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DIRECTORATE EXECUTIVE SUMMARY, DIRECTORATE SDBIP, DEPARTMENT
BUSINESS PLANS AND DEPARTMENT SDBIPS FOR 2013/2014
VOLUME 1
City ManagerCommunity Services
Compliance & Auxiliary ServicesCorporate Services
Economic, Environment & Spatial Planning (EESP)
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This volume comprises of the following:
City ManagerCommunity Services
Compliance & Auxiliary ServicesCorporate Services
Economic, Environment & Spatial Planning (EESP)
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PB 1
DEPARTMENT: STRATEGIC POLICY UNIT
DEPARTMENTAL BUSINESS PLAN 2013/2014
DIRECTOR: CRAIG KESSON
CONTACT PERSON: BABALWA MOTHIBI
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2 3
1. EXECUTIVE SUMMARY
•
TheSPUisorganisationallysituatedwithintheOfficeoftheCityManager.•
TheDepartmentisprimarilyconcernedwithassistingtheExecutiveMayorinexecutingherstatutoryfunction
andprovidingaplatformfortheinterfacebetweenthepolitical,democraticagendaandthepoliticaloffice-bearersresponsibleforitandtheadministration.
•
TheDepartmentisresponsibleforcoordinatingtheCity’sTransversalManagementSystem,theMayoralDashboardSystemforperformancemonitoringandevaluation,co-ordinatingstrategicalignmentofallcity-widepoliciesandstrategiesandmayoralresearchandmajorcommunications.
•
TheDepartment’scorecustomersincludetheExecutiveMayor,membersoftheMayoralCommittee,committeesofCouncil,theCityManagerandtheExecutiveManagementTeam.
2. PURPOSE AND SERVICE MANDATES
2.1 Vision
Toensurethestrategicalignmentoftheorganisationatthelevelofpolicyandstrategyintermsoftheelectoralmandateandthecoordinationofthatmandatetransversallythroughtheeconomicandsocialclusterswhilemonitoringandevaluatingtheperformanceoftheadministrationinitsexecution.
2.2 Overarching aims, objectives and core functions of the
Department
TheDepartmentdevelopsandcoordinatessystems,policiesandstrategiesatthecorporate-level.
2.3 Brief description of the Department’s direction and
intention
TheSPUprovidesspecialisedconsultingto:
• theExecutiveMayor• theMayoralCommittee• CommitteesofCouncil•
theCityManager• theExecutiveManagementTeam• theAdministration•
ItfacilitatestheexecutionofstrategyaccordingtothefivepillarsacrossallfunctionsandbodiesofCouncil
whileassessingperformance.ItisacentreofexcellencethatassiststheExecutiveMayorinensuringthattheorganisationisalignedtothedemocraticmandate.
2.4 Expectations
AllcustomersexpecttheSPUtobeacentreofexcellencewithahigh-levelofinternalconsultingexpertise.
2.5 Legal and intergovernmental imperatives impacting on the
plan
TheExecutiveMayorhasstatutoryfunctionsintermsofthesuiteoflocalgovernmentlegislationinSouthAfrica.heSPUassiststheExecutiveMayorintermsofthosefunctionsaftertheCouncilelectstheMayor.Assuch,theSPUisdeeplyinvolvedinthedraftingandassessingoftheIntegratedDevelopmentPlan(IDP),policiesandstrategiesprocessedthroughCouncilandtheMayor’sstatutoryanddelegatedfunctionsintermsofassessingtheorganisation.
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3. PARTNERS AND STAKEHOLDERS IN THE STRATEGY PLAN
(keystakeholdersoftheplan)
PARTNERS / STAKEHOLDERSDEPARTMENTAL ROLES AND
RESPONSIBILITIES
INTERNAL EXTERNAL
ExecutiveMayor
• AssistMayorintheperformanceofherstatutoryanddelegatedduties.•
ResearchandCommunicationsSupport.• TransversalManagementSupport.•
PerformanceMonitoringandEvaluationSupport.
MayoralCommittee•
CoordinatewithMMCintermsofthesub-delegatedpolicyandstrategy
functionsandcoordinateperformanceassessments.
Council’sCommittees•
Coordinateintermsofdelegatedresponsibilitiesforpolicyandstrategyand
performancemonitoring.
CityManager,ExecutiveManagementTeamandorganisationasawhole
• Coordinatetransversalmanagement•
PerformanceMonitoringandEvaluationoforganisationformayoralty
4. ORGANOGRAM -Staffcomplement=5filledposts,2vacancies
DIRECTOR:POLICY AND STRATEGY
SeniorSecretary
ResearcherDirector:PlanningandPerformance
Monitoring
SeniorSecretary
PrincipalProfessionalOfficer:SocialCluster
Analyst
PrincipalProfessionalOfficer:EconomicClusterAnalyst
5. RESOURCES (Financials)
DRAFT 2013-2014 CAPEX
Department Plan Additional Proposed 2013/2014
OfficeoftheCityManager 222360 0 222360
SPU 474000 0 474000
DRAFT 2013-2014 OPEX
Department Plan Additional Opex Proposed 2013/2014
OfficeoftheCityManager 61 421564 0 61 421564
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6. RESOURCE CONSTRAINTS AND AREAS OF BUSINESS IMPROVEMENT
6.1 Constraints
TheCity’sgovernancemodelwasredesignedtoaccommodatetransversalmanagementtoensurethatthefiveprioritiesoftheCity,oracombinationofsomeofthem,arealwaysmet.Clustersandintergovernmentalcooperationforumswereestablishedtosupportthispurpose.ThemacrostructurewasalteredtoalignitwiththeCity’sGovernanceModel.TheconsultancyservicesthattheSPUrendersareinshortageintermsoflevelofexpertisewithintheCity.Assuch,withaverysmallteam,resourcesintermsofHRcapacityaresomewhatstrainedattimes,leadingtoastretchingofresources.
6.2 Business Improvements And Action Plans
NotApplicable
7. ASSUMPTIONS AND RISKS
7.1 Assumptions
TheenvironmentwithinwhichtheDepartmentoperatesisoneofcontinualchange.Thedirectormustroutinelymonitorandreviewthestatusofriskstodeterminewhethermitigatingactionsarerequired.
7.2 Risk Assessment
Management,withtheassistanceoftheIntegratedRiskManagement(IRM)Department,hastakenreasonablecaretoidentifyrisksthatcouldimpactnegativelyontheachievementoftheCity’sidentified5StrategicFocusAreas.InaccordancewiththeCity’sapprovedIRMPolicy,FrameworkandImplementationPlan,risksareconstantlyupdated,reviewedandmanaged.
RiskregistersareutilizedasamanagementtoolundertheguidanceoftheCityManagerandtheExecutiveMayor.
8. ALIGNMENT TO THE IDP
TheSPUisinternallyfocusedandalignsitselfwiththefollowingStrategicFocusAreas:
STRATEGIC FOCUS AREA
DIRECTORATE OBJECTIVE DEPARTMENTAL OUTPUT
SFA5-Well-RunCity
5.1EnsureatransparentandcorruptionfreegovernmentRiskregister,internalfinancialcontrols,performancemanagement,compliancewithlegislativerequirementsetc.
5.2Establishanefficientandproductiveadministrationthatprioritisesdelivery
•
Complianceandalignmentwithcorporateprocessesandprocedurese.g.HumanResourceprogrammes,financeprogrammes
• TransversalManagement• PerformanceMonitoringandEvaluation
5.3Ensurefinancialprudencewithclean,unqualifiedauditsbytheAuditorGeneral
FinancialManagementprogrammesdevelopedandimplementedGovernanceAccountabilitytrainingmodulereviewedandcontinuouslyupdated
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9. OBJECTIVES AND INDICATORS OF THE STRATEGY / OPERATIONAL
PLAN
Foroutputs–SeeattachedSDBIP
10. AUTHORISATION
Theundersigneddoherebyindicatetheiragreementwiththecontentsofthisdocumentandtheoutcomes.
NAME SIGNATURE DATE
CityManager MrAchmatEbrahim
Director MrCraigKesson
11. APPENDICES
Appendix 1:
DraftDepartmentalServiceDeliveryBudgetImplementationPlan
12. LEGEND
EDs–ExecutiveDirectorsEMT–ExecutiveManagementTeamIDP–IntegratedDevelopmentPlanIGC-intergovernmentalcooperationIRM–IntegratedRiskManagementSDBIPs–ServiceDeliveryandBudgetImplementationPlansSFA–StrategicFocusArea
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EXEC
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no
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egic
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ets
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31-D
ec-1
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30-J
un-1
4
SFA1.AN
OPPORTUN
ITY
CITY
1BFinance
Objective1.2
Provideandmaintain
econom
icandsocia
linfrastructureto
ensureinfrastructure-
ledgrow
thand
developm
ent
%SpendofC
apital
Budget
97%
1.2(b)
91%
15%
25%
55%
91%
BMMothibi
1E%Spendonrepairs
andmaintenance
New
95%
22%
46%
70%
95%
1JOfficeofthe
DeputyCity
Manager
Num
berof
ExpandedPublic
Worksprogram
mes
(EPW
P)jobscreated
Not
applica
ble
tothis
departm
ent
-N\A
N\A
N\A
N\A
N\A
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1FDirect./Dept.
achievem
entasat
30June2012
Actualasper
30thJune
2013
1N(a)
Corporate
Services
Objective1.6
Maximisetheuse
ofavailablefunding
andprogrammesfor
trainingandskills
developm
ent
Num
berofexternal
traineeandbursary
opportu
nities
(excluding
apprentices)
Not
applica
ble
tothis
departm
ent
1.6(a)
N\A
N\A
N\A
N\A
N\A
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1N(b)
Num
berof
apprentices
N\A
N\A
N\A
N\A
N\A
SFA4
AN
INCLUSIVE
CITY
4A
Objective4.1
Ensureresponsiveness
bycreatingan
environm
entw
here
citizenscanbe
communica
tedwith
andberespondedto
%adherenceto
Citywideservice
standardbased
onallexternal
notifications
Not
applica
ble
tothis
departm
ent
4.1(a)
N\A
N\A
N\A
N\A
N\A
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Mea
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Dir
ecto
rate
Corp
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Indi
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of m
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Base
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Prog
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no
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St
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or S
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egic
Pl
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Ann
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Responsible Person
Pilla
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CSC
Indi
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SFA5
AWELL-RU
N
CITY
-Strategic
PolicyUn
it
Objective5.2
Establish
anefficient
andproductive
administrationthat
prioritizesdelivery
OperateTransversal
Managem
ent
System
*Q
uarterlyCluster
Meetings-Economic
andSocia
lCluster
*Quarterly
Managem
ent
CommitteeMeetings
*QuarterlyWork
GroupMeetings
New
Combined
Clusterand
Governance
Fram
ework
Document
Approved
Mayoral
Dashboard
Guidelines
andCity
Manager’s
andExecutive
Mayor’s
Approved
PolicyProcess
100%
100%
100%
100%
100%
CraigKesson
Objective5.2
Establish
anefficient
andproductive
administrationthat
prioritizesdelivery
MayoralDashboard
Meettingsheldona
quarterlyBasis
New
100%
100%
100%
100%
100%
CraigKesson
Developm
ent/
Coordination
ofPoliciesand
Strategiesforthe
City
New
100%
100%
100%
100%
100%
CraigKesson
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EXEC
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suri
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ecto
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Corp
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Indi
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Prog
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SFA5.A
WELL-RU
N
CITY
-Co
rporate
Services
%adherencetoEE
targets(com
posite
indicator)
New
5.2(b)
72%
78%
78%
78%
78%
BMMothibi
%adherenceto
EmployeeUtilisation
target(com
posite
Indicator)
100%
100%
100%
100%
100%
%adherenceto
EmployeeTalent
target
(com
posite
indicator)
5.3(a)
100%
100%
100%
100%
100%
SFA5.A
WELL-RU
N
CITY
-Finance
Objective5.3Ensure
financia
lprudence
withcleanauditsby
theAu
ditorG
eneral
%ofO
perating
Budgetspent
78%
95%
10%
30%
60%
95%
%annualasset
registerverified*
100%
100%
25%
50%
75%
100%
InternalAudit
%InternalAudit
findingsresolved
New
Approved
2012-2013
Busin
essPlan
70%
70%
70%
70%
70%
Narrativeforthe*
100%
assetslist
verified
25%=
Departm
ental
Inventorylists
verified
Review
ofAsset
Review
Policyby
CorporateFinance
50%=
Departm
ental
inventorylistverified
andcompleted
Finalisationof
Assetverification
timetableby
CorporateFinance
75%=
Departm
ental
assetregister
verifiedby
directorate/
departm
ent
100%
=
Departm
ental
annualasset
registerverified
SIGNEDBYTHEDIRECTOR:
DATE:
SIGNEDBYTHEEXECUTIVEDIRECTOR:
DATE:
SIGNEDBYTHECS:MAYCO
MEM
BER:
DATE:
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COMMUNITY SERVICES
DIRECTORATE EXECUTIVE SUMMARY, DIRECTORATE SDBIP, DEPARTMENT
BUSINESS PLANS AND DEPARTMENT SDBIPS FOR 2013/2014
EXECUTIVE DIRECTOR: LOKIWE MTWAZI
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1. INTRODUCTION
Community Services main function is to provide community
facilities, services and programmes to the citizens of the City and
it’s visitors. This directly contributes to two of the City’s
strategic focus areas contained in the IDP as highlighted in
paragraph 4 of this document.
The directorate’s service delivery and budget implementation
plan (SDBIP) is developed to align to the IDP and is then cascaded
to the three line departments.
• Sport, Recreation & Amenities• City Parks• Library and
Information Services
to ensure effective and efficient service delivery.
2. PURPOSE AND SERVICE MANDATE OF DIRECTORATE
The purpose of the Directorate: Community Services is to:
Provide developmental programmes and value added services in
support of meeting the community’s informal and formal educational
needs, cultural, recreational, basic sport development and life
skills needs as well as the need for information.
Provide an equitable distribution of community facilities by
continuously exploring and maximising external funding and
partnership opportunities to provide community facilities aligned
to the CSIR study outcomes. Internal funding will be used as
co-funding and be allocated in the most productive way possible. In
future Community Services will strive to plan, implement and manage
new community facilities in a joint, integrated, clustered,
multi-functional manner with internal and external partners. The
intention is to minimise capital development and operational cost
and maximise community usage, ownership and pride.
Maintain all community facilities to at least the set minimum
level whilst some selected flagship facilities will be earmarked to
be maintained to national and international benchmarked
standards.
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3. SENIOR MANAGEMENT ORGANOGRAM
EXEC
UTI
VE D
IREC
TOR
COM
MU
NIT
Y SE
RVIC
ES37
41 (e
mpl
oyee
s as
at
M
arch
201
3)
Man
ager
:Pr
ojec
ts,
Stra
tegy
and
Sup
port
18
6x M
anag
er: D
istric
t Li
brar
y &
Info
Ser
vice
s4x
Man
ager
: Dist
rict
Spor
t & R
ecre
atio
n4
x M
anag
er:
Dist
rict-C
ity P
arks
Head
: Fin
ance
18 x
Hea
d Ar
ea10
5 x
Libr
aria
ns In
Ch
arge
Head
: Fin
ance
Head
: Fin
ance
Supp
ort S
ervi
ces
Man
ager
Supp
ort S
ervi
ces
Man
ager
Supp
ort S
ervi
ces
Man
ager
Man
ager
:Sp
ecia
lized
Ope
ratio
n
20 x
Hea
d Ar
ea
4 x
Head
:Te
chni
cal &
G
en S
uppo
rt
Libr
ary
Mar
ketin
g
& Re
sear
ch O
ffice
r
Man
ager
:Sp
ecia
lized
Ope
ratio
ns
Libr
ary
ICT
Offi
cer
Man
ager
:Ca
pita
l Pro
gram
me
Impl
emen
tatio
n
Libr
ary
Colle
ctio
n De
velo
pmen
t O
ffice
r
Man
ager
: Spe
cial
Proj
ects
Man
ager
:Fi
nanc
e1
HR B
usin
ess
Pa
rtner
1
Dire
ctor
: Lib
rary
and
Info
rmat
ion
Serv
ices
903
Dire
ctor
: Spo
rt &
Recr
eatio
n 15
10
Dire
ctor
: City
Par
ks13
10
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4 5
4. LINKAGE TO THE IDP
Community Services has a primary link to two of the IDP’s
Strategic Focus Areas (SFAs).
4.1 SFA 3: A Caring City IDP Objective: Providing access to
social services to those that need them. Initiative: Community
Development Programmes
Given the clear social-economic challenges, especially in
previous disadvantaged areas there is a critical need for
developmental services and programmes to be rendered. These
services and programmes could play a significant role regarding the
physical, mental, health, social development and wellbeing of
communities and residents.
Community Services will ensure access and usage of community
facilities manned by skilled and suitable trained staff, which
provide relevant and adequate library collections in both printed
and electronic format, developmental projects and programmes and
value added services in support of meeting the community’s informal
and formal educational needs, cultural, recreational, basic sport
development and life skills needs as well as the need for
information.
4.2 SFA 4: An Inclusive City IDP Objective: Provide facilities
where citizens can feel at home Initiative: Community Facilities
Provision
To begin to address the inequitable distribution and standards
of community facilities the city has initiated a project with the
CSIR (Council for Scientific and Industrial Research). The studies
have taken the current community facilities, standards for the
provisioning, accessibility, projected population growth and the
envisaged city expansion until 2016 into account in order to
identify the areas of greatest need / backlog regarding the
provisioning of facilities and to establish the selection of
facilities that would make the most impact in these areas of
greatest need. These prioritised facilities could be used to
prioritise budgeting and spending but do not address the total need
in the metro.
Subsequent to this study, a Recreation Study was undertaken,
which identifies inter-alia resident’s needs and preferences for
community facilities. The CSIR study, the Recreational Study and
other qualitative and quantitative commissioned research are used
to determine new facility needs and best location for new
facilities to be provided.
The Community Services Inter-Departmental Facility Planning Team
and the Spatial Planning and Urban Design departments ensure that
Community facility planning align to other planning projects in the
City in a proactive and integrated manner.
The Directorate will continuously explore and maximise external
funding and partnership opportunities to provide such community
facilities. In future, Community Services will strive to plan,
implement and manage new community facilities in a joint,
integrated, clustered and multi-functional manner with internal and
external partners. The intention is to minimise capital development
and operational cost and maximise community usage, ownership and
pride. The development of new community facilities would be
determined by the availability of operational funding to ensure
that these facilities will be used and effectively be managed and
maintained.All community facilities will be maintained according to
pre-determined minimum maintenance standards while selected
facilities would be developed and maintained at higher standards
which will meet national and international benchmarks standards.
Initiative: Minimum service and maintenance standards of community
facilities
Well managed, maintained and used community facilities are
important to facilitate and enable community development and
therefore enhance quality of life. Whilst all community facilities
will be maintained at minimum service levels, some selected
flagship facilities will be earmarked to be maintained at national
and international benchmarked standards.
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5. PERFORMANCE PROGRESS AND IMPACT
The past years performance information is available in the
Annual Reports located on the site
below.http://www.capetown.gov.za/en/IDP/Pages/ManagingPerformance.aspx
6. FINANCIAL INFORMATION
6.1 Summary of revenue by source:
DESCRIPTION COMMUNITY SERVICES
Revenue By Source
Service charges - refuse revenue 5
Service charges - other 17 323
Rental of facilities and equipment 27 883
Fines 3 173
Licenses and permits 1 248
Other revenue 591
Transfers recognised - operational 25 667
TOTAL REVENUE (EXCLUDING CAPITAL TRANSFERS AND CONTRIBUTIONS) 75
889
6.2 Summary of operating expenditure by type:
DESCRIPTION COMMUNITY SERVICES
Expenditure By Type
Employee related costs 831 689
Depreciation & asset impairment 87 089
Other materials 10 857
Contracted services 314 002
Other expenditure 148 833
Total Expenditure 1 392 541
Surplus/(Deficit) 1 316 652
Transfers recognised - capital 139 798
Contributions recognised - capital 3 000
SURPLUS/(DEFICIT) AFTER CAPITAL TRANSFERS & CONTRIBUTIONS 1
173 853
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6.3 SUMMARY OF CAPITAL EXPENDITURE BY TYPE:
MUNICIPAL VOTE/CAPITAL PROJECT PROGRAM/
PROJECT DESCRIPTION
PROJECT NUMBER
ASSET CLASS 4.ASSET
SUB-CLASS 4.
2013/14 MEDIUM TERM REVENUE & EXPENDITURE FRAMEWORK
PROJECT INFORMATION
R thousandBudget Year
2013/14Budget Year +1
2014/15Budget Year +2
2015/16Ward location New or renewal
Community Services Various Various Various Various 222 026 931
191 734 081 154 670 076 Multi Various
Total Capital expenditure
222 026 931 191 734 081 154 670
076 Multi Various
6.4 A DESCRIPTION OF DISCRETIONARY AND NON-DISCRETIONARY
EXPENDITURE.
Community Services have a direct operating expenditure budget of
R1 389,9 million as per table 6.2 above. Of this amount 60%
relates to staff expenditure, 22% to repairs and maintenance and
the balance to general expenses and depreciation. The staff budget
is considered to be fairly fixed and not discretionary although the
utilisation and deployment of the ±4000 staff members are done in
terms of community and service delivery imperatives.
Expenditure on repairs and maintenance such as the upkeep of
facilities and the mowing of parks can to an extent be termed
discretionary, because line managers determine the maintenance
programmes and allocation of funds in terms of pro-active
maintenance plans. Expenditure on general expenses is also
discretionary as these funds are spent on items such as community
programmes, cleaning costs, fuel, communication, etc. In addition
to the direct budget of R1,3 billion Community Services will incur
internal charges for the following services:
• Activity Based Costs and Support Services Recharges • Internal
utilities • Interest • Self-insurance premiums • Internal
repairs
The directorate includes the Library and Information Services
department, the function of which is not the constitutional
responsibility of local government. Expenditure on this function is
estimated at R277 million for the 2013/14 financial year. In
December 2010 the Council resolved to request the Provincial
Government of the Western Cape to formally assign the library
service to the City of Cape Town and it is expected that a service
level agreement in this regard will be finalised in due course.
6.5 RISKS
• Management, with the assistance of the Integrated Risk
Management (IRM) Department, has applied their minds and due care
is taken to ensure that risks which could impact on them not
achieving the Directorate’s objectives are identified, addressed
and managed on a day to day basis in accordance with the City’s
approved IRM Policy and IRM Framework.
• Community Services have a very limited revenue budget since
most of its direct income is related to socially required services
such as entrance fees at swimming pools and other facilities,
burial fees, library fees, etc. which are being subsidised to keep
them at affordable levels. Revenue for the 2013/14 financial year
has been based on actual income for the current and previous
financial years. The risk of not achieving the revenue targets is
therefore considered to be low.
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6 7
6.6 The City of Cape Town has a draft capital budget of R5,4
billion for the 2013/14 financial year while the draft capital
budget for Community Services amounts to R223,1 million or only
4,1% of the City Budget. This is because the directorate renders
its services to the community via its staff members and the capital
budget is only intended to provide the enabling infrastructure such
as cemeteries, parks, libraries, halls, swimming pools, sport
fields and stadiums. The draft capital budget for 2013/14 is funded
as follows:
• External financing fund (EFF) – R46,08 million (20.7%)•
Revenue – R7,62 million (3.4%)• Ward allocations (via Asset
financing fund) – R25,52 million (11.5%)• Capital Grants and
Donations - R142,80 million (64.4%)• TOTAL R222,02 million
(100,0%)
The directorate is hugely dependent on external grants and
donations for its capital programme with 68% of the budget being
funded from government (mostly USDG) and private sector grants. A
growing concern is however the lack of operating funding for newly
completed infrastructure and the directorate will have to carefully
review future projects in the light of limited resources.
7. OBJECTIVES AND KEY INDICATORS OF THE DIRECTORATE SERVICE
DELIVERY AND BUDGET IMPLEMENTATION PLAN (SDBIP) LINKED TO THE IDP’s
CORPORATE SCORECARD
IDP OBJECTIVE INDICATOR(S) OF THIS OBJECTIVE
TARGET: SEPT 2013
TARGET: DEC 2013
TARGET: MARCH 2014
TARGET: JUNE 2014
Objective 3.1
Providing access to social services to those that need them.
Number of recreational hubs where activities are held on a
minimum of 5 days a week.
> 35 > 35 > 40 > 40
Objective 4.2
Provide facilities where citizens can feel at home
Customer satisfaction survey for community facilities
_ _ _ 3.2
The complete Directorate 2013/2014 SDBIP presenting all
objectives, indicators and targets and their linkage to the City’s
IDP is attached as Appendix 1.
-
8 9
8. AUTHORISATION
The undersigned do hereby indicate their agreement with the
contents of this document and the outcomes.
NAME SIGNATURE DATE
Executive Director: Community Services
Lokiwe Mtwazi
Mayco Member: Community Services
Belinda Walker
9. APPENDICES:
Appendix 1: Community Services Final 2013/2014 SDBIP
http://sspci01.capetown.gov.za:50100/strategy/pilotworks/start.jsp?PilotWorksDB=Community%20Services
-
8 9
COM
MU
NIT
Y SE
RVIC
ES 2
013/
2014
SD
BIP
Alig
nmen
t to
ID
P
Pilla
r,
Corp
. O
bj. &
Pr
ogr.
CSC
In
d
no.
Lead
Dir
/ D
ept.
Corp
orat
e O
bjec
tive
Indi
cato
r
Base
line
June
20
12
targ
et
Ann
ual
Targ
et
June
201
3
1st
Qua
rter
Ta
rget
2nd
Qua
rter
Ta
rget
3rd
Qua
rter
Ta
rget
4th
Qua
rter
Ta
rget
Resp
onsi
ble
Pers
onSu
ppor
ting
Det
ail
5.3(
b)n/
aSR
&A
and
Park
s
Ensu
re fi
nanc
ial
prud
ence
, with
cle
an a
udits
by
Audi
tor-G
ener
al
# of
pol
icies
de
velo
ped/
revi
ewed
ac
cord
ing
to p
lann
ed
mile
ston
es.
new
99
99
9
ED:
Loki
we
Mtw
azi D
irs.
SR&A
: Ger
t Bam
; Pa
rks:
Cha
ntal
Ha
nslo
. LI
S: N
inni
e St
eyn
Qua
rterly
mile
ston
es p
er p
olicy
stil
l to
be
dete
rmin
ed.
Park
s: 3
LIS:
2
SR&A
: 4
5,2
n/a
SR
&A,
LIS,
Par
ks
Esta
blish
an
effic
ient
and
pr
oduc
tive
adm
inist
ratio
n th
at p
riorit
izess
de
liver
y
# of
par
tner
ship
s co
ntrib
utin
g to
op
erat
iona
l effi
cienc
y, sig
ned
new
40
Annu
al
Targ
et
for J
une
2014
Annu
al
Targ
et
for J
une
2014
Annu
al
Targ
et
for J
une
2014
40
ED:
Loki
we
Mtw
azi D
irs.
SR&A
: Ger
t Bam
; Pa
rks:
Cha
ntal
Ha
nslo
LI
S: N
inni
e St
eyn
Indi
cato
r con
tibut
es to
an
outc
ome
of
savi
ngs
thro
ugh
oper
atio
nal e
fficie
ncie
s.
Park
s: 2
Partn
ersh
ips
LIS:
2 P
artn
ersh
ips
SR&A
: 36
5,2
n/a
SR
&A,
LIS,
Par
ks
Esta
blish
an
effic
ient
and
pr
oduc
tive
adm
inist
ratio
n th
at p
riorit
izess
de
liver
y
# of
ope
ratio
nal
busin
ess
impr
ovem
ent
initi
ativ
es c
ompl
eted
new
3
Annu
al
Targ
et
for J
une
2014
Annu
al
Targ
et
for J
une
2014
Annu
al
Targ
et
for J
une
2014
3
ED:
Loki
we
Mtw
azi D
irs.
SR&A
: Ger
t Bam
; Pa
rks:
Cha
ntal
Ha
nslo
LI
S: N
inni
e St
eyn
Indi
cato
r con
tibut
es to
an
outc
ome
of
savi
ngs
thro
ugh
oper
atio
nal e
fficie
ncie
s.
1 in
itiat
ive
per D
epar
tmen
t.
3.1
(a)
n/a
Prov
ide
Acce
ss to
So
cial s
ervi
ces
for
thos
e w
ho n
eed
it
# of
pro
gram
mes
&
even
ts h
eld
in p
arks
.50
0≥
500
cum
ulat
ive
≥ 10
0≥
320
≥ 43
0≥
500
ED: L
okiw
e M
twaz
i Dir.
Pa
rks:
Chan
tal
Hans
lo
Prog
ram
mes
& e
vent
s ar
e an
y ac
tiviti
es o
r or
gani
sed
even
ts ta
king
pla
ce in
PO
S in
the
City
. Inc
lude
s pr
ogra
mm
es ru
n by
Spo
rt &
Recr
eatio
n on
PO
S.
Park
s: Cu
mul
ativ
e ta
rget
. Tar
get a
dapt
ed
acco
rdin
g to
sea
son.
Onl
y re
cord
ing
initi
ativ
es w
here
boo
king
s ar
e m
ade
and
perm
its.is
sued
3.1
(a)
n/a
SR&A
, LIS
, Par
ks#
of c
omm
unit
y ga
rden
s w
ith a
sig
ned
cont
ract
12>
22
cum
ulat
ive
≥ 14
≥ 16
≥ 18
≥ 22
ED: L
okiw
e M
twaz
i Dir.
Park
s: Ch
anta
l Han
slo
-
10 11
COM
MU
NIT
Y SE
RVIC
ES 2
013/
2014
SD
BIP
Alig
nmen
t to
ID
P
Pilla
r,
Corp
. O
bj. &
Pr
ogr.
CSC
In
d
no.
Lead
Dir
/ D
ept.
Corp
orat
e O
bjec
tive
Indi
cato
r
Base
line
June
20
12
targ
et
Ann
ual
Targ
et
June
201
3
1st
Qua
rter
Ta
rget
2nd
Qua
rter
Ta
rget
3rd
Qua
rter
Ta
rget
4th
Qua
rter
Ta
rget
Resp
onsi
ble
Pers
onSu
ppor
ting
Det
ail
3.1
(a)
3.B
Prov
ide
Acce
ss to
So
cial s
ervi
ces
for
thos
e w
ho n
eed
it
# of
Rec
reat
ion
Hub
s w
here
act
iviti
es
are
held
on
a m
inim
um
of 3
hrs.
/day
for
at
leas
t 5 d
ays
a w
eek.
25≥4
0≥3
5≥3
5≥4
0≥4
0ED
: Lok
iwe
Mtw
azi D
ir.SR
&A:
Ger
t Bam
List
of H
ubs
as p
er 2
012/
13 fi
nanc
ial y
ear
plus
add
ition
al 1
2 Di
stric
t 1: 7
Rec
reat
ion
Hubs
Di
stric
t 2: 5
Rec
reat
ion
Hubs
Di
stric
t 3: 8
Rec
reat
ion
Hubs
Di
stric
t 4: 9
Rec
reat
ion
Hubs
Di
stric
t 5: 1
1 Re
crea
tion
Hubs
3.1
(a)
n/a
SR&A
, LIS
, Par
ks
# of
Com
mun
ity
Hal
ls u
tilis
ed fo
r a
min
imum
of 1
5 ho
urs
per w
eek
108
≥ 13
0≥
130
≥ 13
0≥
> 1
30≥
130
ED: L
okiw
e M
twaz
i Dir.
SR&A
: G
ert B
am
Indi
cato
r exc
lude
s Re
crea
tion
Hubs
3.1
n/a
SRA
Prov
ide
Acce
ss to
So
cial s
ervi
ces
for
thos
e w
ho n
eed
it
# of
Spo
rt &
Recr
eatio
n D
evel
opm
enta
l Pa
rtne
rshi
ps
iden
tifie
d an
d si
gned
.
>24
≥30
≥12
≥24
≥30
≥30
ED: L
okiw
e M
twaz
i Dir.
SR&A
: G
ert B
am
3.1
(a)
n/a
LIS
Prov
ide
Acce
ss to
So
cial s
ervi
ces
for
thos
e w
ho n
eed
it
# of
Lib
rary
m
ater
ials
Circ
ulat
ed
>12
mil
>12
mil
≥ 3
mil
≥ 6
mil
≥ 9
mil
≥ 12
mil
ED: L
okiw
e M
twaz
i Dir.
LIS:
N
inni
e St
eyn
-
10 11
COM
MU
NIT
Y SE
RVIC
ES 2
013/
2014
SD
BIP
Alig
nmen
t to
ID
P
Pilla
r,
Corp
. O
bj. &
Pr
ogr.
CSC
In
d
no.
Lead
Dir
/ D
ept.
Corp
orat
e O
bjec
tive
Indi
cato
r
Base
line
June
20
12
targ
et
Ann
ual
Targ
et
June
201
3
1st
Qua
rter
Ta
rget
2nd
Qua
rter
Ta
rget
3rd
Qua
rter
Ta
rget
4th
Qua
rter
Ta
rget
Resp
onsi
ble
Pers
onSu
ppor
ting
Det
ail
3.1
(a)
n/a
LIS
Prov
ide
Acce
ss to
So
cial s
ervi
ces
for
thos
e w
ho n
eed
it
# of
read
ing
prog
ram
mes
hel
d26
5≥2
60≥7
6≥1
26≥1
71≥2
60ED
: Lok
iwe
Mtw
azi D
ir.LI
S:
Nin
nie
Stey
n
A re
adin
g pr
ogra
mm
e is
defin
ed a
s a
prog
ram
me
that
mus
t con
sist o
f a
min
imum
of 5
ses
sions
with
the
sam
e au
dien
ce (m
ajor
ity o
f aud
ienc
e) a
nd a
t the
en
d it
is co
unte
d as
1 p
rogr
amm
e. R
eadi
ng
prog
ram
mes
targ
et y
oung
lear
ners
and
aim
to
impr
ove
thei
r rea
ding
ski
lls a
s w
ell a
s to
dev
elop
a c
ultu
re o
f rea
ding
. Rea
ding
pr
ogra
mm
es a
re c
ount
ed a
t the
con
clusio
n of
the
prog
ram
me
and
not p
er s
essio
n
3.1
(a)
n/a
Prov
ide
Acce
ss to
So
cial s
ervi
ces
for
thos
e w
ho n
eed
it
# of
sto
ry t
ellin
g se
ssio
ns (i
nter
nal &
ex
tern
al)
4341
≥483
1≥1
314
≥241
4≥3
550
≥483
1
ED: L
okiw
e M
twaz
i Dir.
LIS:
N
inni
e St
eyn
A st
ory-
telli
ng s
essio
n is
defin
ed a
s an
ev
ent d
urin
g w
hich
sto
ries
are
read
to a
gr
oup
of c
hild
ren
at th
e lib
rary
or o
ther
ve
nues
e.g
. sch
ools
and
créc
hes.
Stor
y-te
lling
ses
sions
are
hel
d fo
r pre
-sch
oole
rs
and
foun
datio
n ph
ase
i.e. G
rade
s 1
to
3 le
arne
rs a
nd a
im to
fost
er a
love
for
read
ing
in c
hild
ren
and
also
to im
prov
e lis
teni
ng s
kills
as
wel
l as
the
use
of th
eir
imag
inat
ion.
Eac
h st
ory-
telli
ng o
ccur
renc
e is
coun
ted
as 1
ses
sion.
44.
BCo
rpor
ate
Prov
ide
facil
ities
th
at m
ake
citizi
ns
feel
at h
ome
Cust
omer
sa
tisf
acti
on s
urve
y fo
r com
mun
ity
faci
litie
s
3.2
3.2
N/A
N/A
N/A
3.2
ED: L
okiw
e M
twaz
i Dirs
.SR&
A:
Ger
t Bam
; Pa
rks:
Chan
tal
Hans
lo
LIS:
N
inni
e St
eyn
This
is pa
rt of
a o
vera
ll Ci
ty c
usto
mer
sa
tisfa
ctio
n su
rvey
Onl
y m
easu
res
the
com
mun
ity fa
ciliti
es c
ompo
nent
ther
eof.
-
12 13
COM
MU
NIT
Y SE
RVIC
ES 2
013/
2014
SD
BIP
Alig
nmen
t to
ID
P
Pilla
r,
Corp
. O
bj. &
Pr
ogr.
CSC
In
d
no.
Lead
Dir
/ D
ept.
Corp
orat
e O
bjec
tive
Indi
cato
r
Base
line
June
20
12
targ
et
Ann
ual
Targ
et
June
201
3
1st
Qua
rter
Ta
rget
2nd
Qua
rter
Ta
rget
3rd
Qua
rter
Ta
rget
4th
Qua
rter
Ta
rget
Resp
onsi
ble
Pers
onSu
ppor
ting
Det
ail
4.2
(a)
n/a
Park
s
Prov
ide
facil
ities
th
at m
ake
citizi
ns
feel
at h
ome
% o
f Com
mun
ity
Park
s m
owed
ac
cord
ing
to q
uarte
rly
plan
with
a m
inim
um
of 9
cut
s pe
r an
num
.
3135
of
3335
=
94 %
3172
≥ o
f 33
39 ≥
95%
≥85%
≥87%
≥89%
≥95%
ED: L
okiw
e M
twaz
&
Dir.
Park
s: Ch
anta
l Han
slo
Sele
ctiv
e st
anda
rds
refe
r to
the
leng
th
of g
rass
and
litte
r pick
ing
as p
er th
e M
aint
enan
ce d
ocum
ent.
4.2
(a)
n/a
Prov
ide
facil
ities
th
at m
ake
citizi
ns
feel
at h
ome
# o
f Cem
eter
ies
mow
ed a
ccor
ding
to
quar
terly
pla
n wi
th a
m
inim
um o
f 12
cuts
pe
r ann
um.
3838
3838
3838
ED: L
okiw
e M
twaz
&
Dir.
Park
s: Ch
anta
l Han
slo
Sele
ctiv
e se
rvice
sta
ndar
ds a
s pe
r the
M
aint
enan
ce d
ocum
ent
4.2
(a)
n/a
Prov
ide
facil
ities
th
at m
ake
citizi
ns
feel
at h
ome
# of
Dis
tric
t Pa
rks
mai
ntai
ned
acco
rdin
g to
qua
rterly
pla
n w
ith
a m
inim
um o
f 26
cuts
pe
r an
num
.
11 o
f 11
11 o
f 11
1111
1111
ED: L
okiw
e M
twaz
&
Dir.
Park
s: Ch
anta
l Han
slo
Sele
ctiv
e se
rvice
sta
ndar
ds a
s pe
r the
M
aint
enan
ce d
ocum
ent
4.2
(a)
n/a
SRA
Prov
ide
facil
ities
th
at m
ake
citizi
ns
feel
at h
ome
# of
form
al S
port
Fi
elds
com
plia
nt w
ith
the
defin
ed le
vel g
rass
co
ver s
tand
ard
as p
er
defin
ed q
uart
erly
st
anda
rds
influ
ence
d by
use
r pa
tter
ns.
≥350
≥35
0≥1
50≥3
20≥4
50≥3
50ED
: Lok
iwe
Mtw
azi D
ir.SR
&A:
Ger
t Bam
;
Q 1
: la
tter h
alf o
f the
soc
cer
sea
son
≤40
m2
loss
Q
2: r
ehab
ilita
tion
perio
d
≤40
m2
loss
Q
3: p
eak
of re
habi
litat
ion
p
erio
d ≤1
0 m
2 lo
ss
Q 4
: firs
t hal
f of t
he s
occe
r s
easo
n ≤3
0 m
2
4.2
(a)
n/a
Prov
ide
facil
ities
th
at m
ake
citizi
ns
feel
at h
ome
# of
ope
n sw
imm
ing
pool
s th
at m
eet w
ater
qu
ality
sta
ndar
ds,
i.e. (
i) th
e ch
lori
ne
read
ing
at th
e ou
tlet
mus
t be
at le
ast
0.1
(ii) t
he p
h re
adin
g m
ust b
e be
twee
n 7.
1 an
d 7.
4
36 o
f 36
38 =
Q3
4 =
Q4
438
384
ED: L
okiw
e M
twaz
i Dir.
SR&A
: G
ert B
am;
Tota
l: 38
nu
mbe
r of s
wim
min
g po
ols
per d
istric
t: D1
: 7
D2: 5
D3
: 6
D4: 8
D5
: 12
-
12 13
COM
MU
NIT
Y SE
RVIC
ES 2
013/
2014
SD
BIP
Alig
nmen
t to
ID
P
Pilla
r,
Corp
. O
bj. &
Pr
ogr.
CSC
In
d
no.
Lead
Dir
/ D
ept.
Corp
orat
e O
bjec
tive
Indi
cato
r
Base
line
June
20
12
targ
et
Ann
ual
Targ
et
June
201
3
1st
Qua
rter
Ta
rget
2nd
Qua
rter
Ta
rget
3rd
Qua
rter
Ta
rget
4th
Qua
rter
Ta
rget
Resp
onsi
ble
Pers
onSu
ppor
ting
Det
ail
4.2
(a)
n/a
SRA
Prov
ide
facil
ities
th
at m
ake
citizi
ns
feel
at h
ome
# of
bea
ches
aw
arde
d Bl
ue F
lag
stat
us8
8N
/A8
88
ED: L
okiw
e M
twaz
i Dir.
SR&A
: G
ert B
am;
1. C
amps
Bay
Bea
ch
2. C
lifto
n 4t
h Ba
ch
3. M
uize
nber
g Ba
ch
4. M
nand
i Bea
ch
5. S
trand
font
ein
Beac
h 6.
Bik
ini B
each
7.
Silw
erst
room
Bea
ch
8. L
land
udno
Bea
ch
4.2
(a)
n/a
LIS
Prov
ide
facil
ities
th
at m
ake
citizi
ns
feel
at h
ome
# Li
brar
ies
open
ac
cord
ing
to m
in
plan
ned
open
hrs
in
cludi
ng a
d ho
c U
nfor
esee
n Cl
osin
g H
ours
≥ 75
≥ 85
≥ 85
≥ 85
≥ 85
≥ 85
ED: L
okiw
e M
twaz
i Dir.
LIS:
N
inni
e St
eyn
Ope
n ho
ur s
tand
ards
: Co
mm
unity
libr
arie
s: 35
hrs
/wk
Regi
onal
libr
arie
s: 45
hrs
/wk
City
wid
e lib
rarie
s: 63
hrs
/wk
4.2
(a)
n/a
SR&A
, LIS
, Pa
rks
Prov
ide
facil
ities
th
at m
ake
citizi
ns
feel
at h
ome
# of
new
com
mun
ity
faci
litie
s de
velo
ped
acco
rdin
g to
pla
nned
ca
pita
l bud
get
mile
ston
es
85
LIS
= 1
Pa
rks
=4
Tota
l = 5
LIS
= 1
Pa
rks
=4
Tota
l = 5
LIS
= 1
Pa
rks
=4
Tota
l = 5
LIS
= 1
Pa
rks
=4
Tota
l = 5
ED: L
okiw
e M
twaz
i Dir.
LIS:
N
inni
e St
eyn
Pa
rks:
Chan
tal
Hans
lo
LIS
= 1
1.
Kuy
asa
Libr
ary
R6 0
00 0
00
PARK
S =
4
1. M
etro
Sou
th E
ast C
emet
ery
R5 5
42 2
40
2 W
elm
oed
Cem
eter
y R2
400
000
3
Vaal
font
ein
Cem
eter
y R6
000
000
4.
Del
ft Ce
met
ery
R7 5
00 0
00
-
14 15
COM
MU
NIT
Y SE
RVIC
ES 2
013/
2014
SD
BIP
Pilla
r,
Corp
. O
bj. &
Pr
ogr.
CSC
In
d
no.
Lead
Dir
/ D
ept.
Corp
orat
e O
bjec
tive
Indi
cato
r
Base
line
June
20
12
targ
et
Ann
ual
Targ
et
June
201
3
1st
Qua
rter
Ta
rget
2nd
Qua
rter
Ta
rget
3rd
Qua
rter
Ta
rget
4th
Qua
rter
Ta
rget
Resp
onsi
ble
Pers
onSu
ppor
ting
Det
ail
4.2
(a)
n/a
SR&A
, LIS
, Pa
rks
Prov
ide
facil
ities
th
at m
ake
citizi
ns
feel
at h
ome
# of
maj
or
com
mun
ity
faci
lity
upgr
ades
(>R5
00
000)
pro
gres
sing
acco
rdin
g to
pla
nned
ca
pita
l bud
get
mile
ston
es
1631
Park
s =
23
SR&A
= 7
LI
S=1
Tota
l = 3
1
Park
s =
23
SR&A
= 7
LI
S=1
Tota
l = 3
1
Park
s =
23
SR&A
= 7
LI
S=1
Tota
l = 3
1
Park
s =
23
SR&A
= 7
LI
S=1
Tota
l = 3
1
ED: L
okiw
e M
twaz
i Dirs
.SR&
A:
Ger
t Bam
; Pa
rks:
Chan
tal
Hans
lo
LIS:
N
inni
e St
eyn
Park
s =
23
1. M
aitla
nd C
emet
ery
R2 5
00 0
00
2. S
ir Lo
wry
’s Pa
ss C
emet
ery
R750
000
3.
. Kha
yelit
sha
Wet
land
s Par
k R1
,5m
4.
Rus
thof
Cem
eter
y R1
000
000
5.
Atla
ntis
Cem
eter
y R3
500
000
6.
Gug
ulet
hu C
emet
ery
R1 0
00 0
00
7. K
uils
Rive
r Cem
eter
y R9
00 0
00
8. K
lip R
oad
Cem
eter
y R1
500
000
9.
Mac
assa
r Ope
n Sp
ace
R1 0
00 0
00
10. V
alha
lla P
ark
irrig
atio
n R1
,5m
11
. Jac
k M
ulle
r dist
rict p
ark
R500
000
12
. Cam
ps B
ay b
each
fron
t R50
0 00
0 13
. Com
pany
’s G
arde
n R
500
000
14. H
out B
ay c
omm
on u
pgra
de R
1,24
m
15. D
epot
upg
rade
s R83
1 44
7 16
. Par
k up
grad
es -
Man
enbe
rg R
1m
17. W
elm
oed
Cem
eter
y de
v R1
,4m
18
. Mod
derd
am C
emet
ery
R500
000
19
. Vaa
lfont
ein
Cem
eter
y R6
m20
. Del
ft Ce
met
ery
R1,5
m 2
1. C
emet
ery
Upgr
ades
(Bul
k) R
4,65
m 2
2. P
ark
Upgr
ades
(B
ulk)
R13
,742
m 2
3. P
lay
equi
pmen
t in
stal
latio
ns R
1.5m
SR
&A
= 7
4
Syn
thet
ic pi
tche
s 1.
Ste
enbe
rg: R
5000
000
2.
Hei
deve
ld; R
5000
000
3.
Cro
ss R
oads
: R50
00 0
00
4. K
ewto
wn:
R50
00 0
00
5. R
esor
t: Bl
ue W
ater
s: R2
000
000
6.
Coa
stal
nod
e: M
onw
abisi
: R7
500
000
7. S
pect
ator
stan
d: L
wan
dle;
R1
000
0001
.
LIS
= 1
Cros
sroa
ds L
ibra
ry: A
mul
tiple
yea
r pro
ject
co
mm
encin
g in
201
3/20
14
-
14 15
COM
MU
NIT
Y SE
RVIC
ES 2
013/
2014
SD
BIP
Alig
nmen
t to
ID
P
Pilla
r,
Corp
. O
bj. &
Pr
ogr.
CSC
In
d
no.
Lead
Dir
/ D
ept.
Corp
orat
e O
bjec
tive
Indi
cato
r
Base
line
June
20
12
targ
et
Ann
ual
Targ
et
June
201
3
1st
Qua
rter
Ta
rget
2nd
Qua
rter
Ta
rget
3rd
Qua
rter
Ta
rget
4th
Qua
rter
Ta
rget
Resp
onsi
ble
Pers
onSu
ppor
ting
Det
ail
1.2
(b)
1.B
Fina
nce
Pro
vide
and
m
aint
ain
econ
omic
and
socia
l in
frast
ruct
ure
to e
nsur
e in
frast
ruct
ure-
led
grow
th a
nd
deve
lopm
ent
% s
pend
of C
apit
al
Budg
et90
%91
%10
%35
%60
%91
%
ED: L
okiw
e M
twaz
i Dirs
.SR&
A:
Ger
t Bam
; Pa
rks:
Chan
tal
Hans
lo
LIS:
N
inni
e St
eyn
Perc
enta
ge re
flect
ing
year
to d
ate
spen
d /
Tota
l bud
get l
ess
any
cont
inge
nt li
abili
ties
rela
ting
to th
e ca
pita
l bud
get.
The
tota
l bu
dget
is th
e co
uncil
apr
rove
d ad
just
ed
budg
et a
t the
tim
e of
the
mea
sure
men
t. Co
ntin
gent
liab
ilitie
s ar
e on
ly id
entifi
ed a
t th
e ye
ar e
nd.
1.2
n/a
Fina
nce
Pro
vide
and
m
aint
ain
econ
omic
and
socia
l in
frast
ruct
ure
to e
nsur
e in
frast
ruct
ure-
led
grow
th a
nd
deve
lopm
ent
% E
xpen
ditu
re o
n w
ard
allo
cati
on
proj
ects
95
%95
%10
%35
%65
%95
%
ED: L
okiw
e M
twaz
i Dirs
.SR&
A:
Ger
t Bam
; Pa
rks:
Chan
tal
Hans
lo
LIS:
N
inni
e St
eyn
5.3
n/a
Fina
nce
Ensu
re fi
nanc
ial
prud
ence
with
cle
an
audi
t by
the
Audi
tor G
ener
al
% o
f Ope
rati
ng
Budg
et s
pent
95
%95
%20
%43
%70
%95
%
ED: L
okiw
e M
twaz
i Dirs
.SR&
A:
Ger
t Bam
; Pa
rks:
Chan
tal
Hans
lo
LIS:
N
inni
e St
eyn
Form
ula:
Tota
l act
ual t
o da
te a
s a
perc
enta
ge o
f the
tota
l bud
get i
nclu
ding
se
cond
ary
expe
nditu
re.
-
16 17
COM
MU
NIT
Y SE
RVIC
ES 2
013/
2014
SD
BIP
Alig
nmen
t to
ID
P
Pilla
r,
Corp
. O
bj. &
Pr
ogr.
CSC
In
d
no.
Lead
Dir
/ D
ept.
Corp
orat
e O
bjec
tive
Indi
cato
r
Base
line
June
20
12
targ
et
Ann
ual
Targ
et
June
201
3
1st
Qua
rter
Ta
rget
2nd
Qua
rter
Ta
rget
3rd
Qua
rter
Ta
rget
4th
Qua
rter
Ta
rget
Resp
onsi
ble
Pers
onSu
ppor
ting
Det
ail
1.2
(b)
1.E
Fina
nce
Prov
ide
and
mai
ntai
n ec
onom
ic an
d so
cial
infra
stru
ctur
e to
ens
ure
infra
stru
ctur
e-le
d gr
owth
and
de
velo
pmen
t
% s
pend
on
repa
irs
and
mai
nten
ance
100%
100%
21.5
%45
.5%
70.2
%10
0%
ED: L
okiw
e M
twaz
i Dirs
.SR&
A:
Ger
t Bam
; Pa
rks:
Chan
tal
Hans
lo
LIS:
N
inni
e St
eyn
Form
ula:
Per
cent
age
refle
ctin
g Ac
tual
sp
end
/ Pla
nned
Spe
nd.
5.3
n/a
Fina
nce
Ensu
re fi
nanc
ial
prud
ence
with
cle
an
audi
t by
the
Audi
tor G
ener
al
% o
f ass
ets
veri
fied
100%
100%
ass
et
regi
ster
ve
rifie
d
Revi
ew
of A
sset
Po
licy
by
Corp
orat
e Fi
nanc
e
Fina
lisat
ion
of a
sset
ve
rifica
tion
timet
able
by
Corp
orat
e Fi
nanc
e
60%
ass
et
regi
ster
ve
rified
by
dire
ctor
ate
100%
ass
et
regi
ster
ve
rified
by
dire
ctor
ate
ED: L
okiw
e M
twaz
i Dirs
.SR&
A:
Ger
t Bam
; Pa
rks:
Chan
tal
Hans
lo
LIS:
N
inni
e St
eyn
The
indi
cato
r refl
ects
the
perc
enta
ge o
f as
sets
ver
ified
ann
ually
for a
udit
assu
ranc
e.
5.3
n/a
Inte
rnal
Au
dit
Ensu
re fi
nanc
ial
prud
ence
with
cle
an
audi
t by
the
Audi
tor G
ener
al
% In
tern
al A
udit
fin
ding
s re
solv
ed
67%
70%
70%
70%
70%
70%
ED: L
okiw
e M
twaz
i Dirs
.SR&
A:
Ger
t Bam
; Pa
rks:
Chan
tal
Hans
lo
LIS:
N
inni
e St
eyn
It is
the
repo
rting
and
mon
itorin
g of
the
redu
ctio
n (in
per
cent
age)
of t
he fi
ndin
gs o
f au
dit f
ollo
w-u
ps p
erfo
rmed
in th
e qu
arte
r.
The
timin
g fo
r cor
rect
ive
actio
n im
plem
enta
tion
is no
rmal
ly pr
ovid
ed b
y lin
e.
Audi
ts /
follo
w-u
ps w
ill a
lway
s on
ly ta
ke
plac
e af
ter a
gree
d im
plem
enta
tion
date
s of
cor
rect
ive
actio
n. It
will
eith
er b
e ‘N
ot
Appl
icabl
e’ to
Man
agem
ent i
f an
audi
t or
follo
w-u
p ha
sn’t
take
n pl
ace
at th
e tim
e of
repo
rting
or t
here
will
be
a pe
rcen
tage
ch
ange
/ st
atus
quo
if a
n au
dit h
as ta
ken
plac
e an
d th
ere
has
been
impr
ovem
ent /
no
chan
ge re
spec
tivel
y in
the
situa
tion
since
th
e la
st a
udit.
-
16 17
COM
MU
NIT
Y SE
RVIC
ES 2
013/
2014
SD
BIP
Alig
nmen
t to
ID
P
Pilla
r,
Corp
. O
bj. &
Pr
ogr.
CSC
In
d
no.
Lead
Dir
/ D
ept.
Corp
orat
e O
bjec
tive
Indi
cato
r
Base
line
June
20
12
targ
et
Ann
ual
Targ
et
June
201
3
1st
Qua
rter
Ta
rget
2nd
Qua
rter
Ta
rget
3rd
Qua
rter
Ta
rget
4th
Qua
rter
Ta
rget
Resp
onsi
ble
Pers
onSu
ppor
ting
Det
ail
.4.1
(a)
4.A
Corp
orat
e Se
rvice
s
Ensu
re
resp
onsiv
enes
s by
cre
atin
g an
en
viron
men
t whe
re
citize
ns c
an b
e co
mm
unica
ted
with
and
be
resp
onde
d to
% a
dher
ence
to
City
wid
e se
rvic
e st
anda
rd b
ased
on
all
exte
rnal
no
tific
atio
ns
100%
100%
100%
100%
100%
100%
ED: L
okiw
e M
twaz
i Dirs
.SR&
A:
Ger
t Bam
; Pa
rks:
Chan
tal
Hans
lo
LIS:
N
inni
e St
eyn
The
serv
ice s
tand
ard
will
be
base
d on
X%
no
tifica
tions
clo
sed
with
in Y
num
ber o
f da
ys.
1.2
(d)
1.F
Offi
ce o
f th
e De
puty
Ci
ty
Man
ager
: EP
WP
Pro
vide
and
m
aint
ain
econ
omic
and
socia
l in
frast
ruct
ure
to e
nsur
e in
frast
ruct
ure-
led
grow
th a
nd
deve
lopm
ent
# of
EPW
P op
port
unit
ies
crea
ted
2343
3529
SR&A
: 200
Pa
rks:
25
LIS:
18
Tota
l=24
3
SR&A
: 580
Pa
rks:
575
LIS:
34
Tota
l=11
89
SR&A
: 128
0 Pa
rks:
1300
LI
S: 5
1 To
tal=
2631
SR&A
: 171
4 Pa
rks:
1750
LI
S: 6
5 To
tal=
352
9
ED: L
okiw
e M
twaz
i Dirs
.SR&
A:
Ger
t Bam
; Pa
rks:
Chan
tal
Hans
lo
LIS:
N
inni
e St
eyn
This
indi
cato
r mea
sure
s th
e nu
mbe
r of
wor
k op
portu
nitie
s cr
eate
d th
roug
h th
e ex
pand
ed P
ublic
Wor
ks P
rogr
amm
e (E
PWP)
1.6
(a)
1.H
(a)
Corp
orat
e Se
rvice
s
Max
imise
the
use
of a
vaila
ble
fund
ing
and
prog
ram
mes
fo
r tra
inin
g an
d sk
ills
deve
lopm
ent
# of
ext
erna
l tr
aine
e an
d bu
rsar
y op
port
unit
ies
(exc
ludi
ng a
ppre
ntice
s)
New
124
LIS
=0
SR&A
=88
Pa
rks=
3 To
tal =
91
LIS
=4
SR&A
=89
Pa
rks=
10
Tota
l =10
3
LIS
=8
SR&A
=89
Pa
rks=
15
Tota
l =11
2
LIS
=12
SR
&A=
89
Park
s =
23
Tota
l =12
4
ED: L
okiw
e M
twaz
i Dirs
.SR&
A:
Ger
t Bam
; Pa
rks:
Chan
tal
Hans
lo
LIS:
Nin
nie
Stey
n
This
mea
sure
inclu
des
exte
rnal
bur
sars
, in
-ser
vice
stu
dent
trai
nees
, gra
duat
e in
tern
s an
d le
arne
r (Le
arne
rshi
p be
nefic
iary
).
-
18 19
COM
MU
NIT
Y SE
RVIC
ES 2
013/
2014
SD
BIP
Alig
nmen
t to
ID
P
Pilla
r,
Corp
. O
bj. &
Pr
ogr.
CSC
In
d
no.
Lead
Dir
/ D
ept.
Corp
orat
e O
bjec
tive
Indi
cato
r
Base
line
June
20
12
targ
et
Ann
ual
Targ
et
June
201
3
1st
Qua
rter
Ta
rget
2nd
Qua
rter
Ta
rget
3rd
Qua
rter
Ta
rget
4th
Qua
rter
Ta
rget
Resp
onsi
ble
Pers
onSu
ppor
ting
Det
ail
1.6
(a)
1.H
(b)
Corp
orat
e Se
rvice
s
Max
imise
the
use
of a
vaila
ble
fund
ing
and
prog
ram
mes
fo
r tra
inin
g an
d sk
ills
deve
lopm
ent
# of
app
rent
ices
New
N\A
N/A
N/A
N/A
N/A
ED: L
okiw
e M
twaz
i Dirs
.SR&
A:
Ger
t Bam
; Pa
rks:
Chan
tal
Hans
lo
LIS:
N
inni
e St
eyn
. Mea
sure
s ap
pren
tices
onl
y
5.2
(b)
n/a
Corp
orat
e Se
rvice
s
Esta
blish
an
effic
ient
and
pr
oduc
tive
adm
inist
ratio
n th
at p
riorit
izess
de
liver
y
% a
dher
ence
to
Em
ploy
ee
Uti
lisat
ion
targ
et
(com
posit
e In
dica
tor)
New
100%
100%
100%
100%
100%
ED: L
okiw
e M
twaz
i Dirs
.SR&
A:
Ger
t Bam
; Pa
rks:
Chan
tal
Hans
lo
LIS:
Nin
nie
Stey
n
Com
posit
e La
bour
Util
isatio
n In
dica
tor
mad
e up
of t
hree
wei
ghte
d co
mpo
nent
s: 1.
sta
ff av
aila
bilit
y: Th
e be
nchm
ark
is 95
%
2. v
acan
cy ra
te: T
he ta
rget
is 7
%
3. O
H&S
incid
ent r
ate.
The
targ
et is
5
incid
ents
per
100
FTE
.
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; Pa
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tal
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nie
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“Com
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cato
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of
four
-
18 19
COM
MU
NIT
Y SE
RVIC
ES 1
3/14
FIN
AL
SDBI
P A
PPEN
DIX
1
Alig
nmen
t to
ID
P
Pilla
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Corp
. O
bj. &
Pr
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CSC
In
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no.
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Dir
/ D
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Corp
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Indi
cato
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Base
line
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20
12
targ
et
Ann
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June
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3
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Qua
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2nd
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com
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an ta
rget
: 3.
num
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f int
erna
l app
oint
men
ts,
prom
otio
ns a
nd a
dvan
cem
ents
per
EE
“
Exec
utiv
e Di
rect
or: C
omm
unity
Ser
vice
sLo
kiw
e M
twaz
i
May
co M
embe
r:
Com
mun
ity S
ervi
ces
Belin
da W
alke
r
-
20 21
DEPARTMENT: CITY PARKS
DEPARTMENTAL BUSINESS PLAN 2013/2014
DIRECTOR: CHANTAL HANSLO
-
20 21
1. INTRODUCTION
City Parks develops and manages most of Cape Town’s public open
spaces, including its parks, cemeteries, natural areas, recreation
areas on water bodies, informal sports fields and landscaped road
reserves. It aims to protect the City’s wealth of biodiversity and
further ‘green’ it via various tree planting initiatives. The
Department plays an important role in job creation by initiating
community partnerships and in raising public environmental
awareness to ensure the continued protection of our natural
surroundings.
This document is intended to set out the Departmental Business
Plan for City Parks. An overview of the Department is given below
as well as an explanation of the IDP Objectives and what Strategic
deliverables this department will implement during the coming
year.
2. PURPOSE AND SERVICE MANDATE OF DEPARTMENT
PurposeVision
To be recognised as a leading provider of quality parks and
dignified cemeteries thereby contributing towards a better life for
all.
Aims/Objectives
• To provide quality and accessible zoned public open spaces and
thereby contributing to the development of more great people places
for the City of Cape Town.
• To create and manage biodiversity and greening projects in a
sustainable manner thereby ensuring that value is added to the
natural and rural environment for the people of Cape Town.
• To provide a dignified and efficient burial service.• To
foster effective community consultation and engagement.
Customers
• Communities
Customer Demands/Expectations
• Efficient and effective service delivery
Aim of the Department
• To contribute to the social development and quality of life of
communities by providing quality zoned public open spaces and
dignified cemeteries
3. LEGISLATIVE IMPERATIVES
Legal Requirements/Regulatory Environment impacting on the
Department include:
• The National Environmental Management Biodiversity Act (NEMBA)
Act 10 of 2004• The Constitution of SA (Act 108 of 1996) • Section
24 of the Bill of Rights and Schedule 4 and 5 which indicate that
everyone has the right to an
environment that is not harmful to their health and wellbeing
and their right to have the environment protected through
reasonable legislative and other measures.
-
22 23
• National Water Act of 1998.• White Paper on Batho Pele• City
of Cape Town Parks By-Law• City of Cape Town Cemetery By-Law
4. PARTNERS AND STAKEHOLDERS IN THE STRATEGY PLAN
Partners/ Stakeholders Roles and Responsibilities
Partners:Individual community membersFriends Groups
&VolunteersNon- Governmental OrganisationsPrivate Sector
Community Buy-in, partnerships, oversight role
Volunteers, mobilise communities, marketing, etcPartnerships,
financial support, oversight role. Involvement, support,
inputsSponsorships, financial support
Internal stakeholders:Facility staffWard ForumsSub-councilsOther
Departments internal to the City
Implementation, maintenance and supportIntegrated projects,
consultation and collaborationLogistical support, collaboration
External stakeholders:
Provincial GovernmentGeneral Public
Partnerships and involvementUsage of POS and parks
5. RESOURCES
• EFF Capital Budget: R6,601,447 • USDG Funding: R54 800 000
million• Operating Budget: R696 881 819 million• Staff Compliment:
1328
6. BACKLOGS AND RESOURCE CONSTRAINTS
Constraints:
A lack of human and capital resources inhibits the
implementation of the prescribed minimum maintenance standard as
determined by the Department. City Parks also have a serious
problem with the maintenance and replacement of its current fleet.
This hampers service delivery due to long delays with repairs to
aged vehicles. Vacancy cuts of 108 facilities amounting to more
than R12.54m also makes it more difficult to deliver on our core
mandate. City Parks R6,6m Capital EFF based also limits development
of new facilities.
The communities in Cape Town are further faced with
socio-economic challanges such as:
• Unemployment and poverty• Substance abuse• Gangsterism and
crime• Teenage pregnancy
Strategy to address Constraints:
• Introduce Business Improvement measures to implement current
work load more effectively.• Training and development of staff to
ensure maximum productivity• Utilise Expanded Public Works
Programme (EPWP) to harness additional resources• Appointment of
Community Parks Maintenance (CPM) workers in our local parks
-
22 23
• Do our annual review of Budget for areas on a zero based
approach and align budgets accordingly.• Apply for USDG funding to
supplement current capital funding
7. ASSUMPTIONS AND RISKS
7.1 Assumptions
That City Parks will continue to be resourced at adequate levels
to meet service delivery standards Risk Assessment.
7.2 Risk Assessment
Management, with the assistance of the Integrated Risk
Management (IRM) Department, has applied their minds and due care
taken to ensure that risks which could impact on them not achieving
the Departments objectives are identified, addressed and managed on
a day to day basis in accordance with the City’s approved IRM
Policy and IRM Framework. The Department has a comprehensive Risk
Register in place. Of most concern are the risks mentioned
beneath:
No Risks Action ResponsibilityStrategic focus area alignment
1
Escalation of the maintenance of 2010, BRT and IRT landscaping
infrastructure throughout the City to the responsibility of City
Parks.
To motivate for additional R&M funding to sustain these
areas as it is not accommodated in our budget currently
Director / ED / Mayco Member. Portfolio Committee
Inclusive city
2Greater emphasis on densification as a strategic focus area
will require upgrade of POS in targeted areas.
Prioritisation of funds towards targeted areas.
Director and Management Team Inclusive city
3Competition for scarce Metropolitan land for cemetery
development
To identify suitable land for burial sites to cater for future
urban development.
Planning Section in City Parks A caring city
4
Impact of climate change on the environment. The City’s current
water use is almost 27 % below constrained demand.
Manage changes in weather patterns affecting maintenance cycles.
Do water-wise landscaping
All District Managers A well run city
5Capacity to manage increasing decentralisation of Corporate HR
functions.
Escalate the impact of this to ED level.
Director with Management Team A caring city
6 Loss of institutional memoryImplement a mentorship program by
identifying mentors and coaches in the Department
All, with Support Manager to manage
An opportunity city
7Lack of critical skills to perform specialised areas e.g. tree
climbing, horticulturists, landscaping
Recruit and select suitably skilled personnel.
Support Manager and Recruitment & Selection
An opportunity city
8 Talent management On-going Supervisory training Support
Manager An opportunity city
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24 25
8. STRATEGIC ALIGNMENT TO THE IDP
8.1
Strategic Focus Area Objectives in the IDPProgrammes linked to
Directorate Objective
1. Opportunity City1.1 Create an enabling environment to attract
investment to generate economic growth and job creation
Number of Expanded Public Works Programme (EPWP) opportunities
created
3. A caring City3.1 Providing access to social services to
those
