Strategic Plan for the Department of Agriculture, Forestry and Fisheries

2011 Published by the Department of Agriculture, Forestry and Fisheries Directorate Agricultural Information Services Private Bag X144, Pretoria 0001 Contents Preliminaries i–xvi PART A: Strategic overview 1–18 PART B: Strategic objectives 19–52 PART C: Public entities and other agencies 53–56 Annexure 1: Annual performance plans 57–82 Annexure 2: Service Delivery Improvement Plan 83–98 Prelims pp i-xvi.pdf Prelims pp i-xvi.pdf Prelims pp i-xvi.pdf Part A pp1-18.pdf Part A pp1-18.pdf Part A pp1-18.pdf Part B pp19-52.pdf Part B pp19-52.pdf Part B pp19-52.pdf Part C pp53-56.pdf Part C pp53-56.pdf Part C pp53-56.pdf Annexure 1 pp57-82.pdf Annexure 1 pp57-82.pdf Annexure 1 pp57-82.pdf Annexure 2 pp83-98.pdf Annexure 2 pp83-98.pdf Annexure 2 pp83-98.pdf DEPARTMENT OF AGRICULTURE, FORESTRY AND FISHERIES 2011/12 to 2014/15 Strategic Plan 2011 Printed and published by Department of Agriculture, Forestry and Fisheries Design and layout by Directorate Agricultural Information Services Private Bag X144, Pretoria 0001 ISBN: 978-1-86871-332-5 DAFF Strategic Plan 2011/12–2014/15 iii Contents AcroNymS ......................................................................................................................................................... v Foreword by the Minister ................................................................................................................................. vii Statement by the Deputy Minister ................................................................................................................... xi Director-General’s overview ............................................................................................................................ xiii PArT A: Strategic overview mission statement ............................................................................................................................................... 2 Legislative and other mandates .......................................................................................................................... 2 Situational analysis ............................................................................................................................................. 5 Strategic goals and objectives ............................................................................................................................ 17 PArT B: Strategic objectives Administration ..................................................................................................................................................... 20 Trade Promotion and market Access ................................................................................................................. 29 Food Security and Agrarian reform ................................................................................................................... 34 Agricultural Production, Health and Food Safety ................................................................................................ 38 Forestry .............................................................................................................................................................. 42 Fisheries ............................................................................................................................................................. 46 risk management ............................................................................................................................................... 51 PArT c: Public entities and other agencies Agricultural research council ............................................................................................................................ 54 marine Living resources Fund ........................................................................................................................... 55 other public entities and agencies ..................................................................................................................... 56 ANNeXureS 1. Annual performance plans ............................................................................................................................ 58 2. Service Delivery Improvement Plan .............................................................................................................. 84 DAFF Strategic Plan 2011/12–2014/15 v Acronyms ABeT Adult Basic education and Training ABP Annual Business Plan AcP Aquaculture certification Plan ADF Agricultural Development Finance ADZ Aquaculture Development Zone AGIS Agricultural Geo-referenced Information System AgriBee Agricultural Broad-Based Black economic empowerment APA Agricultural Produce Agents API agricultural production input APP Annual Performance Plan Arc Agricultural research council ATF Agricultural Trade Forum ATI Agricultural Training Institute ATPr Agricultural Trade Progress report Bcc Benguela current commission Bee Black economic empowerment cAADP comprehensive African Agricultural Development Programme cAF consultative Advisory Forum cASP comprehensive Agricultural Support Programme cc climate change ccS compulsory community service cD chief Director cmDB configuration management database comeSA common market for eastern and Southern Africa cPI consumer price index crDP comprehensive rural Development Programme DAFF Department of Agriculture, Forestry and Fisheries DBSA Development Bank of Southern Africa DDG Deputy Director-General DeA Department of environmental Affairs DeXco Departmental executive management committee DFQF duty free and quota free DG Director-General DHeT Department of Higher education and Training DPSA Department of Public Service and Administration DPW Department of Public Works DrDLr Department of rural Development of Land reform DrP Disaster recovery Plan eAc east African cooperation eAF ecosystems Approach to Fisheries eAF ecological Approach to Fisheries eAP employee Assistance Programme ec european countries ee employment equity eFTA european Free Trade Association eH&W employee Health and Wellness ePA economic Partnership Agreement ePDm employee Performance Development management ePWP expanded Public Works Programme erA ecological risk Assessment erP enterprise resource Planning eu european union FAnGr farm animal genetic resources FArm Framework for Aquaculture research management FAo Food and Agriculture organization FeT Further education and Training FmD foot-and-mouth disease FmP Fisheries management Plan FPe fish processing establishment FS food security FTe full-time equivalent GADI Grootfontein Agricultural Development Institute GDP gross domestic product GeP Gauteng enterprise Propeller GFI gross farm sector income GHG greenhouse gases Gmo genetically modified organism He Higher education HIV Human Immunodeficiency Virus HoD Head of Department Hr human resources HrD Human resources Development Hrm Human resources management IBSA India, Brazil and South Africa IcT information and communication technology ID identification document IFSNP Integrated Food Security and Nutrition Programme IFSS Integrated Fisheries Security Strategy IGDP Integrated Growth and Development Plan ILm industry liaison meeting IPAP Industrial Policy Action Plan IT information technology ITc International Trade centre ITcAFF Intergovernmental Technical committee for Agriculture, Forestry and Fisheries ITSc International Trade and Security cluster KIm Knowledge and Information management KZN KwaZulu-Natal LArP Land and Agrarian reform Project LP Limpopo Province LR Labour Relations LTrAmP Long-term rights Allocation management Process mafisa micro-agricultural Financial Institutions of South Africa mAP marketing of Agricultural Products mAST marine Administration System mcm marine and coastal management mcS monitoring, control and surveillance mDG millennium development goals m&e monitoring and evaluation mer monitoring, evaluation and reporting mercoSur mercado commún del Sur mIS marketing Information System mLrA marine Living resources Act moA memorandum of Agreement mou memorandum of understanding mSP master Systems Plan mTeF medium Term expenditure Framework mTSF medium Term Strategic Framework mWG management Working Group NAc National Agro-meteorological committee NAFu National African Farmers’ union NAmc National Agricultural marketing council NArmco National Agricultural risk management committee DAFF Strategic Plan 2011/12–2014/15 vi NAS National Aquaculture Strategy NDTT National Disaster Task Team NerPo National emergent red meat Producers’ organisation NFA National Forests Act NFI net farm sector income NGP New Growth Path NPoA National Programme of Action NPoA National Plan of Action NW North West oD organisational Development oHS occupational Health and Safety PBr plant breeders’ rights PDA Provincial Department of Agriculture PDI previously disadvantaged individual PFmA Public Finance management Act PGrFA Plant Genetic resources for Food and Agriculture PmDS Performance management and Development System Q1 Quarter 1 Q2 Quarter 2 Q3 Quarter 3 Q4 Quarter 4 QPr quarterly performance report r&D research and development rSA republic of South Africa SAcu Southern African customs union SADc Southern African Development community SALA Subdivision of Agricultural Land Act SAQA South African Qualifications Authority SASSA South African Social Security Agency SDIP Service Delivery Improvement Plan SeDA Small enterprise Development Agency SeTA Sector education and Training Authority SG strategic goal Smme small, medium and micro enterprises SmS Senior management Services So strategic objective Soe state-owned entities SPS sanitary and phytosanitary SrPP social responsibility programmes and projects TAc total allowable catch TAe total allowable estimate the dti The Department of Trade and Industry TIDcA Trade, Investment and Development cooperation Agreement Tor Terms of reference uN united Nations uS united States Ve Value engineering VmW Virtual machine Ware VoIP Voice over Internet Protocol WcrL West coast rock lobster WFFP Working for Fisheries Programme WScD White Shark cage Diving WSP Work Skills Programme WTo World Trade organization Directorates of the department D: AAemer Americas, Australasia, europe and middle east relations D: AH Animal Health D: AIc Agriculture Inputs control D: AP Agro-processing D: AP Animal Production D: Ar Aquaculture research D: ATS Aquaculture Technical Services D: Bcc BBBee charters compliance D: c compliance D: ccDm climate change and Disaster management D: ceD cooperatives and enterprise Development D: cS communication Services D: DFc Development Finance coordination D: eDPm employee Development and Performance management D: er employee relations D: er ecosystems research D: Fm Forestry management D: FPV Fisheries Protection Vessels D: FSQA Food Safety and Quality Assurance D: GADI Grootfontein Agricultural Development Institute D: Gr Genetic resources D: Hrm Human resources management D: IcT Information and communication Technology D: IFm Inshore Fisheries management D: IHrm Integrated Human resources management D: IIr Intergovernmental and International relations D: IS Infrastructure Support D: IS Inspection Services D: ITr International Trade D: KIm Knowledge and Information management D: LuSm Land use and Soil management D: m marketing D: mS monitoring and Surveillance D: Ner National extension reform D: NeS National extension Support D: oHSFm offshore and High Seas Fisheries management D: oP organisational Performance D: PDS Programme Development Support D: PH Plant Health D: PP Plant Production D: PSPm Provincial and Soe Performance monitoring D: PrS Policy research Support D: rr resource research D: SAAr Southern Africa and Africa relations D: Sc Sectoral colleges D: SD Smallholder Development D: Se Stakeholder engagement D: SeA Statistics and economic Analysis D: SeD Socio-economic Development D: SeT Sector education and Training D: SF Subsistence Farming D: SP Strategic Planning D: Sr Stakeholder relations D: SS Security Services D: SSF Small-scale Forestry D: SSF Small-scale Fisheries D: STGS Sector Transformation and Gender Services D: VPH Veterinary Public Health D: WIFm Woodlands and Indigenous Forest management D: WuID Water use and Irrigation Development DAFF Strategic Plan 2011/12–2014/15 vii Foreword by the Minister We present the Strategic Plan for the Department of Agriculture, Forestry and Fisheries 2011/12 to 2014/15 for the medium Term expenditure Framework (mTeF) period, detailing targets for improved service delivery of departmental programmes for the next four financial years. We remain committed to the five top priority areas for this administration to address the social and economic challenges in our country, which are employment creation and sustainable liveli hoods, education, health, crime prevention and rural development including food security and land reform. rural development, growth and transformation of the agriculture, forestry and fisheries sector cannot take place in isolation—it is a process that needs to take place within the transformation and economic growth of the country as a whole. All these require growth in ways that will contribute towards: • employment creation and increasing the number of participants in agriculture, forestry and fisheries through support for smallholders and processors • reducing the cost of basic foodstuffs and the cost of living • Improving the income and conditions of farm workers, foresters and fishers • enhancing exports • ensuring the sustainable use of natural resources. In support of government’s New Growth Path, focus areas to be achieved by the Department of Agriculture, Forestry and Fisheries (DAFF) are large-scale employment creation, food security, support to initiate and drive competitiveness and the intensification of key actions to enhance sustainable development. JOb CREATION To promote job creation in the sector, the aim of the DAFF is to create 300 000 jobs in smallholder schemes by 2015 and 145 000 jobs in agro-processing by 2020, including industrial products, forestry smallholder schemes, wine and fruit exports and extension services. Furthermore, we seek to create an environment conducive to the upgrading of Ms Tina Joemat-Pettersson mINISTer oF AGrIcuLTure, ForeSTry AND FISHerIeS DAFF Strategic Plan 2011/12–2014/15 viii living and working conditions for the country’s 660 000 farm workers. our approach will be to link smallholder schemes to land reform, provide integrated support, address the current high input costs and support farm-worker organisations. The agriculture value chain is regarded as one of the priority sectors for economic growth and employment creation. Through the Industrial Policy Action Plan 2 the implementation of agro-processing initiatives will contribute positively towards job creation. The DAFF will focus on manufacturing as a long-term growth strategy with clear sectoral plans, targets and key interventions to enhance agro-processing, from small-scale milling operations to value-adding to rooi bos and honeybush tea for export markets. In collaboration with the ministries of Labour, rural Development and Land reform as well as organised agriculture, we will continue to implement the vulnerable worker summit resolutions in 2011, looking at workers’ health, working conditions, tenure security, empowerment and training, and other matters affecting vulnerable workers. FOOD SECURITY Against the background of an increasing population, the gradual decrease of the world’s natural resources and the consequences of climate change, food security remains one of the major priority areas for the department. In December 2010, world food prices rose to a record high, increasing by 25% from the previous year because of a higher demand from china and russia’s worst drought in 50 years. There were also big increases in the cost of other basic foodstuffs globally in 2010, while in South Africa there was less pressure because our maize prices were lower than during the previous year, which also affected the price of dairy products and meat. As a result of the heavy rains and floods at the beginning of 2011, some areas were declared national disaster areas in terms of the Disaster management Act, 2002 (Act No. 57 of 2002). As part of government’s disaster relief measures, assistance to the farming sector will include the provision of seed, seedlings, fertiliser as well as assistance for damage to agricultural infrastructure. mechanisms will also be developed to minimise the consequences of these disasters in future. crop production will be affected negatively and the country’s ability to produce sufficient, high-quality food at affordable prices will be a major challenge. The maize surplus of 4 million tons, which resulted from good harvests in 2009/10, has threatened farmers’ ability to produce maize profitably. DAFF has been working with industry to explore and find solutions to dispose of the surplus through export markets. We also seek to find longer-term and more holistic solutions, such as more aggressive local and international market development, particularly for yellow maize, which is more in demand than white maize. In ad dition, we have reopened the debate on the use of maize as input in the production of biofuel. ACCESS TO FINANCE The role of funding institutions such as the Land Bank cannot be overemphasised. Particular emphasis will be on mak ing affordable loans available to small-scale and smallholder farmers. up to now, government interventions included mechanisation and fencing support to enhance production in the agricul tural sector. An amount of r232 million was also allocated in the 2010/11 financial year for the rescue package to assist farmers who are unable to pay back loans they obtained from the Land Bank. This intervention is linked to productivity and is yet another means to encourage primary activities in the sector. MARkET ACCESS AND INTERNATIONAL TRADE In 2011 we will continue extending engagements with countries on the African continent to improve access to markets and to promote trade opportunities. South Africa has now been invited to become a full member of the Brazil, russia, India and china (BrIc) group of powerful emerging economies, which will open up trade and investment opportunities for the country. Simultaneously, this will enhance sector transformation and economic growth in the country. In terms of global trading, sanitary and phytosanitary controls and inspections will always be challenges, as will con cerns regarding food safety, the need for traceability and good agricultural practices. effective measures have also been put in place at our ports of entry to prevent the import of illegal agricultural products and to ensure that animal and plant products brought into the country are disease free. Through rural infrastructure development our strategy is to move agricultural cargo from road to rail. Various discus sions and consultations between role-players have taken place at national and provincial government levels to revital ise some railway branches. The DAFF has been part of the steering committee driven by the Department of Transport’s Transnet Freight rail in developing optimal transport solutions. For the sector, this will ultimately contribute towards reducing the costs of transport and create opportunities for marketing and export of products. Further investment in infrastructure will also be a key enabler in providing access to markets and moving products to markets rapidly. DAFF Strategic Plan 2011/12–2014/15 ix RESEARCH AND DEvELOPMENT The focus on research and technology development in the agricultural field has become increasingly important to achieve higher production through new methodologies, better genes for both livestock and agriculture and improving the quality of indigenous food. By using the latest technology in our research, we aim to improve and increase house hold food production and address high input and production costs to mitigate the high costs of the final product. research will enable us to plan for disasters such as droughts and floods, the possible effects of climate change, and diseases like rift Valley fever. more funds have been allocated for research to address key needs and priorities for the country. To extend research in the sector even further, we will incorporate the forestry and fisheries components into the existing Agriculture research and Development (r&D) Strategy to have a more consolidated approach to research. The Department of Science and Technology will be a key partner in seeking ways to implement the DAFF r&D Strategy. To address skills development in agriculture, forestry and fisheries, the department is also planning to upgrade all col leges of agriculture to agricultural training institutes, starting with the North West Province. In addition, we intend to renew our focus on extension support as one of the enablers of the sector and consider ways of engaging the private and commercial sector. Through engagement with sector partners and commercial agriculture we will continue to en sure greater benefits for the majority of our rural people. GREEN ECONOMY As a global role player, we are committed to climate change through our policy of the responsible use of natural re sources. environmental management initiatives will include biofuels, solar and wind energy, manufacturing inputs and construction. citizens are encouraged to plant trees and promote the greening of our country through the annual Arbor city Awards campaign. This greening initiative was the result of the million Trees Programme, started in 2007. FORESTRY AND AFFORESTATION As one of the potential growth sectors in South Africa, forestry contributes towards sustainable rural development and the management of our natural resources. Although South Africa’s plantation resources have decreased over the last 20 years, pressure on natural forests and woodlands has increased because of a demand for forest production. renewed growth, transformation and sustainability throughout the value chain are important focus areas for future growth of the sector. Development will include the manufacturing of high-quality furniture, in this way moving towards the high-end value chain with the focus on the design of niche products and markets, which could also contribute to employment creation. Areas have been identified for afforestation projects in the eastern cape, Limpopo, mpumalanga and KwaZulu-Natal provinces to expand timber resources, minimise imports and optimise enterprise development, and would further con tribute towards job creation. INTEGRATED GROwTH AND DEvELOPMENT PLAN We will focus on working together with the industry to implement the Integrated Growth and Development Plan (IGDP) for agriculture, forestry and fisheries, which is currently at the final drafting stage. The goals of the IGDP include attain ing equity and transformation, equitable growth and competitiveness, environmental sustainability and good govern ance. Proposals were made in the IGDP to refine the Agricultural Black economic empowerment (AgriBee) charter to ad dress transformation constraints in the sector. It further proposes to publish the AgriBee charter in terms of section 9 of the Broad-Based Black economic empowerment Act, 2003 (Act No. 53 of 2003), in order to pave the way for imple mentation and enforcement. The Forestry charter, the most advanced of the three sectors, must be implemented. A charter for fisheries needs to be developed and is a priority for the department for 2011. FISHERIES expansion of the fisheries sector is limited by the natural productive capacity of our marine living resources and our capacity to manage and control harvesting successfully and in a sustainable way. Although the fisheries sector is con sidered to be fully utilised and well-established, the aquaculture component is still underdeveloped and provides an opportunity for substantial increases in marine aquaculture production of high-value products such as abalone, oysters and mussels. DAFF Strategic Plan 2011/12–2014/15 x other future actions that have been identified to address challenges in the sector include rehabilitation programmes to rebuild depleted fish stocks, investing in the sustainable management and use of marine living resources, enforcement programmes to control harvesting, the allocation of additional fishing rights in certain fishing industries, and infrastruc ture development and investment in the 12 fishing harbours. These measures can contribute to increased socio-eco nomic and tourism opportunities, job creation, sustainable livelihoods and improving the environment. CONCLUSION In conclusion, I wish to extend my appreciation to my Deputy minister, Dr Pieter mulder, for his dedication, expertise and support. Secondly, I would like to express my gratitude to the chairpersons and members of the Portfolio and Select committees on Agriculture, Forestry and Fisheries in the National Assembly and the National council of Provinces for their guidance, knowledge and oversight. I would also like thank the agricultural industry, organised agri culture and our agribusiness partners for their continued efforts to achieve economic prosperity of the sector. Lastly, I want to thank the department, provincial departments and state-owned entities for their commitment in meeting the objectives of the department. By working together, we can do even more to speed up job creation, economic growth and food security in our country! Ms Tina Joemat-Pettersson MINISTER OF AGRICULTURE, FORESTRY AND FISHERIES DAFF Strategic Plan 2011/12–2014/15 xi Statement by the Deputy Minister As we present the Strategic Plan for the Department of Agriculture, Forestry and Fisheries for the terms 2011/12 to 2014/15, we are conscious of the fact that the majority of South Africans disregard the important role of agriculture in South Africa. Providing sufficient food to the South African public remains one of the most important aims of this depart ment and of the agricultural sector. conversely: If food security is threatened, it would lead to famine, which would then result in political instability, coupled with all its negative effects. We as a department will continue to make South Africans aware of the important role that the agriculture, forestry and fisheries sector plays and could play in providing food security and safety, sustainable employment creation, economic growth and rural development. The past decade has been one of continuous change, significantly altering the environment in which the agricultural sector operates. coming years will also be characterised by economic, demographic, technological, environmental and climate changes that will bring both opportunities and challenges to the agricultural sector. Therefore the sector’s suc cess remains a key priority for the country in addressing all these issues. In South Africa we deregulated and liberalised our agricultural marketing and trading arrangements 14 years ago. The agricultural sector has fortunately adjusted to high levels of competitiveness across most value chains and we are start ing to address our poverty and food security problems. However, protectionist practices in some parts of the world put unfair pressure on our farmers to compete on an equal basis. Therefore, we will still continue at the WTo to argue for the successful conclusion of the Doha Development Agenda. According to the 2008 Nobel memorial Prize winner in economics, Paul Krugman, countries engage in international trade for two basic reasons, each of which contributes to their gain from trade. First, countries trade because they are different from one another. Nations, like individuals, can benefit from their differences by reaching an arrangement in which each does the things it does relatively well. Second, countries trade to achieve economies of scale in production. That is, if each country produces only a limited range of goods, it can produce each of these goods at a larger scale and hence more efficiently than if it tried to produce everything. In the real world, patterns of international trade reflect the interaction of both these motives. Dr Pieter Mulder DePuTy mINISTer oF AGrIcuLTure, ForeSTry AND FISHerIeS DAFF Strategic Plan 2011/12–2014/15 xii our trading partners span across the globe and enjoy the best of South Africa’s agricultural, forestry and fisheries pro duce. Two examples: South Africa is the most reliable source of quality mohair and produces 54% of total world produc tion (mohair SA website). The South African ostrich production is one of the top twenty agro-based industries in the country and it ranks high for export with a total investment in ostrich activities (production and processing, excluding value-adding manufacturing and businesses, and tourism) exceeding r2,1 billion. Today food security and food safety are worldwide being placed on the political agenda whenever the future is being discussed but how would 2050 look in terms of food security? In 1950 the world population was 2,5 billion people; in 2000, only 50 years later, it was 6 billion and according to Von Braun (Lohmann Information, october 2010), the world population of 2050 is predicted to be more than 9 billion. once we clearly understand the deliverables needed in 2050, we will be in a better position to come up with the right and effective solutions. The world’s farmers will have to produce 2% more food every year—in total 50% more by 2030 and double production again by 2050. If we hope to keep pace with a growing population and increased nutritional demands, as millions of people in the developing world climb out of poverty and enter the global middle class, urbanisation therefore also in creases. In just 20 years, we will need to produce 50% more of what we produce today. However, we have only one planet to do it on. What complicates the problem is the fact that most of the best farmland on this planet is already being used but even this is being challenged as we see some 10 million ha of farmland lost annually to urbanisation and persistent drought. Simultaneously, we face the challenges of a rapidly changing planet because of climate change. For example: Irrigation water supply reliability, and the ratio of water consumption to requirements, is expected to worsen in Sub-Saharan Africa as a result of climate change. Without climate change, calorie availability is expected to increase in Sub-Saharan Africa between 2010 and 2050. However, with climate change it is predicted that food availability in the region will aver age 500 calories less per person in 2050, a 21% decline. According to a report by the International Food Policy research Institute it is predicted that 25 million more children will be malnourished in 2050 because of the effects of climate change. untimely droughts, floods and severe cold have already had a huge socio-economic impact on South Africa and espe cially on agriculturalists and the rural community. We are also aware of the fact that because of the increase in the global population and climate change, the prevalence of certain pestilences and diseases has increased. The question that confronts all of us—on a global scale—is how we can increase agricultural production without vastly increasing the problems of air pollution, ecological disturbances, soil erosion, the pollution of streams and waterways, and destroying what is left of the world’s natural habitat. I believe that increasing food production sustainably is the central, overriding, and defining agricultural issue today. We can change this zero-sum equation through technology, research and education. Policies must be in place that are supportive of the efforts of farmers and other participants in the supply chain to ef fectively manage natural resources to provide sustainably produced commodities. We must further ensure that innovation, including transfer of technologies and research, is fostered in order to increase productivity and enhance efficiency. rural development is important in the fight against poverty and in achieving food security. South African commercial farmers realise the importance of this development and offered their assistance. yet to expect of them to create more employment opportunities and in this way assist with rural development when they have no certainty about their own future, is unreasonable. Their uncertainties and problems have to be addressed. Anyone who talks about food security in South Africa and excludes commercial farmers is unrealistic. I thank the Honourable minister, ms Tina Joemat-Pettersson for her leadership, enthusiasm and commitment, the de partment led by the Director-General, mr Langa Zita and the industry for their cooperation. We do not have an option but to make agriculture, forestry and fisheries succeed. Dr Pieter Mulder DEPUTY MINISTER OF AGRICULTURE, FORESTRY AND FISHERIES DAFF Strategic Plan 2011/12–2014/15 xiii Director-General’s overview Mr Langa Zita DIrecTor-GeNerAL: AGrIcuLTure, ForeSTry AND FISHerIeS I am pleased to submit the Strategic Plan for the Department of Agriculture, Forestry and Fisheries 20011/12 to 2014/15 to the minister of Agriculture, Forestry and Fisheries for approval and tabling in Parliament. This Strategic Plan com plies with the guidelines provided by National Treasury and the Department of Public Service and Administration (DPSA). A new macro structure, approved by the DPSA, will become effective from 1 April 2011. This followed a very compre hensive and involved restructuring process to ensure maximum performance on the deliverables in terms of the medium Term Strategic Framework (mTSF) priorities to address government’s broad national challenges. Twelve key outcomes were identified for government to be implemented through intergovernmental cooperation over the next four to five years. To address broad national challenges, government clusters identified and developed key policies, including the NGP, the Industrial Policy Action Plan (IPAP), the comprehensive rural Development Programme (crDP) and the envisaged IGDP for agriculture, forestry and fisheries. The DAFF will contribute directly into three of the 12 outcomes to achieve related outputs over the mTeF period. The President and ministers have also signed performance agree ments that will ensure proper monitoring and evaluation of the implementation of set outcomes and targets. Job crea tion targets have also been set for each sector. The sector lost 10 000 jobs between the first and third quarters of 2010. With the implementation of policy initiatives such as IPAP, NGP, crDP, the DAFF’s IGDP and plans to elevate agriculture as a priority sector under the NGP, the unemployment trends of 2010 could be reversed. We will strive towards improving service delivery in the sector and meeting the objectives of job creation. Briefly, the Strategic Plan will guide the DAFF to achieve government’s priorities in the following manner: (i) Consolidation of agrarian reform programmes to ensure food security through skills development, inputs, implements, extension and technical support to agrarian reform beneficiaries to ensure their viability and sustain ability. This will be achieved by ensuring the implementation of programmes to support the transition of agrarian reform beneficiaries from subsistence to smallholder farmers. Livestock production schemes will be implemented in a coordinated manner to enhance the value of livestock currently owned by subsistence and smallholders. This comes from the acknowledgement that agrarian reform beneficiaries are currently not receiving enough support DAFF Strategic Plan 2011/12–2014/15 xiv for production and access to markets. The DAFF, working closely with other government departments, state owned entities (Soes) and the private sector, will implement production and agro-processing support measures for commodities that are in demand domestically or internationally for food security and job creation. (ii) Development of new funding options/models. The process to finalise a new funding model that will consolidate the current comprehensive Agricultural Support Programme (cASP), micro-agricultural Financial Institutions of South Africa (mafisa), etc. into one stop shop models for subsistence and smallholder farmers, will be accelerated and concluded to ensure access to affordable capital/funding for rural entrepreneurs in the agriculture, forestry and fisheries subsectors. Innovative programmes will also be implemented with our domestic and international development funders to ensure that rural sectoral entrepreneurs have access to cheaper funds to cater for their short, medium and long-term production financial needs and facilitate the long-term investments that are essential to ensure sustainability and viability. This will contribute to ensuring food security, the creation of decent jobs and sustainable livelihoods. (iii) Sustainable use of natural resources, including the management of natural forests and comprehensive decen tralised watershed management; and mitigation against climate change, pollution of the marine environment and of publicly-owned agricultural natural resources including soil and water, are prioritised. Afforestation will be accel erated as forests continue to play a critical role in our economy and are central in government’s beneficiation strategy. The recovery of wild stock of marine products such as hake, West coast rock lobster and abalone has also been prioritised through enhanced policing and regulation of access. rivers have also been identified as de velopment nodes and in addition to this water harvesting through the creation of water reservoirs, rehabilitation of irrigation schemes, windmills and soil dams has been prioritised as critical to the successful development of small holder farmers and create decent green jobs to ensure food security and sustainable livelihoods in rural areas. (iv) Strengthening of human resource development programmes to address the weaknesses in support of pro grammes for agrarian reform beneficiaries has also been prioritised. The implementation of scarce skills develop ment programmes will be accelerated with domestic and international partners in the next three to five years with the establishment of Sectoral Institutes of excellence/Academies to focus on pre and post-settlement training. colleges of agriculture are prioritised for this purpose to create the required capacity in youth to efficiently and effectively implement the youth development agenda of government and contribute to create future farmers who will guarantee the country’s household food security and create decent jobs and sustainable livelihoods in rural areas. (v) Facilitating the development and implementation of employment generation programmes through a pro duction and commodity directed strategy for each district municipality and the implementation of the Zero Hunger campaign and state procurement system to guarantee markets for smallholders and ensure access to cheaper food for those who are the most vulnerable in our society. Aquaculture development will also be accelerated in rural areas to create much-needed economic opportunities. This will be achieved through cooperation between all stakeholders and other government agencies by developing a conducive environment for smallholders to create decent jobs. (vi) Intensifying a cooperative development programme to establish viable and sustainable rural enterprises that are capable to engage in several economic activities such as disbursement of credit, distribution of agricultural inputs like seeds, fertilisers, agro-chemicals and in arranging storage, processing and marketing. This will contribute to the change in the rural economic landscape as members will be economically empowered to engage in produc tion and processing with all the necessary support and generate decent jobs for sustainable livelihoods. De vel op ment and private funders and other government agencies will partner in the achievement of the above objectives. (viii) Expanding exports through enhanced inter-Africa trade and an overall increase in productivity of the sectors ac companied by high yields and surpluses in regard to domestic demand. An export expansion programme will be implemented in cooperation with the Department of Trade and Industry by providing technical and political support to negotiate market access protocols and promote products in the targeted regional and international markets. A high-level advisory committee will be established to coordinate and ensure oversight on certification for import and export to safeguard the country’s health and economic interests. Decent work and sustainable livelihoods will be generated through this programme as demand exceeds supply and more land is brought into production. (ix) Designing and implementing an intensive scarce skills development programme for the sectors with domes tic and international partners to cater for short, medium and long-term needs to consolidate the basis for creating DAFF Strategic Plan 2011/12–2014/15 xv efficient and effective service delivery skills/capacity in research and development, rural enterprise and coop erative development, commodity-directed extension and technical support services. Work has already started in this area and it will be expanded. This will create the much-needed capacity in the long term by increasing produc tivity to ensure a sustainable and viable sector and increasing the contribution to the national gross domestic product. (x) Streamlining inputs and implementing support programmes to ensure access and affordability for the new entrants into the sector. This will be achieved by working very closely with provinces and Soes by implementing mechanisation, fencing and production input support through a coordinated procurement strategy for smallholders and cooperatives. This will contribute to the attainment of food security, land reform objectives, decent work and sustainable livelihoods in rural areas. (xi) Implementation of agro-ecological agriculture will be promoted as a way to ensure that food is produced in a sustainable way and the environment benefits positively throughout the productive cycle. High-value products and energy are key elements of agro-ecological production. An agro-ecological strategy will be finalised and pilots implemented during the year. We realise that we are facing many challenges for the next four years. In order to create employment, we will put greater focus on the implementation of the programme initiatives indicated above. We are currently developing spatial plans, which will provide details as to where each and every initiative stated above will be taking place. The Strategic Plan I present is structured in three parts. Part A provides a strategic overview of the department, including its vision, mission, values, strategic goals and objectives as well as the legislative and policy mandates. Part B focuses on deliverables for the mTeF cycle and provides an overview, a problem statement, implementation strategy and planned expenditure for six budgetary programmes for 2011/12 to 2013/14, as allocated by National Treasury. Part C contains information on the public entities, i.e. the Agricultural research council, the marine Living resources Fund, the National Agricultural marketing council, Ncera Farms, onderstepoort Biological Products and the Perishable Prod ucts export control Board. Lastly, the Annual Performance Plan of the six departmental programmes is reflected in Annexure 1. These contain outputs, output indicators and targets, presented in relation to the strategic goals and objectives. Annexure 2 contains the department’s Service Delivery Improvement Plan, with the focus on the improvement of service delivery standards. I wish to extend my gratitude to the minister, the Deputy minister and the chairpersons of the Parliamentary committees for their political support. Secondly, I would like to thank the leadership and staff of all the agricultural state-owned entities, the agribusiness community and farmers’ organisations for their contribution. Finally, to my management team and all the staff members in the department, I appreciate all their efforts and hard work involved in contributing to the development of this Strategic Plan. Together, we will succeed in realising our vision of a leading, dynamic, united, prosperous and people-centred sector! Mr Langa Zita DIRECTOR-GENERAL: AGRICULTURE, FORESTRY AND FISHERIES PART A Strategic overview DAFF Strategic Plan 2011/12–2014/15 2 Mission statement VISION A leading, dynamic, united, prosperous and people-centred sector MISSION Our vision will be achieved through developing and sustaining a sector that contributes to and embraces: • Economic growth (and development) • Job creation • Rural development • Sustainable use of natural resources • Food security VALUES Drive Driven to deliver excellent service Attitude Being an ambitious, passionate, reliable and dedicated workforce Fairness Acting with objectivity, empathy, integrity and transparency Focus Focussing on people, economic and rural development Legislative and other mandates The legal mandate of the Department of Agriculture, Forestry and Fisheries (DAFF) covers agriculture, forestry and fisheries value chains—from inputs, production and value adding to retailing. LEGISLATIVE MANDATE The entire legislative mandate of the DAFF is derived from section 27(1) (b) of the Constitution. The department is primarily responsible for Acts related to agriculture, forestry and fisheries. The following Acts reflect the legislative mandate of the department: Performing Animals Protection Act, 1935 (Act No. 24 of 1935) Fertilizers, Farm Feeds, Agricultural Remedies and Stock Remedies Act, 1947 (Act No. 36 of 1947) Animal Protection Act, 1962 (Act No. 71 of 1962) Fencing Act, 1963 (Act No. 31 of 1963) Subdivision of Agricultural Land Act, 1970 (Act No. 70 of 1970) Plant Breeders’ Rights Act, 1976 (Act No. 15 of 1976) Plant Improvement Act, 1976 (Act No. 53 of 1976) Veterinary and Para-veterinary Professions Act, 1982 (Act No. 19 of 1982) Perishable Products Export Control Act, 1983 (Act No. 9 of 1983) Agricultural Pests Act, 1983 (Act No. 36 of 1983) Conservation of Agricultural Resources Act, 1983 (Act No. 43 of 1983) Sea Fisheries Act, 1988 (Act No. 12 of 1988) Animal Improvement Act, 1988 (Act No. 62 of 1988) Liquor Products Act, 1989 (Act No. 60 of 1989) Agricultural Research Act, 1990 (Act No. 86 of 1990) Animal Diseases Act, 1984 (Act No. 35 of 1984) Agricultural Product Standards Act, 1990 (Act No. 119 of 1990) Agricultural Produce Agents Act, 1992 (Act No. 12 of 1992) Groot Constantia Trust Act, 1993 (Act No. 58 of 1993) Societies for the Prevention of Cruelty to Animals Act, 1993 (Act No. 169 of 1993) Marketing of Agricultural Products Act, 1996 (Act No. 47 of 1996) Agriculture Laws Extension Act, 1996 (Act No 87 of 1996) Genetically Modified Organisms Act, 1997 (Act No. 15 of 1997) Marine Living Resources Act, 1998 (Act No. 18 of 1998) PART A: Strategic overview 3 Agricultural Laws Rationalisation Act, 1998 (Act No. 72 of 1998) National Forests Act, 1998 (Act No. 84 of 1998) National Veld and Forest Fire Act, 1998 (Act No. 101 of 1998) Onderstepoort Biological Products Incorporation Act, 1999 (Act No. 19 of 1999) Meat Safety Act, 2000 (Act No. 40 of 2000) Animal Identification Act, 2002 (Act No. 6 of 2002) Animal Health Act, 2002 (Act No. 7 of 2002) KwaZulu Cane Growers’ Association Act Repeal Act, 2002 (Act No. 24 of 2002) POLICY MANDATES Key policy developments The government’s current Medium Term Strategic Framework (MTSF) has highlighted a number of priorities to address broad national challenges. The MTSF has been consolidated into a set of 12 key outcomes which will be implemented through intergovernmental cooperation over the next four to five years. To implement these outcomes, government clusters came up with key policies which include the New Growth Path (NGP), the Industrial Policy Action Plan (IPAP), the Comprehensive Rural Development Programme (CRDP) and the envisaged Integrated Growth and Development Plan (IGDP) for agriculture, forestry and fisheries. In terms of the outcomes, the DAFF contributes directly to three of the 12 outcomes, and indirectly to another three. The key outcomes which the department contributes to directly are: Outcome 4: Decent employment through inclusive economic growth Outcome 7: Vibrant, equitable and sustainable rural communities contributing towards food security for all Outcome 10: Protect and enhance our environmental assets and natural resources The department will contribute towards the achievement of these outcomes and related outputs over the Medium Term Expenditure Famework (MTEF) period by: • Increasing the number of smallholder farmers by 2014 through an initial assessment programme, presettlement, practical training and post-settlement support through extension services. • Establishing a joint-venture funding model together with smallholders. The new funding model will structure incen tives to encourage the establishment of private sectoral micro-financing outlets in targeted rural areas through coop eratives or established financial institutions to ensure favourable lending terms. • Creating a relevant, effective and efficient extension and technical support capacity for the development of agricul ture and aquaculture production infrastructure in target areas (one scheme per district municipality by 2014). Basic infrastructure will be installed such as rehabilitation of existing irrigation schemes, and fencing on commercial land to encourage optimal utilisation of land. • Accelerating the implementation of the National Extension Recovery Plan by recruiting extension and technical ad visory services officers. The DAFF will review and develop appropriate policies in respect of recruitment, training and development. • Implementing the Market Identification Strategy to ensure that products produced by smallholder farmers have a market domestically and to integrate viable smallholders with established commercial producers’ export networks. • Establishing production schemes for smallholder farmers such as crop, forestry, fisheries and livestock schemes by 2015. The DAFF will provide the required capacity to assist provinces to accelerate the establishment of viable and sustainable cooperatives by training potential members of cooperatives in various skills that will assist in under standing the operations of cooperatives. • Developing the Agro-processing Strategy by June 2011 and creating the capacity to implement the strategy through provincial and local role players to encourage the one-product-one-district-approach to ensure competitiveness and economies of scale. Five Memorandums of Understanding (MoUs) have been signed for capacity-building pro grammes in research and development on the establishment of rural agro-processing enterprises for one-product one-district-schemes. The aim is to provide jobs in agro-processing by 2020. An aquaculture demonstration centre will be established at Gariep Dam for production and processing of aquaculture products. The other four outcomes to which the department contributes indirectly and/or supports are: Outcome 2: A long and healthy life for South Africans Outcome 5: A skilled and capable workforce to support an inclusive growth path Outcome 8: Sustainable human settlements and improved quality of life for households Outcome 11: Create a better South Africa, a better Africa and a better world. DAFF Strategic Plan 2011/12–2014/15 4 PLANNED POLICY INITIATIVES Employment creation The DAFF’s policy objective is to create employment in the sector through performance and delivery agreements, IPAP 2, the NGP and the draft IGDP for the sector. The policy initiatives below will support the DAFF in the drive towards employment creation. Access to finance The DAFF will implement the new One Stop Shop Funding Model away from the grant system. Access to training and development Beneficiaries will access training through further education and training (FET) or private service providers such as train ing companies, organised agriculture (Agri SA, National African Farmers’ Union of South Africa [NAFU] and TAU SA) or individual commercial farmers with accreditation. Access to production infrastructure The department plans to develop agriculture and aquacultural production infrastructure in targeted areas to ensure ac cess to basic integrated services through spatial planning. Access to markets In collaboration with the National Agriculture Marketing Council (NAMC) the department will implement the Market Identification Strategy to ensure that products produced by smallholders have a market domestically and internation ally. Every municipality must have a fresh produce market to implement a zero hunger campaign. State markets will sell a basic food basket supplied by smallholder farmers and the access will be negotiated with leading food stores. Extension and technical support services Accelerate the implementation of the National Extension Recovery Plan to address the culture and skills shortages in provincial extension services. This will improve the visibility and improvement of extension and advisory services. Spatial plans Rivers will serve as development nodes. Alongside the rivers to the Atlantic Ocean and to the Indian Ocean we plan to have a massive programme of water harvesting. The rivers will also focus on a number of key commodities, which will also be accompanied by relevant agro-processing plants. Every municipality will have one or two primary commodities that it will specialise in with a value addition plant for processing. Access to tractors/Mechanisation Programme The department will roll out the Mechanisation Programme to all the provinces. Every municipality will have farmers who own tractors which will be sold at a subsidised price and owners organised at a secondary co-op level. Other farm ers could hire those tractors at a nominal lending rate regulated by the state. Money for the hiring of tractors can be part of the loan from Land Bank. Commodity groups Farmers will be organised as commodity groups, where they can become members of one or two commodity groups. These commodity groups can evolve into secondary cooperatives and could negotiate better markets for their produce and secure seeds, medicines and vaccines at cheaper rates if they use their collective power to buy them. It will be easier to give targeted technical support and capacity building to groups of farmers than to individuals. Agro-ecological fund The department wants to promote a new kind of agriculture called agro-ecological agriculture where you use waste from animals and plants as food for each other. For instance, waste from birds can be food for fish and waste from fish can be used as fertiliser. Animal and human waste can be used to produce methane energy that can be used for lights and as electricity. We plan to have a training centre for this and a fund to promote it. PART A: Strategic overview 5 Fencing Working with the Department of Public Works (DPW) and the Department of Rural Development and Land Reform (DRDLR), we plan to roll out a fencing programme in the former homelands and other areas where there is a need. The focus will mainly be on areas under cultivation. Livestock will be fenced in the medium to long term. Irrigation schemes and windmills The identified irrigation schemes in the former homelands will be rehabilitated to focus on a few commodities for pur poses of value addition. Agro-processing plants will be built next to each irrigation scheme. Where ecological conditions permit, the DAFF plans to rehabilitate existing windmills and/or build new ones together with the DPW and DRDLR. These will be closer to promising agricultural areas. Dams Working with the DPW and the DRDLR, we will create dams next to areas of potential cultivation, and to a limited ex tent, grazing areas. Place 300 000 households in smallholder schemes by 2015 The DAFF will collaborate with the provincial government counterparts and communities to ensure economic value and productivity of livestock by households in rural areas. Small livestock schemes (goats and sheep), will be established, and subschemes such as crop, forestry, fisheries and livestock schemes for smallholder farmers. Situational analysis PERFORMANCE ENVIRONMENT—SECTOR PERFORMANCE Economic setting Although the macroeconomic environment has experienced dramatic changes in recent years, 2010 was a much better year than 2009 and these trends should continue in 2011. Fears about a double-dip recession in the USA did not ma terialise, and quantitative easing (sustained governmental financial support), an experiment to support the USA econ omy, will be positive for the global economy if it is successful, but it entails risks. The question also remains whether the momentum of the Chinese economy, which to a great degree sustained the world economy, can be maintained. However, one of the biggest potential risks is what will happen in the Euro region regarding sovereign debt. Strong economic growth is taking place in countries such as China, India, South Korea, Indonesia and Malaysia. It is expected that China’s growth of about 10% in 2010 will drop slightly to 9% in 2011 and India could even improve on its 8% growth rate in 2010. The world economy grew by an estimated 3,7% in 2010, as opposed to negative growth in 2009, but this is expected to drop to about 3% in 2011. The strong economic growth in the Far East is important to South Africa, which exports raw materials such as iron ore and coal to China. Locally, South Africa’s economic growth (gross domestic product [GDP]) could increase from 2,8% in 2010 to 3,8% in 2011. However, to address poverty and unemployment, it is estimated that the local economy must grow by at least 6% annually. Despite relatively tough economic circumstances in South Africa in 2010, average wage and salary increases of 8% were achieved. At the same time the expected inflation rate for 2010 was 4,5%. This has put many employed people in a better position than a year ago, but there was an increase in unemployment (in the third quarter of 2010) to 25,3%. Since the second quarter of 2010, about 275 000 jobs were lost and consumers still have high debt levels compared with disposable income. Sharp increases in the cost of electricity, fuel prices and property taxes are expected to ag gravate inflation during 2011. The prime lending rate of 9% is expected to remain unchanged for the best part of 2011. The downward movement of interest rates (6,5 percentage points from 15,5% at the end of 2008) has brought relief for those in debt and they should continue to benefit in 2011. In total, the agriculture, forestry and fisheries sector lost 10 000 jobs between the first and third quarters of 2010. This can be seen in the context of a continuation of long-term declining trends in employment within primary economic sec tors. However, the agricultural value chain is one of the priority sectors of the current programme of government in terms of economic growth and employment creation. With the implementation of agro-processing initiatives proposed under the IPAP, as well as plans to promote agriculture as one of the priority sectors under the NGP, there is potential for the declining employment trends to be reversed over the medium to long term. DAFF Strategic Plan 2011/12–2014/15 6 According to the United Nations (UN), world food prices rose to a record in December 2010, exceeding levels reached in 2008. Food and Agriculture Organization (FAO) figures show that the cost of food increased by 25% from a year earlier, after Chinese demand strengthened and Russia’s worst drought in a half-century devastated grain crops. The December 2010 year-on-year increase compares with the 43% increase in food costs in June 2008. Record fuel prices, weather-related crop problems, increasing demand from the growing Indian and Chinese middle classes, and the de mand to grow maize for ethanol fuel all contributed to that crisis. In the previous episode the main driver in food com modities was cereals. This time it is sugar and oil seeds. While the US maize prices rose by 44% in 2010 and there were big international increases in the cost of other basic foodstuffs, there is less pressure in South Africa because local maize prices are lower than a year ago, which also affects the price of dairy products and meat. However, flooding will contribute to local food prices increasing in 2011. Agricultural sector Production The estimated volume of agricultural production in 2009/10 was 4,8% higher than in 2008/09. The volume of field-crop production reflected a 3,1% increase because of an improvement in the production of summer grains. Maize production increased by 1,4 million tons or 10,8% against the previous season, followed by sugar cane with 468 000 tons or 2,5% and lucerne hay with 374 000 tons or 33,9%. Horticultural production decreased by 1,6%, mainly because of a drop in the production of citrus and subtropical fruit. The production of oranges decreased by 5,5% and that of potatoes by 3,6%. Animal production increased by 8,8% because of increases of 41,1% in fresh milk production and 5,6% in stock slaughtered. However, pastoral products (wool, mohair, karakul pelts and ostrich feathers) showed a decrease of 3,1% in production. 140 130 120 110 100 90 80 70 20 05 = 1 00 Year Volume index of agricultural production 2005/06–2009/10 (July to June) Field crops Horticulture Animal production 2005/06 2006/07 2007/08 2008/09 2009/10 Factors such as weather conditions, commodity prices, input costs, stock levels, consumption demand and exchange rates will influence agricultural production in the country like never before. The total area under field crops is expected to decline by more than 200 000 ha in 2011 on the back of deteriorating profit margins and increasing pressure on the cash flow positions of many farmers because of the low producer prices of 2010. A relative switch in summer crops is expected for 2011 with maize plantings declining by 20% and sunflower and soya bean plantings increasing by 55% and 10%, respectively. Slightly more sorghum will also be planted because of favourable prices relative to maize. Although the area planted to wheat declined by 13% in 2010, the anticipated decline in maize plantings in the summer rainfall area during 2011 will provide more fallow land for wheat plantings in 2011. The total area under field crops is expected to recover partially in 2012 and then remain relatively stagnant over the short term, as the increases in com modity prices will not be enough to provide sufficient incentives for the area planted to expand. However, within the total area relative switches between the various field crops are expected with yellow maize and soya bean plantings increasing at the expense of white maize and sunflowers. These relative shifts are driven by long-term demand patterns and the level of parity prices. Producer prices of agricultural products Producer prices of agricultural products decreased on average by 2,2% from 2008/09 to 2009/10. The weighted average price of field crops decreased by 14,4%. The prices of winter grain, summer grain, cotton, oilseeds and dry beans dropped by 26,4%, 23,1%, 17,8%, 17,7% and 7,0%, respectively, while prices for tobacco, sugar cane and hay rose by 16,9%, 15,8% and 0,6%, respectively. PART A: Strategic overview 7 Producer prices of horticultural products rose by 7,0% from 2008/09. Prices of vegetables and fruit increased by 12,9% and 3,5% , respectively, while prices of viticultural products decreased by 0,8%. Prices of animal products rose by 1,9%. The average price of pastoral products, dairy products and poultry increased by 22,1%, 4,1% and 1,2%, respectively, while the average price of slaughtered stock decreased by 0,1%. For many food products, growth in demand exceeds growth in supply over the medium to long term. This trend is largely driven by the relatively slow increase in commodity prices compared to the increasing costs of production, which dampens the growth of real net farming income, causing producers to be more risk-hesitant and taking some of the marginal land out of production. Apart from increases in typical production costs like seed, fertilisers and fuel, expens es related to electricity and labour will also increase rapidly over the next few years. For example, electricity’s share of the total production costs of maize under irrigation is projected to increase from 8% in 2009 to 20% by 2015. It is difficult to determine the long-term impact of the economic crisis on the agricultural sector. The impact of the crisis on production and processing capacity will be one of the decisive factors for the movement of prices over the next few years. Apart from lower commodity prices, production capacity could be harmed by the availability of credit, much stricter regulation and extreme market volatility. In addition, the fundamental demand for agriculture commodities has not decreased significantly. Gross value of agricultural production The total gross value of agricultural production (total production during the production season, valued at the average basic prices received by producers) for 2009/10, is estimated at R126 433 million, compared to R127 568 million the previous year—a decrease of 0,9%. This drop can be attributed mainly to a decrease in the value of field crops. 230 210 190 170 150 130 110 90 20 05 = 1 00 Year Producer price indices 2005/06–2009/10 (July to June) Field crops Horticulture Animal products 2005/06 2006/07 2007/08 2008/09 2009/10 R ’m ill io n Year Gross value of agricultural production 2005/06–2009/10 (July to June) 2005/06 2006/07 2007/08 2008/09 2009/10 70 000 60 000 50 000 40 000 30 000 20 000 10 000 0 Field crops Horticulture Animal production The gross value of animal products, horticultural products and field crops contributed respectively 51,3%, 25,7% and 23,0% to the total gross value of agricultural production. The poultry meat industry made the largest contribution with 18,2%, followed by cattle and calves slaughtered with 11,2% and maize with 10,9%. DAFF Strategic Plan 2011/12–2014/15 8 Farm sector income The gross income of producers (the value of sales and production for other uses, plus the value of changes in invento ries) for the year ended 30 June 2010 amounted to R128 848 million compared to R129 621 million the previous year— a decrease of 0,6%. The drop in income can be ascribed mainly to lower prices that farmers received for grains and oilseeds. R ’m ill io n Year Gross farm sector income (GFI) 2005/06–2009/10 (July to June) 2005/06 2006/07 2007/08 2008/09 2009/10 70 000 60 000 50 000 40 000 30 000 20 000 10 000 0 Field crops Horticulture Animal production The gross income from field crops decreased by 13,8% to R31 214 million for the year ended 30 June 2010. Income from maize at R15 998 million was R3 135 million (16,4%) less than in the previous year. Income from sunflower seed and soya beans also showed substantial decreases of 27,2% to R1 705 million and 17,0% to R1 380 million, respec tively. Income from sugar cane at R5 108 million was R549 million (12%) higher than that of the previous year. Income from groundnuts increased by 5,3% to R790 million. The gross income from horticultural products increased by 3,3% to R32 778 million compared to R31 739 million for 2008/09. Income from citrus and subtropical fruit decreased by 1,3% and 1,8% and amounted to R4 719 million and R2 063 million, respectively. Income from deciduous fruit rose by 2,1% to R8 659 million, while income from viticulture dropped by 0,4% to R3 530 million. However, income from vegetable production increased by 7,6% to R11 690 million. The gross income from animal products was 5,1% higher than in 2008/09 and amounted to R64 855 million compared to R61 680 million for the previous year. Producers earned R14 099 million from slaughtered cattle and calves com pared to the previous R13 200 million—an increase of 6,8%. Income from poultry meat production rose by 2,8% to R23 073 million. Income from egg production at R6 827 million was 3,5% higher than in the previous year. Producers earned R9 491 million from milk production, which is 4,5% higher than in the previous year. Income from wool in creased by 27,2% to R1 378 million. Gross income from major products 2009/10 compared to 2008/09 (July to June) R’million 2008/09 2009/10 Poultry meat (+2,8%) Red meat (+6,6%) Maize (–16,4%) Fruit (+0,5%) Vegetables (+7,6%) Milk (+4,5%) Sugar cane (+12,0%) 0 3 000 6 000 9 000 12 000 15 000 18 000 21 000 24 000 The net farm income (after the deduction of all production expenditure, excluding expenditure on fixed assets and capital goods) amounted to R37 593 million for the year ended 30 June 2010, which is 12,6% lower than in the previous year. Payments for salaries and wages, which represented 12,7% of the total farming costs, amounted to R12 027 million. PART A: Strategic overview 9 Interest paid by farmers to banks and other financiers during the year to 30 June 2010 is estimated at R5 094 million (5,4%) of the total farming cost. Year Net farm sector income (NFI) 2005/06–2009/10 (July to June) 2005/06 2006/07 2007/08 2008/09 2009/10 R ’m ill io n 50 000 40 000 30 000 20 000 10 000 0 40 35 30 25 20 15 P er ce n ta g e NFI (left axis) NFI as % of GFI (right axis) Cash flow of farmers The cash flow of farmers amounted to R38 487 million for the year ended 30 June 2010 compared to the previous R44 258 million—a decrease of 13,0%. This was the result of a drop in the gross income of producers. Although agriculture has shown resilience to the economic downturn, producer prices and net farming income have declined since 2009. Depressed commodity prices and increased input costs have closed profit margins for many in dustries and real net farming income is projected to recover by an average of 2,8% from 2011. Year Cash flow of farmers 2005/06–2009/10 (July to June) 2005/06 2006/07 2007/08 2008/09 2009/10 R ’m ill io n 50 000 40 000 30 000 20 000 10 000 0 40 35 30 25 20 15 P er ce n ta g e Cash flow (left axis) Cash flow as % of GFI (right axis) Production costs Intermediate expenditure refers to the value of goods and services that were purchased for consumption as inputs dur ing the production process. Expenditure on intermediate goods and services during 2009/10 is estimated at R71 955 mil lion, which represents a rise of 6,4% from R67 647 million in 2008/09. Large increases occurred in expenditure on seed and plants (21,3%), dips and sprays (20,1%), packing material (19,0%) and maintenance and repairs of machinery and implements (16,2%). Expenditure on farm feeds remained the biggest expenditure item, accounting for 22,9% of the total expenditure, followed by 16,1% for fuel, 12% for farm services and 10% for maintenance and repairs of machinery and implements. R ’m ill io n Year Expenditure on intermediate goods and services 2005/06–2009/10 (July to June) 2005/06 2006/07 2007/08 2008/09 2009/10 18 000 15 000 12 000 9 000 6 000 3 000 0 Farm feeds Fuel Farm services DAFF Strategic Plan 2011/12–2014/15 10 Prices of farming requisites rose by 6,8% in 2009/10 compared to an increase of 23,2% the previous year. The price index of machinery and implements showed an increase of 16,0% for 2009/10. The price index of materials for fixed improvements increased by 3% and the combined index of prices of intermediate production inputs and services by 6,0%. The increase of 20,6% in the price of seed made the most significant contribution to the increase in the prices of intermediate goods and services. The prices of farm feeds, packing materials, dips and sprays and maintenance and repairs rose by 17,8%, 16,2%, 14,4% and 14,3%, respectively. Investment The value of capital assets in agriculture as at 30 June 2010 was estimated at R223 434 million compared to R206 582 million at the end of June 2009—an increase of 8,2%. Land and fixed improvements constituted R129 849 mil lion, machinery and implements R41 361 million and livestock R52 225 million of the total value of capital assets. The gross investment in respect of fixed improvements for the year ended 30 June 2010 increased by 1% to R3 972 million. In the case of machinery, implements and vehicles, investment decreased by 20,1% and amounted to R6 501 million. The livestock inventory rose by R38,6 million from the previous year. R ’m ill io n Year Investment in agriculture 2005/06–2009/10 (July to June) 2005/06 2006/07 2007/08 2008/09 2009/10 9 000 7 000 5 000 3 000 1 000 –1 000 Fixed improvements Machinery and implements Change in livestock inventory Farming sector debt The total farming debt as at the end of June 2010 was estimated at R54 346 million (compared to R46 792 million in June 2009)—an increase of 16,1%. Year Agricultural debt 2005/06–2009/10 (July to June) 2005/06 2006/07 2007/08 2008/09 2009/10 R ’m ill io n 60 000 50 000 40 000 30 000 20 000 10 000 0 26 25 24 23 22 P er ce n ta g e Debt (left axis) Debt as % of assets (right axis) Consumer prices The consumer price index (CPI) (with base year 2005 = 100) of all items increased by 5,7%, from 130,1 to 137,5 during the year ended 30 June 2010 as the CPI of food increased by 2,8%, from 147,3 to 151,4 and that of non-food items increased by 2,1%, from 124,6 to 127,3. Meat prices rose by 1,9% from an index figure of 145,2 to 147,9 while the prices of grain products decreased by 2,1% from 166,9 to 163,4. The CPI of vegetables increased by 6,2% (from 145,8 to 154,9) and the CPI of fruit increased by 8,8% (from 130,0 to 141,4). Dairy products and egg prices rose by 6,5 % from an index of 148,6 to 158,2 while an increase of 8,4% was recorded for sugar and related products from 132,4 to 143,5. Although agriculture will face ongoing adjustments over the short term, specific fundamental long-term trends that are linked to a growing economy are expected to strengthen. These trends will have a significant impact on income-sensi PART A: Strategic overview 11 tive products like meat, dairy, wine and fruits, as well as on the consumption of staples like maize meal, bread and potatoes. Products that feature attributes associated with prominent consumer food trends like health, indulgence and convenience are likely to experience the fastest growth in demand. Over the next decade a relative shift in staple food away from maize to bread, pastas, potatoes and rice will occur with the demand for potatoes and wheat-based products growing by more than 20%, while a decline of 5% is expected in the consumption of maize meal. The total demand for meat is expected to grow by 25%, with a 45% increase in the demand for chicken meat leading the way. The demand for fresh milk and dairy products is also expected to increase by 13% to reach 2,8 million tons over the medium term. Consumption expenditure on food The consumption expenditure on food for the year ended 30 June 2010 increased slightly by 2,3% and amounted to R338 875 million as against the R331 300 million of the previous year. Expenditure increased by 4,7% to R106 887 mil lion for meat, by 15,6% to R5 062 million for sugar, by 6,5% to R48 414 million for fruit and vegetables (including pota toes) and by 5,2% to R38 698 million for milk, milk products and eggs. Expenditure decreased by 3,6% to R92 615 mil lion for bread and grain products and by 3,2% to R7 210 million for oils and fats. Meat represented 32% of the expenditure on the food component, while bread and grains represented 27%, milk, milk products and eggs 11%, fruit and vegetables (including potatoes) 14% and oils and fats only 2%. R ’m ill io n Private consumption expenditure on major food items 2005/06–2009/10 (July to June) 2005/06 2006/07 2007/08 2008/09 2009/10 120 000 100 000 80 000 60 000 40 000 20 000 0 Year Meat Bread and grains Vegetables and food Milk, milk products and eggs Oils and fats Imports and exports of agricultural products The estimated value of imports for 2009/10 came to R33 946 million—a decrease of 11,6% compared to R38 401 mil lion for 2008/09. The value of exports dropped by 9,8% from R49 278 million to R44 469 million. R ’m ill io n Year Imports and exports of agricultural products 2005/06–2009/10 (July to June) 2005/06 2006/07 2007/08 2008/09 2009/10 60 000 50 000 40 000 30 000 20 000 10 000 0 Imports Exports According to the 2009/10 export values, wine (R5 927 million), citrus fruit (R5 580 million), grapes (R3 464 million), ap ples, pears and quinces (R3 047 million) and cane sugar (R2 639 million) were the most important agricultural export products. Rice (R3 410 million), oilcake (R2 358 million), wheat and meslin (R2 284 million), undenatured ethyl alcohol (R2 139 million) and palm oil (R1 776 million) accounted for the highest imports. During 2009/10 the Netherlands, the United Kingdom, Zimbabwe, Mozambique and Germany were the five largest trading partners of South Africa in terms of export destinations for agricultural products, with export values of R4 714 mil DAFF Strategic Plan 2011/12–2014/15 12 lion, R4 493 million, R3 240 million, R2 658 million and R1 941 million, respectively. About 20,7% of total agricultural exports for the period July 2009 to June 2010 went to the Netherlands and the United Kingdom. The five largest trading partners for South Africa’s imported agricultural products during 2009/10 were Argentina, Brazil, Thailand, Germany and the United Kingdom, with import values of R4 726 million, R3 073 million, R2 776 million, R2 487 million and R1 961 million, respectively. In terms of the balance of trade it is expected that the imports of most of the basic food staples, meat and dairy products will increase and exports will decrease. For example, whereas the total value of exports of maize and sugar exceeded the total value of imports of wheat and rice in 2009, it is expected to be the opposite by 2020 where the value of imports of wheat and rice will exceed the value of exports of sugar and maize by a significant margin. The opposite trend is expected for wine, fruits and some of the oilseeds where the increase in the value of exports should outpace the in crease in the value of imports. Global trading will continue to present its own unique challenges with heightened sanitary and phytosanitary barriers, increased concerns regarding food safety and the additional need for traceability and good agricultural practices. There are new requirements in terms of corporate social responsibility and worker welfare, as well as concerns about climate change and the associated buzzwords of “food miles” and “carbon footprints”. A huge challenge is to increase the share of processed agricultural products within the country’s total agricultural exports. Forestry sector Following two decades of shrinkage of the country’s plantation resources and increasing pressure on natural forests and woodlands, forestry’s goal is to ensure renewed growth, transformation and sustainability throughout the value chain in economic, social and environmental terms in ways which continue to improve the lives of the poor. Of increas ing importance is the role which plantations (and the timber processing and manufacturing industries which they sup port) can play in South Africa’s energy security and commitments to address climate change. In general there are three categories of forests, namely indigenous forests, woodlands and plantation forests. Forestry activities in indigenous forests and woodlands are not limited to the protection of the resource as a natural heritage, but include their development, use and management, as well as the management and processing of non-timber forest products. Plantation forestry practices include the establishment of vast areas of land with exotic species that are har vested and processed into pulp for the paper and packaging industries, sawn timber, furniture, shelving, flooring, etc. In terms of land use the area under forestry is about 1,28 million ha (approximately 1%) of the total South African land area of 122,3 million ha. The forestry sector (forestry and forest products) contributes about 1,3% to the GDP. In terms of regional GDP, forestry in KwaZulu-Natal contributes 4,7%, while Mpumalanga contributes 5,5%, the Eastern Cape 0,7%, and Limpopo Province about 0,7%. The export of forest products has increased from R9,5 billion in 2001 to R14,8 billion in 2008. Imports totalled R11,3 billion in 2008. Forestry provides livelihood support for 2,3 million people of South Africa’s rural population. The forestry sector em ploys about 170 000 workers. The forestry sector provides about 77 000 direct jobs and 30 000 indirect jobs. The pulp and paper industry provides approximately 13 200 direct and 10 800 indirect employment opportunities. Some 20 000 workers are employed in saw-milling, and 6 000 in the timber board and 2 200 in the mining timber industries. Another 11 000 workers are employed in miscellaneous jobs in forestry. Labour intensity in the forestry and forest products sector can change significantly over time. For example, if propor tionately more land is used for pulpwood production, overall labour intensity will decline in the forests and in the processing plants. On the other hand, a move to higher value within South Africa, for example through high-value saw log production and processing and marketing of high-quality solid wood products from this resource, could contribute to higher and more rewarding employment. Ownership in the forestry sector is skewed, with the majority of forestry plantations owned by a handful of grower processor multinational corporations. Ownership in forestry is similar to other parts of the world where, given the long term nature of the investments required in growing timber and the highly capital intensive nature of large-scale process ing and manufacturing, there is a fairly high concentration of ownership among larger companies. The majority of forestry plantations are therefore owned by 11 large companies, some of whom are multinational. There are two more cooperatives which control a significant percentage of the independent small and medium growers and this is a model thought to be useful for the more than 30 000 other small growers in the country. There is also a rapid development of black ownership and management in the form of out-grower timber schemes and increasing ownership of larger com panies with a recent empowerment transaction worth over R800 million. Although the area under plantations has decreased over the past few years from a peak of 1 518 138 ha in 1997 to about 1 257 341 ha in 2008, the volume of production has increased from 18 641 228 m³ to 20 100 000 m³ during the PART A: Strategic overview 13 same period. South Africa is approaching the limits of increasing productivity from a declining resource. As a result, government has prioritised the expansion of the plantation area in areas where it is economically, environmentally and socially appropriate to do so. This is important not only for the country’s growth, but also for transformation, as it is dif ficult to achieve meaningful change in any of the key transformation areas in a stagnant or declining sector. This is why the IPAP of the Department of Trade and Industry (the dti) has prioritised growing the area under plantations. The Forest Sector Transformation Charter is also a transformation and growth strategy. South Africa is facing a looming shortage of softwood sawn timber and hardwood pulpwood over the medium and long term. The current estimated shortage of timber sawlogs is approximately 13%. Challenges facing forestry are as follows: • Forest fires, pests and diseases • Regulatory environment • Limited forestry research and development • Skills shortage • Lack of funding to invest in forestry • Shortage of timber in the country • Forest degradation Opportunities for action in forestry are as follows: • Implementation of an Integrated Fire Management Programme • Integrated land use resource assessment • Expansion of the Afforestation Programme in the Eastern Cape and KwaZulu-Natal • Rehabilitation of degraded natural forests and woodlands • Implementation of forest conservation programmes • Rehabilitation of existing plantations • Expansion of the Wattle Jungle Conversion Programme • Upscaling of the Million Trees Programme • Development of the Working for Forestry Programme • Greening and maintenance of open spaces Fisheries sector The mandate and core business of fisheries (marine and coastal management) is to manage the development and sustainable utilisation of marine and coastal resources, to maximise the economic potential of the fisheries sector and to protect the integrity and quality of the country’s marine and coastal ecosystems. The main challenge in fisheries is to create a balance between maximising the social and economic potential of the fisheries industry while protecting the integrity and quality of the country’s marine and coastal ecosystems and addressing transformation in the sector. Expansion of the fisheries sector’s total activity is limited by the natural productive capacity of the living marine re sources from which the activities derive, and the necessity to limit and control the harvesting pressure according to what the resources can sustain on a long-term basis. South Africa has a well-established fishery sector comprising two components, namely wild capture fisheries and an aquaculture component, which is under development. Wild capture fisheries currently include three distinct compo nents (commercial, recreational and subsistence fisheries), each of which requires specific research and management interventions. The commercial fishing sector can be further broken down into highly industrialised capital-intensive fisheries, which generally operate in deep water (e.g. hake trawl and pelagic purse seine fisheries) and near-shore fisheries that are more easily accessible and use more traditional types of gear (line fishery and near-shore rock lobster hoop net fishery). Fishing contributes approximately 0,5% to the GDP and is regionally important, especially in the Western Cape where it contributes about 2% to the gross geographic product. South Africa is a net exporter of fish and fish products and 55% of the demersal trawl catches are exported. Almost the total production in rock lobster, squid, tuna and demersal lon gline is exported. On average, South Africa exports about 160 000 tons of fish per year and imports approximately 55 000 tons. The value of exports and imports during 2008 was approximately R3,1 billion and R1 billion, respectively. The commercial fishing industry currently employs approximately 27 000 people directly and approximately 100 000 indirectly, while aquaculture provides about 1 850 direct employment opportunities on farms. Regarding commercial fisheries, marine living resources are considered to be fully utilised and high-value species largely overexploited. However, some rebuilding strategies are under way, for example in hake, rock lobster and aba lone. The annual production of commercial fisheries is more than 600 000 tons, valued at R5,8 billion. Demersal fishing industries contribute about 70% of the total value of fishing. Large-scale capital investment (e.g. in vessels, factories) DAFF Strategic Plan 2011/12–2014/15 14 is generally a prerequisite for commercial participation. Long-term commercial rights have been allocated in 22 fishing industries, with just over 2 900 rights holders and about 1 788 vessels. New fisheries introduced since 1994 include large pelagics longline, patagonian toothfish and an experimental fishery for octopus. Certain other fisheries such as horse mackerel and round-herring have potential for expansion, but more research in the form of surveys is required to improve population estimates. There is potential for value addition and job creation in, for example the pelagic fishery for anchovy, but an implementation strategy and incentives are needed to stimulate its development. Participation in subsistence fisheries is broad—coastal communities have traditionally made use of inter-tidal and shallow-water resources as a source of food. Only surplus not consumed by fishers is sold locally. Some 147 fishing communities, 28 338 fisher households and about 29 233 people are considered true subsistence fishers. A draft pol icy (for the recognition, allocation and management of small-scale fishing rights) is being developed for small-scale fishing. Annual recreational fishing licences (all industries) total approximately 300 000. Income generated from these licences amounts to R18 million. However, the number of licensed recreational anglers is estimated at around 186 000. The actual annual catch is about 17 000 tons of high-value species. Aquaculture production is currently underdeveloped and focused mainly on high-value products (abalone, oysters and mussels). The current aquaculture production level is 3 543 tons worth about R218 million. Production can increase to over 90 000 tons worth about R2,4 billion over the next 10 to 20 years. Most marine aquaculture is capital and skills intensive. Marine aquaculture also has limited potential because of the coastline—few protected areas, high energy coastline and the high cost of land based activities. Distance from the markets means the focus is on high-value prod ucts. There are also concerns about genetic contamination and environmental impacts in sensitive areas. Challenges facing fisheries are as follows: • The value of production is restricted by the size of the national resource and threatened by declining fish stocks in certain fisheries. The profitability of the fishing industry is largely determined by factors such as international prices, exchange rates, fuel prices, quota allocations and the actual biomass of fish present. • Growth in the industry is dependent not only on labour and capital inputs, but also on the stock of fish available. • There are currently over 2 900 rights holders utilising 1 788 vessels in 21 different fisheries. This has decreased since 2002, which is in line with the international trend to decrease the number of fishing vessels to reduce the pres sure on the resources. Opportunities for action in fisheries are as follows: • Rehabilitation programmes such as the rebuilding of depleted fish stocks that contribute to job creation and sustain able livelihoods • Investing in the sustainable management and efficient use of marine living resources, which can make a significant contribution to job creation while improving the environment • Enforcement programmes such as green scorpions and environmental courts • The allocation of additional fishing rights in certain fishing industries, which can contribute to job creation and sus tainable livelihoods • Infrastructure development and investment in the 12 fishing harbours, which can contribute to increased socio economic and tourism opportunities • Aquaculture development programmes, which also have the potential to play an important role ORGANISATIONAL ENVIRONMENT The macro-organisational structure which aims to integrate the agriculture, forestry and fisheries functions was ap proved by the Minister of Agriculture, Forestry and Fisheries. In developing the new organisational structure the follow ing activities were reviewed: • The strategy and mandate of the DAFF and the requirements of the service delivery model; • Legislation related to each of the three functional areas to be integrated into the newly established department; • The current structures related to each of the three functional areas to be combined into the new department; • Engagement with stakeholders in respect of the design process and the content of the proposed structure, and; • The organisational structure in the context of good design principles, as defined by the Department of Public Service and Administration (DPSA). A summary of the Senior Management Services (SMS) posts in terms of the approved macro-organisational structure is reflected in the following table. PART A: Strategic overview 15 SMS posts Number of posts Director-General Deputy Director-General Chief Director Director 1 9 28 84 TOTAL 122 Human Resources Management Plan During the current financial year (2011/12), the department will embark on the refinement of the macro-organisational structure. Organisational and post establishment refinement investigations will be prioritised in terms of the identified functional areas in order to determine the nature and extent of the functions and to allocate resources to render the required services effectively and efficiently, while remaining within the budget allocation for the department. The func tional areas that need to be capacitated in order to support the departmental priority areas are: National Extension Reform, National Extension Support, Sector Transformation, Stakeholder Relations and Intergovernmental Relations. A service delivery model for corporate support services will also be investigated to demarcate the roles between the department’s head office and the regional office, with strategic objectives and policy design frameworks being set at head office level and delivery being undertaken by the regional offices. The department acknowledged the importance of its human resources through the establishment of a Directorate: Employee Relations to facilitate sound employee relations through the development, implementation, monitoring and evaluation of human resource management policies and practices, as well as to facilitate the administration of progres sive discipline. In improving the strategic focus of the human resource management function a need was identified to elevate the recruitment and selection unit to a higher level. The size of the organisation and diversity of its functional responsibilities require that the recruitment and selection unit need to function on a directorate level. Because of budget constraints this directorate could not be established, but the need will be reprioritised in the new financial year. The department will facilitate a performance management culture to develop systems to ensure synergy between indi vidual and organisational performance by establishing a dedicated performance management and development team. Departmental structure Corporate Services Policy, Planning, Monitoring and Evaluation Agriculture Production, Health and Food Safety Chief Financial Office Economic Development, Trade and Marketing Forestry and Natural Resources Management Stakeholder Relations, Communication and Legal Services Food Security and Agrarian Reform Fisheries Management Branches CD: Operations Support DIRECTOR-GENERAL DAFF Strategic Plan 2011/12–2014/15 16 Description of the strategic planning process A comprehensive environmental scan was conducted for the financial years 2009/10 to 2014/15 and a new vision and mission developed for the new DAFF. The mission was linked to the core business outlining how things will be done in the course of realising the vision, as well as the “values” guiding principles for the department. A holistic view to iden tify opportunities and threats of the external environment, including the organisation‘s internal strengths and weak nesses, was enabled to determine the environment in which the organisation operates. A range of available options were teased out, given the unique environment and business history and the government-wide system of planning. In the 2010/11 financial year, the DAFF reviewed the strategic goals and objectives and introduced a “Lets Value Engineer”—a new systems thinking initiative as a new approach of doing things “differently”. Value Engineering (VE) systematically focuses the collective wisdom of multidisciplinary groups, with a common objective. Functionally the DAFF’s SMS members prioritised what needs to be done and then creatively identified how best to achieve the tar geted results. The blueprint for the DAFF was defined for the future if the department is to meet the presidential out comes as prescribed. The DAFF identified 71 issues to deal with if it has to deliver seriously on the presidential outcomes. These 71 issues were then functionally paired into 15 results to achieve using VE techniques, which were then functionally prioritised against the VE workshop objective. The top five issues that need to be addressed by the department were identified by using functional analysis, a technique and cornerstone of VE. The generic objective for the DAFF as defined by the VE workshop is “To improve the operational efficiencies and service delivery effectiveness by 20% year-on-year”. The top five issues as prioritised using the VE methodology against the generic DAFF objective are as follows: • Basic function – Align planning with government priorities • Secondary functions – Excel in operations – Adhere to regulatory framework – Align structures with strategies – Ensure technical relevance The process included the consideration of government outcomes with the DAFF prioritising outcomes 4, 7 and 10. Significant work has been done in collaboration with relevant stakeholders regarding the prioritised outcomes. The Sector Plan was also considered and a decision was taken to review it to incorporate forestry and fisheries and to align it to government priorities. This process is still in progress. Cascading and implementing the strategy The government-wide planning and the MTSF inform and align the department’s plans on three levels of planning, namely: the five-year Strategic Plan, chief directorates’ Annual Business Plans (ABPs), directorates’ Annual Performance Plans (APPs) and Operational Plans. The plans are cascaded respectively into branches, chief directorates and direc torates’ lowest level of planning. Individual performance agreements of SMS members are aligned to these plans. At the level of operational plans, strategic outputs are broken down into clear milestones with implementable activities. Plans highlight various action steps to be taken to address the respective unit’s priorities, the various deliverables and its associated performance indicators, responsible persons, target dates, etc. At this level, individual work plans are aligned to the operational plans. The plans and budgets are integrated and operational and line managers are held accountable for the inputs that are allocated to resource their strategic plans. In terms of the Public Finance Management Act (PFMA), 1999 (Act No. 1 of 1999), better budgeting, extends accountability not only to the expenditure of inputs, but more importantly, to the efficient and effective achievement of outputs in line with strategic priorities. The implemen tation strategy will reflect on the aspects of daily service delivery activities of the DAFF to ensure that the DAFF’s busi ness community is well informed. Monitoring and evaluation The department will develop monitoring and evaluation plans to ensure that high-quality performance information, which is authentic, correctly calculated, reliable and verifiable, are reported at service delivery forums and that evidence is readily available. The focus will be dedicated to findings on monitoring and evaluation of planned outputs on the Strategic Plan, and analyses of progress towards achieving Strategic Plan outputs on a monthly basis. All operational plans are also loaded into a knowledge bank reporting system to be reported against on a monthly basis. The reports of Operational Plans will be aligned to the status reported against strategic outputs. Service standards and turnaround times will be developed for each service, which needs to be reported against on a monthly basis. PART A: Strategic overview 17 The use of a Service Delivery Improvement Plan (SDIP) should lead to improvement in the levels of service in the de partment. In-year monitoring systems will be developed to inform the Citizens report on service delivery. Underperforming services will be isolated through analysis of in-year reports to develop the SDIP. Agriculture, Forestry and Fisheries amalgamated (DAFF) DAFF environmental scan (vision, mission and values reviewed) Adoption of three Presidential outcomes by DAFF DAFF performance monitoring, evaluation and reporting DAFF strategic goals and strategic objectives (reviewed and aligned with outcomes) DAFF detailed deliverables planned against outcomes and priorities Value engineering (priorities against outcomes identified) Overview of the departmental planning process Strategic goals and objectives The DAFF’s strategic goals and objectives were conceptualised from the priorities in the MTSF, which was analysed. Issues relevant to the department were identified and developed into six strategic goals and a number of strategic ob jectives to support each goal. The strategic goals and objectives will assist the department to contribute to the achieve ments of the MTSF priorities to ultimately achieve the department’s mission. The following strategic goals (SGs) and stategic objectives (SOs) will be implemented over the medium term through strategic action programmes. SG 1: Increased profitable production of food, fibre and timber products by all categories of producers (sub sistence, smallholder and commercial) Strategic objectives SO 1: Promote efficient production, handling and processing of food, fibre and timber SO 2: Coordinate government food security initiative SO 3: Improve production systems anchored in commodities with a competitive and comparative advantage in each province SO 4: Comprehensive support towards rural development SG 2: Sustained management of natural resources Strategic objectives SO 1: Promote environmentally sustainable production systems SO 2: Ensure the sustainable management and efficient use of natural resources SO 3: Ensure protection of indigenous genetic resources SO 4: Increase contribution to green jobs to improve livelihoods SG 3: Effective national regulatory services and risk management systems Strategic objectives SO 1: Promote safe food by managing the level of risks associated with food, diseases, pests, natural disasters and trade SO 2: Establish and maintain effective early-warning and mitigation systems DAFF Strategic Plan 2011/12–2014/15 18 SG 4: A transformed and united sector Strategic objectives SO 1: Increase equity, ownership and participation of previously disadvantaged individuals (PDIs) SO 2: Enhance systems to support the effective utilisation of assets SO 3: Improve social working conditions in the sector SO 4: Provide leadership and support to research, training and extension in the sector SG 5: Increased contribution of the sector to economic growth and development Strategic objectives SO 1: Increase growth, income and sustainable job opportunities in the value chain SO 2: Increase the level of public and private investment in the sector SO 3: Increase domestic and international market access for South African and African agricultural, forestry and fishery products SO 4: Increase production of feedstock to support the manufacturing sector SO 5: Promote the use of feedstock by-products for renewable energies SG 6: Effective and efficient governance Strategic objectives SO 1: Establish and strengthen cooperative governance and functional relations with local and international stake holders SO 2: Strengthen policy, planning, monitoring, evaluation, reporting and sector information SO 3: Provide effective audit, investigative and legal, human resources and financial risk management SO 4: Improve departmental service excellence through the implementation of quality standards, Batho Pele (people first) principles and the general legislative mandate SO 5: Provide leadership and manage communication and information Strategic outcome oriented goals The following goal statements and outcomes were developed, linked to the departmental strategic goals to achieve the department’s mission: Strategic goal Goal statement Outcome SG 1 Increased profitable production of food, fibre and timber products by all categories of producers (subsistence, smallholder and commercial) Vibrant, equitable, sustainable rural communities contributing towards food security for all SG 2 Sustained management of natural resources Protect and enhance our environmental assets and natural resources SG 3 Effective national regulatory services and risk management systems All people in South Africa are and feel safe SG 4 A transformed and united sector An efficient, effective and development oriented public service and empowered, fair and inclusive citizenship SG 5 Increased contribution of the sector to economic growth and development Decent employment through inclusive economic growth SG 6 Effective and efficient governance Create a better South Africa, a better Africa and better world PART B Strategic objectives DAFF Strategic Plan 2011/12–2014/15 20 Administration PURPOSE Provide strategic leadership, management and support services to the department. The aim of the programme is to lead, support and promote agricultural, forestry and fisheries resource management through policies, strategies and pro grammes to enhance sustainable use, and to achieve economic growth, job creation, food security, rural develop­ ment and transformation. The programme comprises the Ministry; Departmental Management; Financial Administration; Internal Audit; Corporate Services; Stakeholder Relations and Legal Services; Policy, Planning, Monitoring and Evaluation; and Office Accom­ mo dation. Corporate Services: To tender sound human resources management and development, security and information management. Chief Financial Office: To provide the department with sound financial services. Policy, Planning and Monitoring and Evaluation: To direct the provision of policy analysis, formulation, planning and monitoring and evaluation in order to facilitate the improvements of the department’s performance. Stakeholder Relations, Communication and Legal Services: To provide the department with legal and communica­ tion services and promote intergovernmental and stakeholder relations. PROgRAMME dELivERABLES Strategic objective Strategic outcome Outcome indicators Strategic interventions 2011/12–2014/15 Strategic goal 1: Increased profitable production of food, fibre and timber products by all categories of producers (subsistence, smallholder and commercial) SO 2: Coordinate government food security initiative Enabling institutional environment for sustainable and inclusive growth 30% of smallholder farmers organised into producer asso ciations to give collec­ tive power in negotiations for inputs and marketing Improved coordination of rural farmers and small­ scale fishers into producer associations Facilitate and support the establishment of commodity structures and associations Strategic goal 4: A transformed and a united sector SO 1: Increase equity, owner­ ship and participation of PDIs One functional funding facility Functional financial schemes One­stop Development Fund Value Chain Financing Model Strategic goal 6: Effective and efficient governance SO 1: Establish and strengthen cooperative governance and functional relations with local and inter­ national stakeholders Advancement of the South African Agenda and sustainable development Contribution to regional, continental security and stability Improve intergovernmental and stakeholder relations through active interaction with Cooperative Gov­ ernance and Traditional Affairs (COGTA) and other spheres of government SO 2: Strengthen policy, planning, monitoring, evaluation, reporting and sector information Effective monitoring, evaluation and reporting system(s) for improved service delivery Integrated monitoring and evaluation (M&E) system for the sector Align and improve M&E systems in DAFF, provincial departments of agriculture (PDAs) and state­owned entities (SOEs) Comprehensive economic and statistical information for the agriculture, forestry and fisheries sector Adequate information available for decision­ making purposes Economic performance monitoring and provision of national sector statistics PART B: Strategic objectives 21 Strategic objective Strategic outcome Outcome indicators Strategic interventions 2011/12–2014/15 SO 2 (cont.) Aligned and coordinated policy and planning system(s) for improved strategies, programmes and plans in line with government priorities Strengthened planning and policy formulation processes Update and align policies and plans for national, provincial and local spheres to the electoral mandate and the MTSF SO 3: Provide effective audit, investigative and legal, human resources and financial risk management Improved human resources (HR) management and development support Improved adherence to per­ formance management and development system (PMDS) Review PMDS, monitor and evaluate performance Shorten appointment period and reduce vacancy rate Monitor vacancy rate and interact with South African Social Security Agency (SASSA) and South African Qualifications Authority (SAQA) Percentage of SMS trained on disciplinary procedures Implement training programme Human Resources Development (HRD) Strategy aligned to Vision 2015 Implement HRD Strategy Safe, secure, healthy and conducive working environment Percentage reduction in disease burden/incapacity Establish health and wellness service points in provinces Percentage (%) of high se­ curity risk areas addressed Ensure compliance to se cur­ ity policies and systems SO 4: Improve departmental service excellence through implementation of quality standards, Batho Pele principles and general legislative mandate Improve sound financial management and accountability Unqualified audit report Improve financial systems and practices Efficient service delivery Improved customer satisfaction Develop and implement Client Service Plan SO 5: Provide leadership and manage communication and information Well­informed internal and external publics Increased awareness of DAFF mandate and services Align communication strategies to the government’s National Communication Strategy Improved business processes and application Integrated information and communication technology (ICT) system processes and technology Optimise ICT infrastructure and utilisation STRATEgiC OBJECTivES The strategic goals and objectives, indicators and targets for the subprogrammes Human Resources; Chief Information Officer; and Stakeholder Relations and Communications, are reflected as follows: Strategic goal Strategic objective indicator Target 2011/12 2012/13 2013/14 2214/15 1 2: Coordinate government’s food security initiative 30% of farmers organised into producer associ ations 8% 8% 8% 8% Number of commodity structures established 9 9 9 9 DAFF Strategic Plan 2011/12–2014/15 22 Strategic goal Strategic objective indicator Target 2011/12 2012/13 2013/14 2214/15 4 1: Increase equit y, own­ ership and participation of PDIs Number of smallholder and subsistence farmers access­ ing financial services Finance Funding Model developed Development of Finance Funding Model reviewed Development of Finance Funding Model reviewed Development of Finance Funding Model reviewed 10 000 smallholder farmers accessing financial services 10 500 smallholder farmers accessing financial services 11 000 smallholder farmers accessing financial services 12 000 smallholder farmers accessing financial services 10 000 subsistence farmers accessing financial services 10 500 subsistence farmers accessing financial services 11 000 subsistence farmers accessing financial services 12 000 subsistence farmers accessing financial services Number of successful PDI farmers 284 distressed farmers financed and supported 50 distressed farmers financed and supported 100 distressed farmers financed and supported 150 distressed farmers financed and supported 6 1: Establish and strengthen cooperative governance and functional relations with local and inter national stake holders Percentage of interactions with COGTA and other spheres of government 100% 100% 100% 100% Number of pre scribed Marine Living Resources Act (MLRA) struc­ tures established One consultative advisory forum One transformation council Maintenance and ongoing support of structures Maintenance and ongoing support of structures Number of small­scale fish­ ers organised into community­ based entities 5 10 10 5 Enhanced stakeholder participation Develop and implement Stakeholder Strategy Implement Stakeholder Strategy Implement Stakeholder Strategy Review Stakeholder Strategy International multilateral and bilateral fisher­ ies agreements implemented Develop International Fisheries Strategy 25% of strategy implemented 25% of strategy implemented 25% of strategy implemented Develop Inter­ govern mental Fisheries Strategy–100% 25% of strategy implemented 25% of strategy implemented 25% of strategy implemented 2: Strengthen policy, planning, monitoring, evaluation, reporting and sector information Effective planning system for the sector Align national and provincial plans with Presidential outcomes and targets Update plans in alignment with MTSF Update plans in alignment with MTSF Update plans in alignment with MTSF PART B: Strategic objectives 23 Strategic goal Strategic objective indicator Target 2011/12 2012/13 2013/14 2214/15 6 (cont.) Aligned strate­ gic, business and implemen­ tation plans Continuous programme planning support Continuous programme planning support Continuous programme planning support Continuous programme planning support Existing policies reviewed Review existing policies Update and align policies Update and align policies Update and align policies Targeted research and development (R&D) programme developed Implement targeted R&D programme Monitor, coordinate and report on targeted R&D programme Monitor, coordinate and report on targeted R&D programme Monitor, coordinate and report on targeted R&D programme M&E systems coordinated Monitor and assess the performance of DAFF, PDAs and SOEs Monitor and assess the performance of DAFF, PDAs and SOEs Monitor and assess the performance of DAFF, PDAs and SOEs Monitor and assess the performance of DAFF, PDAs and SOEs Comprehensive economic reports for the sector Reports on eco­ nomic indicators and trends for the sector Reports on eco­ nomic indicators and trends for the sector Reports on eco­ nomic indicators and trends for the sector Reports on eco­ nomic indicators and trends for the sector Comprehensive statistical database for the sector National statistical information and reports National statistical information and reports National statistical information and reports National statistical information and reports 3: Provide effec­ tive audit, investigative and legal, human re­ sources and financial risk management Percentage of PMDS adhered to 80% adherence to PMDS 100% adherence to PMDS 100% adherence to PMDS 100% adherence to PMDS Annual reduction in vacancy rate 12% 11% 10% 9% Percentage of SMS members trained on disciplinary procedures 60% SMS members trained 80% SMS members trained 100% SMS members trained 100% SMS members trained Percentage of employees trained and developed on HRD Strategy 30% of HRD Strategy implemented 70% of HRD Strategy implemented 90% of HRD Strategy implemented 100% of HRD Strategy implemented Number of service points established 1 service point per province (1 official) Fully capacitate 3 service points with 3 compo­ nents: Human Immuno defici­ ency Virus (HIV), Em ployee Assist ance Pro­ gramme (EAP), Occupa tional Health and Safety (OHS) Fully capacitate 3 service points with 3 components: HIV, EAP, OHS Fully capacitate 3 service points with 3 components: HIV, EAP, OHS DAFF Strategic Plan 2011/12–2014/15 24 Strategic goal Strategic objective indicator Target 2011/12 2012/13 2013/14 2214/15 6 (cont.) Percentage reduction on disease burden (communicable and non­ communicable diseases, etc.) Reduced by 10% 20% 20% 30% Improved adherence to Security Policy and systems Review Security Policy Monitor compliance to Security Policy and systems Monitor compliance to Security Policy and systems Monitor compliance to Security Policy and systems MLRA reviewed and implemented Review of the MLRA and alignment of departmental policies Draft Bill submitted to Cabinet Implementation of Amended MLRA Implementation of Amended MLRA 4: Improve the DAFF’s service excellence through imple menta­ tion of quality stan dards, Batho Pele principles and general legislative mandate Compliance to legislation, prescripts, procedures and guidelines Unqualified audit report on financial statements Unqualified audit report on financial statements Unqualified audit report on financial statements Unqualified audit report on financial statements % improvement in customer satisfaction index 25% 25% 25% 25% 5: Provide leadership and manage com muni ca­ tion and information Integrated information and communication technology (ICT) systems 100% migration and integration 100% ICT systems maintenance 100% ICT systems maintenance 100% ICT systems maintenance Master System Plan (MSP) approved and implemented Integrate and review MSP Implement phase 1 of MSP Implement phase 2 of MSP Implement phase 3 of MSP Knowledge and Information Management (KIM) Strategy approved and implemented Implement phase 1 of KIM Strategy Implement phase 2 of KIM Strategy Implement phase 3 of KIM Strategy Implement phase 4 of KIM Strategy Approved communication strategies Develop and implement communication strategies Revise and implement strategies Revise and implement strategies Revise and implement strategies OvERviEw Within the Administration Programme, there are four branches namely: Corporate Services; Stakeholder Relations, Com munication and Legal Services; Chief Financial Office (CFO); and Policy, Planning, Monitoring and Evaluation. Each branch is divided into chief directorates and directorates managed by the DDGs, Chief Directors and Directors, respectively. All the branches are linked to the five strategic objectives which ultimately contribute and support to stra­ tegic goal number six (6). Performance indicators will be used to measure the achievement of strategic objectives over the MTEF period. Each performance measure will be attached to the relevant branch’s chief directorate. PART B: Strategic objectives 25 PROBLEM STATEMEnT Lack of comprehensive consultation with stakeholders, particularly the rural stakeholders, improper organisation of small­ holder farmers, fishers and foresters has led to poor access to markets for this group. By establishing proper commu­ nication channels and legal support to the department and these groups of stakeholders, major improvements can be achieved. Inadequate capacity to support human resource development and financial resources is another challenge which hampers the department to achieve its objectives. Potential risk management, occupational risks, health com­ plexities and psychosocial problems also have a greater impact on employee’s productivity level. Safety and security of employees will minimise the potential for loss. iMPLEMEnTATiOn STRATEgy The department identified the importance of a stakeholder engagement strategy to ensure achievement of its objec­ tives. As a result, the legal support will be strengthened to facilitate improvement of partnership management, com­ munication and stakeholder relations. Human resources development will be improved in support of weaknesses in agrarian reform beneficiaries. The DAFF will prioritise resources to accelerate the implementation of scarce skills de­ velopment programmes. The required capacity will ensure efficient and effective implementation of the development agenda of government which contributes to household food security and creates decent and sustainable livelihoods in rural areas. Training and development To provide effective and efficient services, the department will deal with challenges brought forth by the amalgamation of the new functions through training and development. The DAFF will continue to implement management develop­ ment programmes to ensure a continuous supply of junior, middle and senior managers and a mentorship programme to enhance leadership. Skills gaps identified during the skills audit will be addressed through various interventions such as learnership and bursary schemes. An estimated 300 new bursaries will be processed for the employees in the department for 2011/12. In reducing the illiteracy level, employees will continue to enrol at level 1–5 on adult basic education and training (ABET) programmes. Employee health and wellness The department will align with the approved Employee Health and Wellness (EH&W) Framework for the public service led by the DPSA. The DAFF will continue to render services and advocacy programmes in disease management, HIV counselling and testing, psychosocial services and access to health information through the EAP. All the employees of the department will access the EAP as per the Batho Pele principles. Professional security services will be provided to people, state property and information against security risks and threats in line with minimum information security standards and minimum physical security standards. The department will ensure that 33% of the employees deployed in high­risk areas, attend safety­related generic training, and are sub­ jected to risk assessments and medical surveillance exercises according to the provisions of the Occupational Health and Safety Act. This will be coupled with administrative services in terms of occupational injuries and diseases. Employee relations have been identified as an area of importance that will equip managers with sound employee rela­ tions, policies and practices. Training will continue to be conducted in terms of the policy and procedures on incapacity and ill­health retirement. gender and transformation The department will ensure gender mainstreaming and transformation through the implementation of the Heads of Department (HoDs) 8 Principle Action Plan for promoting women empowerment and gender equality as well as increas­ ing the number of people with disabilities to 2% by 31 March 2012 in the public service. Monitoring mechanisms are put in place, including reviewing all appointments from salary level 9 upwards, so that they feed into the development of an SMS pool of women and people with disabilities at SMS levels. These will continue to be integrated in the performance agreements of the SMS members. Sector human capital development Over the MTEF period the DAFF will accelerate a process towards the promulgation of the Agricultural Training Insti­ tutes Bill, thereby ensuring the positioning of the twelve colleges of agriculture to operate as national training institutes DAFF Strategic Plan 2011/12–2014/15 26 and as centres of excellence and rural wealth creation. The department will continue to facilitate and monitor the imple­ mentation of the Commodity­based Mentorship Programme in all nine provinces in support of the projects on the ground. To ensure return on investment in training, the department will ensure that the beneficiaries of the Comprehensive Agri­ cultural Support Programme (CASP) are subjected to quality training, which is guided by approved training business plans. On the part of extension, the department will continue the implementation of the Extension Recovery Plan. More than 1 500 employees will undergo various types of appropriate skills training programmes while more than 1 000 will con­ tinue to upgrade their qualifications. The DAFF will continue to monitor the benefit of the newly introduced innovative Extension Suite On­line, ensuring that all extension officers make optimal use of the system. The use of the Farmer’s green book by all farmers will be enhanced. The department will continue to engage with the Department of Higher Education and Training (DHET) to ensure the alignment and relevance of the work of agricultural and forestry line function sector education and training authorities (SETAs), the alignment of agricultural, forestry and fisheries curricula at institutions of higher learning, make a joint ef­ fort in sourcing of resources for implementation of ABET in the sector and the development of an agricultural, forestry and fisheries vocational training strategy. implementation of iCT Strategy In this financial year, the department intends to centralise funding for all information and communication technology (ICT) services, and implement wireless connectivity to 11 sites across forestry regions as a last phase of the cut­over migration of forestry and fisheries. The server operating systems will be upgraded to the approved version and virtu­ alisation in the Windows environment will be implemented. Implementation of the systems that were planned in the previous financial year will be deployed, and planning will commence for the following legacy systems: Forlats, Asset Management, and Seed Analysis. The ICT Strategy for 2011/12–2014/15 is as follows: Project Time frame Priority Budget The implementation of radio links to remote sites, and where it is not working, the investigation of alternative solutions Apr. 2011 to Mar. 2012 2 Yes Communicate ICT training (end­user) to department (e.g. ICT circular) Apr. 2011 to Mar. 2012 2 No Conversion of current contractor positions to permanent positions in a phased approach Apr. 2011 to Mar. 2013 2 Yes Request for D: ICT to be co­opted to DEXCO for ICT observation purposes Apr. 2011 to Mar. 2012 1 No Send ICT customer satisfaction survey to all DAFF users (e.g. Heat software) Apr. 2011 to Mar. 2012 2 No Resend request for representatives at information technology (IT) user group to all directors Apr. 2011 to Jun. 2011 3 No Update ICT policies and procedures (e.g. forms, procedures, service catalogue) on Intranet Apr. 2011 to Mar. 2012 1 No Prepare current infrastructure to be Virtual Machine Ware (VMW) ready Apr. 2011 to Mar. 2012 2 Yes Implementation of server operating systems upgrade May 2011 to Apr. 2012 2 Yes ICT day as an awareness campaign with different presentations for departmental officials Jul. 2011 to Sept. 2011 2 Yes Implement change control (Heat software) to other ICT units Aug. 2011 to Mar. 2012 2 No Investigate and implement the roll­out of FOSS OpenOffice Apr. 2012 2 No Create post for ICT Trainer/System Tester Apr. 2012 to 2014 3 Yes Develop and review of the MSP Apr. 2012 to 2014 1 Yes Implementation of the Disaster Recovery Plan (DRP) for ICT services Medium to long term 1 Yes Conduct research on: Antivirus protection, remote management, backup software, server capacity planning, configuration management database (CMDB), SharePoint, document management, Voice over Internet Protocol (VoIP), auto password generation and single sign­on, Oracle or MS SQL for AGIS conversion Apr. 2011 to Mar. 2012 2 No Development of legacy systems (Asset Management, Seed Analysis, Forlats, ASTATS and Trade Permit) Apr. 2011 to Mar. 2012 1 Yes PART B: Strategic objectives 27 Acquisition and asset management Fixed capital assets The department normally plans for the construction of new buildings and repairs and maintenance of fixed capital as­ sets in conjunction with the official programme of the DPW. Once needs have been identified a certified needs assess­ ment is submitted to the DPW as the custodian of all government buildings. The following multi­year projects have been identified for the MTEF period 2011/12, 2012/13 and 2013/14: Project name Type Project description 2011/12 2012/13 2013/14 Foot­and­mouth disease (FMD) border fence Fence, access roads and water control structures 20 km elephant control fence and 20 km normal fence 28 000 28 000 28 000 Drilling Boreholes 120 boreholes per year 7 000 7 500 8 000 Lesotho border fence Border fence Farmers to erect and maintain fence as per court order and compensated for it for 500 km 2 000 2 000 2 000 Durban Quarantine Station Quarantine station Quarantine station – – – Stellenbosch: Administrative building Office building Additional office building – – – King Shaka International Airport (KwaZulu­Natal): Kennels Kennels Dog kennels 771 1 941 1 174 Upington: Offices and laboratory Office building and laboratory Office and laboratory building 332 837 506 Upington: Locust control depot Store Store 1 169 – – Upington: Fencing of locust control site Fence Perimeter fence – – – Stellenbosch: Chemical store Chemical store Chemical store – – – Grootfontein Agri cultural Development Institute: New hostel Building Accommodation facilities for students – – 6 839 Cape Town: Sniffer dog kennels Kennels Dog kennels 771 1 941 1 174 Total 40 043 42 219 47 693 Movable assets The following is a summary of the anticipated acquisition of movable assets and related costs: Asset type 2011/12 2012/13 2013/14 R’000 R’000 R’000 Buildings and other fixed structures Machinery and equipment Software and other intangible assets 42 114 69 640 783 42 563 41 083 789 43 259 44 016 817 Total 112 537 84 435 8 892 Rehabilitation and maintenance of physical assets All departmental assets are being serviced as and when required or in terms of a maintenance plan. Assets which are not serviceable are normally auctioned off, the proceeds of which are deposited into the National Revenue Fund. DAFF Strategic Plan 2011/12–2014/15 28 Capital transfers The department plans to transfer the following capital funds to the Agricultural Research Council (ARC): item 2011/12 2012/13 2013/14 R’000 R’000 R’000 Renovations and upgrading Agricultural research and infrastructure FMD facility 67 260 100 912 43 859 70 623 13 853 105 263 74 507 14 615 – Total 212 031 189 739 89 122 Multi­year projections of income and projected receipts from the sale of assets are as follows: departmental receipts 2011/12 2012/13 2013/14 Sales of goods and services Sale of scrap, waste and other used current goods Fines, penalties and forfeits Interest, dividends and rent on land Sale of capital assets Financial transactions in assets and liabilities 93 121 8 3 11 930 500 15 930 94 536 5 3 10 140 550 13 000 96 506 6 4 11 000 570 15 500 Total 121 492 118 234 123 586 Projections for the sale of capital assets are based on possible movable assets identified for disposal. The DAFF nor­ mally transfers assets free of charge to schools and other institutions. Assets not transferred are sold on public auctions. ExPEndiTURE TREndS Expenditure decreased from R1,7 billion in 2010/11 to R1,1 billion in 2013/14, at an average annual rate of 13,5%, due to the allocation of a one­off amount of R248 million in 2007/08, R22,1 million in 2008/09 and R367 million for the Micro­ agricultural Financial Institutions of South Africa (Mafisa) Scheme. Expenditure is projected to increase from R1,1 bil­ lion in 2010/11 to R1,4 billion in 2013/14, at an average rate of 8,6%. The main contributor to the increase is the incor­ poration of fisheries and forestry functions as a result of the function shift and restructuring of the department. Further more, the oversight role of Mafisa and the transfer payment to the ARC are now included in this programme. Spending in the Office Accommodation subprogramme increased from R83 million in 2009/10 to R95 million in 2010/11, because of the department’s negotiated lease for new offices in Pretoria to accommodate the forestry personnel and as a result of consolidating offices in other cities. Expenditure is projected to increase to R123 million over the medium term. RESOURCE ALLOCATiOn (extracted from vote 26, Estimates of national Expenditure, 2011) Programme: Administration 2011/12 2012/13 2013/14 R’000 R’000 R’000 Per subprogramme Minister Department Management Financial Administration Internal Audit Corporate Services Stakeholder Relations, Communication and Legal Services Policy, Planning, Monitoring and Evaluation Office Accommodation 20 715 16 810 142 252 7 306 107 395 40 080 854 239 108 161 21 755 18 545 152 882 7 832 115 427 41 930 984 950 117 639 22 950 19 530 161 789 8 257 123 028 44 190 930 271 123 092 1 296 958 1 460 960 1 433 107 Economic classification Compensation of employees Goods and services Interest and rent on land Transfers and subsidies Payments for capital assets 283 546 247 729 269 759 191 6 223 305 840 275 380 337 873 192 6 211 327 391 297 308 364 801 565 6 479 1 296 958 1 460 960 1 433 107 PART B: Strategic objectives 29 Trade Promotion and Market Access PURPOSE Ensure value chain integration; facilitation of market access for agriculture, forestry and fisheries products in support of economic growth, job creation and development. The programme comprises the following three subprogrammes, namely International Relations and Trade; Agro­ processing and Marketing; and Cooperatives and Rural Enterprises Development. international Relations and Trade: Facilitates, coordinates and supports international relations and international trade for the agriculture, forestry and fisheries sectors through the development and implementation of appropriate policies and programmes. Agro-processing and Marketing: Ensures the conversion/transformation of primary agriculture, forestry and fisheries product commodities into value­added products and ensure domestic and international market access. Cooperatives and Rural Enterprises development: Facilitates and supports the implementation of programmes and initiatives to ensure the promotion and participation of the agriculture, forestry and fisheries sectors in the economic development of businesses. PROgRAMME dELivERABLES Strategic objective Strategic outcome Outcome indicators Strategic interventions 2011/12–2014/15 Strategic goal 1: Increased profitable production of food, fibre and timber products by all categories of producers (subsistence, smallholder and commercial) SO 2: Coordinate government food security initiative Enabling institutional en­ vironment for sustainable and inclusive growth At least 30% of smallholder farmers to be organised into producers’ associations or marketing co­ops to give collective power in negotia­ tions for inputs and market­ ing Facilitate and support the establishment of commodity structures and associations SO 4: Provide comprehensive support towards rural development Rural job creation and promoting economic livelihoods Increase jobs in agro­ processing in rural areas, including small towns Facilitate the implementation of the Agro­processing Strategy Percentage of small farmers producing for sale rises from 4,07% to 10% Facilitate establishment of marketing/trade linkages to support the commercialisa­ tion of small farmers Strategic goal 5: Increased contribution of the agriculture, forestry and fisheries sector to economic growth and development SO 1: Increase growth, income and sustainable job op­ portunities in the value chain More labour absorbing growth support Sector strategies to support growth of labour­intensive industries Facilitate the development and implementation of sector charters and strategies Improved cost structure in the economy Interventions to promote appropriate cost structure Improve the efficiency of value chains within the sector (DAFF) SO 2: Increase the level of pub­ lic and private investment for agricultural, forestry and fisheries products Improved support to small businesses and cooperatives Improved integration of second economy activities into the mainstream economy Create an enabling environment to support SMMEs within the sector SO 3: Increase market access for South African and African agricultural, forestry and fisheries products domestically and internationally Increased competitiveness to raise net exports, grow trade as a share of world trade and improve its composition Support for exports and import competing sectors Facilitate intra­Africa trade on DAFF products by promoting the export of value­added trade DAFF Strategic Plan 2011/12–2014/15 30 Strategic objective Strategic outcome Outcome indicators Strategic interventions 2011/12–2014/15 Strategic goal 6: Effective and efficient governance SO 1: Establish and strengthen cooperative governance and functional relations with local and inter­ national stakeholders Advancement of the African Agenda and sustainable development Contribution to regional, continental security and stability Facilitate the preparation of agreements and monitor and coordinate implementation of signed agreements Enhanced trade and investment Enhanced representation in and strengthened regional, continental and global platforms and governance institutions Oversee and provide support for the promotion and protection of DAFF interests regionally and internationally STRATEgiC OBJECTivES Strategic goal Strategic objective indicator Target 2011/12 2012/13 2013/14 2214/15 1 2: To coordinate government food security initiative 30% of smallholder farmers organised into commodity associations and cooperatives 12 commodity associations established 12 commodity associations established 12 commodity associations established 12 commodity associations established 90 co­ operatives established 108 co­ operatives established 126 co­ operatives established 144 co­ operatives established 5 1: Increase growth, income and sustain able job opportunities in the value chain Value chain networks established and institutionalised Grain value chain network established Horticulture value chain network established Livestock value chain network established Forestry and fisheries value chain network established Sector charters implemented Implementation of the AgriBEE (10 AgriBEE deals facilitated) Implementation of the AgriBEE (10 AgriBEE deals facilitated) Implementation of the AgriBEE (10 AgriBEE deals facilitated) Implementation of the AgriBEE (10 AgriBEE deals facilitated) Forestry charters implemented Forestry charters implemented Forestry charters implemented Forestry charters implemented Study on status of transformation within the fisheries sector Fisheries charter developed Fisheries charter implemented Fisheries charter implemented Sector strategies developed and implemented SMME Strategy developed SMME Strategy developed SMME Strategy implemented (25 small businesses supported) SMME Strategy implemented (25 small businesses supported) Trade strategy to provide importer and exporter readiness training to 20 developing farmers in place Trade strategy to provide importer and exporter readiness training to 100 farmers in place Trade strategy to provide importer and exporter readiness training to 200 farmers in place Trade strategy to provide importer and exporter readiness training to 300 farmers in place 400 farmers trained on marketing skills 450 farmers trained on marketing skills 500 farmers trained on marketing skills 550 farmers trained on marketing skills PART B: Strategic objectives 31 Strategic goal Strategic objective indicator Target 2011/12 2012/13 2013/14 2214/15 5 (cont.) Business cases for the establishment of marketing infrastructure to facilitate marketing of fresh produce developed One (1) fresh produce collation facility established Two (2) fresh produce collation facilities established Three (3) fresh produce collation facilities established Agro­processing job creation initiatives and strategies implemented DAFF, dti and EDD Agro­ processing plans and strategies aligned Facilitate implementation and monitor joint DAFF­dti­ EDD initiatives to create 3 000 agro­ processing jobs Facilitate implementation and monitor joint DAFF­dti­ EDD initiatives to create 7 000 agro­ processing jobs Facilitate implementation and monitor joint DAFF­dti­ EDD initiatives to create 10 000 agro­ processing jobs 3: Increase market access for South African and African agricultural, forestry and fish products domestically and internationally Increased intra­ Africa trade Tripartite (SADC, EAC, COMESA) free trade area offer for agriculture Conclude a sensitive list for negotiations at the tripartite level Initiate negotiations on the Rules of Origin at the tripartite level Initiate negotiations on the Non Tariff Barriers at the tripartite level 6 1: To establish and strengthen cooperative governance and functional relations with local and international stakeholders Cooperation agreements signed and implemented 3 Inter­Africa agreements signed (Mali, Senegal and Gabon) An impact assessment and monitoring and evaluation report on all signed agreements An impact assessment and monitoring and evaluation report on all signed agreements An impact assessment and monitoring and evaluation report on all signed agreements 5 International agreements signed (Thailand, Philippines, Indonesia, Saudi Arabia and Iran) An impact assessment and monitoring and evaluation report on the signed agreements An impact assessment and monitoring and evaluation report on the signed agreements An impact assessment and monitoring and evaluation report on the signed agreements Monitor DAFF’s participation in IBSA An impact assessment and monitoring and evaluation report on the progress made on the implementation of IBSA An impact assessment and monitoring and evaluation report on the progress made on the implementation of IBSA An impact assessment and monitoring and evaluation report on the progress made on the implementation of IBSA Develop DAFF’s strategic approach to BRICSA Facilitate the implementation of the strategy Quarterly reports on DAFF’s participation in BRICSA committees Quarterly reports on DAFF’s participation in BRICSA committees DAFF Strategic Plan 2011/12–2014/15 32 OvERviEw The DAFF will ensure facilitation of market access for agricultural, forestry and fisheries products domestically and in­ ternationally, through the agricultural forestry and fisheries marketing support interventions, such as marketing informa­ tion, training, facilitating the establishment of marketing infrastructure and the issuing of import and export permits in terms of trade agreements signed between South Africa and trading partners. Negotiation with developing countries with the aim of broadening market access for South African agricultural products in various markets through bilateral trade initiatives such as with the European Union (EU), European Free Trade Asso­ ci ation (EFTA), Southern African Customs Union (SACU), SADC, India and multilaterally through market access nego­ tiations at the World Trade Organisation (WTO), will be improved. Further economic research and analysis of the sector is of importance to provide advice and support on production and resource economics to provinces and other agencies involved in agricultural production. Collaboration with the NAMC will be continued to implement shared projects such as the monitoring of food prices across the country. The department will facilitate the development of viable and sustainable cooperatives to provide support for increased production on niche markets and products that offer a competitive advantage and integration of agrarian reform enter­ prises to the overall commercial export producers’ infrastructure. In cooperation with the dti, the programme will en­ hance export promotion and marketing capacity. New jobs will also be created through expanded sectoral export. The programme will engage and conclude agreements with domestic and international partners to provide support in scarce skills development. Through a MoU with other strategic countries official exchange programmes will be established for skills development purposes and to develop the relevant skills to support agrarian reform. The areas of importance will be to facilitate the functioning of the AgriBEE Charter Council towards the finalisation of the AgriBEE sector codes; increase the number of AgriBEE equity deals annually by 10%, facilitate the increase in the number of sustainable land and agrarian reform projects/beneficiaries; increase the number of farmers and/or entrepreneurs gaining access to financial services; and the number of member­based financial institutions linked to financial markets. The Forest Sector Transformation Charter will develop a monitoring and reporting system to enable the Charter Council to report on the state of transformation in the sector. PROBLEM STATEMEnT Since the advent of deregulation of markets and liberalisation of international trade, South Africa became an integral part of the global value chains. The accession into the global scene necessitated the sector to adjust to the new envi­ ronment so that it becomes relevant to the changed environment as well as to play a significant role in world trade in agricultural, forestry and fisheries products. From the trading point of view, the challenge facing the sector is to diversify its export destinations as well as broaden the basket of commodities and value­added products that are destined for export markets. Market access by develop­ ing farmers has also been identified as one of the key challenges noted by the department. In pursuit of addressing the challenge, the DAFF will implement the strategy aimed at unblocking market access barriers such as facilitating the establishment of marketing infrastructure, providing marketing information to farmers as well as providing capacity­ building training programmes as part of increasing the knowledge base of farmers. In the implementation of South Africa’s foreign policy objectives, the DAFF interacts with various sector stakeholders at national, regional and international level. Other than the structured interactions through bilateral and multilateral agreements, there are a number of engagements that the DAFF is expected to participate in. Furthermore, there are no systems in place to coordinate and monitor engagements with partners. A need to expand to the new strategic part­ ners in line with the consolidation of the African Agenda has been identified. A further need was identified to put sys­ tems in place to monitor engagements with international partners. iMPLEMEnTATiOn STRATEgy Strategies and interventions aimed at improving market access will continue to be implemented. The interventions will focus on training, providing marketing information and facilitating the establishment of agricultural marketing infrastruc­ ture for developing farmers. The DAFF will participate in trade negotiation sessions aimed at improving access for South African products in international markets. We will continue to undertake agricultural economic research, render policy advice and work with other government departments to improve the efficiency of the agro­logistics system to promote an efficient and cost­effective flow of agricultural, forestry and fisheries commodities across the economy. PART B: Strategic objectives 33 In an effort to strengthen international relations, special focus will be on the implementation of agreements, through continuous engagements with bilateral and multilateral partners. A special focus will be put on the new strategic part­ ners in line with the consolidation of the African Agenda. The implementation strategy will focus on putting systems in place to advance the efforts of South Africa to implement the Comprehensive African Agricultural Development Programme (CAADP), strengthen South­South cooperation (India, Brazil and South Africa) and North­South relations and contribute towards the UN reform process. The strategy is informed by foreign policy objectives and the International Trade and Security Cluster (ITSC) priorities. In addition to the signing of agreements with different international partners, focus will be on the implementation and monitoring of agreements which will take centre stage. Various funding options will be explored to assist with the im­ plementation of the agreements. The success of this process will depend on collaboration and partnership with relevant stakeholders. In this context, there is the questionable ability of partners to implement the agreements because of capac ity problems. It is therefore critical that partnerships with the SADC and India, Brazil and South Africa (IBSA) be prioritised. Furthermore, as recommended by the ITSC, post­conflict reconstruction efforts will take preference. ExPEndiTURE TREndS The spending focus over the medium term will be on supporting the objectives of the government’s NGP and implement­ ing the IGDP in the sector. Particular emphasis will be placed on promoting market access and trade; strengthening the participation of the department in multilateral agencies; establishing market infrastructure; providing market informa­ tion, trade intelligence and training; developing entrepreneurs; developing and implementing the sector charter and strategies; and creating an enabling environment to support SMMEs within the sector. Expenditure decreased from R191,5 million in 2007/08 to R145,6 million in 2010/11, at an average annual rate of 8,7%. The decrease is the result of a reprioritisation of the budget in 2010/11 in relation to AgriBEE. A new Memorandum of Agreement was entered into with the Land Bank, in which the allocation was reinstated from 2011/12 for AgriBEE equity projects. Over the medium term, expenditure is projected to increase from R145,6 million in 2010/11 to R193,5 million in 2013/14, at an average annual rate of 10%. The increase provides for adjustments for inflation. The ratio of administrative costs to line function costs is 1:7. RESOURCE ALLOCATiOn (extracted from vote 26, Estimates of national Expenditure, 2011) Programme: Trade Promotion and Market Access 2011/12 2012/13 2013/14 R’000 R’000 R’000 Per subprogramme Management International Relations and Trade Cooperatives and Rural Business Development Agro­processing and Marketing 2 344 81 846 60 165 47 411 2 533 72 991 65 376 42 526 2 672 76 999 68 520 45 307 191 766 183 426 193 498 Economic classification Compensation of employees Goods and services Interest and rent on land Transfers and subsidies Payments for capital assets 52 475 38 031 12 100 637 611 54 705 44 230 15 83 829 647 57 345 47 124 15 88 320 694 191 766 183 426 193 498 DAFF Strategic Plan 2011/12–2014/15 34 Food Security and Agrarian Reform PURPOSE The programme facilitates and promotes food security and agrarian reform programmes and initiatives. It comprises three subprogrammes, namely Food Security; Sector Capacity Development; and National Extension Support Services. Food Security: The subprogramme provides national frameworks to promote sustainable household food security programmes through improving the production systems of subsistence and smallholder farmers in the agriculture, for­ estry and fishery sector to achieve food security livelihoods and facilitate the provision of inputs, implements and infra­ structure support. Sector Capacity: Facilitates the provision of agriculture, forestry and fisheries education and training in support of sustainable growth and equitable participation in the sector. This will be achieved by facilitating and supporting educa­ tion and training skills, promoting the development of centres of excellence on skills training and develop, manage and coordinate the sector transformation policy and strategy in line with the government objectives for the department. national Extension Support Services: Provides national extension policies, norms and standards on research and technology development. The subprogramme will provide strategic leadership and guidance for the planning, coordina­ tion and implementation of extension and advisory services in the sector. It will also provide leadership and strategic support in the implementation of norms and standards for extension. PROgRAMME dELivERABLES Strategic objective Strategic outcome Outcome indicators Strategic interventions 2011/12–2014/15 Strategic goal 1: Increased profitable production of food, fibre and timber products by all categories of producers (subsistence, smallholder and commercial) SO 2: Coordinate government food security initiative Sustained agrarian reform Improved support mechanisms for food production by subsistence and smallholder producers Monitor compliance to Food Security (FS) Policy Implement Zero Hunger Strategy SO 2 (cont.) 45 000 producers receiving comprehensive support Provide comprehensive support to new producers Monitor compliance to Mechanisation Policy Develop engineering norms and standards on production technologies Strategic goal 4: A transformed and united sector SO 4: Provide leadership and support to research, training and extension in the sector Increased production enabled by extension support and appropriate technologies 2 000 extension personnel receiving targeted technical and generic training Facilitate the implementation of training extension personnel in technical and generic skills Enhanced agrarian reform 30 000 producers accessing training programmes per year Provide appropriate training to new producers Strategic goal 6: Effective and efficient governance SO 4: Improve departmental service excellence through the implementation of quality standards, Batho Pele principles and general legislative mandate A transformed DAFF and sector (gender mainstreaming and transformation/sector transformation) Compliance to transformation legislation Audit departmental processes and deliverables aimed at vulnerable groups, youth, subsistence and smallholder producers PART B: Strategic objectives 35 STRATEgiC OBJECTivES Strategic goal Strategic objectives indicator Targets 2011/12 2012/13 2013/14 2214/15 1 2: Coordinate government food security initiative Approved FS Policy Develop and approve FS Policy Compliance to FS Policy Compliance to FS Policy Compliance to FS Policy Approved Zero Hunger Strategy Develop, ap­ prove and im plement Zero Hunger Strategy Implement Zero Hunger Strategy Implement Zero Hunger Strategy Review Zero Hunger Strategy Number of producers receiving comprehensive production support 15 000 15 000 15 000 15 000 Approved Policy on Mechanisation Support Model Develop and approve Policy on Mechan i sa­ tion Support Model Implement the Policy on Mechan isa tion Support Model Implement the Policy on Mechan isa tion Support Model Implement the Policy on Mechan isa tion Support Model Number of pro­ duction technologies with norms and standards 3 5 7 8 4 4: Provide leadership and support to research, training and extension in the sector Number of new producers completing training programmes 14 targeted programmes 15 targeted programmes 16 targeted programmes 16 targeted programmes Approved agriculture training institutions (ATIs) Green Paper ATI Green Paper consultation concluded Norms and standards approved by HODs 60% of colleges of agriculture transformed into ATI and adhering to norms and standards 90% of colleges of agriculture transformed into ATI and adhering to norms and standards 100% of colleges of agriculture (ATIs) operating as centres of excellence Approved concept plan on number of villages (on agriculture, forestry and fisheries vulnerable workers) 4 villages 5 villages 8 villages 10 villages Number of extension personnel received training 1 500 extension personnel receive training 1 800 extension personnel receive training 2 000 extension personnel receive training 2 100 extension personnel receive training Develop ap­ propriate poli­ cies towards improvement of extension service Implement approved poli­ cies towards improvement of extension service Implement approved poli­ cies towards improvement of extension service Implement approved poli­ cies towards improvement of extension service 6 4: Improve depart­ mental service excellence through the imple­ mentation of qual­ ity standards, Batho Pele princi­ ples and general legislative man­ date Transformed sector Implement findings of the DAFF audit report Audit sector processes and deliverables Implement sector audit recommenda­ tions Implement sector audit recommenda­ tions Overall coordination on the resolution of the workers summit Monitor and report Monitor and report Monitor and report Monitor and report DAFF Strategic Plan 2011/12–2014/15 36 OvERviEw The sector has been experiencing a decline in employment, which has been accelerated by the global economic reces­ sion, lack of investments to support development of rural agro­processing industries. The sector seeks to improve the productivity and competitiveness of the producers in general and of smallholder producers in particular. Both subsist­ ence and smallholder producers in general lack the requisite skills and resources to compete with well­established commercial farmers. While the state endeavours to increase the number of viable smallholder farmers there is a significant decline in the level of productivity among the land reform beneficiaries. The latter contribute negatively to government’s Black Economic Empowerment (BEE) policies. People living in rural areas continue to be poor while having some natural assets at their disposal. There is an urgent need to package and redefine the products and services that the state in partnership with the private sector will provide to both subsistence and smallholder farmers. Over the MTEF period the main focus will be on continuing roll­out of the enterprise resource planning (ERP), implementation of programmes that support the use of commodity accredited mentors to support extension and advisory services and the introduction and acceleration of the Zero Hunger Strategy. The proposed interventions will reduce food insecurity through the development of successful subsistence and small­ holder producers. The programme will focus on the organisation of subsistence and smallholder farmers into producer groups at local, district and provincial level and assist them to network with established commodity organisations. The emphasis will be on value chain development and to facilitate the development of sectoral employment generation programmes. PROBLEM STATEMEnT Rural areas continue to be marginalised economically. There are high levels of food insecurity and people are highly dependent on social grants. The looming high food prices, lack of requisite skills and inadequate support of resources are some of the factors contributing to high levels of food insecurity. There is reluctance among investors to plough resources in rural areas because of underdevelopment. iMPLEMEnTATiOn STRATEgy At policy level through consultation with stakeholders, a national policy on food security integrating agriculture, forestry and fisheries to ensure national and household food security will be formulated. The strategic intent of the policy is to create a regulatory framework to mitigate against high global food prices and market manipulation and to give effect to government vision of a united and prosperous sector which is free of social ills. The Food Security Policy will be backed by the Zero Hunger Strategy which will form a key pillar of the Strategic Plan for Smallholder Producers. Working with sector partners, the private sector and relevant programmes within the DAFF, we will encourage the establishment of one or two primary commodities supported by a value­addition plant in each municipality. Through a comprehensive smallholder producer development plan the provision of training, mentorship and extension will be aligned to relevant commodities within a given cluster of municipalities. As a mechanism to increase the ac­ countability of extension personnel, a geospatial (smart pen) technology will be rolled out in all the provinces. A data­ base of active subsistence and smallholder producers will be generated and a booklet with the names and contact numbers of all extension officers and their areas of operation will be published. The latter will be used to link up produc­ ers with extension officers in their areas of operation. Through a partnership with the National Skills Fund in the DHET smallholder producers will receive commodity­focused training and mentorship. ExPEndiTURE TREndS The spending focus over the medium term will contribute to the creation of vibrant, equitable and sustainable rural com­ munities (government outcome 7), facilitating the increase in the number of farmers generating produce for sales pur­ poses from the current 4% to 10% over the medium term, and accelerating the national ERP. Expenditure increased from R628,6 million in 2007/08 to R1,1 billion in 2010/11, at an average annual rate of 20,2%, because of a one­off allocation in 2007/08 of R700 million for the Land Bank recapitalisation. The significant increase is the result of the 222,3% expenditure increase in the National Extension Support Services subprogramme as a result PART B: Strategic objectives 37 of the CASP grant extension that was introduced in 2008/09. Expenditure is projected to increase to R1,6 billion over the medium term at an average annual rate of 12,6%. This growth is the result of allocations of R400 million over the medium term for the CASP. The 23,5% decrease in 2011/12 in goods and services over the MTEF period is the result of a one­off allocation for the outbreak of avian influenza and classical swine fever. The budget for food security and agrarian reform consists mainly of the CASP and the Ilima/Letsema Fund. These funds were mainly dedicated to agriculture. There is currently no dedicated fund to integrate the forestry and fisheries sectors to support the development of smallholder producers. In general the support provided is not integrated and this calls for a one­stop­shop funding facility in support of smallholder producers. There is a need to emerge with project specific public private partnerships as the available state funds cannot match the needs of existing and new small­ holder producers. The ratio of administrative cost to line function cost is 1:1. RESOURCE ALLOCATiOn (extracted from vote 26, Estimates of national Expenditure, 2011) Programme: Food Security and Agrarian Reform 2011/12 2012/13 2013/14 R’000 R’000 R’000 Per Subprogramme Management Food Security Sector Capacity Development National Extension Support Services 2 064 777 200 125 124 339 807 2 230 886 972 133 292 357 219 2 353 1 039 284 141 214 376 141 1 244 195 1 379 713 1 558 992 Economic classification Compensation of employees 88 537 68 595 47 1 049 684 37 332 94 265 74 873 48 1 170 323 40 204 99 512 Goods and services 79 648 Interest and rent on land 49 Transfers and subsidies 1 338 076 Payments for capital assets 41 707 1 244 195 1 379 713 1 558 992 Agricultural Production, Health and Food Safety PURPOSE Manage the risks associated with animal diseases, plant pests, genetically modified organisms (GMOs) and registra­ tion of products used in agriculture, promote food safety and create an enabling environment for increased and sustain­ able agricultural production. The programme comprises three subprogrammes, namely Plant Production and Health; Animal Production and Health; and Inspection and Laboratory Services. Plant Production and Health: Focuses on increasing agricultural productivity with the emphasis on a sustainable plant production system, efficient use of genetic resources and manages risks associated with plant pests, diseases and GMOs. Animal Production and Health: Aims to improve livestock production through the implementation of animal produc­ tion and health strategies, projects and programmes founded on sound animal disease risk management principles, an informed extension service and sustainable natural resource management. inspection and Laboratory Services: Focuses on the provision of leadership, guidance and support in ensuring com­ pliance with agricultural legislation and regulatory frameworks and overseeing the effective implementation of risk management strategies and plans for regulated agricultural products. DAFF Strategic Plan 2011/12–2014/15 38 PROgRAMME dELivERABLES Strategic objective Strategic outcome Outcome indicators Strategic interventions 2011/12–2014/15 Strategic goal 1: Increased profitable production of food, fibre and timber products by all categories of producers (subsistence, smallholder and commercial) SO 2: Coordinate government food security initiative Sustainable agrarian reform Contribute to the increase of the number of smallholder farmers from 200 000 to 250 000, for crop and animal production Facilitate programmes, schemes and support packages for smallholder farmers Strategic goal 3: Effective national regulatory services and risk management systems SO 1: Promote safe food by managing the level of risks associated with food, diseases, pests and natural disasters Promotion of compliance to quality standards and sanitary and phytosanitary measures to exporters and importers Rapid response to outbreaks of animal and plant diseases Strategies, policies and regulations developed Increase the number of regulatory compliance and monitoring interventions (policies, legislation, strategies, regulations, risk analysis, inspections, surveys, testing and diagnosis, permits and certification) Strategic goal 5: Increased contribution of agriculture, forestry and fisheries sector to economic growth and development SO 2: Increase the level of pub­ lic and private investment for agricultural, forestry and fisheries products More labour­absorbing growth Programmes to support production strategy implemented Create enabling environ­ ment and partnerships for the support of the Production Strategy STRATEgiC OBJECTivES Strategic goal Strategic objective indicator Target 2011/12 2012/13 2013/14 2214/15 1 2: Coordinate government food security initiative Number of animal schemes implemented and monitored 9 9 9 9 Implemented commodity strategies (red meat, milk, poultry and pigs) 1 1 1 1 Percentage of veterinary gradu­ ates deployed for Compulsory Community Service (CCS) CCS Framework completed CCS Framework approved by Parliament 100% deployed 100% deployed Number of animal identification marks issued 32 000 32 000 32 000 32 000 Number of export facilities inspected 20 20 20 20 Number of laboratories approved by the DAFF 24 24 24 24 Surveillance reports published 2 2 2 2 Disease reports submitted 4 4 4 4 PART B: Strategic objectives 39 Strategic goal Strategic objective indicator Target 2011/12 2012/13 2013/14 2214/15 1 (cont.) Number of support interventions implemented Regulatory support (phyto­ sanitary meas­ ures, early warning sys­ tems, legislative compliance) Regulatory support Regulatory support Regulatory support Technical support (norms, standards and guidelines) Technical support Technical support Technical support Promotion and awareness Promotion and awareness Promotion and awareness Promotion and awareness 3 1: Promote safe food by managing the level of risks associated with food, diseases, pests, natural disasters and trade Number of reports on regulatory compliance and monitoring interventions 4 4 4 4 Approved regulatory framework instruments Fertilizers and Farm Feeds Act Liquor Products Act Policy on the Food Control Agency Draft Food Safety Bill Food Safety Act 5 2: Increase the level of public and private investment for agricultural, for­ estry and fisher­ ies products Number of commodity strategies implemented 2 key commodity strategies implemented 1 key commodity strategy implemented 1 key commodity strategy implemented Evaluation and review of the national production strategy OvERviEw The increase in food prices and the recent occurrence of diseases will require increased investment in sustainable production systems. In the third quarter of 2009 the overall costs of production inputs started showing moderate de­ clines following months of increases. According to the National Crop Estimates Committee, the 2009/10 maize crop was 12,82 million tons, which is 6,3% more than the 12,05 million tons of 2008/09. The prices of white maize and yellow maize continued declining in 2010, with the white maize price decreasing by 25% and the yellow maize price decreasing by 15% compared to 2009. Wheat production for 2010 is expected to be 19,8% lower than in 2009. All these will require appropriate strategies, espe­ cially to address winter cereal shortages. Comprehensive input support packages will be considered for the coming three years. The recent climatic changes will have an impact on our production systems and occurrences of plant and animal dis­ eases will require us to strengthen our early warning systems, adaptation and mitigation strategies. Further investment is required to concentrate on new technologies which address these climatic challenges. Farmers will have to plan ac­ cording to the early warning information received from both government and the private sector. Some commodities might not be suitable for certain areas because some of the areas might be colder or receive more rain or experience drought. Solid partnerships with the private sector will have to be established. With regard to outbreaks of plant and animal diseases, old methodologies will have to be considered. Increasingly, surveillance systems in all areas, especially in the rural areas, will have to be strengthened. The planning should be such that each ward in every community has an animal health technician who can provide primary animal health care services to all. The recent outbreak of Rift Valley fever and its impact on human health will require accessible awareness programmes, especially to the farmworkers, and strengthened relations with the Department of Health. The recent spread of Bactrocera invadens (invader fruit fly) all over Africa will also require harmonised surveillance systems and cooperation across borders. DAFF Strategic Plan 2011/12–2014/15 40 PROBLEM STATEMEnT The recent low prices of maize and increased input costs, make farming an unprofitable business. For the small farmers, lack of resources and rising mechanisation costs will require government intervention to support smallholder production systems. This will impact negatively on our national food security. A reliable biosecurity system will be re­ quired to ensure safe and nutritious food. The continuing lack of investment in our laboratories will reduce South Africa’s capacity to provide reliable diagnostic services. Lack of ensuring that qualified scientists are nurtured within government, will result in a situation in which more marketable individuals leave the state service. The surge in trade and increased movement of people, have re­ sulted in an increase in biosecurity risks. The implementation of the Consumer Protection Bill will also pose a challenge, especially on matters relating to GMOs. iMPLEMEnTATiOn STRATEgy The department will work with all stakeholders to ensure increased production. The implementation of the three main objectives of the sector will be strengthened. A greater effort will be made to support smallholder production systems. Early warning systems will be strengthened and the department will work with other government departments to ensure proper implementation. Contribution to developing the rural areas and creating jobs within the sector will be prioritised. In addition to the above, the programme will improve the performance of services rendered. All markets opened will have to be publicised to ensure access to information. ExPEndiTURE TREndS Over the MTEF expenditure is expected to increase to R1,048 billion in 2013/14, at an average annual rate of 10,9%. This is due to additional allocations over the medium term of R200 million, R400 million and R420 million to further strengthen Ilima/Letsema and new allocations of R80 million, R120 million and R126 million for the implementation of compulsory community services for veterinarians and the implementation of the Primary Animal Health Care Programme. Adequate funds which support production and investment in new technologies will be required to ensure proper imple­ mentation of government priorities. Alternative cost recovery mechanisms will have to be considered, especially for those who can afford to pay for such services. Investment in new technologies and ensuring that research provides answers for some of the challenges experienced, will ensure that the department is in a position to support the agricul­ tural sector. Private sector investment in research is also required. RESOURCE ALLOCATiOn (extracted from vote 26, Estimates of national Expenditure, 2011) Programme: Agricultural Production, Health and Food Safety 2011/12 2012/13 2013/14 R’000 R’000 R’000 Per subprogramme Management Inspection and Laboratory Services Plant Production and Health Animal Production and Health 1 878 249 172 477 939 162 934 2 029 277 786 505 025 209 417 2 140 295 656 530 232 220 368 891 923 994 257 1 048 396 Economic classification Compensation of employees Goods and services Interest and rent on land Transfers and subsidies Payments for capital assets 294 493 148 331 60 406 966 42 073 349 307 210 757 63 427 271 6 859 368 083 222 661 60 450 769 6 823 891 923 994 257 1 048 396 PART B: Strategic objectives 41 Forestry PURPOSE Develop and facilitate the implementation of policies and targeted programmes to ensure management of forests, sus­ tainable use and protection of land and water as well as managing agricultural risks and disasters. There are three subprogrammes in the Forestry Programme, namely Forestry Operations; Forestry Development and Regulations; and Natural Resources Management. Forestry Operations: To ensure sustainable management of forestry operations through managing state forests and woodlands, other state assets in the region and to render coordination and operational support. Forestry development and Regulations: Ensures effective development of policies for forestry regulation and over­ sight by promoting the optimum development of arboriculture, commercial and urban forestry and the development of small­scale forestry. natural Resources Management: Will facilitate the development of infrastructure and the sustainable use of natural resources through an enabling framework for the sustainable management of woodlands and indigenous forests, the efficient development and revitalisation of irrigation schemes and water use. The subprogramme will facilitate climate change mitigation and adaptation, risk and disaster management as well as promote, regulate and coordinate the sus­ tainable use of natural resources (land and soil). PROgRAMME dELivERABLES Strategic objective Strategic outcome Outcome indicators Strategic interventions 2011/12–2014/15 Strategic goal 5: Increased contribution of agriculture, forestry and fisheries sector to economic growth and development SO 2: Increase the level of pub­ lic and private investment for agricultural, forestry and fisheries products More labour­absorbing growth Sector strategies to support growth of labour­intensive industries Create enabling environment for planting 40 000 ha Refurbishment of category B and C plantations Strategic goal 1: Increased profitable production of food, fibre and timber products by all categories of producers (subsistence, smallholder and commercial) SO 2: Coordinate government food security initiative Sustainable agrarian reform The number of smallholder farmers increased from 200 000 to 250 000 Provide support to 10 000 new small growers The efficiency of water use improved Support refurbishment and maintenance of 2% small­ holder government irrigation schemes Jobs through community works and EPWP in rural areas created Facilitate the creation of 5 200 job opportunities Enabling institutional environment for sustainable and inclusive growth Disaster management and mitigation systems to facili­ tate a rapid response estab­ lished in rural municipalities Develop and implement disaster risk mitigation strategies Strategic goal 2: Sustained management of natural resources SO 2: Ensure the sustainable management and efficient use of natural resources Reduced climate change and improved air/ atmospheric quality Climate impact identified and adaptation framework developed Develop and implement climate change adaption plans Sustainable environmental management 32 million ha of degraded indigenous forests and woodland rehabilitated by 2014 3 200 ha of indigenous forests and woodland rehabilitated DAFF Strategic Plan 2011/12–2014/15 42 Strategic objective Strategic outcome Outcome indicators Strategic interventions 2011/12–2014/15 SO 2 (cont.) 3 200 ha of land rehabili­ tated Increase number of hectares of agricultural land under rehabilitation Reduced climate change impacts on biodiversity Develop and implement climate change adaptation plans STRATEgiC OBJECTivES Strategic goal Strategic objective indicator Target 2011/12 2012/13 2013/14 2214/15 1 2: Coordinate government food security initiative Number of small growers supported 2 500 2 500 2 500 2 500 Number of jobs created 1 300 full­time equivalents (FTEs) 1 300 FTE 1 300 FTE 1 300 FTE Disaster risk mitigation strategies implemented Disaster risk management system developed Disaster risk management system implemented Disaster risk management system implemented Disaster risk management system reviewed 2 1: Promote en­ viron mentally sustainable production systems Number of gov­ ernment irriga­ tion schemes revitalised for smallholder farmers 0,5% 0,5% 0,5% 0,5% 2: Ensure the sustainable management and efficient use of natural resources Number of hectares rehabilitated 800 000 ha 800 000 ha 800 000 ha 800 000 ha Climate change adaptation plans implemented Climate change adaptation plans developed Climate change adaptation plans implemented Climate change adaptation plans implemented Climate change adaptation plans reviewed 5 2: Increase the level of public and private investment for agricultural, forestry and fisheries products Number of hectares planted (Forest Sector Transformation Charter) 10 000 ha 10 000 ha 10 000 ha 10 000 ha OvERviEw The expansion of the South African forest estate with a view to conserve and improve the quality of these forests, to secure the supply for downstream processing and through the complete value chain increase the economic contribu­ tion of the sector to the country’s GDP, will be a priority for the DAFF. The outputs of protected biodiversity (land protection) are that 81% of all agricultural land and land rehabilitation of 800 000 ha per annum will be protected through the LandCare Programme and the Compliance and Enforcement Strategy as well as the Soil Conservation and Fencing Scheme. The 800 000 ha account for 1% of agriculture’s contribution to the annual reduction of soil degradation. The mobilisation of resources and mainstreaming of sustainable land use practices to other stakeholders will be explored to ensure their programmes contribute to reduction of soil degradation to the envisaged 55%. The regulatory and programme incentives of best practices, such as conservation agriculture, will be strengthened to contribute to the reduction of soil degradation and increase adoption of sustainable practices. PART B: Strategic objectives 43 The Forest Sector Transformation and Growth Charter that has been published in terms of the Broad­Based Black Economic Empowerment Act, 2003 (Act No. 53 of 2003) will be one of the main focus areas of the programme, espe­ cially in terms of delivery on charter commitments. The administration, implementation and enforcement of the National Forests Act, 1998 (Act No. 84 of 1998) and the National Veld and Forest Fire Act, 1998 (Act No. 101 of 1998) remain the other main focus area. Sustainable use and management of natural resources underpins the agricultural, forestry and fisheries sectors. The department’s aim is to provide policy advice on access to water arrangement for all users, promoting its efficient alloca­ tion and use; and coordination of programme implementation to ensure forestry production. This will be undertaken sustainably, within the capacity of the landscape and climate. This includes encouraging landowners, primary indus­ tries, communities and regions through targeted programmes to maintain and improve the natural resource base on which agricultural production relies—soil, vegetation, water and the atmosphere. The DAFF will implement innovative ways to enhance and streamline the regulatory environment to ensure compliance while promoting the fair and equitable distribution of their economic, social, health and environmental benefits. The purpose will be to increase the contribution of all types of forests and related goods and services, support conservation of forest biological diversity, ecosystems and habitats with particular focus on rural and disadvantaged commun ities. The development of water resource assessment methodologies will be coordinated to support national and regional reporting and water accounting; and mitigation and adaptation measures will be developed against the risks of disaster and climate change. To enhance the profile of the sector, the department will improve contributions to skills development, awareness raising and information sharing. PROBLEM STATEMEnT The sector has experienced a number of challenges which hampered it from achieving its full potential contribution to job and wealth creation as well as conservation of biological diversity. The following challenges threaten the long­term sustainability of the sector and represent the areas on which the pro­ gramme will focus: • Security of tenure and post­settlement support are major requirements for forestry investment and development and, because of the protracted land reform process, tenure has not been secured. Linked to this is post­settlement sup­ port to communities. • Timber shortage in some parts of the country has an adverse effect on the sustainability of local sawmilling, pulp and paper operations and subsequently poses a threat to employment opportunities and local economies. • Afforestation and forestry enterprise development require access to financial and extension support services. • The Forest Sector Transformation Charter identifies the dire shortage of critical, scarce and core skills as well as shortcomings in skills­development infrastructure in the sector as key constraints to transformational growth. • Forest sector research and development activities suffer from underfunding, lack of coordination and a declining skills base. • Climate change will have a significant impact on forestry. • Only 6,8% of South Africa’s total land area is currently under formal protection and where protection measures are in place there remain persistent pressures on protected areas from neighbouring communities, industrial and mining developments as well as urban development. Certain forest types, including woodlands, are under pressure from resource utilisation and development. • Unsustainable land­use practices. While demands for soil use are growing, the problems of unsustainable land­use practices are intensifying in many parts of the country. Unsustainable farming practices have contributed to in­ creased acidification, reduction in organic matter and soil erosion. • The low level of conservation ethics, minimum compliance and enforcement thereof, and soil degradation caused by a variety of factors, have been identified as threats to the soil fertility and productivity of the sector. • The sector is also constrained by continuous pressure for change of land­use limits of 3% non­renewable high­po­ tential agricultural land. • Land degradation is linked directly to global climate change in several ways. Loss of vegetative cover and soils is one of the main factors in global warming through the release of organic carbon into the atmosphere and a reduction in the carbon­sequestration capacity of the land. DAFF Strategic Plan 2011/12–2014/15 44 iMPLEMEnTATiOn STRATEgy The Forestry 2030 Roadmap includes an implementation strategy with deliverables and timeframes. An implementa­ tion strategy has also been developed for the implementation of the Forest Sector Transformation Charter. Existing programmes will be utilised to assist the Forestry Programme in achieving its deliverables in terms of support to SMMEs, including the Land and Agrarian Reform Project (LARP) and CASP. In terms of the management of commer­ cial plantations, the department will implement the annual plans of operations with assistance from the Working for Forests Programme and through outsourcing of silviculture work. The department will furthermore explore opportunities in terms of its relationship with the FAO to facilitate the inte­ grated assessment of forest resources. The Development Bank of Southern Africa (DBSA) will assist in terms of the finalisation of the transfer of plantation assets to land reform beneficiaries, while the administration and enforcement of the National Forests Act, 1998 (Act No. 84 of 1998) and the National Veld and Forest Fire Act, 1998 (Act No. 101 of 1998) will be done by both the national and the regional offices. The Working for Fire Programme will be used to assist in terms of awareness raising and building capacity in communities to prevent and combat veldfires. The target set for the Million Trees Programme will be met through cooperation with and contributions made by various partners, with Total SA as the main sponsor of the Arbor Week celebrations. The demand to meet the increasing food needs of the country and challenges associated with land degradation neces­ sitate a thorough coordinated and collaborative strategic approach across the spectrum of role players such as the DAFF, provincial counterparts, other government departments, research institutions and communities to work together towards better implementation and enhanced service delivery. The subworking group of the Intergovernmental Tech­ nical Committee for Agriculture, Forestry and Fisheries (ITCAFF) on natural resource management has adopted out­ puts that will assist in attaining government outcomes which seek to protect and enhance our environmental assets and natural resources. The outputs relate to enhanced quality and quantity of water resources (water resources protection through wetland rehabilitation). The aim of sustainable natural resource management is to reduce land affected by soil degradation from 70% to 55%. ExPEndiTURE TREndS The focus over the medium term will be on the management of forestry operations, amendment and implementation of the National Veld and Forest Fire Act, 1998 (Act No. 101 of 1998). This will also include the implementation of policies that promote forestry growth; the participation of communities in forestry; activities related to the Forest Sector Trans­ formation Charter and forestry protection; LandCare; climate change; afforestation; and the Million Trees Programme. Expenditure decreased from R881 million in 2007/08 to R755 million in 2010/11, at an average annual rate of 5%. The decrease was the result of the one­off allocations for disaster management, which decreased from R300 million in 2007/08 to R50 million in 2010/11. Expenditure is expected to increase from R755 million in 2010/11 to R935,7 million in 2013/14, at an average rate of 7,4%. This is the result of an increase of R55 million in 2012/13 and R45 million in 2013/14 for the LandCare fencing project and the increase in the baseline of R34 million in 2011/12, R57 million in 2012/13 and R60 million in 2013/14 to provide funding for forestry operations in Mpumalanga. The ratio of administrative costs to line function costs is 1:4. RESOURCE ALLOCATiOn (extracted from vote 26, Estimates of national Expenditure, 2011) Programme: Forestry 2011/12 2012/13 2013/14 R’000 R’000 R’000 Per subprogramme Management Forestry Operations Forestry Oversight and Regulation Natural Resources Management 3 968 369 487 78 171 319 085 4 286 419 210 85 328 393 653 4 522 439 259 92 953 398 958 770 711 902 477 935 692 Economic classification Compensation of employees Goods and services Interest and rent on land Transfers and subsidies Payments for capital assets 420 260 262 021 1 298 60 834 26 298 450 759 300 953 1 403 118 848 30 514 474 737 314 559 1 456 112 551 32 389 770 711 902 477 935 692 PART B: Strategic objectives 45 Fisheries PURPOSE Promote the development, management, monitoring and sustainable uses of marine living resources and the develop­ ment of South Africa’s fisheries sectors. Sustainable livelihoods will be achieved through aquaculture growth and fish­ eries economic development. The programme comprises four subprogrammes, namely Aquaculture and Economic Development; Fisheries Research and Development; Marine Resource Management; and Monitoring, Control and Surveillance. Aquaculture and Economic development: Will ensure aquaculture growth and fisheries economic development for sustainable livelihoods by providing public support and an integrated platform for management of aquaculture. Fisheries Research and development: To ensure the promotion of the sustainable development of fisheries re­ sources and ecosystems by conducting and supporting appropriate research. Marine Resource Management: Ensures the sustainable utilisation and equitable and orderly access to the marine living resources through improved management and regulation. Monitoring, Control and Surveillance: Ensure the protection and promotion of sustainable use of marine living re­ sources by intensifying enforcement and compliance. PROgRAMME dELivERABLES Strategic objective Strategic outcome Outcome indicators Strategic interventions 2011/12–2014/15 Strategic goal 5: Increased contribution of agriculture, forestry and fisheries sector to economic growth and development SO 2: Increase the level of public and private investment for agricultural, forestry and fisheries products More labour­absorbing growth Sector strategies to support growth of labour­intensive within the fisheries sector Marine Resource Management Strategy Small­scale fisheries policy Strategic goal 1: Increased profitable production of food, fibre and timber products by all categories of producers (subsistence, smallholder and commercial) SO 2: Coordinate government food security initiative Sustainable agrarian reform Establishment of 80 aquaculture farms Aquaculture sector development Rural job creation and promoting economic livelihoods Create jobs through community works and EPWP in rural areas (including value­added services) Community empowerment and support through Working for Fisheries Programme Enabling institutional environ­ ment for sustainable and inclusive growth Establishing of community structures to support social cohesion and development Facilitate fishery programmes for economic development Strategic goal 2: Sustained management of natural resources SO 2: Ensure the sustainable management and efficient use of natural resources Rebuild depleted fish stocks Extent of recovery of abalone; hake; West Coast rock lobster and linefish Fisheries research to inform TAC/TAE and Stock Recovery Strategy for Hake, Abalone, West Coast Rock Lobster and Linefish Compliance with and enforcement of marine and coastal legislation Percentage of fish landings in five key fisheries (hake; abalone; squid; linefish and rock lobster) inspected and spot checks conducted in other sectors: Integrated Fisheries Security Strategy DAFF Strategic Plan 2011/12–2014/15 46 Strategic objective Strategic outcome Outcome indicators Strategic interventions 2011/12–2014/15 Strategic Goal 6: Effective and efficient governance SO 1: Establish and strengthen cooperative governance and functional relations with local and inter national stakeholders Advancement of the African Agenda and sustainable development Contribution to regional, continental security and stability Strengthened contribution to peace missions Stakeholder engagement, management and com­ munication Enhanced regional integration Reformed global governance and peace and security institutions Deepen technical and development cooperation Integrated Fisheries Security Strategy Enhanced trade and investment Enhanced representation and strengthened regional, continental and global platforms Increased export growth in target economies STRATEgiC OBJECTivES Strategic goal Strategic objective indicator Target 2011/12 2012/13 2013/14 2214/15 1 2: Coordinate government food security initiative Increase number of fish farms from 84 to 96 3 3 3 3 Increase number of fish processing facilities from 60 to 70 2 3 3 2 Increase proclaimed fishing harbours from 12 to 19 Plan for proclaimed fishing harbours 3 Plan for additional proclaimed fishing harbours 4 Number of smallholder producer associations established 1 3 2 2 Number of community projects implemented through Working for Fisheries Programme (WFFP) 10 15 15 10 Policy and regulatory framework implemented Finalise and implement the Small­scale Fisheries Policy Implement the Small­scale Fisheries Policy Monitor the implementation of Small­scale Fisheries Policy and its users Monitor the implementation of Small­scale Fisheries Policy and its users PART B: Strategic objectives 47 Strategic goal Strategic objective indicator Target 2011/12 2012/13 2013/14 2214/15 1 (cont.) Strategy implemented Consult stakeholders and develop strategy Implement strategy and pilot study Continue to implement strategy Continue to implement strategy 2 2: Ensure the Sustainable management and efficient use of natural resources Resource assessments and catch limit recommendations for 22 fishery sectors Research on fish stocks for 22 fishery sectors Research on fish stocks for 22 fishery sectors Research on fish stocks for 22 fishery sectors Research on fish stocks for 22 fishery sectors Feasibility reports on potential new fisheries Investigation on feasibility of two potential new fisheries Investigation of feasibility of two potential new fisheries Investigation of feasibility of two potential new fisheries Investigation of feasibility of two potential new fisheries Revised Framework for Aquaculture Research Management (FARM) Revise the Aquaculture Research Programme Implement the Aquatic Animal Health pillar of FARM Implement the Aquatic Animal Nutrition pillar of FARM Implement the Aquaculture Breeding and Technology pillar of FARM Recommenda­ tions on ecosystem considerations in annual catch limit recommendations Advice on ecological considerations included in catch limit advice for 22 fishery sectors Advice on ecological considerations included in catch limit advice for 22 fishery sectors Advice on ecological considerations included in catch limit advice for 22 fishery sectors Advice on ecological considerations included in catch limit advice for 22 fishery sectors Integrated Fisheries Security Strategy (IFSS) approved and implemented Approve and implement the strategy Implement and monitor progress Review and enhance the strategy Review and enhance the strategy Extent of the recovery of abalone, hake, West Coast rock lobster (WCRL), and linefish Develop a recovery plan for abalone, hake, WCRL, and linefish Management recommenda­ tions towards targets set for the recovery of abalone, hake, WCRL, and linefish Management recommenda­ tions towards targets set for the recovery of abalone, hake, WCRL, and linefish Management recommenda­ tions towards targets set for the recovery of abalone, hake, WCRL, and linefish Commercial fishing rights holders’ performance reviewed Implement, manage and control findings of current performance review process Implement, manage and control findings of current performance review process Review rights holders in 2 or more fishing sectors Continuation of review process Commercial fishing rights allocated Revise rights allocation policies in affected sectors Rights allocation process established Rights allocated for sectors in which fishing rights have expired Rights allocation process established for rights that expire in 2015 Policy and a regulatory framework for the management of the recreational sector developed Engagement with the recreational forum and other stakeholders Expanded public participation process in developing a draft policy Develop and gazette draft policy Finalise policy DAFF Strategic Plan 2011/12–2014/15 48 Strategic goal Strategic objective indicator Target 2011/12 2012/13 2013/14 2214/15 2 (cont.) Framework for the Management of Fish Processing Establishments (FPEs) developed Develop guidelines for managing an allocation process for FPEs Continue to allocate FPE rights Continue to allocate FPE rights Continue to allocate FPE rights National programmes of action (NPAs) for sharks, turtles, and fleet capacity Finalise and implement NPA for sharks Finalise and implement NPA for fleet capacity Finalise and implement NPA for turtles Continued implementation and review the NPA for seabirds Ecosystem approach to fisheries (EAF) considerations implemented in fisheries Establish the Branch EAF Steering Committee and set priorities Review ecological risk assessments in relevant fishing sectors Review ecological risk assessments in relevant fishing sectors and implement priority EAF management objectives Review ecological risk assessments in relevant fishing sectors and implement priority EAF management objectives Review ecological risk assessments in relevant fishing sectors and implement priority EAF management objectives Fisheries management plans Draft fisheries management plans for 1 offshore and 1 inshore fishing sector Draft fisheries management plans for 2 or more fishing sectors Draft fisheries management plans for 2 or more fishing sectors Draft fisheries management plans for 2 or more fishing sectors Number of sector stakeholder forums in place Improve existing stakeholder forums and establish small­ scale fishing and recreational fishing forums Maintain and enhance management working groups and co­ management committees Maintain and enhance management working groups and co­ management committees Maintain and enhance management working groups and co­ management committees 5 2: Increase the level of public and private investment for agricultural, forestry and fisheries products Amalgamated freshwater and marine aquaculture policies National Aquaculture Strategy (NAS) and action plan Aquaculture Certification Plan (ACP) and implementation of the NAS Monitoring of the NAS and implementation of the ACP Review and amalgamate the freshwater and marine aquaculture policies Approved Fisheries Charter Conduct a study on transformation in fisheries Development of the discussion document for stakeholder engagement Development of the Fisheries Charter Implementation of the Fisheries Charter OvERviEw South Africa is an important coastal range state because of its strategic location. Being bordered by the Indian and Atlantic Oceans and influenced by the Southern Ocean, its marine and coastal biodiversity is exceptionally high. The warm Algulhas current as well as the cold, highly productive Benguela current, provides unique opportunities for eco­ nomic activity, especially for fishing. South Africa has a well­developed fisheries management system and is a leading state in terms of the implementation of an EAF management. South Africa also plays an important role internationally, e.g. in regional fisheries management organisations (RFMOs) and regional programmes such as the Benguela Current Commission (BCC) and other related programmes. PART B: Strategic objectives 49 The coast, being the meeting place of land and sea, forms a distinctive, complex and interconnected natural system with finite and valuable resources that are impacted upon by human and environmental perturbations such as pollution, inappropriate development and environmental degradation. It provides substantial opportunities for economic and so­ cial development. South Africa has a well­established fishery sector, comprising two components, wild capture fisheries which range from highly­industrialised capital­intensive fishing sectors to more accessible fishing sectors, including subsistence fisheries and an aquaculture component which is under development. The Marine Living Resources Fund receives transfers for the management and sustainable use of marine living re­ sources to supplement the revenue received from levies on fish and fish products, for permits and application fees and the proceeds from the sale of confiscated fish and fish products. PROBLEM STATEMEnT Although South Africa has a well­established fishery sector, conversely; the sector faces a number of challenges which limit it from realising its ability to contribute to key government imperatives of sustainable use of marine living resources and ensuring food security for all. The following challenges are highlighted and will therefore inform the key strategic areas the branch will focus on: • Limited natural resources: Over the years the sector has experienced depletion and collapse of some fisheries, while on the other hand, there is a growing reliance on the resources as a source of food security for many com­ munities. This, in turn, poses challenges to the department to consider recovery measures for depleted stocks, broadening the scope of aquaculture as well as empowering fishing communities on alternative livelihood avenues in order to ensure sustainable food security. • Access to markets: Persistent changes in the global market conditions continue to pose challenges to the fishing sector’s ability to access markets for the exportation of fishing products and economic growth. • Climate change: This has resulted in the migration of natural resources from their original habitat, leading to in­ creasing levels of poverty, unemployment, infrastructure dilapidation because of either closure and/or migration of fishing processing facilities to other areas. • illegal fishing: Fisheries generally is a highly contested industry, both locally and globally. It is plagued with syndi­ cated crime, overexploitation of high­value species, corruption and poor compliance levels. Hence, the department must introduce comprehensive responses to this complex, highly technical and technologically advanced challenge of local and international organised crime. • Capacity constraints: The branch does not have the human, financial and infrastructure resources required to deliver excellent services to its stakeholders and communities at large. iMPLEMEnTATiOn STRATEgy The implementation strategy as aligned to the service delivery agreement will focus on the following key strategic thrusts: • By embarking on fishery­specific research, which will inform the setting of total allowable catches and effort (TACs/ TAEs) in 22 fishing sectors and implement the Stock Recovery Strategy for Hake, Abalone, West Coast Rock Lob­ ster and Linefish. The department will finalise and implement the Small­scale/subsistence Fisheries Policy, broaden the scope of the aquaculture sector and develop and implement a proactive stakeholder engagement strategy. • The Fisheries Sector Charter will be developed and implemented in the medium term to ensure achievement of transformation imperatives within the fishing sector. Implantation of the IFSS is a key deliverable which will intensify visibility of compliance, and monitoring and enforcement efforts. The DAFF has committed itself to job creation and promoting sustainable/alternative and economic livelihoods through working for Working for Fisheries; social responsibility programmes and projects (SRPP) and decentralisation of the customer service stations as key flag­ ship projects, etc. ExPEndiTURE TREndS Spending over the medium term will be focused on conducting fishery specific research to inform the setting of TAC in 22 fishing sectors; implementing the Stock Recovery Strategy for Hake, Abalone, West Coast Rock Lobster and Line­ fish; finalising and implementing the Small­scale Subsistence Fisheries Policy; broadening the scope of the aquaculture sector; developing and implementing the proactive Stakeholder Engagement Strategy; developing and finalising the DAFF Strategic Plan 2011/12–2014/15 50 Fisheries Charter to meet transformation targets within the fishing sector; developing and implementing the Integrated Fisheries Security Strategy to ensure better compliance, monitoring and enforcement efforts; and promoting job crea­ tion and sustainable economic livelihoods. Expenditure increased from R149,8 million in 2007/08 to R283,5 million in 2010/11, at an average annual rate of 23,7% and is projected to increase to R333,5 million over the medium term, at an average annual rate of 5,6%. The increase in both periods is the result of increased allocations for vessel operations and function shifts from the DEA. The ratio of administrative costs to line function costs is 1:3 RESOURCE ALLOCATiOn (extracted from vote 26, Estimates of national Expenditure, 2011) Programme: Fisheries 2011/12 2012/13 2013/14 R’000 R’000 R’000 Per subprogramme Management Aquaculture Administrative support services Marine Living Resources Fund 264 24 620 108 805 190 499 277 25 852 114 245 250 825 290 27 145 119 960 186 128 324 188 391 199 333 523 Economic classification Compensation of employees Goods and services Interest and rent on land Transfers and subsidies Payments for capital assets 133 689 – – 190 499 – 140 374 – – 250 825 – 147 395 – – 186 128 – 324 188 391 199 333 523 SA FiSHing indUSTRy wholesale value of production, 2007 Fishery Catch (tons) Landings (tons) wholesale value (R’000) % of total value Demersal: offshore trawl 167 353 11 6579 261 7896 42,6 Demersal: inshore trawl 10 690 7 355 147 611 2,4 Total demersal trawl 178 043 12 3934 276 5507 45,0 Purse seine (pelagic) 421 000 421 000 1 388 517 22,6 Rock lobster (SC) 473 335 159 200 2,6 Rock lobster (WC) 3 073 3 073 533 271 8,7 Crustacean trawl 225 225 18 210 0,3 Squid (jigging) 6 990 6 990 419 400 6,8 Tuna pole 4 681 4 681 131 480 2,1 Line fish 7 363 7 363 212 719 3,5 Demersal longlining 8 520 8 520 270 000 4,4 Miscellaneous nets 2 611 2 611 23 061 0,4 Oysters 44 44 1 723 0,0 Mariculture 3 211 3 211 214 411 3,5 Seaweed 10 085 10 085 11 281 0,2 Total 646 319 592 072 6 148 780 100,0 PART B: Strategic objectives 51 wholesale value of production, 2009 Fishery Catch (tons) Landings (tons) wholesale value (R’000) % of total value Demersal: offshore trawl 153 932 106 836 253 1044 43,6 Demersal: inshore trawl 9 408 6 654 151 074 2,6 Total demersal trawl 163 340 113 490 268 2118 46,2 Purse seine (pelagic) 425 080 425 080 1 464 803 25,3 Rock lobster (SC) 843 392 144 213 2,5 Rock lobster (WC) 1 860 1 860 359 478 6,2 Crustacean trawl 225 225 18 210 0,3 Squid (jigging) 7 900 7 900 418 700 7,2 Tuna pole 3 085 3 095 76 433 1,3 Line fish 7 126 7 126 175 109 3,0 Demersal longlining 8 906 8 906 160 308 2,8 Miscellaneous nets 2 611 2 611 23 061 0,4 Oysters 44 44 1 723 0,0 Mariculture 1 900 1 900 265 000 4,6 Seaweed 8 138 8 138 10 020 0,2 Total 63 1058 580 767 5 799 176 100,0 Risk Management In line with section 38(1) of the Public Finance Management Act, 1999 (Act No. 1 of 1999) as amended, and section 3,2 of the Treasury Regulations, the department will implement an effective risk management and control process. The accounting officer, management and other personnel, have the responsibility to maintain effective risk management and control on their daily activities to maintain a balance between strategy, objectives, related risks and effective and efficient use of resources. The DAFF management is expected to identify potential events that may affect the depart­ ment in the achievement of the objectives. The department should identify, assess, prioritise and manage risks to be within its risk tolerance, to provide reasonable assurance to achieve its objectives. Risk management offers the following benefits to the department: • Organisational alignment: The risk management process will complement effective strategic and operational plan­ ning by ensuring that management and staff understand and are committed to the key objectives which have been defined and performance indicators against which our success is measured. • improved ability to manage risks: By formally identifying and evaluating risks, managers will improve the under­ standing of the risks which have to be managed. Furthermore, they will analyse and understand the causes of risks to ensure that internal controls manage these causes. • improved ability to achieve objectives: By proactively identifying risks the department will have a better under­ standing of risks (more anticipatory) and therefore be able to achieve objectives with greater certainty. • improved ability to seize opportunities: By understanding our risk profiles, the risk management process will en­ able us to seize and execute new opportunities successfully. • Cost-effective internal controls: The risk management process will ensure that our system of internal control is cost effective. Areas of overcontrol should be identified and removed. • Sustainability: Risk management will be embedded at all levels within the department as all management and staff will be educated on their responsibility for risk management and the effective application of internal controls. The department has completed the Strategic Risk Assessment. The exercise was conducted by officials from National Treasury. The performance of the Operational Risk Assessment by Deloitte is in progress and will be completed in March 2011. Flowing from the risk assessment, risk­related policies and assessments will be attended to. These in­ clude the Fraud Risk Assessment and the Fraud Prevention Plan to complement the risk assessment. The current assignment by Deloitte does not extend to the performance of these activities. PART C Public entities and other agencies DAFF Strategic Plan 2011/12–2014/15 54 Agricultural Research Council STRATegiC oveRview: 2007/08–2013/14 The ARC is a science institution established by the Agricultural Research Act, 1990 (Act No. 86 of 1990). In terms of the Act, the objectives of the ARC are to conduct fundamental and applied research; drive research and development; drive technology development and the transfer of technology (dissemination) to promote agriculture and related indus tries; contribute to a better quality of life; facilitate and ensure natural resource conservation and alleviate poverty. The ARC’s strategic objectives and related output are aligned with the DAFF’s mission and are directed at ensuring access to sufficient, safe and nutritious food; eliminating skewed participation and inequality in the sector; maximising growth, employment and income in agriculture and enhancing the sustainable management of the natural agricultural resources and ecological systems. To deliver on the department’s priorities in particular, the research, technology devel opment and the transfer of technology are aimed at improving agricultural production, food security and growth, which in turn, will result in poverty alleviation. As a public entity, the ARC’s performance and priorities must be aligned with the national priorities outlined in the MTSF. These are further refined through the council’s annual strategic review process to ensure effective delivery by alignment with the DAFF’s priorities, as well as with those of the Department of Science and Tech nol ogy. The ARC carries out its functions in accordance with approved strategic and business plans, notwithstanding the fund ing challenges it continuously has to face. In addition, since 2007/08, the council has met, and in some cases exceed ed, the performance targets set out in the business plan. The following six objectives form the basis of its Strategic Plan over the medium term: • Generate, develop and apply new knowledge, science and technology for agriculture to meet the demands for in creased food production, food security and poverty alleviation • Promote the sustainable use and management of the natural resources to ensure a competitive agricultural sector and increase wealth for people and industries dependent upon natural-resource-based agriculture • Improve nutrition and food security and safety by improving crop and livestock production systems, including seed security • Provide information and technical solutions that will enable the agricultural sector to manage and mitigate agricul tural risks, including threats to the agricultural practice • Disseminate information and transfer technology emanating from research and development • Achieve organisational growth and sustainability. DeTAilS of PRogRAmmeS, objeCTiveS AnD ACTiviTieS The ARC conducts fundamental and applied research with partners to generate knowledge, develop human capital and foster innovation in agriculture through technology development and dissemination, and the commercialisation of re search results. Its main focus is on agricultural research and development, and the transfer of technology in the agri cultural sector. In addition, 86% of its total budget is spent on the council’s core business—research and the transfer of technology. The remaining 14% of the budget is allocated to support services. Recently, the ARC developed an early blushed pear cultivar, called Cheeky™, which is currently playing a major role in the establishment of early blush pears in Europe and other export countries. The prediction is that by the end of 2012, the total number of hectares under the cultivation of Cheeky™ will be 37% of the total early blushed pears in South Africa, with a potential income of R354 million per annum for the pear industry. The development of Cheeky™ not only extends the blushed pear range in the South African pear industry, it is also in support of the ARC’s stategic objective to generate, develop and apply knowledge, science and technology for agricul ture to meet the demands for increased food production, food security and poverty alleviation. The budget allocation for the 2011/12 financial year is R144 million. PART C: Public entities and other agencies 55 Marine Living Resources Fund STRATegiC oveRview: 2007/08–2013/14 The Marine Living Resources Fund was established in terms of the Marine Living Resource Act, 1998 (Act No. 18 of 1998). The fund is the main source of funding for marine fisheries and coastal management, which is a branch of the national Department of Agriculture, Forestry and Fisheries. The mandate and core business of the fund is to manage the development and sustainable use of South Africa’s marine and coastal resources, as well as to protect the integrity and quality of the marine and coastal ecosystems. The organisation regulates the use of marine resources through administering fishing rights, permits and licences. Key activities include: • Developing and implementing a policy framework to allocate and manage long-term fishing rights in 20 commercial sectors, facilitate and manage the transfer of commercial fishing rights; conserve and protect seals, seabirds and shorebirds • Developing a policy and management framework for the subsistence fishing sector and monitor fish stocks to pre vent overexploitation or a negative impact on the integrity of the marine ecosystem and develop management strat egies to rebuild depleted fish stocks. In terms of a government proclamation of February 2010, fisheries-related functions had been transferred to the DAFF, while environmental/conservation functions remained with the DEA. Part of this transfer involves the fund moving to the DAFF with effect from 1 April 2010 to support the operational activities relating to the management of South Africa’s marine wild capture fisheries, as well as aquaculture. The research fleet is nearing the end of its lifespan and must be replaced to minimise the risk of high maintenance costs and sea days available for surveys. The key strategic priorities for the fisheries sector over the medium term include: • Conducting fishery-specific research to inform the setting of TACs and efforts in 22 fishing sectors • Implementing the Stock Recovery Strategy for Hake, Abalone, West Coast Rock Lobster and Linefish • Finalising and implementing the Small-scale Subsistence Fisheries Policy • Broadening the scope of the aquaculture sector • Developing and implementing a proactive stakeholder engagement strategy • Developing and finalising a fisheries charter to meet transformation targets within the fishing sector • Developing and implanting the Integrated Fisheries Security Strategy to ensure better compliance, monitoring and enforcements • Promoting job creation and sustainable economic livelihoods. DeTAilS of PRogRAmmeS/objeCTiveS/ACTiviTieS The fund manages the development and sustainable use of South Africa’s marine resources and protects the integrity and quality of the marine ecosystem. This entails performing specific research to inform the setting of TACs and efforts in 22 fishing sectors, and ensures the intensification and visibility of compliance, monitoring and enforcement efforts. The fund allocates 40% of its annual budget to vessel operating costs for fisheries research and patrol efforts. The department achieved 100% landings monitored in abalone, hake longline, pelagic, Western Cape rock lobster and squid at a cost of R12 million in 2010/11. DAFF Strategic Plan 2011/12–2014/15 56 Other public entities and agencies The following public entities also report directly to the Minister of Agriculture, Foerstry and Fisheries. Comprehensive coverage with more detailed information for Vote 26 is available on the web at www.treasury.gov.za under the budget information link. • The national Agricultural marketing Council was established in terms of the Marketing of Agricultural Products Act, 1996 (Act No. 47 of 1996) to provide strategic agricultural marketing advice to the Minister of Agriculture, Forestry and Fisheries. The council’s total budget for 2011/12 is R32,5 million. • ncera farms is a schedule 3B company in terms of the Public Finance Management Act, 1999 (Act No. 1 of 1999). The company has the mandate to perform development functions on identified land administered by the DAFF. The company’s total budget for 2011/12 is R4,2 million. • onderstepoort biological Products is a state-owned company, whose mandate is to prevent and control animal diseases that have an impact on food security, human health and livelihoods. The company’s total budget for 2011/12 is R146,5 million. • The Perishable Products export Control board is an official certification agency operating on behalf of govern ment to control all perishable export products. The company’s total budget for 2011/12 is R164,3 million. ANNEXURE 1 Annual performance plans DAFF Strategic Plan 2011/12–2014/15 58 Administration DiREctoRAtE: iNfoRmAtioN AND commUNicAtioN tEchNology Strategic goal 6: Effective and efficient governance Strategic objective 5: Provide leadership and manage communication and information Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Ensure migration and integration of the DAFF systems 70% migration and integration Systems migrated and integrated into the DAFF network Integrated system 1 Q4 D: ICT Integrate and review MSP Agriculture MSP Integrated MSP for the DAFF Approved MSP by DEXCO 1 Q4 D: ICT DiREctoRAtE: KNowlEDgE AND iNfoRmAtioN mANAgEmENt Strategic goal 6: Effective and efficient governance Strategic objective 5: Provide leadership and manage communication and information Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Review and implement phase 1 of KIM Strategy Draft KIM Strategy KIM Strategy Approved KIM Strategy by DEXCO 1 Q4 D: KIM DiREctoRAtE: hUmAN RESoURcES mANAgEmENt Strategic goal 6: Effective and efficient governance Strategic objective 3: Provide effective audit, investigative and legal, human resources and financial risk management Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Reduce vacancy rate 12% (current post establish ment) Vacancy report on percentage reduc tion in vacancy rate Approved report by the CD 14% Q4 D: HRM DiREctoRAtE: EmPloyEE RElAtioNS Strategic goal 6: Effective and efficient governance Strategic objective 3: Provide effective audit, investigative and legal, human resources and financial risk management Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Have SMS members trained on disciplinary procedures 40% SMS members trained Trained SMS members on disciplinary procedures Percentage of SMS members trained on disciplinary procedures 60% Q4 D: ER Align HRM policies and practices with operational objectives 10 HRM policies aligned and approved HRM policies aligned and approved Number of HRM policies approved by DEXCO 20 Q4 D: ER Annexure 1: Annual performance plans 59 DiREctoRAtE: EmPloyEE DEvEloPmENt AND PERfoRmANcE mANAgEmENt Strategic goal 6: Effective and efficient governance Strategic objective 3: Provide effective audit, investigative and legal, human resources and financial risk management Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Ensure adherence to PMDS PMDS adherence Report on adherence to PMDS Approved report on 80% adherence by the CD 1 Q4 D: EDPM Review HRD Strategy Draft HRD Srategy HRD Strategy Approved strategy by the DG 1 Q3 D: EDPM Implement HRD Strategy HRD Strategy Imple mentation Plan (excl. forestry and fisheries) DAFF HRD Strategy Implementation Plan Report on 30% implementation Implementation Plan approved by the DG Approved report by the CD 1 Q4 D: EDPM Establish service points in all provinces 1 service point (Western Cape) Report on 8 estab lished service points Approved report by the CD 8 Q4 D: EDPM Reduce disease burden 5% reduction Report on 10% reduction Approved report by the CD 1 Q4 D: EDPM Finalise Health and Wellness Framework Draft strategies and policies in place Health and Wellness Framework Approved framework by DEXCO 1 Q4 D: EDPM DiREctoRAtE: SEcURity SERvicES Strategic goal 6: Effective and efficient governance Strategic objective 3: Provide effective audit, investigative and legal, human resources and financial risk management Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Review Security Policy Draft Security Policy Security Policy Approved Security Policy by DEXCO 1 Q2 D: SS 0% implementation Report on phase 1 Approved by the DDG 1 Q4 D: SS DiREctoRAtE: iNtEgRAtED hUmAN RESoURcES mANAgEmENt Strategic goal 6: Effective and efficient governance Strategic objective 3: Provide effective audit, investigative and legal, human resources and financial risk management Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Review and imple ment the EPMD system required to monitor and evalu ate performance PMDS unit currently located with LR and Performance subdirectorate Report on the EPMD system (review and implementation) Approved report (OD or EPMD system) by the CD 1 report Q4 D: IHRM Monitor the vacancy and turnover rate 13% of establish ment is vacant Report on percent age reduction in vacancy and turn over rate Approved report by the CD 12% Q4 D: IHRM Implement Training Programme on Disciplinary Procedures 12 SMS members trained on public service disciplinary procedures Report on number of SMS members trained on disciplinary procedures Percentage of SMS members trained on disciplinary procedures 100% Q4 D: IHRM DAFF Strategic Plan 2011/12–2014/15 60 Strategic goal 6: Effective and efficient governance Strategic objective 3: Provide effective audit, investigative and legal, human resources and financial risk management Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Implement HRD Strategy and WSP (incl. tailor-made/ customised training programmes) Draft HRD Strategy and WSP for the branch Fisheries HRD Strategy and WSP aligned to departmental HRD Strategy Report on 50% trained on HRD Strategy Approved Fisheries HRD Strategy and WSP by the CD Approved report by the CD 1 strategy 1 report Q4 Q4 D: IHRM Implement health and wellness programmes Draft EH&W Plan Behavioural risk assessment study report EH&W Plan EH&W customised programmes for staff in fisheries in place Approved assessment study Approved EH&W Plan Implement and monitor EH&W in the branch 1 report 1 plan Q4 D: IHRM Review and implement the departmental Transformation Plan No EE plan/targets Diversity management plans Approved report by the CD on implementation of diversity management plans 1 report Q4 D: IHRM DiREctoRAtE: iNfoRmAtioN AND commUNicAtioN tEchNology Strategic goal 6: Effective and efficient governance Strategic objective 5: Provide leadership and manage communication and information Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Maintain and enhance integrated systems MAST and Oracle financial application Report on integra tion and consolida tion of catch systems in MAST Report on enhanced functionality in MAST and Oracle financials Approved implemen tation plans for catch systems by the CD Approved and implemented change requests 1 1 Q4 Q4 D: ICT D: ICT DiREctoRAtE: commUNicAtioN SERvicES Strategic goal 6: Effective and efficient governance Strategic objective 5: Provide leadership and manage communication and information Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Develop and implement communication strategies 2009–2014 Communication Strategy not aligned to the macro structure Media plans per project Media plans approved by the CD 10 media plans Q1–Q4 D: CS DiREctoRAtE: iNtEgRAtED hUmAN RESoURcE mANAgEmENt (cont.) Annexure 1: Annual performance plans 61 DiREctoRAtE: StAKEholDER RElAtioNS Strategic goal 1: increased profitable production of food, fibre and timber products by all categories of producers (subsistence, smallholder and commercial) Strategic objective 2: coordinate government food security initiative Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Organise 8% of farmers into producer associations No producer asso ciations currently in existence Report on 8% of farm ers organised into producer associations Approved report by the CD 1 report Q4 D: SR Strategic goal 6: Effective and efficient governance Strategic objective 1: Establish and strengthen cooperative governance and functional relations with local and international stakeholders Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Organise 8% of farmers into producer associations Stakeholder Relations Strategy not aligned to the new mandate Comprehensive Stakeholder Relations Strategy in terms of the new mandate Approved compre hensive strategy by DEXCO 1 strategy Q4 D: SR Establish 9 com modity structures No commodity structures currently in existence Report on 9 com modity structures established Approved report by the CD 1 report Q4 D: SR DiREctoRAtE: iNtERgovERNmENtAl AND iNtERNAtioNAl RElAtioNS Strategic goal 6: Effective and efficient governance Strategic objective 1: Establish and strengthen cooperative governance and functional relations with local and international stakeholders Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Develop International Fisheries Strategy Strategy aligned to the old structure of Fisheries Branch 1 Accredited Inter national Fisheries Strategy Approved strategy by DEXCO 1 Q4 D: IIR Identify inter govern mental stakeholders and actively parti cipate in relevant programmes and forums to efficiently represent fisheries issues Organisations representing industry only Credible fisheries database Database approved by DEXCO 1 Q4 D: IIR DiREctoRAtE: StAKEholDER ENgAgEmENt Strategic goal 6: Effective and efficient governance Strategic objective 5: Provide leadership and manage communication and information Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Establish 1 prescribed MLRA structure Collapsed Con sultative Advisory Forum (CAF) docu ments and MLRA Consultative Advisory Forum Comprehensive Plan CAF Plan approved by DEXCO 1 Q4 D: SE Establish 5 small scale fishing community-based entities Small-scale fish eries policy guidelines and existing informal interim relief and abalone structures Functional community-based entities Approved database of fishers 5 fishing community based legal entities Q4 D: SE DAFF Strategic Plan 2011/12–2014/15 62 Strategic goal 6: Effective and efficient governance Strategic objective 5: Provide leadership and manage communication and information Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Develop and implement Stakeholder Strategy Public perception survey and current stakeholder structures Comprehensive Stakeholder Strategy Strategy approved by DEXCO 1 Q3 D: SE Develop and implement Client Service Plan Public perception survey Client Service Improvement Plan Client Service Improvement Plan approved by DEXCO 1 Q3 D: SE DiREctoRAtE: DEvEloPmENt fiNANcE cooRDiNAtioN Strategic goal 1: increased profitable production of food, fibre and timber products by all categories of producers (subsistence, smallholder and commercial) Strategic objective 2: coordinate government food security initiative Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Develop a development finance funding model – Value Chain Financing Model Approved Value Chain Model 1 Q4 D: DFC Have 10 000 smallholder farmers and 10 000 subsistence farmers accessing financial services 30 000 (smallholders and subsistence farmers) Smallholder farmers and subsistence farmers accessing financial services Number of smallholders and subsistence farmers accessing financial services 10 000 (inclusive of Land Bank funded small-holder operators) Q4 D: DFC To finance and support distressed farmers 284 distressed farmers at Land Bank Distressed farmers financed and supported Number of distressed farmers financed and supported 50 distressed farmers supported Q4 D: DFC DiREctoRAtE: StRAtEgic PlANNiNg Strategic goal 6: Effective and efficient governance Strategic objective 2: Strengthen policy, planning, monitoring, evaluation, reporting and sector information Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Align national and provincial plans with Presidential outcomes and targets Departmental Strategic Plan 2010/11 2011/12 Departmental Strategic Plan Strategic Plan tabled 1 Q4 D: SP 2009/10 Strategic and operational planning guidelines 2011/12 Strategic and operational planning guidelines Approved guidelines 1 Q4 D: SP Draft PDA planning survey report DAFF/PDA Planning Framework Approved framework 1 Q4 D: SP Service Delivery Improvement Plan Approved SDIP 1 Q4 D: SP DiREctoRAtE: StAKEholDER ENgAgEmENt (cont.) Annexure 1: Annual performance plans 63 DiREctoRAtE: PRogRAmmE DEvEloPmENt SUPPoRt Strategic goal 6: Effective and efficient governance Strategic objective 2: Strengthen policy, planning, monitoring, evaluation, reporting and sector information Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Provide continuous programme management support – Review programmes and projects Departmental programmes aligned to broader governmental policies and strategies 1 status re port on the alignment of pro grammes Q4 D: PDS – Departmental programmes implemented Status report on the implementation of programmes 1 Q4 D: PDS DiREctoRAtE: Policy RESEARch SUPPoRt Strategic goal 6: Effective and efficient governance Strategic objective 2: Strengthen policy, planning, monitoring, evaluation, reporting and sector information Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Implement targeted R&D programmes National Sectoral R&D Agenda Commodity-specific R&D programme Approved R&D Programme Service level agree ments signed on commodity-specific R&D projects 1 Q4 D: PRS Review existing policies Departmental legislative mandate (list of Acts in Strategic Plan 2010/11) Reviewed three policies Three policies reviewed 3 Q4 D: PRS DiREctoRAtE: oRgANiSAtioNAl PERfoRmANcE Strategic goal 6: Effective and efficient governance Strategic objective 2: Strengthen policy, planning, monitoring, evaluation, reporting and sector information Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Monitor and assess the performance of DAFF Strategic Plan 2011/12 Quarterly performance reports Approved quarterly performance reports by DEXCO (consult MER document) 4 Q1–Q4 D: OP Quarterly performance reports 2010/11 Annual report 2010/11 Approved Annual report by DEXCO 1 Q1 D: OP Strategic Plan 2011/12 2011/12 Knowledge Bank Model Functional KnowledgeBank Model 1 Q1 D: OP Departmental Services Catalogue Service catalogue Service catalogue developed 1 Q4 D: OP DAFF Strategic Plan 2011/12–2014/15 64 DiREctoRAtE: PRoviNciAl AND SoE PERfoRmANcE moNitoRiNg Strategic goal 6: Effective and efficient governance Strategic objective 2: Strengthen policy, planning, monitoring, evaluation, reporting and sector information Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Monitor and assess the performance of PDAs and SOEs 2010/11 PDAs performance indicators 2011/12 performance indicators of PDAs Approved PDAs performance indicators by ITCAFF 1 Q1 D: PSPM QPR Treasury Model PDA quarterly reports Approved quarterly PDAs reports by ITCAFF 4 Q1–Q4 D: PSPM DiREctoRAtE: StAtiSticS AND EcoNomic ANAlySiS Strategic goal 6: Effective and efficient governance Strategic objective 2: Strengthen policy, planning, monitoring, evaluation, reporting and sector information Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Produce reports on economic indicators and trends for the sector 8 reports Published reports Trends and economic performance of the sector analysed 12 reports (3 per quarter) Q1–Q4 D: SEA 20 reports Published reports Trends and statistical performance of the sector analysed 20 reports Q1–Q4 D: SEA Trade promotion and market access DiREctoRAtE: SoUthERN AfRicA AND AfRicA RElAtioNS Strategic goal 6: Effective and efficient governance Strategic objective 1: Establish and strengthen cooperative governance and functional relations with local and international stakeholders Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Facilitate the process of preparation of agreements 3 finalised and ready for signature Agreements Signed agreements (Mali, Senegal and Gabon) 3 Q4 D: SAAR 3 drafts Finalised agree ments (Zimbabwe, Tanzania and Swaziland) 3 12 signed agreements Report on imple mentation of signed agreements Approved report on implementation of signed agreements by the CD 1 Q4 D: SAAR Oversee and provide support for the promotion and protection of DAFF interests regionally and internationally 5 SADC meetings and 1 meeting per country (bilateral) Schedule of strategic meetings (regionally and internationally) Schedule of strategic meetings approved by the CD Reports on DAFF’s attendance of strategic meetings 1 Q4 D: SAAR Report on DAFF’s representation in strategic countries Approved report by the CD 1 functional and staffed office Q4 D: SAAR Annexure 1: Annual performance plans 65 DiREctoRAtE: cooPERAtivES AND ENtERPRiSE DEvEloPmENt Strategic goal 5: increased contribution of the sector to economic growth and development Strategic objective 2: increase the level of public and private investment in the sector Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Facilitate the development of sector strategies Draft agribusiness policy Sector business policy to guide sector strategies Approved Sector Business Policy by DEXCO 1 Q4 D: CED Facilitate the implementation of partnerships within the value chain Unit standards aligned material Skills Development Support Programme for Small Enterprises The number of small businesses supported through training 100 Q4 D: CED Draft cooperation agreement (SEDA) Partnership agreements Signed partnership agreements by all the partners 6 Q4 D: CED Accredited SMME excellence model training material Training programme for entrepreneurs and/or farmers Number of farmers trained 100 Q4 D: CED Partnership for enterprise develop ment support Cooperation agreement signed by the DG 1 Q3 D: CED Facilitate the establishment of marketing linkages Partnerships to broaden participation within the value chain Number of partnerships established 3 Q4 D: CED Facilitate the development of the SMME Strategy within the sector Forestry SMME Strategy Integrated SMME Strategy for the sector Approved integrated SMME Strategy for the sector by DEXCO 1 Q4 D: CED Draft Agricultural SMME Strategy Facilitate the establishment and support of commodity associations and cooperatives Commodity associations established Number of com modity associations established 12 Q4 D: CED Guidelines on the establishment of cooperatives Cooperatives established Number of cooperatives established 90 Q4 D: CED Commodity Approach Model Accredited training material Capacity-building Programme for Cooperatives Number of cooperatives trained 90 Q4 D: CED DiREctoRAtE: BBBEE chARtERS comPliANcE Strategic goal 5: increased contribution of the sector to economic growth and development Strategic objective 1: increase growth, income and sustainable job opportunities in the value chain Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Facilitate the gazetting of the charter/sector code (AgriBEE section 9) AgriBEE Transformation Charter, section 12 Gazetting of the AgriBEE Sector Code, section 9 Published Gazette 1 Q3 D: BCC Facilitate the implementation of the AgriBEE Charter/Sector code Signed AgriBEE Fund MoA between DAFF and Land Bank AgriBEE deals funded Number of BEE deals funded 8 Q4 D: BCC DAFF Strategic Plan 2011/12–2014/15 66 Strategic goal 5: increased contribution of the sector to economic growth and development Strategic objective 1: increase growth, income and sustainable job opportunities in the value chain Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Facilitate the development of the Fisheries Charter No charter in place Conduct study on status of trans formation in the fisheries sector Status report (published) 1 Q4 D: BCC Facilitate the implementation of the Forestry Charter/Sector code – Number of government undertakings implemented Progress report on undertakings implemented 4 Q1–Q4 D: BCC DiREctoRAtE: iNtERNAtioNAl tRADE Strategic goal 5: increased contribution of the sector to economic growth and development Strategic objective 2: increase market access for South African and African agricultural, forestry and fish products domestically and internationally Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Undertake the implementation of the Trade Strategy Approved Agricultural Trade Development Strategy, 2008 WTO commitment schedule Completed WTO commitment schedule 1 Q3 D: ITR Report on SADC/EU/ EPA negotiations Finalised outcome for the negotiation 1 Q3 D: ITR Review of SACU/EFTA bilateral agreements Agreed on review programme 1 Q4 D: ITR ITC Training Programme Number of training workshops conducted 4 Q4 D: ITR Undertake the im plementation of the regional coopera tion agreements SADC Summit decision on regional integration Tripartite (SADC, EAC, COMESA) free trade area offer for agriculture Draft tripartite free trade area offer completed 1 Q4 D: IT DiREctoRAtE: AmERicAS, AUStRAlASiA, EURoPE AND miDDlE EASt RElAtioNS Strategic goal 6: Effective and efficient governance Strategic objective 1: Establish and strengthen cooperative governance and functional relations with local and international stakeholders Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Facilitate the process of preparation of agreements 5 agreements Draft agreements (Russia, Turkey, the Netherlands, Cuba and Argentina) Number of draft agreements 5 Q4 D: AAEMER Finalised agreements (Thailand, Philippines, Indonesia, Saudi Arabia and Iran) Number of signed agreements 5 Q4 Ooversee and provide support for the promotion and protection of the DAFF’s interests regionally and internationally 25 meetings Coordinate the attend ance of the DAFF at scheduled strategic meetings (regionally and internationally) Report on the DAFF’s attendance of scheduled strategic meetings (signed by the Director) 25 Q4 D: AAEMER – Manage the DAFF’s representation in strategic countries Report on the DAFF’s representation in stra tegic countries (signed by the Director) 6 functional and staffed offices Q4 D: AAEMER DiREctoRAtE: BBBEE chARtERS comPliANcE (cont.) Annexure 1: Annual performance plans 67 DiREctoRAtE: mARKEtiNg Strategic goal 5: increased contribution of the sector to economic growth and development Strategic objective 1: increase growth, income and sustainable job opportunities in the value chain Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Facilitate the review and implementation of legislations – Marketing of Agricul tural Products (MAP) Amendment Bill Gazetted MAP Amendment Bill 1 Q4 D: M – Agricultural Produce Agents (APA) Amendment Bill Gazetted APA Amendment Bill 1 Q4 D: M Facilitate the implementation of the Marketing Strategy – Programme for linking farmers to markets Programme approved by DEXCO 1 Q4 D: M Fresh produce feasibility study report Fresh Produce Marketing Infrastructure Support Programme Business case/plan developed 1 Q4 D: M – Agriculture, Forestry and Fisheries Logistics Programme/Solutions Approved programme by the Minister 1 Q3 D: M – Marketing Assistance Scheme established Approval by the National Treasury 1 Q4 D: M – Tariff policy implementation reports Approval of the DAFF’s recommendations on agricultural, forestry and fisheries tariff po sition (approval by ITCAFF) 4 Q1–Q4 D: M Facilitate the establishment and institutionalisation of value chain networks – Value chain round tables/networks concept document Concept document approved by the Minister 1 Q4 D: M DiREctoRAtE: AgRo-PRocESSiNg Strategic goal 1: increased profitable production of food, fiber and timber products by all categories of producers (subsistence, smallholder, commercial) Strategic objective 2: coordinate government food security initiative Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Facilitate the devel opment of the agro processing Strategy – Agro-processing Strategy Strategy approved by DEXCO 1 Q4 D: AP Facilitate the promotion of value added products in the export market – Export Promotion Strategy for Value added Products Strategy approved by DEXCO 1 Q4 D: AP Facilitate the profiling of the agro processing industry and subsectors – Agro-processing industry profile Completed industry profile 1 Q4 D: AP Facilitate the develop ment of support measures to promote the establishment of the agro-processing industries – Agro-processing support measures/ incentives Incentives brochure developed 1 Q4 D: AP Facilitate the estab lishment of marketing and agro-processing associations – Agro-processing industry associations established Commodity-based associations established 4 Q4 D: AP DAFF Strategic Plan 2011/12–2014/15 68 Food Security and Agrarian Reform DiREctoRAtE: SUBSiStENcE fARmiNg Strategic goal 6: Effective and efficient governance Strategic objective 3: Provide effective audit, investigative and legal, human resources and financial risk management Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Develop and approve a national food security policy Food Security Policy Guidelines and the Integrated Food Security Strategy National Food Security Policy Approved Food Security Policy by the Cabinet 1 Q4 D: SF National FS Plan to ensure compliance to Food Security Policy 1 Q4 D: SF Implement Zero Hunger Strategy Integrated Food Security and Nutrition Programme (IFSNP) Zero Hunger Strategy Approved Zero Hunger Strategy by the Minister 1 Q1 D: SF Zero Hunger Strategy Implementation Plan 1 Q4 D: SF DiREctoRAtE: SmAllholDER DEvEloPmENt Strategic goal 1: increased profitable production of food, fibre and timber products by all categories of producers (subsistence, smallholder and commercial) Strategic objective 2: coordinate government food security initiative Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Develop and support new producers 205 000 New smallholder producers supported Number of small holder producers supported 15 000 Q4 D: SD DiREctoRAtE: iNfRAStRUctURE SUPPoRt Strategic goal 1: increased profitable production of food, fibre and timber products by all categories of producers (subsistence, smallholder and commercial) Strategic objective 2: coordinate government food security initiative Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Develop and approve Policy on Mechanisation Support Model Lack of mechanisation policy Mechanisation Support Policy Approved policy by DEXCO 1 Q4 D: IS Develop and monitor engineering norms and standards on production technologies No engineering norms and standards for production technologies Engineering norms and standards for supporting the subsistence and smallholder producers Number of engineering norms and standards developed 3 Q4 D: IS Annexure 1: Annual performance plans 69 DiREctoRAtE: SEctoR EDUcAtioN AND tRAiNiNg Strategic goal 4: A transformed and united sector Strategic objective 4: Provide leadership and support to research, training and extension in the sector Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Provide training to new producers 15 000 Report on number of producers trained on targeted programmes Number of new producers trained 15 000 Q4 D: SET 15 Targeted training programmes for producers Number of training programmes 10 Q4 D: SET DiREctoRAtE: SEctoRAl collEgES Strategic goal 4: A transformed and united sector Strategic objective 4: Provide leadership and support to research, training and extension in the sector Key objective Baseline Output Output indicator Target Time frame Respon­ sibility To approve ATI Bill and norms and standards Draft ATI Green Paper ATI Green Paper Approved ATI Green Paper by the DAFF 1 Q4 D: SC Draft norms and standards Norms and stan dards on agricultural training institutes Approved norms and standards by ITCAFF 1 Q4 D: SC DiREctoRAtE: gRootfoNtEiN AgRicUltURAl DEvEloPmENt iNStitUtE Strategic goal 4: A transformed and united sector Strategic objective 4: Provide leadership and support to research, training and extension in the sector Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Implement 14 targeted Education and Training Programmes for the sector 1 140 New producers trained through GADI’s Farmer Training Programme Number of trainees on industry-focused farmer training 1 000 Q4 D: GADI 180 Students trained through GADI’s Higher Education (HE) Programme Number of students enrolled at the college 180 Q4 D: GADI DiREctoRAtE: SEctoR tRANSfoRmAtioN AND gENDER SERvicES Strategic goal 4: A transformed and united sector Strategic objective 4: Provide leadership and support to research, training and extension in the sector Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Implement findings of DAFF audit report Audit report on compliance to gender and transformation legislation Training programmes implementing audit report findings Number of programmes 14 Q4 D: STGS Concept document on villages Number of villages established 4 Q4 D: STGS Overall coordination on compliance to workers summit resolutions Report on compliance 1 DAFF Strategic Plan 2011/12–2014/15 70 DiREctoRAtE: NAtioNAl EXtENSioN REfoRm Strategic goal 4: A transformed and united sector Strategic objective 4: Provide leadership and support to research, training and extension in the sector Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Implement Extension Recovery Plan 2 300 On-line training of extension officers Number of extension officers trained 1 600 Q4 D: NER 986 Upgrading of extension officers qualifications Number of extension officers upgraded qualifications 800 Q4 D: NER DiREctoRAtE: NAtioNAl EXtENSioN SUPPoRt Strategic goal 4: A transformed and united sector Strategic objective 4: Provide leadership and support to research, training and extension in the sector Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Develop appropriate policies towards improvement of extension 3 draft policies Draft policies on national extension performance moni toring, establishment of extension profes sional body and national extension policy Number of draft policies approved by the DAFF 3 Q4 D: NES Agricultural Production, Health and Food Safety DiREctoRAtE: ANimAl PRoDUctioN Strategic goal 1: increased profitable production of food, fibre and timber products by all categories of producers (subsistence, smallholder and commercial) Strategic objective 2: coordinate government food security initiative Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Implement and monitor animal production schemes 1 (Kaonafatso ya Dikgomo) Animal production schemes (milk, beef, small stock, poultry and wool) Approved schemes by the CD 9 Q4 D: AP Implement Commodity Strategy – Commodity strategy (red meat) implement ation report Approved report by the CD 1 Q4 D: AP DiREctoRAtE: vEtERiNARy PUBlic hEAlth Strategic goal 1: increased profitable production of food, fibre and timber products by all categories of producers (subsistence, smallholder and commercial) Strategic objective 2: coordinate government food security initiative Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Finalise CCS Frame work (legislation) – Amended Veterinary and Paraveterinary Act Approved Act by the Parliament 1 Q4 D: VPH Issue farmers with registration marks 524 000 ID certificates Number of certificates issued 32 000 Q4 D: VPH Annexure 1: Annual performance plans 71 Strategic goal 3: Effective national regulatory services and risk management systems Strategic objective 1: Promote safe food by managing the level of risks associated with food, diseases, pests, natural disasters and trade Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Conduct inspections on export facilities 20 Inspection reports Inspection reports approved by the CD 20 Q4 D: VPH DiREctoRAtE: ANimAl hEAlth Strategic goal 3: Effective national regulatory services and risk management systems Strategic objective 1: Promote safe food by managing the level of risks associated with food, diseases, pests, natural disasters and trade Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Implement animal disease control interventions 12 Implemented interventions Number of interventions implemented 12 Q4 D: AH Issue veterinary import permits 40 000 Veterinary import permits issued Number of veterinary import permits issued 40 000 Q4 D: AH Approve DAFF laboratories 24 Laboratory inspection reports Approved laboratory inspection reports by the CD 24 Q4 D: AH Conduct surveillance 2 Surveillance reports Approved surveillance reports by the CD 2 Q4 D: AH Monitor prevalence of diseases 12 Disease reports Approved disease reports by the CD 4 Q1–Q4 D: AH DiREctoRAtE: gENEtic RESoURcES Strategic goal 1: increased profitable production of food, fibre and timber products by all categories of producers (subsistence, smallholder and commercial) Strategic objective 2: coordinate government food security initiative Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Provide regulatory support services 2 lists of declared plants per annum Lists of declared plants Amended Table 1 in terms of PBR Act 2 Q2, Q4 D: GR – Framework on GMO low level and adventitious presence Approved GMO consignment threshold levels by the Executive Council 1 Q4 D: GR Provide technical support services – In situ Conservation Programme: (PGRFA) implemented On-farm conservation project established in KZN 1 Q3 D: GR – FAnGR Repatriation/ Restocking Programme implemented Number of repatriation plans (indigenous livestock) 2 districts in North West 2 districts in Free State Q2 Q4 D: GR DiREctoRAtE: vEtERiNARy PUBlic hEAlth (cont.) DAFF Strategic Plan 2011/12–2014/15 72 DiREctoRAtE: PlANt PRoDUctioN Strategic goal 1: increased profitable production of food, fibre and timber products by all categories of producers (subsistence, smallholder and commercial) Strategic objective 2: coordinate government food security initiative Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Provide regulatory support services – Policy on Plant Improvement Approved policy by DEXCO 1 Q3 D: PP Strategic goal 5: increased contribution of the sector to economic growth and development Strategic objective 2: increase the level of public and private investment in the sector Implement commodity strategies – Implementation plan for Grain Strategy Approved plan by the CD 1 Q4 D: PP – Implementation plan for Fruit Strategy Approved plan by the CD 1 Q4 D: PP DiREctoRAtE: PlANt hEAlth Strategic goal 1: increased profitable production of food, fibre and timber products by all categories of producers (subsistence, smallholder and commercial) Strategic objective 2: coordinate government food security initiative Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Provide regulatory support services – Policy on Plant Health (phytosanitary matters) Gazetted policy 1 Q4 D: PH 1 Revised legislation: Agricultural Pests Act, 1983 (Act No. 36 of 1983) Gazetted Plant Protection Bill 1 Q4 D: PH Provide technical support services – Prioritisation mechanism/ tool/system for phytosanitary export markets Approved departmental system by DEXCO 1 Q4 D: PH DiREctoRAtE: AgRicUltURE iNPUtS coNtRol Strategic goal 3: Effective national regulatory services and risk management systems Strategic objective 1: Promote safe food by managing the level of risks associated with food, diseases, pests, natural disasters and trade Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Regulate compliance and monitoring interventions implemented 2 400 Registration of agrochemicals Number of regis tered agrochemicals 2 400 Q4 D: AIC 2 000 Inspections conducted Number of inspect ions conducted 2 000 Q4 D: AIC 9 Technical information packages provided Number of technical information packages provided 9 Q4 D: AIC Fertilizers and Farm Feeds Bill Gazetted Bill 1 Q4 D: AIC Annexure 1: Annual performance plans 73 DiREctoRAtE: iNSPEctioN SERvicES Strategic goal 3: Effective national regulatory services and risk management systems Strategic objective 1: Promote safe food by managing the level of risks associated with food, diseases, pests, natural disasters and trade Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Regulate compliance and monitoring interventions implemented 47 000 Inspections conducted Number of inspections conducted 51 700 Q4 D: IS DiREctoRAtE: fooD SAfEty AND QUAlity ASSURANcE Strategic goal 3: Effective national regulatory services and risk management systems Strategic objective 1: Promote safe food by managing the level of risks associated with food, diseases, pests, natural disasters and trade Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Regulate compliance and monitoring interventions implemented 30 000 Laboratory samples analysed Number of laboratory samples analysed 30 000 Q4 D: FSQA Food Safety and Quality Assurance Regulations Number of regulations 10 Q4 D: FSQA Liquor Products Amendment Bill Gazetted Bill 1 Q4 D: FSQA Forestry DiREctoRAtE: foREStRy mANAgEmENt Strategic goal 5: increased contribution of the sector to economic growth and development Strategic objective 2: increase the level of public and private investment in the sector Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Implement Forest Sector Charter for planting 10 000 ha to supply timber in the country – Afforestation programme implementation report Number of afforestation licences issued 100 Q4 D: FM Number of hectares afforested 10 000 Q4 D: FM Strategic goal 1: increased profitable production of food, fiber and timber by all categories of producers (subsistence, smallholder and commercial) Strategic objective 2: coordinate government food security initiative Facilitate the creation of job opportunities in the forestry sector – Status report on creation of jobs through wattle jungle conversion and rehabilitation Number of jobs created 300 Q4 D: FM DAFF Strategic Plan 2011/12–2014/15 74 DiREctoRAtE: SmAll-ScAlE foREStRy Strategic goal 2: Sustained management of natural resources Strategic objective 2: Ensure the sustainable management and efficient use of natural resources Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Increase number of hectares of indigenous forests and woodlands rehabilitated South Africa Greening Greening strategy implementation report Number of indigenous and fruit trees planted 100 000 trees Q4 D: SSF Greening strategy implementation report Number of indigenous and fruit trees planted 100 000 trees Q4 D: SSF Strategic goal 1: increased profitable production of food, fiber and timber by all categories of producers (subsistence, smallholder and commercial) Strategic objective 2: coordinate government food security initiative Provide support to 2 500 new small growers in the forestry sector – Status report on support provided to new small growers Number of new small growers supported 2 500 Q4 D: SSF DiREctoRAtE: wooDlANDS AND iNDigENoUS foRESt mANAgEmENt Strategic goal 2: Sustained management of natural resources Strategic objective 2: Ensure the sustainable management and efficient use of natural resources Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Increase number of hectares of indigenous forests and woodlands rehabilitated South Africa Greening Report on hectares of indigenous forests and woodlands rehabilitated Number of hectares rehabilitated 800 ha Q4 D: WIFM DiREctoRAtE: wAtER USE AND iRRigAtioN DEvEloPmENt Strategic goal 2: Sustained management of natural resources Strategic objective 2: Ensure the sustainable management and efficient use of natural resources Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Refurbish 0,5% smallholder government irrigation schemes 50 000 ha Progress report on irrigation schemes revitalised Number of hectares revitalised 250 Q4 D: WUID DiREctoRAtE: climAtE chANgE AND DiSAStER mANAgEmENt Strategic goal 1: increased profitable production of food, fiber and timber by all categories of producers (subsistence, smallholder and commercial) Strategic objective 2: coordinate government food security initiative Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Develop disaster risk management system Monthly advisories Copying strategy for flood disasters Approved strategy by NAC 1 Q4 D: CCDM Annexure 1: Annual performance plans 75 Strategic goal 1: increased profitable production of food, fiber and timber by all categories of producers (subsistence, smallholder and commercial) Strategic objective 2: coordinate government food security initiative Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Develop disaster risk management system (cont.) NARMCO and NDTT Terms of Reference Progress report on the functioning of consultative structures (NARMCO and NDTT) Approved report by DEXCO 1 Q3 D: CCDM Implementation framework Progress report on implementation of Western Cape Flood Disaster Relief Scheme Approved report by DEXCO 1 Q4 D: CCDM Strategic goal 2: Sustained management of natural resources Strategic objective 2: Ensure the sustainable management and efficient use of natural resources Develop climate change adaptation plans Draft CC Sector Plan, Atlas of CC and SA agricultural sector GHG inventory report Adaptation and mitigation plan Approved plan by DEXCO 1 Q4 D: CCDM DiREctoRAtE: lAND USE AND Soil mANAgEmENt Strategic goal 2: Sustained management of natural resources Strategic objective 2: Ensure the sustainable management and efficient use of natural resources Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Increase number of hectares of agricultural land under rehabilitation 70% land degraded in RSA Report on hectares of land rehabilitated Percentation reduction in land degradation 1% (800 000 ha) Q4 D: LUSM Report on wetlands rehabilitated Number of wetlands rehabilitated 6 Q4 D: LUSM Land capability and agricultural land zoning maps for LP and NW provinces Number of provinces mapped 2 Q4 D: LUSM SALA legislation Policy on Protection of Agricultural Land Approved policy by DEXCO 1 Q4 D: LUSM Strategic goal 1: increased profitable production of food, fiber and timber by all categories of producers (subsistence, smallholder and commercial) Strategic objective 2: coordinate government food security initiative Create 1 300 job opportunities through LandCare – Report on job opportunities created Number of jobs created 1 300 FTE Q4 D: LUSM DiREctoRAtE: climAtE chANgE AND DiSAStER mANAgEmENt (cont.) DAFF Strategic Plan 2011/12–2014/15 76 Fisheries DiREctoRAtE: AQUAcUltURE tEchNicAl SERvicES Strategic goal 1: increased profitable production of food, fiber and timber by all categories of producers (subsistence, smallholder and commercial) Strategic objective 2: coordinate government food security initiative Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Establish 10 new fish farms 84 existing farms Report on operational fish farms Number of new fish farms established 3 Q4 D: ATS Establish aqua culture develop ment zones (ADZs) 0 Report on established ADZs Number of ADZs established 1 Q4 D: ATS DiREctoRAtE: Socio-EcoNomic DEvEloPmENt Strategic goal 5: increased contribution of the sector to economic growth and development Strategic objective 2: increase the level of public and private investment in the sector Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Conduct a study on transformation in fisheries No charter exists for fisheries Status report on fisheries transformation Published report 1 Q4 D: SED Strategic goal 1: increased profitable production of food, fiber and timber by all categories of producers (subsistence, smallholder and commercial) Strategic objective 2: coordinate government food security initiative Establish 2 fish proces sing facilities 60 fish processing facilities already exist Fish processing facilities Number of fish processing facili ties established 2 Q4 D: SED Proclaim 3 new fishing harbours 12 fishing harbours already proclaimed Fishing Harbour Develop ment Programme Number of fishing harbours proclaimed 3 Q4 D: SED Implement 10 WFFP projects No EPWP pro gramme framework in fisheries Working for Fisheries Programme Number of WFFP projects implemented 10 Q4 D: SED DiREctoRAtE: RESoURcE RESEARch Strategic goal 2: Sustained management of natural resources Strategic objective 2: Ensure sustainable management and efficient use of natural resources Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Conduct research on fish stocks for 22 fishery sectors Scientific recom mendations on catch limits for 22 fishery sectors, current schedule of research surveys Research report on: sardine and anchovy (updated), seaweeds; abalone, linefish, net fish, oysters, demersal sharks, South Coast rock lobster, West Coast rock lobster, white mussel and hake, horse mackerel, tuna pole, Patagonian toothfish, sardine and anchovy (initial), prawns, shark longline, Agulhas sole, squid, tuna and swordfish longline TAC/TAE recommenda tions, cruise reports Approved TAC/TAE recommenda tions by the Minister Scientific recommenda tions on catch limits for 22 fishery sec tors Q1–Q3 D: RR Annexure 1: Annual performance plans 77 DiREctoRAtE: EcoSyStEmS RESEARch Strategic goal 2: Sustained management of natural resources Strategic objective 2: Ensure sustainable management and efficient use of natural resources Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Advise on ecological considerations in cluded in catch limit advice for 22 fishery sectors EAF Scientific Working Group Ecological risk assessment report Approved report by the DDG 1 Q3 D: ER DiREctoRAtE: AQUAcUltURE RESEARch Strategic goal 1: increased profitable production of food, fibre and timber products by all categories of producers (subsistence, smallholder and commercial) Strategic objective 2: coordinate government food security initiative Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Revise the Aquaculture Research Programme Existing Marine Aquaculture Research Programme Framework for Aqua culture Re search Manage ment (FARM) Approved framework by the DDG 1 Q1 D: AR Implement research projects within the framework for aqua culture research management through universities 6 existing projects internally Research projects imple mented through MoUs with uni versities Number of projects implemented 10 Q4 D: AR DiREctoRAtE: comPliANcE Strategic goal 1: increased profitable production of food, fibre and timber products by all categories of producers (subsistence, smallholder and commercial) Strategic objective 2: coordinate government food security initiative Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Intensify compliance and enforcement efforts No baseline 1 100 vessel landings inspected in 5 key fisheries Number of vessel landings inspected in 5 key fisheries (hake, abalone, squid, line fish and rock lobster) inspected and spot checks conducted in other sectors Hake = 300 Abalone = 150 Rock lobster = 100 Pelagics = 200 Linefish = 350 Q4 Q4 Q4 Q4 Q4 D: C DiREctoRAtE: RESoURcE RESEARch (cont.) Strategic goal 2: Sustained management of natural resources Strategic objective 2: Ensure sustainable management and efficient use of natural resources Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Investigate the feasibility of two potential new fisheries Feasibility studies of two potential new fisheries Feasibility reports on two potential new fisheries Approved reports 2 Q4 D: RR DAFF Strategic Plan 2011/12–2014/15 78 Strategic goal 1: increased profitable production of food, fibre and timber products by all categories of producers (subsistence, smallholder and commercial) Strategic objective 2: coordinate government food security initiative Key objective Baseline Output Output indicator Target Time frame Respon­ sibility – Joint partner ships with law enforcement and conserva tion agencies established/ formalised Number of joint partnerships with law enforcement and conservation agencies established/ formalised 2 Q4 D: C DiREctoRAtE: moNitoRiNg AND SURvEillANcE Strategic goal 1: increased profitable production of food, fibre and timber products by all categories of producers (subsistence, smallholder and commercial) Strategic objective 2: coordinate government food security initiative Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Rebuild depleted fish stocks Strategy in place for abalone and hake Strategy for hake, West Coast rock lobster and linefish Strategy developed and implemented in these sectors 1 Q4 D: MS Enhance compliance and enforcement of marine living resource legislation Review of 10% of 2 304 rights holders investigated in the 5 key fishery sectors Rights holders investigated in 5 key fisheries sectors, namely hake, abalone, rock lobster, squid and linefish Number of rights holders investigated in key fisheries sectors, namely hake, abalone, rock lobster, squid and linefish Hake long-line = 17 (10%) Hake deep sea trawl = 6 (10%) Hake hand line = 9 (10%) Hake inshore trawl = 4 (10%) West Coast rock lobster near shore = 84 (10%) West Coast rock lobster off shore = 29 (10%) Traditional linefish = 40 (10%) Abalone = 31 (10%) Squid = 13 (10%) Q4 Q4 Q4 Q4 Q4 Q4 Q4 Q4 Q4 D: MS Enhanced compliance with and enforcement of marine living resource legislation Cases and tip offs investigated Percentage of cases and tip offs investigated according to ser vice standards Number of cases and tip-offs investi gated according to service standards 40 Q4 D: MS Joint partner ships with law enforcement and conserva tion agencies maintained and strengthened Number of joint operational initiatives with partners, law enforcement and conservation agencies 20 Q4 D: MS DiREctoRAtE: comPliANcE (cont.) Annexure 1: Annual performance plans 79 DiREctoRAtE: fiShERiES PRotEctioN vESSElS Strategic goal 1: increased profitable production of food, fibre and timber products by all categories of producers (subsistence, smallholder and commercial) Strategic objective 2: coordinate government food security initiative Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Intensify compliance and enforcement efforts at sea 175 sea days per vessel per annum, (i.e. about 15 days per month per vessel) to inspect and/or process 10 vessels at sea per month per sector in the 5 key prior ity fisheries, i.e. hake, rock lobster, squid, linefish and small pelagics Sea-based inspection of vessels in 5 priority fisheries, i.e. hake, abalone, squid, linefish and rock lobster, and other random sea inspection of vessels in other sectors Number of sea based inspections of vessels in 5 priority fisheries, i.e. hake, abalone, squid, linefish and rock lobster, and other random sea inspection of vessels in other sectors Rock lobster = 120 Squid/Chokka = 120 Hake = 120 Small pelagics = 120 Linefish = 120 Q4 Q4 Q4 Q4 Q4 D: FPV Rebuild depleted fish stocks Abalone and hake fisheries recovery strategies in existence Special operations targeting hotspot areas, and vessel deployment plans that are focusing in the hake fishing grounds and pre-identified abalone poaching hotspots Increased law enforcement ac tivities, number of arrests and penalties issued, confiscation of equipment and other parapher nalia used in the MLRA transgres sion in the two fisheries as speci fied in the recov ery strategies for both fisheries Continuous re view/ implemen tation of strategy for hake and aba lone fisheries with respect to MCS, research and resource man agement Q4 D: FPV DiREctoRAtE: SmAll-ScAlE fiShERiES Strategic goal 1: increased profitable production of food, fibre and timber products by all categories of producers (subsistence, smallholder and commercial) Strategic objective 2: coordinate government food security initiative Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Finalise and implement Small-scale Fisheries Policy Draft policy in place Small-scale Fisher ies Policy and implementa tion plan Approved policy and implementa tion plan by the Cabinet 1 Q4 D: SSF Interim relief data base (and sub sistence database) Database for small-scale fishers Database signed off by the DDG 1 Q4 D: SSF DiREctoRAtE: offShoRE AND high SEAS fiShERiES mANAgEmENt Strategic goal 1: increased profitable production of food, fibre and timber products by all categories of producers (subsistence, smallholder and commercial) Strategic objective 2: coordinate government food security initiative Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Consult stakehold ers and develop Strategy on An chovy for Human Consumption Anchovy feasibility study Strategy on Anchovy for Human Consumption Strategy approved 1 Q4 D: OHSFM DAFF Strategic Plan 2011/12–2014/15 80 Strategic goal 2: Sustained management of natural resources Strategic objective 2: Ensure sustainable management and efficient use of natural resources Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Develop Recovery Plan for Hake Current levels of hake TAC/TAE Improved stocks Percentage improvement from current level Management recommendations towards targets set for the recovery of hake Q3 D: OHSFM Review perfor mance of rights holders in certain fishing sectors 2009 performance review process Report on rights holders’ perform ance and fishing sectors reviewed Approved performance review reports 2 Q1–Q2 D: OHSFM Reallocate commercial fishing rights in relevant sectors 2005 LTRAMP Revised policy documents Hake handline and tuna pole policy reviews 2 Q4 D: OHSFM Manage and regulate the rec reational fishing sector (including charter fishing) Interim recreational fisheries forum established Framework for licensing charter Boat Operators Approved framework 1 Q4 D: OHSFM Develop guide lines for manag ing an allocation process for FPEs Rights allocated and exemptions for new entrants Guidelines for the FPE sector Guidelines for FPE sector approved 1 Q4 D: OHSFM Finalise National Plan of Action for Sharks (NPoA) Draft NPoA for sharks NPoA finalised Final NPoA approved 1 NPoA for sharks finalised and implemented Q3 D: OHSFM Manage ecosys tems approach to fisheries manage ment for offshore fisheries ERA reports for hake, small and large pelagics, Patagonian tooth fish Review of hake ERA ERA reports Reviewed and improved permit conditions Review ERAs in relevant fishing sectors Implementation of EAF priorities Q2–Q4 D: OHSFM Establish Fisher ies Management Plans (FMPs) for key fishing sec tors Framework for FMPs Finalise FMP for large pelagic sector Draft large pelagic FMP Draft Fisheries Management Plans for one offshore fishing sector Q3 D: OHSFM Manage stakeholder engagement and communication Existing management working groups and stakeholder forums Functional working groups and active participation in related forums Management working group (MWG) reports/ minutes of meetings Improve existing stakeholder forums and establish small scale fishing and recreational fishing forums Q1–Q3 D: OHSFM DiREctoRAtE: iNShoRE fiShERiES mANAgEmENt Strategic goal 2: Sustained management of natural resources Strategic objective 2: Ensure sustainable management and efficient use of natural resources Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Develop Recovery Plan for Abalone, WCRL and Linefish Current levels of abalone, WCRL and linefish TAC/ TAE Improved stocks Improvement from current levels Management re commendations towards targets set for the recovery of abalone, WCRL and linefish Q3 D: IFM DiREctoRAtE: offShoRE AND high SEAS fiShERiES mANAgEmENt (cont.) Annexure 1: Annual performance plans 81 Strategic goal 2: Sustained management of natural resources Strategic objective 2: Ensure sustainable management and efficient use of natural resources Key objective Baseline Output Output indicator Target Time frame Respon­ sibility Review performance of rights holders in certain fishing sectors 2009 performance review process Rights holders’ performance and fishing sectors’ performance reviewed Performance review report Address findings of 2009 performance review process Q3 D: IFM Reallocate commercial fishing rights in relevant sectors 2005 LTRAMP Linefish, squid, oyster, white mussel, KZN prawn trawl, policy reviews Sector policies reviewed, revised and approved Review and revise rights allocation policies in affected sectors Q4 D: IFM Manage and regulate the recreational fishing sector (including charter fishing) Interim recreational fisheries forum established Engagement with recreational stakeholders at all levels Established framework for recreational business processes and permitting 1 framework Q4 D: IFM Manage and regulate fish processing establishments (FPEs) Rights allocated and exemptions for new entrants granted Development of guidelines for the FPE sector Guideline for FPE sector approved 1 Q4 D: IFM Manage EAF for inshore fisheries ERA reports for squid, linefish, WCRL and abalone Review of linefish, WCRL, abalone ERA reports reviewed and implemented through sector permit conditions 2 Q2, Q4 D: IFM Establish Fisheries Management Plans (FMPs) for key fishing sectors Framework for FMPs Draft FMP for linefish fishing sector Draft FMP for linefish fishing sector approved 1 Q4 D: IFM DiREctoRAtE: iNShoRE fiShERiES mANAgEmENt (cont.) ANNEXURE 2 Service Delivery Improvement Plan DAFF Strategic Plan 2011/12–2014/15 84 The improvement of service delivery standards is a strategic imperative for government, especially in its drive to eradi cate poverty and meet the other millennium development goals (MDGs) to which it is committed. In response to the challenges of service delivery, government has introduced the concept of Batho Pele—People First—which is aimed at changing attitudes and the culture of public service from a “Can’t Do” to a “Can Do and Will Do” mindset. The Service Delivery Improvement Plan (SDIP) is a value addition to service delivery as it is an action plan that outlines details on how the Batho Pele concept will be implemented. It is the “HOW” of Batho Pele. The SDIP will focus on bring ing the Batho Pele principles to life, thus making service delivery a reality for the citizens. In terms of the Public Service Regulations, 2001, Part III.C.1, an executing authority must establish and sustain a Service Delivery Improvement Plan (according to Batho Pele principles) for his or her department. The DPSA also re quires that the SDIP should be planned, developed and implemented in accordance with the MTEF. Departments are expected to select and improve key services which have a direct impact on beneficiaries. Progress reporting must be done quarterly and annually to the DPSA. Over the MTEF 2009/12, the DAFF has developed its own SDIP in line with the Public Service Regulations, 2001, Part III.C.1. The DAFF identified the following services as focus areas of improvement: • Registration of agricultural production inputs according to Act No. 36 of 1947 • Development finance (facilitating production loans and savings mobilisation) • Market access (issue market access import and export permits, food price monitoring report and agricultural com modity profiles and market analysis reports) • Facilitation and promotion of agricultural products (providing agricultural trade-related information) • Regulation of natural forests, woodlands and protected trees • Processing of all permits and licence applications (except fishing effort and vessel change and fish processing es tablishments) The DAFF intends to improve on the registration of agricultural production inputs in terms of Act No. 36 of 1947 and to facilitate production loans. With regard to access to markets the department will focus on the issuing of import and export permits, the monitoring of food prices, commodity profiles and market analysis reports. The department will provide in formation on agricultural trade related negotiations and research information on inter national markets, export opportunities and related export requirements. The SDIP has clear targets outlined, and these will be achieved, utilising the current budget. However, those initiatives that are planned for the coming years and will have an impact on the departmental budget will be used as motivation to have a direct correlation between the budget and the ability to address the specific service delivery outcome. The de partment will report the progress in monitoring and evaluation on a quarterly basis and review the SDIP annually. Annexure 2: Service Delivery Improvement Plan 85 S E R v ic E o b jE c t iv E : t o m an ag e ap p lic at io n s o f ag ri cu lt u ra l p ro d u ct io n in p u ts ( A P is ) w it h in t h e F er ti liz er s, F ar m F ee d s, A g ri cu lt u ra l R em ed ie s an d S to ck R em ed ie s A ct , 1 94 7 (A ct N o . 3 6 o f 19 47 ) K ey s er vi ce s S er vi ce b en ef ic ia ry F ie ld c u rr en t st an d ar d D es ir ed s ta n d ar d 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 R e g is tr a tio n o f a g ri cu ltu ra l p ro d u ct io n in p u ts a cc o rd in g t o A ct N o . 3 6 o f 1 9 4 7 (p e st ic id e s, s to ck re m e d ie s, a n im a l fe e d s, f e rt ili se rs , e tc .) a n d P e st C o n tr o l O p e ra to rs in t e rm s o f th e F e rt ili ze rs , F a rm F e e d s, A g ri cu ltu ra l R e m e d ie s a n d S to ck R e m e d ie s A ct ) A g ri cu ltu ra l p ro d u ct io n in p u t (A P I) p ro d u ce rs , m a n u fa ct u re rs a n d tr a d e rs Q u an ti ty U n kn o w n E st a b lis h a b a se lin e f o r q u a n ti f ic a tio n o f a p p lic a tio n s p ro ce ss e d ( p e r m o n th / q u a rt e r/ ye a r) 5 % im p ro ve m e n t o n t h e e st a b lis h e d b a se lin e In cr e a se im p ro ve m e n t ta rg e t b a se d o n t h e 2 0 1 1 in fo rm a tio n Q u al it y C o m p lia n ce w ith A ct N o . 3 6 o f 1 9 4 7 a n d it s re g u la tio n s C o m p lia n ce w ith A ct N o . 3 6 o f 1 9 4 7 a n d it s re g u la tio n s C o m p lia n ce w ith A ct N o . 3 6 o f 1 9 4 7 a n d it s re g u la tio n s C o m p lia n ce w ith A ct N o . 3 6 o f 1 9 4 7 a n d it s re g u la tio n s c o n su lt at io n T e le p h o n e , e m a il a n d q u a rt e rl y in d u st ry li a is o n m e e tin g s (I L M ) T e le p h o n e , e m a il a n d q u a rt e rl y IL M T e le p h o n e , e m a il a n d q u a rt e rl y IL M T e le p h o n e , e m a il a n d q u a rt e rl y IL M E st a b lis h in g a n e w re la tio n sh ip w ith in d u st ry / st a ke h o ld e r a ss o ci a tio n s E st a b lis h in g o n e m o re re la tio n sh ip w ith in d u st ry / st a ke h o ld e r a ss o ci a tio n s E st a b lis h o n e m o re re la tio n sh ip w ith in d u st ry / st a ke h o ld e r a ss o ci a tio n s D e ve lo p t e rm s o f re fe re n ce (T o R s) f o r m e e tin g s w ith n e w ly e st a b lis h e d r e la tio n sh ip s (i n d u st ry a ss o ci a tio n s a n d o th e r st a ke h o ld e rs ) Im p le m e n t th e d e ve lo p e d T o R s fo r m e e tin g s w ith in d u st ry a ss o ci a tio n s a n d o th e r st a ke h o ld e rs R e vi e w t h e T o R s fo r m e e tin g s w ith in d u st ry a ss o ci a tio n s a n d o th e r st a ke h o ld e rs a n d t h e ir im p le m e n ta tio n A cc es s A p p lic a tio n f o r re g is tr a tio n is a cc e ss e d t h ro u g h d e p a rt m e n ta l w e b si te , fa x, e m a il, p o st e d if r e q u e st e d . A p p lic a tio n s ca n b e p o st e d o r h a n d d e liv e re d t o t h e d e p a rt m e n t A p p lic a tio n f o r re g is tr a tio n is a cc e ss e d t h ro u g h d e p a rt m e n ta l w e b si te , fa x, e m a il, p o st e d if r e q u e st e d . A p p lic a tio n s ca n b e p o st e d o r h a n d d e liv e re d t o t h e d e p a rt m e n t A p p lic a tio n f o r re g is tr a tio n is a cc e ss e d t h ro u g h d e p a rt m e n ta l w e b si te , fa x, e m a il, p o st e d if r e q u e st e d . A p p lic a tio n s ca n b e p o st e d o r h a n d d e liv e re d t o t h e d e p a rt m e n t A p p lic a tio n f o r re g is tr a tio n is a cc e ss e d t h ro u g h d e p a rt m e n ta l w e b si te , fa x, e m a il, p o st e d if r e q u e st e d . A p p lic a tio n s ca n b e p o st e d o r h a n d d e liv e re d t o t h e d e p a rt m e n t c o u rt es y C lie n ts a re n o tif ie d t h ro u g h e m a ils /p h o n e s w h e n th e p e rm its a re r e a d y fo r co lle ct io n o r w h e n a p p lic a tio n s a re r e je ct e d C lie n ts a re n o tif ie d t h ro u g h e m a ils /p h o n e s w h e n th e p e rm its a re r e a d y fo r co lle ct io n o r w h e n a p p lic a tio n s a re r e je ct e d C lie n ts a re n o tif ie d t h ro u g h e m a ils /p h o n e s w h e n th e p e rm its a re r e a d y fo r co lle ct io n o r w h e n a p p lic a tio n s a re r e je ct e d C lie n ts a re n o tif ie d t h ro u g h e m a ils /p h o n e s w h e n th e p e rm its a re r e a d y fo r co lle ct io n o r w h e n a p p lic a tio n s a re r e je ct e d o p en n es s an d t ra n sp ar en cy G a ze tt e t h e d e ci si o n s (i n fo rm a tio n o n p o lic ie s, b ill s, re gu la tio ns a nd o th er n ot ic es ) D ev el op a nd p ub lis h (g az et te ) a g u id e lin e o n p ro d u ct re g is tr a tio n r e q u ir e m e n ts U p d a te a n d p u b lis h ( g a ze tt e ) a g u id e lin e o n p ro d u ct re g is tr a tio n r e q u ir e m e n ts U p d a te a n d p u b lis h ( g a ze tt e ) a g u id e lin e o n p ro d u ct re g is tr a tio n r e q u ir e m e n ts in fo rm at io n In fo rm a tio n a va ila b le o n t h e w e b si te Q u a rt e rl y w e b si te u p d a te s o n r e g is tr a tio n r e q u ir e m e n ts M o n th ly w e b si te u p d a te s M o n th ly w e b si te u p d a te s G u id e lin e s g a ze tt e d a n n u a lly G u id e lin e s g a ze tt e d a n n u a lly G u id e lin e s g a ze tt e d a n n u a lly G u id e lin e s g a ze tt e d a n n u a lly DAFF Strategic Plan 2011/12–2014/15 86 S E R v ic E o b jE c t iv E : t o m an ag e ap p lic at io n s o f ag ri cu lt u ra l p ro d u ct io n in p u ts ( A P is ) w it h in t h e F er ti liz er s, F ar m F ee d s, A g ri cu lt u ra l R em ed ie s an d S to ck R em ed ie s A ct , 1 94 7 (A ct N o . 3 6 o f 19 47 ) (c on t.) S E R v ic E o b jE c t iv E : F ac ili ta te a cc es s to lo an s b y fa rm er s to im p ro ve p ro d u ct io n K ey s er vi ce s S er vi ce b en ef ic ia ry F ie ld c u rr en t st an d ar d D es ir ed s ta n d ar d 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 F a ci lit a te p ro d u ct io n lo a n s a n d s a vi n g s m o b ili sa tio n S m a llh o ld e r fa rm e rs o w n in g la n d , la n d re fo rm a n d a g ra ri a n b e n e fic ia ri e s, w o m e n a n d y o u th , p e o p le w ith d is a b ili tie s, se lf h e lp g ro u p s/ co o p e ra tiv e s, h o u se h o ld p ro d u ce rs t h ro u g h in te rm e d ia ri e s Q u an ti ty A m in im u m o f tw o in te rm e d ia ri e s p e r p ro vi n ce a cc re d ite d t h ro u g h w h ic h cl ie n ts a cc e ss f in a n ci a l se rv ic e s A cc re d it a m in im u m o f tw o m o re in te rm e d ia ri e s p e r p ro vi n ce R e vi e w M o U s b a se d o n th e p e rf o rm a n ce o f th e in te rm e d ia ri e s in o rd e r to im p ro ve t h e e ff e ct iv e n e ss a n d e ff ic ie n cy o f th e in te r m e d ia ri e s in a ll p ro vi n ce s B ri n g in m e m b e r b a se d fin a n ci a l i n st itu tio n s a s th ir d t ie r se rv ic e p ro vi d e rs (i n te rm e d ia ri e s a t lo ca l l e ve l) to e xt e n d o u tr e a ch Q u al it y P ro d u ct io n lo a n s o ff e re d a cc o rd in g t o M o U s si g n e d w ith t h e in te rm e d ia ri e s D e ve lo p M a fis a m o n ito ri n g a n d e va lu a tio n g u id e lin e s Im p le m e n t M a fis a m o n ito ri n g a n d e va lu a tio n g u id e lin e s M o n ito r co m p lia n ce w ith M a fis a m o n ito ri n g a n d e va lu a tio n g u id e lin e s K ey s er vi ce s S er vi ce b en ef ic ia ry F ie ld c u rr en t st an d ar d D es ir ed s ta n d ar d 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 R e g is tr a tio n o f a g ri cu ltu ra l p ro d u ct io n in p u ts a cc o rd in g t o A ct N o . 3 6 o f 1 9 4 7 (p e st ic id e s, s to ck re m e d ie s, a n im a l fe e d s, f e rt ili se rs , e tc .) a n d P e st C o n tr o l O p e ra to rs in t e rm s o f th e F e rt ili ze rs , F a rm F e e d s, A g ri cu ltu ra l R e m e d ie s a n d S to ck R e m e d ie s A ct ) (c on t.) A g ri cu ltu ra l p ro d u ct io n in p u ts p ro d u ce rs ( A P Is ), m a n u fa ct u re rs a n d tr a d e rs ( co nt .) R ed re ss C o m p la in ts r e ce iv e d a t ra n d o m s o t h a t a n y e m p lo ye e ca n a tt e n d a n d in ve st ig a te e n q u ir ie s/ co m p la in ts a cc o rd in g t o A ct N o . 3 6 E n q u ir ie s a n d c o m p la in ts d ir e ct e d t o D ir e ct o r: F S Q A In iti a te e st a b lis h m e n t o f a h e lp d e sk t o s tr e a m lin e e n q u ir ie s a n d c o m p la in ts S e t u p h e lp d e sk t o d e a l w ith e n q u ir ie s (d ep en di ng o n th e av ai la bi lit y of fu nd s) C a p a ci ta te t h e h e lp d e sk t o d e a l w ith la rg e v o lu m e s o f e n q u ir ie s (d ep en di ng o n th e av ai la bi lit y of fu nd s) v al u e fo r m o n ey T h e r e g is tr a tio n c e rt ifi ca te s e n a b le t h e r e g is tr a tio n h o ld e rs t o s e ll th e ir p ro d u ct s le g a lly T h e r e g is tr a tio n c e rt ifi ca te s e n a b le t h e r e g is tr a tio n h o ld e rs t o s e ll th e ir p ro d u ct s le g a lly T h e r e g is tr a tio n c e rt ifi ca te s e n a b le t h e r e g is tr a tio n h o ld e rs t o s e ll th e ir p ro d u ct s le g a lly T h e r e g is tr a tio n c e rt ifi ca te s e n a b le t h e r e g is tr a tio n h o ld e rs t o s e ll th e ir p ro d u ct s le g a lly t im e R e g is tr a tio n o f n e w p ro d u ct s is f in a lis e d w ith in 1 6 m o n th s. a n d t yp e s o f g e n e ri c a p p lic a tio n s a re f in a lis e d w ith in s ix m o n th s R e g is tr a tio n o f n e w p ro d u ct s is f in a lis e d w ith in 1 6 m o n th s. T yp e s o f g e n e ri c a p p lic a tio n s ar e fin al is ed w ith in s ix m on th s R e g is tr a tio n o f n e w p ro d u ct s is f in a lis e d w ith in 1 6 m o n th s. T yp e s o f g e n e ri c a p p lic a tio n s ar e fin al is ed w ith in s ix m on th s R e g is tr a tio n o f n e w p ro d u ct s is f in a lis e d w ith in 1 6 m o n th s. T yp e s o f g e n e ri c a p p lic a tio n s ar e fin al is ed w ith in s ix m on th s A ss e ss t u rn a ro u n d t im e f o r p ro ce ss in g o f a p p lic a tio n s in o rd e r to r e d u ce p ro ce ss tu rn a ro u n d t im e D e ve lo p t im e fr a m e s fo r im p ro vi n g t h e p ro ce ss in g o f th e a p p lic a tio n s re ce iv e d Im p le m e n t th e d e ve lo p e d t im e fr a m e s fo r th e p ro ce ss in g o f th e a p p lic a tio n s re ce iv e d c o st P ri ce s fo r d iff e re n t re g is tr a tio n a p p lic a tio n s a re p u b lis h e d in T a ri ff b o o k P ri ce s fo r d iff e re n t re g is tr a tio n a p p lic a tio n s a re p u b lis h e d in T a ri ff b o o k P ri ce s fo r d iff e re n t re g is tr a tio n a p p lic a tio n s a re p u b lis h e d in T a ri ff b o o k P ri ce s fo r d iff e re n t re g is tr a tio n a p p lic a tio n s a re p u b lis h e d in T a ri ff b o o k H u m an re so u rc es 1 1 v a ca n ci e s F ill t h e e xi st in g v a ca n ci e s A ss e ss w ith D : H R M s ta ff co m p le m e n t fo r a d e q u a cy R e q u e st D : H R M t o c o n d u ct n e e d s a n a ly si s Annexure 2: Service Delivery Improvement Plan 87 K ey s er vi ce s S er vi ce b en ef ic ia ry F ie ld c u rr en t st an d ar d D es ir ed s ta n d ar d 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 F a ci lit a te p ro d u ct io n lo a n s a n d s a vi n g s m o b ili sa tio n ( co nt .) S m a llh o ld e r fa rm e rs o w n in g la n d , la n d re fo rm a n d a g ra ri a n b e n e fic ia ri e s, w o m e n a n d y o u th , p e o p le w ith d is a b ili tie s, se lf h e lp g ro u p s/ co o p e ra tiv e s, h o u se h o ld p ro d u ce rs t h ro u g h in te rm e d ia ri e s (c on t.) c o n su lt at io n C o n su lta tio n in t h e f o rm o f te le p h o n e s, m e e tin g s a n d w o rk sh o p s M e e tin g s, w o rk sh o p s, te le p h o n e a n d e m a il M e e tin g s, w o rk sh o p s, te le p h o n e a n d e m a il C o n d u ct c lie n t sa tis fa ct io n su rv e ys t o d e te rm in e if cl ie n ts a re k e p t sa tis fie d w ith th e s e rv ic e s p ro vi d e d M e e tin g s, w o rk sh o p s, te le p h o n e a n d e m a il Im p ro ve s e rv ic e s b a se d o n th e s u rv e y A cc es s T h ro u g h a cc re d ite d in st itu tio n s: G au te ng : N E R P O , G E P , P e u lw a n a N or th W es t: N E R P O , M G K G ro u p , P e u lw a n a F re e S ta te : N E R P O K Z N : N E R P O , P e u lw a n a E as te rn C ap e: N E R P O , U vi m b a W es te rn C ap e: N E R P O , K a a p A g ri N or th er n C ap e: N E R P O , K a a p A g ri M pu m al an ga : N E R P O , H la n g a n a n i Li m po po : N E R P O , H la n g a n a n i T h ro u g h a cc re d ite d in st itu tio n s E st a b lis h e d A D F c a ll ce n tr e te l. 0 1 2 3 1 9 6 8 2 5 T h ro u g h a cc re d ite d in st itu tio n s U se p re vi o u s co n su lta tio n su g g e st io n s to im p ro ve a cc e ss C a p a ci ta te t h e c a ll ce n tr e t o re sp o n d t o la rg e v o lu m e s o f e n q u ir ie s T h ro u g h a cc re d ite d in st itu tio n s In cr e a se t h e n u m b e r o f a cc re d ite d in st itu tio n s b y b ri n g in g in t h ir d t ie r in st itu tio n s (m e m b e r b a se d in st itu tio n s) T ra in c a ll ce n tr e p e rs o n n e l o n c u st o m e r se rv ic e c o u rt es y A lw a ys a d h e re t o B a th o P e le p ri n ci p le s A lw a ys a d h e re t o B a th o P e le p ri n ci p le s In cl u d e B a th o P e le p ri n ci p le s in t h e M o U s w ith in te rm e d ia ri e s A d h e re t o B a th o P e le p ri n ci p le s D e ve lo p s ta n d a rd v a lu e s a n d t ra in in g p ro g ra m m e s o n cu st o m e r se rv ic e A d h e re t o B a th o P e le p ri n ci p le s M o n ito r a n d e va lu a te t h e d e ve lo p e d s ta n d a rd v a lu e s o p en n es s an d tr an sp ar en cy In fo rm a tio n o n t h e f in a n ci a l se rv ic e s is a va ila b le t h ro u g h re p o rt s, s e rv ic e c a ta lo g u e a n d t h e d e p a rt m e n ta l w e b si te In fo rm a tio n o n t h e f in a n ci a l se rv ic e s is a va ila b le t h ro u g h re p o rt s, s e rv ic e c a ta lo g u e a n d t h e d e p a rt m e n ta l w e b si te U p d a te in fo rm a tio n o n t h e w e b si te a n d a ll o th e r so u rc e s o f in fo rm a tio n r e g u la rl y (a t le a st q u a rt e rl y) U p d a te in fo rm a tio n o n t h e w e b si te a n d a ll o th e r so u rc e s o f in fo rm a tio n r e g u la rl y (a t le a st q u a rt e rl y) P ub lis h in fo rm at io n in v ar io us m ag az in es a nd p ap er s in fo rm at io n In fo rm a tio n is d is se m in a te d th ro u g h p a m p h le ts , m e e tin g s, w o rk sh o p s a n d a w a re n e ss c a m p a ig n s In fo rm a tio n is d is se m in a te d th ro u g h p a m p h le ts , m e e t in g s, w o rk sh o p s a n d a w a re n e ss c a m p a ig n s In fo rm a tio n is d is se m in a te d th ro u g h p a m p h le ts , m e e t in g s, w o rk sh o p s a n d a w a re n e ss c a m p a ig n s In fo rm a tio n is d is se m in a te d th ro u g h p a m p h le ts , m e e t in g s, w o rk sh o p s a n d a w a re n e ss c a m p a ig n s S E R v ic E o b jE c t iv E : F ac ili ta te a cc es s to lo an s b y fa rm er s to im p ro ve p ro d u ct io n ( co nt .) DAFF Strategic Plan 2011/12–2014/15 88 S E R v ic E o b jE c t iv E : t o a llo w a cc es s to im p o rt at io n a n d e xp o rt at io n o f p ro d u ct s K ey s er vi ce s S er vi ce b en ef ic ia ry F ie ld c u rr en t st an d ar d D es ir ed s ta n d ar d 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 Is su e m a rk e t a cc e ss , im p o rt a n d e xp o rt p e rm its M a n u fa ct u re rs , p ro ce ss o rs a n d tr a d e rs o f a g ri cu ltu ra l p ro d u ct s Q u an ti ty 8 4 0 p e rm its is su e d p e r a n n u m ( so m e r e n e w e d q u a rt e rl y a n d h a lf ye a rl y) 72 3 pe rm its ( th e nu m be r of pe rm its is lo w er th an in th e pr ev io us s ea so n be ca us e sp ar kl in g w in e w ill e nt er E ur op ea n C ou nt rie s (E C ) m ar ke ts d ut y fr ee a nd q uo ta fr ee ( D F Q F ) as fr om 1 Ja nu ar y 20 10 ) ± 7 2 3 p e rm its ( th e e xa ct fig u re w ill b e d e te rm in e d b y th e n u m b e r o f a p p lic a tio n s re ce iv e d a n d t h e p ro d u ct s th a t a re li st e d in t h e M a rr a ke sh a g re e m e n ts ) 7 2 3 p e rm its ( th e e xa ct fig u re w ill b e d e te rm in e d b y th e n u m b e r o f a p p lic a tio n s re ce iv e d a n d t h e p ro d u ct s th a t a re li st e d in t h e M a rr a ke sh a g re e m e n ts ) Q u al it y P ro ce ss in g a d h e re s to g u id e lin e s a s p u b lis h e d p e r in vi ta tio n in t h e G az et te P ro ce ss in g a d h e re s to g u id e lin e s a s p u b lis h e d p e r in vi ta tio n in t h e G az et te P ro ce ss in g a d h e re s to g u id e lin e s a s p u b lis h e d p e r in vi ta tio n in t h e G az et te P ro ce ss in g a d h e re s to g u id e lin e s a s p u b lis h e d p e r in vi ta tio n in t h e G az et te K ey s er vi ce s S er vi ce b en ef ic ia ry F ie ld c u rr en t st an d ar d D es ir ed s ta n d ar d 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 F a ci lit a te p ro d u ct io n lo a n s a n d s a vi n g s m o b ili sa tio n ( co nt .) S m a llh o ld e r fa rm e rs o w n in g la n d , la n d re fo rm a n d a g ra ri a n b e n e fic ia ri e s, w o m e n a n d y o u th , p e o p le w ith d is a b ili tie s, se lf h e lp g ro u p s/ co o p e ra tiv e s, h o u se h o ld p ro d u ce rs t h ro u g h in te rm e d ia ri e s (c on t.) in fo rm at io n (c on t.) C re d it p o lic y a n d t h e M a fis a g u id e lin e s w ill b e a va ila b le o n t h e d e p a rt m e n ta l w e b si te C re d it p o lic y a n d t h e M a fis a g u id e lin e s w ill b e a va ila b le o n t h e d e p a rt m e n ta l w e b si te R ed re ss C o m p la in ts lo d g e d w ith va ri o u s st ru ct u re s o f th e in te rm e d ia ri e s a n d w h e re n e e d e d a n d a p p ro p ri a te t h e d e p a rt m e n t (A D F ) to a ss is t in r e so lv in g t h e m a tt e r C o m p la in ts lo d g e d o n A D F ca ll ce n tr e ( 0 1 2 3 1 9 6 8 2 5 ) Im m e d ia te f e e d b a ck d e p e n d in g o n t h e n a tu re o f th e e n q u ir y o r co m p la in ts C o m p la in ts lo d g e d o n A D F ca ll ce n tr e ( 0 1 2 3 1 9 6 8 2 5 ) Im m e d ia te f e e d b a ck d e p e n d in g o n t h e n a tu re o f th e e n q u ir y o r co m p la in ts C o m p la in ts lo d g e d o n A D F ca ll ce n tr e ( 0 1 2 3 1 9 6 8 2 5 ) Im m e d ia te f e e d b a ck d e p e n d in g o n t h e n a tu re o f th e e n q u ir y o r co m p la in ts v al u e fo r m o n ey P ro d u ct io n lo a n s re ce iv e d a t lo w e r in te re st r a te c o m p a re d to c o m m e rc ia l b a n ks P ro d u ct io n lo a n s re ce iv e d a t lo w e r in te re st r a te c o m p a re d to c o m m e rc ia l b a n ks P ro d u ct io n lo a n s re ce iv e d a t lo w e r in te re st r a te c o m p a re d to c o m m e rc ia l b a n ks L o o k in to w a ys o f re d u ci n g a d m in is tr a tiv e c o st s P ro d u ct io n lo a n s re ce iv e d a t lo w e r in te re st r a te c o m p a re d to c o m m e rc ia l b a n ks R e d u ce a d m in is tr a tiv e c o st s t im e 3 0 d a ys t o p ro ce ss lo a n a p p lic a tio n s 3 0 d a ys t o p ro ce ss lo a n a p p lic a tio n s 2 0 w o rk in g d a ys o f tu rn a ro u n d t im e 1 5 w o rk in g d a ys o f tu rn a ro u n d t im e c o st F re e lo a n a p p lic a tio n F re e lo a n a p p lic a tio n F re e lo a n a p p lic a tio n F re e lo a n a p p lic a tio n H u m an re so u rc es U til is e t h e a va ila b le re so u rc e s C o n d u ct n e e d s a n a ly si s fo r a d d iti o n a l r e so u rc e s C a p a ci ta te p e rs o n n e l a n d re so u rc e s S E R v ic E o b jE c t iv E : F ac ili ta te a cc es s to lo an s b y fa rm er s to im p ro ve p ro d u ct io n ( co nt .) Annexure 2: Service Delivery Improvement Plan 89 K ey s er vi ce s S er vi ce b en ef ic ia ry F ie ld c u rr en t st an d ar d D es ir ed s ta n d ar d 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 Is su e m a rk e t a cc e ss , im p o rt a n d e xp o rt p e rm its ( co nt .) M a n u fa ct u re rs , p ro ce ss o rs a n d tr a d e rs o f a g ri cu ltu ra l p ro d u ct s (c on t.) c o n su lt at io n C o n su lta tio n o n a q u a rt e rl y b a si s th ro u g h m e e tin g s a n d w o rk sh o p s. A ll su g g e st io n s a n d f e e d b a ck s a re d ir e ct e d to t h e D ir e ct o r: M a rk e tin g T e l: 0 1 2 3 1 9 8 4 5 6 E m a il: D M @ d a ff .g o v. za F a x: 0 1 2 3 1 9 8 1 3 1 In a d d iti o n t o p re vi o u s co n su lta tio n s R o a d s h o w s a n d f a rm e rs ’ d a ys in L im p o p o a n d W e st e rn C a p e p ro vi n ce s to p ro m o te in ce n tiv e s fo r h is to ri ca lly d is a d va n ta g e d b u si n e ss e s In a d d iti o n t o p re vi o u s co n su lta tio n s R o a d s h o w s a n d f a rm e rs ’ d a ys in F re e S ta te a n d K w a Z u lu N a ta l p ro vi n ce s to p ro m o te in ce n tiv e s fo r h is to ri ca lly d is a d va n ta g e d b u si n e ss e s In a d d iti o n t o p re vi o u s co n su lta tio n s R o a d s h o w s a n d f a rm e rs ’ d a ys in N o rt h e rn C a p e a n d G a u te n g p ro vi n ce s to p ro m o te in ce n tiv e s fo r h is to ri ca lly d is a d va n ta g e d b u si n e ss e s A cc es s T h e a p p lic a tio n f o rm s a va ila b le e le ct ro ni ca lly a t w w w .d af f.g ov .z a O n re qu es t f ro m : P er m it O ffi ce T e l: 0 1 2 3 1 9 8 0 6 4 /8 0 6 8 / 8 0 6 9 /8 0 7 0 F a x: 0 1 2 3 1 9 8 0 7 7 E m a il: J a n K @ d a ff .g o v. za D u d u M @ d a ff .g o v. za D e o n K @ d a ff .g o v. za S is iC @ d a ff .g o v. za T h e a p p lic a tio n f o rm s a va ila b le e le ct ro ni ca lly a t w w w .d af f.g ov .z a O n re qu es t f ro m : P er m it O ffi ce T e l: 0 1 2 3 1 9 8 0 6 4 /8 0 6 8 / 8 0 6 9 /8 0 7 0 F a x: 0 1 2 3 1 9 8 0 7 7 E m a il: J a n K @ d a ff .g o v. za D u d u M @ d a ff .g o v. za D e o n K @ d a ff .g o v. za S is iC @ d a ff .g o v. za T h e a p p lic a tio n f o rm s a va ila b le e le ct ro ni ca lly a t w w w .d af f.g ov .z a O n re qu es t f ro m : P er m it O ffi ce T e l: 0 1 2 3 1 9 8 0 6 4 /8 0 6 8 / 8 0 6 9 /8 0 7 0 F a x: 0 1 2 3 1 9 8 0 7 7 E m a il: J a n K @ d a ff .g o v. za D u d u M @ d a ff .g o v. za D e o n K @ d a ff .g o v. za S is iC @ d a ff .g o v. za M ay a ls o be p os te d on r eq ue st T h e a p p lic a tio n f o rm s a va ila b le e le ct ro ni ca lly a t w w w .d af f.g ov .z a O n re qu es t f ro m : P er m it O ffi ce T e l: 0 1 2 3 1 9 8 0 6 4 /8 0 6 8 / 8 0 6 9 /8 0 7 0 F a x: 0 1 2 3 1 9 8 0 7 7 E m a il: J a n K @ d a ff .g o v. za D u d u M @ d a ff .g o v. za D e o n K @ d a ff .g o v. za S is iC @ d a ff .g o v. za M ay a ls o be p os te d on r eq ue st c o u rt es y C lie n ts a re n o tif ie d t h ro u g h e m a ils w h e n t h e p e rm its a re re a d y fo r co lle ct io n C lie n ts a re n o tif ie d t h ro u g h e m a ils w h e n t h e p e rm its a re re a d y fo r co lle ct io n C lie n ts a re n o tif ie d t h ro u g h e m a ils w h e n t h e p e rm its a re re a d y fo r co lle ct io n A p p lic a tio n f o rm s ca n a ls o b e p o st e d o n r e q u e st C lie n ts a re n o tif ie d t h ro u g h e m a ils w h e n t h e p e rm its a re re a d y fo r co lle ct io n A p p lic a tio n f o rm s ca n a ls o b e p o st e d o n r e q u e st o p en n es s an d tr an sp ar en cy A p p lic a tio n p ro ce d u re s p u b lis h e d in t h e G ov er nm en t G az et te N o s 1 0 6 8 a n d 1 1 2 5 o f 2 0 0 8 . T h e g a ze tt e s a re a va ila b le e le ct ro n ic a lly o n th e d e p a rt m e n ta l w e b si te a t w w w .d a ff .g o v. za A p p lic a tio n p ro ce d u re s p u b lis h e d in t h e G ov er nm en t G az et te N o s 1 2 9 6 a n d 1 2 9 7 o f 2 0 0 9 . T h e g a ze tt e s a re a va ila b le e le ct ro n ic a lly o n t h e d e p a rt m e n ta l w e b si te a t w w w .d a ff .g o v. za A pp lic at io n pr oc ed ur es p ub lis he d in t h e r e le va n t G ov er n m en t G az et te s fo r 2 0 1 0 . T h e g a ze tt e s w ill b e a va ila b le e le ct ro n ic a lly o n t h e d e p a rt m e n ta l w e b si te a t w w w .d a ff . g o v. za o r p o st e d o n r e q u e st A pp lic at io n pr oc ed ur es p ub lis he d in t h e r e le va n t G ov er n m en t G az et te s fo r 2 0 1 1 . T h e g a ze tt e s w ill b e a va ila b le e le ct ro n ic a lly o n t h e d e p a rt m e n ta l w e b si te a t w w w .d a ff . g o v. za o r p o st e d o n r e q u e st in fo rm at io n In fo rm a tio n p e rt a in in g t o p e rm its a va ila b le o n t h e d e p a rt m e n ta l w e b si te a t w w w .d a ff .g o v. za In fo rm a tio n p e rt a in in g t o p e rm its a va ila b le o n t h e d e p a rt m e n ta l w e b si te a t w w w .d a ff .g o v. za In fo rm a tio n p e rt a in in g t o p e rm its a va ila b le o n t h e d e p a rt m e n ta l w e b si te a t w w w .d a ff .g o v. za o r p o st e d o n r e q u e st In fo rm a tio n p e rt a in in g t o p e rm its a va ila b le o n t h e d e p a rt m e n ta l w e b si te a t w w w .d a ff .g o v. za o r p o st e d o n r e q u e st S E R v ic E o b jE c t iv E : t o a llo w a cc es s to im p o rt at io n a n d e xp o rt at io n o f p ro d u ct s (c on t.) DAFF Strategic Plan 2011/12–2014/15 90 K ey s er vi ce s S er vi ce b en ef ic ia ry F ie ld c u rr en t st an d ar d D es ir ed s ta n d ar d 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 Is su e m a rk e t a cc e ss , im p o rt a n d e xp o rt p e rm its ( co nt .) M a n u fa ct u re rs , p ro ce ss o rs a n d tr a d e rs o f a g ri cu ltu ra l p ro d u ct s ( c on t.) R ed re ss Q u e ri e s d ir e ct e d t o t h e D ir e ct o r: M a rk e tin g T e l: 0 1 2 3 1 9 8 4 5 6 E m a il: D M @ d a ff .g o v. za F a x: 0 1 2 3 1 9 8 1 3 1 a n d D e p u ty D ir e ct o r T e l: 0 1 2 3 1 9 8 0 7 0 E m a il: D e o n K @ d a ff .g o v. za Q u e ri e s d ir e ct e d t o t h e D ir e ct o r: M a rk e tin g T e l: 0 1 2 3 1 9 8 4 5 6 E m a il: D M @ d a ff .g o v. za F a x: 0 1 2 3 1 9 8 1 3 1 a n d D e p u ty D ir e ct o r T e l: 0 1 2 3 1 9 8 0 7 0 E m a il: D e o n K @ d a ff .g o v. za Q u e ri e s a re a ck n o w le d g e d w ith in o n e d a y a n d f o rm a l fe e d b a ck w ith in t h re e d a ys (d e p e n d in g o n t h e n a tu re o f th e q u e ry ) Q u e ri e s d ir e ct e d t o t h e D ir e ct o r: M a rk e tin g T e l: 0 1 2 3 1 9 8 4 5 6 E m a il: D M @ d a ff .g o v. za F a x: 0 1 2 3 1 9 8 1 3 1 a n d D e p u ty D ir e ct o r T e l: 0 1 2 3 1 9 8 0 7 0 E m a il: D e o n K @ d a ff .g o v. za Q ue rie s ar e ac kn ow le dg ed w ith in o n e d a y a n d f o rm a l fe e d b a ck w ith in t w o d a ys (d e p e n d in g o n t h e n a tu re o f th e q u e ry ) Q u e ri e s d ir e ct e d t o t h e D ir e ct o r: M a rk e tin g T e l: 0 1 2 3 1 9 8 4 5 6 E m a il: D M @ d a ff .g o v. za F a x: 0 1 2 3 1 9 8 1 3 1 a n d D e p u ty D ir e ct o r T e l: 0 1 2 3 1 9 8 0 7 0 E m a il: D e o n K @ d a ff .g o v. za Q u e ri e s a re a ck n o w le d g e d a n d f o rm a l f e e d b a ck g iv e n w ith in o n e d a y (d e p e n d in g o n t h e n a tu re o f th e q u e ry ) v al u e fo r m o n ey P e rm its a llo w c lie n ts t o e f fic ie n tly im p o rt a n d e xp o rt a g ri cu ltu ra l p ro d u ct s a t p re fe re n tia l r a te s P er m its a llo w c lie nt s to ef fic ie nt ly im p o rt a n d e xp o rt a g ri cu ltu ra l p ro d u ct s a t p re fe re n tia l r a te s P er m its a llo w c lie nt s to ef fic ie nt ly im p o rt a n d e xp o rt a g ri cu ltu ra l p ro d u ct s a t p re fe re n tia l r a te s P er m its a llo w c lie nt s to ef fic ie nt ly im p o rt a n d e xp o rt a g ri cu ltu ra l p ro d u ct s a t p re fe re n tia l r a te s t im e O n e m o n th ’s n o tic e f o r in vi ta tio n s O n e m o n th p e ri o d f o r o n e ye a r va lid ity p e ri o d f o r p e rm its u n le ss s p e ci fie d d iff e re n tly O ne m on th ’s n ot ic e fo r in vi ta tio ns O n e m o n th p e ri o d f o r o n e ye a r va lid ity p e ri o d f o r p e rm its u n le ss s p e ci fie d d iff e re n tly O ne m on th ’s n ot ic e fo r in vi ta tio ns O n e m o n th p e ri o d f o r o n e ye a r va lid ity p e ri o d f o r p e rm its u n le ss s p e ci fie d d iff e re n tly O ne m on th ’s n ot ic e fo r in vi ta tio ns O n e m o n th p e ri o d f o r o n e ye a r va lid ity p e ri o d f o r p e rm its u n le ss s p e ci fie d d iff e re n tly c o st R 3 5 0 ,0 0 R 3 9 5 ,0 0 R 4 3 5 ,0 0 T o b e d e te rm in e d S E R v ic E o b jE c t iv E : t o a llo w a cc es s to im p o rt at io n a n d e xp o rt at io n o f p ro d u ct s ( c on t.) S E R v ic E o b jE c t iv E : in fo rm f ar m er s an d t h e p u b lic o n f o o d p ri ce t re n d s fo r d ec is io n m ak in g K ey s er vi ce s S er vi ce b en ef ic ia ry F ie ld c u rr en t st an d ar d D es ir ed s ta n d ar d 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 F o o d p ri ce m o n ito ri n g re p o rt C o n su m e rs ( ru ra l a n d u rb a n ), c o m p e tit io n co m m is si o n a n d re ta ile rs Q u an ti ty F ou r re po rt s on fo od p ric e in fo rm at io n pu bl is he d an nu al ly F ou r re po rt s on fo od p ric e in fo rm at io n pu bl is he d an nu al ly F ou r re po rt s on fo od p ric e in fo rm at io n pu bl is he d an nu al ly F ou r re po rt s on fo od p ric e in fo rm at io n pu bl is he d an nu al ly Q u al it y A cc u ra te a n d r e le va n t in fo rm a tio n r e p o rt is su e d A cc u ra te a n d r e le va n t in fo rm a tio n r e p o rt is su e d A cc u ra te a n d r e le va n t in fo rm a tio n r e p o rt is su e d A cc u ra te a n d r e le va n t in fo rm a tio n r e p o rt is su e d Annexure 2: Service Delivery Improvement Plan 91 K ey s er vi ce s S er vi ce b en ef ic ia ry F ie ld c u rr en t st an d ar d D es ir ed s ta n d ar d 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 F o o d p ri ce m o n ito ri n g re p o rt ( co nt .) C o n su m e rs ( ru ra l a n d u rb a n ), C o m p e tit io n C o m m is si o n a n d re ta ile rs ( co nt .) c o n su lt at io n A ll su g g e st io n s a n d f e e d b a ck s a re d ir e ct e d t h ro u g h e m a il, w o rk sh o p s a n d m ee t in gs o n a qu ar te rly b as is t o th e D ir e ct o r: M a rk e tin g T e l: 0 1 2 3 1 9 8 4 5 6 E m a il: D M @ d a ff .g o v. za F a x: 0 1 2 3 1 9 8 1 3 1 o r A n d ré J o o st e T e l: 0 1 2 3 4 1 1 1 1 5 E m a il: a n d re @ n a m c. co .z a T h e se in p u ts a re in co rp o ra te d in to t h e n e xt is su e o f th e r e p o rt A ll su g g e st io n s a n d f e e d b a ck s a re d ir e ct e d t h ro u g h e m a il, w o rk sh o p s a n d m ee t in gs o n a qu ar te rly b as is t o th e D ir e ct o r: M a rk e tin g T e l: 0 1 2 3 1 9 8 4 5 6 E m a il: D M @ d a ff .g o v. za F a x: 0 1 2 3 1 9 8 1 3 1 o r A n d ré J o o st e T e l: 0 1 2 3 4 1 1 1 1 5 E m a il: a n d re @ n a m c. co .z a T h e se in p u ts a re in co rp o ra te d in to t h e n e xt is su e o f th e r e p o rt A ll su g g e st io n s a n d f e e d b a ck s a re d ir e ct e d t h ro u g h e m a il, w o rk sh o p s a n d m ee t in gs o n a qu ar te rly b as is t o th e D ir e ct o r: M a rk e tin g T e l: 0 1 2 3 1 9 8 4 5 6 E m a il: D M @ d a ff .g o v. za F a x: 0 1 2 3 1 9 8 1 3 1 o r A n d ré J o o st e T e l: 0 1 2 3 4 1 1 1 1 5 E m a il: a n d re @ n a m c. co .z a T h e se in p u ts w ill b e in co rp o ra te d w ith in a m o n th a n d a re p o rt r e is su e d A ll su g g e st io n s a n d f e e d b a ck s a re d ir e ct e d t h ro u g h e m a il, w o rk sh o p s a n d m ee t in gs o n a qu ar te rly b as is t o th e D ir e ct o r: M a rk e tin g T e l: 0 1 2 3 1 9 8 4 5 6 E m a il: D M @ d a ff .g o v. za F a x: 0 1 2 3 1 9 8 1 3 1 o r A n d ré J o o st e T e l: 0 1 2 3 4 1 1 1 1 5 E m a il: a n d re @ n a m c. co .z a T h e se in p u ts w ill b e in co rp o ra te d w ith in a m o n th a n d a re p o rt r e is su e d A cc es s Q u a rt e rl y m e d ia r e le a se o n f o o d t re n d s, q u a rt e rl y re p o rt s p u b lis h e d o n t h e M IS w e b si te : w w w .a g is .a g ri c. za a n d N A M C w e b si te : w w w .n a m c. co .z a Q u a rt e rl y m e d ia r e le a se o n f o o d t re n d s, q u a rt e rl y re p o rt s p u b lis h e d o n t h e M IS w e b si te : w w w .a g is .a g ri c. za a n d N A M C w e b si te : w w w .n a m c. co .z a T h e se r e p o rt s a re a ls o s e n t b y e m a il to b e n e fic ia ri e s Q u a rt e rl y m e d ia r e le a se o n f o o d t re n d s, q u a rt e rl y re p o rt s p u b lis h e d o n t h e M IS w e b si te : w w w .a g is .a g ri c. za a n d N A M C w e b si te : w w w .n a m c. co .z a T h e se r e p o rt s w ill a ls o b e se n t b y e m a il to b e n e fi ci a ri e s, a n d h a rd c o p ie s w ill b e s e n t o n r e q u e st Q u a rt e rl y m e d ia r e le a se o n f o o d t re n d s, q u a rt e rl y re p o rt s p u b lis h e d o n t h e M IS w e b si te : w w w .a g is .a g ri c. za a n d N A M C w e b si te : w w w .n a m c. co .z a T h e se r e p o rt s w ill a ls o b e se n t b y e m a il to b e n e fi ci a ri e s, a n d h a rd c o p ie s w ill b e s e n t o n r e q u e st c o u rt es y D a ta f ro m 8 0 0 c o lle ct io n p o in ts a re r e ce iv e d o n a m o n th ly b a si s a n d a g g re g a te d in to q u a rt e rs . T h e d a ta w e re a n a ly se d a n d a r e p o rt p u b lis h e d w ith in a w e e k D a ta f ro m 8 0 0 c o lle ct io n p o in ts a re r e ce iv e d o n a m o n th ly b a si s a n d a g g re g a te d in to q u a rt e rs . T h e d a ta w e re a n a ly se d a n d a r e p o rt p u b lis h e d w ith in a w e e k R e p o rt p u b lis h e d w ith in f o u r d a ys o f re ce iv in g d a ta S e n d r e g u la r re m in d e rs o n re le a se o f u p co m in g r e p o rt s R e p o rt p u b lis h e d w ith in th re e d a ys o f re ce iv in g d a ta S e n d r e g u la r re m in d e rs o n re le a se o f u p co m in g r e p o rt s o p en n es s an d tr an sp ar en cy D a ta c o lle ct io n m e th o d s a n d a n a ly si s a re d e sc ri b e d in A p p e n d ix F o f e a ch f o o d p ri ce m o n ito ri n g r e p o rt D a ta c o lle ct io n m e th o d s a n d a n a ly si s a re d e sc ri b e d in A p p e n d ix F o f e a ch f o o d p ri ce m o n ito ri n g r e p o rt D a ta c o lle ct io n m e th o d s a n d a n a ly si s w ill b e d e sc ri b e d in A p p e n d ix F o f e a ch f o o d p ri ce m o n ito ri n g r e p o rt D a ta c o lle ct io n m e th o d s a n d a n a ly si s w ill b e d e sc ri b e d in A p p e n d ix F o f e a ch f o o d p ri ce m o n ito ri n g r e p o rt in fo rm at io n A ll re p o rt s w e re a va ila b le o n th e A G IS w e b si te : w w w .a g is . a g ri c. za a n d N A M C w e b si te : w w w .n a m c. co .z a A ll re p o rt s w e re a va ila b le o n th e A G IS w e b si te : w w w .a g is . a g ri c. za a n d N A M C w e b si te : w w w .n a m c. co .z a A ll re p o rt s w e re a va ila b le o n th e A G IS w e b si te : w w w .a g is . a g ri c. za a n d N A M C w e b si te : w w w .n a m c. co .z a H a rd c o p ie s a va ila b le o n re q u e st A ll re p o rt s w e re a va ila b le o n th e A G IS w e b si te : w w w .a g is . a g ri c. za a n d N A M C w e b si te : w w w .n a m c. co .z a H a rd c o p ie s a va ila b le o n re q u e st S E R v ic E o b jE c t iv E : in fo rm f ar m er s an d t h e p u b lic o n f o o d p ri ce t re n d s fo r d ec is io n m ak in g ( co nt .) DAFF Strategic Plan 2011/12–2014/15 92 K ey s er vi ce s S er vi ce b en ef ic ia ry F ie ld c u rr en t st an d ar d D es ir ed s ta n d ar d 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 F o o d P ri ce M o n ito ri n g re p o rt ( co nt .) C o n su m e rs ( ru ra l a n d u rb a n ), C o m p e tit io n C o m m is si o n a n d re ta ile rs ( co nt .) R ed re ss A ll q u e ri e s d ir e ct e d t o th e D ir e ct o r: M a rk e tin g T e l: 0 1 2 3 1 9 8 4 5 6 E m a il: D M @ d a ff .g o v. za F a x: 0 1 2 3 1 9 8 1 3 1 o r A n d ré J o o st e T e l: 0 1 2 3 4 1 1 1 1 5 E m a il: a n d re @ n a m c. co .z a Q u e ri e s w e re a d d re ss e d im m e d ia te ly . If t h e y re q u ir e d in ve st ig a tio n , th e y w e re a d d re ss e d w ith in a w e e k A ll q u e ri e s d ir e ct e d t o th e D ir e ct o r: M a rk e tin g T e l: 0 1 2 3 1 9 8 4 5 6 E m a il: D M @ d a ff .g o v. za F a x: 0 1 2 3 1 9 8 1 3 1 o r A n d ré J o o st e T e l: 0 1 2 3 4 1 1 1 1 5 E m a il: a n d re @ n a m c. co .z a Q u e ri e s a re a d d re ss e d im m e d ia te ly . If t h e y re q u ir e in ve st ig a tio n , th e y a re a d d re ss e d w ith in a w e e k A ll q u e ri e s d ir e ct e d t o th e D ir e ct o r: M a rk e tin g T e l: 0 1 2 3 1 9 8 4 5 6 E m a il: D M @ d a ff .g o v. za F a x: 0 1 2 3 1 9 8 1 3 1 o r A n d ré J o o st e T e l: 0 1 2 3 4 1 1 1 1 5 E m a il: a n d re @ n a m c. co .z a Q u e ri e s w ill b e a d d re ss e d im m e d ia te ly . If t h e y re q u ir e in ve st ig a tio n , th e y w ill b e a d d re ss e d w ith in t h re e d a ys A ll q u e ri e s d ir e ct e d t o th e D ir e ct o r: M a rk e tin g T e l: 0 1 2 3 1 9 8 4 5 6 E m a il: D M @ d a ff .g o v. za F a x: 0 1 2 3 1 9 8 1 3 1 o r A n d ré J o o st e T e l: 0 1 2 3 4 1 1 1 1 5 E m a il: a n d re @ n a m c. co .z a Q u e ri e s w ill b e a d d re ss e d im m e d ia te ly . If t h e y re q u ir e in ve st ig a tio n , th e y w ill b e a d d re ss e d w ith in t h re e d a ys v al u e fo r m o n ey F o o d p ri ce m o n ito ri n g re p o rt s a re u se fu l f o r d e ci si o n m a ki n g C re a te s a w a re n e ss o f fo o d p ri ce t re n d s F o o d p ri ce m o n ito ri n g re p o rt s a re u se fu l f o r d e ci si o n m a ki n g W ill c re a te a w a re n e ss o f fo o d p ri ce t re n d s F o o d p ri ce m o n ito ri n g re p o rt s a re u se fu l f o r d e ci si o n m a ki n g W ill c re a te a w a re n e ss o f fo o d p ri ce t re n d s F o o d p ri ce m o n ito ri n g re p o rt s a re u se fu l f o r d e ci si o n m a ki n g t im e Q u a rt e rl y Q u a rt e rl y Q u a rt e rl y Q u a rt e rl y c o st F re e F re e F re e F re e H u m an re so u rc es 8 ( N A M C s ta ff ) 8 ( N A M C s ta ff ) 8 ( N A M C s ta ff ) 8 ( N A M C s ta ff ) S E R v ic E o b jE c t iv E : in fo rm f ar m er s an d t h e p u b lic o n f o o d p ri ce t re n d s fo r d ec is io n m ak in g ( co nt .) S E R v ic E o b jE c t iv E : t o p ro vi d e m ar ke ti n g in fo rm at io n f o r se le ct ed c o m m o d it ie s K ey s er vi ce s S er vi ce b en ef ic ia ry F ie ld c u rr en t st an d ar d D es ir ed s ta n d ar d 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 A g ri cu ltu ra l co m m o d ity p ro fil e s a n d m a rk e t a n a ly si s re p o rt s L a n d a n d a g ra ri a n re fo rm b e n e fic ia ri e s, co m m u n a l f a rm e rs , e m e rg in g f a rm e rs , co m m o d ity a ss o ci a tio n s, e xt e n si o n o ff ic e rs a n d c o n su lta n ts Q u an ti ty 29 m ar ke t r ep or ts p er q ua rt er an d 34 c om m od ity p ro fil es an nu al ly 2 9 m ar ke t r ep or ts p er q ua rt er an d 34 c om m od ity p ro fil es an nu al ly 29 m ar ke t r ep or ts p er q ua rt er an d 34 c om m od ity p ro fil es an nu al ly 29 m ar ke t r ep or ts p er q ua rt er an d 34 c om m od ity p ro fil es an nu al ly Q u al it y R e p o rt s w ith a cc u ra te a n d re le va n t in fo rm a tio n R e p o rt s w ith a cc u ra te a n d re le va n t in fo rm a tio n R e p o rt s w ith a cc u ra te a n d re le va n t in fo rm a tio n R e p o rt s w ith a cc u ra te a n d re le va n t in fo rm a tio n c o n su lt at io n A ll su g g e st io n s a n d f e e d b a ck s w e re d ir e ct e d t h ro u g h e m a il a n d p h o n e c a lls t o th e D ir e ct o r: M a rk e tin g T e l: 0 1 2 3 1 9 8 4 5 6 E m a il: D M @ d a ff .g o v. za F a x: 0 1 2 3 1 9 8 1 3 1 A ll su g g e st io n s a n d f e e d b a ck s a re d ir e ct e d t h ro u g h e m a il a n d p h o n e c a lls t o th e D ir e ct o r: M a rk e tin g T e l: 0 1 2 3 1 9 8 4 5 6 E m a il: D M @ d a ff .g o v. za F a x: 0 1 2 3 1 9 8 1 3 1 A ll su g g e st io n s a n d f e e d b a ck s a re d ir e ct e d t h ro u g h e m a il a n d p h o n e c a lls t o th e D ir e ct o r: M a rk e tin g T e l: 0 1 2 3 1 9 8 4 5 6 E m a il: D M @ d a ff .g o v. za F a x: 0 1 2 3 1 9 8 1 3 1 A ll su g g e st io n s a n d f e e d b a ck s a re d ir e ct e d t h ro u g h e m a il a n d p h o n e c a lls t o th e D ir e ct o r: M a rk e tin g T e l: 0 1 2 3 1 9 8 4 5 6 E m a il: D M @ d a ff .g o v. za F a x: 0 1 2 3 1 9 8 1 3 1 Annexure 2: Service Delivery Improvement Plan 93 K ey s er vi ce s S er vi ce b en ef ic ia ry F ie ld c u rr en t st an d ar d D es ir ed s ta n d ar d 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 A g ri cu ltu ra l co m m o d ity p ro fil e s a n d m a rk e t a n a ly si s re p o rt s (c on t.) L a n d a n d a g ra ri a n re fo rm b e n e fic ia ri e s, co m m u n a l f a rm e rs , e m e rg in g f a rm e rs , co m m o d ity a ss o ci a tio n s, e xt e n si o n o ff ic e rs a n d co n su lta n ts ( co nt .) A cc es s P ro fil e s a n d m a rk e t re p o rt s a va ila b le o n M IS w e b si te a t w w w .a g is .a g ri c. za /m is P ro fil e s h a rd c o p ie s a va il a b le t h ro u g h p ro vi n ci a l co o rd i n a to rs P ro fil e s a n d m a rk e t re p o rt s a va ila b le o n M IS w e b si te a t w w w .a g is .a g ri c. za /m is P ro fil e s a n d m a rk e t re p o rt s a va ila b le o n M IS w e b si te a t w w w .a g is .a g ri c. za /m is P ro fil e s a n d m a rk e t re p o rt s a va ila b le o n M IS w e b si te a t w w w .a g is .a g ri c. za /m is c o u rt es y A ll d o cu m e n ts a re s e n t to p ro vi n ci a l c o o rd in a to rs w ith in e ig h t w e e ks ( fo r p ro fil e s) a n d t w o w e e ks ( fo r m a rk e t re p o rt s) A ll d o cu m e n ts a re s e n t to p ro vi n ci a l c o o rd in a to rs w ith in fo u r w e e ks ( fo r p ro fil e s) a n d a w e e k (f o r m a rk e t re p o rt s) A ll d o cu m e n ts a re s e n t to p ro vi n ci a l c o o rd in a to rs a n d re g u la r cl ie n ts w ith in a w e e k (f o r p ro fil e s) a n d w ith in a d a y (f o r m a rk e t re p o rt s) A ll d o cu m e n ts a re s e n t to p ro vi n ci a l c o o rd in a to rs a n d re g u la r cl ie n ts w ith in a w e e k (f o r p ro fil e s) a n d w ith in a d a y (f o r m a rk e t re p o rt s) o p en n es s an d tr an sp ar en cy A ll so u rc e s o f d a ta a n d re fe re n ce s a re li st e d th ro u g h o u t th e p ro fil e s a n d m a rk e t re p o rt d o cu m e n ts A ll so u rc e s o f d a ta a n d re fe re n ce s a re li st e d th ro u g h o u t th e p ro fil e s a n d m a rk e t re p o rt d o cu m e n ts A ll so u rc e s o f d a ta a n d re fe re n ce s a re li st e d th ro u g h o u t th e p ro fil e s a n d m a rk e t re p o rt d o cu m e n ts A ll so u rc e s o f d a ta a n d re fe re n ce s a re li st e d th ro u g h o u t th e p ro fil e s a n d m a rk e t re p o rt d o cu m e n ts in fo rm at io n S a m e a s a cc e ss S a m e a s a cc e ss S a m e a s a cc e ss S a m e a s a cc e ss R ed re ss A ll q u e ri e s d ir e ct e d t o th e D ir e ct o r: M a rk e tin g T e l: 0 1 2 3 1 9 8 4 5 6 E m a il: D M @ d a ff .g o v. za F a x: 0 1 2 3 1 9 8 1 3 1 A ll e n q u ir ie s a tt e n d e d t o w ith in a w e e k A ll q u e ri e s d ir e ct e d t o th e D ir e ct o r: M a rk e tin g T e l: 0 1 2 3 1 9 8 4 5 6 E m a il: D M @ d a ff .g o v. za F a x: 0 1 2 3 1 9 8 1 3 1 Q u e ri e s a re a ck n o w le d g e d w ith in o n e d a y a n d f o rm a l fe e d b a ck w ith in t h re e d a ys (d e p e n d in g o n t h e n a tu re o f th e q u e ry ) A ll q u e ri e s d ir e ct e d t o th e D ir e ct o r: M a rk e tin g T e l: 0 1 2 3 1 9 8 4 5 6 E m a il: D M @ d a ff .g o v. za F a x: 0 1 2 3 1 9 8 1 3 1 Q u e ri e s a re a ck n o w le d g e d w ith in o n e d a y a n d f o rm a l fe e d b a ck w ith in t w o d a ys (d e p e n d in g o n t h e n a tu re o f th e q u e ry ) A ll q u e ri e s d ir e ct e d t o th e D ir e ct o r: M a rk e tin g T e l: 0 1 2 3 1 9 8 4 5 6 E m a il: D M @ d a ff .g o v. za F a x: 0 1 2 3 1 9 8 1 3 1 Q u e ri e s a re a ck n o w le d g e d w ith in o n e d a y a n d f o rm a l fe e d b a ck w ith in t w o d a ys (d e p e n d in g o n t h e n a tu re o f th e q u e ry ) v al u e fo r m o n ey P ro vi d e m a rk e tin g in fo rm a tio n o n s e le ct e d a g ri cu ltu ra l c o m m o d iti e s to h e lp in p ro d u ct io n a n d m a rk e tin g d e ci si o n s P ro vi d e m a rk e tin g in fo rm a tio n o n s e le ct e d a g ri cu ltu ra l c o m m o d iti e s to h e lp in p ro d u ct io n a n d m a rk e tin g d e ci si o n s P ro vi d e m a rk e tin g in fo rm a tio n o n s e le ct e d a g ri cu ltu ra l c o m m o d iti e s to h e lp in p ro d u ct io n a n d m a rk e tin g d e ci si o n s P ro vi d e m a rk e tin g in fo rm a tio n o n s e le ct e d a g ri cu ltu ra l c o m m o d iti e s to h e lp in p ro d u ct io n a n d m a rk e tin g d e ci si o n s t im e P ro fil e h a rd c o p ie s a va ila b le t h ro u g h p ro vi n ci a l co o rd in a to rs w ith in e ig h t w e e ks a n d m a rk e t re p o rt s a va ila b le w ith in t w o w e e ks P ro fil e h a rd c o p ie s a va ila b le t h ro u g h p ro vi n ci a l co o rd in a to rs w ith in f o u r w e e ks a n d m a rk e t re p o rt s a va ila b le w ith in a w e e k P ro fil e s d is tr ib u te d o n co m p a ct d is ks w ith in a w e e k a n d m a rk e t re p o rt s w ith in a d a y P ro fil e s d is tr ib u te d o n co m p a ct d is ks w ith in a w e e k a n d m a rk e t re p o rt s w ith in a d a y c o st F re e F re e F re e F re e H u m an re so u rc es 5 6 7 7 S E R v ic E o b jE c t iv E : t o p ro vi d e m ar ke ti n g in fo rm at io n f o r se le ct ed c o m m o d it ie s (c on t.) DAFF Strategic Plan 2011/12–2014/15 94 S E R v ic E o b jE c t iv E : t o im p ro ve k n o w le d g e o n in te rn at io n al m ar ke t an d e xp o rt o p p o rt u n it ie s, t h u s im p ro vi n g c lie n ts ’ e xp o rt a b ili ti es K ey s er vi ce s S er vi ce b en ef ic ia ry F ie ld c u rr en t st an d ar d D es ir ed s ta n d ar d 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 P ro vi d e a g ri cu ltu ra l tr a d e r e la te d in fo rm a tio n o n : • F o re ig n t ra d e n e g o tia tio n s, co n su lta tio n s a n d a g re e m e n ts • R e se a rc h in fo rm a tio n o n in te rn a tio n a l m a rk e ts , e xp o rt o p p o rt u n iti e s a n d re la te d im p o rt a n d e xp o rt r e q u ir e m e n ts A g ri cu ltu ra l i n d u st ri e s p ro d u ce rs , p ro ce s so rs , tr a d e rs , co n su m e rs , O rg a n is e d A g ri cu ltu re , N A M C , L a n d B a n k, t h e d ti, P D A s, t ra d e p ro m o tio n o rg a n is a tio n s in p ro vi n ce s, s e rv ic e p ro vi d e rs o n t ra d e a n d f a rm e r e xp o rt e rs Q u an ti ty F ou r tr ad e ne go tia tio ns : E PA , E F TA , M E R C O S U R an d T ID C A T hr ee c ou nt ry s pe ci fic tr ad e pr of ile s T hr ee tr ad e ne go tia tio ns ; E PA , T ID C A a nd In di a P re pa ra to ry p ha se fo r en ga ge m en t i n fu tu re tr ad e ne go tia tio ns o f i nt ra A fr ic a T hr ee p ro vi nc ia l t ra de aw ar en es s w or ks ho ps a nd on e tr ad e br oc hu re /m an ua l pe r an nu m F iv e co un tr y sp ec ifi c tr ad e an d m ar ke t a pp ro ac he s on In di a, C hi na , U S , J ap an a nd S au di A ra bi a A nt ic ip at e th at p ar tic ip at io n w ill b e in fi ve tr ad e ne go tia tio ns : W TO , E PA s, U S , A f ric a Tr ip ar tit e an d In di a S ta rt th e na tio na l t ra in in g fo r 15 o ffi ci al s pe r an nu m in th e de pa rt m en t o n in te rn at io na l tra de a na ly si s (M oU w ith IT C ) P ro du ce o ne o r m or e pr ov in ci al tr ad e aw ar en es s w or ks ho p an d tr ad e br oc hu re /m an ua l p er a nn um A nt ic ip at e th at p ar tic ip at io n w ill b e in fi ve tr ad e ne go tia tio ns : W TO , E PA s, U S , A f ric a Tr ip ar tit e an d In di a P ro vi de n at io na l t ra in in g to 15 o ffi ci al s pe r an nu m in th e de pa rt m en t o n in te rn at io na l tr ad e an al ys is ( M oU w ith IT C ). P ro du ce a nd p ub lis h ei gh t m ar ke t a na ly si s re po rt s P ro du ce o ne o r m or e pr ov in ci al tr ad e aw ar en es s w or ks ho p an d tr ad e br oc hu re /m an ua l p er a nn um c o n su lt at io n A g ri cu ltu ra l T ra d e F o ru m (A T F ) m e e tin g s e ve ry s ix w e e ks A T F m e e tin g s e ve ry si x w e e ks O n e s p e ci a l p o lic y m e e tin g w ith t h e in d u st ry A T F m e e tin g s e ve ry si x w e e ks O n e o r m o re s p e ci a l p o lic y b ri e fs p e r a n n u m o n sp e ci a lis e d t o p ic s M ee t w ith th e pr ov in ci al tr ad e pr om ot io n or ga ni sa tio ns a nd P D A p rio r to tr ad e ca m pa ig n P ro vi d e p ro vi n ci a l a cc e ss t o IT C t ra in in g M o U A T F m e e tin g s e ve ry si x w e e ks O n e o r m o re s p e ci a l A T F m e e tin g s p e r a n n u m R e vi e w t h e n e e d a ss e ss m e n t w ith s e rv ic e p ro vi d e rs o n e xp o rt in fo rm a tio n r e q u ir e d P ro vi d e p ro vi n ci a l a cc e ss t o IT C t ra in in g M o U Q u al it y P ro vi d e r e le va n t, a cc u ra te a n d t im e ly in fo rm a tio n P ro vi d e r e le va n t, a cc u ra te a n d t im e ly in fo rm a tio n P ro vi d e r e le va n t, a cc u ra te a n d t im e ly in fo rm a tio n P ro vi d e r e le va n t, a cc u ra te a n d t im e ly in fo rm a tio n A cc es s C lie n ts c a n p h o n e , fa x, e m a il o r d ir e ct ly v is it th e d ir e ct o ra te C lie n ts c a n p h o n e , fa x, e m a il o r d ir e ct ly v is it th e d ir e ct o ra te P ro a ct iv e s u b m is si o n s a n d b ri e fin g s C lie n ts c a n p h o n e , fa x, e m a il o r d ir e ct ly v is it th e d ir e ct o ra te P ro a ct iv e s u b m is si o n s a n d b ri e fin g s P ro vi d e n a tio n a l a cc e ss t o in fo rm a tio n o n t ra d e a n d e xp o rt s C lie n ts c a n p h o n e , fa x, e m a il o r d ir e ct ly v is it th e d ir e ct o ra te P ro a ct iv e s u b m is si o n s a n d b ri e fin g s P ro vi d e n a tio n a l a cc e ss t o in fo rm a tio n o n t ra d e a n d e xp o rt s c o u rt es y A T F m in u te s ci rc u la te d t o cl ie n ts a s so o n a s a va ila b le R e le va n t u p d a te s a re s e n t re g u la rl y to a ll m e m b e rs A T F m in u te s ci rc u la te d t o cl ie n ts a s so o n a s a va ila b le R e le va n t u p d a te s a re s e n t re g u la rl y to a ll m e m b e rs A T F m in u te s ci rc u la te d t o cl ie n ts a s so o n a s a va ila b le R e le va n t u p d a te s a re s e n t re g u la rl y to a ll m e m b e rs A T F m in u te s ci rc u la te d t o cl ie n ts a s so o n a s a va ila b le R e le va n t u p d a te s a re s e n t re g u la rl y to a ll m e m b e rs Annexure 2: Service Delivery Improvement Plan 95 K ey s er vi ce s S er vi ce b en ef ic ia ry F ie ld c u rr en t st an d ar d D es ir ed s ta n d ar d 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 P ro vi d e a g ri cu ltu ra l tr a d e r e la te d in fo rm a tio n o n (c on t.) : • F o re ig n t ra d e n e g o tia tio n s, co n su lta tio n s a n d a g re e m e n ts • R e se a rc h in fo rm a tio n o n in te rn a tio n a l m a rk e ts , e xp o rt o p p o rt u n iti e s a n d re la te d im p o rt a n d e xp o rt r e q u ir e m e n ts A g ri cu ltu ra l i n d u st ri e s p ro d u ce rs , p ro ce s so rs , tr a d e rs , co n su m e rs , O rg a n is e d A g ri cu ltu re , N A M C , L a n d B a n k, d ti, P D A s, t ra d e p ro m o tio n o rg a n is a tio n s in p ro vi n ce s, s e rv ic e p ro vi d e rs o n t ra d e a n d f a rm e r e xp o rt e rs (c on t.) o p en n es s an d tr an sp ar en cy C o u n tr y p ro fil e s a re p o st e d o n t h e in te rn e t C o u n tr y m a rk e t a p p ro a ch e s a re p o st e d o n t h e in tr a n e t C o n tin u o u sl y u p d a te p ro v in ce s w ith n e w a n d r e le va n t in fo rm a tio n v ia t h e A T F E le ct ro ni c/ w eb si te d is tr ib ut io n of e xp or t m an ua l/b ro ch ur e an d in fo rm at io n on T ra de A w ar en es s C am pa ig ns P u b lis h I T C s tu d ie s o n w o rl d m a rk e ts o n D A F F w e b si te C o n tin u o u sl y u p d a te p ro v in ce s w ith n e w a n d r e le va n t in fo rm a tio n v ia A T F E le ct ro ni c/ w eb si te d is tr ib ut io n of e xp or t m an ua l/b ro ch ur e an d in fo rm at io n on T ra de A w ar en es s C am pa ig ns S ta rt p la n n in g o n p o ss ib le m e d ia in fo rm a tio n f o r re a ch in g a w id e r a u d ie n ce P u b lis h I T C s tu d ie s o n w o rl d m a rk e ts o n D A F F w e b si te in fo rm at io n A T P R r e p o rt s p u b lis h e d o n th e in te rn e t T ra d e a w a re n e ss c a m p a ig n s fo r n e w e n tr a n ts R e p o rt s o n in te rn a tio n a l a g ri cu ltu ra l m a rk e ts p u b lis h e d o n t h e w e b A T P R p u b lis h e d o n t h e in te rn e t T ra d e a w a re n e ss c a m p a ig n s A T P R p u b lis h e d o n t h e in te rn e t D e se n si tis e d A T F m in u te s/ re p o rt s se n t to s ta ke h o ld e rs fo r in fo rm a tio n T ra d e a w a re n e ss c a m p a ig n / e xp o rt e r m a n u a l/b ro ch u re A T P R p u b lis h e d o n t h e in te rn e t D e se n si tis e d A T F m in u te s/ re p o rt s se n t to s ta ke h o ld e rs fo r in fo rm a tio n T ra d e a w a re n e ss c a m p a ig n / e xp o rt e r m a n u a l/b ro ch u re R ed re ss A ll e n q u ir ie s a re a n sw e re d in th re e d a ys T a ilo re d a n d d iff ic u lt in q u ir ie s re q u ir in g a d d iti o n a l r e se a rc h d o n o t h a ve a p re d e fin e d re sp o n se t im e A ll e n q u ir ie s a re a n sw e re d in th re e d a ys T a ilo re d a n d d iff ic u lt in q u ir ie s re q u ir in g a d d iti o n a l r e se a rc h d o n o t h a ve a p re d e fin e d re sp o n se t im e A ll e n q u ir ie s a re a n sw e re d in th re e d a ys T a ilo re d a n d d iff ic u lt in q u ir ie s re q u ir in g a d d iti o n a l r e se a rc h d o n o t h a ve a p re d e fin e d re sp o n se t im e A ll e n q u ir ie s a re a n sw e re d in th re e d a ys E xp a n d d o cu m e n ta tio n ce n tr e w ith p ro d u ct r e la te d in q u ir ie s to e n a b le im p ro ve d re sp o n se v al u e fo r m o n ey In fo rm a tio n a ss is ts c lie n ts in t e rm s o f a g ri cu ltu ra l t ra d e re la te d d e ci si o n s In fo rm a tio n a ss is ts c lie n ts in t e rm s o f a g ri cu ltu ra l t ra d e re la te d d e ci si o n s In fo rm a tio n a ss is ts c lie n ts in t e rm s o f a g ri cu ltu ra l t ra d e re la te d d e ci si o n s In fo rm a tio n a ss is ts c lie n ts in t e rm s o f a g ri cu ltu ra l t ra d e re la te d d e ci si o n s t im e T e le p h o n ic in fo rm a tio n re q u e st s a re r e sp o n d e d to im m e d ia te ly a n d w ri tt e n re q u e st s a re r e sp o n d e d t o w ith in a w e e k (d e p e n d in g o n th e n a tu re o f th e r e q u e st ) T e le p h o n ic in fo rm a tio n re q u e st s a re r e sp o n d e d to im m e d ia te ly a n d w ri tt e n re q u e st s a re r e sp o n d e d t o w ith in a w e e k (d e p e n d in g o n th e n a tu re o f th e r e q u e st ) T e le p h o n ic in fo rm a tio n re q u e st s a re r e sp o n d e d to im m e d ia te ly a n d w ri tt e n re q u e st s a re r e sp o n d e d t o w ith in t h re e d a ys ( d e p e n d in g o n t h e n a tu re o f th e r e q u e st ) T e le p h o n ic in fo rm a tio n re q u e st s a re r e sp o n d e d to im m e d ia te ly a n d w ri tt e n re q u e st s a re r e sp o n d e d t o w ith in t w o d a ys ( d e p e n d in g o n t h e n a tu re o f th e r e q u e st ) c o st S er vi ce s ar e pr ov id ed fr ee o f ch ar ge w ith in a llo ca te d bu dg et M ai nt ai n its e ss en tia l s er vi ce s w ith in a llo ca te d bu dg et Im pr ov em en ts a re c on di tio na l t o ap pr ov ed p ro je ct s an d bu dg et Im pr ov em en ts a re c on di tio na l t o ap pr ov ed p ro je ct s an d bu dg et H u m an re so u rc es D e d ic a te d a d d iti o n a l ca p a ci ty o n t ra d e f a ci lit a tio n : T w o p o st s (1 x A ss is ta n t D ir e ct o r a n d 1 x E co n o m is t) R es tr uc tu re a nd r ec ru it an a d di tio na l A ss is ta nt D ire ct or a nd E co no m is t a nd o ne a dm in . st af f m em be r to a ch ie ve g oa ls on im pr ov in g tr ad e fa ci lit at io n R es tr uc tu re a nd r ec ru it an a d di tio na l A ss is ta nt D ire ct or a nd E co no m is t a nd o ne a dm in . st af f m em be r to a ch ie ve g oa ls on im pr ov in g tr ad e fa ci lit at io n S E R v ic E o b jE c t iv E : t o im p ro ve k n o w le d g e o n in te rn at io n al m ar ke t an d e xp o rt o p p o rt u n it ie s, t h u s im p ro vi n g c lie n ts ’ e xp o rt a b ili ti es ( co nt .) DAFF Strategic Plan 2011/12–2014/15 96 S E R v ic E o b jE c t iv E : A d m in is te ri n g , i m p le m en ti n g a n d e n fo rc in g t h e N at io n al F o re st s A ct , 1 99 8 (A ct N o . 8 4 o f 19 98 ) K ey s er vi ce s S er vi ce b en ef ic ia ry F ie ld c u rr en t st an d ar d D es ir ed s ta n d ar d 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 R e g u la tio n o f n a tu ra l fo re st s, w o o d la n d s a n d p ro te ct e d t re e s C o m m u n iti e s Q u an ti ty A ll n a tu ra l f o re st s N a tio n a l l is t o f p ro te ct e d tr e e s (4 7 s p e ci e s) a n d L is t o f ch a m p io n t re e s (4 4 t re e s) E n su re p ro te ct io n a n d re g u la tio n f o r a ll 4 7 s p e ci e s lis te d o n n a tio n a l l is t o f p ro te ct e d s p e ci e s E n su re p ro te ct io n a n d re g u la tio n f o r a ll 4 7 s p e ci e s lis te d o n n a tio n a l l is t o f p ro te ct e d s p e ci e s L is ts g a ze tt e d a n n u a lly L is ts p u b lis h e d a n d a ir e d a n n u a lly E n su re p ro te ct io n a n d re g u la tio n f o r a ll 4 7 s p e ci e s lis te d o n n a tio n a l l is t o f p ro te ct e d s p e ci e s L is ts g a ze tt e d a n n u a lly L is ts p u b lis h e d a n d a ir e d a n n u a lly Q u al it y A dh er en ce to n or m s as p re sc rib ed in N at io na l F or es ts A ct (N F A ) an d re le va nt le gi sl at io n A d h e re n ce t o n o rm s a s p re sc ri b e d in N F A a n d re le va n t le g is la tio n A d h e re n ce t o n o rm s a s p re sc ri b e d in N F A a n d re le va n t le g is la tio n A d h e re n ce t o n o rm s a s p re sc ri b e d in N F A a n d re le va n t le g is la tio n c o n su lt at io n A n n u a l g a ze tt in g a n d p u b li ca tio n f o r p u b lic c o m m e n t A nn ua l r ev ie w b y E xp er t P an el A n n u a l p u b lic a tio n f o r p u b lic co m m e n t A nn ua l r ev ie w b y E xp er t P an el A n n u a l p u b lic a tio n f o r p u b lic co m m e n t A nn ua l r ev ie w b y E xp er t P an el A n n u a l p u b lic a tio n f o r p u b lic co m m e n t A nn ua l r ev ie w b y E xp er t P an el T h ro u g h p u b lic a tio n b y th e d e p a rt m e n t in t h e G ov er nm en t G az et te a n d o n th e d e p a rt m e n ta l w e b si te T h ro u g h p u b lic a tio n b y th e d e p a rt m e n t in t h e G ov er nm en t G az et te a n d o n th e d e p a rt m e n ta l w e b si te T h ro u g h p u b lic a tio n b y th e d e p a rt m e n t in t h e G ov er nm en t G az et te a n d o n th e d e p a rt m e n ta l w e b si te T h ro u g h p u b lic a tio n b y th e d e p a rt m e n t in t h e G ov er nm en t G az et te a n d o n th e d e p a rt m e n ta l w e b si te c o u rt es y N F A , 1 9 9 8 ( A ct N o . 8 4 o f 1 9 9 8 ) a n d r e le va n t le g is la tio n p re sc ri p tio n s a d h e re n ce N F A , 1 9 9 8 ( A ct N o . 8 4 o f 1 9 9 8 ) a n d r e le va n t le g is la tio n p re sc ri p tio n s a d h e re n ce N F A , 1 9 9 8 ( A ct N o . 8 4 o f 1 9 9 8 ) a n d r e le va n t le g is la tio n p re sc ri p tio n s a d h e re n ce N F A , 1 9 9 8 ( A ct N o . 8 4 o f 1 9 9 8 ) a n d r e le va n t le g is la tio n p re sc ri p tio n s a d h e re n ce o p en n es s an d tr an sp ar en cy L is ts o f a ll re g u la te d n a tu ra l fo re st s, p ro te ct e d t re e s a n d ch a m p io n t re e s g a ze tt e d , p u b lis h e d a n d a ir e d a n n u a lly L is ts o f a ll re g is te re d n a tu ra l fo re st s, p ro te ct e d t re e s a n d ch a m p io n t re e s g a ze tt e d , p u b lis h e d a n d a ir e d a n n u a lly P u b lis h e d n a tio n a lly a n d lo ca lly f o r p u b lic c o m m e n t L is ts o f a ll re g is te re d n a tu ra l fo re st s, p ro te ct e d t re e s a n d ch a m p io n t re e s g a ze tt e d , p u b lis h e d a n d a ir e d a n n u a lly P u b lis h e d n a tio n a lly a n d lo ca lly f o r p u b lic c o m m e n t L is ts o f a ll re g is te re d n a tu ra l fo re st s, p ro te ct e d t re e s a n d ch a m p io n t re e s g a ze tt e d , p u b lis h e d a n d a ir e d a n n u a lly P u b lis h e d n a tio n a lly a n d lo ca lly f o r p u b lic c o m m e n t in fo rm at io n In fo rm a tio n p u b lis h e d n a tio n a lly a n d lo ca lly In fo rm a tio n p o st e rs a va ila b le a n d d is tr ib u te d In fo rm a tio n p u b lis h e d n a tio n a lly a n d lo ca lly In fo rm a tio n p o st e rs a va ila b le a n d d is tr ib u te d In fo rm a tio n p u b lis h e d n a tio n a lly a n d lo ca lly In fo rm a tio n p o st e rs a va ila b le a n d d is tr ib u te d In fo rm a tio n p u b lis h e d n a tio n a lly a n d lo ca lly In fo rm a tio n p o st e rs a va ila b le a n d d is tr ib u te d R ed re ss C o m m e n ts r e ce iv e d f ro m th e p u b lic a re c o n si d e re d in re vi e w in g t h e li st s O b je ct iv e c ri te ri a a re fo llo w e d w h e n t re e s a re n o m in a te d . A p a n e l o f e xp e rt s co n si d e rs th e a p p lic a tio n f o r d e cl a ra tio n a n d c o m p la in ts t h a t a ri se a re d e a lt w ith b y th is p a n e l C o m m e n ts r e ce iv e d f ro m th e p u b lic a re c o n si d e re d in re vi e w in g t h e li st s O b je ct iv e c ri te ri a a re fo llo w e d w h e n t re e s a re n o m in a te d . A p a n e l o f e xp e rt s co n si d e rs th e a p p lic a tio n f o r d e cl a ra tio n a n d c o m p la in ts t h a t a ri se a re d e a lt w ith b y th is p a n e l C o m m e n ts r e ce iv e d f ro m th e p u b lic a re c o n si d e re d in re vi e w in g t h e li st s O b je ct iv e c ri te ri a a re fo llo w e d w h e n t re e s a re n o m in a te d . A p a n e l o f e xp e rt s co n si d e rs th e a p p lic a tio n f o r d e cl a ra tio n a n d c o m p la in ts t h a t a ri se a re d e a lt w ith b y th is p a n e l C o m m e n ts r e ce iv e d f ro m th e p u b lic a re c o n si d e re d in re vi e w in g t h e li st s O b je ct iv e c ri te ri a a re fo llo w e d w h e n t re e s a re n o m in a te d . A p a n e l o f e xp e rt s co n si d e rs th e a p p lic a tio n f o r d e cl a ra tio n a n d c o m p la in ts t h a t a ri se a re d e a lt w ith b y th is p a n e l Annexure 2: Service Delivery Improvement Plan 97 K ey s er vi ce s S er vi ce b en ef ic ia ry F ie ld c u rr en t st an d ar d D es ir ed s ta n d ar d 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 R e g u la tio n o f n a tu ra l fo re st s, w o o d la n d s a n d p ro te ct e d t re e s (c on t.) C o m m u n iti e s (c on t.) R ed re ss C o m m e n ts r e ce iv e d f ro m th e p u b lic a re c o n si d e re d in re vi e w in g t h e li st s O b je ct iv e c ri te ri a a re fo llo w e d w h e n t re e s a re n o m in a te d . A p a n e l o f e xp e rt s co n si d e rs th e a p p lic a tio n f o r d e cl a ra tio n a n d c o m p la in ts t h a t a ri se a re d e a lt w ith b y th is p a n e l C o m m e n ts r e ce iv e d f ro m th e p u b lic a re c o n si d e re d in re vi e w in g t h e li st s O b je ct iv e c ri te ri a a re fo llo w e d w h e n t re e s a re n o m in a te d . A p a n e l o f e xp e rt s co n si d e rs th e a p p lic a tio n f o r d e cl a ra tio n a n d c o m p la in ts t h a t a ri se a re d e a lt w ith b y th is p a n e l C o m m e n ts r e ce iv e d f ro m th e p u b lic a re c o n si d e re d in re vi e w in g t h e li st s O b je ct iv e c ri te ri a a re fo llo w e d w h e n t re e s a re n o m in a te d . A p a n e l o f e xp e rt s co n si d e rs th e a p p lic a tio n f o r d e cl a ra tio n a n d c o m p la in ts t h a t a ri se a re d e a lt w ith b y th is p a n e l C o m m e n ts r e ce iv e d f ro m th e p u b lic a re c o n si d e re d in re vi e w in g t h e li st s O b je ct iv e c ri te ri a a re fo llo w e d w h e n t re e s a re n o m in a te d . A p a n e l o f e xp e rt s co n si d e rs th e a p p lic a tio n f o r d e cl a ra tio n a n d c o m p la in ts t h a t a ri se a re d e a lt w ith b y th is p a n e l v al u e fo r m o n ey C o st ly a d m in is tr a tiv e a n d co m m u n ic a tio n s e xe rc is e E n su re e ff ic ie n t co m p lia n ce a n d e n fo rc e m e n t C o st ly a d m in is tr a tiv e a n d co m m u n ic a tio n s e xe rc is e E n su re e ff ic ie n t co m p lia n ce a n d e n fo rc e m e n t C o st ly a d m in is tr a tiv e a n d co m m u n ic a tio n s e xe rc is e E n su re e ff ic ie n t co m p lia n ce a n d e n fo rc e m e n t C o st ly a d m in is tr a tiv e a n d co m m u n ic a tio n s e xe rc is e E n su re e ff ic ie n t co m p lia n ce a n d e n fo rc e m e n t c o st R 1 2 0 0 0 0 0 R 1 5 0 0 0 0 0 R 1 7 0 0 0 0 0 R 2 0 0 0 0 0 0 H u m an re so u rc es O n e F o re st S ci e n tis t p lu s o n e A D : F o re st T e ch n ic a l In fo rm a tio n S e rv ic e s O n e F o re st S ci e n tis t p lu s o n e A D : F o re st T e ch n ic a l In fo rm a tio n S e rv ic e s T w o F o re st ry S ci e n tis ts p lu s o n e A D : F o re st T e ch n ic a l In fo rm a tio n S e rv ic e s T w o F o re st S ci e n tis ts p lu s o n e A D : F o re st T e ch n ic a l In fo rm a tio n S e rv ic e s S E R v ic E o b jE c t iv E : A d m in is te ri n g , i m p le m en ti n g a n d e n fo rc in g t h e N at io n al F o re st s A ct , 1 99 8 (A ct N o . 8 4 o f 19 98 ) (c on t.) S E R v ic E o b jE c t iv E : t o im p ro ve p ro ce ss in g o f p er m it s an d li ce n ce a p p lic at io n s K ey s er vi ce s S er vi ce b en ef ic ia ry F ie ld c u rr en t st an d ar d D es ir ed s ta n d ar d 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 P ro ce ss in g o f a ll p e rm its a n d li ce n ce a p p lic a tio n s (e xc e p t fis h in g e ff o rt a n d ve ss e l c h a n g e a n d fis h p ro ce ss in g e st a b lis h m e n ts ) F is h in g in d u st ry ; fis h in g r ig h t’s h o ld e rs ; re cr e a tio n a l fis h e rs ; fo re ig n a n d lo ca l v e ss e l o w n e rs ; fis h im p o rt a n d e xp o rt in d u st ry Q u an ti ty 8 0 % o f p e rm its o r a p p lic a tio n s re ce iv e d , p ro ce ss e d p e r m o n th 9 0 % o f a ll a p p lic a tio n s re ce iv e d p e r m o n th 9 5 % o f a ll a p p lic a tio n s re ce iv e d p e r m o n th 1 0 0 % o f a ll a p p lic a tio n s re ce iv e d p e r m o n th Q u al it y A lig n m e n t a n d st a n d a rd is a tio n o f b u si n e ss p ro ce ss e s A lig n m e n t a n d st a n d a rd is a tio n o f b u si n e ss p ro ce ss e s M a in ta in a n e xc e lle n t st a n d a rd o f b u si n e ss p ro ce ss e s C h a m p io n s ta n d a rd o f b u si n e ss p ro ce ss e s c o n su lt at io n O n e o n o n e in te n si ve st a ke h o ld e r co lla b o ra tio n O n e o n o n e in te n si ve st a ke h o ld e r co lla b o ra tio n O n e o n o n e in te n si ve st a ke h o ld e r co lla b o ra tio n E d u ca tio n a n d a w a re n e ss ro a d s h o w s O n e o n o n e in te n si ve st a ke h o ld e r co lla b o ra tio n E d u ca tio n a n d a w a re n e ss ro a d s h o w s A cc es s W a lk i n c e n tr e , e m a il, f a xe s a n d le tt e rs W a lk i n c e n tr e , e m a il, f a xe s a n d le tt e rs W a lk i n c e n tr e , e m a il, f a xe s a n d le tt e rs W a lk i n c e n tr e , e m a il, f a xe s a n d le tt e rs DAFF Strategic Plan 2011/12–2014/15 98 S E R v ic E o b jE c t iv E : t o im p ro ve p ro ce ss in g o f p er m it s an d li ce n ce a p p lic at io n s (c on t.) K ey s er vi ce s S er vi ce b en ef ic ia ry F ie ld c u rr en t st an d ar d D es ir ed s ta n d ar d 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 P ro ce ss in g o f a ll p e rm its a n d li ce n ce a p p lic a tio n s (e xc e p t fis h in g e ff o rt a n d ve ss e l c h a n g e a n d fis h p ro ce ss in g e st a b lis h m e n ts ) (c on t.) F is h in g in d u st ry ; fis h in g r ig h t’s h o ld e rs ; re cr e a tio n a l fis h e rs ; fo re ig n a n d lo ca l v e ss e l o w n e rs ; fis h im p o rt a n d e xp o rt in d u st ry ( c on t.) c o u rt es y S im p lif y a n d s tr e a m lin e b u si n e ss p ro ce ss e s S im p lif y a n d s tr e a m lin e b u si n e ss p ro ce ss e s Im p le m e n t a c lie n t re la tio n sh ip m a n a g e m e n t sy st e m S im p lif y a n d s tr e a m lin e b u si n e ss p ro ce ss e s Im p le m e n t a c lie n t re la tio n sh ip m a n a g e m e n t sy st e m S im p lif y a n d s tr e a m lin e b u si n e ss p ro ce ss e s Im p le m e n t a c lie n t re la tio n sh ip m a n a g e m e n t sy st e m o p en n es s an d tr an sp ar en cy P u b lis h A n n u a l F in a n ci a l S ta te m e n ts P u b lis h A n n u a l F in a n ci a l S ta te m e n ts P u b lis h A n n u a l F in a n ci a l S ta te m e n ts P u b lis h A n n u a l F in a n ci a l S ta te m e n ts in fo rm at io n 1 0 e d u ca tio n a n d a w a re n e ss ro a d s h o w s p e r fin a n ci a l y e a r 1 5 e d u ca tio n a n d a w a re n e ss ro a d s h o w s p e r fin a n ci a l y e a r 2 0 e d u ca tio n a n d a w a re n e ss ro a d s h o w s p e r fin a n ci a l y e a r 3 0 e d u ca tio n a n d a w a re n e ss ro a d s h o w s p e r fin a n ci a l y e a r R ed re ss T e le p h o n e s a re a n sw e re d w ith in f o u r ri n g s 8 0 % o f th e tim e . T e le p h o n e e n q u ir ie s a re lo g g e d a n d r e fe rr e d t o lin e m a n a g e rs w ith in o n e d a y F o r e m a il, le tt e rs a n d f a xe s a ck n o w le d g e m e n t o f re ce ip t w ith in t h re e d a ys R e sp o n se w ith in 1 5 d a ys , 8 5 % T e le p h o n e s a re a n sw e re d w ith in f o u r ri n g s 8 0 % o f th e tim e . T e le p h o n e e n q u ir ie s a re lo g g e d a n d r e fe rr e d t o lin e m a n a g e rs w ith in o n e d a y E st a b lis h M C M C a ll C e n tr e in fr a st ru ct u re A p p o in tm e n t o f d e d ic a te d st a ff t o d e a l w ith t e le p h o n e e n q u ir ie s F o r e m a il, le tt e rs a n d f a xe s a ck n o w le d g e m e n t o f re ce ip t w ith in t h re e d a ys R e sp o n se w ith in 1 5 d a ys , 8 5 % T e le p h o n e s a re a n sw e re d w ith in t h re e r in g s 8 5 % o f th e tim e . T e le p h o n e e n q u ir ie s a re lo g g e d a n d r e fe rr e d t o lin e m a n a g e rs w ith in o n e d a y Im p le m e n t a c lie n t re la tio n sh ip m a n a g e m e n t sy st e m E st a b lis h d e d ic a te d r e sp o n se co o rd in a to rs w ith in li n e fu n ct io n s F o r e m a il, le tt e rs a n d f a xe s a ck n o w le d g e m e n t o f re ce ip t w ith in t h re e d a ys R e sp o n se w ith in 1 5 d a ys , 8 5 % T e le p h o n e s a re a n sw e re d w ith in t w o r in g s 9 0 % o f th e tim e . T e le p h o n e e n q u ir ie s a re lo g g e d a n d r e fe rr e d t o lin e m a n a g e rs w ith in o n e d a y C o n tin u o u s st a ff t ra in in g F o r e m a il, le tt e rs a n d f a xe s a ck n o w le d g e m e n t o f re ce ip t w ith in t h re e d a ys R e sp o n se w ith in 1 5 d a ys , 8 5 % t im e It t a ke s th re e t o s e ve n d a ys fo r p ro ce ss in g R e d u ce t u rn a ro u n d t im e t o th re e t o s ix d a ys R e d u ce t u rn a ro u n d t im e t o th re e t o f iv e d a ys R e d u ce t u rn a ro u n d t im e t o tw o t o f iv e d a ys H u m an re so u rc es A d e q u a te h u m a n c a p ita l E n su re a va ila b ili ty o f a d e q u a te h u m a n c a p ita l E n su re a va ila b ili ty o f a d e q u a te h u m a n c a p ita l E n su re a va ila b ili ty o f a d e q u a te h u m a n c a p ita l