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1Gauteng Tourism Authority | Annual Performance Plan 2017/18

ANNUALPERFORMANCE PLAN 2017/18

2 Gauteng Tourism Authority | Annual Performance Plan 2017/18

FOREWORD BY THE CHAIRPERSON OF THE BOARD

The revised mandate of the Gauteng Tourism Authority (GTA) as a Destination Marketing Organisation

(DMO) necessitated a thorough rethink of its impact as part of the provincial tourism portfolio; with the

other half being the Gauteng Department of Economic Development (GDED) Tourism Unit, which is

responsible for destination management. The decision for revising the mandate emanated from the

appreciation of the fact that the impact of marketing interventions are sometimes indirect and difficult

to pinpoint the cause and effect. The mandate revision process began with reassessing the relevance

of the role of the GTA as the modern DMO within the context of the Gauteng City Region (GCR).

The recent appointment of a Chief Executive Officer (CEO) has lent itself to the opportunity to reassess

the strategic direction of the organisation in line with the policy directive of the radical Transformation,

Modernisation and Transformation (TMR) programme. To that end, the GTA’s Board of Directors, refers

hereinafter as the Board, is satisfied with the organisation’s alignment to focus on inclusive economic

growth leveraging tourism as one of the eleven priority sectors identified by the province.

The process of developing this Annual Performance Plan -2017/18 (APP) considered the translation of

this financial year into implementable projects. Such projects are built particularly on steps taken within

the context of the Township Economic Revitalisation (TER) programme. One of the greatest rewards

that are being realised from the reconfiguration above is the ability of GTA to give greater effect to its

alignment to the provincial International Relations Strategy and Trade & Investment Strategy in the

pursuit of African and Brazil, Russia, India, China and South Africa (BRICS) tourism source markets.

In the mission to optimise the impact of the agency, it was necessary to review the basics, which

entailed a few critical issues to be taken into consideration. Key, among these basics was the focus

on the implementation of the Gauteng Tourism Institutional Framework (GTIF), which was designed

to guide the relations between the agency and the private sector. The GTIF drives the sector as

proclaimed by the Tourism White Paper of 1996. This has inter alia led to the recent establishment

of the Tourism Working Group as Inter-governmental Relations (IGR) and MEC’s Tourism Forum to

balance the aspirations of the TMR programme. Adding to the above, the GTA is in the process of

implementing an Operating Model, as approved by the Board. The primary intent of this or the model

is to improve the organisational operational efficiencies and ultimately turn the organisation into a high

performing organisation.

On behalf of the Board, I present this Annual Performance Plan with confidence that that GTA will

make destination marketing possible for implementation, and that the programmes for 2017/18 are in

line with the current government priorities as guided by the TMR agenda.

_____________________

Mr Khehla Mthembu

Chairperson of the Board:Gauteng Tourism Authority


OFFICIAL SIGN OFF

It is hereby certified that this Annual Performance Plan -2017/18

Ms

.

Signature: _________________________

Date:______________________________

Mr. Yaseen Asmal Signature: ________________________

Chief Financial Officer Date:______________________________

Mr. Siphiwe Ngwenya Signature:__________________________

Accounting Officer Date:_______________________________

Approved by:

Mr. Khehla Mthembu Signature:__________________________

GTA Board Chairperson Date:_______________________________

Ms. Phindile Mbanjwa Signature:__________________________

Head of Department: GDED Date:______________________________

Mr. Lebogang Maile (MPL)

Signature:__________________________

Date:______________________________

Was developed by the management of Gauteng Tourism Authority under the guidance of MEC: Mr.

Lebogang Maile;

Takes into account all the policies, legislation and other mandate for which the Gauteng Tourism

Authority is responsible; and

Accurately reflects the strategic oriented goals and objectives in which the Gauteng Tourism Authority

will endeavor to achieve during 2017/18 financial year.

Member of the Executive Council:

Economic, Environmental, Agricultureand Rural Development

Head Official Responsible for Planning

Tinyiko Nkuna

27/02/2017

27/02/2017

28/02/2017

28/02/2017

28/02/2017

28/02/2017


FOREWORD BY THE CHAIRPERSON OF THE BOARD 2

OFFICIAL SIGN OFF 3

TABLE OF CONTENTS 4

ABBREVIATIONS 6

PART A: STRATEGIC OVERVIEW 7

1. UPDATED SITUATIONAL ANALYSIS 8

1.1. Performance Delivery Environment 8

1.2. Organisational Environment 9

2. REVISIONS TO LEGISLATIVE AND OTHER MANDATES

3. OVERVIEW OF 2017/18 BUDGET AND MTEF ESTIMATES

3.1 Expenditure Estimates

3.2 Economic Classification

3.3. Relating expenditure trends to strategic outcome oriented goals

PART B: PROGRAMME AND SUB-PROGRAMME

4. PROGRAMME 1: ADMINISTRATION

4.1. Strategic Objective indicators and Annual Targets for 2017/18 -19/20

4.2. Performance indicators and Annual Targets for 2017/18 -19/20

4.3. Quarterly Targets for 2017/18

4.4. Expenditure Estimates

4.5. Economic Classification


5. PROGRAMME 2 : DESTINATION MARKETING AND PROMOTIONS


5.2. Performance indicators and annual targets for 2017/18 -19/20





6. PROGRAMME 3: GAUTENG CONVENTION & EVENTS BUREAU ( BIDDING & HOSTING)


TABLE OF CONTENTS

21

25

24

23

23

22

21

20

19

19

18

17

17

15

14

14

13

12

25

25

26

27


6.2. Performance indicators and Annual Targets for 2017/18 -19/20 28

6.3. Quarterly Targets for 2017/18 28

6.4. Expenditure Estimates 29


6.6. Relating expenditure trends to strategic outcome oriented goals 30

7. PROGRAMME 4: LEISURE AND VISITORS SERVICES 31

7.1. Strategic Objective indicators and Annual Targets for 2017/18 -19/20 32

7.2. Performance indicators and Annual Targets for 2017/18 -19/20 33

7.3. Quarterly Targets for 2017/18 33

7.4. Expenditure Estimates 34

7.5. Economic Classification 35

7.6. Relating expenditure trends to strategic outcome oriented goals 35

PART C: LINKS TO OTHER PLANS 36

8. LINKS TO THE LONG-TERM INFRASTRUCTURE AND OTHER CAPITAL PLANS 37

9. CONDITIONAL GRANTS 37

10. PUBLIC ENTITIES 37

11. PUBLIC-PRIVATE PARTNERSHIPS 37

PART D: STRATEGIC DIRECTIVES

12. VISION

13. MISSION 39

14. STRATEGIC OUTCOME-ORIENTED GOALS

ANNEXURE E

15. TECHNICAL INDICATOR DESCRIPTIONS FOR STRATEGIC OBJECTIVE INDICATORS 41

AND PERFORMANCE INDICATORS

15.1 PROGRAMME: ADMINISTRATION

15.2 PROGRAMME: DESTINATION MARKETING AND PROMOTIONS

15.3 PROGRAMME: GAUTENG CONVENTION AND EVENTS BUREAU (BIDDING & HOSTING)

15.4 PROGRAMME: LEISURE AND VISITOR SERVICES

41

48

38

52

30

39

40

40

59


ABBREVIATIONS

APP Annual Performance Plan

BRICS Brazil, Russia, India, China and South Africa

CEO Chief Executive Officer

CFO Chief Executive Officer

COHWHS Cradle of Humankind World Heritage Site

DMAI Destination Marketing Association International

DMO Destination Marketing Organisation

GDED Gauteng Department of Economic Development

GDP Gross Domestic Product

GEGDS Gauteng Economic Growth and Development Strategy

GEP Gauteng Enterprise Propeller

GGDA Gauteng Growth and Development Agency

GHS Ga-Rankuwa Hotel School

GPG Gauteng Provincial Government

GTA Gauteng Tourism Authority

ICT Information and Communication Technology

MDGs Millennium Development Goals

MICE Meetings, Incentives, Conferences, and Exhibitions

MOU Memorandum of Understanding

MTEF Medium Term Expenditure Framework

MTSF Mid-Term Strategic Framework

NDP National Development Plan

NDT National Department of Tourism

NTSS National Tourism Sector Strategy

SADC Southern African Development Community

SDGs Sustainable Development Goals

SLA Service Level Agreement

SMMEs Small Medium and Micro Enterprises

SOPA State of Province Address

TEP Tourism Enterprise Programme

TER Township Economic Revitalisation

TGCSA Tourism Grading Council of South Africa

TMR Transformation, Modernisation and Re-industrialisation

VICs Visitor Information Centres

UN United Nations

UNWTO United Nations World Tourism Organisation


1UPDATED SITUATIONAL ANALYSIS

PART A STRATEGIC OVERVIEW


PART A: STRATEGIC OVERVIEW

1. UPDATED SITUATIONAL ANALYSIS

1.1 Performance Delivery Environment

Tourism is one of the world’s largest industries with reference to its contribution to the economy. As aimed at

enhancing the contribution of tourism industry in the economy of the province, the Gauteng Tourism Authority

(GTA) continues to market tourism offerings on behalf of Gauteng provincial government. The National

Development Plan (NDP) regards tourism as an important growth sector, and this is considered with reference to

the key sector strategy –National Tourism Sector Strategy (NTSS). The GTA actively participates in global bodies,

such as the Destination Marketing Association International (DMAI), and the United National World Tourism

Organization (UNWTO) through its affiliation membership. The participation above gives the GTA opportunities

to benchmark tourism experiences with international best practices. In ensuring that the current tourism priorities

are realised, the GTA will during the 2017/18 financial year, embark on delivering the following objectives:

• Provide a wide-range of world-class, customer –focused and vibrant visitor experiences located

throughout the province which appeal to the diverse needs of increasing numbers of overseas, African

and domestic visitors;

• Being a destination of choice for global, regional, national and local events;

• Partnership with public, private and communities to achieve our goals;

• Focus on sustaining and creating temporary jobs through a (continued) growing contribution to the

provincial economy; and

• Contribute to transforming the industry sector that acts responsibly for the benefit of the economy,

environment, employees, communities and society as a whole.

The objectives above will be realized through the implementation of the following programmes: Destination

Marketing and Promotion, Bidding and Hosting of Events and Leisure and Visitor Services. These are the GTA’s

central programmes, aimed at in enhancing the contribution of tourism industry in the economy of Gauteng.

The performance of the GTA for 2015/16 financial year is the baseline for this APP. During 2015/16 financial

year, two (2) new tourism experiences were developed out of a target of two (2); twenty-five (25) Township

neighborhood tourism experiences were packaged against a target of twenty-five (25); four Gauteng Tourism

Regional Performance Surveys were conducted as per the targeted performance; three (3) Gauteng Tourism

Economic Trend reports were produced against the target of three (3); and The Annual Provincial Tourism

Awards ceremony was held as per the planned target. Four (4) studies on monitoring visitor quality satisfaction

and perceptions of Gauteng experiences were undertaken against the target of four (4). A total target of three (3)

operational VICs (Visitor Information Centres) in Gauteng were achieved as planned. Twelve (12) monthly reports

on incident management relating to tourism safety in Gauteng were generated against a target of twelve (12).

Forty (40) association meetings and exhibitions were hosted in Gauteng against the target of forty (40).

The narrative of the GTA, 2015/16 performance does not end at the exhibitions above, a total of seven hundred

and eleven million and six hundred thousand (R711.6) million value of economic benefit was generated from

signature events and exhibitions hosted in Gauteng against the annual target of three hundred million (R300

000 000). The target was exceeded due to additional investments made in the implementation of the recently

approved Events Strategy. The increased investment in online content generation and leveraging on social

media platforms stimulated over achievement of the target of six hundred thousand (650 000) unique visitors

to the website by a total of seven hundred and eighty six (786). Four billion four hundred million (R4.4 billion)


revenue was generated from domestic tourists against a target of five billion (R5 billion).

Eighty (80) additional beneficiaries benefits from youth employability programmes against a target of three

hundred (300) through the partnership with the National Department of Tourism (NDT). A total of three hundred

and thirty-four (334) against a target of three hundred (300) tourism SMMEs were supported through the

Integrated Enterprise Support Plan that was facilitated through the GTA’s partnership with Tourism Enterprise

Partnership. Out of the total of three hundred and thirty-four (334) supported SMMEs above, a total of hundred

and two (102) were township-based, and seventy-one (71) (against a target of sixty (60) of these township-

based businesses were owned and/or managed by women, youth and persons with disabilities.

The GTA will continue to mobilize other forms of partnerships, such as support from product owners, hotel

groups and tour operators who supported the Agency’s media relations program. Constant communication and

liaison with parliamentary committees and coordination with Metro’s and regional tourism bodies will be another

focus area guided by the GTA’s intergovernmental relations protocols and institutional framework. Community

media remains one of the most effective ways of communicating with the public.

The GTA’s 2014/15 annual report indicates that “despite slowing growth levels, tourism in South Africa continues

to flourish, entrenching itself as the industry of the future. Gauteng continues to maintain an unassailable

leadership position among provincial destinations, claiming slightly below 40% market share of all international

visitors. This is almost matched by the market share of annual average of 37% in national tourism receipts, and

this translates into 5% contribution to the provincial economy. Domestically, Gauteng occupies between the

second and third spot in terms of the number of domestic trips. This bears unequivocal testimony to the extent

of demand for Gauteng tourism offerings by both foreign, domestic tourists and visitors.

1.2. Organisational Environment

The organisation is in the process of implementing a new structure. The previous structure was a flow from the

previous GTA structure that included two trading entities: Dinokeng and Cradle of Humankind World Heritage

Site (CoHWHS) under the administration of the GDED. These functions are now managed by the GDED’s

Tourism Branch.

The problem with the previous structure is that it did not take into consideration the fact that “the structure must

follow the strategy”. The new structure as presented below ensures holistic, efficient and speedy implementation

of the GTA’s current mandate.


The new structure is informed by new mandate as demonstrated in the new operating model. This operating

model demonstrates the GTA’s mandate at it clearly describes operations in terms of core services to be

delivered to the public, thus demonstrates the GTA as the Gauteng’s destination marketing organisation.

With reference to the new structure and in comparison with the previous structure, the role of the new business

unit i.e. Leisure and Visitor Services is clearly defined. Tourism services programmes will now be a priority to

optimize accessibility of GTA’s services to the public. The lack of the Gauteng centralized tourism membership

system leads to incoherent information provisioning. Leisure and visitor services will embark on establishing a

centralized membership system that will ease accessibility of the GTA’s services.


2PART A

STRATEGIC OVERVIEW


2. REVISIONS TO LEGISLATIVE AND OTHER MANDATES

2.1 There have been no significant changes to the GTA’s legislation and other mandates..


3OVERVIEW OF 2017/18 BUDGET

AND MTEF ESTIMATES

PART A STRATEGIC OVERVIEW


3. OVERVIEW OF 2017/18 BUDGET AND MTEF ESTIMATES

3.1 Expenditure Estimates

R Thousand Outcome

Main

appropriation

Adjusted

appropriation

Revised

estimate

Medium-Term Estimates

2013/14 2014/15 2015/16

R’ 000 R’ 000 R’ 000

2016/17 2017/18 2018/19 2019/20

1. Administration

Support Services

27,540 33,225 37,019 47,874 - 47,874 51,693 54,740 58,577

2. Destination

Marketing and

Promotion

8,471 8,704 25,091 15,787 - 18,529 12,151 13,142 13,732

3. Gauteng

Convention and

Events bureau

7,506 18,436 20,616 16,866 - 16,866 24,125 24,867 25,399

4. Leisure and

Visitor Services

- - - 11,597 - 11,597 14,696 15,289 16,324

Destination

Management

16,985 21,868 15,539 - - - - - -

Ga-Rankuwa Hotel

School

- 7,203 - - - - - - -

Total Payments

and Estimates

60,502 89,436 98,265 94,866 - 94,866 102,665 108,038 114,032


R thousand Outcome

Main appropriation

Adjusted appropriation

Revised estimate


2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

Current payments - - - - - - - - -

Compensation of employees

32,150 39,513 35,401 45,536 - 45,536 49,436 53,455 57,395

Goods and services

27,932 49,257 62,370 47,590 47,590 51,814 53,120 56,117

Interest and rent on land

- - - - - - - - -

Transfers and subsidies to

- - - - - - - - -

Provinces and municipalities

- - - - - - - - -

Departmental agencies and accounts

- - - - - - - - -

Households - - - - - - - - -

Payments for capital assets

420 666 494 1,740 - 1,740 1,415 1,463 1,520

Buildings and other fixed structures

- - - - - - - - -

Machinery and equipment

420 666 494 1,040 - 1,040 695 743 800

Software and other intangible assets

- - - 700 - 700 720 720 720

Payments for financial assets

- - - - - - - - -

Total Economic Classification

60,502 89,436 98,265 94,866 - 94,866 102,665 108,038 114,032

R’ 000 R’ 000R’ 000R’ 000 R’ 000 R’ 000

R’ 000 R’ 000 R’ 000 R’ 000 R’ 000 R’ 000R’ 000 R’ 000 R’ 000



The Medium-Term Expenditure Framework (MTEF) budget for the period 2017/18 to 2019/20 is prepared based

on the 10 pillar program guided by the TMR overall strategy. A review and reprioritization process was carried out

across the GDED with the aim of realigning with the TMR and TER mandates. Some of the principles the GDED

have implemented are:

• Everyone is to exercise prudence in deployment of resources.

• Everyone is expected to do more with less.

• Reprioritization away from non-essential expenditure per cost containment guidelines.

• The expenditure trends (MTEF Funds) for GTA are as follows:

• 2013/14 R 60,502 million

• 2014/15 R 89,436 million

• 2015/16 R 98,265 million

• 2016/17 R 94.866 million

• 2017/18 R 102,665 million

• 2018/19 R 108,038 million

• 2019/20 R 114,032 million

MTEF Spending

The prior year MTEF figures include the previous functions of the sub-programmes prior to the reconfiguration of the agency at the beginning of the 2015/16 financial year. These include Destination Management and Ga-Rankuwa Hotel School (GHS), which have been moved to the newly established GDED Tourism Branch. The primary purpose of the merger between the GTA, CoHWHS and Dinokeng was to rationalise and consolidate tourism’s contribution to the achievement of the GPG strategic outcomes under the auspices of Programme 2 and 3 of the Department of Economic Development. Whilst tourism contributes to a wide range of other Strategic Outcome Oriented Goals beyond Outcome 4 (Decent work and inclusive economy), it is also charged with the responsibility to contribute to and the GDP strategic outcomes above. In essence, the merger process which began during the 2012/13 financial year meant moving the CoHWHS and Dinokeng from the Department of Agriculture and Rural Development and consolidate tourism budgets under the merged operation since 2012. Since that process began, there was a gradual budget reduction, which was as the result of the impact of external dependencies.

These improvements were noted and commended by the Cluster 1 Audit Committee to which the two entities

reported to. Two of the most immediate advantages of rationalizing the operations were consolidation of sector

skills, as well as the improved budget through which the merged operations discharged the dual mandate of

destination marketing and management. The GTA drove all marketing activities within the merged operations,

leveraging on the consolidated marketing spend. Due to resident marketing skills within the agency, there was

minimal outsourcing of project implementation, which resulted in notable savings.

The 2016/17 financial year marked the first year of operations, following the recognition of the Gauteng tourism

portfolio. In spite of the GTA’s revised mandate i.e. destination marketing, the Agency’s operations will still

be supporting the same GDED Programmes 2 and 3, which will still require requisite financial resources to

effectively contribute to the strategic outcomes.


Compensation of employee cost: The compensation of employees increased by 41% from 2013/14 financial

year recording R 32,150 million to 2016/17 financial year recording R45, 536 million. The increase was mainly

due to large number of vacancies filled, the GHS staff being paid by the GTA , and by 8% for remainder of the

MTEF period (2017/18 – 2019/20). The current increase is primarily due to the cost of living increases and filling

of vacant positions within the entity.

Goods and services: The actual expenditure on goods and services in the past three years were as follows:

R27,932 million (2013/14), R49,257 million (2014/15), and R62,370 million (2015/16). It is anticipated that the

expenditure on goods and services will be R47.6 million in 2017/18 increasing to R55 million in 2019/20. The

goods and services budget includes the support for Bidding and Hosting events.


4PROGRAMME 1: ADMINISTRATION

PART B PROGRAMME & SUB-PROGRAMME


PART B: PROGRAMME AND SUB-PROGRAMME

4. PROGRAMME 1: ADMINISTRATION

Budget Programme Purpose Sub-Programmes Functions

Administration To provide strategic leadership, support and transversal business solutions to enable the Board of the GTA, CEO and all staff to effectively deliver on the mandate of the organization.

• Office of the CEO Purpose: Provides strategic direction to the GTA Functions:

• Service delivery and implementation and compliant management

• Functioning of the GTA Board

• Stakeholder management and relations • TER flagship programme

• Strategic Business Planning and Monitoring and Evaluation

• Financial Management Purpose: To provide support on financial management to the GTA

Functions:• Financial and Management Accounting

• Supply Chain Management

• Risk Management

• Corporate Management

Purpose: To provide support to the whole value chain in terms Human Resource, ICT and facility functions Functions: • Human Capital Management

• Information and Communication Technology

• Auxiliary Corporate Services

• Legal services


1.1 Number of stakeholder projects

implemented

- - - - 6 8 8

SO 2: To provide economic intelligence for strategic decision-making

2.1 Number of economical

intelligence projects implemented

- - - - 4 4 4

SO 3: To capacitate the GTA with human resources for optimally performance

3.1 Number of employees benefitted

from skills development

programme

- - - - 30 30 30

3.2. Percentage of employee contract

managements processes handled

- - - - 100% 100% 100%

SO 4: To implement effective organizational support infrastructure

4.1. Percentage of average uptime of

ICT infrastructure

- - - - 95% 95% 95%

SO 5: To provide strategic leadership, support and transversal business solutions to enable GTA to meet its mandate

5.1 Percentage of organisational

allocated budget spent per

annum

- - - - 96% 96% 96%

Strategic Objective indicator (SOI) Audited/Actual Performance

Estimated Performance

Medium-Term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

SO 1:SO 1: To strengthen relations between the GTA and Tourism stakeholders



Performance Indicators (PI) Audited/Actual Performance Estimated

Performance

Medium-Term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

SO 1: To strengthen relations between the GTA and Tourism stakeholders

SOI 1.1 : Number of stakeholder projects implemented

1.1.1 Number of stakeholders

secured

- - - - 4 4 4

1.1.2 Number of the GTA public

rating surveys conducted

- - - - 2 4 4


SOI 2.1: Number of economical intelligence projects implemented

2.1.1 Number of business

intelligence evaluations

conducted

- - - - 2 2 2

2.1.2 Number of competitive

intelligence evaluations

conducted

- - - - 2 2 2

SO 3: To capacitate the GTA with human resources for optimally performance

SOI 3.1: Number of employees benefitted from skills development programme

3.1.1 Number of targeted employees

trained in line with WSP

- - - - 30 30 30

SOI 3.2: Percentage of employee contract management processes handled

3.2.1 Percentage of performance

contracts signed within the

prescribed timelines

- - - - 100% 100% 100%

3.2.2 Percentage on employee

reviews completed within the


- - - - 100% 100% 100%


SOI 4.1: Percentage of average of uptime for ICT infrastructure

4.1.1 Percentage of average of

uptime for intranet

- - - - 95% 95% 95%

SO 5: To provide strategic leadership, support and transversal business solutions to enable GTA to meet its mandate

SOI 5.1: Percentage of organisational allocated budget spent per annum

5.1.1 Percentage of Support

Services allocated budget

spent per annum

- - - - 96% 96% 96%

5.1.2 Percentage of Destination

Marketing and Promotions

allocated budget spent per

annum

- - - - 96% 96% 96%

5.1.3 Percentage of Bidding and

Hosting allocated budget spent

per annum

- - - - 96% 96% 96%

5.1.4 Percentage of Leisure and

Visitor Services allocated

budget spent per annum

- - - - 96% 96% 96%


Performance Indicators (PI)

Reporting

Responsibility

Reporting

Period

Annual

Target

Quarterly Targets

1st 2nd 3rd 4th

SO 1: To strengthen relations between the GTA and Tourism stakeholders

SOI 1.1: Number of stakeholder projects implemented

1.1.1 Number of stakeholders secured Office of the

CEO

Quarterly 4 1 1 1 1


1.1.2 Number of the GTA public rating

surveys conducted

Office of the

CEO

Bi-annually 2 - 1 - 1


SOI 2.1: Number of project intelligence projects implemented

2.1.1 Number of business intelligence

evaluation conducted

Office of the

CEO

Annually 2 - - - 2

2.1.2 Number of competitive intelligence

evaluations conducted

Office of the

CEO

Annually 2 - - - 2

SO 3: To capacitate the GTA with human resources for optimal performance

SOI 3.1:Strategic Objective Indicator: Number of employees benefited from skills development programme

3.1.1 Number of targeted employees

trained in line with WSP

Corporate

Management

Tri-annually 30 - 10 10 10

SOI 3.2: Percentage of employee contract management processes handled within the prescribed timelines

3.2.1 Percentage of performance

contracts signed within the


Corporate

Management

Quarterly 100% 100% 100% 100% 100%

3.2.2 Percentage on employee reviews

completed within the prescribed

timelines

Corporate

Management

Bi-annually 100% - 100% - 100%


SOI 4.1: Percentage of average of uptime for ICT infrastructure

4.1.1 Corporate

Management

Quarterly 95% 95% 95% 95% 95%

SO 5: To provide strategic leadership, support and transversal business solutions to enable the GTA to meet its mandate

SOI: Percentage of organisational allocated budget spent per annum

5.1.1 Percentage of Support Services

allocated budget spent per annum

Office of the

CFO

Annually 96% - - - 96%

5.1.2 Percentage of Destination

Marketing and Promotions

allocated budget spent per annum

Office of the

CFO

Annually 96% - - - 96%

5.1.3 Percentage of Bidding and

Hosting allocated budget spent

per annum

Office of the

CFO

Annually 96% - - - 96%

5.1.4 Percentage of Leisure and Visitor

Services allocated budget spent

per annum

Office of the

CFO

Annually 96% - - - 96%


R thousandOutcome

Main appropriation


Revised estimate


2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

Support Services 27,540 33,225 37,019 47,036 - 47,036 51,693 54,740 58,577

Total payments and estimates 27,540 33,225 37,019 47,036 - 47,036 51,693 54,740 57,877

Performance Indicators (PI)

Reporting

Responsibility

Reporting

Period

Annual

Target

Quarterly Targets

1st 2nd 3rd 4th

Percentage of average of uptime for intranet

R’ 000 R’ 000 R’ 000 R’ 000 R’ 000 R’ 000R’ 000 R’ 000 R’ 000


Transfers and subsidies to: - - - - - - - - -


- - - - - - - - -

Non-profit institutions - - - - - - - - -

Households - - - - - - - - -

Payments for capital assets - - - - - - - - -


- - - - - - - - -

Machinery and equipment 420 666 494 1,040 - 1,040 695 743 800


- - - 700 - 700 720 720 720

Payments for financial assets - - - - - - - - -

Total economic classification 27,540 33,225 37,019 47,036 - 47,036 51,693 54,740 57,877


The Administration is a strategic support programme which comprises of the CEO’s office, Corporate Services

and Finance. The increase in machinery and equipment for the 2016/17 year is as a result of the filling of

vacancies, and the need for the assets, especially for new employees recruited during the course of 2016/17.

Furthermore, the increase in software is as a result of the GDED now charging the GTA for Microsoft licenses.


R thousand Outcome

Main appropriation


Revised estimate


2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20


Compensation of employees 13,189 15,216 18,207 25,371 - 25,371 28,435 30,956 33,277

Goods and services 13,931 17,343 18,319 19,925 - 19,925 21,843 22,321 23,780

Interest and rent on land - - - - - - - - -

R’ 000 R’ 000 R’ 000 R’ 000 R’ 000 R’ 000R’ 000 R’ 000 R’ 000


5PROGRAMME 2: DESTINATION MARKETING AND PROMOTIONS



5. PROGRAMME 2: DESTINATION MARKETING AND PROMOTIONS

Budget Programme Purpose Sub-Programmes Sub-Programmes Purpose And Functions

Destination Marketing and Promotions

To grow the visitor economy by stimulating demand through effective tourism marketing and promotion.

• Media, Communications, and Content Management

Purpose: To grow the visitor economy by stimulating demand through effective tourism marketing and promotion.

Functions:

• Work with South African and international media houses to obtain coverage, advertising and other media coverage opportunities

• Package and provide a range of information to media houses on upcoming events, new products and tourism experiences, etc.

• Digital Marketing Purpose: Support and promotion of marketing activities via online and electronic media

Functions:

• Develop, implement and manage all electronic marketing activities including the GTA’s website

• Develop, implement and manage the GTA’s social media platform• Develop, implement and manage the GTA’s e-marketing strategy and

plan• Provide online support to Gauteng tour operators and to events

managers wanting to list and promote their information on the Gauteng.net site.

• Brand Communications and Management

Purpose: To improve the Gauteng destination brand awareness

Functions:

• Develop and manage content designed to influence consumer’s travel decisions

• Promote Gauteng at a provincial, national and international level as a key travel destination




Medium-Term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

SO 1: To promote Gauteng townships tourism attractions and experiences through electronic marketing programme

1.1 Number of township tourism promotions projects implemented in the electronic marketing system

- - - - 100 150 200

SO 2: To promote Gauteng City region through media

2.1 Number of Media coverage projects implemented

- - - - 30 32 34

2.2 Number of media partnerships programmes implemented

- - - - 13 13 13

SO 3: To promote destination Gauteng through the GTA’s digital marketing platforms

3.1 Number of digital marketing projects implemented

- - - - 12 12 12

SO 4: To market destination Gauteng Tourism brand

4.1 Number of brand Gauteng projects implemented

- - - - 20 20 20



Performance Indicators (PI) Audited/Actual Performance Estimated Performance

Medium-Term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20


SOI 1.1: Number of township tourism promotions projects implemented through electronic marketing system

1.1.1 Number of township tourism attractions and experiences listed on the Gauteng Travel Guide App

- - - - 100 150 200

SO 2: To promote destination Gauteng through media

SOI 2.1: Number of Media coverage projects implemented

2.1.1 Number of Media Familiarization Tours hosted

- - - - 10 10 10

2.1.2 Number of key influencers and journalists hosted in key Gauteng attractions, experiences and products

- - - - 20 22 24

SOI 2.2: Number of media partnerships programmes implemented

2.2.1 Number of media partnerships created

- - - - 13 13 13


SOI 3.1: Number of digital marketing projects implemented

3.1.1 Number of digital marketing campaigns hosted

- - - - 12 12 12


SOI 4.1: Number of Brand Gauteng projects implemented

4.1.1 Number of destination brand awareness project implemented

- - - - 20 20 20


Performance Indicators (PI)Reporting Re-sponsibility

Reporting Period

Annual Target

Quarterly Targets

1st 2nd 3rd 4th


SOI 1.1: Number of township tourism promotions projects implemented through electronic marketing system

1.1.1 Number of township tourism attractions and experiences listed on the Gauteng Travel Guide App

Destination Marketing and

Promotions

Quarterly 100 25 25 25 25

SO 2: To promote Gauteng City Region through media

SOI 2.1: Number of Media coverage projects implemented

2.1.1 Number of Media Familiarization Tours hosted


Promotions

Quarterly 10 2 3 3 2

2.1.2 Number of key influencers and journalists hosted in key Gauteng attractions, experiences and products


Promotions


SOI 2.2: Number of media partnerships programmes implemented

2.2.1 Number of media partnerships created


Promotions



SOI 3.1: Number of digital marketing projects implemented

3.1.1 Number of digital marketing campaigns hosted


Promotions



SOI 4.1: Number of Brand Gauteng projects implemented

4.1.1 Number of destination brand awareness project implemented


Promotions




R thousand

OutcomeMain

appropriation Adjusted appropriation

Revised estimate


2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

Destination Marketing and Promotion

8,471 8,704 25,091 15,787 - 15,787 12,151 13,142 13,732

Total payments and estimates 8,471 8,704 25,091 15,787 - 15,787 12,151 13,142 13,732


Outcome Main appropriation


Revised estimate


R thousand 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20



2,476 2,361 1,785 5,488 5,677 6,140 5,677 6,140 6,592

Goods and services 5,995 6,343 23,306 10,299 6,474 7,002 6,474 7,002 7,140


- - - - - - - - -

Transfers and subsidies to:

- - - - - - - - -


- - - - - - - - -


Households - - - - - - - - -


- - - - - - - - -


- - - - - - - - -

Machinery and equipment - - - - - - - - -


- - - - - - - - -


- - - - - - - - -

Total economic classification

8,471 8,704 25,091 15,787 12,151 13,142 12,151 13,142 13,732


During the 2010/11 financial year, a decision was taken where the GTA was to merge with the CoHWHS and

Dinokeng and this was implemented till 2015/16 financial year. As a result, the GTA functioned with the CoHWHS

and Dinokeng as one entity. In the 2015/16 financial year a decision was taken that the three entities be

separated, where the GTA had to focus solely on destination marketing. The separation allowed the refocus on

resource consideration for destination marketing, which is the core business of the Organization.

R’ 000 R’ 000 R’ 000 R’ 000 R’ 000 R’ 000R’ 000 R’ 000 R’ 000

R’ 000 R’ 000 R’ 000 R’ 000 R’ 000 R’ 000R’ 000 R’ 000 R’ 000


6PROGRAMME 3: GAUTENG CONVENTION BUREAU

(BIDDING AND HOSTING)



6. PROGRAMME 3: GAUTENG CONVENTION & EVENTS BUREAU (BIDDING & HOSTING)

Budget Programme Purpose Sub-Programmes Sub-Programmes Purpose And Functions

Gauteng Convention and Events Bureau (Bidding and Hosting)

To identify and collaborate with strategic partners to bid and support in hosting international, regional, local, community and township events for the province.

• Events Purpose: To identify, attract and provide support in hosting a diverse range of world class events in Gauteng

Functions:

• Work with strategic partners bid for to for major events • Support hosting of signature, regional and township events• Leverage events

• MICE Purpose: To attract high yield business events to Gauteng such as Meetings, Incentives, Conferences and Events (MICE)

Functions:

• Identify, bid and secure major international and national MICE events • Support delegate boosting activities• Support hosting of onsite MICE events




Medium-Term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

SO 1: To work with strategic partners to secure Events in implementing the Gauteng Events Strategy.

1.1 Number of Events Organisers benefitted from Events Support Programme.

10 20 27 11 18 22 21

SO 2: To generate Economic Value through Events Support Programme

2.1 Value of Economic Benefit Generated from Events

R204m

(Two hundred and four million)

R332,3m

( Three hundred and thirty

two million three

hundred thousand)

R467m

( Four hundred and sixty seven

million)

R700m

(Seven hundred million)

R850m

(Eight hundred and fifty million)

R950m

(Nine hundred and fifty million)

R1.1b

(One billion one hundred

million)

4875 jobs 4913 jobs 4958 jobs

SO 3: To work with strategic partners to secure Business (MICE) Events in implementing the Gauteng Events Strategy.

3.1 Number of Business Events Organizers benefitted from Business (MICE) Events Support Programme.

5 40 46 52 62 67 70

SO 4: To generate Economic Value through Business (MICE) Events Support Programme

4.1 Value of Economic Benefit Generated from Business (MICE) Events

R232m

(Two hundred and thirty

two million)

R379,3m

(Three hundred

and seventy

nine million three

hundred)

R533m

(Five hundred and thirty three

million)

R800m

(Eight hundred million)

R950m


R1.1b

(One billion one hundred

million)

R1.3b

(One billion three hundred

million)

- - - - 1625 jobs 1636 jobs 1650 jobs


6.2. Performance indicators and annual targets for 2017/18 - 19/20

Performance Indicators (PI) Audited/Actual Performance


Medium-Term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20


SOI 1.1: Number of Events Organisers benefitted from Events Support Programme.

1.1.1 Number of Signature events supported

10 20 27 6 6 7 7

1.1.2 Number of regional events incubated into signature events

- - - 5 6 7 6

1.1.3 Number of township events supported

- - - - 6 8 8


SOI 2.1: Value of Economic Benefit Generated from Events

2.1.1 Rand Value Economic Benefit Generated From Supported Events

R204m

(Two hundred and four million)

R332,3m

(Three hun-dred and thirty two

million three hundred

thousand)

R467m

(Four hundred and sixty

seven million)

R700m

(Seven hundred million)

R850m


R950m


R1.1b

(One billion one hundred million)

2.1.2 Number of Jobs Generated from Events

- - - - 4875 4913 4950


SOI 3.1: Number of Business Events Organizers benefitted from Business (MICE) Events Support Programme.

3.1.1 Number of Business (MICE) Events supported

5 40 46 50 50 52 55

3.1.2 Number of bids facilitated - - - 2 12 15 15

SO 4: To generate Economic Value through Business (MICE) Events Support Programme

SOI 4.1: Value of Economic Benefit Generated from Business (MICE) Events

4.1.1 Rand Value Economic Benefit Generated From Supported Business (MICE) Events

R232m

(Two hundred thirty two million)

R379,3

(Three hundred

and seventy nine three

million)

R533m

(Five hundred

thirty three million)

R800m

(Eight hundred million)

R950m


R1.1b

(One billion one hundred million)

R1.3b

(One billion three hundred

million)

4.1.2 Number of Jobs Generated from Business (MICE) Events

- - - - 1625 1636 1650


Performance IndicatorsReporting

ResponsibilityReporting

Period

Annual

Target

Quarterly Targets

1st 2nd 3rd 4th


SOI 1.1: Number of Events Organisers benefitted from Events Support Programme

1.1.1 Number of Signature events supported

Gauteng Convention and Events Bureau

Quarterly 6 1 2 2 1

1.1.2 Number of regional events incubated into signature events


Quarterly 6 1 2 2 1

1.1.3 Number of township events supported


Quarterly 6 1 2 2 1


SOI 2.1: Value of Economic Benefit Generated from Events

2.1.1 Rand Value Economic Benefit Generated From Supported Events


Annually R850m


- - - R850m



2.1.2 Number of Jobs Generated from Events


Annually 4875 - - - 4875


SOI 3.1: Number of Business Events Organisers benefitted from Business (MICE) Events Support Programme.

3.1.1 Number of Business (MICE) Events supported


Quarterly 50 14 18 12 6

3.1.2 Number of bids facilitated Gauteng Convention and Events Bureau

Annually 12 - - - 12

SO 4: Generate Economic Value through Business (MICE) Events Support Programme

SOI 4.1: Value of Economic Benefit Generated from Business (MICE) Events

4.1.1 Rand Value Economic Benefit Generated From Supported Business (MICE) Events


Annually R950m


- - - R950m


4.1.2 Number of Jobs Generated from Business (MICE) Events


Annually 1625 - - - 1625


R thousand Outcome Main appropriation


Revised estimate

Medium-term estimates

2013/14

R’ 000

2014/15

R’ 000

2015/16

R’ 000

2016/17

R’ 000 R’ 000 R’ 000

2017/18

R’ 000

2018/19

R’ 000

2019/20

R’ 000

Convention and Events bureau

7,506 18,436 20,616 20,446 - 20,446 24,125 24,867 25,399

Total payments and estimates

7,506 18,436 20,616 20,446 - 20,446 24,125 24,867 25,399




Revised estimate


2013/14 2014/15 2015/16 2016/17 2017/18 2018/19



4,202 3,719 3,186 5,580 5,428 5,870 5,428 5,870 6,302

Goods and services 3,305 14,717 17,429 14,866 18,697 18,997 18,697 18,997 19,097


- - - - - - - - -


- - - - - - - - -


- - - - - - - - -


Households - - - - - - - - -


- - - - - - - - -


- - - - - - - - -



Period

Annual

Target

Quarterly Targets

1st 2nd 3rd 4th

R’ 000 R’ 000 R’ 000 R’ 000 R’ 000 R’ 000R’ 000 R’ 000 R’ 000




Revised estimate


Machinery and equipment - - - - - - - - -


- - - - - - - - -


- - - - - - - - -


7,506 18,436 20,616 20,446 24,125 24,867 24,125 24,867 25,399


The programme: Gauteng Convention and Events Bureau (Bidding and Hosting) formed part of the broader

marketing programme in 2015/16 financial year. The Gauteng Provincial EXCO took decision that bidding and

hosting of events becomes a priority.


7PROGRAMME 4: LEISURE AND VISITOR SERVICES



7. PROGRAMME 4: LEISURE AND VISITOR SERVICES

Budget Programme Purpose Sub-Programmes Functions

Leisure and Visitor Services

To inform and provide tourism support to visitors.

• Leisure Purpose: Provide and enabling environment for Gauteng Tourism Industry to grow leisure tourism

Functions:

• Promote Gauteng tourism attractions and experiences • Promote Gauteng township tourism attractions and

experiences

• Visitor Information Service Purpose: Coordinate and Provide Quality Tourism Information Functions:

• Manage the VICs• Train staff working in VICs • Tourism information awareness about Gauteng destinations

products, opportunities and experiences

• Tourism Support Purpose: Facilitate redress to Tourists who are in distress

Functions:

• Develop, implement and manage a Visitor Safety and Recourse Programme that includes safety and support co-ordination.

• Membership Coordination Purpose: Manage and coordinate support to destination database of tourism amenities and products

Functions

• Develop, implement and manage an efficient and valuable membership including maintenance of the membership database and the development of visitor services partnerships.

• Trade and Partnership Purpose: To attract Trade and Industry Partnerships Initiatives in Gauteng

Functions:

• To identify, qualify and develop activity plans and/or partnership agree ments with key partners to improve Gauteng’s market performance.

• Develop, negotiate and implement agreed cooperative marketing initiatives to strengthen the conversion

• Implemented the Gauteng trade engagement strategy, including partnerships, training and product development initiatives


Performance Indicators (SOI) Audited/Actual Performance


Medium-Term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

SO 1: To promote Gauteng tourism attractions and experiences

1.1 Number of Gauteng tourism promotion projects implemented

- - - 7 35 43 51

SO 2: To promote Gauteng townships tourism attractions and experiences

2.1 Number of township tourism promotions projects implemented

- - - - 100 150 200

SO 3: To provide tourism information to make tourists aware of Gauteng products, experiences and amenities

3.1 Number of tourism information projects implemented

- - - - 55 80 105

SO 4: To expedite redress to Tourists incidents

4.1 Percentage of Tourist incidents handled

- - - - 100% 100% 100%

SO 5: To work with strategic partners to attract Tourism Trade for Gauteng

5.1 Number of Tourism Trade Initiatives Implemented

- - - - 8 8 10



Performance Indicators (PI) Audited/Actual Performance


Medium-Term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20


SOI 1.1: Number of Gauteng tourism promotion projects implemented

1.1.1 Number of Gauteng tourism marketing initiatives implemented in the key International source markets

- - - - 15 20 25

1.1.2 Number of Gauteng tourism marketing initiatives implemented in the SADC markets

- - - 5 10 11 12

1.1.3 Number of Gauteng tourism marketing initiatives implemented in the BRICS markets

- - - 2 3 3 3

1.1.4 Number of Gauteng tourism marketing initiatives implemented in the domestic markets

- - - - 7 9 11


SOI:2.1 Number of township tourism promotions projects implemented

2.1.1 Number of township products exposed to the market through market access programme

- - - - 100 150 200


SOI 3.1: Number of tourism information projects implemented

3.1.1 Number of Township tourism information awareness workshops hosted

- - - - 10 15 20

3.1.2 Number of Tourism Information exhibitions hosted

- - - - 20 25 30

3.1.3 Number of Township tourism information roadshows hosted

- - - - 20 30 40

3.1.4 Number of SMMEs Tourism information sharing platforms created

- - - - 5 10 15


SOI:4.1 Percentage of Tourist incidents handled

4.1.1 Percentage of Tourism incidents redress facilitated within the prescribed timelines

- - - - 100% 100% 100%


SOI 5.1: Number of Tourism Trade Initiatives Implemented

5.1.1 Number of Packaged Gauteng Destinations Promoted Globally.

- - - - 4 4 5

5.1.2 Number of Joint international trade partnership agreements (International JMA’s)

- - - - 4 4 5





PeriodAnnual Target

Quarterly Targets

1st 2nd 3rd 4th


SOI 1.1: Number of Gauteng tourism promotion projects implemented

1.1.1 Number of Gauteng tourism marketing initiatives implemented in the key International source markets



1.1.2 Number of Gauteng tourism marketing initiatives implemented in the SADC markets



1.1.3 Number of Gauteng tourism marketing initiatives implemented in the BRICS markets



1.1.4 Number of Gauteng tourism marketing initiatives implemented in the domestic markets


Quarterly 7 1 2 2 2


SOI 2.1: Number of township tourism promotions projects implemented

2.1.1 Number of township products exposed to the market through market access programme

Leisure and

Visitor Services

Quarterly 100 20 30 30 20


SOI 3.1: Number of tourism awareness information projects implemented

3.1.1 Number of tourism awareness workshops hosted



3.1.2 Number of Tourism Information exhibitions hosted



3.1.3 Number of Township tourism information roadshows hosted



3.1.4 Number of SMMEs Tourism information sharing platforms created


Quarterly 5 1 2 2 -


SOI 4.1: Percentage of Tourist incidents managed

4.1.1 Percentage of Tourism incidents redress facilitated within the prescribed timelines


Quarterly 100% 100% 100% 100% 100%


SOI 5.1: Number of Tourism Trade Initiatives Implemented

5.1.1 Number of Packaged Gauteng Destinations Promoted Globally.



5.1.2 Number of Joint international trade partnership agreements (International JMA’s)


Quarterly 4 1 1 1 1




Revised estimate

Medium-term estimates

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

Provisions and Management of VISS

- - - 11,597 - 11,597 14,696 15,289 16,324

Total payments and estimates

- - - 11,597 - 11,597 14,696 15,289 16,324





Revised estimate


2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19



- - - 9,097 - 9,097 9,896 10,489 11,224

Goods and services

- - - 2,500 - 2,500 4,800 4,800 5,100


- - - - - - - - -


- - - - - - - - -


- - - - - - - - -

Non-profit institutions

- - - - - - - - -

Households - - - - - - - - -


- - - - - - - - -


- - - - - - - - -

Machinery and equipment

- - - - - - - - -


- - - - - - - - -


- - - - - - - - -


- - - 11,597 - 11,597 14,696 15,289 16,324


Leisure and Visitor Services is a newly formed Programme, it’s projects were previously implemented through

Destination Marketing and Promotions Programme, and Business, Leisure and Events. The main focus

of Leisure and Visitor Services is to provide an enabling environment for Gauteng Tourism Industry thereby

promoting Gauteng Tourism attractions and experiences, providing visitor information, facilitating the re-address

to tourist who experience misfortunes in visiting Gauteng. Critical vacancies for this Programme will be filled

during 2017/18 financial year.

R’ 000 R’ 000 R’ 000R’ 000 R’ 000 R’ 000 R’ 000 R’ 000 R’ 000


PART C: LINKS TO OTHER PLANS

2. LINKS TO THE LONG-TERM INFRASTRUCTURE AND OTHER CAPITAL PLANS

3. THE MATTER OF LONG TERM INFRASTRUCTURE AND OTHER CAPITAL PLANS IS NOT APPLICABLE TO THE GTA AT THIS STAGE.

4. CONDITIONAL GRANTS

5. THE MATTER OF CONDITIONAL GRANTS IS NOT APPLICABLE TO THE GTA AT THIS STAGE.

6. PUBLIC ENTITIES

7. THE GTA IS NOT RESPONSIBLE FOR PUBLIC ENTITY.

8. PUBLIC-PRIVATE PARTNERSHIPS

There are no public-private partnerships that will be ending during the five-year period.

LINKS TO OTHER PLANS

PART C


LINKS TO THE LONG-TERM INFRASTRUCTURE AND OTHER CAPITAL PLANS

The matter of long term infrastructure and other capital plans is not applicable to the GTA at this

stage.

CONDITIONAL GRANTS

The matter of conditional grants is not applicable to the GTA at this stage.

PUBLIC ENTITIES

The GTA is not responsible for public entity.

PUBLIC-PRIVATE PARTNERSHIPS


8.

9.

10.

11.




1. LINKS TO THE LONG-TERM INFRASTRUCTURE AND OTHER CAPITAL PLANS

2. THE MATTER OF LONG TERM INFRASTRUCTURE AND OTHER CAPITAL PLANS IS NOT APPLICABLE TO THE GTA AT THIS STAGE.

3. CONDITIONAL GRANTS

4. THE MATTER OF CONDITIONAL GRANTS IS NOT APPLICABLE TO THE GTA AT THIS STAGE.

5. PUBLIC ENTITIES

6. THE GTA IS NOT RESPONSIBLE FOR PUBLIC ENTITY.

7. PUBLIC-PRIVATE PARTNERSHIPS


PART D

STRATEGIC DIRECTIVE


12. VISION

“Gauteng is Africa’s must see, big-city region experience!”

13. MISSION

Leverage tourism for inclusive socio-economic developement

14.VALUES

The GTA pledges to SIPICA as it’s core values, which are in line with the Batho Pele principles. The SIPICA is detailed

below as follows:

Gauteng Tourism Authority - Core Values

Integrity & Ethical Business Processes

• Honesty in all ones dealings

• Consistency in decision/making

• Impartiality

• Fairness

• Advance the goals/values of Gauteng Tourism

• Act in good faith and in the best interest of GautengTourism

• Display high level discipline

• Be reliable and trustworthy in carrying out assignments and responsibili ties in an impeccable manner

Strong focus on Transformation and Sustainability

• Ensure alternative approaches to work effective in meeting business and individual needs

• Actively engages with strategic policy

• Deliver strategy and delivery plans using evidence based best practice

• Politically aware and can identify key players

• Implement programmes according to the BBBEE scorecard

• Cultivate healthy business relationships while scrupulously avoiding conflicts of interest

Professionalism and Excellence

• Keep the industry informed

• Change mind sets

• Model the way

• Create an enabling and challenging environment

• Sensitivity to the environment

• Plan, organise and control to achieve results effectively

• Show consistency at all times

• Challenge the hearts and the minds; and the status quo

• Facilitate, coaching, motivating and developing skills

Aliance and Partnership

• Build a competent, empowered, high performance team committed to an inspired, shared vision

• Build an environment conducive to high performance

• Ensure trust, respect and acceptance

• Ensure openness and transparency

• Ensure clarity on role and allocated areas of responsibility

• Align stakeholders to the vision of Gauteng Tourism

• Provide positive feedback from stakeholders, which includes staff members

• Empower people to enable delivery of service excellence

• Prompt delivery of quality service

• Enthusiastic, passionate commitment to customers

• Go the extra mile

• Show empathy

• Care for stakeholder both internal (staff) and external

Innovation and Passion

• Strive for continuous improvement of efficiency and results

• Knowledge of the external/internal environment

• Strive for optimisation of all resources

• Be part of the solution and not the problem; the front runner; an activist for socio-economic justice; creative and a catalyst for change

• Take initiative and act proactively to prevent crisis

• Revise current practises and procedures and come up with the meaningful suggestions

• Implement procedures for effective inter-role accountability

• Challenge the status quo; and focus on the environmental and look at new ideas for empowerment

• Create ideas on how to break down the silos

Commitment to Progressive Corporate Governance

• Display good manners

• Comply with all applicable GautengTourism policies

• Sound application of corporate governance principles as it

• Apply GautengTourism (King Ill Report)

• Stay abreast with current legislation and the external environment tendencies in

• Sound knowledge of internal policies/procedures and ensuring that they are understood and applied correctly at all times

• Accept accountability and responsibility for own action and performance

Integrity

& Ethical

Business

Processes

Strong focus on

Transformation and

Sustainability

Professionalism

and Excellence

Aliance and

Partnership

Innovation and

Passion

Commitment

to Progressive

Corporate

Governance

16

25

34

SIPICA


15TECHNICAL INDICATOR DESCRIPTIONS

ANNEXURE E


ANNEXURE E

15. TECHNICAL INDICATOR DESCRIPTIONS FOR STRATEGIC OBJECTIVE INDICATORS AND PERFORMANCE INDICATORS

15.1 PROGRAMME 1: ADMINISTRATION

Strategic Objective 1. To Strengthen Relations Between the GTA and Tourism Stakeholders

Strategic Objective Indicator title 1.1. Number of stakeholders projects implemented

Short definition Measures the extent to which the GTA implement stakeholder programme

Purpose/importance The indicator measures the number of stakeholder projects that the GTA implement.

These are the projects that seeks to measure the level that the public rate the GTA’s performance and the impact level of the GTA’s platform provided to stakeholders for enhancing the spirit of public and private partnerships

Source/collection of data Approved/ signed MoUs with Tourism stakeholders

Approved survey findings report about percentage of people rated the GTA positively

Method of calculation Sum of signed MoUs

Sum of approved survey findings report

Data limitations None

Type of indicator Output - Survey report- confidence of the GTA known/ranked and used as a baseline for improving destination marketing strategies. Through MoUs signed with stakeholders -the GTA determines the source of expectations about what constitutes desirable and undesirable organisational performance, because stakeholders experience the effects of organizational performance and are the platform for evaluating how the organisation has met expectations, thus to the TMR Pillar Programme, particularly on the objective of modernizing public service; thus contributing to

Outcome 12 - An efficient, effective and development oriented public service and an empowered, fair and inclusive citizenship

Calculation type Non-cumulative

Reporting cycle Quarterly

New indicator Yes

Desired performance Higher than the set target

Indicator responsibility Office of the CEO

Performance Indicator title 1.1.1 Number of stakeholders secured

Short definition The number of platforms or relationships secured

Purpose/importance The indicator measures the number of relationships secured to determine the extent to which the GTA build stakeholder relationships as platforms for enhancing the spirit of public and private partnerships and sharing networks and resources for marketing destination GCR.

Source/collection of data Approved/ signed MoUs with Tourism stakeholders

Method of calculation Sum of signed MoUs


Type of indicator Process - Signed MoUs. The indicator helps the GTA to determine the source of expectations about what constitutes desirable and undesirable organisational performance because stakeholders experience the effects of organizational performance and are the platform for evaluating how the organisation has met expectations, thus to the TMR Pillar Programme, particularly on the objective of modernizing public service; and to




New indicator Yes




Performance Indicator title 1.1.2 Number of the GTA public rating surveys conducted

Short definition Surveys conducted on public perception rating performance of the GTA

Purpose/importance Provide a baseline information for measuring public perception about performance of the GTA. The baseline information will provide the GTA with a measure on the impact of the GTA’s destination marketing. This will further assist the GTA to evaluate the current destination marketing strategy, together with communication strategy.

Source/collection of data Approved survey findings report

Method of calculation Sum of signed/approved survey report

(Each report contained the following: number of people rated the GTA’s services by 50 percent performance divide by the total number of people participated in the survey multiply by 100

Data limitations There is no data limitation in providing a report as a proof of performance. Nonetheless, the report must be signed of and contained the ratings as provided in the method of calculation.

Type of indicator Output indicator – number of reports; confidence of the GTA known/ranked and used as a baseline for improving destination marketing strategies, thus to the TMR Pillar Programme, particularly on the objective of modernizing public service; and to



Reporting cycle Bi-annually

New indicator Yes



Strategic Objective 2. To provide economic intelligence for strategic decision-making

Strategic Objective Indicator title 2.1. Number of economical intelligence projects implemented

Short definition Organisational and market data informing strategic decisions.

Purpose/importance The indicator assist the organisation in measuring the number of intelligence evaluations that deliberate on internal data –technologies applications and practices that help the GTA to acquire a better understanding of its commercial context, and the development of key destination marketing measures.

Source/collection of data An approved report on the outcome of the assessment – deliberated technologies applications and practices that help the GTA to acquire a better understanding of its commercial context and the key development destination marketing measures.

Method of calculation Sum of Business intelligence evaluation and competitive intelligence as provided by the assessment outcome report

Data limitations The availability of reliable and accurate data will lead to data limitation

Type of indicator Output – the assessment report will contribute strategic objectives: capacitating the GTA with human resources to perform optimally as the organisation will be provided with the intelligence for making informed decisions, thus to the TMR Pillar Programme, particularly on the objective of modernizing public service; thus contributing to




New indicator Yes



Performance Indicator title 2.1.1 Number of business intelligence evaluations conducted

Short definition Business Intelligence evaluations on the business of the organization

Purpose/importance The indicator assist the organisation in measuring the number of intelligence evaluations that deliberate on the development of key the GTA management indicators of internal data.

Source/collection of data An approved report on the outcome of the assessment – deliberated on the key the GTA management indicators of internal data

Method of calculation Sum of Business intelligence evaluation as provided by the assessment outcome report



Type of indicator Output - the assessment report will contribute strategic objectives: capacitating the GTA with human resources to perform optimally as the organisation will be provided with the intelligence for making informed decisions, thus to the TMR Pillar Programme, particularly on the objective of modernizing public service; and to




New indicator Yes



Performance Indicator title 2.1.2 Number of competitive intelligence evaluations conducted

Short definition Competitive Intelligence evaluations of the behavior of the market (Tourism Industry)

Purpose/importance The indicator assist the organisation in measuring the number of competitive evaluations that deliberate on the development of key destination marketing indicators. This measures the extent to which the organisations make decisions based on market trends.

Source/collection of data An approved report on the outcome of the assessment – deliberated on the key development destination marketing indicators

Method of calculation Sum of Competitive intelligence evaluation as provided by the assessment outcome report


Type of indicator Output - the assessment report will contribute strategic objectives: capacitating the GTA with human resources to perform optimally as the organisation will be provided with the intelligence for making informed decisions, thus to the TMR Pillar Programme, particularly on the objective of modernizing public service; thus contributing to




New indicator Yes



Strategic Objective 3. To capacitate the GTA with human resources for optimally performance

Strategic Objective Indicator title 3.1. Number of employees benefited from skills development programme

Short definition This indicator determines the number of officials participated in the skills development programmes

Purpose/importance It determines the extent to which the skills development programme is being implemented

Source/collection of data Training attendance registers

Method of calculation Count the number of officials participated in the skills development programme

Data limitations It will not assist in determining whether officials participated in more than one programme

Type of indicator Output - Trained official. This indicator contributes to the strategic objectives of capacitating the GTA with human resources to perform optimally and; and NDP priority: Building a capable and Developmental state thus contributing to

Outcome 5 - A skilled and capable workforce that supports inclusive growth path


Reporting cycle Tri-annually

New indicator Yes


Indicator responsibility Head: Corporate Services

Performance Indicator title 3.1.1 Number of targeted employees trained in line with WSP

Short definition This indicator determines the number of officials trained against the WSP priority number

Purpose/importance It determines the extent to which the WSP is being implemented. The WSP contains all the development needs of the officials in the organisation. The number of officials to be trained emanates from the WSP

Source/collection of data Training attendance registers

Performance Indicator title 2.1.1 Number of business intelligence evaluations conducted


Method of calculation Count the number of officials to be trained per WSP priority

Data limitations It will not assist in determining whether officials attended more than one WSP programme

Type of indicator Output - Trained official. This performance indicator contributes to the strategic objectives of capacitating the GTA with human resources to perform optimally and; and NDP priority: Building a capable and Developmental state and,




New indicator Yes



Performance Indicator title 3.1.2 Percentage of employee contract managements processes handled

Short definition This indicator determines the percentage of performance contracts and performance assessment processed between employees and line managers

Purpose/importance It determines the extent to which the performance of individuals are monitored. The performance contracts outlined all individuals KPAs and competencies including the weightings of individual functions.

Source/collection of data Signed performance contracts

Method of calculation Sum of the number of the headcount in the approved structure against the actual performance contracts signed

Data limitations Limitation to the number of employees in terms of the approved structure

Type of indicator Activities - Coordinate the development of performance contracts

Output - Signed performance contracts. This performance indicator contributes to the strategic objectives of capacitating the GTA with human resources to perform optimally and; and NDP priority: Building a capable and Developmental state, and

Outcome 5 - A skilled and capable workforce that supports incl usive path

Calculation type Non- cumulative


New indicator Yes

Desired performance 100%


Performance Indicator title 3.1.3 Percentage of performance contracts signed within the prescribed timelines

Short definition Percentage of employee contract management processes handled within the prescribed timelines

Purpose/importance This indicator determines the percentage of performance contracts signed between employees and line managers

Source/collection of data It determines the extent to which the performance of individuals are monitored. The performance contracts outlined all individuals KPAs and competencies including the weightings of individual functions.

Method of calculation Signed performance contracts

Data limitations Sum of the number of the headcount in the approved structure against the actual performance contracts signed

Type of indicator Activities - Coordinate the development of performance contracts and,

Process - Signed performance contracts. This performance indicator contributes to the strategic objectives of capacitating the GTA with human resources to perform optimally and; and NDP priority: Building a capable and Developmental state



New indicator Yes



Performance Indicator title 3.1.4 Percentage of employee reviews completed within the prescribed timelines

Short definition This indicator determines the percentage of performance contracts reviewed by line managers

Purpose/importance It determines the extent to which the performance of individuals are monitored. The performance contracts outlined all individuals KPAs and competencies including the weightings of individual functions.

Source/collection of data Reviewed performance contracts

Performance Indicator title 3.1.1 Number of targeted employees trained in line with WSP


Method of calculation Count the number of the headcount in the approved structure against the actual performance contracts signed

Data limitations Limitation to the number of employees in terms of the approved structure

Type of indicator Activities - Coordinate the development of performance reviews

Process - Signed performance reviews. This performance indicator contributes to the strategic objectives of capacitating the GTA with human resources to perform optimally and; and NDP priority: Building a capable and Developmental state , and




New indicator Yes



Strategic Objective 4. To implement effective organizational support infrastructure

Strategic Objective Indicator title 4.1 Percentage of average uptime of ICT infrastructure

Short definition This indicator determines the percentage of uptime of the ICT Server without failure

Purpose/importance It determines the extent to which the GTA ICT systems are monitored. The stability of the ICT system security, hacking and virus detection timeously.

Source/collection of data System Report

Method of calculation System up time rate against the system technical downtime due to faults

Data limitations Limitation to the number of system faults detected

Type of indicator Activities - Monitoring the average uptime of the ICT Systems

Output - ICT up time. This performance indicator contributes to the strategic objectives of implementing effective organizational ICT support infrastructure; and NDP priority: Building a capable and Developmental state




New indicator Yes

Desired performance More than the set target


Performance Indicator title 4.1.1 Percentage of average of uptime for intranet

Short definition This indicator determines the percentage of uptime of the intranet without failure

Purpose/importance It determines the extent to which the GTA ICT systems are monitored. The stability of the ICT system security, hacking and virus detection timeously.

Source/collection of data System Report

Method of calculation System up time rate against the system technical downtime due to faults

Data limitations Limitation to the number of system faults detected

Type of indicator Activities - Monitoring the average uptime of the ICT Systems

Output - ICT up time. This performance indicator contributes to the strategic objectives of implementing effective organizational ICT support infrastructure; and NDP priority: Building a capable and Developmental state, and




New indicator Yes



Performance Indicator title 3.1.4 Percentage of employee reviews completed within the prescribed timelines


Strategic Objective 5. To provide strategic leadership, support and transversal business solutions to enable the GTA to meet its mandate

Strategic Objective Indicator title 5.1 Percentage of organisational allocated budget spent per annum

Short definition Monitoring of expenditure against organisational allocated budget

Purpose/importance It measures the extent to which the current allocated budget is spent

Source/collection of data Organization’s approved electronic system

Non-electronic - annual report

Existing - beginning of each financial year the accounting system is updated with the current allocated budget for the financial year

Method of calculation Amount spent on budget divided by current allocated budget x 100

Data limitations Risk of erroneous, fraudulent and late capturing of data at different levels

Type of indicator Activities - Monitoring of spending, in-year monitoring, monthly financial meetings, budget Committee meetings;

Output - Spending of allocated budget;

Outcome - There is good governance, accurate monitoring, evaluation reporting and accountability.

Calculation type None cumulative per quarter / cumulative per year-to-date

Reporting cycle Annually. However, to permit in-year-monitoring, there will be internal reporting on a monthly and a quarterly basis (10 days after the end of the month and of the quarter), and on the 10th of April for the Annual report)

New indicator Yes

Desired performance Desirable performance should be underspending between 4% and 0%

Indicator responsibility CFO

Performance Indicator title 5.1.1 Percentage of Support Services allocated budget spent per annum

Short definition Monitoring of expenditure against Support Services allocated budget







Type of indicator Activities - Monitoring of spending, in-year monitoring, monthly financial meetings, budget Committee meetings and,





New indicator Yes



Performance Indicator title 5.1.2 Percentage of Destination Markingeting and Promotions allocated budget spent per annum

Short definition Monitoring of expenditure against Destination Promotion allocated budget













New indicator Yes



Performance Indicator title 5.1.3 Percentage of Bidding and Hosting allocated budget spent per annum

Short definition Monitoring of expenditure against Bidding and Hosting allocated budget







Type of indicator Activities - Monitoring of spending, in-year monitoring, monthly financial meetings, budget Committee meetings and,

Output - Spending of allocated budget; Outcome: There is good governance, accurate monitoring, evaluation reporting and accountability.



New indicator Yes



Performance Indicator title 5.1.4 Percentage of Leisure and Visitor Services allocated budget spent per annum

Short definition Monitoring of expenditure against Visitor Services and Leisure allocated budget












New indicator Yes



Performance Indicator title 5.1.2 Percentage of Destination Marketing and Promotions allocated budget spent per annum


15.2. PROGRAMME 2: DESTINATION MARKETING AND PROMOTIONS

Strategic Objective 1. To promote Gauteng tourism attractions and experiences through electronic marketing programme

Strategic Objective indicator title 1.1 Number of township tourism promotions projects implemented through the electronic marketing system

Short definition Gauteng township promotional and marketing projects implemented through electronic programme

Purpose/importance Measure the number of implemented Gauteng township promotional and marketing initiatives in through the GTA’s electronic programme. The indicator is important because it helps the Organization to determine the level of its intervention in promoting and marketing Gauteng township products

Source/collection of data Printed out- approved electronic report about Gauteng township promotional and marketing projects

Method of calculation Number of promotional and marketing projects implemented via electronic programme


Type of indicator Output - number of Gauteng Township promotional and marketing initiatives implemented. Promotional initiatives stimulate increase in tourism activities, thus contribute to the objectives of the TER: ensuring access to markets, promoting productive activities within the townships, and entrepreneurship development; thus contributing to

Outcome 4 - Decent employment through inclusive economic growth



New indicator Yes


Indicator responsibility Head: Destination Marketing & Promotions

Performance indicator title 1.1.1 Number of township tourism attractions and experiences listed on the Gauteng Travel Guide App

Short definition Townships attractions promoted through listed on the Gauteng Travel Guide App

Purpose/importance Measure the extent to which the GTA intervene in township tourism businesses

Source/collection of data Project report on number of townships attractions listed on the Gauteng Travel Guide App and/or screen shots of the actual listings on the App, or /and actual listing forms received from various products applying for listing by the GTA

Method of calculation Township attractions listed on the Gauteng Travel Guide App


Type of indicator Output - townships attractions listed on the Gauteng Travel Guide App. This output increase awareness of township tourism offerings and attractions, thus contribute to the objectives of the TER: ensuring access to markets, promoting productive activities within the townships, and entrepreneurship development; and to




New indicator Yes



Strategic Objective 2. To promote Gauteng City Region through media

Strategic objective Indicator title 2.1 Number of Media coverage projects implemented

Short definition Gauteng travel and tourism promotion stories, editorial content and coverage, broadcast media clips, audio recordings showcasing destination Gauteng media coverage

Purpose/importance To measure and evaluate the extend in which destination Gauteng or/and the GTA information about tourism promotion is covered by the media

Source/collection of data Project report on media tracking and analysis or/and newspapers and magazine clips of media coverage from media or/and audio recording of media interviews promoting tourism in Gauteng, or/ and video footage of media coverage showcasing tourism in Gauteng or/and media coverage organised for the GTA events or/and the GTA supported or associated events

Method of calculation The actual calculation of the number of newspapers and magazine clips, audio and broadcast footage. Or/and the actual number of media institutions covering Gauteng events

Data limitations Some of the information from the tracking might not be readily available at the time of reporting. Other sources of this required data needs subscriptions


Type of indicator Output - Positive destination Gauteng brand image, story and influence in increasing visitation to the city region thus stimulate the demand for tourism products and stimulating economic growth and industry growth and supporting and,




New indicator Yes

Desired performance Exceed the desired targets and performance to improve the destination image and media profile


Performance indicator title 2.1.1 Number of Media Familiarization Tours hosted

Short definition Media tours organised by the GTA to familiarize groups of journalists with various tourism products, experiences and attractions offerings to influence their editorial content toward positive destination Gauteng content

Purpose/importance To measure the number of familiarization tours organised across the 5 Gauteng City Region Corridors, or and to influence, educate, share and communicate various tourism offerings in Gauteng with the media

Source/collection of data Projects reports about media groups tours hosted, or/and records detailed in the media hosting forms, or/and media tours itineraries or schedule, or/and actual images of the tour’s program and activities

Method of calculation The actual calculation of the number of media fam tours hosted, or/and the actual itinerary or/and the actual number of projects approval reports, or and actual close out reports

Data limitations Some of the activities might be organised in association with other sister agencies thus creating a delay in receiving close out reports

Type of indicator Output – Positive destination Gauteng image, editorial coverage and story which serves to influence visitation number and profile for the city region thus stimulate the demand for tourism products and stimulating economic growth and industry growth, thus contribute to

Outcome 4 - Decent employment through inclusive economic growth and as per the GTSS improved brand management



New indicator Yes



Performance indicator title 2.1.2 Number of key influencers and journalists hosted in key Gauteng attractions, experiences and products

Short definition This relates to the actual number of key media personalities and influencers hosted by the GTA in Gauteng tourism attractions and experiences. In other instances these are partnered hosting sessions with other bodies like universities, GCIS, Proudly SA, Municipalities etc.

Purpose/importance To showcase these attractions through the hosting of these influencers and media personalities to generate third party endorsement and increased conversations about the products, attractions or experiences

Source/collection of data Approval reports for media and personalities tours, or/and actual sessions, or/and itineraries, or/and list of media personalities participating in these sessions filled on the media hosting indemnity forms

Method of calculation Actual calculation of the number of journalists and influencers hosted in various Gauteng Tourism attractions

Data limitations Delays in the actual lists from tours co-hosted with other partners

Type of indicator Output - Positive destination Gauteng image, editorial coverage and story which serves to influence visitation number and profile for the city region thus stimulate the demand for tourism products and stimulating economic growth and industry growth and supporting , thus contributing to

Outcome - Decent employment through inclusive economic growth



New indicator Yes



Strategic objective Indicator title 2.1 Number of Media coverage projects implemented


Strategic objective Indicator title

2.2

Number of media partnerships programmes implemented

Short definition These relates to different types of media partnerships programmes implemented across print, or/and broadcast, and/or online platforms

Purpose/importance To secure our destination marketing content sharing, broadcasting and distribution partners that will ensure wide circulation of the said content to influence travel and the path to purchase tourism experiences and products

Source/collection of data Partnership agreements, or/and service level agreements with media houses, or/and approval memo’s to enter into the partnership, and/or media buying agreements

Method of calculation The calculation of the actual number of media partnerships programmes

Data limitations No major data limitations. Not all media partnerships are subjected to a sign agreement

Type of indicator Output - Positive destination Gauteng image, media coverage and story which serves to influence visitation number and profile for the city region thus stimulate the demand for tourism products and stimulating economic growth and industry growth and supporting, thus contributing to




New indicator Yes



Performance indicator title 2.2.1 Number of media partnerships created

Short definition These relates to different types of media partnerships programmes created with various media houses to influence editorial content listing that drives increased visitation to the Gauteng City Region

Purpose/importance To secure our destination marketing content sharing, broadcasting and distribution partners that will ensure wide circulation of the said content to influence travel and the path to purchase tourism experie nces and products

Source/collection of data Partnership agreements, or/and service level agreements with media houses, or/and approval memo’s to enter into the partnership, and/or media buying agreements

Method of calculation The calculation of the actual number of media partnerships secured

Data limitations No major data limitations. Not all media partnerships are subjected to a sign agreement

Type of indicator Output - Positive destination Gauteng image, media coverage and story which serves to influence visitation number and profile for the city region thus stimulate the demand for tourism products and stimulating economic growth and industry growth and supporting, thus contributing to




New indicator Yes



Strategic Objective 3. To promote destination Gauteng through the GTA’s digital marketing platforms


3.1

Number of digital marketing projects implemented

Short definition This relates to digital marketing projects like digital coverage, website management and optimization, social media management, digital marketing strategy development etc.

Purpose/importance To roll out dedicated digital marketing projects to support another marketing channels to increase demand for Gauteng tourism products and experiences in order to increase visitation, length of stay, geographic spread, curb seasonality and increase tourism revenue share

Source/collection of data Digital marketing reports, or/and monthly digital agency reports, or/and digital marketing coverage, and/or digital campaigns close out reports, or/and digital campaigns assessment and evaluation reports

Method of calculation Actual calculation of the number of dedicated digital campaigns, and/or projects, and/or reports

Data limitations There is a lot of third party sourcing of data and there might be some delays in reporting time


Type of indicator Output - Positive destination Gauteng digital coverage, social media sharing and story which serves to influence visitation number and profile for the city region thus stimulate the demand for tourism products and stimulating economic growth and industry growth and supporting, thus contributing to




New indicator Yes



Performance indicator title 3.1.1 Number of digital marketing campaigns hosted

Short definition This relates to digital marketing activities like digital collaborations with events, digital coverage of events, dedicated and targeted campaigns focusing on key tourism seasons, market segments, geographic zone

Purpose/importance To roll out dedicated digital marketing campaigns to support another marketing channels to increase demand for Gauteng tourism products and experiences in order to increase visitation, length of stay, geographic spread, curb seasonality and increase tourism revenue share

Source/collection of data Digital marketing reports, or/and monthly digital agency reports, or/and digital marketing coverage, and/or digital campaigns close out reports, or/and digital campaigns assessment and evaluation reports

Method of calculation Actual calculation of the number of dedicated digital campaigns, and/or projects, and/or reports

Data limitations There is a lot of third party sourcing of data and there might be some delays in reporting time

Type of indicator Output - Positive destination Gauteng digital coverage, social media sharing and story which serves to influence visitation number and profile for the city region thus stimulate the demand for tourism products and stimulating economic growth and industry growth and supporting, thus contributing to




New indicator Yes



Strategic Objective 4. To market destination Gauteng Tourism brand


4.1

Number of Brand Gauteng projects implemented

Short definition This relates to the actual roll out of the brand management and communications programmes as guided by the destination brand strategy

Purpose/importance To ensure top of mind Brand Gauteng awareness through the implementation of brand awareness programmes, brand communications initiatives and targeted brand collateral development and support

Source/collection of data Brand awareness activities approval reports, and/or brand audits, and/or brand promotion events hosted

Method of calculation Calculation of the actual number of brand awareness activations, events, promotional platforms etc.

Data limitations Brand awareness actual validation takes a long time and needs huge resources to conduct brand audits

Type of indicator Output - Positive destination Gauteng brand image and influence in increasing visitation to the city region thus stimulate the demand for tourism products and stimulating economic growth and industry growth and supporting, thus contributing to




New indicator Yes



Performance indicator title 4.1.1 Number of destination brand awareness project implemented

Short definition This relates to a combined efforts of the roll out of destination brand awareness initiatives tha are anchored by Brand Gauteng and requires the production and development of various branding collateral, brand promotion activities, events and activations

Purpose/importance To ensure top of mind Brand Gauteng awareness through the implementation of brand awareness programmes, brand communications initiatives and targeted brand collateral development and support


3.1

Number of digital marketing projects implemented


Source/collection of data Brand awareness activities approval reports, and or brand audits, brand promotion events hosted, and/or brand promotion collaborations, and/or brand awareness digital content posted across various digital channel

Method of calculation Calculation of the actual number of brand awareness activations, events, promotional platforms etc.

Data limitations Brand awareness actual validation takes a long time and needs huge resources to conduct brand audits

Type of indicator Output – Positive destination Gauteng brand image and influence in increasing visitation to the city region thus stimulate the demand for tourism products and stimulating economic growth and industry growth and supporting, thus contributing to




New indicator Yes



15.3. PROGRAMME 3: GAUTENG CONVENTION AND EVENTS BUREAU (BIDDING AND HOSTING)

Strategic objective 1. To work with strategic partners to secure events in implementing the Gauteng Events Strategy.

Strategic Objective Indicator title

1.1

Number of Events Organisers benefited from Events Support Programme

Short definition Partnership with Events Organizers in hosting; leveraging signature, regional and township events to drive an increase in the number of overseas, and African domestic visitors to and visitor nights in the province.

Purpose/importance Measure the number of events organizers benefitted from events support programme in different area of

intervention: Signature, regional and township. The indicator is important because it helps the Organization to use events as a leverage for tourism attraction, township economic revitalization, and for job creation opportunities that gets generated from supporting this events.

Source/collection of data Support letters (the Support letter from the GTA and Support confirmation letter from the Event organizer) or Individual project close-out report per event supported per event category. The letters will declare the type/area of support that the GTA support provided, and the report will provide partnership and collaboration agreement detailing the activation and leveraging initiatives participation and showcasing in events physical setting activation.

Method of calculation Generic supported projects per event category

Data limitations This is a dynamic business, and numbers goes up and down given different times of the events calendar, and hence events data is never static. Some programmes may be done in partnership with other tourism bodies and government departments or municipalities thus resulting in delays in obtaining the relevant data

Type of indicator Output - Number of Events Organizers benefitted from Events Support Programme. The events hosted stimulate the increase in visitors, thus contributing to




New indicator No, from 2016/17. The indicator was focusing on the signature and regional events hosted, it is now expanded to accommodate township events hosted

Desired performance 100% or more of the set target, successful events that generates tourism interest into Gauteng, provide job opportunities, and create impact on the economic life of the Gauteng community and its business.

Indicator responsibility Head: Gauteng Convention and Events Bureau

Performance Indicator title 1.1.1 Number of Signature events supported

Short definition Signature Events are events that generally has wide appeal, generates vibrancy but does not attract significant number of overseas and domestic visitors to the province, has wide appeal to local residents across the province and visitors from neighbouring provinces, and have a high Tourism impact value.

Purpose/importance The main purpose is to use events as a leverage for tourism attraction, township economic revitalization, and for job creation opportunities that gets generated from supporting this events.

Source/collection of data Support letters (Support letter from the GTA and Support confirmation letter from the Event organiser) or Individual project close-out report per event supported. The letters will declare the type/area of support that the GTA support provided, and the report will provide partnership and collaboration agreement detailing the activation and leveraging initiatives participation and showcasing in events physical setting activation.

Method of calculation Generic supported signature event

Performance indicator title 4.1.1 Number of destination brand awareness project implemented


Data limitations Some events may be done in partnership with other government departments or municipalities thus resulting in delays in obtaining the relevant data

Type of indicator Output - Number of signature events supported. The signature events stimulate the increase in visitors, thus contributing to




New indicator No

Desired performance

100% or more of the set target, successful events that generates tourism interest into Gauteng, provide job opportunities, and create impact on the economic life of the Gauteng community and its business.


Performance Indicator title 1.1.2 Number of regional events incubated into signature events

Short definition A Regional Events Incubated into Signature Events are events that typically attracts attendees from Gauteng only, but still generates significant media coverage (national and/or local) and attracts a significant number of attendees and hence generates a good economic impact for the province

Purpose/importance The main purpose is to use events as a leverage for tourism attraction, regional spread, and for job creation opportunities that gets generated from supporting this events.


Method of calculation Generic supported regional event


Type of indicator Output - Number of regional events incubated into signature events. The regional events stimulate the increase in visitors in less visited regions, thus contribute to




New indicator No



Performance Indicator title 1.1.3 Number of township events supported

Short definition Township Events that have huge local influence from within the township in terms of attendance and focus, and have a potential to generate local tourism and interest from people outside the township where such events take place

Purpose/importance The main purpose is to use events as a leverage for tourism attraction, community activations and for job creation opportunities that gets generated from supporting this events.


Method of calculation Generic supported township event


Type of indicator Output - Number of township events supported. The township events stimulate the increase in visitors in townships, thus contribute to the objectives of the TER: ensuring access to markets, promoting productive activities within the townships, and entrepreneurship development; thus contributing to




New indicator Yes


Performance Indicator title 1.1.1 Number of Signature events supported



Strategic objective 2. To generate Economic Value through Events Support Programme

Strategic Objective indicator title

2.1.

Value of Economic Benefit Generated from Events

Short definition This indicator determines rand value of economic benefit generated and the number of indirect employment- created through our events support.

Purpose/importance It determines the extent to which economic benefit value was generated (rand value and jobs that were created through partnership with Events organizers

Source/collection of data Support letters (Support letter from the GTA and Support confirmation letter from the Event organiser) and Individual project close-out report per event supported. The letters will declare the type/area of support that the GTA support provided, and the report will provide partnership and collaboration agreement detailing the activation and leveraging initiatives participation and showcasing in events physical setting activation. The report provides information per variable central to calculating economic value.

Method of calculation For each individual project, calculate:

• Number of participants multiply by number of days, multiply by the economic multiply variable.

• Delegate multiply by number of days, multiply by the economic multiply variable.

• In case of temporary jobs, count number of people employed per event per project, with reference to calculation in the TIDs for the following indicators: Rand value generated and Jobs generated.

Data limitations Some events may be done in partnership with other third parties such as research companies thus result ing in delays in obtaining the relevant data

Type of indicator Output - report on generated Economic Value


Reporting cycle Annually

New indicator No

Desired performance 100% successful events that generates tourism interest into Gauteng, provide job opportunities, and create impact on the economic life of the Gauteng community and its business.


Performance indicator title 2.1.1 Rand Value of Economic Benefit Generated from Events

Short definition This indicator determines rand value of economic benefit generated through events that the GTA support.

Purpose/importance It determines the extent to which rand value was generated, through partnership with Events organizers. This is how much the participants have spent during that event


Method of calculation For each individual project, amount of money is generated

Data limitations Some events may be done in partnership with other third parties such as research companies thus resulting in delays in obtaining the relevant data

Type of indicator Output - report on generated Rand Value

Calculation type Non-Cumulative


New indicator No

Desired performance 100% or more of the set target


Performance Indicator title 2.1.2 Number of Jobs Generated from Events (Events)

Short definition This indicator determines the number of indirect employment- created by events supported in different event categories

Purpose/importance It determines the extent to which temporary employment can be created, through events supported and activities.

Source/collection of data Support letters (Support letter from the GTA and Support confirmation letter from the Event organier) and Individual project close-out report per event supported. The letters will declare the type/area of support that the GTA support provided, and the report will provide partnership and collaboration agreement detailing the activation and leveraging initiatives participation and showcasing in events physical setting activation. The report provides information per variable central to calculating economic value.

Method of calculation Count number of people employed per event supported per project

Performance Indicator title 1.1.3 Number of township events supported



Type of indicator Output - Number of Jobs Generated from Events and,

Outcome 4 – decent employment through inclusive economic growth, and TER

Pillar 1 - Radicle Economic transformation.



New indicator Yes



Strategic objective 3. To work with strategic partners to secure Business (MICE) Events in implementing the Gauteng Events Strategy

Strategic objective Indicator title 3.1 Number of Business Events Organizers benefitted from Business (MICE) Events Support Programme.

Short definition This indicator determines the number of ‘Business Events Organiser who benefited from MICE events

Purpose/importance It determines the extent of which event organizers, benefit from MICE events. This means transforing ordinary event organizers into professional conference organizers. The number emanates from the number of MICE events hosted.


Method of calculation For each individual project, calculate number of participants/ delegate, multiply by number of days, multiply by the economic multiply variable. In case of temporary jobs, count number of people employed per event per project.


Type of indicator Output - Number of Business Events organizers benefitted from Event support programme. Business events stimulate the increase in visitors, thus contribute to the objectives of the TER: ensuring access to markets, promoting productive activities within the City Region, and entrepreneurship development, thus contributing to




New indicator Yes

Desired performance Achieve more than the set target. 100% or more of the set target, successful events that generates tourism interest into Gauteng, provide job opportunities, and create impact on the economic life of the Gauteng community and its business.


Performance indicator title 3.1.1 Number of Business (MICE) Events supported

Short definition These MICE related events are hosted in Gauteng so that GTA can leverage directly of lucrative business events

Purpose/importance To position Gauteng as the leading MICE destination in order to increase business opportunity, economic impact and job creation in Gauteng

Source/collection of data Individual close out reports from MICE events planners per project supported as per the service level agreement (SLA) or support letter and feedback report

Method of calculation For each individual project, calculate number of participants/ delegate, multiply by number of days, multiply by the economic multiply variable. In case of temporary jobs, count number of people employed per event per project.

Data limitations Some programmes may be done in partnership with other tourism bodies and government departments or municipalities thus resulting in delays in obtaining the relevant data

Type of indicator Output - Number of Business Events supported through Events support programme. Business events stimulate the increase in visitors, thus contribute to the objectives of the TER: ensuring access to markets, promoting productive activities within City Region, and entrepreneurship development, thus contributing to


Performance Indicator title 2.1.2 Number of Jobs Generated from Events (Events)




New indicator No

Desired performance Achieve more than the set target. 100% successful events that generates tourism interest into Gauteng, provide job opportunities, and create impact on the economic life of the Gauteng community and its business.


Performance indicator title 3.1.2 Number of bids facilitated

Short definition To identify and collaborate with strategic partners to bid and secure MICE events for Gauteng

Purpose/importance This indicator determines the collaboration to the extent to which bidding and hosting is implemented. This requires initiating and supporting of bids initiated in order to secure international regional, local and community MICE events

Source/collection of data Letter of support or intent or bid document compiled per project

Method of calculation Count number of bids submitted

Data limitations The determination to bid is dependent on the local association agreeing to bid.

Type of indicator Output – 12 bids



New indicator Yes

Desired performance 12 or more bids to be submitted for future years that generates tourism interest into Gauteng, provide job opportunities, and create impact on the economic life of the Gauteng community and its business.


Strategic objective 4. To generate Economic Value through Business (MICE) Events Support Programme

Strategic objective Indicator title 4.1. Value of Economic Benefit Generated From Supported Business (MICE) Events

Short definition This indicator determines rand value of economic benefit generated and the number of indirect employment- created by MICE events

Purpose/importance It determines the extent to which rand value was generated and temporary employment was be created, through mice events and activities.


Method of calculation For each individual project, calculate number of participants, multiply by number of days, multiply by the economic multiply variable


Type of indicator Output - A report on generated Economic Value



New indicator No



Performance indicator title 4.1.1 Rand Value of Economic Benefit Generated from Supported Business (MICE) Events


Purpose/importance It determines the extent to which rand value was generated, through partnership with Events organizers This is how much the participants have spent during that event

Performance indicator title 3.1.1 Number of Business (MICE) Events supported





Type of indicator Output - A report on generated Rand Value



New indicator No



Performance indicator title 4.1.2 Number of Jobs Generated from Business (MICE) Events


Purpose/importance It determines the extent to which rand value was generated, through partnership with Events organizers and MICE events planners. This is how much the participants have spent during that event




Type of indicator Output - Number of Jobs Generated from Events. and,

Outcome 4 - decent employment through inclusive economic growth, and TER

Pillar 1 - Radicle Economic transformation.



New indicator Yes



Performance indicator title 4.1.1 Rand Value of Economic Benefit Generated from Supported Business (MICE) Events


15.4 PROGRAMME 4: LEISURE AND VISITOR SERVICES

Strategic Objective 1. To promote Gauteng tourism attractions and experiences

Strategic Objective Indicator title 1.1.

Number of Gauteng tourism promotion projects implemented

Short definition Generic promotional and marketing projects implemented in key international source markets , SADC, BRICS and domestic platforms

Purpose/importance Measure the number of implemented Gauteng promotional and marketing projects in different platforms or area of intervention: International, SADC, BRICS, and domestic. The indicator is important because it helps the Organization to determine the level of its intervention in marketing Gauteng City Region in different platforms.

Source/collection of data Individual project report per implemented area of intervention (e.g., promotional and marketing initiative in SADC. The report will provide participation and showcasing in travel shows, or/and exhibitions, or/ and roadshows, or/and in-markets physical setting activation, or/and International (international/SADC/BRICS) hosted media forums. In verifying key international source markets, the Tourism category on tourism source markets should be referred.

Method of calculation Generic implemented tourism marketing and promotions projects per platform/area of intervention

Data limitations Some programmes may be done in partnership with other tourism bodies and government departments or municipalities thus resulting in delays in obtaining the relevant data

Type of indicator Output - number of promotional and marketing projects implemented. Promotional and marketing projects stimulate the increase in visitors, thus contributing to




New indicator No, from 2016/17. The indicator was focusing on the following platforms: BRICS and SADC and it is now expanded to accommodate international and domestic platforms


Indicator responsibility Head: Leisure and Visitor Services

Performance indicator title 1.1.1 Number of Gauteng tourism marketing initiatives implemented in the key International source markets

Short definition Generic promotional and marketing projects implemented in key international source markets

Purpose/importance Measure the number of implemented Gauteng promotional and marketing initiatives in key International source markets. The indicator is important because it helps the Organization to determine the level of its intervention in marketing Gauteng City Region in international platforms

Source/collection of data Project report per implemented promotional and marketing initiative in key international source markets. The report will provide participation and showcasing in travel shows, or/and exhibitions, or/ and roadshows, or/and in-markets physical setting activation, or/and International hosted media forums. In verifying key international source markets, the Tourism category on tourism source markets should be referred.

Method of calculation Generic implemented tourism marketing and promotions initiative in key international source markets

Data limitations Some programmes may be done in partnership with other tourism bodies and government departments or municipalities, thus resulting in delays in obtaining the relevant data

Type of indicator Output - number of promotional and marketing initiatives implemented in key international source markets. Promotional initiatives stimulate the increase in visitors, thus contributing to




New indicator Yes



Performance indicator title 1.1.2 Number of Gauteng tourism marketing initiatives implemented in the SADC markets

Short definition Generic promotional and marketing projects implemented in SADC markets

Purpose/importance Measure the number of implemented Gauteng promotional and marketing initiatives in SADC markets. The indicator is important because it helps the Organization to determine the level of its intervention in marketing Gauteng City Region in SADC markets

Source/collection of data Project report per implemented promotional and marketing initiative in SADC markets. The report will provide participation and showcasing in travel shows, or/and exhibitions, or/ and roadshows, or/and in-markets physical setting activation, or/and International hosted media forums.


Method of calculation Generic implemented tourism marketing and promotions initiative in SADC markets


Type of indicator Output – number of promotional and marketing initiatives implemented in SADC markets. Promotional initiatives stimulate the increase in visitors, thus contribute to




New indicator No, existing since 2016/17 financial year



Performance indicator title 1.1.3 Number of Gauteng tourism marketing initiatives implemented in the BRICS markets

Short definition Generic promotional and marketing projects implemented in BRICS markets

Purpose/importance Measure the number of implemented Gauteng promotional and marketing initiatives in BRICS markets. The indicator is important because it helps the Organization to determine the level of its intervention in marketing Gauteng City Region in BRICS markets

Source/collection of data Project report per implemented promotional and marketing initiative in BRICS markets. The report will provide participation and showcasing in travel shows, or/and exhibitions, or/ and roadshows, or/and in-markets physical setting activation, or/and International hosted media forums.

Method of calculation Generic implemented tourism marketing and promotions initiative in BRICS markets


Type of indicator Output - number of promotional and marketing initiatives implemented in BRICS markets. Promotional initiatives stimulate the increase in visitors, thus contributing to




New indicator No, existing since 2016/17 financial year



Performance indicator title 1.1.4 Number of Gauteng tourism marketing initiatives implemented in the domestic markets

Short definition Generic promotional and marketing projects implemented in the domestic markets

Purpose/importance Measure the number of implemented Gauteng promotional and marketing initiatives in the dometic markets. The indicator is important because it helps the Organization to determine the level of its intervention in marketing Gauteng City Region in the domestic markets

Source/collection of data Project report per implemented promotional and marketing initiative in the domestic markets. The report will provide participation and showcasing in travel shows, or/and exhibitions, or/ and roadshows, or/and in-markets physical setting activation, or/and International hosted media forums.

Method of calculation Generic implemented tourism marketing and promotions initiative in the domestic markets


Type of indicator Output - number of promotional and marketing initiatives implemented in the domestic markets. Promotional initiatives stimulate the increase in visitors, thus contributing to

Outcome 4 - Decent employment through inclusive economic growth.



New indicator Yes



Strategic Objective 1. To promote Gauteng tourism attractions and experiences


Strategic Objective 2. To promote Gauteng townships tourism attractions and experiences

Strategic objective Indicator title 2.1 Number of township tourism promotions projects implemented

Short definition Gauteng township promotional and marketing projects implemented

Purpose/importance Measure the number of implemented Gauteng township promotional and marketing initiatives in different marketing platforms. The indicator is important because it helps the Organization to determine the level of its intervention in promoting and marketing Gauteng township products in different marketing platforms

Source/collection of data Project report per implemented Gauteng township promotional and marketing initiative in different marketing platforms. The report will provide participation and showcasing in travel shows, or/and exhibitions, or/ and roadshows, or/and in-markets physical setting activation, etc.

Method of calculation The calculation of number of Township Tourism marketing and promotions programmes implemented

Data limitations Some programmes may be done in partnership with product partners, organised bodies, sister agencies and municipalities, thus resulting in delays in obtaining the relevant data and feedback including sourcing of data from products themselves to determine actual improved awareness and increased numbers

Strategic objective Indicator title 2.1 Number of township tourism promotions projects implemented

Type of indicator Output - number of Gauteng Township promotional and marketing initiatives implemented. Promotional initiatives stimulate increase in tourism activities, thus contribute to the objectives of the TER: ensuring access to markets, promoting productive activities within the townships, and entrepreneurship development; thus contributing to




New indicator Yes

Desired performance Achieve more than the set target


Performance indicator title 2.1.1 Number of township products exposed to the market through market access programme

Short definition Gauteng township products exposed to market access

Purpose/importance To provide Gauteng Township based tourism products market access opportunity across our domestic, regional and international platforms to ensure their growth, awareness of their offerings in these markets and sustainability

Source/collection of data Project report per product exposed to market access. The report will provide participation and showcasing in travel shows, or/and exhibitions, or/ and roadshows, or/and in-markets physical setting activation, etc.

Method of calculation The calculation of number of Township Tourism Products exposed to different access platforms.

Data limitations Some programmes may be done in partnership with product partners, organised bodies, sister agencies and municipalities thus resulting in delays in obtaining the relevant data and feedback including sourcing of data from products themselves to determine actual improved awareness and increased numbers

Type of indicator Output - number of township products exposed to market access. This output increase awareness of township tourism offerings and attractions in different market platforms, thus contribute to the objectives of the TER: ensuring access to markets, promoting productive activities within the townships, and entrepreneurship development, thus contributing to




New indicator Yes



Strategic Objective 3. To provide tourism information to make tourists aware of Gauteng products, experiences and amenities

Strategic Objective indicator title 3.1 Number of tourism awareness information projects implemented

Short definition To create knowledge about tourism offerings, services and amenities through information awareness channels: Township information workshops, exhibitions, Township roadshows, Township SMMEs tourism information sharing platforms

Purpose/importance To measure the number of information awareness channels provided for creating demand for tourism products within the Gauteng Province

Source/collection of data Project reports per implemented information awareness channel

Method of calculation Number of implemented information awareness per channel (Township information workshops, exhibitions, Township roadshows, Township SMMEs tourism information sharing platforms)



Type of indicator Output - Number of tourism information programmes implemented. This output increase awareness of tourism offerings and opportunities in Gauteng, thus stimulate the growth of tourism industry, thus contributing to




New indicator Yes



Strategic Objective indicator title 3.1 Number of tourism awareness workshops hosted

Short definition Information awareness workshop

Purpose/importance To measure the number of tourism exhibitions hosted within the Gauteng Province

Source/collection of data Project reports per implemented (hosted) township tourism awareness workshop

Method of calculation Number of implemented township tourism awareness workshop


Type of indicator Output: Number of exhibitions hosted. This output increase awareness of township tourism offerings and opportunities, thus stimulate the growth of township tourism industry and




New indicator Yes



Performance indicator title 3.1.2 Number of Tourism Information exhibitions hosted

Short definition To create knowledge about tourism offerings, services and amenities through exhibitions hosted

Purpose/importance To measure the number of tourism exhibitions hosted within the Gauteng Province

Source/collection of data Project reports per hosted exhibitions

Method of calculation Number of hosted exhibitions


Type of indicator Output - Number of exhibitions hosted. This output increase awareness of township tourism offerings and opportunities, thus stimulate the growth of township tourism industry and




New indicator Yes



Performance indicator title 3.1.3 Number of Township tourism information roadshows (hosted)

Short definition To create knowledge about tourism offerings, services and amenities through tourism roadshows

Purpose/importance To measure the number of tourism roadshows implemented within the Gauteng Province

Source/collection of data Project reports per tourism roadshow

Method of calculation Number of tourism roadshows implemented in or participated


Type of indicator Output - Number of Township roadshows. This output increase awareness of township tourism offerings and opportunities, thus stimulate the growth of township tourism industry and






New indicator Yes



Performance indicator title 3.1.4 Number of SMMEs Tourism information sharing platforms created

Short definition To create knowledge about tourism offerings, services and amenities through Tourism SMME Information platforms created

Purpose/importance To measure the number of Tourism SMME Information platforms created within the Gauteng Province

Source/collection of data Project reports per Tourism SMME Information platform created

Method of calculation Number of Tourism SMME platforms created


Type of indicator Output - Number of SMME Tourism Information platforms created. This output increase awareness of township tourism offerings and opportunities, thus stimulate the growth of township tourism industry and




New indicator Yes



Strategic Objective 4. To expedite redress to Tourists incidents

Strategic Objective indicator title 4.1 Percentage of Tourist incidents managed

Short definition To administrate incidents that occur and have effect to tourists by referring to the relevant authorities

Purpose/importance To minimize the recurrence of the incidents impacting on tourism

Source/collection of data Tourist support database

Project reports of Tourist incidents administered

Method of calculation Number of tourist incidents managed against the number of incidents redress request received.

Data limitations Tourism stakeholders not reporting incidents

Type of indicator Process - number of tourism incidents



New indicator Yes



Performance indicator title 4.1.1 Percentage of Tourism incidents redress facilitated within the prescribed timelines

Short definition To assist Tourists who are in distress within 23 hours

Purpose/importance To provide logistical support to tourists

Source/collection of data Tourist support database

Method of calculation Number of incidents received multiply-by number of incidents facilitated within 23Hrs divide by 100


Type of indicator Process– number of toursim incidents



New indicator Yes





Strategic objective 5. To work with strategic partners to attract Tourism Trade for Gauteng

Strategic objective Indicator title 5.1 Number of Tourism Trade Initiatives Implemented

Short definition Marketing tool for large numbers of industries that need to exhibit their products to a specific audience. The tourism trade initiative includes but not limited to Wholesale operators, travel agents, individual travel planners, on line travel companies. The initiative can also provide platform for lead generation, as well as packaging of diverse products for consumers.

Purpose/importance To roll out dedicated trade marketing initiatives to leverage partner resources in order to access target markets using less costly means to ultimately optimize economic impact and to increase demand for Gauteng tourism products and experiences in order to increase visitation, length of stay, geographic spread, curb seasonality and increase tourism revenue share

Source/collection of data Individual project report per trade marketing initiatives. The report will provide joint marketing partnership and collaboration agreement detailing the activation and leveraging initiatives

Method of calculation Generic implemented events projects per event category

Data limitations Some trade initiatives may be done in partnership with other tourism bodies and government departments or municipalities thus resulting in delays in obtaining the relevant data

Type of indicator Output - Number of tourism trade initiatives implemented

Outcome - The indicator contributes to the Radical transformation of Economy through trade show participation as well as trade road show.

Pillar 10 - Taking the lead in Africa is one of the pillar been address by this objective.



New indicator Yes

Desired performance Achieve more than the set target. 100% successful events that generates tourism interest into Gauteng, provide job opportunities, and create impact on the economic life of the Gauteng community and its business.


Strategic objective Indicator title 5.1.1 Number of Packaged Gauteng Destinations Promoted Globally.

Short definition The packaging activities is combination of various offerings of more than two types of components into product which is produced, assembled, promoted and sold as packages by different stakeholders such as tour operator, travel trade .

Purpose/importance To leverage partner resources to access target packages using less costly means to ultimately optimize the economic impact

Source/collection of data Close-out report

Method of calculation Manual counting of the number of packages implemented


Type of indicator Outcome 11 - create a better South Africa and contribute to a better South Africa and the World

Outcome 4 - decent employment through inclusive economic growth. These outcomes are very inclusive in addressing the Radical Economic Transformation, especially the following Pillar: Taking the lead in Africa new industrial revolution, thereby promoting productive activities, skills improvement activities access to market and procurement.




New indicator Yes

Desired performance Higher than the target



Strategic objective Indicator title 5.1.2 Number of Joint international trade partnership agreements(International JMA’s)

Short definition Marketing activities carried out in collaboration with partners from the public and private sector traditionally the ones based within the sources markets targeted to attract visitors from within the province, the country and the internationally (continent)

Purpose/importance Purpose/importance To leverage partner resources to access target markets using less costly means to ultimately optimize the impact

Source/collection of data Joint marketing Agreement (JMA)-MOU

Method of calculation Number of JMA (MOU) signed


Type of indicator Process - number of joint infrastructure trade part north




New indicator Yes



Strategic objective 5. To work with strategic partners to attract Tourism Trade for Gauteng


To obtain additional copies of this document please contact:

Om addisionele afskrifte van hierdie dokument te bekom tree in verbinding met:

Uma ufisa ukuthola amakhophi alencwajana ungabhalela uphathi woMnyango womgcinimafa wesiFundazwe sase Gauteng kulelikheli elingaphansi:

Gauteng Tourism Authority

Office of the Chief Executive

124 Main Street

Cnr & Marshall Streets

Johannesburg

Gauteng Province

Tel: (011) 085 2500

Fax: (086) 267 5173 E-mail: [email protected]

Web: www.gauteng.net


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annual performance plan 2017/18 - gauteng tourism … · 2 gauteng tourism authority | annual...

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