1058
~'i
. • j.!:.
li
REPORT To EXECUTIVE MAYOR
17 JUNE 2009
i
CITY OF CAPE TDWN IISIXEKO SASEKAPA STAD KAAPSTAO
I
Me 45/06/09
1
ITEM NUMBER:
2
HOUSING
2009/2010· SERVICE
DELIVERY
AND
IMPLEMENTATION PLANS (SDBIP'S) AND BUSINESS PLANS
BUDGET
EZEZINDLU
IZICWANGCISO
ZONIKEZELO
NGEENKONZO
NEZOKUMISELWA KOHLAHLO-LWABIWO-MALI LONYAKA-MALI KA2009/2010 (SDBIP'S) KUNYE NEZICWANGCISO ZOSHISHINO
BEHUISING:
DIENSLEWERINGS-EN-BEGROTINGSIMPLEMENTERINGSPLANNE VIR 2009/2010 (SDBIP'S)
3
RECOMMENDATION FROM
1 JUNE 2009 (HOU 09/06/09)
THE
HOUSING PORTFOLIO COMMITTEE:
RECOMMENDED that the 2009/2010 Service Delivery and Budget
Implementation Plans and Business Plans for the Housing Directorate, BE
APPROVED.
ISINDLILULO ESIVELA KWIKOMITI YEMICIMBI YESEBE LEZEZINDLU:
1 JUNI 2009 (HOU 09/06/09)
KUNDULULWE
ukuba
MAKLIPHUNYEZWE
iZicwangciso
zoNikezelo
ngeeNkonzo nezokuMiselwa koHlahlo-lwabiwo-mali zoNyaka-mali ka-2009/2010
kunye neZicwangciso zoShishino zeCandelo loLawulo lezeZindlu.
AANBEVELING VAN DIE PORTEFEULJEKOMITEE
1 JUNIE 2009 (HOU 09/06/09)
OOR
BEHUISING:
AANBEVEEL dat die dienslewerings-en-begrotingsimplementeringsplanne van
die direktoraat behuising vir 2009/2010 GOEDGEKELIR WORD.
REF TO MAYCO: OCT 2006
REPORT To
......
PORTFOLIO COMMITTEE
MAYCO
COUNCIL
1.
ITEM NUMBER:
2.
SUBJECT
CITY OF CAPE TOWN IISIUKO SASEKAPA STAO KAAPSTAI
./
!
(LSU - 8340)
HOUSING: 2009/2010 SERVICE DELIVERY AND BUDGET IMPLEMENTATION
PLANS (SDBIPs) AND BUSINESS PLANS
2.
ISIHLOKO
EZEZINDLU: UNIKEZELO LWEENKONZO LWANGO-2009/2010 KUNYE
NEZICWANGCISO ZOKUMISELWA KWEBHAJETHI (SDBIPs)
NEZICWANGCISO ZOSHISHINO
2.
ONDERWERP
BEHUISING:
DIENSLEWERINGS- EN BEGROTINGSIMPLEMENTERINGSPLANNE
(SDBIPs) EN SAKEPLANNE VIR 2009/2010
3.
PURPOSE
To submit to the Portfolio Committee for their consideration and recommendation,
the 2009/2010 Directorate SDBIP information pack which contain the:
• Directorate SDBIP
• Departmental Business Plans - narrative; and
• Departmental SDBIPs.
These documents underpin the 2009/2010 Corporate SDBI P 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).
09_10 DIR...DEPT SDBIP REPORT. doc
[Template updated April 2009)
Page 1 of 6
4.
STRATEGIC INTENT
.... 1060
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
Mayco and Council.
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 serves 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. The electronic versions will be placed on the
city website at www.capetown.gov.za/idp after it has been noted by Council.
09_10 DIR_DEPT SDBIP REPORT.doc
[Template updated April 2009)
Page 2 of 6
7.
7.
7.
RECOMMENDATIONS
1061
7.1.
That the Portfolio Committee makes recommendation to the Executive
Mayor on the contents of the 2009/2010 Directorate Service Delivery and
Budget Implementation Plans and Business Plans.
7.2.
That the Mayoral Committee approves the 2009/2010 Directorate 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.
ISINDULULO
7.1
Ukuba iKomiti yeMicimbi yeSebe yenze isindululo kuSodolophu
weSigqeba ngokumalunga neziqulatho zoNikezelo IweeNkonzo lowama2009/2010
kunye
neziCwangciso
zokuMiselwa
kweBhajethi
neziCwangciso zoShishino.
7.2
Ukuba
iKomiti
kaSodolophu/yoLawulo
mayiphumeze
uNikezelo
IweeNkonzo IweCandelo 10Lawulo lowama-2009/2010 neziCwangciso
zokuMiselwa kweBhajethi kunye neziCwangciso zoShishino.
7.3
Ukuba iBhunga maliqaphele uNikezelo IweeNkonzo IweCandelo 10Lawulo
lowama-2009/2010 neziCwangciso zokuMiselwa kweBhajethi kunye
neziCwangciso zoShishino.
AANBEVELING
7.1
Oat die portefeuljekomitee aanbevelings by die uitvoerende burgemeester
maak
oor
die
inhoud
van
die
diensleweringsen
begrotingsimplementeringsplanne en sakeplanne van direktorate vir
2009/2010.
7.2
Dat
die
burgemeesterskomitee
die
diensleweringsen
begrotingsimplementeringsplanne en sakeplanne van direktorate vir
2009/2010 goedkeur.
7.3
Oat die
raad
kennis
neem
van
die dienslewerings- en
begrotingsimplementeringsplanne en sakeplanne van direktorate vir
2009/2010.
09_10 DIR_DEPT SDBIP REPORT.doc
[Template updated April 2009]
Page 30f6
8.
1062
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
[2J
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?
Loss of or negative impact on the city's
heritage, cultural and scenic resources?
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)
Biodiversity Strategy and
Biodiversity Network
Environmental Education
and Training Strategy
I ntegrated Waste
Management Strategy
D
D
D
Coastal Zone
Management Strategy
Heritage Management
Strategy
Invasive Species Strategy
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.
09_10 DIR_DEPT SDBIP REPORT.doc
[Template updated April 2009]
Page 4of6
8.4.
Staff Implications
1063
Does your report impact on staff resources or result in any additional staffing resources
being required?
8.5.
No
C8J
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
Yes
8.6.
C8J
D
Other Services Consulted
All relevant Directorates
09_10 DIR_DEPT SDBIP REPORT.doc
[Template updated April 2009)
Page 5 of 6
1064
ANNEXURES
Annexure A:
Directorate and Department Service Delivery and Budget Implementation
Plans and Departmental Business Plans
FOR FURTHER DETAILS CONTACT:
NAME
CONTACT NUMBERS
E-MAIL ADDRESS
DIRECTORA TE
Andre Kermis
021 40025471083 761 5911
I
Andre. Kermis@capetown.gov.za
Housing
II FILE REF No
-
/l
E: DIRECTOR
0!/;,
.j~
,/
j;
raLegal 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
a O !Yta::f dOeR
Comment:
09_10 DIR_DEPT SDBIP REPORT.doc
[Template updated April 2009)
Page 6 af6
1065
CITY OF CAPE TOWN
ANNEXURE A
i ISIXfKO SASEKII.PA I STAD KII.APSTAO
THIS CITY WORKS FOR YOU
Draft 2009/201 0 Service
Delivery and Budget
Implementation Plans and
usiness Plans
Directorate:
Housing
~
,.
,
1066
SDBIP Information Pack
Index
1. Directorate SDBI P
2. Department: Informal Settlements
2.1 Departmental Business Plan
2.2 Departmental SDBIP
3. Department: New Settlements
3.1 Departmental Business Plan
3.2 Departmental SDBIP
4. Department: Strategy Support and Coordination
4.1 Departmental Business Plan
4.2 Departmental SDBIP
5. Department: Housing Land and Forward Planning
5.1 Departmental Business Plan
5.2 Departmental SDBIP
5.3 Departmental Business Plan
5.4 Departmental Business Plan
6. Department: Support Services
6.1 Departmental Business Plan
6.2 Departmental SDBIP
7. Department: Existing Settlements
7.1 Departmental Business Plan
7.2 Departmental SDBIP
1067
_---,_ _ _-,-_ _ _-,-_ _ _
ALiGNMENTTO
lOP
I
~~~--
SFA&
Directorate
ObJective No.
Corporate
Scorecard
Indicator
No.
CI>'1ii'
.-:0:::=
[f
III CI>
Objective
III III
..
Q.
Indicator
(To Include
. unit of
measure)
o:::~
~009
J 2010 He
:DRPDRATE SDBIP
...
Frequency
B.aseline
oalO9
Ann&.!/l.1 Target .
200!lI2Q10
(Targetln
brackets)
\
130 Sept2009< 31
.'
TARGETS
-
I'; . < ......<,'",;'" IGeneral Comments
Dec:!OO~
~~oiul1eii1 0
I
--5 Integrated
Human
Settlements
5B.l
NS
Delivery of
housing
opportunities
housing
opportunities
provided per
year
8400
9900
CRU rental upgrade
units included
1500
Quarterly
2500
4400
8400
t--------------
5B.2
5 Integrated
Human
Settlements
5B.1 Number of
5B.2
IS
Delivery of
housing
opportunities
IrTlf.,llt::lll\;II\ic:lU
Seltlement
Upgrade
programme
(UISP and EHP)
Sign-off by Executive Director:
Date:
Sign off by Mayco Member:
Date:
100%
compliance with
plan
specifications
1000 tncrementally
Serviced Erven
200 Incrementally
Quart"rly
Serviced Erven
~~
/~--~------.--.-.------ .
.--.---;>&~..rA-~~- . --.-----
~::::
-
:::-:::~iZ~:;i~!:::::-::::::::::::
450 IncrementallY' 700 Incrementally
Serviced Erven
Serviced Erven
1000
Incrementally
Serviced Erven
New National Housing Policy CRU
programme outputs included.
Components for successful
implementation:
(1) Land acquisition
(2) Development of TRA's (EHP)
(3) In-situ Upgrade (UISP)
(4) Anti-Land Invasion Unil
monitoring
(5) Day-ta-day management and
facilitallon.
1
21
~
:c=i '
ALIGNMENT TO lOP
Corporate
Scorecard
Indicator
No.
SFA&
Directorate
Objective No.
'U)
~~
I5
5B"1
sse
5B"1
NS
J-I
S Integrated 1
Human
Settlements
Review of the 5
Year Integrated
Delivery of
housing
opportunities
Delivery of
Housing Plan
(IHPJ
08/09
IS
Review of the 5 Year
Integrated HOUSIng Plan
plan
specifications
(IHP)
9900
I
CRU rental upgrade units
30 Sept 2009
31 Dec 2009
Quarterly
Update project
and programme
tables
Update project
and programme
tables
Quarterly
1500
31 Marcn 2010
30 June 2010
Initiate annual
review of IHP
Approved
reviewed IHP
2500
4400
8400
450 Incrementally
700 Incrementaliy
Serviced Erven
Serviced Erven
Serviced Erven
Identify and prjoritise
issues to be
Explore the options
for how the City
Quarterly
Settlement
Upgrade
I
0 " "'VO""QUV"
and mformal
setuements
improvement
I
I
100%
compliance with
An approved urbanisation
strategy
Quarterly
addressed by the
City
could address
issues of
urbanisation
of
I
NS
housing
IMajor
upgrading IPilot Project ROil-I
of rental stocK out Programme
(CRUj
starts on ground
Com lete 1000 of 7750
P CRU
"
200 units
compleled
Quarterly
Units
400 units
completed
5 Integrated
Human
Seltlements
I
link to 55"2
HLFP
The review includes on an ongoing basis land
upgrade of mformal settlements to direct the t
future as well monitoring of progress
New National Housing PolIcy CRU programme output!:; included.
I
lHI
':HC~ll:Ia
(lilY
preliminary
implementation
programme
1000
(1)
Land
IncrementaJly
Serviced Erven
Ifor strategies and! This represenls the year 2 development research for a long-term strategy
commence their
implementatIon
and plan for Informa! Settlements,
-r-
strategy
'link to 5B.1
I
1068
tor successful implementation:
56,2
Implementation
of mformal
housinQ
housinQ
100%
compliance with
housing
opportunities
provided per
year
58,3
IS
Annual Target
200912010
(Target In
brackets)
158.1 Number of
housIng
I
56"2
Frequency
Baseline
o::~
Integrated
Human
Settlements
5
Objective
gj [
I
1 :1- =roo""'..'""
TARGETS
Indicator
(To include
unit of
measure)
80 ha of land
80 hectare of land
acquired
acquired
10 hectare of 80 130 hectare of 80
hectare of land
hectare of land
acquired
acquired
Quarterly
I
650 units
completed
1000 units
completed
150 hectare of 80 180 hectare of
11ectare of land
acquired
80 hectare of
land acquired
with functional structure and JO's
for all the Identified areas.
ProVincial Government· Project
approval by Provincial Government
R50m is available for the acqusition of land for housing" The
amount of land acqUIred will vary depending on land prices.
~ft
Page 1
2009_10_SDBIP plans for housin9_19May Version 1.xls
106
The Loyalty Index measurement composes 12 "Touch
indicator of how wei! the City is doing in relafion to the
31 % Corporately
human resources. The inteIVentions put in place to ,
fOirp.ctor::ll¢! & raised as a result of the last survey should reflect a "'/olmorovement
4 key "Touch Points~ which were identified of
This improvement
Index. The CultUle Climate
I
8 Good
governance and
BA.S
New
31 nlo Corporately
(Directorate & Departmental
targets Will only be available
NIA
Quarterly
NIA
NIA
once the current survey has
been
survey has been
completed)
10
8 B Manaoementl
8 Good
governance and
reporting and monitoring of the reduction (In percentage) of tho
findings of audit follow-ups performed in the quarter.
ror correctIve action implementation is normally provided by
line.
BB.7
tnternal
AUdit
100%
Quarterly
70%
70%
70%
5 to 8°le overall
5 to 8 0ft) overall
turnover
turnover
5 to 8% overall
turnover
70%
action.
hasn't laken place at the
I status
if an audit has taken
nf I no
respectively in the
since the last audii.
11
cmMlemenf each month, as
5 to 8% overaJi turnDver
12
8 Good
governance
regulatory
reform
Corporate
Services
I service delivery
with efficient
institutlona!
arrangements
Retention of
Skills as
measured by
staff turnover
New
(Le, a 12 month running
term/temporary, student
Quarterly
8
to 12% within skilled
8 to 12% within
categories
skilled categories
I
8 to 12% within
skilled categories
I
8 to 12% within
skilled categories
13
l!v~
Page 2
2009_10_SDBIP plans for housing_19May Version l.xls
1070
Ij~~' and attendance
reducing unplanned absenteeIsm to below 4 c/o
n1ust apply policy. monitor and.
and absence trends and ta~e remedial action
~
New
4% average for the period
July 2009 to 30 June l10
Quarterty
NIA
NIA
NIA
tI
the physical working envIronment
9 business processes which would result in
reVIsing job design and improving efficiencies.
career expectations through continuously updating and
personal development plans.
9 trust and loyalty through focusing inteIVentions on the key
touch points identified in the culture climate survey.
All the above Interventions are aimed at improving overall staff morale
which should result in improved time and attendance.
are not a substitute for active management of time and attendance
lation for the Formula: Total absence In a period expressed in houn
or days divided by
hours or days in this period
by 100.
The calculation
the following leave types:sick leave,
duty, strike leave, unauthorised leave, and faml~y responsibility
. average absenteeism rate should be less than or equal to 4'%)
12 month
Data Source'
14
SGood
governance aDd
regulatory
reform
Percentage
annual asset
verification
Sign-off by Executive Director:
2ci
22
23
Annually
0%
00% completE:d
by 30 June
Reflects the percentage of assets annuaHy verified for audit purposes.
I
17
18
21
100%
process
compieted
15
16
19
RepOIt PT64
---
Date:
~
~~
••..~~•..•••.••......
Sign off by Mayco Member:
24
~
Date:
26
Page 3
2009_10_SDBIP plans for housin9_1 9May Version 1.xls
1071
2009/2010 INFORMAL SETTLEMENTS DEPARTMENT SDBIP
ALIGNMENT TO IDP
TARGETS
'C
SFA &
Directorate
Objective No.
C orporat e
Scorecard
I d' t
1ca
n N or
o.
5 Integrated
Human
Settlements
58,2
18 ~
...J'"
0 ,s
;;;
.=
~
g
Objective
is
Housing
"
Delivery of hOUSing
opportunities
,---
,
Strategic ~oeus
area:
I
Integrated
Human
Settlements
d'
In Icator
(To include unit
of measure)
Effective
Operationalise
operationalisation Anti Land
of an Anti-Land InvaSion Unit
Invasion Unit
---
58,2
,
HOUSing
Delivery of housing
opportunities
i:)'
c
!!l
Annual Target
(by June 2010)
90% successful
response to
planned land
invasions
2"
.t
Quarterly
General Comments
30 Sept 2009
31 Dec 2009
Housing
Delivery of housing
apport n't'es
u II
70% successful
response to
planned land
invasions
80% successful
response to
planned land
invasions
80% successful
response to
planned land
invasions
90% successful
response to
planned land
invasions
The percentage success will
be measured against
planned land invasions
.J
----
Development of
an u r b a n i s a t i o n ,
and 'nform I
100% compliance An approved
1,1
a
with plan
urbanisation
set lements
.,
,speclfiGallOnS
strategy
Improvement
strategy
S;9"offby~
Da e:
30 June 2010
;
Quarterly
200 incremental
serv,ced erven
developed
450 incremental
serviced erven
developed
700 meremental
serviced erven
developed
1000 incremental
serviced erven
developed
Components for successful
implementation:
(1) Land acquisition
(2) Development of TRA's
(EHP)
(3) In-situ Upgrade (UISP)
(4) Anti.Land Invasion Unit
monitoring
(5) Day·to·day management
and facilitation,
---
--- --- ._--
58,3
31 March 2010
---
,
Implementallon of
informal
Settlement
Development of
Upgrade
100% compliance 1000 Incremental
programme (UISP With plan,
Serviced erven
speCifications
'and FHP)
f - - - - - - - i' --Strategic focus
, area 5:
Integrated
Human
tl
Set ements
Baseline
09
081,
(Target In
brackets)
Quarterly
.L~<?0tP.'!... ------.. ,
.
Identif and
Explore the opbons
, '/
t for how the City
se'
Pb"or, 'd Issudebs 0 couid address
e ad resse y ,
th C't
Issues of
elY
urbanisation
, ,
,
Draft poliCies,
Obtain appr,oval
This re resents the ear 2
strategies and
for strateg,es
d VI P t
Yh f0 r
preliminary
and commence 'I e Ie opmlen researdc 1 at
, , '
ong- erm s ra legy an p an or
ImplementatIon
the"
I f
I S ttl
t
programme
implementation
norma e emen s,
OTY OF em IG'D : ISIUkO snum : SUD umIAt
2.1
DEPARTMENTAL BUSINESS PLAN
2009/2010
ESTABLISHMENT OF AN ANTI-LAND INVASION UNITI
I
...
DEPARTMENT
: Informal Settlements
MANAGER
: Mzwandile Sokupa
Contact Person
: Mzwandile Sokupa
c:=
;::;
Page 1 of 5. 0910 E Departmental Business Plan TemplatelSM,doc
I
.
" .
1.
EXECUTIVE SUMMARY
The City has adopted a Zero Tolerance Policy towards land invasion. In respect an Anti-Land Invasion Unit is in the
process of being established between City Police and Housing to deal with the issues of patrol, evictions, re-settlement and
relocations within and between informal settlements.
2
PURPOSE AND SERVICE MANDATE OF THE DEPARTMENT
Effective operationalisation of an Anti-Land Invasion Unit.
To ensure that planned land invasions are successfully responded to and effectively dealt with.
3.
LEGISLATIVE IMPERATIVES (if applicable)
The City acknowledges that Informal Settlements are not only a Housing issue but a cross-cutting challenge that touches
on issues of poverty, social, economic, health, policing, engineering and many other functions.
4.
Partners and Stakeholders in the Strategy Plan (key stakeholders of the plan)
......
I Partners/ Stakeholders
<:.I
-J
I
Roles and Responsibilities
~~:c~~f~;~:~:___- ,- _____________________________---,
c:,...::)
Joint patrols of city land and provision of security back-up in cases of evictions
and demolitions.
Page 2 of 5. 0910 E Departmental Business Plan TemplatelSM.doc
5.
RESOURCES (Financial and Staff)
Head: Anti-Land Invasion
Requires: 53 Dedicated Field Officers
Department's CAPEX & OPEX: Budget approved by Council in May 2008.
Current staff compliments: 0
6.
BACKLOGS AND RESOURCE CONSTRAINTS (if applicable)
Delays in appointment of additional field officers have a negative impact on service delivery.
7
ASSUMPTIONS AND RISKS
7.1
Threat of new land invasions
o-lIo
o
-:!
~
7.2
Risk Assessment
~q~s
LJ~ew
invasions
Action
Resp.
Capacity building to deal effectively
with invasions
Housing and City Police
8.
STRATEGIC ALIGNMENT TO THE IDP
8.1
Linked to the objective of "development of an incremental housing programme" in the lOP.
Page 3 of 5. 0910 E Departmental Business Plan TemplatelSM.doc
8.2
9.
LINK TO PROGRAMMES (Programme Layout and description linked to Directorate objective)
•
Upgrading of Informal Settlements Programme
•
Emergency Housing Programme
•
Anti-Land Invasion Programme
•
Essential Services Programme
OBJECTIVES AND INDICATORS OF THE DEPARTMENTAL SERVICE DELIVERY AND BUDGET IMPLEMENTATION
PLAN (SDBIP)
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)
90% successful
response to
planned land
invasions
70% successful
response to
planned land
invasions
80% successful
response to
planned land
invasions
80% successful
response to
planned land
invasions
90%
successful
response to
planned land
invasions
1-------
Effective
operationalisation of
an Anti-Land
Invasion Unit
......
<:)
-..]
c..n
Page 4 of 5. 0910 E Departmental Business Plan TemplatelSM.doc
1Q
AUTHO~SATION·
The undersigned do hereby indicate their agreement with the contents of this document and the outcomes.
! Executive Director
tManager
~ayco Member
11.
~-8~zwandile Sokupa
~hehaam Sims
APPENDICES: IF ANY
Appendix 1: Departmental SDBIP
.......
<:::::
-...:l
~
Page 5 of 5. 0910 E Departmental Business Plan TemplatelSM.doc
Ol'l OF
cm 1~1II ·ISIltlO SAstUPl : $'lAO Ult5!A8
2.2
DEPARTMENTAL BUSINESS PLAN
2009/2010
DEVELOPMENT OF AN URBANISATION AND
INFORMAL SETTLEMENTS IMPROVEMENT
STRATEGY
.....
c=
-.]
-..1
DEPARTMENT
: Informal Settlements
MANAGER
: Mzwandile Sokupa
Contact Person
: Mzwandile Sokupa
Page 1 of 5. 0910 E Departmental Business Plan Template.2.3ISM,doc
1.
EXECUTIVE SUMMARY
Upgrading of Informal Settlements in-situ is the ultimate approach that the City wants to embark upon in terms of dealing
with the challenge of informal settlements within its jurisdiction. In this regard an Urbanisation and Informal Settlements
Improvement Strategy is being formulated to tackle this challenge head-on.
2
PURPOSE AND SERVICE MANDATE OF DEPARTMENT
The development of an Urbanisation and Informal Settlements Improvement Strategy.
The upgrade and management of Informal Settlements via the implementation of incrementally serviced erven and within
the confines of the UISP. The department also prevents and reacts to information regarding the erection of illegal
structures throughout the boundaries of the City.
3.
LEGISLATIVE IMPERATIVES (if applicable)
The City acknowledges that Informal Settlements are not only a Housing issue but a cross-cutting challenge that touches
on issues of poverty, social, economic, health, policing, engineering and many other functions.
......
4.
Partners and Stakeholders in the Strategy Plan (key stakeholders of the plan)
~
-:l
I Partnersl Stakeholders
lOP Office
00
Roles and Responsibilities
Development of an Urbanisation and Informal settlements
Improvement Strategy
All Directorates
5.
RESOURCES (Financial and Staff)
•
UISP Consultant appointed
Department's CAPEX & aPEX: Budget in draft and to be approved by Council at the end of May 2009
Page 2 of 5. 0910 E Departmental Business Plan Template.2.3ISM.doc
Staff compliments: Consultant
6.
BACKLOGS AND RESOURCE CONSTRAINTS (if applicable)
223 Informal Settlements in the City
7
ASSUMPTIONS AND RISKS
7.1
Threat of new land invasions
Relevance of the strategy to the expectations of the people in informal settlements
7.2
Risk Assessment
No
~L
8.
Risks
Action
Resp.
Urbanisation challenges without a clear strategy by the
City
Urbanisation and Informal Settlements
Improvement Strategy
Housing
I~
STRATEGIC ALIGNMENT TO THE lOP
8.1
Linked to the objective of "development of an incremental housing programme" in the lOP.
8.2
LINK TO PROGRAMMES (Programme Layout and description linked to Directorate objective)
•
Upgrading of Informal Settlements Programme
•
Emergency Housing Programme
. -:;
_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _- - J
Page 3 of 5. 0910 E Departmental Business Plan Template.2.3ISM.doc
~
• Anti-Land Invasion Programme
•
9.
Essential Services Programme
OBJECTIVES AND INDICATORS OF THE DEPARTMENTAL SERVICE DELIVERY AND BUDGET IMPLEMENTATION
PLAN (SDBIP)
------r----
------
Objectives of this
Plan
Indicato r(s) of
this Ob ective
Target (by Sept
09)
Target (by Dec
09)
Target (by
March 10)
Target (by
June 10)
Development of an
urbanisation and
informal settlements
improvement
strategy
An apprDved
urbanis )tion
strategy
Identify and
prioritise issues
to be addressed
by the City
Explore the
options for how
the City could
address issues of
urbanisation
Draft policies,
strategies and
preliminary
implementation
programme
Obtain approval
for strategies
and commence
their
im plementation
200 incrementally
serviced erven
450 incrementally 700
1000
serviced erven
incrementally
serviced erven
11000 in :rementally
Implementation of
Informal settlements serviced erven
Upgrade
programme
10.
i
incrementally
serviced erven
AUTHORISATION
Page 4 of 5. 0910 E Departmental Business Plan Template.2.3ISM.doc
.......
c:::=
ex:>
c:>
,1'0.
AUTHORISATION
The undersigned do hereby indicate their agreement with the contents of this document and the outcomes.
11.
Manager
Mzwandile Sokupa
Mayco Member
Shehaam Sims
APPENDICES: IF ANY
Appendix 1: Departmental SDBIP
~
<::
00
.........
Page 5 of 5. 0910 E Departmental Business Plan Template23lSM.doc
1082
2009/2010 NEW SETTLEMENTS DEPARTMENT SDBIP
ALIGNMENT TO lOP
Corporate
SFA&
Directorate Scorecard
Indicator
Objective
No.
No.
5 Integrated
Human
Settlements
.2l
.s'C1!
.-::ra,S
c ..
0
Objective
.- ..J Cl)
..J
..
e
IDelivery of
1561
IHousing
housing
opportunities
Indicator
(To Include.
unit of
measure}
Number of
housing
opportunities
provided per
year
OS/09
(Target In
brackets}
9900
.. ,d,>.!""·,'
~.
Baseline
Annual Target
(by June2010) ,
,..
-,
c
hM~~~h
[
20.10
u.
84001 Quarterly
Si9"OffbYED~~
Date: ... 2.e.::'.~.;-A.. ~<... •..
\~.,
1500
2500
4400
. V'.':'I cO' · · ·' •. · . 1
30'JUn~~{G.'eriefaj'comnjents
.2010·,
. ,' ..'
.
I!.
New National Housing
84001 Policy CRU programme
outputs included.
em OF CAP[ t~.~ 'ISIUkO s.sum , SUO IUtSl.II
3
DEPARTMENTAL BUSINESS PLAN
2009/2010
DEVELOPMENT OF HOUSING OPPORTUNITIES
......
<::t
00
~
DEPARTMENT
: NEW HOUSING
EXECUTIVE DIRECTOR
: J.A (HANS) SMIT
Contact Person
: HERMAN STEYN
Page 1 of 5. 0910 Departmental Business Plan TemplateNS.doc
1.
EXECUTIVE SUMMARY
The City's Housing Plan is aligned with the Breaking New Ground Plan on Sustainable Human Settlements Plan that the
National Department of Housing launched during September 2004.
The first decade of democracy has been the delivery of approximately 1.6 million houses throughout the country. The
Western Cape's share of this output is estimated at 193 450 housing opportunities and City about 43 000.
Although a lot was achieved in terms of mass delivery of housing opportunities to the poor, there is a lot that still need to be
done. Housing delivery for the poor has largely occurred in the periphery of our cities and towns and accompanied with
varying degrees of community and economic facilities. Backlogs have been experienced in the economically growing areas
and because of the lack of integrated urban management plan, resulting in urban poverty and squalor, overcrowding and
the mushrooming of unmanaged informal settlements. The City of Cape Town is no exception to these trends. In fact the
City finds itself in a more challenging situation due to issues such as limited and expensive land for housing, inflation of
building material costs due to the property boom in the Western Cape and difficult planning and environmental approvals
for housing development
2
PURPOSE AND SERVICE MANDATE OF DEPARTMENT
2.
•
PURPOSE AND OBJECTIVES
Is to increase the delivery of housing opportunities
City.
a structural way to reduce the people in need of housing in the
....
~
00
The main customers of the department are the people on the City's database who are in need of a housing opportunity.
They are expecting a house or site in the next 2 - 3 years.
~
The department's main direction is to provide the maximum amount of opportunities within the budget.
3
LEGISLATIVE IMPERATIVES (if applicable)
Housing opportunities are developed in terms of the Constitution of SA, the Housing Act No. 107 of 1997 and National and
Provincial policy e.g. Housing Code and National Housing Programmes.
The City acts as an implementing agent for Provincial and National Government to provide new housing opportunities.
Housing projects are implemented and financed by means of National Housing Programmes.
Page 2 of 5. 0910 Departmental Business Plan TemplateNS.doc
The integration and nature of these projects requires planning and budgeting of other departments on National level e.g.
Public works for Police Stations, Magistrate Courts, Airports impact etc.; Provincial level: Education, Health, Libraries,
Transport, Planning & Environment and Housing Local Government level: Planning and Environment and Roads &
Transport; Utility Services (water, sewer, electricity and solid waste): Property; Community Facilities: Sport &
Recreation: lOP
4.
Partners and Stakeholders in the Strategy Plan:
The following people are the key stakeholders of the plan:
~~--~
Partnersl Stakeholders
Roles and Responsibilities
New Housing
•
Implementation of housing project using various housing programmes: eg; UISP,
EHP, Project Linked, IRDP and CRU including Hostels
Land Restitution
•
Assisting claimants
•
Facilitation GAP housing
I Housing Land Forward
Planning
~HOUSing
Land Forward
Planning
-_._.............
5.
!
.......
~
00
•
t.:n
Social housing
---
- - - . -.......
~--~
RESOURCES (Financial and Staff)
Department's CAPEX & OPEX: Budget as approved by Council.
Staff compliment: 42
6.
BACKLOGS AND RESOURCE CONSTRAINTS (if applicable)
Page 3 of 5. 0910 Departmental Business Plan TemplateNS.doc
The appointment of competent, qualified and experienced housing project managers and the availability of suitable land.
7
ASSUMPTIONS AND RISKS
7.1
Assumptions
That the necessary community consultation will take place and that the political approval and legislative requirements are
met before implementation.
I No
Risks
Action
Resp.
1.
Community interference with allocation
process
Stakeholder engagement and
consultation
Housing
2.
Affordability of projects/high tender prices
do not meet expectations
Detail planning and proper
specifications
Housing
----
......
<:
00
8.
STRATEGIC ALIGNMENT TO THE lOP
8.1
Strategic Focus Area 5: Improve and Develop Integrated Human Settlements
<:r.>
58: Development of new housing opportunities
9.
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
Page 4 of 5. 0910 Departmental Business Plan TemplateNS.doc
Objectives of this
Plan
, Delivery of housing
opportunities
Indicator(s) of
this Objective
Target
(by Sept 2009)
Target
(by Dec 2009)
Number of housing
opportunities
provided per year
1500
2500
'------
Ta rget (by Mar I Target (by
20 10)
June 2010)
8400
00
-...
-
NB: Could have more than one objective and could have more than one indicator per objective
This portion will be used as the bases for completing the Excel spreadsheet (SDBJP) portion of the document.
10.
AUTHORISATION
The undersigned do hereby indicate their agreement with the contents of this document and the outcomes.
I Name
Executive Director
I Herman Steyn
Manager
Mayco Member
11.
I J.A.(Hans) Smit
I Shehaam Sims
I Signature
Ai'
~--r
I Date
./' - ______
I-C/f'~~
I fttZ
I
~Vqv/~/I.'
JOI o~1 'D 'f.
......
~
ex>
-:l
,2~(J>/t1t
APPENDICES: IF ANY
Appendix 1:
Departmental SDBIP
Page 5 of 5. 0910 Departmental Business Plan TemplateNS.doc
1088
200912010 STRATEGY SUPPORT AND COORDINATON DEPARTMi:NT SDBIP
to
Baseline
Indicator
(To Include unit of
measure)
08109
Annual Target
(Target In
brackets)
{by June 2010)
reviewed
Housing
g
[
100%1 setting up of
accreditation
systems
General Comments
S~Pt 2009
Rt'!Vlew of the 5 Year
lrtegrate~i~~~s:ng f'!anIAnnually
Update project and
programme tables
Lev:~;~~~:::tion !Quarterly
Level 2 Business Plan
application completed
90% FIHing of posts
60% filling of posts
Portfolio
5 Integrated
Human
158
Settlements
30
11.
Update project and
programme tables
Initiate annual reVIew of IHP IApproved reviewed IHP
Set up an evaluation~
and administration
for accreditation Isection for accreditation
(Phase 2)
authority
IFull readiness for
Level 2 accreditation
budget
requirement for the fUMe as wei!
monitoring of progress.
Implementation of Level 2
accreditation IS dependent on a
MOU botween the City
Town and Provincincial
Government
a Good
governance
18Al
and regulatory
Quarterly
fiUlng of posts
90% Filling of posts
reform
arrangements
I'mo'.,n.,,'.',on of Work
8 Good
gov~mance
and regulatory
leA .•
Corporate
Services
Skills Plan 10'
190 % soendlng of
of
training budget
Quarterly
15%
Institutional
reform
arrangements
EE plan >98%
a Good
governance
and regulatory
reform
18A,3
Corporate
Services
servIce delNery
Wltl1 efflClen!
institutional
arrangements
:(:~II~;::~;~~lan in
recn.illed and
1100% compliance
100%
compliance
Quarterly
Apply
compliance
development of existing
staff
Need to enhance valid,ty Of data
(1) 25% Backlog cleared
Improve and
Integrated
Settlements.
(2) 80% update of ID's
and addresses only
earilest applications
Quarterly
1(1) So%
Backlog Cleared
(2) 65% u date of 10's and (2) 70% update of ,10's
dd
P
I
[t
addresses only earliest
a
re:::~~~I~nesar
les
and
applications
earliest applications
#
1U89
to 8% overaH turnover
8 Good
BA2
with efficient
instilutionai
arrangements
Retention of Skills as
measured by slaff
turnover
5 10 8% overall turnover
New
8 to 12% within skilled
categories
per annual
arrangements
I Culture Climate Survey
I
New
once 'he cunenl survey
'I
has been completed)
I~
"
,~.i_
I
1
_
5 to 8% avera!! turnover
Quarterly
a to 12% within skilled
BAS
5 to 8% overall tlJrnOVer I
~,
'
_
""Off::,:~~
---'---
a to 12% within skilled
8 to 12% wIthin ski!lec
categories
C1l.!egories
NIA
NIA
categories
tm' OF WI' Ill... :151U18 SmUPi! SlAB lUPSUI
4.1
DEPARTMENTAL BUSINESS PLAN
2009/2010
.
REVISION OF INTEGRATED HOUSING PLAN :c::::::
~
c:.c
<::>
DEPARTMENT
: Strategy, Coordination
and Support
DIRECTOR
: Alida Kotzee
Contact Person
: Trevor Mitchell
Page 1 of 7. Amended 5 Year IHP Business Plan.doc
EXECUTIVE SUMMARY
The City's 5 Year Integrated Housing Plan which is linked to the Integrated Development Plan outlines the Housing
Directorate's challenges as well as how these challenges will be addressed.
In terms of Chapter 4 of the Local Government: Municipal Systems Act No. 32 of 2000, a municipality must create
conditions for the local community to participate and be kept informed of the affairs of a municipality such as its policies,
By-Laws, IDP etc. In this regard Sub-councils were given the delegation to communicate and inform the local communities
of the aforementioned.
In order for the Housing Directorate to be held accountable to the community its serves, it established a section to liaise
with all Sub-councils in order to inform them of the progress being made in reaching its objectives as set out in its 5 Year
Integrated Housing Plan as well as all other housing related housing matters.
In order to ensure alignment to National - and Provincial Government, the City's Housing Policies will be reviewed and
amended accordingly on an ongoing basis. This function will be performed by the Policy and Research section of the
Housing Directorate.
2
PURPOSE AND SERVICE MANDATE OF DEPARTMENT
......
i. To review the Five Year Integrated Housing Plan and to ensure that it reflects the latest statistics and planning processes.
c::=
(;,0
ii. Also to ensure that the broader community is made aware of the City's 5 Year Integrated Housing Plan as well as all other ........
housing related issues by utilising the SUb-council system.
iii. To ensure that the Staffing Strategy of the Directorate, including all corporate HR initiatives applicable to the Directorate,
is implemented and adhered to.
iv. To ensure that the Workplace Skills Plan is given effect and that the relevant Training and Development interventions are
embarked upon, thereby enhancing the skills of the Directorate's employees.
v. To ensure co-ordination and alignment with National- and Provincial government Policies.
Page 2 of 7. Amended 5 Year IHP Business Plan.doc
vi. To ensure the roll-out of Housing Consumer Education in the City Of Cape Town
vii. To ensure the timeous submission of all reports and statistical Housing responses.
Customers are:
•
Housing Portfolio Committee
•
Sub-councils
•
Internal
and External stakeholders
Demands/expectations from customers:
To ensure that the community and other stakeholders is kept abreast of all housing related issues
.......
c=
3.
LEGISLATIVE IMPERATIVES (if applicable)
•
4.
c:.c>
l':)
The Constitution of the Republic of South Africa
•
Systems Act
•
Housing Act
Partners and Stakeholders in the Strategy Plan (key stakeholders of the plan)
Page 3 of 7. Amended 5 Year lHP Business Plan.doc
Partnersl Stakeholders
Roles and Responsibilities
-~~~~-~~
Senior Housing Management
IH~USing Portfolio Committee
Sub-Councils
~~~
I
Assist with finalisation of reviewed plan
Approval of reviewed plan
Approval of reviewed plan
~
Council
Approval of reviewed plan
----
Communication and
Stakeholder Engagement
Communication of reviewed plan
Policy and Research
Review of the plan
I
~~------
5.
RESOURCES (Financial and Staff)
Department's CAPEX & OPEX: Budget in draft format and to be approved by Council at end of May 2009.
Staff compliment: 27
.....
Q
<:.0
6.
BACKLOGS AND RESOURCE CONSTRAINTS (if applicable)
•
~
Delay in finaliSing the reviewed plan
7
ASSUMPTIONS AND RISKS
7.1
Assumptions
Assumption is that the implementation of housing plan is only Housing's responsibility.
7.2
Risk Assessment
Page 4 of 7. Amended 5 Year IHP Business Plan.doc
No
Risks
Action
Resp.
1
If plan is not reviewed and approved timeously or
accurately. the strategy may not be achieved.
All parties to do their best to obtain
approval of the reviewed plan
Senior Housing Management
-~~----~
8.
8.2
STRATEGIC ALIGNMENT TO THE lOP
•
8: Good governance and regulatory reform
•
8 C: Establish effective community and other stakeholder engagement channels
LINK TO PROGRAMMES (Programme Layout and description linked to Directorate objective)
•
Programme name and description
.. Review of the Five Year Integrated Housing Plan
•
Outputs that you aim to achieve
.....
=
c;:.c>
~
.. An approved reviewed plan
•
Strategies that will be followed to achieve programme outcome
.. Continuous follow-up, communication and reviewing of plan
•
Resources linked to the project
.. Senior Management within the Directorate
9.
OBJECTIVES AND INDICATORS OF THE DEPARTMENTAL SERVICE DELIVERY AND BUDGET IMPLEMENTATION
PLAN (SDBIP)
Page 5 of 7. Amended 5 Year IHP Business Plan.doc
Objectives of this
Plan
Indicator(s) of
this Objective
Target (by Sept
09)
Review of the 5
Year Integrated
Housing Plan (IHP)
Approved
reviewed IHP
Update
project Update project Initiate annual Approved
and programme and programme review of IHP
reviewed IHP
tables
tables
Staffing: Filling of
Posts (including
budget and vacancy
alignment)
Housing Database:
(1) capturing of
outstanding
backlogs
(2) updating of ID's
and addresses only
earliest applications
10.
II'
1
i
Target (by Dec
09)
Target (by June
10)
Target (by
March 10)
I
90% filling of
posts
60%
. posts
1) 100% Backlog
cleared
I (1) 25% Backlog I (1) 50% Backlog I (1) 75% Backlog I (1) 100% Backlog;
(2) 80% update
of ID's and
addresses only
earliest
applications
filling
I
of I 60% filling
posts
of 70% filling
posts
cleared
cleared
(2) 65% update
of
ID's
and
addresses
only
earliest
applications
(2)70% update
ID's
of
and
addresses only
earliest
applications
I'
I
I
of 190%
posts
filling
of
cleared
cleared
(2) 75% update
of
ID's
and
addresses only
earliest
applications
(2) 80% update
and;
ID's
of
addresses
only
earliest
applications
....
Q
t.e::>
Ul
AUTHORISATION
The undersigned do hereby indicate their agreement with the contents of this document and the outcomes.
Page 6 of 7. Amended 5 Year IHP Business Plan.doc
Name
Executive Director
IDirector...
~c:...."''-''''''''''''o,
LMayca Member
Signature
J.A.(Hans) SMIT
I Tl'L~"
""-",,-,","LL
AHda-K.gtzge
Shehaam Sims
I Date
/0 3/.zr
I
.s~··H:~.~ 2-4·c>~· ;ao03
I
;. (lOp'
I 2"'(03/ 0
I
11.
)
J
APPENDICES: IF ANY
Appendix 1:
Departmental SDBIP
.......
c::::=
(".C>
0";)
Page 7 of7. Amended 5 Year IHP Business Plan.doc
em DF em InII : I$IX[II suaAPA ! rub unsu.
4.2
DEPARTMENTAL BUSINESS PLAN
2009/2010
ACCREDITATION OF CITY OF CAPE TOWN
...
Q
c:.c
-..l
DEPARTMENT
: Strategy, Coordination
and Support
DIRECTOR
: Alida Kotzee
Contact Person
: Daphne King
Page 1 of 7. Amended Plan_Accreditation 09_10.doc
1.
EXECUTIVE SUMMARY
The Accreditation of the City Of Cape Town to administer National Housing Programmes involves the devolving of the
roles and responsibilities of the Provincial Housing authority to the municipality.
The Accreditation Programme has three levels. The first and the second levels transfer limited responsibilities upon
municipalities to plan, manage and administer housing projects. The third level assigns full responsibility to municipalities to
implement national housing programmes. The City has at this stage applied for the level 1 Accreditation and intends to
apply for the next level within the current financial year (2009/2010).
2
PURPOSE AND SERVICE MANDATE OF THE DEPARTMENT
To establish the City of Cape Town as an accredited housing authority.
This key process will bring housing delivery closer to the people and will also assist the City in speeding up housing
delivery and strengthen its administrative, financial and institutional capacity for effective housing delivery.
Customers are:
•
community
•
Housing Portfolio Committee
•
Sub-councils
•
Housing staff
....
=
~
00
Demands/expectations from customers:
•
To bring housing delivery closer to the people.
•
To speed up housing delivery
•
To develop and strengthen housing administrative, financial and institutional capacity for effective housing delivery.
Page 2 of 7. Amended Plan_Accreditation 09_10.doc
3.
4.
LEGISLATIVE IMPERATIVES (if applicable)
1.
Constitution of the Republic of South Africa
2.
Division of Revenue Act
3.
Housing Act 107 of 1997/ Housing Code
4.
Municipal Finance Management Act
Partners and Stakeholders in the Strategy Plan (key stakeholders of the plan)
I Partnersl Stakeholders
NATIONAL DEPARTMENT
OF HOUSING (N.D.O.H)
PROVINCIAL DEPARTMENT
OF LOCAL GOVERNMENT
AND HOUSING
Roles and Responsibilities
•
Formulate programs
•
Frame guideline relating to accreditation
•
Provide funding for the purposes of capacity development
•
Facilitate the implementation program
•
To ensure that funds are made available to capacitate the accreditation
of the City of Cape Town.
•
To keep the M.E.C. informed of the progress made with Accreditation
•
To ensure that the M.O.U is signed by the M.E.C
.....
-=
e.c
~
Page 3 of7. Amended Plan_Accreditation 09_10.doc
5.
RESOURCES (Financial and Staff)
Department's CAPEX & OPEX: Budget in draft format and to be approved by Council at end of May 2009.
Staff compliment: 2 * Staffing requirements under review.
6.
BACKLOGS AND RESOURCE CONSTRAINTS (if applicable)
The inter-governmental imperatives that impact on the plan is the full co-operation of the Provincial Housing Authority in
respect of the following:
1.
The signing of the Memorandum of Understanding (M.O.U) by the M.E.C for Housing.
2.
Appropriate funding to set up the Accreditation Office.
3.
Annual bulk funding for subsidy approvals.
7
ASSUMPTIONS AND RISKS
7.1
Assumptions
J
......
Q>
c;:,
co-operation between the 3 tiers of government
•
t-Ilil
•
Adequate Funding
•
Appropriate Resources
Page 4 of 7. Amended Plan_Accreditation 09_10.doc
7.2 Risk Assessment
l~o
1
---
Risks
Resp.
Action
•
Delays in funding commitments
•
Delays in signing of the Memorandum
of Understanding
•
Re-program remainder of Director: Strategy, Support &
program to accommodate Co-ordination I Accreditation
Manager
funding slippage
•
Maintain pressure on
Province to sign off
I
-----
8.
8.2
STRATEGle ALIGNMENT TO THE lOP
•
8: Good governance and regulatory reform
•
8 A: Ensuring enhanced service delivery with efficient institutional arrangements
J
....
LINK TO PROGRAMMES (Programme Layout and description linked to Directorate objective)
-
=
......
* City of Cape Town, Integrated Housing Plan, 2005 refers.
Page 50f7. Amended Plan_Accreditation 09_10.doc
9.
OBJECTIVES AND INDICATORS OF THE DEPARTMENTAL SERVICE DELIVERY AND BUDGET IMPLEMENTATION
PLAN (SDBIP)
-----
10.
----
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)
To establish the
City of Cape Town
as an Accredited
Housing Authority
Full readiness for
Level 2
Accreditation
Level 2 Business
Plan and
application
completed
Set up an
evaluation- and
administration
section for
accreditation
(Phase 1)
Set up an
evaluation- and
administration
section for
accreditation
(Phase 2)
Full readiness
for Level 2
Accreditation
.... ,
AUTHORISATION
The undersigned do hereby indicate their agreement with the contents of this document and the outcomes.
.....
.<:N
Director I A.c...~o,
. Mayco Member
11.
\AA-""lo Ia.... "t<\ \ "t C\-\ E:-.\...-L-
Alida KQtzee
Shehaam Sims
a(..(tJ3/01
APPENDICES: IF ANY
Appendix 1:
Departmental SDBIP
Page 6 of 7. Amended Plan_Accreditation 09_1 O.doc
1103
Indicator
(To inelude .
;unif of
opportunities
Delivery of 300 !
'
rental Social
1150 units delivered
Housing units. for Steenberg
Delivery of
housing
opportunities
liniliatives: 200
sites to be
Delivery of
58,1
I Housing housing
Integrated
Human
Settlements
58,1
Housing
Human
Settlements
58.1
Housing
Human
Settlements
58.1
Housing
IS;;;i~~~~ ~~en
1300 units
(Expenditure of ,acqUired
Quarterly
1200 serviced erven IQuarterlY
200 claims
Ha's of land
I
80 hectare of land
acquired
Quarterly
Quarterly
R50m)
..... l.q!?rA!.;1..<?:... :.............. ·
1Includes delivery from
180 units
120 units
140 serviced erven 190 serviced erven
50 claims
resolved
10 hectare of 80
hectare of land
acquired
100 claims resolved
30 hectare of 80 hectare
of land acquired
220 units
1300 units
1140 serviced
arvan
150 claims
resolved
of land
acquired
200 claims
resolved
80 hectare of
80 hectare of
land acquired
Steenberg and
Drommedaris in Milnerton
em OF cm !IID 'ISIUlO Uuu" ! SlAD WPSlll
5.1
DEPARTMENTAL BUSINESS PLAN
2009/2010
IDENTIFICATION OF LAND TO MEET HOUSING
OPPORTUNITY TARGETS
DEPARTMENT
: Housing Land and
.....
=
-
~
Forward Planning
MANAGER
: Basil Davidson
Contact Person
: Basil Davidson
Page 1 of 4. Final business plan_Land Acq2009_10HLFP.doc
1.
EXECUTIVE SUMMARY
Housing and the need for integrated human settlements is one of the key challenges facing the city. There is an urgent
requirement that the provision of integrated human settlements is accelerated. In order to achieve this accelerated
provision of integrated human settlements, sufficient land must be identified and acquired within the City's spatial
development framework. The Housing Land and Forward Planning Department oversees this process. The target is for the
City to acquire some 450ha of land for integrated human settlement development over a five year period.
2
PURPOSE AND SERVICE MANDATE OF THE DEPARTMENT
To acquire 80ha (R50m) of land for integrated human settlement development for 2009/2010.
3.
LEGISLATIVE IMPERATIVES (if applicable)
The Constitution of the Republic of South Africa, 1996 compels the state to provide access to housing and the Housing Act,
1998 provides for various subsidies to be utilised towards this end. A major intergovernmental imperative impacting on the
land acquisition is the transfer of Housing Board land from the Provincial Government to the City. In addition negotiations
are underway with the Public Works Department of the Provincial Government to also release land to the City for housing.
Other inter-governmental partners include the National Department of Housing and the Provincial Department of L~nd :
Affairs with regard to Social Housing and Restitution issues respectively.
.
.
4.
...-
Partners and Stakeholders in the Strategy Plan (key stakeholders of the plan)
c:>
_l
Partnersl Stakeholders
Roles and Responsibilities
Provincial Government
•
Transfer of Housing Board land from the Provincial Government to the City
----------
Provincial Government
•
Public Works Department of the Provincial Government to also release land to the
City for housing
National Departments of
Housing and Land Affairs
•
To provide funding for the acquisition of land for housing
Private Sector
•
To provide and sell land to City
Page 2 of 4. Final business plan_Land Acq2009_1 OHLFP.doc
•
9.
5 Year Housing Plan
.. ~
OBJECTIVES AND INDICATORS OF THE DEPARTMENTAL SERVICE DELIVERY AND BUDGET IMPLEMENTATION
PLAN (SDBIP)
:
I
Objectives of this
Plan
Indicator{s) of
this Objective
.-
Target {by Sept
08)
Target (by
March 09)
'Target (by Dec
08)
Target{~_~
June 09)
--
Identification
and 80 Ha's of land 10 hectare of 80 30 hectare of 80 50 hectare of 80 80 hectare of,
aquiring
of
80 acquired
hectare of land hectare of land hectare of land 80 hectare of
land acquired
acquired
hectares of land
acquired
acquired
L.........
10.
AUTHORISATION
The undersigned do hereby indicate their agreement with the contents of this document and the outcomes.
Name
Executive Director
, Signature
J.A.{Hans) Smit
;;?' {
I
[Mayco Member
11.
........
~=»,,""""
Basil Davidson
Manager
Date
--------+----'J
Shehaam Sims
/1
. wr
.
1I~
.....
t ....
=
I -.J
APPENDICES: IF ANY
Appendix 1:
Departmental SDBIP
Page 4 of 4. Final business plan_land Acq2009_10HlFP.doc
CIf1' Qf cm toP : ISllUO SUUAPA : suo um!ll!
5.2
DEPARTMENTAL BUSINESS PLAN
2009/2010
RESTORATION OF LAND RIGHTS
DEPARTMENT
: Housing Land and
.....
-
<:>
00
Forward Planning
MANAGER
: Basil Davidson
Contact Person
: Pogiso Molapo
Page 1 of 7. Final business plan_Restoration of land 2009_2010HLFP.doc
1.
EXECUTIVE SUMMARY
The Department is committed to assist the Regional land Claim Commission (RLCC) to restore land rights to its claimants
in such a manner that claimants are able to settle on their land in a sustainable way, which also helps the City to achieve its
goal of integrated human settlements, and which contributes to national healing and reconciliation. This is a "window of
opportunity", to utilise this mechanism and the state resources and grants which accompany it, to contribute to the City's
Integrated Human Settlement Plan.
2.
PURPOSE AND SERVICE MANDATE OF THE DEPARTMENT
Issues in City's draft lOP which this plan aims to contribute towards:
3.
•
To reduce Cape Town's housing shortage,
•
Reverse or balance the present Urban sprawl exacerbated by present housing delivery model,
•
To integrate Cape Town economically, racial and spatially through land restitution,
•
To reduce Land invasions by using vulnerable sites for the developed of claimants housing.
....
-
LEGISLATIVE IMPERATIVES (if applicable)
o
The mandate for this program is derived from and governed by:
<:'..0
1. Section 31 of the Constitution of the Republic of South Africa,
2. The Restitution of Land Rights Act (Act 22 of 1994, as amended),
3. City Wide Land Restitution Policy approved by Council in 26/10/2001,
4. City's Policy on Immovable Property promulgated on 3 February 2006.
Legal and intergovernmental imperatives impacting on the plan:
In addition to conforming to all the legal requirements of the above, the plan must conform to the normal environmental and
heritage, township establishment and land use management controls. In addition, because the program is a collaborative
Page 2 of 7. Final business plan_Restoration of land 2009_2010HLFP.doc
one with the RLCC and claimants, flexibility is required which needs to be exercised within the confines of the MFMA, while
at the same time meeting the requirements of the Inter-Governmental Relations Act.
4.
Partners and Stakeholders in the Strategy Plan (key stakeholders of the plan)
LP~~~ers' Stakeholders
Roles and Responsibilities
I RLCC
•
Takes overall responsibility for the settlement of claims.
Claimants
•
Agree on the form and manner of settlement of their claims.
Internal: Planning,
Property Management,
Service Delivery
Integration, Legal
Services, New
Settlements
•
•
Provide information and expert advise and opinion on every claim or request for land
Contribute to the coordinated planning of larger restitution sites
•
Implement HSS project-linked claims
---
~--.-
5.
...-
---
-_.-
-_._.............
_--
---
---------
J
....
-
~
RESOURCES (Financial and Staff)
<=
The work involved is highly complex and technical. While the team is justifiably small, it consists of highly competent,
experienced officials. They also need to have excellent interpersonal skills, playing a facilitative role both internally and
externally, thus requiring respect from both specialists, and civil society members alike. The plan requires two technical
support staff to ensure that the officials are optimally utilised.
Financial requirements are largely around augmenting the City's capital contribution to bulk infrastructure to "unlock" key
sites (eg. District Six), and on the operating side, to appoint consultants on feasibility studies and technical investigations.
Department's CAPEX & OPEX: Budget in draft format and to be approved by Council at end of May 2009.
Staffs compliment: 10
Page 3 of 7. Final business plan_Restoration of land 2009_2010HLFP.doc
l
1
6.
BACKLOGS AND RESOURCE CONSTRAINTS (if applicable)
The RLCC is required to settle all claims by March 2009 with the assistance of all the relevant government
Challenges:
departments and spheres of government. While this could result in hastily entering into settlement agreements which are
not implementable, the Plan is to assist and advise them in the drawing up and implementation of these agreements. In
addition, the Plan addresses the City's role where it is requested to contribute original or alternative land as compensation.
Backlogs:
It has been difficult for the City to respond in a coherent way to the different requests, as it still awaits a
comprehensive database of all outstanding claims from the RLCC.
Political:
Imperatives: At a City-wide level, politicians are calling for the speedy settlement of claims and their implementation, both
to satisfy claimants in their constituencies, and to allay the uncertainty these are bringing to the property market. They are
also keen to be seen to have contributed to high-profile projects such as District Six. Nationally, there is enormous
pressure to show results of the programme as part of the larger land reform programme.
Legislative:
The Restitution of Land Rights Act (Act 22 of 1994), as amended.
Imperatives: If the City is not seen to be supportive in the implementation of the Restitution of Land Rights Act, the
Department of Land Affairs could choose to take a confrontational and legalistic approach to the City, resulting in
expropriations, and exclusion of the City in determining development options.
7
ASSUMPTIONS AND RISKS
7.1
Assumptions
•
National Restitution Programme in place and claimants still needing to resettle on their land,
•
Cooperative relationship with RLCC,
•
Existing staff complement does not decrease.
.......
........
....
....
Page 4 of 7. Final business plan_Restoration of land 2009_2010HLFP.doc
7.2
Risk Assessment
I~; ~isks
Action
Resl2.
---
1
Lack of information from the RLCC on the
location and amount of outstanding claims
to be settled
RLCC in process of employing
a service provider to complete;
RLCC
PGWC
PGWC to translate this
information onto GIS.
---
2
Opposition by surrounding residents
, through the courts or through the planning
application process
Work closely with I through the
ward councillor
Meticulous adherence to
proper procedures
LRU, ward councillors
Relevant project manager
3
Sufficient funds to implement the desired
option within the LCC's policy constraints
Do business I feasibility plans
up-front
RLCC
4
Claimants not satisfied with settlement
option
Work closely on managing
claimant expectations
RLCC
Proactive intervention at State
Land Disposal Committee
RLCC
Claimants and RLCC to agree
on institutional arrangements
and resourcing; City to support
where possible
RLCC, claimants
F
I
16 -
L
Delays in the land release process of City
and State
,-Maintaining balance between stable,
experienced claimant representative
bodies, while remaining accountable and
representative
J
--...
......
l'\:)
City
Page 5 of 7. Final business plan_Restoration of land 2009_201 OHLFP .doc
8.
STRATEGIC ALIGNMENT TO THE IDP
8.1
Strategic Focus Area 5: Improve and Develop Integrated Human Settlements
58: Development of new housing opportunities
8.2
LINK TO PROGRAMMES (Programme Layout and description linked to Directorate objective)
•
9.
Housing 5 year plan
OBJECTIVES AND INDICATORS OF THE DEPARTMENTAL SERVICE DELIVERY AND BUDGET IMPLEMENTATION
PLAN (SDBIP)
-1Objectives of this
Plan
Indicator(s) of
this Objective
Tal get {by Sept
09)
Target (by Dec
09)
Facilitate the
resolution of all
(200) outstanding
land claims
including the
provision of
alternative state or
municipal land
200 Claims settled
50 claims
res olved
100 claims
resolved
I Target (by March I Target (by June
10)
10)
150 claims
resolved
200 claims
resolved
(the targets
reflects
, cumulative totals)
'I .... :
----'-__---LI_~~
Page 6 of 7. Final business plan_Restoration of land 2009_2010HLFP.doc
10.
AUTHORISATION
The undersigned do hereby indicate their agreement with the contents of this document and the outcomes.
~-------------------------------
11.
I·Signature·IDate
IName
Executive Director
J.A. (Hans) Smit
Manager
Basil Davidson
Mayco Member
Shehaam Sims
II
,----~ ~~;0<79'/o7ef, I
.Q.. <± ('& \Q,OO r
Dg1(y'l
l
i
APPENDICES: IF ANY
Appendix 1:
Departmental SDBIP
0"
ft
i'"
....-.....
......
Page 7 of 7. Final business plan_Restoration of land 2009_2010HLFP.doc
i
cm OF CAP( Ton .ISIIfkO mum suo UlPSl ....
5.3
DEPARTMENTAL BUSINESS PLAN
2009/2010
BUILDING OF SOCIAL HOUSING
DEPARTMENT
: Housing Land and
Forward Planning
....
-
......
~
MANAGER
: Basil Davidson
Contact Person
: Pogiso Molapo
Page 1 of 6. Final business plan_Social Hsg2009_10HLFP.doc
1.
EXECUTIVE SUMMARY
The City's Social Housing Programme aims to develop affordable rental accommodation for households with a monthly
income of R2000 to R7500. The programme utilises institutional and capital subsidies available in terms of the National
Housing Programme. The delivery is through three Social Housing Institutions who have entered into partnership
agreements with the City to build and manage the housing developments on the City's behalf.
2
PURPOSE AND SERVICE MANDATE OF DEPARTMENT
The intended outcome in the longer term is the creation of a robust and sustainable Social Housing institutional housing
delivery system, which can stand on its own and deliver a constant supply of affordable rental accommodation into the
future, akin to that which exists in many countries.
3.
LEGISLATIVE IMPERATIVES (if applicable)
The legal framework for this initiative is the National Housing Programme through the Social Housing Bill, specifically the
new capital subsidy available for development of rental housing. The accessing of his additional capital subsidy is
dependant upon the location of the new rental housing being in specific "restructuring zones" identified by the City and
approved by the Provincial and National Housing Departments. Furthermore the housing delivery mechanism must be
through accredited Social Housing Institutions which are independent of the Local Authority.
......
-
.......
O":l
4.
Partners and Stakeholders in the Strategy Plan (key stakeholders of the plan)
Partnersl Stakeholders
City Of Cape Town
Roles and Responsibilities
•
Facilitate the overall development of Social Housing in the City's area,
•
Provides land within the restructuring zones for Social Housing development,
•
Liaise with the Social Housing Institutions (SHls) in their delivery of projects,
•
Assists SH Is with the planning approval applications.
Page 2 of 6. Final business plan_Social Hsg2009_1 OHLFP .doc
Provincial Housing
Department's Social
Housing Steering
Committee (PSSC)
•
Coordination of allocation of Institutional and capital subsidies to Social Housing
Institutions.
•
Approval of Restructuring Zones within Municipal areas.
National Housing
Department (NDOH)
•
Provision of bulk finance to Province for capital subsidies in terms of National
Housing Programme
Cape Town Community
Housing Company
(CTCHC)
•
An accredited Social Housing Institution, working within a formal partnership with
the City to plan, finance, develop and manage rental housing projects.
Social Housing Company
(SOHCO)
•
An accredited Social Housing Institution, working within a formal partnership with
the City to plan, finance, develop and manage rental housing projects.
Communicare
•
An accredited Social Housing Institution, working within a formal partnership with
the City to plan, finance, develop and manage rental housing projects.
~~~~~~~~~~~~~
---------------------
---------------------
5.
.....
RESOURCES (Financial and Staff)
-
~
Two staff (partial allocation of time), and technical support through procurement of consultancy services.
-..J
Department's CAPEX & OPEX: Budget in draft format and to be approved by Council at end of May 2008.
Staffs compliment: 11
6.
BACKLOGS AND RESOURCE CONSTRAINTS (if applicable)
NfA
Page 3 of 6. Final business plan_Social Hsg2009_10HLFP.doc
7
ASSUMPTIONS AND RISKS
7.1
Assumptions
This is new category of National Housing capital subsidy which is still in its initial roll-out phase. It is assumed it will
continue and grow into the foreseeable future.
7.2
Risk Assessment
,
No
Risks
Action
1
National Department of Housing awarding
capital subsidy for Cape Town projects
slowly.
Continuous liaison with Nat.
Housing Department &
Provincial Steering Committee
Development partners, Social
Housing team (City)
2
Province not approving development
application timorously
Continuous liaison with
Provincial Planning Department
Development partner, Social
Housing team (City)
Resp.
-
8.
STRATEGIC ALIGNMENT TO THE lOP
8.1
Strategic Focus Area 5: Improve and Develop Integrated Human Settlements
.......
-
.-.
00
58: Development of new housing opportunities
8.2
LINK TO PROGRAMMES (Programme Layout and description linked to Directorate objective)
•
5 Year Housing Plan
Page 4 of 6. Final business plan_Social Hsg2009_10HLFP.doc
9.
OBJECTIVES AND INDICATORS OF THE DEPARTMENTAL SERVICE DELIVERY AND BUDGET IMPLEMENTATION
PLAN (SDBIP)
I~Objectives of this
Plan
~
~
I
~
Target (by Sept
09)
Target (by Dec
09)
Social rental
dwelling units
completed.
(300 units)
80 units
120 units
Target (by
March 10)
Target (by
June 10)
220 units
300 units
-
~
Delivery of
affordable rental
dwelling units.
Ii
10.
Indicator(s) of
this Objective
-
-
AUTHORISATION
The undersigned do hereby indicate their agreement with the contents of this document and the outcomes.
Name
Executive Director
J.A.(Hans) Smit
Manager
Basil Davidson
.. :'." J ~ayco Member
11.
IShehaam Sims
~Signature
......
--
Date
,...
c:o
~
?l- (
!:J
'3 j D
lu.
APPENDICES: IF ANY
Appendix 1:
Departmental SDBIP
Page 5 of 6. Final business plan_Social Hsg2009_10.doc
5.4
em OF t.lP£ 101111 : ISllEKe SAS(UP.l : SUO IUPSUI
DEPARTMENTAL BUSINESS PLAN
2009/2010
GAP HOUSING
DEPARTMENT
: Housing Land and
Forward Planning
.....
-
N
Q
MANAGER
: Basil Davidson
Contact Person
: Pogiso Molapo
Page 1 of6. GAP Housing Strategic Ops Plan0910 doc2 (4)HLFP.doc
1.
EXECUTIVE SUMMARY
•
•
•
2.
To facilitate the provision of affordable housing by the market in well located parts of the City to families earning
between R3 500 and R10 000 per month
To contribute to the provision of affordable housing currently not available in Cape Town.
To use City owned land to stimulate the development of affordable housing.
PURPOSE AND SERVICE MANDATE OF DEPARTMENT
Issues in City's lOP:
•
Inability of the private housing market to deliver affordable housing to families earning above the subsidy limit of
R3500 and R 10 000
•
Cape Town's housing shortage
Challenges:
•
Development of a total of 2000 such units by 2014,
-
Political Imperatives:
.......
At a City-wide level, politicians are calling for the speedy resettlement of backyard dwellers. As many families
N
occupying backyard dwellings fall into the R3500 to R 10 000 income group, increased delivery of affordable housing .......
will relieve this pressure.
3.
LEGISLATIVE IMPERATIVES
The mandate for this program is derived from and governed by:
1. Housing Financed-linked Individual Subsidy Programme
addition to conforming to all the legal requirements of the above, the plan must conform to the normal
environmental and heritage, township establishment and land use management controls.
Page 2 of 6. GAP Housing Strategic Ops Plan0910 doc 2 (4)HLFP.doc
4.
Partners and Stakeholders in the Strategy Plan:
The following people are the key stakeholders of the plan:
Partners/ Stakeholders
Roles and Responsibilities
National Department of
Housing
•
Takes overall responsibility for the programme.
Financial Institutions
•
Make finance available to families acquiring affordable housing
Internal: Planning,
Property Management,
Legal Services,
•
Assist in the identification and alienation of appropriate land for GAP housing.
~~~~~~
5.
RESOURCES (Staff)
Department's CAPEX and OPEX: Budget in draft and to be approved by Council at the end of May 2009.
Staff compliment: 15
6.
....
.....
N
f'..:)
BACKLOGS AND RESOURCE CONSTRAINTS
Increased provision, by the market, of GAP housing for families earning between R3500 and R10 000 across the City.
These residents would experience improved welfare, underpinning economic growth and contributing to poverty
alleviation, racial and social integration.
7.
ASSUMPTIONS AND RISK
7.1
Assumptions
Relevant applicants would be sourced and qualify for the subsidy.
Page 3 of 6. GAP HOUSing Strategic Ops Plan0910 doc 2 (4)HLFP.doc
7.2
RISK ASSESSMENT
No
Risks
Action
Resp.
1
Subsidies not being utilised due to impasse
between financial institutions and National
Department
Resolve impasse
National Department of
Housing
-----------
2
Limited availability of suitable zoned,
serviced and subdivided sites for
Affordable (GAP) Housing
City in process of identifying
sites for GAP Housing.
City
3
Opposition by surrounding residents
through the courts or through the planning
application process
Work closely with I through the
ward councillor
Ward councillors
Relevant project manager
Meticulous adherence to
proper procedures
----------
4
Sufficient funds to conduct EIAs and
rezone land to release for GAP housing
Do feasibility plans to inform
budget allocations for
consultants
City
.......
-
~
c:.....:;,
8.
STRATEGIC ALIGNMENT TO THE lOP
Strategic focus Area 5: Delivery of housing opportunities
(Issues identified in the lOP already listed in 2. above and not repeated here)
Strategic Focus Area 5: Integrated Human Settlements
Page 4 of 6. GAP Housing Strategic Ops Plan0910 doc 2 (4)HLFP.doc
LINK TO PROGRAMMES (Programme Layout and description linked to Directorate objective)
Relevant Key Objectives:-
Put in place policy and spatial planning frameworks that will facilitate the development of integrated human
settlements.
Development of new housing opportunities
Facilitate gap housing programmes through partnerships with Banks and private sector developers.
While links can be made with some of the other Strategic Focus Areas, these are best achieved on a project-by-project
basis
9.
OBJECTIVES AND INDICATORS OF THE DEPARTMENTAL SERVICE DELIVERY AND BUDGET
IMPLEMENTATION PLAN (SDBIP)
-------------
Objectives of this Plan
Gap Housing Initiatives:
200 sites to be
delivered
--------
Indicator(s) of this
Objective
Target (by Sept Target (by Dec
09)
09)
Target (by
March 10)
Target (by June
10)
200 sites to be
delivered
40 serviced
erven
140 serviced
erven
200 serviced
erven
90 serviced
erven
Page 5 of 6. GAP Housing Strategic Ops Plan0910 doc 2 (4)HLFP.doc
IooooIIii.
~
~
AUTHORISATION
10.
The undersigned db hereby indicate their agreement with the contents of this document and the outcomes.
Name
11.
Executive Director
Hans Smit
Manager
Basil Davidson
Mayco Member
Shehaam Sims
Signature
Date
APPENDICES:
Appendix 1: Departmental SDBIP
-....
-c:.n
l'<.:I
Page 6 of 6. GAP Housing Strategic Ops Plan 0708 doc 2 (4).doc
1126
•
ALIGNMEN
SFA&
Diroctorate
Objective No.
5 Ir.log~i)ted
Human
Settlements
Corporato
Scorecard
Indlcato, No.
SB,l
S-oi
:sSJJ
'e
..J
ObJectlv.
is
B~elln.
Indicator
(To Include unit of
measure)
'08/09
(Targo\ In brack.ts)
100%
lmplemented
Housing
a Good
governance and
regulatory ralol m
Ge.~aral com~~'~ts
Annual Target
(by June 2010)
12 Plan, Do & Rev'!ew IQuarterly
Meetings
6A3
5B.1
Housing
Delivery of housing
Bush Clearing
opportunities
% bvd~et spent
lnternal
Processes
100% compliance
100% budgel spent
New
mfr3s-truc\ure
budget spenl
IQuarterly
:3 Meetings
25% budget
spont
Quarterly 130% budget
spent
100%
Implemented
1100%
Implemented
6 Meetings 19 Meetmgs
100%
Implemented
12 Meetings
Plan 0'0 and review sessions are dono in MANCOMS reQulany
% Budget Spent
50% budgel
spent
70% bUdget
spent
100% budget
spent
SO% budgel
70% budget
spent
spent
spent
To ensUJe thi:1l all new appointees and contractors details are recorded
100'VG bUdget
Budget spent
13 B Management of key
fInancial and governance
areas such as income
control. cash flow,
_.I"erC8ml,g.
100%
SA Ensuring enhanced
servtce delivery with
emcient institLJllonal
arrangements
S Good
governance and
8B 7
notifications In terms of
the Corporate WorkS
Management process
Baseline to be
determine(} on 30.6 09
Annually
1.2% reduction in t1me
taken to close
I\ouric.ations
IQuarterly
12% reduction in
tImE ~ken to
3% to.auction
200S{2U09
basehne
against the
100%
Reflects the percentage of assets annually verified for audit purposes,
QuartMy
-10%
0°16% reduction 19% reductIon Onjclose
notifications
basei;ne
(measured
70%
baseline
70%
IThe 4 month rolling average age of al! nOilfica. tion Closed within the preccchng 4 month
period will be used to measure perf(,rmance
on 2008/2009 ::'OOH!;>009
70%
~.
1127
8 Good
governance and
reguialory reform
€\A :..
All line managers m:Jst manage employees' time and attendance Wllh a VleoN to
unplanned absenleeism 10 below 4%. {S4%).
in
managers must apply policy, monitor and evaluate employees' aUendance
and absence trends and take remedial action where reqUired In terms of such polil."Y
The following initiatives based on industry best practice are avatlable to help
mana~~s manage lime and attendance and reduce absenteeism:
• Encouraging healthy lifestyles through various employee weliness programmes
~ Ensuring appropriate screening through recruitment and selection procedures
• Enhancing nexib1e working arrangements where service delivery reQUlremenls allow
such flexlbllity and policy supports such Hexibility
• f1roviding proper systems for transport Wllere required and sllpported by polit.y
• Improving the physical working environment
I~ Continually improving business processes which would result In amongst other
Corporate
New
$ANWA:tS
SignOffbYED:.~·............ .
DaLL..q:qt2<?¢..~.........
Quarterly
NIA
NIA
NIA
6
em GF opt 101lIl ! ISllElO SmUPA i STU lUpm,
DEPARTMENTAL BUSINESS PLAN
2009/2010
HOUSING SUPPORT SERVICES
j
DEPARTMENT
: Support Services
Manager
: Goosain Abrahams
Contact Person
: Goosain Abrahams
-
........
N
00
Page 1 of 17. Amended latest business plan 0910 Support Services.doc MARCH 2009.docm
1.
EXECUTIVE SUMMARY
The Business plan of the Support Services Department relates to the core functions of the department and highlights the
main focused areas for the 2009/2010 financial year. The plan starts with the vision of the department and lists the core
functions per sub unit within Support Services. This plan also lists the challenges, backlogs, needs analysis and the
legislative imperatives impacting on the department. The plan briefly mentions the infrastructure upgrade programmes
planned to be rolled out over the next few years. The latter should impact on improved service delivery as well as staff and
customer satisfaction. Some of the issues the Directorate is facing are the City's staffing strategy dealing with: staff
placement, relocation, parity etc. The Directorate is also faced with the threat of loosing scarce skills and a plan needs to be
devised to retain and attract those scarce skills.
A major challenge for the Directorate is also to lift the staff morale and to get staff members motivated and committed.
There are also some outstanding matters relating to the objections received in terms of the placement process. The impact
of the proposed human resource support model, yet to be approved, is still unclear and we have to be geared for possible
changes. However, training and skills development must continue as well as administrative human resource duties and these:
are addressed in the strategy plan.
:::N
e.:>
2
PURPOSE AND SERVICE MANDATE OF DEPARTMENT
Vision
"To strive to provide a world class support service for the Housing Directorate to help ensure the achievement of the goals of the City
of Cape Town."
The overarching aim of the department is to provide a professional, efficient and effective Support Services function that will help
ensure that the Housing Directorate meets all its service delivery objectives.
Page 2 of 17. Amended latest business plan 0910 Support Services. doc MARCH 2009.docm
Core functions of the Department
The Support Services Department is made up of three units being: General Administration, Logistics Support and
Personnel/Human Resources. The core functions of these are briefly described below:
General Administration
•
Registry and document management
•
Office accommodation
•
Messenger and courier services
•
Bulk printing and scanning
•
Stores and provisioning
•
Project management
•
Sundry Payments
•
Public Interface
•
Procurement and payments
•
C3 Notifications
~
.......
-
w
=
Logistics Support
•
Asset control and management
•
Insurance management and claims processing
•
All processes related to Individual Performance Management including scorecards
Page 3 of 17. Amended latest business plan 0910 Support Services,doc MARCH 2009,docm
,.
•
Financial management and control
•
Investigations related to claims
•
Risk assessments
•
Delegations and sub-delegations
•
Procurement and payments
•
Authorisation of transactions
•
Project Management
•
High level Financial reports and information
•
Facilitation of bush clearing /grass cutting on Housing owned land
Personnel/ Human Resources
•
Processing of all Human Resource applications and documentation
•
Implementation of all Human Resource policy and procedures
,.,...,.
-
~
.......
•
Facilitating and advising on disciplinary procedures
•
Investigations into misconduct and dishonesty
•
Establishment and maintenance of all staff records
•
Implementation of all corporate Human Resource directives
•
Implementation of staffing strategy
•
Training and skills development
Page 4 of 17. Amended latest business plan 0910 Support Services.doc MARCH 2009.docm
Implementation of:
•
Employment Equity
Implementation of:
•
Workplace Skills Plan
Customers are:
•
Internal departments and staff
•
Various Corporate Directorates including: Corporate Services, Corporate Finances, lOP/Performance Management,
City Manager's Office,
•
External clients - vendors, lessees, general public, Government departments
Demands/expectations from Customers
•
Professional service, provision of operational support/tools.
•
Proactive service
•
Finalisation of placement /objection process
•
Supply of accurate information
•
Implementation of corporate directives
•
Meeting of deadlines
•
Response to the needs of internal and external clients
-w
~
~
Page 5 of 17. Amended latest business plan 0910 Support Services.doc MARCH 2009.docm
Overarching aim of the department.
The Support Services Department would like to have a knowledgeable, well trained, energetic, motivated, proactive and
committed team in order to:
3.
•
Provide a professional, proactive support service.
•
Provide accurate and relevant information.
•
Meeting all deadlines
•
Empower staff
•
Facilitate skills transfer.
•
Facilitate training and skills development and mentoring process.
•
Ensure that unit is properly staffed.
•
Facilitate and expedite the disciplinary processes.
•
Ensure that all staff related matters are dealt with in terms of Conditions of Services, Benefit Schemes
•
Have a proactive approach
....
-
~
W
LEGISLATIVE REQUIREMENTS (if applicable)
•
Ensure that all processes of the Department is done within the parameters of laid down Council policy and
procedures within the parameters of applicable legislation e.g. Municipal Financial Management Act, Basic
Conditions of Service.
•
All Labour Laws
•
Basic Conditions of Employment Act
•
Employment Equity Act
Page 6 of 17. Amended latest business plan 0910 Support Services.doc MARCH 2009.docm
4.
Partners and Stakeholders in the Strategy Plan (Key stakeholders of the plan)
The following people are the key stakeholders of the plan:
Partnersl Stakeholders
Support Services
I
Roles and Responsibilities
•
Enforcing of HR rules and regulations.
•
Recruitment and selection of qualified and skilled staff.
•
Administering of HR related matters.
•
Retention of scarce skills.
•
Labour Relations e.g. dealing with discipline.
•
•
Training and development.
•
Customer interface.
•
Input into organogram.
•
Performance Management.
•
Implement Work Place Skills Plan.
•
Implement Employment Equity Plan.
•
Work study (needs analysis).
•
Skills audit
j
Implementation of Employment Equity plan.
-
.......
W
~
Page 7 of 17. Amended latest business plan 0910 Support Services. doc MARCH 2009.docm
~~~~~~~~~~
•
Risk Management
•
C3 Notifications
•
•
All Corporate related matters HR matters.
•
Collective engagements/negotiations.
-------------
Corporate Services
Unions
Protecting rights of members.
---------
Internal department
•
Communication of staff matters.
•
Input into HR matters.
•
Implementation of HR policies and regulations.
•
Funding of parity.
•
New posts.
•
Correct allocation of Attrition pool.
J
-------------
Corporate Finance
......
-
~
U1
5.
RESOURCES (Financial and Staff)
The Support Services Department's resource provision for the 2009/2010 financial year are:
* Budget in draft format. Need to be approved
by Council
CAPEX 7.2 million for the replacement and purchase of infrastructure for the whole of the Directorate including vehicles,
upgrading of 56 housing offices and Depots, computer equipment, plant and tools, furniture and fittings, etc.
OPEX R15.6 million
Staff complement: 40
Page
a of 17.
Amended latest business plan 0910 Support Services.doc MARCH 2009.docm
6.
BACKLOGS AND RESOURCE CONSTRAINTS (if applicable)
The organisational re-alignment presented by the City Manager has elevated the Housing Department to a Directorate
Level, now called the Housing Directorate headed by an Executive Director. However, the only exception to this process is
that the Support Services function is the subject of a corporate process.
Notwithstanding the above, for the Housing directorate to function effectively and efficiently it is essential that the
directorate has its own support services department. It is necessary for the execution of policy and strategy as well as
monitoring and evaluating the implementation thereof within the Directorate.
DISCUSSION
Currently the Support Services Department reports directly to the Executive Director: Housing and provides support to all
I
1
other Departments within the Directorate. This unit also plays a coordinating and collating role within the directorate. The
existence of Support Services function within Housing is therefore crucial for continuity purposes as well as maintaining
existing relationships, procedures and work practices. The new re-alignment exercise increased the number of managers
and heads resulting in a concomitant increase in the workload, accountability and responsibility of support services.
All directors and managers must currently sign a performance contract and if numbers increase all the processes relating to
performance management will also increase including:
•
Performance contracts
•
Plan Do and Review Sessions
•
Coaching Sessions
•
Individual Scorecards Assessments
•
Midyear Reviews
Page 9 of 17. Amended latest business plan 0910 Support Services. doc MARCH 2009.docm
~
-
....
~
Q":)
•
Final assessments
•
Personal Development Plans
•
Training interventions
The staff complement of the Directorate will increase within the creation of the Anti Land Invasion Unit (ALlU) which will
place a huge demand on the continued high level of support in terms of personnel support, general administration and
logistics support. The realignment, redeployment, multi skilling, movement and disputes of staff will be inevitable. The
administration and coordination of the latter will be the responsibility of the support services department.
The Housing Directorate currently have assets insured to an amount in excess of R6 billion, consisting of approximately
12000 movable assets and 54 depots and offices which must be stringently controlled. These assets must be accounted for
on a GRAP 17 compliant asset register which is subject to rigorous documentary controls and procedures. In addition
Support Services are responsible for fleet management (120 vehicles) and plant, which entails: licensing, repairs and
maintenance, fuel usage, replacements and additions, and ensuring that all the vehicles are in mint condition and that health
and safety risks are kept to a minimum. There will also be an increasing demand on office accommodation in order to
maximize the operational efficiency of the expanded directorate. This will obviously require a realignment of floor space to
ensure the optimal utilization thereof.
-
'"""""
W
-..J
The personnel administration function is crucial to ensure that all human resource related matters are addressed. This
includes maintaining of all staff records, administering and proceSSing of staff benefit schemes, managing employment
equity, training and development of staff, administration of all restructuring matters (including mapping, placement and
redeployment of staff), managing of industrial relations, provisioning of Human Resources support and ensuring the
establishment of an effective housing help desk and information service.
Page 10 of 17. Amended latest business plan 0910 Support Services.doc MARCH 2009.docm
It is important to acknowledge the role Support Services play in achieving the strategic objectives of the directorate and the
implementation of an integrated service delivery model.
Contextual I environmental scan of conditions within which the department has to operate. Key challenges and realities
impacting and influencing the delivery of service to customers.
The Support Services model is currently under review council wide and to date the Human Resource Support Model has
been presented to all stakeholders and the real impact still has to be determined. The HR Support model will have the effect
that specific functions will go to corporate Services, some functions will be decentralised and some functions
be devolved
to line managers. The lOP and Corporate Scorecard Performance management staff are now one department and the
individual performance management processes is now taken over by the Director HR Strategy. The latter brought the
individual performance management processes to a virtual stand still and a lot of uncertainty exist on what to do and where
to go with issues regarding individual performance management. The Logistics Support unit is currently busy with the
Directorate's asset verification process however the actual stock take will be performed by consultants which has yet to be
appointed. The staff numbers of the latter unit makes it extremely difficult to move faster with the process. The General
Administration unit have successfully completed the phase for office accommodation for the Director and managers of the
directorate and the next phase has started. The above is just and indication of some of the bigger issues the Support
Service Department currently faces and below are a list of other issues, challenges, backlogs and resource constraints. It
should be mentioned that the list below is by no means exhausted.
Issues:
•
Getting staff on board
•
Pay parity
•
Employment life cycle - SAP
Page 11 of 17. Amended latest business plan 0910 Support Services. doc MARCH 2009.doem
.....
-
<:.a.)
00
•
Creation and filling of critical posts
•
Employment equity
•
Retaining and attracting scarce skills
•
Skills development and training
•
Maintain discipline
•
Leave records verification
•
HR - Statistical information
•
Organizational design and transformation
•
Occupational Health and Safety
•
Consultants contracts
-
'-II.
Challenges:
c:.,....,:)
c.c
•
Lift staff morale
•
Managing Risk
•
Get staff motivated
•
Clearly defined career paths
•
Skills transfer (mentoring programme)
•
Continuity of functions (hand over process)
•
Reduce recruitment and selection process (time span)
Page 12 of 17. Amended latest business plan 0910 Support Services. doc MARCH 2009.docm
Backlogs:
•
Objections
•
C3 Notifications
•
Filling of approved posts
•
I R Matters
Needs Analysis:
•
Work study
Resource constraints
•
Staff shortages
•
Skills and training shortages
•
Budgetary constraints
7
ASSUMPTIONS AND RISKS
7.1
Assumptions
......
-
w:::e:::>
Funding will be available to address objections and critical appointments.
7.2
RISK ASSESSMENT
No
Risks
Action
ResQ.
1
Unavailability of skilled key staff
Training and mentoring and
recruitment of skilled staff.
All. Support Manager to
manage.
2
Red tape
To have a proactive approach
and to follow up to expedite
All. Support Manager to
Page 13 of 17. Amended latest business plan 0910 Support Services.doc MARCH 2009.docm
No
Risks
Action
Res~.
matters.
manage.
3
Key HR functions moving back to
Corporate and vice versa
Communication of new
process and responsibilities.
All. Support Manager to
manage.
4
Information not readily available.
Establishment of accurate HR
database.
All. Support Manager to
manage.
5
Funding
Ensure that funding from
attrition pool is spent on critical
posts also requesting for
additional funding.
Director Housing Finance &
Leases, Support Manager and
Executive Director.
8.
STRATEGIC ALIGNMENT TO THE lOP
8.1
The strategy is linked to focus area 8 of the lOP:
....
"Good governance and regulatory reform.
8A Ensuring enhanced Service Delivery with efficient institutional arrangements.
-
~
........
8.2 Enhanced Service Delivery through alternative service delivery mechanisms.
8.2
LINK TO PROGRAMMES (Programme Layout and description linked to Directorate objective)
Programme name:
•
Infrastructure upgrading projects within Directorate
Outputs aimed to achieve:
Page 14 of 17. Amended latest business plan 0910 Support Services. doc MARCH 2009.docm
•
Replacement of all old vehicles and Computers, Upgrading of offices and depots, Furniture upgrading, Major tools and
equipment acquisitioning.
Strategies that will be followed to achieve programme outcome:
•
Needs assessment completed and roll out plans completed then implementation
Key projects and initiatives:
•
Vehicle requirements of Informal Settlements Department
•
IT infrastructure upgrade to increase speed of service
•
Office accommodation for relocation of staff
•
Cluster furniture to accommodate more staff on 21
•
Risk Management
•
Electronic Time and Attendance
Resources linked to the project:
•
9.
Capital funding of R4.6 million
st
floor
....-.....
N
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.
Page 15 of 17. Amended latest business plan 0910 Support Services. doc MARCH 2009.docm
I Obje~ti~~Of this
Plan
[-.....-
---------
Indicator(s) of this
Objective
Enhancing Servi ce Implementation of
Delivery with
Works Place Skill Plan
efficient institutional ,8. 100% spending of
arrangements &
training budget
optim ization of the
Implementation of
staff structure,
Employment Equity
strategies and
Plan 100 %
policies and
promotion of skills
development.
Centralization of all
Housing staff records
and files
Target (by Sept
09)
Target (by Dec
09)
Target (by
March 10)
Target (by
June 10)
20%
50%
70%
100%
I
-----
•
100%
compliance i.e.
appointment of
new staff
100% compliance
i.e. appointment
of new staff
100%
compliance Le.
appointment of
new staff
100%
compliance i.e.
appointment of
new staff
20%
implementation
50%
implementation
70%
implementation
100%
implementation
-----
,-----....
Implementation of
staffing interventions
-----
100%
compliance
100% compliance
-----
100%
compliance
100%
compliance
---------
Implementation of
Individual Performance
Management System
according to City's
Standards
-----
1 X 3 Meetings
2 X 3 Meetings
3 X 3 Meetings
4 X 4 Meetings
-
~
~
-----
Implementation of Bush
Clearing (Budget)
---------
25%
50%
70%
100%
---------
_ ...
....
Implementation of
Infrastructure Upgrade
30%
50%
70%
100%
Implementation of
Integrated Risk
Management
1 X 5 Meetings
2 X 5 Meetings
3 X 5 Meetings
4 X 5 Meetings
Page 16 of 17. Amended latest business plan 0910 Support Services,doc MARCH 2009,docm
Ar::"
,
j
% Improvement in the
time taken to close
notifications in terms of
the Corporate Works
Management process
3% Reduction
on 2008/09
baseline
6% Reu~ction
on 2008/09
baseline
9% Reduction
on 2008/09
baseline
12% Reduction
on 2008/09
baseline
(C3 Notifications)
~-~-
10.
......
--
-.
AUTHORISATION
The undersigned do hereby indicate their agreement with the contents of this document and the outcomes.
Name
Signature
Date
-----------------------------~~-----~~-~----~-----------+----------------------
11.
Executive Director
J.A. (Hans) Smit
Manager
Goosain Abrahams
Mayco Member
Shehaam Sims
....
-
~
~
APPENDICES: IF ANY
Appendix 1:
Departmental SDBIP
Page 18 of 19. Amended latest business plan 0910 Support Services doc MARCH 2009.docm
1 , 45
2009/2010 EXISTING SETTLEMENTS DEPARTMENT'SDBIP
ALIGNMENT TO IDP
SFA&
Directorate
Objective No.
Corporate
Scorecard
Indicator No.
i.e
j I!
o 0
... tI
...<: .-2!
:JC
Indicator
(To include unit of
measure)
Objective
>.
Baseline
08/09
(Target in
brackets)
;..;...;.;_~---''''''''''''--_'''_'_;'<TA~GETS'
. -1.'
U·
c:
AnnualTarget
(by June 201q)
III
:J
CI'
2!
30 Sept 2009
'31 be~ 206~'
I' 31 Ma~ch 2010·
Human
5B,1
Housing
5 Integrated
Human
58,1
Housing
Settlements
Delivery of housing IDevelopment of
opportunities
service Delivery
Model
Delivery of housing IMajor upgrading of
opportunities
rental stock (CRU)
50% completion
Pilot Project
commences
I
100% completion Quarterly
Complete 1000 of
7750 CRU Units I Quarterly
160% completion
200 units
completed
170% completion 185% completion
400 units
completed
650 units
completed
Policies completed to date
are the following: Unlawful
Occupation. Rental Sales,
Transfer of Tenancy,
1100% completion 1Hostel Policy. About to be
approved is the Allocation
Policy. These policies will
form the basis of the
Service Delivery Model
1000 units
completed
(5 Year
Programme)
5 Integrated
Human
Settlements
581
Housing
. General Comments
u.
5 Integrated
Selliements
30 June 2010
100%
maintenance
budget spent
1100%
Maintenance of
Delivery of housing rental housing stock. maintenance
opportunities
% of budget spend. budget spent
I
~----
Sign off by ED:/.-~~--- ............. ".-
Date: .. -...,,2oo-<y
0)-/~C
-.- ...... -/.~
.. ~... :- ........... -.
---
90% completion of
assessment survey
Busy with functional
structure and JD's for
CRU.
Project Steering
Committees in place for
all the identified areas.
1st submission for
subsidy approval with
Provincial Government Project Programme is
dependent on timeous
approval by Provincial
Government.
Quarterly
15%
Imaintenance
budget spent
45%
maintenance
budget spent
100%
75% maintenance Imaintenance
budget spent
budget spent
This includes capital and
operating funds.
crrt OF e.ll'£ lOR iISIUle SASU.m : run lU!'S£U
7.1
DEPARTMENTAL BUSINESS PLAN
2009/2010
SERVICE DELIVERY MODEL FOR EXISTING HOUSING
I
)
DEPARTMENT
: EXISTING HOUSING ..;;a
~.
~
MANAGER
: GRACE BLOUW
Contact Person
: GRACE BLOUW
Page 1 of 6. Service Delivery Model For Existing Housing.doc
J
1.
EXECUTIVE SUMMARY
An efficient housing system with quality service delivery and business practices is required in order to deliver a good basic
housing service. This department is working towards standardising policies and to move from an environment where 7
different policies and practices were in operation to an environment of uniform standards for the management of public
housing stock within the City of Cape Town.
2
3.
PURPOSE AND SERVICE MANDATE OF DEPARTMENT
•
To provide a good basic housing service from decentralised fully staffed offices to tenants of the Council's Rental
Housing Stock.
•
To have well trained staff, knowledgeable in all aspects of the service delivery model in the housing estate
environment.
•
To provide an integrated and equal housing management service across the different areas and types of rental'
stock.
•
To maximise the returns on the housing stock but within affordable levels of the tenants we service.
•
To ensure proper maintenance of the housing asset in the interest of the City and all tenants.
.....
Customers we service are potentially people with income levels up to R3500. 00.
......
The department will strive to provide the best social housing service for people of low income in any municipality in the
country.
-...]
LEGISLATIVE IMPERATIVES: (if applicable)
Provision of this service is governed by the following legislation and policies:
The constitution of South Africa; Housing Act 107 of 1997 as amended; Systems Act; MFMA, Housing Code and Council
approved Housing Policies.
Page 2 of 6. Service Delivery Model For Existing Housing.doc
_
4.
Partners and Stakeholders in the Strategy Plan (key stakeholders of the plan)
Partner'sl Stakeholders
Line De partments
•
To ensure an integrated approach to service delivery
Tenant JFlat Committees
•
Take responsibility for the areas they live in.
•
Support local housing offices in matters pertaining to their well being as
tenants
•
Assist with the public participation process
•
Assist in educating communities on policies and procedures associated
with the tenancies
Politicia ns/NGO's
5.
Roles and Responsibilities
RESOURCES (Financial and Staff)
Department's CAPEX & OPEX: Budget in draft format and to be approved by Council at end of May 2008.
Staff complement: 486
6.
J
......
-
w:::OO
BACKLOGS AND RESOURCE CONSTRAINTS (if applicable)
An increase in maintenance budget for both planned and day to day maintenance is required.
Shortage of staff in both the maintenance section and housing estate offices to receive urgent attention.
Page 3 of 6. Service Delivery Model For Existing Housing.doc
7
ASSUMPTIONS AND RISKS (Cross-reference to Risk Register)
7.1
Assumptions
The assumption is that there is a lack of service delivery in many offices and depots. Not enough staff in many housing
offices. That staff members do not have experience and skills. Work is underway on developing uniform policies and
training sessions happen on an ongoing basis.
7.2
Risk Assessment
No
I Risks
Action
Resp.
1
I If more staff nembers are not appointed and armed
with the nece ssary training, service delivery will not
happen
More staff to be appointed and training
programs to happen regularly and
must be ongoing
Senior Management with responsible
Manager
8.
STRATEGIC ALIGNMENT TO THE lOP
8.1
Strategic Focus Area 5: Improve and Develop Integrated Human Settlements
.......
-
.,;:a..
c:.c
Indicator 58.1: Delivery of Housing opportunities
8.2
LINK TO PROGRAMMES (Programme Layout and description linked to Directorate Objective)
•
rl
•
Programme name and description
Service Delivery Model for Existing Housing in order to enhance Service Delivery of the Department
Outputs that you aim to achieve
rl
To enhance the Service Delivery of the Department
II
Well trained and informed staff members
Page 4 of 6. Service Delivery Model For Existing Housing.doc
•
J:l
Standardization of existing policies
J:l
Formulation and implementation of Policies
•
t:t
•
J:l
9.
Strategies that will be followed to achieve programme outcome
Key projects and initiatives
Formulation and standardization of Policies
Resources linked to the project
Policy and Research Unit, Senior Management and the Manager: Existing Housing
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.
Objectives
Indicator(s) of
this Objective
Target (by Sept
2009)
Target (by Dec
2009)
Target (by
March 2010)
Target (by
June 2010)
10.
Policies and
procedures in
place to regulate
service delivery
60% completion
-
c.n
-------------------
Development of a
Service Delivery
Model.
......
70% completion
85% completion
100%
completion
<:::I
AUTHORISATION
The undersigned do hereby indicate their agreement with the contents of this document and the outcomes.
Page 5 of 6. Service Delivery Model For Existing Housing.doc
Director
Executive Director
Mayco Member
11.
Name
Date
Grace Blouw
~lf-!31C59
I
HansSmit
Shehaams Sims
~/
INC/~0L
~(,.
APPENDICES:
Appendix 1: Departmental SDBIP
.......
-
c:.n
I-l1o
Page 6 of 6. Service Delivery Model For Existing Housing.doc
em OF em 111'18 ; ISIUIO mum. ! SIlO aunr.ll
7.2
DEPARTMENTAL BUSINESS PLAN
2009/2010
I
MAJOR UPGRADE OF PUBLIC RENTAL STOCK (CRU)
......
DEPARTMENT
: EXISTING HOUSING
MANAGER
: GRACE BLOUW
Contact Person
: GRACE BLOUW
-
c:..n
l':)
Page 1 of 7. CRU DEPARTMENTAL BUSINESS PLAN-EH.doc
1.
EXECUTIVE SUMMARY
As probably the biggest landlord of public rental stock in South Africa, the City of Cape Town has the huge responsibility of
ensuring proper maintenance of such assets. The budget allocation for planned maintenance was never enough to focus
on external repairs and decoration programmes. With the limited funds available the focus was on repairing blocks with
either Health and Safety concerns or poor structural condition. The National Department of Housing introduced the
Community Residential Units (CRU) programme to replace the National Hostel Re-development programme.
2
PURPOSE AND SERVICE MANDATE OF DEPARTMENT
•
To facilitate the provision of secure, stable rental tenure for lower income persons
•
To ensure the proper maintenance of council's assets in the interest of the City as well as existing and future
tenants.
•
To maximise the returns on the housing stock but within affordable levels of the tenants we service.
•
To ensure that the housing asset is properly maintained in the interest of the City and both existing and future
tenants.
Customers to be serviced are potentially people with income levels up to R3500, 00.
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3.
LEGISLATIVE IMPERATIVES: (if applicable)
Provision of this service is governed by the following legislation and policies:
The constitution of South Africa; Housing Act 107 of 1997 as amended; Systems Act; MFMA, Housing Code, CRU
Programme and Council approved Housing Policies.
Page 3 of 7. CRU DEPARTMENTAL BUSINESS PLAN-EH.doc
4. Partners and Stakeholders in the Strategy Plan (key stakeholders of the plan)
----------
Partners/ Stakeholders
Roles and Responsibilities
----------
PDOH
Line Departments
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Tenants/Flat Committees
Politicians/NGO's
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5.
•
Approval of funds
•
To ensure an integrated approach to service delivery.
-------
•
Take responsibility for the areas they live in.
•
Engage in regular communication and participation throughout the process
•
Pay rent
•
Assist with the public participation process.
•
Assist in educating communities on policies and procedures associated
with the tenancies.
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RESOURCES (Financial and Staff)
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List of Department's CAPEX, OPEX: Budget in draft and to be approved by Council at the end of May 2009
Staff complement: One Project Manager and two turnkey Consultants
6.
BACKLOGS AND RESOURCE CONSTRAINTS (if applicable)
An increase in maintenance budget for both planned and day to day maintenance is required.
Page 4 of 7. CRU DEPARTMENTAL BUSINESS PLAN-EH.doc
7
ASSUMPTIONS AND RISKS (Cross-reference to Risk Register)
7.1
Assumptions
The assumption is that the public rental stock is structurally unsound and that there is a lack of service delivery in
maintenance depots. Not enough staff to do the work.
7.2
Risk Assessment
No
Risks
Action
Resp.
----------
1
Not enough technical staff to do the work
More artisans to be appointed and
training programs to happen regularly
Senior Management and Manager:
Existing Housing
2
Timeous subsidy approval by Provincial Government
(PDOH)
Early submission of subsidy approval
requests
Senior Management and Manager:
Existing Housing
8.
STRATEGIC ALIGNMENT TO THE lOP
8.1
Strategic Focus Area 5: Improve and Develop Integrated Human Settlements
......
as annually reviewed
8.2
LINK TO PROGRAMMES (Programme Layout and description linked to Directorate Objective)
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<:J1
•
Programme name and description
II
Upgrading of rental stock (CRU)
•
II
•
II
Outputs that you aim to achieve
Upgrading of rental stock and improving living environments
Strategies that will be followed to achieve programme outcome
The National guidelines on Community Residential Units (CRU)
Page 5 of 7. CRU DEPARTMENTAL BUSINESS PLAN-EH.doc
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Upgrading of Council owned rental stock
J:l
4al
Resources linked to the project
One Project Manager and two Turnkey Consultants
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9.
Key projects and initiatives
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.
o
:tives
Indicator(s) of
this Objective
Target (by Sept
2009)
Target (by Dec
2009)
Target (by
March 2010)
Target (by
June 2010)
M
re
upgrading of
stock (CRU)
Complete first
1000 units of 7750
CRU units
200 units
completed
400 units
completed
650 units
completed
1000 units
completed
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10.
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AUTHORISATION
<::I'j
The undersigned do hereby indicate their agreement with the contents of this document and the outcomes.
'Manager
Grace Blouw
Executive Director
Hans Smit
Mayco Member
Shehaam Sims
Page 6 of 7. CRU DEPARTMENTAL BUSINESS PLAN-EH.doc
11.
APPENDICES: (If any)
Appendix 1: Departmental SDBIP
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Page 7 of 7. CRU DEPARTMENTAL BUSINESS PLAN-EH.doc