SOUTH AFRICAN NATIONAL PARKS STRATEGIC PLAN · PDF fileSouth African National Parks Strategic...

SOUTH AFRICAN NATIONAL PARKS

STRATEGIC PLAN

FOR THE FISCAL 2012/13 – 2016/17

(5 Years beginning with 2012/13)

Final

Date of tabling: 31st January 2012

South African National Parks Strategic Plan for 2012/13 – 2016/17 – Final of 56

FOREWORD

The business of SANParks continues to be that of conserving biodiversity within national parks under

its management, however the changing and increasingly hostile global financial and ecological

conditions continuously puts pressure on entities like ours to find ways of building the business side of

the organisation, while conserving and sustaining biodiversity components and mitigating associated

threats. The past two financial years rank as the toughest in financial terms that the organisation has

had to meet thus far. I am happy though to report that not even one job has been lost due to the global

financial crisis. In fact, as a response to the President’s call, SANParks has put emphasis on its

strategy for the coming 5 years to create more quality and sustainable jobs. At present SANParks

directly employs approximately 10,000 people in permanent, fixed-term temporal jobs. Most of these

being in some of the most economically depressed corners of the country.

Increasing the financial fortunes of the organisation through tourism revenue continues to be the

cornerstone for growth and sustainability of the organisation. Reliance on funding from other entities

has put a strain on the finances of the organisation as some of the promised funds have not followed

functions realised, putting pressure on mandates such as the take-over of the Garden

Route/Tsitsikamma forests, the added Marine Protected Areas and other additions to national parks.

The board has intimated the possibility of handing back these functions to the Departments that

managed them before should discussions release the funds fail. Survival from 2010/11 through to

2011/12 has been and will continue to be underpinned by cost curtailment measures aimed at

improving business performance. This strategy still informs the basis for the strategic plan of the next 5

years. We hope the savings realized through cost-curtailment is not misconstrued for financial viability

warranting reduction of grant funding baselines but good management practice worth noting within the

struggling public entity environment. We intend ploughing such savings into the refurbishment and

renovations of our ageing tourism facilities over the Medium Term Strategic Framework (2012-2017).

The continued improvement of the tourism plant with additional infrastructure funding will help increase

our market-share as visitors become more attracted to our competitive product offerings. A major focus

for this period in this regard, will be to ensure sustainability and responsible tourism growth, while

enhancing our vision of connecting our national parks to broader society. This strategic plan is the

vehicle that will guide us for the next 5 years in our effort to contribute meaningfully to the conservation

mandate by excelling in the management of the National Park System. The tourism trade forecasts

paint a flat outlook with a glimmer of minimal hope for growth but nothing major. Economic recovery will

be slow with minimal increase of feet fall.

Great emphasis has been placed on improving the socio-economic conditions of neighbouring

communities. Several programmes aimed at providing jobs and economic upliftment of neighbouring

communities have been identified under two key objectives, ‘Growing Societal Support and Providing

Access and Benefit Sharing’ and ‘Facilitating Socio-Economic Development’ in line with the provisions

of the Convention on Biological Diversity .


The scourge of rhino poaching continues with country total of about 448 animals killed in 2011. It is our

objective to scale up the efforts to reduce or stop rhino killings by reinforcement of preventative

measures, counter attacks and through regional cooperation with Mozambique and other neighbouring

countries to stop the carnage.

In the 2005/6 Financial Year SANParks introduced the Balanced Scorecard as an approach and

performance management system meant to assist the organization to effectively and efficiently

implement its strategy. This has allowed the organization to manage performance of different business

units in a more effective manner using the triple bottom-line approach to create growth and equitable

sharing of the natural heritage.

This strategy plan is a continuation of a drive by the organisation to entrench various organizational

competencies that are meant to continue improving the effective and efficient delivery of the overall

SANParks’ mandate. This will include amongst key programmes a concerted effort to delivery of

selected outputs and associated sub-outputs for outcome 10 of government’s delivery agreement

between 2010/11 and 2013/14, and the delivery of DEA’s programme on the Conservation and

Sustainable Use of Biodiversity.

This Five Year Strategic Plan (2012-2017) is informed by the provisions, principles and guidelines of

several international conventions that have a bearing on environmental and conservation issues in

South Africa. Notable among these is the Convention for Biological Diversity (CBD), The United Nations

Framework on Climate Change, Convention on International Trade in Endangered Species of Wild

Fauna and Flora (CITES), Convention on the Conservation of Migratory Species of Wild Animals (CMS),

World Heritage Convention, Ramsar Convention, African Convention on the Conservation of Nature

and Natural resources and the SADC on Wildlife Conservation and Law Enforcement Protocol (1999).

These conventions form the foundation of every programme planned for implementation during the

MTSF (2012-2017).

SANParks is committed to ensuring that all the elements contained within this strategy will be achieved

as agreed wherever possible.

Signed: _____________________________________________

Dr Madoda David Mabunda (Chief Executive Officer)

South African National Parks


OFFICIAL SIGN-OFF

It is hereby certified that this Strategic Plan was developed by the management of the South African

National Parks (SANParks) under the guidance of Dr Madoda David Mabunda.

Takes into account all the relevant policies, legislation and other mandates for which the SANParks is

responsible.

Accurately reflects the strategic outcome oriented goals and objectives which the SANParks will

endeavour to achieve over the period 2012/13 – 2016/17.

Mr Themba Mabilane

Chief Financial Officer

_________________________________________

Signature

Dr Madoda David Mabunda

Chief Executive Office

_________________________________________

Signature


TABLE OF CONTENT

FOREWORD ......................................................................................................................................... 2

OFFICIAL SIGN-OFF ................................. ........................................................................................... 4

TABLE OF CONTENT .................................. ........................................................................................ 5

PART A: STRATEGIC OVERVIEW ........................ .............................................................................. 6

1. CORPORATE VALUES..................................................................................................................... 7

2. LEGISLATIVE AND OTHER MANDATE ........................................................................................... 8

2.1 CONSTITUTIONAL MANDATE .................................................................................................. 8

2.2 INTERNATIONAL MANDATE/FRAMEWORK ............................................................................ 8

2.3 LEGISLATIVE MANDATE ........................................................................................................ 11

2.4 RELEVANT COURT RULINGS ................................................................................................ 11

3. SITUATIONAL ANALYSIS .............................................................................................................. 12

3.1 PERFORMANCE ENVIRONMENT .......................................................................................... 12

3.2 ALIGNMENT WITH GOVERNMENT ’S DELIVERY AGREEMENT .......................................... 17

3.3 ALIGNMENT WITH DEA’S PLAN ............................................................................................ 18

3.4 ORGANIZATIONAL ENVIRONMENT ...................................................................................... 19

3.5 DESCRIPTION OF STRATEGIC PLANNING PROCESS ........................................................ 22

PART B: STRATEGIC OBJECTIVES ...................... ........................................................................... 23

4.1 RISK MANAGEMENT .............................................................................................................. 30

PART C: LINK TO OTHER PLANS ....................... ............................................................................. 32

5 LONG-TERM INFRASTRUCTURE AND OTHER CAPITAL PLANS ............................................... 32

6 PUBLIC PRIVATE PARTNERSHIPS............................................................................................... 35

ANNEXURE ........................................................................................................................................ 42

A. TECHNICAL INDICATORS DESCRIPTION .................................................................................... 42

B. BUDGET ......................................................................................................................................... 54


PART A: STRATEGIC OVERVIEW

This document provides SANParks’ Strategic Plan for a five-year period, 2012/13 - 2016/17 medium

terms. It sets out SANParks’ policy priorities, programmes and project plans for the next five years

within the scope of its mandate and available resources. Since the information is presented on the

basis of the Balanced Scorecard approach to strategic management, it is necessary to give the

contextualization of some of the general aspects that may not be explicitly indicated in the plan.

Vision

South African National Parks connecting to society.

Mandate

Delivery of Conservation Mandate by Excelling in the Management of a National Park System

Mission

To develop, manage and promote a system of national parks that represents biodiversity and

heritage assets by applying best practice, environmental justice, benefit- sharing and

sustainable use.

Transformation Mission

To ensure effective transformation both within SANParks and the broader society and

economy, through the implementation of broad-based Black Economic Empowerment in

support of the Constitution of South Africa.


1. CORPORATE VALUES

SANParks has adopted eleven corporate values, which serve as guiding principles around which all

employee behaviour and actions are governed and shaped. These corporate values are listed

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.


2. LEGISLATIVE AND OTHER MANDATE

2.1 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.

SANParks was initially established in terms of the now repealed National Parks Act, 57 of 1976

and continue to exist in terms of the National Environmental Management: Protected Areas Act,

57 of 2003; with the mandate to conserve; protect; control; and 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 Schedule 3 Part A: 25 public entity.

In order to play its role in accordance with the regulatory framework and to focus on delivering

its mandate, SANParks has developed specific strategic objectives around which a number of

strategic initiatives and ongoing operational programmes have been planned (and are being

implemented) to address the organization’s responsibilities.

2.2 INTERNATIONAL MANDATE/FRAMEWORK

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. The following conventions are briefly discussed below:

2.2.1 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 on 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.


2.2.2 CONVENTION ON MIGRATORY SPECIES (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 Palaeoarctic (birds) and the Antarctic species (whales and birds).

SANParks policies and wildlife management plans are informed by the principles and

provisions of CMS where appropriate.

2.2.3 CONVENTION ON INTERNATIONAL TRADE IN ENDANGER ED 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 over-

exploitation. 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 high value species. CITES principles, provisions and procedures are integrated in

the policies and management plans designed to manage these species in national parks.

2.2.4 CLIMATE CHANGE CONVENTION

The United Nations Framework Convention and Climate Change were signed by 154

governments in June 1992. The convention addresses the threat of global climate

change by urging governments to reduce sources of greenhouse gases. The ultimate

objective of the convention is to stabilize greenhouse concentrations in the atmosphere

at a level that would prevent dangerous interference with the climate system of the world.

While South Africa is a developing country, it has one of the highest carbon footprints

contributing to climate change. SANParks, through its policies and management plans,

is adopting mitigating and adaptation interventions to protect species that might become

extinct as a result of climate change impacts.


2.2.5 THE RAMSAR CONVENTION

South Africa is home to more than 20 Ramsar sites and three of these occur in national

parks under the jurisdiction of SANParks viz Langebaan (West Coast National Park),

Wilderness Lakes National Park and 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.

2.2.6 WORLD HERITAGE CONVENTION

The convention aims to promote cooperation among nations to protect all forms of

natural and cultural heritage that are of such an 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.

2.2.7 AFRICAN CONVENTION ON THE CONSERVATION OF NAT URE AND NATURAL

RESOURCES

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, flora and faunal resources in accordance with

scientific principles and with due regard to the best interest of the people.

2.2.8 SADC PROTOCOL ON WILDLIFE CONSERVATION AND LA W ENFORCEMENT

PROTOCOL (1999)

This protocol is an interstate regulation affirming that member states have the sovereign

right to manage their wildlife resources and corresponding responsibility 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 bedrock of the concept of Transfrontier Conservation Areas and

Parks. SANParks is an implementer of the following Transfrontiers; Great Limpopo,

Greater Mapungubwe, Ai-Ais Richtersveldt, Kgalagadi and Maluti-Drakensberg

Transfrontier Parks. In addition to TFCAs SANParks provides technical expertise and

exchange programmes with several African countries on rhino metapopulation

establishments viz North-Luanga Valley (Zambia), Serengeti (Tanzania) and other

African countries.


2.3 LEGISLATIVE MANDATE

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 Department of Environmental Affairs (DEA) as an executive

authority.

2.4 RELEVANT COURT RULINGS

As of the previous MTEF period there has not been any court rulings that might have had

significant on-going impact on SANParks’ operations and/or service delivery obligations, and

as such suitable legislative framework, codes of good legal practices and resources have been

put in place to mitigate such risks.


3. SITUATIONAL ANALYSIS

3.1 PERFORMANCE ENVIRONMENT

The Government of the Republic of South Africa has adopted five key pillars (derived from the

election manifesto of the ruling party that drive the government’s Medium term Strategic

Framework (MTSF) viz:

• Creation of decent work and sustainable livelihoods

• Education

• Health

• Reducing levels of crime, and

• Rural Development, including land reform and increasing food production.

The MTSF has been translated into a set of 12 outcomes that should inform the strategic

planning, focus and delivery of government services by state departments and public entities.

The Outcomes are:

• Quality basic education

• A long and healthy life for all South Africans

• All people in South Africa are and feel safe

• Decent employment through inclusive economic growth

• Skilled and capable workforce to support an inclusive growth path

• An efficient, competitive and responsive economic infrastructure network

• Vibrant, equitable and sustainable rural communities contributing towards food security for

all

• Responsive, accountable, effective and efficient Local Government system

• Protect and enhance our environmental assets and natural resources

• Create a better South Africa, a better Africa and a better world

• An efficient, effective and development oriented public service and an empowered, fair and

inclusive citizenship.

SANParks has aligned its Strategic Plan and associated initiatives with government’s 12

Outcomes areas covered by its Programme of Action 20011 to 2016, particularly the Outcome

10 as it relate much closer to its constitutional mandate. SANParks is part of the cluster

assigned to deliver on Outcomes 10 (Protect and enhance our environmental assets and

natural resources) while contributing to socio-economic transformation and growth of the

citizens of South Africa through conserving the national park system:


3.1.1 QUALITY BASIC EDUCATION

As a contributor towards the National Skills Development Strategy, SANParks has

committed to invest at least 3% of its total payroll toward this course, which is more that

the 1% set by the National Skills Development Act. The development of Junior

[Conservation] Scientists is a core component of SANParks’ Skills Development

Programme. The need to interest young Black South Africans into the conservation field

is strategic in ensuring that there are sufficient skills in the country to contribute towards

dealing with sustainable resource management and climate change challenges.

Furthermore, a programme such as Adult Basic Education and Training (ABET) is being

undertaken with objective of developing a foundation towards life learning and

development within the unskilled workforce.

3.1.2 A LONG AND HEALTHY LIFE FOR ALL SOUTH AFRICAN S

SANParks does not have a direct jurisdiction in this regard. However, the organisation

has embarked on a proactive Wellness Programme for employees and their families.

Whilst this programme addresses health challenges holistically, the management of HIV

and AIDS, management of communicable diseases as well as life-style health all receive

special attention.

Furthermore to ensure suitable and safe working condition within the organisation,

occupational health and safety initiatives are being continuously undertaken in this

regard.

3.1.3 ALL PEOPLE IN SOUTH AFRICA ARE AND FEEL SAFE

As an important player in resource management in South Africa, SANParks has a

responsibility to secure and protect both it employees, customers as well as resources

and estates under its management which include the programmes to fight against

poaching of natural resources such as rhino and abalone. A Resources Protection

programme has been put in place which promotes collaboration with law enforcement

agencies nationally and internationally.

Furthermore, SANParks forms part of the National Wildlife Reaction Unit (lead by the

Hawks), whose role is to fight poaching crimes nationwide. This is a joint operation

between SANParks, Department of Environmental Affairs (DEA), South African Police

Services (SAPS), National Prosecuting Authority (NPA), Provincial Conservation

Authorities and other Provincial Government structures. The organization also has a

vibrant corporate governance monitoring programme to ensure that corruption is weeded

out in the organization, and thus from society in general.


3.1.4 DECENT EMPLOYMENT THROUGH INCLUSIVE ECONOMIC GROWTH

SANParks has a direct and significant role in this regard, as such it is an important role

player in the conservation and tourism industries in which it actively participates to

ensure industry transformation. The organisation has committed itself to the Tourism

BEE Charter and thus measures itself against the industry targets in this regard. The

implementation of the Tourism BEE Charter and Scorecard is an organised approach in

which elements contributing to the transformation of the tourism industry, including focus

on skills development, employment equity, enterprise development and social

development, and second economy interventions through preferential procurement are

delivered.

A significant element of the SANParks responsible tourism is reflected by its Strategic

Plan for Commercialization (SPfC) attained through Public-private partnerships (PPP),

which has its objective of reducing the cost of delivery, improving service levels by

focusing on core business and leveraging private capital and expertise in addition to the

expansion of tourism products and the generation of additional revenue for the funding

of conservation and constituency building. The commercialisation strategy which has

yielded more than forty three contractual between agreements for the period as of

2010/11, and is projected to brings just over R65,2 million of annual net income by the

end of the year 2011/12 (which is about 8.6% of the total operating tourism revenue),

and has provided over 2,000 decent sustainable jobs to local communities and potential

procurement supplies from local SMEs.

3.1.5 SKILLED AND CAPABLE WORKFORCE TO SUPPORT AN I NCLUSIVE GROWTH

PATH

SANParks’ approach to capacity building is one which ensures that all core areas of the

organizational operations are not only occupied by internal and appropriately qualified

employees, but such expertise are further developed and retained within the

organization. The use of consultants is limited to work that cannot be undertaken in-

house due to its specialist nature or because it is not core to the work of the

organization. In very limited instances where consultants are used, specific requirements

for skills-transfer are built in as a requirement. In addition, the organization identifies key

positions so that vacancies for these posts are kept as low as possible and as such the

retention of key employees receives special focus.


3.1.6 AN EFFICIENT, COMPETITIVE AND RESPONSIVE ECONOMIC INFRASTRUCTURE

NETWORK

Through the SANParks’ Infrastructure Development Programme (InfraDP) and the

Expanded Public Works Programme (EPWP), SANParks contributes modestly towards

this key priority. These programmes are aimed at delivering bulk support infrastructure

and tourism income generating facilities in the national parks which are essential for

maintaining and improving the asset value of state owned estate and in the process,

assist with the creation of jobs and promotion of Small and Medium Enterprises, hence

facilitating socio-economic development.

3.1.7 VIBRANT, EQUITABLE AND SUSTAINABLE RURAL COMM UNITIES

CONTRIBUTING TOWARDS FOOD SECURITY FOR ALL

SANParks can only play a very limited role in land reform as this aspect falls outside of

its jurisdiction. However, the organisation’s role in rural development cannot be

underestimated given that most of the national parks under its management are located

in rural areas. The Park Management Plans of national parks have been developed

taking cognizance of the provincial and local government’s Integrated Development

Plans. Such cooperative planning ensures that national parks remain an important

component of economic stimulation in rural areas. Apart from being a tourism attraction,

national parks contribute to rural development through its effective management of the

Expanded Public Works Programme (EPWP), which is a major contributor to the fight

against poverty through labour-intensive projects.

The SANParks EPWP consists of the following component projects:

• People and Parks;

• Working for Water;

• Working for Land

• Working for Wetlands;

• Working for the Coast and ;

• Working on Fire

3.1.8 RESPONSIVE, ACCOUNTABLE, EFFECTIVE AND EFFICI ENT LOCAL

GOVERNMENT SYSTEM

SANParks does not have a specific role to play in this regard. However, the organisation

ensures that all its rates accounts are timeously addressed with local authorities, in

which national parks are situated, hence ensuring that essential services are delivered to

the general public and in particular, visitors to national parks.


3.1.9 PROTECT AND ENHANCE OUR ENVIRONMENTAL ASSETS AND NATURAL

RESOURCES

As a public entity tasked with the conservation of biodiversity through a system of

national parks, SANParks is in the centre of resource management in South Africa. The

management of eco-tourism in national parks is done in such a way that there is no

irreversible damage for conservation beyond the current generations by adhering to the

principles of responsible tourism. In this regard SANParks planning of all the new

facilities has begun to incorporate the need for meeting “green building” standards,

therefore the initiation of the Energy Efficiency Programme to focus on the conversion

and acquiring of appropriate facilities and equipment favourable for energy saving in all

the national parks under SANParks’ management.

Furthermore, an integrated waste management programme has been adopted in all

national parks with the aims to reduce both the generation and the environmental impact

of waste and to ensure the quality of the environmental resources are not adversely

affected by uncontrolled and uncoordinated waste management. SANParks manages a

number of resource use projects in its national parks which are meant to provide access

to resources by neighbouring communities without a negative bearing on the sustenance

of resources under its management.

3.1.10 CREATE A BETTER SOUTH AFRICA, A BETTER AFRIC A AND A BETTER WORLD

SANParks is indirectly contributing to this objective by ensuring that it has a Wellness

Programme that provides support to employees and their families. The SANParks

Housing Programme is aimed at improving the state of accommodation provided to

employees in remote parks where employees are far from human settlements, and thus

are unable to own property closer to their place of work. The accommodation provided

within national parks is subject to budget being gradually improved to reasonable

standards of family units, away from compound-style development of the past. In

addition to this, SANParks assists its employees’ children with transportation to and from

nearby schools.

A 24-hour counselling service has been made available and is accessible to employees

and their immediate families. All these programmes are aimed at ensuring cohesive

communities in areas where SANParks operates.

As an implementing agent involved with the management of Transfrontier Conservation

Areas (TFCAs) for the Greater Mapungubwe, Great Limpopo, Ais-Ais Richtersveld,

Maloti-Drakensburg and Kgalagadi TFCAs; SANParks contributes to the exchange of

conservation management expertise and cooperation, and thus the advancement of

African and international cooperation.


3.1.11 AN EFFICIENT, EFFECTIVE AND DEVELOPMENT ORIE NTED PUBLIC SERVICE

AND AN EMPOWERED, FAIR AND INCLUSIVE CITIZENSHIP.

As a public entity SANParks has an obligation to conserve; protect; control; and manage

national parks and other defined protected areas and their biological diversity, and this

mandate is effectively achieved though inclusive consultation with our stakeholders,

such as government and the society, hence growing societal support and providing

access to benefit sharing from the national park system.

3.2 ALIGNMENT WITH GOVERNMENT ’S DELIVERY AGREEMENT

SANParks has also aligned its Strategic Plan with government’s delivery agreement between

2010/11 financial year and 2013/14. Under this agreement, SANParks is featured under

outcome 10, which is about environmental assets, natural resources protection and continual

enhancement, and particularly focussing in the following outputs and associated sub-outputs:

⇒ Output 3 : Sustainable environmental management

� Restoration & rehabilitation of degraded ecosystems

� Deforestation & forest management

� Less and better managed waste

� Management of environmental impacts from mining and related activities

� Sustainable land use management

⇒ Output 4 : Protected biodiversity

� Expansion of the conservation estate

� Reduced climate change impacts on biodiversity

� Protected ecosystem & species

� Valuing the ecosystem services

Though these might not be exclusive outputs to contribute to, SANParks has aligned its

strategy to other outputs and sub-outputs in which is not directly listed, and those are:

⇒ Output 1 : Enhanced quality and quantity of water resources

� Water resource protection

⇒ Output 2 : Reduced greenhouse gas emissions, climate change & improved air /

atmospheric quality

� Renewable Energy Deployment

� Adapting to the impacts of climate change

� Energy Efficiency


3.3 ALIGNMENT WITH DEA’S PLAN

SANParks Strategic Plan for 2012/13 to 2016/17 is particularly aligned to the intended

outcomes of the Department of Environmental Affairs’ programme on the Conservation and

Sustainable Use of Biodiversity. The following key strategic objectives are of particular

relevance:

⇒ Conserve biodiversity, its components, processes and functions and mitigate threats.

⇒ Build a sound and scientific base for the effective management of natural resources.

⇒ Prevent or manage the potentially negative impacts of all significant activities.

⇒ Ensure equitable and sustainable use of natural resources to contribute to economic

development.

⇒ Ensure proper compliance with environmental management system.

⇒ Improve Service Delivery.

⇒ Promote empowerment.

⇒ Enhance institutional effectiveness and efficiency to ensure good corporate governance in

the biodiversity sector.

In addition, SANParks has aligned its strategic plan to the following Tourism related themes:

⇒ People empowerment and job creation.

⇒ Tourism sector transformation.

⇒ Sustainable tourism growth and development.

⇒ Responsible tourism promotion.

⇒ Tourism service excellence.

⇒ Tourism sector knowledge and policy leadership.

⇒ Integrated tourism governance.

⇒ Public education, awareness and outreach.

⇒ A better Africa and a better world.


3.4 ORGANIZATIONAL 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 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 is necessary to

supplement government seed 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

constituency building.

⇒ Constituency building towards a people-centred cons ervation and tourism mandate

– 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 than 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 core mandate of the organisation derived from its biodiversity conservation role, thus the

conservation pillar, is regarded as the basis upon which the other two sub-core pillars’

programmes and activities are directed. Below is a diagram illustrating the organisation’s

business architecture:


The organisational structure emanating from the business architecture is provided in Figure 3-

1 below.

Figure 3-1: SANParks Business Architecture

In addition to the core (Conservation) and sub-core business functions (Tourism and

Constituency Building) that provide SANParks with a level of uniqueness, the organisation has

generic support functions of Chief Financial Officer’s office (which includes Finance; Supply

Chain Management; Information Technology; Business Process Management (BPM); Strategy

& Business Planning and Legal Services); Human Resources and Corporate Communications.


OPERATIONS

The operational component of SANParks is delivered through the current twenty-two (22)

national parks – these being organised under two divisions namely, Kruger National Park and

the Parks Division (which entails the remaining twenty-one (21) national parks).

1. Addo Elephant National Park

2. Agulhas National Park

3. Augrabies Falls National Park

4. Bontebok National Park

5. Camdeboo National Park

6. Garden Route National Park

(Wilderness; Knysna and Tsitsikamma)

7. Golden Gate Highlands National Park

8. Karoo National Park

9. Kgalagadi Transfrontier Park

10. Kruger National Park

11. Mapungubwe National Park

12. Marakele National Park

13. Mokala National Park

14. Mountain Zebra National Park

15. Namaqua National Park

16. Richtersveld National Park

17. Table Mountain National Park

18. Tankwa Karoo National Park

19. West Coast National Park


ORGANISATIONAL STRUCTURE

The figure below illustrates SANParks' high level organisational structure:

Figure 3-2: SANParks Organisational Structure

3.5 DESCRIPTION OF STRATEGIC PLANNING PROCESS

The strategic plan is formed to address medium to long-term organisational endeavours that

are focused on desired outcomes based on organisational legislative mandate, obligations, and

policies, government priorities for the MTEF period under consideration, and objectives &

outcomes as identified by the South African Constitution and DEA as the executive authority.

SANParks’ Strategic Plan is focused on the delivery of the organisation’s main purpose, which

is to deliver on the organisation’s mandate. All the divisions and business units in the

organisation are supposed to gauge their outputs on the extent to which their programmes and

activities deliver or assist to delivery on SANParks’ mandate – which is the rallying point of the

organisation. As SANParks strategic plan impacts many, both outside as well as inside

stakeholders of the organization, to varying degrees these relationships are being recognized

during various planning phases, including the communication of the plan.

Furthermore, SANParks has aligned its Strategic Plan and associated initiatives with

government’s 12 Outcomes areas covered by its Programme of Action 2011 to 2016. Further

description of how SANParks strategic planning is being rolled out, is described in the

SANParks’ Procedure Manual for Performance Information.


PART B: STRATEGIC OBJECTIVES

The following core areas provide a fundamental basis of the SANParks’ mandate, and have informed

the business architecture of SANParks:

⇒ Conservation management through the national parks system;

⇒ Constituency building and people focused;

⇒ Ecotourism management; and

⇒ Corporate governance ; sound business and operational management .

The SANParks’ Strategic Plan for 2012/13 to 2016/17 is therefore influenced by this business

architecture, and is thus focused on all aspects of management of the organisation from the core areas

of the mandate to the corporate governance and business operational support management aspects.

The Balanced Scorecard performance (BSC) management approach has been followed to ensure

consistent, effective and efficient manner in which organisational strategy and performance are being

executed. SANParks’ strategy map (as presented in the next page) is an overview of the organisation’s

key strategic objectives necessary for the effective and efficient delivery of the organisation’s mandate

along the four BSC perspectives.


SANParks STRATEGY MAP


Financial Perspective

Strategic Objective Objective Statement Baseline Performance indicator/ Measure Target 2016/17

1. Promoting Effective Budget

Management

To promote good financial management

in order to maximise delivery through

the effective and efficient use of limited

resources, by creating a balanced

between organisational income and

expenditure.

Break Even Budget Variance Break Even

2. Growing Revenue

To create and to maintain revenue

streams that will enhance organisational

financial sustainability.

8.1% Operating Tourism Revenue 34.9%

R33,5 million Alternative Revenue

(Including Fundraising) R200 million


Stakeholders / Customers Perspective


3. Enhancing Organisational

Reputation

To bring about trust, confidence, and

transparency to our stakeholders

(including consumers), which will

present SANParks as an ultimate brand

to associate with.

74%

Negative Coverage = 4%

Positive Coverage = 23%

Neutral Coverage = 72%

Media Reputation Rating

76%

Negative Coverage < 10%

Positive Coverage = 35%

Neutral Coverage = 62%

4. Growing Societal Support and

Providing Access and Benefit

Sharing

To grow societal support and providing

access to benefit sharing from the

national park system

130,480

Total Number of Participants in

Environmental Education

Programme

185,620

5. Promoting Customer Focused

Responsible Tourism

To provide tourism that works to protect

the environment and benefit local

cultures and communities, by bringing

exceptional services within the reach of

our customers.

69.5% Accommodation Occupancy 72.8%

4,500,000 Total Number of Visitors 4,900,000

385,000 Total Number Domestic Black

Visitors 490,000

77.2% Customer Satisfaction Index 80.0%

6. Improving Corporate

Governance

To provide a framework of rules and

practices by which SANParks ensures

accountability, fairness, and

transparency to all its stakeholders

(government, customers, employees,

and the community).

Unqualified Auditor General Audit Report Unqualified


Internal Processes Perspective


7. Improving Conservation

Estate

To improve the state of the

conservation estate through informed

park-planning and development, and

effective biodiversity monitoring.

95% Achievement % progress against Biodiversity

Monitoring Plan 100% Achievement

3 Number of Revised Park

Management Plans 7

95% Achievement

% progress against

implementation of Cultural

Heritage Programme

100% Achievement

Terrestrial = 38,580 ha

Total Area Added to National

Parks

Terrestrial = 22,300 ha

(Cumulative)

New = 16,000 ha per annum

Follow-ups = 167,000 ha per

annum

Total Area Rehabilitated of Alien

& Invasive Species

New = 86,400 ha per annum

Follow-ups = 839,803 ha

(cumulative)

Rhino = 2.5%

Elephant = 0%

% of Poaching Relative to

Population Birth/Growth Rate

(not to Exceed Birth/ Growth Rate)

Rhino < 2.5%

Elephant = 0%


Internal Processes Perspective


8. Facilitating Socio-Economic

Development

To enhance both organisational and

community socio-economic

development through effective broad

based transformation.

407,300 per annum

Total Number of Person-days on

Temporary Jobs Created through

EPWP

1,834,804

(Cumulative)

3,400 per annum Total Number of Temporary Jobs

Created through EPWP

19,300

(Cumulative)

290 per annum

(R60 million to be spent)

Total Number of SMMEs

Supported though EPWP

1,566 (Cumulative)

(R368 million to be spent)

8

Number of Community-based

Socio-Economic initiatives

implemented

12

9. Promoting Research and

Development 80%

% of new research projects

relevant to SANParks key issues

(Essential" and "Important"

categories)

80%


Learning & Growth Perspective


10. Promoting Effective

Management of Human

Capital

To create collective values of

organisational intellectual capital and

healthy environment that will enable

SANParks to creatively, innovatively,

effectively and efficiently deliver on its

mandate.

Permanent = 3,591

Temporary = 780

Total Number of New

Employment (Jobs Created)

Permanent = 385

Temporary = 50

Women as % of Management =

32%

People with Disabilities = 0.6 %

% of Employees from

Designated EE Groups

Women as % of Management =

50%

People with Disabilities = 5%

1.34 Disabling Injury Frequency Rate

(DIFR) Index 0.75


4.1 RISK MANAGEMENT

Risk management remains one the unavoidable topics to deal with within in our both strategic and operational agenda, particularly when

considering our continuously changing business horizons which require the organisation to be innovatively adaptive in order to survive

and to be sustainable. SANParks continuously monitors and evaluates its risk profile by taking contingency and corrective actions when

required. Although in most instances risk management is addressed in a reactive manner, proactive and preventative risk management

is also considered. SANParks risk management is carried out by conducting detailed risk and threats analysis within the context our legal

and regulatory requirements, business drive and strategic objectives, the results of which are then used to define acceptable risk levels,

which in turn are further outlined in organisational security policies, standards, guidelines and procedures.

Below is a list of 5 key risks that may affect realisation of our strategic objectives:

Risk Risk Description Risk Implication Risk Mitigation

Financial Pressure

Revenue reduction which can be attributed to recent budgetary cuts imposed by the National Treasury, and decline in our tourism income due to the global economic down turn, which has affected both our tourism operations and concessionaires. Slow economic growth and rise of commodity price inflation

• Inability to deliver in some of our strategic and operational obligations.

• Threat to employment security.

• Promoting effective budget management.

• Implementation of cost curtailment initiatives.

• Growing revenue streams through Strategic Plan for Commercialization (SPfC) and Fundraising initiatives.

• Optimising governance through relevant legislation (PFMA; PPPFA, BBBEE).

Safety and Security

Rise in poaching incidents, particularly those of rhino in the Kruger National, and abalone in the costal parks.

This includes while-collar crimes (such as fraud) at our points of sales, muggings in the Table Mountain, and robberies.

Ineffective control of communicable diseases such the “foot and month”, across boundaries of our national parks, particularly in the Western part of the Kruger National Park.

• Threat in protecting our conservation estates and national heritage.

• Constrains in movement of mega mammals such the elephant and rhino.

• Biodiversity limitation.

• Undetected disease that might affect national park wild life, which might result into uncontrollable mortalities.

• Recruitment of about 150 additional rangers for both KNP and Table Mountain.

• Collaboration with law enforcement agencies (SAPS, NPA, NIA and SANDF), and relevant provincial agencies, including Department of Agriculture.

• Collaboration with Mozambique authorities to consolidate the Lubombo Conservancy to buffer Kruger National Park.


Risk Risk Description Risk Implication Risk Mitigation

Tourism Strategy

Ageing tourism infrastructure resulting from inadequate maintenance funding. Global economic down turn, which has affected both tourism operations and concessionaires.

• Decline in visitor numbers.

• Loss of our tourism market share.

• Loss of tourism revenue.

• Loss of reputation and brand strength.

• Prioritising on key tourism infrastructure initiatives to enhance revenue as well.

• Review of Tourism Product Development Strategy.

• Review of responsible tourism strategic framework.

• In-sourcing Wild-Card loyalty programme.

Regulatory Framework

Legislative position inhibiting maximising of financial profile.

• Limitation of capital investment options. • Review of organisational legislative position to optimise investment opportunity (i.e. review PFMA scheduling).

Climate Change Unfavourable change in weather conditions such as extreme heat that is causing drought, wild fires, and/or heavy and destructive rain falls.

• Loss of biodiversity, including human and wild life.

• Disturbance of marine life due rapid ocean acidification.

• Mass extinction and forest collapse.

• Reduction of fresh water reserves and quality.

• Infrastructural damages.

• Loss of tourism revenue.

• Undertaking research programme to address effects of climate change.

• Implementation of Energy Efficiency Programme to reduce organisational carbon footprint.

• Implementation of invasive and alien vegetation species control initiative.

• Establishment of field fire control unit.


PART C: LINK TO OTHER PLANS

5 LONG-TERM INFRASTRUCTURE AND OTHER CAPITAL PLANS

Through the SANParks’ Infrastructure Development Programme (InfraD) and the Expanded Public Works Programme (EPWP), SANParks

contributes modestly towards key priority of the DEA programmes as an implementation agency in these programmes. The table below

illustrates medium-to-long term capital investment plan SANParks will be implementing during the course of the strategic period.

No.

Project Name Programme Municipality (where applicable)

Project description/ type of structure

Outputs Estimated Project cost

Expenditure to date (if any)

Start Finish

1

Infrastructure Development Programme – Phase 1

Infrastructure Development Programme

West Coast National Park

Rest Camp 10 x Accommodation units Road & Bulk Services

R 9,449,137 R 294,920 2010/05/01 2013/12/31

Agulhas National Park

Visitor infrastructure Restaurant, Visitor center, offices for park & Transnet, picnic area

R 22,247,819 R 1,665,274 2010/05/01 2013/12/31

Golden Gate National Park

Sewer infrastructure Sewer system R 4,638,881 R 377,395 2011/01/01 2012/12/31

Total R 36,335,837 R 2,337,589

2

DEA SRP Programme

Expanded Public Works Programme

Addo Elephant National Park

New gravel roads 12 km gravel road R 11,379,394 R 11,133,771 2009/11/01 2012/06/30

Golden Gate National Park

Upgrade staff accommodation Park fence QwaQwa Paving: Glen Reenen

18 x houses 60km fence 1400m² paving

R 19,330,992 R 16,910,336 2009/11/01 2012/06/30

Kgalagadi Transfrontier Park

Construct staff accommodation, upgrade Nossob gravel road and Paving TFCA Entrance Gate

6 x Staff houses 11km of road 9,000 m² paving

R 30,547,346 R 25,382,744 2010/02/01 2012/06/30

Total R 61,257,732 R 53,426,851


No.





Start Finish

3

Infrastructure Development Programme – Phase 2



Extend Matyholweni Rest Camp

3 x 2bed units R 5,300,000 R 8,275 2011/03/01 2014/03/31

Kgalagadi Transfrontier Park

Re-design Nossob Rest Camp

10 x 2bed units Road Bulk services

R 12,300,000 R 377,207 2011/03/01 2014/03/31

Kruger National Park

Upgrade roads infrastructure

138km of roads to be upgraded

R 28,000,000 R 6,623,567 2011/03/01 2014/03/31


Upgrade staff accommodation

4,536m² staff housing to be upgraded. 100 units

R 40,000,000 R 1,846,829 2011/03/01 2014/03/31


Upgrade Support infrastructure

Bulk water supply, park & ride, power, water purification

R 13,200,000 R 1,719,331 2011/03/01 2014/03/31


Upgrade tourism infrastructure

16,730m² tourism accommodation – 317 units. Picnic sites Energy efficiency installations

R 70,000,000

R 8,824,926 2011/03/01 2014/03/31

Marakele National Park

Tented accommodation 10 x Tented units R 3,800,000 R 10,423 2011/03/01 2014/03/31

Table Mountain National Park

Park offices Sewer plant – Cape Point

1 x sewer plant Offices for TMNP staff

R 6,000,000 R 6,935 2011/03/01 2014/03/31

Total R 189,000,000 R 19,417,499

4

Infrastructure Development Programme – Phase 2 (Additional allocation MTEF



Skukuza Conference Lodge

250 bed Conference Lodge Staff accommodation Relocation of tourism and staff units Bulk services

R165,000,000 R 0 2011/4/01 2014/03/31


Nguni Lodge 10 units Central complex

R 10,800,000 R 0 2012/03/01 2013/09/12


No.





Start Finish

2012/13 – 2014/15 dated Dec 2011)

All national parks

Income generating infrastructure Support infrastructure Roads Staff Accommodation

Tourism units Staff units Roads

R 174,200,000 R 0 2012/04/01 2015/03/31

Total R 350,000,000 R 0

GRAND TOTAL R 636,593,569 R 75,181,939


6 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 which has yielded more than forty three contractual agreements as of 2010/11, and is projected to brings just

over R65,2 million of annual net income by the end of the year 2011/12 (which is about 8.6% of the total organisational operating tourism

revenue), and has provided more than 2,000 decent sustainable jobs to local communities and potential procurement supplies from local

SMEs. 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 permanent jobs

R 2,049,000 31 March 2024

Jock Safari Lodge – KNP



R 1,529,000 30 September 2021

Lukimbi Safari Lodge – KNP



R 689,000 30 September 2022




Imbali Safari Lodge - KNP



R 1,479,000 31 October 2022

Rhino Walking Safaris – KNP



R 682,000 30 September 2023

Singita Lebombo – KNP



R 13,571,000 30 September 2023

Shishangeni Lodge – KNP



R 2,031,000 31 January 2025

Malelane Hotel

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


R 800,000

Operation commencement date dependant. Approximately 1 Jan 2042

Gorah Elephant Camp – KNP


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

R 194,000 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 permanent jobs

R 337,000 30 September 2103




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 permanent jobs

R67,000 30 September 2079

Tintswalo Atlantic – TMNP


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

R 50,000 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 permanent jobs

R 80,000 30 April 2026

Langebaan Houseboats – WCNP


- Revenue generation - Diversification of tourism offering - Infrastructure upgrades R8 million - BEE and job creation, 7 permanent jobs

R 114,000 31 October 2024

Cape Point Lease/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, 303 permanent jobs

R 14,617,000

25 November 2025 Tender process for the appointment of an operator to be concluded prior to termination

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 permanent jobs

R 57,000 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, 12 permanent jobs

R 400,000 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


R 16,639,000

Expired but will remain operational until the Tender process for new operator has been concluded (operation commencement date anticipated to be Mid 2012)

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


R 4,842,000 31 March 2022

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


R 119,000 28 February 2018

Addo Shop & Restaurant – Tigers Eye

To source specialised skills to operate restaurant and retail 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, 62 permanent jobs

R 2,021,000





Tsitsikamma Shop & Restaurant – Tigers Eye



R 1,238,000


Mountain Zebra Shop & Restaurant – Tigers Eye



R 148,000


Augrabies Shop & Restaurant – Tigers Eye



R 366,000


Kgalagadi Shop & Restaurant – EJ Viljoen



R 687,000





Karoo Shop & Restaurant – Jan Viljoen



R 206,000


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 permanent jobs

R 52,000 23 February 2014

Listers Tea Room - 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, 4 permanent jobs

R 60,000 30 June 2015

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

R 240,000 30 September 2015

Tsitsikamma Adventures To source specialised skills to operate adventure activities in the Garden Route National Park

-Tourism promotion - Revenue generation - BEE and job creation, 10 permanent jobs

R 96,000 28 February 2012


List of planned projects who are not awarded as yet:



Fuel Supply and operation of fuel service stations

To source specialised skills to supply fuel to National Parks and to operate Fuel Service Stations in National Parks

- Revenue generation - Loss minimisation through enhanced control - Tourism promotion - Infrastructure upgrades - BEE and job creation, 50 permanent jobs

R 1,800,000 1 July 2021

Operation of the Skukuza Airport To source specialised skills to operate the Skukuza Airport as a Category 1 commercial Airport

- Revenue generation - Tourism promotion - Infrastructure upgrade - BEE and job creation, 10 permanent jobs

Not yet known Not yet known

Mapungubwe Shop & Restaurant


- Quality Service Delivery - Revenue generation - BEE and job creation, 7 permanent jobs

Not yet known

Project delayed, anticipated to commence operation in Feb/March 2012

------------------------------------------------------------------------------ END ------------------------------------------------------------------------------


ANNEXURE

A. TECHNICAL INDICATORS DESCRIPTION

Performance Indicator Title Budget Variance

Short Description The percentage difference between the actual amount of expenditure and/or income incurred or

realized, and the corresponding budgeted and/or forecasted amount.

Purpose/Importance To improve organisational effectiveness and ability to budget and perform against the budgeted

expenditure and forecasted income amounts.

Data Source SANParks Financial System (ProClarity)

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

Data Limitation No specific limitations

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

Reporting Cycle Monthly

New Indicator No

Desired Performance To break even from one year to another i.e. equalising operational income and expenses.

Indicator Responsibility Chief Financial Officer

Performance Indicator Title Operating Tourism Revenue

Short Description

The total income received from total operating tourism revenue, with exception of land grant

acquisitions, revenue generated from sale of fauna & flora, and other donations – Calculated on

year-on-year comparison basis.

Purpose/Importance To monitor performance on Operating Tourism Revenue


Method of Calculation

[(CYTD-LYTD) ÷ LYTD] X 100

Where: CYTD = Current Year To Date and

LYTD = Last Year To Date


Type of Indicator Outcome – with specific focus on operating revenue


New Indicator No

Desired Performance 35% growth by the year 2016/17



Performance Indicator Title Alternative Revenue

Short Description Total amount generated from alternative sources such as Land Acquisition Grant; Sales of Fauna,

Flora, Fundraising (Donations) and Interest & Investment Income.

Purpose/Importance To provide financial relieve and support where income and/or funding might not be adequate to

pursue the objective.


Method of Calculation Absolute Number


Type of Indicator Outcome – with specific focus on game sales and fundraising initiatives


New Indicator No

Desired Performance Raise a cumulative total alternative revenue of R200 million by the year 2016/17


Performance Indicator Title Media Reputation Rating

Short Description Measurement of organizational 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)





Data Limitation Accuracy of the Reputational Reports

Type of Indicator Output


New Indicator No

Desired Performance To improvement overall media reputation rating from 74% to 7.5%, by retaining negative coverage to

less than 10% and improving positive coverage rating from 23% to 35% by the year 2016/17.

Indicator Responsibility Head: Corporate Communications


Performance Indicator Title Total Number of Participants in Environmental Education Programme

Short Description

Collective number of both school learners and other participants into the SANParks in Environmental

Education Programme, consisting of projects such as Kids In Parks, Imbewu, Take Kruger to Kasie

and SANParks Junior Ranger programme.

Purpose/Importance To enhance corporate social investment, community knowledge and awareness about conservation

matters, particularly the youth at school level.

Data Source Conservation Services Portal and Quarterly Report

Method of Calculation Absolute Number, Yea-on-Year

Data Limitation Accuracy of data at parks levels

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

Reporting Cycle Quarterly

New Indicator No

Desired Performance To improve annual figures of participants in environmental education programme by 42% (130,480 to

185,620) in the next 5 years.

Indicator Responsibility Managing Executive: Conservation Services

Performance Indicator Title Accommodation Occupancy

Short Description The percentage difference between the occupied (rented) accommodation units and the available

total organisational tourism accommodation.

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

Data Source SANParks Reservation System Database (RoomSeeker)

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

Data Limitation Availability of the internet in remote parks

Type of Indicator Outcome – with specific focus to occupancy


New Indicator No

Desired Performance To improve overall unit occupancy rate by 5% (from 69.5% to 72.8%) over a period of 5 years.

Indicator Responsibility Managing Executive: Tourism & Marketing


Performance Indicator Title Total Number of Visitors

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

Purpose/Importance To monitor and evaluate visitor numbers (quotas) to national parks.






Data Limitation Availability of the internet in remote parks

Type of Indicator Outcome


New Indicator No

Desired Performance To improve overall visitor numbers by 9% (from 4,500,000 to 4,900,000 per annum) over a period of

5 years.


Performance Indicator Title Total Number of Domestic Black Visitors

Short Description Total number of South African Black (as defined by the RSA constitution) visitors to the national

parks.

Purpose/Importance To monitor and evaluate black visitor numbers to national parks.






Data Limitation Data is available in all national parks with exception of parks where the reservation systems does not

account for visitors’ demographics, i.e. Agulhas; Table Mountain; and West Coast.

Type of Indicator Outcome - with specific focus on SA black visitor numbers


New Indicator No

Desired Performance To improve overall SA Black visitor numbers by 27.3% (from 385,000 to 490,000 per annum) over a

period of 5 years.



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 organization with areas for

improvement for offering value for money for customers.

Data Source Touchwork Report (Online application)





Data Limitation The application and database in which the captured data is stored not hosted with the organisation



New Indicator No

Desired Performance Improvement of overall customers’ satisfaction level by 3.6% (from 77.2% to 80% per annum) over a

period of 5 years.


Performance Indicator Title Auditor General Audit Report

Short Description

The out come of the systematic examination and verification of the organisational financial records,

performance against pre-determined objectives, and physical inspection by the Auditor General

(External Audit).

Purpose/Importance To periodically monitor organisational effectiveness and efficiency in delivering its corporate

obligations and legislative mandate.

Data Source Auditor General’s Audit Report and the Annual Report

Method of Calculation Verification and Assessment of Financial Records, Systems and Pre-determined

Strategic Objectives as prescribed by the Auditor General Legislation.

Data Limitation None


Reporting Cycle Annually

New Indicator No

Desired Performance Maintain at unqualified audit report every year over the planned 5 years period.



Performance Indicator Title % progress against Biodiversity Monitoring Plan

Short Description The percentage difference between the actual outcomes of Biodiversity Monitoring addressed or

achieved and the corresponding planed deliverable.

Purpose/Importance To monitor and to evaluate progress made on addressing planned biodiversity and species

management initiatives towards improving state of SANParks conservation estate.

Data Source State of Biodiversity Reports and Quarterly Performance Reports

Method of Calculation Weighted Average Score of all Parks on State of Biodiversity

Data Limitation Data is not automated



New Indicator No

Desired Performance Maintain at least 100% achievement per annum on all planned key deliverables and milestones, over

a period of 5 years.

Indicator Responsibility Managing Executive: Conservations Services

Performance Indicator Title Number of Revised Park Management Plans

Short Description Total number of revised park management plans per annum, as guided and required by the DEA.

Purpose/Importance To monitor and improvement management of the national parks as require by the organisational

legislative mandate.

Data Source SANParks Conservation Service Portal

Method of Calculation Absolute Value

Data Limitation Data is managed manually


Reporting Cycle Annually

New Indicator No

Desired Performance To revised from 3 Parks Management Plans per annum over a period of 5 years.



Performance Indicator Title % progress against implementation of Cultural Heritage Programme

Short Description The percentage difference between the actual outcomes of the Programme addressed or achieved

and the corresponding planed deliverable per annum

Purpose/Importance To monitor health of the national parks’ ecosystem and cultural heritage.

Data Source Quarterly Performance Reports

Method of Calculation [Actual Achievement ÷ Planned Deliverables] X 100




New Indicator No

Desired Performance To maintain at least 100% achievement per annum on all planned key deliverables and milestones,

over a period of 5 years.


Performance Indicator Title Total Area Added to National Park

Short Description

Total size and types of various terrestrial biomes/habitat added to national parks as protected areas.

This might include marine protect areas under SANParks’ management on condition that an

adequate budget is allocated to pursue marine management programmes.

Purpose/Importance To monitor and evaluate improvement and size increase of protected area in response to among

others, challenges of the climate change.

Data Source Quarterly Performance Report

Method of Calculation Absolute Value (ha)

Data Limitation Data is managed manually and not centralised



New Indicator No

Desired Performance To add 22,300 hectors for terrestrial areas over a period of 5 years.



Performance Indicator Title Total Area Rehabilitated for Alien & Invasive Species

Short Description Total size of terrestrial protected areas rehabilitated of alien and invasive vegetation species, through

the EPW Programme. This will involve new and follow up areas planned each year.

Purpose/Importance To improve state of conservation in the national parks, while responding socio-economic challenges

faced by local communities through SANParks corporate social investment initiations for job creation.

Data Source DEA Project Reporting Portal and the Quarterly Performance Report.

Method of Calculation Absolute Value (ha)

Data Limitation Data is in the DEA system



New Indicator No

Desired Performance To rehabilitate a cumulative area of about 86,400 ha over a period of 5 years.

Indicator Responsibility Managing Executive: Parks

Performance Indicator Title % of Poaching Relative Population Birth/Growth Rate

Short Description

% variance between animal population birth/growth rate and population decline due to poaching. The

acceptance level is the decline which should not exceed animal population birth/growth rate in the

national parks per annum. Average growth rate of rhino population estimated at 2% per annum.

Purpose/Importance To monitor the level of animal population and its decline due to poaching in the national parks, and to

put suitable protective measures when required.

Data Source KNP Protection Services Database

Method of Calculation (Number of Poached Animals / Average Population ) X 100 per annum

Data Limitation Database is managed manually

Type of Indicator Output - with specific focus on rhino and elephant population


New Indicator No

Desired Performance To contain rhino poaching not to exceed birth/ growth rate of ± 2.0 % of the population over 5 year

period.



Performance Indicator Title Total Number of Person-days on Temporary Jobs Created though EPWP

Short Description Total number days acquired by each individual in temporary job created through EPWP and InfraDP.

Purpose/Importance To monitor the amount and quality of jobs created though externally funded project such as the

EPWP, hence facilitating socio-economic development around Parks’ communities.


Method of Calculation Absolute Value of Man-Days spent by an individual the job


Type of Indicator Outcome - with specific focus on EPWP and InfraDP


New Indicator No

Desired Performance To improve total number of person-days on temporary jobs created though EPWP to a

cumulative1,834,804 over a period of 5 years.


Performance Indicator Title Total Number of SMMEs Supported though EPWP

Short Description Total number of small medium and micro enterprise supported through the EPWP and InfraDP

programmes.

Purpose/Importance

To monitor the amount and quality of jobs created entrepreneurship support provided through

externally funded project such as the EPWP and InfraDP, hence facilitating socio-economic

development around Parks’ communities.


Method of Calculation Absolute Value of SMME Supported


Type of Indicator Outcome - with specific focus on EPWP and InfraDP


New Indicator No

Desired Performance To improve total number of SMME supported through EPWP and InfraDP by 400% (from 290 to

1,566) over a period of 5 years.



Performance Indicator Title Number of Community-based Socio-Economic initiatives implemented

Short Description The total number of community-based socio-economic initiatives implemented, in support of societies

surrounding national parks.

Purpose/Importance To enhance the organisational socio-economic development and support to societies surrounding

national parks.

Data Source Quarterly Performance Reports





New Indicator No

Desired Performance To improve the number of community-based socio-economic initiatives implemented by 50% over a

period of 5 years.


Performance Indicator Title % of New Research Projects Relevant to SANParks Key Issues

Short Description The percentage difference between new research projects addressing SANParks key issues, and all

research project undertaken within national parks

Purpose/Importance To improve the focus of research projects undertaken with national parks to address issues relevant

to SANParks strategic benefit.

Data Source SANParks Scientific Services Research Database.

Method of Calculation [Essential + Important Research Projects] ÷ Total Research Projects at SANParks

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 research projects at 80% or above over a period of 5 years.



Performance Indicator Title Total Number of New Employment (Jobs Created)

Short Description

Total number of new jobs created which includes both permanent and temporary jobs created.

Temporary jobs include fixed-term contracts; hourly rate paid employers; diploma students and

interns from various fields.

Please note that this excludes temporary jobs created through the EPWP.

Purpose/Importance To organisational intellectual capital that will enable SANParks to effectively and efficiently deliver on

its mandate.

Data Source SANParks Human Resources Database


Data Limitation None

Type of Indicator Output - with specific focus new jobs created


New Indicator Yes

Desired Performance To improvement new jobs created by 7.5% (from 3,591 to 3,856) and 5% (789 to 827) for permanent

and temporary respectively over a period of 5 years.

Indicator Responsibility Managing Executive: Human Resources

Performance Indicator Title % of Employees from Designated EE 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 SANParks Human Resources Database

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 Outcome - with specific focus management gender composition and people with disabilities


New Indicator Yes

Desired Performance To improvement the management composition from 32% to 50% and staff compliment of people with

disabilities from 0.6% to 5%, over a period of 5 years.



Performance Indicator Title Disability Injury Frequency Rate (DIFR) Index

Short Description The measure of organisational occupational health and safety standard.

Purpose/Importance To monitor organisational safety performance levels in all areas of occupation, and to identify

accident causes for prevention initiatives by management

Data Source SANParks Human Portal

Method of Calculation [(Number of Disabling Injuries) X 1 million] / Number of Employee Hours Worked

Data Limitation Accuracy of data at operational levels

Type of Indicator Outcome – with focus injury frequency at park levels


New Indicator No

Desired Performance To reduce DIFR from 1.34 to 0.75 over a period of 5 years.



B. BUDGET

2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 2016/2017

A001 - Conservation Fees (208,724,040) (223,080,824) (234,234,865) (245,946,608) (258,243,939) (271,156,136)

A005 - Concession Fees (65,177,544) (67,854,811) (71,247,552) (74,809,929) (78,550,426) (82,477,947)

A010 - Retail Gross Profit (22,291,651) (23,854,287) (25,047,001) (26,299,351) (27,614,319) (28,995,035)

A010 - Sales - Trading (152,764,765) (163,461,609) (171,634,689) (180,216,424) (189,227,245) (198,688,607)

A020 - Cost of Sales - Trading 130,473,114 139,607,322 146,587,688 153,917,073 161,612,926 169,693,572

Gross Profit % 14.59% 14.59% 14.59% 14.59% 14.59% 14.59%

B010 - Tourism income (464,223,192) (501,558,108) (526,636,013) (552,967,814) (580,616,205) (609,647,015)

B010 - Accommodation (389,840,815) (421,366,226) (442,434,537) (464,556,264) (487,784,077) (512,173,281)

B011 - Entrance Fees (779,421) (1,028,823) (1,080,264) (1,134,277) (1,190,991) (1,250,541)

B012 - Trail Fees (26,359,428) (29,333,675) (30,800,359) (32,340,377) (33,957,396) (35,655,265)

B013 - Traversing Rights - - - - - -

B014 - Drive Fees (29,535,702) (31,766,083) (33,354,387) (35,022,107) (36,773,212) (38,611,872)

B015 - Sundry Tourism Income (9,471,142) (9,995,690) (10,495,475) (11,020,248) (11,571,261) (12,149,824)

B016 - Cancellations & Forfeitures (8,236,684) (8,067,611) (8,470,992) (8,894,541) (9,339,268) (9,806,232)

C010 - Other income (34,623,088) (33,787,398) (35,476,768) (37,250,606) (39,113,137) (41,068,793)

D010 - Grant: Conservation - DEA (118,747,368) (115,925,439) (122,174,561) (127,566,667) (132,669,333) (137,976,107)

D020 - Grant: Roads - DEA (10,526,316) (10,526,316) (10,526,316) (11,157,895) (11,604,211) (12,068,379)

D030 - Grant: Forestry (19,778,684) (19,000,000) (19,380,000) (19,767,600) (20,162,952) (20,566,211)

Total Income (944,091,883) (995,587,182) (1,044,723,077) (1,095,766,471) (1,148,574,521) (1,203,955,623)


2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 2016/2017

Total Expenditure 978,810,354 1,022,730,743 1,073,867,280 1,127,560,644 1,183,938,676 1,243,135,610

M010 - Human resource costs 567,224,371 603,271,193 633,434,753 665,106,490 698,361,815 733,279,906

M020 - Maintenance costs 60,366,791 60,731,247 63,767,809 66,956,200 70,304,010 73,819,210

M030 - Depreciation 37,158,357 40,882,807 42,926,947 45,073,295 47,326,959 49,693,307

M040 - Operating Costs 314,060,835 317,845,496 333,737,771 350,424,659 367,945,892 386,343,187

NOI before Interest 34,718,471 27,143,561 29,144,204 31,794,173 35,364,156 39,179,987

M050 - Interest Received (13,472,614) (10,200,739) (11,000,000) (11,000,000) (11,000,000) (11,000,000)

M055 - Finance Costs 1,867,139 2,492,895 2,200,000 2,000,000 1,820,000 1,656,200

Net Operating Income 23,112,996 19,435,717 20,344,204 22,794,173 26,184,156 29,836,187

P020 - Grant: Land Acquisition (6,243,860) (13,478,947) (14,300,877) (15,158,772) (16,068,298) (17,032,396)

P030 - Sales Fauna & Flora - LDV (30,171,186) (12,000,000) (15,000,000) (15,000,000) (15,000,000) (15,000,000)

P060 - Donation - - - - - -

Net Income (13,302,050) (6,043,231) (8,956,674) (7,364,599) (4,884,143) (2,196,209)

Less Land Acquisition/Assets 13,302,050 6,043,231 8,956,674 7,364,599 4,884,143 2,196,208

Net (Surplus)/Deficit - - - - -


2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 2016/2017

Note 1

The grant values exclude the output tax payable on the grants received.

Per Alloc Letter Per Alloc Letter Per Alloc Letter Per Alloc Letter Own Forecast Own Forecast

- Operational 106,102,000 101,634,000 107,234,000 111,459,000 123,138,623 136,042,136

- Parks expansion 7,118,000 15,366,000 16,303,000 17,281,000 21,601,250 27,001,563

- Roads 12,000,000 12,000,000 12,000,000 12,720,000 13,483,200 14,292,192

- Qwa Qwa 5,387,000 5,694,000 6,041,000 6,403,000 6,787,180 7,194,411

- Kids in Parks 1,764,000 1,852,000 1,933,000 2,049,000 2,171,900 2,302,256

- Marine and Protected Areas 17,119,000 17,975,000 19,071,000 20,215,000 21,427,900 22,713,574

- Knysna Unfunded Land 5,000,000 5,000,000 5,000,000 5,300,000 5,618,000 5,955,080

Total allocation 154,490,000 169,691,000 178,705,000 182,279,100 185,924,682 215,501,212

Value added tax 18,972,456 20,839,246 21,946,228 22,385,153 22,832,856 23,289,513

Available for projects 135,517,544 148,851,754 156,758,772 159,893,947 163,091,826 166,353,663

Special Project Allocations

Infrastructure 60,000,000 63,000,000 216,843,000 270,854,000 338,317,997 422,585,847

Combating Wildlife Crime 2,000,000 8,000,000 8,000,000 8,480,000 8,988,800 9,528,128

Total allocation 62,000,000 71,000,000 224,843,000 279,334,000 347,306,797 432,113,975

Value added tax 7,614,035 8,719,298 26,981,160 33,520,080 41,676,816 51,853,677

Available for Special Projects 54,385,965 62,280,702 65,651,754 66,824,439 68,020,576 69,238,123

This will be disclosed in the AFS in accordance with the accounting statement on grant assets.

Total as per allocation letter 216,490,000 230,521,000 392,425,000 454,761,000

SOUTH AFRICAN NATIONAL PARKS STRATEGIC PLAN · PDF fileSouth African National Parks Strategic...

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