660
REPORT To EXECUTIVE MAYOR
17 JUNE 2009
Me 41/06/09
1
ITEM NUMBER:
2
DIRECTORATE: OFFICE OF THE CITY MANAGER: 200912010 SERVICE
DELIVERY AND BUDGET IMPLEMENTATION PLANS AND BUSINESS
PLANS
ICANDELO LOLAWULO : I·OFISI YOMPHATHI WESIXEKO : IZICWANGCISO
ZONIKEZELO NGEENKONZO NEZICWANGCISO ZOKUMISELWA
KOHLAHLO·LWABIWO-MALI NEZICWANGCISO ZOSHISHINO ZONYAKA·
MALI KA-2009/2010
DIREKTORAAT: KANTOOR VAN DIE STADSBESTUURDER:
DIENSLEWERINGS·EN·BEGROTINGSIMPLEMENTERINGSPLANNE EN
SAKEPLANNE VIR 2009/2010
3
RECOMMENDATION FROM THE CORPORATE SERVICES & HUMAN
RESOURCES PORTFOLIO COMMITTEE: 2 JUNE 2009 (CORHR 10/06/09)
RECOMMENDED that the 2009/2010 Service Delivery and Budget
Implementation Plans and Business Plans for the Directorate: Office of the City
Manager, BE APPROVED.
ISINDULULO ESIVELA KWIKOMITI YESEBE LEMICIMBI YEENKONZO
ZEZIKO NEMICIMBI YEZABASEBENZI : 2 JUNI2009 (CORHR 10/06/09)
KUNDULULWE ukuba IVIAZAMKELWE iZicwangciso zoNikezelo ngeeNkonzo
kunye neZicwangciso nokuMiselwa koHlahlo-lwabiwo-mali neZicwangciso
zoShishino zonyaka-mali ka-2009/2010 zeCandelo loLawulo : le-Ofisi yoMphathi
weSixeko.
AANBEVELING VAN DIE PORTEFEULJEKOMITEE OOR KORPORATIEWE
DIENSTE EN MENSLIKE HULPBRONNE : 2 JUNIE 2009 (CORHR 10/06/09)
AANBEVEEL dat die direktoraat: kantoor van
dienslewerings-en-begrotingsimplementeringsplanne
2009/2010 GOEDGEKEUR WORD.
REF TO MAYCO: OCT 2006
die stadsbestuurder se
en
sakeplanne
vir
601
REPORT
To
CORPORATE SERVICES AND HUMAN RESOURCES
PORTFOLIO COMMITTEE
1.
ITEM NUMBER:
2.
SUBJECT
I
CITY OF CAPE TOWN IISIXEKO SASEKAPA STAO KAAPSTAO
CORHR 10/06/09 upon
(LSU - 8340)
2009/2010 SERVICE DELIVERY AND BUDGET IMPLEMENTATION PLANS
(SDBIP's) AND BUSINESS PLANS, DIRECTORATE: OFFICE OF THE CITY
MANAGER
2.
ISIHLOKO
UNIKEZELO LWEENKONZO LWANGO-2009/2010 KUNYE NEZICWANGCISO
ZOKUMISELWA KWEBHAJETHI (SDBIP's) NEZICWANGCISO ZOSHISHINO,
ICANDELO LOLAWLILO LOMPHATHI WESIXEKO
2.
ONDERWERP
DIENSLEWERINGS- EN BEGROTINGSIMPLEMENTERINGSPLANNE
(SDBIP's) EN SAKEPLANNE VIR 2009/2010, DIREKTORAAT VAN DIE
STADSBESTUURDER
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 SDBIP's.
These documents underpin the 2009/2010 Corporate SDBIP that will be
submitted to the Executive Mayor for approval in terms of Section 53(1 )(c)(ii) and
69(3)(a) of Act No. 56 of 2003: Local Government: Municipal Finance
Management Act (MFMA).
21 052009 _09_10 DIR_DEPT SDBIP REPORT_Final.doc
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Page 1 af6
662
4.
STRATEGIC INTENT
The SDBIP is a detailed plan for implementing the municipality's service delivery
as outlined in the Integrated Development Plan (lDP) 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 SDBI P are designed to achieve Good
Governance and Regulatory Reform, as well as facilitating the accomplishment of
Council's other strategic focus areas i.e.
•
•
•
•
•
•
•
5.
Shared Economic Growth and Development
Sustainable Urban Infrastructure and Services
Energy Efficiency for a Sustainable Future
Public Transport Systems
Integrated Human Settlements
Safety and Security
Health, Social and Community Development
FOR DECISION BY
Portfolio Committee, MayCo and Council.
6.
EXECUTIVE SUMMARY
The 2009/2010 Directorate and Departments SDBIP's 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
SDBIP's.
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.
21052009 _o9_10 DIR_DEPT SDBIP REPORT_Final.doc
[Template updated April 2009]
Page 2 of 6
663
7.
7.
7.
RECOMMENDATIONS
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
Oat
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.
21 052009 _o9_10 DIR_DEPT SDBIP REPORT_Final.doc
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Page 3 of 6
'l',' ,
664
8.
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
r8J
Yes
(if yes, please complete the section below by clicking on the relevant tick boxes)
Loss of or negative impact on natural space
and/or natural vegetation, rivers, vleis or
wetlands?
An increase in waste production or
concentration, pollution or water usage?
0
Loss of or negative impact on the city's
heritage, cultural and scenic resources?
0
Development or any construction within
500m of the coastline?
0
Does your activity comply with the National Environmental Management Act (NEMA)?
(mark by clicking on the tick box)
Yes
0
No
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
0
0
0
Coastal Zone
Management Strategy
Heritage Management
Strategy
Invasive Species Strategy
0
0
Energy and Climate
Change Strategy
Air Quality
Management Plan
0
0
Do the activities/actions arising from your report:
(if yes, please select from list below by clicking on the relevant tick box)
Enhance Cape Town's unique environmental
assets?
8.3.
0
Negatively impact on Cape Town's
unique environmental assets?
0
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.
21 052009 _09_10 DIR_DEPT SDBIP REPORT_Final.doc
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Page 4 of 6
•• , "*
•
8.4.
t
t '" .
665
Staff Implications
Does your report impact on staff resources or result in any additional staffing resources
being required?
8.5.
No
~
Yes
0
Risk Implications
Does this report and/or its recommendations expose the City to any risk?
(Le. does it have any adverse influence on service delivery?)
No
Yes
8.S.
~
0
Other Services Consulted
All relevant Directorates
21 052009 _09_10 DIR_DEPT SDBIP REPORT_Final.doc
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Page 5 of 6
.......
.' ... 666
ANNEXURES
Annexure A:
Directorate and Department Service Delivery and Budget Implementation
Plans and Departmental Business Plans
FOR FURTHER DETAILS CONTACT:
. Mrs. Gillian Kenhardt
NAME
CONTACT NUMBERS
. E-MAIL ADDRESS
. DIRECTORA TE
FILE REF No
SIGNA TURE : DIRECTOR
0214001223
Gillian. kenhardt(O)caDetown. aov. za
Directorate: Office of the City Manager
G~LLj~
~ REPORT COMPLIANT WITH THE PROVISIONS OF
COUNCIL'S DELEGATIONS. POLICIES. BY-LAws
AND ALL LEGISLATION RELATING TO THE MATTER
UNDER CONSIDERATION.
LEGAL COMPLIANCE
o
NON-COMPLIANT
(Author to obtain signature before submission to
Executive Support)
COMMENT:
Comment:
DATE
J- ') \ OS' , O~
21 052009 _09_10 DIR_DEPT SDBIP REPORT_Final.doc
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Page 6 of 6
I
•
,','
,
I
I'
~
667
CIiY OF CAPE TOWN
ANNEXURE A
[SInKO SASEKAPA
I STAEt J(AAPSTAD
THIS CITYWORKS FOR YOU
Draft 2009/201 0 Service
Delivery and Budget
Implementation Plans and
Business Plans
Directorate:
Office of the City Manager
----
---~-
668
SDBIP'i'nformation Pack
Index
1.
Directorate SDBIP
2.
Department: Executive Support
2.1 Departmental Business Plan
2.2 Departmental SDBIP
3.
Department: Forensic Services
3.1 Departmental Business Plan
3.2 Departmental SDBIP
4.
Department: Governance & Interface
3.1 Departmental Business Plan
3.2 Departmental SDBIP
5.
Department: Ombudsman
3.1 Departmental Business Plan
3.2 Departmental SDBIP
A
I
B
I
C
I
D
I
I
E
I
F
I
G
H
I
I
I
I
J
I
Q
AI
AR
AU
Dec 09
Target
March 10
Target
June 10
Targets
Comment
Phase 1
Speaker,
ChielWhip.
Executive Mayor,
Executive Deputy
Mayor and
MayCa Members
Phase 2
Councillors & its
commitlees
Phase 3
Top and Senior
Management
2009/2010 DIRECTORATE: OFFICE OF THE CITY MANAGER - SDBIP
1
..
SFA&
Directorate
Objective No
Corporate
Scorecard
Number
~
;e ;
~€
&.[
"
~
IrCl
m
>
1:
!.
e
"
0.
I,.•
l~rQ~~
..tf{
nr; ,~~t~~:~~~
";i:T:
iC ,
......
"'"
'.
'.
Alioual
Target
'", Oiiit'of
",
lic>
Measure.
'..• (by' June '.
'2010)'
I:· '.
Y""
2
Good
Governance
and
Regulatory
Reform
{.i'
Documents
service to the Body Politic Systems Framework
EXECUTIVE
CUSTOMEF
and EMT by providing
Developed
SUPPORT
direction and ad\dce
finalized and
outcomes
implemented
II
-
....
-----
Number of cases:
Good
Governance
and
Regulatory
Reform
~
-"
-
decltned for
investioation
-----
Good
Governance
and
Regulatory
Reform
5
Provrde a reactive
FORENSIC
CUSTOMER forensic investigative
SERVICES
service
Departmental fraUd
FORENSIC
C:USTOMEF
reviews
SERVICES
I
I
I6
-----
Good
Governance
and
Regulatory
Refonn
1-----'"
NEW
%
------
Number 01 Forensic
Reports fina~ized
-----
-----
Good
Governance
and
Regulatory
Reform
referred to the
Executive Mayorl City
Manager for forenSic
investigation
Provide a reactive
FORENSIC
CUSTOMER forensic invesligative
SERVICES
service
,,----.
Number of
Departmental reviews
conducted in alignment
with outcomes of
Awareness and Anti~
COmJption surveys
#
24
,,-----
' ' ' -
-"
4112
..
-
I"
"
-----
General
.----,,- 1--""
.-----
6
.-----
-------
100%
100%
.- I'"
26
.,,-
----
4112
"-
------
Research
conducted and
Framework
Developed
4/12
100%
---
"
/
"'.,.'
Ensuring a proficient
3
Sept 09
Target
I
I'
-
""
._---"
-
100%
16
26
"',,"
12
- ". . _ - - - - " -
100%
..
.
f--""
C')
.~
#
-
2/12
2
112
'tJ::>
2/2
-----
umuer 0 raullng
seminars conducted in
~~~~=::~f
Awareness and AntiFraud awareness training corrupt(on survey
FORENSIC
GUSTOMEF
(encapsulating)
seminars
SERVICES
II
NEW
2
2112
.
112
212
a) Whistle BiaSing
Policy
,,,.
7
I D1i!";VPJJfinfi __
1---""
.-
-
--"-".
Number of policies;
Good
Governance
and
Regulatory
Refonn
8
reviewed/amended
Fraud and Anticomlptlon
FORENSIC
GUSTOMEF
Policies (City wide)
SERVICES
developed in aHgnment
Vlith outcomes
conveyed in
Awareness and Anticorruption survey
II
NEW
4
4112
114
2/4
3/4
414
"._._"
P;::\nlO
1
03 03 2009, 0910 SDBIP DIR OCM with DEP 1 SDBlP _MAST FR COpy xIs
A
B
SFA&
Corporate
Directorate
Objective No
Scorecard
Good
Governance
and
Regulatory
Reform
Number
C
~i
U
Q."
i!
E
D
F
H
Q
z
AI
AR
AU
Sept09
Dec 09
March 10
. June 10
Target
Target
Target
Targets
General
·,Comment
70%
70%
70%
.. ."
i:.
Z
~ ..
f
o
,~-
I
Delivery of an effective
Complaints Handling and
OMBUDS
G
CUSTOME~Conmct Resolution
Service (Alternative
I
~ercent~ge
Lodged
%
70%
70%
4/12
70%
oases
Dispute Resolution)
9
- - - 1 1 - - - - - 1-1- - - - - f - Good
Govemance
and
Regulatory
Reform
OMBUDS
CUSTOME
~
Improve Advocacy.
Relations and
Communication
(Number of Awareness
and Infonnatioo
Initiatives completed
(e.g. Community
Meetings: I InFo
Sessions I RadiO
Interviews)
#
4
4
4112
1/4
214
3/4
4/4
10
Percentage of Capital
Budget spent
8 B Management of key
financial and govemance
areas sud) as income
88.3
ALL
HNANCIAll~ntrol, cash How,
mdlgent support.
altemative Incoma
,opportunities, asset and
risk management
Percentage reflecting Actual spend I Planned Spend.
%
95%
50%
70%
95%
An Capital Projectsl
completed by Junel
2010
%
95%
10%
60%
80%
95%
-~ercentage
of
9 B Management of key
Operating Budget
financial and governance spent
areas such as income
88.4
ALL
FINANCIAL Icontrol, cash flow,
lndlgent support,
altemative income
opportunities, asset and
risk management
I FORENSIC
Project Manage
FINANCIAL joutsourced f co-sourced
forenSIC Investigations!
SERVICES
projects
SA Ensuring enhanced
ALL
INTERNAL I selYice delivery with
efficlcnt Institutional
arrangements
----+--.-~--
Number of oulsourced
c;o..sourced matters
completed with in
budget
----+_
~A/.
-...l
o
----+-------j----t---.----+------t------+---+--------lGood
Gevamance
and
Regulatory
Refoon
=
Retention of Skllls as
measured by slaff
turnover
%
NEW
100%
--t--
%
4/12
100%
100%
- ---\- ----1-
5t08%
overall
tumover
5 to 8% overall
turnover
100%
100%
---11-
5 to 8% overall
turnover
5 to 6% olterall
turnover
5 to 8% overal!
turnover
All staff: tolal terminations as % of staff comp}ement each month, as
measured over the preceding 12 month period (i.e. a 12 month
running average). This will exclude seasonal, short tem1/temporary,
student contracls.
Target - at any point in lime, the organisation/directorate/department
should have a staff turnover % for the preceding 12 months which
falls within the target of 4% - 6%.
Scarce Skills: as for the above. but limited to the following EE
categOfleS; LegiSlators & senior managers, Professionals, Technicians l
and other professionals, In this case the target parameters are 8% ~
12°/0.
Data Sourco SAP & SAP BI
I 14(
03032009· 0910 SDBIP DIR oeM with DEPT SDBIP_MASTER COPY.xls
B
A
C
D
E
..
Corporate
Scorecard
SFA&
Directorate
Objective No
Number
,,~
II
:q
'"!"
;e ;
8.~
i~
>
f
II
"-
......
F
'.,;
'0~C\
'
,"Ui';";ii;C. .. .• « '
'
I.\~~?f~i~~--,...<;;
I
,.
Annual:
I
.... ···C·· '\,
AI
AR
AU
'rt
iil
,c.
."«..,i
.
2010)
."
Z
,
I
.• , ... (by June
Measure
Q
J
Target . •
Urli!<>L I"
I'. '. '."; ·;!':~::'''~·r:
2
H
G
I'
:
.....
Sept 0.9
Dec 09
~a~get
Target
March 10
Target
General
Comment
June 10
Targets
I
I
ALL
BA.2
INTERNAL
SA Ensuring enhanced
service delivery with
effICient institutional
arrangements
Retention of Skms as
measured by staff
turnover
I
All staff: tolal terminations as % of staff complement each month, as
measured over the preceding 12 month period (i.e. a 12 month
running average). This will exclude seasOnal, short term/temporary,
student contracts.
Target - at any point in time, the organisation/dlrectoratefdepartment
should have a staff turnover % for the preceding 12 monU)s which
to 12% within
8 10 12% within
8 to 12% within
to 12% 'Nithin
falls wilhin the target of 4% - 8%.
skilled categories ski1led categories skilled categories skilled categories
Scarce Skills: as for the above, but limited to the following EE
categories; legislators & senior managers. Professionals, Technicians
and other professionals. In this case the target parameters are S%
17.%
a
I
to 12%
Within skilled
categories
%
e
a
Data Source: SAP & SAP BI
...l?.
- - r-
-~
An line managers must manage employees' time and attendance with
a view to reducing unplanned absenteeism to below 4% ($4%).
in $0 doing managers must apply policy. monitor and evaluate
employees' attendance and absence trends and take remedial action
where required In terms of such policy.
I
8A Ensuring enhanced
81\.3
16
ALL
INTERNAL
service delivery with
efficient institutional
arrangements
Staff availability as
measureby%
absenteeism
%
NEW
:s4% aV9rage
for the period
1 July 2009 to
30 June 2010
NA
_J_JJ_
NA
NA
The following initiatives based on industry best practice are available
to help managers manage time and attendance and reduce
absenteeism:
• Encouraging healthy lifestyles through various employee wellness
programmes.
5 Ensuring appropriate screening through recruitment and seiection
procedures
s 4% average for • EnhanCing flexible working arrangements where service delivery
the period 1 July requiremellts allow such nexibmty and policy supports such f1exibmty.
2009 to 30 June • Providing proper systems for transport where required and supportec
2014
by polley.
• Improving the physical working environment
• Continually improving business processes which would result in
amongst other things revising job design and improving efficiencies
.. Managing career expectations through continuously updating and
supporting personal development plans,
.. Rebullding trust and loyalty through focusing interventions on the ke)
AU the above interventions are aimed at improving overall staff morale
Calculation for Ule Formula: Total absence 1n a period expressed in hj
~ """"". '"~~, ~ .,.... ,~~ ,...
". ~~. "j~"
Target - average absenteeIsm rate should be less than or eqoal tq 4%
Data Source: SAP Report PT64
: •
. .: •
.
'
.
<::n
-.....z
......
Paae 3
03032009" 0910 SDBIP DIR OCM with DEPT SDBIP_MASTER COPY xl.
-
C
13
A
,,~
SFA&
Directorate
Objective No
~
Corporate
Scorecard
Number
i
" EO
~1i
.
"
.,;0
"
Q.
D
w
>
tiw
Q.
f
w
......•....
E
l",;.;:~:'~f
F
G
·{fitQ.'E:;'.;~,::~~f1~· .•·
.. 1< . . . .
:
···.····ObJe.itJ".. · ......... "",.,\.,•. :.1:. f:M-"~~~;":
I'
.....
.',
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..
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J
I
•'>
:.
,
.'
0.
2
H
Q
.. '
'."
Z
AI
AR
AU
Dec 09
Target
Maren 10
. To,got
June 10
Urget.
Comment
',C'
Annual
..
T~rQei I.'
'\by'.lune .
Se!l!O~
"
2Q1 01·
T~rge~
"
I>
,.:
I
General
.
I
A capital project is a planned temporary task undertaken to create a
un1que product within a fIXed time scale (usually over one or more
financial years) and budget involving the mobilisation of resources
from a number of different functions (Of disciplines).
Projects in this instance to have a value exceeding R200 000.
Projects under R200 000 to have a minimum of 3 appropriate
milestones identified.
Bulk votes to be broken down into individual projects and planned
I
accordingly.
i
ALL
BA.B
SA Ensuring enhanced
service delivery with
INTERNAL
efficient institutional
arrangements
Percentage of capital
projects meeting
original planned
milestones
%
80%
NA
NA
NA
A formula is applied at Departmental, Directorate & Corporate levels
which Implies different reporting on targets achieved.
At Departmental level the foilowing formula applies:
# of Projects meeting milestones
# of Capital Projects in Departments ::: %
NA
At D~rectorate level:
SUM Results (Depanments)
Number of departments
x 100= %
At Corporate level:
SUM Results (Directorale)
11
x 100 = %
rJI.-
~---
SA 1
G&I
SA Ensuring enhanced
service delivery with
INTERNAL
efficient institutiOnal
arrangements
Percentage
improvement in the
time tak.en to dose
notifICations in tenns of
the Corporate Works
Management process
%
12% reduction
in time taken
Baseline to be
to close
determined on notifications
30.6<09
(measured
against the
baseline)
3% reduction on
200812009
baseline
r.:!!
6% reduction on
200812009
baseline
12% reduction in
9% reduction on time taken to close
notifications
200812009
baseline
(measur&d against
the baseline)
8B.7
ALL
10 8 Management of key
financial and governance
areas such as income
control. cash flow,
INTERNAL
indigent support.
alternative income
opportunities, asset and
risk management
ALL
financial and governance
areas such as income
Percentage annual
control, cash flow,
INTERNAL
asset verification
indigent support,
process completed
alternative income
opportunities, asset and
Percentage reduction
in the number of
recurring findings
emanating from
Internal Audit
...ll!. _.
r22- _.
..
_-
70%
70%
70%
70"/0
-..J
70%
~
---~.
,Reflects the percentage of assets annually verified for audit purposes.
%
100%
25%
40%
80%
100%
,-
-
--~
....
c:n
%
-.~-
8B.10
.,
'.'..
------
r---
.
The 4 month rolling average age of all notification closed within the
preceding 4 month period will be used to measwe performance.
Rev~ewed
Good
Govemance
and
Regulalory
Refonn
SA Ensuring enhanced
EXECUllVE INTERNAL service delivery with
SUPPORT
efficient institutional
arrangements
Directorate &
Depar1mental Staffing
Strategies developed,
approved and %
implementation of the
action pJan
%
4112
100%
and
100% of approved
adjusted Staffing
action plan
Strategy with
outcomes I
implemented
findings of
50% of approved 75% of approved
Review process
Revised
action plan
action plan
commenced for
Corporate staffing
implemented
implemented
budget initiative
new financial year
Updaled
1 adjust .
Slaffing stralegy
action plans
Staffing strategy
developed
21
P~on
4
03032009. 0910 SDBIP DIR OCM wilh DEPT SDBIP_MASTER COPY<xls
A
B
SFA&
Directorate
Corporate
Scorecard
Number
ObiecliveNo
C
D
AI
~i
g:
'Ii
M.",1110
i£i"
!!
n.
.."
.
q8. ..
0:0
I 21
Good
Govemance
and
Regulatory
Reform
f-B
Good
Govemance
and
Regulatory
~_ Reform
and
Regulalory
I
24
~-+----+------I
Regulatory
#
100%
Projects Identifiedl
1---+---1
IPercen~age
of funded
%
I. _______j_.
I
General·
. Comment
95%
45%
I
FORENSIC INTERNAL oUlso~rced 1 co-sourced
forenSIC InvestigaUons!
projects
i- --- --+----t
Number of
investigations Identified
for houtsourcing J co-
sourcing"
Regular
Assessments
Projects tdentffied~ conducted ageist
the ISO 9001
%
100%
standards
1·---
poUcies and promote sk.ills vacanC4es filled
Project Manage
conducted
against the ISO
9001 standards
i
EXECUTIVEI
IOPlimise the staff
SUPPORT INTERNAL structure, strategies and
Reform
Good
Govemance
and
Regutar
Assessments
To ensure that projects,
SERVICES
AU
Target
EXECUTIVE\ iNTERNAL programmes, systems
IRegular review against
SUPPORT
and practices Incorporate OM Framework
QM! flt Principia.
Good
GoVernance
AR
65%
85%
95%
---+------~I ---~----~.
4/12
100%
100%
100%
100%
- - + - - - - 1-------1 - -----I----____+__ -----+------_+_- -------'I-
I
FORENSIC INTERNAL [Fraud awareness and antilConduct Survey
SERVICES
corruption surveys
%
100%
2112
101J"",
500%
Reform
--+
~
Good
Governance
and
Regulatory
Reform
1,-
Govemance
and
Regulatory
Reform
(1)
I
FORENSIC INTERNAL iFraud awareness and antilAnal~SiS of ~areness
SERVICES
'corruption surveys
& anticorruption sUlvey
100%
8 B Management of key
financial and governance
areas such as income
Percentage of VPUU
projects meeting
GOV &
INTERNAL /control, cash flow,
INTERFACE
indigent support,
original planned
alternative income
milestones
opportunities, a.sset and
risk management
I
-+-\- - - - - I
%
\--- . _ - - - + . - - - - - I - - - - - - - t
I 271
-.:z
100%
~
\- --
Good
----1
+-----\
TBD
80%
-~
4112
80%
I
80%
80%
80%
...j------tA Wol'kplace Skills Plan is a document that outlines Ule planned
education, traIning & development interventions for the organisa
The WSP should be aligned with the staffing strategy, IDP, PDP's,
EE , NSDS and Sector Skills Plan.
BAA
Calculation for the Formula: Two parts
(A) Measured against training budget.
I
SA Ensuring enhanced
ORG &
service delivery with
LEARNING efficient institutional
an'angements
All
,I~·
_
Percentage budget
spent on
implementation of
%
90%
30%
55%
85%
100%
(8) Manual exercise on which Seminars & Conferences costs are
calculated.
WSP
I I
I.
~
The two parts are combined to give final figures of the spending on
WSP implementaUon.
The
conferences
areasrecognised
1% of
the wage bill
per Ule Actby the SETA a. daimable from the
Data Source: SAP & SAP 61
1281
I
03032009 - 0910 SDBIP DIR OCM with DEPT SDBlP_MASTER COPY.xls
A
B
SFA&
Directorate
Corporate
Scorecard
Number
Objective No
c
D
--~c
q.
1:
'ii
!It
l
8.~
0::0
AU
~
I
SA Ensuring enhanced
service delivery with
ORG &
LEARNING efficient institutional
arrangements
SA Ensuring enhanced
SA.o
ALL
ORG &
I service delivery with
efficient Institutional
arrangements
0/0 of training
interventions identified
and implemented
(Training Roll-out plan)
Percentage
improvement in Ole
positive employee
climate as per annual
Culture Clirnate Survey
25% of
Implementation
plan achieved
%
available unCi
~ur;(!nt MHVE'y
%
ha5
CfJHIll!eled)
45% of
implementation
plan achieved
60%of
Impiementation
plan aChieved
100% of
Implementation
plan achieved
The loyalty Index measurement comprises 12 'Touch Points~ as an
indicator of how welt Ule City is doing in relation to the management of
its human resources. The inlerventions put in place to address
concerns raised as a result of the last survey should reflect a %
improvement in the 4 key "Touch Points~ which were identified of
having the biggest impact on the staff loyalty index. This lmprovemen
should cascade Into a % improvement in the loyalty Index. The
Culture CUmate Survey is driven on a corporate level. Line
departments are encourage to implement corporate initiatives to
improve staff morate e,g. leadership development Program, Coachln
8. Mentoring courses.
30
31
g
33
34
c:n
Sign-off by City Manager:
-...l
~
35
36
37
38
Date;
39
{;L '-/-- I
Q(.c: I
0;
40
P~""j!>A
03 03 2009 - 0910 SDBIP DIR OCM with DEPT SDBIP_MASTER COPY. xis
('TY Of em
l~lIft
mmo smup~· ~tAD ~urm~
DEPARTMENTAL BUSINESS PLAN
2009/2010
en
DEPARTMENT
: OCM - Executive Support ~
DIRECTOR
: Mrs. Gillian Kenhardt
Contact Person
: Mr. Kenneth Wiid
Page 1 of 21. 21 042009 OeM_Exec Support_Departmental Business Plan 09 10.doc
1.
EXECUTIVE SUMMARY
2
PURPOSE AND OBJECTIVES
Vision: Overarching aims/objectives and core functions of the Department.
To set a benchmark of "service of excellence" for the organization by establishing standards for the administration,
ensuring that these are met, that priorities are pursued, and that high-quality City services are consistently delivered.
Developing, managing and maintaining sound governance systems, processes and procedures as a key component of the
professional support given to Council and the City Manager, these include :•
ensuring that Council's directives are carried out; (in consultation with directorates and departments)
C')
•
a structured database of tools and information to improve the effectiveness of the decision-making bodies
•
decision-making work processes
•
access to decisions - design, develop and maintain process to facilitate effective decision making
•
impromptu creative and alternative solutions
Providing strategic and operational support, which includes internal financial, Human Resource, Project Management,
Business Improvement and general administrative support to our internal departments, and
Establishing and strengthening business relationships with key partners and stakeholders
Page 2 of 21. 21 04 2009 OeM_Exec SupporCDepartmental Business Plan 09 10.doc
-....l
0')
Who are your customers?
The department provides a professional support service to a variety of customers with differing needs.
•
Council and its section 79 and 80 committees Lt.o. the Structures Act,
•
Section 62 and schedule 1 committees Lt.o. Systems Act,
•
the Executive Mayor,
•
the Speaker,
•
the Mayoral Committee,
•
the City Manager and
•
the Executive Management Team who are the decision-making bodies of Council, and then besides Executive
c::J")
-..J
Support there are three (3) departments within the Directorate: Office of the City Manager (Forensic Services,
Ombudsman Office and Governance and Interface) which require Administrative, Human Resource, Project and
Financial support.
What are their demands/expectations?
All customers expect the Executive Support Department to be reliable and responsive to their needs by providing a
continuous "service of excellence".
Page 3 of 21. 21 042009 OCM_Exec Support_Departmental Business Plan 09 10.doc
-....J
Ove.'arching aim of the department - Brief description of the direction and intention of the department.
Always pursuing the priorities of the City of Cape Town as well as promoting the principles of Good Governance so as
to ensure that the City Manager and Council meets its objectives as contained in the IDP and which are provided for in
the annual budget.
3.
Le!~al
Requirements for the Plan (if applicable)
What are the legal and intergovernmental imperatives impacting on the plan?
The City Manager is appointed by Council as the Chief Administrative Officer of the organization. The Executive •
Support Branch: Office of the City Manager, was established to assist the City Manager in fulfilling his duties and in
order to do so is required to be familiar with Council's policies, processes and procedures, its System of Delegations,
Rules of Order for Council and its Committees, a number of legislative requirements inter alia those of the Municipal
Structures and Systems Act and the MFMA.
Page 4 of 21. 21 042009 OeM_Exec Support_Departmental Business Plan 09 10.doc
=
-..;z
00
4.
I
Palrtners and Stakeholders in the Strategy Plan (key stakeholders of the plan)
Partners! Stakeholders
Executive Mayor
Ie
Departmental Roles and Responsibilities
.:.
Report to Executive Mayor on decisions taken by the City Manager
.:.
Track and monitor reports submitted to the Executive Mayor for
consideration in terms of her delegated authority
.:.
Regularly report all decisions taken by the Executive Mayor in terms of her
delegated authority to Council
.:.
When required, provide support to the ad hoc committees established by
the Executive Mayor - Committee support to the Mayoral Committee
.:.
Assist the Chief Whip with compiling and managing the annual calendar of
meetings of Council
.:.
Provide monthly data to the Chief Whip in respect of councillor's attendance
at scheduled meetings and workshops
.:.
Provide the Chief Whip with committee support at the Disciplinary
Committee
.:.
Regular interaction with Chief Whip pertaining the logistical and
administrative arrangements which includes providing guidance and
alternative solutions to problems that arise (i.e. Implementation of Rules of
Order etc, assist at presentations etc)
~
-.l
~
Page 5 of 21. 21 042009 OCM_Exec Support_Departmental Business Plan 09 10.doc
p:::.rfn&Jorc:t1
Stakeholders
Departmental Roles and Responsibilities
f-
Speaker
Councillors
Chairpersons of
Committees
.:.
Assist the Speaker with preparation for the Council meetings
.:.
Assist the Speaker with reference to Council proceedings, processes, Rules
of Order and protocols
.:.
Regular interaction with Speaker pertaining the logistical and administrative
arrangements in respect of Council meetings and activities which include
providing guidance and alternative solutions to problems that arise
.:.
Facilitate interface between Speakers Office and EMT
.:.
Ensure that councillors are timeously notified of meetings and workshops
and furnished with the relevant agendas and minutes
.:.
Monitor and manage committee procedures/mechanisms to identify where
these can be improved and made user-friendly
.:.
Assist councillors with individual needs relating to their membership of a
committee i.e. research etc .
•:.
General assistance with matters relating to Council, its operations and its
committees
.:.
Regular interaction with Chairpersons pertaining to the logistical and
administrative arrangements in respect of Portfolio Committee and other
committee meetings (e.g. compilation of agenda) and activities (e.g.
workshops) which includes providing guidance and alternative solutions to
problems that arise prior to and at meetings.
'-
en
00
C)
L-~
Page 6 of 21. 21 04 2009 OeM_Exec SupporCDepartmental Business Plan 09 10.doc
Pmtners/ Stakeholders
Departmental Roles and Responsibilities
.:.
City Manager
- -......
Regular one-on-one interaction with Chairpersons to establish specific
operational and support needs and requirements in order to identify where
new systems/procedures need to be introduced to address voids, or to
enhance existing committee procedures and mechanisms.
.:.
Manage and provide general administrative support to the Office of the City
Manager which includes the managing of telephones, correspondence and
diary management (this includes administering public enquiries via the C3
notifications process, etc.)
.:.
Develop, manage and provide a structured database of tools and strategic
information which provide structure, guidance and alternative solutions to
problems that arise in the administration
.:.
Facilitate and coordinate City Manager's Senior Management Team
meetings (this team comprises the ± 300 Directors / managers in the City)
.:.
Coordinating and managing meetings and workshops of EMT by managing
and providing support to the individual members and at EMT Meetings. (Le.
through direct interaction with ED's and their directors)
.:.
Develop, manage, refine, facilitate and coordinate the ongoing refinement
and review of the System of Delegations to ensure that the City Manager's
sub- delegations are brought in line with any amendments made by Council
and to manage the legislative requirements flowing there from (e.g.)
reporting a decision taken by a delegator. This initiative also includes an
ongoing educational process as to the principles of "delegation" and
advising when consulted on any specific delegation.
I •
en
(.;.j)Q
......
-- -- ...
...
Page 7 of21. 21042009 OeM_Exec Support_Departmental Business Plan 09 10.doc
Partnersl Stakeholders
Departmental Roles and Responsibilities
+:+
Regular interaction with the City Manager regarding the managing of
logistical and administrative arrangements for the Directorate: Office of the
City Manager which includes coordinating inputs from the various
departments into corporate projects, processes and procedures.
.:.
Manage the receipt of Appeals in terms of Section 62
.:.
Direct interaction with ED's and general management to facilitate,
coordinate and advise on the processes and procedures which impact on
decision-making
I
IED's
en
~
I-Directors I Line
.:.
Direct interaction with Directors and general management to facilitate,
coordinate and advise on the processes and procedures which impact on
decision-making
, General Public
.:.
Attend to various queries from the public domain as well as ensure that
public requests for information are attended to across the various
directorates in an expeditious way (management of C3 notification
process).
--_
.......
_-_
.......
__ __ __ __
._ ....
._ ...
._ ...
._ .......
-_._......
~
__ __. _ .....
Page 8 of 21. 21 042009 OCM_Exec Support_Departmental Business Plan 09 10.doc
5.
RESOURCES (Financial and Staff)
List Department's CAPEX, aPEX and staff complement.
CAPEX
1. City Manager - Office Equipment Furniture, Fittings & Equipment -
2. Executive Support - Office Equipment Furniture, Fittings & Equipment -
R 40000
R 72360
R 188402
R 324 000
----.---------------------------------------------------------------------------------------------------------------------------------------------------------------;~
c:J")
aPEX -CITY MANAGER - 11080001
CX)
Cost Elements
Plan Costs
Staff Cost
R 3,628,347.87
Depreciation
R 94,329.22
Repairs and Maintenance
R 25,973.00
Contracted Services
R 11,870.04
General Expenses
R 10,723,939.41
Total budget.
R 46;365,226.35
~
Page 9 of 21. 21 04 2009 OCM_Exec Support_Departmental Business Plan 09 10.doc
OPEX - Executive Support
Cost Elements
Plan Costs
Staff Cost
R 12,882,163.11 (Lang Services R1 219941.04)
Contracted Services
R 949 467.12 (Only for Translations and Interpreting)
Depreciation
R 251,361.18
Repairs and Maintenance
R 50,000.00
General Expenses
R 3,502,104.91 (Lang Services R8 390.52)
Intl3rest Internal Borrowing
R 32 969.00
.
;
Insurance Departmental
R 47 679.00
Activity Based Costing
R 2 391 535.21
Support Services
R 3 296106.70 (Lang Services R 360469.10)
Total budget
R 23403 386.23
<:r')
CX)
~
Page 10 of 21. 21 042009 OeM_Exec Support_Departmental Business Plan 09 10.doc
6.
BACKLOGS AND RESOURCE CONSTRAINTS (if applicable)
It is imperative to understand that the Directorate: Office of the City Manager has from the onset operated with a very
streamlined structure. As a result of this rationalized structure the Directorate: Office of the City Manager is obliged to
ensure that we have the right people with the right skills. Acquiring staff with the right skills, knowledge and competencies
has posed some problems, especially within the "committees" career stream. As this has become a scarce resource the
department has established a "career path" within its structure to develop such staff into competent committee officers.
The departmental philosophy is one of ongoing business process review and improvement, this together with the
revised staffing strategy will facilitate the filling of the balance of our vacancies and ensure enhanced service delivery.
.
,
<::r.I
ex>
7
ASSUMPTIONS AND RISKS
7.1
Assumptions
c..n
The environment within which we operate is one of continual change. Managers must routinely monitor or review the
status of risks to determine whether mitigating actions are required. In some cases, the use of risk indicators helps to
monitor the status of the risks. (See risk assessment outcomes)
Page 11 of 21. 21 04 2009 OeM_Exec Support_Departmental Business Plan 09 10.doc
7.2
Ri~;k
Assessment
---------
NQ
---------
----
Action
Risks
Resp.
-- ------
1
Reputational Risk
Road shows I awareness programme to post
levels 0-4
1----
2
Director: Executive Support +
relevant managers
------
Lack of corporate support
between directorates
Ongoing education process e.g. road-shows I
training
Director: Executive Support +
relevant managers
Inter departmental meetings I forums as a
standing item
3
Resource capacity
constraints
Conducted Business Improvement Intervention Director Executive Support +
to review processes and structure and
relevant manager
developed "career path" and advancement
criteria to capacitate structure in the future - as
an outcome from the BI intervention.
.
-----
4
Opportunistic Risk
pertaining to safety and
security
Access control monitored on regular basis stringent control pertaining to confidential
(green) items
Director Executive Support +
relevant managers
Roles and functions of Sec 53 incumbents
defined and documented
Director Executive Support +
relevant managers
-----
5
Ensure sound operations
(Equip Governance
Structure)
Awareness on corporate governance issues
raised
Maintaining 'apolitical' stance
-----
Page 12 of 21. 21 042009 OeM_Exec Support_Departmental Business Plan 09 10.doc
en
ao
Q"')
8.
STRATEGIC ALIGNMENT TO THE lOP
8.1
StI'ategic Focus Area 8: Good Governance and Regulatory reform
8.2
LlNt( TO PROGRAMMES (Programme Layout and description linked to Directorate objective)
f9
Programme name and description
.:. Focus Area 8 - Good Governance and Regulatory Reform
.:. lOP I Directorate Objective (Enhanced service delivery through alternative service delivery mechanisms)
f'J
Outputs that you aim to achieve
.:.
Implementing the outcomes of the business improvement interventions I processes conducted and in so doin~ :
the functions linked to the revised operating models for the Directorate: Office of the City Manager
c::::7)
00
e
-.....l
Key projects and initiatives
.:. Business Improvement interventions across the directorate - utilizing the principles of Quality Management
Page 13 of 21. 21 042009 OeM_Exec Support_Departmental Business Plan 09 10,doc
9.
OBJECTIVES AND INDICATORS OF THE STRATEGY I OPERATIONAL PLAN
W/Jat do you plan to do and How do you intend to achieve this: Include the Key Objectives and Indicators and targets.
Ensuring a proficient
service to the Body
Politic and EMT by
providing direction and
advice
Ensuring enhanced
service delivery with
efficient institutional
arrangements
(Systems framework
developed)
and Framework
Developed
Speaker, Chief Whip,
Executive Mayor,
Executive Deputy
Mayor and MayCo
member
ICouncillors
& its
IManagement
Top and Senior
committees
Ifinalized
Document
and
outcomes
implemented
..
en
QO
Management of key
financial and
governance areas such
as income control, cash
flow, indigent support,
alternative income
opportunities, asset and
risk management
I % Expenditure on
70%
50%
95%
Capital Budget
(Corporate Target)
.. Provisional targets
subject to Capital
Budget allocations
All Capital
Projects
completed by
June 2010
00
(KO!) 88.3
8BA
% Operating Budget
spent (95% -100%)
10%
!
70%
40%
J_
95%
(Corporate
Target)
Page 14 of 21, 21 042009 OeM_Exec Support_Departmental Business Plan 09 10,doc
U(OI) 8A.4
Percentage budget
spent on
implementation of
WSP training with
Role-out , Financial implications
30%
55%
85%
100%
Percentage of funded
vacancies filled
45%
65%
85%
95%
100%
100%
Degree of adherence
to Budget realignments or related
projects
.."
en
w
~
T (I manage and
coordinate the provision
of General
Administration and
inlterrelated projects
across the Directorate
I Asset Management
50%
50%
Percentage annual
asset verification
(March to June)
process completed
(Stocktaking)
I 100% Completed
(1'\01) SEU(l
Remedial action taken
to address asset
variances reports
Collate data from
SAP and Asset
Register to determine
status of variances
Review internal
controls of Asset
Management
Processes (ongoing)
Concluded
reconciliation and
commenced with
investigations
Prepare for Jan I Feb
2010 stock take
50% of all assets
verified
100% of all
assets verified
Page 15 of 21. 21 042009 OeM_Exec Support_Departmental Business Plan 09 10.doc
;!g~r~~tr::€Jjll!.~f~;~~~·Ju"ej
;rid~ft!~¥~~pt:E~
Compile report to ED
1 City Manager to
address variations
88.7
Percentage reduction
in the number of
recurring findings
emanating from
Internal Audit
% of training
interventions identified
and implemented
(Training Roll-out plan)
I3A.S
8A."
Percentage of Capital
Projects meeting
original planned
milestones
I Percentage
improvement in the
time taken to close
notifications in terms of
the Corporate Works
Management process
Directorate &
Departmental Staffing
Strategies developed,
approved and %
implementation of the
action plan
70%
25% of
Implementation plan
achieved
70%
45% of
Implementation plan
achieved
70%
60 % of
Implementation
plan achieved
70%
100% of
Implementation
plan achieved
•
N/A
N/A
N/A
e')
c:,g
e!':'J
3% reduction on
6% reduction on
9% reduction on
2008/2009 baseline
2008/2009 baseline
2008/2009 baseline
Reviewed and
adjusted Staffing
Strategy with
outcomes 1 findings
of Revised Corporate
staffing budget
initiative
50% of approved
action plan
implemented
75% of approved
action plan
implemented
12% reduction in
time taken to
close
notifications
(measured
against the
b
100% of
approved action
plan
implemented
Review Drocess
Page 16 of 21. 21 042009 OeM_Exec Support_Departmental Business Plan 09 10.doc
commenced for
new financial
year
Staffing strategy
action plans
developed
Updated I adjust
Staffing strategy
SA.2
Retention of Skills as
measured by staff
turnover
8 to 12% within
skilled categories
8 to 12% within
skilled categories
8 to 12% within
skilled categories
8 to 12% within
skilled categories
Page 17 of 21. 21 04 2009 OeM_Exec Support_Departmental Business Plan 09 10.doc
(KOI) SA.l
Staff availability as
measured by %
absenteeism
Design, develop and
maintain systems to
enhance and improve
the service delivery 1
Support Services
Interface Model
developed, aligned and
implemented
NA
NA
Developed draft Inter
departmental
Support Services
interface model.
Await Corporate
Interface model and
align with Directorate
model
Align draft with
SOP's developed
across Support
Services functions
NA
Review SOP and
SLA's associated
with Support
Services
s; 4% average for
Il1e period 1 July
2009 to 30 june
2014
Fully function
interface model
-,
'.
~
c::.c
N
Executive Committee
Services Operating
Model reviewed and
implemented
New Proposed
Operating Model
Submitted to
Corporate HR for
updating of structure
on SAP
Anticipated
vacancies based on
revised operating
model to be
advertised and filled
1 2010 Soccer World Cup - Preparation for approval of the meetings calendar for Council and its committees will take into consideration for the period during which
football matches will take place so that no conflict arises as a result of games scheduled or other events relating to such.
Page 18 of 21. 21 04 2009 OeM_Exec Support_Departmental Business Plan 09 10.doc
Operationalisation of
Language Services Unie
I nterpreters and
Translating tariff
structure developed
and implemented
Tariff structure
developed and
adopted
All vacant posts on
approved structure
3
filled
Tariffs
communicated
To implement and
manage a performance
management system
Fully aligned SDBIP
developed and
implemented
Alignment of
Management Team
Agenda with SDBIP
objectives and
indicators
Validation of
objectives and
indicators linked to
Corporate Scorecard
completed
100%
Outcomes of PDR
session pertaining to
targets and indicators
to be applied at mid
year review(s)
100%
Preparation for next
financial years
Business Plans and
SDBIP's to be
completed
100%
Business Plans
and SDBIP
submitted in
accordance with
Corporate
timeframes
100%
2010 Soccer World Cup - It is noted that this is an international event and that Language usage for signage etc must be in terms of international practices and
standards - and that cognisance be given to 2010 with respect to translating signage, documents and pamphlets into the three (3) official languages where required.
2
3
Subject to budget review I alignment I funding
Page 19 of 21. 21 04 2009 OeM_Exec Support_Departmental Business Plan 09 10.doc
<:r)
\':,Q
~
To ensure that projects,
programmes, systems
and practices
incorporate OMI BI
Principles
PDR Sessions
Conducted quarterly
1/4
I Regular review against
Projects Identified
i
OM Framework
No of business Units
subjected to a
thorough assessment
against approved OM
Framework
1
2/4
Regular
Assessments
conducted against
the ISO 9001
standards
2
3/4
4/4
NA
NA
en
3
NA
~
~
Page 20 of 21. 21 04 2009 OeM_Exec Support_Departmental Business Plan 09 10.doc
10.
AUTHORISATION
undersigned do hereby indicate their agreement with the contents of this document and the outcomes.
Name
SignatuJ-e------,
City Manager
Mr. Achmat Ebrahim
Director
Mrs. Gillian Kenhardt
-----,
/---:::;:-=="" . .-. ..2-7'- - GJ:;t::.- - D?'
~~~
-,
(
G;u~~
I
11.
Date
Oll
\o'-t IO~
APPENDICES: IF ANY
Appendix 1:
Governance Structure - See Attached
Appendix 2:
Executive Support - SDBIP
en
c...n
c:.c
LEGEND:
SOP - Standard Operating Procedures
ED's - Executive Directors
SLA's - Service Level Agreements
KOI- Key Operational Indicators (previously referred to as Generic)
Ito - in terms of
SDBIP's
EMT - Executive Management Team
PDR
Service Delivery and Budget Implementation Plans
Plan - Do - Review sessions
Page 21 of 21. 21 042009 OeM_Exec Support_Departmental Business Plan 09 10.doc
Appendix 1
C.,1"t·}l 0"fC-·- ape
rl
-=
G
rnance Structure
Section 79
Committees
-Utility Services
"SPELUM
-SCOPA
-Rules
-nomelessAgency
.Corporate Servit.("..$ & Human Resources
.Finao(';e
.S.rety .nd Security
-Community Servit'.es
-Health
-Housing
.EconomiCt Sodal Development & Tourism
-Planning & Environment
-Transport, Roads: & Stormwater
c::n
1:.0
10':)
Ad Hoc Committees
Working Groups &
Tasl,Teams
.FIre Inve.tigation
.mp (incl AnDua' nepilrt)
.Delegations Ta.k Team
.CiviHan Oversight
Committee
B
I
c
T
I
E
0
1
.
Corporate
Scorocard
Number
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">
.e'"
.'.
~
......
~
.
0
"-
2
,.
'.
'.
....
·...· c
:.Dlrectorate.,;,:,
:OI»""!I;e C">;
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I
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i
3
H
I
I
I
I
J
I
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l~aIC~t~r
<)
"
",,:':
:UnItOf.··
·:Measure·
'.,
,.
. ' .' : . j
" ArinU!l1
. Target
Baselhie
, (by June
. 2010) ,
I
AI
I
I
AR
AU
.
:
.....
.'
."
;
.."
'J:>
c
:
Marolt 10
Target
June.10
Targets
'General
Comment
"
Documents
Research
conducted
and
Framework
Developed
outcomes
implemente
d
Developed
draft Inter
departmental
Support
Services
interface
Support Services In!:erface Model
developed, aligned and implemented
Dec 09
Target
'<,
finalized and
II
Sept 09
Targe!
.-
SA Ensuring enhanced
EXECUTIVE
service delivery with
CUSlOMER
SUPPORT
efliciem institutional
an-angements
z
2009/2010 EXECUTIVE SUPPORT DEPARTMENT - SDBIP
Ensuring a proficient
EXECUTIVE
service to the Body Politic
CUSTOMER
Systems Framework Developed
SUPPORT
and EMT by providing
direction and advice
i
I
G
model.
%
Align draft witt
SOP's
developed
Phase 1
Speaker,
Chief Whip,
Pltase3
Pltase 2
Mayor,
Top and
Councillors &
Executive
SeniOr
lis committees
Deputy Mayor
Management
and
MayCo
Members
Executive
Await
Corporate
Interface
model and
align with
Directorate
model
Review SOP
and SLA's
associated
with Support
Services
Fully function
interface
model
- .
,
.
across
functions
,...1..
._---,,-
"_..
.-
-_. .
,,~
----,,--~
c::J)
.-
.....
,,_
-~.
r::.c
-.:l
8A Ensuring enhanced
service delivery with
EXECUTIVE
CUSTOMER
efficient institutional
SUPPORT
arrangements
New
Proposed
Operating
Model
Submitted to
Corporate HR
for updating 0
structure on
SAP
Executive Committee Services
Operating Model reviewed and
implemented
%
Anticipated
vacancies
based on
revised
operating
madelia be
advertised
and filled
5
Paae 1
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B
Corporate
Scorecard
Number
C
iE
.2-
~
Q
2
D
~..
Q.
....
F
E
.
I.'!
.
'.'
"I'~ :
". ....
,;:~,
8P, Ensuring enhanced
service delivery with
EXECUTIVE
CUSTOMER
eflicienl institutional
SUPPORT
an'angaments
G
H
'.'" :<:~'"
c't,}"
;~~:
,
.-
I:J#. "'~~~elln~":
.;>~hi
Operationalisalion of language
Services Un~
I
J
Q
Z
,.
'.
.':.:,',
AI
AR
AU
. March 10
June 10
Targets
General
Comment
.
,.~:, '.
.A!inuaF
Target.
,(bY'Il8&-'
'2010)..
···\f,;
,-'.'.' ...•.• !J\
,.
:Sejit09
. T~l'iIet' .
Oec09 ...
. Target·
....
T~rget
'
..
'.'
All vacant
Tariff structure
posts (Suh}ect
developed
to budget
and adopted
mVI8w &
TariffscommfVf1rjl/ ig) on
unicated
approved
structure filled
/I
6
'Percentage of Capital Budget spent
IIDI
EXECUTIVE
FINANCIAL
SUPPORT
I
!
PerCentage reflecting Actual spend} Planned Spend,
.
S 13 Management of key
financial and governance
amas such as income
control, cash Row, indigen
support, alternative
int:ome opportunities,
asset and risk
management
,
%
95%
50%
70%
95%
..
.
All Capital
projects
completed by
June 2010
~
~
00
7
-----------
Percentage of Operating Budget
spent
KOI
EXECUTIVE
FtNANCIAl
SUPPORT
9 IJ Management of key
financiat and ~uv"" ,a"""
am3S such
control, cash Row, indigen
support, altemative
Tota! actual to date as a percentage of the total budget including secondary
expend~ure,
%
10('/0
95%
40%
70%
95%
l~~~e~:;;;;~
management
8
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0
~
~.,
~
...
"-
f
~
c.
0
2
EXECUTIVE
SUPPORT
E
.,
INTERNAL
G
F
..
H
1
.
. Objective
Meallure
......
AnnUal
'.
'.unltof .
DIrectorate
J
Basellnll
I:
i
Q
Z
AI
AR
AU
Sept 09
Target
DecOg
Target
March 10
Target
June.10
Targets
General
Comment
';. :t'.••..
-~::
Target
. (by June
2010)
51
'!S -'.
~
..
'
SA Ensuring enhanced
service delivery with
Staff availability as measured by %
efficient institutional
absenteeism
NEW
%
anangements
9
- - - - - 1--
$4%
average for
the period 1
July 2009 to
30 June
2010
----~
NA
NA
NA
Alliin. managers must manage employees' time and attendance with a view to
reducing unplanned absenteeism to below 4% {SA%).
In so doing managers must apply policy, monitor and evaluate employees'
~4% average attendance and absence trends and take remedial action where required in terms of
for the period such policy.
1 July 2009 to
30 June 2014 The following initiatives based on industry best practice are available to help
managers manage time and attendance and reduce absenteeism:
• Encouraging healthy Iffestyles through variOus employee wellness programmes
----
• Fn,"rinn
~p,wi~q\llJj\t,W',m,tf,YN.l'fi\,l;,'lAlIillM!l\JjAq"stlWiliJlI1,'lfR.Wi/!\W&oc,
within a fixed time scale (usually over one or more financial years) and budget
Involving the mobilisalion of resources from a number of different functions (or
!
EXECUTIVE
SUPPORT
I
I
INTERNAL
Percentage of capital projects
meeting Original planned milestones
%
Iml
I
EXECUTIVE
SUPPORT
INTERNAL
8A Ensuring enhanced
serv.ice delivery with
efherent Institutional
ammgements
Percentage improvement in the time
taken to close notificatlons in tenns of
the Corporate Works Management
process
%
11
12%
reduction in
time taken
Baseline to be
to close
determined on
notifications
30.6.09
(measured
against the
baseline)
-
NA
NA
EXECUTIVE
SUPPORT
INTERNAL
1Q B Management of key
financial and governance
amas such as income
Percentage reduction in the number
control, cash flow, Indlgen
of recurring findings emanating from
support, alternative
Internal Audi!
income opportunities,
asset and risk
management
%
INTERNAL
11 B Management of key
finanCial and govamance
aff~as such as income
control, cash flow, indigen
Assets Managed
support, alternative
income opportunities,
assat and risk
management
%
INTERNAL
11 B Management Of key
financial and govemance
araas such as income
control, cash now, indigon Percentage annual asset verification
support, allemative
process completed
income opportunities,
asset and risk
management
12
KOI
EXECUTIVF.
SUPPORT
L3
A fonmula is applied at Depal1mental, Directorate & Corporate levels which implies
different reporting on targets achieved.
---
r------- -
~OlII!>Ic.llo IlGllbo !allolla:l:lt::I U:U::lI¥lIda .::o':'lCIl"iClllI'
The 4 month rolling average age of all notification closed within the preceding 4
12% reduction month period will be used to measure perrOHI1:Snce.
3% reduction 6% reduction 9% reduction
on 200812009 on 200812009 on 200912009
baseline
baseline
baseline
in time taken
to close
notifications
(measured
against the
baseline)
-+
..
c:r.;,
70%
70 %
70%
70°/0'
t.O
t.O
70%
I
50%
80%
-
EXECUTIVE
SUPPORT
.
,.
~
..
gOl
diSCIplines).
Projects in this instance to have a value exceeding R200 000.
Projects under R200 000 to have a minimum of 3 appropriate milestones identified.
Bulk votes to be broken down into individual projects and planned accordingly.
NA
--- ...
KOI
I
NA
-j-----
!
I
80%
---
I
,I
8A Ensuring enhanced
service delivery with
ertiClent institutional
an·angements
%
100%
80%
-
r-
1=-:----- ..
Reflec!s the percentage of assets annually venfied for audit purposes.
50%
100%
114
PaQe3
03032009
0910 SDBIP DIR OCM with DEPT SDBIP.. MASTER COPY.xls
B
C
D
C
Corporate
Scorecard
Number
~
1::
<II
E
..
It
1:1
2
EXECUTIVE
SUPPORT
E
'"
.,...
....,Ie
1;
INTERNAL
F
G
Indicator
Unit
Measure
..
Directorate
ObJeqtlvo
..
H
or
!!Iasellne
I
Annual
Target
(by June
2010)
8 B Management 01 key
financial and govemance
amas such as income
control, cash now, indigsn Remedial action taken to address
support, attemative
asset variances reports
income opportunities,
J
......
.
Q
Z
AI
AR
AU
Sept 09
Target
00c09
Target
March 10
Target
June 10
Targets
General
Comment
."
~
c
:>
'<
"
Collate data
from SAP and
Asset Registe
to delennine
Review
slatus 01
internal
variances
controls 01
Concluded
Assel
reconciliation Management
and
Processes
50% 01 all
100% 01 all
commenced
(ongoing)
assets verified assets veJified
with
Prepare tor
investigations
Jan/Feb
Compile
2010 stock
report 10 ED!
lake
City Manager
10 address
variations
%
asset and risk
management
15
SA Ensuring enhanced
EXECUTIVE
SUPPORT
INTERNAL
service deiivery with
eflIcient institutional
arrangements
Directorate & Departmental Staffing
Strategies developed, approved and
% implementation of the action plan
%
Reviewed and
adjusled
Staffing
Siralegy with
outcomes/
findings of
Revised
50%ot
Corporale
approved
action plan
staffing
budget
Implemented
initiative
100%
100%01
approved
action plan
implemented
75% of
approved
action plan
Review
process
commenced
implemented
for new
-..'"
,
-...:J
financial year
Updated I
adjust Staffing
strategy
Istrate~y aCtion
<=l
<=l
developed
16
--------------
--------------
EXECUTIVE
SUPPORT
INTERNAL
SA EnSUring enhanced
service delivery with
efficient institutional
arrangements
Fully aligned SDBIP developed and
implemented
#
EXECUTIVE
SUPPORT
INTERNAL
SA Ensuring enhanced
service delivery with
enicient institutional
ar'angements
Alignment of Management Team
Agenda wtth SDBIP objectives and
indicators
%
Outcomes of
Validation of
Preparation
Business
PDR session
objectives and
for next
Plans and
pertaining to
indicators
financial years
SD81P
targets and
linked to
Business
submitted ,n
Indicators to
Plans and
accordance
Corporate
be applied at
Scorecard
SDBIP's to be with Corporate
mid year
complelad
completed
timeframes
review(s)
17
100%
100%
100%
100%
18
Page 4
03032009 - 0910 SDBIP DIR OCM with DEPT SDBIP_MASTER CO~'Y.xls
-
B
C
D
F
E
..
~
c
Corporate
Scorecard
Number
.."
E
1::
Co
.z:"
1:>
"
r!
.
I
Co
C
Do
EXECUTIVE
SUPPORT
INTERNAL
I
Directorate
.. ObJeclive
.Ijldlcat.o"
G
Unit 01
. Measure·
H
Ba~ellne
J
I
.
0
Z
AI
AR
AU
Sept 09
Target
Dec 09
Target
March 10
targ.et
June 10
Targets
General
Comment
1
2
3
4
Projects
Identified
Regular
Assessments
conducted
agaist the ISO
9001
standards
:n
Annual
Target
(by June
iil
..Q
c
n>
"n
··2010)
'<
2
8A Ensuring enhanced
service delivery with
efficient institutional
arrangements
PDR Sessions Conducted quarterty
#
19
Regular
EXECUTIVE
SUPPORT
INTERNAL
To ensure that projects,
programmes, systems
Regular review against QM
an(j practices incorporate Framework.
OM! BI Principles
Assessments
#
Projects
Identified
100%
conducted
against the
ISO 9001
standards
..
..,.
20
'
To ensure that projects,
EXECUTIVE
SUPPORT
INTERNAL
programmes, systems
anrj practices incorporate
OM! BI Principles
No of business units subjected to a
thorough assessment against QM
-
-.]
#
3
1
2
3
NA
C)
framework.
.......
21
EXECUTIVE
SUPPORT
O~,timise
INTERNAL
the staff
structure, strategies and
Percentage of funded vacancies filled
policies and promote skills
%
95%
45%
65%
85%
95%
22
I
KOI
EXECUTIVE
SUPPORT
ORG&
LEARNING
8A Ensuring enhanced
selvice delivery with
efficient institutional
arrangements
Retention of Skills as measured by
staff tum over
%
5t08%
overall
tumover
5to 8%
overall
tumover
5t08%
overall
tumover
5t08%
overall
tumover
5t08%
overall
tumover
All staff: total terminations as % of staff complement each month, as measured over
the preceding 12 month period (i.e. a 12 month running average). This will exclude
seasonal, short tenn/temporary, student contracts.
Target - at any point in time, the organisation/directorate/department should have a
stafftumover % for the preceding 12 months which falls within the target of4% - 8%
Scarce Skills: as for the above, but limited to the following EE categories: Legislators
& senior managers, Professionals, Technicians and other professionals. In this case
the target parameters are 8% - 12%.
Data Source: SAP & SAP 81
23
1<.01
EXECUTIVE
SUPPORT
ORG&
LEARNING
8A Ensuring enhanced
selvice delivery with
efficient institutional
arrangements
Retention of Skills as measured by
staff tumover
%
8to 12%
within skilled
categories
8to 12%
within skilled
categories
8to 12%
within skilled
categories
8to 12%
within skilled
categories
All staff: total tenninations as % of staff complement each month, as measured over
the preceding 12 month period (i.e. a 12 month running average). This will exclude
seasonal, short tenn/temporary, student contracts.
Target - at any point in time, the organisation/directorate/department should have a
8to 12%
stafftumover % for the preceding 12 months which falls within the target of4% - 8%
within skilled
Scarce Skills: as for the above, but limited to the following EE categories: Legislators
categories
& senior managers, Professionals, Technicians and other professionals. In this case
the target parameters are 8% - 12%.
Data Source: SAP & SAP BI
24
Page 5
0303 2009 - 0910 SDBIP DIR OCM with DEPT SDBIP_MASTER COPY.xls
8
0
C
r::
Corporate
Scorecard
Number
E
..
~
<II
.l:
"-
e"-
.,
£.
~
<II
<:)
<II
Q
Z
AI
AR
AU
Sept OS
Target
OecOS
Ta.rget
MarchiO
Target
June 10
Targets
General
Comment
G
I
Olrectorate
ObJective.
Q.
2 I
A Workplace Skills Plan is a document that oullines the planned education,
_
& development interventions lor the organisation. The WSP should be aligned with
the staffing strategy, lOP, PDP's, EE , NSDS and Sector Skills Plan.
Calculation for the Formula Two parts
(A) Measured against training budget
KGI
EXECUTIVE
SUPPORT
I
i
ORG &
LEARNING
SA Ensueing enhanced
Iservice delivery with
elficient institutional
alrangements
Perceniage budget spent on
implementation of WSP training with
Financial Implications
%
90%
30%
55°10
85%
(8) Manual exercise on which Seminars & Conferences costs are calculated.
100%
The two parts are combined to give final figures of the spending on WSP
implementation.
The conferences are recognised by the SET A as claimable from the 1% of the wage
bill as per the Act
Data Source: SAP & SAP BI
25
BJ~
1101
EXECUTIVE
SUPPORT
ORG&
LEARNING
Ensuring enhanced
sorvk:e delivery with
efficient institutional
amangements
Percentage improvement tn the
positive employee climate as per
%
(Directorate &
Departmental
targets will
onlyba
available
once!ha
current survey
has been
31%
Corporately
annual Culture Climate Survey
1 1~
. ----+- .. _-+ ------+The
- ------------------1
Loyalty Index measurement comprises 12 -Touch
as an indicator of how
Points~
well the City is doing In relation to the management of its human resources. The
interventions put in place to address conCerns raised as a result of the last survey
should reflect a % improvement in the 4 key "Touch POints· which were identified of
having the biggest impact on the staff loyalty index. This improvement should
cascade into a % improvement in the Loyalty Index. The Culture Climate SUlVey is
driven on a corporate level. Une departments are encourage to implement
corporate initiatives to improve staff morale e.9. Leadership development Program.
Coaching & Mentoring courses.
ompleted)
EXECUTIVE
SUPPORT
ORG&
LEARNING
rll-
Ensueing enhanced
S"rvlce deltvery WIth
effiClent InsUtutlonal
alTangements
% of training interventions identified
and ,m lamented (Training RolI.out
Ian) P
p
%
._100%
.
100% of
25%01'""
45% of.
60 % of .
ImPlementallollmPlementati°l,mPlementaIiO Implementatio
n plan
n plan
n plan
n plan
ach,eved
achieved
achIOved
achieved
28
~
f2l!.
~
31
32
33
34
35
36
m
37
38
Sign-off by Director:
Date
Sign-Off by City Manager
%L......-:~~
-...1
.
c:>
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.
['fY Of 0'1 T(lI"
mmQ s~m.M( mD u.'f;r,~
DEPARTMENTAL BUSINESS PLAN
2009/2010
..
DEPARTMENT
: Forensic Services
-..2
c::::;.,
CHIEF
: V. J. Botto
Contact person
: v. J. Botto
Page 1 of 20. 17042009 FS Business Plan 0910 Draft 2.doc
~
1.
EXECUTIVE SUMMARY
ThH Forensic Services Department is organisationally situated in the Directorate: Office of the City Manager and aligns
itself with the ethos of the City Manger's "Centre of Excellence" and the commitment to sound governance systems,
processes and procedures in the fight against fraud, corruption, maladministration and other serious economic crimes.
In accordance with international and national best practice, the Forensic Department strives to provide a reactive forensic
invHstigatory service at the behest of the Executive Mayor and the City Manager in respect of issues relating to significant
fraud, corruption, maladministration and/or negligence on the part of any City employee, agent, contractor, supplier, service
provider and/or the like of any municipal entity as defined in the Local Government Municipal Systems Act, which is owned,
controlled and/or effectively managed by the City.
Forensic Services is also required to implement a proactive and awareness service entailing, anti-fraud / anti-corruption
policies and preventative measures on a City-wide basis and to monitor and review same together with the development
and implementation of appropriate awareness, information and/or education programmes on a City-wide basis.
-...l
<:::>
.......
ThH department is required to report in the above regard to the City's Audit Committee and SCOPA in order to develop
and implement and / or ensure sound governance systems, processes and procedures are upheld.
Page 2 of 20. 17 04 2009 FS Business Plan 09 10 Draft 2.doc
2.
PURPOSE AND SERVICE MANDATE OF DEPARTMENT
2.1
Purpose:
Vision: Our vision is to continually identify and improve on the skills, quality and efficiency of the Forensic Department
in order to provide a world class service for our stakeholders.
Mission: Our aim is to add value in the fight against fraud, corruption and serious economic crimes through the
application of knowledge and experience for the benefit of our ratepayers, staff and the broader community.
Core Values: Our core values clearly define how we manage our work, our relationships and ourselves. We are
passionate about maintaining:
-..:J
Q
•
high standards of ethics, integrity and good governance; and
U1
continually strive to extend our personal and professional frontiers.
2.2
Service Mandate
The demands and expectations vis-a-vis Forensic Services are to:
2.2.1 Provide a reactive investigative forensic and advisory service;
2.2.2 Manage the operation of the Fraud Hot Line;
2.2.3 Prepare and conduct fraud awareness and anti-corruption surveys;
Page 3 of 20. 17 04 2009 FS Business Plan 09 10 Draft 2.doc
2.2.4 Review and prepare fraud and anti-corruption policies;
2.2.5 Conduct departmental fraud reviews;
2.2.6 Conduct fraud awareness training seminars.
2.3
Customers:
2.3.1 Executive Mayor
2.3.2 City Manager
2.3.3 Executive Management Team
•
2.3.4 Community and community based organisations
-...:J
<:>
2.3.5 Government Departments, National and Provincial partners.
~
2.4 Customer demands and expectations:
Delivery of quality outputs in the provision of a reactive investigative forensic and advisory service, the management of
the Fraud Hot Line and the management of a cohesive and integrated proactive and awareness forensic service.
Page 4 of 20. 17042009 FS Business Plan 09 10 Draft 2.doc
2.5
Overarching aim of the department I Direction and intention of the department:
The overarching direction and intention of the department is to ensure that the Forensic Service business unit aligns
itself with the ethos of the City Manger's "Centre of Excellence" and the commitment to sound governance systems,
processes and procedures in the fight against fraud, corruption, maladministration and other serious economic crimes.
3.
LEGISLATIVE IMPERATIVES:
While not intending to be an exhaustive review of the legislative andlor regulatory environment which impacts on Forensic
Services, the following demands compliance with or impacts on same in the execution of its function:
•
The Constitution of the Republic of South Africa 108/1996
•
Promotion of Administrative Justice Act 312000
•
Promotion of Access to Information Act 2/2000
-..:J
•
Human Rights Commission Act 54/1994
-..J
•
Public Protector Act 33/1994
•
Local Government: Municipal Structures Act 117/1998
•
Local Government: Municipal Systems Act 3212000
•
Municipal Finance Management Act and Regulations
•
Labour Relations Act 66/1995 and related legislation such as the Basic Conditions of Employment Act 751977
•
Protected Disclosures Act 26/2000
•
Criminal Procedure Act 51/1977
•
Prevention and Combating of Corrupt Activities Act 12 of 2004
•
Financiallnteliigence Centre Act 38/2001
c::>
Page 5 of 20. 17 04 2009 FS Business Plan 09 10 Draft 2.doc
•
Commissions Act 8/1947
•
Commissions Ordinance 1/1945
•
Specific Acts leading to criminal offences
•
All legislation relating to evidence
•
Municipal Ordinance 20/1974 (to the extent not repealed, expressly or impliedly by subsequent local government
legislation)
•
Local Authorities (Audit) Ordinance 17/1938 (to the extent not repealed, expressly or impliedly by subsequent local
government legislation)
•
Such other legislation (whether national, provincial or local) including regulations made in terms of such legislation as
may be relevant to a particular investigation
•
4.
The City's own internal legislation in terms of delegations, policies, practices and procedures, etc
Palrtners and Stakeholders in the Strategy Plan
-..J
C>
00
Palrtners/ Stakeholders
Roles and Responsibilities
Executive Mayor
•
Champion of the Anti-corruption Campaign
•
Drives and authorises forensic investigations in terms of the System of Council Delegations as
amended • Section 5 (3)
•
Champion of the "Centre of Excellence"
•
Drives and authorises forensic investigations in terms of the System of Council Delegations as
amended - Section 115 (1)
City Manager
~~.
Page 6 of 20. 17042009 FS Business Plan 0910 Draft 2.doc
Partners! Stakeholders
Roles and Responsibilities
Audit Committee & SCOPA
•
Oversight & review
Chief Audit Executive
•
Interdepartmental liaison and cooperation in order to ensure good governance, processes and
procedures are adhered to
The Executive Management
Team and Executive Directors
•
Responsible for the reporting and prevention of fraud, corruption and maladministration and driving
anti-corruption processes within their areas of responsibility
ED Corporate Services
•
Human capital management
City Staff
•
Responsible for the reporting and prevention of fraud, corruption and maladministration
Citizens, ratepayers and Civic
or9an isations
•
Reporting of fraud, corruption and maladministration
I
'----~
5.
RESOURCES (Financial and Staff)
-.,J
Department CAPEX:
R 450 000.00
Department OPEX:
R 6 477 704.27 (This figure include staff salaries and normal expenditure but excludes the
corporate vacancy pool)
Staff Complement:
26 positions (18 vacancies)
C')
c:.o
Page 7 of 20. 17 04 2009 FS Business Plan 0910 Oralt 2.doc
6.
BACKLOGS AND RESOURCE CONSTRAINTS (if applicable)
Forensic Services is operationally aligned to the Directorate: Office of the City Manager and it is imperative that its
functions are seen to add value and complement the Integrated Development Plan and the ethos of the City Manager's
"CEmtre of Excellence" and the commitment to sound governance systems, processes and procedures.
Whilst the need for this function has been authorised at a corporate level in relation to the realignment process and the
approved organisational design (via a recently finalised business improvement process), there are limited staff currently
appointed to perform the function.
WE~
have undertaken several recruitment drives in order to source additional skilled forensic staff, however, this has had
limited success. This is due primarily to the scarcity of skills available in the forensic work environment and the
as~;ociated
cost of such skills.
~
.....
-..J
ThEHe are also severe operational backlogs that are causally linked to staff limitations detailed above. These operational C>
backlogs are impacting on; inter alia, the following service delivery objectives:
•
proactive and awareness - fraud awareness and anti-corruption surveys, departmental fraud reviews, fraud
awareness training seminars; and
•
reactive
a continuous I accumulative requirement for investigations has resulted in backlogs, reprioritisation of
cases and retarded turnaround times.
Page 8 of 20. 17 04 2009 FS Business Plan 09 10 Draft 2.doc
ThE~
above stated backlogs and resource constraints are compounded by a budget allocation that restricts the department
from effectively controlling the sourcing of forensic consultancy firms to assist with our service delivery objectives. The
alternative to address this matter would be to apply a "consultancy" approach - whereby the responsible Directorates would
fund such forensic services within their respective directorate "as and when" required.
7
ASSUMPTIONS AND RISKS (Cross-reference to Risk Register)
7.1
ASlsumptions
The focus of the City's Forensic Department has over the past number of years been almost exclusively devoted to a
reactive forensic investigative function. Currently, the reactive forensic investigative and advisory function is also severely
understaffed and this is detrimentally affecting the performance of the department.
The effect of the above has given rise to an imbalance
the efforts of the forensic unit in its attempts to combat fraud and
corruption. While it is recognised that a reactive forensic investigative service is an imperative, best practise dictates that a
proactive and awareness forensic service helps to both combat fraud and corruption while also giving effect to good
governance systems, processes and procedures.
The recently undertaken I finalised business improvement process has resulted in a new organisational design, job
descriptions, reporting lines and career streams for forensic professionals. This process forms the foundation for
ad(jressing a number of the associated risks detailed in the Risk Assessment tabled at 7.2 below.
Page 9 of 20. 17 04 2009 FS Business Plan 09 10 Draft 2.doc
-.J
,....
t--
In Gssence, there are a number of assumptions associated with the finalised business improvement process and
notwithstanding the above stated limitations, it is envisaged that:
•
by making use of the current staff available within forensic services;
•
the continued implementation of co-sourced / outsourced forensic investigations - this has, obviously placed an
additional burden to project manage these investigations on the department, however, this has been factored into
the business/workflow process (Note: best practice dictates that co-sourced / outsourced forensic investigations will
always be a reality within the forensic environment but will vary in quantum depending on both availability of skills
and the operations expediency;
•
appointing entry level staff (albeit with limited skills & experience) to the vacant entry level positions (with a 5 year
developmental plan in mind), and
•
the strategic co-sourcing / outsourcing (together with a commensurate budget) of those matters deemed appropriate. ~
l':)
Clearly, the above stated challenges impose a limitation on the optimal operations of the department, but the remedial
steps envisaged are designed to limit the negative effects of same. Notwithstanding the above, should the appointment of
fon:msic skills (within the limited available budget allocation) be successful, the severity of the limitations can be mitigated.
It is therefore assumed that Forensic Services will be able to (within these constraints) service the forensic related
expectations of the City.
Page 10 of 20. 17042009 FS Business Plan 09 10 Draft 2.doc
7.2
Risk Assessment
j;.
1
Risks
I
Inadequate recognition, alignment and
mapping of staff within the function as a
specialized staff function
•
•
•
•
•
•
--~-
2
----
3
Potential fraud, theft, corruption, criminal
activity, maladministration and misconduct
•
•
---
Lack of prevention and detection
measures staff constraints
•
•
---
4
Reseonsibilit~
Action
Unsuitable and unqualified staff
•
CM to assess effectiveness of the Forensics
Business Unit (FBU)
Revisit the organizational structure to align
with service delivery of FBU and "scarce
skills"
2008/2009 and 2009/2010 business plan to
incorporate skills recruiting
Obtain access to scarce skills funding
allocation from central City pool (on
application)
Resolution of staff objections within the FBU
Action needs to be taken to resource the
function at the Highest Level (CM and ED:
Corporate Services)
Appointment of staff to be escalated to CM
for intervention
Subject to the above occurring:
Annual Assessment of fraud risk
•
review/climate (focus points for 2009
calendar year)
External Quality assurance reviews
•
proQrammes to be initiated
Awareness
•
Appointment of staff to be escalated to CM
for intervention
Subject to the above occurring:
Annual Assessment of fraud risk
•
review/climate (focus points for 2009
calendar year)
External Quality assurance reviews
•
Awareness proQrammes to be initiated
•
CM to assess effectiveness of the Forensics
Business Unit (FBU)
City Manager Achmat
Ebrahim in conjunction with
Corporate HR (escalation by
FBU)
-..:I
Vincent Botto
Vincent Botto
Vincent Botto
Page 11 of 20. 17042009 FS Business Plan 0910 Draft 2.doc
......
~
No
Risks
Res~onsibility
Action
•
•
•
•
,
Revisit the organisational structure to align
with service delivery of FBU and "scarce
skills"
2008/2009 and 2009/2010 business plan to
incorporate skills recruiting
Obtain access to scarce skills funding
allocation from central City pool (on
application)
Resolution of staff objections within the FBU
I
Action needs to be taken to resource the function at
the Highest Level (CM and ED: Corporate Services)
5
Unapproved Whistle Blowing Policy
,---Insufficient resources to raise awareness
6
and implementation of the City approved
Fraud Prevention Policy and Fraud
Response Plan
Obtain Council Adoption of the Whistle Blowing
Policy
I
-
•
•
•
•
•
L---. ____
Vincent Botto
CM to assess effectiveness of the Forensics
Business Unit (FBU)
Revisit the organisational structure to align
with service delivery of FBU and "scarce
skills"
2008/2009 and 2009/2010 business plan to
incorporate skills recruiting
Obtain access to scarce skills funding
allocation from central City pool (on
application)
Resolution of staff objections within the FBU
Vincent Botto
.•
-...J
......
~
Action needs to be taken to resource the function at
the Highest Level (CM and ED: Corporate Services)
Page 12 of 20. 17042009 FS Business Plan 09 10 Draft 2.doc
Nq
Risks
-Inappropriate authority of the Forensic
7
Business Unit
-
---
---
•
•
•
•
•
8
----
9
~-
Unpredictable political environment and
risks
---
Reseonsibilit~
Action
CM to assess effectiveness of the Forensics
Business Unit (FBU)
Revisit the organisational structure to align
with service delivery of FBU and "scarce
skills"
2008/2009 and 2009/2010 business plan to
incorporate skills recruiting
Obtain access to scarce skills funding
allocation from central City pool (on
application)
Action needs to be taken to resource the
function at the Highest Level (CM and ED:
Corporate Services)
City Manager Achmat
Ebrahim (escalation by FBU)
,
Apolitical stance maintained by FBU
All staff
---
Independent access to government
oversight bodies
Manage within existing controls
Ineffective case management system
Procure and implement a case management system
Vincent Botto
ii>,
Vincent Botto
---
111
12
Lack of independent budget facilities (rand
value)
Inadequate Management action on
Forensic reports
-----
13
Investigation boundaries are fragmented
and not clearly defined
Vincent Botto and
Management Team
Continue with existing financial controls and address
exceptions as they arise
•
•
•
•
Implement a control mechanism to follow-up
and monitor action on forensic reporting
Procurement and implementation of a case
management system
Administration support
Investigation matrix be considered for
escalation
--.:I
.....
e.n
Vincent Botto
City Manager - Achmat
Ebrahim (FBU to escalate)
Vincent Botto
14
Insufficient sensitization of information
Procurement and implementation of case
management system
Vincent Botto
Inadequate marketing of the independent
fraud hotline
Marketing strategy to be formalized for the fraud
hotline
Vincent Botto
1------
15
~-.-
........
- - . -.......... - - . -.....
~
--
Page 13 of 20. 17042009 FS Business Plan 0910 Draft 2.doc
~
8.
----
!
Risks
Action
Reseonsibilit31
Ineffective community engagement
channels
Marketing strategy to be formalized for the broader
community
Vincent Botto
!
STRATEGIC ALIGNMENT TO THE lOP
lOP Strategic Focus Area: Good governance and regulatory reform
lOP Core Objective: Establish effective community engagement channels
9.
OBJECTIVES AND INDICATORS OF THE STRATEGY I OPERATIONAL PLAN
Objectives of this Plan
Indicator(s> of this Objective
Target (b31
Seet 09}
Target (b31 Dec
!lID
Target (b31
March 10}
Target (by
June 1~}
------
Provide a reactive forensic
investigative service
Number of cases logged
100%
100%
100%
100%
:::!
c::J")
•
Analyze complaints
•
Log/update database and present to
CM
•
Trend analysis conducted on all
cases logged
-------
~~~--
Number of cases referred to Line
•
Obtain authority from CM/Exec Mayor
to investigate
•
Commence with investigation
100%
(for reporting purposes only)
Number of cases:
(a) referred to the Executive
Mayor/City Manager requesting
authority for forensic
investigation
100%
100%
100%
100%
(b) declined for investigation
Page 14 of 20. 17 04 2009 FS Business Plan 09 10 Draft 2.doc
Objectives of this Plan
Indicator(s) of this Objective
Target (by
Se~t 09}
Target (by Dec
.run
Target (by
March 10}
Target (by
June 10}
----
•
Report on findings
f--
Number of forensic reports
finalized
---
-------
6
12
100%
100%
------
18
26
100%
100%
100%
100%
100%
100%
---
Project Manage outsourced/co
sClurced forensic
investigations/projects
w
•
Review evidence and obtain authority
to outsource/co-source
•
Determine scope and terms of
reference for project/investigation
•
Number of investigations identified
for "outsourcing/co-sourcing"
Number of outsourced / co-sourced
matters completed with in budget
·•
·
Manage and facilitate the
tender/closed tender/procurement of
consultants
•
Appoint, brief & contract with
consultants
•
Identify junior forensic staff to serve
on investigation team
•
Project Manage project to completion
•
Review and oversee to com pletion
•
Report on findings to applicable
stakeholders and advise on action
plans
-..J
.....
-....l
---_.-
-
Page 15 of 20. 17 04 2009 FS Business Plan 09 10 Draft 2.doc
I
Objectives of this Plan
Indicator(s) of this Objective
Target {by
Sept 09)
Target (by Dec
.QID
Target (by
March 10}
Target (by
June 10}
2/8
4/8
6/8
8/8
1/4
2/4
3/4
4/4
I
M,anagement and operation of the
Fraud Hot Line
•
Number of Departments in which
promotion and marketing of HOT
LINE is undertaken / rolled out
Ensure the Hot Line is operational
•
Operational roll out &
continuous/sustained marketing;
communication; training and
information dissemination
•
Prepare and ensure budgetary
provisions for - marketing materials
and Hot Line operation
•
Maintenance of strategies/policies
vis-a-vis Hot Line
•
Monitor and provide monthly/quarterly
reports e.g. City Manager/Audit
Committee/Risk Committee
-----
Number of statistical analysis
reports provided to CM, Audit
Committee
1---- --
.!.
-..J
.....
()O
-----
Fraud awareness and anti-corruption
surveys
•
Prepare surveys
•
Conduct survey
•
Report on findings and statistical
analysis of survey
Conduct Survey
---
Analysis of awareness and anticorruption survey
50%
100%
---
100%
Page 16 01 20. 17 04 2009 FS Business Plan 09 10 Draft 2.doc
I
Indicator(s) of this Objective
Objectives of this Plan
D1epartmental fraud reviews
•
Prepare review plan
•
Conduct reviews
•
Report on findings and prepare
statistical analysis
Target {b~
SeRt 09}
Target {b~ Dec
-
-
Number of Departmental reviews
conducted in alignment with
outcomes of Awareness and AntiCorruption survey
run
~
Fraud awareness training seminars
•
Course content prepared and planned
•
Conduct training seminars
Fraud and Anti-corruption policies
(City wide)
Number of training seminars
conducted in alignment with
outcomes of Awareness and AntiCorruption survey; (encapsulating)
•
Whistle Blowing policy
•
Fraud Prevention and
response plan
Review and update existing policies
•
Ensure the adoption and
implementation of same
Target {b~
June 10)
1/2
2/2
1/2
2/2
--
-
-.J
.....
c.o
Number of policies;
•
•
-----
M arch 10)
T~arget (b~
reviewed I amended I
developed,
1/4
2/4
3/4
4/4
50%
70%
95%
All Capital
Projects
com pleted by
June 2010
in alignment with outcomes
conveyed in Awareness and AntiCorruption survey
,--Nianagement of key financial and
governance areas such as income
control, cash flow, indigent support,
alternative income opportunities, asset
and risk management
% Expenditure on Capital Budget
* Provisional targets subject to
Capital Budget allocations
( orporate
Target)
(tWI) 88.3
--
Page 17 of 20. 21 042009 FS Business Plan 09 10 Draft 3.doc
----------
Objectives of this Plan
Indicator(s) of this Objective
Target {b~
Se~t 09}
Target 'b~ Dec
QID
~---
Target {b~
March 10}
Target {b~
June 10}
70%
95%
------
(KOI) B8.4
% Operating Budget spent (95% 100%)
10%
40%
(Corporate
Target)
------
(KOI) BA.4
Percentage budget spent on
implementation of WSP training
with Financial implications
(See Training Role-out objective)
*(Corporate Annual Target of 90%)
30%
55%
-------
100%
---------
Percentage of funded vacancies
filled
45%
65%
85%
95%
Degree of adherence to Budget realignments or related projects
100%
100%
100%
100%:
Percentage improvement in the
positive employee climate as per
annual Culture Climate Survey
.
-..]
----------
(KOI) BA.5
85%
~
-----
NA
NA
NA
31%
Corporate.
C)
(Directorate &
Departmental
targets will only
be available
once the
current survey
has been
completed)
----------
Page 18 of 20. 17042009 FS Business Plan 09 10 Draft 2.doc
----------'
Objectives of this Plan
Indicator(s) of this Objective
Target {b~
Sept 09)
Retention of Skills as measured by
staff turnover
5 to 8% overall
turnover
Target
(b~
.run
Dec
Target (b~
March 10}
Target {b~
June 10}
5 to 8% overall
turnover
5 to 8% overall
turnover
----
(KOI) BA.2
5 to 8% overall
turnover
,I
-------
I
-------
(KOI) BA.2
Retention of Skills as measured by
staff turnover
8 to 12% within
skilled
categories
8 to 12% within
skilled
categories
8 to 12% within
skilled
categories
8 to 12% within
skilled
categories
(KOI) BA.3
Staff availability as measured by %
absenteeism
NA
NA
NA
s 4% average
for the period 1
July 2009 to 30
June 2014
.
-.l
l'.:)
......
Page 19 of 20. 17042009 FS Business Plan 09 10 Drafl2.doc
I
.1.
10.
AUTHORIZATION
The undersigned do hereby indicate their agreement with the contents of this document and the outcomes.
Signat~~
Name
City Manager
;l
Chief
e
"...;. A,l,latt./e'1
Manager
'------
11.
_-'-.-~-.-----;/£.cf/-4117-1'
l-----~;~-~;c.~ _.
(
2St=-~d~_
I
c.yi
~-----
t3(j V- (CJ
11
y
~----.-
Date
----
----
~3
dI h (,;Jt!Jj
-
APPENDIX:
Appendix 1: Forensic Department SDBIP
-..:J
~
f\.:)
Page 20 of 20, 17 04 2009 FS Business Plan 0910 Draft 2.doc
A
B
D
C
G
E
H
Q
2009/2010 FORENSIC SERVICES
SFA &
Dfrectorate
Obj.ctlvo No
I
Corporate
ScorecaTd
Number
Good
GOOd
GOvernance
and
Regulat0IY
4
I
.
I
I
I
e"-
D.
Forensic
INumber of Ca.es logged
1 uslomer I'Exec Mayor to investigate Ireporting purposes only)
C
Obtain authority from CM!
Forensic
Services
Regulata<y
Reform
6
100%
100%
Target5-.
Number of Casesreferred 10 Line (for
%
I
100%
100%
I
Quarterly
I
100%
100%
1112
%
100%
Number of cases:
Good
I
June 10
investigation
• Report on findings
Governance
and
Good
March 10
Target
AU
• Commence with
Reform
Governance
and
AR
.'-
~:~::~ I Customer I ,, __ ..._____ ~._,_._
Services
AI
- SDBIP
If!
..
a
~Govemance
and
RegulaloIY
Refoml
I
Z
referred to the ExecIJUve Mayorl City
Manager for forenSIc investigation
Customer
%
NEW
100%
I
Quarterly
I
100%
100%
100%
100%,
#
24
2$
I
Quarterly
I
6
12
18
26
declined for investigation
I
~egulatory
Reform
~~~~~~ I Customer I
INumber of Forensic Reports ftnalized I
Pr~ject Manage oulsQurced
I co-sourced forensic
Investigations' projects
Good
Governance
and
RegulatoIY
Reform
7
forensic
Servtees
lntomal
..
• Review e\ridence and
obtain authority to oulsource Number of investigations identified for
"outsourcing f co-sourcing"
%
100%
100%
100%
Quarterly
100%
100%
100%
J co-source
I
Internal
., Determine scope and
terms of reference for
project I investigation
,. Manage and facilitate the
tender I dosed tender I
procurement of consultants
'" ApPoint, brief & contract
with consultants
.. Identify junior forensic sh:df
to selVe on investigation
team
• Project Manage project to
Icompletion Review and
(Number of outsource,d ',co-sourced
oversee project to
matters completed wtlh 10 budget
-..J
l-..,:)
~
1
%
NEW
100%
/I
NEW
8%
1 Quarterly I
100%
100%
100%
100%
2/8
418
6/8
818
completion
port of findings to
and
Management and operation
of the fraud Hot Une
Good
Governance
and
Regulatory
Reform
91
I
I
Forensic
services
Customer
., Ensure the Hot Une is
operational
<0 Operational rot! out &
continuous I sustained
mai'Xeting ; communication; promotIon and marketing of HOT
I"
.
I
Quarterly
I
training & information
dissemination
<0 Prepare and ensure
budgetary provisions for marketing materials and
I Hotline ::f,eration
Pa)1e 1
03 03
2oo~
- 0910 SDBiP DIR OCM with DEPT SDBIP_MASTER
COP~U--
A
SFA&
Directorate
Objective No
B
C
D
E
.
m
"{~j,~~:i\i~>,C\
1:
Corporate
Score.ard
Number
Il.
..
c!l
or.
E
1::
~
>
,~
' i ' :t;:;t'
!!
/rO
.i;t~~~'
H
G
F
:j"
_ •• '
'Unltof
:'
}"es8,ure
2
'.
0"
I
J
Aiiiluai
"'.,:'.":,..
,
T'UlIei
,eas"line '. '
(tiyJune
. 2010)-
"-
Q
}'~f\'~
':~ !,<':
-
.... I
,
Z
,
Al
AR
AU
.. :'.
.....
·lil.p1.09
T.~get,
'.
'
·March10
-Target
Juno 10
Targets
314
414
General
Comment
-
• Maintenance of strategies I
policies vis-.a·vis Hotline
.. Moni1or and provide
monthly' quarterly reports
e.g. City Menager I Audit
Committee J Risk Committee
Good
Governance
forensic
and
Regulatory
Reform
Services
• Prepare statis1ical analysis Number of statis1ical analysis repons
provided to City Manager and Audit
of Hotline data for review
Committee
• Draft project plan for 08/09
IntElma!
II-
10
----
Governance
Forensic
Services
and
RegulalOi)'
Reform
J.l
Intema!
--~-
Good
Governance
and
Regulatory
Reform
Forensic
Services
• Prepare surveys
• Conduct survey
• Report on findings and
statistical analysis of survey
ForenSIC
Services
Good
Govemance
and
Regulatory
Reform
Customer
Forensic
Services
CUstomer
--
• Prepare review plan
• Conduct reviews
.. Report on findings and
prepare statistical analysis
114
------
-.-
-------
100%
214
S(YJ'/tl
%
------
214
-----
----
------
100%
----
1----
100%
----
100%
------
Number of Departmental reviews
conducted in alignment Mth
Qutcomes of Awareness and AntiCorruption surveys
~
2
214
112
..
212
"
Good
Governance
and
Regulatory
Reform
Forensic
Services
------
1101
r----Forensic
Services
Cus'!omer
--
Finnncial
.-
16
KOl
forensic
Services
Financial
.---
----
T=ra-;cfawareness training
seminars
.. Align to results of Fraud
Awareness and Anit
Corruption Survey
• Course content prepared
and planned
.. COnduct training seminars
Fraud and Anticonuptlon
Policies (Citywide)
8EH
Quartel1y
Analysis of awareness &
anticomJption survey
intt!mat
- - - - -------
88.3
-----
4
-
.ll. ----
15
Conduct Survey
._-- ---- Departmental "fraud reviews;
Good
Governance
and
Regulatory
Reform
..11.
~---
Fraud awareness and anticorruption surveys
Good
12
4
.. Review and update
existing policies
.. Ensure the adoption and
implementation of same
a-a Management of key
Number of training seminars
conducted in alignment with
outcomes of Awareness and Anticorruption SUi'Vey (encapsulating)
-..J
N
~
NEW
9 Management of key
financial and governance
areas sud't as income
control, cash flow, indigent
support, alternative Income
opportunities, asset and
risk management
2
214
112
~
212
aJ Whistle Blosing Policy
b) Fraud Prevention and response
plan
----- ---------- ----
--
------~-
I
------
Number of policies;
reviewedfamended
#
NEW
4
Quarterty
114
214
3/4
414
developed in alignment with outcomes
conveyed in Awareness and Anti·
conupiion survey
- - - - - - -P;-reru,tag9 renecting Actual spend I Planned Spend.
----
Percentage of Capital Budgel spent
financial and governance
areas such as lncome
control, cash flow, indigent
support, alternative lncome
opportunities, asset and
risk management
=------a
----
AIICap~al
95%
Percentage of Operaling Budget
spent
,---
-----
-----
----
70%
50%
----
------
95%
Projects
completed by
June 2010
- - ~ciuaJ to dale as a percentage or the total budget including secondary
f---
expenditure.
95%
17
10%
40%
70%
951:1/1)
------
Page 2
03032009 - 0910 SDBIP DIR oeM with DEPT SDBIP_MASTER COPY_XISY
A
B
SFA&
Directorate
Objective No
Corporate
Soore.ard
Number
0
C
•
•
~
AU
June 10
. General
Tatget•.
Comment"
>
~.
'il
..
"-
~
"-
.!l
2
AR
9 B Management of key
financial and govemance
areas such as income
control. cash flow, indigent
I
TBD
%
support, alternative income
opportunities, assel and
100%
4/12
100%
100%
100%
100%
risk. management
I
181
SA Ensuring enhanced
service delivery with effic1en
institutional arrangements
I
All Une managers must manage employees' time and attendance with a vJew to
reducing unplanned absenteeism to below 4% ('$4%),
In $0 doing managers must apply policy, monitor and evaluate employees' attendance
and absence trends and take remedial action where required in terms of such policy.
The foHo'Ning initiatives based on industry best practice are available to help managers
manage time and attendance and reduce absenteeism:
• Encouraging healthy I!festyles through various employee well ness programmes.
Ensuring appropriate screening through recruitment and selection procedures
• Enhancing flexible 'WOrking arrangemenls where service delivery requirements allow
such flexibility and policy supports such flexibility.
• Providing proper systems for Iransport where required and supported by policy.
• Improving the physical woli(ing environment
• Continually improving business processes which would result in amongst other things
revising job design and improving efficiencies.
• Managing career expectations through continuously updating and supporting personal
development plans .
.. Rebuilding trust and loyalty through focusing interventions on the key tOllch points ide
All the above interventions are aimed at lmproving overall staff morale which should re
4
SA.3
KOI
I
Forensic
J Intemal
I
Is'absenteeism
aft availability as measured by
%
NEW
%
54%
average for
the period 1
July 200910
30 June
2010
I
NA
NA
NA
s: 4% average
for the period
1 July 2009 to
30 June 2014
Calculation for the Formula; Tota1 absence in a period expressed in hours or days dM
The calculation includes the following leave types: sick leave, injury on~~uty> stri~e ~eav
Target - average absenteeism rate should be less than or equal to 4% for ihe 12
Data Source: SAP Repon PT64
~nth
-...J
~
-t-i
rl~'
191
Ensuring enhanced
service delivery with effiCient
institutional arrangements
U1
A capita! project is a planned temporaty task undertaken to create a UI '., __ .... ~_'"''''I
within a fixed t}ffie scale (usually over one or more financial years) and budget involving
the mobilisation of resources from a number of different functions (or disciplines).
Projects in this instance to have a value exceeding R200 000.
Projects under R200 000 to have a minimum of 3 appropriate milestones identified.
Bulk votes to be broken down into Individual projects and planned accomlngly.
8A.S
KOi
Fore~sic
ServIces
I
FinanCial
I
I
Percentage of capital projects
meeting origlnal planned milestones
I
%
80%
NA
NA
NA
A fonnula is applied at Depanmental, Directorate & Corporate levels whlch implies
different reporting on targets achieved,
IAt Departmenta' level the (ollowing fonnula applies:
#. of Projects meeting milestones
# of Capital Projects in Depanmenls .:: %
NA
At Directorate levet
SUM Resulls (Departments)
Number of departments
x 100" %
At Corporate level:
SUM Results (Directorate)
11
I~~.
J
M.1
21
KO!
--------
SA Ensuringenhanced
service delivery with efficient Percentage improvement in the time
institutional arrangements
taken to close notifications in terms of
the Corporate Woli(s Management
rocess
r%
~
..
-
---
reduction in
Baseline to be time taken to
close
determined -on
notifie&tions
30.6.09
(measured
Page 3
-~~-
r-'~-
3% reducOon 6% reduction 9% reduction
on 2008/2009 on 200812009 on 2008/2009
baseline
baseline
baseline
~L ~
In
t k
!':~o:een
x 100= %
The 4 month rolling average age of all notification dosed within the preceding 4 month
period witl be used to measure performance.
notifie&tions
(measured
against the
17~
03032009· 0910 SD81P DIR OCM with DEPT SDBIP_MASTER COPY.xls
A
SFA&
Direct_te
Objective No
8
Corporate
Scorecard
Number
C
ee
E
..
t:
c.
0
1
8EI.7
1
8B,10
+
eB.l0
KOI
Forensic
Services
G
,0
H
Q
,.,.
•>
•
;,l
:g
IIU
AR
',I
Target
March.10
Target
%
70%.
70%
70%
70%
%
50%
80%
50%
1000/0
',- -3t,
~
1'-
Inlemal
091 :~c ~9"
AI
• Target,.
0.
·
Sop,
Z
Genera!
Comment
June 10
Targets' ,
<~"~
10 B Management of key
financial and governance
areas such as income
Percentage reduction in the number
of recuning findings emanating from
I
controi, cash flow. indigent
support, altemative income
opportunities, asset and
Internal Audit
risk management
areas such as income
KOI
Forensic
Services
control, cash now, indigent
lntemal
Isupport, alternative income
IAssets Managed
opportunities, asset and
risk management
,------
11 B Management of key
Ifinancial and governance
areas such as income
;'.01
J
Forenste
Services
control, cash flow, indigent
Intunal
Per<:entage annual asset verification
support, alternative mcome process completed
%
opportunities, asset and
risk management
-----
-----I---+-----l----l--+All staff: total tanninations as %
BA,"
KOI
Forensic
Services
Retention of Skills as measured by
staff turnover
InlEmal
%
5108%
overall
turnover
5t08%
overall
turnover
5t08%
overaft
turnover
5t08%
overall
turnover
5t08%
overall
turnover
month, as measured over
the preceding 12 month period (i.e. a 12
average). This will exclude
seasonal, short term/temporary, student contr~s.
Target - at any point in time, the organisation/directorate/department should have a
staff tumover % for the preceding 12 months which faUs within the larget of 411/0 - BW<).
Scarce Skills: as for the above. but limited to the following EE categories: ~gislator. g
senior managers, Professionals, TechniCians and other professionals, In ttris case' the:
target parameters are 8% - 12%.
'
--.l
Dal. Source: SAP 8. SAP BI
~
---4------
8A.2
KOI
SA Ensuring enhanced
service delivery with effiCient
institutional arrangements
Forensic
Services
Retention of Skills as measured by
staff turnover
IntElmal
~
.---t..
%
0")
8 to 12%
I within skilled
categories
8to 12%
within Skilled
categories
eto 12%
within sKilled
categories
81012%
within skilled
categories
AJI staff: total terminations as % of staff complement each month, as mec.. __ • _........ ~.
the preceding 12 month period (Le. a 12 month running average), ThiS will exclude
seasonal, short term/temporary, student conlracts.
Target - at any point in time, the organisation/diredorateJdepartment should have a
8to 12%
staff turnover % for the preceding 12 months which falls within the target of 4% - 8%,
within skiUed
Scarce Skills: as for the above, but limited to the following EE categories: legislators &
categories
senior managers, Professionals, Technicians and other professionals. In this case the
target parameters are 8% ~ 12%,
I
Oala Sour<:e: SAP 8. SAP SI
1!!
.--+..-;.
---
SA Ensuring enhanced
--
...
service delivery with efficient
instltutJonal arrangements
A Workplace SkUls Plan is a document that outlines the planned education,
development interventions for the organisation. The WSP should be
staffing strategy, IDP, PDP's. EE, NSDS and Sector Skills Plan.
Calculation fot the Formula: Two parts
(A) Measured against training budget
BAA
KOI
Forensic
Services
Org&
Learning
Percentage budget spent on
implementation of WSP training with
FinanCial Implications
%
90%
30%
55%
85%
100%
(B) Manual exercise on which Seminars &. Conferences costs are calculated.
The two parts are combined to give final figures of the spending on WSP
Implementation.
The conferences are recognised by the SETA as claimable from the 1 % of the wage bil
as per the Act
Data Source: SAP 8. SAP Bl
27
Page 4
0303 2009 - 0910 SDBIP DlR OCM wilh DEPT SDBIP_MASTER COPY,xls
~~0-
A
SFA &
Directorate
Obj.cllvo No
B
I SooreOllrd
Corporate
Number
(Directorate &
Depanmenlal
aA<S
KOI
Forensic
Services
C>rg &
Learning
Percentage improvement in the
positive employee ciimate as per
anooal Culture Climate Survey
31%
%
Corporately
targets will
only be
available
once the
current SUfve'
has been
completed)
courses,
26
29
30
3i"
f(.
Sign-off by Chief Forensic's:
32
]i!
«««····<···<····~·:::::=-t-···<·<··ll\<·«·t·········< ..«< <.«.<
34
35
36
R
36
Sign-Off by City Manager
Date
39
,< -
-...l
N
-.l
03 03 2009 - 0910 SDBlP DIR OCM with DEPT SDBIP.MASTER COPY.xls
("IY Uf
em IU1lK
IS1~EKO S~SO.IP~
;aD
~U~;iAe
DEPARTMENTAL BUSINESS PLAN
2009/2010
DEPARTMENT
: Ombudsman
-.J
~
DIRECTOR
: MM Baba
Contact Person
: H Coutinho I L Elliott
Page 1 of 14. 16022009 - 0910 E Departmental Business Plan Ombuds.doc
ex:>
1.
EXECUTIVE SUMMARY
The City has provided for an independent Ombudsman's office to investigate and facilitate the resolution of public
complaints.
The Ombudsman renders an impartial, unbiased, non-prejudicial and a-political ombudsing service, which mainly entails
alternative dispute resolution, alongside advocacy, relationship management and communication.
2.
PURPOSE AND SERVICE MANDATE OF DEPARTMENT
The City Ombudsman is an impartial/neutral office, set up by the City of Cape Town to investigate and facilitate the
resolution of complaints about alleged:
maladministration, injustice, poor service by; or
-
gross negligence of any City employee (excluding labour relations matters);
an independent, impartial, unbiased, non-prejudicial and apolitical manner, after the complainant has trie<;l
unsuccessfully to have the matter resolved.
The Ombudsman can institute, with the parties' consent, informal mediation or other facilitative processes aimed a1
addreSSing a complaint. After having completed an investigation or mediation or other form of facilitation, the Ombudsman
can recommend corrective action to the relevant Executive Director. The Ombudsman is not an entry point for complaints,
but should be approached as a last resort.
The aims of the department seek to promote good governance.
The role of the Ombudsman is designed to strengthen constitutional democracy and ensure fairness, openness,
accountability and propriety in the City Administration.
The Ombudsman also strengthens the effectiveness of the Public Protector and other Chapter 9 institutions, and alleviates
some of the burden on the Public Protector and like institutions, especially with regard to less serious complaints. A
cooperative relationship exists between the Ombudsman and a number of these institutions.
Page 2 of 14. 16022009 - 0910 E Departmental Business Plan Om buds. doc
-...l
~
c:.o
Cus.tomers:
The residents of Cape Town, as well as the City of Cape Town:
.
Internal Customers
f-
External Customers
Other Stakeholders
Residents of Cape Town
(Community & Business)
Local, Provincial & National
Government
---
Political: Mayor and other
Councillors
r
------
A dministrative: City Manager, Top
Management and other City
Employees
- - - . - . - ...........
-~----
-------
--
-------
Special Interest Groups
(e.g. youth I disabled)
International Ombudsman
Institutions I Associations
Organised Civil Society
Relevant Chapter 9 Institutions, e.g.
Public Protector
-..l
~
-
c:>
Demands/expectations:
An increased public demand for improved service delivery from government, along with expectations based on
government's promise of Batho Pele - in general terms, service delivery that is customer-focused and responsive to the
needs of the residents of Cape Town.
It is typically expected of the department to render an unbiased and professional Ombudsman service, to recommend a
workable solution and to reconcile, as far as possible, the two opposing sides, with a view to ensuring that in the end the
aggrieved party has been provided with a fair service (regardless of whether a complaint is found to be justified, or not).
Page 3 of 14. 16022009
0910 E Departmental Business Plan Ombuds.doc
3.
LEGISLATIVE IMPERATIVES
Legal and intergovernmental imperatives impacting on the department:
SevE;ral legal imperatives impact on the operational parameters of the department in varying degrees. Broadly, all
legislation (national, provincial and local) relating or applicable to local government; including the following acts (including
amendment acts, rules and regulations), and other legal imperatives:
•
The Constitution of the Republic of South Africa, 1996 (Act No.1 08 of 1996)
•
l.ocal Government: Municipal Structures Act, 1998 (Act No. 117 of 1998)
•
Local Government: Municipal Systems Act, 2000 (Act No. 32 of 2000)
•
Promotion of Administrative Justice Act, (Act NO.3 of 2000)
•
Promotion of Access to Information Act (Act No.2 of 2000)
-.J
Co,I,j
.......
•
Protected Disclosures Act, 2000 (Act No. 26 of 2000)
•
Promotion of Equality and Prevention of Unfair Discrimination Act (Act NO.4 of 2000)
•
Public Protector Act, 1994 (Act No. 23 of 1994)
•
lMunicipal Finance Management Act, 2003 (Act No. 56 of 2003)
•
Batho Pele Principles
•
System of Delegations approved by Council vis-a-vis Powers, Duties and Functions
•
International Code of Ethics and Standards of Practice for the Ombudsman profession
•
Consumer Protection Bill (once enacted, the City will need to review its policies, practices, agreements, etc. to ascertain
if they can endure, and to ensure they comply with the new legislation)
Page 4 of 14. 16022009 - 0910 E Departmental Business Plan Ombuds.doc
4.
PARTNERS AND STAKEHOLDERS IN THE STRATEGY PLAN (key stakeholders of the plan)
I Partners I Stakeholders
r-Politicians:
• Mayor and
City Councillors
Administration:
• City Manager
• Top Management
Departmental Officials
I.
•
Members of the Public and
Staff, who make use of the
City's services, inc!. special
interest groups & organised
civil society
..- - - Roles and Responsibilities
!
I•
I·
t~
I•
•
•
•
•
High-level policy determination
Monitoring
Referral of relevant complaints to Ombudsman for investigation / dispute resolution
Cooperation in cases that require investigation, informal mediation, conciliation and/or
facilitation in order to move towards resolution
Responsible for implementation of Ombudsman's findings and recommendations
Cooperates with, responds to and acts on feedback from the Ombudsman - e.g. trends in
complaints, areas which may require a change in policy / procedure / system / practice, in
order to reduce or eliminate recurring problems and ensure continuous improvement - in
relation to the relevant portfolio:
Community Services
- Corporate Services
- Economic and Social Development
- Finance
- Health
- Housing
- Strategy & Planning
Safety & Security
- Service Delivery Integration
- Transport, Roads & Stormwater
I
!
I
I
I
I
I
I
i
I
I
I
I
I
!
Lodging complaints with the Ombudsman, e.g. when in their view the City administration has
not acted properly or fairly or has provided a poor service, or when management/staff has
infringed upon his/her right to fair administrative procedures within the organisation
Acts as a source for identifying conflict
Cooperates in cases which require investigation, informal mediation, conciliation and/or
facilitation in order to move towards resolution
-.~.--
Page 5 of 14. 16022009 - 0910 E Departmental Business Plan Ombuds.doc
-.J
c:,..,..:)
~
I Nationallnstitutions:~
I•
Local, Provincial & National I.
G,overnment
I.
! • Chapter 9 Institutions
I.
nternational
Ombudsman
Community:
•
• International Ombudsman •.
Institutions I Associations
I~.
I
~
5.
Cooperative governance
Supportive roles - entrenching democracy
Interaction and cooperation with local ombudsman
!
Benchmarking international best practice
I
Interactio.n. with other o.mbudsman professionals: sharing experiences, knowledge and skills to I
ensure continuou~Q.fessional development, growth and improvement
.J
RESOURCES (Financial and Staff)
200~/1 0
Capital Budget:
R90, 000 (draft provision)
200~/1 0
Operating Budget:
R 5 million (draft: 2008/9 budget base plus parameter increase)
Staff Complement:
14 posts (3 vacant)
-.]
<:...r...!)
6.
c::.-..::>
BACKLOGS AND RESOURCE CONSTRAINTS
Various financial, human and other resource constraints have hampered the optimal functioning of the department, since
its inception. At present, the main limitation in terms of resources is that of human resources. It entails not only a few
vacancies, but rather a lack of suitable skills and experience, largely due to a shortage of staff with prior experience or
qualifications in the ombuds field, as well as insufficient training and professional development opportunities locally on offer
to those in the profession. Ombuds-specific interventions are overall scarce and expensive, and not yet widely available in
South Africa.
Page 6 of 14. 16022009 - 0910 E Departmental Business Plan Ombuds.doc
7.
ASSUMPTIONS AND RISKS (Cross-reference to Risk Register)
7.1
Assumptions:
•
•
•
•
•
•
•
•
7.2
Awareness and recognition of Ombudsman's role (public profile of Ombudsman)
Authority (governance arrangements, perceived authority, empowerment and identification of the Ombudsman's role
in the administrative justice environment)
Accessibility to all who need to make use of the service (regardless of geographical location, socio-economic
background, ethnic origin, gender, special needs, etc)
Inter-departmental cooperation and responsiveness
Perceived independence and impartiality or objectivity (credibility, trust and confidence)
Effective complaints management
Adherence to the ethical principles that underlie the practice of the Ombudsman profession
Resource optimisation (capacity to respond to our customers' needs, extending our influence with others to help
improve service delivery)
-.....J
Risks:
~
~
The department's risk register is attached as Appendix 1.
Page 7 of 14. 16022009 - 0910 E Departmental Business Plan Ombuds.doc
8.
STRATEGIC ALIGNMENT TO THE lOP
8.1
Linkage to Strategic Focus Areas and Objectives in the lOP:
The Ombudsman's strategy plans for 2009/10 are aligned with Strategic Focus Area NO.8 for Good Governance and
Regulatory Reform.
This strategy provides for a more customer-focused and responsive service culture to improve community satisfaction,
serves as a guarantee for administrative justice through alternative dispute resolution, and promotes accountable,
democratic and transparent governance so as to support sound governance overall.
8.2
LINK TO PROGRAMMES (Programme Layout and description linked to Directorate Objective)
.. Programme name and description
-.....1
c."..:)
Focus Area 8: Good Governance and Regulatory Reform
lOP/Directorate
Objective
(8A.
Enhanced
service
c:.n
delivery
with
efficient
institutional
arrangements;
88. Management of key financial and governance areas such as income control, cash flow, indigent support,
alternative income opportunities, asset and risk management; 8C. Effective community engagement channels)
Page 8 of 14. 16022009 - 0910 E Departmental Business Plan Om buds. doc
9.
n
OBJECTIVES AND INDICATORS OF THE DEPARTMENTAL SERVICE DELIVERY AND BUDGET IMPLEMENTATION
PLAN (SDBIP)
r
Objectives
'Indicator(s)
[-
Percentage of Lodged
Cases Resolved
Target (bv S
t
1
70%
T
t (bv* Dec
I
!T
...
t (by
----TTarget
,
Marct
I •• __
(b0I
..,n.c ~\
70%
70%
85
85
80
65%
70%
70%
-
I Deli
I effe
I Han
I Con
I Serv
I
Disp
an
)mplaints
nd
solution
:ernative
solution)
A"erd~1:::
Number of
Taken to Provide
Final Report to
Complainant
.- -
Percentage of
I Recommendations
I
i
I
I
,"
~
I Relations and
I Communication
[
I
I
I Number of
I
I
..
n.""vCl-'lCU
Number of Awareness
I and Information
I Initiatives completed
I
I
65%
A._ ..... ,...~f._rI
I
1.---------1
! Improve Advocacy,
90
SLA's
1
2
3
1-----·
-;-
3-
--i-
~
i signed (Internal
! Relations)
i
~L
Page 9 of '14. 16022009 - 0910 E Departmental Business Plan Ombuds.doc
Number of editions of
Biannual Electronic
Newsletter Published
(preparatory work)
Number of Marketing
Initiatives Completed I
Produced
I
(preparatory work)
I
I
I
I
I-~umber of Informalll
I
I Formal Professional
I Linkages Forged
I
I (National and International!
i Ombudsman Community) I
I
.
Outcome~-fA-~n:~
Improve Co-m-m-u-n-it-y "
Satisfaction
Survey Improved
I
I
r
I (Percentage of
I Complainants who are
I Satisfied that they
! have seen
Improvements in
Service Delivery as a
I result of
I Ombudsman's
'
I
-.-l~ecolllm~n~ati~ns)
1
(preparatory work)
nd
2
I
I
II
1-----
1 (new
professional
linkage)
I
I
I
I
I
I
-i
60%
I
I
(5% improved
perception)
I
II
I
i
-...:z
~
......,z
-. -----
I
I
I
(5% improved
perception)
/1
I
i
I
.~
76%
r
I
i
2
I
-1---------+----
(Percentage of
I
Complainants who are I
Satisfied with our
I
Complaint Handling
I
Service)
i
I Outcome of Annual
I Survey Improved
(preparato;~i
I
I
1st
I _ ____L ___
J
Page 10 of 14. 16022009 - 0910 E Departmental Business Plan Ombuds.doc
Provide Upward
Report to ~ity Manager
feedback on areas
Compiled Quarterly
of concern to
Reduce or Eliminate I
Recurring Problems t
I
1st
2 nd
3 rd
4th
I
(end Oct 2009)
(end Jan 2010)
(end Apr 2010)
(end Ju12010)
Based on Dept.
projected cash flow
Based on Dept.
projected cash flow
Based on Dept.
projected cash flow
95%
I
l
Management of key
financial and
I Budget Spent
govl3rnance areas
such as income
control, cash flow,
indigent support,
alternative income
opportunities, asset
and risk
management
All Capital
Projects
completed by
June 2010
(Corporate
Target)
•
0'\ 0 II 1:H:L3
I
I
Ma
financial and
governance areas
such as income
control, cash flow,
indigent support,
alternative income
opportunities, asset
and risk
management
'I
.
Percentage of
Operating Budget
spent
I
De~I projected
Based on Dept.
cash flow
Based on
projected cash flow
Based on Dept.
projected cash flow
95%
(Corporate
Target)
(KOI) BElA
~---
Page 11 of 14. 16022009 - 0910 E Departmental Business Plan Ombuds.doc
Management of key
financial and
govE~rnance areas
such as income
control, cash flow,
indigent support,
alternative income
opportunities, asset
and risk
management
(KOI) 88.7
Managem~nt
I Percentage reduction
70%
in the number of
recurring findings
emanating from
I
Internal Audit
I
I
of key
Percentage annual
financial and
I asset verification
governance areas
I process completed
0%
0%
100%
Completed
30 June
I
such as income
control, cash flow,
I
indigent support,
I
alternative income I
opportunWes, asset i
ancl risk
management
\;
I~
I
~
38.10
Ensuring enhanced
Percentage budget
service delivery with I spent on
efficient institutional I impleme~t.ation.of
arrangements
BA.A
1 r.10,in9 "'01'·0,,1
-----
I eo
10%
30%
60%
90%
WSP training with
financial implications
t
T.;gct of
------
Percentage of funded
----45%
95%
---~.--
Page 12 of 14. 16022009, 0910 E Departmental Business Plan Ombuds.doc
,
.,
-r
I/
I Degree of adherence
- to Budget realig.nments or related
i projects
I
rEns.uring enhanced
I service delivery with
I efficient institutional
I
I arrangements
I
I
I
I
i
~. (KOt) 8 A . G I
Ii
r
100%
I
---1-000-Vo-
100%
------ll----
I
Percentage of caPitalr
pr?jects meeting
I
or~glnal planned
I
milestones
I
100%
l
I
80%
80%
NA
31 % Corporately
,-
_
r
NA
Ensuring enhanced
Percentage
service delivery with I improvement in the
efficient institutional I p~sitive employee
I climate as per annual
arrangements
I Culture Climate Survey
NA
&
Departmental
will
be available
once the current
sUivey lias been
(KG!) fJA.5
I
I Ensuring enhanced
I
.
I Ensuring enhanced1
.._ _
i arrangements
IIKOI) SA.'
l~sUring enhanced
~
_
..
.
l
t
~- --NA
-...J
~
I
8 to 12% within
skilled categories
h
I
I
J
I
8 to 12% within
skilled categories
8 to 12% within
skilled categories
NA
s 4% averaqe for
I
I
I
~~"---I
I
~
I
I
L __.
I
5 to 8% overall
turnover
I
8 to 12% within
skilled categories
I
Staff availability as--
I service delivery with measure~ by %
I efficient institutional I absenteeism
rrangements
I
I
I
I
5 to 8% overall
turnover
5 to 8% overall
turnover
I
~_. _ _.
Retention of Skills as
I service delivery with I measured by staff
I efficient institutional I turnover
_
I
I
turnover
I (KOI) 8A.2
(KOI) BA.3
5 to 8% overall
turnover
Retention of Skills as
measured by staff
I service delivery with
efficient institutional
arrangements
the period 1
2009 to 30 June
2014
_ _ _ _ _ _ _ _ _ _ _- - '
Page 13 of 14_ 16022009 - 0910 E Departmental Business Plan Ombuds.doc
B
r-Gl
2009 I 2010 OMBUDSMAN - SDBIP
SFA&
Directorate
ObJective
Corporale
Seorecard
Number
I.
~
c
~
'"[
f!
~
IPercentaoe of
lodged Cases
Number ot Days Taken to
Final Report to Complalnon!
70%
70%
70%
700!t>
#
90 days
80 days
Quart
90
85
85
80
4
Quart
2
3
4
2
Biannual I
2
Biannual
72%
76 %
-t-t
I
57°/0
I
60%
95
lB.4
1,01
June 10
Targets
Quart
%
lareas suen as Income
Targel
70%
%
IOmbudsmanl Financial
March 10
70%
:-4
KOI
Dec 09
Target
%
#
,~B,3
Sept 09
Target
Annual
2
I
76°/0
-....J
N
Annual
--
Based on
%
Dlr/Dept.
Based on
Dlr/Dept
%
%
ftow
ftow
of Recommendations
%
60%
#
4
70'Yo
Ouart
Quarl
Page 1
....
65%
651)/0
70%
70%
2
3
4
03 03 2009 - 0910 SDBtP DIR OCM witn DEPl SDBIP_MAS fER COpy xis
SFA&
Directorate
ObJective
Corporate
Scorecard
Number
Unit of.
Measure
..
Baseline
Annuall·~····
Target·.t:>
·1 (by June.
2010)
Internal
#
Inlemal
#
Iii .
.!
Sept OS
Target
Dee 09
Target
Annual
-.J
w;::..
CJ.)
Imernal
%
Page 2
03032009· 0910 SDBIP DIR OCM with DEPT SDBIP_MASTER COPY.xls
I
SF A &
Corporate
Directorate . Scorecard
Objective No Number
I
.
..g-
~
E
1::
o
I'"
~
0..
Directorate
IndlcalQ,
ObJettly~
UnltQf
Measure
of staff complement each month, as
staff: total tnrminations as
over the preceding 12 month period (to. a 12 month
average). This wfll exclude seasonal, short termftemporary,
preceding 12 months wtlich
Internal
%
EE
as measure by °/0
arrangements
Intmnal
%
New
-..J
I.....
I~
Page 3
03032009 - 0910 SDBIP DIR OCM with DEPT SOBIP_MASTER COpy xis
I I£
'E
SFA &
Directorate
tbjec!lve No
Corporate
Scorecard
Number
"
<IS
tec
..
~
.
Dec 09
c.
e
Target
..."
NIA
M.5
KO!
Internal
NIA
Loyalty Index measurement comprises 12 "Touch Points" as an
of how well the Crty is dOing in relation to the management
resources, The interventions put in place to address
as a result of the last survey should reflect a %
the 4 key "Touch Points" which were Identified of
lSt impact on the staff loyalty index. This
Iimprovement should cascade into a % improvement in the Loyalty
%
x. The Culture Climale Survey is driven on a corporate lovel.
departments are encourage to implement corporate initiatives
, staff morale e g. Leadership development Program,
& Mentorlng courses.
a planned temporary
orod"ct within a Fixed lime scale (usually over one or more
years) and budget Involving the mObilisation of resources
Jmber of different functions (or disciplines).
in this instanca to have a value exceeding R200 000.
under R200 000 to have a minimum of 3 appropriate
efficient institutional
arrangements
Imllestones identified.
be broken down into individual projects and planned
.
t
SA.S
KOI
lntemal
%
New
-....J
~
~
x 100= %
l1A.l
-
formula is applied at Departmental, Directorate & Corporate levelj;
•
ich implies different reporting on targets achieved.
Departmental level the following formula applies:
of Projects meeting milestones
of Capital Projects in Departments = %
}'-Ot
Page 4
03032009 - 0910 SDBIP DIR OCM With DEPT SD81P _MASTER COPY.xls
Corporate
Directorate Scorecard
Objective No Number
8R7
Sept 09
Target
Dec 09
Target
March 10
Target
70%
70%
70%;
%
!(Ol
70 %
Generic I Key Operationallndicalor (KOI)
annually verified for audit
3fl.W
KOI
%
900;0
M.4
10%
%
KOI
Sign-off by Ombudsman
Sign-Off by City Manager
-..J
......
.c~~;:2;;;~~~=~=~=:==.~.~==~
Q')
Date
Page 5
03 03 2009· 0910 SDBIP DIR OeM with DEPT SDBIP_MASTER COPY.xls
;ity of Cape Town
;nterprise Risk Management
;ity Ombudsman
{isk Register as at 2 December 2008
nherent Risk Register
outcomes
2
cases of external and internal parties
Critical
Almost Certain
Good
Muizi Baba
3
Critical
lly lo obtain and retain skills
of skill, (quatity of stoff), work ethic
numbers exists in the followlrlg
- Forensic Services
~ Executive Support
- Ombudsman
~ Governance and Jnter face
likely
2009 and
(SDB1P)
Weak
* 2007 I 2008 budge!
• Workplace SkIlls Plan
.....
-.J
-.:l
• Approved job
IIdescflDtions and coaching
'" Organisational structure
.. Work ethic
* Code and conduct for
~
trammg
unprovements
• investigations
for CLlstomised training
It is important to note that risk management is the responsibility of the City Manager and Executive Management.
KPMG's responsibilities are limited to the facilitation of the risk identification, assessment and mitigation processes.
Page 1 of 5
Delegations
Good
Priolity 2
Mazizi Saba
Manager sub delegations
• Independem hotline
.. Forensic Department
• Legislation
• City poli(.;y and
conSWtints proActive effort is limited
•
"
-..l
w;o...
Unpredictable
.. The City is requuc:d
tenns of leglslation to
Catas(rophic
Possible
00
High
*' Sti.:lff ethic
ito business continuity
It is important to note that risk management is the responsibility of the City Manager and Executive Management.
KPMG's responsibilities are limited to the facilitation of the risk identification, assessment and mitigation processes.
Page 2 of 5
for public reportlllgs
• The City has a section 62 appeals office that
may be slow in terms tum-aT ound
Internal criticism· specifically stemming
internal investIgations (defensive)
aulcomes)
AuthOilty Lines are liuHtmg (constraint 011
Ienforcement of recomrne:.ndations)
By-I,aw has been shelved
8
practice for tum-a-round time on
)orted to the Office of the
IOmbudslIlan: provisionai view or progress
Serious
Moderate
• lntemallinkages with
internal depal1ments
Mazizi Saba
'* Code of conduct
Ttunawund time is influenced by
IrcsDonsiveness of inteI nal dej)artments
practice for
turn*a~round
Hme: tinal
•
-..l
~
c.o
It is important to note that risk management is the responsibility of the City Manager and Executive Management.
KPMG's responsibilities are limited to the facilitation of the risk identification, assessment and mitigation processes.
Page 3 of 5
participatlOn
10
11
Serious
Likely
Significant
Almost Certain
•
habdlly could arise from the -l--Sjgnificant
following:
~ Fl:lilure to adt"(lllately address customer
Almost Certain
Inadequate marketinglPoor markellng of the services of the
strategies
Ombudsman
IIncomplete policy
and procedures
r
A City protocol IS 10 place for tile approval
of" policy and p[I)cedures
'*' Policies are in draft fOIlnat
,. The husin~ss environment is dynamlc and is
constantlyevol'ving "Living Documents"
12~potentJal
lillg.tion
Pote~ti-al egal
Good
Priority 3
Ombudsman
Mrudzi Baba
~
•
13
Good
Idsman
-.J
Mazizi Raba
CJl
<:::>
14
Good
Uab.
Promotion of Access to lnfonn~tjon Act
- National ArC'1llvmg and Disposal Act
- Publlc Disclosures Act
- Kmg II Report on Corporate Governance in
South Africa, 2002
It is important to note that risk management is the responsibility of the City Manager and Executive Management.
KPMG's responsibilities are limited to the facilitation of the risk identification, assessment and mitigation processes.
Page 4 of 5
,LiP8;;r4p
CIty Umbudsman - Mazizi Baba
t&
,
".-~- - _.,.~.
.'
.,,,,,"
.
{_. . -" .,. :'/,,1
..
,,
,r
. .
,,"~.,r,;
"~,,~ __ lre
-------,.,
~
gZ//Ofl.
:~??
t
Dat€
•
-..l
t.Jl
......
It is important to note that risk management is the responsibility of the City Manager and Executive Management.
KPMG's responsibilities are limited to the facilitation of the risk identification, assessment and mitigation processes.
Page 5 of 5
['fY
OF i;AF[ lClf" 1SQ(KQ
s~1~1.&r~
HiD
(.urst,t.~
DEPARTMENTAL BUSINESS PLAN
2009/2010
DEPARTMENT
: Governance & Interface
DIRECTOR
: Adv B. Gerber
Contact person
: A. J. Roos
f
Pagel of 13, G & I Business Plan 09 10 Final
.......
i;'.TI
~
~'"
1.
EXECUTIVE SUMMARY
The Governance & Interface Department resorts in the Office of the City Manager and provides a diverse range of
expertise to ensure the promotion of organisational values and good governance principles with a view to expediting
service delivery.
These services include offering strategic advice, executive, legislative and administrative support, to the Office of the
Executive Mayor, the Office of the City Manager and to the Executive Management Team. Support is offered to the broader
body of councillors by the 'Councillor Support' unit. The 'External Relations' unit promotes on-going interaction with other
spheres of government and encourages close working relationships with National and International bodies.
The Department also undertakes Project Management and VPUU (Violence Prevention through Urban Upgrading)
initiatives.
An important component of the City's Governance Structure resorts within this Department, namely that of Sub-councils
and the Ward Participatory Mechanisms.
The Department's 'Public Participation' unit ensures compliance with legislative requirements thereby helping people to
understand and encouraging them to contribute to the decision- making processes of the municipality and provides an
important facilitative role on a corporate basis.
2.
Purpose:
Vision: In the pursuance of our Mission we will strive to be the most efficient, effective, organised, and best skilled
department in the City.
Mission: To ensure the efficient and effective functioning of the Governance and Interface structures and the
rendering of strategic, operational, administrative and specialist support to decision-making structures.
2.2
-.J
<:..n
W
PURPOSE AND SERVICE MANDATE OF DEPARTMENT
2.1
•
Service Mandate
2.2.1 Render management, legal, administrative and logistical services to Council, Political Executive Offices and
Subcouncils.
Page 2 of 13. G & I Business Plan 09 10 Final
2.2.2 Manage and co-ordinate Council's public participation processes.
2.2.3 Manage and execute Executive Special Projects.
2.2.4 Ensure efficient and effective management of internal administrative, logistical and financial processes.
2.2.5 Facilitate, co-ordinate and promote inter-governmental and international relations
2.2.6 Plan, manage and execute designated projects utilising internal, external and international funding.
2.2.7 Ensure execution of Council's Social Crime Prevention initiatives.
2.2.8 Provide executive, legal and management support including administrative services to the City's 23 Sub Councils
and 105 Ward Forums.
2.2.9 Facilitate, coordinate and promote liaison
designated organs of state e.g IEC.
2.3 Customers:
2.3.1 Individual Councillors
-.J
CJr
2.3.2 Council
~
2.3.3 Political Offices
2.3.4 Internal Council Departments
2.3.5 Community and community based organisations
2.3.6 Government Departments, State Institutions (IEC) National, Provincial and International role-players and
partners.
2.4 Customer demands and expectations:
Timeous delivery of quality outputs in terms of customer requirements.
Page 3 of 13. G & I Business Plan 0910 Final
2.5 Overarching aim of the department I Direction and intention of the department:
To render strategic, operational, administrative and specialist support to the decision-making structures namely
and its committees, Subcouncils, the Mayor, Mayoral Committee members, the Speaker, Chief Whip, City Manager
and the Executive Management Team.
3.
LEGISLATIVE IMPERATIVES:
Constitution of the Republic of South Africa (No 108 Of 1996)
Local Government: Municipal Structures Act (No. 117 of 1998)
Local Government: Municipal Systems Act (No. 32 of 2000)
Local Government: Municipal Electoral Act (No. 27 of 2000)
Inter-governmental Relations Framework Act (No.13 of 2005)
•
.'
Local Government Municipal Finance Management Act (No 56 of 2003)
Subcouncil By-Laws
-...1
Council Delegations, Rules, Policy etc.
~
c.,n
Regulation of Gatherings Act No.205 of 1993
4.
Partners and Stakeholders in the Strategy Plan (key stakeholders of the plan)
Partnersl Stakeholders
Roles and Responsibilities
Subcouncils
•
Administrative, legal and logistical support functions
Subcouncil Managers
•
Management
Public I Community
•
Participation
Page 4 of 13. G & I Business Plan 09 10 Final
Participation
Ward Councillors
•
Management, facilitation and oversight
•
Participation and oversight
I
~~-
Line Departments
•
Support of Subcouncils, Ward Participatory structures and Ward Allocation Projects
SAPS
•
Approval/Non Approval of applications made under the Gatherings Act
--_._.-
5.
6.
RESOURCES (Financial and Staff)
Department CAPEX:
R TBA
Department OPEX:
R
Staff Complement:
247
TBA
.•
BACKLOGS AND RESOURCE CONSTRAINTS (if applicable)
-..J
Accommodation of Subcouncils
~t
Ch
Subcouncils
Integration of Public Participation Function and staff
Implementation of the new Public Participation Policy.
Drafting, approval and implementation of External Relations Policy.
Integration of all Council's international interaction
the External Relations Business Unit.
Creation and resourcing of the Social Crime Prevention
Page 5 of 13. G & I Business Plan 09 10 Final
7
ASSUMPTIONS AND RISKS
7.1
Ass,umptions
That i.r.o. the 09/10 financial year the Department Governance & Interface will be adequately resourced and capacitated.
7.2
Risk Assessment
No
Risks
Action
Resp.
Over regulation and rigid control measures by
legislation / by-laws
*
Koos Celliers
--~
Challenge over regulations (Mayor
interventions)
* Assist in the review of all legislation
with a view to a more efficient
application in meeting service delivery
actions
1
-.:J
c.n
* Convening of inter municipal
working groups
2
Budget under or over spent
Manage within existing controls
Dawida Marais / Mark Koesnell
Reputational risk
Public Engagement Policy being
finalised for engagement with
stakeholders, includes participation
processes
Irwin Robson
Inadequate service provider management
Corporate implementation of the
Service Provider "Black-Listing"
Director G&I in conjunction with
Director SCM
3
4
-...}
Page 6 of 13. G & I Business Plan 09 10 Final
-----
No
Risks
-----
Action
Resp.
System as soon as approved
------
~~-~
Inadequate Corporate processes to support Mayoral
events
Work within existing frameworks in
the interim, given dependencies of -
Carin Viljoen
*
Investigate and obtain Agenda's and
Minutes of Inter service SCM
Meetings
6
Pieter Cronje
*
Events By-law in draft- to be
finalised
----
7
-~~
Carol Wright
~---~
Lack of clear role definitions - Mayor (General Public
Perception)
Requested Audit Review into Mayor's
Office to ensure compliance
Carin Viljoen and Zulpha Abrams
Ineffective and inefficient Sub-Councils and Ward
Forums
* Regular and ongoing replacement
of vacancies on Ward Forums
Keith Miller
.....:l
<:.on
00
* Phase II Training sessions for Ward
Forum Members
8
*
Reporting outstanding matters to
FMT on various Sub Councils
r-~~
9
10
Non compliance with Council's Legal framework and
law
Training of G&I Staff to understand
legislation - Briefing session to staff
meetings
Koos Celliers
Unpredictable political environment
Manage within existing controls
All staff
Page 7 of 13. G & I Business Plan 09 10 Final
~~~
I No
11
_R_
~isks
Action
I ladequate communication mediums and public
Resp.
Director Governance and InterfaceBrent Gerber
Participation
---------
12
-------
corporate Dependencies
Director Governance and Interface
Brent Gerber
-~~~~~
13
ladequate governance over grants and subsidies
~~~--
14
1,)["
Director Governance and Interface Brent Gerber
-------
---------
xenophobia
Director Governance and Interface
Brent Gerber
otential corruption, fraud and misconduct
Director Governance and Interface Brent Gerber
~~~-
16
----------
~
roject delays for Violence Prevention through Urban
pgrade (VPUU)
Alister Graham
11'
U nspent VPUU Donor funding
Alister Graham
-..J
~
c.o
8.
STRATEGIC ALIGNMENT TO THE lOP
lOP Strategic Focus Area: Good governance and regulatory reform
lOP Core Objective: Establish effective community engagement channels
lOP Objective: Establishment of representative Ward Participatory Mechanisms
8.1
LINK TO PROGRAMMES (Programme Layout and description linked to Directorate objective)
Page 8 of 13. G & I Business Plan 09 10 Final
None
9.
OB.JECTIVES AND INDICATORS OF THE STRATEGY I OPERATIONAL PLAN
Objectives of this Plan
Target (by
Sept 09)
Indicator(s) of this Objective
Target (by
Dec 09)
I Nu lber of functioning ward participatory
stru ctures
105
105
105
105
-------- r---
----
Ensure the effective and
efficient functioning of 23
Subcouncils
get(bv
Targ
I
June 10)
- - ----1
-..1
c:n
CI
Lev ?I of satisfaction as measured by
I que stionnaire for the Speaker, the Subcouncil
Cha irpersons and the Director: Governance &
Inte rface
----
.;
----- ,
----
Establish effective community
engagement channels
Target (by
March 10)
95%
----
95%
-----
Provide an effective and
efficient support service to all
councillors
Lev =1 of satisfaction as measured by
que stionnaire for all councillors, Chief Whip,
Ma {CO members and the Speaker
95%
95%
Provide an effective mayoral
support office to act as critical
interface between public,
political and administrative I
Lev ?I of satisfaction as measured by
que stionnaire for the office of the Mayor and
De uty Mayor
95%
95%
-----
Page 9 of 13. G & I Business Plan 09 10 Final
-----------------
Objectives of this Plan
Indicator(s) of this Objective
Target (by
SeRt 09}
Target (by
Dec 09}
Target (by
March 101
Target (by
June 10)
organisational spheres
--
Render a specialist legal service
to the Mayor, the Speaker
Level of satisfaction as measured by
questionnaire for the Mayor
8 B Management of key financial
and governance areas such as
income control, cash flow,
indigent support, alternative
income opportunities, asset and
risk management
% VPUU 09/10 projects budget spent
13%
25%
50%
100%
% Budget spent on Ward Allocation Projects
13%
25%
50%
100%
15%
30%
60%
95%
95%
95%
-------------
% Expenditure on Capital Budget
---------------
% Operating Budget spent (95% -100%)
20%
45%
70%
95%
% annual asset verification process completed
0%
0%
0%
100%
completed
by 30 June
.-
~----
% Budget spent of Mayoral Projects
20%
50%
75%
100%
~
-
8 B Management of key financial
and governance areas such as
income control, cash flow,
indigent support, alternative
income opportunities, asset and
risk management
% of VPUU projects meeting original planned
milestones
% reduction in the number of recurring findings
emanating from Internal Audit
80%
80%
80%
80%
60%
60%
60%
60%
----------------
8A Ensuring enhanced service
delivery with efficient
institutional arrangements
Percentage improvement in the time taken to
close notifications in terms of the Corporate
Works Management process
3%
reduction
on
2008/2009
6%
reduction
on
2008/2009
9%
reduction
on
2008/2009
-...l
OJ
12%
reduction in
time taken to
close
notifications
Page 10 of 13. G & I Business Plan 09 10 Final
-------,-----
Objectives of this Plan
Indicator(s) of this Objective
Target (by
Sept 09)
baseline
-------------
Target (by
Dec 09)
baseline
Target (by
March 10)
baseline
Target (by
June 10)
(measured
against the
baseline)
-----
8A Ensuring enhanced service
delivery with efficient
institutional arrangements
% of capital projects meeting original planned
milestones
80%
80%
80%
80%
% budget spent on implementation of WSP
10%
30%
60%
90%
95%
95%
95%
95%
Optimise the staff structure,
strategies and policies and
promote skills
% of funded vacancies filled
8A Ensuring enhanced service
delivery with efficient
institutional arrangements
Retention of Skills as measured by staff turnover
•
5 to 8%
overall
turnover
5 to 8%
overall
turnover
5 to 8%
overall
turnover
5t08%
overall
turnover
8 to 12%
within
skilled
categories
8 to 12%
within
skilled
categories
8 to 12%
within
skilled
categories
8 to 12%
within skilled
categories
N/A
4% average
for the
period 1 July
2009 to 30
June 2014
--
8A Ensuring enhanced service
delivery with efficient
institutional arrangements
Staff availability as measure by % absenteeism
8A Ensuring enhanced service
Percentage improvement in the positive
N/A
N/A
N/A
N/A
~
N/A
31%
Page 11 of 13. G & I Business Plan 09 10 Final
-.l
0')
l."\..:)
------------
Objectives of this Plan
Indicator{s) of this Objective
Target {b~
Se(!t 091
Target (b~
Dec 09}
Target 'b~
March 10)
Target(b~
June lO}
--
delivery with efficient
institutional arrangements
employee climate as per annual Culture Climate
Survey
Corporately
( Directorate
&
Departmenta
I targets will
only be
available
once the
current
survey has
been
completed)
------
8A Ensuring enhanced service
delivery with efficient
% approval of applications submitted under the
Gatherings Act
Information
Indicator
Information
Indicator
~----
Information
Indicator
Information
Indicator
..
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10.
AUTHORISATION
The undersigned do hereby indicate their agreement
the contents of this document and the outcomes.
---------------
----
Signature
Name
---------
Date
Executive Director
---------------
Director
----
CI-T-'i
Manager
I~. Ctitt4&L
If
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Page 12 of 13. G & I Business Plan 09 10 Final
11.
APPENDICES:
Appendix 1: Governance & Interface SDBIP
.
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Page 13 of 13. G & I Business Plan 09 10 Final
Governance & Interface Department 200912010 SDBIP
G & lind
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Icritical interface between public, political and
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alternative income opportunities, asset and fisk
management
8 B Managemenl of key financial and governance areas % Budget spenl on Ward Allocation Projects
such as income control. cash flow, indigenl support,
altemallve income opportunities, assel and risk
manacemenl
8 B Management of kp.y finandal and governance areas P"rc;;iitag;;~of Capital Budget spent
such as income control, cash flow, indigent support,
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95%
95%
95%
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TaA
95%
95%
95%
%
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95%
95%
95%
95%
%
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rBD
9!J%
95%
95%
%
I
4112
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95%
I
13%
25%
5U%
100%
13%
25%
50%
100%
%
4112
New
%
4112
TaO
%
4112
TaO
%
4112
TBD
%
4112
TaO
100%
20%
50%
15%
100%
%
4/12
TBD
80%
80%
80%
80 %
80%
I Based on I Based on I Based on
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8 B Management of key financial and governance areas Percenlage of Operating Budgel spent
such as income control. cash flow, indigent support,
alternative income opportunities, asset and risk
manaoement
8 B Management of key financial and governance areas Percentage annuaTasset',':eriflcation process completed
such as income control, cash flow, indigent support,
alternative income opportunities, asset and risk
management
of VPUU p~iojects meeting origiiii.rplanned ~
e
"-
:s
milestones
income opportunities, asset and risk
100%
Projections as for 08109
I
95%
IPercentage reflecling Actual spend I Planned
I
I
95%
Volal actual 10 date as a percentage of the tolal budget
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Based on
Dir/DepL
including secondary expenditure.
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it
Projeclions as for 08109
e:
u
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8aseline to 12%
be
reduction
determined in time
3%
reduction
6%
reduction
on
on
9%
reduction
on
12%
reduction
in time
The 4 month rolling average age of all
closed within the preceding 4 month period wilt be used
to measure performance
%
is
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2
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8A Ensuring enhanced service delivery with efficient
institulional arrangements
% approvalof~applications submitted under the
Gatherin(Js Act
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~
0
Based on
DirlDepl.
projected
cash flow
0%
Previously 4 X per annum
.......
improvemen~t~in~ihe time taken to close
in tem1S of the Corporate Works
Management process
8A7
Based on
DirlDept.
projected
cash flow
0%
95%
I
%
Page 1
I
4112
I
New
I
Info Ind
I
Info Ind
I
Infolnd
G & I SDBIP 09 10 Draft v2
Governance & Interface Department 2009 / 2010 SDBIP
R200 000 to have a minimum of 3
milestones identified
SDI
I 8A.S I Proces
ses
I
%
4112
I
New
RO%
80%
80%
80%
80%
I
I"
votes to be broken down inlo individual projects
accordingly.
IV."' ......... is applied at Departmental, Directorate &
Ili::uyeU:i acrm::veu.
I Departmental level the following formula applies:
of Projecls meeting milestones
of Capital Projects in Departments ;%
Directorate level:
SUM Results (Departments)
Number of departmenls
x 100; %
Corporale level:
SUM Results (Directomle)
11
x 100 %
=
enhanced service delivelY with efficient
arrangements
Percentage·budget spent on implementalion of WSP
90%
10%
30%
60%
90%
•
adOCUfl]"l1tth';io~lilin~e ,"~
IA Workplace SkllisPlallis
planned education, training & development inten .,
for the organisation. The WSP should be aligne,
the slafflng strategy, IDP, PDP's, EE ,NSDS an
Sector Skills Plan
Calculation for the Fonnula: Two parts
0";)
(A) Measured againstlmining budget
(8) Manual exercise on which Seminars & Conferellc,,~
costs are calculated.
The two parts are combined 10 give final figures of the
spending on wsr implementatlon.
The conferences are recognised by the SETA as
claimable from the 1% of the wage bill as per the Act
Source: SAP & SAP BI
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vacanc~~-~-~-I~~-~---
~''''''''o~ Ihe staff structure, strategies and policies and
promote skills
Percentage of funded
8A-Ensll-riiig-enhanced service delivery with efficient
institutional arrangements
Retentlon of Skills as measured by staff turnover
---
4/12
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Page 2
G & I SDBIP 0910 Draft '12
Governance 8. Interface Department 2009 1 2010 SDBIP
Imaruagers manage timf! and attendance nnd ledU1.;e absenteeism.
Encouraging healthy lifestyles lhI'otlg/i VerK\lt$ employee wellness programmes
Ensuring appropriate screening ltvOOgh recn,libnenl and selection procedures
EnhancJng BeKihle workmg arangemenls where service loIelivery requir€menl$
Itnw such Bexibilily and policy supports such !le;t:ibm~
Providing proper systems for lransport where required and supported by policy
~
a
~
8A3
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'"0
4112
I
New
u
1C91culation fur the Formula Tolal ebS6OC6 in a pElliod expres.'Wd In hOUfSOf days
leu hours Of days in this period mulbplie:d by 100
mclUdes ttle following leave types: sick feave, mjuryon duty, strike
,uneulhorised leave, and family responsibiliry leave
ITaroet· avefatle Absenteeism tale should be less \tIan 01 equol !~% (or the 12 "
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Percentage improvement in the positive employee
climate as per annual Culture Climate Survey
31%
Corporate!
y
(Dlrectora!
e&
Corporate
Services
BA.5
Organi
sation
&
%
g
Page :3
4112
New
NIA
NIA
management of its human resources. The
put in plAce to address concerns raised as
last survey should ,efleel a %
iOepartmenlimpmve",ent in the 4 key "Touch Points" which were
of having the biggest impact on the staff
fhis improvement should cascade into a
irnnrm/Am",nf in tho Loyalty Index. The Culture
Is driven on a corporate level. Lilie
Irlpn;<rtmpnt~ are encourage to implement corporate
mprove staff morale e g. Leadership
idevelopment Program. Coaching & Mentoring courses.
completed)
G & I SOBIP 09 1Q D,.ft v2