TOURISM - Provincial Government · 2016-03-15 · Annual Performance Report Broad-based black...
Transcript of TOURISM - Provincial Government · 2016-03-15 · Annual Performance Report Broad-based black...
TOURISM
CONTENT
GENERAL INFORMATION
GAUTENG TOURISM AUTHORITY
GENERAL INFORMATION 04
LIST OF ABBREVIATIONS 05
MESSAGE FROM THE MEC 06
FOREWORD FROM THE CHAIRPERSON
OF THE BOARD 08
CHIEF EXECUTIVE OFFICER'S OVERVIEW 13
STATEMENT OF RESPONSIBILITY AND
CONFIRMATION OF ACCURACY 15
STRATEGIC OVERVIEW 16
LEGISLATIVE AND OTHER MANDATES 17
ORGANISATIONAL STRUCTURE 18
OFFICE OF THE CEO 24
FINANCE 25
CORPORATE MANAGEMtNT 26
RESEARCH & STRATEGY 27
PLANNING & REPORTING AND 27
MONITORING & EVALUATION
RESEARCH & STRATEGY 27
EQUITY ASSURANCE/TRANSFORMATION 28
LEGAL & COMPLIANCE 28
REGIONAL & RESPONSIBLE TOURISM 30
RESPONSIBLE TOURISM 30
REGIONAL TOURISM 30
DESTINATION MANAGEMENT 32
& DEVELOPMENT
DESTINATION MANAGEMENT 32
TOURISM INFRASTRUCTURE. 36
INVESTMENT & DEVELOPMENT
THE TOWNSHIP TOURISM PROGRAMME 38
INTEGRATED DESTINATION 40
MARKETING & COMMUNICATIONS
BRAND MANAGEMENT 43
PERFORMANCE INFORMATION DESTINATION COMMUNICATIONS 46
THE GAUTENG CONVENTION 48
SITUATIONAL ANALYSIS 20 & EVENTS BUREAU
SERVICE DELIVERY ENVIRONMENT 20 LEISURE & CONSUMER MARKETING 52
ORGANISATIONAL ENVIRONMENT 21 DIGITAL MARKETING 53
KEY POLICY DEVELOPMENTS 21 TRADE MARKETING 54
-AND LEGISLATIVE CHANGES
STRATEGIC OUTCOME-ORIENTED GOALS 22
PERFORMANCE INFORMATION 24
BY PROGRAMME 2014/2015
HUMAN RESOURCE MANAGEMENT
INTRODUCTION 72
HUMAN RESOURCE OVERSIGHT STATISTICS 72
GOVERNANCE
INTRODUCTION 58
EXECUTIVE AUTHORITY 58
THE ACCOUNTING AUTHORITY 59
- THE GTA BOARD
RISK MANAGEMENT 66
INTERNAL CONTROL UNIT 66
INTERNAL AUDIT AND 66
AUDIT COMMITIEES
COMPLIANCE WITH LAWS 68
AND REGULATIONS
FRAUD AND CORRUPTION 68
MINIMISING CONFLICT 68
OF INTEREST
CODE OF CONDUCT 68
HEALTH, SAFETY AND 70
ENVIRONMENTAL ISSUES
SOCIAL RESPONSIBILITY 70
DESTINATION PERFORMANCE
GAUTENG TOURISM PERFORMANCE 76
INTERNATIONAL TOURISM IN SOUTH AFRICA 77
INTERNATIONAL TOURISM IN GAUTENG 77
DOMESTIC TOURISM 79
FINANCIAL INFORMATION
ANNUAL FINANCIAL STATEMENTS 87
PERFORMANCE REPORT
STRATEGIC GOAL l: 82
STRATEGIC GOAL 2: 84
STRATEGIC GOAL 3: 84
STRATEGIC GOAL 4: 85
STRATEGIC GOAL 6: 86
GENERAL INFORMATION
1 .1 GAUTENG TOURISM AUTHORITY GENERAL INFORMATION
Registered name:
Physical address:
Postal address:
North West
Gauteng Tourism Authority
124 Main Street
Marshalltown
Johannesburg
South Africa
PO Box 155
Newtown
2113
Free State
Telephone number:
Email:
Website:
Internal auditors:
Banker:
Company secretary:
Limpopo
t I
ICEMPTONPAAK
HEIOELBEAG �
:Z.1::::J
+27 (0) 11 085 2500
www.gauteng.net
Phandahanu Forensics (Pty) Ltd
ABSA/First National Bank
Yolanda du Preez
SAONKHOIISTSPRUIT
-� ..
Mpumalanga
1.2 LIST OF ABBREVIATIONS
AG
AIDC
APP
APR
BBBEE
Auditor-General
Automotive Industry Development Centre
Annual Performance Plan
Annual Performance Report
Broad-based black economic empowerment
BRICS Brazil. Russia. India. China & South Africa
CATHSSETA Cultural. Arts. Tourism. Hospitality
CCMA
CEO
CFO
COH
and Sports Sector Education and Training Authority
Commission for Conciliation.
Mediation and Arbitration
Chief executive officer
Chief financial officer
Cradle of Humankind
COHWHS Cradle of Humankind World Heritage Site
DAC
DED
EMITI
EIBTM
ETEYA
EXSA
Department of Arts and Culture
Department of Economic Development
Eastern Mediterranean International Tourism and Travel
European Incentive and Business Travel and Meetings
Emerging Tourism Enterprise of the Year
Exhibition Association of Southern Africa
FAM Familiarisation
FEDHASA Federated Hospitality Association of South Africa
GATOA Gauteng Tour Operators Association
GCB Gauteng Convention Bureau
GCR Global City Region
GDP Gross Domestic Product
GDPR Gross Domestic Product by Region
GFC Gauteng Film Commission
GEGDS Gauteng Employment Growth and Development Strategy
GGDA Gauteng Growth and Development Agency
GEP Gauteng Enterprise Propeller
GEYODI Gender. youth and disability
GPF Gauteng Partnership Fund
GHS Ga-Rankuwa Hotel School
GRAP Generally Recognised Accounting Practice
GTA Gauteng Tourism Authority
GTSS Gauteng Tourism Sector Strategy
ICCA International Congress and Convention Association
ICT Information Communications Technology
IDP Integrated development plan
IGR
IMEX
1TB
IT
JTC
MAL
M&E
Inter-governmental relations
Incentive. meetings. events and exhibition
lnternationale Tourismus-Borse
Information Technology
Johannesburg Tourism Company
Maropeng a· Afrika Leisure
Monitoring and evaluation
MEC Member of Executive Council
MINMEC Ministers and Members of Executive Council
MOU
MTEF
NDT
NGP
NTSS
OHS
POE
POi
PFMA
PR ASA
RASA
SABC
SAACI
Memorandum of Understanding
Medium Term Expenditure Framework
National Department of Tourism
National Growth Path
National Tourism Sector Strategy
Occupational Health and Safety
Portfolio of evidence
Point of interest
Public Finance Management Act
Passenger Rail Agency of South Africa
Restaurant Association of South Africa
South African Broadcasting Corporation
South African Association for the Conference Industry
SADC Southern Africa Development Community
SMART Simple. measurable. attainable. realistic and timely
SAT South African Tourism
SATSA Southern African Tourism Services Association
SMME Small. medium and micro enterprise
STATSSA Statistics South Africa
TER Township Economy Revitalisation
TFDS Total foreign direct spend
TMR Transformation. Modernisation and Revitalisation
TEP Tourism Enterprise Partnership
T GCSA Touris� Gr�ing Council of South Africa
TSA Tourism satellite account
TUT Tshwane University of Technology
UNWTO United Nations World Tourism Organisation
VIC Visitor Information Centre!
VFR Visiting friends and relatives
WTTC World Travel and Tourism Council
W TM World Travel Market
LEBOGANG MAILE
l .3 MESSAGE FROM THE MEC
Over the medium to long term, we intend taking decisive and
bold steps to make an integrated city region that is defined
by social cohesion and economic inclusion. Our eyes are
also firmly focused on creating a seamlessly integrated city
region that occupies centre stage as one of the leading
economies on the African continent. Our interventions in the
economic space will be principally aimed at achieving these
noble intentions. During the year under review. the Gauteng
Tourism Authority reprioritised and realigned its plans in order
to respond and play its part in the call for the transformation,
modernisation and reindustrialisation of the Gauteng
City Region.
In this vision, tourism, as one of the city region's priority
economic sectors. has a dedicated focus. Gauteng is the
gateway into South Africa and records an average of 44%
of all international visitor arrivals. The sector employs over
200 OOO people in Gauteng, contributing approximately
R30-billion per annum to the city region's economy. With these
figures and the continued resilience of the sector in the face of
global economic headwinds. it is not difficult to see why some
commentators have called tourism Gauteng's "new gold".
Our largest source market still remains Africa, followed by the
traditional source markets of the UK, US and Germany, with
strong growth in China and India. It is particularly pleasing that
the GTA is leading the charge in developing a focused Africa
Tourism Strategy in order to increase the number and value of
arrivals from the continent. This underscores the fact that our
work in the industry dovetails with our broader thinking on the
economy. The African continent is a key economic focus area
for Gauteng, and it is in this spirit that we intend to fortify trade
and economic links with sister regions on the continent.
Contrary to the idea that visitors travel through Gauteng rather
than into it. the province actually accounts for the largest share
of total bed-nights spent in South Africa. Our partnership and
contract with all the role-players in the meetings, incentives.
conferencing and events industry has enabled us to remain
a leading business destination of choice on the continent. In
2013, Gauteng ranked third on the continent behind Cape
Town and Nairobi. With a strong tertiary sector. cosmopolitan
population, large concentration of meetings and events
venues. presence of world-renowned academic research
institutions and a strong research industry, and being the seat
of government with world-class infrastructure, we are in pole
position to leverage over 250 OOO business travellers who visit
South Africa per year.
We continue to be the home exciting cultural. recreational and
entertainment events such as the Moretele Tribute Concert, the
Momentum 947 Cycle Challenge, the Discovery 702 Walk the
Talk and one of the biggest soccer derbies in Africa, the Soweto
Derby, the SANSUI Summer Cup and the Standard Bank Joy of
Jazz. All these events are helping us to sell our destination as
the home of champions, create a need to travel and
experience, and provide our SMMEs and other business
enterprises with much-needed business opportunities.
The newly adopted Bidding, Hosting and Events Strategy for
the Gauteng City Region carries an array of possibilities for the
industry, and how we collaborate and leverage resources to
make Gauteng a destination of choice for visitors and world
class events.
Along with this we have also developed an extensive township
tourism experience and enterprise development programme,
and are convinced that this will change the tourism landscape
to better reflect the demographics of our country, and
mainstream township tourism into a key component of the
city region's economy. In a bid to improve visitor experience,
we have designed systems to assist businesses, regions and
destinations to gather meaningful data to measure current
levels of visitor satisfaction and against various benchmarks.
The provision of excellent and exceptional visitor experiences
positively impacts on the bottom line of the business, and this
is the awareness that we seek to create across all layers of
the industry.
Our sincere appreciation goes to the GTA Board of Directors, the
management team and the entire staff for their continued hard
work and dedication. Through a range of interventions, we have
started laying the foundation for what a future Gauteng should
be. Tourism occupies a central place in this vision and it is
precisely for this reason that we have to be constantly engaged
in making new strides, raising the bar and taking bold actions to
transform the industry for the greater benefit of the people.
LEBOGANG MAILE
MEC for Economic Development, Environment, Agriculture
and Rural Development
KHEHLA MTHEMBU
1.4 FOREWORD FROM THE CHAIRPERSON OF THE BOARD
The past year has held a number of challenges, but despite
this. there have also been a number of victories with respect to
the Gauteng Tourism Authority as an organisation. It would be
remiss of me not to highlight the appointment of the new GTA
Board. The new Board will serve with effect from 1 November
2014 to 31 October 2017.1 consider it both an honour and
a privilege to have been reconfirmed as the chairperson for
another term.
My deputy chairperson is Dr Lulama Zitha. The other members
of the Board are Mr Republic Monakedi. Ms Khusela Sangoni.
Ms Moroesi Chiloane. Ms Nomusa Mufamadi. Ms Puleng
Ratlabala. Mr Mxolisi Zwane. Ms Muditambi Ravele and
Mr Happy Ntshingila.This team of dynamic and motivated
professionals is drawn from outstanding organisations and is
committed to supporting the promotion and growth of tourism
in Gauteng province.
The GTA broadly carries a dual mandate of being a destination
marketing organisation (DMO) and a destination management
organisation. This places a huge responsibility on our staff.
management and the Board. as it requires a systematic way
of ensuring that each of these key competencies receives
equal attention in terms of focus. resources and action plans.
We are pleased that. in the year under review. we have made
tremendous progress towards the realisation of the National
Tourism Sector Strategy's vision and goals. We have also in the
process of mainstreaming of the requirements of the Gauteng
Tourism Sector Strategy. This strategy was endorsed through the
Gauteng Tourism Summit. which was held in association with
the Tourism Business Council of South Africa (TBCSA).
The goals of the National Tourism Sector Strategy include:
Reaching 15-million foreign arrivals by 2020
Growing domestic tourist numbers from 14.6-million in 2009
to 18-million by 2020. and total domestic trips to grow from
30-million to 54-million. with holiday trips increasing from
4-million to 9-million
Increasing tourism's contribution to GDP. from an estimated
Rl 89.4-billion in 2009 to R499-billion by 2020
Growing contribution of domestic tourism GDP from 52% in
2009 to 60% by 2020
Creating jobs. and aiming to create 225 OOO jobs by 2020
- 1 77 OOO in the tourism sector. and 48 OOO through direct
government investment
The tourism sector's potential to bring about economic
growth and employment creation is supported by tourism's
positioning as one of the six core pillars of growth in the
country's New Growth Path framework, which also recognises
tourism's capacity to be a major contributor to South Africa's
global competitiveness.
Tourism is also one of the key sectors identified in our own
Gauteng Economic Growth and Development Strategy
(GEGDS). which is designed to ensure convergence between
the economic and social strategies of government and
promote a developmental state. This strategy combines a
series of economic, social and environmental factors to ensure
cohesion between sustainable economic development.
poverty alleviation and social protection. thus ensuring
synergy and promoting a developmental state through
co-operative governance.
As we continue on the journey towards prosperity and
heightened tourism awareness in our country, and Gauteng
province in particular. it is important to always remind ourselves
of the key national imperatives. Gauteng is required to play a
leading role in the realisation of the above. noting its strong
economic and financial capabilities.
Our operations are aligned with this vision, through the
formation of various Board sub-committees. namely, the
destination development committee, the audit and committee,
and the destination marketing committee. These are all Board
sub-committees that help in processing the work in between
the Board meetings, and liaise with the relevant management
structures to ensure better co-ordination. We are proud to
confirm that this institutional alignment has assisted us greatly
in the execution of our mandated responsibilities.
We congratulate our staff and management team for
once more supporting the Lilizela Tourism Awards. These
awards honour those who continue to shine and provide
quality services and visitor experience in our province. and
throughout the country. As the Board. we take the issues of
quality assurance very seriously, and we welcome industry and
government efforts to reward quality and excellent service in
the sector.
Tourism is a fiercely competitive business. We not only compete
with other businesses. cities, regions and provinces. but with
all the other demands for consumers' discretionary spend. The
tourism environment is changing, and in order to grow and
prosper. the tourism industry must not only be more flexible and
responsive to challenges, but also raise the bar in the delivery
of service and standards. This is imperative if Gauteng wants
to keep ahead of its competitors. Unlike many other consumer
purchases, tourism consumers buy a destination ·experience·
comprised of places to visit, places to stay and things to do.
If we are to defend our market share of visitors and increase
visitors' length of stay and spend. there must be a collective
effort to ensure that all tourism establishments maintain the
highest standards. This will guarantee guest satisfaction.
from the initial contact of booking until the point that tourists
arrive in our country. Nothing sells a country more than a big,
warm welcome. matched with service excellence and quality
experiences at every stage of a visit.
We are delighted that the organisational realignment process
between the GTA on the one hand and the Cradle of
Humankind World Heritage Site and Dinokeng Project on the
other. has finally been resolved through practical intervention
by MEC Lebogang Maile, and a concerted effort to create
new more effective and service-orientated structures that grow
tourism in a progressive and sustainable fashion.
On our overall organisational performance against our set
target. we are pleased that the agency has once again
recorded positive strides in the execution of its work. The main
highlights of the year under review were:
The successful hosting of Meetings Africa and its related
post-tour programmes
Successful support for provincial and national Lilizela
Tourism Awards, while retaining all the traditionally recurrent
regional tourism awards
Successful support for the 2014 Tourism lndaba. and use
of this platform to further our strategic partnerships and
strengthen our co-operation with key stakeholders
The execution and management of the growth of both the
Joy of Jou and the SANSUI Summer Cup mega events
The continued growth of our e-marketing initiatives, with
special focus on our increased social media presence
The promotion of Gauteng travel experiences on various
media channels through our focused Global Media
Relations Programme
The continued growth of our business tourism sector and
the support provided by our new Gauteng Convention &
Events Bureau
On the financial side, consistent with the guiding framework
of the Public Finance Management Act. No. l of 1999, the
G-TA- received an allocation of R92 957 607 from the provincial
Department of Economic Development. The Board provided
oversight over this budget and ensured that it catered for all
our needs in our drive to implement the GTSS. We allocated
resources for tourism development. strategic and tactical
marketing. and regional tourism development work across
our regions.
I wish to thank the outgoing members of the Board who stood
down in March for the value they added to the organisation
over many years. Your total commitment to. and expert inputs
into, the work and life of this organisation are unmatched. It is
a delight and a joy to be entrusted with the responsibility of
leading this collective group. I welcome the new Board and
look forward to working alongside them in taking the GTA to the
next level.
Special thanks go to the chief executive officer, Dawn
Robertson, the collective management and staff of the agency
for their invaluable support and dedication. We have recorded
all these strides through your dedication and hard work.
You remain our most valuable asset, and we are grateful for
your support.
To the new Board members: our 2014/ 15 financial year
performance, in terms of both organisational performance
targets and destination performance targets, reaffirms our bold
conviction that we have good tourism growth indeed and that
we have a successful development story to tell.
On behalf of the Gauteng Tourism Authority as an organisation
and the GTA Board, in particular, I thank you for your interest
and ongoing support.
KHEHLA MTHEMBU
Chairperson
THE BOARD
KHEHLA MTHEMBU
LULAMA ZITHA REPUBLIC MONAKEDI MOROESI CHILOANE
NOMUSA MUFAMADI HAPPY NTSHINGILA PULENG RATLABALA
MUDITAMBI RAVELE MXOLISI ZWANE KHUSELA SANGONI
SENIOR MANAGEMENT
KHUMBU SITHOLE
STRATEGY & PLANNING
NONNIE KUBEKA
DESTINATION MARKETING
DAWN ROBERTSON
CHIEF EXECUTIVE OFFICER
BARBA GAOGANEDIWE
DESTINATION COMMUNICATIONS
YASEEN ASMAL
CHIEF FINANCIAL OFFICER
MPHO MOETI
r'\CCTlf\1/\Tlf'"'\l\t l\,1Al\l/\�Cl\,1CI\IT
MBUYI KONA
RESPONSIBLE TOURISM
SARAH MOEKETSI
CORPORATE MANAGEMENT
DAWN ROBERTSON
1.5 CHIEF EXECUTIVE OFFICER'S OVERVIEW
The total expenditure during the year under review of
R88 621 638 is R4 335 969 less than budgeted and indicates
underspend of 4. 7%. The net surplus for the year, excluding
capital expenditure of R666 201, is R8 120 326. The GTA also
has conditional grant commitments of R8 005 393 that will be
dealt with in the 2015/16 financial year. The GTA will therefore.
in terms of Section 53(3) of the PFMA, request approval to
retain the surplus for the 2014/15 financial year. as this will
ensure that all commitments as at statement of inancial
position date are dealt with.
During the current year the MEC issued an instruction that
service providers should be paid within five days, and the GTA
ensured this was complied with 80% of the time.
The GTA had an effective supply chain management system
in place for the year under review. The internal controls include
a risk-based system of internal accounting and administrative
controls designed to provide reasonable assurance that
assets are safeguarded, and that transactions are executed
and recorded in accordance with generally accepted
business practices and the GTA's policies and procedures.
These controls are implemented by trained. skilled personnel
with an appropriate segregation of duties and monitored by
management, and include a comprehensive budgeting and
reporting system operating within strict deadlines and an
appropriate control framework.
All prior year audit findings were resolved and closed before
the end of the second quarter of the 2014/15 financial year.
The MEC for Economic Development issued an instruction
that the GTA, the Cradle of Humankind World Heritage Site
trading entity (COHWHS) and the Dinokeng trading entity
must integrate at a functional and operating level to enable
the optimal achievement of the provincial tourism mandate
as of l April 2012. This instruction was in line with the broader
Gauteng Department of Economic Development agency
reconfiguration process that would have impacted on the
current status and form of the GTA. The merger process
was subsequently withdrawn, with the process finalised at
31 March 2015. The GTA, however, acts as the Gauteng
Department of Economic Development managing agent over
the Ga-Rankuwa Hotel School as of l April 2014.
The Human Resources department successfully managed
to support l O interns in terms of work experience and hours.
to assist their graduation in tourism management. It also
ensured all employees signed performance contracts. Due
to the merger processes of the GTA, COHWHS and Dinokeng,
the organisation lost employees with critical skills; staff morale
was very low and also operated with fewer human resources
due to the moratorium placed on vacancies. The unit also
performed without HR manager and officer skills, which
made it more difficult and reliant on outsourced services.
Two employees resigned and one employee's employment
contract was terminated due to misconduct.
Major campaigns led or supported by the entity included
the Spring to Summer Campaign. which incorporated the
Johannesburg Shopping Festival. the Standard Bank Joy of
Jazz Festival. the 2014 SANSUI Summer Cup and the
2014 HICA conference.
The proposed merger of the GTA with the Cradle of
Humankind World Heritage Site and Dinokeng Projects
has been discontinued. The executive made a decision to
restructure the tourism portfolio in the province. separating the
supply side from the demand side of tourism. with the former
now set to become the Gauteng Department of Economic
Development tourism branch. The GTA will now focus strictly on
the demand side, marketing and promoting Gauteng as
a preferred destination for visitors.
The transformation, modernisation and revitalisation of the
township tourism economy will form a new thrust for the entity
going forward.
I would like to take this opportunity to thank the Gauteng
Member of the Executive Council for Economic Development.
Mr Lebogang Maile, the ongoing chairman of the Board.
Mr Khehla Mthembu, and both the outgoing and the new
Boards that served during the year under review. I would also
like to thank all the staff who have worked under me during
this period, for their ongoing dedicated and efficient service.
DAWN ROBERTSON
Chief executive officer
Gauteng Tourism Authority
1.6 STATEMENT OF RESPONSIBILITY & CONFIRMATION OF ACCURACY
To the best of my knowledge and belief, I confirm the following:
All information and amounts disclosed in the annual report is
consistent with the annual financial statements audited by the
Auditor-General.
The annual report is complete. accurate and is free of
any omissions.
The annual report has been prepared in accordance with the
guidelines on annual reporting, as issued by National Treasury.
The annual financial statements are prepared in accordance
with the applicable Statements of Generally Recognised
Accounting Practice as approved by the Accounting Standards
Board in accordance with Section 91 (l) of the Public Finance
Management Act. Act No. l of 1999, and incorporate disclosure
in line with the accounting philosophy of the GTA.
The accounting authority is responsible for the preparation of
the annual financial statements and for the judgments made in
this information.
The accounting authority is responsible for establishing and
implementing a system of internal controls. which has been
designed to provide reasonable assurance as to the integrity
and reliability of the performance information, the human
resources information and the annual financial statements.
The external auditors are engaged to express an independent
opinion on the annual financial statements.
In our opinion, the annual report fairly reflects the operations,
the performance information, the human resources information
and the financial affairs of the entity for the financial year
ended 31 March 2015.
Yours faithfully
Chief executive officer
MS DAWN ROBERTSON
Date: JULY 2015
Chairperson of the Board
MR KHEHLA MTHEMBU
Date: JULY 2015
1.7 STRATEGIC OVERVIEW
The 1990s saw a deliberate effort to formalise the South African
tourism industry. underscored in the main by the establishment
of the National Tourism Act, No. 72 of 1993. Nineteen ninety-four
also saw South Africa opening up to the world and reintegrated
back into global society.
As tourism growth and development in the country gained
momentum. the notion of the sustainability of the industry
took centre stage. ultimately giving birth to the responsible
Tourism Advisory Committee; to confer powers and functions
and impose duties upon the committee; to establish a tourism
development fund; to provide for registration of tourist guides.
tour operators. couriers. accredited training providers in
the tourism industry. hotels. conference centres. restaurants.
designated tourist amenities and other accommodation
establishments. and possible future functions relating to these
categories; and to provide for matters incidental thereto.
tourism-oriented National White Paper on the Development and The 2007 amendment of the 2001 Act was premised on
Promotion of Tourism in South Africa (1996) which proclaimed, the recognition of the non-executive Board of Directors that
inter alia, that tourism should be government-led. private sector- hitherto was only temporary, having been established earlier
driven and community-based. to replace the Tourism Advisory Committee and act as an
To leverage on national tourism growth and development.
and to drive economic growth in the province. the Gauteng
Provincial Government (GPG) - through the then Department
of Finance and Economic Affairs (now the Department of
Economic Development) - established the Gauteng Tourism
Authority (GTA) in 1998 as a specialist agency responsible
for tourism promotion. The GTA was founded on the Gauteng
Tourism Act. No. 18 of 1998. whose chief purpose was:
To provide for sustainable development and improvement
of tourism in Gauteng; to establish the GTA to confer
powers and functions and impose duties upon the GTA to
establish a tourism development fund; to establish specific
mechanism in order to provide sustainable tourism revenue
for tourism development and promotion; to provide for the
registration, grading and classification of hotels; to provide
for the registration of restaurants. other accommodation
establishments, conference centres and tourism amenities;
to provide for the licensing of tour operators. tour guides and
couriers; to provide for the certification and accreditation
of training providers in the tourism industry; to provide for
the imposition and collection of levies in respect of hotels
and other accommodation establishments. restaurants and
designated tourist amenities; and to provide for matters
incidental thereto.
The 1998 Act was subsequently repealed by the Gauteng
Tourism Act. No. l O of 2001. which somewhat scaled down the
mandate of the GTA while maintaining the central role of the
agency as follows:
To provide for the promotion and sustainable development of
tourism in Gauteng; to establish the GTA to confer powers and
functions and impose duties upon the GTA to establish the
accounting authority.
The GTA broadly carries a dual mandate: on the one hand to
position Gauteng as a globally desired destination through its
marketing and promotion efforts and. on the other. to manage
Gauteng as a globally competitive destination through
ensuring that it is a value-for-money destination and ensuring
that it develops products that respond to tourist demands.
The progressively growing stature of tourism nationally and
provincially as an agent for economic growth and
development has resulted in the role of the GTA growing
exponentially in a bid to create sustainable jobs and
entrepreneurial opportunities. This. in turn. has seen the effort
to formalise tourism as an economic sector with its specific
accounting of economic contribution.
To this end. tourism is chief among the key industries and
economic sectors identified to drive economic growth and
creation of decent work through the Gauteng Employment
Growth and Development Strategy (GEGDS) and the National
Growth Path (NGP). both of which have job creation as
their main focus. Inherent in the GTA's mandate is the role
of positioning not only Destination Gauteng, but also Brand
Gauteng as a globally desirable and competitive destination
for investment and other purposes; a role that adds value
to the functions of its sister agencies such as the Gauteng
Growth and Development Agency (GGDA). the Gauteng
Film Commission (GFC). and the Cradle of Humankind World
Heritage Site (COHWHS) and Dinokeng Projects.
The GTA also works in close collaboration with regional and
local government structures to advance the positioning of
Gauteng as a global city region. while seeking to achieve
a joined-up government approach to harmonising tourism
promotion and management in the province. It also maintains
strong ties with South African Tourism. which leads the
international marketing drive. and generally aligns itself without
deviation to the national tourism agenda through. among other
means. active participation in all national structures that seek
to advance the sector agenda.
One of the GTA's foremost challenges is to sustain the province's
status as a leading destination for domestic and international
tourists and a primary tourism revenue generator, while co
operating with other provinces. particularly the ones with which
it has common borders. This is consistent with the GEGDS
that recognises Gauteng's role, as the country's economic
powerhouse. to assist with economic viability of other provinces
and to reduce the degree of in-migration to Gauteng.
Vision:
To position Gauteng as a globally competitive destination
of choice
Mission:
To develop. promote, co-ordinate and facilitate responsible
and sustainable tourism in the Gauteng Global City Region
To create a world-class destination that attracts business
visitors and all other tourists to the province, benefits our
people, and contributes to job creation and
economic growth
Values:
Commitment to the principles of Batho Pele
Integrity and passion
Professionalism and excellence
Strong focus on sustainable and responsible tourism
Commitment to progressive corporate governance
Strategic goals:
Create and promote a world-class tourism destination
Contribute towards tourism sector industry development
Facilitate industry co-ordination and co-operative governance
Foster a responsible and sustainable tourism industry
Implement progressive corporate governance practices
1.8 LEGISLATIVE AND OTHER MANDATES
The GTA is established as a Schedule 3(c) Provincial Public
Entity in terms of the Public Finance Management Act (PFMA).
No. l of 1999.
The Gauteng Tourism Act. No. 18 of 1998, was the GTA's
enabling legislative framework until 5 February 2002. The
Gauteng Tourism Act. No. 18 of 1998, was then repealed by
the Gauteng Tourism Act, No. l O of 2001. The GTA is therefore
currently established in terms of the Gauteng Tourism Act.
No. l O of 2001. The promulgation of the aforementioned Act
was effectively a revision of the previous enabling legislation.
Such revision allowed for applicable GTA policies. procedures
and the delegation of powers to be amended, for purposes
of operational efficiency and in compliance with national
legislative frameworks.
The Gauteng Tourism Amendment Act. No. 3 of 2006. came
into effect on 7 June 2006. The Amendment Act provided
among other amendments that a Board of Directors would
be established as the accounting authority. The first Board of
Directors was duly appointed on l February 2007.
The following are the Constitutional and other legislative.
functional and policy mandates that govern the establishment
and operations of the GTA.
LIST OF ACTS
Promotion of Access to Information Act. No. 2 of 2000 --- -
Basic Conditions of Employment Act. No. 75 of 1997. and regulations
Employment Equity Act. No. 55 of 1998 -
Gauteng Tourism Act, No. 10 of 2001 - - -
Gauteng Tourism Amendment Act. No. 3 of 2006
Labour Regulations Act. No. 66 of 1995
National Records and Archives Services Act. No. 43 of 1996 --
Tourism Act, No. 3 of 2014
Occupational Health and Safety Act. No. 85 of 1993
Promotion of Administrative Justice Act. No. 3 of 2000 � ---
Public Finance Management Act. No.1 of 1999, and regulations
Skills Development Act. No. 97 of 1998
Skills Development Levies Act. No. 9 of 1999
South African Qualifications Authority Act. No. 58 of 1995 -- -
Income Tax Act, No. 58 of 1962 �
Unemployment Insurance Act. No. 30 of 1966
Value Added Tax Act. No. 89 of 1991
1.9 ORGANISATIONAL STRUCTURE
The staff complement of the GTA has been appointed according to its approved organogram
STllATEGV
& PLANNING
MR KHUMBU SITHOLE
CORPORATE
MANAGEMENT
MS SARAH MOEKETSI
CHIEF FINANCIAL
OFFICER
MR YASEEN ASMAL
DESTINATION
MANAGEMENT
MR MPHO MOETI
RESPONSIBLE
TOURISM
MR MBUYI KONA
DESTINATION
MARKETING
MS NONNIE KUBEKA
DESTINATION
COMMUNICATIONS
MR BARBA
GAOGANEDIWE
PERFORMANCE INFORMATION
2.1 SITUATIONAL ANALYSIS
2.1.1 SERVICE DELIVERY ENVIRONMENT
Evidence shows that the global tourism sector is buoyant and
increasingly resistant to macro-environmental factors. Despite
slowing growth levels, tourism in South Africa continues to
flourish, entrenching itself as the industry of the future. Gauteng
continues to maintain an unassailable leadership position
among provincial destinations, claiming slightly below 40%
market share of all international visitors. This is almost matched
by the market share of annual average of 37% in national
tourism receipts. thus contributing as much as 5% to the
provincial economy. Domestically, Gauteng occupies between
the second and third spot in terms of the number of domestic
trips. This bears unequivocal testimony to the extent of demand
for Gauteng tourism offerings by both foreign and domestic
tourists and visitors.
The single biggest threat to the growth of tourism is the social
reality of crime levels in the province, which is otherwise a
highly globally desirable and competitive destination. National
government is currently working on plans to reduce crime and
increase visible policing in Gauteng; the plans for policing
have also been given heightened attention. The problem,
however, is far from over and it will take a collective effort from
communities, industry and even tourists themselves to reduce
incident levels in the province. Two other emerging challenges
plaguing the sector are the so-called xenophobic attacks
on African immigrants, as well as the new visa regime. The
former further complicates efforts to make Gauteng palatable
to African visitors, whose critical importance to the Gauteng
tourism economy - about 90% of international visitor volume
and 60% of yield - can never be overemphasised.The full extent
of the impact of these challenges is yet to be quantified, but
there is no doubt the effects have worked themselves into the
performance of both South Africa and Gauteng during the
period under review.
The approach adopted in ensuring successful implementation
of the 2010 National Tourism Sector Strategy (NTSS) has
arguably been the most effective yet. Platforms created
through the NTSS Delivery Forum, supported by vibrant
quarterly National Tourism Leadership Dialogues and National
Tourism Stakeholder Forum (NTSF) sessions, have yielded
unprecedented levels of co-operation between the public and
the private sectors. These developments have undoubtedly also
augured extremely well for the implementation of the province's
tourism anchor strategy, the Gauteng Tourism Sector Strategy
(GTSS), which is modelled on, and fully aligned to, the NTSS.
The delivery on the tourism mandate remains a concurrent
responsibility across the three spheres of government.
Consequently, in terms of institutional arrangements, the
Constitution enjoins all three spheres to work in tandem.
Working in close co-operation with local government is
imperative, particularly considering the last part of the
1996 Tourism White Paper, which proclaims: ·Tourism in
South Africa will be government-Jed, private sector-driven
and community-based.'Therefore, partnership with local
government structures is crucial not only from the perspective
of investment in the sector, but also in terms of recognising that
service delivery matters are as important to tourists and visitors,
as they are to citizens of that particular locality. Considering all
this, service delivery protests certainly do not advance tourism
interest. particularly in township areas where there is a great
deal of effort to mainstream the tourism experiences espoused
by the Township Economy Revitalisation (TER) Programme.
The new administration - through the leadership of MEC
Lebogang Maile - has revitalised inter-governmental relations
(IGR), in terms of both technical and political structures. The
National Department ofTourism has been diligent in ensuring
that the biannual tourism conferences focusing on local
government enhance this co-operation, as envisioned in the
institutional framework. The entity strives to optimise the use of
existing platforms, such as Section 80 committees, in seeking
to influence and help shape the local government tourism
agenda. We are confident that the National Tourism Act, No.
3 of 2014, will also add impetus to harmonising the legislative
framework that has a direct and indirect impact on the sector
across the three spheres of government. particularly in view of
the following two of its total of five objectives:
l. To promote economic growth and development of
the sector.
2. To establish concrete inter-governmental relations to
develop and manage tourism.
The GTA has maintained its efforts to build and strengthen
the relationship with the private sector. To that end, the
agency has inter a/la established strong ties with the Tourism
Business Council of South Africa (TBCSA), the umbrella body
representing tourism business. The two entities have in the
recent past co-hosted the South African Travel and Tourism
Summit, and intend to maintain the co-operation. Being
home to the country's key sector players and serving as a
primary entry point for international visitors places an added
responsibility on the province to be a trailblazer in the effective
management and co-ordination of the sector. for the benefit of
the sector itself and the people of Gauteng.
2.1 .2 ORGANISATIONAL ENVIRONMENT
During the period under review. the GTA was undergoing a the merger decision was reversed and the tourism portfolio
merger with the Cradle of Humankind World Heritage Site was divided between demand and supply functions. with the
and Dinokeng Projects - a situation that resulted in a very supply side function moving into the Department of Economic
unstable organisational environment. A business case for the Development and the GTA having to realign to focus on
establishment of a single tourism entity in the province was destination marketing and promotion. The prolonged merger
developed and approved by Treasury for implementation in process. change of decision and uncertainty resulted in low
the 2014/15 financial year. This implementation process saw staff morale and the resignation of staff members from critical
a major overhaul of tourism strategies and plans in order to positions. which could not be filled as a result of a moratorium
respond to the revised mandate of the new tourism entity. on the filling of vacancies.
which was to take on a greater mandate and scope. During the
process many staff had to be moved into temporary positions
in order to deliver on the revised mandate. In January 2015,
2.1.3 KEY POLICY DEVELOPMENTS AND LEGISLATIVE CHANGES
One of the most important legislative developments. which
took place during the reporting period, was the promulgation
of the new Tourism Act. No. 3 of 2014. on 16 June 2014. The new
Tourism Act repealed both the Tourism Act of 1993 and the
Tourism Second Amendment Act of 2000. It should be noted
that the Regulations for Tourist Guides. which were promulgated
in 1994 and 2001 respectively, will only be repealed once new
regulations are passed. a process that is currently under way.
The new Tourism Act. No. 3 of 2014, is important for the
following reasons:
It replaces the spontaneous creation and application of
non-legislative rules. thereby establishing order in the sector
It is a prerequisite for society to develop and set rules that
are enforceable and applicable to all. thereby creating an
enabling environment for future development and growth
The main aims of the new Tourism Act. No. 3 of 2014, is therefore
to provide for the development and promotion of sustainable
tourism for the social. economic and environmental benefit of
all South African citizens.
Its key objectives are to promote the practice of responsible
tourism: provide for the effective marketing of South Africa
domestically and internationally; promote quality tourism
products and services; encourage growth and development in
the sector; and advance effective inter-governmental relations
in developing and managing tourism.
To this end. the Act now includes the National Tourism
Sector Strategy as part of the legislative framework for the
management and development of tourism. The Act furthermore
provides for knowledge and information management, and
monitoring and evaluation. and makes provision for the calling
for information from tourism businesses. The intention of these
provisions is aimed at fostering better understanding of the
sector and at improving decision-making. It should be noted
that the provision of information is voluntary. and allows for
incentives for businesses that participate.
Provision is also made for the issuing of norms and standards
to standardise the management and development of tourism.
and for the determination of codes of good practice as
guidelines for the management of tourism. The Act also aims to
regulate the tourist guide profession.
The GTA therefore intends to revise the Gauteng Tourism Act. No.
l O of 2001, during the next reporting period. in order to ensure
better alignment to the provisions of the new Tourism Act. No. 3
of 2014.
2.2 STRATEGIC OUTCOME-ORIENTED GOALS
The rationale for the elevation of tourism as the sixth economic
pillar in the 2011 New Growth Path (NGP) framework was the
recognition of the proven ability of the sector to contribute
meaningfully in the alleviation of poverty. inequality and
unemployment currently plaguing our country. The sector's
direct and indirect economic contribution of up to 9%
surpasses that of older sectors such as mining. Tourism is
renowned for its contribution to a positive balance of trade
through earning significant amounts of foreign exchange.
The sector boasts other elements that contribute positively to
socio-economic imperatives, such as low barriers to entry for
employment and entrepreneurial opportunities. It is one of the
few sectors that can create jobs in areas where people live, as
espoused by the National Development Plan.
The appointment of the fifth provincial administration following
the May 2014 general elections necessitated the revision of
the strategic goals of the Gauteng Provincial Government,
in line with the new vision that seeks to transform, modernise
and reindustrialise the Gauteng economy. The Transformation.
Modernisation and Reindustrialisation (TMR) Programme,
whose primary preoccupation is to foster the radical economic
transformation of the economy, is based on the following 10
pillars (of which the Department of Economic Development is
responsible for the five highlighted in bold):
1. Radical economic transformation.
2. Decisive spatial transformation.
3. Accelerated social transformation.
4. Transformation of the state and governance.
5. Modernisation of the public service.
6. Modernisation of the economy.
7. Modernisation of human settlements
and urban development.
8. Modernisation of public transport infrastructure.
9. Reindustrialisation of Gauteng province.
1 O. Taking the lead in Africa's new industrial revolution.
The key principles of the TMR programme are to:
Revitalise Gauteng's township economies
Build new smart. green. knowledge-based economy
and industries
Ensure decent employment and inclusion in key
economic sectors
Facilitate radical economic transformation. modernisation
and reindustrialisation
Include the marginalised sectors of women. youth and
persons with disabilities in mainstream economic activities
Establish appropriate partnerships for delivery
Provide an enabling policy and legislative environment for
equitable economic growth and development
Informed by the national and provincial political and socio
economic imperatives - contained in key documents such
as the National Development Plan (NDP) and the Medium
Term Strategic Framework (MTSF), the Gauteng Vision 2055
(G2055), the June 2014 State of the Nation Address (SONA)
and Gauteng's July 2014 State of the Province Address (SOPA)
the Department of Economic Development revised its strategic
goals as follows:
1. Gauteng's economy radically transformed.
2. Gauteng's economy reindustrialised.
3. The OED capacitated to deliver and implement efficiently
and effectively.
The GTA also duly embarked on the review process to ensure its
own alignment and repackaged its strategic goals as follows:
1. Gauteng is a world-class destination, renowned for its
sustainable tourism experiences.
2. Gauteng is recognised as a global tourism competitor for
leisure and business travel.
3. Tourism is a major contributor to job creation and
economic development in Gauteng.
4. Sound corporate governance. and enhanced strategic
and operational support within the organisation.
At the core of these strategic goals is the tourism mandate to manage tourism for the triple-bottom benefit as per the
diagrammatic representation below:
Sustainable tourism
Environment
Balancing the use of
environmental resources
and the economic benefits
of tourism
Economic
Balancing the use of
environmental resources
and changes to the social/
community values of those
environmental resources
Social
Balancing economic growth and
development, and the impacts of
development on community/social values
The job creation intervention is a hallmark of the sector's
contribution to overturning the triple challenge of
unemployment. inequality and poverty for reasons outlined
earlier. In spite of the sector's ability to create large-scale jobs,
there is an understanding that as a government entity, the
GTA's job creation intervention is limited mainly to the facilitation
of an enabling environment for the sector to thrive and in the
process create jobs. This, therefore. underscores the strategic
importance of sector relations, particularly with the private
sector that maintains some 30% (about 160 OOO) of the total
tourism direct jobs in the country.
In line with the strategic goals stated above, the GTA has made
a giant leap towards implementing one of its game-changers,
namely the Township Tourism Enterprise Programme, and has
established both a board committee as well as a task team
under the auspices of the Township Economic Revitalisation
(TER) Programme. Highlights of the programme's achievements
include the non-financial support of l 03 township-based
SMMEs (71 of which are women-owned and/or managed)
and 12 co-operatives, the packaging and promotion of 25
township-based experiences and, finally, the undertaking of a
comprehensive study to better understand township tourism
growth and development dynamics.
In response to pillar 10, on taking the lead in Africa·s industrial
revolution, the GTA has drafted an Africa Focus Tourism
Strategy as part of the sector's contribution to the Trade and
Investment Strategy. This was the product of engagement with
sector partners.
For other performance outcomes against all the other targets
of the GTA. please refer to the performance report section.
2.3 PERFORMANCE INFORMATION BY PROGRAMME 2014/2015
2.3. l OFFICE OF THE CEO
Purpose:
To provide strategic leadership in the development and
promotion of tourism for the province, create an enabling
environment for tourism stakeholders, and champion
the Gauteng Tourism Sector Strategy development and
implementation, with overall responsibility for strategic planning
and organisational accountability.
Key performance areas:
Corporate governance, including administration, enterprise
risk management. and compliance with applicable laws
and regulations
Strategy and leadership
Corporate and brand positioning
Strategic partnership and alignment
To utilise national and provincial tourism co-ordinating
structures to drive the provincial tourism agenda, within
the context of the national and provincial mandates,
thus ensuring a synergistic approach in pursuit of
tourism activities
Business unit outputs:
To provide strategic leadership and build effective
partnerships with the business community and key
stakeholders
To ensure principles of effective and good corporate
governance are implemented
To ensure best practice in the administration of the
organisation
To provide strategic direction and leadership to industry
based on global industry standards, national and provincial
legislation, and tourism sector intelligence
To ensure the creation and maintenance of a positive
image for the GTA and the provincial tourism brand
To ensure the co-ordinated development and promotion
of tourism among government stakeholders and private
sector partners
To provide strategic direction to the organisation through
ensuring that an appropriate governance structure is
in place
To undertake risk assessments for the effective management
of business risks
To engage with international and domestic strategic parties
to lobby for joint destination promotion
To build understanding and positive perceptions about the
GTA and its tourism brand among stakeholders. including
prospective investors
Key milestones and activities in the period under review:
A number of strategic partnerships were facilitated during
the year under review. These included a partnership with the
Tourism Business Council of South Africa (TBCSA) in the hosting
of the 2014 HICA Conference. Memoranda of Agreement
were also entered into with the Southern African Tourism
Services Association (SATSA) in support of township tourism
initiatives, and the Tourism Enterprise Project (TEP) with regard
to SMME support. Tsogo Sun continued to support the Gauteng
Lilizela Awards ceremony, which was hosted at La Toscano at
Montecasino. A number of initiatives were implemented with
South African Tourism. particularly with regard to trade and
media familiarisation trips for international media. The GTA
partnered with the National Department ofTourism to host a
very successful National Guides Day at Maropeng.
In February, the GTA hosted two world tourism leaders, Mr Taleb
Rifai, the secretary-general of the United Nations World Tourism
Organisation (UNWTO), and Mr David Scowsill. president and
CEO of the World Travel & Tourism Council (WTIC). for a lunch
and day trip at Maropeng and for a dinner at the Origins
Centre. The UNWTO is the specialised United Nations agency
responsible for the promotion of responsible, sustainable and
universally accessible tourism. As the leading international
organisation in the field of tourism. UNWTO promotes tourism
as a driver of economic growth, inclusive development and
environmental sustainability. The GTA is an affiliate member
of the UNWTO. The WTIC is the global business forum for the
travel and tourism industry. It includes the CEOs, chairmen and
presidents of the world's leading tourism companies among
its members. and represents the full travel and tourism value
chain. The wnc supports governments to implement policies
that grow tourism and manage the sector responsibly. Over the
period under review the GTA also hosted tourism delegations
from China, Zimbabwe and Mozambique.
2.3.2 FINANCE
Purpose:
This unit is accountable for the administrative, financial and risk
management operations of the GTA including the development
of a financial and operational strategy, metrics tied to that strategy,
and the ongoing development and monitoring of control systems
designed to preserve agency assets.
Business unit outputs:
1 . To drive the TMR Pillars of Transformation of the state and
governance, and modernisation of the public service.
2. To ensure the Finance unit is elevated to a strategic business
partner.
3. To provide strategic leadership, support and transversal
business solutions to enable the GTA to effectively deliver on its
mandate.
4. To provide strategic inputs on planning, budgeting and value
for money for all organisational activities.
5. To ensure the development of responsive, user-friendly
organisational finance strategies and systems.
Key milestones and activities in the period under review:
The GTA spent R88 621 638 (i.e. 95%) against the budget of
R92 957 607 by the end of the financial year.
The variance recorded between the budget and expenditure is
4. 7%. The year-to-date achievement was realised due to proper
spending in accordance with planned priorities and prescribed
needs, monthly spending analysis, and continuous interaction
with units on their spending trends and the mitigation of identified
discrepancies that could result in over- and/or underspending of
the allocated budget.
The GTA implemented an internal daily payment monitoring
Annual performance indicators for finance:
tracking system and a centralised invoice submission system, to
ensure that service providers were paid on time.
The Auditor-General's findings raised in the previous financial year
are 100% (5 of 5) resolved.The achievement was due to monthly
progress tracking by the Finance team.
The total expenditure for the Finance unit was R5 455 239 of a total
budget of R5 577 900, which was 2% under budget. All targets set
for the year were met.
Internal financial controls, policies and procedures are revised on
an ongoing basis, as and when a need has been identified. This
is fully compliant with all applicable legislation, and implemented
after the necessary approvals are obtained.
Financial reporting is performed on a monthly and quarterly
basis, and financial statements are disbursed to management
and the OED. On a quarterly basis they are submitted to the
Gauteng Provincial Treasury. The monthly and quarterly financial
management statements consist of the statement of financial
performance, statement of financial position and statement of
cash flows (also quarterly), statement of net assets, notes to these
statements and age analysis, as well as the budget deviation
report and bank reconciliations.
Payroll administration for the GTA is a competency and
responsibility of the Finance Business unit. Payroll and salary
structuring is treated as highly confidential, with the payroll
accountant responsible for processing of information while being
monitored and checked by the finance and payroll manager and
chief financial officer. The total actual expenditure on salaries for
the GTA amounted to R35 895 924 of a total budgeted amount of
R36 189 452, indicating an underspend of 1 %.
Enhance
financial
Number of clean
audits in terms of
Clean audit report Clean audit
report
Clean audit report
accountability the Auditor-
and compliance General's report
with prescribed per annum
financial
regulations and
guidelines
2.3.3 CORPORATE MANAGEMENT
Purpose:
The Corporate Management division provides effective
leadership. strategic management and support in accordance
with the legislation. regulations and policies.
Business unit outputs:
1. To drive the TMR Pillars of Transformation of the state and
governance. and modernisation of the public service.
2. To ensure Corporate Management is elevated to a strategic
business partner.
3. To provide strategic leadership, support and transversal
business solutions to enable the GTA to effectively deliver on
its mandate.
4. To capacitate the GTA to deliver and implement efficiently
and effectively.
5. To develop specific strategies to fulfil a strategic partner
role through:
Service offering(s)
Value chain
Policies. business process manuals (BPMs). standard
operating procedures (SOPs)
Improved internal control environment through compliance
Key milestones and activities in the period under review:
Information Communications Technology
During the period under review. ICT consistently achieved
the stipulated performance targets. The result of 98.4%
total uptime was achieved through effective monitoring
and proactively maintaining the virtual environment. A
three-tiered redundant system (duplication of data in more
than one place for back-up) and sound management
ensured consistent availability. Hardware was replaced in
adherence with the approved asset lifecycle. Performing
a quarterly ICT customer satisfaction survey revealed
a satisfied and enabled customer base. with no policy
breaches encountered throughout the year. The compulsory
Agencies Shared Services environment of the building
posed numerous challenges brought on by undefined
responsibilities. The physical security of the building still
remains problematic in terms of effectively safeguarding the
data centre. Supporting services such as air conditioning
and back-up power need proper maintenance; only
emergency repairs in severe cases were performed. A
manual switch-on process controls the diesel generator
for the 21-ftoor building when municipal power fails. which
elevates the risk factor considerably. The data centre
management is not at an acceptable level. which will lead
to the GTA seeking alternative avenues to converge more
ICT services in the cloud to reduce the risk profile for its
backbone systems.
Administration
This sub-unit took responsibility for the following functions
during the year under review:
Records management and archiving
Verification of assets
Fleet management
Health and safety
Space management
Switchboard and reception management
Office keeping and cleaning services facilitation
Mail management
In the year under review, the Administration sub-unit ensured
that the floors occupied by the GTA. Cradle of Humankind
World Heritage Site and Dinokeng Projects met health and
safety requirements. and that the facilities complied with the
Occupational Health and Safety Act, No. 85 of 1993. This was
achieved through the establishment of the health and safety
committee to ensure safekeeping of all employees. During
this period the committee managed to conduct a successful
evacuation drill to test how quickly and safely employees could
evacuate the building in case of any emergencies.
Asset verification was successfully conducted biannually and
reports were submitted to Finance. The sub-unit also managed
to direct. co-ordinate and plan essential central services. such
as reception, security, maintenance. mail. archiving. cleaning
and catering for meetings in the organisation.
Administration policies were reviewed and submitted to the
Board for approval. These policies were implemented and
monitored successfully. The GTA's records management system
was updated on a quarterly basis, rearranged and indexed.
to meet the administrative. legal and financial requirements in
terms of the Archives and Records Service Act. No. 43 of 1996
as amended.
Human resource management
The following corporate policies were reviewed and
approved by the Board during the period under review:
Human resources strategy
Change management framework
Acting allowance policy
Cellphone policy
Subsistence and travel policy
Recruitment and talent management policy
A more detailed overview of human resource management
during the period under review is provided in Part 4.
2.3.4 RESEARCH AND STRATEGY
Purpose:
The purpose of this business unit is to co-ordinate strategic
planning, provide strategic sector information, statistics,
monitoring and evaluation to enable accurate and informed
decision-making, and timely response to sector realities on
behalf of the organisation. While not a lead delivery unit of
the GTA's core mandate in and of itself. the data. information
and strategic guidance of the unit enables delivery towards
each of the Gauteng Tourism Strategic Goals, and the budget
allocation ensures and monitors for remedy, external delivery
and impact by the GTA. This business unit is composed of
five sub-units, namely Planning & Reporting, Monitoring &
Evaluation, Research, Equity Assurance/Transformation and
Legal & Compliance.
Business unit outputs:
To use sector intelligence to ensure that the needs of visitors
drive new, innovative and sustainable tourism practices,
and to monitor visitor satisfaction and perceptions of quality
experiences
To apply efficient management of databases for effective
management of the tourism landscape
To ensure oversight and good governance for
performance information
To facilitate the advancement of the national and provincial
tourism sector transformation agenda
To ensure compliance with legislative mandates, resulting in
good governance
Key milestones and activities in the period under review:
2.3.4. l Planning & Reporting and Monitoring & Evaluation
The Planning & Reporting sub-unit is responsible for
co-ordinating strategic and operational planning support.
and ensuring compliance reporting to the shareholder, the
OED. Monitoring & Evaluation works in close collaboration with
the former, and has a primary responsibility to quality assure
performance reports and undertake impact evaluation of the
projects of the organisation.
The primary role of this sub-unit is to work in tandem with the
DED's planning unit to ensure sound understanding of the new
vision and then interpret it for the three entities (the GTA. Cradle
of Humankind World Heritage Site (COHWHS) and Dinokeng
Project). to which the unit provides planning and reporting
services. This interpretation sought to convert the vision into
actionable plans that would advance the TMR programme
that was introduced during the course of the fiscal year under
review. To that end, the unit led the processes to reprioritise and
realign the original plans before the adoption of the TMR
programme, as well as to identify new game-changers.
Alongside the planning interventions, the unit also strived to
engender a culture of quality compliance reporting in order to
account for the application of budgets allocated to the three
entities to advance the provincial tourism agenda. Jn line with
enhancing accountability, the Monitoring & Evaluation sub-unit
also developed the Evaluation Plan that will be used to assess
the impact of the interventions of the agency. All targets on the
submission of compliance reporting monthly, quarterly and
annual performance reports to the shareholder were achieved.
With regard to other strategic planning interventions, the
unit championed the hosting of the Africa Focus Strategy
workshop with strategic sector partners. The outcomes of the
workshop have informed the draft strategy that is currently in
development. This strategy seeks to drive pillar l O of the TMR
that focuses on taking a lead in Africa's industrial revolution.
2.3.4.2 Research & Strategy
Research provides evidence-based planning to ensure prudent
and optimal deployment of resources across the organisation;
and serves as the key supporter of the Integrated Marketing
Communications (IMC) business unit. The dissemination of
sector intelligence is designed to position the organisation as
the opinion leader on tourism matters in the province.
The Township Enterprise Revitalisation (TER) Programme is one
of the hallmarks of the radical economic transformation pillar.
The Research & Strategy business unit worked with the Office of
the MEC to collect important information of township tourism
enterprises in the townships earmarked for MEC visits, ahead
of the actual visits. Subsequent to the visits, the unit embarked
on a full-scale research study to ascertain the baseline of the
tourism infrastructure in the priority townships, collection of
the history and identification of experiences with the view to
inform the strategic interventions required to unlock tourism
development and mainstream township tourism.
The unit continued to undertake tourism and economic
impact assessments of events taking place in the province. The
following events were covered during the period under review:
Go West! Music Festival
Joburg Festival
Gauteng SANSUI Summer Cup
Tri-Rock Triathlon
The supply-side performance assessment of the sector
across the five regions of the province spanned areas such
as accommodation, tour operator services and attractions.
Included in the trend tracking study was the tourism labour
market, given the strategic importance of sector job creation
matters within the context of the TMR.
With regard to research information sharing, the findings of the
Gauteng Tourism Demand and Supply Study were presented
to the West Rand Section 80 Committee, West Rand Municipal
Tourism, Cradle of Humankind General Managers' Forum,
the City of Johannesburg Economic Development Portfolio
Committee's strategic planning session, and the Johannesburg
Tourism Company.
2.3.4.3 Equity Assurance/Transformation
The Equity Assurance sub-unit serves as a GEYODI (gender,
youth and persons with disabilities) focal point to co-ordinate
the GTA's advancement of the transformation agenda. The
sub-unit focuses on equity assurance. ensures compliance
reporting on sector transformation and GEYODI beneficiation
matters. Through this sub-unit. the agency participated in the
initiatives on youth development programmes such as the
Gauteng Inter-Governmental Youth Forum, the development
of the National Youth Policy, the crafting of the Gauteng Youth
Strategy and the Gauteng Youth Safety Summit. With regard to
GEYODI interventions, the GTA serves on task teams for disability
co-ordinated by the Office of the Premier. such as the Universal
Disability event, and participated in the drafting of the Disability
Rights Strategy.
2.3.4.4 Legal & Compliance
The Legal & Compliance sub-unit provides legal services,
ensuring the GTA is kept abreast of all legislative framework
matters that have direct and/or indirect implications for. and
impact on, it.
Additionally, the sub-unit provided legal support services to
GTA COHWHS and Dinokeng Project that were initially
earmarked for merger.These services included contractual and
administrative/regulatory law, legislative interpretation. general
legal interpretation, and perusal of and input into project
approval reports. The legal support services provided also
extended to Maropeng a' Afrika Leisure (MAL), the GTA Board
and the Bid Acquisitions Committee.
All litigation and pre-litigation matters were satisfactorily
managed within the parameters of the applicable judicial
mechanisms. Due to the judicious exercising of legal risk
management. and timely and appropriate legal advice
rendered, only one litigation matter was instituted against
the GTA during the period under review. A contract register
was implemented by this sub-unit in order to manage the
contractual issues of the GTA. The process of vetting and
drafting of contracts was also successfully managed
and maintained.
Annual performance indicators for Research & Strategy:
Number of New indicator 4 4 None
intelligence is Gauteng Tourism
used to ensure Regional
that the needs Performance
of visitors drive SuNeys by
new. innovative March 2015
and sustainable
tourism
practices
Number of New indicator 3 3 None None
Gauteng Tourism
Economic Trend
Reports by March
2015
Efficient Number of None None
management integrated
of databases databases for
for effective products and
management services in the
of tourism province by
landscape March 2015
The sector is Number 2 4 4 None None
committed of studies
to monitoring monitoring
visitor visitor quality
satisfaction satisfaction and
and perception perceptions
of quality of Gauteng
experiences experiences by
March 2015
2.3.5 RESPONSIBLE & REGIONAL TOURISM
2.3.5. l Responsible Tourism
Purpose:
The purpose of the business unit is to facilitate responsible
tourism planning initiatives among municipalities. communities
and private sector role-players.
Business unit outputs:
Promote the triple-bottom line outcomes of
sustainable development
Promote sustainable and responsible tourism practices by
focusing on the responsibility of role-players in the tourism
sector. and destination in general. to take action to achieve
sustainable tourism development
Key milestones and activities in the period under review:
Responsible tourism is an approach to the management
of tourism, aimed at maximising economic. social and
environmental benefits. and minimising costs. to destinations.
Responsible tourism is tourism "that creates better places for
people to live in. and better places to visit".
The GeePee Responsible Tourism Challenge
Ten township-based tourism products were selected
to participate in this tourism resource efficiency pilot
programme on the usage/management of energy,
water and waste in 2014, and the pilot programme was
implemented in partnership with Better Tourism Africa.
These l O tourism businesses went on a journey to apply
responsible business practices over a six-month period.
The host businesses were evaluated, assisted with the
development of a sustainability plan and trained to
implement the changes needed.Along the way, new
behaviours and technologies supporting responsible
tourism were introduced. and were at all stages measured
by the results of the changes effected. The host businesses
were taken through a step-by-step process to better
understand their current resource usage, were assisted
with the drafting of sustainability plans. and how to apply
the necessary business practices, tools and technologies
to make their businesses more sustainable. Throughout
the process, they were actively involved in capturing
and analysing data on their resource usage. It is hoped
that through the introduction of the right actions and
technologies. tourism business owners will begin to realise
the value of responsible tourism and begin to do more to
ensure that their businesses operate sustainably and thrive.
Responsible tourism service excellence
The Gauteng Responsible Tourism Guidelines have been
developed in line with the national minimum standards
aiming at improving, integrated service excellence and
providing user-friendly guidelines and tips for the tourism
industry to achieve best-practice levels as indicated in
the South African National Standards. SANS 1162:2011.
These guidelines will help industry players with the following:
Integrated approaches to planning and
management of business practices. systems
and resources
Adherence and promotion of responsible and
sustainable tourism pillars
Inclusive community beneficiation
Introducing business systems meant to reduce
leakages and maximise profits
Responsible tourism partnerships
The GTA. in partnership with the National Department of
Tourism (NDT) and the Gauteng Department of Agriculture
and Rural Development, has implemented a programme
on universal access in provincial parks. The main purpose
of the programme is to determine universal accessibility
readiness by provincial parks in order to inform interventions.
There are very low levels of awareness on universal
accessibility within provincial parks.
The GTA has also partnered with the NDT and the National
Cleaner Production Centre South Africa in implementing the
Tourism Resource Efficiency Programme within l O Gauteng
hotels. This project was implemented as part of the broader
national tourism assessments of the NDT, in support of the
following objectives:
Promoting access to sustainable sources of clean.
reliable energy
Encouraging tourism growth through sustainable
energy and green economy
Identifying possible green economy opportunities
2.3.5.2 Regional Tourism
Purpose:
Regional Tourism supports and facilitates regional tourism
development and marketing within the context of the Gauteng
Global City Region.
Strategic objectives:
Build strong relations with municipalities. supporting and
enhancing their capacity to promote and develop tourism
in the regions
Promote. co-ordinate and integrate tourism planning
through municipal integrated development plans (IDPs)
and industry partnerships for mutual benefit. community
beneficiation and tourism growth in the province
Key milestones and activities in the period under review:
The year under review saw Regional Tourism hosting the
provincial Lilizela Awards. held at Montecasino. with the aim
of promoting service excellence in Gauteng.The unit also
partnered with Sedibeng and West Rand District Municipalities to
host their regional awards.
Regional Tourism has put the tourism agenda into all inter
governmental relations (IGR) meetings to promote alignment
with municipalities. The unit also co-ordinated township
focus groups. established in line with the Township Economy
Revitalisation Programme.
The unit managed the affiliation of the GTA to the N3 Gateway
and Nl 2 Treasure Route to promote cross-border marketing.
Joint workshops were held with the NDT and the Industrial
Development Corporation for the empowerment of tourism
product owners. for growth and development opportunities.
Financial support was provided to the Ekurhuleni Metro.
Sedibeng and West Rand District Municipalities with the aim
of establishing their regional tourism organisations in the area.
The unit also supported Sedibeng District Municipality with the
scholar Tourism Passport Project and Birding Route. The West
Rand District Municipality also received support for its feasibility
study for product development.
Annual performance indicators for Responsible & Regional Tourism:
Visitor Number of None None
requirements met provincial tourism
through world- annual awards
class products implemented by
and infrastructure March 2015
provision. and
unique. authentic.
experiences
To develop and Number of incident New indicator 12 12 None None
grow prioritised management
sectors in order reports generated
to improve their by March 2015
competitiveness.
and create
sustainable and
decent jobs
Visitor Number of New indicator 4 Target The Hominin
requirements met green initiatives exceeded by 3 House upgrade
through world- linked to tourism incorporated an
class products infrastructure additional
and infrastructure development by 3 innovative
provision. and March 2015 green initiatives
unique. authentic as a pilot
experiences
2.3.6 DESTINATION MANAGEMENT & DEVELOPMENT
2.3.6. l Destination Management
Purpose:
The purpose of the business unit is to contribute to tourism
sector development through SMME and co-operatives
facilitation and support. This will be achieved by facilitating
business management skills in the sector: facilitating access
to funding and markets. and enhanced service excellence:
facilitating registration in the sector: and identifying and
maximising tourism infrastructure and leveraging potential
benefits. The business unit is the lead delivery unit of the
GTA's core mandates, and as such leads delivery towards the
following Gauteng Tourism Strategic Goals:
Gauteng is a world-class destination, renowned for its
responsible and sustainable tourism experiences
Tourism is a major contributor to job creation and
economic development in Gauteng
Business unit outputs:
To ensures that visitors to the province receive the highest
level of service excellence at every stage of their journey,
and that all new entrants have the necessary skills to deliver
quality experiences
To facilitate skills development initiatives and training
programmes for tourism enterprises and stakeholders
To register tourist guides as per the Act No. 3 of 2014:
Tourism Act, 2014
To provide tourism enterprise support (including SMMEs)
through financial and non-financial support
Key milestones and activities in the period under review:
Initiatives and support programmes are geared towards
ensuring service excellence and quality products and service
in the province. In a nutshell, the unit is entrusted with ensuring
that Gauteng remains a world-class destination, renowned
for its responsible and sustainable tourism experiences. The
following areas of work are included in the remit of this division:
Tourism enterprise support programmes. including the new
Township Tourism Project
Demand-driven skills development and training programmes
Facilitating the grading of emerging
accommodation establishments
Registering and monitoring of tourist guides
Service excellence and sustainable tourism initiatives
Tourist guide registration, monitoring and compliance
During the period under review the unit registered 517 tourist
guides. Programmes to train/upskill some of the tourist
guides were also implemented. Guide information sessions,
focused on knowledge enhancement and product
development, proved to be extremely popular among
tourist guides. Tourist guide inspections were conducted
at OR Tambo International Airport and other tourist sites
around the province. Most were found to be compliant,
wearing their badges and presenting valid identity cards.
International Tourist Guide Day was hosted in February 2015,
in partnership with the National Department of Tourism, and
was held at the Maropeng Visitor Centre of the Cradle of
Humankind World Heritage Site. Over 200 tourism partners
and guides attended.The event was also attended by both
the national Minister and Deputy Minister (of the NDT), who
addressed the guides on the importance of their profession.
Enterprise support
During the year under review an SMME development
framework was developed in partnership with the Tourism
Enterprise Partnership (TEP). In structuring this programme.
the key focus has been on enabling enterprises to
improve their services and product offering, and increase
market access. The services were differentiated so as to
be relevant to the differing needs and capacities of the
various categories of enterprises. The enterprise support
programme was developed and aligned to TEP's tiered
support programmes, but included several complementary
components aimed at supporting the development of
emerging entrepreneurs and SMMEs.
The business support sub-programmes are aimed
at industry transformation by enabling historically
disadvantaged individual (HDI) entrepreneurs to grow
their tourism enterprises through skills transfer and business
brokering initiatives. During the year under review 400
tourism enterprises were supported with grading, market
access and business linkages. 60 aspiring entrepreneurs
were assisted with information on starting tourism
businesses. 300 SMMEs were supported through the
GTA/TEP MoU, and 464 rooms were graded through the
partnership with the Tourism Grading Council of South
Africa (TGCSA).A further 20 rooms were assessed but did
not meet the grading standard.
Workforce skills development
The target of l OOO beneficiaries of the GTA sector skills
training programme was surpassed and l 160 beneficiaries
were trained, of 452 of the beneficiaries are women. youth
or persons with disabilities from 50 townships.
After numerous delays in the transfer of the Ga-Rankuwa
Hotel School (GHS) from North West to Gauteng, which
was finally achieved during September 2013, the school
successfully completed second-year professional cookery
diploma training for 23 beneficiaries. The school also
assisted in the training of 202 beneficiaries in food and
beverages. reception and housekeeping skills during the
running of short-term programmes in these categories
from November 2014-February 2015. Upon request from
the MEC's office, the GHS trained 11 beneficiaries from
Katlehong (for the purposes of establishing a bakery
co-operative) successfully, with positive feedback from both
the MEC's office and the beneficiaries. Three hundred and
eighty youths were beneficiaries of a youth employability
programme, executed in partnership with the National
Department of Tourism in the Tourism Buddies programme.
One hundred and forty-six beneficiaries were trained
in customer care skills, and 398 beneficiaries trained in
business/enterprise development skills in partnership with
the TEP.
These achievements were made possible due to high
industry demand for training, and enabled through sound
public and private sector partnerships in executing these
projects. This programme. alongside initiatives such as
the GHS. is crucial for the province's sustainable global
competitiveness by ensuring that visitors do return and/or
are willing to recommend the destination.
Annual performance indicators destination management & development:
Visitors receive Number of 3 4 4 None None
the highest tourism workforce
level of service skills initiatives
excellence at implemented by
every stage of March 2015
their journey Number of people 703 l OOO l 160 Target exceeded Target exceeded
trained in tourism by 160 as a result of
skills by March MOU with TEP to
2015 leverage off their
resources for
additional SMME
support
Percentage New indicator l 00% completion l 00% completion None None
completion of of second- of second-
professional year diploma year diploma
cookery diploma (graduation) (graduation)
course of 22
second-year
students at the
Ga-Rankuwa Hotel
School by March
2015
STRATEGIC
OBJECTIVE
Visitors receive
the highest
level of service
excellence at
every stage of
their journey
To develop and
grow prioritised
sectors in order
to improve their
competitiveness,
and create
sustainable and
decent jobs
To develop and
grow prioritised
sectors in order
to improve their
competitiveness.
and create
sustainable and
decent jobs
PERFORMANCE
INDICATOR
Number of
rooms graded
funded through
GTA funding by
March 2015
Number of
beneficiaries
from youth
employability
programmes by
March 2015
Number of
tourism SMMEs
supported
through the
Integrated
Enterprise
Support Plan by
March 2015
Number of new
and existing
township-based
co-ops, in each
of the 11 sectors.
supported non-
financially by
March 2015
ACTUAL
ACHIEVEMENT
2013/2014
New indicator
New indicator
New indicator
New indicator
PLANNED ACTUAL
TARGET ACHIEVMENT
2014/2015 2014/2015
400 484
300 380
300 334
15 12
DEVIATION
FROM
PLANNED
TARGET
2014/2015
Target
exceeded
by84
Target
exceeded
by80
Target
exceeded
by34
Target
missed by 3
COMMENT
ON
DEVIATION
Leveraging on
ongoing
partnership
withTGCSA
Partnership with
NDT enabled
us to meet the
ever-growing
demands for
these youth
targeted
development
programmes
Target
exceeded
as a result of
MOU with TEP
to leverage off
their resources
for additional
SMME support
Complexities
associated with
co-operative
establishment
STRATEGIC
OBJECTIVE
To develop and
grow prioritised
sectors in order
to improve their
competitiveness,
and create
sustainable and
decent jobs
PERFORMANCE
INDICATOR
Number of youth
completing
learnerships by
March 2015
Number of youth
completing
internships by
March 2015
Number of
existing and new
township-based
SMMEs, in each
of the 11 sectors,
supported non-
financially by
March 2015
Number of new
and existing
township-based
SMMEs and co
ops owned and/
or managed by
women, youth
and persons
with disabilities
supported
financially and
non-financially by
March 2015
ACTUAL PLANNED
ACHIEVEMENT TARGET
2013/2014 2014/2015
New indicator 25
New indicator 12
New indicator 100
New indicator 60
ACTUAL
ACHIEVMENT
2014/2015
25
13
102
71
DEVIATION
FROM
PLANNED
TARGET
2014/2015
None
Target exceeded
by l
Target exceeded
by 2
Target exceeded
by 11
COMMENT
ON
DEVIATION
Effective
partnerships
of the
Ga-Rankuwa
Hotel School
with industry
led to the
achievement of
this indicator
An additional
opportunity
was facilitated
as a result of
vacancies
resulting from
the merger
Target
exceeded
as a result of
MOU with TEP
to leverage off
its resources
for additional
SMME support
Target
exceeded
as a result of
MOU with TEP
to leverage off
its resources
for additional
SMME support
To develop ond Number of New indicator 250
grow prioritised women, youth
sectors in order and persons with
to improve their disabilities from
competitiveness. the 50 townships
and create trained in tourism
sustainable and skills by March
decent jobs 2015
2.3.6.2Tourism infrastructure. investment and development
Purpose:
The purpose of this programme is to establish long-term tourism
infrastructure strategic planning processes. deliver products.
experiences, tourism research. infrastructure and investment into
tourism, which assists Destination Gauteng to deliver on the GTSS
mandate of providing world-class infrastructure and experiences.
Business unit outputs:
To deliver on the GTSS targets set for 2020. to increase
investment in tourism infrastructure from the public and
private sectors. as well as foreign direct investment
Key milestones and activities in the period under review:
This unit covers the following work areas: tourism planning, policy,
visitor services, tourism investment. product and experience
development, and tourism infrastructure development.
452
Infrastructure upgrades
Target exceeded
by 202
In implementing
the Township
Economic
Revitalisation
(TER) agenda,
beneficiaries
from the
townships
were prioritised
through
Ga-Rankuwa
Hotel School
and the
partnership
with the Tourism
Enterprise
Partnership
The Gauteng Provincial Government owns the Maropeng
property. The key focus to undertake a process to deliver
on the various elements of the Maropeng infrastructure
upgrades has been premised on the enhancement of
visitor experiences through a diversified tourism offering.
It is this process that contributes to the development and
management of a coherent destination. as an anchor
project to stimulate the regional economy on the West
Rand. The completion of the extension of Hominin House
ensured that a total of l 09 temporary jobs were created
in this process. Subsequent infrastructure upgrades are
anticipated to increase visitor numbers and spend, and
thus to grow the revenue of the Maropeng operations. The
green initiatives on the Hominin House expansion project
set a benchmark for similar sustainable tourism projects for
the entire tourism sector in Gauteng.
Tourism investment initiatives
Developing a pipeline of tourism infrastructure projects for
progressive delivery from project packaging to investment
and actual delivery remained a priority.This area of work
has ensured that the organisation was able to showcase its
investment opportunities to developers. partners, promoters,
and investors at multiple platforms, including HICA. At
HICA all the major hotel groups presented key projects
i.e. Maropeng Hotel development. Suikerbosrand Nature
Reserve and the Ga-Rankuwa Hotel School. Completion
of the repositioning strategy for Suikerbosrand was also
a key deliverable. The impact of this work is wider than
Suikerbosrand, as it proposes a model to manage other
Gauteng nature reserves, in collaboration with the Gauteng
Department of Agriculture and Rural Development. From
a TMR perspective. this presents a critical provincial
game-changer for the effective management of both
conservation and tourism facilities.
In addition to the above. the unit is already acting on
behalf of the GTA to create a viable and integrated tourism
transport network for Gauteng. in collaboration with the
Department of Roads and Transport. PRASA. Transnet.
Gautrain and municipalities, among others. so that clear
consensus and commitments from these entities can be
sought at the highest provincial decision-making level.
The main purpose of this process is to ensure enhanced
domestic and international visitor experiences, longer stays
and repeat visitation, as well as to disperse the benefits of
tourism widely across Gauteng through the modernisation
of an efficient public transport system.
Visitor services
The Gauteng Tourism Visitor Services Programme is aimed at
growing the visitor economy by increasing visitors and length
of stay in Gauteng, thus increasing the regional GDP. ensuring
regional spend and creating employment opportunities. The
programme includes creating a network of visitor centres in
Gauteng with the aim of providing high-quality and up-to
date information on Gauteng tourism offerings. In an exciting
development, Gauteng's first Mobile Visitor Information Centre
has also been delivered in partnership with the Automotive
Industry Development Centre. This vehicle will service all the
regions of Gauteng. and will also be used for major events
and exhibitions. In 2015/16. the following visitor information
centres will delivered:
The Sandton Square Visitor Information Centre will be
developed through an agreement with Liberty Group
The Eastgate Mall Visitor Information Centre will be
developed in collaboration with Stanlib Properties
Rental has been negotiated to be free for both spaces.
Construction is expected to be finalised in October 2015
Local tourism associations are being capacitated through
the development of a unified industry membership system.
The aim of this project is to create a credible, up-to-date
database of tourism offerings in Gauteng. This database will be
used for visitor information provisioning at all Gauteng visitor
information centres. In order to deliver this project. membership
co-ordinators have been recruited in three regions (Ekurhuleni,
Tshwane and West Rand).Three website-based database
management systems will be launched in these three regions
in 2015.
The GTA is collaborating with the Tourism Business Council
of South Africa (TBCSA) in the implementation of the Tourism
Safety Initiative (TSI) project. The TSI is aimed at increasing the
number of visitors to Gauteng, through reducing the number
of visitor-related crimes as well as supporting visitors who have
been affected by crime. This aim has been achieved through
the following objectives:
Visitor crime reporting and intelligence reporting. Tourism
establishments will be encouraged to report tourism crime
incidents. A tourism crimes report will be published at
regular intervals
Emergency and incidence management. A network of
volunteers and service providers will be established to offer
a network of services aimed at assisting visitors affected by
crime during emergencies
A communications strategy will be developed, with the
aim of communicating good and positive news of the fight
against tourism-related crimes
Product development
Two new themed maps were added to the existing eight.
The maps intend to raise awareness of Gauteng's rich and
varied heritage, leisure and lifestyle, encouraging domestic
and international visitors to explore different dimensions or
aspects of the province. The maps will motivate GeePees
to tour the province, and core and tactical markets to stay
longer, visit again and spend more while in Gauteng. The
two new maps are Gauteng for Kids and the Visual Arts
Map. The Gauteng for Kids map showcases family- and kid
friendly activities and destinations. The map will help parents
navigate the logistics of travelling with children, as well as
introduce families to destinations around the province.
It will feature top family-friendly restaurants, attractions,
activities, events, entertainment, day trips, extra-murals and
lots of family fun. The Gauteng Visual Arts Map will leverage
international interest in Gauteng's flourishing arts sector.
showcasing Gauteng's contemporary arts scene and
highlighting historic art collections. The map will showcase
the artists and their work making waves in the local and
international art worlds. This themed map demonstrates why
Gauteng is the pre-eminent African arts capital.
In line with developing themed experiences, the Struggle
and Democracy Route experience was conceptualised
and developed by the GTA in 2014. Delivery in 2015 will
include the training of qualifying Struggle veterans as
experience storytellers/ambassadors. These will be the first
group to be trained and accredited as official storytellers
of the experience.The second initiative is the development
of products of origin that will take arts and craft experts
through a programme of product development. production
and marketing to ensure that visitors can purchase unique
tourism products of origin. This programme draws on the
links between the creative industry and tourism. and will
create employment for approximately 30 Struggle veterans
in Gauteng. Additionally, work has begun on creating the
Gauteng Birding Experience, which includes developing
a birding map and unique experiences for Gauteng. It is
targeted at the local and international birding markets.
Future interventions include training township tourist guides
to lead in terms of narrating these experiences.
2.3.6.3 The Township Tourism Programme
Township tourism is unique to South Africa. There are other
examples in other countries where tourists pay to visit an
indigenous population but none has the political significance
of the townships, which were the base for both the civil
disobedience and the armed struggle used to fight and
eventually overthrow apartheid. In support of the revitalisation
of the township economy in Gauteng, the GTA has identified
a number of significant townships that will be revitalised
through tourism. and in particular through experiential tourism.
Experiential travel is a new form of tourism that engages visitors
in a series of memorable travel activities that are inherently
personal. It involves all the senses, and makes connections on
a physical, emotional. spiritual. social or intellectual level. It is
travel designed to engage visitors with locals. set the stage for
conversations, tap the senses and celebrate what is uniquely
Gauteng. It represents an opportunity for the tourism industry to
inspire visitation by creating authentic experiences designed
to connect travellers to the special places, people and cultures
within communities.
The GTA received additional resources in February 2015
to implement this programme as a key component of the
Gauteng Township Economy Revitalisation Project, aimed at
the growth and development of tourism SMMEs in townships
within Gauteng. The programme will aim to position tourism as
a key driver of township economy revival through job creation,
entrepreneurial development and sector transformation.
The outcome of this project will see 20 township experiences
(cultural. lifestyle and adventure) being developed and
packaged for promotion in the market. This project is
being implemented in phases. Phase l targeted Soweto
and Sophiatown; Fordsburg and Fietas; Alexandra; Kagiso;
Mamelodi; Atteridgeville; Refilwe; Onverwacht and Rayton;
Katlehong, Thokoza and Vosloorus; Tembisa; and Sharpeville
and Boipatong. Phase 2 will expand to include additional
townships. The Township Tourism Programme is a flagship
project that will be prioritised for implementation in the MTEF.
This project supports the GTA's integrated township tourism
development and promotion/marketing plan, which is aimed
at radical transformation of the economy through interventions,
and means to unlock growth and employment potential for
youth and women, and to revitalise and transform the
township economy.
The programme is underpinned by extensive research into the
township tourism environment. This has included and extensive
literature review, desktop research and focus groups with the
tourism sector in the townships, as well as telephonic interviews
with key informants. Further research is being undertaken in the
20 townships identified for this programme, which will inform the
development of the unique experiences in each township.
The period under review sow the initiation of the following
areas of work:
Development of the Tourism Experience Toolkit, a step-by-step
user guide on how to create tourism experiences. This will
be translated into several official South African languages
to ensure that all communities are better equipped to
participate in the mainstream tourism economy
Infrastructure development and support plan - infrastructure
audits will be conducted to identify existing infrastructure
(main and supporting) gaps in the townships, and the
implementation plan will include recommendations to fix the
gaps in the MTEF circle.This is to ensure that there is proper
co-ordination of all services and stakeholders that impact on
and aim at maximising visitor service
Tourism SMME growth and promotion plan - working
with TEP and GEP will ensure that all SMMEs in the value chain
are assessed for sustainability and competitiveness, and that
interventions by the relevant institutions are drawn into the
programme. The GTA is also currently developing the township
tourism brand, which will ensure a strategic profiling and
promotion of Gauteng townships and its experiences
Research - continuous research will be undertaken to
ensure that baseline data informs the development of,
and investment into, tourism experiences, products
and infrastructure
Annual performance indicators for tourism infrastructure. investment and development:
Visitor Number of New indicator 2 2 None None
requirements new tourism
met through experiences
world-class developed by
products and March 2015
infrastructure
provision,
and unique,
authentic,
experiences
Number of New indicator 25 25 None None
township
neighbourhood
tourism
experiences
packaged and
marketed
Number of 2 3 3 None None
operational
visitor information
centres (VI Cs)
in Gauteng per
annum
2.3.7 INTEGRATED DESTINATION MARKETING & COMMUNICATIONS
The Integrated Marketing Communications division is divided
into the following business units:
1. Brand Management.
2. Leisure & Consumer Marketing.
3. Corporate & Destination Communications.
4. Digital Marketing.
5. Trade Marketing & Partnerships.
6. The Gauteng Conventions & Events Bureau.
Purpose:
The purpose of the division is to develop and deliver highly
targeted and integrated marketing and communication
campaigns in both the domestic market and key global
markets through optimal use of best technology and social
networking platforms. It is further charged with the responsibility
to promote Gauteng signature experiences and events to
strengthen Gauteng's position in the marketplace, and develop
the awareness and appeal of Gauteng as a leisure and
business tourism destination.
Business unit outputs:
The business unit is delegated as a lead delivery unit of the
GTA's core mandates, and as such leads delivery towards the
following Gauteng Tourism Strategic Goals:
Gauteng is a world-class destination renowned for its
sustainable tourism experiences
Gauteng is recognised as a global tourism competitor for
leisure and business travel
Position Gauteng as a premier sporting, cultural and MICE
events province
Attract first-time and repeat visitors through implementation
of niche marketing plans
Domestic tourism in Gauteng is a vibrant and profitable part
of the provincial tourism industry
Market Gauteng locally and internationally to attract visitors
Build and implement the GTA's media engagement
programmes
Build destination marketing capabilities through the use of
technology and social media
Annual performance indicators for integrated destination marketing & communications:
STRATEGIC PERFORMANCE ACTUAL PLANNED ACTUAL DEVIATION COMMENT
OBJECTIVE INDICATOR ACHIEVEMENT TARGET ACHIEVEMENT FROM ON
2013/2014 2014/2015 2014/2015 PLANNED DEVIATION
TARGET
2014/2015
To facilitate and Number of 5 40 40 None None
promote the association
Gauteng City meetings and
Region as an exhibitions hosted
investment, trade in Gauteng by
and tourism March 2015
destination Number of annual 10 10 20 Target exceeded Additional
signature events by 10 events
hosted by March supported
2015 as a result of
additional
resources from
OED during the
financial year
STRATEGIC PERFORMANCE ACTUAL PLANNED ACTUAL DEVIATION COMMENT
OBJECTIVE INDICATOR ACHIEVEMENT TARGET ACHIEVE- FROM ON
2013/2014 2014/2015 MENT PLANNED DEVIATION
2014/2015 TARGET
2014/2015
To facilitate and Rand value of New indicator 300 711.6 Target exceeded Additional events
promote the economic benefit by R4l l .6 million supported as a
Gauteng City generated from result of
Region as an conferences. additional
investment. trade signature events resources from
and tourism and exhibitions DED during the
destination hosted (R million) financial year
per annum
Number of 650 OOO 650 OOO 786 139 Target exceeded Increased
unique visitors to by 136139 investment
the website per in content
annum generation and
leveraged heavily
on social media
platforms to drive
greater online
traffic
Number of 4.27 4.2 3.8 Target missed by Changing
international 400 OOO market
visitor arrivals to conditions also
Gauteng [million] dropped the
per annum Gauteng market
share to 39.8 %
from 41.6% in
2013
STRATEGIC
OBJECTIVE
• • .... . .
promote the
Gauteng City
Region as an
investment. trade
and tourism
destination
PERFORMANCE
INDICATOR
• • • .
of revenue
generated from
international
tourists in
Gauteng per
annum [R billion]
Rand value
of revenue
generated from
domestic tourists
per annum
[R billion]
Number of
domestic trips
to Gauteng per
annum [million]
Number of bed
nights spent
per annum by
international
visitors [million]
Number of
days spent in
the province by
international
tourists per
annum
ACTUAL PLANNED
ACHIEVEMENT TARGET
2013/2014 2014/2015
21.7 5
10.3 5
29.4 30
6 6
ACTUAL DEVIATION COMMENT
ACHIEVEMENT FROM ON
2014/2015 PLANNED DEVIATION
TARGET
2014/2015
... . .. . ..
R6.9-billion in revenue is
consistent with
a decline in
arrivals;
particularly
among key
African source
markets
4.4 Target missed by Adversely
R600-million affected by
local market
conditions
4.3 Target missed by Adversely
700 OOO trips affected by
local market
conditions
27.5 Target missed by The decline
2.5-million in revenue is
consistent with
a decline in
arrivals
7.5 Target exceeded Increased
by 1.5 attraction of
destination
Gauteng and
its offerings
improved
average length
of stay
2.3.7.l Brand Management
The brand and experience thereof, which is Destination
Gauteng, was identified as a critical pillar for the successful
implementation of the Gauteng Tourism Sector Strategy
(GTSS). The Brand Management unit therefore exists to
respond to that pillar's realisation through the development
and implementation of a brand strategy aligned to the GTSS
to not only create a unique and known visual brand identity
for our destination. but also guide the inherent elements of
Gauteng's destination brand for tourism such as consistently
communicating our unique selling propositions (USPs). our
brand positioning as a business and leisure one-stop shop, and
other brand-intrinsic attributes such as celebrating the Place of
Gold, Gauteng.
The Brand Management unit does not operate or exist
as a silo, but as a unit within the Integrated Marketing
and Communications (IMC) division of the GTA, thus
functions in support of the overall organisational marketing,
communications and branding needs. Having developed
a comprehensive brand strategy for the GTA in the previous
financial year of 2013-14, the implementation of this
aforementioned strategy was the primary area of focus for the
year under review.
The unit exits as part of a bigger IMC division that thus supports
the following objectives:
Increase demand for Gauteng's visitor brand offering
domestically and internationally. through the creation and
presentation of a unique provincial tourism brand
Use of research intelligence to guide brand presentation
to attract new and repeat visitors. This unique Gauteng
destination brand created sets to be used in support of the
stimulation of new and growth of existing market share
Roll-out of a refreshed visual and inherent brand identity
across all brand contact points. ranging from markets to
operations such as branding, websites. social media, etc.
Ensure provincial brand alignment to create a single,
coherent and multi-offering brand for Gauteng, as per its
unique regional brand identities and offerings
The abovementioned goals, which are strategic (long-),
medium- and also short-term. are achieved through a number
of key functional areas of work. including areas relating to
the visual brand identity creation such as the brand manual,
corporate identity (Cl) development and implementation.
photography, design, collateral development, sub-brands
development. campaign concept development and support.
destination branding and brand management (e.g. consistent
messaging management. etc.)
Key milestones and activities in the period under review:
A number of key projects were undertaken as set out in the
operational plan for the 2014-15 financial year, all in support of
achieving the broader organisational, IMC and brand strategy
specific objectives. These included the following functional
areas and projects hereunder:
Brand manual design and roll-out
The previous year saw the development of a cohesive
brand strategy for Gauteng. which resulted in the
development of a Brand Manual that required roll-out
across various brand contact platforms. This allowed for the
updating of the visual and inherent brand identities across
various platforms such as the website, branding material.
online. visitor information centres and other collateral. such
as brochures and videos. The use of the Cl manual has also
seen the creation of consistent brand roll-out, where the
Gauteng brand has created a new and known identity for
increased brand recognition and experience retention.
Development of sub-brands - the Gauteng Signature
Collection and Gauteng Hidden Gems
In response to Gauteng being perceived as a purely
business tourism destination. it became imperative
to develop the Gauteng Signature Collection brand.
which is a collection of all Gauteng's must-see and
iconic leisure experiences. The Gauteng Signature
Collection brand was developed in consultation with
all signature experiences across the province. such as
Soweto. the Apartheid Museum. the Vaal. the Cradle
of Humankind. the Voortrekker Monument. Airport
Museum and others. The brand was showcased
and strongly supported through advertising and
promotions during the period under review. This
dispelled wrong perceptions that Gauteng had no
extraordinary leisure experiences. and also changed
industry. trade and consumer perceptions in that
regard.
The Gauteng Hidden Gems brand was developed in
partnership with the Tourism Enterprise Programme
(TEP) to profile all unseen. unspoken of and generally
perceived as not visitor-appealing offerings by
industry. Guided by findings emanating from the
South African Travel and Tourism Summit. the creation
of visitor-focused experiences and brands informed
the Gauteng Hidden Gems brand and its offerings.
Gauteng Hidden Gems was very well profiled at the
Tourism lndaba. and allowed the tourism trade an
alternative and authentic visitor-driven experience.
Regional USPs development
The development of unique selling propositions (USPs)
for all regions to ensure alignment to the Gauteng
mother brand commenced during the past year. and
the West Rand and Sedibeng USPs were developed
through a consultative process with private sector
associations. municipalities and other role-players
such as tourism products.The West Rand has been
defined as the region of origins. heritage and
adventure because the Cradle of Humankind World Heritage
Site. history and heritage and adventure escapes and activities
emerged as the core regional offerings. The Sedibeng region
has been classified as the water region due to the prevalence
of the Vaal River. as its biggest and brand-differentiating tourism
offering.
Destination video and photography
The promotion of a destination. as well as presentation of
the brand offering. cannot happen in the absence of visual
collateral such as video and photography. A number of
videos were developed through various partnerships purely
for the purposes of profiling on different platforms:
A Gauteng Signature Collection video, showcasing
the total inventory of all signature experiences. This
video was used at trade shows such as the Tourism
lndaba. on online media platforms and shared with
key partners for ongoing profiling of the Gauteng
Signature Collection
Three City Film videos were created in partnership
with the globally acclaimed City Film. which
showcased our province's cities and surrounding
offerings on a global platform through partnering
with international hotels in over 40 countries
A destination commercial was produced during
the year under review. The commercial featured
two acclaimed South African actors. Rapulana
Seiphemo and Kenny Nkosi. in the Gauteng Sho't
Left domestic tourism campaign. This commercial
not only aligned to South African Tourism's national
campaign but also presented the domestic tourism
experience. as undertaken by locals. in a refreshing
and appealing manner
Online videos for all the Gauteng regions were
developed and approved. These videos are
presently loaded on the GTA social media
platforms. website and YouTube. and provide an
increased idea of what the broader Gauteng
tourism offering is through regional differentiation
As far as photography is concerned. a service provider was
commissioned to capture all of Gauteng's signature offerings
across the province. This does not only increase the GTA
photo library in terms of showcasing a variety of product and
experiences. but it is photography that is expressive of the
Gauteng brand that centres on the origins of humankind and a
place of ignition. cosmopolitan environments. competitive sport.
unique people and urban neighbourhood spaces.
• Collateral - Gauteng branding material. visitor's guide,
brochures, maps and visitor information
As much as it may seem as a minor area for branding.
this area is quite critical as it covers many platforms
where targeted audiences and key industry role-players
are exposed to the brand.The following collateral was
developed for increased destination branding. experience
profiling. and brand awareness and consumption:
Branding material - brand material that goes beyond the
profiling of the visual brand elements such as a logo and
corporate colours were developed.This material. as aligned
to the Cl. used photography on the branding and also
saw production of material suitable for various platforms
and target markets. e.g. region-specific branding for event
branding. etc.
Gauteng Visitor's Guide - for the first time. a comprehensive
Gauteng Visitor's Guide was created. The guide showcased
major tourism hubs across the regions. signature
experiences and hidden gems, providing visitors with a
variety of experiences from which to choose
Official Tourist Map - an official map of the province,
primarily for visitor navigation but also briefly capturing
our visitor hubs across all regions and signature offerings,
was developed. This map is widely distributed at visitor
information centres, exhibitions and other
promotional platforms
Visitor Information Centres - the creation of an aesthetics
manual the previous year, informed by the overall brand
manual for Gauteng for all Visitor Information Centres
(VICs), realised the branding of Gauteng's very first mobile
VIC. This was done in support of a project led by the
Visitor Information Services sub-unit. where the mobile
VIC was branded. All regional experiences are profiled
as informed by their regional USPs or flagship offerings.
This should not only see increased dissemination of visitor
information to address the issue of low product and
experience awareness, but also serve as mobile advertising
for Gauteng tourism offerings and other promotions, e.g.
launches. collateral distribution. etc.
Themed route maps - the design and printing of themed
route maps for events and the arts were also finalised
during the period under review
Gauteng Events Map - a Z-fold calendar of all Gauteng
signature events was developed in support of the
Convention & Events Bureau unit in the Integrated
Marketing and Communications (IMC) work stream. This
was used as part of the Gauteng Sho't Left campaign,
aimed at using events to increase visitor footfall into the
province. These included events such as the Standard Bank
Joy of Jazz Festival. Cradle Cycle Festival. Go West!. the
Gauteng Shopping Festival and other signature events
GeePee Life magazine - the rebranding and design,
production, printing and distribution of the second edition
of Gauteng's lifestyle magazine was completed as part of
the GeePee Sho't Left campaign, which was aligned to the
South African Tourism domestic campaign
Airport TV - a year-long partnership with Provantage was
entered into for the profiling of our experiences across
airports in the country. All campaigns, events and other
Gauteng promotions were profiled on this national
platform that targets business, leisure and other travellers
domestically and internationally. All these are key target
segments for Gauteng tourism
Additional and ad hoe brand support
Being a support function that oversees consistent and
increased brand profiling across the entire organisation, the
Brand Management unit also executed the following areas
of work on an ad hoe basis during the period under review:
Events invitation designs, photography and videos
for events such as the Lilizela Awards, Gauteng
Conventions & Events Bureau (GCEB) events, etc.
Exhibitions stand design, building and
construction support
2.3. 7 .2 Destination Communications
As part of the GTA's efforts to streamline integrated marketing
and communications work, it has adopted a channel
approach to selling Destination Gauteng.These channels are
the agency's reach to trade, leisure, business, visitor services
and media that in the overall makes up the travel and tourism
value chain. The approach of the GTA has been to use all these
channels through a single operating model that enables each
to leverage from the other. Also underpinning this approach is
a dedicated focus on unique characteristics and offerings of
Destination Gauteng, such as township experiences and key
work and messaging around transformation, modernisation
and reindustrialisation efforts by the provincial government.
The unit provides integrated communications services that
aid the agency's drive to position the province as a leading
leisure and business tourism destination in Africa and beyond.
The unit is, among others, responsible for the following areas
of work: media relations, including the Visiting Journalists
Programme, media hosting and familiarisation trips, as well
as communications research, content development, and
corporate and internal communications.The unit's main
purpose is to provide integrated communications services
that aid the agency's drive to position the province as a
leading leisure and business tourism destination in Africa and
beyond. The unit serves as a reliable point of contact and
disseminator of GTA information and services to key role-players
and.partners, and a valuable resource to both internal and
external clients.
Leisure and domestic tourism promotion
During the period under review, the unit focused on
the promotion of leisure and business tourism through
various channels. The unit promoted the Northern Corridor
Cluster of the Cradle of Humankind, Lion Park and Croc
City through national media channels. The unit also
developed and leveraged the Tourism lndaba platform by
collaborating with South African Tourism in hosting the Meet
South Africa international bloggers who formed part of the
annual leisure travel show in Durban.These bloggers were
deployed across the key experiences in Gauteng,
not only to immerse themselves with the offerings but
to further assist the efforts of the GTA in generating the
required content, especially images of the key Gauteng
signature experiences.
As part of the agency's domestic and leisure tourism
promotion drive, the unit spearheaded the a partnership
with Metro FM and Power FM in the period under review
to run a domestic #GeePeeShotLeft campaign in which
consumers or the public were directly engaged with, and
ran a competition in which lucky listeners won various
experience packages in key Gauteng attractions across
all regions.
The Destination Communications unit, as part of Gauteng's
Sho't Left drive, also produced and launched the Gauteng
lifestyle domestic tourism publication ( GeePee Life) and
partnered with major hotels and events in the distribution of
this important magazine.
Visiting Journalists Programme
With this programme, the Destination Communications unit
provides support to visiting travel, lifestyle, entertainment,
sporting and specialist niche-market journalists across
South Africa, the region and internationally. This support
is in the form of scheduled access to key content
sites, information packaging, access to events and
dedicated, specialist interviews to shape and influence
editorial content of various media publications and
programmes. In the period under review, a number of
international journalists, ranging from the Good Morning
Show in Australia that recorded live the Nelson Mandela
International Day broadcast from Vilakazi Street in Soweto,
to visiting journalists from Kazakhstan, the Eastern Cape and
Chino Travel News Week/ywere hosted.
The unit also played a leading role in facilitating the
shooting of the Hollywood blockbuster The Avengers in the
streets of Johannesburg CBD in the period under review.
The movie premiere was scheduled for June 2015 and the
golden city skylines are clearly visible in the trailer, a perfect
promo for the city of Johannesburg.
Guided by the provincial government's Transformation,
Modernisation and Reindustrialisation (TMR) Programme,
the unit has ensured that the organising of such visits
includes the embedding of township experiences and the
sharing of our collective efforts to engender a pan-African
agenda in the agency's marketing and promotion drive
with the visiting journalists.
Media hosting and familiarisation trips
In the period under review, several international and
domestic media were hosted with a view to provide
first-hand content and help in shaping and influencing
their editorial coverage. The goal of this programme is
to generate editorial coverage that inspires travel to the
Gauteng City Region in high-circulation publications in
South Africa and abroad. Overall. this programme has been
a hallmark of the agency's successful global media relations
strategy to build relations with the media and to also allow
them first-hand experience of Destination Gauteng.
With the rise in popularity of some of our flagship attractions
such as Maboneng, Braamfontein, the City Sightseeing
Red Bus and the continued scientific discoveries in the
Cradle of Humankind World Heritage Site, the agency
has in the period under review received unprecedented
requests and visits by foreign and regional media to visit
these sites for a first-hand experience. It is through this work
in collaboration with the cities that the agency has been
able in the past year to cement Joburg's standing in the
global arena as Africa's most-visited city, and further receive
accolades and awards for Maboneng and many of the
inner-city development initiatives. The unit has continued to
use big events to invite and host regional and local media,
leveraging on the staging of these mega events such as
the famous Soweto Derby soccer match between Orlando
Pirates and Kaizer Chiefs. This platform continues to be a key
enhancer of the agency's destination promotion content,
and a hit with both regional and local media.
Supporting our flagship and signature events
In line with the TMR objectives, the unit has aligned the
media promotional drive of the agency to focus on selling
key flagship and signature events across the African region,
and the Southern African Development Community (SADC)
in particular. This is part of the unit's efforts to strengthen
regional co-operation and trade with the promotion of,
among others, the inaugural Joburg Shopping Festival, the
Standard Bank Joy of Jou Festival and the Gauteng SANSUI
Summer Cup in Botswana, Angola and Mozambique.
The unit spearheaded the partnership with South Africa's
biggest lifestyle radio station, Metro FM. in promoting big
urban city vibe and lifestyle in Maputo in association with
the South African embassy in Mozambique. This enabled
the GTA to showcase some of Gauteng's top and emerging
designers in this key market, and further built momentum
and interest in the Joburg Shopping Festival.
The unit continued in the year under review its drive to
support Gauteng signature and flagship events with media
relations and mobilisation work. In that regard the unit
supported Go West!, the Soweto Wine Festival. the Getaway
Expo, the Joburg Inner City Festival. the Vaal Wine Route and
many others with the packaging of information for editorial
coverage and overall promotion. as part of selling Gauteng
as the home of mega events, lifestyle and entertainment.
Furthermore, in the period under review, the Destination
Communications unit co-ordinated media coverage and
support for the Heads of State Footprint Project in the Cradle
of Humankind. These events continued to draw massive
media interest and have been used to help improve and
build the profile of Gauteng's only World Heritage Site. The
unit has facilitated the hosting of targeted media sessions,
broadcasts and coverage through making available some
of Gauteng's key attractions to serve as anchor sites for
key national and international broadcasts. In that regard,
the Dinokeng Game Reserve and the Cullinan Tourism
Hub hosted SABC's Morning Live broadcast and ANN?
dedicated broadcast cov�rage.
The agency's Convention & Events Bureau unit also
received media support in the form of targeted coverage
and interviews on key print and broadcast media, with
special focus on business tourism, Meetings Africa and the
hosting of mega conferences and exhibitions.
Media partnerships
The Destination Communications unit has made
considerable strides in the year under review by building
lasting partnerships with the media. The unit initiated a
targeted relationship with the Eastern Cape-based
The Herald and Now Media for travel trade content, Metro
FM for Gauteng lifestyle events and domestic campaigns,
and Power FM for domestic and business tourism initiatives.
The unit continues to have a good working relationship with
Good Morning Africa, Morning Live and SABC's channel
404 Kaleidoscope programme, in which Gauteng-specific
coverage and content amounted to 19 episodes of the
48 travel and tourism programmes broadcast across the
African continent in the period under review: this is a
remarkable feat, considering the channel covers the rest of
Africa as well as all nine of South Africa's provinces.
Internal and corporate communications
In the period under review, the unit's limited capacity and
resources in this area of work was severely exposed. Despite
these limitations the unit continued to consistently produce
the various internal publications and programmes aimed
at ensuring direct and unmediated internal
communications flow.
The unit also produced an integrated change
management communications strategy that guided
the work of the technical task team that was set up to
lead the merger process of all three tourism entities in
the province. We initiated in the period under review, a
quarterly staff celebration and reflection of key quarterly
milestones achieved.The programme was a huge success
but had to be abandoned due to limited resources and
the implementation of cost-cutting measures by Treasury.
The unit continues to drive the production of the annual
report, and work with Corporate Services in organising staff
wellness and information sessions with key specialists and
experts in various aspects of staff professional life.
2.3. 7 .3 The Gauteng Convention & Events Bureau
The meetings industry has come of age and has firmly placed
itself at the centre of tourism as one of the key drivers of the
sector's development, and an important generator of income,
employment and investment. Gauteng has identified radical
economic transformation, modernisation of the economy and
reindustrialisation as core pillars for economic growth. The visitor
economy is critical to the economic success of the province,
and the meetings industry is one of the core pillars of this visitor
economy. In addition to important business opportunities, the
meetings industry provides immense benefits to the broader
economy as it generates on average a higher spending
level, reduces seasonality, contributes to the regeneration of
destinations, spreads knowledge and enhances innovation
and creativity.
Gauteng has become a serious player in the meetings,
incentives, conventions and exhibitions (MICE) market.
Gauteng has a proven capability, capacity, and an impressive
track record with regard to the successful hosting of major
international business events and incentives. Many international
visitors have experienced Gauteng's first-rate infrastructure,
outstanding star-graded business events facilities, award
winning international convention centre, world-class airport,
excellent accommodation options, and technology and
telecommunications infrastructure that rival the best in the
world.These, combined with the unique cultural interactions
our international visitors have with local communities, as well
as the many adventures and experiences unique only to
Gauteng, add to the value of hosting a business event or
incentive in the province.
The repositioning of the GTA provides for the establishment
of the Gauteng Convention & Events Bureau (GCEB) within
the GTA, which mirrors the South African National Convention
Bureau. This unit is already operational, although not fully
resourced as yet. The unit is tasked with implementing the MICE
and events strategic frameworks, and growing the MICE and
events industry in Gauteng. The aim is to provide assistance
to meeting planners, incentive organisers and events rights
owners who are considering Gauteng as their next MICE
or events destination. The GCEB is a ·one-stop" solution for
independent information and assistance, giving neutral advice
on all aspects of hosting and organising business and other
events in Gauteng. The unit will co-ordinate provincial bidding,
undertake research, and collaborate with the national and city
convention bureaus to promote MICE and events in Gauteng.
The unit will provide support at every level, using our expertise,
strategic planning and destination knowledge to ensure that
conferences, exhibitions, events or incentives in Gauteng are a
special experience - memorable for delegates and attendees,
and hassle-free for meeting planners and incentive organisers.
The MICE programme positions Gauteng as a quality
alternative to other international meetings, events and incentive
destinations. Gauteng's state-of-the-art facilities, high service
levels, diverse destinations and distinctive niche product
experiences are promoted in key geographic and segment
specific markets to generate new business opportunities, thus
growing tourism export revenues. The challenge now is to
establish Gauteng as a global MICE destination, delivering
a world-class visitor experience and ensuring that business
tourism contributes to the economic success of the province.
The GTA aims to grow Gauteng to be an ICCA top 50
international destination that delivers a compelling experience
for meetings and events. That success will include Gauteng
being recognised as a leading African event destination for a
broad cross-section of conferences, from small-scale meetings
to international association conferences, attracting thousands
of delegates.
The GCEB actively targets conferences and trade events of two
to three-day duration that need delegate accommodation,
1
because these events deliver greater economic benefits. It
targets the following categories of events and conferences to
the province:
Political and governmental events
Corporate - e.g. AGMs, sales conferences
Public sector - e.g. health, local government conferences
Associations - across all sectors and professions, working
closely with the universities to identify the sectors and
professions offering the strongest synergies with the
province, and which support the knowledge economy
Helping to increase the province's high-yield business tourism
market. the GCEB provides information and assistance to
meeting and incentives planners, media, corporate and
association buyers who show an interest in one of the five cities
that it promotes. Working beside organisations and business
event leaders, the GCEB identifies international and national
conferences, congresses. events. meetings and incentives
to bring to Gauteng. Support services include standard bid
support material. venue and accommodation sourcing,
network to gain local association and promotional support.
Using its extensive list of key stakeholders such as airlines, hotels,
venues. tour operators and government protocol offices, it is
capable of delivering quality services to all interested parties.
The GCEB assists professional meeting planners. destination
management companies, event organisers. associations and
corporate buyers in three stages (bidding, delegate boosting
and onsite event services stage). These include:
Bid assistance for national and international events/
conferences/meetings
Corporate events and incentive concepts
Access to support services and service providers
Provision of destination marketing material
Airport welcome and departure desk
Supply with a list of accredited Gauteng professional
conference organisers
Delegation boosting
Convention planning support
Site inspections
Generating leads:
During the year under review the GCEB undertook several
activities specifically designed to generate new leads, including:
The ICCA Africa business exchange with Middle East and
European chapters during IMEX Frankfurt 2014, resulting
in 18 business matchmaking appointments and two
qualifying business leads
Attendance at the Southern African Association for the
Conference Industry (SAACI) and Exhibition and Event
Association of Southern Africa (EXSA) congresses to
capitalise on large business events coming to Gauteng
over the next three years, and drive yield for both the city
and the province
Comprehensive sales calls were undertaken in key source
markets by the GCEB team, including visits to conference
and exhibition venues, hotels and relevant attractions. This
programme of targeted sales calls resulted both in new
leads and secured business
A new area of focus for 2014 was working with sports
federations and cultural community associations
Johannesburg hosted 23 international association
meetings and is now ranked 2nd on the continent and
1 02nd in the world
The GCEB developed its first meeting planner guide,
capturing information in all five regions of 400 products and
key conference services
Attendance at trade shows throughout the year, IMEX
2014, and Meetings Africa 2015. These provided important
platforms for the GCEB to raise awareness of Gauteng as
a business events destination, in addition to delivering new
business contacts and opportunities Activities in the period
under review include:
Conferences, exhibitions and events supported:
Propelled by strategic collaboration between the GCEB, private
and public sector organisations, as well as well-respected
industry partners, significant growth in the Gauteng business
events sector during the 2014 fiscal year saw the province
welcome more than 40 OOO overseas MICE visitors, generating
over R600-million in MICE revenue. These achievements saw the
GCEB exceed its annual targets for both visitor numbers and
industry earnings. Europe was our largest source of MICE visitors,
followed by the Americas and then Asia.
In 2014/15 the GCEB supported a total of 63 conferences, ex
hibitions and events. i.e. 23 international events. nine national
conferences, 12 exhibitions, nine signature events and eight
community events.
Examples of conferences. exhibitions and events supported
in 2014:
CONFERENCES AND EXHIBITIONS I
SIGNATURE AND COMMUNITY EVENTS
Africa R ail/ Aviation Outlook Africa/ Africa Ports & Harbour Show
International Franchise Expo
International Mineralogical Association
Conference of International Association of Universities and
Colleges of Art. Design and Media
World Orchid Conference
SA Automotive Week
World Franchise Council
Total Concrete Expo
The aim of the Gauteng Department of Economic Development
is to radically transform, modernise and reindustrialise the
economy of Gauteng. Events have been identified as drivers of
economic development in Gauteng. ensuring that the province
creates world-class events that generate significant economic
benefits, attract global media coverage, have wide appeal to
both local/domestic and international participants, and have
socio-economic benefits by involving communities, creating
jobs, developing skills. involving SMMEs and impacting on the
province's infrastructure by improving roads, public spaces and
places. For example, the Standard Bank Joy of Jazz, Gauteng's
oldest jazz festival, has grown exponentially over the years, now
attracting over 25 OOO patrons over the duration of the festival.
The event has a youth development programme, Geleza Kleva,
which empowers young, upcoming musicians.
Impressively, international business events secured during
the year improved on room nights and forecasted economic
impacts due to increased delegate numbers.
Examples of confirmed business:
Public Relations World Congress
Africities Summit
World Congress on Healthy Ageing
African Union summit
Automechanika Johannesburg
World Cup - Women's epee fencing
Bouma Conexpo Africa
IIPT World Symposium
International Road Safety
World Energy Security
Discop Africa
Conferences & exhibitions for which bids were submitted in 2014, for future business:
World Universities Debate Championships 2017
International Conference on Rare Diseases and Orphan
Drugs 2018
Joburg Shopping Festival
Jo burg Art Week Fair
Spring Explosion
Showbiz Entertainment Arts Expo
Moretele Park Tribute Jazz Festival
Standard Bank Joy Jazz Festival
Go West!
Land Rover Africa Cup
Vaal River Meander Wine Route/Vaal River Carnival
Future Champions Cup
International Wood Protection 2019
Commonwealth Association of Polytechnics in Africa 201 8
The International Conference on Survivors of Rape 2016
Global Entrepreneurship Congress 2017
UFI Congress 2017
Digital Earth Summit 2017
COP 17 (conference on trade in endangered species)
Delegate boosting: During 2014, delegate-boosting activities were undertaken
for conferences and exhibitions to be held in Gauteng in the
coming years. The purpose of this activity was to promote
Gauteng as the host province for the next event, and also
raise awareness about options for extending a delegate's
stay to include pre- or post-touring experiences. To maximise
delegate attendance, the GCEB team plays an active role,
working alongside city bureaus, local hosts and conference or
exhibition organisers, through the delivery of delegate-boosting
initiatives and other marketing and promotional activities.
Familiarisations: In 2014, with the support of the SANCB and South African
Airways, 12 international familiarisations and 16 site visits were
held in Gauteng, during which key decision-makers were
hosted by GCEB staff (on some occasions in partnership
with the local host organisation and city), and were given a
comprehensive overview of the GCEB's business events offering,
in line with the requirements of their specific conference. This
was done to ensure that key decision-makers are shown the
premier suppliers of convention venues, exhibition centres,
accommodation establishments and tourism attractions in all
five regions of Gauteng. In all cases, hosted buyers and media
were impressed with Gauteng and its unique visitor offering.
Liaison with industry
Together with the SANCB, cities' convention bureaus and
tourism associations. eight successful stakeholder networking
events were co-ordinated during the year.
Meetings planner guide:
The GCEB developed its first meeting planner guide and
captured information in all five regions of over 400 products
and key conference services. It is a distinctive resource
for professional conference and events organisers. when
considering holding a conference or event in Gauteng. This is a
valuable tool that provides advice on how to interact with and
gain support from the GCEB team, and information on a wide
range of venues. accommodation. general services, wining and
dining. and the beautiful regional areas of Gauteng.
Membership:
The team continued to leverage off GCEB membership of the
International Conference and Convention Association (ICCA).
Destination Marketing Association International (DMAI), SAACI
and EXSA. These important relationships continue to offer real
opportunities for lead generation and in securing valuable bids.
Looking ahead:
This year's results show that Gauteng continues to grow
in popularity as a world-class business events destination,
attracting a high calibre of both national and international
meetings year on year, and improving its position in the
business events industry.
2.3.7.4 Leisure & Consumer Marketing
The Leisure & Consumer Marketing unit does not operate or
exist in a silo. but as a sub-unit within the Integrated Marketing
and Communications Unit (IMC) division of the GTA. and thus
works as a team within the overall work stream that includes
Destination Communications. Brand Management. Trade &
Convention and GCEB.
The previous year saw the marketing of the Gauteng Signature
Collection and Gauteng Hidden Gems. which are a collection
of all Gauteng's must-see, and iconic leisure experiences
through the consumer show programme. The consumer
show programme is an excellent way to meet face-to-face
with potential visitors and to provide destination awareness
!or Gauteng.Although consumer shows have become less
popular with consumers over the years, certain shows such as
the Gauteng Getaway Show, Gauteng Outdoor Show, Rand
Show and the Soweto Wine & Lifestyle Festival have brought a
number of good results to industry partners. These shows are
particularly effective when the local operators attend and are
able to sell their product directly to the consumer. The consumer
show programme also provides an excellent opportunity for
co-operative marketing, as the GTA often allocates additional
booth space for products. Consumer shows are assessed
on three key criteria: feedback from participating operators
(bookings. enquiries and overall perception of the show).
marketing exposure at the show (sponsorship opportunities.
show attendance and materials handed out). and actual
enquiries fielded by the GTA.
Key milestones and activities in the period under review:
A number of key projects were undertaken as set out in the
operational plan for the 2014-15 financial year. all in support of
achieving the broader organisational, IMC and the consumer
and leisure marketing-specific objectives:
The consumer show programme
The Outdoor Eco Adventure and Travel Expo was particularly
effective when local operators attended and were able to sell
their product directly to consumers. The Outdoor Eco Expo is
an annual. national consumer show for all outdoor-product
suppliers. as well as travel and tourism-related marketers.
Presented in Johannesburg, the show offers the COHWHS,
Dinokeng and the GTA an opportunity to market new
and existing products and services directly to the relevant
consumer. The show attracts a high-quality audience of high
income earners who have a passion for adventure, travel and
the outdoors. This audience falls within the COHWHS, GTA and
Dinokeng-targeted tourism market (the Established market).
i.e. a large audience falling within the Living Standards
Measure (LSM) bracket of 7-10.
Gauteng Getaway Show
The Gauteng Getaway Show is an annual national
consumer show for all outdoor-product suppliers, as well
as travel and tourism-related marketers. It provides an
excellent opportunity for co-operative marketing, as the GTA
allocates additional booth and outside space for products.
The show also offers the GTA an opportunity to market new
and existing products and services directly to the relevant
consumer. The Getaway Show assists in increasing visitor
volumes. visitor spending and economic impact for the
destinations by developing awareness and preference.
In 2014. the show had more than 260 exhibitors and
welcomed 23 949 visitors through its doors.
The Rand Show
Unlike many other consumer purchases. tourism consumers
buy a destination ·experience· comprising places to visit,
places to stay and things to do. If Gauteng is to defend
its market share of visitors and increase visitors' length of
stay and spend, there must always be a collective effort
to ensure that the Gauteng brand collaborates with key
partners in the industry that are perceived to be generating
economic benefits for the province. The GTA therefore
played a leading role in the realisation of the Rand Show,
which provided the perfect marketing platform for it to
increase brand awareness of Gauteng. The GTA partnered
with the Rand Show as one of its endorsing sponsors.
Soweto Wine & Lifestyle Festival
The Soweto Wine & Lifestyle Festival celebrated l 0
years in 2014. This event took place at the University of
Johannesburg, Soweto Campus. The festival, which started
with a few hundred visitors tentatively trying wines, is now
attracting l O OOO visitors to the three-night event from across
South Africa and the world. With an economic impact
in excess of Rl 0-million in direct investment into Soweto.
made up of hotel accommodatior.i. travel hire, employment.
food and sundries, the event has had a significant impact
on the economic stimulation of the city of Soweto. In the
year under review, during the 10-year celebrations, the GTA
sponsored the Gauteng Taste of Africa Theatre Experience.
The Gauteng Taste of Africa featured Gauteng's top
restaurants, particularly from the Maboneng Precinct, in a
bid to drive traffic and business back to Maboneng while
showcasing Gauteng's finest in African cuisine.
Domestic tourism campaign
In most successful tourism destinations around the world,
the domestic market forms the backbone of the tourism
industry. In South Africa, as a result of our history, many
South Africans did not have the opportunity to travel within
their own country. and are therefore not accustomed to
tourism and do not participate readily in travel and tourism
to the extent that is possible. The Domestic Tourism Growth
Strategy (DTGS) also identified that the barrier to travel by
the majority of South Africans is the perception that travel
is expensive and not affordable. Domestic marketing will
remain the bedrock of our industry. The new segmentation
has been used to formulate the Sho't Left campaign, with
the focus on affordable, accessible packages geared
toward the new segments.
The purpose of the consumer and leisure unit was to address
the challenges of geographical spread and seasonality, which
offers opportunities for enhanced levels of domestic tourism.
The unit's main expected outcomes were to create tourism
campaigns with the aim of benefiting local communities;
creating a holiday culture; extending visits to friends and
relatives into tourism leisure, and marketing domestic leisure
to all major local markets. The GeePee Sho't Left campaign
implemented raised awareness of local travel. The campaign
was designed with the objective of encouraging South Africans
to see the unrivalled value that domestic travel delivers and
thereby overcoming the perception that:
Travel offers no real value
Travel is expensive
We need to disrupt the retail category
The GeePee Sho't Left campaign proposition is that there is
unrivalled fun to have everywhere in Gauteng.The campaign
is fully integrated, sustainable, unconventional, unexpected
and entertaining. Gauteng is presented to the consumer in
an inspiring and compelling fashion in the Sho't Left summer
campaign through strategic marketing partnerships with the
Gauteng Signature Collection (products), and using innovative
emerging marketing tools to reach new customers and
encourage repeat visits.
In response to the DGTS, the GTA placed emphasis on rolling out
the summer campaign, which was fully integrated with South
African Tourism's Sho't Left campaign.The campaign's critical
success resulted from the collaboration between the GTA and
industry partners (the Signature Collection products), who
ensured the availability of affordable packages and addressed
seasonality and geographic spread.Tourism advertising impacts
consumer perceptions of provinces in accidental yet positive
ways, and also generates significant economic impact by
driving visitation, with long-term potential for broader economic
development. The promotion of a destination cannot happen in
the absence of advertising.The GTA embarked on an integrated
advertising promotion through the following channels: Metro FM,
billboards, street poles, Gautrain escalators, screens,
in-flight magazine advertising, and using toll reach promotions in
partnership with South African Tourism as a platform to distribute
collateral at the major tollgates entering Gauteng.
2.3.7.5 Digital Marketing
The role of Digital Marketing is to utilise the most effective digital
media platforms to increase brand visibility, engage, attract and
retain unique visitors. The continuously increasing popularity of
various digital platforms, e.g. the Internet, mobile and tablets
and social media, in all phases of a traveller's conversion from
destination awareness to finally booking and then post-trip
sharing, makes e-marketing key in promoting destinations
to travellers.
From a destination marketing organisation's perspective, the
challenges and opportunities to reach and convert travellers
are both great. One of the challenges is to provide quality
content that matches travellers' needs and search behaviour.
This means not only drawing consumers to owned channels,
but being present and available on the travel and social
channels that are consulted during a traveller's information
gathering and decision-making phases. Marketers can no
longer broadcast company-centric messages to consumers;
instead, consumers will access various channels of information
on multiple platforms to meet their needs. The new consumer
is a demanding individual and the online travel environment
highly competitive.
Due to ever-changing needs and technologies, digital channels
need to be in a constant state of enhancement. As important
as new developments is maintenance, a critical success factor
often overlooked by marketers. Maintenance of existing content
and tools contribute to quality, building of trust and being able
to take advantage of new functionality, and has been key in the
achievement of our overall objectives.
Key milestones and activities in the period under review:
For the period under review, the GTA implemented a strong
digital strategy that focused on increasing brand visibility in the
domestic and international tourist target market, by focusing on
and leveraging partnerships through events. Our strategy had
a strong focus on advocacy to reach the domestic market: we
identified key online influencers, based on their ability to amplify
the conversation with key audiences.
One of the highlights of our e-marketing work was the GeePee
Sho't Lett campaign, which ran from September 2014 until
March 2015. The campaign aimed to create awareness of the
signature experiences and hidden gems in Gauteng: position
Gauteng as a premier destination with many experiences
and a rich history; highlight and promote key events that
make the province a sought-after destination to visit over the
summer period; and encourage people to explore the region
of Gauteng while attending these events. The campaign
was centred around three signature events, which were
leveraged to promote the themed tourist maps, published on
the GTA website.The GeePee Sho't Lett campaign stimulated
engagement through competitions and produced an array
of multimedia content for social media platforms, including
custom-made videos and branded imagery. Part of the GeePee
Sho't Lett strategy involved utilising sponsored posts to increase
engagement on all social media platforms.
Following the successful completion of the campaign, the
GTA launched the GeePee Lifestyle campaign that focused
on smaller events strategically designed to grow the brand
domestically, by partnering with four key local event organisers
and influencers to drive organic conversations. The campaign's
main objectives were to create a buzz around locations, events,
lifestyle hubs and entertainment venues in Gauteng, and
increase brand visibility to domestic tourists.
Social media growth and engagement was a key focus for
e-marketing in the year under review, as witnessed by the
growth of the Gauteng social media properties. The GTA
Facebook page exceeded its target of 30 OOO likes and
achieved 60 OOO, backed by a strong bought media budget.
The GTA Twitter profile also exceeded the target of 6 OOO
followers with over 8 OOO, and the YouTube property's target of
80 OOO views was exceeded with over 142 OOO views.
The Gauteng Travel Guide mobile opp was launched at the
beginning of 2013 with great success, becoming the most
popular free travel opp in South Africa and achieving nearly
3 039 downloads by the end of 2014/15.
2.3.7.6 Trade Marketing
The purpose of the Trade Marketing unit is to increase leisure
visitor volume, length of stay, visitor spending and economic
impact for Destination Gauteng through the promotion and
distribution of the destination's travel products to the travel
trade. The main expected outcome from the period under
review was the implementation of a trade marketing strategy, in
order to engage optimally on the travel trade platform.
Tour operators, agents and other sales channels are critical
to the success of our tourism marketing initiatives. Travel
professionals who understand Gauteng experiences and
products will achieve greater success in selling our destination
to their customers. Travel and reservation agents and consumer
direct tour operators can recognise and influence Gauteng's
target customer and deliver the Gauteng brand message to
close the sale on Gauteng programmes.
The GTA Trade Relations team influences operators on how
to modify their existing product or how to communicate the
key motivators within that product, in ways that will most
resonate with their best target. During the period under
review it has worked with the travel trade to determine which
tourism products were packaged and market-ready, and then
promoted these aggressively to the trade through a variety of
marketing and sales initiatives.
Key milestones and activities in the period under review:
The main activity during the period under review was the
implementation of a new trade marketing strategy, in order
to be able to engage optimally with the travel trade. In order
to develop awareness of Gauteng and enhance its appeal
as a recognised global competitor for leisure and business
travel, the promotional plan for the year under review has been
aligned mainly to South African Tourism co-funded events and
trade shows where provinces were invited to participate. These
events were mainly made up of international trade shows and
South African Tourism in-country roadshows.
Our support of the travel trade varied depending on the
market, but generally included the following activities:
Attending key travel trade marketplaces to meet with key
accounts and identify potential new travel trade partners
Providing destination awareness, education and ideas for
product marketing
Providing up-to-date product and planning information
Encouraging the travel trade to carry and promote
Gauteng products and experiences
Supporting familiarisation (FAM) tours for product managers
and sales agents, to increase their awareness and sales of
Gauteng travel experiences
Creating strategic co-operative marketing partnerships
and promotions, to enhance destination awareness and
generate sales
A number of trade resources were developed, including
promotional resources such as product information sheets. tour
planners. new product updates and sample itineraries. All of
these collateral pieces help to keep Gauteng top of mind with
the travel trade.
The GTA attended a number of key trade shows. marketplaces
and sales events to promote Gauteng as a group and
packaged tour destination. The GTA has taken a more strategic
approach by increasing sales calls and activities to ensure a
high rate of return. and has broadened its investment in key
markets. The GTA participated in the following trade shows:
Tourism lndaba (May 2014)
WTM (November 2014)
Roadshows are facilitated by South African Tourism to open
up key emerging markets. The province is represented at
the roadshows to share insights and promote the provincial
product offerings to the hosted trade and media. Participation
for 2014/15 is highlighted below:
SA Tourism China roadshow
SA Tourism India roadshow
Trade FAMs are an excellent way for the GTA to showcase
market-ready products to the travel trade and to enable
Gauteng's local tour operators to sell their products on the
international wholesale market. The GTA collaborates with South
African Tourism and the industry to co-host travel trade clients
on site visits of Gauteng. The GTA strengthened Gauteng's
profile through existing and new relationships with key trade
channel partners. The GTA hosted both Netherlands and India
travel agents, and presented new packaged tours to the group
during the period under review.
GOVERNANCE
3.1 INTRODUCTION
The GTA is established as a Schedule 3(c) Provincial Public
Entity in terms of the Public Finance Management Act (PFMA).
No. 1 of 1999.
The Gauteng Tourism Act, No. 18 of 1998, was the GTA's enabling
legislative framework until 5 February 2002. The Gauteng Tourism
Act, No. l O of 2001, then repealed the Gauteng Tourism Act. No.
18 of 1998. The GTA is therefore currently established in terms
of the Gauteng Tourism Act, No. l O of 2001. The promulgation
of the aforementioned Act was effectively a revision of the
previous enabling legislation. Such revision allowed for
applicable GTA policies, procedures and the delegation of
powers to be amended, for purposes of operational efficiency
and in compliance with national legislative frameworks.
The Gauteng Tourism Amendment Act, No. 3 of 2006, came into
effect on 7 June 2006. The Amendment Act provided (among
other amendments) that a Board of Directors would be
established as the accounting authority. The Board of Directors
was duly appointed on l February 2007.
The PFMA and Treasury regulations as applicable to Schedule
3(c) Provincial Public Entities. are adhered to by the GTA.
Such compliance has resulted in the development and
implementation of the following policies:
Supply-chain management policy
Credit card policy
Petrol card policy
Receivables policy
Asset management policy
Fraud prevention policy
Materiality policy
Investment policy
One of the most important legislative developments to take
place during the reporting period was the promulgation of
the new Tourism Act, No. 3 of 2014, on 16 June 2014. The new
Tourism Act repealed both the Tourism Act of 1993 and the
Tourism Second Amendment Act of 2000. It should be noted
that the Regulations for Tourist Guides, which were promulgated
in 1994 and 2001 respectively, will only be repealed once new
regulations are passed, a process currently under way.
The new Tourism Act, No. 3 of 2014, is important for the
following reasons:
It replaces the spontaneous creation and application of
non-legislative rules. thereby establishing order in a sector
It is a prerequisite for society to develop and set rules that
are enforceable and applicable for all. thereby creating an
enabling environment for future development and growth
The main aim of the new Tourism Act. No. 3 of 2014. is therefore
to provide for the development and promotion of sustainable
tourism for the social, economic and environmental benefit of
all South African citizens.
Its key objectives are to promote the practice of responsible
tourism. provide for the effective marketing of South Africa
domestically and internationally, promote quality tourism
products and services, encourage growth and development in
the sector, and advance effective inter-governmental relations
in developing and managing tourism.
To this end, the Act now includes the National Tourism
Sector Strategy as part of the legislative framework for the
management and development of tourism. The Act furthermore
provides for knowledge and information management.
monitoring and evaluation. and makes provision for the calling
for information from tourism businesses. The intention of these
provisions is aimed at fostering better understanding of the
sector and at improving decision-making. It should be noted
that the provision of information is voluntary, and allows for
incentives for businesses that participate.
Provision is also made for the issuing of norms and standards
to standardise the management and development of tourism.
Provision is also made for the determination of codes of good
practice as guidelines for the management of tourism. The Act
also aims to regulate the tourist guide profession.
The GTA therefore intends to revise the Gauteng Tourism Act, No.
10 of 2001, during the next reporting period, in order to ensure
better alignment with the provisions of the new Tourism Act, No.
3 of 2014.
3.2 EXECUTIVE AUTHORITY
The MEC for Economic Development appointed 1 O new Board
members with effect from 1 November 2014 until 31 October
2017. The former chairperson of the GTA Board was retained.
and nine new Board members were appointed.An induction
into the affairs of the GTA was given to new Board members on
2 and 3 December 2014.
A shareholder compact was entered into between the MEC for
Economic Development as the relevant executive authority, and
the GTA. This document ensures that an effective leadership
and governance framework outlines the clarity of roles between
the MEC and the GTA as well as the alignment of strategy,
a clear mandate and performance targets for the GTA. and
effective monitoring conducted by the executive authority.
The Executive Council of the Gauteng Provincial Government
took a decision in 2010 that the GTA, COHWHS and Dinokeng
Projects should be merged into a tourism promotion agency.
The Board gave extensive attention to this matter during
the financial year and ensured that it complied with all the
requirements determined by the Gauteng Department of
Economic Development.
3.3 THE ACCOUNTING AUTHORITY - THE GTA
Introduction of Board
From its initial establishment, a Board of Directors who were
duly appointed by the MEC for Finance and Economic Affairs
governed the GTA. On 5 February 2002, in accordance with the
provisions of the Gauteng Tourism Act, No. l O of 2001, the CEO
was designated as the accounting authority for the GTA. The
MEC was designated as the executive authority and advised by
an advisory committee, while the GTA also established an audit
committee and a procurement committee.
The Gauteng Tourism Amendment Act, No. 3 of 2006, ensured
that as of l February 2007, the responsibilities of the accounting
authority were designated to the new Board of Directors. This
Board became fully functional in the 2007 /8 financial years. At
the first Board meeting held on 22 May 2007, a resolution was
passed that each current and future Board member would sign
a declaration of interest at every Board meeting.
The Board therefore:
Retains full control and oversight in respect of the entity, its
plans and strategy
Bears responsibility for strategy implementation, compliance
with internal policies, external laws and regulations, effective
risk management and performance measurement
Is additionally responsible for transparency and effective
communication, both internally and externally, by the GTA
The roles and responsibilities of the Board are detailed in the
approved GTA Board Charter and are as follows:
To provide effective corporate governance that involves
relationships between the DED, the GTA and other relevant
stakeholders in terms of the Gauteng Tourism Amendment
Act, No. 3 of 2006
Manage the business and affairs of the GTA. This includes
setting strategic direction and goals, and monitoring
management's implementation of that strategy. Additionally,
this function entails the monitoring and review of the GTA's
corporate strategy, major plans of action, risk policy, annual
budgets and business plans. The Board must regularly
identify key risk areas and key performance indicators,
based on both financial and non-financial aspects
Ensure that the GTA is fully aware of and complies with
applicable laws, regulations and government policies
Ensure that they have unrestricted access to accurate,
relevant and timely information of the GTA
Act on a fully informed basis, in good faith, with diligence,
skill and care and in the best interests of the GTA, while
taking into account the interests of all stakeholders,
including employees, creditors, customers, suppliers and
local communities
Closely monitor the process of disclosure and
communication, and exercise objective judgment on the
affairs of the GTA, independent of management
Maintain the confidentiality of all confidential matters of the
GTA, as individual members of the Board
Monitor and manage potential conflicts of interest of
management and Board members. The Board as a
whole and each individual member may not accept any
payment of commission, any form of bribe, gift or profit for
him- or herself
Develop a clear definition of the levels of materiality or
sensitivity in order to determine the scope of the delegation
of authority, as well as reserve specific powers and authority
solely for itself. Delegated authority must be recorded in
writing and evaluated on a regular basis
Ensure that financial statements are prepared for each
financial year, which fairly represent the affairs of the GTA
Appraise the performance of the chairperson on an annual
basis. The Board should also on an annual basis review
and evaluate its mix of skill, experience and other qualities
in order to assess the effectiveness of the entire Board,
its committees and the contribution of each individual
member during the entire term of office
Maintain the highest standards of integrity, accountability
and responsibility, and ensure that it finds a fair balance
between conforming to corporate governance principles
and the performance of the GTA
Doing all that is necessary or expedient to perform its
functions, including -
Acquiring or disposing of any right in or to property, but
ownership in immovable property may be acquired or
disposed of only with the consent of the MEC
Opening and operating banking accounts in the
name of the GTA
Investing any of the GTA's money
Insure the GTA against any loss, damage or risk or any
liability it may incur in the application of the Gauteng
Tourism Amendment Act, No. 3 of 2006
Perform legal acts, including acts in association with
or on behalf of any other person or organ of state
Conclude agreements with organs of state, and other
persons
Institute or defend any legal action.
It is important to note that the Board may delegate, in writing,
any of its powers to the chief executive oficer.
Board Charter
The GTA Board Charter was reviewed and approved by the
Board on 31 January 2014, and by the new Board on 29
January 2015. The Board Charter makes provision for the
following areas:
Structure and composition of the Board
Roles and responsibilities of the chairperson
Operating procedures of the Board
Responsibilities of the Board
Delegation of authority
Term of office
Disqualification and vacation of office
Conditions of appointment
Fees
Company policies
Conflict of interest
GTA committees
Review of charter
The GTA Board Charter is reviewed on an annual basis. The
stipulations in the GTA Board Charter have been implemented.
Composition of the Board
Section 5.A of the Gauteng Tourism Amendment Act, No. 3 of
2006. makes provision for the MEC to appoint a Board of not
less than seven (7) and not more than ten (l 0) members. The
MEC for Economic Development appointed l O Board members
for the period l February 2007 to 28 February 2010. Some
members resigned. one member died, and the tenure of those
Board members who resided outside the Gauteng province
was not extended. Due to the pending merger of the GTA with
the COHWHS and Dinokeng Projects, new Board members were
not appointed, and the tenure of some Board members was
extended until 30 October 2014. The Board therefore initially
consisted of five members during the reporting period.
The following Board members were appointed during 2014/15
(l April-30 October 2014):
Mr Khehla Mthembu (chairperson)
Mr Mthembu was appointed by the MEC for Economic
Development from l February 2007 and his appointment
was extended until 31 October 2014. Mr Mthembu was also
reappointed as the chairperson by the MEC for Economic
Development for the period l November 2014 until
31 October 201 7.
Mr Mthembu obtained a Bachelor of Commerce degree from
Unisa,was a member of the MAP programme from the Wits
Business School. and attended management development
diploma programmes from the London School of Economics,
University of London. Harvard Business School and INSEAD
in Paris.
Mr Mthembu was interaliachairperson of Sun International and
group executive of Tourvest Holdings Ltd, and gained extensive
experience in the hospitality industry, which is a vital component
in the tourism field. He is now the group executive director of
Manoja Leisure Group. which focuses on leisure, hospitality and
travel. He is au faitwith the various tourism institutions and how
they relate to each other. Mr Mthembu has been instrumental in
forging close working relationships and partnerships between
the travel and tourism industry and the GTA.
He serves on the following Boards:
Tourvest Holdings Shareholder/Director
Guam Tourism Shareholder /Director
Wyandanch Group Shareholder /Director
Wyandanch Technical Group Shareholder/Director
Manoja Consulting Shareholder/Director
Manoja Leisure Shareholder/Director
Ms Nomaxabiso Majokweni (deputy chairperson)
Ms Makwojeni was appointed by the MEC for Economic
Development from l February 2007 and her appointment was
extended until 31 October 2014. Ms Majokweni obtained a
Bachelor of Commerce degree from the University of Transkei,
attended an industrial relations development programme
at the University of Stellenbosch Business School. and also a
breakthrough programme for senior executives at the Institute
of Management Development in Switzerland. Ms Majokweni
also studied to obtain an executive MBA at the University of
Cape Town's Graduate School of Business.
Ms Majokweni serves on the following Boards as a
non-executive director:
Gibb Holdings
StauchVoster Architects
Black Lite Solar Energy
Mr David Moshapalo
Mr Moshapalo was appointed by the MEC for Economic
Development from l August 2008 until 31 October 2014.
Mr Moshapalo attended training in modern management
at Caltex Oil (SA) (Pty) Ltd, the New Leadership Programme
at the Arthur D Little School of Management in Cambridge,
Massachusetts. industrial relations, human resources
development and personnel management in Tokyo, and
the ILO Strategic Management of Employer's Organisation in
English Speaking Africa. in Turin. Mr Moshapalo serves on a
number of Boards:
Advatrix Investment (Ply) Ltd
Advacom Investments (Ply) Ltd
Director
Director
Bombela Concession Company (Ply) Ltd Director
Bombela Turnkey Contractor (Ply) Ltd Director
Business Partners (Ply) Ltd
Business Venture Investments
No. 927 (pty) Ltd
Director
Director
lnduna Tippers (pty) Ltd Director
lsithimela Advertising Company (Ply) Ltd Director
lsithimela ICT Company (Ply) Ltd Director
lsithemela Property Development Director
Company (pty) Ltd
lsithimela Rail Maintenance (Ply) Ltd Director
lsithimela Rail Services (Ply) Ltd Director I
Chairman
Lakeshore Trading 36 CC Member
Lyncon Construction (Ply) Ltd Director
Sota Foundation (Association Director
Incorporated underSection 21)
SPG Specialised Security Services
(Ply) Ltd
Strategic Partners Group (Ply) Ltd
Strategic Partners Group
Corporate Investments (Ply) Ltd
Talamo Fleet Logistics Investments
(Ply) Ltd
Director
Director/
Shareholder
Director
Director
TSM Business Enterprises (Ply) Ltd Member
Withmore Investments l (Ply) Ltd Director
Kumnandi Investment Holdings (Ply) Ltd Director
RiverportTrading 58 Director
SPG Concessions (Ply) Ltd Director
Strategic Partners Group Construction Director
(pty) Ltd
Strategic Partners Group Investments Director
and Operations (Ply) Ltd
Veteran Council (Association Director
Incorporated under Section 21)
Ms Moipone Molotsi
Ms Molotsi was appointed by the MEC for Economic
Development from l February 2007 and extended until 31
October 2014. Ms Molotsi has a BA Education degree and a
post-graduate diploma in Management from Wits University,
and a Master's degree in Business Administration from De
Montfort University, Leicester.
Ms Molotsi serves on the following Boards:
Gauteng Film Commission
Basuoa Organisation
Germiston Fastener
Mr Leo Makgamathe
Director /Member
Member
Member/85% ownership
Mr Makgamathe was appointed by the MEC for Economic
Development from l March 2010 until 31 October 2014. Mr
Makgamathe obtained his 0-Levels and HIGCSE from the
International School of South Africa, a BA degree in Political
Studies and Economic Studies from the University of the
Witwatersrand, a post-graduate diploma in Management at
the University of Cape Town's Graduate School of Business, and
registered for a Master's degree in Development Finance at the
University of Stellenbosch Business School.
The MEC for Economic Development appointed the following
Board members with effect from l November 2014 until 31
October 2017:
Mr Khehla Mthembu (chairperson)
Mr Mthembu was appointed by the MEC for Economic
Development from l February 2007 and his appointment
was extended until 31 October 2014. Mr Mthembu was also
reappointed as the chairperson by the MEC for Economic
Development for the period l November 2014 until
31 October 2017.
Mr Mthembu obtained a Bachelor of Commerce degree from
Unisa; was a member of the MAP programme from the Wits
Business School, and attended management development
diploma programmes from the London School of Economics,
University of London, Harvard Business School and INSEAD
in Paris.
Mr Mthembu was infer a/iachairperson of Sun International and
group executive of Tourvest Holdings Ltd, and gained extensive
experience in the hospitality industry, which is a vital component
in the tourism field. He is now the group executive director of
Manoja Leisure Group, which focuses on leisure. hospitality and
travel. He is au faitwith the various tourism institutions and how
they relate to each other. Mr Mthembu has been instrumental in
forging close working relationships and partnerships between
the travel and tourism industry and the GTA.
He serves on the following Boards:
Tourvest Holdings Shareholder/Director
Guam Tourism Shareholder /Director
Wyandanch Group
Wyandanch Technical Group
Manoja Consulting
Manoja Leisure
Shareholder /Director
Shareholder /Director
Shareholder /Director
Shareholder /Director
Dr Lulama Zitha (deputy chairperson)
Dr Zitha was appointed deputy chairperson of the GTA Board
by the MEC for Economic Development. She is a public finance
consultant. who has extensive experience in public finance
and economic development. She is currently the managing
director of Zilule Business Enterprise. her own management
consulting company. Her experience includes acting as
GesellschaftTechnische Zusammenarbeit (GTZ) adviser to the
National Treasury. This is an international co-operation enterprise
for sustainable development with worldwide operations that
is based in Eschborn. near Frankfurt am Main, and supports
the German government in achieving its development policy
objectives. It provides viable. forward-looking solutions for
political, economic, ecological and social development in
a globalised world. Working under difficult conditions. GTZ
promotes complex reforms and change processes. She was
also instrumental in implementing financial management
reforms for municipalities in South Africa. Dr Zitha is the former
chairperson of the Central Johannesburg Further Education
Training College.
She serves on the following Boards:
Zilule Business Enterprise
Bothakga Burrow
Ms Moroesi Chiloane
Director
Director
Ms Chiloane has a Master's degree in Management and Public
Development. and is in the process of obtaining her doctorate
in this field. She has extensive experience in the education
sector and is passionate about developing learners. Her
experience is beneficial particularly with regard to training and
development programmes.
Ms Chiloane serves on the following Board:
Buvhezi Trading 755cc
Ms Khusela Sangoni
Ms Sangoni has an in-depth and intimate understanding of
Gauteng Province. having served for six years as chief director
within the GPG. She was also an executive responsible for
business relations at the Careways Group, managing numerous
blue-chip clients including Volkswagen SA. De Beers. SAB and
Transnet. She has also served as a member of the audit and
risk committee of Joburg Metrobus. a member of the Board
for the same entity, and a trustee on Sanlam's Ubuntu Botho
Trust. Ms Sangoni is currently serving as the head of media
relations in the ANC's Department of Information and Publicity,
and is responsible for providing strategic communication
counsel to the National Executive Committee of the ANC
as well as building and maintaining relationships between
the organisation. the media and other key stakeholders. Ms
Sangoni's well-rounded skills in governance. marketing
and tourism promotion, social activism and strategic
management will make an invaluable contribution to the GTA
and the province.
Ms Sangoni serves on the following boards:
Brand Jabulani Shareholder/Director
Elethu Consulting
Lavela Media
Joburg Metrobus
Mr Republic Monakedi
Shareholder /Director
Shareholder /Director
Director
Mr Monakedi has served in several senior management
positions in the public sector for the past 16 years. He started
his management career as head of the Limpopo Youth
Commission. and was appointed municipal manager of
the Ephraim Mogale Local Municipality in 2007. He has both
theoretical and practical understanding of key management
issues such as financial management. marketing, strategic
planning, economic development and capital resources
management. Mr Monakedi has served on the Northern
Transvaal Training Trust Board, the Limpopo Development
Agency Board and the Risima Housing Finance Board. He has
practical experience of governance at executive levels.
Mr Monakedi's Master's degree in Development Planning was
based on tourism.
Mr Monakedi serves on the following Board:
Risima Housing Finance Corporation Director
Ms Nomusa Mufamadi
(chairperson of the audit and risk committee)
Ms Mufamadi served as the deputy chairperson of the
Gauteng Liquor Board from 2010 until 30 September 2014. She
has extensive experience in forensic auditing, and the auditing
of developing and entrepreneurial businesses. parastatals, and
listed and unlisted companies. She also has experience in the
preparation and auditing of annual financial statements. tax
consulting and computation for audit clients.
Ms Mufamadi serves on the following Boards:
Mululamisi Mining
Hampfuna Mining
Magase Project Management
Sasas Bakery
Anysong Trading
Mr Happy Ntshingila
Mr Ntshingila recently vacated his position as chief executive
officer of SuperSport International in order to concentrate on
his various business ventures. Before then, he spent six years
as chief marketing and communications officer at ABSA
the largest retail bank in South Africa by customer numbers.
Three years ago, he was appointed the deputy chairperson
of BrandSA by the State President. and he also serves on
Communications Minister Faith Muthambi's Communications
Task Force. In addition, he is a specialist marketing consultant
for the Multichoice Group. Mr Ntshingila began his working
career in 1984, as a sales representative at Unilever. He worked
his way up to marketing assistant before joining IBM as editor
of IBM SA News. He was later promoted to media liaison officer
and communications specialist. From there, Mr Ntshingila
moved to Tiger Oats as PR manager and then to Ogilvy &
Mather as an account manager. At Ogilvy, he worked on
true South African brands such as Joko Tea, Royco, Mrs Ball's
chutney, Tastic rice and Steers.
Mr Ntshingila serves on the following Boards:
Piguet Investments 1016
Createur Investments
Africa Cup of Nations 2013 Local Organising
Committee South Arica
Mavuno Holdings
KND Holdings
Wavelength 49
Freefall Information Logistics
H&R Washirika
Ujiri
Ujiri Mining
Ms Puleng Ratlabala
Ms Ratlabala is the nominee of the Gauteng Department of
Economic Development. She has been in the public service
since 1998 and has held various portfolios within human
resources management and development disciplines within
the Gauteng Provincial Government. She has also served on
the Gauteng Youth Commission, responsible for human capital
management. Currently, Ms Ratlabala is the executive head of
human capital management within the Gauteng Department
of Economic Development. Ms Ratlabala holds a BA degree,
a BA (Honours) degree, as well as Advanced Management
Development Programme and Public Management certificates.
She brings to the Board a variety of skills and competencies
as a dedicated and conscientious administrator in the areas
of strategy development, policy formulation and information
systems. Ms Ratlabala serves on no other Board.
Ms Muditambi Ravele
Ms Ravele has extensive knowledge and experience in the
field of sport tourism, as former head of sport marketing and
sponsorships at the Tshwane University ofTechnology, general
manager of the Premier Soccer League, marketing and
corporate communications. Her current position in Masingo
Business Management focuses on new business, sports
consulting, and advisory service and strategic planning. Ms
Ravele is the owner ofThe Journey Sport Marketing and Events
Company, Masingo Management and also the founder and
chairperson of the SA Women and Sport Foundation. She
also has interests in the Laureus Sport for Good Foundation
(South Africa), Pack 'n Stack and the National Education Trust
(Vhembe District) Board, is the chairperson of Boxing South
Africa, and a sport and recreation distribution agent for the
National Lotteries Board.
Ms Ravele serves on the following Boards:
The Journey Marketing
Masingo Business Management
Mr Mxolisi Zwane
Mr Zwane is a distinguished attorney and businessman, with
extensive experience in Constitutional and corporate law.
Having been admitted as an attorney in 1997, his expertise in
these fields will allow him to provide legal counsel to the Board.
Mr Zwane is the current president of the Foundation for Business
and Consumer Services (FABCOS), which is an association of
small business entrepreneurs. He is also the head of policy for
the Black Business Council, which is testimony to his knowledge
and commitment to small business development. He has
served on numerous Boards of Directors in private and public
entities, and brings along a wealth of experience on matters of
corporate governance.
Mr Zwane serves on the following Board as chief operating officer:
Maluleke Seriti Makume Matlala Inc.
Ms Dawn Robertson
Ms Robertson was appointed chief executive officer of the GTA
in October 2010, and is the only non-executive Board member.
Ms Robertson holds a BA (Fine Arts) degree, HOE and Bachelor
of Education from the University of Natal. Ms Robertson is
a highly experienced and astute strategic manager with
a verifiable record of accomplishment in various spheres of
government, specifically in the areas of sport. the arts. culture
and heritage, tourism and the creative industries. She lectured in
Arts Education at the University of Natal before being appointed
head of Arts Education at the National Department of Arts and
Culture in 1999.As programme director of Create SA (2002-2005)
she headed up the dynamic team responsible for the Creative
Industries National Skills Development Initiative. She also served
as chief curator at Museum Africa in Johannesburg. In 2006 she
was appointed head of the Gauteng Department of Sport. Arts.
Culture and Recreation. and one of her core responsibilities was
the co-ordination of the Gauteng 2010 technical task team for
the FIFA 2010 World Cup. Following the World Cup, in July 2010
she was appointed as the chief executive officer of the GTA.
K Mthembu (chairperson)[ N Majokweni
I D Moshapalo
M MolotsiL Makgamathe
Bid acquisition committee
I
+
Officials. who were appointed by the CEO. fulfilled the
functions of this committee. As per the delegations of authority,
expenditure above R2-million was submitted to the Board
for approval.
5
5
5
5
Ms Robertson currently serves on the following boards:
Gillian Bickell Director
Pehemida Trust (family) Trustee
Committees
The Board has established the following committees in order to
enhance its effectiveness:
Audit committee
Bid acquisition committee
Remuneration committee
Destination marketing committee
Destination management committee
Merger committee
---+---
+
Remunerations committee
3
2
4
The functions of the remunerations committee were
incorporated into the merger committee.
DESTINATION MARKETING COMMITTEE
N Majokweni (chairperson)D MoshapaloL Makgamathe
--2
2
2
DESTINATION MANAGEMENT COMMITTEE
2
2
2
2
2 -----�
I D Moshapalo L Makgamathe
., Ii,/, 'Ill' K Mthembu (chairperson)
L Zitha r M Chiloane
S Monakedi
N Mufamadi
H Ntshingila
P Ratlabala
M Ravele
K Sangoni
MZwane
P Ratlabala (chairperson) K Mthembu M Chiloane
M Zwane
5
5
THE NEW BOARD ESTABLISHED THE FOLLOWING COMMITTEES ON 2 AND 3 DECEMBER 2014:
-
- ----
�
3
3
3
3
3
3
3
3
3
3
ii'&
-
-
- -
MERGER AND TRANSFORMATION COMMITTEE
DESTINATION MARKETING COMMITTEE
�u
-
-r-
3
4
s 'mlail
3
2
3
3
3
2
2
3
2
2
0
---Dr L Zitha (chairperson) I 0 H Ntshingila I 0
������������-+����������������-+-�����������������
KSangoni��������������'� ���- O
H Ntshingila (chairperson) M Ravele K Mthembu
K Mthembu (chairperson)
TOWNSHIP TOURISM REVITALISATION COMMITTEE
0
0
0
0
0 0
0
3.4. RISK MANAGEMENT
The GTA performs an annual risk assessment to determine the
effectiveness of its risk management strategy, and to identify
new and emerging risks. The senior manager conducts a
monthly review of the risks identified, and the internal auditors
evaluate these on a quarterly basis.
The audit and risk committee advises management on the
overall system of risk management. particularly the mitigation
of unacceptable levels of risk and also independently monitors
the effectiveness of the system of risk management with the
assistance of the internal auditors.
3.5 INTERNAL CONTROL UNIT
The internal audit control function was outsourced to
Phandahanu Forensic Consulting.
3.6 INTERNAL AUDIT AND AUDIT COMMITTEES
Audit committee (until 31 October 2014)
According to the Public Finance Management. No. 1 of
1999 as amended (PFMA). the accounting authority of the
GTA is required to ensure that the entity has and maintains
effective, efficient and transparent systems of financial and risk
management and internal controls.
Treasury Regulations 27 .2. 7 require that the entity prepare
a three-year strategic internal audit plan. based on the
assessment of key areas of risk with regard to its current
operations and those proposed in its strategic plan and its risk
management strategy. This should be done in consultation with,
and by approval of, the audit committee.
The Treasury regulations further state that an annual risk
assessment be conducted to take cognisance of the changing
risk profile of an entity.
Phandahanu Forensic Consulting was appointed to provide
internal audit services to the GTA and has thus been managing
the function for the duration of the financial year.
Senior management and the internal auditors developed a
2014/ 15 risk register. which was approved by the Board on 27
March 2014. A three-year rolling internal audit plan was based
on the risks identified. and the following internal audits were
conducted during 2014/15:
Quarter l performance information
Alignment of approved strategic and annual performance
plan for 2013/ 14 to performance report indicators
Implementation of performance information
management framework
Review the description of targets in the performance plan
to ensure that they are aligned to simple. measurable,
attainable, realistic and timely (SMART) criteria
Review the process used to collate the supporting
information and provide an assessment of the
sufficiency and reliability of the information (testing of proof
of evidence)
Research and Strategy
Implementation of the research strategy (framework)
Joint assessment and determination of individual business
units· research needs
Dissemination and implementation of research results to all
stakeholders with action plans
Contracts management - legal compliance
Destination Management
Tour guides registration
Project management within training
Finance
Revenue and expenditure
Travel and subsistence
Cash and bank
Asset management
Financial reporting
Supply chain management
Corporate Service
Performance management
Recruitment and promotions
Training and development
Leave management
Conventions and Events
Evaluation of the business plan and convention strategy
Execution of the convention strategy
Management of events portal
Responsible Tourism
Implementation of the responsible tourism framework
Regional Tourism
Existence of updated institutional framework and
implementation thereof
Implementation of the stakeholder engagement plan
Quarter 2 performance information
Review the process used to collate the supporting
information, and provide an assessment of the
sufficiency and reliability of the information (testing of
proof of evidence)
Quarter 3 performance information
Review the process used to collate the supporting
information, and provide an assessment of the
sufficiency and reliability of the information (testing of
proof of evidence)
Follow up all audit action plans
Follow-up on status of implementation of action plans
addressing audit issues identified
Quarter 4 Performance Information
Review the process used to collate the supporting
information, and provide an assessment of the
sufficiency and reliability of the information (testing of
proof of evidence)
The following areas are considered during the quarterly
meetings of the audit committee:
Governance (Treasury regulations, updating of policies)
Financial statements
Internal audit reports
Risk reports
Performance reports
The audit committee also considered the 2014/15 strategic
plan, annual performance plan and budget, for approval by
the Board. The 2013/14 annual report and financial statements
were also submitted to the audit committee for perusal and
submission to the Board for adoption.
In addition to the members of the audit committee who
were appointed by the Board, the audit committee is also
attended by the CEO. chief financial officer, and internal and
external auditors. Due to the low number of Board members
(pending the finalisation of the merger of the GTA, COHWHS
and Dinokeng Projects). the audit committee comprised two
members, one of whom was the chairperson of the Board.
The committee was cognisant that it was not considered
best governance practice for the chairperson of the Board
to serve on the audit committee. To ensure objectivity, the
director: financial management in the Gauteng Department
of Economic Development was co-opted as an independent
member of the audit committee.
•
•
The audit committee consisted of the members listed
hereunder and met six times during the year under review:
Ms M Molotsi - chairperson (until Oct 2014)
Mr S Mthembu (until Dec 2014)
Ms B Mbolekwa (until Oct 2014)
Ms N Mufamadi - chairperson (from Dec 2014)
Mr R Monakedi (from Dec 2014)
Mr M Zwane (from Dec 2014)
3.7 COMPLIANCE WITH LAWS AND REGULATIONS
The GTA Board supports the principles of the King Ill Report
on Corporate Governance for South Africa and where
applicable and practical, implements these principles.
Responsible corporate citizenship and sound governance
practices remain key priorities of the Board, its committees and
management. Compliance with the policies, procedures and
applicable legislation is strictly monitored. In order to improve
on internal controls, various policies and procedures were also
implemented. The audit committee has assisted management
in fulfilling its oversight responsibility to the statutory process by
monitoring compliance with laws and regulations, the system of
internal controls over pre-determined objectives, and the code
of ethics and business conduct. Relevant recommendations
are reflected in the minutes of the audit committee. All
applicable legislation regarding financial matters, financial
management and other applicable matters have therefore
been complied with.
3.8 FRAUD AND CORRUPTION
A fraud prevention plan has been developed and finalised,
and implementation is ongoing. Fraud and corruption matters
are reported to the National Anti-Corruption Hotline on
0800 701 701. This service is manned by a professional external
independent party, which provides a 24-hour professional
service available in five official languages. This ensures that the
reporter can remain anonymous should he/she so wish. The
reports from the hotline are referred to the CEO, in writing, for
investigation and appropriate responses. No matters referring to
the GTA were reported to the National Anti-Corruption Hotline in
the 2014/2015 financial year
3.9 MINIMISING CONFLICT OF INTEREST
All staff members sign annual declarations relating to any
conflicts of interest. At all procurement-related meetings relevant
committee members are likewise required to sign declarations
of interest. Board and committee members also provide
assurance of impartiality by declaring their interests in writing at
every Board and committee meeting.
3.10. CODE OF CONDUCT
When cases of misconduct occur, these are identified and
dealt with swiftly. It is the duty of every employee to report to his/
her manager any incident that is suspected of being a breach
of conduct, whether or not it is related to his or her own area of
work. The GTA also complies with the following parameters in
respect of enforcing the code of conduct.
Unlawful or criminal activity is referred to the South African
Police Service immediately, to be dealt with in accordance
with due legal process
Breaches of conduct falling short of illegal activity are dealt
with in accordance with the GTA Code and Disciplinary
Procedure. appropriate to the seriousness of the offence
and focused on correcting the conduct of employees. while
also safeguarding the best interests of the public
In applying the principles of breach of conduct, the
entity assesses the seriousness of the alleged misconduct
by considering:
a) The actual or potential impact of the alleged misconduct
on the work of the entity. the employee's component and
colleagues. and the public
b) The nature of the employee's work and responsibilities
c) The circumstances in which the alleged misconduct
took place
Whatever the nature of the breach of conduct, procedures for
dealing with the cases are swift, fair, equitable and effective.
3.11 HEALTH, SAFETY AND ENVIRONMENTAL ISSUES
The GTA ensures that there is compliance with the
Occupational Health and Safety Act, No. 85 of 1993. The GTA
therefore aims to provide for the health and safety of persons
in connection with the activities of all persons within the
work environment. The GTA has appointed Scott-Safe as its
occupational health and safety compliance agency. Scott
Safe specialises in the performance of safety consultancy.
Such appointment has ensured that the GTA takes a holistic
approach in ensuring that health and safety becomes
an integral part of the organisational structure and
business priorities.
Scott-Safe provides the entity with assurance through
occupational health and safety legal compliance audits
and inspections. The compliance status is monitored through
quarterly inspections and meetings to ensure that identified
potential contraventions are managed and resolved. Quarterly
reports are then developed to record all incidents, as well as
the GTA's compliance status.
3.12 SOCIAL RESPONSIBILITY
Staff members have embarked upon a staff-funded social
responsibility initiative named Knitting for Mandela.The concept
is simple and involves blankets being knitted or crocheted
by staff members and then handed out to the needy on
Nelson Mandela International Day. Although no blankets were
handed out last year, staff donated new/old clothing, shoes,
used laptops, used furniture, perishable food items, etc. and
presented to Margaret Mcingana Community Development in
Jabulani, Soweto.
HUMAN RESOURCE MANAGEMENT
The Human Resource Management unit provides effective
leadership, strategic management, recruitment and selection
of suitable candidates, compensation, performance
management, employee relations, training and development
of employees in terms of the individual personal development
plans and support in accordance with the relevant legislation,
regulations and policies to ensure appropriate human
resources services across the value chain.
HR's priorities set for the year under review were to develop the
human resources strategy to align its plans and strategies with
the GTA's objectives, and to ensure that the skills necessary for
the organisation's success were sourced.
The employee performance management framework was
successfully implemented. All employees signed performance
contracts. Performance appraisals were conducted and
employees were remunerated in accordance with their
individual performance assessments.
k:
Employee wellness programmes were implemented in terms of
approved plans. Individual cases were dealt with on their merits.
On 27 May 2014, Wellness Day was celebrated and employees
were given the opportunity to undergo health checks with
different medical professionals.
In the year under review, 23 human resources policies were
reviewed and a new human resources strategy developed and
approved by the GTA Board.
The GTA managed to support 19 interns in terms of work
experience and hours to assist them to graduate in Tourism
Management. Employees updated their individual personal
development plans, which were taken into consideration when
training programmes were developed and implemented.
The GTA's study assistance scheme is ongoing, and eight
staff members were assisted through this scheme during the
period under review. One employee also attended a five-day
stakeholder engagement course, and three attended other
relevant short courses.
Due to the merger process of the GTA COHWHS and Dinokeng,
the organisation lost critical skills through resignations and
operated with reduced human resources due to a moratorium
that was placed on the filling of vacant posts. Staff morale was
also negatively impacted in the year under review. The unit also
performed without HR manager and officer skills, which made it
more difficult and led to reliance on outsourced services.
4.2 HUMAN RESOURCE OVERSIGHT STATISTICS
Two employees resigned and one employee's employment
contract was terminated due to misconduct.
Labour relations - misconduct and
The GTA entered into arbitration with the CCMA and resolved a
misconduct matter, where the HR manager had misrepresented
herself regarding false qualifications. The incumbent 's contract
of employment was since terminated on 1 September 2014.
Equity target and employment:
Total number of employees (including employees with disabilities) in each of the following occupational levels.
Note: A = Africans. C = coloureds, I = Indians and W = whites
A C w A C w MALE
Top management 0 0 0 0 0 0 0 0
Senior management 4 0 0 0 0 0 0
Professionally qualified and experienced specialists 2 0 8 0 2 3 0
and mid-management
Skilled technical and academically qualified 6 0 0 0 9 0 3 0 0
workers, junior management. supervisors,
foremen and superintendents
Semi-skilled and discretionary decision-making 9 0 0 0 24 3 0 0
Unskilled and defined decision-making 0 0 0 0 0 0 0 0
TOTAL PERMANENT 21 44 4 6 3 0
Temporary employees 25 0 0 0 52 0 0
GRAND TOTAL 46 96 5 6 4 0
FEMALE
0
0
0 17
0 18
0 37
0
0 81
0 79
0 160
Total number of employees with disabilities only in each of the following occupational levels.
Note: A = Africans. C = coloureds. I = Indians and W = whites
A C w A .c w
Top management 0 0 0 0 0 0 0 0
Senior management 0 0 0 0 0 0 0 0
Professionally qualified and experienced specialists 0 0 0 0 0 0 0
and mid-monogement
Skilled technical and academically qualified 0 0 0 0 0 0 0 0
workers. junior management. supervisors.
foremen and superintendents
Semi-skilled and discretionary decision-making 0 0 0 0 0 0 0 0
Unskilled and defined decision-making 0 0 0 0 0 0 0
TOTAL PERMANENT 0 0 0 0 0 0 0
Temporary employees 0 0 0 0 0 0 0 0
GRAND TOTAL 0 0 0 0 0 0 0
MALE FEMALE
- .
0 0 0
._ �
0 0 I 0
0
I0
I
-L0 0 0
-1
0 0 0
.....
0 0
0 0
0 0 0
0 0
DESTINATION PEFORMANCE
5.1 GAUTENG TOURISM PERFORMANCE
5.1. l INTRODUCTION
At the time of compiling this report, South African Tourism (SAT)
had only released performance data without a comprehensive
analysis. This report is compiled from the provincial data extract
provided by the SAT general manager: strategic research.
Other data sources, such as the UNWTO tourism highlights
report and the Statistics South Africa tourism and migration
report, are referenced. As a result, only a limited analysis is
provided under provincial performance.
The initial annual peformance report (APR) was submitted
for audit in May 2015 but excluded reported values on six
destination performance indicators (i.e. arrivals, revenue,
bednights, etc) due to non-availability of information from
the primary data source, SAT. This information only became
available at the end of July 2015 and the APR was duly
adjusted and resubmitted to the auditors in August 2015 for
audit. An audit was conducted on the revised APR. which forms
the basis for the audit report referenced herein.
Fig 1: International tourist arrivals (in millions): 2013-2014
1200
1000
800
581,8
600 565.4
400
5.1 .2 GLOBAL TOURISM CONTEXT
. Twenty-fourteen marked a fifth consecutive year of robust
growth for tourism, with 46-million more tourists travelling the
world. In 2014. international tourist arrivals grew globally by 4.4%
(1 .135-million tourists). showing continued growth following
the global economic crisis of 2009 and exceeding the UNWTO
long-term forecast of 3.8% annual growth.
Africa's international tourist numbers grew by an estimated
2%, equivalent to an increase of one million arrivals, to
reach 56-million tourists. The best-performing region was the
Americas with 8% growth. welcoming an additional 14-million
international tourists and raising the total to 182-million. Europe
continues to fortify its position as the most-visited region, with
over half the world's international tourists.
2013
• 2014249,8 263,3
200
0
WORLD EUROPE
167,5 181
ASIA & THE PACIFIC AMERICAS
54.4 55,7
AFRICA
Tourism receipts were up by 3.7% in real terms, international tourism receipts reached an estimated US$1 245-billion worldwide, from
US$ l 078-billion in 2012 and US$ l 159-billion in 2013.
Fig 2: International tourist receipts 2013-2014
• EUROPE - $509
• ASIA & THE PACIFIC - $377
• AMERICAS - $274
• MIDDLE EAST - $49
AFRICA - $36
International tourism accounts for 30% of the world's export of services and 5% of total export. a contribution similar for both
developed and emerging economies.
5.2 INTERNATIONAL TOURISM IN SOUTH AFRICA
5.2.1 TOURIST ARRIVALS
Total foreign arrivals to South Africa grew only by 0.1 %. showing
slowed growth compared to the 4. 7% in 2012. according to the
2014 Tourism report released by Statistics South Africa.
The regional distribution of the 2014 tourists indicated that 7 4%
were residents of SADC countries, 24% came from overseas
countries while 2% were residents from other African countries
(i.e. non-SADC member countries):
Africa land increased by 7.8%
Africa air declined by 7.2%
Americas increased by 5.3%
Asia & Australasia declined by 16.3%
Europe increased by 11 . 7%
Drivers of growth were mainly from European countries:
Denmark (27%). France (24%), Italy (23%). Spain (27%) and
Switzerland (21 %) recorded double-digit growth. Major declines
were recorded from China including Hong Kong (-38%),
Argentina (-26%) and Ghana (-20%).
'UNWTO. 2014. UNWTO Tourism Highlights
5.2.2 TOURIST SPEND
Total foreign direct spend (TFDS) excluding capital expenditure
increased marginally, by 0.4%. The decrease was driven by
China and Hong Kong recording a 66% decline in revenue
spending, from R2. l-billion in 2013 to R729-million in 2014.
Lesotho (-41%) and Brazil (-31.5%) also recorded major
declines. Growth trends were picked up from Mozambique
(44%) as the second-highest contributor to the TFDS, and
average spend per trip from Mozambique was the highest,
increasing from R2.8-billion to R4-billion in 2014.
5.3 INTERNATIONAL TOURISM IN GAUTENG
5.3.1 TOURIST ARRIVALS
Double-digit growth of 47% and a stark decline of 43% were
recorded from Mozambique and China respectively. This drastic,
mixed-bag performance does not tell a positive picture about
Gauteng. the province suffered setbacks from most markets,
a double-digit decline from Brazil (-21.8%) saw the South
American country dropping out of the top 20 ranking. Of the
top 20 Gauteng markets as seen in Figure l . only eight markets
showed growth while the remaining dozen were in decline.
Fig 3: Gauteng's top 20 markets: 2013-2014
60,0
50,0
40,0
30,0
20,0
w 10,0
0,0 w
-10,0w
-20,0
-30,0 UJ 0 < Cl <
� <::::, :i:: z z ii3 "'
a, 0 � 5 ::,
::::,
-40,0 ii3 i:5
< "'
� ::, "' ::, � 0 g -50,0 "' "'
::,
-60,0
Arrivals from SADC ranked first. contributing 66.6% of all arrivals
in Gauteng. Mozambique was the highest driver of growth
within SADC, bringing an additional 286 OOO tourists over 2014.
Declines were recorded from Zimbabwe (-2.2%), Lesotho (-15%)
and Botswana (-7.5%).
Fig 4: Provincial distribution 2013-2014
NORTHERN CAPE
EASTERN CAPE
NORTH CAPE
KWAZULU-NATAL
FREE STATE
MPUMALANGA
304 822
276 611
508 562
493 197
768 237
772 372
960 196
796 706
l 144 079
l 132 444
"" ::::,
WESTERN CAPE 1 386 147
l 330 520
> < < 5 < "' c:; 0 � z <Se i5 � Cl � (!) < UJ � 0 z z < ::, (!) (!) C: 5 0
z z I-
< C: z "' ffi () UJ < ::::, () (!)
(!) <
z UJ
9 z
z 0
5.3.2 PROVINCIAL DISTRIBUTION
Gauteng (3.8mil) continues to capture the lion's share of the
foreign market as seen in the graph below, while Limpopo
(l .6mil) has surpassed the Western Cape (1.3 mil).
• 2014
2013
LIMPOPO l 639 849
l 422 556
GAUTENG
Tourism revenue declined from R30.3-billion in 2013, to
R26. l-billion in 2014. The most crippling decline of 66.6% was
recorded from China and Hong Kong, with a total of Rl .4-billion
lost from this market. Chinese visitors are the biggest spenders:
3 803 967
3 712144
on average, a tourist from China and Hong Kong spends
Rl 6 400 on a trip. Travelling trends from this market have over
the years shown a consistent, large percentage share of this
market visiting Gauteng.
Fig 5: Spend by top 20 markets 2013-2014
R6 OOO OOO OOO
R5 OOO OOO OOO
w
R4 OOO OOO OOO w
::E R3 OOO OOO OOO
R2 OOO OOO OOO
Rl OOO OOO OOO
R-U.J
� <t 0 <t "'
:::, co z (/) :::, (l! :;; ::i
:::, co <t � �
:;; :;;
� 0 (/)
:;;
Strong growth was recorded in SADC: Mozambique (44.8%),
Malawi (17.9%),Zambia (19.7%) and Swaziland (24.6%).These
four neighbouring countries, together with Zimbabwe, Lesotho
and Botswana, contribute 63.2% to the total provincial foreign
direct expenditure.
0 I
0 (/) �
Big spenders in Gauteng in 2014 were Malawians, Zambians
and Chinese, spending on average per trip R20 900, Rl 8 500
and Rl 6 400 respectively. There is a causal relationship between
expenditure and length of stay; in the case of Malawi, the
relatively high expenditure is linked to the 7.5 nights that are
spent on average when a Malawian visits the province. Visitors
from the UK and Germany spend on average Rl 2 500 per trip,
while staying for a shorter period.
• 2014 2013
> (!) <t <t z z z � <t 0 � :;; "' "'
>-"'
(!) (/)
U.J 0 :::,
(!) z <t 0 c<) I
::i <t (/) � <t 0 15 0 � 0 (!) 0 z <t
(!) � ::i z z
z (3
0 "' u <t I
0 z u
<t
u
u 0 :;;
5.4 DOMESTIC TOURISM
The total number of domestic trips increased by 11 % in 2014 to
reach 28-million trips, compared to the 25.2-million trips taken
in 2013. Approximately 12-million South African adults took a
domestic trip in 2014, the same number of travellers we had in
2013. However, the average number of trips taken per traveller
increased from 2.1 in 2013 to 2.3 in 2014.
Visits to friends and relatives (VFR) remains the main purpose
of all domestic trips and accounted for 73% of all domestic
trips taken in 2014, an increase from 70% in 2013. Holiday
trips accounted for l 0% of all domestic trips taken in 2014,
down from 12% in 2013. Business trips accounted for 6% of all
domestic trips taken in 2014, down from 8% in 2013.
Total revenue generated from domestic trips was R26.8-billion
in 2014, an increase of 11 % on R24.3-billion in 2013. The increase
in revenue was as a result of the increase in the number of
domestic trips, as the average spend per trip decreased from
R980/trip in 2013 to R950/trip in 2014. This can be attributed to
the increase in the number of VFR trips in 2014, which tend
to have a lower average spend relative to other types of
domestic trips.
The average length of a domestic trip decreased from 4.4
nights in 2013 to 4 nights in 2014. However. given that there
were more trips taken in 2014 than in 2013, the total number
of bednights increased by 2%, from 111 .3-million in 2013 to
113. l-million in 2014.
Economic constraints remain the biggest barrier to domestic
travel, with 48% of the adult population mentioning that they
cannot afford to travel and they are unemployed/have no
income.
5.4.1 DOMESTIC TOURISM IN PROVINCES
Gauteng (36%), Limpopo (18%) and KwaZulu-Natal (15%) were
the top three source markets in 2014. Together these three
provinces account for more than two-thirds of all domestic trips
(69%).Trips from Gauteng to other provinces declined by 8%,
while Limpopo (75%), Eastern Cape (125%) and the North West
(2 253%) increased their contribution to the overall number of
domestic tourists taking trips in South Africa.
Gauteng (4.3-million) was the third most-visited province in
2014. Trips to Limpopo increased from 5.6-million in 2013 to
7.4-million in 2014, thus shifting Limpopo to the most-visited
province in 2014, followed by KwaZulu-Natal (5.3-million). Trips
to Gauteng declined from 4.5-million trips recorded in 2013 to
4.3-million trips in 2014.
Unlike in the case of domestic arrivals, total domestic direct
spend showed healthy growth in Gauteng, increasing by 22.2%
from R3.6-billion in 2013 to R4.4-billion in 2014.
PERFORMANCE REPORT
I I I I I !
STRATEGIC PERFOR- ACTUAL i PLANNED ACTUAL DEVIATION REASON FOR ENTITY
OBJECTIVE MANCE ACHIEVE- ' TARGET I ACHIEVEMENT I FROM PLANNED i VARIANCE RESPONSIBLE I I I I '
l INDICATOR MENT ' 2014/2015 2014/2015 TARGET FOR THE ' '
I 2013/2014 ' I 2014/2015 INDICATOR
' I ' '
STRATEGIC GOAL 1:
Gauteng ,s a world-class destination renowned for its responsible and sustainable tourism experiences
Visitor Percentage Appointment of I 70% (second I 100% I None None Cradle of requirements met completion of o contractor construction) (sign-off. Humankind World through world- the Marapeng hand-over. project Heritage Site class products Hominin Hause decommission) (COHWHS) and infrastructure upgrade by provision. and March 2015 unique. authentic : experiences
I I I Percentage New indicator I Operational 60% (Phase I Delays in the The funds have Cradle of completion of Marapeng 2 - project payments received recently been Humankind World the Maropeng Virtual Lab design from the project lransferred. and the Heritage Site Virtual Lab by concluded) sponsor (DAC) project is ta be (COHWHS) March 2015 caused the delay in delivered in the l st
the delivery of this quarter of the 2015/ l 6 project financial year
-
Expansion size Finalisation of 7 OOO hectares 11 630 hectares Target missed by Ta date only l 630 Dinakeng of the Dinakeng large incorporated 5 370 hectares hectares of private Game Reserve documents land have been (hectares) by incorporated as March 2015 negotiations with
landowners have due ta the finalisation of the shore model taken longer than expected, as well as the need to lobby more private landowners
Number of new New indicator I 2 2 None None GTA tourism experiences
,-,*� developed by March 2015
Number of 25 None None GTA township neighbourhood tourism
experiences packaged by March 2015
Number of New indicator 25 25 None 1 None GTA township neighbourhood
I tourism I experiences
promoted and marketed by March 2015 -
Sector intelligence Number of New indicator 4 4 None None GTA is used to ensure Gauteng that the needs Tourism Regional of visitors drive Pertormance new innovative Surveys by and sustainable March 2015 tourism practices
I None
--- -
Number of I
New indicator 3 3 None GTA Gauteng Tourism Economic Trend Reports by March 2015
management integrated
of databases for databases for effective products and management of services in the tourism province by March landscape 2015
Visitors receive Number of people 703 l OOO l 160 Target exceeded Target exceeded GTA the highest trained in tourism by 160 as a result of level of service skills by March MOU with TEP to excellence at 2015 leverage off their every stage of resources for their journey additional SMME
support
Number of tourism 3 4 4 None None GTA workforce skills initiatives implemented by
Morch 2015
Percentoge New indicator l 00% completion 100% completion None None GTA
completion of of second-year of second-year
professional diploma (gradu- diploma (gradu-cookery diploma ation) ation) course of 22 second-year students at the Ga-Rankuwa Hotel School by Morch 2015
Number of rooms New indicator 400 484 Target exceeded Leveraging on GTA
graded through by84 ongoing part-
GTA funding by nership with the
Morch 2015 Tourism Groding Council of South Africa (TGCSA)
Number of None None GTA
provincial tourism
annual awards implemented by March 2015
The sector is Number of studies 2 4 4 None None GTA
committed to monitoring visitor monitoring visitor quality satisfaction
satisfaction and perceptions
and perception of Gauteng
of quality experiences by experiences March 2015
Visitor Number of 2 3 3 None None GTA
requirements operational VICs in met through Gauteng world-class per annum products and infrastructure provision,
and unique, authentic experiences
To develop and Number New indicator 12 12 None None GTA grow prioritised of incident sectors in order management to improve their reports generated competitiveness, by March 2015 and create sustainable and decent jobs
Visitor Number of New indicator 4 Target exceeded The Hominin GTA requirements green initiatives by3 House upgrade met through linked to tourism incorporated an world-class infrastructure additional three products and development by innovative green
infrastructure March 2015 initiatives as a
provision, pilot
and unique, authentic experiences
STRATEGIC GOAL 2
The ·outstonding universal value· of the COH WHS is protected, conserved and interpreted
The sustainable environmental management of the COH WHS by conforming to prescribed regulatory requirements
STRATEGIC GOAL 3:
Number of surface and groundwater monitoring reports developed by March 2015
Number of fossil site inspections conducted annually
�;;-schools sponsored to visit Sterkfontein and Maropeng by March 2015
I
I
2 2
2 2
--- I 10 10
t
Gauteng is recognised as a global tourism competitor for leisure and business travel
To facilitate and Number of 5 40 promote the association Gauteng City meetings and Region as an exhibitions hosted investment, trade in Gauteng by and tourism March 2015 destination
Number of annual 10 10 signature events hosted by March 2015
Rand value of New indicator 300 economic benefit generated from conferences, signature events and exhibitions hosted (R million) per annum
Number of unique 650 OOO 650 OOO visitors to the website per annum
I Number of international I 4.27 4.2
visitor arrivals to Gauteng [million] per annum
Rand value 35.5 33 of revenue generated from international tourists in Gauteng per annum [R billion]
-
I
I
2 None
2 None
II 10 None
I I
I
I
40 None
20 Target exceeded by 10
711.6 Target exceeded by R4 l l .6-million
786 139 Target exceeded by 136 139
3.8 Target missed by 400 OOO
26.l Target missed by R6. 9 -billion
None
None
None
None
Additional events supported as a result of additional resources from OED during the financial year
Additional events supported as a result of additional resources from OED during the financial year
Increased investment in content generation and leveraged heavily on social media platforms to drive greater online traffic
Changing market conditions also dropped the Gauteng market share to 39.8% from 41.6% in 2013
The decline in revenue is consistent with a decline in arrivals; paticularly among key African source markets
Cradle of Humankind World Heritage Site (COH WHS)
Cradle of Humankind World Heritage Site (COH WHS)
Cradle o� Humankind World Heritage Site (COH WHS)
GTA
GTA
GTA
GTA
GTA
GTA
To facilitate and promote the Gauteng City Region as an investment. trade and tourism destination
STRATEGIC GOAL 4:
revenue generated from domestic tourists per annum [R billion]
�-umber of domestic
tnps to Gauteng per annum [million]
J
I
Number of bed nights spent per annum by international visitors [million]
Number of days spent in the province by international tourists per annum
I
-----10.3 5
29.4 30
6 6
I Tourism is a maior contributor to job creation and economic growth in Gauteng
To develop and I Number of New indicator I
300 grow prioritised beneficiaries from sectors in order youth employability to improve their programmes by competitiveness. March 2015 and create sustainable and decent jobs
Number of tourism New indicator 300 SMMEs supported through the Integrated Enterprise Support Plan by March 2015
-- - -
Number of tourism New indicator 15 co-operatives supported
Ithrough the Gauteng Tourism Enterprise Plan by March 2015: number of new and existing township based co-ops in each of the 11 sectors
I supported NON-FINANCIALLY - --
... __ L__ 4.3 Target missed by
700 OOO trips
27.5 Target missed by 2.5-million
7.5 Target exceeded by 1.5
I
380 I Target exceeded by BO
I
I I 334 Target exceeded
by34
I I 12 Target missed
by3
I
conditions
Adversely affected by local market conditions
The decline in revenue is
consistent with a decline in arrivals
-c---
Increased attraction of Destination Gauteng and its offerings improving average length of stay
I
I Partnership with NDT enabled us to meet the ever-growing demands for these youth-targeted development programmes
Target exceeded as a result of MOU with TEP to leverage off their resources for additional SMME support
Complexities associated with co-operative establishment
GTA
GTA
I--GTA
I
I GTA
GTA
I GTA
JI
To develop ond Number of youth New indicator 25 25 None Effective pcrtnerships GTA
grow prioritised completing learn- between the
sectors in order erships by March Ga-Rankuwa
to improve their 2015 Hotel School and
competitiveness, industry led to the
and create achievement of this
sustainable and indicator
decent jobs
Number of youth New indicator 12 13 Target exceeded An additional GTA
completing by 1 opportunity was
internships by facilitated as a March 2015 result of vacancies
resulting from the
merger
Number of New indicator 100 102 Target exceeded Target exceeded GTA
existing and new by2 as a result of MOU
township-based with TEP to leverage
SMMEs, in each off its resources for
of the 11 sectors. additional SMME
supported NON- supper!
FINANCIALLY by March 2015
Number of new New indicator 60 71 Target exceeded Target exceeded GTA
and existing by 11 as o result of MOU
township-based with TEP to leverage
SMMEs and co- off its resources for
ops owned and/ additional SMME
or managed by support
women, youth
and persons with disobilities supported FINANCIALLY and
NON-FINANCIALLY
by March 2015
Number of New indicator 250 452 Target exceeded In implementing the GTA
women, youth by202 Township Economic
and persons with Revitalisation
disabilities from (TER) agenda,
the 50 townships beneficiaries from
trained in tourism the townships were
skills by March prioritised through
2015 Ga-Rankuwa Hotel
School and the
partnership with the Tourism Enterprise Partnership
STRATEGIC GOAL 6:
Sound corporate governance and enhanced strategic and operational support within the arganisat,an
Enhance Number of clean Clean audit Clean audit Clean audit None None GTA
financial audits in terms report report report
accountability of the Auditor-
and compliance General's report
with prescribed per annum financial regulations and guidelines
FINANCIAL INFORMATION
GAUTENG TOURISM AUTHORITY
ANNUAL FINANCIAL STATEMENTS
For the year ended 31 March 2015
CONTENTS Report of the Auditor-General
Administrative information
Statement of responsibility by the members of the Board
Report of the Board
Report of the audit and risk committee
Statement of financial position
Statement of financial performance
Statement of changes in net assets
Statement of cash flows
Accounting policies
Notes to the annual financial statements
Materiality framework
Detailed statement of financial performance - Annexure l
90
92
93
94
98
99
100
101
102
103
110
123
124
GAUTENG TOURISM AUTHORITY
REPORT OF THE AUDITOR-GENERAL TO THE GAUTENG PROVINCIAL LEGISLATURE ON GAUTENG TOURISM
Report on the financial statements
INTRODUCTION
1. I have audited the financial statements of the Gauteng
Tourism Authority set out on pages 99 to 123 which
comprise the statement of financial position as at 31 March
2015. the statement of financial performance, statement of
changes in net assets and the statement of cash flows for
the year then ended. as well as the notes. comprising a
summary of significant accounting policies and other
explanatory information.
ACCOUNTING AUTHORITY'S RESPONSIBILITY FOR
THE FINANCIAL STATEMENTS
2. The Board of Directors. which constitutes the accounting
authority, is responsible for the preparation and fair
presentation of these financial statements in accordance
with the South African Standards of Generally Recognised
Accounting Practice (SA Standards of GRAP) and the
requirements of the Public Finance Management Act
of South Africa (No. l of 1999) (PFMA). and for such
internal control as the accounting authority determines is
necessary to enable the preparation of financial statements
that are free from material misstatement, whether due to
fraud or error.
AUDITOR-GENERAL'S RESPONSIBILITY
3. My responsibility is to express an opinion on these financial
statements based on my audit. I conducted my audit in
accordance with the International Standards on Auditing.
Those standards require that I comply with ethical
requirements, and plan and perform the audit to obtain
reasonable assurance about whether the financial
statements are free from material misstatement.
4. An audit involves performing procedures to obtain audit
evidence about the amounts and disclosures in the
financial statements. The procedures selected depend on
the auditor's judgment, including the assessment of the
risks of material misstatement of the financial statements.
whether due to fraud or error. In making those risk
assessments. the auditor considers internal control relevant
to the public entity's preparation and fair presentation of
the financial statements in order to design audit procedures
that are appropriate in the circumstances. but not for the
purpose of expressing an opinion on the effectiveness
of the entity's internal control. An audit also includes
evaluating the appropriateness of accounting policies used
and the reasonableness of accounting estimates made by
management, as well as evaluating the overall presentation
of the financial statements.
5. I believe that the audit evidence I have obtained is sufficient
and appropriate to provide a basis for my audit opinion.
OPINION
6. In my opinion, the financial statements present fairly, in all
material respects. the financial position of the Gauteng
Tourism Authority as at 31 March 2015 and its financial
performance and cash flows for the year then ended,
in accordance with SA Standards of GRAP and the
requirements of the PFMA.
ADDITIONAL MATTER
7. I draw attention to the matter below. My opinion is not
modified in respect of this matter.
UNAUDITED SUPPLEMENTARY SCHEDULES
8. The supplementary information set out on pages 124 to
128 does not form part of the financial statements. and
is presented as additional information. I have not audited
these schedules and, accordingly, I do not express an
opinion thereon.
REPORT ON OTHER LEGAL AND REGULATORY
REQUIREMENTS
9. In accordance with the Public Audit Act of South Africa
(No. 25 of 2004) (PAA) and the general notice issued in
terms thereof. I have a responsibility to report findings on the
reported performance information against predetermined
objectives for selected strategic goals presented in the
annual performance report, compliance with legislation
and internal control. The objective of my tests was to identify
reportable findings as described under each subheading,
but not to gather evidence to express assurance on
these matters. Accordingly, I do not express an opinion or
conclusion on these matters.
PREDETERMINED OBJECTIVES
10. I performed procedures to obtain evidence about the
usefulness and reliability of the reported performance
information for the following selected strategic goals
presented in the annual performance report of the public
entity for the year ended 31 March 2015:
Strategic goal 1 : Gauteng is a world-class destination
renowned for its responsible and sustainable tourism
experiences. on pages 82 to 83
Strategic goal 3: Gauteng is recognised as a global
tourism competitor for leisure and business travel,
on pages 84 to 85
Strategic goal 4: tourism is a major contributor to job
creation and economic development in Gauteng, on
pages 85 to 86
11. I evaluated the reported performance information against
the overall criteria of usefulness and reliability.
12. I evaluated the usefulness of the reported performance
information to determine whether it was presented in
accordance with the National Treasury's annual reporting
principles and whether the reported performance was
consistent with the planned strategic goals. I further
performed tests to determine whether indicators and targets
were well defined, verifiable, specific. measurable. time
bound and relevant, as required by the National Treasury's
Framework for Managing Programme Performance
Information (FMPPI).
13. I assessed the reliability of the reported performance
information to determine whether it was valid, accurate
and complete.
14. I did not raise any material findings on the usefulness and
reliability of the reported performance information for the
selected strategic goals.
ADDITIONAL MATTERS
15. I draw attention to the following matters:
ACHIEVEMENT OF PLANNED TARGETS
16. Refer to the annual performance report on pages 82 to 86
for information on the achievement of the planned targets
for the year.
ADJUSTMENT OF MATERIAL MISSTATEMENTS
17. I identified material misstatements in the annual
performance report submitted for auditing on the reported
performance information for strategic goal 3: Gauteng is
recognised as a global tourism competitor for leisure and
business travel. As management subsequently corrected
the misstatements, I did not identify any material findings
on the usefulness and reliability of the reported
performance information.
COMPLIANCE WITH LEGISLATION
18. I performed procedures to obtain evidence that the
Gauteng Tourism Authority had complied with applicable
legislation regarding financial matters. financial
management and other related matters. I did not identify
any instances of material non-compliance with specific
matters in key legislation, as set out in the general notice in
terms of the PAA.
INTERNAL CONTROL
19. I considered internal control relevant to my audit of
the financial statements, the performance report and
compliance with legislation. I did not identify any significant
deficiencies in internal control.
Johannesburg
26 August 2015
A U DITOR - GE N E R AL
SOU T H AFRIC A
Auditing to build public confidence
GAUTENG TOURISM AUTHORITY
ADMINISTRATIVE INFORMATION
Annual financial statements for the year ended 31 March 2015
BOARD MEMBERS
MESSRS
S Mthembu - chairperson
D Moshapalo (until Oct 2014)
L Makgamathe (until Oct 2014)
S Monakedi (from Nov 2014)
H Ntshingila (from Nov 2014)
ME Zwane (from Nov 2014)
AUDIT AND RISK COMMITTEE
MESSRS
S Mthembu (until Oct 2014)
SR Monakedi (from Dec 20140
ME Zwane (from Dec 2014)
AUDITORS
Auditor-General South Africa
61 Central Street
Houghton
2198
INTERNAL AUDITOR
Phandahanu Forensics (Ply) Ltd.
PO Box 11666
VornaValley
1686
CHIEF EXECUTIVE OFFICER
Dawn Robertson
CHIEF FINANCIAL OFFICER
Yaseen Asmal
POSTAL ADDRESS
PO Box 155
Newtown
Johannesburg 2113
I MEETINGS ATTENDED
8
4
4
4
2
2
' '
MEETINGS ATTENDED
4
l
l
I
I
MESDAMES
N Majokweni - deputy chairperson (until Oct 2014)
M Molotsi (until Oct 2014)
L Zitha (Dr) (from Nov 2014)
G Chiloane (from Nov 2014)
N Mufamadi (from Nov 2014)
K Sangoni (from Nov 2014)
ME Ravele (from Nov 2014)
PP Ratlabala (from Nov 2014)
MESDAMES
M Molotsi - chairperson (until Oct 2014)
B Mbolekwa (until Oct 2014)
NM Mufamadi - chairperson (from Dec 2014)
REGISTERED OFFICE
124 Main Street
Johannesburg
2001
TELEPHONE
+27 (0) 11 085 2500
BANKERS
ASSA Bank
First National Bank
WEBSITE
www.visitgauteng.net
MEETINGS ATTENDED
3
2
2
3
3
2
3
2
I MEETINGS ATTENDED
I
3
l
l
GAUTENG TOURISM AUTHORITY
STATEMENT OF RESPONSIBILITY BY
THE MEMBERS OF THE BOARD
Annual financial statements for the year ended
31 March 2015
The Board members are responsible for monitoring the
preparation and the integrity of the financial statements and
related information included in the annual report.
INTERNAL AND ACCOUNTING CONTROLS
In order for the Board to discharge its responsibilities.
management has developed and continues to maintain an
effective and efficient system of internal control through its
policies. as per item 3.1 of the report of the Board.
The system of internal controls is designed to provide
reasonable assurance as to the integrity and reliability of the
financial records of the GTA. and to safeguard and maintain
accountability of the GTA's assets.
The audit and risk committee and the Board regularly review
the risk management policy and system of internal control.
and these are revised as legislative and operational
conditions change.
The system of internal control includes a comprehensive
budgeting system operating within strict deadlines and
monitored by management, the Board. the audit and risk
committee. and the internal auditor.
As part of the system of internal control. the Board's internal
audit function conducts the internal audit in accordance with
the standards set by the Institute of Internal Auditors and the
Auditor-General.
The Board is satisfied that the system of internal control is
adequate, so that the financial records and system may
be relied upon for preparing the financial statements and
maintaining accountability of assets and liabilities.
The Board applies a system of declaration of interest.
AUDIT AND RISK COMMITTEE
The audit and risk committee of the Board consists of three
non-executive Board members. and meets at least four times a
year. The committee ensures effective communication between
the Board, internal auditor and the Auditor-General. The Auditor
General and the internal auditor have free access to the audit
and risk committee.
The audit and risk committee operates within the framework
of formal terms of reference approved by the Board and has
discharged its responsibilities for the year. in compliance with its
terms of reference approved by the Board. The chairperson was
Ms M Molotsi until October 2014. and Ms NM Mufamadi from
December 2014.
ANNUAL FINANCIAL STATEMENTS
The annual financial statements are prepared in accordance
with the applicable Statements of Generally Recognised
Accounting Practice as approved directives from the
Accountant-General. and incorporate responsible disclosure in
line with the accounting philosophy of the GTA.
The financial statements are based on appropriate accounting
policies as set out in the notes to these financial statements.
and are consistently applied and supported by reasonable
and prudent judgments and estimates within the requirements
of the Public Finance Management Act,
No. l of 1999. as amended.
The financial statements have been prepared on the going
concern basis of accrual as the Board members have every
reason to believe that the Board has adequate resources in
place to continue in operation for the year ahead.
The Board believes that the annual financial statements fairly
present, in all material respects. the financial position of the
Board as at 31 March 2015. and the results of its operations and
cash flows for the year then ended.
CHAIRPERSON OF THE BOARD
MrS Mthembu
Date: JULY 2015
GAUTENG TOURISM AUTHORITY
REPORT OF THE BOARD
Annual financial statements for the year ended
31 March 2015
l. INTRODUCTION
The Gauteng Tourism Authority (GTA) was established as an
authority on l April 2000 in terms of the Gauteng Tourism Act.
No. 18 of 1998, and succeeded the Gauteng Tourism Agency. a
Section 21 company, as a going concern. The GTA received tax
clearance from SARS and confirmation of deregistration from
the Registrar of Companies during the 2001 /2 financial year.
The GTA was deregistered for VAT on l October 2005 due to the
fact that National Treasury and SARS considered Section 3(c)
entities as VAT-exempt.
The Gauteng Tourism Act. No. l O of 2001. was promulgated
on 5 February 2002 with the chief executive officer as the
accounting authority in terms of section 49 2(b) of the Public
Finance Management Act. No. l of 1999. On 7 June 2006 the
Gauteng Tourism Amendment Act. No. 3 of 2006, came into
effect. resulting in the establishment of a Board that became
operational from l February 2007. The Board then became the
accounting authority of the GTA.
The Gauteng MEC for Economic Development issued an
instruction that the GTA, the Cradle of Humankind World
Heritage Site (COHWHS) and the Dinokeng trading entity must
integrate at a functional and operating level to enable
the optimal achievement of the provincial tourism mandate,
from l April 2012. This instruction was in line with the broader
Department of Economic Development (DED) agency
reconfiguration process that would have impacted on the
current status and form of the GTA.The merger process was
subsequently withdrawn. with the process finalised at 31 March
2015. The GTA also acts as DED's managing agent over the
Ga-Rankuwa Hotel School, from l April 2014.
2. GENERAL REVIEW OF THE STATE OF
FINANCIAL AFFAIRS
The financial statements reflect the financial position of the GTA
as at 31 March 2015 and the results of its operations for the
year then ended are summarised as follows:
' ACTUAL BUDGET DEVIATION
INCOME Provinciol gront - GTA
Provincial grant - GTA additional
Provincial grant - GHS
GTA other income incl. registration
GHS - other income
Interest received
TOTAL REVENUE
EXPENDITURE Destination management - training
Destination management - regional
Destination marketing
Corporate communications
Corporote services incl CEO
Finance
Research and strategy
Go-Ronkuwo Hotel School
SUB -TOTAL Operational cost
Capitol expenditure
TOTAL EXPENDITURE
Surplus/(deficit) for the year including capital expenditure
Net surplus/(deficit) for the year excluding capitol expenditure
R'OOO R'OOO %
6 5 ,430 6 5.427 0.0%
18.895 18,895 0.0%
10000 10000 0.0%
134 177 -24.3%
345 206 67.8%
1.939 2,050 -5 .4%
96,742 96,754 0.0%
11,912 12,670 -6 .0%
9.957 10,248 -2.8%
18,436 18,837 -2.0%
8.704 9,111 -4.4%
22,007 24,005 -8.1%
5 ,45 5 5.578 -2.2%
4,949 5 ,101 -2.3%
7 203 7 408 -2.8%
88,622 92,958 -4.7%
6 6 6 3,797 -33.3%
89,288 96,754 -7.7%
7,454
8,120
GAUTENG TOURISM AUTHORITY
REPORT OF THE BOARD
Annual financial statements for the year ended
31 Morch 2015
2. GENERAL REVIEW - CONTINUED
The total expenditure of R89 287 839 is R7 466 268 less than
budgeted and indicates an underspend of 7. 7%. The net
surplus for the year, excluding capital expenditure of R666 201,
is RB 120 326. The GTA also has conditional grant commitments
of RB 005 393 that will be dealt with in the 2015/16 financial
year. The GTA will therefore in terms of (PFMR) TR Section 53(3)
of the Public Finance Management Act, No. l of 1999, request
approval to retain the surplus for the 2014/ 15 financial year,
as this will ensure that all commitments as at statement of
financial position date be dealt with.
3. BUSINESS ACTIVITIES
3.1 Legislation
The GTA was established in terms of the Gauteng Tourism Act.
No. l O of 2001, from 5 February 2002. Prior to this, the Gauteng
Tourism Act, No. 18 of 1998, was applicable. The result of this
process is that policies, procedures and the delegation of
powers were revised in order to provide for the transfer of
the accounting authority from the Board to the chief
executive officer.
Subsequently, the Gauteng Tourism Act, No. 3 of 2006, came
into effect on 7 June 2006, stipulating that a Board of Directors
3.2 Governance and management
Until 5 February 2002, the GTA was governed by a Board,
appointed by the MEC for Finance and Economic
Development. On 5 February 2002 the chief executive officer
became the accounting authority, with the MEC being the
executive authority advised by an advisory committee. The
GTA also has an audit and risk committee, and a procurement
committee. Staff was appointed according to the organogram.
From l February 2007, the responsibilities of the accounting
authority were transferred to the new Board, which became
fully functional in the 2007 /08 financial year. At the first Board
meeting, held on 22 May 2007, a resolution was passed that
each Board member must sign a declaration of interest at
every future Board meeting.
THE BOARD:
Retains full control over the entity, its plans and strategy
Acknowledges its responsibilities as to strategy, compliance
with internal policies, external laws and regulations, effective
risk management and performance measurement,
transparency and effective communication, both internally
and externally, by the entity
take over from the CEO the responsibilities of the accounting Compliance with the policies. procedures and applicable
authority. The Board was appointed on 1 February 2007. The GTA legislation are strictly monitored. In order to improve on internal
is a Schedule 3(c) Provincial Public Entity in terms of the PFMA. controls, various other policies and procedures were also put in
place. An audit and risk committee is functional. The audit and
The PFMA is implemented, resulting in the maintaining of and risk committee evaluated the effectiveness of the internal audit
complying with the following required documents: function provided by the firm Phandahanu Forensics (Pty) Ltd
on an ongoing basis, with recommendations reflected in the
Supply-chain management policy
Risk management policy
Investment policy
Receivables policy
Fraud prevention plan
Asset management policy
Materiality framework policy
minutes of the audit and risk committee meetings.
GAUTENG TOURISM AUTHORITY
REPORT OF THE BOARD
Annual financial statements for the year ended
31 March 2015
3.3 Planning and mandate
The GTA follows a strategic approach resulting in a strategic
plan. three-year business plan and MTEF budget. and is in
compliance with the requirements of the PFMA. This is done
in accordance with the annual planning programme. The
strategic plan is revised on an annual basis. resulting in
revisions to the business plan and annual performance plan
accordingly. The Gauteng Tourism Development Strategy was
approved by the Gauteng Executive Council during November
2007, and was effected in the 2008/09 financial year.
These documents guide the GTA throughout the
decision-making process in order to meet the its vision and
mission. namely:
Vision: To be the strategic leader of tourism in Gauteng.
Mission: To develop. promote. co-ordinate and facilitate responsible
and sustainable tourism in Gauteng, to create a world-class
destination that attracts business visitors and all other tourists
to the province. benefits our people and contributes to
economic growth.
3.4 CEO's responsibility
The chief executive officer is responsible for monitoring the
preparation and the integrity of the financial statements and
related information included in this report.
Management has developed and continues to maintain
a sound accounting system and internal controls. During
the 2009/10 financial year, internal controls, policies and
procedures were adjusted to incorporate the Board in terms of
the new delegation of authority, as approved by the Board. The
Board and chief executive officer review the operations of the
GTA on a regular basis, in conjunction with the internal auditor
and the audit and risk committee.
The internal controls include a risk-based system of internal
accounting, and administrative controls designed to provide
reasonable assurance that assets are safeguarded, and that
transactions are executed and recorded in accordance with
generally accepted business practices and the GTA's policies
and procedures. These controls are implemented by trained.
skilled personnel with an appropriate segregation of duties and
monitored by management. and include a comprehensive
budgeting and reporting system operating within strict
deadlines and an appropriate control framework.
The financial statements are prepared in accordance
with applicable accounting standards, as approved. and
incorporate responsible disclosure in line with the accounting
philosophy of the GTA. The financial statements are based on
appropriate accounting policies. consistently applied and
supported by reasonable and prudent judgments
and estimates.
During this financial year the GTA's strategic plan. business plan
and annual performance plan were revised and subsequently
implemented. An effective system of monitoring and evaluation
was introduced to ensure ongoing progress towards reaching
the targets set out in the abovementioned plans.
4. TOURISM DEVELOPMENT FUND
The total amount spent on projects of a developmental
nature was R27 706 986. which was 42% of the DED grant of
R65 430 OOO received.
The development fund expenditure per business unit was as follows:
Destination management
Destination marketing
Corporate communications
Research and ICT
Regional tourism
Corporate services incl. CEO
Finance
TOTAL
5. APPROVAL OF FINANCIAL STATEMENTS
R
12.823.156
2.509,043
2,711.520
2.079,010
3,052.568
2,890.586
1,641.104
1127,706,986
The financial statements for the GautengTourism Authority for the financial year ended 31 March 2015 are hereby approved.
CHAIRPERSON OF THE BOARD
MrS Mthembu
Date: JULY 2015
GAUTENG TOURISM AUTHORITY
REPORT OF THE AUDIT AND RISK.COMMITTEE
Annual financial statements for the year ended
31 March 2015
We are pleased to present our report for the financial year
ended 31 March 2015.
Audit and risk committee members and attendance
The audit and risk committee consists of the members listed
hereunder, and met four times during the year under review.
NAME OF MEMBER
Ms M Molotsi - chairperson (until Oct 2014)
Mr S Mthembu (until Oct 2014)
Ms B Mbolekwa (until Oct 2014)
Mr SR Monakedi (from Dec 2014)
Ms NM Mufamadi - chairperson (from Dec 2014)
Mr ME Zwane (from Dec 2014)
Audit and risk committee responsibility
The audit and risk committee's responsibilities arise from section
51 (1 )(a) if the Public Finance Management Act ("the Act")
and Treasury Regulations 27 .1 .8 and 27 .1.10. The audit and risk
committee also adopted formal terms of reference as its audit
committee charter, and regulates its affairs in compliance with
this charter.
The effectiveness of internal control
The system of internal control is effective, according to the
various reports of the internal auditors, the audit report on the
annual financial statements, and management letter of the
Auditor-General. All reports of auditors are discussed at the
committee meetings and applicable resolutions are taken.
Internal audit
The internal audit function is outsourced to Phandahanu
Forensics (Pty) L td.Audits were performed in accordance with
an approved risk management plan and three-year rolling
audit plan. All the reports issued were discussed between
the firm and the relevant business unit before finalisation.
It is the chief executive officer's responsibility to ensure that
recommendations are implemented.
The quality of management and monthly/quarterly reports
submitted in terms of the Act
The committee discusses the content and quality of monthly
and quarterly reports, prepared and issued by the chief
executive officer.
NUMBER OF MEETINGS ATTENDED
3
4
1
l
l
l
The chief financial officer
MrYaseen Asmal was appointed as the GTA's chief financial
officer from 1 September 2012.
Evaluation of financial statements
The audit and risk committee has reviewed and discussed
the audited annual financial statements, the Auditor-General's
management letter, management responses and the Auditor
General's final report for the 2014/15 financial year.
CHAIRPERSON OF THE AUDIT AND RISK COMMITIEE
Ms NM Mufamadi
Date: JULY 2015
GAUTENG TOURISM AUTHORITY
STATEMENT OF FINANCIAL POSITION
Annual financial statements for the year ended 31 March 2015
ASSETS
Current assets
Cash and cash equivalents
Trade and other receivables from exchange transactions
Debtors
Deposits
Pre-payments
Non.current assets
Property, plant and equipment
Intangible assets
TOTAL ASSETS
LIABILITIES
Current liabilities
Trade and other payables from exchange transactions
Trade and other payables: trade creditors
Trade and other payables: staff leave accruals
Trade and other payables: other creditors
Trade and other payables tram nan-exchange transactions
Trade and other payables: conditional grants
Non-current liabilities
TOTAL LIABILITIES
Capital and reserves
Accumulated surplus/(deficit)
Accumulated surplus
Net surplus for the period
TOTAL NET ASSETS AND LIABILITIES
I NOTES I 2014/15 I 2013/14
: ACTUAL R'OOO ACTUAL R'OOO
32,149 16,718
10.5 26.138 16,275
6 011 443
63
::I 4.1 304
4.2 5,644
1,087 669
2.1 1.087 66�
I 2.2
33,235 17,387
5 19.551 7,934
11,546 3,434
4,021 1.623
1,403 1,334
6,123 478
8,005 4,500
8.005 4.500 I
19,551 7,934
13,684 9,453
5.564 6.233
8.120 3,219
33,235 17,387
GAUTENG TOURISM AUTHORITY
STATEMENT OF FINANCIAL PERFORMANCE
Annual financial statements for the year ended 31 March 2015
I NOTES I 2014/15 2014/15 I 2014/15 ! 2013/14
1 2013/14
1 2013/14
BUDGET ACTUAL VARIANCE BUDGET ACTUAL VARIANCE R'OOO R'OOO R'OOO R'OOO R'OOO R'OOO
REVENUE 94,322 94,325 3 62,016 62,016
Non-exchonge transactions
Government grant 6 65,427 65.430 3 62,016 62,016
DED additional govl
grants Ga-Rankuwa HS 10,000 10,000
DED additional govt grants 12,100 12,100
Township revitalisation 1,995 1,995
Transfers from other departments - 4,800 4,800 conditional grants
Revenue from exchange transactions 2,433 2,410 (23) 1,033 1,026 (7)
Interest earned - external investments 6.2 2,050 1,939 (111) 450 623 173
other income (incl. registr.) 6.1 177 126 (51) 583 403 (180) Other Income GHS 206 345 139
TOTAL REVENUE 96,754 96,742 (20) 63,049 63,042 (10)
EXPENDITURE
Employee-related costs (incl. remuneration of executive committee) 7.1 41.647 41,353 (294) 35,260 33,614 (1,646)
Depreciation 7,2 309 245 (64) 167 153 (14)
Amortisation 7.3 12 (12)
Repairs and maintenance 7.4 l.819 1,690 (129) 834 822 (12)
General expenses 7.5 49,182 45,333 (3,849) 26,157 25,234 (923)
TOTAL EXPENSES 92,953 88,622 (4,331) 62,429 59,822 (2,607)
OTHER GAINS/LOSSES
(Gains)/loss on disposal of assets 7.6 5 (8) 3 20 (2) (18)
SURPLUS FROM OPERATIONS 3,797 8,120 4,324 600 3,219 2,619
Surplus for the period 3,797 8,120 4,324 600 3,219 2,619
GAUTENG TOURISM AUTHORITY
STATEMENT OF CHANGES IN NET ASSETS
Annual financial statements for the year ending 31 March 201
Balance as at 01 April 2013
Balance brought forward
Surplus/ ( deficit) for the year
Balance at 31 March 2014
Balance at 01 April 2014
Balance brought forward
Surplus/(deficit) for the year
Surplus surrendered to Treasury
Balance as at 31 March 2015
.
I ACCUMULATED SURPLUS/(DEFICIT) I TOTAL
NOTES R'OOO R'OOO
6,233
6,233
3,219
9.453
9.453
9.453
8.120
(3,889)
13.684
I
6,233
6,233
3.219
9.453
9,453
9,453
8.120
(3.889)
13.684
GAUTENG TOURISM AUTHORITY
STATEMENT OF CASH FLOWS
Annual financial statements for the year ended 31 Morch 2015
INOTES I 2014/151 2013/14
I R'OOO R'OOO
NET CASH FLOW FROM OPERATING ACTIVITIES I 10.518 7,787
Cash receipts from customers 106,018 66.919
Cash paid to suppliers and employees (97,437) (59,754)
Cash generated/utilised from operations 10.l 8.580 7,165
Interest received 6.2 1,939 623
I
CASH FLOW FROM INVESTING ACTIVITIES (655) (412)
Addition to property. plant and equipment 10.2 (666) (420
� 1 Proceeds from disposal of assets 11
CASH FLOW FROM FINANCING ACTIVITIES
lncrease/(decrease) in general reserve fund
Net cash flow from financing activities
Net increase/ (decrease) in cash and cash equivalents 9,863 7,376
Cash and cash equivalents at beginning of year 10.4 16,275 8,903
Cash and cash equivalents at end of year 10.5 26,138 16,275
GAUTENG TOURISM AUTHORITY
ACCOUNTING POLICIES
Annual financial statements for the year ended 31 March 2015
1. ACCOUNTING POLICIES
1 .1 BASIS OF PREPARATION
The annual financial statements have been prepared on the
accrual basis in accordance with the effective Standards of
Generally Recognised Accounting Practices (GRAP), including
any interpretations and directives of such statements issued by
the Accounting Standards Board and in accordance with Sec
tion 91 (1) of the Public Finance Management Act. No. 1 of 1999.
1.2 PRESENTATION CURRENCY
The financial statements are presented in South African rand.
which is the GTA's functional currency. See notes to the financial
statements 14.
1.3 GOING CONCERN
These financial statements were prepared based on the
expectation that the entity will continue to operate as a going
concern for at least the next 12 months.
1 .4 COMPARATIVE INFORMATION
1.4.1 CURRENT YEAR COMPARATIVES (BUDGET)
Budget information. in accordance with GRAP 1 and 24, has
been provided in a separate disclosure note to these annual
financial statements. Where necessary, comparative figures
are adjusted to conform to changes in presentation in the
current year.
1 .4.2 PRIOR YEAR COMPARATIVES
When the presentation or classification of items in the financial
statements is amended, prior year comparative amounts
are also reclassified and restated, unless such comparative
reclassification and/or restatement is not required by a Stand
ard of GRAP. The nature and reason for such reclassifications
and restatements are also disclosed.
Where material accounting errors. which relate to prior
periods, have been identified in the current year, the correction
is made retrospectively as far as is practicable and the prior
period comparatives are restated accordingly. Where there has
been a change in accounting policy in the current year, the
adjustment is made retrospectively as far as is practicable, and
the prior period comparatives are restated accordingly. The
presentation and classification of items in the current year is
consistent with prior periods.
1.5 STANDARDS, AMENDMENTS TO STANDARDS AND INTERPRETATIONS ISSUED BUT NOT YET EFFECTIVE
The following Standards of GRAP and/or amendments thereto
have been issued by the Accounting Standards Board, but
will only become effective in future periods or have not
been given an effective date by the Minister of Finance.The
STANDARD
GRAP 18 - Segment reporting
The standard requires the identification and aggregation
of the operating segments of the entity into reportable
segments for which identified details of financial
performance and financial position will be disclosed.
GRAP 20 - Related party disclosures
The standard provides the requirements for the disclosure
of related parties, and transactions and balances with related
parties. The current accounting practice of the GTA for related
disclosures is aligned to this standard.Accordingly, it is not
expected that the adoption of this standard will have a material impact on the
financial statements of the GTA.
GRAP 25 - Employee benefits
GRAP l 05 - Transfers of functions between entities under common control
GRAP l 06 - Transfer of functions between entities not under common control
GTA has not early-adopted any of these new standards or
amendments thereto, but has referred to them for guidance in
the development of accounting policies in accordance with
GRAP 3 as read with Directive 5:
I EFFECTIVE DATE I APPLICABLE
2015/04/01 N/A
No effective date Yes
2015 Yes
2015 Yes
2015 No
GAUTENG TOURISM AUTHORITY
ACCOUNTING POLICIES
Annual financial statements for the year ended 31 March 2015
STANDARD
GRAP 107 - Mergers
GRAP 1 08 - Statutory receivables
. Statutory receivables are receivables that:
(a) Arise from legislation. regulations. or similar means: and
(b) Require settlement by another entity in cash or another financial asset
Accordingly. it is not expected that the adoption of this
standard will have a material impact on the financial
statements of the GTA. The GTA expects ta adopt the
standard for the first time once it becomes effective.
Directive 11 • Changes in measurement basis following initial adoption of Standards of
GRAP
The objective of this directive is to permit any entity to changechange its measurement
bases following the initial adoption of Standards of GRAP based on the principles in
the Standard of GRAP on Accounting Policies. Changes in Accounting Estimates and
Errors. This directive should therefore be read in conjunction with the Standard of GRAP
on Accounting Policies. Changes in Accounting Estimates and Errors.
1.6 SIGNIFICANT JUDGMENTS AND ESTIMATES
The use of judgment, estimates and assumptions is inherent to
the process of preparing financial statements. These judgments.
estimates and assumptions affect the amounts presented in
the financial statements. Uncertainties about these estimates
and assumptions could result in outcomes that require a
material adjustment to the carrying amount of the relevant
asset or liability in future periods.
1 .6.1 JUDGMENTS
In the process of applying these accounting policies.
management makes judgments that may have a significant
effect on the amounts recognised in the financial statements.
When this occurs. disclosure is made in the notes to the
financial statements.
1.6.2 ESTIMATES
Estimates are informed by historical experience. information
currently available to management. assumptions, and other
factors that are believed to be reasonable under the
circumstances. These estimates are reviewed on a regular basis.
Changes in estimates that are not due to errors are processed
in the period of the review and applied prospectively.
1 .6.3 USEFUL LIVES OF PROPERTY. PLANT AND
EQUIPMENT /DEPRECIATION AND AMORTISATION
Depreciation recognised on property, plant and equipment
is determined with reference to the useful lives and residual
values of the underlying items. The useful lives and residual
I EFFECTIVE DATE I APPLICABLE
2015 Yes
No effective date Yes
No effective date Yes
values of assets are based on management's estimation of the
asset's condition, expected condition at the end of the period
of use. its current use. expected future use and the GTA's
expectations about the availability of finance to replace
the asset at the end of its useful life. In evaluating the how
the condition and use of the asset informs the useful life
and residual value. management considers the impact of
technology and minimum service requirements of the assets.
1.7 FINANCIAL INSTRUMENTS - INITIAL
RECOGNITION, INITIAL AND SUBSEQUENT
MEASUREMENT AND DERECOGNITION
Financial assets and financial liabilities are initially recognised in
the GTA's statement of financial position. when the GTA becomes
a party to the contractual provisions of the instrument.
Upon initial recognition the GTA classifies financial instruments
as financial liabilities. financial assets or residual interests in
conformity with the substance of the contractual arrangement.
and to the extent that an instrument satisfies the definitions of a
financial liability, a financial asset or a residual interest. The GTA's
financial instruments consist of cash and bank balances. trade
and other receivables. and trade and other payables. and are
measured at cost at initial recognition. Refer to note 17 of the
notes to the financial statements.
1 . 7 .1 DERECOGNITION
A financial asset is derecognised at trade date. when: the cash
flows from the asset expire. are settled or waived: a) significant
GAUTENG TOURISM AUTHORITY
ACCOUNTING POLICIES
Annual financial statements for the year ended 31 March 2015
risks and rewards are transferred to another party; or b) despite
having retained significant risks and rewards, the GTA has
transferred control of the asset to another entity. A financial
liability is derecognised when the obligation is extinguished.
Where the terms of an existing financial liability are modified, it
is also treated as the extinguishment of an existing liability and
the recognition of a new liability.
1.7.2 GAINS AND LOSSES
For financial assets and liabilities measured at amortised cost
or cost , a gain or loss is recognised in surplus or deficit when
the financial asset or liability is derecognised or impaired.
1.7.3 OFFSETIING
The GTA does not offset financial assets or liabilities, except
where offsetting is either required or permitted by a Standard
of GRAP.
1.7.4 IMPAIRMENTS
All financial assets measured at amortised cost, or cost. are
subject to an impairment review. The GTA assesses at the end of
each reporting period whether there is any objective evidence
that a financial asset or group of financial assets is impaired.
1.8 SPECIFIC FINANCIAL INSTRUMENTS
1.8. l INV ESTMENTS AT AMORTISED COST
Investments that include short-term deposits invested with
the Reserve Bank and the GTA's appointed bankers are
categorised as financial instruments at amortised cost. and are
subsequently measured at amortised cost.
1.8.2 CASH AND CASH EQUIVALENT
Cash and cash equivalents for purposes of the cash flow
statement and statement of financial position comprise cash at
banks and cash on hand. Cash equivalents are held with the
Reserve Bank and the GTA's appointed banker. Cash and cash
equivalents are subsequently measured at amortised cost.
1.8.3 TRADE AND OTHER RECEIVABLES
Trade and other receivables are initially recognised at cost
and subsequently measured at amortised cost. All trade
and other receivables are assessed at least annually for
possible impairment.
l .8.4 TRADE AND OTHER PAYABLES
Trade and other payables are initially measured at cost and
subseauentlv measured at amortised cost.
1.9 PROPERTY, PLANT AND EQUIPMENT
1.9. l INITIAL RECOGNITION AND MEASUREMENT
Property, plant and equipment are tangible non-current assets
that are expected to be used during more than one year.
These items are initially recognised at cost in the statement
of financial position when it is probable that future economic
benefits or service potential associated with the item will flow
to the GTA and the cost of the asset can be measured reliably.
The GTA does not componentise any asset.
1.9.2 DEPRECIATION
Depreciation commences when the item is available for use
and is calculated on the straight-line method to write off the
cost of each asset over its estimated useful life as follows:
Furniture and fittings - 5-15% per annum
Computer equipment - 5-33% per annum
Equipment - 5-20% per annum
Leasehold improvements - 10% per annum
1.9.3 SUBSEQUENT MEASUREMENT
Subsequent to initial recognition, items of property, plant
and equipment are measured at cost less accumulated
depreciation and impairment losses. All assets are reassessed
annually to determine their useful life. Assets received as
donation are carried at cost as per the donator invoice, less
accumulated depreciation.
1.9.4 SUBSEQUENT EXPENDITURE
Subsequent cost on capitalised tangible assets is capitalised
only when it increases the future economic benefit in the
specific asset.All other expenditure is recognised in the
statement of financial performance as an expense when
incurred. The effect on the current year is to decrease the
carrying amount of property, plant and equipment by the
annual depreciation charge. Depreciation methods. useful lives
and residual values are reassessed annually before 31 March
based on physical inspection of each asset by the IT and office
manager. Derecognition on disposal is executed in terms of
the GTA's asset management policy, whereby profits or losses
on disposal of property, plant and equipment are determined
by comparing the proceeds from disposal with their carrying
amount and are accounted for as such in the statement of
financial performance.
GAUTENG TOURISM AUTHORITY
ACCOUNTING POLICIES
Annual financial statements for the year ended 31 Morch 2015
1.9.5 IMPAIRMENTS
The GTA tests for impairment where there is an indication that
an asset may be impaired. An assessment of whether there is
an indication of possible impairment is done at each reporting
date. Where the carrying amount of an item of property, plant
and equipment is greater than the estimated recoverable
amount (or recoverable service amount), it is written down
immediately to its recoverable amount (or recoverable service
amount) and an impairment loss is charged to the statement
of financial performance.
1.9.6 DERECOGNITION
Items of property, plant and equipment are derecognised when
the asset is disposed of, or when there are no further economic
benefits or service potential expected from the use of the asset.
The gain or loss arising on the disposal or retirement of an
item of property, plant and equipment is determined as the
difference between the proceeds and the carrying value, and
is recognised in the statement of financial performance.
1 .10 INTANGIBLE ASSETS
Initial recognition and measurement Intangible assets
comprising computer software purchased are identifiable non
monetary assets without physical substance and are initially
recognised at cost in the statement of financial position only
when it is probable that the expected future economic benefits
that are attributable to the asset will flow to the GTA, and the
cost of the asset can be measured reliably.
Expenditure on research is recognised as an expense
when incurred.
1 .10.1 AMORTISATION
Amortisation commences when the asset is available for use
and is calculated on the straight-line method to write off the
cost of each asset over its estimated useful life as follows:
Computer software - 50% per annum
1.10.2 SUBSEQUENT MEASUREMENT
Subsequent to initial recognition, intangible assets are
measured at cost less accumulated amortisation and
impairment losses. All intangible assets are reassessed annually
to determine their useful life.
1.10.3 IMPAIRMENTS
The GTA tests for impairment where there is an indication that
an asset may be impaired. An assessment of whether there is
an indication of possible impairment is done at each reporting
date. Where the carrying amount of an item of of an intangible
asset is greater than the estimated recoverable amount (or
recoverable service amount), it is written down immediately
to its recoverable amount (or recoverable service amount)
and an impairment loss is charged to the statement of
financial performance.
1.10.4 DERECOGNITION
Intangible assets are derecognised when the asset is disposed
of or when there are no further economic benefits or service
potential expected from the use of the asset. The gain or loss
arising on the disposal or retirement of an item of an intangible
asset is determined as the difference between the proceeds
and the carrying value, and is recognised in the statement of
financial performance.
1.11 EMPLOYEE BENEFITS
1.11. l SHORT-TERM EMPLOYEE BENEFITS
Short-term employee benefits encompasses all those benefits
that become payable in the short term, i.e. within a financial
year or within 12 months after the financial year. Therefore, short
term employee benefits include remuneration and bonuses.
Short-term employee benefits are recognised in the statement
of financial performance as services rendered, except for non
accumulating benefits, which are recognised when the specific
event occurs. These short-term employee benefits are measured
at their undiscounted costs in the period the employee renders
the related service, or the specific event occurs.
1 .11.2 DEFINED CONTRIBUTION PLANS
The GTA operates a defined contribution provident fund for
all its permanent employees, the assets of which are held in
a separate, trustee-administered fund, which is subject to the
Pension Fund Act, No. 24 of 1956, as amended.
Contributions made towards the fund are recognised as an
expense in the statement of financial performance in the
period that such contributions become payable. This
contribution expense is measured at the undiscounted amount
GAUTENG TOURISM AUTHORITY
ACCOUNTING POLICIES
Annual financial statements for the year ended 31 March 2015
of the contribution paid. or payable to the fund. A liability is
recognised to the extent that any of the contributions have not
yet been paid.
1.12 LEASING
Operating leases
1.12.1 RECOGNITION
Assets subject to operating leases. i.e. those leases where
substantially all of the risks and rewards of ownership are not
transferred to the lessee through the lease, are not recognised in
the statement of financial position. The operating lease expense
is recognised over the course of the lease arrangement.
Lease payments by the GTA as the lessee under an operating
lease are recognised as expenses in the statement of financial
performance on a straight-line basis over the lease period.
1.12.2 MEASUREMENT
The lease expense recognised for operating leases is charged
to the statement of financial performance on a straight-line
basis over the term of the relevant lease. To the extent that
the straight-lined lease payments differ from the actual lease
payments the difference is recognised in the statement
of financial position as either lease payments in advance
(operating lease asset) or lease payments payable
(operating lease liability). as the case may be. This resulting
asset and/or liability is measured as the undiscounted
difference between the straight-line lease payments and the
contractual lease payments.
1.13 REVENUE
1 .13.1 REVENUE FROM EXCHANGE TRANSACTIONS
Revenue from exchange transactions refers to revenue that
accrues to the entity directly in return for services rendered.
the value of which approximates the consideration received or
receivable. excluding indirect taxes. rebates and discounts.
1 .13.2 RECOGNITION AND MEASUREMENT
Revenue from exchange transactions is only recognised once
all of the following criteria have been satisfied:
a) The entity retains neither continuing managerial
involvement to the degree usually associated with
ownership nor effective control over the goods sold
b) The amount of revenue can be measured reliably
c) It is probable that the economic benefits or service
potential associated with the transaction will flow to the
GTA. and the costs incurred or to be incurred in respect
of the transaction can be measured reliably
Revenue arising out of situations where the GTA acts as an
agent on behalf of another entity (the principal) is limited to
the amount of any fee or commission payable to the entity as
compensation forexecuting the agreed services.
Revenue from exchange transactions is measured at the actual
amount of the consideration received or receivable.
1 .13.3 REVENUE FROM NON-EXCHANGE
TRANSACTIONS
Revenue from non-exchange transactions arises when the
GTA either receives value from another entity without directly
giving approximately equal value in exchange. or gives value
to another entity without directly receiving approximately equal
value in exchange.
1.13.4 RECOGNITION AND MEASUREMENT
Revenue from non-exchange transactions is generally
recognised to the extent that the related receipt or
receivable qualifies for recognition as an asset and there is no
liability to repay the amount.
Revenue from non-exchange transactions is measured at the
discounted value of the consideration received or receivable.
Revenue is derived from government grants and donated
assets (non-exchange transactions). as well as other
income (exchange transactions) and interest earned
(external investment).
Government grants are recognised on a systematic basis.
either on the date of receipt or receivable as confirmed by
the Gauteng Department of Economic Development. Other
exchange revenue and interest earned refer to revenue and
interest that accrues to the GTA for services rendered and
interest on external investment. and are recognised when
they can be measured reliably. As the GTA satisfies a present
obligation recognised as a liability in respect of an inflow of
resources from a non-exchange transaction recognised as an
asset. it reduces the carrying amount of the liability recognised
and recognises an amount of revenue equal to that reduction.
GAUTENG TOURISM AUTHORITY
ACCOUNTING POLICIES
Annual financial statements for the year ended 31 March 2015
1.14 BORROWING COSTS/FINANCE COSTS
In terms of the Public Finance Management Act, No. l of 1999,
the GTA is prohibited from borrowing.
1 .15 Foreign currency transaction
Transactions in foreign currencies are initially accounted for
at the rate of exchange ruling on the date of the transaction.
Exchange differences arising on the settlement of creditors or
on reporting of creditors at rates different from those at which
they were initially recorded, are expensed.
Transactions in foreign currency are accounted for at the spot
rate of the exchange ruling on the date of the transaction.
1.16 SURPLUS OR DEFICIT
Gains and losses
Gains and losses arising from the disposal of assets, are
presented separately from other revenue in the statement of
financial performance.
expenditure is based on legislated procedures, and is
recognised when the recovery thereof from the responsible
officials is probable. The recovery of unauthorised irregular,
fruitless and wasteful expenditure is treated as other income.
1.20 POST-REPORTING DATE EVENTS
Events after the reporting date are those events, both
favourable and unfavourable, that occur between the
reporting date and the date when the financial statements are
authorised for issue. Two types of events can be identified:
a) those that provide evidence of conditions that existed at the
reporting date (adjusting events after the reporting date), and
b) those that is indicative of conditions that arose after the
reporting date (non-adjusting events after the reporting date)
Any known or anticipated event that may occur after the
reporting period is declared in the notes to financial statements.
The GTA will adjust the amounts recognised in the financial
statements to reflect adjusting events after the reporting date,
Income, expenditure, gains and losses are recognised in surplus once the event has occurred.
or deficit except for the exceptional cases where recognition
directly in net assets is specifically allowed or required by a
Standard of GRAP.
The GTA will disclose the nature of the event and an estimate
its financial effect or a statement that such estimate cannot
be made in respect of all material non-adjusting events, where
1.17 IRREGULAR EXPENDITURE non-disclosure could influence the economic decisions of users
Irregular expenditure is expenditure that is contrary to the taken on the basis of the financial statements.
Public Finance Management Act, or is in contravention of
the entity's supply chain management policies. Irregular 1.21 RELATED PARTY TRANSACTION
expenditure excludes unauthorised expenditure. Irregular The GTA operates within the auspices of its parent organisation,
expenditure is accounted for as expenditure in the statement of the Gauteng Department of Economic Development, which
financial performance and where recovered, it is subsequently is primarily responsible for funding and is therefore regarded
accounted for as revenue in the statement of financial as its related party. Other related parties are the Cradle of
performance. Humankind, Dinokeng, GEDA, the Gauteng Gambling Board,
the Gauteng Film Commission, GGDA, the Gauteng Liquor
1.18 FRUITLESS AND WASTEFUL EXPENDITURE Board, Key Management and the GTA Board.
Fruitless and wasteful expenditure is expenditure that was made
in vain, and would have been avoided had reasonable care
been exercised. Fruitless and wasteful expenditure is accounted
for as expenditure in the statement of financial performance
and where recovered, it is subsequently accounted for as
revenue in the statement of financial performance.
l .19 RECOVERY OF UNAUTHORISED, IRREGULAR,
FRUITLESS AND WASTEFUL EXPENDITURE
The recovery of unauthorised, irregular, fruitless and wasteful
All related parties except the GTA Board are within the same
sphere of government, and/or under common control of the
Gauteng Department of Economic Development.
The GTA has internal controls in place to aid in the identification
of related parties. All prospective service providers must also
complete a declaration of interest form prior to appointment.
GAUTENG TOURISM AUTHORITY
ACCOUNTING POLICIES
Annual financial statements for the year ended 31 March 2015
1.22 ACCOUNTING POLICIES - ADDITIONAL
1.22. l CONTINGENCIES/COMMITMENTS/
OTHER LIABILITIES (PROVISIONS/ ACCRUALS) I
OTHER ASSETS
Any known or anticipated contingent liability and asset that
may occur is declared in the notes to the annual financial
statements. Commitments at year-end are listed in the
Commitment Register and declared in the notes to the annual
financial statements. Items are classified as commitments
when an entity has committed itself to future transactions
that will normally result in the outflow of cash. Disclosures are
required in respect of unrecognised contractual commitments.
Provisions are recognised when the GTA has a present
obligation as a result of a past event. and it is probable that
this will result in an outflow of economic benefits that can be
estimated reliably. Accruals are liabilities to pay for goods or
services that have been received or supplied but have not
been paid, including amounts due to employees for accrued
vacation pay. Accruals are reported as part of trade and other
payables in the statement of financial position. The GTA does
not recognise a contingent asset and contingent liability
but discloses details of any contingencies in the notes to the
annual financial statements.
1 .22.2 BUDGET INFORMATION IN
FINANCIAL STATEMENTS
As per GRAP l .12. a comparison of the budget and actual
amounts for the reporting period is included in the financial
statements. The GTA's financial statements and budget are
on the same basis of accounting which is a pre-requisite for
this inclusion. GRAP 24, effective from l April 2012, stipulates
that entities may elect to make available its approved budget
subject to disclosing the reasons for material differences
between the budget and actual amounts. The GTA is of the
opinion that disclosure of budget amounts compared to the
actual amounts arising from execution of the budget may
enhance the user of the financial statements' understanding
and may also be used as a performance measure indicator.
1.22.3 PRE-PAYMENTS
The GTA recognises pre-payments made in respect of
exchange transactions for the next financial year in the
statement of financial position. Pre-payments are reviewed at
each statement of financial position date. and adjusted
if necessary.
l .22.4 DEPOSITS
The GTA recognises deposits made in respect of exchange
transactions in the statement of financial position as
current assets.
1.22.5 STAFF ADVANCES/LOANS
The GTA recognises staff advances in the statement of
financial position as current assets and any interest if
applicable in the statement of financial performance. These
advances are granted in terms of the GTA's HR policy on staff
loans and/or advances.
1.22.6 FINANCIAL RISK MANAGEMENT
The GTA's activities expose it to the following risks:
Credit
Liquidity
Market
The Board has overall responsibility for the establishment and
oversight of the risk management framework of the GTA. The Board
has established the audit and risk committee. which is responsible
for developing and monitoring the GTA's risk management
policies. The committee reports regularly to the members of the
Board on its activities. The GTA's risk management policies and
systems are established to identify and analyse the risks it faces.
to set appropriate risk limits and controls, and to monitor risks
and adherence to limits. The GTA reports on its risks on a monthly
basis in terms of the Board-approved risk register. These reports are
consolidated into quarterly reports and presented to the audit
and risk committee as a standing item on its agenda.
l .23 FOREIGN EXCHANGE GAIN/LOSS Foreign exchange gains/losses arising from international
payments are recognised in the GTA's statement of financial
performance in the period in which they occur. Exchange
differences arise when the rates at settlement of creditors are
different from those initially recorded and expensed.Transactions
in foreign currency are accounted for at the spot rate of the
exchange ruling on the date of the transaction.
GAUTENG TOURISM AUTHORITY
NOTES TO THE ANNUAL FINANCIAL STATEMENTS
Annual financial statements for the year ended 31 March 2015
! COMPUTER ' EQUIPMENT FURNITURE &
I
MOTOR I LEASEHOLD I TOTAL EQUIPMENT FITIINGS VEHICLES IMPROVEMENTS '
R R R R: R' R I
'
2. PROPERTY, PLANT AND EQUIPMENT
Opening net carrying amount 515,626 6.475 147,149 669,253
Gross carrying amount 1,256.881 154,666 1,157,104 2,568,651
Accumulaled depreciation (741,255) (148,191) (1.009, 955) (1,899.400)
Additions 533,926 15.544 116,731 666,201
Disposals (3,144) (213) (3,357)
Cost 11,317 53.552 64,869
Depreciation charge - disposals (8,173) (53,339) (61,512)
Depreciation charge (186,204) (6,062) (53,103) (245,369)
Closing net carrying amount 860,205 15,956 210,566 1,086.726
Gross carrying amount 1,779,490 170,210 1,220.284 3,169,983
Accumulaled deprecialion (919,285) (154,254) (1,009,718) (2,083.257)
Vear ended 31 Morch 2014
Opening net carrying amount 197,999 14,785 194,417 407,201
Gross carrying amount 851,895 214.431 1,178,606 2,244,932
Accumulated depreciation (653,896) (199,646) (984,189) (1.837.731)
Additions 420.225 420,225
Donations
Disposals (3,898) (995) (300) (5,193)
Cost 15,239 59,765 21.502 96,506
Depreciation charge - disposals (11,341) (58,770) (21,202) (91,313)
Depreciation charge (98.700) (7,315) (46,968) (152,983)
Closing carrying amount 515,626 14,785 147,149 669,253
Gross carrying amount 1,256,881 154.666 1,157.104 2,568,651
Accumulated depreciation (741,255) (148,191) (1,009,955) (1,899,400)
GAUTENG TOURISM AUTHORITY
NOTES TO THE ANNUAL FINANCIAL STATEMENTS
Annual financial statements for the year ended 3 1 March 2015
3. INTANGIBLE ASSETS
Computer software
Opening net carrying amount
Gross carrying amount
Accumulated amortisation
Amortisation
Disposals
Amortisation - disposals
Closing net carrying amount 31 Morch
Gross carrying amount
Accumulated amortisation
4. TRADE AND OTHER RECEIVABLES
4.1 Trade receivables from exchange transactions
Trade and other receivables - deposits
Trade and other receivables - debtors
4.1. l Deposits
Deposit: water bottles from exchange transactions
Rental premises from exchange transactions
4.1.2 Ageing of trade & other receivables from exchange transactions (These assets are past due but not impaired)
Current (0-30 days)
31-60 days
61-90 days
91-120 days
l 21-365 days
Total
I
2014/15 : 2013/14 R I R
211,998
(211,998)
211.998
(211,998) I
211,998
(211,998)
6,010.577 442,951
366,548 303.720
303.720 303,720
62,828
303,720 303.720
1,620 1,620
302,100 302,100
335,670 303.720
335,670 303,720
No provision far doubtful debts was made due to the fact that R302 720 relates to a contract that expired in April 2015 and R3 l 950 to GHS student certification to be completed in July 2015. If not paid. the students will not receive their certificates.
GAUTENG TOURISM AUTHORITY
NOTES TO THE ANNUAL FINANCIAL STATEMENTS
Annual financial statements for the year ended 31 March 2015
4.2. Pre-payments
SAACI
National circulation
Media circulation
ICCA
Citizen
Independent Newspapers
VIP Licence
Pastel
SABC
Nimrod
Provantage
Encirca
Tabble Dabble
Survey Monkey
UNWTO
Destination Marketing Association
HIS regional data
I 201411s 2013114 R R
5,644,029 139,231
7,688
1.785
1.120 10.094
29,917 33,984
1,021
250
23,332 21,604
2,872
397 265
20.619
5,500,000
4,585
31.699
1.876
24.325
16.285
49,543
GAUTENG TOURISM AUTHORITY
NOTES TO THE ANNUAL FINANCIAL STATEMENTS
Annual financial statements for the year ended 31 March 2015
5. CUllllENT LIABILITIES (Initially carried at cost end subsequently at amortised cost)
5.1 Trade and other payables from exchange transactions
5.1.1 Trade and other payables - creditors
Trade and other payables - other creditors
Accrual for thir teenth cheque
Accrual for statutory costs
Accrual for Board remuneration
Allowed accumulated vacation leave
Staff savings
Staff claims
NDT - payment in advance
Ga-Rankuwa HS student fees 124 Main Street rental
Surplus surrender to Treasury
5.2 Trade and other payables from non-exchange transactions
5.2.1 Trade and other payables - conditional grants
Reconciliation of conditional grants
Opening balance
Receipts
Dept Arts and Culture Shopping Festival
Township - research and planning
Township - skills development
Township - product development
Township - SMME development
Transferred to revenue/expenditure
Closing balance
5.3 Reconciliation of accruals
Accrual for leave pay - balance as at 1 April
Additional accrual
Balance as at 31 March
Accrual for thirteenth cheque - balance as at 1 April
Additional accrual
Balance as at 31 March
6. llEVENUE
Revenue comprises revenue received in respect of:
Non-exchange transactions - DED government grants
Non-exchange transactions - DED additional grants
Non-exchange transactions - DAC Maropeng Virtual Lab
Other income - exchange transactions
Income from investments
NOTES
I
2014/15 2013/14 ll ll
6.1
6.2
r
19,551.387
11,545.994
4,020.794
7,525,200
409.575 -
1,386
1,402.649
15,000
-
1,807,590
3,889,000
8,005,393
4,500,000
500,000
150,000
2,500,000
6,850,000
(6,494,607)
(8,005,393)
2015
1.333,526
69,124
1.402.650
402.114
7,462
409.575
96,741,964
75,430,000
14,094,607
4,800,000
478,759
1.938,598
7,934,162
3.434,162
1.623,020
1,811.142
402.114 1,871
5,613
1.333,526 9,000
3.519
7,500
48,000
-
4,500,000
1,500,000
3,000,000
-
4,500,000
2014
1,239.0381
94,488
1,333.526
384.5751
17,538
402.114
63,039,104
62,016,000
400,116
622,988
GAUTENG TOURISM AUTHORITY
NOTES TO THE ANNUAL FINANCIAL STATEMENTS
Annual financial statements for the year ended 31 March 2015
I NOTES I 2014/1� 2013/1:
6.1 Other income - exchange transactions
6.1.1 Comprises of main income budget votes
Registration fees
GHS - tuition. accommodation and venue fees
6.1.2 Other: insurance claims and shored services
6.2 Income from investments
Interest from Corporation for Public Deposits
Interest from ABSA and FNB
7. EXPENDITURE
7 .1 Employee-related costs
Wages and salaries
Basic salaries
Performance awards
Periodic payments
Other non-pensionable allowance
Temporary staff
Resignation leave
Overtime pay
CEO and senior managers· emoluments
Defined pension fund contribution plan expense
Medical
Unemployment Insurance Fund
Other salary-related costs ( accrual for leave pay)
Fees for non-executive Board members
7.2 Depreciation
Plant. machinery and equipment
Computer equipment and peripherals
Office furniture and fittings
7 .3 Amortisation
7 .4 Repairs and maintenance
Repairs. maintenance and running costs
Plant. machinery and equipment
Computer equipment and peripherals
Other maintenance
I
8
9
I
478.759
478,759
133,989
344,770
1,938,598
1,811.040
127.558
88,621,639
41,352,978
13.311.025
1,820.626
1.471.636
2,841,147
78.090
77.470
56.792
9,247.039
2,817,670
2.103.720
230,356
6,845.789
451,619
245,369
6,062
186.204
53.103
1,689,955
276.169
1.275.109
138,677
402,599
99,943
99.943
302.6561
622.988
501.289
121,699
59,819,892
33,613,501
11.623,856
1.866.147
1.363.097
3,013,919
203.029
64.778
42.085
8.531.229
2,824,551
2.397.841
219.021
1,236,003
227,946
152,983
7.315
98,700
46.968
822,018
118.836
658.828
44.354
GAUTENG TOURISM AUTHORITY
NOTES TO THE ANNUAL FINANCIAL STATEMENTS
Annual financial statements for the year ended 31 March 2015
I NOTES I 2014/15 I 2013/14
: R I R
7 .5 General expenses
Advertising including GTA marketing
Admin fees
Audit fees - statutory
Audit fees - internal
Bank charges
Conference and delegations
Entertainment
Electricity
Insurance
Legal fees
Parking official
Postage
Printing and stationery
Rental of buildings
Cleaning seNices
Rental of equipment
Rental of vehicles
Security costs
Subscriptions and publications
Telephone costs
Training and development
Other
7.6 Other gains/losses
(Gain)/loss on disposal of assets (property, plant and equipment)
See notes to the annual financial statements No 2.2.
8. RELATED PARTIES
Joint ventures N/A
Members of key management Yes
45,333,336
19,006.285
23.105
462,825
619.482
30,976
633,343
120,968
1.081.637
215,344
68.192-
59,999
833
180,047
7,232,365
380,976
49.615
172.156
542,045
54.020
854,994
999,586
12,544.943
�
Associates
Close family member of key management
N/A
N/A
25,233,873
3,304,609
24,341
360,250
526,201
28.700
663.737
93,914
1,844.024
204,859
49,999
2,826
100,135
4.232.859
340,991
83,802
147,856
351,946
114.720
108,470
2,657,272
9,992,363
�
The GTA's main related party is the Gauteng Department of Economic Development. which is primarily responsible for funding. Other related parties during the period under
review were the Cradle of Humankind and Dinokeng, as well as members of key management and the GTA Board.
All related parties except the GTA Board are within the same sphere of government and/or under common control of the Gauteng Department of Economic Development.
GAUTENG TOURISM AUTHORITY
NOTES TO THE ANNUAL FINANCIAL STATEMENTS
Annual financial statements for the year ended 31 March 2015
8.1 Related party transactions
Deportment of Economic Development
Cradle of Humankind
Dinokeng
Stoff debtor - leave in advance
GGDA
Executive management remuneration
GTA Boord emoluments note 8.1.2
Receivables (payables) balances
The only outstanding balance at statement of
financial position dote was the staff debtor.
j 2015 2015 , 2014 2014 I I I
IR'OOO 1
R'OOO I R'OOO R'OOO
Transaction
97,530
3,840
907
31
9,247
452
112,007
Receivable (Payable)
31
31
Transaction
62,016
44
8,531
228
70,819
Receivable (Payable)
EXECUTIVE STAFF MEMBERS SALARIES I BONUSES AND PERFORM I CELL/MED AID I
t
2014 1 Total
I PAYMENTS I CONTRIB
R R[ R[ R R
8.1.1 CEO and senior manager emoluments
D Robertson: CEO 1.001.592 231,849 1.233.441
M Moeti: Destination Management 894.768 136,700 67.108 40,800 1.139,376
MN Kubeko: Destination Marketing 894.768 178.124 67.108 40,800 1.180.800
KN Googonediwe: Corporate Comm 1,095,480 116.225 1.211.705
S Moekets1: Corp Services 894.768 178.124 67,108 40.800 1.180.800
Y Asmol: chief financial officer 812.706 188.126- 1,000,832
KS Sithole: Research and Strategy 894,768 178.124 67.108 1.140.000
M Kono: Regional Tourism 894.768 157.412 67.108 40,800 1.160,088
Year ended 31/03/2015 7,383,618 1,364,683 335,538 163,200 9,247.039
D Robertson: CEO 927 396 258 808 1 186 204
M Moeti: Destination Management 828 480 146 108 62 136 36 900 1 073 624
MN Kubeko: Destination Marketing 828 480 165 375 62 136 36 900 1 092 891
KN Googonediwe: Corporate Comm 1 014 324 87 097 1 101 421
S Moeketsi: Corp Services 828 480 165 375 62 136 36 900 l 092 891
Y Asmol: chief financial officer 752 502 102 083 854 585
KS Sithole: Research and Strategy 828 480 165 375 62 136 1 055 991
M Kono: Regional Tourism 828 480 146 108 62 136 36 900 1 073 624
Year ended 31/03/2014 6.836.622 1,236.327 310,680 147,600 8.531,229
NOTE: 50% of the CEO and CFO remuneration was reimbursed by CoH and Dinokeng. The amounts ore Rl 001 592 and R812 706 respectively for 2015. and R927 396 and R752 502 for 2014
GAUTENG TOURISM AUTHORITY
NOTES TO THE ANNUAL FINANCIAL STATEMENTS
Annual financial statements for the year ended 31 March 2015
BOARD MEMBERS I 2014/15 i 2013/14
8.1.2 GTA Board members· costs
Board member emoluments
Mr S Mthembu (chairperson)
Ms N Majokweni (deputy chairperson) (until October 2014)
Ms M Molotsi (until October 2014)
Mr D Moshapalo (until October 2014)
Dr Z Zitha
Ms CGM Chiloane
Mr Sil Monakedi
Ms NM Mufamadi
Mr H Ntshingila
Ms ME Ravele
Ms KLN Sangoni
Mr MEZwane
ll ll
451,619 227.945
193,691 109,866
30.267 28.829
24.612- 42.680
52,740 46,570
34,281
17,580
17,580
24.612
10,548
14,064
17.580
14.064
9. CONTINGENCIES/OTHER LIABILITIES (PROVISIONS/ ACCRUALS)/OTHER ASSETS
From 1 April 2009, when GRAP 19 became effective, provisions for accrued leave and thirteenth cheque were reclassified retrospectively
as accruals under Trade and other payables. as to ensure compliance with GRAP 19. 17. Refer to accounting policies 1.22.
Accruals were made in the following manner:
Leave pay is set at 100% of all outstanding allowed accumulated leave at statement of financial position date
Thirteenth cheque is made for January to March and is calculated on the actual December payout of the current financial year.
divided by four
No contingent and/or other assets existed or were reported on in the period under review.
GAUTENG TOURISM AUTHORITY
NOTES TO THE ANNUAL FINANCIAL STATEMENTS
Annual financial statements for the year ended 31 March 2015
10. NOTES TO THE CASH FLOW STATEMENT
10. 1 Reconciliation of net (deficit)/surplus before taxation to cash (utilised)/generated from operations
Net (deficit)/surplus for the year (from trial balance)
Adjusted for:
Depreciation
Amortisation
(Gain)/loss on disposal
Investment income
Operating (deficit)/surplus before working capital changes
Surplus surrender to Treasury
Working capital changes
Decrease/(increase) in accounts receivable
(Decrease)/increase in accounts payable
Cash utilised in operations
10.2 Adjustments to property, plant and equipment
Additions to property. plant and equipment
Computer equipment
Equipment
Furniture and fittings
10.3 Adjustment to intangible assets
Additions to computer software
10.4 Cash and cash equivalents at beginning at the year
Current bank account
CPD Reserve Bank account
Petty cash
10.5 Cash and cash equivalents at end of the year
Current bank account
Corporation for Public Deposits account (restricted use)
Petty cash
2014/15 ' 2013/14 R'OOO R'OOO
8,120
245
(8)
(1,939)
6,419
(3,889)
(5,568)
11,617
8,580
666
534
117
16
16,275
5,921
10,347
6
26,138
3,968
22,158
12
3,219
153
(2)
(623)
2,747
(68)
4,484
7,162
420
420
8,903
... I 4,046
6
16,275
5,921
10,347
6
GAUTENG TOURISM AUTHORITY
NOTES TO THE ANNUAL FINANCIAL STATEMENTS
Annual financial statements for the year ended 31 March 2015
11. NOTES TO THE STATEMENT OF CHANGES IN
NET ASSETS
11 .1 RESERVES
The accumulated surplus reflects net assets and includes
retained income for future use amounting to Rl 3 684 024.
12. RETIREMENT BENEFIT OBLIGATIONS
The GTA has made provision for a Liberty Life Group
Provident Fund for GTA personnel. The GTA contributes l 00% of
the amount payable for provident fund for staff who join the
scheme at 7.5%. and 50% of the amount payable for staff who
join at 15%. The Liberty Life Provident Fund is governed by the
Pension Fund Act. No. 24 of 1956. and incorporated in the
GTA staff policies.
13. OPERATING LEASE ARRANGEMENTS/NON-CAPITAL COMMITMENTS/COMMITMENTS
- AUTHORISED EXPENDITURE
13.1 OPERATING LEASE ARRANGEMENTS/NON-CAPITAL COMMITMENTS
At the statement of financial position date the GTA had outstanding commitments under non-cancellable operating leases. which
fall due as follows:
Not later than 1 year
Loter than 1 year but not
later than 5 years
Loter than 5 years
I
I '
I 201411 s 2013114 , R' OOO R' OOO ' I
7.988
422
90
85
24
37.277
19
98
46.010
571
82
73
434
56
157
80
1,460
The GTA is in a lease agreement with the Gauteng Department
of Economic Development until November 2020.
The total value of the agreement of R53 253 495 was straight
lined and is listed in the lease note.
The GTA also entered into a three-year Internet Solutions telco
service agreement at a fixed monthly cost of R47 602.48
excluding variables. and is terminable after 12 months with the
notice period set at 90 days prior to termination. The GTA does
not have the option to acquire the equipment.
The GTA rents two vehicles from ASSA from 15 March 201 2 at
R6 830.05 and from l April 2013 at R6 121 .30 per month. fixed for
Office rental lease
Internet telco services
Motor vehicle (1)
Motor vehicle (2)
MTN. Vodocom Autopoge agreements
Office rental lease
Internet telco services
MTN
Motor vehicle (1)
Motor vehicle (2)
five and three years respectively with buy-back option
after the term.The lease agreements bear no contingent
lease payments.
The GTA contracted with MTN and Vodacom for official
cellphones for the CEO and senior managers. The expiry date
for the current contract is May 2015 for senior managers and
CEO. With the CFO set at November 2014. The Autopage
contracts for the GTA drivers were cancelled. with new
contracts to be entered into. All MTN contracts will be renewed
for a further 12-month term. with cost implications available on
renewal. The lease agreements do not impose any restrictions.
GAUTENG TOURISM AUTHORITY
NOTES TO THE ANNUAL FINANCIAL STATEMENTS
Annual financial statements for the year ended 31 Morch 2015
13.2 COMMITMENTS - AUTHORISED EXPENDITURE
Already contracted for but not provided for 2015
Operating expenditure
14. PRESENTATION CURRENCY
The financial statement figures have been stated in rand terms,
as this is the GTA's functional currency. All amounts have been
rounded to the nearest one thousand rand (Rl OOO) in the
statements and in notes 8.1, l 0-13 and 19 in the notes to the
annual financial statements. The detailed statement of financial
performance (annexure l) is stated in rand terms.
15. EVENTS AFTER REPORTING DATE
The MEC for the Gauteng Department of Economic
Development issued an instruction that the GTA the Cradle of
Humankind World Heritage Site trading entity (COHWHS) and
the Dinokeng trading entity must integrate at a functional and
operational level to enable the optimal achievement of the
provincial tourism mandate, from l April 2012. This instruction
was in line with the broader DED agency reconfiguration
17. FINANCIAL INSTRUMENTS
2014
process that could have impacted on the current status
and form of the GTA. The merger process was subsequently
withdrawn, and this process was finalised on 31 March 2015.
Apart from this. the GTA also acts as the DED's managing agent
over the Ga-Rankuwa Hotel School from l April 2014.
16. SENSITIVITY ANALYSIS
The GTA, fulfilling its mandate under the auspices of the
provincial government. is reliant on government as its major
source of revenue. It therefore does not anticipate any interest
rate risk caused by fluctuating interest rates as it does not
operate a system of debtors of significant value. The GTA also
manages its risks through a risk management plan.
The GTA's financial instruments at amortised cost are summarised as follows:
Assets trade and other receivables
Trade receivables/staff debtors
Pre-payments
Cash and bank
Total
Total
Total
2015
R
366,548
5,644,030
26. 138.107
32.148.685
2014
Assets trade and other receivables R
Trade receivables 303. 720
Pre-payments
Cash and bank
Total
139.232
16 274 658
16.717.610
Trade payables - creditors
Conditional grants
Staff leave accrual
Thirteenth cheque accrual
Other creditors
Trade payables
Payment received in advance
Staff leave accrual
Thirteenth cheque accrual
Conditional grants
Other creditors
Total
2015
Liabilities trade and other payables
4,020,794
8,005,393
1,402,649
409,575
5.712.976
19.551.387
2014
R
Liabilities trade
and other liabilities
1.623.020
55,500
1,333,526
402.114
4,500,000
20.003
7.934.162
GAUTENG TOURISM AUTHORITY
NOTES TO THE ANNUAL FINANCIAL STATEMENTS
Annual financial statements for the year ended 31 March 2015
RISK MANAGEMENT
Risks associated with the financial instruments of the public
entities included in this consolidation are managed on an
individual entity level. in line with the requirements of the
Public Finance Management Act, No. 1 of 1999. In this note we
describe the general high-level practices employed by entities
in managing the risks that they are exposed to as a result of
their financial instrument holdings.
MAXIMUM CREDIT RISK EXPOSURE
The public entities included in this consolidation are exposed to
credit risk mainly as a result of holding cash equivalents,
long-term receivables, finance lease receivables and trade
receivables. To manage the credit risk that the entities are
exposed as a result of holding these classes of financial assets,
the following steps are generally taken. The entity only
deposits cash with major banks with high-quality credit
standing, and limits exposure to any one counter-party.
CASH AND CASH EQUIVALENTS
Public entities bank with major banks with high credit standing.
Furthermore, the cash holdings with banks are spread among a
variety of banks to reduce the concentration of their credit risk
exposure. The minimum counter-party credit rating for placing
deposits and investing in government bonds is "A" by Standard
& Poor's or its Moody's or Fitch rating equivalents, while the
minimum rating for investments in corporate bonds is "AA-·.
The rating of certain investment securities were below ·p.; at
year-end due to downgrading of instruments or institutions by
the ratings agencies and due to the tightening of investment
guidelines by the bank, which resulted in passive breaches on
some of the financial assets in the bank's portfolios.
TRADE RECEIVABLES
Trade receivables comprise a widespread customer base.
Management evaluates credit risk relating to customers on an
ongoing basis. If customers are independently rated, these
ratings are used. Otherwise, if there is no independent rating,
risk control assesses the credit quality of the customer, taking
into account its financial position, past experience and other
factors. Individual risk limits are set based on internal or external
ratings in accordance with limits set by the individual boards
of directors of each of the public entities. The utilisation of
creditlimits is regularly monitored. Credit guarantee insurance is
purchased when deemed appropriate.
FINANCIAL ASSETS CARRIED AT AMORTISED COST 2014/15 2013/14
The financial assets carried at amortised cost expose the enlily to credit risk.
The value of the maximum exposure to credit risk are as follows for each of
classes of financial assets at amortised cost:
Cash and cash equivalents
Trade and other receivables from exchange transactions
Other current financial assets
LIQUIDITY RISK
R R
26.138.107
335,670
5,674.907
16,274,658
303,720
139.232
The GTA's risk to liquidity is a result of the funds available to cover future commitments. It manages liquidity risk through an ongoing
review of future commitments and credit facilities. Cash flow forecasts are prepared and adequate utilised borrowing facilities are
monitored.The table below analyses the GTA's financial liabilities into relevant maturity groupings based on the remaining period
at the statement of financial position to the contractual maturity date. The amounts disclosed in the table are the contractual
undiscounted cash flows.
GAUTENG TOURISM AUTHORITY
NOTES TO THE ANNUAL FINANCIAL STATEMENTS
Annual financial statements for the year ended 31 March 2015
2015 R R R R
Not later than one month Later than one month and not Later than three months and Later than one year and not later than three months not later than one year later than five years
Gross finance lease obligotlons Trade and other payable 4,020.794 Other 3,136,013 7,633,006 4,761,573
2014 R R R R
Not later than one month Later than one month and not Later than three months and Later than one year and not later than three months not later than one year later than five years
Gross finance lease obligations Trade and other payables 1,623.020 Other 576,804
l 7 .1 FINANCIAL RISK MANAGEMENT
The GTA's exposure to credit, liquidity and market risks is dealt
with in terms of its risk management policies and systems in
place, as stipulated in accounting policy l .22.6. During the
period under review, no impairment, write-offs and/or credit
losses were identified.
1,563,911 4,170.428
18. GOING CONCERN
The GTA will be a going concern in the year ahead. For this
reason the going concern basis of an accrual system and
historical cost principle have been adopted in preparing the
GTA's annual financial statements.
19. STATEMENT OF COMPARISON OF BUDGET AND ACTUAL AMOUNTS
("+" amounts in last column= under budget/spend)
I �'"°"'" ,,oon
IADJUSTMENTS I FINAL BUDGET I ACTUAL AMOUNTS ON I DIFFERENCE
I COMPARABLE BASIS BETWEEN FINAL
I ! I BUDGET ANO ' R'OOO R'OOO I R'OOO R'OOO , ACTUAL R'OOO
Receipts
Rendering of services 19,277 19.277 19,373 (96)
Investment revenue 2,050 2.050 1,939 111
Grant revenue 75.427 75,427 75.430 (3)
Total receipts 96.754 96,754 96,742 12
Payments
Employee costs 41,647 41,647 41,353 294
Operating expenses 51.310 51,310 47,269 4,041
Other expenditure -Total payments 96,754 92,958 88,622 4,336
Net receipts/(payments) 8,120
Capex 3.796 3,796 666 3,130
Net receipts/(payments) alter capex 7.454
Explanation of material difference between the final budget and actual
The variation between revenue budget and actual (inclusive
of interest income) of Rl 2 143 is 0.0001 % under budget. The
surplus less the acquisition of assets amounted to R7 454 125.
The variation between staff costs budget and actual of
R293 528 is 0.8% under budget. A contributing factor is the
GTA merger process restricting appointments.
Thi=> 11nrintinn hi=>lwAAn nnArntinn AxnAn�A� hi 1rlnet and actual
of R4 041 784 is 7. 9% under budget. The reason for the variance
is savings in the CEO and Board (Rl-million). as well as savings
in Corporate Services (R900 OOO) and Destination Management
(Rl-million).
The reason for the variation in the capex budget and
expenditure is the Ga-Rankuwa Hotel School acquisition of
assets of R2 634 OOO committed in the 2014/15 financial year.
but to be concluded in the 2015/16 financial vear.
GAUTENG TOURISM AUTHORITY
MATERIALITY FRAMEWORK
Annual financial statements for the year ending 31 March 2015
Unaudited supplementary schedule
The GTA materiality framework is as follows:
LEGISLATIVE REFERENCE I QUANTITY LEVEL
PFMA sec 50(1 )(C) All figures that might influence the decision by lhe
(1) "The Accounting Authority for a public enlity must - executive authority. Monlhly reports to the OED will
(c) on requesl. disclose lo the executive authority include explanatory notes if the actual expenditure/
responsible for that public entity or the legislature lo revenue per business unit devioles more than 5%
which the public entity is accountable. all material from budget
facts. including those reasonably discoverable, which
in any way may influence the decisions or actions of
the executive authority or thol legisloture·
PFMA sec 54 (2) All transactions as required
PFMA sec 55(2)(b)(i) Any loss through criminal conduct identified.
(2) "The annual report and financial stolements Any loss through irregular /fruitless/wasteful
referred to in subsection (1 )(d) must - expenditure and if the combined total exceeds
(b) any material losses through criminal conduct and the planning materiality figure used by the external
any irregular expendilure and fruitless and wosleful auditors for the year under review
expenditure that occurred during the financial year"
I QUALITY LEVEL
Any item or event for which specific disclosure is
required by low.
All facts discovered of which its omission or
misstatement. in the Board's opinion, could influence
the decision by the executive oulhority
All figures as applicable
Any loss identified through criminal conduct
GAUTENG TOURISM AUTHORITY ANNEXURE 1
DETAILED STATEMENT OF PERFORMANCE
Annual financial statements for the year ended 31 March 2015
Unaudited supplementary schedule
BUDGET I ACTUAL BUDGET I ACTUAL 2014/15 2014/15 ' 2013/14 2013/14
R R ll R
INCOME 96,754,107 96.741.964 63,049.000 63,041.566
DED subsidy -GTA 65.427.000 65.430.000 62.016.000 62.016.000
DED subsidy - GHS 10,000,000 10.000.000
Co-exhibitor fees 15,000 15.000
Registration Fees 160,000 124.080 127.000 96,000
GTA-other 140,000 173
GHS-other 205.500 344.770
Registration other 2.000 2.102 1,000 3,943
COH/D shored services 300,000 300,000
Conditional grants 18,894,607 18,894.607
Interest received 2,050.000 1,938.598 450,000 622.988
Profit on disposal of assets 2.484 2,484
EXPENDIJUllE
FINANCE 5,577,900 5.455.239 5,616,930 4,595.525
Fin -provision for leave 40.452 38.246 100.000 94.488
Fin - provision for thirteenth cheque 8,000 7,462 20.000 17.538
Fin - accounting fees 29,448 23.105 28,000 24,341
Fin - audit internal 620.000 619,482 527.000 526,201
Fin -audit external 470.000 462.825 378,000 360,250
Fin -bank charges 34,500 30.578 33,000 28.700
Fin -financial planning 50,500 50.322 5.000 2.694
Fin - insurance 241,000 215.344 205,000 204.859
Fin - staff total 3.770.000 3.762.506 3.188.000 3.183.471
Fin -staff unallocated 935,000
Fin -loss on disposal of assets 5,000 20,000
Fin -amortisation 12.000
Fin - depreciation 309.000 245.369 167.000 152.983
OFFICE OFTHE CEO
Board and forum matters 2,470,400 1,396,525 1,933.000 1,621.052
Boord secretariat 55.500 55.463 24,000 23,975
Annual report 259.500 122.482
Attend conf & forums local 140.000 10.816 69,000 68,327
Attend conf & forums intern 200.000 77,987 300.000 285.717
Attend conf & forums Boord loc 220.400 132.249 220,000 194,307
Attend conf & forums Boord int 200.000 115.018 50,000 15.492
Tourism summit 875,000 391,899 955,000 954,985
Boord payments and allowances 460,000 451.619 246.000 227.946
CEO enlertoinment 60.000 40.993 69.000 50.304
GAUTENG TOURISM AUTHORITY ANNEXURE l
DETAILED STATEMENT OF PERFORMANCE
Annual financial statements for the year ending 31 March 2015
Unaudited supplementary schedule
CORPORATE SERVICES
Human resources
CS - employee wellness
CS - staff dev & training
CS - labour relations
CS - organisational development
CS - recruitment
CS - study assistance
Administrative services
CS - conference and meetings
CS - courier and postage
CS - entertainment
CS - legal fees
CS - librory research
CS - motor vehicle expenses
CS - office main! & recep
CS - office electricity
CS - office rent
CS - cleaning
CS - parking official
CS - motor vehicle lease
CS - printing & stationery
CS - refreshments
CS - security & safety
CS - subscriptions & library
CS - telephones
CS - cellphones and data cords
Information technology services
CS ICT - dev/mainl of IT. tel. aud.
CS ICT - lease of equipment
CS - staff total
IBUDGET
IACTUAL
IBUDGET i ACTUAL
2014/15 2014/15 2013/14 ' 2013/14 R R R I R
21,534,200 20,60B,063 16,926,070 16,341,313
20.000 2.800 20.000 16,600
160,000 84,521 322,000 321,027
1.000 500
1.150.000 1,121,104 1.418,000 981.467
151,000 150,902 15.000 10.408
180,000 68,223 116,000 115.002
12.000
1.100 833 10.000 2,826
49,500 17,776 60,000 43,610
120,000 68.192
40.000
140,100 138.677 55,000 44,354
56,000 47,905 119,000 118.836
845,100 845,055 1,845,000 1,844,024
7,267.900 7,232,365 4,232.860 4,232.859
377.000 376,243 341,000 340,991
60,000 59,999 60.000 49.999
172.500 172.156 150.000 147,856
150.000 146.290 101.000 100.135
BO.OOO 62,199 10,000 6.043
410,000 387,396 353,140 351.946
121.900 40,686 115,000 110,445
659,500 306.824 115.000 108.470
509.600 491,731 106,000 92.357
1,332.000 1.248.149 660,000 658,828
21,000 20.950 90,000 83,802
7.500,000 7,517,089 6,559,070 6,558,929
GAUTENG TOURISM AUTHORITY ANNEXURE l
DETAILED STATEMENT OF PERFORMANCE
Annual financial statements for the year ended 31 March 2015
Unaudited supplementary schedule
DESTINATION MANAGEMENT
Training programme
Youth programme
Skills programmes (DF)
Tour guiding
Registration of tourist guides
Monitoring tourist guides ( 40% DF)
International Tourist Guide Doy (80% DF)
Enterprise development
Tourism enterprise dev (DF)
Grading of amenities (80% DF)
Staff
Regional tourism
Local auth. community tour projects
Stakeholder engagement programme
Strategic partnerships
Responsible tourism
Tourism awareness prog (DF)
Information services (30% DF)
Regional tourism marketing
Cross-border initiatives
Staff
I BUDGET
I
ACTUAL I BUDGET I ACTUAL 2014/1� '
2014/1: 2013/1: 2013/1:
22,918,000 21.868,376 17,061,400 16,725.390
12,670.000 11,911,637 7,849,000 7,702,687
307.000 306.700 1.500.000 1.489.463
700,000 608,365 895.000 846.782
93.000 82.425 175,000 89,132
300.000 165,314
6,500.000 6,276,256 905,000 300,000
300.000 300.000 300.000
4,470.000 4.472.578 4,074.000 4,073.122
I 10,248,000 9,956.739 9,212.400 9,022,703
120.000 98.084 20.000 750
100.000 100.000
120,000 28,644 120.000 85.650
1.000.000 975.191 427.000 378.715
220.000 185.234 75,400 75, ll 2
120.000 71.535 100.000 91.713
220.000 210.903 185.000 181.245
18.000
8.330.000 8.287.149 8,285.000 8.209.519
GAUTENG TOURISM AUTHORITY ANNEXURE 1
DETAILED STATEMENT OF PERFORMANCE
Annual financial statements for the year ended 31 March 2015
Unaudited supplementary schedule
DESTINATION MARKETING
MICE bid support
Signature events
Trade partnerships and activations
Joint marketing initiatives
Roads hows
Staff
CORPORATE COMMUNICATIONS
Gee Pee
Destination magazine
Airport TV
Media relations
E-marketing travel
Communications travel
Township development
CC- staff
GA-RANKUWA HOTEL SCHOOL
Books and periodicals
Cleaning materials
Consumables
Beverages. gas, food
Electricity and water
Maintenance - buildings
Maintenance - equipment
Maintenance - grounds
Printing and slationery
Rental of equipment
Security services
Telephones
Travelling cost
Staff
Total expenditure
Net surplus for the year
I BUDGET I
ACTUAL I BUDGET I ACTUAL 2014/15 2014/15
I 2013/14 2013/14
R R I R I R
18.837.000 18.436,220 7,538.600 7,506.234
1,740,000 1.644,362 1.400,600 13,374,909
12,300,000 12.253,023 414,500 414,019
550,250 550,250 1,511.000 1.507.680
100,000 96,503 8,000 8,000
346,750 172,977
3,800,000 3,719,105 4,204,500 4,201,626
9,111.107 8,703,922 8.829.000 8.470,649
1,551,000 1,545.455
1,159,000 1.158,273 1,913,000 1,903,214
3,521,000 3. 130,898 1.529,000 1,290,502
1.326,000 1,255,671
2,000
64.500 59,039
1.994,607 1,994,607
2.370.000 2,361,105 2,510,000 2.475.807
7,408,000 7.202,648
70,000 50.499
74.000 4.733
33.000 12,604
932,000 902.430
251,000 236.582
64,000 40,407
32,000 26,961
195,000 187,857
40,000 33,757
32,000 28,664
157,000 154,649
59,000 56.439
11.000 10,013
5,458,000 5.457,053
92,957,607 88,621.638 62,449,000 59,822.375
3,796,500 8,120,326 600,000 3,219,213
GAUTENG TOURISM AUTHORITY
DETAILED STATEMENT OF PERFORMANCE
Annual financial statements for the year ended 31 March 2015
GENERAL EXPENDITURE AS PER NOTE 7 .5
Finance
Corporate Services
Destination Management
Destination Marketing
Corporate Communications
Research and Strategy
Board and CEO
Ga-Rankuwa Hotel School
(Rl 687.98 forex loss included in total)
: ! BUDGET I ACTUAL I 2013/14 2013/14
R R
1,445.448 1,401.656
11.005.100 10.313.216
10,118.000 9.108,649
15.037.000 14.717,115
6,741.107 6.342,817
1,161.000 1.012.607
2,010.400 946,907
1,950,000 1,490,370
49.468,055 45,333,336