2018/19 Annual Performance Plan - Cradle of Humankind World Heritage Site and Dinokeng Projects
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
2018/19 Annual Performance Plan
Cradle of Humankind World Heritage Site and Dinokeng
Projects
2018/2019
Table of Contents
FOREWORD .............................................................................................................................................................. ii
OFFICIAL SIGN-OFF ................................................................................................................................................. iii
PART A: STRATEGIC OVERVIEW ..............................................................................................................................6
1. UPDATED SITUATIONAL ANALYSIS ............................................................................................................. ………6
1.1 Performance Delivery Environment……………………………………………………………………………………………9
1.2 Organisational Environment……………….……………………………………………………………………………….…..11
2. REVISIONS TO LEGISLATIVE AND OTHER MANDATES………………………………………………………………….12
3. OVIERVIEW OF 2015/16 BUDGET AND MTEF ESTIMATE……………………………………………………………..12
3.1 Expenditure Estimates…………………………………………………………………………………………………………….12
3.2 Economic Classification…………………………………………………………………………………………………………..12
3.2 Relating Expenditure Trends to Strategic Outcome Oriented……………………………………………………..12
PART B: PROGRAMMES AND SUB-PROGRAMMES.………………………………………………………….…………13
4. PROGRAMME 1: ADMINISTRATION……………………..……………………………………………………………..…15
4.1. Strategic Objectives Annual Targets for 2018/19…………………………..……………………………………17
4.2. Performance Indicators and Annual Targets for 2018/19…………………………………………….…….17
4.3. Quarterly Targets for 2018/19…………………………………………………………………………………………….17
4.4. Reconciling performance targets with the budget and MTEF………………………………………………17
4.5. Performance and expenditure Trends………………………………………………………………………………….18
5. PROGRAMME 2: CRADLE OF HUMANKIND……............................................................................19
5.1. Strategic Objectives Annual Targets for 2018/19…………………………..…………………………………..20
5.2. Performance Indicators and Annual Targets for 2018/19…………………………………………….…….20
5.3. Quarterly Targets for 2018/19…………………………………………………………………………………………….21
5.4. Reconciling performance targets with the budget and MTEF……………………………………………….22
5.5. Performance and expenditure Trends………………………………………………………………………………….23
6. PROGRAMME 3: DINOKENG……….…………………………………..……………………………….….……………….24
6.1. Strategic Objectives Annual Targets for 2018/19…………………………..……………………………………25
6.2. Performance Indicators and Annual Targets for 2018/19…………………………………………….……..25
6.3. Quarterly Targets for 2018/19……………………………………………………………………………………………..25
6.4. Reconciling performance targets with the budget and MTEF………………………………………………..26
6.5. Performance and expenditure Trends……………………………………………………………………………………26
7. PROGRAMME 4: TOURISM………...………….………………………………………………………….…………………..28
7.1. Strategic Objectives Annual Targets for 2018/19…………………………..…………………………………….29
7.2. Performance Indicators and Annual Targets for 2018/19…………………………………………….………29
7.3. Quarterly Targets for 2018/19………………………………………………………………………………………………29
7.4. Reconciling performance targets with the budget and MTEF…………………………………………………29
7.5. Performance and expenditure Trends……………………………………………………………………………………30
PART C………….………………………………………………………………………………………………………………………………31
9. LINKS TO THE LONG TERM INFRASTRUCTURE AND OTHER CAPITAL PLANS…………………………….31
10. CONDITIONAL GRANTS………………………………………………………………………………………………….………31
11. PUBLIC ENTITIES…………………………………………………………………………………………………………………….31
12. PUBLIC PRIVATE PARTNERSHIPS………………………………………….……………………………………………….31
ANNEXURE D CHANGES TO THE STRATEGIC PLAN…….………………………………………………………….…….32
ANNEXURE E TECHNICAL INDICATOR DESCRIPTION……………………………………………………………………….33
ANNEXURE F STRATEGIC OBJECTIVE TECHNICAL INDICATOR…………………………………………………………37
ANNEXURE G STRATEGIC RISKS…………………………………………………………………………………………………….41
ivABBREVIATIONS
APP Annual Performance Plan
AFS Annual Financial Statements
BAS Basic Accounting System
BBBEE Broad-Based Black Economic Empowerment
BRICS Brazil, Russia, India, China and South Africa
CEO Chief Executive Officer
COHWHS Cradle of Humankind World Heritage Site
COHWHS MA Cradle of Humankind World Heritage Site Management Authority
CFO Chief Financial Officer
CoE Compensation of Employees
CoJ City of Johannesburg
DGR Dinokeng Game Reserve
DGR MA Dinokeng Game Reserve Management Authority
GHS Garankuwa Hotel School
GCR Gauteng City Region
GCR EDC Gauteng City Region Economic Development Plan
GDED Gauteng Department of Economic Development
GTA Gauteng Tourism Authority
GTSS Gauteng Tourism Sector Strategy
GPG Gauteng Provincial Government
HOD Head of Department
ICT Information Communication Technology
ICC Intepretation Centre Complex
IDP Integrated Development Plan
IECM Intergrated Environment and Conservation and Management
IFMS Integrated Financial Management System
MEC Member of the Executive Council
MTEF Medium Term Expenditure Framework
MTEC Medium Term Expenditure Committee
MTSF Medium Term Strategic Framework
NDEA National Department of Environmental Affairs
NTSS National Tourism Sector Strategy
Paes Protected Areas Strategy
PFMA Public Finance Management Act (Act 1 of 1999)
SAT South African Tourism
SCM Supply Chain Management
SMME Small Medium Micro Enterprises
TER Township Economic Revitilisation
TMR Transformation Modernization and Reindustrialization
UK United Kingdom
USA United States of America
WHC World Heritage Convention
vPART A: STRATEGIC OVERVIEW
1. UPDATED SITUATIONAL ANALYSIS
Gauteng is a driving force in the tourism sector as illustrated by the demand scope conducted, compared
to other provinces as per Tables 1 and 2. Moreover, Gauteng is a crucial hub that establishes economic
linkages for other tourism destinations in South Africa. Gauteng’s tourism performance is represented
below:
Table 1: Provincial Share of International Arrivals
YEAR
Year 2013 Year 2014 Year 2015 Year 2016
Column % Count Column % Count Column % Count Column % Count
Provincial Gauteng 41.4% 3 712 144 39.8% 3 804 125 41.4% 3 682 510 42.9% 4 305 634
Share of
Arrivals Western 14.8% 1 330 520 14.5% 1 386 100 14.9% 1 323 283 15.6% 1 568 357
Cape
Eastern Cape 3.1% 276 611 3.2% 304 888 3.0% 270 986 3.2% 324 560
Northern 1.7% 156 588 1.7% 166 657 1.2% 108 699 1.0% 98 214%
Cape
KwaZulu 8.6% 772 372 8.0% 768 228 8.4% 743 615 7.5% 753 617
Natal
Mpumalanga 12.6% 1 132 444 12.0% 1 144 021 14.6% 1 300 271 14.2% 1 427 795
Limpopo 15.9% 1 422 556 17.2% 1 639 766 15.1% 1 344 830 15.3% 1 541 120
North West 5.5% 493 197 5.3% 508 537 8.7% 773 464 8.9% 893 318
Free State 8.9% 796 706 10.1% 960 147 10.6% 947 861 12.2% 1 223 631
TOTAL 100% 8 961 665 100% 9 549 236 100% 8 903 773 100% 10 044 163
Source: Annual Tourism Report: 2016, South African Tourism, June 2017
Annual Performance Plan Template 2018/19 Page 6Table 2: Domestic Trips Taken to Provinces
Trips – Domestic Destination by Province
Province 2009 2010 2011 2012 2013 2014 2015 2016
Gauteng 5 044 000 6 388 000 5 100 000 4 199 000 4 456 000 4 293 000 3 828 000 4 447 000
Eastern Cape 5 884 000 3 977 000 2 861 000 2 314 000 2 050 000 3 224 000 3 370 000 2 900 000
Northern Cape 574 000 219 000 381 000 386 000 480 000 557 000 275 000 521 000
Western Cape 3 498 000 2 698 000 2 403 000 1 960 000 2 406 000 1 606 000 1 829 000 2 139 000
Limpopo 1 942 000 2 939 000 3 500 000 5 109 000 5 583 000 7 367 000 5 666 000 8 343 000
Mpumalanga 1 685 000 1 743 000 2 188 000 2 917 000 3 153 000 3 330 000 2 156 000 1 658 000
Kwa-Zulu Natal 9 073 000 8 348 000 7 224 000 6 215 000 7 307 000 5 280 000 4 980 000 4 193 000
Free State 1 673 000 1 061 000 1 166 000 1 137 000 878 000 1 043 000 1 200 000 1 140 000
North West 1 358 000 2 498 000 1 914 000 1 914 000 994 000 2 298 000 1 751 000 1 296 000
Total 30 731 000 29 871 000 26 737 000 25 413 000 27 307 000 28 998 000 25 055 000 26 637 000
Source: Annual Tourism Report: 2016, South African Tourism, June 2017
In 2016, Gauteng City Region received 4.3 million foreign tourists (42.9%), surpassing other provinces in
South Africa. South African Tourism (SAT) statistics show that the majority of these were African land-based
visitors. The Province is the second largest long-haul tourist hub in South Africa, attracting large markets
from Europe (France, Germany), UK and the USA and also strong pull within the emerging markets, namely
China and India. The foreign markets primarily visit South Africa for holiday purposes, followed by business
travel purposes, and visiting friends and family. The statistics demonstrate that the Gauteng City Region
has a strong footing within the long-haul international markets, with the potential to grow in the African
tourist markets even more into a lucrative and unique tourist demand market.
In terms of domestic tourism, Gauteng captured 4.4 million domestic trips, taking the second spot from the
8.3 million trips undertaken to Limpopo Province. With the domestic tourist market, it is important to
recognize that the market more frequently takes day trips than overnight trips. Gauteng receives a much
higher number of day trips compared to other provinces, more so with domestic bed nights. The domestic
tourist demographics of Gauteng suggests that the Province is attracting three main domestic market
segments, namely the High-Life Enthusiasts, Business Travellers and Well-to-Do Mzansi Families. However,
statistics show that the Gauteng domestic tourist market generates less revenue compared to other
competing provinces, emphasising the potential to motivate more spending and tourist-like activities under
its domestic tourist markets and residents.
The distribution of international and domestic tourism is as follows;
• City of Johannesburg captured 77% of international visitors and 37% of domestic trips.
• City of Tshwane captured 18% of international visitors and 21% of domestic trips.
• City of Ekurhuleni captured 4% of international visitors and 25% of domestic trips.
• West Rand District Municipality captured 1% of international visitors and 21% of domestic trips.
• Sedibeng District Municipality captured 1% of international visitors and 1% of domestic trips.
Annual Performance Plan Template 2018/19 Page 7The Gauteng City Region is relatively attractive within the foreign markets, especially the African Regional
markets and has great appeal to the domestic market. The sub-regional statistics show a high-level of
interest in the City of Johannesburg, with the distribution of tourists trickling down to the other regions. The
main geographical pull factor for Gauteng is the City of Johannesburg, with the City of Ekurhuleni and the
City of Tshwane competing with each other on a horizontal level and vertical level with the City of
Johannesburg (COJ), as the CoJ region is the core for tourist and economic activities in Gauteng and South
Africa, while the West Rand and Sedibeng are on competitive terms within the market size they need to
capture.
The strongest competitor to Gauteng on provincial level is the Western Cape, followed by KwaZulu-Natal.
Gauteng is strong within the tour operating and conferencing component, emphasising that Gauteng is
primarily focusing on building its business tourism niche offering. Breaking down to region-level in the
Gauteng Province, it is evident that the tourism sector is very strong in the City of Johannesburg, followed
by City of Tshwane and City of Ekurhuleni, with the West Rand and Sedibeng District Municipalities unable
to show the volumes in tourism supply and demand. However, from an economic development point of
view, West Rand and Sedibeng are profiled as having the ability to use tourism as a primary economic
driver. This does not mean that the other development corridors’ economic sectors should not consider
tourism as a key economic driver, but that the uniquely available resources and limited economic activity in
the West Rand and Sedibeng areas provides an ideal platform for tourism development in these areas to
cap unemployment and rural degradation.
Tourism receives priority from a provincial and inter-regional perspective. However, the coordination and
collaboration between local, regional and provincial role-players (public and private sector) remain a key
issue hampering full realization of tourism potential. The 1996 White Paper on Development and
Promotion of Tourism provides that tourism is government led, private sector driven and community based
and thus emphasising the importance of collaboration between public and private sector in order to
catalyse tourism growth and facilitae its leverage for socio-econocic development.
Tourism has the ability to achieve radical transformation objectives, alongside enhancing investor
confidence, increases national pride, and serves as an engine of growth, while generating income for
biodiversity conservation and cultural heritage protection, and thus further motivates the importance of
government to prioritise tourism as a key economic driver for social development.
To improve the competitiveness of all the regions while not deteriorating the current strong players, it is
important that market share is motivated, increased demand and development of key tourism nodes in all
regions that has the ability to attract long-stay and day visitors to the regions, moreover motivating tourism
linkages and an economic rippling effect throughout the Gauteng City Region. The Gauteng City Region has
a unique market trend and attraction compared to other provinces in South Africa. The long-term success
of Gauteng as an international and domestic tourist destination will rely on the strengthening of the market
segment’s needs and potential interest, alongside the increase and spread of destination management,
marketing and development on a spatial-level.
Gauteng’s strength is on cultural and natural heritage, ranging from international importance to local
relevancy. Amongst this list of most visited attractions in Gauteng is the City of Johannesburg, Maropeng
and Sterkfontein Caves (the official visitor centres in the Cradle of Humankind World Heritage Site),
Apartheid Museum, Voortrekker Monument, Soweto Township tours, Constitution Hill, Cullinan Diamond
Mine (Dinokeng) and the Nelson Mandela Museum.
Table 3 captures and presents a summary of key internal and external environmental factors that have a
direct impact on the performance of the tourism sector:
Annual Performance Plan Template 2018/19 Page 8Table 3: SWOT Analysis
STRENGTHS WEAKNESS
• Gauteng's growing middle-class population increases the • Challenges specific skills shortages in tourism and
potential for significant household spending hospitality
• Gauteng possesses relatively much developed • Tourism yield has be impacted recent introduction of direct
infrastructure (bulk/tourism) which makes the province flights from various international source markets
attractive to investors and visitors • High unemployment rate in the country, wage rates remain
• The province is a financial hub for the rest of the sub- comparatively low by international standards.
Saharan African region. • Lack of public passenger transportation to Maropeng and
• The Province has six universities and a number of other Sterkfontein Caves
institutions of higher learning • Perception that industry employs illegal foreigners at an
• Policies and strategies that unlock and support the expense of trained locals – contributing to unemployment for
inclusive development and growth of tourism, and ensure graduates in the country
thriving entrepreneurship • Lack of industry’s desire to transform
• Proactive skills development approaches that tackle
unemployment though skills development aimed at making
the labour force relevant to the labour market
requirements.
• Vibrant investment promotion programme in the province
aimed at promoting the Province as an investment
destination for tourism
• A clearly defined sector intervention strategy to propel
growth as well as promote labour absorption. (GTSS)
• A focus on developing and expanding catalytic
infrastructure (viz. broadband, etc.) to propel sector growth
and create employment opportunities
OPPORTUNITIES THREATS
• Strong growth in Africa presents an opportunity for tourism • Global and national threats on the SA/province’s open
to promote export to these markets. economy.
• The currency depreciation offers an opportunity for the • The risk of a further possible credit rating downgrade will
sector to promote tourism through price competitiveness – impact plans for major infrastructure expansion including
locate specific sectors/ subsectors with 'low hanging fruit’. tourism investment
• Unique and exciting tourism offerings versus the competing • The impact of Brexit on investment and tourism – the
destinations in Gauteng – i.e Human Origin History, expected contraction (and possible recession in the UK) may
Shopping, Health Tourism ect. impact on Gauteng given that the UK is a significant source
• Strategic location - we remain a Gateway to Africa market for both FDI and Tourism.
irrespective of the threats posed by introduction of • South Africa will experience slow economic growth over the
domestic flights to KZN and Western Cape coming years due to weak consumer demand, lacklustre
investment, relatively subdued commodity prices and
sporadic strikes and power cuts.
• South Africans possess high household debt, meaning that
the majority of the consumers finance many of their
purchases through credit, making them largely exposed to
interest rate fluctuations.
• The potential entry of global foreign retailers may out-
compete local retailers who are not as modernised or
sophisticated by international standards.
This APP for 2018/19 financial year is structured such that it addresses challenges and maximises
opportunities raised in this situational analysis.
1.1 Performance delivery environment
The Programmes’ priorities and projects featured in this Annual Performance Plan (APP) 2018/19 directly
respond to the following frameworks;
1.1.1 Gauteng City Region Economic Development Plan (GCR EDP) (Implementation Plan)
The GCR EDP Implementation Plan’s goal is to save and create decent jobs through focus on sector
transformation, industrialization, skills development, leveraging on public procurement and the township
economy to build an inclusive and sustainable economy. All Programmes contribute to the below (8) pillars;
Annual Performance Plan Template 2018/19 Page 9a) African integration
b) Skills development
c) Local production/industrialisation
d) Public-private procurement
e) Township economy
f) Black ownership and control
g) Green economy/climate change
h) Research and innovation
1.1.2 Transformation Modernisation and Re-Industrialisation (TMR) Approach and its Pillars
The TMR Approach of the Gauteng Provincial Government (GPG) sets a framework for radical economic
transformation in Gauteng. All Programmes contribute to the below seven (7) pillars;
a) Radical economic transformation
b) Decisive spatial transformation
c) Accelerated social transformation
d) Transformation of state and governance
e) Modernisation of the public service
f) Taking the lead in Africa’s new industrial revolution
1.1.3 The Gauteng Tourism Sector Strategy (GTSS)
The GTSS which was revised by the Province in 2017 to align to the National Tourism Sector Strategy
(NTSS), sets a vision for tourism in Gauteng, which is to become “Africa's Must-See, Vibrant, Big City
Experience”. This vision will be achieved through 5 strategic interventions, being implemented by all
Programmes, namely;
a) Destination management prioritisation
b) Enhance the experience and the visitor economy
c) Market competitiveness and diversification
d) Tourism accessibility and smart city concepts, and
e) Tourism sector transformation
In the current financial year (2017/18) the Programmes are implementing the following projects as part of
the Annual Performance Plans:
Programme 1: Cradle of Humankind World Heritage Site (COHWHS)
• Fossil sites inspections - number of fossil sites inspected (annual planned target is 13 registered
fossil sites): The first set of fossil site inspections for the 2017/2018 year were completed in June
2017. The reports that are generated from these inspections have been finalised and
correspondence drafted to landowners as well as the South African Resources Agency (SAHRA).
The second set of inspections of the sites took place late November/early December 2017 as is
common practice in terms of the inspection of the sites. The second and final report of the 13
registered fossil sites in the COHWHS as well as the Malapa fossil site will be delivered and
reported on in Q4.
• Water monitoring programme - CSIR was appointed for the water monitoring programme at the
COHWHS for the three year period ending in year 2021, and to date 17 water boreholes in the
COHWHS are being monitored.
• School visits - the sponsored school visits to Sterkfontein and Maropeng was undertaken in the
third quarter and 2000 learners participated.
• Jobs sustained at Maropeng - 110 number of jobs sustained at Maropeng and 13 addition jobs
were created.
• Visitors to Maropeng and Sterkfontein Caves - 305 000 people visited the visitor centres in the
COHWHS.
Annual Performance Plan Template 2018/19 Page 10Programme 2: Dinokeng
• 4 124 hectares of vegetation managed in DGR – The total number of hectares of vegetation
managed to date is 1 325. The variance of 2 799 is as a result that no suitable service provider
was found to implement the project despite having advertised the tender several times. The
reported limited hectares of vegetation managed were through a partnership arrangement
between the Dinokeng Entity and Dinokeng Game Reserve Management Agency (DGRMA).
• SMMEs and Cooperatives support - a target of 20 SMMEs and 9 cooperatives supported in
Dinokeng has been achieved to date.
• Job creation - There are currently no jobs that have been created through Working on Fire (WoF) as
a result that no suitable service provider was found to implement the despite having advertised
the tender several times. 54 jobs were derived through the operations of the DGRMA and 544 job
opportunities derived from the operational funding expenditure of the DGR.
• The training of leaners on tourism and hospitality skills programmes at Dinokeng is going to be
implemented in Q4.
• Community Trust - Community Trust at DGR was launched in 6 July 2017, trustees have been
vetted and registration documentation was prepared and forwarded to the Office of the State
Attorney. The Office of the State Attorney has lodged the registration documentation with the
Master of High Court, and the Trust will be registered in March 2018.
Programme 3: Tourism
• The following projects (Number of township tourism products showcased to markets; Number of
community based tourism projects supported; and Number of people enrolled in tourism and
hospitality skills development initiatives) in quarter 1 of the 2017/18 financial year featured on
the GDED APP 2017/18. During the budget adjustment of September 2017, the GDED APP was
revised to exclude all indicators for GDED agencies and entities. Therefore these projects were
removed from GDED APP 2017/18 and are now contained in the Integrated Operational Plans for
the COHWHS and Dinokeng Projects School for 2017/18. These projects are continously
reported and monitored alongside all projects featured in the Integrated Operational Plans for
COHWHS and Dinokeng Projects l for 2017/18 on a monthly and quarterly. To date 93 tourism
products have been showcased to markets and 117 products are still to be showcased at
Meetings Africa, Vakansie and Soweto Camp Festival Shows which are due to be held in Q4 of the
financial year. 6 community based tourism initiatives have been supported and 14 768 people
have been enrolled in skills development initiatives and capacity building workshops.
All these projects will be delivered at the end of the financial year 2017/18, with the exception of hectares
of vegetation managed in DGR and jobs leveraged from this project. This is because there was no suitable
service provider found to implement the project despite having advertised the tender several times.
1.2 Organisational Environment
The COHWHS and Dinokeng Projects remain trading entities of the GDED currently reporting to the
Accounting Officer (Chief Executive Officer). The Tourism Supply function that has been transferred from
the Gauteng Tourism Authority, and the Garankuwa Hotel School are also currently reporting to the
COHWHS and Dinokeng Accounting Officer (CEO) as part of implementing the Gauteng Executive
Authority’s decision to integrate these functions towards establishing the Gauteng Conservation and
Heritage Agency. Discussions are currently taking place to relocate the Ga-Rankuwa Hotel School to an
appropriate department in the Gauteng Province where its mandate can be fully utilised.
The COHWHS and Dinokeng Projects are now stand-alone entities from 1 October 2017. However, the
entities are not capacitated to perform support functions that have previously been provided by GDED. A
transitional organisational structure has been developed to make provision for the tourism and support
functions. The structure is still awaiting approval.
Annual Performance Plan Template 2018/19 Page 112. REVISIONS TO LEGISLATIVE AND OTHER MANDATES
There have been no significant changes to the legislative and other mandates governing the tourism
sector, the COHWHS and Dinokeng Projects, and the Garankuwa Hotel School.
3. OVERVIEW OF 2018/19 BUDGET AND MTEF ESTIMATES
3.1 CRADLE OF HUMANKIND WORLD HERITAGE SITE
3.1.1 Expenditure Estimates
Adju
sted
Main
Revised
Outcome appropri Medium-term estimates
appr
ation
opri estimate
atio
n
2015/
2014/15 2017/18 2018/ 2019/
16 2016/17 2020/21
R thousand 19 20
72 628 71 643 63 599 70 706 64 522 75 254 79 468 83 839
Total payments and
estimates 72 628 71643 63 599 70 706 64 522 75 254 79 468 83 839
3.1.2 Economic Classification
Adjust
Revise
Main ed
d
Outcome appropri Medium-term estimates
ation appro
estimat
priatio
e
n
2015/
2014/15 2017/18 2018/1 2020/2
16 2016/17 2019/20
R thousand 9 1
Current payments
Compensation of employees 15 780 13 787 14 773 19 401 19 401 20 701 22 067 23 523
Goods and services 20 654 18 731 25 460 44 305 38 121 46 553 48 701 51 203
Interest and rent on land
Transfers and subsidies to: 21 731 6 451 14 066 6 500 6 500 7 500 7 500 7 913
Provinces and municipalities
Departmental agencies and
accounts
Non-profit institutions
Households
Payments for capital assets
Buildings and other fixed
structures
Machinery and equipment 500 500 1200 1200
Software and other intangible
assets
Payments for financial assets
Total economic classification 58 165 38 969 54 299 70 706 64 522 75 254 79 468 83 839
Annual Performance Plan Template 2018/19 Page 123.2 DINOKENG
3.2.1 Expenditure Estimates
Adjus
Main Revis
ted
appro ed
Outcome Medium-term estimates
priatio
appro
n estim
priati
ate
on
2015/1
2014/15 2017/18 2018/1 2020/2
6 2016/17 2019/20
R thousand 9 1
39 145 55 219 45 665 43 202 36 498 43 950 50 935 53 953
Total payments and
estimates 39 145 55 219 45 665 43 202 36 498 43 950 50 935 53 953
3.2.2 Economic Classification
Revise
Main Adjusted
d
Outcome appropri Medium-term estimates
ation appropria
estimat
tion
e
2015/1 2018/ 2020
2014/15 2016/17 2017/18 2019/20
R thousand 6 19 /21
Current payments 33 612 38 593 37 441 43 202 36 498 43 950 50 935 53 953
Compensation of employees 12 543 11 102 12 611 17 991 17 991 18 991 19 547 20 620
Goods and services 17 133 23891 19 880 21 111 14 407 20 859 27 260 29 043
Interest and rent on land
Transfers and subsidies to: 3 936 3 600 4 950 3 600 3 600 3 600 3 600 3 600
Provinces and municipalities
Departmental agencies and
accounts
Non-profit institutions
Households
Payments for capital assets 500 500 500 528 690
Buildings and other fixed
structures
Machinery and equipment 500 500 500 528 690
Software and other intangible
assets
Payments for financial assets
Total economic classification 33 612 38 593 37 441 43 202 36 498 43 950 50 935 53 953
3.4 Performance and Expenditure Trends
The COHWHS is a trading entity of the Gauteng Department of Economic Development. Total
expenditure amounts to R 58.1 million in 2014/15 decreasing to R 38.9 million in 2015/16 and
increased to R 54.2 million in 2016/17. The expenditure is anticipated to increase over the MTEF period
for project implementation. The entity supports the development and management of the Cradle of
Humankind World Heritage Site as a UNESCO-inscribed World Heritage Site which is in the North Western
Region of the province as a tourism destination which focuses on the palaeontological sciences,
sustainable natural resource conservation and utilisation, culture and history. Tourism is one of the key
drivers for the creation of an inclusive economy in this geo-spatial tourism project that includes the
following areas of management: implementation of the Operational Guidelines for the Implementation of
the World Heritage Convention; fossil site management; ground water monitoring; Working on Fire
programme; land use management; cycling and mountain bike development and maintenance thereof;
management of the maintenance of the road network and signage in the COHWHS; cooperatives
Annual Performance Plan Template 2018/19 Page 13establishment, support; training and mentoring; sponsored schools visits project to the visitor centres in
the COHWHS; community projects; implementation of an inclusive economy strategy; Cradle Trust
management; stakeholder management and public meetings.
For Dinokeng, a total expenditure increased from R33,6 million in 2014/15 to R38,5 million in
2015/16.The project budget will increase as the result of more project implementation. These increases
are as a result of the intensive drive on investment on tourism infrastructure development programmes
and empowerment of SMMEs and cooperatives that the Dinokeng Project has embarked on over a period
of time.. The first phase of the self-drive route project was completed during 2014/15. An immediate
positive impact on visitor numbers to the Dinokeng Game Reserve was reported. The Dinokeng Project
implemented the second phase of the self- drive route in 2015/16. A picnic site and a game viewing deck
in the DGR are also planned to be completed in 2017/18. On completion, these tourism assets will be
managed and operated by SMMEs.
Annual Performance Plan Template 2018/19 Page 144. PROGRAMME 1: ADMINISTRATION
BUDGET PURPOSE SUB-PROGRAMMES FUNCTIONS
PROGRAMME
Administration Effective Resource Office of the Chief Executive Officer • Provides leadership, decision-making, strategic direction,
Utilisation and Good and Chief Operations Officer policy development, decision-making support and financial
Governance oversight for the Entities.
• To translate policies and priorities into strategies for
effective service delivery and planning, to manage, monitor
and control performance.
• To manage and direct the entities transversal administrative
programmes that give leadership to the Entities.
• To effectively maintain an oversight function of the whole
Programmes mandate and function.
• Ensure compliance with statutory and good governance
practices.
• Strengthen the support, guidance and interaction with
stakeholders.
• Strengthen institutional mechanisms for integrated planning,
monitoring and evaluation.
Human Capital Management • To provide support services to the other programmes with
regard to human resources management and development,
information technology, facility support maintenance, legal
services and communication service.
• To provide a strategic support function to the entities.
• To ensure the rendering of ICT, human capital, corporate
assurance, legal and communication support services to the
entities.
• To monitor and evaluate Departmental performance.
• To develop and manage knowledge and information
systems, records and co-ordinate ICT.
Financial Management • To provide effective support service (including monitoring
and control) with regard to Budgeting, Financial and
Management Accounting, Supply Chain Management, and
Asset Management..
• To provide an effective financial management function.
• To provide an effective and efficient Supply Chain
Management function
• To ensure implementation of the PFMA and other related
Financial Regulations and Policies.
• To provide planning and budgeting support to the entities.
Communication Services • To focus on internal and external communications of the
department through written, verbal, visual and electronic
media as well as marketing and advertising of the
departmental services.
• To render communication services to the Entities.
Planning, Monitoring and • Maintain a framework for Monitoring and Evaluation aligned
Evaluations to provincial and national M&E prescripts.
• Advise on generating and developing performance and
output indicators.
• Ensure efficiency and effectiveness in organizational
performance system and reporting
• Provide baseline or benchmarking information to measure
results of programme in relation to the Ten Pillars of
Transformation, Modernisation and Re-industralisation.
• Evaluate relevance, effectiveness and impact of Entities
policies and intervention.
Administration and Knowledge • The purpose is to strengthen the institutional governance
Management and knowledge management for improved service delivery
through the development and maintenance of a knowledge
management repository to capture, store and disseminate
institutional knowledge.
Annual Performance Plan Template 2018/19 Page 15The Programme will work towards the following strategic objective:
a. To achieve and maintain the highest level of financial governance.
Annual Performance Plan Template 2018/19 Page 164.1 Strategic Objectives Annual Targets for 2018/19
Strategic Objective Strategic Audited/Actual Performance Estimated Medium-Term Targets
Objective Performance
Indicator 2018/19 2019/20 2020/21
2014/15 2015/16 2016/17 2017/18
1. To achieve Financial - - - - 12 12 12
and maintain Performance
the highest Management
level of Reports
financial produced
governance - - - - 4 4 4
4.2 Performance Indicators and Annual Targets for 2018/19
Performance Indicators Audited/Actual Performance Estimated Medium-Term Targets
Performanc
e
2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/2
1
1. TO ACHIEVE AND MAINTAIN THE HIGHEST LEVEL OF FINANCIAL GOVERNANCE
1.1 Financial performance - - - - 12 12 12
management reports prduced
1.2 Number of Interim Annual - - - - 4 4 4
Financial Statement reports
compiled
4.3 Quarterly Targets for 2018/19
Performance Indicators Reporting Reporting Annual Quarterly Targets
Responsibili Period Targets
1 st 2nd 3rd 4th
ty
1. TO ACHIEVE AND MAINTAIN THE HIGHEST LEVEL OF FINANCIAL GOVERNANCE
1.1 Financial Performance Financial Quartely 12 3 3 3 3
Management Reports Management
produced
1.2 Number of Interim Annual Financial Quartely 4 1 1 1 1
Financial Statement reports Management
compiled
4.4 Reconciling performance targets with the Budget and MTEF
Sub-programme Expenditure outcome Adjusted Medium-term expenditure
appropriation estimate
R thousand 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
Administration 0 0 0 37 773 41 947 43 939 46 487
Total 37 773 41 947 43 939 46 487
Economic classification
Current payments 0 0 0 37 773 41 947 43 939 46 487
Compensation of employees 0 0 0 13 108 30 553 32 619 34 511
Goods and services 0 0 0 27 489
of which: 500 550 605 666
1st Draft Annual Performance Plan Template 2018/19 Page 17Annual report 0 0 0 1 401 1 512 1 629 1 756
Audit Fees 0 0 0 1 000
Computer Equipment 0 0 0 500 710 816 930
Stationery 0 0 0 35 40 50 600
Bank Charges 0 0 0 50 70 90 110
Courier and Postage 0 0 0 396 512 559 612
Cell phones and Data cards 0 0 0 213 233 251 269
Licencing 0 0 0 130 33 36 39
Data lines 0 0 0 385 424 466 513
Equipment lease IT 0 0 0 9 104 9 899 10 665 11 507
Operating Lease Expense(Rental) 0 0 0 650 594 630 656
Bursary 0 0 0 650 594 630 353
Training and Organizational Development 0 0 0 191 550 605 969
Conference and Workshops 0 0 0 500 550 605 666
Venues and facilities 0 0 0 350 400 422 445
Travelling and Subsistence 0 0 0 1 000 1 250 1 368 210
Consultation fees 0 0 0 1 000 1 500 3 000
Advertising 0 0 0 5 5 6
Administrative fees 0 0 0 500 550 605 666
Transfers and subsidies to:
Provinces and municipalities 0 0 0 0 0 0 0
Departmental agencies and accounts 0 0 0 0 0 0 0
Public corporations and private enterprises 0 0 0 0 0 0 0
Households 0 0 0 0 0 0 0
Payments for capital assets 0 0 0 500 0 0 0
Buildings and fixed structures 0 0 0 0 0 0 0
Machinery and equipment 0 0 0 500 0 0 0
Software and other intangible assets 0 0 0 0 0 0 0
Payments for financial assets 0 0 0 0 0 0 0
Total 0 0 0 37 773 41 947 43 939 46 487
4.5 Performance and Expenditure Trends
The expenditure for Programme 1 is expected to increase in the MTEF period to respond to the
organisational changes as a result of reverse migration of the trading entities from Department of
Economic Development. The trading entities have received full delegation and became stand-alone
entitites from 1 October 2017. The budget will have to be increased to increase resources as the Entities
are expected to establish the following functions which were previously provided by GDED:
1. Financial Management
2. Human Resources Management
3. Communication
4. Corporate Services
1st Draft Annual Performance Plan Template 2018/19 Page 185. PROGRAMME 2: CRADLE OF HUMANKIND WORLD HERITAGE SITE
BUDGET PURPOSE SUB-PROGRAMMES FUNCTIONS
PROGRAMME
COHWHS Sustainable Integrated Environment and • To manage and profile the Cradle of Humankind World
Conservation and Conservation and Management of Heritage Site as one of the world’s iconic tourism and
Heritage Assets Land Use heritage destinations.
Interpretation Centre Complex • To manage and profile the Cradle of Humankind World
Heritage Site as one of the world’s iconic tourism and
heritage destinations.
Public Participation and Community • Provide public participation platforms for the communities to
Benefits have a say in the management of the COHWHS and provide
community beneficiation projects.
The Programme will work towards the following strategic objective:
a) To ensure that the Cradle of Humankind World Heritage Site is a well-managed and maintained World
Heritage Site that contributes to scientific research, community beneficiation and the tourism visitor
economy.
b) Ensure tangible community beneficiation and growth in the visitor economy.
1st Draft Annual Performance Plan Template 2018/19 Page 195.1 Strategic Objectives Annual Targets for 2018/19
Strategic Objective Strategic Audited/Actual Performance Estimated Medium-Term Targets
Objective Performance
Indicator 2018/19 2019/2 2020/21
2014/15 2015/16 2016/17 2017/18
0
1. To ensure Collaborate - - - - Collabora Collabo -
that the with similar tion ration
Cradle of African World agreement agree
Humankind Heritage signed ment
World Sites on between signed
Heritage Site scientific COHWHS between
is a well- research, and COHWHS
managed community Nairobi and
and beneficiation National Ethopian
maintained and the Museum/ Paleonto
World tourism Kenya logy Site
Heritage Site visitor
that economy
contributes
to scientific Implement - - - - Implemen Imple Imple
research, the tation menta menta
community Integrated report tion tion
beneficiation Management produced report report
and the Plan (IMP) for produced produced
tourism COHWHS
visitor
Develop - - - - COHWHS - -
economy. specific
COHWHS
specific land land use
use regulation
regulation approved
2 To ensure Facilitate - - - - 2 interven 3 3
tangible public tions interven interven
community accessibility introduced tions tions
beneficiation to Maropeng introduced introduced
as the official
visitor centre
in the
COHWHS
Implementio - - - - Implemen Imple Imple
n of the tation menta menta
findings of report tion tion
the inclusive produced report report
economy produced produced
socio-
economic
impact
assessment
study for the
COHWHS
5.2 Performance Indicators and Annual Targets for 2018/19
Performance Indicators Audited/Actual Performance Estimated Medium-Term Targets
Performanc
e
2014/15 2015/16 2016/17 2017/18 2018/19 2019/20
2020/2
1
1 TO ENSURE THAT CRADLE OF HUMANKIND IS A WELL-MANAGED AND MAINTAINED WORLD HERITAGE SITE THAT CONTRIBUTES TO
SCIENTIFIC RESEARCH, COMMUNITY BENEFICIATION AND THE TOURISM VISITOR ECONOMY.
1.1 Cooperation agreements - - - - Collabo Collabora -
. signed with East Africa ration tion
(Kenya) on scientific agree agree
research, community ment ment
beneficiation and the tourism signed signed
visitor economy with regard between between
to palaeoanthropological COHWHS COHWHS
Annual Performance Plan Template 2018/19 Page 20Performance Indicators Audited/Actual Performance Estimated Medium-Term Targets
Performanc
e
2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/2
1
sites and and
Nairobi Ethopian
National Paleonto
Museum logy Site
/ Kenya
1.2 COHWHS Integrated - - - - Imple Implemen Imple
Management Plan (IMP) menta tation menta
implementation report tion report tion
produced report produced report
produced produc
ed
1.3 COHWHS specific land use - - - - COHWHS - -
regulation approved specific
land use
regula
tion
approved
2 TO ENSURE TANGIBLE COMMUNITY BENEFICIATION
2.1 Number of public - - - - 2 3 3
transportation interventions
to Maropeng facilitated
2.2 Implementation report of - - - - Imple Implemen Imple
Socio-economic impact menta tation menta
assessment study in the tion report tion
COHWHS produced report produced report
produced produc
ed
5.3 Quarterly Targets for 2018/19
Performance Indicators Reporting Reporting Annual Quarterly Targets
Responsibili Period Targets
1st 2nd 3rd 4th
ty
1. TO ENSURE THAT CRADLE OF HUMANKIND IS A WELL-MANAGED AND MAINTAINED WORLD HERITAGE SITE THAT
CONTRIBUTES TO SCIENTIFIC RESEARCH, COMMUNITY BENEFICIATION AND THE TOURISM VISITOR ECONOMY.
1.1 Collaboration agreement COHWHS Annually Agree - - Agree -
signed with East Africa ment ment
(Kenya) on scientific research, signed signed
community beneficiation and between between
the tourism visitor economy COHWHS COHWHS
with regard to and and
palaeoanthropological sites Nairobi Nairobi
National National
Museum/ Museum/
Kenya Kenya
1.2 COHWHS Integrated COHWHS Annually Implemen - - Implemen -
Management Plan (IMP) tation tation
implementation report report report
produced produced produced
1.3 COHWHS specific land use COHWHS Annually COHWHS - - COHWHS -
regulation approved specific specific
land use land use
regulation regula
approved tion
approved
Annual Performance Plan Template 2018/19 Page 21Performance Indicators Reporting Reporting Annual Quarterly Targets
Responsibili Period Targets
1 st 2nd 3rd 4th
ty
2. TO ENSURE TANGIBLE COMMUNITY BENEFICIATION
2.1 Number of public COHWHS Annually 2 - - 2 -
transportation interventions to
Maropeng facilitated
2.2 Implementation report of COHWHS Annually Implemen - - Implemen -
Socio-economic impact tation tation
assessment study in the report report
COHWHS produced produced produced
5.4 Reconciling performance targets with the Budget and MTEF
Adjusted Medium-term expenditure
Sub-programme Expenditure outcome
appropriation estimate
2018/1 2019/2 2020/2
R thousand 2014/15 2015/16 2016/17 2017/18
9 0 1
Cradle of Humankind World Heritage Site 15 780 13 787 14 773 20 995 24 453 24 451 25 856
Total 15 780 13 787 14 773 20 995 24 453 24 451 25 856
Economic classification
Current payments 47 600 33 357 34 652 20 995 24 453 24 451 25 856
Compensation of employees 15 780 13 787 14 773 5 935 6 333 6 751 7 197
Goods and services 42 248 25 045 37 925 8 560 8 363 10 201 11 159
of which:
Communication 1 796 2 485 2932 200 0 0 0
Computer services 496 0 88 0 0 0 0
Consultants, contractors and special services 32 168 16 781 28 841 7 700 7 655 9 445 10 400
Audits 578 619 789 0 0 0 0
Training and development 70 181 43 0 0 0 0
Operating leases 0 0 146 0 0 0 0
Operating payments 4 104 4 131 3 990 0 0 0 0
Travel and subsistence 817 614 763 30 33 36 39
Venues and facilities 2113 17 22 630 675 720 720
Other 98 191 311 0 0 0 0
Administrative fess 8 26 0 0 0 0 0
Transfers and subsidies to: 0 0 0 6 500 7 500 7 500 7 500
Public corporations and private enterprises 0 0 0 6 500 7 500 7 500 7 500
Payments for capital assets 137 137 942 0 0 0 0
Machinery and equipment 137 137 942 0 0 0 0
Software and other intangible assets 0 0 0 0 0 0 0
Payments for financial assets 0 0 0 0 0 0 0
Total 58 165 38 969 53 640 20 995 24 453 24 451 25 856
Annual Performance Plan Template 2018/19 Page 225.5 Performance and Expenditure Trends
The COHWHS is a trading entity of the Gauteng Department of Economic Development. Total
expenditure amounts to R 58.1 million in 2014/15 decreasing to R 38.9 million in 2015/16 and
increased to R 54.2 million in 2016/17. The expenditure is anticipated to increase over the MTEF period
for project implementation. The entity supports the development and management of the Cradle of
Humankind World Heritage Site as a UNESCO-inscribed World Heritage Site which is in the North Western
Region of the province as a tourism destination which focuses on the palaeontological sciences,
sustainable natural resource conservation and utilisation, culture and history. Tourism is one of the key
drivers for the creation of an inclusive economy in this geo-spatial tourism project that includes the
following areas of management: implementation of the Operational Guidelines for the Implementation of
the World Heritage Convention; fossil site management; ground water monitoring; Working on Fire
programme; land use management; cycling and mountain bike development and maintenance thereof;
management of the maintenance of the road network and signage in the COHWHS; cooperatives
establishment, support; training and mentoring; sponsored schools visits project to the visitor centres in
the COHWHS; community projects; implementation of an inclusive economy strategy; Cradle Trust
management; stakeholder management and public meetings.
Annual Performance Plan Template 2018/19 Page 236. PROGRAMME 3: DINOKENG
BUDGET PURPOSE SUB-PROGRAMMES FUNCTIONS
PROGRAMME
Dinokeng Sustainable Dinokeng Game Reserve (DGR) • The purpose of the Dinokeng Game Reserve sub- programme
Conservation and is to develop and manage the Dinokeng Game Reserve to
Heritage Assets serve as a catalyst for socio economic upliftment to an
impoverished part of the province and to add to the
protected areas strategy (PAES) of Gauteng province to
conserve biodiversity. This initiative was fully researched and
described in the Master Plan that was completed in
December 2001 and approved by cabinet.
Tourism Hubs • The purpose of the Tourism Hubs sub-programme is to invest
in strategic tourism infrastructure to create tourism
attractions in both Cullinan and Roodeplaat to increase
tourist numbers to contribute to the growth of the local
economies, promote participation of previously marginalised
into the mainstream economies of these areas. In Cullinan,
the sub-programme aims to develop the area as a Window
into a Jewellery Precinct. In the Roodeplaat, the sub-
programme aims to develop the area as a Window into
African Waterways offering mass recreation and
environmental education facilities for the domestic emerging
market and large school groups.
Public Participation and Community • The purpose of the Public Participation and Community
Benefits Benefits sub-programme is to implement the principles of
the Transformation, Modernisation and Re-industrialisation
objective by advancing the goals of the Township Economic
Revitalisation Strategy using tourism as a basis for
intervention. The delivery model is tourism development and
enterprise support and development of cooperatives and
small-medium and micro size township businesses as well
as ensuring an inclusive tourism economy through
communities. To ensure sustainability and inclusiveness,
communities are provided with requisite skills through
training programmes.
The Programme will work towards the following strategic objective:
• SMMEs and cooperatives participating in the tourism economic activities in the Dinokeng project area
as part of a radically transformed tourism economy.
Annual Performance Plan Template 2018/19 Page 24You can also read
