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 2017 - KwaZulu-Natal Sharks Board
ANNUAL PERFORMANCE PLAN
            2017/18

  Date of Tabling: 20 March 2017
FOREWORD 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.

                                                  1
Without 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

                                               2
OFFICIAL 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

                                                3
CONTENTS
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

                                                                                 4
PART 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.

                                                 5
3.      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

                                                6
SUMMARY 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.

                                                    7
4.      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

                                                    8
Strategic 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

                                                     9
Indicators 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.

                                                  10
PART 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.

                                                  11
Sub-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

                                                                                        12
5.1.3     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

                                                                                          13
5.2.3     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 key
5.3.2     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.

                                                                             16
6.        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

                                                                                  17
6.3       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.

                                                                                       18
7.        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

                                                                                19
7.2       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

                                                                                         20
7.4      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.

                                                                             21
8.        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

                                                                                       22
8.3       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.

                                                                                            23
9.       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

                                                                                       24
9.3      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.

                                                                                      25
PART 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.

                                                                                 26
ACRONYMS
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

                                                               27
ANNEXURE 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

                                                                    28
TIDs 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.

                                                                                                     29
TIDs 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.

                                                                                                    30
TIDs 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.

                                                                                                          31
TIDs 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.

                                                                                                         32
ANNEXURE 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

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1.        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?

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Administration 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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