DEPARMTENT OF CORPORATE SERVICES TABLE OF CONTENTS

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1 DEPARMTENT OF CORPORATE SERVICES TABLE OF CONTENTS Section 1. Introduction... 2 Section 2. Annual Departmental Scorecard... 5 Section 3. Risk Assessment... 9 Section 4 Programmes Section 5. Programme Planning

2 Section 1. Introduction The current annual plan outlines in a more detailed and considered manner what the Department will be focusing on for the coming year and how it plans to deliver on the targets that have been set. The Annual Plan also serves as the implementation plan for the 3- year business plan and any other priorities that have been identified and will therefore need to be monitored and evaluated to assess progress against both the 3-year business plan targets and the annual targets. (Where a business plan exists) The Core Business The formation of the new city of Johannesburg has ushered in a new era in terms of administration and support services. The staff employed by the former municipal councils has been migrated to positions within the new Unicity administration. The city of Johannesburg comprises the core departments, the 11 administrative regions and the UACs (Utilities, Agencies and Corporatised Entities). The ability to establish institutional systems that effectively support the way the city of Johannesburg delivers its business is critical to the overall effectiveness of the city. The focus is primarily on developmental local government and a more customer focused approach. However a critical element of this new drive is the creation of an organisation that is performance driven. It is made up of nine sub-departments, viz., administration, corporate GIS, facilities and maintenance, human resources, legal services, occupational health and safety, valuation services, fleet and finance support. An Executive Director leads the Department with each sub-department led by a Directorate. Each of these sub-departments has specific functions/responsibilities that are associated with their particular area of management. The department manages the human resources function of the city to ensure that the transformation vision of the city around skills development, employment equity and performance management is realised. It also manages an administration that is modern, effective and visibly aids enhanced decision-making and service delivery throughout the political and administrative structures. In the implementation of the City Development Plan, the department will ensure that the legal, valuation and GIS systems for the city contribute effectively. 2

3 Legislative Compliance There are a number of legislations and policies that govern the functions of the housing department. Some of the key pieces of legislation and policies the department has to comply with are briefly outlined below: Municipal Systems Act, 2000 Act No.32 of 2000 Skills development Act 1998 Labour Relations Act Occupational Health and Safety Act Employment Equity Act of 1998 Disaster Management Act Local Government Rating Ordinance, 11 of 1977 Kwa Maritane Priorities Johannesburg has a vision of becoming a World Class African city. This goal will be obtained by increasing prosperity and service delivery through the provision of an effective and efficient support function to the core functions of the city. Agenda setting is the manner in which politicians interpret the mayoral priorities and translate these into more specific areas of focus and priorities. Kwa Maritane was the first process of agenda setting. The Kwa Maritane workshop produced a range of focus areas in relation to each mayoral priority. Following the Kwa Maritane workshop, each of the core departments started their business planning process for the next financial year (/). The priorities that emerged from Kwa Maritane were built into the planning process from two perspectives: Firstly, in terms of checking whether existing programmes and initiatives were addressing the priorities and making them explicit; Secondly, in terms of generating new programmes and initiatives in relation to the Kwa Maritane Priorities. Thirdly incorporating key performance indicators or key performance areas that will be utilised in giving effect to those particular priorities The Department of Corporate Services will play an integral role in realising these priorities and strategic outcomes. The Department aims to act as the necessary backbone for both political and administrative structures. The table below outlines briefly the key issues that directly affected the Corporate Services Department and how these will be covered in the departmental scorecard: 3

4 Priority Batho Pele: Eradication of corruption Batho Pele: Customer service monitoring Batho Pele: Staff training, development & re-orientation (focus on customer service) Batho Pele: Focus on customer service By law enforcement HIV/AIDS Key Activities/ Initiatives This is a citywide focus and would definitely apply to the Corporate Services. This focus area is linked to the training focus area. The department has identified a number of client satisfaction surveys that will assist in monitoring the level of service provided by the department. These will serve as monitoring and evaluation tools that will assist the department in improving the quality of service provided by the department The city is on a drive to improve customer service. In so doing the city will have to embark on training, with a specific focus on customer service. The corporate services department is going to embark on a training programme that has customer service training as one of its objectives for all frontline staff and also staff at the senior managerial level. The department has undertaken initiatives to enhance their systems and processes. These initiatives are geared towards addressing the need for greater service delivery excellence. Corporate services provide a support service across the city; this creates a high dependency by all the organs of the City. This necessitates a service delivery excellence approach for the department with a focus on continuous improvement, monitoring and evaluation of the quality of service it provides to the city. By-Law enforcement is one of the key priorities with regard to the creation and maintenance of a safe and secure city. The department plays a key role in providing support services to the implementing/enforcement agencies within the city. It has been tasked in the promulgation of bylaws, the establishment of municipal courts and adequately communicating promulgated by-laws through training and publications for the specific implementing agents and the broader public. HIV/AIDS is one of the world's most serious health challenges, affecting millions of women, men and children. The City of Johannesburg has identified HIV/AIDS as one of their key priorities and in meeting this challenge the city has tasked the corporate services department with the development and the successful implementation of an HIV/AIDS workplace programme. This will involve the support, monitoring, education, training, and in some instances the treatment of staff members that have been exposed to infections in the workplace. Corporate services will embark on the implementation of an HIV/AIDS workplace programme based on a policy adopted by council. 4

5 Section 2. Annual Departmental Scorecard The table below lists the departmental scorecard. It incorporates the Key Performance areas for the department. These are drawn from the departmental business plan (still to be done) and are aligned to the city scorecard, the Kwa Maritane priorities, the core business of the department and the legislative/policy obligations of the department. The KPAs are linked to indicators and targets that outline the framework against which the departments will be performance will be measured. Indicators and targets also represent a key point of departure in terms of reporting and accountability. The Scorecard also represents the framework against which detailed plans are presented. This plan reflects an undated departmental score card which includes the risks identified. Key Performance Area Key Performance Indicator Target To maximise client and stakeholder % Improvement in customer satisfaction rating 5% satisfaction To develop and facilitate the customer % Of managers trained across all managerial levels 50% service capability of the city through training. % Of customer frontline staff trained by area: 50% To ensure that client satisfaction levels are met as per Service Level Agreements (SLAs) for the City s specific GIS decision-making tool % Client satisfaction level based on SLAs 80% client satisfaction level % Completion of public conveniences maintenance plan 100% 5

6 Key Performance Area Key Performance Indicator Target To support the enforcement of by-laws % Of approved by-laws promulgated 100% by August % Of information guides on all newly promulgated bylaws 50% published To enhance the city s compliance with disaster management legislation % Of corporate building inspections to measure compliance with the city s safety standards % Compliance of COJ Corporate buildings to OHASA 100% 90% in respect of serviced fire equipment, electrical compliance and obvious hazards to persons To introduce a change management strategy. Completion of change management strategy June To enhance and populate data within the new electronic valuation system To ensure full compliance to legislation applicable to valuations To promote effective human resource management and sound employee relations % Of properties transferred from the manual system 75% onto the new electronic system (baseline: ) % Compliance to legislation applicable to valuations 100% (Local Government Rating Ordinance, Proposed Property Rates Bill and Town Planning Ordinance) % Compliance with skills development targets 100% % Compliance with Employment Equity targets as per the approved EE plan for the three highest levels of management: 73% African 6.5% Coloured 3.7% Indian 5% White Achievement of skills development targets as per plan % Completion of performance reviews and submission of reports % Improvement in employee satisfaction survey (set baseline: Dec ) 80% compliance for levels 3 and 4 100% refund from skills development levy 100% to level 3 5% 6

7 Key Performance Area Key Performance Indicator Target % Completion of a climate survey 100% % of the budget actually spent on implementing the Awaiting information workplace skills plan To manage and ensure operational effectiveness and % Decrease in turnaround times for all functions as 5% efficiency of the Department per service standard % Compliance with agreed corporate planning 100% requirements Zero qualifications in the independent audit report on 100% compliance payroll input. % Increase in the number of systems and processes 100% By 30/06/ that are automated (Records filing system, electronic valuation certificates, electronic vouchers for valuation, electronic general valuation role, HR policies and procedures, leave management, OHASA policies & procedures, FMMU Policies and Procedures, by- Laws, zoning system) % Compliance with facilities maintenance and 100% by June management plan Replacement of analogue duplicating machine 50% % Increase in the approval rating for providing Civic 5% functions and events for the city. (Baseline December ) Ensure effective fleet management for core admin Compilation of fleet management operational plan. By December 03 To provide a comprehensive legal service to Council Client satisfaction level for legal services provided within set guidelines (Opinions, Drafting of documents, 75% client satisfaction level Comments on reports, Management of litigations) To Ensure the establishment of the Municipal Court. Commencement of Municipal Court December To develop and implement a workplace HIV/AIDS programme. HIV/AIDS Policy approved and implemented December 7

8 Key Performance Area Key Performance Indicator Target To provide training on promulgated by-laws to support the municipal court To ensure effective management of fraud, corruption and business risk Ensure effective and efficient financial management % Of people exposed to HIV/AIDS in the workplace 100% receiving treatment according to the city s HIV/AIDS policy and protocol % Of employees covered through awareness 100% campaigns and an annual publication Liaison personnel trained in the HIV/AIDS Policy and Aug Protocol % Of identified by-law enforcement officers that have 100% received training on the newly promulgated by-laws. (Identify officers by Aug ) % Compliance with of all set targets 100% Update corruption plan in light of new corruption 100% by 30/06/04 agenda % Compliance with all set standards Develop business risk management plan June Percentage level of variance against city budget 0% over expenditure (operating expenditure) Actual capital expenditure as a % of the capital budget 75% External Audit report (management letter) No Audit query of a material nature 8

9 Section 3. Risk Assessment The Corporate Services Department underwent a process of identifying key risks that affect the department and its operations. This process involved the following activities: A facilitated discussion and brainstorming session to identify key risks per strategic objective. The draft departmental scorecard was used as a source for identifying the risks that the department faces. These risks were identified per key performance area and were split into environmental risks, operational risks and information-for-decision-making risks. Electronic voting on all the risks identified: The workshop participants underwent a process of voting for which risks were likely to have a huge impact and which risks were likely to happen. This voting was done electronically. Discussion on results of voting Discussion on current management of key risks (Controls or how these should be reflected in the departmental scorecard): During the process of the development of the departmental scorecard, the department developed key issues that will be considered in order to mitigate these risks. The scorecard then included activities that were aimed at the development of controls to deal with key risks that were identified. Risks Per Key Performance Area KPA To introduce change management strategy to facilitate redeployment of staff to follow highs/lows at pay points. To maximise client and stakeholder satisfaction To develop and facilitate the customer service capability of the city through training and capacity building programme To promote effective HR management and sound employee relations for HR directorate To ensure compliance with legislative requirements. To establish current employee satisfaction levels for CoJ through a climate Survey Identified Risks i) Lack of buy-in from organised labour. ii) Resistance by affected employees to accept change. iii) Unnecessary disputes?? i) Gap between client and stakeholders expectation and delivery. i) Lack of resources (i.e. people, money & infrastructure) i) Lack of awareness of HR policies and procedures. ii) Poor work ethic, including lack of commitment. i) Failure or late submissions by regions and CDFs. i) Reluctance and fear to participate by employees. ii) Credibility and validation of data. 9

10 KPA To manage and ensure operational effectiveness and efficiency of the HR directorate. To ensure effective financial management. To ensure effective management of fraud and corruption. To develop and implement a workplace HIV/AIDS programme. To ensure business risk management. Identified Risks i) Scarcity of resources. ii) Failure to retain skilled staff. iii) Poor Management Information Systems. iv) New demands placed on payroll systems that are not part of current upgrade. i) Budget constraints. ii) Negative impact on budget with changes in city priorities. i) Reluctance and fear by management to enforce anti-fraud and anti-corruption strategy. (i) Stigma attached to HIV/AIDS (ii) Lack of resources to deal with the increasing numbers of HIV/AIDS cases (iii) Lack of expertise in the area of HIV/AIDS management (iv) Lack of awareness of the HIV/AIDS program i) Lack of business risk management plan ii) Reluctance by management to implement plan Crosscutting Risks In addition to the KPA specific risks, the group also identified a number of risks that are general in nature and are crosscutting. These are briefly outlined below: Inadequate succession planning Inadequate Business continuity plans in place Inadequate Management Information systems within council (Financial and operational) 10

11 Section 4 Programmes The table below indicates the programmes planned for the next financial year as well as the budgetary requirements for those programmes and the shortfall if any. The process of the development of programmes was done in relation to the draft departmental scorecard. Thus, there is a close correlation between the key performance areas and the programmes, which were developed. KPA To Improve rates through the enhancement and population of the valuation system To provide a CoJ specific GIS decision making tool that is developed, maintained and disseminated according to annual business plans and SLAs To manage and ensure operational effectiveness and efficiency of the department Replacement of outdated equipment in Printing Department To manage HIV/ AIDS in the workplace To introduce change management strategy to facilitate redeployment of staff to follow highs/ lows at pay points To develop and facilitate the customer service capability of the city through training and capacity building To maximise client and stakeholder satisfaction To provide training and promulgated by-laws to support the municipal courts Project/Programme/Initiative Description Valuation services programme GIS programme Programmes for developing preventative maintenance programmes, improving security at the Metro Centre and ensuring compliance in terms of the OHASA Turn around times reduction programme at FMMU Systems upgrade programme Automation of manual systems programme HIV/ AIDS programme Staff Redeployment programme Training and capacity building programme Customer satisfaction programme By-laws programme 11

12 Section 5. Programme Planning The programmes that were developed were broken down into key projects that will be implemented by the department. These are briefly outlined below: KPA Programme Programme owner and participants To improve the rates base through the enhancement and population of the Valuation System Valuation Services for the CoJ Owner Director Participants - Line management, Comparex, Printing, Legal, Revenue, GIS, Building control, Town planning, Information Technology Projects Time Frame Deliverable Milestone Costs (Opex) GV2005 Supplementary Valuation (2002/) Training e-voucher e-valuation Certificate 30 June Capturing of new records Records verified from Planner Current salaries 2005 Update inspections Records verified from Planner Current salaries 30 Creation of vouchers Schedule of vouchers from Planner Current salaries September Printing and binding Completed supplementary roll R June Customer care Certificates of achievement R 550 per course Computer skills Certificates of achievement R 550 per course Management skills Certificates of achievement R per course In-house valuation Certificates of achievement Current salaries 30 June 30 June training Create electronic voucher system to replace manual system Create facility to provide clients with electronic valuation certificate Operational certification by stakeholders Records verified from Planner R 350/hour R 350/hour 12

13 KPA Programme Program owner and participants To provide a COJ specific GIS decision making tool that is developed, maintained and disseminated according to annual business plans and SLA's Geographical Information systems The GIS Department is the initiator and owner of all but the Ownership and SG Diagram Projects. Partnerships are however formed with other Department s, entities and organisations to implement some of the projects. E.g. Planning, IT, Surveyor General, etc Project Time Frame Deliverable Milestone Cost (Opex) Digital Land Use Management System Digital Orthophoto Database June December Digital Land Use Management System Digital Orthophoto Database Geotechnical Database March Digital Geotechnical Information Dase data maintenance project February Maintenance (Cadastre, Zoning, Street Addresses, procedures and Proposed Townships) systems S G Diagrams Ownership data project January January S G Diagrams accessible through Intranet Access to ownership data through Intranet Digital Maps Project June Digital customisable map books. Interactive maps per region. 80% by Dec Nil (Internal Salaries only) Award of contract and R completion of photography by June Complete database by March Nil (Funded by Planning) Proposed Townships R maintenance manual by Aug Accessibility by January R Accessibility through IMS sites by January Digital customised map book for CoJ by Dec Interactive regional map available on CD by Jan R R

14 KPA Programme Program owner and participants Project Development of an upgrading plan for all Corporate Buildings Security (access control) project (Metro Centre) Occupational Health and Safety Project (Serviced fire equipment, electrical compliance, obvious hazards to staff/persons) To manage and ensure operational effectiveness and efficiency of the Department Programmes for developing preventative maintenance programmes, improving security at the Metro Centre and ensuring compliancy in terms of the OHASA. Facilities And Maintenance Management Unit Time Frame October Novemb er August Decemb er 03 and June 04 Deliverable An audit of all corporate buildings conducted Plan approved by ED & portfolio Committee Performance monitoring tool Signed service Level Agreement with service provider Compliance report linked to an implementation/ action plan based on findings Milestone 50% of buildings audited by August Draft plan presented to ED and Portfolio committee for information Draft document to be submitted Draft to be ready in July Action plan finalised by June Opex Estimated future costs to be included in the report for budget provision R3.5 million Cost Capex Estimated future costs to be included in the report for budget provision None R1 million R

15 KPA Programme Program owner and participants Project Selection of service provider for the replacement of outdated equipment in printing department Replacement of outdated equipment in Printing Department Automation of manual systems programme ADMINISTRATION Time Frame July - Feb Deliverable Milestone Cost (Opex) Feasibility study on machinery to be upgraded in Duplicating Section Tender specification document drafted Tender document (request for service providers) Service provider appointed Performance monitoring tool to monitor service provider performance drafted Approved tender specification by procurement Tender Committee approval of tender document Successful service provider appointed Service level agreement signed Monitoring tool available by February Nil (Salaries & Allowinternal staff) As above Advert for Tender (R20 000) R1 million Nil (Salaries& Allowinternal staff) 15

16 KPA Programme Program owner and participants To manage and ensure operational effectiveness and efficiency of the Department (To reduce turnaround times) Programme for the reduction of turnaround times at FMMU All directorates, ED Project Time Frame Deliverable Milestone Cost Project for the reduction of turnaround times June Developed schedule Approval of schedule by ED December June Tool to monitor and report on Computerised tool to be used turnaround times for targeted for verification purposes services June 5% improvement on June 03 target achieved First survey to be sent out by Nov 03 None required None required None required 16

17 KPA: Programme Programme owner and participant: Project Populate HIV/AIDS and EWP Structure and enter into Public Private Partnership. HIV/AIDS training project HIV/AIDS communication policies and procedures Prophylaxis project HIV/ AIDS marketing & advocation project. To manage HIV AIDS in the workplace HIV/AIDS Programme Occupational Health and Safety Time frame Deliverable Milestone Costs (Opex) Dec Approved HIV/ AIDS Policy. Appoint staff. R3.5m Approved organogram. Appoint PPP PPP Agreement Dec Course material approved Completing syllabus. R Certification of liaison personnel. Issue of certificates. July July July Aug. Workshops conducted Audit policy gaps Policies identified for development Developed policies and procedures Distribution of Procedure. Placement on intranet. Placement on ISO Mapping system R Have Medication in stock Administering treatment R Advocating of HIV/AIDS Policy and Protocol Brochures. Road shows Intranet publications Reaching all concerned. Placement on intranet. Placement on intranet and ISO system R Nil 17

18 KPA To introduce change management strategy to facilitate redeployment of staff to follow highs/lows at pay points. Programme Staff redeployment programme Program owner and participants HR Project Time Frame Deliverable Milestone Capacity building project for June Capacity building programs Capacity building by June organised labour: *Information sharing *Negotiation *Joint problem-solving Communication and Consultation project targeting affected employees. June Communication strategy Consultation framework Strategy available by June 18

19 KPA To develop and facilitate the customer service capability of the city through training and capacity building programme Programme Training programme Program owner and participants HR All directorates (Participants) Project Time Frame Deliverable Milestone Customer service training project June Priority staff identified Terms of reference approved Service provider appointed Training finalised by June Activation of training and development module of SAP system and training of Training co-ordinators. Training of managers in effective management of fraud and corruption Training of managers and staff in June All frontline staff trained Training Coordinators identified Draft raining module completed Approved module completed June June effective business risk management. HIV/AIDS training of trainers project Dec 03 Course material approved Certification of liaison personnel. Fraud and Anti corruption module approved Managers trained Business risk management module approved Staff Certified Module completed by June Module completed by June Certification completed June Completing syllabus and issue of certificates by December 19

20 KPA Programme Program owner and participants To provide training on promulgated by-laws to support the municipal court By-laws programme Legal Services Project Time Frame Deliverable Milestone Training law enforcement officers Promulgation and publication of by-laws Development of information guides Four months One month Twelve months List of identified officers 31/7/03 Training module 31/8/03 Trained officers 31/10/03 Advertisement 16/7/03 Notice in provincial gazette 30/7/03 Notice in press 31/7/03 Appointment of consultants 31/8/03 Draft street guides 31/1/04 Published street guides 31/3/03 Launch and distribution 30/6/04 20

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