DEPARTMENT OF

DEPARTMENT OF

ENVIRONMENTAL AFFAIRS AND TOURISM

STRATEGIC PLAN

1 APRIL 2004 - 31 MARCH 2007

CONTENTS

1. INTRODUCTION

1.1 Foreword by the Minister

1.2 Introduction by the Director-General

1.3 Vision and Mission

1.4 Departmental values

1.5 Overview of past performance and spending trends

1.6 Legal and constitutional mandate

2. MEDIUM TERM STRATEGY

Key focus area and departmental strategic objectives

Key deliverables, targets and time frames per strategic objective 2004-2007

2.3 Resource requirements per key departmental programme

Interdepartmental linkages

3. SERVICE DELIVERY IMPROVEMENT PROGRAMME FOR 2004/2005
4. ORGANISATIONAL MANAGEMENT

4.1 Human resource strategy

4.2 Affirmative action programme

4.3 Information technology resource strategy

4.4 Organisational structure

5. PLANNING INFORMATION FOR 2004/2005

5.1 Programme and output details for year ending 31 March 2005

Trends in the budget for 2004/2005
Services to be scaled down or abolished during 2004/2005
Capital transfers
Public entities reporting to the Minister of Environmental Affairs and Tourism

1. INTRODUCTION
1.1 Foreword by Minister Marthinus van Schalkwyk

The theme for our tenth anniversary of freedom and democracy is: "A people united for a better South Africa and a better world". It is a theme of unity with purpose, and it also reflects the role that the Department of Environmental Affairs and Tourism must play. The overarching vision of the department is to ensure a better life for all South Africans through the growth of tourism and the sound management and protection of our shared environment.

We face significant challenges over the next four years, not least of which is to prepare for the successful hosting of the 2010 Soccer World Cup. This presents a great opportunity for tourism, job creation, and increased investment. A Tourism Development Plan will be compiled by the department to facilitate preparations by all within the tourism industry – we will be ready.

Tourism has great potential for further growth in both international and domestic markets. Despite the recent slump in global tourism, ours is one of the few countries in which the industry has continued to grow. The department’s objective for tourism is to develop the sector by stimulating demand, and removing obstacles to growth. As a labour-intensive industry, tourism helps to create jobs and to attract foreign investment. The department aims to expand tourism infrastructure, while promoting job-creation, black economic empowerment (BEE) and transformation. Raising awareness about the opportunities for domestic travel continues to be a priority and will be accomplished through the implementation of the new Domestic Tourism Growth Strategy.

Closely interlinked with our tourism priorities is the need to further unlock the economic and social benefits of sound environmental management. This will require from the department the wider implementation of our poverty relief programmes, our Expanded Public Works Initiatives, and broad-based cooperation with communities, the private sector and our other governmental partners. We must demonstrate that the interests of the environment and those of our people are the same.

Addressing the pollution and the waste challenges of our country will be another major focus for the next four years. Issues such as air quality management will be addressed, and polluting companies will be pursued and held accountable should they not comply with their permit regulations.

In Marine and Coastal Management there will be an emphasis on the protection of marine and coastal resources, in line with the newly declared Marine Protected Areas. In fishing, the department’s objectives are: to expand the industry to accommodate subsistence, small and medium enterprises; to promote investment; and to accelerate transformation of the industry. There will also be greater focus placed on compliance and enforcement to protect marine resources from poaching, over-fishing and unreported fishing. The delivery of the first of four environmental protection vessels during November 2004 will further enhance the department’s ability to manage the compliance and pollution function more effectively and efficiently.

The basis of all of our efforts over the next four years will be to ensure that the economic potential of both tourism and our environment is realised in a sustainable manner. At the beginning of another five years of a newly-elected government, the call from the President is "A South Africa at work", a call to which we will adhere, in close co-operation with our various partners.

1.2 Introduction by Director-General Dr Crispian Olver

The constitutional and legislative mandates underpinning the work of the Department of Environmental Affairs and Tourism place a great responsibility on us to deliver on a wide range of responsibilities. The establishment and integration of tourism and environment as major contributors to economic growth in South Africa, and thereby creating a better quality of life for all South Africans, underpins the strategies set out in this plan.

Sustainable development has become a thread that runs through all our work. We are continuing to transform our society and create a better life for all. In doing so, we should all be guided by the principle of sustainable development and the sustainable use of our natural and cultural resources. The environment is not only our source of life, but the protection and efficient management of the environment, is core to our international and domestic tourism growth and development strategy.

Over the next three years we will continue to focus on:

Implementation of the Tourism Growth Strategy (Both International and Domestic).
Preparation for hosting of 2010 Soccer World Cup.
The transformation of the tourism industry and the promotion of learnerships in the tourism sector.

The transformation and stabilisation of the fishing industry, with specific focus on the protection of our natural resources and cracking down on illegal activities.
Developing new commercial fisheries
New long term fishing allocations
The publishing and implementation of legislation in the areas of Biodiversity, Protected Areas, Air Quality Management, and Coastal Management.
Further expansion of our Parks system.
The drafting of a National Biodiversity Strategy and Action Plan.
Expanding our regional cooperation in tourism and environmental management, through the establishment of Transfrontier Conservation Areas
Assisting provincial and local government to clean up our towns, cities and rural areas through proper waste management systems
Addressing the air pollution problems in South Africa through a new Air Quality Management Bill, regulations and standards
The development of a National Sustainable Development Strategy as part of the Medium Term Strategic Framework (MTEF).
Implementation of the environment and culture component of the Expanded Public Works Programme

In pursuing the above and more, we will improve our service delivery to our people (Batho Pele) in whatever we do.

Our approach to deliver on the various objectives and targets set out in the strategic plan can only be achieved in partnership with various other government departments, agencies, partners in civil society and our international friends. The Cabinet cluster system and the Directors-General cluster system are important mechanisms for us to ensure an integrated approach to sustainable development. In these forums we have already achieved a high level of interest and commitment to both our tourism strategy and environmental responsibilities.

1.3 Vision and Mission

VISION

A prosperous and equitable society living in harmony with our natural resources.

MISSION

To lead sustainable development of our environment and tourism for a better life for all, through:

Creating conditions for sustainable tourism growth and development.
Promoting the conservation and sustainable development of our natural resources.
Protecting and improving the quality and safety of the environment.
Promoting a global sustainable development agenda.
Transformation.

Our mission also reflects the five key focus areas of the Department. These focus areas form the basis on which this Strategic Plan has been compiled.

The Department comprises of six programmes to perform our responsibilities:

Programme 1: Administration and Support

Programme 2: Environmental Quality and Protection

Programme 3: Marine and Coastal Management

Programme 4: Tourism

Programme 5: Biodiversity and Conservation

Programme 6: Auxiliary and Associated Services

1.4 Departmental values

We are guided by the following values :

Sustainability: Ensure efficient use of resources and "walking the talk".
Performance: Ensure that quality products are delivered, our work should impact on society; we are energy driven and should earn our worth.
Professionalism: We strive for accuracy, punctuality, knowledgeable, corporate governance.
People: We focus on team building, Batho Pele, capacity-building.
Integrity: We uphold high ethics, honesty and non-corruptive behaviour.
Innovation: We welcome challenges and seek to offer new solutions, and push frontiers.
Diversity: The richness of culture and ideas, a fabric of our organisation and nation.

1.5 Overview of past performance and spending trends

The following achievements are highlighted to illustrate the wide range of issues on which we have delivered over the last year:

Tourism growth and development

Tourism Growth Strategy and market segmentation completed.
National Tourism Conference in December 2003 re-emphasised the need for synergy between role players in tourism sector.
Total international arrivals for 2003: 1.2% increase.
Meetings Incentives Conference and Exhibition industry firmly established.
Tourism Enterprise Programme assisted 1700 Small, Medium and Micro Enterprises (SMMEs) and created 10 000 jobs.
263 Black owned Small, Medium and Micro Enterprises (SMMEs) exhibited at Tourism Indaba 2003.
1057 tourism establishments graded.
Development of a Tourism Action Plan for the New Programme for Africa’s Development (NEPAD).

Focused international marketing effort to bring South Africa in line with competitors and increase tourist arrivals, spend, job creation, length of stay, geographic spread and transformation.

‘Alive with possibility’ brand entrenched and international Tourism Growth Strategy rolled out with all partners.

Satellite account established to monitor tourism growth

Tourists guiding sector transformed

Tourism Enterprise Program extended beyond July 2004, through Department of Environmental Affairs and Tourism (DEAT) funds

Conservation and sustainable development of natural resources

Completion of medium-term (4 years) commercial fishery rights process and allocations vindicated in the highest courts
Two Environmental Courts established in Hermanus and Port Elizabeth
Compliance successes with increased arrests of abalone and lobster poachers
Mapungubwe declared as SA’s fifth World Heritage Site
Amalgamation of Golden Gate and Qwa-Qwa National Parks in final stages
Biodiversity and Protected Areas legislation passed by Parliament
TFCAs: Maloti/ Drakensberg project launched.
Ai-Ais/Richtersveld Transfrontier Park Treaty signed
MOU to establish Limpopo/Shashe Transfrontier Conservation Area (TFCA) finalised
Hosted the fifth World Parks Congress in Durban in September 2003
Expand National Parks System with 121 000ha
Launch of Community Based Natural Resource Guidelines

Environmental Quality and Protection

Thor clean up process commenced

Plastic Bag regulations came into effect on 9 May 2003

Successful hosting of Local Government Waste Conference with Department of Provincial and Local Government (DPLG )

National Chemicals Profile established for SA

Implementation of multi-point plan led to 40% reduction in So2 load in Durban Industrial Basin

National Environmental Management Act (NEMA) 1st Amendment (compliance and enforcement) passed by Parliament

NEMA Second Amendment (integrated environmental management) passed by Parliament

NEMA Air Quality Management Bill submitted to Parliament

Sustainable Development

SA chaired Commission for Sustainable Development (CSD) 11 and assisted in establishing a ten year Program of Work for CSD to implement the Johannesburg Plan of Implementation.
Participated in successful Africa preparatory committee for CSD 12.
SA a member of bureau for Africa CSD.
Celebration of the World Summit for Sustainable Development (WSSD) Anniversary on 4 September 2003, raised awareness on implementing WSSD outcomes.
WSSD book completed – to be launched in 2004.
NEPAD Environment Program adopted by African Union (AU).

Transformation

Transformation of fishing industry – 2200 rights allocated, 77% SMME, 60% BEE

Additional 859 subsistence rights to communities (KZN/EC)

Through poverty relief projects, R667m spent on 398 community projects (78% in rural areas)

Procurement in DEAT: 42% BEE

Internship programme in DEAT established with 52 interns currently.

Bursaries awarded to ten Students

Expenditure over the last four years is reflected in the table below.

Programme	Expenditure outcome			Adjusted Appropriation	Revised Estimate
	Audited	Audited	Preliminary Outcome	Adjusted Appropriation	Revised Estimate
R thousand	2000/2001	2001/2002	2002/2003	2003/2004
1. Administration	60 351	125 780	331 809	105 136	105 136
2. Environmental Quality and Protection	86 536	100 757	102 201	125 901	125 901
3. Marine and Coastal Management	114 146	232 299	239 762	293 806	293 806
4. Tourism	228 560	235 058	237 673	320 842	320 842
5. Biodiversity and Conservation	108 019	151 608	198 637	215 881	215 881
6. Auxiliary and Associated Services	149 491	218 563	253 004	404 412	404 412
Total	747 103	1 064 065	1 363 086	1 465 978	1 465 978

1.6 Legal and constitutional mandate of the Department of Environmental Affairs and Tourism

The mandate and core business of the Department of Environmental Affairs and Tourism is underpinned by the Constitution and all other relevant legislation and policies applicable to the government, including the Batho Pele White Paper etc. Our specific mandate is derived from the following:

Cabinet and ministerial directives and policy decisions.
White Paper on Tourism Development and Promotion,1996.
Tourism in GEAR.
Second Tourism Amendment Act, 2000.
White Paper on Environmental Management, 1998.
National Environmental Management Act and Amendments, 1998, 2003.
Environment Conservation Act and Amendments, 1989, 2003.
White Paper on Conservation and Sustainable Use of Biological Diversity.
National Environmental Management: Biodiversity Act, 2004.
National Environmental Management: Protected Areas Act, 2003.
World Heritage Convention Act, 1999.
White Paper on Integrated Pollution and Waste Management,2000.
Marine Fisheries White Paper,1997.
Marine Living Resources Act and Amendment, 1998 and 2000.
White Paper on Sustainable Coastal Development, 2000.
Air Pollution Prevention Act,1965.
Sea-shore Act,1935.
Sea Birds and Seals Protection Act,1973.
Dumping at Sea Control Act,1980.
Marine Pollution Act,1981.
Antarctica Treaties Act,1996.
Various regulations in terms of some of the above legislation i.e. Environmental Impact Assessment (EIA) regulations, Regulations on the use of 4x4 vehicles, Regulations on the use of plastic bags etc.
Approximately 25 international conventions

A law reform programme to address legislative gaps and outdated legislation will be concluded by 2005. The Protected Areas Amendment Bill, Air Quality Management Bill, the Waste Management Bill and the Coastal Management Bill will be made available for public comment during 2004.

2. MEDIUM TERM STRATEGY
2.1 Key focus areas and departmental strategic objectives

KEY FOCUS AREA / GOAL	STRATEGIC OBJECTIVES
Create conditions for sustainable tourism growth and development	Ensure effective and efficient international and domestic tourism marketing. Develop a competitive and transformed tourism product and services platform. Address gaps in the tourism logistics value chain. Strengthen cooperative governance in the tourism sector. Building a tourism nation.
Promote the conservation and sustainable development of our natural resources	Establish a national system of managing Biodiversity and Conservation. Ensure that conservation and fishing industry contribute towards the cost of managing natural resources. Develop and maintain a natural resource information system for effective monitoring, reporting and dissemination of information Increase participation of marginalized and local people and groups in co-operative management, equitable use and benefit-sharing of natural resources. Reduce the illegal trade and the unsustainable use of natural resources.
Protect and improve the quality and safety of the environment	The potential negative environmental impacts of all significant new developments are mitigated, managed and/or controlled. Increased compliance with environmental quality and protection legislation and authorizations Reduced releases of prioritized pollutants and waste streams into the environment and/or landfills
Promote a global sustainable development agenda	Lead South Africans in a coherent and effective engagement in international agreements and events in tourism, environment and sustainable development Promote regional and continental tourism growth Lead South Africa’s engagement in environment and tourism agreements and processes in the region and sub-region Lead South Africa in the promotion of a national sustainable development agenda Promote NEPAD programmes
Transformation	Improve service delivery and enhance participation by South Africans in environment, fishing and tourism Develop and retain a representative and performing team Promote economic empowerment, job creation and poverty eradication Ensure the practice of good governance within the department and public entities Promote transformation in the fishing industry, tourism and conservation sectors

2.2 Key deliverables / outputs, targets and time frames per strategic objective for 2004-2007
Goal: Create conditions for sustainable tourism growth and development for the benefit of all South Africans

Strategic objective: Ensure effective and efficient international and domestic tourism marketing

Key outputs/deliverables

Key performance indicators

Key milestones

Time frame

Implementation and monitoring of the international and domestic tourism growth strategies to increase the number of tourists visiting SA.

Volume growth of international arrivals of at least 2% per annum (6% over 3 year period)

Increase direct spend per trip by 9% per annum

Length of stay increased from an average of eight days to ten days.

Increase distribution to the six less visited provinces by 3% per annum (9% over 3 year period).

Reduce the difference between high and low seasons by 5% per annum (15% over 3 year period).

Roll-out of Fundi training in missions in priority, and particularly watch list markets to support the implementation of the international tourism growth strategy.

Implement Phase 1 outcomes of the Competitiveness Study, complete and implement Phase 2.

Work with Statistics SA, SA Tourism and Department of Home Affairs to develop and implement the Tourism Satellite Account
Monthly analysis and evaluation of statistics obtained from SA Tourism and preparation of reports for the Minister
Quarterly convening of stakeholder sessions on the arrival statistics

2004-2007

Monthly

Quarterly

Increased tourism marketing budget in order to compete effectively with main international competitors

Tourism Marketing South Africa (TOMSA) levy contribution to increase by R 150 million

Government contribution to the marketing budget to increase by R 50 million, in addition to the current Medium Term Expenditure Framework (MTEF) allocation

TBCSA to assume overall responsibility for TOMSA levy collection from THETA

Grow the number of TOMSA levy collectors through national roadshows

Development of a concise and convincing argument for the National Treasury

June 2007

March 2005

June 2004

Goal: Create conditions for sustainable tourism growth and development for the benefit of all South Africans

Strategic objective: Develop a competitive and transformed tourism product and services platform

Key outputs/deliverables	Key performance indicators	Key milestones	Time frame
Tourism Development Plan for hosting of 2010 Soccer World Cup	Tourism Development Plan completed	Completion and implementation of Tourism Development Plan for hosting of 2010 Soccer World Cup	2004-2007
Develop tourism products and services which are aligned to tourist market demand	Mobilisation of at least six major tourism groups, (financial institution) to invest and re-invest in market aligned tourism products and services, as identified through the competitiveness study	Communication of the findings of the competitiveness study to all key stakeholders Development and implementation of a programme of investment mobilization into the products identified through the Competitiveness Study Influencing of financial institutions to finance the development of the necessary products Quarterly progress reports in respect of the investment mobilization work Completion and implementation of outcomes of the Competitiveness Study	July 2004 2004-2007 2004-2007 Quarterly 2004-2007

Goal: Create conditions for sustainable tourism growth and development for the benefit of all South Africans

Strategic objective: Address gaps in the tourism logistics value chain

Key outputs/deliverables	Key performance indicators	Key milestone	Time frame
Easier tourist access to South Africa, and movement of tourists within South Africa	Enhanced visa access for at least six priority markets Increased frequencies from at least six priority markets Improved services to tourists from all frontline Department of Home Affairs (DHA) and South African Revenue Services (SARS) staff at all ports of entry Critical road and air tourism infrastructure upgraded in the six less visited provinces	Enhanced access in respect of tourists from India, China, Nigeria, Kenya, Japan and United Kingdom. Improved air access in respect of core markets in partnership with Department of Transport, Department of Public Enterprise, SA Tourism and various airlines. Welcome campaign and SA Host training rolled-out to frontline DHA and South African Receiver of Revenue staff at all ports of entry. Mobilize funding from the Departments of Provincial and Local Government, Public Works, and Transport to improve tourism road and air infrastructure in priority areas.	2004-2007 2004-2007 2004-2007 2004-2007

Goal: Create conditions for sustainable tourism growth and development for the benefit of all South Africans

Strategic objective: Empower South Africans to participate in environment and tourism

Key outputs/deliverables

Key performance indicators

Key milestones

Time frame

Build a tourism nation

10% increase in domestic tourism into townships and rural areas

Increase in the number of blue flag beaches to 20.

Increase in the number of domestic tourist trips from 7 million leisure trips to 8 million leisure trips per annum

Work with SA Tourism, Biodiversity and Conservation branch, Department of Arts and Culture, provincial tourism authorities and UNESCO to identify and market at least five heritage sites.

Roll-out of the SA Host Campaign and tourism awareness creation road shows in priority poverty nodes and townships. Obtain poverty relief funding for a programme of tourism route development in respect of poverty nodes and townships with tourism potential.

Obtain local authority co-operation and testing the impact on tourism numbers.

Jointly with SA Tourism/provinces, facilitate the implementation of the domestic tourism growth strategy.

2004-2007

More effective communication

At least a total of 80 to 100 interviews to be conducted by Tourism branch staff from Deputy Director level upwards

Tourism Branch Senior Management Services to write at least one article per month for publication in newspapers, and other media

Undertaking radio and TV interviews

Writing of articles by senior managers in Tourism Branch

2004-2007

Goal: Create conditions for sustainable tourism growth and development for the benefit of all South Africans

Strategic objective: Strengthen cooperative governance

Key outputs/deliverables	Key performance indicators	Key milestone	Time frame
Alignment and capacity enhancement of tourism partners, particularly at provincial government level, to promote tourism development	Tourism training of ninety provincial tourism officials in all nine provinces At least 50% of TEP funding to be provided by provinces by 2007 Alignment of the tourism business plans of all 9 provinces with the strategic objectives contained in this business plan	Development and implementation of HRD strategy. Training of provincial tourism officials Provincial allocation of funding to TEP to undertake SMME support activities. Leveraging of partnerships with the TBCSA members, Development Bank of South Africa, etc to assist provincial tourism structures to deliver against the agreed strategic objectives. Facilitate alignment between provinces and local authorities	2004-2007 2004-2007 2004-2007

Goal: Promote the conservation and sustainable development of our natural resources

Strategic objective: Establish a national system of managing biodiversity and conservation

OUPUT	KEY PERFORMANCE INDICATORS	KEY MILESTONES & EVENTS	TIMEFRAMES
Promulgate and implement three pieces of legislation (Protected Areas Act, Biodiversity Act, and Coastal Management Act).	Cooperative governance in biodiversity management Provincial ordinances alignment to the National legislation Effective ‘walking’ of Bill through Parliament and implementation plan accepted at local and provincial level	Protected Areas Act Develop and implement norms, standards and regulations Manage the process for review of Management Plans. Develop and implement performance indicators. Develop a Protected Areas register Biodiversity Act Establish and monitor performance South African National Botanical Institute Develop and implement norms, standards and regulations Identify and list invasive alien and threatened species. Facilitate amendment of provincial ordinances	2004-2007 12 months from date of promulgation 2004-2005 2004 2004-2006 2004-2007
New Fisheries and the selective expansion of existing fisheries	Meeting all and requirements, no legal challenges, new investment and new jobs	Marine and Coastal Management Complete drafting and effect passage through Parliament for the Coastal Management and Marine Living Resources Amendment Bills. The allocation of rights for Octopus, Large Pelagics, Eastern Cape Abalone and East Coast Lobster.	2005 2007
Sustainability of fishing for Subsistence fishers established. Improve co-management between the department and all rights and exemption holders	Full participation of all users Co-management leads to better conservation, reduction in friction and fewer catch offences by users.	An incentive and co-management system devised. The establishment of Management Working Groups in each fishing sector.	2005 2005
Develop and implement National Biodiversity Strategy and Action Plan.	Biodiversity planning integrated and coordinated	National Biodiversity Assessment Plan used as a basis for provincial finer scale planning. Strategy and Action plan implemented. National Biodiversity Framework published.	2005
Development of an alien invasive species control programme	Key areas for priority action identified	Extent and status of infestation known. Development of List of invasive fauna and flora (Ten year alien invasive clearing plan in place). Gazette the national list of invasive plant species	2006 2005 2007
Implementation of a National Action Plan (NAP) to Combat desertification	NAP mainstreamed in all spheres of government	Implementation of projects.	2004-2007
Expand and consolidate Protected Areas.	Increase protected areas by 1.5% Increase the under conserved low lying fynbos, succulent, grasslands and Nama Karoo by 35 000 hectares	Incorporate identified Department of Water Affairs and Foresty forests, government and privately owned land into the protected area system (500 000ha). Establish a Wild Coast Conservation area with community participation. Declare a Marine Protected Area for the Wild Coast. Establish the Blyde National Park. Amalgamate Golden Gate and Qwa-Qwa National Parks. Declare two World Heritage Sites i.e. Cape Floristic Region and Vredefort Dome. Establish one new Botanical Garden (Wild Coast).	2007 2006 2004 2004 2004 2004 2007
Establish and implement Transfrontier Conservation Areas Establish Resource Management Working Groups for existing and new fishers.	Enhanced natural migration routes Co-ordinate Sector Resources Management groups with all stakeholders.	Establish six TFCA’s. Expand conservation areas of two TFCA’s (Limpopo/Shashe and Lubombo). Implement strategic development management plans of four TFCA’s (Ai-Ais/Richterveld, Lubombo, Great Limpopo and Maluti/Drakensberg) Implement strategic development management plans of the other two TFCA’s (Limpopo/Shashe and Kgalagadi) Implemented co-management structures for all sectors.	2006 2007 2006 2005 2004
Expand economy through twelve new commercial fisheries and create new jobs. Regulate by catch species. Allocate Medium- and Long term Commercial Fishing rights.	Implement three new fisheries per annum. Consult with industry, set policies and Gazette. Consult stakeholders, finalise policies, Gazette and invite applications. Allocate rights in 19 sectors. Conclude appeals process.	Declare new fisheries for commercialisation purpose Announce applicable Total Allowable Catch (TACs) and Total Applied Effort (TAEs) Follow a transparent, legal binding and systematic allocation process Meet all Promotion of Administrative Justice Act (PAJA) and Promotion of Access of Information (PAIA) requirements	2004 - 2007 2007 2004 2005/2006
Implement subsistence fisheries in all unallocated areas.	Full roll-out of plan. Replace East Coastal Rock Lobster, Abalone and Shad subsistence with limited commercial rights.	Encourage full participation by all users through an incentive based approach Allocate small scale commercial rights through meeting PAJA and PAIA requirements	2007 2004
Implement 4X4 regulations.	Manage exemption applications Goal launching site applications Amend regulations Strategic Environmental Assessment of coast completed Report on monitoring of the biological impact of 4x4 vehicles operational	Revise regulations and have same published Apply efficient and more comprehensive compliance Adopt the guidelines.	2004 2004 2005

Goal: Promote the conservation and sustainable development of our natural resources

Strategic objective: Ensure that Conservation and fishing industries contribute towards the cost of managing the resources

OUTPUT	KEY PERFORMANCE INDICATORS	KEY MILESTONES & EVENTS	TIMEFRAMES
Increase income through better cost recovery. Finalise Harbour Rehabilitation Programme. Settle responsibility issue of proclaimed fishing harbour management.	Increase recovery income by 30%. Improved service for harbour user-groups Hand-over to other authorities.	Agreement with National Treasury on Permitted levels of recovery Signing of memorandum of agreement with Public Works, local authorities, Portnet and PPP partners.	2005-2007

Goal: Promote the conservation and sustainable development of our natural resources

Strategic objective: Develop and maintain a natural resource information system for effective monitoring reporting and dissemination of information.

OUTPUT

KEY PERFORMANCE INDICATORS

KEY MILESTONES & EVENTS

TIMEFRAMES

Put in place an information management system for biodiversity and fisheries management.

Commence with a Coastal and Marine Awareness Education and Training Programme.

Biodiversity data easily accessible

Adjudicate the Smartfish tender.
Implement and manage first phase of the Smartfish process.
Build a database of right holders, permit holders and record inter alias, transgression profiles etc.

Implement an Interpretive signage project.

Implement an Adopt-a-beach programme.

Implement a coastal training programme.

Put in place a functional biodiversity clearing house mechanism.

Adopt an effective master system plan that collects research, management and compliance data to benefit managers and users.

Expand the programme into new coastal areas

2005

Goal: Promote the conservation and sustainable development of our natural resources

Strategic objective: Increase participation of marginalized and local people and groups in co-operative management, equitable use and benefit-sharing of natural resources.

OUTPUT

KEY PERFORMANCE INDICATORS

KEY MILESTONES & EVENTS

TIMEFRAMES

Develop effective co-management systems for all stakeholders

Establish hundred local co-management communities along the coast.

Implement fifteen sustainable livelihood opportunities for coastal communities.

Establish Eastern Cape TURFS.

Co-management agreements with all communities along the coast.

Alignment with rural development nodes, urban renewal and poverty audits.

Implement commercial primary and secondary zones for the Eastern Cape.

2007

2004

2006

Implement Community Based Natural Resource Management (CBNRM) guidelines.

Co-management agreements in and outside protected areas in place

Alignment of CBNRM projects with local government plans and implementation of guidelines

Co- management agreements in place

Strategy for equitable sharing of costs and benefits from protected areas implemented

2005

2004

Goal: Promote the conservation and sustainable development of our natural resources

Strategic objective: Reduce the illegal trade in and unsustainable use of natural resources

OUTPUT	KEY PERFORMANCE INDICATORS	KEY MILESTONES & EVENTS	TIMEFRAMES
Compliance with international standards for trade in endangered species Reduce illegal marine resources trade. Boost marine inspectorate and compliance capacity. Reduce Illegal Unreported Unregulated Fishing (IUU) fishing, report and monitor adequately. List abalone on schedule II at CITIES. Reduce illegal trade in marine resources. Strengthen Monitoring, Control and Surveillance (MCS) of fishing harbour management. Establish an Environmental Court in Port Elizabeth. Amend the Regulatory Framework. Improve the regulation of domestic and international trade in sustainable use of natural resources.	Unqualified CITES compliance reports Conclude at least 3 high-profile prosecutions per annum. Determine number of inspectors per km of coastline. Determine number of successful prosecutions. Sign the Illegal Unreported Unregulated Fishing (IUU) Declaration. Ensure compliance with the Regional Fishers Organizations’ conservation measures. Reduce of illegal abalone exports to SADC states. Increase number of successful prosecutions. Fill inspectorate vacancies. Develop a forensic capacity. Take delivery of patrol vessels. Increase the number of sea patrols to 200 sea days per annum. Invest in skills development. Increase public awareness of Laws and Regulations. Develop a regulatory law capacity. Determine Regional Court Status. Appoint a Magistrate (Department of Justice) and prosecutors (Department of Justice and Marine and Coastal Management (MCM). Launch court. Increase prosecution and conviction rate in Eastern Cape regarding environmental offences. Close loopholes. Increased conviction rate.	Electronic system in all provinces fully operational Agreement with other law enforcement agencies such as Scorpions. Adopt coast guide initiative Reach agreement/s with other international parties Communicate listing to all other conservationist, law enforcement and interested parties. Agreement with all SADC countries	2004 2004 - 2007 2006 2004 - 2007 2004 2004/2005
Leverage the tourism potential of TFCAs, harbours and other areas to provide income generating opportunities for local communities	Certification of nine Blue Flag beaches and undertake three pilot projects nationally Develop tourism potential of four fishing harbours	Jointly with the Branch: MCM identify and roll-out Blue Flag projects Work with MCM to identify harbours with tourism priority, leverage resources for developing this tourism potential, and implement specific projects.	2004-2007
	Tourism infrastructure and product development in seven ecotourism priority area	Partner with the Branch: Biodiversity and Conservation to develop tourism in Ais-!Ais-Richtersveld, Kgalagadi Transfrontier Park, Wild Coast initiative, Mapungubwe, Great Limpopo, Maloti Drakensberg and Blyde River	2004-2007

Goal: Protect and improve the quality and safety of the environment

Strategic objective: Mitigate, manage and control the potential negative environmental impacts of all significant new developments

OUTPUT	KEY PERFORMANCE INDICATORS	KEY MILESTONES & EVENTS	TIMEFRAMES
Control an effective environmental impact management (EIM) process.	Tools other than the EIA process are used for environmental impact management in respect of developments not suited to the full-blown EIA process. Positive trends in departmentally monitored environmental quality and sustainable development indicators. Media and other reports on the positive contribution of EIM to sustainable development.	Revised EIM legislation and regulation allowing for a streamlined EIM process promulgated. Publication of manuals and guidelines.	2006
Charge service fees for the delivery of an efficient environmental impact management service.	Increased service delivery standards measured through a reduction in the department’s EIA processing turn-around time by 20% by 2007 from 2003 base.	Service fees for EIAs charged from 2005. Full EIA processing costs recovered through service fees by 2007.	2007
Review the South African EIM procedures including relevance, impact, effectiveness and efficiency.	Applicable review recommendations taken into account in amendments to legislation, regulations, guidelines, implementation manuals, etc.	Review finalised.	2007
Institute legally robust, monitorable, and enforceable environmental quality and protection related authorisations.	Waste treatment and disposal facility permits, issued. Environmental quality and protection related authorisations issued, based on effective delivery related to policy, legislation and strategies, in order to protect the right of people to an environment that is not harmful to their health and well-being.	Handover of permitting from DWAF to DEAT completed by April 2005.	2005

Goal: Protect and improve the quality and safety of the environment

Strategic objective: Increase compliance with environmental quality and protection legislation and authorisations

OUTPUT	KEY PERFORMANCE INDICATORS	KEY MILESTONES & EVENTS	TIMEFRAMES
Compile compliance monitoring reports, statistics and trends.	Monitor compliance with all relevant environmental quality and protection related legislation, regulations, authorisations and applied enforcement instruments including notices, court orders, directives, interdicts, etc. Trigger at least six possible enforcement cases per year.	Authorisations database completed. Pilot compliance monitoring system in place and tested.	2007 2004 - 2007
Undertake at least two high profile enforcement cases per year.	Take successful enforcement actions in respect of cases of serious, significant and/or continuous non-compliance. Increased compliance. Positive trends in departmentally monitored environmental quality and sustainable development indicators. Media and other reports on the positive contribution of effective enforcement to sustainable development.	Successful enforcement actions reported on a quarterly basis.	2004 - 2007

Goal: Protect and improve the quality and safety of the environment

Strategic objective: Reduce releases of prioritised pollutants and waste streams into the environment and/or landfills

OUTPUT	KEY PERFORMANCE INDICATORS	KEY MILESTONES & EVENTS	TIMEFRAMES
Implement the National Air Quality Management Programme 2000 – 2010 and related National Environmental Management: Air Quality Act.	Ensure conformance of ambient air quality to ambient air quality standards in 50% of identified pollution hotspots. Reduce atmospheric emissions from the four identified existing "problem" industrial sectors significantly. Work with Department of Minerals and Energy and Provinces to reduce atmospheric emissions in two selected "coal burning" urban communities significantly.	Air Quality Bill promulgated. Ambient air quality standards promulgated. Provincial and local air quality control officers appointed.	2004 2005 2007
Fully implement legislation, regulation and strategies to reduce the quantity of prioritised non-hazardous waste streams entering landfills and/or the broader environment.	Waste manifest system in place. Increase cleaner production, waste reduction, waste re-use and recycling to result in a measurable decrease (i.e. >10% on 2003 base and GDP) in land filled tyres, glass, plastic, building rubble and paper.	Waste Management Act promulgated. Waste Information System finalised Recycling agreements in place.	2005 2006 2004-2007
	Waste Management Act by 2005. Increase cleaner production, waste reduction, waste reuse and recycling to result in a measurable decrease (i.e. >10% on 2003 base and Gross Domestic Products (GDP) in three prioritise hazardous waste streams. Obtain measurable decrease (i.e. >10% on 2003 base and GDP) in the generation of Persistent Organic Pollutants (POPs).	Regulations re identified waste streams included Asbestos promulgated. POPs eradication strategy finalised. Thor clean-up completed.	2007 2006
Promote environmental management through tourism	Waste management in at least six tourism priority areas Inclusion of environmental management criteria in the grading process	Identify pilot sites and implement projects jointly with the Branch: Environmental Quality and Management Inclusion of criteria with the Grading Council, in partnership with the Environmental Quality and Management Branch	2004-2007 2004-2007

Goal: Promote a global sustainable development agenda

Strategic objective: Leading SA in coherent and effective engagement in international agreements and events in tourism, environment, & sustainable development

OUTPUT	KEY PERFORMANCE INDICATORS	KEY MILESTONES & EVENTS	TIMEFRAMES
Effective participation in strategic international agreements through a coherent and consolidated strategy (Tourism, World Trade Organisation (WTO), Johannesburg Plan Of Implementation, (JPOI), Multilateral Environmental Agreements (MEAs)	International Engagement Strategy signed off at Management meeting Integrated process for developing SA positions for international meetings Functional DEAT international co-ordination committee New reporting format for international meetings Improved access to information on international agreements and negotiations Capacity in place to address the trade and environment agenda (including environment element in trade agreements; World Tourism Organisation (WTO)negotiations etc)	Develop international engagement synergies document and strategy Coordinate quarterly meetings of the DEAT International Co-ordinating Committee. Re-design reporting formats for international meetings and create accessible database. Create international section on DEAT web site and live link for the dissemination of information	June 2004 Quarterly meetings
Strengthening of multilateral institutions	UNEP GC programme and budget benefit developing world & Africa. GEF Trust fund replenished (indirect responsibility) GEF allocation system designed to improve country performance	Actively participate and conduct lobbying in the following multilateral forums: Global Environment Facility (GEF) Council Commission on Sustainable Development (CSD) 12/13/14 United Nations Environment Programme (UNEP) 23rd Governing Council	2004-7
Process well-informed and high-level of engagement with all relevant MEAs.	Lead high level South African engagements on environmental MEAs using appropriate country skills and capacity	Participation in relevant Multilateral Environmental Agreements (MEAs) meetings.	2004
Provide environmental quality and protection legislation for the implementation of South Africa’s MEA commitments	Enable implementation of the National Environmental Management: Waste Management Act and National Environmental Management: Air quality Act on South Africa’s MEA commitments.	Legislation in place.	2006
DEAT resource (financial and technical) mobilisation strategy	70% of DEAT donor funding requirements met New co-operation agreements signed with Germany, Finland and Norway.	Finalise resource mobilization strategy Host thematic and annual donor meetings Negotiation with Norway, Germany and Finland on a new environmental cooperation programs and coordinate signing of business plans	Annual process
Enhanced South-South Cooperation in environment and tourism. Joint project development and implementation.	Environment and tourism priorities adopted within the India, Brazil and South Africa (IBSA) framework and action plan. Joint efforts to reform multilateral institutions.	Review of the current bilateral engagements with countries of the South to identify potential niche areas for South-South Cooperation. Development of strategic action plans for promotion of South-South Cooperation.	2004 2005

Goal: Promote a global sustainable development agenda

Strategic objective: Lead SA engagement in environment and tourism in the region and sub-region

OUTPUT	KEY PERFORMANCE INDICATORS	KEY MILESTONES AND EVENTS	TIMEFRAMES
Mobilisation of financial and technical resources and political support for successful implementation of key SADC and NEPAD tourism and environment initiatives.	Funding for 70% of programs and initiatives requiring donor and multilateral funding mobilized	Lobbying in relevant bilateral & multilateral forums for Bi-National (BNC’s) and Joint Bi-National (JBC’s): UK, India, China, Germany, USA, Norway, Denmark, Finland, Netherlands, Canada, France, Spain, Japan Lobbying at GEF Council; SADC and NEPAD Donor conferences; CSD 12; UNEP 23rd Governing Council; Tokyo International Conference on African Development (TICAD); EU-SADC & European Union-Africa Forum; China-Africa Forum Host NEPAD donors meeting in SA	2004-6 2004-6
Co-ordinated process for implementation of the NEPAD environment and tourism programmes.	Plan in place for SA to contribute to the implementation of NEPAD thematic areas on environment. NEPAD tourism action plan finalized and approved Coherent plan in place for implementation of the environment and tourism components of the SADC Regional Indicative Strategic Development Program.	SA to participate actively in NEPAD co-ordination meetings Facilitate coherent SADC program on environment and tourism, including TFCAs; Large Marine Ecosystem Programmes; Regional Oil Spill Contingency Planning; Global Ballast Programme; SADC Marine and Coastal Monitoring, Control and Surveillance; OUZIT; Coast 2 Coast	2004-6
Implementation of NEPAD and SADC tourism and environment action plans (particularly components on which SA is leading)	NEPAD Co-ordination of implementation of NEPAD Environment Action Plan (implementation of the alien invasive species program – 2005; SA inputs in other thematic areas – 2004-6) Co-ordination of implementation of NEPAD Tourism Action Plan Legal establishment of Basel Centre SADC Facilitate coherent SADC program on environment and tourism, including the following: Greater Limpopo TFCA; \|Ai\|Ais-Richtersveld TFCA; Kgalagadi TFCA; Maloti-Drakensberg TFCA; Limpopo Shashe TFCA; Lubombo TFCA; Benguela Current Large Marine Ecosystem; Agulhas and Somali Large Marine Ecosystem; Western Indian Ocean Large Marine Ecosystem; Regional Oil Spill Contingency Planning; Global Ballast Programme SADC Marine and Coastal Monitoring, Control and Surveillance; OUZIT; Coast 2 Coast; Capacity Building and Training; Infrastructure Development; Scientific Collaboration	Inputs into NEPAD Environment Action Plan adopted. Basel Centre resourced through member contributions.	2004-6 2004-6
Strengthening of sub-regional and regional institutions that relate to tourism and environmental management	Organisational capacity of SADC enhanced. Sufficient capacity to coordinate the implementation of the tourism and environment elements of the RISDP Functional SADC GEF Constituency Independent African Ministers Committee for Environment (AMCEN) Secretariat established	Lobbying at AMCEN, GEF Council; SADC & NEPAD donor conferences; CSD 12; UNEP 23rd Governing Council; TICAD; EU-SADC & EU-Africa Forum; China-Africa Forum Host NEPAD donors meeting in SA	2004-6
Effective utilisation of our membership of multilateral organisations (WTO, ATA, IOTO, Commonwealth, etc) to promote NEPAD	Tourism agreements signed in respect of at least 18 priority markets, and activation of all of the priority market agreements Transformation of Regional Tourism Organisation of South Africa (RETOSA) into a strong regional tourism marketing organisation	Completion of the tourism NEPAD action plan	2004 - 2007

Goal: Promote a global sustainable development agenda

Strategic objective: Lead SA in promoting a national sustainable development agenda

OUTPUT	KEY PERFORMANCE INDICATORS	KEY MILESTONES & EVENTS	TIMEFRAMES
Strengthened institutional capacity within government and SA stakeholders for promotion of a sustainable development agenda	Multi-disciplinary institutional capacity to provide policy and planning support to the sustainable development agenda in South Africa. Institute for Sustainable Development established Institute concept Cabinet approval of institutional and legal model Funding from international agencies	Integrated governmental system for WSSD follow-up Role of DEAT in providing policy capacity defined Partnerships with academic institutions towards strengthening the SD discourse defined. Joint Project Management Team for Institute by DEAT, DST, DWAF, Presidency, Treasury and Stakeholders Complete Capital Funding Proposal for Institute	2004 - 2005
Integration of sustainable development objectives in the government planning cycle (10 year vision and MTSF)	SD recognized in the priorities for the next decade of freedom Integration of JPOI targets in cluster priorities, Departmental Strategic Plans and PGDS SD priorities defined and approved by clusters & discussed with stakeholder groups Scope of trade and environmental agenda approved & capacity in place	JPOI response strategy defined. Strengthen political case for sustainable. Mainstream sustainable development in government planning cycle. Government consensus on SD priorities. DEAT Trade / Environment agenda defined and capacity established. International Relations Peace and Security (IRPS) cluster approval for JPOI response strategy.	2004-2007 2004 2005 2005-2006
Monitoring and reporting the implementation of WSSD agreements and partnerships	Indicators for monitoring WSSD implementation developed – Annual State of Sustainability Outlook, complementing the State of Environment Report (SOER).	Annual Review of implementation of JPOI Response Strategy and Mid-Term Review of MDG. Annual report to CSD Annual Report to parliament Completed Integrated Monitoring Framework	2004-2006
Promotion and monitoring of new and expanded partnerships for WSSD implementation	Number and rand value of partnerships toward poverty eradication	Creation of a National Partnerships Focal Point National Focal Point for WSSD Partnership in DEAT with Treasury Public-Private-PartnershipUnit A Partnerships Web portal - 2004 Annual State of Partnerships Report A national capacity building programme for WSSD partnerships Successful adoption of the Bali guidelines for Type II partnerships Launch SA WSSD partnerships web portal	A further 1 million USD in new resources by 2005
Stakeholder participation in implementing WSSD outcomes	50% of Environment and Tourism stakeholders participating effectively in implementing WSSD outcomes.	WSSD Anniversary Celebration and Conference Launch of WSSD Book " 10 Days in Johannesburg" Annual report to Parliament for debate Improvement of DEAT Website to access post WSSD information Sustainable Development (SD) Information Centre Complete Archive of WSSD process in partnership with Department of Arts and Culture (DAC)	2004-7
Public awareness of WSSD outcomes and implications	40% of SA public and stakeholders participating and aware of WSSD outcomes activities and programmes.	A stakeholder engagement strategy for international, national and regional levels Improvement of DEAT Website to access post WSSD follow-up information - 2004 Sustainable Development Information Resource Centre - 2005 Complete Archive of WSSD process in partnership with DAC. Communications and Outreach Programme - 2005 Sustainable Development Leadership Series	2004 - 6

Goal: Promote a sustainable global development agenda

Strategic objective: Promote regional and continental tourism growth

Key outputs/deliverables

Key performance indicators

Key milestones

Time frame

Effective utilisation of our membership of multilateral organisations (WTO, ATA, IOTO, Commonwealth, etc) to promote NEPAD

Tourism agreements signed in respect of at least six priority markets, and activation of all of the priority market agreements

Completion of the NEPAD tourism action plan

60% of Regional Tourism Organisation of South Africa’s (RETOSA) funding to come from the private sector by 2007

Servicing of key bilateral and multilateral agreements

Complete the NEPAD tourism baseline study
Raise funds, through the NEPAD Secretariat, for the development of the NEPAD tourism action plan

Increased private sector funding
Restructuring of RETOSA by SADC

2004-2007

Goal: Transformation

Strategic objective: Improve service delivery and enhance participation by South Africans in environment, fishing and tourism

OUTPUT	KEY PERFORMANCE INDICATORS	MILESTONES/ACTIVITIES	TIMEFRAMES
Service standards develop for customer relations	Improved turnaround time submissions and draft replies. Improvement in the business process.	Develop and implement service delivery standards and indicators for: Procurement Information Technology Human Resource Management Communication Ministry Finance Increased efficient use of document management services Business process re-engineering Develop project teams on crosscutting issues	March 2005
Better and improved access and response system to customer needs.	Better and improved access and response system to customer needs. User friendly, informative and visually improved website.	Call center established and fully functional Front desk improved. Improved response times to draft replies Procurement of new building for head office through tender process	March 2005
EDMS Implementation	50% reduction in the use of paper in the department.	Post Tracking System aligned to Electronic Document Management System (EDMS) All staff trained on the use of EDMS Technical support provided to the whole department EDMS and intranet aligned and fully functional Technical software acquired for EDMS implementation Development of internet policy and policy on the usage and management of computers.	March 2006
Language Policy developed and implemented.	Department able to respond to the public in at least four languages All policy documents to be in at least four languages All legislation produced in the department to be in two languages	Staff consulted and policy developed. Translation capacity developed.	March 2006
Outreach campaigns run effectively (Welcome campaign and Greening SA campaign)	South Africans better informed and knowledgeable about the environment and tourism sector	Maintain and extend the Welcome campaign Design and implement the Greening South Africa Campaign Stakeholder mobilisation and participation	Ongoing March 2005
Improved co-ordination with Statutory Bodies	Department’s objectives and programmes with those of statutory bodies	The consolidation of quarterly reports by branches and statutory bodies against their business plans Co-ordinate and consolidate inputs for the annual report to Presidency from DEAT and statutory bodies Align statutory bodies programs and plans with DEAT’s priorities and business plans The appointment of Board members of statutory bodies Monitor compliance of statutory bodies with plans Monitor compliance of statutory bodies with PFMA.	March 2005
Fully functional intergovernmental system of coordination & cooperation (i.e. MINMECs, Mintechs, CEC, etc)	Alignment between department’s legislation and policies with those of provinces and municipalities	Co-ordination and support of intergovernmental structures including: Ministerial and MEC’s Committee (MINMEC), Ministerial Technical Committee for Environment (MINTEC), Ministerial Provincial Technical Committee for Tourism (MIPTEC, Committee for Environmental Coordination (CEC) and relevant sub-committees Development of CEC medium term strategic plan Development of Mintech medium term tourism and environment strategy Budget reform process for environmental sector Strategic co-ordination of co-operative environmental governance plans (EIPs and EMPs)	March 2005
Establishment of the National Environment Advisory Forum (NEAF)	Stakeholders advise Minister and Department on key policies and legislation.	NEAF members approved by MINMEC NEAF meetings convened	July 2004 Bi-annually
Learnerships developed and Internship programme implemented.	Skills base in the environment increased. Increase in the recruitment pool for the national, provincial and local departments of environment and tourism.	Internship programme in place with mentoring and coaching 700 Tourism learnerships in place Development and registration of 500 learnerships programmes on environmental management. Finalisation of national environmental education and capacity building strategy.	Annually March 2005 March 2006 March 2005
Improve image by developing a "DEAT brand"	DEAT brand easily recognised.	Consultation with DEAT stakeholders Brand designed and developed Brand marketed. All official documents bear the DEAT brand.	March 2005

Goal: Transformation

Strategic objective: Develop and retain a representative and performing team

OUTPUT	KEY PERFORMANCE INDICATORS	MILESTONES/ACTIVITIES	TIMEFRAMES
Employment Equity plan implemented.	Targets as set in the EE plan met. Improvement in staff morale and participation Improvement in human resources performance profile	EE implementation plan developed and approved by Management. Monthly progress presented to management Roll out plan developed and implemented Transformation Steering Committee convened quarterly. Annual reports to DPSA and the Department of Labour.	September 2004 Monthly September 2004-December 2006. Quarterly Annually
Skills Development Plan reviewed and implemented.	Organisational and Individual skills matched.	Training based on performance agreements and appraisals provided Skills development plan updated and amended. Appropriate training and mentoring provided.	Ongoing September 2005 Ongoing
Implementation of the Gender Policy	Improvement in gender relations in the department	Reviewal of the gender policy. Staff awareness programme. Reviewal of all policies and practices to be in line with gender policy	September 2005 Ongoing from September 2004 June 2005
Revision of the recruitment policy	Recruitment policy and practices fair and transparent	Input from the Departmental bargaining council Input from all staff Adoption by Management.	30 June 2004
Disability policy	Disability friendly building and facilities EE Plan targets on disability met.	Input from the Departmental bargaining council Input from all staff Adoption by Management. Monitoring against EE plan	Sept 2004 Ongoing
Development and implementation of a Retention Strategy	25% reduction in staff turnover Improvement in staff morale and participation	Institutional Review finalised. Draft policies, plans and strategies communicated to stakeholders Consultation workshop with stakeholders Stakeholders’ inputs sought and incorporated Policies, plans and strategies tabled at management meeting Tabled at departmental bargaining council Management endorsement/approval.	June 2004 September 2004
HIV/Aids Programme development and implementation	All staff informed about HIV/Aids 30% of staff undergoing Voluntary Testing.	HIV/Aids policy and programme developed	March 2006
Develop and Implement an internal communication strategy	All Staff better informed on activities of the department.	Develop and implement intranet Lekgotla circulated Design and convene staff Imbizos Design and manage notice board	December 2004 6 weekly Quarterly Ongoing
Effective implementation of the performance management system	Performance agreement effectively utilised by all staff during the assessment period Improvement in human resources performance profile	Effective implementation of the performance management system	Ongoing April 2005
Better services and motivated tourism branch	At least two disabled people to be appointed annually Further quarterly training programmes on project management and computers.	All jobs adverts to include promotion of opportunities for disabled people. Head hunt appropriate candidates through Disabled People of SA. Training programmes developed and implemented.	2004-2007 2004-2007

Goal: Transformation

Strategic objective: Promote economic empowerment, job creation and poverty eradication

OUTPUT	KEY PERFORMANCE INDICATORS	MILESTONES/ACTIVITIES	TIMEFRAMES
Implementing labour intensive projects in such a manner that the prospects for the participants to access permanent job opportunities after the completion of the projects is enhanced (Faranani)	60 570 job opportunities created (50% women, 30% youth) 40% of budget allocated to the nodal municipal areas 666 300 Training days provided Number of learnerships completed	Allocation of projects Consultation and co-ordination with municipalities and nodal champions Development of a Training and skills programme Participation in cluster co-ordination structures Monitoring of projects	March 2007
Recognition of local suppliers in procurement	50% local based BEE procurement	All tenders documents specify the preference for local suppliers Monitoring the use of local suppliers	March 2005
Strategy to achieve 50% BEE usage in all departmental procurement	50% BEE procurement	All tenders documents specify the preference for BEE suppliers Monitoring the use of local suppliers	March 2005
Set procurement targets for public entities	40% BEE procurement	Allocation letters specifying target Monitoring reports	April 2004
Facilitate the establishment of tourism charter in terms of the Broad-Based Black Economic Empowerment Act	Transformation targets set in Tourism Charter met.	Transformation scorecard launched Targets as per charter implemented	June 2004 March 2005
Transform the tourism industry	20% increase in the number of BEE tourism enterprises 20% increase in public sector procurement from BEE tourism enterprises	Development and implement the tourism transformation scorecard jointly with the TBCSA SMME funding for Indaba, ITB and WTM Development of a motivation to National Treasury for the further expansion of the TEP budget in line with its performance Consolidation of the SMME training programme, and implementation of this programme Housing of the SMME training programme at SATI Finalisation and distribution of the BEE database being developed by TEP to the public sector Update, expand and circulate the funding and support handbooks	2004-2007 2004-2007 2004 2004-207 2004-2007 2004-2007 2004-2007
Improved quality in respect of tourism products and services	At least 75% of tourism establishments to be graded in the focus sectors identified by the Grading Council At least 300 new black assessors trained and employed	Grow the capacity of the Grading Council in partnership with SA Tourism Increase the number of graded products in historically black areas Monitor and evaluate progress in respect of grading	2004-2007 2004-2007
Develop the required tourism human resources base	At least 75% of tourism establishments to be graded in the focus sectors identified by the Grading Council At least 3100 new black tourist guides trained and employed Establishment of a strengthened and resourced SATI	Ensure effective DEAT participation on the board of THETA In partnership with DoL, address the funding and capacity constraints of THETA in order to ensure that its business plan is achieved Monitor the progress of THETA in meeting its commitments Consolidation and implementation of the agreement with SATSA on the employment of black tourist guides Establishment of a national tourist guide association Raising of funding for the continuation of SATI, and participation in the development of a business plan for SATI Integration of SATI into the roll-out of the SMME training programme Utilising SATI as an implementing agent for DEAT’s training programmes	2004-2007 2004-2007 2004-2007

Goal: Transformation

Strategic objective: Ensure the practice of good governance within the department and public entities

OUTPUT	KEY PERFORMANCE INDICATORS	MILESTONES/ACTIVITIES	TIMEFRAMES
Department to comply with all HRM and Finance legislation	Unqualified audit on financial statements No certificate of non-compliance issued by the department of Labour	Monitoring compliance with the PFMA and DPSA directives	August 2004-2007
Improve management tools and reporting mechanisms (both DEAT and its Public Entities)	Reporting done in terms of prescripts.	Guidelines issues to whole department and statutory bodies Monitoring of reports	March 2005
Implementation of Moral Regeneration principles	Improvement in Moral Values	Consultation with staff Adoption of behavioral charter and DEAT moral values	December 2005
Strengthening the environment court system	100% success in all cases brought before the environmental courts
Hotline and focus on corruption (to improve propriety)	All reported fraud cases investigated and acted on within 24hours from reporting	Monitoring the tip-offs Tip-offs investigation initiated within 24hrs Capacity to investigate increased – tender issued.	April 2004-2007
Enhance the role of Green Scorpions and MCM compliance officials	Increase compliance with Marine Living Resources Act (MLRA). MLRA and 4X4 regulations promulgated At least two high profile pollution and waste related enforcement actions per year. 20% increase in reported pollution and waste related crimes.	Increase capacity by employing compliance officials	March 2005

Goal: Transformation

Strategic objective: Improve service delivery

Key outputs/deliverables	Key performance indicators	Key milestones	Time frame
More efficient and effective tourism team	Addressing public queries within one week of receipt. Answering telephone calls within 15 seconds. All priority tourism information and statistics to be placed on DEAT website.	Training on telephone etiquette and letter writing. Research and project management training Updating of tourism information on website	2004-2007

Resource requirements per key departmental programme

Programme	Medium term expenditure estimate
R thousand	2004/2005	2005/2006	2006/2007
1. Administration and support	105 655	124 953	131 196
2. Environmental Quality and Protection	171 822	192 182	212 452
3. Marine and Coastal Management	271 961	209 529	231 362
4. Tourism	375 621	398 961	421 629
5. Biodiversity and Conservation	276 816	303 326	316 744
6. Auxiliary and Associated Services	421 532	422 392	441 068
Total	1 623 407	1 651 343	1 754 451

Interdepartmental linkages

The Department of Environmental Affairs and Tourism work together with all national departments, provinces and local government, in the implementation of the scope of its work. The main programmes of the Department are integrated into the various DG cluster programmes and priorities. Examples of these are given below.

DG CLUSTER	INTEGRATED IMPLEMENTATION OF DEAT PROGRAMMES IN CLUSTERS	MECHANISMS FOR MONITORING IMPACT ON PEOPLE’S LIVES
Economic and Employment	Tourism Growth and Promotion Strategy Transformation of Tourism Industry Climate Change programme Fishing industry : Transformation and management GDS: Leverage additional resources (other departments) to promote enterprise and skills development Co-ordination on use of economic instruments (including economic cost of pollution; and economic benefits of biodiversity management) Promote labour intensive implementation of projects within the context of the Expanded Public Works Programme	Statistics on international tourists arrivals State of Environment report Audit of BEE and SMMEs in tourism and fishing industries Number and value of projects implemented
International Relations, Peace and Security (IRPS)	International agreements (environment, tourism, sustainable development) South-South co-operation on environment and tourism Regional and sub-regional: NEPAD Environment and Tourism Action Plans & institutional capacity SADC Environment and Tourism projects & institutional capacity Transfrontier Conservation Areas Tourism priorities (e.g. International Marketing and Branding of South Africa; aviation; safety and security; visa access etc)	Statistics on international tourists arrivals Number of BEE / SMMEs established through TFCA process
Social sector	Social cost of pollution Support rural and urban renewal programmes (Integrated Sustainable Rural Development Programme (ISRDP) and Urban Renewal Programme (URP)	Investment in the nodes
Governance and Administration	Clean government Transformation of the public sector Decentralisation and access for communities (community development workers, multi-purpose community centres, efficient inter-governmental relations system)
Justice, Crime, Peace and Security (JCPS)	Environmental crimes Environmental court Greening the judiciary	Number of successful prosecutions

Cooperation with provinces is coordinated through the MINMEC Tourism and MINMEC Environment and its sub structures.

3. SERVICE DELIVERY IMPROVEMENT PROGRAMME FOR 2004/2005

The work of the Department of Environmental Affairs and Tourism, as indicated in the introduction, is underpinned by the principles of Batho Pele, poverty alleviation, black economic empowerment and SMME development.

PROGRAMME 1: ADMINISTRATION AND SUPPORT

Deliverables/Outputs	Strategy for Delivery	Strategy to improve Service Delivery (use Batho Pele etc)
Budgeting efficiencies and compliance with procurement procedures.	Introduce Financial Controls.	BAS reports on request within an hour to responsibility and programme managers. Procurement of store items within one working day. Procurement of non store items (excluding items on government contract) within a week. Provide Programme Managers with Vulindlela (Financial Management Toolkit)
Financial Accounting and Control	Build sufficient financial management capability.	Procedural support in the efficient execution of the Director-General’s accounting officer role. Provide strategic, tactical, and procedural support in financial and management accounting to DEAT officials. Subsistence and travel advances and claims to be paid through EBT’s in six days. Salary enquiries to be processed in one day. Debtors must be informed about moneys owned to the Department as soon as the debt is created. Petty cash holders and supervisors to be trained on the maintenance of petty cash. Interpret and build sufficient capacity to implement and maintain Public Finance Management Act and any other supportive legislation and regulations. Payments to be made within thirty days to suppliers from days of the invoice. Client’s enquiries to be processed in two days. Claims from other Departments to be paid within seven working days. Effective information dissemination.

Deliverables/Outputs	Strategy for Delivery	Strategy to improve Service Delivery (use Batho Pele etc)
Effective Document Management	Introduce efficient document management system (EDMS and Intranet)	Improved turn around time on submissions and replies Proper recording, referral, tracking and filing of documents
Strategic Human Resource Management	Develop HRM policies and procedures that enhance DEAT effectiveness in service delivery and to align with EE plan	Apply the Batho Pele principles including the Transformation vision of quality and equitable services in delivering a human resources management services.
Mobilization of financial and technical resources to support the successful Implementation of key SADC and NEPAD tourism and environment initiatives.	Actively participate and conduct lobbying in various bilateral and multilateral forums relevant to environment and tourism	Develop and maintain a comprehensive database and develop an international resource center Create formal and informal forums with stakeholders to promote exchange of information and enhance synergies Enhanced a more strategic engagement with multilateral and bilateral bodies based on the international engagement strategy
A coherent and consolidated strategy for the effective participation in strategic international agreements	Integrated positions Improved reporting Improve access to information	Create formal and informal forums with stakeholders to promote exchange of information and enhance synergies. Greater utilisation of the DEAT web page and development of a newsletter/ publication Re-design the reporting formats for international for international meetings and create an accessible database
Integrated state of the environment reporting system	Most activities will be outsourced. Consultation with relevant Stakeholders	Build and extend existing partnerships. Will establish environmental information portal. Use existing networks such as GCIS and NGO’s to distribute information to stakeholders Clear communications with stakeholders Link up with existing national and regional activities such as SA ISIS, NSIF, RANESA (Resource Accounting Network for Eastern and Southern Africa), CEEPA (Centre for Environmental and Economic Policy in Africa) and SADC indicator initiative Source DONOR funding to supplement MTEF funds

Core set of environmental/ sustainable development indicators and indexes integrated into IDP, EIP/EMP and SoE reporting processes	Most activities will be outsourced. Proper consultation with relevant stakeholders, especially provinces and local authorities	Re-write technical indicator information into more user friendly documents Indicator Internet site Indicator database
Fully functional DEAT GIS Intranet facility that can support the register of protected areas, waste management information system, wetlands information system and impact assessments	Most activities will be outsourced.	Development of GIS Intranet and Internet Identify user requirements Use common database
Professional development of educators and provincial officials on developed resource materials	The activities will be outsourced. There will be proper consultation with stakeholders and provinces	Focus on enhancing the environmental integration in the schools curriculum provides skills on the use of resources development.
Awareness raising through celebration of calendar days (e.g. WED, Women’s day, Disability day, Youth day)	Some activities like WED will be outsourced. There will be proper consultation with other partners, especially provinces and communities	Clear communication with all parties to be involved
Support schools on eco-schools (cleaning and greening initiatives) programmes	Proper consultation with provinces, DoE and WESSA on eco-schools programme roll out	Provide resources on how to be part of eco-schools program and benefits for schools. Source funding for cleaning and greening initiatives for the eco-schools
Integrated environmental planning system	Contract in capacity to align planning frameworks in new bills Contract in capacity to develop guideline document on application of new planning framework	Target BEE companies. If necessary, set up consortium. Skills transfer to DEAT officials to be included in contract
Co-operative environmental governance programme	CEC Sub-Committee to consolidate targets set in EIPs/EMPs Collaborate with Auditor General on compliance monitoring Contract in expertise for environmental planning toolkits for local government Re-structure staff establishment to ensure capacity for MINTEC/CEC secretariat	Information dissemination through website Target BE companies. If necessary, set up consortium Skills transfer to DEAT officials to be included in contract

Programme 2: ENVIRONMENTAL QUALITY AND PROTECTION

Deliverables / outputs	Strategy for delivery	Strategy to improve service delivery
Enforcement	Roll out of enforcement strategies to all spheres of Government, in order that transgressions are identified and addressed in regard to contravention of all authorisations. Establish inter-governmental committees to address specific cases such as asbestos and mercury clean-ups.	Transparency and Information sharing Setting service standards Consistency and quality of communication
Develop IEM policy and legislation	Donor funding and consultants	Increase human resource capacity; Implementation guidelines with new regulations; Promote public participation.
Process EIA applications	Fill new posts, increase capacity	Improve turn around time for applications with the increased capacity; Proper correspondence management.
Effective system of air quality management and country wide compliance with national air quality standards	Donor funded pilot projects wth selected provinces and municipalities. Consultation with relevant Stakeholders	Build and extend existing partnerships. Clear communications with stakeholders and affected communities Source donor funding to supplement MTEF funds
Effective waste minimization and pollutions abatement regime established	Projects coordinated through CEC and departments with Waste function. Workshops with provinces. Standards to be developed by DEAT through outsourcing and a public consultation process will be initiated SABS and other standard generating bodies invited to participate	Build and extend existing partnerships. Clear communications with stakeholders and affected communities Source DONOR funding to supplement MTEF funds Building of enforcement capacity in DEAT
Waste Information system	Chapter on WIS developed in the Waste bill to make reporting compulsory	Build and extend existing partnerships. Clear communications with stakeholders and affected communities
Extension of recycling agreement to other major waste streams i.e. tyres, glass, paper, beverage cans	Consultation with major recycling industries Provinces to participate in the development of the MOU and MOA through process facilitated by DEAT	Build and extend existing partnerships. Clear communications with Stakeholders. Source donor funding to supplement MTEF funds Building of enforcement capacity in DEAT
Implementation of the national climate change response strategy to be gazetted in 2005.	Establish project team to in cooperation with other departments and the NCCC to develop strategy. Project team with DME to be formed Participation in the air quality steering committee for vehicle emissions	Build and extend existing partnerships. Clear communications with stakeholders and affected communities Source DONOR funding to supplement MTEF funds Building of enforcement capacity in DEAT
Implementation of a national ozone layer protection strategy	Committee will be formed to coordinate the strategy	Build and extend existing partnerships. Develop Communications Strategy. Build enforcement capacity in DEAT

Programme 3: MARINE AND COASTAL MANAGEMENT (INLCUDING ANTARCTICA)

Deliverables / outputs	Strategy for delivery	Strategy to improve service delivery use Batho Pele etc
Research and Development	Combination of in-house capacity and in sourced professional services	Set service standards Increase access to services Increase transparency Improve information provision Maximize cost efficiency Develop capacity retention & recruitment mechanisms Establish an internship programme
Allocation and Verification of fishing rights	In-house and in source capacity for specialised skills	Specific delivery standards set and output and specific time frames set
Improved policies, procedures and information on regulation of resources	In source capacity	Set service standards Increase access to services Increase transparency Improve information provision Optimise cost efficiency
New fees, levies, applications, licenses and permits for all sectors Assess monetary value of production per fishery and the fishing industry	Use capacity in section in close cooperation with Dept of Finance. Possible in sourcing of capacity	More interaction with resource users and Dept. of Finance Specific delivery standards, outputs and timeframe set Maximize cost efficiency Encourage suggestions and feedback
Coastal Management Act, implementation of ORV regulations and formation of coastal Committees	Partly in sourcing of capacity	Set service standards Increase access to services Increase transparency Remedy failures in service provision Optimise cost efficiency
Resource material for awareness, education and training and high level training for Government and other stakeholders	Develop materials as specified in tender documents. Implement project In sourcing of capacity	Set service standards Increase access to services Increase transparency Remedy failures in service provision Optimise cost efficiency
Information and decision-support Virtual Coastal Library and Coastal Monitoring Programme	Develop programme and implement according to tender specifications	Set service standards Increase access to services Increase transparency Remedy failures in service provision Optimise cost efficiency
National, Provincial and Local Demonstration and Sustainable Coastal Livelihoods Projects (Working for the Coast, Blue Flag)	Capacity to be in sourced via tender procedures	Set service standards Increase access to services Increase transparency Remedy failures in service provision Optimise cost efficiency
Local Management Committees for Subsistence Fisheries and training and capacity building initiatives	In-source capacity	Set service standards Increase access to services Increase transparency Remedy failures in service provision Optimise cost efficiency
Ballast Water Programme and updated oil spill contingency plans	In-source capacity where applicable	Service standards Increase access to services Increase transparency Remedy failures in service provision Optimise cost efficiency
Effective participation in NEPAD programmes	Combination of in-house capacity and in sourced professional services	Specific delivery standards output and timeframes set Maximise cost efficiency Encourage suggestions and feedback
Strategies, Sector Management plans and policies for the allocation of medium and long-term commercial fishing rights.	Combination of in-house capacity and in-sourced professional services	Specific delivery standards, output and timeframes set. Maximise cost efficiency Encourage suggestions and feedback
Policy for the allocation of additional Total Allowable Effort (TAE) in the net fishery.	In-house capacity	Set service standards Increase access to services Increase transparency Remedy failures in service provision Maximise cost efficiency Encourage suggestions and feedback
Verifiable databases (rights registers, permits, licences and exemptions).	Combination of in-house capacity and in-sourced professional services	Specific delivery standards, output and timeframes set. Maximise cost efficiency Encourage suggestions and feedback
New levies, fees for applications, permits and licenses.	Combination of in-house capacity and in-sourced professional services	Specific delivery standards, output and timeframes set. Maximise cost efficiency Encourage suggestions and feedback

Programme 4: TOURISM

Deliverables/ outputs	Strategy for delivery	Strategy to improve service delivery
Expedite the implementation and monitoring of the international and domestic tourism growth strategies	Fundi training roll-out in missions in priority and watch list markets Partner with the IMC, SA Tourism and missions to promote and defend the image of South Africa Develop the Tourism Satellite Account to monitor the economic impact of tourism Market heritage sites as tourism attractions Roll-out of the Welcome Campaign in poverty nodes and townships Tourism route development in respect of poverty nodes and townships Communicate the domestic tourism growth strategy, and monitor implementation Promotional awareness	Increased alignment and strengthened partnerships in international and domestic tourism marketing
Development of tourism products and services which are aligned to tourist market demand	Completion and communication of the competitiveness study Investment mobilisation into the product and service needs identified through the competitiveness study Initiation of phase 2 of the competitiveness study	Development of the products and services that will result in maximise value extraction from tourism.
Ensuring transformation of the industry	Development and implementation of the tourism transformation scorecard Funding of TEP to continue with its activities, and the monitoring and evaluation of these activities Roll-out of the tourism SMME training programme, and the evaluation and monitoring of this programme Implementation of the BEE procurement database Updating and circulation of the funding and support handbooks	Support to BEE tourism enterprises towards growing and sustaining them
Ensuring quality in respect of tourism products and services	Growth in the capacity of the Grading Council Training of more black assessors Increase in the number of graded products in historically black areas.	Facilitating a high quality of service to all tourists
Ensure the development of the required tourism human resource base	Ensuring that THETA functions as an effective and efficient partner in the development of the necessary tourism human resources Ensuring transformation in tourist guiding Establishment of SATI as a partner in tourism human resource development	Ensuring that skills are developed that match demand
Facilitate easier tourist access to South Africa and movement within South Africa	Enhanced visa and air access for tourists from priority markets Improved tourism road and air infrastructure in priority tourism areas Enhanced access to tourism information through the establishment of an effective and efficient call centre and bookings system for the parks Fundi training for frontline SARS, DHA and DFA staff	Increased tourist arrivals to South Africa
Promoting regional and continental tourism growth	Tourism agreements with priority markets, and activation of existing agreements Completion of the NEPAD action plan Partnership with multilateral organizations to promote the role of tourism in NEPAD Transformation of RETOSA into an effective and efficient regional tourism marketing structure	Effective and integrated tourism marketing of the region and the continent
Alignment and capacity enhancement of tourism partners, particularly at provincial government level, to promote tourism development	Training of tourism officials in provinces on tourism Provincial SMME support activities through TEP Alignment of activities through MINMEC, MIPTECH and the MIPTECH working groups Leveraging of partnerships with DBSA, TBCSA members, etc to assist provincial tourism structures to deliver against the agreed strategic objectives Sharing of research and statistics with provinces Sharing of monitoring tools with provinces	Strengthen cooperative governance towards achieving the shared strategic objectives of tourism

Programme 5: BIODIVERSITY AND CONSERVATION

Deliverables / Outputs	Strategy for delivery	Strategy to improve service delivery
Manage the establishment of TFCAs	Develop project teams for promotion of international, regional and local cooperation on socio-economic development through transfrontier ecosystem management, conservation of biological diversity and cultural heritage resources	Development of Terms of Reference with clearly defined roles and responsibilities
Manage the establishment of TFCA's and protected areas	The promotion of international regional co-operation and social economic development through transfrontier ecosystem management, conservation of biological diversity and cultural heritage resources; ensuring the sustainable use and equitable sharing of benefits derived from these resources.	Continuous review
Integrated protected area programme for South Africa	Strategy development Capacity building Sourcing existing expertise	Consultation Needs assessment Partnerships Coordination
Expansion of protected areas beyond boundaries	Strategy development Capacity building Building of partnerships	Inter-departmental cooperation Formation of PPPs Outsourcing Coordination
Establish a national and international system of managing biodiversity and conservation	Implementation of the Biodiversity Bill and Protected Areas Act Develop regulations to give effect to the Biodiversity Bill and Protected Areas Act Develop regulations to give effect to the World Heritage Act. Partnerships with national and provincial departments.	Improved consultation with stakeholders and other government departments. Clear Terms of Reference for consultants. Coordination of all activities. Better enforcement
Promote economic improvement, job creation and poverty eradication	Proper planning and prioritizing Appointment of consultants Identification of priority projects Community involvement and buy-in Partnerships with other government departments.	Clear plan of action. Clear Terms of Reference for consultants Proper communication with stakeholders, especially communities Proper feedback and monitoring mechanisms in place.

4. ORGANISATIONAL MANAGEMENT
4.1 Human resource strategy 2004/2005 to 2006/2007

Purpose of human resource strategy

The human resource (HR) strategy of this department serves:

To ensure a co-ordinated and focused approach towards the recruitment, remuneration, retention, development and utilisation of human capital, within a complex and challenging labour legislative and policy framework.

To ensure that potential and current employees who have been discriminated against in the past are given preference to employment and development opportunities to ensure the redress of past imbalances, taking into consideration the service delivery requirements and operational needs of the Department.

Strategic human resource objectives

The DEAT HR Strategy supports the realisation of organisational objectives through realistic and responsible human resource policies, partnerships, research and development, taking into consideration the overall transformation objectives of the public service and consists of six strategic objectives. These are the following:

To develop and retain a representative and performing team capable of achieving the goals and objectives of the department.

To improve service delivery and access through Batho Pele principles.

Empower South Africans to participate in environment and tourism through networking, outreach strategic partnerships

Promote economic improvement, job creation and poverty eradication.

To ensure the practice of good governance within the department.

Institutional Review.

The tables that follow unpack each of these objectives, and provide an indication of key performance indicators and time frames to achieve these objectives:

No.	Strategic Objectives		Key Outputs		Timeframes
1.		Improve service delivery and access through Batho Pele principles		Measurable service standards developed. Handling of complaints guidelines developed. Compliance with Access to Information Act Development of the department’s Language Policy EDMS implementation ICT and E-government *	July 2004 July 2004 March 2004 March 2004 April 2004 June 2004
2.		Develop and retain a representative and performing team capable of achieving the goals and objectives of the Department		Employment equity plan implemented Skills development plan Gender policy implemented Recruitment policy revised. Retention strategy developed	April 2004 Aug 2004 July 2004 June 2004 March 05
3.		Empower South Africans to participate in environment and tourism through networking, outreach strategic partnerships		Implementation of the Internship Programme Motivation and Moral Boosting Programme	April 2004 June 2004
4.		Promote economic improvement, job creation and poverty eradication		Implementation of a 50% target on BEE procurement	April 2004
5.		Ensure the practice of good governance within the department		Review Administrative and Human Resources Systems of Control Compliance with all Human Resources and Transport Legislation Enhancement of the Performance Management System	August June 2004 August 2004
6.		Institutional Review		Human Resources Strategy Revised Organizational Organogram Revised NEMA Section 40 Policy Policy on the appointment and use of consultants	May 2004 July 2004 July 2004 June 2004

4.2 Affirmative action programme

The Department aligns itself with the provisions of the Constitution and aims to address the past imbalances through an Employment Equity Plan. This Plan provided a framework for the recruitment and development of staff from a historically disadvantaged background as well as numerical targets for the achievement of representivity.

DEAT workforce profile as at 28 May 2004

LEVEL 1-8							Total Posts	781
	Male	%	Female	%	Total	%	Filled	596
Blacks	247	41.4%	162	27.2%	409	69%	Vacant	185
- Africans	106	17.8%	123	20.6%	229	38%
- Coloureds	138	23.2%	35	5.9%	173	29%	Vacancy Rate	24%
- Indians	3	0.5%	4	0.7%	7	1%
							Males	59%
Whites	107	18.0%	80	13.4%	187	31%	Females	41%
Women	-		242		242	41%


ASSISTANT DIRECTORS							Total Posts	192
	Male	%	Female	%	Total	%	Filled	125
Blacks	33	26.4%	30	24.0%	63	50%	Vacant	67
- Africans	22	17.6%	19	15.2%	41	33%
- Coloureds	6	4.8%	9	7.2%	15	12%	Vacancy Rate	35%
- Indians	5	4.0%	2	1.6%	7	6%
							Males	54%
Whites	35	28.0%	27	21.6%	62	50%	Females	46%
Women	-		57		57	46%


DEPUTY DIRECTORS							Total Posts	134
	Male	%	Female	%	Total	%	Filled	75
Blacks	27	36.0%	19	25.3%	46	61%	Vacant	59
- Africans	21	28.0%	16	21.3%	37	49%
- Coloureds	3	4.0%	3	4.0%	6	8%	Vacancy Rate	44%
- Indians	3	4.0%	0	0.0%	3	4%
							Males	68%
Whites	24	32.0%	5	6.7%	29	39%	Females	32%
Women	-		24		24	32%


SENIOR MANAGEMENT SERVICE							Total Posts	75
	Male	%	Female	%	Total	%	Filled	59
Blacks	23	39.0%	14	23.7%	37	63%	Vacant	16
- Africans	15	25.4%	11	18.6%	26	44%
- Coloureds	6	10.2%	2	3.4%	8	14%	Vacancy Rate	21%
- Indians	2	3.4%	1	1.7%	3	5%
							Males	71%
Whites	19	32.2%	3	5.1%	22	37%	Females	29%

DEAT Consolidated Statistics


Total Posts	1182		Blacks	64.9%
Filled	855		- Africans	38.9%
Vacant	327		- Coloureds	23.6%
			- Indians	2.3%
Vacancy Rate	28%
			Whites	35.1%

			Males	60.2%
			Females	39.8%

4.3 Information technology resource strategy

The IT functions of the department have been outsourced to the State Information and Technology Agency (SITA). The IT strategy for DEAT has the following objectives :

To improve service delivery of information technology
To improve communication by means of mail and the sharing of information through an electronic document management system
To coordinate the development of resources
To build service delivery capacity and commitment

Breakdown of the IT strategy :

Three Deputy Director’s posts created and two of them are filled to ensure better management of service delivery in the department.
An Electronic Document Management System (EDMS) for the department (including workflows) is in the process of going live during April and May 2004. This will ensure the improved archiving of documents as well as better communication and sharing of information. This will reduce the usage of paper in the department.
Promote and implement e-Government initiatives together with the Department of Public Service and Administration.
Upgrade server software to enable faster and more reliable communication. This was done through the upgrade project of the e-mail system as well as the merge and standardising of the e-mail addresses between Head Office and Marine and Coastal Management (MCM). Proxy Server was installed to manage the Internet access of users in the department. The auditing tools on PC hardware as well software will be implemented during April 2004.
Upgrade of existing data lines to incorporate the EDMS project, Transversal Systems and the connectivity to the Internet were done during August 2003.
The implementation of IT Policies, Standards and Processes to ensure security of all IT Systems according to the different Acts. The Internet Policy was approved and the Security Policy is with National Intelligence Agency (NIA) for comment.
Coordinate DEATs information management systems and technology. To start the process of consolidating all the different databases in the department for better accessibility and control. This will be done at MCM during the 2004/2005 financial year.
The server room was upgraded, including fire detection, raised floors, air conditioners as well as new cabling of the room. The availability of appropriate information systems to enable management to monitor and evaluate policy implementation effectively will be done through means of new software.
Firewalls and new anti virus programs will be implemented in the department during April 2004

Organisational structure

5. PLANNING INFORMATION FOR 2004/2005
5.1 Programme and output details for year ending 31 March 2005

Administration

Environmental Quality and Protection

Measurable objective: Efficiently and effectively restore, enhance, protect and maintain environmental quality, through legislative and other measures that give effect to the constitutional right of all South Africans to an environment that is not harmful to health and well-being.
Subprogramme	Output	Measure/Indicator	Target
Regulatory Services	An effective environmental impact management process	Revised list of activities requiring environmental impact assessments (EIAs)	Revised list published by December 2004
	An effective environmental impact management process	Introduction of an appropriate environmental management tool to assess activities with potential negative environmental impacts but which are not suited to the EIA process	December 2004
	Increasing compliance with environmental quality and protection legislation	Fully functional environmental quality and protection compliance monitoring structure, which triggers appropriate enforcement actions	March 2005
	Efficient and effective enforcement or other corrective measures for non-compliance	Reduction in cases of serious or repeated non-compliance every year	Decrease by April 2005
Pollution and Waste Management	Increasing the quality of ambient air	Reduction of atmospheric emissions	Decrease by March 2005
	Reduction in the quantity of prioritised, hazardous waste streams entering landfills	Implementation of new legislation, regulations, strategies and environmental management systems for 3 prioritised hazardous waste streams	March 2007
	Measurable reduction in the quantity of prioritised, non-hazardous waste streams entering landfills	At least 2 waste separation and recycling pilot projects under way in middle- and high-income residential areas	April 2004

The aim of the Administration programme is to conduct the overall management of the department. The programme includes policy formulation by the Minister, the Deputy Minister and senior management. Other activities comprise: organising the department; providing centralised administrative, legal, and office support services; managing personnel and financial administration; determining working methods and procedures; and providing for the costs of the head office. The programme also aims to provide information to support effective environmental management and public participation in environmental governance and assess follow-up on WSSD.

Marine and Coastal Management

Measurable objective: Ensure the sustainable utilisation and conservation of marine and coastal resources through implementing an information system by 2005.
Subprogramme	Output	Measure/Indicator	Target
Antarctic Supply Vessel	Relief voyages to Antarctica and Marion and Gough islands	Number of voyages resulting in the successful transportation of equipment and personnel	1 voyage per year to each destination
Contributions (to Marine Living Resources Fund)	Levies and fees collected as required by the Marine and Living Resources Act	Revenue collected	Increase revenue to exceed R150 million by December 2005
	Allocate long-term fishing rights timeously and equitably	BEE allocation as a proportion of all fishing rights granted	40% in 2005
	Sustainable utilisation of marine resources	Number of new fisheries established	3 per year
	Extend area of coastline under protection	Number of enforcement officers per kilometre of coastline	1 officer per 5km of coastline by 2006/07

Tourism

Measurable objective: Increase international and domestic tourism through the development of appropriate products and marketing strategies.
Subprogramme	Output	Measure/Indicator	Target
Tourism Development	Increased tourism and public sector infrastructure investment in tourism priority areas	Rate of increase in tourism investment	50% increase in tourism investment by March 2007
Tourism Development	Timely and accurate tourism statistics for government and the industry	Frequency of analysis of arrival statistics	Monthly
Tourism Support	Improved tourism industry service quality	Percentage of tourism businesses graded	20% of all tourism businesses graded by December 2004
Tourism Support	Increased tourist visits	Percentage increase in tourist arrivals	4% increase in arrivals in 2004

Biodiversity and Conservation

Measurable objective: Protect and sustainably utilise South Africa’s natural resources through the establishment of a national system of biodiversity and conservation.
Subprogramme	Output	Measure/Indicator	Target
Biodiversity and Heritage	Strategies and plans for biodiversity policy	National biodiversity strategy and plan approved	March 2005
		First protective area identified in terms of national conservation strategy	December 2004
		Invasive species strategy approved	December 2004
		Enactment of the Biodiversity Bill	April 2004
Transfrontier Conservation Areas and Protected Areas	Establishment of 6 transfrontier parks	Legal agreements for the establishment and management of transfrontier areas finalised	Memorandum of Understanding (MoU) for Limpopo/Shashe transfrontier conservation areas signed December 2004
			Treaty for Limpopo/Shashe transfrontier conservation area signed by December 2005

Auxiliary and Associated Services

Measurable objective: Number of jobs and small scale enterprises created through environment and tourism projects.
Subprogramme	Output	Measure/Indicator	Target
Antarctic and Island Research	Relief voyages	Successful planning and executing of relief voyages to Antarctica and the Marion and Gough island bases	1 scheduled trip per year
Land, Buildings and Structures	New Marion Island base	Completion of new Marion Island base	2006
Financial Assistance	Infrastructure development and job creation	Number of temporary job days created	5,1 million job days by March 2007
		Number of permanent jobs created	3 000 permanent jobs by March 2007
		Number of training days provided	510 000 training days by March 2007
		Number of SMMEs created	900 new SMMEs by March 2007

5.2 Trends in the budget for 2002/2003

Expenditure in 2000/01 was R747,1 million, and then increased to R1,5 billion in 2003/04. This increase was mainly due to earmarked allocations for poverty relief, the acquisition of fisheries patrol vessels, transfers to public entities such as South African Tourism for international tourism marketing, and the Johannesburg World Summit Company for the hosting of the World Summit on Sustainable Development.

The budget includes provision for purchasing patrol vessels for the Marine and Coastal Management subprogramme. Between 2001/02 and 2004/05, a total of R501,0 million has been allocated for the purchase of the patrol vessels – one offshore and three inshore vessels.

The department’s budget increases to R1,8 billion in 2006/07. The replacement of one marine research vessel will begin in 2004/05, and the allocation will increase as building progresses over the MTEF period. The poverty relief allocation rose rapidly from R133,0 million in 2000/01 to R305,6 million in 2003/04 and further increases to R383,9 million in 2006/07.

Transfers and subsidies are a significant part of the department’s budget, totaling R1,2 billion in 2004/05. These transfers go to a wide range of bodies, but in general are for organisations promoting tourism (R341,8 million), those managing national parks and gardens (R239,0 million), fisheries (R169,2 million) and for poverty relief projects (R340,0 million).

5.3 Services to be scaled down or abolished during 2003/2004

Consideration currently being given to transferring the following functions to other departments:

Programme and outputs	Strategies to phase out or scale down programme	Target dates for strategies
Biodiversity & Conservation Cartagena Protocol Desertification World Heritage Convention TFCAs CBNRM Marine and Coastal Management Marine pollution Environmental Quality & Protection Persistent Organic Pollutants (POPS) Prior Informed Consent (PIC) CDM mechanism Basel Convention	Transfer to National Department of Agriculture Transfer to National Department of Agriculture Transfer to National Department of Science & Technology Transfer to SANPARKS Transfer to various parks authorities Transfer to Department of Transport Transfer to relevant national department (e.g. DTI, DME, Transport)	To be determined

5.4 Capital transfers

Programmes

2004/05

2005/06

2006/07

R’000

R’000

R’000

3. Marine and Coastal Management

119 000

47 302

67 783

5. Biodiversity and Conservation

67 500

67 500

67 500

6. Auxiliary and Associated Services

1

1

1

Total

186 501

114 803

135 284

5.5 Public entities reporting to the Minister of Environmental Affairs and Tourism
South African Tourism (SA Tourism)

South African Tourism’s main aim is to market South Africa internationally as a tourism destination. It promotes tourism to and within South Africa, regulates the industry, maintains and enhances the standards of facilities and services, and coordinates the marketing activities of role-players in the industry.

Its key objectives are to:

increase the annual volume of international tourists visiting the country

increase the amount of money tourists spend during their stay in South Africa

increase the length of time that tourists stay by assisting with the development and marketing of a wider range of products

improve the geographic spread of tourism so that all nine provinces receive an equal share

improve seasonality patterns by encouraging tourists to visit South Africa in traditional down times (March – August).

National Botanical Institute (NBI)

The National Botanical Institute promotes the conservation and sustainable use of indigenous plant life. The institute keeps records of 25 000 plant species, and maintains three research centres and eight botanical gardens with a total of 10 000 different plant species. The gardens are important tourist attractions, receiving more than 1 million paying visitors each year.

During the past year the institute has completed new visitor facilities in Kirstenbosch, and will complete new education, restaurant and visitor facilities in the Lowveld, Pretoria, Witwatersrand and Free State gardens during 2004. Many of these capital projects have been co-financed by the Department of Environmental Affairs and Tourism’s Poverty Relief Unit, and the new facilities will provide significant increases in income and employment-generating activities by the institute.

The National Botanical Institute is the management agency for the US$12 million Cape Action Plan for People and the Environment (CAPE) project, which aims to protect threatened species from Saldanha Bay to Port Elizabeth. It is also the management agency for the US$5 million Southern African Botanical Diversity Network (Sabonet) project that is aimed at upgrading facilities and strengthening the level of botanical expertise throughout the subcontinent. The participating countries are Angola, Botswana, Lesotho, Malawi, Mozambique, Namibia, South Africa, Swaziland, Zambia and Zimbabwe. The institute has also taken over the management of the R30,0 million Working for Wetlands project.

South African National Parks (SANParks)

SANParks is the conservation authority in all national parks in South Africa. South African National Parks manages a system of 20 national parks representative of the country’s most important ecosystems and unique natural features. Commercial development and tourism (in excess of 3 million visitors per year), conservation development, and the involvement of local communities are regarded as key indicators of performance. More land was brought under protection resulting in the expansion of the Addo Elephant and Mountain Zebra National parks in the Eastern Cape; Marakele in the Limpopo Province; Namaqua in the Northern Cape; as well as Agulhas and Cape Peninsula in the Western Cape. The Free State government agreed in principle to link Qwa-Qwa Game Reserve with Golden Gate Highland National Park and to bring the two areas under SANParks’ management. Agreement has also been reached with the Eastern Cape government on the management of Woody Cape by SANParks as an integral part of the greater Addo National Park.

SANParks contributed to socio-economic development among historically disadvantaged neighbouring communities in a number of ways. Over 75 per cent of approximately R35 million of commercial development projects went to empowerment contracts.

South African Weather Service (SAWS)

The establishment of the South African Weather Services was accomplished through the South African Weather Services Act. The South African Weather Services was listed as a public entity in accordance with the Public Finance Management Act.

The objectives of the South African Weather Service are:

To maintain, extend and improve the quality of meteorological services

To ensure the ongoing collection of meteorological data over South Africa and surrounding southern oceans for use by current and future generations

To fulfil the international obligations of Government under the Convention of the World Meteorological Organisation

To fulfil the international obligations of Government under the Convention of the International Civil Aviation Organisation as the Aviation Meteorological Authority

Marine Living Resources Fund (MLRF)

The Marine Living Resources Fund was listed as a public entity in terms of the PFMA. It aims to finance activities related to the management of sustainable utilisation and conservation of marine living resources as well as the preservation of marine biodiversity and the minimisation of marine pollution. Other socio-economic objectives include broadening access to resources by restructuring the industry to address historical imbalances and promote economic growth.

The Fund is financed from its own revenue as well as money appropriated by Parliament, in terms of section 10 of the Marine Living Resources Act. Own resources are derived mainly from fish levies, fishing permits, harbour fees and the proceeds of the sale of confiscated fish products.

Greater St Lucia Wetland Park (GSLWP)

The Greater St Lucia Wetland Park Authority, which began operating in April 2002, was established through the World Heritage Convention Act (49 of 1999). Its objectives include conservation of the Greater St Lucia Wetland Park areas’ world heritage values, and optimising tourism development, local economic development and transformation. Achievements to date include effective corporate governance, settling land claims and consolidating land in the park, constructing major infrastructure in the park, reintroducing game, and returning large tracts of forestry land to tourism and conservation. A commercialisation process is well under way, including tenders for tourism investment sites and concessioning activities. The objective of these processes is to transform the tourism sector and create employment while simultaneously ensuring the financial sustainability of the park.

Programmes	2004/05	2005/06	2006/07
	R’000	R’000	R’000
3. Marine and Coastal Management	119 000	47 302	67 783
5. Biodiversity and Conservation	67 500	67 500	67 500
6. Auxiliary and Associated Services	1	1	1
Total	186 501	114 803	135 284