Service Delivery and Budget Implementation Plan

SUMMARY OF PLANS Plan Number Plan Name Plan Owner Total number of Number of Number of KPI's Achievement Annual KPI's due for KPI's Not Achieved Rate (%) Targets reporting in Q1 Achieved

Plan 1 Develop and Sustain our Spatial, Natural and Built Phillip Sithole 9 9 0 100,00 3 Environment Plan 2 Developing a Prosperous, Diverse Economy and Phillip Sithole 17 14 3 82,35 1 Employment Creation Plan 3A Creating a Quality Living Environment Philemon Mashoko 24 16 8 66,67 2 Plan 3B Creating a Quality Living Environment Beryl Mphakathi 21 5 16 23,81 7 Plan 3C Creating a Quality Living Environment Adrian Peters 0 0 0 0,00 2 Plan 4 Fostering a Socially Equitable Environment Dumisani Bhengu 11 10 1 90,91 4 Plan 5 Supporting Design, Human Capital Development Dumisile Nene 12 12 0 100,00 5 and Management Plan 6A A vibrant and creative city - the foundation for Dumisani Bhengu 6 4 2 66,67 0 sustainability and social cohesion Plan 6B Stadia Facilities Unit Dumisani Bhengu 2 2 0 100,00 0 Plan 7A Good Governance and Responsive Local Sipho Cele 10 5 5 50,00 0 Government Plan 7B Good Governance and Responsive Local Sipho Nzuza 5 3 2 60,00 1 Government Plan 8 Financially Accountable and Sustainable City Krish Kumar 7 3 4 42,86 6 Overal Achievement 124 83 41 66,94 31

SUMMARY OF PERFORMANCE FOR MUNICIPAL ENTITIES Plan Owner Total number of Number of Number of KPI's Achievement Annual PLANS KPI's due for KPI's Not Achieved Rate (%) Targets reporting in Q1 Achieved

Plan Name ICC Phillip Sithole 19 15 4 78,95 1 Ushaka Phillip Sithole 12 12 0 100,00 5

ANNUAL TARGETS ARE ONLY CONSIDERED AT YEAR END (Q4)

Service Delivery and Budget Implementation Plan

SUMMARY OF PLANS Plan Number Plan Name Plan Owner Total number of Number of Number of Achievement Annual Projects due for Projects Projects Not Rate (%) Targets reporting in Q1 Achieved Achieved Plan 1 Develop and Sustain our Spatial, Natural and Built Phillip Sithole 18 18 0 100,00 1 Environment Plan 2 Developing a Prosperous, Diverse Economy and Phillip Sithole 81 73 3 90,12 3 Employment Creation Plan 3A Creating a Quality Living Environment Philemon Mashoko 9 5 4 55,56 0 Plan 3B Creating a Quality Living Environment Beryl Mphakathi 21 7 14 33,33 2 Plan 3C Creating a Quality Living Environment Adrian Peters 0 0 0 17 Plan 4 Fostering a Socially Equitable Environment Dumisani Bhengu 39 34 5 87,18 3 Plan 5 Supporting Design, Human Capital Development Dumisile Nene 24 23 1 95,83 7 and Management Plan 6A A vibrant and creative city - the foundation for Dumisani Bhengu 15 13 2 86,67 0 sustainability and social cohesion Plan 6B Stadia Facilities Unit Dumisani Bhengu 7 6 1 85,71 0 Plan 7A Good Governance and Responsive Local Sipho Cele 36 31 5 86,11 16 Government Plan 7B Good Governance and Responsive Local Sipho Nzuza 49 46 3 93,88 8 Government Plan 8 Financially Accountable and Sustainable City Krish Kumar 34 20 14 58,82 11 Overal Achievement 333 276 52 82,88 68

SUMMARY OF PERFORMANCE FOR MUNICIPAL ENTITIES Plan Owner Total number of Number of Number of Achievement Annual PLANS Projects due for Projects Projects Not Rate (%) Targets reporting in Q1 Achieved Achieved

Plan Name ICC Phillip Sithole 18 15 3 83,33 1 Ushaka Phillip Sithole 12 12 0 100,00 5

ANNUAL TARGETS ARE ONLY CONSIDERED AT YEAR END (Q4) Municipal name: EThekwini Municipality SDBIP: 2018-19 Plan 1 - Develop and Sustain our Spatial, Natural and Built Environment Plan Owner - Phillip Sithole Secto National SFA National Performance Indicator Programme Project Sub-project Unit of Baseline Annual target for 2018/19 Quarter 1 Quarter 1 Indicator Reason For Measures Taken to improve Links r KPA Treasury (Output level only) measure Target as at 30 Actual as at 30 Variance Performance Ref No. September September 2018/2019 2018/2019

Cross Develop, manage 1.1 Spatial % 90% Review of the Spatial 0% 0% DIRECT LINK :Prgm 1.1 Develop and cutting and regulate the Transformation and Development Framework for the A Implement a sustainable and integrated Built and Natural Integration 19/20 Financial Year by 30 June spatial planning system;Prj 1.1.1. Environment 2019 in compliance with Spatial Development Framework SPLUMA review for 19/20

INDIRECT LINKS: Prgm 1.1 Develop and Implement a sustainable and integrated spatial planning system; PRJs: 1.1.2. Preparation of Local Area Plans; 1.1.3. Preparation of Functional Area Plans ; 1.1.4.Undertake Special Projects.

1.1. Develop 1.1.1. Spatial % N/A Review the Spatial Development 0% 0% Directly linked to 1.1 Spatial and Implement Development Framework Framework for the 19/20 A Transformation and Integration a sustainable review for 19/20 Financial Year by 30 June 2019 and integrated in compliance with SPLUMA spatial planning system

1.1.2. Preparation of 1.1.2.1. . Greater Inanda LAP, % N/A Draft LAP, FAP and scheme 25% 25% Indirectly linked to KPI 1.1 Spatial Local Area Plans FAP and Draft Scheme prepared by 30 June 2019 J Transformation and Integration

1.1.3. Preparation of 1.1.3.1. R603 (Adams) % N/A Settlement Plan & Draft Scheme 25% 35% Appointment took Indirectly linked to KPI 1.1 Spatial Functional Area Plans Settlement Plan & Draft prepared by 30 June 2019 J place quicker than Transformation and Integration Scheme anticipated due to SCM process. Consultant provided a report before the due date.

1.1.4. Undertake Special 1.1.4.1. Central & Scheme % N/A Central Scheme Report prepared 25% 25% Indirectly linked to KPI 1.1 Spatial Projects Review by 30 June 2019 J Transformation and Integration

1.1.5 Maintain the overall days N/A Average of 30 days taken to 30 days 30 days Indirectly linked to KPI 1.1 Spatial time taken to process PA provide town planning decision J Transformation and Integration building plan applications on (PA) building plan applications 1. 2. Production of the % 100% Produce the State of Biodiversity 40% 40% DIRECT LINK: Prgm1.2 Ensure the Annual State of report, submit to the Economic J long term sustainability of the natural Biodiversity (SOB) Development & Planning resource base; Prj 1.2.4. Regular state Report committee for noting and present of biodiversity reporting. at the Biodiversity forum by 30 June 2019 INDIRECT LINKS: Prgm1.2. Ensure the long term sustainability of the natural resource base; PRJs: 1.2.1. D'MOSS (Durban Metropolitan Open Space System) and Finescale Systematic Conversation Planning (SCP); 1.2.2. Large scale programmes for implementation of biodiversity and climate protection, and for green job creation; 1.2.3.Land Acquisition and ENV4.11 1.3. Percentage of % New KPI - Retain 37% of municipal land as N/A N/A Indirectrezoning linkto secure to 1.2.4.1 critical Produce an biodiversity priority area Baseline biodiversity priority area A annual State of Biodiversity report within the being metro(ENV4.11 ) determined

ENV4.21 1.4. Proportion of % New KPI - Minimum of 6.9% of Biodiversity N/A N/A Indirect link to 1.2.4.1 Produce an biodiversity priority Baseline priority areas are protected A annual State of Biodiversity report areas protected being (ENV4.21 ) determined

Basic 1.2. Ensure the 1.2.1. D'MOSS (Durban 1.2.1.1. Publish and maintain % N/A 1. Update the Municipality's 25% 25% Indirectly Linked: KPI 1. 2. Production Service long term Metropolitan Open Space D'MOSS and the finescale Systematic Conservation J of the Annual State of Biodiversity Delivery sustainability of System) and Finescale Systematic Conservation Plan. Assessment (SCA). 2. Publish or (SOB) Report the natural Systematic Conservation review, as necessary, the resource base Planning (SCP) Municipality's Biodversity Strategy. 3. Incorporate D'MOSS and the SCA into the hierarchy of municipal plans as required. 4. Determine the percentage of biodiversity priority area within the Metro

1.2.2. Large scale 1.2.2.1. Fire and Invasive % N/A Implement the Fire and Invasive 15% 15% Indirectly Linked: KPI 1. 2. Production programmes for Species Control Programme. Species Control Programme, J of the Annual State of Biodiversity implementation of which includes: 1.) Control of (SOB) Report biodiversity and climate invasive alien plant species; 2.) protection, and for green Fire control in priority grasslands; job creation 3.) Veld condition assessments on relevant sites 1.2.2.2. Community % N/A Implement the Community 25% 25% Indirectly Linked: KPI 1. 2. Production Reforestation Programmes Reforestation Programme, which J of the Annual State of Biodiversity includes: 1.) Tree planting and (SOB) Report maintenance at project sites such as Buffelsdraai Buffer Zone and iNanda Mountain; 2.) Support for research projects related to ecological restoration on project sites; 3.) Ongoing support for community-based economic and environmental projects.

1.2.2.3. Working for % N/A Implement the Working for 15% 15% Indirectly Linked: KPI 1. 2. Production Ecosystems Programme. Ecosystems Programme, which J of the Annual State of Biodiversity includes: 1.) Control of invasive (SOB) Report alien species; 2.) Small business development and mentoring; 3.) Provision of training, for IAP control, to municipal departments.

1.2.3. Land Acquisition 1.2.3.1. Acquire land identified % N/A Select properties for acquisition 25% 25% Indirectly Linked: KPI 1. 2. Production and rezoning to secure for possible acquisition using a prioritisation framework. J of the Annual State of Biodiversity critical environmental Obtain Council authority to (SOB) Report assets acquire. Begin negotiations with landowners. Support Real Estate Department in acquisition of land.

1.2.4. Regular state of 1.2.4.1. Produce an annual % N/A Produce the State of Biodiversity 40% 40% Direct Link: KPI 1. 2. Production of the biodiversity reporting State of Biodiversity report report, submit to the Economic J Annual State of Biodiversity (SOB) Development & Planning Report committee for noting and present at the Biodiversity forum by 30 June 2019

1.2.5. Influence city 1.2.5.1. Strategic % N/A 1) Continue implementation of 25% 25% Indirectly Linked: KPI 1. 2. Production planning to address Environmental Assessment the SEA; 2) Finalise the SEA 3) J of the Annual State of Biodiversity environmental (SEA) Integrate critical outputs from the (SOB) Report sustainability and SEA into the major review of the resilience Spatial Development Framework in 2019. 1.2.5.2. Durban's 100 Resilient % N/A 1) Finalise the implementation 25% 25 Indirectly Linked: KPI 1. 2. Production Cities Programme plan for Resilience Building J of the Annual State of Biodiversity Option 1 in Durban's Resilience (SOB) Report Strategy ; 2) Assist in facilitating implementation of Durban's Resilience Srategy with the relevant stakeholders to implement work plans for Resilience Building Option 1; 3) Explore funding opportunities for the implementationof the Resilience Strategy; 4) Continue implementation of pilot projects where relevant (e.g. Resilience Framework pilot project, Biodiversity Skills pilot project); 5) Consolidate learnings to date from pilot projects (e.g.Resilience Framework pilot project, Biodiversity Skills pilot project)

SNDB 1.5. 99% of all % 100% 99% of all building applications 99% 100% The SNDB city reform DIRECT LINK :Prgm 1.3 Manage and applications finalised meet statutory timeframes J interventions, regulate the built environment; Prj 1.3.1 within statutory improving efficiency Meet scorecard stipulated processing timeframe of 30 days of processing building time frames for applications for applications less plan applications. than 500m2 and 60 days for applications greater than or equal to 500m2

HS2.22 1.6. Average number of Number New KPI - Applications with a floor area of 30 30 days taken to process Baseline <500m2 processed within an J building plan being average of 20 days applications- <500m2 determined (HS2.22 )

HS2.22 1.7. Average number of Number New KPI - Applications with a floor area of 60 60 days taken to process Baseline >=500m2 processed within an J building plan being average of 45 days applications >=500m2 determined (HS2.22 )

1.8. Issue a refusal, % New KPI - 100% of requisitions for 100% 100% DIRECT LINK: Prgm 1.3 Manage and beneficial or certificate Baseline inspection responded to within 20 J regulate the built environment Prj 1.3.2. of occupancy within 20 being days of date that the inspection is Issue a refusal, beneficial or certificate days from date of determined required. of occupancy within 20 days from date requirement for of requirement for inspection inspection

1.9.A full Statement or % 100% A full Statement or spot 100% 100% DIRECT LINK :Prgm 1.3 Manage and spot Summons Summons submitted to Metro J regulate the built environment; Prj 1.3.3 submitted to Metro Police within 21 days for 100% of Provide an Enforcement and Police within 21 days cases Prosecution response to Citywide for 100% of all Programs (a) Clean My City prosecuted cases Campaign (b) UMZ 1.3. Manage 1.3.1. Meet stipulated % N/A 99% building permit applications 99% 100% The SNDB city reform Directly linked to KPI 1.5. 99% of all and regulate the processing time frames for submitted are approved/ refused J interventions, applications finalised within statutory built building permit in terms of National Building improving efficiency timeframe of 30 days for applications environment applications Regulations timeframes (30 days of processing building less than 500m2 and 60 days for for applications less than 500m2 plan applications. applications greater than or equal to and 60 days for applications 500m2 greater than 500m2)

1.3.2. Issue a refusal, % N/A 100% of requisitions for 100% 100% Directly linked to KPI 1.8. Issue a beneficial or certificate of inspection responded to within 20 J refusal, beneficial or certificate of occupancy within 20 days days of date that the inspection is occupancy within 20 days from date of from date of requirement required. requirement for inspection for inspection

1.3.3. Provide an % N/A A full statement or spot summons 100% 100% Directly linked to KPI 1.9.A full Enforcement and submitted to Metro Police within J Statement or spot Summons submitted Prosecution response to 21 days for 100% of all to Metro Police within 21 days for Citywide Programs prosecuted cases 100% of all prosecuted cases (a) Clean My City Campaign (b) UMZ

Climate 1.10 Implement DAC % New KPI - Implement DAC work programme 17% 17% DIRECT LINK: Prg 1.4. Develop and Response work programme with Baseline with local and international J implement a Municipal Climate Planning local and international being partners by the end of the Protection Programme,Prj 1.4.1. partners determined financial year Implementation of the Durban Adaptation Charter (DAC).,

1.11 Develop Sector % New KPI - Develop sector based 28% 28% DIRECT LINK: Prg 1.4. Develop and based implemantation Baseline implementation plans for the J implement a Municipal Climate plans for DCCS being DCCS Protection Programme, Prj 1.4.2. determined Facilitate the implementation of the Durban Climate Change Strategy(DCCS)

1.12 Completion of the % New KPI - Completion of the 2017 (calendar 25% 25% DIRECT LINK: Prg 1.4. Develop and 2017 (calendar year) Baseline year) GHG emissions for the J implement a Municipal Climate GHG emissions for the being eThekwini Municipality Protection Programme, Prj 1.4.3. eThekwini Municipality. determined Updating of the annual greenhouse gas emissions inventory

Climate 1.4. Develop 1.4.1. Implementation of % N/A Implement DAC work programme 17% 17% Directly linked to KPI: 1.10 Response and implement a the Durban Adaptation with local & international partners J Implement DAC work programme with Planning Municipal Charter (DAC). local and international partners Climate Response Programme 1.4.2. Facilitate the % N/A Develop sector based 28% 28% Directly linked to KPI:1.11 Develop implementation of the implementation plans for the J Sector based implemantation plans for Durban Climate Change DCCS DCCS Strategy(DCCS)

1.4.3. Updating of the % N/A Completion of the 2017 (calendar 25% 25% Directly linked to KPI: 1.12 annual greenhouse gas year) GHG emissions for the J Completion of the 2017 (calendar year) emissions inventory eThekwini Municipality GHG emissions for the eThekwini Municipality. Municipal name: EThekwini Municipality SDBIP: 2018-19 Plan 2 - Developing a Prosperous, Diverse Economy and Employment Creation Plan Owner - Phillip Sithole Sector National KPA SFA National Performance Programme Project Sub-project Unit of Baseline Annual target for Quarter 1 Target Quarter 1 Actual Indicator Reason For Variance Measures Taken to improve Comment Links Treasury Ref Indicator (Output measure 2018/19 as at 30 as at 30 Performance No. level only) September September 2018/2019 2018/2019

Local Economic Providing 2.1. Provide % 100% 100% Achievement of 22,22% 22,22% Direct link: Development Economic Economic SDBIP Targets during J 2.1.1. Provide economic intelligence (LED) Leadership and Intelligence and a 2018/19 2.1.2. Ease of Doing Business Intelligence Strategic 2.1.3. Industrial revitalisation Economic Framework as outlined in the SDBIP 2018/19

2.3 The number of Number 25743 Achievement of the 3400 4376 J Indirect link: jobs created projects outlined in the The reason is EPWP performance in 2.1.1. Provide economic intelligence through the SDBIP for 2018/19 Q1, both capital and other EPWP 2.1.2. Ease of Doing Business municipality's local projects showed increases in FTE’s economic created in the current financial year as development compared to the same period last initiatives including year. The number of FTE’s in 17/18 capital projects from EPWP capex amounted to 337.1 but 1904 in 18/19 financial year.

2.1. Provide 2.1.1. Provide 2.1.1.1. Produce four % N/A 4 Publications (100%) 25% 25% Directly linked to KPI 2.1. Provide Economic economic EDGE Publications J Economic Intelligence and a Strategic Intelligence and a intelligence Economic Framework as outlined in the Strategic SDBIP 2018/19 Economic Framework Indirectly linked to KPI 2.3 The number of jobs created through the municipality's local economic development initiatives including capital projects

2.1.1.2. Organize four % N/A 4 Seminars (100%) 25% 25% Directly linked to KPI 2.1. Provide EDGE Seminars/ events J Economic Intelligence and a Strategic Economic Framework as outlined in the SDBIP 2018/19

Indirectly linked to KPI 2.3 The number of jobs created through the municipality's local economic development initiatives including capital projects

2.1.1.3. State of the Number N/A Electronic Report 0 0 Directly linked to KPI 2.1. Provide Economy Report A Economic Intelligence and a Strategic Presentation Economic Framework as outlined in the SDBIP 2018/19

Indirectly linked to KPI 2.3 The number of jobs created through the municipality's local economic development initiatives including capital projects

2.1.2. Ease of 2.1.2.1. Study on the % N/A Draft Report 10% 10% Directly linked to KPI 2.1. Provide Doing Business ease of doing business J Economic Intelligence and a Strategic Economic Framework as outlined in the SDBIP 2018/19

Indirectly linked to KPI 2.3 The number of jobs created through the municipality's local economic development initiatives including capital projects

2.1.3. Industrial 2.1.3.1. Industrial % N/A Draft Report 40% 40% Directly linked to KPI 2.1. Provide revitalisation Revitalisation Study J Economic Intelligence and a Strategic Economic Framework as outlined in the SDBIP 2018/19 2.2 Facilitation of % New KPI - Close-out report 0 0 Direct link: PRJ 2.2.1 Facilitation of the innovation Baseline A Innovation Programme Programme being determined

2.2 Innovation 2.2.1. Facilitation of 2.2.1.1. Facilitation of % N/A Close-out report 0 0 Directly linked to KPI 2.2 Facilitation of the Programme Innovation Innovation Programme A innovation Programme Programme

2.4 Durban % New KPI - 100% Achievement of 25% 25% Direct Link : 2.3.1. Branding and Marketing Investment Baseline SDBIP Targets during J Development Promotion being 2018/19 2.4.1 Identify, explore and project package 2 strategy (DIPS) determined new opportunity in ICT or existing clusters. Implementation 2.5.1 Incentive Packaging through a set of projects as outlined in the SDBIP for 2018/19. Durban 2.3 Investment 2.3.1. Branding and % N/A Expanded list of Invest 25% 25% Direct Link : KPI 2.4 Durban Investment Investment Promotion and Marketing Durban marketing J Promotion strategy (DIPS) Implementation Promotion, and Marketing Development materials and channels. through a set of projects as outlined in the FDI facilitation / SDBIP for 2018/19. retention

2.4 Investment 2.4.1 Identify, % N/A Market and promote two 25% 25% Direct Link : KPI 2.4 Durban Investment Facilitation and explore and project FDI opportunities J Promotion strategy (DIPS) Implementation Servicing package 2 new internationally through a set of projects as outlined in the opportunities in ICT SDBIP for 2018/19. or existing clusters.

2.5 Policy 2.5.1 Incentive 2.5.1.1 2018/19 foreign % N/A 2018/2019 Electronic 25% 25% Direct Link : KPI 2.4 Durban Investment Support and Packaging direct investment Brochure of Foreign J Promotion strategy (DIPS) Implementation Advocacy strategies Direct Investment through a set of projects as outlined in the Incentives SDBIP for 2018/19.

2.5. Implement a % New KPI - Achievement of the 19,29% 19,29% Direct Link: PRG 2.6.Catalytic Projects set of key Baseline projects as outlined in the J Catalytic Projects being SDBIP for 2018/19 in the eThekwini determined Municipal region as outlined in the SDBIP for 2018/19.

Leverage, 2.6 Catalytic 2.6.1. Point 2.6.1.1 Point Waterfront % N/A 100% achievement of 10% 10% Directly linked to KPI 2.5. Implement a set Influence and Projects Waterfront Development Project - projects as outlined in the J of key Catalytic Projects in the eThekwini Facilitate Key Watermain Upgrades Project Plans Municipal region as outlined in the SDBIP for infrastructure 2018/19. Development and Maximise the Local Benefits 2.6.1.2 Point Waterfront % N/A 100% achievement of 40% 40% Directly linked to KPI 2.5. Implement a set Development Project - projects as outlined in the J of key Catalytic Projects in the eThekwini Promenade Extension Project Plans Municipal region as outlined in the SDBIP for 2018/19.

2.6.2 Centrum % N/A 100% achievement of 10% 10% Directly linked to KPI 2.5. Implement a set projects as outlined in the J of key Catalytic Projects in the eThekwini Project Plans Municipal region as outlined in the SDBIP for 2018/19.

2.6.3 Rivertown 2.6.3.1 Rivertown Public % N/A 100% achievement of 5% 5% Directly linked to KPI 2.5. Implement a set Realm Upgrade projects as outlined in the J of key Catalytic Projects in the eThekwini Project Plans Municipal region as outlined in the SDBIP for 2018/19. 2.6.4. Warwick 2.6.4.1.Decking of % N/A 100% achievement of 10% 10% Directly linked to KPI 2.5. Implement a set Junction Market Street and Rail projects as outlined in the J of key Catalytic Projects in the eThekwini Lines Project Plans Municipal region as outlined in the SDBIP for 2018/19.

2.6.5. Southern 2.6.5.1 Package King % N/A 100% achievement of 25% 25% Directly linked to KPI 2.5. Implement a set Densification Edward site for High projects as outlined in the J of key Catalytic Projects in the eThekwini Corridor (King Density Mixed-use Project Plans Municipal region as outlined in the SDBIP for Edward, Montclair, development 2018/19. Umlazi)

2.6.6. Land-use % N/A 100% achievement of 30% 30% Directly linked to KPI 2.5. Implement a set Strategy for C1 projects as outlined in the J of key Catalytic Projects in the eThekwini Corridor Project Plans Municipal region as outlined in the SDBIP for 2018/19.

2.6.7. Land-use % N/A 50% achievement of 30% 30% Directly linked to KPI 2.5. Implement a set Strategy for C9 projects as outlined in the J of key Catalytic Projects in the eThekwini Corridor Project Plans Municipal region as outlined in the SDBIP for 2018/19.

2.6.Implement a % 60.6% Achievement of the 25% 25% Direct Link : set of key projects as outlined in the J 2.7.1. Facilitate Revitalization of the Inner Strategic Projects SDBIP for 2018/19 City for Urban 2.7.2. Inner City Local Area Plan, Renewal in the Regeneration strategy and implementation eThekwini plan Municipal region as outlined in the SDBIP for 2018/19.

2.7 Urban 2.7.1. Facilitate 2.7.1.1. Beachfront % N/A 100% Implementation of 25% 25% Directly linked to KPI 2.6.Implement a set renewal Revitalization of the upgrade projects J of key Strategic Projects for Urban Renewal Inner City in the eThekwini Municipal region as outlined in the SDBIP for 2018/19

2.7.2. Inner City 2.7.2.1. Implementation % N/A Draft Inner-City 25% 25% Directly linked to KPI 2.6.Implement a set Local Area Plan, of Inner City Regeneration Strategy J of key Strategic Projects for Urban Renewal Regeneration Regeneration in the eThekwini Municipal region as outlined strategy and interventions, in in the SDBIP for 2018/19 implementation plan accordance with project plans.

2.7. Trade and % 100% Achievement of the 23,62% 23,62% Direct Link: PRG 2.8 Stimulate Key Sectors Sector projects as outlined in the J that Promote Economic Growth and Create Development SDBIP for 2018/19 Jobs Through Providing Support for through sectors Prioritizes Sectors that promote economic growth and create jobs through providing support for prioritized sectors in the eThekwini Municipal region

Enterprise and 2.8 Stimulate 2.8.1. Automotive 2.8.1.1. Automotive % N/A Facilitate the 25% 25% Direct Link : KPI 2.7 Trade and Sector Sector Key Sectors that Sector Development Sector Development Implementation of J Development through sectors that promote Development Promote Support Programmes Automotive Sector economic growth and create jobs through Economic Development providing support for prioritized sectors in the Growth and Programmes eThekwini Municipal region Create Jobs Through Providing Support for Prioritized Sectors 2.8.2. Chemical 2.8.2.1. Durban % N/A Facilitate the 25% 25% Direct Link : KPI 2.7 Trade and Sector Sector Development Chemical Sector Implementation of the J Development through sectors that promote Support Development Chemicals Sector economic growth and create jobs through Programmes Development providing support for prioritized sectors in the Programmes eThekwini Municipal region

2.8.3. Maritime 2.8.3.1. eThekwini % N/A Facilitate the 25% 25% Direct Link : KPI 2.7 Trade and Sector Sector Development Maritime Sector Implementation of the J Development through sectors that promote Support Development Maritime Sector economic growth and create jobs through Programmes Development providing support for prioritized sectors in the Programmes eThekwini Municipal region

2.8.4. Furniture 2.8.4.1. Furniture Sector % N/A Facilitate the 25% 25% Direct Link : KPI 2.7 Trade and Sector Sector Development Development implementation of the J Development through sectors that promote Support Programmes Furniture Cluster and economic growth and create jobs through Sector Development providing support for prioritized sectors in the Programmes eThekwini Municipal region

2.8.4.2 Furniture % N/A Monitor and Evaluate 25% 25% Direct Link : KPI 2.7 Trade and Sector Incubator Incubation Programme J Development through sectors that promote economic growth and create jobs through providing support for prioritized sectors in the eThekwini Municipal region

2.8.5 Leather and 2.8.5.1 Leather and % N/A Facilitate the 25% 25% Direct Link : KPI 2.7 Trade and Sector Footwear Footwear Development establishment of the J Development through sectors that promote Development Programme Leather and Footwear economic growth and create jobs through Support Cluster and Development providing support for prioritized sectors in the Programmes eThekwini Municipal region

2.8.6. Clothing and 2.8.6.1. Clothing and % N/A Facilitate the 25% 25% Direct Link : KPI 2.7 Trade and Sector Textile Sector Textile Sector Implementation of the J Development through sectors that promote Development Development Clothing and Textile economic growth and create jobs through Support Programmes Sector Development providing support for prioritized sectors in the Programmes eThekwini Municipal region

2.8.7. Agri 2.8.7.1. Edamame Soya % N/A Facilitate the 25% 25% Direct Link : KPI 2.7 Trade and Sector Processing Sector Bean Programmes Implementation of the J Development through sectors that promote Development Edamane Soya Bean economic growth and create jobs through Support Initiative Development providing support for prioritized sectors in the Programmes as per the eThekwini Municipal region project plan for 2018/19

2.8.8 Agri-business 2.8.8.1 Crop Production % N/A Implement tunnel farms 10% 10% Direct Link : KPI 2.7 Trade and Sector Tunnel Farms (Rural and J Development through sectors that promote Township) economic growth and create jobs through providing support for prioritized sectors in the eThekwini Municipal region

2.8.8.2 Farmer % N/A Planning and design of 5% 5% Direct Link : KPI 2.7 Trade and Sector Production Support Units the Farmer support unit J Development through sectors that promote facilities economic growth and create jobs through providing support for prioritized sectors in the eThekwini Municipal region

2.8.8.3 Fencing Agri % N/A Design and implement 10% 10% Direct Link : KPI 2.7 Trade and Sector production Farms (Rural Fencing programme J Development through sectors that promote and Township) economic growth and create jobs through providing support for prioritized sectors in the eThekwini Municipal region

2.8.8.4 Irrigation Agri % N/A Design and implement 10% 10% Direct Link : KPI 2.7 Trade and Sector production Farms (Rural Irrigation programme J Development through sectors that promote and Township) economic growth and create jobs through providing support for prioritized sectors in the eThekwini Municipal region 2.8.8.5 Agri Industrial % N/A Planning and design 25% 25% Direct Link : KPI 2.7 Trade and Sector and Value add seedling nursery J Development through sectors that promote Production economic growth and create jobs through providing support for prioritized sectors in the eThekwini Municipal region

2.8.9. Business 2.8.9.1. Business % N/A Facilitate the 25% 25% Direct Link : KPI 2.7 Trade and Sector Process Outsourcing Process Outsourcing implementation of the J Development through sectors that promote Initiative Initiative BPO Development economic growth and create jobs through programmes providing support for prioritized sectors in the eThekwini Municipal region

2.8.10. ICT Sector 2.8.10.1. SmartXchange % N/A Facilitate the 25% 25% Direct Link : KPI 2.7 Trade and Sector Initiatives ICT Incubator Implementation of the J Development through sectors that promote ICT Business Incubation economic growth and create jobs through Programmes as per the providing support for prioritized sectors in the project plan for 2018/19 eThekwini Municipal region

2.8.10.2. ICT & E % N/A Facilitating ICT & E 25% 25% Direct Link : KPI 2.7 Trade and Sector Initiatives Programmes J Development through sectors that promote economic growth and create jobs through providing support for prioritized sectors in the eThekwini Municipal region

2.8.11. Durban 2.8.11.1. Durban % N/A Facilitate the 25% 25% Direct Link : KPI 2.7 Trade and Sector Leisure, Leisure, Entertainment Development of the J Development through sectors that promote Entertainment and and Tourism Sector Durban Leisure, economic growth and create jobs through Tourism Sector Development Entertainment and providing support for prioritized sectors in the Development Programmes Tourism Sector eThekwini Municipal region Development Programmes

2.8.11.2 Precinct % N/A Facilitate the 25% 25% Direct Link : KPI 2.7 Trade and Sector management implementation of J Development through sectors that promote Precinct Management economic growth and create jobs through Support Programmes as providing support for prioritized sectors in the per the project plan for eThekwini Municipal region 2018/19

2.8.12. Green 2.8.12.1. Durban Green % N/A Facilitate the 25% 25% Direct Link : KPI 2.7 Trade and Sector Economy Sector Corridor Implementation of the J Development through sectors that promote Development Durban Green Corridor economic growth and create jobs through Support Eco-Tourism providing support for prioritized sectors in the Programmes as per the eThekwini Municipal region project plan for 2018/19

2.8.12.2. Waste % N/A Facilitate the 25% 25% Direct Link : KPI 2.7 Trade and Sector Materials Recovery Implementation of the J Development through sectors that promote Industry Development Waste Materials economic growth and create jobs through Programmes Recovery Industry providing support for prioritized sectors in the Development eThekwini Municipal region Programmes as per the project plan for 2018/19

2.8.13. Sector 2.8.13.1 Sector % N/A Facilitate the roll out of a 20% 20% Direct Link : KPI 2.7 Trade and Sector Advisory Programmes information industrial census for the J Development through sectors that promote Programme management eThekwini region economic growth and create jobs through providing support for prioritized sectors in the eThekwini Municipal region

2.8. Facilitating % 100% 100% Achievement of 44,25% 44,75% Direct Link: PRG 2.9 Facilitating Industry Industry Skills and SDBIP Targets during J Skills and Economic Inclusion Economic 2018/19 inclusion as outlined through the projects in the SDBIP for 2018/19. 2.9 Facilitating 2.9.1. 2.9.1.1. Develop a % N/A 100% 40% 50% Over-achieved. Productivity Training Directly linked to KPI 2.8. Facilitating Industry Skills Implementation of programme to ensure J is due in the 2nd Quarter, however, Industry Skills and Economic inclusion as and Economic Empowerment the integration of women two training were done in Q1 in outlined through the projects in the SDBIP for Inclusion initiatives into the economy September 2018. Secondly, as part of 2017/18 (Women Empowerment the Durban Business Fair 20 year Programme) celebration, women empowerment activities took place during the Fairs. This maximised the offering i.e. reaching a wider audience in terms of beneficiaries, maximising the resources and showcasing the work of this programme through a platform like the Fair

2.9.1.2. Access to % N/A 100% 40% 40% Directly linked to KPI 2.8. Facilitating information J Industry Skills and Economic inclusion as Empowerment outlined through the projects in the SDBIP for Workshops 2017/18

2.9.1.3. BEE Workshops % N/A 100 % implementation of 20% 20% Directly linked to KPI 2.8. Facilitating the project plan for BEE J Industry Skills and Economic inclusion as workshops. outlined through the projects in the SDBIP for 2017/18

2.9.1.4. Support to % N/A 100% 30% 30% Enterprise Development - skills Directly linked to KPI 2.8. Facilitating enterprise J development training for UESC was Industry Skills and Economic inclusion as done in partnership with Ithala. Thus, outlined through the projects in the SDBIP for there was no need to appoint a service. 2017/18 The training workshop took place in July 2018.

2.9.2. Fashion 2.9.2.1. Durban Fashion % N/A Implementation of 60% 60% Directly linked to KPI 2.8. Facilitating Development Fair Programmes J Industry Skills and Economic inclusion as Program outlined through the projects in the SDBIP for 2017/18

2.9.3. Creative Arts 2.9.3.1. Arts and Craft % N/A 100% 60% 60% Directly linked to KPI 2.8. Facilitating Development Sector Development J Industry Skills and Economic inclusion as Program outlined through the projects in the SDBIP for 2017/18

2.9.4. Construction 2.9.4.1. Construction % N/A Implementation of 45% 45% Directly linked to KPI 2.8. Facilitating Development Development Program Development J Industry Skills and Economic inclusion as Program Programmes outlined through the projects in the SDBIP for 2017/18

2.9.5. Tourism 2.9.5.1. Tourism % N/A 100% 20% 20% Directly linked to KPI 2.8. Facilitating Development Enterprise Development J Industry Skills and Economic inclusion as Program outlined through the projects in the SDBIP for 2017/18

2.9.5.2. Rural and eco- % N/A 100% 25% 25% Directly linked to KPI 2.8. Facilitating tourism product J Industry Skills and Economic inclusion as development outlined through the projects in the SDBIP for (Hazelmere Dam; Valley 2017/18 of 1000 Hills; Umgababa)

2.9.5.3. Developing % N/A 100% 25% 25% Directly linked to KPI 2.8. Facilitating cultural and heritage J Industry Skills and Economic inclusion as tourism (e.g. Inanda outlined through the projects in the SDBIP for Heritage Route) 2017/18 2.9.5. Tourism Development Program

2.9.5.4. Promoting % N/A 100% 25% 25% Directly linked to KPI 2.8. Facilitating SMMEs through tourism J Industry Skills and Economic inclusion as outlined through the projects in the SDBIP for 2017/18

2.9. Managing the % 85% Achievement of projects 22,50% 16,50% I planned to have three kitchen abattoirs Direct Link: PRJ 2.10 Provide support to the Informal Economy as outlined in the SDBIP L at three different retail markets. When informal economy by providing an for 2018/19 consulting with the department of enabling platform agriculture who have a mandate on for the local abattoirs it was found that they have informal sector by done away with kitchen abattoirs which implementing a were part of informal business. I set of operational conducted a investigative tour with the and management department of agriculture and health initiatives as department on the new abattoir outlined in the projects. I discovered that what has SDBIP for been now legislated as abattoirs fall 2018/19 outside the scope of informal business. They now allow for formal business chicken abattoirs. Therefore the three projects have fallen on the formal trading instead of informal trading category. I therefore could not implement them anymore. Only one project is ongoing this financial year which is the revamp of the market.

2.10 Managing 2.10.1. Provide 2.10.1.1. Provide % N/A 100% 30% 30% Three projects could not be Architectural Services have a Directly linked to KPI 2.9. Managing the the Informal support to the infrastructure support J implemented as they fall out of the new way of providing services to Informal Economy by providing an enabling Economy informal economy and development to informal trading category as stated us as a department. They said on platform for the local informal sector by informal trade above. One project underachieved the first year they package the implementing a set of operational and due to the new packaging format project i.e. work it to a specific management initiatives as outlined in the through Architectural Services. stage that does not tie up with SDBIP for 2018/19 what has been set out in the project plan. We are unable to change this new system since it has been deviced and approved by Architectural Services Senior Management . Therefore I am unable to take measures to improve the state of my current plan.

2.10.1.2 Provide % N/A 100% 15% 3% Three projects could not be Architectural Services have a I planned to have three kitchen abattoirs Directly linked to KPI 2.9. Managing the Infrastructure Support L implemented as they fall out of the new way of providing services to at three different retail markets. When Informal Economy by providing an enabling and Development to informal trading category as stated us as a department. They said on consulting with the department of platform for the local informal sector by Retail Markets above. One project underachieved the first year they package the agriculture who have a mandate on implementing a set of operational and due to the new packaging format project i.e. work it to a specific abattoirs it was found that they have management initiatives as outlined in the through Architectural Services. stage that does not tie up with done away with kitchen abattoirs which SDBIP for 2018/19 what has been set out in the were part of informal business. I project plan. We are unable to conducted a investigative tour with the change this new system since it department of agriculture and health has been deviced and approved department on the new abattoir by Architectural Services Senior projects. I discovered that what has Management . Therefore I am been now legislated as abattoirs fall unable to take measures to outside the scope of informal business. improve the state of my current They now allow for formal business plan. chicken abattoirs. Therefore the three projects have fallen on the formal trading instead of informal trading category. I therefore could not implement them anymore. Only one project is ongoing this financial year which is the revamp of the market.

2.10. Managing Number New unit of Total number of trading 76% 76% Direct Link: PRJ 2.11.1 Provision of Trading the Bulk Fresh measure - no days achieved J Platform and enhancement of facility. Produce Market baseline by providing an enabling platform for businesses in the Fresh Produce sector as outlined in the SDBIP for 2018/19 2.11 Managing 2.11.1 Provision of 2.11.1.1. Provide a Number N/A Total number of trading 76% 76% Directly linked to KPI 2.10. Managing the the Bulk Fresh Trading Platform trading platform for the days achieved J Bulk Fresh Produce Market by providing an Produce Market and enhancement of Fresh Produce Market enabling platform for businesses in the Fresh facility. Produce sector as outlined in the SDBIP for 2018/19

2.11. The number Number 6842 9920 work opportunities 2200 2265 There has been an increase in the Direct Link: PRJ 2.12.1 Expanded Public of work created J number of participating departments. Works Programme opportunities (i.e. 230 person days - FTES) created through the municipal capital and operating budget per line dept. this year.

GG6.12 GG 6.12 Number Number New KPI - 19786 3400 3917 Please note that the incorrect target Indirect Link: PRJ 2.12.1 Expanded Public of work Baseline J was assigned to the new circular 88 Works Programme opportunities being KPI I should've added the EPWP created through determined and CWP ones, the latter of which we EPWP, CWP and didn't know until recently. other related These will be amended during the next infrastructure mid term amendment opportunity. programmes

2.12 Socio 2.12.1. Expanded 2.12.1.1. The number of Number N/A 9920 work opportunities 2200 2265 There has been an increase in the Directly linked to KPI 2.11. The number of Economic Public Works work opportunities (i.e. created J number of participating departments. work opportunities (i.e. 230 person days - Development Programme 230 person days- FTES) FTES) created through the municipal capital through the created through the and operating budget per line dept. this year. Creation of municipal capital and Sustainable Jobs operating budget per line within various dept. this year. Sectors

2.12. Enterprise % New KPI - Achievement of the 30% 29,58% Direct Linked to: PRG 2.13 Enterprise and Development Baseline projects as outlined in the L Sector Development being SDBIP for 2018/19 determined

2.13 Enterprise 2.13.1. Facilitate 2.13.1.1. Enterprise % N/A 100% 25% 25% Directly linked to KPI 2.12. Enterprise Development strategic Development and J Development partnerships Business Linkages (including public- private partnerships) to support Enterprise Development

2.13.1.2. Strategic % N/A 100% 25% 25% Directly linked to KPI 2.12. Enterprise Partnerships J Development

2.13.2. Provision of 2.13.2.1. Durban % N/A 100% 50% 45% Although the festival agreement was Maintain the same programme 45% achieved instead of 50% but the Directly linked to KPI 2.12. Enterprise Support Services to Business Fair and L not concluded as initially planned, activities and focusing on naturing benefits of the programme are greater Development Small Enterprises Regional Business Fairs plans continued for the Main Fair with the Durban brand (which is 20 than 45% and Cooperatives all verticals or planned activities. years) Correspondence between parties and joint statement attached. However, the programme happened as initially planning but focusing on the Durban Business Fair and achieving the same results initially intended. In addition, an editors' meeting was arranged in August to update the media and mostly to seek partnership from them in the promotion of the Durban Business Fair .

2.13.2.2. Rural and % N/A 100% 15% 15% Directly linked to KPI 2.12. Enterprise Township Retail J Development Development (Retail centres and spaza shops) 2.13.2. Provision of Support Services to Small Enterprises and Cooperatives

2.13.2.3. Access to % N/A 100% 20% 20% Directly linked to KPI 2.12. Enterprise finance J Development

2.13.2.4. Sister Cities % N/A 100% 70% 70% Directly linked to KPI 2.12. Enterprise Programme J Development

2.13.2.5. Ink % N/A 100% 35% 35% Directly linked to KPI 2.12. Enterprise Construction Incubation J Development Program

2.13.2.6. Cooperative % N/A 100% 20% 20% Directly linked to KPI 2.12. Enterprise Development J Development Programme

2.13 Percentage % New KPI - 90% of applicants 90% 96% The licensing process is The application process is dependent Direct Linked to: PRG 2.14 Review of applicants Baseline notified of the outcome of J interdependent on other internal on other internal departments such as Business License regulatory framework and notified of being the Business Licence departments such as Town Planning, Environmental Health, Fire, Planning processes Business Licence determined Application within 30 Environmental Health, Fire and Metro and Development application working days of receipt of Police. There has been an improved outcome within 30 the application co-operation from other departments days of receipt of after SLA's were signed and service application. schedule agreed upon.

2.14 Review 2.14.1 Notify the % N/A 90% of applicants 90% 96% The licensing process is The application process is dependent Directly linked to KPI 2.13 Percentage of Business applicant of the notified of the outcome of J interdependent on other internal on other internal departments such as applicants notified of Business Licence License outcome of the the Business Licence departments such as Town Planning, Environmental Health, Fire, Planning application outcome within 30 days of receipt regulatory business license Application within 30 Environmental Health, Fire and Metro and Development of application. framework and application within 30 working days of receipt of Police. There has been an improved processes working days of the application co-operation from other departments receipt of the after SLA's were signed and service application schedule agreed upon.

2.14 Support, % 100% Achievement of targets 25% 25% Direct link: PRG 2.15 Special Purpose market and as outlined in the SDBIP J Vehicle Support, Market and Promote Local promote the local for 2018/19 Film and Digital Media Industry film industry via the projects as outlined in the SDBIP for 2018/19 2.15 Special 2.15.1. Marketing & 2.15.1.1. Develop a % N/A Implementation of Annual 20% 20% Directly linked to KPI 2.14 Support, market Purpose Vehicle Communications marketing strategy and Projects as outlined in J and promote the local film industry via the to Support, communications plan the Project Plans projects as outlined in the SDBIP for 2018/19 Market and Promote Local Film and Digital Media Industry

2.15.2. Market 2.15.2.1. Market Access % N/A Implementation of Annual 25% 25% Directly linked to KPI 2.14 Support, market Access and and Audience Projects as outlined in J and promote the local film industry via the Audience Development the Project Plans projects as outlined in the SDBIP for 2018/19 Development

2.15.3. Development 2.15.3.1. % N/A Implementation of Annual 30% 30% Directly linked to KPI 2.14 Support, market Programmes Develop a Grant Projects as outlined in J and promote the local film industry via the Programme, Micro the Project Plans projects as outlined in the SDBIP for 2018/19 Budget Programme and Policy Planning

2.15.4. Film 2.15.4.1. Develop a % N/A Implementation of Annual 25% 25% Directly linked to KPI 2.14 Support, market Services Location strategy and Projects as outlined in J and promote the local film industry via the Policy Planning the Project Plans projects as outlined in the SDBIP for 2018/19

2.15 Support the % 92.63% Achievement of projects 21,88% 21,88% Direct Link: PRG 2.16 Tourism Marketing Tourism Sector as outlined in the SDBIP J through the for 2018/19 creation of global awareness, partnership- building and an increase of spending and visitor numbers in the eThekwini Municipal region, as outlined in the SDBIP for 2018/19

Developing a 2.16 Tourism 2.16.1. Expansion of 2.16.1.1. Brand and % N/A Reports detailing the 25% 25% Directly linked to KPI 2.15 Support the Competitive Marketing the Tourism Sector destination positioning impact of the specific J Tourism Sector through the creation of global Tourism Sector through Events and events awareness, partnership-building and an MICE sponsored by the increase of spending and visitor numbers in City the eThekwini Municipal region, as outlined in the SDBIP for 2018/19

2.16.1.2. Manage 100 % N/A Site Inspection Reports 25% 25% Directly linked to KPI 2.15 Support the site inspections for J Tourism Sector through the creation of global verification of product awareness, partnership-building and an quality as a tourist increase of spending and visitor numbers in offering the eThekwini Municipal region, as outlined in the SDBIP for 2018/19

2.16.1.3. Conduct 4 % N/A Four Socio-economic 25% 25% Directly linked to KPI 2.15 Support the socio economic impact impact assessment J Tourism Sector through the creation of global assessments reports awareness, partnership-building and an increase of spending and visitor numbers in the eThekwini Municipal region, as outlined in the SDBIP for 2018/19

2.16.1.4. Enhance the % N/A Report detailing number 25% 25% Directly linked to KPI 2.15 Support the perception of Durban as of visits/hits, etc. on the J Tourism Sector through the creation of global a tourism destination Durban website and awareness, partnership-building and an online/web presence number of information increase of spending and visitor numbers in globally queries. the eThekwini Municipal region, as outlined in the SDBIP for 2018/19

2.16.1.5. Radio, TV and % N/A Report listing the nature 25% 25% Directly linked to KPI 2.15 Support the print communications and number of J Tourism Sector through the creation of global nationally & globally communications through awareness, partnership-building and an (SABC Radio, TV, Print the various media increase of spending and visitor numbers in media and CNBC) resources. the eThekwini Municipal region, as outlined in the SDBIP for 2018/19 2.16.1. Expansion of the Tourism Sector

2.16.1.6. Strategically % N/A Report Outlining the 25% 25% Directly linked to KPI 2.15 Support the position the city of nature and number of J Tourism Sector through the creation of global Durban as a must visit marketing initiatives in awareness, partnership-building and an tourism destination in UK, Europe and increase of spending and visitor numbers in UK, Europe and America Americas Market the eThekwini Municipal region, as outlined in the SDBIP for 2018/19

2.16.1.7. Strategically % N/A Report Outlining the 25% 25% Directly linked to KPI 2.15 Support the position the city of nature and number of J Tourism Sector through the creation of global Durban as a "must-visit marketing initiatives in awareness, partnership-building and an tourism destination" in Asia, Australasia and increase of spending and visitor numbers in Asia, Australasia and Middle East Market the eThekwini Municipal region, as outlined in Middle East the SDBIP for 2018/19

2.16.1.8. Strategically % N/A Report Outlining the 25% 25% Directly linked to KPI 2.15 Support the position the city of nature and number of J Tourism Sector through the creation of global Durban as a "must-visit marketing initiatives in awareness, partnership-building and an tourism destination" in Africa Market (e.g. South increase of spending and visitor numbers in Africa (e.g. South Africa, Africa, and SADC) the eThekwini Municipal region, as outlined in and SADC) the SDBIP for 2018/19

2.16.2 Provision of 2.16.2.1. Brochure % N/A Distribution Reports 25% 25% Directly linked to KPI 2.15 Support the information and Distribution J Tourism Sector through the creation of global tourism services awareness, partnership-building and an increase of spending and visitor numbers in the eThekwini Municipal region, as outlined in the SDBIP for 2018/19

2.16.2.2. Conference % N/A Reports detailing the 25% 25% Directly linked to KPI 2.15 Support the Support support rendered to J Tourism Sector through the creation of global Conferences awareness, partnership-building and an increase of spending and visitor numbers in the eThekwini Municipal region, as outlined in the SDBIP for 2018/19

2.16.2.3. Cruise Industry % N/A Report detailing the 0 0 Directly linked to KPI 2.15 Support the support nature of support to the A Tourism Sector through the creation of global Cruise Industry awareness, partnership-building and an increase of spending and visitor numbers in the eThekwini Municipal region, as outlined in the SDBIP for 2018/19

2.16.2.4. Domestic % N/A Reports outlining details 25% 25% Directly linked to KPI 2.15 Support the Trade and Consumer of Trade and Consumer J Tourism Sector through the creation of global travel shows Travel Shows Attended awareness, partnership-building and an increase of spending and visitor numbers in the eThekwini Municipal region, as outlined in the SDBIP for 2018/19 Municipal name: EThekwini Municipality Creating a Quality Living Environment SDBIP: 2018-19 Q1 Report Plan 3 - Creating a Quality Living Environment Plan Owner - Philemon Mashoko / Beryl Mphakathi/ Adrian Peters Sector National KPA SFA National Treasury Ref Performance Indicator Programme Project Sub-project Unit of Baseline Annual target for Quarter 1 Quarter 1 Indicator Reason For Variance Measures Taken to improve Performance Comments Links No. (Output level only) measure 2018/19 Target as at Actual as at 30 30 September September Basic service delivery Meet infrastructure and HS1.11 3.1. The number of Number 5003 3140 Houses 9422018/2019 6732018/2019 L Violent social protests and socio-political Continous engaement with local leadership and meetings Direct Link household service needs subsidized HOUSES completed issues as well as poor performance of with contractor and letters of warning issued to 3.1.1.1.The number of and backlogs completed (HS1.11) contractors. contractors. subsidized HOUSES constructed/ built 3.2 The number of Number 1860 2857households 857 184 L The anticipated awards for various Engage with procurement committees to make decisions Direct Link households benefitting benefitting from infrastructure tenders was not forthcoming. on bid reports. 3.1.2.1.The number of from serviced sites serviced sites households benefitting from handed over for handed over for serviced sites handed over for 3.3.subsidised Hectares housing of land units Number 254.34 150subsidised Hectares housing of 45 15,99 L Agreements at Legal for approval/vetting Engage with our legal department to vet the agreements Directsubsidised Link housing units acquired for subsidized land acquired for thereafter City Manager to sign agreements. quicker so that agreements can be signed on time. 3.1.3.1. Hectares of land Housing subsidized This could take up to 3 weeks. acquired for subsidized Housing Housing 3.4. The number of new Number 6012 4988 new fully 1 496 1041 L Allocations target for each and every We request MTA to done after Q2. This will align Direct Link fully subsidized housing subsidized housing financial year is usually alligned with Project allocations and Projects work and this will also reveal our 3.1.4.1. Number of new fully units allocated. units allocated. section, however Allocations targets for work done. subsidized housing units 2018/2019 were never reviewed hence we allocated 3.1. New Integrated 3.1.1. Upgrading informal 3.1.1.1.The number of Number N/A 3 140 942 673 L Violentare still socialsitting protestswith the andsame socio-political as last financial Continous engaement with local leadership and meetings Directly linked to KPI 3.1. The housing development settlements, relocations subsidized HOUSES issues as well as poor performance of with contractor and letters of warning issued to number of subsidized and greenfield projects. constructed/ built. contractors. contractors. HOUSES completed.

3.1.2. Provision of 3.1.2.1.The number of Number N/A 2 857 857 184 L The anticipated awards for various Engage with procurement committees to make decisions Directly linked to KPI 3.2. The Services for informal households benefitting infrastructure tenders was not forthcoming. on bid reports. number of households settlement upgrading & from serviced sites benefitting from serviced sites relocations handed over for handed over for subsidised subsidised housing units housing units

3.1.3. Access to Land for 3.1.3.1. Hectares of land Hectares N/A 150 45 15,99 L Agreements at Legal for approval/vetting Engage with our legal department to vet the agreements Directly linked to KPI 3.3. Housing acquired for subsidised thereafter City Manager to sign agreements. quicker so that agreements can be signed on time. Hectares of land acquired for Housing This could take up to 3 weeks. subsidized Housing

3.1.4. Occupation of new 3.1.4.1. Number of new Number N/A 4 988 1 496 1041 L Allocations target for each and every We request MTA to done after Q2. This will align Directly linked to KPI 3.4. fully subsidised houses fully subsidized housing financial year is usually alligned with Project allocations and Projects work and this will also reveal our Number of new fully subsidized units allocated section, however Allocations targets for work done. housing units allocated 2018/2019 were never reviewed hence we are still sitting with the same as last financial year of 4988.

3.5 CRU's - upgrading, Number 35 90 family units 27 0 L Reason copied from sub-project 3.2.1.1 Measures copied from sub-project 3.2.1.1 Report for Direct Link refurbishment, and upgraded/ Delays on variation order approval to variation order approval to be submitted to BAC in 3.2.1.1.CRU's - upgrading, construction of new refurbished/ complete the work; Reason copied from October 2018; Measures copied from sub-project refurbishment, and family units (at existing constructed sub-project 3.2.1.2 Work still in progress. It 3.2.1.2 Permission to be granted to issue practical construction of new family hostels). should be noted that in the CRU's we certificates for the completed floors. units (at existing hostels). building double/striple story units, it is 3.2.1.2 Construction of new therefore impossible to consider ground floor family units (at existing hostels) units completed while we still busy working on second or thirst floors.

3.6. Sale of rental and Number 153 4500 housing units 1 350 835 L 1. Outstanding high loan balances on 1. A progressive Sales Compagne is in place to Direct Link Breaking New Ground sold suspensive sales units 2. Outstanding encourage purchasers to pay off balances and take 3.2.2.1. Sale of rental and (BNG) housing Regularisation of illegals. 3 Expired Project transfer 2. Verification of Beneficiaries in occupation of BNG housing contracts 4. Outstanding Sectionalisation of the houses in progress . 3. Extension of contracts is flat units. 5. Projects not on DOHS Business being priorotized and Agreements are with Legal Unit for plan. 6.Tenants not interested to take scrutiny in order for signature by the City Manager. 4. ownership of rental units. 7. Target too high Province in the process of appointing Service providers and was not aligned to Projects Department to attend to sectionalisation of flats which previously target. belong to Province. 5. Alignment of EThekwini Business plan with DOHS Business is being attended to. 6. A decision to be taken to keep these units for renting or not. 7. Sales target to be reduced and aligned to Projects target during MTA period.

3.7 .Upgrade and Number 749 160 housing units 48 19 L The scope of work and subsidy quantum has As a result of the revised cost for refurbishments being Direct Link refurbishment of pre- upgraded and changed as per the directive from the approved, refurbishment work is planned to resume end 1994 housing units refurbished. Provincial Department of Human Settlement: of October 2018. During the month of October: Structural 3.2.2.2. Upgrade and - Subsidy quantum constraints (R73 000.00 Engineers will undertake structural assessments of refurbishment of pre-1994 was approved for demolish and rebuild vs. houses to be refurbished, complete allocation of work housing units an average of R140 000.00 approved and meetings with Stakeholders (Councillors, previously). Revised specification requires Contractors, etc.) prior to commencement will be that any unit in excess of 40m2 is required to conducted. be replaced with a 40m2. Therefore, no demolish and rebuild work can be undertaken at this stage as it is impractical to build at the approved subsidy and communities are refusing a demolition of a bigger house and replacing it with a 40m2 house. A revised cost to refurbish a house (+/-R 90 000) was submitted to Province for approval in June 2018, negotiations took place and was approved on 5 September 2018. Due to the above no work was undertaken in the month of Sept 2018. 3.2. Rental Housing 3.2.1. CRU/Hostel 3.2.1.1.CRU's - Number N/A 60 family units 18 0 L Delays on variation order approval to Report for variation order approval to be submitted to Directly Linked to KPI 3.5 Strategy management upgrading, refurbishment, upgraded/ complete the work. BAC in October 2018. CRU's - upgrading, of new family units (at refurbished. refurbishment, and existing hostels). construction of new family units (at existing hostels). 3.2.1.2. Construction of Number N/A 30 new family units 9 0 L Work still in progress. It should be noted that Permission to be granted to issue practical certificates for Directly Linked to KPI 3.5 new family units (at constructed. in the CRU's we building double/triple story the completed floors. CRU's - upgrading, existing hostels). units, it is therefore impossible to consider refurbishment, and ground floor units completed while we still construction of new family busy working on second or third floors. units (at existing hostels).

3.2.2. Rental stock 3.2.2.1. Sale of rental Number N/A 4 500 1350 835 L 1. Outstanding high loan balances on 1. A progressive Sales Compagne is in place to Directly linked to KPI 3.6. rationalisation strategy and Breaking New suspensive sales units 2. Outstanding encourage purchasers to pay off balances and take Sale of rental and Breaking Ground (BNG) housing Regularisation of illegals. 3 Expired Project transfer 2. Verification of Beneficiaries in occupation of New Ground (BNG) housing contracts 4. Outstanding Sectionalisation of the houses in progress . 3. Extension of contracts is flat units. 5. Projects not on DOHS Business being priorotized and Agreements are with Legal Unit for plan. 6.Tenants not interested to take scrutiny in order for signature by the City Manager. 4. ownership of rental units. 7. Target too high Province in the process of appointing Service providers and was not aligned to Projects Department to attend to sectionalisation of flats which previously target. belong to Province. 5. Alignment of EThekwini Business plan with DOHS Business is being attended to. 6. A decision to be taken to keep these units for renting or not. 7. Sales target to be reduced and aligned to Projects target during MTA period.

3.2.2.2. Upgrade and Number N/A 160 housing units 48 19 L The scope of work and subsidy quantum has As a result of the revised cost for refurbishments being Directly linked to KPI 3.7. refurbishment of pre- changed as per the directive from the approved, refurbishment work is planned to resume end .Upgrade and refurbishment of 1994 housing units Provincial Department of Human Settlement: of October 2018. During the month of October: Structural pre-1994 housing units - Subsidy quantum constraints (R73 000.00 Engineers will undertake structural assessments of was approved for demolish and rebuild vs. houses to be refurbished, complete allocation of work an average of R140 000.00 approved and meetings with Stakeholders (Councillors, previously). Revised specification requires Contractors, etc.) prior to commencement will be that any unit in excess of 40m2 is required to conducted. be replaced with a 40m2. Therefore, no demolish and rebuild work can be undertaken at this stage as it is impractical to build at the approved subsidy and communities are refusing a demolition of a bigger house and replacing it with a 40m2 house. A revised cost to refurbish a house (+/-R 90 000) was submitted to Province for approval in June 2018, negotiations took place and was approved on 5 September 2018. Due to the above no work was undertaken in the month of Sept 2018.

3.8 Number of Title Number New KPI - 2000 Title Deeds 600 200 L 1. Outstanding high loan balances on 1. A progressive Sales Campagne is in place to Direct Link Deeds submitted to the Baseline submitted to the suspensive sales units. 2. Outsatnding encourage purchasers to pay off balances and take 3.3.1.1 Number of Title Deeds Deeds Registrar for being Deeds Registrar Infrastructure item 28(1) Services Certicates transfer 2 .Title deed steering committee established, submitted to the Deeds registration for determined for registration for due to services not taken over by Line comprising of Engineering Department, Province, Public Registrar for registration for subsidized housing subsidized housing Departments.3 Outstanding Power of Sector Housing and Human Settlements to fast track subsidized housing Attorney from Province. 4. Delays in handing over of services and signing off services. 3. obtaining Levies Clearance Certicates from Province is attending and prioriting issuing of Power of the Managing Agents. 5. Land not in the Attorney. 4. Agreement has been made with Managaing name of eThekwini Municipality Agents to be paid a standard fee to expedite the process. e.g.Mpumalamga township. 6.Outstanding 5. Funding has been received from Province to opening of township registers and approval expropriate privately owned land - 5 properties has been of General Plans due to encroachments. acquired and transfer to Council is in progress. 6. Province have appointed town planners who are attending to the amenedmentt of General Plans.

3.9 Number of Title Number 462 1500 Title Deeds 450 195 L Poor response from owners when invited to A rollout programme has been put in place to hand over Direct link Deeds issued to owners issued to owners come and collect title deeds. title deeds. 3.3.1.2 Number of Title Deeds for subsidized housing for subsidized issued to owners for housing subsidized housing

3.3 Title Deeds 3.3.1 Issuing of Title 3.3.1.1. Number of title Number N/A 2000 600 200 L 1. Outstanding high loan balances on 1. A progressive Sales Campagne is in place to Directly linked to KPI 3.8 strategy Deeds deeds submitted to the suspensive sales units. 2. Outsatnding encourage purchasers to pay off balances and take Number of Title Deeds deeds registrar for Infrastructure item 28(1) Services Certicates transfer 2 .Title deed steering committee established, submitted to the Deeds registration for subsidized due to services not taken over by Line comprising of Engineering Department, Province, Public Registrar for registration for housing Departments.3 Outstanding Power of Sector Housing and Human Settlements to fast track subsidized housing Attorney from Province. 4. Delays in handing over of services and signing off services. 3. obtaining Levies Clearance Certicates from Province is attending and prioriting issuing of Power of the Managing Agents. 5. Land not in the Attorney. 4. Agreement has been made with Managaing name of eThekwini Municipality Agents to be paid a standard fee to expedite the process. e.g.Mpumalamga township. 6.Outstanding 5. Funding has been received from Province to opening of township registers and approval expropriate privately owned land - 5 properties has been of General Plans due to encroachments. acquired and transfer to Council is in progress. 6. Province have appointed town planners who are attending to the amenedmentt of General Plans.

3.3.1.2. Number of Title Number N/A 1500 450 195 L Poor response from owners when invited to A rollout programme has been put in place to hand over Directly linked to KPI 3.9 Deeds issued to owners come and collect title deeds. title deeds. Number of Title Deeds issued for subsidised housing to owners for subsidized housing 3.10 The number of Number New KPI - 2330 households 145 69 L We experienced a work stoppage on one of Community issues are something we cannot control, we Direct link households benefitting Baseline benefitting from our contracts, we also had to redesign a will improve community liaison through the Community 3.4.1 The number of from Incremental being Incremental portion of works on one contract due to Liaison Officer (CLO) and Councillor, and review designs households benefitting from Services to Informal determined Services to access issues which then delayed the work to understand how the construction activity will be Incremental Services to Settlements – Roads Informal by 3 weeks. undertaken paying attention to how the work will be Informal Settlements – Roads and Footpaths access Settlements – accessed. and Footpaths access with with Stormwater Roads and Stormwater controls. controls. Footpaths access HS1.21 3.11 HS1.21 Average Number New KPI - Average of 42 42 0 This is an annual target, Indirect Link: 3.1.1.1.The number of days taken to Baseline days taken to A corrections will be made at number of subsidized register the title deed being register a title deed MTAs. HOUSES constructed/ built. (subsidised stands and determined units)

HS1.31 3.12 HS1.31 Number of Number New KPI - 561 informal 552 0 This is an annual target, Indirect Link: 3.1.1.1.The informal settlements Baseline settlements A corrections will be made at number of subsidized enumerated and being enumerated and MTAs. HOUSES constructed/ built. classified (in terms of determined classified NUSP or equivalent classification)

HS1.32 3.13 HS1.32 Percentage New KPI - 1% of informal 1% 0% This is an annual target, Indirect Link: 3.1.1.1.The Percentage of informal Baseline settlements using a A corrections will be made at number of subsidized settlements using a being participatory MTAs. HOUSES constructed/ built. participatory approach to determined approach to planning or planning or implementing upgrading implementing upgrading

HS2.21 3.14 HS2.21 Number of Number New KPI - 730 rateable 219 0 This is an annual target, Indirect Link: 3.1.1.1.The rateable residential Baseline residential A corrections will be made at number of subsidized properties in the subsidy being properties in the MTAs. HOUSES constructed/ built. housing market entering determined subsidy housing the municipal valuation market entering the roll municipal valuation 3.4. Provision of 3.4.1. The number of Number N/A 2330 145 69 L We experienced a work stoppage on one of Community issues are something we cannot control, we Directly linked to KPI 3.10- Incremental Services households benefitting our contracts, we also had to redesign a will improve community liaison through the Community The number of households to Informal from Incremental Services portion of works on one contract due to Liaison Officer (CLO) and Councillor, and review designs benefitting from Incremental Settlements - Roads, to Informal Settlements – access issues which then delayed the work to understand how the construction activity will be Services to Informal Footpaths, Roads and Footpaths by 3 weeks. undertaken paying attention to how the work will be Settlements – Roads and Stormwater control. access with Stormwater accessed. Footpaths access with controls. Stormwater controls.

3.15. Built Environment Percentage 100% Built Environment 0% 0% A Direct Link Performance Plan Performance Plan 3.5.1.1. Built Environment produced in accordance for the next Performance Plan produced in with National Treasury financial year accordance with National guidelines and produced and Treasury guidelines and timeframes submitted to timeframes National Treasury

3.5. Address 3.5.1. Address Service 3.5.1.1. Built Percentage N/A Built Environment 0% 0% A Directly linked to KPI 3.15. Infrastructure Backlogs: Strategy Office Environment Performance Plan Built Environment Performance backlogs: Strategy Performance Plan for the next Plan produced in accordance office produced in accordance financial year with National Treasury with National Treasury produced and guidelines and timeframes guidelines and submitted to timeframes National Treasury

WS2.11 3.16 Number of new Number New KPI - 10000 consumer 1 000 2537 A slow start was expected in the financial Direct Link water connections Baseline units provided with J year but roll out was faster than expected. 3.6.1.1. The number of meeting minimum being access to AT consumer units provided with (WS2.11) determined LEAST a FREE access to a FREE basic level basic level of of potable WATER either by potable WATER means of a yard supply households (ground tank or metered flow limiter connected to a yard tap) or, for informal WS1.11 3.17 Number of new Number New KPI - 10000 consumer 2 500 2504 A slow start was expected in the financial Direct Link sewer connections Baseline units provided with J year but roll out was faster than expected. 3.6.1.2. The number of meeting minimum being access to AT consumer units provided with standards (WS1.11) determined LEAST a FREE access to a FREE basic level basic level of of SANITATION by means of a SANITATION UD toilet, an existing VIP or, for informal settlements, by means of a toilet/ablution block within 200m. 3.18. The % of non- Percentage 35,52% 39 % non-revenue 38,00% 0% L NRW % cannot be calculated for the quarter Direct Link revenue water loss. water loss due to the current high Sales figures that is 3.6.2.1. The % of non-revenue being extracted from RMS which is in excess water loss. of the Purchases figures and hence cannot be published as credible.

3.19 The percentage of Percentage 94,98% 95.31% of 99,10% 99,62% A slow start was expected in the financial Indirect Link households with access households with J year but roll out was faster than expected. 3.6.1.1. The number of to AT LEAST a basic access to AT consumer units provided with level of Water LEAST a basic access to a FREE basic level level of Water of potable WATER either by means of a yard supply households (ground tank or metered flow limiter connected to a yard tap) or, for informal WS3.11 3.20 WS3.11 Percentage New KPI - Currently being 50% 64% A slow start was expected in the financial Percentage of Baseline determined J year but roll out was faster than expected. Complaints/Callouts being responded to within 24 determined hours (sanitation/wastewater)

WS3.21 3.21 WS3.21 Percentage New KPI - Currently being 70% 89% A slow start was expected in the financial Percentage of Baseline determined J year but roll out was faster than expected. Complaints/Callouts being responded to within 24 determined hours (water)

WS5.31 3.22 WS5.31 Water Percentage New KPI - Currently being 0% 0% A Indirect Link: connections metered as Baseline determined 3.6.1.1. The number of a percentage of total being consumer units provided with connections determined access to AT LEAST a FREE basic level of potable WATER either by means of an individual h.h. yard supply (ground tank or metered flow limiter connected to a yard tap) 3.23. The percentage of Percentage 85,03 85.96% of 87,14% 88,56% A slow start was anticipated at the beginning Indirect Link households with access households with J of the financial year and service delivery was 3.6.1.2. The number of to AT LEAST a basic access to AT higher than anticipated consumer units provided with level of Sanitation LEAST a basic access to AT LEAST a FREE level of Sanitation basic level of SANITATION by means of a UD toilet, an existing VIP or, for informal settlements, by means of a toilet/ablution block within 3. 24. The percentage of Percentage 91,81 93.29% of 96,15% 97,05% A slow start was anticipated at the beginning Indirect Link estimated indigent estimated indigent J of the financial year and service delivery was 3.6.1.1. The number of households with access households with higher than anticipated consumer units provided with to a free basic services: access to a free access to a FREE basic level Water basic services: of potable WATER either by Water means of a yard supply households (ground tank or metered flow limiter connected to a yard tap) or, for informal 3. 25. The percentage of Percentage 67,31 68.81% of 71,54% 72,97% A slow start was anticipated at the beginning Indirect Link estimated indigent estimated indigent J of the financial year and service delivery was 3.6.1.2. The number of households provided households higher than anticipated consumer units provided with with free basic services: provided with free access to a FREE basic level Sanitation basic services: of SANITATION by means of a Sanitation UD toilet, an existing VIP or, for informal settlements, by means of a toilet/ablution block within 200m.

3.6. Address 3.6.1. Address Service 3.6.1.1. The number of Number N/A 10000 consumer 1 000 2537 A slow start was expected in the financial Directly linked to KPI 3.16 Infrastructure Backlogs: Water consumer units provided units provided with J year but roll out was faster than expected. Number of new water backlogs: Water with access to AT LEAST access to AT connections meeting minimum a FREE basic level of LEAST a FREE (WS2.11) potable WATER either by basic level of means of an individual potable WATER Indirectly linked to KPI h.h. yard supply (ground 3.19 The percentage of tank or metered flow households with access to AT limiter connected to a LEAST a basic level of Water yard tap) or, for informal 3. 24. The percentage of settlements, by a estimated indigent households standpipe within 200m. with access to a free basic services: Water

3.6.1.2. The number of Number N/A 10000 consumer 2 500 2504 A slow start was expected in the financial Directly linked to KPI 3.17 consumer units provided units provided with J year but roll out was faster than expected. Number of new sewer with access to AT LEAST access to AT connections meeting minimum a FREE basic level of LEAST a FREE standards (WS1.11) SANITATION by means basic level of of a UD toilet, an existing SANITATION Indirectly linked to KPI VIP or, for informal 3.23. The percentage of settlements, by means of households with access to AT a toilet/ablution block LEAST a basic level of within 200m. Sanitation 3. 25 The percentage of estimated indigent households provided with free basic services: Sanitation

3.6.2. Demand 3.6.2.1. The % of non- Percentage N/A 39% non-revenue 38,00% 0% L NRW % cannot be calculated for the quarter Directly linked to KPI 3.18. management revenue water loss. water loss due to the current high Sales figures that is The % of non-revenue water being extracted from RMS which is in excess loss. of the Purchases figures and hence cannot be published as credible. 3.26. The number of Number 12484 20 000 5 000 1744 L Delays in awarding of contract. Connections Contract award is in final stages. Once awarded rate of Direct Link connections energised connections achieved thus far have been completed with delivery will increase. 3.7.1.1. The number of and captured on Ellipse, energised and limited internal resources. connections energised and for provision of prepaid captured on captured on Ellipse, for electricity to residential Ellipse, for provision of prepaid electricity dwellings provision of to residential dwellings prepaid electricity

3.27. The number of Number 863 800 connections 200 356 J Demand dependent. Direct Link connections energised energised and 3.7.1.2. The number of and captured on Ellipse, captured on connections energised and for provision of Ellipse, for captured on Ellipse, for conventional electricity provision of provision of conventional to residential dwellings conventional electricity to residential electricity dwellings

3.28. The Cumulative Number 1148490 1234768 consumer 308 692 323435 J FBE Awareness was increased as well as Direct Link number of consumer units collecting indigent electrification projects. 3.7.1.3. The cumulative units collecting FREE FREE BASIC number of consumer units BASIC ELECTRICITY ELECTRICITY collecting FREE BASIC ELECTRICITY. 3. 29. The percentage of Percentage 75,1 79.5% households 77,20% 76,53% L Delays in awarding of contract. Connections Contract award is in final stages. Once awarded rate of Delays in awarding of contract. Indirect Link households with access with access to a achieved thus far have been completed with delivery will increase. Connections achieved thus far 3.7.1.3 The cumulative number to a basic level of basic level of limited internal resources. have been completed with of consumer units collecting electricity electricity by June limited internal resources. FREE BASIC ELECTRICITY. 2019.

3.30. The percentage of Percentage 16.23 17.45% of 17.45% 18,29% J Increased FBE awareness as well as more Indirect Link estimated indigent estimated indigent indigent households electrified 3.7.1.1. The number of households collecting households connections energised and free basic services: collecting free captured on Ellipse, for Electricity basic services: provision of prepaid electricity Electricity to consumer units. 3.7.1.3. The cumulative number of consumer units 3.31. Electricity losses Percentage 7.64% 8.5% electricity lost <=8.5% 11,2% L The values received from the reporting Investigate the values received from the RMS reporting Direct Link: Project 3.7.2. (technical and non- as a percentage of system are currently being investigated as system to interogate the validity of the reported values. Electricity losses (technical and technical) as a % of electricity such a large jump in the loss figure is highly non-technical) as a % of electricity purchases. purchased improbable. electricity purchases.

Indirect Link 3.7.1.1. The number of connections energised and EE1.11 3.32 Number of Number New KPI - 742731 dwellings 727 731 0 L No reporting done this quarter. Indirectcaptured Link: on Ellipse, for dwellings provided with Baseline provided with 3.7.1.1. The number of connections to the mains being connections to the connections energised and electricity supply by the determined mains electricity captured on Ellipse, for municipality (EE1.11 ) supply by the provision of prepaid electricity municipality to residential dwellings

3.7.1.2 The number of EE3.11 3.33 Percentage of Percentage New KPI - 90% of unplanned 70% 100% J The Unit attempts to respond to all outages connections energised and unplanned outages that Baseline outages are in terms of the National Regulatory are restored to supply being restored to supply Standards. The achievement is due to within industry standard determined within industry efficiency of our processes and staff; and timeframes (Electricity) standard the Unit’s commitment to restoring power (EE3.11) timeframes during unplanned outages as soon as possible.

EE3.21 3.34 Percentage of Percentage New KPI - 20% planned 20% 0% L No reporting done this quarter. Planned Maintenance Baseline maintenance Performed (Electricity) being performed (EE3.21 ) determined

EE4.12 3.35 Installed capacity of Megawatts New KPI - 8 MW installed 8,00 8 J embedded generators (MW) Baseline capacity of on the municipal being embedded distribution network determined generators (EE4.12)

SNDB 3.36 Percentage of Percentage New KPI - 60% of customer 52,50% 0% L No reporting done this quarter. customer quoutations Baseline quoutations produced according to being produced standard determined according to standard 3.37 Percentage of Percentage New KPI - 50% of electricity 42,50% 0% L No reporting done this quarter. electricity connections Baseline connections energised according to being energised standard determined according to standard

3.7. Address 3.7.1. Address Service 3.7.1.1. The number of Number N/A 20 000 5 000 1744 L Delays in awarding of contract. Connections Contract award is in final stages. Once awarded rate of Directly linked to KPI 3.26. Infrastructure Backlogs: Electricity connections energised connections achieved thus far have been completed with delivery will increase. The number of connections backlogs: Electricity and captured on Ellipse, energised and limited internal resources. energised and captured on for provision of prepaid captured on Ellipse, for provision of prepaid electricity to residential Ellipse, for electricity to residential dwellings provision of dwellings prepaid electricity Indirectly linked to KPI 3.30. The percentage of estimated indigent households collecting free basic services: Electricity 3.7.1.2 The number of Number N/A 800 connections 200 356 J Demand dependent. Directly linked to KPI 3.27. connections energised energised and The number of connections and captured on Ellipse, captured on energised and captured on for provision of Ellipse, for Ellipse, for provision of conventional electricity provision of conventional electricity to to residential dwellings conventional residential dwellings electricity

3.7.1.3. Cumulative Number N/A 1234768 consumer 308 692 323435 J FBE Awareness was increased as well as Directly linked to KPI 3.28. number of consumer units collecting indigent electrification projects. The Cumulative number of units collecting FREE FREE BASIC consumer units collecting BASIC ELECTRICITY ELECTRICITY FREE BASIC ELECTRICITY Indirectly linked to KPI 3. 29. The percentage of households with access to a basic level of electricity

3.30. The percentage of estimated indigent households 3.7.2. Electricity losses Percentage N/A 8.5% electricity lost <=8.5% 11,2% L The values received from the reporting Investigate the values received from the RMS reporting Directcollecting Link: free KPI basic services: (technical and non- as a percentage of system are currently being investigated as system to interogate the validity of the reported values. 3.31. Electricity losses technical) as a % of electricity such a large jump in the loss figure is highly (technical and non-technical) electricity purchases. purchased improbable. as a % of electricity purchases.

3. 38. The percentage of Percentage 100 100% of 100% 109% J The baseline is in line with 2011 Consumer Direct Link households with access households with Unit Model figures. 3.8.1.1 The percentage of to a basic level of Solid access to a basic households with access to a Waste Removal. level of Solid basic level of Solid Waste Waste Removal. Removal.

3. 39. 100% of Percentage 100 100% of estimated 100% 101% J The baseline is in line with 2011 Consumer Indirect Link estimated indigent indigent Unit model figures. 3.8.1.1. The percentage of households with access households with households with access to a to a refuse removal access to a refuse basic level of Solid Waste service once a week removal service Removal. once a week

3.40. WASTE Percentage 6,8 8% solid waste 7% 7,67% J Overachieved due to the increase in volume Indirect Link RECYCLED as a % of recycled as a recycled from the Drop off centres. 3.8.1.2. The % of municipal total waste disposed at percentage of total landfills in compliance with the municipal land fill sites. waste disposed Environmental Conservation Act.

ENV3.11 3.41 Percentage of Percentage New KPI - 100% of known 0% 0% A Indirect Link known informal Baseline informal 3.8.1.1. The percentage of settlements receiving being settlements households with access to a integrated waste determined receiving basic level of Solid Waste handling services (ENV integrated waste Removal. 3.11) handling services

3.8. Address 3.8.1. Address Service 3.8.1.1 The % of Percentage N/A 100% 100% 109% J The baseline is in line with 2011 Consumer Directly linked to KPI 3. 38. Infrastructure Backlogs: Cleansing & households with access Unit Model figures. The percentage of households backlogs: Cleansing Solid Waste to a basic level of Solid with access to a basic level of & Solid Waste Waste Removal once a Solid Waste Removal. week Indirectly linked to KPI 3.39. 100% of estimated indigent households with access to a 3.8.1.2. The % of Percentage N/A 100% 90% 0% L No reporting done this quarter. Indirectlyrefuse removal linked service to KPI once 3.40. a municipal landfills in WASTE RECYCLED as a % of compliance with the total waste disposed at Environmental municipal land fill sites. Conservation Act. 3.42. The number of Number 822 440 properties 80 201 J Over-achievement due to previous years Direct Link properties below the below the storm damages 3.9.1.1. The number of eThekwini defined level eThekwini defined properties below the eThekwini of service provided with level of service defined level of service STORMWATER provided with provided with STORM WATER solutions. STORMWATER solutions . solutions. 3.43. The number of km KM 27,82 39kms of new 2 7.09 J Overachievement due to completion of carry Direct Link of SIDEWALK sidewalk over projects from 2017/18 FY 3.9.1.2. The number of km of constructed. constructed SIDEWALK constructed.

3.44. The km of KM 14,61 12 kms of 1 1.78 J Over-achievement due to completion of Direct Link unsurfaced ROAD unsurfaced road carry over projects from 2017/18 FY 3.9.1.3. The km of unsurfaced converted to surfaced. converted to ROAD converted to surfaced surfaced

TR6.11 3.45 TR6.11 Percentage Percentage New KPI - 100% of 25% 0% L No reporting done this quarter. of unsurfaced road Baseline unsurfaced road graded being graded determined

TR6.12 3.46 TR6.12 Percentage Percentage New KPI - All planned roads 0% 0% A Indirect Link of surfaced municipal Baseline resurfaced and 3.9.1.4 The km of surfaced road lanes which has being resealed municipal road lanes which has been resurfaced and determined been resurfaced and resealed. resealed

3.9. Address 3.9.1. Address Service 3.9.1.1. The number of Number N/A 440 80 201 J Over-achievement due to previous years Directly linked to KPI 3.42. Infrastructure Backlogs: Engineering properties below the storm damages The number of properties backlogs: eThekwini defined level below the eThekwini defined Engineering of service provided with level of service provided with STORM WATER STORMWATER solutions. solutions .

3.9.1.2. The number of KM N/A 39 2 7.09 J Overachievement due to completion of carry Directly linked to KPI 3.43. km of SIDEWALK over projects from 2017/18 FY The number of km of constructed. SIDEWALK constructed. 3.9.1.3. The km of KM N/A 12 1 1.78 J Over-achievement due to completion of Directly linked to KPI 3.44. unsurfaced ROAD carry over projects from 2017/18 FY The km of unsurfaced ROAD converted to surfaced converted to surfaced.

3.9.1.4. The km of KM N/A 160 8 85,9 J Overachievement due that there were many Indrectly linked to KPI surfaced municipal road carry-over projects from 17-18 that TR6.12 Percentage of lanes which has been completed in Q1 of 18-19 financial year. surfaced municipal road lanes resurfaced and resealed. which has been resurfaced and resealed

3.47 The number of Number 0 2 PUBLIC 0 0 A Direct Link PUBLIC TRANSPORT TRANSPORT 3.10.1.1. The number of RANKS constructed. RANKS PUBLIC TRANSPORT RANKS constructed. constructed.

TR1.12 3.48 TR1.12 Number of Number New KPI - Currently being 0 0 A Indirect Link: operational public Baseline determined 3.10.1.1. The number of transport access points being PUBLIC TRANSPORT RANKS added determined constructed 3.10. Address 3.10.1. Address Service 3.10.1.1. The number of Number N/A 2 0 0 A Directly linked to KPI 3.47. Infrastructure Backlogs: Ethekwini PUBLIC TRANSPORT The number of PUBLIC backlogs: Ethekwini Transport Authority RANKS constructed TRANSPORT RANKS Transport Authority constructed.

3.49. Draft the 18/19 New KPI - Completed 18/19 0% 0% A Direct Link strategic Infrastructure Baseline SIAMP 3.11.1.15. Integrated Asset Management Plan being Infrastructure Asset to inform the subsequent determined Management Plan for the City MTREF 3.11. Infrastructure 3.11.1. Establish an Asset 3.11.1.1. Infrastructure Percentage N/A 100% 0% 0% A Indirectly linked to KPI 3.49. Asset Management Management Plan Asset Management Plan Draft the 18/19 strategic Water & Sanitation Infrastructure Asset Management Plan to inform the subsequent MTREF 3.11.1.2. Infrastructure Percentage N/A 100% 0% 0% A Indirectly linked to KPI 3.49. Asset Management Plan Draft the 18/19 strategic Electricity Infrastructure Asset Management Plan to inform the subsequent MTREF 3.11.1.3. Infrastructure Percentage N/A 100% 0% 0% A 100% achieved. Asset Indirectly linked to KPI 3.49. Asset Management Plan management plan in place. Draft the 18/19 strategic Level 2 -Roads Provision Infrastructure Asset Management Plan to inform the subsequent MTREF 3.11.1.4. Infrastructure Percentage N/A 100% 0% 0% A Indirectly linked to KPI 3.49. Asset Management Plan Draft the 18/19 strategic CSCM Infrastructure Asset Management Plan to inform the subsequent MTREF 3.11.1.5. Infrastructure Percentage N/A 100% 0% 0% A 100% achieved. Indirectly linked to KPI 3.49. Asset Management Plan Draft the 18/19 strategic Solid Waste Infrastructure Asset Management Plan to inform the subsequent MTREF 3.11. Infrastructure 3.11.1. Establish an Asset Asset Management Management Plan

3.11.1.6. Infrastructure Percentage N/A 100% 0% 0% A Indirectly linked to KPI 3.49. Asset Management Plans Draft the 18/19 strategic ETA Infrastructure Asset Management Plan to inform the subsequent MTREF 3.11.1.7. Infrastructure Percentage N/A 100% 0% 0% A 25% achieved. Architecture Indirectly linked to KPI 3.49. Asset Management Pan Infrastructure Asset Draft the 18/19 strategic Architecture Management Plan submitted Infrastructure Asset Management Plan to inform the subsequent MTREF 3.11.1.8. Infrastructure Percentage N/A 100% 0% 0% A Indirectly linked to KPI 3.49. Asset Management Plan Draft the 18/19 strategic Parks & Leisure Infrastructure Asset Management Plan to inform the subsequent MTREF 3.11.1.9. Integrated Percentage N/A 100% 0% 0% A 100% achieved. Asset Indirectly linked to KPI 3.49. Infrastructure Asset management plan in place. Draft the 18/19 strategic Management Plan Infrastructure Asset Bridges & Retaining Management Plan to inform Walls the subsequent MTREF 3.11.1.10. Infrastructure Percentage N/A 100% 0% 0% A Indirectly linked to KPI 3.49. Asset Management Plan Draft the 18/19 strategic Information Services Infrastructure Asset Management Plan to inform the subsequent MTREF 3.11.1.11. Infrastructure Percentage N/A 100% 0% 0% A Indirectly linked to KPI 3.49. Asset Management Plan Draft the 18/19 strategic Fleet Infrastructure Asset Management Plan to inform the subsequent MTREF 3.11.1.12. Infrastructure Percentage N/A 100% 0% 0% A Indirectly linked to KPI 3.49. Asset Management Plan Draft the 18/19 strategic uShaka Infrastructure Asset Management Plan to inform the subsequent MTREF 3.11.1.13. Infrastructure Percentage N/A 100% 0% 0% A Indirectly linked to KPI 3.49. Asset Management Plan Draft the 18/19 strategic ICC Infrastructure Asset Management Plan to inform the subsequent MTREF 3.11.1.14. Infrastructure Percentage N/A 100% 0% 0% A Indirectly linked to KPI 3.49. Asset Management Plan Draft the 18/19 strategic Moses Mabhida Stadium Infrastructure Asset Management Plan to inform the subsequent MTREF 3.11.1.15 Integrated Percentage N/A 100% 0% 0% A Directly linked to KPI 3.49. Infrastructure Asset Draft the 18/19 strategic Management Plan for the Infrastructure Asset City Management Plan to inform the subsequent MTREF

3.11.2 Asset Management Percentage N/A Revised policies 0% 0% A Indirectly linked to KPI 3.49. Policy approved by Draft the 18/19 strategic Council Infrastructure Asset Management Plan to inform the subsequent MTREF Address community service 3.50 Public Transport Number 73497 65 000 People with 19 000 21596 J Bus service stabilised… no major disruptions Direct Link backlogs Services. No. of dissabilities using as in prior years 3.12.1.1. Public Transport passengers (People with accessible Services - No of passengers dissabilities) using scheduled public (People With Disabilities) using accessible scheduled transport services. accessible scheduled public public transport services. transport services

3.51. Public Transport Number 27685479 29 500 000 7 500 000 7129880 L The target was not achieved, as it has been The measures taken is to ensure that there is no service Direct Link Services. No. of passengers using indicated that due to the movement of disruption by ensuring that the appointed committee 3.12.1.2. Public Transport passengers using scheduled public commuters as a result of different reasons monitors the bus operation closely. Services - No of passengers scheduled public transport services. such as (relocation of businesses, previous using scheduled public transport services. driver strikes) these have resulted in the transport services decrease in passenger numbers.

3.52. Implement an Percentage 97,58 90,38% 57,43% 32,47% L Reason copied from sub-project 3.12.1.3 Measures copied from sub-project 3.12.1.3 The set Direct Link effective public transport Implementation of The target was under achieved, and this is targets for Q3 & Q4 will have to be revised, also the 3.12.1.3 Construction of Right plan for the Municipality transport Plan due to the disruptions on the site. progress planning schedule with a revised Cashflow will of Way - Dinkelman Road, need to be done when the contract restarts to enable the Pinetown - 1T - 30600 programme document to be a useful one. 3.12.1.4. Construction of Station along MR577 - 1T - 19997 - C3A Stations 3.12.1.5. Construction of Transfer facility and re- alignment of Musa Road - 1T - 15937 3.53. Improve Road Number 65 103 programmes 10 10 J Direct Link Safety by Conducting conducted to 3.12.1.6. Road Safety Road Safety Awareness improve road Awareness Campaign at schools and safety 3.12.1.7. Traffic calming implementation of speed residential streets humps & intersection improvements TR3.11 3.54 TR3.11 Number of Number New KPI - Currently being 175250 0 L No reporting done this quarter. Indirect Link: weekday scheduled Baseline determined 3.12.1.2 Public Transport municipal bus passenger being Services - No of passengers trips determined using scheduled public transport services

TR4.21 3.55 TR4.21 Percentage Percentage New KPI - Currently being 94,1% 0% L No reporting done this quarter. Indirect Link: of scheduled municipal Baseline determined 3.12.1.2 Public Transport bus services 'on time' being Services - No of passengers determined using scheduled public transport services

TR5.21 3.56 TR5.21 Percentage Percentage New KPI - Currently being 14,60% 0% L No reporting done this quarter. Indirect Link: of scheduled municipal Baseline determined 3.12.1.1. Public Transport buses that are low-entry being Services. No. of passengers determined (People with dissabilities) using accessible scheduled public transport services.

3.12. Implement an 3.12.1 Improve public 3.12.1.1. Public Number N/A 65 000 19 000 21596 J Bus service stabilised… no major disruptions Directly linked to KPI 3.50 effective public transport Transport Services. No. as in prior years Public Transport Services. No. transport plan for the of passengers (People of passengers (People with Municipality with dissabilities) using dissabilities) using accessible accessible scheduled scheduled public transport public transport services. services.

3.12.1.2 Public Transport Number N/A 29 500 000 7 500 000 7129880 L The target was not achieved, as it has been The measures taken is to ensure that there is no service Directly linked to KPI 3.51. Services - No of indicated that due to the movement of disruption by ensuring that the appointed committee Public Transport Services. No. passengers using commuters as a result of different reasons monitors the bus operation closely. of passengers using scheduled scheduled public such as (relocation of businesses, previous public transport services. transport services driver strikes) these have resulted in the decrease in passenger numbers.

3.12.1.3 Construction of Percentage N/A 71,14% 37,28% 13,05% L The target was under achieved, and this is The set targets for Q3 & Q4 will have to be revised, also Directly linked to KPI 3.52. Right of Way - Dinkelman due to the disruptions on the site. the progress planning schedule with a revised Cashflow Implement an effective public Road, Pinetown - 1T - will need to be done when the contract restarts to enable transport plan for the 30600 the programme document to be a useful one. Municipality

3.12.1.4 Construction of Percentage N/A 100% 67,50% 12,37% L Directly linked to KPI 3.52. Stations along MR577 - Implement an effective public 1T - 19997 - C3A transport plan for the Stations Municipality

3.12.1.5 Construction of Percentage N/A 100,00% 67,50% 72% J The target was over achieved. This is due to Directly linked to KPI 3.52. Tranfer Facility and re- the contractor being able to accelarate the Implement an effective public alignment of Musa Road - construction programme due to no transport plan for the 1T - 15937 challenges experienced on site. Municipality

3.12.1.6 Traffic calming Number N/A 63 0 0 A Directly linked to KPI 3.53. residential streets Improve Road Safety by Conducting Road Safety Awareness at schools and implementation of speed humps & intersection improvements 3.12.1.7 Road Safety Number N/A 40 Programmes 10 10 J Directly linked to KPI 3.53. Awareness Campaign Improve Road Safety by Conducting Road Safety Awareness at schools and implementation of speed humps & intersection improvements Municipal name: EThekwini Municipality SDBIP: 2018-19 Plan 4 - Fostering a Socially Equitable Environment Plan Owner - Dumisani Bhengu Sector National SFA National Performance Programme Project Unit of measure Baseline Annual target for Quarter 1 Target as at Quarter 1 Actual as at Indicator Reason For Variance Measures Taken Comment Links KPA Treasury Indicator (Output 2018/19 30 September 30 September to improve Ref No. level only) 2018/2019 2018/2019 Performance

Community & Basic Promoting 4.1 Compliance Percentage New method of Achievement of the 52,22% 52,22% Direct Link: PRG Emergency Service The Safety with SAPS assessments - targets for the related J 4.1 Promoting crime Services Delivery Of Citizens Amendment Act no baseline projects prevention strategies within 1998 with regard the Ethekwini Municipal Area to mandated 4.2 Compliance with the functions of Crime National Road Traffic Act Prevention, Traffic 4.3 Efficient and effective Management and Bylaw enforcement Bylaw Enforcement

4.1 Promoting crime 4.1.1 Develop a Municipal Percentage N/A Strategy developed 30% 30% Direct Link: prevention strategies Crime Prevention Strategy in and approved J KPI 4.1 Compliance with within the Ethekwini line with the strategy SAPS Amendment Act 1998 Municipal Area with regard to mandated functions of Crime Prevention, Traffic Management and Bylaw Enforcement

4.1.2 Undertake crime Percentage N/A All combatting 100% 100% Direct Link: combatting measures at crime measures insituted J KPI 4.1 Compliance with hot spots as identified by the within 12 hours of the SAPS Amendment Act 1998 SAPS high priority teams incident being with regard to mandated reported/ received in functions of Crime Prevention, line with the SAPS Traffic Management and priority incidents Bylaw Enforcement

4.1.3 Undertake crime Percentage N/A All combatting 100% 100% Direct Link: prevention measures for measures insituted J KPI 4.1 Compliance with service delivery protests and within an hour of the SAPS Amendment Act 1998 land invasion issues incident being with regard to mandated reported/ received functions of Crime Prevention, Traffic Management and Bylaw Enforcement

4.2 Compliance with 4.2.1 Develop and implement Number N/A 5 regional plans in 10 (5 regional plans + 5 10 Direct Link: the National Road regional traffic management place and 20 quarterly quarterly reports) J KPI 4.1 Compliance with Traffic Act plans for the year reports received on SAPS Amendment Act 1998 implementation of the with regard to mandated plan functions of Crime Prevention, Traffic Management and Bylaw Enforcement

4.2.2 Develop and implement a Number N/A One plan in place and 2 2 Direct Link: specialised traffic enforcement 4 quarterly reports J KPI 4.1 Compliance with plan for the year received on SAPS Amendment Act 1998 implementation of the with regard to mandated plan functions of Crime Prevention, Traffic Management and Bylaw Enforcement

4.3 Efficient and 4.3.1 Develop and implement Number N/A 5 bylaw enforcement 10 10 Direct Link: effective Bylaw regional Metro Police bylaw plans developed & 20 J KPI 4.1 Compliance with enforcement enforcement plans regional quarterly SAPS Amendment Act 1998 reports received with regard to mandated functions of Crime Prevention, Traffic Management and Bylaw Enforcement

4.3.2 Develop and implement a Number N/A 1 bylaw enforcement 2 2 Direct Link: specialised Metro Police bylaw plans developed & 4 J KPI 4.1 Compliance with enforcement plan regional quarterly SAPS Amendment Act 1998 reports received with regard to mandated functions of Crime Prevention, Traffic Management and Bylaw Enforcement N/A 4.2 Implement the Number New unit of 254 activities executed 56 66 Direct Link: PRG Situational and measure - No J 4.4 Implement the Social, Environmental baseline Situational, Crime Prevention Crime Prevention strategies and Urban safety strategies and management of the Built safety Environment throughout the management Ethekwini Municipal Area within the Ethekwini Municipal Area

Community & Basic N/A 4.4 Implement the 4.4.1. Plan and execute Number N/A 60 activities executed 15 15 Direct Link: Emergency Service Social, Situational, activities relating to social J KPI 4.2 Implement the Services Delivery Crime Prevention policing to support social crime Situational and Environmental strategies and Urban prevention in line with Ward Crime Prevention strategies safety management Safety Plans and safety management within of the Built the Ethekwini Municipal Area Environment throughout the Ethekwini Municipal Area

4.4.2. Plan and execute Number N/A 78 activities executed 18 18 Direct Link: programs relating to social J KPI 4.2 Implement the policing to support drug and Situational and Environmental substance abuse prevention Crime Prevention strategies and safety management within the Ethekwini Municipal Area

4.4.3.Plan and execute Number N/A 55 activities executed 13 23 Over achieved due to Direct Link: activities relating to social J involvement of EPWP KPI 4.2 Implement the Volunteers during City's policing to support Crime Situational and Environmental Khuculula Campaign initiatives Prevention Through Crime Prevention strategies Environmental Design and safety management within the Ethekwini Municipal Area

4.4.4. Plan and execute Number N/A 60 ward safety plans 10 10 Direct Link: activities relating to community established J KPI 4.2 Implement the involvement in safety through Situational and Environmental establishment of Ward Safety Crime Prevention strategies Plans and safety management within the Ethekwini Municipal Area

4.4.5. Implementation of the Number N/A 1 Learning exchange 0 0 Direct Link: Memorandum of agreement completed A KPI 4.2 Implement the linked to the Africa Forum on Situational and Environmental Urban Safety (AFUS) program Crime Prevention strategies and safety management within the Ethekwini Municipal Area

4.3 Percentage New KPI - No 100% implementation 18,75% 23,75% Over achieved due to Direct Link: PRG Implementation of baseline of the projects related J engagement of Social 4.5. Implementation of the the social to social develoment Work Interns to support social development strategy development strategy social development (all projects) strategy initiatives Community & Basic N/A 4.5. Implementation 4.5.1.Establish drop-in centres Number N/A 3 drop-in centres 0 0 A Direct Link: Emergency Service of the social established & KPI 4.3 Implementation of the Services Delivery development strategy functional social development strategy

4.5.2. Facilitate renovation of Percentage N/A Shelter identified and 20% 20% Direct Link: homeless transitional shelter in the process of being J KPI 4.3 Implementation of the renovated. social development strategy

4.5.3. Execute projects and Number N/A 20 projects executed 5 9 Over achieved due to Direct Link: programmes on protective J engagement of Social KPI 4.3 Implementation of the behaviour to enhance moral Work Interns to support social development strategy regeneration social development initiatives 4.5.4. Establish a structure Percentage N/A Structure established 30% 30% Direct Link: suitable for an integrated J KPI 4.3 Implementation of the approach for the social development strategy implementation of the social development strategy

4.4 Promoting Percentage 100% 100% implementation 30% 30% Direct Link:PRG safety of of the projects related J 4.6 Promoting safety of communities to community safety communities within the within the Ethekwini Municipal Area in Ethekwini support of emergency and Municipal Area in essential services support of emergency and essential services

Community & Basic Promoting 4.6 Promoting safety 4.6.1 Plan, develop and Percentage N/A 100% ward based risk 40% 40% Direct Link: PRG Emergency Service The Safety of communities within implement ward based risk profiles completed J 4.4 Promoting safety of Services Delivery Of Citizens the Ethekwini profiles for 2 wards (out of the 7 communities within the Municipal Area in wards incorporated in Ethekwini Municipal Area in support of Vulamehlo municipality) support of emergency and emergency and essential services essential services

4.6.2.Community Awareness Percentage N/A 100% execution of 25% 25% Direct Link: PRG program focusing on disaster project plan for J 4.4 Promoting safety of awareness and disaster risk 2018/19 communities within the avoidance Ethekwini Municipal Area in support of emergency and essential services 4.6.3. Public Information and Percentage N/A 100% execution of 30% 30% Direct Link: PRG education on the definition of project plan for J 4.4 Promoting safety of emergency that is reported to 2018/19 communities within the the Emergency call center Ethekwini Municipal Area in which is a 24-7 operation within support of emergency and the municipal disaster essential services management center.

4.6.4. Maintenance of CCTV Percentage N/A 100% execution of 25% 25% Signed check list Direct Link: PRG equipment and infrastructure. project plan for J with date and 4.4 Promoting safety of 80 Cameras which have been 2018/19 location communities within the identified, located in Crime Photographs Ethekwini Municipal Area in hotspot areas will be before and after support of emergency and maintained within the EThekwini essential services Municipal area annually. 20 x cameras per quarter.

FE1.11 4.5 FE 1.11 Percentage New KPI - No 45% compliance with 0% 0% Percentage baseline the required A compliance with attendance time for the required structural firefighting attendance time incidents for structural firefighting incidents

FE1.12 4.6 FE 1.12 Number New KPI - No 614 full time fire 0 596 Number of full baseline fighters employed by A time firefighters the Municipality per 1000 population (Total number of full-time firefighters employed by the municipality) 4.7 Loss of life Index 1.37 1.37 0 0,42 Indirect Link: PRG from fire and other A 4.7. To reduce the incidence emergencies per and severity of fire and other 100000 population emergencies (All projects) served

4.8 Value of Index 0,63 0,63 0 0,23 Indirect Link: PRG property A 4.7. To reduce the incidence destroyed by fire and severity of fire and other per R1000 of emergencies (All projects) rateable value

4.7. To reduce the 4.7.1. Maintain a response fleet Percentage N/A 100% execution of 18% 10% Official order to be SCM to generate Indirect Link: incidence and replacement programme to project plan for L generated through City item codes to allow KPI 4.7 Loss of life from fire severity of fire and ensure fleet age and condition 2018/19 Fleet who are awaiting for capturing and and other emergencies per other emergencies adequately supports delivery of creation of item codes by conversion of 100000 population served emergency services across the SCM requisition on JDE Ethekwini Municipal Area KPI 4.8 Value of property destroyed by fire per R1000 of rateable value

4.7.2. Maintain a high value Percentage N/A 100% execution of 20% 15% According to research SCM seeking Indirect Link: equipment replacement project plan for L conducted, the hydraulic authority to utilise KPI 4.7 Loss of life from fire programme to ensure age and 2018/19 rescue equipment sought transversal and other emergencies per condition of equipment by Fire is available through contract RT4-2017 100000 population served adequately supports delivery of a transversal contract, emergency services across the leading to a change in KPI 4.8 Value of property Ethekwini Municipal Area acquisition process from destroyed by fire per R1000 of open tender to Section 32 rateable value

4.7.3. Host educational school Number N/A 70 visits hosted 25 34 Demand greater than Indirect Link: visits to Fire and Emergency J anticipated within first KPI 4.7 Loss of life from fire service Headquarters quarter, expected to drop and other emergencies per in second quarter while 100000 population served exams are underway KPI 4.8 Value of property destroyed by fire per R1000 of rateable value

4.7.4. Conduct Fire safety Number N/A 120 education 30 2 Unplanned training It is anticipated to Indirect Link: Education for identified risk workshops held L obligations had to be make up the short- KPI 4.7 Loss of life from fire groups and communities within prioritised. All staff plus fall of the first and other emergencies per the Ethekwini Municipal Area secondments dedicated to quarter over the 100000 population served project run 02 May to 05 remaining three Oct 2018 plus parallel quarters based on KPI 4.8Value of property obligations. schedule and destroyed by fire per R1000 of anticipated rateable value appointments against funded vacant posts.

4.7.5 Implementation of Percentage N/A 100% Implementation 25% 26,88% Indirect Link: Workplace Skills Plan for Fire & of Workplace Skills J KPI 4.7 Loss of life from fire Emergency Services Unit Plan for Fire & and other emergencies per Emergency Services 100000 population served Unit KPI 4.8 Value of property destroyed by fire per R1000 of rateable value 4.7.6. Conduct a Number N/A 1404 inspections 446 450 Additional locations Indirect Link: comprehensive Fire Safety conducted J identified and inspected KPI 4.7 Loss of life from fire Inspection of all high risk and other emergencies per occupancies at least once in 100000 population served every 12 month period KPI 4.8 Value of property destroyed by fire per R1000 of rateable value 4.7.7. eThekwini Fire Training Percentage N/A 100% execution of 15% 15% Indirect Link: Centre (Phase 3) project plan for J KPI 4.7 Loss of life from fire 2018/19 and other emergencies per 100000 population served

KPI 4.8 Value of property destroyed by fire per R1000 of rateable value 4.7.8. Construction of Percentage N/A 100% execution of 66% 57% Contractor 4 weeks behind Structural steel Indirect Link: Permanent Verulam Fire project plan for L programme on engine bay installed by site KPI 4.7 Loss of life from fire Station 2018/19 due to delay in delivery meeting of and other emergencies per and installation of 09/10/2018, 100000 population served structural steel (form part reducing delay on of critical path). Delay programme for KPI 4.8 Value of property claim submitted for engine bay from 4 destroyed by fire per R1000 of inclement weather. weeks to 2 weeks. rateable value Contractor is currently ahead of programme on construction of admin/accommoda tion block (concrete work - also part of the critical path)

4.7.9. Scheduled fire station Percentage N/A 100% execution of 76% 77% Indirect Link: refurbishment and renovation to project plan for J KPI 4.7 Loss of life from fire enhance and maintain condition 2018/19 and other emergencies per of existing infrastructure 100000 population served (Brigade Head Quarters) KPI 4.8 Value of property destroyed by fire per R1000 of rateable value

4.7.10. Project Packaging for Percentage N/A 100% execution of 0% 0% Indirect Link: Demolition and Reconstruction project plan for A KPI 4.7 Loss of life from fire of Hammarsdale Fire Station 2018/19 and other emergencies per 100000 population served

KPI 4.8 Value of property destroyed by fire per R1000 of rateable value Community & Basic Promote 4.9. Ensure the Percentage 99.52% 88.75% 71.25% 74% Improved control Direct Link: PRG Emergency Service the Safety safety and implementation of J measures and contractual 4.8. Ensure the safety and Services Delivery of Citizens security of linked SDBIP projects obligations. Transversal security of municipal municipal Management amongst councillors, officials and councillors, departments within the municipal assets officials and Unit municipal assets

Community & Basic Promoting 4.8. Ensure the 4.8.1 Review of the Municipal Percentage N/A 100% execution of 30% 30% Direct Link: KPI 4.9 Ensure Emergency Service The Safety safety and security of Land Invasion Policy project plan for J the safety and security of Services Delivery Of Citizens municipal councillors, 2018/19 municipal councillors, officials officials and and municipal assets municipal assets

4.8.2. Plan and execute Percentage N/A 100% execution of 100% 100% Direct Link: KPI 4.9 Ensure protection services for project plan for J the safety and security of councillors and employees 2018/19 municipal councillors, officials and municipal assets 4.8.3. 75% Implementation of Percentage N/A 75% Implementation 75% 75% Direct Link: KPI 4.9 Ensure the Municipal Land Invasion of the Municipal Land J the safety and security of Policy for all reports received Invasion Policy for all municipal councillors, officials reports received and municipal assets

4.8.4 Conduct daily inspections Percentage N/A 80% of sites are 80% 91,96% Improved control Direct Link: KPI 4.9 Ensure to ensure that 80% of sites are compliant with J measures and contractual the safety and security of compliant with contractual contractual obligations obligations. Transversal municipal councillors, officials obligations Management amongst and municipal assets departments within the Unit

4.10 Number of Number New KPI - No 12 clinics achieving 3 3 Currently there is no Indirect link PRG 4.9 clinics achieving baseline National Core J system generated report 4.10 Mass mobilisation for compliance in line Standards compliance due to contractual issues better health with the National using self/ peer between the Service :PRJ 4.10.3 Revision of the Core Standards assessment results by Provider and the National Health Unit supervision policy 30 June 2019 DOH ... therefore only manual docs. Direct Link: PRG 4.10 Provide services of high quality towards achieving the National Core Standards through the Ideal Clinic Status:PRJ 4.10.1 Undertake National Core Standards audits and develop quality improvement plans

4.11 Number of Number New KPI - No 12 clinics achieving 3 21 Over achievement - 11- Indirect link PRG 4.9 clinics achieving baseline Ideal Clinic Status J Silver, 7 - Gold and 3 4.9. Mass mobilisation for silver and above using self/ peer Platinum Status - better health Ideal Clinic status assessment results by establishment of a 4.10.3 Revision of the Health 30 June 2019 Technical Action Unit supervision policy Committee to lead, drive and support the project Indirect Link: PRG 4.10 Provide services of high quality towards achieving the National Core Standards through the Ideal Clinic Status:PRJ 4.10.2 Undertake Ideal Clinic audits and develop quality improvement plans

Health Basic Promoting 4.9. Mass 4.9.1 Develop and implement a Number N/A 12 sub district health 3 3 Indirect Link: KPI 4.11 Service The Health mobilisation for better health preventative and campaigns J Number of clinics achieving Delivery Of Citizens health promotive strategy. silver and above Ideal Clinic status

KPI 4.10 Number of clinics achieving compliance in line with the National Core Standards 4.10 Provide services 4.10.1 Undertake National Core Number N/A 12 clinics achieving 3 3 Direct Link: KPI 4.10 Number of high quality Standards audits and develop National Core J of clinics achieving compliance towards achieving quality improvement plans Standards compliance in line with the National Core the National Core using self/ peer Standards Standards through assessment results by the Ideal Clinic Status 30 June 2019

4.10.2 Undertake Ideal Clinic Number N/A 12 clinics achieving 3 32 Over Achievement: Direct Link: KPI 4.11 Number audits and develop quality Ideal Clinic Status J Established a Technical of clinics achieving silver and improvement plans using self/ peer Action Committee to lead, above Ideal Clinic status assessment results by driver and support this 30 June 2019 project. Received essential health equipment from Provincial DOH

4.10.3 Revision of the Health Percentage N/A Policy review 30% 30 Indirect Link: KPI 4.11 Unit supervision policy approved by 30 June J Number of clinics achieving 2019 silver and above Ideal Clinic status

KPI 4.10 Number of clinics achieving compliance in line with the National Core Standards

4.12 Percentage Percentage 73% Average 70% 70% 77% Direct Link: PRG 4.11 adherance to adherance to National J Improve compliance National Environmental Health monitoring of Environmental Environmental Services Norms and programmes in accordance Health Services Standards in each sub- with Environmental Health Norms and district by 30 June Norms and Standards Standards in each 2019 :PRJ4.11.1 Undertake sub-district Environmental Health Norms and Standards audits and develop quality improvement plans

ENV1.11 4.13 Percentage Percentage New KPI - No 100% of AE licences 60% 100% A low number of AELs Authority to Indirect Link : PRG 4.11 of atmospheric baseline processed within J achieved a completeness restructure the Improve compliance emission licenses stipulated guidelines audit status and could section has been monitoring of Environmental (AELs) processed therefore be processed. approved, programmes in accordance within guideline This situation will vary and engagement with with Environmental Health timeframes may lead to ODCM currently Norms and Standards :PRJ underperformance in later underway. 4.11.1 Undertake quarters. See comment Environmental Health Norms under risk. and Standards audits and develop quality improvement plans ENV1.12 4.14 Proportion of Percentage New KPI - No 29% of AQ monitoring 29% 28,50% The IS/IT Unit is not able Tenders for new As noted in comment on Indirect Link : PRG 4.11 AQ monitoring baseline stations providing L to provide the level of equipment, the C88 reporting, the Improve compliance stations providing adequate data over a support required in relation calibration gasses, section faces a number of monitoring of Environmental adequate data reporting year to the data aquisition spares and the like challenges which include programmes in accordance over a reporting systems. have all been the need to restructure, with Environmental Health year submitted to the historic capital Norms and Standards :PRJ SCM Unit and underfunding leaving end 4.11.1 Undertake should be of life equipment in the Environmental Health Norms submitted to BAC system, the need to and Standards audits and shortly. upgrade the existing data develop quality improvement aquisition system and the plans like. A number of these risks are now able to be corrected as authority to restructure has been granted and capital funding has been available. Due to long procurement process it will however take some time to upgrade the network

4.11 Improve 4.11.1 Undertake Percentage N/A Average 70% 70% 77% Established a Direct Link: KPI 4.12 compliance Environmental Health Norms adherance to National J Environmental Health Percentage adherance to monitoring of and Standards audits and Environmental Health Forum where issues of National Environmental Health Environmental develop quality improvement Services Norms and quality are being Services Norms and programmes in plans Standards in each sub- addressed. Adopted the Standards in each sub-district accordance with district by 30 June peer review and support Environmental Health 2019 system to share better Norms and practices Standards

4.15 Percentage Percentage New KPI - No 92.33% achievement 67,33% 67,98% Support from External Direct Link:PRG 4.12 Reduce achievement of baseline of linked projects J Partners. Allocated burden of HIV and AIDS and projects to resources to ensure real TB (all projects) Reduce the time electronic data burden of HIV and capturing AIDS and TB

4.12 Reduce burden 4.12.1 90% of quarterly cohort Percentage N/A 90 of quarterly cohort 90% 90% Direct Link: KPI 4.15 of HIV and AIDS and patients on ARV with viral patients on ARV with J Percentage achievement of TB suppression viral suppression projects to Reduce the burden of HIV and AIDS and TB

4.12.2 Improve TB programme Percentage N/A 87% of patients 87% 91,20% Support from External Direct Link: KPI 4.15 performance through increasing converting from J Partners. Allocated Percentage achievement of patients converting from sputum smear positive resources to ensure real projects to Reduce the burden sputum smear positive to to negative time electronic data of HIV and AIDS and TB negative capturing

4.12.3 HIV Counselling and Number N/A 600000 counselling/ 150 000 136496 Transition period between Implementation of Direct Link: KPI 4.15 Testing tests conducted L old partner (MATCH) and Improvement plan Percentage achievement of new partner (HST) and this for enhanced projects to Reduce the burden has resulted in less people awareness linked of HIV and AIDS and TB being test and counselled to Special Events than anticipated. Municipal name: EThekwini Municipality SDBIP: 2018-19 Plan 5 - Supporting organisational design, human capital development and management Plan Owner - Dumisile Nene Sector National SFA National Performance Indicator (Output Programme Project Sub-project Unit of Baseline Annual target for Quarter 1 Quarter 1 Indicator Reason For Variance Measures Taken Links KPA Treasury level only) measure 2018/19 Target as at 30 Actual as at 30 to improve Ref No. September September Performance 2018/2019 2018/2019

Municipal Human 5. 1. Percentage implementation 85% 100% implementation of 0 0 Indirect Link to Programme 5.1. Providing Institution Capital of the Work Place Skills Plan implementation the Workplace Skills Plan A occupationally directed learning and development al Learning and of the Work within the targeted opportunities in the workplace (all projects) Developm Development Place Skills timeframe ent and Plan 5.2 Address the numeracy and literacy skills gap Transform for employees. ation

5.1. Providing 5.1.1. Implement and maintain Number N/A 13 Interventions 9 interventions 9 Indirectly linked to KPI 5. 3. The percentage of a occupationally directed programmes to provide access to implemented and J Municipality's budget actual spent on implementing learning and development Learnerships, Skills programmes, maintained its workplace skills plan opportunities in the Apprentice-ships & Scarce Skills for workplace the unemployed members of the community

5.1.2. Provide Occupational Skills Number N/A 7 Annual Programmes 7 Programmes 7 Indirectly linked to KPI 5. 3. The percentage of a Programme for employees who are at Implemented Implemented J Municipality's budget actual spent on implementing the lower band of NQF Level 1 its workplace skills plan a) Plumbing b) Bricklaying c) Driver Training d) Computer Training 1-2, e) First Aid Training 1 f) Construction Roadworks g) Carpentry

5.1.3. Implement worker skills Percentage N/A 100% scheduling of the 40% 40% Indirectly linked to KPI development, learning and WSP J 5. 3. The percentage of a Municipality's budget development programmes as per the a) Short Courses actual spent on implementing its workplace skills Workplace Skills Plan b) Computer Literacy plan c) Driver Training, d) First Aid e) General Health and Safety

5.1.4. Maintain programmes to Number N/A Maintain the 3 3 Indirectly linked to KPI 5. 3. The percentage of a provide access to Inservice Training, implementation of 3 co- J Municipality's budget actual spent on implementing Internships and Work Experience operative education its workplace skills plan programmes

5.2. Compilation and submission Percentage WSP compiled 100 % = Annual 30% 30% Direct Link: Project 5.3.1. Facilitate and co- of the Workplace Skills Plan by 30 and submitted Workplace Skills Plan & J ordinate the Workplace Skills Plan (WSP) and April by 30 April Annual Training Report Annual Training Reports (ATR) in the municipality completed

5. 3. The percentage of a Percentage 1.4 % of payroll 1% of payroll spent on 0% 0% Indirect Link: Project 5.3.1. Facilitate and co- Municipality's budget actual spent spent implementing the A ordinate the Workplace Skills Plan (WSP) and on implementing its workplace workplace skills plan Annual Training Reports (ATR) in the municipality skills plan during the 2018/19 financial year. 5.2 Address the numeracy 5.2.1. Facilitate the provision of Number N/A 6 programmes 6 programmes 6 Indirectly linked to KPI Percentage and literacy skills gap for Learning and Development established and established and J implementation of the Work Place Skills Plan employees. Programmes in the following learning maintained annually maintained Areas annually a) English Literacy b) IsiZulu for non IsiZulu Speakers c) Sign Language d) Amended Senior Certificate e) Programme Assessments and Placement f) Numeracy Level 1-2 (AET)

5.3 Facilitate work place 5.3.1. Facilitate and co-ordinate the Percentage N/A 100 % = Annual 30% 30% Directly linked to KPI 5.2. Compilation and skills planning and Workplace Skills Plan (WSP) and Workplace Skills Plan & J submission of the Workplace Skills Plan by 30 April development Annual Training Reports (ATR) in the Annual Training Report Indirectly linked to KPI 5. 1. Percentage municipality completed implementation of the Work Place Skills Plan

5.4 Encouraging and supporting Number 5 programmes 5 skills needs-based 1 1 Direct Link: Programme 5.4 Provide community cooperatives, small enterprises, undertaken initiatives coordinated J building support to community. worker initiated, NGO and community training initiatives by Indirect Link: Programme 5.5. Increasing public enhancing their skills e.g. sector capacity for improved service delivery and Financial Management ,project supporting the building of a developmental state management etc. so they may be better equipped.

5.4 Provide capacity 5.4.1 Coordinate capacity building Number N/A 5 skills needs-based 1 1 Directly linked to KPI 5.4 Encouraging and building support to initiatives for community based initiatives coordinated J supporting cooperatives, small enterprises, worker community. programmes. initiated, NGO and community training initiatives by enhancing their skills e.g. Financial Management ,project management etc. so they may be better equipped.

5.5. Increasing public sector 5.5.1. Implement ward committee Percentage N/A 75% implementation of 25% 25% Indirectly linked to KPI 5.4 Encouraging and capacity for improved governance capacity enhancement Ward committee J supporting cooperatives, small enterprises, worker service delivery and programme. Governance programme initiated, NGO and community training initiatives by supporting the building of a enhancing their skills e.g. Financial Management developmental state ,project management etc. so they may be better equipped.

5.5. Support career and New KPI - No 90% implementation of 11,11 11,11 Direct Link: PRG 5.6 Building career and vocational guidance baseline planned projects. J vocational guidance (all projects)

5.6. Building career and 5.6.1 Support and Participate in Number N/A 9 Career Expos 2 2 Directly linked to KPI 5.6 Support career and vocational guidance career expos. J vocational guidance

5.6.2 Implement and maintain Percentage N/A 80% of Bursary Scheme 0% 0% Directly linked to KPI 5.6 Support career and Bursary Scheme implemented and A vocational guidance maintained

5.6 Provide accurate, valid and Percentage 100% 100% implementation of 62,50% 62,50% Direct link: PRJ 5.7.1. Human Capital Metrics (all reliable human capital metrics, implementation linked SDBIP projects by J sub projects) analysis and recommendations. of linked SDBIP 30 June 2019 projects

5.7 Provide Talent Management Percentage 100% 100% implementation of 25% 25% Direct link: Project 5.7.2 Talent Management (all and Succession Planning implementation linked SDBIP projects by J sub projects) guidelines and recommendations of linked SDBIP 30 June 2019 projects

5.8 Create an integrated HR Percentage New KPI - No 100% implementation of 26,25% 26,25% Direct link: PRJ 5.7.3 Human Resource System to provide for accurate baseline linked SDBIP projects by J Management Information System (all sub projects) and timeous remuneration of 30 June 2019 employees and enable management to effectively manage their employees. GG 1.21 5.9 GG 1.21 Staff vacancy rate New KPI - Currently being 0 0 Baseline being determined A determined

GG5.12 5.10 GG 5.12 Quarterly salary bill New KPI - Currently being 0 0 of suspended officials Baseline being determined A determined

Human 5.7 Providing Human 5.7.1. Human Capital Metrics 5.7.1.1 Attraction and Percentage N/A 100% implementation of 25% 25% Directly linked to KPI 5.6 Provide accurate, valid Capital Capital Empowerment Retention Strategy project plans for 2018/19 J and reliable human capital metrics, analysis and Management (Social Business) recommendations.

5.7.1.2 Communications Percentage N/A 100% implementation of 25% 25% Directly linked to KPI 5.6 Provide accurate, valid and Marketing Strategy project plans for 2018/19 J and reliable human capital metrics, analysis and recommendations.

5.7.1.3 Employee Percentage N/A 100% implementation of 100% 100% Directly linked to KPI 5.6 Provide accurate, valid Induction project plans for 2018/19 J and reliable human capital metrics, analysis and recommendations.

5.7.1.4 Employee Percentage N/A 100% implementation of 100% 100% Directly linked to KPI 5.6 Provide accurate, valid Engagement/ Siyalalela project plans for 2018/19 J and reliable human capital metrics, analysis and recommendations.

5.7.1.5 Strategic Percentage N/A 100% implementation of 25% 25% Directly linked to KPI 5.6 Provide accurate, valid Retirement Planning project plans for 2018/19 J and reliable human capital metrics, analysis and recommendations.

5.7.1.7.6 Occupational Percentage N/A 100% implementation of 100% 100% Directly linked to KPI 5.6 Provide accurate, valid Assessments project plans for 2018/19 J and reliable human capital metrics, analysis and recommendations.

5.7.2. Talent Management 5.7.2.1 Talent Percentage N/A 100% implementation of 30% 30% Directly linked to KPI 5.7 Provide Talent Identification, project plans for 2018/19 J Management and Succession Planning guidelines Development & and recommendations Succession Planning

5.7.2.2 Talent Percentage N/A 100% implementation of 20% 20% Directly linked to KPI 5.7 Provide Talent Management project plans for 2018/19 J Management and Succession Planning guidelines Committees and recommendations

5.7.2.3 Performance Percentage N/A 100% implementation of 25% 25% Directly linked to KPI 5.7 Provide Talent Management project plans for 2018/19 J Management and Succession Planning guidelines and recommendations

5.7.2.4 Attraction and Percentage N/A 100% implementation of 25% 25% Directly linked to KPI 5.7 Provide Talent Retention Strategy (Year project plans for 2018/19 J Management and Succession Planning guidelines 3) and recommendations Human 5.7 Providing Human Capital Capital Empowerment Management

5.7.3 Human Resource Management 5.7.3.1 Intergrate DRL Percentage N/A 100% implementation of 25% 25% Directly linked to KPI 5.8 Create an integrated Information System Systems (Year 3) project plans for 2018/19 J HR System to provide for accurate and timeous remuneration of employees and enable management to effectively manage their employees.

5.7.3.2 Roll out of Self Percentage N/A 100% implementation of 30% 30% Directly linked to KPI 5.6 Create an integrated Service & Computer project plans for 2018/19 J HR System to provide for accurate and timeous Labs remuneration of employees and enable management to effectively manage their employees.

5.7.3.3 Enhance and Percentage N/A 100% implementation of 25% 25% Directly linked to KPI 5.6 Create an integrated Maintain Resourse Link project plans for 2018/19 J HR System to provide for accurate and timeous (RL) Systems remuneration of employees and enable management to effectively manage their employees.

5.7.3.4 Time and Percentage N/A 100% implementation of 25% 25% Directly linked to KPI 5.6 Create an integrated Attendance & Bio Metric project plans for 2018/19 J HR System to provide for accurate and timeous Readers remuneration of employees and enable management to effectively manage their employees.

5.11 The number of people from Number 16 people with 20 5 18 Over achieved, due to Indirect link : 5.8.1.1 EE employment equity target groups disabilities J substantial improvements Awareness Programme employed in the employed made by clusters, units and 5.8.1.2 Diversity Training three highest levels of departments towards 5.8.1.3 PWD and Women Empowerment management in compliance with a achieving employment equity 5.8.1.4 EE Communication Plan municipality’s approved targets 5.8.1.5 EE (DOL) Compliance employment equity plan: People With Disabilities

5.12 The number of people from Number 36 females 41 10 39 Over achieved, due to Indirect link : 5.8.1.1 EE employment equity target groups employed in the J substantial improvements Awareness Programme employed in the top level of made by clusters, units and 5.8.1.2 Diversity Training three highest levels of management departments towards 5.8.1.3 PWD and Women Empowerment management in compliance with a achieving employment equity 5.8.1.4 EE Communication Plan municipality’s approved targets 5.8.1.5 EE (DOL) Compliance employment equity plan: FEMALE TOP

5.13. The number of people from Number 122 females 146 37 141 Over achieved, due to Indirect link : 5.8.1.1 EE employment equity target groups employed in the J substantial improvements Awareness Programme employed in the senior level of made by clusters, units and 5.8.1.2 Diversity Training three highest levels of management departments towards 5.8.1.3 PWD and Women Empowerment management in compliance with a achieving employment equity 5.8.1.4 EE Communication Plan municipality’s approved targets 5.8.1.5 EE (DOL) Compliance employment equity plan: FEMALE SENIOR

5.14. The number of people from Number 343 females 390 98 394 Over achieved, due to Indirect link : 5.8.1.1 EE employment equity target groups employed in the J substantial improvements Awareness Programme employed in the middle level of made by clusters, units and 5.8.1.2 Diversity Training three highest levels of management departments towards 5.8.1.3 PWD and Women Empowerment management in compliance with a achieving employment equity 5.8.1.4 EE Communication Plan municipality’s approved targets 5.8.1.5 EE (DOL) Compliance employment equity plan: FEMALE MIDDLE Human Capital Management

5.8. Organisational 5.8.1. Employment Equity 5.8.1.1 Implementation Percentage N/A 100% implementation of 25% 20% CEE & SD COMMITTEE CEE & SD Indirectly linked to KPI 5.9 The number of people Transformation of EE Strategy project plans for 2018/19 L MEETING WAS NOT HELD COMMITTEE from employment equity target groups employed in (Employment Equity) IN THE QUARTER MEETING the SCHEDULED three highest levels of management in compliance FOR THE 26TH with a municipality’s approved employment equity OF OCTOBER plan: People With Disabilities 2018 5.10 The number of people from employment equity target groups employed in the three highest levels of management in compliance with a municipality’s approved employment equity plan: FEMALE TOP 5.11 The number of people from employment equity target groups employed in the three highest levels of management in compliance with a municipality’s approved employment equity plan: FEMALE SENIOR 5.12 The number of people from employment equity target groups employed in the three highest levels of management in compliance with a municipality’s approved employment equity plan: FEMALE MIDDLE 5.8.1.2 EE Awareness Percentage N/A 100% implementation of 25% 25% Indirectly linked to KPI 5.9 The number of people Programme project plans for 2018/19 J from employment equity target groups employed in the three highest levels of management in compliance with a municipality’s approved employment equity plan: People With Disabilities 5.10 The number of people from employment equity target groups employed in the three highest levels of management in compliance with a municipality’s approved employment equity plan: FEMALE TOP 5.11 The number of people from employment equity target groups employed in the three highest levels of management in compliance with a municipality’s approved employment equity plan: FEMALE SENIOR 5.12 The number of people from employment equity target groups employed in the three highest levels of management in compliance with a municipality’s approved employment equity plan: FEMALE MIDDLE

5.8.1.3 Diversity Training Percentage N/A 100% implementation of 25% 15% DIVERSITY & INCLUSION DIVERSITY & Indirectly linked to KPI 5.9 The number of people project plans for 2018/19 L DAY WAS POSTPONED INCLUSION DAY from employment equity target groups employed in DUE TO UNAVAILABILITY SCHEDULED the OF VENUE FOR 12TH OF three highest levels of management in compliance OCTOBER 2018 with a municipality’s approved employment equity plan: People With Disabilities 5.10 The number of people from employment equity target groups employed in the three highest levels of management in compliance with a municipality’s approved employment equity plan: FEMALE TOP 5.11 The number of people from employment equity target groups employed in the three highest levels of management in compliance with a municipality’s approved employment equity plan: FEMALE SENIOR 5.12 The number of people from employment equity target groups employed in the three highest levels of management in compliance with a municipality’s approved employment equity plan: FEMALE MIDDLE

5.8.1.4 Women and Percentage N/A 100% implementation of 25% 45% OVER ACHIEVED- THERE Indirectly linked to KPI 5.9 The number of people PWD Empowerment project plans for 2018/19 J WAS A DEMAND FOR PWD from employment equity target groups employed in AWARENESS the ROADSHOWS TO CREATE three highest levels of management in compliance PWD AWARENESS BOTH with a municipality’s approved employment equity INTERNALLY AND plan: People With Disabilities EXTERNALLY THEREFORE 5.10 The number of people from employment THE ROADSHOWS equity target groups employed in the WHERE CARRIED OUT IN three highest levels of management in compliance QUARTER 1 INSTEAD OF with a municipality’s approved employment equity AS PLANNED FOR plan: FEMALE TOP QUARTER 2 AND 4 5.11 The number of people from employment equity target groups employed in the three highest levels of management in compliance with a municipality’s approved employment equity plan: FEMALE SENIOR 5.12 The number of people from employment equity target groups employed in the three highest levels of management in compliance with a municipality’s approved employment equity plan: FEMALE MIDDLE Human Capital Management

5.8. Organisational 5.8.1. Employment Equity Transformation (Employment Equity)

5.8.1.5 EE Percentage N/A 100% implementation of 25% 25% Indirectly linked to KPI 5.9 The number of people Communication Plan project plans for 2018/19 J from employment equity target groups employed in the three highest levels of management in compliance with a municipality’s approved employment equity plan: People With Disabilities 5.10 The number of people from employment equity target groups employed in the three highest levels of management in compliance with a municipality’s approved employment equity plan: FEMALE TOP 5.11 The number of people from employment equity target groups employed in the three highest levels of management in compliance with a municipality’s approved employment equity plan: FEMALE SENIOR 5.12 The number of people from employment equity target groups employed in the three highest levels of management in compliance with a municipality’s approved employment equity plan: FEMALE MIDDLE

5.8.1.6 EE (DOL) Percentage N/A 100% implementation of 25% 10% DUE TO THE PROCESSES DOL ANNUAL Indirectly linked to KPI 5.9 The number of people Compliance project plans for 2018/19 L LINKED TO THE REPORT TO BE from employment equity target groups employed in COMPLETION OF THE DOL COMPLETED IN the ANNUAL REPORT. QUARTER 2 three highest levels of management in compliance AND with a municipality’s approved employment equity SUBMITTED BY plan: People With Disabilities THE 31ST OF 5.10 The number of people from employment DECEMBER equity target groups employed in the 2018 three highest levels of management in compliance with a municipality’s approved employment equity plan: FEMALE TOP 5.11 The number of people from employment equity target groups employed in the three highest levels of management in compliance with a municipality’s approved employment equity plan: FEMALE SENIOR 5.12 The number of people from employment equity target groups employed in the three highest levels of management in compliance with a municipality’s approved employment equity plan: FEMALE MIDDLE

5.15. Interventions introduced to Number 96 97 Interventions 22 22 Direct link:PRG 5.9. Advise on Ways To Improve improve productivity, efficiency Interventions introduced by 30 June J Productivity Throughout The Municipality (all and effectiveness within the introduced 2019 to improve projects) municipality productivity, efficiency PRG 5.10 Drive organisational change and and effectiveness within efficiency interventions (all projects) the municipality

Organisation 5.9. Advise on Ways To 5.9.1. Measure productivity and Number N/A Implement 42 projects to 10 10 Directly linked to KPI 5.15. Interventions al Improve Productivity develop standards of performance measure productivity and J introduced to improve productivity, efficiency and Development Throughout The develop standards. effectiveness within the municipality and Change Municipality. Management

5.9.2. Improve business processes Number N/A Implement 16 projects to 4 4 Directly linked to KPI 5.15. Interventions improve business J introduced to improve productivity, efficiency and processes effectiveness within the municipality

5.9.3. Eliminate wastage of resources Number N/A Implement 1 project to 0 0 Directly linked to KPI 5.15. Interventions eliminate wastage A introduced to improve productivity, efficiency and effectiveness within the municipality

5.10 Drive organisational 5.10.1 Organisational Transformation Number N/A Implement 3 projects 0 0 Directly linked to KPI 5.15. Interventions change and efficiency and Efficiency Projects A introduced to improve productivity, efficiency and interventions effectiveness within the municipality

5.10.2. Monitor transformation and Number N/A Implement 3 projects to 0 0 Directly linked to KPI 5.15. Interventions efficiency projects including incentive monitor productivity A introduced to improve productivity, efficiency and bonus schemes effectiveness within the municipality Organisation al Development and Change Management

5.10 Drive organisational change and efficiency interventions

5.10.3 Undertake Office Automation Number N/A Implement 26 projects 7 7 Directly linked to KPI 5.15. Interventions services J introduced to improve productivity, efficiency and effectiveness within the municipality

5.10.4 Undertake organisational Number N/A Implement 4 change 1 1 Directly linked to KPI 5.15. Interventions architecture ,capacity building and management J introduced to improve productivity, efficiency and strategic change interventions. interventions effectiveness within the municipality

5.10.5 Undertake cost saving in Number N/A Implement 1 cost saving 0 0 Directly linked to KPI 5.15. Interventions terms of National Treasury Circular project A introduced to improve productivity, efficiency and No 82. effectiveness within the municipality

5.10.6 Implement ISO 9001: 2015 Number N/A Implement 1 project 0 0 Directly linked to KPI 5.15. Interventions quality management system A introduced to improve productivity, efficiency and effectiveness within the municipality

5.16 The Disabling Injury Ratio DIFR = 0.81 1,5 0 0 Indirect Link :5.12.1 Occupational Health Medical Frequency Ratio A Surveillance 5.12.2 Occupational Hygiene Baseline assessments5.12.3 Health and Safety Inspections programme5.12.4 Health and Safety Audits programme 5.12.5 Health and Safety training of contractors programme.

5.17 Provision of comprehensive Number 11394 Full provision of services 50 89 5.11.1 Overachieved due Direct Link: PRG 5.11 Reduce new HIV/AIDs preventative health programmes programmes to all Clusters per the J accomodating additional infections in the workplace to employees provided SDBIP projects for the depot based wellness 2018/19 financial year interventions

5.11.3 Overachieved due to accomodating additional depot based HCT requests

Healthy 5.11 Reduce new HIV/AIDs 5.11.1 Implementation of a Municipal- Number N/A 100 programmes 25 46 Overachieved due Directly linked to KPI 5.17. Provision of Human infections in the workplace wide Wellness Programme. implemented J accomodating additional comprehensive preventative health programmes to Capital / Safe depot based wellness employees and interventions productive 5.11.2 Peer Educator Training Number N/A 80 programmes 0 0 Directly linked to KPI 5.17. Provision of employees Programme implemented A comprehensive preventative health programmes to employees

5.11.3 HIV Counselling and Testing Number N/A 100 programmes 25 43 Overachieved due to Directly linked to KPI 5.17. Provision of (HCT) Progam implemented J accomodating additional comprehensive preventative health programmes to depot based HCT requests employees

5.12 Compliance with 5.12.1 Occupational Health Medical Number N/A 11000 staff tested 2750 3122 Overachieved due to Indirectly linked to KPI 5.16 The Disabling Injury Occupational Health and Surveillance J completion of additional Frequency Ratio Safety Legislation preplacement medicals 5.12.2 Occupational Hygiene Number N/A 170 assessments 42 46 Overachieved due to Indirectly linked to KPI 5.16 The Disabling Injury Baseline assessments conducted J completion of additional 2 Frequency Ratio yearly health risk assessments to ensure legal compliance 5.12.3 Health and Safety Inspections Number N/A 750 inspections 187 302 Over achieved due to high Indirectly linked to KPI 5.16 The Disabling Injury programme conducted J demand from client which Frequency Ratio was not part of the plan in this financial year

5.12.4 Health and Safety Audits Number N/A 330 audits conducted 82 99 More construction projects Indirectly linked to KPI 5.16 The Disabling Injury programmes J were audited due to number Frequency Ratio of incidents reported in some projects

5.12.5 Health and Safety training of Number N/A 220 contractors trained 55 57 Overachieved there were Indirectly linked to KPI 5.16 The Disabling Injury contractors programme. J more local based contractors Frequency Ratio than anticipated/ planned for. Plan 6A

Municipal name: EThekwini Municipality Plan 6A - A vibrant and creative city - the foundation for sustainability and social cohesion Plan Owner - Dumisani Bhengu Sector National SFA National Performance Indicator Programme Project Unit of Baseline Annual target Quarter 1 Target Quarter 1 Actual as at Indicator Reason For Variance Measures Taken to Comment Links KPA Treasury Ref (Output level only) measure for 2018/19 as at 30 30 September improve Performance No. September 2018/2019 2018/2019

Local Access and 6.1. Number of Number 1407 1364 activities 476 529 Due to the diverse nature of the Review the plans of Direct Link to PRG Economic Inclusivity opportunities reflecting Activities J work undertaken by the Unit, each of the sections to 6.1. Cultivating a Development the extent of access to various sections are drawn into see if this is in line with sense of active social upliftment partnerships by other depts (in the Unit strategy. citizenship activities to cultivate a addition to existing projects). Amend targets in sense of active Additionally, since this project 2018/19 MTAs citizenship speaks to offering diverse opportunities to our citizens, our mandate is to deliver on the services that our citizens request.

6.1. Cultivating 6.1.1 Provide Number N/A 1339 468 521 Due to the diverse nature of the Review the plans of Arts & Living Cultures - 1 activity; Durban Art Gallery - 6 activities; Local History Direct Link to a sense of citizens with a programmes/ J work undertaken by the Unit, each of the sections to Museum - 131activities; Parks, Leisure & Cemeteries - 58 activities; Libraries - 14 KPI:6.1. Number of active diverse range of activities various sections are drawn into see if this is in line with activities; Natural Science Museum - 311 activities opportunities citizenship opportunities for provided partnerships by other depts (in the Unit strategy. reflecting the extent of learning and addition to existing projects). Amend targets in access to social enrichment. Additionally, since this project 2018/19 MTAs upliftment activities to speaks to offering diverse cultivate a sense of opportunities to our citizens, our active citizenship mandate is to deliver on the services that our citizens request.

6.1.2 Establish and Number N/A 25 8 8 ALC - Zizezande Youth; NSM - Engagement session with NSCF Hub Team; NSM - L. Direct Link to KPI: maintain local, relationships J Richards - 2018 Joint BIMF-FBIP Forum; NSM - M. Mashao - Joint SPHNC & TDWG 6.1. Number of regional, national established Conference; NSM - N. Govender - Joint SPHNC & TDWG Conference; NSM - Z. opportunities and international and / or Mwelase - Joint SPHNC & TDWG Conference; Sports - High Performance reflecting the extent of relationships to maintained Conference; Sports - Leeds Programme access to social promote Global upliftment activities to Citizenship with cultivate a sense of special emphasis active citizenship being Africa

6.2. Number of Number 25 26 6 11 We partner with external Direct Link to PRG opportunities reflecting opportunities opportunities J stakeholders( KZNDSR and 6.2 Promoting healthy the extent of access to Federations) on the and active citizens sports development and implementation of some recreational programs programs. The department during the first quarter has planned to focus on five different codes.

6.2 Promoting 6.2.1 Facilitate Number N/A 20 5 10 We partner with external Coordinated u/15 Girls Festival, 2017/18 eThekwini games Finals between 10 Direct Link to KPI: healthy and sports development programmes J stakeholders( KZNDSR and Districts competing in team codes targeting U/20. Also coordinated Sailing and 6.2. Number of active citizens programmes linked within 20 Federations) on the Cycling as upcoming codes. opportunities to 20 sports codes codes implementation of some reflecting the extent of facilitated programs. The department access to sports during the first quarter has development and planned to focus on five recreational programs different codes.

6.2.2 Facilitate Number N/A 6 activities 1 1 Coordinated Women in Sport Seminar targeting junior athletes from 16 codes coming Direct Link to KPI: programmes that J from all municipal wards. 6.2. Number of provide recreational opportunities opportunities for reflecting the extent of mass participation access to sports for all citizens development and recreational programs

6.3. Projects Number 12 Projects 23 Projects 4 3 Direct Link to PRG implemented towards implemented implemented L 6.3 Ensure effective effective management of management of legislative requirements environmental goods to support effective and ecosystem green environment services. management. Plan 6A

6.3 Ensure 6.3.1 Develop and Number N/A 4 activities 1 1 The Parks, Leisure and Cemeteries department was successful in having eight (8) of Direct Link: KPI 6.3. effective Review J its Nature Reserves namely Burman Bush Nature Reserve, Mariannwood Nature Projects implemented management of Management and Reserve, New Germany Nature Reserve, Paradise Valley Nature Reserve, Pigeon towards effective environmental Master Plans for Valley Nature Reserve, the Silverglen Nature Reserve, Springside Nature Reserve management of goods and Conservation sites and The Virginia Bush Nature Reserve officially declared and proclaimed as protected legislative ecosystem areas by the MEC: Economic Development, Tourism and Environmental Affairs with requirements to services effect from the date of publication, 23 August 2018 as per the kwaZulu-Natal Nature support effective Conservation Board: Protected Areas. green environment management.

6.3.2 Develop and Number N/A 4 activities 1 1 July 2018 – Durban Botanic Gardens staff are continuing with innovations in plant and Direct Link: KPI 6.3. manage an Urban J tree labeling putting on signs with the accession number, qualifier, botanical name Projects implemented Forestry and location codes; Parks District 9 removed an alien syringe tree interfering with towards effective Programme in line Telkom cables and slightly falling at 27-29 Woodstine Road, Reservoir Hills. management of with the City's legislative Greening Strategy requirements to support effective green environment management. 6.3.3 Engagement Number N/A 8 activities 2 0 No Reporting Direct Link: KPI 6.3. with relevant L Projects implemented stakeholders on towards effective issues of management of sustainable land legislative practices requirements to support effective green environment management.

6.3.4 Conducting Number N/A 2 papers 0 1 Due to the nature of the Natural Review the plans of D. Allan - Durban Bay Counts from July - Sept 2018 Direct Link: KPI 6.3. primary research, submitted to J Science Museum, researchers each of the sections to Projects implemented and disseminating peer-reviewed are drawn into research see if this is in line with towards effective this to the broader scientific projects by other depts & the Unit strategy. management of scientific journals; 3 stakeholders (in addition to Amend targets in legislative community. survey reports; existing projects) who require 2018/19 MTAs requirements to 1 edition of the expert input. support effective Durban Natural green environment Science management. Museum Novitates

6.4. Number of socio- Number 71 initiatives 74 initiatives 18 15 Some programmes requiring If schedules allow, then Direct Link: PRG 6.4 cultural empowerment L budget could not be undertaken programmes that could Create Empowerment initiatives in Q1 due to the delay in not be undertaken Opportunities in Arts, approval of the Reports to whilst waiting for project Culture and Heritage Committee which resulted in approval will be some programmes being undertaken during the PRG 6.5 Create and cancelled, as project authority course of the financial promote an was not obtained. It should be year. environment that noted that reports were encourages economic submitted timeously by the line activity for arts and dept, but the delay was on the culture approvals side

To develop 6.4 Create 6.4.1 Facilitation of Number N/A 16 activities in 4 0 Some programmes requiring If schedules allow, then Direct Link KPI 6.4. fundamental Empowerment interactive this financial L budget could not be undertaken programmes that could Number of socio- social Opportunities in programmes to year in Q1 due to the delay in not be undertaken cultural empowerment infrastructure Arts, Culture support economic approval of the Reports to whilst waiting for project initiatives for economic and Heritage empowerment Committee which resulted in approval will be participation some programmes being undertaken during the and socio- cancelled, as project authority course of the financial cultural was not obtained. It should be year. empowermen noted that reports were t submitted timeously by the line dept, but the delay was on the approvals side

6.4.2 Implement Number N/A 30 7 8 Due to the diverse nature of the Review the plans of D. Allan - Taxonomy Lecture; L. Richards - NSM Field Volunteer Programme; ALC - Direct Link KPI 6.4. programmes to programmes J work undertaken by the Unit, each of the sections to Cikoza Mkhumbane - Arts Showcase 15 September 2018; Engonyameni Cultural Number of socio- create opportunities various sections are drawn into see if this is in line with Showcase 24 September 2018; Hambanathi Artists Workshop 31 August 2018; cultural empowerment in arts culture, parks partnerships by other depts & the Unit strategy. National Arts Festival Grahamstown 28 - 08 July 2018; Swelihle Secondary - Talent initiatives and heritage stakeholders (in addition to Amend targets in Search 13 September 2018; ZIZEZANDE YOUTH DEV existing projects). Additionally, 2018/19 MTAs since this project speaks to creating opportunities within various sectors, the more of these that are implemented ensures that we are able to uphold our mandate, to deliver on the services that our citizens request. Plan 6A

6.4.3 Development Number N/A 24 activities 6 6 As from July 2018, Durban Botanic Gardens is offering an ideal platform and many Direct Link KPI 6.4. of community J resources to allow students to gain experience for horticulture students. This is a Number of socio- gardens / Durban Botanic Gardens Unisa Contact course hand-on practical learning opportunity cultural empowerment aquacultural fish for the students to conceptualize theoretical learning covered during their diploma initiatives ponds and plant programme and apply it practically; 18 July 2018 - Mandela Day involved in Kwa- nurseries Mashu Crèche, assisted with planting vegetable seedlings with the Head: PRC, Mr Thembinkosi Ngcobo; 17-19 August 2018 - The Agro-ecology Section at Newlands hub was involved with the SMME show at Bridge City and brought farmers with their fresh produce to display, sell and market their produce to the SMME viewers. Together with the farmers, we won first place and each farmer received R20 000.00; 22 August 2018 – Durban Botanic Gardens hosted 34 Grade 6 learners from Tholamandla Primary School for introduction to permaculture methods of gardening, maintaining food forest garden, mulching, weeding and maintaining of plants; 07 – 09 September 2018 - The eThekwini Municipality Parks, Leisure & Cemeteries Department recently participated in the 2018 Witness Garden Show which is hosted and managed jointly between The Royal Agricultural Society of Natal and Lonehill Trading – the publishing company run by Tanya Visser of The Gardener magazine and TV show. The show was held at the Royal Show Grounds in Pietermaritzburg and ran between the 7th September 2018 and 9th September 2018. The show is the biggest of its kind in South Africa and is the annual highlight for gardening enthusiasts. This year’s Garden Feature theme was “Articulture” which left for an interpretation of the link between plants and art.

6.5 Create and 6.5.1 Develop and Number N/A 4 plans 1 1 Plan submitted Direct Link KPI 6.4. promote an evaluate plans to developed / J Number of socio- environment support the creative evaluated cultural empowerment that encourages industry. initiatives economic activity for arts and culture

6.5. Implementation of % 39,41% Full 27,5% 27,5% Direct Link: PRG 6.6 strategic social implemented implementation J Strategic Social infrastructure of the scoial infrastructure and development linked to infrastructure legacy projects the Parks, Recreations & and legacy Culture Unit programme.

6.6. Strategic 6.6.1. Plan and % N/A Meet 30% 30% Direct Link KPI 6.5. Social execute National milestones for J Implementation of infrastructure Liberation Heritage annual project strategic social and legacy Route plans. infrastructure linked to projects the Parks, Recreations & Culture Unit

6.6.2 Plan and % N/A Meet 25% 25% Direct Link KPI 6.5. execute eThekwini milestones for J Implementation of Living Legends annual project strategic social plans. infrastructure linked to the Parks, Recreations & Culture Unit

6.6.Develop, review, Number 22 20 5 5 Direct Link: PRG 6.7 implement or report on mechanisms / mechanisms / J Preservation and collections management plans plans Management of mechanisms to address developed, developed, Heritage Assets the Preservation and reviewed, reviewed, Management of Heritage implemented; implemented; Assets reported on reported on 6.7 6.7.1 Developing Number N/A 20 5 5 DAG Collections Acquisitions Report; NSM Collections Report; Libraries Collections Direct Link KPI Preservation collections mechanisms / J Development; LHM Collections Report; PLC Collections Management Report 6.6.Develop, review, and management plans implement or report Management of mechanisms to developed, on collections Heritage Assets address the reviewed, management preservation and implemented; mechanisms to management of reported on address the heritage assets Preservation and Management of Heritage Assets Municipal name: EThekwini Municipality SDBIP: 2018-19 Plan 6B - Stadia Facilities Unit Plan Owner - Dumisani Bhengu National KPA SFA National Performance Programme Project Unit of Baseline Annual target for Quarter 1 Quarter 1 Indicator Reason For Variance Measures Taken to Links Treasury Indicator (Output measure 2018/19 Target as Actual as at improve Performance Ref No. level only) at 30 30 September September Local Sustainable N/A 6.7. Create and Percentage New KPI - No Achievement of 2018/201938% 38.94%2018/2019 Guest relations officers are working Direct link :PRG6.8 Economic management of promote an baseline targets for all J hard to ensure that all customers who Create and promote an Development stadia for socio- environment that related projects visit the MMS are satisfied with the environment that (LED) economic encourages socio- levels of service and expertise provided. encourages socio- empowerment economic This results in customers completing economic empowerment empowerment the retail and attractions survey and (all projects) scoring each attraction positively which results in the over achievement.

6.8 Create and 6.8.1 Number of job Number N/A 10000 jobs created 2500 1904 Lack of event content at Moses MMS is only a venue, and Direct Link : KPI 6.7. promote an opportunities created L Mabhida Stadium. MMS not being in is not in control of event Create and promote an environment that control of the current economic climate content. MMS has sourced environment that encourages socio- which has a bleak outlook, Historically the authority from council to encourages socio- economic MMS had procured all Security, Medical go about and offer more economic empowerment empowerment and Safety related component s for an cost effective and attractive event which had a major impact when rates to potential clients reporting employment opportunities and customers. This may created on the EPMA system. Relating improve the number of to Soccer and after the Kaizer Chiefs events hosted at MMS and Incident it was determined that PSL assist with increasing the should employ all Security, Medical and job opportunities created. Safety Personnel and also be liable for any transgressions that may arise. This has had a direct impact on the number of job opportunities that MMS is able to create within a financial year.

6.8.2 Design, plan, Percentage N/A Commercial 25% 25% Direct Link : KPI 6.7. develop & implement a business strategy J Create and promote an commercial business implemented environment that strategy to sustain and encourages socio- enhance income economic empowerment generation

6.8.3 Plan, develop and Percentage N/A Engagement tool 30% 30% Direct Link : KPI 6.7. implement an engagement for partnerships J Create and promote an tool for mutually beneficial implemented & 3 environment that partnerships that partnerships in encourages socio- demonstrates social place. economic empowerment interaction

6.8.4 Develop a Percentage N/A Comprehensive 25% 25% Direct Link : KPI 6.7. comprehensive events events J Create and promote an management strategy for management environment that the Unit strategy for the unit encourages socio- developed. economic empowerment

6.8.5 Undertake Event Percentage N/A 85% customer 85% 95.73% Guest relations officers are working Direct Link : KPI 6.7. Impact and customer satisfaction level J hard to ensure that all customers who Create and promote an satisfaction assessments visit the MMS are satisfied with the environment that levels of service and expertise provided. encourages socio- This results in customers completing economic empowerment the retail and attractions survey and scoring each attraction positively which results in the over achievement. Local Sustainable Economic management of Development stadia for socio- (LED) economic empowerment

6.8 Stadia Percentage New KPI - No 100% 30% 30% Dicet Link :PRG6.9 Infrastructure baseline implementation of J Stadia Infrastructure asset phase 1 of the asset management (all management project Projects)

6.9 Stadia 6.9.1To implement the Percentage N/A 100% 30% 30% Direct Link : KPI 6.8 Infrastructure asset infrastructure upgrade implementation of J Stadia Infrastructure management program for the Moses phase 1 of the asset management Mabhida Stadium project (Completion of phase 1 of 3) 6.9.2 To implement the Percentage N/A 100% 30% 30% Direct Link : KPI 6.8 infrastructure renovation implementation of J Stadia Infrastructure program for the phase 1 of the asset management Mpumalanga Stadium project Municipal name: EThekwini Municipality SDBIP: 2018-19 Plan 7A - Good Governance and Responsive Local Government Plan Owner - Sipho Cele Sector National KPA SFA National Performance Indicator Programme Project Sub-project Unit of Baseline Annual target for Quarter 1 Quarter 1 Indicator Reason For Variance Measures Taken to Comments Links Treasury (Output level only) measure 2018/19 Target as at Actual as at improve Performance Ref No. 30 30 September September 2018/2019 2018/2019

Good Ensure 7.1. Number of Number 142 156 agreements/ 39 61 7.1.1. There was a request to implement one more Direct Link to PRG Governance accessibility and international projects that J Ambassadorial programme due to Celebrate Durban. and Public promote agreements and enhance 7.1.4 This is in consideration of all joint programmes or 7.1. Promote co-operative international and inter- Participation governance projects, events and Municipal service projects undertaken by client units within the Municipal governmental relations (All projects) protocol projects and delivery during system - Given that IGR is the voice of cooperative intergovernmental 2018/19 governance wherein all co-ordinated efforts are agreements and recognised. projects that enhance 7.1.5. In the recent past , we had received the requests Municipal service from the neighbouring municipalities that we share delivery. boundaries to interact in a range of areas. The concept plan had to be developed in order to streamline the cooperation. 7.1.6 More events were done in the 1st quarter as dates of programmes were broughtforwrd and additional projects were approved. many of the programme and projects we undertake are with international and national projects and we usually deal with local organising teams which are outside organisations. We therefore have no control over dates and timing of these events. Whilst most projects proceed as planned some dates are changed from time to time by the outside orgaisations. This time round it is mainly because of the coming festive season and the unavailability of delegates during this period.

7.1. Promote co- 7.1.1. Implement co-operative Number N/A 40 projects 10 11 There was a request to implement one more Direct Link to KPI operative international relations programmes that Implemented J Ambassadorial programme due to Celebrate Durban. international and mobilises financial and knowledge 7.1. Number of international agreements and inter- exchange that supports capacity of staff projects, events and protocol projects and governmental and office bearers to deliver on the intergovernmental agreements and projects that relations Integrated Development Plan. enhance Municipal service delivery.

7.1.2. Implement co-operative Number N/A 40 projects 10 12 The nature of our work includes liaising with other Direct Link to KPI Africa/NEPAD programmes that mobilises Implemented J spheres of government and municipal line departments financial and knowledge exchange that require our involvement in executing programme and 7.1. Number of international agreements and supports capacity of staff and office projects. projects, events and protocol projects and bearers to deliver on the Integrated intergovernmental agreements and projects that Development Plan. enhance Municipal service delivery.

7.1.3. Implement an integrated Number N/A 33 Projects 8 8 Direct Link to KPI intergovernmental relations programme Implemented J that mobilises resources, policy 7.1. Number of international agreements and alignment and knowledge exchange that projects, events and protocol projects and benefits all stakeholders. intergovernmental agreements and projects that enhance Municipal service delivery.

7.1.4 Facilitate implementaion of Number N/A 11 project 3 15 This is in consideration of all joint programmes or Evidence is on all Direct Link to KPI initiatives arising from Aerotropolis, Port implemented J projects undertaken by client units within the Municipal Integovernmental and N3 Freight Route Development system - Given that IGR is the voice of cooperative Relations Institutional 7.1. Number of international agreements and Projects between eThekwini Municipality, governance wherein all co-ordinated efforts are Arrangements that are projects, events and protocol projects and State Owned Enterprises and Spheres of recognised. in place in eThekwini intergovernmental agreements and projects that Government. enhance Municipal service delivery.

7.1.5. To forge and facilitate co-operation Number N/A 7 projects 2 3 7.1.5. In the recent past , we had received the requests The registers are in Direct Link to KPI with South African Local Government implemented J from the neighbouring municipalities that we share office for inspection Association, South African Cities boundaries to interact in a range of areas. The concept 7.1. Number of international agreements and Network, Chapter 9 Institutions and plan had to be developed in order to streamline the projects, events and protocol projects and International organised local government cooperation. intergovernmental agreements and projects that partners and bodies. enhance Municipal service delivery.

7.1.6 Co ordinate all International Number N/A 25 projects 6 12 More events were done in the 1st quarter as dates of Direct Link to KPI receptions and protocol for International implemented J programmes were broughtforwrd and additional projects and Intergovernmental Relations were approved. 7.1. Number of international agreements and programmes many of the programme and projects we undertake are projects, events and protocol projects and with international and national projects and we usually intergovernmental agreements and projects that deal with local organising teams which are outside enhance Municipal service delivery. organisations. We therefore have no control over dates and timing of these events. Whilst most projects proceed as planned some dates are changed from time to time by the outside orgaisations. This time round it is mainly because of the coming festive season and the unavailability of delegates during this period. 7.2. Customer Percentage 96 100% customer 25% 0% No Reporting Done Direct Link to Project satisfaction based on satisfaction for the L 7.2.3.1 Implementation of the Mystery Shopper the mystery shopper financial year Programme programme Indirect Link to Projects

7.2.1.1 Facilitate the provision of integrated training on customer care

7.2. Implement 7.2.1 Implementation of the customer 7.2.1.1 Facilitate the Percentage N/A 100% 20% 0% Reasons for project delay: 1) accreditation is 1. Requested documents Awaiting Public Service Indirect Link to KPI a Customer relations management strategy. provision of integrated implementation of L dependent on PSETA processes. 2) Limited have been submitted to Seta(PSETA) Relations training on customer care the project plan qualified Assessors and Moderators in the field of PSETA. 2. in a process of acreditation of training 7.2. Customer satisfaction based on the mystery Management Public Administration within EMA. 3) Documents requesting for a moderator modules and shopper programme Strategy and requested by PSETA which were not stipulated on the with expertise and Moderators. Customer Care accreditation application package. registered with PSETA. 3. Policy Timelines: 22/10/2018 to 21/11/2018

7.2.2 Implementation of the Customer 7.2.2.1 Facilitate the Percentage N/A 100% 25% 15% 4 Units heads meetings were rescheduled due to To conistently make follow 3 Meetings were Indirect Link to KPI Relations Management Policy implementation of Customer implemenation of L various urgent matters arises and moved within October ups with Secretaries and achieved with Units Service Standards and the project plan month emphasis on urgency ad Heads and 1 Workshop 7.2. Customer satisfaction based on the mystery Charter importance of meeting held with Councillor shopper programme support Committee

7.2.3 Implementation of the Municipal 7.2.3.1 Implementation of the Percentage N/A 100% percent 25% 0% Direct Link to KPI Wide Customer Satisfaction Programme Mystery Shopper Programme Implementation of L the programme 7.2. Customer satisfaction based on the mystery shopper programme

7.2.3.2 Implementation of Number N/A Implementation of 0 0 1. CSQ sites with Direct Line connection to Florence 1. CSQ sites with Direct Indirect Link to KPI Customer Satisfaction the project plan for A Mkhize Building (FMB) identified by IMU – task Line connection to Programme in identified 5 Centres completed Florence Mkhize 7.2. Customer satisfaction based on the mystery centres Building (FMB) shopper programme identified by IMU – task completed

7.2.4 Determine and implement a capital 7.2.4.1Additions\alterations Percentage N/A Additions/ 25% 25% Proformas submitted on Indirect Link to KPI programme to upgrade existing centres at 3 centres alterations at 3 J 16/08/18 and approved and planning for new centre in areas centres completed by Accountant on 7.2. Customer satisfaction based on the mystery where needed 11/09/18 shopper programme

7.2.4.2 Planning for a new Percentage N/A Planning for a new 25% 25% project is still in Indirect Link to KPI centre at Umlazi centre at Umlazi J formative stage - could completed take between 3-5 years 7.2. Customer satisfaction based on the mystery shopper programme

7.3. Number of Number 521 675 interventions 70 97 7.3.4.1.More requests were received from NGOs Direct Link to PRG interventions to to encourage J 7.3.8.1 Participation in Provincial Government encourage effective effective public programmes and Partnership with NGOs 7.3. Create integrated mechanisms, processes and public participation in participation in 7.3.8.2 More requests were recieved from NGOs procedures for citizen participation (all projects) Council activities Council activities 7.3.9.1 There were lot of programmes during August for 2018/19 Month and Partnership with Provincial government 7.3.9.2 There were lot of programmes during August Month and Partnership with Provincial government 7.3.10.1 More requests were recieved from Wards

7.3. Create 7.3.1. Facilitate Grant in Aid distribution 7.3.1.1 Allocate and Number N/A 100 grant 0 0 Direct Link to KPI integrated distribute Sundry Grant as distribution to A mechanisms, directed by council. qualifying 7.3. Number of interventions to encourage effective processes and organisations public participation in Council activities procedures for citizen 7.3.1.2 Allocate Adhoc Number N/A 6 organisations 0 0 Direct Link to KPI participation Grant upon request as per A policy 7.3. Number of interventions to encourage effective public participation in Council activities

7.3.2 Capacitate Community Based 7.3.2.1 Provide GIA Number N/A 18 Workshops 0 0 Direct Link to KPI Structures workshops to NPOs and A beneficiaries 7.3. Number of interventions to encourage effective public participation in Council activities

7.3.3 Facilitate reviews of Community 7.3.3.1 Review Vulnerable Number N/A Produce and 0 0 Direct Link to KPI Participation Unit Policies Groups Policy submit draft A Vulnerable 7.3. Number of interventions to encourage effective Groups Policy public participation in Council activities

7.3.3.2 Launch and Adopt Number N/A Produce and 0 0 Direct Link to KPI Youth Policy submit draft Youth A Policy 7.3. Number of interventions to encourage effective public participation in Council activities

7.3.3.3 Develop Traditional Number N/A Consult and adopt 0 0 1 Final draft to be Direct Link to KPI Leadership Policy Traditional A submitted to Leadership Policy Committees for 7.3. Number of interventions to encourage effective approval public participation in Council activities 7.3. Create integrated mechanisms, processes and procedures for citizen participation

7.3.3 Facilitate reviews of Community Participation Unit Policies

7.3.3.4 Review Community Number N/A Produce first draft 0 0 The process has Direct Link to KPI Participation Policy of reviewed A commenced with Community source documents 7.3. Number of interventions to encourage effective Participation collected, TOR's public participation in Council activities Policy developed and task team meetings held. 7.3.3.5 Develop Draft Number N/A Produce first Draft 0 0 Direct Link to KPI Poverty Aleviation Policy of Poverty A Alleviation Policy 7.3. Number of interventions to encourage effective public participation in Council activities

7.3.4. Faciliate empowerment 7.3.4.1. Awareness Number N/A 17 Awareness 4 11 Direct Link to KPI programmes for Traditional structures programmes for 17 programmes J traditional councils 7.3. Number of interventions to encourage effective public participation in Council activities

7.3.5 Facilitate implementation of 7.3.5.1. Review of ward Number N/A 100 ward 0 0 16 Direct Link to KPI Community Based Planning development plans development A plans reviewed 7.3. Number of interventions to encourage effective public participation in Council activities

7.3.6. Create platforms for stakeholder 7.3.6.1. Hold Masakhane Number N/A 36 Masakhane 9 4 Approval of implementation was recieved on the 29 To be prioritised in the next The target will be Direct Link to KPI engagements Roadshows roadshows held L september quarter achieved in the next quarter 7.3. Number of interventions to encourage effective public participation in Council activities

7.3.6.2 Support Mayoral Number N/A 12 Mayoral 0 0 Direct Link to KPI izimbizo on IDP and budget Izimbizo Held on A roadshows IDP and Budget 7.3. Number of interventions to encourage effective roadshows public participation in Council activities

7.3.6.3. Provide support to Number N/A Provide support to 0 0 17 Direct Link to KPI ward based intervention 50 ward based A programmes programmes 7.3. Number of interventions to encourage effective public participation in Council activities

7.3.6.4 Facilitate Number N/A 10 different 0 0 Direct Link to KPI Participation of Stakeholders stakeholders A in the Budget and IDP facilitated 7.3. Number of interventions to encourage effective Roadshows public participation in Council activities

7.3.6.5. Facilitate Number N/A 20 Engagements 5 5 Direct Link to KPI engagement of traditional of traditional J leaders in government leaders facilitated 7.3. Number of interventions to encourage effective programmes public participation in Council activities

7.3.6.6 Facilitate voter Number N/A 60 voter education 0 0 Direct Link to KPI education programme programmes A facilitated 7.3. Number of interventions to encourage effective public participation in Council activities

7.3.7 Facilitate implementation of 7.3.7.1 Increase Soup Number N/A 18 additional soup 0 0 Direct Link to KPI Poverty Alleviation Programme kitchen sites kitchens A 7.3. Number of interventions to encourage effective public participation in Council activities

7.3.7.2 Identify and Support Number N/A 12 Community 0 0 5 Community gardens identified and supported due to Direct Link to KPI Community gardens to gardens identified A positive response during consultation phase some work supply Soup Kitchens and supported was undertaken 7.3. Number of interventions to encourage effective public participation in Council activities

7.3.7.3 Identify and Support Number N/A 20 One Home 5 2 The project is seasonal and buy in is required from the Two will be done in the next Direct Link to KPI One Home One garden for One Garden L participants quarter and One in the third Soup Kitchen beneficiaries identified and quarter in inorder to fill the 7.3. Number of interventions to encourage effective supported gap public participation in Council activities

7.3.8 Facilitate and Support Vulnerable 7.3.8.1 Facilitate and Number N/A 75 Projects 18 29 Intensified Participation in Provincial Government Direct Link to KPI groups Programmes Support for Vulnerable facilitated and J programmes and Partnership with NGOs Groups(Children, Elderly & supported 7.3. Number of interventions to encourage effective Disability) Projects public participation in Council activities

7.3.8.2 Undertake Number N/A 36 Empowerment 9 11 More requests were recieved from NGOs Direct Link to KPI Vulnerable Groups Programmes J Empowerment programmes undertaken 7.3. Number of interventions to encourage effective (Children, Elderly & public participation in Council activities Disability) 7.3.9 Facilitate and Support Gender 7.3.9.1 Facilitate and Number N/A 28 Projects 7 12 There were lot of programmes during August Month and Direct Link to KPI Programmes Support Gender Awareness facilitated and J Partnership with Provincial government Projects supported 7.3. Number of interventions to encourage effective public participation in Council activities

7.3.9.2 Undertake Gender Number N/A 12 Empowerment 3 9 There were lot of programmes during August Month and Direct Link to KPI Empowerment Programmes Programmes J Partnership with Provincial government undertaken 7.3. Number of interventions to encourage effective public participation in Council activities

7.3.10 Facilitate and Support Youth 7.3.10.1 Facilitate and Number N/A 28 Projects 7 11 More requests were recieved from Wards Direct Link to KPI Development Programmes Support Youth Development facilitated and J Projects supported 7.3. Number of interventions to encourage effective public participation in Council activities 7.3. Create integrated mechanisms, processes and procedures for citizen participation

7.3.10 Facilitate and Support Youth Development Programmes

7.3.10.2 Undertake Youth Number N/A 12 Empowerment 3 3 Direct Link to KPI Empowerment Programmes Programmes J undertaken 7.3. Number of interventions to encourage effective public participation in Council activities

7.4. No. of Number 11 Maintain 11 11 11 Direct Link to KPI communication tools communication J 7.4.2.Maintain existing communication tools maintained in line with tools during the the Adopted financial year Indirect Link to Projects Communication Strategy and Policy in order to 7.4.1 Implement the annual communication and provide facilities for the marketing plan Municipality to 7.4.3 Implement Municipal media relations plan communicate internally and externally

7.4. Effectively 7.4.1. Implement the annual Percentage N/A 100% 30% 30% The information is Indirect Link to KPI communicate the communication and marketing plan implementation of J available at the programmes and plan Communications Unit 7.4. No. of communication tools maintained in line policies of the with the Adopted Communication Strategy and eThekwini Policy in order to provide facilities for the Municipality to the Municipality to communicate internally and full range of externally audiences, both internally and 7.4.2. Maintain existing communication Number N/A Maintain 11 tools 11 11 J The information is Direct Link to KPI externally. tools available at the Communications Unit 7.4. No. of communication tools maintained in line with the Adopted Communication Strategy and Policy in order to provide facilities for the Municipality to communicate internally and externally 7.4.3. Implement Municipal media Percentage N/A 100% 30% 30% The information is Indirect Link to KPI relations plan implementation of J available at the identified tools Communications Unit 7.4. No. of communication tools maintained in line with the Adopted Communication Strategy and Policy in order to provide facilities for the Municipality to communicate internally and externally 7.5. Implementation of Percentage 100 100% 23,75% 23,75% Direct Link to Projects identified systems, implementation of J policies, events and 4 identified 7.5.1. Establishment of a New Council Chamber services to promote the projects and Ancillary Facilities interface between 7.5.2 Development and Implementation of Ward Council, the Committee Operational Plans Administration and the 7.5.3 Empowerment of Ward Committees on Citizenry. Municipal Processes 7.5.4. Municipal wide Records Management

Create an 7.5 Establish and 7.5.1. Establishment of a New Council Percentage N/A 100% 25% 25% Direct Link to KPI efficient, implement Chamber and Ancillary Facilities implementation of J effective and projects, the Action Plan 7.5. Implementation of identified systems, policies, accountable programs and events and services to promote the interface administration services in between Council, the Administration and the accordance with Citizenry. Good Governance objectives and the 7.5.2. Development and Implementation Percentage N/A 100% 25% 25% In this quarter July to Direct Link to KPI Unit's Business of Ward Committee Operational Plans implementation of J September 2018 there Plan so as to the Action Plan has been ongoing 7.5. Implementation of identified systems, policies, enhance engagements with events and services to promote the interface efficiency, Ward Committees, between Council, the Administration and the accountability,acc discussing and Citizenry. essibility and the formalising the draft interface between 7.5.3 Empowerment of Ward Percentage N/A 100% 25% 25% Evidence available for Direct Link to KPI Council, the Committees on Municipal Processes implementation of J viewing in the file in Administration the Action Plan Secretariat Department 7.5. Implementation of identified systems, policies, and the Citizenry events and services to promote the interface between Council, the Administration and the Citizenry.

7.5.4. Municipal wide Records Percentage N/A Implemented as 20% 20% Direct Link to KPI Management per Action Plan J 7.5. Implementation of identified systems, policies, events and services to promote the interface between Council, the Administration and the Citizenry.

GG2.11 7.6 Percentage of ward Percentage New KPI - 60% (66 Wards ) 20% 0% No Reporting Done Indirect Link: committees with 6 or Baseline that would L more ward committee being maintain a 7.5.2. Development and Implementation of Ward members (excluding the determine composition of 6 Committee Operational Plans ward councillor) (GG d Members and 2.11 ) more Create an efficient, effective and accountable administration

GG2.12 7.7 Average number of Number New KPI - 120 meetings (30 30 meetings 0 No Reporting Done Indirect Link: councillor-convened Baseline meetings per L community meetings per being quarter) 7.5.2. Development and Implementation of Ward ward (GG 2.12 ) determine Committee Operational Plans d

GG4.11 7.8 Number of agenda Number New KPI - 12 agenda items 3 0 No Reporting Done Indirect Link: items deferred to the Baseline deferred to the L next council meeting being next council 7.5.4. Municipal wide Records Management (GG 4.11) determine meeting d

7.9 Provide strategic Percentage 100 100 % 30,63% 30,63% Direct Link to PRG management and co- implementation of J ordination support to the SDBIP projects for 7.6 Provide strategic management and co- Mayor's office. the financial year ordination support to the Mayor's office

GG3.12 7.10 Percentage of Percentage New KPI - 100% decleration 100% 0% No Reporting Done councillors who have Baseline of financial L declared their financial being interest interests (GG 3.12) determine d

7.6 Provide 7.6.1 Coordinate the Mayor's statutory Percentage N/A To monitor 25% 25% Direct Link to KPI strategic obligations in terms of preparation, performance of J management and implementation and monitoring of the IDP the Municipal 7.6. Provide strategic management and co-ordination and the budget. Manager and coordination support to the the Mayor's office support to the members of Mayor's officer EXCO. Public Participation sessions in relation to the annual budget, IDP and SDBIP.

7.6.2 Coordinate the strategic sessions Percentage N/A Legotla 1:IDP 10% 10% Direct Link to KPI with the administration and monitoring of ,SDBIP and J the implementation of the strategy Budget issues 7.6. Provide strategic management and Legotla 2: Mid coordination support to the the Mayor's office Term Reviews of performance

7.6.3 Coordinate the Mayor's interaction Percentage N/A 100% 25% 25% Direct Link to KPI with strategic interests groups, including implementation of J Gender and vulnerable groups. the annual unit 7.6. Provide strategic management and plan. coordination support to the the Mayor's office

7.6.4 Implement youth development Percentage N/A 100% 25% 25% Direct Link to KPI programmes and provide services that implementation of J are relevant and beneficial to the youth the annual unit 7.6. Provide strategic management and and Mainstream issues of youth plan. coordination support to the the Mayor's office development

7.6.5 Coordinate civic and ceremonial Percentage N/A Development and 25% 25% Direct Link to KPI functions of the Mayor. 100% J Implementation of 7.6. Provide strategic management and the events coordination support to the the Mayor's office calender. 7.6.6 Support the military veterans in Percentage N/A Access to income 10% 10% Direct Link to KPI terms of their needs as guided by the generating J military veterans act projects targeted 7.6. Provide strategic management and at military coordination support to the the Mayor's office veterans and social benefits Create an efficient, effective and accountable administration

7.6.7 Address social ills at ward level Percentage N/A Engaging sister 25% 25% Direct Link to KPI through war rooms and rapid response department and J other spheres of 7.6. Provide strategic management and government to coordination support to the the Mayor's office intervene in addressing social needs. Respond to all protest in the eThekwini municipality region.

7.6.8 Focus on the Mayor's Percentage N/A Preparing 100% 100% Direct Link to KPI communications strategy and analyse speeches for J political decisions in order to decide on major public 7.6. Provide strategic management and the decisions to be publicised events/ functions coordination support to the the Mayor's office in order to ensure the communication approach is capable of addressing the target audience. Organise media briefings, issue statements and choose appropriate media to communicate decisions, activities and other matters needing media coverage Municipal name: EThekwini Municipality SDBIP: 2018-19 Plan 7B - Good Governance and Responsive Local Government Plan Owner - Sipho Nzuza Sector National KPA SFA Nationa Performance Programme Project Sub-project Unit of Baseline Annual target for Quarter 1 Quarter 1 Indicator Reason For Variance Measures Taken to Comments Links l Indicator (Output measure 2018/19 Target as at Actual as at improve Performance Treasur level only) 30 30 y Ref September September No. 2018/2019 2018/2019

Good Create an 7.11 Percentage Percentage 98,94 93.33% 25% 20,86% 7.7.2 Staff need to be Direct Link to PRG Governance efficient, implementation of implementation of L skilled on report writing 7.7. Create a clean and accountable and Public effective and the anti-corruption the anti-corruption organisation Participation accountable and human rights and human rights administration programme programme during Indirect Link: KPI 2018/19 7.12 Number of active suspensions longer than three months (GG 5.11 )

GG5.11 7.12 Number of Number New KPI - Currently being 0 0 Indirect Link to KPI active suspensions Baseline determined A 7.11 Percentage implementation of longer than three being the anti-corruption and human rights months (GG 5.11 ) determine programme d

7.7. Create a clean 7.7.1 Provide effective forensic Number N/A 420 cases resolved 105 138 The team is trying to push Reports are outstanding, a Direct Link to KPI and accountable investigations during the year J the backlog cases. team has been established to organisation deal with the reports 7.11 Percentage implementation of the anti-corruption and human rights programme

7.7.2 Infrastructure Theft Number N/A 156 cases resolved 39 5 Staff need to be skilled on A team has been Direct Link to KPI Investigations during the year L report writing established to deal with the reports 7.11 Percentage implementation of the anti-corruption and human rights programme

7.7.3. Promotion of human rights Percentage N/A 80% 25% 26,51% 1. Unit received lot of Direct Link to KPI and good governance principles implementation of J requests from different within the eThekwini Municipal the projects in the stakeholders to partake in 7.11 Percentage implementation of area Human Rights and proactive programmes. the anti-corruption and human rights Good Governance programme Programme Indirect Link: KPI

7.12 Number of active suspensions 7.13 Percentage of Percentage 97,00% 90% audit projects 15% 19% Attributable to carry- Directlonger thanLink threeto Project months (GG 5.11 ) audit projects undertaken as per J forwards audits from 72.2.1. Undertake Internal Audits as undertaken as per plan for 2018/19 2017/2018 annual plan approved by the Audit Committee. plan approved by conducted and completed the Audit Committee in Quarter 1. Indirect Link to Projects to determine the 72.2.2. To ensure quaility internal adequacy of internal audit services by measuring the controls designed to audit committeessatiesfaction mitigate against identified risks 72.2.3. To monitor the implementation of the recommendations by management

7.8. Mobilise 7.8.1 Undertake Internal Audits Percentage N/A 90% of audits per 15% 19% Attributable to carry- Direct Link to KPI integrated risk as approved by the Audit approved plan J forwards audits from assurance to Committee. completed 2017/2018 annual plan 7.13 Percentage of audit projects strengthen conducted and completed undertaken as per plan approved by administrative in Quarter 1. the Audit Committee to determine governance in pursuit the adequacy of internal controls of efficient, effective designed to mitigate against service delivery with identified risks economy of scales to realise Batho Pele principles.

7.8.2. To ensure quality internal Number N/A Satisfaction Rate of 3 3 Indirect Link to KPI audit services by measuring the 3 J audit committee's satisfaction 7.13 Percentage of audit projects undertaken as per plan approved by the Audit Committee to determine the adequacy of internal controls designed to mitigate against identified risks 7.8. Mobilise integrated risk assurance to strengthen administrative governance in pursuit of efficient, effective service delivery with economy of scales to realise Batho Pele principles.

7.8.3. To monitor the Percentage N/A Agreed 100% 100% Indirect Link to KPI implementation of the management action J recommendations by monitored by 7.13 Percentage of audit projects management updating the audit undertaken as per plan approved by log once a quarter. the Audit Committee to determine the adequacy of internal controls designed to mitigate against identified risks

7.14 121,07 Completion of all 17.45%. 17% 7.10.1.3 Delays on SCM Direct Link to PRG Implementation of IT linked projects by L side. Contract approved initiatives to improve 30 June 2019 over a month ago. 7.9 Provision of an automated efficiencies, solution development effectiveness and 7.10 Network telecommunications accountability and and electronic services eliminate wastage of 7.11 Managing ICT customers and resources desktop infrastructure 7.12 Provision of a secure and robust server and data centre infrastructure

7.9 Provision of an 7.9.1 mSCOA 7.9.1.1 Complete Percentage N/A 100% 25% 25% Direct Link to KPI automated solution Implementation of J development Capital Assets 7.14 Implementation of IT initiatives Management at Roads to improve efficiencies, and Storm Water effectiveness and accountability and eliminate wastage of resources

7.9.1.2 Implement Percentage N/A 100% 50% 50% Direct Link to KPI Capital Assets J Management- Migration 7.14 Implementation of IT initiatives of city wide assets to to improve efficiencies, JDE E1 CAMS module effectiveness and accountability and eliminate wastage of resources

7.9.1.3 Implement Percentage N/A 100% 0% 0% Direct Link to KPI Capital Asset A Management- City Wide 7.14 Implementation of IT initiatives Rollout of JDE E1 CAMS to improve efficiencies, module to all effectiveness and accountability and departments. eliminate wastage of resources

7.9.2 Data Warehousing, 7.9.2.1 HR Percentage N/A Dashboards 25% 25% Direct Link to KPI Business Intelligence & App complete J Integration 7.14 Implementation of IT initiatives to improve efficiencies, effectiveness and accountability and eliminate wastage of resources

7.9.2.2 Revenue Percentage N/A Dashboards 25% 25% Direct Link to KPI Reporting complete/ Additional J reports complete 7.14 Implementation of IT initiatives to improve efficiencies, effectiveness and accountability and eliminate wastage of resources

7.9.2.3. JDE Reporting Percentage N/A Dashboards 25% 25% Direct Link to KPI phase 2 complete/ Additional J reports complete 7.14 Implementation of IT initiatives to improve efficiencies, effectiveness and accountability and eliminate wastage of resources

7.9.3 Document Management 7.9.3.1 Upgrade to Percentage N/A Rollout 25% 25% Direct Link to KPI System Sharepoint - phase 2 Sharepoint/migrate J from Interwover to 7.14 Implementation of IT initiatives Sharepoint to improve efficiencies, effectiveness and accountability and eliminate wastage of resources

7.9.4 Internet/Intranet 7.9.4.1 MILE - phase 2 Percentage N/A Additional changes 25% 25% Direct Link to KPI Development requests completed J 7.14 Implementation of IT initiatives to improve efficiencies, effectiveness and accountability and eliminate wastage of resources 7.9 Provision of an automated solution development

7.9.4 Internet/Intranet Development

7.9.4.2.Durban Tourism - Percentage N/A Additional changes 25% 25% Direct Link to KPI phase 2 requests completed J 7.14 Implementation of IT initiatives to improve efficiencies, effectiveness and accountability and eliminate wastage of resources

7.9.5 E-Government Web Based 7.9.5.1 IRCAM rewrite - Percentage N/A System 25% 25% Direct Link to KPI Applications phase 2 integration implemented J 7.14 Implementation of IT initiatives to improve efficiencies, effectiveness and accountability and eliminate wastage of resources

7.9.5.2 Real Estate - Percentage N/A System 25% 25% Direct Link to KPI Objections and Appeals - implemented J phase 2 7.14 Implementation of IT initiatives to improve efficiencies, effectiveness and accountability and eliminate wastage of resources

7.9.5.3 Credit Percentage N/A System 25% 25% Direct Link to KPI applications - phase 2 implemented J 7.14 Implementation of IT initiatives to improve efficiencies, effectiveness and accountability and eliminate wastage of resources

7.9.5.4 Over the Counter Percentage N/A Documented 25% 25% Direct Link to KPI eService Registration - Procedure (SOP) J phase 2 7.14 Implementation of IT initiatives to improve efficiencies, effectiveness and accountability and eliminate wastage of resources

7.9.5.5 Direct Debit - Percentage N/A System 25% 25% Direct Link to KPI phase 2 implemented J 7.14 Implementation of IT initiatives to improve efficiencies, effectiveness and accountability and eliminate wastage of resources

7.9.6 Business Process 7.9.6.1 DAA - Building Percentage N/A System 25% 25% Direct Link to KPI Management Inspectorate implemented J 7.14 Implementation of IT initiatives to improve efficiencies, effectiveness and accountability and eliminate wastage of resources

7.9.6.2 DAA - Self Percentage N/A System 25% 25% Direct Link to KPI Service implemented J 7.14 Implementation of IT initiatives to improve efficiencies, effectiveness and accountability and eliminate wastage of resources

7.9.6.3 Real Estate - Percentage N/A System 25% 25% Direct Link to KPI Occupancy implemented J 7.14 Implementation of IT initiatives to improve efficiencies, effectiveness and accountability and eliminate wastage of resources

7.9.6.4 Real Estate - Pre Percentage N/A System 25% 25% Direct Link to KPI Approval implemented J 7.14 Implementation of IT initiatives to improve efficiencies, effectiveness and accountability and eliminate wastage of resources

7.10 Network, 7.10.1. Corporate 7.10.1.1 Telephony Number N/A 500 IP Telephones 0 0 314 Overachieved due to Direct Link to KPI Telecommunications Installed A last financial year spill and Electronic over 7.14 Implementation of IT initiatives Services to improve efficiencies, effectiveness and accountability and eliminate wastage of resources 7.10 Network, 7.10.1. Corporate Telecommunications and Electronic Services

7.10.1.2 Fibre, Wireless Number N/A 250 Public Wi-Fi 0 0 1 Public Wi-Fi site Direct Link to KPI and Wide Area Network Sites Deployed A deployed. There was an urgent request for 7.14 Implementation of IT initiatives Deployment to improve efficiencies, effectiveness and accountability and eliminate wastage of resources

7.10.1.3 Fibre and Wide Number N/A 15 sites insatlled 3 0 Delays on SCM side. Awaiting Contract to be Direct Link to KPI Area Network L Contract approved over a finalised. Tender month ago. approved 7.14 Implementation of IT initiatives to improve efficiencies, effectiveness and accountability and eliminate wastage of resources

7.10.2 Water 7.10.2.1 Distribution Percentage N/A 100% Deployment 0% 0% Direct Link to KPI Layer Switch A Replacement 7.14 Implementation of IT initiatives to improve efficiencies, effectiveness and accountability and eliminate wastage of resources

7.10.2.2 Outdoor Percentage N/A 100% Deployment 0% 0% Direct Link to KPI wireless Deployment A 7.14 Implementation of IT initiatives to improve efficiencies, effectiveness and accountability and eliminate wastage of resources

7.11 Managing ICT 7.11.1 Infrastructure 7.11.1.1 Corporate Number N/A 120 computers 20 20 Direct Link to KPI Customers and management tools Replacements of replaced J desktop obsolete computer 7.14 Implementation of IT initiatives infrastructure hardware to improve efficiencies, effectiveness and accountability and eliminate wastage of resources

7.11.1.2 Corporate Percentage N/A 100% Budget 20% 20% Direct Link to KPI computer for new staff Spend J 7.14 Implementation of IT initiatives to improve efficiencies, effectiveness and accountability and eliminate wastage of resources

7.11.2 Implementation of 7.11.2.1 Implementation Percentage N/A Implemenation of 15% 15% Direct Link to KPI Information Technology Service of the ITSM Framework annual plan J management (ITSM) Framework 7.14 Implementation of IT initiatives to improve efficiencies, effectiveness and accountability and eliminate wastage of resources

7.11.3 Software Licences 7.11.5.3.1 Microsoft Percentage N/A Procurement of 0% 0% Direct Link to KPI Enterprise License Microsoft EA A Licenses 7.14 Implementation of IT initiatives to improve efficiencies, effectiveness and accountability and eliminate wastage of resources

7.11.3.2 Antivirus/Patch Percentage N/A 100% License 0% 0% Direct Link to KPI Management Renewal and A Maintenance 7.14 Implementation of IT initiatives to improve efficiencies, effectiveness and accountability and eliminate wastage of resources

7.11.4 Water Infrastructure 7.11.4.1 EWS Desktop Percentage N/A 100% Deployment 10% 10% Orders created for R800000 of Direct Link to KPI Replacements J desktops and notebooks - awaiting delivery 7.14 Implementation of IT initiatives to improve efficiencies, effectiveness and accountability and eliminate wastage of resources

7.11.4.2 EWS Contact Percentage N/A 100% Deployment 15% 15% Equipment identified and Direct Link to KPI Centre DR Site Setup J requisition created 7.14 Implementation of IT initiatives to improve efficiencies, effectiveness and accountability and eliminate wastage of resources 7.12 Provision of a 7.12.1 IT Security & Access 7.12.1.1 Upgrade CA- Percentage N/A Software 40% 40% BAC approved the IDM Direct Link to KPI secure and robust Management IDM to latest release implemented and J procurement server and data licenses procured 7.14 Implementation of IT initiatives centre infrastructure to improve efficiencies, effectiveness and accountability and eliminate wastage of resources

7.12.1.2 Procure and Percentage N/A Outlook and AD 30% 30% POC done for unlock of AD via Direct Link to KPI implement servers, Security to be on J cell phone storage & backup supported Hardware 7.14 Implementation of IT initiatives solution & Software to improve efficiencies, effectiveness and accountability and eliminate wastage of resources

7.12.2 SDS: Datacentre 7.12.2.1 Datacentre Percentage N/A Datacentre 25% 25% UPS installed and tested to last Direct Link to KPI Mechanical and Eletrical Mechanical and equipment procured J 48 hours Equipment Eletcrical Equipment 7.14 Implementation of IT initiatives to improve efficiencies, effectiveness and accountability and eliminate wastage of resources

7.12.3 SDS: Server and SAN 7.12.3.1 SAN disc Percentage N/A Procure and 30% 30% BSC report Direct Link to KPI storage for Production and DR storage for mainframe implement SAN disk J storage for 7.14 Implementation of IT initiatives mainframe to improve efficiencies, effectiveness and accountability and eliminate wastage of resources

7.12.3.2 VM / OS and Percentage N/A Upgrade VM stack 30% 30% BEC report Direct Link to KPI VM management tools to support Microsoft J Azure 7.14 Implementation of IT initiatives to improve efficiencies, effectiveness and accountability and eliminate wastage of resources

7.12.3.3 VM Server for Percentage N/A Procure VM stack 30% 30% BEC report Direct Link to KPI Open Systems for testing of Apps J 7.14 Implementation of IT initiatives to improve efficiencies, effectiveness and accountability and eliminate wastage of resources

7.12.3.4 Back up Robot Percentage N/A Procure and 30% 30% BEC report Direct Link to KPI and Tape Drives implement J 7.14 Implementation of IT initiatives to improve efficiencies, effectiveness and accountability and eliminate wastage of resources

7.15 Develop & Number 97 236 ERM programs 84 108 Direct Link to PRG faciliate implemented in the J implementation of municipality during 7.13.To develop, co-ordinate, Enterprise Risk 2018/19 implement and monitor the Management (ERM) Enterprise Risk Management, programs in the Business Continuity (BCM) and municipality. Project Risk Management programs within the municipality

7.13.To develop, co- 7.13.1 Training and awareness 7. 13.1.1 Participate in Number N/A 8 participations in 2 3 Direct Link to KPI ordinate, implement staff Induction sessions staff induction J and monitor the sessions 7.15 Develop & faciliate Enterprise Risk implementation of Enterprise Risk Management, Management (ERM) programs in Business Continuity the municipality. (BCM) and Project Risk Management programs within the municipality 7. 13.1 2 BCM Training Number N/A 12 BCM Training 3 4 Direct Link to KPI and awareness and awareness J sessions 7.15 Develop & faciliate implementation of Enterprise Risk Management (ERM) programs in the municipality. 7.13.To develop, co- ordinate, implement and monitor the Enterprise Risk Management, Business Continuity (BCM) and Project Risk Management programs within the municipality

7.13.2 Strategic and operational 7.13.2.1 Strategic and Number N/A 40 risk registers 30 30 City Fleet Internal Control Direct Link to KPI risk Assessments and reviews Operational risk J Finance and Major Projects registers Expenditure SCM Revenue 7.15 Develop & faciliate Treasury Cluster CES Cluster implementation of Enterprise Risk Corporate and HR DSW Fire Management (ERM) programs in and Emergency Services the municipality. Human Settlement ABM City Administration Sizakala Customer Services IGR EMA HSET Cluster Communication Development Planning Governance Cluster ODCM OHS Engineering PME CIIU IMU Safer Cities Disaster Management

7.13.2.2 Practitioner Number N/A 24 Practitioner 6 24 Risk Tracker 10, Risk Trackers Direct Link to KPI reports reports J 9 in September, Senior Manager 2, Combined Risk 7.15 Develop & faciliate Presentations 3 ( July, August implementation of Enterprise Risk and September) Management (ERM) programs in the municipality.

7.13.2.3 Risk Reports Number N/A 24 risk reports and 6 7 DMTP report to Audit Direct Link to KPI and presentations to presentations J Committee (AC), DICC report Risk Governance to AC, DMTP BMC report to 7.15 Develop & faciliate Structures and AC, DICC BMC report to AC implementation of Enterprise Risk Stakeholders Management (ERM) programs in the municipality.

7.13.2.4 Risk Reports Number N/A 100 risk reports and 30 35 Direct Link to KPI and presentations to presentations J operations 7.15 Develop & faciliate implementation of Enterprise Risk Management (ERM) programs in the municipality.

7.13.3 Systems enhancements 7.13.3 .1. Cura Training Number N/A 12 Cura Training 3 3 Direct Link to KPI /enhancements J 7.15 Develop & faciliate implementation of Enterprise Risk Management (ERM) programs in the municipality.

7.13.4 Risk assessment 7.13.4.1 Risk Maturity Number N/A 1 Risk Maturity 0 0 Direct Link to KPI Assessments assessment A 7.15 Develop & faciliate implementation of Enterprise Risk Management (ERM) programs in the municipality.

7.13.5 Business Continuity 7.13.5.1 Number N/A 16 Business Impact 4 2 Unavailability of Direct Link to KPI program Business Impact Assessments/BIA L Management Assessments, BIA report/Continuity 7.15 Develop & faciliate report, Continuity Strategy Document/ implementation of Enterprise Risk Strategy Document, BCP Management (ERM) programs in BCP, BCM the municipality. Presentations, Consultation engagements for guidance/ support 7.16 Implement a Number 118,4 174 ABM initiatives 40 58 Direct Link to PRG: well-coordinated undertaken J urban and regional 7.14. Implement a well-coordinated management urban and regional management service delivery service delivery

Enabling 7.14. Implement a 7.14.1.Establish and implement Number N/A 20 Forum meetings 5 25 Subsequent to the initial The UMF's held for the ABM Direct Link to KPI sustainable and well-coordinated area-based management J agreement of targets Unit is a total of 25 and the innovative urban and regional forums. there was a need for ABM evidence is attached. 7.16 Implement a well-coordinated solutions management service to hold more UMF’s in urban and regional management towards delivery order to meet service service delivery effective local delivery standards and governance customer needs. through Area Based Management (ABM) Enabling 7.14. Implement a sustainable and well-coordinated innovative urban and regional solutions management service towards delivery effective local governance through Area Based Management 7.14.2. Identify, coordinate, Number N/A 60 progress reports 15 15 Direct Link to KPI (ABM) monitor and report complaints, (monthly) J faults and service delivery 7.16 Implement a well-coordinated backlogs through promotive call urban and regional management logging system service delivery

7.14.3. Facilitate and coordinate Number N/A 24 meetings 6 6 The evidence is uploaded on Direct Link to KPI the City Managers Operations J the system. Meeting 7.16 Implement a well-coordinated urban and regional management service delivery 7.14.4. Develop Area Number N/A 50 Projects 9 9 Direct Link to KPI Development Plans in order to J facilitate, coordinate and design 7.16 Implement a well-coordinated socio-economic, built and natural urban and regional management environment development service delivery programmes

7.14.5. Identify, coordinate, Number N/A 20 problem building 5 3 The ABM does not have Workstream created is Program of Problem Buildings Direct Link to KPI facilitate, monitor and profile reports L the Resources to deal currently addressing has now moved to Head problem buildings with Problem Buildings the Problem Buildings Development and Planning, 7.16 Implement a well-coordinated outside of the Inner City. Program . The iTRUMP was requested to stop urban and regional management Program has now moved Reporting of Targets opereations and work on service delivery to Head Development and will also need to be problem buildings. work stream Planning. Matter is being revisited. Dedictaed has now been created to addressed and Head Resources are being address problem buildings . Development and allocated and a plan to Planning has created a address problem workstream to deal with Buildings will be problem Buildings. presented. Municipal name: EThekwini Municipality SDBIP: 2018-19 Plan 8 - Financially Accountable and Sustainable City Plan Owner - Krish Kumar Sector National KPA SFA National Performance Programme Project Sub-project Unit of measure Baseline Annual target for 2018/19 Quarter 1 Quarter 1 Actual Indicator Reason For Variance Measures Taken to Comment Links Treasury Ref Indicator (Output Target as at 30 as at 30 improve No. level only) September September Performance 2018/2019 2018/2019

Municipal Strategic and 8.1. The percentage of Percentage 91% 90% of capital budget spent by 15% 11,72% Delays in the Top 200 meetings Underspent for Indirect link Financial Sustainable the municipality’s 30 June 2019 L procurement of buses, are being held by the this quarter, 8.1.2. Co-ordinate and compile a 3 year Capital Budget Viability and Budgeting capital budget actually work stoppages at City Manger and however, which is affordable and in line with the financial Management spent on capital roads, slow progress of executives to sort interventions are model/strategy. projects in terms of the contractors at out challenges in place to ensure 8.2.1. Provide support on city's strategic budgeting municipality’s Electricity. incurred by that the annual process integrated development implementing targets will be 8.6.1. Ensure capital provision spend for Real Estate plan including housing departments. met. Blocksum in resperct of property acquisitions top structure expenditure.

GG6.11 8.2 Percentage of the Percentage New KPI - Spend on services to indigent 0% 0% Indirect Link: municipality’s operating Baseline households to be inline with A Sub-Prj 8.3.2.5. Review free basic services (FBS) budget spent on free being budgeted amounts. package in terms of affordability and sustainability. basic services to determined Prj 8.2.2. Alignment of operating budget to the IDP indigent households (GG 6.11 )

8.3. Cost Coverage Number of Times 3,53 Cost coverage of 2 times for 2 3,28 Still early in the Favourable ratio Indirect Link Ratio (No. of Times) the 18/19 financial year J financial year ,Will 8.1.1. Co-ordinate and compile an Operating Budget decrease as costs which is sustainable and affordable to the rate increases during the payer/consumer year. 8.2.2. Alignment of operating budget to the IDP 8.3.2.3. Budget Policy 8.3.2.6. Investment Framework Policy and Guidelines 8.3.2.8. Tariff Policy 8.3.3.1. Salaries & Wages as a % of opex 8.3.3.2. Repairs & Maintenance as a % of opex 8.5.1.1. % Collection Rate Bulk Electricity 8.5.1.2. % Collection Rate Electricity 8.5.1.3. % Collection Rate Water 8.5.1.4. % Collection Rate Rates 8.8.1.1. External vs. internal funding exercise

8.4. Gearing Ratio Ratio 26,59 Gearing ratio of 45 by 30 June 0 0 Indirect Link (Debt to Total Income 2019 A 8.1.1. Co-ordinate and compile an Operating Budget including grant income) which is sustainable and affordable to the rate payer/consumer 8.2.2. Alignment of operating budget to the IDP 8.3.1.1. Long Term Financial Plan 8.3.2.2. Borrowing Framework Policy and Guidelines 8.8.1.1. External vs. internal funding exercises 8.10.2. Review borrowing for implementation of capital programme. 8.15.1.1. Banking and reconciliation of cash on a daily basis 8.3.2.3. Budget Policy 8.3.2.8. Tariff Policy 8.9.1. Grow property sales income (Year to date) 8.9.2. Grow property lease income (Year to date) 8.1. Compile and 8.1.1. Co-ordinate and Percentage N/A Completion by 31 March 10% 10% Detailed timetable Indirectly linked to KPI annually update compile an Operating J of the budget and 8.10. Debt Coverage Ratio (No. of times) the City's Medium Budget which is allied processes 8.3. Cost Coverage Ratio (No. of Times) Term Income and sustainable and completed and 8.4. Gearing Ratio (Debt to Total Income including Expenditure affordable to the rate report done. grant income) Framework payer/consumer Budget circulars, 8.9 Percentage completion of reform action plan for parameter property registration schedules sent out.

8.1.2. Co-ordinate and Percentage N/A Produce budget in line with 10% 10% Capital Budget Indirectly linked to KPI compile a 3 year finance model/strategy J circulars prepared 8.1. The percentage of the municipality’s capital budget Capital Budget which and issued. actually spent on capital projects in terms of the is affordable and in Several municipality’s integrated development plan including line with the financial workshops housing top structure expenditure. model/strategy conducted together with the Strategic Office held with senior mamangement and politicians.

8.5.Obtain an Yes/ No 100 Obtain an unqualified audit No No Indirect Link unqualified audit opinion for the prior financial A 8.3.2.1. Accounting Policy opinion year 8.2.2. Alignment of operating budget to the IDP 8.13.1.1. Submission of eThekwini's AFS 2017/2018 8.13.2. Maintain accurate and updated asset register 8.11.1. Self Insurance Fund settlements 8.12.1. Maintain and update deadline monitoring system 8.17.1. Monitoring of top 10 risks for the Cluster: Advise and assist units within the cluster on risk management issues and report back to Risk Management component on progress.Monitoring implementation of action plans on the Risk Register for the current year 8.18.1. Performing bank reconciliations for all accounts on a monthly basis and resolving any non reconciling items timeously 8.18.2. Performing payroll administration duties: Processing salary payments and any other related third party payment transactions on time. 8.19.1. Review of Standard operating procedures for Treasury Cluster

8.2. Budget 8.2.1. Provide support Percentage N/A Completion by 31 March 10% 10% Capital Budget Indirectly linke to KPI 8.1. The percentage of the according to IDP on city's strategic J circulars prepared municipality’s capital budget actually spent on capital priorities budgeting process and issued. projects in terms of the municipality’s integrated Several development plan including housing top structure workshops expenditure. conducted together with the Strategic Office held with senior mamangement and politicians.

8.2.2. Alignment of Percentage N/A Operating budget aligned to 10% 10% Strategic Budget Indirectly linked to KPI 8.10. operating budget to the IDP J held and are Debt Coverage Ratio (No. of times) the IDP continuing which 8.3. Cost Coverage Ratio (No. of Times) also include 8.4. Gearing Ratio (Debt to Total Income including inputs from the grant income) IDP Office 8.5.Obtain an unqualified audit opinion 8.11. 0% irregular expenditure on SCM managed contracts unless due to circumstances beyond the control of SCM 8.2 Percentage of the municipality’s operating budget spent on free basic services to indigent households (GG 6.11)

8.3. Budget for 8.3.1. Refine financial 8.3.1.1. Long Percentage N/A Review and update Financial 15% 15% The model has Indirectly linked to KPI sustainability model and update Term Financial Model J been updated to 8.4. Gearing Ratio (Debt to Total Income including projections Plan calculated the grant income) staff budgets. 8.3.2. Review Budget 8.3.2.1. Percentage N/A Revised policies approved by 0% 0% Indirectly linked to KPI Related Policies Accounting Council A 8.5.Obtain an unqualified audit opinion Policy

8.3.2.2. Percentage N/A Revised policies approved by 0% 0% Indirectly linked to KPI Borrowing Council A 8.4. Gearing Ratio (Debt to Total Income including Framework grant income) Policy and Guidelines

8.3.2.3. Budget Percentage N/A Revised policies approved by 0% 0% Indirectly linked to KPI Policy Council A 8.10. Debt Coverage Ratio (No. of times) 8.3. Cost Coverage Ratio (No. of Times) 8.4. Gearing Ratio (Debt to Total Income including grant income) 8.7. Maintain an overall payment rate of Cash over Monthly billing at 95%

8.3.2.4. Credit Percentage N/A Draft Policy and the F&P 10% 0% No reporting Indirectly linked to KPI Control and Committee Report submitted L 8.7. Maintain an overall payment rate of Cash over Debt Collection to Legal Monthly billing at 95% Policy

8.3.2.5. Review Percentage N/A Full review of FBS package 10% 10% Indirect Link: free basic and decisions taken regarding J 8.2 Percentage of the municipality’s operating budget services (FBS) the appropriateness of the spent on free basic services to indigent households package in threshold levels of the lifeline (GG 6.11) terms of tariffs and, if necessary, affordability and policies amended accordingly. sustainability.

8.3.2.6. Percentage N/A Revised policies approved by 0% 0% Indirectly linked to KPI Investment Council A 8.3. Cost Coverage Ratio (No. of Times) Framework Policy and Guidelines

8.3.2.7. Rates Percentage N/A Draft Policy and the F&P 10% 0% No reporting Indirectly linked to KPI Policy Committee Report submitted L 8.7. Maintain an overall payment rate of Cash over to Legal Monthly billing at 95%

8.3.2.8. Tariff Percentage N/A Draft Policy and the F&P 10% 0% No reporting Indirectly linked to KPI Policy Committee Report submitted L 8.3. Cost Coverage Ratio (No. of Times) to Legal 8.4. Gearing Ratio (Debt to Total Income including grant income)

8.3.3. Monitoring of 8.3.3.1. Percentage N/A 30% 30% 33,42% Vacancies delayed in No further steps . Indirectly linked to KPI key ratios Salaries & L the previous year now required at this 8.10. Debt Coverage Ratio (No. of times) Wages as a % being filled. stage, Above norm 8.3. Cost Coverage Ratio (No. of Times) of opex but will change as operating expenditure increases during the year

8.3.3.2. Repairs Percentage N/A 7% 7% 5,31% Although it appears to No further steps Indirectly linked to KPI & Maintenance L be underspent at this required at this 8.10. Debt Coverage Ratio (No. of times) as a % of opex stage, the expenditure stage,Slightly below 8.3. Cost Coverage Ratio (No. of Times) is expected to increase the norm. Will in the ensuing months. improve as increased spending would normally occurs during the course of the year.

8.3.3.3. Debt- Percentage N/A 100% 0% 0% Indirectly linked to KPI Equity Ratio A 8.10. Debt Coverage Ratio (No. of times)

8.6. Issue 1 Number 1 Issue 1 Supplementary Roll in 0 0 Direct Link Supplementary Roll per May A 8.4.1 Compile Supplementary Valuation Roll year. 8.4. 8.4.1. Compile Number N/A Issue 1 Supplementary Roll in 0 0 Directly linked to KPI Implementation of Supplementary May A 8.6. Issue 1 Supplementary Roll per year. Municipal Property Valuation Roll Rates Act (MPR)

8.7. Maintain an overall Percentage 93% 95% collection 95% 86,22% Annual rates raised due Strict Direct Link payment rate of Cash L and payable end of implementation of 8.5.1.1 %Collection Rate Bulk Electricity over Monthly billing at October and also credit control and 8.5.1.2 % Collection Rate Electricity 95% Overbilling due to new reports 8.5.1.3 % Collection Rate Water meter over-reads has designed to detect 8.5.1.4 % Collection Rate Rates caused Water debt to before billing be overstated. As a Indirect Link result causing collection 8.3.2.3. Budget Policy to be lower than 8.3.2.4. Credit Control and Debt Collection Policy expected. 8.3.2.7. Rates Policy 8.8.1.1. External vs. internal funding exercises 8.15.1.1. Banking and reconciliation of cash on a daily basis Prg 8.7. Revenue completeness: revenue management system

8. 8. Outstanding Percentage 31,68% 38% of outstanding service 0% 0% Indirect Links Service Debtors to debtors to revenue by 30 June A 8.5.1.1. % Collection Rate Bulk Electricity Revenue 2019 8.5.1.2. % Collection Rate Electricity 8.5.1.3. % Collection Rate Water 8.5.1.4. % Collection Rate Rates

SNDB 8.9 Percentage Percentage New KPI - Currently being determined 0% 0% Indirect link: completion of reform Baseline A Prj 8.1.1. Co-ordinate and compile an Operating Budget action plan for property being which is sustainable and affordable to the rate registration determined payer/consumer

8.5. Reduce 8.5.1. Collection of 8.5.1.1. % Percentage N/A 95% collection 95% 98,20% Focus on bulk accounts Directly linked to KPI Council Debts outstanding debts Collection Rate J improved and Team 8.7. Maintain an overall payment rate of Cash over Bulk Electricity working on bulk Monthly billing at 95% accounts Indirectly linked to KPI 8.8. Outstanding Service Debtors to Revenue 8.3. Cost Coverage Ratio (No. of Times)

8.5.1.2. % Percentage N/A 95% collection 95% 113,66% Focus on businesses Directly linked to KPI Collection Rate J has contributed 8.7. Maintain an overall payment rate of Cash over Electricity significantly to the Monthly billing at 95% collection, as Businesses are coming Indirectly linked to KPI forward to make 8.8. Outstanding Service Debtors to Revenue payments to avoid 8.3. Cost Coverage Ratio (No. of Times) being disconnected.

8.5.1.3. % Percentage N/A 95% collection 95% 68% Overbilling due to New reports Directly linked to KPI Collection Rate L meter over-reads has designed to detect 8.7. Maintain an overall payment rate of Cash over Water caused Water debt to before billing Monthly billing at 95% be overstated. As a result causing collection Indirectly linked to KPI to be lower than 8.8. Outstanding Service Debtors to Revenue expected. 8.3. Cost Coverage Ratio (No. of Times)

8.5.1.4. % Percentage N/A 95% collection 95% 65% Annual rates raised due Strict Directly linked to KPI Collection Rate L and payable end of implementation of 8.7. Maintain an overall payment rate of Cash over Rates October credit control Monthly billing at 95%

Indirectly linked to KPI 8.8. Outstanding Service Debtors to Revenue 8.3. Cost Coverage Ratio (No. of Times) 8.10. Debt Coverage Number of Times 13,77 Debt coverage of 11 times for 11 42,45 Will decrease as loand Indirect Link Ratio (No. of times) the 18/19 financial year J and interest payments 8.8.1.1. External vs. internal funding exercise are made during the 8.10.2. Review borrowing for implementation of capital year. Should be an programme annual target. 8.15.1.1. Banking and reconciliation of cash on a daily basis 8.1.1. Co-ordinate and compile an Operating Budget which is sustainable and affordable to the rate payer/consumer 8.2.2. Alignment of operating budget to the IDP 8.3.2.3. Budget Policy 8.3.3.1. Salaries & Wages as a % of opex 8.3.3.2. Repairs & Maintenance as a % of opex 8.3.3.3. Debt-Equity Ratio 8.9.1. Grow property sales income 8.9.2. Grow property lease income

8.6. Secure 8.6.1. Ensure capital Percentage N/A 100% spend of capital 2% 2% Indirectly link to KPI property and provision spend for provisions (reflects % spend of J 8.1. The percentage of the municipality’s capital budget property rights Real Estate Blocksum the capital blocksum) actually spent on capital projects in terms of the necessary for in respect of property municipality’s integrated development plan including capital projects acquisitions housing top structure expenditure.

Sound financial 8.7. Revenue 8.7.1 Percentage of Percentage N/A 100% of contracts billed 100% 99% Some accounts not Constant evaluation Indirectly linked to KPI management & Completeness:Re contracts that should L billed and analysis of the 8.7. Maintain an overall payment rate of Cash over reporting venue be billed versus errors Monthly billing at 95% Management contracts actually System billed (as per RMS Production Operations Report - "Billing customers accounts - billing completion status")

8.8 Seek to 8.8.1. Investment 8.8.1.1. Percentage N/A Investment return to be in line 100% 0% No reporting Indirectly linked to KPI maximise returns optimization External vs. with average NCD L 8.10. Debt Coverage Ratio (No. of times) on investment internal funding (Negotiable Certificate of 8.3. Cost Coverage Ratio (No. of Times) opportunities exercise Deposit) rate 8.4. Gearing Ratio (Debt to Total Income including grant income) 8.7. Maintain an overall payment rate of Cash over Monthly billing at 95%

8.9. Maximise 8.9.1. Grow property Rand N/A R 10 000 000 R 2 000 000 R 1 158 237 Only one transfer to try to get more Indirectly linked to KPI revenue from sales income (year to L registered this quarter - sales registered at 8.10. Debt Coverage Ratio (No. of times) Council properties date) Erven 1410 & 2614 the Deeds Office 8.4. Gearing Ratio (Debt to Total Income including KwaMashu L for 1 069 grant income) 500.00 and payment of an encroachment levy of R88734.

8.9.2. Grow property Rand N/A R 330 000 000 R 59 400 000 R 78 879 725,4 working closely with Indirectly linked to KPI lease income (year to J credit control for arrear 8.10. Debt Coverage Ratio (No. of times) date) rental 8.4. Gearing Ratio (Debt to Total Income including grant income)

8.10 Investment 8.10.1. Review Percentage N/A Revised policy 0% 0% Indirectly linked to KPI Management Investment Policy A 8.10. Debt Coverage Ratio (No. of times) 8.3. Cost Coverage Ratio (No. of Times) 8.4. Gearing Ratio (Debt to Total Income including grant income)

8.10.2. Review Percentage N/A Benchmark against prevailing 100% 0% No reporting Indirectly linked to KPI borrowing for bond rates L 8.10. Debt Coverage Ratio (No. of times) implementation of capital programme

8.11. 0% irregular Percentage 0% irregular expenditure on 0% 0% Indirect Link expenditure on SCM SCM managed contracts for J 8.2.2. Alignment of operating budget to the IDP managed contracts the 2018/19 financial year 8.14.1.1. Verification of SCM compliance unless due to 8.16.1.1. Procurement Scheduling circumstances beyond 8.16.2.1. Letters of awards the control of SCM 8.16.2.2. Monitoring of reports in bid committee process 8.16.2.3. Review of SCM Policy 8.19.2. Undertaking of Special Projects within Treasury Cluster - to improve service delivery to other units 8.11. Asset & 8.11.1. Self Insurance Percentage N/A Timeous settlement of all 100% 100% Indirectly linked to KPI Liability Insurance Fund settlements claims J 8.5.Obtain an unqualified audit opinion Cover

8.12. Deadline 8.12.1. Maintain and Percentage N/A Achievement of all statutory 100% 100% Indirectly linked to KPI Monitoring update deadline deadlines for Treasury Cluster J 8.5.Obtain an unqualified audit opinion monitoring system

8.13. Completion 8.13.1. Submit 8.13.1.1. Percentage N/A Submit AFS by 31-Aug 0% 0% AFS and Indirectly linked to KPI of Financial financial statements in Submission of A Consolidated AFS 8.5.Obtain an unqualified audit opinion Statements compliance with eThekwini's submitted to MFMA for the AFS 2017/2018 Auditor-General previous financial year on 31 Aug and 28 Sep respectively (100)

8.13.2. Maintain Percentage N/A Compliant register 0% 0% Indirectly linked to KPI accurate and updated A 8.5.Obtain an unqualified audit opinion asset register

8.14. Payment of 8.14.1. Manage 8.14.1.1. Percentage N/A All creditors paid within the 100% 0% No reporting Indirectly linked to KPI all creditors and Systems and Verification of legislated time frames or per L 8.11. 0% irregular expenditure on SCM managed verification of procedures to ensure SCM their payment terms, subject contracts unless due to circumstances beyond the SCM procedures all creditors are paid compliance to there being no control of SCM within legislated or queries/issues contractual deadlines

8.15. Cash 8.15.1. Effective cash 8.15.1.1.Bankin Percentage N/A All Council revenue accounted 100% 100% Indirectly linked to KPI Control and management g and for J 8.10. Debt Coverage Ratio (No. of times) Management reconciliation of 8.4. Gearing Ratio (Debt to Total Income including cash on a daily grant income) basis 8.7. Maintain an overall payment rate of Cash over Monthly billing at 95%

8.16. Effective, 8.16.1. Contracts 8.16.1.1. Number N/A Quarterly reporting on 1 1 Indirectly linked to KPI efficient and Management Procurement procurement plans for the Top J 8.11. 0% irregular expenditure on SCM managed economical Scheduling 200 capital projects contracts unless due to circumstances beyond the Supply Chain control of SCM Management

8.16.2. Continuous 8.16.2.1. Percentage N/A All letters of award issued 80% 80% Indirectly linked to KPI Improvement Letters of within 30 calender days from J 8.11. 0% irregular expenditure on SCM managed awards the date of finalisation of contracts unless due to circumstances beyond the award. control of SCM

8.16.2.2 Number N/A Monthly tracking report on all 3 3 Indirectly linked to KPI Monitoring of bid committee reports J 8.11. 0% irregular expenditure on SCM managed reports in bid contracts unless due to circumstances beyond the committee control of SCM process

8.16.2.3 Review Percentage N/A Amended Policy approved & in 0% 0% This is an annual Indirectly linked to KPI of SCM Policy place by 30 June 2019 A reporting Project. 8.11. 0% irregular expenditure on SCM managed contracts unless due to circumstances beyond the control of SCM

Value for 8.17. Risk 8.17.1. Monitoring of Number N/A A total of 4 Reports per year in 1 1 Indirectly linked to KPI money Management top 10 risks for the the form of minutes of Cluster J 8.5.Obtain an unqualified audit opinion expenditure Cluster: Advise and Meetings, detailed Task Status assist units within the Reports extracted from the cluster on risk CURA system and a DCM management issues Finance Report addressed to and report back to Audit Committee. Risk Management component on progress.Monitoring implementation of action plans on the Risk Register for the current year 8.18. 8.18.1. Performing Number N/A Performance of 12 sets of 2 2 Indirectly linked to KPI Reconciliations bank reconciliations Bank Reconciliations (monthly) J 8.5.Obtain an unqualified audit opinion and Pay Admin for all accounts on a by the 10th working day after monthly basis and month end resolving any non reconciling items timeously

8.18.2. Performing Number N/A Perform 12 sets of Payroll 2 2 Indirectly linked to KPI payroll administration Reconciliations (monthly) J 8.5.Obtain an unqualified audit opinion duties: Processing together with the processing of salary payments and all Salary and Statutory any other related third Payments in line with policies/ party payment legislation transactions on time.

8.19. Effective 8.19.1. Review of Number N/A 4 departments reviewed in the 1 1 Indirectly linked to KPI and efficient Standard operating year J 8.5.Obtain an unqualified audit opinion processes procedures for Treasury Cluster

8.19.2. Undertaking of Number N/A 2 special projects to be 0 0 Indirectly linked to KPI Special Projects within completed within agreed A 8.5.Obtain an unqualified audit opinion Treasury Cluster - to timeframes 8.11. 0% irregular expenditure on SCM managed improve service contracts unless due to circumstances beyond the delivery to other units control of SCM

8.12. Optimal Percentage 92% 90% availability of fleet 90% 0% No reporting Direct Link availability of fleet vehicles during the 18/19 L 8.20.1.1 Optimal availability of fleet vehicles (excluding vehicles (excluding financial year buses) buses)

8.13. Optimal Percentage 93% 90% availability of bus fleet 90% 0% No reporting Direct Link availability of bus fleet during the18/19 financial year L 8.20.1.2 Optimal availability of bus fleet

8.20. Efficient 8.20.1. Maximising 8.20.1.1. Percentage N/A 90% availability of fleet 90% 0% No reporting Directly linked to KPI Fleet vehicle availability to Optimal vehicles L 8.12. Optimal availability of fleet vehicles (excluding Management enhance service availability of buses) delivery capabilities of fleet vehicles the municipality (excluding buses)

8.20.1.2. Percentage N/A 90% availability of bus fleet 90% 0% No reporting Directly linked to KPI Optimal L 8.13. Optimal availability of bus fleet availability of bus fleet Municipal name: EThekwini Municipality SDBIP: 2018-19 Plan 21: Durban ICC Plan Owner - Phillip Sithole Sector National SFA Natio Performance Indicator Programme Project Unit of Baseline Annual target for Quarter 1 Quarter 1 Actual Indicator Reason For Variance Measures Taken to improve Comment Links KPA nal (Output level only) measure (Annual 2018/19 Target as as at 30 Performance Treas Performance at 30 September ury of 2017/18 September 2018/2019 International Local Economic Ref 21.1. Economic Impact - R-billion estimated)5,1 R5.3bn economic 2018/20191,3 Results 1.3 Direct link to Prj 21.1.1. Monitor and Convention Economic Impact Contribution to GDP impact calculated by an A Project GDP Total Contribution resulting Centre Developmen calculated by independent from the business activities of the Durban t independent research service provider ICC organisation compared to at the end of the budgeted target financial year

21.2. Jobs created - Number 11,500 12 300 jobs 3,075 0 No reporting Indirect link to Prj 21.1.1. Monitor and Number of direct and created L Project GDP Total Contribution resulting indirect jobs created from the business activities of the Durban compared to budgeted ICC target

21.1. Economic 21.1.1. Monitor and Project R-billion 5,1 R5.3bn economic 1,3 Results Direct Link to KPI 21.1. Economic Impact Programme Total Economic Impact impact calculated by an A Impact - Contribution to GDP calculated resulting from the business independent by activites of the Durban ICC service provider independent research organisation at the end of the compared to budgeted target financial year Indirect Link to KPI 21.2. Jobs created - Number of direct and indirect jobs created compared to budgeted target

21.3 Service Excellence - Percentage 95 Customer 95 94 Certain Culinary elements were scored poorly by our Menus will be reviewed as part of the Direct Link to Prj 21.2.1 Monitor and Weighted average satisfaction rate 0f L clientele. Menu's will be reviewed quality assurance program by 31 Analyse Customer Satisfaction Levels percentage rating 95% December 2018. achieved for customer satisfaction

21.4 Back to Basics Number New KPI - No 20 training 5 5 Direct Link to Prj 21.2.2 Improve Training - Number of Baseline Sessions on J Service Delivery through staff and service actual sessions conducted provider training compared to target 21.5 Tourism Five Star Yes/No Yes 5 star toursim Yes Yes Direct Link to Prj 21.2.3 Monitor Grading Accreditation grading retained J adherance to quality standards through Five Star Grading Programme

21.6 Capital Expenditure - Percentage 50 70% of capital 17,5 21,7 There has been more efficient demand management Direct Link to Prj 21.2.4 Implement Percentage of Facilities expenditure budget J during this quarter in line with the procurement plan which infrastructure standards/upgrades to capital expenditure committed has resulted in this quarterly target being over-achieved. sustain and enhance the image of the budget committed versus compared to target Durban ICC target

21.7 ISO 22000 (Food Yes/No Yes ISO 22000 retained Yes Yes This certification is valid for a Direct Link to Prj 21.2.5 Adherance to Safety)Accreditation J period of 12 months. food safety standards through ISO 22000 programme

International Service Customer 21.2 Quality 21.2.1 Monitor and Analyse Percentage 95 Customer 95 94 Certain Culinary elements were scored poorly by our Menus will be reviewed as part of the Direct Link to KPI 21.3 Service Convention Delivery Centricity Assurance Customer Satisfaction satisfaction rate 0f L clientele. Menu's will be reviewed quality assurance program by 31 Excellence - Weighted average Centre programme Levels 95% December 2018. percentage rating achieved for customer satisfaction

International 21.2.2 Improve Service Number New KPI - No 20 training 5 5 Direct Link to KPI 21.4 Back to Basics Convention Delivery through staff and Baseline Sessions on J Training - Number of actual sessions Centre service provider training conducted compared to target

International 21.2.3 Monitor adherance Yes/No Yes 5 star toursim Yes Yes Direct Link to KPI 21.5 Tourism Five Convention to quality standards grading retained J Star Grading Accreditation Centre through Five Star Grading Programme

International 21.2.4 Implement Percentage 50 70% of capital 17,5 21,7 There has been more efficient demand management Direct Link to KPI 21.6 Capital Convention infrastructure expenditure budget J during this quarter in line with the procurement plan which Expenditure - Percentage of Facilities Centre standards/upgrades to committed has resulted in this quarterly target being over-achieved. capital expenditure budget committed sustain and enhance the compared to target versus target image of the Durban ICC

International 21.2.5 Adherance to food Yes/No Yes ISO 22000 retained Yes Yes Direct Link to KPI 21.7 ISO 22000 (Food Convention safety standards through J Safety)Accreditation Centre ISO 22000 programme 21.8 Operating Costs Percentage 60 Operating costs as 60 42 This target was over-achieved as a result of the revenue Direct Link to Prj 21.3.1 Control costs (excluding rates and a percentage of J target exceeding the budget, for the quarter under review. through creation and implementation of depreciation) as a revenue = 59% cost control programme percentage of revenue

21.9 Operating Profit Percentage 7 Operating profit as 8 27 This target was over-achieved as a result of the revenue Direct Link to Prj 21.3.2 Monitor ration of (excluding rates, a percentage of J target exceeding the budget, for the quarter under review. operating costs to revenue to ensure that depreciation, impairment revenue = 12% operating profit is at targeted level adjustments) as a percentage of revenue

International Financial Cost 21.3 Cost Control 21.3.1 Control costs Percentage 60 Operating costs as 60 42 This target was over-achieved as a result of the revenue Direct Link to KPI 21.8 Operating Costs Convention Viability & Containmen Programme through creation and a percentage of J target exceeding the budget, for the quarter under review. (excluding rates and depreciation) as a Centre Sustainabilit t & implementation of cost revenue = 59% percentage of revenue y Business control programme Growth International 21.3.2 Monitor ration of Percentage 7 Operating profit as 8 27 This target was over-achieved as a result of the revenue Direct Link to KPI 21.9 Operating Profit Convention operating costs to revenue a percentage of J target exceeding the budget, for the quarter under review. (excluding rates, depreciation, impairment Centre to ensure that operating revenue = 12% adjustments) as a percentage of revenue profit is at targeted level

International Transformati Training & 21.10 Human Capital 21. 4 Transformation 21.4.1 Develop human Percentage 80 82% of training 20 7 This target was not achieved as non-pivotal training was All pivotal training has been Direct Link to KPI: Convention on & Developme Development - & Development capital through creation budget spent L earmarked for Quarter 1. scheduled for Quarter 2 hence this 21.10 Human Capital Development - Centre Developmen nt Percentage of the Programme and implementation of target will be achieved by 31 Percentage of the training budget that has t training budget that has Work Place Skills Plan December 2018. been spent been spent Direct Link to Prj: 21.4.1 Develop human capital through creation and implementation of Work Place Skills Plan

International Economic 21.11 Women Supplier 21.4.2 Promote Percentage 13 15% procurement 3 48,8 During the year, there was a strong drive to increase the Direct Link to KPI: Convention Transforma Procurement - % development and growth of from women J procurement spend with Women, Youth and African 21.11 Women Supplier Procurement - % Centre tion Procurement from women owned businesses suppliers/ service owned suppliers. Strict guidelines/directives to achieve Procurement from women women suppliers/service through procurement of providers this target was implemented and progress was closely suppliers/service providers providers goods/services from monitored throughout the year. This in turn has resulted companies with women in the positive variance against target. Direct Link to Prj: ownership 21.4.2 Promote development and growth of women owned businesses through procurement of goods/services from companies with women ownership

International 21.12 Youth Supplier 21.4.3 Promote Percentage 5 7% procurement 5 15.68 During the year, there was a strong drive to increase the Direct Link to KPI: Convention Procurement - % development and growth of from youth J procurement spend with Women, Youth and African 21.12 Youth Supplier Procurement - % Centre Procurement from youth owned businesses suppliers/ service owned suppliers. Strict guidelines/directives to achieve Procurement from suppliers/service suppliers/service through procurement of providers this target was implemented and progress was closely providers classified as Youth (35 years or providers classified as goods/services from monitored throughout the year. This in turn has resulted younger) Youth (35 years or companies with youth in the positive variance against target. younger) ownership Direct Link to Prj: 21.4.3 Promote development and growth of youth owned businesses through procurement of goods/services from companies with youth ownership

International 21.13 Procurement % of 21.4.4 Promote Percentage 40 42% of top 20 40 41.67 During the year, there was a strong drive to increase the Direct Link to KPI: Convention Top 20 Supplier Spend development and growth of supplier spend from J procurement spend with Women, Youth and African 21.13 Procurement % of Top 20 Supplier Centre from African Owned African owned businesses African owned owned suppliers. Strict guidelines/directives to achieve Spend from African Owned Suppliers Suppliers through procurement of suppliers this target was implemented and progress was closely goods/services from monitored throughout the year. This in turn has resulted Direct Link to Prj: companies with African in the positive variance against target. 21.4.4 Promote development and growth ownership of African owned businesses through procurement of goods/services from companies with African ownership

21.14 B-BBEE 21.4.5 Promote broad Number 3 Obtain Levlel 2 3 0 No reporting Direct Link to KPI: Certification - B-BBEE based black economic BEE certifiation L 21.14 B-BBEE Certification - B-BBEE Level Certification empowerment through B- Level Certification BBEE Certification Direct Link to Prj: 21.4.5 Promote broad based black economic empowerment through B-BBEE Certification International 21.15 Employment 21.4.6 Promote Percentage 50 50% female staff 50 57 Measures were implemented in the recruitment process Direct Link to KPI: Convention Equity - % of staff transformation and complement J to ensure vacancies were appropriately filled by female 21.15 Employment Equity - % of staff Centre complement that are employment equity through incumbents which has assisted in the achievement of this complement that are female female women employment target. Direct Link to Prj: 21.4.6 Promote transformation and employment equity through women employment Transformati 21. 4 Transformation on & & Development Developmen Programme t

International 21.16 Employment 21.4.7 Promote Percentage 60 60% of Top and 60 83 Some positions at this level were vacated, which resulted Direct Link to KPI: Convention Equity - % of Top transformation and Senior J in this target being over-achieved. 21.16 Employment Equity - % of Top Centre Management & Senior employment equity through management that Management & Senior Management Black Management Black employment of black are Black persons at Top Direct Link to Prj: Management Level 21.4.7 Promote transformation and employment equity through employment of black persons at Top Management Level

International 21.17 Employment 21.4.8 Promote Percentage 50 50% of Top and 50 50 Direct Link to KPI: Convention Equity - % of Top transformation and Senior J 21.17 Employment Equity - % of Top Centre Management & Senior employment equity through management that Management & Senior Management Management Female employment of females at are female Female Top Management Level Direct Link to Prj: 21.4.8 Promote transformation and employment equity through employment of females at Top Management Level

International 21.18 Employment 21.4.9 Promote Percentage 2 2% of staff 2 2 Direct Link to KPI: Convention Equity - % of Total Staff transformation and complement J 21.18 Employment Equity - % of Total Centre Complement Disabled employment equity through diasbled Staff Complement Disabled employment of Disabled Persons Direct Link to Prj: 21.4.9 Promote transformation and employment equity through employment of Disabled Persons

International Governance Governanc 21.19 Risk Management - 21.5 Risk 21.5.1 Effecitively manage Percentage 82 84% of tasks listed 25 36,2 This target was over-achieved due to a strong drive on Direct Link to KPI: Convention e & Risk management and Management & risk through creation of a in the risk register J risk management which included monthly risk meetings, 21.19 Risk Management - Risk Centre Compliance mitigation. % Tasks Governance risk register with action completed on due clearly defined and allocated tasks with deadlines as well management and mitigation. % Tasks completed on due date Programme plans and due dates for date as close monitoring/follow up during the Quarter under completed on due date as listed on the as listed on the Task action review. Task Risk Register Risk Register Direct Link to Prj: 21.5.1 Effecitively manage risk through creation of a risk register with action plans and due dates for action

International 21.20 Unqualified Audit - 21.5.2 Promote good Yes/No Unqualified Unqualified audit Yes Yes Direct Link to KPI: Convention Achieve Unqualified Audit governance in the audit achieved achieved J 21.20 Unqualified Audit - Achieve Centre from the AG organisation by achieving Unqualified Audit from the AG unqualified audit Direct Link to Prj: 21.5.2 Promote good governance in the organisation by achieving unqualified audit Municipal name: EThekwini Municipality SDBIP: 2018-19 Plan 22 Ushaka - Develop and Sustain our Spatial, Natural and Built Environment Plan Owner - Philip Sithole Sector National KPA SFA National Performance Indicator Programme Project Unit of Baseline Annual target for Quarter 1 Target Quarter 1 Actual Indicator Reason For Variance Measures Comment Links Treasury (Output level only) measure 2018/19 as at 30 as at 30 Taken to Ref No. September September improve 2018/2019 2018/2019 Performance

Provision of targeted 22.1.Survey guests and 22.1.1Customer 22.1.1.1 Undertake % 500 guests surveyed per To survey 500 95% 97% A new guest first Direct Link to KPI: guest-oriented quality obtain 95% "overall park Service assessments on month and achieved guests per month to J strategy has been 22.1.Survey guests and obtain services in the Theme experience" positive customer 97% of "overall park achieve 95% of introduced around the 95% "overall park experience" Park guest satisfaction. satisfaction experience" satisfaction "overall park park. positive guest satisfaction. from the surveyed experience" guests. satisfaction from the Direct Link to Prj: surveyed guests. 22.1.1.1 Undertake assessments on customer satisfaction

Creation of exciting, 22.2.Hold 4 anchor 22.2.1 Fun and 22.2.1.1 Hold 4 Number 6 anchor events held To hold four anchor 1 1 Dubane Direct Link to KPI: fun and quality events Entertainment anchor events events J Springbreak held 22.2.Hold 4 anchor events experiences and on the 29th environment to grow September 2018 Direct Link to Prj: the Park footprint 22.2.1.1 Hold 4 anchor events

22.3.Achievement of 3% 22.3.1 Footfall 22.3.1.1 % 8% footfall growth To achieve 3% 0% 0% This is an annual Direct Link to KPI: footfall growth year on growth Strategically position footfall growth year A KPI 22.3.Achievement of 3% year . DMTP as a must on year footfall growth year on year . visit tourism and GOVERNANC events destination Direct Link to Prj: E AND 22.3.1.1 Strategically position PUBLIC DMTP as a must visit tourism PARTICIPATI and events destination ON

Provision of a 22.4.Not exceed 10 lost 22.4.1 22.4.1.1 Maintain/ Number 8 lost time injuries To not exceed 10 10 0 Tool box talks have there were no lost Direct Link to KPI: functional, well time injuries Compliance with reduce the number lost time injuries J been introduced to time injuries in the 22.4.Not exceed 10 lost time maintained and safe Occupational of lost time injuries create safety awareness first quarter of injuries Theme Park that Health and Safety by maintaining amongst staff. 2018/19 meet all required Legislation assets and Direct Link to Prj: standards. conducting Health 22.4.1.1 Maintain/ reduce the and Safety number of lost time injuries by Inspections, audits, maintaining assets and training programs conducting Health and Safety Inspections, audits, training programs

22.5. Ensure that 22.5.1 22.5.1.1 To ensure % full compliance with To ensure full 100% 100% Direct Link to KPI: SAAMBR complies with Stakeholder that SAAMBR appendix B of the SLA compliance with J 22.5. Ensure that SAAMBR SLA obligations relationship complies with SLA regarding reporting appendix B of the complies with SLA obligations management obligations requirements SLA regarding reporting Direct Link to Prj: requirements 22.5.1.1 To ensure that SAAMBR complies with SLA obligations

Creation of a platform 22.6. Compilation of 22.6.1 22.6.1.1Percentage % 100% achievement of To achieve 100% of 100% 100% Direct Link to KPI: for growth, effective Employment Organisational of people from the designated group at the designated J 22.6. Compilation of effective empowerment and Equity plans and reports Transformation employment equity Top/Senior group at Top/Senior Employment Equity plans and skills development for Top/ Senior (Employment target groups Management level Management level reports for Top/ Senior Management Equity) employed in the Management Top/ Senior Management levels Direct Link to Prj: 22.6.1.1Percentage of people from employment equity target groups employed in the Top/ Senior Management levels

TRANSFORM ATION AND ORGANISATI ONAL DEVELOPME NT Creation of a platform for growth, empowerment and skills development

22.7. Compilation of 22.7.1 22.7.1.1 Percentage % 83% achievement of the To achieve 87% of 67% 83% The appointment of the Direct Link to KPI: effective Employment Organisational of people from designated group at the designated J CFO resulted in the 22.7. Compilation of effective Equity plans and reports Transformation employment equity Middle Management group at Middle appointment of a Black Employment Equity plans and TRANSFORM for Middle management (Employment target groups level Management level female being the most reports for Middle management ATION AND Equity) employed in the suitable candidate, thus ORGANISATI Middle Management over achieving the Direct Link to Prj: ONAL levels target by 1 employee. 22.7.1.1 Percentage of people DEVELOPME from employment equity target NT groups employed in the Middle Management levels

22.8.Retention of key 22.8.1 Retention 22.8.1.1 Develop % New KPI - No baseline To achieve 80% 80% 96% A stable team has been Direct Link to KPI: DMTP scarce skills Strategy and Implement retention of key J created for critical 22.8.Retention of key DMTP personnel. Retention Strategy critical posts positions. scarce skills personnel. identified Direct Link to Prj: 22.8.1.1 Develop and Implement Retention Strategy

Growing the primary 22.9.Achievement of 22.9.1 Establish a 22.9.1.1Develop % 1% growth on gross Achievement of 3% 0% 0% This is an annual Direct Link to KPI: and secondary 10% growth on gross Pricing Strategy and Implement a revenue growth on gross A KPI 22.9.Achievement of 10% revenue generators to revenue year on year Pricing model revenue year on growth on gross revenue year sustain the Theme year on year Park. Direct Link to Prj: 22.9.1.1Develop and Implement a Pricing model

22.10.Manage actual 22.10.1 Sound 22.10.1.1 Maximise % 98.68% occupancy To achieve 95% of 95% 97,58% The opportunity to fully Direct Link to KPI: occupancy of lettable Financial letting of Village achieved occupancy of J let vacant space always 22.10.Manage actual space against available Management Walk Space lettable space in the exists and the objective occupancy of lettable space Village Walk is to try and get to 100% against available occupancy as the 95% is the industry norm. Direct Link to Prj: 22.10.1.1 Maximise letting of Village Walk Space

Provision of a 22.11. Achieve budgeted 22.11.1 Sound 22.11.1.1 R -6,069 Million EBIDA To achieve R 0 R 0 This is an annual Direct Link to KPI: financially Earnings before interest, Financial Implement Cost budgeted EBIDA A KPI 22.11. Achieve budgeted accountable and depreciation and Management Management Earnings before interest, sustainable entity. amortisation (EBIDA) strategy depreciation and amortisation (EBIDA)

Direct Link to Prj: 22.11.1.1 Implement Cost Management strategy

22.12.Achieve a Clean 22.12.1 Sound 22.12.1.1Prepare Yes/No Clean audit achieved To achieve a clean No No Not applicable in Direct Link to KPI: audit opinion for prior Financial and Submit financial audit for the prior A this quarter 22.12.Achieve a Clean audit financial year. Management statements in financial year opinion for prior financial year. compliance with MFMA & GRAP for Direct Link to Prj: the previous 22.12.1.1Prepare and Submit financial year financial statements in compliance with MFMA & FINANCIAL GRAP for the previous financial SUSTAINABIL year ITY Provision of a financially accountable and sustainable entity.

FINANCIAL SUSTAINABIL ITY

22.13.Increase 22.13.1 Effective, 22.13.1.1 % 88% of all goods & To procure 85% of 85% 85% Direct Link to KPI: procurement from efficient and Implement services from historically all goods & services J 22.13.Increase procurement disadvantaged economical Preferential disadvantaged from historically from disadvantaged businesses businesses (level 1 to 5) Supply Chain Procurement businesses (level 1 to 5) disadvantaged (level 1 to 5) Management Strategy businesses (level 1 to 5) Direct Link to Prj: 22.13.1.1 Implement Preferential Procurement Strategy

To ensure legislative 22.14.Manage 22.14.1 Reduce 22.14.1.1 Collection % New KPI - No baseline To ensure that 95% 95% 95% Direct Link to KPI: compliance and good percentage collection of DMTP debts of outstanding debts of OUTSTANDING J 22.14.Manage percentage governance. Debtors outstanding over debtors are collection of Debtors 60 days. collected within 60 outstanding over 60 days. days. (EXCLUDES LEGAL MATTERS) Direct Link to Prj: 22.14.1.1 Collection of outstanding debts

22.15 Manage creditor 22.15.1 Payment 22.15.1.1 Manage % All creditors paid within To ensure that all 100% 100% Direct Link to KPI: payment days against of all creditors and Systems and 30 days of valid invoice creditors are paid J 22.15 Manage creditor payment legislated payment days. verification of procedures to within 30 days of days against legislated payment SCM procedures ensure all creditors receipt of a valid days. are paid within invoice. legislated or Direct Link to Prj: contractual 22.15.1.1 Manage Systems and deadlines procedures to ensure all creditors are paid within legislated or contractual deadlines

Provision of diverse, 22.16 Ensure community 22.16.1 22.16.1.1 Undertake Yes/No New KPI - No baseline To provide No No This is an annual Direct Link to KPI: educational and participation in a CSI Implement Social Youth employment workplace A KPI 22.16 Ensure community entertaining programme. Responsibility initiatives experience to youth participation in a CSI conservation- programmes targeting 5% of the programme. orientated product workforce offerings. Direct Link to Prj: 22.16.1.1 Undertake Youth SOCIAL AND employment initiatives GREEN ECONOMY 22.17. Recycle 30% of 22.17.1 Enhance 22.17.1.1 Promote % 43% Solid Waste To recycle 30% of 30% 41% Ongoing awareness and Direct Link to KPI: total solid waste Environmental Recycling of solid Recycled total solid waste J training initiatives are 22.17. Recycle 30% of total generated. Sustainability waste collected contributing to improved solid waste generated. levels of recyclability Direct Link to Prj: 22.17.1.1 Promote Recycling of solid waste