1377
""""• •" [,,, •• SESE...
1
ITEM NUMBER:
I
~i
REPORT To MAyeO
17 JUNE 2009
i'''' ,,,.,"
Me 48/06/09
TRANSPORT, ROADS AND STORMWATER: 2009/2010 SERVICE DELIVERY
AND BUDGET IMPLEMENTATION PLANS (SDBIP's) AND BUSINESS PLANS
PAAIE,
VERVOER
EN
STORMWATER:
DIENSLEWERINGS·EN·
BEGROTINGSIMPLEMENTERINGSPLANNE (SDBIP's)EN SAKEPLANNE VIR
200912010
EZOTHUTHO, "NDLELA NAMANZI ESITSHI: UNIKEZELO LWEENKONZO
LWANGO·2009/2010
KUNYE
NEZICWANGCISO
ZOKUMISELWA
KWEVHAJETHI (SDBIPs) NEZICWANGCISO ZOSHISHINO
The Transport, Roads and Stormwater Portfolio Committee expressed the
importance of having critical positions filled in order to ensure that deadlines
are reached, as well as to the fact that in some instances incompetent
contractors and sub-contractors are appointed which also leads to delays.
2
RECOMMENDATION FROM THE TRANSPORT, ROADS AND STORMWATER
PORTFOLIO COMMITTEE: 04 JUNE 2009
that the Mayoral Committee approves the 2009/2010 Directorate Service Delivery
and Budget Implementation Plans and Business Plan.
dat
die
Burgemeesterskomitee
die
dines/wereingsen
begrotingsimplementeringsplanne en sakeplanne van direktorate vir 200912010
goedkeur.
Ukuba iKomiti kaSodolophu/yoLawulo mayiphumeze uNikezelo IweeNkonzo
IweCandelo
loLawulo
lowama-2009/2010
neziCwangciso
sokuMiselwa
kweBhajethi kunye neziCwangciso zoShishino.
REF TO MAYCO:JUNE 2009
1378
REPORT
To
TRANSPORT, ROADS AND STORMWATER
PORTFOLIO COMMITTEE
MAYCO
COUNCIL
1.
ITEM NUMBER:
2.
SUBJECT
I
CITY OF CAPE TOWN IISIXEKO SASEKAPA I STAD KAAPSTAD
I
TR&S 22/05/09
(LSU - 8340)
TRANSPORT, ROADS AND STORMWATER: 2009/2010 SERVICE DELIVERY
AND BUDGET IMPLEMENTATION PLANS (SDBIPs) AND BUSINESS PLANS
2.
ISIHLOKO
EZOTHUTHO, IINDLELA NAMANZI ESITSHI: UNIKEZELO LWEENKONZO
LWANGO-2009/2010 KUNYE NEZICWANGCISO ZOKUMISELWA
KWEBHAJETHI (SDBIPs) NEZICWANGCISO ZOSHISHINO
2.
ONDERWERP
PAAIE,
VERVOER
EN
STORMWATER:
DIENSLEWERINGSEN
BEGROTINGSIMPLEMENTERINGSPLANNE (SDBIPs) EN SAKEPLANNE VIR
2009/2010
3.
PURPOSE
To submit to the Portfolio Committee for their consideration and recommendation,
the 2009/2010 Directorate SDBIP information pack which contain the:
• Directorate SDBIP
• Departmental Business Plans narrative; and
• Departmental SDBIPs.
These documents underpin the 2009/2010 Corporate 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 REPORT doc
(Template updated Apn12009]
Page 1 of6
1379
4.
STRATEGIC INTENT
The SDBIP is a detailed plan for implementing the municipality's service delivery
as outlined in the Integrated Development Plan (lOP) 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 i.e.
•
•
•
•
•
•
•
5.
Shared Economic Growth and Development
Sustainable Urban Infrastructure and Services
Energy Efficiency for a Sustainable Future
Public Transport Systems
Integrated Human Settlements
Safety and Security
Health, Social and Community Development
FOR DECISION BY
Portfolio Committee, Mayco and Council.
6.
EXECUTIVE SUMMARY
The 2009/2010 Directorate and Departments 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 lOP. 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 April2009j
Page 2 of6
1380
7.
7.
RECOMMENDATIONS
7.1.
That the Portfolio Committee makes recommendation to the Executive
Mayor on the contents of the 2009/2010 Directorate Service Delivery and
Budget Implementation Plans and Business Plans.
7.2.
That the Mayoral Committee approves the 2009/2010 Directorate Service
Delivery and Budget Implementation Plans and Business Plans.
7.3
That Council notes the 2009/2010 Directorate Service Delivery and Budget
Implementation Plans and Business Plans.
ISINDULULO
7.1
Ukuba iKomiti yeMicimbi yeSebe yenze isindululo kuSodolophu
weSigqeba ngokumalunga neziqulatho zoNikezelo IweeNkonzo lowama2009/2010
kunye
neziCwangciso
zokuMiselwa
kweBhajethi
neziCwangciso zoShishino.
7.2
Ukuba
iKomiti
kaSodolophu/yoLawulo
mayiphumeze
uNikezelo
IweeNkonzo IweCandelo 10Lawulo lowama-2009/2010 neziCwangciso
zokuM iselwa kweBhajethi kunye neziCwangciso zoShishino.
7.3
Ukuba iBhunga maliqaphele uNikezelo IweeNkonzo IweCandelo 10Lawulo
neziCwangciso zokuMiselwa kweShajethi kunye
neziCwangciso zoShishino.
lowama-2009/2010
7.
AANBEVELING
7.1
Oat die portefeuljekomitee aanbevelings by die uitvoerende burgemeester
en
maak
oor
die
inhoud
van
die
diensleweringsbegrotingsimplementeringsplanne en sakeplanne van direktorate vir
2009/2010.
7.2
Oat
die
burgemeesterskomitee
die
diensleweringsen
begrotingsimplementeringsplanne en sakeplanne van direktorate vir
2009/2010 goedkeur.
7.3
van
die
diensleweringsen
Oat
die
raad
kennis
neem
begrotingsimplementeringsplanne en sakeplanne van direktorate vir
2009/2010.
09_10 DIR_DEPT SDBIP REPORT.doc
[Template updated April 2009J
Page 3 of6
8.
1381
DISCUSSION/CONTENTS
8.1.
Constitutional and Policy Implications
The process is driven by legislation.
8.2.
Environmental implications
"
Does your report result in any of the following:
No
r8J
Yes
(if yes, please complete the section below by clicking on the relevant tick boxes)
Loss of or negative impact on natural space
and/or natural vegetation, rivers, vleis or
wetlands?
An increase in waste production or
concentration, pollution or water usage?
0
Loss of or negative impact on the city's
heritage, cultural and scenic resources?
0
Development, or any construction within
500m of the coastline?
0
Does your activity comply with the National Environmental Management Act (N EMA)?
(mark by clicking on the tick box)
Yes
0
No
o
Does your report complement and support the City's approved IMEP strategies?
(if yes. please select from list below by clicking on the relevant tick box)
Biodiversity Strategy and
Biodiversity Network
Environmental Education
and Training Strategy
Integrated Waste
Management Strategy
o
o
Coastal Zone
Management Strategy
Heritage Management
Strategy
Invasive Species Strategy
0
0
Energy and Climate
Change Strategy
Air Quality
Management Plan
o
Do the activities/actions arising from your report:
(if yes, please select from list below by clicking on the relevant tick box)
Enhance Cape Town's unique environmental
assets?
8.3.
0
Negatively impact on Cape Town's
unique environmental assets?
0
Legal Implications
The process of preparing a Service Delivery and Budget implementation
plans must inter alia] comply with:
Section 53 (1 )(c)(ii) and 69(3)(a) of Act No. 53 of 2003: Local Government:
Municipal Finance Management Act.
09_10 DIH_DEPT SDBIP REPORT,ooc
[Template updaled April 2009]
Page 4 of6
8.4.
Staff Implications
1382
Does your report impact on staff resources or result in any additional staffing resources
being required?
~
No
Yes
8.5.
Risk Implications
Does this report and/or its recommendations expose the City to any risk?
(Le. does it have any adverse influence on service delivery?)
No
Yes
8.6.
~
D
Other Services Consulted
All relevant Directorates
09_10 DIR_DC:PT SDBIP REPORT.doc
[Template updated Aprii 2009]
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1383
ANNEXURES
Annexure A:
Directorate and Department Service Delivery and Budget Implementation
Plans and Departmental Business Plans
FOR FURTHER DETAILS CONTACT:
NAME
Cyril Benjamin
CONTACT NUMBERS
021 4002820
E-MAIL ADDRESS
Cyril.benjamin@capetown.gov.zaO
Transport, Roads and Stormwater
DIRECTORA TE
FILE REF No
SIGNA TURE : DIRECTOR
~ 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
COMMENT:
DATE
Comment
EXECUTIVE DIRECTOR
E Chinnappen
DATE
'-?~q.
05__ 2 5; .
09_1C DIR_DEPT SDBIP REPORT.doc
[Template updated April 2009]
Page 6 of6
ANNEXURE A
1384
CITY OF CAPE TOWN
i ISIXEKO
SASEKAPA
! SUDKAAPSTAO
THIS CITY WORKS FOR YOU
2009/201 0 Service Delivery
and Budget Implementation
Plans and Business Plans
Directorate:
Transport, Roads and
Stormwater
1385
SDBIP Information Pack
Index
1. Directorate SDBIP
2. Department: Roads and Stormwater
2.1 Departmental Business Plan
2.2 Departmental SDBIP
3. Department: Transport
3.1 Departmental Business Plan
3.2 Departmental SDBIP
4.1
4A3
4.4
4A
Transport
4.2
4A2
Transport
%
Date of estabhshment
Annual target
Annuat target
Annual target
reduction in peak period
travel time
Annual target
Annual target
Annual target
Annual
Annuallarget
Annuallarget
Annual target
Annual
I Annual target I
Annual target
Quarterly
City wide
regional plan
commenced
3 NMT projects in I
implementation
phase
10% reduction in the
Improve public transport
services and secure new
investment in transport
travel time along Phase
1A of the AUantis
infrastructure
4.3
4A2
I
Transport
I""~::;::"~:"~~'::'::'''~:.~~,~'''''I
45
,
NIA
I
Transport
I promot~ non ~~toflsed
18
.
1B 1
.
I
Transport
I werId
42
.
4A3
I
Tansport
I .~loves
.. '"'tm"en
anld secure nertw I
In transpo
.
ranspo,
Number of kilometres added
.
Number of N~tT rOJects
comp e e
1 B.Preparations for
hostln Ihe FIFA 2010
g.
d
In aecor anre
with
lequirements
I St1~~~ ~s9 at
14 NMT
projects
completed
Detailed 2010
Trans art
P PI
an
44 km on baseline
I
20 projects
completed
baseline)
o;.~~I~: ~;10
Detailed 2010
Irans art
"P PI
perallons an
100% complete
Quarterly
New
52%
Annu.1
Status as at
June 09
80%
Annual
0
I
Annual target
..
S NMT prOlects In
44 km on baseline
I
20
I
Detai,,,,,~,,
Detailed 2010 Tran art
Detailed 2010 Trans art
.
sp
.
P
Operations Plan 100%
Operations Plan 100%
I t 't
comp e e
com pie e
'"
. P
Trans art
OperatIons Plan 0
I' P PI
80"
I t
pera lons an
It) camp e e
ot::w. ,..",,_ ... l_'~
public transport
commuters using public
I
Annual target
I
Annual target
I
Annual target
52%
Annual t.rgel
80%
tnfrastruclure
2.5
28.3
R&SW
Safeguard human health,
protect natural
environments
and maintain
water quality
11/1:1
compliance with DVVAF
standards
Page
Annual ta rget
Annual target
TRS 0910 SDBIP Draft 22 May 2009.xls
R&SW
N/A
24
Number of formal and/or
informal dwellings fiooded
dur~ng storms having an
annual probability of
occurrence exceeding 50%
Reduce the impact of
flooding on community
livelihoods and reg\onal
economies
Status as at
June 09
20000
Annual
N/A
,Annual target)
I
This is an annual
target
N!A
Annual target
Annual target
20000
Transport Public
Transport
rerchanoe~
TraffiC
27
TRS
2C.l
Annual
Annual target
Railway Sidings' Phase
1
Roads & Stormwater
Phase 1 Complete
8,5
8
I
88 3. 58 1: 58 2
8B4
I
% Capital
on
Transport,
and
Stormwater Infrastructure
TRS
TRS
Maintenance of
I infrastructure is essential
I
Operating Budget spent on
maintenance of Transport,
Roads & Slolmwatel
Infrastruelure (Controllabie)
I
Status as at
June 09
95%
Status as at
June 09
95%
100%·
6
6A2
R&SW
6A. Foster a safe and
secure environment
Conhibution of Storm water
techniucallnput into Disaster
Management Plan
Stormwater
Input into
Disaster
Management
Planning
regularly
provided
TRS provides bulk In!rastructure in support of the
delivery of hOUSing. J he bulk mmtrastructure forms
part of the capital budget implementation
programme.
~'RS provides funding for "tracks and drai.nage" for
mformal settlement upgrading and in budgeted for
as part of the capital budget Implementation
I
I
Quarterly
Quarterly
100% ~ prOVIde
technical input
associated with
flooding for
dIsaster
management
planning
Page 2
Quarterly
I
7%
10%
25% • provide
technical mput
associated with
flooding for
disaster mgt
planning
251"Vo
55%
95%
30%
60%
95%
50% - provide
technical input
associated with
flooding for
disaster
management
planning
75% ~ plovide technical
input assocIated with
flooding for disaster
management planning
100%. provide technicat
input associated with
flooding for disaster
management planning
w
TRS 0910 SDBIP Draft 22 May 2009 xis
8
8A4
TRS
8A Ensuring enhanced
service delivery with
-Uicient institutional
arrangements
08109
% budget spent on Work
Place Skills Plan
expe:;:;~~re on I
I
90%
Quarterly
I
10%
30%
60%
90%
implementation
by I
bill
Data Source. SAP &. SAP 81
8
81\2
TRS
81\.2
TRS
BA, Ensuring enhanced
service delivery with
-Uicient Institutional
arrangements
Unlt of measure', Completion
of Phases
Retention of skills as
measured by staff turnover
New
New
5·8% overall
5-8% overall
5-8% overall
turnover
turnover
tumover
8-12%
8-12% within
skilled
categories
arrangements
5-8% overall turnover
I
5-8% overall turnover
8·12% within
8-12% within skilled
8-12% within skilled
skilled categoff6s
categories
categorjes
Data Source' SAP & SAP 81
54% average for the
8
8A.2
TRS
New
Annual
arrangements
Page 3
Annual target
Annual target
Annual target
period 1 July 2009 \0 30
June 2010
TRS 0910 SDBIP Draft 22 May 2009,xls
8A
8
8.A6
IRS
arrangements
meeting
milestones
Status as at
June 2009
85'Yo
Quarterly
85%
85%
85%
85%
Ai Directorate level
B.A
8
SA 7
TRS
arrangements
Percentage improvement in
the time taken to close
notifications In terms of thE':
Co{porate Works
Management process
To be
determined on
the 30 June
12% reduction in lime
taken to close
3% reduclion o~
nasp.hne
Quarterly
I
notinc.ation closed within
be used to me<!l5Urn
6% reduction
on
9% reducHon on 2005!2009
200812009 baseline
baselll1e
close notifications (fneaSured
against the basel1l'1c)
7%
25%
50%
95%
45 11/11
60%
95 %
Annual target
100%
2009
08109
8
88.3
Capital
rRS
95%
Quarterly
Percentage ref!edng <!ctw31 versus planned
management
8
88A
TRS
support, alternative
mcome
Percentage of Operating
Budget spent
OBI09
percnntage
95%
I
Quarterly
I
20%
Annua!
I
Annual target
I Total actut:ll to date as a percentaqe of tolal
and risk
management
88 Management of key
financ!al and governance
areas such as income
8
68.10
TRS
Icontrol, cash flow. Indigentl
support, alternative
income opportunities,
asset and fisk
management
'
""'-~"''''l::I''''
... ,", .... , ............. ,
verification process
100%
100%
Page4
I
Annual target
I
I Reflects the
TRS 0910 SDBIP Draft 22 May 2009 .• ls
8
867
Status as at 30
June 2009
TRS
Quarterly
70%
70%
70%
70%
opportunities, assel \:lnd risk
management
31%
BAS
TRS
SA Ensuring enhanced
service delivery with
efflc!ent Inshtutlonal
arrangements
31% Corporately,
Directorate &
% improvement in the
positive employee climate
(uSln9 staff Climate Survey,
Llkel11-5 Scale)
Staws as at
June 2009
Annual
Annual target
Annual target
Annual target
survey has been
completed
courses:
Sign-off by Executive
Director:
,Q$-'2-;'
Page 5
TRS 0910 SDBIP Draft 22 May 2009,xls
[jJ!
Of C.\PE lC:~H. mHK'JS.S".'PA' S[AU ~.Ii'S[I'
DEPARTMENTAL BUSINESS PLAN
2009/2010
.....
~
DEPARTMENT
: Roads & Stormwater
c.c
......
(ROADS AUTHORITY)
DIRECTOR
: Mr Henry Du Plessis
Page 1 of 13. RS OA 0910 E Departmental Business Plan· DeptJinaI.22_May_2009.doc
1.
EXECUTIVE SUMMARY
The Roads and Stormwater Department is one of two Departments within the Transport, Roads and Stormwater
Directorate.
The City Council on the 2ill April 2007, item number C39/06/07 approved and resolved that the Director: Roads &
Stormwater be delegated the responsibility of a Roads Authority in terms of Section 2 (Ixxvi) of the Municipal Ordinance
(No. 20 of 1974) and Section 3 (1 c) of the Road Ordinance (No. 19 of 1976). As the Roads Authority, the Director: Roads
& Stormwater shall assume such powers, duties and functions required for the management, regulation and administration
of all activities within the immediate vicinity of such roads (public street and proclaimed public roads)
Thus the Roads Authority is primarily responsible for Roads and Stormwater systems planning, implementation of all
Roads and Stormwater Capital and related infrastructure programmes, management of the Roads and Stormwater
environment and maintenance of the associated infrastructure.
The outcomes, the Roads Authority is responsible for, are key drivers of the infrastructure led economic growth strategy in
the City, particularly supporting the strategic focus areas of economic growth, sustainable urban infrastructure and public
transport systems.
2.
2.1
.....
PURPOSE AND OBJECTIVES OF THE ROADS AUTHORITY
W
Purpose
CC
N
Roads Division
The vision of Roads Division of the Roads Authority is to provide a safe and comfortable road network for the benefit of the
people of Cape Town. The core functions of Roads Division are:2.1.1
1.2
2.1.3
To plan, design, construct, manage and maintain a sustainable road based transport network that promotes shared
economic growth, improves the quality of life, reduces road user costs and provides for improved access and
mobility for the people of Cape Town;
To provide formal comment in the approval process of development proposals within Cape Town.
To improve the energy efficiency of road construction and road maintenance activities.
Page 2 of 13. RS OA 0910 E Departmental Business Plan - DepLFinaI.22_May2009.doc
The Customers of this service are the road users - both non-motorised and motorised - as well as the service utilities such
as water, waste water, electricity and telecommunications. To this customer group must be added the stakeholders; namely
national and provincial road authorities, the port authority, the Airports Company of South Africa, Table Mountain National
Park, local councillors and other municipal departments such as law enforcement, disaster management, City Parks and
Sport & Recreation.
Their expectations are the provision and availability at all times of an efficient delivery service and a safe and comfortable
road network.
The aim of the Roads Authority is to ensure that the road network is efficiently managed at an optimum condition. This will
be achieved by applying best practice principles in assessing the road network and carrying out the required road
maintenance interventions timeously and within budget. In addition, there will be focussed interventions to eradicate
infrastructure backlogs, optimising access to grants and promoting appropriate labour intensive activities to assist in job
creation.
Purpose
Stormwater Division
The vision of the Storm water Division, encompassing catchment, river and stormwater management, is:
Effective stormwater drainage with safe and healthy rivers, wetlands, vleis and coastal bathing areas.
The customers of the service are the citizens of Cape Town, whose expectations are:
•
Protection from flood nuisance from the minor, frequently occurring storms;
•
Minimum risk of threats to life and safety, as well as of inundation of property, during flooding resulting from the
more severe but less frequently occurring storms;
•
Low risk to health of coastal and inland recreational waters;
•
Reduced impact of urban development on aquatic ecosystems.
.....
W
c.c
W
Page 3 of 13. RS OA 0910 E Departmental Business Plan - DeptJinaI.22_May_2009.doc
To meet these customer expectations, the mission of the Stormwater Division in the Roads Authority, is to:
Minimise flooding of property and improve the water quality and health of our rivers, wetlands, vleis and coastal waters
through integrated catchment management for the benefit of the people of Cape Town.
3.
Legal Requirements for the Plan
The Roads Authority must at all times ensure that its actions comply with:The Constitution;
The Municipal Systems Act;
The Municipal Finance Management Act
The Occupational Health & Safety Act
The Roads Ordinance
.....
The Municipal Ordinance
...
W
~
The National Water Act
The National Environmental Management Act
These Acts and Ordinances are the primary control mechanisms but there are many other Acts, Ordinances & By-laws
which guide and influence the decision-making process of the Department.
Page 4 of 13. RS OA 0910 E Departmental Business Plan - Depl_FinaI.22_May_ 2009.doc
4.
Partners and Stakeholders in the Strategy Plan
Partnersl Stakeholders
4.1 National Dept. of
Transport
4.2 Provincial
Government: Dept.of
Transport & Public
Works (PG:WC
DT&PW)
Roles and Responsibilities
•
Liaison regarding input to changing legislation.
•
Membership of various reference groups to ensure consistency &
alignment with strategy, policy, standards & specifications.
•
Roads Committee (RCB)- attendance by S.A National Roads Agency &
officials.
•
Membership of Workgroups to draft and amend Provincial Transport
Legislation.
•
Membership of Provincial Committees of Transport officials - Provtech
•
Roads Committee - attendance by Road officials from PG:WC-D.T&P.W.
4.3 Table Mountain
National Park
•
4.4 Transport N.G.O &
Industry Bodies
•
Membership of various Road & Transport focus groups & Industry Bodies
such as S.A Road Federation, Road Pavement Forum
•
Liaison regarding impact of development on receiving waters such as
rivers, vleis and coastal waters
4.5 National Department
of Water affairs and
Forestry
4.6
Membership of Bilateral & Workgroup Committees to ensure mutual
understanding & co-operation between the City & TMNP operations.
Page 5 of 13. RS OA 0910 E Departmental Business Plan·
.....
W
c:.t::I
c.n
'Provincial Department of
Environment Affairs and
Development Planning.
•
Liaison regarding impact of development on recoiving waters such as
rivers, vleis and coastal waters
•
~
5.
____
~~
__ L
Liaison regarding input into provincial environmental legislation affecting
rivers and river catchments.
____________________
RESOURCES (Financial and Staff)
The Roads Authority via its Capital Implementation Programme is responsible for the implementation of al/ the
Integrated Rapid Transport infrastructure projects, which amounts to >R814.5m for the current financial year.
CAPEX
(Draft 09/10)
R 1 346 862 336 million
OPEX
(Draft 09/10)
R 1 324 455 490 million
......
W
~
Roads and Stormwater
Staff complement: Current
Critical Unfunded Vacancies (09/10) -
1452 (R220 768 960 million/pa)
~
critical unfunded vacancy posts (>190
posts) required by the Roads Authority
Page 6 of 13. RS OA 0910 E Departmental Business Plan - DepCFinaI.22_May_2009.doc
6.
BACKLOGS AND RESOURCE CONSTRAINTS
There are two aspects relating to backlogs:-
•
the first refers to where the level of service as presently provided is inadequate or inappropriate
•
the second refers to existing infrastructure, where repair & maintenance requirements are inadequate and the
result being that an inadequate service will prevail
There are a number of major resource restraints at present. The most critical one is the reduced staff compliment and the
associated skills shortage. Reference must be made to the TR&S staffing strategy for comment for detail. The staff . .
complement of the Roads Authority is required to
<ID.
stabilise: provide the required skill sets & competencies by fillin~
<"..C
current funded 225 post) and (b) growth: in both the technical and operational sectors (by providing for the addition a/.....}
> 195 unfunded critical post). To do this will require time, skills training and skills transfer.
As the staff compliment is brought up to its agreed levels and competencies so the Capital and Operational Budgets can be
more effectively managed and hence the magnitude of both increased.
The physical backlogs that have been identified can then be addressed in an effective co-ordinated manner with the relevant
information being provided by updated outputs from the management information systems.
Page 7 of 13. RS OA 0910 E Departmental Business Plan - DepCFinaI.22_May_2009.doc
7
ASSUMPTIONS AND RISKS
7.1
Assumptions
Roads Authority staff complement:This is contained in the Staffing Strategy document by filling the abovementioned funded vacancies (225 posts) by
approximately June 2009 and an additional 195 critical unfunded vacancies over the following 12 months (2009/10).
Succession planning has reached critical proportions due to significant critical mass of knowledge and expertise
falling within the geriatric environment of the Roads Authority.
Non implementation of the Roads Authority's staffing strategy.
Lack of required skill sets coupled with a shortage of staff.
Lack of significant organic growth will impact on desired level of service required by the Roads Authority to meet the
delivery needs of the citizens and visitors of Cape Town.
7.2
~
Risk Assessment
w
e.=
No
Risks
Action
1
Failure to provide the required skill sets and
competencies to deliver the desired levels of services
within Regions/Districts and Head Offices (technical
and professional capacity i.e. District Roads
Inspectorate).
Approve R&S staffing strategy with associated
budget provision to implement staffing plan
00
I
!
2
Failure to provide the required skill sets and
competencies to deliver the desired levels of services
within the Depot Management environment
(maintenance capacity constraints)
Approve R&S staffing strategy with associated
budget provision to implement staffing plan
---
Page 8 of 13. RS OA 0910 E Departmental Business Plan - DepLFinaI.22_May_2009.doc
Action
3
Condition of road network deteriorating continuously
due to a lack of adequate basic funding
Significant increase in operating budget and
associated staff complement
4
Storm water infrastructure maintenance inadequately
resourced leading to increased risk of flooding
Significant increase in operating budget and
associated staff complement
5
Capital funding for stormwater infrastructure renewal
and upgrading insufficient leading to increased risk of
flooding
Significant increase in capital funding for
storm water infrastructure projects
8.
STRATEGIC ALIGNMENT TO THE lOP
8.1
Roads & Stormwater Department (Roads Authority) links to all eight of the lOP's strategic focus areas in one form or
another. These linkeages are described in the programmes listed in 8.2 below.
8.2
LINK TO PROGRAMMES (Programme Layout and description linked to Directorate objective)
8.2.1
Road Rehabilitation Programme
...
W
c.c
t:.C:I
SFA2 & SFA4
Identifying road sections from PMS Assessment output that will provide best long term return on investment.
Increase number of km of road rehabilitated
Page 9 of 13. RS OA 0910 E Departmental Business Plan
DepCFinaI.22~May_2009.doc
Key Projects
Main Road, Muizenberg
Table Bay Boulevard
Hospital Bend - rehab portion of interchange upgrade project
Capital Budget
8.2.2
Approximately R59, 5 million
Road Resurfacing and Resealing Programme
SFA2 & SFA4
Strategy is to maximise length of roads resurfaced or resealed using the most appropriate and effective surface treatment.
Increase number of km of road resurfaced or resealed annually.
Annual Operating Budget: Metro Roads:
.........
R71, 1 million
~
Local Roads:
8.2.3
Flood risk management programme
Q
R24.8 million
SFA2 & SFA4
The City's storm-water infrastructure network requires large capital inputs to deal with EJxisting inadequacies. Formal risk
reduction and mitigation programs focussing on vulnerable communities have been prioritised given the adverse socioeconomic impacts of flooding. These programmes include the following supporting SUb-programmes:
Stormwater Infrastructure Maintenance: - A winter readiness programme to reduce the risk of flooding for affected
communities by ensuring effective maintenance of storm-water infrastructure.
Page 10 of 13. RS OA 0910 E Departmental Business Plan· Oept ..FinaI.22_May-2009.doG
Flood Risk Programme: - A flood risk management plan for informal settlements will be developed.
Metro-wide Stormwater Master Plan: - A metro-wide stormwater master-plan (as part of the asset management plan
formulation) to identify and prioritise capital funding requirements will be developed.
Developing Area Storm water Masterplans: - Catchment-wide stormwater planning as required to guide and control
stormwater management in developing areas.
Storm water Infrastructure Upgrading: - Various stormwater infrastructure projects.
Annual Operating Budget: R46, 0 million
8.2.4
Structural Maintenance Programme
SFA2 & SFA4
To undertake essential bridges and related structures maintenance. The strategy is to prioritize the maintenance activities
based on the outcomes of the bridge inspection process using the "degree, extent and relevance - DER" aspect of each
defect.
........
Annual Operating Budget: R5, 0 million
<:
8.2.5
Foreshore Freeway Elevated Structure
SFA2 & SFA4
..-
•
This is a critical road network that provides access to the economic hub of the City. Maintenance of this structure is
thus a priority for the Roads Authority.
•
Important to continue with the bearing replacement and refurbishing Programme.
•
Replace I refurbish number of bearings per annum.
Annual Capital Budget:
R5, 0 million
Page 11 of 13. RS OA 0910 E Departmental Business Plan· Dept]inaI.22_MaL2009.doc
8.2.6
Annual road lane marking programme
SFA2 & SFA4
•
Strategy is to improve the visibility of the lane marking and the safety of the road environment
•
Increase number of roads and intersections remarked.
..
Projects identified via Pavement Management Systems & District Offices.
Annual Operating Budget: R7, 5 million
8.2.7
Water guality management programme
SFA2 & SFA4
An integrated programme to manage urban waters is required in order to combat the deleterious impacts of urban
development on receiving waters such as rivers, vleis and coastal waters. This includes:
8.2.8
•
Development of a regulatory framework, policies and guidelines to facilitate control of the impacts of new and existing
urban development on receiving waters.
•
Developing partnerships with other stakeholders and line functions to further the objectives of the service.
•
Treatment of polluted runoff from the city's stormwater system.
•
Development of business plans for the remediation of specific vleis.
Development of Integrated Infrastructure Management Strategy & Implementation Plan
......
.."...
<::
l':,)
SFA2 & SFA4
Output - long term Infrastructure Management Strategy
Key Project:
Linking existing and future Pavement Management System, Bridge Management System and Stormwater Asset
infrastructure Systems to the Roads Authority's Strategic Development, Implementation and Management Short/Medium &
Long term Plans and Programmes.
Page 12 of 13. RS OA 0910 E Departmental Business Plan - Dept_FimI.22_May
~2009.doc
A
"
"
"
r
~
2009/2010
~
"
"
ROADS & STORMWATER
"
"
,.,
DEPARTMENT SDBIP
14U4
1
,
ALIGNMENT TO lOP
E
2
.
s
~
SFA&
Corporate
Directorate
Scorecard
Objective
Indicator No.
No.
~
'
DEPARTMENTAL TARGETS
.s
\., .
'
.
Departmental ObJecUve
Indicator
-'
Baseline
08109
(Tarlj"etln
Annual Tarli~t
(by June 2010)
'.,
brac~ets)
S
"
'.
:
ti'
iii
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:
General Comments
30 Sept 2009
31 Dec 2009
31 March 2010
30 June 2010
.-
'":::;c
3
2
BB,3
TRS
Provision of new and
upgrading of existing road
based transport
infrastructure to cater for
customer needs
OBI09 Percentage
capital
expenditure
95%
Quarterly
7%
25%
50%
95%
2
BB 3
TRS
08/09 Percentage
%ag9 of Roads Capital rehabilitation
Rehabilitation of road based
capital
budget spent as approved by Council In
transport infrastructure
May 2009
expenditure
95%
Quarterly
7%
25%
50%
95%
2
NIA
TRS
Rehabilitation of road based
Length of roads rehabilitated
transport infrastructure
4km
Annual
Annual Target
Annual Target
Annual Target
4km
2
NIA
TRS
OBI09 percentage
%age of Roads & Stormwater Primary
Maintenance of Roads and
of primary
Operating Budget spent as approved by
Stormwater Infrastructure
operating budget
Council in May 2009
expenditure
95%
Quarterly
10%
35%
60%
95%
2
NIA
TRS
Maintenance of Roads and Length of roads resurfaced through
Stormwater Infrastructure Reseal Programme
60km
Annual
Annual Target
Annual Target
Annual Target
60km
2
2C.1
TRS
Ensure condition of road
network infrastructure is
managed efficiently
Development and implementation of
integrated infrastructure management
system, Cascade Corporate Asset Mgt
Indicator. First of four phases
New
Phase 1:
Completion of
an Asset
Management
register
Annual
Annual Target
An nual Target
Annual Target
Phase 1: Completion
of an Asset
Management register
New
2
Annual
Annual Target
Annual Target
Annual Target
Two roads policies
reviewed and
developed for
consideration by
TR&S P C.
2
1
Annual
Annual Target
Annual Target
Annual Target
One catchment
management plan /
stormwater
masterplan completed
4
% age of Roads Capital budget
spent(as approved by Council in May
2009)
5
6
OBI09 length of
roads
rehabilitated
7
08109 Length of
roads resurfaced
through Reseal
Programme
8
9
2
NIA
TRS
Develop. enhance and
review regulatory
framework and policies
Number of Roads policies reviewed and
governing the management developed for consideration by TR&S P
C,
of the road reserve and
road based transport
infrastructure
2
NIA
TRS
Holistic management of
both the constructed and
natura! components of the
stormwater system
10
Number of Catchment Management
Plans I Stormwater Masterplans
completed
I
11
2
58.1
58.2
BB.3
TRS
The developmenl.
upgrading and
Percent stormwater capital budget
maintenance of storm water spent as approved by Council in May
and river systems to cater 2009
for customer needs
08109 percent of
stormwater
capital budget
spent
95%
Quarterly
7%
25%
50%
95%
12
Page 1
TRS 0910 SDBIP Draft 25 May 2009 (2),xls
u
"
v
~
,
~
t;
!!
SFA&
Corporate
Directorate
Scorecard
Objective
Indicator No.
No.
..,e.
Departmental Objective
"
Indicator
~
.
S
,
n
"
'"
"
"
~
Baseline
08109
(Target In
brackets)
Annual Target
(by June 2010)
c
"
14U5
General Comments
...~
30 sept 2009
31 Dec 2009
31 Marc;h2010
30 June 2010
Quarterly
10%
35%
60%
95%
Annual
Annual Target
Annual Target
Annual Target
..
e
::J
3
2
NIA
TRS
The development,
08109 percentage,
upgrading and
Percentage of stormwater repair and
of stormwater
maintenance of stormwater maintenance
as approved repair and
and riller systems to cater iby Council In May
maintenan~
for customer needs
budget spent
~
2
2C.1
TRS
Development of an
infrastructure asset
management system for
the stormwater service.
Phase 1.
I
Comple~OI1 of '
an Asset
Development and implementation of
integrated infrastructure
system, Cascade
Indicator. Flrst
14
:".'
Mgt
95%
New
Management
register
phase.
Phase 1: Completion The geo-database will house the physical
of an AS$et
and spatial information of the SlOrmwater
Management register ,infrastructure system and wi!! form the
i basis for the Asset Register
Number of formal
andlor informal
Reduce Impact of flooding
2
NIA
TRS
on community livellhoods
and regional econom~s
an annual probability of occurrence
exceeding 50%
flooded during storms
20000
having an annual
Annually
Annual Target
Annual Target
Annual Target
having an annual
probability of
probability of
occurrence
exceeding 50%
50%
occurrence exceeding
in 08109
15
I
:20000 formal andlor
informal dwe1lfngs
dwellings flooded
Number of formalandlor informal
during storms
dwellings flooded during storms having
~~~~~
2
2B.3
TRS
-
!L __ ~~~
Safeguard human health,
% Compliance
80% (This i.
protect natural aquatic
the 12 month
with the DWAF
% Compliance with the DWAF
environments, and Improve
guideline. for
moving average
guidelines for recreational water quallty
and maintain recreational
recreational water
ending June
water quality
16
quality for 08f09
80% compliance with
the DWAF guidelines
for recreational water
Annually
Annual Target
Annual Target
Annual Target
quality (This is the 12
month moving
2010)
average ending June
2010)
-------
I
8
8AA
8A Ensuring enhanced
service delivery with
efficient institutional
arrangements
TRS
08/09 expenditure
% budget spent on implementation of
onWSP
WSP
90% of budget .pent
90%
Quarterly
10%
30%
60%
implementation
on implementation of
WSP
A Wortplece Skll!., Pial) is e document that outlines
the planned education, irah'\~nlil & development
The WSP should
lOP. PDP's, E:E:
be
Plar'l.
I
Calcu~tion
17
forth
---------
SA Ensuring enhanced
8
8A.2
service delivery with
efficient institutional
arrangements
TRS
18
8
c.1@.l__ ~ ~ ~.
8A2
8A Ensuring enhanced
service delivery with
TRS
efficient institutional
arrangements
Retention of skllls as measured by staff
turnover
New
5-8% overall
turnover
Annual
5..a% overall
turnover
5·8% overali
turnover
5-8% overall
turnover
5-8% overall turnover
An staff: 101sf terminations as % of staff complemen1
aach month, a-& measured over the prsC6dmg 12
I
(Le a 12 mOnth running average)
!!Inert terrnftemporary. student
contracts.
Target - ot any pOint In lime, the 0
Imonth
I wl!l
Retention of skl!ls as measured by staff
turn oller
New
8-12%
Annual
5-12%
wi~1in
skilled 8-12% within skilled 8-12% WIthin skilled
categories
categories
categories
8-12% within skilled
categories
I
Page2
TRS 0910 SDBIP Draft 25 May 2009 (2).xls
A
8
D
C
E
tj
(J
SFA &
Directorate
Isco~ecard I
Cor orate
ObJ~CtlV. Indicator No,
0,
e
e
'i
!I
Departmental ObJectlve
Baseline
08/09
(Target In
brackets)
Annual Target
(by June 2(10)
Staff availability as a measure of
absenteeism
New
Percentage of capital projects meeting
original planned milestones
New
Indicator
S
H
a-
i
General Comments
"
....W
30 Sept 2009
31 Dec 2009
$4% average
for the period 1
2009 to 30
2010
Annual
Annual Target
Annual Target
Annual Target
s 4% average for the
period 1 July 2009 to
30 June 2010
80%
Quarterly
85%
85%
85%
85%
i 2% reductlO1"1 ir'l
lime taken to cKlle
nollficatlOns
Quarterly
3% reduCtion or.
1008/2009 basefine
6% reduction on
200812009 baseline
9% reduction on
200612'009 baseline
95%
Quarterty
7%
25%
50%
I
31 March 2010
I
30 June 2010
1406
".
r;;
:::;
8A. Ensuring enhanced
8A.2
TRS
service delivery with
efficient institutional
arrang.ements
8.A6
TRS
SA Ensuring enhanced
service delivery with
effident institutional
arrangernents
8A
TRS
arrangements
581
58.2
88.3
TRS
Percentage improvement in the time
taken to close notifications in terms of To be determined
on the 30 June
the Corporate Works Management
2009
process
88 Management of key
financial and governance
areas such as income
control, cash flow, indigent
uppert, alternative income Percentage of Capital
approved by Council In
opportunities, asset and
risk management
I
12% reduction in 1ime
taken to ciose notrtlcations
(measured
95%
23
Page 3
TRS 0910 SOBI'" Draft 25 May 2009 (2).xls
1is
I
SFA &
Corporate
Directorate Scorecard
Objective Indicator No.
No.
582
884
~
~
Baseline
Departmental Objective
Indicator
.
08/09
(Target In
brackets)
Annual Target
(by June 2010)
~
General Comments
1
30 Sept 2009
31 Dec 2009
31 Mar(;h 2010
30 June 2010
95%
Quarterly
10%
35%
60%
95%
100%
Annua!
Annua! Target
Annual Target
Annual Target
100% annual asset
verification process
completed
S
" .. 1~U7
c
::;
TRS
8 B Management of key
financial and governance
areas such as income
control, cash flow, indigent
support, alternative income Percentage of Operating Budget spent 108/09 percentage
as approved by Council in May 2009
operating budget
opportunities, asset and
expenditure
risk management
24
8B.10
TRS
8 B Management of key
financial and governance
areas such 85 income
control. cash flow, indigent
support, alternative income
Percentage annual asset verification
process completed
opportunities, asset and
Percentage
annual asset
verification
process
completed for
08/09
risk management
25
88.7
TRS
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 audit findings resolved as
per follow up audits
Status as at 30
June 2009
70%
Quarterly
70%
70%
70%
70%
It lethe reporting and monitorln~ of the reduction (In
percentage) of the findings of audit follow-ups
performed in the quarter,
The timing for corrective action implementation is
normally provided by line.
Audits I follow-ups will always only ta~e pia
New
31%
Corporately.
Directorate &
Departmenta!
targets will only
be available
once the survey
has been
completed
Annual
Annual Target
Annual Target
Annual Target
Annual Target still to
be set
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 10 address concerns
raised as a resu!t of the last survey should r
26
8A.5
TRS
SA Ensuring enhanced
service delivery with
efficient institutional
arrangements
% improvement in the positive
employee climate (using staff Climate
Survey. Likert 1-5 Scale)
27
28
29
30
31
32
33
34
35
Approved
by
Director:
~}~\
~:f.~"~~~g;'=
Date:
Page 4
TRS 0910 SDBIP Draft 25 May 2009 (2).xls
IllY OF Wi l~W~
Imxm SUEJ.m I$UO (lm!.lt
DEPARTMENTAL BUSINESS PLAN
2009/2010
DEPARTMENT
: TRANSPORT
DIRECTOR
: Maddie Mazaza
Contact Person
: Randall Adriaans
....
......
<::iii:l
00
Page 1 of 11. Transport Departmental Business Plan Final Draft 21 May 2009.doc
1.
EXECUTIVE SUMMARY
The Department act as the Transport Planning Authority by optimally integrating all the transport functions, namely air, water, rail, road and
non motorized transport needs within the City of Cape Town and the co-ordination and creation of intergovernmental synergies to integrate
processes and projects with other spheres of government, civil society, business and the transport industry. To enable the integrated
management of transport for the City of Cape Town by establishing a singular authority within the metropole to address the current
fragmentation of roles and responsibilities in transport by engaging all relevant role players, driving the process and providing the legislative
framework,
2
PURPOSE AND SERVICE MANDATE OF DEPARTMENT
To lead and direct
•
the implementation of an appropriate institutional framework for transport that will result in coherent, integrated and comprehensive
planning, funding, extension and operation of transport functions in Cape Town
•
the design and implementation of the Integrated Transport Plan; Transport Network, Infrastructure and Operations to meet access and
mobility needs of all the citizens, visitors, goods and services and maximize use of transport infrastructure to support job creation, social and
economic development
•
the transformation and restructuring of Public Transport system and services in order to support economic development
•
the management and administration the Cape Metropolitan Transport Fund (CMTF)
To lead and direct improvements in services and operations to enable an efficient and safe public transport system i.e. promotes public transport
passenger information and provides security at public transport interchanges, Plan, design and maintain public transport infrastructure and facilities,
To ensure improved access and mobility for all citizens, visitors, goods and services through planning, coordination and implementation of
sustainable and equitable transport system, network and infrastructure. Establish future transport demand forecasts and projections and driving the
universal access and Non Motorized Transport agenda for the City. Responsible for the co-ordination and Approvals of Transport Impact Assessment
linked to private and public developments
To lead and coordinate a Transport Capital Investment Management System to enable the development of a sustainable, efficient and equitable
transport system, network and infrastructure and support for economic development and social inclusion
To co-ordinate all the assets within Transport under a singular Asset and Risk Management Strategy and ensure that the transport system, network,
and infrastructure is well maintained, enhanced and expanded to accommodate increase in demand for access and mobility.
To enable a safe environment for communities in the provision and implementation of traffic calming measures. Ensure the optimum use of transport
technology and the creation of new and maintenance of existing transport systems.
Page 2 of 11. Transport Departmental Business Plan Final Draft 21 May 2009,doc
......
.,:;:.
=
~
3.
LEGISLATIVE IMPERATIVES: (if applicable)
Prepare statutory transport plans, act as the transport planning authority and manage operating licence n terms of the requirements of the National
Land Transport Transition Act No 22 of 2000 (as amended Act 25 of 2006) and National Land Transport Bill, 2008
Implement the approved ITP, administer the CMTF and ensure public participation in terms of the Urban Transport Act 78 of 1977.
Be responsible for the planning, design and management of parking areas, permits and road traffic signs in terms of National Road Traffic Act No 93
of 1996 and the Roads Ordinance, Act No 19 of 1976
Review of selected chapters in the ITP & PTP & Current Public Transport Record (CPTR)
Implement the first phase of the Integrated Rapid Transit Systems (BRT) during current financial year
MFMA & Municipal Systems Act (MSA) in the establishment of the Municipal Entity - Public Transport
4.
Partners and Stakeholders in the Strategy Plan (key stakeholders of the plan)
Partnersl Stakeholders
l
PGWC
Roles and Responsibilities
Approve selected chapters under review of the ITP & PTP during current financial
year ito the approved minimum national regulations
.....
DDT (National)
.....
~
~
Page 3 of 11. Transport Departmental Business Plan Final Draft 21 May 2009.doc
5.
RESOURCES (Financial and Staff)
CAPEX (Draft)
R625,2m PTISG funding transferred to the Roads & Stormwater Department for implementation
R 356090352 (Transport Budget 09/10)
OPEX (Draft Controllable Expenses)
CRR (IRT)
R 73,8m
R215,01m
Staff Complement (Permanent & non-permanent staff)- 285 in total
Permanent Staff - 179
Contract Staff - 17
Non Permanent (labour Brokers) - Total - 89
60°,.{, of Operations outsourced via tenders eg Kerbside Parking, Dial A Ride, Bus-shelters, Traffic Engineering; Security Services; Traffic Signals;
Traffic Signs
6.
.....
BACKLOGS AND RESOURCE CONSTRAINTS (if applicable)
.r;:a.
Transport within the City is in major need of reform and restructuring and in particular challenges are posed in public transport, non motorised
transport, urban degeneration, public safety on all transportation modes and the impact on the environment.
The following Programmes require funding within the Transport Capital Infrastructure Investment Plan emanating from the ITP June 2006
•
R5,04 bn Strategic Road Network: Public Transport and Development Priorities
•
R265,8m Non Motorised Transport (NMT)
•
R2,3 bn Public Transport Operations
•
R531
•
R43,4m Road Traffic Signs,
•
R150m Annual Operating and Maintenance Costs
Infrastructure Planning and Design - PTI;s
Challenges remain in the availability of suitably qualified and trained staff in the transportation, traffic engineering and intelligent transport .
Page 4 of 11. Transport Departmental Business Plan Final Drafl21 May 2009.doc
.........
7
ASSUMPTIONS AND RISKS ( Cross-reference to Risk Register)
7.1
Assumptions
Assumptions
A single point of authority for transport within the City will be supported by other spheres of government
Key skills will be available to implement programmes
Funding for essential and critical posts will be available
Sustainable operating funding for the Municipal Entity - Public Transport will be available
Sustainable sufficient operating budget will be available to enable incremental implementation of IRT programme
7.2
Risk Assessment
Risks
No
-
,-----
Action
--~
Institutional arrangements around Transport will
continue to be fragmented and in terms of
responsibility and authority
Resp.
r----------All spheres of Government support the
establishment of a single point of
authority for Transport in the Metro.
High Level political and official support.
City being led by the ED(TR&S) and
Director Transport
,---
IRT Institutional Risk - Failure to commit current public
transport operators to buy into the plan
2
1---- --
High Level political and official support.
City being led by the ED(TR&S) and
Director Transport
---
Key professional skills will not be sourced due to salary , Scarce Skills Policy being applied. Full
range offered being too low or environment not being
salary range being advertised to attract
conducive for personal growth andl or lack of vacancy
suitably qualified candidates.
funding.
Mentorship. leadership and skills
transfer to be facilitated. Funding
shortage to be posted at the highest
corporate level
3
-----
All spheres of government to combine
efforts to alleviate risk
ED(TR&S), Director Transport and
Director Support (TR&S Corporate
Centre); Corporate Role Players
~-----.~
Page 5 of 11. Transport Departmental Business Plan Final Draft 21 May 2009.doc
.....
~
...t'-.:iI
8.
STRATEGIC ALIGNMENT TO THE lOP
8.1
Identify and describe the linkages to the strategic Focus Areas and Objectives in the lOP.
lOP OBJECTIVE
STRA~_-PROGRAMME
4. Public Transport Systems
To lead and direct the
implementation of an
appropriate institutional
framework for transport
. that will result in
coherent, integrated and
comprehensive
operations of transport
functions in Cape Town
i
•
•
Establish a
single point of
authority for
transport
PROJECT
'Municipal Entity' to
provide Public
Transport Services'
established
I
Reduce
average peak
period travel
time along
selected
corridors
•
To lead and direct the
development of a
balanced sustainable
transport system
Develop Rapid Public
Transport in selected
corridors
KPI
08/09 Target
Progress against milestone
•
Public Participation
Process
•
Sub Councils Consulted
•
Founding meeting held
•
Appointment of Municipal
Entity Board
•
Implement dedicated public
transport lanes measured in
km's
'Municipal Entity' to
provide Public Transpo
Services' established
.....
~
.-
CJ,.)
15 km
Page 6 of 11. Transport Departmental Business Plan Final Draft 21 May 2009.doc
lOP OBJECTIVE
STRATEGY
PROGRAMME
PRIOJECT
•
•
1B Preparation
for hosting the
FIFA 2010
World Cup in
accordance
with FIFA
requirements
i
KPI
Progress against set
milestones
•
Completion of a 2010
Host City Transport
Operations Plan
•
Metro-wide and Green
Point Transport
Management Plan
Develc P Host City
2010 Transport Plan
To lead and direct the
transformation and
restructuring of the
Public Transport
system and services in
order to support
economic development
Dedicate( Public
Transpor1 Enforcement
Strategy i n conjunction
with Safe y and Security
Directora e
To lead and direct the
design and
implementation of the
Integrated Transport
Plan; Transport
Network, Infrastructure
and Operations to meet
access and mobility
needs of all the citizens,
visitors, goods and
services and maximize
use of transport
infrastructure to support
job creation, social and
economic development
•
Unde rtake Conceptual
Planni ng and design
for all ransport capital
projec s
•
Imple ment PTI's, ITS
Non iii otorized
Transl ort policy,
projec sand
maintE nance plan
•
Prov sion of
infras ructure and
maintenance
proje( ts (CMTF)
08/09 Target
Final 2010 Host City
Transport Operations
Plan and Green Poinl
Transport Managemer
Plan complete
Progress against set
milestones
•
Final implementation plan
I Bylaw completed
•
Percentage of Capital
Budget committed
•
Percentage of Operating
Budget spent
Dedicated Public
Transport Enforcemen
in place on strategic
2010 related PHs &
corridors
....
tfi:.
......
~
95% Expenditure
1
Page 7 of 11. Transport Departmental Business Plan Final Draft 21 May 2009.doc
IDP OBJECTIVE
8 B Management of key
financial and governance areas
such as income control, cash
flow, indigent support,
alternative income opportunities,
asset and risk management
STRATEGY
•
Percentage
annual asset
verification
process
completed
PROGRA~nME
Transport Asset
Infrastructure Rii
Management Pic
1
~
. Develop the Transport
I
PROJECT
asset management
implementation plan
I
KPI
L
08/09 Target
Progress against
milestones
•
100% capturing of
assets completed
Capturing and updatin~
of transport assets on
SAP completed
.....
.;.
..-.
U1
Page 8 of 11. Transport Departmental Business Plan Final Draft 21 May 2009.doc
8.2
LINK TO PROGRAMMES (Programme Layout and description linked to Directorate Objective)
•
Programme name and description -
IMPLEMENT INTEGRATED RAPID TRANSIT AS A SOLUTION TO PUBLIC TRANSPORT ON SELECTED CORRIDORS
•
CAPE TOWN
Outputs that you aim to achieve -
INTeGRAfEO RAPID TRANSIT SYStEM
• pHASE 1A
y;.;1I
Reduce average peak period travel time along the Atlantis corridor and
solutions geared at resolving "2010 zero probability of failure"
•
.cf '-'
Tlil~(lnVj{)ll,fjFOl!YOU
Strategies that will be followed to achieve programme outcome -
Introduction of a world class solution and implementation of the rapid transit
system
•
.............
Diagrams and tables as illustration
c::n
•
Key projects and initiatives -
IRT PHASE 1A bounded by Koeberg Road and the R27; Inner City and N2
- Airport link
•
···,,·0
Resources linked to the project-
Key Internal staff; International Advisor; consultants; contractors; funding ex annual Division of Revenue Act - Public
Transport Infrastructure Grant; City Funding sources
Page 9 of 11. Transport Departmental Business Plan Final Draft 21 May 2009.doc
9.
OBJECTIVES AND INDICATORS OF THE DEPARTMENTAL SERVICE DELIVERY AND BUDGET IMPLEMENTATION
PLAN (SDBIP)
! Objectives
Indicator(s) of
this Objective
Ta rget (by Sept
20 09)
% completion of
programme
milestones
App ointment of
Mu icipal Entity
Boa rd
Target (by Dec
2009)
Target (by
March 2010)
Appointment of
Municipal Entity
CEO
Inaugural meeting
of Municipal Entity
held
-Establish a single point of
I
authority for Transport
Increase the cumulative
kilometres of critical routes of
dedicated public transport
lanes
Reduce average peak period
travel time
% completion of
programme
milestones
I
IRT Phase 1 A
Co Itracts
imp lemented
I
Number of kilometers
added
.--
Municipal Entity
to provide Public
Transport
Services
established
-
IRT Phase 1 A
Business Plan
complete
-
Number of kilometers
added
. Target (by
June 2010)
---
,-------
Imp
services and secure new
investment in public transport
infrastructure
I
IRT Phase 1 A
implemented
IRT Phase 1 A
operational
I
I
-
I Ann ual Target
Annual Target
Annual Target
15 km on
baseline
I Ann ual Target
Annual Target
Annual Target
10% reduction in
travel time along
Phase 1 A of the
Atlantis corridor
....-.....
--
Promote non-motorised
transport
% completion of
programme
milestones
City -wide Regional
Pia 1 commenced
3 Projects in
implementation
Phase
6 projects in
implementation
phase
20 NMT projects
completed
----
NB: Could have more than one objective and could have more than one indicator per objective
This portion
be used as the bases for completing the Excel spreadsheet (SDBIP) portion of the document.
Page 10 of 11. Transport Departmental Business Plan Final Draft 21 May 2009.doc
-...J
10.
AUTHORISATION
The undersigned do hereby indicate their agreement with the contents of this document and the outcomes.
Name
DirectoIr
Signature
/VlADDI f' (\;\A7AZA
Execut ive Director
~a!co Member
11.
te
d-2 (5' (:;U:X-S:L
i)))q oS'.7f"
2. .~ ~vvvf..sc> N
'"
6 . oS - c::::F\
APPENDICES: ( If any)
Appendix 1: TRANSPORT RISK REGISTER
......
jOlla
QO
Page 11 of 11. Transport Departmental Business Plan Final Draft 21 May 2009.doc
l.ln~!o
Corp.
Scorecard
fndicator
I
.~
1:
S
13
~
t:
l!.
~
~
%
C::omplete
Transport
Phase 1
%
lurnJing in
I
N1A
place
Target achieved
NIA
km
Annual
i:>
minutes
in peak. period travel lime
I
mtns
40
n)~ns
I
38mln
I
NIA
I
Annual
minUles
t}
been lalmed 10 a more
I
ngful measurable
36mins
[or ror 2009/1 0 as
part oithe current lOP
r~vjew.
of programme
%
Is Kev Projects I
100%
f NIA I
%
L" :::: "<vun f
100%
I
%
1~~~flITP&
%
r_':~'~
"_"'' ' _
I~!p &
NJA
I
PTP II!~_& [
I'~·"""
I
N1A
I
Quarte,ty
I
e NMT
Projects
QU~f1edv , rUlJI1 \,;
OU:lrtfutv
,10 NMT prOjects'
I Memoers 01
1~;:llj~II:~e:,:~r lparticipation
OII::lrtjltrh/l~vlvu.l{alleO
14NMT
Target achieved
projects
i;,
l~lIaKeno,(]er:s
-j
'4NMT
projects
cOInpleled
This is an annuallarget
.....
w;-
..c.c
Target achIeved
I
i:>
---I~~~rr'''''i~ lunderway, Drall6RTfor
Target achieved
i:>
Tsrget achJcved
I.", ..... ,f_-c:.'.",,,,,rif,, In""...:bl'l
i:>
Bursaries ·ailacated
Internship contract
authorised and
!nternational student
Courses
Tramport
I
ON'
ISONic,", dellvt"rywilh efficient I,':,;:;:'Y":< "'P""'"
VII
1f11v·t:'flltartd(IUIl
UJ
I
%
100%
100%
I
N/A
I Quartel1y I
endance'
30%
55%
fl5%
HR ~odUles an.d SA.P
-I
t}
remuneration and start
trainiflg programme
L;nk!o
IDP
i
Link to
Corp.
Scorecard
Indicator
,
~
~
I
~
!l-
~
if
a
Capl[al Budget
%
95%
9ti%
%
95%
95%
N/A
%
1(10%
10;)%
N/A
%
50%
60%
25%
50%
40%
I Quarterly
50%
75%
80%
j Quarter1y
50%
75%
NJA I Quarteriy
60%
60%
t}
116%
Target aclueveo
~
Target achieved
~
Target achieved
8B.7
rran;,port
8C.2
Transport
~
60%
CMTf final Audit ,v. Fi
report available
'C;---\---~'"
Target achieved
Annual
Sign-off by Director:
Annual Corporate Target
~
--+
Is an annual colPorat.e
..
~
~
Sign off by --','.,..............:;;,>"'f,<.,~,......;:;::........ :::::=::::, ....~. ;.
... -........... .
-~
=
.... 1
..... "'~"' .... ",'''' ......" '1::1'''' .-.... n.~
4A3
I
Transport
I
4.2
NIA
I
T
I ;_",,~.~.~~"__
4.3
4A2
44
4A.l
I
T ranSDort
I
4.5
NA
I
Transport
I
ransport
_",h __ , ••
0'"
,_~
••
j
,.., ....
T~
Deteot
""
.... ~~~~ ...
establishment
f-=unding secured for
1entation
Complete construCtion of Bayside link./
implementation to
I of Phase 1 A of
,~,I:,.. ... "' ......... ~.,.j. Integrated Rapid commence on IRTS iBRT) Inner City and Airport infraslructure of
Phase 1A
Transit System
Phase 1
Number of
kilometers
travel time alonq selected
i
I
peak period
% expendilure
on security at
Public Transport
Interchanges
and secure
I
I
'"~··~"'"I
Infr~:~~~c~ure
ot
I Mamtenance of infrastructure l maintenance
T
rt
f
is f;ssenila!
SA EnsUling enhanced service
44 km on baseline
New
10% reduction in travel time alo[)g
Phase 1A of the Atlantis canidar
Annual
Annual target
Annual target
Annual T argot
10% reduction in travel
time along Phase 1A of the
Quarterly
City wide regional plan
commenced
3 NMT projects in
implementation
-6 NMT projecls 'n
implementation
hase
20 NMT
100%
I
100%
100%
I I
90%
8% overall tumover
',51
3A
161
Transport
""Hr'<
'-''-'v.,
' unconstrained energy
consumption
Quarterly
'~J
8 -12% within skilled categories
100
I
Annual target
02"/0
25%
50%
75%
100%
10%
30%
60%
100%
......
Page 1
~
~
5-8% overall tumover
8 ·12% wilhin skilled
calegones
Establish and chair the
Vehicle Emissions
Worldng Group
%
Detailed 2010
operations Plan
complele
Annual target
----r
Annual
20 project!-'l completed (6
onto baseline)
Annual target
30%
10%
Annual
-r
New
I
Quarterly
I
Detailed 2010
Detailed 2010 Iransportl
Detailed 2010
Operations Plan 60% Transport operations
complete
Plan 85% complete
Annual
Quarterly
p~-
I
100%
5~
I
Quarterly
52%
T
.... v""'.."'~"v" '" "''''
~ Atla!,!~_~~.:rridor
completed (6 on
line)
New
Retention
as measUled
st~ff turnover
as measured by
staff turnover
AIrport Infrastructure of
Phase 1A
Annual Target
% budget spent
0708 expendlttJrp. on
on
implementation
implementation
ofWSP
4
Bayside li.nk, Inner City and
Annual target
(c.ontrollable
expendilure)
l--i
Annual Targe!
Annual target
% Operating
Transport
Annual target
Armua:1
requlrements
!.2{---
Annual target
44 km on baseline
,
4 A3 Increase the percentage o/Q of commuters
01 commuters usmg public
using public
transport
transport
Annual
Status as al June 09
14 NMT projects
compleled
proiects
I
Complete construction of
--_." .. "....
60%
I 5-8% overall turnover I 5-8% overall turnover I
~
~,>% ,~I
• "h.' ",M •
categones
Development of an
Overarching
framewofioi toward
reducing emiSSions
and consumption in
the Cit"
••," ..
categones
90%
5- 8% overall turnover
1
-'2% within skilled
categories
Review and
evaluation of
100%
of an action plan
.,,"' "'" ",.. '"'
organisatlon/directorate!depar1men! should have
turnover % for the preceding 12 months which falls wlthi
the larget of 4% - 8%. Sc.arce Skills: as tor Ihe above. b
limited to Ihc- following 1:::1:: calegories: Legislators & senior
rnanRaers, Professionals, TechniCians awl othel
In this case the ta<get par<tlT1elef~ are 8% 12%
I
~
A
N_IGNMENTl'lbP
I
c
6'
"9'0,)
I
JA Reduction il\ energy
I
E
% Cootribution to
the del{elopment
Transport
~?~~:~~~t:~~:~n_:~~,,~~~A~~~~~, ,-.,,~~~~C~~~I::_~
3A
Transport
,~~~::~:~~':~::~~~::,::::~~.~:~.:,
8A2
TRS
8A Ensuring enhanced
5€rviCf! delivery with efficIent
institutional arrangements
TRS
SA Ensuring enhanr.ed service
delivery with efficient
institutional arrangements
3A
I
F
G
H
"~'<'
I
New
100%
Q uar1er1y
New
100%
Quarteoiy
component of the
I
Assessment for
stalulory i 5 year)
,Inlegrated Transport
171
I ~,~~:.~;:::':':':'A I
of Ihe
Transport
plan
lsi
average for the
2009 to 30 June
Nnw
I
Environmental
Assessment for
statutory (5 year)
Integrated Transport
,Plan, _____ "
the
1 July
Annual
Annual Target
Annual Target
Annual Target
to 30
19
Bulk. votes to be IHnken down Inlo Individuai projects and
plallned accordmgly
New
80%
Quarterly
80%
A lormuia is applied af Departmental. Directorate & COlpor~te
lovuls wllich Implies ,jirterent ,,!porting
achieved.
AI DepiSrtmelliill luvel the following
applii!s·
80%
lovel
1\
20
8.A Ensunng enhanced
service delivery with efficient
institutIOnal arrangements
12% reduction in lime taken 10 c!o:;,u
notificalions (menured against the base!!!!,")
I
Q
I
taken to dose
ua rt erty .
notlfi~ttons (mea~ured
against the baseline)
21
8 B Management of key
8B 3
22
capltal
TRS
opportunities. asset and risk
management
95%
t~~t
Page 2
7%
I
'";.vov I
'."~:;.
no I lea ons
(measured against
..~_
L. _ _ _ " _ _ '
'v;:"ooo
.o,,~:;
no f lea Ions
(measured against
I
12% reduction in time
taken to dose notifications
............... _ ... " ... _ ,
,:-1
I
......
{measured ~g(Hnst the
~
baselme)
~
N
95%
TRS 0910 SDBIP t;nal 25 May 2009.xls
E
K
20%
23
100%
6810
the percentage of
100%
Annual Target
ass~ts
annual" verfifted
for audit purposes
24
Good
e and
Regulatory
Reform
as
88.7
70%
70%
70'VI)
70%
25
8
31% Corporately, Directurate &
Departmental targets will only be
available once the survey has been
completed
8A.S
Annual
Annual Target
Annual Target
Annual Target
31 t1/o Corporately
Directorate & Departmental
targets will only be
ailable once the survey
has been completed
I
26
28
29
30
jVQ~~
:'l'
~ ---~
If
/{:t 'C'-;>~'"'~r \t-?OJ
-"
" Ot;
Of
......
w::..
~
~
Page 3
TRS 0910 SDBIP final 25 May 2009.xls
City of Cape Town
Enterprise Risk Management
Transport, Roads and Storm water: Transport
Draft risk register as at 22 April 2008
Inherent Risk Register
lllcn:nslllgsc(lIllly
RccrUllLllClll pi n:qullcd o:kl1b - lll:lhllm' to
lIlJu~!r~
LeI
cl
dCnlond for
~l:db
• Skills capac!l) comlralllb
•
I.~ck
(demal\d
~llraCI required
skills
sUl'pl~)
"r C.... pC1ICIKC \,1' llew slall (U1~tllullon'll kll(l\\'1c.dl;C.)
(~blls
dcn\(lplllcnt)
(Ie r(lIllHlhs~ll(ln
Catastrophic
Almost Certain
Catastrophic
Likely
l TU\.l\w!cm;c
• RcpUllllwnal Rl~k
• POnt hl\\ clllun:CUl\:Il!
I;Jucnl]o)\ ,,\' A~~\'Clall\lIlS
frum DO
~md
Depl oC[rnnspon unJ Public
WOIl:~
~
RevIsIOn 01 II P by
......
lun~
200lJ
'" Non alignmcn!w\lhcoq>Olo!csll<lteglcs
*
'" No !>u\'-Illlmm Tnm~p<.)rI DeI'Ulll\l!,:1I1
inCOIllplclc rc!lccl!C>u of rrau~porl 1'"I!CICS uud d;J~slfted n<'l\\ ork:<
LOllsullant specilicatmlls I,)
.;;..
drafted
~
Res,)ulce l:llP:H;il), clll1sllalnl.s
~
• RCCCi\llcgulallOm; fm lTP
'" Access Jnd
COllllllllntt::.lUOn
RclwbLlll\ unJ Integl!1\"
(l1the ITI' to
l'11\
llr mft)llna\Jt)n
Dilld Collect IOU IS 0 concen}- l'ulVose and
Ro.:t.:llrJ~,
.
plans.
rLlc.~
Sy~lcln IS
and
gencf[\llcgl~l~
Oh\o!ctl\·C~
15 Inadequate
(Puurrcgl~ln
nol applied by lIu;: TrHmpOrl FUnclion (no
tln::;;uppl1rllt1 assist)
D.:ccntr<l\i~d
filing cOllll,1cted h\ thc Transport ScctlCln
It is important to note that risk management is the responsibility of the City Manager and Executive Management.
KPMG's responsibilities are limited to the facilitation of the risk identification, assessment and mitigation processes.
Page 1 of 8
City of Cape Town
Enterprise Risk Management
Transport, Roads and Stormwater: Transport
Draft risk register as at 22 April 2008
Inherent Risk Register
:I:; U \'unbIH:k j{)! ":~lIl1ph:m.:<: ulld /lChIC\'Ctlll:ut
lw JpprtlYill !In)l,C~S'':4 rcnJ<:rilllZ iXlhcl" 0tlld,:J!cd {heal1r0CraCn ~
mh::J,!tl\lll'O h>.:!wc.'n d~'p;lnl~\<mt:; ~nd IH.H\<;J)c\rt .'5<!Ciwns
Mvnthh' SAP Budget ?\'lomhirlllg
.......
~
l'..:I
U1
It is important to note that risk management is the responstbility of the City Manager and Executive Management.
_¥U.... _
~:_
•.
:,..J~_.t:";_..,,,,:
.......... ~ ................. l"'V> ........ f
>:> ... ~
'Y'liJiM;!:IotirVr'l
nrnrAC::<:::CI~
Page 2 of 8
City of Cape Town
Enterprise Risk Management
Transport, Roads and Stormwater: Transport
Draft risk register as at 22 April 2008
Inherent Risk Register
lJrbll dc;'clnpmenl JWhln<.IS
lllclfC(;\l\C JnJ incomph::tc.
BMT
I~ne$
ED Bal:lUI;f,"f'I ;')Ctlrl:c<lhl
rr;U1.~p0r1 o;,.'n'i,'tC~
t
ltW(kqm'it: l'ubh<
•
1 ,\l\'~;mF It ~tn ;';0:15 !<1:\:(lU,1;': ,~r
matkqu,llc
rD"lfIh:':llanCC
Slgn~ls
TllaJcqualc
Crttfcat
HC:((Ill(~'C~
......
Valldal1:::fII, Then. dllrnll);c~, Jvmplll~, &'CUfIt} blcachc~
~
("-3
~
h;],;15{Wlp:d
;11'\':
llhtl nol Jcfim.:d mlh fll"cdfK Jclln:rilb!t::l and tal get
1No plOgmmll1l' om{;\." • ':ilpadh
o.m~lrnifTl"
()pCI1!lPHol JcmrmJ$
It is important to note that risk management is the responsibility of the City Manager and Executive Management.
H .... - _:_1. :..I __ "":r,~~,; ... ",, ,.... ........ ,..... ........... 0"'. "::1>"1,.,1 tY\ifi"'~H ..... n nl'("'(H~c:,~c::
.Jf
Page 3 of 8
City of Cape Towll
Enterprise Risk Management
Transport, Roads and Storm water: Transport
Draft risk register as at 22 April 2008
Inherent Risk Register
\'ctW('CH J.::lcg:1!\()n~ llmllhc ,!I\\ 111(; ])(\!IC\
d(nsl<'n~ made Ihll\ :ore
., m¥ aJnse "blnlll<:.J
\\ i(h \'(\l~l ~ :1:;
"Pl"":lo;J III
1.1)1.1 ICI.:!~mnll~ndcd
.....
.;:..
~
<IOIo...J
it
rram:purl, Rt>a(js and
N(I TruI1slX1\{ l'ommUTm.:alion P101(';("01
SlonTIWalcl
TJ'I;! A.nOGl:ll1ml COllml'..lm~3tmn:; an.: nllsun:kl",wnJ
!Herrceli, e G\\l11nmmlv Cl1)!llgClllCllt clmaneh
Lmlilcd JI)I' J.lUl)lu:
Put-I".:
r~11IC1P.'l;;UIl
mr(1ml~l(inn I,~
~l\'o;:n
(0 l,;umb.:rsonH: an.! nol Iln,c~~anl~
cnmmuml\' cJucali,\U h:\'d;.
';GfllmUJHcnla'lI :;lHJ~cg! few qUilht) ;Jnd prOeCss,,:~, d.:
L,~ck (';! ;)\ll.'ndancc ;II \Hlrd ilnd Suh ·(rmno! Mr.:dmp.s
• P,l(lf pllhltc j1Jlllclpalll'll (\1\
(:(ll1llcth
POh'::,I', pfll(:cdnn: ilnd
Br·lllw~
It is important to note that risk management is the responsibility of the City Manager and Executive Management.
- - ......... - .............. f ......... ~ ,....."Hi .... ,oH"'n nrJ"\r;o();lI.':;O~
Page 4 of 8
City of Cape Town
Enterprise Risk Management
Transport, Roads and Stormwater: Transport
Draft risk register as at 22 April 2008
Inherent Risk Regisler
Urbutl "fntllSpnl.t Act
....
~
16
~
ConI rod milnn~~cmCJH ph::S<':111
ll\~ ..kqualc lCI;OUrt:t.>;r tn clrcc!l\"c1~· execute
0Cll
t N('ll"el\"mn~m,:nl <.:nl.;nll
0'
t
ucJ'incd m til..: Sl' PWI:UJ'CUWlt! pnH:tJ:t~~
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fl;1il1ing, dcv.:kpl\1(,:(ll and <XImllwmClIlwn
It is important to note that risk management is the responsibility of the City Manager and Executive Management.
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...................................... ". ... 1'4 ..,.,.;+it"l~tinn
nrt"lt"'P<:;''-':;'p,;:,
Page 5 of 8
City of Cape Town
Enterprise Risk Management
Transport, Roads and Stormwater: Transport
Draft risk register as at 22 April 2008
Inherent Risk Register
Serious
Likely
Clly ddcgAlItlllS .:InJ sub dr.h:gatlvl\:;
......
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to
Serious
21
Likely
Moderate
Unsatisfactory
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lntcg:ul<:J rcrl<.millf' ,Ul <.:n<:L"J.rr crist:.; - tr<1tlSr>l)lt I'l:lllpct.:IH'c
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EC0nomu: demands- Sl'rr0~nlt:s und al!l'mallYCS n.:.:d to h.:
ik3~ubllllv / <':0:>1 dl't.'i:ln<:ncll."l
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mlUta¢~'lllcnl Il"Pll':l~
,'pcrMlnnu! H1)1'1Kl:>
It is important to note that risk management is the responsibility of the City Manager and Executive Management.
KPMG's responsibilities are limited to the facilitation of the risk identification, assessment and mitigation processes,
Page 6 of 8
City of Cape Town
Enterprise Risk Management
Transport, Roads and Stormwater: Transport
Draft risk register as at 22 April 2008
Inherent Risk Register
~ PfomoljOfl of Ac:c:e;~~ 10 InlonWlllo!l
- N11110nnl An:hivmg nnd Dlspl.mt! ALI;
_ Puh!lc f)l;;dll~utt;,; I\d.
~
Kin!; 11 Rqmlltm CorpoHJ.k
(j~n'<:rnil'lh"'" ll\
S,'ulh Arrle;;,
- EII\ nont)'lt.:11Lul LCPhh!l(ll)
Satisfac10ry
CritIcal
Priority
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--POSSible
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e
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01 ;,mllf\:m:Sli uJ' c!lvlmmmalt1111<!<\uUTllCnI5 finn tJl'tlCCll'~c:!t \()
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. Documenl MUn3!!,~m(;HI Sy~IcI1lS .
• for no.;,;c$!libihty and OpcHlholial ndHHnl;tlr:llin: HI.'Cds Qll tilt" 1:
cue!\, milucl1\:c~ web
fiCt:t.':'\1\
illid cll1l1il
is important to note that risk management is the responsibility of the City Manager and Executive Management.
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"" ...................... .,.. ..... ""' ... rI
...... ;tinnl-l,..."n ru..nf"t:::I.<t<:;o<:!.
Page 7 of 8
City of Cape Town
Enterprise Risk Management
Transport, Roads and Stormwater: Transport
Draft risk register as at 22 April 2008
Inherent Risk Register
('pllt'\\IHij.
,. llrc )lU!l:a~d III Ih;: Illicit!!,
Dut:cl!)r l"lllllSP\lIt
,If the
Significant
Possible
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M:JJJ!c MilZtll.a
c:,....,
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It is imporlanl to note that risk management is the responsibility of the City Manager and Executive Management.
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Hr."" .......;.... "
""",,,,.e:H:"C:Or'r'lant <!inN rnitin:::ltinn
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Page 8 of 8