e r 2 - Umgeni Water

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| Organisational Scorecard: Key Performance Indicators Linked to Strategy and Five-Year Projected Targets ChapterStrategic ObjectiveUmgeni WaterOutcomeKey PerformanceIndicatorNGOs orcharities.*ResponsibleExecutiveStandard(Statutory/else bestpractice)Baseline(Current year2010/2011)GeneralMaintenance;Security; andCleaningServices.Projected Targets2011/2012 2012/2013 2013/2014 2014/2015 2015/2016Maintenance;Security; andCleaningServices.Maintenance;Security; andCleaningServices.Maintenance;Security; andCleaningServices.Maintenance;Security; andCleaningServices.Maintenance;Security; andCleaningServices.GM CSWater sectoraligns to BBBEEand PPPFA.78% preferentialprocurementspend.78 % preferentialprocurementspend.80% preferentialprocurementspend.80 % preferentialprocurementspend.80 % preferentialprocurementspend.80 % preferentialprocurementspend.100% targetedsuppliersdeveloped.100% targetedsuppliersdeveloped.100% targetedsuppliersdeveloped.100% targetedsuppliersdeveloped.100% targetedsuppliersdeveloped.100% targetedsuppliersdeveloped.13. The extent towhich there issupport providedto vulnerablemunicipalities.GM E&SSWater boards’support stressedmunicipalities.100%%completion ofcontractedmilestones.100%%completion ofcontractedmilestones.100%%completion ofcontractedmilestones.100%%completion ofcontractedmilestones.8. Contribute tothe greeneconomy vCommunity andEnvironmentalSustainability14. Number ofenvironmentalsustainabilityinitiatives. *GM OPSGM OPSGM E&SSGM CSGM FinanceReduce waterlosses.Contribute tosustainablegrowth.≤ 3% water losses. ≤ 3% water losses. ≤ 3% water losses. ≤ 3% water losses. ≤ 3% water losses. ≤ 3% water losses.Establish baselinetargets forenvironmentalsustainabilityindicators.Finalise baselinetargets forenvironmentalsustainabilityindicators.Identify andimplement plansfor energy, waterand materialsefficiency.GM OPSGM E&SSGM E&SSIncluderenewable energysources.Mitigate climatechange impacts.Completedfeasibility studyfor Darvill WWWwaste energyreuse.Modelled impactsof climate changeon Mgeni systemresources.Continue energyco-generationinvestigation atthe DarvillWastewaterWorks.Continuedmodelling ofimpacts ofclimate changeon waterresources.Implementedwaste energyreuse at DarvillWWW.Continuedmodelling ofimpacts ofclimate changeon waterresources.Umgeni Water Five-Year Business Plan | 2011/2012 to 2015/2016 Page 158
| Organisational Scorecard: Key Performance Indicators Linked to Strategy and Five-Year Projected Targets ChapterStrategic ObjectiveUmgeni WaterOutcomeKey PerformanceIndicatorResponsibleExecutiveMsinsiHoldingsStandard(Statutory/else bestpractice)100%implementationof annualbiodiversitymanagementplan for alienplants, game andgrasslands.Organisational Learning and Growth Perspective9. MaintainStrategicEffectiveness10. EnsureFunctionalExcellenceLeadership andEmployeeDevelopmentLeadership andEmployeeDevelopment15. The extent towhich theorganisationprovidesleadership andinfluences thewater sector.16. Per cent retentionand developmentof core anddistinctivecompetencies.CEGM CS100% input intowater sector’slong-termstrategies: incl.,institutionalplanning, waterfunding andpricing, waterresources andclimate change,in context of adevelopmentalstate.Retain core anddistinctivecompetencies.Baseline(Current year2010/2011)65%implementationof annualbiodiversitymanagementplan for alienplants, game andgrasslands.Input into watersector’s longtermstrategies incontext of adevelopmentalstate.52 learnersenrolled as waterand wastewaterprocesscontrollers andartisans.18 graduates/interns developedin engineering,science and otherrequiredprofessionalfields.3 bursarystudents enrolledin engineeringfields.Projected Targets2011/2012 2012/2013 2013/2014 2014/2015 2015/201680%implementationof annualbiodiversitymanagementplan for alienplants, game andgrasslands.Continued inputinto watersector’s longtermstrategies incontext of adevelopmentalstate.70 learnersenrolled as waterand wastewaterprocesscontrollers andartisans.18 graduates/interns developedin engineering,science and otherrequiredprofessionalfields.10 bursarystudents enrolledin engineeringand financialfields.Continued inputinto watersector’s longtermstrategies incontext of adevelopmentalstate.70 learnersenrolled as waterand wastewaterprocesscontrollers andartisans.43 graduates/interns developedin engineering,science and otherrequiredprofessionalfields.10 bursarystudents enrolledin engineeringand financialfields.Continued inputinto watersector’s longtermstrategies incontext of adevelopmentalstate.70 learnersenrolled as waterand wastewaterprocesscontrollers andartisans.43 graduates/interns developedin engineering,science and otherrequiredprofessionalfields.10 bursarystudents enrolledin engineeringand financialfields.Continued inputinto watersector’s longtermstrategies incontext of adevelopmentalstate.70 learnersenrolled as waterand wastewaterprocesscontrollers andartisans.50 graduates/interns developedin engineering,science and otherrequiredprofessionalfields.10 bursarystudents enrolledin engineeringand financialfields.Continued inputinto watersector’s longtermstrategies incontext of adevelopmentalstate.70 learnersenrolled as waterand wastewaterprocesscontrollers andartisans.50 graduates/interns developedin engineering,science and otherrequiredprofessionalfields.10 bursarystudents enrolledin engineeringand financialfields.Umgeni Water Five-Year Business Plan | 2011/2012 to 2015/2016 Page 159
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