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Annual Performance Plan 2019/20

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Annual Performance Plan 2019/20 ANNUAL PERFORMANCE PLAN FOR THE MTEF PERIOD 2019/20 -2021/22 Annual Performance Plan | 2019/20 to 2021/22 FOREWORD As the Executive Authority, and Member of the Executive Council for Economic Development, Environmental Affairs and Tourism, I confirm that the Accounting Authority of the Eastern Cape Parks and Tourism Agency has provided strategic direction and oversight. These responsibilities are executed as mandated in Section 49 (1) (a) and Treasury Regulation 30 of the Public Finance Management Act (PFMA) (Act No.1 of 1999). The Eastern Cape Parks and Tourism Agency (ECPTA) herewith submits the Annual Performance Plan for the Medium Term Expenditure Framework Period 2018/19-2020/21 in line with the Strategic Plan for the Medium Term Strategic Framework Period 2015/16-2019/20. The ECPTA responds to the Eastern Cape Provincial Government’s seven strategic priorities for the Medium Term Strategic Framework Period, as well as to the National Nine-Point plan to grow the economy and create jobs. The entity’s mandate allows it to contribute to these provincial and national priorities by focussing on: Effectively managing the province’s biodiversity Growing and promoting tourism Catalysing transformation of tourism and conservation industries Securing the sustainability of ECPTA and the services it delivers In order to give effect to these strategic priorities, the ECPTA pursues a single strategic goal, namely to leverage resources in support of tourism and biodiversity priorities. Having made significant progress in refining their business model to better integrate scientific services, destination marketing efforts, and infrastructure development for tourism and conservation, the top three priorities in meeting the organisation’s strategic goal remain: Maintain the ECPTA’s position as the leading management authority of declared nature reserves in the country Work towards regaining a top-three SA Tourism ranking as a domestic tourism destination for the Province Intensify efforts to transform the Conservation and Tourism sectors and open both up to mainstream participation by previously disadvantaged individuals ECPTA is confident that success in these priority areas will improve the attractiveness of the ECPTA as an investment option for both Government and Private Sector partners. The Accounting Authority of the ECPTA undertakes to ensure that in the execution of its duties it complies with the ECPTA Act (2 of 2010), the PFMA, and all other relevant legislation. As the Executive Authority, I fully endorse this Annual Performance Plan. I undertake to do all within my powers to assist the ECPTA in realising the priorities outlined above and detailed in this plan. Honourable M Mvoko Member of Executive Council (DEDEAT) Annual Performance Plan | 2019/20 to 2021/22 OFFICIAL SIGN-OFF It is hereby certified that this Annual Performance Plan: Was developed by the management of the Eastern Cape Parks and Tourism Agency under the guidance of Members of the Board and DEDEAT. Was prepared in line with the Strategic Plan for the fiscal years 2015/16 -2019/20. Takes into account all the relevant policies, legislation and other mandates for which the Eastern Cape Parks and Tourism Agency is responsible. Accurately reflects the performance targets which the Eastern Cape Parks and Tourism Agency will endeavour to achieve given the resources made available in the budget for 2019/20. Mr J Jackson Signature: __________________________ Chief Financial Officer Ms M Savenije Signature: __________________________ Official responsible for Planning Mr V Dayimani Signature: __________________________ Chief Executive Officer Mr S Mgxaji Signature: __________________________ Accounting Authority Approved by: Honourable M Mvoko Signature: __________________________ Member of Executive Council Annual Performance Plan | 2019/20 to 2021/22 CONTENTS FOREWORD ...................................................................................................................................................... 1 PART A: STRATEGIC OVERVIEW ................................................................................................................ 5 A.1 MIDTERM REVIEW (A PRIL 2015 – MARCH 2018) ........................................................................................... 5 A.2 UPDATED SITUATIONAL ANALYSIS .................................................................................................................. 6 A.3 LEGISLATIVE AND OTHER MANDATES ............................................................................................................ 15 A.4 STRATEGIC RESPONSE ............................................................................................................................... 22 A.5 STRATEGIC OUTCOME ORIENTED GOAL ........................................................................................................ 26 A.6 OVERVIEW OF 2019/20 BUDGET AND ESTIMATES UNTIL 2021/22 ................................................................... 27 PART B: PERFORMANCE INDICATORS, TARGETS AND BUDGETS ................................................................. 29 B.1 OPERATIONS ........................................................................................................................................... 30 B.2 MARKETING ............................................................................................................................................ 36 B.3 CORPORATE MANAGEMENT SUPPORT .......................................................................................................... 38 PART C: LINKS TO OTHER PLANS ................................................................................................................. 41 C.1 FUNDED INFRASTRUCTURE PROJECTS FOR 2019/20 ....................................................................................... 41 C.2 DETAILED INFRASTRUCTURE MANAGEMENT PLAN .......................................................................................... 42 C.3 INFRASTRUCTURE MAINTENANCE BACKLOG 2011/12 TO 2019/20 ................................................................... 42 PART D: ANNEXURES .............................................................................................................................. 43 D.1 CHANGES TO THE STRATEGIC PLAN FOR 2015/16 – 2019/20 ......................................................................... 43 D.2 SUMMARY ECPTA STRATEGY 2015/16 TO 2019/20 .................................................................................... 44 D.3 DETAIL OF EMPLOYMENT OPPORTUNITIES ..................................................................................................... 45 D.4 DETAIL OF OPERATIONAL PLAN TARGETS FOR RESERVE -BASED REVENUE .............................................................. 45 D.5 STRATEGIC PLAN TECHNICAL INDICATOR DESCRIPTIONS ................................................................................... 46 D.6 ANNUAL PERFORMANCE PLAN TECHNICAL INDICATOR DESCRIPTIONS ................................................................. 55 Page 3 Annual Performance Plan | 2019/20 to 2021/22 ABBREVIATIONS AND ACRONYMS AOP Annual Operational Plan NDT National Department of Tourism APP Annual Performance Plan NEM(A) National Environmental Management (Act) BKWHS Baviaanskloof World Heritage Site NSSD National Strategy for Sustainable Development CEO Chief Executive Officer OHS Occupational Health and Safety CMS Corporate Management Support PA Protected Area DEA National Department of Environmental PAES Protected Area Expansion Strategy Affairs DEDEAT Department of Economic Development, PDI Previously Disadvantaged Individual Environmental Affairs and Tourism ECPTA Eastern Cape Parks and Tourism Agency PDP Provincial Development Plan EIA Environmental Impact Assessment PFMA Public Finance Management Act EPIP Environmental Protection and Infrastructure PGDP Provincial Growth and Development Plan Programmes EPWP Expanded Public Works Programme RAP Reserves as Products FMCMM Financial Management Capability Maturity SANBI South African National Biodiversity Institute Model GEF Global Environment Facility SANRAL South African National Roads Agency Limited HCM Human Capital Management SAT South African Tourism ICT Information and Communication SMME Small, Medium and Micro Enterprises Technology MANCO Management Committee SoAIM State of Area Integrity Management MEC Member of the Executive Council StatsSA Statistics South Africa METT Management Effectiveness Tracking Tool UAMP User Asset Management Plan MTEF Medium Term Expenditure Framework UNDP United Nations Development Programme MTSF Medium Term Strategic Framework VFR Visiting Friends and Relatives NDP National Development Plan WWF World Wide Fund for Nature Page 4 Annual Performance Plan | 2019/20 to 2021/22 PART A: STRATEGIC OVERVIEW A.1 Midterm review (April 2015 – March 2018) Biodiversity Management Protected Area Expansion • 673 922 ha added through • ECPTA has conducted, managed or stewardship agreements contributed to at least twelve research • 3 co-management agreements projects since 2015/16, developed a State negotiated of Knowledge database and species • ECPTA appointed implementing agent for management plans biodiversity offsets on N2 toll-road • Completed 3 taxon surveys, developed project 17 new taxon inventories and completed • Regularly update PA Management Plans 3 annual game censuses Marketing Biodiversity Economy • EC has maintained its domestic tourism • Strategic objective
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