for the Fiscal Year...AJMS African Journal of Marine Science APAP Agricultural Policy Action Plan...

agriculture,forestry & fisheriesDepartment:Agriculture, Forestry and FisheriesREPUBLIC OF SOUTH AFRICA

Marine Living Resources FundAnnual Performance Plan

for the Fiscal Year2018/2019

Printed and published by Department of Agriculture, Forestry and Fisheries

Design and layout by Directorate Communication Services (Branch: Fisheries Management)

Obtainable from Communications Directorate Foretrust Building Martin Hammerschlag Way Foreshore, Cape Town

ISBN: 978-0-621-46139-8

DEPARTMENT OF AGRICULTURE, FORESTRY AND FISHERIES

Marine Living Resources Fund (MLRF)

Annual Performance Plan

For the Fiscal Year

2018/2019

AED Aquaculture and Economic Development

AFF Agriculture, Forestry and Fisheries

AJMS African Journal of Marine Science

APAP Agricultural Policy Action Plan

APP Annual Performance Plan

AU African Union

BRICS Brazil, Russia, India, China, South Africa

CD:FOS Chief Directorate Fisheries Operations Support

CFO Chief Financial Officer

DAFF Department of Agriculture, Forestry and Fisheries

DPME Department of Planning, Monitoring and Evaluation

EEZ Exclusive Economic Zone

EPWP Expanded Public Works Programme

EXCO Executive Committee

FAO Food and Agricultural Organisation

FPV Fishery Patrol Vessel

FRAP Fishing Rights Allocation Process

FTEs Full Time Equivalents

GDP Gross Domestic Product

IAC Inter-Departmental Authorizations Committee

IFSS Integrated Fisheries Security Strategy

IPAP Industrial Policy Action Plan

KZN KwaZulu-Natal

MAST Marine Administration System

M&E Monitoring and Evaluation

MCS Monitoring, Control and Surveillance

MLRA Marine Living Resources Act

MLRF Marine Living Resources Fund

MRM Marine Resource Management

MTEF Medium Term Expenditure Framework

MTSF Medium Term Strategic Framework

NDP National Development Plan

NGP New Growth Path

NIPF National Industrial Policy Framework

OECD Organisation for Economic Cooperation and Development

OMP Operational Management Procedure

PPI Programme Performance Indicator

Q Quarter

RAAVC Revitalisation of Agriculture and Agro- processing Value Chains

SADC Southern African Development Community

SAMSA South African Maritime Safety Association

SDIP Service Delivery Improvement Plan

SOI Strategic Objective Indicator

SONA State of the Nation Address

TAC Total Allowable Catch

TAE Total Allowable Effort

TIDs Technical Indicator Descriptions

WfFP Working for Fisheries Programme

Acronyms

ContentsForeword by the Accounting Authority ..................................................................................................................... 1Official sign-off ................................................................................................................................................................ 3

Part AStrategic overview .......................................................................................................................................................... 41 Vision ....................................................................................................................................................................... 42 Mission ..................................................................................................................................................................... 43 Values ....................................................................................................................................................................... 44 Updated situational analyses................................................................................................................................ 4 4.1 Sector performance ................................................................................................................................. 4 4.2 Economic setting........................................................................................................................................ 5 4.3 MLRF’s contribution to job creation ..................................................................................................... 6 4.4 Description of the strategic planning process...................................................................................... 8 4.5 Departmental monitoring and evaluation............................................................................................. 9 4.6 Strategic goals and objectives............................................................................................................... 95 Legislative mandates.............................................................................................................................................. 106 National policy mandates...................................................................................................................................... 11 6.1 National Development Plan (NDP)........................................................................................................ 11 6.2 New Growth Path (NGP)........................................................................................................................ 11 6.3 Industrial Policy Action Plan (IPAP)........................................................................................................ 11 6.4 Agricultural Policy Action Plan (APAP)................................................................................................. 127 Fisheries policy frameworks..................................................................................................................................... 138 Overview of 2018/19 to 2020/21 budget and MTEF estimates...................................................................... 13 8.1 Relating expenditure trends to strategic outcome orientated goals............................................... 13

Part B9 Fisheries programme and sub-programmes plans............................................................................................ 1410 Strategic objectives................................................................................................................................................ 15 10.1 Strategic objectives and annual targets for 2018/19 to 2020/21........................................................ 15 10.2 Programme performance indicators and targets................................................................................. 16 10.3 Quarterly targets....................................................................................................................................... 20 10.4 Reconciling performance targets with the budget and MTEF............................................................ 23 10.5 Expenditure estimates.............................................................................................................................. 24

Part CTechnical Indicator Descriptions (TIDs)...................................................................................................................... 24

Part DService Delivery Improvement Plan (SDIP)................................................................................................................ 3011 Introduction............................................................................................................................................................ 3012 SDIP development approach................................................................................................................................ 3013 Implementation plan.............................................................................................................................................. 3114 Reporting, monitoring and evaluation................................................................................................................ 3115 Change management plan..................................................................................................................................... 3116 Situational analysis.................................................................................................................................................. 3317 Identified key services for improvement over 2018/19 - 20/21 MTEF cycle................................................ 34

Foreword The Annual Performance Plan (APP) for the Marine Living Resources Fund (MLRF) 2018/2019 financial year is hereby submitted to the Minister of Agriculture, Forestry and Fisheries for approval and tabling in Parliament. The APP complies with the guidelines provided by National Treasury and the Department of Planning, Monitoring and Evaluation (DPME) in the Presidency.

The Marine Living Resources Fund (MLRF) was established under the Marine Living Resources Act (1998) and covers the operational expenses of the Fisheries Management Branch of the Department of Agriculture, Forestry and Fisheries (DAFF). The MLRF and the Fisheries Branch are responsible for promoting the

development and sustainable use of South Africa’s fisheries and aquaculture sectors.

The key strategic priorities for the Marine Living Resources Fund over the next financial year include:

• Supporting four catalyst aquaculture projects under Operation Phakisa (Ocean’s economy).

• Developing a programme concept note for the provision of support to small-scale aquaculture.

• Conducting of one new research study on the economics of new candidate species for aquaculture (sea urchins).

• Conducting of one new research project on production systems for new candidate species for aquaculture (scallops).

• Conducting of one aquatic animal health research project (Epizootic Ulcerative Syndrome).

• Conducting of one research project on climate change, namely an assessment of temperature deoxygenation and acidification on aquaculture.

• Creation of 1 085 jobs (544 Full Time Equivalent jobs) under the Working for Fisheries Programme.

• Allocation of commercial fishing rights in the abalone sector.

• Revising policies and application forms for 12 fishing sectors in which rights expire in 2020.

• Support the finalisation of the FRAP 2015/16 appeals process.

• Allocation of fishing rights to registered small-scale fishing communities and the provision of support to small-scale co-operatives.

• Development of recovery plans for two critical sectors, namely West Coast rock lobster and abalone.

Marine Living Resources Fund Annual Performance Plan 2018/2019 1

2

• The production of research reports indicating the stock status levels of two fisheries, namely West Coast rock lobster and abalone.

• The carrying out of a number of compliance and enforcement measures in the six prioritised fishing sectors, namely hake, abalone, rock lobster, linefish, pelagics and squid.

• Conducting a number of joint operations with other law enforcement partners through the Operation Phakisa Initative 5 of the Oceans Economy. This will include land and sea-based operations, patrols and inspections.

• Conducting a number of investigations in terms of the Marine Living Resources Act.

In my capacity as both the Accounting Authority of the Marine Living Resources Fund and the Director-General of the Department of Agriculture, Forestry and Fisheries as the designated Department, it is my pleasure to present the 2018/2019 Annual Performance Plan for the Marine Living Resources Fund.

MR MOOKETSA RAMASODIACCOUNTING AUTHORITY AND ACTING DIRECTOR-GENERALDEPARTMENT OF AGRICULTURE, FORESTRY AND FISHERIES

Marine Living Resources Fund Annual Performance Plan 2018/2019

3Marine Living Resources Fund Annual Performance Plan 2018/2019

Official Sign-offIt is hereby certified that this Annual Performance Plan was developed by the management of the Department of Agriculture, Forestry and Fisheries (DAFF) under the guidance of Mr. S Zokwana; was prepared in line with the current Strategic plan of the DAFF and accurately reflects the performance targets which the DAFF will endeavour to achieve given the resources made available in the budget for the financial year 2018/2019.

Ms Sue Middleton Signature---------------------------------------Chief Director: Fisheries Operations Support

Ms Nazima Parker Signature----------------------------------------Acting Chief Financial Officer: Financial Management for the MLRF

Ms Siphokazi Ndudane Signature----------------------------------------Deputy Director-General: Fisheries Management

Mr Mokutule Kgobokoe Signature----------------------------------------Deputy Director-General: Policy, Planning,Monitoring and Evaluation

Mr. Mooketsa Ramasodi Signature----------------------------------------Accounting Officer

Approved by Mr Senzeni Zokwana Signature----------------------------------------Executive Authority

4

PART A: STRATEGIC OVERVIEW1 Vision United and transformed agriculture, forestry and fisheries sector that ensures food security for all and economic prosperity.

2 Mission

Advancing food security and transformation of the sector through innovative, inclusive and sustainable policies, legislation and programmes.

3 Values

Drive: driven to deliver excellent service through leadership and professionalism

Attitude: being an ambitious, passionate, reliable and dedicated workforce

Fairness: acting with objectivity, empathy, integrity and transparency

Focus: focusing on people, economic and rural development

4 Updated situational analyses

4.1 Sector performance

The DAFF undertook a planning session in June 2017, wherein all sector role-players and industry stakeholders participated. Out of this session priorities for the sector and high level deliverables for 2018/19 informed by the NDP, MTSF, Nine Point Plan/RAAVC and APAP were developed. These sector priorities are meant to guide all role-players in the sector to align their plans with each other for the achievement of the NDP objectives. The NDP targets cannot be achieved by government alone; therefore, it is important to bring other stakeholders on board to plan together with a common purpose. The aim is also to have these sector priorities for the next three years adopted at the Minister`s Service Delivery Forum.

The DAFF has a vast knowledge-base with skilled and dedicated researchers and scientists across different fields and highly qualified staff members relevant to its mandate. For example, fisheries research is recognised as one of the best in the world. The African Journal of Marine Science is also one of the best journals on the continent. The high levels of expertise in the Department are recognized and used on important international platforms such as the Food and Agriculture Organization (FAO), multinational and bilateral platforms, as well as international organisations, fora, etc.

The MLRF has a fleet of seven vessels, namely five patrol vessels and two research vessels. This fleet is currently being managed by the South African Maritime Safety Association (SAMSA). These vessels are used for important collaboration between countries on the continent and collaboration in terms of research training, capacity sharing, as well as MCS related training. DAFF hosts the biggest marine science library in Africa. There are also twelve harbours under the control of DAFF, with the option to increase such harbours along the entire coastline.

The sector has not been creating further jobs, instead it has shed jobs. However, it is expected to create one million decent jobs by 2030. The number of people employed in the agriculture sector decreased by 3,0% in the third quarter of 2017, from 835 000 persons in the second quarter of 2017 to 810 000 persons in the third quarter of 2017. Of the 25 000 job losses by the sector in the third quarter of 2017, 12 000 jobs were lost by women while 13 000 jobs were lost by men. Meanwhile, game farming, forestry, as well as aquaculture showed job gains. Since 2016 the aquaculture sector, through Operation Phakisa (Oceans Economy) has created 1 806 direct on-farm jobs on 26 registered aquaculture farms.


5

The Aquaculture Lab will continue the implementation of the Lab outcome and 40 projects will be registered under Operation Phakisa (Oceans Economy). The Aquaculture Bill will also provide a legislative framework for the sector development. It is envisaged that aquaculture production will increase to 20 000 tons, with 2 500 direct new jobs and 15 000 jobs in the value chain by 2019, and an additional investment of R500 million.

The CEOs’ Forum presents an ideal opportunity to develop relations with industry partners. DAFF’s membership to international organisations and signed agreements with international partners also presents various opportunities for trade and training, for example, BRICS. To support the DAFF`s mandate of job creation and increased contribution to the GDP, it will continue to facilitate and support increased exports into Africa and China, as well as worldwide. During the past financial year, intra-African trade increased by more than 4% and the main products driving this increase were fruit such as apples, fresh grapes and pears. Wine, sugar, maize and fish remain major contributors to exports.

4.2 Economic setting

South Africa’s third quarter economic data paints a bright picture of the country, especially for the agricultural sector which experienced drought in the previous seasons. Data released by Statistics South Africa (Stats SA) indicated that South Africa’s real gross domestic product (measured by production) increased by 2.0% in the third quarter of 2017 from a revised growth rate of 2.8% reported in the second quarter of 2017.

The Agriculture, Forestry and Fisheries industry was the largest contributor to GDP growth for the second quarter in a row. The industry increased by 33.6% and contributed 0.7% to the GDP growth in the second quarter of 2017. During the third quarter of 2017, the industry increased by 44.2% and contributed 0.9% to the GDP. However, there is a lot that still needs to be done for the country to address social ills such as unemployment, which is currently hovering at 27.1% in the third quarter of 2017. The agriculture sector alone has shed approximately 71 000 jobs between the third quarter of 2016 and third quarter of 2017.

The unemployment rate in South Africa was stable at 27.7% in the Q3:2017, still at record high levels last seen in 2003. According to Statistics South Africa’s quarterly labour force survey (QLFS), results reveal that there were 92 000 jobs growth in employment in the Q3:2017, although the number was offset by 33 000 extra job seekers during the same period. The expanded unemployment rate which includes those who wanted to work but stopped looking for jobs increased by 0.2 of a percentage point to 36.8% in the Q3: 2017. This number now stands at 9.4 million people and represents a 118 000 increase from the Q2: 2017. The latest figures reveal that 6.2 million South Africans are currently without work. Meanwhile, of the 15 million non-economically active people in the country, 2.4 million were discouraged work seekers, a 75 000 increase from the Q2: 2017. The biggest contributors to job growth were in the finance and other business sectors (68 000) as well as community, social and personal services sectors (56 000). However, about 105 000 jobs were shed in the manufacturing, construction and agriculture sectors.

Fisheries trade expanded considerably in recent decades, fuelled by growing production driven by high demand and the sector operating in an increasingly globalised environment. In Q3:2017, due to sluggish economic performance and environmental issues such as over-exploitation of fish stocks, environment degradation and habitat destruction, bio-security, disease outbreaks and climate change dynamics, fisheries trade balance remained in negative territory. Fisheries trade balance entered negative territory in Q1:2017 and has remained in negative territory even in Q3:2017. Supply of fisheries products remained subdued in Q3:2017 while the aquaculture sector continues to expand. According to the OECD-FAO projections, the aquaculture sector will soon become the world’s primary source of fish for all purposes in the next five years. In Q3:2017, fisheries trade balance decreased massively, from R517. 88 million in Q3:2016 to a negative R133,64 million in Q3:2017. Exports of fisheries products decreased by 30.7%, from R1.70 billion in Q3:2016 to R1.18 billion in Q3:2017 while imports of fisheries products increased by 10.9%, from R1.18 billion in Q3:2016 to R1.31 billion in Q3:2017 during the same period.

FAO (2017) reported that seafood demand is highly sensitive to increases in income, and thus it is these economic trends, combined with population growth rates, that will be the major determinants of future trade flows and consumption patterns.


6

The top three imported fisheries products in Q3:2017 include sardines/sardinella/brisling (prepared, preserved and not minced), tunas/skipjack/bonito (prepared, preserved and not minced) and hake fillets (frozen) each accounting for 23%, 13% and 9% of the total import value. Developing countries continue to play a significant role in the international supply of fish and fish products.

SA’s top three exported fisheries products in Q3:2017 include hake fillets (frozen), fish (frozen) and hake (frozen). When comparing exports of fisheries products in Q3:2016 with exports of fisheries products in Q3:2017, exports of hake fillets (frozen) and hake (frozen) decreased by 16% and 19% respectively while exports of fish (frozen) increased by 35% during the same period. Deep-water hake remains depleted; however its status is improving while shallow-water hake is considered most optimal to abundant (DAFF, 2017).

4.3 MLRF’s contribution to job creation

4.3.1 Aquaculture production - Operation Phakisa (Oceans economy)

The Operation Phakisa (Oceans Economy) is expected to increase the production of fish from 4 000 tonnes per year to 20 000 tonnes per year, over the medium term. This is expected to create 2 500 direct new jobs and 15 000 jobs in the fisheries value chain by 2020. In terms of a racial and gender disaggregation of the total on-farm jobs, 29% are female; 47% youth; 89% black.

4.3.2 Working for Fisheries Programme (WfFP)

The Working for Fisheries Programme (WfFP) aims to create short term job opportunities, infrastructure development, training and capacity building within fishing communities through the use of labour-intensive methods targeting the unemployed, youth, women and people with disabilities. This programme creates alternative livelihoods opportunities for communities that previously relied on fisheries resources for livelihoods. The marine resources are declining, therefore there is a need for the alternative livelihood projects in the fishing communities that will assist them to sustain their livelihoods. The main objective of the Programme is to contribute towards poverty alleviation through interventions that are public-driven, whilst advancing the mandates of the DAFF and the EPWP’s Environment and Culture Sector to address the following policy objective: “To provide work opportunities and income support to poor and unemployed people through the delivery of public and community assets and services, thereby contributing to development.”

The Programme, through the implementation of projects, aims to contribute towards the alleviation of poverty, while empowering beneficiaries to participate in the mainstream fishing economy in a manner that aligns the Programme and projects to government Outcomes 4 (Decent employment through inclusive economic growth), 7 (Vibrant, equitable and sustainable rural communities contributing towards food security for all), 10 (Protect and enhance our environmental assets and natural resources), and 12 ( Efficient, effective and developmental oriented Public Service and an empowered, fair and inclusive citizenship ) and the Department’s associated strategic goals :

1. Effective and efficient strategic leadership, governance and administration; 2. Enhanced production, employment and economic growth in the sector; and 3. Enabling environment for food security and sector transformation.

The WfFP focuses on undertaking projects in the following areas and creating work opportunities for the poor and unemployed in the process:

• Creating alternative livelihoods • Monitoring of fisheries catch data along the South African coastline • Protecting marine resources/biodiversity • Monitoring of fish landings


7

• Waste management • Natural resources management • Aquaculture infrastructure development • Skills development and capacity building

As part of every Medium Term Expenditure Framework cycle, the Department opens up a new funding cycle and requests the line functions/managers/municipality to submit proposals for funding. The programme is managed through a steering committee which takes decisions on projects and is supported by the secretariat in the form of the Project Management Office. The WfFP Project Management Office is also responsible for: project initiation, planning, contract management, implementation, monitoring and evaluation, project progress reports, financial management, EPWP Environment and Culture Sector Monitoring and Evaluation Subcommittee reports. Projects must address the mandate of the Department. The criteria for funding include:

• A minimum of 35% of the project cost must be utilised for wages • A minimum of 2% of the project budget shall be utilised for non-accredited training by the implementer. • 5% of the total project budget, deducted from the maximum cost of Phase Two, shall be utilised for accredited training by the accredited training service provider appointed by the Department. • 15% of the project budget shall be utilised for implementer’s fee which includes administration. • 90% of temporary job days must be reserved for local people. • 55% of the total jobs/workforce must be women. • Of these 55% women, 55% should be youth and 2% disabled. • The remaining 45% of the jobs/workforce can also include 55% male youths and 2% male persons with disabilities.

The jobs created through the WfFP are dependent on the funding approved by National Treasury for the Programme, and will either increase or decrease in line with the approved MTEF budgets.


INDICATORS 2018/19 2019/20 2020/21 2020/22

Number of FTE jobs (WfFP) 1 085 jobs (544 FTEs)

597 female jobs (328 female youths and 12 females with disabilities)

488 male jobs (268 male youths and 10 males with disabilities)

1 092 jobs (546 FTEs)

601 female jobs (331 female youths and 12 females with disabilities)

491 male jobs (270 male youths and 10 males with disabilities)

No confirmation of MTEFallocation

No confirmation of MTEF allocation

Table 1: DAFF’s contribution to job creation over the MTSF

8

4.4 Description of the strategic planning process

The DAFF strategic planning process was largely informed by the Medium Term Strategic Framework (MTSF) for Outcomes 4, 7 and 10. The National Development Plan (NDP) serves as the umbrella for the cross-cutting strategies, namely the New Growth Path (NGP), the Industrial Policy Action Plan (IPAP) and other government plans.

The department has developed Sector Priorities and High Level Deliverables as a guiding document for planning in the sector. Sector Priorities and High Level Deliverables is informed by the MTSF and RAAVC.

In the current year under review, DAFF facilitated a planning workshop in June 2017 with all the agricultural stakeholders comprising of PDAs, state-owned entities and industries where the 2016/17 sector priorities and high level deliverables were reviewed to guide development on the 2017/18 APP. From June up to November 2017 all the Fisheries Branch was consulted to develop the first and second drafts of the APP.

DAFF submitted the first and second draft 2017/18 APP as required, to the Department of Performance Monitoring and Evaluation (DPME) and National Treasury for analysis. Consultations with the Fisheries Branch continued in February to present the APP analytic report and recommendations from the DPME. All the recommendations from the DPME analysis were accommodated to improve the draft APP.

The first and the second draft of the APP for PDAs and SOEs were analysed and feedback provided as required by National Treasury framework for Strategic Plans and Annual Performance Plans. The Fisheries Branch’s APP was also submitted to Internal Audit and the Auditor-General for auditing of the “smartness” of the indicators and targets.

To align to the National Treasury Framework for Strategic Planning, the prescribed strategic planning template, which stipulates the strategic goals, strategic objectives and goal statements and objective statements, was utilised to populate the required information. In this financial year under review the strategic objective indicators have been developed in response to the analysis of the first and second draft APP by the Department of Planning, Monitoring and Evaluation. The Annual Performance Plan template was used to populate strategic objectives, indicators and annual targets for the upcoming financial year and the MTEF with quarterly targets for the upcoming financial year. The indicators and targets in the Annual Performance Plans were broken down into implementable activities in the Operational Plans. The Operational Plans highlight clear milestones and various action steps to be undertaken in order to address the respective unit’s priorities in delivering the outputs. Plans and budgets are integrated and operational managers are held accountable for the inputs that are allocated.

4.4.1 The departmental planning process:

Step 1 In May, the Department commences with the strategic planning process, undertakes an environmental scan and reviews strategic goals, objectives and key priorities. Step 2 From the Lekgotla, the Department identifies high-level priorities to inform Department-wide planning. Step 3 The Department now undertakes detailed planning to ensure that the priorities outlined in the July Lekgotla and SONA are considered. This process has to be completed by the end of July/August in preparation for submission of the first draft Strategic Plan/Annual Performance Plan to DPME. Step 4 The detailed, facilitated consultations with Branches to unpack high-level priorities into actionable plans thereby determining interventions, setting targets and reviewing indicators takes place in October to November, in preparation for submission of the second draft Strategic Plan/Annual Performance Plan to DPME. Step 5 During February and March the priorities are communicated to the entire Department. This is when detailed annual Operational Plans are developed at implementation level.

Marine Living Resources Fund Annual Performance Plan 20182019

9

4.5 Departmental monitoring and evaluation

The Department has a monitoring and evaluation guideline which is a framework for monitoring and evaluating performance information at a departmental level. These guidelines aim to provide a framework for monitoring and reporting within which performance information can be successfully collected, monitored, analysed and reported; and to indicate a framework for the evaluation and assessment/review of programmes so that performance information can be realised within a system of effective reporting and continuous improvement support.

The non-financial performance environment to which the guidelines are applicable, include the Strategic Plan and Annual Performance Plan (APP) deliverables, services contained in the Services Catalogue, the Service Delivery Improvement Plan (SDIP) and reports on Outcomes 4, 7 and 10 to which DAFF directly contributes, and for which the Directorate: Organization Performance is primarily responsible for coordinating the institutional monitoring and evaluation. The operational plans for the MLRF are also guided by the guidelines.

The Department developed the KnowledgeBank reporting system to address the need for an appropriate system to collect, collate, verify and store performance information. Users need to have login credentials from the system administrator. Business unit managers are allocated passwords for reporting rights against targets related to their functions, while M&E Specialists are allocated to each Branch for continuous support to monitor progress on the reported information and to ensure that reported performance information is accompanied by supporting documents that will prove that information is credible, useful and reliable at all times. Directors are the core users of the system. Reporting on the system is done on a monthly basis, on or before the 10th of each month. The purpose of reporting on a monthly basis is to enable the Department to track performance on a regular basis and provide remedial actions upon identification of red flags. Users are required to attach evidence as and when they report to support reported information. Monitoring of Knowledge Bank reporting is done through the development of a monthly compliance register. The register details all the units that have reported and not reported per branch including the submission of evidence

4.6 Strategic goals and objectives

DAFF’s strategic goals and objectives are grounded in the Medium Term Strategic Framework (MTSF) for 2014-19. The MTSF was analysed and issues relevant to the Department identified and developed into four strategic goals and eleven strategic sbjectives to support each goal. The following strategic goals and objectives will be implemented over the medium term through strategic action programmes:


OUTCOME STRATEGIC GOAL PROGRAMME

12: An efficient, effective and development oriented public service and an empowered, fair and inclusive citizenship

Strategic Goal 1: Effective and efficient strategic leadership, governance and administration

1

4: Decent employment through inclusive economic growth

Strategic Goal 2: Enhance production, employ-ment and economic growth in the sector

2, 4 and 6

7: Vibrant, equitable, sus-tainable rural communities contributing towards food security for all

Strategic Goal 3: Enabling environment for food security and sector transformation

3 and 6

10: Protect and enhance our environmental assets and natural resources

Strategic Goal 4: Sustainable use of natural resources in the sector

2, 5 and 6

Table 2: Alignment of governmental key outcomes to departmental strategic goals

10

STRATEGIC GOALS STRATEGIC OBJECTIVES

Strategic Goal 1: Effective and efficient strategic leadership, governance and administration

Strategic Objective 1.1Ensure compliance with statutory reqirements and good governance practices

Strategic Objective 1.2Strengthen the support, guidance and interaction with stakeholders

Strategic Objective 1.3 Strengthen institutional mechanism for integrated policy, planning, monitoring and evaluation in the sector

Strategic Goal 2: Enhanced production, employment and economic growth in the sector

Strategic Objective 2.1 Ensure increased production and productivity in prioritised areas as well as value chains

Strategic Objective 2.2 Effective management of bio-security and related sector risks

Strategic Objective 2.3 Ensure support for market access and processing of Agriculture, Forestry and Fisheries products

Strategic Goal 3: Enabling environment for food security and sector transformation

Strategic Objective 3.1Lead and coordinate government food security initiatives

Strategic Objective 3.2 Enhance capacity for efficient delivery in the sector

Strategic Objective 3.3Strengthen planning, implementation and monitoring of comprehensive support programmes

Strategic Goal 4: Sustainable use of natural resources in thesector

Strategic Objective 4.1Ensure the conservation, protection, rehabilitation and recovery of depleted and degraded natural resources

Strategic Objective 4.2 Ensure adaptation and mitigation to climate change through effective implementation of prescribed frameworks

5 Legislative mandateThe Marine Living Resources Fund (MLRF) was established in terms of section 10 of the Marine Living Resources Act, 1998 (Act No 18 of 1998). The MLRF is a schedule 3A Public Entity as specified under the Public Finance Management Act, 1999 (Act No. 1 of 1999).

The specific mandate of the MLRF is derived from the Marine Living Resources Act, 1998 (Act No. 18 of 1998). The Act provides for the conservation and protection of the marine ecosystem, and the long-term sustainable utilisation of marine living resources and the orderly access to exploit and use certain marine living resources in a fair and equitable manner for the benefit of all South African citizens.


Table 3: Alignment of governmental key outcomes to departmental strategic goals

ACT NO. AND YEAR

PURPOSE FUNCTIONALCOMPETENCE

RESPONSIBILITY

Marine Living Resources Act, 1998 (Act No. 18 of 1998)

The Act provides for the conservation of the marine ecosystem, the long-term sustainable utilisation of marine living resources and the orderly access to the exploitation, utilisation and protection of certain marine living resources; and for these purposes for the exercise of control over marine living resources in a fair and equitable manner to the benefit of all the citizens of South Africa.

National except for Aquaculture

Fisheries

11

6 National policy mandates

6.1 National Development Plan (NDP)

The Strategic Goals and associated Objectives of the Department of Agriculture, Forestry and Fisheries (DAFF) namely: Effective and efficient strategic leadership, governance and administration; enhance production, employment and economic growth in the sector; enabling environment for food security and sector transformation; and sustainable use of natural resources in the sector, are a response to achieve the National Development Plan’s (NDP) objectives and targets. The goals and associated objectives have been reviewed to address the priorities identified in the NDP.

6.2 New Growth Path (NGP)

The New Growth Path (NGP) is a national policy which broadly aims to unblock private investment and job creation to address systematic blockages to employment-creating growth (infrastructure, skills, regulatory framework, etc). It focuses on productive sectors and pro-actively intends to support industries, activities and projects that will generate employment. The New Growth Path has identified job drivers for growth, namely: infrastructure, agricultural value chain, mining value chains, manufacturing, tourism and high level services, green economy, knowledge economy, social economy, public sector, rural development and African regional development. The NGP manages the job drivers for growth such as in mining, commercial agriculture and smallholders, higher industries, etc.

The DAFF will capitalise on the above job drivers and specifically in areas relevant to the sector such as the agriculture value chains, rural development and African regional development. As a contribution to the African regional development, DAFF continues to implement South Africa’s foreign policy objectives, through the facilitation of SADC and AU engagements and implementation of the South-South Cooperation Agreement with emphasis on BRICS. The International Relations Strategy is an instrument put in place to interact with various sector stakeholders at regional and international level in support of producers to access international markets.

6.3 Industrial Policy Action Plan (IPAP)

The Industrial Policy Action Plan (IPAP) takes place within the framework of continuous improvements and up-scaling of concrete industrial development interventions, as set out in the National Industrial Policy Framework (NIPF). IPAP seeks to scale-up key interventions over a rolling three-year period, with a 10-year outlook on desired economic outcomes. The NIPF has the following core objectives:

• To facilitate diversification beyond the economy’s current reliance on traditional commodities and non-tradable services that require the promotion of value-addition, characterised particularly by the movement into non-traditional tradable goods and services that compete in export markets and against imports; • To ensure the long-term intensification of South Africa’s industrialisation process and movement towards a knowledge economy; • To promote a labour-absorbing industrialisation path, with the emphasis on tradable labour- absorbing goods and services and economic linkages that create employment; • To promote industrialisation, characterised by the increased participation of historically disadvantaged people and marginalised regions in the industrial economy; and • To contribute towards industrial development in Africa with a strong emphasis on building the continent’s productive capacity and secure regional economic integration.

The IPAP is framed by and constitutes a key pillar of the NGP and has a particular role to play to make employment dynamic and ensure growth in the economy through its focus on value-adding sectors that


12

embody a combination of relatively high employment and growth multipliers. Government interventions set out in the NGP, the National Development Plan Vision 2030 and other policy documents seek to ensure that critical steps in support of the restructuring of the economy are secured to set it on a more value-adding and labour-intensive growth path. The success of the IPAP depends fundamentally on working towards stronger coherence and mutual support between macro- and micro-economic policies. The decline in natural fish resources and growing demand creates opportunities for the farming of a range of fish species. South Africa has the potential to create significant numbers of jobs in meeting local demand for fish, for example, trout, and international demand for abalone and mussels.

6.4 Agricultural Policy Action Plan (APAP)

The challenges facing the Agricultural, Forestry and Fisheries (AFF) sector are numerous: rising input costs, an uneven international trade environment, lack of developmental infrastructure (rail, harbour, electricity), and a rapidly evolving policy and production environment. At the same time, transformation of the AFF sector has been slow and tentative. Based on this analysis of the various challenges within the AFF sector the Agriculture, Forestry and Fisheries Strategic Framework (AFFStrat) for Agriculture, Forestry and Fisheries was developed to outline appropriate responses to these challenges. The APAP seeks to translate these high-level responses offered in the AFFStrat into tangible, concrete steps. The AFFStrat identifies four broad sector goals (equitable growth and competitiveness; equity and transformation; environmental sustainability; and governance) which translate into a comprehensive, abiding intervention framework, which will be supported through iterations of APAP via short and medium term interventions targeting specific value chains (sectoral interventions) or transversal challenges (transversal interventions).

As illustrated in the figure below, APAP aligns itself to the NGP, NDP, and the Medium Term Strategic Framework (MTSF) in respect of Outcomes 4, 7 and 10.

For APAP to effectively speak to Outcomes 4, 7 and 10, and to the objectives set out in the NGP, NDP and IPAP, it needs to unlock the productive potential of agriculture, forestry and fisheries by considering the nature of their binding constraints, whether these be at the level of primary production, beneficiation, or marketing, or indeed a combination of these. However, different sub-sectors within agriculture, forestry and fisheries operate according to different dynamics and face distinct challenges. Thus there is a need to be selective as to which sub-sectors or value chains to focus upon in the short and medium term, while also recognising that agricultural commodities in particular are often inter-related, in which case it is more helpful to speak of ‘integrated value chains’. Using the following general selection criteria, APAP focuses on a discrete number of value chains identified as strategic in meeting the objectives of the NGP, NDP and IPAP: • Contribution to food security; • Job creation;


New GrowthPath (NGP)Ind. Policy

Action Plan(IPAP)

Outcome 4 -Decent Employment

through inclusive growth

6 Job Drivers

AgricultureProductive

SectorForum

Agric PolicyAction Plan(APAP 5 yr

iterative plan)

SIP 11

Infrastr.Pres. Infra.Co. Comm.

(PICC)

Mining (Mining Policy Action Plan)Manufacturing Industrial Policy Action Plan (IPAP)Tourism and Green Economy

Outcome 7 -Comprehensive

rural developmentand food security

Outcome 10 -Environ. assets &natural resources

protected and enhanced

MTSF(2014-2019)

National Development Plan(NDP)

IGDP(Policy

Framework)

13

• Value of production; • Growth potential; and • Potential contribution to trade balance (including via export expansion and import substitution).

However, the first iteration of APAP is not offered as a fully comprehensive plan; rather, based on the model of the Industrial Policy Action Plan (IPAP), it identifies an ambitious, but manageable number of focused actions, in anticipation of future APAP iterations that will take the process further. APAP is planned over a five-year period and will be updated on an annual basis.

7 Fisheries policy frameworks

The Fisheries Branch has a number of policy frameworks. These include:

• The Small-Scale Fisheries Policy • The General Policy for the Transfer of Commercial Fishing Rights • Fisheries Sector-Specific Policies • Policy for the Transfer of Commercial Fishing Rights • New Fisheries Policy • National Plan of Action for Sharks • Policy for the Development of Sustainable Marine Aquaculture in South Africa • National Inland Fisheries Policy Framework for South Africa. • National Aquaculture Policy Framework for South Africa 2013 • Policy on Handling of Confiscated Abalone.

8 Overview of 2018/19 to 2020/21 budget and MTEF estimates 8.1 Relating expenditure trends to strategic outcome orientated goals

The spending focus over the medium term will be on supporting aquaculture catalyst projects identified and listed under the Operation Phakisa initiative, through ensuring increased production and productivity in prioritised areas, and value chains. The spending will be directed at facilitating development of the aquaculture sector, conducting research on reproduction of aquaculture candidate species, lead and coordinate government food security initiatives through developing sector-specific policies; allocating rights in the abalone sector and reviewing policies and application forms for twelve fishing sectors which expire by 2020 while allocating rights to registered small-scale fisheries cooperatives. The spending focus will also be prioritised to ensure the conservation, protection, rehabilitation and recovery of depleted and degraded natural resources by recovery plans for the two sectors, abalone and West Coast rock lobster, inclusive of research reports.

The spending focus will be geared towards increased compliance and enforcement measures in the six prioritised fisheries sectors, namely; hake, abalone, rock lobster, line fish, pelagic and squid to better protect South African natural resources, facilitate job creation in the coastal and rural communities and broaden the scope of the aquaculture sector. Expenditure for vessel operational costs is expected to increase as a result of collaborative operations conducted with partners including Operation Phakisa initiatives and increased investigations conducted in terms of the Marine Living Resources Act (1998). The expanded public works programme projects are expected to increase over the medium term due to


14 Marine Living Resources Fund Annual Performance Plan 2018/2019

fisheries patrol and research initiatives being under the direct control and administration of the MLRF. The fund is expected to create 3 481 jobs through the Working for Fisheries programme over the medium term.

The MLRF receives an estimated R260 million 2017/2018, R276 million 2018/2019 and R291 million 2019/2020 in transfers which translates to an estimated 64.32% of the total revenue from the Department of Agriculture, Forestry and Fisheries. The Marine Living Resources Fund generates revenue from levies on fish and fish products, application fees, licenses and permit fees, fines and confiscations, harbour fees and grant of right fees which is estimated at 35.68% of the total revenue. Over the medium term, revenue is expected to decrease from R407 million in 2017/2018, primarily due to a decrease in transfers from the Department of Agriculture, Forestry and Fisheries for vessel operations. This will not impact on service delivery as this will be augmented partially by own revenue.

Overall expenditure of the entity decreased from R501 million in 2015/2016 to R 464 million in 2016/2017, at an average rate of 7.4 per cent. The budget allocation of the Administration programme has increased from R21 million in 2013/2014 to R191 million in 2016/2017, due to the re-allocation of the expanded public works programme projects from aquaculture and economic development to administration. The compensation of employees is funded by the Department.

PART B: 9 Fisheries programme and sub-programmes

Purpose:Promote the development and sustainable use of South Africa’s fisheries and aquaculture sectors.

The programme consists of six sub-programmes, namely: Aquaculture and Economic Development; Fisheries Research and Development; Marine Resource Management; Monitoring, Control and Surveillance; Fisheries Operations Support; and Financial Management of the Marine Living Resources Fund.

• Aquaculture Development: Ensures aquaculture growth and fisheries economic development for sustainable livelihoods by providing public support and an integrated platform for the management of aquaculture.

• Fisheries Research and Development: Ensures the promotion of the sustainable development of fisheries resources and ecosystems by conducting and supporting appropriate research.

• Marine Resources Management: Ensures the sustainable utilisation and equitable and orderly access to the marine living resources through improved management and regulation.

• Monitoring, Control and Surveillance: Ensures the protection and promotion of sustainable use of marine living resources through compliance and enforcement.

• Fisheries Operations Support: Provides support for fisheries and aquaculture economic development and livelihood opportunities.

• Financial Management: Provides financial, revenue and asset management for the Marine Living Resources Fund.


10.1

Str

ateg

ic o

bjec

tive

s an

d an

nual

tar

gets

for

2018

/19

to 2

020/

21:

10 S

trat

egic

obj

ecti

ves

STR

AT

EG

IC

OB

JEC

TIV

EST

RA

TE

GIC

O

BJE

CT

IVE

IND

ICA

TO

R

STR

AT

EG

IC

PLA

N T

AR

GE

T(5

YE

AR

TA

RG

ET

)

AU

DIT

ED

/AC

TU

AL

EST

IMA

TE

D

PE

RFO

RM

AN

CE

2017

/18

2014

/15

2015

/16

2016

/17

2018

/19

2019

/20

2020

/21

2.1

Ensu

re in

crea

sed

prod

uctio

n an

d pr

oduc

tivity

in

prio

ritis

ed a

reas

as

wel

l as

valu

e ch

ains

Incr

ease

th

e nu

mbe

r of

FT

E jo

b op

port

uniti

es

(Wor

king

fo

r Fi

sher

ies

Prog

ram

me)

Prom

ote

aqua

cultu

re

for

econ

omic

gr

owth

by

2020

1 25

0 jo

bs (

456

yout

h; 5

92 w

omen

)

19 a

quac

ultu

re

proj

ects

sup

port

ed

1 25

0 jo

bs

-

630

jobs

-

588

FTES

8 aq

uacu

lture

pr

ojec

ts

supp

orte

d

1 08

5 jo

bs (

544

FTEs

)59

7 fe

mal

e jo

bs

(328

fem

ale

yout

hs

and

12 fe

mal

es w

ith

disa

bilit

ies)

488

mal

e jo

bs (

268

mal

e yo

uths

and

10

mal

es w

ith d

isab

ilitie

s).

4 aq

uacu

lture

pro

ject

s su

ppor

ted

1 09

2 jo

bs

(546

FT

Es)

601

fem

ale

jobs

(33

1 fe

mal

e yo

uths

an

d 12

fe

mal

es w

ith

disa

bilit

ies)

491

mal

e jo

bs

(270

mal

e yo

uths

and

10

mal

es w

ith

disa

bilit

ies)

4 aq

uacu

lture

pr

ojec

ts

supp

orte

d

1 09

2 jo

bs

(546

FT

Es)

601

fem

ale

jobs

(33

1 fe

mal

e yo

uths

;an

d 12

fe

mal

es w

ith

disa

bilit

ies)

491

mal

e jo

bs

(270

mal

e yo

uths

and

10

mal

es w

ith

disa

bilit

ies)

3 aq

uacu

lture

pr

ojec

ts

supp

orte

d

1 09

2 jo

bs (

546

FTEs

)60

1 fe

mal

e jo

bs

(331

fem

ale

yout

hs a

nd 1

2 fe

mal

es w

ith

disa

bilit

ies)

491

mal

e jo

bs

(270

mal

e yo

uths

an

d 10

mal

es

with

dis

abili

ties)

-

3.1

Lead

and

co

ordi

nate

go

vern

men

t fo

od

secu

rity

initi

ativ

es

Prom

ote

tran

sfor

mat

ion

and

prod

uctio

n of

fish

ery

by

2020

Fram

ewor

k fo

r th

e al

loca

tion

of fi

shin

g ri

ghts

impl

emen

ted

--

Mon

itor

and

regu

late

ri

ghts

al

loca

ted

to

nine

fish

ing

sect

ors

Rev

iew

pol

icie

s an

d ap

plic

atio

n fo

rms

for

fishi

ng s

ecto

rs w

hich

ha

ve fi

shin

g ri

ghts

tha

t ex

pire

by

2020

Allo

cate

fis

hing

rig

hts

to 1

2 fis

hing

se

ctor

s th

at

expi

re in

202

0

Mon

itor

and

regu

late

rig

hts

allo

cate

d to

12

fishi

ng s

ecto

rs

Mon

itor

and

regu

late

rig

hts

allo

cate

d to

12

fishi

ng s

ecto

rs

4.1

Ensu

re t

he

cons

erva

tion,

pr

otec

tion,

re

habi

litat

ion

and

reco

very

of

dep

lete

d an

d de

grad

ed n

atur

al

reso

urce

s

Prom

ote,

co

nser

ve,

prot

ect

and

reco

very

of

depl

eted

nat

ural

re

sour

ces

by

2020

Rec

over

y pl

ans

of p

rior

itise

d fis

h st

ocks

--

Rec

over

y pl

ans

of

prio

ritis

ed

fish

stoc

ks

Rec

over

y pl

ans

of

prio

ritis

ed fi

sh s

tock

sR

ecov

ery

plan

s of

pr

iori

tised

fish

st

ocks

Rec

over

y pl

ans

of p

rior

itise

d fis

h st

ocks

Rec

over

y pl

ans

of p

rior

itise

d fis

h st

ocks


10.2

Pro

gram

me

perf

orm

ance

indi

cato

rs a

nd t

arge

ts:

PR

OG

RA

MM

EP

ER

FOR

MA

NC

EIN

DIC

AT

OR

AU

DIT

ED

/AC

TU

AL

EST

IMA

TE

D

PE

RFO

RM

AN

CE

2017

/18

2014

/15

2015

/16

2016

/17

2018

/19

2019

/20

2020

/21

2.1.

1In

crea

se t

he n

umbe

r of

FT

E jo

b op

port

uniti

es (

Wor

king

fo

r Fi

sher

ies

Prog

ram

me)

Num

ber

of a

quac

ultu

re

cata

lyst

pro

ject

s (

iden

tified

an

d lis

ted

unde

r O

pera

tion

Phak

isa)

sup

port

ed

1 25

0 jo

bs

10 fi

sh fa

rms

supp

orte

d

630

jobs

4 O

pera

tion

Phak

isa

proj

ects

fo

r ph

ase

1 su

ppor

ted

558

FTEs

5 O

pera

tion

Phak

isa

proj

ects

fo

r ph

ase

1 su

ppor

ted

3 O

pera

tion

Phak

isa

proj

ects

fo

r ph

ase

2 su

ppor

ted

1 08

5 jo

bs (

544

FTEs

)59

7 fe

mal

e jo

bs (

328

fem

ale

yout

hs a

nd 1

2 fe

mal

es w

ith d

isab

ilitie

s)48

8 m

ale

jobs

(26

8 m

ale

yout

hs a

nd 1

0 m

ales

with

di

sabi

litie

s)

4 O

pera

tion

Phak

isa

proj

ects

for

pha

se 3

su

ppor

ted

1 09

2 jo

bs (

546

FTEs

)60

1 fe

mal

e jo

bs

(331

fem

ale

yout

hs

and

12 fe

mal

es

with

dis

abili

ties)

491

mal

e jo

bs

(270

mal

e yo

uths

an

d 10

mal

es w

ith

disa

bilit

ies)

4 O

pera

tion

Phak

isa

proj

ects

su

ppor

ted

1 09

2 jo

bs (

546

FTEs

)60

1 fe

mal

e jo

bs

(331

fem

ale

yout

hs a

nd 1

2 fe

mal

es w

ith

disa

bilit

ies)

491

mal

e jo

bs

(270

mal

e yo

uths

an

d 10

mal

es w

ith

disa

bilit

ies)

3 O

pera

tion

Phak

isa

proj

ects

su

ppor

ted

1 09

2 jo

bs (

546

FTEs

)60

1 fe

mal

e jo

bs

(331

fem

ale

yout

hs a

nd 1

2 fe

mal

es w

ith

disa

bilit

ies)

491

mal

e jo

bs

(270

mal

e yo

uths

an

d 10

mal

es

with

dis

abili

ties)

-

2.1.

2Sm

all-s

cale

aqu

acul

ture

su

ppor

t pr

ogra

mm

e de

velo

ped

and

impl

emen

ted

--

--

Smal

l-sca

le

aqua

cultu

re

supp

ort

prog

ram

me

conc

ept

note

Smal

l-sca

le

aqua

cultu

re

supp

ort

prog

ram

me

appr

oved

Smal

l-sca

le

aqua

cultu

re

supp

ort

prog

ram

me

impl

emen

ted

2.1.

3A

quac

ultu

re D

evel

opm

ent A

ct

deve

lope

d an

d im

plem

ente

d as

per

Ope

ratio

n Ph

akis

a

Dra

ft A

quac

ultu

re

Bill

appr

oved

by

the

Min

iste

r fo

r pu

blic

co

nsul

tatio

n

Publ

ic c

onsu

ltatio

n co

mpl

eted

Bill

subm

itted

to

Parl

iam

ent

for

appr

oval

Bill

appr

oved

Aqu

acul

ture

Dev

elop

men

t Bi

ll su

bmitt

ed t

o C

abin

et

Aqu

acul

ture

D

evel

opm

ent

Bill/

Act

impl

emen

tatio

n pl

an

Aqu

acul

ture

D

evel

opm

ent A

ct

impl

emen

ted

Aqu

acul

ture

D

evel

opm

ent

Act

impl

emen

ted

ME

DIU

M-T

ER

M T

AR

GE

TS


PR

OG

RA

MM

EP

ER

FOR

MA

NC

EIN

DIC

AT

OR

AU

DIT

ED

/AC

TU

AL

EST

IMA

TE

D

PE

RFO

RM

AN

CE

2017

/18

2014

/15

2015

/16

2016

/17

2018

/19

2019

/20

2020

/21

2.1.

4N

umbe

r of

aqu

acul

ture

re

sear

ch p

roje

cts

cond

ucte

d1

new

res

earc

h pr

ojec

t on

re

prod

uctio

n fo

r an

aq

uacu

lture

can

dida

te

spec

ies

2 ne

w r

esea

rch

proj

ects

on

gene

tics

and

nu

triti

on fo

r aq

uacu

lture

sp

ecie

s co

nduc

ted

2 ne

w r

esea

rch

proj

ects

on

new

ca

ndid

ate

spec

ies

for

aqua

cultu

re

cond

ucte

d

2 ne

w r

esea

rch

proj

ects

on

pro

duct

ion

syst

ems

for

new

can

dida

te s

peci

es fo

r aq

uacu

lture

con

duct

ed

1 ne

w r

esea

rch

proj

ect

on

econ

omic

s of

new

ca

ndid

ate

spec

ies

for

aqua

cultu

re

cond

ucte

d (s

ea

urch

in)

1 ne

w r

esea

rch

proj

ects

on

prod

uctio

n sy

stem

s fo

r ne

w

cand

idat

e sp

ecie

s fo

r aq

uacu

lture

co

nduc

ted

(sca

llops

)

1 aq

uatic

ani

mal

he

alth

res

earc

h pr

ojec

t (E

pizo

otic

U

lcer

ativ

e Sy

ndro

me)

1 re

sear

ch p

roje

ct

on c

limat

e ch

ange

: as

sess

men

t of

te

mpe

ratu

re,

deox

ygen

atio

n an

d ac

idifi

catio

n on

aq

uacu

lture

1 ne

w r

esea

rch

proj

ect

on

econ

omic

s of

ne

w c

andi

date

sp

ecie

s fo

r aq

uacu

lture

co

nduc

ted

(sca

llops

)

1 ne

w r

esea

rch

on fo

od

safe

ty fo

r ne

w

aqua

cultu

re

spec

ies

cond

ucte

d (s

ea

urch

in)

1 aq

uatic

ani

mal

he

alth

res

earc

h pr

ojec

t (V

acci

ne)

1 ne

w r

esea

rch

proj

ect

on fo

od

safe

ty fo

r ne

w

aqua

cultu

re

spec

ies

cond

ucte

d (s

callo

ps)

1 aq

uatic

ani

mal

he

alth

res

earc

h pr

ojec

t

3.1.

1C

omm

erci

al fi

shin

g ri

ghts

al

loca

ted

Fish

ing

Rig

hts

Allo

catio

n (F

RA

P)

Fram

ewor

k dr

afte

d

Dev

elop

sec

tor

spec

ific

polic

ies

and

allo

cate

ri

ghts

to

9 fis

hing

sec

tors

Issu

e pe

rmits

and

pe

rmit

cond

ition

s in

the

9 n

ewly

al

loca

ted

fishi

ng

sect

ors

Allo

cate

rig

hts

in t

he a

balo

nean

d W

est

Coa

stro

ck lo

bste

r se

ctor

Allo

cate

rig

hts

in t

he a

balo

nese

ctor

--

ME

DIU

M-T

ER

M T

AR

GE

TS


PR

OG

RA

MM

EP

ER

FOR

MA

NC

EIN

DIC

AT

OR

AU

DIT

ED

/AC

TU

AL

EST

IMA

TE

D

PE

RFO

RM

AN

CE

2017

/18

2014

/15

2015

/16

2016

/17

2018

/19

2019

/20

2020

/21

3.1.

1(c

ont.)

- -

- -

- -

- Fina

lise

appe

als

in t

he 8

ne

wly

allo

cate

d fis

hing

se

ctor

s

Rev

ised

pol

icie

s an

d ap

plic

atio

n fo

rms

for

12 fi

shin

g se

ctor

s w

hich

ex

pire

in 2

020

Supp

ort

the

(FR

AP

2015

/16)

app

eals

pr

oces

s

Allo

cate

fish

ing

righ

ts t

o 12

fis

hing

sec

tors

th

at e

xpire

in

2020

Supp

ort

the

(FR

AP

2015

/16)

ap

peal

s pr

oces

s

Allo

cate

fish

ing

righ

ts t

o 12

fis

hing

sec

tors

tha

t ex

pire

in 2

020

Supp

ort

the

(FR

AP

2020

) ap

peal

s pr

oces

s

3.1.

2Sm

all-S

cale

Fish

erie

sPo

licy

impl

emen

ted

Reg

ulat

ions

pr

omul

gate

d un

der

MLR

A a

men

ded

to in

clud

e th

e m

anag

emen

t of

sm

all-s

cale

fish

erie

s

Rig

hts

allo

cate

d to

reg

iste

red

smal

l-sca

le

fishe

ries

co

oper

ativ

es

Rig

hts

allo

cate

d to

re

gist

ered

sm

all-

scal

e fis

heri

es

coop

erat

ives

Supp

ort

to r

egis

tere

d sm

all-s

cale

fish

erie

s co

oper

ativ

es

Rig

hts

allo

cate

d to

re

gist

ered

sm

all-

scal

e fis

heri

es

coop

erat

ives

Mon

itor

and

supp

ort

of t

he

smal

l-sca

le

fishe

ries

sec

tor

Mon

itor

and

supp

ort

of t

he

smal

l-sca

le

fishe

ries

sec

tor

4.1.

1Su

stai

nabl

e m

anag

emen

t of

fis

h st

ocks

Rec

over

y pl

ans

for

the

2 se

ctor

s: ab

alon

e, W

est

Coa

st r

ock

lobs

ter

revi

sed

Res

earc

h re

port

to

indi

cate

fish

sto

ck

leve

ls c

ompi

led

Rec

over

y pl

ans

for

the

3 se

ctor

s: ab

alon

e, W

est

Coa

st r

ock

lobs

ter

and

deep

dat

er h

ake

upda

ted

Res

earc

h re

port

to

indi

cate

fish

st

ock

leve

ls

com

pile

d

Rec

over

y pl

ans

for

the

2 se

ctor

s: ab

alon

e an

d W

est

Coa

st r

ock

lobs

ter

Res

earc

h re

port

to

indi

cate

fish

sto

ck

leve

ls c

ompi

led

Rec

over

y pl

ans

for

the

2 se

ctor

s: ab

alon

e an

d W

est

Coa

st r

ock

robs

ter

Res

earc

h re

port

s co

mpi

led

for

2 se

ctor

s

Rec

over

y pl

ans

for

the

2 se

ctor

s: ab

alon

e an

d W

est

Coa

st r

ock

lobs

ter

Res

earc

h R

epor

ts

and

TAC

/TA

E re

com

men

datio

ns

com

pile

d fo

r 2

sect

ors:

abal

one

and

Wes

t C

oast

ro

ck lo

bste

r

Rec

over

y pl

ans

for

the

2 se

ctor

s: ab

alon

e an

d W

est

Coa

st r

ock

lobs

ter

Res

earc

h R

epor

ts

com

pile

d fo

r 2

sect

ors:

abal

one

and

Wes

t C

oast

ro

ck lo

bste

r

Rec

over

y pl

ans

for

the

2 se

ctor

s: ab

alon

e an

d W

est

Coa

st r

ock

lobs

ter

Res

earc

h R

epor

ts

com

pile

d fo

r 2

sect

ors:

abal

one

and

Wes

t C

oast

ro

ck lo

bste

r

ME

DIU

M-T

ER

M T

AR

GE

TS


PR

OG

RA

MM

EP

ER

FOR

MA

NC

EIN

DIC

AT

OR

AU

DIT

ED

/AC

TU

AL

EST

IMA

TE

D

PE

RFO

RM

AN

CE

2017

/18

2014

/15

2015

/16

2016

/17

2018

/19

2019

/20

2020

/21

4.1.

2N

umbe

r of

insp

ectio

ns

cond

ucte

d 4

598

com

plia

nce

and

enfo

rcem

ent

mea

sure

s in

the

6

prio

ritis

ed

fishe

ries

sec

tors

: ha

ke, a

balo

ne, r

ock

lobs

ter

and

line

fish

impl

emen

ted

4 54

8 co

mpl

ianc

e an

d en

forc

emen

t m

easu

res

in t

he

4 pr

iori

tised

fis

heri

es s

ecto

rs:

hake

, aba

lone

, ro

ck lo

bste

r an

d lin

e fis

h im

plem

ente

d

2 90

0 co

mpl

ianc

e an

d en

forc

emen

t m

easu

res

in t

he

6 pr

iori

tised

fis

heri

es s

ecto

rs:

hake

, aba

lone

, roc

k lo

bste

r, lin

e fis

h pe

lagi

c an

d sq

uid

im

plem

ente

d

3 20

0 co

mpl

ianc

e an

d en

forc

emen

t m

easu

res

in

the

6 pr

iori

tised

fish

erie

s se

ctor

s: ha

ke, a

balo

ne, r

ock

lobs

ter,

line

fish,

pel

agic

and

sq

uid

impl

emen

ted

4 50

0 co

mpl

ianc

e an

d en

forc

emen

t m

easu

res

in t

he

6 pr

iori

tised

fis

heri

es s

ecto

rs:

hake

, aba

lone

, roc

k lo

bste

r, lin

e fis

h,

pela

gic

and

squi

d im

plem

ente

d

4 50

0 co

mpl

ianc

e an

d en

forc

emen

t m

easu

res

in t

he

6 pr

iori

tised

fis

heri

es s

ecto

rs:

hake

, aba

lone

, roc

k lo

bste

r, lin

e fis

h,

pela

gic

and

squi

d im

plem

ente

d

4 50

0 co

mpl

ianc

e an

d en

forc

emen

t m

easu

res

in t

he

6 pr

iori

tised

fis

heri

es s

ecto

rs:

hake

, aba

lone

, roc

k lo

bste

r, lin

e fis

h,

pela

gic

and

squi

d im

plem

ente

d

4.1.

3N

umbe

r of

join

t op

erat

ions

con

duct

ed

with

par

tner

s in

clud

ing

Ope

ratio

n Ph

akis

a in

itiat

ive

5

-26

ope

ratio

nsC

ompl

ianc

e =

12M

onito

ring

and

Su

rvei

llanc

e =

6Fi

sher

ies

Prot

ectio

n Ve

ssel

s =

8

30 o

pera

tions

Com

plia

nce

= 14

Mon

itori

ng a

ndSu

rvei

llanc

e =

8Fi

sher

ies

Prot

ectio

n Ve

ssel

s =

8

39 o

pera

tions

40 o

pera

tions

42 o

pera

tions

44 o

pera

tions

4.1.

4N

umbe

r of

inve

stig

atio

ns

cond

ucte

d in

ter

ms

of t

he

Mar

ine

Livi

ng R

esou

rces

A

ct

--

276

276

280

284

286

ME

DIU

M-T

ER

M T

AR

GE

TS

20

REP

ORT

ING

PER

IOD

AN

NU

AL

TAR

GET

QU

ART

ERLY

TA

RG

ETS

QU

ART

ER 1

QU

ART

ER 2

QU

ART

ER 3

QU

ART

ER 4

2.1.

4In

crea

se t

he n

umbe

r of

FT

E jo

b op

port

uniti

es (

Wor

king

for

Fish

erie

s Pr

ogra

mm

e)

Num

ber

of a

quac

ultu

re c

atal

yst

proj

ects

(id

entifi

ed a

nd li

sted

un

der

Ope

ratio

n Ph

akis

a)

supp

orte

d

Qua

rter

ly

Qua

rter

ly

1 08

5 jo

bs (

544

FTEs

)

597

fem

ale

jobs

(32

8 fe

mal

e yo

uths

and

12

fem

ales

with

dis

abili

ties)

.

488

mal

e jo

bs (

268

mal

e yo

uths

and

10

mal

es w

ith

disa

bilit

ies)

272

jobs

(13

6 FT

Es)

150

fem

ale

jobs

(8

2 fe

mal

e yo

uths

an

d fe

mal

es w

ith

disa

bilit

ies)

122

mal

e jo

bs (

67 m

ale

yout

hs a

nd 3

mal

es

with

dis

abili

ties)

271

(136

FT

Es)

149

fem

ale

jobs

(8

2 fe

mal

e yo

uths

an

d fe

mal

es w

ith

disa

bilit

ies)

122

mal

e jo

bs (

67 m

ale

yout

hs a

nd 3

mal

es

with

dis

abili

ties)

271

(136

FT

Es)

149

fem

ale

jobs

(8

2 fe

mal

e yo

uths

an

d fe

mal

es w

ith

disa

bilit

ies)

122

mal

e jo

bs

(67

mal

e yo

uths

an

d 3

mal

es w

ith

disa

bilit

ies)

271

(136

FT

Es)

149

fem

ale

jobs

(82

fem

ale

yout

hs a

nd

fem

ales

with

di

sabi

litie

s).

122

mal

e jo

bs (

67 m

ale

yout

hs a

nd

2 m

ales

with

di

sabi

litie

s)

4 O

pera

tion

Phak

isa

proj

ects

su

ppor

ted

1 O

pera

tion

Phak

isa

proj

ect

supp

orte

d1

Ope

ratio

n Ph

akis

a pr

ojec

t su

ppor

ted

1 O

pera

tion

Phak

isa

proj

ect

supp

orte

d1

Ope

ratio

n Ph

akis

a pr

ojec

t su

ppor

ted

2.1.

2Sm

all-s

cale

aqu

acul

ture

sup

port

pr

ogra

mm

e de

velo

ped

and

impl

emen

ted

Qua

rter

lySm

all-s

cale

aqu

acul

ture

su

ppor

t pr

ogra

mm

e co

ncep

t no

te d

evel

oped

-D

raft

conc

ept

note

Stak

ehol

ders

cons

ulta

tion

App

rove

d co

ncep

t no

te

by D

DG

: Fi

sher

ies

Man

agem

ent

2.1.

3A

quac

ultu

re D

evel

opm

ent A

ct

deve

lope

d an

d im

plem

ente

d as

pe

r O

pera

tion

Phak

isa

Qua

rter

lyA

quac

ultu

re D

evel

opm

ent

Bill/

Act

impl

emen

tatio

n pl

an

deve

lope

d

-D

raft

impl

emen

tatio

n pl

an d

evel

oped

Publ

ic c

onsu

ltatio

n co

nduc

ted

Impl

emen

tatio

n pl

an a

ppro

ved

by E

XC

O

2.1.

4N

umbe

r of

aqu

acul

ture

re

sear

ch p

roje

cts

cond

ucte

d Q

uart

erly

1 ne

w r

esea

rch

proj

ect

on

econ

omic

s of

new

can

dida

te

spec

ies

for

aqua

cultu

re

cond

ucte

d (s

ea u

rchi

n)

Prog

ress

rep

ort

on

econ

omic

s of

new

ca

ndid

ate

spec

ies

for

aqua

cultu

re c

ondu

cted

(s

ea u

rchi

n)

Prog

ress

rep

ort

on

econ

omic

s of

new

ca

ndid

ate

spec

ies

for

aqua

cultu

re c

ondu

cted

(s

ea u

rchi

n)

Prog

ress

rep

ort

on

econ

omic

s of

new

ca

ndid

ate

spec

ies

for

aqua

cultu

re

cond

ucte

d (s

ea

urch

in)

Fina

l pro

gres

s re

port

on

econ

omic

s of

ne

w c

andi

date

sp

ecie

s fo

r aq

uacu

lture

co

nduc

ted

(sea

ur

chin

)


10.3

Qua

rter

ly t

arge

ts

PRO

GR

AM

ME

PER

FOR

MA

NC

EIN

DIC

ATO

R


REP

ORT

ING

PER

IOD

AN

NU

AL

TAR

GET

QU

ART

ERLY

TA

RG

ETS

QU

ART

ER 1

QU

ART

ER 2

QU

ART

ER 3

QU

ART

ER 4

2.1.

4Q

uart

erly

Qua

rter

ly

Qua

rter

ly

1 ne

w r

esea

rch

proj

ect

on

prod

uctio

n sy

stem

s fo

r ne

w c

andi

date

spe

cies

for

aqua

cultu

re c

ondu

cted

(S

callo

ps)

1 aq

uatic

ani

mal

hea

lth

rese

arch

pro

ject

(Ep

izoo

tic

Ulc

erat

ive

Synd

rom

e

1 re

sear

ch p

roje

ct o

n cl

imat

e ch

ange

: ass

essm

ent

of

tem

pera

ture

, deo

xyge

natio

n an

d ac

idifi

catio

n on

aq

uacu

lture

Prog

ress

rep

ort

on

prod

uctio

n sy

stem

s fo

r ne

w c

andi

date

sp

ecie

s fo

r aq

uacu

lture

co

nduc

ted

(sca

llops

)

Prog

ress

rep

ort

on

aqua

tic a

nim

al h

ealth

re

sear

ch p

roje

ct

Prog

ress

rep

ort

on c

limat

e ch

ange

: as

sess

men

t of

te

mpe

ratu

re,

deox

ygen

atio

n an

d ac

idifi

catio

n on

aq

uacu

lture

Prog

ress

rep

ort

on

prod

uctio

n m

etho

ds

Prog

ress

rep

ort

on

aqua

tic a

nim

al h

ealth

re

sear

ch p

roje

ct

Prog

ress

rep

ort

on c

limat

e ch

ange

: as

sess

men

t of

te

mpe

ratu

re,

deox

ygen

atio

n an

d ac

idifi

catio

n on

aq

uacu

lture

Prog

ress

rep

ort

on p

rodu

ctio

n m

etho

ds

Prog

ress

rep

ort

on a

quat

ic a

nim

al

heal

th r

esea

rch

proj

ect

Prog

ress

rep

ort

on c

limat

e ch

ange

: as

sess

men

t of

te

mpe

ratu

re,

deox

ygen

atio

n an

d ac

idifi

catio

n on

aq

uacu

lture

Fina

l pro

gres

s re

port

on

prod

uctio

n m

etho

ds

Fina

l pro

gres

s re

port

on

aqua

tic

anim

al h

ealth

re

sear

ch p

roje

ct

Fina

l pro

gres

s re

port

on

clim

ate

chan

ge: a

sses

smen

t of

tem

pera

ture

, de

oxyg

enat

ion

and

acid

ifica

tion

on

aqua

cultu

re

3.1.

1C

omm

erci

al fi

shin

g ri

ghts

al

loca

ted

Ann

ually

Qua

rter

ly

Qua

rter

ly

Allo

cate

rig

hts

inth

e ab

alon

e se

ctor

Rev

ised

pol

icie

s an

d ap

plic

atio

n fo

rms

for

12

fishi

ng s

ecto

rs w

hich

exp

ire

in 2

020

Supp

ort

the

(FR

AP

2015

/16)

ap

peal

s pr

oces

s

- - Dra

ft re

gula

tion

5(3)

re

port

Allo

cate

rig

hts

in t

he

abal

one

sect

or

Polic

ies

and

appl

icat

ion

form

s re

view

ed w

ith

inte

rnal

sta

keho

lder

s

Dra

ft re

gula

tion

5(3)

re

port

- Polic

ies

and

appl

icat

ion

form

s re

view

ed w

ith

exte

rnal

st

akeh

olde

rs

Dra

ft re

gula

tion

5(3)

rep

ort

- Rev

ised

pol

icie

s an

d ap

plic

atio

n fo

rms

appr

oved

and

ga

zett

ed

Dra

ft re

gula

tion

5(3)

fin

alis

ed

3.1.

2Sm

all-S

cale

Fis

heri

es P

olic

y im

plem

ente

dQ

uart

erly

Rig

hts

allo

cate

d to

reg

iste

red

smal

l-sca

le fi

sher

ies

coop

erat

ives

Reg

iste

r ou

tsta

ndin

g

smal

l-sca

le fi

sher

ies

coop

erat

ives

Allo

catio

n of

rig

hts

to

smal

l-sca

le fi

sher

ies

coop

erat

ives

in E

aste

rn

Cap

e an

d K

waZ

ulu-

Nat

al

Allo

catio

n of

ri

ghts

to

smal

l-sc

ale

fishe

ries

co

oper

ativ

es in

W

este

rn C

ape

App

eals

pro

cess

to

fina

lised

for

all

prov

ince

s

PRO

GR

AM

ME

PER

FOR

MA

NC

EIN

DIC

ATO

R


REP

ORT

ING

PER

IOD

AN

NU

AL

TAR

GET

QU

ART

ERLY

TA

RG

ETS

QU

ART

ER 1

QU

ART

ER 2

QU

ART

ER 3

QU

ART

ER 4

4.1.

1Su

stai

nabl

e m

anag

emen

t of

fish

st

ocks

Bi-a

nnua

lly

Ann

ually

Rec

over

y pl

ans

for

the

2

sect

ors:

abal

one

and

W

est

Coa

st r

ock

lobs

ter

Res

earc

h re

port

s co

mpi

led

for

2 se

ctor

s: ab

alon

e an

d W

est

Coa

st

rock

lobs

ter

- -

- Res

earc

h re

port

s to

upd

ate

stat

us

of fi

sh s

tock

s an

d re

com

men

d ca

tch

limits

to

achi

eve

reco

very

tar

gets

Rec

omm

enda

tion

on d

eter

min

atio

n of

TA

C, T

AE

or

com

bina

tion

ther

eof

in r

espe

ct o

f the

ab

alon

e an

d W

est

Coa

st r

ock

lobs

ter

fishi

ng s

ecto

rs

subm

itted

for

appr

oval

-

abal

one

and

Wes

t C

oast

roc

k lo

bste

r In

ter-

area

sch

edul

es

prep

ared

and

im

plem

ente

d by

is

suin

g pe

rmits

-

4.1.

2N

umbe

r of

insp

ectio

ns

cond

ucte

dQ

uart

erly

4 50

0 co

mpl

ianc

e an

d en

forc

emen

t m

easu

res

in t

he 6

pri

oriti

sed

fishe

ries

sec

tors

: hak

e,

abal

one,

roc

k lo

bste

r, lin

e fis

h, p

elag

ic a

nd s

quid

im

plem

ente

d

875

1 25

01

500

875

4.1.

3N

umbe

r of

join

t op

erat

ions

co

nduc

ted

with

par

tner

s in

clud

ing

Ope

ratio

n Ph

akis

a In

itiat

ive

5

Qua

rter

ly40

Ope

ratio

ns

9 O

pera

tions

12 O

pera

tions

12 O

pera

tions

7 O

pera

tions

4.1.

4N

umbe

r of

inve

stig

atio

ns

cond

ucte

dQ

uart

erly

280

inve

stig

atio

ns70

inve

stig

atio

ns70

inve

stig

atio

ns70

inve

stig

atio

ns70

inve

stig

atio

ns

PRO

GR

AM

ME

PER

FOR

MA

NC

EIN

DIC

ATO

R


10.4

Rec

onci

ling

perf

orm

ance

tar

gets

wit

h th

e bu

dget

and

MT

EF

20

14/1

5 20

15/1

6 20

16/1

7 20

17/1

8 20

18/1

9 20

19/2

0 20

20/2

1

B

udge

t A

udit

ed

Bud

get

Aud

ited

B

udge

t A

udit

ed

Bud

get

App

rove

d C

hang

es

Bud

get

Rev

ised

C

hang

es

Bud

get

R

evis

ed

Cha

nges

P

lann

ing

Out

com

e

O

utco

me

Out

com

e e

stim

ate

bud

get

from

es

tim

ate

budg

et

from

es

tim

ate

budg

et

from

bu

dget

ap

prov

ed

es

tim

ate

budg

et

es

tim

ate

budg

et

esti

mat

e

budg

et

esti

mat

e

es

tim

ate

Ran

d th

ousa

nd

Obj

ecti

ve/A

ctiv

ity

Adm

inis

trat

ion

-

129

687

-

110

383

17

7 85

3 12

7 56

1 15

3 49

7

153

497

-

16

1 60

0

161

60

- 16

6 57

0 16

6 57

0 -

17

5 56

5

Mar

ine

reso

urce

s -

1

4 52

0

-

36

557

5

1 81

5

40

508

4

8 70

8

48

708

-

5

1 32

1

51

321

-

5

1 32

1

51

321

-

5

4 09

2 m

anag

emen

t

Aqu

acul

ture

and

eco

nom

ic

-

17

747

-

3

1 03

7

33

554

3

0 79

7

24

687

2

4 68

7

-

26

011

2

6 01

1

-

26

012

2

6 01

2

-

27

417

dev

elop

men

t

Mar

ine

reso

urce

s re

sear

ch

-

153

019

-

15

1 69

0

114

690

11

6 57

4

108

104

10

8 10

4

-

114

113

14 1

13

-

118

737

11

8 73

7

- 12

5 14

9 M

onito

ring

, com

plia

nce

and

-

13

4 06

9

-

154

285

11

1 06

8

148

996

11

5 74

2

115

74

-

122

195

12

2 19

5

-

127

595

12

7 59

5

-

134

485

sur

veill

ance

Tot

al

-

449

042

-

48

3 95

2

488

980

46

4 43

6

450

738

45

0 73

8

-

475

240

47

5 24

0

-

490

235

49

0 23

5

-

516

708


Rand thousand ‘000 2014/15 2015/16 2016/17 2017/18 2014/15 - 2017/18 2018/19 2019/20 2020/21 2017/18 - 2020/21

Administration 129 687 110 383 127 561 153 497 5.8% 28.3% 161 600 166 570 175 565 4.6% 34.0%

Marine Resource Management 14 250 36 557 40 508 48 708 49.7% 7.6% 51 321 51 321 54 092 3.6% 10.6%

Aquaculture and Economic 17 747 31 037 30 797 24 687 11.6% 5.6% 26 011 26 012 27 417 3.6% 5.4%

Development

Marine Resources Research 153 019 151 690 116 574 108 104 -10.9% 28.6% 114 113 118 737 125 149 5.0% 24.1%

Monitoring, Compliance 134 069 154 285 148 996 115 742 -4.8% 29.9% 122 195 127 595 134 485 5.1% 25.9%

and Surveillance

Total Expense 449 042 483 952 464 436 450 738 0.1% 100% 475 240 490 235 516 708 4.7% 100% - - -

ExpensesCurrent expenses 449 042 483 952 464 436 450 738 0.1% 100% 475 240 490 235 516 708 4.7% 100%Compensation of 235 439 257 356 280 615 279 533 - - 289 909 311 978 335 372 - -

employees

Expen- Expen- Average diture/ Average diture growth Total: growth Total: Revised rate Average rate Average estimate (%) (%) Medium-term expenditure (%) (%) Audited outcome estimate

10.5 Expenditure estimates

PART C: Technical Indicator Descriptions (TIDs)

Strategic Objective Indicator (SOI)

2.1 Indicator title Increase the number of FTE job opportunities (Working for Fisheries Programme)

Short definition The Working for Fisheries Programme falls under the Expanded Public Works Programme that aims to provide work opportunities and income support to poor and unemployed people.

Purpose/importance The WfFP aims to create short term job opportunities, infrastructure development, training and capacity building within fishing communities through the use of labour-intensive methods targeting the unemployed, youth, women, people with disabilities, thereby contributing towards the alleviation of poverty.

Source/collection of data Quarterly submission of job statistics from project implementers; project visits; quarterly project reports from implementers; monthly data gathering.

Method of calculation Refers to one person’s year of employment. One person’s year of employment is equivalent to 230 days of work. A person’s years of employment equals total number of person days of employment for targeted labour for the year. Person days equal the cost of wages divided by the daily rate divided by 230 to arrive at the number of Fulltime Equivalents (FTEs). For task rated workers, tasks completed are calculated as a proxy for 8 hrs per day.

Data limitations Lack of cooperation (non-compliance with reporting requirements, late reporting, etc) by service providers and poor network connectivity.

Type of indicator Outcome

Calculation type Non-cumulative

Reporting cycle Annually

New indicator No

Desired performance The delivery of quarterly and annual Full-time Equivalents, and the expansion of the Working for Fisheries Programme

Indicator responsibility DDG: Fisheries Management


2.2 Indicator title Number of aquaculture catalyst projects (identified and listed under Operation Phakisa) supported

Short definition Number of new aquaculture catalyst projects supported in order to realise Operation Phakisa aspirations. Support provided will include facilitating access to funds or technical advisory services (e.g. access to land, authorisation, market access etc.).

Purpose/importance To fast track unlocking economic growth of the aquaculture sector and meet the Operation Phakisa aspiration with regards to creating jobs, increasing production, transformation and contribution to GDP.

Source/collection of data Q1 – Q4: Formal correspondence and/or site visits reports.

Method of calculation Basic count.

Data limitations Cooperation by other government departments, farmers and/or initiative owners (non-compliance with reporting requirements, legislative requirements etc.)Data with regards to value chain job created and reporting

Type of indicator Outcome

Calculation type Cumulative

Reporting cycle Quarterly

New indicator No

Desired performance Increase number of catalyst projects to meet the aspiration of Operation Phakisa which is to increase aquaculture production by 2019 to 20 000 tons, grow GDP contribution to R3bn, create total of 15 000 jobs, ensure increased participation to support transformation in the sector. Therefore a higher targeted performance is desired

Indicator responsibility Chief Director: Aquaculture and Economic DevelopmentPhakisa Delivery Unit

2.3 Indicator title Small-scale aquaculture support programme developed and implemented

Short definition A program aimed at supporting small-scale aquaculture sub-sector development and growth with focus on access to inputs, markets, finance, advisory services and capacity provision.

Purpose/importance To unlock economic growth of the aquaculture sector and increase contribution to the GDP whist addressing food security and livelihoods.

Source/collection of data Q2: Draft concept note. Q3: Stakeholders consultations (Attendance register, minutes of consultations). Q4: Approved concept note by DDG: Fisheries Management

Method of calculation Basic count: Approved concept note.

Data limitations Stakeholder consultation process could limit data..

Type of indicator Output.

Calculation type Non-Cumulative.

Reporting cycle Quarterly.

New indicator Yes.

Desired performance Structured aquaculture support program that will result in increased production and contribution to the GDP.

Indicator responsibility Chief Director: Aquaculture and Economic Development.Director: Aquaculture Technical serivices.


2.4 Indicator title Aquaculture Development Act developed and implemented as per Operation Phakisa

Short definition Developed Aquaculture Development Bill/Act implemented with reference to Operation Phakisa.

Purpose/importance Once approved the implementation phase that seeks to create an enabling environment for management and development of the aquaculture sector in South Africa can take centre stage.

Source/collection of data Q2: Draft implementation plan. Q3: Public consultation (Minutes, attendance registers, consultation report).Q4: Implementation plan approved by EXCO (Minutes/submission).

Method of calculation Basic count: Implementation plan approved by EXCO.

Data limitations Stakeholder consultation process could limit data..


Calculation type Non-Cumulative.


New indicator No.

Desired performance Streamlined and coordinated approvals processes. These will result in a pro-development and inclusive body of aquaculture legislation that will enable accelerated sector growth.

Indicator responsibility Chief Director: Aquaculture and Economic Development.Director: Aquaculture Technical serivices.

2.5 Indicator title Number of aquaculture research projects conducted

Short definition Number of aquaculture research projects undertaken within the reporting period in order to develop new techniques, species and efficient technology for sustainable commercial production.

Purpose/importance To promote expansion and diversification of the sector.

Source/collection of data (a) 1 new research project on economics of new candidate species for aquaculture conducted (sea urchin)

Q1-Q3: Technical reports on economics of new candidate species signed off by CD: Aquaculture and Economic Development

Q4: Technical report signed off by CD: Aquaculture and Economic Development and/or scientific publications on economics of new candidate

species

(b) 1 new research project on production systems for new candidate species for aquaculture conducted (scallops)



species

(c) 1 aquatic animal health research project (Epizootic Ulcerative Syndrome)



species

(d) 1 research project on climate change: assessment of temperature, deoxygenation and acidification on aquaculture



species

Method of calculation Simple count.


2.6 Indicator title Commercial fishing rights allocated

Short definition The indicator refers to allocation and management of fishing rights in commercial fishing sectors.

Purpose/importance To control and regulate the sustainable and equitable utilisation of marine living resources and advance transformation of fisheries sectors while promoting food security and employment.

Source/collection of data Allocate rights in the abalone sectorQ2: General published reasons with provisional list

Revised policies and application forms for 12 fishing sectors which expire in 2020 Q2: Policies and application forms reviewed with internal stakeholdersQ3: Policies and application forms reviewed with external stakeholdersQ4: Revised policies and application forms approved and gazzetted

Support the (FRAP 2015/16) appeals process Q1: Draft regulation 5(3) report Q2: Draft regulation 5(3) report Q3: Draft regulation 5(3) report Q4: Regulation 5(3) report finalised


Data limitations Insuffiecient information supplied by applicants or applications submitted.


Calculation type Cumulative


New indicator Yes.

Desired performance Compile and keep fishing rights registers, review permit conditions, prepare recommendations on determination of TAC, TAE or combination thereof for the 9 fishing sectors, and issue permits and licences within the set turnaround time.

Indicator responsibility Chief Director: Marine Resources ManagementDirector: Offshore and High Seas Fisheries Management Director: Inshore Fisheries Management

2.5 Indicator title Number of aquaculture research projects conducted

Data limitations Tolerance of species to the production system, shortage of capacity and financial resources.


Calculation type Cumulative.


New indicator No.

Desired performance The target is to increase aquaculture production by 100% by the year 2020 therefore a higher targeted performance is desired.

Indicator responsibility Chief Director: Aquaculture and Economic Development.Director: Aquaculture Research.

2.7 Indicator title Small-Scale Fisheries Policy implemented

Short definition The indicator seeks to formally recognise and documents small-scale fishing Cooperatives that meets the requirements in terms of small scale fisheries policy and coordinate allocating fishing rights process to the registered cooperatives.

Purpose/importance To alleviate poverty in small-scale fishing communities through the promotion of food security and employment. Therefore providing overall transformation of the fishing sector.

Source/collection of data Rights allocated to registered small-scale fisheries cooperatives Q1: Register outstanding small-scale fisheries cooperatives Q2: Allocation of rights to small-scale fisheries cooperatives in Eastern Cape and KwaZulu-Natal

2.8 Indicator title Sustainable management of fish stocks

Short definition The indicator is a reflection of the status of the fish stock in question (abalone, West Coast rock lobster), measured against pre-determined reference points (e.g. Maximum Sustainable Yield Level, pre-fished biomass, etc.)MRM - Revised management measures to rebuild abalone, West Coast rock lobster.

Purpose/importance The indicator shows the status of the fish stock relative to the pre-determined reference points for the stock so that adaptive management can be implemented as required. For West Coast rock lobster and abalone this is important to track progress regarding stock recovery.

Source/collection of data Research Reports compiled for 2 sectors: abalone and West Coast rock lobsterQ2: Scientific report

Recovery plans for the 2 sectors: abalone and West Coast rock lobsterQ3: TAC/TAE recommendationsQ4: Signed-off inter-area schedule, report on issued permits

The method of calculation is specific to each resource and to the quantity and types of information available for each, and therefore varies from resource to resource. The calculations (including mathematical and statistical modelling) follow internationally-accepted practices and standards for fisheries stock assessment.

MRM - Approved TAC/TAE and Permit conditions.

Method of calculation Basic count2 Recovery plans2 Research reports2 TAC/TAE recommendations

Data limitations The limitations of the available data are specific to each resource, and too exhaustive to list here (such as missing data in time-series, absence of catch and effort data in certain fisheries, lack of data on illegal harvests, etc.). Limitations of the available data are taken account of during the statistical modelling techniques employed.

MRM - Real time and contravention data.

Type of indicator Impact.

Calculation type Non-cumulative.

Reporting cycle Annually.

New indicator No

2.7 Indicator title Small-Scale Fisheries Policy implemented

Source/collection of data Q3: Allocation of rights to small-scale fisheries cooperatives in Western Cape Q4: Appeals process to finalised for all provinces


Data limitations None.




New indicator No.

Desired performance To create an enabling environment for the establishment, development and sustainability of the small-scale fisheries sector; therefore a higher performance is desired.

Indicator responsibility Chief Director: Marine Resources ManagementDirector: Small-Scale Fisheries Management


2.8 Indicator title Sustainable management of fish stocks

Desired performance It is desired that the indicator remains within acceptable confidence intervals around the reference point, or in the case of recovering stocks that the indicator shows improvement towards the target levels over the desired timeframes.

Indicator responsibility Resource monitoring, status reporting and determination of appropriate catch levels:Chief Director: Fisheries Research and DevelopmentDirector: Resources ResearchDirector: Research Support

2.9 Indicator title Number of inspections conducted

Short definition Number of inspections refers to sea-based and land-based inspections conducted.

Purpose/importance Ensure compliance to the Marine Living Resource Act, thereby curbing illegal fishing activities through inspections and enforcement in order to enhance sustainable utilization of marine living resources

Source/collection of data Compliance and FPV - List of land and sea based inspections as per inspection forms

Method of calculation Basic count - total number of inspections conducted

Data limitations Seasonal fishing, weather conditions, inability to board fishing vessels at sea, inadequate available resources.




New indicator No

Desired performance High targeted performance is desired in order to increased enforcement and compliance measures.

Indicator responsibility Chief Director: Monitoring Control and SurveillanceDirector: Compliance Director: Fisheries Protection Vessels

2.10 Indicator title Number of joint operations conducted with partners including Operation Phakisa initiative 5

Short definition Joint operations refer to those conducted with other law enforcement and conservation agencies including Operation Phakisa “initiative 5 of the Marine Protection Services and Governance Lab” operations including if any internal MCS.

Purpose/importance Ensure compliance to the Marine Living Resource Act, thereby curbing illegal fishing activities through joint operations and enforcement in order to enhance sustainable utilization of marine living resources.

Source/collection of data Operations - operational request and/or operation report, list of operations conducted.

Method of calculation Basic count - total number of joint operations conducted.

Data limitations Seasonal fishing, weather conditions, inability to board fishing vessels at the sea, inadequate available resources (budget), unavailability of stakeholders,




New indicator No.


Indicator responsibility Chief Director: Monitoring Control and SurveillanceDirector: Compliance Director: Fisheries Protection VesselsDirector: Monitoring and Surveillance



The Service Delivery Improvement Plan (SDIP) identifies service delivery challenges and inefficiencies and develops appropriate actions with clear standards, responsibilities and timeframes. One such example is the issuing of permits in terms of section 13 and 83 of the Marine Living Resources Act, 1998 (Act No. 18 of 1998) (“the MLRA”) in an effort to create an enabling environment for our clients to have market access and be able to trade internationally. The department, through its SDIP, therefore strives to address both socio-economic and sectoral challenges. The SDIP is guided by the department’s legislative and policy mandate, in terms of the 2014-2019 MTSF and strategic outcomes. The SDIP therefore serves as a value-add for the department, in that it addresses the obstacles and constraints faced in delivering on these services. In an effort to continue improving service delivery modes, the MLRF has identified the following key services to be subjected to improvement processes:

• Issuing of permits in terms of the provisions of section 13 and 83 of the MLRA.

The processing of permits is a key service which includes the processing of marine aquaculture farm permits, catch, transport, export, import, scientific investigations and practical experiment permits. Huge volumes of applications for catch and transport permits are submitted before the start of a particular fish-ing season while applications for export and import permits are received on a continuous basis and, in the case of marine aquaculture, at the end of the year and in the case of scientific investigations and practical experiments the permits are issued as and when required.

12. SDIP development approachThe DAFF SDIP has been developed in line with the sector plans, including Strategic Plan, Annual Performance Plan, Service Report and DAFF Annual Report.

Table 1: SDIP approach

2.11 Indicator title Number of investigations conducted

Short definition Number of investigations of right/ permit holders (right and non-right holders) conducted, tip-offs as well as investigations of suspected infringing individuals and syndicates.

Purpose/importance Ensure compliance to the Marine Living Resource Act, thereby curbing illegal fishing activities through joint operations and enforcement in order to enhance sustainable utilization of marine living resources.

Source/collection of data M&S - list of investigations which will include inquiry docket cover and investigation diaries as supporting documents Sources: The Marine Administrative System (MAST).

Method of calculation Basic count - total number of investigations conducted..

Data limitations Seasonal fishing, Inadequate available resources, hostile environment


Calculation type Non-cumulative.


New indicator No.


Indicator responsibility Chief Director: Monitoring Control and SurveillanceDirector: Compliance

PART D: Service Delivery Improvement Plan (SDIP) 11. Introduction

SDIP team Dates Names of Purpose of stakeholders consultation

SP Facilitators and 6-7 November 2017 Branch: Fisheries Develop 1st draft M&E Specialists Management Service Delivery Improvement Plan


13. Implementation plan

The Branch: Planning, Policy, Monitoring and Evaluation will hold quarterly meetings with the Fisheries Branch/MLRF to manage implementation of the Service Delivery Improvement Plan. Identified implementation challenges and recommendations from the PPME quarterly meetings may lead to advisory services.

14. Reporting, monitoring and evaluation

The Annual Performance Plan of the department has the SDIP as an Annexure that reflects a three-year improvement plan, which should be monitored against the desired standards. Reporting against the SDIP is on a monthly basis on or before the 10th of each month. Evidence of reported status should be availed to M&E Specialists upon request. Senior Managers are responsible for administrative quality assurance of reports and evidence before submission. M&E specialists consolidate monthly reports into quarterly reports and continuously engage with concerned directorates regarding findings of performance assessment. Reported performance is analysed and bottlenecks get identified and this assists with implementation of early corrective measures. Underperforming targets (services) get escalated for discussion at various management structures with authority to enforce various remedial actions to improve performance.

15. Change management plan No. Programme Services or products

6. Fisheries Management

• Attending to marine fishing related land based complaints

• Monitor landings at landing sites

• Sea-based fisheries inspections

• Conduct awareness programme

• Investigations for the fisheries sectors (consumptive and non-consumptive)

• Conduct special operations for the fisheries sectors (consumptive and non-consumptive)

• Conduct awareness programme

• Publication of African Journal of Marine Science (AJMS)

• Issuing of research permits

• Status of the South African Marine Fishery Resource Report

• Advisory and information dissemination service

• Students mentorship and capacity building

• Facilitate implementation of working for fisheries programme (WfFP) projects

• Contract management

• Support in contract initiation

• Stakeholder engagement


• Project operation clean-up

• Gazetted fishing harbour regulations

• Education, awareness and training campaign

• Provide aquaculture advisory services

• Issuing of transport, import and export permits for marine cultured fish species and products

• Granting of rights to engage in marine aquaculture activities

• Granting of exemptions related to marine aquaculture activities and fish processing establishment

• Issuing of permits to engage in marine aquaculture activities

• Issuing of scientific investigation and practical experiment permits for marine aquaculture

• Issuing of marine aquaculture related vessel licences

• Aquaculture shellfish monitoring


• Aquatic animal health inspections

• Environmental monitoring

• Awareness programme


• Issue of exemption and catch permits for subsistence and small-scale fisheries

• Issue fish processing establishment permits for the resource buyers

• Issue transport permits for the resource buyers

• Issue export permits for subsistence and small-scale fish products

• Issue recreational permits

• Issue commercial catch permits

• Issue commercial import and export permits

• Grant approval for fishing effort and vessel changes

• Issue local fishing vessel license

• Crew registration

• Issue exemptions for fish-processing establishments and other activities

• Issue fish processing establishments permits

• Issue permits to transport marine products

• Conduct awareness programme/information sessions

• Issue catch permits for offshore and high sea fisheries

• Issue exclusive economic zone (EEZ) and fishing gear for foreign vessels permit


• Issue trans-shipment permit

• Issue permits to transport products derived from offshore and high sea fisheries

• Issue deep water species permit

• Issue local fishing vessel license

• Issue foreign fishing vessel license

• Issue high seas vessel license

• Issue fish processing establishment permits

• Issue exemption for processing establishments and other activities

• Issue import permits for marine products

• Issue export permits for marine products

16. Situational analysis

The Department of Agriculture, Forestry and Fisheries analysed numerous source documents to identify services to be improved in the 2018/19-2020/21 mid-term period. Through the Service Delivery Improvement Plan, DAFF aims to improve the services rendered. DAFF 2018/19-2021 SDIP is guided by the Medium Term Strategic Framework, Strategic Plan, Annual Performance Plan, 2016/17 SDIP Report, Annual Report, Service Report and the Presidential Hotline Analysis Report.

The improvement plan focused on the main services to be provided to actual and potential customers. It also took into consideration the consultation arrangements, mechanisms or strategies to remove barriers so that access to services is increased. In an effort to continue improving service delivery modes, the MLRF has identified that the issuing of permits in terms of the provisions of section 13 and 83 of the MLRA should be improved.

The processing of permit and licence applications is a key service that most of the Branch: Fisheries Management’s clients believe should be improved. This key service includes the processing of marine aquaculture farm permits, catch, transport, export, import, scientific investigations and practical experiment permits and fishing vessel licences. Huge volumes of applications for catch and transport permits are submitted before the start of a particular fishing season, while applications for export and import permits as well as vessel licences are received on a continuous basis and, in the case of marine aquaculture, at the end of the year and, in the case of scientific investigations and practical experiments, the permits are issued as and when required. In terms of Batho Pele principles, “accessibility” requires that all citizens have equal access to the services to which they are entitled. If clients submit substandard or inaccurate documentation, it becomes a challenge to maintain the set standards; to enable the departmental officials to process the applications within the stipulated time frames.


17. Identified key services for improvement over 2018/19- 20/21 MTEF cycle

17.1 Key services for improvement

ISSUING OF PERMITS IN TERMS OF THE PROVISIONS OF SECTION 13 AND 83 OF THE MLRA

17.2.1 Service beneficiaries: Fishing industry: marine aquaculture industry; fishing rights holders; fish transporting industry; recreational fishers; foreign and local vessel owners; and fish import and export industry.

17.2.2 Service objective: Improving the processing of fishing permits applications in the fisheries subsector. This key service includes the processing of catch, transport, export and import permits.

17.2.3 Problem statement:

The turnaround times for issuing of permits are negatively impacted on by the quality of the applications received from clients or applications which are not properly completed or applications that do not meet all the requirements, lack of personnel, undocumented processes, the application system which requires completion of forms with information that the department already has in the system, the seating arrangements of the processors – initial processing starts at Customer Service Centre which is located at the ground floor in Foretrust Building and further processing occurs in relevant Chief Directorates which are located on the 3rd and 5th floors in the same building, and sometimes the unavailability of the Marine Administration System (MAST) and Oracle Financial System used to process these documents. The issuing of all permits is centralised in Cape Town, and as a result, the access to these services is a real challenge to those clients located in other provinces, including in the Western Cape but far from the Branch Fisheries Management office in Cape Town. The use of the Post Office in posting of applications and issued permits has proven not to be efficient as sometimes the posted applications and permits go missing or delivery is delayed due to, for example, strikes by the post office officials. Consequently, these problems impact negatively on meeting the set standards or turnaround times or timeframes, and adequately adhering to Batho Pele Principles.

It will be noted that South Africa has a well-established fisheries sector. However, the sector faces a number of challenges. The following challenges are highlighted as they directly affect service delivery:

(a) Capacity constraints

Human resource challenges: The Chief Directorates Marine Resources Management and Fisheries Research and Development, the Directorate ICT Service Strategy and Systems and the Directorate Sustainable Aquaculture Management do not have adequate HR capacity owing to the abolishment of critical positions from 2013/14 financial year. Currently, the chief directorates or directorates are unable to fill the vacant positions because of the directive that was issued to suspend all recruitment processes. The abolished positions as well as the vacant ones have to be reinstated and filled as they are assigned delegations in terms of the MLRA. The decision to abolish the vacant posts and the moratorium on the filling of vacant positions has caused serious service delivery delays and financial losses to the industry.


Financial challenges: The insufficient financial support has a negative impact on service delivery. As a result of a reduced staff component, officials cannot deliver all permits as per agreed service standards (4 to 7 working days) as a result of the increased workload. Service delivery by the department has been further compromised because of the closure of the Saldanha Customer Services Satellite Office.

(b) ICT systems

ICT cannot automate manual processes that are not optimised and documented. There is a need to document all business processes within the Branch Fisheries.

Catch-data system: The fishers (either rights holders, vessel owners or authorized personnel) submit hand written catch statistics. These catch statistics are captured by the Directorate: Resources Research as per the requirements of the research/scientific community. These systems do not meet the requirements of the research community and furthermore, are unable to provide information to other directorate/chief directorates like CD: MRM. There is no real time catch data system in place; this compromises the departmental processes of the reconciliation of catches.

Monitoring of transgressions: Although the Transgression Register functionality is available in MAST, the Department does not have a consolidated and updated Transgression Register. This compromises decision-making processes for the delegated authorities.

MAST: The MAST system no longer adequately addresses the needs of business (permit processes). Oracle financials: Officials at a decentralised office (Port Elizabeth) do not have financial services (Oracle) therefore payments cannot be made at this station.

The challenges highlighted above by the Branch: Fisheries Management, require increased human capacity (reinstatement of abolished posts, filling of vacancies and creation of additional posts); a real-time catch data capturing and monitoring (or near real-time), real-time capturing of Transgression Register and the monitoring on the outcome of the transgressions reconciliations between the quantum allocated to a rights holder, weight caught per rights holder and the levy declared by the rights holder, reconciliation of import, processing and export figures with the SARS, etc, e-permitting for the commercial, recreational, small scale and aquaculture sector; smartcard system; and Electronic Content Management System.


2. CSC consultant enters the application into the application register, verifies application and issues the reference number

VIA CSC:

1. Right Holder submits the application form and relevant supporting documentation to a CSC consultant

VIA POST:

1 (a) Mail is received by the mail department (registry) who logs the mail received into the mail register

No capacity to inform clients to administer collections

7. CSC issues the permit to the client on collection

6. CSC issues the permit on MAST and informs the client telephonically or via SMS notification by the system that the permit is ready for collection

5 (a) The approved permit is sent together with permit conditions and/or landing books where necessary to CSC

5 (b) if refused, the application is sent to CSC who informs client telephonically

2 (a) The mail is then sent to the relevant departments e.g. applications for permits received will be sent to CSC

3 (a) CSC logs mail into register, and checks for relevant documentation and verifies the application

4 (a) CSC consultant then checks on MAST to see if application fee has been paid and allocates a reference no.

HR requirements: 16 officials from MRM,

1 from SAM

5 Printed Permit, application and supporting documents are now sent to AD or DD, who will verify all the details and approve permit on MAST. This process requires 16 MRM staff members and 1 SAM staff member

HR requirements: 13 officials from customer services

HR requirements: 13 officials from customer services

HR requirements: 1 official from customer services (CS)

HR requirements: 4 officials from CS, 25 from MRM, 2 from SAM

3. Right Holder pays application fee at the cashier (a member of finance/revenue department).

4. Application is sent to MRM and also to SAM where Administrative staff receive, verify and process the application on MAST and print permit

17.2.4 Business process mapping


17.2

.5 Im

prov

emen

t st

anda

rd K

EY

S

ERV

ICE

SERV

ICE

B

EN

EFE

CIA

RYC

UR

RE

NT

STA

ND

AR

DD

ESI

RE

D S

TAN

DA

RD

2017

/18

2018

/19

2019

/20

2020

/21

Issu

ing

of p

erm

its

(exc

ept

appl

icat

ions

re

lati

ng t

o ex

empt

ions

)

Fish

ing

indu

stry

; fish

ing

righ

ts

hold

ers;

recr

eatio

nal fi

sher

s; fo

reig

n an

d lo

cal v

esse

l ow

ners

; fish

impo

rt

and

expo

rt in

dust

ry

Qua

ntity

Qua

ntity

Con

sulta

tion

100%

of t

he p

rope

rly

lodg

ed p

erm

it ap

plic

atio

ns

rece

ived

7 d

ays

befo

re

mon

th p

roce

ssed

per

m

onth

95%

to

100%

of p

erm

its

issu

ed t

o cl

ient

s er

ror

free

Con

sult

with

sta

keho

lder

s on

per

mit

appl

icat

ion

proc

ess

and

requ

irem

ents

or

cus

tom

er c

are

issu

es

thro

ugh

Man

agem

ent

Wor

king

Mee

tings

or

Roa

d Sh

ow o

r Wor

ksho

ps

or o

ne o

n on

e m

eetin

g as

w

ell a

s vi

a ot

her

mea

ns

of c

omm

unic

atio

n. T

he

num

ber

of c

onsu

ltatio

ns

to b

e he

ld in

a g

iven

fin

anci

al y

ear

shal

l be

dete

rmin

ed b

y th

e av

aila

bilit

y of

bud

get,

inte

rnal

sta

keho

lder

s, ex

tern

al s

take

hold

ers

or

clie

nts,

and

logi

stic

s.

Cur

rent

ly, h

ave:

• O

ne fu

lly fl

edge

d ce

ntra

lised

offi

ce t

o m

anag

e th

e co

nsul

tatio

n pr

oces

ses.

• F

ishe

ry C

ontr

ol

Offi

cers

and

Fis

hery

C

omm

unity

100%

of t

he p

rope

rly

lodg

ed p

erm

it ap

plic

atio

ns

rece

ived

7 d

ays

befo

re

mon

th p

roce

ssed

per

m

onth

95%

to

100%

of p

erm

its

issu

ed t

o cl

ient

s er

ror

free

Con

sult

with

sta

keho

lder

s on

per

mit

appl

icat

ion

proc

ess

and

requ

irem

ents

or

cus

tom

er c

are

issu

es

thro

ugh

Man

agem

ent

Wor

king

Mee

tings

or

Roa

d Sh

ow o

r Wor

ksho

ps

or o

ne o

n on

e m

eetin

g as

w

ell a

s vi

a ot

her

mea

ns

of c

omm

unic

atio

n. T

he

num

ber

of c

onsu

ltatio

ns t

o be

hel

d in

a g

iven

fina

ncia

l ye

ar s

hall

be d

eter

min

ed

by t

he a

vaila

bilit

y of

bud

get,

inte

rnal

st

akeh

olde

rs, e

xter

nal

stak

ehol

ders

or

clie

nts,

and

logi

stic

s.

The

follo

win

g is

als

o de

sire

d:•

A p

lan

to d

ecen

tral

ise

the

fully

fled

ged

offic

e to

all

rele

vant

pro

vinc

es,

airp

orts

and

har

bour

s so

as

to

100%

of t

he p

rope

rly

lodg

ed p

erm

it ap

plic

atio

ns r

ecei

ved

7 da

ys b

efor

e m

onth

pr

oces

sed

per

mon

th

95%

to

100%

of p

erm

its

issu

ed t

o cl

ient

s er

ror

free

Con

sult

with

st

akeh

olde

rs o

n pe

rmit

appl

icat

ion

proc

ess

and

requ

irem

ents

or

cust

omer

car

e is

sues

th

roug

h M

anag

emen

t W

orki

ng M

eetin

gs

or R

oad

Show

or

Wor

ksho

ps o

r on

e on

on

e m

eetin

g as

wel

l as

via

oth

er m

eans

of

com

mun

icat

ion.

The

nu

mbe

r of

con

sulta

tions

to

be

held

in a

giv

en

finan

cial

yea

r sh

all b

e de

term

ined

by

the

avai

labi

lity

of b

udge

t, in

tern

al s

take

hold

ers,

exte

rnal

sta

keho

lder

s or

cl

ient

s, an

d lo

gist

ics.

The

follo

win

g is

als

o de

sire

d:•

Sta

rt r

ollin

g ou

t th

e de

cent

ralis

atio

n of

the

fu

lly fl

edge

d of

fice

to

all r

elev

ant

prov

ince

s, ai

rpor

ts a

nd h

arbo

urs

so

as t

o to

ens

ure

100%

of t

he p

rope

rly

lodg

ed p

erm

it ap

plic

atio

ns r

ecei

ved

7 da

ys b

efor

e m

onth

pr

oces

sed

per

mon

th

95%

to

100%

of p

erm

its

issu

ed t

o cl

ient

s e

rror

fr

ee

Con

sult

with

st

akeh

olde

rs o

n pe

rmit

appl

icat

ion

proc

ess

and

requ

irem

ents

or

cust

omer

car

e is

sues

th

roug

h M

anag

emen

t W

orki

ng M

eetin

gs

or R

oad

Show

or

Wor

ksho

ps o

r on

e on

on

e m

eetin

g as

wel

l as

via

oth

er m

eans

of

com

mun

icat

ion.

The

nu

mbe

r of

con

sulta

tions

to

be

held

in a

giv

en

finan

cial

yea

r sh

all b

e de

term

ined

by

the

avai

labi

lity

of b

udge

t, in

tern

al s

take

hold

ers,

exte

rnal

sta

keho

lder

s or

cl

ient

s, an

d lo

gist

ics.

The

follo

win

g is

als

o de

sire

d:•

Con

tinue

rol

ling

out

the

dece

ntra

lisat

ion

of

the

fully

fled

ged

offic

e to

all

rele

vant

pro

vinc

es,

airp

orts

2017/18


KE

Y

SE

RVIC

ESE

RVIC

E

BE

NE

FEC

IARY

CU

RR

EN

T S

TAN

DA

RD

DE

SIR

ED

STA

ND

AR

D

2017

/18

2018

/19

2019

/20

2020

/21

Acc

ess

Dev

elop

men

t Wor

kers

al

ong

the

coas

t w

ho d

o so

me

of t

he c

onsu

ltatio

ns

with

sta

keho

lder

s

• C

urre

ntly,

the

offi

ce

whi

ch is

fully

fled

ged

for

proc

essi

ng p

erm

its is

ce

ntra

lised

in C

ape

Tow

n.

The

refo

re, p

ublic

citi

zens

do

not

all

have

equ

al

acce

ss t

o th

e pe

rmitt

ing

serv

ice

to w

hich

the

y ar

e en

title

d.•

Man

agem

ent

and

mon

itori

ng o

f the

pro

per

usag

e of

per

mit

is a

lso

cent

ralis

ed in

Cap

e To

wn

(e.g

. the

re a

re n

o of

ficia

ls

to m

anag

e th

at t

he

amou

nt o

f fish

and

fish

ery

prod

ucts

are

exp

orte

d an

d im

port

ed v

ia a

irpo

rts

and

harb

ours

or

port

s as

pe

rmitt

ed a

nd t

hat

the

amou

nt o

f fish

is c

augh

t an

d la

nded

as

perm

itted

).

Cur

rent

ly h

ave

com

plia

nce

offic

es a

nd

fishe

ry d

evel

opm

ent

wor

kers

alo

ng t

he c

oast

.

ensu

re c

onsu

ltatio

n sh

all

be c

ompi

led.

• F

ishe

ry C

ontr

ol O

ffice

rs

and

Fish

ery

Com

mun

ity

Dev

elop

men

t Wor

kers

sh

all b

e m

aint

aine

d an

d st

reng

then

ed.

• A

pla

n to

dec

entr

alis

e th

e fu

lly fl

edge

d of

fice

to a

ll re

leva

nt p

rovi

nces

, ai

rpor

ts a

nd h

arbo

urs

shal

l be

com

pile

d.•

A p

lan

to d

ecen

tral

ise

the

man

agem

ent

and

mon

itori

ng o

f the

pro

per

usag

e of

per

mits

sha

ll be

pu

t in

pla

ce.

Mai

ntai

n an

d st

reng

then

C

ompl

ianc

e of

fices

and

Fi

sher

y D

evel

opm

ent

Wor

kers

alo

ng t

he c

oast

Wal

k-in

cen

tre:

Fore

trus

t Bu

ildin

gM

artin

Ham

mer

schl

ag W

ayFo

resh

ore

8012

Shar

e-C

all:

0860

0034

74

Tele

phon

e: 02

1-40

2 39

11;

021-

402

3259

; 02

1-40

2 91

80;

021-

402

3436

cons

ulta

tion.

• F

ishe

ry C

ontr

ol

Offi

cers

and

Fi

sher

y C

omm

unity

D

evel

opm

ent W

orke

rs

shal

l be

mai

ntai

ned

and

stre

ngth

ened

• S

tart

rol

ling

out

the

plan

to

dece

ntra

lise

the

fully

fled

ged

offic

e to

al

l rel

evan

t pr

ovin

ces,

airp

orts

and

har

bour

s so

as

to e

nsur

e th

at a

ll pu

blic

citi

zens

hav

e eq

ual

acce

ss t

o th

e pe

rmitt

ing

serv

ice

to w

hich

the

y ar

e en

title

d.•

Con

tinue

rol

ling

out

the

plan

to

dece

ntra

lise

the

man

agem

ent

and

mon

itori

ng o

f the

pr

oper

usa

ge o

f per

mits

sh

all b

e pu

t in

pla

ce.

Mai

ntai

n an

d st

reng

then

C

ompl

ianc

e of

fices

and

Fish

ery

Dev

elop

men

tW

orke

rs a

long

the

coa

st

Wal

k-in

cen

tre:

Fore

trus

t Bu

ildin

gM

artin

Ham

mer

schl

ag

Way

Fore

shor

e80

12

Shar

e-C

all 0

86 0

00 3

474

and

harb

ours

so

as t

o en

sure

con

sulta

tion.

.•

Fis

hery

Con

trol

O

ffice

rs a

nd F

ishe

ry

Com

mun

ity D

evel

opm

ent

Wor

kers

sha

ll be

m

aint

aine

d an

d st

reng

then

ed

• C

ontin

ue r

ollin

g ou

t th

e pl

an t

o de

cent

ralis

e th

e fu

lly fl

edge

d of

fice

to a

ll re

leva

nt p

rovi

nces

, ai

rpor

ts a

nd h

arbo

urs

so a

s to

ens

ure

that

all

publ

ic c

itize

ns h

ave

equa

l ac

cess

to

the

perm

ittin

g se

rvic

e to

whi

ch t

hey

are

entit

led

• C

ontin

ue r

ollin

g ou

t th

e pl

an t

o de

cent

ralis

e th

e m

anag

emen

t an

d m

onito

ring

of t

he p

rope

r us

age

of p

erm

its s

hall

be

put

in p

lace

.

Com

plia

nce

offic

es a

ndFi

sher

y D

evel

opm

ent

Wor

kers

alo

ng t

he c

oast

Wal

k-in

cen

tre:

Fore

trus

t Bu

ildin

g M

artin

Ham

mer

schl

ag

Way

Fore

shor

e80

12

Shar

e-C

all 0

86 0

00 3

474


KE

Y

SE

RVIC

ESE

RVIC

E

BE

NE

FEC

IARY

CU

RR

EN

T S

TAN

DA

RD

DE

SIR

ED

STA

ND

AR

D

2017

/18

2018

/19

2019

/20

2020

/21

Cou

rtes

y

Wal

k-in

cen

tre:

Fore

trus

t Bu

ildin

gM

artin

Ham

mer

schl

ag

Way

Fore

shor

e80

12

Tele

phon

e: 02

1-40

2 39

11;

021-

402

3259

; 02

1-40

2 91

80;

021-

402

3436

E-m

ails

M

agda

lena

B@da

ff.go

v.za;

Aur

ielle

D@

daff.

gov..

za ;

Nae

emA

@da

ff.go

v.za

Fax:

02

1-40

2 33

62

Lett

ers

Priv

ate

Bag

X2,

Vla

eber

g, 80

18

Web

site

ww

w.d

aff.g

ov.z

a

Shar

e-C

all:

086

000

3474

Prom

otio

n of

Acc

ess

toIn

form

atio

n A

ct(P

AIA

)

Cur

rent

ly t

he c

itize

ns a

re

trea

ted

with

cou

rtes

y an

d co

nsid

erat

ion

at o

r by

: •

Cus

tom

er S

ervi

ce

Cen

tre

whi

ch is

ce

ntra

lised

and

has

acc

ess

to M

AST

E-m

ails

M

agda

lena

B@da

ff.go

v.za;

Aur

ielle

D@

daff.

gov..

za ;

Nae

emA

@da

ff.go

v.za

Fax:

02

1-40

2 33

62

Lett

ers

Priv

ate

Bag

X2,

Vla

eber

g, 80

12

Web

site

: ww

w.d

aff.g

ov.z

a

PAIA

E-pe

rmitt

ing

appl

icat

ion

proc

ess

Dec

entr

alis

e se

rvic

es fo

r co

asta

l pro

vinc

esan

d in

clud

ing

inla

nd

prov

ince

s fo

r aq

uacu

lture

Mai

ntai

n an

d st

reng

then

the

curr

ent

stan

dard

.

Tele

phon

e: 02

1-40

2 39

11;

021-

402

3259

; 02

1-40

2 91

80;

021-

402

3436

E-m

ails

M

agda

lena

B@da

ff.go

v.za;

Aur

ielle

D@

daff.

gov.z

a ;

Nae

emA

@da

ff.go

v.za

Fax

021-

402

3362

Lett

ers

Priv

ate

Bag

X2,

Vla

eber

g,80

18

Web

site

: w

ww

.daf

f gov

.za

PAIA

E-pe

rmitt

ing

appl

icat

ion

proc

ess

Dec

entr

alis

e se

rvic

es fo

r co

asta

l pro

vinc

esan

d in

clud

ing

inla

nd

prov

ince

s fo

r aq

uacu

lture

Mai

ntai

n an

d st

reng

then

th

e cu

rren

t st

anda

rd.

Tele

phon

e 02

1-40

2 39

11;

021-

402

3259

; 02

1-40

2 91

80;

021-

402

3436

Emai

ls:

Mag

dale

naB@

daff.

gov.z

a; A

urie

lleD

@da

ff.go

v..za

; N

aeem

A@

daff.

gov.z

a

Fax:

02

1-40

2 33

62

Lett

ers:

Priv

ate

Bag

X2,

Vla

eber

g, 80

18

Web

site

w

ww

.daf

f.gov

.za

PAIA

E- p

erm

ittin

g ap

plic

atio

n pr

oces

s

Dec

entr

alis

e se

rvic

es fo

r co

asta

l pro

vinc

esan

d in

clud

ing

inla

nd

prov

ince

s fo

r aq

uacu

lture

Mai

ntai

n an

d st

reng

then

th

e cu

rren

t st

anda

rd.


KE

Y

SE

RVIC

ESE

RVIC

E

BE

NE

FEC

IARY

CU

RR

EN

T S

TAN

DA

RD

DE

SIR

ED

STA

ND

AR

D

2017

/18

2018

/19

2019

/20

2020

/21

whi

ch is

the

sys

tem

use

d to

issu

e pe

rmits

, mak

e us

age

of P

ost

Offi

ce fo

r re

ceip

ting

if ap

plic

atio

ns

and

forw

ardi

ng o

f iss

ued

perm

its t

o re

mot

e cl

ient

s w

ho r

equi

re

the

perm

ittin

g se

rvic

e th

roug

h Po

st O

ffice

an

d w

alk

in fo

r th

ose

who

pre

fer

to h

and

deliv

er t

heir

app

licat

ions

. T

here

are

als

o pe

rmit

appl

icat

ions

and

re

quire

men

t in

pla

ce.

• F

ishe

ry C

omm

unity

D

evel

opm

ent W

orke

rs

who

ens

ure

prom

otio

n of

aw

aren

ess

with

reg

ard

to p

erm

ittin

g pr

oces

s an

d re

quire

men

t as

wel

l as

ass

istin

g in

con

nect

ing

the

clie

nts

to t

he

rele

vant

offi

cial

s in

the

D

epar

tmen

t.•

Chi

ef D

irect

orat

es:

Mar

ine

Res

ourc

es

Man

agem

ent,

Fish

erie

s R

esea

rch

and

Dev

elop

men

t, A

quac

ultu

re a

nd

Econ

omic

Dev

elop

men

t, Fi

nanc

ial M

anag

emen

t, an

d M

onito

ring

, Con

trol

an

d Su

rvei

llanc

e w

here

ap

plic

atio

ns fo

r pe

rmits

ar

e fu

rthe

r pr

oces

sed

or u

sage

of p

erm

its is

co

ntro

lled

and

mon

itore

d.

MA

ST is

als

o av

aila

ble

to

all t

hese

chi

ef d

irect

orat

es


KE

Y

SE

RVIC

ESE

RVIC

E

BE

NE

FEC

IARY

CU

RR

EN

T S

TAN

DA

RD

DE

SIR

ED

STA

ND

AR

D

2017

/18

2018

/19

2019

/20

2020

/21

for

proc

essi

ng o

f pe

rmits

or

to e

nsur

e pr

oper

util

isat

ion

of

perm

its in

ter

ms

of t

he

MLR

A a

nd R

egul

atio

ns

that

are

pro

mul

gate

d th

ereu

nder

as

wel

l as

perm

it co

nditi

ons

and

polic

ies.

How

ever

, the

key

po

sitio

ns in

pro

cess

ing

of p

erm

its a

re e

ither

ab

olis

hed,

vac

ated

or

not

fille

d w

hen

vaca

nt d

ue t

o re

d ta

pe w

hich

em

anat

e fr

om c

ost

cont

ainm

ent

mea

sure

s.•

CSC

and

All

Chi

ef

Dire

ctor

ates

thr

ough

te

leph

one

and

emai

l w

hich

are

als

o us

ed a

s m

eans

of c

omm

unic

atio

n on

issu

es w

ith r

egar

d to

pe

rmitt

ing.

For

exam

ple

Cus

tom

er S

ervi

ce

Cen

tre

is is

suin

g SM

S no

tifica

tions

con

firm

ing

rece

ipt

of a

pplic

atio

ns a

nd

info

rmin

g cl

ient

s of

the

is

sued

per

mits

whi

ch a

re

read

y fo

r co

llect

ion.


KE

Y

SE

RVIC

ESE

RVIC

E

BE

NE

FEC

IARY

CU

RR

EN

T S

TAN

DA

RD

DE

SIR

ED

STA

ND

AR

D

2017

/18

2018

/19

2019

/20

2020

/21

Ope

nnes

s an

d tr

ansp

aren

cy

Info

rmat

ion

Red

ress

Con

tinue

to

info

rm

clie

nts

of c

hang

es in

se

rvic

es o

r se

rvic

e st

anda

rds

via

publ

ic

anno

unce

men

ts a

nd

thro

ugh

fishe

ry c

ontr

ol

offic

es a

long

the

coa

st a

s w

ell a

s in

man

agem

ent

wor

king

gro

up m

eetin

gs

or r

oads

how

s as

wel

l as

in m

anag

emen

t w

orki

ng

grou

p m

eetin

gs o

r ro

adsh

ows

or im

bizo

.

Gaz

ette

any

cha

nges

of

the

serv

ice

(cos

t an

d pr

oces

s)

The

pub

lic c

itize

ns a

re

curr

ently

giv

en fu

ll an

d ac

cura

te in

form

atio

n w

hich

the

y ar

e en

title

d to

re

ceiv

e th

roug

h no

tices

di

spla

yed

in r

elev

ant

plac

es in

the

Dep

artm

ent,

and

notic

es t

hat

are

disp

laye

d in

hot

spo

ts,

med

ia, e

mai

ls, t

elep

hone

, m

eetin

gs, b

roch

ures

and

pu

blic

gaz

ette

.

Ack

now

ledg

emen

t of

en

quir

ies

rece

ived

with

in

1 da

y of

rec

eipt

Res

pons

e on

gen

eral

enqu

irie

s w

ithin

20

wor

king

day

s

Con

tinue

to

info

rm

clie

nts

of c

hang

es in

se

rvic

es o

r se

rvic

e st

anda

rds

via

publ

ic

anno

unce

men

ts a

nd

thro

ugh

fishe

ry c

ontr

ol

offic

es a

long

the

coa

st a

s w

ell a

s in

man

agem

ent

wor

king

gro

up m

eetin

gs

or r

oads

how

s or

w

orks

hops

or

imbi

zo.

Gaz

ette

any

cha

nges

of

the

serv

ice

(cos

t an

d pr

oces

s)

Mai

ntai

n an

d st

reng

then

th

e cu

rren

t st

anda

rd.

Ensu

re t

hat

the

broc

hure

s, no

tices

and

pa

mph

lets

are

upd

ated

or

com

pile

d w

hen

nece

ssar

y.

Ack

now

ledg

emen

t of

en

quir

ies

rece

ived

with

in

1 da

y of

rec

eipt

Res

pons

e on

gen

eral

enqu

irie

s w

ithin

20

wor

king

day

s

Con

tinue

to

info

rm

clie

nts

of c

hang

es in

se

rvic

es o

r se

rvic

e st

anda

rds

via

publ

ic

anno

unce

men

ts

and

thro

ugh

fishe

ry

cont

rol o

ffice

s al

ong

the

coas

t as

wel

l as

in

man

agem

ent

wor

king

gr

oup

mee

tings

or

roa

dsho

ws

or

wor

ksho

ps o

r im

bizo

.

Gaz

ette

any

cha

nges

of

the

serv

ice

(cos

t an

d pr

oces

s)

Mai

ntai

n an

d st

reng

then

th

e cu

rren

t st

anda

rd.

Ensu

re t

hat

the

broc

hure

s, no

tices

and

pa

mph

lets

are

upd

ated

or

com

pile

d w

hen

nece

ssar

y.

Ack

now

ledg

emen

t of

en

quir

ies

rece

ived

w

ithin

1 d

ay o

f rec

eipt

Res

pons

e on

gen

eral

enqu

irie

s w

ithin

16

wor

king

day

s

Con

tinue

to

info

rm

clie

nts

of c

hang

es in

se

rvic

es o

r se

rvic

e st

anda

rds

via

publ

ic

anno

unce

men

ts a

nd

thro

ugh

fishe

ry c

ontr

ol

offic

es a

long

the

coa

st a

s w

ell a

s in

man

agem

ent

wor

king

gro

up m

eetin

gs

or r

oads

how

s or

w

orks

hops

or

imbi

zo.

Gaz

ette

any

cha

nges

of

the

serv

ice

(cos

t an

d pr

oces

s)

Mai

ntai

n an

d st

reng

then

th

e cu

rren

t st

anda

rd.

Ensu

re t

hat

the

broc

hure

s, no

tices

and

pa

mph

lets

are

upd

ated

or

com

pile

d w

hen

nece

ssar

y.

Ack

now

ledg

emen

t of

en

quir

ies

rece

ived

with

in

1 da

y of

rec

eipt

Res

pons

e on

gen

eral

enqu

irie

s w

ithin

14

wor

king

day

s


KE

Y

SE

RVIC

ESE

RVIC

E

BE

NE

FEC

IARY

CU

RR

EN

T S

TAN

DA

RD

DE

SIR

ED

STA

ND

AR

D

2017

/18

2018

/19

2019

/20

2020

/21

Valu

e fo

r m

oney

Con

tinue

pro

vidi

ng t

he

best

pos

sibl

e va

lue

for

mon

ey t

o th

e se

rvic

e be

nefic

iari

es in

the

se

rvic

e ar

ea/s

thr

ough

ea

sy a

cces

s an

d at

m

inim

al c

ost

base

d on

ef

ficie

ncy,

whi

ch r

esul

ts in

en

ablin

g en

viro

nmen

t fo

r ec

onom

ic g

row

th

The

cur

rent

pro

cess

of

per

mit

appl

icat

ion

for

perm

its r

equi

res

com

plet

ion

of a

pplic

atio

n fo

rms

by a

ll ap

plic

ants

in

clud

ing

thos

e fr

om

who

m w

e al

read

y ha

ve

all t

heir

info

rmat

ion

that

is r

equi

red

to is

sue

a pe

rmit

in o

ur s

yste

m

and

this

ted

ious

pro

cess

do

es n

ot c

ome

for

free

to

the

clie

nts

as s

ome

of t

hem

hav

e to

als

o pa

y th

e m

iddl

eman

who

as

sist

the

m in

com

plet

ion

of t

he a

pplic

atio

n fo

rms

whi

ch a

re n

ot r

eally

ne

cess

ary

for

som

e ap

plic

ants

. Som

e ha

ve

to c

ome

all t

he w

ay t

o su

bmit

the

appl

icat

ion

form

s an

d ba

ck t

o co

llect

th

e is

sued

per

mits

. H

owev

er, t

he o

ffici

als

at C

usto

mer

Ser

vice

C

entr

e ha

ve m

ade

som

e in

teri

m p

rovi

sion

s to

co

llect

Intr

oduc

tion

of e

-lice

ncin

g an

d pr

ovis

ion

of s

mar

t ca

rd t

o en

sure

effi

cien

cy

Com

preh

ensi

ve c

atch

m

anag

emen

t sy

stem

(r

eal t

ime

catc

h da

ta

for

reco

ncili

atio

n an

d co

ntra

vent

ions

)C

ompi

le a

tur

naro

und

stra

tegy

to

stre

amlin

e th

e pe

rmit

appl

icat

ion

proc

ess

– le

arn

from

the

pro

cess

th

at is

bei

ng im

plem

ente

d by

the

Dep

artm

ent

of

Tran

spor

t in

issu

ing

the

mot

or v

ehic

le li

cenc

e an

d lic

ence

dis

c in

ter

ms

of t

he p

rovi

sion

s of

the

N

atio

nal R

oad

Traf

fic

Act

, 199

6 at

the

cou

nter

w

ithin

a fe

w m

inut

es.

The

str

ateg

y sh

all a

lso

take

into

con

side

ratio

n de

cent

ralis

atio

n of

the

of

ficia

ls t

o ke

y ar

eas

whe

re t

here

will

be

mor

e va

lue

for

mon

ey s

pent

on

them

(e.

g. ha

ve o

ffice

s in

al

l rel

evan

t pr

ovin

ces,

at

key

airp

orts

and

por

ts o

r ha

rbou

rs w

hich

are

ent

ry

or e

xit

poin

ts fo

r fis

h th

at

is la

nded

, im

port

ed a

nd

expo

rted

) so

tha

t w

e ca

n ha

ve b

ette

r da

ta m

inin

g an

d a

bett

er r

eflec

tion

of

the

fishe

ries

’ con

trib

utio

n to

GD

P.

Intr

oduc

tion

ofe-

lice

ncin

g an

d pr

ovis

ion

of s

mar

t ca

rd

to e

nsur

e ef

ficie

ncy

Com

preh

ensi

ve c

atch

m

anag

emen

t sy

stem

(r

eal t

ime

catc

h da

ta

for

reco

ncili

atio

n an

d co

ntra

vent

ions

)R

oll o

ut t

he t

urna

roun

d st

rate

gy o

n st

ream

linin

g th

e pe

rmit

appl

icat

ion

proc

ess,

man

agem

ent

of

appl

icat

ion

and

perm

it fe

es a

nd m

onito

ring

an

d co

ntro

l the

reof

. Su

ppor

t an

d st

reng

then

th

e cu

rren

t in

itiat

ive

by C

usto

mer

Ser

vice

C

entr

e in

the

inte

rim

Intr

oduc

tion

of

e-lic

enci

ng a

nd p

rovi

sion

of

sm

art

card

to

ensu

re

effic

ienc

y

Com

preh

ensi

ve c

atch

m

anag

emen

t sy

stem

(r

eal t

ime

catc

h da

ta

for

reco

ncili

atio

n an

d co

ntra

vent

ions

)C

ontin

ue r

ollin

g ou

t th

e tu

rnar

ound

str

ateg

y on

str

eam

linin

g th

e pe

rmit

appl

icat

ion

proc

ess,

man

agem

ent

of a

pplic

atio

n an

d pe

rmit

fees

, mon

itori

ng

and

cont

rol t

here

of.

Supp

ort

and

stre

ngth

en

the

curr

ent

initi

ativ

e by

Cus

tom

er S

ervi

ce

Cen

tre

in t

he in

teri

m.


KE

Y

SE

RVIC

ESE

RVIC

E

BE

NE

FEC

IARY

CU

RR

EN

T S

TAN

DA

RD

DE

SIR

ED

STA

ND

AR

D

2017

/18

2018

/19

2019

/20

2020

/21

Tim

e

Cos

t

Hum

an r

esou

rces

som

e of

the

app

licat

ions

an

d to

han

d de

liver

som

e of

the

issu

ed p

erm

its.

Perm

its is

sued

in 1

to

7 w

orki

ngda

ys

MLR

F ap

plic

atio

n, p

erm

its

and

licen

ce fe

es a

re

gaze

tted

.

57 h

uman

res

ourc

es in

to

tal

Det

ails

:2

offic

ials

for

Dire

ctor

ate:

Sust

aina

ble

Aqu

acul

ture

M

anag

emen

t 13

offi

cial

s fo

r D

irect

orat

e: St

akeh

olde

r En

gage

men

t (c

usto

mer

se

rvic

e)

1 of

ficia

ls fo

r D

irect

orat

e: R

even

ue M

anag

emen

t (c

ashi

er)

41 o

ffici

als

for

Chi

ef

Dire

ctor

ate:

Mar

ine

Res

ourc

e M

anag

emen

t.T

he C

usto

mer

Ser

vice

C

entr

e of

ficia

ls w

ho

initi

ate

the

proc

essi

ng o

f ap

plic

atio

ns a

re lo

cate

d at

the

gro

und

floor

in

For

etru

st B

uild

ing

whe

reas

the

rel

evan

t of

ficia

ls w

ho d

oes

furt

her

proc

essi

ng o

f the

ap

plic

atio

ns a

re lo

cate

d on

the

3rd

and

5th

floo

r of

For

etru

st B

uild

ing

in

thei

r C

hief

Dire

ctor

ates

.

stre

ngth

en t

he c

urre

nt

initi

ativ

e by

Cus

tom

er

Serv

ice

Cen

tre

in t

he

inte

rim

.

Perm

its is

sued

in 1

to

6 w

orki

ngda

ys

MLR

F ap

plic

atio

n, p

erm

its

and

licen

ce fe

es a

re

gaze

tted

.

57 h

uman

res

ourc

es in

to

tal

Det

ails

:2

offic

ials

for

Dire

ctor

ate:

Sust

aina

ble

Aqu

acul

ture

M

anag

emen

t 13

offi

cial

s fo

r D

irect

orat

e: St

akeh

olde

r En

gage

men

t (c

usto

mer

se

rvic

e)

1 of

ficia

ls fo

r D

irect

orat

e: R

even

ue M

anag

emen

t (c

ashi

er)

41 o

ffici

als

for

Chi

ef

Dire

ctor

ate:

Mar

ine

Res

ourc

e M

anag

emen

t.C

ompi

le a

sea

ting

arra

ngem

ent

plan

tak

ing

into

con

side

ratio

n pu

ttin

g al

l offi

cial

s th

at

are

proc

essi

ng p

erm

it ap

plic

atio

ns a

nd/o

r is

suin

g pe

rmits

on

the

sam

e flo

or.

Perm

its is

sued

in 1

to

5 w

orki

ngda

ys

MLR

F ap

plic

atio

n,

perm

its a

nd li

cenc

e fe

es

are

gaze

tted

169

hum

an r

esou

rces

in

tot

al

Det

ails

:35

offi

cial

s fo

r D

irect

orat

e: Su

stai

nabl

e A

quac

ultu

re

Man

agem

ent

28 o

ffici

als

for

Dire

ctor

ate:

Stak

ehol

der

Enga

gem

ent

(cus

tom

er

serv

ice)

6 of

ficia

ls fo

r D

irect

orat

e: R

even

ue

Man

agem

ent

(cas

hier

s)

100

offic

ials

for

Chi

ef

Dire

ctor

ate:

Mar

ine

Res

ourc

e M

anag

emen

t

Rol

l out

the

sea

ting

arra

ngem

ent

plan

whi

ch

took

into

con

side

ratio

n pu

ttin

g al

l offi

cial

s th

at

are

proc

essi

ng p

erm

it ap

plic

atio

ns a

nd/o

r is

suin

g pe

rmits

on

the

sam

e flo

or.

Perm

its is

sued

in 1

to

4 w

orki

ngda

ys

MLR

F ap

plic

atio

n,

perm

its a

nd li

cenc

e fe

es

are

gaze

tted

169

hum

an r

esou

rces

in

tot

al

Det

ails

:35

offi

cial

s fo

r D

irect

orat

e: Su

stai

nabl

e A

quac

ultu

re

Man

agem

ent

28 o

ffici

als

for

Dire

ctor

ate:

Stak

ehol

der

Enga

gem

ent

(cus

tom

er

serv

ice)

6 of

ficia

ls fo

r D

irect

orat

e: R

even

ue

Man

agem

ent

(cas

hier

s)

100

offic

ials

for

Chi

ef

Dire

ctor

ate:

Mar

ine

Res

ourc

e M

anag

emen

t

Con

tinue

rol

ling

out

the

seat

ing

arra

ngem

ent

plan

whi

ch t

ook

into

co

nsid

erat

ion

putt

ing

all o

ffici

als

that

are

pr

oces

sing

per

mit

appl

icat

ions

and

/or

issu

ing

perm

its o

n th

e sa

me

floor

.


Contact details: Executive Officers

Acting Director-GeneralDepartment of Agriculture, Forestry and FisheriesMr Mooketsa RamasodiPretoriaTel: 012 319 7300 Fax: 012 325 3618

Cape TownTel: 021 467 4500Fax 021 461 4925E-mail: [email protected]

Deputy Director-General: Fisheries Management Ms Siphokazi Ndudane, Cape TownTel: 021 402 3107Fax: 021 419 6942E-mail: [email protected]

Chief Director: Financial Management (Acting)Marine Living Resources FundMs Nazima ParkerCape TownTel: 021 402 3687 E-mail: [email protected]

NOTES

.............................................................................................................................................................

.............................................................................................................................................................

.............................................................................................................................................................

.............................................................................................................................................................

.............................................................................................................................................................

.............................................................................................................................................................

.............................................................................................................................................................

.............................................................................................................................................................

.............................................................................................................................................................

.............................................................................................................................................................

.............................................................................................................................................................

.............................................................................................................................................................

............................................................................................................................................................

.............................................................................................................................................................

.............................................................................................................................................................

.............................................................................................................................................................

.............................................................................................................................................................

.............................................................................................................................................................

.............................................................................................................................................................

.............................................................................................................................................................

.............................................................................................................................................................

.............................................................................................................................................................

.............................................................................................................................................................

.............................................................................................................................................................

.............................................................................................................................................................

.............................................................................................................................................................

.............................................................................................................................................................

.............................................................................................................................................................

.............................................................................................................................................................

.............................................................................................................................................................

.............................................................................................................................................................

.............................................................................................................................................................

.............................................................................................................................................................

.............................................................................................................................................................

.............................................................................................................................................................

.............................................................................................................................................................

.............................................................................................................................................................

.............................................................................................................................................................

.............................................................................................................................................................

.............................................................................................................................................................

.............................................................................................................................................................

.............................................................................................................................................................

for the Fiscal Year...AJMS African Journal of Marine Science APAP Agricultural Policy Action Plan...

Documents

Transcript of for the Fiscal Year...AJMS African Journal of Marine Science APAP Agricultural Policy Action Plan...