PERFORMANCE PLAN ANNUAL FOR THE 2019/20 FISCAL YEAR
PERFORMANCE PLANANNUAL
FOR THE 2019/20 FISCAL YEAR
Annual Performance Plan
FOR THE 2019/20 FISCAL YEAR
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries
2019
Edited and published byDepartment of Agriculture, Forestry and FisheriesPrivate Bag X144, Pretoria, 0001
ISBN: 978-1-86871-458-2
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries
Contents Part A: Strategic overview page
1. Strategic overview 1
Vision
Mission
Values
2. Updated situational analysis 1
2.1. Economic analysis 1
2.2. Performance environment—sector performance 6
2.3. Transfer of colleges of agriculture to the department of higher education and training 15
2.4. DAFF’s contribution to job creation 15
2.5. Organisational environment 17
2.6. Strategic goals and objectives 22
3. Legislative and other mandates 24
3.1. Legal mandate 24
3.2. Legislative mandate 24
3.3. Relevant court rulings 28
3.4. National policy mandates 28
3.5. Departmental policy frameworks 32
3.6. Planned policy initiatives 34
4. Overview of 2019/20—2021/22 budget and MTEF estimates 35
4.1. Expenditure estimates 35
4.2. Relating expenditure trends to strategic outcome oriented goals 37
4.3. Improving food security and safety 37
4.4. Creating decent jobs 37
4.5. Increasingthecontributionoftheagricultural,forestryandfisheriessectortotheGDP 38
4.6. Upgrading infrastructure 38
Part B: Strategic objectives
5. Programme 1: Administration 40
5.1. Strategic objectives and annual targets for 2019/20—2021/22 40
5.2. Programme performance indicator and annual targets for 2019/20—2021/22 42
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries
5.3. Quarterly targets for 2019/20 50
5.4. Reconciling performance targets with the budget and MTEF 53
5.5. Expenditure estimates 53
5.6. Risk management 54
6. Programme 2: Agricultural Production, Health and Food Safety 55
6.1. Strategic objective and annual targets for 2019/20—2021/22 55
6.2. Programme performance indicator and annual targets for 2019/20—2021/22 58
6.3. Quarterly targets for 2019/20 61
6.4. Reconciling performance targets with the budget and MTEF 63
6.5. Expenditure estimates 63
6.6. Risk management 65
7. Programme 3: Food Security and Agrarian Reform 65
7.1. Strategic objective and annual targets for 2019/20—2021/22 66
7.2. Programme performance indicator and annual targets for 2019/20—2021/22 69
7.3. Quarterly targets for 2019/20 71
7.4. Consolidated performance indicators and annual targets 74
7.5. Reconciling performance targets with the budget and MTEF 76
7.6. Expenditure estimates 77
7.7. Risk management 79
8. Programme 4: Trade Promotion and Market Access 79
8.1. Strategic objective and annual targets for 2019/20—2021/22 80
8.2. Programme performance indicator and annual targets for 2019/20—2021/22 81
8.3. Quarterly targets for 2019/20 86
8.4. Reconciling performance targets with the budget and MTEF 89
8.5. Expenditure estimates 89
8.6. Risk management 91
9. Programme 5: Forestry and Natural Resource Management 91
9.1. Strategic objective and annual targets for 2019/20—2021/22 92
9.2. Programme performance indicator and annual targets for 2019/20—2021/22 93
9.3. Quarterly targets for 2019/20 97
9.4. Consolidated performance indicators and annual targets 98
9.5. Reconciling performance targets with the budget and MTEF 99
9.6. Expenditure estimates 99
9.7. Risk management 101
10. Programme 6: Fisheries 102
10.1. Strategic objective and annual targets for 2019/20—2021/22 103
10.2. Programme performance indicator and annual targets for 2019/20—2021/22 104
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries
10.3. Quarterly targets for 2019/20 109
10.4. Reconciling performance targets with the budget and MTEF 112
10.5. Expenditure estimates 113
10.6. Risk management 113
Part C: Links to other plans11. Fixed capital assets 115
11.1. Acquisition and asset management 115
11.2. Movable assets 116
11.3. Rehabilitation and maintenance of physical assets 116
11.4. Capital transfers 117
11.5. Multi-year projections and projected receipts from the sale of assets 117
11.6 Information and Communication Plan 117
11.7. Public entities and other agencies 118
12. Conditional grants 121
13. Public-private partnership 122
Part D: Annexures14. Annexure 1: Technical indicator description 124
14.1 Programme 1: Administration 124
14.2. Programme 2: Agricultural Production, Health and Food Safety 138
14.3. Programme 3: Food Security and Agrarian Reform 149
14.4. Programme 4: Trade Promotion and market access 160
14.5. Programme 5: Forestry and natural resources 170
14.6. Programme 6: Fisheries 179
15. Annexure 2: Addendum to the Strategic Plan 2015/16–2019/20 tabled 11 March 2015 188
16. Annexure 3: Service Delivery Improvement Plan 2018/19–2020/21 191
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries
DG Director-General
AFF Agriculture, forestry and fisheries
AGRIBEE Agricultural Black Economic Empowerment
AGSA Auditor-General of South Africa
AGOA Africa Growth and Opportunities Act
AH Animal Health
AIC Agricultural Inputs Control
AIMS Agricultural Information Management System
AIDA Animal Identification Act
AP Animal Production
APAP Agricultural Policy Action Plan
APHFS Agricultural Production Health and Food Safety
APP Annual Performance Plan
ARC Agricultural Research Council
ARMC Audit and Risk Management Committee
ATI Agricultural Training Institute
AU African Union
ASRDC Agriculture and Sustainable Rural Development Committee
BBTD Banana bunchy top disease
BBTV Banana bunchy top virus
BCC Benguela Current Commission
BCP Business Continuity Plan
BRICS Brazil, Russia, India, China and South Africa
BBBEEE Broad-Based Black Economic Empowerment
BFAP Bureau for Food and Agricultural Policy
CAADP Comprehensive African Agricultural Development Programme
CARA Conservation of Agricultural Resources Act
CASP Comprehensive Agricultural Support Programme
CC Climate change
CCS Climate Change Addaptation and Mitigation Plan
CCS Compulsory community service
CD Chief Director
CD: FDR Chief Director: Forestry Development and Regulations
CEO Chief Executive Officer
CFO Chief Financial Officer
COGTA Department of Cooperative Governance and Traditional Affairs
CSA Climate Smart Agriculture
DAFF Department of Agriculture, Forestry and Fisheries
DG Director-General
DDG Deputy Director-General
DEA Department of Environmental Affairs
DEAT Department of Environmental Affairs and Tourism
DARD Department of Agriculture and Rural Development
DNS Domain Name System
DoRA Division of Revenue Act
DPME Department of Performance, Monitoring and Evaluation
DPSA Department of Public Service and Administration
DPW Department of Public Works
DRP Disaster Recovery Plan
DRDLR Department of Rural Development and Land Reform
dti Department of Trade and Industry
DWS Department of Water and Sanitation
EAP Employee Assistance Programme
EFTA European Free Trade Association
Acronyms
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries
EIA Environmental impact assessment
EC Economic Cluster
EDTM Economic Development, Trade and Marketing
EPA Economic Partnership Agreement
EPWP Extended Public Works Programme
ERM Enterprise Risk Management
ERP Enterprise Resource Planning/ Extension Recovery Plan
ESEID Economic Sectors, Employment and Infrastructure Development
DEXCO Departmental Executive Committee
EEZ Exclusive economic zone
EU European Union
FALA Financial Assistance Land
FAO Food and Agriculture Organization
FAnGR Farm Animal Genetic Resources
FAW Fall armyworm
FDR Forestry Development and Regulations
FIES Food Import and Export Services
FM Fisheries Management
FMD foot-and-mouth disease
FNRM Forestry and Natural Resource Management
FORLATS Forestry Licensing and Tracking System
FOSAD Forum of South African Directors- General
FPA Fire Protection Act
FPM Fresh Products Markets
FRAP Fishing Rights Allocation Process
FS Free State
FSAR Food Security and Agrarian Reform
FSQA Food Safety and Quality Assurance
FTA Free trade area
FTE Full-time equivalent
GAP Good agricultural practices
GDP gross domestic product
GHG Greenhouse gas
GMO Genetically modified organism
GR Genetic resources
HDI Historically Disadvantaged Individuals
HR Human Resources
HRBP Human Resource Budget Plan
HRD Human Resource Development
HPAI highly pathogenic avian influenza
IBSA India, Brazil and South Africa
ICT Information and Communication Technology
ICTS International Cooperation Trade and Security (Cluster)
IDC Industrial Development Corporation
IFS Interim Financial Statement
IFSS Integrated Fisheries Security Strategy
IGDP Integrated Growth and Development Plan
IGR Intergovernmental Relations
IPAP Industrial Policy Action Plan
IQS Inspection and Quarantine Services
ITC International Trade Centre
ITDC International Training and Development
JTTT Joint Technical Task Team
LITS Livestock Identification and Traceability System
LPAI low pathogenic avian influenza
Kg Kilogram
KYD Kaonafatso ya Dikgomo
KZN KwaZulu-Natal
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries
MAFISA Micro Agricultural Financial Institutions of South Africa
MAST Marine Administration System
MCS Monitoring Control and Surveillance
M&E Monitoring and Evaluation
MDG Millennium Development Goals
MINTECH Ministerial Technical Committee
MINMEC Ministers and Members of Executive Councils Meeting
MLRA Marine Living Resources Act
MLRF Marine Living Resources Fund
MOU Memorandum of Understanding
MSP Master System Plan
MTEF Medium Term Expenditure Framework
MTSF Medium Term Strategic Framework
MANCO Management Committee
NAMC National Agricultural Marketing Council
NAPF National Aquaculture Policy Framework
NPLPDS National Policy on Comprehensive Producer Development Support
NPPOZA National Plant Protection Organisation of South Africa
NAI Notifiable Avian Influenza
NC Northern Cape
NDP National Development Plan
NEDLAC National Economic Development and Labour Council
NEF National Employment Fund
NFA National Forests Act
NFAP National Forestry Action Programme
NFNSCC National Food and Nutrition Security Coordinating Committee
NFP National Forestry Programme
NGP New Growth Path
NIPF National Industrial Policy Framework
NO National Office
NPPOSA National Plan Protection
Organisation of South Africa
NRM Natural Resource Management
NT National Treasury
NVFFA National Veld Fire and Forest Act
NWRS National Water Resources Strategy
OBP Onderstepoort Biological Products
ODG Office of the Director-General
OFF Oriental fruit fly
PAHC Primary Animal Health Care
PDAs Provincial departments of agriculture
PE Public Entity
PECF Provincial Extension Coordinating Forum
PGRFA Plant Genetic Resources for Food and Agriculture
PH Plant Health
PFMA Public Finance Management Act
PIA Plant Improvement Act
PICC Presidential Infrastructure Coordinating Commission
PPECB Perishable Products Export Control Board
PPME Policy, Planning and Monitoring and Evaluation
PSR Public Service Regulations
PVS Performance of Veterinary Services
PSETA Public Service Sector Education and Training Authority
PPR Pestes des Petits Ruminants
PSC Personnel Suitability Checks
PSHB Polyphagous shot hole borer
Q1 quarter 1
Q2 quarter 2
Q3 quarter 3
Q4 quarter 4
R&D Research and development
RAAVC Revitalisation of Agriculture and Agro-processing Value Chain
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries
RFMO Regional Fisheries Management Organisation
ROD Records of Decision
RSA Republic of South Africa
SA South Africa
SADC Southern African Development Community
SACU Southern African Customs Union
SAFCOL South African Forestry Company Ltd
SA GAP South African Good Agricultural Practices
SALA Subdivision of Agricultural Land Act
SAMSA South African Maritime Safety Association
SANSOR South African National Seed Organization
SAQA South African Qualifications Authority
SARS South African Revenue Service
SAVC South African Veterinary Council
SCM Supply Chain Management
SDIP Service Delivery Improvement Plan
SDG Sustainable development goals
SFM Sustainable Forest Management
SG Strategic goal
SHG Self-help groups
SIP Strategic Integrated Project
SITA State Information Technology Agency
SLA Service Level Agreement
SMS Senior Management Service
SMME Small, medium and micro enterprises
SoNA State of the Nation Address
SO Strategic Objective
SOE State-owned entity
SRPP Social responsibility, policies and programmes
SSA State Security Agency
S&T Subsistence and travel
Stats SA Statistics South Africa
TAC Total allowable catch
TAE Total allowable effort
TFTA Tripartite Free Trade Area
ToR Terms of Reference
TUP Temporary unplanted area
UN United Nations
USA United States of America
VoIP Voice over Internet Protocol
VPH Veterinary Public Health
VS Veterinary Strategy
WC Western Cape
WCRL West Coast rock lobster
WfF Working for Fisheries
WfFP Working for Fisheries Programme
WFFP World Forum of Fisher Peoples
WSP Workplace Skills Plan
WTO World Trade Organization
WWTG World Wine Trade Group
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries
There is no doubt that 2019 began with a significant setback for the sector with the outbreak of the foot-and-mouth disease (FMD) in the Vhembe District of Limpopo which occurred in January. While the outbreak was limited to two villages (which we have quarantined), the economic damage to red meat producers throughout the country has been significant as neighbouring export markets decided to ban South African exports following the World Organization of Animal Health’s (OIE) withdrawal of our FMD free status. This state of affairs reversed the gains already made in getting the agricultural sector back from the 2018 slump as a weighty contributor to the country’s GDP. It is the agricultural sector that, in 2017, bailed the country out of a technical recession; only to be plunged back to recessionary status in 2018 by 24,7% owing to various factors. Among these was the Western Cape’s worst drought which affected value added commodities, the poultry industry setback after avian influenza and the appreciation of the Rand into a strong currency which in turn affected exporters in the global markets.
One of our key mandates as a department is to fight against food insecurity; where we have been making consistent interventions by working with provincial departments of agriculture. Whereas the challenges of hunger and low levels of access to nutritious food remain huge, we have made significant strides in these towards the end of this fifth administration. The number of food insecure people has dropped from 14,58 million in 2015 to 14,01 million in 2016 and further down to 13,93 million in 2017 (Statistics SA). We continue to make inroads with regard to providing support towards increasing the production levels of smallholder and subsistence farmers. Support through mechanisation, provision of seedlings and related support for subsistence farmers at household level and those in communal arrangements remains fundamental for government; as by producing for household consumption these farmers are cushioning themselves against the vicissitudes of hunger at a time when unemployment is consistently on the rise.
During the course of the last financial year, the DAFF began the process of implementing a Farmer Producer Register (FPR), a holistic database where the statistics on commercial farmers will be collected through a Census of Commercial Agriculture (COCA)—a process which will be facilitated by Stats SA. The statistics on non-commercial farmers will be through the FPR mechanism. By having this register, government will have reliable statistics and information trends critical for all three sectors to inform better planning and decision-making.
We are also in the process of finalising the draft Policy on Comprehensive Producer Development Support, which will be an overall national policy framework for the agriculture, forestry and fisheries sectors in SA. The policy is meant to guide interventions and support in various categories of producers by government and stakeholders.
Foreword by the Minister
Mr Senzeni Zokwana (MP)
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries
A major milestone in the fisheries sector during the last financial year would certainly have to be the issuing of fishing permits to small-scale fisheries across all coastal provinces, which has been done in line with the Marine Living Resources Amendment Act. Members from a number of cooperatives situated in previously disadvantaged communities have been trained and issued with 15-year permits, which is a deviation from the normal five-year permit. This was done with the intention of promoting growth, which will enable those communities to carve their own niche in primary fishing, in order to expand to processing and marketing in future. The transformation of the fisheries sector is inevitable and a major drive that will find concrete expression in the next administration is aquaculture development. Breeding of fish species in inland water for markets and sustaining the informal economy will help us to involve all provinces, especially those without oceans, to enable them to participate in fishing activities and for food security.
Another hurdle we are currently attending to is the slow growth of black small-scale foresters within the forestry environment. A lot still needs to be done to promote black ownership and for the current foresters who are still predominantly white, to be more supportive to the growth of previously disadvantaged foresters as economic players rather than being employees. Our transformation drive will ensure that we diversify the sector and bring in black foresters as equity partners within the context of Broad Based Black Economic Empowerment, including value chains in the entire timber environment.
I wish to thank the entire DAFF team for their commitment throughout this administration and congratulate them for a job well done in serving our country. I also send my gratitude to Deputy Minister Sfiso Buthelezi and Director-General Mike Mlengana for their leadership in steering this ship alongside myself even through rough times. All our other stakeholders, DAFF entities and Portfolio Committees, thank you for your commitment in ensuring that the objectives of our Medium Term Strategic Framework outcomes are achieved—let us keep working together to build a better future for the people of South Africa.
Aluta continua!
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Mr Senzeni Zokwana, MP
MINISTER OF AGRICULTURE, FORESTRY AND FISHERIES
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries
The South African economy grew by 1,3% in 2017, exceeding National Treasury’s expectation of 1,0% growth announced during the National Budget Speech in February 2017. The strengthening in economic activity in 2017 was partly driven by the agriculture, forestry and fisheries sectors recovering from one of the worst droughts in recent history. In 2017, the sectors’ contribution to the GDP was 2,4%. The total volume of South African agri-culture production for 2017 was estimated at 62,9 million tonnes compared to 50,8 million tonnes in 2016—this represented a 24% increase in production, which was attributed to the bumper summer crop harvest following good rainfalls during the season.
Agriculture plays an important role in the process of economic development and can contribute significantly to household food security. According to Statistics South Africa’s 2017 General Household Survey, only 15,6% of South African households were involved in agricultural production. Most crop production took place in backyard gardens, and households involved in agricultural activities were mostly engaged in the production of food.
The industry is a major source of employment in rural areas, with158 400 people employed—of which 111 600 jobs are attributed to the forestry sector; while the sawmilling, mining, timber, pulp and paper, timber, mining and related industries account for the remaining 46 800 jobs (FSA, 2017).
The Working for Forests Programme, which is part of the Expanded Public Works Programme (EPWP) will focus on the revitalisation of state nurseries in Qwaqwa in the Free State, Rustplaas in Limpopo, Bloemhof and Mafikeng in the North West and Wolseley in the Western Cape. The programme is expected to create 315 fulltime jobs. In an effort to revive the forestry sector, the department plans to plant 5 175 hectares of state-owned forests over the medium term, creating an estimated 1 725 fulltime jobs. The Forestry Operations sub-programme in the Forestry and National Resources Management Programme was allocated R1,7 billion over the MTEF period. Government and the private sector have been working together to ameliorate the devastating effect of the veld fires in the Western Cape.
To conserve our natural resources and ensure sustainable development of the agriculture sector, the LandCare programme will rehabilitate 48 900 hectares of land and create an estimated 2 400 fulltime employment opportu-nities over the next three fiscal years. The programme is aligned with government’s broader objective of job crea-tion where funds are allocated to labour intensive activities across all spheres to provide employment opportunities and skills development. It will adhere to the principles of EPWP with the target of 55% women, 40% youth and 2% people living with disabilities.
As indicated in the 2019 State of the Nation Address and the National Budget Vote, government regards transfor-mation of the sector as imperative in growing the South African economy. As our president Mr Cyril Ramaphosa
Statement by the Deputy Minister
Mr Sfiso Buthelezi (MP)
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries
said: “We are focusing our attention, our policies and our programmes on the key parts of the economy that are labour intensive. These include agriculture, tourism and the Oceans Economy. The potential of agriculture in South Africa for job creation and economic growth still remains largely underdeveloped. South Africa still has large areas of underutilised or unproductive land.”
There are around 250 000 small emerging farmers who are working the land and need support in fully developing their businesses. Agricultural exports are an important source of revenue for our economy, and developing our agricultural sector is key to enhancing our food security and for attracting investment.
We are fortunate to have an agricultural sector that is well-developed, resilient and diversified, and intend using it as a solid foundation to help develop agriculture in our country for the benefit of all.
The Sector Capacity Development competency in the department provides education and training to promote the transformation of colleges of agriculture into centres of excellence
and implementing a coordinated plan to track sector transformation in line with government objectives. Transformation is monitored through the Annual Review Forum where stakeholders from the agriculture, forestry and fisheries sectors come together and review their performance against the approved action plan.
In an effort to take service delivery to underserviced areas, 189 Compulsory Community Service veterinarians were deployed in January this year. This programme will ensure that smallholder and subsistence farmers who are outside the country’s major centres have access to animal health services. In addition, 255 graduates will be placed in the agriculture, forestry and fisheries sectors as part of Sector Capacity Development Strategy through internships and experiential training programmes. This strategy will ensure that the sectors absorb young people and position the department for future growth.
The Agro-forestry Strategy Framework was finalised in the 2017/18 financial year. Pilot sites have been identified in the Mpumalanga and Limpopo provinces. Foresters and industry stakeholders in both provinces have been trained on the different practices of Agro-forestry. Implementation has started with trials in Mpumalanga with the planting of ground nuts.
In conclusion, I would like to thank the leadership of Minister Senzeni Zokwana, who, together with the sector, gave guidance on how to tackle challenges such as climate change and the devastating drought; where almost all provinces were declared disaster areas. I would also like to thank the Director-General, Mr Mike Mlengana and his staff for giving support to the Ministry.
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Mr Sfiso Buthelezi
DEPUTY MINISTER OF AGRICULTURE, FORESTRY AND FISHERIES
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries
It is an honour for me to present the Annual Performance Plan (APP) of the Department of Agriculture, Forestry and Fisheries for the 2019/20 financial year for approval by the Minister and tabling in Parliament. The end of March 2019 marks the last leg of the current MTSF cycle for the implementation of the NDP.
In preparation for the 2019/20 sector priorities and high level deliverables and the 2019/20 APP, the DAFF converged with all the sector stakeholders from 31 May to 02 June during 2017/18 financial year comprising of the nine PDAs, the agricultural public entities and industry partners. DAFF, sector stakeholders and the industry reviewed the 2016/17 sector priorities and high level deliverables in preparation for the 2018/19 planning. 2018/19 marks the fourth year whereby the department has undertaken integrated planning sessions with stakeholders and role players in government and in the private sector to agree on sector priorities. Integrated planning and reporting for the sector is key for the achievement of better results. Consequently, sector planning for the 2019/20 financial year is informed by the approved 2018/19 sector priorities and high level deliverables.
In preparation for the new MTSF the DAFF consulted extensively with sector stakeholders. The consultation with stakeholders was aimed at promoting public-private partnerships (PPPs) to promote collective effort to secure scarce resources. The department was able to engage with industries in the Horticulture, FruitSA and Vegetables, Livestock, Forestry and Fisheries, Grains and Wine Value Chain Round Table. The department further converged from 04 to 06 July 2018 with all sector stakeholders who were consulted to present their priorities and challenges experienced that need government’s intervention. It became evident that government needs to foster industry partnerships to increase participation, target challenging areas and provide appropriate support to the sector to ensure market expansion.
A document with sector priorities and high level deliverables was therefore developed and agreed upon with the sector partners and stakeholders. Sector priorities and high level deliverables are for implementation in the 2020–2025 MTSF cycle. The cross-cutting strategies, namely the New Growth Path (NGP), the Industrial Policy Action Plan (IPAP) and other government plans informed the DAFF 2019/20 APP. Sector-specific policies such as the Agricultural Policy Action Plan (APAP) and the Revitalisation of the Agriculture and Agro-Processing Value Chain (RAAVC) are supported by the NDP. In response to the Vision 2030, RAAVC and the MTSF, the department identified priority areas and developed short to long term strategies. Two Operation Phakisa interventions namely, the Oceans Economy and Operations Phakisa for Agriculture, Land Reform and Rural Development also informed the 2019/20 APP.
Our service delivery targets are guided by the revised MTSF priorities oriented to the outcomes-based performance management approach, primarily on Outcome 7 and supporting Outcomes 4 and 10, as stated:
Overview by the Director-General
Mr M. M. Mlengana
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries
Outcome 7: Vibrant, equitable and sustainable rural communities contributing towards food security for all;
Outcome 4: Decent employment through inclusive economic growth;
Outcome 10: Protect and enhance our environmental assets and natural resources.
DAFF`s strategic goals are grounded in the MTSF for 2014–2019, and will be implemented over the medium term through strategic action programmes. The four strategic goals are as follows:
Strategic goal 1: Effective and efficient strategic leadership, governance and administration;
Strategic goal 2: Enhance production, employment and economic growth in the sector;
Strategic goal 3: Enabling environment for food security and sector transformation;
Strategic goal 4: Sustainable use of natural resources in the sector.
Part of the 2019/20 APP provides a strategic overview of the department, legislative and other mandates, a situational analysis of the agricultural, forestry and fisheries sector and an overview of the 2019/20–2021/22 budget and MTEF estimates.
Part B focuses on the strategic objectives, targets (both quarterly and annually) and performance indicators of all six programmes. Information is provided on the estimated expenditure for the six budgetary programmes for the MTEF cycle as allocated by National Treasury.
Part C contains information on links to other plans, including the acquisition and asset management plans, public entities and other agencies, i.e. the Agricultural Research Council, the Marine Living Resources Fund, National Agricultural Marketing Council, Onderstepoort Biological Products Ltd and the Perishable Products Export Control Board.
Part D provides the technical indicator descriptions of all six programmes followed by Annexure 1, the Service Delivery Improvement Plan, which is three-year detailed action plan providing information on the improvement of service delivery standards. An addendum to the tabled strategic plan has been included to the 2019/20 APP.
The 2019/20 APP will require resources for it to be implemented effectively. As a result of the budget cuts, the Departmental Budget Committee will reprioritise the allocation of funds across the agricultural, forestry and fisheries sectors without compromising the core mandate of the department. Performance indicators and targets, which represent the core functions and priorities of the department used to measure value for money were refined to improve efficient and effective spending. The 2019/20 APP will also provide direction and guidance in working closely with PDAs and the PEs to deliver services to its clients. The high-level legislative and policy context of our plan is well articulated in the foreword by the Minister.
In conclusion, I wish to thank the Minister, Deputy Minister and Chairpersons of the Parliamentary Committees for their guidance and support. I would also like to express my appreciation to the public entities for their contribution.
Finally, I wish to thank my management team and all the staff members in the department for their dedication and efforts in contributing towards meeting our objectives and commitments towards the people of South Africa.
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Mr M.M. Mlengana
DIRECTOR-GENERAL DEPARTMENT OF AGRICULTURE, FORESTRY AND FISHERIES
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries
Official sign offIt is hereby certified that this Annual Performance Plan of the Department of Agriculture, Forestry and Fisheries (DAFF) was developed by the management of the department under the guidance of Mr S. Zokwana; was prepared in line with the current Strategic Plan of DAFF; and accurately reflects the performance targets which the department will endeavour to achieve given the resources made available in the budget for the financial year 2019/20.
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Mr. J.B. HlatshwayoChief Financial Officer
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Mr M. KgobokoeDeputy Director-General: Policy, Plaining, Monitoring and Evaluation
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Mr M.M. Mlengana Accounting Officer
.............................................................Approved byMr S. ZokwanaExecutive Authority
1. Part A Strategic overview
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 1
1. STRATEGIC OVERVIEW
VisionA united and transformed agriculture, forestry and fisheries sector that ensures food security for all and economic prosperity.
MissionAdvancing food security and transformation of the sector through innovative, inclusive and sustainable policies, legislation and programmes.
ValuesDrive: Driven to deliver excellent service through leadership and professionalism
Attitude: Being an ambitious, passionate, reliable and dedicated workforce
Fairness: Acting with objectivity, empathy, integrity and transparency
Focus: Focusing on people, economic and rural development
2. UPDATED SITUATIONAL ANALYSIS
2.1. Economic setting
The South African economy grew by 2,2% in the third quarter of 2018 following a decrease of 0,4% in the second quarter of 2018. The growth in the economy is supported by higher contribution in a number of industries during the third quarter of 2018. During the third quarter of 2018, the manufacturing industry was the main driver, which grew by 7,5% from 0,6% in the second quarter. The agricultural sector grew by 1,2% during the third quarter of 2018 and contributed 0,1% to the gross domestic product (GDP). Growth in the agricultural sector is attributed to an increase in the production of field crops, horticulture and animal products (Stats SA).
The number of commercial farms in primary agriculture has declined from almost 120 000 in 1950 to around 37 000 at present (based on the last Agricultural Survey of 2014). This decline has been accompanied by a commensurate increase in average farm size and a change in the technology mix on farms. As farms grow larger, they tend to rely less on labour and more on capital and industrial inputs.
While different branches of agriculture have distinct characteristics, the overall trend has been one of job losses, both in terms of regular and permanent jobs, as well as casual and seasonal jobs, while 33% were engaged as casual/seasonal workers in 2014 (latest available figure from Agricultural Survey). The phenomenon of increasing farm sizes and declining farm employment is common to many other countries. However, whereas elsewhere this phenomenon normally coincides with a growing scarcity of labour because of more attractive opportunities elsewhere in the economy, in South Africa it is happening amid a deepening problem of rural unemployment.
Reversing this trend requires a combination of interventions such as encouraging the fuller use of land within commercial farming areas, especially via conservation agriculture and land redistribution, strengthening the smaller stratum of large-scale commercial farms, which account for a disproportionate share of farm jobs and promoting a better balance between large-scale commercial farms and smallholder farms via land reform and development
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries2
within the former homelands. It is important to note that the competitiveness of agriculture is being eroded by high and rising input costs. For example, the value of imported fertilisers, diesel and machinery, has for many years, exceeded the value of agricultural exports, meaning that even though agriculture may appear to make a positive contribution to the trade balance, this is not necessarily the case. An argument is currently emerging that the key is to promote a shift from conventional agriculture to “climate-smart agriculture” such as conservation agriculture. Whereas climate-smart agriculture has long been argued on grounds of environmental sustainability and reducing production risk, another advantage is that it can achieve the same or greater productivity, but with greatly reduced production inputs.
This will have the effect of making producers more competitive by lowering input costs, while reversing the trend of agriculture`s negative contribution to the trade balance. The challenge of growing the smallholder sector (small-scale farmers who produce for deriving an income) is closely tied up with the challenge of making smallholder agriculture more remunerative. Currently, more than half of all smallholder households live below the poverty line. The footprint of government support services reaching smallholders has been improving. For instance, since the implementation of the Extension Recovery Programme in 2008/09, the number of extension officers has increased from 2 210 to the current 3 200.
2.1.1. Employment
The unemployment rate in South Africa rose to 27,5% in the third quarter of 2018 from 27,2% in the previous quarter. It has been the highest jobless rate since the third quarter of 2017. The working-age population increased by 153 000 or 0,4% in the third quarter of 2018 compared to the second quarter of 2018. The number of em-ployed people increased by 92 000 to 16,4 million and the number of unemployed people rose by 127 000 to 6,2 million in the third quarter of 2018. The absorption rate remained unchanged at 43,1% and the unemployment rate increased by 0,3 of a percentage point to 27,5%. In the same period, the informal sector recorded employment gains of 188 000, while the formal sector, private households and agriculture recorded declines in employment. The employment gain of 188 000 jobs was largely driven by construction (137 000), community and social servic-es (59 000) and finance and other business services (38 000), compared to the same period last year. The number of people employed in the agricultural sector decreased by 0,2% in the third quarter of 2018, from 843 000 people in the second quarter of 2018 to 842 000 peoples in the third quarter of 2018. All the 1 000 jobs lost in the sector were lost by women, while the man remain unchanged between the two quarters
2.1.2. Agricultural sector
The South African economy grew by 2,2% in the third quarter of 2018 following a decrease of 0,4% in the second quarter of 2018. The growth in the economy is supported by higher contribution in a number of industries during the third quarter of 2018. During the third quarter of 2018, the manufacturing industry was the main driver. The manufacturing industry grew by 7,5% from 0,6% in the second quarter. The big leap in manufacturing is attributed to the increased production of basic iron and steel. The finance, real estate and business service industry and the transport, storage and communication industry were the second largest contributor to GDP, each contributed 0,5% and grew by 2,3% and 5,7%, respectively during the third quarter of 2018. The agricultural sector grew by 1,2% during the third quarter of 2018 and contributed 0,1% to the GDP. The growth in the agricultural sector is attributed to an increase in the production of field crops, horticulture and animal products (Stats SA).
Subsequent to an uptick to 58 index points in the first quarter of this year, the Agbiz/IDC Agribusiness Confidence Index declined to 54 in the second quarter. With the results still above the neutral 50-point mark, albeit having declined marginally, this means that the agribusiness sector is still optimistic about business conditions in South Africa. The quarterly decline was broad-based, with the exception of the general agricultural conditions sub-index..
Meanwhile, the turnover, net operating income, market share, employment, capital investment, the volume of exports, economic growth, debtor provision for bad debt and financing costs sub-indices were the key factors underlying the decline in confidence from the previous quarter. Confidence regarding the turnover sub-index deteriorated to 64 points in the second quarter of this year. This could partially be explained by the expected decline in agricultural output this year, although some field crops are still at above-average levels, particularly grains and oilseeds. In a similar trend with the turnover sub-index, confidence in net operating income sub-index declined by 9 index points to 58 in the second quarter of 2018.
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The market share of the business sub-index declined by 15 points from the previous quarter to 53. This despondency is due to a delayed harvest period in summer crops on the back of the late start of the season, as well as the aforementioned expected lower agricultural output. Case in point is the horticulture industry following the Western Cape drought, and to a lesser extent in the summer crop areas.
Confidence regarding employment in the agricultural sector retreated by 19 points to 56, which is the lowest level since the first quarter of 2017. This is unsurprising following a 3% year-on-year decline in agricultural employment in the first quarter of the year to 847 000 jobs. Moreover, the above-mentioned decline in agricultural output will translate to reduced activity in the fields, which could limit the chances of increased employment in agriculture in the near term.
After improving to 68 points in the first quarter of 2018, the capital investments confidence declined by 4 points in the second quarter of 2018 to 64. The uncertainty regarding land reform policy was cited by respondents as one key factor behind the deterioration in confidence.
The perception regarding the export volumes sub-index deteriorated further by 17 index points in the second quarter of 2018 to 39. This is largely owing to a decline in horticultural products output, as well as regulatory issues in livestock products such as ostrich meat (fresh and pre-cooked), which has been restricted to accessing the European Union (EU) market sine 1 March 2018.
The perception regarding economic conditions weakened by 18 points in the second quarter of 2018 from the previous quarter to 50. The respondents’ perceptions could have been influenced by the recent poor GDP data for the first quarter of 2018, which showed a -2,2% quarter-on-quarter seasonally adjusted and annualised, compared with a consensus expectation for -0,5%.
The debtor provision for bad debt sub-index lifted by 10 index points from the first quarter to 50. This still mir-rors the tail-end effects of the drought, particularly in agribusiness operating in the Eastern and Western Cape provinces.
Although the Agbiz/IDC Agribusiness Confidence Index results showed a marginal decline from the first quarter, there is still some optimism regarding business conditions in the South African agricultural sector. The forecasts of above-normal rainfall in the Western Cape bode well with winter crops and the horticulture industry, following months of persistent dryness in that province. The summer crop harvest activity is also on good footing supported by cool and dry weather conditions across most parts of the country.
“The uncertainty regarding land reform policy, particularly expropriation without compensation, remains a key risk that could potentially undermine investment in the agricultural sector. At this point, however, farmers are some-what on a wait and see mode. We have not seen a notable dent on investments in the sector yet,” said Wandile Sihlobo, head of agribusiness research at the Agricultural Business Chamber.
2.1.3 Field crops
South African white and yellow maize were consistent with the economic theory traded within import and export parity prices. During the third quarter of 2018, white maize prices traded below the import parity price at R2 227/ton higher compared to the R2 050/ton reported in the first quarter of 2018. The white maize price increased by 8,7% when compared to the previous quarter. Domestic yellow maize prices also increased by 6,5% during the third quarter of 2018 from R2 147/ton in the second quarter to R2 286/ton in the third quarter of 2018. The weaker rand against the US dollar over the past months is among the factors that contributed to a rise in domestic grain prices.
2.1.4. Fruit and vegetables
According to DAFF’s Quarterly Economic Overview report, in the third quarter of 2018 (Q3: 2018), average prices for apples increased by 6% as compared to the third quarter of 2017. On the other hand the average prices for bananas, oranges, pears and grapes decreased by 10%, 7%, 1% and 0,1%, respectively in the third quarter of 2018 compared with the third quarter of 2017.
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In Q3:2018, quantities of apples supplied at fresh produce markets (FPMs) decreased by 9% in Q3: 2018 com-pared with Q3: 2017. On the other hand quantities of bananas, oranges, pears and grapes increased by 20%, 5%, 1% and 9%, respectively over the period. The notable increase in quantities of bananas supplied at FPMs has seen prices of bananas dropping significantly by 10%.
In Q3: 2018, average prices for potatoes decreased by 5% across FPMs while average prices for carrots, onions, tomatoes and cabbage increased by 20%, 60%, 14% and 8%, respectively compared with Q3: 2017. In Q3: 2018, quantities of potatoes, tomatoes and cabbage increased by 7%, 4% and 1%, respectively compared with Q3: 2017. On the other hand quantities of carrots and onions supplied at the FPMs declined by 5% and 6%, respectively in Q3: 2018 compared with Q3: 2017
2.1.5. Animal and animal products
The demand for beef as a protein source is increasing worldwide, although in most countries beef accounts for considerably less than half of total meat consumption.
Total production from Q3: 2017 (839 802) decreased by 4,50% when compared with Q3: 2018 (801 333). When the third quarter is compared with the previous quarter the total production increased from (652 572) in the second quarter to (801 333) in the third quarter, which was an increase of 22,8%. When looking at prices, the yearly price decreased from (R45,58) Q3: 2017 to (R44,94) Q3: 2018 by 1,4%. Prices decreased by 2,2% from the previous quarter (R45,59) when compared with Q3 (R44,94).
The sustained uptrend in domestic production and limited consumer demand has in return led to lower prices from May 2018. Total milk production came in 4,78% higher in Q3: 2018 than in Q3: 2017, increasing from 931 538 million litres in Q3: 2017 to 963 529,9 million litres in Q3: 2018. Between the two quarters milk production increased by 19,24% from 808 063 million litres in Q2: 2018 to 963 529,9 million litres in Q3: 2018. The price of unprocessed milk has started a downward trend since November 2017 and the price of dairy products since May 2018 owing to the high production of unprocessed milk and the high supply levels of other dairy products, as well as the lowest economic growth rate of South Africa.
The average producer price per litre of milk decreased by 14,91% in Q3: 2018, from R4,97/l in Q3: 2017 to R4,23/l in Q3: 2018. Comparing Q3: 2017 and Q3: 2018, the average price per litre of milk decreased by 7,85% between the two quarters. Climatic conditions play an important role in determining agricultural product prices. Favourable climatic conditions in some areas have already resulted in lower grain prices and this year’s record crop will ensure grain prices remain relatively low. The exchange rate will also influence dairy product prices, especially products that will be imported. Meanwhile, producer prices are indirectly linked to international product prices, depending on various factors such as the extent of openness of the dairy industry to international trade, the level of self-sufficiency in the dairy industry and the extent of regulation or deregulation in the industry.
Exports of milk and cream (neither concentrated nor containing added sweetening) decreased by 8,07% in Q3: 2018 compared with Q2: 2017, exporting 16 921 187 million litres of milk and cream in Q3: 2018 compared to 19 893 729 exported in Q3: 2017. Between Q2: 2018 and Q3: 2018, exports of milk and cream (not concentrated or containing added sweetening) decreased by 15%, from 19 893 729 million litres in Q2: 2017 to 16 921 187 million litres in Q3: 2018.
Imports of milk and cream decreased by 99,36% in Q3: 2018, from 68 613 476 million litres in Q3: 2017 to 440 945 million litres in Q3: 2018. When comparing Q2: 2018 with Q3: 2018, imports of milk and cream decreased by 92,41%, from 5 808 598 million litres in Q2: 2017 to 440 945 million litres in Q3: 2018. With the current rise in South Africa’s milk intake in the first months of 2018, the Milk Producers’ Organisation explained that higher world prices and growing local production probably resulted in a slowdown in imports. The mass of the imports as a percentage of the mass of exports of dairy products from South Africa is a highly aggregated indication of the industry’s international competitiveness.
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2.1.6. Poultry
Total poultry production increased by 3,6% on a year-on-year basis, increasing by a percentage point on a quarter-on-quarter basis. Poultry prices during the quarter increased by 3,6% on a year-on-year basis, while decreasing by 1,8% on a quarter–on-quarter basis.. The rise could be attributed to inter-alia; the medium term effects of a VAT increase on input variables, among others. The price of yellow maize as a proxy for feed prices increased by 17,3% in the quarter on a year-on-year basis, while decreasing by 6,2% on a quarter-on-quarter basis.
The retail prices for fresh full and frozen full chickens increased by 5,3% and 5,8%, respectively on a year-on-year basis, while the on a quarter-on-quarter basis prices increased by 1,1% and 1,5% in the order.
The South African poultry industry has been experiencing a constant increase in production since Q1: 2017. In the third quarter of 2018, the total production of eggs was 189,6 million dozen, an increase of 4,8% in production compared to 181,0 million dozen produced the previous year. Between Q2: 2018 and Q3: 2018, the total production of eggs increased by 5,1%, from 108,5 million dozen to 189,6 million dozen. The average price per dozen of eggs increased by 15,9% in Q3: 2018, from R12,99 per dozen in Q3: 2017 to R15,06.
2.1.7. Trade of agriculture, forestry and fisheries
South Africa’s agricultural trade balance grew by 35,2% in Q3: 2018 compared with Q3: 2017, to R17,35 billion from R12,83 billion. On a quarter-on-quarter basis, agriculture’s trade balance increased by 31,7% in Q3: 2018 compared with Q2, from R13,17 billion in Q2: 2018 to R17,35 billion in Q3: 2018. Growth in agricultural exports boosted agriculture’s trade balance in Q3: 2018 despite the continued effects of the drought and a volatile exchange rate.
2.1.8 Agricultural products
South Africa’s agricultural export value increased by 9,3% in Q3: 2018 compared with Q3: 2017, from R36,83 billion to R40,24 billion. During the same period, the import value of agricultural products decreased by 4,6%, from R23,99 billion in Q3: 2017 to R22,89 in Q3: 2018. While a depreciating exchange rate will assist South Africa’s agricultural trade in the global market, dollar-based imports will become too expensive (BFAP, 2018). Several fundamental factors such as weather conditions, inputs used to produce agricultural products, the exchange rate, as well as the fuel price will continue to have a significant impact on the value of the Rand, as well as the gross production value of agriculture in 2018 and 2019.
2.1.9 Forestry products
The South African forestry sector is a key driver for the development of local economies, particularly in rural areas where poverty is compounded by the lack of employment opportunities. According to the Industrial Development Corporation (IDC), the sector contributes 1% to South Africa’s GDP (IDC, 2014). The industry employs 158 400 people, of which 111 600 jobs are attributed to the forestry sector, while the sawmilling, mining timber, pulp and paper, timber board, mining board and other related industries account for the remaining 46 800 jobs (FSA, 2017).
South Africa’s trade balance of forestry products during Q3: 2018 fell into negative territory compared with Q3: 2017. The forestry trade balance worsened from a positive trade balance of R1,82 billion in Q3: 2017 with a nega-tive trade balance of R1,59 billion in Q3: 2018. Legality standards have increasingly limited access to markets and this also impacts on the exports of forestry products. On a quarter-on-quarter basis, SA’s forestry trade balance improved by 38,1% in Q3: 2018 compared with Q2: 2018, from a steep negative balance of R2,57 billion in Q2: 2018 with an improved negative trade balance of R1,59 billion in Q3: 2018.
The export value of forestry products increased by 23,4% in Q3: 2018 compared with Q3: 2017 while the import value of forestry products increased by 102,7% in Q3: 2018 compared with Q3: 2017. South African’s top three forestry products exported in Q3: 2018 include chemical wood pulp (dissolving grades), chemical wood pulp (Soda Etc, N Dis S BI and BI Nonconif) and wood in chips or particles (non-coniferous), each accounting for 36,1% (R2,97 billion), 9,2% (R752,9 million) and 9,0% (R736,1 million), respectively of the total forestry export value.
The total import value of forestry products increased by 9,2% in Q3: 2018 compared with Q3: 2017, to R2,97
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billion from R2,59 billion. The top three imported forestry products which accounted for a considerable amount to the total forestry import value in Q3: 2018 include unused postage, check forms, bank notes, stocks, etc., paper or paperboard (Coat/Impg/CvrW/Plastic Nesoi) and chemical wood pulp (Soda Etc, N Dis S BI and BI Nonconif), each accounting for 38,7% (R3,79 billion), 4,5% (R443,98 million) and 3,8% (R373, 93 million) of the total forestry import value.
2.1.10. Fisheries
The South African fishing sector contributes less than 1% of the total GDP, yet it is under-reported in terms of its opportunities for SA’s economy at large. South Africa’s fisheries sector is an extremely strategic sector for food security, employment and environmental impact. According to DAFF, the fisheries sector is worth around R8 billion a year and directly employs, in the commercial sector, about 28 000 people, both land-based and sea going. Indirect employment in industries linked to the sector is estimated at between 81 000 and 100 000 people. Nonetheless, widening gaps between sustainable production levels versus real consumption are now recognised as leading environmental and socio-problem in the marine realm (wwf, 2011). In Q3: 2018, fisheries trade balance worsened further into negative territory compared with Q3: 2017, from a negative trade balance of R132, 94 million in Q3: 2017 to a negative trade balance of R245, 54 million in Q3: 2018. Comparing Q2 with Q3: 2018, fisheries trade balance worsened significantly in Q3: 2018 compared with Q2, from a negative trade balance of R103,19 million in Q2: 2018. The main challenge in fisheries is to create a balance between maximising the social and economic potential of the fisheries industry; protecting the integrity and quality of the country’s marine and coastal ecosystems and addressing transformation in the sector.
The export value of fisheries products increased by 12,1% in Q3: 2018 compared with Q3: 2017, from R1,18 billion to R1,32 billion. On a quarter-on-quarter basis, the export value of fisheries products decreased by 5,8% in Q3: 2018 compared with Q2, from R1,40 billion in Q2 to R1,32 billion in Q3: 2018. Protecting the resources against over usage is essential. It remains a challenging task to create and sustain a workable balance between resource protection and the development of the economic potential of the fisheries industry in the country.
The import value of fisheries products in Q3: 2018 increased by 19,4% in Q3: 2018 compared with Q3: 2017, from R1,31 billion to R1,57 billion. On a quarter-on-quarter basis, the import value of fisheries products increased by 4,0% in Q3: 2018, to R1,57 billion in Q3: 2018 from R1,51 billion in Q2: 2018. Global fish trade has been increasing very rapidly in recent decades. An estimated 45% of the world catch is now traded internationally. The Food and Agriculture Organization of the United Nations (UN FAO) have identified a food gap with seafood, if production does not increase to keep pace with demand.
2.2. Performance environment—sector performance
The department undertook a planning session in July 2018, wherein all sector role players, that is, the provincial departments of agriculture (PDAs), public entities and industry stakeholders participated. Out of this session, priorities for the sector and high level deliverables for 2019/20 informed by the National Development Plan (NDP), Medium Term Expenditure Framework (MTSF), Nine-Point Plan/The Revitalisation of the Agricultural and Agro-processing Value Chain (RAAVC) and Agricultural Policy Action Plan (APAP) were developed. These sector priorities are meant to guide all role players in the sector to align their plans with each other for the achievement of the NDP objectives. The NDP targets cannot be achieved by government alone therefore, it is important to bring other stakeholders on board to plan together with a common purpose. The aim is also to have these sector priorities for the next three years adopted at the Minister’s Service Delivery Forum.
The APAP is a programmatic response to Priority 1 of the Nine-Point Plan, “The revitalisation of the agricultural and agro-processing value chain”. It outlines a value chain approach in priority commodities, informed by the commodities with high-growth potential and high-labour absorption capacity in the NDP. Through APAP, the department aims to bring more smallholders into the mainstream as envisaged in the NDP. However, the effective participation of the previously excluded black majority in agriculture and food production will only occur meaningfully when they have access to land and the means to work it.
Regarding the implementation of APAP and RAAVC, it should be noted that the agricultural, forestry and fisheries
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(AFF) sector has the best multiplier effect for every rand invested in terms of employment, export, fiscal revenue and economic output. With all conditions favourable, the agriculture and agro-processing value chain has the potential to:
• Increase the number of smallholders from 171 670 in 2013 to 471 670 by the end of 2019;
• Increase value-add from R42,5 billion in 2012 to R48,9 billion by the end of 2019 (or 2% real growth peryear);
• Real increase in value of net exports from an annual average of R5,1 billion in 2012 to R5,8 billion in 2019(or 2% real growth per year);
• Decrease the value of fertiliser and machinery imports from an annual average of R9,6 billion in 2012 toR7,4 billion by the end of 2019 (or 3% real decline per year);
• Increase in the number of jobs from 660 000 for 2012 to one million by 2030.
The intensification of the RAAVC will focus on five critical areas:
• The implementation of Agri-Parks—expanding infrastructure support to 44 Agri-Hubs and 88 farmerproduction support units (FPSUs). The 88 FPSUs will be in the initial phase as part of support to the 44Agri-Hubs, however, more FPSUs will be established. In the implementation phase of the infrastructuredevelopment, local labour, small, medium and micro enterprises (SMMEs) and green technologies will beutilised.
• APAP will be implemented with special focus on the production of high value crops such as macadamia.This will extend to fruit production areas, the fast-tracking of poultry production, expansion of red meatproduction schemes such as Kaonafatso Ya Dikgomo and grass-fed beef initiatives, as well as prioritisingwool and mohair production initiatives. This will be coupled with infrastructure development as implementedin Strategic Integrated Programme (SIP 11) as well as the development of fodder banks, feed lots permunicipal district, drilling of boreholes, electricity connections, revitalisation of irrigation schemes and theimplementation of animal and veld management programmes. In these projects, R3,2 billion will be spentand 11 082 jobs created.
• Collaborating with private sector partners like Massmart, Tiger Brands, Pioneer Foods, Motsepe Foundationand AB Inbev to advance the Fetsa Tlala and the One Family One Hectare initiatives.
• Increasing market access for smallholders through the implementation of the South African Good Agricultural Practice (SA-GAP) and increasing intra-African trade and other global trade opportunities.
• The Aquaculture Lab will continue the implementation of the Lab outcome and 40 projects will be registeredunder Operation Phakisa. The Aquaculture Bill will also provide a legislative framework for the sectordevelopment. It is envisaged that aquaculture production will increase to 20 000 tons, with 2 500 directnew jobs and 15 000 jobs in the value chain by end of 2019, and an additional investment of R500 million.
The department is currently implementing the Commercialisation Programme as pronounced by the former President of the Republic of South Africa, Jacob Zuma his 2017 State of the Nation Address (SoNA). The call was for government to implement a commercialisation support programme for 450 black smallholder producer/farmers. The department has taken the decision to implement the programme to commercialise 450 black producers over a period of ten years. The selection of the smallholder producers to be commercialised per province has been concluded by all provinces. The department also engaged the dti, the Land Bank, Industrial Development Cooperation (IDC), the National Empowerment Fund (NEF) and SEFA to develop the commercialisation programme document. The document is being reviewed for improvement towards implementation. A Memorandum of Understanding (MoU) was signed between DAFF and the Land Bank for implementation of the Blended Funding Arm of the Commercialisation Programme.
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The AFF sector is widely recognised as having significant job creation potential and strategic links to beneficiation opportunities and land reform. However, the sector has demonstrated a combination of slow-to-modest growth and declining employment over the past 20 years. Constraints facing the AFF sector include rising input costs, an uneven international trade environment, fluctuations in the global markets, lack of developmental infrastructure, effects of the drought conditions and poor transformation of the sector. To address these challenges, several interventions have been established, including APAP and RAAVC, however, these have not undergone the rigorous planning, monitoring and evaluation processes underpinned by the Operation Phakisa methodology. The adoption of Operation Phakisa has yielded tangible success within the Oceans Economy, health and the mining sectors. Operation Phakisa, by way of formulating three-feet deep plans and a rigorous five-week heavily focused problem solving “lab”, aims to bring together all stakeholders to overcome key challenges within the AFF sector. DAFF and the Department of Rural Development and Land Reform (DRDLR) have embarked on a joint Operation Phakisa to transform the agricultural sector towards an inclusive rural economy with food for all and the creation of one million jobs by 2030.
DAFF has made a conscious decision to support the Agri-Parks initiative, which is currently being implemented by DRDLR. The rationale for this support is that the Agri-Park concept seeks to establish and maintain producer support infrastructure such as markets and agro-processing facilities; create networks for producers, logistics and input suppliers; and coordinate activities for producer support and development towards job creation, rural development and expanding rural economies. Agri-Parks have been defined as “A networked innovation system of agro-production, processing, logistics, marketing and training and extension located in district municipalities. It enables a market-driven combination and integration of various agricultural activities and rural transformation”. An Agri-Park, is therefore, seen as a collection of agricultural activities inclusive of the initial planting and harvesting, packing or even processing, storage and ultimately marketing from a central point. DAFF has continued to support the work towards the Agri-Parks initiative, which is currently being implemented by DRDLR.
The former President announced in the SoNA 2016 that the construction has begun in at least five Agri-Parks, which are: Westrand in Gauteng, Springbokpan in North West, Witzenberg in Western Cape, Ncora in the Eastern Cape and Enkangala in Mpumalanga. The Agri-Parks programme is aimed at increasing the participation of smallholder farmers in agricultural activities.
Owing to current drought conditions, all government investments such as Agri-Parks and other related projects will be affected negatively, both in terms of production and profitability. The approval of APAP by Cabinet in March 2015, has put an impetus on the need to increase smallholder participation in the entire value chain. For 2017/18 the Comprehensive Agricultural Support Programme (CASP) received an allocation of R1,646 billion, of which R1,112 billion is for direct support to producers with infrastructure, production inputs, training and capacity building. A total of R338 million went towards strengthening extension services, while R57 million was for the revitalisation of colleges of agriculture and R139 million disaster flood relief on damaged infrastructure in Limpopo, Mpumalanga, Western Cape and Northern Cape. DAFF through CASP will play a crucial role in supporting smallholder producers that will supply their produce to the Agri-Parks across the country. All PDAs have also prioritised support to projects that will enhance the sustainability of Agri-Parks.
The former President announced a “Nine-Point Plan to ignite growth and create jobs,” one of which is “revitalising the agricultural and agro-processing value chain.” The success in the revitalisation of the agricultural and the agro-processing value chain will be measured in terms of food security, job creation and contribution towards the GDP. Furthermore, DAFF worked with the private sector to develop the APAP, which will bring one million hectares (ha) of underutilised land into full production over the next three years through the Fetsa Tlala Initiative.
The Fetsa Tlala Integrated Food Production Initiative aims to implement the food pillar of the approved National Policy on Food and Nutrition Security to maximise cultivation of food by putting one million hectares under crop production by the end of 2019. Actual implementation of the initiative started in 2013. Up to the 2017/18 financial year, the total hectares that have been planted since the Fetsa Tlala Food Production Initiative was launched in October 2013 amount to at least 442 770,3 hectares. The planned target for the year 2018/19 is 104 701 hectares.
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It should be noted that some of the funds towards the achievement of these targets are from the provincial eq-uitable share and other sector partners (sector departments and SOEs, as well as contribution from the private sector in communal and land reform areas). DAFF started reporting on this performance indicator one fiscal year (2013/14) before the current MTSF period. This was as a result of the Fetsa Tlala Initiative that was launched during the planting season (October 2013) of the 2013/14 financial year and, it was therefore possible to start implementing.
The National Food and Nutrition Security Coordinating Committee (NFNSCC) which was formed in June 2017 with the main objective of establishing, coordinating and maintaining is still assisting in ensuring an effective and efficient food and nutrition security approach in the country. The Terms of Reference (ToR) of the NFNSCC which was signed by all member representatives provides the guiding principles for the functioning of this committee.
The NFNSCC is composed of food security units and the planning, monitoring and evaluation units from DAFF and PDAs. The NFNSCC has held four meetings in the previous financial year and three in the current financial year. The meetings have provided a platform for all stakeholders, senior representatives of sector departments and SOEs to discuss matters pertaining to the overall planning, monitoring, evaluation and reporting on activities relating to food and nutrition security. This platform has ensured continuous engagement of all stakeholders in their attempt to achieve government targets for food and nutrition security and targets for the sector on the implementation of Food and Nutrition Security Policy, the Fetsa Tlala Food Food Production Initiative and the Household Food and Nutrition Security Strategy, including related programmes. The NFNSCC has compiled reports which indicate the number of households supported with food production initiatives; the number of smallholders supported and the number of hectares cultivated for food production in communal areas and land reform projects.
The department is in the process of transferring the State Land Management function with all the Financial Assistance Land (FALA) properties to DRDLR. The FALA transfer process has been tabled to the IMC on Land Reform Technical Committee to form part of the process of transferring land to the Historically Disadvantaged Individuals (HDIs). The Ncera Centre has been transferred to the ARC for best usage and management.
In South Africa, the right to food is enshrined in the Constitution and the Cabinet approved a Food and Nutrition Policy in 2013. To implement the Policy, the DAFF has participated with other government departments to develop and implement the National Food and Nutrition Security Plan (NFNSP). A detailed costing report of the NFNSP amounts to R86,8 billion and implementation for this plan has been initiated by all departments involved.
Apart from the latter response, some prescripts as reflected in the NDP and New Growth Path (NGP) in the country, agriculture remains critical for employment and food security. Agriculture delivers more jobs per Rand invested than any other sector, and the NDP estimates that agriculture and its related sectors could potentially create, 1 million jobs by 2030 in South Africa. Implementation of integrated support programmes has seen a decline in the food insecurity situation in South Africa.
The department has to date conducted performance evaluations of its key intervention (producer/farmer support) and based on the outcomes of the independent evaluations, five interrelated support programmes have been defined and approved for improved provision of support to the different categories of farmers or producers in South Africa. The premise of the current programming will be to attain increased focus of interventions with an ability to provide conforming producer support packages and track value of investment and returns. The envisaged programmes are summarised as follows:
• Fetsa Tlala Food Production Initiative: The focus of the programme is to assist vulnerable households andsmallholders to produce their own food therefore allowing their income to attend to other basic needs.Furthermore the programme will continue to focus on provision of support to producers/famers with an aimof putting 1 million hectares under production. Though its initial focus was to promote production of foodcrops, it has been extended to include fruit and livestock as defined by production capability within thelimits of the agro ecological zones.
• Subsistence Farmers Support Programme: The focus of the programme is to provide production supportwhich should broaden the income streams of participating households therefore improving participation
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within the local food value chains. These would receive 90% grant funding of the required capital for subsistence production.
• Smallholder Producer Support Programme: The programme focuses on increasing viable and sustainablesmall-scale producers/farmers that are participating in the value chain systems. They would receive upto 60% grant funding of the required capital; the fund will be blended with a loan from commercial orDevelopment Funding Institutions partnering with government.
• Support to Black Commercial Producer Programme: As guided by the development of black industrialistsin South Africa, the focus of the programme is to have a critical mass of black commercial producersparticipating in the main value chains, including export, creating decent and sustainable jobs andtransforming the agricultural, forestry and fisheries sector. They would receive up to 60% grant funding ifthe enterprise is 60% and above black owned. If black ownership is less than 60% but above 51%, thegrant portion will be determined by the debt/equity ratio but will not exceed 50% of the required capital.
• Producer Information Management: The programme seeks to maintain and update information to guideplanning and enable monitoring activities. Furthermore the development and implementation of NdimoDesk would be linked with the producer information management system.
The department is finalising the development of the National Policy on Comprehensive Producer Development Support (NPCPDS) to guide the provision of support interventions in the agricultural, forestry and fisheries sector. The policy was gazetted in August 2018 for public comments. The policy has also been referred to the National Economic Development and Labour Council (NEDLAC) where labour, business and government will engage on its contents. It became apparent during the stakeholder consultations that some of the contents of the policy will need to be legislated and therefore, the department will embark ona process to develop a Producer Support Bill once the policy is approved.
Although the NDP indicates that the estimated 1,6 million ha under irrigation (about 50 000 ha are located in former homelands and allocated to smallholders) can be expanded by 500 000 ha, the Bureau for Food and Agriculture Policy (BFAP) at the University of Pretoria has since revised this figure downward to 145 184 ha. The Department of Water Affairs, in the National Water Resources Strategy (NWRS) indicates that there is water available for the expansion of irrigation to 80 000 ha. However, based on available water resources and land which is suitable for irrigation, DAFF calculates that only 35 000 ha can be further developed at a cost of approximately R200 000 per ha. DAFF is represented in the Department of Water and Sanitation (DWS) project steering committees for the construction of the Mzimvubu Dam and the raising of the Clanwilliam Dam.
The CEO Forum presents an ideal opportunity to develop relations with industry partners. DAFF’s membership to international organisations and signed agreements with international partners also presents various opportunities for trade and training, for example, BRICS.
To support the department’s mandate of job creation and increased contribution to the GDP, it will continue to facilitate and support increased exports into Africa and China, as well as worldwide. During the past financial year, intra-African trade increased by more than 4% and the main products driving this increase were fruit such as apples, fresh grapes and pears. Wine, sugar, maize and fish remain major contributors to exports.
However, there are challenges relating to the loss of international markets owing to threats of diseases that affect trade, erratic climate conditions threatening production, high input costs, natural disasters such as droughts and fires, skewed and inadequate infrastructure, degradation of the natural resources base and the continuous decline of available arable land for production.
The department’s focus is on production; the productivity of and support to smallholders and new entrants; expanding market access through focusing on the diversification of export destinations; supporting access to increased processing opportunities; and providing market infrastructure and compliance training.
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The department has a vast knowledge-base with skilled and dedicated researchers and scientists across different fields and highly qualified staff members relevant to its mandate. For example, fisheries research is recognised as one of the best in the world. The African Journal of Marine Science is also one of the best journals in the continent. In terms of information systems, DAFF has one of the best agricultural geographical information systems in Africa. The high levels of expertise in the department are recognised and used at important international platforms, such as the Food and Agriculture Organization (FAO), multinational and bilateral platforms, as well as international organisations, fora, etc. There is also a high level of knowledge of agricultural marketing chains, knowledge of competition legislation, agricultural tariff policies and the administration of preferential market access quotas, as well as knowledge of trade policy and trade related matters.
The department has a fleet of seven vessels, namely five patrol vessels and two research vessels. This fleet is currently being managed by the South African Maritime Safety Association (SAMSA). These vessels are used for important collaboration between countries, on the continent and collaboration in terms of research training and capacity sharing. DAFF hosts the biggest marine science library in Africa. There are also 12 harbours under the control of the department, with the option to increase such harbours along the entire coastline.
2.2.1. Drought assistance and impact on the sector
South Africa has been battling with one of the worst droughts ever recorded in recent years. Its effects on the country’s economy and agricultural sector, in particular, have been severe, pushing food prices up owing to crip-pled key crops, like maize. Apart from having had an adverse effect on the production output of major crops and livestock in the country‚ the impact of drought has also had adverse effects on the financial position of the farmers. The worsening situation of drought in provinces will also negatively affect jobs within the sector.
In addressing the adverse impacts of drought, the department through the National Disaster Management Centre facilitated the request and allocation of R78 million (R40 million in September 2017 and R30 million in June 2018) for the Western Cape, as well as R127 million for the Northern Cape for the provision of fodder. In addition, National Treasury called for affected sectors to apply for a share in a provisional allocation of R6 billion, which was availed for drought and other disasters. The department submitted a consolidated funding request on behalf of the affected provinces and R266,5 million has been allocated through CASP to six of the provinces that had applied. The funds will be expended on fodder, development of fodder bank, borehole drilling and equipping as well as scooping of dams. The Western Cape has been allocated most of the funds in addition to the 2018 drought allocations.
An amount of R266 million was distributed as follows per province:
Table 1: Breakdown of allocations per province
PROVINCE ALLOCATION (R’ MILLION) TYPE OF INTERVENTION
Western Cape 170 Fodder Eastern Cape 20 Fodder Limpopo 10 Boreholes; dams scooping Mpumalanga 10 Dams scooping; establishment of fodder bank;
boreholes Free State 13,5 Refurbishment of boreholes; desilting of dams Northern Cape 43 Fodder Total 266,5
The allocated funds were transferred to the 6 provinces (Eastern Cape, Free State, Limpopo, Mpumalanga, Northern Cape and Western Cape) in January 2019. Two provinces, i.e. KwaZulu-Natal (KZN) and North West (NW) did not receive allocations even if their request was submitted to the National Treasury for consideration. Lesser rainfall and very hot temperatures have been experienced in most provinces and production has been a challenge. The situation has worsened in some provinces such as North West as livestock mortalities are already
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occurring. Preliminary drought assessments done and emergency funding request will be submitted to National Treasury through the National Disaster Management Centre. DAFF will continue with its monitoring activity during the implementation of the drought assistance and communicate risk reduction measures to the farming community.
The Disaster Management Act, 2015 (Act No.16 of 2015) places emphasis on the disaster risk reduction phase, i.e., avoidance, prevention, mitigation and preparedness. One of the disaster risk reduction tools implemented"by DAFF is an Early-Warning System, through which monthly advisories and daily extreme weather warnings"with strategies are disseminated to the farming community for proper response. Furthermore, other risk"reduction activities include continuous research to identify areas and measures in addressing and improving"disaster risk management, including awareness campaigns and education and training to strengthen disaster"risk management. In addition, the department continues to encourage integration of disaster risk management"into all departmental programmes and projects. It also encourages the strengthening of early-warning systems"by all relevant role players to be prioritised and creation of disaster risk units in provinces. The department’s"climate change programmes are intended to effectively implement adaptation strategies to minimise the risks and"vulnerabilities, such as unsustainable use and degradation of natural resources. Its crop suitability programme is"currently being up-scaled to various provinces to promote best adaptation management practices.
2.2.2. Impact of pests and diseases on the sector
2.2.2.1. Listeriosis
Listeria is a bacterium that is rod shaped and that stains very well when examined under the microscope. Listeriosis is a condition caused by the bacteria and can be found in circulating blood and cause inflammation of the membrane covering the brain, the skin, the brain itself and other organs of the animal and human body. Under normal situations, the condition can easily be treated by common antibacterial medicines.
The listeria bacterium is present worldwide in the environment and in the gut of humans, non-human mammals, birds, arachnids and crustaceans. There are several species of listeria, but L. monocytogenes is the primary pathogen in humans.
The primary source of infection in humans is consumption of contaminated food. Food that is not properly cooked poses a risk to humans. Cross contamination of food may occur from using the same surface to prepare food. Human-to-human transmission may take place from mother to child either in utero or at birth. Sometimes infection may occur at hospitals. The clinical manifestations of the disease may not occur until weeks later when it is difficult to identify which food was the source. Listeria can contaminate many foods that are not typically cooked, like cold meats, cheese, fruit and vegetables. Listeria can grow on foods that are refrigerated. It can hide unnoticed in the equipment or appliances where food is prepared, including in food production facilities and retail stores
Although listeriosis outbreaks have been reported in many countries, a serious outbreak was reported in South Africa in December 2017. A total 1 064 laboratory-confirmed cases had been reported from 01 January 2017 to 23 August 2018 when the outbreak was declared over by the Minister of Health in September 2018. Neonates ≤28 days of age were the most affected age group (42%, 443/1 060), followed by adults aged 15–49 years of age (32%, 334/1 060). Most cases were reported from Gauteng (58%, 618/1 064), followed by the Western Cape (13%, 136/1 064) and KwaZulu-Natal (8%, 83/1 064) provinces.
Two food producing facilities were identified to be the possible source of the outbreak in February 2018. As a result of the identification of these two facilities, their operations were suspended leading to massive job losses and a substantial drop in price per kg for pork. Reportedly prices of pork dropped from 28 rand per kg to just around 15 rand per kg. The pig industry took close to a year to recover. Market access to most countries in Africa was lost completely. It took close to a year to start reopening the markets.
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2.2.2.2.Notifiable avian influenza
Notifiable avian influenza (NAI) is an infection of poultry caused by any influenza virus of the H5 and the H7 subtypes or any avian influenza virus with causing at least 75% mortality in affected birds. These viruses may be divided into highly pathogenic avian influenza (HPAI) and low pathogenic avian influenza (LPAI).
Poultry, which can is defined as all domesticated birds, including backyard poultry has proven to be an important sector in the agricultural economy of South Africa. Birds, other than poultry, are kept for various other reasons. All poultry and birds are susceptible to infection with avian influenza viruses. HPAI causes high mortalities in birds, including ostriches.
Although many countries had in the past experienced HPAI outbreaks, which caused serious losses to their poultry industries, an index case of HPAI in South Africa was reported in June 2017.
This disease spread to almost all provinces in South Africa, except the Northern Cape, causing a notable disruption in poultry and egg production. Massive losses were experienced by the industry in terms of egg, production, breeding potential and other production parameters. The H5N8 virus subtype affected mainly long lived birds, therefore indirectly affecting the broiler bird sector too.
Loss of market access owing to HPAI, in particular to SADC member countries, was experienced. The ostrich sector could only be authorised to market heat treated meat to the European Union at that time. Income foregone, particularly from layer birds culled, was estimated at R408 million. Income foregone as a result of broiler breeder birds culled was estimated at R60 million and that foregone as a result of lower amounts of broiler meat lost from sales was R38 million. The ostrich industry, which exports close to R4 million worth of meat, was also affected by the outbreak.
2.2.2.3 Foot-and-mouth disease
Foot-and-mouth disease (FMD) is a viral disease affecting cloven-hoofed animals. The disease occurs worldwide, with the exception of a few countries, and the following strains of the disease are found in Southern African territories, 1, 2, and 3, also known as SAT-1, SAT–2, and SAT–3. South Africa has FMD control zones, namely Infected, Protection (previously known as Buffer) High Surveillance Area and the rest of the Free Zone, as recognised by the World Organization for Animal Health (OIE) and it is this recognition that allows for trading of cloven-hoofed animals and their products with other countries. The legally defined FMD controlled areas include a Protection Zone around the Infected Zone in which all cloven-hoofed domestic animals are subject to strict movement controls, as well as regular inspections and twice-yearly vaccinations for FMD.
Suspected FMD positive animals in the FMD Free Zone were reported on 2 January 2019 and confirmed on 7 January 2019 in Sundani Village in Limpopo. Intensive investigation yielded further suspected positive animals in Ha Magoro, Ntshuxi and Majosi villages. This prompted the department to notify the OIE and its trading partners of the occurrence of FMD in the Free Zone in South Africa.
Some countries that were notified imposed bans of exports of livestock and livestock products from South Africa. The OIE confirmed the suspension of South Africa’s FMD Free Zone status with immediate effect.
Foot-and-mouth disease is an animal disease with grave economic consequences. Unless the country acts fast, this outbreak threatens more than R6 billion worth of exports. The current outbreak of FMD in Limpopo will have a severe economic impact on the livestock industry, as well as possible knock-on effects on the export of some non-livestock products from South Africa as a whole.
The following are some of the control measures being implemented:
• Restriction of movement of animals and animal products by putting up roadblocks (operating 24 hours);• Increased clinical animal inspections;• Vaccination;• Movement control of cloven-hoofed animals.
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Countrywide surveillance is often necessary to confirm that the disease had not inadvertently spread to other areas in the country as the virus spreads with ease. It is critical that an outbreak of Foot and Mouth Disease be contained within a short period to eliminate the potential spread to other parts of the country considered free from the disease.
2.2.2.4. Fall armyworm
The fall armyworm (FAW; Spodoptera frugiperda) originates from tropical and subtropical areas in the Americas. It is a migratory pest which is capable of seasonal long-distance movement, for instance from the southern United States of America (USA) to the northern states. In the USA, FAW often arrives in grain and fodder production areas during autumn, known there as “Fall”, hence its common name. It is difficult to control because it hides deep within the leaf whorls of its hosts, and it can develop resistance to pesticides. In South Africa, maize, sweetcorn and sorghum seem to be the preferred hosts. Most economic damage is caused by older caterpillars (larvae) which defoliate plants as well as damage the growing points and in maize plants, the ears and kernels. When the plants are completely devoured, the larvae walk to other plants to search for food.
Although FAW was detected in Africa for the first time only in January 2016 in Nigeria, by January 2018 all countries south of the Sahara had detected this pest in their territories. This does not indicate the rate of spread of FAW, as it might have been in Africa before 2016, either undetected or wrongly identified as other maize eating caterpillars. The presence of FAW in South Africa was confirmed on 3 February 2017, with positive morphological and molecular identification of caterpillars and adult moths. The FAW is a quarantine pest for South Africa and is officially controlled in terms of the Agricultural Pests Act, 1983 (Act No. 36 of 1983) (APA) and Regulation 449 of the APA. The National Plant Protection Organisation of South Africa (NPPOZA) within DAFF is responsible for the official control of quarantine pests in South Africa. The NPPOZA is made up of three directorates, namely Plant Health, Inspection Services and Food Import Export Standards.
There are over 40 agricultural remedies registered which can be applied against FAW. A reporting platform for all role players to participate has been created, namely the Fall Armyworm Steering Committee, which convenes monthly. The committee encourages monthly reporting from all role players, especially PDAs in a joint project with the FAO to gather regional information regarding the pest. A national surveillance is being conducted through the DAFF inspectorate and industry partners to gather information regarding the spread of adult FAW. A FAW model as part of the SADC chair legacy projects has been created to coordinate and harmonise actions and research regarding FAW and five (5) FAW research projects with the Agricultural Research Council have been funded.
By November 2018, FAW had been recorded in all provinces in South Africa. From ongoing surveillance, FAW numbers remained low between July and October 2018, which might have been the result of adverse weather conditions and or land preparations for planting. Highest trapping of the moths were recorded in Limpopo, KZN, Mpumalanga and North West (highest to lowest).
2.2.2.5. Oriental fruit fly or Bactrocera dorsalis
The only exotic fruit fly detected in South Africa continues to be the Oriental fruit fly (OFF) (or Bactrocera dorsalis). The OFF is a regulated pest in terms of the Agricultural Pests Act, 1983 (Act No. 36 of 1983) (APA) and Regulation 110 of the control measures. The removal of fruit from infested areas to non-infested areas is restricted and compliance with phytosanitary measures is required to receive a removal permit.
The pest is established in Gauteng, Limpopo, Mpumalanga and North West, except the Western Cape, Eastern Cape, Northern Cape and Free State and some districts in KZN. In the Western Cape, limited detections were made at the start of 2018, however, by May 2018 eradication was successful. In the Northern Cape, eradication has been achieved and the pest is no longer present in the Free State. A steering committee was established to coordinate national efforts to control and eradicate the OFF.
Loss of market access owing to OFF, in particular apples and pears that would have been exported in the previ-ous season to the USA, is estimated at R14 million. There is a potential loss of over R10 billion if the EU market increases its requirement for OFF.
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2..2.2.6. Polyphagous shot hole borer
Polyphagous shot hole borer (PSHB) (Euwallacea fornicatus) is a beetle which carries a fungal symbiont (Fusarium euwallaceae). It is confirmed to affect trees in Durban and northern coastal areas from Durban and Pietermaritzburg; also Johannesburg, George, Knysna, Bloemfontein and Vaalharts. This pest has a severe im-pact on urban trees, especially in George and Johannesburg. Johannesburg has over 10 million trees which could be affected in the near future. The pest also affects many indigenous trees and forestry and agricultural tree spe-cies. The department has initiated a Pest Steering Committee with all the stakeholders, including researchers, all spheres of government and the Department of Environmental Affairs, as well as private industries. The pecan nut is the only agricultural crop affected so far, in Jan Kempdorp and Hartswater. The biggest threat for agriculture may be in the avocado, pecan nut and macadamia nut industries. The PSHB can fly locally, but spreads over larger distances in wood products, including firewood and perhaps smaller ornamental trees that are moved around.
Most occurrences of the polyphagous shot hole borer in South Africa are in urban areas except in Hartswater where it occurs on pecan farms. There is a huge potential impact if this pest affects natural bush and forests. This has the potential to lead to whole ecosystem destruction. Some Acacia, Populus and Eucalyptus species may be affected and this could cause huge losses to the forestry industry. Avocado is highly susceptible in Israel and California, so this pest may also cause significant damage to the Avocado industry. For ornamental trees, Johannesburg has over 10 million trees which could die. This may have an impact of over R50 billion on the city if those trees need to be removed, chopped, chipped and replanted with more resistant trees. DAFF NPPOZA continues to raise awareness through various channels.
2.2.2.7. Banana bunchy top disease
Banana bunchy top disease (BBTD) is caused by Banana bunchy top virus (BBTV). It is a devastating disease of banana around the globe and it occurs in many African countries. The disease was given its name because of the bunched appearance of leaves at the top of infected plants. BBTV is spread by the banana aphid, Pentalonia nigronervosa. Towards the middle of 2015, the department was notified of the detection of BBTV in one farm in Hibberdene, in the Ugu or the South Coast of KZN, South Africa. DAFF has been working together with the Agricultural Research Council (ARC) and the banana industry to continue surveys and determine the spread of the disease. The pest is subsequently regulated in terms of the Agricultural Pests Act, 1983 (Act No. 36 of 1983) and phytosanitary measures are implemented to prevent the spread of the BBTV by means of infected propagation material. Recent survey results from December 2018 indicate that the disease is spreading further in the Ugu District, especially among small-scale growers and subsistence farmers. Infected banana plants cannot produce fruit and must be destroyed.
Bananas are considered to be a staple food/fruit in the Ugu District as many households have their own banana trees as in many African countries. This pest is a major threat to the banana industry in South Africa and, to the production of bananas, which may lead to food insecurity.
2.3. Transfer of colleges of agriculture to the Department of Higher Education and Training
A Joint Technical Task Team (JTTT) was formed as recommended by Cabinet after the Mangaung Resolution of 2012 to advice on the implications of transferring the colleges of agriculture to the Department of Higher Education and Training. The JTTT has since completed the due diligence report and the report was consulted with all the relevant stakeholders. The due diligence report with its recommendations has been presented to the two Ministers and MINMECH. A recommendation was made by MINMECH for the report to be consulted with Heads of Departments and be presented to MINTECH before it is ratified at MINMECH level again.
2.4. DAFF’s contribution to job creation
2.4.1 LandCare
The LandCare Programme is aligned with the government’s broader objective of job creation. The temporary jobs created under this programme are funded through the LandCare Programme and adhere to principles of the Expanded Public Works Programme (EPWP) with the target of 55% women, 40% youth and 2% people with
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disabilities as specified by the EPWP. Funding for these projects is transferred quarterly to respective provincial departments as implementing spheres of government in line with the prescripts of the conditional grants under the Division of Revenue Act, (DoRA). Assessment and reporting requirements are specified in the DoRA, Conservation of Agricultural Resources, 1983 (Act No. 43 of 1983), as well as by EPWP. Provincial departments use the reporting tools as provided by EPWP to report on the number of jobs created. The monthly, quarterly and annual reports are forwarded by the provincial departments to DAFF to monitor performance and the impact of the programme on the state of the natural agricultural resources.
The EPWP was introduced as a nation-wide government-led initiative aimed at drawing a significant number of unemployed South Africans into productive work in a manner that will enable them to gain skills and increase their capacity to earn an income. This programme advances the principle of government expenditure on intensive labour activities across all three spheres to provide employment opportunities and skills development to the unemployed.
2.4.2.Working for Fisheries Programme
The Working for Fisheries Programme (WfFP) serves to render a programme management support function to the DAFFBranch: Fisheries. The main objective of the programme is to contribute towards poverty alleviation through interventions that are public-driven, while advancing the mandates of the DAFF and the EPWP’s environment and culture sector to address the following policy objective: “To provide work opportunities and income support to poor and unemployed people through the delivery of public and community assets and services, thereby contributing to development.”
The programme, through the implementation of projects, aims to contribute towards the alleviation of poverty, while empowering beneficiaries to participate in the mainstream fishing economy in a manner that aligns the programme and projects to government Outcomes 4 (Decent employment through inclusive economic growth); Outcomes 7 (Vibrant, equitable and sustainable rural communities contributing towards food security for all); Outcome 10 (Protect and enhance our environmental assets and natural resources); and Outcome 12 (Efficient, effective and developmental oriented public service and an empowered, fair and inclusive citizenship) and the department’s associated strategic goals:
1. Effective and efficient strategic leadership, governance and administration;
2. Enhance production, employment and economic growth in the sector;
3. Enabling environment for food security and sector transformation.
The programme focuses on supporting three key directorates within the department in terms of both mandate and the projects funded. These directorates are:
• Aquaculture and Economic Development
• Monitoring, Control and Surveillance
• Marine Resource Management.
The beneficiary targeting as set by the EPWP III Environment and Culture Sector Plan for 2015/16 to 2019/20 will be implemented by the WfFP. The sector plan stipulates that preference should be given to providing work opportunities to, and the empowering of women, youth and persons with disabilities. The environment and culture sector beneficiary targeting is as follows:
• 55% of beneficiaries should be women;
• 55% of beneficiaries should be youth (to be aligned to the Youth Employment Accord passed by Cabinet);
• 2% of beneficiaries should be people with disabilities.
The jobs created through the WfFP are dependent on the funding approved by National Treasury for the programme, and will either increase or decrease in line with the approved MTEF budgets.
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Table 2: DAFF’s contribution to job creation over the MTEF
INDICATORS 2019/20 2020/21 2021/22Number of LandCare jobs [full-time equivalents (FTEs)] created 900 FTEs 900 FTEs 900 FTEsNumber of FTE jobs (WfFP) 546 FTEs 546 FTEs 546 FTEsNumber of jobs created through CASP 7 500 7 500 7 500 Number of jobs created through Ilima/Letsema 11 223 11 223 11 223Number of jobs created through forestry operations (revitalisation of state nurseries, refurbishment of plantations and greening)
1 100 1 100 1 100
The jobs created through LandCare, CASP and Ilima/Letsema are delivered by the PDAs.
Table 3: Breakdown of the annual target per provinceIndicators TOTAL LP EC FS GP MP KZN NC NW WCNumber of LandCare jobs [full-time equivalents
(FTEs)] created
900 110 120 80 50 110 140 100 110 80
Number of jobs created through CASP
7 500 986 183 459 74 651 4 026 390 641 90
Number of jobs created through Ilima/Letsema
11 223 4 863 891 776 63 146 2 006 610 127 1 741
2.5. Organisational environment
The decrease to the department’s compensation budget has had an impact on the ability of the department to meet its required optimum capacity to deliver on its mandate during the past MTEF cycle. This is the case despite the fact that government has identified the agricultural sector as a critical role player in economic growth and job creation. In line with the departmental allocation letter from National Treasury, the department’s compensation budget over the MTEF for the period 2019/20, 2020/21 and 2021/2022 allows for payment of compensation benefits for currently funded posts, training of employees and salary increases but is inadequate to provide for filling of the remaining vacant positions on the approved post establishment. The allocated compensation budget necessitates frequent reprioritisation of posts if the department is to meet its obligations on its planned strategic deliverables.
2.5.1. Organisational structure
As a result of the challenges experienced with the Compensation of Employees (CoE) budget, the vacant positions had to be prioritised to ensure that the department remains within the set Human Resource Budget Plan (HRBP) ceiling imposed by the National Treasury. The implications of the reduced budget allocation for employee compensation is that although the department’s human resource needs analysis forecasts a specific number of posts to be filled in each financial year, the deficit in the budget allocation requires fewer posts, if any, to be filled over the MTEF period 2019/20 to 2021/2022. Improvement of efficiency and organisational performance remains on the radar. Sound organisational design principles are applied to ensure elimination of duplicate functions, and enable strategy execution as well as synchronisation of systems and processes, with a focus on enhancement of departmental capacity and transformation of the sector.
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Over the past MTEF for the period 2016/17, 2017/18 and 2018/2019 the approved post establishment has remained the same (6 120 as at 30 June 2018 and 6 120 as at 31 December 2018 (This figure includes the Minister and Deputy Minister). This post establishment is based on the current approved organisational structure, and comprises professional, managerial, functional and auxiliary occupational categories. However, the total number of funded permanent (filled) posts for the DAFF is 4 971, including the Minister and Deputy Minister, while 387 posts are additional to the post establishment (this category comprises employees on contract, interns and compulsory community services veterinarians). Although there is insufficient funding to fill permanent positions, the department may need to appoint additional capacity on a temporary basis (contract basis) to drive implementation of short term projects that may be necessary to achieve service delivery imperatives.
The post establishment is monitored through the Departmental Organisational Development Committee, which ensures that only funded positions are captured on PERSAL, thereby maintaining PERSAL clean-up on a continuous basis. The HR table below reveals a decreasing post establishment as a result of the cuts on the CoE leading to abolishing of unfunded post, and natural attrition which takes place against a situation where posts are not being filled.
Table 4: Detail of approved establishment and personnel numbers according to salary level
PERSONNEL STATUS AS AT 31 DECEMBER 2018 NUMBER OF POSTS FILLED ON FUNDED ESTABLISHMENT
NO
. OF
POST
S O
N A
PPR
OVE
D
ESTA
BLIS
HM
ENT
NO
. OF
FUN
DED
PO
STS
NO
. OF
POST
S AD
DIT
ION
AL T
O T
HE
ESTA
BLIS
HM
ENT
ACTUAL/FILLED (WITHOUT ADDITIONAL POSTS)
ACTU
AL/
FILL
ED A
S AT
31
DEC
EMBE
R 2
018
MEDIUM TERM ESTIMATES
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
Department **6 118 **6 118 387 5 604 5 474 5 288 *5 356 6 505 6 505 6 505
Salary levels 1–6 3 338 3 338 219 3 201 3 029 2 865 *2 876 3 557 3 557 3 557
7–10 2 170 2 170 8 1 914 1 945 1 920 *1 833 2 178 2 178 2 178
11–12 485 485 152 388 397 402 *538 637 637 637
13–16 125 125 8 101 103 101 *109 133 133 133
*Theactual/filledasat31December2018isthepermanentplus(+)theadditionalpostsfilled.
** Post establishment without Minister and Deputy Minister.
The job evaluation coordination process with the PDAs is an on-going process that aims to ensure the harmonisation of and consistency in the application of the job grading levels of cross-cutting jobs across the agricultural sector. Quarterly meetings were held with the PDAs to ensure consistent application of human resources management and development practices across the agricultural public sector. This process is dependent on the assistance from the Department of Public Service and Administration (DPSA) in the finalisation thereof. To date, the process of reviewing and subjecting twenty (20) newly identified agriculture specific jobs has commenced and will be submitted through the relevant channels for concurrence and implementation by the affected departments. Furthermore, the process of reviewing jobs in the Agricultural Training Institutes (ATIs), as well as the jobs within the extension services function with the aim of seeking the Minister of Public Service and Administration’s concurrence for the implementation of the grading levels of these jobs is currently in progress. Several meetings have also been held with the DPSA and PDAs to discuss the generic organisational structure for agriculture and rural development. A report outlining the final inputs from all departments was drafted and submitted for endorsement by MINTECH.
The organisation and post establishment investigations were undertaken into the establishment of Phakisa and CASP units to institutionalise the monitoring and evaluation capacity that will facilitate the improvement of performance in the department. The organisational structure of the Directorate: Security Services was reviewed with the view to strengthen its functionality level for the department.
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In response to the budget cuts and the need to address service delivery imperatives, various branches, including the organised labour, embarked upon a process of prioritisation of vacant positions, which identified 583 vacant posts to be filled and 346 posts to be abolished in line with the directive on PERSAL clean-up from the DPSA.
Implementation of the hybrid model in employee health and wellness remains in focus so as to improve access to the suite of programmes and improve employee productivity. A comprehensive employee health and wellness; which includes an Employee Assistance Programme (EAP), empowering employees on ailments/disease management, physical and behavioural wellness interventions, etc. continue to contribute to a healthy workforce—the effectiveness of this intervention is monitored on a quarterly basis through statistical analysis and reports.
Monitoring of implementation of the new performance management framework for members of Senior Management Service as well as employees on salary levels 12 and below, continues. Implementation challenges are addressed timeously. Employee development is driven actively so as to achieve the vision of the National Development Plan of a career oriented state by 2030. To this end, the implementation of the Workplace Skills Plan is on the radar of the HR transformation roadmap over the MTEF period for 2019/20 to 2021/2022 to ensure development of the mission critical skills for both the department and the public service. A skills audit among members of the Senior Management Service has been commenced with a view to determine the prevailing skills gap and develop corrective measures.
Talent management has been identified as central to the acquisition, development, utilisation and retention of employees towards achievement of organisational planned deliverables. Development of the Talent Management Strategy is being finalised. Strengthening awareness on governance instruments among managers and supervisors fosters fair and consistent management practices. Strategic HR information management defines the value add of the HR function in the department, therefore, maintenance of the HR Dashboard and analysis of HR metrics serves as critical tools to the executive team.
2.5.2. Human resource planning
In order to implement the MTEF HR Plan effectively, the Human Resource Strategic Planning Framework for the Public Service—Vision 2015 requires the development of the MTEF HR Plan and adjustment thereof on an annual basis.
A new MTEF HR Plan 2018/19–2020/21 was developed and submitted to the DPSA by the end of June 2018. The following HR Plan priorities were identified: Elimination of duplication of functions and alignment of the organisational structure; development and implementation of a Talent Management Strategy; a Workplace Skills Plan approved by the Director-General and implemented; improvement of access to employee health and wellness programmes; and strengthening transformation capacity and implementation of diversity management imperatives.
To this end, only HR Plan priorities aligned to the HR strategic objectives were identified in the MTEF HR Plan 2018/19–2020/21 in line with the amended directive on the Human Resource Strategic Planning Framework for the Public Service—Vision 2015. Implementation of the MTEF HR Plan (2018/19–2020/21) is monitored through the quarterly key performance indicators which are developed in consultation with relevant stakeholders. The quarterly reports from key performance indicators are incorporated into the annual MTEF implementation reports which are submitted annually to the DPSA.
Over the current MTEF period (2018/19–2020/21), the human resource journey towards its repositioning as a strategic partner will be focusing on the revision of the HR Strategy, development and implementation of the Human Resources Service Delivery Improvement Plan and the establishment of executive coaching clinics.
The ability of the HR function to perform as a strategic partner and enable the department to achieve its strategic objectives is constantly monitored and reports in this regard are submitted annually to the DPSA.
2.5.3. Description of the strategic planning process
The department undertook a planning session in June 2017 wherein all the sector role players, that is, PDAs, Public Entities (PEs) and industry stakeholders were invited to participate. The purpose of this session was to
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promote intergovernmental relations, public-private partnerships and integrated planning by having all stakeholders planning together towards the achievement of NDP objectives. Out of this session the sector priorities and high level deliverables were reviewed for 2016/17–2019/20. These sector priorities are meant to guide all the role players in the sector to align their plans with each other for the achievement of the NDP objectives. This exercise of bringing all stakeholders together helps to avoid duplication, clarifies roles and responsibilities and makes appropriate funding arrangements. The sector priorities developed were informed by the MTSF priorities, the Nine-Point Plan, RAAVC and other government policies.
After the session, DAFF participated in the PDAs and PEs planning sessions in preparation for 2019/20 APPs alignment with the agreed sector priorities. The department is currently in the process of developing sector priorities and high level deliverables for the new MTSF period. The first and second draft 2019/20 APP was submitted to DPME as required and the final draft will be tabled in February 2019. After the elections, the 2019/20 APP will be re-tabled in October 2019.
In July 2018 DAFF coordinated another sector planning session with the stakeholders to review and agree on the priorities. From after the sector planning session up to January 2019 the DAFF technical branches were consulted at length to develop the first and second draft APP. The department also participated in the planning sessions of PDAs and PEs in July, August, September, October and November to ensure alignment with sector priorities and high level deliverables. DAFF submitted its first and second draft 2019/20 APP as required, to the DPME and National Treasury for analysis. Consultations with technical branches continued in February to present the APP analytic report and recommendations from the DPME as well as findings from the Auditor-General of South Africa (AGSA). All the recommendations from the DPME analysis were incorporated to improve the final draft 2019/20 APP.
The Framework for Strategic Plans and Annual Performance Plans requires DAFF to provide oversight to its P Provincial Departments of Agriculture and its Public Entities. In compliance to the above mentioned framework, DAFF analysed the first and the second drafts APPs for PDAs and PEs. A feedback was formally reported to PDAs and PEs highlighting recommendations for improvement of the final draft 2019/20 APPs. Adherence to the set MTSF targets was emphasised by DAFF and budget reprioritisation was encouraged where there have been budget cuts.
To align to the National Treasury Framework for Strategic Planning, the prescribed strategic planning template, which stipulates the strategic goals, strategic objectives and goal statements and objective statements, was uti-lised to populate the required information. In the financial year under review the strategic objective indicators have been developed in response to the analysis of the first and second draft APP by the DPME. The APP template was used to populate strategic objectives, indicators and annual targets for the upcoming financial year and the MTEF with quarterly targets for the upcoming financial year. The indicators and targets in the APPs were broken down into implementable activities in the Operational Plans (OPs). The OPs highlight clear milestones and various action steps to be undertaken in order to address the respective unit’s priorities in delivering the outputs. Plans and budgets are integrated and operational managers are held accountable for the inputs that are allocated.
2.5.4. Departmental monitoring and evaluation
The department has a Monitoring, Evaluation and Reporting (MER) Guideline, which provides a framework for monitoring, evaluating and reporting performance information (PI) within the department. The guideline also provides a framework for the evaluation and assessment/review of programmes so that performance information can be realised within a system of effective reporting and continuous improvement support.
The non-financial performance environment to which the guidelines are applicable, include the Strategic Plan and APP deliverables, services contained in the Services Catalogue, the Service Delivery Improvement Plan (SDIP) and reports on Outcomes 4, 7 and 10 to which DAFF directly contributes, and for which the Directorate: Organisation Performance is primarily responsible for coordinating the institutional monitoring and evaluation. There are also operational plans are implemented by branches, which are also guided by the MER guidelines; their implementation is primarily managed through the branch administrative M&E processes.
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Dedicated and focused attention has been given to transversal indicators, these are the deliverables implemented in provinces by the management of provincial departments. The development of a specific guideline for managing performance of these transversal indicators coordinated by Directorate: Provincial and SOEs Performance Monitoring is at advanced stage. Other important areas promoted by the framework include the establishment and management of fully functional working groups to coordinate performance and ensure accountability, development of sector standard operating procedures and submission of data base for targeted interventions prior to implementation to inform setting up of M&E systems.
The department developed the Knowledge Bank Reporting System to address the need for an appropriate sys-tem to collect, collate, verify and store performance information. Users need to have login credentials from the system administrator. Business unit managers are allocated passwords for reporting rights against targets related to their functions, while M&E specialists are allocated to each branch for continuous support to monitor progress on the reported information and to ensure that reported performance information is accompanied with supporting documents that will prove that information is credible, useful and reliable at all times. The core users of the system in terms of reporting progress on performance are Directors. Reporting on the system is done on a monthly basis, on or before the 10th of each month. The purpose of reporting on a monthly basis is to enable the department to track performance on a regular basis and provide remedial actions upon identification of red flags. Users are required to attach evidence as and when they report to support reported information. Monitoring of Knowledge Bank reporting is done through the development of a monthly compliance register. The register details all the units that have reported and not reported per branch, including the submission of evidence.
The Knowledge Bank Reporting System is very valuable to manage information to ultimately feed into the DPME reporting system. All quarterly reports go through the approval process all through to the Minister. The requirement is at minimum to have the Accounting Officer approve the reports, obtaining the Minister and Deputy Minister’s signatures is important proof of an established system to keep them informed of state of performance, particularly against APP targets.
2.6. Strategic goals and objectives The departmental strategic goals and objectives are grounded in the MTSF for 2014–19. The MTSF was analysed and issues relevant to the department identified and developed into four strategic goals and eleven strategic objectives to support each goal. The following strategic goals and objectives will be implemented over the medium term through strategic action programmes:
Table 5: Alignment of government key outcomes to departmental strategic goals
Outcome Strategic goal Programme
12: An efficient, effective and development oriented public service and an empowered, fair and inclusive citizenship
Strategic goal 1: Effective and efficient strategic leadership, governance and administration
1
4: Decent employment through inclusive economic growth
Strategic goal 2: Enhance production, employment and economic growth in the sector
2, 4, 5 and 6
7: Vibrant, equitable, sustainable rural communities contributing towards food security for all
Strategic goal 3: Enabling environment for food security and sector transformation
3, 5 and 6
10: Protect and enhance our environmental assets and natural resources
Strategic goal 4: Sustainable use of natural resources in the sector
2,5 and 6
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Table 6: Strategic outcome oriented goals of the department
Strategic goals Strategic objectives
Strategic goal 1:
Effective and efficient strategic leadership, governance and administration
Strategic objective 1.1
Ensure compliance with statutory requirements and good governance practices
Strategic objective 1.2
Strengthen support, guidance and interrelation with stakeholders
Strategic objective 1.3
Strengthen institutional mechanisms for integrated policy, plan-ning, monitoring and evaluation in the sector
Strategic goal 2:
Enhance production, employment and eco-nomic growth in the sector
Strategic objective 2.1
Ensure increased production and productivity in prioritised areas as well as value chains
Strategic objective 2.2
Effective management of bio-security and related sector risks
Strategic objective 2.3
Ensure support for market access and processing of agricultural, forestry and fisheries products
Strategic goal 3:
Enabling environment for food security and sector transformation
Strategic objective 3.1
Lead and coordinate government food security initiatives
Strategic objective 3.2
Enhance capacity for efficient delivery in the sector
Strategic objective 3.3
Strengthen planning, implementation and monitoring of comprehensive support programmes
Strategic goal 4:
Sustainable use of natural resources in the sector
Strategic objective 4.1
Ensure the conservation, protection, rehabilitation and recovery of depleted and degraded natural resources
Strategic objective 4.2
Ensure adaptation and mitigation to climate change through ef-fective implementation of prescribed frameworks
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3. LEGISLATIVE AND OTHER MANDATES
3.1. Legal mandate
DAFF’s legal mandate covers the agriculture, forestry and fisheries value chains from inputs, production and value adding to retailing.
3.2. Legislative mandate
The entire legislative mandate of DAFF is derived from Sections 24(b) (iii) and 27(1) (b) of the Constitution. The department is primarily responsible for Acts relating to agriculture, forestry and fisheries. The following Acts reflect the legislative mandate of the department:
Acts that reflect the legislative mandate of the department
Act no. and Year Purpose Functional
competence Responsibility
Agricultural Debt Management Act, 2001 (Act No. 45 of 2001)
To establish the Agricultural Debt Account and to provide for the use of the account as a mechanism to manage agricultural debt repayment
National Financial Accounting
Agriculture Laws Extension Act, 1996 (Act No. 87 of 1996)
To provide for the extension of the application of certain laws relating to agricultural matters to certain territories, which form part of the national territory of the Republic of South Africa; the repeal of certain laws which apply in those territories; and for matters connected therewith
National Executing Authority
Agricultural Law Rationalisation Act, 1998 (Act No. 72 of 1998)
To provide for the rationalisation of certain laws relating to agricultural affairs that remained in force in various areas of the national territory of the Republic prior to the commencement of the Constitution of the Republic of South Africa
National Executing Authority
Agricultural Pests
Act, 1983 (Act No. 36 of 1983)
Provides for measures by which agricultural pests may be prevented and combated
National Plant Health;
Inspection Services; and
Land Use and Soil Management
Agricultural Produce Agents Act,1992 (Act No.12 of 1992)
Provides for the establishment of an Agricultural Produce Agents Council and fidelity funds in respect of agricultural produce agents and for the control of certain activities of agricultural produce agents
Local Marketing
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Act no. and Year Purpose Functional
competence Responsibility
Agricultural Product Standards Act, 1990 (Act No. 119 of 1990)
Provides for the control over the sale and export of certain agricultural products, control over the sale of certain imported agricultural products and control over other related products
National Food Safety and Quality Assurance
Agricultural Research Act, 1990 (Act No. 86 of 1990)
Provides for the establishment of a juristic person to deal with agricultural research; the determination of its objects, functions, powers and duties
Concurrent Policy Research Support
Animal Diseases Act, 1991(Act No. 35 of 1984)
Provides for the control of animal diseases and parasites, and for measures to promote animal health
Concurrent Animal Health
Animal Identification Act, 2002 (Act No. 6 of 2002)
Consolidates the law relating to the identifi-cation of animals and provide for incidental matters
Concurrent Veterinary Public Health
Animal Improvement Act 1998 (Act No. 62 of 1998)
Provides for the breeding, identification and utilisation of genetically superior animals in order to improve the production and performance of animals
National Animal Production
Animals Protection Act, 1962 (Act No. 71 of 1962)
To consolidate and amend the law relating to the prevention of cruelty to animals
Concurrent Animal Production
Conservation of Agricultural Resources, 1983 (Act No. 43 of 1983)
Provides for control over the utilisation of the natural agricultural resources of the Republic in order to promote the conservation of the soil, water sources and vegetation and the combating of weeds and invader plants
Concurrent Land Use and Soil Management
Fencing Act, 1963 (Act No. 31 of 1963)
To consolidate the laws relating to fences and the fencing of farms and other holdings and matters incidental thereto
Concurrent
Local
Land Use and Soil Management
Fertilizers, Farm Feeds Agricultural Remedies and Stock Remedies Act, 1947
(Act No. 36 of 1947)
Provides for the appointment of a Registrar of Fertilizers, Farm Feeds, Agricultural Remedies and Stock Remedies; the registration of fertilisers, farm feeds, agricultural remedies, stock remedies, sterilising plants and pest control operators; the regulation or prohibition of the importation, sale, acquisition, disposal or use of fertilisers, farm feeds, agricultural remedies and stock remedies and the designation of technical advisers and analysts
National Agricultural Inputs Control
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Act no. and Year Purpose Functional
competence Responsibility
Genetically Modified Organisms Act, 1997
(Act No. 15 of 1997)
Provides for measures to promote the responsible development, production, use and application of genetically modified organisms, to provide for an adequate level of protection during all activities involving genetically modified organisms that may have an adverse impact on the conservation and sustainable use of biological diversity, human and animal health
National Genetic Resources
Groot Constantia Trust Act, 1993 (Act No. 58 of 1993)
To make provision for the incorporation of the Groot Constantia Control Board as an association not for gain; for the transfer of the Groot Constantia Estate to the said association; and for matters connected therewith
National Executing Authority
KwaZulu Cane Growers’ Association Repeal Act, 2002 (Act No. 24 of 2002)
To repeal the KwaZulu Cane Growers’ Association Act, 1981 and to provide for matters connected therewith
National Executing Authority
Liquor Products Act, 1989
(Act No. 60 of 1989)
Provides for control over the sale and production for sale of certain alcoholic products, the composition and properties of such products and the use of certain particulars in connection with the sale of such products; for the establishment of schemes; and for control over the import and export of certain alcoholic products
Concurrent Food Safety and Quality Assurance
Marine Living Resources Act, 1998 (Act No. 18 of 1998)
Provides for the conservation of the marine ecosystem, the long-term sustainable utilisation of marine living resources and the orderly access to the exploitation, utilisation and protection of certain marine living resources; and for these purposes for the exercise of control over marine living resources in a fair and equitable manner to the benefit of all the citizens of South Africa
National, except for aquaculture
Fisheries
Marketing of Agricultural Products Act, 1996 (Act No. 47 of 1996)
Provides for the authorisation of the establishment and enforcement of regulatory measures to intervene in the marketing of agricultural products, including the introduction of levies on agricultural products; and to establish a National Agricultural Marketing Council
Concurrent Marketing
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Act no. and Year Purpose Functional
competence Responsibility
Meat Safety Act, 2000 (Act No. 40 of 2000)
Provides for measures to promote meat safety and the safety of animal products; to establish and maintain essential national standards in respect of abattoirs; to regulate the importation and exportation of meat; to establish meat safety schemes; and to provide for matters connected therewith
Concurrent
Provincial
Local
Veterinary Public Health
National Forests Act, 1998 (Act No. 84 of 1998)
Promote the sustainable management and development of forests for the benefit of all; create the conditions necessary to restructure forestry in state forests in relation to protection and sustainable use
National, except indigenous forests
Concurrent
Forestry
National Veld and Forest Fire Act, 1998 (Act No. 101 of 1998)
To combat veld, forest and mountain fires throughout the Republic
Concurrent
Local
Forestry
Onderstepoort Biological Products Incorporation Act, 1999 (Act No. 19 of 1999)
Provides for the establishment of a com-pany to manage the institution known as Onderstepoort Biological Products
National Animal Health
Performing Animals Protection Act, 1935 (Act No. 24 of 1935)
Provides for the regulation of the exhibition and training of performing animals and the use of dogs for safeguarding
Concurrent
Provincial
Local
Animal Production
Perishable Products Export Control Act, 1983 (Act No. 9 of 1983)
Provides for the control of perishable products intended for export from the Republic of South Africa
National Food Safety and Quality Assurance
Plant Breeders’ Rights Act, 1976
(Act No. 15 of 1976)
Provides for a system whereby plant breeders’ rights relating to varieties of certain kinds of plants may be granted and registered; for the requirements which have to be complied with for the granting of such rights; for the protection of such rights and the granting of licenses in respect of the exercise thereof
National Genetic Resources
Plant Improvement Act, 1976
(Act No. 53 of 1976)
Provides for the registration of premises from which the sale of certain plants or the cleansing, packing and sale of certain propagating material may be undertaken; prescribes the conditions subject to which such plants or propagating material may be sold for the purposes of cultivation
National Plant Production
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Act no. and Year Purpose Functional
competence Responsibility
Societies for the Prevention of Cruelty to Animals Act, 1993 (Act No. 169 of 1993)
Provides for control of societies for the prevention of cruelty to animals and for matters connected therewith
Concurrent
Provincial
Local
Animal Production
Subdivision of Agricultural Land Act,1970 (Act No. 70 of 1970)
Provides for the subdivision and, in connection therewith, the use of agricultural land
Concurrent
Provincial
Local
Land Use and Soil Management
Veterinary and Para-veterinary Professions Act,1992 (Act No. 19 of 1992)
Provides for the establishment, powers and functions of the South African Veterinary Council
National (only in respect of the regulation of veterinary services)
Provincial (except the regulation of veterinary services)
Veterinary Public Health
3.3. Relevant court rulings
There was one court judgement and a few review applications relating to the Subdivision of Agricultural Land Act (SALA), 1970 (Act No. 70 of 1970). The impact of the judgement compels the delegate and Minister to produce concrete scientific and other evidence to substantiate decisions regarding subdivision. The Preservation and Development of Agricultural Land Bill (PDALB) is replacing the SALA.
3.4 National policy mandates
3.4.1. National Development Plan The strategic goals and associated objectives of the department, namely: Effective and efficient strategic leadership, governance and administration; enhance production, employment and economic growth in the sector; enabling environment for food security and sector transformation; and sustainable use of natural resources in the sector, are a response to achieving the NDP’s objectives and targets. The goals and associated objectives have been reviewed to address the priorities identified in the NDP.
To align with these priorities, objectives and targets, the department aims to continue providing comprehensive support to all categories of producers. The support will increase the number of people participating in different sector activities, and therefore, participating in the economy of the country. In rural areas, the focus will be on support to subsistence and smallholder producers in line with the expectations of the NDP, namely that a third of the food surplus should be produced from small-scale farmers or households. The department also aims to support targeted land reform beneficiaries as the NDP also supports the Land Reform objective. In contributing to the sustainable use of natural resources in the sector, the department will implement sustainable development programmes that ensure protection of biomes and endangered species, rehabilitation of degraded land and climate change mitigation and adaptation strategies.
The department also aims to contribute by implementing various strategies to improve production efficiencies for smallholder producers. These include organising smallholder producers into commodity-based organisations,
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increasing their collective bargaining power in negotiations for production inputs and markets, as well as providing support and training to SMMEs. Implementation of the department’s transformation initiatives such as the AgriBEE Charter, Forestry Charter and allocation of commercial fishing rights, will facilitate and promote participation in the economy of the country. Three key programmes are aligned with the priorities, namely Fetsa Tlala aimed at massive production of stable foods on fallow land that has the potential for agricultural production; Ilima/Letsema aimed at supporting sustainable agriculture and promoting rural development for smallholder producers; and LandCare to address land degradation problems and encourage sustainable use of natural resources.
In addition to the above, the NDP also states that agriculture has the potential to create close to 1 million new jobs by 2030 through:
• Expanding irrigated agriculture—the 1,5 million ha under irrigation could be expanded by at least another500 000 ha to 2 million ha;
• Cultivating underused land in communal areas and land-reform projects for commercial production;
• Supporting commercial agricultural industries and regions with the highest growth and employment potential;
• Supporting upstream and downstream job creation;
• Finding creative opportunities for collaboration between commercial farmers, communal farmers andcomplementary industries;
• Developing strategies that give new entrants access to value chains and support.
3.4.2. New Growth Path
The New Growth Path (NGP) is a national policy which broadly aims to unblock private investment and job creation to address systematic blockages to employment-creating growth (Infrastructure, skills, regulatory framework, etc.). It focuses on productive sectors and pro-actively intends to support industries, activities and projects that will generate employment. The NGP has identified job drivers for growth, namely: Infrastructure, agricultural value chain, mining value chains, manufacturing, tourism and high level services, green economy, knowledge economy, social economy, public sector, rural development and African regional development. The NGP manages the job drivers for growth such as in mining, commercial agriculture and smallholders, higher industries, etc.
DAFF will capitalise on the above job drivers, specifically in areas relevant to the sector such as the agricultural value chains, rural development and African regional development. In the short to medium term the department will institutionalise the various value chain networks, which support labour absorbing activities to accelerate employment creation through agricultural smallholder schemes. In pursuance of job creation in agro-processing, the department has contributed to the implementation of inter-governmental agro-processing programmes. Through the implementation of an Agro-processing Policy the department will continue to facilitate access to appropriate agro-processing technology and mainstream markets.
As contribution to the African regional development, the department continues to implement South Africa’s foreign policy objectives, through the facilitation of Southern African Development Community (SADC) and African Union (AU) engagements, implementation of the South-South Cooperation Agreement with emphasis on BRICS. The International Relations Strategy is an instrument put in place to interact with various sector stakeholders at regional and international level in support of producers to access international markets.
3.4.3 Industrial Policy Action Plan
The Industrial Policy Action Plan (IPAP) takes place within the framework of continuous improvements and up-scaling of concrete industrial development interventions, as set out in the National Industrial Policy Framework (NIPF). IPAP seeks to scale-up key interventions over a rolling three-year period, with a 10-year outlook on desired economic outcomes. The NIPF has the following core objectives:
• To facilitate diversification beyond the economy’s current reliance on traditional commodities and non-tradable
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services that require the promotion of value-addition, characterised, particularly by the movement into non-traditional tradable goods and services that compete in export markets and against imports;
• To ensure the long-term intensification of South Africa’s industrialisation process and movement towards aknowledge economy;
• To promote a labour-absorbing industrialisation path, with the emphasis on tradable labour-absorbing goodsand services and economic linkages that create employment;
• To promote industrialisation, characterised by the increased participation of historically disadvantaged peopleand marginalised regions in the industrial economy;
• To contribute towards industrial development in Africa with a strong emphasis on building the continent’sproductive capacity and secure regional economic integration.
The IPAP is framed by, and constitutes a key pillar of the NGP and has a particular role to play to make employment dynamic and ensure growth in the economy through its focus on value-adding sectors that embody a combination of relatively high employment and growth multipliers. Government interventions set out in the NGP, NDP Vision 2030 and other policy documents seek to ensure that critical steps in support of the restructuring of the economy are secured to set it on a more value-adding and labour-intensive growth path. The success of the IPAP depends fundamentally on working towards stronger coherence and mutual support between macro and microeconomic policies. Agro-processing is strongly linked to South and Southern Africa’s economic growth rate. The domestic market, therefore, represents an attractive prospect for the agro-processing sector in general. South Africa possesses competitive advantages in a number of fruit and beverage subsectors and if fully exploited would place the country among the top 10 export producers of high-value agricultural products. Products such as high quality wines, indigenous rooibos and honeybush tea, and certain fruit are highly sought after in export markets.
The decline in natural fish resources and growing demand creates opportunities for the farming of a range of fish species. South Africa has the potential to create significant numbers of jobs in meeting local demand for fish, for example, trout and international demand for abalone and mussels.
The small-scale milling sector appears to be viable with moderate assistance from government, and could play an important role in reducing the cost of basic food products, thereby alleviating poverty, and reducing hunger and contributing to a competitively priced milling and baking subsector.
3.4.4. Agricultural Policy Action Plan
The challenges facing the AFF sector are numerous: Rising input costs; an uneven international trade environment; lack of developmental infrastructure (rail, harbour, electricity); and a rapidly evolving policy and production environment. At the same time, transformation of the AFF sector has been slow and tentative. Based on this analysis of the various challenges within the AFF sector, the Agriculture, Forestry and Fisheries Strategic Framework (AFFStrat) was developed to outline appropriate responses to these challenges. The APAP seeks to translate these high-level responses offered in the AFFStrat, into tangible, concrete steps. The AFFStrat identifies four broad sector goals (equitable growth and competitiveness; equity and transformation; environmental sustainability; and governance) which translate into a comprehensive, abiding intervention framework that will be supported through iterations of APAP via short and medium term interventions targeting specific value chains (sectoral interventions) or transversal challenges (transversal interventions).
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As illustrated in the following figure, APAP aligns itself to the NGP, NDP and the MTSF in respect of Outcomes 4, 7 and 10.
New Growth Path (NGP)Industrial Policy Action Plan
(IPAP)National Development Plan (NDP)
OUTCOME 4 - Decent employem-
ent through inclusice growth
OUTCOME 7 -Comprehensive rural
development and food security
OUTCOME 10 -Environ, assets & natu-ral resources protected
& enhanced
MTSF(2014 - 2019)
AgricultureProdictive Sector
Forum
Infrastr.Pres. Infrstrc. Co.
Comm (PICC)
Mining: (Mining Policy Action Plan)Manufacturing: (Industrial Policy Action
Plan, (IPAP)) Tourism and Green Economy
IGDP Policy FrameworkAgri Policy Action Plan (IPAP 5-year interactive plan)
SIP 11
For APAP to effectively speak to Outcomes 4, 7 and 10, and to the objectives set out in the NGP, NDP and IPAP, it needs to unlock the productive potential of agriculture, forestry and fisheries by considering the nature of their binding constraints, whether these be at the level of primary production, beneficiation, or marketing, or indeed a combination of these. However, different subsectors within agriculture, forestry and fisheries operate according to different dynamics and face distinct challenges, therefore there is a need to be selective as to which subsectors or value chains to focus on in the short and medium term, while also recognising that agricultural commodities, in particular, are often inter-related, in which case it is more helpful to speak of “integrated value chain”. Using the following general selection criteria, APAP focuses on a discrete number of value chains identified as strategic in meeting the objectives of the NGP, NDP and IPAP:
• Contribution to food security;
• Job creation;
• Value of production;
• Growth potential;
• Potential contribution to trade balance (including via export expansion and import substitution).
However, the first iteration of APAP is not offered as a fully comprehensive plan; rather, based on the model of the IPAP, it identifies an ambitious, but manageable number of focused actions, in anticipation of future APAP iterations that will take the process further. APAP is planned over a five-year period and will be updated on an annual basis.
3.4.5. Operation Phakisa on Agriculture, Rural Development and Land Reform
Operation Phakisa prioritised seven areas to address in a quest to unlock the potential of agriculture and rural economy. These include the value chains of grains, livestock and horticulture with a competitive potential on labour absorption and GDP contribution. Further areas of focus include cross cutting enablers of labour, producers support, rural development and land reform. The outputs of the Phakisa laboratory of solutions included 27 strategic initiatives agreed upon by participants from government, private sector and community based organisations. Detailed plans or three feet deep plans have been completed for most of the initiatives while others will be investigated further to deepen the plans. These 27 initiatives were organised into six fields of practice for implementation led by relevant line function units in various departments that include DAFF; DRDLR; the dti and the Department of Labour. Under the joint leadership of DAFF and DRDLR institutional arrangements that
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries32
include delivery units will be established with specific champions for the initiatives. The 27 strategic initiatives shall be implemented in phases considering the readiness and resource availability.
To bring smallholder irrigation schemes to full production would require coordination and integration of efforts. An Operation Phakisa workshop proposed the establishment of a Presidential War Room to unlock water for agriculture and fast track irrigation projects. DAFF will follow up on the process to ensure that decisions are planned for and implemented when the resources have been coordinated.
The implementation of Phakisa outcomes will ensure that the revitalisation of agriculture and agro-processing value chains is strengthened and accelerated.
3.5. Departmental policy frameworks
The department is currently implementing the policies, which have been tabled below:
3.5.1. Current policies
Table 8: DAFF’s current policies
NAME OF POLICY AIM/PURPOSE KEY IMPACT RESPONSIBILITY
National Policy on Extension and Advisory Services
To facilitate the establishment of effective and efficient extension and advisory services
Professional, accessible, reliable, relevant and accountable national extension and advisory services that is results oriented
Director: National Extension Reform
Pesticides Management Policy
To improve the legislative framework for protecting the health and the environment to promote economic growth and sector competitiveness
To ensure that farmers and other sectors affected have got access to agricultural inputs that are relatively safe to humans and the environment
Director: Agricultural Inputs Control
Plant Health (Phytosanitary) Policy
Aimed at ensuring that the national phytosanitary regulatory system operates in compliance with relevant international and national obligations
Better aligned phytosanitary system with national and international plant health responsibilities and obligations in the interest of safe and fair trade
Director: Plant Health
Plant Breeders’ Rights Policy
To stimulate economic growth by ensuring the availability of plant varieties for South African agriculture
Sustainable agricultural production by ensuring availability of appropriate plant varieties
Director: Genetic Resources
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 33
NAME OF POLICY AIM/PURPOSE KEY IMPACT RESPONSIBILITY
Small-scale Fisheries Policy
To introduce fundamental shifts in government’s approach to the small-scale fisheries sector
Transformation of the fisheries sector
Director: Small-scale Fisheries
Food and Nutrition Security Policy
To ensure the availability, accessibility and affordability of safe and nutritious food at national and household levels
Effective food assistance networks, improved nutrition education and alignment of investments in agriculture towards local economic development
Chief Director: Food Security
International Training Policy (2005)
To provide guidelines for the coordination and management of international training programmes
Capacity development
Director: Sector Education and Training
Experiential Training, Internship, Professional Development Policy (2004)
To provide guidelines for the implementation and management of the Experiential Training, Internship and Professional Development Programme
Capacity development.
Director: Sector Education and Training
DAFF External Bursary Scheme Policy (2004)
To provide guidelines for the implementation and management of the External Bursary Scheme
Capacity development
Director: Sector Education and Training
Marketing Policy To promote and facilitate an efficient and effective agricultural marketing system
Improved market access
Director: Marketing
Agro-processing Policy To support entry and growth of competitive, rural-based, small and medium-scale agro-processors in the local and global agricultural, forestry and fisheries value chains
Access to markets and finance, transfer of appropriate processing technology, competitiveness improvement and agro-processor skills and capacity building (Incubation)
Director: Agro-processing
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries34
NAME OF POLICY AIM/PURPOSE KEY IMPACT RESPONSIBILITY
Mafisa Credit Policy Framework
To guide the sector in the provision of production loans
At the institutional level—efficient and effective agricultural finance system and financial services that are more accessible, relevant and responsive to the market.
At the beneficiary level—ensure enterprise, entrepreneurial development; job creation and economic growth
Director: Development Finance Coordination
In the medium term, DAFF anticipates to develop and review policies in a number of important areas, including:
3.6. Planned policy initiatives
Table 9: DAFF’s planned policy initiatives
NAME AIM/PURPOSE KEY IMPACT RESPONSIBILITY
Animal Identification and Traceability Policy
The key objective is to establish an effective individual animal identification and full value chain traceability system in South Africa
The growing need for accurate livestock statistics and reliable information on herd health, the origin and movement of farm animals and guarantees on the safety of meat and other products
Director: Veterinary Public Health
Agricultural Insurance Policy Framework
To facilitate the development of an innovative, demand-orientated and economically sustainable insurance product against systemic climate perils for producers in the sector
Mitigation or protection for producers against unforeseen events, i.e. climatic perils, disease and pests
Director: Development Finance
National Research and Development Policy
To promote research and innovation in the agricultural, forestry and fisheries sector
Increased production efficiency, productivity, and competitiveness of the sector
Director: Policy Research Support
Policy for the Sustainable Management of Veld (range) and Forage Resources in South Africa
Provide a framework and guidelines that promote and facilitate the sustainable use of South Africa’s veld and forage resources for animal production
Natural resource management and animal production
Chief Director: Agricultural Production, Health and Food Safety
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 35
NAME AIM/PURPOSE KEY IMPACT RESPONSIBILITY
Crop Production Policy To position the plant production subsector to respond to emerging challenges, while at the same time increasing its contribution to food security, job creation, rural development, poverty alleviation and economic development
Increased productivity and profitability of the sector for all categories of producers
Director: Plant Production
Bio-safety Policy To establish common measures, requirements and criteria for risk assessments, environmental impact assessments and assessment of the socio-economic impact to ensure that GMOs are appropriate and do not present a hazard to the environment, human, animal or plant health
Sustainable agricultural production through safe and responsible use of technology
Director: Genetic Resources
4. OVERVIEW OF 2019/2020–2021/2022 BUDGET AND MTEF ESTIMATES
4.1. Expenditure estimates
PROGRAMME
REV
ISED
ES
TIM
ATE
AVER
AGE
GR
OW
TH
RAT
E (%
)
AVER
AGE:
EX
PEN
DIT
UR
E/
TOTA
L (%
)
MEDIUM-TERM EXPENDITURE ESTIMATE
AVERAGE GROWTH
RATE (%)
AVER
AGE:
EX
PEN
DIT
UR
E/
TOTA
L (%
)
(R’ MILLION) 2018/19 2015/16 - 2018/19 2019/20 2020/21 2021/22 2018/19 - 2021/22
Programme 1 951,7 8,8% 12,4% 935,7 942,4 1 001,1 1,7% 12,1%
Programme 2 2 364,5 3,3% 31,7% 2 642,5 2 741,2 2 885,2 6,9% 33,5%
Programme 3 2 037,8 2,0% 28,3% 2 237,0 2 331,7 2 515,7 7,3% 28,7%
Programme 4 273,9 5,4% 4,0% 290,9 309,1 327,4 6,1% 3,8%
Programme 5 1 617,1 21.3% 16,5% 1 039,1 1 045,6 1 109,9 -11,8% 15,2%
Programme 6 487,8 1,6% 7,0% 519,7 553,2 586.3 6,3% 6,8%
Total 7 732,8 6,5% 100,0% 7 664,9 7 923,2 8 425,6 2,9% 100,0%
Change to 2018 Budget estimate
63,6 109,9 119,9
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries36
ECONOMIC CLASSIFICATION
Current payments
3 165,3 7,6% 41,4% 3 250,8 3 374,9 3 537,0 4,3% 42,1%
Goods and services
987,8 8,4 12,4% 898,1 851,0 899,0 -3,1% 11,5%
Interest and rent on land
1,4 -2,2% 0,0% 1,5 1,6 1,7 5,2% 0,0%
Transfers and subsidies
4 430,6 6,3% 56,1% 4 283,5 4 429,9 4 713,1 2,1% 56,2%
Departmental agencies and accounts
1 336,0 5,5% 17,6% 1 545,4 1 633,2 1 705,4 8,5% 19,6%
Provinces and municipalities
2850,2 9,5% 34,6% 2 205,2 2 379,5 2 559,5 -3,5% 31,5%
Foreign government and international organisations
Public corporations and private enterprises
Non-profit institutions
38,5
173,8
0,6
5,9%
-18,0%
-72,3%
0,5%
2,7%
0,0%
39,7
466,4
0,4
41,9
347,1
0,4
44,2
374,3
0,4
4,7%
29,1
-10,1%
0,5%
4,3
0,0%
Households 31,6 58,5% 0,7% 26,4 27,8 29,3 -2,4% 0,4%
Payments for capital assets
136,9 -8,2% 2,4% 130,6 118,4 125,5 -2,9% 1,6%
Buildings and other fixed structures
54,6 3,9% 0,7% 66,2 61,4 65,3 6,1% 0,8%
Machinery and equipment
Biological assets
82,3
0,0
-13,7%
-55,3%
1,6%
0,0%
64,4
0,0
56,9
0,0
60,2
0.0
-9,9%
20,1%
0,8%
0,0%
Software and other intangible assets
0,1 – 0,1% – – – -100,0% 0,0%
Total 7 732,8 6,5 100,0% 7 664,9 7 923,2 8 425,6 2,9% 100,0%
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 37
4.2. Relating expenditure trends to strategic outcome oriented goals
Over the medium term, the department will focus on improving food security and safety; creating jobs; increasing the contribution of the agricultural, forestry and fisheries sectors to the GDP; and upgrading infrastructure. In its efforts to facilitate the RAAVC, the focus areas of the department are aligned with policies, strategies and interventions for the implementation of the Agriculture Policy Action Plan and Operation Phakisa.
4.3. Improving food security and safetyOver the medium term, the allocation for the Ilima/Letsema projects grant will be used to promote the Fetsa Tlala Food Production Initiative, which forms part of the National Policy on Food and Nutrition. Accordingly, the department plans to make R1,9 billion available through the grant to support 145 000 subsistence and smallholder producers over the MTEF period; and by 2030, as per the NDP, ensure that 1 million hectares are used to produce crops, including fruit and livestock, and provide superior breeding animals to targeted smallholder and subsistence farmers. In 2019/20, the department plans to finalise a register of farmers and agricultural statistics at a projected cost of R51 million. The project, which is conducted in collaboration with Statistics South Africa, is aimed at improving the accuracy of agricultural statistics, including information on smallholder farmers across South Africa.
One of the outcomes of Operation Phakisa is to provide support to 435 000 subsistence farmers over the medium term. This entails facilitating access to markets for targeted smallholder farmers, repairing
infrastructure damaged by floods, providing drought relief, and revitalising provincial colleges of agriculture. A projected R5,9 billion over the medium term is earmarked for these initiatives through the CASP Grant. This funding will also provide for the recruitment and training of extension officers to enhance their technical capacity/expertise to support farmers, and the placement of 1 000 unemployed agricultural graduates on commercial farms across South Africa over the period ahead.
Aquaculture is expected to contribute significantly to food production, with production in the sector expected to increase from 4 000 tons of fish in 2018/19 to 20 000 tons per year over the medium term. To derive the most value from South Africa’s coastal and inland aquaculture, a projected R138 million has been budgeted in the Aquaculture Subprogramme in the Fisheries Programme.
To increase animal health care services, a targeted 150 veterinary graduates are expected to be deployed to rural areas over the medium term as part of their compulsory community service. To this effect, R456 million is allocated over the same period in the Agricultural Production, Health and Food Safety Programme for the deployment of newly qualified veterinarians and other veterinarians registering for the first time with the South African Veterinary Council.
Informed by the APAP, animal improvement schemes are aimed at increasing the quality and yield of livestock. Over the medium term, the department plans to monitor two animal improvement schemes that produce commodities in prioritised value chains: The Kaonafatso ya Dikgomo National Animal Recording and Improvement Scheme, which focuses on beef production; and the Poultry Production Improvement Scheme. These monitoring activities are carried out in the Animal Production and Health Subprogramme in the Agricultural Production, Health and Food Safety Programme at an expected cost of R842,3 million over the MTEF period.
4.4. Creating decent jobs
The agricultural, forestry and fisheries sectors have undergone major structural changes driven, respectively, by drought, underinvestment and depleted stocks. In response to challenges in the agricultural sector, over the medium term, the department plans to promote sustainable land and soil management practices, prevent land degradation and desertification in rural areas. Accordingly, R260,5 million will be made available through the LandCare Programme Grant to rehabilitate 48 900 hectares of land and create a projected 2 400 full-time equivalent jobs over the period.
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries38
The Working for Forests Programme, which is part of the Expanded Public Works Programme, will focus on the revitalisation of state nurseries in QwaQwa (Free State), Rustplaas (Limpopo), Upington (Northern Cape), Bloemhof and Mahikeng (North West) and Wolseley (Western Cape). The programme was allocated R7,6 million over the medium term and is expected to create 315 full-time equivalent jobs. In an attempt to revive the forestry sector, the department plans to plant 5 175 hectares of state-owned forests over the medium term, creating an estimated 1 725 full-time equivalent jobs These activities, including those carried out in the Working for Forests Programme, are carried out in the Forestry Operations Subprogramme in the Forestry and Natural Resources Management Programme. The subprogramme is allocated R1,7 billion over the MTEF period.
To address the challenge facing fisheries, R264,4 million is expected to be transferred to the Marine Living Resource Fund as part of the Working for Fisheries Programme. The aim of the programme, which is also part of the broader Expanded Public Works Programme, is to alleviate poverty while empowering beneficiaries to partic-ipate in the mainstream fishing economy. Projects include conserving fish stocks; constructing and maintaining aquaculture production systems; and cleaning coastal areas. This investment is expected to result in the creation of 1 683 full-time equivalent jobs over the medium term.
4.5. Increasingthecontributionoftheagricultural,forestryandfisheriessectortotheGDP
The real value added by the agricultural sector expanded by 17,7% in 2017, the highest increase since 2008, contributing 0,4% to real GDP growth. This turnaround was brought about by the end of a prolonged drought in northern South Africa, which led to increases in crop yields with positive knock-on effects for other sectors. To capitalise on the increased production of field crops, the department plans to spend R330,5 million over the MTEF period in the Trade Promotion and Market Access Programme to facilitate greater exports to Africa, China and other parts of the world, mainly of apples, grapes, pears, wine, sugar, maize and fish.
To streamline the provision of agricultural finance, the department will transfer R150 million over the medium term to the Land and Agricultural Development Bank of South Africa. This transfer will enable the bank to offer blended finance (a combination of government grants and loans at cheaper rates) to emerging black farmers in the Black Producer Commercialisation Programme with the aim of creating a projected 450 black commercial farmers over the period ahead.
The South African Good Agricultural Practice Certification and Accreditation Programme is aimed at enabling market access and trade for black smallholder and commercial producers. To implement the certification and accreditation programme, R21,5 million is allocated in the Agro-processing and Marketing subprogramme in the Trade Promotion and Market Access Programme.
4.6. Upgrading infrastructure
The department’s planned infrastructure projects amount to an estimated R767,9 million over the medium term, mainly in the Agricultural Production, Health and Food Safety Programme; and the Food Security and Agrarian Reform Programme. Spending on these projects through these programmes includes: transfer payments to the Agricultural Research Council amounting to R400 million over the MTEF period for the construction and establish-ment of a foot-and-mouth disease vaccine production facility; R73,4 million for the erection of boundary fences to prevent the spread of foot-and-mouth disease in Kruger National Park; R65 million through the CASP Grant to repair infrastructure damaged by floods in Western Cape, Limpopo and Mpumalanga; R33,6 million for the drilling and fitting of boreholes in various provinces; R15 million for the upgrading of infrastructure at the Grootfontein Agricultural Development Institute in the Eastern Cape; and R10 million for the construction of water reservoirs in all province.
1.Part B: StrategicObjectives
1. Part B: Strategic Objectives
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries40
5. PROGRAMME1: ADMINISTRATIONPurpose: Provides strategic leadership, management and support services to the department.
The programme comprises the Ministry; Office of the Director-General; Financial Administration; Internal Audit; Corporate Services; Stakeholder Relations, Communication and Legal Services; and Policy, Planning, Monitoring and Evaluation.
5.1 Strategic objectives and annual targets for 2019/20 to 2021/22
STR
ATEG
IC O
BJEC
TIVE
STR
ATEG
IC O
BJEC
TIVE
IN
DIC
ATO
R
STR
ATEG
IC P
LAN
TAR
GET
(5
-YEA
R T
ARG
ET)
AUDITED/ACTUAL
ESTI
MAT
ED
PER
FOR
MAN
CE MEDIUM-TERM TARGETS
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
1.1 Ensure compli-ance with statutory require-ments and good gov-ernance practices
Good govern-ance and control systems strength-ened by 2019/20
Imple-mentation of the Risk-based Internal Audit Plan
– Risk-based Internal Audit Plan imple-mented
Annual Risk- based Internal Audit Plan has been implement-ed
Annual Risk-based Internal Audit Plan imple-mented
Annual Risk- based Internal Audit Plan imple-mented
Annual Risk-based Internal Audit Plan imple-mented
Annual Risk-based Internal Audit Plan imple-mented
1.2 Strengthen support, guidance and interre-lations with stakehold-ers
Support, guidance and interrela-tions with stake-holders improved in the sector by 2019/20
Implemen-tation of the Com-munication Strategy and Stake-holder En-gagement Strategy
– Commu-nication Strategy and Stake-holder Engage-ment Strategy imple-mented
Commu-nication Strategy was im-plemented through various targeted media plans with the ex-ception of one media plan
Stakeholder Engage-ment Strategy implement-ed through various intergovern-mental and stakeholder engage-ments
Commu-nication strategy and Stake-holder En-gagement Strategy imple-mented
Stake-holder En-gagement Strategy reviewed
Commu-nication Strategy and Stake-holder Engage-ment Strategy imple-mented
Commu-nication Strategy and Stake-holder Engage-ment Strategy imple-mented
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 41
STR
ATEG
IC O
BJEC
TIVE
STR
ATEG
IC O
BJEC
TIVE
IN
DIC
ATO
R
STR
ATEG
IC P
LAN
TAR
GET
(5
-YEA
R T
ARG
ET)
AUDITED/ACTUAL
ESTI
MAT
ED
PER
FOR
MAN
CE MEDIUM-TERM TARGETS
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
1.3 Strengthen institutional mecha-nisms for integrated policy, planning, monitoring and evalu-ation in the sector
Sector integrated planning, monitor-ing and evaluation mech-anism strength-ened by 2019/20
Econom-ical and statistics information database for the sec-tor updated
– – Sector econom-ical and statistical information for the sector was updated
Report on sector economic and sta-tistical in-formation outlook
Report on sector economic and sta-tistical in-formation outlook
Report on sector econom-ic and statistical infor-mation outlook
Report on sector econom-ic and statistical informa-tion outlook
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries42
5.2. Programme performance indicators and annual targets for 2019/20 to 2021/22PR
OG
RAM
ME
PER
FOR
MAN
CE
IND
ICAT
OR
SAUDITED/ACTUAL
ESTI
MAT
ED
PER
FOR
MAN
CE MEDIUM-TERM TARGETS
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
1.1.1 Efficient and effective risk man-agement
The Risk Management Plan was implemented as follows during the year under review:
The Risk Management Strategy was reviewed
DAFF Risk Communica-tion and Awareness Plans were completed
Risk Management Committee Charter was finalised and approved
Risk Man-agement Implementa-tion Plan was implemented as follows during the year under review:
• The RiskCommunica-tionand Aware-ness Plan wasreviewed
• Conductedthe project riskassessmentthe Strategic
• Risk Register17/18 wasreviewed
• The Risk
Management
Strategy 17/18 was reviewed
Fraud Preven-tion Plan was implemented as follows during the year under review
Developing the Fraud and Corruption Communica-tion
Plan reviewing the Whistle blowing
Procedures
Reviewing the Fraud Risk Register 17/18
Reviewing the Fraud
Risk Man-agement Implemen-tation plan has been imple-mented as follows during the year under review:
The Risk Communi-cation and Awareness Plan was reviewed
Project risk assess-ment was conducted
The stra-tegic risk register 2018/19 was reviewed
The Risk Man-agement Strategy 2018/19 was reviewed
Full im-plemen-tation of the Risk Man-agement Strategy
Full imple-mentation of the Risk Man-agement Strategy
Full imple-mentation of the Risk Man-agement Strategy
Full implemen-tation of the Risk Manage-ment Strategy
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 43
PRO
GR
AMM
E PE
RFO
RM
ANC
E IN
DIC
ATO
RS
AUDITED/ACTUAL
ESTI
MAT
ED
PER
FOR
MAN
CE MEDIUM-TERM TARGETS
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
1.1.2 Risk-based Internal Audit Plan imple-mented
Three-year Internal Strategic Rolling Plan ap-proved by the Audit Com-mittee by 31/03/2014 (2015/16 plan)
Three-year Risk-based Internal Audit Rolling Plan was approved by the Audit Committee on 02 March 2017
Risk-based Annual Internal Audit Plan was approved by the Audit Committee on 02 March 2017
Annual Risk-based Internal Audit Plan has been implement-ed
Annual Risk-based Internal Audit Plan imple-mented
Annual Risk-based Internal Audit Plan implement-ed
Annual Risk-based Internal Audit Plan implement-ed
Annual Risk-based Internal Audit Plan implemented
1.1.3 Business Continu-ity Plans reviewed
The DAFF Business Con-tinuity Plan was approved by EXCO on 25 January 2016
Business Continuity Plan (BCP) tested on one branch
The core direc-torates’ Business Continu-ity Plans (BCPs) were ap-proved by EXCO on 19 March 2018
(Crisis Manage-ment Plan was ap-proved by EXCO on 19 March 2018
Depart-mental Business Continu-ity Man-agement (BCM) Oper-ational Risk assessed
Testing of the DAFF’s core di-rectorates’ Business Continuity Plans
Revision of DAFF’s BCP as well as the indi-vidual core directorates’ Business Continuity Plans
Testing of the DAFF’s core directorates’ Business Conti-nuity Plans
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries44
PRO
GR
AMM
E PE
RFO
RM
ANC
E IN
DIC
ATO
RS
AUDITED/ACTUAL
ESTI
MAT
ED
PER
FOR
MAN
CE MEDIUM-TERM TARGETS
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
1.1.4 ICT Disaster Recovery Plan (DRP) reviewed
– Report on ICT Disaster Recovery Plan (DRP) redun-dacy/failover test has been compiled
The reviewed DAFF ICT DRP was approved by the Act-ing DG on 19 January 2018
DAFF ICT DR site Imple-menta-tion done
Replication of hard ware and services to the DR site implement-ed
DAFF ICT DRP testing conducted
DAFF ICT DRP testing conducted
1.1.5 Informa-tion and Commu-nication Technol-ogy (ICT) Plan imple-mented
– – The ICT Plan (MSP) was com-pleted and approved by the Act-ing DG on 29 March 2018
MSP was compiled in accord-ance with Section 30 of Public Service Regula-tions (PSR) 2016
In the new PSR of 2016 issued in August 2017, the MSP is now called the ICT Plan
One prioritised ICT Plan project imple-mented
One prior-itised ICT Plan project implement-ed
One prior-itised ICT Plan project implement-ed
One prioritised ICT Plan project implemented
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 45
PRO
GR
AMM
E PE
RFO
RM
ANC
E IN
DIC
ATO
RS
AUDITED/ACTUAL
ESTI
MAT
ED
PER
FOR
MAN
CE MEDIUM-TERM TARGETS
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
1.1.6 Number of Bills submit-ted to Minister
Submissions for three Bills namely the Liquor Products Bill, National Forests Amendment Bill and the National Veld and Forest Fire Amendment Bill were signed by the Minister for tabling at Cabinet The Agricultur-al Product Standards Amendment Bill—the submission was en route to the Minister on 4 January 2016 to obtain approval for the Acting DG to present the Bill to the ESEID Cluster
The following three Bills were submitted to the Minister for Cabinet approval: •AgriculturalProduceAgentsAmendmentBill of 2016
• National Veldand Forest FireAmendmentBill of 2016
• AgriculturalProductStandardsAmendment
BBill of 2016
The following 2 Bills were submitted to Minister for Cabinet approval:
Aquacul-ture De-velopment Bill, 2018
Agricultural Produce Agents Amend-ment Bill, 2018
2 (Feeds and Pet Food Bill and Fertilisers Bill)
2
(Marketing of Agri-cultural Products Amendment Bill;
Preservation and Devel-opment of Agricultural Land Bill)
– –
1.1.7 HRD Strategy imple-mented
– – 2017/18 DAFF Workplace Skills Plan (WSP) was developed and ap-proved by the Direc-tor-General (DG) on 25 April 2017 The WSP has been implement-ed for the year under review
2018/19 Work place Skills Plan approved by the DG and imple-mented
2019/20 Work place Skills Plan approved by the DG and imple-mented
2020/21 Work place skills plan approved by the DG and imple-mented
2021/22 Work place Skills Plan approved by the DG and implemented
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries46
PRO
GR
AMM
E PE
RFO
RM
ANC
E IN
DIC
ATO
RS
AUDITED/ACTUAL
ESTI
MAT
ED
PER
FOR
MAN
CE MEDIUM-TERM TARGETS
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
1.1.8 Audit report on Annual Financial State-ments (AFS)
– – – – Unqualified audit report
on 2018/19 financial
statements
Unqualified audit report
on 2019/20 financial
statements
Unqualified audit report
on 2020/21 financial
statements
1.1.9 Percent-age of invoices paid within the 30 days
– – – – 80 % 80 % 80 %
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 47
PRO
GR
AMM
E PE
RFO
RM
ANC
E IN
DIC
ATO
RS
AUDITED/ACTUAL
ESTI
MAT
ED
PER
FOR
MAN
CE MEDIUM-TERM TARGETS
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
1.2.1 Commu-nication
Strategy imple-mented
Media plans for the fol-lowing events were com-piled and implemented:
Budget Vote speech, 2015 and NCOP Budget Vote, Female Entre-preneur Awards, Arbor Week, Food Security Month media launch, World Food Day, APAP, IDAM, Marine Living Resource event, Imbizo Focus Week, Youth Out-reach Programme, Imbizo Focus Week held on 7 April 2015 in New Castle, KZN—Minister
09/04/15—Amampondo, EC—Minister
11/04/15 — Koukamma, EC—Minister
09/04/15—White River, MP :DM
12 April 2015 Ncera Farms, Minister and Deputy Minister
Outreach Programme on Xenophobic attacks was held on 27 April 2015—ZZ2, in Limpopo, Minister and on 30 April 2015 in Pongola, KZN Deputy Minister
Media plans were devel-oped and im-plemented for the following events: Budget Vote 2016, Africa Month and Operation Phakisa, Youth Month, Nelson Mandela Day, Female Entrepreneur Awards, World Food Day, and the Emergency Drought Relief allocation
Media plans were implement-ed for the following events: Nelson Mandela Day, Agris-tars, DAFF Female En-trepreneur Awards, Arbor Week, Media Launch-Food Security Month, World Food Day, National Marine Week, Internation-al Fisheries Day, National Assem-bly and National Council of Provinces Budget Votes, Youth Month and World Oceans Day
Media plans imple-mented
Media plans implement-ed
Media plans implement-ed
Media plans implemented
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries48
PRO
GR
AMM
E PE
RFO
RM
ANC
E IN
DIC
ATO
RS
AUDITED/ACTUAL
ESTI
MAT
ED
PER
FOR
MAN
CE MEDIUM-TERM TARGETS
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
1.2.2 Stake-holder Engage-ment Strategy imple-mented and reviewed
23 functional institutional structures were coordi-nated
One out of four Minister’s Service Delivery Forums and round table discus-sions with academics took place
Structured key stakeholder and strategic engagements took place dur-ing the year
Stake-holder En-gagement Strategy implement-ed through various intergov-ernmental and stake-holders engage-ments
Stake-holder Engage-ment Strategy imple-mented
Stakeholder Engage-ment Strategy reviewed
Stakeholder Engage-ment Strategy im-plemented
Stakeholder Engagement Strategy imple-mented
Stakeholder Engage-ment Strategy (SES) imple-mented
1.3.1 Sector Infor-mation Man-agement System strength-ened
Weekly, monthly, quarterly and annual economic and statistical reports and publications compiled with economic baseline data for the sector
All publications were updated according-ly with the information loaded on the website for all to access
Econom-ical and statistical baseline information database was updat-ed through
weekly, monthly, quarterly and annual publica-tions
Report on sector econom-ic and statistical infor-mation outlook
Report on sector eco-nomic and statistical information outlook
Report on sector eco-nomic and statistical information outlook
Report on sec-tor economic and statistical information outlook
1.3.2 Number of project verifi-cation reports submit-ted to DEXCO
Project Assessment Report approved
Verification re-ports compiled with a total of 238 projects verified in addition to 5 agricultural colleges being visited
4 quarterly project verification reports were com-piled and approved by EXCO, with a total of 222 projects verified in all nine provinces
4 project verifi-cation reports submit-ted to EXCO
4 project verification reports submitted to DEXCO
4 project verification reports submitted to DEXCO
4 project verifi-cation reports submitted to DEXCO
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 49
PRO
GR
AMM
E PE
RFO
RM
ANC
E IN
DIC
ATO
RS
AUDITED/ACTUAL
ESTI
MAT
ED
PER
FOR
MAN
CE MEDIUM-TERM TARGETS
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
1.3.3 Sector Re-search Agenda moni-tored
The implementation of four Service Level Agree-ments with the ARC are ongoing
Progress reports for the four are received period-ically and monitoring and evaluation reports are compiled
The fifth project: Living with American Foul Brood (AFB)—the department is awaiting the progress report from the ARC and Directorate: Inspection Services
The duration of the three SLAs is three years and two SLAs are for one year
Projects will run until 2017/18
Implementation and monitoring of the Re-search and Development Agenda is ongoing as it is a three-year programme, with 2015/16 being the first year
Monitoring to ensure that processes are in place to implement the R&D Agenda were finalised, which resulted in the analysis of 103 projects to identify the research agenda items that are currently covered by the pro- jects and gaps that will inform the focus of the Research and Technology Fund for the next cycle
103 projects are being implemented by science councils, universities and research institutes to achieve the objectives of the R&D Agenda
The Re-search and Development Agenda was implemented through the Research and Technology Fund
An analy-sis of 103 projects was conducted to determine their linkage to priorities as set out in the R&D Agenda
In addition to the technical audits, eight RTF projects were also conducted
Six sectoralpolicies werereviewed andanalysed, witha consolidatedreport com-piledand submittedto EXCO
Sector Research
Agenda wasimplement-edthrough the RTFPro-gramme
Annual andMidterm reportdetailing implemen-tationof theSector ResearchAgenda wasdeveloped andapproved by thedepart-mentalexecutive committee
Sector Research Agenda moni-tored
Sector Research Agenda monitored
Sector Research Agenda monitored
Sector Re-search Agenda monitored
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries50
5.3 Quarterly targets for 2019/20PR
OG
RAM
ME
PER
FOR
MAN
CE
IND
ICAT
OR
REP
ORT
ING
PE
RIO
D
ANN
UAL
TA
RG
ET
QUARTERLY TARGETS
1st 2nd 3rd 4th
1.1.1 Efficient and effective risk management
Quarterly Full imple-mentation of Risk Management Strategy
Review the Risk Communication and Awareness Plan
Program risk register
Review the stra-tegic risk register 2020/21
Review the Risk Management Strategy 2020/21
1.1.2 Risk-based Internal Audit Plan implemented
Quarterly Annual Risk-based Internal Audit Plan implemented
2018/19 Q4 report approved by the Audit Committee
2019/20 Q1 report approved by the Audit Committee
2019/20 Q2 report approved by the Audit Committee
2019/20 Q3 report approved by the Audit Committee
1.1.3 Business Continuity Plans reviewed
Quarterly Testing of the DAFF’s core directorates’ Business Continuity Plans
Individual core directorates’ Business Continuity Plans of Branch: Corporate Services and Branch: Economic Development, Trade and Marketing (EDTM) tested
Individual core directorates’ Business Continuity Plans of Branch: Chief Financial Officer (CFO) and Branch: Policy, Planning, Monitoring and Evaluation (PPME) tested
Individual core directorates’ Business Continuity Plans of Branch: Agricultural Production Health and Food Safety (APHFS) and Forestry and Natural Resources Management (FNRM) tested
Individual core directorates’ Business Continuity Plans of Branch: Food Security and Agrarian Reform (FSAR) and Branch: Fisheries Management (FM) tested
1.1.4 ICT Disaster Recovery Plan (DRP) reviewed
Quarterly Replication of hard ware and services to the DR site implemented
Exchange server replication at DR site
Heat server replication at DR site
Intranet server replication at DR site
Internal Domain Name System (DNS) replication at DR site
Assessment of the cyber security environment
Website server replication at DR site
External Domain Name System (DNS) replication at DR site
Replication at DR site
Identified critical file server replication
1.1.5 Information and Communication Technology (ICT) Plan implemented
Quarterly One prior-itised ICT Plan project implemented
(Invoice tracking system)
Business require-ment documenta-tion for the Invoice Tracking system
completed
Technical design speci f icat ion completed
Development of the software
Invoice tracking system de-ployed to test environment
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 51
PRO
GR
AMM
E PE
RFO
RM
ANC
E IN
DIC
ATO
R
REP
ORT
ING
PE
RIO
D
ANN
UAL
TA
RG
ET
QUARTERLY TARGETS
1st 2nd 3rd 4th
1.1.6 Number of Bills submitted to Minister
Annually 2
(Marketing of Agricultural Products Amendment Bill;
Preservation and Development of Agricultural Land Bill)
– – – 2
(Marketing of Agricultural Products Amendment Bill; Preservation and Development of Agricultural Land Bill)
1.1.7 HRD Strategy implemented
Quarterly 2019/20 Workplace Skills Plan approved by the DG and implemented
2019/20 Workplace Skills Plan developed and approved by the DG
Approved training quar-terly report submitted to PSETA
Approved training quarterly report submitted to PSETA
Approved training quarterly report submitted to PSETA
1.1.8 Audit Report for the financial year
Bi-annually Unqualified Audit Reporton 2018/19 financialstatements
Submit unau-dited 2018/19 Annual Financial Statementsto NationalTreasury (NT)and Auditor-General (AG) by 31 May 2019
Unqualified Audit Reporton 2018/19 financialstatements
– –
1.1.9 Percentage of invoices paid within the 30 days
Quarterly 80 % 80 % 80 % 80 % 80 %
1.2.1 Communication Strategy implemented
Quarterly Media plans implemented
Media plans implemented (NationalAssembly andNational Councilof Provinces Budget Votes, Youth Month/#YAFF, Imbizo week)
Media plans implemented(Nelson Mandela Day, Women’s SummitDAFF, Female Entrepreneur Awards,Arbor Week),media engagement
Media plans implemented
(Planting Season — Food Security Month, World Food Day, Imbizo Week, Extension Service Awards)
Media plans implemented
(Ministerial Back to School Programme; me-dia engagement)
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries52
PRO
GR
AMM
E PE
RFO
RM
ANC
E IN
DIC
ATO
R
REP
ORT
ING
PE
RIO
D
ANN
UAL
TA
RG
ET
QUARTERLY TARGETS
1st 2nd 3rd 4th
1.2.2 Stakeholder Engagement Strategy (SES) implemented and reviewed
Stakeholder Engagement Strategy reviewed
Annually – – – Stakeholder Engagement Strategy reviewed
Stakeholder Engagement Strategy (SES) implemented
Quarterly Stakeholder Engagement Strategy (SES) implemented
Structured stakeholder engagements coordinated
Structured stakeholder engagements coordinated
Structured stakeholder engagements coordinated
Key strategic intergovernmental engagements coordinated
Key strategic intergov-ernmental engagements coordinated
Key strategic intergovernmental engagements coordinated
Key strategic intergovernmental engagements coordinated
1.3.1 Sector Information Management System strengthened
Quarterly Report on Sector eco-nomic and statistical information outlook
Quarterly report on sector economic and statistical informa-tion submitted to Oversight
Quarterly re-port on sector
economic and statistical information submitted to Oversight
Quarterly report on sector economic and statistical infor-mation submitted to Oversight
Quarterly report on sector
economic and sta-tistical information
submitted to Oversight
1.3.2 Number of pro-ject verification reports submit-ted to DEXCO
Quarterly 4 project verification reports submitted to DEXCO
2018/19 annualreport on verifiedprojects submit-ted to DEXCO
2019/20 1st quarterly report on verifiedprojects submitted to DEXCO
2019/20 2nd quarterly reporton verifiedprojects submit-ted to DEXCO
2019/20 3rd quarterly reporton verifiedprojects submitted to DEXCO
1.3.3 Sector Research Agenda monitored
Quarterly Sector Research Agenda monitored
Progress report on the monitoring of the Sector Research Agenda
Annual reporton the monitoring of the Sector Research Agenda submitted to DEXCO
Progress report on the monitoring of the Sector Research Agenda
Progress report on the monitor-ing of the Sector Research Agenda
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 53
5.4 Reconciling performance targets with the budget and MTEF
PER SUBPROGRAMME 2019/20 2020/21 2021/22
R’000 R’000 R’000
Ministry 48 645 51 978 55 118
Department Management 31 206 33 420 35 527
Financial Administration 221 786 237 264 253 131
Internal Audit 11 250 12 039 12 794
Corporate Services 202 324 216 506 230 042
Stakeholder Relations, Communication and Legal Services 73 208 78 486 83 477
Policy, Planning, Monitoring and Evaluation 144 673 100 109 106 306
Office Accommodation 202 633 212 604 224 794
Total 942 406 1001 144
5.5 Expenditure estimates
AUD
ITED
OU
TCO
ME
ADJU
STED
AP
PRO
PRIA
TIO
N
AVER
AGE
GR
OW
TH
RAT
E (%
)
AVER
AGE:
EX
PEN
DIT
UR
E/TO
TAL
(%)
MED
IUM
-TER
M
EXPE
ND
ITU
RE
ES
TIM
ATE
AVER
AGE
GR
OW
THR
ATE
(%)
AVER
AGE:
EXPE
ND
ITU
RE/
TOTA
L (%
)
R THOUSAND 2015/16 2016/17 2017/18 2018/19 2015/16–2018/19 2019/20 2020/21 2021/22 2018/19–2021/22 Economic classification
Current pay-ments
763 966 806 798 793 478 921 359 6,4% 96,8% 908 391 913 579 970 225 1,7% 96,9%
Compensation of employees
380 503 409 639 440 353 464 912 6,9% 50,0% 501 704 539 461 574 528 7,3% 54,4%
Goods and services1
383 463 397 146 352 846 456 442 6,0% 46,0% 406 687 374 118 395 697 -4,6% 42,6%
of which:
Audit costs: External
Computer services
Consultants: Business and advisory services
Agency and support/outsourced services
9 942
9 818
27 319
2719
10 146
25 354
29 804
2 944
13 839
21 777
28 486
3695
13 424
26 573
21 377
85 387
10,5%
39,4%
-7,9
215,5%
1,4%
2,5%
3,2
2,8%
15 204
24 593
22 476
55 459
16 060
26 495
23 704
4610
16 944
27 922
25 037
4864
8,1%
1,7%
5,4%
-61,5%
1,6%
2,8%
2,4%
3,9
Property pay-ments
117 046 116 628 87 400 163 598 11,8% 14,3% 172 191 194 046 204 723 7,8% 19,2%
935 725
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries54
AUD
ITED
OU
TCO
ME
ADJU
STED
AP
PRO
PRIA
TIO
N
AVER
AGE
GR
OW
TH
RAT
E (%
)
AVER
AGE:
EX
PEN
DIT
UR
E/TO
TAL
(%)
MED
IUM
-TER
M
EXPE
ND
ITU
RE
ES
TIM
ATE
AVER
AGE
GR
OW
THR
ATE
(%)
AVER
AGE:
EXPE
ND
ITU
RE/
TOTA
L (%
)
R THOUSAND 2015/16 2016/17 2017/18 2018/19 2015/16–2018/19 2019/20 2020/21 2021/22 2018/19–2021/22 Economic classification
Interest and rent on land
– 13 279 5 – – – – – –100,0% –
Transfers and subsidies1
3 369 4 582 4 155 2 983 -4,0% 4,0% 1 940 2 077 2 211 -9,5% 0,2%
Public corporations and private enterprises
62 9 – – -100,0% – – – – – –
Households 1 500 2 862 2 409 1213 -6,8% 0,2% – – – -100,0% –
Payments for capital assets
18 145 17 056 30 196 27 321 14,6% 2,7% 25 394 26 750 28 708 1,7% 2,8%
Software and other intangible assets
16 2130 1459 34 28,6% 0,1% – – – -100,0% –
Payments for financial assets
322 49 170 – -100,0% – – – – – –
Total 785 802 828 485 827 999 951 663 6,6% 100,0% 935 725 942 406 1 001 144
1,7% 100,0%
Proportion of total pro-gramme
expenditure to vote expen-diture
12,3% 12,8% 12,3% 12,3% – – 12,2% 11,9% 11,9% – –
5.6. Risk management
RISKS DESCRIPTION MITIGATING FACTORS
Non-adherence to planning protocols and frameworks • Protocols and frameworks on planning
Limited useful and reliable non-financial information negatively affecting critical business decisions
• Quarterly performance review meetings
• Knowledge Bank System
DAFF reported negatively in media over issues in the agricultural sector • Communication Strategy
• Imbizos
• Service Delivery Forums
• Roundtable discussion academia
• Chief Executive Officer’s forums
• MINMEC and MINTECH
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 55
6. PROGRAMME 2: AGRICULTURAL PRODUCTION, HEALTH AND FOOD SAFETYPurpose: Manage the risks associated with animal diseases, plant pests and genetically modified organisms. Register products used in agriculture. Promote food safety. Create an enabling environment for increased and sustainable agricultural production.
The programme comprises the following subprogrammes: Management: Oversees and manages the programme; Inspection and Laboratory Service: Provides leardership, guidance and support in ensuring compliance with agricultural legislation and frameworks; and oversees the effective implementation of risk management strategies and plans for regulated agricultural product; Plant Production and Health: Focuses on increasing agricultural productivity with emphasis on a sustainable plant production system; the efficient use of genetic resources for food and agriculture; and the management of risks associated with plant pests and diseases, and genetically modified organisms; Animal Production and Health: Improves livestock production, and the health and safety of animal products. This entails implementing strategies, projects and programmes for animal production, health and public health that are founded on effective animal health and production management principles, an informed extension service, and the sustainable management of natural resources; Agriculture Research: Manages monthly transfers to the Agricultural Research Council.
6.1. Strategic objective annual targets for 2019/20 to 2021/22
STR
ATEG
IC
OBJ
ECTI
VE
STR
ATEG
IC
OBJ
ECTI
VE
IND
ICAT
OR
STR
ATEG
IC P
LAN
TA
RG
ET (5
YEA
R
TAR
GET
)
AUD
ITED
/AC
TUAL
ESTI
MAT
ED
PER
FOR
MAN
CE
MED
IUM
-TER
M
TAR
GET
S
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
2.1 Ensure increased produc-tion and produc-tivity in prioritised areas as well as value chains
Number of improve-ment schemes for priori-tised value chain com-modities monitored to increase produc-tion and productivity
4
improvement schemes for prioritised value chain commodities monitored annually
2
animal improve-ment schemes were mon-itored and an annual report was compiled
4 2 plant im-provement schemes were implement-ed and a report on seed crops and seed potato schemes has been compiled
2 animal improve-mentschemes were implement-ed and a report on
Kaonafatso yaDikgomo andPoultry has been compiled
4 4 4 4
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries56
STR
ATEG
IC
OBJ
ECTI
VE
STR
ATEG
IC
OBJ
ECTI
VE
IND
ICAT
OR
STR
ATEG
IC P
LAN
TA
RG
ET (5
YEA
R
TAR
GET
)
AUD
ITED
/AC
TUAL
ESTI
MAT
ED
PER
FOR
MAN
CE
MED
IUM
-TER
M
TAR
GET
S
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
2.2 Effective manage-ment of bio-secu-rity and related sector risks
Number of plant pest risk andanimaldisease risksurveillanc-esconducted to reduce bio-security and related sector risks
Three plant pest risk andanimaldisease risksurveillancesconducted annually
– 2 animal disease and 1 plant pest (FMD, PPR and exotic fruit fly) risk surveil-lances were conducted and re-ports were compiled
2 animal disease risk surveillanc-es were conducted (FMD and PPR) and an annual report compiled
1 plant pest risk surveil-lance was conducted and annual report on exotic fruit fly has been compiled
Conduct two animaldisease and one plant pest risk sur-veillances
Conduct two animaldisease and one plant pest risk sur-veillances
Conduct two animaldisease and one plant pest risk sur-veillances
Conduct two animaldisease and one plant pest risk surveil-lances
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 57
STR
ATEG
IC
OBJ
ECTI
VE
STR
ATEG
IC
OBJ
ECTI
VE
IND
ICAT
OR
STR
ATEG
IC P
LAN
TA
RG
ET (5
YEA
R
TAR
GET
)
AUD
ITED
/AC
TUAL
ESTI
MAT
ED
PER
FOR
MAN
CE
MED
IUM
-TER
M
TAR
GET
S
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
4.1 Ensure the con-servation, protec-tion, rehabilita-tion and recovery of deplet-ed and degraded natural resources
Diversity of genetic re-sources for agriculture conserved
Conservation Plan for Diversity of Plant and Animal Genetic Resources implemented
– National Plan For Conserva-tion and Sustain-able use of Plant Genetic Resources was devel-oped and ap-proved by EXCO
National con-serva¬tion of animals through the estab-lish-ment of National Plan For Conserva-tion and Sustain-able use of Plant Genetic Resources was devel-oped and ap-proved by EXCO
National con-serva¬tion of animals through the estab-lish-ment of FAnGR communi-ty-based conser-vation or-ganisa-tion and da-tabase for in-dig-enous goats in Limpopo has been imple-mented
National plans to conserve diversity of animal and plant genetic resources were im-plemented through conserva-tion of two targeted taxa ex situ and
the pro-motion of indigenous breeds
Implement national plans to conserve diversity of animal and plant genetic resources
Implement national plans to conserve diversity of animal and plant genetic resources
Implement national plans to conserve diversity of animal and plant genetic resources
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries58
6.2. Programme performance indicators and annual targets for 2019/20 to 2021/22
PROGRAMME PERFORMANCE INDICATORS
AUDITED/ACTUAL
ESTI
MAT
ED
PER
FOR
MAN
CE MEDIUM-TERM TARGETS
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
2.1.1 Number of animal improvement
schemes for prioritised value chain commodities implemented
2 animal im-provement schemes were mon-itored and an annual report was compiled
2 animal improvement schemes (Kaonafatso
ya Dikgomo and
poultry) were monitored and an annu-al report was compiled
2 animal improvement
schemes were imple-mented and a report on
Kaonafatso ya
Dikgomo and
poultry has been compiled
Report on animal im-provement schemes (Kaonafatso ya Dikgomo and poultry) implemented
2 animal im-provement schemes (Kaonafatso ya Dikgomo and poultry) implement-ed
2 animal improvement schemes (Kaonafatso ya Dikgomo and poultry) implemented
2 animal improvement schemes (Kaonafatso ya Dikgomo and poultry) implemented
2.1.2 Number of plant improvement schemes for prioritised value chain commodities monitored
2 plant im-provement schemes monitored and a report on the sta-tus of seed and fruit schemes was compiled
2 plant improvement schemes were mon-itored and final report on the status of
the seed and deciduous fruit
schemes has been compiled
2 plant im-provement schemes were im-plemented and a report on seed crops and seed potato schemes has been compiled
2 plant im-provement schemes (seed crops and seed potato) implemented
Monitor the quality of propagating material for two plant improve-ment schemes (seed and fruit crops)
Monitor the quality of propagating material for two plant improvement schemes (seed and fruit crops)
Monitor the quality of prop-agating materi-al for two plant improvement schemes (seed and fruit crops)
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 59
PROGRAMME PERFORMANCE INDICATORS
AUDITED/ACTUAL
ESTI
MAT
ED
PER
FOR
MAN
CE MEDIUM-TERM TARGETS
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
2.2.1 Number of planned animal disease risk surveillances conducted
Surveillance was con-ducted on two animal diseases, namely PPR and AI. Reports on two animal diseases have been compiled and cover the detec-tion and reaction to outbreaks of animal diseases and pests
Surveillance was con-ducted on two animal diseases, namely Foot and Mouth Disease (FMD) and Pestes des Petits Ruminants (PPR). An annual report on 2 animal disease risk surveillance has been compiled
2 animal disease risk surveillance were con-ducted (FMD and PPR) and an an-nual report has been compiled
2 animal
diseases risk
surveillances
conducted
(FMD-protection zone and Peste
des Petits
Ruminants)
2 animal
diseases risk
surveillances
conducted
(FMD-protection zone and Peste
des Petits
Ruminants)
2 animal
diseases risk
surveillances
conducted
(FMD-protection zone and Peste
des Petits
Ruminants)
2 animal
diseases risk
surveillances
conducted
(FMD-protection zone and Peste
des Petits
Ruminants)
2.2.2 Number of planned plant pest risk surveillances conducted
1 plant disease and pest risk surveillance conducted and an an-nual report on one plant disease and pest risk was compiled
1 plant pest risk surveil-lance was conducted and an annual report on exotic fruit fly risk surveillance has been compiled
1 plant pest
risk surveillance
was
conducted
and an annual
report
on exotic fruit
fly has been
compiled
1 plant
pest surveillance
conducted
(Exotic fruit fly)
1 plant
pest surveillance
conducted
(Exotic fruit fly)
1 plant
pest surveillance
conducted
(Exotic fruit fly)
1 plant
pest surveillance
conducted
(Exotic fruit fly)
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries60
PROGRAMME PERFORMANCE INDICATORS
AUDITED/ACTUAL
ESTI
MAT
ED
PER
FOR
MAN
CE MEDIUM-TERM TARGETS
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
2.2.3 Number of export protocols for phy-tosanitary require-ments implemented
4 regulatory interven-tions have been imple-mented and an annual report on regulatory interven-tions was compiled
Annual report on implemen-tation of 4 regulatory interventions (quarantine inspections,
surveillance
and testing) has been compiled
4 regulatory Interventions (quarantine inspections, surveillance and testing) were imple-mented and an annual report has been compiled
4 regulatory compli-ance and monitoring interventions implemented
(Quarantine, inspections, surveillance and testing)
27 export protocols for phy-tosanitary require-ments im-plemented
27 export protocols for phytosanitary requirements implemented
27 export protocols for phytosanitary requirements implemented
2.2.4 Veterinary Strategy implemented
The veterinary Strategy was devel-oped after extensive consulta-tions with stakehold-ers. The strategy was ap-proved by the EXCO.
A legal framework for the Veterinary Strategy has been developed
A policy on animal iden-tification and traceability has been devel-oped and approved by DEXCO on the 26 March 2018
A legislative framework for animal identifica-tion and traceability developed
Brucelosis Policy to support the implemen-tation of veterinary strategy developed
Brucelosis Policy to support the implementa-tion of veteri-nary strategy implemented
Brucelosis Policy to support the implementa-tion of veteri-nary strategy implemented
2.2.5 Number of Compulsory Community Service (CCS) veterinarians deployed
126 veteri-nary grad-uates were deployed to rural communities
127 veteri-nary grad-uates were deployed to re-source-poor communities
124 CCS veterinarians deployed
150 Compulsory Community Service (CCS) veterinarians deployed
189 Compulsory Community Service (CCS) vet-erinarians deployed
200 Compulsory Community Service (CCS) veterinarians deployed
180 Compulsory Community Service (CCS) veterinarians deployed
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 61
PROGRAMME PERFORMANCE INDICATORS
AUDITED/ACTUAL
ESTI
MAT
ED
PER
FOR
MAN
CE MEDIUM-TERM TARGETS
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
4.1.1 Number of targeted taxa conserved ex situ
National plan for the conserva-tion and sustainable
use of farm animal genetic
resourc-es was approved
by DEXCO
National plan for the conservation and sustain-able use of plant genetic resources was devel-oped and approved by
DEXCO
2 targeted
taxa ex situ
have been
conserved
2 target-ed taxa conserved ex situ (Bambara, calabash gourd)
2 target-ed taxa conserved ex situ (pearl millet, sorghum)
2 targeted taxa con-served ex situ (amaranthus, curcubit)
2 targeted taxa conserved ex situ (amaran-thus, curcubit)
6.3. Quarterly targets for 2019/20
PROGRAMME PERFORMANCE INDICATOR
REPORTING PERIOD
ANNUAL TARGET
QUARTERLY TARGETS
1ST 2ND 3RD 4TH
2.1.1 Number of animal improvement
schemes for prioritised value chain commodi-ties implemented
Quarterly 2 animal improvement schemes (Kaonafatso ya Dikgomo and poultry) implemented
Mobilisation of farmers and data collec-tion for KyD and poultry schemes
Mobilisation of farmers and data collec-tion for KyD and poultry schemes
Mobilisation of farmers and data collec-tion for KyD and poultry schemes
Final Report on two animal improvement schemes (KyD and poultry schemes)
2.1.2 Number of plant improvement schemes for prioritised value chain commodities monitored
Quarterly Monitor the quali-ty of propagating material for two plant improve-ment schemes (seed and fruit crops)
Quarterly report on monitoring of seed crops and fruit schemes
Quarterly report on moni-toring of seed crops and fruit crops
Quarterly report on monitoring of seed crops and fruit crops
Final report on monitoring of seed crops and fruit crops
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries62
PROGRAMME PERFORMANCE INDICATOR
REPORTING PERIOD
ANNUAL TARGET
QUARTERLY TARGETS
1ST 2ND 3RD 4TH
2.2.1 Number of planned animal risk surveillanc-es conducted
Quarterly 2 animal
diseases risk
surveillances
conducted
(FMD-protection zone and Peste
des Petits
Ruminants)
–
Manage surveillance actions, verify and an-alyse collected information
Manage surveil-lance actions, verify and an-alyse collected information
Report on animal disease surveillances conducted
2.2.2 Number of planned plant pest risk surveil-lances conducted
Quarterly 1 plant pest risk surveillance con-ducted (exotic fruit fly)
Document and analyse surveil-lance results
Document and analyse surveil-lance results
Document and analyse surveil-lance results
Document and analyse surveillance results and report on 1 plant pest risk surveillance conducted
2.2.3 Number of export pro-tocols for phytosan-itary requirements implemented
Quarterly 27 export protocols for phytosanitary requirements implemented
9 export protocols for phytosanitary requirements implemented
7 export protocols for phytosanitary requirements implemented
6 export protocols for phytosanitary requirements implemented
5 protocols for phy-tosanitary requirements implemented
2.2.4 Veterinary Strategy implemented
Quarterly Brucelosis Policy to support the implementa-tion of veteri-nary Strategy developed
First draft of Brucelosis Policy
Stakeholder consultations
Final draft with stakeholder inputs
Brucelosis Policy approved by the Chief Director: Animal Production and Health
2.2.5 Number of Compulsory Community Service (CCS) veterinarians deployed
Quarterly 189 Compulsory Community Service (CCS) veterinarians deployed
Receive appli-cation form for 2020/21 CCS placement
Notification to applicants on approved placements
– Deployment of 189 CCS veterinarians for 2019/20 financial year
4.1.1 Number of targeted taxa conserved ex situ
Quarterly 2 targeted taxa conserved ex situ (pearl millet, sorghum)
Vegetative characters character-ised and documented
Seed charac-terised and documented
Accessions processed
2 targeted taxa con-served ex situ (pearl millet, sorghum)
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 63
6.4 Reconciling performance targets with the budget and MTEF
PER SUBPROGRAMME 2019/20 2020/21 2021/22
R’000 R’000 R’000
Management 3,243 3,473 3,692
Inspection and Laboratory Services 472,573 442,773 471,971
Plant Production and Health 680 972 7219 955 764 074
Animal Production and Health 261 985 281,157 299, 124
Agricultural Research 1 223 706 1 293 873 1 347 336
2 642 479 2 741 235 2 885 197
6.5. Expenditure estimates
AUDITED OUTCOME AD
JUST
ED
APPR
OPR
IATI
ON
AVER
AGE
G
RO
WTH
RAT
E (%
)
AVER
AGE:
EXP
END
ITU
RE/
TO
TAL
(%)
MEDIUM-TERM EXPENDITURE ESTIMATE AV
ERAG
E G
RO
WTH
RAT
E (%
)
AVER
AGE:
EXP
END
ITU
RE/
TOTA
L (%
)
R THOUSAND 2015/16 2016/17 2017/18 2018/19 2015/16–2018/19 2019/20 2020/21 2021/22 2018/19–2021/22
ECONOMIC CLASSIFICATION
Current payments
519 016 596 453 664 945 749 651 13,0% 29,2% 812 922 829 320 882 138 5,6% 30,8%
Compen-sation of employees
444 404 537 318 588 379 630 688 12,4% 25,4% 679 629 725 229 772 370 7,0% 26,4%
Goods and services1
74 612 59 135 76 566 118 963 16,8% 3,8% 133 293 104 091 109 768 -2,6% 4,4%
of which:
Communica-tions
Computer Services
4026
228
3578
456
3695
290
4586
24 675
4,4%
376,5%
0,2%
0,3
7002
25 016
5624
26 392
5833
27 844
8,3%
4,1%
0,2%
1,0%
Consultants: Business and advisory services
10 465 13 675 15 166 16 596 16,6 0,6% 16 596 15 899 15 936 -1,3 0,6%
Fleet servic-es (including government motor trans-port)
7974 6122 7492 10 563 9,8% 0,4% 15 359 5146 5428 -19,9% 0,3%
Consuma-bles: Station-ery, printing and office supplies
2299 2401 2761 5 381 32,8% 0,1% 7389 4182 4413 -6,4% 0,2%
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries64
AUDITED OUTCOME AD
JUST
ED
APPR
OPR
IATI
ON
AVER
AGE
G
RO
WTH
RAT
E (%
)
AVER
AGE:
EXP
END
ITU
RE/
TO
TAL
(%)
MEDIUM-TERM EXPENDITURE ESTIMATE AV
ERAG
E G
RO
WTH
RAT
E (%
)
AVER
AGE:
EXP
END
ITU
RE/
TOTA
L (%
)
R THOUSAND 2015/16 2016/17 2017/18 2018/19 2015/16–2018/19 2019/20 2020/21 2021/22 2018/19–2021/22
ECONOMIC CLASSIFICATION
Transfers and subsi-dies1
Provinces and Munici-palities
1 541 296
466 889
1 306 078
491 548
1 538 542
522 344
1 585 164
552 498
0,9%
5,8%
68,9%
23,5%
1 807 404
583 366
1 909 661
615 451
2 000 680
652 994
8,1%
5,7%
68,7%
22,6%
Departmen-tal agen-cies and accounts
Public corporations and
private enter-prises
804 133
268 407
813 189
27
974 783
19
1 031 329
-100,0%
8,6% 41,8%
3,1%
1 223 948
–
1 294 115
–
1 347 586
–
9,3%
–
46,1%
–
Households 1867 1314 41 396 1337 -10,5% 0,5% 90 95 100 –57,9% –
Payments for capital as-sets
82 355 24 411 26 910 29 664 -28,8% 1,9% 22 153 2 254 2379 -56,9% 0,5%
Total 2 143 017 1 927 031 2 230 660 2 364 479 – – 2 642 479 2 741 235 2 885 197 – 100%
Proportion of total pro-gramme
expenditure to vote ex-penditure
33,5% 29,7% 33,2% 30,6% – – 34,5% 34,6% 34,2% – –
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 65
6.6 Risk management
RISKS DESCRIPTION MITIGATING FACTORS
Existing and emerging plant and animal pests/diseases • Regular surveillance systems
• Agricultural Pest Act,1983
• Plant Improvement Act,1983
• Genetically Modified Organisms Act,1997
• Animal Deceases Act,1984
• Meat Safety Act, 2000
Infringements on intellectual property rights • Legislation is in place which requires that product safety, effectiveness andquality are assessed before product are sold and used
• Experts both within and outside the department are available to conductassessment of agro-chemicals prior to registration
• Compliance and enforcement measures are in place
Limited implementation of animal improvement schemes • An arrangement exists that the ARC helps in implementing these schemes as they have the ability to measure improvements
7. PROGRAMME 3: FOOD SECURITY AND AGRARIAN REFORMPurpose: Facilitate and promote food security and agrarian reform programmes and initiatives. The programme comprises the following subprogrammes:
• Management: Oversees and manages the programme.
• Food Security: Provides national frameworks to promote the Sustainable Household Food SecurityProgramme by improving the production systems of subsistence and smallholder producers in the agriculture,forestry and fisheries sectors; and facilitates the provision of production inputs, tools and infrastructure support.
• Sector Capacity Development: Provides education and training to promote the transformation ofcolleges of agriculture into centres of excellence. This is achieved by implementing the Agriculture, Forestryand Fisheries National Education and Training Strategy; promoting the development of agriculture traininginstitutes as centres of excellence; and implementing a coordinated plan to track sector transformation in linewith government objectives.
• National Extension Support Services: Develops and coordinates the implementation of national extensionpolicies, and norms and standards on the transfer of technology. This sub programme also provides strategicleadership and guidance for the planning, coordination and implementation of extension and advisory servicesin the sector.
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries66
7.1. Strategic objective and annual targets for 2019/20 to 2021/22
STR
ATEG
IC
OBJ
ECTI
VES
STR
ATEG
IC
OBJ
ECTI
VE
IND
ICAT
OR
STRATEGIC PLAN
TARGET (5-YEAR TARGET)
AUDITED/ACTUAL
ESTI
MAT
ED
PER
FOR
MAN
CE MEDIUM-TERM TARGETS
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
3.1 Lead and co-ordinate government food securi-ty initiatives
National Food and Nutrition Security Committee coordinated
National food and nutri-tion security interventions coordinated
– A total of 19 791 house-holds have benefit-ed from food pro-duction initiatives (Fenc-ing, garden tools, training on veg-etable produc-tion and seeds packs) in all
9 prov-inces
National Food and Nutritional Security Commit-tee was launched on 7 June 2017
Three meet-ings were subsequent-ly held as follows:
30 August 2017
30 Novem-ber 2017
08 March 2018
Food and nutrition security interven-tions co-ordinated
Food and nutrition security inter-ventions coordi-nated
Food and nutrition security inter-ventions coordi-nated
Food and nutrition security interven-tions co-ordinated
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 67
STR
ATEG
IC
OBJ
ECTI
VES
STR
ATEG
IC
OBJ
ECTI
VE
IND
ICAT
OR
STRATEGIC PLAN
TARGET (5-YEAR TARGET)
AUDITED/ACTUAL
ESTI
MAT
ED
PER
FOR
MAN
CE MEDIUM-TERM TARGETS
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
3.2 Enhance capacity for efficient delivery in the sector
Improved delivery capacity in the sector
Implement sector capacity development policies
National Educa-tion and Training Strategy for Agri-culture, Forestry and Fisheries (NET-SAFF) imple-men-tation forum estab-lished
30 grad-uates were placed to com-modity organi-sations aligned to APAP
National Education and Training Strategy for Agriculture, Forestry and Fisher-ies(NET-SAFF) was implemented through the following:
Placement of two hundred and fifty-five (255)
graduates? in various stations for their training
Implemen-tation of Na-tional Policy on Extension and Advisory Services
Compilation of the annual review report on the deployment of extension support practitioner to commod-ity organisa-tions
Implement National Educa-tion and Training Strategy for Agri-culture, Forestry and Fisheries (NETSAFF)
Imple-ment National Educa-tion and Training Strategy for Agri-culture, Forestry and Fisheries (NET-SAFF)
Imple-ment National Educa-tion and Training Strategy for Agri-culture, Forestry and Fisheries (NET-SAFF)
Imple-ment National Educa-tion and Training Strategy for Agri-culture, Forestry and Fisheries (NET-SAFF)
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries68
STR
ATEG
IC
OBJ
ECTI
VES
STR
ATEG
IC
OBJ
ECTI
VE
IND
ICAT
OR
STRATEGIC PLAN
TARGET (5-YEAR TARGET)
AUDITED/ACTUAL
ESTI
MAT
ED
PER
FOR
MAN
CE MEDIUM-TERM TARGETS
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
3.3 Strengthen p l a n n i n g , implemen-tation and monitoring of Com-prehensive S u p p o r t Programmes
National Policy on Compre-hensive Producers Devel-opment Support coordinated
Implement Na-tional Policy on C o m p re h e n -sive Producer Deve lopment Support
– Policy on
Compre-hensive
Produc-er
Devel-opment Support
has been ap-proved
by EXCO on 27
March 2017
The draft National Policy on Comprehen-sive Produc-er Devel-opment Support was developed and has been recom-mended by the intergov-ernmental structures; MINTECH , MINMEC and DGs Cluster
Develop National Policy on Compre-hensive Producer Devel-opment Support
Develop-National Policy on Compre-hensive Producer Devel-opment Support
Imple-ment National Policy on Compre-hensive Producer Devel-opment Support
Imple-ment National Policy on Compre-hensive Producer Devel-opment Support
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 69
7.2. Programme performance indicators and annual targets for 2019/20 to 2021/22
PROGRAMME PERFORMANCE INDICATORS
AUDITED/ACTUAL ESTIMATED PERFORMANCE
MEDIUM-TERM TARGETS
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
3.1.1 Number of reports on national food and Nutrition security interventions developed
– – 4 quarterly review reports on national Food and nutritional security interventions coordinated were compiled
4 reports on national food and nutrition security interventions
developed
4 reports on national food and nutrition security interven-tions
devel-oped
4 reports on national food and nutrition security interven-tions
devel-oped
4 reports on national food and nutrition security interven-tions
devel-oped
3.1.2 Food and nutrition security baseline assessments conducted in provinces
– – – Food and nutrition security baseline assessments conduct-ed in six provinces (NW,LP,MP,KZN,FS,GP)
National survey on food nutrition and security conduct-ed
National survey on food nutrition and security conduct-ed
Report on state of food security in the country devel-oped
3.2.1 Graduates placed in agriculture, forestry and fisheries sector for capacity development monitored
– 30 gradu-ates were placed to commodity organisation aligned to APAP
255 graduates were placed as follows: Agricul-ture: 87, Forest-ry:30,Fisherie:40, industrial place-ment:47, Young Professional Development Programme:25 and PPECB:26
255 graduates placed Status report on grad-uates placed compiled
255 grad-uates placed
255 grad-uates placed
3.2.2 Provincial placement of graduates coor-dinated
– – – – Status report on 1000 grad-uates placed by prov-inces
1000 grad-uates placed
Status report on 1000 grad-uates placed by provinces
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries70
PROGRAMME PERFORMANCE INDICATORS
AUDITED/ACTUAL ESTIMATED PERFORMANCE
MEDIUM-TERM TARGETS
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
3.2.3 National Policy on
Extension
and
Advisory
Services imple-mented
The National Policy on Exten-sion and Advisory Service was facil-itated for approval through various intergov-ernmental process-es
The policy and its implemen-tation plan were ap-proved by Cabinet on 19 October 2016
The National Policy on Extension and Advisory Services was implemented through the hosting of the Provincial Extension Co-ordinating Forum in each of the following provinces: NW, FS, GP, EC and NC
5 year status report on National Policy on
Extension
and
Advisory Services
Annual report on the im-plemen-tation of National Policy on
Exten-sion
and
Advisory Services devel-oped
Annual report on the im-plemen-tation of National Policy on
Exten-sion
and
Advisory Services devel-oped
Annual report on the im-plemen-tation of National Policy on
Extension
and
Advisory Services devel-oped
3.2.4 Deployment of extension support practitioners to commodity organi-sations monitored
– 20 ex-tension support practitioners have been deployed by KZN (11) and the Western Cape (9) provinces
Annual review report on the deployment of extension practitioners to commodity or-ganisations was compiled
The report reflects an achievement of 61(KZN: 28, MP: 14, WC: 01, FS: 03 and EC: 15) extension practi-tioners deployed against a target of 20 indicated as consolidated provincial figure
Annual report on the deployment of exten-sion support practi-tioners to commodity organisations
Annual report on the deploy-ment of extension support practi-tioners to com-modity organi-sations devel-oped
Annual report on the deploy-ment of exten-sion support practi-tioners to com-modity organi-sations devel-oped
Annual report on the deploy-ment of extension support practi-tioners to com-modity organisa-tions de-veloped
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 71
PROGRAMME PERFORMANCE INDICATORS
AUDITED/ACTUAL ESTIMATED PERFORMANCE
MEDIUM-TERM TARGETS
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
3.3.1 National Policy on Comprehensive Producer Devel-opment Support implemented
The Policy on Compre-hensive Producer Develop-ment has been de-veloped
National Policy on Compre-hensive Producer Devel-opment Support has been approved by EXCO on 27 March 2017
The National Policy on Comprehensive Producer Development Support has been recommended by the intergovernmental structures; MINTECH, MINMEC and DGs Cluster to be tabled to Cabinet
National Policy on Comprehensive Producer development Support tabled at Cabinet
National Policy on Compre-hensive Producer Devel-opment Support tabled at Cabinet
Draft Bill on National Policy on Compre-hensive Producer Devel-opment Support devel-oped
Consul-tation of the draft Bill
3.3.2 Black Commercial-isation Programme implemented
– – – Annual progress
report
on Black Commercialisation
Programme
approved by EXCO
Annual progress report on black pro-ducers commer-cialised approved
Annual progress report on black pro-ducers commer-cialised approved
Annual progress report on black pro-ducers commer-cialised approved
7.3 Quarterly targets for 2019/20
PROGRAMME PERFORMANCE INDICATOR
REPORTING PERIOD
ANNUAL TARGET
QUARTERLY TARGETS
1ST 2ND 3RD 4TH
3.1.1 Number of reports on national food and nutrition security interventions developed
Quarterly 4 reports on national food and nutrition security interventions developed
Quarterly report on national food and nutrition security interventions developed
Quarterly report on national food and nutrition security interventions developed
Quarterly report on national food and nutrition security interventions developed
Quarterly report on national food and nutrition security interventions developed
3.1.2 Food and nutrition security baseline assessments conducted in provinces
Annually National survey on food nutrition and security conducted
– – – National survey on food nutrition and security conducted
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries72
PROGRAMME PERFORMANCE INDICATOR
REPORTING PERIOD
ANNUAL TARGET
QUARTERLY TARGETS
1ST 2ND 3RD 4TH
3.2.1 Graduates placed in agriculture, forestry and fisheries sector for capacity devel-opment monitored
Bi-annually Status report on graduates placed compiled
– Draft status report on grad-uates placed compiled
– Status report on gradu-ates placed compiled
3.2.2 Provincial place-ment of graduates coordinated
Bi-annually Status report on graduates placed compiled
– Draft status report on grad-uates placed compiled
– Status report on gradu-ates placed compiled
3.2.3 National Policy on
Extension
and
Advisory Services
implemented
Bi-annual Annual report on implementation of the National Policy on
Extension
and
Advisory Services developed
– Draft annual report on implemen-tation of the National Policy on Extension and Advisory Services developed
– Annual report on implemen-tation of the National Policy on
Extension
and
Advisory Services developed
3.2.4 Deployment of extension support practitioners to commodity organi-sations monitored
Annually Annual report on deployment of extension sup-port practitioners to commodity organisations developed
– – – annual report on deployment of exten-sion support practitioners to commodity organisations developed
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 73
PROGRAMME PERFORMANCE INDICATOR
REPORTING PERIOD
ANNUAL TARGET
QUARTERLY TARGETS
1ST 2ND 3RD 4TH
3.3.1 National Policy on Comprehensive Producer Development Support implemented
Quarterly National Policy on Comprehensive Producer Development Support tabled at Cabinet
Host national stakeholder consultation workshop
– National Policy on Comprehensive Producer Development Support recommended for approval by the Social Development and Economical Clusters
National Policy on Comprehensive Producer Development Support tabled at Cabinet
3.3.2 Black Commercialisation Programme implemented
Quarterly Annual progress
report on black producers
commercialised approved
Q1 progress
report on black producers commercialised
Q2 progress
report on black producers commercialised
Q3 progress
report on black producers commercialised
Annual progress report on black producers commercialised approved
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries74
7.4 Consolidated performance indicators and annual targets
The consolidated indicators provided in the table below are delivered by PDAs. The DAFF will provide oversight by consolidating performance in all nine PDAs. (Annexure to the indicator 3.1.1 and 3.2.3)
CONSOLIDATED PERFORMANCE INDICATOR
AUDITED/ACTUAL PERFORMANCE
ESTI
MAT
ED
PER
FOR
MAN
CE MEDIUM-TERM TARGETS
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
3.1.3 Number of households supported with agricultural food production initiatives
A total of 14 486 households have been supported during the year under review
A total of 19 791 households have benefited from food production initiatives (fencing, garden tools, train-ing on vegetable production and seeds packs) in all nine (9) provinces
24 943 (EC:2184, FS:6600, GP: 554, KZN:5744, LP:1318, MP:5641, NC:963, NW:1183 and WC:756) households were supported with agricultural food production initiatives
96194 86256 122 920 122 938
3.1.4 Number of hec-tares planted for food production
A total of 35 213,07 ha of under-utilised land in communal areas and land reform projects have been cultivated (planted) for production in the following provinces EC,GP, KZN,LP,MP,NC and WC
37 300,33 ha(EC:19254.9, FS:2622.54, GD: 1627, MP:5245.96, NC:793.53, NW:6088 and WC:1668.40) cultivated for food production in communal areas and land reform projects
129 690 109534 123 254 123 266
3.2.4 Number of extension support practitioners deployed to commodity organisations
20 extension sup-port practition-ers have been deployed by KZN (11) and the Western Cape (9) provinces
40 extension practitioners were deployed to commodity organisations in three provinces(-Free State:20, Mpumalanga:13 and Western Cape:7)
61(KZN: 29, MP: 13, WC: 01, FS: 03 and EC: 15) exten-sion practitioners deployed
20 20 20 20
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 75
CONSOLIDATED PERFORMANCE INDICATOR
AUDITED/ACTUAL PERFORMANCE
ESTI
MAT
ED
PER
FOR
MAN
CE MEDIUM-TERM TARGETS
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
3.3.3 Number of small-holder producers supported
16 193 smallhold-ers have been supported during the year under review
A total of 17 004 smallholders supported through advisory in agricul-ture and forestry, training through CASP and drought relief programmes
13 400(2173 tan-gible support,4262 advisory and 6965 training) smallhold-ers supported
23 670 26200 25 974 25 984
7.4.1. Provincial breakdown 2019/20
INDICATOR LP EC FS GP MP KZN NC NW WC TOTAL
3.1.3 Number of households supported with agricultural food production initiatives
6 500 31 294 12 620 3 640 8 420 17 968 2550 2400 864 86 256
3.1.4 Number of hectares plant-ed for food production
14 339
36 269 7 354 3 600 12 060 16 162 900 14 550
4300 109 534
3.2.5 Number of extension support practitioners deployed to commodity organisations
3 – 3 – 4 5 – – 5 20
3.3.3 Number of smallholder producers supported
13 700
6 000 150 180 500 1 366 1 950 2 300 54 26 200
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries76
7.4.2. Quarterly targets for 2019/20
Consolidated performance indicators (Provincial indicators)
PROGRAMME PERFORMANCE INDICATOR REPORTING PERIOD
ANNUAL TARGET
QUARTERLY TARGETS
1ST 2ND 3RD 4TH
3.1.3 Number of households supported with agricul-tural food production initiatives
Quarterly 86 256 3 516 19 211 49 046 14 483
3.1.4 Number of hectares planted for food production Quarterly 109 534 2 791 10 223 63 904 32 616
3.2.5 Number of extension support practitioners de-ployed to commodity organisations
Annually 20 – – – 20
3.3.3 Number of smallholder producers supported Quarterly 26 200 2 694 6 757 12 175 4 574
7.5. Reconciling performance targets with the budget and MTEF
PER SUBPROGRAMME 2019/20 2020/21 2021/22
R’000 R’000 R’000
Management 16,362 17,321 18,310
Food Security 1 593 895 1 635,414 1 766,753
Sector Capacity Development 225,155 245,116 261 963
National Extension Support Services 401 614 433,863 468,662
Total 2 237 026 2 331,714 2 515,688
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 77
7.6 Expenditure estimates
AUDITED OUTCOME AD
JUST
ED
APPR
OPR
IATI
ON
AVER
AGE
G
RO
WTH
RAT
E (%
)
AVER
AGE:
EXP
END
ITU
RE/
TO
TAL
(%)
MEDIUM-TERM EXPENDITURE ESTIMATE AV
ERAG
E G
RO
WTH
RAT
E (%
)
AVER
AGE:
EXP
END
ITU
RE/
TOTA
L (%
)
R THOUSAND 2015/16 2016/17 2017/18 2018/19 2015/16–2018/19 2019/20 2020/21 2021/22 2018/19–2021/22
ECONOMIC CLASSIFICATION
Current payments
229 867 218 888 239 205 256 561 3,7% 12,2% 277 743 292 823 310 934 6,6% 12,5%
Compen-sation of employees
131 149 142 588 151 823 168 080 8,6% 7,7% 184 631 198 304 211 174 7,9% 8,4%
Goods and services1
98 718 76 300 87 381 88 480 -3,6% 4,5% 93 111 94 518 99 759 4,1% 4,1%
of which:
Communica-tion
1 973 1 813 1 971 2 033 1,0% 0,1% 2 170 2 257 2 380 5,4% 0,1%
Fleet servic-es (including government motor trans-port)
2 006 1 798 2 251 1 933 -1,2% 0,1% 1 878 2 058 2 171 3,9% 0,1%
Inventory: farming supplies
1 333 1 906 1 609 1 697 8,4% 0,1% 2 097 2 306 2 433 12,8% 0,1%
Travel and subsistence
18 759 15 865 15 654 28 485 14,9% 1,0% 25 155 26 149 27 626 -1,0% 1,2%
Training and Development
23 366 30 567 36 993 31 716 10,7% 1,6% 35 645 38 079 40 159 8,2% 1,6%
Venue and facilities
1 193 2 063 713 1 2 200 117,1% 0,2% 12 684 13 380 14 120 5,0% 0,6%
Interest and rent on land
– – 1 1 – – 1 1 1 – –
Transfers and subsi-dies1
1 606 322
1 594 208
1 639 307
1 746 956
2,8% 85,0% 1 921 760
1 999 207
2 162 714
7,4% 85,8%
Provinces and Munici-palities
1581 446 1565 373
1507 202
1595 205 0,3% 80,6% 1 478 309
1676 324
1 814 017
4,4 % 72,0%
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries78
AUDITED OUTCOME AD
JUST
ED
APPR
OPR
IATI
ON
AVER
AGE
G
RO
WTH
RAT
E (%
)
AVER
AGE:
EXP
END
ITU
RE/
TO
TAL
(%)
MEDIUM-TERM EXPENDITURE ESTIMATE AV
ERAG
E G
RO
WTH
RAT
E (%
)
AVER
AGE:
EXP
END
ITU
RE/
TOTA
L (%
)
R THOUSAND 2015/16 2016/17 2017/18 2018/19 2015/16–2018/19 2019/20 2020/21 2021/22 2018/19–2021/22
ECONOMIC CLASSIFICATION
Payments for capital assets
70 345 65 532 46 931 34 279 -21,3% 2,8% 37 523 39 684 42 040 7,0% 1,7%
Building and other fixed structures
34 308 43 285 32 756 32 241 -2,1% 1,8% 33 553 35 673 37 810 5,5% 1,5%
Machinery and equip-ment
35 896 22 032 14 015 2 029 -61,6% 1,0% 3 970 4 011 4 230 27,7% 0,2%
Biological assets
– 184 39 – – – – – – – –
Software and other intangible assets
141 31 121 9 -60,0% – – – – -100,0% –
Payments for financial assets
261 388 137 _ -100,0% – – – – – –
Total 1 906 795
1 879 016
1 925 580
2 037 796
– 100,0% 2 237 026
2 331 714
2 515 688
– 100,0%
Proportion of total pro-gramme
expenditure to vote ex-penditure
29,8% 28,9% 28,6% 26,4% – – 29,2% 29,4% 29,9% – –
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 79
7.7 Risk management
Risks description Mitigating factors
Food insecurity • Approved Food and Nutrition Security Implementation Plan• CASP• Ilima/Letsema• Micro Agricultural Financial Institutions of South Africa (Mafisa)• Fetsa Tlala Food Production Initiative• Female Farmer of the Year• Food price monitoring system
8. PROGRAMME 4: TRADE PROMOTION AND MARKET ACCESSPurpose: Promote economic development, trade and market access for agriculture, forestry and�fisheries products; and foster international relations for the sector.
The programme comprises the following subprogrammes:
• Management: Oversees and manages the programme.
• International Relations and Trade: Facilitates and co-ordinates international relations and trade throughnegotiations, and the development and implementation of appropriate policies and programmes.
• Co-operatives and Rural Enterprise Development: Facilitates and supports the development of busi-nesses to ensure the transformation of the agriculture, forestry and fisheries sector.
• Agro-processing and Marketing: Develops and implements support programmes to promote marketaccess and value addition for agriculture, forestry and fisheries products.
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries80
8.1. Strategic objectives and annual targets for 2019/20–2021/22
STR
ATEG
IC O
BJEC
TIVE
STR
ATEG
IC O
BJEC
TIVE
IN
DIC
ATO
R
STRATEGIC PLAN
TARGET (5-YEAR TARGET)
AUDITED/ACTUAL
ESTI
MAT
ED
PER
FOR
MAN
CE MEDIUM-TERM TARGETS
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
2.3 Ensure support for market access and pro-cessing of agricul-ture, for-estry and fisheries products
Provide support to ensure market ac-cess and processing of prod-ucts for economic develop-ment by 2019/20
Certification programme implemented
– The annual report on the South African Agricultural Practices (SA-GAP) Certifica-tion Pro-gramme has been compiled
Certification programme has been implement-ed
Annual report on South Afri-can Good Agricultural Practices (SA-GAP) Certification Programme has been compiled
Certifica-tion pro-gramme imple-mented
Certifi-cation programme implement-ed
Certifica-tion pro-gramme imple-mented
Certifica-tion pro-gramme imple-mented
556 com-modity-based cooperatives supported
– 128 com-modity- based
coopera-tives
were sup-ported
(110 with
training and 18
supported with
establish-ment)
139 com-modity- based
coopera-tives
were sup-ported
(123 with
training and 16
supported with
establish-ment)
140 com-modi-ty-based coop-eratives support-ed
156 commod-ity-based coop-eratives supported
156 commod-ity-based coop-eratives supported
–
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 81
PROGRAMME PERFORMANCE INDICATOR
AUDITED/ACTUAL ESTIMATED PERFOR-MANCE
MEDIUM-TERM TARGETS
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
2.3.1 Enabling en-vironment for smallholder access to markets
SA-GAP Certification Programme for small- holder producers of fresh pro-duce was implemented
Annual report indicating cer-tification of 12 farms has been com- piled
Western Cape was the only province that took the initiative to conduct its own pre-au-dits over and above SA-GAP Programme using provincial budget
annual report on the South African Agricultural Practices (SA-GAP) Certification Programme has been compiled
annual report on the im-plementation of SA-GAP Certification Programme has been compiled
Annual report on the im-plementation of SA-GAP Certification Programme for produc-ers of fresh produce for exports
Annual report on the implemen-tation of SA-GAP Certification Programme for produc-ers of fresh produce for exports
Annual report on the im-plementation of SA-GAP Certification Programme for produc-ers of fresh produce for exports
Annual report on implemen-
tation of the Global-GAP Certification Programme
2.3.2 Number of agro-pro-cessing en-trepreneurs trained on processing norms and standards
– 16 entrepre-neurs were trained on pro-cessing norms and standards during the year under review
Thirty-nine (39) agro-pro-cessingentrepreneurswere trainedon processingnorms andstandards asfollows:
26 in KZN trained in auditing and 13 in NW on food safety
45 60 – –
8.2. Programme performance indicator and annual targets for 2019/20 to 2021/22
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries82
PROGRAMME PERFORMANCE INDICATOR
AUDITED/ACTUAL ESTIMATED PERFOR-MANCE
MEDIUM-TERM TARGETS
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
2.3.3 Number of commod-ity-based cooperatives established
18 commodi-ty-based coop-eratives have been established
18 commod-ity-based cooperatives have been established as follows:
EC = 7
FS = 2
GP = 1
KZN = 4
LP = 2
NW = 1
WC = 1
16 commod-ity-based cooperatives have been established as follows:
EC = 1
FS = 2
GP = 5
KZN = 1
MP = 2
NW = 3
WC = 2
14 12 10 –
2.3.4 Number of cooperatives supported with training
105 cooper-atives were supported with training
110 cooper-atives were supported with training as follows:
EC = 12
FS = 12
GP = 12
KZN = 33
LP =12
MP = 17
NC = 6
WC = 6
123 cooper-atives were support-ed with Farmtogether training as follows:
EC = 18
FS = 12
GP = 27
KZN = 11
LP = 18
MP = 11
NW = 12
WC = 14
126 144 148 –
2.3.5 AgriBEE Enforcement Guidelines implemented
– The AgriBEE Enforcement Regulations have been developed and currently under-going depart-mental approval processes
The draft enforcement regula-tions were compiled
AgriBEE Enforcement Guidelines published
Report on the imple-mentation of AgriBEE Enforcement Guidelines
Report on the imple-mentation of AgriBEE Enforcement Guideline
Report on the imple-mentation of AgriBEE Enforcement Guidelines
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 83
PROGRAMME PERFORMANCE INDICATOR
AUDITED/ACTUAL ESTIMATED PERFOR-MANCE
MEDIUM-TERM TARGETS
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
2.3.6 BBBEE Sector Codes for Agriculture and Forestry implemented
The annu-al report on the status of transformation in the agricul-tural sector was compiled
Report on the implementation of AgriBEE Sector Code government un-dertakings has been compiled
Report on implemen-tation of the AgriBEE Sector Code government undertakings has been compiled
Report on the imple-mentation of AgriBEE Sector Code government undertakings
Report on the imple-mentation of AgriBEE Sector Code government undertakings
Report on the imple-mentation of AgriBEE Sector Code government undertakings
Report on the imple-mentation of AgriBEE Sector Code government undertakings
The annual report on the status of trans-formation in the forestry sector was compiled
Report on the implementation of Forestry Sector Code government un-dertakings has been compiled
Report on implemen-tation of the Forestry Sector Code government undertakings has been compiled
Report on theimple-mentation of Forestry Sector Code government undertakings
Report on the imple-mentation of Forestry Sector Code government undertakings
Report on the imple-mentation of Forestry Sector Code government undertakings
Report on the imple-mentation of Forestry Sector Code government undertakings
2.3.7 Market Opportunity Profile Research Report developed
Market Opportunity Profile Report
Market Opportunity Profile Report for the fresh and processed vegetable sector has been compiled
Market Opportunity Profile Plan for the meat sector has been compiled
Market Opportunity Profile Research Report for fish developed
Market Opportunity Profile Research Report for forestry product exports de-veloped (HS 44 & 47)
Market Opportunity Profile Research Report
Market Opportunity Profile Research Report
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries84
PROGRAMME PERFORMANCE INDICATOR
AUDITED/ACTUAL ESTIMATED PERFOR-MANCE
MEDIUM-TERM TARGETS
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
2.3.8 Trade agreements implemented
DAFF has con-tinuously partic-ipated in trade negotiations and continued to im-plement its trade agreements during 2015/16
Quarterly reports on the implementa-tion of trade agreements and participation in trade nego-tiations were compiled
Implementation and negotia-tions of trade agreements were done through the following agreements:
European Free Trade Association (EFTA)
South African Customs Union (SACU)
South African Development Community (SADC)
SACU-MERCOSUR
World Trade Organisation (WTO)
SACU-India
WTO – Doha Development Round Negotiations
World Wine Trade Group (WWTG)
Quarterly re-ports have been compiled
Trade agree-ments were implemented and the department also partici-pated in trade negotiations
Quarterly reports on the implementa-tion of trade agreements and participa-tion in trade negotiations have been compiled for activities un-dertaken dur-ing 2017/18 period
Report on the implementa-tion of trade agreements
Report on the imple-mentation of trade agreements
Report on the implementa-tion of trade agreements
Report on the implementa-tion of trade agreements
– – – Report on participation in trade negotiations
Report on participation in trade negotiations
Report on participa-tion in trade negotiations
Report on participation in trade negotiations
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 85
PROGRAMME PERFORMANCE INDICATOR
AUDITED/ACTUAL ESTIMATED PERFOR-MANCE
MEDIUM-TERM TARGETS
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
2.3.9 International Relations Strategy implemented
Report on strategic engagement of partners within south-south, north- south and multilateral agencies/forums
Report on strategic engagement of partners within south-south, north- south and multilateral agencies/fo-rums has been compiled
Report on strategic engagement of part-ners within south-south, north- south and multilat-eral agencies/Forums has been compiled
Report on strategic engagement of partners within south-south, north- south and multilateral agencies/forums
Report on strategic engagement of partners within south-south, north- south and multilateral agencies/forums
Report on strategic engagement of partners within south-south, north- south and multilateral agencies/forums
Report on strategic engagement of partners within south -south,north- south andmultilateralagencies/forums
Report on stra-tegic engage-ment of partners within Africa and Africa multilateral agencies for im-plementation of the joint projects and action plans
Report on strategic engagement of partners within Africa and African multi- lateral agencies for implementa-tion of the joint projects and action plans has been compiled
Report on strategic engagement of partners within Africa and African agencies has been compiled
Report on strategic engagement of partners within Africa and Africa agencies
Report on strategic engagement of partners within Africa and Africa agencies
Report on strategic engagement of partners within Africa and Africa agencies
Report on strategic engagement of partners within Africa and Africa agencies
DAFF National CAADP Investment Plan approved and launched
The National DAFF Investment Plan could not be reviewed and monitored as planned
Status report on compli-ance to AU and SADC obligations has been compiled
Status report on compli-ance to AU and SADC Obligations
Status report on compli-ance to au and sadc obligations
Status report on compli-ance to au and sadc obligations
Status report on compli-ance to au and sadc obligations
– – – Report on
facilitating the
implementa-tion
of BRICS and
IBSA action
plans
Report on
facilitating the
implementa-tion
of BRICS
Report on
facilitating the
implementa-tion
of BRICS
Report on
facilitating the
implementa-tion
of BRICS
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries86
8.3. Quarterly targets for 2019/20
PERFORMANCE INDICATOR
REP
ORT
ING
PE
RIO
D
ANNUAL TARGET
QUARTERLY TARGETS
1ST 2ND 3RD 4TH
2.3.1 Enabling environment for smallholders access to market
Quarterly Annual report on the implementation of SA-GAP
Certification
Programme for
producers of fresh produce for exports
Quarterly
progress report of SA-GAP
Certification
Programme for
producers of fresh produce for
exports
Quarterly
progress report of SA-GAP
Certification
Programme for producers of fresh produce for
exports
Quarterly
progress report of SA-GAP
Certification
Programme for
producers of fresh produce for
exports
Annual report on the implementa-tion of SA-GAP
Certification
Programme for
producers of fresh produce for exports
2.3.2 Number of agro-pro-cessing entrepreneurs trained on processing norms and standards
Annually 60 – – 60 –
2.3.3 Number of commodi-ty-based cooperatives established
Quarterly 12 3 3 3 3
2.3.4 Number of coopera-tives supported with training
Quarterly 144 36 36 36 36
2.3.5 AgriBEE Enforcement Guidelines implemented
Annually Report on the implementa-tion of AgriBEE Enforcement Guidelines
– – – Report on the implementation of AgriBEE Enforcement Guidelines
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 87
PERFORMANCE INDICATOR
REP
ORT
ING
PE
RIO
D
ANNUAL TARGET
QUARTERLY TARGETS
1ST 2ND 3RD 4TH
2.3.6 BBBEE Sector Codes for Agriculture and Forestry implemented
Annually Report on the Implementation
of the
AgriBEE Sector
Code government
undertakings
– – – Report on Implementation of the
AgriBEE Sector Code government undertakings
Annually Report on implementation
of the
Forestry Sector
Code government
undertakings
– – – Report on imple-mentation of the
Forestry Sector Code government undertakings
2.3.7 Market Opportunity Profile Research Report developed
Bi-annual Market Opportunity Profile Research Report for Forestry Product Exports devel-oped (HS 44 & 47)
– – Draft Market Opportunity Profile Research Report for Forestry Product Exports devel-oped (HS 44 & 47)
Final Market Opportunity Profile Research Report for Forestry Product Exports devel-oped (HS 44 & 47)
2.3.8 Trade agreements implemented
Quarterly Report on the implementation of trade agreements
Quarterly progress
report on
the implemen-tation of trade
agreements
Quarterly progress
report on
the implemen-tation of trade
agreements
Quarterly progress
report on
the implemen-tation of trade
agreements
Report on the implementa-tion of trade agreements
Quarterly Report on par-ticipation in trade negotiations
Quarterly progress
report on
participa-tion in trade negotiations
Quarterly progress
report on
participa-tion in trade negotiations
Quarterly progress
report on
participa-tion inttrade negotiations
Report on par-ticipation in trade negotiations
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries88
PERFORMANCE INDICATOR
REP
ORT
ING
PE
RIO
D
ANNUAL TARGET
QUARTERLY TARGETS
1ST 2ND 3RD 4TH
2.3.9 International Relations Strategy implemented
Quarterly Report on strategic
engagement of partners within
southsouth,
north- south and
multilateral agencies/
forums
Quarterly pro-gress report on strategic
engagements of partners within
south-south,
north-south and
multilateral agencies/
forums
Quarterly pro-gress report on strategic
engagements of partners within
south-south,
north-south and
multilateral agencies/
forums
Quarterly pro-gress report on strategic
engagements of partners within
south-south,
north-south and
multilateral agencies/
forums
Annual report on strategic
engagements of
partners within
south-south,
north-south
and multilateral
agencies/forums
Quarterly Report on strate-gic engagement of partners within Africa and Africa agencies
Quarterly progress
report on strategic
engagement of partners within
Africa and Africa
agencies
Quarterly progress
report on strategic
engagement of partners within
Africa and Africa
agencies
Quarterly progress
report on strategic
engagement of partners within
Africa and Africa
agencies
Annual report on strategic
engagement of partners within
Africa and Africa
agencies
Quarterly Status report on compliance to AU and SADC obligations
Progress report on compliance to AU and SADC
obligations
Progress report on compliance to AU and SADC
obligations
Progress report on compliance to AU and SADC
obligations
Progress report on compliance to AU and SADC
obligations
Annually Report on
facilitating theim-plementation
of BRICS
– – – Annual report on
facilitating the
implementation
of BRICS
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 89
8.4. Reconciling performance targets with the budget and MTEF
PER SUBPROGRAMME 2019/20 2020/21 2021/22
R’000 R’000 R’000
Management 5,652 6,019 6,379
International Relations and Trade 135,629 144,519 153,237
Cooperatives and Rural Enterprise Development 79,098 83,9 88,8
Agro-processing and Marketing 70,506 74 5641 78 974
290 885 309 121 327,391
8.5. Expenditure estimates
AUDITED OUTCOME AD
JUST
ED
APPR
OPR
IATI
ON
AVER
AGE
G
RO
WTH
RAT
E (%
)
AVER
AGE:
EXP
END
ITU
RE/
TO
TAL
(%)
MEDIUM-TERM EXPENDITURE ESTIMATE AV
ERAG
E G
RO
WTH
RAT
E (%
)
AVER
AGE:
EXP
END
ITU
RE/
TOTA
L (%
)
R THOUSAND 2015/16 2016/17 2017/18 2018/19 2015/16–2018/19 2019/20 2020/21 2021/22 2018/19–2021/22
ECONOMIC CLASSIFICATION
Current pay-ments
125 830 139 626 155 561 144 423 4,7% 51,4% 156 911 167 758 178 255 7,3% 53,9%
Compensation of employees
94 374 106 359 116 848 109 956 5,2% 38,9% 118 308 127 405 135 685 7,3% 40,9%
Goods and services1
31 456 33 267 38 713 34 467 3,1% 12,5% 38 603 40 353 42 570 7,3% 13,0%
of which:
Administrative fees
661 952 807 748 4,2% 0,3% 2 119 2 166 2 284 45,1% 0,6%
Agency and support/outsourced services
1 659 740 834 8 155 70,0% 1,0% 10 170 10 703 11 292 11,5% 3,4%
Consumables: Stationery, printing and office supplies
619 580 679 1197 24,6% 0,3% 1408 1474 1556 9,1% 0,5%
Travel and subsistence
11 371 11 038 11 478 13 170 5,0% 4,3% 14 577 15 169 16 001 6,7% 4,9%
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries90
AUDITED OUTCOME AD
JUST
ED
APPR
OPR
IATI
ON
AVER
AGE
G
RO
WTH
RAT
E (%
)
AVER
AGE:
EXP
END
ITU
RE/
TO
TAL
(%)
MEDIUM-TERM EXPENDITURE ESTIMATE AV
ERAG
E G
RO
WTH
RAT
E (%
)
AVER
AGE:
EXP
END
ITU
RE/
TOTA
L (%
)
R THOUSAND 2015/16 2016/17 2017/18 2018/19 2015/16–2018/19 2019/20 2020/21 2021/22 2018/19–2021/22
ECONOMIC CLASSIFICATION
Foreign gov-ernments and international organisations
Public corporations and private enterprises
Non-profit organisations
Provinces and Municipalities
Departmental agencies and accounts
31 911
40 693
986
3
36 460
42 306
92 398
–
2
35 309
35 616
44 582
170
2
41 917
38 466
47 168
–
4
43 239
6,4%
5,0%
-100,0%
10,1%
5,8%
13,5%
20,4%
0,1%
–
14,3%
39 715
48 689
–
3
45 251
41 889
51 366
–
3
47 739
44 192
54 191
–
3
50 364
4,7%
4,7%
–
-9,1%
5,2%
13,7%
16,8%
–
-
15,5%
Households 256 223 356 104 -25,9% 0,1% – – – -100,0% –
Payments for capital assets
610 586 463 515 -5,5% 0,2% 316 366 386 -9,2% 0,1%
Machinery and equipment
610 586 463 515 -5,5% 0,2% 316 366 386 -9,2% 0,1%
Payments for financial assets
9 14 – – -100,0% – – – – – –
Total 236 758 310 464 278 667 273 919 – 100,0% 290 885 309 121 327 391 – 100,0%
Proportion of total programme
expendi-ture to vote expenditure
3,7% 4,8% 4,1% 3,5% – – 3,8% 3,9% 3,9% – –
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 91
8.6. Risk management
Risks description Mitigating factors
Agricultural sector not transforming to expectation • Forestry Charter
• Agricultural Development Trust
• Vulnerable Workers Summit resolutions
• Sectoral minimum wage
• AgriBEE Charter
• Delivery units established
9. PROGRAMME 5: FORESTRY AND NATURAL RESOURCE MANAGEMENT
Purpose: Develop and facilitate the implementation of policies and targeted programmes to ensure proper management of forests and the sustainable use and protection of land and water. Manage agricultural risks and disasters.
The programme comprises the following subprogrammes:• Management: Oversees and manages the programme.
• Forestry Operations: Ensure the sustainable management of state forests and other assets, such as statenurseries, to optimise social and economic benefits in rural areas and promote the sector’s growth throughoutSouth Africa.
• Forestry Oversight and Regulation: Provides leadership, advice and direction in the formulation of forestrydevelopment and regulation policies, strategies and frameworks; and ensures the effective promotion anddevelopment of small-scale and commercial forestry.
• Natural Resources Management: Facilitates the development of infrastructure and the sustainable use ofnatural resources through an enabling framework for the sustainable management of woodlands and indig-enous forests, and the efficient development and revitalisation of irrigation schemes and water use. This subprogramme also facilitates climate change mitigation and adaptation, risk and disaster management; andpromotes, regulates and coordinates the sustainable use of natural resources, particularly land and water.
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries92
9.1. Strategic objective and annual targets for 2019/20 to 2021/22
STR
ATEG
IC O
BJEC
TIVE
STR
ATEG
IC O
BJEC
TIVE
IN
DIC
ATO
R
STRATEGIC PLAN
TARGET (5-YEAR TARGET)
AUDITED/ACTUAL
ESTI
MAT
ED
PER
FOR
MAN
CE MEDIUM-TERM TARGETS
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
2.1 Ensure in-creased pro-duction and productivity in prioritised areas as well as value chains
Increase hectares planted for the production of timber by 2019/20
6 670 ha of TUP planted
2 279,79 ha were planted
1 992,98 hectares were planted (in temporary unplanted areas) in Limpopo, KwaZu-lu-Natal and Eastern Cape regions.
996,93 hectares were planted in the Kwazulu-Na-tal (78,69), Eastern Cape (872,24) and Limpopo (46,00) regions
550 ha replanted
945 ha replanted
1 155 ha replanted
1 570 ha replanted
3.1 Lead and co-ordinate government food securi-ty initiatives
Imple-ment the Agro-for-estry Strategy Framework to contrib-ute towards food securi-ty initiatives by 2019/20
Implemen-tation of the Agro-forestry Strategy Framework
– Agro-forest-ry Strategy developed
Agro-forestry Strategy Framework approved by EXCO
Imple-mentation of the Agro-for-estry Strategy Frame-work
Agro-for-estry Strategy Frame-work imple-mented
Agro-for-estry Strategy Frame-work imple-mented
Agro-for-estry Strategy Frame-work imple-mented
4.1 Ensure the conserva-tion, protec-tion, rehabili-tation and recovery of depleted and degrade natural resources
Rehabil-itation of natural resources to promote the sustain-able use and man-agement of natural resources by 2019/20
1 500 ha of land rehabili-tated
302,65 ha
300,28 ha A total of 300,56 hecters of state indige-nous forests have been rehabilitated
300 ha of land reha-bilitated
300 ha of land rehabili-tated
300 ha of land rehabili-tated
300 ha of land rehabili-tated
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 93
STR
ATEG
IC O
BJEC
TIVE
STR
ATEG
IC O
BJEC
TIVE
IN
DIC
ATO
R
STRATEGIC PLAN
TARGET (5-YEAR TARGET)
AUDITED/ACTUAL
ESTI
MAT
ED
PER
FOR
MAN
CE MEDIUM-TERM TARGETS
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
4.2 Ensure the adapta-tion and mitigation to climate change through effective implemen-tation of prescribed frameworks
Implement Climate Change Adaptation and Mitigation Plans by 2019/20
Climate Change Adaptation and Mitigation Plan for Agriculture, Forestry and Fisheries implemented
– Climate Change Adaptation and Mitigation Plan for Agriculture, Forestry and Fisheries implemented
Climate Change Adaptation and Mitigation Plan for Agriculture, Forestry and Fisheries implemented
Climate Change Mitigation and Ad-aptation Plan
Imple-mentation Guide-lines de-veloped
Annual report on the im-plemen-tation of the CCAMP devel-oped
Annual report on the im-plemen-tation of the CCAMP devel-oped
Annual report on the imple-mentation of the CCAMP developed
9.2. Programme performance indicator and annual targets for 2019/20 to 2021/22
PROGRAMME PERFORMANCE INDICATOR
AUDITED/ACTUAL
ESTI
MAT
ED
PER
FOR
MAN
CE MEDIUM-TERM TARGETS
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/222.1.1 Number of hectares
planted in temporary unplanted areas (TUPs)
2 279,79 ha were planted
1 992,98 hectares were planted (in temporary unplanted areas) in Limpopo, KwaZulu –Natal andEasternCape regions
996,93 hectares were planted in the Kwazu-lu-Natal (78,69), Eastern Cape (872,24) and Limpopo (46,00) regions
550 ha 945 ha 1 155 ha 1 570 ha
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries94
PROGRAMME PERFORMANCE INDICATOR
AUDITED/ACTUAL
ESTI
MAT
ED
PER
FOR
MAN
CE MEDIUM-TERM TARGETS
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/222.1.2 Re-commissioning of
Western Cape state forest plantations
– The Land Rights Inquiry was conducted and the report has been devel-oped
3 planned legal entities were not estab-lished, however two existing legal entities for Kluitjeskraal Community Empowerment Trust and La Motte Empow-erment Trust were adopted for re-commis-sioning
Establish-ment of six legal entities
Recom-missioning business model developed
Recom-missioning business model im-plemented
Recom-missioning business model im-plemented
3.1.1 Agro-forestry Strategy framework implement-ed
Agro- for-estry Strat-egy was developed
Agro-forestry Strategy framework has been approved by EXCO on 27 of March 2017
Draft Memoran-da of Under-standing for two pilot sites were developed
Project plans on the two pilot sites imple-mented
Project plan piloted in two prov-inces
Agro-forest-ry Strategy framework implement-ed
Agro-forest-ry Strategy framework implement-ed
4.1.1 Monitoring of agricul-tural land rehabilitation interventions
– – Annual perfor-mance moni-toring report on agricultural land rehabilitation in-terventions has been compiled
Annual per-formance monitoring report on agricultural land rehabil-itation inter-ventions
Annual per-formance monitoring report on agricul-tural land rehabilitation interven-tions
Annual per-formance monitoring report on agricultural land rehabil-itation inter-ventions
Annual per-formance monitoring report on agricul-tural land rehabilitation interventions
4.1.2 Number of hectares of state indigenous forests rehabilitated
302,65 ha A total of 300,287 ha of state indigenous forests have been rehabil-itated
300 ha of state indigenous forests
300 ha of state indigenous forests.
250 ha of state indigenous forests.
250 ha of state indigenous forests
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 95
PROGRAMME PERFORMANCE INDICATOR
AUDITED/ACTUAL
ESTI
MAT
ED
PER
FOR
MAN
CE MEDIUM-TERM TARGETS
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/224.1.3 Number of projects to
support revitalisation of irrigation schemes implemented
For the period under
review, the following
work was done in
terms of Vaalharts
revital-isation project:
• 3095,622 msub-sur-face
pipes installed
• 857,83m main
pipes installed (63
m is for pipe jacking)
• 1 reser-voir was
construct-ed
• 37manholes
1 project to support revitalisation of irrigation schemes has been imple-mented in Vaalharts Irrigation Scheme.
1 project to support
revitalisation
of irrigation
schemes has
been implemented
in Vaalharts
Irrigation
Scheme
1 1 1 1
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries96
PROGRAMME PERFORMANCE INDICATOR
AUDITED/ACTUAL
ESTI
MAT
ED
PER
FOR
MAN
CE MEDIUM-TERM TARGETS
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/224.2.1 Climate Change
Adaptation and Mitigation Plan (CCAMP) for Agriculture, Forestry and Fisheries implemented
Biogas Production
Integrated Crop-Live
Stock System was
imple-mented and the
report on implemen-
tation was compiled
The Climate
Change Plan has
been implemented
through vulnerability
mapping
for
conventional
farming system
and the report on
implemen-tation
was compiled
Climate Change
Adaptation and
Mitigation Plan
for Agriculture,
Forestry and
Fisheries was
approved by
EXCO on 19
of February
2018
Climate Change Mitigation and Adaptation Plan
imple-mentation guidelines developed
Annual report on the imple-mentation of the CCAMP developed
Annual report on the imple-mentation of the CCAMP developed
Annual re-port on the implemen-tation of the CCAMP developed
4.2.2 Climate Smart Agriculture (CSA) Strategic Framework implemented
– – Draft CSA Strategic Framework developed
CSA Strategic Framework approved by DG
Annual report on the imple-mentation of the CSA Strategic Framework developed
Annual report on the imple-mentation of the CSA Strategic Framework developed
Annual report on the imple-mentation of the CSA Strategic Framework developed
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 97
9.3. Quarterly targets 2019/20
PROGRAMME PERFORMANCE INDICATOR
REPORTING PERIOD
ANNUAL TARGET
QUARTERLY TARGETS
1ST 2ND 3RD 4TH
2.1.1 Number of hectares planted in temporary unplanted areas (TUPs)
Quarterly 945 ha 276 ha – 344 ha 325 ha
2.1.2 Re-commissioning of Western Cape state forest planta-tions
Quarterly Recommission-ing business model devel-oped
Terms of ref-erence for the appointment of transaction ad-visor developed
Transaction ad-visor appointed
Draft recom-missioning business mod-el developed
Recommis-sioning busi-ness model developed
3.1.1 Agro-forestry Strategy Framework implemented
Quarterly Project plan piloted in two provinces
– Project plans developed
Project plan piloted in two provinces
Project plan piloted in two provinces
4.1.1 Monitoring of agri-cultural land rehabili-tation interventions
Bi-annually Annual perfor-mance moni-toring report on agricultural land rehabilitation interventions developed
– Mid-term performance monitoring report on the climate change programmes developed
– Annual perfor-mance mon-itoring report on the climate change programmes developed
4.1.2 Number of hectares of state indigenous forests rehabilitated
Quarterly 300 ha of state indigenous forests
– 100 ha 100 ha 100 ha
4.1.3 Number of projects to support revitali-sation of irrigation schemes imple-mented
Annually 1 – – – 1
4.2.1 Climate Change Adaptation and Miti-gation plan (CCAMP) for Agriculture, For-estry And Fisheries implemented
Quarterly Annual report on the imple-mentation of the CCAMP developed
- Action plan for the imple-mentation of the CCAMP developed
Quarterly re-port on the im-plementation of the CCAMP developed
Annual report on the imple-mentation of the CCAMP developed
Quarterly report on the imple-mentation of the CCAMP
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries98
PROGRAMME PERFORMANCE INDICATOR
REPORTING PERIOD
ANNUAL TARGET
QUARTERLY TARGETS
1ST 2ND 3RD 4TH
4.2.2 Climate Smart Agri-culture (CSA) Stra-tegic Framework im-plemented
Quarterly Annual report on the imple-mentation of the CSA Strategic Framework developed
Action plan for the implemen-tation of the CSA Strategic Framework developed
Quarterly report on the implemen-tation of the CSA Strategic Framework developed
Quarterly report on the implemen-tation of the CSA Strategic Framework developed
Annual report on the im-plementation of the CSA Strategic Framework developed
Quarterly report on the implemen-tation of the CSA Strategic Framework developed
9.4. Consolidated performance indicators and annual targets
The consolidated indicators provided in the table below are delivered by Provincial Departments of Agriculture (PDAs) through the LandCare Conditional Grant Programme. The DAFF will provide oversight and consolidate the performance achieved in all nine PDAs.
Consolidated performance indicator
Audited/Actual performance Estimated performance
Medium-term targets
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
4.1.4 Number of hectares of agricultural land rehabilitated
– – 16 000* 16 000* 27 957* 27 957* 27 957*
* The medium-term targets for 2019/20–2021/22 relate to the hectares of land that will be rehabilitated at the Provincial Departments ofAgriculture through the LandCare conditional grant transferred to the Provincial Departments of Agriculture
9.4.1. Provincial breakdown 2019/20
Consolidated Performance Indicator
Total LP EC FS GP MP KZN NC NW WC
4.1.4 Number of hectares of agricultural land rehabilitated
27 957* 1 764* 5 389* 3 760* 140* 5 920* 2 594* 2 800* 4 798* 792*
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 99
9.4.2. Quarterly targets for 2019/20
Consolidated programme performance indicator Reporting period
Annual target
Quarterly targets
1st 2nd 3rd 4th
4.1.4 Number of hectares of agricultural land rehabilitated Quarterly 27 957* 1 000* 8 026* 8 799* 10 132*
9.5. Reconciling performance targets with the budget and MTEF
Per subprogramme 2019/20 2020/21 2021/22
R’000 R’000 R’000
Management 9,648 10,237 10,831
Forestry Operations 536,466 573,801 609,551
Forestry Oversight and Regulation 63,120 67,317 71,538
Natural Resources Management 429 817 394,198 418,000
Total 1 039 051 1 045,553 1 109 920
9.6. Expenditure estimates
AUDITED OUTCOME AD
JUST
ED
APPR
OPR
IATI
ON
AVER
AGE
G
RO
WTH
RAT
E (%
)
AVER
AGE:
EXP
END
ITU
RE/
TO
TAL
(%)
MEDIUM-TERM EXPENDITURE ESTIMATE AV
ERAG
E G
RO
WTH
RAT
E (%
)
AVER
AGE:
EXP
END
ITU
RE/
TOTA
L (%
)
R THOUSAND 2015/16 2016/17 2017/18 2018/19 2015/16–2018/19 2019/20 2020/21 2021/22 2018/19–2021/22
ECONOMIC CLASSIFICATION
Current payments
672 344 873 144 694 953 865 652 8,8% 68,8% 849 421 907 592 964 456 3,7% 74,6%
Compen-sation of employees
503 672 516 278 533 009 574 815 4,5% 47,1% 621 513 668 123 711 550 7,4% 53,5%
Goods and services1
168 672 356 565 161 267 289 411 19,7% 21,6% 226 413 237 892 251 242 -4,6% 20,9%
of which:
Consultants : Business and advisory services
15 531 11 956 8559 79 292 72,2% 2,6% 16 933 18 032 18 944 -37,9% 2,8%
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries100
AUDITED OUTCOME AD
JUST
ED
APPR
OPR
IATI
ON
AVER
AGE
G
RO
WTH
RAT
E (%
)
AVER
AGE:
EXP
END
ITU
RE/
TO
TAL
(%)
MEDIUM-TERM EXPENDITURE ESTIMATE AV
ERAG
E G
RO
WTH
RAT
E (%
)
AVER
AGE:
EXP
END
ITU
RE/
TOTA
L (%
)
R THOUSAND 2015/16 2016/17 2017/18 2018/19 2015/16–2018/19 2019/20 2020/21 2021/22 2018/19–2021/22
ECONOMIC CLASSIFICATION
Property payments
13 516 20 058 29 297 20 926 15,7% 1,9% 29 158 29 843 31 484 14,6 2,3
Travel and subsistence
37 045 33 513 31 691 30 393 -6,4% 2,9% 33 105 35 804 38 038 7,8% 2,9%
Interest and rent on land
– 301 677 1 426 – 0,1% 1 495 1 577 1 664 5,3% 0,1%
Transfers and subsidies1
142 537 158 002 222 075 706 329 70,5% 27,2% 144 410 88 673 93 455 -49,0% 21,5%
Provinces and munici-palities
124 337 146 755 213 483 702 480 78,1% 26,3% 143 441 87 634 92 419 -49,1% 21,3%
Departmental agencies and accounts
4 – – - -100,0% – – – – – –
Public corporations and private enterprises
7 122 – – 100,0% – – – – – –
Non-profit institutions
8 281 200 50 550 -59,5% 0,2% 400 400 400 -10,1% –
Households 9908 10 925 8542 3299 -30,7% 0,7% 569 603 636 -42,2% 0,1%
Payments for capital assets
47 011 46 249 43 447 45 154 -1,3% 4,0% 45 220 49 324 52 009 4,8% 4,0%
Buildings and other fixed structures
– 2 610 2 185 3 320 – 0,2% 3 000 3 500 3 500 1,8% 0,3%
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 101
AUDITED OUTCOME AD
JUST
ED
APPR
OPR
IATI
ON
AVER
AGE
G
RO
WTH
RAT
E (%
)
AVER
AGE:
EXP
END
ITU
RE/
TO
TAL
(%)
MEDIUM-TERM EXPENDITURE ESTIMATE AV
ERAG
E G
RO
WTH
RAT
E (%
)
AVER
AGE:
EXP
END
ITU
RE/
TOTA
L (%
)
R THOUSAND 2015/16 2016/17 2017/18 2018/19 2015/16–2018/19 2019/20 2020/21 2021/22 2018/19–2021/22
ECONOMIC CLASSIFICATION
Software and other intangi-ble assets
– 60 11 7 – – – – – -100,0% –
Payments for financial assets
388 346 29 – 100,0% – – – – – –
Total 862 280 1 077 741
960 504 1 617 135
– 100,0% 1 039 051 1 045 553
1 109 920
4,8% 100,0%
Proportion of total pro-gramme
expenditure to vote ex-penditure
13,5% 16,6% 14,3% 20,9% – – 13,6% 13,2% 13,2% – –
9.7 Risk Management
Risks description Mitigating factors
Unsustainable use and degradation of natural resource • Early warning systems
• Reduction/mitigation and recovery of disaster risk
• Capacity building, training and awareness
• Climate change Adaptation and Mitigation plan (plan andprogrammes)
• Subdivision of Agricultural Land Act, 1970 (Act no. 70 of 1970)(SALA)
• Conservation of Agricultural Resources Act,1983 (Act no. 43 of1983) (CARA)
• National Veld and Forest Fire Act, 1998 (Act No. 101 of 1998)(NVFFA)
• National Forests Act, 1998 (Act No. 84 of 1998)
• Some provinces utilise CASP and Ilima funds for work on irrigation schemes
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries102
10. PROGRAMME 6: FISHERIESPurpose: Promote the development, management, monitoring and sustainable use of marine living resources and the development of South Africa’s fisheries sector.
The programme comprises the following subprogrammes:
• Management: Oversees and manages the programme.
• Aquaculture: Ensures the growth and economic development of the aquaculture and fisheries industriesfor sustainable livelihoods by providing public support and an integrated platform for the management ofaquaculture.
• Monitoring Control and Surveillance: Ensures the protection, promotion and sustainable use of marineliving resources by intensifying enforcement and compliance.
• Marine Resources Management: Ensures the sustainable, equitable and orderly use of and access tomarine living resources through improved management and regulation.
• Fisheries Research and Development: Ensures the promotion of the sustainable development of fisheriesresources and ecosystems by conducting and supporting appropriate research.
• Marine Living Resources Fund: Receives transfers for the management and sustainable use of marineliving resources to supplement the revenue received from levies on fish and fish products, permits, licencesand application fees, as well as proceeds from the sale of confiscated fish and fish products.
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 103
10.1. Strategic objective and annual targets for 2019 to 2021/22ST
RAT
EGIC
OBJ
ECTI
VE
STR
ATEG
IC O
BJEC
TIVE
IN
DIC
ATO
R
STRATEGIC PLAN TARGET (5-YEAR TARGET)
AUDITED/ACTUAL
ESTI
MAT
ED
PER
FOR
MAN
CE MEDIUM-TERM TARGETS
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
2.1 Ensure increased produc-tion and produc-tivity in prioritised areas as well as value chains
Promote aquacul-ture for economic growth by 2020
19 aquacul-ture projects supported
– 8 aqua-culture projects supported
9 Aquaculture projects were supported: Richardsbay, Kob Requa Mussels, Chapmans Mussels, Xesibe, Salmar Trading, Oystercatcher, Southern Atlantic Sea farms, Blue Ocean Mussels,
Saldanha Bay Oyster
4 aqua-culture projects supported
4 Operation Phakisa projects supported
4 Operation Phakisa projects supported
4 Operation Phakisa projects supported
3.1 Lead and coordi-nate gov-ernment food security initiatives
Promote transfor-mation and production of fishery by 2020
Framework for the allocation of fishing rights implemented
– Monitor and regu-late rights allocated to nine fishing sectors
Preparations are underway for the review of applicable policies and application forms
Allocate fishing rights to 12 fishing sectors that expire in 2020
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries104
STR
ATEG
IC O
BJEC
TIVE
STR
ATEG
IC O
BJEC
TIVE
IN
DIC
ATO
R
STRATEGIC PLAN TARGET (5-YEAR TARGET)
AUDITED/ACTUAL
ESTI
MAT
ED
PER
FOR
MAN
CE MEDIUM-TERM TARGETS
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
4.1 Ensure the con-servation, protec-tion, rehabilita-tion and recovery of deplet-ed and degraded natural resources
Depleted natural resources protected and recov-ered by 2020
Recovery plans of prioritised fish stocks
– Recovery plans of prioritised fish stocks
Recovery plans of prioritised fish stocks were compiled
Recovery plans of priori-tised fish stocks
Recovery plans of prioritised fish stocks
Recovery plans of priori-tised fish stocks
Recovery plans of priori-tised fish stocks
10.2. Programme performance indicators and annual targets for 2019/20 to 2021/2
PROGRAMME PERFORMANCE INDICATOR
AUDITED/ACTUAL ESTIMATED PERFOR-MANCE
MEDIUM-TERM TARGETS
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
2.1.1 Number of aquaculture catalyst pro-jects (identified and listed un-der Operation Phakisa) supported
4 Operation Phakisa pro-jects for phase 1 supported
5 Operation Phakisa pro-jects for phase 1 supported
3 Operation Phakisa pro-jects for phase 2 supported
9 Aquaculture projects were supported:
• Richard’s BayKob
• Requa Mussels
• ChapmansMussels
• Xesibe
• Salmar Trading
• Oystercatcher
• SouthernAtlantic Seafarms
• Blue OceanMussels
• Saldanha BayOyster
4 Operation Phakisa projects supported
4 Operation Phakisa projects supported
4 Operation Phakisa projects supported
4 Operation Phakisa projects supported
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 105
PROGRAMME PERFORMANCE INDICATOR
AUDITED/ACTUAL ESTIMATED PERFOR-MANCE
MEDIUM-TERM TARGETS
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
2.1.2 Small-scale aquaculture support programme developed
– – – Small-scale Aquaculture Support Programme concept note developed
Small-scale Aquaculture Support Programme concept note developed
Small-scale Aquaculture Support Programme implemented
Small-scale Aquaculture Support Programme implemented
2.1.3 Aquaculture Development Act Implementation Plan developed
Bill submitted to Parliament for approval
Bill approved
The Department of Planning, Monitoring and Evaluation (DPME) has assessed the Socio-Economic Impact Assessment (SEIAS) of the Aquaculture Development Bill and granted permis-sion to the depart-ment to proceed with the submission of the Bill to Cabinet
Aquaculture Development Bill/Act implemen-tation plan developed
Develop implementa-tion plan for Aquaculture Development Act
Aquaculture Development Act implemented
Aquaculture Development Act implemented
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries106
PROGRAMME PERFORMANCE INDICATOR
AUDITED/ACTUAL ESTIMATED PERFOR-MANCE
MEDIUM-TERM TARGETS
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
2.1.4 Number of aquaculture re-search projects conducted
2 new research projects on genet-ics and nutrition for aqua-culture species conducted
2 new research projects on new candidate species for aqua-culture conducted
2 new studies on production systems for new candidate species for aquacul-ture were conducted and report has been compiled
1 new research project on economics of new candidate species for aquaculture conducted (Sea Urchin)
1 new re-search project on production systems for new candidate species for aquaculture conducted (scallops)
1 aquatic animal health research pro-ject (Epizootic Ulcerative Syndrome)
1 research project on cli-mate change: Assessment of Temperature, De-oxygenation and Acidification on Aquaculture
1 new research project on econom-ics of new candidate species for aquaculture conducted (Sea Urchin)
1 aquatic animal health research pro-ject (Disease Preventative Measures)
1 research project on cli-mate change: Assessment Of Coastal De-Oxygenation And Acidification
1 new research pro-ject on food safety for new aquacul-ture species conducted (Sea Urchin)
1 aquatic animal health research project
1 new research on food safety for new aquaculture species con-ducted (Sea Urchin)
1 aquatic animal health research project
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 107
PROGRAMME PERFORMANCE INDICATOR
AUDITED/ACTUAL ESTIMATED PERFOR-MANCE
MEDIUM-TERM TARGETS
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
3.1.1 Commercial fishing rights allocated
– – Appeals only final-ised in four newly allocated fishing sec-tors (hake inshore, fish processing establishment, large pelagic and patago-nian toothfish)
Revised policies and application forms for 12 fishing sectors which expire in 2020
Revised policies and application forms for 12 fishing sectors which expire in 2020
Allocate fishing rights to 12 fishing sectors that expire in 2020
Allocate fishing rights to 12 fishing sectors that expire in 2020
– – – – Revised policy for the Transfer of Fishing Rights and application form
Revised policy for the Transfer of Fishing Rights and application form
–
3.1.2 Small-scale Fisheries Policy implemented
Rights al-located to registered small-scale fisheries coopera-tives
Rights al-located to registered small-scale fisheries coopera-tives
Small-scale Fisheries Co-operative Training Manual was developed and training provided to communities in NC and KZN.
Rights allocated to registered small-scale fisheries cooperatives
Rights allocated to registered small-scale fisheries cooperatives (Eastern Cape, KZN and Western Cape)
Monitor and support of the small scale fisher-ies sector
Monitor and support of the small scale fisher-ies sector
4.1.1 Sustainable management of fish stocks
Recovery plans for the three sectors: abalone, West Coast rock lob-ster and deep wa-ter hake updated
Recovery plans for the two sectors: abalone and West Coast rock lobster
Recovery plans for the two sectors: abalone and West Coast rock lobster were compiled.
Recovery plans for the two sectors: abalone and West Coast rock lobster
Recovery plans for the two sectors: abalone and West Coast rock lobster
– –
Research report to indicate fish stock levels compiled
Research report to indicate fish stock levels compiled
Research report to indicate fish stock levels compiled for:
West Coast rock lobster, deep-water hake and abalone
Research reports compiled for two sectors: abalone and West Coast rock lobster
Research reports compiled for two sectors: abalone and West Coast rock lobster
Research reports compiled for two sectors: abalone and West Coast rock lobster
Research reports compiled for two sectors: abalone and West Coast rock lobster
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries108
PROGRAMME PERFORMANCE INDICATOR
AUDITED/ACTUAL ESTIMATED PERFOR-MANCE
MEDIUM-TERM TARGETS
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
4.1.2 Number of inspections conducted
4548 compli-ance and enforce-ment measures in the four prioritised fisheries sectors: hake, abalone, rock lob-ster and line fish imple-mented
2900 compli-ance and enforce-ment measures in the six prioritised fisheries sectors: hake, abalone, rock lobster, line fish pelagic and squid imple-mented
A total of 6 599 compliance and enforcement meas-ures in six prioritised fisheries sectors were implemented (hake, abalone, rock lobster, linefish, pe-lagic and squid).
4500
compliance and en-forcement measures in the six priori-tised fisheries sectors: hake, abalone, rock lobster, line fish, pelagic and squid implemented
5 500
compliance and enforce-ment meas-ures in the six prioritised fisheries sec-tors: hake, abalone, rock lobster, line fish, pelagic and squid implemented
5 500
compliance and enforce-ment meas-ures in the six prioritised fisheries sec-tors: hake, abalone, rock lobster, line fish, pelagic and squid implemented
5 500
compliance and enforce-ment meas-ures in the six prioritised fisheries sectors: hake, aba-lone, rock lobster, line fish, pelagic and squid implemented
4.1.3 Number of joint operations conducted with partners includ-ing Operation Phakisa initia-tive 5
26 operations
compli-ance=12
monitor-ing and surveil-lance=6
fisheries protection vessels=8
30 operations
compli-ance =14
monitor-ing and
surveil-lance =8
fisheries protection vessels =8
65 joint operations were conducted (compliance = 28; monitoring and sur-veillance = 13; and fisheries protection vessels = 24)
40 operations 60 joint operations conducted with partners
64 joint operations conducted with partners
68 joint operations conducted with partners
4.1.4 Number of investigations conducted
– 276 A total of 312 inves-tigations conducted
280 284 286 288
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 109
10.3. Quarterly targets for 2019/20
PROGRAMME PERFORMANCE INDICATOR
REPORTING PERIOD
ANNUAL TARGET
QUARTERLY TARGETS
1ST 2ND 3RD 4TH
2.1.1 Number of aquacul-ture catalyst projects (identified and listed under Operation Phakisa) supported
Quarterly 4 Operation Phakisa projects supported
One Operation
Phakisa project
supported
One Operation
Phakisa project
supported
One Operation
Phakisa project
supported
One Operation
Phakisa project
supported
2.1.2 Small-scale Aquaculture Support Programme developed
Quarterly Small-scale Aquaculture Support Programme concept note developed
– Draft concept
note
Stakeholder
consultations
Approved
concept note by
DDG: Fisheries
Management
2.1.3 Aquaculture Development Act implementation plan developed
Quarterly Develop imple-mentation plan for Aquaculture Development Act
– Draft imple-mentation plan
developed
Public consultations
conducted
Aquaculture Development Act im-plementa-tion plan developed
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries110
PROGRAMME PERFORMANCE INDICATOR
REPORTING PERIOD
ANNUAL TARGET
QUARTERLY TARGETS
1ST 2ND 3RD 4TH
2.1.4 Number of aquacul-ture research projects conducted
Bi-annually 1 new research on economics of new candi-date species for aquaculture conducted (sea urchin)
– Progress report on economics
of new candidate
species for aquaculture
conducted (sea urchin)
– Final progress report on one new research economics
of new candidate
species for aquaculture
conducted (sea urchin)
Bi-annually 1 aquatic animal health research project (Disease preventative measures)
– Progress report on disease preventative measures
– Final progress report on one aquatic animal health research disease preventative measures
Bi-annually 1 research project on climate change: Assessment of Coastal De-oxygenation and Acidification
– Progress report on maintenance of monitoring programs
– Final(draft publication) report on drivers of de-oxygena-tion from the West Coast
3.1.1 Commercial fishing rights allocated
Quarterly Revised policies and application forms for 12 fishing sectors which expire in 2020
- Policies and application forms reviewed with internal stakeholders
Policies and application forms reviewed with external stakeholders
Policies and application forms for 12 fishing sectors which expire in 2020 revised
Quarterly Revised policy for the transfer of fishing rights and application form
- Policy and application form reviewed with internal stakeholders
Policy and application form reviewed with external stakeholders
Policy for the transfer of fishing rights and appli-cation form revised
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PROGRAMME PERFORMANCE INDICATOR
REPORTING PERIOD
ANNUAL TARGET
QUARTERLY TARGETS
1ST 2ND 3RD 4TH
3.1.2 Small-scale Fisheries Policy implemented
Quarterly Rights allocated to registered small-scale fisheries coop-eratives (Eastern Cape, KZN and Western Cape)
Allocation of
rights to small-scale
fisheries
cooperatives in Eastern Cape
Allocation of
rights to small-scale
fisheries
cooperatives in KZN
Allocation of
rights to small-scale
fisheries
cooperatives in Western Cape
Rights allocated to registered small-scale fisheries cooperatives finalised (Eastern Cape, KZN and Western Cape)
4.1.1 Sustainable manage-ment of fish stocks
Bi-annually Recovery plans for the two sectors: abalone and West Coast rock lobster
– – Recommendation on
determination of TAC, TAE or
combination
thereof in respect
of the abalone
and WCRL
fishing sectors
submitted for
approval
Recovery plans for the two sectors: abalone and West Coast rock lobster
Annually Research reports compiled for two sectors: abalone and West Coast rock lobster
– Research re-ports to update status of fish stocks and recommend
catch limits to achieve recovery
targets for the Abalone and WCRL
– –
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PROGRAMME PERFORMANCE INDICATOR
REPORTING PERIOD
ANNUAL TARGET
QUARTERLY TARGETS
1ST 2ND 3RD 4TH
4.1.2 Number of inspec-tions conducted
Quarterly 5500
compliance and enforcement measures in the six prioritised fisheries sectors: hake, abalone, rock lobster, line fish, pelagic and squid implemented
1 150 1 600 1 600 1 150
4.1.3 Number of joint oper-ations conducted with partners including Operation Phakisa Initiative 5
Quarterly 60 joint opera-tions conducted with partners
13 17 17 13
4.1.4 Number of investiga-tions conducted
Quarterly 284 71 71 71 71
10.4. Reconciling performance targets with the budget and MTEF
PER SUBPROGRAMME 2019/20 2020/21 2021/22
R’000 R’000 R’000
Management 3 478 3,739 3 982
Aquaculture 42,837 46,050 49,045
Monitoring Control and Surveillance 96,033 103,235 109,944
Marine Resources Management 25,268 27,161 28,926
Fisheries Research and Development 77,829 83,665 89,103
Marine Living Resources Fund 274 278 289 363 305 278
Total 519,723 553,213 586,278
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10.5. Expenditure estimates
AUDITED OUTCOME AD
JUST
ED
APPR
OPR
IATI
ON
AVER
AGE
G
RO
WTH
RAT
E (%
)
AVER
AGE:
EXP
END
ITU
RE/
TO
TAL
(%)
MEDIUM-TERM EXPENDITURE ESTIMATE AV
ERAG
E G
RO
WTH
RAT
E (%
)
AVER
AGE:
EXP
END
ITU
RE/
TOTA
L (%
)
R THOUSAND 2015/16 2016/17 2017/18 2018/19 2015/16–2018/19 2019/20 2020/21 2021/22 2018/19–2021/22
ECONOMIC CLASSIFICATION
Current payments
207 014 226 135 242 430 227 613 3,2% 46,9% 245 445 263 850 281 000 7,3% 47,4%
Compensation of employees
207 014 226 135 242 430 227 613 3,2% 46,9% 245 445 263 850 281 000 7,3% 47,4%
Transfers and subsidies1
258 830 241 914 262 292 260 198 0,2% 53,1% 274 278 289 363 305 278 5,5% 52,6%
Departmental agencies and accounts
258 623 241 759 261 666 259 733 0,1% 53,0% 274 278 289 363 305 278 5,5% 52,6%
Households 207 155 626 465 31,0% 0,1% – – – -100,0% –
Payments for financial assets
46 41 – – 100% – – – – – –
Total 465 890 468 090 504 722 487 811 – 100,0% 519 723 553 213 586 278 – 100,0%
Proportion of total programme
expendi-ture to vote expenditure
7,3% 7,2% 7,5% 6,3% – – 6,8% 7,0% 7,0% – –
10.6 Risk management
Risks description Mitigating factors
Unsustainable use and degradation of natural resource • Marine Living Resource Act, 2014 (Act no. 5 of 2014) (MLRA)
• Integrated Fisheries Security Strategy
Part C: Links to Other Plans
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11. FIXED CAPITAL ASSETS
11.1. Acquisition and asset managementThe department normally plans for the construction of new buildings; repairs and maintenance of fixed capital assets in conjunction with the official programme of the DPW. Once needs have been identified, a certified needs assessment is submitted to the DPW as the custodian of all government buildings.
PROJECT NAME TYPE OF INFRASTRUCTURE
SERVICE DELIVERY OUTPUTS
2019/20
R’000
2020/21
R’000
2021/22
R’000
Foot-and-mouth disease border fence
Fence and access roads and water control structures
20 km elephant control fence and 20 km normal fence
23 002 24 438 25 968
Drilling Boreholes 120 boreholes per year 10 551 11 235 11 842
Upington Office building and laboratory
Upgrading of offices and store-rooms; and construction of evaporation pan and laboratory
200 200 200
Western Cape: Cape Town Kennels Building of sniffer dog kennels 100 102 1 000
Limpopo: Mutale Municipality District
Seed bank New seed bank building 500 500 200
Eastern Cape: Sterkspruit Seed bank New seed bank building 250 250 200
Western Cape: Stellenbosch lab
Office building Upgrading and maintenance of building and laboratory facility
1 039 1 667 2 100
Mpumalanga: Skukuza alterations
Office building and laboratory
Upgrading of existing buildings and laboratories
350 350 –
Gauteng: Harvest House Parking area Revamping of the parking area at Harvest House
350 350 –
Western Cape: Stellenbosch
Office building Alteration to existing entrance and exit to Polka Drive and new security fence around Blocks A and B
500 500 1 000
Western Cape: Cape Town coastline
Office buildings Repairs and maintenance of fisheries harbours along the coastline
600 250 40
DAFF head office Office buildings Upgrading and maintenance of building
122 122 7 000
Western Cape: Stellenbosch
Dams Rehabilitation of two irrigation dams, including repair of dam wall
500 500 100
Pretoria site clearance Office buildings Site clearance of remaining ext of Prinshof Agric Place
5 000 5 000 –
Western Cape: Stellenbosch
Sewerage system Upgrading of sewerage system 500 500 –
Gauteng: Maizeboard Office building Maizeboard: Repairs and main-tenance: status quo
800 800 500
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PROJECT NAME TYPE OF INFRASTRUCTURE
SERVICE DELIVERY OUTPUTS
2019/20
R’000
2020/21
R’000
2021/22
R’000
Eastern Cape: Grootfontein Agricultural Development Institute
Classroom Construction of the classroom 600 600 126
Prevention and mitigation of disasters
Water reservoir Building of water reservoirs 3 000 3 500 3 500
Upgrade of laboratory Stellenbosch FSQA
Laboratory Upgrade of laboratory—Stellenbosch FSQA
2 000 – –
Upgrade of laboratory—Pretoria FSQA
Quarantine station Upgrading of laboratory—Pretoria FSQA
6 500 – –
Western Cape: Milnerton Quarantine station Upgrading of animal quarantine station
200 80 –
Gauteng: Roodeplaat: Plant genetic centre
Office building Upgrade of Plant Genetic Centre: Roodeplaat
5 000 6 000 3 475
Eastern Cape: Grootfontein Agricultural Development Institute
Water and sewerage reticulation
Upgrading of infrastructure at Grootfontein Agricultural Development Institute
4 000 4 000 7 000
Eastern Cape: Sterkspruit Seed bank Site clearance of seed bank at Sterkspriut
300 300 1 000
Gauteng: Sefala roof Office building Sefala building replacement of roof water proofing structures
500 500 –
Maintenance and repairs projects
Office buildings Various maintenance and re-pairs to office buildings
14 927 21 582 6 525
Bloemfontein Office buildings Bloemfontein: repair and renovations of offices at the old SABS building 116 Church Street
1 000 1 000 1 000
Total 82 391 84 326 72 776
11.2. Movable assets
The following is a summary of the anticipated acquisition of movable assets and related costs:
ASSET TYPE 2019/20 2020/21 2021/22
R’000 R’000 R’000
Building and other fixed structures 66 164 61 444 65 251
Machinery and equipment 64 417 56 909 60 245
Biological assets 25 25 26
Software and other intangible assets – – –
Total 130 606 118 378 125 522
11.3. Rehabilitation and maintenance of physical assetsAll departmental assets are being serviced as and when required or in terms of a maintenance plan. Assets that are not serviceable are normally auctioned off—the proceeds of which are deposited into the National Revenue Fund.
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11.4. Capital transfers
The department plans to transfer the following capital funds:
ITEM 2019/20 2020/21 2021/22
R’000 R’000 R’000
ARC: FMD vaccine production facility 130 000 140 000 130 000
ARC: Agricultural research and infrastructure 19 844 20 936 22 087
CASP: Flood damaged infrastructure 65 631 – –
Total 215 475 160 936 152 087
11.5. Multi-year projections and projected receipts from the sale of assets
DEPARTMENTAL RECEIPTS 2019/20 2020/21 2021/22
R’000 R’000 R’000
Sales of goods and services 239 751 250 301 261 314
Sale of scrap, waste and other used current goods 781 815 852
Transfers received 489 510 533
Fines, penalties and forfeits 48 50 52
Interest, dividends and rent on land 5 400 5 637 5 885
Sales of capital assets 1 571 1 640 1 712
Financial transactions in assets and liabilities 14 100 14 721 15 368
Total 262 140 273 674 285 716
11.6. Information and Communication Technology PlanThe Information and Communication Technology Plan of the department will assist it to standardise hardware and software, internal standardisation, introduce solutions such as leasing of computers, be innovative to resolve budget constraints, ensure use of limited resources to achieve targets.
ICT SDO values
• D = Done and deliver
• I = Integrity and innovation
• C = Communication and compliance
• T = Technology and trust
The following DAFF strategic ICT objectives were formulated in response to the external and strategic drivers and are a major, comprehensive means for accomplishing the vision:
• Ensure inter-operability and integration of different applications across the department;
• Align ICT operations and processes with the DAFF strategic objectives;
• Build an ICT organisation that is better prepared to lead, consolidate and support ICT initiatives across thedepartment;
• Enhance, build or acquire business systems to improve service delivery;
• Assist the departmental business units in harnessing its intellectual property and make information readilyavailable and accessible; and
• Develop or implement communication and change management procedures, and provide a stable and secureICT environment.
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OUTCOME OUTPUT MEDIUM TERM TARGETS
2019/20 2020/21 2021/22
Implementation of priority technology projects (technology architecture) as specified by the approved ICT Plan
ICT Plan approved and implemented
One ICT Plan
prioritised project
implemented
One ICT Plan
prioritised project
implemented
One ICT Plan
prioritised project
implemented
Reviewed and approved ICT Disaster Recovery Plan (ICT DRP)
Replication of hard-ware and servic-es to the DR site implemented
DAFF ICT DRP testing conducted
DAFF ICT DRP regression testing conducted
11.7. Public entities and other agencies
NAME OF PUBLIC ENTITY
MANDATE OUTPUTS CURRENT ANNUAL
BUDGET (R MILLIONS)
ARC The Agricultural Research Council was established in terms of the Agricultural Research Act (1990) and is the main agricultural re-search institution in South Africa. In terms of the Act, the council’s primary mandate is to conduct research and development, and effect the transfer of technology to promote agriculture and industry, contribute to a better quality of life, and facilitate and ensure conserva-tion of natural resources.
• Number of peer reviewed scientific publica-tions per year
• Number of cultivars registered per year
• Number of diagnostic and analytical servicesrendered per year
• Number of technical reports produced peryear
• Number of scientific publications per year
• Number of smallholder farmers supported peryear
• Number of smallholder farmers participat-ing in the Kaonafatso ya Dikgomo AnimalImprovement Scheme per year
1 223 706
MLRF The Marine Living Resources Fund was established in terms of the Marine Living Resources Act (1998). The fund’s mandate is to manage the development and sus-tainable use of South Africa’s ma-rine resources, and to protect the integrity and quality of the marine ecosystem
Number of job opportunities in the WfF Programme per year
Number of aquaculture catalyst projects supported under Operation Phakisa per year
Number of aquaculture research projects conduct-ed per year
Number of fisheries security inspections conducted per year
Number of enforcement and compliance inspec-tions in the four prioritised fisheries sectors (hake, abalone, rock lobster and linefish) per year
274 278
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NAME OF PUBLIC ENTITY
MANDATE OUTPUTS CURRENT ANNUAL
BUDGET (R MILLIONS)
National Agricultural Marketing Council
The National Agricultural Marketing Council was established in terms of Section 3 and section 4 of the Marketing of Agricultural Products Act (1996). The council is mandated to investigate the establishment, continuation, amendment or revocation of statutory measures affecting the marketing of agricultural products; and evaluate the desirability, necessity or efficiency of these statutory measures. It is also mandated to, if necessary, propose alternatives to the establishment, continuation, amendment or repeal of a statutory measure, and report to and advise the minister accordingly.
Number of trade research reports published per year
Number of agro-food chain journal articles published per year
Number of statutory measures status reports published per year
Number of Supply and Demand Estimates Committee reports published per year
Number of registers of directly affected groups reports published per year
Number of status reports of agricultural trusts published per year
Number of training reports on trustee capacity development published per year
Number of Agricultural Markets Schemes Trust and Grain Farmer Development Trust reports published per year
Number of agricultural Marketing training programmes facilitated per year
Number of agricultural development schemes designed per year
Number of livestock auctions facilitated per year
45 251
Onderstepoort Biological Products
Onderstepoort Biological Products was established as a public entity in terms of the Onderstepoort Biological Products Incorporation Act (1999), with government as its sole shareholder. The entity’s mandate is to prevent and control animal diseases that affect food security, human health and livelihoods through the continued development and efficient manufacturing of innovative animal-related pharmaceuticals (including vaccines) and related products.
Number of new markets developed and maintained per year
Number of new markets developed and maintained per year
Number of products and processes improved per year
Number of modern technologies developed per year
Number of training sessions for smallholder farmers and technicians facilitated per year
Number of emerging farmers association projects to support the smallholder and emerging farmers market per year
-
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NAME OF PUBLIC ENTITY
MANDATE OUTPUTS CURRENT ANNUAL
BUDGET (R MILLIONS)
PPECB The Perishable Products Export Control Board is an independent service provider of quality assurance, food safety, and cold chain management services for producers and exporters of perishable food products. It is mandated by government in terms of the Perishable Products Export Control Act (1983), which broadly requires the board to ensure the orderly export of perishables and monitor the proper maintenance of a continuous cold chain for exports It also derives its mandate from the Agricultural Products Standards Act (1990), which broadly requires the board to monitor the minimum quality standards of perishable exports, as required by government and bilateral agreements with importing countries
Number of mobile devices issued to inspectors car-rying out their duties per year
Number of depot and port audits undertaken per year
Number of consignment notes inspected per year
Number of students trained in the Agri-export Technologist Programme who are successfully placed per year
585
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12. CONDITIONAL GRANTS
Name of grant CASP
Purpose To provide post-settlement support to targeted beneficiaries of land reform and redistribution and other producers who have acquired land through private means and are engaged in value-adding enterprises domestically, or involved in export
Performance indicator • Subsistence, smallholder and black commercial farmers supported through CASP
• Beneficiaries of CASP SA-GAP certified
• Youth, women and farmers with disabilities supported through CASP
• Unemployed graduates placed on commercial farms
• On and off-farm infrastructure provided and repaired, including agro-processing infrastructure
• Beneficiaries of CASP trained in farming methods, etc.
• Beneficiaries of CASP accessing markets
• Number of jobs created
• Hectares of land ploughed and planted
• Yields per unit area
• Animal Identification and Movement Tracing System for cattle in the FMD controlled areas ofLimpopo, Mpumalanga and KZN provided and maintained
• Physical boundary between the free zone and the protection zone, especially in Limpopo and KZNprovided and maintained
• Food and veterinary laboratory infrastructure, including quality systems accreditation revitalised ineight provinces (except Gauteng)
• Number of animals vaccinated for FMD in Limpopo and Mpumalanga
• Extension personnel recruited and maintained in the system
• Extension officers deployed to commodity organisations
• Agricultural Information Management System implemented in nine provinces
• On-and-off farm infrastructure provided and repaired
Continuation Yes
Motivation It is not sufficient to provide prospective farmers with land and even capital alone; they must be empowered to manage their businesses effectively and profitably in a competitive and often hostile environment and as such the CASP is geared to be the launching pad for smallholder farmers with a comprehensive support package
NAME OF GRANT ILIMA/LETSEMA GRANT
Purpose To assist vulnerable South African farming communities to achieve an increase in agricultural production and invest in infrastructure that unlocks agricultural production
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NAME OF GRANT ILIMA/LETSEMA GRANT
Performance indicator • Vulnerability assessment surveys conducted in nine provinces
• Subsistence, smallholder and black commercial farmers supported through Ilima/Letsema
• Hectares of land ploughed and planted (grains and horticulture)
• Yields per hectare of land planted
• Hectares of rehabilitated and expanded irrigation schemes
• Superior breeding animals acquired and distributed to farmers
• Number of jobs created
Continuation Yes
Motivation Most South African households are subjected to food insecurity owing to high levels of poverty resulting from unemployment together with inadequate means to produce food. The Household Food Insecurity Access Scale which is aimed at determining household access to food showed that the percentage of South African households with inadequate or severely inadequate access to food decreased from 23,95% in 2010 to 22,6% in 2015 (Stats SA 2015 General Household Survey). Agriculture is key to food security and can serve as a basis for poverty alleviation by reducing the cost of basic food and creating employment for the otherwise unemployed. As a result, communities must be encouraged to grow their own food for subsistence or income generation which will enable households to divert their income from purchasing food, to meeting other pressing requirements, thereby contributing to improving the quality of life. This conditional grant therefore aims at increasing food production and unlocking potential agricultural land through rehabilitation of irrigation schemes
NAME OF GRANT LANDCARE
Purpose To promote sustainable development and use of natural resources by engaging in community-based initiatives that support the pillars of sustainability (social, economic and environmental) leading to greater productivity, food security, job creation and better quality of life for all.
Performance indicator • Number of hectares of agricultural land under rehabilitation/rehabilitated
• Number of job opportunities as measured by Full Time Equivalents (FTEs) created the principles ofExpanded Public Works Programme (EPWP)
Continuation Yes
Motivation Assessments of the state of natural agricultural resources, including environment, concluded that up to 80% of the surface area of South Africa is degraded. The degree of degradation varies from slightly to se-verely degraded. The degradation of our natural capital impacts directly on the agro-ecosystem reducing the capacity to deliver production, ecological and socio-economical services. This results in the reduction of household and national food security, the ability of farmers to generate an income and the livelihoods of rural communities. The focus of the LandCare Programme is to promote stewardship and to assist farm-ers and rural communities with the rehabilitation of the natural agricultural resources to achieve long-term sustainable use of agricultural land
13. PUBLIC-PRIVATE PARTNERSHIP
None.
Part D: Annexures
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14. ANNEXURE 1: TECHNICAL INDICATOR DESCRIPTION
14.1. Programme1: Administration
1.1 INDICATOR TITLE GOOD GOVERNANCE AND CONTROL SYSTEMS STRENGTHENED BY 2019/20
Short definition The indicator refers to an improvement in good governance and control systems by the department through internal audits being executed as per the approved Risk-based Annual Plan
Purpose/importance To assist the department to achieve its objectives, comply with relevant laws/regulations/policies and to provide reasonable assurance that controls, to mitigate the risks identified and ensure that they are implemented and adhered to
Source/collection of data
Q1: 2018/19 Quarter 4 progress report approved by the Audit Committee
Q2: 2019/20 Quarter 1 progress report approved by the Audit Committee
Q3: 2019/20 Quarter 2 progress report approved by the Audit Committee
Q4: 2019/20 Quarter 3 progress report approved by the Audit Committee
Method of calculation Simple count: Four progress reports approved by the Audit Committee
Data limitations Non-cumulative
Type of indicator Output
Calculation type None
Reporting cycle Quarterly
New indicator Slightly adjusted
Desired performance Improved operations, risk management, compliance, governance and controls of the department
Indicator responsibility Chief Director: Internal Audit
Director: Compliance Audit
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1.2 INDICATOR TITLE SUPPORT, GUIDANCE AND INTERRELATIONS WITH STAKEHOLDERS IMPROVED IN THE SECTOR BY 2019/20
Short definition Oversee the implementation of the DAFF Communication Strategy and the Stakeholder Engagement Strategy
Purpose/importance This objective will contribute towards a heightened awareness of DAFF mandate and services
Source/collection of data
Approved media plans for the planned events and the quarterly report on the implementation of the media plans signed by the Chief Director: Communication Services
Minutes and resolutions taken at each engagement gathering, report on key strategic discussion, quarterly reports on the structured engagements signed by the Chief Director: Stakeholder Relations
Method of calculation Simple count: Communication Strategy and Stakeholder Engagement Strategy implemented
Data limitations N/A
Type of indicator Output
Calculation type N/A
Reporting cycle Annually
New indicator No
Desired performance Increase awareness of DAFF mandate and services
Indicator responsibility Chief Director :Stakeholder Relations
Chief Director: Communication Services
1.3 INDICATOR TITLE SECTOR INTEGRATED PLANNING, MONITORING AND EVALUATION MECHANISM STRENGTHENED BY 2019/20
Short definition Annually update economical and statistic information on commercial, smallholder and subsistence producers in the sector
Purpose/importance To have information on different categories of producers readily available (collect, analyse and dis-seminate information)
Source/collection of data
Producers, secondary stats producers and institutions, PDAs
Method of calculation Compilation by electronic counting and estimation. Non-probability sampling. Sector specialists consultation
Data limitations Lack of resources; biased and poor representation
Type of indicator Output indicator
Calculation type None
Reporting cycle Quarterly
New indicator No
Desired performance All information on producers in the sector readily available
Indicator responsibility Chief Director: Monitoring and Evaluation Director: Statistics and Economic Analysis
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14.1.1. Programme performance indicators
1.1.1 INDICATOR TITLE EFFICIENT AND EFFECTIVE RISK MANAGEMENT
Short definition Efficient and effective risk management refers to the implementation of the Risk Management Implementation Plan and the Fraud Prevention Plan
The Risk Management Implementation Plan is a document that is aimed at ensuring the implemen-tation of the Risk Management Strategy. It outlines the risk management activities that will be under-taken by an organisation. The implementation of those activities assists to enhance the risk maturity level of the organisation
Purpose/importance Efficient and effective risk management will be achieved through appropriate frameworks in place, continuous awareness, communication of risk, risk assessments workshops and implementation of risk action plans by branches
Source/collection of data
Q1: 2019/20 Risk Management Implementation Plan, Risk Communication and Awareness Plan
Q2: Programme risk register
Q3: 2020/21 Strategic risk register
Q4: 2020/21 Risk Management Strategy
Method of calculation None
Data limitations Unreported risks, poor response from branches , quality of information from branches
Type of indicator Output
Calculation type None
Reporting cycle Quarterly
New indicator No
Desired performance Increased risk maturity level Successful implementation of Risk Management Strategy
Indicator responsibility Chief Director: Operations Support Director: Risk Management and Investigations
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1.1.2 INDICATOR TITLE RISK-BASED INTERNAL AUDIT PLAN IMPLEMENTED
Short definition Audits executed as per the approved annual Risk-based Internal Audit Plan
Purpose/importance To assist the department to achieve its objectives, comply with relevant laws/regulations/policies and to provide reasonable assurance that controls, to mitigate the risks identified and ensure that they are implemented and adhered to
Source/collection of data
Q1: 2018/19 Quarter 4 progress report approved by the Audit Committee
Q2: 2019/20 Quarter 1 progress report approved by the Audit Committee
Q3: 2019/20 Quarter 2 progress report approved by the Audit Committee
Q4: 2019/20 Quarter 3 progress report approved by the Audit Committee
Method of calculation Simple count: 4 progress reports on the implementation of the approved annual Risk-based Internal Audit Plan
Data limitations Non-cumulative
Type of indicator Output
Calculation type None
Reporting cycle Quarterly
New indicator No
Desired performance Improved operations, risk management, compliance, governance and controls of the department
Indicator responsibility Chief Director: Internal Audit
Director: Compliance Audit
1.1.3 INDICATOR TITLE BUSINESS CONTINUITY PLANS REVIEWED
Short definition The indicator refers to the development of the Business Continuity Plan. In 2019/20 the focus will be on testing of the DAFF’s core directorates’ Business Continuity Plans. Business Continuity Management is the capacity of the department to continue delivery of its core services at acceptable redefined levels, following a disruptive incident, hazard or natural disaster
Purpose/importance To enable the department to continue with its core services or functions, at acceptable redefined levels following a disruptive incident, threat or disaster
Source/collection of data
Q1: Individual core directorates Business Continuity Plans of Corporate Services branch and EDTM branch
Q2: Individual core directorates’ Business Continuity Plans of CFO and PPME branch
Q3: Individual directorates’ Business Continuity Plans of APHFS branch and FNRM branch
Q4: Individual directorates’ Business Continuity Plans of FSAR branch and FM branch
Method of calculation Basic count: Recovery Strategy
Data limitations None
Type of indicator Output
Calculation type Not Applicable
Reporting cycle Quarterly
New indicator No
Desired performance Business Continuity Management offers the department a capability and a methodology to plan for, respond to and recover from a disruptive incident, threat or natural disaster whenever it occurs
Indicator responsibility Chief Information Officer D: ICT Technology Continuity and Sustainability
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1.1.4 INDICATOR TITLE ICT DISASTER RECOVERY PLAN (DRP) REVIEWED
Short definition The ICT disaster recovery site implementation refers to the setup of a secondary site that will enable DAFF to connect to critical services in case Pretoria has problems that may be from a disaster e.g. earth quake, flooding, power failure, cable theft, ICT infrastructure failure
Purpose/importance Restore critical ICT functions for the department to continue its functions after a disaster as prioritised by EXCO
Source/collection of data
Q1: Report on emails from the DR site
Q2: Report on internet access from the DR site
Q3: Report on DAFF website access from the DR site
Q4: Report on vault or critical file server access from the DR site
Method of calculation Basic count: Reports of implementation on each quarter
Data limitations None
Type of indicator Output
Calculation type Non-cumulative
Reporting cycle Quarterly
New indicator Slightly modified
Desired performance Successful initial site configuration
Indicator responsibility Chief Information Officer D: ICT Service Delivery and Operations
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1.1.5 INDICATOR TITLE INFORMATION AND COMMUNICATION TECHNOLOGY (ICT) PLAN IMPLEMENTED
Short definition The ICT Plan supports DAFF’s Strategic Plan by explaining the roles and responsibilities of the ICT component, organisational structure and list of ICT services. The ICT analyses the needs of internal and external stakeholders, with the intention of developing funded prioritised projects over a five-year period to improve service delivery while mitigating risks as analysed during this process. The ICT Plan cascades into the ICT Implementation Plan and then into the APP
The ICT Plan as approved by the Director-General has identified the Producer Register and Invoice Tracking Systems as the two projects which will form part of the implementation of the ICT Plan
Purpose/importance The Public Service Regulations (PSR) of 2016 regulates ICT planning in the Public Service as follows:
Chapter 3, Section 30 (1) requires of a head of department to establish and maintain an ICT Plan for the department that supports the Strategic Plan contemplated in Section 25 and the Service Delivery Improvement Plans as per Section 38 and complies with Chapter 6
Section 30 (2) requires that the head of a department shall monitor and evaluate the implementation of the ICT Plan through:
a. An implementation plan linked to the Medium-Term Expenditure Framework budget; and
b. An Annual Operational Plan (APP)
Source/collection of data
Q1: Business requirement documentation for the Invoice Tracking System—(document)
Q2: Completed technical specification—(document)
Q3: Report on the development of the software
Q4: Report on the Invoice Tracking System deployed to test environment, report on the ICT System deployed (D: SCM)
Method of calculation Basic count: One MSP project implemented
Data limitations None
Type of indicator Output
Calculation type Non-cumulative
Reporting cycle Quarterly
New indicator No
Desired performance This prioritised ICT project is one of several systems to be developed over a five-year period to im-prove service delivery of DAFF while mitigating risks as identified in the ICT Plan
Indicator responsibility Chief Information Officer D: ICT Service Strategy and Systems
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1.1.6 INDICATOR TITLE NUMBER OF BILLS SUBMITTED TO MINISTER
Short definition The indicator measures the number of Bills that are submitted to the Minister for tabling in Cabinet. The Bills are either new legislation or identified departmental legislation that are reviewed and/or amended to ensure alignment to the Constitution and the mandate of the department, prior to submission to the Minister for tabling in Cabinet
Purpose/importance Updated, effective and streamlined legislation aligned with the Constitution reflecting the departmental mandate
Source/collection of data
Reviewed Bill
Submission to the Minister for tabling the Bill
Data limitations Factors that might be beyond the department’s control for this indicator are changes in parliamentary processes, cluster processes, delays by the State Law Advisors, changes by the clients, stakeholders and delays en route to and in the Ministry
Method of calculations Simple count: Number of bills submitted to the Minister
Type of indicator Output
Calculation type Cumulative
Reporting cycle Annually
New indicator No
Desired performance Legislation aligned to the Constitution
Indicator responsibility Chief Director: Legal Services
Director: Legal Services
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 131
1.1.7 INDICATOR TITLE HRD STRATEGY IMPLEMENTED
Short definition The HRD Strategy seeks to ensure that all employees in the organisation have and contin-ue to develop the capacity to undertake their responsibilities as the value-add to the produc-tivity and service of the organisation, and to the motivation and performance of their peers. In 2019/20 the Workplace Skills Plan approved by the DG and implemented
Purpose/importance To conduct and present a thorough analysis of the organisational environment for HRD and to note the implications of organisational circumstances for strengthening HRD in the department
Source/collection of data
Q1: 2018/19 Q4 Integrated Training and Development Committee (ITDC) minutes 2018/19 Q4 Work Place Skills Plan (WSP) Report 2018/19 Approved Annual Report
2019/20 Workplace Skills Plan developed and approved by the
DG
Q2: 2019/20 Q1 Integrated Training and Development Committee
(ITDC) minutes
2019/20 Q1 Workplace Skills Plan (WSP) Report
Q3: 2019/20 Q2 Integrated Training and Development Committee
(ITDC) minutes
2019/20 Q2 Workplace Skills Plan (WSP) Report
Q4: 2019/20 Q3 Integrated Training and Development Committee
(ITDC) minutes
2019/20 Q3 Work place Skills Plan (WSP) Report
Method of calculation Workplace Skills Plan, Workplace Skills Plan quarterly reports
Data limitations Depends on the accuracy of the training request form
Type of indicator Output
Calculation type Cumulative
Reporting cycle Quarterly
New indicator No
Desired performance Increased skills base and employee capability
Indicator responsibility CD: Human Resources Management D: Employee Development and Performance Management
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries132
1.1.8 INDICATOR TITLE AUDIT REPORT ON ANNUAL FINANCIAL STATEMENTS
Short definition The indicator refers to obtaining an unqualified audit opinion from the AGSA for the audit conducted on financial statements
Purpose/importance Ensures effective and efficient use of financial resources in the department
Source/collection of data
Q1: Unaudited Annual Financial Statements (AFS), proof of submission of AFS to AGSA and NT
Q2: Audit report from the AGSA
Method of calculation Basic count: Unqualified audit report from the AG
Data limitations None
Indicator type Output
Calculation type Non-cumulative
Reporting cycle Bi-annually
New indicator New indicator
Desired performance Unqualified audit report on the AFS
Indicator responsibility CD: Financial Management
1.1.9 INDICATOR TITLE PERCENTAGE OF INVOICES PAID WITHIN THE 30 DAYS
Short definition The indicator measures the number of invoices paid by the department within 30 days of receipt in relation to the all the invoices that have been received by the department
Purpose/importance To enable suppliers to have sufficient funding to operate their business and to ensure that the depart-ment complies with Treasury Regulations.
Source/collection of data
Invoice tracking report, National Treasury invoices report
Method of calculation Total Number of invoices paid by the department within 30 days of receipt / Total number of all the invoices that have been received by the department *100
Data limitations Service providers not updating the department with changes especially banking details. Goods and services not meeting the set standard.
Indicator type Output
Calculation type Cumulative
Reporting cycle Quarterly
New indicator New indicator
Desired performance Higher performance is desirable
Indicator responsibility CD: Financial Management
D: Financial Accounting
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 133
1.2.1 INDICATOR TITLE COMMUNICATION STRATEGY IMPLEMENTED
Short definition Oversee the implementation of the DAFF Communication Strategy Provide leadership and manage communication and information
Purpose/importance This objective will contribute towards a heightened awareness of DAFF mandate and services
Source/collection of data
Q1: Approved media plans for planned events and the report on the implementation of the media plans signed by the Chief director: Communication Services
Q2: Approved media plans for planned events and the report on the implementation of the media plans signed by the Chief director: Communication Services and approved Media Engagement Plan by the DDG
Q3: Approved media plans for planned events and the report on the implementation of the media plans signed by the Chief director: Communication Services
Q4: Approved media plans for planned events and the report on the implementation of the media plans signed by the Chief director: Communication Services and approved Media Engagement Plan by the DDG
Method of calculation Simple count: Four quarterly reports
Data limitations N/A
Type of indicator Output
Calculation type N/A
Reporting cycle Quarterly
New indicator No
Desired performance Increase awareness of DAFF mandate and services
Indicator responsibility Chief Director: Communications
Directors: Communication Services
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries134
1.2.2 INDICATOR TITLE STAKEHOLDER ENGAGEMENT STRATEGY (SES) REVIEWED AND IMPLEMENTED
Short definition Review and implementation of the Stakeholder Engagement Strategy through co-ordination of en-gagements between DAFF stakeholders and inter-governmental relations partners in all spheres of government
Purpose/importance Strengthen relationships with stakeholders that will enable DAFF to realise its mandate
Source/collection of data
Stakeholder Engagement Strategy reviewed
Q4: Reviewed Stakeholder Engagement Strategy, DEXCO submission
Stakeholder Engagement Strategy (SES) implemented
Q1–Q4: Minutes and resolutions taken at each engagement gathering, report on key strategic discus-sions, quarterly report on the structured engagements signed by the CD: Communication Services
Q4: DEXCO submission for approval of reviewed strategy and minutes of DEXCO meeting where reviewed strategy was approved
Method of calculation None
Data limitations Availability of the principals for arranged engagements
Type of indicator Output
Calculation type Cumulative
Reporting cycle Stakeholder Engagement Strategy reviewed
Annually
Stakeholder Engagement Strategy (SES) implemented
Quarterly
New indicator Modified
Desired performance Strengthening relationships with all stakeholders and three spheres of government
Indicator responsibility Director: Stakeholder Relations
Director: Intergovernmental Relations
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 135
1.3.1 INDICATOR TITLE SECTOR INFORMATION MANAGEMENT SYSTEM STRENGTHENED
Short definition Quarterly update economical and statistical information on commercial, smallholder and subsistence producers in the sector. The report will present analytical view of economic and statistical situation of the previous quarter and where possible, identify possible opportunities for the sector going forward
Purpose/importance To have information on different categories of producers readily avail-able. (Collect, analyse and disseminate information)
Source/collection of data Producers, secondary stats producers and institutions, PDAs
Q1: Quarterly report on 2018/19 Q4 sector economic and statistical information signed off by CD: M&E
Q2: Quarterly report on 2019/20 Q1 sector economic and statistical information signed off by CD: M&E
Q3: Quarterly report on 2019/20 Q2 sector economic and statistical information signed off by CD: M&E
Q4: Quarterly report on 2019/20 Q3 sector economic and statistical information signed off by CD: M&E
Method of calculation Compilation by electronic counting and estimation. Non-probability sampling. Sector specialists consultation
Data limitations Lack of resources and insufficient representation of all producers in the category of commercial, smallholder and subsistence.
Type of indicator Output indicator
Calculation type None
Reporting cycle Quarterly
New indicator No
Desired performance All information on producers in the sector readily available
Indicator responsibility Chief Director: Monitoring and Evaluation
Director: Statistics and Economic Analysis
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries136
1.3.2 INDICATOR TITLE NUMBER OF PROJECT VERIFICATION REPORTS SUBMITTED TO OVERSIGHT
Short definition Promote the culture of managing projects within DAFF. D: Producer Development Support will devel-op a framework for DAFF project management processes and procedures to be followed for DAFF to implement management by project in managing the strategic goals or any other work deemed to be managed as a project. D: PDS will make the approved DAFF Project Management Methodology available to all branches and them to follow the methodology to make the projects a success
Purpose/importance To ensure that the defined objectives of all branches are easily manageable by providing a framework for monitoring and control; and making control visible to senior management. This provides effective techniques for meeting annual targets, and to ensure that DAFF funded projects are registered, mon-itored and reported on
Source/collection of data
Q1: 2018/19 Annual Report on verified projects signed by CD:PDP and DEXCO submission
Q2: 2019/20 Quarter 1 Report on verified projects signed by CD:PDP and DEXCO submission
Q3: 2019/20 Quarter 2 Report on verified projects signed by CD:PDP and DEXCO submission
Q4: 2019/20 Quarter 3 Report on verified projects signed by CD:PDP and DEXCO submission
Method of calculation Simple count: One annual report and three quarterly reports
Data limitations Incomplete information/data provision by DAFF branches
Type of indicator Output indicator
Calculation type None
Reporting cycle Quarterly
New indicator No
Desired performance All DAFF branches managing their goals/objectives in a project-oriented approach and all DAFF funded projects being registered in a central project management system
Indicator responsibility Chief Director: Policy Development and Planning
Director: Programme Development Support
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 137
1.3.3 INDICATOR TITLE SECTOR RESEARCH AGENDA MONITORED
Short definition The directorate will monitor the implementation of the research agenda for alignment and congruence with the DAFF strategic priorities and mandate. The monitoring pro-cess involves the systematic review of all processes of implementation
Purpose/importance Ensure that the funded R&D programmes and projects contribute to efficiencies and high productivity
Source/collection of data
Q1: Progress Report on the monitoring of the Sector Research Agenda, signed off by D: PRS.
Q2: Annual Report on the implementation of the Sector Research Agenda through the RTF (Research Technology Fund) programme, submission to DEXCO, report on the monitoring of the sector research agenda, signed off by D: PRS.
Q3: Progress report on the monitoring of the Sector Research Agenda, signed off by D: PRS
Q4: Progress report on the monitoring of the Sector Research Agenda, signed off by D: PRS
Method of calcula-tion
Simple count: Three reports on the monitoring of the Sector Research Agenda, annual report on the implementation of the Sector Research Agenda
Data limitations Insufficient reportingType of indicator OutputCalculation type Non-cumulativeReporting cycle QuarterlyNew indicator No
Desired perfor-mance
R&D Agenda and priorities impact positively on sectoral productivity and efficiencies
Indicator responsi-bility
Chief Director: Policy and Planning
Director Policy Research Support
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries138
14.2 Programme 2: Agricultural Production, Health and Food Safety
14.2.1. Strategic objective indicators
2.1. INDICATOR TITLE NUMBER OF IMPROVEMENT SCHEMES FOR PRIORITISED VALUE CHAIN COMMODITIES MONITORED TO INCREASE PRODUCTION AND PRODUCTIVITY
Short definition The department monitors implementation of plant and animal improvement schemes to assist farmers increase livestock and poultry production efficiency to be measured in terms of the Animal Improvement Act and increase production levels and good yields according to the Plant Improvement Act. The identified schemes are animal—Kaonafatso ya Dikgomo, poultry; Plant— seed and deciduous fruits
Purpose/importance Monitoring of the schemes for compliance of the role-players with the requirements of the schemes will indicate potential areas of weakness of implementation of the current legislation. The purpose is also to identify and provide a platform for utilisation of genetically superior animals/plant in order to improve the production and performance of animals/plant in the interest of efficient, economic and effective animal/plant production for purposes of food security
Source/collection of data The objective indicator will be achieved through the programme performance indicators 2.1.1 and 2.1.2 thus the portfolio of evidence will be the same
Method of calculation Basic count: Total number of plant improvement schemes monitored
Data limitations Insufficient funds to expand, and factors that might be beyond the department’s control for this indicator e.g. disease outbreaks and withdrawal of farmers from the schemes
Type of indicator Output
Calculation type Cumulative
Reporting cycle Quarterly
New indicator No
Desired performance Improved implementation of the schemes
Indicator responsibility DDG: Agricultural Production , Health and Food Safety (APHFS)
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 139
2.2. INDICATOR TITLE NUMBER OF PLANT PEST RISK AND ANIMAL DISEASE RISK SURVEILLANCES CON-DUCTED TO REDUCE BIO-SECURITY AND RELATED SECTOR RISKS
Short definition Disease surveillance (detection) is an epidemiological practice by which the spread or presence of disease is monitored in order to establish patterns of progression of disease or to prove absence of disease. The main aim of the disease surveillance, in this case, is to determine presence or absence of disease and furthermore it is to predict, observe, and minimise the harm caused by outbreak, epidemic, and pandemic situations, as well as increase knowledge about which factors contribute to such circumstances
Purpose/importance Improved response to food/feed safety incidents and outbreaks of animal diseases and pests and improved early detection and reaction time to outbreaks of animal diseases and pests thus reducing bio-security risks
Source/collection of data/evidence
The objective indicator will be achieved through the programme performance indicators 2.2.1, 2.2.2, 2.2.3, 2.2.4, 2.2.5, and 2.2.6; thus the portfolio of evidence will be the same
Method of calculation Basic count: Number of surveillances conducted, number of interventions conducted, veterinary legal framework, clinics delivered and veterinarians deployed
Data limitations Factors that might be beyond the department’s control for this indicator are the outbreak of other diseases not specified in the plan and factors outlined in each PPI contributing to this objective indicator
Type of indicator Output
Calculation type Cumulative
Reporting cycle Quarterly
New indicator No
Desired performance Improve early detections of and response to animal diseases and pests
Indicator responsibility DDG: Agricultural Production, Health and Food Safety (APHFS)
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries140
4.1. INDICATOR TITLE DIVERSITY OF GENETIC RESOURCES FOR AGRICULTURE CONSERVED
Short definition The National Plan for Conservation and Sustainable Use of Plant and Animal Genetic Resources for Food and Agriculture is a plan that aims to determine national priorities in light of those agreed upon in the Second Global Plan of Action for Conservation and Sustainable Use of Plant and Animal Genetic Resources for Food and Agriculture, and in the framework of South Africa’s food and agriculture development needs
Purpose/importance Currently, there is no national instrument to guide the activities in relation to the conservation and sus-tainable use of genetic resource use for food and agriculture. The National Plans for Conservation and Sustainable Use of Plant and Animal Genetic Resources will serve as a guideline to develop activities and draft organisational requirements needed to conserve the genetic resources
Source/collection of data/Evidence
The objective indicator will be achieved through the programme performance indicators 2.3.1 and 2.3.2 thus the portfolio of evidence will be the same
Method of calculation Basic count: National Plans to Conserve Diversity of Plant and Animal Genetic Resources for Food and Agriculture developed
Data limitations Lack of cooperation from key stakeholders
Type of indicator Output
Calculation type Cumulative
Reporting cycle Quarterly
New indicator No
Desired performance National Plans to Conserve Diversity of Plant and Animal Genetic Resources for Food and Agriculture implemented
Indicator responsibility DDG: Agricultural Production , Health and Food Safety (APHFS)
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 141
14.2.2. Programme performance indicators
2.1.1. INDICATOR TITLE NUMBER OF ANIMAL IMPROVEMENT SCHEMES FOR PRIORITISED VALUE CHAIN COM-MODITIES IMPLEMENTED
Short definition Implementation refers to recruitment of farmers under low-input production systems; and the use of animal improvement technologies to improve livestock/poultry production potential as provided for in the Animal Improvement Act prescripts.
The schemes are designed to allow for voluntary participation of smallholder farmers to improve live-stock/poultry production efficiency.
The benefits of the schemes include general technical advisories on animal husbandry and poultry production, provision of free animal recording and improvement services, training on broiler and layer management and capacity building on record keeping and animal identification and continuous im-provement and innovation techniques.
The department has appointed implementing agents for implementation of the schemes as provided for in the Animal Improvement Act, (Act 62 of 1998)
Purpose/importance The purpose is to provide a platform to improve production efficiency for animals under smallholder farming systems
Source/collection of data
Q1: Excel spreadsheet list of farmers for poultry and KYD, plus supporting documents (INTERGIS Report accompanied by application forms of participants/attendance registers, attendance registers for trainings and/or information days)
Q2: Excel spreadsheet list of farmers for poultry and KYD, plus supporting documents (INTERGIS Report including application forms of recruits, attendance registers for trainings and/or information days)
Q3: Excel spreadsheet list of farmers for poultry and KYD, plus supporting documents (INTERGIS Report including application forms of recruits, attendance registers for trainings and/or information days)
Q4: Final Report on two animal improvement schemes (KyD and poultry schemes)
Method of calculation Basic count: Annual report of two animal improvement schemes
Data limitations Factors that might be beyond the department’s control for this indicator e.g. drought, diseases out-breaks , natural disasters and withdrawal of farmers from the schemes because this is a demand driven activity
Type of indicator Output
Calculation type Cumulative
Reporting cycle Quarterly
New indicator No
Desired performance Improved implementation of the schemes
Indicator responsibility Chief Director: Animal Production and Health
Director: Animal Production
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries142
2.1.2. INDICATOR TITLE NUMBER OF PLANT IMPROVEMENT SCHEMES FOR PRIORITISED VALUE CHAIN COMMODITIES MONITORED
Short definition Plant improvement schemes refer to the certification schemes that have been promulgated for certain crops in terms of the Plant Improvement Act and are operated by designated authorities as appointed by the Minister.
Monitoring refers to maintaining an oversight role with regard to the quality of propagating material (seed and nursery plants). Monitoring is performed by DAFF Inspection Services and Registrar of PIA.
Low production levels and poor yields remain key features of smallholder farming in South Africa. This in turn translates into low income levels thereby making it very difficult for these farmers to make a living out of farming. Contributing factors among others include use of poor quality cultivars and inappropriate production practices.
Access to quality propagating material is a key contributor towards sustainable plant production. The Plant Improvement Act (PIA) provides for the regulation of the quality of propagating material of certain identified crops. Quality is ensured through certification schemes which guarantee varietal purity, source and known quality of the propagating material. The PIA prescribes the minimum requirements that the certification schemes must comply with.
A number of actors are authorised under the Plant Improvement Act to ensure the production of certified propagating material. The intended activity aims to evaluate a sample of certified propagating material to assess technical and administrative compliance to the schemes which is important to ensure the achievement of the objectives of the schemes
The South African National Seed Organisation (SANSOR) has been appointed by the Minister as the designated authority to administer the South African Seed Certification Scheme and includes crops like maize, wheat, sunflower, etc.
The Deciduous Fruit Plant Improvement Association has been appointed by the Minister as the designated authority to administer the Deciduous Fruit Plant Certification Scheme, as operated by Plant SA. The Deciduous Fruit Scheme covers pome and stone fruit e.g. apples and peaches
Purpose/importance To ensure that plant improvement schemes are doing well. This is done through an evaluation of the compliance of the end product (propagating material and plants) with the requirements of the schemes will indicate potential areas of weakness of implementation of the current legislation and schemes which may be addressed through relevant amendments, review of the current delegation in terms of the Act or other appropriate measures
Source/collection of data/Evidence
Q1: Monitoring reports signed and dated by Chief Director and Director, list of certified propagating material sampled, checked and verified
Q2: Monitoring reports signed and dated by Chief Director and Director, list of certified propagating material sampled, checked and verified
Q3: Monitoring reports signed and dated by CD and D, list of certified propagating material sampled, checked and verified
Q4: Final status reports signed and dated by CD and D
Method of calculation Basic count: Total number of plant improvement schemes monitored
Data limitations Limited compliance from the source of information (delegated authorities, DAFF Inspection Services)
Type of indicator Output
Calculation type Cumulative
Reporting cycle Quarterly
New indicator No
Desired performance To monitor compliance levels for certification schemes in line with regulations
Indicator responsibility Chief Director: Plant Production and Health
Director: Plant Production
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 143
2.2.1. INDICATOR TITLE NUMBER OF PLANNED ANIMAL DISEASES RISK SURVEILLANCES CONDUCTED
Short definition Disease or pest surveillance (detection) is an epidemiological practice by which the spread or pres-ence of disease or pests is monitored in order to establish patterns of progression of specific disease or pests or to prove absence of such disease. The main aim of the surveillance in this case, is to deter-mine presence or absence of the specified disease or pest and furthermore it is to predict. Observe, and minimize the harm caused by outbreak, epidemic and pandemic situations, as well as increase knowledge about which factors contribute to such circumstances
Purpose/importance Improved response to food/feed safety incidents and outbreaks of animal diseases and plant pests and improved early detections and reaction time to outbreaks of animal diseases and plant pests, thus reducing bio-security risks
Source/collection of data/evidence
Q2: Report on analysed results of the survey signed and dated by Chief Director and Director
Q3: Report on analysed results of the survey signed and dated by Chief Director and Director
Q4: Annual surveillance reports on PPR and FMD conducted signed and dated by Chief Director and Director
The data is collected from the PDAs and laboratories
Method of calculation Basic count: Number of surveillances conducted
Data limitations Factors that might be beyond the department’s control for this indicator are the outbreak of other diseases that are not specified in the plan
Type of indicator Output
Calculation type Cumulative
Reporting cycle Quarterly
New indicator No
Desired performance Improved early detection of and response to animal diseases and pests
Indicator responsibility Chief Director: Animal Production and Health
Director: Animal Health
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries144
2.2.2. INDICATOR TITLE NUMBER OF PLANNED PLANT PEST RISK SURVEILLANCES CONDUCTED
Short definition Disease or pest surveillance (detection) is an epidemiological practice by which the spread or presence of disease or pests is monitored in order to establish patterns of progression of specific disease or pests or to prove absence of such disease. The main aim of the surveillance, in this case, is to determine presence or absence of the specified disease or pest and furthermore it is to predict. Observe, and minimise the harm caused by outbreak, epidemic and pandemic situations, as well as increase knowledge about which factors contribute to such circumstances
Purpose/importance Improved response to food/feed safety incidents and outbreaks of animal diseases and plant pests and improved early detection and reaction time to outbreaks of animal diseases and plant pests, thus reducing bio-security risks
Source/collection of data
Q1: Surveillance reports on exotic fruit fly and a spreadsheet on the results from the survey conducted signed and dated
Q2: Surveillance reports on exotic fruit fly and a spreadsheet on the results from the survey conducted signed and dated
Q3: Surveillance reports on exotic fruit fly and a spreadsheet on the results from the survey conducted signed and dated
Q4: Report on exotic fruit fly and a spreadsheet on the results from the survey conducted signed and dated
Method of calcula-tion
Basic count: Number of surveillances conducted and phytosanitary legal framework
Data limitations Factors that might be beyond the department’s control for this indicator are the out-break of other pests and diseases that are not specified in the plan
Type of indicator Output Calculation type Non-cumulative Reporting cycle QuarterlyNew indicator No Desired perfor-mance
Increase the number of plant pest and disease surveillances conducted in order to improve response to and early detection of regulated plant diseases and pests
Indicator responsi-bility
Chief Director: Plant Production and Health
Director: Plant Health
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 145
2.2.3. INDICATOR TITLE NUMBER OF EXPORT PROTOCOLS FOR PHYTOSANITARY REQUIREMENTS IMPLEMENTED
Short definition Export protocols for phytosanitary requirements are bilateral or multilateral agreements entered into between South Africa and other foreign countries for export of plant products, prescribing compliance with phytosanitary conditions. The implementation is through inspection and certification of consignments
Purpose/importance Promote phytosanitary compliance on consignments destined for foreign countries, thus enabling continuous export of agricultural products
Source/collection of data/verification documents
Q1: Quarterly report on inspection and certification of consignments presented, rejected, passed and certified for citrus to South Korea, China, Japan, Thailand, USA
Apples to Mexico, Taiwan and China
Pears to USA with spreadsheet on the data used to compile the report signed and dated by Chief Director and Director
Q2: Quarterly report on inspection and certification of consignments presented, rejected, passed and certified for citrus to: South Korea, China, Japan, Thailand, USA
Apples to China
Pears to USA with spreadsheet on the data used to compile the report signed and dated by Chief Director and Director
Q3: Quarterly report on inspection and certification of consignments presented, rejected, passed and certified for grapes to USA, Israel, China, and Thailand
Apples to China
Pears to USA with spreadsheet on the data used to compile the report signed and dated by Chief Director and Director
Q4: Quarterly report on inspection and certification of consignments presented, rejected, passed and certified for grapes to USA, China, Israel, and Thailand
Pears to USA, with spreadsheet on the data used to compile the report signed and dated by Chief Director and Director
Method of calculation Basic count: 27 export protocols for phytosanitary requirements implemented indicating consign-ments presented, rejected, passed and certified
Data limitations Factors that might be beyond the directorate’s control for this indicator are inadequate operational funds, insufficient capacity (inspectors, ICT systems, inspection tools and facilities), climate, exporter preferences, and cooperation by other directorates and institutions
Type of indicator Output
Calculation type Cumulative
Reporting cycle Quarterly
New indicator Yes
Desired performance Improved implementation of export protocols for phytosanitary requirements for consignments presented, passed and certified
Indicator responsibility
Chief Director: Inspection and Quarantine Services
Director: Inspection Services
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries146
2.2.4. INDICATOR TITLE VETERINARY STRATEGY IMPLEMENTED
Short definition Holistic management of animal disease is essential for bio-security and food security. Challenges posed by constitutional concurrence of functions require an integrated approach, as animal diseases are not confined provincial boundaries. A Veterinary Strategy to guide the implementation of the Animal Diseases Management Plans taking into consideration the identified gaps is essential to cater for all pillars in veterinary services. The implementation of Veterinary Strategy will be done through the development of supporting policies and legislative frameworks
Purpose/importance The Performance of Veterinary Services (PVS) of South Africa analysis identified major challenges related to the defective line of command within veterinary services leading to problems in animal disease management. Research indicates that animal diseases account for 35% losses in productivity of livestock. Improved management of outbreaks of animal diseases and pests and improved early detection and reaction time to outbreaks of animal diseases and pests will be ensured. For this to occur, a Veterinary Strategy is important to tighten up these defective areas
Source/collection of data
Q1: First draft on Brusselosis Policy
Q2: Stakeholder consultations
Q3: Final draft with stakeholder inputs
Q4: Brusselosis Policy approved by the Chief Director: Animal Production and Health
Method of calculation Basic count: On animal identification and traceability
Data limitations Availability and guidance provided by legal services
Type of indicator Output
Calculation type Cumulative
Reporting cycle Quarterly
New indicator No
Desired performance Improved veterinary services delivery
Indicator responsibility Chief Director: Animal Production and Health
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 147
2.2.5. INDICATOR TITLE NUMBER OF COMPULSORY COMMUNITY SERVICE (CCS) VETERINARIANS DEPLOYED
Short definition The deployment of veterinarians to improve access to veterinary services in all provinces. The target is based on: (1) number of students who would be expected to have qualified to undertake the CCS Programme in that financial year. (2) Estimate of number of veterinarians who qualified outside South Africa (SA) registering with the South African Veterinary Council (SAVC) for the first time in year in question. The actual deployment will be dependent on number of students passing their final year examinations and veterinarians who qualified outside SA registering with SAVC for the first time
Purpose/importance The programme aims to support livestock production, food safety and trade by deploying veterinar-ians to resource poor areas and expose newly qualified veterinarians to rural agriculture and farming practices
Source/collection of data/verification
Q1: Receive applications forms for 2020/21 CCS placement
Q2: Notification to applicants on approved placements
Q4: 189 Compulsory Community Service (CCS) veterinarians for 2019/20 financial year deployed
Method of calculation Basic count: Number of CCS veterinarians deployed
Data limitations The actual deployment is dependent on the number of graduates produced by the university and veterinarians qualifying outside SA registering for the first time with SAVC on an annual basis
Type of indicator Output
Calculation type Cumulative
Reporting cycle Quarterly
New indicator No
Desired performance Improved access to veterinary services. By deploying veterinarians to remote areas they are exposed to rural agriculture and farming practices
Indicator responsibility Chief Director: Animal Production and Health
Director: Veterinary Public Health
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries148
4.1.1. INDICATOR TITLE NUMBER OF TARGETED TAXA CONSERVED EX SITU
Short definition The National Plan for Conservation and Sustainable Use of Plant Genetic Resources for Food and Agriculture (PGRFA) is a plan that aims to determine national priorities in light of those agreed upon in the Second Global Plan of Action for Conservation and Sustainable Use of Plant Genetic Resources for Food and Agriculture, and in the framework of South Africa’s food and agriculture development needs
Purpose/importance Currently, there is no national instrument to guide the activities in relation to the conservation and sustainable use of PGRFA. In recognition of the need to develop an effective framework for the conservation and sustainable use of PGRFA, the National Plan for Conservation and Sustainable Use of Plant Genetic Resources will serve as a guideline to develop activities and draft organisational requirements needed for the conservation and sustainable use of PGRFA.
The objectives of the national plan are to:
• ensure the conservation and sustainable use of plant genetic resources for food andagriculture as a basis for food security, and poverty reduction by providing a foundation forcurrent and future use;
• to identify priorities for action in response to the Second Global Plan of Action for the conservation of PGRFA;
• to set the conceptual bases for the development and adoption of national policies and legislation, as appropriate, for the conservation and sustainable use of PGRFA;
• encourage participation of farmers in making decisions on matters related to the conservationand sustainable use of PGRFA;
• promote cooperation at national, regional, and international level on the conservation andsustainable use of PGRFA and to enhance institutional capacity
Source/collection of data/evidence
Q1: Report on characterised accessions (including characterisation sheets)
Q2: Report on characterised accessions (including characterisation sheets)
Q3: Report on processed accessions
Q4: Report on two targeted taxa conserved including location data and passport data (collector’s name, collector’s number, accession name, scientific name), germination tests, duplication and storage
Sources: National Plan for Conservation and Sustainable Use of Plant Genetic Resources for Food and Agriculture, literature, research institutions, NPGRC collection books
Method of calculation Basic count: Two targeted taxa conserved ex situ
Data limitations Non-conducive environmental conditions, lack of cooperation from key stakeholders
Type of indicator Output
Calculation type Cumulative
Reporting cycle Quarterly
New indicator No
Desired performance National plan to conserve diversity of plant genetic resources implemented
Indicator responsibility Chief Director: Plant Production and Health Director: Genetic Resources
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 149
14.3 Programme 3: Food Security and Agrarian Reform
14.3.1 Strategic objective indicator
3.1 INDICATOR TITLE NATIONAL FOOD AND NUTRITION SECURITY COMMITTEE COORDINATED
Short definition The National Food and Nutrition Security Coordination Committee is a committee led by DAFF and supported by the Department of Social Development. The structure comprises state-owned enter-prises, key national and provincial departments, and international co-operating partners
Purpose/importance Forge partnerships and strengthen co-ordination of food and nutrition security programmes to reduce food insecurity
Source/collection of data
The objective indicator will be achieved through the progress on programme performance indicators 3.1.1
Method of calculation Simple counting
Data limitations Non-functional committee (postponement of meetings, non-compliance to reporting requirements, poor representation and lack of quorum) and non-submission of evidence by provinces
Type of indicator Output indicator
Calculation type Non-Cumulative
Reporting cycle Quarterly
New indicator No
Desired performance Moderate performance
Indicator responsibility Chief Director:: Food Security
3.2 INDICATOR TITLE IMPROVED DELIVERY CAPACITY IN THE SECTOR
Short definition To improve extension services, training and development in the sector, DAFF will implement the National Education and Training Strategy for Agriculture, Forestry and Fisheries and the National Policy on Extension and Advisory Service as sector policies
Purpose/importance The strategy provides an annotated framework for guiding education and training for agriculture, forestry and fisheries in a manner that is consistent and coherent and aligned with the National Development Plan and other key policies. Whereas the policy will provide a coherent plan of action to direct the collective work
Source/collection of data/verification documents
The objective indicator will be achieved through the progress on programme performance indicators 3.2.1, 3.2.2, 3.2.3 and 3.2.4
Method of calculation Basic count: Status report on graduates placed and number of extension practitioners placed
Data limitations None
Type of indicator Output indicator
Calculation type Non-cumulative
Reporting cycle Quarterly
New indicator No
Desired performance Higher performance is desiredIndicator
responsibilityDDG: FSAR
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries150
3.3. INDICATOR TITLE NATIONAL POLICY ON COMPREHENSIVE PRODUCERS DEVELOPMENT SUPPORT COORDINATED
Short definition This policy will be the overall national policy framework for the agriculture, forestry and fisheries sectors in South Africa and shall guide interventions (support) provided to the various categories of producers by government and other sector stakeholders. DAFF, through the policy will co-ordinate interventions (support) provided to the various categories of producers by government and other sector stakeholders for the agriculture, forestry and fisheries sectors in South Africa
Purpose/importance Ensure an integrated farmer/producer support in South Africa
Source/collection of data
The objective indicator will be achieved through the programme performance indicators 3.3.1 and 3.1.1
Method of calculation Basic count: Number of reports on NFNSCC
Data limitations None
Type of indicator Output indicator
Calculation type Non-Cumulative
Reporting cycle Quarterly
New indicator No
Desired performance Effective and efficient co-ordination of producer support programmes in South Africa
Indicator responsibility CD: Food Security
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 151
14.3.2. Programme performance indicators
3.1.1 INDICATOR TITLE NUMBER OF REPORTS ON NATIONAL FOOD AND NUTRITION SECURITY INTERVENTIONS DEVELOPED
Short definition
The indicator refers to the number of reports developed on food and nutrition security interventions co-ordinated that are implemented by the provincial departments and progress attained is reflected in quarterly reports. The national department consolidates such information and reports to different fora as dictated to by a variety of prescripts.
The key intervention and by inference the contents of the report will be as follows:
• Comprehensive Agricultural Support Programme: The programme supports all four categoriesof producers.
• Research and information: This is managed through gathering of relevant information producedand published by other institutions and through departmental-led vulnerability assessmentprocesses.
• Institutional interventions: These are based on current legislation, collaboration with otherbranches within DAFF (such as food safety), Competition Commission, food price monitoring(NACM)
• Awareness and mobilisation: this is conducted through commemoration of World Food Day;food preparation exhibitions, Imbizos, etc.
Purpose/importance Reduction of food insecurity
Source/collection of data
A National Report on Food and Nutrition Security Interventions signed off by DDG will include the following:
• hectares planted for food production in communal areas and land reform projects (list of hec-tares cultivated, which include name, ID number, contact details, province and number of hec-tares cultivated/planted );
• Households supported with agricultural food production initiatives (list of households supportedwhich include name, ID number, contact details, province and type of support);
• smallholder producers supported (list of smallholder producers supported which include name,ID number, contact details, province and type of support);
• NB: Evidence will be verified at provincial and national offices as per defined prescripts
Method of calculation Simple count: The number of hectares planted, numbers of smallholder producers supported, numbers of households supported
Data limitations Invalid ID number, deceased, and literacy levels of beneficiaries
Type of indicator Output indicator
Calculation type Cumulative
Reporting cycle Quarterly
New indicator No
Desired performance Higher performance desired
Indicator Responsibility
Chief Director: Food Security Director: Subsistence Farming
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries152
3.1.2 TRANSVERSAL INDICATOR TITLE
FOOD AND NUTRITION SECURITY BASELINE ASSESSMENTS CONDUCTED IN PROVINCES
Transversal indicator definition
Defined as research conducted to establish the state of food and nutrition security and livelihood systems of poor households at municipal level
Purpose/importance To inform planning and implementation of food and nutrition security programmes
Source/collection of data/evidence
Evidence:
• Progress report on national survey on food and nutrition security conducted
• Survey questionnaires (to be kept by the line function)
Method of Calculation Simple count: Progress report
Data limitations None
Type of indicator Output
Calculation type Cumulative
Reporting cycle Annually
New indicator No
Desired performance Completion of the national survey on food and nutrition security
Indicator responsibility Chief Director: Food Security D: Subsistence Farming
3.2.1 INDICATOR TITLE GRADUATES PLACED IN AGRICULTURE, FORESTRY AND FISHERIES SECTOR FOR CAPACITY DEVELOPMENT MONITORED
Short definition Placement of graduates refers to the process of recruiting unemployed graduates and DAFF—positioned, industries and organisations within the agriculture, forestry and fisheries sector. Capacity building refers to graduates exposed to on-the-job training, skills transfer and mentorship to prepare them for the job market and entrepreneurship. Monitoring refers to the process of checking the progress of graduates placed, where after all activities will be consolidated into a status report at the end of the 2019/20 financial year
Purpose/importance To capacitate unemployed graduates with requisite skills to enhance their chances of employability and manage their own entities to alleviate poverty and unemployment
Source/collection of data/verification documents
Q2: Draft status report on graduates placed signed by CD:SCD
Q4: Status report on graduates placed compiled. The report will be signed by DDG: FSAR
Method of calculation Simple count: Status report on graduates placed compiled
Data limitations None
Type of indicator Output indicator
Calculation type Non-cumulative
Reporting cycle Bi-annually
New indicator Slightly changed
Desired performance Higher performance desired
Indicator responsibility Chief Director: Sector Capacity Development Director: Sector Education and Training
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 153
3.2.2 INDICATOR TITLE Provincial placement of graduates coordinated
Short definition The directorate will compile the 2019/20 Status Report on 1000 graduates placed in various farms/enterprises by provincial departments through the CASP for on-the job training, skills transfer, mentorship and entrepreneurial development. A minimum of 50% of graduates to be placed should be women. Breakdown of 1000 graduates per province:Limpopo (120), Mpumalanga (120), Free State (120), North West (120), Western Cape (120), Eastern Cape (120), KwaZulu-Natal (120), Northern Cape (80), Gauteng (80)
Purpose/importance To capacitate unemployed graduates with requisite skills to manage their own entities to alleviate poverty and unemployment
Source/collection of data/evidence
Q1: Contracts of graduates placed
Q2: Report on monitoring conducted in four provinces.
Q3: Report on monitoring conducted in five provinces.
Q4: 2019/20 Status report on 1000 graduates placed by provinces
Method of calculation Basic count
Data limitations None
Type of indicator Output indicator
Reporting cycle Bi-annually
New indicator yes
Desired performance Higher performance desired
Indicator responsibility CD: Sector Capacity Development
Director: Sector Education and Training
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries154
3.2.3 INDICATOR TITLE NATIONAL POLICY ON EXTENSION AND ADVISORY SERVICES IMPLEMENTED
Short definition The policy is a national framework to guide the agriculture, forestry and fisheries sectors in the provision of extension and advisory services. The intermediate objective of the policy is to enhance the efficiency, productivity, equity, environmental and economic sustainability of the three sectors by ensuring that all producers and processors have optimum access to knowledge and skills, and have the capacity and opportunity to connect, become more self-reliant and achieve resilient livelihoods. The implementation of the policy among others will include:
• Operationalising the PECF in all provinces;
• Deployment of extension support practitioners to commodity organisations
• Support provinces in the establishment of the district forums
Purpose/importance To guide and regulate the provision of extension and advisory services in the country and also to ensure that all actors in the agriculture, forestry and fisheries value chains (from producers to processors) enjoy equitable and optimum access to knowledge and skills
Source/collection of data/evidence
Annual report on the implementation of the National Policy on Extension and Advisory Services signed by the Deputy Director-General: Food Security and Agrarian Reform
The report will include the following: implementation process, progress on policy Intervention measures (promote effective and efficient linkage between research, extension and producers, Improve access to quality extension and advisory services that is professional, reliable, relevant and accountable, Facilitate a pluralistic and integrated approach to provide extension and advisory services, improve extension education system and broaden service focus)
Method of calculation Basic count
Data limitations None
Type of indicator Output indicator
Reporting cycle Bi-annually
New indicator No
Desired performance Effective co-ordination and implementation of extension and advisory services and alignment of research and extension in the AFF sector
Indicator responsibility Chief Director: National Extension Support Services Director: National Extension Reform
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 155
3.2.4 INDICATOR TITLE DEPLOYMENT OF EXTENSION SUPPORT PRACTITIONERS TO COMMODITY ORGANISATIONS MONITORED
Short definition Extension practitioners have been trained on a specific commodity’s value chain and will be deployed to commodity organisations. Extension practitioners (former extension officers) are officials that systematically work with producers or communities to assist them acquire relevant and useful agricultural or related knowledge and skills through facilitation and advisory in order to increase farm productivity, competitiveness, profitability and sustainability. Deployment refers to a working relationship between the department and commodity organisations. The extension practitioners are placed in positions where they can gain skills, abilities and competencies from a commodity organisation. DAFF will monitor the process of the deployment of extension support practitioners to commodity organisations monitored
Purpose/importance To create a pool of extension practitioners with specialist technical knowledge of a particular commodity
Source/collection of data
A report on the number of extension practitioners deployed to commodity organisations signed by the Deputy Director-General: Food Security and Agrarian Reform, (Annexure)
Letter from the PDAs signed by the Director: Extension Services to confirm the deployment of extension practitioners (includes name of the extension practitioner, ID/Persal number, commodity organisation placed at and the province)
Method of calculation Simple count: Report on the deployment process
Data limitations None
Type of indicator Output indicator
Calculation type Non-cumulative
Reporting cycle Annually
New indicator No
Desired performance Report containing information on extension practitioners deployed to commodity organisations
Indicator responsibility Chief Director: National Extension Support Services
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries156
3.3.1. INDICATOR TITLE NATIONAL POLICY ON COMPREHENSIVE PRODUCER DEVELOPMENT SUPPORT IMPLEMENTED
Short definition This policy will be the overall national policy framework for the agriculture, forestry and fisheries sectors in South Africa and shall guide interventions (support) provided to the various categories of producers by government and other sector stakeholders. DAFF through the policy, will coordinate interventions (support) provided to the various categories of producers by government and other sector stakeholders for the agriculture, forestry and fisheries sectors
Purpose/importance Ensure integration of producer support programmes in the agriculture, forestry and fisheries sectors
Source/collection of data
Q1: Workshop report, presentations and agenda of the National stakeholder consultation workshop
Q3: Presentations and agenda of the Social Development and Economical Clusters
Q4: Presentations and agenda of the cabinet meeting
Method of calculation Basic count: Policy on Comprehensive Producer Development Support
Data limitations None
Type of indicator Output indicator
Calculation type None
Reporting cycle Quarterly
New indicator No
Desired performance Higher performance is desired
Indicator responsibility Chief Director: Food Security
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 157
Transversal indicator definition
Commercialisation refers to a phenomenon where production is governed by commercial considerations, certain specialisation crops and animals are grown not for consumption in village but for sale in national and even international markets. Production of commodities is for sale in the market, rather than for family consumption. Marketing of products thus ‘surplus’ of production over and above consumption is required. Products should satisfy the customer’s choice
Annual report will include processes of external and internal consultation in formalising framework and funding forum
Purpose/importance • To address food security
• To contribute to the transformation agenda by facilitating inclusion and participation of blackcommercialised producers in the commercial farming sector and value chain activities with theratio of 1:5:10 (1 = large commercial, 5 = medium commercial, 10 = small commercial producers)
• To contribute to job creation and economic growth
Source/collection of data/evidence
Q1 – Q3: Progress report on black producers commercialised
Q4: Annual progress report on black producers commercialised approved by
EXCO
The report will include among others:
• list of black producers commercialised (name, ID number, contact details, province and type ofsupport)
• number of sustainable jobs created
• yield productivity measure
• previous and current turnover
Method of Calculation Simple count
Data limitations None
Type of indicator Output
Calculation Type Cumulative
Reporting cycle Quarterly
New indicator No
Desired performance Higher performance
Indicator responsibility National CASP Coordinator
3.3.2 TRANSVERSAL INDICATOR TITLE
BLACK COMMERCIALISATION PROGRAM IMPLEMENTED
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries158
14.3.3. Consolidated provincial performance indicator
3.1.3 TRANSVERSAL INDICATOR TITLE
NUMBER OF HOUSEHOLDS SUPPORTED WITH AGRICULTURAL FOOD PRODUCTION INITIATIVES
Transversal indicator definition
According to Stats SA (2016), a household is a group of persons who live together and provide themselves jointly with food and other essentials for living, or a single person who lives alone. Households have several characteristics and one of those is that they can practise agriculture at household level and therefore become subsistence producers. Households benefiting from agricultural food production initiatives refer to subsistence producers that will require agricultural support with persons averaging 3,3 persons.
The initiatives only refer to agricultural related interventions which will be province-specific and these include:
Production: Food gardens and rainwater harvesting—inputs
(seeds, fertilisers, installation of vegetable tunnels, chemicals, manure, fencing, mechanisation where necessary) and water tanks
Irrigation: Family drip irrigation, solar pumps and storage dams—other irrigation equipment including hose pipes, watering cans, etc.
Packaging: Fruit dryer renovations, (cold) storage for vegetables, pack house and packaging materials, etc.
Purpose/importance To address food insecurity
Source/collection of data/evidence
Source—Database of households profiles
Evidence—Acknowledgement form, (data base/list which includes name, contact details, ID numbers, type of support, signature of the recipient, province and district name)
Method of Calculation Simple count: Number of households supported
Data limitations None
Type of indicator Output
Calculation Type Cumulative
Reporting cycle Quarterly
New indicator No
Desired performance Higher performance is desired Indicator responsi-bility
Sub-Programme Manager
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 159
3.1.4 TRANSVERSAL INDICATOR TITLE
NUMBER OF HECTARES PLANTED FOR FOOD PRODUCTION
Transversal indicator definition
Number of hectares planted refers to the area of land put under production
Purpose/importance Increase the number of hectares under production to enhance availability, affordability and access to food
Source/collection of data/evidence
Source—Business plans/request form Evidence—template indicating the name of project leader, contact details, ID number, land size planted, crop/commodity type planted, locality/GPS co-ordi-nates, province and district name and signature of acceptance by the beneficiary
Method of Calculation Simple count: (total number of hectares planted per province per district)
Data limitations The quality and credibility of data
Weather conditions
Type of indicator Output
Calculation Type Cumulative
Reporting cycle Quarterly
New indicator No
Desired performance Higher performance is desired
Indicator responsibility Sub-Programme Manager
3.2.5 INDICATOR TITLE NUMBER OF EXTENSION SUPPORT PRACTITIONERS DEPLOYED TO COMMODITY ORGANISATIONS
Short definition Extension practitioners have been trained on a specific commodity’s value chain and will be deployed to commodity organisation. Extension practitioners (former extension officers) are officials that sys-tematically work with producers or communities to assist them acquire relevant and useful agricultural or related knowledge and skills through facilitation and advisory in order to increase farm productivity, competitiveness, profitability and sustainability. Deployment refers to a working relationship between the department and the commodity organisations. The extension practitioners are placed in positions where they can gain skills, abilities and competencies from a commodity organisation
Purpose/importance To create a pool of extension practitioners with specialist technical knowledge of a particular commodity
Source/collection of data
List of extension practitioners deployed which include name, ID number, province, commodity organ-isation, period of deployment
Method of calculation Simple count: Number of extension support practitioners deployed
Data limitations Commodity organisations not willing to collaborate with Provincial Departments of Agriculture (PDAs)
Type of indicator Output indicator
Calculation type Non-cumulative
Reporting cycle Annually
New indicator No
Desired performance Higher performance is desired
Indicator responsibility Programme Manager
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries160
3.3.3 TRANSVERSAL INDICATOR TITLE
NUMBER OF SMALLHOLDER PRODUCERS SUPPORTED
Transversal indicator definition
Smallholder producers refer to producers that produce for household consumption and markets. Support refers to tangible support i.e. infrastructure and/or production inputs.
Infrastructure includes on- and off- farm infrastructure. Production inputs include mechanisation, crop and livestock production inputs, technical and financial.
Purpose/importance To develop and support smallholder producers and increase sustainable agricultural production
Source/collection of data/evidence
Source—Updated database: Name, ID number, contact details, type of support, locality/co-ordinates)
Evidence—Business plans, letter of request, signed off letter of approval for support by provincial official, signed delivery note by the beneficiary, signature of the people receiving support
Method of Calculation Simple count: Number of smallholder producers supported
Data limitations None
Type of indicator Output
Calculation Type Cumulative
Reporting cycle Quarterly
New indicator No
Desired performance Higher performance is desired
Indicator responsibility Subprogramme Manager
14.4 Programme 4: Trade Promotion and Market Access
14.4.1. Strategic objective indicators
2.3 INDICATOR TITLE PROVIDE SUPPORT TO ENSURE MARKET ACCESS AND PROCESSING OF PRODUCTS FOR ECONOMIC DEVELOPMENT BY 2019/20
Short definition Support programme to market access will be implemented through Certification Programme and 134 commodity-based cooperatives supported
Purpose/importance To enhance support for smallholders to access market
Source/collection of data
Progress report from the certification agency, progress reports, cooperatives registration certificates
Method of calculation Simple count: Reports from certification agencies, cooperatives registration certificates
Data limitations None
Type of Indicator Outcome
Calculation type Non-cumulative
Reporting cycle Annually
New indicator No
Desired performance Improved access to markets
Objective responsibility
DDG: Trade Promotion and Market Access
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 161
14.4.2. Programme performance indicators
2.3.1 INDICATOR TITLE ENABLING ENVIRONMENT FOR SMALLHOLDER ACCESS TO MARKETS
Short definition Programme on South African Good Agricultural Practices (SA-GAP) put in place to prepare, allow and make it possible for smallholder producers of fresh produce (fruits and vegetables) to meet market requirements for global markets. Smallholder producers identified to participate in the programme are taken through pre-audit exercises to identify any non-conformances on their farms and this is followed by training/workshops on good agricultural practices, food safety, responsible use of pes-ticides and product safety and quality as outlined in Regulation 707 of 2005 under the Agricultural Products Standards (APS) Act of 1990. Producers are then given an opportunity to rectify any identi-fied non-conformances before the final audit and certification can be concluded,
The quarterly progress reports are consolidated into an annual report
Purpose/importance To enhance smallholder producers’ participation in global markets
Source/collection of data
SA-GAP Programme implemented for smallholder producers of fresh produce for exports
Q1: Progress report from the certification agency and final audit certification
Q2: Progress report from the certification agency and final audit certification
Q3: Progress report from the certification agency and final audit certification
Q4: Annual report for the programme
Method of calculation Simple count: Reports from certification agencies
Data limitations None
Type of indicator Output
Calculation type Non-cumulative
Reporting cycle Quarterly
New indicator No
Desired performance Improved access to global markets by smallholder producers of fresh produce
Indicator responsibility Chief Director: Agro-processing and Marketing Director: Marketing
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries162
2.3.2 INDICATOR TITLE NUMBER OF AGRO-PROCESSING ENTREPRENEURS TRAINED ON PROCESSING NORMS AND STANDARDS
Short definition This indicator entails training agro-processing entrepreneurs on pre-requisite and mandatory agro-processing norms and standards by the South African Bureau of Standards (SABS) Training Academy. This indicator shall be implemented when SABS issues certificates post-pedagogy reflect-ing standards that prospective agro-processing entrepreneurs were trained on
Purpose/importance To facilitate learning and understanding of pre-requisite and mandatory agro-processing norms and standards by prospective entrepreneurs
Source/collection of data
Q3: Attendance register
Method of calculation Basic count:Number of agro-processing entrepreneurs trained on processing norms and standards
Data limitations None
Type of indicator Output
Calculation type Cumulative
Reporting cycle Annually
New indicator No
Desired performance Understanding pre-requisite and mandatory norms and standards by agro-processing enterprises. Ultimate outcome is penetration and active participation of agro-processing agri-business in the mainstream value chain and economy
Indicator responsibility Chief Director: Agro-processing and Marketing Director: Agro-processing
2.3.3 INDICATOR TITLE NUMBER OF COMMODITY-BASED COOPERATIVES ESTABLISHED
Short definition Commodity-based cooperatives in this regard will be used as vehicles that give collective bargaining power to smallholder producers when they engage in negotiations for production inputs and marketing. The establishing of these cooperatives will entail mobilisation of smallholder producers into organised structures and registration of those as formal structures by the Companies and Intellectual Property Commission (CIPC)
Purpose/importance To facilitate the creation of an enabling institutional environment for sustainable sector growth and food security
Source/collection of data
Q1: Quarterly progress reports, cooperatives’ registration certificates
Q2: Quarterly progress reports, cooperatives’ registration certificates
Q3: Quarterly progress reports, cooperatives’ registration certificates
Q4: Quarterly progress reports, cooperatives’ registration certificates
Method of calculation Basic count: Total number of commodity-based cooperatives established
Data limitations Accuracy of data and timeliness of reports from PDAs
Indicator type Output
Calculation type Non-cumulative
Reporting cycle Quarterly
New indicator No
Desired performance Increased number of cooperatives established
Indicator responsibility Chief Director: Cooperatives and Rural Development
Director: Cooperatives and Enterprise Development
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 163
2.3.4 INDICATOR TITLE NUMBER OF COOPERATIVES SUPPORTED WITH TRAINING
Short definition Training of cooperatives in the sector is the foundation for the promotion of sustainable and viable cooperative enterprises that have the power to mobilise resource-poor farmers into self-sustaining enterprises thereby contributing to job creation and income generation by rural communities
Purpose/importance To facilitate the creation of an enabling institutional environment for sustainable sector growth and food security
Source/collection of data
Q1: Quarterly progress reports, attendance registers of cooperatives trained and cooperatives’ registration certificates
Q2: Quarterly progress reports, attendance registers of cooperatives trained and cooperatives’ registration certificates
Q3: Quarterly progress reports, attendance registers of cooperatives trained and cooperatives’ registration certificates
Q4: Quarterly progress reports, attendance registers of cooperatives trained and cooperatives’ registration certificates
Method of calculation Basic count:Total number of cooperatives supported with training
Data limitations No limitation in terms of data collection because the training programme is facilitated by DAFF
Indicator type Output
Calculation type Non-cumulative
Reporting cycle Quarterly
New indicator No
Desired performance Increased number of cooperatives supported with training that will lead to effective leadership and administration of cooperative enterprises
Indicator responsibility Chief Director: Cooperatives and Rural Development
Director: Cooperatives and Enterprise Development
2.3.5 INDICATOR TITLE AGRIBEE ENFORCEMENT GUIDELINE IMPLEMENTED
Short definition The AgriBEE Enforcement Guidelines will be implemented to ensure that all available levers are utilised through the alignment of services offered to agricultural sector enterprises to increase BBBEE compliance in the agricultural sector. The levers aligned to the AgriBEE Enforcement Guidelines will be implemented in order to improve compliance by agricultural stakeholders to the BBBEE Act
Purpose/importance To enhance compliance by agricultural sector enterprises to the AgriBEE Sector Codes
Source/collection of data
Q4: Report on the implementation of AgriBEE Enforcement Guidelines
Method of calculation Simple count: Published AgriBEE Enforcement Guidelines
Data limitations Accuracy of BBBEE compliance certificates
Indicator type Output
Calculation type Non-cumulative
Reporting cycle Annually
New indicator No
Desired performance Increased BBBEE compliance to the AgriBEE Sector Codes
Indicator responsibility Chief Director: Cooperatives and Rural Development
Director: BBBEE Charters Compliance
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries164
2.3.6 INDICATOR TITLE BBBEE SECTOR CODES FOR AGRICULTURE AND FORESTRY IMPLEMENTED
Short definition Monitor the implementation of the Transformation Sector Code by the stakeholders in the agriculture and forestry sectors. Utilise the AgriBEE and Forestry Sector Codes enforcement tools to influence DAFF related support and intervention programmes
Purpose/importance To ensure advancement of agricultural and forestry sector transformation
Source/collection of data
Q4: Government report on the status of transformation in the agricultural sector
Q4: Government report on the status of transformation in the forestry sector
Method of calculation Basic count: BEE scorecard information/certificates, government reports on the status of transformation in the
agricultural and forestry sector
NB: Filling of BEE scorecard is voluntary
Data limitations Only verified BEE scorecards can be utilised
Indicator type Output
Calculation type None-cumulative
Reporting cycle Annually
New indicator No
Desired performance Minimum Level 4 BEE contribution
Indicator responsibility Chief Director: Cooperatives and Rural Development
Director: BBBEE Charters Compliance
2.3.7. INDICATOR TITLE MARKET OPPORTUNITY PROFILE RESEARCH REPORT DEVELOPED
Short definition Market Opportunity Profile Research Report is developed to identify the priority market for the specific commodity. The focus of the report is mainly on export markets
Purpose/importance To align priority export markets identified with the existing export priorities indicated by the sector to guide and
support technical engagement regarding market access
Source/collection of data
Q3: Draft Market Opportunity Profile Research Report for Forestry Product Exports developed (HS 44 & 47)
Q4: Final Market Opportunity Profile Research Report for Forestry Product Exports developed (HS 44 & 47)
Method of calculation Basic count: Final Market Opportunity Profile Research Report for Forestry Product Exports developed (HS 44 & 47)
Data limitations Access to databases is very costly and difficult to maintain with budget cuts. Limited market information on African countries, performance schedule of the service provider (e.g. North West University) and availability of industry to deliberate research results and further develop them into a concrete plan. Funding for utilising modelling that is not in the Directorate: International Trade
Indicator type Output
Calculation type Non-cumulative
Reporting cycle Bi–annually
New indicator No
Desired performance High performance desired
Indicator responsibility Chief Director: International Relations and Trade Director: International Trade
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 165
2.3.8. INDICATOR TITLE TRADE AGREEMENTS IMPLEMENTED
Short definition Initiatives to support the sector in accessing international markets includes participating in trade negotiations and implementing international agreements. The following are the list of trade agreements that are implemented by the country:
• SADC EU EPA
• SACU
• SADC
• SACU—Mercosur
• AGOA
• WTO
• WWTG
List of current trade negotiations:
• SACU—EFTA
• TFTA
• AfCFTA
• WTO Agricultural negotiations
• SACU—India
NB: It should be noted that it can take years for a negotiated agreement to be finalised and agreed upon. Refer to the SOP for detailed information on the above lists
Purpose/importance To create an enabling environment for the sector to have access to market opportunities (imports and exports)
Source/collection of data
Report on the implementation of trade agreements
Q1: Quarterly progress report on the implementation of trade agreements
Q2: Quarterly progress report on the implementation of trade agreements
Q3: Quarterly progress report on the implementation of trade agreements
Q4: Annual report on the implementation of trade agreements
NB: The reports will entail progress of agreements that were implemented for that particular quarter
Report on participation in trade negotiations
Q1: Quarterly progress report on participation in trade negotiations
Q2: Quarterly progress report on participation in trade negotiations
Q3: Quarterly progress report on participation in trade negotiations
Q4: Annual report on participation in trade negotiations
NB: The reports will entail progress of trade negotiations that were participated in for that particular quarter
Method of calculation Basic count: Report on the implementation and negotiations of trade agreements
Data limitations Access to databases is very costly and difficult to maintain with budget cuts. Limited market information on African countries, political instability in other countries, unwillingness of partners, and performance schedule of the service provider (International Trade Centre)
Indicator type Output
Calculation type Non-cumulative
Reporting cycle Quarterly
New indicator No
Desired performance Broadening of market opportunities through trade negotiations and trade relations to contribute to
the sectors’
trade growth (in specific export growth)
Indicator responsibility Chief Director: International Relations and TradeDirector: International Trade
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries166
2.3.9 INDICATOR TITLE INTERNATIONAL RELATIONS STRATEGY IMPLEMENTED
Short definition Lead and co-ordinate structured bilateral and multilateral cooperation mechanisms and high level engagements with strategic partners through exchange and cooperation programmes in scientific advancement, farmer to farmer exchanges and market access and development
Purpose/importance To implement the departmental International Relations (IR) Strategy in line with the South African Foreign Policy that seeks to consolidate, deepen and strengthen bilateral and multilateral political and economic relations with identified partners by consolidating bilateral relations and cooperation with strategic partners
Source/collection of data
1. Report on strategic engagement of partners within south-south, north-south andmultilateral agencies/forums
Q1: Quarterly progress report on the co-ordination of bilateral and multilateral cooperation engagements, draft/finalised agreements, BTORs on briefings of negotiation meetings, workshops and participation
Q2: Quarterly progress report on the co-ordination of bilateral and multilateral cooperation engagements, draft/finalised agreements, BTORs on briefings of negotiation meetings, workshops and participation
Q3: Quarterly progress report on the co-ordination of bilateral and multilateral cooperation engagements, draft/finalised agreements, BTORs on briefings of negotiation meetings, workshops and participation
Q4: Quarterly progress report on the co-ordination of bilateral and multilateral cooperation engagements, draft/finalised agreements, BTORs on briefings of negotiation meetings, workshops and participation
1.1 South-South
NB. The following are the current statuses for Memorandums of Understanding (Bilateral) under AAEMER:
• ASIA
Existing signed MoUs: RSA/China (People’s Republic of China), RSA/Indonesia, RSA/Japan and RSA/
Taiwan
MoUs still under negotiation: RSA/Malaysia, RSA/Philippines, RSA/Thailand, RSA/Vietnam
• AUSTRALASIA AND MIDDLE EAST
Existing signed MoUs: RSA/Australia, RSA/India (IBSA), RSA/India, RSA/Iran
MoUs still under negotiation: RSA/Saudi Arabia, RSA/Palestine, RSA/Pakistan, RSA/United Arab Emirates
1.2 North-South
• AMERICAS
Existing signed MoUs: RSA/Argentina
MoUs still under negotiation: RSA/Cuba, RSA/Mexico
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2.3.9 INDICATOR TITLE INTERNATIONAL RELATIONS STRATEGY IMPLEMENTED
• EUROPE
Existing signed MoUs: RSA/France, RSA/Germany, RSA/Netherlands, RSA/Denmark
MoUs still under negotiation: RSA/Belarus, RSA/Russia, RSA/Russian Federation, RSA/Turkey
1.3 Multilateral agencies/forums
Food and Agriculture Organisation (FAO) of the United Nations
Group of 20 (G20)
Organisation for Economic cooperation and Development (OECD)
International Fund for Agricultural Development (IFAD)
NB. Due to other factors like changes in governmental priorities and other political environment factors of both countries/parties, activities falling under the above-mentioned bilateral and multilaterals might not all be implemented during the period under review (2018/19).
2) Report on strategic engagement of partners within Africa and Africa multilateral
Q1: Quarterly progress report on co-ordination of strategic engagement of partners within Africa and Africa agencies
Draft/finalised agreements, BTORs on briefings of negotiation meetings, workshops and participation
Q2: Quarterly progress report on co-ordination of strategic engagement of partners within Africa and Africa agencies
Draft/finalised agreements, BTORs on briefings of negotiation meetings, workshops
and participation
Q3: Quarterly progress report on co-ordination of strategic engagement of partners within Africa and Africa agencies
Draft/finalised agreements, BTORs on briefings of negotiation meetings, workshops and participation
Q4: Annual report on co-ordination of strategic engagement of partners within Africa and Africa agencies
Draft/finalised agreements, BTORs on briefings of negotiation meetings, workshops and participation
2.1 African Countries
NB. The following are the current statuses for Memorandums of Understanding (Bilateral) under Africa Relations:
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2.3.9 INDICATOR TITLE INTERNATIONAL RELATIONS STRATEGY IMPLEMENTED
• SOUTHERN AFRICA
Existing signed MoUs: RSA/Angola, RSA/Botswana, RSA/DRC, RSA/Lesotho, RSA/Mozambique, RSA/Namibia, RSA/Swaziland,
MoUs still under negotiation: RSA/Mozambique (Cross Border Fire Management), RSA/Namibia (Cross Border Fire Management), RSA/Zimbabwe, RSA/Botswana (Forestry), RSA/Madagascar
• EAST AND NORTH AFRICA
Existing signed MoUs: RSA/Algeria, RSA/Egypt, RSA/Kenya, RSA/Ghana, RSA/Rwanda,
MoUs still under negotiations: RSA/Ethiopia
• WEST AND CENTRAL AFRICA
Existing signed MoUs: RSA/Congo-Brazzaville, RSA/Nigeria, RSA/Senegal
MoUs still under negotiation: RSA/Gabon, RSA/Mali, RSA/Uganda,
NB. Fragile countries for consideration:
• South Sudan (East and North Africa)
• Burundi (East and North Africa)
• Eritrea (East and North Africa)
Engagements with the mentioned fragile countries will be based on political stability and presidential mandate
2.2 Africa Multilateral
Southern African Development Community (SADC)
African Union (AU)
NB. Due to other factors like changes in governmental priorities and other political environment factors of both countries/parties, activities falling under the above-mentioned bilateral and multilaterals might not all be implemented during the period under review (2019/2020)
(3) Status report on compliance to AU and SADC obligations
Q1: Progress report on compliance to AU and SADC obligations and BTORs
Q2: Progress report on compliance to AU and SADC obligations and BTORs
Q3: Progress report on compliance to AU and SADC obligations and BTORs
Q4: Annual progress report on compliance to AU and SADC obligations and BTORs
3.1 AU obligations (RSA as Vice Chairperson of Bureau, 2003 Maputo and 2014 Malabo Declarations)
3.2 SADC obligations (SADC chairmanship, three Legacy projects and SADC Regional Plan
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2.3.9 INDICATOR TITLE INTERNATIONAL RELATIONS STRATEGY IMPLEMENTED
4) Report on facilitating the implementation of BRICSQ4: Annual report on facilitating the implementation of BRICS Action Plan, BRICS 2017–2020 forAgricultural Cooperation
Method of calculation Basic count: Report on the co-ordination of bilateral and multilateral cooperation engagements, report on coordination of strategic engagement of partners within Africa and Africa agencies, progress report on compliance to AU and SADC obligations, draft/finalised agreements, BTORs on briefings of negotiation meetings, AU and SADC obligations, workshops and participations
Data limitations Limited capacity in African countries to implement joint projects. Unreliable data, inadequate data management
systems
Unwillingness of the other party to negotiate or implement agreement as agreed to by both parties
Expiry of the MoU might lead to non-implementation
Political changes/environment
Indicator type Output
Calculation type Non-cumulative
Reporting cycle Quarterly
New indicator No
Desired performance Indicator responsibility
Strategic engagement of partners within Africa and Africa multilateral agencies CAADP Compact Strategic engagement of partners within south-south, north-south and multilateral agencies/forums
Indicator responsibility Chief Director: International Relations and Trade Director: Africa Relations Director: Americas, Australia, Europe and Middle East Relations
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries170
14.5 Programme 5: Forestry and Natural Resources
14.5.1. Strategic objective indicators
2.1 INDICATOR TITLE INCREASE HECTARES PLANTED FOR THE PRODUCTION OF TIMBER BY 2019/20
Short definition The number of hectares planted in TUPs refers to hectares that have been planted on temporary unplanted areas on Category B and C plantations. TUPs are the areas which are not effectively planted as a result of clear-felling operations that took place or other factors such as fire damage beyond the control of the department
Purpose/importance Reduction of TUPs is considered to be the major indicator of performance of state plantations in pursuit of sustainability
Source/collection of data
Q1, Q3 and Q4: Annual Plan of Operation (APO), maps, APO progress report
Method of calculations Basic count: Total number of hectares of TUPs replanted
Data limitations Climatic conditions, e.g. droughts and/or floods may result is some of the hectares not being planted. Floods, fires damages and mortality rate of the plants could result in areas that were previously planted having to be replanted
Reliability and accuracy of data from estate managers/district managers.
Indicator type Output
Calculation type Cumulative
Reporting cycle Quarterly
New indicator No
Desired performance Reduction in the number of TUPs hectares resulting in an increase in planted area
Indicator responsibility Chief Director: Forestry Operations
Director: Forestry Management (Eastern Cape)
Director: Forestry Management (Limpopo and Mpumalanga)
Director: Forestry Management (Kwazulu-Natal)
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3.1 INDICATOR TITLE IMPLEMENT THE AGRO-FORESTRY STRATEGY FRAMEWORK TO CONTRIBUTE TO-WARDS FOOD SECURITY INITIATIVES BY 2019/20
Short definition The Agro-forestry Strategy Framework is a strategy that is aimed at co-ordinating, facilitating and promoting a practice of farming which promotes multiple land use by combining forestry and agriculture on the same piece of land. For the 2019/20 financial year the project plans will be implemented in Limpopo and Mpumalanga provinces.
Purpose/importance Ensuring food security, increased wood, fibre and promotion of multiple land use. Integration of agriculture and forestry on the same piece of land to maximise productivity.
Source/collection of data
Q1: Draft project plan
Q2: Project plan approved by CD: FDR
Q3: Report on the implementation of the project plan signed off by Chief Director: Forestry Development and Regulations
Q4: Report on the implementation of the project plan signed off by the Chief Director: Forestry Development and Regulations
Method of calculations Basic count: Project plan implementation report
Data limitations Lack of inputs from stakeholders
Indicator type Output
Calculation type Non-cumulative
Reporting cycle Quarterly
New indicator No
Desired performance Integration of agriculture and forestry on the same piece of land to maximise productivity
Indicator responsibility Chief Director: Forestry Development and Regulations Director: Small-Scale Forestry
4.1 INDICATOR TITLE REHABILITATION OF NATURAL RESOURCES TO PROMOTE THE SUSTAINABLE USE AND MANAGEMENT OF NATURAL RESOURCES BY 2019/20
Short definition The indicator measures the number of hectares that have been rehabilitated through clearing of alien invasive plants and tree planting where possible. Some areas are left to regenerate naturally after clearing
Purpose/importance To improve the conservation status of the natural agricultural resources and to promote sustainable resources management
Source/collection of data
State weekly sheets signed off by the estate managers, monthly reports and quarterly regional reports that detail the name of the estate, number of hectares rehabilitated and GPS co-ordinates signed off by the regional head
Method of calculations Basic count: Total number of hectares rehabilitated
Data limitations The accuracy of the GPS readings if the tool is not used correctly leading to inaccurate data being captured
Indicator type Output indicator.
Calculation type Cumulative
Reporting cycle Quarterly
New indicator No
Desired performance Higher performance—increase the number hectares of agricultural land and state indigenous forests rehabilitated.
Indicator responsibility Director: Woodland and Indigenous Forest Management
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4.2 INDICATOR TITLE IMPLEMENT CLIMATE CHANGE ADAPTATION AND MITIGATION PLANS BY 2019/20
Short definition The DAFF will implement the Climate Change Adaptation and Mitigation Plan (CCAMP) for Agriculture, Forestry and Fisheries and will develop the action plan to monitor the implementation of the CCAMP. Two quarterly reports and one (1) annual report will be compiled at the end of the 2019/20 financial year and submitted to the CD: NRM for signing off. For the 2019/20 financial year, the focus area that will be implemented will be the biogas programme
Purpose/importance The importance of implementing the CCAMP is to enhance the resilience of agricultural and food production systems (adaptation), reducing greenhouse gas emissions in the sector, and ensuring food security. This will also ensure compliance with the National Climate Change Response Policies and in support of the National Disaster Framework of 2005 and amended Disaster Management Act of 2015
Sources/collection of data
Q2: One action plan on the implementation of the CCAMP, one quarterly report signed off by CD:NRM
Q3: One quarterly report signed off by CD:NRM
Q4: One annual report signed off by CD:NRM
Method of calculation Basic counting of three reports
Data limitations None
Indicator type Output indicator
Calculation type Non-cumulative
Reporting cycle Quarterly
New indicator No
Desired performance Higher performance is desired
Indicators responsibility
Chief Director: Natural Resources Management Director: Climate Change and Disaster Management
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14.5.2. Programme performance indicators
2.1.1 INDICATOR TITLE NUMBER OF HECTARES PLANTED IN TEMPORARY UNPLANTED AREAS
Short definition The number of hectares planted in TUPs refers to hectares that have been planted on temporary unplanted areas on Category B and C plantations. TUPs are the areas which are not effectively planted as a result of clear-felling operations that took place or other factors such as fire damage beyond the control of the department
Purpose/importance Reduction of TUPs is considered to be the major indicator of performance of state plantations in pursuit of sustainability
Source/collection of data
Q1, Q3 and Q4: Annual Plan of Operation (APO), maps, APO progress report
Method of calculations Basic count: Total number of hectares of TUPs replanted
Data limitations Climatic conditions, e.g. droughts and/or floods might result is some of the hectares not being planted. Floods, fires damages and mortality rate of the plants could result in areas that were previously planted having to be replanted Reliability and accuracy of data from estate managers/district managers
Indicator type Output
Calculation type Cumulative
Reporting cycle Quarterly
New indicator No
Desired performance Reduction in the number of TUPs hectares resulting in an increase in planted area
Indicator responsibility Chief Director: Forestry Operations Director: Forestry Management (Eastern Cape) Director: Forestry Management (Limpopo and Mpumalanga) Director: Forestry Management (Kwazulu-Natal)
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2.1.2 INDICATOR TITLE RE-COMMISSIONING OF THE WESTERN CAPE STATE FOREST PLANTATIONS
Short definition Re-commissioning refers to replanting of state forest plantations in the Western Cape. In the 2019/20 financial year, focus will be on the development of the re-commissioning business model. The CD: Forestry Development and Regulations (FDR) will approve the re-commissioning business model
Purpose/importance In 2008, Cabinet approved the re-commissioning of state forest plantations in the Western Cape due to a decrease in timber supply and job losses. The intention was to increase timber supply and job creation
Source/collection of data
Q1: Terms of reference for the appointment of transaction advisor
Q2: Advert of the tender, contract signed by transaction advisor
Q3: Draft re-commissioning business model
Q4: Re-commissioning business model approved by the CD: FDR
Method of calculations Simple count: Recommissioning business model developed
Data limitations Lack of support from the affected communities
Indicator type Output
Calculation type Non-cumulative
Reporting cycle Quarterly
New indicator No
Desired performance To increase timber supply and job creation
Indicator responsibility Chief Director: Forestry Development and Regulations Director: Commercial Forestry
3.1.1 INDICATOR TITLE AGRO-FORESTRY STRATEGY FRAMEWORK IMPLEMENTED
Short definition The Agro-forestry Strategy Framework is a strategy that is aimed at co-ordinating, facilitating and promoting the practice of farming which promotes multiple land use by combining forestry and agriculture on the same piece of land. For the 2019/20 financial year the project plans will be implemented in the Limpopo and Mpumalanga provinces
Purpose/importance Ensuring food security, increased wood, fibre and promotion of multiple land use. Integration of agriculture and forestry on the same piece of land to maximise productivity
Source/collection of data
Q1: Draft project plan
Q2: Project plan approved by CD: FDR
Q3: Report on the implementation of the project plan signed off by CD: FDR
Q4: Report on the implementation of the project plan signed off by the CD: FDR
Method of calculations Basic count: Project plan implementation report
Data limitations Lack of inputs from stakeholders
Indicator type Output
Calculation type Non-cumulative
Reporting cycle Quarterly
New indicator No
Desired performance Integration of agriculture and forestry on the same piece of land to maximise productivity
Indicator responsibility Chief Director: Forestry Development and Regulations Director: Small-Scale Forestry
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4.1.1 INDICATOR TITLE MONITORING OF AGRICULTURAL LAND REHABILITATION INTERVENTIONS
Short definition Land rehabilitated means the area of agricultural land under conservation measures, which include any agronomic, vegetative, structural and management measures or combinations thereof.
Rehabilitated means that the project has been implemented, yet it could need other interventions to achieve full rehabilitation/restoration.
DAFF will monitor interventions related to agricultural land rehabilitated within the nine provinces, through the approved LandCare conditional grant business plans
Purpose/importance To improve the availability of data and information pertaining to the conservation status and sustainable management of the natural agricultural resources
Source/collection of data
Q2: National Mid-term Report based on provincial reports signed off and submitted by the respective LandCare co-ordinators, with a consolidated number of hectares rehabilitated within the nine provinces, supported by third party acknowledgement letters from municipalities or tribal authorities or beneficiaries or LandCare committees and maps indicating the hectares of land rehabilitated.
Q4: National annual report, based on reports signed off and submitted by provincial LandCare co-or-dinators, with a consolidated number of hectares rehabilitated within the nine provinces, supported by third party acknowledgement letters from municipalities, tribal authorities, beneficiaries or LandCare committees and maps indicating the hectares of land rehabilitated
Method of calculations Simple count: Annual performance report
Monitoring report on agricultural land rehabilitation interventions
Data limitations The accuracy of the count depends on the reliability of reports on the hectares rehabilitated as sub-mitted by the PDAs. Factors impacting on reported performance can include:
• prevailing weather conditions impacting on rehabilitation interventions
• delay in the receipt of third party acknowledgement letters
Permits to be issued by other departments
Indicator type Output indicator
Calculation type Cumulative
Reporting cycle Bi-annually
New indicator Slightly modified
Desired performance Higher performance—increase in the number hectares of agricultural land rehabilitated
Indicator responsibility Chief Director: Natural Resources Management Director: Land Use and Soil Management
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4.1.2 INDICATOR TITLE NUMBER OF HECTARES OF STATE INDIGENOUS FORESTS REHABILITATED
Short definition The indicator measures the number of hectares that have been rehabilitated through clearing of alien invasive plants and tree planting where possible. Some areas are left to regenerate naturally after clearing
Purpose/Importance Track hectares on rehabilitation of degraded indigenous forests and woodlands Forest degradation is caused by fire, unsustainable harvesting of timber, road construction and weed infestation
Sources/collection of data
Q2—Q4: Weekly sheets signed off by the estate managers, monthly reports and quarterly regional reports that detail the name of the estate, number of hectares rehabilitated and GPS coordinates signed off by the regional head
Method of calculation Basic count: Total number of hectares rehabilitated
Data limitations The accuracy of the GPS readings if the tool is not used correctly leading to inaccurate data being captured
Indicator type Output
Calculation type Cumulative
Reporting cycle Quarterly
New indicator No
Desired performance Increase in hectares of indigenous forest rehabilitated therefore a higher performance is desired
Indicators responsibility
Chief Director: Natural Resources Management Director: Woodlands and Indigenous Forest Management
4.1.3 INDICATOR TITLE NUMBER OF PROJECTS TO SUPPORT REVITALISATION OF IRRIGATION SCHEMES IMPLEMENTED
Short definition A project refers to all the work relating to revitalisation that has been completed within an irrigation scheme within a financial year.
The work will be based on all the application forms from the farmers in the Vaalharts Irrigation Scheme approved by the Northern Cape PDA. Work done refers to repairs or replacement or installation of irrigation and drainage materials and equipment.
DAFF will monitor the work done which is funded by Ilima/Letsema
Purpose/Importance To refurbish infrastructure in the irrigation scheme
Sources/collection of data
Application forms from farmers approved by the Northern Cape PDA, invoices from contractors, inspection reports and payment approval forms from provincial office
Method of calculation Basic count: Work done in an irrigation scheme within one financial year will be counted as one project
Data limitations Delay in approval applications, reprioritisation of budget to other priorities, and delay in procurement of services
Indicator type Output
Calculation type Non-cumulative
Reporting cycle Annually
New indicator No
Desired performance To refurbish infrastructure in the irrigation scheme
Indicators responsibility
Chief Director: Natural Resources Management Director: Water Use and Irrigation Development
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4.2.1. INDICATOR TITLE CLIMATE CHANGE ADAPTATION AND MITIGATION PLAN (CCAMP) FOR AGRICULTURE, FORESTRY AND FISHERIES IMPLEMENTED
Short definition The DAFF will implement the Climate Change Adaptation and Mitigation Plan (CCAMP) for Agriculture, Forestry and Fisheries. The department will develop the action plan to monitor the implementation of the CCAMP. Two quarterly reports and one annual report at the end of the 2019/20 financial year will be compiled and submitted to the CD: NRM for signing off. For the 2019/20 financial year, the focus area will be the biogas programme
Purpose/Importance The importance of implementing the CCAMP is to enhance the resilience of agricultural and food production systems (adaptation); reduction of greenhouse gas emissions in the sector, and ensuring food security. This will also ensure compliance with the National Climate Change Response Policies and in support of the National Disaster Framework of 2005 and amended Disaster Management Act no 57 of 2015
Sources/collection of data
Q2: One action plan on the implementation of the CCAMP, one quarterly report signed off by CD:NRM
Q3: One quarterly report signed off by CD:NRM
Q4: One annual report signed off by CD:NRM
Method of calculation Basic counting of four reports
Data limitations None
Indicator type Output indicator
Calculation type Non-cumulative
Reporting cycle Quarterly
New indicator No
Desired performance Higher performance is desired
Indicators responsibility
Chief Director: Natural Resources Management Director: Climate Change and Disaster Management
4.2.2 INDICATOR TITLE CLIMATE SMART AGRICULTURE (CSA) STRATEGIC FRAMEWORK IMPLEMENTED
Short definition The DAFF will implement the Climate Smart Agriculture (CSA) Strategic Framework. The department will develop the action plan to monitor the implementation of the CSA Framework. Three (3) quarterly reports and one (1) annual report at the end of the 2019/20 financial year will be compiled and submitted to the CD: NRM for signing off. For 2019/20, the focus area will be CSA capacity building
Purpose/importance The purpose or importance of Climate Smart Agriculture (CSA) Strategic Framework is to guide the implementation and promotion of CSA practices and upscaling through enhancing resilience of agricultural and food production systems (adaptation); reducing greenhouse gas emissions (mitigation) in the sectors, and ensuring food security
Sources/collection of data
Q1: 1 Action plan on the implementation of the CSA Strategic Framework, One quarterly report signed off by CD:NRM
Q2: One quarterly report signed off by CD:NRM
Q3: One quarterly report signed off by CD:NRM
Q4: One annual report signed off by CD:NRM
Method of calculation Basic counting of four reports
Data limitations None
Indicator type Output indicator
Calculation type Non-cumulative
Reporting cycle Quarterly
New indicator No
Desired performance Higher performance is desired
Indicators responsibility
Chief Director: Natural Resources Management Director: Climate Change and Disaster Management
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14.5.3. Consolidated performance indicators
4.1.5 INDICATOR TITLE NUMBER OF HECTARES OF AGRICULTURAL LAND REHABILITATED
Short definition Area of agricultural land under conservation measures, which include any agronomic, vegetative, structural and management measures or combinations thereof.
Rehabilitated means that the project has been implemented, yet it could need other interventions to achieve full rehabilitation/restoration
Purpose/importance To minimise and reverse land degradation in order to improve agricultural production
Source/collection of data
Reports signed off by the provincial Land Care co-ordinator supported by third party acknowledgement letters and maps indicating the hectares of land rehabilitated
Method of calculations Basic count: Total number of hectares rehabilitated
Data limitations The accuracy of the count depends on the reliability of reports on the hectares rehabilitated as submitted by the PDAs. Factors impacting on reported performance can include:
• prevailing weather conditions affecting rehabilitation interventions
• delay in the receipt of third party acknowledgement letters
• permits to be issued by other departments
Indicator type Output indicator
Calculation type Cumulative
Reporting cycle Quarterly
New indicator No
Desired performance Higher performance—increase the number hectares of agricultural land rehabilitated
Indicator responsibility Chief Director: Natural Resources Management Director: Land Use and Soil Management
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14.6 Programme 6: Fisheries
14.6.1 Strategic objective indicator
2.1 INDICATOR TITLE PROMOTE AQUACULTURE FOR ECONOMIC GROWTH BY 2020
Short definition Promotion of aquaculture will be realised through aquaculture catalyst projects in order to realise Operation Phakisa aspirations. Support provided will include facilitating access to funds or technical advisory services (e.g. access to land, water permits etc.)
Purpose/importance To fast track unlocking economic growth of the aquaculture sector and meet the Operation Phakisa aspiration with regards to creating jobs, increasing production, transformation and contribution to GDP
Source/collection of data
Formal letter confirming that the project has been supported under Aquaculture Operation Phakisa
Method of calculation Basic count: aquaculture catalyst projects supported
Data limitations Lack of cooperation (non-compliance with reporting requirements, legislative requirements, etc.) by farmers and/or initiative owners Lack of data with regards to value chain jobs created and lack of reporting
Type of objective Outcome
Calculation type Non-cumulative
Reporting cycle Annually
New objective No
Desired performance Increase catalyst projects to meet the aspiration of Operation Phakisa which is to increase aquaculture production by 2019 to 20 000 tons, grow GDP contribution to R 3 billion, create total of 15 000 jobs, ensure increased participation to support transformation in the sector. Therefore a higher targeted performance is desired
Objective responsibility
Chief Director: Aquaculture Development
3.1 INDICATOR TITLE PROMOTE TRANSFORMATION AND PRODUCTION OF FISHERY BY 2020
Short definition The objective refers to the promotion and production of fishery to be realised through the implementation of a framework for allocation of fishing rights
Purpose/importance To alleviate poverty in small-scale fishing communities through the promotion of food security and employment and further promoting transformation of the overall fishing sector
Source/collection of data
Permit condition, rights register, TAC and/or TAE recommendations and Marine Administration System (MAST) generated report on permit and licences
Method of calculation Simple count
Data limitations Insufficient information supplied by applicants or applications submitted
Type of objective Outcome
Calculation type Cumulative
Reporting cycle Quarterly
New objective No
Desired performance Compile and keep fishing rights registers, review permit conditions, prepare recommendations on determination of TAC, TAE or combination thereof for the nine fishing sectors, and issue permits and licences within the set turnaround time
Objective responsibility
Chief Director: Marine Resources Management
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries180
4.1 INDICATOR TITLE PROMOTE, CONSERVE, PROTECT AND RECOVERY OF DEPLETED NATURAL RESOURCES BY 2020
Short definition The objective is a reflection of the status of the fish stock in question (abalone, West Coast rock lobster), measured against pre-determined reference points (e.g. maximum sustainable yield level, pre-fished biomass, etc.)
MRM—revised management measures to rebuild abalone, West Coast rock lobster
Purpose/importance The objective shows the status of the fish stock relative to the pre-determined reference points for the stock so that adaptive management can be implemented as required. For West Coast rock lobster and abalone this is important to track progress regarding stock recovery
Source/collection of data
Scientific report
MRM—approved TAC/TAE and permit conditions
Method of calculation The method of calculation is specific to each resource and to the quantity and types of information available for each, and therefore varies from resource to resource. The calculations (including mathematical and statistical modelling) follow internationally accepted practices and standards for fisheries stock assessment MRM: Basic count—approved permits conditions and TAC/TAE
Data limitations The limitations of the available data are specific to each resource, and too exhaustive to list here (such as missing data in time-series, absence of catch and effort data in certain fisheries, lack of data on illegal harvests, etc.). Limitations of the available data are taken account of during the statistical modelling techniques employed
MRM—real time and contravention data
Type of objective Impact
Calculation type Non-cumulative
Reporting cycle Annually
New objective No
Desired performance It is desired that the objective remains within acceptable confidence intervals around the reference point, or in the case of recovering stocks that the objective shows improvement towards the target levels over the desired timeframes
Objective responsibility
Chief Director: Fisheries Research and Development
Chief Director: Marine Resource Management
Chief Director: Monitoring, Control and Surveillance
Director: Monitoring and Surveillance
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14.6.2 Programme performance indicators
2.1.1 INDICATOR TITLE NUMBER OF AQUACULTURE CATALYST PROJECTS (IDENTIFIED AND LISTED UNDER OPERATION PHAKISA) SUPPORTED
Short definition Number of aquaculture catalyst projects supported in order to realise Operation Phakisa aspirations. Support provided will include facilitating access to funds or technical advisory services (e.g. access to land, authorisation, market access etc.)
Purpose/importance To fast track unlocking economic growth of the aquaculture sector and meet the Operation Phakisa aspirations with regards to creating jobs, increasing production, transformation and contribution to GDP
Source/collection of data
Q1:—Q4: Formal correspondence and/or site visits reports
Method of calculation Simple count: Formal correspondence and/or site visit reports
Data limitations Cooperation by other government departments, farmers and/or initiative owners (non-compliance with reporting requirements, legislative requirements, etc.)
Data with regards to value chain jobs created and reporting
Type of indicator Output
Calculation type Cumulative
Reporting cycle Quarterly
New indicator No
Desired performance Increase number of catalyst projects to meet the aspiration of Operation Phakisa which is to increase aquaculture production by 2019 to 20 000 tons, grow GDP contribution to R 3 billion, create a total of 15 000 jobs, ensure increased participation to support transformation in the sector. Therefore a higher targeted performance is desired
Indicator responsibility Chief Director: Aquaculture and Economic Development Phakisa Delivery Unit
2.1.2 INDICATOR TITLE SMALL-SCALE AQUACULTURE SUPPORT PROGRAMME DEVELOPED
Short definition A program aimed at supporting small-scale aquaculture sub-sector development and growth with focus on access to inputs, markets, finance, advisory services and capacity provision
Purpose/importance To unlock economic growth of the aquaculture sector and increase contribution to the GDP while addressing food security and livelihoods
Source/collection of data
Q2: Draft concept note
Q3: Stakeholders consultations ( Attendance register, minutes of consultations )
Q4: Approved concept note by DDG: Fisheries Management
Method of calculation Simple count: Approved concept note by DDG
Data limitations Stakeholder consultation process could limit data
Type of indicator Output
Calculation type Non-Cumulative
Reporting cycle Quarterly
New indicator No
Desired performance Structured aquaculture support program that will result in increased production and contribution to the GDP
Indicator responsibility Chief Director: Aquaculture and Economic Development Director: Aquaculture Technical Services
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries182
2.1.3 INDICATOR TITLE AQUACULTURE DEVELOPMENT ACT IMPLEMENTATION PLAN DEVELOPED
Short definition The Aquaculture Development Act implementation plan refers to a guiding document outlining roles and responsibilities, actions, timeframes and costing that will inform the implementation of the Aquaculture Development Act
NB: The development of the Aquaculture Development Act implementation plan is dependent on the completion of parliamentary processes
Purpose/importance Once approved the implementation phase that seeks to create an enabling environment for management and development of the aquaculture sector in South Africa can take centre stage
Source/collection of data
Q2: Draft implementation plan
Q3: Public consultation (Minutes, attendance registers, consultation report)
Q4: Implementation plan approved by DDG (Minutes/submission)
Method of calculation Simple count: Implementation plan approved by DDG
Data limitations Public consultation process could limit data
Type of indicator Output
Calculation type Cumulative
Reporting cycle Quarterly
New indicator No
Desired performance A higher targeted performance is desired. Higher targeted performance will result in a pro-development inclusive aquaculture legislation that will enable accelerated sector growth
Indicator responsibility Chief Director: Aquaculture and Economic Development
Director: Sustainable Aquaculture Management
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 183
2.1.4 INDICATOR TITLE NUMBER OF AQUACULTURE RESEARCH PROJECTS CONDUCTED
Short definition Number of aquaculture research projects undertaken within the reporting period in order to develop new techniques, species and efficient technology for sustainable commercial production
Purpose/importance To promote expansion and diversification of the sector
Source/collection of data
a. One new research on economics of new candidate species for aquaculture conducted(sea urchin)
Q2: Progress report on economics of new candidate species for aquaculture conducted (Sea urchin) signed off by CD: Aquaculture and Economic Development
Q4: Final progress report on economics of new candidate species for aquaculture conducted (Sea urchin) signed off by CD: Aquaculture and Economic Development
b. One aquatic animal health research project (disease preventative measures)
Q2: Progress report on animal health research project (disease preventative measures) signed off by CD: Aquaculture and Economic Development
Q4: Final progress report on animal health research project (disease preventative measures) signed off by CD: Aquaculture and Economic Development
c. One research project on climate change: Assessment of Coastal De-oxygenation andAcidification
Q2: Progress report on maintenance of monitoring programs signed off by CD: Aquaculture and Economic Development
Q4: Final (draft publication) report on drivers of de-oxygenation from the West Coast signed off by CD: Aquaculture and Economic Development
Method of calculation Simple count: Publication report
Data limitations Tolerance of species to the production system, shortage of capacity and financial resources
Type of indicator Output
Calculation type Cumulative
Reporting cycle Quarterly
New indicator No
Desired performance The target is to increase aquaculture production by 100% by the year 2020; therefore a higher targeted performance is desired
Indicator responsibility Chief Director: Aquaculture and Economic Development Director: Aquaculture Research
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3.1.1 INDICATOR TITLE COMMERCIAL FISHING RIGHTS ALLOCATED
Short definition The indicator refers to allocation of fishing rights in commercial fishing sectors
Purpose/importance To control and regulate the sustainable and equitable utilisation of marine living resources and advance transformation of fisheries sectors while promoting food security and employment
Source/collection of data
a. Revised policies and application forms for 12 fishing sectors which expire in 2020
Q2: Minutes and attendance register
Q3:Minutes, attendance register and spreadsheet of comments received
Q4:Revised policies and application forms gazetted
b. Revised policy for the transfer of fishing rights and application form
Q2: Minutes and attendance register
Q3: Minutes, attendance register and spreadsheet of comments received
Q4:Transfer of fishing rights and application form gazetted
Method of calculation Simple count: Allocation of fishing rights
Data limitations Insufficient information supplied by applicants or applications submitted
Type of indicator Output
Calculation type Cumulative
Reporting cycle Quarterly
New indicator No
Desired performance Compile and keep fishing rights registers, review permit conditions, prepare recommendations on determination of TAC, TAE or combination thereof for the nine fishing sectors, and issue permits and licences within the set turnaround time
Indicator responsibility Chief Director: Marine Resources Management Director: Offshore and High Seas Fisheries Management Director: Inshore Fisheries Management
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3.1.2 INDICATOR TITLE SMALL-SCALE FISHERIES POLICY IMPLEMENTED
Short definition Implementation of the Small-scale Fisheries Policy refers to formally allocate fishing rights to recog-nised and documented small-scale fishing cooperatives that meet the requirements in terms of small scale fisheries regulations
Purpose/importance To alleviate poverty in small-scale fishing communities through the promotion of food security and employment. Therefore providing overall transformation of the fishing sector
Source/collection of data
Rights allocated to registered small-scale fisheries cooperatives
Q1: Allocation of rights to small-scale fisheries cooperatives in the Eastern Cape
Q2: Allocation of rights to small-scale fisheries cooperatives in KZN
Q3: Allocation of rights to small-scale fisheries cooperatives in the Western Cape
Q4: Rights allocated to registered small-scale fisheries cooperatives finalised (Eastern Cape, KZN and Western Cape)
Method of calculation Simple count: Rights allocated to small-scale fisheries cooperatives
Data limitations None
Type of indicator Output
Calculation type Cumulative
Reporting cycle Quarterly
New indicator No
Desired performance To create an enabling environment for the establishment, development and sustainability of the small-scale fisheries sector; therefore a higher performance is desired
Indicator responsibility Chief Director: Marine Resources Management Director: Small-Scale Fisheries Management
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4.1.1 INDICATOR TITLE SUSTAINABLE MANAGEMENT OF FISH STOCKS
Short definition The indicator is a reflection of the status of the fish stock in question (abalone, West Coast rock lobster), measured against pre-determined reference points (e.g. maximum sustainable yield level, pre-fished biomass, etc.)
MRM—Revised management measures to rebuild abalone, West Coast rock lobster
Purpose/importance The indicator shows the status of the fish stock relative to the pre-determined reference points for the stock so that adaptive management can be implemented as required. For West Coast rock lobster and abalone this is important to track progress regarding stock recovery
Source/collection of data
Recovery plans for the two sectors: abalone and West Coast rock lobster
Q3: TAC/TAE recommendations
Q4: Signed-off inter-area schedule, report on issued permits
Research reports compiled for two sectors: abalone and West Coast rock lobster
Q2: Scientific report
Method of calculation The method of calculation is specific to each resource and to the quantity and types of information available for each, and therefore varies from resource to resource. The calculations (including mathematical and statistical modelling) follow internationally-accepted practices and standards for fisheries stock assessment
MRM: Simple count—number of approved permits conditions and TAC/TAE
Data limitations The limitations of the available data are specific to each resource, and too exhaustive to list here (such as missing data in time-series, absence of catch and effort data in certain fisheries, lack of data on illegal harvests, etc.). Limitations of the available data are taken account of during the statistical modelling techniques employed
MRM—real time and contravention data
Type of indicator Impact
Calculation type Non-cumulative
Reporting cycle Annually
New indicator No
Desired performance It is desired that the indicator remains within acceptable confidence intervals around the reference point, or in the case of recovering stocks that the indicator shows improvement towards the target levels over the desired timeframes
Indicator responsibility Resource monitoring, status reporting and determination of appropriate catch levels:
Chief Director: Fisheries Research and Development
Director: Resources Research
Director: Research Support
Implementation of appropriate management measures:
Chief Director: Marine Resource Management
Director: Offshore and High Seas Fisheries Management
Director: Inshore Fisheries Management
Director: Small-scale Fisheries Management
Compliance and enforcement of management measures:
Chief Director: Monitoring, Control and Surveillance
Director: Monitoring and Surveillance
Director: Compliance
Director: Fisheries Patrol Vessels
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4.1.2 INDICATOR TITLE NUMBER OF INSPECTIONS CONDUCTED
Short definition Number of inspections refers to sea-based and land-based inspections conducted
Purpose/importance Ensure compliance to the Marine Living Resource Act, thereby curbing illegal fishing activities through inspections and enforcement in order to enhance sustainable utilisation of marine living resources
Source/collection of data
Compliance and FPV—list of land and sea based inspections
Compliance and FPV—inspection forms
Method of calculation Simple count: Total number of inspections conducted
Data limitations Seasonal fishing, weather conditions, inability to board fishing vessels at sea, inadequate available resources
Type of indicator Output
Calculation type Cumulative
Reporting cycle Quarterly
New indicator No
Desired performance High targeted performance is desired in order to increase enforcement and compliance measures
Indicator responsibility Chief Director: Monitoring Control and Surveillance
Director: Compliance
Director: Fisheries Protection Vessels
Director: Monitoring and Surveillance
4.1.3 INDICATOR TITLE NUMBER OF JOINT OPERATIONS CONDUCTED WITH PARTNERS INCLUDING OPERATION PHAKISA INITIATIVE 5
Short definition Joint operations refer to those conducted with other law enforcement and conservation agencies including Operation Phakisa Initiative 5 of the Marine Protection Services and Governance Lab operations including if any internal MCS
Purpose/importance Ensure compliance to the Marine Living Resource Act, thereby curbing illegal fishing activities through joint operations and enforcement in order to enhance sustainable utilisation of marine living resources
Source/collection of data
Operations—Operational request and/or operation report, list of operations conducted
Method of calculation Simple count: Total number of joint operations conducted
Data limitations Seasonal fishing, weather conditions, inability to board fishing vessels at sea, inadequate available resources (budget), unavailability of stakeholders
Type of indicator Output
Calculation type Cumulative
Reporting cycle Quarterly
New indicator No
Desired performance High targeted performance is desired in order to increase enforcement and compliance measures
Indicator responsibility Chief Director: Monitoring Control and Surveillance
Director: Compliance
Director: Fisheries Protection Vessels
Director: Monitoring and Surveillance
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4.1.4 INDICATOR TITLE NUMBER OF INVESTIGATIONS CONDUCTED
Short definition Number of rights holders (RH) and permit holders (PH) examined for compliance with permit conditions. Non-compliant RHs, PHs and non-RHs investigated. Number of high flyers/syndicates investigated with other law enforcement agencies
Purpose/importance Ensure compliance to the Marine Living Resource Act, thereby curbing illegal fishing activities through investigations and enforcement in order to enhance sustainable utilisation of marine living resources
Source/collection of data
M and S—List of investigations which will include inquiry docket cover and investigation diaries as supporting documents
Sources: The Marine Administrative System (MAST)
Method of calculation Simple count: Total number of investigations conducted
Data limitations Seasonal fishing, inadequate available resources, hostile environment
Type of indicator Output
Calculation type Non-cumulative
Reporting cycle Quarterly
New indicator No
Desired performance High targeted performance is desired in order to increase enforcement and compliance measures
Indicator responsibility Chief Director: Monitoring Control and Surveillance Director: Monitoring and Surveillance
15. ANNEXURE 2: ADDENDUM TO STRATEGIC PLAN 2015/16–2019/20 TABLED 11 MARCH 2015This addendum provides amendments made to the Strategic Plan 2015/16–2019/20.
The following are the amended objective statements of the strategic objectives of the departments due to changes on the performance indicators in the Annual Performance Plan.
15.1. Programme 1: Administration Strategic objective 1.1: Ensure compliance with statutory requirements and good governance practices
Objective statement
Maintain a sound system of internal controls and risk management by 2019/20 through the implementation of:
• Risk-based Annual Internal Audit Plan
• Risk Management implementation plan
• Strengthening and developing the skills and human resource base through implementation of the HRD Strategy
• Developing, review and testing of the Business Continuity Plan (BCP) and ICT Disaster Recovery Plan
• Review and implementation of the ICT Plan
• Legislation Review Programme
• Improving financial management by obtaining an unqualified audit opinion and improving the percentage of invoicespaid within 30 days
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Strategic objective 1.2: Strengthen support, guidance and interaction with stakeholders
Objective statement
Strengthen relations and communication between national, provincial and international stakeholders through implementation of the Communication Strategy and the Stakeholder Engagement Strategy by 2019/20
Strategic objective 1.3: Strengthen institutional mechanisms for integrated policy planning, moni-toring and evaluation in the sector
Objective statement
Institutionalise integrated planning processes and mechanisms to reflect broad strategic outcomes of government by 2019/20 through:
• Co-ordination of the research agenda to align it with the department’s mandate and key strategic priorities andprotocols
• Ensuring a mutual project management approach
• Strengthening the sector Information Management System
15.2 Programme 2: Agricultural Production, Health and Food Safety
Strategic objective 2.1: Ensure increased production and productivity in prioritised areas, as well as value chains
Objective statement
Increase production and productivity in prioritised commodities through monitoring the implementation of animal and plant improvement schemes for prioritised value chain commodities per annum by 2019/20
Strategic objective 2.2: Effective management of bio-security and related sector risks
Objective statement
Reduce bio-security and related sector risks by enforcing regulatory frameworks to reduce the level of disease outbreaks in production areas to a minimum by 2019/20 through:
• Conducting animal and plant disease and pest risk surveillances (animal: Foot and Mouth Disease—FMD protection zone, Peste des Petits Ruminants:PPR and plant: exotic fruit fly
• Implementing regulatory compliance and monitoring interventions to prevent plant and animal pest and diseaseoutbreaks (quarantine inspections, surveillance and testing)
• Ensure animal disease management and access to primary animal healthcare services through the implementationof the Veterinary Strategy, implementation of Compulsory Community Service (CCS) by deploying 650 graduatesto resource poor communities
• Implementing 27 export protocols for phytosanitary requirements
Strategic objective 4.1: Ensure the conservation, protection, rehabilitation and recovery of depleted and degraded natural resources
Objective statement
Ensure conservation of animal and plant genetic resources for food and agriculture through the implementation of the national plans to conserve diversity of animal and plant genetic resources by 2019/20
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15.3 Programme 3: Food Security and Agrarian Reform
Strategic objective 3.1: Lead and coordinate government food security initiatives
Objective statement
Coordinate the implementation of the National Policy on Food and Nutrition Security by increasing the number of households benefiting from food production initiatives to 200 000 households and the number of hectares of under-utilised land in communal areas and land reform projects cultivated for production to 600 000 hectares by 2019/20
Strategic objective 3.2: Enhance capacity for efficient delivery in the sector
Objective statement
Improve delivery capacity in support of sustainable growth in the sector through implementation of the sector capacity development policies (National Agriculture, Forestry and Fisheries Training and Education Strategy and National Policy on Extension and Advisory Services); placement of 825 graduates in the sector and 100 extension support practitioners in prioritised commodities by 2019/20
Strategic objective 3.3: Strengthen comprehensive support systems and programmes
Objective statement
Coordinate comprehensive support provided to producers through the development and implementation of the National Policy on Comprehensive Producer Development Support and increasing the number of smallholder producers support-ed to 80 000 by 2019/20
15.4 Programme 4: Trade Promotion and Market Access
Strategic objective 2.3: Ensure support for market access and processing of agriculture, forestry and fisheries products
Objective statement
Improve market access by 2019/20 through implementation of:
• certification and accreditation programme for smallholders access to markets
• 62 agro-processing entrepreneurs trained on norms and standards for agro-processing
• implementation of AgriBEE Fund
• AgriBEE Enforcement Guidelines developed and implemented
15.5 Programme 5: Forestry and Natural Resources Management
Strategic objective 2.1: Ensure increased production and productivity in prioritised areas as well as value chains
Strategic objective 2.1
Ensure increased production and productivity in prioritised areas as well as value chains
Objective statement
Promote the production and supply of timber through:
• Replanting 6670 hectares of temporary unplanted areas (TUPs) by 2019/20
• Re-commissioning of Western Cape State forest plantations
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Strategic objective 3.1: Lead and co-ordinate government food security initiatives
Strategic objective 3.1
Lead and co-ordinate government food security initiatives
Objective Statement
Develop and implement the Agro-forestry Strategic Framework to contribute towards food security initiatives by 2019/20
Baseline –Links Forestry Sector Charter, National Forestry Action Programme (NFPA), National Forestry Programme
(NFP), Forestry 2030 Roadmap and the New Growth Path (NGP)
Strategic objective 4.1: Ensure the conservation, protection, rehabilitation and recovery of depleted and degraded natural resources
Objective statement
Ensure the conservation, protection, rehabilitation and sustainable management of natural resources by
2019/20 through:
• the implementation of one project to support revitalisation of irrigation schemes
• rehabilitation of 1500 hectares of state indigenous forests
• monitoring of agricultural land rehabilitation interventions in all nine provinces
Strategic objective 4.2: Ensure adaptation and mitigation to climate change through effective implementation of prescribed frameworks
Objective statement
Implement and review the Climate Change Mitigation and Adaptation Plan for Agriculture, Forestry and Fisheries and develop and implement the Climate Smart Agriculture Strategic Framework to improve adaptation and mitigation to climate change by 2019/20
16. ANNEXURE 3: SERVICE DELIVERY IMPROVEMENT PLAN 2018/19–2020/2116.1. IntroductionAs the Department of Agriculture, Forestry and Fisheries (DAFF) embarks upon a new path of service delivery through the 2018/19–2020/21 Medium Term Strategic Framework (MTSF), along with our sector strategies, the Service Delivery Improvement Plan (SDIP) is a further response to government’s policy and strategic imperatives, more especially its drive to eradicate poverty, ensure food security and rural economic development. One such example is the issuing of permits in terms of Sections 13 and 83 of the Marine Living Resources Act, 1998 (Act No. 18 of 1998) (“the MLRA) in an effort to create an enabling environment for our clients to have market access and be able to trade internationally. The department, through its SDIP therefore strives to address both socio-economic and sectoral challenges. The SDIP is guided by the department’s legislative and policy mandate, in terms of the 2014–2019 MTSF and strategic outcomes. The SDIP therefore serves as a value add for the department, in that it addresses the obstacles and constraints faced in delivering on these services. In an effort to continue improving its service delivery modes, DAFF has identified the following key services to be subjected to improvement processes:
• issuing of permits in terms of the provisions of Sections 13 and 83 of the MLRA; and
• developing policy on Livestock Identification and Traceability System.
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The processing of permits is a key service that most of the Branch: Fisheries Management’s clients demand improvement on. This key service includes the processing of marine aquaculture farm permits, catch, transport, export, import, scientific investigations and practical experiment permits. Huge volumes of applications for catch and transport permits are submitted before the start of a particular fishing season, while applications for export and import permits are received on a continuous basis. Marine aquaculture permits are issued at the end of the year and in the case of scientific investigations and practical experiments, the permits are issued as and when required.
15.2 Situational analysis
The Department of Agriculture, Forestry and Fisheries analysed numerous source documents to identify services to be improved for the 2018/19–2020/21 mid-term period. Through the SDIP, DAFF aims to improve the services rendered. DAFF 2018/19–2021 SDIP is guided by Medium Term Strategic Framework, Strategic Plan, Annual Performance Plan, 2016/17 SDIP Report, Annual Report, Service Report and the Presidential Hotline Analysis Report. The improvement plan focused on the main services to be provided to actual and potential customers. It also took into consideration the consultation arrangements, mechanisms or strategies to remove barriers so that access to services is increased.
In terms of Batho Pele principles, “accessibility” requires that all citizens have equal access to the services to which they are entitled. If clients submit substandard or inaccurate documentation, it becomes a challenge to maintain the set standards to enable the departmental officials to process the applications within the stipulated time frames.
South Africa underwent many evaluations from different organisations to test the strength of its veterinary services. Traceability systems are important effective tools that can be used for many things―including the protection of animal health, public health and food safety. They can help reduce response time, thereby limiting economic, environmental and social impact of emergency situations such as disease outbreak. Livestock traceability systems are based upon three basic elements: animal identification, premise identification and animal movement. Of recent, animal identification systems have become mandatory prerequisites to international trade since they facilitate source age verification programmes. Delaying the adoption of traceability programmes reduces access to specific international markets but at the same time it increases costs for livestock producers. On this basis, many countries have developed animal identification and traceability systems.
15.3 Identified key services for improvement over the 2018/19–20/21 MTEF cycle
15.3.1 Developing policy on Livestock Identification and Traceability System
15.3.1.1 Service beneficiaries:
Animal owners, SAPS consumers, livestock owners, livestock service providers, government departments involved in agriculture, food business industry.
15.3.1.2 Service objective:
The overall objective is to ensure the implementation of an internationally recognised LITS-SA system in South Africa that promotes sustainable economic growth and creates employment in the livestock sector.
15.3.1.3 Problem statement:
South African livestock are extremely vulnerable to periodic outbreaks of transboundary or high impact diseases. The current disease status of South Africa and the vulnerability to outbreaks of major high impact or trade sensitive diseases (FMD for example) negatively affect domestic trade and exportation of certain products or species. This could potentially cost the livestock industry and the country billions of rand in lost revenue if such a disease outbreak had to occur. There is currently insufficient enforcement of animal movements, treatment, vaccination and information regarding health status. This compounds the above problems as guarantees regarding these cannot be given to trade partners internationally or within SA, even though by law, all animal movements need to be recorded. Recording animal movements is an integral part of a LITS=SA system. Livestock theft remains a serious problem in South Africa and could be reduced by having a LITS-SA system. There is a significant challenge
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with the management and enforcement of the identification of animals in both the communal and commercial sector. A lack of a LITS=SA system means that the industry does not have the ability to differentiate between different production management or treatment systems to underpin the various brands being used in South Africa. Management of disasters such as drought, floods and disease outbreaks is not easily undertaken with the lack of a formal identification system.
Illegal importation is also exacerbated by not having a formal and recognised identification system.
Compensation of livestock as stated in the Animal Diseases Act is difficult to control on quantity. Illegal exportation or incorrect certification of an animal or product as free from a disease or substance, could have a disastrous effect and cause irreparable harm to the reputation of SA. Public and animal health with regard to zoonotic diseases and food safety is required by the consumer. LITS-SA may be of great help to farmers to manage their own herds for better productivity and genetic improvement of their animals. There is a need for the information system to support export certification and reduce the burden on food producers and the state.
Current systems are very labour and administration intensive. An electronic system will be more accurate and less labour intensive; thus promoting exports and trade. The credibility of export certification will be boosted as we will be able to audit the entire food chain according trading partner requirements.
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15.3.1.4 Process mapping
Step 1: Draft a LITS Policy document internally
Step 2: Circulate the draft for comments internally
Step 3: Review andconsolidate internal comments
Step 4: Develop a revised draft
Step 5: Send the draft to EXCO for approval
Step 6: Prepare a submission to the minister for approval to consultstakeholders
Step 7: Circulate the revised draft to stakeholders and interested parties for comments
Step 9: Conduct LITSA SA workshop
Step 10: Form a LITS SA Committee and develop terms of reference
Step 11: Consolidate the received comments
Step 12: Develop a revised draft andcirculate for further comments
Step 13: Send the revised draft to D:Legal Services for legal advice
Step 14: Carry outa socioeconomic impact analysis
Step 15: Draft submission for approval by the minister to gazette the draft
Step 16: Gazette the revised draft
Step 17: Consolidate the received comments
Step 18: Finalise the socioeconomic impact analysis
Step 19: Develop the final policy and send it for approval
Step 8: Prepare a submission to DG to host a LITS SA workshop
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15.3.1.4 Process mapping
KEY SERVICE
SERVICE BENEFICIARY
CURRENT STANDARD DESIRED STANDARD
2017/18 2018/19 2019/20 2020/21
Developing policy on livestock identification and tracea-bility system
Animal owners, SAPS consum-ers, livestock owners, live-stock service providers, government departments involved in agri-culture and the food business industry
Quantity Draft Policy on Livestock Identifica-tion and Traceabil-ity System South Africa
(LITS SA)
Finalise draft Pol-icy on Livestock Identification and Traceability Sys-tem South Africa
(LITS SA)
Develop data base on LITS SA
Implementation of pilot project on LITS SA
Implementation of pilot project on LITS SA
Quality - Policy on Live-stock Identification and Traceability System South Africa
(LITS SA)
Database on LITS SA
Policy on Live-stock Identifica-tion and Traceabil-ity System South Africa
(LITS SA)
Database on LITS SA
Policy on Livestock Identification and Traceability System South Africa
(LITS SA)
Database on LITS SA
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KEY SERVICE
SERVICE BENEFICIARY
CURRENT STANDARD DESIRED STANDARD
2017/18 2018/19 2019/20 2020/21
Consultation Clients are con-sultedvia meetings, work-shopsand presentationsThe office alsocommunicates viae-mail: [email protected]
Clients are con-sultedvia meetings, workshopsand presentationsThe office alsocommunicates viae-mail: [email protected]
Clients are con-sultedvia meetings, workshopsand presentations
The office alsocommunicates viae-mail: [email protected]
Clients are consultedvia meetings, work-shopsand presentationsThe office alsocommunicates viae-mail: [email protected]
The Chief Direc-torate: Animal Production and Health Private Bag x138Riviera, 0007 South Africa
Phone:012 319 7514SMSThe client’s cell number when they provide it
Fax:012 329 8292012 329 7644Websitewww.daff.gov.za
The Chief Direc-torate: Animal Production and Health Private Bag x138Riviera, 0007 South Africa Phone:012 319 7514SMSThe client’s cell number when they provide it Fax:012 329 8292012 329 7644Website
www.daff.gov.za
The Chief Direc-torate: Animal Production and Health Private Bag x138Riviera, 0007 South Africa Phone:012 319 7514SMSThe client’s cell number when they provide it
Fax:012 329 8292012 329 7644Websitewww.daff.gov.za
The Chief Directo-rate: Animal Produc-tion and Health Private Bag x138Riviera, 0007 South Africa Phone:012 319 7514SMSThe client’s cell number when they provide it
Fax:012 329 8292012 329 7644Websitewww.daff.gov.za
Access Clients can accessthe serviceonline, through walk-ins at desig-nated offices
Clients can accessthe serviceonline, through walk-ins at desig-nated offices
Clients can accessthe serviceonline, through walk-ins at desig-nated offices
Clients can accessthe serviceonline, through walk-ins at designated offices
Courtesy 90% of e-mail correspondenceacknowledgedwithinfive working days
90% of e-mail correspondenceacknowledgedwithinfive working days
90% of e-mail correspondenceacknowledgedwithinfive working days
90% of e-mail corre-spondenceacknowledgedwithinfive working days
Openness and trans-parency
Clients are keptinformed via e-mails, lettersand tele-phone calls
Clients are keptinformed via e-mails, let-tersand tele-phone calls
Clients are keptinformed via e-mails, lettersand telephone calls
Clients are keptinformed via e-mails, lettersand telephone calls
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KEY SERVICE
SERVICE BENEFICIARY
CURRENT STANDARD DESIRED STANDARD
2017/18 2018/19 2019/20 2020/21
Information Updatedinformation isavailable on thewebsite
Updatedinformation isavailable on thewebsite
Updatedinformation isavailable on thewebsite
Updatedinformation isavailable on thewebsite
Redress Response tocomplaints vialetters/e-mail
Meetings andpresentationsare also usedas platforms toaddress complaints
Complaints are
monitored
Establish andimplement thecompliments andcomplaints feed-backboxResponse to complaintsvia letters/emailMeetings andpresentationsare also usedas platforms toaddress com-plaints
Implement thecompliments andcomplaints feed-backboxResponse to complaintsvia letters/emailMeetings andpresentationsare also usedas platforms toaddress com-plaints
Implement thecompliments andcomplaints feedbackboxResponse to com-plaintsvia letters/emailMeetings andpresentationsare also usedas platforms toaddress complaints
Monitor com-plaints
Monitor complaints
Monitor complaints
Value for money
Tariffs will be agreed upon by the relevant service providers and beneficiaries
Tariffs will be agreed upon by the relevant ser-vice providers and beneficiaries
Tariffs will be agreed upon by the relevant ser-vice providers and beneficiaries
Tariffs will be agreed upon by the relevant service providers and beneficiaries
Time Development and implementation of the policy will be determined by the market require-ments
Development and implementation of the policy will be determined by the market requirements
Development and implementation of the policy will be determined by the market requirements
Development and implementation of the policy will be determined by the market requirements
Cost Cost will be determined by market requirements
Cost will be determined by market requirements
Cost will be determined by market requirements
Cost will be determined by market requirements
Human resources
Data capturersICT specialistsMonitoring and evaluation specialistsProject managersVeterinary specialistsAnimal health technicians, Meat inspectors
Data capturersICT specialistsMonitoring and evaluation specialistsProject managersVeterinary specialistsAnimal health technicians, Meat inspectors
Data capturersICT specialistsMonitoring and evaluation specialistsProject managersVeterinary specialistsAnimal health technicians, Meat inspectors
Data capturersICT specialistsMonitoring and evaluation specialistsProject managersVeterinary specialistsAnimal health technicians, Meat inspectors
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15.3.2 Issuing of permits in terms of provisions of sections 13 and 83 of the MLRA
15.3.2.1 Service beneficiaries: Fishing industry, marine aquaculture industry, fishing rights holders, fish transporting industry, recreational fishers,,foreign and local vessel owners, and fish import and export industry.
15.3.2.2 Service objective: Improving the processing of fishing permit applications in the fisheries subsector. This key service includes the processing of catch, transport, export and import permits.
15.3.2.3 Problem Statement:
The turnaround times for issuing of permits are negatively impacted on by the quality of the applications received from clients, applications which are not properly completed, applications that do not meet all the requirements, lack of personnel, undocumented processes, the application system which requires completion of forms with information that the department already has in the system, the seating arrangements of the processors(initial processing starts at the Customer Service Centre which is located at the ground floor in Foretrust Building and further processing occurs in relevant chief directorates which are located on the 3rd and 5th floors in the same building), and sometimes the unavailability of the Marine Administration System (MAST) and the Oracle Financial System used to process these documents. The issuing of all permits is centralised in Cape Town; as a result, access to these services is a real challenge to clients located in other provinces, including those also located in the Western Cape, but are far from the Branch: Fisheries Management office in Cape Town where they have to submit the applications and collect issued permits. The use of the post office in delivering applications and issued permits has proven not to be efficient as sometimes the posted applications and permits go missing or delivery is delayed due to, for example, strikes by the post office officials. Consequently, these problems impact negatively on meeting the set standards or turnaround times/ timeframes, and adequately adhering to Batho Pele Principles.
It will be noted that South Africa has a well-established fisheries sector. However, the sector faces a number of challenges. The following challenges are highlighted as they directly affect service delivery:
(a)�Capacity constraints
Human resource challenges: The Chief Directorates: Marine Resources Management and Fisheries Research and Development, the Directorate: ICT Service Strategy and Systems and the Directorate: Sustainable Aquaculture Management do not have adequate human resource capacity owing to the abolishment of critical positions from the 2013/14 financial year. Currently, the chief directorates or directorates are unable to fill the vacant positions because of the directive that was issued to suspend all recruitment processes. The abolished positions as well as the vacant ones have to be reinstated and filled as they are assigned delegations in terms of the MLRA. The decision to abolish the vacant posts and failure to fill current vacant positions due to red tapes, which is at the time before the total suspension to fill vacancies, has caused serious service delivery delays and financial losses to the industry.
Financial challenges: The insufficient financial support has a negative impact on service delivery. Due to cost containment measures, the officials of the department have been reduced by abolishing posts and non-filling of vacant positions. Owing to a highly reduced staff component, officials cannot deliver all permits as per agreed service standards (4 to 7 working days) as a result of the increased workload. Service delivery by the department has been further compromised because of the closure of the Saldanha Customer Services Satellite Office, which was established owing to a need for decentralised services. The closure was the result of a lack of budget. Therefore the department is failing in bringing services to the people which forms part of the Batho Pele principles.
(b)�ICT systems
ICT cannot automate manual processes that are not optimised and documented. There is a need to document all business processes within the Branch: Fisheries.
Catch–data system: The fishermen (either rights holders, vessel owners or authorised personnel) submits hand written catch statistics. These catch statistics are captured by the Directorate: Resources Research as per the
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requirements of the research/scientific community. These systems do not meet the requirements of the research community and further more are unable to provide information to other directorates/chief directorates like CD: MRM. There is no real time catch data system in place; this compromises the departmental processes of the reconciliation of catches.
Monitoring of transgressions: Although the Transgression Register functionality is available in MAST, the directorate is not utilising the function. The department does not have a consolidated and updated Transgression Register. This compromises decision-making processes for the delegated authorities.
MAST: The MAST system no longer adequately addresses the needs of business (permit processes). Oracle financials: Officials at the decentralised office (Port Elizabeth) do not have financial services (Oracle), therefore payments cannot be made at this station.
The challenges highlighted above by the Branch: Fisheries Management, require increased human capacity (reinstatement of abolished posts, filling of vacancies and creation of additional posts); real time catch data capturing and monitoring (or near real time), real-time capturing of Transgression Register and the monitoring on the outcome of the transgression reconciliations between the quantum allocated to a rights holder, weight caught per rights holder, levy declared by the rights holder, reconciliation of import, processing and export figures with the SARS, e-permitting for the commercial, recreational, small scale and aquaculture sector; smartcard system; and Electronic Content Management System.
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries200
15.3.2.4 Process mapping
4. Application issent to MRM and
also to SAM whereadministrative staffreceive, verify and
process the applicationon MAST and print permit
3. Rights holderpays applicationfee at the cashier
(a member offinance/revenue
department)
2. CSC consultantenters the
application intothe applicationregister, verifiesapplication and
issues the reference number
VIA CSC:1. Rights holder
submits theapplication form
and relevant supportingdocumentation
to a CSCconsultant
HR requirements:13 officials from
Customer Services
HR requirements:13 officials from
Customer Services
HR requirements:1 official from
Customers Services (CS)
HR requirements:4 officials from CS,
25 from MRM, 2 from SAM
5. Printed permit,application and
supportingdocuments
are now sent to ADor DD, who will verify
all the details andapproves permit onMAST. This process
requires 16 MRMstaff members and 1SAM staff member
4 (a) CSCconsultant then
checks on MASTto see if application
fee has beenpaid and allocates
a referencenumber
3 (a) CSC logsmail into register,and checks for
relevant documentation
andverifies the application
2 (a) The mail isthen sent to the
relevant departments,e.g.,
applications forpermits received
will be sent toCSC
7. CSC issues thepermit to the client
on collection
5 (b) If refused,then
application issent to CSC
whoinforms clienttelephonically
5 (a) The approved,permit is
sent together with
permit conditions
and/or landingbooks where
necessaryto CSC
No capacity toinform clients to
administer collections
HR requirements:16 officials fromMRM, 1 from
SAM
6. CSC issues thepermit on MASTand informs the
client telephonicallyor via SMS
notifications bythe system that
the permit isready for collection
VIA POST:VIA CSC:1. Rights holders submits the application form and relevant supporting documentation to a CSCconsultant. CSC consultant enters theapplication into the application register, verifies application andissues the referencenumber3. Rights holderpays applicationfee at the cashier (a member of finance/revenue department4. Application is sent to MRM andalso to SAM whereadministrative staffreceive, verify andprocess the applicationon MAST and print permit HR requirements:13 officials from Customer Services HR requirements: 13 officials from Customer Services HR requirements:1 official from Customers Services(CS)HR requirements:4 officials from CS,25 from MRM, 2from SAMVIA POST:1 (a) Mail is received2 (a) The mail isthen sent to therelevant departments e.g.applications forpermits received will be sent toCSC3 (a) CSC logs mail into register,and checks forrelevant documentation andverifies the application1 (a) Mail is receivedby the maildepartment (registry)who logs the mail received intothe mail register
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 201
15.3.2.5 Improvement Standards
KEY SERVICE
SERVICE BENEFICIARY
CURRENT STANDARD DESIRED STANDARD
2017/18 2018/19 2019/20 2020/21
Issuing
of permits
(except
applications
relating to
exemptions)
Fishing industry,
fishing rights holders,
recreational
fishers, foreign
and local vessel
owners, fish
import and export
industry
Quantity 100% of the properly
lodged permit applications
received
seven days before
month processed
(per month)
100% of the
properly lodged
permit applications
received seven
days before month
processed (per
month)
100% of the properly
lodged permit applications
received
seven days before
month processed
(per month)
100% of the properly
lodged permit appli-cations
received
seven days before
month processed
(per month)
Quality 95% to 100% of
permits issued to
clients error free
95% to 100% of
permits issued to
clients error free
95% to 100% of
permits issued to
clients error free
95% to 100% of permits
issued to clients
error free
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries202
KEY SERVICE
SERVICE BENEFICIARY
CURRENT STANDARD DESIRED STANDARD
Consultation Consult with stake
holderson permitapplication processand requirementsor customer careissues throughmanagement workingmeetings, roadshows, workshops orone-on-one meet-ingsas well as via othermeans of commu-nicationThe numberof consultations tobe held in a given financialyear shall bedetermined by theavailability of budget,internal stakehold-ers,external stakehold-ersor clients, andlogistics
Currently have:one fully fledgedcentralised office tomanage the consul-tationprocessesFishery controlofficers and fisherycommunity devel-opmentworkersalong the coastwho do some of theconsultations
Consult with
stakeholders onpermit applicationprocess andrequirements orcustomer careissues throughmanagement workingmeetings, roadshows, workshopsor one-on-onemeetings as wellas via other meansof communicationThe number ofconsultations tobe held in a givenfinancial year shallbe determined bythe availability ofbudget, internalstakeholders,external stake-holdersor clients, andlogisticsThe following isalso desired:A plan to decen-tralisethe fullyfledged office to allrelevant provinces,airports andharbours to ensureconsultation shallbe compiled
Fishery controlofficers andfishery communitydevelopmentworkers shall bemaintained andstrengthened
Consult with stakeholderson permitapplication pro-cessand requirementsor customer careissues throughmanagement workingmeetings, roadshows, workshopsor one-on-onemeetings as well asvia other meansof communicationThe number ofconsultations tobe held in a givenfinancial year shallbe determined bythe availability ofbudget, internalstakeholders,external stake-holdersor clients, andlogisticsThe following is alsodesired:Start rolling out thedecentralisation ofthe fully fledgedoffice to all relevantprovinces, airportsand harbours so asto ensure consul-tationFishery controlofficers and fisherycommunity devel-opmentworkersshall be maitainedand strengthened
Consult with stake-holderson permitapplication processand requirements orcustomer care issuesthrough manage-mentworking meetings,road shows, work-shopsor one-on-onemeetings as well asvia other means ofcommunication
Thenumber of consul-tationsto be held in agiven financial yearshall be determinedby the availabilityof budget, internalstakeholders, externalstakeholders orclients, and logisticsThe following is alsodesired:Continue rolling outthe decentralisationof the fully fledgedoffice to all relevantprovinces, airportsand harbours so asto ensure consul-tationFishery controlofficers and fisherycommunity develop-mentworkers shallbe maintained and strengthened
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 203
KEY SERVICE
SERVICE BENEFICIARY
CURRENT STANDARD DESIRED STANDARD
Access Currently the office
which is fully fledged
for processing
permits is central-ised
in Cape Town Therefore,
public citizens
do not all have equal
access to the permitting
service to which
they are entitled
Management and
monitoring of the
proper usage of permits
is also somehow
centralised in Cape
Town (e.g. there
are no officials and
means of equip-ment
to manage that the
amount of fish and
fishery products exported
and imported
via airports, har-bours
or ports as per-mitted
and that the amount
of fish is caught and
landed as permit-ted)
Currently have
A plan to decen-tralise
the fully
fledged office to all
relevant provinces,
airports and
harbours shall be
compiled
A plan to decen-tralise
the
management and
monitoring of the
proper usage of
permits shall be
put in place
Maintain and
strengthen com-pliance
offices and
fishery develop-ment
workers
along the coast
Walk-in centre:
Foretrust Building
Martin Hammer-schlag
Way
Foreshore
8012
Share-Call:
0860003474
Telephone:
021-402 3911;
021-402 3259;
021-402 9180;
021-402 3436
Start rolling out the
plan to decen-tralise
the fully fledged
office to all relevant
provinces, airports
and harbours to
ensure that all
public citizens have
equal access to the
permitting service
to which they are
entitled
Continue rolling
out the plan to
decentralise the
management and
monitoring of the
proper usage of
permits
Maintain and
strengthen com-pliance
offices and fishery
development workers
along the coast
Walk-in centre:
Foretrust Building
Martin Hammer-schlag
Way
Foreshore
8012
Share-Call
0860003474
Telephone:
021-402 3911;
PAIA
e- permitting appli-cation
process
Decentralise services
for coastal provinces,
including inland
provinces for aqua-culture
Emails:
MagdalenaB@daff.
gov.za; AurielleD@
daff.gov..za ; Naee-mA@
daff.gov.za
Fax:
021-402 3362
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries204
KEY SERVICE
SERVICE BENEFICIARY
CURRENT STANDARD DESIRED STANDARD
compliance
offices and
fishery develop-ment
workers along the
coast
Walk-in centre:
Foretrust Building
Martin Hammer-schlag
Way
Foreshore
8012
Share-Call:
0860003474
Telephone:
021-402 3911;
021-402 3259;
021-402 9180;
021-402 3436
Promotion of Access
to Information Act
(PAIA)
E-mails:
MagdalenaB@daff.
gov.za; AurielleD@
daff.gov..za ; Naee-mA@
daff.gov.za
Fax:
021-402 3362
Letters:
Private Bag X2;
Rogge Bay; 8012
Website www.daff.
gov.za
Letters:
Private Bag X2;
Rogge Bay; 8012
Website www.daff.
gov.za
PAIA
E-permitting appli-cation
process
Decentralise
services for coastal
provinces,
including inland
provinces for
aquaculture
E-mails:
MagdalenaB@daff.
gov.za; AurielleD@
daff.gov..za ;
NaeemA@daff.
gov.za
Fax:
021-402 3362
021-4023259;
021-4029180;
021-4023436
Letters:
Private Bag X2;
Rogge Bay; 8012
Website: www.daff.
gov.za
PAIA)
E-permitting appli-cation
process
Decentralise
services for coastal
provinces,
including inland
provinces for aquaculture
E-mails:
MagdalenaB@daff.
gov.za;
za;
NaeemA@daff.
gov.za
Fax:
021-402 3362
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 205
KEY SERVICE
SERVICE BENEFICIARY
CURRENT STANDARD DESIRED STANDARD
Courtesy Currently the citizensare treated with courtesyand considerationby:• Customer ServiceCentre which iscentralised and hasaccess to MAST,which is the systemused to issue permitsMake use of the postoffice for receivingapplications andforwarding of issuedpermits to remoteclients who requirethe permittingservice through postoffice and walk-insfor those who preferto hand- deliver theirapplications Thereare also permit applicationsand requirementsin place• Fisherycommunitydevelopment workersensure promotionof awareness withregards to the permittingprocess andrequirements as wellas assisting in connectingthe clients tothe relevant officialsin the department
Maintain and
strengthen the
current standard
Maintain and
strengthen the
current standard
Maintain and
strengthen the current
standard
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries206
KEY SERVICE
SERVICE BENEFICIARY
CURRENT STANDARD DESIRED STANDARD
directorates for processing
of permits
or to ensure proper
utilisation of permits
in terms of the MLRA
and regulations that
are promulgated
thereunder as well
as permit condi-tions
and policies
However,
key positions
in processing of
permits are either
abolished, vacated
or not filled when vacant
due to red tape
which emanates from
cost containment
measures
• CSC and all chief
directorates through
telephone and
e-mails which are
also used as means
of communication on
issues with regards
to permitting
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 207
KEY SERVICE
SERVICE BENEFICIARY
CURRENT STANDARD DESIRED STANDARD
For
example: Customer
Service Centre is
issuing SMS notifi-cations
confirming receipt
of applications
and informing clients
of the issued permits
which are ready for
collection
Chief Directorates:
Marine Resources
Management,
Fisheries Research
and Development,
Aquaculture and
Economic Develop-ment,
Financial
Management, and
Monitoring, Control
and Surveillance
where applications
for permits are
further processed
or usage of permits
is controlled and
monitored MAST
is also available
to all these chief
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries208
KEY SERVICE
SERVICE BENEFICIARY
CURRENT STANDARD DESIRED STANDARD
the relevant officialsin the department
• Chief Directo-rates:Marine ResourcesManagement,Fisheries Researchand Development,Aquaculture andEconomic Develop-ment,FinancialManagement, andMonitoring, Controland Surveillancewhere applicationsfor permits arefurther processedor usage of permitsis controlled andmonitored MASTis also availableto all these chiefdirectorates for processingof permitsor to ensure properutilisation of permitsin terms of the MLRAand regulations thatare promulgatedthereunder as wellas permit condi-tionsand policies
However,key positionsin processing ofpermits are eitherabolished,
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 209
KEY SERVICE
SERVICE BENEFICIARY
CURRENT STANDARD DESIRED STANDARD
vacated
or not filled when vacant
due to red tape
which emanates from
cost containment
measures
• CSC and all chief
directorates through
telephone and
e-mails which are
also used as means
of communication on
issues with regards
to permitting
For
example: Customer
Service Centre is
issuing SMS notifi-cations
confirming receipt
of applications and informing clients
of the issued permits
which are ready for
collection
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries210
KEY SERVICE
SERVICE BENEFICIARY
CURRENT STANDARD DESIRED STANDARD
Openness
and transpar-ency
Continue to inform
clients of chang-es in
services or service
standards via public
announcements
and through fishery
control offices along
the coast as well
as in management
working group meetings,
roadshows,
workshops or imbizo
Gazette any changes
of the service (cost
and process
Continue to inform
clients of changes
in services or service
standards via
public announce-ments
and through
fishery control
offices along the
coast as well as
in management
working group
meetings, road-shows,
workshops
or imbizo
Gazette any
changes of the
service (cost and
process)
Continue to inform
clients of changes
in services or service
standards via
public announce-ments
and through
fishery control
offices along the
coast as well as in
management working
group meetings,
roadshows, work-shops
or imbizo
Gazette any changes
of the service
(cost and process)
Continue to inform
clients of changes in
services or service
standards via public
announcements
and through fishery
control offices along
the coast as well
as in management
working group meetings,
roadshows,
workshops or imbizo
Gazette any changes
about the service
(cost and process)
Information The public is
currently given
full and accurate
information which
they are entitled
to receive through
notices displayed at
relevant places in
the department, hot
spots, media, emails,
telephone, meet-ings,
brochures and public
gazette
Maintain and
strengthen the
current standard
Ensure that the
brochures, notices
and pamphlets
are updated or
compiled when
necessary
Maintain and
strengthen the
current standard
Ensure that the brochures,
notices and
pamphlets are updated
or compiled
when necessary
Maintain and
strengthen the current
standard
Ensure that the
brochures, notices
and pamphlets are
updated or compiled
when necessary
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 211
KEY SERVICE
SERVICE BENEFICIARY
CURRENT STANDARD DESIRED STANDARD
Redress
Value for
money
Acknowledgement ofenquiries receivedwithin one day ofreceiptResponse to generalenquiries within 20working daysContinue providingthe best possiblevalue for moneyto beneficiaries inthe service area/sthrough easy accessand at minimal costbased on efficiency,which results in anenabling environ-mentfor economicgrowthThe current pro-cessof permit applica-tionrequirescompletion of applicationforms by allapplicants includingthose whoserequired information
is already availableto issue a permit andthis tedious pro-cessdoes not come forfree to the clients assome of them haveto also pay the mid-dlemanwho assiststhem in completingthe application forms
which are not really
necessary for some
applicants
Acknowledgement
of enquiries
received within one
day of receipt
Response to
general
enquiries within 20
working days
Introduction of
e-licencing and
provision of smart
cards to ensure
efficiency
Comprehensive
catch manage-ment
system (real time
catch data for
reconciliation and
contraventions)
Compile a turna-round
strategy to
streamline the permit
application pro-cess,
learn from
the process that is
being implemented
by the Department
of Transport
in issuing motor
vehicle licences
and licence discs
in terms of the provisions
of the National
Road Traffic
Act, 1996 over the
counter within few
Acknowledgement
of enquiries received
within one day of
receipt
Response to general
enquiries within 16
working days
Introduction of
e-licencing and
provision of smart
cards to ensure
efficiency
Comprehensive
catch manage-ment
system (real time
catch data for
reconciliation and
contraventions)
Acknowledgement
of enquiries received
within one day of
receipt
Response to general
enquiries within
14 working days
Introduction of
e-licencing andprovision
of smart card
to ensure efficiency
Comprehensive
catch management
system (real
time catch data for
reconciliation and
contraventions)
Continue rolling
out the turnaround
strategy on stream-lining
the permit
application process,
management of application
and permit
fees, monitoring and
control thereof
Support
and strengthen
the current initiative
by Customer Service
Centre in the interim
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries212
KEY SERVICE
SERVICE BENEFICIARY
CURRENT STANDARD DESIRED STANDARD
Some
have to come all the
way to submit the
application forms
and back to collect
the issued permits
However, the officials
at the Customer
Service Centre have
made some interim
provisions to collect
some of the appli-cations
and to hand
deliver some of the
issued permits
minutes. The strategy
shall also take
into consideration
decentralisation of
the officials to key
areas where there
will be more value
for money spent
on them (e.g.
have offices in all
relevant provinces,
at key airports and
ports or harbours
which are entry
or exit points for
fishing that is landed,
imported and
exported) so that
we can have better
data mining and
a better reflection
of the fisheries
contribution to
GDP Support and
strengthen the
current initiative
by the Customer
Service Centre in
the interim
Roll out the turna-round
strategy on
streamlining the
permit application
process, manage-ment
of application
and permit fees and
monitoring and control
thereof
Support
and strengthen the
current initiative by
Customer
Service
Centre in the
interim.
Time Permits issued in 1 to
7 working days
Permits issued in 1
to 6 working days
Permits issued in 1
to 5 working days
Permits issued in 1 to
4 working days
Cost MLRF application,
permits and licence
fees are gazetted
MLRF application,
permits and
licence fees are
gazetted
MLRF application,
permits and licence
fees are gazetted
MLRF application,
permits and license
fees are gazetted
Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 213
KEY SERVICE
SERVICE BENEFICIARY
CURRENT STANDARD DESIRED STANDARD
Human resources
57 human resourc-es
in total
Details:
2 officials for
Directorate: Sus-tainable
Aquaculture
Management
13 officials for Directorate:
Stakeholder
Engagement (Cus-tomer
Service)
One official for
Directorate: Rev-enue
Management
(cashier)
41 officials for Chief
Directorate: Marine
Resource Manage-ment
The Customer Service
Centre officials
who initiate the
processing of appli-cations
are located
on the ground floor
in Foretrust Building
whereas the relevant
officials who do
further processing
of the applications
are located on the
3rd and 5th floors of
Foretrust Building
57 human resourc-es in total
Details:
Two officials for Directorate:
Sustainable
Aquaculture
Management
13 Officials for
Directorate: Stake-holder
Engagement
(Customer
Service)
1 official for
Directorate: Rev-enue
Management
(cashier)
41 officials for
Chief Directorate:
Marine Resource
Management
Compile a sitting
arrangement plan
taking into consid-eration
putting all
officials processing
permit applications
and/or issuing
permits on the
same floor
169 human re-sources
in total
Details:
35 officials for
Directorate Sus-tainable
Aquaculture
Management
28 Officials for
Directorate Stake-holder
Engagement
(Customer Service)
6 officials for
Directorate: Rev-enue
Management
(cashiers)
100 officials for
Chief Directorate:
Marine Resource
Management
Roll out the sitting
arrangement plan
which took into consideration
putting
all officials that are
processing permit
applications and/or
issuing permits on
the same floor
169 human resourc-es
in total
Details:
35 officials for Direc-torate
Sustainable
Aquaculture Man-agement
28 officials for Direc-torate:
Stakeholder
Engagement (Cus-tomer
Service)
6 officials for Direc-torate:
Revenue Manage-ment
(cashiers)
100 officials for Chief
Directorate: Marine
Resource Manage-ment
Continue rolling out
the sitting arrange-ment
plan which took
into consideration
putting all officials
that are processing
permit applications
and/or issuing
permits on the same
floor
Contact UsDepartment of Agriculture,
Forestry and Fisheries Pretoria
Switchboard National Callers:
(012) 319 6000
International Callers:
+ 27 (12) 319 6000
Private Bag x250, Pretoria, 0001