annual performance plan 2018/2019 - south african national parks · 2018. 5. 31. · national...

ANNUALPERFORMANCEPLAN 2018/2019

SOUTH AFRICAN NATIONAL PARKS

ANNUAL PERFORMANCE PLAN FINANCIAL YEAR 2018/19

South African National Parks | Annual Performance Plan for 2018/19 2


TABLE OF CONTENTS

ANNUALPERFORMANCE2018/2019 PLAN

1. LIST OF ACRONYMS 5

2. MINISTER’S FOREWORD 6

3. PART A: EXECUTIVE SUMMARY 9

3.1 Strategic Overview 9

3.2 Corporate Values 10

3.3 Legislative and other Mandate 10

3.3.1 Constitutional Mandate 10

3.3.2 SANParks National Mandate 10

3.3.3 International Mandate/Framework 10

4. UPDATE ON SITUATION ANALYSIS 13

4.1 Performance Delivery Environment (as at the end of Q3 of 2017/18) 13

4.2 Organisational Environment 15

4.3 Operations 16

4.4 Organisational Structure 17

4.5 SANParks Strategic Goals 18

5. PART B: PROGRAMME AND SUB-PROGRAMME PLANS 215.1 SANParks Strategy Map: 21

5.2 Revision to Legislative and other Mandates 22

5.3 Overview Of 2018/19 Budget And MTSF Estimates 22

5.4 Budget Allocation for the Year 2018/19 24

6. ANNUAL PERFORMANCE PLAN (INCLUSIVE OF CURRENT AND MEDIUM TERM TARGETS (3 OUTER YEARS) 25

7. PART C: 517.1 Risk Management 51

7.2 Public Private Partnerships 56

3.2 Technical Indicator Descriptors 63


1. LIST OF ACRONYMS

ACCNR African Convention on the Conservation of Nature and Natural Resources AENP Addo Elephant National ParkAPP Annual Performance PlanBMP Biodiversity Management Plan CBD Convention on Biological Diversity CCMA Council for Conciliation, Mediation and ArbitrationCEO Chief Executive Officer CITES Convention on International Trade in Endangered Species of Wild Fauna and Flora CYTD Current Year To DateDEA Department of Environmental AffairsDIFR Disability Injury Frequency Rate EE Employment Equity EMI Environmental Management Inspectorate EPWP Extended Public Works Programme ExCo Executive Committee FTE Full Time Equivalents GRNP Garden Route National Park HCM Human Capital ManagementHOD Head of Division ICT Information and Communication Technology ITS Integrated Transformation StrategyKNP Kruger National Park LDV Land Development Value LYTD Last Year To Date METT Management Effectiveness Tracking ToolM:F Male: Female MPA Marine Protected AreaMPNP Mapungubwe National ParkMTEF Medium Term Expenditure Framework MTSF Medium Term Strategic Framework NDP National Development Plan NECER National Environmental Compliance and Enforcement ReportsPAIA Promotion of Access to Information PFMA Public Finance Management ActPMPs Park Management PlansPWD People with Disabilities SANBI South African Biodiversity InstituteSANParks South African National ParksSCBR South Central Black Rhino SED Socio-Economic DevelopmentSoAIM State of Area Integrity Assessment SoB State of Biodiversity ManagementSMMEs Small Medium and Micro Enterprise SWBR South Western Black Rhino SWR Southern White Rhino TBD To be determined UNCCD United National Convention on Combating Desertification UNFCCC United Nations Framework Convention on Climate Change WHC World Heritage ConventionTFCA Transfrontier Conservation AreaYoY Year on Year


The business of SANParks is founded on three core pillars that flow to the organisational structure. These are:

• Conservation: The conservation of South Africa’s biodiversity, landscapes and associated cultural heritage assets through a system of national parks is the organisation’s primary mandate. The conservation pillar is therefore the organisation’s pivot, and is the basis upon which the programmes and activities of the other two core pillars are directed.

• Responsible Tourism: The promotion of eco-tourism in the country’s conservation estate is the second pillar for the organisation. Eco-tourism is the pivot of the business architecture of the organisation and provides for the generation of revenues for the funding of conservation management.

• Socio Economic Development: Building synergistic and mutually beneficial relationships with communities and neighbouring national parks has become a core strategic driver for SANParks. As such, the near future will reveal a notable increase in SANParks’ initiated community educational projects in support of the conservation and those that have socioeconomic benefit for affected communities.

SANParks has adopted a Balanced Scorecard tool as the framework for the execution of its strategy. This tool defines the key strategic objectives necessary for the effective and efficient delivery of the organisation’s mandate. Each of the 13 identified strategic objectives are accompanied by a set of performance indicators and targets to be met annually. These indicators and targets are outlined in the APP for the 2018/19 financial year.

2. MINISTER’S FOREWORD

It is my pleasure to present the Annual Performance Plan for the 2018/19 financial year for South African National Parks (SAN Parks).

As an entity of the Department of Environmental Affairs (DEA), SANParks endeavours at all times to deliver on its mandate of managing a sustainable system of national parks with distinction.

To maintain its exemplary reputation in the conservation and the promotion of the heritage and biodiversity assets of South Africa, it is incumbent on SANParks to ensure that sound governance, compliance and execution of best practice is at the core of both its strategy and operations.

The framework for SANParks operations and activities is outlined in its 2016 - 2020 Strategic Plan. This is premised on the DEA programme on Conservation and Sustainable Use of Biodiversity. It is also aligned to the National Development Plan‘s Vision 2030 (NDP); the Government’s Medium Term Strategic Framework and the Nine Point Plan for Economic Growth.

This Annual Performance Plan (APP) consolidates SAN Parks’ strategic objectives and priorities for the medium term and reflects the attendant performance indicators, targets and budgets as set out in the Strategic Plan.

MINISTER’S FOREWORD

Dr B E E Molewa, MP

SANParks has adopted the Balanced Scorecard

tool as the framework for the execution of its strategy.

The Performance Plan for 2018/19 demonstrates very clearly SANParks’ focus and commitment to radical social-economic development. Incorporated into this APP are measures pertaining to improving SMME spend, the transformation of the wildlife economy and the execution of the Kruger National Park land claimants’ beneficiation scheme.


Emphasis is also being placed on another aspect of SANParks’ core mandate in this financial year - the conservation of cultural heritage. To this end, SANParks will start the process this year of determining the scope and state of the heritage assets under its custodianship as part of the first ‘State of Cultural Heritage Assessment’.

In tandem with these new focus areas, SANParks continues to give attention to its established and core performance indicators, which include reduction of fossil fuel and water consumption, a reduction of wildlife crime, especially poaching, an increase in tourism volumes and revenues by increasing the number of black visitors to national parks. Further it will embark on increasing the number of participants in its environmental education programme, as well as continued scientific research. TheAPP includes the expansion of the SAN Parks conservation estate by 6000 ha over the next three years and the rehabilitation of land and wetlands in national parks.

This year will also harbour in attention to enhancing stakeholder relations, especially among communities living adjacent to our national parks.

The SANParks APP for 2018/19 is hereby presented to Parliament and the people of South Africa, in accordance with the relevant legislation and requirements of the National Treasury.

_____________________________________

Dr B E E Molewa, MP Minister of Environmental Affairs


PART A


3. EXECUTIVE SUMMARY

SANParks is pleased to present its Annual Performance Plan (APP) for the financial year 2018/19. This document was prepared in line with the current SANParks’ Strategic Plan for 2015/16 – 2019/20, and accurately reflects the performance targets which SANParks will endeavour to achieve given the resources made available in the fiscal budget for 2018/19.

3.1 STRATEGIC OVERVIEW:

This SANParks APP for the fiscal year 2018/19 has been aligned with the five year strategic plan for the period 2015/16 – 2019/20. It sets out SANParks strategic objectives, performance indicators and targets, which the organisation seeks to achieve in the upcoming fiscal year in relation to its policy priorities, programmes and project plans within the scope of its mandate and available resources, towards implementing its Strategic Plan. This plan includes forward projections for the future three years, consistent with the medium-term expenditure framework (MTEF) period, with annual and quarterly performance targets where appropriate.

SANParks will also strive to make a meaningful contribution to South Africa relating to the recent State of the Nation Address (SONA) delivered by the new president, through its four goals, which includes equitable economic development through tourism, the wildlife, blue and green economy, radical socio-economic development, youth education, employment and ensuring public entity efficiency and sustainable funding.

As a public entity SANParks planning framework is informed by Government strategies and frameworks and this strategic plan is guided inter alia by Governments

9 Point Plan, the Medium Term Strategic Framework (MTSF), and the delivery of DEA’s programme on the Conservation and Sustainable Use of Biodiversity and the National Development Plan (NDP) 2030 long-term goals. In addition the Five Year Strategic Plan is informed by the provisions, principles and guidelines of several multilateral environmental agreements that have a bearing on environmental and conservation issues in South Africa.

Concerted efforts have been undertaken to ensure that all performance indicators and targets in this plan are presented in a specific, measurable, relevant and time-bound (SMART) format, hence enabling us to effectively monitor and to evaluate progress and to timeously take corrective action when necessary. Monitoring and evaluation of the achievements made against this plan will be undertaken through quarterly performance reviews and annual performance audits, of which the latter will entail closer involvement by both internal and external auditors.

Since the information is presented on a Balanced Scorecard approach to strategic management it is necessary to give contextualisation to some of the general aspects that may not be expressly indicated in the plan.

Vision

A Sustainable National Park System Connecting Society

Mission

To develop, expand, manage and promote a system of sustainable national parks that represents biodiversity and heritage assets, through innovation and best practice for the just and equitable benefit of current and future generations


3.3 LEGISLATIVE AND OTHER MANDATE

3.3.1 Constitutional Mandate

The SANParks mandate is underpinned by Section 24(b) of the Constitution of the Republic of South Africa, Act 108 of 1996 which states that:

Everyone has the right –

(a) To an environment that is not harmful to their health or well- being; and

(b) To have the environment protected for the benefit of present and future generations through reasonable legislative and other measures that:(i) prevent pollution and ecological degradation;(ii) promote conservation; and(iii) secure ecologically sustainable development

and use of natural resources while promoting justifiable economic and social development.

3.3.2 SANParks National Mandate

SANParks was initially established in terms of the now repealed National Parks Act, 57 of 1976 and continues to exist in terms of the National Environmental Management: Protected Areas Act, 57 of 2003; with the mandate to conserve; protect; control; and

3.2 CORPORATE VALUES

SANParks has adopted 11 corporate values, which serve as guiding principles around which all employees behaviour and actions are governed and shaped. These corporate values are reflected in the table below:

Leadership We shall demonstrate leadership in all we do;

Environmental Ethics We shall embrace, and be guided by environmental ethics in all we do;

Transformation We shall promote transformation within, and outside of the organisation;

Scientific and Service Excellence We shall strive for scientific and service excellence at all times;

Professionalism We shall act with professionalism at all times;

Initiative and Innovation We shall adopt, and encourage initiative and innovation by all;

Equity and Justice We shall treat all our stakeholders with equity and justice;

Discipline We shall exercise discipline at all times;

Respect We shall show respect to all;

Honesty We shall act with honesty and integrity;

Transparency and Open Communication

We shall strive for transparency and open communication at all times

manage national parks and other defined protected areas and their biological diversity (Biodiversity). As a public entity, SANParks is also governed by the Public Finance Management Act, Act 1 of 1999 (as amended by Act 29 of 1999), and it is listed as a Schedule 3 Part A: 25 public entity. In accordance with revised Treasury Regulations Section 5 and 30, issued in terms of the Public Finance Management Act (PFMA), to provide the necessary legal basis for implementation of the Framework for Managing Programme Performance Information, South African National Parks (SANParks) as a public entity listed in the Public Finance Management Act, Act 1 of 1999; Schedule 3 Part A: 25 is expected to submit a five year Strategic Plan, ideally subsequent to every national election cycle, linked to the identified outcomes of the Presidency, for approval by the Ministry of the Department of Environmental Affairs (DEA) as an executive authority.

3.3.3 International Mandate/Framework

Section 55(1) (aC) of the National Environmental Management: Protected Areas Act (Act 57 of 2003) includes participation in international, regional and national initiatives relevant to its mandate identified by the Minister as part of SANParks responsibilities. Section 55(1) (b) further stipulates that SANParks is responsible for the biodiversity of the protected areas assigned to it, and by implication, honouring the international commitments South Africa has in this regard. South


Africa is a signatory to several international conventions tasked with environmental regulation functions to guide national environmental protection policies, programmes and legislation by member states. Section 55(1) (b) of the National Environmental Management Act.

The following conventions are relevant to SANParks:

3.3.3.1 Convention on Biological Diversity (CBD)

The CBD sets out commitments for national and international measures aimed at conserving vital ecosystems and biological resources on which humanity depends for survival. The CBD’s three main goals are the conservation of biological diversity, the sustainable use of natural resources and the fair and equitable sharing of benefits from the use of genetic resources. SANParks’ strategic plan, management plans and conservation policies are informed by the CBD’s Programme of Action on Protected Areas.

3.3.3.2 United Nations Framework Convention on Climate Change (UNFCCC)

Adopted in 1992, the UNFCCC sets an overall framework for intergovernmental efforts to tackle the challenge posed by climate change. It recognises that the climate system is a shared responsibility whose stability can be affected by industrial and other emissions of carbon dioxide and other greenhouse gases. The ultimate goal of the convention is to stabilise greenhouse gas concentrations in the atmosphere at a level that will prevent dangerous human interference with the climate system, hence assisting countries in adapting to the inevitable effects of climate change. SANParks, through its policies, ecosystem management frameworks and management plans, is adopting mitigating and adaptation interventions to protect species that might become extinct as a result of climate change effects.

3.3.3.3 Convention on Migratory Species of Wild Animals (CMS)

The CMS, also known as the Bonn Convention, aims at conserving terrestrial, marine and avian migratory species throughout their natural range. CMS Parties strive towards strictly protecting these animals, conserving or restoring their habitat, mitigating obstacles to migration and controlling other factors that might control them. The Convention encourages Parties to co-operate through regional and local agreements for the good of migratory species. Several national parks serve as sanctuaries of

migratory species from across continents. South Africa is a terminus for many of the migratory species including the Palaearctic (birds) and the Antarctic species (whales and birds). SANParks policies and wildlife management plans are informed by the principles and provisionsof CMS where appropriate.

3.3.3.4 Convention on International Trade in Endangered Species of Wild Fauna and Flora (CITES)

CITES is an international agreement between governments and aims at ensuring that international trade in species and specimens of wild animals does not threaten their survival. Because trade in wild animals crosses borders between countries, the effort to regulate it requires international cooperation to safeguard listed species from overexploitation. CITES accords varying degrees of protection to over 30,000 species of animals and plants. South Africa co-operates with CITES in the management of both black and white rhinoceros, the African Elephant, Cheetah and Cycads to mention but a few CITES listed species. CITES principles, provisions and procedures are integrated in the policies and management plans designed to manage these species in national parks. In addition, SANParks is implementing and compliant with the Threatened or Protected Species Regulations of 2007.

3.3.3.5 The Ramsar Convention (RAMSAR)

South Africa is home to more than 21 Ramsar sites and three of these occur in national parks under the jurisdiction of SANParks viz Langebaan (West Coast National Park), Wilderness Lakes in the Garden Route National Park and the Makuleke Wetlands. The broad aim of this convention is to stem the loss and promote the wise use of all wetlands. The convention addresses one of the most important issues in South Africa viz the conservation of the country’s water supplies for the use of both the natural and human environments. SANParks’ Fresh Water Ecology programme is premised on the principles and guidelines of the Ramsar Convention.

3.3.3.6 World Heritage Convention (WHC)

The World Heritage Convention aims to promote cooperation among nations to protect all forms of natural and cultural heritage that are of such outstanding universal value that their conservation is of concern to all people. SANParks is the custodian of the Mapungubwe World Heritage Site. The principles and guidelines of this convention are used by SANParks to guide its policies and plans on the management of cultural heritage assets associated with the national parks that are not classified as World Heritage Sites but boast invaluable heritage


qualities worth conserving. A number of national parks have also been listed as components of the Cape Floral Region World Heritage Site based on the outstanding universal values associated with the fynbos biome.

3.3.3.7 African Convention on the Conservation of Nature and Natural Resources (ACCNR)

South Africa is a founding member of the African Union and a signatory of the Convention on the Conservation of Nature and Natural Resources. Under this Convention member states should adopt measures necessary to ensure conservation, utilization and development of soil, water, and flora and faunal resources in accordance with scientific principles and with due regard to the best interests of the people.

3.3.3.8 United Nations Convention on Combating Desertification (UNCCD)

Desertification, along with climate change and loss of biodiversity, were identified as the greatest challenges to sustainable development during the 1992 Rio Earth Summit resulting in the establishment of the United Nationals Convention on Combating Desertification (UNCCD) in 1994. The Convention addresses specifically the arid, semiarid and dry sub-humid areas, known as dry lands, where some of the most vulnerable ecosystems and peoples can be found. South Africa ratified the UNCCD during September 1997 and was party to the adoption of the 10-Year Strategy of the UNCCD that was adopted in 2007. SANParks, in its Arid and Frontier regions has several parks (including Richtersveld, Kalahari-Gemsbok, Namaqua, Tankwa Karoo, Karoo and Mokala) that form part of the areas regulated by the UNCCD and the goals of the Convention as well as of the 10 Year Strategy are integrated to the management plans of the affected parks. In addition, the expansion of these parks and associated rehabilitation and appropriate ecological management thereof give effect to the obligations and commitments made by South Africa in the National Action Plan of 2004.

3.3.3.9 SADC Protocol on Wildlife Conservation and Law Enforcement (1999)

This protocol is an interstate regulation affirming that member states have the sovereign right to manage their wildlife resources and corresponding responsibilities sustainably. It promotes sustainable use of natural resources and effective protection of the environment. It also encourages co-operation among member states to promote protection of ecosystems across borders and encourages cooperation in tourism development for socio-economic development of regional economies and their people. This protocol is the foundation for the concept of Transfrontier Conservation Area which in the Protocol is defined as “the area or component of a large ecological region that straddles the boundaries of two or more countries, encompassing one or more protected areas that could have different forms of conservation status such as national parks, private game reserves, communal natural resource management areas, etc.”. We refer to areas with different conservation status as TFCA’s whilst areas where in both countries the areas affected are declared national parks as Transfrontier parks. SANParks is an implementer of the following Transfrontier Conservation Areas and Parks; Great Limpopo, Greater Mapungubwe, Ai-Ais Richtersveld (Transfrontier Park), Kgalagadi (Transfrontier Park) and Maloti-Drakensberg Transfrontier Areas. In addition to participating in the management of TFCAs, SANParks provides technical expertise and exchange programmes with several African countries on rhino meta-population management viz North-Luanga Valley (Zambia), Serengeti (Tanzania) and other African countries.


4. UPDATE ON SITUATION ANALYSIS

This section of the Annual Performance Plan, presents the organisational performance towards implementation of its Medium Term Strategic Framework (MTSF) Strategic Plan as on 31 December 2017.

4.1 Performance Delivery Environment ( as at the end of Q 3 of 2017/18)

SANParks is pleased to present its annual performance report at the end of quarter 3 of the 2017/18 financial year which reflects on the performance of the organisation against pre-determined objectives as contained in the organisation’s Annual Performance Plan (APP). In this executive summary, we provide a selection of highlights including those that may not be apparent in the detailed main report.

SANParks reflects a net surplus of R224, 032m against a budgeted net surplus of R118, 183m, which reflects a favourable variance of R105, 849m. The favourable variance of R105, 849m emanates from more income generated than expected and a saving in costs. This is evidenced by the income to cost ratio which of 1.16: 1.

Total revenue, for the year to date, amounts to R1, 567, 406b (R1, 914, 032b), and is R85, 538m more than the anticipated R1, 480, 868b. The positive variance is as a result of more conservation fees, concession fees, and more tourism income generated than budgeted for.

SANParks own revenue generated as a percentage of total revenue equals 84%. Conservation fees for the period under review total R413, 475m (R342, 958m), and are 12% above the budgeted R368, 733m. Year on year there is a 21% increase due to tourism tariff hikes (8.2% on average) and an increase in the number of guests to Parks. Concession fees are 19% above budget as a result of more income generated by concessionaires than anticipated. This performance is directly correlated to the increase in number of visitors through SANParks gates. The top performing concessionaires amongst others are as follows:

· Table Mountain Aerial Company· Jock of the Bushveld (KNP)· Tinga (KNP)· Imbali (KNP)· Singita (KNP)

Tourism income for the year to date, amounts to R667, 899m (R597, 718m) against a budget of R642, 896m. YOY there is a 12% positive variance due to tourism tariff hikes (8.2% on average) and an increase in visitor numbers. For the period under review, total Guests to Parks increased by 6.8% from 4 852 773 to 5 182 230 persons through SANParks gates. For Kruger the number is up 7.7% from 1 445 679 to 1 557 121 and for Parks increased by 6.4% from 3 407 094 to 3 625 109 persons.

Grant income is R47, 762m below budget as a result of less infrastructure grant income realised than anticipated. Infrastructure grant income is accounted for in accordance with GRAP 23, which makes it challenging to accurately budget for the grant income that will qualify as revenue during the financial year. Accounting for conditional grants in terms of GRAP 23, requires an entity to recognise infrastructure grant received as income only when the asset (for which the grant has been granted), has been acquired/constructed and is ready for use.

With that said, a bulk of the infrastructure grant will realise in the current financial year, making way for the Skukuza hotel construction to take effect, which is what the bulk of the infrastructure grant will be used for.

Total expenditure to date shows a R52, 031m favourable variance when compared to the budget as a result of a saving in human resources, maintenance and operating costs, after the deduction of the special projects expenditure amount. Strategic objective number 13.2 requires the percentage expenditure budget variance to be less than or equal to 0%. For the period under review, it is -7%. Human Resource costs reflect a saving of R37, 385m. The budget for human resources includes vacant posts which are yet to be filled. It is expected, however, that SANParks should remain within budget even after the vacant posts have been filled. Human Resources Costs make up 54% of SANParks normal operations total costs.

Maintenance costs to date are R30, 509m below budget. The reason for this underspending could be as a result of the long procurement processes. The budget is however expected to be used in full by the end of the financial year.

Depreciation is above budget due to the insourcing of the vehicle fleet. The trend is expected to remain until the end of the financial year.

Operating costs are below budget, and reflect a saving of R64, 507m. The main contributor to the positive variance amongst other things, is a saving in consumable stock to the tune of R8, 889m, a budget of R16, 095m for


transfer to reserves which has not been used, operating leases to the tune of R42, 294m due to the Vuswa lease agreement having ended, and commission received amounting to R4, 987m that has been incorrectly credited against the insurance expense account.

The saving in operating leases will however be absorbed by the operating costs of insourcing (instead of leasing) SANParks vehicle fleet. The costs associated with the insourcing should result in an overall saving in operating costs.

SANParks is expected to generate more revenue than budgeted. This is evidenced by the revenue generated in the current year to date, which is 5.84% above budget. The trend is expected to continue until the end of the financial year, because the budget was based only on the increase in the tourism tariff hikes, using the same number of visitors as in the previous financial year. The number of visitors has however increased as documented in the tourism synopsis report. Past experience has also proven this to be true. SANParks expects to utilise part of the infrastructure grant during the current year, even though the projects may not be completed in full by the end of the year.

A saving from total expenditure is anticipated during the current financial year. Human resources costs will remain at R1, 084, 618b which is still within the budgeted figure of R1, 109, 789b. The effects of the voluntary early retirements in the organisation are observable, with a decrease in salary cost and retirement funding in December 2017. The forecast is however kept at R1, 084, 618b due to the uniform issues that are expected to be made in January 2018. An overspending in depreciation is anticipated due to the insourcing of the vehicle fleet. SANParks forecasts a saving in operating costs due to the Vuswa vehicle fleet contract which ended at the beginning of the current financial year.

The Land Inclusion Plan was approved by the Board in October 2017 and submitted to DEA. The valuations of the 23,000 ha Soetkraal property in the Garden Route has been finalised. SANParks provided input at a Phakisa MPA workshop with DEA: Oceans and Coasts, to discuss DMR concerns and technical issues, regarding the gazetted MPAs. The State of Biodiversity (SOB) assessments for 17 of the 19 national parks have been completed. Corrective measures for the Management Effectiveness Tracking Tool (METT) were updated in all parks and 100% of the identified corrective actions were implemented with a score of 76% achieved for Quarter 3. A total number of 45 SoAIM assessments were completed for 18 parks – Parks Division in Q1-2. All the completed assessments were moderated and corrective actions identified.

No rhinos were poached in the six parks outside of KNP, however the incidence of rhino poaching in areas of close proximity to these parks (4 successful attempts close to Addo; 3 to Mapungubwe; 8 to Mokala and 2 to Marakele) highlights the very imminent threat of poaching. The Rhino Protection Plan for Parks is being effectively implemented and assists immensely towards efforts to protect rhinos in the parks. There has been a 16.7% reduction in recorded fatalities of rhinos and elephants poached as a ratio of recorded number of poaching activities in KNP. The positive reduction of 16.7% has come about due mainly to

Ranger efficiencies relating to deployment of technologies, early detection of poachers, good tracking skills and rapid deployment of both K9 and air reaction support. Support from Operation Rhino (NATJOINTS) joint operations both internal and external to park. There has also been a decrease of 3.5% in poaching activities.

Approval was granted for the change of the annual targets to be in line with approved business plans for the various Expanded Public Works Programmes implemented by SANParks. 21,731 ha Initial ha were rehabilited. The rehabilitation of initial hectares is lower than the planned figures for the quarter, i.e. 84%, but an improvement on the previous quarter of 78% achievement. The performance was impacted by capacity challenges in Garden Route National Park and KNP where availability of rifles impact on teams working in the park. Some of the KNP teams were moved to new areas outside the park where there is no need for protection against dangerous animals. 152,814 follow-up ha were rehabilitated. This is 8% more than the planned revised target for the third quarter. The Working for Water and Working for Ecosystems programmes who are implemented to the alien vegetation clearing and land rehabilitation, are on track to achieve the planned targets. 4,681 m³ (53 sites) of wetlands were rehabilitated. This is 15% more than the planned revised target for Quarter 3. The total achieved to date includes 1,813m³ wetland rehabilitation to complete the previous year project in May 2017 – the late approval of the project impacted on the implementation in 2016/17, and the project had to be completed in this financial year. The 2017/18 project, which started in July 2017, is on track to achieve the planned outputs for the year.

5,267 Full-time Equivalent (FTE) Jobs were created, which is 11% above the target. 690 SMMEs / Enterprises Supported to date. A total of R173.287 million was spent on SMMEs, through the EPWP.


For the SANParks one Blue Economy project, i.e. Tsitsikamma Marine Protected Area registration of fishermen has been revised and as for the 1st September 2017 – the permit is valid for a year. 175 fishermen has been registered to date. Fish catches are monitored at 4 entry/exit points associated with the 3 open zones. Workshops with DEA and community were held in October 2017. 8 Rangers, 18 EMs, and 24 DEA People and Parks workers allocated to MP + 3 Boats & 5 vehicles.

The DEA Minister attended the symbolic release of red hartebeest to the farm Erin of the Khomani San where a MOA was also signed between the Khomani San and SANParks.

The total number of learners participating in SANParks Environmental Education Programmes were 200 577, which constitutes 44% above the target.

4.2 Organisational Environment

SANParks’ business operations are founded on three important core pillars:

Conservation – the primary mandate of the organisation is the conservation of South Africa’s biodiversity, landscapes and associated cultural heritage assets through a system of national parks.

Responsible Tourism – the organisation has a significant role in the promotion of South Africa’s nature-based tourism, or ecotourism business targeted at both international and domestic tourism markets. The eco-tourism pillar of the business architecture provides for the organisation’s self-generated revenues from commercial operations that are necessary to supplement government funding of conservation management. A significant element of the ecotourism pillar is the Commercialisation

Strategy which (through the implementation of Public Private Partnerships) SANParks has adopted to expand tourism products and the generation of additional revenue for funding of conservation and socio economic development. This will also see to the accelerated transformation in our concessionaire network as well as the creation of sustainable tourism businesses for the land claimants in KNP.

Socio Economic Development – SANParks has taken a strategic decision to expand it’s role in the developmental support provided to neighbouring communities as an entity of the developmental state. In addition SANParks is required to build constituencies at international, national and local levels, in support of conservation of the natural and cultural heritage of South Africa through its corporate social investment. It has to ensure that a broad base of South Africans participate and get involved in biodiversity initiatives, and further that all its operations have a synergistic existence with neighbouring or surrounding communities for their educational and socio-economic benefit, hence enabling the broader society to be connected to national parks. The mandate of the organisation is derived from its biodiversity conservation role, thus the conservation pillar, is regarded as the basis upon which the other two core pillars’ programmes and activities are directed. In addition to the core functions (Conservation, Tourism and Socio Economic Development) that provide SANParks with a level of uniqueness, the organisation has generic support functions of the Chief Operating Officer (which includes Human Capital Management; Risk Management and Strategy & Performance Management) and the Chief Financial Officer (which includes Finance; and Supply Chain Management) and Corporate Services (which includes Information Technology; Enterprise Applications; Corporate Communications and Legal Services).


4.3 Operations

The operational component of SANParks is delivered through the current 19 national parks – these being organised under two divisions namely, Kruger National Park and the Parks Division (Note: Groenkloof and Graspan/Vaalbos are declared national parks in legislation but are not operationally functional national parks).

1. Addo Elephant National Park 11.Mapungubwe National Park

2. Agulhas National Park 12.Marakele National Park

3. Augrabies Falls National Park 13.Mokala National Park

4. Bontebok National Park 14.Mountain Zebra National Park

5.Camdeboo National Park 15.Namaqua National Park

6.Garden Route National Park ( Wilderness, Knysna, Tsitsikamma) 16.Richtersveld National Park

7.Golden Gate Highlands National Park 17. Table Mountain National Park

8.Karoo National Park 18.Tankwa National Park

9.Kalahari Gemsbok National Park 19. West Coast National Park

10. Kruger National Park

South African N

ational Parks | Annual Perform

ance Plan for 2018/1917

Minister:

Dr B E E Molewa

Board Chair:

J Yawitch

CEO:

F Mketeni

Head CEO & COO Offices:

L Zepe

COO:

L McCourt

CFO:

D Dlamini

ME: Corporate

Services:

Vacant

ME: Parks

P Mokoena

ME: KNP

G Phillips

ME: Conservation

Services

L. Dziba

ME: Tourism &

Marketing

H Sello

HOD: Socio-Economic

Development

R Pillay

Board Secretary:

M Mathabathe

4.4 Organisational Structure


4.5 SANPARKS STRATEGIC GOALS

SG1: Sustainable conservation assetTo ensure that environmental assets and natural resources are well protected and continually enhanced through an adaptive and effective National Parks System.

SG2: Diverse and responsible tourismTo enhance the tourism plant in order to maximise economic returns, social and environmental benefits, by creating diversified and better tourism products for people to enjoy, visit and appreciate.

SG3: Progressive, equitable and fair socio-economic transformationTo foster an efficient, effective and development oriented public service and an empowered, fair and inclusive citizenship that will enable the creation of decent employment through inclusive economic growth, vibrant, equitable and sustainable rural communities.

SG4: Effective resource utilisation and good governanceTo create and maintain a conducive workplace for skilled and capable workforce that will form a responsive, accountable, effective and efficient National Parks System.

To foster an efficient, effective and development oriented public service and an empowered, fair and inclusive citizenship that will enable the creation of decent employment through inclusive economic growth, vibrant, equitable and sustainable rural communities.

SG4: Effective resource utilisation and good governanceTo create and maintain a conducive workplace for skilled and capable workforce that will form a responsive, accountable, effective and efficient National Parks System.


PART B


5. PROGRAMME AND SUB-PROGRAMME PLANS

This section of the Annual Performance Plan sets the performance indicators and targets that will facilitate the assessment of the overall organisational performance for the upcoming budget year and over the MTSF period for each strategic objective identified in Part B of the Strategic Plan for 2016/17 – 2019/20. Furthermore this provides strategic issues of equity and value for money in relation to the use of resources within the organisational reach.

The Balanced Scorecard tool for strategy execution has been followed to ensure a strategic and performance driven organisation. SANParks strategy map is an overview of the organisations’ key strategic objectives necessary for the effective and efficient delivery of the organisation’s mandate.

5.1 SANParks Strategy Map:

A sustainable National Parks System connecting society

G4: Eff ective Resources utilisation and Good Governance

G1: Sustainable Conservation Asset

SO1: Improved representativeconservation estate

SO4: Enhanced tourism returnsSO6: Optimised contribution to

the green and blue economy

SO2: Eff ectively managed ecosystem,species and cultural heritage

assets

SO9: Adequate,appropriately skilled,

transformed and diverse

human capital

SO11: Optimised business

processes and knowledge

management systems

SO12: Accountablecorporate governance

SO13: Financialsustainability

SO10: Conduciveworking environment

SO7: Enhanced awareness and skills

SO5: Diversified and enhancedtourism opportunities and

experiences

G2: Diverse & Responsible TourismG3: Radical (equitable and fair)

Socio-Economic Transformation

VIS

ION

Out

com

esIn

tern

al P

roce

ssLe

arni

ng &

Gro

wth

Conservation Asset Management

Responsible and DiverseTourism

ACHIEVE SYNERGIES, EFFECTIVENESS AND EFFICIENCIES, THROUGH SYSTEMS AND COMMUNICATION

Radical Socio-EconomicTransformation

SO3: Enhanced knowledge for decision making

SO8: Enhanced Stakeholder Engagement

South African N


ance Plan for 2018/19 22

5.2 REVISION TO LEGISLATIVE AND OTHER MANDATES

There are no significant legislative and mandates changes since the development and submission of the 2015/16 to 2019/20 Strategic Plan to the DEA. Furthermore, there was no court ruling that might have had significant on-going impact on SANParks’ operations and/or service delivery obligations, as it has been presented on the Strategic Plan.

5.3 OVERVIEW OF 2018/19 BUDGET AND MTSF ESTIMATES:

Budget Forecast Budget Budget Budget

2017/2018 2017/2018 2018/2019 2019/2020 2020/21

A001 - Conservation Fees (507,931,273) (569,146,193) (640,850,435) (692,118,470) (747,487,948)

A005 - Concession Fees (110,828,897) (131,833,793) (132,079,415) (140,004,180) (148,404,431)

A010 - Retail Gross Profit (43,787,513) (43,484,218) (47,344,683) (50,185,364) (53,196,486)

A010 - Sales-Trading (237,965,357) (242,992,951) (262,860,061) (278,631,664) (295,349,564)

A020 - Cost of Sales-Trading 194,177,844 199,508,733 215,515,378 228,446,301 242,153,079

Gross Profit% 18.40% 17.90% 18.01% 18.01% 18.01%

B010 - Tourism income (830,255,006) (862,101,523) (930,427,607) (1,004,861,815) (1,085,250,761)

B010 - Accommodation (699,537,556) (722,918,749) (780,321,514) (842,747,235) (910,167,014)

B011 - Entrance Fees (569,969) (929,428) (929,235) (1,003,574) (1,083,859)

B012 - Trail Fees (36,023,363) (37,779,383) (39,971,466) (43,169,183) (46,622,718)

B014 - Drive Fees (57,736,302) (58,863,775) (63,144,321) (68,195,867) (73,651,536)

B015 - Sundry Tourism Income (19,249,079) (24,377,003) (27,902,418) (30,134,611) (32,545,380)

B016 - Cancellations & Forfeitures (17,138,737) (17,233,185) (18,158,653) (19,611,345) (21,180,253)

C010 - Other income (51,050,178) (105,376,762) (251,407,338) (271,519,925) (293,241,519)

D010 - Grant:Conservation–DEA (381,804,824) (318,122,515) (345,932,458) (290,962,135) (308,850,438)

D020 - Grant:Roads-DEA (12,904,000) (12,904,386) (13,591,228) (14,270,789) (14,556,205)

D030 - Grant:Forestry-DEA (20,263,000) (20,263,158) (21,478,947) (22,552,895) (23,003,953)

Total Income (1,958,824,691) (2,063,232,546) (2,383,112,111) (2,486,475,574) (2,673,991,740)

Total Expenditure 1,898,347,268 1,846,006,336 2,274,253,555 2,418,367,490 2,571,894,134

South African N



Budget Forecast Budget Budget Budget

2017/2018 2017/2018 2018/2019 2019/2020 2020/21

M010 - Human resourcecosts 1,109,789,249 1,084,617,977 1,181,731,276 1,252,635,153 1,327,793,262

M020 - Maintenance costs 152,936,937 113,715,771 191,468,057 210,614,863 231,676,349

M030 - Depreciation 111,329,408 129,652,526 161,139,719 170,808,102 181,056,588

M040 - Operating Costs 524,291,673 518,020,062 739,914,503 784,309,373 831,367,935

NOI before Interest (60,477,423) (217,226,211) (108,858,557) (68,108,083) (102,097,606)

M050 - Interest Received (37,112,180) (56,956,386) (49,712,109) (43,389,230) (37,870,558)

M055 - Finance Costs 874,280 3,688,483 30,536,975 32,369,194 34,311,345

Net Operating Income (96,715,323) (270,494,114) (128,033,690) (79,128,120) (105,656,818)

P020 - Grant: Land Acquisition (17,531,578) (17,531,578) (18,508,772) (19,434,211) (19,822,895)

P030 - Sales Fauna & Flora–LDV (21,000,000) (8,660,921) (5,760,000) (16,000,000) (16,000,000)

P060 - Donation (26,268,664) (3,091,782) (3,070,332) (3,239,200) (3,417,356)

Net Income (161,515,565) (299,778,395) (155,372,794) (117,801,531) (144,897,070)

Less Future Depreciation for Grant Assets, Special Project Expenses 161,515,565 299,778,395 155,372,794 117,801,531 144,897,070

Plus Utilisation of Retained Earnings - - - -

Net (Surplus)/Deficit - - - - -

South African N



5.4 Budget Allocation for the Year 2018/19:

Strategic Objective (SO) Budget % of total expenditure

SO1: Improved Conservation Estate 278,112,261 11.50%

SO2: Effectively Managed Ecosystem, Species & Cultural Heritage Management 268,438,791 11.10%

SO3: Enhanced knowledge for decision making 72,551,025 3.00%

SO4: Enhanced Tourism Returns 273,275,526 11.30%

SO5: Diversified and Enhanced Tourism Opportunities and Experiences 249,091,851 10.30%

SO6: Optimised contribution to the green and blue economy 241,836,749 10.00%

SO7: Enhanced Awareness and Skills 45,948,982 1.90%

SO9: Adequate, Appropriately skilled and transformed and diverse human capital 55,622,452 2.30%

SO10: Conducive working environment 77,387,760 3.20%

SO11: Optimised Business Processes and Knowledge Management Systems 266,020,424 11.00%

SO12: Accountable Corporate Governance 261,183,689 10.80%

SO13: Financial Accountability 278,112,261 11.50%

TOTAL 2,418,367,490 100%

South African N



6. ANNUAL PERFORMANCE PLAN (INCLUSIVE OF CURRENT AND MEDIUM TERM TARGETS (3 OUTER YEARS)

STRATEGIC OBJECTIVE 1: IMPROVED REPRESENTATIVE CONSERVATION ESTATE:

Performance indicators

Audited/ Actual Performance Estimated Performance

Medium-term targets

2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

Total Area Added to National Parks

Terrestrial 6 125.00 ha

Terrestrial : 3,791 ha

Terrestrial: 3 873 ha Terrestrial = 1 387 ha 2395 ha 2 300 840 ha

Provide inputs towards the establishmentof three MPAs

New Indicator

New Indicator Marine = 0 km2 Marine = 0 km2 Engage, provide inputs and give technical input as required by DEA and Phakisa Task team, and

other processes towards declaration of SANParks

MPAs Robben Island Namaqua Addo Elephant

100% Implementation of planned management

actions for declared SANParks MPAs

100% Implementation

of planned management

actions for declared SANParks MPAs

% implementation of annual State of Biodiversity Management (SoB) improvement plan.

New Indicator New Indicator State of Biodiversity Baseline has been determined at a

score 53%.

State of Biodiversity Baseline determined

100% implementation of SOB implementation plan.

100% of activities delivered

100% of activities delivered

% of National Parks assessed with a METT Score of above 67%

New Indicator New Indicator The Mid-term METT report has been

submitted to DEA.

70% 77% of National Parks assessed have a METT score

of≥ 67%

% progress against all identified corrective

actions

79% of National Parks

assessed have a METT

score of ≥ 67%

State of Area Integrity Assessments (SoAIM)

New Indicator New Indicator SoAIMbaseline determined at 69%

State of Area IntegrityBaseline determined with new audit tool.

≥ 2.8(2017-2018baseline figure)

Score of ≥ 2.9 Score of ≥ 3.0

% Reduction of fossil fuel generated energy consumption

New Indicator New Indicator 3 parks have been identified as ready

to be auditedReadiness audit of5 identified parks and prepare for baseline determination for subsequent year

*** Readiness audit of 4 identified parks. Prepare

for baseline determination for five parks (17/18). 2%

Reduction on 16/17 baseline - for three parks.

Readiness audit of 4 identified parks. Prepare

for baseline determination for five parks (18/19).

2% Reduction on 17/18 baseline - for three parks.

Readiness audit of 4 identified parks.

Prepare for baseline determination for five parks (19/20).2% Reduction on

18/19 baseline - for three parks.

New Indicator New Indicator 9% reduction on baseline for KNP

2% reduction on baseline for Kruger




South African N





Audited/ Actual Performance Estimated Performance

Medium-term targets

2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

% Reduction of water consumption

New Indicator

New Indicator 3 parks have been identified as ready

to be audited

Readiness audit of 5 identified parks and prepare for baseline determination for subsequent year.

*** Readiness audit of 4 identified parks. Prepare

for baseline determination for five parks (17/18). 2%

Reduction on 16/17 baseline - for three parks.

Readiness audit of 4 identified parks. Prepare

for baseline determination for five parks (17/18).

2% Reduction on 17/18 baseline - for three parks.

Readiness audit of 4 identified parks.

Prepare for baseline determination for five parks (19/20).2% Reduction on

18/19 baseline - for three parks.

New Indicator New Indicator 11% reduction on baseline for KNP





STRATEGIC OBJECTIVE 2: Effectively managed ecosystem, species and cultural heritage assets

Performance indicators Audited/ Actual Performance Estimated Performance

Medium-term targets

2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

Total Hectares of Land Rehabilitated / Restored

Initial = 50 086 ha.

Initial = 46 902 ha.

Initial = 43 697 ha. Initial = 31 323 ha. Initial = 33 195 ha. Initial = 33 195 ha. Initial = 33 195 ha.

Follow-up = 212 678 ha.

Follow-up = 241 936 ha.

Follow-up = 196 341 ha. Follow-up = 188 120 ha. Follow-up = 199 381 ha.

Follow-up = 199 381 ha. Follow-up = 199 381 ha.

Wetlands = 16 128 m³

Wetlands = 14 926 m³

Wetlands = 6 600m³ Wetlands = 6 329 m³ Wetlands = 5980 m³ Wetlands = 5980 m³ Wetlands = 5980 m³

Total Number of Park Management Plans Reviewed and Submitted per annum

2 2 2 Revised Park Management Plans

for Karoo and Mokala NPs have

been submitted to DEA for technical

review.

2 Draft/ Revised Management Plans for Kruger and Richtersveld National Parks submitted

to DEA for technical review

2 Draft/ Revised Management Plans for Garden Route and Mapungubwe

National Parks submitted to DEA

for technical review

2Park Management Plans Reviewed and submitted


2 Park Management Plans Reviewed and submitted


% reduction in recorded rhino & elephant poached in the KNP

New Indicator New Indicator

7.2% reduction (YOY) in recorded

fatalities of rhino and elephant poached in

KNP.

*** 2% reduction in recorded rhino and

elephants poached in KNP

2% reduction from baseline (YoY)

2% reduction from baseline (YoY)

2% reduction frombaseline (YoY)

South African N





Medium-term targets

2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

Number of rhinos poached per annum in 6 Rhino Parks (other than KNP)

27,6% 42.8% 0 Between 0 and 2 (as per rhino sustainability

threshold)

Between 0 and 2 (as per rhino sustainability

threshold)

Between 0 and 2 (as per rhino sustainability

threshold)

Between 0 and 2 ( as per rhino sustainability

threshold)

% Implementation of the Annual Rhinoceros Plan


30% of activities planned and prioritised for

2016/2017 have been implemented

*** 100% implementation of the annual rhinoceros plan

100% implementation of annual rhinoceros

plan

100% implementation of annual rhino

implementation plan

100% implementation of annual rhino

implementation plan

% Implementation of the Annual Elephant Plans


New Indicator Elephant Management Implementation Plan

approved by CE

100% Implementation of the Annual Elephant Plans

100% Implementation of the Annual Elephant

Plans

100 % Implementation of the Annual Elephant

Plans

% Increase in SANParks EMI fines (J534) (+total) and arrests for key spp (+total)


There was a 47.54% reduction in SANParks EMI J534 fines issued

by Rangers in 2016/2017 when compared to the

baseline

2% increase YoY on J534 fines issued

2% increase year-on year J534 fines

issued

2 % increase year-on year J534 fines issued

2 % increase year-on year J534 fines issued


There was a 59.62% increase in EMI

arrests for key species in 2016/17

*** 2% increase year-on-year arrest for key

species

2% increase in arrests for key

species

2% increase in arrests for key species

2 % increase in arrests for key species

South African N




Performance indicators Audited/ Actual Performance Estimated Performance Medium- term targets

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

% Progress Against the Annual Biodiversity Monitoring Plan

New Indicator New Indicator New Indicator ≥ 95% implementation of planned annual biodiversity monitoring

activities

≥ 95% implementation

of planned annual biodiversity monitoring activities

≥ 95% implementation of planned annual

biodiversity monitoring activities

≥95% implementation

of planned annual biodiversity monitoring

activities

% Implementation of the Annual Wildlife Utilisation Plan

New Indicator New Indicator The Wildlife Strategy has

been finalised

100% Delivery of the Annual Wildlife Utilisation Plan

100% Delivery of the Annual Wildlife

Utilisation Plan


Utilisation Plan


Utilisation Plan

% Implementation of the Cultural Heritage Management Plan

85% 86% The Cultural Heritage

Management Strategy has

been finalised

100% implementation of planned annual activities

100% Implementation

of activities in the Annual

Cultural Heritage Implementation

Plan

100% Implementation of activities

in the Annual Cultural Heritage

Implementation Plan

100% Implementation

of activities in the Annual

Cultural Heritage Implementation

Plan

STRATEGIC OBJECTIVE 3: Enhanced Knowledge for Decision-Making


2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

% of research projects relevant to SANParks key issues

78.3% 75,6% 80% ≥ 75% ≥ 75% of registered projects rated as essential or important

≥ 75% of registered projects rated as essential or important

≥ 75% of registered projects rated as essential or important

Total Number of Peer Reviewed SANPARKS Research Publications

New Indicator 53 41 ≥ 30 ≥ 30 ≥ 30 ≥ 30

South African N



STRATEGIC OBJECTIVE 4: ENHANCED TOURISM RETURNS


Medium- term targets

2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

% growth in Tourism Revenue (YoY) 10.5% 14,3% 14.5% 10% 8% 8% 10% on previous year

actual

Total Number of Visitors to National Parks 5 578 532 5 , 917,741 6 750 083. (3% YoY) 3 % YoY on actual 3% YoY on actual 3% on previous year

actual

% Growth in Total Number of local Black Visitors

506,273 554,565 9,9 % (7.7 % above target)

2% (YoY) 2% (YoY) 2% (YoY) 3% (YoY)

% Growth in Over Night local Black Visitors 40,584 45,821 16.7 % 4% (YoY) 4% 4% 4% (YoY)

% Accommodation Occupancy 72.1% 73,4% 74 % 72.5% 75.0% 75.0% 75%

Total Number of Accommodation Unit Nights Sold

552,240 571,362 576 289 573 000 585 000 587 000 6000 000

Customer Satisfaction Index 80.5% 82.1% 81.90% 82,0% 82% 82% 84%

STRATEGIC OBJECTIVE 5: DIVERSIFIED TOURISM OPPORTUNITIES


Medium- term targets

2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

Total Number of Revenue Generating Products Implemented

8 8 11 12 12 5 5

Total Number of Park Visitor Management and Interpretation Plans Implemented

New Indicator New indicator

8 6 6 6 6

South African N



STRATEGIC OBJECTIVE 6: Optimised contribution to the green and blue economy


Medium-term targets

2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

Total Number of Full-time Equivalent Jobs Created

Permanent 19Temporary

305

EPWP = 7942 EPWP = 6 013 (93%) EPWP = 6 729 EPWP = 5 904 EPWP = 5 904 EPWP = 5 904

Total Number of SMMEs / Enterprises Supported

EPWP = 830 EPWP = 540 EPWP = 856 SMME’s (159%)

EPWP = 480 EPWP = 400 EPWP = 400 EPWP = 400

Rand value spent on SMME’s through EPWP

New Indicator New Indicator New Indicator R203 million R159 million R159 million R159 million

Integrated Transformation Strategy Developed and Implemented

New Indicator New Indicator New Indicator *** Integrated Transformation

Strategy Developed

100% of annual activities as per implementation

plan

100% of annual activities as per

implementation plan

100% of annual activities as per implementation

plan

Total Number of Green & Blue Economy Project Implemented

New Indicator 3 Green Economy Projects

Implemented

2 Green projects implemented, namely

Mashishimale and Khomani San.Access to fishing at

Tsitsikamma National park was implemented as of 24th

December 2016

3 Green economy projects




Number of social legacy projects implemented

New Indicator New Indicator The construction of four science labs and 1 E-learning

centre was completed, bringing to five the total number of social legacy projects implemented.

5 5 5 5

Beneficiation package implemented as per land claims identified

New Indicator New Indicator New Indicator Approved KNP land claimants Beneficiation

Package

Beneficiation package

implemented as per land claims

identified

Beneficiation package implemented as per

land claims identified

TBD

South African N



STRATEGIC OBJECTIVE 7: ENHANCED AWARENESS AND SKILLS

Performance indicators Audited/ Actual Performance Estimated Performance Medium-term targets

2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

Total Number of Participants in Environmental Education Programme

213 744 215 338 205 815 *** Reduced to 208 000 218 000 218 000 218 000

Total Number of Free Access Entrants during SANParks week and other planned events

53 251 53 028 62 312 Register has been compiled of all free entrance events.

77 340 (This figure has been taken from actual

performance captured on room seeker)

80 000 81 500 82 000

STRATEGIC OBJECTIVE 8: ENHANCED STAKEHOLDER ENGAGEMENT


2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

Total Number of Proactive Media Engagements

New Indicator Media releases: 42 239 Media Articles = 150 Media Releases = 160 Media Releases = 170

Media Releases =

175

Media Events: 21 126 Media Events: 10 Media Events: 10 Media Events: 15 Media Events: 20

Media Reputation rating New indicator New Indicator Positive/Neutral > 99%

Positive/ Neutral > 95% Positive/ Neutral > 95%

Positive/ Neutral > 95%

Positive/ Neutral >

95%

% of PAIA Requests Responded to within time frames

New indicator New indicator 100% 100% 100% 100% 100%

South African N



STRATEGIC OBJECTIVE 9: Adequate, appropriately skilled, transformed and diverse human capital


Medium-term targets

2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

% of Employees from Designated EE Groups Black as % of Management Women as % of Management; People with Disabilities; Total Male: Female Ratio

Woman of Management = 35.0% People

with disabilities = 1.2%

Black as % of Management =

56.4% ; Women as % of Management

= 36.1% People with Disabilities = 1.3% ; Total Male:

Female Ratio = 1.78:1

Black: 56.7% Women: 37,2 % PwD: 2.1% Total Male to Female

Ratio: 1:0.6


60% Women as % of Management = 50% People with Disabilities = 2%

Total Male to Female Ration:1:0.8


60% Women as % of Management= 42 % People with Disabilities = 2%



60% Women as % of Management= 45% People with Disabilities = 2%



60% Women as % of Management=

45%People with

Disabilities = 2%Total Male to Female

Ration:1:0.8

% of Employees Meeting Minimum Educational Requirements (C and Upper)

New Indicator 96% 74% 75% 75% 75% 75%

% of payroll spent on the Skills Development Programme

New Indicator New Indicator 0,29% 1% 1, 3% 2% 2%

STRATEGIC OBJECTIVE 10: Conducive Working Environment


2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

% Staff Turnover New Indicator ≤ 5% 4,2 % ≤ 5% ≤ 5% ≤ 5% ≤ 5%

% Success Rate at CCMA New Indicator 85% 100 % 85% 85% 85% 85%

% reduction in average number of sick leave days taken annually per capita

New Indicator 2% reduction 1.57 average days

2% reduction 2% reduction 2% reduction 2% reduction

South African N



STRATEGIC OBJECTIVE 11: Optimised business processes and knowledge management Systems


2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

Total number of business processes reviewed


Mapped: 5 (cumulative); Automated: 5 (cumulative)

Mapped = 4 Automated = 4



Mapped = 4

Automated = 4

Number of ICT Strategy projects implemented


4 4 4 4 4

STRATEGIC OBJECTIVE 12: Accountable Corporate Governance

Performance indicators Audited/Actual Performance Estimated Performance Medium-term targets

2015/16 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

% Compliance with Governance Requirements

100% 100% 100% 100% 100% 100% 100%

STRATEGIC OBJECTIVE 13: Financial Sustainability


2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

Income-to-Cost Ratio 1:12 1:11 1.11: 1 1:1 1:1 1:1 1:1

% Expenditure Budget Variance 3% -21% 3% ≤ 0% ≤ 0% ≤ 0% ≤ 0%

Direct HR cost as % of Total Costs 56% 63% 52% 53% ≤ 53% ≤ 53% ≤ 53%

Own revenue generated as % of Total Revenue

New Indicator New Indicator 82% 70% 72% 75% 75%

Average number of days: Debtor collection

New Indicator New Indicator 25 ≤ 30 ≤ 30 ≤ 30 ≤ 30

Average number of days: Creditor payment

New Indicator New Indicator 29 ≤ 30 ≤ 30 ≤ 30 ≤ 30

Total Revenue (cash and in kind) generated from Fundraising per annum

New Indicator New Indicator R17, 122,662 R50,4 million R50,4 million TBD TBD

South African N



ANNUAL PERFORMANCE PLAN (INCL. ANNUAL & QUARTERLY TARGETS, ENABLING CONDITIONS, AND MEANS OF VERIFICATION



Baseline 2017/18 (Forecast)

Annual Target 2018/19

Quarterly Targets Enabling Conditions/ Resource Considerations

Evidence ( Means of Verification)

1.1 Total Area Added to National Parks

Terrestrial = 3715 ha 2395 ha Q1: Implementation plan for 2018/19 developed

Adequate financial resources; Successful negotiations with land-owners

Valuation Reports; Negotiation Reports; Quarterly reports; Purchase agreements; Total Area Added to National Parks

Q2: 100% delivery of planned activities as per implementation plan

Q3: 100% delivery of planned activities as per implementation plan

Q4: The agreements for 2395 ha completed

1.2 Provide inputs towards the establishment of three MPAs

Marine = 0 km2 Engage, provide inputs and give technical input as required by DEA and Phakisa Task team, and other processes towards declaration of SANParks MPAs Robben Island Namaqua Addo Elephant

Q1: Engage, provide inputs and give technical input as required by DEA and Phakisa Task team, and other processes towards declaration of SANParks MPAs

Open to variability depending on the role of and progress made with government departments and key stakeholders. The availability of resources for the implementation of the proposed MPAs

Quarterly and annual reports, evidence of engagements, comments and response documents




1.3 % implementation of annual State of Biodiversity Management (SoB) improvement plan.

State of Biodiversity (SoB) Baseline determined

100% implementation of SoB improvement plan.

Q1: Development of the SoB annual improvement plan implementation plan

Adequate Human CapitalAdequate financial resources

Improvement measures consolidated for each park Engagement with parks through science management meetings Minutes and other possible forums / meetings /correspondence

Q2: - 100% delivery of planned activities as per improvement plan

Q3: - 100% delivery of planned activities as per improvement plan

Q4: 100% completion of the annual improvement plan

South African N









1.4 % of National Parks assessed with a METT Score of above 67%

≥ 67% 77% of National Parks assessed have a METT score of ≥ 67%

Q1: Compilation of the METT SA 3 Report Adequate Human Capital;Adequate financial resources

Quarterly Progress reports; METT Assessment Report Q2: Identification of park-specific improvement

measures based on the Report

Q3: 100% of improvement measures implemented

Q4: 100% of improvement measures implemented

1.5 State of Area Integrity Assessments (SoAIM)

State of Area Integrity Baseline determined

>- 2.8 ( Park) > -3.2 (KNP)

Q1: Undertake SoAim Assessments in 10 parks to determine baseline.

Adequate Human Capital; adequate financial resources

SoAim Assessments undertaken:18 Parks – 45 Sections KNP - 22 SectionsAssessment reports with corrective actions. Annual Progress Report

Q2: Undertake SoAim Assessments in 9 parks to determine baseline for all parks.

Q3: Identify corrective actions for all parks and report against progress.

Q4: Report against progress for identified corrective measures/actions.

1.6 % Reduction of fossil fuel generated energy consumption in Parks

Readiness audit of 5 identified parks and prepare for baseline determination for subsequent year

Readiness audit of 4 identified parks. Prepare for baseline determination for five parks (17/18). 2% Reduction on 16/17 baseline for three parks

Q1: Identify four parks for readiness audit. Baseline determination for five parks. 2% Reduction of energy consumption for three parks.


Quarterly Reports; Energy Audit and baseline Report.

Q2: Initiate audit in two parks. Baseline determination for five parks. 2% Reduction of energy consumption for three parks.

Q3: Initiate audit in two parks. Baseline determination for five parks. 2% Reduction of energy consumption for three parks.

Q4: Technical report: Identified parks & baseline information for five parks measured in 2017/2018 2% reduction in Energy Consumption for three parks

1.7 % Reduction of fossil fuel generated energy consumption in Kruger



Q1: 2% reduction on baseline for Kruger




South African N









1.8 % Reduction of water consumption in Parks

Readiness audit of 5 identified parks and prepare for baseline determination for subsequent year.

Readiness audit of 4 identified parks. Prepare for baseline determination for five parks (17/18). 2% Reduction on 16/17 baseline for three parks.

Q1: Identify four parks for readiness audit. Baseline determination for five parks. 2% Reduction of water consumption for three parks.


Quarterly Reports; Water consumption Audit Report and baseline Report approved by EXCO

Q2: Initiate audit in two parks. Baseline determination for five parks. 2% Reduction of water consumption for three parks.

Q3: Initiate audit in two parks. Baseline determination for five parks. 2% Reduction of water consumption for three parks.

Q4: Technical report: Identified parks & baseline information for five parks measured in 2017/2018 2% reduction in Water Consumption for three Parks.

1.9 % Reduction of water consumption in Kruger







South African N



STRATEGIC OBJECTIVE 2: EFFECTIVELY MANAGED ECOSYSTEM, SPECIES AND CULTURAL HERITAGE MANAGEMENT



Annual Target 2018/19 Quarterly Targets Enabling Conditions/ Resource Considerations


2.1 Total Hectares of Land Rehabilitated / Restored

Initial: 38 537 ha Initial = 33 195ha Q1: 6 639 ha. Timely approval of project plans; Adequate budget

Quarterly SANParks and EPWP reports;Q2: 14 938 ha.

Q3: 24 896 ha.

Q4: 33 195 ha.

Follow up = 209 630 ha (Including alien

vegetation clearing, erosion rehabilitation &

bush encroachment)

Follow up = 199 381ha Q1: 31 174 ha. Timely approval of project plans; Adequate budget

Quarterly SANParks and EPWP reports;Q2: 89 721 ha.

Q3: 149 536 ha.

Q4: 199 381 ha.

Wetlands = 6 600m³ (26 sites)

Wetlands = 5 980m³ Q1: 897 m³ Timely approval of project plans; Adequate budget

Quarterly SANParks and EPWP reports;Q2: 2 392 m³

Q3: 4 186 m³

Q4: 5 980 m³

2.2 Total Number of Park Management Plans Reviewed and Submitted per annum

2 Draft/ Revised Management Plans for Kruger and Richtersveld

National Parks submitted to DEA for

technical review

2 draft revised management plans for GRNP + MPNP

submitted to DEA for technical review

Q1: Desired state and hierarchical objectives for GRNP and MPNP completed.

Adequate Human Capital Quarterly Reports; Draft Management Plans and Submission Letters to DEA

Q2: Lower level plans for GRNP and MPNP completed

Q3: Draft revised PMPs for GRNP and MPNP prepared for stakeholder participation

Q:4 Draft revised PMPs for GRNP + MPNP submitted to DEA for technical review

2.3 % reduction in recorded rhino poached in the KNP

2% reduction (YoY) 2% reduction (YoY) Q1: 0.5% decrease Adequate Human and Financial Resources

CMORE Report; EMI Annual ReportQ2: 0.5% decrease

Q3: 0.5% decrease

Q4: 0.5% decrease

2.4 % reduction in recorded elephant poached in the KNP

2% reduction (YoY) 2% reduction (YoY) Q1: 0.5% decrease Adequate Human and Financial Resources

CMORE Report; EMI Annual ReportQ2: 0.5% decrease

Q3: 0.5% decrease

Q4: 0.5% decrease

South African N








2.5 Number of rhinos poached per annum in 6 Rhino Parks (other than KNP)

0 0 – 2 Q1: Variable Adequate Human and Financial Resource

Quarterly performance reports; EMI annual report

Q2: Variable

Q3: Variable

Q4: Between 0-2

2.6 % Implementation of the Annual Rhinoceros Plan

100% Implementation of the Annual Rhinoceros Plan

100% Implementation of the Annual Rhinoceros Plan

Q1: Development of the annual Rhinoceros Plan Adequate human and financial resources

Annual Implementation Plan with predetermined quarterly activities ; Quarterly and Annual Performance Reports

Q2: 100% implementation of planned quarterly activities


Q4: 100% implementation of planned annual activities

2.7% Implementation of the Annual Elephant Plans

New Indicator 100 % Implementation of the Annual Elephant Plans

Q1: Development of the annual Elephant Plan Adequate Human and Financial Resource

Quarterly performance reports; annual Elephant Plan and Annual Report



Q4: 100% implementation of planned annual activities

2.8 % Increase in SANParks EMI fines (J534) (+total) and arrests for key spp (+total)

2% increase year-on-year arrests for Key species.

2% increase year-on-year in SANParks EMI arrests for Key species.

Q1: YOY Baseline +2 % Adequate Human Capital; adequate financial resources.

Quarterly Performance ReportQ2: YOY Baseline +2 %

Q3: YOY Baseline +2 %

Q4: YOY Baseline +2 % Adequate Human Capital; adequate financial resources.

Quarterly Performance Report

South African N








2.9 % progress against the Annual Biodiversity Monitoring Plan

≥ 95% implementation of planned annual biodiversity monitoring activities

≥ 95% implementation of planned annual biodiversity monitoring activities

Q1: Development of the annual biodiversity monitoring plan

Adequate human and financial resources Unforeseen natural events or other logistical limitations

Annual Biodiversity Monitoring Plan, Quarterly performance and Annual repots

Q2: ≥ 95% implementation of planned quarterly biodiversity monitoring activities

Q3: ≥ 95% implementation of planned quarterly biodiversity monitoring activities

Q4 :≥ 95% implementation of planned annual biodiversity monitoring activities

2.10 % Implementation of SANParks Wildlife Utilisation Strategic Plan

100% Delivery of planned annual activities as per Wildlife Utilization Strategic Plan

100% Delivery of the Annual Wildlife Utilisation Plan

Q1: 100% Delivery of planned quarterly activities

Adequate human and financial resources

Quarterly performance reports; Draft Strategy and consultation report; Final Strategy and Board minutes



Q4: 100% Delivery of planned annual activities

2.11 % implementation of Cultural Heritage Management Plan

100% implementation of annual activities in the Cultural Heritage Management Plan

100% Implementation of activities in the Annual Cultural Heritage Implementation Plan

Q1: Development of cultural Heritage annual implementation plan

Adequate human and financial resources

Quarterly and Annual Performance reports, Annual implementation plan

Q2: 100% Implementation of planned quarterly activities

Q3:100% Implementation of planned quarterly activities

Q4: 100% Implementation of planned annual activities

South African N



STRATEGIC OBJECTIVE 3: ENHANCED KNOWLEDGE FOR DECISION MAKING:

Performance Indicator Baseline 2017/18(Forecast)


Quarterly Targets Enabling Conditions/Resource Considerations

Evidence (Means of Verification)

3.1 % of research projects relevant to SANParks key issues

≥ 75% ≥ 75% of registered projects rated as essential or important

Q1: ≥ 75% Adequate human and financial resources SANParks to be desirable research destination Research infrastructure in Parks Funding conditions of external academic partners /

Data base of registered research projects Q2: ≥ 75%

Q3: ≥ 75%

Q4: ≥ 75%

3.2 Total Number of Peer Reviewed SANPARKS Research Publications

30 ≥ 30 Q1: Variable Adequate human andfinancial resourcesCarrying scientific publication costs at a variety of national and internal journals

Publication data base; PDF copies of publications and or ScientificJournals websites

Q2: Variable

Q3: Variable

Q4: ≥ 30 publications (total cumulative for the year)


Performance indicators Baseline 2017/18 (Forecast)




4.1 % growth in Tourism Revenue (YoY)

10% + 8% Q1: +8% YoY Responsible Tourism Strategy; new revenue generating products implemented

Financial Statements

Q2: +8% YoY

Q3: +8% YoY

Q4: +8% YoY

4.2 Total Number of Visitors to National Parks

3% Y0Y) on actuals

+3% YoY vs 2017/18 Q1: +3% YoY Responsible Tourism Strategy; Effective Marketing; Maintenance of Infrastructure

RoomSeeker and Manual ReportsQ2: +3% YoY

Q3: +3% YoY

Q4: +3% YoY

4.3 % Growth in Total Number of local Black Visitors

2% YoY increase on actuals

+3% YoY vs 2017/18 Q1: +3% YoY Diversification of product; Responsible tourism strategy; Effective Marketing


Q3: +3% YoY

Q4: +3% YoY

4.5 % Growth in Over Night local Black Visitors



Q1: +4% YoY Diversification of product; Responsible tourism strategy; Effective Marketing


Q3: +4% YoY

Q4: +4% YoY

South African N








4.6 % Accommodation Occupancy

72,5% 75% Q1: 71% Diversification of product; Responsible tourism strategy; Effective Marketing

RoomSeeker and Manual ReportsQ2: 77%

Q3: 77%

Q4: 75%

4.7 Total No of Accommodation Unit Nights Sold

573,000 585,000 Q1: 140 000 Responsible Tourism Strategy; Effective Marketing; Maintenance of Infrastructure

RoomSeeker and Manual ReportsQ2: 305 000

Q3: 460 000

Q4: 585 000

4.8 Customer Satisfaction Index

82,1% 82% Q1: 82% Adequately skilled Human Capital; Implementation of Customer Service Improvement Strategy

Touchwood Report

Q2: 82%

Q3: 82%

Q4: 82%

STRATEGIC OBJECTIVE 5: Diversified and enhanced tourism opportunities and experiences





5.1 Total Number of Revenue Generating Products Implemented

12 12 Q1: 1 No EIA delays due to public resistance • Funding required • Market interest on PPP’s and Events • Sponsorship partnerships for event Implementation

Product development complete and available on SANParks reservations system • PPP Agreements Conclusion of Event sponsorship Agreement

Q2: 3 (cumulative: 4)



5.2 Total Number of Park Visitor Management and Interpretation Plans Implemented

6 : *3 Parks – Visitor Plans and 3 Interpretation

Plans

6 : *3 Parks – Visitor Plans and 3 Interpretation Plans

Q1: 1 Park and Hospitality management commitment and action from three target parks

6 : *3 Parks – Visitor Plans and 3 Interpretation PlansQ2: 2 (cumulative: 3)



South African N








6.1 Total Number of Full-time Equivalent Jobs Created

EPWP = 5225 EPWP = 5 904 Q1: 1181 Adequate Human and Financial Resources; Timeous approval of Project Plans

Performance Reports; Reports from DEA Project PortalQ2: 2362

Q3: 4133

Q4: 5904

6.2 Total Number of SMMEs / Enterprises Supported

EPWP = 430 cumulative EPWP: 400 SMMEs Q1: 360 Adequate Human and Financial Resources

Reports SED Strategy, EXCO Minutes; Board Committee Minutes

Q2: 400

Q3: 400

Q4: 400

6.3 Rand Value Spent on SMMEs through EPWP

R154 million R159 million Q1: R31.8 million Adequate Human and Financial Resources

Reports SED Strategy, EXCO Minutes; Board Committee Minutes

Q2: R63.6 million

Q3: R111.3 million

Q4: R159 million

6.4 Integrated Transformation Strategy (ITS) developed and approved

Integrated Transformation Strategy

Developed

Integrated Transformation

Strategy developed and approved

Q1: Tender awarded to consultants to develop the ITS

Adequate Human and Financial Resources

Reports SED Strategy, EXCO Minutes; Board Committee MinutesQ2: Desktop analysis completed

and interviews with relevant stakeholders commenced.

Q3: Draft ITS submitted for approval

Q4: ITS approved

6.5 Total Number of Green & Blue Economy Project Implemented

3 Green Economy Projects

3 Green Economy Projects

Q1: Prospective participants for the development of the business entity identified


Reports Implementation Plan for Green and Blue Economy Projects; Quarterly and Annual Performance Reports Q2: Capacity building for

prospective entities completed

Q3: Business entities for each project established

Q4: 3 Green economy projects implemented

South African N








6.6 Number of social legacy projects implemented

5 5 Q1: Tender processes initiated Adequate Human and Financial Resources

Quarterly and Annual Performance Reports; Project Launch reports

Q2: Tenders awarded

Q3: Construction commenced

Q4: 5 social legacy projects implemented

6.7 Beneficiation package implemented as per land claim identified

Approved KNP land claimants Beneficiation Scheme.

Beneficiation package implemented as per land claims identified

Q1:Community Consultation with identified communities


Quarterly and Annual Performance Reports; Land claimants meeting minutes Q2: Community Consultation

with identified communities

Q3: Beneficiation Scheme to EXCO for EXCO recommendation to the Board for approval

Q4: Beneficiation scheme approved by the Board and implemented as per land claim/s identified

STRATEGIC OBJECTIVE 7 : Enhanced awareness and skills





7.1 Total Number of Participants in Environmental Education Programme

208 000 218 000 Q1: 54 500 Adequate Human and Financial Resources

Quarterly and Annual Performance ReportsQ2: 130 800

Q3: 139 200

Q4: 218 000

7.2 Total Number of Free Access Entrants during SANParks week

54 000 80 000 Q1: N/A Adequate Human and Financial Resources; System for recording Free Access Entrants entering on mass

Room Seeker and Manual ReportsQ2: 80 000

Q3: N/A

Q4: N/A

South African N



EGIC OBJECTIVE 8: Enhanced Stakeholder engagement





8.1 Total Number of Proactive Media Engagements

Articles = 125 Media Releases: 160 Q1: 40 Adequate financial and human resources; publication of submitted articles

Quarterly and Annual Performance Reports; published

articlesQ2 40

Q3: 40

Q4: 40 ( 160 cumulative)

Media Events = 10 Media Events = 12 Q1: 2 Adequate financial and human resources

Quarterly and Annual Performance ReportsQ2: 4

Q3: 4

Q4: 2

8.2 Media Reputation rating



Q1 Positive/Neutral >95 Adequate financial and human resources, pro-active media engagement

Reputational Database and Online ReportQ2 Positive/Neutral >95

Q3 Positive/Neutral >95

Q4 Positive/Neutral >95

% of PAIA Requests Responded to within time frames

100% 100% Q1: 100% Adequate financial and human Resources

PAIA Register

Q2: 100%

Q3: 100%

Q4: 100%

South African N



STRATEGIC OBJECTIVE 9: Adequate, appropriately skilled, transformed and diverse human capital



Quarterly Targets Enabling Conditions/Resource Considerations


9.1 % of Employees from Designated EE Groups: Black as % of total Management

Black = 60% Black = 60% Q1 : 58.3 Implementation of EE Plan and recruitment strategy Aligned to national targets

Human Capital Management Reports; EE ReportQ2: 58.9

Q3 : 59.4

Q4: 60.0

9.2 % of Employees from Designated EE Groups Women as % of total Management

Women = 50% Women = 40% Q1 : 38.5%

Q2 : 39%

Q3 : 39.5%

Q4 : 40%

9.3 % of Employees from Designated EE Groups: People with Disabilities as a % of all employees

PwD = 2% PwD = 2% Q1 : 1.8%

Q2 : 1.9%

Q3 : 2.0%

Q4: 2.0%

9.4 % of Employees from Designated EE Groups: Total Male: Female Ratio of all employees

M:F ratio: 1:08 M: F ratio: 1:08 Q1: 1:05

Q2: 1:06

Q3: 1:07

Q4: 1:08

9.5 % of Employees Meeting Minimum Educational Requirements (C and Upper) (HCM)

75% 75% Q1: 75% Adequate Human and Financial Resources; Implementation of Skills Development Plan

Human Capital Management Quarterly and Annual Reports

Q2: 75%

Q3: 75%

Q4: 75%

9.6 % of payroll spent on the Skills Development Programme (HCM)

1% 1.3 % Q1: Procurement processes for training finalised

Adequate Human and Financial Resources; Implementation of Skills Development Plan (National Skills , budget)

Skills Development Plan; Human Capital Management Quarterly and Annual Reports; SANParks Financial Reports (Portal Tracking System)

Q2: Training conducted as per plan

Q3: Training conducted as per plan

Q4: 100% of the annual target of 1.3 %

South African N



STRATEGIC OBJECTIVE 10 : Conducive Working Environment





10.1 % Staff Turnover ≤ 5% ≤ 5% Q1: ≤ 5% Adequate Human and Financial Resources; Implementation of Vacancy Management and Retention Plan

Human Capital Management Quarterly and Annual ReportsQ2: ≤ 5%

Q3: ≤ 5%

Q4: ≤ 5%

10.2 % Success Rate at CCMA

85% 85% Q1: 85% Management compliance with grievance and disciplinary policies; adequate Human and Financial Reports

Human Capital Management Quarterly and Annual Report;

CCMA reportsQ2: 85%

Q3: 85%

Q4: 85%

10.3 % reduction in average number of sick leave days taken annually per capita

2% reduction 2% reduction Q1: 2% reduction Adequate financial and human resources; VIP functional, measure morale

Quarterly and Annual HCM Reports; VIPQ2: 2 % reduction

Q3: 2% reduction

Q4: 2% reduction

STRATEGIC OBJECTIVE 11: Optimised business processes and knowledge management Systems





11.1 Total number of business processes reviewed



Q1: Mapped 1; Automated 1 Adequate Human and Financial Resources; ICT systems (based on client request/ need?

COO Quarterly Reports; ERDMS Audit ReportsQ2: Mapped 1; Automated 1

Q3: Mapped 1; Automated 1

Q 4: Mapped 1; Automated 1

11.2 Number of ICT Strategy projects implemented

4 4 Q1: 1 Adequate Human and Financial Resources

ICT Strategy Implementation Plan; ICT Quarterly and Monthly Reports

Q2: 1

Q3: 1

Q4: 1

South African N



STRATEGIC OBJECTIVE 12: Accountable Corporate Governance





% Compliance with Governance Requirements

100% 100% Q1: 100% Human and Financial Resources

Governance Compliance Tracking System; DEA / Treasury Submissions;

DEA Governance FrameworkQ 2: 100%

Q3: 100%

Q4: 100%

STRATEGIC OBJECTIVE 13: Financial Accountability





12.1 % Compliance with Governance Requirements

100% 100% Q1: 100% Human and Financial Resources

Governance Compliance Tracking System; DEA / Treasury Submissions;

DEA Governance FrameworkQ 2: 100%

Q3: 100%

Q4: 100%

South African N



STRATEGIC OBJECTIVE 13: Financial Accountability





13.1 Income-to-Cost Ratio

1:1 1:1 Q1: 1:1 Financial System Financial Reports

Q2: 1:1

Q3: 1:1

Q4: 1:1

13.2 % Expenditure Budget Variance

≤ 0% ≤ 0% Q1: ≤ 0% Financial System Financial Reports

Q2: ≤ 0%

Q3: ≤ 0%

Q4: ≤ 0%

13.3 Direct HR cost as % of Total Costs

≤ 53% ≤ 53% Q1: ≤53% Financial system; conducive salary

Financial Reports

Q2: ≤53%

Q3: ≤53%

Q4: ≤53%

13.4 Own revenue generated as % of Total Revenue

70% 72% Q1: 72% Income generating projects; Fund raising; effective

marketing

Financial Reports

Q2: 72%

Q3: 72%

Q4: 72%

13.5 Average number of days: Debtor collection

≤ 30 ≤ 30 Q1: ≤30 Adequate human and Financial resources

Financial Reports

Q2: ≤30

Q3: ≤30

Q4: ≤30

13.6 Average number of days: Creditor payment

≤ 30 ≤ 30 Q1: ≤30 Adequate human and Financial resources

Financial Reports

Q2: ≤30

Q3: ≤30

Q4: ≤30

13.7 Total Revenue generated from Fundraising per annum

R50,4 million R50,4 million Q1:R12.6 million Human Resources; Fund Raising Strategy

Quarterly and Monthly Reports; Financial SystemQ2:R12.6 million

Q3:R12.6 million

Q4:R50.4 million


PART C


7. Link to other plans

7.1 RISK MANAGEMENT

Risk management forms an integral part of the organisational strategic management. It is the process where the organisation both methodically and intuitively addresses the risk attached to the activities with the goal of achieving sustainable benefit within each activity and across the portfolio of activities. SANParks has adopted an Enterprise Risk Management (ERM) approach and this has become an integral part of sound organisational management and enables management to effectively deal with uncertainly and associated risk and opportunity, enhancing the capacity to build value. SANParks risk management framework dictates that risks are assessed at least biannually within the context of legal and regulatory requirements, economic climate, operating environment and strategic objectives, the results of which are used to ensure that the level of risk accepted remains within the risk appetite of the organisation. The framework also ensures that appropriate reporting is done at management and Board level

STRATEGIC OBJECTIVES

STRATEGIC RISK

RISK CONSEQUENCE MITIGATION PLAN

SO 2: Effectively managed eco-system, species and cultural heritage assets

Threat to bio-diversity – Escalating wildlife crime on key species

Depleting species/ecosystemsDecline in tourism numbersLoss of reputationRevenue lossVisitor and employee safety compromisedArea Integrity compromised

1. Ops Rhino Joint Operations ongoing with SANParks, SAPS & SANDF units deployed in the KNP; 2. Ongoing development of Alliance partnerships & protocols both along western and eastern (Moz) boundaries of KNP; 3. State of Area Integrity Management (SoAIM) assessments to establish baseline scoring ongoing and remedial action implemented; 4. Rhino Management Strategy being implemented; 5. Safety & Security Low Level Plan completed and included in KNP Management Plan; 6. Early detection Technologies including WASS Radar, Fence Mounted Seismic System, Magnetic Detection System, River Gap Detection system and Gate Access Control Systems (Additional budget still necessary); 7. Deployment of K9 at Gates & Reaction follow up operations; 8. Enhanced air support night capability; Implementation of Integrity management Policy & SOP’s; 9. Implementing ongoing P&C - education programs in communities; 10. Implementation of SANParks Safety & Security Strategy; Implementation of Strategy which will include: a. Compiling Park specific Safety & Security Plans; b. Develop & implement strategic interventions; c. Monitor & Evaluate interventions; d. Ongoing Technology researched, developed and deployed to assist in the management of wildlife crime incidents, collecting of data and transforming it to intelligence, management and prevention of incidents 11. Implementation of Ranger Capacity Building Strategy



STRATEGIC RISK



Wildlife Diseases:Inability to translocate or sell wildlife from National Parks with a health risk to other animals, staff and visitors

Stand-still notice and/or quarantine issued by State Vet DepartmentInability to generate income from wildlife salesNo movement of wildlife out of National ParksNegative effect on tourist experience Health of staff working in bomas compromisedLoss of reputation

1. Stand still notice issued on affected National Parks. 2. Application of quarantine regulations to affected National Parks. 3. Disease testing of animals in bomas. 4. Culling operation instead of live sale from National Parks 5. Disease Action Plan with State Vet Department. 6. To upgrade quarantine facilities at bomas. 7. To develop a Standard Operating Procedures for Treatment of Disease Animals. 8. Provide OHS clothing to boma staff.

SO 11: Optimised business processes and knowledge management systems

Inadequate Enterprise Applications:Lack of enterprise applications in support of information management. Enterprise Applications developed on legacy technology platforms.

Loss of informationNo single repository for informationPoor intra-organisational communication.Poor business efficiencyLoss of revenueAccess to timeous/accurate informationReputational RiskDevelopment of ineffective work-around

1. Information Maintained on multiple systems. 2. Automating of processes on the Business Process Management technology platform. 3. Implementation of IT Strategy


Poor Infrastructure Maintenance

Poor reputation. Drop in visitor numbers. Loss of revenue. Safety of visitors and staff Staff morale (i.e. housing)

1. Capital Development Plan for 5 Years - Infrastructure 2. Technical Services Capacity & skills development 3. Enhanced reporting on maintenance spent 4. Condition assessment of infrastructure (Roads Pavement Management System) Buildings & Services to be addressed 5. Improved planning and project management - skilled workforce. 6. Proper contractor management. 7. Annual increase on baseline amount in addition to inflation increases. 8. Lobbing with DEA to sustain grant funding 9. Reduce turnaround time on SCM and contracting processes



STRATEGIC RISK


SO 10: Conducive working environment

Compromised Ranger health and wellness due to increasing militarisation of ranger corps in KNP

Labour unrest. Employee wellness compromised. Ineffective law enforcement.

1. Implementation of Ranger Services Ranger Wellness Plan. 2. Approval & Implementation of the Game Rangers Association of Africa (GRAA) Pro-active support programme (EXCO 17/11) - through provision of Psychologist etc. 3. Sustainable livelihoods post retirement. 4. Working with Department of Human Settlements for permanent residence. 5. Honorary Ranger’s providing support to Ranger families. 6. Monthly Formal information exchange sessions RR interaction with SR’s (monthly) and SR interaction with FR’s (monthly); 7. Psychological Support facility in place and operational for general support and for all post shooting incidents; 8. Sky JOC Ops Room operational 24/7 for emergencies; 9. Ongoing FR First Aid training interventions; 10. Ongoing Firearm training as per Legal requirement; 11. All FR’s have been issued with Bullet Proof jackets & have them available when required; 12. Improved Radio communications 13. External Emergency Medical Services (EMS) (Nelspruit) available to assist day time medical evacuations; 14. SANParks Helicopters equipped & pilots trained for night flight operations to assist medical evacuations;

1. Legal Rep Service Provider contracted in to provide: a. Dedicated & consistent support; b. Quarterly “Roadshows” with Regional Rangers; c. Training (Rules of Engagement & Legal aspects entrenched in all Ranger training curricula, both Basic and Advanced)2. Engagement with Legal Services for assisting to remedy the current situation with Wellness service provider - advice on possible action to terminate contract for non-performance.3.Implement Succession Planning for Rangers to ensure that they are retrained when they reach age 55 and transferred to sections that are not physically demanding4. HCM to explore possibility of ‘one ranger corps’. Possible rotation plan of ranger corps



STRATEGIC RISK


SO 8: Enhanced Stakeholder Engagement

Breakdown in relationship of Neighboring communities

Blocking access to the parks. Increased poaching. Public disturbances. Loss of protection and cooperation. Negativity between affluent and poor communities. Adverse decisions in court cases. Death/injuries of community members/Ranger in anti-poaching activities.

1. Re-evaluation of the target groups and relevant content of the Environmental Education programmes (children vs. adults target programs) 2. Identify evaluation method to determine impact of Environmental Education programmes - survey. 3. Re-constitute park forums. 4. Improve communication - Annual Forum meetings (AGM) 5. P&C and SED focus need revision - workshops 6. Implementation of Socio-Economic Development Strategy 7. Development of the Integrated Transformation Strategy (Enterprise Development Strategy) to further assist to ensure benefits flows to communities a. Due Diligence Audit on awarded contracted tenderers to ensure appointments made from communities. 8. Align lower-level Park Management Plans with gap mitigation. 9. Review, amend and implement - APP’s (and KPA’s).

10. Implementation of Environmental Education programmes. 11. Sustainable use programs (harvesting of firewood, thatching grass/reeds, sour figs, etc.)12. Community beneficiation plans (Land Claims).13. Stakeholder engagement plans.14. Implementation of Wildlife Economy programs.15. Approved Socio-Economic Development Strategy

SO 9: Adequate, appropriately skilled, transformed and diverse human capital

SO 3: Enhanced knowledge for decision making

Inadequate skills, knowledge and experience of staff

Poor visitor experiences Decline in visitor numbers Poor science base for decision-making Poor performance Over-use of certain staff High turnover of staff Loss of loyalty Lack of sufficient contribution to the strategy

1. Annual Workplace Skills Plan; 2. SANParks Attraction and Retention Policy 3. Succession Planning Framework 4. Management & Leadership Development Initiative 5. Junior scientist programme 6. Ensuring all service providers are appropriately accredited. 7. Employee Bursary Programs. 8. MOU with Universities (Pull of conservationist readily available) 9. (Wits program); Executive Development and Coaching 10. Approved Attraction and Retention Policy. 11. HCM to implement the following Strategic Initiatives: - a. Learning and Development Strategy (Management & Leadership Development); b. Organisational Design Process c. Development of a Competency Framework.



STRATEGIC RISK



SO 6: Optimised contribution to the green and blue economy

SO 13: Financial Sustainability

Unsustainability of EPWP funding:Key component of mandate execution currently being funded by EPWP project funding with no guarantee of continuation

Degradation of biodiversity Reduced working capital for infrastructure Loss of job opportunities Loss of communities’ support

1. Optimising utilisation of funding. 2. Continued liaison with National Treasury and DEA. 3. Implementation according to approved Business Plans & Annual Plans of Operations 4. Park Management Plan Lower level rehabilitation plans for biodiversity projects 5. 5 Year Strategic Infrastructure Plan for infrastructure project prioritisation 6. Progress monitoring and evaluation 7. Re-packaging of the EPWP Funding request to DEA - aligned to DEA Objectives: a. To include SED related programmes such a Wildlife Economy b. Collaboration on broader initiatives (GEF- & Integrated Zone projects) 8. Project Advisory Committee meetings to inform communities on projects & progress 9. Quarterly Review meetings with DEA

South African N



7.2 PUBLIC PRIVATE PARTNERSHIPS

SANParks approaches its Commercialisation Strategy through implementation of the Public Private Partnerships (PPP), with an objective of reducing delivery costs, and improving service levels by focusing on core business competencies and leveraging private capital and expertise. The commercialisation strategy has yielded more than 40 contractual agreements with infrastructure developments worth over R758 million, a total revenue of R934 million as at 31 March 2017, and 2100 permanent decent jobs. It is also SANParks’ intention and an objective of job retention and creation that once the PPP agreement expires, such human capital will be absorbed within the organisation.

The following presents a list and a brief description of each public-private partnerships under SANParks management for the duration of the 5 year Strategic Plan.

Name of the PPP Purpose of the PPP Output of the PPP Current Value of Agreement (per annum)

Date when the Agreement Expires

Tinga Private Game Lodge – KNP

To source specialised skills to operate upmarket full service accommodation facilities which enables SANParks to access a broader market and additional funding

- Revenue generation - Diversification of tourism offering - Infrastructure upgrade R41 million - BEE and job creation, 89 jobs

R2,733,910 31 March 2024

Jock Safari Lodge – KNP To source specialised skills to operate upmarket full service accommodation facilities which enables SANParks to access a broader market and additional funding


R2,241,420 30 September 2021

Lukimbi Safari Lodge – KNP To source specialised skills to operate upmarket full service accommodation facilities which enables SANParks to access a broader market and additional funding


R1,540,834 30 September 2022

Imbali Safari Lodge – KNP To source specialised skills to operate upmarket full service accommodation facilities which enables SANParks to access a broader market and additional funding


R2,259,340 31 October 2022

Rhino Walking Safaris – KNP

To source specialised skills to operate upmarket full service accommodation facilities which enables SANParks to access a broader market and additional funding


R610,455 30 September 2023

Singita Lebombo – KNP To source specialised skills to operate upmarket full service accommodation facilities which enables SANParks to access a broader market and additional funding


R6,737,500 30 September 2023

South African N





Shishangeni Lodge – KNP To source specialised skills to operate upmarket full service accommodation facilities which enables SANParks to access a broader market and additional funding


R2,644,240 31 January 2025

Skukuza Airport - KNP To source specialised skills to manage the airport and provide scheduled flights to and from the airport which enables SANParks to access a broader market and additional funding

-Revenue generation - Tourism promotion - Infrastructure upgrade R25 million - BEE and job creation, 23 jobs

R879,483 31 May 2024

Gorah Elephant Camp – KNP To source specialised skills to operate upmarket full service accommodation facilities which enables SANParks to access a broader market and additional funding

- Revenue generation - Diversification of tourism offering - Infrastructure upgrades - BEE and job creation, 38 jobs

R1,295,735 31 December 2030

Kuzuko Lodge – KNP Land incorporation agreement for biodiversity purposes whilst generating income for conservation

-Land incorporation - Revenue generation - Diversification of tourism offering - BEE and job creation, 40 jobs

R337,000 30 September 2013

Riverbend Country Lodge – KNP

Land incorporation agreement for biodiversity purposes whilst generating income for conservation

-Land Incorporation - Revenue generation - Diversification of tourism offering - BEE and job creation, 24 jobs

R481,728 30 September 2079

Tintswalo Atlantic – TMNP To source specialised skills to operate upmarket full service accommodation facilities which enables SANParks to access a broader market and additional funding

- Revenue generation - Diversification of tourism offering - Infrastructure upgrades - BEE and job creation, 28 jobs

R382,901 30 September 2028

!Xhaus Lodge – KTP To promote the local economic development of the communities in the KTP and aid in poverty alleviation of such communities

- Community project, poverty alleviation - Diversification of tourism offering - BEE and job creation, 19 jobs

R80,000 30 April 2026

TMACC – TMNP To source specialised skills to operate tourism facilities at Cape Point and the Table Mountain aerial cableway in order to promote tourism and generate revenue

- Revenue generation - Tourism promotion - Infrastructure upgrades - BEE and job creation, 255 job

R26,369,900 25 November 2025 Tender process for the appointment of an operator to be concluded prior to termination for TMACC

South African N





Cape Point Lease To source specialised skills to operate tourism facilities at Cape Point in order to promote tourism and generate revenue

- Revenue generation - Tourism promotion - Infrastructure upgrades - BEE and job creation, 118 jobs

R2,445,600 30 June 2021. There is an option for the operator to request an extension at 6 months before termination for an additional 10 years, but SANParks is not obligated to extend

Roundhouse Restaurant – TMNP

To source specialised skills to operate restaurant facilities and to enable SANParks to focus on its core activity of conservation

- Improved efficiencies - Quality Service Delivery - Revenue generation - Infrastructure upgrades - BEE and job creation, 48 jobs

R185,088 31 August 2030

Quay 4 Restaurant – GRNP To source specialised skills to operate restaurant facilities and to enable SANParks to focus on its core activity of conservation

- Improved efficiencies - Quality Service Delivery - Revenue generation - BEE and job creation, 39 jobs

R645,270 28 February 2025

KNP Retail – Tigers Eye To source specialised skills to operate retail facilities and to enable SANParks to focus on its core activity of conservation


R25,322,957 1 February 2023

KNP Retail and Restaurant – Tshokwane Picnic site

To source specialised skills to operate retail and restaurant facilities and to enable SANParks to focus on its core activity of conservation


R98,400 1 October 2031

KNP Retail and Restaurant – Afsaal Picnic site

To source specialised skills to operate retail and restaurant facilities and to enable SANParks to focus on its core activity of conservation

- Improved efficiencies - Quality Service Delivery - Revenue generation - Infrastructure upgrades - BEE and job creation, 10 jobs anticipated

R206,400 1 October 2031

KNP Restaurants , Mopani Camp – Tindlovu


-Improved efficiencies - Quality Service Delivery - Revenue generation - Infrastructure upgrades - BEE and job creation, 30 jobs

R144,900 1 December 2022

KNP Restaurants, Berg en Dal – Tindlovu



R418,854 1 December 2023

South African N





KNP Restaurants, Skukuza Main Restaurant ,Cattle Baron Grilll and Bistro – Tourvest



R1,514,967 1 March 2024

KNP Restaurants, Lower Sabie Restaurant, Mugg and Bean – Aspigon 273 CC



R1,567,602 1 March 2024

KNP Restaurants, Pretoriuskop Restaurant, Wimpy – Aspigon 273 CC



R309,306 1 April 2024

KNP Restaurants, Satara Restaurant, Mugg and Bean – Ringgold Investments 477 (Pty) Ltd



R920,229 1 April 2024

KNP Restaurants, Olifants Restaurant, Mugg and Bean – Ringgold Investments 474 (Pty) Ltd



R578,832 1 May 2024

KNP Restaurants, Letaba Restaurant, Mugg and Bean – Ringgold Investments 470 (Pty) Ltd



R678,072 1 May 2024

Geelbek Restaurant – WCNP To source specialised skills to operate restaurant and retail facilities and to enable SANParks to focus on its core activity of conservation


R147,444 28 February 2018

Addo Shop – Tigers Eye To source specialised skills to operate retail facilities and to enable SANParks to focus on its core activity of conservation


R2,058,761 1 February 2023

South African N





Cattle Barron Grill and Bistro - Addo Elephant National Park



R1,115,151 31 March 2024

Tsitsikamma Shop – Tigers Eye

To source specialised skills to operate retail facilities and to enable SANParks to focus on its core activity of conservation


R1,015,672 1 February 2023

Cattle Barron Seafood - Tsitsikamma Section of the GRNP


-Improved efficiencies - Quality Service Delivery - Revenue generation - Infrastructure upgrades - BEE and job creation,50 jobs

R1,058,946 31 July 2024

Augrabies Shop & Restaurant – Quivertree

To source specialised skills to operate restaurant and retail facilities and to enable SANParks to focus on its core activity of conservation


R427,324 15 November 2022

Karoo Shop & Restaurant – Jan Viljoen

To source specialised skills to operate restaurant and retail facilities and to enable SANParks to focus on its core activity of conservation


R255,102 1 December 2023

Duinepos Chalets _ WCNP To source specialised skills to operate accommodation and conference facilities and to enable SANParks to focus on its core activity of conservation

Improved efficiencies - Quality Service Delivery - Revenue generation - Infrastructure upgrades - BEE and job creation, 6 jobs

R75,977 23 March 2019

Rhodes Memorial Tea Garden – Groote Schuur Estate –TMNP

To source specialised skills to operate restaurant and to enable SANParks to focus on its core activity of conservation

Improved efficiencies - Quality Service Delivery - Revenue generation - Infrastructure upgrades; BEE and job creation, 7 permanent jobs

R834,800 31 October 2020

Marakele Park (Pty) Ltd – Marakele National Park


-Land Incorporation - Revenue generation - Diversification of tourism offering - BEE and job creation,

R877,000 01 December 2030

Abseiling - TMNP To source specialised skills to operate activities and to enable SANParks to focus on its core activity of conservation

Improved efficiencies - Quality Service Delivery - Revenue generation - Infrastructure upgrades - BEE and job creation,05 jobs

R193,375 31 May 2020

South African N





Untouched Adventures – Tsitsikamma Section of the GRNP

To source specialised skills to operate activities and to enable SANParks to focus on its core activity of conservation

Improved efficiencies - Quality Service Delivery - Revenue generation - Infrastructure upgrades - BEE and job creation - BEE and job creation 6 permanent 8 temps

R274,373 01 June 2020

Kwakhanyisa Co – op To source specialised skills to operate activities and to enable SANParks to focus on its core activity of conservation

Improved efficiencies - Quality Service Delivery - Revenue generation - Infrastructure upgrades - BEE and job creation 19

R629,856 01 January 2021

Tsitsikamma Forest Income (various operators)



R629,856 The Canopy Tours Zipline Project tender has been completed and is at a stage where the PPP agreement is being signed. It is 10 Year agreement until 2027

Goudveld Tea Room To source specialised skills to operate restaurant and to enable SANParks to focus on its core activity of conservation

Improved efficiencies - Quality Service Delivery - Revenue generation - Infrastructure upgrades; BEE and job creation, 4 permanent jobs

R21,600 The agreement expires on the 30th November but will be extended by another year and four months to end on the 31st March 2017 whilst the PPP process is put in place

Canoe Trails – Augrabies Falls National Park



R9,953 Monthly

Gannaga Lodge – Tankwa Karoo National Park


-Land Incorporation - Revenue generation - Diversification of tourism offering - BEE and job creation,4 jobs

R23,320 Contract renewable every 2 years – extended with condition that either party can terminate within six months’ notice

Segways Bike Tours – Tsitsikamma Section of the GRNP



R81,900 Currently operating on a 5 year PPP agreement that expires on 1st June 2020

South African N





SPA facility – Skukuza Camp in the Kruger National Parks


Improved efficiencies - Quality Service Delivery - Revenue generation - Infrastructure upgrades - BEE and job creation, 10 jobs anticipated

R120,000 10 years from operation commencement (which will be within the next 6 months)

South African N



3.2 TECHNICAL INDICATOR DESCRIPTORS

Strategic Objective: SO 1: Improved, representative conservation estate

Indicator title Total Area Added to National Parks

Short definition

Our national parks systems remains biologically under-represented, fragmented and in many cases ecologically compromised. Some inclusions may be driven by economic or social objectives. Each parks desired expansion state have been set together with short term expansion plans as part of the park management planning process. Expansions to parks are through acquisition, contractual relationships, donations and co-management arrangements. This indicator focuses on the additions to the terrestrial -areas of our parks. Terrestrial expansions through acquisition will largely (given issues associated with availability, unpredictability of sellers, & opportunity) be aligned with national priorities in under-represented vegetation types and ecosystems as well as providing further habitat for threatened species such as rhinos and elephants.

Purpose/importance

The intention is to increase the national park estate through the acquisition of land to improve the parks suite of objectives mentioned above. To monitor and evaluate the addition to the park system in terms of the acquisition process (planning, identification, motivation, valuation, negotiation, acquisition or walk-away) and see how these acquisitions contribute to achieving national protected areas expansion targets and further the conservation of threatened species.

Source/collection of data Valuation Reports; Negotiation Reports; Quarterly reports; Purchase agreements, approved land inclusion plan

Method of calculation Absolute number of hectors

Data limitationsData is managed manually. Open to annual variability given willing buyer willing seller issues and the need to respond to opportunities. Prices of properties vary considerably depending upon size, demand (competition), habitat (productive verses unproductive), transformed verses untransformed, location and importance to the buyer (SANParks).

Type of indicator Output

Calculation type Absolute

Reporting cycle Annual

New indicator Amended Indicator

Desired performance Actual performance that is on target or higher than the targeted performance is desirable

Indicator responsibility Managing Executive: Conservation Services

South African N




Indicator title Inputs provided towards the establishment of new Marine Protected Areas

Short definition

The South African government has proposed the establishment of 22 new marine protected areas (MPAs) within South Africa’s Exclusive Economic Zone (EEZ), through the rollout of Operation Phakisa. These proposed MPAs have been designed to protect important marine ecosystems and habitats that are necessary to ensure the sustainability of South Africa’s marine living resources. Each MPA has set management objectives, and collectively they will increase South Africa’s formally protected ocean space from 0.5% to 5%. SANParks has been proposed as the Management Authority for at least three of these Marine Protected Areas.

Purpose/importanceThe purpose is to provide technical expertise and input towards the establishment of three new MPAs (namely Robben Island, Namaqua and Addo Elephant) in South Africa. These MPAs are adjacent to existing national parks and support SANParks’ legislative mandate.

Source/collection of data Quarterly and annual reports, evidence of engagements, comments and response documents.

Method of calculationDelivery measured by collaboration and inputs into the process towards establishing the Robben Island, Namaqua and Addo Elephant MPAs.

Data limitationsOpen to variability depending on the role of and progress made with government departments and key stakeholders. The availability of resources for the implementation of the proposed MPAs


Calculation typeCumulative, noting the inputs made to various processes towards the establishment of Robben Island, Namaqua and Addo Elephant MPAs.

Reporting cycle Annual

New indicator Amended Indicator

Desired performance Contribution made towards the establishment of the Robben Island, Namaqua and Addo Elephant MPAs adjacent to National Parks

Indicator responsibility Managing Executive: Conservation Services

South African N



Strategic Objective SO 1: Improved, representative conservation estate

Indicator Title % of National Parks assessed with a METT Score of above 67%

Short Definition

The METT is a nationally adapted international questionnaire assessing high level management effectiveness of protected areas. It identifies high level gaps or inadequacies in management at the protected area level. It provides a score for each park and an average for the 19 parks under SANParks jurisdiction. An average Management Effectiveness rating of (≥67%) indicates that parks are effectively managed.

Purpose/ImportanceTo assess at a high level the state of management effectiveness of national parks and identify gaps or areas for potential improvement

Source/Collection of Data Quarterly Progress reports and METT Assessment Report

Method of CalculationAs per METT-SA 3 rating system 77% of National Parks to achieve a METT score of ≥ 67%. Implementation of 100% of prioritised annual corrective measures

Data Limitation Data is not automated

Type of Indicator Outputs

Calculation Type The biennial METT assessment is non-cumulative. The prioritised corrective measures are cumulative.

Reporting Cycle Biennial for METT assessment. Annually, with progress reported quarterly, for annual corrective measures

New indicator Modified Indicator

Desired PerformanceAchieve a METT Score of ≥ 67% biennially and implement 100% of identified corrective measures annually Annually although progress is reported quarterly

Indicator Responsibility Managing Executive: Conservation Services

South African N



Strategic Objective SO 1: % implementation of annual State of Biodiversity Management (SoB) improvement plan.

Indicator Title State of Biodiversity Management

Short DefinitionA broad qualitative assessment of a park’s effectiveness in managing a suite of biodiversity related criteria. Biodiversity remains a difficult concept to consolidate into a single metric as biodiversity ranges from the gene through to populations and landscape scales and involves interrelated patterns and processes.

Purpose/Importance

To assess the effectiveness of SANParks’ management of biodiversity. The State of Biodiversity Management (SOB) is used as a mechanism to enhance effective and adaptive park management decision making on biodiversity related issues, clarifying the linkages between objectives and actions and providing a means of communicating the effectiveness of park management of its biodiversity assets in a transparent, repeatable manner across all national parks.

Source/Collection of Data State of Biodiversity Management Assessment Reports and SoB improvement plan

Method of Calculation As per prescribed rating system.

Data Limitation

A mixture of non-weighted multiple qualitative and quantitative metrics are used. Given that limited change is expected from annually, the SOB Management Assessment will be repeated every five years. Intermediate years will be used to engage with parks, identify and prioritise issues requiring attention. Engagements will be aligned with the review of Park Management Plans and Science Management Forums. With the SOB repeated every five years, the interim years will include an assessment of delivery of the SOB annual implementation plans. These would include the identification of criteria for attention by park and an assessment of their delivery as part of brief reports and an interim report in year three. This type of assessment remains a much evolving science given our growing understanding of biodiversity and how to measure it and as such the next assessment may take a different approach. Moreover, it is worth stating that although a percentage rating per park and average across parks may be produced the value of the assessment is the knowledge transfer and awareness of issues requiring attention.

Type of Indicator Output

Calculation Type Non-cumulative

Reporting CycleEvery 5 years, with interim years dedicated to feedback and adaptive changes assessed through the delivery against an annual SOB implementation plan. This delivery can be quarterly.

New Indicator Amended Indicator

Desired Performance State of Biodiversity Assessment Rating ≥ 50%


South African N




Indicator title State of Area Integrity Management Assessments (SoAim).

Short definition SoAim is a conservation assessment tool based upon indicators and verifiers in order to evaluate management of Safety, Security and Biodiversity for National Parks.

Purpose/importance This assessment ensures that people, systems, processes, and resources are in place to achieve the desired ecological and security requirements of a Park.

Source/collection of data Individual Park assessment reports

Method of calculation YoY increase on assessment results

Data limitations Excel format – manual capturing

Type of indicator Impact

Calculation type Non-cumulative

Reporting cycle Annually

New indicator No – Revised assessment tool.

Desired performance > 2.8 on a 5 point scale. 2017/2018 assessment baseline.

Indicator responsibility Managing Executives Operations (Parks & KNP)

South African N




Indicator title % Reduction of fossil fuel generated energy consumption.

Short definition Measurement of utilisation of fossil fuel consumption

Purpose/importance To reduce environmental footprint by increasing utilisation of renewable energy resources and improving energy efficiencies.

Source/collection of data Identified individual parks – based upon readiness.

Method of calculation % reduction on baseline (year on year)

Data limitations Manual recording system – metered




New indicator No

Desired performance 2% Reduction on baseline


South African N




Indicator title % Reduction of water consumption.

Short definition Measurement of utilisation of water.

Purpose/importance To reduce environmental footprint by improving water management efficiency

Source/collection of data Identified individual parks – based upon readiness.

Method of calculation % reduction on baseline (year on year)

Data limitations Manual recording system – metered




New indicator No

Desired performance 2% Reduction on baseline


South African N



Strategic Objective: SO 2: Effectively managed eco-systems, species and cultural heritage assets

Indicator title Total Hectares of Land Rehabilitated/Restored

Short definition Total size of terrestrial (including wetlands) protected areas rehabilitated of alien and invasive vegetation species and land restored, through the EPW Programme. This will involve new, follow-up and wetland areas planned each year.

Purpose/importance To improve state of biodiversity conservation in the national parks, while responding socio-economic challenges faced by local communities through job creation. SANParks corporate social investment initiations for job creation.

Source/collection of data DEA Project Reporting Portal and the Quarterly Performance Report.

Method of calculation Absolute Value (ha) for initial and follow-up restoration/rehabilitation. Absolute Value of m³ for obWetlands

Data limitations Data is in the DEA system


Calculation type Cumulative

Reporting cycle Quarterly

New indicator No

Desired performance To rehabilitate a cumulative area of more than 1 500 000 ha over a period of 5 years.

Indicator responsibility HOD: Socio-Economic Development

South African N



Strategic Objective SO 2: Effectively managed eco-systems, species and cultural heritage assets

Indicator Title Total Number of Park Management Plans Reviewed and Submitted

Short Definition The total number of Park Management Plans revised and submitted to DEA per annum for technical review

Purpose/Importance To monitor and improve the management of national parks as required by the organisations legislative mandate

Source/Collection of Data Quarterly reports, Draft management plans and Submission letters to DEA

Method of Calculation Absolute value

Data Limitation Data is managed manually


Calculation Type Annual target, which is achieved through cumulative quarterly progress towards overall target (i.e. submission of plan)

Reporting Cycle Annual but progress is reported quarterly

New Indicator Continues without change

Desired Performance 2 revised park management plans submitted to DEA for Technical Review per annum


South African N




Indicator Title % Implementation of the Annual Elephant Plans

Short Definition

SANParks manage the effects of elephants on conservation values, rather than elephant numbers. The ways elephants impact on value are largely through how they use landscapes which is influenced by availability of food, water, comfort resources and perceptions of danger. Management approaches thus focus on restoring or mimicking ecological processes such as water distribution, fire regimes, spatial environmental gradients and/or danger landscapes

Purpose/ImportanceThis indicator tracks progress in implementing actions identified in the annual elephant plans to enhance the conservation of elephants and manage the effects they have on various conservation values in 5 national parks.

Source/Collection of Data Quarterly performance reports, Annual Elephant Plan and Annual report

Method of Calculation [Number of implemented activities ÷ total number of prioritized quarterly activities] X 100%



Calculation Type Cumulative quarterly achievements towards achieving overall annual target

Reporting Cycle Annually although progress against identified actions is reported quarterly


Desired Performance 100% implementation of prioritised annual activities

Indicator Responsibility Managing Executive: Conservation Services, Managing Executive: Parks, Managing Executive: Kruger NP

South African N




Indicator Title % Implementation of the Annual Rhinoceros Plan

Short Definition

The Annual Rhinoceros Plan supports compulsory interventions that protect rhinos using zones with technology-lead, intelligence-based and rhino guardianships supported by robust legal systems and penalties. Biological management interventions use strategic removals and the creation of rhino strongholds to off-set poaching. Long-term sustainability interventions focus on sustainability options for people, creating sustainable demand and considering horn trade options when governance conditions are conducive. Game changing interventions integrate disrupting organized crime with creating opportunities for equitable benefit sharing with local stakeholders and neighbours. International and national cooperation underpins all four pillars.

Purpose/ImportanceTo restore and maintain viable populations of white and black rhino in national parks through best management practice in collaboration with national and regional conservation partners

Source/Collection of DataAnnual Implementation, Plan with predetermined, quarterly activities; Quarterly and Annual PerformanceReports

Method of Calculation [Number of implemented activities ÷ total number of prioritized annual activities] X 100%



Calculation Type Annual target is achieved through cumulative quarterly progress

Reporting Cycle Annually although progress is reported quarterly




South African N




Indicator Title % Progress Against the Annual Biodiversity Monitoring Plan

Short Definition The percentage of biodiversity monitoring actions achieved against planned deliverables

Purpose/ImportanceTo evaluate progress made on planned biodiversity monitoring initiatives. Outputs of these monitoring programmes contribute to improved documentation and understanding of biodiversity responses and/or changes

Source/Collection of Data Annual Biodiversity Monitoring Plan, Quarterly performance and Annual repots

Method of Calculation [Actual monitoring actions achieved ÷ Planned monitoring actions scheduled] x 100

Data Limitation

Data is not automated/ Monitoring actions may be influenced by changing natural circumstances (for example drought, fire or floods) and additional opportunistic monitoring may be required under such circumstances. This may lead to slightly altered prioritisation of resources during such times. In addition, availability of key resources can be a constraint to achieving specific monitoring actions (for example helicopter availability for a census, or reliance on external partners to effect certain programmes).


Calculation Type Cumulative quarterly achievements towards achievement of overall annual target



Desired Performance≥ 95% implementation of prioritised annual activities, although there may be some transferring of focus in response to unexpected natural events or resource constraints.


South African N




Indicator Title % Implementation of the Annual Wildlife Utilisation Plan

Short Definition

Wildlife management focuses on biodiversity, genetic diversity and promoting ecosystem processes that provide resilience. Conserving wildlife populations by maintaining, restoring or mimicking ecological processes, protecting species of special concern and reducing risks associated with damage-causing animals provide opportunities that can contribute to the Green Economy. Optimizing financial sustainability and contribution to socio-economic development maximizes income through wildlife sales and tourism, creating equitable and fair opportunities for wildlife use and participating in national wildlife economy plans, while reducing risks to the persistence of wildlife populations.

Purpose/Importance To enhance the conservation benefits from wildlife in national parks through sustainable utilization.

Source/Collection of Data Quarterly reports, census data, wildlife removal data

Method of Calculation [Number of implemented activities ÷ total number of prioritized annual activities] X 100%



Calculation Type Cumulative quarterly achievements towards overall annual target

Reporting Cycle Annual although progress is reported quarterly



Indicator Responsibility Managing Executive: Conservation Services and HOD: Socio Economic Development

South African N




Indicator Title % implementation of Cultural Heritage Management Plan

Short Definition

SANParks Cultural Heritage Management Plan provides leadership in enhanced cultural heritage resources management through identification, conservation, protection and awareness of South Africa’s diverse heritage for all South Africans. As such, the parameters that inform SANParks Cultural Heritage Management Plan include; (1) research, (2) public participation, (3) human capital management, (4) interpretation, (5) access, (6) documentation and mapping and (7) conservation and maintenance.

Purpose/ImportanceTo improve and maintain cultural heritage value and assets through management, monitoring and evaluation as require by the organisational legislative mandate (international & national).

Source/Collection of Data Quarterly and Annual Performance reports, Annual implementation plan

Method of Calculation [Actual activities implemented ÷ Planned Scheduled activities] X 100






Desired Performance Maintain 100% achievement per annum on all planned key deliverables and milestones, over a period of 5 years.

Indicator Responsibility Managing Executive: Conservation Services & Managing Executives: Operations (Parks & KNP)

South African N



Strategic Objective: SO 2: Effectively managed eco-systems, species and cultural heritage assets

Indicator title Reduced Environmental Crime

Short definition Reduction in fatalities of rhinos poached and poaching of other identified priority species.

Purpose/importance To reduce the success rate of poachers in KNP and maintain status quo in other parks.

Source/collection of data Daily recording of fatalities and losses, as well as poaching activities i.e. CMore, Cybertracker, incident reports and other.

Method of calculation The ratio between the fatalities of rhinos (and other key species) and the number of poaching incidents (Expressed as a %)Strategic interventions implemented (Expressed as a %) & Actual recorded figures of fines and arrests. Total number of rhinos poached in 6 rhino parks.




New indicator No

Desired performance 2.3.1: 2% Decrease year on year rhino poaching rate in KNP (carcasses : poaching incidents) ;2.3.2: Between 0-2 Rhinos poached in 6 Rhino Parks (full year);2.3.3: Implementation of Rhinoceros Management Strategy; 2.3.4: 2% Increase in SANParks EMI arrests for key spp (+total).

Indicator responsibility Managing Executives Operations (Parks & KNP) & CSD

South African N



Strategic Objective SO 3: Enhanced Knowledge for decision-making

Indicator Title % of Research Projects Relevant to SANParks Key Issues

Short Definition The percentage of registered research projects addressing SANParks’ key needs in national parks

Purpose/ImportanceTo maintain the focus of research projects undertaken in national parks to address issues relevant to the strategic benefit of SANParks, while also enabling research of national importance or cutting edge blue-sky research

Source/Collection of Data SANParks’ Scientific Services Research Projects Database

Method of Calculation [Number of essential & important research projects] ÷ [Total research projects registered in SANParks] X 100

Data LimitationData is managed manually across 3 research nodes, with some projects registered across multiple parks. The majority of these projects are conducted and funded by external research collaborators, resulting in some anticipated variability associated with the numbers of projects registered and their focal areas.

Type of Indicator Output – with a specific focus on essential and important registered research projects




Desired PerformanceTo retain the number of essential and important research projects at ≥75% of the total number of registered projects over a 5-year period. This is done in the context of recognising the role of SANParks in facilitating access to parks as learning spaces, providing intellectual ecosystem services, and contributing to national R&D and tertiary education.


South African N



Strategic Objective SO 3: Enhanced Knowledge for decision-making

Indicator Title Number of Peer Reviewed SANParks Research Publications

Short DefinitionAn evaluation of the number of peer reviewed research papers published in scientific journals or scientific books per annum with SANParks authorship or co-authorship

Purpose/ImportanceTo monitor the SANParks’ scientific contribution, learning and credibility through publication outputs, while promoting the transfer of knowledge to management.

Source/Collection of Data SANParks scientific publications data base (and various scientific journals including on-line journals)

Method of Calculation Absolute Value

Data Limitation

Data is managed manually. Due to multiple stages in the scientific publication process, it is not possible to predetermine the publishing date of peer reviewed articles. In addition, publication outputs are dependent on scientists’ career stages (with senior researchers being most productive) and outputs are highly variable and/or clumped. This is the best indicator, according to scientific practice, for this strategic objective, reflecting on formalised knowledge generated.



Reporting CycleAnnual (reflecting papers published in the preceding calendar year, which aligns with academic and publishing years Jan - Dec) although progress is reported quarterly


Desired PerformanceTo produce ≥ 150 scientific publications with SANParks’ authorship over a 5- year period, as a formalised reflection of knowledge generated. It is desirable for this indicator to be exceeded as a measure of significant scientific output and excellence.


South African N



SO 4: ENHANCED TOURISM RETURNS

Strategic Objective SO 4: Enhanced Tourism Returns

Performance Indicator Title % growth in Tourism Revenue (YoY)

Short Description Annual Revenue from Conservation Fees, Concessions, Retail, Accommodation (including camping) and Activities

Purpose/Importance To monitor and increase revenue from highlighted channels

Data Source SANParks Financial System

Method of Calculation [(CYTD-LYTD) ÷ LYTD] X 100 Where: CYTD = Current Year To Date and LYTD = Last Year To Date

Data Limitation Availability of reports from financial system


Reporting Cycle Monthly, Quarterly & Annually

New Indicator No

Desired Performance Annual increase of 8% maintained to 2020/21

Indicator Responsibility Managing Executive: Tourism Development & Marketing

South African N




Performance Indicator Title Total Number of Visitors to National Parks

Short Description Total number of visitors to the national parks per annum.

Purpose/Importance To monitor and increase visitor numbers to national parks per annum

Data Source SANParks Reservation System Database (RoomSeeker) and other systems in use at Parks

Method of Calculation [(CYTD-LYTD) ÷ LYTD] X 100 Where: CYTD = Current Year To Date and LYTD = Last Year To Date

Data Limitation Availability of the network in remote parks

Type of Indicator Outcome

Reporting Cycle Monthly, Quarterly & Annually

New Indicator No

Desired Performance To improve overall visitor numbers by 8.3% (from 5 440 000 to 5 890 000) over a period of 5 years.


South African N




Performance Indicator Title % Growth in the trend of observed local Black Visitors to the National Parks

Short Description Measuring the growth in the trend of Black visitors to national parks through voluntary disclosure, reporting and monitoring.

Purpose/Importance To improve Black visitors access and utilisation of national parks in order for park access to be increasingly more aligned with South Africa’s demographic composition

Data Source RoomSeeker

Method of Calculation As voluntarily disclosedAs this is new method of calculation the margin of disclosure is unknown and 2018/9 will therefore be baseline.

Data Limitation As voluntarily disclosed. Margin of disclosure unknown. TMNP, West Coast & Open access parks currently not on RoomSeeker and therefore demographics not measured

Type of Indicator Quantitative - Trend analysis

Reporting Cycle Quarterly & Annually

New Indicator Yes

Desired Performance 2% increase per annum


South African N




Performance Indicator Title % Growth in the trend of local Black Overnight Visitors to National Parks

Short Description Measuring the growth in the trend of Black overnight visitors to national parks through voluntary disclosure, reporting andmonitoring.

Purpose/Importance To improve Black visitors access and utilisation of national parks in order for park access to be increasingly more aligned with South Africa’s demographic composition


Method of Calculation As voluntarily disclosed. As this is new method of calculation the margin of disclosure is unknown and 2018/9 will therefore be baseline.

Data Limitation As voluntarily disclosed. Margin of disclosure unknown. TMNP, West Coast & Open access parks currently not on RoomSeeker and therefore demographics not measured.


Reporting Cycle Quarterly and Annually

New Indicator No

Desired Performance 4% increase per annum


South African N




Performance Indicator Title % Accommodation Occupancy

Short Description The percentage difference between the occupied (rented) accommodation units and the total number of available accommodation units.

Purpose/Importance To monitor and evaluate occupancy levels in the parks tourism accommodation.

Data Source SANParks Reservation System Database (RoomSeeker) & Starlight

Method of Calculation (Units Occupied / Units Available) X 100

Data Limitation Network reliability, especially in remote parks

Type of Indicator Outcome – with specific focus to occupancy

Reporting Cycle Quarterly

New Indicator No

Desired Performance To improve overall unit accommodation occupancy rate by 4.1% points (from 70.9% to 75.0%) over a period of 5 years.


South African N




Performance Indicator Title Total Number of Accommodation Unit Nights Sold

Short Description Measurement of the total number of accommodation units occupied and paid in relation to the total number of accommodation units available across all Parks

Purpose/Importance To monitor and evaluate the amount of tourism accommodation inventory sold.

Data Source SANParks Reservation System Database (RoomSeeker) & Starlight

Method of Calculation Simple Count Number

Data Limitation Network reliability, especially in remote parks

Type of Indicator Outcome – with specific focus to occupancy


New Indicator No

Desired Performance 595 000 per annum by 2019/20


South African N




Performance Indicator Title Customer Satisfaction Index

Short Description Percentage of total customers whose reported experience on product and/or service offered in the national parks meeting or exceeds specific satisfaction goals. Key tourism services and products offered by SANParks are: Reservation; Gate entry, Reception, Accommodation, Shopping & Dining Experiences and Game Activities.

Purpose/Importance To monitor and evaluate customer satisfaction levels, hence provided the organisation with areas for improvement for offering value for money for customers.

Data Source Touchwork Report (Online application)

Method of Calculation [(CYTD-LYTD) ÷ LYTD] X 100Where: CYTD = Current Year To Date andLYTD = Last Year To Date

Data Limitation The application and database in which the captured data is stored not hosted with the organisation. Touchwork contract has come to an end and it is envisaged that new measurement tool will be in Customer Relationship Management (CRM) solution.



New Indicator No

Desired Performance Improvement of overall customers’ satisfaction level to 80% by the year 2019/20.


South African N



Strategic Objective: SO5: Diversified Tourism Opportunities

Indicator title Total Number of Revenue Generating Products Implemented

Short definition The total income tourism-based revenue generating products implemented per annum – calculated on an absolute value

Purpose/importance To monitor performance relating to strategic initiatives that enhance the organisational revenue streams and tourism product diversification

Source/collection of data Tourism Development & Marketing Monthly Reports

Method of calculation Calculated on an absolute value

Data limitations No specific limitations

Type of indicator Outcome – with specific focus on tourism products for revenue generation

Calculation type The reported performance is cumulative per annum

Reporting cycle Quarterly and Annually

New indicator No

Desired performance Achieve 60 revenue generating products by 2019/20, cumulatively

Indicator responsibility Managing Executive: Tourism Development & Marketing

South African N



Strategic Objective: SO5: Diversified Tourism Opportunities

Performance Indicator Title Total Number of Park Visitor Management and Interpretation Plans

Short Description To develop Visitor Management and Interpretation Plans in 6 Parks Input

Purpose/Importance To enhance visitor experience in National Park

Data Source Completed Plans

Method of Calculation Absolute number

Data Limitation None

Type of Indicator Input


New Indicator No

Desired Performance Achieve 18 plans (9 parks) by 2019/20, cumulatively

Indicator Responsibility Managing Executive: Tourism Development and Marketing

South African N



Strategic Objective: SO 6: Optimised contribution to the green and blue economy

Indicator title Total Number of Full-time Equivalent Jobs Created

Short definition Total number of Full Time Equivalent (FTE) jobs created for individuals through EPWP and other SANParks programmes.

Purpose/importance To monitor the number of temporary jobs (expressed as FTEs) created though both externally funding and internal initiatives, hence facilitating socio-economic development around Parks’ communities. This includes job creation for women, youth and people with disabilities.


Method of calculation Number of person days divided by 230 to give a Full Time Equivalent (FTE) Data Limitation

Data limitations Data is in the DEA system and SANParks HR Management System

Type of indicator Outcome - with specific focus on EPWP



New indicator No

Desired performance To create 5 904 FTEs through EPWP in 2018/19 and to increase this number annually through incorporating other programmes into this measure (budget reliant).

Indicator responsibility HOD: Socio-Economic Development

South African N




Indicator title Total Number of SMMEs / Enterprises Supported

Short definition Total number of small medium and micro enterprise (SMMEs) supported through the EPWP and other programmes.

Purpose/importance To monitor the number of SMMEs supported through externally funded projects such as the EPWP and other programmes, hence facilitating socio-economic development around Parks’ communities.


Method of calculation Absolute Number of SMMEs Supported





New indicator No

Desired performance To support 400 SMMEs in 2018/19 through the EPWP and to increase this number annually incorporating other programmes into this measure (budget reliant).

Indicator responsibility HOD: Socio Economic Development

South African N




Indicator title Amount paid to SMMEs in the EPWP Programme

Short definition Total amount paid to small medium and micro enterprise (SMMEs) supported through the EPWP and other programmes.

Purpose/importance To monitor the amount paid to SMMEs supported through externally funded projects such as the EPWP and other programmes, hence facilitating socio-economic development around Parks’ communities.

Source/collection of data DEA Project Reporting Portal, WIMS Database, Financial system and the Quarterly Performance Report.

Method of calculation Absolute amount paid to SMMEs Supported



Calculation type Cumulative.


New indicator Yes

Desired performance To pay out as amount of R159 million in 2018/19 through the EPWP and to increase this amount annually incorporating other programmes into this measure (budget reliant).


South African N




Indicator title An Integrated Transformation Strategy (ITS) Developed and approved

Short definition An integrated Transformation Strategy that will include all aspects of the SANParks business to ensure fair and equitable transformation.

Purpose/importance To ensure fair and equitable transformation takes place within SANParks

Source/collection of data Scoping report; Draft ITS, approved ITS

Method of calculation Absolute

Data limitations None

Type of indicator Outcome - with specific focus on Integrated Transformation

Calculation type Cumulative.


New indicator No

Desired performance Fair and equitable Transformation within SANParks


South African N




Performance Indicator Title Total Number of Green Projects Implemented

Short Description Total number of green initiatives implemented contributing towards local economic development

Purpose/Importance To implement and support green economy initiatives implemented in local communities

Data Source Quarterly performance reports

Method of Calculation Percentage measure ( 100% Performance against implementation plan)

Data Limitation No specific limitations

Type of Indicator Outcome- specific reference to green and blue economy initiatives


New Indicator No

Desired Performance To implement and support green economy projects

Indicator Responsibility HOD: Socio Economic Development

South African N




Performance Indicator Title Total Number of Social Legacy Projects Implemented

Short Description Total number of legacy projects implemented in support of social development of local communities

Purpose/Importance To monitor and evaluate the contribution and support made by SANParks towards community development

Data Source Quarterly performance reports, letters of acceptance of donations from schools/ provincial departments of education

Method of Calculation Percentage measure (100% Implementation of plans)


Type of Indicator Outcome- specific reference to legacy projects


New Indicator No

Desired Performance To provide social legacy projects in the 2018/19 financial year


South African N




Performance Indicator Title Land Claims beneficiation package developed and approved

Short Description The finalisation of land claims and implementation of settlement agreements

Purpose/ Importance To negotiate and settle land claims in national parks as well as ensuring implementation of settlement agreements for the benefit of claimant communities

Data Source Quarterly and Annual Performance Reports; Land claimants meeting minutes

Method of Calculation 100% achievement of set work plan

Data Limitation Data on potential benefits is based on estimates, actual data on actual benefits may be different

Type of Indicator Consultation Outcome- with specific Land Claimants


New Indicator Yes

Desired Performance Finalised land claims and settlement agreements implemented


South African N



Strategic Objective SO 7: Enhanced Awareness and Skills

Performance Indicator Title Total number of Environmental Education Programmes and participants

Short DescriptionImplementation of environmental education programmes, formal and non- formal aimed at raising awareness among school learners and local communities about environmental issues and promote action taking. The number of programmes and participants in the programmes will be measured.

Purpose/ImportanceTo enhance corporate social investment, community knowledge and awareness about conservation matters, particularly the youth at school level.

Data Source SED portal, quarterly and annual performance reports, entry permits and attendance registers

Method of Calculation Absolute Number

Data Limitation Accuracy of data at parks levels

Type of Indicator Outcome – with specific focus on junior rangers and school learners


New Indicator No

Desired PerformanceTo improve annual figures of participants in environmental education programme by 5% (216 000 to 227 000) by the year 2018/19.

Indicator Responsibility HOD: Socio-Economic Development

South African N



Strategic Objective SO 7: Enhanced Awareness and Skills

Performance Indicator Title Total Number of Free Access Entrants during SANParks week

Short Description Collective number of people who are given free access entrants to the national parks during SANParks week.

Purpose/ImportanceIn line with SANParks’ vision statement, this will enhance the connectivity with the society through corporate social investment, community knowledge and awareness about conservation matters.


Method of Calculation Absolute Number with variance from previous year actuals

Data Limitation Accuracy of data at parks levels

Type of Indicator Outcome – with specific events focusing on neighbouring communities.

Reporting Cycle Quarter 2 and Annual (SANParks week takes place during Q2

New Indicator No

Desired Performance To improve annual figures of free entrants to the national parks to 100 000 per annum by the year 2020/21.


South African N



Strategic Objective SO 8: Enhanced Stakeholder Engagement

Performance Indicator Title Total Number of Proactive Media Engagements

Short Description The total number of proactive media undertaking such as media articles and events, in support of public engagement.

Purpose/Importance To enhance the organisational public participation and relevant stakeholders.

Data Source Quarterly Performance Reports

Method of Calculation Absolute Number




New Indicator No

Desired PerformanceTo improve the number of proactive media engagements implemented to 100 Media Release and 10 events per annum, in 5 years


South African N




Performance Indicator Title Media Reputation Rating

Short Description Measurement of organisational reputation and perceptions as reported in the media by various stakeholder groupings.

Purpose/Importance To measure, assess and evaluate the reputation based on a collective of opinions that stakeholders hold about the organisation.

Data Source Reputational Database and Report (Online service)

Method of Calculation As per Standard Rating System

Data Limitation Accuracy of the Reputational Reports



New Indicator No

Desired Performance Maintain rating of ≥ 95%


South African N




Performance Indicator Title % of PAIA Requests Responded to

Short Description Measurement of organisational response to external stakeholders as outlined in the PAIA

Purpose/Importance To measure the organisation’s compliance with the provisions of PAIA

Data Source PAIA Register

Method of Calculation Number of PAIA requests received against completion

Data Limitation Inadequate human resources



New Indicator No

Desired Performance Maintain 80% compliance rating

Indicator Responsibility Chief Financial Officer

South African N



Strategic Objective SO 9: Adequate, appropriately skilled, transformed and diverse human capital

Performance Indicator Title % of Employees from Designated Employment Equity Groups

Short Description Percentage difference between designated employment equity groups and the total employees of the organisation.

Purpose/Importance To monitor and enhance organisational transformation through effective employment equity.

Data Source Human Capital Information System

Method of Calculation [Number of Employees from Designated EE Groups ÷ Total Employees] X 100 per annum

Data Limitation Accuracy of the HR database to reflect designated EE groupings

Type of Indicator Output - with specific focus management gender composition and people with disabilities


New Indicator No

Desired PerformanceTo improve Black to 60% of management positions; the women in management posts from 36% to 40% ; staff compliment of people with disabilities from 1% to 2% and the ratio between Male and Female to 1:0.8 over a period of 5 years.

Indicator Responsibility Chief Operating Officer & Head of Human Capital Management

South African N




Performance Indicator Title % of Employees Meeting Minimum Educational Requirements

Short Description The percentage management meeting minimum educational requirements

Purpose/Importance To improve skills levels of our staff particularly those in management positions (C and Upper).


Method of Calculation (Staff meeting educational requirements / Total Staff Compliment on C and Upper Band) X 100)

Data Limitation Availability of the internet in remote parks

Type of Indicator Output – with specific focus to occupancy


New Indicator No

Desired Performance To improve overall staff skills and educational levels over a period of 5 years.

Indicator Responsibility Chief Operating Officer

South African N




Performance Indicator Title % of payroll spent on the Skills Development Programme

Short DescriptionMeasurement of the amount of money spend towards Skills Development Programme against the amount of spent on payroll for the reporting

Purpose/Importance To monitor skills development implementation in the organisation

Data Source Financial Management System, Training Tracking document, Training

Method of Calculation [Actual Spent towards Skills Development Programmes÷ Total Spent towards Payroll] X 100



Reporting Cycle Annually

New Indicator No

Desired PerformanceTo achieve at least equivalent of 3% of payroll spent towards Skills Development Programme per annum, over the next 5 year period.


South African N



Strategic Objective SO 10: Conducive Working Environment

Performance Indicator Title % Staff Turnover Rate

Short Description Measure the rate at which employees exit the organisation

Purpose/Importance To monitor and improve on the retention of employees


Method of Calculation (Number of employee exits / total staff compliment) x 100




New Indicator Yes

Desired Performance 5% or less


South African N




Performance Indicator Title % Success Rate at CCMA

Short Description The percentage of successful CCMA cases versus those launched by disputing employee.

Purpose/Importance To improve fair and transparent HR relations practices within the organisation and to boost staff morale.

Data Source SANParks Human Recourses Relations Monthly Report

Method of Calculation (Number of successful (won or settlements) CCMA cases/Total registered cases) X 100




New Indicator No

Desired Performance 85% Success Rate per annum



Performance Indicator Title % Reduction in the average Number of Sick Leave Days per capita per annum

Short Description Measure the number of sick leave days taken by employees against the baseline

Purpose/ImportanceTo improve Wellness programme efficiency and effectiveness through improved employee health and accordingly, employee productivity.

Data Source SANParks Human Recourses Relations Monthly Report; VIP

Method of Calculation(Average sick leave days per capita LYTD - Average sick leave days per capita CYTD) X 100 Where: Total number of Sick Leave days Average Number of sick leave per capita = Total number of employees

Data Limitation Data retrieved from the system depends on capturing



New Indicator No

Desired Performance 2% reduction in sick leave per annum


South African N



Strategic Objective SO 11: Optimised business processes and knowledge management Systems

Performance Indicator Title Total Number of Business Processes Reviewed

Short Description Review, map and where appropriate prioritised business processes

Purpose/Importance To improve business efficiency and information management through governance of business processes

Data Source Business Process Review System

Method of Calculation Absolute number reviewed and approved by EXCO




New Indicator No

Desired Performance 4 Business Processes per annum (4 mapped and 4 automated)

Indicator Responsibility Chief Operating Officer and Chief Information Technology Officer

Strategic Objective SO 11: Optimised business processes and knowledge management Systems

Performance Indicator Title Number of implemented ICT Strategy Projects

Short Description ICT strategy projects in line with business requirements and needs and in compliance with ICT Governance Framework.

Purpose/Importance To enhance the organisational operations efficiencies, systems controls and making ICT a strategic delivery enabler.

Data Source Business Process Review System

Method of Calculation Review of implementation against implementation plan as assessed by internal audit




New Indicator No

Desired Performance Completion of the implementation of the ICT Strategy as per the approved implantation plan

Indicator Responsibility Chief Operating Officer & Chief Information Technology Officer

South African N



Strategic Objective SO 12: Accountable Corporate Governance

Performance Indicator Title % Compliance with Governance Requirements.

Short Description The percentage complying against the National Treasury and PFMA governance checklist

Purpose/Importance To improve corporate governance and compliance status of the organisation.

Data Source Quarterly Performance Report

Method of Calculation Simple Count

Data Limitation Data is management manually

Type of Indicator Output - with specific focus on Essential and Important research projects


New Indicator No.

Desired Performance To retaining desired compliance level to 100% in 5 years


Strategic Objective SO 13: Financial Accountability

Performance Indicator Title Income-to-Cost Ratio (Break- even)

Short DescriptionThe financial ratio to determine the organisational operational efficiency in terms revenue generation and cost containment, by expressing the expenses incurred against the revenue

Purpose/Importance To improve cost efficiency and financial sustainability


Method of Calculation Actual income compared to actual costs expressed as a ratio


Type of Indicator Outcome – with specific focus on expenditure and income


New Indicator No

Desired Performance To retain organisational ratio of income to costs within 1:1


South African N




Performance Indicator Title % variance of Expenditure against Budget

Short Description The percentage difference between the actual amount of expenditure incurred and the corresponding budgeted amount.

Purpose/Importance To improve organisational effectiveness and ability to budget, manage and perform against the budgeted expenditure amounts.

Data Source SANParks Financial System (SPSS)

Method of Calculation [Absolute Value (Actual- Budget) ÷ Budget] X 100


Type of Indicator Outcome – with specific focus on expenditure and income


New Indicator No

Desired Performance 0% variance.



Performance Indicator Title Direct HR as % of Total Cost ( include cost of sales)

Short Description The ratio to determine the cost of direct human resources as a percentage of total operational expenditure

Purpose/Importance Improve cost efficiency and financial sustainability


Method of Calculation The expenditure related to direct HR cost (Compensation and fixed benefits)


Type of Indicator Outcome – with specific focus on the percentage of direct HR expenditure


New Indicator No

Desired Performance ≤ 53%


South African N




Performance Indicator Title Own revenue generated as % of Total Revenue

Short Description The financial ratio of revenue generated through normal exchange transactions expressed as a percentage of total revenue generated

Purpose/Importance To improve financial sustainability


Method of Calculation Actual own revenue divided by the total revenue generated


Type of Indicator Outcome – with specific focus on own revenue percentage


New Indicator No

Desired Performance ≥ 72%



Performance Indicator Title Average Number of days: Debtor Collection

Short Description To determine the number of days it take to collect monies due to the organisation

Purpose/Importance To improve efficiency and financial sustainability


Method of Calculation Calculate the average trade debtors and express that as a factor based on the credit sales


Type of Indicator Outcome – with specific focus on the number of days to collect


New Indicator No

Desired Performance ≤ 30 days


South African N




Performance Indicator Title Average number of days: Creditor Payment

Short Description To determine the number of days it take to pay suppliers

Purpose/Importance To improve efficiency


Method of Calculation Calculate the average trade creditors and express that as a factor based on procurement


Type of Indicator Outcome – with specific focus on the number of days to pay


New Indicator No

Desired Performance ≤ 30 days



Performance Indicator Title Total Revenue generated from Fundraising

Short Description The amount of cash and in kind generated from donors

Purpose/Importance To generate cash from donors in order to assist in the achievement of SANParks strategy and to fund specific projects

Data Source SANParks Financial System; Honorary Ranger Reports; Special Projects Reports

Method of Calculation Simple count



Reporting Cycle Monthly

New Indicator No

Desired Performance To achieve target donation for the period = R50, 4m

Indicator Responsibility ME: Tourism Development and Marketing

SOUTH AFRICAN NATIONAL PARKS—

643 Leyds StreetMuckleneukPretoria0002Tel: 012 426 5000

www.sanparks.org

annual performance plan 2018/2019 - south african national parks · 2018. 5. 31. · national...

Documents