1. 4th Quarter Performance Report, Audit Matters and Financial Position

2. Presentation Content Vision and Mission High Level Structure
2015/16 SANParks Strategy Map
Performance Dashboard
2015/16 Financial Performance
Update on IT Governance Model

3. A Sustainable National Park System Connecting Society
SANParks Vision and Mission
Vision
A Sustainable National Park System Connecting Society
Mission
To develop, expand, manage and promote a system of sustainable national parks that represents biodiversity and heritage assets, through innovation and best practice for the just and equitable benefit of current and future generations

4. Performance Reporting Framework
SANParks Performance Reporting Framework is based on both the National Treasury and DPME Framework, expanded to address requirements of the Board.
Although SANParks operates as an independent SOE, its strategic and operational performance are mainly influenced by is legislative and public obligations; Government MTSF priorities and DEA medium strategic goals, in addition to its Board’s corporate governance directives.

5. 2015/16 Strategy Map
Although this the Strategy as it was tabled by the Honourable Minister Edna Molewa on the 11 March 2015, please note that the Strategy is currently under review so that is closely aligned to:
Government's Radical Socio-Economic Transformation agenda; and
DEA's transitioning Tia Green and inclusive Economic imperatives; and
Government Responsible Tourism Strategy

6. 4th Quarters Performance
2015/16
4th Quarters Performance

7. Birds-eye view on performance ytd

8. Legend Target achieved or exceeded - Good Performance Work in Progress
Target not achieved

9. Quarter 4 Progress

10. SO 1: Optimised Economic Contribution Through Tourism and Associated Activities
Performance indicators
Baseline
( Perform)
Annual Target
Achieved
Challenges / Corrective measures
Budget Variance (Income)
Budget Variance (Expenditure)
1:1
01:01
1.11:1
None
1.15
Gross / Operating Tourism Revenue (YoY)
7.5%
11%
14,7 %
Total Number of Revenue Generating Products Implemented 5 7 8

11. SO 1: Optimised Economic Contribution Through Tourism and Associated Activities
Performance indicators
Baseline Annual Performance
Annual Target
Achieved
Challenges / Corrective measures
Fundraising Policy & Strategy Developed and Implemented
New Indicator
100%
0% (Draft strategy developed)
Finalise the strategy and policy,
Accommodation Occupancy
74%
72.50%
73.%
None
Customer Satisfaction Index
82%
82.1%
Total Number of Visitors to National Parks

12. SO 2: Enhanced Conservation and Ecological Integrity of National Parks System
Performance indicators
Baseline
Annual Performance
Annual Target
Achieved
Challenges / Corrective measures
METT Score
60.0%
70.0%
71%
None
Total hectors of land rehabilitated / restored (Initial) (ha)
50,836
33 368 ha
Total hectors of land rehabilitated / restored (Follow-up) (ha)
206,299 (ha)
ha,694 ha
Total hectors of land rehabilitated / restored (Wetlands) (m³)
2603 m³
6 508 m³ m³
Total Area Added to National Parks (Terrestrial) (ha)
3 715 ha
3715 (ha) ha

13. SO 2: Enhanced Conservation and Ecological Integrity of National Parks System
Performance indicators
Baseline
Annual Performance
Annual Target
Achieved
Challenges / Corrective measures
Total Area Added to National Parks (Marine) (km2)
0 ha
0 ha
None
Total Number of Park Management Plans Reviewed and Submitted 2
Total Number of Species Protection Interventions Implemented
New Indicator 6

14. SO 2: Enhanced Conservation and Ecological Integrity of National Parks System
Performance indicators
Baseline
Annual Performance
Annual Target
Achieved
Challenges / Corrective measures
Total Number of Cultural Heritage Interventions Implemented 4 5
None
% of new research projects relevant to SANParks key issues
72.5%
73.0%
76,3%
Total Number of Peer Reviewed Research Publications 15 20 53

15. SO 3:Optimised Socio-economic Beneficiation
Performance indicators
Baseline
Annual Performance
Annual Target
Achieved
Challenges / Corrective measures
Total Number of Free Access Entrants
18 100
18 200
52 547
None
Total Number of Environmental Education Impact Assessment Tools Developed. 2
Total Number of Participants in Environmental Education
Programme
Total Number of Full-time Equivalent Jobs Created (EPWP)
4 691
EPWP = 7942
EPWP (FTE) :
6 364
Challenges:
Delays in approval of business plans
Budget cuts
Management capacity in Garden Route EPWP

16. SO 3:Optimised Socio-economic Beneficiation
Performance indicators
Baseline Annual Performance
Annual Target
Achieved
Challenges / Corrective measures
Total Number of Full-time Equivalent Jobs Created (Other)
150
196
144
Challenges:
Number of interns left programme due to full time employment
Corrective measures:
None: Full time employment encouraged.
Total Number of temporary Jobs Created through Socio-economic initiatives 40 50 79
None

17. SO 3:Optimised Socio-economic Beneficiation
Performance indicators
Baseline
Annual Performance
Annual Target
Achieved
Challenges / Corrective measures
Total Number of SMMEs / Enterprises Supported
482
501
980
None
Number Community Contractual Agreements in Place 1 5 3
Expedite planned community agreements

18. SO 4: Enhanced Stakeholder Engagement
Performance indicators
Baseline Annual Performance
Annual Target
Achieved
Challenges / Corrective measures
Total Number of Proactive Media Engagements (Articles) 15 25 42
None
Total Number of Proactive Media Engagements (Media Events) 9 10 21
Media Reputation Rating 95
95%
99%

19. SO 5: Effective and Efficient Corporate Governance
Performance indicators
Baseline Annual Performance
Annual Target
Achieved
Challenges / Corrective measures
Auditor General Audit Report
Unqualified with no other methods
Unqualified with no matters of emphasis
None
% progress against Risk Response Plan
New
90% milestones on the progress against implementation of the risk response plan
90 % corporate risk matric reassessed. Risk Management Framework was reviewed and submitted to ARC. Implementation of risk mitigation initiatives
% Compliance with Governance Requirements
80.0%
80%
100%
Total Number of ICT Strategy Initiatives Implemented per Schedule 1

20. SO 6: Strengthened Human Capital and Management
Performance indicators
Baseline Annual Performance
Annual Target
Achieved
Challenges / Corrective measures
Black as % of Management
55%
57%
56,6%
Challenges:
Resignation of black managers
Corrective measures:
Recruitment policy amended
EE and succession plan to be reviewed
Women as % of Management
34%
50%
36,1%
Original target met and exceeded; target increased upwards to be aligned with National Targets;
Insufficient vacancies to meet target
Corrective measures:
Recruitment policy and procedure amended;
Women Forum launch – making SANParks attractive for professional woman

21. SO 6: Strengthened Human Capital and Management
Performance indicators
Baseline
Annual Performance
Annual Target
Achieved
Challenges / Corrective measures
People with Disabilities
0.9 2%
1.3%
Challenges:
Nature of work limit categories of disabilities
Universal access standards in work place not yet achieved
Corrective measures:
Continue with declaration drive
Identify ring-fence posts
Engage organised structures
Total Male: Female Ratio
1.8:1
1.8.1
1.78.1
None
% of Employees Meeting Minimum Educational Requirements (C and Upper)
94%
67.0%
HCM to conduct minimum requirement status for C and upper bands; Targetted Skills Development Plan

22. SO 6: Strengthened Human Capital and Management
Performance indicators
Baseline Annual Performance
Annual Target
Achieved
Challenges / Corrective measures
% of Performance Appraisals Completed (C and Upper)
80%
100%
98%
Challenges:
Delay in roll out of new performance system include CMC, Manual reporting systems
Corrective measures:
PM Training
Individual follow-up
% Success Rate at CCMA
100 %
96,5 %
None
% progress against implementation of Skills Development Programme
84%
85%
88%
Internal processes (training committee functioning)
Skills development Plan approval prior to commencement of financial year

23. Financial or Trading Position

24. Statement of Financial Position

25. Statement of Financial Position

26. Statement of Financial Performance

27. Statement of Financial Performance

28. Audit Summary 2015/16

29. Audit findings summary
Below is a summary of the AGSA conclusions on the usefulness and reliability of the reported performance information

30. Audit Matters – Finance
Part A: Misstatements in the Financial Statements
SANParks 2015/16 Annual Financial Statements (AFS) were free of material misstatements - unqualified audit opinion on AFS by AGSA
Disclosure
Disclosure on the AFS
Root cause analysis
Corrective Actions
Financial Statements
Irregular expenditure
Payment of R1 734m made to a supplier after contract has expired.
SANParks did not obtain the necessary approval to continue using the services of a supplier, after the contract has expired.
On two (2) occasions this was not done, resulting in SANParks procuring from a supplier after contract has expired.
By year end, SANParks has finalised the development of a contract management information system. This system was designed such that orders cannot be made after contract expiry date.
Pertaining to the two noted incidences, we subsequently embarked on a process to regularise the noted contracts affected and it was subsequently regularised.
1) Irregular Expenditure:
What are the details?
How did it happen?
Why were systems not in place to indicate this was a prohibited service provider?
Has action has been taken against the specific officials?
What corrective measures have been put in place?
2) Fruitless and wasteful expenditure:
Why were systems not in place to stop this before it happened?

31. Audit Matters – Finance
Disclosure
Disclosure on the AFS
Root cause analysis
Corrective Actions
Financial Statements
Fruitless and Wasteful Expenditure
Total of R
Interest on overdue creditors – R
Interest levied by suppliers due to late payments
Invoices were hand delivered to our parks and then posted to the nearest capture centre.
An invoice register was initiated during the year. This was done to efficiently track the time lapse between when invoice is received and when invoice is paid, thus increasing our ability to make timely payments.
Furthermore, staff have been trained to regularly follow-up suppliers for outstanding invoices .
Cash losses in park - R75 000
Cash collected by the security company at Tsitsikamma National Park was not accounted for by the bank as received
Deposit slip did not balance to the physical cash in the container
The monthly bank reconciliation highlighted this problem and is reviewed and signed-off by line management
Internal Audit conducts periodic review of the reconciliations
Responsible staff members are subjected to a disciplinary process
1) Irregular Expenditure:
What are the details?
How did it happen?
Why were systems not in place to indicate this was a prohibited service provider?
Has action has been taken against the specific officials?
What corrective measures have been put in place?
2) Fruitless and wasteful expenditure:
Why were systems not in place to stop this before it happened?

32. Thank You