Organisational Performance Scorecard · A report to BAC was not submitted timeously within the validity period therefore a report for a non-award had to be submitted to BAC. Enhance

Plan Name: Number of KPIs Not Achieved :

KPIs achieved within 5% Tolerance

Achievement Rate (%) with tolerance

Achievement Rate (%) without tolerance

Develop and Sustain our Spatial, Natural and Built Environment

2 1 75.00% 62.50%

Plan 2 Developing a Prosperous, Diverse Economy and Employment Creation

4 1 71.43% 64.29%

Moses Mabhida 4 0 66.67% 66.67%

Creating a Quality Living Environment

7 2 80.00% 74.29%

Fostering a Socially Equitable Environment

8 0 61.90% 61.90%

Creating a Platform for Growth, Empowerment and Skills Development

3 0 83.33% 83.33%

Embracing our Cultural Diversity, Arts and Heritage

0 0 100.00% 100.00%

Good Governance and Responsive Local Government

1 2 92.31% 76.92%

Financially Accountable and Sustainable City

0 0 100.00% 100.00%

29 6 79.86% 75.69%

Total number of KPIs 3130 66.67%

Achievement rate (%) with tolerance

Achievement rate (%) without tolerance

Ushaka 25 6 0 80.65% 80.65%ICC 20 10 0 66.67%

Overall Achievement Rate 144 109

Plan name KPIs achieved KPIs not achieved KPIs achieved within 5% Tolerance

Plan 7 Sipho Cele 13 10

Plan 8Krish Kumar 16 16

Plan 5 Dumisile Nene 18 15

Plan 6 Musa Gumede 7 7

Plan 3 Sibusiso Sithole 35 26

Plan 4 Musa Gumede 21 13

Musa Mbhele 14 9

Moses Mabhida Musa Mbhele 12 8

Plan 1 Musa Mbhele 8 5

Plan Plan Owner: Total number of KPIs:

Number of KPIs Achieved :

eThekwini Municipality

Organisational Performance Scorecard

2014/2015SCORECARD REPORT AS AT 30 June 2015

SUMMARY OF

Index KPI Name KPI Owner 2013/2014 Annual Target

Actual as at 30 June 2014/Baseline 2014/2015

Unit Of Measure

Annual Target as at 2014/2015

5 Year Target as at 2016/2017

Quarter 4 Target as at 30 June 2014/2015

Quarter 4 Actual as at 30 June 2014/2015

Achieved within 5% tolerance

Indicator Reason For Variance

Measures Taken to Improve Performance

Means Of Verification Q4

Comment PME Comment Link to SDBIP

1.1 Develop, update and review Planning tools for managing land use and development including Rural Development

Lihle Phewa

100 100 % 15/16 SDF Review completed and SDP review completed

SDF/SDP Annual review

100 100 Review of Spatial Development Plans x4 (North, Central, South, West) - SDP reports for the North, South, Central and Outer West Regions, Exco / Council Resolution adopting final SDP's for all regions;PRJ Spatial Development Framework Review-SDF Report and Council Resolution, letter to COGTA confirming submission of the Report

Evidence uploaded and in the Project audit file in Sindi's office.

DIRECT LINK: Prgm 1.1 Develop and Implement a sustainable and integrated spatial planning system; Prj 1.1.1 Spatial Development Framework Review. 1.1.2 Review of Spatial Development Plans x4 (North, Central, South, West) INDIRECT LINK: Prgm 1.1 Develop and Implement a sustainable and integrated spatial planning system; 1.1.3. Preparation of Local Area Plans 1.1.4. Preparation of Functional Area Plans 1.1.5. Undertake Special Projects 1.1.6. Land Use Scheme Amendments & Reviews 1.1.7. Development Assessment (External applications : PDA 90 days, Ordinance 60 days, Relaxations 30 days) 1.1.8. Development Assessment (eThekwini Housing Planning Approvals : Pre-screening 60days, Less Formal Township Establishment Act (LEFTEA) applications 180days, Planning & Development Act applications 120days)

1.2 100% of all applications finalised within statutory timeframe of 30 days for applications less than 500m2 and 60 days for applications greater than or equal to 500m2

Sbu Ndebele

New KPI - no baseline

% 100% of all applications finalised within statutory timeframe of 30 days for applications less than 500m2 and 60 days for applications greater than 500m2

100% of all building applications meet statutory timeframes

100 99.94 Achieved within variance-0.06% Variance

Meet scorecard stipulated processing time frames for applications - No of Team Leaders (making decisions on behalf of the local authority reduced at Central from 3 to 2 due to retirement

Meet scorecard stipulated processing time frames for applications - Consequential vacancy to be filled.

Meet scorecard stipulated processing time frames for applications - A) Consolidated Stats & example of regional stat, B) BPM report, & Plan Tracker report, C) Application form, D) Internal recommendation/approval doc, E) Decision notice: refused, F) Approval advice, G) Approval stamp.

DIRECT LINK: Prgm 1.4 Manage and regulate the built environment Equal to Prj 1.4.1 Meet scorecard stipulated processing time frames for applications

Plan 1 :Develop and Sustain our Spatial, Natural and Built EnvironmentPlan Owner: Musa Mbhele



Unit Of Measure










1.3 Production of the Annual State of Biodiversity (SOB) Report

Debra Roberts

100 100 % Produce SOB Report

Produce SOB Report

100 100 State of Biodiversity Report

DIRECT LINK: Prgm 1.2 Ensure the long term sustainability of the natural resource base Prj 1.2.5 Regular state of biodiversity reporting INDIRECT LINK: Prgm 1.2 Ensure the long term sustainability of the natural resource base Prj 1.2.1. D'MOSS (Durban Metropolitan Open Space System) and Finescale Systematic Conversation Planning (SCP) 1.2.2. Large scale programmes for implementation of biodiversity and climate protection, and for green job creation 1.2.3. Targeted implementation tools for sustaining and enhancing biodiversity 1.2.4. Land Acquisition and rezoning to secure critical environmental assets 1.2.6. Communicating with biodiversity stakeholders 1.2.7. Biodiversity impact assessment of development applications. 1.2.8. Ensure compliance of municipal infrastructure projects with the Environmental Impact Assessment (EIA) legislation. 1.2.9. Establish an effective compliance and enforcement function to protect key biodiversity and ecosystem goods and services. 1.2.10. Influence city planning to address environmental sustainability 1.2.11. Investigate and test environmental sustainability approaches, policies and tools 1.2.12. Build capacity and support for environmental sustainability issues through communication and education

1.4 Secure a summons or written notice for the accused to appear in court within 21 days

Abdull Domingo

New KPI - no baseline

% 100% of all cases attended to within 14 days

100% of all cases attended to within 14 days

100 100 BPM database, EOs Index Book,Metro Police finces processing. Data Base Maintained for all Clean Up Operations and Day/Night Ops in conjunction SAPS, Liquor Authority, Home Affairs

Operations are done during day and night. Time in Lieu is coupled with overtime to compensate all after hour operations.

INDIRECT LINK: Prgm 1.4. Manage and regulate the built environment Prj 1.4.4. Provide an Enforcement and Prosecution response to Citywide Programs (a) Clean My City Campaign (b) UMZ

1.5 Implement a Municipal Climate Protection Programme

Debra Roberts

100 100 % Develop the Durban Climate Change Strategy

Development of a strategic implementation plan for the adaptation component of the Durban Climate Change Strategy.

100 100 DAC Secretariat and other minutes from meetings, workshop reports, reporting returns, annual report;PRJ;Development of the Durban Climate Change Strategy- Council approval minutes, committee meeting minutes, project planning meeting minutes; communication plan minutes;

DIRECT LINK: Prgm 1.3 Develop and implement a Municipal Climate Protection Programme 1.3.1. Implementation of the Durban Adaptation Charter (DAC) Prj 1.3.2. Development of the Durban Climate Change Strategy

1.6 Facilitate advertising opportunities on Council owned Assets

Ntombi Maema

100 95 % Two Advertising Tenders Published represented as 25% x 4 = 100%

3 Advertising contracts awarded

100 75 Not Achieved-25% Variance

A report to BAC was not submitted timeously within the validity period therefore a report for a non-award had to be submitted to BAC.

Enhance signage opportunities on Council owned assets - SCM process for two advertising tenders have to be restarted

BAC Report DIRECT LINK: Prgm 1.4. Manage and regulate the built environment Prj 1.4.2. Enhance signage opportunities on Council owned assets



Unit Of Measure










1.7 100 % of all applications finalised within statutory timeframes

Daniels Pentasaib

100 99.60 % 100 % of all applications finalised within statutory timeframes

100% 100 100 Strategic Report and Spreadsheet

DIRECT LINK: Prgm1.4. Manage and regulate the built environment Prj 1.4.3. Provide a Building Inspectorate response to Citywide Programs (a) Clean My City Campaign (b) UMZ

1.8 Compliance with the Integrated Coastal Management Act 2009 - Municipality Coastal Management Programme

Andrew Mather

100 80 % Municipal Coastal programme lodged with MEC for approval: A single document for municipal committee approval

100 100 0 Not Achieved-100% Variance

Still waiting for the Province to approve Provincial Coastal management Programme

Still waiting for the Province to approve Provincial Coastal management Programme

None Still waiting for the Province to approve Provincial Coastal management Programme

INDIRECT LINK:Prgm 1.2 Ensure the long term sustainability of the natural resource base1.2.13 Compliance with the Intergrated Coastal Management Act 2009 Municipal Coastal Management Programme



Unit Of Measure






Indicator

2.1 Provide Economic Intelligence and a Strategic Economic Framework as outlined in the SDBIP 2014/15

Ajiv Maharaj 100 99.55 Percentage 100% Achievement of SDBIP Targets during 2014/15

An efficient and user-friendly economic database for the Municipality and public

100 100

2.2 The number of jobs created through the municipality's local economic development initiatives including capital projects

Ajiv Maharaj 15095 17270 Number 15095 81916 15095 18890

Plan 2 :Developing a Prosperous, Diverse Economy and Employment CreationPlan Owner: Musa Mbhele



Unit Of Measure






Indicator

2.3 Trade and Sector Development through sectors that promote economic growth and create jobs through providing support for prioritized sectors in the eThekwini Municipal region

Takalani Rathiyaya

New KPI- No Baseline

Percentage 100% Achievement of SDBIP Targets during 2014/15

Industrial Development Programme to achieve a synergistic relationship between local economic development and the identified sectors

100 97.73 Achieved within 2.27% Variance

2.4 Support, market and promote the local film and digital media industry via the projects as outlined in the SDBIP for 2014/15

Antonette Monty New KPI -No Baseline


Completion of 100% of the projects as outlined in the SDBIP

100 100

2.5 Implementation of Investment Promotion and Facilitation projects as detailed in the SDBIP

Russell Curtis New KPI- No Baseline


100% Achievement of the Projects outlined in the SDBIP

95 100



Unit Of Measure






Indicator

2.6 Facilitate Private Sector Investment Development Partnerships through a set of projects as outlined in the SDBIP for 2014/15

Russell Curtis New KPI - No Baseline.


100% of the Projects outlined in the SDBIP

100 88.5 Not Achieved 11.5% Variance

2.7 Best Practice City Commission and implementation of the recommendations thereof as outlined in the projects in the SDBIP 2014/15

Emmanual Mlambo

New KPI - No Baseline.

Percentage 55% Achievement of SDBIP target during 2014/15


55 50 Not Achieved 9.09% Variance

2.8 Facilitating Nodal Development through the implementation of specific capital projects in the eThekwini Municipal region

Themba Msomi 100 86.2 Percentage 72.29% Achievement of SDBIP Targets during 2014/15


72.29 62 Not Achieved 14.23% Variance



Unit Of Measure






Indicator

2.9 Implement a set of key Strategic Projects for 2013 and Beyond in the eThekwini Municipal region as outlined in the SDBIP for 2014/15

Afika Ndima 100 74.13 Percentage 58.33% Achievement of SDBIP Targets during 2014/15

Realisation of sustainable benefits from Strategic Projects in selected areas in the City

58.33 58.33

2.10 Facilitating Industry Skills and Economic inclusion as is outlined through the projects in the SDBIP for 2014/15

Thulani Nzama New KPI- No Baseline


An increased number of SMMEs capacitated and exposed to various markets in the local and national economy

100 100



Unit Of Measure






Indicator

2.11 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 2014/15

Thulani Nzama 100 100 Percentage 100% Achievement of Project as per the SDBIP Target during 2014/15

An efficient, enabling platform for the Informal Economy to function in the municipal region

100 100

2.12 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 2014/15

Phillip Sithole 100 100 Percentage 100% Achievement of SDBIP Targets during 2014/15

100% Achievement of identified projects in the tourism and related sectors as outlined in the SDBIP

100 100



Unit Of Measure






Indicator

2.13 Managing the Bulk Fresh Produce Market by providing an enabling platform for businesses in the Fresh Produce sector as outlined in the SDBIP for 2014/15

Phillip Sithole 100 92.67 Percentage 100% Achievement of SDBIP Targets during 2014/15

An efficient, enabling platform for businesses in the Fresh Produce industry

100 91.04 Not Achieved 8.96% Variance

2.14 The number of work opportunities (i.e. 230 person days - FTES) created through the municipal capital and operating budget per line dept. this year

David Lievaart New KPI- No baseline

Number 6200 Completion of 100% of the projects as outlined in the SDBIP

6200 6510

KPI Name Reason For Variance Measures Taken to Improve Performance

Means Of Verification Q4 Comment PME Comment Link to SDBIP

2.1. Provide Economic Intelligence and a Strategic Economic Framework as outlined in the SDBIP 2014/15

Comments Copied up From S-PRJ: 2.1.1.1. Sector research / Strategy: Maritime. - Project Completed. S-PRJ: 2.1.1.2. Develop a Supply chain policy for Priority Population groups -Evidence available from PSIR, 12 Floor, Rennie House, Durban. S-PRJ: 2.1.1.3. Spatial research/ Strategy: Economic Spatial Plan. - Evidence uploaded. S-PRJ: 2.1.1.4. Develop Investment Incentives Policy.-Evidence uplodated. S-PRJ: 2.1.2.1. Produce Quarterly EDGE Publications- EDGE Publication 12th Edition; Project Plan. S-PRJ: 2.1.2.2. Organize Quarterly EDGE Seminars/ events.- All work completed in Q3 - as reported. S-PRJ: 2.1.2.3. Operation and Enhancement of Job Monitoring System.- MInutes of Meeting and Progress Report on Job Monitoring attached. S-PRJ: 2.1.2.4. Develop a State of the eThekwini Economy Report.- Attached State of the Economy Report 2013-2014. S-PRJ: 2.1.2.5. Undertake Manufacturing Firm Survey.- Main Report (final), Final signed Addendum to MOA, PSC Agenda, Minutes, Register.S_PRJ:2.1.3.1. Port expansion research - Port Paper: SEFACIL Chapter. S-PRJ: 2.1.4.1. Innovation Needs Analysis.-EThekwini Municipality Innovation Needs Analysis Report. S-PRJ: 2.1.4.2. Innovation Hub/ Precinct.-Final Inception report, Inception Meeting Notes, BAC Decisions, LOA. S-PRJ: 2.1.4.3. Develop and facilitate Innovation Week.-Project Close Out report, Innovation Week (Hackathon) team allocation, register, programme, invitation for registration,. S-PRJ: 2.1.4.4. 3rd International Conference on Innovation & Entrepreuership.-This project was completed in the 3rd Quarter.

Direct link: Average of all Sub-Project under Programme: 2.1. Provide Economic Intelligence and a Strategic Economic Framework as outlined in the SDBIP 2014/15

2.2. The number of jobs created through the municipality's local economic development initiatives including capital projects

This is due to higher than anticipated capital spend. With a budget of R5.6 billion, even spend across the financial year would amount to approximately R1.4 billion per quarter, and it is on this basis that the quarterly targets were calculated. The R1.479 billion spent in Quarter 4, therefore, is slightly higher than had been anticipated with 743 projects yet to spend – an estimated 25%

Estimated calculation of jobs achieved document submitted to PME. Indirect link: to all Project and Sub-Project under Programme: 2.1. Provide Economic Intelligence and a Strategic Economic Framework.

2.3. Trade and Sector Development through sectors that promote economic growth and create jobs through providing support for prioritized sectors in the eThekwini Municipal region

Comments Copied up From S-PRJ: 2.2.11.1. Lamontville Multi-Media Centre - Part of the services were rendered, its the written report that has not been submitted

Comments Copied up From S-PRJ: 2.2.11.1. Lamontville Multi-Media Centre- EDU, legal department together with the service provider and his legal representatives are working on the matter

Comments Copied up From S-PRJ: 2.2.1.1. Durban Automotive Cluster - Means of verification uploaded. S-PRJ: 2.2.2.1. Durban Chemical Cluster - Means of verification uploaded. S-PRJ: 2.2.3.1. AIVP Conference- Post conference report. S-PRJ: 2.2.3.2. eThekwini Maritime Cluster - Board meetings, progress reports, audit, skills,enterprise dev committee reports S-PRJ: 2.2.4.1. Furniture Cluster Projects - Board Meeting Minutes; Invoice, Draft Business Plan; Close out Report S-PRJ: 2.2.4.2. Furniture Skills Programme -PSC Minutes;Selection; Adverts; Addendance Lists; MOA; correspondance. S-PRJ: 2.2.5.1. KZN Fashion Council - Board Minutes; Quarterly Report; Correspondance ILO; Capacity Building project plan; PSC. S-PRJ: 2.2.6.1. KZN Clothing and Textile Cluster.- AGM Invite and Programme; EXCO Reports; Draft MOA; ECOD report; Decision. S-PRJ: 2.2.7.1. Edamame Soya Bean Initiative - Evidence uploaded. S-PRJ: 2.2.8.1. Business Process Outsourcing Initiative.- On going stakeholder relation, proposals and email correspondance. S-PRJ: 2.2.9.1. Supporting Innovation and Technology Initiatives - Means of verification uploaded. S-PRJ: 2.2.9.2. SmartXchange.- Reports. S-PRJ: 2.2.9.3. Pink Furniture Incubator.-Site Meeting minutes; Quarterly Report; Agendas; PSC Minutes; Cashflow; Draft Lease Agreements; Social Contribution; S-PRJ: 2.2.10.1. Durban Green Corridor.- Documents and reports. S_PRJ: 2.2.10.2. Waste Value-Chain Analysis - Evidence Uploaded S_PRJ: 2.2.10.3. Waste Materials Recovery Industry Development Cluster - Evidence Uploaded. . S-PRJ: 2.2.11.1. Lamontville Multi-Media Centre.- report.

Direct link: Average of all Sub-Project under Project: from 2.2.1. Automotive Sector Development and Support to 2.2.11. Operationalisation of Lamontville Multi-Media Centre excluding sub-project : 2.2.5.2. Durban Fashion Fair; under Programme: 2.2. Stimulate key sectors that promote economic growth and create jobs thorugh providing support for prioritised sectors.



2.4. Support, market and promote the local film and digital media industry via the projects as outlined in the SDBIP for 2014/15

Comments Copied up From S-PRJ: 2.16.1.1. Marketing & Communications - Evidence on file - available on request from Sharon at 11th Floor, Rennies House. S-PRJ: 2.16.1.2. Market Access and Audience Development - Evidence on file - available from Sharon at 11th floor, Rennies House. S-PRJ: 2.16.1.3. Content Development Programmes - Evidence available on file 11th Floor Rennie House. S-PRJ: 2.16.1.4. Digital Durban - Evidence on file - available from Toni Monty at 11th floor, Rennies House. S-PRJ: 2.16.1.5. KZN Music Cluster - Evidence on file - available from Toni Monty at 11th floor, Rennies House. S-PRJ: 2.16.1.6. Film Permitting Services - Evidence on File at 11th Floor Rennies House

Direct link: Average of all Sub-Project underProgramme: 2.16. Special Purpose Vehicle to support, market and promote the local film and digital media industry.

2.5. Implementation of Investment Promotion and Facilitation projects as detailed in the SDBIP

Comments Copied up From S-PRJ: 2.3.1.1. Durban Investment Prospectus - Evidence Uploaded and File too voluminous to upload electronically, but extensive hard copy File Of Evidence available for inspection in office., Rennies House 11th Floor. S-PRJ: 2.3.2.1. FDI Strategic Action Plan - Evidence Uploaded and File too voluminous to upload electronically, but extensive hard copy File Of Evidence available for inspection in office, Rennies House, 11th floor.

Direct link: Average of all Sub-Project under Programme: 2.3. Facilitating Private Sector Investment and Partnerships/Investment Promotion and Facilitation.

2.6. Facilitate Private Sector Investment Development Partnerships through a set of projects as outlined in the SDBIP for 2014/15

Comments Copied up From PRJ: 2.12.1. Investment Development of LIV Solar Farm Business Plan) - Step 2&3 as per Project Plan - City Manager dismissed Agency Temp. Project Managers. Deputy Head seconded into DCM's office for Catalytic projects, and all remaining SDBIP projects left to others. S-PRJ: 2.12.2.1. BR&E Phoenix Industrial Park Close-Out & Hand Over - Step 2&3 as per Project Plan- City Manager dismissed Agency Temp. Projects Managers. Protracted & unexplained eThekwini CCTV line departments delays beyond our control. PIPLOA Board decission to delay seminar beyond our control. Close Out Report only possible once above two items done. S-PRJ: 2.12.2.3. BBBEE Framework for Flagship Projects - Step 3 as per Project Plan - City Manager dismissed Agency Temp. Project Managers. Investors not yet finished with their BBBEE structuring & Framework doc, beyond our control.

Comments Copied up From PRJ: 2.12.1. Investment Development of LIV Solar Farm Business Plan) - To re-secure adequate P.M. Human Resources (as we had up to Qtr3, hence clear Audit for Qtr3). S-PRJ: 2.12.2.1. BR&E Phoenix Industrial Park Close-Out & Hand Over- To re-secure adequate P.M. Human Resources (as we had up to Qtr3, hence clear Audit for Qtr3). S-PRJ: 2.12.2.3. BBBEE Framework for Flagship Projects- To re-secure adequate P.M. Human Resources (as we had up to Qtr3, hence clear Audit for Qtr3.

Comments Copied up From PRJ: 2.12.1. Investment Development of LIV Solar Farm Business Plan) - File too voluminous to upload electronically, but extensive hard copy File Of Evidence available for inspection in office, Rennies House, 11th floor. S-PRJ: 2.12.2.1. BR&E Phoenix Industrial Park Close-Out & Hand Over - File too voluminous to upload electronically, but extensive hard copy File Of Evidence available for inspection in office, Rennies House, 11th floor. S-PRJ:2.12.2.2. DCCI MOU Close Out Report - File too voluminous to upload electronically, but extensive hard copy File Of Evidence available for inspection in office, Rennies House, 11th floor. S-PRJ: 2.12.2.3. BBBEE Framework for Flagship Projects - File too voluminous to upload electronically, but extensive hard copy File Of Evidence available for inspection in office, Rennies House, 11th floor

Comments Copied up From S-PRJ: 2.12.1.1. Creating and facilitating new investments in both previously disadvantaged and currently constrained areas (economically & infrastructurally) - During the mid term amendment process and with the restructure of the Unit not taking place, many projects were either consolidated into one project or deleted due to lack of resources, Project name and annual target changed in MTA, Project deleted during mid term amendments.

Direct link: Average of all Sub-Project under Programme: 2.12. Facilitate Private Sector Investment Development.

2.7. Best Practice City Commission and implementation of the recommendations thereof as outlined in the projects in the SDBIP 2014/15

Comments Copied up From. S-PRJ: 2.10.2.1. Feasibility study on industrial hubs in Durban with export & SEZ potential - Project still at Supply chain stage.

Comments Copied up From. S-PRJ: 2.10.2.1. Feasibility study on industrial hubs in Durban with export & SEZ potentia - Service provider to be appointed soon.

Comments Copied up From. S-PRJ: 2.10.1.1. Development of a Durban Investment Handbook. - Evidence available from Ndumiso Mlambo, 70 Loram House, Durban. S-PRJ: 2.10.1.2. Research on investment climate.- Evidence available from Ndumiso Mlambo, 70 Loram House, Durban S-PRJ: 2.10.1.3. Develop a framework and research on the Ease of doing business in Durban- Evidence available from Ndumiso Mlambo, 70 Loram House, Durban . S-PRJ: 2.10.2.1. Feasibility study on industrial hubs in Durban with export & SEZ potential- Evidence available from Ndumiso Mlambo, 70 Loram House, Durban.

Direct link:: Average of all Sub-Project under Programme: 2.10. Best Practice City Commission.



2.8. Facilitating Nodal Development through the implementation of specific capital projects in the eThekwini Municipal region

Comments Copied up From PRJ: 2.4.3. Warwick Development -Draft MOA with PRASA not signed and IRPTN implementation delayed. PRJ: 2.15.1. NDPG - Appointment letter delayed, following administrative challenges due to an interpretation difference of the documents required for submission.

Comments Copied up From PRJ:2.4.3. Warwick Development - DCM has escalated to City Manager's office. Further assessment of improving financial viability of the whole Warwick development is also taking place. PRJ: 2.15.1. NDPG - Procurement plan for 2015/16 finalised and being discussed with SCM.

Comments Copied up From PRJ 2.4.1. Town Centre Renewals -Capital Comparitives for Town Centre Expenditure. PRJ: 2.4.2. Tourism Nodes & Corridor - Construction in progress and evidence Uploaded. PRJ; 2.4.3. Warwick Development.- Draft MOA attached PRJ: 2.15.1. NDPG.-KwaMnyandu Pedestrian Bridge Letter of Award and Design Concepts attached. PRJ: 2.15.2. Westrich / Midway Crossing node development.-refer to Q3 attachments. PRJ: 2.15.3. KwaMashu Furniture Incubator.- Capital Comparatives, proves that projet is practically complete. PRJ: 2.15.4. Umlazi Township 2nd Access Program.- Stakeholder workshop documentation attached PRJ: 2.15.5. Rural Development.- Capital comparatives for Umbumbulu project available at 11 floor Rennies building.

Direct link: Average of all Sub-Project under Programme: 2.4. Promoting investment in priority nodes and corridors. And under Programme: 2.15. Ensuring Township Development.

2.9. Implement a set of key Strategic Projects for 2013 and Beyond in the eThekwini Municipal region as outlined in the SDBIP for 2014/15

Comments Copied up From S-PRJ: 2.6.1.1. Beachfront upgrade to S-PRJ: 2.6.1.6. African Bazaar - Evidence file available at Loram House

Direct link: Average of all Sub-Project under Programme: 2.6. Inner City Revitalisation Programmes.

2.10. Facilitating Industry Skills and Economic inclusion as is outlined through the projects in the SDBIP for 2014/15

Comments Copied up From S-PRJ: 2.2.5.2. Durban Fashion Fair - Invitations, adverts, TOR's and appointment letters S-PRJ: 2.2.12.1. Construction Development Program - Evidence available from Ntombithini Ngcobo, Business Support Unit, 75 Winder Street, Durban. S-PRJ: 2.2.13. Tourism Sector Development Support- Evidence available from Nelisa Mshengu, Business Support Unit, 75 Winder Street, Durban. S-PRJ:2.2.13.2. Rural and eco-tourism product development (Hazelmere Dam; Valley of 1000 Hills; Umgababa) - Evidence available from Nelisa Mshengu, Business Support Unit, 75 Winder Street, Durban. S-PRJ:2.2.13.3. Developing cultural and heritage tourism (e.g. Inanda Heritage Route)- Evidence available from Nelisa Mshengu, Business Support Unit, 75 Winder Street, Durban. S-PRJ: 2.2.13.4. Promoting SMMEs through tourism - Evidence available from Nelisa Mshengu, Business Support Unit, 75 Winder Street, Durban. S-PRJ: 2.2.14.1. Arts and Craft Sector Development - attendance registers and report. S-PRJ: 2.7.1.1. Develop a programme to ensure the integration of women into the economy (Women Empowerment Programme) - Final report for training, Project plan, venue hire contract, Steering Committee meeting minutes & PR and Marketing Plan.. S-PRJ: 2.7.1.2. Access to information Empowerment Workshops - Evidence available from Siyabonga Luthuli, Business Support Unit, 5 Winder Street, Durban. S-PRJ: 2.7.1.3. Support to enterprise - Project plans, Training groups, venue and attendance registers, Needs analysis report and forms, Course Ouline and Final Reports. S-PRJ: 2.7.1.4. BEE Workshops - Evidence available from Ntombithini Ngcobo from Business Support Unit, 75 Winder Street, Durban.

Direct link: Average of all Sub-Project under under Project: from 2.2.12. Construction Sector Development Support to 2.2.14. Creative Sector Development Support and Sub- Project 2.2.5.2. Durban Fashion Fair. Programme: 2.2. Stimulate key sectors that promote economic growth and create jobs thorugh providing support for prioritised . Programme: 2.7. Facilitating Industry Skills and Economic Inclusion

2.11. 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 2014/15

Comments Copied up From S-PRJ:2.8.1.1. Provide infrastructure support and development to informal trade -Evidence uploaded. S-PRJ: 2.8.1.2. Develop Co-Operative Policy - Project Completed.

Direct link: Equal of Sub-Project: 2.8.1.1. Provide infrastructure support and development to informal trade; under Programme: 2.8. Managing the Informal Economy.



2.12. 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 2014/15

Comments Copied up From S-PRJ: 2 2.5.1.1. Promoting sports, events and Meetings Incentives Conferences and Exhibitions (M.I.C.E) as well as support for hallmark events and international events. - Evidence Uploaded. S-PRJ: 2.5.1.2. Facilitate direct flights and charters to eThekwini from key markets (including Africa) - Evidence Uploaded. S-PRJ: 2.5.1.3. Monitoring and reporting on tourist facilities, services and infrastructure.- project plan, sample certificate for each month, inspection report, complaints email. S-PRJ: 2.5.2.1. Brochure Distribution.-Evidence Uploaded. S-PRJ: 2.5.2.2. Marketing research studies Per region.- Handover of all information, working with EDU. evidence in terms of emails and part of the adjudication for the facilator for the Leisure and Entertainment Tourism sector strategy. S-PRJ: 2.5.2.3. 4 Seasonal Research Studies including Socio Econ Impact from Events.-final report of the 3 seasons socio economic impact and the TOR, appointment letter and inception report for the winter season that starts in June till August 2015. S-PRJ: 2.5.2.4. Conference Support- Evidence uploaded. S-PRJ: 2.5.2.5. Cruise linner Support- Evidence Uploaded. S-PRJ: 2.5.2.6. Domestic Trade & Consumer Shows- Evidence Uploaded. S-PRJ: 2.5.2.7. Identify and facilitate capacity building programmes / projects to ensure that the quality of products is high- Responsible Tourism - report on implementation process, Meetings on the audit programme minutes, final report on the retrofitting of green technologies from consultant. S-PRJ: 2.14.1.1. Provide strategic tourism marketing in source markets As per the Visitor Strategy.- Evidence Uploaded.

Direct link: Average of all Sub-Project under Programme: 2.5. Tourism Sector Development And Programme: 2.14. Tourism Marketing

2.13. Managing the Bulk Fresh Produce Market by providing an enabling platform for businesses in the Fresh Produce sector as outlined in the SDBIP for 2014/15

Comments Copied up From S-PRJ 2.9.1.1. Re-Sheeting of Roof Structure-BAC Approval was issued subject to renegotiating price with successful tenderer.S-PRJ: 2.9.2.2. Upgrde of Electrical Infrastructure in Substation C - Appeal lodged against the appointment of the successfull service provider. Implementing dept. experienced delays in finalising the design and specification for this project.

Comments Copied up From S-PRJ:2.9.1.1. Re-Sheeting of Roof Structure- SCM process to commence substantially earlier to cater for any unforseen SCM delays that could potentially delay the commencement of the project. S-PRJ: 2.9.2.2. Upgrde of Electrical Infrastructure in Substation C - SCM process to commence substantially earlier to cater for any unforseen SCM delays that could potentially delay the commencement of the project.

Comments Copied up From S-PRJ:2.9.1.1. Re-Sheeting of Roof Structure - Available with Tony Naidoo @ 81 Flower Road, Clairwood and further co-ordination of additional information. S-PRJ: 2.9.1.2. Maintenance of Refrigeration and Air-conditioning plants - Requisitions, Proformas, Daily inspection schedules, Service orders and payments. Available with Tony Naidoo @ 81 Flower Road, Clairwood and co-ordination of further requests for information from implementing dept. S-PRJ: 2.9.1.3. General Maintenance of Bulk Market infrastructure- Requisitions and Proformas, Service Orders and payments, Available with Tony Naidoo @ 81 Flower Road, Clairwood and further co-ordination for additional information requested from implementing dept. S-PRJ: 2.9.2.1. Replacement of fan coil units- Evidence uploaded. S-PRJ: 2.9.2.2. Upgrde of Electrical Infrastructure in Substation C- Evidence uploaded and available with Tony Naidoo @ 81 Flower Road, Clairwood and further co-ordination for additional information requested from implementing dept. S-PRJ: 2.9.3.1. Manage the Sales operations- Evidence uploaded. All detailed evidence available for verification with SH Jwara @ 81 Flower Road Clairwood. S-PRJ: 2.9.3.2. Provision of a Real time trading platform-REPORTS: Evidence uploaded and available for verification with T Misthry @ 81 Flower Road Clairwood. S-PRJ: 2.9.4.1. Marketing of the Bulk Fresh Produce Market - Evidence Uploaded and available with Swazi Khumalo @ 81 Flower Road, Clairwood. S-PRJ: 2.9.4.2. Provision of Ripening and Cold Storage service.- Monthly Controls,Receipts & Invoices, Deposits & issues, Inspection Schedules, Utilisation reports, Ripening Schedules, Rental Schedules are avalaible for verification with Tony Naidoo @ 81 Flower Road, Clairwood. S-PRJ: 2.9.4.3. Provision of Security Service.-Evidence uploaded. All detailed evidence available for verification with SH Jwara @ 81 Flower Road Clairwood. S-PRJ: 2.9.4.4. Provision of Administrative and Systems Control support.-Evidence documentation uploaded. All detailed evidence available for verification with and for direction by A Govender @ 81 Flower Road Clairwood

Direct link: Average of all Sub-Project under Programme: 2.9. Managing the Bulk Fresh Produce market.



2.14. The number of work opportunities (i.e. 230 person days - FTES) created through the municipal capital and operating budget per line dept. this year

Comments Copied up From S-PRJ: 2.11.1.1. The number of work opportunities (i.e. 230 person days - FTES) created through the municipal capital and operating budget per line dept. this year - Information available from Mr Sbu Chamane, IMS Office, 2 Club Lane, Pinetown. Tel: 031 311 6434.

Direct link: Equal of Sub-Project: 2.11.1.1. The number of work opportunities (i.e. 230 person days - FTES) created through the municipal capital and operating budget per line dept. this year; under Programme: 2.11. Socio-Economic Development through the creation of sustainable jobs within various sectors.



Unit Of Measure






Indicator Reason For Variance Measures Taken to Improve Performance


Comment PME Comment

Links to SDBIP

3.1 The percentage of households with access to a basic level of electricity

Jay Kalicharun

70.67 70.95 % 70.78 71.41 70.78 72.44 Number of HH connected/ number of HH

Please provide Reason for Variance

Indirect Link

3.3.1.6 The cumulative number of consumer units collecting FREE BASIC ELECTRICITY.

3.2 The percentage of households with access to a basic level of Solid Waste Removal

Raymond Rampersad

100 100 % 100 100.00 100 100 Community Based Contractors payments certificates, Major Contractors payment certificates, Co-ops invoices , areas serviced by EPWP and In-house staff.

The Unit has achieved 100% delivery for this KPI

Direct Link

3.3.1.7 The percentage of households with access to a basic level of Solid Waste Removal.

3.3 The percentage of households with access to at least a basic level of Water

Richard Mngoma

92.93 92.71 % 92.77 92.93 92.77 92.77 Evidence files are available in Siobhan Jackson 031 311 8467

Indirect Link

3.3.1.2. The number of consumer units provided with access to a FREE basic level of potable WATER either by means of a yard supply households (ground tank or metered flow limiter connected to a yard tap) or, for informal settlements, by a standpipe within 200m.

3.4 The percentage of households with access to at least a basic level of Sanitation

Sduduzo Mtshali


Indirect Link

3.3.1.3. The number of consumer units provided with access to 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.

3.5 The percentage of estimated indigent households collecting free basic services: Electricity

Deena Govender

15.685 14.480 % 18.02 20.86 18.02 18.13 FBE Summary Sheet Indirect Link

3.3.1.4. The number of connections energised and captured on Ellipse, for provision of prepaid electricity to consumer units.3.3.1.6 The cumulative number of consumer units collecting FREE BASIC ELECTRICITY.

Plan 3 :Creating a Quality Living Environment

Plan Owner: Sibusiso Sithole



Unit Of Measure








Comment PME Comment

Links to SDBIP

3.6 The percentage of estimated indigent households provided with free basic services: Sanitation

Sduduzo Mtshali


Indirect Link


3.7 The percentage of estimated indigent households with access to free basic services: Water

Richard Mngoma


Indirect Link


3.8 100% of estimated indigent households with access to a refuse removal service once a week.

Raymond Rampersad

100 100 % 100.00 100 100 100 Community Based Contractors, Major contractors (informal areas), Co-ops and areas serviced by EPWP and In-house staff

Indirect Link

3.3.1.7 The percentage of households with access to a basic level of Solid Waste Removal.

3.9 The number of consumer units provided with access to a FREE basic level of potable WATER either by means of an indiv hh yard supply (ground tank or metered flow limiter connected to a yard tap) or, for informal settlements, by a standpipe within 200m

Richard Mngoma

5478 2539 Number 600 8902 600 21304 1. Funding for ablution blocks was complete in Q3 so no new work done in Q4. 2. Phase 2 contract ended in April 2015 and Phase 3 will start in 2015/2016 year. 3. Less funding for Q4 to do Uds, so less production. 4. Construction of Uds was discontinued as a result of a council decision. The reason for over achievement is based on the UD’s moratorium whereby we were forced to strategically diverted all the resources (plant, human and material) booked for UD’s to supply more water to the communities which is why the numbers are higher than what was anticipated. It was going to be a fruitless expenditure not to utilize the UD’s resources

Evidence files are available in Siobhan Jackson 031 311 8467

Direct Link




Unit Of Measure








Comment PME Comment

Links to SDBIP

3.10 The number of consumer units provided with access to 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

Sduduzo Mtshali

35351 35977 Number 16643 92 275 16643 20801 Evidence files are available with Siobhan Jackson 031 311 8467

Please provide reason for overachieving.

Direct Link


3.11 The cumulative number of tokens collected for free basic electricity

Deena Govender

92500 85374 Number 1 274 615 1 425 678 1 274 615 1 282 732 Evidence Uploaded to EPMA (FBE Summary Sheet)

please provide reason for Variance.

Direct Link

3.3.1.6 The cumulative number of consumer units collecting FREE BASIC ELECTRICITY.

3.12 The number of connections energised and captured on Ellipse, for provision of conventional electricity to consumer units

Jay Kalicharun

700 813 Number 750 5000 750 808 Dependent upon customer applications

The number of connections energised and captured on Ellipse, for provision of conventional electricity to consumer units - Target achieved

The number of connections energised and captured on Ellipse, for provision of conventional electricity to consumer units - Completed Connections captured on Ellipse

Direct Link

3.3.1.5. The number of connections energised and captured on Ellipse, for provision of conventional electricity to consumer units

3.13 The number of connections energised and captured on Ellipse, for provision of prepaid electricity to consumer units

Jay Kalicharun

12300 14770 Number 15 000 40 000 15 000 13 342 Not Achieved -11.53% Variance

Dependent upon customer applications. Delays with SCM

20A subsidised connections for informal settlements introduced. Expecting BAC approval by end July2015.

Completed connections captured on Ellipse

Direct Link

3.3.1.4. The number of connections energised and captured on Ellipse, for provision of prepaid electricity to consumer units



Unit Of Measure








Comment PME Comment

Links to SDBIP

3.14 The number of new fully subsidized HOUSES constructed.

Beryl Mphakathi

7300 6809 Number 7500 32000 7500 5450 Not Achieved -27.33% Variance

Appointment of SP for material supply delayed due to investigation and this delayed a number of projects .Lack of bulk infrastructure to support housing delivery. Protracted SCM negotiaons for Cornubia due to costs exceeding subsidy quantum. Land/houseInvasions in Kingburgh, Cornubia, Lamontville, Umlazi, and community protest by adjacent community in Kingburgh project.

Service providers to be monitored more closely to ensure can meet targets. Alignment of provincial targets (finacial and non-financial)with municipal targets. Pre-approval of a panel of SPs for a period of 3 years for turn-key appointments.

To contact Bheki Shabane - 3rd Floor Shell Hse (tel:311-3489). Also see Regional contacts on Projects sheet

Direct Link

3.1.1.1.The number of new fully subsidized HOUSES constructed

3.15 Number of new fully subsidized housing units allocated

Beryl Mphakathi


Number 7500 10500 7500 6667 Not Achieved - 11.09% Variance

Number of new fully subsidised housing units allocated - 1. Beneficiaries are unwilling to co-operate and sign relevant documents e.g. Umlazi Infill; Ntuzuma D Phase 2 &3 and In-situ Upgrades. 2.. Beneficiaries no longer live in informal settlements and need to be replaced and that takes time.

Number of new fully subsidised housing units allocated - 1. Ensure beneficiaries are registered prior to allocation and hand over process. 2. Align cinstrcuction of houses with identification and subsidy approval of beneficiaries

Number of new fully subsidised housing units allocated - D4 certificates

Direct Link

3.1.4.1. Number of new fully subsidized housing units allocated

3.16 Hectares of land acquired for Housing

Dumisile Makhetha


Number 23005 29000 23005 22706 Achieved within 1.29% Tolerance

Hectares of land acquired for Housing - Sales Agreements, Development Rights Agreements

To contact Mkomazi Sibisi - Snr Manager AdminShell Hse Ground Floor (tel: 311-3102) & Dumi Makhete - Manager : land Shell Hse 3rd floor (Tel:311-3433)

Direct Link

3.1.3.1. Hectares of land acquired for Housing



Unit Of Measure








Comment PME Comment

Links to SDBIP

3.17 The number of households benefitting from serviced sites handed over for subsidised housing units

Chris Hardy New KPI - No Baseline.

Number 3172 20315 3172 3199 Project managers records available with Chris Hardy 6th Floor City Engineers (tel:311-7282)

Please Provide Reason for Variance

Direct Link

3.1.2.1.The number of households benefitting from serviced sites handed over for subsidised housing units

3.18 CRU's - upgrading, refurbishment, and construction of new family units (at existing hostels).

Walter Ngubane


Number 210 1000 210 144 Not Achieved - 31.42% Variance

CRUs - Upgrading, refurbishment and construction of new family units - 18 Units in Jacobs delayed due to work stoppages caused by CLO issues.

48 Units outstanding due to vandalism and issues relating to certificate of completion.

CRUs - Upgrading, refurbishment and construction of new family units - Professional Team working closely with the contractor to fast track the project

To contact Yunus Sacoor - Deputy Head Rental (tel: 311-3435) &Walter Ngubane- Snr Manager CRUs (tel: 311-3438) Shell Hse 2nd floor

Direct Link

3.2.1.1.CRU's - upgrading, refurbishment, and construction of new family units (at existing hostels).

3.19 Upgrade & refurbishment of pre-1994 housing units.

Vis Moodley 1700 664 Number 2200 10600 2200 2847 Upgrade and refurbishment of pre-1994 housing units. - Over achieved as the HS Unit was requested to accelarate the program by Province.

To contact Vis Moodley - Project Executive (tel: 311-3436) Shell Hse 2nd floor

Direct Link

3.2.2.2. Upgrade and refurbishment of pre-1994 housing units

3.20 Sale of rental and pre-1994 stock.

Yunis Sacoor 1500 917 Number 650 2400 650 538 Not Achieved - 17.23% Variance

Sale of rental and pre-1994 stock - Land ownerships in the name of Ingonyama Trust and some portions of land are owned by private owners. See uploaded document for further reasons

Sale of rental and pre-1994 stock - Engage Ingonyama and private land owners to release land to eThekwini Municipality and do consolidation of diagrams.See uploaded document for further info.

Sale of rental and pre-1994 stock - Sales Agreements

Direct Link

3.2.2.1. Sale of rental and pre-1994 stock



Unit Of Measure








Comment PME Comment

Links to SDBIP

3.21 Create an integrated human settlements plan

Jonathan Edkins

100 50 % 100 100 100 100 Evidence Submited to PME office: eThekwini Council adoption_Extract_BEPP 27 May 2015.

Direct Link 3.5. Integrated Human Settlement Plan (Sustainable Community Facilities)

3.22 Undertake projects to develop an integrated asset management plan

Lawrence Palmer

76.67 76.67 % 61.07 100% 61.07 61.07 Evidence Submited to PME office: Copy of consolidated GAP -Ex Score 2014-2015_Q4

Direct Link

3.4.1 Establish an Asset Management Plan (Sub Projects 3.4.1.1 to 3.4.1.14) Project 3.4.2 (Indirect link)

3.23 Update Built Environment Performance Plan

Ken Breetzke 100 100 % 100% 100% 100 100 K Breetzke has the completed report in his possession. It is too large to upload

This KPI was completed in Q3.

Direct Link

3.3.1.1. Built Environment Performance Plan

3.24 WASTE RECYCLED as a % of total waste disposed at municipal land fill sites.

Robert Abbu 9 7.60 % 10 20 10 8.1 Not Achieved - 19% Variance

Delay in the expansion of the Orange bags into the Township and the delay in the introduction of glass and bottles

Tenders to supply orange and clear bags has been awarded, recycling project in the Townships will commence in the new financial year .

RECYCLING STATS Indirect Link: 3.3.1.8. The % of municipal landfills in compliance with the Environmental Conservation Act.

3.25 The number of properties below the eThekwini defined level of service provided with STORMWATER solutions.

Randeer Kasserchun

440 475 Number 440 1320 440 620 The number of properties below the eThekwini defined level of service provided with STORM WATER solutions . - Over achievment due to completion of previous years storm damage projects.

Direct Link

3.3.1.9. The number of properties below the eThekwini defined level of service provided with STORM WATER solutions .



Unit Of Measure








Comment PME Comment

Links to SDBIP

3.26 The number of km of SIDEWALK constructed.

Dave Thomas

40 51.20 KM 80 25 80 83.6 The number of km of SIDEWALK constructed. - All statistics captured by Roads Provision Department (see attached ) . Contact Roads Provision Department , Sherita Juggernath x17942 for any further queries. Please note that should further information be required that this is contained in te contract files which are kept by SCM CONTRACT SECTION (Ram Kooblal 031 311 7532

please provide reason for Variance.

Direct Link

3.3.1.10. The number of km of SIDEWALK constructed.

3.27 The km of unsurfaced ROAD converted to surfaced.

Roy Gordon 11 11.60 KM 17 55.3 17 20.25 The km of unsurfaced ROAD converted to surfaced - Over achievement of target due to completion of carry over projects from 2013/14 financial year. Carry over projects occur when delays on the project have been experienced. These may be due to procurement delays , EIA delays, community disruptions and slow progress by contractors.

The km of unsurfaced ROAD converted to surfaced - All statistics captured by Roads Provision Department (see attached ) . Contact Roads Provision Department , Sherita Juggernath x17942 for any further queries. Please note that should further information be required that this is contained in te contract files which are kept by SCM CONTRACT SECTION (Ram Kooblal 031 311 7532)

direct Link

3.3.1.11. The km of unsurfaced ROAD converted to surfaced

3.28 Electricity losses (technical and non-technical) as a % of electricity purchases.

Deena Govender

6 6.11 % 6% 6 6 7.70 Not Achieved -29% Variance

Evidence was submitted to the PME Unit.

Please provide reason for not achieving and steps to improve.

Indirect Link:3.3.1.6. The cumulative number of tokens collected for free basic electricity.3.3.1.5. The number of connections energised and captured on Ellipse, for provision of conventional electricity to consumer units.3.3.1.4. The number of connections energised and captured on Ellipse, for provision of prepaid electricity to consumer units.



Unit Of Measure








Comment PME Comment

Links to SDBIP

3.29 The percentage of non-revenue water loss.

Simon Scruton

35 39.20 % 35 28.0 35 36.2 Achieved with-3.23% Tolerance

Direct Link

3.4.2.1. The % of non-revenue water loss.

3.30 The number of PUBLIC TRANSPORT RANKS constructed.

Carlos Esteves

2 1 Number 2 6 2 1 Not Achieved - 50% Variance

The number of PUBLIC TRANSPORT RANKS constructed - There were delays in the appointment of the Contractor, but all the other work in terms of the designs, compiling a Tender Document, Tender Advert and Department adjudication was done.

Speed up the appointment of the Contractor.

The number of PUBLIC TRANSPORT RANKS constructed - Contract Completion Certificate

Direct Link

3.3.1.12. The number of PUBLIC TRANSPORT RANKS constructedt.

3.31 Public Transport Plan - Detailed Design of Corridor C9 of the (IRPTN) Project.

Thami Manyathi

100 95.13 % 100 Operational Implementation of Phase 1

100 100 Design drawings available for inspection at Roads Design Dept.

Direct Link

3.6.1.1. Public Transport Plan - Detailed Design of Corridor C9 of the (IRPTN) Project.

3.32 Public Transport Services. No. of passengers using accessible scheduled public transport services.

Erik Moller 80 000 96 399 Number 45000 55000 45000 77940 The Unit exceeded the targeted number of passengers, probably due to the maturity of the service, as it is now known in every corner of the City, and commuters are now taking advantage of the system in order to be able to reach their destinations

Statistical information available from the Service Providers.

Direct Link

3.6.1.2. Public Transport Services - No of passengers using accessible scheduled public transport services

3.33 Public Transport Services. No. of passengers using scheduled public transport services.

Erik Moller 2 600 000 29 507 020 Number 28 000 000 32 000 000 28 000 000 30 145 480 The Unit achieved more than the targeted figure of commuters.

Statistical information is available from the monitoring company, that monitors the system.

Direct Link

3.6.1.3. Public Transport Services - No of passengers using scheduled public transport services



Unit Of Measure








Comment PME Comment

Links to SDBIP

3.34 Implement an effective public transport plan for the Municipality

Thami Manyathi


% 55% Implementation of Plan

100% Implementation of Plan

55 76.64 The Unit achieved more than the targeted percentage, as the contract work was accelarated, thus resultung into more work done, than was anticipated.

Evidence Submited to PME office

Please Provide KPI Definition

Direct Link

3.6.1.7. Construction of IRPTN on C3B (12+to 14+)3.6.1.8. Construction of IRPTN on C3B (9+to 12+)3.6.1.9. Dinkleman Rd (M5) from Qashana Khuzwayo Rd to Start of MR577 and C: MR577 from 3rd Ave to Khululeka Dr. 3.6.1.10. Construction of ROW from Bridge City to MR577 3.6.1.11. Construction of ROW Along MR577 from M25 to the Inanda/Malandela Intersection3.6.1.12. Construction of IRPTN corridor along MR577 from Inanda/Malandela Intersection to the Umgeni Viaduct3.6.1.13. Josiah Gumede from Anderson Rd to Beviss Rd

3.35 Improve Road Safety

Carlos Esteves


% 100% completion of related SDBIP projects

Completion of all linked projects

100 100 Traffic calming residential streets - Documents uploaded.

Please Provide KPI Definition

Direct Link

3.6.1.4. Improvements to intersections and/or road sections3.6.1.5. Road Safety Awareness Campaign3.6.1.6. Conduct road safety audits3.6.1.4. Improvements to intersections and/or road sections



Unit Of Measure









Comment PME Comment

Link to SDBIP

4.1 Compliance with SAPS Amendment Act 1998 with regard to mandated functions of Crime Prevention, Traffic Management and Bylaw Enforcement

Eugene Nzama

100 90.18 % 100% implementation of 3 Projects identified in the SDBIP

100% implementation of projects in the SDBIP

100 100 Reports on file - file avail in office of project executive - Room 228

Direct Link : prj: 4.1.1. Develop and execute Crime Prevention Plan; 4.1.2. Plan and implement the traffic management plan; 4.1.3. Implement the Integrated Law Enforcement Strategy sub prj: 4.1.1.1. Increase police visibility at identified crime hot spot areas , 4.1.1.2. Implement Pilot project on Domestic violence Act; 4.1.2.1. Conduct a feasibility study for implementation of Incident Management System, 4.1.2.2. Increase enforcement on NRTA for roadworthiness of vehicles; 4.1.3.1. Increase enforcement on trucks infringing bylaws, 4.1.3.2. Increase enforcement in terms of nuisance and general bylaws in Central business districts

4.2 No. of projects implemented in relation to the Social, Situational, Crime Prevention stratergies and urban safety management of the built environment throughout the EMA

Martin Xaba

206 339.00 Number 327 347 327 385 Project 4.2.5

Increased number of safety volunteers in second, third and fourth quarters.

Project 4.2.6

Attacks on foreign nationals required intensive interventions.

Project 4.2.7

Intensive and vigorous interventions to deal with drug and substance abuse.

File is too large to upload. Reports available in file - Hoosen MoollaFile is too large to upload. Reports available in file - /Mafi Mthiyane

Direct Link 4.2.1. Profiling of bad buildings; 4.2.2. Facilitate the serving of contravention notices on building owners; 4.2.3. Close down buildings and rehabilitation of buildings; 4.2.4 Undertake intergrated joint operations on identified problem buildings; 4.2.5 Plan and execute activities relating to social policing; 4.2.6. Plan and execute activities relating to crime prevention awareness; 4.2.7 Plan and execute programs relating to drug and substance abuse in line with the moral regeneration plan; 4.2.8 Develop the balance of ward safety plans; 4.2.9 Review ward safety plans

Plan 4 :Fostering a Socially Equitable EnvironmentPlan Owner: Dr musa Gumede



Unit Of Measure









Comment PME Comment

Link to SDBIP

4.3 Implementation of 4 projects in relation to promoting safety of communities within the EMA in support of emergency and essential services

Vincent Ngubane


% Implementation of 4 projects within the SDBIP

100% Implementation of the SDBIP

84.5 84.5 Evidence uploaded on the EPMA system

Direct Link 4.3.1 Roll out CCTV for strategic areas (2nd year of 3 year rollout plan 4.3.2 Educating vulnerable communities within informal settlements on access and services provided by the emergency services communication centre 4.3.3 Develop multi-agency training manual for implementation of public protection strategies and roll out of inter and intra departmental training workshops 4.3.4 Presentation of public safety and risk reduction training to identified vulnerable communities residing in informal settlement areas

4.4 Loss of life from fire and other emergencies per 100000 population served

Mark Tewater

1.04 1.74 Number 1.04 1 1.04 1.5 Not achieved 44% varience

Evidence is available at the Fire Departments.

Please provide reason for varience and steps taken to improve performance.

Indirect link 4.4.1. Host educational school visits to Fire and Emergency service Headquarters 4.4.2. Conduct Fire safety Education for identified risk groups and communities within the EMA 4.4.3. Complete Phase 2 3 of the Ethekwini Fire Training Centre 4.4.4. Conduct a comprehensive Fire Safety Inspection of all high risk occupancies at least once in every 12 month period 4.4.5. Develop and commission a fire station to serve Umkomaas and surrounding areas in the Southern Region from fire and related emergencies 4.4.6 Develop an interactive spatial representation of fires and emergency incidents attended within the EMA by the EMFESU to support future strategic direction of Unit in meeting its service delivery obligations 4.4.7 Scheduled fire station refurbishment and renovation to enhance and maintain condition of existing infrastructure 4.4.8. Maintain a high value equipment replacement programme to ensure age and condition of equipment adequately supports delivery of emergency services across the EMA region. 4.4.9 Develop and commission a fire station to serve Cato Ridge and surrounding areas in the Western Region from fire and related emergencies .



Unit Of Measure









Comment PME Comment

Link to SDBIP

4.5 Value of property destroyed by fire per R1000 of rateable value

Mark Tewater

0.95 0.93 R 0.95 0.85 0.95 1.34 Not achieved 41% varience

Evidence is available at the Fire Departments.

Please provide reason for varience and steps taken to improve performance.

Indirect link 4.4.1. Host educational school visits to Fire and Emergency service Headquarters 4.4.2. Conduct Fire safety Education for identified risk groups and communities within the EMA 4.4.3. Complete Phase 2 3 of the Ethekwini Fire Training Centre 4.4.4. Conduct a comprehensive Fire Safety Inspection of all high risk occupancies at least once in every 12 month period 4.4.5. Develop and commission a fire station to serve Umkomaas and surrounding areas in the Southern Region from fire and related emergencies 4.4.6 Develop an interactive spatial representation of fires and emergency incidents attended within the EMA by the EMFESU to support future strategic direction of Unit in meeting its service delivery obligations 4.4.7 Scheduled fire station refurbishment and renovation to enhance and maintain condition of existing infrastructure 4.4.8. Maintain a high value equipment replacement programme to ensure age and condition of equipment adequately supports delivery of emergency services across the EMA region. 4.4.9 Develop and commission a fire station to serve Cato Ridge and surrounding areas in the Western Region from fire and related emergencies .

4.6 100% implementation of the SDBIP Projects with regards to reducing the incidence and severity of fire and other emergencies

Mark Tewater


% 86.67 100 86.67 77.22 Not achieved ;10.90% variance

Operational personnel conducting educational visits at larger sub-stations or requesting schools which would ordinarily have been hosted at Central and Pinetown whilst construction work is still underway. Number of schools hosted in fourth quarter totals 44 against a target of 50, as opposed to the 17 schools hosted in Q3.

Awaiting review by Internal Audit in respect of previously excluded work.

Evidence uploaded on EPMA system

Direct link 4.4.1. Host educational school visits to Fire and Emergency service Headquarters 4.4.2. Conduct Fire safety Education for identified risk groups and communities within the EMA 4.4.3. Complete Phase 2 3 of the Ethekwini Fire Training Centre 4.4.4. Conduct a comprehensive Fire Safety Inspection of all high risk occupancies at least once in every 12 month period 4.4.5. Develop and commission a fire station to serve Umkomaas and surrounding areas in the Southern Region from fire and related emergencies 4.4.6 Develop an interactive spatial representation of fires and emergency incidents attended within the EMA by the EMFESU to support future strategic direction of Unit in meeting its service delivery obligations 4.4.7 Scheduled fire station refurbishment and renovation to enhance and maintain condition of existing infrastructure 4.4.8. Maintain a high value equipment replacement programme to ensure age and condition of equipment adequately supports delivery of emergency services across the EMA region. 4.4.9 Develop and commission a fire station to serve Cato Ridge and surrounding areas in the Western Region from fire and related emergencies .

4.7 Ensure the safety and security of municipal councillors, officials and municipal assets

Dumisani Bhengu

75 75 % 75% Implementation of the SDBIP

100% Implementation of Projects linked to the SDBIP

75 99.48 Over achievement - Improved system implementation linked to complaints

Improved controls and increased site visits

Evidence emailed to PME Unit

Direct link 4.5.1. Plan and execute protection services for councillors and employees 4.5.2. Implementation of the Municipal Land Invasion Policy for all reports received 4.5.4. Conduct daily inspections to ensure that 50% of sites are complaint with contractual obligations



Unit Of Measure









Comment PME Comment

Link to SDBIP

4.8 Reduction in the number of contraventions in terms of the Security Management Framework

Dumisani Bhengu

45 12.88 Number 45 20 45 1.65 Over Achievement - Improved mangement of the processes

Evidence emailed to PME Unit

Currently awaiting for more information with regards to the targets and actuals.

Direct link 4.5.3. Reduction in the number of contraventions in terms of the Security Management Framework

4.9 Number of school health service teams

Dr Gxagxisa


Number 15 18 15 4 Not achieved; 73.33% variance

Staff shortage. High staff turnover of professional nurses and unable to replace with temporary municipal employed staff.

Further engage with senior menegement to reconsider employment of temporary staff in the palce of nurses who have resigned whilst awaiting permanent placement.

School Health Service Schedules, Monthly Summaries, Referrals.Please note that the evidence will be found at office number 335 (North - Mrs Zinhle Buthelezi), Westville Civic Centre Health Office - (Mrs Busi Grootboom), South Sub District Office (Mrs van Heerden 1 Ross Street Amanzimtoti) .

Direct link 4.7.1 Establish and implement school health services

4.10 Clinic and environmental health services supervision rate in compliance with the health unit policy.

Dr Gxagxisa


% 100 100 100 30.6 Not achieved; 69.4% variance

Non submission of reports to the Head

Consequent management for poor performance

Supervision reports signed by Head and Deputy Heads

Direct Link: 4.8.1. Improve the quality and operational efficiency of clinical health services through clinic supervision that is compliant to health unit policy . Indirect Link: 4.10.5 Cervical cancer screening in women 30 to 59 years of age. 4.11.1 Increase percentage of pregnant women visiting clinic in the first trimester of pregnancy . 4.11.2.Improve access to reproductive health services through increased contraceptive cover . 4.11.3 Increase vitamin A coverage in children 12-59 months.



Unit Of Measure









Comment PME Comment

Link to SDBIP

4.11 Number of clinics fully compliant with ideal clinic standards.

Dr Gxagxisa


Number 15 20 15 6 Not achieved; 60% variance

The existing challenges include the professional nurse staff shortage as well as non availability of allied health swervices such as dieticians, optometists, physiotherapist, as well as unavaility to services of outreach specialist teams in the municipality. Unavailability of critical equipment such as water and electricity back up.

Have engaged province to provide additional funding for staffing. Although this funding will not cover current shortage province has agreed to provide funding for additional staff. There are ongoing engagements with municipal finance to address infrastructural issues.

Ideal Clinic Assessment reports- Dr Gxagxisa

Indirect link 4.6.1 Development and implement 3 sub district comprehensive document management system Indirect link 4.8.2 Improve the quality and operational efficiency of clinical health services through clinic supervision that is compliant to health unit policy Direct link 4.8.1. Ensure clinic compliance to National Core Standards

4.12 Number of new passive monitoring stations monitoring Levels of pollutants in air

Dr Gxagxisa


Number 10 10 10 10 Close off report as well as photographinc evidence of 10 new monitoring sites. Evidence avaibale within the PCRM section. Mr Neil Larrat x 13538

Direct link 4.9.1. Improve environmental pollution control through increased coverage of passive monitoring network

4.13 Number of environmental health prosecutions

Dr Gxagxisa


Number 280 1000 280 380 Overachievement due to blitz being conducted certain areas (North Area 2,3,4, South 3,4,) and under performance in other areas (N1,N6, S1,S2,S5&6,S7)

Prosecution notices- Zinhle Buthelezi

Indirect link 4.6.1 Development and implement 3 sub district comprehensive document management system Direct link 4.9.2 Improve compliance to city by-laws through increased number of prosecutions

4.14 Number of environmental health service area audits

Dr Gxagxisa


Number 18 18 18 18 EH Audit Reports available at City Health.

Indirect link 4.9.4 Develop and implement a unit wide water quality monitoring programme 4.9.5 Improve food safety through introduction of chemical sampling Direct link 4.9.3 Improved Environmental Health data integrity through annual environmental health area a



Unit Of Measure









Comment PME Comment

Link to SDBIP

4.15 Number of patients initiated on ARVs

Dr Gxagxisa

20 000 33 720 Number 26 500 75 000 26 500 31 869 CD4 threshold increased from 350 to 500, therefore creating increased demand for the service.

ART Registers, Monthly Registers (Register - Manual and Electronic)

Direct link 4.10.2 Initiate HIV positive eligible clients on ARV. Indirect Link 4.10.1 Improve TB programme performance through increasing patients converting from sputum smear positive to negative . 4.10.3 HIV Counselling and Testing . 4.10.4 Prevention of HIV transmission through Male Medical Circumsion

4.16 Number of new sites with implementation of rodent management programme

Dr Gxagxisa

3 3 Number 3 12 3 3 Evidence is available form Dr Ayo in room 108, x 13502, city health 9 Archie Gumede Place, Durban.

Direct link 4.12.1 Reduce rodent infestation through implementation of rodent management programme in new sites

4.17 Develop and implement a unit wide water quality monitoring programme

Dr Gxagxisa


Number 1 1 1 0 Not achieved; 100% variance

Plan developed, however implementation only submitted by one sub district (West)

Motivate to DCM to adhere to strict performance management of deputy heads.

Direct Link 4.9.4 Develop and implement a unit wide water quality monitoring

4.18 Improve food safety through introduction of chemical sampling

Dr Gxagxisa


Number 150 150 150 61 Not achieved; 59.33% variance

Plan developed, however implementation only submitted by one sub district (West)

Motivate to DCM to adhere to strict performance management of deputy heads.

Direct Link: 4.9.5 Improve food safety through introduction of chemical sampling

4.19 Improve TB programme performance through increasing patients converting from sputum smear positive to negative

Dr Gxagxisa


% 83 85 83 83.9 Evidence sent to PME Unit

Direct Link 4.10.1. Improve TB programme performance through increasing patients converting from sputum smear positive to negative

4.20 Provide basic antenatal care for pregnant women

Dr Gxagxisa


% 56.67 57 56.67 60.77 Antenatal Registers, Monthly Summaries Manual and electronic

Direct Link 4.11.1. Increase the percentage of pregnant women visiting clinic in the first trimester of pregnancy 4.11.2. Improve access to reproductive health services through increased contraceptive cover 4.11.3. Increase vitamin A coverage in children 12-59 months



Unit Of Measure









Comment PME Comment

Link to SDBIP

4.21 Cervical Cancer screening in women 30 to 59 years if age

Dr Gxagxisa


% 100 100 100 100 Clinic registers, DHIS Direct Link 4.10.5. Cervical cancer screening in women 30 to 59 years of age



Unit Of Measure









5.1 % implementation of the Work Place Skills Plan

Mpilo Ngubane

75 65 % 75 100 75 93 Improved attendance; Minimal delays in procurement of training service providers due to multi-year contracts being in place

Report from DRL system

Evidence available for verification with Mandla Mthethwa X13286

Indirect Link: 5.1.1. Establish a multi-stakeholder forum that adresses the skills needs and training provision for economic sectors within the EMA 5.1.2. Establish a multi-unit forum within eThekwini Municipality that adresses employees skills needs and training provision. 5.4.1. Facilitate the provision of language, literacy and numeracy skills to employees . 5.5.1. Facilitate and co-ordinate the Workplace Skills planning in the municipality 5.5.2. Credible and quality worker skills development, education and training programmes. 5.5.3. Integrate and centralize all training and development programmes and resources into a Learning and Development Academy

5.2 Compilation and submission of the Workplace Skills Plan by 30 June

Mpilo Ngubane

100 100 Number 1 1 1 1 2015/16 WSP Report ; 2013/14 Annual Training report

Annual WSP report and Annual Training report prepared and submitted to LG SETA. Evidence available with MR Mandla Mthethwa on x 13286

Indirect Link : 5.1.1. Establish a multi-stakeholder forum that adresses the skills needs and training provision for economic sectors within the EMA 5.1.2. Establish a multi-unit forum within eThekwini Municipality that adresses employees skills needs and training provision. 5.4.1. Facilitate the provision of language, literacy and numeracy skills to employees . 5.5.1. Facilitate and co-ordinate the Workplace Skills planning in the municipality 5.5.2. Credible and quality worker skills development, education and training programmes. 5.5.3. Integrate and centralize all training and development programmes and resources into a Learning and Development Academy

Plan 5 :Creating a Platform for Growth, Empowerment and Skills DevelopmentPlan Owner: Dumisile Nene



Unit Of Measure









5.3 The percentage of a Municipality's budget actual spent on implementing its workplace skills plan

Mpilo Ngubane

1 1.3 % 1% of payroll

1% of payroll 1 1.62 Units implementing their technical training well , thus increasing their annual spend. More venues being available for access to train, resulting in higher numbers being trainedMore public private partnerships established to allow for implementation of programmes to address skills shortages, thus municipality also partners with fundingLG SETA awarding discretionary grants for specific applications thus stimulating spending on programmes, with the intention of the SETA awarding grants.

Evidence submitted to PME

Indirect Link: 5.1.1. Establish a multi-stakeholder forum that adresses the skills needs and training provision for economic sectors within the EMA. 5.1.2. Establish a multi-unit forum within eThekwini Municipality that adresses employees skills needs and training provision. 5.4.1. Facilitate the provision of language, literacy and numeracy skills to employees . 5.2.1. Establish and maintain programmes to provide access to Learnerships, Skills programmes, Apprentice-ships & Scarce Skills. 5.3.1. Establish and maintain programmes to provide access to Inservice Training, 5.5.1. Facilitate and co-ordinate the Workplace Skills planning in the municipality 5.5.2. Credible and quality worker skills development, education and training programmes. 5.5.3. Integrate and centralize all training and development programmes and resources into a Learning and Development Academy.

5.4 Number of activities established to promote the city as a centre for learning

Sogen Moodley

26 26 Number 26 130 26 31 Learning Partnerships Facilitation - LEARNING NOTES - METROPOLIS CONFERENCE 2015: Follow weblinks as in the attached document: See Quarter 1, 2, 3; Invite and Registers for Built Env. Seminar (Prof. Jenni Owen) ; Guest lecture email with attached POE; 1 X INVITATION; 2 X ATTENDANCE REGISTERS

All targets achieved for 5.9.1; SDBIP targets were already met by the end of Quarter 3; 1 lecture held at UKZN ( Dr Andrew Aucamp) ; 1 Seminar/colloquium held on 22 June at Botanical Gardens with Prof. Jenni Owen as lead presenter

Direct Link : 5.9.1. MILE Capacity Enhancement Project 5.9.2. MILE Municipal Technical Support Project 5.9.3. Academic Collaboration Project 5.9.4. Internal Municipal Knowledge Management Project 5.9.5. Learning Partnerships Facilitation



Unit Of Measure









5.5 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

Sihle Mkhize 34 21 Number Female Top=34

34 34 29 Not Achieved - 14.71% Variance

Vacancies at TOP level that are targeted to be filled with females have not been filled. There is also a shortage of females applying for TOP positions

Fast track filling of vacancies

Evidence available at Shell House, 10th Floor with Sihle Mkhize #13016

Head HR, Deputy Head Audit, Deputy Head SCM, Deputy Head HR x2, Deputy Information, Deputy Skills development apppointments.

Indirect Link: 5.11.1. Establish the Central EE and Skills development Committee 5.11.2. Creates Cluster EE Plans 5.11.3. Establish the PWD task team 5.11.4. Develop Council-wide EE Plan

5.6 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

Sihle Mkhize 100 36 Number Female Senior= 100

100 100 106 Contribution by units to fill vacancies timeously, implementation of Talent management Strategy


Appointments made in compliance with EE targets

Indirect Link : 5.11.1. Establish the Central EE and Skills development Committee 5.11.2. Creates Cluster EE Plans 5.11.3. Establish the PWD task team 5.11.4. Develop Council-wide EE Plan



Unit Of Measure









5.7 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

Sihle Mkhize 275 260 Number Female Middle=275

275 275 297 Increase in recruitment initiatives




5.8 Provide comprehensive health and safety programmes as per the SDBIP

Stanley Naraidu

10288 10415 Number 10288 Full provision of services to all Clusters per the SDBIP projects

10315 11394 Overachieved due to the high numbers of depot and departmental wellness project requests that were met through augmenting internal resources with additional external service provider support ; departmental HCT project requests that were met through augmenting internal resources with additional external service provider support ; higher than anticipated preplacement medicals scheduled via recruitment

Reports/ evidence is available at 5th Floor Rennie House. Contact Dr F Suleman on x14139 or Sr Nene on X14143 or Dr Govender on X14149

Direct Link : 5.12.1. Implementation of a Municipal-wide Wellness Programme. 5.12.2. Peer Educator Training Programme 5.12.3. HIV Counselling and testing programme 5.12.4. Occupational Health Medical Surveillance Indirect Link 5.13.1. Injury on Duty Management

5.9 Reduce the Disabling Injury Frequency Rate (DIFR) on an annual basis

Stanley Naraidu

2.25 0.93 Ratio To reduce DIFR to 2.00

Decrease Disabling Injury Frequency Rate (DIFR) to 1,50

2 0.91 We achieved a lower ratio indicating fewer disabling injuries this year and better safety performance for the organisation. Fewer disabling injuries this year

Evidence can be sourced from 5th Floor Rennie House contact person Mr Meshack Ndlovu 14152

Indirect Link : 5.13.1. Injury on Duty Management

5.10 Addressing the low level of youth and adult language and numeracy skills

Mpilo Ngubane

100 100 % 100% achievement of SDBIP targets

Increase in youth and adult literacy

100 100 Learner attendance registers, list of learners and procurement documents ; Requests from Communities, assessment report of centers, list of learners

Evidence available at Unit for verification. contact Mandla Mthethwa x1328 or contact Puleng Monatisa x13150

Direct Link : 5.4.1. Facilitate the provision of language, literacy and numeracy skills to employees 5.4.2. Facilitate the provision of Adult Education & Training for community members in line with DoE plans



Unit Of Measure









5.11 Encouraging and supporting cooperatives, small enterprises, worker initiated, NGO and community training initiatives

Mpilo Ngubane


100% achievement of SDBIP targets

100 100 Invites to exhibitions, attendance registers of learners

Evidence available at Unit for verification. contact Puleng Monatisa x13150

Direct Link : 5.6.1. Support relevant Unit initiatives with NGO, community and worker-initiated skills development and training programmes

5.12 Increasing public sector capacity for improved service delivery and supporting the building of a developmental state

Mpilo Ngubane

100 87.50 Number 3 training provided for council development


3 3 Councillor developemt programme attendance register

Councillor Development Programme (CDP) by SALGA. It should be noted that 3 training programmes were held for Coouncillors, namely, Project Management, Municipal Finance Management and Councillor Development Programme (CDP)

Direct Link : 5.7.1. develop and implement: an induction/Orientation programme for Councillors

5.13 Building career and vocational guidance

Mpilo Ngubane



100 100 Invites to exhibitions, attendance registers of learners, promotional material

Evidence available at Unit,11th floor shell house for verification. contact Puleng Monatisa x13150

Direct Link : 5.8.1. Provide resources to support career and vocational guidance

5.14 Provide accurate, valid and reliable human capital metrics, analysis and recommendations

Kim Makhathini


% 100% 100% 100 100 Assessment and Feedback Sign-off ; Birthday listings, communique with the Communications Unit (Service provider etc), Business Requirements ; HR Matters Newsletter, FAQ document, COP documents, C&HR Indaba documents ; Executive induction programme, HR Induction Video link, Staff Handbook Control Sheet ; HR Unit Siyalalela Presentation, Siyalalela Report (Council wide), Poster and Banner ; HR Development Project project plan.

Direct Link : 5.10.1.1. Assessment Centres (Selection) 5.10.1.2. Social Business 5.10.1.3. Communications and Marketing Strategy 5.10.1.4. Employee Induction 5.10.1.5. Siyalalela 5.10.1.6. Talent Identification, Development & Succesion Planning



Unit Of Measure









5.15 Create an integrated HR System to provide for accurate and timeous remuneration of employees and enable management to effectively manage their employees

Kim Makhathini


% 100% 100% 100 91 Not Achieved - 9% Variance

The benchmarking and policy development was a lengthy and comprehensive process. Change in management and lack of continuity.; 4/5 projects where achieved.

This is a 4 year project of which only 30% of the total project was targeted to be achieved by June 2015. - The key actions have been carried over into the 2015/2016 business plan whereby clear project plans will be put in place to compensate for targets not achieved in 2014/2015.

Minutes of meetings; Change request to IS for all modules; Specific change reports; Review reports; Site visit reports; Training registers; Feedbacks available at shell house with Ronika Naidoo x13253

Direct Link : 5.10.3. HRMIS

5.16 Implement the Succession Planning and Talent Management Framework

Kim Makhathini


% 100% 100% 100 100 TM Update; Progress presentation; Coaching and Monitoring presentation; Decisions; 15/16 Deliverables

Direct Link: 5.10.2.1. Talent Management Committees 5.10.2.2. Coaching and Mentoring 5.10.2.3. Attraction and Retention Stratergy

5.17 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 Disabilities

Sihle Mkhize New KPI - No Baseline.

Number 64 64 64 64 Implementation of EE Strategy, The Project Plan, and EE and SD Committee initiatives




5.18 Provide Performance Management training for new staff in Task Grade 5 and above within 2 months of their commencement.

Bonginkosi Mshengu


% 100% 100% 100 75 Not Achieved -25% Variance

Non-attendance of scheduled training by staff

Training will be rescheduled on an ongoing basis and staff will be advised of scheduled training via Info Info.

Attendance Registers Performance registers are to bulky to upload and files are available from Nomusa Williams, 19th Floor, 75 Dr Langalibalele Dube Street

Direct Link: 5.10.4.1. Implement the Performance Management System for all staff in Task Grade 5 to 18



Unit Of Measure









6.1 Number of opportunities reflecting the extent of access to arts, culture, sports, recreation and heritage

Guy Redman 225 457 Number 379 1125 opportunities

379 440 Due to under performance in Q1 & Q2, all depts were urged to increase their outputs and their reporting (this was also identified as a challenge) on programmes undertaken to make up for the shortfall. This, together with the reduction of targets in the MTAs has contributed to an overachievement, which will carry through to Q4 reporting as well. Additionally, ad-hoc requests are constantly being made by various stakeholders, and line depts are obliged to comply to ensure that public requests are timeously responded to. In some instances (publications and seminars), these are unplanned and based on requests from relevant stakeholders.

Evidence submitted to PME

Direct Links: 6.1.1 Plan and execute Education and Exhibition Programmes to a wider range of audience and markerts. 6.1.2 Develop and implement programmes for Women in Sport. 6.1.3 Document the international and national co-operations for development and research purposes in all aspects within the PRC Unit. 6.1.4 Develop and Implement programmes for the One-City-One-Book initiative.6.2.1 Develop and Implement the Learn to swim project linked to water safety 6.2.2Develop and Implement Permaculture training programmes to the Public. 6.2.3 Conduct and provide guided trails in all naturure reserves and Botanic garden.

6.2 Number of socio-cultural empowerment initiatives.

Sandra Khathi 47 145 Number 69 Initiatives

235 69 69 Evidence available with Michael Brunner / Mdu Xakaza / Allison Ruiters: Email from Michael Brunner

Direct Links: 6.4.1 Development of Business Corners in Libraries. 6.4.2 Development of communiity/ medicinal plant gardens and plant nurseries. 6.4.3 Implement programmes to create opportunites in arts, culture and heritage. 6.7.1 Develop and implement a plan to support the creative industry.

6.3 Development of Master-plan linked to Cultural Precincts within the EMA” (Phase 1)

Guy Redman 100 100 % 100% Completion of Concept note/Feasibility study for K-CAP and Umlazi

Culutural Precincts MasterPlan in place (100% completion of 4 phases)

100 100 Evidence submitted to PME

Direct link: 6.7.2 Undertake feasibility study for the identification of Cultural Prencict

6.4 Execution of Heritage programmes as outlined in the SDBIP

Guy Redman 55 55 Number 43 Programmes

195 Programmes

43 43 Evidence submitted to PME

Direct link: 6.3.4 Plan and execute Heritage Month Campaign. 6.3.5 Plan and Executue eThekwini Living Legends. 6.3.6 Plan and Execute National Liberation Route. Indirect link: 6.3.7 Plan and Implement eThekwini Art Prize project (Public Art).

Plan 6 :Embracing our Cultural Diversity, Arts and HeritagePlan Owner: Dr musa Gumede



Unit Of Measure









6.5 Progress made towards effective management and compliance with legislative requirements to support effective green environment management.

Christo Swart 100 100 % 100% 100% 100% 100% Evidence submitted to PME.

Direct links:6.8.1 Development and Review of Management Plans for Nature Reserves, Conservation Areas in cluding D MOSS and Public Open Spaces, Stream Areas, Public Parks and Botanic Gardens (Phase 1). 6.8.2 Plan and Execute activities relating to sustainable practices relating to sustainable practices in relation to the deceased (Phase 1).6.8.3 Undertake feasibility study in order to develop a cemetries and crematoria master plan

6.6 Implementation of Sporting opportunities as outlined in the SDBIP

Roshini Bob 65 65 Number 20 325 20 20 Minutes of the planning meetings; Checklists ,Agenda and reports

Direct Links: 6.6.1 Implement U19 football players in partnership with SAFA (SA Football Association) 6.6.2 Commission research to establish best practice linked to sports & Recreation development. 6.6.3 Plan and select participants for the SALGA-KZN Games.

6.7 Implementation of Cultural and Natural Heritage project for infrastructure development and asset management.

Roshini Bob 100 90 % 100% 100% 100% 100% Evidence submitted to PME.

Direct Links: 6.3.1 Develop a project plan and implementation of phase 1 for the Central Library (Centrum Sites), 6.3.2 Develop a project plan and implementation of phase 1 for Museum of Education. 6.3.3 Implement phase 1b for Cator Manor Museum.

Index KPI Name KPI Owner

2013/2014 Annual Target


Unit Of Measure









Comment PME Comment

Link to SDBIP

7.1 Number of international agreements and projects, events and protocol projects and intergovernmental agreements and projects that enhance Municipal service delivery.

Eric Apelgren

190 186 Number 112 435 112 138 The budget was made available from savings to be able toaccomodate more projects

Evidence uploaded on the EPMA system. Which includes meetings, reports, agendas, minutes, schedules

Direct link: 7.1.1. Promote co-operative international relations programmes that mobolises financial and knowledge exchange that supports capacity of staff and office bearers to deliver the IDP; 7.1.2. Promote co-operative Africa/NEPAD programmes that mobolises financial and knowledge exchange that supports capacity of staff and office bearers to deliver the IDP; 7.1.3. Promote an integrated intergovernmental relations programme that mobolises resources, policy alignment and knowledge exchange that benefits all stakeholders; 7.1.4. Implement a Municipal plan for Municipal events; 7.1.5. Adopt a municipal wide events policy

7.2 Customer satisfaction based on the customer satisfaction questionnaire and mystery shopper programme

Ntsiki Magwaza

85 91.14 % Average annual score of 86%

88 86 91.4 The KPI is new and the results achieved were not anticipated.

Evidence uploaded on the EPMA system. Which includes reports and documentation.

Indirectly Link: 7.2.1. Implementation of the customer relations management strategy.; 7.2.2. Rationalisation of call centres; 7.2.3. Development of a municipal wide complaints management system.; 7.2.4. Implementation of capital projects.; 7.2.5. Determine and implement a maintenance programme in respect of facilities managed by the Unit. 7.2.6. Scanning of documentation stored at Kloof Repository

Plan 7 :Good Governance and Responsive Local GovernmentPlan Owner: Sipho Cele




Unit Of Measure









Comment PME Comment

Link to SDBIP

7.3 Number of interventions to encourage effective public participation in Council activities

Vincent Cebekhulu

693 877 Number 18488 19000 18488 18686 Evidence can be viewed iat CPAS offices, Pinetown Civic Centre.

Direct Link: 7.3.1. Facilitate Grant In Aid distribution; 7.3.2. Capacitate Community Based Structures; 7.3.3. Facilitate capacitation of Ward Committees; 7.3.4. Facilitate implementation of Community Based Planning; 7.3.5. Create platforms for Stakeholder Engagement; 7.3.6. Undertake vulnerable groups programme; 7.3.7. Facilitate provision of administrative support to Ward Commitees ; 7.3.8. Facilitate reviews of CPAS Unit policies; 7.3.9. Undertake gender based programme; 7.3.10. Undertake poverty alleviation programmes; 7.3.11. Undertake youth based programmes

7.4 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

Ntombifuthi Christophora Mthethwa

10 9 Number 10 communication tools maintained and development if 1 tool

12 Communication tools maintained

10 10 Newspaper, CDs, Tapes, Website, Social Media, Radio Recordings which is kept in the 7th floor rennies house

Direct Link: 7.4.2. Maintain existing and develop new communication tools Indirect Links: 7.4.1. Implement communication and marketing strategies and policy; 7.4.3. Implement Municipal media relations strategy; 7.4.4. Implement Clean and Maintain My City Programme




Unit Of Measure









Comment PME Comment

Link to SDBIP

7.5 Implementation of identified systems, policies, events and services to promote the interface between Council, the Administration and the Citizenry.

Adele Seheri/ Betty Moyo

100 84 % 98.33 % implementation of 6 identified projects.

100% implementation of 8 identified projects

98.33 96.06 Achieved within a 2.31% variance

Evidence uploaded and there are larger files which can be viewed at City Hall, room 8, basement

Direct Link: 7.11.1. Review, Develop and implement municipal wide administration policies and systems; 7.11.2. Municipal wide Records Management; 7.11.3. Enhance the interface between Council, Administration and the Citizenry; 7.11.4. Manage Office Bearers' Programmes; 7.11.5. Enhance the interface between the Mayor's Office and the Citizenry; 7.11.6. Manage the interface between Ward Committees, the Council and the Administration Sub-projects: 7.11.1.1 to 7.11.1.4. & 7.11.4.1 to 7.11.4.7 & 7.11.6.1 to 7.11.6.3.

7.6 Percentage implementation of the anti-corruption and human rights programme

Mbuso Ngcobo

New KPI-no baseline

% 73.33 100% 73.33 71.5 achieved within a 2.5% Variance

Evidence uploaded on the EPMA system

Direct link: 7.5.1. Provide an effective forensic investigative service; 7.5.2. Provide an effective ombuds service; 7.5.3. Implement a fraud and corruption response plan ; 7.5.4. Conduct a training and awareness campaign in terms of the fraud prevention plan; 7.5.5. Conduct annual fraud risk assessment and monitor the fraud risk register; 7.5.6. Promotion of Human Rights and good governance principles throughout the EMA




Unit Of Measure









Comment PME Comment

Link to SDBIP

7.7 Number of projects implemented for ERM and BCM in the municipality and its entities

Phillip Ntsimane

69 87 Number 106 325 106 132 Additional Adhoc risk assessments from line management

Available at 5th floor, Shell house with ERM Senior Managers

Direct Link: 7.12.1. Assess and monitor the risks that impact achievement of strategic and operational city objectives; 7.12.2. Embedding ERM culture in the City and its entities; 7.12.3. Develop and implement ERM systems and infrastructure ; 7.12.4. Develop risk monitoring tool and systems to support decision making; 7.12.5. Provide Adisory reports to management and oversight structures; 7.12.6. Develop BCM System and infrastructure

7.8 Percentage of audits as approved by the audit committee undertaken to determine the adequacy of internal controls designed to mitigate against identified risks.

Phillip Ntsimane

100 108 % 90% 100% 90 90 Audit Plan which was uploaded on to the EPMA system

Further to the 90% (189 audits completed), 34 additional audits/special requests were concluded which resulted in 106% of plan achieved, as well as the continuous audit monitoringundertaken resulting in 48 audit logs across the City and Entities which represents 128%.

Direct Link: 7.6.1. Undertake Internal Audits in terms of approved Audit Plan Indirectly linked: 7.6.2. Undertake specialised audits as may be required and approved by CAE; 7.6.3. To monitor the implementation of the recommendations by management




Unit Of Measure









Comment PME Comment

Link to SDBIP

7.9 Unqualified audit in terms of performance information

Nirmala Govender

100 100 % Unqualified - 100%

Unqualified - 100%

100 100 AG's report Received a clean audit for performance information

Indirect link: 7.7.1. Monitor and evaluate the performance information for the Organisation and its entities; 7.7.2. Facilitate the declaration of information by all staff; 7.7.3. Analyse staff declarations of interest data to ensure compliance; 7.7.4. Collate, monitor and review individual performance information for executive pay; 7.7.5. Compilation of Annual Report in compliance with MSA No.32 of 2000 and MFMA No.56 of 2003.; 7.7.6. Monitor and evaluate identified operational areas of municipal service delivery; 7.7.7. Review and enhancement of developed applications; 7.7.8. Pilot the Management performance assessment tool (MPAT) within identified areas of the municipality

7.10 Implementation of IT initiatives to improve efficiencies, effectiveness & accountability and eliminate wastage of resources

Robert Dlamini

100 93 % Implementation of 100% of all projects contained in the business plan

100 % implementation of all projects in the ICT strategy that have a 5 year or less life span

100 142.75 Achieved more than was anticipated due to adjustment budget

Evidence has been Uploaded in the EPMA system

Direct Link: 7.9.1. Stabilise ICT Operations 7.9.2. Build enabling ICT infrastructure; 7.9.3. Implemet municipal Information Technology solutions; 7.9.4. Develop municipal Information Technology services and information; 7.10.1. Promote a digitally inclusive city Sub project: 7.9.1.1 to 7.9.1.3. & 7.9.2.1 to 7.9.2.10 & 7.9.3.1 to 7.9.3.2 & 7.9.4.1. to 7.9.4.8




Unit Of Measure









Comment PME Comment

Link to SDBIP

7.11 Interventions introduced to improve productivity, efficiency and effectiveness within the municipality

Maqhawe Mthembu

84 102 Number 66 interventions

132 interventions

66 82 1. New CHR Strategy encouraged more innovation 2. Institutional Review projects on adhoc basis can not be planned. 3.Implementation of Printer Policy gave more impetus to this function

Evidence is available at the 8th floor shell house

Direct Link: 7.8.1. Conduct productivity measurement interventions and develop standards of performance; 7.8.2. Monitor productivity for continuous improvements; 7.8.3. Re-engineer business processes; 7.8.4. Eliminate Wastage of resources; 7.8.5. Develop innovative ways of service delivery; 7.8.6. Undertake strategic planning projects to produce outcomes base; d organizational structures; 7.8.7. Und ertake change management interventions; 7.8.8. undertake office automation projects

7.12 % of Business License Applications finalised within statutory timeframe - 21 days

Gabriella La Foy


% All business licence applications finalised within

All business licence applications finalised within 21 days

100 0 Not Achieved, 100% Variance

No reporting done. Please submitt actual scores

Direct Link: 7.13.1. % of Business License Applications finalised within statutory timeframe - 21 days

7.13 Coordination and implementation of the INK IBM programme

Linda Mbonambi

100 100 % 100% 100 100 Evidence uploaded and movable hardcopy available at the INK ABM offices.

Direct Link: 7.14.1. Joint Government INK business plan 7.14.2. Improved Environment Programme; 7.14.3. Enhanced Income Programme ; 7.14.4. Infrastructure Investment Programme




Unit Of Measure








Comment PME Comment

Link to SDBIP

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.

Sandile Mnguni

90 89 % 90 100 90 92.16 Overachieving.Accelerated spend in Housing

Section 71 report. 5th floor FMB

8.2 Issue 2 Supplementary Rolls per year thereby exceeding the MPRA requirement of issuing 1 supplementary roll per year

Keith Matthias

2 5 Supplementary Rolls

Number 2 Supplementary Rolls

2 Supplementary Rolls

2 3 2nd Supp Role of Fiancial Year published in 3rd Querter. Total of 3 Supplementary Rolls published for financial year.Additional Supp published to smooth rates income billing

N/A Compile Supplementary Valuation Rolls - Public Notice of Supplementary Roll

Direct Link 8.4.1. Compile Supplementary Valuation Rolls

8.3 Optimal availability of fleet vehicles (excluding buses)

Malcolm Joshua

90 95 % 90.00 90.00 90 94 Achieved due to effort employed at monitoring and managing the turn around time for vehicles at workshops. Meetings with the managers are held every Friday morning.

Evidence sent by Lobisa to Sambulo

Direct Link 8.9.2.1. Optimal availability of fleet vehicles (excluding buses)

Plan 8 :Financially Accountable and Sustainable CityPlan Owner: Krish Kumar




Unit Of Measure








Comment PME Comment

Link to SDBIP

8.4 Optimal availability of bus fleet

Malcolm Joshua

90 95 % 90.00 90.00 90 95 Achieved due to effort employed at monitoring and managing the turn around time for buses at workshops. Meetings with the bus manufacturers are held every Friday morning.

Evidence sent by Lobisa to Sambulo

Direct Link8.9.2.2. Optimal availability of bus fleet

8.5 Outstanding Service Debtors to Revenue

Peet Duplessis

38 26.20 % 38.00 38.00 38 27.61 Excellent collection rate due to strict implementation of credit control policy

Evidence report sent by Philile Madonsela to Sambulo

8.6 Debt Coverage Ratio (No. of times)

Sandile Mnguni

11 11.10 Number of Times

11 15 11 12.22 Favourable - High income levels

Section 71 report workings available on the 5th Floor,

Unaudited results - may change

8.7 Cost Coverage Ratio (No. of Times)

Sandile Mnguni

2 4.70 Number of Times

2 2 2 3.98 Section 71 Report workings, 5th Floor FMB

Favourable - unaudited results may change

8.8 Gearing Ratio (Debt to Total Income including grant income)

Sandile Mnguni

45 39 % 45 40 45 35 Target is a Benchmark Section 71 report . 5th Floor FMB

Favourable. Calculated as done by Credit Rating Company -unaudited

8.9 Report from Auditor General

Sandile Mnguni

100 Unqualified audit report - 100

% Unqualified audit report

Unqualified audit report

100 100 Report available at 5th Floor FMB

8.10 Aligning SCM Processes to ISO 9001: Gap analysis; assessment & verification report; and publicity to be done

Mdu Mkhize

100 45 % 1. Complete plan; 2. Undertake workshops; 3. Review results; 4. Implement recommendations; 5. Produce final report; and 6. Publicity

100 100 100 Evidence sent by Xolani Hlongwa to Sambulo

Direct Link8.20.2. ISO 9001 Accreditation




Unit Of Measure








Comment PME Comment

Link to SDBIP

8.11 Maintain an overall payment rate of Cash over Monthly billing at 95%

Peet Duplessis

93.75 104.84 % 95 95 95 103.04 Continued impementation of credit control procedures

Reports from the revenue system

Direct Link8.5.1.1. % 8.5.1.1. % Collection Rate Bulk Electricity8.5.1.2. % Collection Rate Electricity8.5.1.3. % Collection Rate Water8.5.1.4. % Collection Rate Rates

8.12 Implementation of the Durban Energy Office programmes

Magashen Naidoo

100 100 % 100% implementation of programmes

100% 100 100 Evidence uploaded on the SDBIP

Direct Link8.17.1.1. Business plan8.17.2.1. Climate Change Mitigation City Fleet plan8.17.3.1. Implement EEDSM Program

8.13 Monitoring and reporting on organisational procurement plans for top 150 Capital Budget line items

Andre Petersen

100 100 % 100% 100% 100 100 Evidence sent by Xolani Hlongwa to Sambulo

8.14 Percentage implementation of procurement plan and monitoring thereof for SCM managed contracts

Andre Petersen

100 100 % 100% 100% 100 100 Evidence sent by Xolani Hlongwa to Sambulo




Unit Of Measure








Comment PME Comment

Link to SDBIP

8.15 Implementation of a Web-enabled Procurement System (JDE SSS) for services - Pilot Plan at Architecture: Preliminary planning; implementation methodology and strategy; policy and SOP development

Sandile Ngcobo

New KPI- No baseline

% Classification and categorisation of suppliers

100 100 100 Evidence sent by Xolani Hlongwa to Sambulo

Direct Link8.20.3.1. Implementation of a web-enabled procurement system on JDE SSS

8.16 Develop and implement a new Billing System

Peet Duplessis


% 78.75% Full implementation of the system

78.75 80.75 The over achievement was mainly due to re-planning and reduction of training users.The RMS Training users were reduced from 600 users in Treasury to 233 Users. The original numbers supplied consisted of all the COINS users in Treasury and some of the users had already left the employ of the council. The original numbers were also confirmed in 2009. Some of the users were also trained in 2014 and have been using the system (RMS PHASE 1) since July 2014

RMS programme plan attached

Direct Link8.6.1.1. Software Development8.6.1.2. Data Migration8.6.1.3. Testing8.6.1.4. Training



Unit Of Measure









Comment PME Comment

21.1 Economic Impact -Contribution to GDP calculated by independent research organisation compared to budgeted target (Note 2)

Mala Dorasamy

2.75 3.12 Rand Billions

2.8 2.9 2.8 Not Achieved-100%Variance

The Consultant is still compiling an Economic Impact report 2014/15

Awaiting results from ICC.

21.2 International delegate days-Number of international delegates days as calculated in independent economic impact assessment compared to budgeted target (Note 3)

Mala Dorasamy


Days 400000 400000 400000 Not Achieved-100%Variance



21.3 Jobs created-Number of direct and indirect jobs created compared to budgeted target (Note 5)

Lindiwe Rakharebe

7700 7773 Jobs 7300 7350 7300 Not Achieved-100%Variance



21.4 Human Capital Development-Achieve Training Days as per Training Plan Schedule

Fred Hattingh

70 176 % 80% 100% 80 157.43 Durban ICC provided additional internal training for teamwork and customer satisfaction

Training days schedule

Plan 21 :ICCPlan Owner: Musa Mbhele



Unit Of Measure









Comment PME Comment

21.5 B-BBEE Level certification(Note 4)

Melanie Rambally

7 4 Level No 4 3 4 2 Target achieved, The SCM dept is encouraging and assisting BEE suppliers in making business with them.

BEE Certificate

21.6 Graduate Programme-Total number of graduates engaged in financial year(Note 9)

Fred Hattingh

13 13 Number 14 52 14 16 All the Managers were willing to accommodate more graduates.

Graduate List Target achieved

21.7 Student Programme-Total number of students engaged in financial year(Note 9)

Fred Hattingh

10 11 Number 12 45 12 10 Not Achieved-16.67% Variance

The HR selection process has changed, requiring all selection process to be followed.

The advertisement and selection processes will commence early in order to finalise the placement in time.

Student List Students are selected in January for a 12months contracts.

21.8 Staff Performance-Percentage of staff performing at 3 and upwards (Note 5)

Lindiwe Rakharebe

60 0 % 75 80 75 Not Achieved-100%Variance

Results not ready for reporting



Unit Of Measure









Comment PME Comment

21.9 Revenue-Actual revenue generated (Note 6)

Mala Dorasamy

143 151.5 Rand Millions

155.80 155.80 155.80 155.73 Achieved within variance-0.04%

The minor difference was caused by the cancellation of few events. This difference is less than 0,05 %.

Management Accounts

Target achieved

Actual was updated.

21.10 Operating Expenditure (cost control)-Actual operating expenditure (excl. cost of sales, rates & depreciation) as a percentage of Revenue (excl. recoverables) (Note 8)

Melanie Rambally

70 59 % 65 65 65 62.79 This is a favourable results, the expenditures are less than anticipated. Management are monitoring the budget and following the SCM policies strictly.

Management Accounts

Actual was updated.

21.11 Capital expenditure budget-Percentage of the capital expenditure budget that has been spent.

Jerry Craig Hurter

80 37 % 100 100 100 39.11 Not Achieved-60.89%Variance

The Tendering processes are taking longer than anticipated

The Procurement plan has been implemented to achieve this target

Capex Budget, procurement plan

The major projects are currently underway with SCM processes

21.12 Unqualified Audit-Achieve Unqualified Audit from the AG

Melanie Rambally

Yes Yes Yes/No Yes Yes Yes Yes Audit Report Target achieved in previous quarter



Unit Of Measure









Comment PME Comment

21.13 Media Coverage-Rand value Rm of effective media coverage achieved

Mala Dorasamy

22 26.8 Rand Millions

24 26 24 33 Owing to the number of high-profile events hosted during the period resulted in greater media exposure for the Durban ICC.

Media Exposure

Target achieved

21.14 Service excellence-Weighted average percentage rating achieved for customer satisfaction

Nicolette Elia-Beissel

85 88.2 % 88 90 88 93.9 The type of events held were international events with wide publicity coverage.

Customer satisfaction

Target achieved

21.15 ISO 9001-ISO certification retained(Note 10)

Mala Dorasamy

Yes Yes Yes/No Yes Yes Yes Yes ISO 9001 certificate

Target achieved

21.16 TGCSA 5-Star Grading (Tourism Star Grading Maintained) (Note 10)


5 5 Number 5 5 5 5 Tourism grading certificate

This target was achieved, the Five star award is very important to the company.

21.17 National delegate days-Number of national delegates days as calculated in independent economic impact assessment compared to budgeted target (Note 4)

Mala Dorasamy


Days 600000 620000 600000 Not Achieved-100%Variance





Unit Of Measure









Comment PME Comment

21.18 B-BBEE Procurement-Procurement from Level 1 - 5 suppliers / service providers

Melanie Rambally


% 75 75 75 86 We have embarked on assisting and sourcing the services from the BEE compliant companies

BEE Procurement List

21.19 Employment equity-% of Top Management & Senior Management Black:%

Lindiwe Rakharebe


% 60 60 60 71.42 We had vacant positions, Durban ICC employed blacks on those top management positions which were HR Senior Manager and the CEO.

Top Management List

This target is well achieved by the Durban ICC.

21.20 Employment equity-% of Top Management & Senior Management Female:%

Lindiwe Rakharebe


% 50 50 50 57.14 The Durban ICC Top management comprised of women, this is still well maintained.

Top Management List

We have female majority in senior management



Unit Of Measure









Comment PME Comment

21.21 Employment equity-% of Total Staff Compliment Disabled: %

Lindiwe Rakharebe


% 2 2 2 0 Not Achieved-100%Variance

We have difficulty in recruiting disabled persons as this is not a normal process and only few positions can be performed by disabled employess.

We have positions earmarked for disabled employees, we have engaged with the agent that can provide us with CV's.

This is a new measure introduced thus we are working towards 2% Target.

21.22 Gross Margin - Gross margin as a percentage of revenue (Note 6)

Lindiwe Rakharebe


% 70 70 70 72 The target was exceeded as our cost of sales decreased

Management Accounts

Actual was updated.

21.23 Utility Consumption-Reduction in percentage usage of electricity

Jerry Craig Hurter


% 5 1 5 5 Electricity and water savings list

Target achieved

21.24 Occupancy-Total net m² sold against total net m² available within main halls and meeting rooms across the complex (Note 7)

Mala Dorasamy


% 50 55 50 43.2 Not Achieved-13.6% variance

This is a new measure introduced in January thus we are working towards the 50% mark

Sales forecast are monitored to achieve the target

Occupancy List

The level of our occupancy will be increased as Sales dept introduced new packages.



Unit Of Measure









Comment PME Comment

21.25 Risk Management-Risk management and mitigation. % Tasks completed on due date as listed on the Task Risk Register(Note 1)

Lindiwe Rakharebe


% 100 100 100 63 Not achieved-37% variance

Some of the risks are ongoing and they were more than 80% completed.

Task Status report and summary

21.26 Planned Maintenance-Complete tasks as per the annual maintenance plan

Jerry Craig Hurter


% 100 100 100 100 Technical Planned Maintenance schedule

Target achieved




Yes/No Yes Yes Yes Yes ISO 14001 certificate

Target achieved


John Moatshe


Yes/No Yes Yes Yes Yes ISO 22000 certificate

Target achieved

21.29 HACCP-ISO certification retained(Note 10)

John Moatshe


Yes/No Yes Yes Yes Yes HACCP certificate

Target achieved

21.30 AIPC Certification-AIPC Gold Quality Status (Note 10)



Yes/No Yes Yes Yes Yes AIPC Report Target achieved




Unit Of Measure






Indicator

Reason For Variance Measures Taken to Improve Performance


Comment PME Comment

22.1 To supply an appropriate quality of water to maintain a world-class oceanarium, subject to port operations and sand pumping schedules

Antony Mcewan

98 100 % Coliform counts below 51 CFU/100ml

Coliform counts below 51 CFU/100ml

50 50 Target Achieved.

Water quality test results table attached, records on water quality computer on site.

Target achieved. Readings above 51 CFU/100ml on 5 and 28 May. Unknown environmental impact on seawater at well points.

22.2 To ensure functional life support system components through scheduled maintance

Antony Mcewan


% At least 80% of scheduled maintenance undertaken as per the maintenance schedule

At least 80% of scheduled maintenance undertaken as per the maintenance schedule

80 100 The reason why the % completed jobcards is 100% (compared to target of 80%) for the fourth quarter isdue to the following:A decision was taken at the City Audit Committee that preventative maintenance target should be 100%to protect the City’s assets. The SAAMBR Technical team have made a great effort over the last threequarters to catch up the backlog of job cards and to revise the system to extract each whole month’s jobcards at the start of each month to ensure staff have notice of jobs that will come due during the month.

We will continue to aim for 100% preventative maintenance

Physical evidence and Proteus records. Summary attached. PDFs of proteus records on site too big to attch.

Plan 22 :uShakaPlan Owner: Musa Mbhele




Unit Of Measure






Indicator



Comment PME Comment

22.3 To maintain functional water intake and reticulation system, providing an appropriate volume of water to maintain a world class oceanarium, subject to port operations and sand pumping schedules

Antony Mcewan


% Monitor well points system to extract minimum of 4.4 million litres/day on 96% of days

Monitor well points system to extract minimum of 4.4 million litres/day on 96% of days

96 97 Target achieved. Target Achieved.

SCADA seawater flow rate graph.

22.4 Increase procurement from disadvantaged businesses (level 1 to 5)

Jabulani Dlamuka

80 Achieved 93% for the period ending June 2014

% To procure 85% of all goods & services from historically disadvantaged businesses (level 1 to 5)

To procure 85% of all goods & services from historically disadvantaged businesses (level 1 to 5)

85 92 Management has placed focus on procuring from BEE suppliers whom have a contribution level not lesser than level 5

Management has placed focus on procuring from BEE suppliers whom have a contribution level not lesser than level 5

Procurement statistics report available on file.

22.5 Manage actual occupancy of lettable space against available

Greg Jacobson

95 Achieved 99.60% occupancy

% To achieve 95% of occupancy of lettable space in the Village Walk

To achieve 95% of occupancy of lettable space in the Village Walk

95 99 Achieved 99% of occupancy of lettable space in the Village Walk. Attracted more tenants.

Spreadsheet attached.




Unit Of Measure






Indicator



Comment PME Comment

22.6 To survey 300 guests per month to achieve 88% of "overall park experience" satisfaction from the surveyed guests

Bongani Mthiyane

85 Achieved overall 95% park experience satisfaction from the surveyed guests

% To survey 300 guests per month to achieve 88% of "overall park experience" satisfaction from the surveyed guests

To survey 300 guests per month to achieve 88% of "overall park experience" satisfaction from the surveyed guests

88 95 Surveyed 1525 guests for the third quarter.These survey results as well as guest compliments and complaints are monitored on a monthly basis to ensure high standard are maintained.

Surveyed 1525 guests for the third quarter.These survey results as well as guest compliments and complaints are monitored on a monthly basis to ensure high standard are maintained.

Survey Report attached

22.7 To not exceed 10 lost time injuries

Neville Pillay


Number To not exceed 10 lost time injuries

To not exceed 10 lost time injuries

10 11 Not Achieved-10%Variance

The loss time injuries for the year have amounted to 11 which is 1 injury over the target

The Loss time injury process will be enhanced by a screening process by the Ethekwini occupational health unit utilising trained occupational health staff, this will ensure that we have a firmer hold on the management of these injuries.

Monthly operational report - Donovon Singh 031 328 8042

22.8 To achieve a Clean audit opinion for prior financial year

Jabulani Dlamuka

1 Achieved = 1 Yes/No To achieve a clean audit opinion for prior financial year

To achieve a clean audit opinion for prior financial year

Yes Yes Clean audit achieved for 2013/14 financial year.

Clean audit achieved for 2013/14 financial year.

DMTP 2013/14 Annual report




Unit Of Measure






Indicator



Comment PME Comment

22.9 Compilation of effective Employment Equity plans and reports[Top management level]

Pamlette Ncobeni


% To achieve 71% of the designated group at Top Management level

To achieve 71% of the designated group at Top Management level

71 86 Since December 2013 there has been a turnover at this level of non-PDI. These roles were then filled by PDI’s hence the overachievement.

Since December 2013 there has been a turnover at this level of non-PDI. These roles were then filled by PDI’s hence the overachievement.

Employment Equity report attached.

22.10 Compilation of effective Employment Equity plans and reports[Senior management level]

Pamlette Ncobeni


% To achieve 76% of the designated group at Senior Management level

To achieve 76% of the designated group at Senior Management level

76 64 Not Achieved 15.79%Variance

HR will attempt to resolve this through recruitment and implementing results of job grading exercise. HSE Manager appointment effective 1 4 2015 has made progress towards this and the implementation of the job grading results will assist in achieving this target.

The implementation of the job grading results will assist in achieving this target.

Employment Equity report attached

22.11 Compilation of effective Employment Equity plans and reports[Middle management level]

Pamlette Ncobeni


% To achieve 87% of the designated group at Middle Management level

To achieve 87% of the designated group at Middle Management level

87 95 There has been a high turnover at this level, and the roles have been filled by a high number of PDI candidates.

There has been a high turnover at this level, and the roles have been filled by a high number of PDI candidates.

Employment Equity report attached.

22.12 Retention of key DMTP technical personnel

Pamlette Ncobeni

80 69% of retention achieved

% To achieve 80% retention of key critical posts identified

To achieve 80% retention of key critical posts identified

80 89 Mangement is attempting to retain critical skills, hence there has not been much turnover.

Mangement is attempting to retain critical skills, hence there has not been much turnover.

Employment equity report attached




Unit Of Measure






Indicator



Comment PME Comment

22.13 Retention of key SAAMBR technical personnel

Lawrence Oellermann

80 100% retention % To achieve 80% retention of key critical posts identified

To achieve 80% retention of key critical posts identified

80 100 HOD has created a stable team with clear career paths and associated long term training plan.

HOD has created a stable team with clear career paths and associated long term training plan.

SAAMBR HR Report attached, VIP HR programme available on site for inspection

22.14 Achievement of adjusted budgeted admissions

Bongani Mthiyane

100 Achieved 87% of adjusted budgeted admissions

% Achievement of adjusted budgeted admissions

Achievement of adjusted budgeted admissions

100 92 Not Achieved 8%Variance

State of the economy a big contributor to low numbers and low revenue. People are reported to having a diminishing disposable income year on year.

A new marketing and media strategy that is very much aggressive, outward looking and very targeted has been introduced to the market.

Year on Year Footfall Report

22.15 Achievement of adjusted budgeted revenues - Ticketing

Bongani Mthiyane


% Achievement of adjusted budgeted revenues

Achievement of adjusted budgeted revenues


State of the economy a big contributor to low numbers and low revenue. People are reported to having a diminishing disposable income year on year.

A new marketing and media strategy that is very much aggressive, outward looking and very targeted has been introduced to the market.

DMTP Financial Reports

22.16 To hold 2 anchor events for the year

Bongani Mthiyane


Number To hold two anchor events

To hold two anchor events

2 2 Target achieved. Easter Egg Hunt and Splash with the stars

DMTP Reports and physical evidence, contact Nombuso Buthelezi 0313288103




Unit Of Measure






Indicator



Comment PME Comment

22.17 Achievement of adjusted budget revenue for Food and Beverage income

Abel Mokoena

100 Achieved 100% of adjusted budget YTD

% To achieve 100% of adjusted budgeted revenues for Food & Beverage Income

To achieve 100% of adjusted budgeted revenues for Food & Beverage Income

100 83 Not Achieved-17%Variance

Overall performance of the food and beverage department is dependent on footfall, some pockets of the department performed above average and some failed to hit the target

A new financial sustainability plan has been drafted and the implementation phase is underway


22.18 Achievement of adjusted budget revenue for Merchandising income

Greg Jacobson

100 Achieved 98% of adjusted budget YTD

% To achieve 100% of adjusted budgeted revenues for Merchandising Income

To achieve 100% of adjusted budgeted revenues for Merchandising Income


The stagnant economy, unemployment rates and the consequent lowering of disposable income , combined with more-than-inflation increases in electricity , water and rates have all contributed to lesser spend on nice-to-have expenditure. In the context of a day’s visit to uShaka Marine World, spending in uShaka Trading Stores is a non-essential when weighed up against the necessity or desire to spend on an entrance ticket into the park and food. Further, the Merchandise stores find themselves competing against the free market pricing of the other Village Walk tenants, whilst being forced to purchase product through the MFMA which is very restrictive, resulting in higher Cost of Sale entrance point with all its inherent restrictions.

Workshop conducted in January 2015 identied merchandising as a new startegy for retail.

DMTP financial report.

22.19 Achievement of adjusted budget revenue for Rental income

Greg Jacobson

100 Achieved 111% of adjusted budget.

% To achieve 100% of adjusted budgeted revenues for Rental Income

To achieve 100% of adjusted budgeted revenues for Rental Income

100 103 Effective tenant management strategy.

Effective tenant management strategy.





Unit Of Measure






Indicator



Comment PME Comment

22.20 To achieve 41% of Food and Beverage cost

Abel Mokoena


% To achieve 41% of food and beverage cost

To achieve 41% of food and beverage cost

41 40.44 DMTP Financial Reports

22.21 To achieve 47% of merchandising cost

Greg Jacobson

48 Achieved 45% of merchandising cost

% To achieve 47% of merchandising cost

To achieve 47% of merchandising cost

47 45.8 Target achieved. Strong controls on costs and prices calculated to be inline with costs.


22.22 To Ensure that schools footfall as per adjusted budget is achieved

Jone Porter

110 196 112 827 learners Number 112827 As per financial budget

112827 150330 The reason why the overachievement of footfall compared to target for uShaka Sea World is due to thefollowing:No public service strike in 2014/15 financial year (that affected teachersNo major transport strike in 2014/15 financial year (that affected transport of schools to uShaka SeaWorldAn increase in footfall from March to June 2015 possibly due to an advertising email sent to schools inJanuary on the email data base requested from the KwaZulu-Natal Department of Education. This hasattracted new schools. It is only in the last two years that a substantial increase in schools have accessto email in KwaZulu-Natal.

We will continue to aim for the best footfall possible given the constraints of the daily limits that theaquarium is able to house without having a serious impact on full-paying guests.

DMTP Financial Report




Unit Of Measure






Indicator



Comment PME Comment

22.23 To manage F&B debtors & sponsorship debtors days against targeted debtors days

Jabulani Dlamuka

100 75% of functions debtors within 30 days

% To ensure that all function & sponsorship debtors are collected within 30 days

To ensure that all function & sponsorship debtors are collected within 30 days

100 100 All function and sponsorship debtors were collected on time.

All function and sponsorship debtors were collected on time.


22.24 To provide large aquarium exhibits, which are optimally stocked with attractive and educational stimulating organisms

Antony Mcewan

5 All 6 large exhibits stocked and opened to the public 100% of the time

Number Ensure that, at any one time in the year, 5 large exhibits are open

Ensure that, at any one time in the year, 5 large exhibits are open

5 7 No exhibits were closed, No major maintanance, work done outside opening hours.

No exhibits were closed, No major maintanance, work done outside opening hours.

Records, physical evidence. Jone Porter 031 328 8190

22.25 To provide small aquarium exhibits, which are optimally stocked with attractive and educationally stimulating organisms

Antony Mcewan

35 45 small exhibits optimally stocked and open to public 100% of the time

Number Ensure that, at any one time in the year, 35 small exhibits are open

Ensure that, at any one time in the year, 35 small exhibits are open

35 43 No major maintenance needed. No major maintenance needed.

Spreadsheet attached, physical evidence in files on sites. Jone Porter

22.26 To provide at least one new aquarim exhibit each year, optimally stocked with attractive and educationally stimulating organisms

Antony Mcewan

1 1 new exhibit opened - glass shrimp

Number To develop at least one new exhibit each year

To develop at least one new exhibit each year

1 1 New Seahorse Exhibit area opened October 2014

New Seahorse Exhibit area opened October 2014

Physical Evidence Jone Porter 031 328 8190




Unit Of Measure






Indicator



Comment PME Comment

22.27 To deliver conservation orientated, entertaining and educational dolphin shows to guests

Antony Mcewan

184 242 Number To do 760 dolphin presentations a year except when pool down for maintenance

To do 760 dolphin presentations a year except when pool down for maintenance

760 803 Overachieved due to more than 2 shows on certain days to accomodate public and school football.

Overachieved due to more than 2 shows on certain days to accomodate public and school football.

Summary table attached, physical evidence in file on site. Jone Porter 031 328 8190

22.28 To offer penguin feed presentations to guest

Antony Mcewan

183 126 Number To do 760 penguin presentations a year except when pool down for maintenance

To do 760 penguin presentations a year except when pool down for maintenance

760 1095 Overachieved due to sharing of responsibility between mammals and bird team and education team enabling more presentations.

Overachieved due to sharing of responsibility between mammals and bird team and education team enabling more presentations.

Summary table attached, physical evidence in file on site. Jone Porter 031 328 8190

22.29 To present entertaining and educational seal shows to guests

Antony Mcewan

183 212 Number To do 760 seal presentations a year except when pool down for maintenance

To do 760 seal presentations a year except when pool down for maintenance

760 772 Overachieved due to more than 2 shows on certain days to accomodate public footfall.

Overachieved due to more than 2 shows on certain days to accomodate public footfall.

Summary table and show data spreadsheets attached.




Unit Of Measure






Indicator



Comment PME Comment

22.30 To manage rental debtors days against targeted debtors days

Greg Jacobson


% To ensure that all retail debtors are collected within 30 days(except those that have followed the legal route)

To ensure that all retail debtors are collected within 30 days (except those that have followed the legal route)

100 100 All rental debtors were collected within 30days with the exception of one debtor who has signed an AOD for turnover rental.

Ensure that all rental debtors are collected within 30 days


22.31 To maintain recognition as a centre of excellence in marine conservation, education and live animal displays

Antony Mcewan


% 100% compliance to PAAZA accreditation requirement

100% compliance to PAAZA accreditation requirements

100 100 Target achieved Target achieved Internal inspection once a year, report attached. PAAZA accreditation every 5 years.

Index KPI Name

KPI Owner 2013/2014 Annual Target


Unit Of Measure









Comment PME Comment

23.1 Number of job opportunities created

Vusi Mazibuko


Number 5000 5500 5000 8898 Total compliment from Safety, Security, Banqueting and F&B for FY14

Timesheets available from Marlene as wellas invoices from Mduduzi Masikane

Please provide sufficient reason for variance

23.2 To maximise occupancy percentage of all lettable space

Grant Medcalf


Percentage 75% 100% 75 76.6 Shop 10 being used to house Moses Mabhida exhibition which is a stadium attraction

RFP done for filling vacant kiosks, await finalisation on report for allocation of spaces

Turnover database; RFP doc; RFP submissions register

23.3 To obtain a Disabling Injury Frequency Rate (DIFR) score of lower than 6.0

Lunga Lamula


Number <6 <5 6 0 No injuries occured during this quarter

Maintain status quo

Safety files available at Safety Office

Plan 23 :Moses Mabhida StadiumPlan Owner: Musa Mbhele

Index KPI Name



Unit Of Measure









Comment PME Comment

23.4 To survey 100 guests per month to achieve total customer satisfaction.

Grant Medcalf


Number 1200 1500 1200 1233 surveys / 92% customer satisfaction

During skycar downtime, we had more guest service staff to conduct surveys and GRO's will continue to collect survey responses and provide excellent customer service

Physical surveys as well as spreadsheet available at Retail office

23.5 Ensure the implementation of audit recommendation at MMS

Nithia Moodley


Percentage 100% 100% 100 33 Not Achieved 67% Variance

Management responses can be viewed on audit log

work in progress MMS Audit log

23.6 % Training achieved against the Planned Training as per annual Work Skills Plan

Vusi Mazibuko


Percentage 100% 100% 100 100 Attendance registers are available at the HR office and numbers of trainings conducted are above the actual planned trainings.

Index KPI Name



Unit Of Measure









Comment PME Comment

23.7 Ensure risks are identified and mitigated according to the risk plan and monitor milestones

Vusi Mazibuko


Percentage 100% 100% 100 0 Not Achieved100% Variance

No reporting

23.8 Total number of students engaged in financial year as per the approved plan

Vusi Mazibuko


Percentage 10 12 10 2 Not Achieved 80% Variance

1 student was engaged at a later stage, to give a total of 2, due to administrative delays from the Skills Unit.

Will ensure that process is done at earlier stage to avoid delays.

Timesheets for trainees are avialable at the HR office

23.9 Retention of key technical personnel.

Vusi Mazibuko


Percentage 70% 80% 70 100 All key technical personnel have been retained.

Retation plan of plan is available on request

Index KPI Name



Unit Of Measure









Comment PME Comment

23.10 Actual operating expenditure not to exceed approved budget

Nithia Moodley


Yes/No Yes/No Yes/No 1 1 Budget Monitoring Income and Expenditure Report and note that This is based on the draft reports since we are still processing the year end entries. The final figures will be produce once all the entries have been processed

23.11 Capital Expenditure -percentage spent vs budget for financial year

Nithia Moodley


Percentage 100% 100% 100 100 Budget Monitoring Capital Expenditure Report and AB report

23.12 Ensure that all stadium debts are collected within the specified time frames

Nithia Moodley


Percentage 100% 100% 100 0 Not Achieved 100% Variance

The MMS requested that the KPI be amended as it's not correctly measured.

No reporting