DRAFT DRAFT DRAFT Kindly send written comments to:
Ms C Kerr or Mrs H Naidoo Office of the City Manager Geographic Information and Policy office 3rd Floor, Shell House 221 Smith Street DURBAN
or
P O Box 5856 DURBAN 4001
Fax 031 3113446
or e-mail
[email protected] [email protected]
By the 31 March, 2005
eThekwini Municipality
Annual Report
1 July 2003 to 30 June 2004 DRAFT DRAFT DRAFT Credits:
This Annual Report was compiled and published by the Corporate Policy Unit (CPU) which is situated in the Geographic Information and Policy Office (GIPO): the strategic arm of eThekwini's Office of the City Manager. The Report reviews all activities of the eThekwini Municipality for the period 1 July 2003 to 30 June 2004.
Content: eThekwini's six Deputy City Managers (DCMs) and their senior management team contributed information and data specific to their cluster, unit or department.
Co-ordinators: Hyacinthia Naidoo Carolyn Kerr
Proofreading: Carolyn Kerr
Cover Design and Layout: Thomas Ferreira
Contact Details:
Jacquie Subban Head : Geographic Information and Policy office Office of the City Manager Tel : 3113439 Fax: : 3113446 Email : [email protected] DRAFT DRAFT DRAFT Table of Contents Message from the Mayor Vision List of Figures List of Tables List of Appendices Abbreviations Preface
1. Introduction 1.1. Background 1.2. Organogram 1.3. Profile of eThekwini
2. Corporate and Human Resources 2.1. Human Resources 2.2. Legal Services 2.3. Management Services and Organisational Development 2.4. Occupational Health 2.5. Skills Development
3. Governance 3.1. City Hall Administration and Secretariat 3.2. Communications 3.3. Community Participation and Action Support 3.4. Regional Centres
4. Health, Safety and Social Services 4.1. Emergency Services 4.2. Health 4.3. Metro Police 4.4. Parks, Recreation, Cemeteries and Culture
5. Office of the City Manager 5.1. Audit 5.2 Geographic Information and Policy 5.3 International and Governance Relations 5.4. Ombudsperson and Investigations
6. Procurement and Infrastructure 6.1. Cleansing and Solid Waste 6.2. Electricity 6.3. Engineering 6.4. Housing 6.5. Procurement 6.6. Transport Authority 6.7. Water and Sanitation
7. Sustainable Development and City Enterprises 7.1. Business Support 7.2. City Enterprises 7.3. Development Planning and Management 7.4. Economic Development and Facilitation 7.5. Markets
8. Treasury 8.1. City Fleet 8.2. Finance 8.3. Internal Control 8.4. Real Estate
9. Appendices DRAFT DRAFT DRAFT
Message from the Mayor
We are proud to present and recommend eThekwini’s Annual Report - 1 July 2003 to 30 June 2004 for your attention. The City’s top achievements such as uShaka Marine Park have been widely-publicised; this Report also highlights a wide range of successful projects throughout the Municipality for the period.
As this is the first Annual Report of its type, base data as well as achievements are included with information presented by municipal cluster. Not only is this a report to our citizens and stakeholders, but it also fulfils new legislative reporting requirements. It includes Key Performance Indicators (KPIs) for the various municipal clusters and the corresponding measurements, as well as financial statements and assessments.
The sections dealing with the large service delivery clusters such as Health, Safety and Social Services and Procurement and Infrastructure have the in-depth details that most readers will find of most interest. However, the Corporate and Human Resources and the Office of the City Manager sections provide fascinating insights into _hidden’ services such as the huge human resources and skills development work, and the vital but background work of the policy, IT, internal auditting, and Ombudsperson and International and Governance Relations offices.
The Governance section details the rewarding work done in the fields of community participation and in the provision of regional centres, while the Sustainable Development and City Enterprises section contains statistics and valuable information on city growth. The Treasury cluster performs critical municipal functions and has supplied detailed data in this regard.
The City won the VUNA Award for the best performing municipality in its category for the period dealt with in this Report and for good reason - 2003/2004 was a year of growth and innovation for eThekwini. But, we are also realistic and practical and have noted where improvements are necessary and action needed, and these areas are receiving attention. DRAFT DRAFT DRAFT
Vision
“By 2020, the eThekwini Municipality will enjoy the reputation of being Africa’s most caring and liveable city, where all citizens live in harmony. This vision will be achieved by growing its economy and meeting people’s needs so that all citizens enjoy a high quality of life with equal opportunities, in a city that they are truly proud of.” DRAFT DRAFT DRAFT
List of figures
Figure 1.1. Organogram - eThekwini Municipality Figure 1.2 Map showing the boundary of the eThekwini Municipality Figure 1.3 Distribution of residents by population group
List of Tables
Table 1 Population by age group Table 2 Average number of persons per household Table 3 Dwelling types in the EMA Table 4 Employment in the EMA Table 5 Education levels in the EMA Table 6 Personnel in the EMA Table 7 Occupational Health and Safety statistics Table 8 Number of employees trained during 2003-4 Table 9 Expenditure on skills development Table 10 Training interventions by race Table 11 Training interventions by gender Table 12. Training interventions by provider Table 13 Number of learners per level and type of programme Table 14 Personal Health Care Selected Indicators Table 15 Number of people who received counselling by type Table 16 Number of patients who were assisted via the PMTCT programme Table 17 Pollution Control and Risk Management Table 18 Environmental Health Services Table 19 Monitoring and inspections Table 20 Disease/Poisoning Investigations Table 21 General Inspections Table 22 Health Indicators Table 23 TB Case Finding Summary Table 24 Number of clinic attendees that were recorded for this period. Table 25 Social Development Programs in the EMA Table 26 Number of Arrests by Area Table 27 Number of Traffic Violations by Area Table 28 Number of Crimes by Area Table 29 No. of Personnel Per Station by Area and Rank Table 30 Number of facilities upgraded/maintained Table 31 Usage of Libraries and Museums Table 32 Number of Library Books borrowed and acquired Table 33 No. of Manhours to Maintain Beaches Table 34 Financial Report for 2003/4 Table 35 Typical Water Supply Projects Individual Table 36 Typical Sanitation Projects Included Table 37 Typical Rural Water and Sanitation Projects Table 38 Development and Planning Turnaround times Table 39 Building Applications Summary DRAFT DRAFT DRAFT List of Appendices
Appendix A : Accumulated funds and reserves Appendix B : Trust funds Appendix C: External loans and internal advances Appendix D: Analysis of fixed assets Appendix E: Provisions Appendix F: Analysis of operating income Appendix G : Detailed income statement Appendix H: Cash Flow statement Appendix I: Balance Sheet Appendix J: Income Statement Appendix :K Notes to the financial statements Appendix L Auditor Generals Report on the Financials Appendix M Organisational Scorecard Appendix N Status Report of the Assessment on arrear percentages. Appendix O Statistical information. Appendix P Operating grants and subsidies: 2003-2004 Appendix Q Performance Bonus Review System Appendix R Municipal Entities Scorecard Appendix S eThekwini Business Development Centre performance management report Appendix T Response to the Auditor-General's Report Appendix U Disclosures Concerning Councillors, Directors and Senior Officials DRAFT DRAFT DRAFT
Acronyms
Abbreviation Explanation
ABE Adult basic education ABET Adult basic education and training ABM Area-based management Add'l Additional AMR Automated meter reading ANC Antenatal clinic BEE Black Economic Empowerment Bn Billion (Rands) CASP Citizens’ Action Support Programme CBD Central Business District CEO Chief Executive Officer CGIS Corporate Geographic Information System CHH Child-headed households CHW Community health workers CMIP Consolidated Municipal Infrastructure Programmes Co-ops Co-operatives COPD Chronic obstructive pulmonary disorder CPTR Current public transport records CPU Central processing unit CPU Corporate Policy Unit CSI Customer service improvement CSP Community Skills Programme DAEA Department of Agriculture and Environmental Affairs DCM Deputy City Manager DIPA Durban Investment Promotion Agency DOL Department of Labour DPLG Department of Provincial and Local Government DPW Department of Public Works DRHP Durban Rotterdam Housing Project DTI Department of Industry DTP Desk-top publishing DWAF Department of Water Affairs and Forestry EE Employment Equity EESMP eThekwini Environmental Services Management Plan EFA Electricity for all EIA Environmental impact assessment EMA eThekwini Municipality Area ENT Ear, nose and throat EPWP Expanded Public Works Programme ETA eThekwini Transport Authority EU European Union EXCO Executive Committee FMHC First Metro Housing Company FY Financial year GDS Growth and Development Summit GIPO Geographic Information and Policy Office GIS Geographic Information System GMs General Managers HDI Human Development Index HR Human Resources ICC International Convention Centre ICT Information & Communication Technology ID'd Identified IDP Integrated Development Plan INK Inanda, Ntuzuma and Kwa Mashu IT Information Technology DRAFT DRAFT DRAFT ITP Integrated Transport Plan KDBA Keep Durban Beautiful Association KPIs Key Performance Indicators LED Local Economic Development MBW Minor building works MFMA Municipal Finance Management Act MIG Municipal Infrastructure Grant MM Municipal Manager MOU Memorandum of Understanding MSA Municipal Systems Act Nat'l National NEPAD New Partnerships for Africa’s Development NHFC National Housing Finance Corporation NILU Norwegian Institute of Air Research NLTTA National Land Transport Transition Act NMC National Moderation Commission NOSA National Occupational Safety Agency NPA National Ports Authority NRW Non-revenue water NSDS National Skills Development Strategy NVP Nevarapine OMM Office of the Municipal Manager PDC Point Development Company PMS Performance Management System PMTCT Prevention of Mother to Child Transmission PMU Project Management Unit PR Public Relations Prov'l Provincial Re'd Required SA South Africa SACN South African Cities’ Network SALGBC South African Local Government Bargaining Council SAPO South African Ports’ Operations SARS South African Revenue Services SDB South Durban Basin SDP Spatial Development Plan SMMEs Small, medium and micro enterprises SOE State of the Environment SOER State of the Environment Report TA Transport Authority TBDC eThekwini Business Development Centre TIK Trade and Investment KwaZulu-Natal TISA Trade and Investment South Africa (part of DTI) TP Town Planning UKZN University of KwaZulu-Natal URTI Upper respiratory tract infection WSP Workplace Skills Plan DRAFT DRAFT DRAFT Preface
Section 121(1) of the Local Government: Municipal Finance Management Act No 56 of 2003 (MFMA) stipulates that:"[e]very municipality and every municipal entity must for each financial year prepare an annual report in accordance with its guidelines"1.
The purpose of this Annual Report is:
to provide a record of the activities of the eThekwini Council during the financial year 2003/4; to provide a report on performance against the budget of the eThekwini Council for the financial year 2003/4; and to promote accountability to the local community for the decisions made throughout the year by the Municipality.
According to the MFMA, this Annual Report should include:
the annual financial statements of the Municipality, and consolidated annual financial statements, as submitted to the Auditor-General for audit in terms of section 126(1) of the MFMA the Auditor-General’s audit report in terms of section 126(3) of the MFMA on the financial statements in (a) above; the annual performance report of the Municipality as prepared by the eThekwini Municipality in terms of section 46 of the Local Government: Municipal Systems Act 32 of 2000 (MSA); the Auditor-General’s audit report in terms of section 45(b) of the MSA; an assessment of the arrears on municipal taxes and service charges; an assessment of the Municipality’s performance against the measurable performance objectives referred to in section 17(3)(b) of the MFMA for revenue collection from each revenue source and for each vote in the Municipality’s approved budget for the financial year 2003/4, corrective action taken in response to issues raised in the audit reports referred to in paragraphs (b) and (d); and recommendations of the Municipality’s Audit Committee.
The following have been appended at the end of this report in compliance with the above requirements : - The annual financial statements can be found in Appendices A to J. - The notes to the financial statements are in Appendix :K - The Auditor General's Report on the Financials is in Appendix L - The Organisational Scorecard can be found in Appendix M - The Status Report of the Assessment on arrear percentages for the EMA is in Appendix N - Statistical Information on the EMA can be found in Appendix O - The Operating grants and subsidies for 2003-2004 is in Appendix P - The Performance Bonus Review System is in Appendix Q - The Municipal Entities Scorecard is in Appendix R - eThekwini Business Development Centre performance management report is in Appendix S - The Response to the Auditor-General's Report is in Appendix T and - The Disclosures Concerning Councillors, Directors and Senior Officials can be found in Appendix U
NB: The Financials for the entities have been consolidated into the Municipality’s Annual Financial Statements.
The internal audit unit has reported to the Audit Committee at different intervals on various concerns raised during the year. These concerns have been reported to the responsible management where appropriate action has been taken. A new Audit Committee has been appointed and had its inaugural meeting on 24th November 2004.
1 MUNICIPAL FINANCE MANAGEMENT ACT No 56, 2003. p.118 DRAFT DRAFT DRAFT Chapter 1: Introduction
1.1 Background
One of the aims of this report is to provide a summary of the outcomes and achievements of the eThekwini Municipality during the period 1 July 2003 to 30 June 2004.
A pilot questionnaire was disseminated to all DCMs and senior management in which their specific areas of operation were interrogated. The response rate was 95%. Departments that opted to abstain are obvious by their omission in the discussion that follows. One of the aims of this exercise was to establish a uniform reporting system that will provide a list of activities performed by each cluster per quarter. Feedback from these will be combined to form an annual report towards the end of each calendar year – this report is the first Annual Report in the new format.
All responses have been presented per cluster and disaggregated into its relevant units where applicable. While it is obvious that not every department operates in a manner that is conducive to quantitative analysis, and hence cannot depict their outcomes in statistical form; the degree to which each of the key performance indicators has been met proves to be an acceptable measure of a department's performance.
Since this is the very first report of this nature, the format will be slightly different from future annual reports. This report contains base data as well as developments that took place during the 2003/4 financial year; future reports may be restricted to an update and monitoring of the bases outlined herein. The annual report for the 2004/5 financial year will be structured according to the eight focus areas that have been outlined in the IDP Review, 2004/5.
1.1. Organogram of eThekwini Municipality
Fig. 1.1 Organogram - eThekwini Municipality DRAFT DRAFT DRAFT
Figure 1.2 Map showing the boundary of the eThekwini Municipality DRAFT DRAFT DRAFT 1.3 Profile of the eThekwini Municipal Area (EMA)2
The EMA is situated on the eastern seaboard of South Africa, within the Province of KwaZulu- Natal (KZN). Although KZN constitutes only 7,6% of the country’s area (StatsSA, 2003), it houses at least one fifth of South Africa's population. According to Statistics South Africa's National Population Census in 2001, KZN's population was estimated at approximately 9,4 million.
As is evident in the attached map (Fig. 1), the boundary of the EMA stretches from Tongaat in the north, along a 91 kilometres coastline to Magabeni in the south, then inland to Cato Ridge in the west, covering an area of approximately 2297 square kilometres (which is equivalent to less than 2% of the total area of KZN). During the 2003/4 financial year, the population of the EMA was estimated at 3,13 million3 with a density of 1363 persons per square kilometre.
The pie chart below reflects a disaggregation of the residents of the EMA by population group.
Figure 1.3: Distribution of residents by population group
The Black/African community makes up the largest sector (68%) followed by the Indian/Asian group (20%). The EMA houses the most Indians in South Africa (StatsSA, 2001). There was a slightly greater proportion of females (51%) than males (49%) within this Municipality.
Racial breakdown of population in the EMA
White 9%
Indian/Asian 20%
Coloured 3% Black African 68%
According to the SACN's State of the Cities’ Report 2004, the crude birth rate in the EMA is estimated at 18,08 per 1000 population.
The table below depicts the percentage distribution of eThekwini's population. Almost two-fifths falls into the 15-34 year old age category and just under a third are between 35 and 64 years old.
Table 1: Population by age group
eThekwini's population by age category Age group Percentage 0-4 8.5 5-14 19.2 15-34 39.02 35-64 28.22 >64 5.06 Total 100
2 The terms " eThekwini Municipality", "Durban Unicity" and Metropolitan Durban are used interchangeably in both official and unofficial publications. 3 Projected from StatsSA's national population census estimate in 2001 of 3,09 million, and extrapolated to a mid-year estimate for 2003/4, using a middle-AIDS scenario population growth rate. DRAFT DRAFT DRAFT Source: National Population Census, StatsSA, 2001.
There were an estimated 786747 households in the EMA during the last census count in 2001. This indicates an average household growth rate of 4,1% per annum since the 1996 census. The table below shows that the occupancy rates in these households varied, with an overall average of 3,93 residents per household.
Table 2 : Average number of persons per household
Average Household Occupancy rates in the EMA. No of persons Percentage Households 121,29 2-5 58,66 6+ 20,05 Total 100 Source: National Population Census, StatsSA, 2001.
Of the 786748 dwellings in the EMA, 5.09% were found in the backyard of formal dwellings, while 3.48% co-exist with informal dwellings.
Table 3 : Dwelling types in the EMA
TYPE NUMBER Formal Dwelling 533136 Formal Backyard Dwelling 39863 Informal Dwelling 186457 Informal Backyard Dwelling 27292 Total 786748 Source: National Population Census, StatsSA, 2001.
The table below displays the number of economically-active residents in the EMA who were working or unemployed during the 2001 census. The last column reflects the situation as a proportion of the national situation. The average monthly income per employed person was R4226,88.Table 4 : Employment in the EMA
Number % % of National Total Employed 782934 56,98 8,17 Unemployed 591026 43,02 8,66 Total economically active population 1373960 100 Source: National Population Census, StatsSA, 2001.
Approximately 4.8% of children in the 10-14 year old age category do NOT attend school, while 190909 residents over the age of 20 years have had no schooling. About 60% more children attend secondary than primary school.
Table 5 : Education levels in the EMA Number Percent No schooling 190909 8.32 Grade 0 to Grade 7 362827 14.85 Grade 8 to Grade 11 648318 28.38 Matric 512230 30.63 Post-school qualification 197971 17.83 Total 1912255 100
Less than Matric 1202054 51.54 Matric & Post-School 710201 48.46 Source: National Population Census, StatsSA, 2001. DRAFT DRAFT DRAFT Chapter 2: Corporate and Human Resources Cluster
The main aim of this cluster it to assist the City Manager in the management and development of a highly skilled and motivated staff, and in the development of dynamic organisational systems and structure. The cluster’s specific objectives are to provide a human resources, legal and organisational development service to the Council in pursuit of its aim.
This cluster consists of the following units:
2.1. Human Resources 2.2. Legal Services 2.3. Management Services and Organisational Development 2.4. Occupational Health 2.5. Skills Development
2.1 Human Resources
This office provides a professional and integrated human resources service to the Council including industrial relations, training and development, employment policy, conditions of service, grading and remuneration and employee performance management
Structures of the HR unit are located throughout the Municipality providing HR services on a decentralised basis with a Corporate Human Resources section providing overall control, strategy, policy & direction.
The Human Resources unit maintains the following data on a regular basis:
Employment Equity Statistics Monthly Labour Relations Report Monthly Labour Turnover Reports Monthly Appointment Statistics & Reports
The KPIs for the HR unit are:
Implement new effective customer focused HR staff structures in the Municipality Performance of Deputy Develop & implement divisional common conditions of service Customer-focused human resources service to all units and clusters Implementation of a fully integrated and Unique Payroll and HR Management System.
The HR unit aims to complete 100% of the targets it has outlined in its scorecard over the next 5 years.
During the financial year, the personnel profile of the EMA reflected the following:
- Number of staff on performance contracts 97 - Total number of employees in the Municipality 17434 - Number of full-time staff 15755 - Number of part-time staff 1679 DRAFT DRAFT DRAFT
The table below displays the distribution of the Municipality's employees during the period: 1 July 2003 to 30 June 2004. These statistics have been disaggregated by occupational category, population group and gender:
Table 6 : Personnel in the EMA
No of employees by occupation category, population group and gender: Occupation Category African Coloured Indian White Male Female Male Female Male Female Male Female Legislator, Senior Officer, 58 31 9 4 103 21 163 22 Manager Professionals 70 176 8 16 137 116 127 47 Technicians 208 138 15 13 270 104 231 84 Clerks 556 476 27 96 738 497 81 324 Service and Sales Workers 902 149 117 29 582 99 286 47 Skill Agricultural, Fishery 45 1 4 0 25 0 4 1 Craft, Related Trades Workers 431 13 74 0 452 3 262 1 Plant/Mach Operator/Assemblers 1916 94 16 3 760 20 32 2 Elementary Occupations 2936 415 21 5 993 39 8 2 TOTAL PERMANENT STAFF 7122 1493 291 166 4060 899 1194 530
The Human Resources Unit has the following sections:
2.1.1 Employment 2.1.2 Labour Relations 2.1.3 Grading and Remuneration 2.1.4 Placement 2.1.5 Human Resources administration
During this financial year, the following achievements were recorded for each department:
2.1.1 Employment:
2.1.1.1 Employment Equity Plan.
A proposed Employment Equity Plan for the Municipality was approved at EXCO on 25 September 2003 and adopted at a Council meeting held on 31 October 2003.
The proposed plan has been submitted to the Bargaining Council and detailed consideration by a Working Group of the Bargaining Council is currently in progress.
2.1.1.2 Labour Relations:
Labour Relations’ Indicators
The following labour relations’ indicators are monitored and reported on monthly, trends are analysed and follow up action taken where necessary:
Formal grievances lodged and disciplinary action taken is reported by category and cluster Suspensions on full pay are reported by individual case All types of industrial action is reported by incident e.g. go slows, work stoppages, strikes, unprotected wildcat action etc All arbitration awards are reported by category, cluster, unit and outcome. An analysis is done of each award against the Municipality to determine reasons and to inform remedial action Arbitrations referred to Labour Court for review are reported by each individual case DRAFT DRAFT DRAFT Staff turnover is reported by category, managerial level, race and gender Appointments are reported by cluster, unit, designation, grade, race and gender All items referred to the Local Labour Forums and Bargaining Council are monitored to identify the incidence of non-compliance.
National Collective Agreements
The following national agreements have been fully implemented and systems put in place to administer them efficiently:
Common Conditions of Service for all employees Collective Agreement on disciplinary procedures Collective Agreement on grievance procedures Collective Agreement on choice of Medical Aid Schemes Collective Agreement for the Conduct of Proceedings before the SALGBC
2.1.3 Grading and Remuneration
TASK review
The TASK review exercise has been completed in accordance with the various collective agreements concluded in this regard
A total of 450 queries regarding the TASK review outcomes have been received and responses were to be completed by 30 September 2004
The amalgamation of the seven former Operational Entities resulted in post grade relativities being skewed in certain instances and a comprehensive cross Unit audit is ongoing to identify problem areas and recommend corrective action
The national TASK Collective Agreement is in the process of being implemented and the Principal Job Evaluation Committee (PJEC) is currently being established. In terms of this agreement, all grade outcomes determined by the PJEC will have to be sent to the National Moderation Commission (NMC) for ratification.
2.1.4 Placement
2.1.4.1 Organograms
Organograms for all units in the new administration have been completed and adopted by the Bargaining Council.
2.1.4.2 Placement Process
Placement of staff from existing into new structures is being processed in accordance with the provisions of the Staff Placement Collective Agreement
Placement Committees have been established for each of the Clusters, with Unit Placement Committees being established for the following units:
Health, Safety and Social Services Cluster.
Health and Emergency Services units Metropolitan Police unit Parks, Recreation, Cemeteries and Culture units. DRAFT DRAFT DRAFT
Procurement and Infrastructure Cluster.
Engineers, Procurement, Housing and eThekwini Transport Authority units Electricity unit Cleansing/Solid Waste and Water/Sanitation units.
Each Committee consists of 8 members: 4 Employer representatives, and 4 Labour representatives made up of 2 from each of the recognised trade unions
A placement project team has been established which meets once every two weeks to manage and monitor the progress of the placement process
Each Unit has appointed a Human Resources Coordinator who facilitates and coordinates the placement process together with Line Management
Monthly feedback is submitted on prescribed checklist reports which is forwarded through the Head: HR to the DCM Corporate & Human Resources
A post classification analysis has also been completed and circulated.
2.1.4.3 Divisional Conditions of Service
National Common Conditions of Service have been negotiated and were implemented with effect from 1 February 2004. There are numerous different divisional conditions of service applicable to employees of the eThekwini Municipality which need to be rationalised into a common set of divisional conditions of service which will apply to the Municipality as a whole. The Human Resources Unit, with the assistance of various teams, is in the process of identifying these different conditions of service. Proposals are being prepared for a common set of conditions of service for submission to the City Manager for mandating prior to submission to the Bargaining Council for consideration.
2.1.5 Human Resources Administration
2.1.5.1 Integrated Payroll and HR management System
An integrated Payroll and HR Management system is currently being installed to replace the numerous payroll systems in use and to replace the stand-alone HR data bases in use across the Municipality. The projected date of completion is June 2005.
2.1.5.2 Pay Administration and Review of Systems
A comprehensive review of all policies, procedures and practices in place in all pay administration sections in the respective HR departments across the Municipality has been completed and a new manual of all procedures has been compiled and new staff structures developed to ensure more efficient administration of pay practices.
- Legal Services
This office provides a legal, litigation, translation and licensing service to the Municipality including advising on relevant legislation and managing the application of Ordinances and regulations. DRAFT DRAFT DRAFT The main output for this department is an efficient legal service to support the legal requirements of the Municipality.
The specific objective of the Legal Services department is to provide advice either on a formal or semi-formal basis to all committees or departments in the EMA. To this end, they have produced the following publications:
Draft Bylaws - approx. 600 pages Report on Bylaws Institution of Financial Offices on Municipal Finance Management Act Work papers on Bylaws Seminar for Councillors.
The KPIs for this unit are:
Effective professional legal services Municipal Court service provided according to plan
This department provides legal services to the various departments of the eThekwini Municipality, to enable it to deliver services within the ambit of the law. This it does by:
1. Providing legal support/advice to Council and administration. This involves sitting at Council meetings and committees. 2. Representing Council in litigation by instituting, as well as defending, the Municipality in civil litigation in both the Magistrate’s and High Court. In High Court cases, counsel is briefed to represent the interests of the Municipality. About R983 083-49 in outstanding debts was collected during the reporting period. About 59 insurance claims were instituted and 90 finalised. The Municipality was also represented at mediations, arbitrations and negotiations. 3. Conducting prosecutions on behalf of the Municipality. About 1713 cases of contravention of the by-laws were prosecuted, and 777 businesses were prosecuted for business licence contraventions. 4. Providing legislative drafting service, which included contracts, delegations, policies, and by-laws. 5. Providing a licensing service. About 6995 businesses were inspected for compliance with granted licences and 278 new licences were issued. 6. Providing a translation service. This involves providing a translation service at Council and committee meetings, as well as about 1885 pages of various documents. 7. During this period, 1089 files were opened, 656 were closed and 150 opinions were provided. 8. By the end of the financial year 2003/4, 12 law offences were still outstanding,and 172 836 incidents of non-payment of rates/electricity/water accounts still had to be pursued.
The future targets for this department may be summarised as follows:
To rationalise the functions of the Department throughout the Municipality in order to provide efficiently the above services within the area of responsibilty of the Municipality as whole. To ensure that there is a standardisation of legal services which, amongst other things, includes prosecutions, litigations and standardisation of municipal law, within the whole area of the Municipality.
- Management Services and Organisational Development
This Office provides a cost effective management and organisational development consulting service including the analysis and improvement of current business systems, conducting special DRAFT DRAFT DRAFT investigations and assisting with planning and implementation of new structures and strategies and research and development to improve productivity and efficiency.
The main aims of this department are to provide a comprehensive management service and organisational change service to the EMA.
This will be measured by:
% of assignments/projects delivered according to agreed upon terms of reference % of Clusters and Units with outcomes based purpose statements, measures and policies and procedures % of targeted customer service improvement (CSI) projects completed
The key performance indicators for this unit are:
- Number of people placed - Successful productivity improvement interventions and/or elimination of wastage exercises completed - Units availing of management services - Efficiency of workers on bonus schemes
Achievements
This department has been involved in approximately 20 transformation projects during this financial year, nine of which are still currently in progress.
The total value of the Council's expenditure on photocopiers was approx. R3.5million
Ten departments (including work study) have used management services during this period.
Below is a list of interventions that have been completed by this unit:
Six locomotion investigations Poverty alleviation interventions Housing maintenance CSI intervention Pay leave CSI intervention Numerous duty schedules prepared for units
The unit completed ten major assignments during the year including cost cutting and elimination of wastage exercises
Some R820,0000 per annum was saved through negotiating reduced rentals on photocopiers In addition through the re-allocation of some photocopiers. Thirty five vehicles due for replacement were not replaced Spare capacity equivalent to forty nine (49) vehicles was identified in pool vehicle fleets examined and which is now being utilised to eliminate the need for more vehicles in areas where there are shortages.
2.4 Occupational Health and Safety
The Occupational Health and Safety Unit has satellite clinics throughout the eThekwini Municipal Area. The Unit has emerged as one of the leaders in Health and Safety in the Local Government sphere, with personnel contributing at SALGA Level on policy matters pertaining to Health and Safety. DRAFT DRAFT DRAFT The primary functions of the Unit are to ensure that the Council complies with all Health and Safety legislation. This is achieved by way of regular safety audits, accident and incident investigations, IOD Management, occupational health surveillance programmes and fire risk surveys.
The Occupational Health Section has carried out 10 708 primary medical care examinations. The VCT (voluntary counselling and testing) programme for HIV/AIDS Management has been successfully campaigned and well supported by the staff. Monthly Health Promotion and Awareness Programmes were conducted regularly, a highlight being the AIDS Awareness Week in early December 2003.
The Safety Section has successfully facilitated the implementation of the Council’s Occupational Health, Safety and Environmental Management System throughout the Municipality. 65 Safety and Risk Audits have been conducted. 90 % of Legal Appointments in terms of the Occupational Health and Safety Act (OHS Act) have been achieved.
With the advent of the Unicity, there was been tremendous strides in occupational health and safety in the Council whereby facilities and standards implemented are the best in the country for Local Authorities. As the demand for council services from the community increases, the Occupational Health and Safety Unit must keep pace with changing legislative requirements and thereby continue to provide a professional cost effective service.
The main aim of this department is the provision of an effective occupational health and safety service. This is measured by: % of clusters and units satisfied with Occupational Health and Safety service % reduction in health and safety hazards in the Council Corporate Occupational Health and Safety Management System that has obtained the support of the clients, completed according to plan Table 7: Occupational Health and Safety Statistics.
Occupational Health and Safety: 1 July 2003 - 30 June 2004 No of employees medically boarded 36 No. of Safety Audits Conducted 65 HIV and AIDS Statistics Service Provided No. of Employees No of pre-test counselling 339 Post Test counselling 222 Reviews (existing cases) 765 No. of new positives 130 Total No. of consultations 1326 Percentage positive 0.098 No. of Occupational Health Cases by type of injury Type of Injury No of Cases First Aid Cases 461 Medically treated cases 807 No. of Occupational Health Cases by Medical Condition Medical Condition No of Cases Hypertension 973 Diabetes 316 Epilepsy 72 URTI 2029 COPD/Asthma (confirmed) 138 COPD/Asthma (unconfirmed) 16 TB (confirmed) 102 TB (unconfirmed) 60 ENT cases 263 DRAFT DRAFT DRAFT Eye Problems 462 Skin problems 1288 Musculo-Skeletal 1866 Minor Ailments 1055 Other 1194
2.5 Skills Development
This office is responsible for the development and implementation of an integrated skills development strategy in order to enable municipal employees, Councillors and other stakeholders to acquire the necessary skills to provide quality services and community members to contribute to a better quality of life for all.
The main aim of this unit is to provide a comprehensive Skills Development service to the Municipality.
This will be achieved by fulfilling the following specific objectives:
% of Skills levy grant refunded by LGWSETA for previous year’s Workplace Skills Plan (max possible = 60%) % of discretionary grant paid by LGWSETA Completed Workplace Skills Plan (WSP) for 2003/2004 Completed Community Skills Programme for 2003/2004 Comprehensive Skills Development Service to the Municipality % number of people trained as per WSP Number of people trained in each project of Community Skills Programme Customer satisfaction – WSP CSP
This was the first year that the full management team was in place. They dealt with the demands from within the Municipality’s own structures and from national imperatives.
Below is information relating to the major activities of the Unit during this FY.
2.5.1 Workplace Skills Plan (WSP)
The Municipality’s WSP is produced annually for the period 1 July -30 June. 2003-2004 saw a year where the actual training fell short of the planned but efforts were concentrated on female, African employees. Almost three quarters of all training undertaken in the 12 months was provided by in-house trainers.
Table 8: Number of employees trained during 2003-4
Training Employees Planned 10059 Trained 3816 Outstanding 6243
The above shows the comparison between the numbers of individual beneficiaries who appeared on the 2003-2004 WSP and those actually trained (as captured on the central training and development database on the Municipality’ s mainframe). Although an individual might have appeared for more than one training programme on the WSP, for the purposes of this chart he/she is counted as a single beneficiary.
Hence 38% of those employees featuring in the WSP actually underwent training. There were two reasons for this: DRAFT DRAFT DRAFT 1. in times of significant change, training is often an area that decreases as employees are busy trying to maintain existing systems, processes and functions whilst concurrently developing new ways of doing things. 2. as the total number of employees who were planned to be trained was 10 059 (almost 60% of the total staff complement) this was probably an unrealistic figure, particularly given the change circumstances.
Table 9. Expenditure on skills development
Expenditure Rands Planned 42 386 817,77 Achieved 20 188 773,28
This above reflects the funds reflected in the WSP to be spent on training and the actual monies spent during the year 2003-2004. These figures include the amounts planned and spent on the Skills Development Levy, Assisted Education and other skills' development interventions.
Table 10.Training interventions by race
Race Planned Actual African 5667 2245 Coloured 347 142 Indian 3817 1076 White 1022 348
The figures indicate that despite the fact that the amount of training that occurred was considerably less than was planned for, the ratio of actual interventions per racial group was pretty consistent with that planned and trained.
Table 11. Training interventions by gender
Gender Planned Actual Female 1096 Male 2721
The above shows the planned and actual numbers of beneficiaries to be trained per gender. There was an increase of almost 50% in the percentage of women actually trained against the percentage planned for. During the year the Municipality managed to train approximately 56% of the women it had planned to train as opposed to 34% of the males appearing on the WSP. This suggests that managers were prioritising the training of female staff above males.
Table 12. Training interventions by provider
Provider Planned % Actual % Internal 16531 68 4080 73 External 7944 32 1503 27 Total 24475 100 5583 100
The above reflects the numbers and % of planned and actual training interventions per category of provider (internal/external) eg. one beneficiary who was identified to attend 3 training programmes in the WSP, is shown as 3 interventions in these charts. These figures do not indicate the number of days spent on training. The ratio of planned against actual is fairly comparable with only a 5% shift from external to internal provision.
2.5.2. Adult Basic Education and Training (ABET) DRAFT DRAFT DRAFT This programme is intended to support the achievement of one of the key objectives of the National Skills Development Strategy, namely that 70% of the workforce should possess an NQF level 1 qualification.
The Municipality’s ABET programme provides language and numeracy skills in basic isiZulu and English up to NQF level 1 standard
Below is a schedule of the number of learners per level and type of programme
Table 13. Number of learners per level and type of programme
Name & level of Programme Number of Learners isiZulu 1 126 isiZulu 2 56 English Second Language 1 & Numeracy 132 English Second Language 2 & Numeracy 112 English Second Language 3 & Numeracy 126 English Second Language 4 & Numeracy 68 TOTAL 620
2.5.3 Memorandum of Understanding (MOU)
Early in 2004, a MOU was signed between eThekwini Municipality, Durban Chamber of Commerce and Industry, University of KwaZulu Natal, Durban Institute of Technology and Mangosuthu Technikon.
A working group was established comprising all stakeholders to operationalise this agreement while the Head : Skills Development embarked on a series of awareness raising presentations to the various faculty members of the tertiary institutions. From this will flow working groups comprising academic staff and relevant eThekwini staff to research and optimise identified projects.
There is still a long way to go with this initiative but strong alliances have been formed to take this forward.
2.5.4 Learnerships
This financial year saw the Skills Development unit facilitating the development of a strong foundation in the eThekwini Municipal Area for the introduction of Learnership. Skills needs were identified from various sources, including the Municipality itself
A series of awareness raising meetings were held with municipal staff and commerce and industry. The Department of Labour invited the Head: Skills Development to give a presentation to the CEOs of the country’s SETAs detailing the Municipality’s plans for targeting 1000 unemployed graduates and 5000 unemployed matriculants for learnerships in eThekwini.
At the close of this financial year, 22 employees had been placed in a Marketing and Sales (Customer Service) learnerships. Plans had been drawn for the placement of staff and unemployed youth in more than 20 different Learnerships covering qualifications in areas including Local Economic Development, Tourism, Community Development Work, Early Childhood Development, and Auditing.
eThekwini was identified as one of the four LED Hubs in the country and tasked to assist with the implementation of the LED learnership for the various municipalities in the Province. DRAFT DRAFT DRAFT
- Standard Bank SMMEs Development
At the time of writing, this project is coming to conclusion. Although this was a relatively small project it was a significant one. In early 2004 eThekwini Municipality and Standard Bank agreed on a partnership to develop SMMEs from across economic sectors e.g. construction, IT and hospitality.
The Skills Development Unit was responsible for developing a business assessment tool to be used to select SMMEs for the programme. We also formulated the brief and advertised for specialist training providers and our staff members formed part of the adjudicating panel. 20 SMMEs were identified for training in basic business skills and by the end of June had started their training. The unit also prepared monitoring and evaluation criteria for assessing the effectiveness of the intervention.
- Co-operatives Strategy
Focusing on underlying socio-economic development projects, the Skills Development Unit played an active role in the Co-operatives Task Team established by the Municipality as part of its poverty alleviation strategy, to analyse, recommend and institute changes to the business operations of 33 co-ops.
Skills shortages were identified and remedial interventions instituted. The project was concluded by June 2004 by which time 20 SMMEs received training in business administration and leadership.
The summarised financial position of the Corporate Human Resources Cluster is as follows:
Budget 2004 Actual 2004 Operating R’000’S R’000’S Income 564 292
Expenditure 89 734 85 078
Deficit 89 170 84 786
TOTAL CAPITAL OUTLAY 2 426 2 991 DRAFT DRAFT DRAFT Chapter 3: Governance Cluster
The main aim of this cluster is to provide an effective governance service to the eThekwini Municipality. This office performs this function by assisting the City Manager with all aspects of City decision--making processes including stakeholder involvement, participation and support, Council administration and communication.
This cluster consists of 4 units:
3.1 City Hall Administration and Secretariat 3.2 Communications 3.3 Community Participation and Action Support 3.4 Regional Centres
The function of these units is to facilitate the achievement of the specific objectives of the Governance cluster. These may be summarised as follows:
3.1 City Hall Administration and Secretariat
This Office provides secretarial, administrative and co-ordinating functions to the Council, Office of the Mayor, Office of the Speaker and all Council Committees.The main aim of this unit is to provide an effective and efficient City Hall and City Secretariat Service.
The measurable specific objectives are:
% of agendas and minutes compiled and distributed on time Turnaround time to resolve Councillor queries and logistical requirements % of printing service delivery agreements met Turnaround time for decisions to reach appropriate output heads
Below are the achievements of this unit during the current financial year:
3.1.1 Mayor’s participation
The Mayor persuaded the Rotarians and Lions to sponsor and support previously disadvantaged communities. Activities undertaken were the renovation of the Mason Lincoln School for Physically Challenged Children and the Umlazi Place of Safety jersey distribution.
In addition, the City has been given an A3 grading as the best-run Municipality and was chosen as a NEPAD city.
3.1.2 Speaker’s participation
During the year the Speaker’s Office led the multi-party whips’ delegation to visit whips’ offices at various municipalities (Tshwane, Ekuhruleni and Cape Town). She was the political champion of all activities around the co-ordination of International Women’s Day, Heritage Day and the month of the Aged. The Speaker handed grants to 35 successful community-based organisations in her role as chair of the Masakhane, Grants-in-aid and Poverty Relief Committee. She was political champion of the 16 Days of Activism (25 November-10 December 2003), held champions’ workshops for vulnerable groups including children, disabled people and the elderly, and championed the co-ordination of activities for the eThekwini Municipality’s senior citizens’ concerts in November/December 2003.
The Speaker was Chairperson of the Aula Gender Working Group, at the 8th Aula Regional Conference in Mangaung Municipality 27-31 October 2003 and also chaired the UN-Habitat DRAFT DRAFT DRAFT Regional Dialogue on the prevention of Gender-based violence 4-6 September 2003 in Kampala, Uganda.
The Speaker championed the partnership with SSA, FINA and Durban to host the 2004 Swimming Championships in Durban and was part of the LGWSETA’s R10,2 million short skills programme in project management for municipal employees and small business employees in project management in September 2003.
3.1.3 Special Programmes
The purpose of the Special Programmes’ Department is to provide strategic, co-ordinated special programmes for the office of the Mayor, the Speaker, the Chief Whip and the City Manager’s office. The following programmes were undertaken for the period July 2003 to June 2004: Senior Citizens’ programmes in various areas Mayoral Awards for achievement 2003 City Stars/Batho Pele awards 2003 Official opening of Council and Parade 2004. Annual City Manager’s bosberaad Women’s Day celebrations Heritage Day celebrations Assisted with Celebrate Durban programmes
3.1.4. Committee Secretariat
The Secretariat provides a secretarial service to Council and its committees to enable it to function in a manner that promotes good governance in line with legislative requirements.
During the year under review, the Secretariat covered 286 meetings, the total duration of which amounted to 563 hours. Minutes for these meetings were produced with a total volume of 2407 pages, covering 3825 items.
In line with the aim of making governance more accessible to the people it serves, some of the Council meetings during this period were held away from the City centre in Inanda, Merebank, Folweni, Tongaat, Pinetown, Umlazi and Phoenix - in Folweni and Tongaat, the venue consisted of a massive tent erected on a sportsfield.
3.1.5 Support Services
The Records section has seen the successful implementation of the Document Management System which was a pilot project for the Municipality. This has led to the reduction in the paper flow and an improvement in response times. The next stage of the project will be the introduction of work flow management to improve management of the Council’s correspondence system and the movement of reports throughout the Municipality.
The Printing section continues to render a council-wide printing and duplicating service.
A travel and allied booking service is rendered by the Travel Section.
Last year saw the completion of the renovations to the basement of the City Hall where the Committees’ section is now located. The City Hall and its facilities provide an ideal venue for various meetings and workshops. DRAFT DRAFT DRAFT
3.2 Communications
The main aim of this unit is to provide a strategic and co-ordinated communications’ service in line with the programmes and projects of the IDP.
The specific objectives of the Communications unit is the alignment of the communication strategy with the objectives of the IDP.
The achievements of this unit for the financial year 2003/4 are:
1) Launching Ezasegagasini Metro in February 2004. This was successfully done and the product has a print run of 270 000 and is distributed in The Mercury, Isolezwe, Umafrika, Natal Witness and Daily News. It is also handed out at all taxi ranks, bus ranks and copies can be found at City clinics. Phase two of the Metro is expected early next year when we look again at our distribution model and the possibility of increasing the print run. 2) Creating an effective distribution mechanism to distribute Council information products to our customer base. Research is being done now with a proposal to Council shortly for possible implementation early in 2005. 3) Finalise the organogram and location of the Unit. The Unit has been restructured and the new organogram has been taken through the labour forums. Space for the communications unit has been identified at City Hall and the architects are working to ensure occupation some time in September, 2004. 4) Setting up and running an effective media/communications centre at City Hall for the use of administrators, politicians and the media community. Provision has been made for such a facility in the new Communications department in City Hall. 5) Rationalising our communications products – what works, what does not work? Ensuring that this Unit lives and breathes our policy to have constant, open communications with the residents and ratepayers of eThekwini. This is happening. 6) Putting together a communications access strategy so that all departments and agencies of the eThekwini Municipality have access to an effective communications unit. Our strategy will detail all the services we offer and how different departments and agencies can use these services. This has been done through the restructuring process and the issue of access and services is dealt with in the job descriptions of key people within the Communications Unit. 7) Engaging different communities – eg the Arts community so the City can form relationships that exploit fully what Durban has to offer in terms of activity, entertainment and social life; and the marketing community so that we can streamline the City’s branding and create a strong, internationally-recognised brand. 8) The process to define a brand identity for eThekwini/Durban with the help of key people in the marketing and branding environment which will lead to a “Brand Bible” and a marketing plan for the region as a whole and for the various agencies of the Municipality has been successfully launched.
3.3 Community Participation and Action Support
The main aim of this unit is to provide community action support in line with principles of the IDP and other statutory requirements. The specific objectives are to provide support services to citizens in order to enable them to influence Council decisions that will lead to improved co- operation or partnership between citizens and the Council. DRAFT DRAFT DRAFT
The achievements of this unit for the financial year 2003/4 may be summarised as follows:
1. Management
A Deputy Head and Senior Manager were appointed. Strategic partnerships have been forged with different stakeholders from government departments to community based organizations.
2. Grants – in – Aid
583 organisations have been supported through this programme. Beneficiaries of this programme have become more active in their projects and this contributes towards their sustainability.
3. Poverty Alleviation
Forty five Co-operatives are operational and 14 Soup Kitchen Management Committees have been established. All administrators have been trained to ensure that they are well equipped with skills to run their co-operatives.
4. Masakhane
52 Roadshows have been conducted throughout the City. Through this programme, the unit has been able to make communities aware of services provided by the Council and this has created a platform for them to have direct communication with the Council.
5. Community-based Planning
Community strength based plans have been developed in 40 pilot wards. These plans unleash the potential citizens have in order for them to realize their local vision.
6. Identity Documents’ Project
Through this project, the unit created an enabling environment for citizens to participate actively in governance and access government grants. 60000 Identity Documents and Birth Certificates have been issued to people. Possession of ID documents resulted in an increase in voters in the 2004 National and Provincial Elections.
7. Gender
The Gender Equality and Women Empowerment Policy development process has begun. This policy helps in addressing imbalances of the past and it puts more emphasis on women. The Unit organized the International Women’s Day in March 2004. A draft Gender Strategy is in place.
8. Elderly
A stakeholders’ workshop for elderly people was organised with the aim of rolling out programmes that ensure that this sector participates and contributes to issues within the City.
9. Youth
A Local Youth Policy development process has begun. This policy seeks to ensure that young people are fully engaged in all processes of the Council. DRAFT DRAFT DRAFT 10. Stakeholder Participation – Citizens Action Support Programme (CASP)
80% of wards participated in the Integrated Development Plan review in November – December 2003. This enhanced the level of community participation in influencing Council decisions. Through the Citizens’ Action Support Programme, a Community Participation Policy document has been developed. This policy document is complemented by a Community Participation Strategy, a Communication Strategy, a Citizens’ Charter and an Education and Training Programme aiming at maximal and qualitative participation.
3.4 Regional Centres
The main aim of this unit is to provide an effective regional centres’ service
The Regional Centres Unit is responsible for the development and maintenance of a system of decentralised administrative offices of the Municipality in order to ensure accessibility of municipal services and information to citizens. This is reflected in the Unit’s Vision: “every eThekwini resident will have easy access to (ALL) council service providers, in a way that is helpful, friendly, empowering and uniform across City.”
The past year has been the first year of operation of the Unit and, accordingly, the emphasis of the Unit has been on setting up and establishing a Customer Services’ Network for the eThekwini municipal area. This network consists at present of 32 Customer Services’ Centres covering all the main geographic settlement areas within the wider city. Given the differences in the historic standards of service provision between various areas and the cost of transport, the Unit has focused its attention on residential areas that were previously not serviced by the City.
The Customer Services’ Network is based on a two-tier approach modelled on the hub and spoke concept. Six One-Stop Shops have been located in Verulam, KwaMashu, Kingsburgh, Umlazi, Pinetown and Mpumalanga to serve the main geographic areas of the eThekwini Municipality. Around these One-Stop Shops are clustered Information and Assistance Centres.
The aim of the network is to provide integrated access to services and municipal information to all the residents of the Municipality. Whilst the Information and Assistance Centres will provide a full range of services, it is intended that the One-Stop Shops will offer more technical assistance.
The Unit, through its decentralised nature is also responsible for the administration of municipal office buildings outside the city centre and systems are being established for the effective administration of our regional offices.
The summarised financial position of the Governance Cluster is as follows:
Budget 2004 Actual 2004 Operating R’000 R’000
Income 10 367 9 384
Expenditure 213 370 201 554
Deficit 203 003 192 170
TOTAL CAPITAL OUTLAY 26 131 5 300 DRAFT DRAFT DRAFT Chapter 4: Health, Safety and Social Services Cluster
The main aim of this cluster is to assist the City Manager with all aspects of co-ordinating development and services to communities, including directing and managing the provision of services in respect of the following major functions:
4.1. Emergency services, including Fire services 4.2. Health services 4.3. Metropolitan Police 4.4. Parks, Museums, Libraries, Recreation, Beaches and Cemeteries
4.1 Emergency Services
This Office directs and manages the Emergency Services Unit including fire services, emergency communications, loss control and disaster management services. The main aim of emergency services is to provide a safe and secure living environment to the EMA.
This will be determined by the increased levels of citizens reporting feeling safer.
The specific objectives for this unit are:
Protection of lives and property Conforming to national standards of time and weight of response to fires according to risk category
The KPIs for this unit are:
Percentage of persons satisfied with the overall service provided by the Municipality’s Fire and Emergency Service Reduce number of fires and related deaths, injuries and property destruction. Improved public awareness of fire and safety in informal settlements Formulated plans to respond to and recover from the effects of disasters.
4.1.2 Disaster Management
The key performance indicators for the disaster management department are:
Measure developed Disaster Management Plan in line with Disaster Management Act Formulation of plans to respond to and recover from the effects of disasters Implementation of a Safer City Plan by targeting by-laws and enforcement, reduction of traffic offences and environmental design
During this financial year, there were 10197 call-outs and the number of fires extinguished totalled 7949. In addition, 8 hazardous material incidents were responded to.
4.1.3 Electronic Services
Electronic Services perform a vital function in the Emergency Services Unit:
At the close of this financial year, the Department had successfully undertaken a substantial number of projects covering the phased upgrade of eThekwini Municipality's telecommunication infra-structure ( a programme which was commenced in early 2003 and is scheduled for completion in late 2005). Much work had also been carried out on the Kingsburgh Regional Centre and by late June 2004, all telecommunication services in the area had been fully integrated and clustered. Also, work commenced on the planning and evaluation of DRAFT DRAFT DRAFT telecommunication services for both Verulam and Tongaat Regional Centres (with the intention of completion in the early part of the 2004/2005 financial year).
The year also saw the successful introduction of eThekwini Water Services' call centre, a project which the Department undertook, and additionally, the extension and incorporation of other municipal engineering services within the latter.
Relative progress has been made on the installation of a new radio system for Metro Police Services (was commissioned after the close of the financial year under consideration). The radio repeater site upgrade programme which commenced in early 2003, continued throughout the year and by the close, over 70% of the sites had been improved in terms of resilience and minor refurbishment.
Noteworthy progress was made in respect of the long-awaited establishment of Council's CCTV Incident Management Centre. Detailed planning in the latter part of the financial year, accompanied by allocation of a substantial area at the Loss Control Building and current and forward budget provision, permitted work to commence on the Centre (with the intention of completion by mid-December 2005). Most of the cameras (over 90%) had been upgraded by the financial year's close.
Lastly, as experienced over the previous years, a substantial number of security and access control systems were planned and installed throughout the year, this being a major area of growth.
4.2 Health
This Office ensures an efficient and cost effective community primary health care and environmental health delivery service is rendered so as to maintain acceptable personal and environmental health standards in the Municipal Area.
The key performance indicators for the health unit are:
Increased equity in distribution of Health Services resources within the EMA Increased uptake Prevention of Mother to Child HIV Transmission Programme (PMTCT) Provision of a comprehensive Primary Health Care Service encompassing HIV/AIDS within national and provincial strategies Facilitate access of Child Headed Households (CHHs) to an agreed package of services Increase the provision of services to satisfy health, safety and social needs within the EMA.
The measurable targets for the above KPIs in the Health department are:
45% of EMA has equity in Health Service resource allocation with at least a 50% decrease in range variance between sub-districts Maintain a 70% antenatal and 50% baby Niverapine uptake in the PMTCT programme, with a minimal increase of 2% annually 50% of households within eThekwini area to be visited to identify potential CHHs Increase coverage of primary health care services to 40% of eThekwini Area
The outputs for the Health department are as follows:
A Comprehensive Primary Health Care Service Increased uptake Prevention of Mother to child HIV Transmission Programme Create and maintain a database of potential CHHs within eThekwini in order to facilitate access to an agreed package of services Increased equity in distribution of Health Service resources within EMA as indicated by Expenditure per Capita and Human Resource per Capita
The Health department published the following reports during this financial year: DRAFT DRAFT DRAFT
EU Tender Report - Development of Strategies to improve the quality of Primary Health Care Services. Service Delivery Platform - Situational Analysis Primary Health Care Audit - Draft Report
The statistics displayed in the tables below reflect the achievements of the Health Unit over the 2003/4 financial year:
Table 14 Personal Health Care Selected Indicators:
Antenatal Coverage 92.80%
Antenatal Visits/client 4.3 visits
Immunisation Coverage 77%
Male Urethral Discharge Incidence 24%
Utilisation Rate 1.6
Drug Availability 96%
Table 15 Number of people who received counselling by type.
Type of Counselling Number
VCT/HIV - antenatal 39 914
VCT/HIV - general 44 646
Table 16 Number of patients who were assisted via the mother to child prevention programme.
This Table reflects totals for all clinics within the eThekwini Percentage clinic providing PMTCT - 75% (local authority clinics) Coverage of target population = 37.8%
TOTALS JULY 03 -JUNE 04 Positive 14380 % 41% Negative 21043 Post-Test counselled-neg 17781 % 1482 Post-Test counselled-pos 12235 % 85% Anc NVP 8822 % 72% Baby NVP 6847 % 55.9% Breastfed 3308 % 276 Formular 2989 % 249 DRAFT DRAFT DRAFT Table 17. Pollution Control and Risk Management
Air Quality Management
ITEM STATUS Continuous Air Quality Monitoring of ambient air quality in South Durban has commenced with the commissioning of the Monitoring monitoring network. The concentrations of priority pollutants is being measured with the focus on industrial and traffic pollutants. Also measuring meteorological parameters like wind speed, wind direction and temperature.
Data is subject to high levels of quality control to ensure high credibility. Most monitoring stations are achieving data capture in excess of 90%.
Passive VOC/H2S The monitoring of VOCs to compile an annual average for hot spots is ongoing. An H2S passive Monitoring sampling survey to determine major sources in collaboration with industry is in the planning phase. Reporting of Data New web site is being developed to report air quality data and reports to public. The site will be hosted by NILU (Norwegian Institute of Air Research) and data will be fed in real time from the monitoring network. Web site address: www2.nilu.no/airquality Computer modelling A base project is being established for South Durban to run air dispersion models. Data from of Air Pollution monitoring network will be used as a basis for assessing accuracy of models. New Schedule Trade Working closely with the Environmental Health section to develop the new schedule trade permit, Permits under guidance of SFT (Norwegian Pollution Authority). Engen has been selected for the trial permit. Health Study First intensive phase of monitoring air quality at study schools complete. Indoor environmental assessments have commenced. Child and adult interviews, and biomedical assessments also complete.
Table 18 Environmental Health Services
Number of complaints received by Environmental Health services
No OF COMPLAINTS RECEIVED No OF INVESTIGATIONS UNDERTAKEN
5 223 6 287
Table 19 Monitoring and inspections
TYPES OF PREMISES NO. OF INSPECTIONS NO.OF UNSATISFACTORY PREMISES
Food Premises 21 292 5 690
Commercial Premises 3 288 1 617
Industrial premises 7 100 4 028
Other premises 1 268 303
Residential / Community Premises 24 336 13 584
Institutional 5 505 542
TOTAL 62 789 25 764
Table 20 DISEASE / POISONING INVESTIGATIONS
CATEGORY DESCRIPTION NO. RECEIVED NO. OF INVESTIGATIONS
Cholera 104 145
Food Poisoning 108 79
Rabies Investigations 1 715 1 693 DRAFT DRAFT DRAFT
Animal Bites 1 426 1 229
Tuberculosis 6 6
Air Pollution 1 029 999
TOTAL 4 388 4 151
Table 21 GENERAL INSPECTIONS
CATEGORY DESCRIPTION NO. OF INSPECTIONS NO. UNSATISFACTORY
General Activities 22 642 4 938
Sampling Activities 1 395 79
Health Education 5 129 ( Presentations ) NB. Other Premises include Abattoirs, Cemeteries, Farms, Kennels / Stables, Poultry Keepers, Swimming Pools etc.
Table 22 Health Indicators
Health Indicator Total
Infant mortality rate (% of total births) 68 per 1000 per live births ( KZN )
Life expectancy rate (per 10 000) 45. 9 ( Male ) 49.2 ( Female ) 47.5 ( Total )
HIV/Aids Incidence rate (% of population) Adult Men 1.60% Adult Women 2.50% Peri Natal 8.30% Total Population 2.30% Antenatal ( Annual Survey ) 36%
Tuberculosis (TB) incidence rate (% of population) 5.6 per 1000 population
Table 23 TB CASE FINDING SUMMARY
Pulmonary TB Number Percentage
Positive Smear 3 567 74. 31%
Negative Smear 954 19. 87%
No Smear 279 5. 81%
Total 4 800 77%
Extra Pulmonary TB 753
Table 24 Number of clinic attendees that were recorded for this period.
CLINIC HEADCOUNT COST OF DRUGS TOTAL 2,055,144 R 19,565,200.00
Average nurse patient ratio 1:50 DRAFT DRAFT DRAFT
4.2.2 SOCIAL DEVELOPMENT
The Social Development Section is engaged in a number of programmes which are currently in operation as mentioned below. For this section to render a complete service, networking with relevant departments and service providers has been of utmost importance.
Table 25 Social Development Programs in the EMA
PROJECTS REPORT Community Health Worker Programme Total number of 560 Community Health Workers (CHW) made it possible to reach most of the needy households in the eThekwini District. Ratio of CHW to population = 8.1 Child Headed Household Programme 14038 case visits captured. 1037 (7.3%) potential childheaded households identified Street Child Reunification Programme 162 children were reunited with their families. Health Promoting Schools This programme beneficially piloted at the schools in Umbumbulu area. The programme is continuing in other areas as well. Health Promoting Hostels All the hostels within the eThekwini district that cover the majority of the population of the hostel dwellers. Food Security Programmes Feeding Scheme Feeds about 2100 people per week, most of whom are pensioners, unemployed, home base care patients. Food Gardens All the hostels in the south of eThekwini. KwaMashu, Ntuzuma, Newlands and 35 food gardens emerged at Umlazi
Income Generation Project Targeted hostels, Glebeland, Umlazi School for the Mentally and Physically Challenged.
4.3 Metro Police
This Office manages a municipal police force within the metropolitan area including traffic policing, policing municipal by-laws, crime prevention, road safety and processing of fines and summonses. The purpose of the Durban Metropolitan Police Service is to provide an efficient traffic and policing service to the residents and visitors of eThekwini Municipality in such a way that their safety and well being is ensured as well as ensuring that the Council’s assets and personnel are protected on a daily basis.
Statistics for Police Service
Service Number Arrests 41901 Traffic Violations 814101 Crimes 866014
4.4. Parks, Recreation, Cemeteries and Culture
This Office develops, enhances and maintains cost effective cultural/sporting and recreational amenities and services including, but not limited to, Libraries, Art Gallery, Museums, Recreation, Parks, Beaches and Cemeteries.
The Parks, Recreation, Cemeteries and Culture Unit provides to the community a wide range of facilities and services which enhance the quality of life of all the Municipality’s residents. The availability of reading material for study and leisure purposes, and the displays in the various DRAFT DRAFT DRAFT museums, facilitate formal and informal learning for people of all ages, whilst the provision of playlots, sports fields, stadia, pools, parks, community halls and indoor sports centres creates opportunities for healthy recreation.
A major challenge which the Unit is addressing is the shortage of space for cemeteries, and a number of initiatives to promote cremation and other alternatives to traditional burials have been undertaken. With regard to addressing poverty alleviation, the Unit has been involved in both urban and rural agriculture programmes to assist people to feed themselves and to generate income. The Unit has also been exploring alternative service delivery options, for example, in grass cutting, to provide work for unemployed people.
The Unit has an important role to play in attracting visitors to the eThekwini area, by ensuring that the beaches are clean and safe for bathers and that tourists, who are interested in the history and culture of the region, have access to the facilities as well as to trained staff to provide the information that they seek. The statistics which follow provide an indication of the number and type of activities which have been performed during the period under review.
The table below displays the statistics for libraries and museums during the 2003/4 financial year:
Number of facilities maintained 3855 No of visitors to libraries/museums 983286 Number of books borrowed 2012557 Number of acquisitions 762762
Table 33 No. of Manhours to Maintain Beaches
Function No. of Hours
Lifeguarding 153 677(July - June)
Beach cleaning 198 856(July - June)
Law enforcement 39 693(July - June)
The summarised financial position of the Health, Safety and Social Services Cluster is as follows:
Budget 2004 Actual 2004 Operating R’000’S R’000’S Income 124 036 144 195 Expenditure 1 273 625 1 280 123 Deficit 1 149 589 1 135 928
TOTAL CAPITAL OUTLAY 201 843 160 152
Chapter 5: Office of the City Manager
The mission of this office is to provide for the core principles, mechanisms and processes that are necessary to enable the eThekwini Municipality to move progressively towards the social and economic upliftment of the local communities, and to ensure universal access to all essential services that are affordable to all.
The main aims of the OMM are to:
Create a sustainably managed City that satisfies the constitutional and legislative objectives of eThekwini Municipality DRAFT DRAFT DRAFT Determine the extent to which the budget is aligned to the IDP and Establish the extent to which the organisation is implementing the IDP This will be measured by the:
% Stakeholders satisfied with all municipal services % increase in the number of people using Council services and facilities Number of decisions taken by Council in compliance with the IDP
The City Manager's office consists of 4 units:
5.1 Audit 5.2 Geographic Information and Policy 5.2. International Governance and Relations 5.3. Ombudsperson and Investigations
5.1 Audit
The Audit Department provides an holistic professional audit service to management, which enables them to manage their resources in an effective and efficient manner in delivering outputs, which satisfy customer needs, and improves quality of life. In addition, the introduction and implementation of a new Performance Management System vests in Audit.
The Audit Department’s main goal is to complete audits including performance in accordance with a risk-based plan approved by the Audit Committee. The majority of Audit effectiveness questionnaires completed by management have indicated complete satisfaction with a value added Audit service.
Highlights for the period under review include:
- Development of organisational and individual scorecards, together with population of the same - Improvements to various systems and procedures from a control and value for money point of view - Centralisation of the former entity audit functions.
This unit provides 2 main functions:
- An internal audit function: advisory, compliance and forensic audit service, including value for money audit, risk assessment, computer audit - A performance management function: to roll out and then monitor performance management, including financial performance, HRD and innovation, customer service and business processes.
The main aim of this unit is to provide a holistic professional audit service to the eThekwini Municipality and will be measured by:
Level of completion of implementation of the PMS % of Audits complete according to the plan % of customers satisfied with audit service
The key performance indicators for this unit are:
Level of implementation of the Performance Management System Percentage of audits completed according to the plan Percentage of customers satisfied with audit services DRAFT DRAFT DRAFT The measurable targets for the above KPIs are:
Performance Management System implemented and complete by January 2007 By June 2007, there will be a 80% satisfaction by internal customers of Audit By June 200,7 80% of the reports planned for the year will be completed
The future targets of this unit are:
Reports to each Deputy City Manager Report to Audit Committee Report to Performance Audit Committee
During this financial year, the following achievements were recorded in the Audit section:
Number of systems review audits undertaken. 12
Supported Management with consulting re new systems, plus usage of audit software for task arrears, saving numerous hours of overtime for all involved
Number of oversights identified 5
Numerous recommendations both written and verbal were made and accepted for improved controls.
The total value of these oversights in Rands R217000 Number of internal audit circulars issued 3
The following were produced by Audit in this financial year:
Audit Committee Charter (Including Performance Audit Committee) Internal Audit Charter Audit Circulars Audit Reports
5.2.Geographic Information and Policy
GIPO aims is to provide a holistic and professional Corporate Information, Information Technology, and Policy service. This Unit’s mission is to support, inform and assist the development of Council Policy and the Integrated Development Plan (IDP, the latter lays out out the Municipality’s plan of action for the next five years.
It pursues this role by providing a strategic planning and information service and by identifying and facilitating strategic development interventions and policy enhancements that will enable the Municipality to attain its vision. Specific areas of expertise and involvement are GIS modelling, statistical analysis and reporting and activities directed towards the promotion of sustainable development and the reduction of poverty in the eThekwini region.
In the year under review, the Unit was centrally involved in the development of the IDP as well as workshopping the IDP with communities, interacting with internal and external stakeholders. In support of the IDP, the Quality of Life work of previous years was extended by the publication of a separate report on trends and a report on the region’s changing racial geography was published. The Unit also assisted in the Capital Budgeting process.
The specific output areas for this unit includes:
• Research and policy development DRAFT DRAFT DRAFT • IT Strategy • GIS research and monitoring • E-Government • Developing and managing IT architecture and infrastructure. • Providing application support. • Advising on procurement of hardware and software. • Systems development. • IT Training • Analysing community expectations, needs and views on delivery programmes
GIPO is also responsible for:
• the compilation of municipal reports and • undertaking research into aspects such as quality of life and other socio-demographic surveys
This office has 3 components:
5.2.1 Corporate Geographic Information Systems (CGIS) 5.2.2 Corporate Policy Unit (CPU), and 5.2.3 Information Technology (IT)
Together, these units are responsible for corporate policies, the IDP, socio-demographic research (for eg. The Quality of Life Survey), ongoing input into the national population census and managing the City's GIS and Information Technology outputs and operations.
The predominant function of the IT section is the completion of ICT strategy as per the ICT plan, while CGIS provides an integrated geographic information system which responds to municipal information needs.
5.2.1 Corporate Geographic Information Systems (CGIS)
This office is responsible for eThekwini’s information technology programme, with a specific emphasis on using Geographic Information Systems to drive management processes. Its main aim is to strive to ensure:
(i) a city-wide integrated, seamless, telecommunication and networking infrastructure and (ii) centralised research and policy development
The Corporate GIS (Geographic Information Systems) office is responsible for the overall guidance and GIS policy formulation. This office is also overseeing the co-ordination of information to support decision-making.
The specific objectives of CGIS are:
to establish one complete road and street network database to complete and update property boundaries (95%) for the whole municipal area with 95% match for addresses including rural and informal areas
During the year, this office has developed a policy document to drive the use of GIS as a valuable decision support tool for the municipality. The office has also taken ownership of the maintenance of the basic layers of GIS data which are core data sets in the identification, and management of property information and our rates base. DRAFT DRAFT DRAFT The Corporate GIS office also provides a variety of online and internet mapping services, which have improved the accessibility of the information, we serve and hence affording user departments with improved turn around times for decision-making. As a drive to extend the use of GIS, we also work with other business units to market and extend the value of GIS in their daily functions.
During this financial year, CGIS has published the following documents:
GIS policy and procedures Municipal-wide GIS metadata (see http://gisweb.durban.gov.za/home.htm) Street address recommendations report
In addition, the following achievements have been recorded by this unit for the financial year 2003/4:
All 150 databases that they have brought on board are spatially enabled The street address project is currently in its second phase.
One of the aims of this unit is to ensure that all databases are clean and usable. This has been achieved by the following:
Merging all street address maintenance functions. A pilot project for the cleaning of cadastral land parcels is under way (to be completed in June) Colour photography contract was awarded in March (this job will be finalised in February) At present, all datasets utilised by other departments are updated in the corporate database Phase 1 of the geodatabase project is complete and final completion of this project will ensure all municipal GIS data is at a centralised environment.
5.2.2 Corporate Policy Unit (CPU)
This unit monitors and develops municipal information and policy.
The specific objectives of the CPU are to create corporate policies aligned to the IDP and to ensure that they are adhered to. In addition, it is the responsibility of this unit to initiate programmes and projects with other spheres of government that will enhance the delivery of the IDP of the Municipality
The following achievements have been recorded by this unit during this financial year:
1. This Unit’s core responsibility is the development of the IDP. Not only is the IDP written in the Unit but supporting research and information needs are also undertaken and supplied by staff. In the 2003/2004 period, the IDP was reviewed and re-written.
2. The Unit was also involved in policy development in the areas of coastal management, environment, bulk infrastructure costs, poverty and indigence, access analysis and service standards, systems’ development, performance management, social accounting and the budget.
3. There has been intensive and ongoing work with respect to census-related information, quality of life, customer satisfaction surveys, the changing demographics of the City, and socio- demographic projects relating to youth, gender and poverty alleviation, as well as specific projects such as the KZN Income Dynamics Study with UKZN and work with Madagascar on poverty-related research.
4. The Unit assisted in assessment and strategic analysis in a number of sectors, for example the Strategic Projects’ Forum in the Outer West and the Northern SDP, social facilities in the DRAFT DRAFT DRAFT SDB, accident mapping, the iTrump tax incentives initiative, strategic indicators for USAid projects, and the SOE Report.
5. There has been policy implementation through project initiatives, for example, coastal management policy initiatives and projects in Umdloti to Westbrook Beach and Mnini, the innovative commercial agricultural policy in Maghabeni, and the Informal Settlements Upgrade Project.
6. The Unit supplies extensive and comprehensive spatial and socio-demographic information support to eThekwini Councillors and departments as well as to external stakeholders in the public and private sectors.
7. The Unit has served on a number of Committees, for example, Council’s Non Racism, Non Sexism and Non Discrimination Sub-Committee and the eThekwini Coastal Working Group. Staff members were also invited to external meetings with, for example, StatsSA, DWAF and SA Cities’ Network’s Urban Indicators Working Group.
8. The Unit has worked with a number of the Provincial Departments such as Traditional and Local Government Affairs and Housing and the Department of Agriculture and Environmental Affairs. It meets and works regularly with most sectors in the Municipality.
9. Other activities included preparation and administration of the Municipality’s Bi-annual Report for July 2003 to December 2003, research and writing of the introductory NEPAD report,and preliminary preparations for hosting the Cities’ Alliance Workshop.
10. In-house DTP of the IDP Review and other documents was undertaken.
5.2.3 Information Technology (IT)
This office is responsible for the development and implementation of the City's Information technology and eGovernment strategy.
The Information Technology unit’s main role is to provide technology vision and leadership to the Municipality for developing and implementing IT initiatives to increase the effective use of information in order to bring value to service delivery initiatives.
The department’s value proposition is to: - - Source excellent value IS operations and services - Create appropriate solutions based on a deep understanding of business needs. - Deliver strategic insight and leadership to the Municipality as a whole based on our understanding of technology and the connected economy.
Through its central processing service, IT produces various reports, a consolidated bill, municipal statements, as well as other financial and management information. The unit manages and maintains the Municipality’s network and telecommunications infrastructure and provides hardware and software support to the Municipality’s 5000 PC users. It also provides PC training at a dedicated training centre for both municipal staff and staff from other local authorities throughout KwaZulu-Natal. The unit develops and maintains the IT Strategy and IT Strategic Plan for the municipality, formulates all IT policies, ensures that existing systems perform and remain stable and secure, develops a Disaster Recovery Plan and Business Continuity Framework for the Municipality’s departments.
The unit also develops and maintains the IT architecture and standards, and develops solutions and/or new systems to meet changing business requirements. Highlights for the year include successful rates system integration into the COINS Billing system, creation of one integrated Valuation Roll for the municipality, implementing document management for the Office of the DRAFT DRAFT DRAFT City Manager and Governance Cluster, redesign and commissioning of the Municipality’s web site using Open Source. Major projects for the year under review include mainframe upgrade, Storage Area Network implementation, Active Directory implementation, implementation of Fleet Management System, Performance Management System, and Cash Receipting System, creation of one Payroll for the municipality and one HR system, creating four Call Centres for the municipality, and creating a single financial system (GL Integration).
The achievements of this unit are:
Number of software development projects that have been completed? 2 Number of software development projects that are underway? 12 Number of PCs that were on the network? 5000 Number of training courses that were offered? 19 Number of people that were trained? 538 Number of CPUs that were under your control? 2500 Number of CPUs that were not under your control? 2500
The IT integration across the EMA is very advanced and one IT organization has been created. The following systems, which had been operating independently in the past, have been fully consolidated and integrated: Rates, Sundries, Valuation Roll, Fines Processing, and Financials. This was done at no additional cost to the Municipality. The IT dept is currently integrating Housing, Markets, and Rates Ledger into the Billing system. The Engineering Call Centrer(Water, sewerage, roads, storm water, etc) has been integrated. All other call centres are also being integrated. HR and Payroll is currently being integrated.
The following publications have also been completed by the IT unit:
Internet Survey for new Web Site E-Government Readiness Survey Policies: Internet, E-Mail, Intranet, IT Security, GIS, Acquisition of computer equipment, License Management Desktop hardware and software standards Enterprise Architecture and Standards (platforms, applications, networks, security, etc. Risk Assessment Report
At the end of this financial year, the functions in this unit are almost fully integrated across the EMA except for Electricity and Water.
5.3 International Governance and Relations
This Office assists the City Manager and the Mayor in the development and mentoring of co- operative and developmental international, national, provincial and local governance relations.
The unit comprises three strategic sections, i.e. International Relations, Intergovernmental Relations and Events and Protocol co-ordination that provide support to the Office of the Mayor, the City Manager and all clusters of the Municipality. The unit delivered the following outcomes during the year under review.
5.3.1 International Relations
The unit revived, consolidated and strengthened a range of strategic programmes and projects within the Municipality’s international sister city programme. The section has also developed a process of researching and exploring other strategic sister cities and donors that will enhance the municipality’s implementation of the IDP. The period under review also witnessed the section supporting the development of Durban’s strategic role in driving the African cities NEPAD programme and international Safer Cities conference that took place in Durban. The DRAFT DRAFT DRAFT section hosted numerous strategic international delegations in association with Office of the Mayor.
5.3.2 Intergovernmental Relations
This section has developed useful linkages and networks with other spheres of government, which has improved and enhanced the Municipality’s political profile and its communication and access to other spheres of government. This section has also supported and strengthened the municipality’s role within SALGA and KWANALOGA.
5.3.3 Events and Protocol coordination
This section has supported numerous events that have:
- Supported the City’s consultative processes with communities - Rationalised budgets - Redeployed staff and resources - Increased the tourism footprint and marketing of the Municipality - Enabled the Municipality to implement its political objectives through the IDP.
The main aim of this unit is to provide a comprehensive International, Intergovernmental and eventing support service to EMA. This unit also aims to promote the Metropolitan Region as an attractive tourism and investment location by contributing towards the creation of economic, technological and cultural partnerships with other localities. Of paramount importance to this unitt is the need to ensure the sustainability of the initiatives taken to date.
The KPIs for this unit are:
Successful implementation of events and projects 60% overall satisfaction Successful management and implementation of projects within the sister city programme.
This department ensures that all international relations and interactions with all spheres of government in South Africa offer maximum value and effectiveness to the Integrated Development Plan of the Municipality by providing international and inter governmental relations' policies, programmes and projects.
In addition the department provides support and guidance to all municipal departments on international and governance matters as well as ensuring that a positive international profile of the eThekwini Municipality is created and sustained.
Local Government in South Africa has become part of a dynamic global environment. This department views appropriate engagement with the international community and co-operative arrangements as an opportunity to generate significant benefit for the eThekwini Municipality and its communities.
5.4 Office of the Ombudsperson
The main aims of this unit are to:
• Assist the City Manager, Mayor and Speaker by providing advice concerning compliance with all relevant legislation, and by monitoring legislation • Act independently as Ombudsperson (specifically in addressing allegations of racism, sexism, discrimination, etc) • Assist the City Manager in investigating and dealing with maladministration • Assist the Speaker in dealing with matters of discipline. DRAFT DRAFT DRAFT
The purpose of the unit is to ensure a transparent, fair and non-discriminatory service to all in the eThekwini Municipal Area by Council departments through an effective, efficient and clean administration.
The role of the Ombudsperson in the eThekwini Municipality is to:
- Co-ordinate and drive the education campaign on fundamental rights within the eThekwini Municipal Area - Unify the workforce - Investigate and deal with all forms of municipal mal-administration - Devise and implement a ‘clean administration’ programme. - Address discrimination, and promote non-racism and non-sexism in particular - Ensure compliance with legislation.
During the period under review the unit undertook cases such as contract/tender fraud, corruption, theft, kickbacks/bribery and manipulation of stock records. The Unit also has programmes in place for the development and implementation of policies and standards in the near future.
The vision of this unit is:
To make eThekwini Municipality fully demographically representative of the people that it serves and culturally sensitive To ensure that eThekwini Municipality meets its constitutional and legislative obligations; and To eradicate corruption.
The Mission of this office is:
To ensure that each municipal department implements the transformation legislation To ensure effective and efficient responses to investigations and complaints; and To ensure that transparency and principles of fairness are applicable to all investigations
In this financial year, the Ombudsperson recorded the following:
Number of complaints sent to the Ombudsperson 80 Number of files on corruption that were outstanding? 49 Number of investigations into corruption that were completed during this period? 10
The summarised financial position of the Office of the City Manager is:
Operating Budget 2004 Actual 2004 R’000 R’000
Income 50 4 Expenditure 66 971 67 844 Deficit 66 921 67 840
TOTAL CAPITAL OUTLAY 33 422 33 342 DRAFT DRAFT DRAFT Chapter 6: Procurement and Infrastructure Cluster
The main aim of this cluster is to assist the City Manager in ensuring rapid, cost effective and efficient delivery that meets Council’s empowerment targets.
The specific sectors are:
6.1 Cleansing and Solid Waste 6.2 Electricity 6.3 Engineering 6.4 Housing 6.5 Procurement 6.6 Transport authority 6.7 Water and Sanitation
The strategic focus area for this cluster is procurement - it is a support service to all process owners in order to enable them to deliver services to Council’s customers effectively and thereby contribute to improved quality of life.
6.1 Cleansing & Solid Waste
This office ensures that all solid waste generated in the Municipality is stored, collected, transported and disposed of in an efficient, effective and environmentally-acceptable manner and in accordance with sound business principles. The main aim of this unit is to provide a solid waste collection and disposal service. The KPIs for this unit are: - Increased number of households that enjoy a basic service - Increased utilisation of service and facilities - Timeous response to complaints lodged - Expansion of waste disposal facilities: - Garden refuse site - Transfer station - Landfill - Waste Management services to meet requirements of Industry and Commerce - Increased number of businesses utilising services - Education and waste minimisation - KDBA - clean streets - Community Projects (gardening, recycling, buy back centres) - School programmes - Adopt A Spot - Adopt A Verge - Enviro-Forums/Waste Minimisation Clubs
A summary of the achievements for this FY are:
Number of of households that benefit from the lifeline policy. 219000 81% of households have weekly solid waste collection Backlog in terms of households for the provision of regular refuse collection 160000 Target (number of years) to address this backlog? 1-2 Percentage of solid waste per : - disposed to sanitary landfill 89% - recycled at landfill 5% - organic material 6% Total tonnage of domestic waste collected during this FY 117841 Number of Commercial customers served during this FY 21650 Number of community -based contractors used during this FY 49 DRAFT DRAFT DRAFT
6.2 Electricity This office directs and manages the eThekwini Electricity Unit to ensure the appropriate and sustainable provision of electricity supplies to consumers within the licensed area of supply and in accordance with Council’s strategy.
The main aim of this unit is the provision of an integrated and well maintained electrical infrastructure to provide electricity and a public lighting services that is affordable and appropriate to the EMA
The KPIs for this unit are:
New delivery connections : Credit New delivery connections: Electricity for All (EFA) New delivery housing Quality of supply Free Basic Electricity Tariff conversion on application from customer - 4 days
The following sections within the Electricity Department have been reported on separately:
6.2.1 Head: Electricity
During 2003/2004 financial year, eThekwini Electricity purchased approximately 10 803 GWh of electrical energy for its area of supply, and experienced a maximum system demand between 18h00 and 18h30 on 5 August 2003 of 1733 MW. The demand was 1.7% higher than the maximum demand of the 2002/2003 financial year. The growth in energy purchased from Eskom was higher than forecasted, and was 2.3% above purchases of the previous financial year.
Our electricity tariffs were increased by an average of 5.9% on 1 January 2004 in the wake of an Eskom tariff increase to Durban in January 2004, and increasing operating costs. Our increase which was below the inflation rate, consisted of a 3% increase to business tariffs, a 5.9% increase to bulk customers and 6.5% increase to residential tariffs. Structural changes to the tariffs were again included in the increase, in the continuation of our process of rationalising existing tariffs.
6.2.2 MV/LV Operations:
6.2.2.1 Lighting Works Division:
Lighting Works Division is responsible for the repairs and maintenance of streetlighting infrastructure in the whole of the eThekwini Municipality. The division experienced a lot of complaints from the public during the 2003/2004 financial year. To deal with the workload, the division embarked on a proactive approach of night patrol/maintenance twice a week in the CBD and all the major routes to and from the CBD.
6.2.2.2 Lighting Planning Division:
Public lighting is still the major focal point within the community. Requests for additional or upgrading of lighting is being received on a regular basis. Good lighting has assisted in the safety and security of the communities. : 6.2.2.3 Network Control:
The aim of Network Control is to provide a reliable, high quality supply and service to all customers in support of the Government’s economic and social development plans. As part of our ongoing programme to maintain safe and reliable energy service for our customers, we spent more during this financial year to enhance the dependability of our distribution systems DRAFT DRAFT DRAFT and to accommodate new customer demand driven by strong economic growth in the City. Great strides are being made in changing the way we do business to increase our accessibility: staff from Network Control are evaluating integrated solutions to expand our ability to serve customers in the future with state-of-the-art technology.
6.2.2.4 Construction Planning & Works Branch
The Electricity for All (EFA) Programme is ongoing and a total of 11 550 new customers were connected at an average cost of R4560 per connection. This brings the number of EFA customers to 199 900. The EFA expenditure of R52.7m includes an electrification grant of R26.4m. The Branch’s operating and capital expenditure were within budget. R27.5m was spent on reinforcement of the electrical network and R53.7m was spent on providing conventional supplies to 5188 customers (residential, commercial and industrial connections with voltages ranging from 230V to 11 000 V).
6.2.2.5 Maintenance Planning and Works:
The six monthly distribution cycle was on target for both halves of the year. The Maintenance Inspections were 8% behind target; this is within acceptable limits of not more that 10% behind target. In all the categories of work issued, our backlog was within acceptable limits, except for South Western Depot, which has put a programme in place to reduce the backlog.
6.2.3 Technical Support Department
The Technical Support Department provides a diverse range of specialist technical support services to other departments, units, external organisations and the public and was restructured in the latter part of the financial year.
6.2.3.1 Communication Network Branch
This branch was formed as a result of a strategic shift in management’s thinking due to rapidly evolving technologies in the communication arena and the need to leverage this expertise to better serve the needs of our customers. As this branch is in its formative stages, and as it was a splinter of the previous Protection and Test Branch, its efforts over the past year are included under the report for the Protection and Test Branch.
6.2.3.2 Protection and Test Branch
This branch is responsible for the forward planning, analysis and design, up-dating, testing, auditing, maintenance and repair of all protection systems in the supply network including dc installations. During the year the Test Division tested numerous transmission substation installations and undertook system improvements at various high voltage substations. In addition, 1 210 cable fault locations were made, 1 242 equipment acceptance tests performed, 904 protection relay and instrument repairs done and 214 other commissioning tests performed.
6.2.3.3 Operations Safety Branch
The Safety Division played an important role in the promotion of occupational health and safety throughout the Electricity Unit. The improvement of the Unit’s safety record continues to be a top priority. The Unit maintained a 3-star NOSA rating and had another successful year in the field of accident prevention. The Training Centre (System Operation) Division provided candidates (from the Electricity Unit, other local authorities, contractors and industry) with intrinsic high quality training, in line with the advancement of technology in order to carry out safe switching operations on low, medium and high voltage systems. DRAFT DRAFT DRAFT 6.2.3.4 Methods and Standards Branch
One of the major functions of the Branch is the research into cost-effective ways of distributing electricity while taking cognisance of safety. The Branch continued its active participation in national technical committees, such as NRS and SABS, to promote uniform requirements for equipment and design methods for use in distribution systems. Some of the new introductions were torque shear connectors for medium voltage cables and a fully type-tested low voltage distribution switchboard, in order to meet the new requirements of the national regulations. The library, which forms part of the Department, strove to make available books, standards and journals promptly to staff from its own collection and from other libraries.
6.2.3.5 Network Drawing Office Branch
The primary function of the Network Drawing Office Branch is to record the Unit’s ‘as-built’ electrical reticulation and distribution information for dissemination to various users. The Survey Division was involved in the survey of surface installations in Tongaat and the 132 kV overhead lines downloading into the Geographic Information System (GIS). The Network Records Division has made a concerted effort to capture all outstanding work, in readiness for the GIS conversion. The Special Projects Division continued to produce a wide range of drawings including certificates, signage, and circuit diagrams through to drawings required by the various branches for their instructional material, as well as component drawings required by the Methods and Standards Branch.
6.2.3.6 Mechanical Workshops Branch
The work Programming/Design Office Division secured orders from the City Engineer’s Unit for the supply of traffic signal poles and repair to fibreglass extension ladders for Eskom. The Fitting and Machining Workshop Division manufactured items such as streetlight poles and overhead line hardware on a repetitive production basis and repaired fibreglass ladders for the Electricity Unit as well as Eskom. The Welding and Blacksmith Workshop was kept extremely busy throughout the year, engaged in both welding for repetitive contract production work and on-site welding for various departments. The Outside Plant and Rigging workshop provided the maintenance and repair service to the Municipality’s 32 district swimming pools’ filtration plants, the numerous play-park equipment installations, and provided rigging crews, on a 24 hour standby service, for the moving of electrical switchgear and transformers. The workshop also undertook the statutory inspection and testing of lifting equipment.
6.2.3.7 Electrical Workshop Branch
This Branch overhauled used distribution transformers and mini-substations to original specification, compliance-tested new distribution transformers and new mini-substations, and tested on-site autoreclosers and power transformers. Further, various motors, switchgear and appliances were repaired, and irreparable retrieved assets were prepared for scrapping and sale. The Branch also provided over 325 000 L of regenerated insulation oil to the various user departments.
6.2.4 Transmission Department The Transmission Department is responsible for the planning, construction, operation and maintenance of eThekwini Electricity’s primary network of high voltage lines, cables and substations. The significant issues relating to this department for the year concerned are:
• The demand on this primary network continues to grow (nearly 40% over the past 10 years) and several new major substations have been identified as essential to provide for the additional capacity as well as to provide where more than one-third of the 33 kV DRAFT DRAFT DRAFT network is more than 40 years old and expensive to maintain. Whilst projects of this type would normally take about 3 years to complete, the most recent projects have been delayed by typically 12 to 18 months (and even longer in difficult cases) before the Record of Decision in respect of the Environmental Impact Assessment process has been approved by the Department of Agriculture and Environmental Affairs (DAEA). This is a concern and will necessitate even longer planning horizons and commitment of future capital expenditure. • During the year, construction of 8 reinforcement projects commenced, the most notable being Addington Substation required to provide for the development in the Point area, and Edwin Swales, Wentworth and Fynnlands Substations which are now urgently required to address loading and reliability concerns regarding supplies to the greater Bluff area. These have been subject to extensive delays due to the environmental impact assessment process. A further 11 projects are now well advanced with the new Plangweni Substation (which will supply a large region in the southern part of the Municipality) almost ready for commissioning. • Quality of Supply continues to be a primary focus of this Department and significant progress was made with projects which will reduce the risk of voltage disturbances, promote voltage regulation and limit interruptions affecting customers in identified problem areas. However, three incidents of sabotage on 4 March 2004 caused interruption of supply to the Engen Refinery and to large areas of Umhlanga Rocks and Mount Moreland. The supply to the refinery was restored promptly but the damage at the other two substations was severe and staff had to work continuously for nearly 48 hours before supply to all affected customers in the north was restored. • In keeping with the refurbishment master plan, a further contract was awarded for major maintenance of two sections (60 spans in all) of strategic high voltage overhead lines. • The theft of overhead line conductors and steel members from transmission line structures is still an on-going problem. • The maintenance of high voltage cables (particularly pressurised gas and fluid-filled cables) continues to be a concern. A number of leaks had to be located and repaired on several strategic cables which have now been in service for more than 40 years. Provision has been made to make the troublesome cables redundant over the next few years. • Special attention continues to be given to collective training of the staff in the various divisions of this Department.
6.2.5 Customer Service and Sales Department
6.2.5.1 Customer Services:
The Customer Services division continued to provide an efficient service to our customers despite the continued delay in the appointment of permanent staff in supervisory and other positions. The opening of the new Contact Centre on the 5 May 2004 marked a new era for eThekwini Municipality’s citizens in customer service excellence and was made possible by utilising experienced supervisory and clerical staff from Customer Services counters (this introduced a new challenge to maintain the same level of service for “walk in” customers). Besters Customer Services Shop has undergone much needed changes to address the security and comfort of our customers. Customers can now park in a secure parking area and enter the shop via a secure walkway. The customer banking hall has also been enclosed to reduce the noise factor and enhance the comfort of our customers in winter and summer. 6.2.5.2 Call Centre:
The combined efforts of eThekwini Electricity and BizWorks - eThekwini’s appointed provider of Call Centre infrastructure solutions - resulted in the successful roll-out of the eThekwini Electricity Contact Centre. This facility offers customer support services to eThekwini Electricity customers. These will, in the short term, be limited to reporting of electricity faults as well as streetlight faults on the toll free number 0 801 313 111. The medium to long term objectives are DRAFT DRAFT DRAFT to process all potential and existing eThekwini Electricity customer service queries and service requests through multi-media integration. This will include all services that are currently provided in the various eThekwini Electricity Customer Services Centres dispersed throughout eThekwini Municipality.
6.2.5.3 Commercial Engineering & Marketing:
The Commercial Engineering and Marketing division is responsible for the formulation and processing of tariffs, bylaw changes, advising customers on tariffs- related issues, energy efficiency, and corporate marketing. This year, actions included the continued rationalisation of energy tariffs, marketing and conversion of customers to the time-of–use tariffs, distribution of important information, and education of our customers with regard to theft, safety and efficiency use of electricity.
6.2.5.4 Revenue Protection:
Revenue Protection division is responsible for ensuring that non-technical energy losses on the distribution network are kept to a minimum. Inspections of all pre-payment meters and an ongoing inspection, disconnection and removing of any reported illegal service on an ad hoc basis continued, especially in Cato Manor and Mpumalanga Township. This has involved close co-operation with the SAPS and the Metropolitan Police. The meter reading and revenue control functions have been effective in maintaining a tight control on the payment of arrears. A substantial increase in disconnections was noticed, this was due to Revenue - Billing section having initiated consolidated water and electricity accounts. The total number of credit meter disconnections was 152 254 - this figure includes the re-issued disconnections - and 32 257 credit meters were reconnected.
6.2.5.5 Meter Engineering:
The Meter Engineering division is responsible for the specification, acquisition, maintenance and the meter reading of our large power users and its primary objective is to provide an economical and effective specialist metering service to our internal and external consumers. The main focus of this division is to maintain and meter 750 of our largest customers who bring in almost 40% of our revenue. Extensive trials on Automated Meter Reading (AMR) Systems have been conducted throughout the year and our Time of Use customers have been targeted for an implementation phase for the forthcoming year in a bid to reduce billing times and enhancing customer service levels. The Meter Engineering division has also represented eThekwini Electricity on the NRS 071 workgroup and has played a leading role in driving the Draft National Specification to introduce a standard framework for Automated Meter Reading.
6.2.6 Finance Department:
6.2.6.1 Information Technology:
IT has managed to maintain high system availability, with severe staff shortages, in comparison with benchmarks for similar organisations of the size and IT system complexity. Year on year, over the last five years, operating costs for IT have remained stagnant. This is largely attributable to sound technology choices and the relatively low cost of ownership of the MIMS (ERP) system and associated IT infrastructure.
6.2.6.2 Finance:
In addition to producing the annual financial statements, annual budgets and monthly management accounts, the Finance division provides financial control over the Service Unit’s operations through the application of effective financial management principles. It also provides DRAFT DRAFT DRAFT advice and guidance to all personnel and ensures that Financial Regulations, Standing Orders and Statutory Requirements are adhered to.
6.2.6.3 Materials/buying:
The Buying section processes orders for all materials and services required by the Service Unit. All the main contracted suppliers for cable / switchgear and poles are now holding consignment or buffer stocks for us and this will result in improved service and reduced inventory during the coming year.
6.2.6.4 Productivity Division:
The Productivity Division, within eThekwini Electricity administers the measurement of productivity by using a Cash Incentive Bonus Scheme for approximately 160 eThekwini Electricity teams and 58 Contractor teams ( Note: the contractors are only monitored and are not paid a bonus ).
6.2.6.5 Administration : The key areas of responsibility to eThekwini Electricity are to provide a support service in respect of Administration, Transport, Building Maintenance and Security. The Administration section is responsible for providing an efficient and effective Document Management System that operates within the parameters of the Governmental Archival System. In addition, the section deals with customer liaison, receiving and redirection of calls and mail as well as micro- filming all customer application forms.
6.2.7 Human Resources Report for Electricity Department The Human Resources Department provides a service to the other departments and staff of the Electricity Unit in the fields of recruitment, welfare, industrial relations, administration, and training and development.
During the year, Human Resources was involved in the appointment/promotion of 119 persons made up of the following profile:
African Asian Coloured White Male Female Male Female Male Female Male Female 105 36 30 4 9 1 4 1
The Department has also been actively involved in staff welfare matters and has made a number of interventions in the field of AIDS Training and awareness.
The Training division continued with its objectives of providing the Electricity Unit with skilled manpower in particular the training of Apprentices, Engineers and Technicians. Other training that has taken place includes computer training, ABET and general worker safety awareness and induction. The accredited trade-testing centre trade-tested 36 candidates during the 2003/2004 financial year.
6.3 Engineering
This office directs and manages the Engineering Unit, ensuring the efficient and cost effective provision of infrastructural facilities and services to the citizens of the Municipality in accordance with corporate strategy and policy. The main aim of this unit is to provide and maintain affordable, quality, equitable and efficient engineering infrastructure DRAFT DRAFT DRAFT
The KPIs of this unit are:
Roads Visual Condition Index Gravel to surfaced road upgrade Reduce the number of premises subject to flooding through the implementation of identified network deficiency improvement projects Improved storm water maintenance.
This unit's outputs are:
Providing and maintaining affordable, quality, equitable and efficient engineering infrastructure Number of days beach width is acceptable for recreational purposes Sites for housing development with engineering services designed, tenders advertised, adjudicated and ready for award by Housing % of Council covered by pro-active maintenance plan Match client department delivery programmes (% budget spent)
The following sections have been reported separately:
6.3.1 Coastal Engineering, Stormwater & Catchment Management 6.3.2 Roads provision 6.3.3 Project Management Unit (Engineering)
6.3.1 Coastal Engineering, Stormwater & Catchment Management
The mission of this section is to provide a cost-effective, environmentally-sympathetic, sustainable stormwater catchment and coastal engineering management system.
The KPIs for this section are:
Delivery of completed hand plans Delivery of land information Reduce the number of dwellings subject to flooding Number of days beach width is acceptable for recreational purposes
The measurable targets for the above KPIs are:
100% client satisfaction (service and quality) The above represents 5 year targets Number of dwellings subject to flooding Beach width
The following reports have been produced by this section:
Durban Beach Monitoring Report - CSIR Manzimtoti and Little Manzimtoti River Floodstudy - Set 2003, Arcus Gibb
The following was recorded by this unit for this financial year:
Number of cubic metres of sand pumped onto eThekwini beaches: 195000m3 Number of stormwater protection devices that were built or repaired in the coastal zone: Area Built Repaired Isipingo 210m 100m DRAFT DRAFT DRAFT Umdloti 220m 125m 95% of the Manzimtoti & Little Manzimtoti catchment area floodline has been determined
6.3.2 Roads provision
A number of major projects were completed during this period which include:
-Phase 1 of the Nandi Drive flagship project (Storm Rd to Quarry Heights including the interchange to the N2). The cost for Phase 1 was R220m which included contributions of R20m by Total and SANRAL. This project won the Durban Branch of South African Institution of Civil Engineers’ Award for the best project in the category of Technical Excellence
- Rural Community Access Roads Programme Phase 1 (R100m). This programme involved the upgrading of existing gravel roads to provide all-weather access roads in order to link rural communities with the formal road network. - Welbedacht East Road 1 Earthworks (R29.4m). This contract provided access to the Welbedacht housing project where over 5000 low cost units are currently being constructed. - Southern Freeway Rehabilitation Phase 1 (R23.2m). This was the first phase of the project to extend the life and improve the riding quality/skid resistance of the Southern Freeway. This phase rehabilitated the section between the Umbilo River canal and the Quality Street Interchange. - Booth Road East (R18.5m) This project completed the final phase of the Booth Road Corridor project which was split into three phases at a total cost of R70.0m. This now completes the arterial route from Spine Road in Westville (near the Pavilion shopping centre) through Cato Manor to Francois Rd in Umbilo. - Northern Freeway (M4) upgrade involved the rehabilitation and widening of the section of this freeway between Virginia and the M 41 at a project cost of R18m. A concrete median barrier was also installed at the same time in order to prevent head-on collisions and improve the safety of this road. - The widening of NMR, to improve capacity and accommodate Casino traffic, was completed in September 2003 at a total cost of R7m.
Other key projects completed in this period include:
_ Toyota Access Road and Bridge (R8.8m) _ Extension of South Spinal Road, Umlazi (R8.2m) _ Chamberlain Road Upgrade (R5.6m) _ Cato Crest Collector Roads Phase 5 (R5m) _ Access Road to Unit F6, Umlazi (R5m) _ Prospecton Road/Avenue East Intersection Upgrade (R3m) _ Road 706 Upgrade (R3m) _ Quality Street/Tara Road Intersection Upgrade (R2.4m) _ Aliwal Street Upgrade (R1.2m) _ Bellair Rd Phase 2B Earthworks (R1m)
A number of smaller projects were also constructed which typically included sidewalks and lanes & passages. These contracts were largely carried out by emerging contractors and afforded opportunities to ABE contractors.
In addition to a number of smaller projects, the following major capital projects were in progress during this period:
_ Edwin Swales VC Drive Rehabilitation and Widening (R90m). This road was in urgent need of rehabilitation which work was combined with widening to improve capacity and reduce existing congestion. Completion is planned for June 2005. DRAFT DRAFT DRAFT _ Nandi Drive Phase 2 from North Coast Road to Storm Road commenced in September 2003 with completion planned for March 2005. Project cost R70m. _ North Coast Road Stage 4 involves the upgrading and widening of a section of North Coast Road from Briardene Access Road to Blackburn Road at a project cost of R53m. The contract which commenced in August 2001 is due for completion in August 2004. _ Welbedacht East Road 2 (R15m) _ Matwabula Road Upgrade (R13m) _ Bellair Road Phase 2B (Wiggins Rd to Jan Smuts Highway) (R10.5m) _ D403 Phase 1 (R10m) _ Welbedacht East Road 1 Layerworks (R8m) _ Nazareth Roads (R5.1m)
The design and preparation of a number of other projects planned for implementation was also carried out. These include: _ Nandi Drive Phase 3 (R95m) _ Rural Community Access Roads Programme Phase 2 (R80m) _ Khangela Bridge (R70m) _ Quality Street/M4 Interchange Upgrade (R30m) _ Southern Freeway Rehabilitation Phase 2 (R27m) _ Shepstone Street Phase 1B (R10m) _ Carrick Road Bridge (R7m) _ Dassenhoek Roads (R6.2m) _ Intake Road Bridge (R5.1m) _ Bluff/Chamberlain Road Intersection Upgrades (R3.8m)
Statistics for capital projects completed in the period 1 July 2003 to June 2004:
_ New road construction: 208.1 lane kilometres (includes gravel to blacktop roads) _ Roads resurfaced: 43.2 lane kilometres _ New sidewalks constructed: 41.4 kilometres _ Number of pedestrian bridges constructed: 27 (560m2)
6.3.3 Project Management Unit
Expanded Public Works Programme (EPWP) Municipal Infrastructure Grant (MIG) Project Management Unit (PMU) eThekwini emerging contractor learnerships
Expanded Public Works Programme
The State President first announced the Expanded Public Works Programme (EPWP) in his State of the Nation Address in February 2003. Incorporated as a Growth and Development Summit (GDS) programme in June 2003, the EPWP is one of government’s short-to-medium term programmes aimed at alleviating and reducing unemployment through the provision of temporary work opportunities coupled with accredited training. On the 27th April 2004, the occasion of his inauguration and the 10th anniversary of freedom, the President again declared that the “eradication of poverty has been and will continue to be a central part of the national effort to build a new South Africa”.
An EPWP Strategic Implementation Framework is currently being developed in line with national and provincial strategies and requires the appropriate input and buy-in from all cluster line departments, support units, councillors and community-based organisations to ensure the success of the programme. The strategy will include a comprehensive communication / awareness campaign to ensure buy-in from the community particularly in terms of the “task- DRAFT DRAFT DRAFT based” Code of Good Practice for employment and conditions of work for Special Public Works programmes.
Municipal Infrastructure Grant:
The Municipal Infrastructure MIG is a national government initiative to provide conditional grant finance aimed at covering the capital cost of basic infrastructure for the poorest of the poor as part of their commitment to eradicating basic municipal service backlogs by the year 2013. eThekwini Municipality will receive nearly R1 billion over the next 3 years from national government to achieve this end - the 2004/05 allocation being the largest in the country.
Financial year MIG allocation 2004/05 R 220,886,000 2005/06 R 257,982,000 2006/07 R 297,453,000
By the end of June 2004, eThekwini had spent R95,353 million on previously committed CMIP projects which form part of the consolidated R220,886 MIG allocation (43,17% expenditure year to date).
Project Management Unit interventions
As a condition of MIG, a Project Management Unit (PMU) established to provide the appropriate expertise relative to MIG requirements in terms of financial management, project identification and prioritisation, programme management, cross-border regional developments, GIS based support, community-based O&M partnerships, monitoring and evaluation, legal/financial compliance in terms of all associated Acts, contract administration, capacity building at project level (EPWP), OH&S, community liaison and communications.
The PMU team works hand-in-hand with the sector line departments, which are the identified agents of project implementation in terms of MIG projects. Currently MIG projects to the value of R81,235 million have been submitted to the Department of Provincial and Local Government (DPLG) for approval. DPLG and National Treasury are also finalising certain management procedures and reporting requirements.
The PMU was responsible for the initial development and integration of the EPWP programme for the City in collaboration with the Department of Public Works. An EPWP steering committee, which now meets quarterly, was convened in February 2004 to facilitate the implementation process and is representative of all clusters. A smaller decision making working group, representative of each cluster, support units and ABMs is being established to ensure best- practice approaches while maximising the potential benefits of the programme for our citizens across all clusters namely infrastructure, economic, social, and environment & culture.
The following Implementation Framework is being developed in conjunction with internal and external stakeholders and is aimed at closing the gap between the 1st and the 2nd economies. Through the successful implementation of the EPWP, and the creation of an enabling environment, it is envisaged that the EPWP can play a part in the fulfilment of this goal.
1. Institutional arrangements (internal and external stakeholders) 2. Sources of reference: IDP, Demographic projections, Indigence policy, Quality of Life surveys 3. Alignment / integration with all sector/cluster/unit plans & policies across all spheres 4. GAP Analysis (capacity constraints: the SETAs, DOL, accredited service providers, etc) 5. Assumptions and risks. 6. Programme implementation (terms of reference for the outputs of the EPWP working group) 7. Communication / awareness / training 8. Evaluation and monitoring mechanisms – Best Practice research and development DRAFT DRAFT DRAFT 9. Funding / donor mechanisms 10.Sustainable exit strategies (mentorship, incubation to the creation of an enabling environment). eThekwini emerging contractor learnerships
A fundamental principle of the EPWP is the development of skills, and in support of this, eThekwini Municipality, the DPW and CETA have entered into a Memorandum of Agreement to launch the City’s construction sector Contractor Learnership Programme. Following an advertisement published in April 2004 inviting emerging contractors to apply for the Contractor Learnership Programme, there was an overwhelming response from over 200 men and women who attended the briefing session presented by CETA in May 2004.
The Contractor Learnership Programme intends to develop emerging contractors into fully- fledged contractors who will be able to execute labour intensive projects on the one hand, and develop successful and sustainable businesses on the other. Following a comprehensive evaluation process, 24 contractors and 48 supervisors were selected to take part in the two year long training programme. After completing their first module of theoretical training, the learners have started their first phase of on site training where each contracting company has been allocated a suitable construction project where learners can apply their newly acquired labour- intensive construction skills for the construction of sidewalks, water and sanitation projects and stormwater management systems.
Ultimately, the contractors will be trained to NQF level 2 and the supervisors to NQF level 4 standards in labour-intensive construction contracting and supervisory skills, which they will be able to put to use in a wide range of labour-intensive infrastructure projects within the City. Initially, funding for many of the labour intensive construction projects will come from the Municipal Infrastructure Grant.
Besides specialised technical skills development as detailed above, it is a condition of the EPWP that the local labour, which contractors employ to work on the projects, also receive formal accredited training facilitated by the Department of Labour. This training includes a number of unit standards covering HIV/AIDS, career guidance, personal finance, environmental awareness etc. Skills audits will also be done and where applicable technical skills’ training will be conducted by the DOL as well. The focus is not just the provision and development of life skills, but essentially to make the learners better work seekers.
6.4 Housing
This office ensures the efficient and timeous delivery of housing opportunities, the facilitation of housing delivery and the formulation of appropriate housing policy and strategy. The main aim of this unit is to establish a well-managed housing programme in the EMA
The key performance indicators in this unit are:
1. Increased number of purchasers and tenants taking transfer 2. Well-administered, maintained and affordable rented units 3. Improved living conditions for hostel dwellers 4. Provision of housing engineering services to reduce the housing backlog 5. Reduced housing backlogs
During this financial year, the following was achieved:
1. The housing backlog (number of households) that fall within the subsidised categories was approx. 200 000 2. At least 3454 new houses were delivered during this period DRAFT DRAFT DRAFT 3. 9829 housing units were rented.and maintained.
The following reports were produced: 1. Income surveys for tenants (Rental Housing) 2. Workhouse survey 3. Quality of Supply Information made available on website (primary network) 4. 2002/2003 Annual Report
The measurable targets for the KPIs are: a) Transferred 211 Flats and 176 Debtors b) Commenced upgrade programmes for rental units and started arrear rental write-off exercise c) Thokoza Hostel was upgraded and the upgrades for the balance of the Hostels commenced d) Developed 6123 Housing Units
The future targets for this unit are: a) Transfer 150 Flats and 100 Debtors per quarter b) Complete upgrades for rental units within an 18 month period. c) Complete upgrades for Hostels within a 5 year period d) Develop 4000 Housing units per quarter
6.5 Procurement
In its Procurement Policy, the City has identified 5 priorities:
Increased usage of local resources Redressing of skewed employment and ownership patterns through Black Economic Empowerment Creation of opportunities for job creation and poverty alleviation Stimulation of skills development and transfer Fast- tracking the growth and ensuring sustainability of SMMEs
The Procurement Unit is driven by the following:
Motto: Changing the economic landscape of the City. Vision: To have representative economic participation within the EMA, which will result in stability and sustainability Mission: To optimise Black Economic Empowerment and to be the Procurement Centre of Excellence.
The main aims of this unit are:
fostering an improvement in the basic living conditions of all citizens in the EMA, and earning of income for all SMMEs resulting in a better quality of life; maximising opportunities and potential for citizens and businesses to access all infrastructural and procurement services; providing an integrated and well-maintained infrastructure and procurement service that is affordable and appropriate; offering a cost effective procurement service to sectors and an integrated procurement and monitoring system.
The KPIs for this unit are:
% of compliance with Service Level Agreements DRAFT DRAFT DRAFT Optimum utilisation of economies of scale to reduce costs Effective utilisation of Procurement Policy to achieve Black Economic Empowerment Increased % of contracts / business value awarded to targeted businesses Increased participation of woman business enterprises Priority business enterprises Local businesses
The main outputs for this unit are:
1. Reduction of Council’s stock holding to release funds for delivery projects 2. Stock Holding is R68.20m 3. Dead / Obsolete Stock 4. Excess/Slow Moving Stock
During this financial year, the unit recorded the following:
Number of service providers registered with Procurement unit. 72 Number of new Black businesses supported. 31 Number of tenders approved 31 Number of major tenders processed >R500 000.00 25 Value of the tenders that were processed < R500 000.00 R79 164 934 Number of minor tenders processed 6 Value of the minor tenders that were processed R1 891 059
6.6 eThekwini Transport Authority (ETA)
The main aim of this unit is to fulfil the ETA's obligations in terms of the requirements stipulated in the National Land Transport Transition Act 22 of 2000.
The KPIs for this unit are:
% of correspondence received each year responded to in 10 days % of responses to traffic controllers out/flashing signals % of road markings and signage acceptable at 20 random signalised intersections Inspect 10 ranks randomly per annum using exception report Accident rate per 1000 vehicles Total number of passengers per month (6 months average) Number of passengers’ complaints per month (6 months average)
The National Land Transport Act (NLTTA) makes provision for the establishment of Transport Authorities (TAs) throughout the country. In the main, Transport Authorities are responsible for planning, regulating and implementing transport solutions and policy in an integrated manner. The first Transport Authority in South Africa was established in eThekwini in this financial year and is expected to have a profound influence on the transportation arena in the foreseeable future. The Authority has 3 departments with specific areas of focus.
6.6.1 Strategic Transport Planning Department
This department’s focus for the review period has been primarily on fulfilling the ETA’s obligations in terms of the National Land Transport Transition Act. In particular, work that commenced prior to the establishment of the ETA continued in a much more coordinated and robust manner.
One the main tasks has been the collection and capturing of the Current Public Transport Records (CPTR) data. This has been surveyed and is now being captured and verified in a specially developed database which has a sophisticated GIS capability. This will enable detailed DRAFT DRAFT DRAFT planning to be undertaken culminating with a Public Transport Plan. Substantial progress has been made in the development of public transport policy and this has been work shopped with the key stakeholders and also shaped and influenced the Interim Public Transport Plan. The preparation of the Integrated Transport Plan (ITP) has also commenced and a working group consisting of the 3 spheres of government and the other key stakeholders is ensuring the process is integrated both vertically and horizontally.
The roads’ master plan has been completed; it identifies the major road needs for the short, medium and long term. This directorate has also been at the forefront of the highly controversial South Coast Toll Road discussions. An in-depth analysis and interrogation of the proposal has been undertaken and forwarded to the relevant authorities. Preliminary work on the Soccer World Cup 2010 has also been undertaken and a number of local transport plans have been developed for the Outer West and the Northern area. There has also been a number of detailed assessments with regard to particular road projects e.g. Booth Interchange,MR 577 etc. Providing transport planning input and advice for the SDB, iTrump, Cato Manor, INK and Rural ABM has been accelerated during the year. There has been close liaison and consultation with the Port, Provincial and National Government and communities with respect to policy and planning and implementation.
As part of the INK Presidential Lead Project, major upgrades to the public transport modal interchanges at Mtshebeni and Mbambas Store have been undertaken with dedicated funding from the National Department of Transport. This project will be completed by December 2004.
A comprehensive road safety plan has also been prepared and is currently being finalised with the key stakeholders. The plan encompasses strategies and key actions over the next 5 years wherein the education, engineering and enforcement programmes will be treated in a holistic way to deal with the carnage on the roads. Accident audits have been conducted at a number of high frequency accident locations and remedial actions are underway to reduce serious conflict locations. The accident database is continually being updated with the latest data to enable plans and programmes to be fine tuned and targeted
6.6.2 Public Transport Department
During the year under review, it has not been possible to make much progress due to understaffing; the outlook for 2004/2005 is hopeful as the Council’s placement process is underway and there is an initiative to secure staff on a contract basis.
Some areas of progress are:
1.The successful implementation of a contract negotiated with the Remant Alton group and empowerment partners from the former staff members of Durban Transport and a grouping of Taxi Industry leadership to run the previously Council-owned Durban Transport. Although services have been rationalised to remove uneconomic routes, the service to passengers is improved due to the introduction of new and upgraded buses in terms of the contract. The contract is a model for the rest of the country in the area of BEE.
2.The implementation of an amended arrangement in terms of the Remant Alton contract for the running of the Durban Transport buses in order to enable the empowerment partners to participate more fully in running the business and benefiting from greater financial returns.
3.The ongoing monitoring of the Durban Transport contract to ensure that passengers are given a good level of service.
4.Meetings have been established with the new taxi regional leadership with a view to working together to uplift the taxi service offered for the benefit of passengers. DRAFT DRAFT DRAFT 5.Assistance has been given in the resolution of a number of taxi conflicts in the eThekwini area.
6.There has been quantification of the deficiencies that exist in the process of registering all taxi associations and in the issuing of route permits to operators with a view to motivating Province take corrective action timeously.
7.There has been on-going liaison with other public transport operators such as rail, bus and metered taxis to ensure the identification and resolving of problem s.
6.6.3 Road System Management Department
During the year under review, this department had the dual function of continuing with business as usual and also implementing the changes associated with the establishment of the ETA. The expansion of areas of responsibility to include the outer areas and more rural areas in the absence of additional staff has placed the Department under pressure to maintain service levels. Despite this, progress and delivery have taken place on two fronts: firstly, the delivery of hard infrastructure as the various services are expanded into the new areas, and secondly the implementation of various management systems to streamline the department’s ability to respond to the needs of the residents of the City.
Infrastructure delivery
With the expanded municipal area, the Traffic Management branch had its work cut out with the need for additional signalised intersections increasing. 15 intersections were signalised in the past year. To back up the signalisation, the R52 million upgrading program for Ccity’s Area Traffic Controller moved into it’s third year with the development of the new traffic signal controller effectively complete and roll out beginning to take effect.
The Traffic Engineering Branch has also had a busy year with areas to the north and west of the City undergoing rapid development; over 500 development plans and 100 development applications were processed. To allow for the effective management of traffic on the local network, the branch established area-based traffic models to allow the impacts of changes in land use and the introduction of new developments to be assessed to determine road upgrade needs. The branch was also successful in completing the projects contained in the City’s Capital budget for the Unit at around R8 million, including several road safety projects and public transport facilities.
The Traffic Operations branch continued to work on putting in place a suitable contract to facilitate the management of parking within the Municipal area as well as supporting the Electronic Enforcement contract. They continue to service the communities by addressing the communities’ needs in terms of street furniture and road markings as well as ensuring effective temporary road closures and re-routings to accommodate the increasing number of special events that take place in Durban.
Management Systems
Several electronic management systems were introduced and are in the process of being implemented to facilitate the management of workflow within the Unit.
The Correspondence Tracking system was updated to process e-mail communication as more and more contact is made via this medium. Just over 1200 letters were responded to in the year, with most letters requiring a site investigation and comprehensive response, this continues to drain much of the technical staff’s time, all the more so as the travel distances to the newly incorporated areas increases travel time. DRAFT DRAFT DRAFT The “Outstanding Capital Needs” data base was expanded to include needs from the erstwhile entities and move to a consolidated data base of roads-related needs for the City. The first stages of a Lines and Signs management system were initiated linking it to the established Pavement Management System. A Public Transport Facility Maintenance system was also introduced with the first stage being a manual capture of the status quo for each rank in the City. The “TIDE” system which integrates traffic data sets continues to be developed to increase its capacity to manage and monitor the Area Traffic Controller system as well track signal faults and repair cycles.
6.7 Water & Sanitation
This office directs and manages the Water and Sanitation Unit to ensure the provision of appropriate and economic water and sewerage services to consumers in the Municipality in accordance with corporate strategy policy.
The main aim of this unit is to extend water and sanitation infrastructure to unserved families.
The KPIs for this unit are:
Number of households not supplied with water services Sanitation services (backlog) Reduce the number of illegal connections Time to repair faults :- < 24 hrs > 24 hrs < 48 hrs > 48 hours Time to install new connections :- < 14 days > 14 days
Table 34 Financial Report for 2003/4:
During the year under review Water and Sanitation spent
Water R205 601 938
Wastewater R156 640 872
Table 35 Typical Water Supply Projects Individual
Project title Cost Description
Umkomaas Township Reservoir R2 300 000 3 Megalitres Reservoir
Mamba Ridge Inlet Main Phase 1 R3 000 000 500mm dia steel trunk main
Refurbishment of Tongaat Waterworks Motor R1 000 000 Control equipment Control Centre Replacement of Zwelibomvu Trunk Main Phases R5 000 000 300mm dia steel trunk main 1 & 2 Construction of Various watermains in Nandi R2 000 000 Reticulation Drive and Riverhorse Valley
Table 36 Typical Sanitation Projects Included
Project Title Cost Description
Naidooville Sewer Reticulation R20 000 000 Sewer reticulation and pump station to eliminate conservancy tanks (700 units) DRAFT DRAFT DRAFT St Wendolin’s Sewer Reticulation R6 000 000 Sewer reticulation to eliminate hand dug pit latrines (400 units) Buffelskloof Outfall Sewer R7 000 000 Rationalisation of treatment capacity by bypassing flow from Tongaat South to Tongaat Central Treatment Works. Golokodo Trunk Sewer R16 000 000 Provide bulk sewer connections to Folweni (5100 units) and surrounding areas. Umlaas Trunk Sewer Extension R14 000 000 Provide bulk sewer connection to Welbedacht West (5500 units) and surrounding areas. Umbilo Trunk Sewer Extension R5 000 000 Provide bulk sewer connection to Northdene area served by conservancy tanks and failed septic tanks. Point Pump Station Odour Control R4 000 000 Eliminate odour problems at Point Pump Station. Kennedy Road Pump Station New Pumpset R5000 000 Upgrade efficiency at Kennedy Road Pumpstation and Northern Wastewater Treatment Works
Table 37 Typical Rural Water and Sanitation Projects
Project Number of Houses Cost Sanitation Water Lower Maphepheteni 200 50 725 000 Upper Maphepheteni 150 0 450 000 Ngcolosi 1 600 1 600 8 800 000 Sawpitts 1 000 800 500 000 Zwelimbomvu 800 750 4 275 000 Embo 1 200 300 4 350 000 Emalangeni 250 250 1 375 000 Ntshongweni 30 30 165 000 Mtambutengayo 426 395 2 265 500 Mbovu 129 129 709 500 *Unicity W.D. 650 10 000 000 Magabeni 250 250 1 375 000 Mzinyathi 2 746 1 412 11 768 000 Total 8 781 5 966 51 258 000 N.B. Excluding Bulk Water supply *Refers to Water dispensers
6.7.1 Non-Revenue Water
The Non-Revenue Water (NRW) Department has tackled the water losses on many fronts and has installed water bulk meters, monitoring consumptio in key areas and launching appropriate interventions to reduce losses.
The Infrastructure Index (ILI), which is an internationally accepted tool used for measuring water loss, has been lowered from 10,1 to 7,2.
Over 300 bulk meters have been installed to date and over 2 600km of water mains have been inspected and where leaks have been found these have been repaired.
As leakage is proportional to pressure, a lot of work has been done to control and monitor pressures more accurately. Two point pressure control is now also being implemented on 60 key pressure-reducing valves throughout the Unicity.
The projected achieved savings for the financial year ending June 2004 was R41,1m. DRAFT DRAFT DRAFT
6.7.2 Pollution Control
The Pollution and Environment Branch collected an income of R50 million for treatment of trade effluents across the City. A further R 160 000 was collected in terms of the polluter-pays principle for costs incurred by the Department on spills into the sewer or stormwater systems.
A new permitting and auditing system has been developed together with eThekwini Health and the Norwegian Pollution Control Authority during the year and is now being rolled out in the textile industry in Hammarsdale and the rest of the City.
On E-management the Trade effluent system has been enhanced to become a full management system ensuring management and auditing of all inspections, inspection reports and permits. The pollution complaints’ system has been finalised in an E-Works electronic workflow. The first part of the system, which pages the officers, is operational and will shortly be linked to the call centre.
The summarised financial position of the Procurement and Infrastructure Cluster is as follows:
Budget 2004 Actual 2004 Operating R’000’S R’000’S
Income 4 311 780 4 399 703
Expenditure 5 465 896 5 486 728 Deficit 1 154 116 1 087 025
TOTAL CAPITAL OUTLAY 1 704 545 1 102 386 DRAFT DRAFT DRAFT Chapter 7: Sustainable Development and City Enterprises Cluster
The main aims of this cluster are to assist the City Manager in the development, co-ordination and implementation of the City’s Corporate Plan and to develop, extend, enhance and maintain the Unicity’s strategic platform for sustainable economic and social growth through the provision of a developmentall -responsive and supportive policy and implementation environment.
There are 5 units in this cluster: 7.1 Business Support 7.2 City Enterprises 7.3 Development Planning & Management 7.4 Economic Development & Facilitation 7.5 Markets
The following was recorded for the Financial Year 2003/2004:
7.1 Business Support
This Office ensures the development of a comprehensive business support system including support of large, medium and micro enterprises, support and management of informal trade, regional investment facilitation, and rural economic development support. In addition, business support provides opportunities for entrepreneurs to showcase their products and services by facilitating access to relevant business information and resources and access to markets, training and finance
Key performance indicators:
People able to access services offered in terms of • business opportunities, • access to finance • information • capacity building by sector Number of partnerships that have resulted in viable projects. Number of Social Enterprise functioning. Number of targeted businesses that were able to successfully access procurement opportunities. The extent to which the Informal Economy is regulated Integrated business support for the construction sector in eThekwini Municipality
Achievements/ Outputs of Business support for 2003/2004
7.1.1 Standard Bank Partnership Programme
The eThekwini Municipality and the Standard Bank signed a Memorandum of Understanding on 29 January 2004 as part of the Unit’s Development Support Programme initiatives for SMMEs. The objective of this programme is to develop and improve the capacity of the previously disadvantaged businesses through skills development and support provision with a view to maximising their opportunities for long-term employment and economic empowerment in order to ensure their sustainability and growth. eThekwini Municipality and Standard Bank have committed R500 000 each towards the implementation of this programme.
7.1.2 BEE Symposium and Exhibition
The Business Support Unit, the KZN Department of Economic Development and Tourism, and other stakeholders hosted the KZN Symposium and Exhibition on Black Economic Empowerment. This was in line with the Broad-based Black Empowerment Act which seeks to DRAFT DRAFT DRAFT ensure the inclusion of HDIs into the mainstream economy. The purpose of the Symposium and Exhibition was to disseminate information on business opportunities available in the eThekwini Municipality, other public entities and the private sector. It was also to equip black businesses on other empowerment matters arising out existing legislative and policy frameworks.
The Business Support Unit contributed R60 000 towards the KZN BEE Symposium and Exhibition.
7.1.3 Street Trading
The culture of payment for services rendered has significantly improved amongst traders as the number of registered traders increase. Some of the traders even make their rent payments a year in advance.
About 1400 traders were registered in 2003/2004
The following registered traders are now paying for the services they receive:
Clairwood Hive: All permit holders (76) now consistently pay R110 every month. Manzimtoti Traders: All permit holders have paid an advance payment of R120 for the year. Pinetown: Permit holders pay between R12 - R40 Isiphingo: Some have begun paying R10 per month, the Street Trading Section is however issuing out more invoices. Umlazi Reservoir Dam: 16 Units permit holders. Emahawini: All 22 permit holders are paying rent ranging from R200 - R1000 Beach Front: About 350 permit holders are paying rent ranging from R10 - R35 Bombay Walk: All 89 permit holders pay rent ranging from R10 - R35 Tara Road: All 6 permit holders pay between R10 - R35 Traders using containers also pay for the use of the public space.
7.1.4 Flavours of Durban
The Flavours of Durban was a Street Fair that took place at Albert Park during the Celebrate Durban Week, September 2003. The Business Support Unit gave opportunities to SMMEs to exhibit and sell their products during this period. The event was a success in that it happened the same time and in close proximity to the Awesome Africa Jazz Festival event which attracted big crowds to Albert Park.
The Business Support Unit contributed R100 000 towards the Fair. Some of the money was sourced tfrom the Celebrate Durban budget.
90 SMMEs were given a change and the intention was to refund the money only to those who were committed for the full four days of the Fair. All exhibitors showed commitment and they were all refunded.
7.1.5 Brixton Exhibition
The eThekwini Municipality and DEDT made it possible for five eThekwini SMMEs to exhibit their products in Brixton, London. At the 2002 eThekwini SMME Fair, DTI had offered an overseas prize to two business exhibitors who displayed the best stand, innovation and quality. Khanyi Khoza (Isibani Jewelers) and Bongiwe Mageba (Eden Designs) won the prize and were nominated by the eThekwini Municipality to participate at the Brixton exhibition. Three other SMMEs were nominated by DEDT. They received overwhelming international publicity which sparked tremendous interest for their products. A documentary was done on Eden Designs by CNN International and SKY News and upon her return to South Africa, the Sunday Times Newspaper did an article on Ms Mageba. She is now making preparations to return to London DRAFT DRAFT DRAFT to further her business venture, all because of the strength of the publicity and the business linkages she forged during her Brixton Exhibition trip. The Brixton Exhibition cost to Council was R54 741.
7.1.6 New Orleans Projects
The South African Exchange Programme which was designed by the New Orleans South African Connection organisation, afforded a group of five eThekwini crafters to exhibit, sell and demonstrate South African arts and craft in New Orleans. Two of the crafters, Fikile Twala and Nombuso Dladla, were co-sponsored by the Council to be part of this Programme. The two crafters are representatives of the Blind and HIV / AIDS Arts and Crafts groups respectively. The exposure they’ve received from this Programme and the business linkages they made, have, and still continue to benefit, these marginalised groups. Two of the co-sponsored crafters sold their products and were able to make a total of about R80 000 on the four days set aside for selling.
The New Orleans Project cost to Council was R110 125.
7.2 City Enterprises
The aim of this unit is to manage City Enterprises that meet the strategic economic development objectives of the Municipality.
Although this unit has not been established yet, the following municipal entities4 are fully operational as separate legal entities.
7.2.1 Durban Africa 7.2.2 Durban Investment Promotion Agency (DIPA) 7.2.3 eThekwini Business Development Centre (TBDC) 7.2.4 First Metro Housing Company (FMHC) 7.2.5 ICC Durban 7.2.6 Point Development Company (PDC) 7.2 7 Strollers’ Overnight Facility
Targets, KPAs, KPIs and 2003/2004 achievements of these companies are supplied in spreadsheet format in the annexure.
7.2.1 Durban Africa
This Section 21 company was established to promote and market Durban as a tourist destination. In order to avoid duplication of functions with other municipal entities, the eventing and conferencing functions of Durban Africa have been absorbed by the Economic Development Unit and the marketing of Durban function was absorbed by the Communications Output Unit.
Following is a summary of Durban Africa's achievements during this financial year:
Durban has remained South Africa's leading tourist destination. A wide variety of quality marketing material has been produced and a package was produced for the SAA Open golf championship to be held at the Durban Country Club in January 2005. The agency co-exhibited at two international trade shows and hosted 14 groups. An accolade was achieved in the
4 According to the Municipal Systems Act, this refers to a company, co-operative, trust, fund or any other corporate entity established in terms of any applicable national or provincial legislation and which operates under the ownership control of one or more municipalities, and includes in the case of a company under such ownership control, any subsidiary of that company; or a service utility. DRAFT DRAFT DRAFT international convention market. In the events' field, Vodacom Beach Africa generated R195m for the local economy, and 4 international events were hosted.
7.2.2 Durban Investment Promotion Agency (DIPA)
Due to the administrative capacity of the Durban Investment Promotion Agency to cope with the compliance requirements of the Municipal Finance Management Act, it has been absorbed into the Economic Development output unit.
Following is a summary of DIPA's achievements during this financial year:
An Investment Strategy and Policy has been developed and implemented resulting in R3.2bn new investments concluded and more than 4000 new jobs. A Marketing and Promotional Strategy was developed and implemented. Network and relationship building with key agencies and sectors has been extensive and succcessful. Comprehensive databases of information have been developed for investors.
7.2.3 eThekwini Business Development Centre (TBDC)
The eThekwini Business Development Centre operates as a separate legal entity and advises and assists people with the preparation of tenders for Council work. The core function of this entity is to develop the skills base of emerging SMMEs. The centre also operates a bakery in its own right.
Following is a summary of TBDC's achievements during this financial year:
Advice on the establishment and management of businesses was dispensed and 605 Umsombovu vouchers issued. 133 clients were assisted with procurement accreditation forms with a total tender value of R26, 901 507. 85 companies involved in the uShaka Marine Contract were monitored and 18 companies evaluated on BEE ratings. SMMEs were also assisted with empowerment issues and private and public legal duties and responsibilities.
7.2.4 First Metro Housing Company
The First Metro Housing Company operates as a separate legal entity with some operations being absorbed by existing Council departments within the Housing Output Unit.
Following is a summary of FMHC's achievements during this financial year:
Rental revenue increased. Inner city units acquisitions were slow; a greenfields project launched in Lakehaven. The strategy for business service excellence was underpinned by implementing asset management and maintenance systems.
7.2.5 ICC Durban
The eventing and conferencing functions of the ICC have been absorbed by the Economic Development Unit, while the conferencing function has been ringfenced and retained by the ICC Durban (Pty) Ltd.
Following is a summary of the ICC's achievements during this financial year:
This venue was rated best in Africa. A substantial budget allocation was secured. Purchases exceeded the Procurement target. Risk management officials and a committee are in place. DRAFT DRAFT DRAFT
7.2.6 Point Development Company
The PDC Is responsible for the sales of plots in the Point precinct through the auspices of Durban Point Development Company. The value of land sold.as at end June 2004 was R 41.9m
Development Costs incurred was R45.2m. This represents the cumulative amount spent up to 30 June 04.
Following is a summary of PDC's achievements during this financial year:
Land sales increased by 50%; development costs were within budget.
7.2.7.Strollers Overnight Facility
Due to the administrative capacity of this agency to cope with the compliance requirements of the Municipal Finance Management Act, it has been absorbed into the Housing output unit.
Following is a summary of this entity's achievements during this financial year:
An increase in guests in excess of the target was experienced with 100% occupancy of kiosks.
7.3 Development Planning & Management Unit
This Unit is responsible for developing, reviewing and implementing an integrated land use, environment and development management service in support of the Unicity IDP.
The Unit comprises three Departments:
7.3.1 Strategy and Policy 7.3.2 Environmental Management 7.3.3 Developmental Management
7.3.1 Strategy & Policy
Key Achievements :
Implementation of a catchment-based strategic planning process in the Northern and Western areas to support sustainable service delivery and development. Trial implementation of revised Land Use Schemes for Berea North and Berea South. Ongoing rationalisation and standardisation of land use management within and between the erstwhile operational entities, including uniform policies [e.g. subdivision of land] and uniform land use scheme amendments [e.g. consents for home business]. Establishment of an internship programme to build Development & Planning capacity amongst appropriately qualified University graduates. Preparation [including public comments and technical comments] of a Glossary of Land Use Scheme definitions which will be uniformly applied across the City. The definitions will provide the basis for the translation of the existing land use scheme currently in use in eThekwini Municipality into a single land use scheme. Monitoring and upgrading the Department’s web site namely : http://www.durban.gov.za/eThekwini/Services/Planning DRAFT DRAFT DRAFT
7.3.2 Environmental Management
Key Achievements :
Developing and furthering the Unicity’s Environmental Management System through : Internship Programme: Establishment of an internship programme to build environmental management capacity amongst appropriately qualified university graduates. State of the Environment Reporting (SOER): Initiated development of third SOER for eThekwini as part of the development of the IDP scorecard. Climate Protection Programmes & Projects Implementing the eThekwini Environmental Services Management Plan (EESMP) through Rates Policy for Environmentally Sensitive Land Acquisition of Environmentally Sensitive Land : Signed sales agreements for environmentally sensitive land to the value of R1.4 million Securing Environmentally Sensitive Land without acquisition : Non-user conservation servitudes implemented as a means to secure conservation worthy land Rural EESMP Awareness Programme Development & Implementation of an Assessment Function through : Enhancing the Skills Base of Municipal Staff to assess applications Reviewing and improving the planning and environmental system and process Public Awareness: Maintain departmental web site : http://www.durban.gov.za/eThekwini/Services/environment
7.3.3 Development Management
Key Achievements :
To assess continuously and improve the work processes in order to ensure that it is effective, adds value and is efficient. Ongoing rationalisation and standardisation of building management processes, procedures and requirements A City-wide signage policy for remote locality bound and poster advertising. Extension of building advisory and inspection service City-wide
Statistical Information • Approx 450 consent use applications received per annum • Approx 65 rezoning applications received per annum • Approx 200 land subdivision applications received per annum Approx 14 500 building plans received per annum Approx R 2,7 billion value of building work approved per annum. Approx 6 800 occupation certificates issued per annum, with over 22 000 in the last 3 years. Approx over 4 200 building enforcement cases per annum. Approx 1 500 signage applications per annum. Approx over 500 Town Planning enforcement cases Over 2.5 million spent to secure 160 ha of natural environment Some 80 EIAs received and processed per annum Other highlights: Establishment of an information centre ( current proposal to be City-wide) 300 visits and 600 hits recorded for the web site monthly - this figure is increasing on a monthly basis due to awareness.)
Turnaround times with an approach for continuous improvement Consent Use : 6-8 weeks Rezoning : 4/5 months with no objection and 6/7 months with objections Subdivision : 8 weeks DRAFT DRAFT DRAFT
Table 38 Development and Planning Turnaround times
Nature South Central North Inner West Outer West Minor Building 5 days 1-5 days 4 days 4-5 days 5-10 days Works Dwellings 10 days 10-15 days 15 days 10-20 days 30 days Industrial/ 15 days 15-25 days 15-25 days 30 days 60 days Commercial MBW or dwelling 10 days 15-25 days 15 days 10-20 days 30 days with circulation to external departments NB Building Applications Summary can be found in Appendix …
7.4 Economic Development & Facilitation
This Office maintains, implements and facilitates the economic development strategy of the Municipality.
KPIs
Sustainability of development resulting from land use, environmental and economic decision making Level of compliance with key spatial, environmental and economic development plans and policies Level of impact ABM approach has on delivery of services and outcomes Level of community development Level of economic growth
Value of City’s capital budget secured to support and promote economic development in the form of : Flagship Projects (including town centre renewal and tourism nodes). Infrastructure to support economic growth. Value of capital budget utilised on regeneration fund projects
Interventions in the form of partnerships with key industry and labour to stem job losses in the following sectors : - Clothing - Textile - Footwear Interventions to support the growth of jobs in key sectors : - Logistics - Tourism - Manufacturing - Construction Concession of partnerships with key stakeholders to facilitate and enable growth sectors (ICT,Biotechnology, Automotive, Film) :- number of incubators established.
Strategic and effective planning service laying the foundation for development in the Unicity
Compliance with hierarchy of spatial environmental and land use management plans, policies and systems.
New growth sectors: ICT Biotechnology Organics DRAFT DRAFT DRAFT Automotive Film MICE Pharmaceuticals
Tourism projects Area Project Mnini Umgababa Inanda Tourism Heritage Route Durban Point Ushaka Island Cato Manor Interactive Centre/Museum
Reports produced KwaMashu Town Centre Redevelopment Project DFA Application & Judgment (paper; 200+ page) Publicity Brochure (2002) - stock available Market Research: Local Consumer Spending Patterns in KwaMashu (DRA) (unpublished - data; paper; 20 pg) Business Development & Support Program - Phase 1: Research Documents and pre- feasibility for Business Support Centre closing report of consultants in proportion of capital budget dedicated to Economic Development Tea Estate Pilot Organic Farm Project, Inanda (Intathakuza) Feasibility Study Implementation Plan Disability Sport SA (KZN) - proposed Indoor Sport & Hobby Hall (R12m+) Joint proposal - DISSA & Berea Rovers Club, Elliott Duckworth & Assoc. (Jan 04) (paper; 100 page) - has appeared on EC&P and H,S&SS comm agendas Economic Scenario Matrix, Economic Structure (Sectors Report), Macroeconomic Assessment of RiverHorse Valley and Ushaka Island Developments, The Durban Kerbside Day Worker Labour Market, Nepad Economic Profile (Input), Aquaculture Draft Reports, Siyaya MOU. US AID Sector Firm Surveys: Port, SMME, Informal, Large Manufacturing, Tourism Hotel Development Prospectus: draft documents (industry analysis) Importance of the Manufacturing Sector to the City of Durban Umgababa Holiday Resort, Environmental Impact Report, Implementation Report Lamountville Multi-Media Centre, Umlazi Mega City Social Accounting Matrix. Durban Metro Assessment Tools :(SAM) Brief to Conduct Regional Economic Assessment Call Centre Presentation Durban RiverHorse Valley, Macro Economic Data Community Economic Development: A Policy Framework and Strategies for the DMC Understanding our Local and Regional Economy Durban Africa - Systems Review (Confidential) Durban GDP Calculations Importance of the Manufacturing Sector to the City of Durban: - D. Naidoo The Chemical Industry in the DMA Durban's ICC Extension - Impact Assessment Economic Intelligence Questionnaire: eThekwini Municipality EDD: 10 Year Achievements Fibre Optic Communications - Presentation Investment Incentives in the Durban Unicity: Outlining the Policy Parameters Ecological Integrity of a City: A Few Lessons from Durban DRAFT DRAFT DRAFT Gini-Coefficient & Lorenz Curve Analysis Economic Contribution to Mayor’s Mid-Term Report Durban's Development and Investment Profile Durban's Employment Sectors Utility Costs 1 July 2003 - 30 June 2004 Strategy and Business Plan for the Development of the eThekwini Medicinal Plant Industry.
7.5 Markets
This Office ensures the provision and management of market facilities and control of municipal markets. The main aim of this unit is to provide a superior level of service for the distribution of fresh produce within the eThekwini region in a cost-effective manner, thereby improving the quality of life for all its citizens.
The KPIs for this unit are: % increase in Market sales performance Number of producers accessing the Market Number of buyers purchasing on the market Satisfaction of market users
7.5.1 The Durban Fresh Produce Market
The Durban Fresh Produce Market is situated at 81 Flower Road, Clairwood and has the distinction of being the biggest distributor of fresh produce in Kwa-Zulu Natal and the fourth largest Market in South Africa.
The Durban Market has again emerged as one of the leaders in the fresh produce industry, confirming the importance and necessity of the Municipal Market as an effective distribution channel marketing mechanism to the producer and an accessible source of a wide variety of quality produce to the consumer.
In comparison with the turnover of the sixteen other fresh produce markets for the financial year ending 30 June 2004, the market share of the Durban Fresh Produce Market was 9.85 %. Durban’s turnover totalled R533.6 million, a growth of 1.55% compared to the previous year. A growth of 6.61 % was achieved in respect of mass, the highest increase of the top 4 markets in the country. This is largely achieved through the continued good relationship with roleplayers /stakeholders in the industry by management and market agents and the effective service offered by market personnel.
Facilities at the Durban Fresh Produce Market include temperature controlled sales halls, sufficient ripening rooms, cold room facilities, a modern computer system, ample parking and committed market personnel.
Regarding the air-conditioning in the sales halls, the Durban Fresh Produce Market is certainly the exception in the country and perhaps the whole of Africa. Durban is known for its high temperatures and humidity and the air-conditioning is definitely to the benefit of the market authority, producers, market agents and buyers. This feature maintains the freshness of the produce consigned to the Market.
With the continued increase in the population of eThekwini, it is imperative that the Market be prepared and ready to distribute fresh produce at affordable prices to the people of the region, in pursuance of our mission statement.
The management team at the Durban Fresh Produce Market is committed to making the Market the best distribution centre in the country. Their core strategies are to look continually for improvements and to maintain a clean and hygienic facility. DRAFT DRAFT DRAFT
Highlights 1. Upgrade to the Farmers Retail Market commenced in conjunction with the Department of Agriculture. 2. Distribution Facility project commenced – to be completed in the new financial year. 3. Cold Store Facilities constructed on the Sales Floor. 4. Change in Cold Store tariff from unit per week to pallet per day.
Statistical Information: Bulk Market
• Turnover R 533.6m • National Market Share 9.85 % • Tonnage (03/04) 272 931 • Number of buyers 4417 • Number of suppliers 2190
The summarised financial position of the Sustainable Development and City Enterprises Cluster is as follows:
Budget 2004 Actual 2004 Operating R’000’S R’000’S Income 106 505 106 899 Expenditure 267 290 249 301 Deficit 160 785 142 402
TOTAL CAPITAL OUTLAY 343 484 91 433 DRAFT DRAFT DRAFT Chapter 8: Treasury Cluster
The aim of this cluster is to provide an efficient and effective financial consultancy, fixed property and fleet management service to management in order to assist in enabling them to manage effectively the process of delivering services in a transparent, sustainable and cost effective manner thus improving the quality of life of all citizens.
The specific objectives of this cluster are:
to assist the City Manager in his role as Accounting Officer of the Municipality. to provide effective financial management and asset consulting services and to support Council management to enable them to manage effectively the process that delivers outputs that satisfy customers’ needs thereby contributing to improved quality of life.
The Treasury Cluster comprises the following Output Units:
8.1 City Fleet 8.2 Finance 8.3 Internal Control 8.4 Real Estate
8.1 City Fleet
The purpose of the unit is to provide a cost-effective fleet management service to Council departments in support of service delivery.
The key performance areas of the City Fleet unit are:
- Fleet Management. - Repair and maintenance of fleet. - Administration of various locomotion schemes. - Corporate buying of vehicles and machinery.
Achievements during the year under review included:
- Setting up a network of workshops throughout the Municipality. - Commencing with the BP fuelling system. - Providing technical advise to user departments - Reducing the average age of the fleet drastically. - Managing vehicles and plant centrally. - Developing an in-house training programme which will benefit our employees at lower levels with a view to them qualifying as artisans, in conjunction with labour.
Fleet Availability
70% in respect of vehicles being serviced in cars & trucks
Reduction in repairs and maintenance bills
Repairs and Maintenance R75.0 m Fuel R47 m
2% reduction in repairs and maintenance costs. 90% fleet utilisation 75% fleet availability DRAFT DRAFT DRAFT
Number of vehicles owned by the council 4800 as at end March 2004
Number of vehicles are rented or leased? 324
% vehicles serviced in-house 95%
% repairs are outside the control of this department 5%
8.2. Finance
The departments within the Finance Output Unit are reviewed hereunder.
8.2.1 Accounting
The Accounting Department (Corporate Accounting and Departmental Accounting) is primarily responsible for the provision of an effective accounting and financial management service to the Clusters and Council and ensuring compliance with relevant legislation and regulations governing both the budgets and financial statements.
Key achievements during the year under review:
- Timeous completion of the budgets for the 2004/05 financial year. - Implementation of the requirements of the Municipal Finance Management Act. - Implementation of budget reforms together with a programme for the implementation of GAMAP. - Completion of the Annual Financial Statements for 2003/04 well within deadlines set by National Treasury. - Unqualified Audit Reports from the Auditor General.
8.2.2 Investments
This department is responsible for providing the Municipality with an investment and borrowings capacity in order to invest surplus funds at a maximum return with minimum risk and to secure funding from lending institutions at favourable terms and conditions to finance the service delivery programme. The department also manages the Municipality’s property leaseback portfolio and administers a variety of Trust Funds in accordance with the Trust deeds.
A highlight for the year was the sale of the Municipality’s property leaseback portfolio in terms of the policy decisions.
8.2.3 Revenue
The Revenue Department is responsible for the billing, receipting, and customer care activities relating to a wide variety of municipal services and business levies.
The main billing system has been expanded during the cause of this year to absorb all billing systems inherited from the former operational entities. A commencement has been made on the development of one fully integrated Revenue System for the Municipality.
Initial projections indicate a potential under-spending of R 150.9m that is mainly attributable to:- a) Major Reinforcement Electricity projects have been postponed for next year. Delays were caused by environmental impact studies and the acquisition of servitudes and land negotiations. Provisions have been made in the 2004/2005 capital budget for projects to continue (R18,4m). DRAFT DRAFT DRAFT b) The under-expenditure in respect of Government Funds will be carried forward to the 2004/2005 year and will be spent on the refurbishment of flats in terms of the Housing sales campaign (R11.4m).
c) The COINS Project is on-going and is being funded from Business Service Levies. The underspending of R 23,8m is as a result of the phasing of the project over 2 years. The underspent portion will be rolled over into the ensuing financial year.
d) Savings of R 38.4m are being declared on various Roads projects due to various reasons such as delays in the tender process; land appropriations etc. These projects could not be rolled over as they could not be contractually committed timeously. e) Savings of R8.9m pertaining to certain rural projects as a result of negotiations continuing in respect of the location of the projects, land release etc. Requests for funding to continue with the projects in the ensuing year have been made. f) Underspending of R7.5m in respect of land fill projects due to delays in land acquisition. The funding has been rolled over into the ensuing year. g) Underspending of R 9.1m in respect of projects pertaining to community health resources centres due to delays in land acquisition. The funding in respect of these projects have been rolled over into the ensuing year. h) Underspending of R8.4m on the telecommunications project as a result of delays in the tendering process. The funding has been rolled over into the ensuing year. i) A net underspending of R25.2m pertaining to delays in the implementation of projects such as, community halls, libraries, swimming pool, stadium etc; owing to delays in the tendering process, land acquisition etc. Funding for these project has been rolled over in the ensuing year.
8.3 Internal control & business systems
The Internal Control and Business Systems Output Unit is a newly created unit within the Treasury cluster. Factors which led to the creation of this Output Unit are:
Internal Audit became a separate independent Output Unit outside the Treasury. Its focus is now risk-based auditing, with the responsibility of establishing internal control systems now falling onto the Treasury Cluster.
Performance Management within the local government sphere has become an important imperative both in terms of best practice and current legislation.
The objectives of the branches within this Output Unit are as follows:
- Reconciliation Section
- To perform Bank Reconciliations; Pay Administration and ensure that all income/assets and expenditure/liabilities are accounted for and there is no loss or defalcation of such items.
- Systems Control
- To maintain existing business systems by providing an efficient and effective support and facilitate/enhance business development in response to user requirements. DRAFT DRAFT DRAFT
- Asset & Management Control
- To monitor an asset management plan including asset marking, setting up appropriate and effective management controls, and designing and implementing an appropriate and effective performance management system for the Treasury cluster.
- Special Projects - Cost Savings
- To champion the drive to sensitise all Council Departments and Clusters to identify cost savings and/or revenue generating opportunities in all areas of operation.
- Research and Forecasting
- To provide a research facility to Treasury on fiscal matters and develop a financial forecasting capability.
Major highlights of the Output Unit to date:
- A significantly-improved Status of Long Outstanding Items on the Bank Reconciliations. The ‘clean’ status has drawn favourable comment from the external auditors.
- The provision of a satisfactory service to JDE Users and the movement of the Service Desk from the control of consultants to the internal IS Department.
- The creation and implementation (still in progress) of a comprehensive Asset Management Plan in collaboration with the biggest cluster viz. Procurement & Infrastructure.
- The compilation of individual Performance Plans for each Head; Deputy Head and Corporate Executive within the Treasury Cluster.
- The compilation of a Cluster Performance Plan with KPAs; benchmarks; baselines etc for Treasury.
- The compilation of a Risk Assessment analysis for the Treasury Cluster.
- The compilation of suitable benchmarks for 5 core and 5 non-core municipal services.
- The drafting of the significant financial submission for the Restructuring Grant Application.
- The submission of detailed user requirements for a forecast model, which is in development stage.
8.4 Real Estate
The Unit has as its purpose statement the provision of an effective fixed property management service to the Council and its residents in support of Council programs and their needs thus contributing to growth and sustainability of the eThekwini region.
In practice this translates into the following main functions:
- Release of council property that is either: -
i. in support of a specific initiative, or ii. surplus to Council requirements DRAFT DRAFT DRAFT
- The administration of Council owned or retained properties mainly through lease mechanisms - The preparation and maintenance of the valuation roll - The acquisition of property or property rights in support of capital projects and programmes - Special projects as these relate to the core responsibilities of the Department.
Included in achievements of the past year are:
- Securing an agreement with Video Vision Entertainment for the development of a film studio complex at the Natal Command site, adjacent to the Sun Coast Casino. - A single Valuation Roll for eThekwini Municipality, commencing with base work and data clean up in preparation of new rating legislation, establishing a single Appeal Board. - Continued commitment to transformation by adjusting policy with current result of 37 % of all transactions being with designated groups from a base of 10 % in previous year. - Conveyancers instructed for registration of all areas of Umlazi and all but one of Ntuzuma to facilitate freehold title within these former R293 areas.
UNIT OUTPUTS
An effective fixed property service to relevant stakeholders A Valuation Roll for the entire Municipal Area compliant with Property Rating Legislation Valuation Roll that currently excludes added areas Secured land rights to support Capital Projects Address the skewed ownership (including leases) patterns of fixed property A land release programme to address social, economic, recreational and educational needs
The following were achieved during this financial year:
- Former Township areas (11) registered to permit full ownership rights - With regard to Acquisitions, as at 31 July 2004 there was a total of 1765 active acquisition files on our books. - During the year 275 new matters to be acquired of which 172 were completed - Also, 912 matters were subject to expropriation while 405 transactions were in the process of being registered, i.e. completion was imminent. - Regarding Valuations, 254 valuation appeals attended - 3512 interim land valuations and 48 endowment valuations carried out. In addition, 31 market valuation assessments were handled internally and 67 were outsourced.
The summarised financial position of the Treasury Cluster is as follows:
Budget 2004 Actual 2004 Operating R’000 R’000 Income 3 253 150 3 203 410 Expenditure 429 566 493 259 Surplus 2 823 584 2 710 151
TOTAL CAPITAL OUTLAY 197 187 66 949