Plan Name Number of
KPIs
Achieved
Number of KPIs
Not Achieved
Annual targets &
No target in Q2
Achievement Rate
(%)
Develop and Sustain our Spatial, Natural and Built
Environment
6 1 1 85.71
Developing a Prosperous, Diverse Economy and
Employment Creation
10 5 1 66.67
Moses Mabhida Stadium 2 1 9 66.67
Creating a Quality Living Environment 16 17 3 48.48
Fostering a Socially Equitable Environment 4 2 3 66.67
Supporting organisation design, human capital
development and management
9 4 4 69.23
A vibrant and creative city - the foundation for
sustainability and social cohesion
5 1 0 83.33
Good Governance and Responsive Local
Government
3 2 2 60.00
Good Governance and Responsive Local
Government
3 3 0 50.00
Financially Accountable and Sustainable City 6 3 2 66.67
64 39 25 62.14
Plan Name Number of
KPIs
Achieved
Number of KPIs
Not Achieved
Annual targets &
No target in Q2
Achievement Rate
(%)
Develop and Sustain our Spatial, Natural and Built
Environment
12 3 17 80.00
Develop and Sustain our Spatial, Natural and Built
Environment
12 2 3 85.71
Entities
Plan Number
Plan Owner Total number
of KPIs
ICC (Plan 21) Philip Sithole 32
Ushaka (Plan 22) Philip Sithole 17
eThekwini Municipality
SCORECARD
SCORECARD REPORT AS AT 31 DECEMBER 2017SUMMARY OF PLANS
Plan Number Plan Owner Total number
of KPIs
Plan 1 Phillip Sithole 8
Plan 2 Phillip Sithole 16
Plan 23 Martin Xaba 12
Plan 3 Philemon Mashoko / Beryl Phakathi 36
Plan 4 Martin Xaba 9
Plan 5 Dumisile Nene 17
Plan 6 Martin Xaba 6
Plan 7A Sipho Cele 7
Plan 7B Sipho Nzuza 6
Plan 8 Dr Krish Kumar 11
Overal Achievement 128
Index KPI Name Baseline as
at 30 June
2016
Unit Of
Measure
Annual Target as at
2017/2018
5 Year Target as at
2021/2022
Quarter 2
Target as at
31 December
2017/2018
Quarter 2
Actual as at
31 December
2017/2018
Indicator Reason For Variance Steps Taken to Improve
Performance
Comment Links to SDBIP
1.7 Implementation of
the Durban
Adaptation Charter
(DAC)
New KPI -
No Baseline.
% Implement DAC work
programme with local
and international
partners by the end of
the financial year
Implementation of
the Durban
Adaptation Charter
(DAC) Hub and
Compact approach
by 30 June 2022.
50 41 L We did not make
progress with attending
the Cities Resilience
Forum meeting as the
meeting was not held (the
national government
organiser was on
maternity leave). We were
also only able to provide
limited secretariat support
has been provided by our
Branch due to the work
load encountered with
C40.
We have proposed a
contingency plan to
deal with the Branch
work load created by
C40. Both of these
targets have been
revised in the MTA.
Targets for this KPI was
achieved in two areas:
planning and
implementing a DAC
exchange with Nacala
and providing
secretariat support for
the implementation of
the Central KZN Climate
Change Compact.
DIRECT LINK: Prg 1.4. Develop and
implement a Municipal Climate
Protection Programme,Prj 1.4.1.
Implementation of the Durban
Adaptation Charter (DAC).,
Plan 1 :Develop and Sustain our Spatial, Natural and Built Environment
Plan Owner: Philip Sithole
Index KPI Name Baseline as
at 30 June
2016
Unit Of
Measure
Annual Target as at 2017/2018 5 Year Target as at 2021/2022 Quarter 2 Target
as at 31
December
2017/2018
Quarter 2 Actual
as at 31
December
2017/2018
Indicator Reason for variance Steps Taken to Improve
Performance
Means Of Verification Q2 Comment Link to SDBIP PME Comment
2.1 Provide Economic Intelligence
and a Strategic Economic
Framework as outlined in the
SDBIP 2017/18
100% % 100% Achievement of SDBIP
Targets during 2017/18
An efficient and user-friendly
economic database for the
Municipality and public
33.33 33.33J
Comment rolled up from 2.1.1.1. Evidence available from Dr Ajiv Maharaj,
PSIR, 12th Floor, Rennie House; Comment rolled up from 2.1.2.1
Investment EDGE Report and Project Plan; Comment rolled up from
2.1.2.2 Invite, Attendance Registers, Programme; Comment rolled up
from 2.1.3.1 Evidence available from Dr Mimi Ndokweni, PSIR, 12th Floor,
Rennie House; Comment rolled up from 2.1.4.1 Evidence uploaded on
EPMA system
Direct Link: 2.1.1.1. Review Economic
Growth and Job-Creation Strategy for
2018_19 2.1.2.1 Produce Quarterly EDGE
Publications 2.1.2.2 Organize Quarterly
EDGE Seminars/ events 2.1.2.3 State of
the Economy Report Presentation 2.1.3.1
Study on the ease of doing business 2.1.4.1
Industrial Revitalisation Study
2.2 Facilitation of the innovation
Programme
100 % 100% Achievement of SDBIP
Targets during 2017/18
An innovation platform for the city
where businesses and other
stakeholders are able to improve
their efficiency through partnerships
and an increased awareness
0 0 A Direct Link: 2.2.1.1 Facilitation of
Innovation Programme
2.3 The number of jobs created
through the municipality's local
economic development
initiatives including capital
projects
23996 Number 19398 jobs created in 2017/18
through the Municipality's local
economic development initiatives
including capital projects
97,000 jobs created 9744 8915L
55% of capital projects
without any expenditure
as at end December
2017. . However the
actual FTE’s created in
Q2 exceeded those of
the first quarter at
5470. This is a 37%
improvement.
The Municipality must
increase capital spend
Report for the quarter is available from Pumla Jali on the 12th floor Rennies
building
Indirect Link: 2.1.1. Providing a strategic
economic framework 2.1.2. Provide
economic intelligence 2.1.3 Ease of Doing
Business
2.4 Facilitate Private Sector
Investment Development
Partnerships through a set of
projects as outlined in the
SDBIP for 2017/18
100 % Achievement of the projects as
outlined in the SDBIP for 2017/18
A city with an improved investment
environment for domestic and
foreign investors through
streamlined administrative process,
incentives provision and profitable
investment opportunities
47.22 47.22L
Comments rolled up from 2.3.1-2.3.2 Evidence has uploaded on EPMA
system
Direct Link: 2.3.1 Investment Promotion
and Marketing 2.3.2. Foreign Direct
Investment Strategic Action Plan 2.3.3.
Local existing Investor Support
Actual
Performance
and indicator
changed due to
Internal Audit
Finding
2.5 Implement a set of key
Catalytic Projects in the
eThekwini Municipal region as
outlined in the SDBIP for
2017/18.
100 % Achievement of the projects as
outlined in the SDBIP for 2017/18
A city with a boosted economy from
the inception of a key set of
catalytic projects in the affected
regions.
47.92 47.92J
Comment rolled up from 2.4.1 Evidence available from Afika Ndima, The
Platform, 892 Umgeni Road; Comment rolled up from 2.4.2 Draft Report
Complete; Comment rolled up from 2.4.3.1 Photos showing progress of
construction project; Comment rolled up from 2.4.3.2 Signed Practical
Completion Certificate; Comment rolled up from 2.4.4 Report to ECOD for
Scheme Amendment, ECOD Minutes
Comment rolled up from
2.4.3.1 Project on track and
programmed for completion in
Mar 2018; Comment rolled up
from 2.4.4 Ongoing liaison and
facilitation for various aspects
of programme; Comment
rolled up from 2.4.5 On track,
Feasibilities are done is
reviewing the set asite and land
use splits; Comment rolled up
from 2.4.6 Progress is per
Mpumalanga, hammasdale
infrastructure update
Direct Link: 2.4.1 Point Waterfront 2.4.2
Warwick Junction 2.4.3 Cornubia 2.4.4
Dube TradePort 2.4.5 Southern
Densification Corridor (Kind Edward,
Montclair, Umlazi) 2.4.6 Keystone Phase
Two
2.6 Implement a set of key
Strategic Projects for Urban
Renewal in the eThekwini
Municipal region as outlined in
the SDBIP for 2017/18
100 % Achievement of the projects as
outlined in the SDBIP for 2017/18
An improvement in the residential
and business environment from the
implementation of a set of urban
renewal projects in the affected
locations
40 40L
Comment rolled up from 2.5.1 Evidence available from Afika Ndima, The
Platform, 892 Umgeni Road; Comment rolled up from 2.5.2 Evidence
available from Zakhi Mkhize, The Platform, 892 Umgeni Road
Direct Link: 2.5.1. Facilitate Revitalization
of the Inner City 2.5.2 Inner-City LAP,
Regeneration Strategy & Implementation
Plan
Actual
Performance
and indicator
changed due to
Internal Audit
Finding
2.7 Trade and Sector
Development through sectors
that promote economic growth
and create jobs through
providing support for prioritized
sectors in the eThekwini
Municipal region
100 % 100% Achievement of SDBIP
Targets during 2017/18
Growth in the key prioritised sectors
as identified in the enterprise
sector development programme
52.73 52.73J
Comment rolled up from 2.6.1.1 Means of verification uploaded;
Comment rolled up from 2.6.2.1 Means of verification uploaded;
Comment rolled up from 2.6.3.1 Board pack: Agenda, Attendance
Register, Quarterly Reports: Enterprise development, Skills Development,
Marine Manufacturing, Audit Intervention Plan and Progress , Board
Intervention Plan and Progress and emails to stakeholders; Comment
rolled up from 2.6.4.1 TOR;Advert; Financial statements; monthly reports;
Competition Invite; GIZ Project Goethe Project; Evaluation report;
Appointment letter; Project Plan; PSC Minutes and Agenda; Exco Minutes
and Agenda; Quarterly report; Comment rolled up from 2.6.5.1 Newsletter;
Exco Minutes; Exco Agenda; Financials; Innovation Session invite; Business
Planning correspondance; Export Promotion Platform; Export Workshop
Invite; Comment rolled up from 2.6.6.1 Evidence uploaded on EPMA
system Comment rolled up from 2.6.6.2 Evidence uploaded on EPMA
system; Comment rolled up from 2.6.7.1 Quarter report and email
correspondance; Comment rolled up from 2.6.8.1 Monthly financials and
Direct Link: 2.6.1 Automotive Sector
Development Support 2.6.2. Chemical
Sector Development Support 2.6.3.
Maritime Sector Development Support
2.6.4. Furniture Sector Development
Support 2.6.5. Clothing and Textile Sector
Development Support 2.6.6. Agri
Processing Sector Development Support
2.6.7. Business Process Outsourcing
Initiative 2.6.8. ICT Sector Initiatives 2.6.9.
Durban Leisure, Entertainment and Tourism
Sector Development 2.6.10. Green
Economy Sector Development Support
2.6.11. Sector Advisory Programme
2.8 Facilitating Industry Skills and
Economic inclusion as
outlined through the projects in
the SDBIP for 2017/18
100 % 100% Achievement of SDBIP
Targets during 2017/18
A larger and more skilled workforce
in the eThekwini municipal region
61.75 62.25J
Comment rolled up from 2.7.1.1 Networking session invite, programme &
registers, implementation plan, empowerment workshop register and
programme; Comment rolled up from 2.7.1.2 Access to Information
Workshop attendance registers and reports, various wards; Comment
rolled up from 2.7.1.3 Attendance Registers; Comment rolled up from
2.7.1.4 Workshop programmes, invites and attendance registers;
Comment rolled up from 2.7.2.1 DFF Mentorship Reports and Registers,
DFF Emporium Monthly Sales Report, 5 Day Workshop Report and
Registers, Advert for the DFF and Emporium service Provider, TOR's for the
DFF and Emporium management service provider, BSC Reports for the
DFF and Emporium management contracts; Comment rolled up from
Direct Link: 2.7.1 Implementation of
Empowerment initiatives 2.7.2. Fashion
Development Program 2.7.3. Creative Arts
Development Program 2.7.4. Construction
Development Program 2.7.5. Tourism
Development Program
Plan 2 :Developing a Prosperous, Diverse Economy and Employment Creation
Plan Owner: Philip Sithole
Index KPI Name Baseline as
at 30 June
2016
Unit Of
Measure
Annual Target as at 2017/2018 5 Year Target as at 2021/2022 Quarter 2 Target
as at 31
December
2017/2018
Quarter 2 Actual
as at 31
December
2017/2018
Indicator Reason for variance Steps Taken to Improve
Performance
Means Of Verification Q2 Comment Link to SDBIP PME Comment
2.9 Managing the Informal
Economy by providing an
enabling platform for the local
informal sector by
implementing a set of
operational and management
initiatives as outlined in the
SDBIP for 2017/18
100 % 100% Achievement of SDBIP
Targets during 2017/18
A competitive informal economy
with approved product quality and
bigger market
50 50J
Comment rolled up from 2.8.1.1 Evidence uploaded on EPMA system Direct Link: 2.8.1 Provide support to the
informal economy
2.10 Managing the Bulk Fresh
Produce Market by providing
an enabling platform for
businesses in the Fresh
Produce sector as outlined in
the SDBIP for 2017/18
100 % 100% Achievement of SDBIP
Targets during 2017/18
An efficient, enabling platform for
businesses in the Fresh Produce
industry
57.5 37L
Comment rolled up
from 2.9.1.1 Delays in
the appointment of
consultants by
implementing
department; Comment
rolled up from 2.9.1.3
Challenges in
finalisation of tender
evaluation by
implementing
department; Comment
rolled up from 2.9.1.4
Delays in appointment
of consultant by
implementing
department.
Comment rolled up from
2.9.1.1 90% of this project
has been reprioritise to
2018/2019; Comment rolled
up from 2.9.1.3 Project will
be completed in 2018/2019;
Comment rolled up from
2.9.1.4 This project has been
moved into 2020/2021
Comment rolled up from 2.9.1.2 evidence uploaded Direct Link: 2.9.1. Enhancement of Facility
Indirect Link: 2.9.2 Providing a platform to
enable the Sale of Fresh Produce
2.11 The number of work
opportunities (i.e. 230 person
days - FTES) created through
the municipal capital and
operating budget per line dept.
this year
6200 Number 8208 work opportunities created 38412 work opportunities created 2908 3182J
Comment rolled up
from 2.10.1 There has
been an increase in the
number of participating
departments.
Comment rolled up from 2.10.1 Evidence uploaded on EPMA system Direct Link: 2.10.1. Expanded Public
Works Programme
2.12 Enterprise Development 100 % 100% Achievement of SDBIP
Targets during 2017/18
An increase in the number of small
businesses in the eThekwini
municipal region with enhanced
business linkages.
53.57 56.79J
Comment rolled up from 2.11.1.1 Attendance register Business Linkages
workshop/seminar. Communication to stakeholders linking SMME's;
Comment rolled up from 2.11.1.2 Attendance registers, minutes and
agendas; Comment rolled up from 2.11.2.1 Close out report, debrief
meeting registers, socio-economic assessment study report; Comment
rolled up from 2.11.2.2 Minutes, Attendance registers, reports - Ward 102
& others; Comment rolled up from 2.11.2.3 Project Tracker advisory
services, Capacity building Programmes access to Finance registers and
content, Quotations for pay-out, concept document link Lions Dn to Regional
Comment rolled up from
2.11.2.7 Project achieved. Mid
term amendment submitted.
Direct Link: 2.11.1 Facilitate strategic
partnerships (including public-private
partnerships) to support Enterprise
Development 2.11.2. Provision of Support
Services to Small Enterprises and
Cooperatives
2.13 Support, market and promote
the local film industry via the
projects as outlined in the
SDBIP for 2017/18
100 % 100% Achievement of SDBIP
Targets during 2017/18
Growth in opportunities for trade
and service provision from a
competitive film industry in the
eThekwini municipal region
42.5 42.5J
Comment rolled up from 2.12.1.1 Evidence will be printed, filed and made
available from DFO Offices; Comment rolled up from 2.12.2.1 Evidence
will be printed, filed and made available from DFO Offices; Comment rolled
up from 2.12.3.1 File available at 11th Floor Rennie House; Comment
rolled up from 2.12.4.1 File available at 11th Floor Rennie House
Direct Link: 2.12.1 Marketing &
Communications 2.12.2. Market Access
and Audience Development 2.12.3.
Development Programmes 2.12.4. Strategic
Projects
2.14 Support the Tourism Sector
through the creation of global
awareness, partnership-
building and an increase of
spending and visitor numbers
in the eThekwini Municipal
region, as outlined in the
SDBIP for 2017/18
100 % 100% Achievement of SDBIP
Targets during 2017/18
An attractive cosmopolitan location
for domestic and international
tourists.
50.21 50.21L
Comment rolled up
from 2.13.1.1; More
events and projects
were completed over
and above the project
plan
Comment rolled up from 2.13.1.1 Emails, Branding Plans and Reports on
file. Available for viewing; Comment rolled up from 2.13.1.2 step 1 project
plan, site inspections report, for October, November and December quality
assurance certificate, data base; Comment rolled up from 2.13.1.3 copy of
project plan step 1 accommodation stats for previous season, step 2
analysis of winter season stats , step 3 dissemination of winter season
analysis and report to management; Comment rolled up from 2.13.1.4
Evidence uploaded; Comment rolled up from 2.13.1.5 Evidence uploaded;
Comment rolled up from 2.13.1.6 Evidence uploaded on EPMA system
Comment rolled up from 2.13.1.7 Evidence uploaded; Comment rolled
up from 2.13.1.8 website redesign, Facebook analytics and engagement
report; Comment rolled up from 2.13.1.9 Advert placements, creative
designs, Discover Durban Summer Launch and execution evidence/press
releases / messaging/radio ads/radio 2000 summer proposal and execution.
Comment rolled up from
2.13.1.12 100% was achieved
of what was planned to be
done by Q2
Direct Link: 2.13.1 Expansion of the
Tourism Sector 2.13.2 Marketing of
eThekwini as a Tourism Destination
Actual
Performance
and indicator
changed due to
Internal Audit
Finding
2.15 Facilitating Nodal
Development through the
implementation of specific
capital projects in the
eThekwini Municipal region
100 % Achievement of the projects as
outlined in the SDBIP for 2017/18
An improvement in the economic
and social infrastructure in the
townships as prioritised for
economic development in the
2017_22 SDBIP
30 30J
Comment rolled up from 2.14.1 Evidence available from Sizwe Mazibuko,
Projects Dept, 11th floor, Rennie House; Comment rolled up from 2.14.2
Evidence available from Theresa Subban, Projects Dept, 11th Floor, Rennie
House
Direct Link: 2.14.1 Town Centre Renewals
2.14.2 Tourism Nodes & Corridor
2.16 Facilitating Industry skills and
economic inclusion as outlined
through the projects in the
SDBIP
100 % Achievement of the projects as
outlined in the SDBIP for 2017/18
An increase in business
opportunities for sustainable
livelihoods in the townships as
prioritised for the development of
industry skills and economic
inclusion in the SDBIP 2017_22
32.5 32.5J
Comment rolled up from 2.15.1 invoices and pictures; Comment rolled
up from 2.15.2 Evidence available from Nkululeko Mkhize, Projects Dept,
11th Floor, Rennie House
Comment rolled up from
2.15.1 All works on site are
commencing as scheduled
Direct Link: 2.15.1 Neighbourhood
Development (NDPG) 2.15.2. Rural
Development
Index KPI Name Baseline
as at 30
June 2016
Unit Of
Measure
Annual
Target as at
2017/2018
5 Year Target
as at
2021/2022
Quarter 2
Target as at
31
December
2017/2018
Quarter 2
Actual as at
31
December
2017/2018
Indicator Reason For
Variance
Steps Taken to
Improve
Performance
Comment PME
Comment
3.1 The percentage of
households with
access to a basic
level of electricity
73.76 % 76.56%
households
with access
to a basic
level of
electricity by
June 2018.
76.56%
households
with access to
a basic level of
electricity.
75.25 75.74J
Delays in supply of
meters from Supplier
Top management are
engaging with
suppliers.
Informal
settlements
being electrified.
Spatial info not
readily available
for design of
networks
Reason for
variance
doesn’t talk to
the figure
reported. The
figure shows
an
overachieveme
nt, whilst the
reason talks
about delays.
Kindly provide
a proper 3.2 The percentage of
households with
access to a basic
level of Solid Waste
Removal
100 % 100% of
households
with access
to a basic
level of Solid
Waste
Removal.
100% of
households
with access to
a basic level of
Solid Waste
Removal.
100 109J
The unit
achieved 109%
for this KPI. The
evidence is
attached
Kindly provide
us with
reasons/factor
s that enabled
the Unit to
achieve above
what was
planned.
3.3 The percentage of
households with
access to AT LEAST
a basic level of Water
93.2 % 95.31% of
households
with access
to AT LEAST
a basic level
of Water
99.54% of
households
with access to
AT LEAST a
basic level of
Water
94.78 99.19J
AG recommended
inclusion of new
water connections
which has increased
the service delivery
figures.
Is the method
used to
calculate the
actual
achieved figure
the same as
the method
that was used
to calculate the
target?
It is evident
that the Unit
has achived
over and
above the Q4
target. The
annual target
Plan 3 :Creating a Quality Living Environment
Plan Owner: Philemon Mashoko / Beryl Phakathi
Index KPI Name Baseline
as at 30
June 2016
Unit Of
Measure
Annual
Target as at
2017/2018
5 Year Target
as at
2021/2022
Quarter 2
Target as at
31
December
2017/2018
Quarter 2
Actual as at
31
December
2017/2018
Indicator Reason For
Variance
Steps Taken to
Improve
Performance
Comment PME
Comment
3.4 The percentage of
households with
access to AT LEAST
a basic level of
Sanitation
83.13 % 85.96% of
households
with access
to AT LEAST
a basic level
of Sanitation
92.31% of
households
with access to
AT LEAST a
basic level of
Sanitation
85.17 85.28J
Please provide
reasons for
overachieveme
nt.
3.5 The percentage of
estimated indigent
households collecting
free basic services:
Electricity
21.91 % 16% of
estimated
indigent
households
collecting
free basic
services:
Electricity
16% of
estimated
indigent
households
collecting free
basic services:
Electricity
16 17.53J
Please provide
reasons for
overachieveme
nt and means
of verification
Index KPI Name Baseline
as at 30
June 2016
Unit Of
Measure
Annual
Target as at
2017/2018
5 Year Target
as at
2021/2022
Quarter 2
Target as at
31
December
2017/2018
Quarter 2
Actual as at
31
December
2017/2018
Indicator Reason For
Variance
Steps Taken to
Improve
Performance
Comment PME
Comment
3.6 The percentage of
estimated indigent
households provided
with free basic
services: Sanitation
64.26 % 68.81% of
estimated
indigent
households
provided with
free basic
services:
Sanitation
78.99% of
estimated
indigent
households
provided with
free basic
services:
Sanitation
67.54 72.62J
Please provide
reasons for
overachieveme
nt.
3.7 The percentage of
estimated indigent
households with
access to free basic
services: Water
88.94 % 93.29% of
estimated
indigent
households
with access
to a free
basic
services:
Water
100% of
estimated
indigent
households
with access to
a free basic
services:
Water
92.44 98.9L
Indicator
changed to
due Audit
Finding
Index KPI Name Baseline
as at 30
June 2016
Unit Of
Measure
Annual
Target as at
2017/2018
5 Year Target
as at
2021/2022
Quarter 2
Target as at
31
December
2017/2018
Quarter 2
Actual as at
31
December
2017/2018
Indicator Reason For
Variance
Steps Taken to
Improve
Performance
Comment PME
Comment
3.8 100% of estimated
indigent households
with access to a
refuse removal
service once a week.
100 % 100% of
estimated
indigent
households
with access
to a refuse
removal
service once
a week
100% of
estimated
indigent
households
with access to
a refuse
removal
service once a
week
100 106J
The Unit
achieved 106 %
for this KPI. The
evidence is
attached
Kindly provide
us with
reasons/factor
s that enabled
the Unit to
achieve above
what was
planned.
3.9 The number of
consumer units
provided with access
to AT LEAST a FREE
basic level of
SANITATION by
means of a UD toilet,
an existing VIP or, for
informal settlements,
by means of a
toilet/ablution block
within 200m.
3877 Number 15000
consumer
units
provided
with access
to AT LEAST
a FREE
basic level of
SANITATIO
N
75000
consumer
units provided
with access to
AT LEAST a
FREE basic
level of
SANITATION
7500 2400L
Difficulty in
appointing a
contractor. A section
116 report was
submitted.
The award is higher
to increase the
number of
installations. The
annual target has
been amended.
The first part of
the "Steps
taken to
improve
performance"
is not clear.
Kindly provide
a detialed plan
that has been
put in place to
correct the non-
performance.
Index KPI Name Baseline
as at 30
June 2016
Unit Of
Measure
Annual
Target as at
2017/2018
5 Year Target
as at
2021/2022
Quarter 2
Target as at
31
December
2017/2018
Quarter 2
Actual as at
31
December
2017/2018
Indicator Reason For
Variance
Steps Taken to
Improve
Performance
Comment PME
Comment
3.10 The number of
consumer units
provided with access
to AT LEAST a FREE
basic level of potable
WATER either by
means of an
individual h.h. yard
supply (ground tank
or metered flow
limiter connected to a
yard tap) or, for
informal settlements,
by a standpipe within
200m.
3176 Number 10000
consumer
units
provided with
access to AT
LEAST a
FREE basic
level of
potable
WATER
50000
consumer
units provided
with access to
AT LEAST a
FREE basic
level of
potable
WATER
5000 12483L
New Water
Connections are now
included in the count
It is evident that
the Unit has
achived over and
above the Q4
target. As part of
the MTAs the
Unit has
proposed a
reduction in the
annual target
(7500).The figure
submitted is far
less than the Q2
achievement.
Kindly consider
revising the
targets.
Indicator
changed to
due Audit
Finding
3.11 The Cumulative
number of consumer
units collecting FREE
BASIC ELECTRICITY
1 550 143 Number 1 101 705
consumer
units
collecting
FREE BASIC
ELECTRICIT
Y
1 117 625
consumer
units collecting
FREE BASIC
ELECTRICITY
550853 310861L
Please provide
reasons for
variance as
well as steps
taken to
improve
performance.
Please also
provide means 3.12 The number of
connections
energised and
captured on Ellipse,
for provision of
prepaid electricity to
residential dwellings
11 424 Number 30 000
connections
energised
and captured
on Ellipse,
for provision
of prepaid
electricity
81 348
connections
energised and
captured on
Ellipse, for
provision of
prepaid
electricity
12000 4947L
Delays in supply of
meters from Supplier
Top management are
engaging with
suppliers.
Informal
settlements
being electrified.
Spatial info not
readily available
for deign of
networks
Index KPI Name Baseline
as at 30
June 2016
Unit Of
Measure
Annual
Target as at
2017/2018
5 Year Target
as at
2021/2022
Quarter 2
Target as at
31
December
2017/2018
Quarter 2
Actual as at
31
December
2017/2018
Indicator Reason For
Variance
Steps Taken to
Improve
Performance
Comment PME
Comment
3.13 The number of
connections
energised and
captured on Ellipse,
for provision of
conventional
electricity to
residential dwellings
1017 Number 800
connections
energised
and captured
on Ellipse,
for provision
of
conventional
electricity
4390
connections
energised and
captured on
Ellipse, for
provision of
conventional
electricity
400 478J
Connections
dependent upon
customers meeting
requirements
3.14 The number of
subsidized HOUSES
constructed/ built.
1936 Number 4688 Houses
constructed/
built.
25000 Houses
constructed/
built.
2813 1690L
1. Inclemenet
weather has
negatively affect
progress on most
sites caused by the
latest Storm
Disasters
experienced in KZN.
2. There were access
constraints to do
inspections on
completed units 3.
There are delays in
terms of
implementing the
turnkey procurement
strategy to shorten
the SCM processes.
4. There were delays
with finalizing
contracts with Legal
to source funding
confirmation from
Province for projects
that must be
presented at SCM
and Treasury
1. Recovery plans
have been developed
for projects that can
be fast tracked to
realise delivery 2.
Security Guards have
been deployed to
escort Inspectors. 3.
There are two reports
to be presented at
first BSC & BAC
Meetings to address
turnkey procurement
approach. 4.
Contracts were
signed in December
and sent back to
Province. Require an
intervention in getting
funding confirmation
to progress with
implementation
Index KPI Name Baseline
as at 30
June 2016
Unit Of
Measure
Annual
Target as at
2017/2018
5 Year Target
as at
2021/2022
Quarter 2
Target as at
31
December
2017/2018
Quarter 2
Actual as at
31
December
2017/2018
Indicator Reason For
Variance
Steps Taken to
Improve
Performance
Comment PME
Comment
3.15 The number of new
fully subsidized
housing units
allocated
3 699 Number 4988 new
fully
subsidized
housing units
allocated.
27500 new
fully
subsidized
housing units
allocated.
2993 2088L
Number of houses
allocated are based
on keys
received,some
houses, due to threat
of invasion at Umlazi,
were relocated
without approvals
which is now in
progress.
The department is
working on backlogs
to improve stats, and
fast tracking
approvals.
Temporary staff has
been employed to
deal with beneficiary
vefication in order to
regularize
beneficiaries
3.16 Hectares of land
acquired for Housing
6587.86 Number 300
Hectares of
land
acquired for
subsidized
Housing
2500 Hectares
of land
acquired for
subsidized
Housing
180 22.73L
No funding was
provided for land
acquisitions in the
budget.
Motivated for
R100mn in the
adjustment budget.
Approved subject to
savings being
identified.
3.17 The number of
households
benefitting from
serviced sites handed
over for subsidised
housing units
1 019 Number 3599
households
benefitting
from
serviced
sites handed
over for
subsidised
housing units
30000
households
benefitting
from serviced
sites handed
over for
subsidised
housing units
2159 590L
Issues relating to
relocation of informal
dwelling in the way of
services and refusing
to move and /or not
granting access to
the site. Delay in
receipt of ROD for
WULA and EIA. The
over-achievement of
98 sites in Q2 is due
to exceletated
programmes by
contractors who
brought in additional
resources
Target was exceeded
by 98. Some of the
projects have already
commenced (Emona
Sunhill. Kloof
Extention phase 1
etc). Continuous
engagement with
stakeholders to
resolve impediments
to ensure improved
progress.
Kindly provide
clarity on the
Steps taken to
improve
performance
because it
talks about the
target being e
xceeded whilst
the target was
not achieved.
Index KPI Name Baseline
as at 30
June 2016
Unit Of
Measure
Annual
Target as at
2017/2018
5 Year Target
as at
2021/2022
Quarter 2
Target as at
31
December
2017/2018
Quarter 2
Actual as at
31
December
2017/2018
Indicator Reason For
Variance
Steps Taken to
Improve
Performance
Comment PME
Comment
3.18 CRU's - upgrading,
refurbishment, and
construction of new
family units (at
existing hostels).
144 Number 90 family
units
upgraded/
refurbished/
constructed
600 family
units
upgraded/
refurbished/
constructed
10 0L
Due to construction
of family units work,
completion of work
within CRU's/Hostels
can only be achieved
once the building is
completely built.
To ensure progress
meetings are
consistently held with
the constractors and
professionals in
order to meet
targeted deadlines.
3.19 Upgrade and
refurbishment of pre-
1994 housing units.
1659 Number 160 housing
units
upgraded
and
refurbished.
800 housing
units upgraded
and
refurbished
96 215J
Over achieved. From
the financial year
2015/16 to date there
is/was a backlog of
2727 units to be
signed off by
Province of which,
1658 were signed off
in 2015/16 financial
year, 749 were
signed off in 2016/17
year and Province is
currently busy
signing off the
balance. The unit is
considered
completed after
Province’s signature
Index KPI Name Baseline
as at 30
June 2016
Unit Of
Measure
Annual
Target as at
2017/2018
5 Year Target
as at
2021/2022
Quarter 2
Target as at
31
December
2017/2018
Quarter 2
Actual as at
31
December
2017/2018
Indicator Reason For
Variance
Steps Taken to
Improve
Performance
Comment PME
Comment
3.20 Sale of rental and
Breaking New
Ground (BNG)
housing
New KPI -
No
Baseline
Number 4500
housing units
sold
22500 housing
units sold
2700 1381L
1. Outstanding high
loan balances 2.
Illegals in occupation
of houses who do not
meet the Council
Regularization Cut
Off date. 3. Poor
responses from
Beneficiaries when
invited to sign Sales
documents. 4.
Expired Project
contracts
1. Sales Compagne
is in place
toencourage
purchasers to pay off
balances 2. To
prepare a report to
Council for extension
of Regularisation of
illegal policy of cut-off
date. 3. Secondment
of staff to Regional
Offices. Sign up
Beneficiaries prior to
relocation to new
houses.
3.21 Submit the 17/18
Integrated
Infrastructure Asset
Management Plan to
Chief Strategy Officer
in order to inform the
18/19 budget
100 % Integrated
Infrastructure
Asset
Management
Plan
submitted to
the Chief
Strategy
Officer in
order to
inform the
18/19 budget
Integrated
Infrastructure
Asset
Management
Plan submitted
to the Chief
Strategy
Officer in order
to inform the
next years
budget
0 0 A
3.22 Built Environment
Performance Plan
produced in
accordance with
National Treasury
guidelines and
timeframes
100 % Built
Environment
Performance
Plan for the
next financial
year
produced
and
submitted to
National
Treasury
Built
Environment
Performance
Plan for the
next financial
year produced
and submitted
to National
Treasury
0 0 N/A
Index KPI Name Baseline
as at 30
June 2016
Unit Of
Measure
Annual
Target as at
2017/2018
5 Year Target
as at
2021/2022
Quarter 2
Target as at
31
December
2017/2018
Quarter 2
Actual as at
31
December
2017/2018
Indicator Reason For
Variance
Steps Taken to
Improve
Performance
Comment PME
Comment
3.23 Solid WASTE
RECYCLED as a %
of total waste
disposed at municipal
land fill sites.
8.4 % 10% solid
waste
recycled as a
percentage
of total waste
disposed
10% solid
waste recycled
as a
percentage of
total waste
disposed
10 7.6L
Due to the significant
decrease in builders
rubble this KPI could
not be achieved.
Education
programms will be
focused on areas
where the recycling
initiative is not visible.
3.24 The number of
properties below the
eThekwini defined
level of service
provided with
STORMWATER
solutions.
711 Number 440
properties
below the
eThekwini
defined level
of service
provided with
STORMWAT
ER solutions.
1968
properties
below the
eThekwini
defined level
of service
provided with
STORMWATE
R solutions.
180 320J
Over-achievement
due to previous and
current years storm
damage
3.25 The number of km of
SIDEWALK
constructed.
23.37 KM 25kms of
new sidewalk
constructed
221.7kms of
new sidewalk
constructed
6 6.05J
Please provide
reasons for
variance.
3.26 The km of unsurfaced
ROAD converted to
surfaced.
21.02 KM 10kms of
unsurfaced
road
converted to
surfaced
68.95kms of
unsurfaced
road
converted to
surfaced
2 3.09J
Slight over
achievement due to
completion of carry
over projects
Index KPI Name Baseline
as at 30
June 2016
Unit Of
Measure
Annual
Target as at
2017/2018
5 Year Target
as at
2021/2022
Quarter 2
Target as at
31
December
2017/2018
Quarter 2
Actual as at
31
December
2017/2018
Indicator Reason For
Variance
Steps Taken to
Improve
Performance
Comment PME
Comment
3.27 Electricity losses
(technical and non-
technical) as a % of
electricity purchases.
10.71 % 8.5%
electricity
lost as a
percentage
of electricity
purchased
8.5 electricity
lost as a
percentage of
electricity
purchased
8.5 7.7J
Please provide
reasons for
variance and
means of
verification
3.28 The percentage of
non-revenue water
loss.
40.66 % 39 % non-
revenue
water loss
27% non-
revenue water
loss
39.5 32.8L
Indicator
changed to
due Audit
Finding
3.29 The number of
PUBLIC
TRANSPORT
RANKS constructed
1 Number 2 PUBLIC
TRANSPOR
T RANKS
constructed.
6 PUBLIC
TRANSPORT
RANKS
constructed.
0 0 A
Index KPI Name Baseline
as at 30
June 2016
Unit Of
Measure
Annual
Target as at
2017/2018
5 Year Target
as at
2021/2022
Quarter 2
Target as at
31
December
2017/2018
Quarter 2
Actual as at
31
December
2017/2018
Indicator Reason For
Variance
Steps Taken to
Improve
Performance
Comment PME
Comment
3.30 Number of Title
Deeds submitted to
the Deeds Registrar
for registration for
subsidized housing
New KPI -
No
Baseline.
Number 400 Title
Deeds
submitted to
the Deeds
Registrar for
registration
for
subsidized
housing
17500 Title
Deeds
submitted to
the Deeds
Registrar for
registration for
subsidized
housing
240 991J
Over achieved. A
Steering Commitee
was established in
Q1to deal with the
impediments. A
report has been
approved by Council
to sign-off
Certificates of
Services.
Engineering services
currently undertaking
Technical
assessment to
identify outstanding
issues & deal with
bottlenecks
3.31 Number of Title
Deeds issued to
owners for subsidized
housing
New KPI -
No
Baseline.
Number 1250 Title
Deeds
issued to
owners for
subsidized
housing
20000 Title
Deeds issued
to owners for
subsidized
housing
750 570L
Poor response from
beneficiaries when
invited to collect title
deeds.
A rollout programme
to issue title deeds
has been prepared to
encourage collection
of title deeds
3.32 The number of
households
benefitting from
Incremental Services
to Informal
Settlements – Roads
and Footpaths
access with
Stormwater controls.
New KPI -
No
Baseline.
Number 5000
households
benefitting
from
Incremental
Services to
Informal
Settlements
– Roads and
Footpaths
access with
Stormwater
controls.
25000
households
benefitting
from
Incremental
Services to
Informal
Settlements –
Roads and
Footpaths
access with
Stormwater
controls.
2000 827L
The target was 2000
however this could
not be achieved due
to delays in the
appointment of
service providers by
BEC and BAC, this
was only resolved at
the end of December
2017.
Service Providers
were appointed at the
end of December
2017 and projects to
commence in
January 2017
Index KPI Name Baseline
as at 30
June 2016
Unit Of
Measure
Annual
Target as at
2017/2018
5 Year Target
as at
2021/2022
Quarter 2
Target as at
31
December
2017/2018
Quarter 2
Actual as at
31
December
2017/2018
Indicator Reason For
Variance
Steps Taken to
Improve
Performance
Comment PME
Comment
3.33 Public Transport
Services. No. of
passengers (People
with dissabilities)
using accessible
scheduled public
transport services.
75 666 Number 50 000
People with
dissabilities
using
accessible
scheduled
public
transport
services.
271 589
People with
dissabilities
using
accessible
scheduled
public
transport
services.
30000 36328J
The target was over-
achieved, this is as a
result of the service
becoming popular, as
more people now
know about it.
No improvement
measures necessary,
as the target has
been achieved.
3.34 Public Transport
Services. No. of
passengers using
scheduled public
transport services.
27 987 320 Number 31 000 000
passengers
using
scheduled
public
transport
services.
120 052 500
passengers
using
scheduled
public
transport
services.
20150000 15537397L
The target was under-
achieved - the
service has not fully
recovered since
previous year's
service disruption, as
a number of people
migrated to other
moedes, and also
some
firms/companies
moved out of the
CBD.
Measures have been
put in place to ensure
that no more
disruptions are
experienced by the
commuters.
Index KPI Name Baseline
as at 30
June 2016
Unit Of
Measure
Annual
Target as at
2017/2018
5 Year Target
as at
2021/2022
Quarter 2
Target as at
31
December
2017/2018
Quarter 2
Actual as at
31
December
2017/2018
Indicator Reason For
Variance
Steps Taken to
Improve
Performance
Comment PME
Comment
3.35 Implement an
effective public
transport plan for the
Municipality
77.88 % 100%
Implementati
on of
Transport
Plan
100%
Implementatio
n of Transport
Plan
98 100J
3.36 Improve Road Safety
by Conducting Road
Safety Awareness at
schools and
implementation of
speed humps &
intersection
improvements
53 Number 99
programmes
conducted to
improve road
safety
100
programmes
conducted to
improve road
safety
30 26L
No reporting
done for sb-prj
2.12.1.3
resulting in the
overall KPI
being
underacchieve
d.
Index KPI Name Baseline as
at 30 June
2016
Unit Of
Measure
Annual Target
as at 2017/2018
5 Year Target as
at 2021/2022
Quarter 2
Target as at
31
December
2017/2018
Quarter 2
Actual as at
31 December
2017/2018
Indicator Reason For
Variance
Steps Taken to
Improve Performance
Comment
4.1 Compliance with SAPS
Amendment Act 1998
with regard to mandated
functions of Crime
Prevention, Traffic
Management and Bylaw
Enforcement
100 % 100%
implementation of
3 Projects
identified in the
SDBIP in
compliance with
SAPS
amendment Act
1998 during
2017/2018
100%
implementation
of Projects
identified in the
SDBIP in
compliance with
SAPS
amendment Act
1999
48.33 41.67L
One project on the
SDBIP which is linked
to the Scorecard, was
reported 0, due to the
fact that the project is
non existance and
was completed years
ago.
One project linked to
the Scorecard was
completed years ago.
4.2 Implement projects in
relation to the Social,
Situational, Crime
Prevention strategies
and urban safety
management of the built
environment throughout
the eThekwini Municipal
Area
223.59 % Implement 100%
of all budget
projects during
the financial year
Implement 100%
of all budgeted
projects
39.76 41.30J
See Projects on the
SDBIP linked directly
to the Scorecard.
See Projects on the
SDBIP linked directly
to the Scorecard.
4.3 Implementation of 4
projects in relation to
promoting safety of
communities within the
Ethekwini Municipal
Area in support of
emergency and
essential services
100% % 100%
Implementation of
4 projects within
the SDBIP during
the financial year
100%
Implementation
of the SDBIP
50 50J
4.4 Loss of life from fire and
other emergencies per
100 000 population
served
1.39 Index Loss of life inde of
1.29 for 2017/18
Loss of life index
of 1.25 by 30
June 2022
0 0.58 A
4.5 Value of property
destroyed by fire per
R1000 of rateable value
0.68 R Value of property
destroyed of
R0.94 for
2017/2018
Value of property
destroyed of
R0.90 by 30
June 2022
0 0.26 A
Plan 4 :Fostering a Socially Equitable Environment
Plan Owner: Mr Martin Xaba
Index KPI Name Baseline as
at 30 June
2016
Unit Of
Measure
Annual Target
as at 2017/2018
5 Year Target as
at 2021/2022
Quarter 2
Target as at
31
December
2017/2018
Quarter 2
Actual as at
31 December
2017/2018
Indicator Reason For
Variance
Steps Taken to
Improve Performance
Comment
4.6 Implementation of the
SDBIP Projects with
regards to reducing the
incidence and severity
of fire and other
emergencies
75.23 % 95%
Implementation of
projects to reduce
the incidence and
severity of fire
and other
emergencies for
2017/2018
95%
implementation
of projects to
reduce the
incidence and
severity of fire
and other
emergencies
45.52 25.38L
See Projects on the
SDBIP linked directly
to the Scorecard.
See Projects on the
SDBIP linked directly
to the Scorecard.
4.7 Ensure the safety and
security of municipal
councillors, officials and
municipal assets
99.45 % 88.33 %
Implementation of
Projects linked to
the SDBIP to
ensure safety and
security of
municipal
councillors,
officials and
municipal assets
during the
financial year
88.33 %
Implementation
of Projects linked
to the SDBIP to
ensure safety
and security of
municipal
councillors,
officials and
municipal assets
71.67 74.46J
See Projects on the
SDBIP linked directly
to the Scorecard.
See Projects on the
SDBIP linked directly
to the Scorecard.
4.8 Number of Clinics
reaching the ideal clinic
status as required by
the National Department
of Health
4 Number 5 clinic reaching
ideal clinic status
by 30 June 2018
21 clinics
reaching ideal
clinic status by
30 June 2022
0 0 A Several audits were
conducted during
December - we are
awaiting the audit
reports after which the
quality improvement
plans will be
developed.
Index KPI Name Baseline as
at 30 June
2016
Unit Of
Measure
Annual Target
as at 2017/2018
5 Year Target as
at 2021/2022
Quarter 2
Target as at
31
December
2017/2018
Quarter 2
Actual as at
31 December
2017/2018
Indicator Reason For
Variance
Steps Taken to
Improve Performance
Comment
4.9 Percentage adherence
to National
Environmental Health
Services Norms and
Standards
New KPI -
No Baseline.
% 75% adherence to
National
Environment
Health Service
Norms and
Standards by 30
June 2018
75% adherence
to National
Environment
Health Service
Norms and
Standards by 30
June 2022
65 77.90J
Over achieved due to
improvements to
infrastructure, delivery
of outstanding fixed
assets (eg. laptops),
and increases in
resources.
Average of 3 sub-district
results i.e. 74.8 - North, 85
- West, 74 - South
KPI Name Baseline
as at 30
June
2016
Unit Of
Measure
Annual Target
as at 2017/2018
5 Year Target as
at 2021/2022
Quarter 2
Target as at
31
December
2017/2018
Quarter 2
Actual as at
31
December
2017/2018
Indicator Reason For
Variance
Steps Taken to
Improve Performance
Comment Linked to the SDBIP
5.8. The number of people
from employment equity
target groups employed in the
three highest levels of
management in compliance
with a municipality’s approved
employment equity plan:
People With Dissabilities
(PWD)
12 Number 28 28 28 17L
Slow
recruitment
processes and
high number
of non
appointments
Identified vacancies to
address shortfalls as well
as communicating with
line managers to assist
with speeding up the
process of filling
vacancies
TARGET NOT
MET
Indirect link :
5.8.1.1 EE Awareness Programme
5.8.1.2 Diversity Training
5.8.1.3 PWD and Women Empowerment
5.8.1.4 EE Communication Plan
5.8.1.5 EE (DOL) Compliance
5.9. The number of people
from employment equity
target groups employed in the
three highest levels of
management in compliance
with a municipality's approved
employment equity plan:
FEMALE TOP
32 Number 389 females
employed in the
middle level of
management by
30 June 2018
44 females
employed in the
top level of
management
44 34L
Slow
recruitment
processes and
high number
of non
appointments
Identified vacancies to
address shortfalls as well
as communicating with
line managers to assist
with speeding up the
process of filling
vacancies
TARGET NOT
MET
Indirect link :
5.8.1.1 EE Awareness Programme
5.8.1.2 Diversity Training
5.8.1.3 PWD and Women Empowerment
5.8.1.4 EE Communication Plan
5.8.1.5 EE (DOL) Compliance
5.10. The number of people
from employment equity
target groups employed in the
three highest levels of
management in compliance
with a municipality's approved
employment equity plan:
FEMALE SENIOR
112 Number 144 144 144 141L
Slow
recruitment
processes and
high number
of non
appointments
Identified vacancies to
address shortfalls as well
as communicating with
line managers to assist
with speeding up the
process of filling
vacancies
TARGET NOT
MET
Indirect link :
5.8.1.1 EE Awareness Programme
5.8.1.2 Diversity Training
5.8.1.3 PWD and Women Empowerment
5.8.1.4 EE Communication Plan
5.8.1.5 EE (DOL) Compliance
5.11. The number of people
from employment equity
target groups employed in the
three highest levels of
management in compliance
with a municipality's approved
employment equity plan:
FEMALE MIDDLE
316 Number 389 389 389 372L
Slow
recruitment
processes and
high number
of non
appointments
Identified vacancies to
address shortfalls as well
as communicating with
line managers to assist
with speeding up the
process of filling
vacancies
TARGET NOT
MET
Indirect link :
5.8.1.1 EE Awareness Programme
5.8.1.2 Diversity Training
5.8.1.3 PWD and Women Empowerment
5.8.1.4 EE Communication Plan
5.8.1.5 EE (DOL) Compliance
Plan 5: Supporting organisation design, human capital development and management
Plan Owner: Dumisile Nene
Index KPI Name Baseline as
at 30 June
2016
Unit Of
Measure
Annual Target as at
2017/2018
5 Year Target as at
2021/2022
Quarter 2
Target as at
31
December
2017/2018
Quarter 2
Actual as at
31
December
2017/2018
Indicator
6.5 Implementation of strategic
social infrastructure development
linked to the Parks, Recreations
& Culture Unit
New KPI -
No Baseline
% 95.42% implementation
of SDBIP projects for the
2017/18 financial year
100% implementation of
SDBIP projects for the
financial year
75.21 62.38L
Plan 6 : A vibrant and creative city - the foundation for sustainibility and social cohesion
Plan Owner: Martin Xaba
Index KPI Name Reason For Variance Steps Taken to Improve
Performance
Comment Links to SDBIP
6.1 Number of
opportunities
reflecting the extent
of access to social
upliftment activities
to cultivate a sense
of active citizenship
Comment copied from PRJ-6.1.2:Due to
the diverse nature of the work undertaken
by the Unit, various sections are drawn into
partnerships by other depts & stakeholders
(in addition to existing projects). Additionally,
since this project speaks to establishing and
maintaining relationships, the more of these
that are concluded ensures that we are able
to uphold our mandate, to deliver on the
servcies that our citizens request.
Comment copied from PRJ-6.1.1: ALC - 5 activities; DAG - 3 activities; LHM - 1 activity; Libraries - 32 activities; NSM -
307 activities; PLC / Unit - 36 activities. Review the plans of each of the sections to see if this is in line with the Unit
strategy. Amend targets in MTA.Comment copied from PRJ-6.1.2 D. Allan - Blue Swallow Working Group; A. Ruiters -
COMCOL Conference 2017; L. Richards - Leigh - FBIP; D. Allan - PMB Airport - Safety & Bird Issues; SAASTEC 2017 -
Sustainability Presentation - B. Gumede & N. Cele; T. Adams - World Surf Cities Network - Oct 2017; ALC - Zoe Life
NPO 04 December 2017; Mpumalanga CLP - Presentation to WP Museum Services - Allison Ruiters - Oct 2017;
SAASTEC 2017 - Natural Science Collections Facility - T.Naidoo; SAMA 2017 - Natural Science Collections Facility - A
Ruiters; The LHM 2017 Bremen Close Out Report (2); Thembi & Themba at the Museum - MOU. Review the plans of
each of the sections to see if this is in line with the Unit strategy. Amend future targets.
6.1.1. Provide citizens with a diverse
range of opportunities for learning and
enrichment.
6.1.2. Establish and maintain local,
national and international relationships
to promote Global Citizenship.
6.2 Number of
opportunities
reflecting the extent
of access to sports
development and
recreational
programs
Comment copied from PRJ- 6.2.1: Coordinated sport code technical capacity building in Netball and Dance as per
attached report, 2) On the 29/10/17 coordinated Amanzimtoti Maraton for 10,21,42 km,3) Coordinated different sporting
activities in three Zones, Sipho Mkhize,Prince Cyril Zulu and Mathew Meyiwa, 4) Coordinated eThekwini delegation that
participated at King Cetshwayo District from 08/12/17 t0 11/12/17 and come back with avarall win and eight gold in eight
different codes; Comment copied from PRJ- 6.2.2: Hosted Senior Citizens National Champs from 20 to 27/10/18,
Detailed Close Out Report available in our offices for collection. 2) Cordinated boxing awareness as indoor recreational
activities at Lamontville as well as family day activities in Casaurina Park, Thongathi, Lastly hosted wheelchair basketbal
international recreational camp in Thongathi indoor hall.
6.2.1. Create and facilitate sports
development opportunities linked to 20
sports codes.
6.2.2. Undertake programmes that
provide recreational opportunities for
mass participation for all citizens.
Plan 6 : A vibrant and creative city - the foundation for sustainibility and social cohesion
Plan Owner: Martin Xaba
Index KPI Name Reason For Variance Steps Taken to Improve
Performance
Comment Links to SDBIP
6.3 Projects
implemented
towards effective
management of
legislative
requirements to
support effective
green environment
management.
Comment copied from PRJ-6.3.1 The Reserves Management Plans development and proclamation is still not finalised by KZN Wildlife a letter
of reminding them was sent in November from the Office of the Head, Environmental Planning and they (KZN Wildlife) responded proposing to
meet in January 2018;Comment copied from PRJ-6.3.2;1. Parks District 5 replanted Aloe Bansii trees in Athlone Park after they were uprooted
by the storm on 10 October 2017 and also planted 2400 annuals. 2. Durban Botanic Gardens - sorted out and named some of the Central African
cycads assisted by Avis Nel. This will assist in knowing what is to be planted in the Garden and what is surplus to our needs and does not require
any permits. After that tidy up old dead plants, removed spilt potting soil and emptied pots. Oleum was sprayed on 04 and 20 October 2017 and
01 November on the cycads in Durban Botanic Gardens and Old Fort Gardens to control the quantity that feed on the plants. They have been
working on the permanent labels with index numbers on using tenet pegs to secure the seventy (70) that have been installed. Collected and
distributed to Randles Nursery and Production and Display seeds of encephalartos lemboboensis, lehmanni and senticosus x 2 cones- total 4
cones. General maintenance of weeding, pruning, edging, watering, fertilizing and composting on the path continues at the Butterfly Garden.
Orchid and Bromeliad Nursery - Orchid Internship programme began from 1st September with Bonga Mazibuko is with us until the end of
November when he will return to his Truro Road Depot. He assists the staff in the Orchid nursery. A soldering iron was bought to create bigger
holes in the plastic pots sides/bottoms. Thirty Five (35) new plants were added to the Orchid Display House formerly Randles Nursery. Old plants
were removed to recover. 20 Oncidium sphacelatum orchid plants in flower were given to Production and Display for selling. These are in excess
to our needs. Donated plants and cuttings of a streptacarpella which is free flowering and suitable for hanging baskets. These will be used in the
Orchid Display House once they are mature. Acacia xanthophloea has been uprooted on the island in the lake area. A new Strelitzia book has
been completed after 20 years of work by Prof ‘Snowy’ Baijnith of UKZN. Sno Comment copied from PRJ-6.3.3 The awareness campaigns are
done annually throughout the City to raise and promote sustainable land practices to promote other means of disposing human remains in the
City other than ground burials. In October and November 2017 these programs were held in the northern zones of the City as follows:- Bridge
City, Tongaat Mall, Phoenix Plaza and Kwa-Mashu Sizakala. SACA held a strategic planning workshop and annual general meeting on 14 – 16
November 2017 in Durban attended by Mr P. Dass to undertake work to achieve the objectives of co-operative and good governance. Comment
copied from PRJ-6.3.4 Manuscript entitled "Integrative taxonomy resolves three new cryptic species of small southern African horseshoe bats
(Rhinolophus)" was successfully submitted online and is presently being given full consideration for publication in the Zoological Journal of the
Linnean Society.
6.3.1. Develop and Review of
Management and Master Plans for
Conservation sites.6.3.2. Develop and
manage urban forestry programme in
line with the City's Greening Strategy
.6.3.3. Engagement with relevant
stakeholders on issues of sustainable
land practices. 6.3.4. Conducting
fundamental research, and
disseminating this to the broader
scientific community.
6.4 Number of socio-
cultural
empowerment
initiatives.
Reason copied from PRJ 6.4.2 The intern
that NSM received from KZN DAC was
unplanned, and was a request received
from them in Oct 2017. ALC section had the
appointment of new staff member that
started in October / November 2017, as a
result, they were able to increase their
activities quite significantly. Additionally, Due
to the diverse nature of the work undertaken
by the Unit, various sections are drawn into
partnerships by other depts (in addition to
existing projects). With ALC programmes
approved timeously, they were able to
engage more local organisations,
councillors and independent artists. It also
meant they were able to procure good and
services required well in advance which
further reduced the projected costs per
programme allowing ALC to do more.
Additionally, since this project speaks to
implementing programmes to create
opportunities to our citizens, our mandate is
to deliver on the servcies that our citizens
request.
Comment copied from 6.4.1 5 ACTIVITIES Comment copied from PRJ 6.4.2 11 ACTIVITIES. Review the plans of
each of the sections to see if this is in line with the Unit strategy. Amend future targets. Comment copied from PRJ
6.4.3 02-04 October 2017 - Introduction to Agro-Ecology course training was held. Youth was trained on bed
preparation, planting techniques, seed sowing, etc. They received certificates from FTFA and the Municipality. Local
youth attended were 12 members and were interested in starting up community garden; 03 October 2017 - Education
Officer, Zodwa Msweli visited Ward 86 gardeners to donate hoes and seedlings. She also helped and assisted them in
planting; Fish Pond at Phezukomkhono, in Ward 106 which was blown away by the storm on the 10th of October 2017
and after the storm the fish pond was repaired and ready to be used again; 16-17 October 2017 – Silverglen Nursery
hosted Ntuzuma group of 8 people who attended a plant propagation course. The course started by the theoretical part
where members were introduced into the course, methods of propagation, etc. Secondly, they were guided through the
nature trail where they got to observe and identify the variety of plants around the nursery and in the Reserve as a whole
while inter-changing vital information. The practical part of the course; members were taught more about preparations of
the soil with which plants are to be panted, the plantation of the various seeds according to their different types as well as
the potting of the crops; 26 October 2017 – Held Edu Plant Permaculture workshop at the Durban Botanic Gardens
attend by learners and educators from different schools in Ink area; 02-03 November 2017 – Parks managers and Horts
attended the Plant Pest Monitoring and Prevention Workshop at Pietermaritzburg Botanic Gardens. It was one of those
wonderful opportunities to have international speakers Dr Chris Malumphy (senior entomologist with Fera Science in the
United Kingdom) and Dr Trudy Paap (postdoctoral fellow with the University of Pretoria) impart their knowledge. The
workshop has given Parks staff plenty to think about and inspire practice in urban forestry management and
arboriculture/tree surgery. 2 ; Comment copied from PRJ-6.5.1 Creative Arts Professional Workshops
6.4.1. Facilitation of interactive
programmes support economic
empowerment .
6.4.2. Implement programmes to
create opportunities in arts culture,
parks and heritage.
6.4.3. Development of community /
agricultural fish ponds and plant
nurseries.
6.5.1. Develop and evaluate new plans
to support the creative industry.
Index KPI Name Reason For Variance Steps Taken to Improve
Performance
Comment Links to SDBIP
6.5 Implementation of
strategic social
infrastructure
development linked
to the Parks,
Recreations &
Culture Unit
Reason copied from PRJ 6.6.1The project
is running behind schedule as there were
stoppages by Inanda Forum Reason
copied from PRJ 6.6.3 The construction
has not yet started. The Unit and Legal are
still working on the Memorandum of
Understanding (MOU) for sharing facilities. ;
Reason copied from PRJ 6.6.5 The
construction has been slowly in progress
due to bad weather ; Reason copied from
PRJ 6.6.6 The project was re-advertised as
per the decision made by the BAC
Executive Committee.; Reason copied
from PRJ 6.6.7 There was a delay in
starting the project
Steps Copied from PRJ 6.6.1
The problem and differences
have been sorted and work is
now in progress ; Steps
copied from PRJ 6.6.3 The
Unit and Legal are still working
on the Memorandum of
Understanding (MOU) for
sharing facilities. Looking at
the stage of the project now, it
should be temporarily removed
from SDBIP reporting ; Steps
copied from PRJ 6.6.5 The
project is now in progress;
Steps copied from PRJ 6.6.6
A new BAC report to be
submitted at the next BAC
meeting which will take place in
early 2018; Step copied from
PRJ 6.6.7 The Unit will change
project target
Comment copied from PRJ 6.6.1 The construction on site is in progress and 75% of work has been done. Site
meetings are held to report on progress.Comment copied from PRJ 6.6.2 The construction is at Stage 5 of the project
life cycle as per the information from Architecture. Letter of award received, awaiting for a site hand-over to the
contractor by implementing Department.; ;Comment copied from PRJ 6.6.3 The construction has not yet started. The
Unit and Legal are still working on the Memorandum of Understanding (MOU) for sharing facilities. Looking at the stage
of the project now, it should be temporarily removed from SDBIP reporting; Comment copied from PRJ 6.6.4 The
project is complete. Comment copied from PRJ 6.6.5 The project is in progress and the actual progress achieved is
77%. ;Comment copied from PRJ 6.6.6 The construction is at Stage 5 of the project life cycle as per the information
from Architecture. The project was re-advertised as per the decision made by the BAC Executive Committee. A new
BAC report to be submitted at the next BAC meeting which will take place in early 2018. Comment copied from PRJ
6.6.7 The construction was delayed but is now in progress. The Unit will change project target ;Comment copied from
PRJ 6.6.8 The contractor is on site; Comment copied from PRJ 6.6.10 Queen Thomo Tender document is part of the
tender document and research document as part of the research and exhibition; ;Comment copied from PRJ 6.6.11
Project is on track.
6.5.2. Development of master plan for
cultural precincts Phase 2: Rivertown
Cultural Precinct.
6.6.1. 1 Inanda Pool :Stage 5.
6.6.2 Tshelimnyama Library Stage 4.
6.6.3. Intshanga sports field Stage 3.
6.6.4. Waterloo sports field Stage 3.
6.6.5. Umgababa Beach : Stage 5.
6.6.6. Mobeni Crematorium stage 1.
6.6.7 Amaoti Library stage 3 6.6.8
Whetstone Library stage 4
6.6.9.Execute new Museum of
Education Project Plan.
6.6.10. Executing Phase 2 for Cato
Manor Museum.
6.6.11. Plan and execute National
Liberation Heritage Route.
6.6.12. Plan and execute eThekwini
Living Legends
6.6 Develop, review,
implement or report
on collections
management
mechanisms to
address the
Preservation and
Management of
Heritage Assets
DAG - Digitisation Programme; LHM - inventory & valuation report; NSM - Fire Protection Monitoring System; NSM -
Mobile Shelving; NSM - SPECIFY Collections Database Report; PLC - DBG Collections Report; PLC - Mitchell Park Zoo
6.7.1. Developing collections
management mechanisms to address
the preservation and management of
heritage assets.
Index KPI Name Baseline
as at 30
June
2016
Unit Of
Measur
e
Annual
Target as at
2017/2018
5 Year Target
as at
2021/2022
Quarter 2
Target as at
31
December
2017/2018
Quarter 2
Actual as at
31
December
2017/2018
Indicat
or
Reason
For
Variance
Steps
Taken to
Improve
Performa
nce
Comment Links
71.1 Number of international
agreements and projects, events
and protocol projects and
intergovernmental agreements
and projects that enhance
Municipal service delivery.
85 Number 130
agreements/
projects that
enhance
Municipal
service
delivery
during
2017/18
130
agreements/
projects that
enhance
Municipal
service
delivery.
63 36L
Direct link:
71.1.1 Implement co-operative international relations
programmes that mobilises financial and knowledge
exchange that supports capacity of staff and office bearers
to deliver the IDP.
71.1.2. Implement co-operative Africa/NEPAD programmes
that mobilises financial and knowledge exchange that
supports capacity of staff and office bearers to deliver the
IDP
71.1.3. Implement an integrated intergovernmental
relations programme that mobolises resources, policy
alignment and knowledge exchange that benefits all
stakeholders
71.1.4 . Implement an integrated intergovernmental
relations programme that mobolises resources, policy
alignment and knowledge exchange that benefits all
stakeholders
71.1.5 Implement stakeholder relations and integration of
Mayors Office with all IGR Structures, Inter-municipal
projects, SALGA and government communicators at all
levels.
71.2 Customer satisfaction based on
the mystery shopper programme
90 % 87%
customer
satisfaction
for the
financial year
87% customer
satisfaction
Projects linked to
this KPI to be
removed during
MTA's, these were
errounously
included in 17/18
SDBIP
Indirectly linked
71.2.1 Implementation of the customer relations
management strategy.
71.2.2 Determine and implement a capital programme to
upgrade existing centres and provide for new centres in
areas where needed.
71.3 Integrated services meeting the
needs of the customers at
Sizakala Centres
100 % 100%
implementati
on as per the
project plans
for 2017/18
100%
implementatio
n as per the
project plans.
Projects linked to
this KPI to be
removed during
MTA's, these were
errounously
included in 17/18
SDBIP
Direct link
71.2.2.1 Provide integrated services at Sizakala Centres.
Indirect link
71.2.2.2 Additions/alterations at 3 centres and plannning of
1 new centre.
Plan 7A :Good Governance and Responsive Local Government
Plan Owner: Sipho Cele
Index KPI Name Baseline
as at 30
June
2016
Unit Of
Measur
e
Annual
Target as at
2017/2018
5 Year Target
as at
2021/2022
Quarter 2
Target as at
31
December
2017/2018
Quarter 2
Actual as at
31
December
2017/2018
Indicat
or
Reason
For
Variance
Steps
Taken to
Improve
Performa
nce
Comment Links
71.4 Number of interventions to
encourage effective public
participation in Council activities
648 Number 480
interventions
to encourage
effective
public
participation
in Council
activities for
2017/18s
480
interventions
to encourage
effective public
participation in
Council
activities
118 142J
Directly link:
71.3.1. Facilitate Grant in Aid distribution.
71.3.2 Capacitate Community Based Structures.
71.3.3 Facilitate reviews of Community Participation Unit
Policies.
71.3.4 Faciliate empowerment programmes for Traditional
structures
71.3.5 Facilitate implementation of Community Based
Planning.
71.3.6. Create platforms for stakeholder engagements.
7.3.7 Facilitate implementation of Poverty Alleviation
Programme.
71.3.8 Facilitate and Support Vulnerable groups
Programmes.
71.3.9 Facilitate and Support Gender and Youth
Programmes 71.3.10 Facilitate and Support Youth
Development Programmes.
71.5 No. of communication tools
maintained and developed in line
with the Adopted
Communication Strategy and
Policy in order to provide
facilities for the Municipality to
communicate internally and
externally
11 Number Maintain 11
communicati
on tools
during the
financial year
Maintain 11
communicatio
n tools during
the financial
year
11 11J
Direct Link:
71.4.2.Maintain existing communication tools
Indirect Links:
71.4.1. Implement communication and marketing strategies
and policy;
71.4.3. Implement Municipal media relations strategy.
71.6 Implementation of identified
systems, policies, events and
services to promote the interface
between Council, the
Administration and the Citizenry.
98.75 % 100%
implementati
on of 3
identified
projects to
promote the
interface
between
Council, the
Administratio
n and the
Citizenry
during
2017/18
100%
Implementatio
n of 3
identified
projects to
promote the
interface
between
Council, the
Administration
and the
Citizenry.
50 50J
Direct link:
71.5.1. Provide operational support to ward committees
71.5.2 Provide training to Ward Committee Secretariat
71.5.3. Municipal wide Records Management
Index KPI Name Baseline
as at 30
June
2016
Unit Of
Measur
e
Annual
Target as at
2017/2018
5 Year Target
as at
2021/2022
Quarter 2
Target as at
31
December
2017/2018
Quarter 2
Actual as at
31
December
2017/2018
Indicat
or
Reason
For
Variance
Steps
Taken to
Improve
Performa
nce
Comment Links
71.7 Provide strategic management
and coordination support to the
political oversight role of the
Mayor
92.60 % 100 %
implementati
on of SDBIP
projects for
the financial
year
An effective
and efficient
political
oversight
function
60 25L
Direct linked
71.6.1 Coordinate the Mayor's statutory obligations ito
preparation, implementation and monitoring of the IDP and
the budget.
71.6.2 Coordinate the strategy sessions with the
administratrtion and monitoring of the implementation of the
strategy
71.6.3 Coordinate the Mayor's interaction with strategic
interests groups, including vulverable groups.
71.6.4 Coordinate civic and ceremonial functions of the
Mayor.
71.6.5. Develop an indegent policy and strategy.
Index KPI Name Baseline as
at 30 June
2016
Unit Of
Measure
Annual
Target as at
2017/2018
5 Year Target
as at
2021/2022
Quarter 2
Target as at
31
December
2017/2018
Quarter 2
Actual as at
31
December
2017/2018
Indicator Reason
For
Variance
Steps Taken
to Improve
Performance
Comment Links
72.1 Percentage implementation of
the anti-corruption and human
rights programme
79.77 % 90%
implementatio
n of the anti-
corruption
and human
rights
programme
during
2017/18
90%
implementatio
n of the anti-
corruption and
human rights
programme
during the
financial year
89 72.6J
Direct link:
72.7.1 Provide an effective
forensic investigative service.
72.7.2 Promotion of Human
Rights and good governance
principles throughout the EMA
72.2 Develop & faciliate
implementation of Enterprise
Risk Management (ERM)
programs in the municipality.
132 Number 146 ERM
programs
implemented
in the
municipality
during
2017/18
146 ERM
programs
implemented
in the
municipality
during
2021/2022
71 80J
Direct Link:
72.13.1 Training and
awareness
72.13.2 Systems
enhancements
72.13.3 Risk assessment
72.13.4 Business Continuity
program
72.13.5 Strategic and
operational risk Assessment
and reviews
72.3 Percentage of audit projects
undertaken as per plan
approved by the Audit
Committee to determine the
adequacy of internal controls
designed to mitigate against
identified risks
120 % 90% audit
projects
undertaken as
per plan for
2017/18
90% audit
projects
undertaken as
per plan
30 32J
Direct Link:
72.8.1. Undertake Internal
Audits as approved by the
Audit Committee.
Indirectly linked:
72.8.2. To monitor the
implementation of the
recommendations by
management
72.8.3. To ensure quaility
internal audit services by
measuring the audit
committees 's satiesfaction
Plan 7B :Good Governance and Responsive Local GovernmentPlan Owner: Sipho Nzuza
Index KPI Name Baseline as
at 30 June
2016
Unit Of
Measure
Annual
Target as at
2017/2018
5 Year Target
as at
2021/2022
Quarter 2
Target as at
31
December
2017/2018
Quarter 2
Actual as at
31
December
2017/2018
Indicator Reason
For
Variance
Steps Taken
to Improve
Performance
Comment Links
72.4 Implementation of IT initiatives
to improve efficiencies,
effectiveness & accountability
and eliminate wastage of
resources
109.80 % Completion of
all projects on
the SDBIP by
30 June 2018
100 %
implementatio
n of all
projects in the
ICT strategy
that have a 5
year or less
life span
43.6 35.6L
Direct Link:
72.9. Provision of an
automated solution
development
72.10. Network,
Telecommunications and
Electronic Services
72.11. Managing ICT
Customers and desktop
infrastructure
72.12. Provision of a secure
and robust server and data
centre infrastructure
72.5 Percentage of Business License
Applications finalised within
statutory timeframe - 60 days
39 % All business
licence
applications
finalised
within 60 days
All business
licence
applications
finalised within
60 days
100 97L
Direct Link:
72.14.1. % of Business
License Applications finalised
within statutory timeframe - 21
days
72.6 Coordination and
implementation of the Area
Based Management (ABM)
programme
100% % 100%
implementatio
n of all
projects in the
Area Based
Management
programme
by 30 June
2018
100%
implementatio
n of all
projects in the
Area Based
Management
programme
50 58.32L
Direct Link:
Prg15:
72.15. Coordinate and
Implement ABM projects
Index KPI Name Baseline
as at 30
June
2016
Unit Of
Measure
Annual
Target as at
2017/2018
5 Year Target
as at
2021/2022
Quarter 2
Target as
at 31
December
2017/2018
Quarter 2
Actual as
at 31
December
2017/2018
Indicator Reason For
Variance
Steps Taken to
Improve
Performance
Comment Links to SDBIP PME Comment
8.1 The percentage of the
municipality’s capital budget
actually spent on capital projects
in terms of the municipality’s
integrated development plan
including housing top structure
expenditure.
90 % 90% of
capital
budget spent
by 30 June
2018
90% of capital
budget spent
by financial
year end
35 28.34%L
The upgrade of the
Phoenix Cash
Office an the
construction of the
SCM building will
take place in the
2018/19 financial
year. The savivgs
will be allocated to
other projects
during the
adjustments
budgets process.
Whilst there
appears to be under
spending at this
stage most of the
departments
indicated that the
budget will be fully
spent and
accordingly a
99.92% spend is
forecasted.
Interventions are in
place to ensure
that the annual
targets will be
met.There are
procurement plans
to ensure that all
procurement
scheduling is in
place as well
smooth SCM
processes.
Savings on
underspent
projects will be
reallocated to
other projects via
the adjustments
process.
Indirect link
8.1.2. Co-ordinate and compile a 3 year Capital
Budget which is affordable and in line with the
financial model/strategy.
8.2.1. Provide support on city's strategic
budgeting process
8.6.1. Ensure capital provision spend for Real
Estate Blocksum iro property acquisitions
8.16.1 Reporting on procurement plans for the
Top 150 capital projects
8.17.1 Implementation of Durban Energy Office
programmes
8.6 Gearing Ratio (Debt to Total
Income including grant income)
28.80 Ratio Gearing ratio
of 45 by 30
June 2018
Gearing ratio
of 45 for the
financial year
0 23.51%L
Favourable. This is
normally an annual
target and the 45%
is a National
Benchmark. This
ratio would increase
when the R1billion
loan to fund capital
is taken. Intention is
to keep borrowings
to a minimum and
seeking alternative
sources of revenue.
None required Indicator
changed due to
Audit results
Indirect Link
8.1.1. Co-ordinate and compile an Operating
Budget which is sustainable and affordable to the
rate payer/consumer
8.2.2. Alignment of operating budget to the IDP
8.3.1.1. Long Term Financial Plan
8.3.2.2. Borrowing Framework Policy and
Guidelines
8.8.1.1. External vs. internal funding exercises
8.11.2. Review borrowing for implementation of
capital programme.
8.15.1.1. Banking and reconciliation of cash on a
daily basis
8.3.2.3. Budget Policy
8.3.2.8. Tariff Policy
8.9.1. Grow property sales income
8.9.2. Grow property lease income
Plan 8 :Financially Accountable and Sustainable City
Plan Owner: Krish Kumar
Index KPI Name Baseline
as at 30
June
2016
Unit Of
Measure
Annual
Target as at
2017/2018
5 Year Target
as at
2021/2022
Quarter 2
Target as
at 31
December
2017/2018
Quarter 2
Actual as
at 31
December
2017/2018
Indicator Reason For
Variance
Steps Taken to
Improve
Performance
Comment Links to SDBIP PME Comment
8.8 Maintain an overall payment rate
of Cash over Monthly billing at
95%
103 % 95%
payment rate
of cash over
monthly
billings for
the 2017/18
financial year
95% payment
rate of cash
over monthly
billings for the
financial year
95 88L
Rolled over from
projects
8.5.1.2 Increase in
disconnections,
8.5.1.3 Overbilling
of charges,
8.5.1.4. Limited
disconnections for
non-payment.
Rolled over from
projects
8.5.1.3 Reversal of
overbilling,
increase
disconnections,
8.5.1.4 Increase
disconnections and
take legal action.
Direct Link
8.5.1.1 %Collection Collection Rate Bulk
Electricity
8.5.1.2 % Collection Rate Electricity
8.5.1.3 % Collection Rate Water
8.5.1.4 % Collection Rate Rates
Indirect Link
8.3.2.3. Budget Policy
8.3.2.4. Credit Control and Debt Collection Policy
8.3.2.7. Rates Policy
8.8.1.1. External vs. internal funding exercises
8.15.1.1. Banking and reconciliation of cash on a
daily basis
8.7 Revenue completeness: revenue
management system
Index KPI Name Baseline
as at 30
June 2016
Unit Of
Measure
Annual
Target as at
2017/2018
5 Year Target
as at
2021/2022
Quarter 2
Target as at
31
December
2017/2018
Quarter 2
Actual as at
31
December
2017/2018
Indicator Reason For
Variance
Steps Taken to
Improve Performance
Comment
21.8 Revenue-Actual revenue
generated
161.5 Rand
Millions
195 258.2 101 86L
Three events did not
recur in 2017-18 and
resulted in the
quarterly target not
being met. (40th
World Hospital
Congress R3.6m ;
National Traffic
Indaba R4.2m ; 21st
International AIDS
Conference R15.6m)
Strategic sales calls
per province; Review
the repeat business for
the past 5 years and
call on those clients
that have not booked;
Upselling on confirmed
business; Aggressive
marketing at
roadshows ie:
Meetings Africa in Feb
2018; Commercial
exhibitions: Career
Expo
21.19 Employment equity-% of Total
Staff Compliment Disabled: %
3 % 2 2 2 1.17L
One of our disabled
staff members
resigned during Q1
which resulted in the
Q2 actual below being
target.
HR dept is trying to
source disabled staff
for vacancies.
21.31 Woman Staff Employed - % of
staff complement that are
female
New KPI -
No
Baseline.
% 60 62 60 59L
The target was not
met due to
resignations.
The current target is
contradicting the EAP
target provincially and
will be adjusted during
the mid-term
amendments.
Plan 21 :ICC
Plan Owner: Philip Sithole
Index KPI Name Baseline
as at 30
June 2016
Unit Of
Measure
Annual Target as at
2017/2018
5 Year Target as
at 2021/2022
Quarter 2
Target as
at 31
December
2017/2018
Quarter 2
Actual as
at 31
December
2017/2018
Indicator Reason For
Variance
Steps Taken to
Improve Performance
Comment
22.9 Achievement of 10% growth on
gross revenue year on year
New KPI -
No
Baseline.
% To achieve 10%
growth on gross
revenue year on
year.
To achieve 10%
growth on gross
revenue year on
year.
10 - 1L
Nolonger receiving
full revenue for
photographic and
merchandise revenue
has declined from
prior year
A revised
merchandising
strategy is being
implemented.
Target not
achieved,
gross revenue
declined by
1%.
22.14 Manage number of debtors days
against targeted debtors days
New KPI -
No
Baseline.
% To ensure that all
debtors are collected
within 30
To ensure that all
debtors are
collected within 30
days
100 56L
Target not achieved,
some debtors were
overdue at the end of
the quarter.
Continued follow up on
outstanding rentals in
line with the debtors
policy
Target not
achieved,
44% percent
of the debtors
were overdue
at the end of
the quarter.
Plan 22 :uShaka
Plan Owner: Philip Sithole
Index KPI Name Baseline
as at 30
June 2016
Unit Of
Measure
Annual
Target as at
2017/2018
5 Year Target
as at
2021/2022
Quarter 2
Target as
at 31
December
2017/2018
Quarter 2
Actual as at
31
December
2017/2018
Indicator Reason For
Variance
Steps Taken to
Improve Performance
Comment
23.1 Number of job opportunities
created
9894 Number 5000 5000 0 0 A
23.2 To maximise occupancy
percentage of all lettable space
81.96 % 75% 100 0 0 A
23.3 To increase the percentage of
events booked at the stadium
and its precinct
New unit of
measure-no
baseline
% 10% increase
in event
bookings
10 0 0 A
23.4 Survey guests and obtain more
than 92% positive guest
satisfaction.
91.93 % 92%
Customer
Satisfication
based on
satisfaction
survey results
92 92 94.6J
SUM of overall
experience /
Number of
surveys.
ANSWER / 5
(max rating)
GRO's are
working
harder in
improving
customer
service.
23.5 Ensure the implementation of
audit recommendation at MMS
84 % 100% of audit
recommendati
on
implemented
100% 0 0 A
23.6 To conduct a total number of 10
trainings per annum as per
2017'18 WSP training plan
11 Number 10 10 0 0 A
23.7 Ensure risks are identified and
managed according to the risk
plan and monitor milestones
76 % 100%
implemention
of the risk
plan
100 0 0 A
23.8 23.8. To engage a total number
of 10 students in financial year
10 Number 10 10 0 0 A
Plan 23 :Moses Mabhida Stadium
Plan Owner: Martin Xaba
Index KPI Name Baseline
as at 30
June 2016
Unit Of
Measure
Annual
Target as at
2017/2018
5 Year Target
as at
2021/2022
Quarter 2
Target as
at 31
December
2017/2018
Quarter 2
Actual as at
31
December
2017/2018
Indicator Reason For
Variance
Steps Taken to
Improve Performance
Comment
23.9 Actual operating expenditure not
to exceed approved budget
Yes Yes/No Operating
expenditure
less than or
equal to
approved
bugdet
Yes Yes YesJ
23.10 Capital Expenditure -percentage
spent vs budget for financial
year
20.47 % 100% 100% 0 0 A
23.11 Ensure that all the collection
steps are taken against clients
with outstanding invoices
100 % 100 100 0 0 A
23.12 Ensure that all event invoices
are paid prior to the event date
92.5 % 100 100 100 0L