ANNUAL PERFORMANCE PLAN - 2017/18 Date of Tabling: 20 March 2017 - KwaZulu-Natal Sharks Board
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ANNUAL PERFORMANCE PLAN
2017/18
Date of Tabling: 20 March 2017FOREWORD BY THE MEC FOR ECONOMIC DEVELOPMENT,
TOURISM AND ENVIRONMENTAL AFFAIRS, MR SIHLE
ZIKALALA
KwaZulu-Natal is a coastal province with massive potential to grow its economy through diverse
subsectors of the blue economy. It is for that reason that we have embraced Operation Phakisa
launched by the South African government in 2014 to explore the country’s vast marine
business.
As part of this initiative, the KwaZulu-Natal Sharks Board Maritime Centre of Excellence
(KZNSB-MCoE) has in the past two years packaged a number of projects that have contributed
immensely to economic development and job creation. We are focusing on port related
activities, fishing, gas and oil explorations, boat and yacht building training.
I am delighted that during this financial year, a boating and technical training college which will
boast state of the art workshops and classrooms will be opened at Durban’s Springfield Park.
The UMfolozi River project funded to the tune of R 6,1 million will further strengthen our
leading position of being a community-oriented organisation as it will involve stakeholders from
various communities. The project encompasses boatbuilding and business training, and a
satellite office for community outreach programmes.
We are implementing these projects because we are acutely aware that Operation Phakisa can
generate massive economic benefits that could contribute more than R177 billion to the
country’s GDP to create more than one million jobs. In the 2017 State of the Nation Address,
President Jacob Zuma also gave us the marching orders to continue exploring opportunities
presented by Operation Phakisa.
The core mandate of KZNSB-MCoE has traditionally been bather protection against shark attacks
thus helping to ensure the safety of millions of people using our beaches. Simply because a
significant proportion of tourism in the Province is beach-related, the protection of bathers
therefore becomes crucial as it contributes directly to the tourism economy in the Province.
1Without safe bathing at protected beaches, the tourism industry will not grow.
Through the development of new shark-repellent technologies, the Board’s research and
monitoring programme contributes to innovation and economic development. The vision of the
Board is “Environmentally sensitive bather protection against sharks and a thriving maritime
skills sector that enhances inclusive economic growth.”
With this in mind, I take this opportunity to endorse this Annual Performance Plan and indicate
my commitment to supporting and ensuring its implementation.
__________________________________
The Honourable Mr Sihle Zikalala, MPP
2OFFICIAL SIGN-OFF
It is hereby certified that this Annual Performance Plan:
Was developed by the management the KwaZulu-Natal Sharks Board;
Was prepared in line with the current Strategic Plan of the KwaZulu-Natal Sharks
Board; and
Accurately reflects the performance targets which the KwaZulu-Natal Sharks Board
will endeavour to achieve given the resources made available in the budget for
2017/18.
Mrs. N. Bulose
Chief Financial Officer Signature: ___________________
Mr. M. Radebe
Chief Executive Officer
Accounting Officer Signature: ___________________
Mr. S. Mkhize
Board Chairman
Accounting Authority Signature: ___________________
Approved by:
Executive Authority
3CONTENTS
ANNUAL PERFORMANCE PLAN ........................................................................................ 0
2017/18 ....................................................................................................................... 0
FOREWORD.................................................................... ERROR! BOOKMARK NOT DEFINED.
OFFICIAL SIGN -OFF ........................................................................................................ 3
CONTENTS .................................................................................................................... 4
PART A: STRATEGIC OV ERVIEW ....................................................................................... 5
1. UPDATED SITUATIONAL ANALYSIS ................................................................................................... 5
2. REVISIONS TO LEGISLA TIVE AND OTHER MANDA TES ................................................................. 5
3. OVERVIEW OF BUDGET A ND MTEF ESTIMATES ............................................................................ 6
4. OVERVIEW OF STRATEGI C GOALS, OBJECTIVES & INDICATORS ............................................... 8
PART B: PROGRAMME & SUBPROGRAMME PLANS ........................................................... 11
5. PROGRAMME 1: ADMINIS TRATION ............................................................................................... 11
6. PROGRAMME 2: BATHER PROTECTION ......................................................................................... 17
7. PROGRAMME 3: MARITIM E CENTRE OF EXCELLEN CE ............................................................... 19
8. PROGRAMME 4: RESEARC H AND MONITORING ......................................................................... 22
9. PROGRAMME 5: BUSINES S DEVELOPMENT ................................................................................. 24
PART C: LINKS TO OTH ER PLANS .................................................................................... 26
10. LINKS TO LONG-TERM INFRASTRUCTURE & OTHER CAPITAL PLANS ..................................... 26
11. CONDITIONAL GRANTS ..................................................................................................................... 26
12. PUBLIC ENTITIES ................................................................................................................................. 26
13. PUBLIC-PRIVATE PARTNERSHIPS .................................................................................................... 26
ACRONYMS ......................................................................................................................................................... 27
ANNEXURE A: TECHNICA L INDICATOR DESCRIPTIONS: ...................................................... 28
5-YEAR STRATEGIC OBJEC TIVE INDICATORS ............................................................. 28
ANNEXURE B: TECHNICAL INDICATOR DESCRIPTIONS: ...................................................... 33
PROGRAMME PERFORMANCE INDICATORS .............................................................. 33
ADDENDUM: ADDENDUM TO APP 2017/18:STRATEGIC PLAN REVIEW 2017
4PART A: STRATEGIC OVERVIEW
This Annual Performance Plan sets out the programmes of KwaZulu-Natal Sharks Board Maritime
Centre of Excellence (KZNSB-MCoE) and outlines the performance indicators within the scope of its
mandate for the Strategic Period 2015 – 2020.This document is aligned to the “Framework for
Strategic Plans and Annual Performance Plans (2010)” format, as prescribed by National Treasury.
1. UPDATED SITUATIONAL ANALYSIS
1.1 Performance delivery environment
Changes that have taken place in the performance delivery environment since the finalisation of the
Board’s Strategic Plan 2014/15 – 2018/19 (Revision 2:2016/17), have been noted in the Addendum:
Strategic Plan Review 2017, which is attached to this Annual Performance Plan.
This APP was developed with the intention of improving on service delivery. However, due to budget
constraints, some of the Programmes were revisited. Consequently, the entity is unable to improve
on certain performance targets, and hence some targets remain stagnant.
1.2 Organisational environment
Changes that have taken place in the organisational environment since the finalisation of the Board’s
Strategic Plan 2014/15 – 2018/19 (Revision 2:2016/17), have been noted in the Addendum:
Strategic Plan Review 2017, which is attached to this Annual Performance Plan.
2. REVISIONS TO LEGISLATIVE AND OTHER MANDATES
There have been no significant changes to the KwaZulu-Natal Sharks Board’s legislative and other
mandates in the period under review. The legal mandate of the KZNSB has not yet been extended to
include maritime skills development and the Maritime Centre of Excellence.
53. OVERVIEW OF BUDGET AND MTEF ESTIMATES
3.1 Expenditure and Revenue Estimates
SUMMARY OF PAYMENTS AND ESTIMATES BY PROGRAMME (Thousands Rand)
Estimated Medium Term Expenditure
Audited/Actual Outcome
Outcome Estimates
R thousand 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20
1. Administration 44 234 40 086 49 950 41 839 38 036 40 547 43 077
2. Bather Protection 31 530 29 557 33 049 36 059 39 081 40 395 42 713
3. Maritime Skills
7 239 4 492 5 982 8 382 6 000 6 000 6 105
Development
4. Research and
6 153 8 619 10 595 7 059 7 593 6 948 7 326
Monitoring
5. Business
6 289 6 329 6 333 11 269 7 695 8 271 8 725
Development
TOTAL 95 445 89 083 105 909 104 606 98 405 102 162 107 946
SUMMARY OF PAYMENTS AND ESTIMATES BY ECONOMIC CLASSIFICATION
Estimated Medium Term Expenditure
Audited/Actual Outcome
Outcome Estimates
R thousand 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20
Compensation of
47 989 55 696 58 265 63 620 66 483 74 209 79 255
Employees
Goods and services 31 479 28 268 27 585 36 175 27 599 27 953 28 115
Capital expenditure 15 977 5 119 20 059 4 811 4 323 - 577
TOTAL 95 445 89 083 105 909 104 606 98 405 102 162 107 946
6SUMMARY OF RECEIPTS AND FINANCING
Estimated Medium Term Expenditure
Audited/Actual Outcome
Outcome Estimates
R thousand 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20
Government Grant 49 485.0 51 109.0 57 178.0 64 773.4 60 079.0 63 598.0 67 387.0
Meshing 22 349.0 23 886.0 25 351.0 26 723.0 28 539.0 29 462.0 31 170.8
Hire of facilities 604.0 778.0 929.0 766.0 716.0 478.0 505.7
Entrance fees 482.0 633.0 674.0 730.0 677.0 570.0 603.1
Curio sales 355.0 648.0 684.0 616.0 463.0 422.0 446.5
Rental revenue 1 066.0 1 123.0 968.0 600.0 180.0 630.0 666.5
Boat tours 102.0 79.0 36.0 96.0 96.0 99.8 105.6
Interest revenue 1 891.0 1 551.0 1 697.0 1 341.0 640.0 671.0 709.9
Profit on disposal of
property, plant and - - - - - -
equipment
Other income 2 822.0 2 314.0 708.0 1 559.0 1 015.0 231.0 244.4
Additional funding
(development of
- - - - -
shark repellent
technology)
Additional funding
10
(capital projects/ 6 000.0 6 000.0 7 401.6 6 000 6 000.0 6 107.0
500.0
MCOE)
TOTAL 89 656 88 121 94 225 104 606 98 405 102 162 107 946.4
3.2 Reconciling expenditure trends to strategic outcome-oriented goals
The above tables reflect changes to funding levels in recent years, as a consequence primarily of the
poor performance of the national economy. This has resulted National Treasury imposing a
reduction in expenditure at all levels and in all sectors of government and public entities.
The implications for the KZNSB-MCoE are that the current budget is not growing at least at the rate
of inflation. The consequent projected increasing gap between operational needs and funding will
inevitably lead to reduction in service levels, unless grant allocations are increased or other
measures are found to address this issue. The Board is currently considering a range of options to
address this concern.
74. OVERVIEW OF STRATEGIC GOALS, OBJECTIVES & INDICATORS
Strategic goal # Strategic objective 5-year strategic objective Programme performance
statement indicator indicator
1.Good 1.1 Strategic leadership • Average score on • Average annual score on
corporate and effective and Strategic Leadership Strategic Leadership
governance efficient Assessment Tool Assessment Tool
promoted administrative • Percentage compliance • Annual percentage
support provided to in terms of approved compliance in terms of
KZNSB Compliance Checklist approved Compliance
• Status of external audit Checklist
opinion • Status of annual external
audit opinion
1.2 Financial Percentage adherence to Percentage adherence to
sustainability of the allocated and approved allocated and approved
entity improved budget budget
1.3 A safe, healthy and No mortalities and disabling Number of mortalities and
high quality working injuries disabling injuries
environment for all
employees promoted
1.4 Effective and • Vacancy rate for key • Vacancy rate for key
efficient human positions positions
resource • Percentage of salary • Percentage of salary
management budget spent on budget spent on training
ensured training annually annually
1.5 Support for job Number of internships / Number of internships /
creation and learnerships / experiential learnerships / experiential
economic learning opportunities learning opportunities
development offered offered
2. Bathers 2.1 Shark attacks on No shark attacks at Annual number of shark
protected from bathers at all protected beaches in KZN attacks at protected beaches
sharks in an protected beaches
environmentally on the KZN coastline
sensitive prevented
manner 2.2 SSG management Reduced catch of non-target Total annual catch of non-
during species target species
environmental
events and modified
methods of bather
protection that
minimise catch of
non-target species
implemented at
selected beaches
8Strategic goal # Strategic objective 5-year strategic objective Programme performance
statement indicator indicator
3. Skills in the 3.1 2000 learners Total number of learners Number of learners enrolled
maritime sector admitted into admitted into Maritime by end of 2017/18
enhanced sectorally and Learning Programmes
occupationally-
directed maritime
learning programmes
by 2018/19
3.2 Maritime Number of graduates Number of graduates
employment search supported to find jobs in the supported to find jobs in the
and placement maritime industry maritime industry
facilitated
4. Service 4.1 Scientific knowledge Number of peer-reviewed Number of peer-reviewed
delivery generation regarding publications publications per annum
enabled sharks and shark
through repellent technology
scientific 4.2 Non-lethal shark Number of beaches at which Number of SRT evaluation
capacity and repellent cable SRT is successfully installed sites established per annum
knowledge developed, installed and evaluated
generation and evaluated
5. Tourism in 5.1 Public education and Public awareness of bather Number of schools visited
KZN promoted awareness safety concerns annually
through raised programmes about
awareness bather safety, sharks
about bather and their
safety in environment
relation to provided, and public
sharks, and the misconceptions
role of the countered
Sharks Board 5.2 The activities, Brand strength • Number of events and
services, products exhibitions participated
and expertise of the in
KZNSB-MCoE • Number of trade shows
marketed and attended
promoted • Number of marketing
products produced
9Indicators and targets chosen:
This APP identifies high-level indicators, in order to measure the KZNSB’s performance in relation to
the following strategic questions:
Are bathers safe from sharks at Protected Beaches on the KZN coastline?
Are bathers aware of where and when it is safe to swim?
Is bather protection undertaken in and environmentally sensitive manner?
Is the scientific research undertaken by the KZNSB-MCoE of the highest quality?
Is the scientific research useful to the entity and to others providing bather protection
against sharks elsewhere?
Is the public aware of the crucial role of bather protection from shark attack in supporting
the tourism industry in the Province?
Is the KZNSB-MCoE well managed, well staffed, free from graft and corruption, financially
sound and does it have a safe working environment?
Is the Annual Performance Plan of the KZNSB-MCoE aligned with Government Outcomes,
the National Development Plan and Provincial Policies?
Is the Maritime Skills Development programme answering a need for training in scarce
skills in the maritime industry in the Province?
Is the Sharks Board fostering job creation and economic development wherever possible?
A limited number of key indicators has been identified in this APP to support strategic management.
These are not all the indicators that management will use to measure performance: managers of
implementation will use a much wider range of indicators to monitor progress. Indicators have been
defined for almost all of the above questions. An important factor in selecting indicators has been
data availability and cost effectiveness.
Where possible, outcome indicators have been identified. Where an outcome is difficult to measure,
output indicators have been identified. For instance, in the case of the development, installation and
testing of a non-lethal shark repellent cable, an output indicator is used. Similarly, in the case of
awareness-raising programmes, output indicators are used (e.g. number of presentations made)
because although it is possible to measure changes in participants’ knowledge and understanding of
safe bathing practices, this interim outcome does not necessarily lead to changed behaviour. The
cost of measuring changes in behaviour is high, and it is difficult to prove that such behaviour
changes come about solely as a result of an awareness programme.
Likewise, one could ask is “Are the Board’s marketing activities resulting in increased beach-related
tourism in the Province?” However, due to the presence of intervening variables and the cost of
measurement, this is not used as an indicator here. An attempt will be made to collaborate with
Tourism Development to find ways to answer this question.
10PART B: PROGRAMME & SUBPROGRAMME PLANS
5. PROGRAMME 1: ADMINISTRATION
The purpose of the this programme is to provide core support services, including administrative,
corporate governance, financial, human resources , IT and monitoring and evaluation services to the
KZNSB.
Due to the cross-cutting nature of the programme, it supports delivery against all five Strategic
Goals. However, the programme provides direct support for achieving Strategic Goal 1: Good
corporate governance promoted.
An indicator for the programme is reflected in the Province’s Strategic Value Proposition, as follows:
• Status of external audit opinion: Clean Audit
At the time of submission of the final Annual Performance Plan for 2017/18, the budget programme
structure had not changed.
The programme consists of the following sub-programmes:
5.1 Sub-programme: Good governance
5.2 Sub-programme: Financial sustainability
5.3 Sub-programme: Human Resource Management
In some cases, groups of functions gathered under a single sub-programme are managed by a
number of different divisions in the organisation.
11Sub-programme 5.1: Good governance
5.1.1 Good governance: Strategic objective targets for 2015 – 2020
Audited/Actual performance Estimated Medium-term targets
Strategic
Strategic 5 year strategic objective performan
Plan 2013/ 2014/ 2015/ 2017/ 2018/ 2019/
objective indicator ce
targets 14 15 16 18 19 20
2016/17
1.1 Strategic Average score on Strategic
3.5 n/a n/a n/a 3.22 3.5 3.5 3.5
leadership Leadership Assessment Tool
Percentage compliance on
approved Compliance 100% 100% 100% 100% 100% 100% 100% 100%
Checklist
Status of external audit Clean Unqualified Clean Clean
opinion Clean audit Clean audit Clean audit Clean audit
audit audit audit audit
opinion opinion opinion opinion
opinion opinion opinion opinion
5.1.2 Good governance: Programme performance indicators and annual targets: 2017/18
Audited/Actual performance Estimated Medium-term targets
Strategic Programme performance
# 2013/ 2014/ 2015/ performance 2017/ 2018/ 2019/
objective Indicator
14 15 16 2016/17 18 19 20
1.1 Strategic Average annual score on
leadership Strategic Leadership n/a n/a n/a 3.22 3.5 3.5 3.5
Assessment Tool
Percentage compliance on
100% 100% 100% 100% 100% 100% 100%
approved Compliance Checklist
Status of external audit opinion Clean audit Unqualified Clean audit Clean audit Clean audit Clean audit Clean audit
opinion audit opinion opinion opinion opinion opinion opinion
125.1.3 Good governance: Quarterly targets for 2017/18
Reporting period
Strategic Quarterly targets 2017/18
(Quarterly, Annual Target
# objective Programme performance indicator
Biannual or 2017/18
short title 1st 2nd 3rd 4
th
Annual)
1.1 Strategic Average score on Strategic
Annual 3.5 - - - 3.5
leadership Leadership Assessment Tool
Percentage compliance on approved
Annual 100% - - - 100%
Compliance Checklist
Status of external audit opinion Annual Clean audit - Clean audit - -
5.2 Sub-programme: Financial sustainability
5.2.1 Financial sustainability: Strategic objective targets for 2015 – 2020:
Audited/Actual performance Estimated Medium-term targets
Strategic 5 year strategic objective Strategic Plan
# 2013/ 2014/ 2015/ performanc 2017/ 2018/ 2019/
objective indicator targets
14 15 16 e 2016/17 18 19 20
1.2 Financial Percentage adherence to
sustainability allocated and approved 100% 100% 100% 100% 100% 100% 100% 100%
budget
5.2.2 Financial Sustainability: Programme performance indicators and annual targets: 2017/18
Audited/Actual performance Estimated Medium-term targets
Strategic Programme performance
# 2013/ 2014/ 2015/ performanc 2017/ 2018/ 2019/
objective Indicator
14 15 16 e 2016/17 18 19 20
1.2 Financial Percentage adherence to
sustainability allocated and approved 100% 100% 100% 100% 100% 100% 100%
budget
135.2.3 Financial Sustainability: Quarterly targets for 2017/18
Reporting period Quarterly targets 2017/18
Strategic Programme performance Annual Target
# (Quarterly, Biannual
objective indicator 2017/18
or Annual) 1st 2nd 3rd 4
th
1.2 Financial Percentage adherence to
sustainability allocated and approved Annual 100% - - - 100%
budget
5.3 Sub-programme: Human Resource Management
5.3.1 Human Resource Management: Strategic objective targets for 2015 – 2020:
Audited/Actual performance Estimated Medium-term targets
5 year strategic objective Strategic
Strategic objective 2013/ 2014/ 2015/ performance 2017/ 2018/ 2019/
indicator Plan Target
14 15 16 2016/17 18 19 20
1.3 Safe working No mortalities and
0 New 0 0 0 0 0 0
environment disabling injuries
Vacancy rate for key5.3.2 Human Resource Management: Programme performance indicators and annual targets: 2017/18
Audited/Actual performance Estimated Medium-term targets
Strategic Programme performance
# 2013/ 2014/ 2015/ performance 2017/ 2018/ 2019/
objective Indicator
14 15 16 2016/17 18 19 20
1.3 Safe working Number of mortalities and
New 0 0 0 0 0 0
environment disabling injuries
Vacancy rate for key positions < 10%5.4 Administration: Reconciling performance targets with the Budget and MTEF
ADMINISTRATION Audited/Actual Performance - Adjusted
Medium-Term expenditure estimate
PROGRAMME – KEY Expenditure Outcome appropriation
TRENDS
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20
EXPENDITURE BY SUB-PROGRAMME (THOUSAND RANDS)
CEO and Board 8 003.0 6 027.0 6 892.00 7 889 9 083 7 057 7 480
Corporate Services 29 584.0 25 274.0 34 225 22 609 19 771 23 470 24 949
Financial Management 6 646.0 8 785.0 8 833 11 340 9 182 10 019 10 648
TOTAL 44 233 40 086 49 950 41 837 38 036 40 547 43 077
PAYMENTS BY ECONOMIC CLASSIFICATION (THOUSAND RANDS)
Compensation of
18 354 22 152 21 118 22 556 22 703 26 484 28 099
employees
Goods and services 12 485 14 121 13 596 17 390 13 908 14 063 14 401
Capital expenditure 13 395 3 813 15 236 1 893 1 425 - 577
TOTAL 44 234 40 086 49 950 41 839 38 036 40 547 43 077
5.5 Administration Programme: Performance and Expenditure Trends
The current budget is not growing at least at the rate of inflation. The projected increasing gap between operational needs and funding will inevitably lead
to reduction in service levels, unless grant allocations are increased.
166. PROGRAMME 2: BATHER PROTECTION
The purpose of the Bather Protection Programme is to ensure the safety of bathers from sharks at protected beaches in the Province. The indicator for the
programme is reflected in the Province’s Strategic Value Proposition, as follows:
• Annual number of shark attacks at protected beaches: 0
There have been no changes to budget programme structure since the Strategic Plan was drawn up.
6.1 Bather Protection: Strategic objective targets for 2015 – 2020:
Audited/Actual performance Estimated Medium-term targets
5 year strategic objective Strategic
Strategic objective 2013/ 2014/ 2015/ performance 2017/ 2018/ 2019/
indicator Plan targets
14 15 16 2016/17 18 19 20
2.1 Prevent shark No shark attacks at
0 0 0 0 0 0 0 0
attacks protected beaches in KZN
2.2 Minimise Reduced catch of non-
catch of non- target species 1413 481 397 233 318 302 287 273
target species
6.2 Bather Protection: Programme performance indicators and annual targets: 2017/18
Audited/Actual performance Estimated Medium-term targets
Strategic Programme performance
# 2013/ 2014/ 2015/ performance 2017/ 2018/ 2019/
objective Indicator
14 15 16 2016/17 18 19 20
2.1 Prevent shark Annual number of shark
0 0 0 0 0 0 0
attacks attacks at protected beaches
2.2 Minimise catch Total annual catch of non-
of non-target target species: 481 397 233 318 302 287 273
species
Annual catch of non-target
456 387 227 286 272 258 245
species in nets
Annual catch of non-target
25 10 6 32 30 29 28
species in drumlines
176.3 Bather Protection: Quarterly targets for 2017/18
Strategic Reporting period Quarterly targets 2017/18
Annual Target
# objective short Programme performance indicator (Quarterly, Biannual
2017/18
title or Annual) 1st 2nd 3rd 4
th
2.1 Prevent shark Annual number of shark attacks at
Quarterly 0 0 0 0 0
attacks protected beaches
2.2 Minimise catch of Annual catch of non-target species
non-target (combined nets and drumlines) Quarterly 302 62 33 120 87
species
6.4 Bather Protection: Reconciling performance targets with the Budget and MTEF
BATHER PROTECTION Audited/Actual Performance – Expenditure Adjusted
Medium-Term expenditure estimate
– KEY TRENDS outcome appropriation
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20
EXPENDITURE BY SUB-PROGRAMME (THOUSAND RANDS)
Bather protection 31 530 29 557 33 049 36 059 39 081 40 395 42 713
TOTAL 31 530 29 557 33 049 36 059 39 081 40 395 42 713
PAYMENTS BY ECONOMIC CLASSIFICATION (THOUSAND RANDS)
Compensation of
21 923 23 441 25 435 28 806 31 220 33 600 35 885
employees
Goods and services 6 217 5 767 5 399 5 623 6 532 6 796 6 828.36
Capital expenditure 3 390 349 2 215 1 630 1 329.00 - -
TOTAL 31 530 29 557 33 049 36 059 39 081 40 396 42 713
6.5 Bather Protection: Performance and Expenditure Trends
Current budget allocations are not adequate to ensure that strategic objectives are met.
187. PROGRAMME 3: MARITIME CENTRE OF EXCELLENCE
The MCOE maritime skills development and placement programme was developed on an interim basis by the KZNSB-MCoE in response to a Ministerial
directive. A key focus of the programme is on maritime skills development and providing support for job placement through facilitating employment search
and placement of graduates.
However, as mentioned earlier, the legal mandate and funding of the Board have not yet been extended to include this function. The programme is
therefore included on a provisional basis, pending formal mandate extension and funding. The targets set out below cover the period for which funding is
currently allocated, and will be revised should further funding be granted.
The indicator for this programme reflected in the Province’s Strategic Value Proposition is as follows:
• Number of people trained in Maritime industry and linked to opportunities. The 5-year target is 1200, and the annual target is 300.
There have been no changes to budget programme structure since the Strategic Plan was drawn up.
7.1 Maritime Skills Development: Strategic objective targets for 2015 – 2020:
Audited/Actual performance Estimated Medium-term targets
Strategic objective 5 year strategic objective Strategic
2013/ 2014/ 2015/ performance 2017/ 2018/ 2019/
short title indicator Plan targets
14 15 16 2016/17 18 19 20
Total number of learners
Maritime
3.1 admitted into Maritime 2500 237 171 505 500 500 500 500
training intake
Learning Programmes
3.2 Maritime Number of graduates
employment supported to find jobs in 600 n/a n/a n/a n/a 200 200 200
facilitated the maritime industry
197.2 Maritime Skills Development: Programme performance indicators and annual targets: 2017/18
Strategic Audited/Actual performance Estimated Medium-term targets
Programme performance
# objective 2013/ 2014/ 2015/ performance 2017/ 2018/ 2019/
Indicator
short title 14 15 16 2016/17 18 19 20
Total number of learners
Maritime
3.1 admitted into Maritime Learning 237 171 505 500 500 500 500
training intake
Programmes
3.2 Maritime Number of graduates supported
employment to find jobs in the maritime n/a n/a n/a n/a 200 200 200
facilitated industry
7.3 Maritime Skills Development: Quarterly targets for 2017/18
Strategic Reporting period Quarterly targets 2017/18
Programme performance Annual Target
# objective short (Quarterly, Biannual
indicator 2017/18
title or Annual) 1st 2nd 3rd 4
th
3.1 Maritime training Total number of learners admitted
Annual 500 100 100 100 200
intake into Maritime Learning Programmes
3.2 Maritime employ- Number of graduates supported to
Annual 200 50 50 50 50
ment facilitated find jobs in the maritime industry
207.4 Maritime Centre of Excellence: Reconciling performance targets with the Budget and MTEF
MARITIME SKILLS
Adjusted
DEVELOPMENT – Audited/Actual Performance – expenditure outcome Medium-Term expenditure estimate
appropriation
KEY TRENDS
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20
EXPENDITURE BY SUB-PROGRAMME (THOUSAND RANDS)
Maritime Centre of
7 239 4 492 6 857 8 382 6 000 6 000 6 105
Excellence
TOTAL 7 239 4 492 6 857 8 382 6 000 6 000 6 105
PAYMENTS BY ECONOMIC CLASSIFICATION (THOUSAND RANDS)
Compensation of
1 220.00 2 616 2 015 2 177 1 795 2 539 2 712
employees
Goods and services 3 382 1 020 2 693 5 050 3 365 3 461 3 393
Capital expenditure 2 637 856 2 149 1 155 840 - -
TOTAL 7 239 4 492 6 857 8 382 6 000 6 000 6 105
7.5 Maritime Centre of Excellence: Performance and Expenditure Trends
MCOE grant funding of R 6 million per year will come to an end in the 2018/19 financial year. At this point it is not known whether the mandate of the
Board will be extended to include this function, and whether funding for this programme will be provided when the current Provincial Treasury allocation
comes to an end.
218. PROGRAMME 4: RESEARCH AND MONITORING
The Research and Monitoring Programme is undertaken by the Research and Monitoring Division which conducts and facilitates biological research into the
animals caught in the shark safety gear, in particular those that pose a threat to bathers in terms of shark attack. Research is also currently being
undertaken into finding a non-lethal alternative to the current shark safety gear.
There have been no changes to the budget programme structure since the Strategic Plan was drawn up.
8.1 Research and Monitoring: Strategic objective targets for 2015 – 2020:
Strategic Plan Audited/Actual performance Estimated Medium-term targets
Strategic objective 5 year strategic objective indicator (5-year) 2013/ 2014/ 2015/ performance 2017/ 2018/ 2019/
targets 14 15 16 2016/17 18 19 20
Scientific Number of peer-reviewed
4.1 research and publications 15 n/a n/a n/a n/a 5 5 5
monitoring
Shark repellent Number of beaches at which SRT is
4.2 1 n/a n/a n/a n/a 0 1 0
technology successfully installed and evaluated
8.2 Research and Monitoring: Programme performance indicators and annual targets: 2017/18
Audited/Actual performance Estimated Medium-term targets
Strategic Programme
# 2013/ 2014/ 2015/ performance 2017/ 2018/ 2019/
objective performance Indicator
14 15 16 2016/17 18 19 20
4.1 Scientific research Number of peer-reviewed
n/a n/a n/a n/a 5 5 5
and monitoring publications per annum
4.2 Shark repellent Number of SRT
technology evaluation sites n/a n/a n/a n/a 0 1 0
established per annum
228.3 Research and Monitoring: Quarterly targets for 2017/18
Reporting period Quarterly targets 2017/18
Programme performance Annual Target
# Strategic objective (Quarterly, Biannual th
indicator 2017/18 1st 2nd 3rd 4
or Annual)
4.1 Scientific research and No of peer-reviewed
Annual 5 - - - 5
monitoring publications
4.2 Shark repellent Number of SRT evaluation sites
Annual 0 0 0 0 0
technology established
8.4 Research and Monitoring: Reconciling performance targets with the Budget and MTEF
RESEARCH AND
Adjusted
MONITORING – KEY Audited/Actual Performance – Expenditure outcome Medium-Term expenditure estimate
appropriation
TRENDS
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20
EXPENDITURE BY SUB-PROGRAMME (THOUSAND RANDS)
Research and
6 153 8 619 10 595 7 059 7 593 6 948 7 326
Monitoring
TOTAL 6 153 8 619 10 595 7 059 7 593 6 948 7 326
PAYMENTS BY ECONOMIC CLASSIFICATION (THOUSAND RANDS)
Compensation of
3 256 4 595 5 019 5 417 6 282 6 319 6 749
employees
Goods and services 2 897 4 005 4 219 1 642 912 629 577
Capital expenditure - 19 1 357 - 399 - -
TOTAL 6 153 8 619 10 595 7 059 7 593 6 948 7 326
8.5 Research and Monitoring: Performance and Expenditure Trends
Current budget allocations are not adequate to ensure that strategic objectives are met. Additional funding of R4.5 million was received in 2012/13 and in
2013/14 for the shark repellent cable. Additional funding is required to ensure that research output is maintained.
239. PROGRAMME 5: BUSINESS DEVELOPMENT
The Business Development Programme undertakes public educational outreach and marine tourism programmes to create awareness about safe bathing,
sharks and the marine environment. Its marketing activities help to highlight the importance of the KZNSB’s activities to protect coastal tourism, and to
position the KZNSB-MCoE as a leading tourist destination locally, nationally and internationally. There have been no changes to budget programme
structure since the Strategic Plan was drawn up.
9.1 Business Development: Strategic objective targets for 2015 – 2020:
Audited/Actual performance Estimated Medium-term targets
5 year strategic
Strategic objective Strategic Plan targets 2013/ 2014/ 2015/ performance 2017/ 2018/ 2019/
objective indicator
14 15 16 2016/17 18 19 20
5.1 Educational Public awareness of Number of ‘visited’ schools
and awareness bather safety undertaking outings to Sharks
n/a n/a n/a n/a TBD TBD TBD
programmes concerns and role Board per year
of Sharks Board
5.2 Marketing Brand strength TBD: Target to be set after
baseline is determined through n/a n/a n/a n/a TBD TBD TBD
survey/s
9.2 Business Development: Programme performance indicators and annual targets: 2017/18
Audited/Actual performance Estimated Medium-term targets
Programme performance
# Strategic objective 2013/ 2014/ 2015/ performance 2017/ 2018/ 2019/
indicator
14 15 16 2016/17 18 19 20
5.1 Educational and Number of schools visited
55 55 55 55 55 55 55
awareness programmes annually
5.2 Marketing Number of events and
35 35 35 35 35 35 35
exhibitions participated in
Number of trade shows
n/a n/a n/a n/a 2 2 2
attended
Number of marketing
n/a n/a n/a n/a 25 25 25
products produced
249.3 Business Development: Quarterly targets: 2017/18
Reporting period
Quarterly targets 2017/18
Programme performance (Quarterly, Annual Target
# Strategic objective
indicator Biannual or 2017/18 th
Annual) 1st 2nd 3rd 4
5.1 Educational and awareness Number of schools visited
Quarterly 55 15 15 15 10
programmes annually
5.2 Marketing Number of events and exhibitions
Quarterly 35 10 10 10 5
participated in
Number of trade shows attended Annual 2 1 0 1 0
Number of marketing products
Quarterly 25 7 8 7 3
produced
9.4 Business Development: Reconciling performance targets with the Budget and MTEF
BUSINESS
Adjusted
DEVELOPMENT: – KEY Audited/Actual Performance – Expenditure outcome Medium-Term expenditure estimate
appropriation
TRENDS
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20
EXPENDITURE BY SUB-PROGRAMME (THOUSAND RANDS)
Business Development 6 290 6 329 6 333 11 269 7 695 8 271 8 725
TOTAL 6 290 6 329 6 333 11 269 7 695 8 271 8 725
PAYMENTS BY ECONOMIC CLASSIFICATION (THOUSAND RANDS)
Compensation of
3 653 3 633 4 053 4 664 4 483 5 440 5 810
employees
Goods and services 2 557 2 614 2 231 6 471 2 883 2 831 2 916
Capital expenditure 80 82 49 134 329.00 - -
TOTAL 6 290 6 329 6 333 11 269 7 695 8 271 8 725
9.5 Business Development: Performance and Expenditure Trends
Current budget allocations are not adequate to ensure that strategic objectives are met.
25PART C: LINKS TO OTHER PLANS
10. LINKS TO LONG-TERM INFRASTRUCTURE & OTHER CAPITAL PLANS
KwaZulu-Natal Sharks Board intends to construct the following:
A new base station on the upper South Coast;
Maritime Centre of Excellence training facility for off-shore survival; and
A facility to conduct outreach educational programmes.
11. CONDITIONAL GRANTS
Not applicable.
12. PUBLIC ENTITIES
Not applicable.
13. PUBLIC-PRIVATE PARTNERSHIPS
As a Schedule 3C of the PFMA Provincial Public Entity, the KZN Sharks Board does not have and has never entered into Public-Private Partnerships even
though this is legally permissible in terms of its KwaZulu-Natal Sharks Board Act Number 5 of 2008, as amended.
26ACRONYMS
B-BBEE Broad-based black economic empowerment NSFAS National student financial aid scheme
CEO Chief Executive Officer ORI Oceanographic Research Institute
CFO Chief Financial Officer PCC Provincial Coastal Committee
Department of Economic Development, Tourism and
EDTEA PFMA Public Finance Management Act
Environmental Affairs
Provincial Growth and Development Strategy and
GRAP Generally Recognised Accounting Policies PGDS & P
Plan
IT Information Technology SAMSA South African Marine Safety Authority
IPAP III Industrial Policy Action Plan SAWDN South African Whale Disentanglement Network
KZNSBA KwaZulu-Natal Sharks Board Act SCM Supply Chain Management
Department of Economic Development, Tourism and
KZNSB KwaZulu-Natal Sharks Board Shareholder
Environmental Affairs
KwaZulu-Natal Sharks Board Maritime Centre of
KZNSB-MCoE SMME Small, Medium and Micro Enterprises
Excellence
MCoE Maritime Centre of Excellence SRC Shark-repellent Cable
MEC Member of Executive Council SRT Shark-repellent Technology
MLRF Marine Living Resources Fund SSG Shark Safety Gear
MOU Memorandum of Understanding SVP Strategic Value Proposition
MTEF Medium Term Expenditure Framework TETA Transport Education and Training Authority
MTSF Medium Term Strategic Framework TMP Tourism Master Plan
NEMA National Environmental Management Act TOPS Threatened or Protected Species
NRF National Research Foundation
27ANNEXURE A: TECHNICAL INDICATOR DESCRIPTIONS:
5-YEAR STRATEGIC OBJECTIVE INDICATORS
# Strategic Objective - Short Title # 5-year Strategic Objective Indicator
1.1.1 Average score on Strategic Leadership Assessment Tool
1.1 Strategic leadership 1.1.2 Percentage compliance in terms of approved Compliance Checklist
1.1.3 Status of external audit opinion
1.2 Financial sustainability 1.2.1 Percentage adherence to allocated and approved budget
1.3 Safe working environment 1.3.1 No mortalities and disabling injuries
1.4.1 Vacancy rate for key positions
1.4 Human resources
1.4.2 Percentage of salary budget spent on training
1.5 Job creation & economic development 1.5.1 Number of internships / learnerships / experiential learning opportunities offered
2.1 Prevent shark attacks 2.1.1 No shark attacks at protected beaches in KZN
2.2 Minimise catch of non-target species 2.2.1 Reduced catch of non-target species
3.1 Maritime training intake 3.1.1 Total number of learners admitted into Maritime Learning Programmes
3.2 Maritime job search and placement facilitated 3.2.1 Number of graduates supported to find jobs in the maritime industry
4.1 Scientific research and monitoring 4.1.1 Number of peer-reviewed publications
4.2 Shark repellent technology 4.2.1 Number of beaches at which SRT is successfully installed and evaluated
5.1 Educational and awareness programmes 5.1.1 Public awareness of bather safety concerns and role of Sharks Board
5.2 Marketing 5.2.1 Brand strength
28TIDs for 5 year Strategic Objective Indicators:
Programme: Administration Administration Administration Administration
1.1.1 1.1.2 1.1.3 1.2.1
Title of the 5 year
strategic objective Annual percentage compliance
Average score on KZNSB Strategic Status of annual external audit Percentage adherence to allocated
indicator: in terms of approved
Leadership Assessment Tool opinion and approved budget
Compliance Checklist
Brief explanation of the indicator Average score on 3 linked criteria Annual % compliance with Status of annual external audit Percentage adherence to allocated
using KZNSB Strategic Leadership relevant legislation on approved opinion and approved budget
Assessment Tool Compliance Checklist
What is the indicator intended to Track 3 aspects of leadership Tracks compliance and is Reflects the extent to which the Tracks the ability of the entity to
show and why it is important
performance: shape direction, important for achieving a clean entity is managed in line with adhere to its budget, providing an
rigorous decision-making and build audit PFMA Treasury guidelines indication of the quality of financial
capacity. management.
Describes where the information Organisational records, Exco minutes Heads of Divisions will complete Audit report of Auditor General Financial records, accounting system
comes from and how it is
the checklist annually
collected
Describes how the indicator is Average score across 3 sub-indicators, Percentage of items complied Audit report of Auditor General Difference between budget and
calculated
assessed by Executive Committee. with on checklist actual spending, expressed as a
percentage
Identifies any limitation with the Possible subjectivity. Checklist not yet finalised None None
indicator data
Is the indicator measuring inputs, Outcome Outcome Outcome Outcome
activities, outputs, outcomes etc
Is performance cumulative, or Cumulative for the year Non-cumulative Non-cumulative Non-cumulative
non-cumulative
Is the indicator reported quarterly Annually Annually Annually Annually
or annually
Is the indicator is new, New* New* New* New*
significantly changed, or
unchanged
Is desired performance higher or Higher level is desirable Higher level is desirable Unqualified audit report with no Higher level of adherence is desirable
lower than targeted?
matters of emphasis desirable
Who is responsible for managing CEO Chief Financial Officer CEO Chief Financial Officer
and reporting the indicator?
* Note: All Strategic Objective Indicators are new.
29TIDs for 5 year Strategic Objective Indicators ctd:
Programme: Administration Administration Administration Administration
Title of the 5 year 1.3.1 1.4.1 1.4.2 1.5.1
strategic objective
indicator No mortalities and disabling Vacancy rate for key positions Percentage of salary budget Number of internships /
injuries spent on training learnerships / experiential
learning opportunities offered
Brief explanation of the indicator The overall number of mortalities Number of vacant positions that Percentage of salary budget spent The overall number of
and disabling injuries resultant are considered key at all levels are on training internships, learnerships and
from work-related accidents is filled experiential learning
zero opportunities offered
What is the indicator intended to Tracks the level of adherence to Tracking of vacancy rate of key Tracks the proportion of entity's Tracks the effort expended on
show and why it is important
safe work practices resulting in positions that impact on service resources dedicated to training. supporting job creation and
the elimination of deaths and delivery economic development
disabling injuries
Describes where the information Occupational health and safety HR reports, organogram, WSP-IDP HR reports
comes from and how it is collected
reports. Minutes of Health and REMCOM minutes
Safety Committee. Workmens’
Compensation Register.
Describes how the indicator is Simple count Percentage vacancy of posts Percentage of salary budget spent Simple count
calculated
identified as key on training annually
Identifies any limitation with the None None Timeous submission of relevant None
indicator data
documents
Is the indicator measuring inputs, Outcome Outcome Output Output
activities, outputs, outcomes etc
Is performance cumulative, or non- Cumulative over 5 years Non-cumulative Cumulative – for the year Cumulative - for the period
cumulative
Is the indicator reported quarterly or Quarterly Quarterly Annually Annually
annually
Is the indicator is new, significantly New* New* New* New*
changed, or unchanged
Is desired performance higher or Lower is desirable Lower rate is desirable Higher level is desirable Higher rate is desirable
lower than targeted?
Who is responsible for managing Head of Corporate Services Head of Corporate Services Head of Corporate Services Head of Corporate Services
and reporting the indicator?
* Note: All Strategic Objective Indicators are new.
30TIDs for 5 year Strategic Objective Indicators ctd:
Programme: Bather Protection Bather Protection Maritime Skills Development Maritime Skills Development
Title of the 5 year 2.1.1 2.2.1 3.1.1 3.2.1
strategic objective
indicator No shark attacks at protected Reduced catch of non-target Total number of learners admitted Number of graduates supported
beaches in KZN species into Maritime Learning to find jobs in the maritime
Programmes industry
Brief explanation of the indicator Number of incidents of shark bites Annual catch of non-target species Total number of learners admitted into Number of Maritime graduates
to bathers occurring at Protected Maritime Learning Programmes over a provided with support in seeking and
Beaches 5 year period gaining employment
What is the indicator intended to Tracks the total number of shark Tracks the reduction in catch of non- Tracks the uptake of courses offered Tracks the effort put into assisting
show and why it is important
bite incidents that occur at target species in response to managing for the purpose of allocating resources Maritime graduates in seeking and
protected beaches SSG during environmental events and and estimating demand gaining employment
the introduction of modified shark
safety gear
Describes where the information Incident records of shark attack Beach supervisors count daily and Enrolment records Records of assistance provided to
comes from and how it is collected
from KZNSB, municipal officials, submit details of all captures to Head graduates
Emergency Services, SAPS and Office
Hospitals
Describes how the indicator is Simple count of each incident Simple count of all animals caught, Each student is counted once for each Simple count
calculated
categorised by species course they register and pay for
Identifies any limitation with the None Dependent on the ability of Supervisor None None
indicator data
to correctly identify animals captured.
Is the indicator measuring inputs, Outcome Outcome Outcome Output
activities, outputs, outcomes etc
Is performance cumulative, or non- Cumulative – for the period Cumulative – for the year Cumulative over 5 years Cumulative
cumulative
Is the indicator reported quarterly or Quarterly Quarterly Annually Annually
annually
Is the indicator is new, significantly New* New* New* New*
changed, or unchanged
Is desired performance higher or Targeted performance is desirable Lower level (i.e. reduction in by-catch Higher level is desirable, and would Higher level is desirable
lower than targeted?
levels) is desirable indicate that the courses are
addressing a need
Who is responsible for managing Head of Operations Head of Operations Project Director, MCOE Project Director, MCOE
and reporting the indicator?
* Note: All Strategic Objective Indicators are new.
31TIDs for 5 year Strategic Objective Indicators ctd:
Division: Research and Monitoring Research and Monitoring Business Development Business Development
Title of the 5 year 4.1.1 4.2.1 5.1.1 5.2.1
strategic objective
indicator Number of peer-reviewed Number of beaches at which Public awareness of bather Brand strength
publications shark repellent technology (SRT) safety concerns and role of
is successfully installed and Sharks Board
evaluated
Brief explanation of the indicator The number of peer-reviewed Successful installation and evaluation Changes in awareness about bather Changes in levels of awareness of
publications is an indication of the of an environmentally sensitive shark safety and the role played by Sharks Sharks Board services and products
quality of the research produced by repellent cable at popular swimming Board that result from KZNSB-MCoE resulting from marketing activities
the Research Division beach school programmes
What is the indicator intended to Tracks the number of high quality Tracks progress on development, Monitors the outcome of effort Monitors the outcome of effort
show and why it is important
scientific research papers published installation and evaluation of SRT invested in bather safety education, invested in marketing activities
annually and thus of the effectiveness of the
presentations to schools
Describes where the information Division records Installation, maintenance and No of schools (visited by Business Surveys to measure brand
comes from and how it is collected
evaluation records Development) who undertake awareness, Google analytics, social
outings to Sharks Board per annum media
Describes how the indicator is Simple count Simple count Simple count Survey analysis
calculated
Identifies any limitation with the None None External factors e.g. Dept policy on As per specific survey constraints
indicator data
school outings may affect
performance
Is the indicator measuring inputs, Output Output Outcome Outcomes and impacts
activities, outputs, outcomes etc
Is performance cumulative, or Cumulative – for the period Cumulative over 5 years Non-cumulative Non-cumulative
non-cumulative
Is the indicator reported quarterly Annually Annual Annually 5 yearly
or annually
Is the indicator new, significantly New* New* New* New*
changed, or unchanged
Is desired performance higher or Higher level is desirable Higher level is desirable Higher level is desirable Higher level is desirable
lower than targeted?
Who is responsible for managing Head of Research and Monitoring Head of Research and Monitoring Head of Business Development Head of Business Development
and reporting the indicator?
* Note: All Strategic Objective Indicators are new.
32ANNEXURE B: TECHNICAL INDICATOR DESCRIPTIONS:
PROGRAMME PERFORMANCE INDICATORS
Strategic Goal # Strategic objective – short title # Programme performance Indicator (annual)
1. Promotion of good corporate 1.1.1.1 • Average annual score on Strategic Leadership Assessment Tool
governance 1.1 Strategic leadership 1.1.2.1 • Percentage compliance in terms of approved Compliance Checklist
1.1.3.1 • Status of external audit opinion
1.2 Financial sustainability 1.2.1.1 • Percentage adherence to allocated and approved budget
1.3 Safe working environment 1.3.1.1 • Number of mortalities and disabling injuries
1.4.1.1 • Vacancy rate for key positions
1.4 Human resources
1.4.2.1 • Percentage of salary budget spent on training annually
1.5.1.1 • Number of internships / learnerships / experiential learning
1.5 Job creation and economic development opportunities offered
2. Bathers protected from sharks 2.1 Prevent shark attacks 2.1.1.1 • Annual number of shark attacks at protected beaches
in an environmentally sensitive
2.2 Minimise catch of non-target species 2.2.1.1 • Total annual catch of non-target species
manner
3. Skills in the maritime sector 3.1 Maritime training intake 3.1.1.1 • Total number of learners enrolled into Maritime Learning Programmes
enhanced 3.2.1.1 • Number of graduates supported to find jobs in the maritime industry
3.2 Maritime employment facilitated
4. Service delivery enabled 4.1 Scientific research and monitoring 4.1.1.1 • Number of peer-reviewed publications
through scientific capacity and
knowledge generation 4.2 Shark repellent technology 4.2.1.1 • Number of SRT evaluation sites established annually
Tourism in KZN promoted 5.1 Education and awareness programmes 5.1.1.1 • Number of schools visited annually
through raised awareness about 5.2.1.1 • Number of events and exhibitions participated in
bather safety in relation to
5.2 Marketing 5.2.2.1 • Number of trade shows attended
sharks, and the role of KZNSB
5.2.3.1 • Number of marketing products produced
331. Administration Programme (ctd): TIDs for Programme Performance Indicators (Annual):
ADMINISTRATION PROGRAMME 1.1.1.1 1.1.2.1 1.1.3.1
Title of the programme performance Average annual score on Strategic Percentage compliance in terms of
Status of external audit opinion
indicator Leadership Assessment Tool approved Compliance Checklist
Brief explanation of the indicator Average annual score on 3 linked criteria Annual percentage compliance with Status of annual external audit opinion
using KZNSB Strategic Leadership relevant legislation as reflected on
Assessment Tool approved KZNSB-MCoE Compliance
Checklist
What is the indicator intended to show and why it is
Track 3 aspects of leadership Tracks compliance and is important for Reflects the extent to which the entity is
important
performance: shape direction, rigorous achieving a clean audit managed in line with PFMA Treasury
decision-making and build capacity. guidelines
Describes where the information comes from and how Organisational records, Exco minutes Heads of Divisions will complete the Audit report of Auditor General
it is collected
checklist annually
Describes how the indicator is calculated Average score across 3 sub-indicators, Percentage of items complied with on Audit report of Auditor General
assessed by Executive Committee. checklist
Identifies any limitation with the indicator data Possible subjectivity. Checklist not yet finalised None
Is the indicator measuring inputs, activities, outputs, Outcome Outcome Outcome
outcomes etc
Is performance cumulative, or non-cumulative Cumulative for the year Non-cumulative Non-cumulative
Is the indicator reported quarterly or annually Annually Annually Annually
Is the indicator is new, significantly changed, or New* Unchanged Unchanged
unchanged
Is desired performance higher or lower than targeted? Higher level is desirable Higher level is desirable An unqualified audit report with no
matters of emphasis is desirable
Who is responsible for managing and reporting the CEO Head of Corporate Services Chief Financial Officer
indicator?
34Administration Programme (ctd): TIDs for Programme Performance Indicators (Annual):
ADMINISTRATION
1.2.1.1 1.3.1.1 1.4.1.1
PROGRAMME
Title of the programme Percentage adherence to allocated and Number of mortalities and disabling
Vacancy rate for key positions
performance indicator approved budget injuries
Brief explanation of the indicator Percentage adherence to allocated and The annual number of work-related Vacancy rate for key positions
approved budget mortalities and disabling injuries
What is the indicator intended to show and Tracks the ability of the entity to adhere to Tracks health and safety standards at Tracks vacancy rate of key positions, an
why it is important
its budget, providing an indication of the outcome level indicator organisational capacity at a
quality of financial management. strategic level
Describes where the information comes Financial records, accounting system Occupational health and safety reports Recruitment and termination records
from and how it is collected
Describes how the indicator is calculated Difference between budget and actual Simple count Percentage of key positions vacant
spending, expressed as a percentage
Identifies any limitation with the indicator None None None
data
Is the indicator measuring inputs, activities, Outcome Outcomes Outcome
outputs, outcomes etc
Is performance cumulative, or non- Non-cumulative Cumulative - for the year Non-cumulative
cumulative
Is the indicator reported quarterly or Annually Annually Quarterly
annually
Is the indicator is new, has significantly Unchanged Unchanged Unchanged
changed, or unchanged
Is actual performance that is higher or Higher level of adherence is desirable Lower level is desirable Lower rate is desirable
lower than targeted performance
desirable?
Who is responsible for managing and Chief Financial Officer Head of Human Resources Head of Corporate Services
reporting the indicator?
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