ethekwini municipality scorecard...exchange with nacala and providing secretariat support for the...

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

(%)


Environment

12 3 17 80.00


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 5 Dumisile Nene 17


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


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


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.



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



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



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




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



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



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




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.


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;


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


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


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



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



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.


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



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



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


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.


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


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


Variance

Steps Taken to

Improve

Performance

Comment PME

Comment


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.


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


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


Variance

Steps Taken to

Improve

Performance

Comment PME

Comment


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.


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


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


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.


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


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


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


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


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


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.


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


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


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


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


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


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


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


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


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


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


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


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


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.


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


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.


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


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


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


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


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


to the Scorecard.

See Projects on the


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


to the Scorecard.

See Projects on the


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.


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


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


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






with a municipality's approved


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






process of filling

vacancies

TARGET NOT

MET

Indirect link :













FEMALE SENIOR

112 Number 144 144 144 141L

Slow

recruitment

processes and

high number

of non

appointments






process of filling

vacancies

TARGET NOT

MET

Indirect link :













FEMALE MIDDLE

316 Number 389 389 389 372L

Slow

recruitment

processes and

high number

of non

appointments






process of filling

vacancies

TARGET NOT

MET

Indirect link :






Plan 5: Supporting organisation design, human capital development and management

Plan Owner: Dumisile Nene


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


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



Performance


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.


Performance


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.


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


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


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.


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


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


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


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


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


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


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


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



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


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



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


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



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


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

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