1 ENVIRONMENTAL AFFAIRS AND TOURISM BUDGET VOTE BRIEFING DEPARTMENT & PUBLIC ENTITIES’ JOINT...

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ENVIRONMENTAL AFFAIRS AND TOURISM BUDGET VOTE BRIEFING

DEPARTMENT & PUBLIC ENTITIES’ JOINT PRESENTATION TO THE PORTFOLIO

COMMITTEE

07 MAY 2008

BY

MS N JEZILE (Acting DG)

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CONTENTS

1. Vision

2. Programmes and Public Entities.

3. Apex priorities

4. Strategy

5. Finances

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DEAT VISION

“A prosperous and equitable society living in harmony with

our natural resources”.

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Departmental Programmes and Relevant Public Entities

1. Admin & support.

2. Environmental Quality & Protection.•South African Weather Service (SAWS).

3. Marine & Coastal Management.•Marine Living Resources Fund (MLRF).

4. Tourism.•South African Tourism (SA Tourism).

–Tourism Grading Council of South Africa (TGCSA)–Tourism Enterprise Promotion Company (TEPCO).–Tourism Empowerment Company of South Africa (TECSA).

5. Biodiversity Conservation.

South African National Parks (SANParks), South African Biodiversity Institute (SANBI), iSimangaliso wetland Parks Authority.

6. Sector Service & International Relations.

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Links to Apex Priorities

APEX PRIORITY ROLEIndustrial Policy Action Plan. Tourism Growth & Develop.

Marine Aquaculture Development.

The Investment Call Centre. EIA application information.

Implement intense campaign on energy security.

Air Quality & Climate Change initiatives.

Resolve Organisational issues on Skills development.

Environment and Tourism Skills development (working with THETA, course accreditation system e.t.c).

Speed up land & agrarian reform.

Resolution of claims in Protected Areas.

Implement interim anti-poverty campaign.

Implementation of the EPWP - SRPP

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APEX PRIORITY ROLESelf-employment interventions in the 2nd economy.

Tourism 2nd economy interventions.

SRPP.

Speedup Community Infrastructure programme

Permitting of waste disposal sites

Intensify campaign against communicable diseases

Address air quality challenges, particularly – links to respiratory diseases.

Assistance to SME’s Departmental procurement

Use of SME’s in implementation of SRPP projects.

Ensure integrated planning across spheres of government.

Planning guidelines & toolkits.

Participation in PGDS’ and IDPs.

Env sector planning coordination.

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APEX PRIORITY ROLE

Implement special crime combating security initiatives.

•Marine Complince and surveillance measures.•EMI programme.

Partnerships to communicate on fighting crime.

Tourist safety & awareness initiative.

Intensify economic diplomacy.

•Intensify global Tourism Marketing (SAT)•TFCA’s

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GOALS AND STRATEGIC OBJECTIVES FOR 2008/9 - 2010/11

GOAL STRATEGIC OBJECTIVES

1. Delivering our mandate.

•Create conditions for sustainable tourism growth and development.•Promote the conservation and sustainable utilization of natural resources to enhance economic growth and poverty eradication•Protect and improve the quality and safety of the environment•Promote a global sustainable development agenda•Promote sector transformation and job creation

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GOALS AND STRATEGIC OBJECTIVES FOR 2008/9 - 2010/11

GOAL STRATEGIC OBJECTIVES

2. Growing a Learning Organisation built on Human Capital Foundation

Position DEAT as an Employer of Choice.

3. Operational Efficiency and Relevance in the Information age.

Enhance Service Delivery and Systems Improvement.

4. Financially Responsible and Accountable Organisation giving Value for Money.

Promote Equitable and Sound Corporate and Cooperative Governance.

5. Empowerment through Information Sharing and Sound Stakeholder Relations.

Enhancement of Reputation and Collective Ownership of the Sectors.

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Tourism

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The Tourism Growth & Dev Strategy

Tourism Growth Strategy

Quality

assessments

Quality

assessments

Transport Transport

Skills & Service Levels

Skills & Service Levels

Marketing &

Branding

Marketing &

Branding

Product and

SMME

Product and

SMME

Safety Safety

Incentives

and Investment

Incentives

and Investment

2. Tourism Enterprise Promotion Company (old TEP) with DEAT

3. Safety and Security, Department of Health, Department of Transport

1. South African Tourism

8. Tourism Grading Council, Register of Guides (DEAT and provinces)

5. Theta and DEAT

6. Department of Transport (land and air)

TransformationTransformation4. TECSA and DEAT

7. The dti

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DEAT’s Role and strategy: Create conditions for sustainable Tourism Growth and Development.

Strategic Objective:KPA: Ensure Competitiveness of SA Tourism Sector.

KPI Target 2008/9

•Skills levels in the Tourism sector.

•Development of a long-term National Tourism HRD strategy.

•145 new tourist guides trained and registered.

•100 International training opportunities created (foreign languages).

•50% of the approved Tourism Sector Skills plan implemented.

•1000 SMME’s trained - TEPCO

•Quality of Tourism products and services.

•Obtained resources to accelerate the grading of accommodation establishments.

•Secure commitment by industry to 20% reduction in consumption of electricity.

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KPI Target 2008/9 •Constraints reduction and improved accessibility for portfolio and domestic markets.

•2 visa restrictions lifted.

•4 additional routes for passenger flights for portfolio markets.

•Tourist crime victim support programme in place.

•Establish structures for implementation of Tourism Road signage.

•Framework for managing Tourist Information Centers in place.

•National support programme in place for tourist victims of crime.

•Tourism Product development

•GCP2 recommendations implemented in 2 geographic areas.

DEAT’s Role and strategy: Create conditions for sustainable Tourism Growth and Development.

KPA: Ensure Competitiveness of SA Tourism Sector.

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DEAT Role’s and strategy: Create conditions for sustainable Tourism Growth and Development

KPA: Maximize Tourism Potential of 2010 FIFA world cup

KPI Target 2008/9

•“Green” 2010 FIFA world cup.

•2010 greening framework developed.

•2010 Tourism plan implementation

30% implementation.

•Tourism Ambassador programme implementation.

500 Ambassadors recruited and trained.

KPA: Sustainably grow the Tourism Sector

KPI Target 2008/9

•Tourism enterprise development

Obtain resources for TEPCO’s to facilitate increase in transactional linkages between SMME’s and established Tourism Enterprises.

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Share our vision with stakeholders

Share our vision with stakeholders

Use the trade to grow our business

Use the trade to grow our business

Grow & nurture our staff

Grow & nurture our staff

Improve brand traction in markets

Improve brand traction in markets

Increase value-extraction in SA from

all tourists

Increase value-extraction in SA from

all tourists

Fine-tune internal systems and

communication

Fine-tune internal systems and

communication

SA Tourism’s strategic objectives 2008-10

Sustainable GDP Growth

Sustainable GDP Growth

Sustainable job creation

Sustainable job creation

Redistribution and transformation

Redistribution and transformation

The Tourism Act’s mandate to SA Tourism

is ...

through four strategic

objectives . . .

by focusing on doing only the

following “Big 6 things” very

well!

Achieve targeted total arrivals to SA in 2007 - 2010

Achieve targeted total arrivals to SA in 2007 - 2010

Achieve total average tourist spend inside SA in 2007 - 2010Achieve total average tourist

spend inside SA in 2007 - 2010

SA Tourism to be the best tourism organisation by 2010

SA Tourism to be the best tourism organisation by 2010

SA to be the most preferred tourist brand by 2014

SA to be the most preferred tourist brand by 2014

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SA Tourism Role & strategy: To achieve annual arrival targets

Year Target % increase over previous year

Arrivals achieved

2007 8 682 495 4,4% increase over 2006

9 090 994

2008 (revised) 9 699 365 6.7 % increase over 2007 actual

2009 Target 10 282 873 6% increase over 2008 revised target

2010 Projection 11 400 000 10.5 % increase over 2009

2011* 11 900 000 4.9 % increase over 2010

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SA Tourism’s role & strategy: To achieve target spend

Year Target Total – Billions(Estimation)

Actual - Billions(Estimation)

2007Actual:Land travellersAir travellers

R 8 000

R5 800R10 200

R 69.5 R 60.1 (Average = R7,000)R36b (down 18%)R24b (up 7%)

2008 (Revised) R 7 300 R 70.8

2009 Target R 7 800 R 80.2

2010 Projection R 8 300 R 94.6

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Integrated SA Tourism portfolio 2008 – 2010**: Underscored are leisure and business tourism markets (* = associations and # =

incentives and corporate meetings) AFRICA AMERICAS & the UK ASIA & AUSTRALASIA EUROPE

CORE MARKETS

Botswana

Domestic

Kenya

Nigeria

USA*#

UK*#

Australia*

India #

France*#

Germany*#

Netherlands*#

INVESTMENT MARKETS

Angola

DRC

Mozambique

Zimbabwe

Canada*# China (incl. Hong Kong)

Japan #

Italy #

Sweden #

TACTICAL MARKETS

Ghana

Lesotho

Swaziland

Tanzania

Ireland Singapore Switzerland*#

WATCH-LIST MARKETS

Egypt

Namibia

UAE

Brazil Malaysia

New Zealand

Rep of Korea

Austria*#

Belgium*#

Denmark*#

Norway

Spain

STRATEGIC IMPORTANCE

Bahrain, Oman, Qatar, Saudi Arabia

STRATEGIC LINKS/HUBS

Ethiopia, Zambia, Senegal

Argentina Thailand Greece

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Responsibility

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TGCSA’s Role & Strategy: Targets for new grading - currently 5671 establishments are graded as at end March 08

2008-09 2009-10 2010-11 2011-12 2012-13

Total Renewals 5,667

7,167 7,597

8,053

8,536

26% 6% 6% 6%

Graded status renewal targets

2008-09 2009-10 2010-11 2011-12 2012-13

Total New Gradings 1,542

2,313

2,452

2,599

2,755

50% 6% 6% 6%

Other priorities:•Effective consumers feedback mechanism•Public education and awareness•Universal Access principle (disability friendly facilities)•Green grading

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•Private Sector Engagement (Lobbying and involvement).•Beneficiaries engagement (awareness and capacity).•Public leveraging•Enabling Environment•Partnership and alignment

TECSA Role and strategy: Tourism Sector Transformation strategy – key elements:

Factor 2009 target

2014 target

Ownership %share of economic benefits as reflected by direct shareholding by black people

21% 30%

Strategic representationBlack People % Board of DirectorsBlack Women % Board of directorsBlack People % executive managementBlack Women % executive management

30%15%30%15%

50%25%50%25%

Tourism Sector Transformation Targets:

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TECSA Role and strategy: Tourism Sector Transformation targets

Factor 2009 target

2014 target

Skills Development% spend on skills development and on all accredited training% skills development spend on black employeesNumber of learnerships as a % of total employeesNumber of black learners as a % of total learners

3%

75%of 3%2%80%

3%

75% of 3%2%80%

Preferential ProcurementSpend on BEE compliant companies as total % of procurement spend

40% 50%

Employment EquityBlack People % managementBlack Women % managementBlack People % supervisors, junior and skilled employeesBlack Women % supervisors, junior and skilled employeesBlack People % of total staffBlack Women % total staff

31%18%45%

23%

53%28%

50%25%65%

35%

75%40%

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TECSA Role & strategy: Tourism Sector Transformation targets

Factor 2008/9 target

2014 target

Enterprise Development•% spend of post tax profit on enterprise development and % employee time contributed to enterprise development over total employee time.•Enhanced revenue and or cost savings and or twinning initiatives facilitated for black owned SMMEs as a % of revenue of the company measured.

1%

1%

1%

1%

Social Development and Industry Specific•% CSI spend on post tax profits on education, community programmes, job creation, training, health, conservation, community tourism and marketing activities to develop black tourist market (or % employee time over total employee time.•% of new recruits with no prior work experience.•Status of Tomsa levy collector.

1%

10%Yes

1%

10%Yes

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Biodiversity Conservation & Fisheries Management

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DEAT’s Role & strategy: Promote the conservation and sustainable utilisation of natural resources and enhance economic growth and poverty eradication

KPA: Ensure equitable and sustainable use of natural resources.

KPI Target 2008/9

•Systems to standardize trade and utilization of threatened, protected or commercial species.

•Draft CITES regulations developed.•Hunting Norms and Standards published.•ABS Database/Register in place.•Elephant Norms and Standards - 10% of Management plans in place.

KPA: Conserve and mitigate threats to biodiversity.

KPI Target 2008/9

•Measures to manage threats to biodiversity.

•Draft status report on NBF implementation.•Biodiversity Management Plan developed for 1 more species. •AIS Regulations finalised.

•Conservation estate expansion (ecosystems representativity and viability).

•Finalisation of the National PA expansion strategy.•Identification of suitable grasslands for protection (with SANBI).•3 additional WHS proclaimed.•1 bioregion published.•One new biosphere reserve submitted to UNESCO

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DEAT’s role & strategy: Promote the conservation and sustainable utilisation of natural resources and enhance economic growth and poverty eradication

• KPA: Build a sound Scientific base for effective management of natural resources.

KPI Target 2008/9

Research to support conservation and sustainable use of biodiversity.

•Biosafety research programme developed.•Elephant research programme rollout.

SA strategic research presence in Antarctica and Islands.

•Design specification for vessel replacement completed.•Demolition of the old base in Prince Edward and Gough Islands base.•3 relief voyage to SANAE and Islands.

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Focus Area

Strategic objective

KPI/measure Targets 2008/9

Corporate Governance.

Improved governance and risk management

Unqualified Audit Report. Unqualified report with no emphasis on matters.

Conservation

Expand the National park system

Under-conserved biomes to be brought under the National parks system

12 800 ha

Management of biodiversity and cultural heritage assets

•NBF implementation•Red-listed species management•AIS removal•Ecosystems restoration•Elephant management•Landscape linkages•Improvement in management of cultural resources

5% improvement from established state of biodiversity & state of cultural heritage reports baselines.

SANParks Role and strategy

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Focus Area Strategic objective


Constituency building

Improve environmental education

Number of learners participating in Environmental Education Programme.

110 000

Facilitate socio-economic development

Number of person days on temporary jobs created.

325 000

% Rand value of procurement from SMME’s Suppliers and service providers

60%

Promote access to benefits from national parks system

Number of sustainable resource use projects

7 flagship resource use projects


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Focus Area

Strategic objective


Tourism Grow Revenue % increase in gross operating revenue

11%

Provide value for money nature-based experiences.

% occupancy level

Accommodation = 71%

Accommodation units sold = 507 600

Camping Persons Nights = 590 000

Activities = 230 000

% increase in total number of visitors

2% of current year’s 4 720 737.

Promote access to national parks system

% increase in domestic Black Visitor numbers

Overall = 10%

Overnight = 10%


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SANBI’s Role & strategyApplied research:•National biodiversity research strategy.•GMO research programme established.•Scientific Authority operational i.t.o NEMBA.•Assessment of species utilisation.

Climate Change:•2nd national communication and Strengthening of a bio adaptation research.

Biosystematics & collections:•Initiate animal taxonomy.•Develop national history collection strategy (museums and herbaria).•Complete Angoalan checklist of plants.•Network for compilation of African plans electronic identification manual.

Biodiversity Planning and Mainstream:•Id ecosystems under threat.•Launch of national grasslands programmes.•Law enforcement support tool for CITES.•Implement Munics biodiversity prog in partnership with DPLG.•Initiate freshwater and marine programme.

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SANBI’s role & strategyState of biodiversity:•First State of Biodiversity report.•Red list project for fish initiated.•Red list for reptiles completed.

Rehabilitation of threatened ecosystems:Working for wetlands:100 wetlands rehabilitated, 18 000 temporary job days created and 210 SMME’s used.

Policy Development:Support implementation of bioregional plansDevelopment of the list of threatened ecosystemsAIS technical support for redrafting.Fiscal reform – incentives for biodiversity management.

Knowledge & Info management:Expansion of online access to biodiversity data, Expansion of BGIS – Biodiversity Geographic information systemHosting of “virtual museums”

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SANBI’s role & strategyConservation Gardens and Tourism:

•Planned expansion of NBGs to Limpopo & Eastern Cape by 2012.•Possible expansion - Harold porter and Walter Sisulu NBG•Promote gardens as biodiversity “embassies of biodiversity, education and culture”•Tourism destinations

Education and empowerment:•Greening 240 schools – Mpumalanga, Gauteng and Free State.•Garden based environmental education programme

Human Capital development:•Develop a human capital strategy for biodiversity sector.

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•Brand rollout.•Conclusion of contract and EIA for Cape Vidal project.•People and Parks programme.•Land claims trust capacity building and implementation and co-management agreement.•Equitable access programme (school discounted fees and neighbourhood programme).•Tourism 101 training across the park.•Focused training including land care, CBNRM, infrastructure and Tourism (NQF 4).•Rollout of infrastructure (R30 million budget).

iSimangaliso’s Role & Strategy

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MLRF Role & strategyStock determination and oceanography:Research on catch and/or effort limit for 21 fishery sectors Research on 3 non-consumptive resources (seals, seabirds & sharks) Design specifications for new Antarctic vessel with construction

underway by 2009-2011 Demolish old base on Marion Island (with DPW) & site rehabilitation by

2011 3 relief voyages to SANAE and Marion & Gough Islands

Rebuild depleted fish stocks: Strategy for hake and abalone (research, management & compliance) Feasibility assessment of 2 fisheries (octopus & white mussel)

Marine Aquaculture research and management regime: 2 pilot marine aquaculture projects launched – increasing to 5 by 2011 Research into 3 species (scallop; finfish and urchin)

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MLRF Role & StrategyCompliance:30% of landings in 3 key fishery sectors monitored – increasing to 50% by 201110% of selected rights holders investigated15% of vessels inspected60% compliance with 4x4 & other environmental legislation – increasing to 75% by 201110 partnerships maintained and strengthened

Mitigation of Threats to Biodiversity & pollution prevention:19 MPAs declared – new MPAs to be declared including 1 off-shore MPA by 2011.Increase management capacity of MPAs from 60% to 95% by 2011Marine & coastal climate change variables identified & joint project with DST developed by 2011.Finalisation and implementation of a National Plan of Action to address land-based sources of marine pollution by 2011

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MLRF Role and strategy

Marine & Coastal Economic Opportunities•Harbour feasibility study recommendations adopted and implementedFinalisation of Policy for Transfer of commercial fishing rights in 2008 and implementation of policy & management regime by 2011Collect maximum revenue & implement an effective debtors management system.

Governance:•Reduce bad debts by 10% (target for 2009/10 & 20010/11).•Target for 2008 is improved Audit opinion (i.t.o. number of qualifications and materiality) – moving to an unqualified Audit report by 2011

Business Process Improvement:Maintain & enhance the integrated administrative and financial management systems (Oracle & MAS)

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Environmental Quality and Protection & Weather Services

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DEAT’s role & strategy: Protect and improve the quality and safety of the environment

• KPA: Prevent and manage potentially negative impacts on the environment

KPI Target 2008/9

•Environmental Impact Management

•85%of EIM DEAT applications processed within stipulated timeframes.•8 EMFs developed and 1 new EMF initiated.•70% of Prov EIM applications processed within stipulated timeframes (with DEAT support).•300 officials trained on EIA review and related decision-making matters.•85% of the reported incidents receiving timely response.

•Integrated Coastal Management.

•Integrated Coastal Management Bill passed into law.

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KPA: Ensure Compliance with Environmental legislation.

KPI Target 2008/9

•Compliance monitoring system.

•35 investigations into reported and prioritised non-compliance transgressions.

•15 environmental authorisation monitored for compliance.

•Protected Areas Performance management system.

•Framework for Protected Areas Performance Management developed.

•Environmental law enforcement system.

•950 environmental management inspectors trained and designated.

•75% - 80% conviction rate against environmental transgressors.


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KPA: Prevent and reduce pollution and waste and improve air and atmospheric quality.

KPI Target 2008/9

Waste management system

•Reduce the number of unpermitted waste disposal sites by 30% (currently at 580).

•Develop waste management training programme for municipalities and source funding for the programme.

•Hazardous waste classification system developed.

•Waste management Bill signed into law.

•National policy on incineration developed.

•National policy on co-processing of alternative raw fuels in cement kilns developed.


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KPA: Prevent and reduce pollution and waste and improve air and atmospheric quality.

KPI Target 2008/9

•Air quality management system

•18 ambient air quality monitoring stations providing information to SA's Air Quality Information System.

•Reduced to 27 metros and district municipalities that do not meet Ambient Air Quality Standards (from 29).

•Updated Greenhouse Gas Inventory.

•Climate change response measures

•Integrated comprehensive Climate Change Scenarios published.

•Climate change policy development initiated.

DEAT’s role and strategy: Protect and improve the quality and safety of the environment

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ENTERPRISE VIEW FOR SAWS ROLE & STRATEGY

Human Capital Management

Cu

sto

mer

Req

uir

emen

ts

Corporate Governance and Strategic Leadership

Forecasting and Warning Services

Product Packaging and Application

Observation and Data Acquisition

Installation of Observing Networks

Supply Chain Management

Research and Development

Climate and Air Quality Information

Services

Regulatory Compliance

Cu

sto

mer

Sat

isfa

ctio

n

Maintenance of Networks

SHEQ Management

Information and Communication Technology

Financial Management

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SAWS Key Strategic projects 2008/9SAWS Key Strategic projects 2008/9 South African Air Quality Information System in partnership with South African Air Quality Information System in partnership with

DEATDEAT

Implementation of a Total Quality Management system Implementation of a Total Quality Management system

Greater involvement in Climate Change related matters Greater involvement in Climate Change related matters

Unified Weather Prediction Model – significant improvement in our Unified Weather Prediction Model – significant improvement in our

forecasting abilityforecasting ability

Severe Weather Forecast Program. Roll- out the demonstration Severe Weather Forecast Program. Roll- out the demonstration

projectproject

Severe Weather Warnings. Improve cooperation with disaster Severe Weather Warnings. Improve cooperation with disaster

managers (implementation of flash flood guidance system)managers (implementation of flash flood guidance system)

Recapitalisation PlanRecapitalisation Plan

New weather radar systems , Upgrade of automatic weather New weather radar systems , Upgrade of automatic weather

stations and rain stations and Upgrade Lightning Detection stations and rain stations and Upgrade Lightning Detection

NetworkNetwork

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Key Strategic projects – 2008/9Key Strategic projects – 2008/9 MASA SecretariatMASA Secretariat

Implementation of 2010 business planImplementation of 2010 business plan

Development of the Waterkloof Land Development Development of the Waterkloof Land Development

PlanPlan

Branding of the South African Weather ServicesBranding of the South African Weather Services

Development of Black scientistsDevelopment of Black scientists

Establish regional meteorological training centreEstablish regional meteorological training centre

Community outreach projectsCommunity outreach projects

HIV/AIDS and employee wellness programeHIV/AIDS and employee wellness programe

Unqualified audit report.Unqualified audit report.

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International Relations & Sector TransformationInternational Relations & Sector Transformation

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DEAT’s role:Promote a global Sustainable Development Agenda

KPA: Effectively manage and facilitate DEAT’s international relations and engagement

KPI Target 2008/9

•% of International multilateral sustainable development, environmental and tourism agreements negotiated and reported on.

•65 % of mandated multilateral positions successfully negotiated and reported on.

•% of International governance, South-South, South-North, Bilateral and African Foreign relations and cooperation agreements related to sustainable development, environment and tourism negotiated and reported.

•65 % of mandated international governance and bilateral positions successfully negotiated and reported on.

•Implementation of the TFCA programme •2 Wildlife corridors and migratory routes established.

•Investment catalogue for TFCA developed.

•1 TFCA access facility created.

•Draft Policy framework for 4x4 vehicle driving in TFCA initiated.

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DEAT’s role & strategy: Sector Transformation and Job creation

KPI Target 2008/9•Levels of Tourism BEE Charter and Scorecard implementation.

•30% of organs of state procuring from empowered establishments (using the lever to drive empowerment).

• KPA: Tourism Sector Transformation

KPA: Environmental Sector Transformation

KPI KPA

•Professional regulation and co-regulation for practitioners in the environmental sector.

•Registration Authority for Environmental Assessment Practitioners established. •Co-regulatory mechanism developed for 4X4 sector.

•Environmental sector skills development for non-DEAT officials.

•50 learners on environmental sector related learnerships targeted at PDI's

•Programmes to enhance biodiversity appreciation developed.

•5000 kids visiting 10 National Parks – Kids in Parks (DEAT, SANParks, Dept of Education & sponsors).

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KPA: Environmental Sector Transformation

KPI Target 2008/9

•Programmes to advance vulnerable communities developed.

•National co-management framework finalised.

•Draft post land settlement support framework developed.

•CBNRM, ABS Implementation Plan finalised.

•Biodiversity Sector Transformation framework developed.

•Initiate development of the BEE charter for hunting sector.

DEAT’s role & strategy: Sector Transformation and Job creation

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DEAT’s Role & strategy: Sector Transformation and Job Creation

KPI Target 2008/9

•Implementation of the environment and culture sector of Expanded Public Works Programme.

•106000 accredited training days.

•54 non-accredited training days.

•30 learnerships linked to the projects.

•400 permanent jobs created.

•14000 temporary jobs created.

•40% of the overall budget allocated to Presidential nodes and project consolidate municipalities.

•350 SMME used in project implementation

•Infrastructure development.

•98% - 100% expenditure of allocated infrastructure development funds

Implementation of the National Youth Programme.

•500 youth on the DEAT's component of the National Youth Programme.

• KPA: Implementation of Poverty alleviation and Job Creation programmes and infrastructure projects

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OTHER DEPARTMENTAL GOALS:

• Human Capital Strategy

• Financial Strategy

• Internal Processes Improvement

• Stakeholder & Intergovernmental Relations

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GOAL: Growing a learning organisation built on Human Capital Foundation

KPI Target 2008/9

•Talent recruitment and retention

•16% vacancy rate

•15% turn over rate

•Competent and dynamic work force

•95 -100 % implementation of the PMDS

•70% implementation of WSP

•Employee wellbeing •95 – 100% of employee relations cases processed within prescribed timeframes.

•Employee Wellness support facilitated (including HIV/AIDS support services).

•Staff demographic representativity

•50% women, 79% black and 2% people with disabilities

• Strategic Objective: Position DEAT as an Employer of choice

• KPA: Ensure availability of adequate Human Capital

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GOAL: Growing a learning organisation built on Human Capital Foundation

KPI Target 2008/9

•New DEAT Building. •Obtain appropriate national treasury approvals for PPP.

• Strategic Objective: Position DEAT as an Employer of choice

• KPA: Provide a secure, efficient and pleasant working environment

KPA: Promote a positive DEAT culture

KPI Target 2008/9

•Culture Change. •Develop intervention plan for culture change based on the culture audit.

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GOAL: Operational efficient and relevant in the information age

Strategic Objective: Enhance efficient service delivery

KPA: Ensure compliance with relevant prescripts

KPI Targets for 2008/9

•Compliance with all prescribed requirements

•No significant emphasis of matters on AG’s report in relation to compliance – Unqualified opinion.

KPI Target 2008/9

•Master Systems Plan (MSP) implementation

MSP phase 2 implemented (MAST, NEAS, BSC e.t.c.)

•Business efficiency •5% reduction in energy consumption.

•1% reduction in paper use.

KPA: Improve Business Processes

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GOAL: Operational efficient and relevant in the information age

Strategic Objective: Enhance efficient service delivery

KPA: Ensure alignment and cooperation with PE’s

KPI Targets for 2008/9

•Levels of PE’s compliance with agreed governance and performance requirements.

•100% compliance.

KPI Target 2008/9

•Availability of Tourism and environment decision-making information.

•80% of graded tourism establishments mapped in the 2010 information system.

•Databases for 7 nodal areas.

•1st thematic indicator report and update for SOER website.

KPA: Ensure efficient information and knowledge management

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GOAL: Financially responsible and accountable organisation giving value for money

Strategic Objective: Equitable and sound corporate and cooperative governance

KPA: Ensure financial resourcing of the departmental strategy

KPI Target 2008/9

•Financial value of resources raised from donors to support SA and Africa environmental programmes.

•US$ 30 – 35 million raised from multilateral donors.

•US$ 10 -12 million raised from bilateral donors.

KPA: Facilitate departmental risk management

KPI Target 2008/9

•Auditor General’s opinion. •Unqualified Audit Report

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GOAL: Financially responsible and accountable organisation giving value for money

Strategic Objective: Equitable and sound corporate and cooperative governance

KPA: Facilitate compliance with relevant prescripts, laws and regulatory requirements

KPI Target 2008/9

•% expenditure of MTEF allocation. •98% - 100%

KPA: Facilitate affirmative procurement

KPI Target 2008/9

•% of expenditure on procurement from BBBEE or BEE Enterprises.

•58%

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GOAL: Empowerment through information sharing and sound stakeholder relations

Strategic Objective: Enhancement of reputation and collective ownership of the sectors.

KPA: Improve intergovernmental cooperation and coordination

KPI Target 2008/9

•Environment and tourism provincial and local government support.

•Participation in IDP reviews for all metros and 50% of district municipalities.

•Implementation of 5 - year local government environment and tourism sector support strategy.

•Environmental sector plan implementation.

•Intergovernmental environmental governance.

•NEMA review as it relates to environmental planning.

•Proper functioning of Environment and Tourism Cooperative governance structures.

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KPA: Ensure Quality Stakeholder engagements

KPI Target 2008/9

•Environmental stakeholder governance arrangements (legislated).

•Review of NEMA as it relates to stakeholder engagements (NEAF).

•Level of stakeholder/ customer satisfaction

•20% improvement in Customer satisfaction index.

•Forums for sector stakeholder engagement (non-legislative).

•Regular engagements with the forums for Marine, Biodiversity and Environmental Management stakeholders (at least a meetings for each).

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KPA: Improve access to information

KPI Target 2008/9

•Availability of diverse media platforms for external communication.

•3 agreements with community radio stations.

•95% of call centre requests processed.

•The website WWW.deat.gov.za 95% uptime.

KPA: Ensure strong corporate image and identity

KPI Target 2008/9

•% of government media coverage on environment and tourism in comparison with other players in the sector.

•Government contributes 48% of all Env and Tourism media coverage.

http://www.deat.gov.za/

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KPA: Ensure strong collaboration with Parliament

KPI Target 2008/9

•Level of compliance with statutory tabling requirements.

•100% compliance with statutory tabling requirements.

•% of parliamentary questions for which responses have been provided on time

•90% response to Parliamentary questions on time.

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FINANCE

62

2004/05 TO 2010/11 BUDGET ALLOCATIONS

R thousand 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11

Administration 110,470 144,219 167,276 167,284 198,366 209,107 226,762

Environmental Quality and Protection 141,629 185,287 199,232 245,977 268,956 278,408 287,868

Marine and Coastal Management 354,378 262,428 324,048 340,945 396,742 570,011 887,244

Tourism 384,759 427,236 547,248 616,314 693,022 764,957 795,747

Biodiversity and Conservation 234,768 283,195 279,579 362,990 396,342 409,899 423,625

Sector Services and International Relations 434,496 473,321 542,281 1,057,011 1,108,258 1,214,478 1,141,427

Total 1,660,500 1,775,686 2,059,664 2,790,521 3,061,686 3,446,860 3,762,673

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Budget Allocations

0

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

3,500,000

4,000,000

2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11

Financial Years

Rth

ou

san

d

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Economical classification

R thousand 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11

Compensation of employees 163,795 209,664 262,506 344,312 394,575 414,198 434,896

Goods and services 208,746 301,906 281,093 328,567 334,649 345,106 365,788

Transfers and subsidies 1,219,207 1,207,809 1,505,963 2,111,221 2,318,139 2,667,837 2,936,936

Assets and liabilities 227 171 203

Payment for capital assets 68,525 56,136 9,899 6,421 14,323 19,719 25,053

1,660,500 1,775,686 2,059,664 2,790,521 3,061,686 3,446,860 3,762,673

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Compensation of Employees

0

100,000

200,000

300,000

400,000

500,000

600,000

2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11

Financial Years

Rth

ou

san

d

66

Goods and Services

0

50,000

100,000

150,000

200,000

250,000

300,000

350,000

400,000

2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11

Financial Years

Rth

ou

san

d

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Transfers and subsidies

0

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

3,500,000

2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11

Financial Years

Rth

ou

san

d

68

Administration6%

Environmental Quality and Protection

9%

Marine and Coastal Management

13%

Tourism23%Biodiversity and Conservation

13%

Sector Services and International Relations

36%

2008/09 Budget allocation per programme

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Public Entities

R thousand 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11

South African Weather Service 96,924 103,690 114,393 120,112 124,916 130,537 130,537

Marine Living Resources Fund 169,225 93,322 163,057 147,812 182,029 344,465 651,044

South African Tourism 349,831 362,733 465,187 516,996 577,135 644,669 670,519

South African National Biodiversity Institute 73,272 80,369 84,972 110,696 128,831 133,824 137,577

South African National Parks 121,631 143,833 151,940 191,456 202,269 204,736 212,185

iSimangaliso Wetland Park Authority 10,196 12,111 12,427 18,169 18,701 20,736 21,365

Management of Blyde National Park 4,741 4,468 4,790 4,982

821,079 796,058 991,976 1,109,982 1,238,349 1,483,757 1,828,209

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Public Entities

South African Weather Service10%

Marine Living Resources Fund15%

South African Tourism47%

South African National Biodiversity Institute 10%

South African National Parks16%

iSimangaliso Wetland Park Authority2%

Management of Blyde National Park0%

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Capital Expenditure

R thousand 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11

Departmental - Payment for capital assets 68,525 56,136 9,899 6,421 14,323 19,719 25,053

South African Weather Service - - - 60,000 35,000 52,500 92,500

Marine Living Resources Fund 119,000 47,302 61,947 21,200 - 150,000 450,000

South African National Parks 53,000 53,000 15,300 63,100 69,280 70,908 73,264

South African National Parks - - 35,500 175,981 232,600 208,786

iSimangaliso Wetland Park Authority - - 4,200 21,000 30,000 30,000 30,000

South African National Biodiversity Institute 14,500 10,000 10,000 12,500 10,000 10,000 10,000

255,025 166,438 136,846 360,202 391,203 541,913 680,817

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Expanded Public Works Programme

0

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

3,500,000

4,000,000

2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11

Financial Years

Rth

ou

san

dR thousand 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11

Expanded Public Works Programme 370,000 382,104 404,541 641,904 668,324 781,197 871,746

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1 ENVIRONMENTAL AFFAIRS AND TOURISM BUDGET VOTE BRIEFING DEPARTMENT & PUBLIC ENTITIES’ JOINT...

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