Transcript Slide 1

SDBIP
Tool for assessment of Service
Delivery, IDP and Budget
Implementation
Presentation to Learning Network
– National Treasury 14 May 2007
Making the SDBIP work
• An interdepartmental forum set up
– Meets once a month – all departmental coordinators invited
– Once a Quarter – assessment by City manager’s office on
delivery
• Purpose metro wide approach
– Consistency
– Staff to have a better understanding of the tool and its uses
– Assessment of organisational capability on planning and delivery
• Improvements to the SDBIP in process
– Engagement with departments to provide support by Budget
office and Ext Advisor
• Core functions working together
– One team, one voice, one approach - integration
– Finance, IDP, Research, Marketing & Communications and
internal audit
Making the SDBIP work
• Key issues from the engagement thus far
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Objectives and measures not understood
Political mandates not filtering down to other levels
There is resistance to change, which is normal
Departmental Heads not fully involved
Measures chosen are easy ones , the long range view is
being suggested
• Data verification needs to be done at departmental level
(better hold on backlogs, no of connections, billing data etc)
• Central repository of all the information
– Process in place to be achieved by June 2007
• Key deliverable will be one set of data on delivery
– Link between five plan (political mandate, LG Strategic Agenda
and SDBIP reports)
– Link between GDS 2025 and IDP to be achieved by June 2007
– Alignment of reporting on delivery to Strategic Priorities (IDP)
Improvements to SDBIP 06-07
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06-07 3rd quarter report was collated as
one std composite item
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Links to strategic priorities of the metro in narrative
Spreadsheet schedules were clustered (institutional,
infrastructure, social & economic)
Delivery coverage for Jan to Mar reported on
Was not possible to change the plan adopted
Heads of Departments were asked to take
responsibility for quality of data being provided
SDBIP – BASIS FOR 2007-08
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Mayor’s priorities (Five Year)
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National KPA’s
These are already in the Performance Contracts
Cascaded from the City Manager’s Contract
Measures
• Measures are about:
– People
• productivity
• the return on the investment made in salaries linked to
responsiveness and service delivery – this is the salary
budget allocated to each department.
– Work
• water, electricity, refuse removal, building of houses, roads,
provision of land use controls, land use planning, economic
advises etc,
• what effect it has on people’s lives, on the quality of life, on
the area – the place, on the economy etc.
– Services
• The method and approach used – strategic support to
departments on ICT, HR, Finance and CL for functional
departments to carry out the core business.
• Services measures are also about the satisfaction that
communities experience with respect to delivery and the
perceptions.
Indicators and Outcomes
• Inputs
– what we do, what we put in
• Output
– the event, the tangible deliverable
• Impact indicators look at a process and path to an
outcome.
• Outcomes are contained in the 5 Year plan – address by
the Executive Mayor to council on 29 June 2007, the
State of the National Address by the president and the
Premier’s address to the province as well as the Growth
and Development Strategy 2025.
– These ideally should find themselves in the IDP, with a clear
breakdown of the Inputs, Outputs and Impacts that will be
delivered.
OBJECTIVES - RELEVANCE
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Sense of direction
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Sense of priority
OBJECTIVES - ORIGIN
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Local Political Vision
Local Stakeholders
National Government
Provincial Government
OBJECTIVES – CONSTRUCTION
How to set Objectives
 We are seeking to benefit “A”
 By taking action “B”
15 YEARS
3 – 5 YEARS
1 year
LT
MT
ST
Growth and Development Strategy
IDP and Budget, Local Govt Strategic Agenda
SDBIP
OBJECTIVES - EXECUTION
Objectives happen through Performance
Measures
What are we trying to achieve?
By what means?
PERFORMANCE TARGETS –
CLARIFYING EFFECT
Why are performance targets relevant to
achieving objectives?
Targets embody quantified direction
Targets clarify priorities
PERFORMANCE MEASURES (1)
 Objective To enrich lives of citizens through
participation in performing arts.
 Performance Measure
- Staging of event.
 Performance Unit
- Number of events.
 Performance Target
- Stage five events.
PERFORMANCE MEASURES (2)
Objective – To enrich lives of citizens through
participation in performing arts.
Performance Measure – Citizen Involvement
Performance Unit (a)
– No. of amateurs
Performance Unit (b)
– Audience No’s.
Performance Target (a) – 200 citizens
Performance Target (b) – 2000 citizens
PERFORMANCE
MEASURES/TARGETS - CONTROL
Strong Control
 No. press statements issued
 No. training events organised
(Weak measure – says nothing of its effect)
 Weak Control
 No. people who participate.
 No. businesses who decide
to relocate.
(Rich measure – shows impact)
PERFORMANCE TARGETS QUANTITY
Must be compatible
Preferably hard numbers (participants)
Sometimes soft numbers (satisfaction)
Sometimes hard linkages
(No play, no audience)
Sometimes soft linkage
(Uncertainty about cause and effect)
PERFORMANCE TARGETS –
BASELINE EFFECT
Drives allocations of resources.
Determines capacity requirements:
 Skills
 Number of staff
 Availability of materials
 Institutional capacity
Tells us when we get things wrong.
THIRD QUARTER PERFORMANCE
2006/07 highlights of Data
1. Strategic Priority: Urban Renewal (Infrastructure &
Service Delivery)
Electricity:
Electricity losses contained within 6.93% limit.
BUT New connections are behind with 1,243 connections
to-date against an annual target of 3,790
connections.
Connections to new stands are behind with 344
connections to-date against an annual target of
2,080 connections.
Water:
Unaccounted water losses of 20% contained within
1% limit of 3rd qtr target.
BUT New and upgraded water mains are behind with
1,590 mains dealt with to-date against an annual
target of 15,000.
New and upgraded outfall sewers are behind with
10,560 dealt with to-date against an annual target
of 34,000.
Roads and Transport:
Integrated Transport Plan in public participation phase
Annual work on gravel roads in place
BUT reduction of average travel times not achieved;
11 buses were acquired out of 15 projected;
1 public transport facility completed out of 2;
115 km gravel roads tarred from target of 180;
1 out 2 reductions of flood prone areas achieved.
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Housing:
On course to achieve an annual target of 5,000 houses
and 5,700 serviced stands.
No 3rd qtr data yet for capital spend BUT second quarter
was behind target.
Stadia:
Upgrading of existing facilities on target.
BUT Upgrading of recreational facilities 80% achieved
and implementation maintenance norms and
standards 50% achieved.
Libraries and Conservation of Heritage Sites:
Targets have been achieved for seven cultural enrichment
programmes and arts & crafts educational programmes.
O R Tambo Memorial completed.
The Arts & Crafts Development programme is in progress
although the new Arts Centres will not be completed in
2006/07.
BUT Tembisa library upgrading and twenty Township
Projects are not on target because finance allocation
was received late and tenders were not compliant.
Parks:
Parks horticultural maintenance, security, information
systems, disabled facilities and promotional programmes
are on target.
BUT
The upgrading of Brakpan and Benoni Cemetries
is awaiting civil engineering works and tenders are
awaited for the gardens at Brakpan Civic Centre.
Solid Waste:
In informal areas only 5,000 collection points have had
refuse removed against a target of 30,000 points being
serviced and only 5,000 additional points have been
established against a target of 35,000 additional points.
This is due to inaccessibility.
No bulk containers established at service points against
a target of 40 containers.
Illegal dumping backlog reduced by 20% - half the target
level (partly because of the need to relocate families
from the Tembisa site.
Environmental Development:
Educational and Awareness programmes on target.
BUT The establishment of a Resource Centre and the
establishment of Regional Ridges conservation area
and education centres have not been implemented
for lack of funds.
City Development
Processed and approved planning applications are now
20% of those 4773 received to-date, the unapproved total
rose slightly over 2nd qtr to 2002 major and 1743 minor
applications
Libraries and Information Services
Media collections in all libraries have been improved,
including collections of the Top 20 townships. BUT so far
78% of skill development programmes and 55% of citizen
access Govt info has been achieved against current targets
2. Strategic Priority: Safety and Security (Social
Transformation – building social cohesion)
Community Safety:
8,590
12,839
5,118
320,607
1,779
1,503
254,512
Fire attendances
Ambulance attendances
Police attendances
Police fines issued (R23,760,000)
Arrests and stolen goods recovered
By-law enforcement and actions taken
Calls received at Licensing Centre
Environmental Health:
Targets achieved for compliance inspections relating to
tobacco, food safety, funeral undertakers and pre-school
venues. Targets for air, noise and water pollution, rodent
control also achieved.
Family Health:
Targets achieved for improving TB cure rate, reducing TB
interruption rate, increasing TB drug supply and effecting
communicable disease control measures.
Care for People with Disabilities:
Target achieved for most projects
BUT
Targets were not achieved for wheelchairs,
netball, computer skills training and learnership
training.
Sports Development:
Local Sports Forums being established, 5 or 6 Flagship
programmes in progress and Sinaba Stadium being
upgraded for 2010.
3.
Strategic Priority: HIV&AIDS (Social
Transformation)
All disease control targets were achieved.
The Reproductive Health programme was a great
success as a result of the school debates held at
Customer Care Centres.
4.
Strategic Priority: Local Development and Job
Creation (Economic Transformation)
Annual targets of 3 Street Hives and 2 Street Trading
facilities, BUT only one building for Hives to-date – the
result of delays in EPWP process.
Annual target of 200 Traders’ shelters BUT 48
completed to-date and no traders yet installed.
5. Strategic Priority: Poverty Alleviation (Economic
Transformation)
House Building and Serviced Stand Programme on target.
Indigent debts cancelled. Training courses, funds for
companies, and establishment of co-operatives on target.
BUT 48 out of an annual target of 100 food gardens
created due to low demand.
Indigent exit programme is 20% behind – awaiting
consolidation of Skills Audit.
6 & 7 Strategic Priorities: Good Governance and
Community Participation (Institutional
Transformation)
Good governance and Community Participation Objectives need to be tightened
Corporate and Legal:
All meetings serviced and new councillors registered.
BUT 10% of legal advice requested not responded to due
to lack of capacity.
Department for Asset Registers behind due to staff
shortfall and property register behind.
Human Resources:
Progress includes the completion of the Psychological
Internship programme; HIV/AID Support Group functioning;
and R5m received for Works Skill Plan. Reports on Equity
are in progress or being considered. Twenty managers are
included in CCMA training.
60% of job descriptions have been evaluated.
Shop stewards training postponed pending a report to the
Local Labour Forum.
Marketing:
Produce weekly and monthly external and internal
newsletters and electronic bulletins.
Assist in various events, including “Women in Agriculture
and Rural Development Workshop’’; School debates on
HIV & AIDS, Tembisa Clean-up campaign and
Entrepreneurship Development Workshop.
ICT:
Upgrading of servers, storage capacity and fibre optic
network on track BUT slippage on kiosks due to delays in
departments specifying requirements and slippage too on
creating EMM Call Centre.
Finance:
Budget preparation, policy reviews, finance statements,
reconciliations and debt monitoring all on target.
BUT Central pay office delayed (pending office
accommodation, TU discussions & org structure)