2019-2020 ANNUAL PERFORMANCE PLAN PRESENTATION TO THE PORTFOLIO COMMITTEE ON AGRICULTURE, LAND REFORM AND RURAL DEVELOPMENT 03 July 2019

Vision and Mission Vision To be recognised in the market as the centre of excellence and innovation in respect of property valuations, and the professional authority on all land reform-related valuations in particular, thereby enhancing the credibility and efficiency of land reform in South Africa. 2. Mission Support land reform by providing impartial, efficient, just and equitable valuation services for all land-reform related matters in the country. Promote accurate professional valuations by performing, communicating and monitoring adherence to the criteria and guidelines applicable to land reform valuations; and Enhance efficiency and accuracy of valuations through the development of innovative tools and processes, including a database of property value data accessible to the valuation profession as a whole. Provide impartial, efficient, equitable and accurate general valuation services to / on behalf of government department.

PART A: STRATEGIC OVERVIEW Situational Analysis 1.1 Performance environment The OVG saw the approval of its first ever APP in the 2018/19 financial year. The 2018/19 financial year saw the OVG’s performance being measured against set targets, valuations for land reform purposes being the core indicator. The OVG has plans in place to ensure that all targets are met in the 2019/20 financial year. 1.2 Organisational environment The implementation of the PVA regulations brought about additional requirements in ensuring efficient valuations are done by the OVG. This places even more pressure on the OVG to urgently capacitate the office and the finalisation of the organisational structure will assist the office in the effective and efficient implementation of the regulations. 1.3 Revisions to Legislative and other mandates There have been no revisions to the OVG’s legislative and other mandates and reference should be made to the Strategic Plan

OVERVIEW OF 2019/20 BUDGET AND MTEF ESTIMATES 2.1 Expenditure estimates Table 1. Budget R' thousand Audited Outcomes Estimated Outcomes Medium-term Expenditure Estimate 2018/19 R000 2019/20 R’000 2020/21 2021/22 Budget Line items   Total Revenue 141 100 142 100 147 500 155 600 Appropriation Own Revenue Not budgeted Total Expenditure Compensation of Employees 13 192 75 680 80 978 84 024 Goods and Services 20 124 66 420 66 522 71 576 Surplus / Deficit 107 684

2.2 Relating expenditure to strategic outcome oriented goals • Goal 1: Support Land Reform – execution of all valuations for land reform: The annual appropriation from the fiscus, received as a transfer payment from the National Department of Agriculture, Land Reform and Rural Development, is earmarked to, inter-alia, cover the cost of land reform valuations to be executed by the OVG per agreement with the National Department of Agriculture, Land Reform and Rural Development. The number of valuations that can be performed during the period will thus be limited by the available funding. • Goal 2: Develop criteria, procedures and guidelines to standardise valuation practices for land reform valuations: The annual appropriation from the fiscus is intended to also cover the cost of development in this regard, although any own revenue earned from non-land reform valuations will also supplement costs accordingly. • Goal 3: Organisational sustainability: This goal includes growing the business from a non-land reform valuation perspective, enhancing quality of valuations, establishing operational and governance processes, and achieving operational sustainability.

Goal 1: Support land reform INDICATOR PURPOSE To track the number of valuation referrals received for land reform that have been executed and finalised To track the number of valuation backlog referrals received for land reform that have been executed and finalised. To track the average turn-around times for valuation referrals received for land reform that have been received for quality assurance.

Goal 2: Develop criteria, procedures and guidelines to standaedise valuation practices for land reform valuations INDICATOR PURPOSE The performance indicator will be used to track the progress of the OVG in setting and implementing valuation criteria, procedures and guidelines per the Property Valuation Act. This indicator is crucial in the clarification of “Just and Equitable "values as envisaged in the Property Valuation Act. This indicator gives practical effect to the valuation methods, formulae and approaches of the OVG.

Part B: Goal and Strategic objective plans

Part B: Goal and Strategic objective plans Performance indicator Reporting period Annual target Quarterly Targets 2019/20 1st 2nd 3rd 4th 3.3.1 Development of property data management tool Biannual Implement a property data management tool in accordance with project plan approved by the VG – 50% implementation - Project plan approved by the VG property data management tool in accordance with project plan approved by the VG - 50% implementation 3.4.1 Filling of professional vacancies and retention thereof in terms of the approved structure Annual 80% n/a 3.4.2 Number of people attending the designated land reform valuation training courses 12 INDICATOR PURPOSE Benchmark enables the OVG to track its progress in growing its non-Land Reform Revenue stream. Growth of non-land reform valuations will ensure organisational sustainability of the OVG, OVG will be less dependent on the appropriation from the National Revenue Fund. To ensure quality in the process followed in performing valuations. To ensure there is an independent committee that reviews valuations performed, so as to ensure that they were performed in accordance with the prescribed criteria, procedures and guidelines. To create a platform that will allow recording, maintenance and updating property data information that can be used as reference for future valuations To ensure access to qualified valuers to conduct valuations and other support staff, this will ensure that the OVG will be able to perform its duties.

PERFORMANCE ASSUMPTIONS Funded OVG Approved, Concurred to and Implemented OVG Organogram Cooperation with the DALRD Branches Strengthened Governance Mechanisms (Including DALRD role) Strengthened Ministerial Oversight Mechanisms

KE YA LEBOHA