1. 2018/19 Annual Performance Plan
Portfolio and Select Committees
2018/19 Annual Performance Plan
March 2018

2. Presentation Outline Background Mandate Vision Mission
High level structure
Strategic plan
Programme structure
Budget Estimates

3. Background to iSimangaliso
South Africa became a signatory to the World Heritage Convention in 1997
iSimangaliso was the first South African site to be listed; it was listed in December 1999
It was listed for 3 World Heritage Values:

4. iSimangaliso’s Legislative Framework
The World Heritage Convention was brought into South African law in 2000 when the World Heritage Convention Act was promulgated
The iSimangaliso Wetland Park was established under the World Heritage Convention Act regulations consolidating 16 different parcels of land under one proclamation in November 2000
The iSimangaliso Wetland Park Authority was established to manage the Park under the World Heritage Convention Regulations in November 2000

5. Mandate: (The World Heritage Convention Act and Regulations)
to protect, conserve and present the Park;
to empower historically disadvantaged adjacent communities;
to promote and facilitate optimal tourism and related development in Park.

6. Vision: to create Africa’s greatest conservation-based tourism destination driven by community empowerment
Mission:
To protect, conserve and present the Wetland Park and its World Heritage Values for current and future generations in line with the standards laid down by UNESCO and the World Heritage Act, and to deliver benefits to communities living in and adjacent to the Park by facilitating optimal tourism and related development

8. High-Level Structure Minister Board Chief Executive Officer
Park Operations
Director
Business
Research, Policy & Planning
Senior Manager
CFO

11. Programme Structure
Park Operations: To ensure the regulation and management of the World Heritage Values in a manner that facilitates sustainable economic growth and development
Transformation (Social and Economic Development) : To improve access to job and income generation opportunities for previously disadvantaged individuals and communities
Commercialisation: To position the Park as a premiere tourism destination
Governance and Administration: To improve the framework for policy making in iSimangaliso, promote innovative research that supports management objectives, and develop, implement, and maintain cost-efficient and effective systems that support the execution of business processes

12. Programme 1: Park Operations
STRATEGIC OBJECTIVE:
PERFORMANCE INDICATOR:
BASELINE:
TARGET:
Effective conservation of World Heritage Values
Number of park management meetings attended with day-to-day conservation manager 6
Number of new environmental audits completed
Number of follow-up environmental audits completed
Number of environmental monitors deployed in iSimangaliso 28
120
Number of hectares of invasive alien plants treated
27795
45000
Number of kilometres of accessible coastline cleaned
320

13. Programme 1: Park Operations
STRATEGIC OBJECTIVE:
PERFORMANCE INDICATOR:
BASELINE:
TARGET:
Number of hectares burnt in controlled burning programme
1035
2500
Percentage applications processed in respect of developments in the buffer zone
100 80
Percentage of identified unauthorised developments/activities actioned legally
Percentage completion of annual infrastructure maintenance programme

14. Programme 1: Park Operations
STRATEGIC OBJECTIVE:
PERFORMANCE INDICATOR:
BASELINE:
TARGET:
Effective partnerships and stakeholder relations
Number of annual stakeholder engagements conducted including Park Forums 60
Communication strategy developed and implemented
New indicator
5-year strategy approved
Number of community based communication events 2

15. Programme 2: Transformation
STRATEGIC OBJECTIVE:
PERFORMANCE INDICATOR:
BASELINE:
TARGET:
To optimise socio-economic benefits to local communities
Number of full-time equivalent jobs
517
550
Number of training days
4785
4800
Number of SMMES participating in and skills development programmes
371
100
Number of bursaries awarded 36 37
BEE spend on majority black-owned suppliers as a percentage of qualifying expenditure 50 60

16. Programme 3: Commercialisation
STRATEGIC OBJECTIVE:
PERFORMANCE INDICATOR:
BASELINE:
TARGET:
Improved financial sustainability of the Park
Revenue to the Park from commercial sources (rand million)
17.4
20.7
Number of paid visitor entries
196932
250000
Number of non-paying local neighbour entries
130400
135000
Percentage implementation of commercial development plan 60 80

17. Programme 3: Commercialisation
STRATEGIC OBJECTIVE:
PERFORMANCE INDICATOR:
BASELINE:
TARGET:
Enhanced promotion and marketing of the Park
Number of annual marketing events implemented 5 4
Percentage implementation of annual marketing and PR programme
100
Appropriate tourism and conservation infrastructure
Percentage implementation of annual infrastructure programme 90

18. Programme 4: Finance and Administration
STRATEGIC OBJECTIVE:
PERFORMANCE INDICATOR:
BASELINE:
TARGET:
Effective knowledge management systems
Percentage of new independent research proposals approved that relate to management 50
Park monitoring programme implemented
Monitoring of impacts of implementation on the ecological health of Lake St Lucia
Number of visitor market surveys 2
Equitable access for schools for environmental education and awareness
Number of learners visiting the Park
4500
5000

19. Programme 4: Finance and Administration
STRATEGIC OBJECTIVE:
PERFORMANCE INDICATOR:
BASELINE:
TARGET:
To develop plans, policies and strategies for
Percentage implementation of plans to mitigate impact of identified threats to rare and endangered species and ecosystems
Initiation of implementation
100
Percentage completion of plans requested/required within the financial year 80
To maintain good governance and a sound control environment
Unqualified external audit opinion
Unqualified opinion
To staff the organisation with appropriately skilled people in order to deliver against it mandate and business plan
Percentage retention of skills 90

20. Programme 4: Finance and Administration
STRATEGIC OBJECTIVE:
PERFORMANCE INDICATOR:
BASELINE:
TARGET:
Sound plans, policies and strategies for protected area management
Number of plans completed 2
Number of plans implemented
Sound corporate governance
Unqualified external audit opinion
Unqualified opinion
Adequate, appropriately skilled and diverse workforce
Percentage retention of skills 90
Effective and efficient Information and Communication Technology Systems
Number of business system improvements implemented
New baseline

21. Strategic risks RISK: RISK CONSEQUENCE: MITIGATION PLANS
Dynamic VUCA (volatility, uncertainty, complexity, ambiguity) Operating Environment
Loss of World Heritage Status
Damage to reputation and brand, agency becomes irrelevant and fails to raise funding and attract investment
Inability to meet set delivery targets
Heightened pressure on natural resources, including unauthorised/illegal activities in the Park
Increased cost of operation
Increased pressure from stakeholders
Assess ways in which work can be done so that it meets requirements of multiple pieces of legislation in the interests of efficiency and cost effectiveness.
Establishment of partnerships with other implementing agencies rolling out programmes that are compatible with the Park objectives
Open and regular communication
Poor service delivery from contracted business partners
Loss of World Heritage status
Stretch on limited internal resources (financial, human resource etc.)
Dissatisfaction of primary stakeholders
Loss of revenue
Monthly assessment of service levels.
Penalties in contracts
Standard setting and monitoring

22. Strategic risks cont. RISK: RISK CONSEQUENCE: MITIGATION PLANS:
Shortage of key scarce and critical skills
Possible disruption to service delivery
Loss of institutional memory
Continued vulnerability on key, scarce and critical skills
High dependence on key and scarce critical skills
Salary premium consequences
Extensive skills development and internships to grow the talent pool in the area.
Housing stock to rent to staff at market-related rentals
Proposal to National Treasury supported by DEA to secure additional budget for personnel costs.
Shortages of funding
Negative impact on conservation and tourism experience and the inability to raise funds from third parties.
Inability of the park to drive research agenda for management function and other requirements.
Implementation of community conservation levy fund, the proceeds of which are applied to development programmes.
Forming partnerships with research agencies that have funding for research.
Preparing and submitting proposals for funding for research to donors

23. Strategic risks cont. RISK: RISK CONSEQUENCE: MITIGATION PLANS:
Vulnerability to fluctuations in the domestic and international tourism market
Tourism demand is affected by exogenous shocks, policy etc which negatively affects visitor numbers and revenues
Market diversification
Outsourcing of tourism operations with a guaranteed base PPP or licence fee thus reducing number of revenue sources affected by fluctuations in visitor numbers
Vulnerability to fluctuations in financial markets
Ability for private sector to raise finance for tourism projects in the Park
Sourcing of donor funding for community-owned tourism plant
Structuring PPP arrangements in such a manner that the contracts are bankable but still transfer risk to the private party

24. Medium-term expenditure
Budget Estimates
Medium-term expenditure
estimate
R thousand
2018/19
Park Operations
81,786
Transformation
3,956
Commercial
16,397
Governance and administration
Policy, Planning and Research
4,099
Finance & administration
57,970
Total expenses
164,208

25. Medium-term expenditure
Budget Estimates cont.
Medium-term expenditure
estimate
Of which:
R thousand %
Salaries
25,026 15
Repairs & Maintenance
21,461 13
Training & skills development (communities)
5,624 3
Infrastructure
68,461 42
Land rehabilitation
21,121
Other operations
22,515 14
Total expenses
164,208
100

26. SIYABONGA – THANK YOU from Africa’s greatest conservation-based tourism destination driven by community empowerment