1159
REPORT
To EXECUTIVE MAYOR
CITY OF CAPE TOWN IISIXEKO SASEKAPA ] STAO KAAPSTAO
I
MC 46/06/09
1.
ITEM NUMBER:
2.
200912010 SERVICE DELIVERY AND BUDGET IMPLEMENTATION PLANS
(SDBIPs) AND BUSINESS PLANS: DIRECTORATE STRATEGY & PLANNING
UNIKEZELO LWEENKONZO LWANGO-2009/2010 KUNYE NEZICWANGCISO
ZOKUMISELWA KWEBHA ..IETHI (SDBIPs) NEZICWANGCISO ZOSHISHINO:
ICANDELO LOLAWULO LEZICWANGCISO NOCWANGCISO
DIENSLEWERINGSEN
BEGROTINGSIMPLEMENTERINGSPLANNE
(SDBIPs) EN SAKEPLANNE VIR 2009/2010: DIREKTORAAT STRATEGIE EN
BEPLANNING
3.
RECOMMENDATION FROM PLANNING & ENVIRONMENT PORTFOLIO
COMMITTEE: 2 JUNE 2009 (PLAN 09/06/09)
RECOMIVIENDED that:
(a)
the Mayoral Committee approves the 2009/2010 Directorate Service
Delivery and Budget Implementation Plans and Business Plans;
(b)
Council notes the 2009/2010 Directorate Service Delivery and Budget
Implementation Plans and Business Plans;
AANBEVELING dat:
(a)
die
Burgemeesterskomittee
die
dienslewerings
en
begrotingsimplementeringsplanne en sakeplanne van die direktoraat vir
2009/2010 goedkeur;
(b)
die
Raad
kennis
neem
van
die
dienslewerings
en
begrotingsimplementeringsplanne en sakeplanne van die direktoraat vir
2009/2010.
ISINDULULO
(a)
Ukuba
iKomiti
kaSodolophu/yoLawLilo
mayiphumeze
uNikezelo
IweeNkonzo IweCandelo loLawulo lowama2009/2010 neziCwangciso
zokulV1iselwa kweBhajethi kunye neziCwangciso zoShishino;
1160
(b)
ukuba I Bhunga maliqaphele uNikezelo IweeNkonzo IweCandelo loLawulo
lowama -200/2010 neziCwangciso zokuMiselwa kwe Bhajethi kunye
neziCwangciso zoShishino
1161
REPORT To
PLANNING AND ENVIRONMENT COMMITTEE
PORTFOLIO COMMITTEE
MAYCO
COUNCIL
1.
ITEM NUMBER:
2.
SUBJECT
CITY OF CAPE TOWN IISIUKO SASEKAPA. STAD KAAPSTAD
I
PLAN 09/06/09
(LSU - 8340)
2009/2010 SERVICE DELIVERY AND BUDGET IMPLEMENTATION PLANS
(SDBIPs) AND BUSINESS PLANS: DIRECTORATE STRATEGY & PLANNING
ISIHLOKO
UNIKEZELO LWEENKONZO LWANGO-2009/2010 KUNYE NEZICWANGCISO
ZOKUMISELWA KWEBHAJETHI (SDBIPs) NEZICWANGCISO ZOSHISHINO:
ICANDELO LOLAWULO LEZICWANGCISO NOCWANGCISO
ONDERWERP
DIENSLEWERINGS- EN BEGROTINGSIMPLEMENTERINGSPLANNE
(SDBIPs) EN SAKEPLANNE VIR 2009/2010: DIREKTORAAT STRATEGIE EN
BEPLANNING
3.
PURPOSE
To submit to the Portfolio Committee for their consideration and recommendation,
the 2009/2010 Directorate SDBIP information pack which contain the:
• Directorate SDBIP
• Departmental Business Plans - narrative; and
• Departmental SDBIPs.
These documents underpin the 2009/2010 Corporate 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).
09_10 DIR_DEPT SDBiP COVER REPORT (3),doc
[Template updated April 2009J
Page 1 of 6
4.
STRATEGIC INTENT
1162
The SDBIP is a detailed plan for implementing the municipality's service delivery
as outlined in the Integrated Development Plan (IDP) and budget. It includes the
service delivery targets and performance indicators for each quarter which should
be linked to the performance agreements for senior management.
The
performance criteria contained in the SDBIP are designed to achieve Good
Governance and Regulatory Reform, as well as facilitating the accomplishment of
Council's other strategic focus areas Le.
•
•
•
•
•
•
•
5.
Shared Economic Growth and Development
Sustainable Urban Infrastructure and Services
Energy Efficiency for a Sustainable Future
Public Transport Systems
Integrated Human Settlements
Safety and Security
Health, Social and Community Development
FOR DECISION BY
Portfolio Committee, Mayco and Council.
6.
EXECUTIVE SUMMARY
The 2009/2010 Directorate and Departments SDBIPs contain the objectives,
indicators and quarterly targets by which progress will be measured during the
2009/2010 financial year. These are derived from the Integrated Development
Plan of the City, which serves before Council on 27 May 2009, and are an
elaboration of the Five Year Corporate Scorecard contained in the IDP. The
Departmental Business Plans provides the narrative to understanding the
SDBIPs.
The purpose of this report is to submit the 2009/2010 Directorate's SDBIP
information packs to the Portfolio Committee for consideration and
recommendation to the Executive Mayor. The Directorate SDBIP information
pack is attached as Annexure A. The electronic versions will be placed on the
city website at www.capetown.gov.za/idp after it has been noted by Council.
09_10 DIR_DEPT SDBIP REPORT.doc
(Template updated April 2009J
Page 2 of 6
7.
7.
7.
RECOMMENDATIONS
1163
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
Dat die portefeuljekomitee aanbevelings by die uitvoerende burgemeester
maak
oor
die
inhoud
van
die
diensleweringsen
begrotingsimplementeringsplanne en sakeplanne van direktorate vir
2009/2010.
7.2
Dat
die
burgemeesterskomitee
die
diensleweringsen
begrotingsimplementeringsplanne en sakeplanne van direktorate vir
2009/2010 goedkeur.
7.3
raad
kennis
neern
van
die dienslewerings- en
Dat die
begrotingsimplementeringsplanne en sakeplanne van direktorate vir
2009/2010.
09_10 DIR_DEPT SDBIP REPORT.doc
[T emplate updated April 2009]
Page 3 of 6
8.
DISCUSSION/CONTENTS
8.1.
1164
Constitutional and Policy Implications
The process is driven by legislation.
8.2.
Environmental implications
Does your report result in any of the following:
No
[8J
Yes
(if yes, please complete the section below by clicking on the relevant tick boxes)
Loss of or negative impact on natural space
and/or natural vegetation, rivers, vleis or
wetlands?
An increase in waste production or
concentration, pollution or water usage?
0
Loss of or negative impact on the city's
heritage, cultural and scenic resources?
0
0
Development or any construction within
500m of the coastline?
0
Does your activity comply with the National Environmental Management Act (NEMA)?
(mark by clicking on the tick box)
Yes
0
No
o
Does your report complement and support the City's approved IMEP strategies?
(if yes, please select from list below by clicking on the relevant tick box)
Biodiversity Strategy and
Biodiversity Network
Environmental Education
and Training Strategy
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
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.
Negatively impact on Cape Town's
unique environmental assets?
Legal Implications
The process of preparing a Service Delivery and Budget implementation
plans must inter alia, comply with:
Section 53 (1 )(c)(ii) and 69(3)(a) of Act No. 53 of 2003: Local Government:
MuniCipal Finance Management Act.
09_10 DIR_DEPT SDBIP REPORT.doc
[Template updated April 2009]
Page 4 of 6
8.4.
Staff Implications
1165
Does your report impact on staff resources or result in any additional staffing resources
being required?
8.5.
No
[8J
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
[8J
Yes
8.S.
0
Other Services Consulted
All relevant Directorates
09_10 DRDEPT SDBIP REPORT.doc
[Template updated April 2009]
Page 5 of 6
1166
ANNEXURES
Annexure A:
Directorate and Department Service Delivery and Budget Implementation
Plans and Departmental Business Plans
FOR FURTHER DETAILS CONTACT:
NAME
CONTACT NUMBERS
E-MAIL ADDRESS
DIRECTORA TE
FILE REF No
SIGNATURE: DIRECTOR
Cheryl Basson
0214003331
cheryl.basson@capetown.gov.za
Strategy andplanning
B
REPORT COMPLIANT WITH THE PROVISIONS OF
COUNCIL'S DELEGATIONS, POLICIES, By-LAWS
AND ALL LEGISLATION RELATING TO THE MATTER
UNDER CONSIDERATION,
NON-COMPLIANT
LEGAL COMPLIANCE
(Author to obtain signature before submission to
Executive Support)
COMMENT:
Comment:
EXECUTIVE DIRECTOR :
~ ~ "2G'{:
[Compulsory to Insert name]
(Author to obtain signature before submission to
Executive Support)
DATE
w-O£'· ~
~~~
~ ~.
(Author to obtain all signatures before submission to Executi e Support)
09_10 DIR_DEPT SDB1P REPORT. doc
[Template updated April2009j
Page 6 of 6
..
-~.
r~~
116 'i
2009/2010 : STRATEGY AND PLANNING DIRECTORATE SDBIP
-
1
c:
0)
E
.
ALIGNMENT TO lOP
1::
"'0)
0_
2
0)
3
'0;
c:
Baseline
08109
Annual Target
(Target in
brackets)
200912010
General
Frequency
0
Comments
30 Sept 2009
31 Dec 2009
31 March 2010
30 June 2010
Council
approved draft
CDS
Framework for
discussion with
strategic
stakeholders
Approval by
Mayea and Council
on final CDS (incl.
Action Plans)
Review lOP 10/11
in the context of
approved CDS
and approve
communication
strategy
Implement
communication
strategy of Council
approved City
Development
Strategy (CDS)
80%
800/;
80%
80%
"'III
0)
0:
~
PBOM
Shared
Economic
Growth and
Development
Objective
.Q
Corporate
SFA&
Scorecard
Directorate
Indicator
ObJective No.
No.
Shared
Economic
Growth and
Development
I'
til
-~
TARGETS
Indicator
(To include unit of
measure)
1A.5115
Completion of the CDS
Establish a City Development
Strategy that puts people first for
the future growth and
development of Cape Town
which is supported by key
strategic stakeholders in the city
and that positions Cape Town as
a city :
- of educated and talented
people;
- with a quality of public life as a
key attractor;
- where the challenges of
urbanisation are tackled through
empowering people;
- that has a sustainable, low
carbon economy;
- that is a globally attractive
service. knowledge and
innovation centre; and
-with one plan for adaptation and
resilience to crisis
Sustainable urban growth and
development through legally
compliant tand-use and building
development management
Strategic
Council approval of 5 Year
framework for City Development Review
discussion
Strategy (CDS)
with the Key
Stakeholders
% of LUM development
applications finalised:
Minor applications
(Permanent departures):
Within statutory
timeframes
80';; -----
75%
~-~
-Quarterly
-~~
CDS should provide a long term (30
year) vision for Cape Town. CDS is a
collective strategy owned and driven by
the public. private and civic leadership of
Cape Town. It will set directions to guide
city decisions about services.
development and budgets over the long
term, however. it is not a detailed plan
and budget. It will provide a basis for
consistent decision making, prioritising
project and resource aliocation. It will
give confidence to investors and other
City stakeholders that the City's
leadership know where they want to take
the city and how they intend to get there.
----
Minor LUMS- all permanent departures
I
5
~~-,-
Shared
Economic
Growth and
Development
P8DM
- % of LUM vcvc'u~'"~'''
applications finalised:
Major applications (Ali
other): Within statutory
limeframes
r-~
~-----~
-
---
------
75%
80%
6
Quarterly
75%
80%
- - - - C:c:-:~~
Major LUMS - all other applications
80%
----
~-~--~~-~
Page 1
-~~
0910 SDBIP DIRDEPT JUNE. 2009
V 7.xlsm
..... ..... ,I',..... ~. "' ...
~..::..;,.,
3
Corporate
SFA&
Scorecard
Directorate
Indicator
Objective No.
No.
....c
(Target in
brackets)
measure)
"0
• .... "'t ............... "
2009/2010
Land Use
Strategies updated
based on Annual
Performance
Report
Quarterly
Land Use
Strategies
defined and
operational
responsiblities
allocated
I
" % of BDM building plan
applications finalised
within Statutory
Timeframes: 30 days for
plans <500m'
1A.6/14
iPB5M
95%
Annual land use
Strategies
Performance
Report completed
and accepted by
EMT
Land Use
Strategies updated
based on Annual
Performance
Report
96%
Quarterly
96%
96%
96%
96%
Minor BDM: Plans smaller than 500
square metres in extent;
Major BDM: Plans larger than 500
square metres in extent
----
• % of BDM building plan
applications finalised
within Statutory
Timeframes: 60 days for
plans >500m'
95%
96%
Quarterly
96%
96%
96%
96%
Value of building plans
(include both commercial
and residential)
Minor BDM: Plans smaller than 500
square metres in extent:
Major BDM: Plans larger than 500
square metres in extent
-
----
PBDM
Shared
Economic
Growth and
Development
Land Use
Strategies linked to
KPt's on relevant
scorecards
- f----
~-----
-~
,J!... 1--
116~
0::
PBDM
Shared
Economic
Growth and
Development
30 June 2010
.'.'
I
8
31 March 2010
Q.
New
Shared
"conomic
Growth and
Development
31 Dec 2009
III
0>
• lUM agenda
Implemented
~
Comments
30 Sept 2009
Rand value
Quarterly
2.171.901.404
1.974.773.294
1.521.542.806
1.302_554.413
Quarterly
85%
85%
90%
95%
#
#
#
#
Indicator of the economy; outcomes
based
I
10
----
Good
Governance
and
Regulatory
Reform
,J.1..
----
Good
Governance
and
Regulatory
Reform
PBD~
New
-- \----- .. -
'Number of unauthorised
land uses rectified within
notice period
New
PBDM
Good
Governance
and
Regulatory
Reform
-----
New
Quarterly
--~~------c-
Ely~law promulgated
Improve Local Government
legislation for land-use
management and building
development management
through a comprehensive review
of the relevant legislation, pol icy
[frameworkS and procedures
I
New
f-.---
[PBDM-
12
13
~-
"% of enforcement
complaints acknowledged
and responded to
(complainant) within 7
working days
New
Final By-law
promulgated
Quarterly
1------Consultant - Draft By-law
Comments of
Final By-law
appointed
circulated for public public process
promulgated
engagement
incorporated in the
process
Draft I:ly-Iaw
The number of responses served will
form the basis for the formulation of
further enforcement KPI's; Baseline to be
determined after 09/1 0
Tllis-wiII-inform Land Use Management
Is.!':tern - The framework will support the
Ilzs- This is the first step towards l~w
Reform.
I
i
i
---"----
Page 2
0910 SDRIP DIRDE:PT JUNE _2009 FINAL V 7_xlsm
I
~...:,:....
3
Corporate
SFA&
Scorecard
Directorate
Indicator
Objective No.
No.
Good
Governance
and
Regulatory
Reform
~
Sustainable
Urban
Infrastructure
and Services
........J'- ............
.Q
measure)
'iii
c:
(Target in
brackets)
Sustainable
Urban
Infrastructure
and Services
Comments
30 Sept 2009
0
31 Dec 2009
31 March 2010
,,,1169
30 June 2010
"'I/)
~
Strategy
and
Planning
ERM
Improve Local GOvernment
legislation for land-use
management and building
development management
through a comprehensive review
of the relevant legislation, policy
frameworks and procedures
Development of procedures
for integrated policy
development across
Directorate Departments
I
New
Improve the City's environmental 'Environmental Agenda-implemented
compliance and performance
through the implementation of
systems and frameworks to
manage the city's unique
environmental assets
IMEP Review
and
recommendati
ons emerging
approved by
Council
(Phase 1)
Procedure
Document
• Departmental
Business
Improvement Plan
implemented and
operational
-Sectoral
strategies updated
based on An n ual
Environmental
Performance
Report
~
,.'"'''1 ............ .1
2009/2010
ERM
Improve the City',s environmental
compliance and performance
througrl the implementation of
systems and frameworks to
manage and maintain the city's
unique environmental assets"
• ESlablish a Formal
monitoring structure
New
-Revised Integrated
Coastal Zone
Management Strategy
endorsed by relevant
portfolio committees
New
Quarterly
10% complete
Quarterly
Environmental
Strategies
defined and
operational responsibilities
allocated
40% complete
Annual
Environmental
Performance
Report completed
and accepted by
EMT
I
80% complete
-Departmental
Business
Improvement
Plan
implemented and
operational
The Environmental Agenda will be
-Departmental
monitored by the Slralegy and IDP
Business
Improvement Plan Subcommittee( STRIDE).
implemented and
operational
-Sectoral
strategies
updated based
on Annual
Environmental
Performance
Report
'Sectoral
strategies updated
based on Annual
Environmental
Performance
Report
Report to STRIDE
Report to STRIDE
6 monthly
Improved 'coastal
management
across all sectors
16
Procedure
Document
Quarterly
Report to STRIDE
Draft
Integrated
Coastal Zone
Management
Strategy
submitted to
Council for
approval
-Revisel:l7Final
Integrated Coastal
Zone
Management
Strategy
approved.
-I nstitutional
review of coastal
management and
associated risks
completed and
submitted to EMT
for consideration
r=---c---
Business Plan for
the
implementation of
the strategy
defined and
resourced
-Improved coastal
management
across all sectors
f-----
-Roles and
responsibllties for
the
implementation
defined, allocated
and accepted
-.
Page 3
0910 SD81P DIRDEPT JUNE. 2009 FINAL V 7.xlsm
Corporate
SFA&
Directorate Scorecard
Objective No. Indicator
No.
I
Sustainable
Urban
Infrastructure
and Services
~­
measure)
'iii
c:
o
(Target in
brackets)
Comments
2009/2010
30 Sept 2009
Q.
'"
&
Improve the City's environmental
compliance and performance
through the implementation of
system s and frameworks to
manage and maintain the city's
unique environmental assets"
-City wide alien (Fauna &
Flora) invasive control &
eradication strategy
implemented
New
Quarterly IAction plan
review
31 Dec 2009
31 March 2010
30 June 2010
····1170
Reduction in alien loperational Action IAnnual action plan 2014 Target: The development and endorsemen
of a progressive and effective Climate Change
finalised
invasive species
Plan reviewed
ptation Plan of Action thai remains up·to·date
calculated and
current international information and trends
reported on
.(determination of
which fosters and promotes city, community
the base/ine)
and individual resilience to environmental change
19
Page 4
0910 SDBIP DIRDEPT JUNE. 2009 FINAL V 7.xisrn
3
~.;...,
Corporate
SFA&
Scorecard
Directorate
Indicator
Objective No.
No.
...........)"""""' .... ,,""
measure)
'iii
t:
(Target in
brackets)
200912010 "- n"\i'''''''''Y"-""---"""-
0
a.
-
"""""""--------
Comments
30 Sept 2009
31 Dec 2009
31 March 2010
'Complete
ground-tnuthlng
of Critical
Biodiversity
Areas (CBA)
wetlands
Collaborate
Ground Truth
information to draft
Environmental
Management
Frameworks
(EMF's)
'Wetland
conservation
priorities (Critical
Biodiversity
Areas (CBA) and
Critical Ecological
Support Areas
(CESA)
integrated into
Biodiversity
Network
1171
30 June 2010
0>
'"
~
ERM
Sustainable
Urban
Infrastructure
and Services
Improve the City's environmental
compliance and performance
through the implementation of
systems and frameworks to
manage and maintain the city's
unique environmental assets"
·Prioritization of wetlands New
within the CCT completed
with input from wetland
experts and local wetland
community (including
Catchment Management
.... ,,~~'" ""m; and wetlands
I assigned apprap"a!e
uo~,~, 'o"v on the
8,vuov",.:':,y Network Lt.o
Critical Biodiversity Areas
(CBA) or Critical
Support Areas
classification
I (Ci
Comprehensive
Overall
Management
Framework for
Wetlands finalised
Quarterly
Comprehensive
Overall
Managemenl
Framework for
Wetlands finalised
2014 Target: At a minimum. 60% of areas
identified to meet our biodiversity targets will
be under formal management, including
proclamation and stewardship agreements,
and will be secured for future generations.
increase its investment in these
biodiversity areas so as to build their role as
key economic. sociol, recreational and
educational assets
20
ERM
!
Manage City environmental
Phase 1 of City
_"
legislative compliance for major Ei '"u""'''''''''l..Or''~''d''''''
strategy complete.
capital programmes, planning,
implementation, auditing and
reporting
New
60% of compliance Quarterly
assessment and
environmental law
framework
completed.
Environmental
compliance
strategy
Iappra~ed by
1~I~vant
portfolio
committees
Implementation of 50% of
60% at compliance
environmental
compliance
strategy achieved
compliance far two strategy achieved
services commitment and
resources
allocated
21
ERM
Energy
IEff
a
Future
for
,Ie
Leading and Directing the City of IOng?~~ leadership w.r.t
the
Energy and
Cape Town Administration's
Climate Change Strategy.
Energy and Climate Change
Strategy and guiding
implementation thereof.
New
Energy Action Plan
incorporating
activities across all
directorates and
including Corporate
and City-wide
activities; targets
incorporated into
departmental
scorecards
'Review of Energy
and Climate
Change Strategy
and associated
targets initiated.
Quarterly
Draft Energy
Action Plan
Draft Energy
Action Plan
mainstreamed into
all Directorates and
relevant
departments.
Communications
Plan under
implementation"
~.
Final Energy
Action
Action Plan
Plan H .U,~' ' " ' ' ' ' ';;
mainstreamed Into activities across all
all Directorates
directorates and
and relevant
including
departments
Corporate and
CitY-Wide
activities;
H~
"o'ou
departmental
scorecards
The Energy and Climate Change Strategy
(2006) sets out a range of targets" These
need to be updated to align "ith national and
provincial targets in the near future Some of
the 2006 Targets include: 10% Renewable
Energy by 2020; C02 emissions reduced by
10% from 2005 levels by 2010 - there afe a
range of others. The City needs to
substantially increase implementation in oder
to tackle these targets.
• Review of Energy
and Climate
Change Strategy
and associated
targets initiated,
22
Page 5
0910 SDBIP DIRDCPT JUNE
FINAL V 7xlsm
I
SFA &
Corporate
Directorate Scorecard
Objective No. Indicator
No.
:5-
measure)
'iii
I:
o
Comments
(Target in
brackets)
2009/2010
New
Climate Change
Adaptation plan
integrated Into line
function business
plans, the IDP and
Cily Development
Strategy. Corporate
Risk Register and
the City's Disaster
Management Plan
Quarterly IComplete Risk Draft Adaptation
Final Adaptation
Plan mainstreamed Plan
Assessments
and Incorporate into Directorate
mainstreamed
Risk Register and Directorate Risk
City's Disaster
Register and City's
ICity Development
Management Plan Disaster
Disaster
Management Plan Strategy. Corporate
Management
Risk Register and
Plan
the City's Disaster
Management Plan
3rd round of
advertisement of
CitySDF and
District SDP's far
comment
completed (subject
to timing of
feedback from
PGWC)
Quarterly I 2nd rauncfof
public
engagements
being
concluded
30 Sept 2009
31 Dec 2009
31 March 2010
30 June 2010
C.
III
1172
&
of a
Reduce vulnerability to climate
change impacts by
IPlan
strenghtening risk management
response
Energy
Efficiency for
a Sustainable
Future
Current (2009) baseline: A draft Climate
Change Adaptation Plan of Acuon has been
prepared,
2014 Target: The development and
endorsement of a progressive and enective
Climate Change Adaptation Plan of Action
that remains up-to-date with current
intarnational information and trends and
w\1'lch fosters and promotes city, community
and individual resilience to environmental
change
23
5A.1
SPUD
Improve and Develop Integrated
Human Settlements
City
Spatial
Development Plans
(SDP's)
Draft Plans revised I
SDF & IPGWC'S
for submission to 8 District
provisional
PEPCO
approved by
Inspection
concluded
PEPCO for
submission to
PGWC for
Integrated
Human
Settlements
24
SPUD
Improve and Develop Integrated 18 Lacal~Area Spatial Plans
Human Settlements
initiated per Planning
District
8 Rapid local
area spatial
plans initiated
8 Rapid local area 8 Rapicllocal area 8 Rapid local area
spatial draft plans spatial plans
spatial plans
completed
prepared
completed
Integrated
Human
Settlements
25
Page 6
0910 SDBIP DIRDEPT JUNE, 2009 FINAL V 7,xlsm
3 I
'iii
1
0:
0
(Target in
brackets)
1
200912010
I" .. ,-... -, 1
{;Ommenls
Sept 2009
30
31 Dec 2009
31 March 2010
30 June 2010
.,
Q.
1173
t:!'"
I
SOl & GIS Enhance responsible and
'accountable governance through
lestabliShment of Integrated
Information & knowledge
Good
Governance
and
Regulatory
Reform
~ GOOd·
measure)
.Q
Corporate
SFA&
Scorecard
Directorate
Indicator
Objective No.
No.
Development of an
Integrated Spatial
Information System to link
GIS, LIS and SAP
systems to ensure access to
quality information required for
decisionmaking
SOl &GIS Improvement of community
satisfaction
B.C.111
Governance
and
Regulatory
Reform
I
Corporate
Services
8A Ensuring
System completed
100%
completion of and installed
Physical
Design and
Spatial Data
Framework
Quarterly
I
% completion ohommunity
survey
enhancedsorvlce -[Retenilonoi Skills as
delivery with efficient institutional measured by staff turnover
2008 Survey Survey completed
5 to 8% overall
turnover
Quarterly
Quarterly
-Completion
'Data base
and sign·off of: developed and
• database
completed
design
specifications
'Planning for
functional
Phase 2 (to
specifications
include all
Technical
departments)
specifications
- Workflow
Specifications
• Operational
Interface
model for on·
Design
going
management of
'System
ISIS system
agreed with
development
initiated
departments;
Resource needs
identified and
'Draft
Operational
submitted for
model for on·
2010/11 budget
going
-Ensure
llanagcment
of ISIS system budget for
Phase 2
Questionnaire
design and
fieldwork
completed
5 to 8% overall
turnover
·System
development
completed
'Scope of Phase
2 agreed
-Implementation
of operational
model initiated
Data analysis
Surveyifndings
completed and
submitted to
preliminary results relevant
presented
committees
Is to·8% overall
turnover
5 to 8 % overall
turnover
·System testing
completed.
System Installed.:
Operational (Staff) funding
to
secured for the implementation of the
operational model. ISIS Phase 2 to be
implemented in 10111 financial year.
'Project Plan for
Phase 2
developed
• Operational
model with current
resources in place
(additional
resources to be
secured)
IAPPoiiitment of
consultant for
2010/11 Survey
5 to 8 %
turnover
overaii
IMethodology to include surJey of
councillors.
All staff: total terminations as % of staff
rnrnplement each month, as measured over
the preceding 12 month
(i.e. a 12
month
average).
will exclude
seasonal.
term/temporary. student
contrac!S
arrangements
18 to 12% within
skilled categories
Quarterly
8 to 12% within 18 to 12% within
skilled
skilled categories
categories
o
.,
0
""
8 to 121, within
8 to
skilled categories
skilled categories
12 Yo wlthm
Target - at any pOint in tirne, the
organisation/directorate/department should
have a staff turnover % for tho preceding 12
months which fails within the target of 4% _
8%.
Scarce Skills: as for the above. but
to
the following EE
Legislators &
isenior managers,
Technicians
and other profeSSionals. In this case 1I1e
target parameters are 8% ~ 12% ,
Data Source: SAP & SAP 01
29
Page 7
0910 SDBIP DIRDEPT JUNE. 2009 FINAL V 7.xlsm
3
Corporate
SFA&
Scorecard
Directorate
Indicator
Objective No.
No.
\.::>000
measure)
'iii
"
(Target in
brackets)
Regui~''''''
200912010
~
. -.,-_ .. _"
0
Comments
30 Sept 2009
31 Dec 2009
31 March 2010
30 June 2010
NIA
NIA
N/A
$4% average for
the period 1 July
2009 to 30 June
2010
1174
0.
0>
'"
0:
Staff availability as
8A Ensuring enhanced service
delivery with efficient institutional measure by % absenteeism
arrangements
Governance
and
Reform
:5-
Quarterly
;;4 % average for
the period 1 July
2009 to 30 June
2010
SA.3
30
Good
Governance
and
Regulatory
Reform
8 B Management of key financial % of Capital Budget spend
86.3
95%
------------------
Governance
and
IRegulp'''rv
IReform
8 B Management of key financial % of Operating Budget
8B.4
Based on
DirlDept.
I~~~ected cash
31
I~
Quarterly
and governance areas such as
income control, cash fiow.
indigent support, alternative
income opportunities, asset and
risk management
and governance areas such as spent
income control, cash flow.
indigent support, alternative
income opportunities, asset and
risk management
95%
-"''''''''''~" refiecting Actual spend /
Planned Spend.
95%
Based on Ok/Dept. Based on
projected cash flow DirlDepl. projected
cash flow
---.
Quarterly
Based on OirlDepl.
Based on
Based on
projected cash fiow Dir/Dept. projected
Oir/Dept.
projected cash
cash flow
ftow
95%
Total actual to date as a percentage of
the total budget including secondary
expenditure.
32
~:;~~~tOry
Reflects the
,~,' of assets
annually verified for audit purposes.
,a""tle, "e,,, of key financial % annual asset verification
and governance areas such as process completed
income control, cash flow,
indigent support, alternative
income opportunities, asset and
risk management
8
Good
Governance
and
86.10
100%
33
-------70% ---
8 B Management of key financial Percentage reduction in the
Good
Governance
and
Regulatory
Reform
34
and governance areas such as number of recurring
findings emanating from
income control, cash flow.
Internal Audit
indigent support, alternative
income opportunities, asset and
risk management
8B.8
Quarterly
0%
0%
0%
100% completed
70%
70%
70o/~
70%
and
It is the reporting
monitoring of the
reduction (in percentage) of the findings
of audit follow· ups performed in the
quarter.
The liming for corrective action
implementation is normally provided by
line.
Audits I follow-ups will always only take
place after agreed implementation dales
of corrective action. It will either be 'Not
Applicable' to Management if an audit or
follow-up hasn't taken place at the time
of reporting or there wiil be a P"l "'" "",ye
change / status quo if an
has taken
place and there has been improvement I
no change respectively in the situation
since the las! audit.
--
Page 8
0910 SDBIP DIRDEPT JUNE 2009 FINAL V 7.x15m
3
Corporate
SFA&
Scorecard
Directorate
Indicator
Objective No.
No.
-= -
.0
---1-_ .. --
measure)
'iii
(Target in
"0
, .................. .1
Comments
30 Sept 2009
31 Dec 2009
31 March 2010
30 June 2010
10%
30%
60%
90%
Q.
'0>"
1 f 75
0::
% budget spent on
8A Ensuring enhanced service
delivery with efficient institutional implementation of WSP
arrangements
Good
Governance
and
Regulatory
Reform
2009/2010
brackets)
90%
Monthly
A Workplace Skills Plan is a document
Ihat outlines the planned educalion,
training & development interventions for
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.
(6) Manual exercise on which Seminars
& Conferences costs are calculated.
BA.4
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 bill as per the Act.
Data Source: SAP & SAP 61
35
Percentage improvement in
8A Ensuring enhanced service
delivery with efficient institutional the positive employee
climate as per annual
arrangements
Culture Climate Survey
Good
Governance
and
Regulatory
Reform
New
31 % Corporately
(Directorate &
Departmental
targets will only be
available once the
current survey has
been completed)
Quarterly
New
Compile Action
Plan in line with
recommendations
Quarterly
Identify
Complete
requirements
assessment
and
methodology for
the assessment
Analysis of results Compile Action
and
Plan in line with
recommendations recommendations
12% reduction in
time taken to close
notifications
(measured against
the baseline)
Quarterly
3% reduction
on 2008/2009
baseline
6% reduction on
9% reduclion on
2008/2009
2008/2009
baseline
baseline
NIA
NIA
NIA
31 % Corporately
(Directorate &
Departmental
targets will only be
available once the
current survey has
been completed)
BA.S
The Loyalty Index measurement
comprises 12 "Touch Points" as an
indicator of how 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 refiect 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 Survey is driven on a
corporate level. Line departments are
encourage to implement corporate
initiatives to improve staff morale e.g.
Leadership development Program,
Coaching & Mentoring courses.
36
SOl & GIS Undertake a Directorate Progress in completion of
& Support focused staff assessment to
Directorate Staff
Services complement the Corporate Staff assessment
Survey
37
1",000
Governance
and
Regulatory
Reform
SA.7
Percentage improvement in
8A Ensuring enhanced service
delivery with efficient institutional the time taken 10 close
notifications in terms of the
arrangements
Corporate Works
Management process
New
12% reduction in
time taken to close
notifications
(measured against
the baseline)
The 4 month rolling average age of all
notification closed within the preceding 4
month period will be used to measure
performance.
38
Page 9
0910 SDBIP DIRDEPT JUNE. 2009 FINAL V 7.xlsm
.l:!:::~
I
3
Corporate
SFA&
Scorecard
Directorate
Indicator
Objective No,
No.
-
... ,1 ..............
.c
measure)
'iii
c
0
a.
0)
2009/2010
New
80%
1
.... "1- .......... ,
Comments
30 Sept 2009
31 Dec 2009
31 March 2010
30 June 2010
80%
BO%
80%
80%
11 76
Il>
0::
Percentage of capital
8A Ensuring enhanced service
delivery with efficient institutional projects meeting onginal
planned milestones
arrangements
Good
Governance
and
Regulatory
Reform
(Target in
brackets)
Quarterly
IA capllal project is" planned tempo,".,), task
iunde,tak€In
creste
Q
a
umque
fixed time scala
financial years) and
mobilisation of resources
I
more
involving the
a nurnber of
different functions (or disciplines).
Projects in this instance 10 hClVf! a value
exceeding R200 000.
Projects under R200 000 to have a minimum oj' 3
appropriate rniJestones identified,
Butk \,Iotes to be broken down into individual
projocts and planned accotdingly
,
A formula is applied at Departmental, DIrectorate
!evels whir.h implies different
&
i,.ep,?rtmg. 1 targets achieYed.
level the follOWing formula
applies'
milestones
# of Projects
# of Capital Projec!s Departments
BA.G
IAt'
At Directorate level:
SUM Results ,DepartrTlents)
)( 100
Number of departments
IAt
SUM
11
39
i~.
~
Approved by Executive Director:
~
Approved by Mayea Member:
~
/leuv,JQ VlclY
Date:
Date:
=
ZI.'O.r;.,~
~!lOol~,
I
44
-----
ALIGNMENT TO IDP
SFA&
46
)( 100
-----
0Q.
i 45
=
level:
[Directorate)
Directorate
Objective No.
Corporate
Scorecard
Indicator No.
~ffi
~E_
ois
Q.Q.
<I)
Objective
Indicator
(To include unit of
measure)
Il>
&!o
Reduce Energy consumption in the % reduction in
Cape Metropolitan Area to below
unconstrained use of
projected unconstrained energy
electricity
consumption
fEriergy
I;~~,i~:~~LhIO
Future
Baseline
OBI09
(Target in
brackets)
10317 Gwh
...
~.
TARGETS
Annual Target
2009/2010
10% reduction
Frequency
Quarterly
3A.1/1B
I
147
Page 10
30 Sept 2009
31 Dec 2009
31 March 2010
30 June 2010
Maintain
reduction of
10% in energy
consumption
below projected
unconstrained
energy
consumption
Maintain reduction
of1 0% in energy
consumption below
projected
unconstrained
energy
consumption
Maintain reduction
of 10% in energy
consumption
below projected
unconstrained
energy
consumption
Maintain reduction
of 10% in energy
consumption below
projected
unconstrained
energy
consumption
-----
General
Comments
The Energy CommiUee will delermine the
Roles and Responsibilities of the variolts
contributing Departments in the city to
achieve the determined target of 10%
reduction in energy.
L.....~~ ...
0910 SDBIP DIRDEPT JUNE, 2009 FINAL V 7.xlsoo
C,!lf Of ~m 11111. i ISIUt. $AS(UP~ ! SIlD umu"
DEPARTMENTAL BUSINESS PLAN
2009/2010
....
DEPARTMENT: Strategic Development
Information and GIS
DIRECTOR
: Keith Smith
--
-.:l
-.J
1. PURPOSE AND SERVICE MANDATE OF THE DEPARTMENT
The City of Cape Town has to address a wide range of urban development needs with limited resources. To ensure
that these resources are targeted effectively, development planning, properly informed by the right information and
knowledge, is needed.
Our vision is to be the key supplier of information and knowledge-sharing in order to aid strategic planning and
decision-making in the City. This is based on the belief that validated information and knowledge are key elements
planning and decision-making.
The goal of the department is to strengthen the use and application of information and knowledge in contributing to
the City meeting its Constitutional Mandate of a developmental local authority by
>-
>-
Providing accurate spatial data and information to inform infrastructural and operational planning. The
department delivers on this through:
o The establishment and maintenance of Town Survey Marks as reference points for determining location
o Performing global positioning surveys
o Acquisition and maintenance of aerial photography for the City Of Cape Town
o Maintenance of the city's cadastral data
Developing systems and processes for improving integration/sharing of and access to developmentjnformation.
The department will deliver on this through the implementation of its Mayco-approved Spatial Information
Strategy. In line with this strategy the department is establishing a number of systems/structures for the sharing
of information and knowledge including:
o the Integrated Spatial Information System (ISIS) to establish a centralised database for propertyrelated information
o the CityMaps office and GIS web-based tools e.g Spatial Reporting Tool (SRT) for the dissemination
of spatial and strategic information to internal users and external customers
o an Information & Knowledge Resource Centre{IKRC) to facilitate the sharing of and access to
knowledge assets including knowledge-based documents (e.g planning policies, development plans,
consultants reports etc)
......
-
........:I
00
~
Informing development and strategic planning through monitoring levels of development, development needs
and priorities and measuring developmental outcomes. In line with the CCT's goals of social and economic
development and the role of the Strategy & Planning Directorate, the focus of the department is on information
and knowledge for development. To this end the department's activities include the collection of data to
measure development the analysis of data to provide information for decision-makers and the interpretation of
development indicators and trends to inform strategic planning.
~
Establishing partnerships with external information and research agencies and institutions. The department is
dependent on a range of stakeholders both internally and externally - these include various national
departments (Land Affairs; Statistics SA), research institutions (e.g. Universities, HSRC; CSIR) . Part of the
department's role is therefore to engage with partners to establish partnerships or jOint initiatives to ensure the
sharing of information and knowledge between the City and these partners for their mutual benefit.
2. LEGISLATIVE IMPERATIVES:
The department is responsible for the following statutory requirements:
~
- ..J
t.l.:>
~
Land Survey Act 8 of 1997 Section 42(4)a
The positioning. creation and maintenance of the Town Survey Mark Reference System which provides
Land.Surveyors with a detailed reference grid to enable the positional fixing of property or engineering services
~
Spatial Data Infrastructure Act, No. 54 of 2003
Various provisions relating to the management of spatial data.
~
Municipal Systems Act, No 32 of 2000
In terms of the Municipal Systems Act (section 26), the City of Cape Town is required to monitor and
measure the existing measure levels of development within its area of jurisdiction; the lOP is required to contain
an assessment of the existing level of development as well as the development priorities of the municipality
3. PARTNERS AND STAKEHOLDERS IN THE DEPARTMENT
3.1 Customers and Services
.-----~~~~
Customer
Performed by the department on an
on-goi ng basis on behalf of the
organisation as a whole or set of
departments
Service
----- Town Survey Marks
- Management of corporate spatial database
- Corporate information strategy, coordination and
projects
- Community Satisfaction Survey
.
Consultancy to certam departments - Spatial database development
on request
GIS web-based applications
Global positioning surveys
Socio-economic surveys/research
Internal and external customers Requests for information (demographic; socio(inc!. City departments, developers, economic; mapping products)
estate agents, universities etc)
~~~-
-----------
I--::-~~
......
..-
00
o
3.2 Partners
Partners!
Stakeholders
Internal
Roles and Responsibilities
Initiatives
~
...
-----~
2
User departments
Management and sharing of departmental
information
Participate in the proposed spatial
information management forum and
corporate projects
GIS User Group
Community Services Info Group
Strategy & Planning GIS Group
Project Teams (ISIS, SRT, CityMaps.
IKRC)
IS&T
Ensure that the necessary technical
infrastructure is in place to support the
department's core business .
SI Strategy, ISIS project, SAP-GIS
integration pilot project
. .•. External
..
....
National Govt
Departments
. .•.•
i
..•......
.•...
..
.....
....
..
Provincial Govt
Information sharing; users of information;
development of spatial data standards and
policies
Information sharing; users of information
Statistics SA User Group
Commission for Spatial Information
SA Cities Network
(SACN)
Facilitate information and knowledge sharing
between the metropolitan municipalities
Universities
Creating knowledge through research
Cape Urban Observatory; CHEC Research
Group
GISSA (Geo-Info.
Society of SA)
Knowledge Sharing, Marketing GIS
GIS Week. GIS Day
Development Bank of
South Africa
Information and Knowledge Sharing.
Local Government Resource Centre
Spatial Information Workgroup with Dept.
Env. Affairs and Development Planning
Provincial Population Forum (Dept of Social
Development)
I
SACN Urban Indicators Reference Group
SACN Knowledge Mgmt Reference Group
.........
00
4. CHALLENGES AND CONSTRAINTS
The use of spatial information is fundamental to the urban planning and management of the municipal area as
most, if not all, urban management issues have a spatial dimension for example. infrastructure development takes
3
place at specific locations; our rates base is valued on the basis of properties and many social trends such as
crime, migration, incidence of TB etc have distinct spatial patterns. The availability of quality and relevant data and
information is a necessary foundation for effective knowledge management in the City of Cape Town.
The lack of investment in spatial information management over the years has meant that in terms of the critical
success factors needed to ensure effective corporate spatial management, the CCT currently falls short in a
number of areas. The following issues in the management of spatial information in the CCT needs to be addressed:
•
•
•
Lack of proper data management incl. unclear custodianship (ownership) of data leading to instances of
conflicting data and duplication; Lack of metadata (information about the data) and common standards
Limited Integration and Sharing of Data
While there is a centralized warehouse for spatial information in the CCT with certain departmental datasets
stored in the corporate spatial warehouse, data sharing tends to be limited.
Limited Accessibility of Information. Although the City has an established spatial warehouse in which the
city's spatial information is stored, access to this data by users is currently limited because of the absence of .
an effective web-based system for reporting information.
......
..To address these challenges, the Department has developed a corporate Spatial Information Strategy which
has been approved by Mayco. A business plan for the implementation of the strategy has also been
developed and endorsed by the Planning and Environment Portfolio Committee (PEPCO).
Currently, in terms of existing resources and skills within the department, there is a concentration on the
operational activities.in terms of (GPS surveying, maintenance of Town Survey Marks,photogrammetry). The broad
challenge for the department is to ensure that current operational services continue to be provided efficiently and
effectively while at the same time broadening the scope of the department to cover the new demands of the
organisation in relation to more strategic areas (analysis; business intelligence; knowledge management) .. The
department is currently inadequately resourced to deliver on both operational and strategic demands as vacant
posts that have arisen over the past 5-10 years have not been filled while, at the same time, the need and demand
for information has grown.
4
00
N
The challenge for future years is to ensure efficient resources for the on-going maintenance and management of
these resources and to shift the focus from the management of information to the interpretation and analysis of
information to inform and guide decision-making and resource allocation.
To address its resource constraints, the Department has put in place a number of contracts, following the nessary
tender processed, which will allow internal capacity to be supplemented with external contractors when necessary.:.
A Business Improvement Programme has also been initiated to ensure an optimal service model for the delivery of
its services. Given the backlogs that have arisen as well as the growing demands around spatial and strategic
information
5. RISKS ASSESSMENT
......
The major risks which the department has identified are:
• Insufficient human resources to ensure sustainability of projects (e.g. ongoing data quality
management)
• IS & T infrastructure needs and support needing to be met e.g. network capacity, support
• Dependency on other City Departments Lt.o supplying information, managing data effectively,
adhering to information standards.
.......
00
W
As the departments functions influence the management of the City's mission-critical property/spatial data,
the risks to the department also implies risks to the organisation in relation to:
completeness of the City's revenue
accuracy of billing
effective and legally-compliant decision making relating to planning and land management
5
6.
FINANCIAL INFORMATION AND STAFFING
[CAPEX BUDGET 09/10
L~31 ,911 ,808
7.
OPEX BUDGET 09/10
STAFFING
R 26,874,670.08
58
STRATEGIC ALIGNMENT TO THE IDP
The Department's activities support the 7 strategic focus areas; the focus of the department is reflected in
the Information and Knowledge Programme under SFA 7: Good Governance & Regulatory Reform.
lOP: Information and Knowledge Programme
o
o
The City will develop its data, information and knowledge assets to inform resource allocation and
monitor development trends. The use of Geographical Information Systems (GIS) to monitor
development in the city and as a decision-making tool is an important aspect of this. Through the
implementation of the Integrated Spatial Information System (ISIS) project, the City aims to integrate the
main property-related information which are currently held in many different systems and to improve the
management and integrity of property information in order to support City's delivery in terms of the land
management functions Le. land use planning and building development management; property
management; valuations; revenue, housing.
In line with the Spatial Data Infrastructure Act, the City will improve the management of spatial
information and make information more easily accessible by developing web-based tools to provide more
immediate access to information both to internal users as well as the public. The City also aims to
provide easier access to information products through a CityMaps kiosk (for access to mapping products)
and the Knowledge Resource Centre (for access to knowledge assets such as poliCies, planning
frameworks, etc)
6
......
__
00
.;:...
8.
OBJECTIVES AND INDICATORS OF THE DEPARTMENTAL SERVICE DELIVERY AND BUDGET
IMPLEMENTATION PLAN (SDBIP)
The specific objectives and indicators are:
Objective
Indicator
Enhance
responsible and
accountable
governance
through
establishment of
Integrated
Information &
knowledge systems
to ensure access to
information
required for
decisionmaking
Development of an
Integrated Spatial
Information System
to link GIS, LIS and
SAP
Annual Target
(by June 10)
System completed and
installed
Sept 09
Target
'Co lpletion and
sign off of:
- da 3base design
specifications
- fun ~tional
spec ifications
- Te :hnical
spec ifications
-Wo rkflow
Spe :ifications
Inte 'ace Design
-Sy tem
dev lopment
initia :ed
'Dra ft Operational
mod ~I for on-going
man ~gementof
ISIS system
Improvement of
% completion of
community survey
satisfaction
Survey completed
Que ;tionnaire
des In and
field vork completed
Dec 09
Target
developed and
completed
March 10
Target
'System
development
completed
-Planning for Phase
- Operational model
for on-going
management of ISIS
system agreed with
departments;
Resource needs
identified and
submitted for 2010
111 budget
-System testing
complete(
System in stalled.;
'Project F an for
Phase 2 ( eveloped
2 (to include all
departments)
June 10
Targets
• Scope of Phase 2
agreed
-Implementation of
operational model
initiated
.f
• Operatic nal model ,with curre nt
resources in place
(additiona
_&
resources to be
'Co
secured)
.......
~...
• Ensure capex
budget for ISIS
Phase 2
Data analYSis
completed
Survey findings
submitted to
relevant committees
ApPointm ent of
consultan for
2010/11 l urvey
7
-----.--~--
Annual Update of
Informal Settlement
Aerial Photography
and Shack Count
1--=--::::---------
lOP Needs
Analysis
% completion
-2008/09 Informal
Settlement Count
Completed·2009/10
photography published
-Counting of 50% of
informal settlements
completed-Aerial
photography
completed
Counting of 100% of
informal settlements
completed-Orthorectification
complete
GIS Shack count
layer with new
polygons
completed-Aerial
Photography loaded
onto GIS Production
server for Quality
Assurance
GIS layer with
statistics updated
on the Central
Warehouse
Server-Aerial
Photography loaded
onto the Corporate
Warehouse Server
Progress in
completion of lOP
Needs Analysis
report
Approved as part of lOP
Review initiated
Draft completed and
submitted for
comment
Submission
completed
Approved as part of
lOP
.--
,.
Number of
departments whose
information can be
displayed through
the reporting tool
System in place with
information from 12
departments loaded
Inventory and
processes of
additional 2
departments
documented
Content from
additional 2
departments loaded
into SRT
Inventory and
processes of
additional 2
departments
documented
Content from
additional 2
.'"'
departments loadedt
into SRT
Knowledge
Resource Centre
Number of
departments whose
knowledge assets
can be retrieved
through the KRC
Additional 2 departments
knowledge assets loaded
into KRC system
Additional 2
departments
knowledge assets
catalogued
Additional 2
departments
knowledge assets
loaded into KRC
system
Additional 2
departments
knowledge assets
catalogued
Additional 2
departments
knowledge assets
loaded into KRC
system
Establishment of
CityMaps business
operation
Progress in
completion of
City Maps business
Integrated business model
and operations
established
Draft Business
Model established
and workshopped
with stakeholders
Business model
finalised
Implementation of
new business
model
Integrated business
model established
and operarations
commenced
---
Web-based spatial
reporting tool
<,
8
Establishment of
web-based
clearinghouse
8A Ensuring
enhanced service
delivery with
efficient institutional
arrangements
Progress in
Completion of webbased spatial
information
clearinghouse
Retention of Skills
as measured by
staff turnover
Web-based clearinghouse
established
Copy Deck (content
of web page)
agreed with
Corporate
Communications
5 to 8% overall
turnover
Infrastructure for
Hosting the
ClearingHouse
Established
Pilot Clearinghouse
established and
Workshop to
external Cleints
Web-based
clearinghouse
established
5 to 8% overall
turnover
5 to 8% overall
turnover
5 to 8% 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
~~~-~~~
Retention of Skills as
measured by staff
turnover
----------
--------
-~~~
~-
8A Ensuring
enhanced service
delivery with
efficient institutional
arrangements
8 B Management of
key financial and
governance areas
such as income
control, cash
flow, indigent
support, alternative
income
opportunities, asset
and risk
management
8 B Management of
key financial and
governance areas
such as Income
control, cash
flow, indigent
support, alternative
income
opportunities, asset
and risk
Staff availability as
measure by %
absenteeism
% of Capital Budget
spend
Staff availability as
measure by %
absenteeism
95%
-~~~~~~
NtA
Based on Dirt Dept
projected cash
flows
NtA
Based on Dirt Dept
projected cash flows
NtA
Based on Dirt Dept
projected cash
flows
s 4% average for the
period 1 July 2009 to 30
June 2010
95%
.....
-
Oitl
""'-l
% of Operating
Budget spent
98%
Based on Dirt Dept
projected cash
flows
Based on Dirt Dept
projected cash flows
Based on Dirt Dept
projected cash
flows
9
,
I
-
management
% annual asset
verification process
completed
8 B Management of
key financial and
governance areas
such as income
control, cash flow,
indigent support,
alternative income
opportunities, asset
and risk
management
8 B Management of
key financial and
governance areas
such as income
control, cash flow,
indigent support,
alternative income
opportunities, asset
and risk
management
8A Ensuring
enhanced service
delivery with
efficient institutional
Percentage
reduction in the
number of recurring
findings emanating
from Internal Audit
100% completed
70%
N/A
N/A
N/A
100% completed
70%
70%
70%
70%
-
........
00
00
I
I
% budget spent on
implementation of
WSP
10%
30%
60%
90%
I
~
£rrC£ng~rn,:,e:::nc::ts"-_-I-
8A Ensuring
enhanced service
delivery with
efficient institutional
arrangements
Percentage
improvement in the
positive employee
climate as per
annual Culture
Climate Survey
----
Percentage improvement
in the positive employee
climate as per annual
Culture Climate Survey
N/A
N/A
N/A
31% Co",ora!ely
(Directorate &
Departmental
targets will only be
available once the
current survey has
been completed)
10
8A Ensuring
enhanced service
delivery with
efficient institutional
arrangements
8A Ensuring
enhanced service
delivery with
efficient institutional
~rrClngements
9.
Percentage
improvement in the
time taken to close
notifications in
terms of the
Corporate Works
Management
process
Percentage of
capital projects
meeting original
planned milestones
~-
--~---
Percentage improvement
in the time taken to close
notifications in terms of
the Corporate Works
Management process
Percentage of capital
projects meeting original
planned milestones
3% reduction on
6% reduction on
2008/2009 baselin e I 200812009 baseline
80%
80%
9% reduction on
2008/2009 baseline
80%
12% reduction in
time taken to close
notifications
(measured against
the baseline)
80%
~~-----
AUTHORISATION
....
-
The undersigned do hereby indicate their agreement with the contents of this document and the outcomes.
00
Si
~ ~"" \\~
e
Date
]2.\
r \LI.)D \
11
A
B
D
F
I
G
J
L
S
I
AS
AK
AT
AW
June 10
Targets
General Comments
2009/10: DEPARTMENT SDBIP: STRATEGIC DEVELOPMENT INFORMATION & GIS
1
ALIGNMENT TO IDP
TARGETS
2
>u
Link to
IDP
Focus Area
Link to
Corp.
Scorecard
Indicator
..
..a.
C
Objective
Indicator
Baseline
Annual Target
(by June 10)
..
..
c::
;:)
c:r
"-
E
"-
t::
til
Sept 09
Target
Dec 09
Target
March 10
Target
0
3
Good
Governance
and
Regulatory
Reform
8A.2
501 &GIS Enhance responsible
and accountable
governance through
establishment of
Integrated
Information &
knowledge systems
to ensure access to
quality information
required for
decisionmaking
Development of an Integrated
Spatial Information System to
link GIS, LIS and SAP
100%
completion of
Physical
Design and
Spatial Data
Framework
System completed Quarterly
and installed
'Completion and
sign-off of:
database design
specifications
- functional
specifications
- Technical
specifications
-Workflow
Specifications
Interface DeSign
-System
development
initiated
-Draft Operational
model for on-going
management of
ISIS system
'Data base developed
and completed
- Planning for Phase 2
(to include all
departments)
- Operational model for
on-going management
of ISIS system agreed
with departments;
Resource needs
identified and submitted
for 2010 f11 budget
-Ensure Capex budget
for ISIS Phase 2
I
I
-System
development
completed
-System
testing
completed.
System
installed. ;
-Scope of Phase 2
- Project Plan
for Phase 2
developed
agre~d
-Implementation of
operational model
initiated
- Operational
model with
current
resources in
place
(additional
resources to
be secured)
Operational (Staff)
funding needs to be
secured for the
implementation of the
operational model, ISIS
Phase 2 to be
implemented in 10111
financial year,
..
I •
\
.......
-
..-
c:..&:>
<:)
4
Good
Governance
and
Regulatory
Reform
8C,1
501 & GIS Improvement of
community
satisfaction
% completion of community
survey
2008 Survey
Survey completed
Annual
Questionnaire
Data analysis completed
design and
fieldwork completed
Survey findings
Appointment of Imc" 'vuv'v~i to include
submitted to relevant consultant for survey of councillors.
committees
2010/11
Survey
~L-
Page 1
0910 SDBIP DIRDEPT SDIGIS, April 2009 v, 1x15,x15
A
B
D
+'
Link to
IDP
Focus Area
Link to
Corp.
Scorecard
Indicator
c
F
Objective
G
Indicator
I
J
Baseline
Annual Target
(by June 10)
<I>
L
S
AS
AK
AT
Sept 09
Target
Dec 09
Target
March 10
Target
June 10
Targets
GIS Shack count
layer with new
polygons completed
GIS layer with
statistics
updated on the
Central
Warehouse
Server
AW
I
<I>
;:I
0-
~
u.
1::
S
C
os
Co
I
General Comments
'"
0
3
SDI &GIS Annual Update of
Informal Settlement
Aerial Photography
and Shack Count
% completion
2007/08
% completion
informal
settlement
count
completed and
published
Annual
·Counting of 50%
of informal
settlements
completed
Counting of 100% of
informal settlements
completed
·Aerial
photography
completed
-Ortho-rectification
complete
Review initiated
Oraft completed and
submitted for comment
I
·2008/09
informal
settlement
photog raphy
completed and
published
'Aerial Photography
loaded onto GIS
'Aerial
Production server for Photography
Quality Assurance
loaded onto
the Corporate
Warehouse
Server
6
SOI&GIS
lOP Needs Analysis
t-1-
---
Input submitted
Annual
within time-frames
----
SOl &G1S
Web-based spatial
reporting tool
~
Progress in completion of lOP
Needs Analysis report
2008/09 State
of Cape Town
report
Number of departments whose
information can be displayed
through the reporting tool
System
established
with content
from 4
departments
----
---
SOl &GIS
Number of departments whose
Knowledge Resource
knowledge assets can be
Centre
retrieved through the KRC
System
established
with content
from 6
departments
Submission
completed
..
Approved as
part of lOP
-----
I
.
--
System in place
with information
from 12
depa rtments
loaded
Quarterly Inventory and
processes of
additional 2
departments
documented
Content from additional 2 '"'' ~",u., and
departments loaded into processes of
SRT
additional 2
departments
documented
Content from
additional 2
departments
loaded into
SRT
System in place
with knowledge
assets from
additional 3
departments
loaded
Quarterly Additional 2
departments
knowledge assets
catalogued
Additional 2 departments Additional 2
knowledge assets loaded departments
into KRC system
knowledge assets
catalogued
Additional 2
departments
knowledge
assets loaded
into KRC
system
-
........
.....
'eb
:---
9
Page 2
09iO SDBlP DIRDEPT SDIGIS April 2009 v his xis
A
Link to
lOP
Focus Area
B
Link to
Corp.
Scorecard
Indicator
D
c=
F
Objective
I
J
Baseline
Annual Target
(by June 10)
G
Indicator
'"
l
E
.
AB
AK
AT
AW
Sept 09
Target
Dec 09
Target
March 10
Target
June 10
Targets
General Comments
'"e-
:l
~
Ii.
~
S
<:
g.
<1:1
0
3
SOl &GIS
City Maps
Kiosk
established
Establishment of
CityMaps business
operation
Progress in completion of
CityMaps business
Integrated
business model
and operations
established
Quarterly Draft Business
Model established
and workshopped
with stakeholders
IBusiness model finalised
Implementation of
new business model
Integrated
business
model
established
and
operarations
commenced
Pilot Clearinghouse
establrshed and
Workshop to
external Cleints
Web-based
clearinghouse
established
10
SOl &GIS
Progress in Completion of webEstablishment of web
based spatial information
based clearinghouse
clearinghouse
New
Web-based
Quarterly Copy Deck (content Infrastructure for Hosting
spatial information
of web page)
the ClearingHouse
clearinghouse
agreed with
Established
established
Corporate
Communications
11
18A Ensuring
enhanced service
delivery with efficient
institutional
arrangements
Percentage of capital projects
meeting original planned
milestones
Quarterly
A capita! plOject is a planned
temporary task undertaken to create a
unique producl within a fixed time
scale (usu2I!ly over one or more
ilmmcil'li years) and hud~f"t involVing
the mobilisation of resources from a
number of different ful1ctions (01
disciplines}
Projects in this instance ~o have Ii
va.lue exceeding R200 000.
..
Projects undflf R200 000. to have a ..
minimum of 3 appropril'lh~ mIlestones
identified.
Sulk votes (0 be broken duwll into
individual projects and planned
ac(;ordlngly,
C)()
-
Good
Governance
and
Regulatory
Reform
SA.6
80%
SO%
N12
N12
80%
N12
80%
A formula is ap~tf"d al D!,!p~al.
Directo.-ate & Corporate levels INhich
N12
80%
N12
impliES differ Ent fepnrUng nn t:argf"($
achieved.
At Departmentallcvc! the following
formula applies
# of Projects meeting Ulliestones
# of Capt!;3! Projects m DepartmenlS
%
N. Directorate level:
SUM Resujts (Oep8rtmen~}
Number of departments
X 100
%
At COJporate level;
SUM Resuns (D1rectnfate)
11 x 100=%
.,
12
-
c:.o
~
Page 3
0910 SDBIP DIRDEPT SDIGIS ApnI2009.v.1xls.xls
A
Link to
lOP
Focus Area
D
B
....c:
...
Link to
Corp.
Scorecard
Indicator
F
Objective
G
Indicator
I
J
Baseline
Annual Target
(by June 10)
L
E
AB
AK
AT
AW
Sept 09
Target
Dec 09
Target
March 10
Target
June 10
Targets
General Comments
0-
l!'
lL
~
S
...C::z
'...Q."
0
3
8A Ensuring
enhanced service
delivery with efficient
institutional
arrangements
Retention of Skills as measured
by staff turnover
5 to 8% overall
turnover
Quarterly 5 to 8% overall
turnover
5 to 8% overall turnover
5 to 8% overall
turnover
5 to 8% overall All staiL toiallenlllnations as %
of staff complement each
turnover
monfh, as measured over the
Iprecedlng 12 month period (IE
a 12
running average).
This will exclude seasonal,
short term/temporary, studenl
contracts
Target - at r:lny point in time,
the
Good
Governance
and
Regulatory
Reform
OrganiSatiOn/dlrectorate/departl
ment should have a staff
turnover % for the preceding 12
months which falls wilhin lhe
target of 4% 8°/0
Scarce Skills' as for the above,
bUllimlled 10 tM folloWJng EE
categories: Legislators & senior
managers,
IUI~
OO"'''dl',
Technicians and other
professiona~s. In this case the
target parameters are 8%
12%,
I
13
8 to 12% within
skilled categories
Good
Governance
and
Regulatory
Reform
Quarterly 8 to 12% within
skilled categories
8 to 12% within
skilled categories
8 to 12% within
skilled
categories
Data Source; SA~ & SAP; B;!"
.
)
14
Good
Governance
and
Regulatory
Reform
Corporate 8A Ensuring
Services enhanced service
delivery with efficient
institutional
arrangements
Staff availability as measure by
% absenteeism
Quarterly
,,4% average for
the period 1 July
2009 to 30 June
2010
4% average
for the period 1
July 2009 to 30
June 2010
:<;
N/A
N/A
N/A
--
-
~
~
W
15
Page 4
0910 SDBIP DIRDEPT SDIGIS April 2009 v.hls.xls
A
Link to
lOP
Focus Area
0
B
Link to
Corp.
Scorecard
Indicator
....c:
F
Objective
I
G
Indicator
l
J
Annual Target
(by June 10)
Baseline
<»
E
All
AK
AT
AW
Sept 09
Target
Dec 09
Target
March 10
Target
June 10
Targets
General Comments
<»
::I
cr
l!!
IL
1::
S
c:
'c.<»"
Cl
I
3
8B
8 B Management of
% of Capital Budget spend
key financial and
governance areas
such as income
control, cash flow,
indigent support,
alternative income
opportunities, asset
and risk management
Good
Governance
and
Regulatory
Reform
Quarterly Based on Dirt Dept Based on Dirt Dept
projected cash
projected cash flows
flows
95%
Based on Dirl Dept
95%
projected cash flows
Percentage reflecting Actual
spend I Planned Spend.
I
~ ,...
Good
Governance
and
Regulatory
Reform
----
8 B Management of
% of Operating Budget spent
key financial and
governance areas
such as income
control, cash flow,
indigent support,
alternative income
opportunities, asset
and risk management
I
95%
DiiT5ept
Quarterly Based on Dirf Dept Based on
projected cash
projected cash flOWS
flows
. -1-=--...._....
Based on Dirt Dept
95%
projected cash flows
"g~,'
spend I
reflecting
Spend.
.
i •
~
17
Good
Governance
and
Regulatory
Reform
18
% annual asset verification
SOl &GIS 8 B Management of
key financial and
process completed
governanca areas
such as income
control, cash flow,
indigent support,
alternative income
opportunities, asset
and risk management
--'---
100%
Annual
N/A
NIA
N/A
100%
completed
.
.
,
......
-
CJ:)
~
'-
PageS
0910 SDBIP DIRDEPT SDIGIS April 2009 v lxlsxls
A
lOPro
Llok
Focus Area
B
I
Scorecard
Indicator
L
31
Good
Governance
and
Regulatory
Reform
Corp_
Llok
ro
L'
D
F
G
Objective
Indicator
Baseline
Annual Target
(by June 10)
~
S
AS
AK
AT
AW
Sept 09
Target
Dec 09
Target
March 10
Target
June 10
Targets
General Comments
c:
<I>
:>
C"
E
LL.
:l
~
I
SOl & GISls B Management of
Percentage reduction in the
key financial and
number of recurring findings
governance areas
emanating from Internal Audit
such as income
control, cash flow,
indigent support,
alternative income
opportunities, asset
and risk management
70%
I Quarterly
laudlt
70%
70%
70%
70%
tallOW-uPs
pertormed In
!corrective action. It will either
be '1\101 Applicable' to
!Management if an audit or
IfOllow,u p hasn't taken place at
the time of reporting or there
will be a
cJlange I
status quo if an
has taken
place and there has
improvement 1 no change
respectively in the .ifUation
since the last audit
00
L
191
SDI &GIS 8A Ensuring
enhanced service
delivery with efficient
institutional
arrangements
Good
Governance
and
Regulatory
Reform
c.c::>
\ao%
% budget
on
implementation of WSP
I
wage bill ai\ per the Act
Daia Source. SAP & SAP 81
20
.......
1 :0
~.n
PageS
0910 SDBIP DIRDEPT SDIGIS . Aprrl2009.v his. xis
B
A
Link to
lOP
Focus Area
D
....c:
Link to
Corp.
Scorecard
Indicator
F
Objective
G
Indicator
G>
I
J
Baseline
Annual Target
(by June 10)
L
S
AB
AK
AT
AW
Sept 09
Target
Dec 09
Target
March 10
Target
June 10
Targets
General Comments
NIA
NIA
NIA
C
'"t:T
~
~
S
u..
t:
It
G>
0
3
-------
6A Ensuring
enhanced service
delivery with efficient
institutional
arrangements
I
Percentage improvement in the
positive employee climate as
per annual Culture Climate
Survey
Good
Govemance
and
Regulatory
Reform
r2.!.
31 % Corporately
(Directorate &
Departmental
targets will only be
available once
the current survey
has been
completed)
Annual
The Loyalty Index measurement
31%
comprises 12 "Tollr.h Pojnts~ as an
Corporately
Indicator of how weillhe City IS
(Directorate & dOing in relation to the
I
Departmental management of its human
ff'!sources, The interventions
In
targets will only place 10
be available
as a result of the last survey
reflect a
Improvement in the 4
once the
key ~Touch Poi(\ts~ which were
current survey identjfied of having the biggest
has been
impact on the staff loyalty index.
i hiS Improvement should cascade
completed)
into a % improvement in the
Loyalty Index_ The Culture Climate
I~u'~e~ is driven on a corporate
leveL
departments are
.encourage to implement corporate
initiatives to improve staff morale
e.g. leadership development
Program, Coaching &. Mentoring
courses.
~~~-
------
6A 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
12% reduction in
time taken to
close notifications
(measured
against the
baseline)
Quarterly 3% reduction on
6% reduction on
200812009 baseline 200812009 baseline
Good
Governance
and
Regulatory
Reform
9% reduction on
200612009 baseline
12% reduction
in time taken to
close
notifications
(measured
against the
baseline)
The 4 month rolling average
age 01 all notification closed
within the preceding 4
month period will ,be used 10
measure perform!,nce~
.
~2
Director
[¥.~~~~\~'-\
[\()i
1]2\ \\LOC>I
.....
-
t .Q
cr"
1
Page 7
0910 SDBIP DIRDEPT SDIGIS April 2009 v 1xis xis
em Of mt IMM ,ISiUQ sl.St~m i mD II.m·UM!
DEPARTMENTAL BUSINESS PLAN
2009/2010
DEPARTMENT
: Environmental Resource
Management
.....
-
( .0
DIRECTOR
: Osman Asmal
Contact Person
: Osman Asmal
-.J
Page 1 of 17. 0910 E Departmental Business Plan Environment OA edits 21 May.doc
1.
INTRODUCTION
The City of Cape Town's environment is its greatest economic and social asset. Globally unique and renowned as a sought after destination, the
city's environment underpins Cape Town's key tourism industry and property market, provides a range of ecological services, attracts international
investment, provides the opportunity for a high quality living environment and presents a range of social and recreational opportunities. The long
term sustainable management and protection of this unique environment, in a manner that optimises opportunities for current generations while
protecting the asset for future generations, must be central to the City's long term development plan.
Achieving long term sustainable management of the environment requires focus in two key areas, namely ensuring compliance with a range of
environmental legislation and secondly, through driving strategic programmes and interventions across City line functions and advocating effective
and efficient sustainable solutions.
Creating an enabling environment through developing the appropriate environmental policy, strategic and
operational frameworks is central to improved environmental performance. Public awareness and knowledge of environmental issues empowers and
capacitates Cape Town officials and citizens to make the right choices and promotes responsible decision-making and improved legal compliance,
while implementation of resource-efficient practices and technologies are key aspects in moving towards a sustainable future.
The ongoing
monitoring of progress in key areas of sustainability, as well as auditing of the City's environmental performance, will allow the City to determinEt
necessary courses of action in achieving that future.
2.
PURPOSE AND SERVICE MANDATE OF DEPARTMENT
Service Mandate
.......
-
~
The City Of Cape Town has committed itself to the mainstreaming of Environmental Management into its operations through the
adoption of IMEP in 2001, the IMEP Review in 2008, and the IMEP Environmental Agenda in 2009. The City of Cape Town formally
adopted IMEP in 2001 as an overarching environmental policy for sustainable development, which placed the wellbeing of people and the natural
resources on which they depend at the very top of the agenda.
Page 2 of 17. 0910 E Departmental Business Plan Environment OA edits 21 May.doc
The Environmental Resource Management department is tasked with leading the implementation of the City of Cape Town's Integrated Metropolitan
Environmental Policy (IMEP), which forms the framework for a series of strategies and programmes aimed at ensuring that the principles of
environmental sustainability are adhered to. In implementing this policy and its strategies, the department ensures City compliance with the National
Environmental Management Act (NEMA) and with the suite of national and international policies and laws. The City of Cape Town also has a global
responsibility to ensure that the unique, diverse and endemic biodiversity, coastal landscapes and exceptional heritage sites and cultural resources
within its boundaries are sustainably utilised and conserved.
The Environmental Agenda builds upon the IMEP approach and is based on three key principles:
1.
The need for the City to make a commitment to implementing sustainability and moving away from a business as usual approach
2.
The adoption of 17 specific targets and goals for building a more sustainable city.
3.
The need for environmental protection and management in Cape Town to be adequately financed.
Additionally, the Environmetnal Resource management department
lead the implementation of the Environmental Agenda and its associated
targets, through ensuring that the responsible line functions develop and implement business/implementation plans for the achievement of their
specific goals and targets as outlined in the Agenda. ERMD will assist with the development and implementation of these plans where necessary.
.....
Legal Mandate
Environmental legislation places a number of compliance requirements on the City in regard to service delivery. This includes compliance with the
National Environmental Management Act (NEMA) and associated regulations for Environmental Impact Assessment (EIA), the National
Environmental Management: Biodiversity Act and Protected Areas Act, the Conservation of Agricultural Resources Act, and the Heritage Resources
Act. These Acts and regulations place a number of administrative responsibilities on the City, including environmental monitoring,
biodiversity
planning, performance management, land management and environmental reporting. Other new responsibilities will continue to be added to the
existing legislative functions, for example with the promulgation of the Integrated Coastal Management Act.
Page 3 of 17. 0910 E Departmental Business Plan Environment OA edits 21 May.doc
-
~
Section 24 of the Constitution states that:
Everyone has the right
a. to an environment that is not harmful to their health and wellbeing; and
b. to have the environment protected, for the benefit of present and future generations, through reasonable legislative and other measures that
i.
prevent pollution
ii.
promote conservation; and
iii. secure ecologically sustainable development and use of natural resources while promoting justifiable economic and social
development.
Section 152 states that: the objects of local government are- ...
d. to promote a safe and healthy environment
In addition, section 156 of the Constitution makes provision that:
4. The national government and provincial governments must assign to a municipality, by agreement and subject to any conditions, the.
administration of a matter listed in Part A of Schedule 4 or Part A of Schedule 5 which necessarily relates to local government, if a. that matter would most effectively be administered locally; and
b. b. the municipality has the capacity to administer it.
5. A municipality has the right to exercise any power concerning a matter reasonably necessary for, or incidental to, the effective performance
cif
its functions.'
......
N
=
There remains many grey areas in terms of the environmental and energy mandates for local government,. The Department endeavours to addressQ
these as well as work in partnership with other spheres of government and other stakeholders to achieve its objectives.
3.
LEGISLATIVE IMPERATIVES:
Compliance with environmental legislation, mandates and delegations responsibilities include:
Page 4 of 17. 0910 E Departmental Business Plan Environment OA edits 21 May.doc
•
The National Environmental Management Act (NEMA) (Act 107 of 1998)
o
The National Environmental Management: Protected Areas Act (Act 57 of 2003)
o
The National Environmental Management: Biodiversity Act (Act 10 of 2004)
o
The National Environmental Management: Integrated Coastal Management Act (currently a Bill).
o
The National Environmental Management: Integrated Waste Management Act (currently a Bill).
•
ConseNation of Agricultural Resources Act (Act 43 of 1983)
•
National Heritage Resources Act (Act 25 of 1999)
•
City of Cape Town Outdoor Advertising and Signage By-Law
•
Urban ConseNation Areas, Scenic Drives, and Special Areas legislation under the Integrated Zoning Scheme.
•
A wide range of national, provincial, and local policies, directives and programmes
•
A range of international conventions, policies, directives and programmes
•
Formal agreements with a range of partners including the Table Mountain National Park (SANParks), Provincial DEA&DP, SAHRA, HWC, the
V&A Waterfront, the Cape Town Heritage Trust, CapeNature, C.A.P.E, ICLEI, DANIDA, National DEAT, and others.
Core functions of the operational plan to ensure compliance with these responsibilities include, inter alia:
•
ConseNing, protecting and managing the city's biodiversity through the establishment and implementation of the City of Cape Town's Biodiversity
Network.
•
Implementing and effectively managing a city-wide integrated coastal management programme.
•
ConseNing, protecting and managing the city's natural and cultural heritage assets and landscapes.
•
Co-ordinating Invasive Alien Species Management operations across the city through the City of Cape Town's Invasive Alien Species Strategy
~
N
o
........
and ensuring the prevention, management and eradication of invasive alien species.
•
Implementing Integrated Environmental Management (Environmental Management Systems, Environmental Audits, Environmental Impact
Assessments and Environmental Management Frameworks) across City line functions, and ensuring legislative compliance through the City's
Environmental Compliance Strategy.
Page 5 of 17. 0910 E Departmental Business Plan Environment OA edits 21 May.doc
•
Ensuring effective environmental information management and State of Environment Reporting in order to guide and support decision-making.
•
Implementing integrated environmental education, capacity building, training and communication programmes.
•
Implementing environmentally-focused sustainable livelihood programmes in order to support poverty reduction programmes across the City.
•
Ensuring effective development control and approval at district level.
•
Undertaking strategic projects and programmes to meet the commitments made in formal agreements with a range of partners.
•
Ensuring Heritage Impact Assessments of development applications.
•
Providing economic opportunities through Outdoor Advertising whilst ensuring the protection of the city's environmental, cultural and visual
resources.
•
Facilitating the implementation of energy efficiency programmes and sustainable energy technologies, as well as understanding and planning for
Climate Change adaptation.
4.
SERVICE DELIVERY OBJECTIVES
1. Ensuring sustainable environmental management across the City of Cape Town through development of city-wide environmental frameworks
and policy.
2. Effectively conserving and protecting the full representative set of all of the city's biodiversity, restoring biodiversity where appropriate, and
delivering benefits to present and future citizens.
3.
Implementing the City's Integrated Coastal Zone Management Strategy through optimising the social and economic opportunities of the City's
coastline while ensuring the natural environmental integrity is retained and protected for current and future generations.
4.
Integrating Environmental Management Systems into the City's business and service delivery, thereby ensuring statutory compliance and the
highest environmental standards and efficiency while developing the City's capacity for environmental compliance through environmental
auditing, regulation and enforcement.
5. Protecting Cape Town's environmental and heritage resources through assisting in the facilitation of sustainable and equitable development,
and providing a coherent and equitable local District Environmental and Heritage service for effective decision-making at the local district level.
Page 6 of 17. 0910 E Departmental Business Plan Environment OA edits 21 May.doc
-...
~
Ql
~
6. Empowering and capacitating City officials and Cape Town communities through implementing the City of Cape Town Environmental Education
and Training Strategy, by internal and external capacity building, training and educational programmes, projects and partnerships; developing
and implementing effective and integrated environmental awareness raising, advocacy, lobbying, information sharing and communication
initiatives and developing and coordinating environmentally focused sustainable livelihood programmes, linked to Local Agenda 21, poverty
alleviation, job creation and socio-economic growth.
7.
Facilitating and coordinating the Environmental Resource Management Department's strategic programmes and projects, including the
promotion and development of key partnerships to the benefit of the citizens of Cape Town, the environment and global communities.
8.
Undertaking appropriate and relevant environmental research to ensure current and up to date environmental reporting so as to provide
information to inform City decision-makers.
9.
Facilitating strategic activities to ensure the conservation and sustainable use of natural resources, and the implementation of Climate Change
adaptation and mitigation measures, through the City of Cape Town Energy and Climate Change Strategy.
5.
RESOURCES (Financial and Staff)
Staff Complement as of May 2009: 207
Capital Budget: R 11,309,228
....
Operational Budget
o
Salaries and related expenses: R 71 811 577
o
General Expenses, Contracted services etc: R17 480 266
o
Total: R89 291 843
N
Q
A, ...
Grant funding:
o
DANIDA: approx R 2 000 000
o
DANIDA: approx R12 000 000 specifically for Climate Change/Energy
Page 7 of 17. 0910 E Departmental Business Plan Environment OA edits 21 May.doc
o
DANlDA: possibly R7 000 000 for carbon and energy work related to the 2010 world cup
o
Restructuring Grant:
o
Lotto Funding:
Opportunities do exist to attract and leverage significant resources through additional income generation through outdoor signage tariffs"
partnerships, funding organisations and donor funding through the development and implementation of strategic environmental projects and
programmes. A proposal to for income generating positions has been tabled for the 2009/10 Council budget around income generating positions in
both the District Enviornmental and Heritage Management and Biodiversity Management Branches
Further, significant opportunity exists to initiate environmental fiscal reform, in line with both international trends and national initiatives, to generate
environmental funding through a range of environmental and green taxes and financial offsets. This aspect of environmental funding is underdeveloped and untapped within the City and now forms a core component to the ERMD's strategic intent.
Although income generation through tariffs should not be considered a core element within environmental funding it must be noted that it was
estimated in 2000 that natural open space in the City of Cape Town provides ecological, social and economic benefits of at least in the order of R2.5
billion per year. These benefits include direct (medicinal plants, firewood; recreation); indirect (water quality improvement of wetlands and rivers);
......
future options (possible future use of resources, eco-tourism); existence (sense of well-being) and bequest (benefit of knowing that the environment
N
and resources will be available to your children and children's children). (Common Ground Consulting, unpublished data). Further the district
.,......
Environmental and Heritage function which includes Outdoor Advertising Control, is an area of development delivery which contributes to the City's
rates base and is of both income generating potential and of community benefit through tariffs, charges, penalties and concessions.
The Department has also completed a business improvement exercise that is informed by five informants viz the City's current environmental state
and sustainability challenges, the five year IMEP review, historical developments of the Department, Aligning with City approved organisational
operational model and re-allignment opportunities arising from resignations and secondments.
Page 8 of 17. 0910 E Departmental Business Plan Environment OA edits 21 May.doc
Q
It is anticipated that the business improvement process will result in 1. the optimisation of the strategy and operations of the Department at
organisational or head office level through streamlined and lean strategic clusters, 2. increasing capacity development and expansion at the district
level and focussing on daily operational and service delivery related tasks across the Nature Reserve, Environmental Management and Heritage
functions closely aligned with other City and Directorate line functions, and lastly will reduce the number of staff employed at top Management Level
The Department continues to supplement its staff resources through its flagship local and international internship as well as co-operative
students programmes
6.
CONSTRAINTSI CHALLENGES
•
A rapidly expanding urban environment with significant social inequities that is fuelling current trends of environmental degradation,
erosion and depletion.
•
Continued urban migration from rural areas in the face of finite natural resources.
•
Intemational responsibility to secure biodiversity of global importance in the context of a developing urban environment.
•
Low environmental awareness and compliance with legislation.
•
Lack of environmental enforcement capability.
•
Lack of departmental financial and human resources, especially in terms of scarce skills and specialised fields.
•
Poor City line function integration in planning, development, management and execution; making innovative solutions to environmental
•
7.
problems extremely difficult to implement.
.......,.,
Uncertainty around the environmental and energy legal mandates leads to risks and difficulty motivating for additional resources for
N
environmental management.
t..fl
<=
•
Dependency on other spheres of government as well as other stakeholders to achieve certain service delivery objectives of the city
•
Growing consumer trends across all resource bases
ASSUMPTIONS AND RISKS
The following assumptions for the successful implementation of this plan are made:
Page 9 of 17. 0910 E Departmental Business Plan Environment OA edits 21 May.doc
•
Staff budget is assumed to remain at February 2009 levels
•
No further staff or budgetary restrictions are put in place
•
The issue of legal mandates is resolved.
The following risks are likely to occur if the environment is not adequately managed:
•
Degredation of the natural and cultural resources which underpin Cape Town's tourism, eco-tourism and service based economy.
•
Degredation of the natural resource base upon which the City depends for a multitude of ecosystem services (e.g. flood attentuation,
waste assimilation, carbon sequestration etc)
8.
•
Loss of globally important and irreplaceable biodiversity
•
Cape Town's energy security remains dependant on national energy supply and places it economy and health in a vulnerable position
•
Legal consequences due to failure to comply with necessary legislation
STRATEGIC ALIGNMENT TO THE lOP
Strategic Focus Area 1: Shared Economic Growth and Development
Corporate Objective 1A: Create an enabling environment for the economy to grow and become globally competitive
Strategic Focus Area 2: Sustainable Urban Infrastructure and Services
~
N
'0
<:n
Corporate Objective 28: Conservation of Natural Resources
Strategic Focus Area 3: Energy Efficiency for a Sustainable Future
Corporate Objective 3A: Climate Change Adaptation and Energy Efficiency for a Sustainable Future
Strategic Focus Area 5: Integrated Human Settlements
Corporate Objective 5C: Provision of equitable community facilities and services across the city
Strategic Focus Area 7: Health. Social and Community Development
Page 10 of 17. 0910 E Departmental Business Plan Environment OA edits 21
Corporate Objective 7A: Facilitating the development of a healthy and socially inclusive society
Strategic Focus Area 8: Good Governance and Regulatory Reform
Corporate Objective 8A: Ensuring enhanced service delivery with efficient institutional arrangements
Corporate Objective 88: Management of key financial and governance areas such as income control. cash flow, indigent support, alternative
income opportunities, asset and risk management
9.
OBJECTIVES AND INDICATORS OF THE DEPARTMENTAL SERVICE DELIVERY AND BUDGET IMPLEMENTATION PLAN
(SDBIP)
-----
Objective
Implementation of an
over-arching
environmental
sustainability agenda
for the City of Cape
Town
Implementation of
City's Biodiversity
Network Strategy
T:icator
J~'=n
Environmental Agenda
~
implemented
Annual Target
(by June 10)
Sept 09
Target
Dec 09
Target
Environmental Agenda
implemented
Environmental
Strategies defined and
o)erational fI isponsibilities
a located
Environmental sectoral
strategies linked to
KPl's on relevant
scorecards
Annual Environmental
Performnace Report
completed and
accepted by EMT
Sectoral strategies
updated based on
Annual Environmental
Performance Report
1)Posts advertised and
completed interview
process for stewardship
officers. 2)LBSAP's
finalised.
1)Stewardship officers
appointed.
1)Stewardship officers
trained and actively
.implementjng LBSAP·s.
,
June 10
Targets
----
~~~~~~~~~
Implementation of
City's Biodiversity
Network Strategy
March 10
Target
# of land owners
engaged with as per
the detailed action
plans for Biodiversity
Network
implementation (Local
Biodiversity Strategic
Action Plans - LBSAP).
Draft bioregional plan
completed
# of land owners
engaged with as per
the detailed action
plans for Biodiversity
Network
implementation (Local
Biodiversity StrategiC
Action Plans LBSAP).
Draft bioregional plan
completed
Funding secured for 4
s :ewardship officers.
-
.......
r~
c.='
......J
Submit letter of intent to
Provinicial minister of
environment to
roclaim a bioregional
--
--
.......... -..
-.-~-
-
Page 11 of 17. 0910 E Departmental Business Plan Environment OA edits 21 May.doc
plan
--------
i
Implementation of
City's Biodiversity
Network Strategy
Roles and responsibility
in pilot project with city
parks identified and
process to secure
conservation status for
identified sites under
Protected Areas Act
commenced.
Implementation of
City's Biodiversity
Network Strategy
Prioritization of
wetlands within the
CCT completed with
input from wetland
experts and local
wetland community
(including Catchment
Management
Department) and
wetlands assigned
appropriate deSignation
on the Biodivrstiy
Network i.t.o CBA or
CESA classification
Roles and
responsibility in pilot
project with city parks
identified and process
to secure conservation
status for identified
sites under Protected
Areas Act commenced.
....
-------
Proposed stewardship
status for city park
sites, reviewed by
CapeNature
stewardship committee
2)ldentify relevant line
functions in CCT with
important biodiversity
submit report to council
with recommendations
from Stewardship
committee with
implications for relevant
line functions 2) Make
contact with identified
line functions and
propose the rolling out
of the city parks case
study
Conduct public
participation process for
proclomation of city
park and biodiversity
management sites. 2)
Initiate site
assessments of newly
identified sites in terms
of Cape Nature
stewardship criteria
Submit application for
proclamation of city
parks and biodiversity
management sites to
the provincial minister
of environment. 2)
Conduct site
assessments of newly
identified sites in terms
of Cape Nature
stewardship criteria
Prioritization of
wetlands within the
CCT completed with
input from wetland
experts and local
wetland community
(including Catchment
Management
Department) and
wetlands assigned
appropriate designation
on the Biodivrstiy
Network i.t.o CBA or
CESA classification
Complete groundtruthing of CBA
wetlands
Wetland conservation
priorities (CBA and
CESA) integrated into
Biodiversity Network
To be determined
To be determined
lAS Strategy
implemented according
to plan and timeframes
100 hectares
2000 house crows
Reduce guttural toad
distribution range by
20%
---------
Implement the lAS
strategy and align with
other relevant lAS
strategies
---------
lAS Strategy
implemented according
to plan and timeframes
-
.
.....
N
0>
ao
100 hectares
2000 House crows
Reduce guttural toad
distribution range by
50%
Implement mallard
strategic plan
100 hectares
2000 House crows
Reduce guttural toad
distribution range by
50%
Reduce mallard
population by 20%
118 hectares
1000 House crows
100% reduction of
guttural toad
distribution range
Reduce mallard
population by 80%
'-----_..
Page 12 of 17. 0910 E Departmental Business Plan Environment OA edits 21 May.doc
~~~~
~~~-~~~
Implementation of the
City's Energy and
Climate Change
Strategy
1# of workstreams as
approved by the
Section 80 Energy
Committee operational
# of workstreams as
approved by the
Section 80 Energy
Committee operational
Workstream annual
business plans
approved
Workstream annual
business plans
resourced
Annual targets as
defined in the business
plans reported on
rA~~~al workstream
targets approved and
endorsed by the Energy
Committee
----
Reduction of electricity
use across all sectors
of Cape Town
10% reduction in
electricity consumption
maintained
Development of an
energy and climate
change communicaiton
strategy
Energy and Climate
Change
Communication
Strategy developed and
implemented
Implementation of a
City Climate Change
Adaptation Plan
Implementation of a
City Climate Change
Adaptation Plan
10% reduction in
electricity consumption
maintained
Electricity consumption
for key sectors (pubicl
private )measured
Electricty consumption
reduction per sector
monitored
Electicity reduction
plans implemented
Electricity consumption
by sector and total
reported on against
base targets
To be determined with
Corporate
Communications
To be determined with
Corporate
Communications
To be determined with
Corporate
Communications
-------
Energy and Climate
Change
Communication
Strategy developed and
implemented
To be determined with
Corporate
Communications
----
1----
-
Implementation of a
City Climate Change
Adaptation Plan
Complete Risk
Assessments finalised
Draft Adaptation Plan
mainstreamed and
incorporated into the
City Development
Strategy
Revisedl Final
Adaptation Plan
mainstreamed and
incorporated into the
City Development
Strategy
Climate Change
adaptation monitoring
programme initiated
All schools (educators
and learners) in Cape
Town exposed to and
invited to participate in
variety of aspects of the
City's integrated EE
programme (YES
Programme)
25%
50%
75%
YES reaches 40% of all:
schools
~~~~~-
Effective and integrated
external environmental
education, advocacy,
awareness, capacity
building and training
programmes and
projects in Cape Town
All schools (educators
and learners) in Cape
Town exposed to and
invited to participate in
variety of aspects of the
City's integrated EE
programme (YES
Programme)
Manage City
environmental
legislative compliance
for major capital
programmes,pl(3Ql1ing,
Phase 1 of City
Environmental
Compliance strategy
complete.
-
.
,.....
N
=:>
c:.c:>
----
Phase 1 of City
Environmental
Compliance strategy
complete.
Environmental
compliance strategy
approved by relevant
portfolio committees
Implementation of
environemntal
compliance for two
services - commitment
50% of compliance
strategy achieved
60% of compliance
strategy achieved
Page 13 of 17. 0910 E Departmental Business Plan Environment OA edits 21 May.doc
implementation,
. auditing and reporting
and resources allocated
r-,
- --------t---
Alien invasive (Fauna & Ongoing
Flora) species control
implementation of City
and eradication
wide alien (Fauna &
Flora) invasive alien
control & eradication
strategy
Implement a revised
Integrated Coastal
Zone Management
Strategy
Revised Integrated
Coastal Zone
Management Strategy
endorsed by relevant
portfolio committees
Partnerships with
external organisations
and the international
community optimised
Cape Town identified
globally as a centre of
environemntal
excellence and leader
in sustainable
development
Effective working
partnership with the
Table Mountain
National Park
City and TMNP
partnership structured
and functional
Sustainable livelihoods
integrated into city
projects
Measurable impact on
the most impoverished
communities
. _ - - - - - \ - - - - - - ----
Ong ling
imp !mentation of City
wide alien (Fauna &
Flor; :) invasive alien
con 01 & eradication
stra ~gy
Action plan review
Reduction in alien
(Fauna & Flora)
invasive species
calculated and reported
on
------1------
Rev :;ed Integrated
Coa ital Zone
Man 3gement Strategy
end rsed by relevant
pOrtfl )lio committees
Draft Integrated
Coastal Zone
Management Strategy
submitted to Council for
approval
Cape Town identified
glo ally as a centre of
env ronemntal
exc ~lIence and leader
in s Jstainable
dev! ~~
City's international
'partnership programme
defined
City and TMNP
part nership structured
and functional
Operational Action Plan
Reviewed
------+
Annual Action Plan
finalised
--------t--
Revisedl Final
Integrated Coastal
Zone Management
Strategy approved
Business plan for the
implementation of the
strategy defined and
resourced
First set of funding
proposals submitted
Three environemntal
programmes published
in international
literature
----------j
Roles and
responsibilities for
implemnetation defined,
. allocated and accepted
I
Four new international
partnerships:
:.
established
......
~
........
=
Bilatral meetings
completed
Heads of Agreement
review initiated
Heads of Agreement
revised
New structured working
document defining the
City I TMNP
relationship completed
for discussion and
review
--------\-
Me asurable impact on
the most impoverished
co 11m unities
Draft Strategy
completed for review
Draft Strategy
submitted to Council for
consideration
I Sustainable Livelihoods
Strategy implemented
Strategy adopted
Page 14 of 17. 0910 E Departmental Business Plan Environment OA edits 21 May.doc
I'
Resource efficient City
of Cape Town
Greening
considerations are
incorporated into
procurement systems
and building projects
8A Ensuring enhanced
service delivery with
efficient institutional
arrangements
Retention of Skills as
measured by staff
turnover
8A Ensuring enhanced
service delivery with
efficient institutional
arrangements
8 B Management of key
financial and
governance areas such
as income control,
cash flow, indigent
support, alternative
income opportunities,
asset and risk
management
8 B Management of key
financial and
governance areas such
as income control,
cash flow, indigent
support, alternative
income opportunities,
asset and risk
management
Staff availability as
measure by %
absenteeism
% of Capital Budget
spend
Greening
considerations are
incorporated into
procurement systems
and building projects
Procurement policy
revised to include
greening
Draft Green Building
Guidelines submitted
Green building
guidelines approved
Procurement policy
revisions accepted and
implemented
Retention of Skills as
measured by staff
turnover
5 to 8% overall turnover
5 to 8% overall turnover
5 to 8% overall turnover
5 to 8% 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
Staff availability as
measure by %
absenteeism
% of Capital Budget
spend
~
N/A
Based on Dirl Dept
projected cash flows
N/A
Based on Dirl Dept
projected cash flows
N/A
Based on Dirl Dept
projected cash flows
4% average for the
period 1 July 2009 to
30 June 2010
95%
..
..
~
....
~
~
% of Operating Budget
spent
% of Operating Budget
spent
Based on Dirl Dept
projected cash flows
Based on Dirl Dept
projected cash flows
Based on Dirl Dept
projected cash flows
98%
Page 15 of 17. 0910 E Departmental Business Plan Environment OA edits 21 May.doc
8 B M~nagement of key % ~nna~1 asset
% ann~;~sset
0%
0%
0%
100% completed
financial and
venficatlon process
verification process
governance areas such completed
completed
,
as income control, cash
flow, indigent support,
alternative income
opportunities, asset
and risk m a n a g e m e n t _ _ _
I
8 B Management of key Percentage reductio~ in Percentage reduction in
financial and
the ~umber of r~curnng 'the number of recurring
governance areas such findings emanatl~g
findings emanating
as income control, cash from Internal Audit
from Internal Audit
flow, indigent support,
alternative income
opportunities, asset
and risk mana~ment_
8A Ensuring enhanced % budget sp.ent on
service delivery with
implementation of WSP
efficient institutional
arrangements_
% budget spent on
implementation of WSP
8A Ensuring enhanced
service delivery with
efficient institutional
arrangements
Percentage
improvement in the
positive employee
climate as per annual
Culture Climate Survey
Percentage.
improvement In the
positive employee
climate as. per annual
Culture Climate Survey
70%
I
70%
70%
70%
.
10%
30%
60%
90%.
1
'.
~
~
N
N/A
N/A
N/A
31% Corporately
(Directorate &
Departmental targets
will only be available
once the current survey
has been completed)
8A ~nsurin.g enha~ced
service delivery With
efficient institutional
arrangements
:'ercentage.
Improvement In the
time taken to close
notifications in terms of
the Corporate Works
Management process
Percentage
improvement in the
time taken to close
notifications in terms of
the Corporate Works
Management process
3% reduction on
2008/2009 baseline
6% reduction on.
2008/2009 baseline
9% reduction on.
2008/2009 baseline
12% reduction in time
taken to close
notifications (measured
against the baseline)
....... _ _ _ _ _ _ _ _L -_ _ _ _ _ _ _ _ _ __
Page 16 of 17. 0910 E Departmental Business Plan Environment OA edits 21 May.doc
8A Ensuring enhanced
service delivery with
Percentage of capital
projects meeting
planned
arrangements
10.
Percentage of capital
projects meeting
original planned
milestones
80%
80%
80%
80%
AUTHORISATION
The undersigned do hereby indicate their agreement with the contents of this document and the outcomes.
Nanie
Director '.
f"''''\rO",~1
~...r~;(}
Date
jQ.,;f""'~ P'~';H-I'r"_ )/l,e:
'z:-
-/--;{-
......
.....
~
~
Page 17 of 17. 0910 E Departmental Business Plan Environment OA edits 21 May.doc
B
A
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AT
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200912010 DEPARTMENT SDBIP: ENVIRONMENT RESOURCE MANAGEMENT
1
ALIGNMENT TO IDP
.
TARGETS
1:
f.,
7
,.,
.
Q.
..
0
SFA&
Directorate
Objective No.
Corporate
Scorecard
Indicator
No.
:E
Objective
Indicator
Baseline
Annual Target
(by June 10)
'iii
.""
c
IT
~
U.
t:
..
a:
0
Co
0>
Sept 09
Target
Dec 09
Target
March 10
Target
June 10
Targets
General Comments
3
Sustainable
Urban
Infrastructure
and Services
2.86
Environmental
Resource
Management
Improve the City's
-Environmental Agenda
environmental
implemented
compliance and
performance through
the implementation of
systems and
frameworks to
manage the city's
unique environmental
assets
IMEP Review
and
recommendatio
ns emerging
approved by
Council (Phase
1)
Departmental
Business
Improvement Plan
imptemented and
operational
Quarterly
Environmental
Strategies defined
and operational responsibilities
allocated
Annual
Environrnelllal
Performance
Report completed
and accepted by
EMT
Sectoral strategies
updated based on
Annual
Environmental
Perfonmance Report
Department~1
Departmental Business The Environmental Agenda will!>e monitored by
Business
Improvement Plan
implemented and
operational
Improvement Plan
implemented and
operational
Sectoral
updated
Annual
Sectoral strategies
updated based on
Annual EnVironmental
Performance Report
Environmental
Performance Repert
..
Report to STRIDE
Report to STRIDE
-Establish a Formal monitoring
struclure
the Strategy and lOP Subcommittee( STRIDE)
6 monthly
Report to STRIDE
,
.
-
~
l">:I
.........
~
4
Sustainable
Urban
Infrastructure
and Services
Environmental
Resource
Management
-Revised Integrated Coastal
Zone Management Sir ategy
endorsed by relevant portfolio
committees
New
Improved coastal
Quarterly
management across
all sectors
Draft Integrated
Coastal Zone
Management
Strategy
submitted to
Council for
approval
-Revised I Final
Integrated Coastal
Zone Management
Strategy approved
*Institutional review
of coastal
management and
associated nsks
completed and
submitted to EMT
for consideralion
Business plan for
the implementation
of the strategy
defined and
resourced
"Improved coastal
management across
all sectors
-Roles and
responsrblities for the
implementation
defined, allocated and
aCC".epted
5
-City wide alien (Fauna &
Flora) invasive control &
eradication strategy
implemented
6
New
Annual Action Plan Quarterly
finalised in reduction
of invasive speciP.'s
coverage
Action plan revie. Reduction in alien Operational Action Annual Action Plan
(Fauna & Flora)
Plan Reviewed
finalised
invasive species
calculated and
reporfed on
2014 Target: The development and endorsement of a
progressive and effac1ive Climate ChaflQc Adaptation Plan of
Action that remains up-to-date with CUfTent international
information and trends and which fosters and promotes city,
community and Individual reSIlience to environmental change
-----
Page 1
0910 SOBIP ENVIRONMENT. FINAL .APRll 7009 (3)ap.xls
A
B
D
r
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Annual Target
(by June 10)
"'"::>c:
.,.'"
Q.
II>
0
<II
SFA&
Directorate
Objective No.
Corporate
Scorecard
Indicator
No.
:;;
Objective
Indicator
Baseline
S
AS
AK
Sept 09
Target
Dec 09
Target
March 10
Target
AT
AW
e
'iii
c:
"-
..
0
CL
II>
June 10
Targets
General Comments
D!
3
Sustainable
Urban
Infrastructure
and Services
2.B7
IEnvironmental
'Resource
Management
• Number (# )of land owners
engaged with as per the
detailed action plans for
Biodiversity Network
implementation (Local
Biodiversity Strategic Action
Plans - LBSAP).
City of Cape
Town
Commence with
active implementation
of LBSAP's
Quarterly
report
-Funding
secured for 4
stewardship
officers.
'Posts advertised l)Stewardship
Sinnet is desfgned around meeting national
l)Stewardship
conservation targets as SE't by the South African
and completed
officers appointed, officers trained and
National
Siodiversity 'nstitute. Priority sites identified
interview process
actively implementing
by 31 December 2009.
for stewardship
LBSAP·s.
officers.
-Local Biodiversity
StrategiC Action
Plans
(LBSAP)finatised )
7
297
Environmental
Resource
Management
• Draft bioregional plan
completed
New
Quarterly
Sustainable
Urban
Infrastructure
and Services
t-!!..
Sustainable
Urban
Infrastructure
and Services
'Submitletler of
inlentto
Provinicial
minister of
environment to
proclaim a
bioregjonal plan
2.B7
Environmental
Resource
Management
;RolesandresponSib;lity;lipiiot
project with City parks identified
and process to secure
conservation status for identified
sites under Protected Areas Act
commenced
Operational Protocols which
takes inlo account
IntergoverTlmenlal Principles is
drawn up between the relevant
departments.
I ·Submit application for
of CIty
park~ and biodiversity
I
management sites to
the provlndal minister
of environment 2)
Conduct site
assessments of newly
identified sites in
terms of Cape Nature
stewardship cntena
Quarterly
"Proposed
stewardship status
for city park sites.
reviewed by
CapeNatlJre
stewardship
committee
2)ldentify relevant
!ine functions in
CCTwllh
important
biodiversity
'Submit repOIt to
council with
recommendations
from Stewarnship
committee with
implications for
reJevanlline
fundions with an
Operational
Protocols 2) Make
contact with
identified line
functions and
propose the rolling
Ollt of the city parks
case study
·Conduct public
participation
process for
proclamation of city
park and
biodiversity
management sites
2) Initiate site
assessments of
newly identified
Sites in terms of
Cape Nature
stewarriship r..riteria
'Submit application for ASSUMPT ION· - The submissiun 01 report to Co?I1C11 and app1!catkm
to Province for prooam1.1ioo i:!; subject to the cnvifoomeptal ..
prodamation of city
parks and biodiversity manadate in relation 10 the Prclecle(! Areas Act beiqg resolved
management sites to
the provindal minister
-.lit.
of environment 2)
Conduct site
assessments of newly
~
identified sites in
terms of Cape Nalure
stewardship criteria
N
c:.n
9
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0910 SDBIP ENVIRONMEN1.FINAL APRIL 2009 (3)ap xis
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III
SFA&
Directorate
Objective No.
Corporate
Scorecard
Indicator
No.
S
AS
AK
SeplOS
Target
Oec09
Target
March 10
Target
-Complete ground
truthing or Criticat
Biodiversity Areas
(CBA) wetlands
Collaborate Ground
Truth information to
draft Environmental
Management
Frameworks
(EMF's)
-Wetland
conservation
pnontles (Critical
Biodiversity Areas
(CBA) and Cntical
Ecological Support
Areas (CESA)
integrated into
BiOdiversity Network
Environmental
compliance
strategy approved
by relevant portfolio
committees
Implementation of 50% of compliance
Environmental
strategy achieved
Compliance for two
AT
AW
(.)
III
Objective
Indicator
:0
Baseline
Annual Target
(by June 10)
'iii
""
"r:r~
lL
"0
"
Q.
In
June 10
Targats
General Comments
~
3
Environmenta'
Resource
Management
·Prioritization of wetlands within iNew
the CCT compleled wllh input
from wetland experts and local
wetland community (including
Catchmem Management
I uepafllllUlllj and wetlands
I as~i,gn,:d appropriate designation
on
Biodiversity Networl< Lto
Critical Biodiversity Areas (CBA)
or Critical I::cological Support
Areas (CESA) classification
lQ
Comprehensive
Overall Management
Frameworl< for
Wetlands finalised
Quarterly
Comprehensive
Overall M an"gement
Framework for
Wetlands finalised
2014 Target; At it minimum, ro%of areas identified to meet
our biodiversity targets \Alill be under formal managemen~
including proclamation and stewardship agreements, and will
be secured for future generations. The City will increase its
Investment in these biodiversity areas so as to build their role
as key economiC, social, recreational and educat:iona~ assets
~~~~~~~
Phase 1 of City Environmental
Manage City
Compliance strategy complete.
environmental
legislative compliance
for major capilal
programmes,
planning,
implementation,
auditing and reporting
New
60% of compliance
assessment and
environmental law
frameworl< completed.
Qu"rte~y
60% of compliance
strategy achieved
5eI'VlOOS-
r.ommitment and
resources allocated
.
.......
N
~
~
11
Leading and Direcling Ongoing leadership wX.I the CCT
the City of Cape Town I ~~",~gy and Climate Change
I Strategy
Administration's
Energy and Climate
Change Strategy and
guiding
implementation
thereof.
Energy Action Plan
Quarterly
incorporating activities
across all directorates
and including
Corporale and Citywide activities; t<:lrgets
Incorporated into
departmental
scorecards
-Review or Energy and
Climate Change
IStrate,gyand
lassoelated targets
initiated.
Oraft~Energy Action Draft Energy Action
Plan
Plan
oa""
into all Directorates
and relevant
departments.
Communications
Plan under
implementation
Final Energy Action
Plan main streamed
into all Directorates
and relevant
departments
-Energy Action Plan
The Energy and Climate Change Strategy (2006) ..1s out a
incorporating activities range or ta-gets. These need to be updated to align with
across all direciorales national and provincial targets in the near future. Some of the
and including
2006 Targets inetude; 10% Renewable Energy by 2020; CO2
Corporate and City~
emissions reduced by 1O%fio", 2005 levels by 2010· the",
wide activittes; fargets are a ranga of others. Tila City needs to substantially
incorporated inlo
increase implementation in ooer to tackle these targets.
departmentRl
scorecards
·Revlew of Energy
and Climate Change
Stralegyand
associated targets
initiated.
t2
Page 3
0910 SDBIP ENVIRONMENT. FINAL .APRIL 2009 (3)_apxts
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"
0
SFA &
Directorate
Objective No.
Corporate
Scorecard
Indicator
No.
"
'iii
S
AB
AK
Sept 09
Target
Dec 09
Target
March 10
Target
,.,L
"""
~
AT
AW
u
Objective
Indicator
Baseline
:0
Annual Target
(by June 10)
tT
LL
"c.0
a:"'
G>
June 10
Targets
General Comments
3
Implementation of a Climate
Reduce vulnerability
to climate change
impacts by
strenghtening risk
New
Climate Change
Adaptation plan
Change Adaptation Plan
Quarte~y
integrated into line
function business
Draft Adaptation
Final Adaptation
Plan mainstreamed Plan mainstreamed
into Directorate Risk into Directorate Risk
Corporate Risk
Register and City's RegIster and CIty's
Register and City's Disaster
Disaster
Disaster
Management Plan Management Plan
Management Plan
incorporate on
plans. the IDP and City
Development Strategy,
Corporate Risk
Register and the City's
Disaster Management
Plan
management
response
Complete Risk
Assessments and
Climate Change
Adaptation plan
integrated into line
Current (2009) baseline: A draft Climate Change Adaptation
Plan of Action has been prepared.
function business
2014 Targel The development and endorsement of a
plans. the IDP and City progressive and effective Climate Change Adaptation Plan of
Development Strategy, Ac~on that remains up-to-date with current international
Corporate Risk
Register and the City's
Disaster Management
information and Irends and lHhich fosters and promotes city,
community and individual resilience to environmental change
Plan
13
2.B8
Environmental
Resource
Management
Sustainable
UrtJan
Implement the lAS
lAS Strategy implemented
strategy and align with according to plan and
other relevant lAS
timeframes
strategies
New
lAP; House crow
population reduced
by 7000; Guttural
toad population
eradicated; Mallard
population reduced
by 80%
Infrastructure
and Services
Quarterly
100 hectares
2000 house
crows
Reduce guttural
toad distribution
range by 20%
100 hectares
2000 house crows
Reduce guttural
toad distribution
range by 50%.
Implement the
mallard strategic
plan
100 hectares
2000 House crows
Reduce guttural
toad distribution
range by 50%
Reduce mallard
population by 20%
118 hectares
1000 House crows
100% reduction of
guttural toad
distribution range
Reduce mallard
population by 80%
The lAP targets have 10 be refined due to insufficient
baseline data, absence of norms and standards, lack of
funding, capacity and synergy between different
departments dealing with lAPs.
0
14
0
Environmental
Resource
Management
Implementation of the # of work streams as approved
City's Energy and
by the Section 80 Energy
Climate Change
Committee operational
Strategy
Workstream annual
targets met and
endorsed by the
Energy Committee
Quarte~y
Workstream
annual business
plans approved
Workstream
annual business
plans resourced
business plans
reported on
3. Energy
efficiency for a
sustainable
Annual targets as
defined in the
Annual workstream
More specific targets to
b~
added in tre next round.
targets approved and
endorsed by the
Energy Committee
......
N
3A4
New
~
future
-..J
,
15
Environmental
Resource
Management
Reduction of
electricity use across
10% reduction in electricity
consumption maintained
10% reduction in
electridty use
all sectors of Cape
Town
3. Energy
efficiency for a
sustainable
3A4
Quarte~y
Electricity
Electricity
consumption for
consumption
key sectors
(publidprivate
measured)
reduction per
sector monitored
Electicity reduction Electridty
plans implemented consumption by
sector and total
reported on against
base targets
More specific targets to be added in the next round.
New
future
16
Page 4
0910 SDBIP ENVIRONMENT FINAL .APRIL 2009 (3)_ap xis
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I)
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0
SFA$.
OiteCforatte
Objective No,
Corporate
Scorecard
indicator
No.
J
Ann... 1Ta,got
Baseline
-
S
L
'"
Ii"
e"
(by June 1O,
...
Q
SeplO9
Target
~
C>
n:
3
I
Indicator
Obiectiy"
:a
.;;
c:
·····--T---····
Q
EO""""",,,,,'.I lo.v~!opmenl of an
ReSOlJt"CQ
fl'Mrgy and dtmate
Management
change
communicaitQtl
I
Encrgy .",j Ornate
°""'9 8
Cc:rmm.nw::,atron Strategy
~ve~ped and lI'flplc-mented
!
Qu""erlJr
rRetleetOd in tho
lobe detormif'1f1d
Corporate
\Vltll Cor(}()fa(Q
CommuJ"lications
Cornmun~atl'Ofls
Ali
AK
0",,09
Morch 10
T·'IIet
Targr.tt
Irobe i':.f.IatnmJined
To be dele,mi"e"
Corpof":::Jte
wfto~
with Corporate
COfnmlJt'1icahons
CommuniC"..abans
SOBIP"
AT
AVV
June III
Targets
Ire b. del"-"'lOed
i
Genen" Col"nl"nlltnts
More ,puUie gruels to bt ~dd>td in the Mltt FOund,
with Ccrpors(e
Commwnattons
Slr>llegy
3 En.rgy
effir.ie:ncy ror a
svs~-ai:1able
I
3M
New
!
~u(ure
!!
!
11
......,_.-
E}f~h"'6
SUS~t.U1110t6
anti
Urban
Resot.!!'Oe
rnl0gr~ted
InfraslH,tct'.U"fi
Management
erwitOnmentn~
and SarvtCes
e.lUBttJaI
!
lAii;;;;;;, •
{ode'Cal"", >lnd
'I/,,,r,,,,,,, '" Cape TOw"
r."lvlted toO
capac~y
bu1idoog ond l,a;,,;og
programrne.5 nnd
lot
prograrTH"1ft
,"to.,."." "nd ""li$""
ed\.oe.a\;M ptt>gt$U'tlr't1ot. 'MllCll \!{'C4!U leame!'$ 3M
edl.'Cat~lfI .•,.<1 pr::vvJes .eouca!il)tl ~ff.mftieS Hok.er!
Pmtnersh,ps·w·iii>, Clip" Town odootjifierlljlobally a
external Qrganisatlons: a oorJre of {!fl"'IfQnamnta~
(cOd ~ tt'llernabanet
e;.;celtenc0 and leader in
community opttn~ised $lJ:stmr.abte developlnent
.
!
'--"
Qu",,<>ny
lps'tnership wrth ttJe
Cl~y resuits In
",. .-,~"j.~, . . . ~ 1partnershu)
proposals
pro9,amme a.l!ned woollUad
'elivt(onemn~at
'''''''Ilnmonlo(
programmes
pubished in
TOWr>'$
tnt~t"l.eboNJ
erwlroomernal
Irteta~.Ufe
~
.......
00
F OiJr rn!'W
IfllematjonaJ
pIlrtnerships
&$-tablshed
pragulmme$
I
I
\9
1
1
.-
En~r"H~nml
Resource
Management
EHeetrv& 'h'C-fklllg
pllrlnershfj> wi!." !he
Table MOUOlaln
C~y and
TMNP partrlOf.h,p
s!.n1dut~d
N."""al Park
I
C)t'id fUflCOOna.
Review of the
Review of 1M He~dS
Hea-es of
Agrooml!nt
.of Agreement
I
ccmple!ad
Ouanerty
I
i
meat"'g5
BlI.lral
rompie!¢d
I{oadsol
I;':;:~~'"
I~:,ad$ 01 ! ,o""erl
New s!,.,Clurad
wOfloting document
dafjnll"1g t~ City I
I
TMNP rG!a!""$I"lIo
Icompl~ed to(
diSCUSSfQrl and
feVfeW
I
2l)
I
I
I
P"lI'"
\1
Mario.,- ~itk) as wen.n ::::m.idtr,g cumCL:lun"I 5UpPo>:'!
an4 an ~arou f:::"".... ~ ant'f nelwcrk •
I
."; ;J",'M~ ~..
I
RQsouroo:
)lES readles.::u% 01 IYl'::-S os .n
al; $ChOeRS
I
Programma}
I
IManagem",»
75Q"i-
S(lP4
t:; enWO<I'I.merltal COtnmf!1'!"'l¢r.ittVe day's ar"d week$ (e
Town
iEo'Nonmef'ltat
125%
EE
prOf,&cts In Cap$
18
I
R•• uU. of 01..Q8 IYES reac/l", 40% (If Qu",lerty
HI] sdlools
j.exposed I
education. "d'=cy. !p~ft1:OJ:a:e In '/arlety 'Of aspeds
.'_n....
,
09Hl soetp ENV1R'ONMHH f"INAL j'\PR~~ 2009 (3Lap '(I,
.
A
B
0
..
..
:;;
F
G
J
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"-
Q
SFA&
Directorate
Objective No.
Corporate
Scorecard
Indicator
No.
...c::
ObjectivE!
Indicator
Baseline
Annual Target
(by June 10)
S
AB
AK
Sept 09
Target
Dee 09
Target
March 10
Target
AT
AW
ti
c::
.,
::>
c:r
e
u..
0
"-
~"
June 10
Targets
General Comments
3
Environmental
Resource
Management
Sustainable
Measurable impact on the rno 51 New
livelihoOdS integrated impoverished communities
,nto city projects
Envirornnenlai
Resource
Management
Resource efficient
City of Cape Town
Sustainable
Livelihoods Strategy
adopted
Quar1e~y
Draft Strategy
completed lor
review
Draft Sirategy
submiHed to
Council for
consideration
Sustainable
Livelihoods
Strategy adopted
Strategy implemented
Procurement
policy revised to
include greening
Draft Green
Building
Guidelines
submitted
Green building
guidelines
approved
Procurementpoiicy
revisions accepted
and implemented
21
~~~~-
Greening considerations are
incorporated into procurement
systems and building projects
New
Procurement policy
Quarterly
revised to Incoporate
resource and
environmental
sustainability
------
....... N
,.......
c.c
22
~~~~~~
------
~~~~~-
8A Ensuring
Retention of Skills as measured New
enhanced service
by staff turnover
delivery with efficient
institutional
arrangements
New
~
5 to 8% overall
Quarterly
turnover
8 to 12% within
.~ ~~~~
Quarte~y
skilled categortes
5 10 S% overall
5 to S% overall
5 to 8% overall
5 to 8% overall
An staff: lotal terminations as % of staff complement each
tumover
turnover
turnover
turnover
month, as measured over the preceding 1~1 :~~~hd~eriOd
(i.e a 1/ month running average). This will
~~~-
8 to 12% within
11 to 12% within
skilled categories skilled calegones
~~~~
~
~
~
~~~-~~~-
8 to 12% within
skilled categories
liio 12% within
skilled ~.ategories
.
seasonal, short tarm/temporary, student contracts
Target - at any point in time, the
organisation/directorate/department should have a staff
turnover % for the preceding 12 months wtlll;:h falls within
the target of 4% - 8%.
Scarce Skills: as for the all eve, but limited to the following
EE categories: Legislators & senior managers,
ProfesSionals, Technicians and other ijrofessionals" In
this caSe lhe larget parameters are 8% - 17% .
Data Source: SAP & SAP 81
f.l.i
------
~
SA Ensuring
enhanced seMce
delivery with efficient
institutional
arrangements
Staff availability as measure by New
% absenteeism
~~~~~~~~
Quarterly
,,4% average for the
period 1 July 2009 10
30 June 2010
N/A
N/A
N/A
,,4% average for the
period 1 Juty 2009 to
30 June 2010
25
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0910 SDBIP ENVIRONMENT<FINALAPRll2009 (3Lap<xls
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A
I-
0
.
F
;e"
Objective
"0
SFA&
Directorate
Objective No.
Corporate
Scorecard
Indicator
No.
G
8B
Indicator
..
a:
Oec09
Target
March 10
Target
8 B Management of
key ijnancial and
govemance areas
such as Income
I% of Capital Budget spend
95
Quarterly
1 %
Based on Oir!
Dept projected
cash flows
Based on Olr!
Dept projected
cash flows
I
'"--"'
,,-
8 B-ManagemeniOf' % of Operating Budget spent
key finanCIal and
governance areas
such as income
control, cash flow.
indigent support.
attemative income
opportunities, asset
and risk management
,-
\-'
P-;;rcentage~ reduction in the
6 B Management 01
key financial and
number of recurring findings
governance areas
emanating from Internal Audit
such as income
control, cash flow,
Indigent support,
alternative income
opportunities, asset
and risk management
,-,
Gi!neral Comments
Percentage reflecting Actual spend! Planned Spend
I
Environmental ~ B B Management of
0/0 annuaf asset vetification
Resource
key financial and
process completed
Management
governance areas
such as income
control, cash flow,
indigent support,
alternative income
opportunities, asset
and risk management
~,oo~
AW
June 10
Targets
Based on Dirl Dept 95%
projected cash
I
flows
control, cash flow,
indigent support.
alternative income
opportunities, asset
and risk management
: Resource
Management
Good
Governance
and Regulatory
Reform
Sept 09
Target
AT
0"
G>
j----.., --,
~ I----
AI(
l':
0
M
Good
Governance
and Regutatory
Reform
AS
."
"-
Environmental
Resource
Management
S
'"c
IJ..
.
,1Z
Annual Target
(by June 10)
Baseline
c:
Environmental
Resource
Good
Governance
~nd Regulatory
Reform
L
III
Good
Governance
and Regulatory
Relonn
~
J
0
3
,
I
95%
Quarterly
Based on Dir!
Dept projected
'cash nows
Based on Dir!
Dept projected
cash flows
Based on Dir! Dept 95~
projocted cash
flows
rotal actuafiOdAl~e as a percentage of the totai budget
indudjng secondary expenditure.
"
,-
-,
100%
-Q%~
Annual
0%
0%
100% completed
IReflects the percentage of assel, annually-:;;;;;;fied ,~::audit purposes.
-
.......
N
N
Q
+---
70%
Qua.terty
70%
70%
70%
_l
29
Page 7
70%
I
It is the rsporting and monitoring of the reduction (in perce:ntage) of the: findings of audit follow-ups performed
in the quarter.
The timing for corrective action implementation is
normally provided by line.
Audits I (ollnw·ups will always only take place after
agreed implementation dales of corrective action, It will
either be 'Not Apphcable' 10 Management if an audit or
follow-up hasn't taken place at the time of reporting or
there will be a percentage change I status quo if an audit
has taken place and there has been improvement I no
change respectively in Ihe siluation since the last audit
0910 SDBI? ENVIRONMENT.rINAL ,APRil 2009 PLapxl,
B
A
D
a.
"
CI
SFA&
Directorate
Objective No.
Corporate
Scorecard
Indicator
No.
"
c:
.,a.
;;
F
G
I
J
Objective
Indicator
Baseline
Annual Target
(by June 10)
·iii
0
,..L
'".,'"
'"~
"-
S
AD
AK
Sept 09
Target
Dec 09
Target
March 10
Target
10%
30%
AT
AW
:J
n:"
June 10
Targets
General Comments
3
Environmental
Resource
Management
SA Ensuring
% budget spent on
enhanced service
implementation of WSP
delive.y with effiCient
institutionat
arrangements
90%
Quarterly
60%
90%
A Workplace Skills Plan is a document that OUtliTlHS the
planned education, training .& development interventions
for the organisation The WSP should be aligned with the
staffing strategy, IDP, PDP's, E:::E NSDS ann Sector
Skills Plan.
Calculation for the Formula: Two parts
(A) Measured against traming budget
Good
Governance
and Regulatory
Refo.m
(8) Manual exercise on which Seminars & Conferences
costs are calculated
The !'NO parts are combined to give final figures of the
spendIng on WSP lmplementation.
The conferences an'! recognised by the SETA as
claimable from the 1% of the wage bill as per the Act
Oats Source. SAP & SAP BI
30
-----
Good
Governance
and Regulatory
Reform
SA Ensufing
enhanced service
delivery with efficient
institutional
arrangements
Percentage improvement in the
positive employee climate as
per annual Culture Climat"
Survey
31 % Corporately
(Directorate ...
Departmental targets
will only be available
once the Cli rrent
survey has been
completed)
Quartel1y
8A Ensuring
enhanced seIVice
delivery with efficient
institutional
arrangements
Percentage improvement in the
time taken to close notifications
in terms of the Corporate Works
Management process
12% reduction in time
taken to close
notifications
(measured against
the baseline)
~
N/A
N/A
NIA
31 % Corporately
(Directorate &
Departmental targets
will only be available
once the current
survey has been
completed)
IThe loyally Index
t :o:nPf~s,s 12 "Touch
Ipoints~'as an indicator of how weU
doing in
relation Lo the management or ils human resources. The
fntervenlions put In place 10 address concems raised as
result of the last survey should rel1ect a 9'/0 improvemenl
in the 4 key ~Touch Points' which were identified of
having the biggest impact on the staff loyalty index. This
improvement should cascade lnlo a % improIJement in
the Loyalty Index, The Culture Climate SliNey is driven
~ a corporatp.levei. ,L~ne departments
; to
Implement corporate Initiatives to improve
I ~:g. Leadership developmen1 Program, CQaching &
IM"ntoting
~.
. _ - f-------.
3% reduction on
200812009
baseline
6% red~lJction on
200812009
baseline
g% reduction on
200812009
baseline
•
1 2% reduction in tlme The" month falling avefag" age.of all notification closl!ti
taken to close
notifications
(measured against
the baseline)
'W'Ithm
measure ~rfnnnllll;
period will be used to
~_
.......
~
N
........
32
Page 8
0910 SDBIP ENVIRONMENT. FINAL .APRIL 2009 PLap.xls
.,.
B
D
F
I
G
,I
l
Annual Target
(by June 10)
"'"
.,.:;,
e
Q.
'"
Q
II>
Objectlve
Indicator
Baseline
:0
SFA &
\corporate
,
Scorecard
Directorate
I d' t
Objective No, ~o,lca or
I
s
I
AS
I
AT
AK
AW
t::
II>
-.;
"-
t::
..
0
Sept09
Target
"-
Oec09
Target
March 10
Targe
\June 10
General Comments
Targets
II:
I
SA Ensuring
Percentage of capital projects
enhanced service
meeting original planned
delivery with efficient milestones
institutional
arrangements
I
I
80%
I
Quarterly
I
80%
I
80%
I
80%
80%
A formula is applied
Directorate &
Corporate levf!l~ which
diHerent reporting on
targets achieved.
At Departmental level the followmg formula applies'
# of Projects meeting milestones
# of Capital PnJlects 1M Departments
tI/"
At Directorate level;
SUM Results (Depar1ments)
Number of departments x 100
33
......
Director TO..:1~-,q,.v
&SMm-- I€)\,-
N
N
1~~AfC9c07
page 9
l':)
0910 SDBIP ENVIRONMENT,FINAl .APRIL 2009
PLop.xls
enY III' UII£ In•• ! ISIUgO SA3(!!»~ ; SlAb lm.ut
DEPARTMENTAL BUSINESS PLAN
2009/2010
DEPARTMENT
DIRECTOR
: Planning and Building
Development Management
: C. Walters
......
~
l'.:)
~
Contact Person
: E. Schnackenberg
Page 1 of 16. 0910 E Departmental Business Plan PBDM.doc
1.
EXECUTIVE SUMMARY
The City Of Cape Town, as a developing city, has an obligation to create an orderly and functional urban and
environment that address the needs of its communities as expressed in its Integrated Development Plan. The Planning and
Building Development Management Department is responsible for delivering the services related to urban planning and
building development matters.
The aim of the Department is to create an effective and efficient planning and building development environment in Cape
Town, which promotes and facilitates sustainable development through equitable and effective service delivery. It does this
through its legal mandate and by applying technical knowledge and innovation from its professional teams.
During the past twelve months the operations of the Department underwent a fundamental restructuring led by the
reorganisation into eight district offices across the city. Productivity and service improvement gains were evident on the
short term however some challenges still remain. These include:
•
More work on the streamlining of operational procedures
•
Accommodating the needs of a diverse customer base
•
Outdated urban planning tools
......
Ownership and accountability of operations at District Office level
N
N
•
~
•
Concluding the district office rollout
•
A number of management, support and human resource issues
o
The freezing of approximately 10% of available positions in the Department as part of a corporate initiative is
not expected to detrimentally affect service delivery as it coincides with a slowdown in planning and
construction activity across the city.
To address these challenges the Department intends to in the next year:
•
Improve the processing of building plans and land use applications
•
Monitor compliance in terms legislation of all building work and land-use activities
Page 2 of 16. 0910 E Departmental Business Plan PBDM.doc
2.
•
Roll-out and expand the physical accommodation of district offices (Phase 2)
•
Complete the Zoning Scheme for City Of Cape Town
•
Manage key financial and governance areas such as income control, cash flow, asset and risk management
•
Ensure enhanced service delivery with efficient institutional arrangements and budget limitations
INTRODUCTION
During the 2008 the Department of Planning and Building Development Management (P&BDM) reorganised its operations·
into eight district offices. This entailed the reallocation of staff to the three primary work-streams - customer interface, land
use management and building development management - in such a manner that all districts are adequately resourced to
deliver a basic acceptable service.
During this period a data migration exercise was undertaken to align all electronic records (646 875) with the new district
operational areas. Also undertaken during this period was the physical reconstruction and "branding" of most of the district:
offices.
.
These reorganisation activities were undertaken in an operating environment where for the past year 2008 across the
Department approximately 240 000 customer queries were dealt with, 31 000 building plans finalised, 170 000 building
sites inspected and 8600 land use applications considered.
Setting up the four regional enforcement sections also occurred with the aim of significantly improving output on this
function. Four regional enforcement units were set up, each covering tWo planning districts. All four explain regional
enforcement units and most of the new staff are now in place. Their operations are supported by a new City of Cape Town
Land Use Enforcement Policy.
The outcome of all of these interventions stabilised the department and contributed towards the improvement in customer
satisfaction, increased service efficiencies and a lift in staff morale. On the down side some serious challenges remain in
finding the adequate level of support from internal service providers, service improvements in certain pockets in the district
offices and the clarification of roles and responsibilities, especially at a senior management level. These aspects amongst
others will be addressed in this business plan.
Page 3 of 16. 0910 E Departmental Business Plan PBDM.doc
......
N
N
C:,,n
This business plan was formulated by the Strategic Management Team of the Department with input from the District
Managers, client feedback and SDBIP performance iterations together with consideration of general industry trends.
3.
PURPOSE AND SERVICE MANDATE OF DEPARTMENT
The overarching aim of the Department is to improve and maintain an effective and efficient planning and building
development system for Cape Town, which promotes and facilitates sustainable development through equitable and
effective service delivery.
The core functions of the department are to deliver on the land use and building development powers, duties and functions
as stipulated in applicable law. These functions also include the enforcement of the provisions of the applicable legislation.
The delivery of the core functions are supported by specialised supporting sections in the department to ensure
standardisation and efficiency in service delivery. These supporting sections deliver inter alia on policy development,
systems integration, operational work standardisation and improvement, legal services and general administrative services.
The core operational functions are delivered through a decentralised service delivery model which consists of 8 planning
district offices, guided by a Departmental Business Framework (DBF). The DBF is based on a systems methodology and
thinking with clearly identified components including:
1.
2.
3.
4.
5.
......
well defined total system objectives;
an understanding of the system environment in which it operates;
identifiable system components;
a clear definition of system resources, and
a framework for system management.
N
~
0":>
The Departmental service is provided through a team working approach and a system of customer interfaces which filters
down from the front counters to the technical specialist back office. This working approach is called the Custotner Interface
Environment (CI E). Most of the powers, duties and functions to perform the core functions are sub-delegated to officials in
the districts to finalise development applications. The supporting functions are centralised and mostly provided from the
Head Office in Cape Town.
The customers of the Department are generally the development public which include private developers, government
entities developing with state funding. residents and private consultants submitting development applications on behalf of
land owners.
The specific objectives of the Department as stipulated in the DBF are:
Page 4 of 16. 0910 E Departmental Business Plan PBDM.doc
4.
•
To direct built environment investment decisions for both the private and public sectors;
•
To assume the project management role for the processing of land use planning and building development
proposals from its initial phase to final approval;
•
To regulate land use planning and the erecting of buildings and matters incidental thereto within a defined spatial
context;
•
To apply value judgment on development applications and plans;
•
To act as decision maker and recommender for the City Of Cape Town in matters related to the objectives above;
•
To formulate and advise on policy matters related to land use management-and building development management.
LEGISLATIVE IMPERATIVES:
The service provided by this department is considered a statutory function as most procedures are followed as determined
by legislation.
......
l'o:)
Below are listed some of the relevant laws:
N
-..:l
•
Land Use Planning Ordinance no 15 of 1985 (C) (LUPO)
•
Scheme Regulations promulgated into LUPO
•
Scheme Regulations promulgated into the Black Community Development Act (BCDA) no 4 of 1984
•
Less Formal Townships Establishment Act no 113 of 1991 (LEFTE)
•
Removal of Restrictions Act no 84 of 1967 (RoR)
•
Physical Planning Act no 125 of 1991 (PPA)
•
Outdoor advertising By law no 5801 of 2001
Page 5 of 16. 0910 E Departmental Business Plan PBDM.doc
•
Promotion of Administrative Justice Act no 3 of 2000 (PAJA
•
National Environment Management Act no 107 of 1998 and regulations (NEMA).
•
National Heritage Resources Act no 25 of 1999 ( NHRA)
•
National Building Regulations and Buildings Standards ActJ Act no 103 of 1977
It is therefore accepted that the customer demands an effective and efficient service to be delivered and that is compliant
with the procedures and timeframes as stipulated in the applicable legislation.
5.
PARTNERS AND STAKEHOLDERS
The operating environment is directly affected by internal and external partners and stakeholders, some of which are
clearly defined as part of the statutory functions.
......
Partnersl Stakeholders
Roles and Responsibilities
National Government
Departments
Formulation and review of national legislative frameworks and policy for the built
environment and land use development management
Provincial Government
Departments
Formulation and review of Provincial legislative frameworks and policy for land
use development management
A commenting/decision making and appeals authority related to certain planning
and built environment applications
City Of Cape Town
Departments
Planning and policy formulating role that impacts on land use planning and
building development application evaluations
Commenting on planning and building development applications
Page 6 of 16. 0910 E Departmental Business Plan PBDM.doc
N
N
00
Support services Departments for providing operational management support
~------------------4---
City Of Cape Town
political structures
Decision making body for non-delegated land use planning and building
development applications
Decision making body on land use planning and policy matters related to planning
and building development matters
Appeals authority in terms of certain land use planning and building development
applications
. !------
1------
General public
6.
To participate in policy development and application procedures
CHALLENGES
The Department has undertaken the rollout of the Eight (8) District Service Delivery Model across the city in order to effect
service delivery improvements and access. Initiatives included business improvement initiatives in order to enhance'
efficiencies, the introduction of performance management at senior management level to increase accountability and the
harmonization of resources across the City Of Cape Town to ensure a basic level of service delivery in all of the district
offices. Although noticeable progress has been made in terms of service delivery improvements, some fundamental
challenges still remain. These include:
•
•
•
•
•
More work on the streamlining of operational procedures, with specific focus on the relationships and
dependencies amongst functional work streams in the Department are needed;
Managing the specific operational dynamics that impact on our service delivery including technical interdependence amongst stakeholders and accommodating the needs of a diverse customer base;
To Increase the ownership and accountability of operations at District Office level;
To Increase the awareness and understanding of the mandate and functions between internal and external
stakeholders and the Department;
To develop a clear understanding of customer profiles as it pertains to the Department's core business;
Page 7 of 16. 0910 E Departmental BUSiness Plan PBDM.doc
....
N
N
<:.c
•
The review and reshaping of the management structure/roles and responsibilities of the Department in support of
the Eight (8) District Service Delivery Model;
Concluding Phase 2 of the district office rollout;
Consolidating the law enforcement work function;
Complete the Cape Town Zoning Scheme;
Renew technical planning tools such as local area plans;
Strengthening of the Management Information Systems and spatial data sets;
The development of a comprehensive Human Resource plan including elements of staff advancement, training,
capacity building. and filling of critical funded vacancies (Within the context of the R16.8mil frozen vacancies);
To further entrench the philosophy of service excellence.
•
•
•
•
•
•
•
7.
BACKLOGS, WORK IN PROGRESS AND RESOURCE CONSTRAINTS
The following backlogs and work in progress have been identified:
Data integrity inherited from the previous 17 offices remains a challenge. These include:
•
The cleaning up of the LUMS and BDM data
•
The issuing of relevant BDM certificates;
•
GIS data capturing and updating;
......
l'..:t
~
<::,')
Building inspections of approved plans.
Outdated local area plans and policies and an unclear Land Use Management strategic agenda.
The following constraints have a significant impact on the operations of the Department:
•
Poor level of service from support services, at both a departmental and corporate level;
Page 8 of 16. 0910 E Departmental Business Plan PBDM.doc
•
Staff attrition and the time consuming process in the filling of vacancies. The freezing of approximately 10% of total
staff vacancies is not expected to have a serious impact on operations on the short term given the downturn in
planning and construction activity. This will however need to be reviewed once the local economy recovers;
•
A weak understanding by others of the role and obligations of the Department, both internally and externally;
•
No clear differentiation between the strategic and operational management functions in the Department.
8
ASSUMPTIONS AND RISKS
8.1
Assumptions
The following assumptions for the successful implementation of this plan are made:
•
The volume of LUMS will remain stable in line with Sept. 2008 - Feb. 2009 figures;
•
The volume of Building Plan submissions will decline during 2009/10;
•
A relatively stable legislative and regulatory framework;
•
.......
N
Delegations will remain as on Feb. 2009;
CJ.:)
1--/10
•
Increased efficiency in level of support from internal departments;
•
Retain the existing funded staff positions as on Feb. 2009 - taking into consideration that the frozen vacancies will
become available July 2010.
Page 9 of 16. 0910 E Departmental Business Plan PBDM.doc
8.2
Risk Assessment
No
Risks
Action
Resp.
I
---
1
City Corporate Records Management System not
holistic or comprehensive for Planning and Building
Development
The Directorate Champion be required
to liaise with Corporate Services on the
way forward for Strategy and Planning
and archiving
Director
2
Rapid economic recovery in the built environment
sector
Monitoring of economic development
trends
Director
Updated staffing strategy
3
Poor level of support from internal commenting
department
Development district level action plans
Director and District Managers
Corporate level service agreements
4
Fragmented Zoning Scheme
* Formalise the City's Integrated
Zoning Scheme Policy, including
Change Management (Communication
and implementation)
Director
* Staff training on formalised integrated
zoning scheme policy
.......
~
~
f',:)
* Liaising with PGWC
* Action schedule on periodic
information clean ups
Page 10 of 16. 0910 E Departmental Business Plan PBDM.doc
9.
STRATEGIC ALIGNMENT TO THE lOP
9.1
The activities of the Department support, directly and indirectly, the following Strategic Focus Areas in the IDP:
•
SFA 1: Shared economic growth and development - direct link;
•
SFA3: Energy - indirect link;
•
SFA5: Integrated human settlements - direct link;
•
SFA8: Good governance and regulatory reform - direct link.
SFA 1: Shared economic growth and development:
The Department contributes directly to the focus area through the:
•
Facilitation of development applications for both private and public built environment investments;
•
Promoting responsible built environment developments in such a way that the City Of Cape Town becomes more
attractive to prospective investors;
•
Improving business processes to reduce the time and risk for built environment investors;
....
~
c......:>
~
SFA5: Integrated human settlements
The Department has only a direct link to this SFA in terms of support on facilitating and processing built environment
applications.
SFA8: Good governance and regulatory reform
The Department supports the objectives related to the optimisation of staff structure, strategies and policies with specific
interventions related to management reviews, the introduction of performance management and the establishment of a
leadership development programme. Ongoing skills development at operationalleve! is also a priority for the Department.
The objective of further service delivery enhancements is also supported through the finalisation of the district office rollout
and specific process improvement initiatives.
Page 11 of 16. 0910 E Departmental Business Plan PBDM.doc
Audits and related corporate governance practice as articulated in the King reports are also a priority for the Department.
Participation in ongoing legislative reform is also a key activity in the Department.
10.
OBJECTIVES AND INDICATORS OF THE DEPARTMENTAL SERVICE DELIVERY AND BUDGET IMPLEMENTATION
PLAN (SDBIP)
The objectives of the Department for the SBDIP period will focus on core business improvements, the finalisation of set up
of the District Offices, enhancement of our LUMS platform, financial governance and enhanced service delivery through
institutional interventions.
The objectives will be achieved by forming directed work teams, guided by the Departments strategic management team,
which will prioritise and resolve the relevant issues affecting service delivery.
The specific objectives and indicators are:
Objectives
Improve the processing
of building plans and
land use applications to
be well within the
statutory time frames
I Target (by Sept I Target (by Dec
2009)
Target (by
March 2010)
Target (by
June 2010)
% of LUM development I 80%
applications finalised:
Minor applications
(Permanent
departures): Within
statutory timeframes
80%
80%
80%
% of LUM development I 80%
applications finalised:
Major applications (All
other): Within statutory
timeframes
80%
80%
80%
Indicator(s) of this
Objective
2009)
Page 12 of 16. 0910 E Departmental Business Plan PBDM.doc
~-~
% of BDM building plan
applications finalised
within Statutory
Timeframes: 30 days
for plans <500m 2
--
~-~
96%
96%
96%
96%
I
.
---~
Monitor compliance to
legislation of all building
work and Land-use
activities
% of BDM building plan
applications finalised
within Statutory
Timeframes: 60 days
for plans >500m2
96%
96%
96%
96%
% of enforcement
complaints
acknowledged and
responded to
(complainant) within 5
working days
85%
85%
85%
85%
---
---
-~~-
-
#
#
#
Number of notices
served
#
Roll-out and expansion
of physical
accommodation of
district offices (Phase
2)
Number of district
offices phase 2
1
Develop Zoning Scheme
for City Of Cape Town
Submission to political
structures within City Of
Cape Town. %
complete
95% complete
100% complete
100% complete
100% complete
Management of key
financial and
governance areas such
as income control, cash
flow, indigent support,
alternative income
% of Capital Budget
spend
20%
45%
65%
80%
3
3
3
.-
......
.
N
t!.A.:)
<:.n
--
-~
L -... _ _ _ _ _
~-
--
Page 13 of 16. 0910 E Departmental Business Plan PBDM.doc
---
--
I
opportunities, asset and
risk management
-----
.-
% of Operating Budget
spent
20%
45%
75%
100%
% annual asset
verification process
completed
0%
0%
0%
100%
Percentage reduction in
the number of recurring
findings emanating from
Internal Audit
0%
0%
0%
60%
% budget spent on
implementation of Work
Place Skills Plan
10%
40%
60%
90%
% implementation of a
staffing strategy
20%
40%
60%
100%
% complete: Staff
Culture Climate Survey
10%
25%
70%
100%
----
-----
c-----
Ensuring enhanced
service delivery with
efficient institutional
arrangements
~----
---
% complete:
Introduction of
performance
management at
operational
management level
District managers and
Section Heads
100% complete
100% complete
100% complete
100% complete
.....
~
W
0')
----
Page 14 of 16. 0910 E Departmental Business Plan PBDM.doc
----
---
--
---
% complete:
Development and
implementation of a
managementlleadersh ip
programme
10%
25%
% complete: Review of
management structure
of Department
30%
95%
70%
100%
--
---
100%
---
% complete:
Development and
implementation of a
communication plan
100%
-----
50%
90%
100%
100%
% complete:
Percentage of C3
notifications addressed
within prescribed time
lines
80%
85%
90%
95%
Development of a
LUMS strategy
LUM Strategies
defined and
operational responsibilities
allocated
LUM Strategies
linked to KPI's on
relevant scorecards
10%
40%
POCKET OF
EXCELLENCE
PROJECT
---
-----
Development of
procedures for
Management
Information System for
the Department which
integrates with ISIS and
the Spatial
Development tool
Annual LUM
Strategies
Performance
Report completed
and accepted by
EMT
LUM Strategies
updated based on
Annual
Performance
Report
80%
100%
......
~
~
Page 15 of 16. 0910 E Departmental Business Plan PBDM.doc
.......:l
--
-----~--
i
Deve lopment of
proc ~dures for
integ 'ated policy
deve opment across
Dire torate
Dep trtments
10%
80%
40%
100%
I
%co mplete: Develop
arch ving and filing
strat 19y
11.
100%
100%
100%
100%
FINANCIAL AND STAFFING INFORMATION
CAPEX BUDGET 09/10
OPEX,BtJDGET09/tO:· .'
R8,140,924
R 167,640,881.68
424
~
12.
AUTHORISATION
~
W
The undersigned do hereby indicate their agreement with the contents of this document and the outcomes.
00
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Page 16 of 16. 0910 E Departmental Business Plan PBDM.doc
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2009 J 2010 DEPARTMENT SDBIP :PLANNING AND BUILDING DEVELOPMENT MANAGEMENT
ALIGNMENT TO lOP
2
~g
e<>
TARGETS
...Ci
SFA&
Directorate
Objective No.
e2-
I
Corporate
Scorecard
Indicator
No.
:l:
..J
...ge
Baseline
08109
(Target In
brackets)
Annual Target
200912010
--------
Frequency
-
30 Sept 2009
31 Dec 2009
31 March
2010
30 June 2010
80%
80%
80%
80%
80%
80%
80%
80%
LUM
Strategies
defined and
operational responsibilitie
s allocated
LUM
Strategies
linked to KPl's
on relevant
scorecards
Annual LUM
Strategies
Performance
Report
completed
and acc.epted
byEMT
LUM
Strategies
updated based
on Annual
Performance
Report
96%
96%
96%
96%
General
Comment
:::;
~~
Shared
Economic
Growth and
Development
Indicator
(To Include unit of
measure)
Objective
Strategy
and
Planning
~~-
Sustainable urban
growth and development
through legally compliant
land-use and building
development
management
1A.S
4
-% ofLUM
development
applications
finalised: Minor
applications
(Permanent
departures): Within
statutory timeframes
Quarterly
80%
~~-
Strategy
and
Planning
Shared
Economic
Growth and
Development
-'Yo ofLUM
development
applications
finalised: Major
applications (All
other): Within
statutory timeframes
Quarterly
80%
....
5
- LUM agenda
implemented
Land Use
Strategies
updated
based on
Annual
Performance
Report
LUM
Strategies
updated based
on Annual
Performance
Report
Quarterly
N
~
e.c
6
Shared
Economic
Growth and
Development
Strategy
and
Planning
1A.6
-'Yo of BDM building
plan applications
finalised within
Statutory
Timeframes: 30
days for plans
"'500m'
Quarterly
96%
7
------~
Page 1
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0910 SDBIP PBDM LATEST FINAL VERSION~xl$
A
SFA&
Directorate
Objective No.
B
Corporate
Scorecard
Indicator
No.
C
0
"C
Objective
til
01>
E
( I
v ....... uu" un" VI
measure)
....t
S
G
H
I
UOIU,"
"""Ud' '"'1.1'''
Frequency
(Target in
brackets)
200912010
J
K
L
N
M
"'''''''''iI
Comment
30 Sept 2009
31 Dec 2009
31 March
2010
30 June 2010
96%
96%
96%
96%
85%
85%
90%
95%
-'"
t:;
:::i
3
Shared
Economic
Growth and
Development
Strategy
and
Planning
Shared
Economic
Growth and
Development
Strategy
and
Planning
-% of BOM building
plan applications
finalised within
Statutory
Timeframes: 60
days for plans
>500m2
Quarterly
96%
8
-% of enforcement
complaints
acknowledged and
responded to
(complainant) within
5 working days
Quarterly
New
95%
9
--
Strategy
and
Planning
-Number of
unauthorised land
uses rectified within
notice period
Quarterly
New
#
New
Final Draft Bylaw
promulgated
#
#
#
#
The number of notices
served will form the bas is
for the formulation of
further enforcement KPl's
10
Improve Local
Govemment legislation
for land-use
management and
building development
management through a
comprehensive review
of the relevant
legislation, policy
frameworks and
procedures
11
IGOOd
Governance
and
Regulatory
Reform
,.J1.
---
'Draft By-law
promulgated
Quarterly
Consultant
appointed
Draft By-law
circulated for
public
engagement
process
Comments of Final Draft Bypublic
law
process
promulgated
incorporated
in the Draft
By-law
..,
.....
~
......
-
Strategy
and
Planning
This will inform land
Use Management
system The framework
will support the IZS. This
is the first step towards
law Reform.
-Development of
procedures for
integrated policy
development across
Directorate
Departments
-Q
Quarterly
New
Procedure
Document
10%
40%
80%
100%
1
3
3
3
--
Strategy
and
Planning
Roll-out and expansion
of physical
accommodation of
distnct offices (Phase
Number of district
offices
Quarterly
4
3
2)
13
Page 2
0910 SDBIP PBDM.LATEST FINAL VERSION xis
El
A
SFA&
Directora te
Objective No.
Corporate
Scorecard
Indicator
No.
C
"..
D
E
Objective
\ 1U II,c,uue UIII' 01
UOIV"
measure)
(Target In
brackets)
II>
...J
,g
G
H
I
I Annua, ,_arg",
Frequency
200912010
J
K
L
M
30 Sept 2009
31 Dec 2009
31 March
2010
30 June 2010
95%
complete
100%
complete
100%
complete
100%
complete
50%
90%
100%
100%
N
",,"'''.d.
I
Comment
""::::;t:
3
Good
Governance
and
Regulatory
Reform
Strategy
and
Planning
Good
Governance
and
Regulatory
RefolTl1
Strategy
and
Planning
Good
Governance
and
Regulatory
Reform
Strategy
and
Planning
14
Cape Town Zoning
Scheme
Submission to
political structures
within City Of Cape
10wn. % complete
Quarterly
95%
100%
--
%compiete:
Development and
implementation of a
communication plan
(pocket of excellence
project)
Quarterly
New
100%
complete
15
16
--
~
% complete:
Development and
implementation of a
management!
leadership
programme
--
Strategy
and
Planning
Governance
and
Regulatory
Reform
% complete: Review
of management
structure of
Department
--
Quarterly
New
100%
complete
1---
New
10%
25%
70%
100%
30%
95%
100%
100%
----
Quarterly
100%
complete
~
17
--
L.....
Strategy
and
Planning
Good
Governance
and
Regulatory
Reform
18
r=
,Strategy
and
Planning
Governance
and
Regulatory
RefolTl1
19
- - f---
N
% complete:
IntrOduction of
pertormance
management at
operational
management level District managers
and Section Heads
% complete: Develop
archiving and filing
strategy
~
Quarterly
New
100%
complete at
DM level
......
100%
100%
100%
100%
100%
100%
100%
100%
Quarterly
New
Strategy
complete
i
----
Page3
0910 SDBIP PBDMLATEST FINAL VERSION.xls
A
B
C
.,..
'0
SFA&
Directorate
Objective No.
Corporate
Scorecard
Indicator
No.
D
Objective
E
\' Q
III<O'UU" Will 01
measure)
..J
.s
G
UOIU"
(Target In
brackets)
H
I
J
M
N
""'" "" '"
200912010
Comment
30 Sept 2009
31 Dec 2009
.><
31 March
2010
30 June 2010
I
r::
::::i
3
Good
Governance
and
Regulatory
Reform
L
K
I """"'" ,ary,,, Frequency
Strategy
and
Planning
Development of
procedures for
Management
Information System
for the Department
which integrates with
ISIS and the Spatial
Development tool
.
~~-
.. ' - - -..
Uuarterly
New
Procedure
Document
10%
20%
50%
100%
20%
45%
65%
95%
20%
45%
75%
95%
0%
0%
0%
100%
20
.~-~
Good
Governance
and
Regulatory
Reform
Strategy
and
Planning
8 B Management of key % of Capital Budget
financial and
spend
governance areas such
as income control, cash
flow, indigent support,
alternative income
opportunities, asset and
risk management
Quarterly
95%
95%
21
Strategy
and
Planning
% of Operating
Budget spent
Strategy
and
Planning
% annual asset
verification process
completed
Quarterly
99%
99%
22
Quarterly
100%
~
100%
23
Strategy
and
Planning
Percentage reduction
in the number of
recurring findings
emanating from
Internal Audit
,
Quarterly
60%
60%
~
~
0%
0%
0%
60%
10%
40%
60%
90%
N
24
Governance
and
Regulatory
Reform
Strategy
and
Planning
8A Ensuring enhanced
service delivery with
efficient institutional
arrangements
% budget spent on
Quarterly
implementation of
WSP
80%
90%
25
Page 4
0910 SOBIP PBDMLATf'ST FINAL VERSION.xls
A
B
SFA&
Directorate
Objective No.
Corporate
Scorecard
Indicator
No.
c
D
't>
Objective
'"
.s....
Q)
E
{IO mClUae UIlII or
measure}
..J
G
H
UIIIUl!
1\IlflUOI I dfyti!L
(Target In
brackets)
200912010
M
K
N
",cneral
Comment
I Frequency
30 Sept 2009
31 Dec 2009
31 March
2010
30 June 2010
20%
40%
60%
90%
10%
25%
70%
100%
NiA
N/A
N/A
t:
:::i
3
Strategy
and
Planning
Good
Governance
and
Regulatory
Reform
8A EnsUling enhanced
service delivery with
efficient institutional
arrangements
% Implementation of
a staffing strategy
New
100% of
current years
action plans
implemented
and Staffing
Strategies for
the next
Financial
Period
Developed
Quarterly
26
fGOOO
Strategy
and
Planning
Governance
and
Regulatory
Reform
-----l---
Good
Governance
and
Regulatory
Reform
SA Ensuring enhanced
service delivery with
efficient institutional
arrangements
8A Ensuring enhanced
service delivery with
efficient institutional
arrangements
SA.S
% complete: Staff
Culture Climate
Survey
Quarterly
New
Percentage
improvement in the
positive employee
climate as per annual
Culture Climate
Survey
100%
complete
31%
Corporately
(Directorate &
Departmental
targets will
only be
available
once the
current survey
has been
completed)
Quarterly
The LoyaltY-Index measurement
31%
lcomPfises-12 ~Tol,lch Points" B$ a~
Corporately
indicator of how well the City is dOing
(Directorate & in relation to the rnanagernenl
human resources. The intervt!
Departmental
targets will
a Icsuit olthe last surv,
only be
:t;~;d~~:~;: ~;~:~~~=::~11 the
available once identified Qr having the biSWest impaCl
the current
on the staff loyalty index. This
survey has
been
completed)
improven\ent should V!scade into a %
improvement in the Loyalty Index
The Culture ctirnate Survey is driven
no 8 corporate level. Line
departmenl,
implement
improve sl.... ,
devefopment
Menforing
t- Leaut:lship
......
r~
~
c:,....,
28
Page 5
0910 SDBIP PBDM.LATEST FINAL VERSION.xls
A
SFA &
Directorate
Objective No.
-"'.,"
C
B
Corporate
Scorecard
Indicator
No.
0
Objective
E
110 InclUoe unn or
measure)
..J
.s
.><
G
H
I
UO/U~
"""u". 1<"11'"
Frequency
(Target In
brackets)
200912010
J
K
L
M
N
~~""'''"
Comment
30 Sept 2009
31 Dec 2009
31 March
2010
30 June 2010
80%
80%
80%
80%
e:
::J
3
~~--
BA Ensuring enhanced
service delivery with
efficient institutional
arrangements
Good
Governance
and
Regulatory
Reform
Percentage of capital
projects meeting
original planned
milestones
80%
Quarterly
A capItal project IS ~a planfled
tempOfary task undertaken t.o creale
"nique product within if fixed time
scale (\.l$ually over one or more-
i!I
financial YFart) and bodgel involvinrl
the mobffisatioo of resources from a
number of different IUnction'S (or
disciplines)
Projects in lius Instance to have a
value cx~eeding R2ao 000
Projects ~lndpr R200 000 to have It
minimum of:3 appropriate milestones
identified
Bulk votes 10 be broken down into
individual projects and planned
accordingly.
A formula It 1IVp!ied al O~partmental.
Directorate 8. Corporate levelS W'hich
impfies different reporting on targets
achieved.
At Departmental level the following
formwa applies:
II 01 Proje(.is meeting milestones
# of Capita! Projects In Departments
SA.6
-%
At Directorate levt:1
SUM Results (Departments)
Number of departments
)( 100 ...
%
I:'~M
11
~
----
~-~
and
Regulatory
Reform
BA.2
Corporate
Services
---~-
BA Ensuring enhanced
service delivery with
efficient institutional
arrangements
~~
Retention of Skills as
measured by staff
turnover
5toB%
overall
turnover
~
~---~~~
-
Quarterly
r:::~
~---~
5 to 8%
overall
turnover
~-
5 to 8%
overall
turnover
5t08%
overall
turnover
~~~~-~~~~~~
r--~~
l!:
level:
(Directorate)
100=%
----
5 to 8% overall
turnover
lo000oio.
8 to 12%
c.2Q-
~
~
~
Page 6
0910 SDBIP PBDM,LATEST FINAL VERSION~xls
A
C
o
"..J
Objective
111
E
\ I 0 lnGlUoe unit or
measure)
Of
SFA&
Directorate
Objective No.
S
G
UUIUlI
(Target in
brackets)
H
I Annual
K
L
M
31 Dec 2009
31 March
2010
30 June 2010
I arget
2009/2010 I Frequency
Comment
30 Sept 2009
:5"'"
3
N
\;Jenera1
--+----I8~to~12;;;;OA;;-o--+Q;:c-ua-,--rt-;-e-r-;-ly-+8~to~12;;;;·;;'Y.--+8;:;--;-to~12;;;;o/c;;'o--+a::-:-to-l:;':2:::%;';'o--lwithin skilled
within skilled
categories
within skilled within skilled
categories
categories
within skilled
categories
AU sla~{{~total tefminations as "Vo
complement each month,
Iofas staff
measured over the precedin{
categories
12 month period (i e. a 12 monUI
running average). This will
exdude seasonal, short
term/temporary, student
contracts"
T argot - at any pOint in time. thf
organisation/directoratefdepartn
eot should have a staft tumover
% for the preceding 12 months
which falls within the target of
4%-8%.
Scarce Skilts: as for the above.
but limited to the
are 8% ·12%
Data Sourc.: SAP & SAP 61
31
Good
Governance
and
Regulatory
Reform
Ensuring enhanced
service delivery with
efficient institutional
arrangements
Staff availability as
measure by %
absenteeism
.•
~4%
average
for the period
1 July 2009 to
30 June 2010
SA.3
Quarterly
N/A
N/A
N/A
~ 4% average
for the period 1
July 2009 to
30 June 2010
......
l"-.:)
.......
I•
<:..n
32
Good
Governance
and
Regulatory
Reform
8A Ensuring enhanced
serviCe delivery with
efficient institutional
arrangements
SA.7
Percentage
improvement In the
time taken to close
notifications in terms
of the Corporate
Works Management
process
12% reduction
in time taken
to close
notifications
(measured
against the
baseline)
Quarterly
3% reduction 6% reduction 9% reduction 12% reduction
on
on 2008/2009 on 200a/2009 in lime taken
2008/2009
baseline
baseline
to close
baseline
notifications
(measured
against the
baseline)
The 4 month rolling
average age of all
notification closed within
the preceding 4 month
period will be used 10
measure performance.
~.
~..t~
Director'S Signature
~I\.os.~
Date:
Page 7
0910 SOBIP PBOM.LATEST FINAL VERSION xl,
roY" (AI'£
1"'_1 jSI(~" USEW1! $UD (UI"$tAt
DEPARTMENTAL BUSINESS PLAN
2009/2010
DEPARTMENT :
SPATIAL PLANNING & URBAN DESIGN·
DIRECTOR
Mrs Catherine Stone
:
lIooIIIII.
N
~
0":>
Contact Person
Catherine Stone
Page 1 of 14. 0910 Departmental Business Plan SPUD 20-05-09
1.
EXECUTIVE SUMMARY
Spatial Planning and Urban Design is a strategy, policy and planning department that guides the spatial and physical transformation of Cape
Town towards a more sustainable, productive and inclusive future. The Department has a unique non-sectoral role to play, tasked with
establishing a spatial vision for Cape Town and interactively integrating and balancing the various requirements of different sectors within the
City of Cape Town as well as external stakeholders (such as housing, transport, utilities and economic development) impacting on and
influencing the spatial organisation, growth, form and performance of Cape Town. This mandate is executed through integrated and
collaborative work.
Metropolitan, district & local spatial plans & spatial planning, urbanI landscape design policies are key tools developed by the Department to
effectively support the City to:
=>
=>
=>
=>
Manage the city's growth sustainably
influence development to achieve qualitative outcomes (including safety)
align capital investments and development (public & private) - to enable integrated and sustainable development
support & enable efficient, transparent, predictable and confident decision-making by officials, sub-councils, portfolio committees,
',.
Council in the interests of good governance & regulatory reform.
.
........
f'-..:I
2.
PURPOSE AND SERVICE MANDATE OF THE SPATIAL PLANNING & URBAN DESIGN DEPARTMENT
a.r:-.J
Spatial Planning and Urban Design is a strategy, policy and planning department that aims to lead and guide the spatial and physical
transformation of Cape Town towards a more prosperous, effective, efficient, sustainable and equitable future. The Department has a unique
non-sectoral role to play, tasked with interactively integrating and balancing the various requirements of different sectors (such as housing,
transport, utilities and economic development) impacting on and influencing the spatial organisation, growth, form and performance of Cape
Town.
The mandate of the Spatial Planning and Urban DeSign Department is to give short, medium and long term spatial direction to city
development through coordinating, developing and monitoring spatial policies, plans and development for the City of Cape Town. The
Department is responsible for the requirement of the Municipal Systems Act 32 of 2000 that a spatial development framework, including basic
guidelines for a land use management system, be prepared as part of Cape Town's Integrated Development Plan .. The Department is
required to do so in a developmentally oriented manner as defined in sections 152 and 153 of the Constitution.
On behalf of the City, the Spatial Planning and Urban Design Department must prepare Spatial Development Frameworks that provide short,
medium and long term spatial direction to development in the city. Such plans must inform and lead the City's investment and development
trajectory. A City Spatial Development Framework is a legislative requirement for the City's Integrated Development Plan. The Department
Page 2 of 14. 0910 Departmental Business Plan SPUD 20-05-09
must align this framework specifically, and all forward planning spatial planning & urban design work generally, with the National Spatial
Development Initiative and provincial planning policies and frameworks.
Urban design guidance is provided by means of spatial planning and urban design frameworks, policies and guidelines, as well as ongoing
strategic advice and monitoring to assist in the implementation of these frameworks, policies and guidelines.
The Department also aims to demonstrate spatial planning and urban design policy and principles through design, facilitation and
implementation of strategic capital programmes and projects and frequent qualitative input into land use and building development
applications made to the City.
2.1
Mission of the Spatial Planning & Urban Design Department
The Spatial Planning & Urban Design Department aims to be dynamic and relevant in understanding and shaping the spatial growth,
development and transformation of Cape Town into an efficient, equitable, sustainable, accessible ,city that offers opportunities to all of
it's citizens and is responsive, resilient and adaptive to future change and risk.
The Department will engage and partner positively and proactively with all areas of the organisation and external roleplayers impacting
on, and informed by, the spatial form and physical structure of the city
The staff of the department will be effective, flexible and activist in the exercise of their professional and technical knowledge skills, :
working collaboratively to achieve high quality, innovative citywide planning and design
- ,
.....
....
~
3.
00
OBJECTIVES OF THIS BUSINESS PLAN
=>
=>
=>
=>
To establish and drive a shared spatial vision for the future development and growth of Cape Town in space that realises the
requirements of the South African Constitution, Municipal Systems Act and the aim and objectives of Cape Town's City Development
Strategy and Integrated Development Plan
To establish sound spatial planning frameworks and policies that put into effect this vision and form the basis of a robust Land Use
Planning & Management System.
To gather and interpret information and monitor urban development and growth trends in order to guide and manage city growth
through facilitating capital investment alignment at metropolitan scale in line with the City's spatial vision and lOP Strategies.
To focus on spatial and urban deisign plans and frameworks for agreed priority local action areas that play an enabling role in
implementation of the spatial vision and sectoral strategies and programmes
To regularly monitor planning decisions and their success in implementing the City's spatial vision and supporting policies
To embed District Spatial Planning & Urban DeSign services in the 8 district service delivery model
Page 3 of 14. 0910 Departmental Business Plan SPUD 20-05-09
=> To offer spatial planning & urban design leadership and direction to strategic corporate programmes and projects
=> To use our commenting role in land matters and development applications to influence outcomes to achieve the desired spatial form
and quality envisaged by policies and in so doing implement and enforce these policies.
=> To implement spatial planning and urban design policy and principles through design, facilitation and implementation of strategic
capital projects
=> To forge partnerships with strategic urban planning roleplayers in the city to improve and extend our work on an ongoing basis.
Specifically, in the 2009/2010 Financial Year the main focus of the Spatial Planning & Urban Design Department will be as follows:
•
•
•
•
•
•
•
•
To complete the preparation of and submit for approval the Cape Town Spatial Development Framework and 8 integrated District
Spatial Development Plans/ Environmental Management Frameworks. It is the intention that these plans will be subject to a robust
public participation process and be approved as Structure Plans in terms of Section 4 (6) and/or 4(10) of the Land Use Planning
Ordinance.
To identify priority focus areas within each District and commence the preparation of detailed planning and design work for these local
areas. A key priority will be testing a rapid local spatial vision generation and planning methodology via the 8 local area spatial
development frameworks being developed for strategic under-utilised city landholdings that could be used for the informed release of
these landholdings to unlock strategic development opportunities across the city - this is the Spatial Planning & Urban Design
Department's contribution to the City Manager's Pockets of Excellence Project.
To identify and prioritise spatial planning, urban design and landscape policy gaps and commence the preparation of necessary policies
in support of land use management decision-making, the implementation of the City SDF & District SOP's and effective management of:
urban growth. Key priorities will be the approval of a Densification Strategy, Development Edges Policy and Tall Buildings Policy for the: .
City of Cape Town.
--.
To provide the spatial planning and urban design dimensions to the Central City Development Strategy being jOintly managed by the N
City and the Cape Town Partnership.
~
To ensure Spatial Planning, Urban Design and Landscape Architecture capacity, leadership and support to the Directorate's district e.c
operations.
To ensure Spatial Planning, Urban Design and Landscape Architecture capacity, leadership and support to strategic corporate
programmes; namely, the Integrated Rapid Transport & Non-Motorised Transport projects, the Community Residential Unit programme,
the identification of land for human settlement, the Informal Settlements Pilot Upgrade Programme (including the Violence Prevention
through Urban Upgrading Programme), the Urban Renewal Programme and the City's Neighbourhood Development Partnership Grant
projects.
To ensure Spatial Planning, Urban Design and Landscape Architecture capacity, leadership and support to strategic external partner
programmes; namely, planning initiatives for strategic Transnet landholdings and for Intersite's National Stations Precinct Planning
Project.
To align the identification of new quality public space interventions with the City's Integrated Rapid Transit (IRT) and non-motorised
transport (NMT) investment programme, urban node regeneration opportunities, the City's community residential units, informal
settlements upgrading and new housing programmes.
Page 4 of 14. 0910 Departmental Business Plan SPUD 20-05-09
•
•
To provide capital programme implementation resources and support to the Directorate as a whole.
To continue the roll out of the City's Public Space Programme, with a specific emphasis on the 23 legacy quality public spaces projects,
commenced in 2006/2007, for completion in 2010/2011.
To complete a 10 year review of the Quality Public Spaces Programme.
•
The above objectives form the basis for the Service Delivery Business Implementation Plan (SDBIP) for the department.
4.
ASSUMPTIONS AND RISKS
4.1
Assumptions
The following assumptions are the basis for the successful delivery of this plan:
•
Retain scarce skills and fill current funded vacancies.
•
Constructive and cooperative working partnerships with other City Departments.
:
4.2
Integrated Risk Assessment
.......
~
c:..n
r-;~
~
c:>
,----
Risks
Action
Res(!onsib
ponsibilitv
Human Resource Capacity
Constraints
Implementation of a Staffing Strategy to retain and develop existing staff
Record Keeping of Poor Performance and corrective strategies
Catherine Stone in
conjunctio with
Support SI rvices
and coope ation
with Corpc rate
Human Re sources
via the EXI cutive
Director SI rategy
and Plann ng
Monthly Meeting with IT Planning Support
Catherine Stone
Set-up protocols and procedure (Le. for the use of a shared server)
Catherine Stone
Finalisation of a Competency Assessment and Skills Audit
•
Motivate for Budget
Service Level Agreements/Protocols
-
2
Dependency on IT
Procurement management of Software and tracking it
-
I~heryl Fre_dericks
Page 5 of 14. 0910 Departmental Business Plan SPUD 20-05-09
---r---
--
Adequate information
3
To seek alignment in the work of the Strategic Development Information & GIS Department
to the information needs of forward spatial planning
I
Catherine Stone
!
Norah Walker
To ensure information needs are identified timeously and initatives undertaken to collect and
interpret this information in support of planning
In conjunction with
Keith Smith
-----
4
Inadequate Asset Management
(comprehensive infrastructure
management plan)
Development of Asset Management Plan and Implementation of Asset Management Plan in
line with current corporate initiatives.
Elvea de Wet
Evaluation of Quality Public Space Programme Performance
Cedric Daniels
---
5.
6.
LEGISLATIVE IMPERATIVES
•
Section 26 of the Municipal Systems Act 32 of 2000
•
Section 84 (1) of the Municipal Structures Act 117 of 1998
......
•
Section 4 of Ch 2 of the Local Government Municipal Planning & Performance Management Regulations
e..n
•
Ch 1 of the Development Facilitation Act
•
The Western Cape's Land Use Planning Ordinance
•
The National Environmental Management Act 107 of 1998
•
A wide range of national, provincial, and local policies, directives and programmes
~
......
PARTNERS AND STAKEHOLDERS IN THE BUSINESS PLAN
Page 6 of 14. 0910 Departmental Business Plan SPUD 20-05-09
:
No.
I Services Provided
Client(s) I Partners
\---
1
Strategic Plans and Policy Development:
•
•
•
•
Interdepartmental Steering Committee (comprising City line
departments and PG:WC representation).
•
District level task teams (core members: PBDM and ERM).
•
Communication and public engagement strategy via SubCouncils.
•
PEPCO task teams (political input and oversight) and PEPCO
approval.
•
Interdisciplinary departmental project management team per
region (2Xprojects).
•
Project level technical engagements (bilateral with key line
departments and/or technical working group when required).
•
Project-wide liaison with City Property Management.
City Spatial Development Framework (Compliance with IDP)
District Plans
Local Area Plans I Focus Areas I Urban Design Frameworks
(e.g. the City Manager's Pockets of Excellence Project - 8
Local Area Spatial Development Frameworks)
•
PEPCO approval where appropriate.
•
Interdepartmental Project Teams (comprising relevant City
line departments).
•
Communication and public engagement strategy via SubCouncil.
•
PEPCO task team (political input and overSight) and PEPCO
approval.
•
Interdepartmental Project Teams (comprising relevant City
line departments).
•
Communication and public engagement strategy via SubCouncil.
.....
N
t.n
l'-.:)
•
Policies and Guidelines
Facilitation and Implementation of Strategic Projects
•
PEPCO (political input and oversight)
Page 7 of 14. 0910 Departmental Business Plan SPUD 20-05-09
~--~~
3
~
Spa tial Planning, Urban Design and Landscape Architecture
Gu :lance:
•
•
Public Investment !Initiatives
Interdepartmental Project Teams (comprising relevant City
line departments) & Corporate coordination! oversight
committees
!
•
I
I
•
4
5
Private Sector Initiatives (development applications and land
matters)
Integrated Development Plan (lOP) Programmes (citywide
programmes and projects)
Sp atial Monitoring and Information Gathering I Research
•
Circulation in terms of SPUD referral framework
•
Interdepartmental engagement (SPUD! PSDM coordination
where appropriate)
•
Interdepartmental Project Teams (comprising relevant City
line departments).
•
Communication and public engagement strategy via SubCouncil.
•
PEPCO (political input and oversight)
•
IKM and PSDM Departments (contribute information! data)
•
Utility Services and Transport, Roads and Stormwater
Directorates (input into their Master Planning)
De Ilonstrate Policy and Principles through Development,
Fac i1itation and Implementation of Strategic Capital Programmes
and Projects.
•
Quality Public Space Programme
•
Comprehensive Communication and Participation Strategy iro
Citywide line approval via Project Management Team (PMT)
Approach and Participation with Sub-Council Structures.
•
Directorate Coordination and Development
•
Monthly workshops to Monitor Performance, Innovate
around unlocking of blockages, Sharing and Development of
Capacity and Scarce Skills.
Page 8 of 14. 0910 Departmental Business Plan SPUD 20-05-09
..
.......
N
I:..n
~
7.
RESOURCES
7.1
Staff Component
The Spatial Planning & Urban Design Department has 35 staff members. The ideal staff complement of the Department is 60.
Nevertheless, the Department accepts that it must fulfil its mandate and achieve its objectives with the current staff complement,
as well as seek innovative ways in which to increase its capacity. The Department is therefore exploring an international
professional exchange programme to assist with experienced urban design capacity and expertise, hosting internships for
international students with skills and experience in spatial planning and urban design and making use of consultants to add to the
capacity of the department as well as to bring additional experience and expertise.
7.2
Financial Component
Operating Budget
The Spatial Planning & Urban Design Department's operational budget for 2009/2010 is R20,612,434.99 inclusive of Salaries and
Wages, Repairs and Maintenance! Contracted Services and General expenses. Existing grant funding sources are limited,
however, other possible grant funding sources will be investigated as well as partnerships with institutions such as universities to
identify common research interests.
Capital Budget
t.n
The Spatial Planning & Urban Design Department's capital budget for 2009/2010 is R58,637,258.00.
8.
.......
N
CONSTRAINTSI CHALLENGES
One of the key challenges of the department is to address the long standing lack of focus on forward planning and the development,
completion and approval of planning policies. The City's Metropolitan Spatial Development Framework requires review and consequently the
lOP lacks this essential component
The lack of clarity and leadership on the city's development path as well as clear policies on spatial planning and development, and design
issues also impacts directly on the development industry which calls for predictability and consistency in planning and decision-making. The
existing confusing planning and policy context (there are currently over 500 planning policies and frameworks of differing ages, status and
relevance) also slows down decision making and adds to frustration and delays amongst proponents of development It is therefore essential
that the planning frameworks and policies of the City are revised and streamlined.
Page 9 of 14. 0910 Departmental Business Plan SPUD 20-05-09
~
The challenge is to create space to carry out this proactive, forward planning work in a context where the day to day demands of approval
processes, strategic opportunities for short term intervention and project crises also demand attention. It was for this reason that the forward
planning and strategic functions of planning were separated out from the operational aspects located within the Planning and Building
Development Management Department (PBDM). It is however critical that the policies and frameworks are developed in partnership with
PBDM as they will be the users and implementers of these plans and policies.
The department is essentially a professional and strategic unit and it's primary resource is it's professional staff. The department is impacted
on by the very competitive private sector employment environment as well as international demand for urban designers, planners and
landscape architects. Many of the professional streams in the department fall within the scarce skill categories; this presents challenges for
staff retention and recruitment.
9.
STRATEGIC ALIGNMENT TO THE lOP
Preparation of the Cape Town Spatial Development Framework and 8 integrated District Spatial Development Plans/ Environmental
Management Frameworks is required for in the IDP. This City SDF should provide the platform for co-ordinated delivery in space within and
across the following strategic focus areas (SFA) of the lOP:
•
•
•
•
•
Shared Economic Growth and Development (SFA 1)
Sustainable Urban Infrastructure & Services (SFA 2)
Energy Efficiency for a Sustainable Future (SFA 3)
Public Transport Systems (SFA 4)
Integrated Human Settlements (SFA 5)
.....
~
c..n
c:.,n
Rationalisation of the City's forward spatial planning frameworks will contribute towards a further strategic focus area of the lOP, that of Good
Governance & Regulatory Reform (SFA 8).
10.
SERVICE DELIVERY INDICATORS
The following is with specific reference to the substantive indicators as set out in the Department's Service Delivery Business Implementation
Plan which support the directorate SDBIP.
S\(~1t_ilfjr~ima~iL~
Transform dormitory suburbs into areas which support greater mix of land uses, offer a
range of amenities and are SOCially mixed.
Page 10 of 14. 0910 Departmental Business Plan SPUD 20-05-09
Indicator I Strategy
Sept 2009 Target
December 2009 Target
March 2010 Target
June 2010 Target
Percentage completion of the Quality
Public Spaces in Region 1: Atlantis,
Observatory, Maynardville and Langa
Atlantis and Observatory:
Practical Completion Issued
Langa and Maynardville: Out
to Tender for construction
Langa and Maynardville:
Contractor Appointed
Langa and Maynardville:
Contractor on site
Langa and Maynardville:
Practical Completion
Issued
Percentage completion of the Quality
Public Spaces in Region 2 : Kleinvlei,
Belhar &Delft
Kleinvlei, Belhar & Delft: Out
to Tender for construction
Kleinvlei, Belhar & Delft:
Contractor Appointed
Kleinvlei, Belhar & Delft:
Contractor on site
Kleinvlei, Belhar & Delft:
Practical Completion
Issued
Percentage completion of the Quality
Public Spaces in Region 3 :
Lentegeur; Khayelitsha; Philippi;
Nomzamo
Lentegeur, Khayelitsha and
Philippi: Contractor on site.
Lentegeur, Khayelitsha and
Philippi: Practical
Completion Issued
Nomzamo: Contractor on
site
Nomzamo: Practical
Completion Issued
Princessvlei: Contractor on
site
Princessvlei: Practical
Completion Issued
Percentage completion of the Quality
Public Spaces in Region 4 :
Ocean view; Princessvlei
Nomzamo: Out to Tender for
construction
Nomzamo: Contractor
Appointed
Oceanview: Practical
Completion Issued
Princessvlei: Out to Tender
for construction
Princessvlei: Contractor
Appointed
Consultant team appointed to
prepare detailed deSigns
Draft detailed designs
prepared
,---------
Grand Parade Revitalisation : Phase 2
SI~glilllf.illl_15IiI
--:-,..~~
~,
.....
N
Draft detailed designs
presented to stakeholders
Detailed design for
Phase 2 complete,
contractor tender
documentation prepared
Establish policy and spatial planning frameworks that will facilitate the development of
integrated human settlements.
Indicator I Strategy
Sept 2009 Target
December 2009 Target
March 2010 Target
June 2010 Target
% Completion of the Spatial
Development Framework (SDF) and
Integrated District Spatial Development
Plans / Environmental ManaQement
2nd round of public
engagements being
concluded.
Draft plans being revised
for submission to PEPCO
Draft City SDF & 8 District
SDP's approved by
PEPCO for submission to
PGWC for provisional
PG:WC's provisional
inspection concluded
Page 11 of 14. 0910 Departmental Business Plan SPUD 20-05-09
~
~
inspection
Frameworks (SDPI EMFs)
-~~
----
~~----~~
8 Local Area Spatial Plans initiated per
Planning District
8 rapid local area spatial
plans initiated
-----
8 rapid local area spatial
draft plans prepared
-----
8 rapid local area spatial
plans completed
-------
Athlone Power Station Redevelopment:
Feasibility Study
-----
City-wide Community Facility
Standards: Service Access Planning
Project (Phase II)
Stages 1-4 of 9 complete
~-
8 rapid local area spatial
plans completed
------
Stages 1-5 of 9 complete
----
Stages 1-4 of 9 complete
Stages 1-7 of 9 complete
-----
Phases 1A & B of 5 complete.
Phases 2 of 5 complete.
Phases 1-3 of 5 complete.
All 5 phases complete.
35% of Budget Spent
70% of Budget Spent
70% of Budget Spent
100% Budget Spent
Consultant ApPointed
Public Consultation
Strategy Approved
-
Applications in terms of
LFTEA & NEMA submitted to
the City & DEA&DP PG:WC
Applications in terms of
LFTEA recommended to
DEA&DP, PG:WC by
SPELLUM, CoCT
Record of Decision of
MEC's, PG:WC in terms of
NEMA & LFTEA received
Record of Decision of
MEC's, PG:WC in terms
of NEMA & LFTEA
'
received
--------
Densification Strategy & Investigation,
into tools & mechanisms for the
implementation of the Densification
Strategy
~~~~~-~~
Forestry Station and Buffer Sites,
Imizamo Yethu, Hout Bay
.
~
N
Vf
§jlilmi~~r~~m• •Optimise the staff structure, strategies and policies and promotes skills development
Indicator I Strategy
I Sept 2009 Target
December 2009 Target
March 2010 Target
June 2010 Target
% budget spent on implementation of
WSP
I 30%
50%
70%
90%
sll~xil:.]jgj~jjm,~JZEnhance service delivery through alternative service delivery mechanisms
Indicator I Strategy
Sept 2009 Target
December 2009 Target I March 2010 Target
Page 12 of
14~
June 2010 Target
0910 Departmental Business Plan SPUD 20-05-09
-....:z
§~rBlG1mIJJ'as:8TJf'
:_.t,::I:~~1: .!¥ ' ~=i~~
Improve the organisational and regulatory environment
----------------------
I Indicator I Strategy
% Directorate & Departmental Staffing
Strategies developed and approved
and implementation of the action plan
% of C3 notification process
implemented including geo-coding and
! correspondence functionality
% of Capital projects meeting original
planned milestones
Strategic Objective NE.8.5:
I
Indicator I Strategy
r % annual asset verification process
completed
Sept 2009 Target
! Action plan developed and
approved and 25% of action
plans implemented
i
25% of process implemented
- (Identification of driver within
the directorate, adoption of a
directorate implementation
plan}
80%
December 2009 Target
March 2010 Target
June 2010 Target
50% of action plans
implemented
75% of action plans
implemented
90% of current year's
action plans
implemented and
Staffing Strateg ies for
the next Financial Period
Developed and
approved.
50% of process
implemented - (Train and
develop role players)
75% of process
implemented - (All C3
works centres within
Directorate fully
operationalised and
managing service request
through the system)
100% of C3 notification
process implemented
including geo-coding and
correspondence
functionality
80%
80%
(Statistics drawn and
shared at management
meetings)
80%
Management of key financial and governance areas such as income control, cash flow,
indigent support, alternative income opportunities, asset and risk management
----------------
Sept 2009 Target
December 2009 Target
March 2010 Target
June 2010 Target
100% completed by 31
May
Page 13 of 14. 0910 Departmental Business Plan SPUD 20-05-09
?
......
N
c.n
00
% of Capital Budget spend
I Based on Dirl Dept projected
cash flow s
% of Operating Budget spent
I Based on
)irl Dept projected
cash flows
Percentage reduction in the number of I 60%
recurring findings emanating from
Internal Audit
Based on Dirl Dept
projected cash flows
Based on Dirl Dept
projected cash flows
95%
Based on Dirl Dept
projected cash flows
Based on Dirl Dept
projected cash flows
98%
60%
60%
60%
March 2010 Target
June 2010 Target
28%
28%
~tfitmmr0:m:~mJ§1IImprovement of community satisfaction
December 2009 Target
Sept 2009 Target
Indicator I Strategy
----------
% improvement in the positive
employee climate as per annual
Culture Climate Survey
11.
n/a
f--
n/a
.......
AUTHORISATION
N
c:..n
The undersigned do hereby indicate their agreement with the contents of this document and the outcomes.
<:.c
Date
_ _ _ _-----'_ C-1~
---
Glfo..t-
oC1
Page 14 of 14. 0910 Departmental Business Plan SPUD 20-05-09
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2009/2010-DEPARTMENT SDBIP: SPATIAL PLANNING AND URBAN DESIGN
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Baseline
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(by June 10)
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Sept 09
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Oec09
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March 10
Target
June 10
Targets
General
Comments
IL
0
2
Integrated Human
Settlements
,2-
,,,~,,.
Human
Settlements
OCvY
5.1
SPUD
5.1. Transform
dormitory suburbs
into areas which
support a greater mix
of land uses. offer a
range of amenities
and are socially
mixed.
5A.2 Percentage
completion of the Quality
Public Spaces in
REGION 1 . Atlantis;
Observatory;
Maynardville; langa
Atlantis and
Observatory
commenced in
2008109
5.1
SPUD
5.1. Transform
dormitory suburbs
into areas which
support a greater mix
of land uses. offer a
range of amenities
and are socially
mixed.
SA. 2 Percentage
completion of the Quality
Public Spaces in
REGION 2 : Kleinvlei.
Belhar &Delft
Eisies River and
Kasselvlei
completed in
2008109
4 quality public
spaces
completed.
_
Atlantis and
Observatory:
Practical Completion
Issued
langa and
Maynardville: Out to
Tender for
construction
Langa and
Maynardville:
Contractor
Appointed
lang a and
langa and
Maynardville:
Maynardville:
Contractor on site Practical
Completion Issued
Kleinvlei, Belhar
&Delft: Out to
Tender for
construction
Kleinvlei. Belhar
&Delft: Contractor
Appointed
Kleinvlei. Belhar Kleinvlei. Belhar
&Delft: Contractor &Delft: Practical
on site
Completion Issued
......
1 quality public
spaces
completed.
.........
N
<::r.>
Q>
4
Integrated Human
Settlements
5.1
SPUD
5.1. Transform
dormitory suburbs
into areas which
support a greater mix
of land uses. offer a
range of amenities
and are socially
mixed.
5A. 2 Percentage
completion of the Quality
Public Spaces in
REGION 3 : Lentegeur;
Khayelitsha; Philippi;
Nomzamo
Lentegeur.
Khayelitsha and
Philippi
commenced in
2008/09
4 quality public
spaces
completed.
lentegeur.
Khayelitsha and
Philippi: Contractor
on site
Nomzamo: Out to
Tender for
construction
Integrated Human
Settlements
5.1
SPUD
5.1. Transform
dormitory suburbs
into areas which
support a greater mix
of land uses, offer a
range of amenities
and are socially
mixed.
5A.2 Percentage
completion of the Quality
Public Spaces in
REGION 4 : Oceanview;
Princessvlei
Gugufethu and
Nyanga completed
in 2008/09 and
Oceanview
commenced in
2008109
2 quality public
spaces
completed.
Oceanview:
Princessvlei:
Practical Completion Contractor
Issued
Appointed
Princessvlei: Out to
Tender for
construction
Lentegeur.
Khayelitsha and
Philippi: Practical
Completion Issued
Nomzamo:
Contractor
AppOinted
Nomzamo:
Nomzamo:
Contractor on site Practical
Completion Issued
5
Princessvlei:
Princessvlei:
Contractor on site Practical
Completion Issued
6
Page 1
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l
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Integrated Human
Settlements
5.1
SPUD
Integrated Human
Settlements
5.2
Link to
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Sept 09
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Oec09
Target
March 10
Target
June 10
Targets
General
Comments
>-
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Indicator
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2
5.1. i ransfarm
dormitory suburbs
into areas which
support a greater mix
of land uses, offer a
range of amenities
and are socially
mixed.
Grand Parade
Revitalisation : Phase 2
7
Phase 1 complete
Detailed design
for Phase 2
complete
-
Consultant team
Draft detailed
appOinted to prepare designs prepared
detailed designs
----------
SPUD
AS
()
(l)
E
S
5.2.Establish policy
and spatial planning
frameworks that will
facilitate the
development of
integrated human
settlements
% completion of the
Spatial Development
Framework (SDF) and
integrated District Spatial
Development Plans!
Environmental
Management
Frameworks
(SDP/EMF's)
...
City SDF and
IEvery 10
years,
District SDP's
completed,
reviewed
PGWC's
as part of
provisional
IDP review
inspection
concluded. Final
3rd round of
advertisement
concluded.
_-_. . . ._----
2nd round of public
meetings concluded,
draft plans being
revised for
submission to
PEPCa
Draft City SDF & 8
District SDP's
approved by PEPCa
for submission to
PGWC for
proviSional
inspection
Detailed'design for Targets based
Phase 2 complete,
on project
contractor tender phasing can onl~
documentation
be provided on
prepared
finalisation of
consultant
appointment
Draft detailed
designs
presented to
stakeholders
PGWC's
provisional
inspection
concluded
--
3rd round of
advertisement of
City SDF and
District SDP's for
comment
completed
.-- .
......
~
c:r":l
........
8
Integrated Human
Settlements
5.2
SPUD
5.2.Establish policy
and spatial planning
frameworks that will
facilitate Ine
development of
integrated human
settlements
Athlone Power Station:
Redevelopment
Feasibility Study
Stages 1-3 of 9
complete
Integrated Human
Settlements
5.2
SPUD
5.2.Establish poliCy
and spatial planning
frameworks that will
facilitate the
development of
inlegrated human
settlements
City-wide Community
Facility Standards:
Service Access Planning
Project (Phase II)
Phase 1A of 5
complete
Stages 1 7 of 9
complete
Stages 1 4 of 9
complete
Stages 1 5 of 9
complete
Stages 1 - 5 of 9
complete
Stages 1 - 7 of 9
complete
9
IProject
complete
"'-
Phases 1 A & B of 5 Phase 2 of 5
complete. 35% of
complete 70% of
budgetspenl.
budget spent
Phases 1 .3Qf5 All 5 phases
complete. 70% of complete. Project
blldgetspent.
complete. 100% of
budget spent.
10
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5.2
SPUD
5.2.Establish policy
and spatial planning
frameworks that will
facilitate the
development of
integrated human
settlements
Densification Strategy &
Investigation into tools &
mechanisms for the
implementation of the
Densification Strategy
5.2
SPUD
5.2.Establish policy
and spatial planning
frameworks that will
facilitate the
development of
integrated human
settlements
Forestry Station and
Buffer Sites. Imizamo
Yethu,Hout Bay (including
portion of Erf 2848,
portion of remainder Erf
2848, portion of Erf 7296,
Erf 7309 and portion of
remainder Erf 6355, Hout
Bay) (approximately 19
hal
E
.,c.
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Baseline
Annual Target
(by June 10)
l
S
AS
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Sept 09
Target
Dec 09
Target
March 10
Target
June 10
Targets
General
Comments
:>.
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Indicator
11>
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I.L
2
Integrated Human
Settlements
~ 1----
Integrated Human
Settlements
Draft Densification
Strategy approved
for public
consultation. Pilot
areas densification
infrastructurel
urban design study
complete
-----------
Applications in
telTl1s of LFTEA &
NEMA submitted
to the City
Densification
Strategy
approved &
Investigation
into tools &
mechanisms for
the
implementation
of the
Densification
Strategy
comolete.
Record of
Decision of
MEC's, PG:WC
in terms of
NEMA& LFTEA
received
Consultant
Public consultation
appointed to
on Densification
undertake
Strategy completed.
Investigation into
tools & mechanisms
for the
implementation of
the Densification
Strategy
Densificatlon
Strategy
approved.
Investigation into
tools &
mechanisms for
the
implementation 01
the Densification
Strategy
complete
Applications in
terms of LFTEA &
NEMA submitted to
the City & DEA&DP,
PG:WC.
Record of
Decision of
MEC's, PG:WC
in terms of NEMA
& LFTEA
received
Applications in
terms of LFTEA
recommended to the
DEA&DP. PG:WC
by SPELLUM, CoCT
Targets based
on project
phasing can only
be provided on
finalisation of
consultant
appointment
Record of Decision
of MEC's, PG:WC
in terms of NEMA
& LFTEA received
.
.......
N
OJ
N
12
SPUD
Good Governance
and Regulatory
Reform
Quarterly
8.2. Enhance service
delivery through
alternative service
delivery mechanisms
Movement of slaff to
regional offices
1
4
1
1
3
4
13
Page 3
0910 SDBIP SPUD 22-Q3-{J9 (2) xis
A
Link to
lOP
Focus Area
B
Link to
Corp.
Scorecar
d
Indicator
D
F
G
I
J
Baseline
Annual Target
(by June 10)
...c:
1;
'"
AB
AK
AT
AW
Sept 09
Target
Dec 09
Target
March 10
Target
June 10
Targets
General
Comments
>u
Q)
E
S
L
Objective
Indicator
Q.
Q)
c:
Q)
::::I
c:r
e
u.
0
2
SA Ensuring
enhanced service
delivery with efficient
institutional
arrangements
Percentage of capital
projects meeting original
planned milestones
80%
N12
Quarterly
80%
N12
80%
N12
80%
80%
N12
A capital projecl is 8
planned temporary task
undertaken to create a
N12
II~niq~~ proouct within
3:
fixed
(usually
over one or more financia
yel'lfs) and budget
Involving the mobIlisation
of feSOl..lfCeS from 13
number of different
func.tions (or disclptines)
PrtJjeds in this instance ta
have e value exceeding
R200 000.
Projects
000
to
a minimum of 3
appropriate milesiones
Identified,
Bulk votes to be broken
down into individual
projects and planned
I
Good Governance
and Regulatory
Reform
8AS
accordingly.
--
~
cr:;,
r~
0i
8/\ Ensuring
enhanced service
delivery with efficient
institutional
arrangements
.
A fOmltlf3 is applied at
Departmental, Directorate
& Corporate level'i whictl
HUIJlies drfferenl reporting
on targets achiewO .
At Departmental level the
following formula applies:
# of Projects meeting
milestones
# of Capital Projects in
Departments e %
At Directorate level:
SUM Results
(Oe-paltments)
,
Retention of Skills as
measured by staff
turnover
5 to 8% overall
turnover
Quarterly
5 to 8% overall
turnover
5 to 8% overall
turnover
5 to 8% overall
turnover
Good Governance
and Regulatory
Reform
5 to 8% overall
turnover
All staff: lotal
terminations as % of
staff co;nplement
each month. as
measured over the
preceding 12 monlh
period (I.e. a 12
month running
average) Ihiswill
exdude
s~asonal,
short
term/tempor ary,
student contracts
larget - at any point
in time, the
15
---
Page 4
organisation/director
ate/department
0910 SDBIP SPUD 22·03-{)9 (2)<15
A
Link to
lOP
Focus Area
B
Link to
Corp.
Scorecar
d
Indicator
D
F
G
I
J
Baseline
Annual Target
(by June 10)
...
..
1::
S
AB
AK
AT
AW
Sept 09
Target
Dec 09
Target
March 10
Target
June 10
Targets
General
Comments
>-
'<II"
E
L
<.l
Objective
Indicator
c.
(I)
c
(I)
:>
rr
f
u.
C
2
8 to 12% within
skilled
categories
Quarterly
8 to 12% within
skilled categories
8 to 12% within
8 to 12% within
skilled categories skilled categories
ShOUld nave a stan
turnover % for the
preceding 12 month,
which falls Within the
target of 4°/t) - 8%
Scarce Skills as for
the above. but
lim ited to the
following EE
Icale90 ,;-es:
.
Good Governance
and Regulatory
Reform
ILegi;lators & senior
managers,
Professionals,
Technicians and
other professionals.
In this c.ase the
target parameters
are 8%·12%
16
SA Ensuring
enhanced service
delivery with efficient
institutional
arrangements
------
Staff availability as
measure by %
absenteeism
Quarterly
.~4% average
for the period 1
July 2009 to 30
June 2010
Good Governance
and Regulatory
Reform
,..12 I·
Good Governance
and Regulatory
Reform
88
% of Capital Budget .....~
8 B Management of
key financial and
spend
governance areas
such as income
control. cash flow.
indigent support,
alternative income
opportunities, asset
and risk management
N/A
f=-...
-------
95%
N/A
Quarterly
~ 4% average for
the period 1 July
2009 to 30 June
2010
N/A
----------
Based on Dirl Dept
Based on Dirl Dept Based on Dirl
projected cash flows projected cash flows Dept projected
cash flows
~
~
-----
95%
Percentage
reflecting Actual
spend I Planned
Spend.
18
Page 5
......
l'..:)
0910 SDBIP SPUD 22-03-09 (2).xI5
I
A
Link to
lOP
Focus Area
S
Link to
Corp.
Scorecar
d
Indicator
D
F
G
I
J
L
Baseline
Annual Target
(by June 10)
<II
::I
...
t:
..
t::
a.
<II
0
AS
AK
AT
AW
Sept 09
Target
Dec 09
Target
March 10
Target
June 10
Targets
General
Comments
>.
<.)
<II
E
S
Objective
Indicator
c
......
".
u.
2
Good Governance
and Regulatory
Reform
8 B Management of
% of Operating Budget
key financial and
spent
governance areas
such as income
control, cash flow,
indigent support
alternative income
opportunities, asset
and risk management
95%
Quarterly
Based on Dirl Dept Based on Dirl Dept
Based on Dirl
projected cash flows projected cash flows Dept projected
cash flows
._-'"
95"10
Percentage
reflecting Actual
spend I Planned
Spend
19
Good Governance
and Regulatory
Reform
8 B Management of
% annual asset
key financial and
verification process
governance areas
completed
such as income
control, cash flow,
indigent support,
alternative income
opportunities, asset
and risk management
20
100%
Annual
NIA
NIA
NIA
100% completed
-;
......
N
~
<:.J1
-----
8 B Management of
key financial and
governance areas
such as income
control, cash flow,
indigent support, •
alternative income
opportunities, asset
and risk management
Percentage reduction in
the number of recurring
findings emanating from
Internal Audit
70%
Quarterly
II is the reporting
monitoring of the
and
reduction (in
percentage) of the
findings of audit
follow-ups performed
in the quarter
The timing for
corrective FIction
implementation is
Good Governance
and Regulatory
Reform
70%
70%
70%
70%
nOlmally provided by
line.
Audits I follow-ups
will always only lake
place after agreed
implementation
dates of corrective
action. It will e~her
be 'Nol Appticable' I<
Management if an
audit or follow-up
hasn't taken place at
the lime of reporting
or there Will be a
percentage change I
21
I.,~,,,. nun;' an ~"rl;'
PageS
0910 SDBIP SPUD 22-03-09 (2).xI5
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Link to
lOP
Focus Area
B
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Corp_
Scorecar
d
Indicator
D
F
G
I
J
Baseline
Annual Target
(by June 10)
...co
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1::
Objective
Indicator
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tT
<l>
S
AS
AK
AT
AW
Sept 09
Target
Dec 09
Target
March 10
Target
June 10
Targets
General
Comments
N/A
N/A
N/A
"u..
0
2
8A Ensuring
enhanced service
delivery with efficient
institutional
arrangements
Percentage improvement
in the positive employee
climate as per annual
Culture Climate Survey
31%
Corporately
(Directorate &
Departmental
targets will only
be available
once the current
survey has been
ccmpleted)
Annual
The Loyalty Index
31% Corporately
measurement
(Directorate &
comprises 12 ~Touch
Departmental
Points" as an indicator
targets will only be ot how we!! the City is
doing in relation to the
available once the
management of its
current survey has human resources. The
interventions put in
been ccmpleted)
place to address
concerns raised as a
lesult of the last
survey should refled a
% improvement in the
4 kp.y "Touch Points"
which were identified
of having the biggest
impact on the staff
!oyalty index. This
Improvement should
cascade Into a %
improvement in the
Loyalty lndex. The
Culture Climate
Survey is driven on a
corporate level. Line
departments are
Good Governance
and Regulatory
Reform
22
-
8A Ensuring
enhanced service
delivery with efficient
institutional
arrangements
Percentage 1I11f"UY"''''''''''
in the time taken to close
notifications in terms of
the Corporate Works
Management process
12% reduction
in time taken to
close
notifications
(measured
against the
baseline)
Quarterly
3% reduction on
2008/2009 baseline
6% reduction on
2008/2009 baseline
9% reduction on
2008/2009
baseline
12% reduction in
time taken to close
notifications
(measured against
the baseline)
Good Governance
and Regulatory
Reform
-The 4 month
rolling average
age of all
notification closed
within the
preceding 4 month
period will be used
to measure
performance_
.
.......
N
O':l
Q"";)
23
'--
Page 7
0910 SDBIP SPUD 22-03-09 (2) xis
A
Link to
lOP
Focus Area
B
Link to
Corp_
Scorecar
d
Indicator
D
F
G
I
J
Baseline
Annual Target
(by June 10)
c:
w
E
t:
.,Co
S
AS
AK
AT
AW
Sept 09
Target
Dec 09
Target
March 10
Target
June 10
Targets
General
Comments
10%
30%
90%
A Workplaee Skllls PIau is
a document that outlines
lhe planned educatIon,
training & development
!f1te~nlions for Ihe
organisation The WSP
should be aligned wlth the
staffing strategy, fOP,
FlDP's . EE , NSDS and
Sector Sklils Plan
L
>c:
w
u
Objective
Indicator
w
;:J
t:T
2!
u.
c
2
8A Ensuring
enhanced service
delivery with efficient
institutional
arrangements
% budget spent on
implementation of WSP
90%
Quarterly
60%
Calculation for the
Formula: Two parts
(A)
Good Governance
and Regulatory
Reform
tra.ining
(B} Manual exercise on
which Seminars &
Conto(cnces costs ale
calculated.
The two parts are
combinAd 10 give tinal
figures of the spendlOO on
WSP i01plementatlOrl
The conferences am
recognised by the SETA
as claimable from Ihe t%
lo[the w'9Dtil,-"" pe' the
24
.......
Director
n_cc1~
l'o..:)
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33
I 1"\ \ '5'
,09
C'J"')
U-
-....l
1
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Page 8
0910 SDBIP SPUD 22-03-09 (2) xis