reports for
SAP
New
tran.altonal
~
~c:
c:
«
Info.
r1§.
SOl
Implement Corporate KPI
reporting system
Implement SAP Strategy
Management tool-set
Full utilized to
report KPI
status 10
various
governance
New
~
~
l§
«
27
Strategic focus area 8: Good
governance and regulatory reform
Direclorale Objective 8.8 Improvement of community
satisfaction
10
8C Establish effective community
engagement channels
501
Enhance citizen access to
municipal services via the
internet.
Deploy SAp..customer
CRM technical
Relationship Management
Installation
~
28
~ ...,/7://~
~
.1Q.
-#
-#
...ll
-#
35
Transactional
Services
available to
citizens
Sign.ture
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CRM operational
CRM available
In City Call and
via Citizen portal
Control Centres
100% of
Corporate
indicators
monitored
through system
5 E-services
available
system used to
report
performance at
MayCo and EMT
10 E-services
available to
citizens.
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Page 3
0910 SOBIP 1ST 14March2009 (2).xl.
. 802
,
DEPARTMENTAL BUSINESS PLAN
2009/2010
DEPARTMENT
INFORMATION SYSTEMS AND TECHNOLOGY
DIRECTOR
A STELZNER
Contact Person
A STELZNER
Page 1 of 24, 0910 ISTI Business Plan March2009 (2).doc
1.
EXECUTIVE SUMMARY
Information Systems and Technology (IS&1) Dir.8:U,ate operational strategy
The Information Technology and Systems Department of the City Of Cape Town, will employ a
three pronged strategy which will see information technology being used to improve services to
citizens. This strategy will support the transformation of public services and will provide better and
more efficient government.
The strategy, known as the "Smart City Strategy" aims to:
• Improve the efficiency of the Administration
• Improve Services to Citizens and Business
• Enable Social and Economic Development
This will be realised by using IT (Information Technology) as an enabler to change the way that
local government operates - thereby transforming the relationship between government and
citizens, government and business, business and citizens and citizens themselves. Its ambitious
objective being to completely change the way in which society and local government interacts and
collaborates to enhance the quality of life and economic opportunities of all citizens.
This vision of an enabling Local Authority which uses IT to bring about these changes can only be
realised if the administration deploys integrated, IT enabled business processes to render its
services to citizens. For this reason the IS&T Department of the City of Cape Town will continue
to maintain, enhance and implement new IT systems which improve the efficiency of the
administration at the same time as enabling line departments to extend their service offering to
their stakeholders.
Key Initiatives for 2009/2010
The IS&T departments SDBIP contains the key programs, projects and plans which will be
undertaken during the 2009/2010 financial year of which the following are key:
• Implement the recommendations of a review of the City of Cape Town's IS&T
organizational structure: (see separate report)
o IT Service Management
c IT Strategy and Business Initiatives
• Enhance telecommunication capabilities through the implementation of a broadband and
complimentary Radio network for the city
• Develop long term data centre strategy and provisioning plans
• Provide online transactional facilities for citizens and business via the internet
• Implement Customer Relationship Management system
• Establish additional reporting tools, organisational competence and revised management
culture which will see better utilization of Information Systems to inform business decisions
and monitor KPl's.
Page 2 of 24. 0910 ISTI Business Plan March2009 (2),doc
2
.
804
PURPOSE AND SERVICE MANDATE OF DEPARTMENT
The use of Information and Communication Technologies (lCT) to improve the efficiency of the
administration of the City is core to the City's IT strategy.
Purpose 1:
Improved efficiency of the Administration
Through the introduction and continued enhancement of SAP as its core transactional system, the
City has established a fully integrated ERP system which supports the majority of City business
processes on a single IT platform. This investment has introduced world-best-practice business
processes to the administration and the City will continue to use it to drive out operational
efficiency and ensure legislative compliance of procedures and satisfying reporting requirements.
Operational efficiency will be enhanced by automating those business processes which are not
currently being performed within a corporate information system, bringing more business units in
line with the existing corporate business processes and growing the content of the management
information systems to serve decision makers.
This strategy will therefore focus on deploying IT systems to ensure that city services are
delivered in the most efficient and effective ways; thereby also contributing to increasing city
competitiveness.
This includes:
• making local government more customer friendly and citizen oriented (through the
implementation of an on-line Citizen Portal),
• reducing bureaucracy (by re-engineering and automating business processes),
• bringing down transaction costs (through economies of scale and the redeployment of
existing IT systems into business units which have not had access to these kinds of
systems) and;
• Providing cheaper services through cost saving initiatives such as its Broad Band Project
and Data Centre Consolidation Programs.
Purpose 2:
Improved services to Citizens and Business
The use of ICT to better communicate with and deliver services to citizens and businesses will be
achieved by providing information about services and enabling easier access to them; enabling
information and financial transactions, and fostering democracy. This is closely related to the
City's service delivery and communications strategy which is dependent on the ICT capabilities of
the City.
To date the ICT strategy has been focussed on ensuring uniform, automated and efficient back
office business process which underpin a sound administration. Having introduced and bedded
down these new systems this platform now makes it possible - and in response to citizen and
business requests to provide information and transactional capability available on-line. The City
will continue to enhance its Customer Relationship Management (CRM) capabilities by
implementing a state of the art CRM system and introduce a citizen portal to facilitate online
transactions and make information systems available to citizens via self-help systems.
This strategy will focus on how IT can make local government politicians and officials more
accessible. It will also focus on how IT can be used to make the processes of local government
Page 3 of 24. 0910 ISTI Business Plan March2009 (2}.doc
,
I"
~
f
, •• ,
.
.~
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"
....
I
_
805
and related performance information more transparent to build accountability. IT can also be used
to improve the relationship between local government politicians and officials with the community
by providing a platform for timeous interaction and objective performance measures.
Purpose 3:
Enable Social and Economic Development
The use of ICT to bring about social and economic development is the third strategic objective of
the strategy. This is a consequence of the increasing importance that ICT plays in business,
employment, and the overall competitiveness of the City reflected in its ability to attract investment
and create sustainable jobs. Although this is the primary responsibility of the City's Economic and
Social Development directorate the IS&T Department will continue to support these initiatives.
Expanding the sound base which has been established through the Smart Cape Access points
and "digital business centres" the City will focus on how IT can be used to support small
businesses, increase the exposure and access to IT training and facilities, create job
opportunities, rebuild community spirit and attract investment.
These initiatives also contribute to making the city more competitive in a global market and
support economic growth within the region.
Services Mandate
The IS&T department renders 72 unique services across 11 service categories as reflect in the
following graphic:
• 11 Busmess Analysrs
• 1 2 Consu'tmg 00 avarlable IT solutions
• 1 3lnvest'gatmg new technologres
• 14 Applicatron portfolro consc,ltmg
• 1 5 ConsUltmg on IT best practices
• 3.1 Request for change «80 hours)
• 3.2 Request for change (>80 hours)
• 3.3 Custom development of a new
.~:~~
•.,!••
• 2 1 InCident re::.olutlon
IS&T Service Catalogue
• 71 Workplace proc.lrement
• 7 2 SoftvJare prow; onmg
application
• 3.4 Implementation of a new packaged
application
• 3.5 Project management
• 3.6 Change management
.41 Apchcatlon maintenance
• 4 2 Database management
• 4 3 Batch management
• 10 lldent,fymg
staff trarnmg needs
• 10 2 End~user tramrng (new I enhanced
apps)
• 10 3 End·user tralOmB (exrstong ""psI
• 10.4 IT staff coachmg I menton ng
• 10 SIT staff trammg
• 106 Learnsh,p g, bursary management
OPERATIONAL PRIORITIES WITHIN THE IS&T SERVICE
In order to deliver on these strategic objectives the focus within the IT service will be on
• Maintaining and strengthening the IT Core
• Enhancing and extending the footprint
Page 4 of 24. 0910 ISTI Business Plan March2009 (2).doc
,
...
'.~
806
• Innovation and transformation 'of processes inside and outside of the City
Our view has always been that organisational capability rests on the interactions between its
people processes and technology, This is true of the City of Cape Town as a whole, and can also
be applied to the IS&T Directorate itself. The following slide from the Gartner Group represents
this graphically from an IT perspective.
The strength of the IT core rests in the interactions among technology,
processes and people
Process
Evidence of a strong IT core
o
o
o
Service levels meet
business expectations
Managed cost and
quality
Improving IT efficiency
and effectiveness
People
Good people, processes and technology should also be underpinned by effective
communications, which is a notorious problem area within Council. Good communications is a
subset of good processes, but in the context of the Council environment, deserves to be
highlighted. Our objectives must be set based on the people, processes, technology and
communications perspectives, and these objectives must drive the initiatives that we are
embarking upon for the year.
Maintaining and strengthening the IT Core
The city has made a huge investment and is extremely reliant on its information technology
systems. These existing systems are key to both the "Good Governance and Reform" and many
other strategic focus areas of the city as it regulates, automates and speeds up the operations of
council. Strategically it is therefore crucial that the city adequately maintain and operate its
existing information technology assets in the interests of continued service delivery.
Key objectives for this focus area are
•
•
•
•
Technology - improving the reliability of the technical infrastructure
Processes - creating repeatable operational processes
People - building the needed core technical skills and operational management skills
Communications - developing and communicating service levels and IT operational
performance indicators
As an example, the investigation into long term data centre facilities needs of the city will be
undertaken. The current primary data centre is housed in a lease building and the limited floor
space and associated space for environmental control system means that the city will outgrow its
data centre needs during 2011. At the same time the lease of this facility will be up for renewal
for which reason an detailed needs assessment and future data centre strategy will be developed
during 2009/2010. From an application perspective the City will continue to invest in maintaining
Page 5 of 24. 0910 ISTI Business Plan March2009 (2).doc
.
'.
8U7
its core transactional systems to ensure' th"at these remain current and continue to satisfy both
internal and externally initiated change requirements.
Enhancing and extending the footprint
There is an on going programme to enhance the existing IT systems by adding new functionality.
The programme also seeks to automate new departments and services or increase the level of
automation of these departments and services.
Key objectives for this focus area are
• Technology - Enhancing and extending the applications platforms
• Processes - Strengthening architecture and governance processes to be strategy led
rather than compliance led, driving project prioritization based on strategy
• People-buildill9 and enhancing business analysis skills and project/ programme
management skills
• Communications - Business performance
As an example a focus for 2009/10 will be to extend the use of SAP-Real Estate functionality to
provide permitting solutions. This will address one of the most significant gaps in current
business process automation in the city by providing a solution for beach, film and informal trading
permits whilst also providing a platform on which to develop facility booking solutions.
Innovation
Information Systems and Technology provides the City Of Cape Town with valuable opportunities
to innovate and transform the operations of the city. Innovation by its very definition is bold and
ground breaking but also challenging and often times controversial. Innovation projects that seek
to transform the operations of the City invariably are multi year projects requiring leadership,
upfront investment, organisational change during the period of the project's implementation and
then finally will have benefits that will accrue long after the project has been completed.
An example of such an innovation project that has gone through the full cycle of investment,
organisational change and is now in the benefits accrual stage is the City's Enterprise Resource
Planning System which currently is the backbone of 60-80% of the City's mission critical
operations including Finance, HR, Billing, Customer Care and Plant. Other examples include the
Smart Cape Access Project, open source competency centre, digital business centres, ICT
literacy project, etc. which aim to reduce the digital divide, increase ICT based skills and make
economic opportunities accessible to all.
The investment the City has made in its core IT systems have put it in very good position to
construct innovative IT solutions to business problems by creating composite applications which
leverage the capabilities of its SAP system and Micro Soft .net platform. Innovative use of spatial
tools to enhance information and business processes will be high on the priority, as will be the use
of document and records management systems.
Through the continued use; Information Technology in the City will improve operational efficiency,
the quality of services to citizens and business and bring about social and economic development.
Page 6 of 24. 0910 ISTI Business Plan March2009 (2).doc
3.
8U8
LEGISLATIVE IMPERATIVES:
No direct legislative imperatives exist, but indirectly IT systems need to comply and
support all legal requirements imposed on the respective lines of business which deploy
these system.
4.
Partners and Stakeholders in the Strategy Plan
The following people or organizations are the key stakeholders of the plan:
I Partnersl Stakeholders
• Roles and Responsibilities
Corporate Services Portfolio
Committee
•
Policy and overview responsibilities
ED: Service Delivery
Integration
•
Strategic decision-making and implementation
EMT and
•
Strategic decision-making
EMT - ICT sUb-committee
i
•
Sign-off of revisions to business processes and
associated IT system changes-
User group forums
•
Business Users Representative
SAP
•
•
Application Service Provider
•
Hardware Service Providers
• Business Process Owners
I
• Microsoft
IBM and HP
Application Service Provider
Page 7 of 24. 0910 ISTI Business Plan March2009 (2).doc
5.
8U9
RESOURCES
Branch
Council Payroll (own)
External
Temporary
(contractors
on payroll)
Contract Total
Salaried
Own Total
Total
CIO Office
2
0
2
2
4
Architecture & Governance
3
0
3
3
6
Business Applications
32
0
32
15
47
Distributed Computing
57
0
57
71
128
6
0
6
10
16
ERP Support Centre
68
0
68
92
160
Infrastructu re
26
0
26
47
73
IT Prgm Office & Admin
19
0
19
9
28
Telecoms
22
0
22
3
25
235
0
235
252
487
E-Governa nce
Total
The IS&T Department will be implementing a new staff strategy during 2009/2010 FY in
order to address its most significant constraint and mitigate the risk of associated with
the majority of its resources being employed on short term contracts via labour brokers.
Further shortcomings in the existing structure is the lack of capacity to address IT
strategy and how through closer interaction with line departments the IS&T department
can enable line through the use of appropriate technology to meet its objectives. This
will be addressed through the creation of a Manager IT strategy and Business
Enablement.
The other area of concern in the existing structure is the lack of IT Service Management
capabilities which leads to the a break down integrated IT operations and business
continuity. An IT Service Management component is also proposed.
This review of the staffing strategy has further highlighted the need for a review of the
grading of positions within the IS&T department to close the gap between current
remuneration levels and industry norms. This is deemed necessary if the City is going to
attract and retain competent and experienced IT professionals.
The proposed tier 2 and 3 organisational structure for the IS&T Directorate for 2009/2010
is as follows:
Page 8 of 24. 0910 ISTI Business Plan March2009 (2).doc
.. f." ,
810
Proposed Tier 2 and 3 structure.
Positions shaded green are the first reporting level to the Director IS&T shown as
the office of the CIO in this structure.
Financial Resources
The draft 09/10 Operating budget make the following budget provision for the provisioning
of IT services to the City of Cape Town.
GGTR GE 2FYRS
Cost Genter Group
Reporting period
Page:
Date: 16.03.2009
ITS
1 to
2
Col umn:
1 I
Informations Systems and Techn
3
3
I
12
~;Q-"
~
* ~ .. 1t "
11.**11.
1t.1t*"1t
II II II II I: II
It.*" ••
* * II II It II
III *' II I: II II
. . . . II II It
It II It II II II
I: . . . . 111 II
*.*.*.
......
II II II II II II
II II" "II It
II II II II II II"
Remuneration Cost for City of Ga
Collection Costs
Depreciation
Repairs and Maintenance
Bulk Purchases
Contracted Services
Grants and Subsidies Paid
General Expens,es
Interest Internal Borrowings
Loss on Sale of Assets
Internal Utilities Expenditure
Insurance Departmental Premiums
Activity Based Costs
Support Services
Total
58,586,883.54
913,947,189.67
181 ,323,818 53
38,833,492.97
334,145.80
79,677 ,438.87
3,179,951 .99
52,160,911.31:1
3,460,441.73
52 , 286 , 412 . 13
69,265,171 .04
74,886,384.78
57,862,859.21 186,291 ,422.91
9,874,761.62 14,48B,449.88
139,434.29
1,994.38
363,146.74
861,278.43
1,851,888.88
6,846,518.46 18, 655,1 57 . 58
121 ,885, 988 . 18- 219,199,876.88 183,223,837.81 165,448,698.48
124 , 725,288 .91
23,993,236.88
847,428.61
1,278,484.88
11 ,881 ,581 .14
377,785,373.1215,892,281.88
Page 9 of 24. 0910 ISTI Business Plan March2009 (2).doc
811
It
,-.
J " ; ;'
Comparison of FY2008/2009 Version 0 operating budget with the draft budget provision
for FY2009/201 O. No provision was made for any growth items in the budget as only the
standard growth parameter for inflation was applied. This will continue to see an under
provisioning for telecommunications, software licensing and contracted services.
The City IT operating spend is 2.1 % of the City's operating budget. This is less than half
of what is spent by public sector institutions against which the City can be bench marked.
In 2008, ITspend as % of Opex for CoCT was 2.1% compared to the industry average of 4.6% for local
government and 6.8% for government
------_._--
---_.............-
IT Spend I Total Opex
8.0%
6.0%
5.0%
-~I
-+- Gowmment
4.0"11>
--- Local Govemment
18&T
'
II
3.0%
2.0%
1.0%
0.0%
2005
6.
2006
2007
2000
2009
BACKLOGS AND RESOURCE CONSTRAINTS
Primary backlog and most critical weakness in the City's IT landscape is the lack of
sufficient bandwidth to meet the organisations connectivity requirements. This constraint
Significantly impeded the roll-out of IT applications to remote sites and place where the
need is the greatest.
Insufficient budget prohibits the leasing of additional capacity from telecom service
providers. The roll-out of the City's own broad band infrastructure will provide the
solution in the medium term, but in the interim network constraints hamper service
delivery.
A detailed investigation into the human resourcing of the IT services was undertaken
during 1st quarter of 2009. This has highlighted a number of issues which impede the
operations, skills retention and resourcing of the service. The recommendations from
this investigation will be incorporated into this business plan once the study has been
concluded towards the end of April 2009.
Page 10 of 24. 0910 ISTI Business Plan March2009 (2).doc
7
ASSUMPTIONS AND RISKS
7.1
Assumptions
~ ~
.' ....
812
(
The only assumptions contained in this Business Plan relate to the budget which it
assumes will be approved in its current draft form.
Page 11 of 24. 0910 ISTI Business Plan March2009 (2).doc
7.2
Risk Assessment
----
Lack of
Bandwidth
• Telecollummications deregulation
• Regulatory issues
• Change demand
• Significant increased requirement for
bandwidth
• Connectivity & bandwidth issue to be
take into accollnt when decentralising
Catastrophic
Almost
Certain
Extreme
• City Pohcy and Procedure
• I.".;<t.';nn
• SDBIP
• Bndget
• COllllcil resolutIOn on
specific project
Weak
Priority 1
Director: Intonnation
Systems and Techllolo gy
Andre Stelzner
• Obtain operalional funding
for 2008/09
• Grow the IT budget and buy
bandwidth from service
provider
• Implement City bandwidth
Human
resource
capacity
constraints
• Scarcity of skills (quality of staff),
• Inappropriate work ethic
• Inadequate sta/ling !lumbers
• Technical and specialised skills are
limited in existing industry conditions
(attraction of appropriate staff)
* Insufficien1 and inapproprtate training
• Ineffective processes for recruitment
and selection
• Lack of career patching and
development
• Absence of individual perfonnance
management
• Impact of processes to perfom.ance
poor perfonning individuals
• Inadequate perfonnance managemenl
mechanisms to manage poor
Catastrophic
Likely
Extreme
• 2008/2009 blldget
• Organisational structures
• SAP post organ grams
appropriately fllllded
• Recruitment and selection
Work ethic
• Code of Conduct for Officials
and COlUlcillors
• Work Place Skills Plan
(WPSP)
• Approved job descriptions
and coaching
• OD tender review of IT
service resourcing (service
menus resourcing capacity and
mechanisms)
Weak
Priority 1
Director: Infoilnation
Systems and Technolo gyAndre Stelzner
of the 00 review
• Implementation of the OD
review recommendations
• Complete corporate skills
competency audit and update
WPSP
• Align WPSP to training.
budget (haise with Corporate
[-IR on funding).
1:'_"''' -=""
Inadequate performance management
mechanisms to reward good
perfom.ancc - inccnti ve schemes
• IT staff are cyclical
• Restriction wrt to City's grading
structure
• Increased requirements - stall
compliment insufficient to meet service
delivery requirements
• Inflexibility of remwleralion scales
-----------
Page 12 of 24. 0910 ISTI Business Plan March2009 (2).doc
Inadequate
budgetary
capacity
• An operating and capital budget is in
place for the City, with defined funding
sources.
Critical
Almost
Certain
Extreme
* Limitations on access to funding may
exist e.g. conditional funds,
seasonalisation, verimenting, etc.
• Approved 200812009 Budget
• Service Delivery Budget
Implementation Plan (SDBIP)
quarterly reporting process
• Monthly SAP Budget
Monitoring
• PCER
Good
Priority 1
Director: Infonnation
Systems and Teclmology Andre Stelzner
Department needs assessment
be completed to raise
awareness and obtain budget
given customer delivery
requirements to ensure the long
tenn growth and development
of the City IT service delivery
(MTREF)
• Budgetary provisions are not
necessarily appropriate to meet service
delivery demands.
• Inadequate alignment of budget
(CAPEX & OPEX) with service
del ivery demands
• Inadequate aligrunent of grants
• Inappropriate OPEX growth to meet
current CAPEX investment
.-
• Unfunded mandates
• Retrospective revisiting of tariff
modelling with regard to actual OPEX
& CAPEX expenditure
Inadequate
organisatio
nallT
asset
manageme
nt
• Ineffective operating and capital
budget
* Insufficient maintenance plan
• Inadequate safeguarding of assets
• Incomplete asset register
• Inadequate insurance of assets
• Inadequate investment plan and
replacement strategy
• Inadequate software management
Serious
Almost
Certain
High
Line (front end) responsibility:
• Fixed Asset Policy
• Asset Register
• Annual verification
• Asset department
• Bar-eoding
IT (back end) responsibility:
• Asset lifecycle management
• Upgrading minimum
standards inline with IT
policies
Weak
PrioritY 1
Director: Infonnation
Systems and TechnologyAndre Stelzner
• Complete an IT Asset
Assessment (by category of
asset) and compare the results
to the Asset Register
• Investigate the
implementation of asset life
cycle management ilr IT ass~ts
via SAP plant mai"!"nance
module
.
....
00
~
Page 13 of 24. 0910 ISTI Business Plan March2009 (2).doc
Insufficient
data
security
Ineffective
change
manageme
nl
• Inadequate protection of public
domain - inelleclive protective systems
e.g. firewalls
• Ineffective vims protection systems
• The size of the City and application
"fthe Public Access 10 Illfonnalion
Act (P AlA) may lead to coufidential,
sensitive and private infomlation being
accessed with detrimental
consequences to the City's reputation.
• Inappropriate accessibility of
infonnalion
Critical
Likely
• IT system
Critical
likely
High
conununicated~
• Users not conunitted to acquiriug
skills
• Resistance to change (RTC)
• Resislance 10 accept lbe fact that IT
skills are a basic requirement for
nlanagement officials
• IT Policy e.g. Anti Malware Policy
• PAIA and rAJA
• Section 14 Manual
• City delegations and sub
delegations
• Disciplinary action for
transgressors
• Fragmented record-keeping
• Doclllllented procedmes
• IT service continuit), strateb,),
Satisfactory
• IT Policies
• IT Change Management
Request Fonns
Satisfactory
Director: lnfonnation
Systems aud Teclmology "
Andre Stelzner
Priority 1
Director: lnfonnation
Systems and Technology
Andre Stelzner
• wpsr
• Rollout
management
Inadequate
system
change
control
• £Inn compliaJlce by business to
change cnntrol pnlicy
are demanded immediately coutravening pnlicy
Serious
Inadequate
support of
an
electrnnic
age short
• Insufficient budget tn suppnrt the
replacement and maintenance of IT
infrastruclme
• Inadequate buy-in tn "smart" projects
e.g. Smart Access Points, Broadband,
etc.
• Short product lifecycle " community
expectation for cutting edge technology
• Silo approach - lack of an integrated
approach
Catastrophic
Almost
Certain
High
• Corporale Change
Management Policy and
Procedure
• Change Request Fonns
Satisfactory
Priority 1
Director: Infol1natioll
Systems and TedmoIogy Andre Stelzner
roJes~
I.UU ..... UH.:>
uu ....
•
expectations be formalised • Tenns of Referellce
•
• Rigor of meeting be
addressed
• Reporting tn IT & S
Management (fonnat and
frequency)
• ComultUlication
~~----
Possible
High
•
•
•
•
•
•
Legislation
Policy and Procedure
Projeet Plans
SDBlP
Programmes
EMT: ICT Sub Committee
Weak
Priority 1
Director: Information
Systems and TeclmologyAndre Steimer
• Corporate electronic age
awareness on a project by
projeci basis
• Appoint a CIO I Director IS
and T
Page 14 of 24. 0910 ISTI Business Plan March2009 (2).doc
These risks are then contained in the Risk register as follows:
•
•
•
•
'"
..
IT POILCi.s
BIKk-up md Reco<1!l')' PIa",
Back lJp procQ"""""
Off ,tlo • hot spots
IT (octi.tltl.icy strategy
Acttve-ac:n\'~ data :elt~
strlte;;}'
Committ'!!f'
• Defil!l!d II!ld doctllll!l!t IT
• Eit:;a11l<! w! ,"",d for
.,0Ulld ;uamgy
me
appotormut of. CIli.f
Ill.fo,,".,mtoD Ofli.:~' D',"cIQT
lnfi:l!llla!lOD SY'.".m, And
reclmolo~
00 )
~
0")
8.
STRATEGIC ALIGNMENT TO THE IDP
8.1
The IS&T business plan supports all city Strategic Focus areas to a degree, but predominantly the following 3:
Strategic focus area 1: Shared Economic Growth and Development
Strategic focus area 2: Sustainable Urban Infrastructure and Services
Strategic focus area 8: Good governance and regulatory reform
Page 15 of 24. 0910 ISTI Business Plan March2009 (2).doc
1
8.2
LINK TO PROGRAMMES
The following corporate programs are enabled through leT and highly dependent on IT to make them a success:
•
>~
40
00
.....
-..l
Page 16 of 24. 0910 ISTI Business Plan March2009 (2).doc
Stra~gic
focus area ,8: Good.governanclJand regulatory
refo~
Directorate ObjeCtiveS.4 -Improve the organisational and regul~tory environment
Strategic focus area 8:Goodgove"~anceand ~JI~t()ryref()rmDireCtoratEiObjeCtive
.Et8 "'Improvement ofcoml1iunitY\~atisfadloh\
.
9.
i_
",
-
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-'
"
,""
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; ... ";
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OBJECTIVES AND INDICATORS OF THE DEPARTMENTAL SERVICE DELIVERY AND BUDGET IMPLEMENTATION
PLAN (SDBIP)
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.~roWth ~hvlh;hlij'(~ht,.
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ObjectlyE;!1 ;2,..,'.>.
Develdp.l1ew and.
. ' .' ......
.
bec()ri;t~
.
'.' .
Page 17 of 24. 0910 ISTI Business Plan March2009 (2).doc
Page 18 of 24. 0910 ISTI Business Plan March2009 (2).doc
TARGETS
Page 19 of 24. 0910 ISTI Business Plan March2009 (2).doc
ALIGNMENT TO lOP
$f'A&
Directorate
ObjectiVe .No.
TARGETS
Corpoljte
Scorecarti
. Inc:llcator.No.
30 JUne
2010
.content in
·mallageme.
..
nl
.
meetings.
Page 20 of 24. 0910 ISTI Business Plan March2009 (2).doc
Page 21 of 24. 0910 ISTI Business Plan March2009 (2).doc
ALIGNMENT TO lOP
TARGETS
Indicator
(Tolnelude
SFA&
uhitof
measure)
3Q J.une
2010
95%
"~va.teQI~~ fo6~~?~
.g:~~~t1~~~~~';;::<
'regulatorvrefqro1
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Impr6yethe~EirVicet
. ~~~~'~te~1~i~~·.::i;','··· .
Page 22 of 24. 0910 ISTI Business Plan March2009 (2).doc
TARGETS
Page 23 of 24. 0910 ISTI Business Plan March2009 (2).doc
825
10.
AUTHORISATION
The undersigned do hereby indicate their agreement with the contents of this
document and the outcomes.
Name
i
Director
I
Executive Director
i
Signature
Date
I Mayea Member
Page 24 of 24. 0910 ISTI Business Plan March2009 (2).doc