PERFORMANCE PLANpmg-assets.s3-website-eu-west-1.amazonaws.com/DAFF... · 14.5. Programme 5: Forestry and natural resources 170 14.6.Programme 6: Fisheries 179 15. Annexure 2: Addendum

PERFORMANCE PLANANNUAL

FOR THE 2019/20 FISCAL YEAR

Annual Performance Plan

FOR THE 2019/20 FISCAL YEAR

Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries

2019

Edited and published byDepartment of Agriculture, Forestry and FisheriesPrivate Bag X144, Pretoria, 0001

ISBN: 978-1-86871-458-2


Contents Part A: Strategic overview page

1. Strategic overview 1

Vision

Mission

Values

2. Updated situational analysis 1

2.1. Economic analysis 1

2.2. Performance environment—sector performance 6

2.3. Transfer of colleges of agriculture to the department of higher education and training 15

2.4. DAFF’s contribution to job creation 15

2.5. Organisational environment 17

2.6. Strategic goals and objectives 22

3. Legislative and other mandates 24

3.1. Legal mandate 24

3.2. Legislative mandate 24

3.3. Relevant court rulings 28

3.4. National policy mandates 28

3.5. Departmental policy frameworks 32

3.6. Planned policy initiatives 34

4. Overview of 2019/20—2021/22 budget and MTEF estimates 35

4.1. Expenditure estimates 35

4.2. Relating expenditure trends to strategic outcome oriented goals 37

4.3. Improving food security and safety 37

4.4. Creating decent jobs 37

4.5. Increasingthecontributionoftheagricultural,forestryandfisheriessectortotheGDP 38

4.6. Upgrading infrastructure 38

Part B: Strategic objectives

5. Programme 1: Administration 40

5.1. Strategic objectives and annual targets for 2019/20—2021/22 40

5.2. Programme performance indicator and annual targets for 2019/20—2021/22 42


5.3. Quarterly targets for 2019/20 50

5.4. Reconciling performance targets with the budget and MTEF 53


5.6. Risk management 54

6. Programme 2: Agricultural Production, Health and Food Safety 55

6.1. Strategic objective and annual targets for 2019/20—2021/22 55






7. Programme 3: Food Security and Agrarian Reform 65




7.4. Consolidated performance indicators and annual targets 74




8. Programme 4: Trade Promotion and Market Access 79







9. Programme 5: Forestry and Natural Resource Management 91




9.4. Consolidated performance indicators and annual targets 98




10. Programme 6: Fisheries 102








Part C: Links to other plans11. Fixed capital assets 115

11.1. Acquisition and asset management 115

11.2. Movable assets 116

11.3. Rehabilitation and maintenance of physical assets 116

11.4. Capital transfers 117

11.5. Multi-year projections and projected receipts from the sale of assets 117

11.6 Information and Communication Plan 117

11.7. Public entities and other agencies 118

12. Conditional grants 121

13. Public-private partnership 122

Part D: Annexures14. Annexure 1: Technical indicator description 124

14.1 Programme 1: Administration 124

14.2. Programme 2: Agricultural Production, Health and Food Safety 138

14.3. Programme 3: Food Security and Agrarian Reform 149

14.4. Programme 4: Trade Promotion and market access 160

14.5. Programme 5: Forestry and natural resources 170

14.6. Programme 6: Fisheries 179

15. Annexure 2: Addendum to the Strategic Plan 2015/16–2019/20 tabled 11 March 2015 188

16. Annexure 3: Service Delivery Improvement Plan 2018/19–2020/21 191


DG Director-General

AFF Agriculture, forestry and fisheries

AGRIBEE Agricultural Black Economic Empowerment

AGSA Auditor-General of South Africa

AGOA Africa Growth and Opportunities Act

AH Animal Health

AIC Agricultural Inputs Control

AIMS Agricultural Information Management System

AIDA Animal Identification Act

AP Animal Production

APAP Agricultural Policy Action Plan

APHFS Agricultural Production Health and Food Safety

APP Annual Performance Plan

ARC Agricultural Research Council

ARMC Audit and Risk Management Committee

ATI Agricultural Training Institute

AU African Union

ASRDC Agriculture and Sustainable Rural Development Committee

BBTD Banana bunchy top disease

BBTV Banana bunchy top virus

BCC Benguela Current Commission

BCP Business Continuity Plan

BRICS Brazil, Russia, India, China and South Africa

BBBEEE Broad-Based Black Economic Empowerment

BFAP Bureau for Food and Agricultural Policy

CAADP Comprehensive African Agricultural Development Programme

CARA Conservation of Agricultural Resources Act

CASP Comprehensive Agricultural Support Programme

CC Climate change

CCS Climate Change Addaptation and Mitigation Plan

CCS Compulsory community service

CD Chief Director

CD: FDR Chief Director: Forestry Development and Regulations

CEO Chief Executive Officer

CFO Chief Financial Officer

COGTA Department of Cooperative Governance and Traditional Affairs

CSA Climate Smart Agriculture

DAFF Department of Agriculture, Forestry and Fisheries

DG Director-General

DDG Deputy Director-General

DEA Department of Environmental Affairs

DEAT Department of Environmental Affairs and Tourism

DARD Department of Agriculture and Rural Development

DNS Domain Name System

DoRA Division of Revenue Act

DPME Department of Performance, Monitoring and Evaluation

DPSA Department of Public Service and Administration

DPW Department of Public Works

DRP Disaster Recovery Plan

DRDLR Department of Rural Development and Land Reform

dti Department of Trade and Industry

DWS Department of Water and Sanitation

EAP Employee Assistance Programme

EFTA European Free Trade Association

Acronyms


EIA Environmental impact assessment

EC Economic Cluster

EDTM Economic Development, Trade and Marketing

EPA Economic Partnership Agreement

EPWP Extended Public Works Programme

ERM Enterprise Risk Management

ERP Enterprise Resource Planning/ Extension Recovery Plan

ESEID Economic Sectors, Employment and Infrastructure Development

DEXCO Departmental Executive Committee

EEZ Exclusive economic zone

EU European Union

FALA Financial Assistance Land

FAO Food and Agriculture Organization

FAnGR Farm Animal Genetic Resources

FAW Fall armyworm

FDR Forestry Development and Regulations

FIES Food Import and Export Services

FM Fisheries Management

FMD foot-and-mouth disease

FNRM Forestry and Natural Resource Management

FORLATS Forestry Licensing and Tracking System

FOSAD Forum of South African Directors- General

FPA Fire Protection Act

FPM Fresh Products Markets

FRAP Fishing Rights Allocation Process

FS Free State

FSAR Food Security and Agrarian Reform

FSQA Food Safety and Quality Assurance

FTA Free trade area

FTE Full-time equivalent

GAP Good agricultural practices

GDP gross domestic product

GHG Greenhouse gas

GMO Genetically modified organism

GR Genetic resources

HDI Historically Disadvantaged Individuals

HR Human Resources

HRBP Human Resource Budget Plan

HRD Human Resource Development

HPAI highly pathogenic avian influenza

IBSA India, Brazil and South Africa

ICT Information and Communication Technology

ICTS International Cooperation Trade and Security (Cluster)

IDC Industrial Development Corporation

IFS Interim Financial Statement

IFSS Integrated Fisheries Security Strategy

IGDP Integrated Growth and Development Plan

IGR Intergovernmental Relations

IPAP Industrial Policy Action Plan

IQS Inspection and Quarantine Services

ITC International Trade Centre

ITDC International Training and Development

JTTT Joint Technical Task Team

LITS Livestock Identification and Traceability System

LPAI low pathogenic avian influenza

Kg Kilogram

KYD Kaonafatso ya Dikgomo

KZN KwaZulu-Natal


MAFISA Micro Agricultural Financial Institutions of South Africa

MAST Marine Administration System

MCS Monitoring Control and Surveillance

M&E Monitoring and Evaluation

MDG Millennium Development Goals

MINTECH Ministerial Technical Committee

MINMEC Ministers and Members of Executive Councils Meeting

MLRA Marine Living Resources Act

MLRF Marine Living Resources Fund

MOU Memorandum of Understanding

MSP Master System Plan

MTEF Medium Term Expenditure Framework

MTSF Medium Term Strategic Framework

MANCO Management Committee

NAMC National Agricultural Marketing Council

NAPF National Aquaculture Policy Framework

NPLPDS National Policy on Comprehensive Producer Development Support

NPPOZA National Plant Protection Organisation of South Africa

NAI Notifiable Avian Influenza

NC Northern Cape

NDP National Development Plan

NEDLAC National Economic Development and Labour Council

NEF National Employment Fund

NFA National Forests Act

NFAP National Forestry Action Programme

NFNSCC National Food and Nutrition Security Coordinating Committee

NFP National Forestry Programme

NGP New Growth Path

NIPF National Industrial Policy Framework

NO National Office

NPPOSA National Plan Protection

Organisation of South Africa

NRM Natural Resource Management

NT National Treasury

NVFFA National Veld Fire and Forest Act

NWRS National Water Resources Strategy

OBP Onderstepoort Biological Products

ODG Office of the Director-General

OFF Oriental fruit fly

PAHC Primary Animal Health Care

PDAs Provincial departments of agriculture

PE Public Entity

PECF Provincial Extension Coordinating Forum

PGRFA Plant Genetic Resources for Food and Agriculture

PH Plant Health

PFMA Public Finance Management Act

PIA Plant Improvement Act

PICC Presidential Infrastructure Coordinating Commission

PPECB Perishable Products Export Control Board

PPME Policy, Planning and Monitoring and Evaluation

PSR Public Service Regulations

PVS Performance of Veterinary Services

PSETA Public Service Sector Education and Training Authority

PPR Pestes des Petits Ruminants

PSC Personnel Suitability Checks

PSHB Polyphagous shot hole borer

Q1 quarter 1

Q2 quarter 2

Q3 quarter 3

Q4 quarter 4

R&D Research and development

RAAVC Revitalisation of Agriculture and Agro-processing Value Chain


RFMO Regional Fisheries Management Organisation

ROD Records of Decision

RSA Republic of South Africa

SA South Africa

SADC Southern African Development Community

SACU Southern African Customs Union

SAFCOL South African Forestry Company Ltd

SA GAP South African Good Agricultural Practices

SALA Subdivision of Agricultural Land Act

SAMSA South African Maritime Safety Association

SANSOR South African National Seed Organization

SAQA South African Qualifications Authority

SARS South African Revenue Service

SAVC South African Veterinary Council

SCM Supply Chain Management

SDIP Service Delivery Improvement Plan

SDG Sustainable development goals

SFM Sustainable Forest Management

SG Strategic goal

SHG Self-help groups

SIP Strategic Integrated Project

SITA State Information Technology Agency

SLA Service Level Agreement

SMS Senior Management Service

SMME Small, medium and micro enterprises

SoNA State of the Nation Address

SO Strategic Objective

SOE State-owned entity

SRPP Social responsibility, policies and programmes

SSA State Security Agency

S&T Subsistence and travel

Stats SA Statistics South Africa

TAC Total allowable catch

TAE Total allowable effort

TFTA Tripartite Free Trade Area

ToR Terms of Reference

TUP Temporary unplanted area

UN United Nations

USA United States of America

VoIP Voice over Internet Protocol

VPH Veterinary Public Health

VS Veterinary Strategy

WC Western Cape

WCRL West Coast rock lobster

WfF Working for Fisheries

WfFP Working for Fisheries Programme

WFFP World Forum of Fisher Peoples

WSP Workplace Skills Plan

WTO World Trade Organization

WWTG World Wine Trade Group


There is no doubt that 2019 began with a significant setback for the sector with the outbreak of the foot-and-mouth disease (FMD) in the Vhembe District of Limpopo which occurred in January. While the outbreak was limited to two villages (which we have quarantined), the economic damage to red meat producers throughout the country has been significant as neighbouring export markets decided to ban South African exports following the World Organization of Animal Health’s (OIE) withdrawal of our FMD free status. This state of affairs reversed the gains already made in getting the agricultural sector back from the 2018 slump as a weighty contributor to the country’s GDP. It is the agricultural sector that, in 2017, bailed the country out of a technical recession; only to be plunged back to recessionary status in 2018 by 24,7% owing to various factors. Among these was the Western Cape’s worst drought which affected value added commodities, the poultry industry setback after avian influenza and the appreciation of the Rand into a strong currency which in turn affected exporters in the global markets.

One of our key mandates as a department is to fight against food insecurity; where we have been making consistent interventions by working with provincial departments of agriculture. Whereas the challenges of hunger and low levels of access to nutritious food remain huge, we have made significant strides in these towards the end of this fifth administration. The number of food insecure people has dropped from 14,58 million in 2015 to 14,01 million in 2016 and further down to 13,93 million in 2017 (Statistics SA). We continue to make inroads with regard to providing support towards increasing the production levels of smallholder and subsistence farmers. Support through mechanisation, provision of seedlings and related support for subsistence farmers at household level and those in communal arrangements remains fundamental for government; as by producing for household consumption these farmers are cushioning themselves against the vicissitudes of hunger at a time when unemployment is consistently on the rise.

During the course of the last financial year, the DAFF began the process of implementing a Farmer Producer Register (FPR), a holistic database where the statistics on commercial farmers will be collected through a Census of Commercial Agriculture (COCA)—a process which will be facilitated by Stats SA. The statistics on non-commercial farmers will be through the FPR mechanism. By having this register, government will have reliable statistics and information trends critical for all three sectors to inform better planning and decision-making.

We are also in the process of finalising the draft Policy on Comprehensive Producer Development Support, which will be an overall national policy framework for the agriculture, forestry and fisheries sectors in SA. The policy is meant to guide interventions and support in various categories of producers by government and stakeholders.

Foreword by the Minister

Mr Senzeni Zokwana (MP)


A major milestone in the fisheries sector during the last financial year would certainly have to be the issuing of fishing permits to small-scale fisheries across all coastal provinces, which has been done in line with the Marine Living Resources Amendment Act. Members from a number of cooperatives situated in previously disadvantaged communities have been trained and issued with 15-year permits, which is a deviation from the normal five-year permit. This was done with the intention of promoting growth, which will enable those communities to carve their own niche in primary fishing, in order to expand to processing and marketing in future. The transformation of the fisheries sector is inevitable and a major drive that will find concrete expression in the next administration is aquaculture development. Breeding of fish species in inland water for markets and sustaining the informal economy will help us to involve all provinces, especially those without oceans, to enable them to participate in fishing activities and for food security.

Another hurdle we are currently attending to is the slow growth of black small-scale foresters within the forestry environment. A lot still needs to be done to promote black ownership and for the current foresters who are still predominantly white, to be more supportive to the growth of previously disadvantaged foresters as economic players rather than being employees. Our transformation drive will ensure that we diversify the sector and bring in black foresters as equity partners within the context of Broad Based Black Economic Empowerment, including value chains in the entire timber environment.

I wish to thank the entire DAFF team for their commitment throughout this administration and congratulate them for a job well done in serving our country. I also send my gratitude to Deputy Minister Sfiso Buthelezi and Director-General Mike Mlengana for their leadership in steering this ship alongside myself even through rough times. All our other stakeholders, DAFF entities and Portfolio Committees, thank you for your commitment in ensuring that the objectives of our Medium Term Strategic Framework outcomes are achieved—let us keep working together to build a better future for the people of South Africa.

Aluta continua!

…………………………….........

Mr Senzeni Zokwana, MP

MINISTER OF AGRICULTURE, FORESTRY AND FISHERIES


The South African economy grew by 1,3% in 2017, exceeding National Treasury’s expectation of 1,0% growth announced during the National Budget Speech in February 2017. The strengthening in economic activity in 2017 was partly driven by the agriculture, forestry and fisheries sectors recovering from one of the worst droughts in recent history. In 2017, the sectors’ contribution to the GDP was 2,4%. The total volume of South African agri-culture production for 2017 was estimated at 62,9 million tonnes compared to 50,8 million tonnes in 2016—this represented a 24% increase in production, which was attributed to the bumper summer crop harvest following good rainfalls during the season.

Agriculture plays an important role in the process of economic development and can contribute significantly to household food security. According to Statistics South Africa’s 2017 General Household Survey, only 15,6% of South African households were involved in agricultural production. Most crop production took place in backyard gardens, and households involved in agricultural activities were mostly engaged in the production of food.

The industry is a major source of employment in rural areas, with158 400 people employed—of which 111 600 jobs are attributed to the forestry sector; while the sawmilling, mining, timber, pulp and paper, timber, mining and related industries account for the remaining 46 800 jobs (FSA, 2017).

The Working for Forests Programme, which is part of the Expanded Public Works Programme (EPWP) will focus on the revitalisation of state nurseries in Qwaqwa in the Free State, Rustplaas in Limpopo, Bloemhof and Mafikeng in the North West and Wolseley in the Western Cape. The programme is expected to create 315 fulltime jobs. In an effort to revive the forestry sector, the department plans to plant 5 175 hectares of state-owned forests over the medium term, creating an estimated 1 725 fulltime jobs. The Forestry Operations sub-programme in the Forestry and National Resources Management Programme was allocated R1,7 billion over the MTEF period. Government and the private sector have been working together to ameliorate the devastating effect of the veld fires in the Western Cape.

To conserve our natural resources and ensure sustainable development of the agriculture sector, the LandCare programme will rehabilitate 48 900 hectares of land and create an estimated 2 400 fulltime employment opportu-nities over the next three fiscal years. The programme is aligned with government’s broader objective of job crea-tion where funds are allocated to labour intensive activities across all spheres to provide employment opportunities and skills development. It will adhere to the principles of EPWP with the target of 55% women, 40% youth and 2% people living with disabilities.

As indicated in the 2019 State of the Nation Address and the National Budget Vote, government regards transfor-mation of the sector as imperative in growing the South African economy. As our president Mr Cyril Ramaphosa

Statement by the Deputy Minister

Mr Sfiso Buthelezi (MP)


said: “We are focusing our attention, our policies and our programmes on the key parts of the economy that are labour intensive. These include agriculture, tourism and the Oceans Economy. The potential of agriculture in South Africa for job creation and economic growth still remains largely underdeveloped. South Africa still has large areas of underutilised or unproductive land.”

There are around 250 000 small emerging farmers who are working the land and need support in fully developing their businesses. Agricultural exports are an important source of revenue for our economy, and developing our agricultural sector is key to enhancing our food security and for attracting investment.

We are fortunate to have an agricultural sector that is well-developed, resilient and diversified, and intend using it as a solid foundation to help develop agriculture in our country for the benefit of all.

The Sector Capacity Development competency in the department provides education and training to promote the transformation of colleges of agriculture into centres of excellence

and implementing a coordinated plan to track sector transformation in line with government objectives. Transformation is monitored through the Annual Review Forum where stakeholders from the agriculture, forestry and fisheries sectors come together and review their performance against the approved action plan.

In an effort to take service delivery to underserviced areas, 189 Compulsory Community Service veterinarians were deployed in January this year. This programme will ensure that smallholder and subsistence farmers who are outside the country’s major centres have access to animal health services. In addition, 255 graduates will be placed in the agriculture, forestry and fisheries sectors as part of Sector Capacity Development Strategy through internships and experiential training programmes. This strategy will ensure that the sectors absorb young people and position the department for future growth.

The Agro-forestry Strategy Framework was finalised in the 2017/18 financial year. Pilot sites have been identified in the Mpumalanga and Limpopo provinces. Foresters and industry stakeholders in both provinces have been trained on the different practices of Agro-forestry. Implementation has started with trials in Mpumalanga with the planting of ground nuts.

In conclusion, I would like to thank the leadership of Minister Senzeni Zokwana, who, together with the sector, gave guidance on how to tackle challenges such as climate change and the devastating drought; where almost all provinces were declared disaster areas. I would also like to thank the Director-General, Mr Mike Mlengana and his staff for giving support to the Ministry.

…………………………………………………………………….

Mr Sfiso Buthelezi

DEPUTY MINISTER OF AGRICULTURE, FORESTRY AND FISHERIES


It is an honour for me to present the Annual Performance Plan (APP) of the Department of Agriculture, Forestry and Fisheries for the 2019/20 financial year for approval by the Minister and tabling in Parliament. The end of March 2019 marks the last leg of the current MTSF cycle for the implementation of the NDP.

In preparation for the 2019/20 sector priorities and high level deliverables and the 2019/20 APP, the DAFF converged with all the sector stakeholders from 31 May to 02 June during 2017/18 financial year comprising of the nine PDAs, the agricultural public entities and industry partners. DAFF, sector stakeholders and the industry reviewed the 2016/17 sector priorities and high level deliverables in preparation for the 2018/19 planning. 2018/19 marks the fourth year whereby the department has undertaken integrated planning sessions with stakeholders and role players in government and in the private sector to agree on sector priorities. Integrated planning and reporting for the sector is key for the achievement of better results. Consequently, sector planning for the 2019/20 financial year is informed by the approved 2018/19 sector priorities and high level deliverables.

In preparation for the new MTSF the DAFF consulted extensively with sector stakeholders. The consultation with stakeholders was aimed at promoting public-private partnerships (PPPs) to promote collective effort to secure scarce resources. The department was able to engage with industries in the Horticulture, FruitSA and Vegetables, Livestock, Forestry and Fisheries, Grains and Wine Value Chain Round Table. The department further converged from 04 to 06 July 2018 with all sector stakeholders who were consulted to present their priorities and challenges experienced that need government’s intervention. It became evident that government needs to foster industry partnerships to increase participation, target challenging areas and provide appropriate support to the sector to ensure market expansion.

A document with sector priorities and high level deliverables was therefore developed and agreed upon with the sector partners and stakeholders. Sector priorities and high level deliverables are for implementation in the 2020–2025 MTSF cycle. The cross-cutting strategies, namely the New Growth Path (NGP), the Industrial Policy Action Plan (IPAP) and other government plans informed the DAFF 2019/20 APP. Sector-specific policies such as the Agricultural Policy Action Plan (APAP) and the Revitalisation of the Agriculture and Agro-Processing Value Chain (RAAVC) are supported by the NDP. In response to the Vision 2030, RAAVC and the MTSF, the department identified priority areas and developed short to long term strategies. Two Operation Phakisa interventions namely, the Oceans Economy and Operations Phakisa for Agriculture, Land Reform and Rural Development also informed the 2019/20 APP.

Our service delivery targets are guided by the revised MTSF priorities oriented to the outcomes-based performance management approach, primarily on Outcome 7 and supporting Outcomes 4 and 10, as stated:

Overview by the Director-General

Mr M. M. Mlengana


Outcome 7: Vibrant, equitable and sustainable rural communities contributing towards food security for all;

Outcome 4: Decent employment through inclusive economic growth;

Outcome 10: Protect and enhance our environmental assets and natural resources.

DAFF`s strategic goals are grounded in the MTSF for 2014–2019, and will be implemented over the medium term through strategic action programmes. The four strategic goals are as follows:

Strategic goal 1: Effective and efficient strategic leadership, governance and administration;

Strategic goal 2: Enhance production, employment and economic growth in the sector;

Strategic goal 3: Enabling environment for food security and sector transformation;

Strategic goal 4: Sustainable use of natural resources in the sector.

Part of the 2019/20 APP provides a strategic overview of the department, legislative and other mandates, a situational analysis of the agricultural, forestry and fisheries sector and an overview of the 2019/20–2021/22 budget and MTEF estimates.

Part B focuses on the strategic objectives, targets (both quarterly and annually) and performance indicators of all six programmes. Information is provided on the estimated expenditure for the six budgetary programmes for the MTEF cycle as allocated by National Treasury.

Part C contains information on links to other plans, including the acquisition and asset management plans, public entities and other agencies, i.e. the Agricultural Research Council, the Marine Living Resources Fund, National Agricultural Marketing Council, Onderstepoort Biological Products Ltd and the Perishable Products Export Control Board.

Part D provides the technical indicator descriptions of all six programmes followed by Annexure 1, the Service Delivery Improvement Plan, which is three-year detailed action plan providing information on the improvement of service delivery standards. An addendum to the tabled strategic plan has been included to the 2019/20 APP.

The 2019/20 APP will require resources for it to be implemented effectively. As a result of the budget cuts, the Departmental Budget Committee will reprioritise the allocation of funds across the agricultural, forestry and fisheries sectors without compromising the core mandate of the department. Performance indicators and targets, which represent the core functions and priorities of the department used to measure value for money were refined to improve efficient and effective spending. The 2019/20 APP will also provide direction and guidance in working closely with PDAs and the PEs to deliver services to its clients. The high-level legislative and policy context of our plan is well articulated in the foreword by the Minister.

In conclusion, I wish to thank the Minister, Deputy Minister and Chairpersons of the Parliamentary Committees for their guidance and support. I would also like to express my appreciation to the public entities for their contribution.

Finally, I wish to thank my management team and all the staff members in the department for their dedication and efforts in contributing towards meeting our objectives and commitments towards the people of South Africa.

………………………………….

Mr M.M. Mlengana

DIRECTOR-GENERAL DEPARTMENT OF AGRICULTURE, FORESTRY AND FISHERIES


Official sign offIt is hereby certified that this Annual Performance Plan of the Department of Agriculture, Forestry and Fisheries (DAFF) was developed by the management of the department under the guidance of Mr S. Zokwana; was prepared in line with the current Strategic Plan of DAFF; and accurately reflects the performance targets which the department will endeavour to achieve given the resources made available in the budget for the financial year 2019/20.

.............................................................

Mr. J.B. HlatshwayoChief Financial Officer

.............................................................

Mr M. KgobokoeDeputy Director-General: Policy, Plaining, Monitoring and Evaluation

.............................................................

Mr M.M. Mlengana Accounting Officer

.............................................................Approved byMr S. ZokwanaExecutive Authority

1. Part A Strategic overview

Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries 1

1. STRATEGIC OVERVIEW

VisionA united and transformed agriculture, forestry and fisheries sector that ensures food security for all and economic prosperity.

MissionAdvancing food security and transformation of the sector through innovative, inclusive and sustainable policies, legislation and programmes.

ValuesDrive: Driven to deliver excellent service through leadership and professionalism

Attitude: Being an ambitious, passionate, reliable and dedicated workforce

Fairness: Acting with objectivity, empathy, integrity and transparency

Focus: Focusing on people, economic and rural development

2. UPDATED SITUATIONAL ANALYSIS

2.1. Economic setting

The South African economy grew by 2,2% in the third quarter of 2018 following a decrease of 0,4% in the second quarter of 2018. The growth in the economy is supported by higher contribution in a number of industries during the third quarter of 2018. During the third quarter of 2018, the manufacturing industry was the main driver, which grew by 7,5% from 0,6% in the second quarter. The agricultural sector grew by 1,2% during the third quarter of 2018 and contributed 0,1% to the gross domestic product (GDP). Growth in the agricultural sector is attributed to an increase in the production of field crops, horticulture and animal products (Stats SA).

The number of commercial farms in primary agriculture has declined from almost 120 000 in 1950 to around 37 000 at present (based on the last Agricultural Survey of 2014). This decline has been accompanied by a commensurate increase in average farm size and a change in the technology mix on farms. As farms grow larger, they tend to rely less on labour and more on capital and industrial inputs.

While different branches of agriculture have distinct characteristics, the overall trend has been one of job losses, both in terms of regular and permanent jobs, as well as casual and seasonal jobs, while 33% were engaged as casual/seasonal workers in 2014 (latest available figure from Agricultural Survey). The phenomenon of increasing farm sizes and declining farm employment is common to many other countries. However, whereas elsewhere this phenomenon normally coincides with a growing scarcity of labour because of more attractive opportunities elsewhere in the economy, in South Africa it is happening amid a deepening problem of rural unemployment.

Reversing this trend requires a combination of interventions such as encouraging the fuller use of land within commercial farming areas, especially via conservation agriculture and land redistribution, strengthening the smaller stratum of large-scale commercial farms, which account for a disproportionate share of farm jobs and promoting a better balance between large-scale commercial farms and smallholder farms via land reform and development

Annual Performance Plan | 2019/20 - Department of Agriculture, Forestry and Fisheries2

within the former homelands. It is important to note that the competitiveness of agriculture is being eroded by high and rising input costs. For example, the value of imported fertilisers, diesel and machinery, has for many years, exceeded the value of agricultural exports, meaning that even though agriculture may appear to make a positive contribution to the trade balance, this is not necessarily the case. An argument is currently emerging that the key is to promote a shift from conventional agriculture to “climate-smart agriculture” such as conservation agriculture. Whereas climate-smart agriculture has long been argued on grounds of environmental sustainability and reducing production risk, another advantage is that it can achieve the same or greater productivity, but with greatly reduced production inputs.

This will have the effect of making producers more competitive by lowering input costs, while reversing the trend of agriculture`s negative contribution to the trade balance. The challenge of growing the smallholder sector (small-scale farmers who produce for deriving an income) is closely tied up with the challenge of making smallholder agriculture more remunerative. Currently, more than half of all smallholder households live below the poverty line. The footprint of government support services reaching smallholders has been improving. For instance, since the implementation of the Extension Recovery Programme in 2008/09, the number of extension officers has increased from 2 210 to the current 3 200.

2.1.1. Employment

The unemployment rate in South Africa rose to 27,5% in the third quarter of 2018 from 27,2% in the previous quarter. It has been the highest jobless rate since the third quarter of 2017. The working-age population increased by 153 000 or 0,4% in the third quarter of 2018 compared to the second quarter of 2018. The number of em-ployed people increased by 92 000 to 16,4 million and the number of unemployed people rose by 127 000 to 6,2 million in the third quarter of 2018. The absorption rate remained unchanged at 43,1% and the unemployment rate increased by 0,3 of a percentage point to 27,5%. In the same period, the informal sector recorded employment gains of 188 000, while the formal sector, private households and agriculture recorded declines in employment. The employment gain of 188 000 jobs was largely driven by construction (137 000), community and social servic-es (59 000) and finance and other business services (38 000), compared to the same period last year. The number of people employed in the agricultural sector decreased by 0,2% in the third quarter of 2018, from 843 000 people in the second quarter of 2018 to 842 000 peoples in the third quarter of 2018. All the 1 000 jobs lost in the sector were lost by women, while the man remain unchanged between the two quarters

2.1.2. Agricultural sector

The South African economy grew by 2,2% in the third quarter of 2018 following a decrease of 0,4% in the second quarter of 2018. The growth in the economy is supported by higher contribution in a number of industries during the third quarter of 2018. During the third quarter of 2018, the manufacturing industry was the main driver. The manufacturing industry grew by 7,5% from 0,6% in the second quarter. The big leap in manufacturing is attributed to the increased production of basic iron and steel. The finance, real estate and business service industry and the transport, storage and communication industry were the second largest contributor to GDP, each contributed 0,5% and grew by 2,3% and 5,7%, respectively during the third quarter of 2018. The agricultural sector grew by 1,2% during the third quarter of 2018 and contributed 0,1% to the GDP. The growth in the agricultural sector is attributed to an increase in the production of field crops, horticulture and animal products (Stats SA).

Subsequent to an uptick to 58 index points in the first quarter of this year, the Agbiz/IDC Agribusiness Confidence Index declined to 54 in the second quarter. With the results still above the neutral 50-point mark, albeit having declined marginally, this means that the agribusiness sector is still optimistic about business conditions in South Africa. The quarterly decline was broad-based, with the exception of the general agricultural conditions sub-index..

Meanwhile, the turnover, net operating income, market share, employment, capital investment, the volume of exports, economic growth, debtor provision for bad debt and financing costs sub-indices were the key factors underlying the decline in confidence from the previous quarter. Confidence regarding the turnover sub-index deteriorated to 64 points in the second quarter of this year. This could partially be explained by the expected decline in agricultural output this year, although some field crops are still at above-average levels, particularly grains and oilseeds. In a similar trend with the turnover sub-index, confidence in net operating income sub-index declined by 9 index points to 58 in the second quarter of 2018.


The market share of the business sub-index declined by 15 points from the previous quarter to 53. This despondency is due to a delayed harvest period in summer crops on the back of the late start of the season, as well as the aforementioned expected lower agricultural output. Case in point is the horticulture industry following the Western Cape drought, and to a lesser extent in the summer crop areas.

Confidence regarding employment in the agricultural sector retreated by 19 points to 56, which is the lowest level since the first quarter of 2017. This is unsurprising following a 3% year-on-year decline in agricultural employment in the first quarter of the year to 847 000 jobs. Moreover, the above-mentioned decline in agricultural output will translate to reduced activity in the fields, which could limit the chances of increased employment in agriculture in the near term.

After improving to 68 points in the first quarter of 2018, the capital investments confidence declined by 4 points in the second quarter of 2018 to 64. The uncertainty regarding land reform policy was cited by respondents as one key factor behind the deterioration in confidence.

The perception regarding the export volumes sub-index deteriorated further by 17 index points in the second quarter of 2018 to 39. This is largely owing to a decline in horticultural products output, as well as regulatory issues in livestock products such as ostrich meat (fresh and pre-cooked), which has been restricted to accessing the European Union (EU) market sine 1 March 2018.

The perception regarding economic conditions weakened by 18 points in the second quarter of 2018 from the previous quarter to 50. The respondents’ perceptions could have been influenced by the recent poor GDP data for the first quarter of 2018, which showed a -2,2% quarter-on-quarter seasonally adjusted and annualised, compared with a consensus expectation for -0,5%.

The debtor provision for bad debt sub-index lifted by 10 index points from the first quarter to 50. This still mir-rors the tail-end effects of the drought, particularly in agribusiness operating in the Eastern and Western Cape provinces.

Although the Agbiz/IDC Agribusiness Confidence Index results showed a marginal decline from the first quarter, there is still some optimism regarding business conditions in the South African agricultural sector. The forecasts of above-normal rainfall in the Western Cape bode well with winter crops and the horticulture industry, following months of persistent dryness in that province. The summer crop harvest activity is also on good footing supported by cool and dry weather conditions across most parts of the country.

“The uncertainty regarding land reform policy, particularly expropriation without compensation, remains a key risk that could potentially undermine investment in the agricultural sector. At this point, however, farmers are some-what on a wait and see mode. We have not seen a notable dent on investments in the sector yet,” said Wandile Sihlobo, head of agribusiness research at the Agricultural Business Chamber.

2.1.3 Field crops

South African white and yellow maize were consistent with the economic theory traded within import and export parity prices. During the third quarter of 2018, white maize prices traded below the import parity price at R2 227/ton higher compared to the R2 050/ton reported in the first quarter of 2018. The white maize price increased by 8,7% when compared to the previous quarter. Domestic yellow maize prices also increased by 6,5% during the third quarter of 2018 from R2 147/ton in the second quarter to R2 286/ton in the third quarter of 2018. The weaker rand against the US dollar over the past months is among the factors that contributed to a rise in domestic grain prices.

2.1.4. Fruit and vegetables

According to DAFF’s Quarterly Economic Overview report, in the third quarter of 2018 (Q3: 2018), average prices for apples increased by 6% as compared to the third quarter of 2017. On the other hand the average prices for bananas, oranges, pears and grapes decreased by 10%, 7%, 1% and 0,1%, respectively in the third quarter of 2018 compared with the third quarter of 2017.


In Q3:2018, quantities of apples supplied at fresh produce markets (FPMs) decreased by 9% in Q3: 2018 com-pared with Q3: 2017. On the other hand quantities of bananas, oranges, pears and grapes increased by 20%, 5%, 1% and 9%, respectively over the period. The notable increase in quantities of bananas supplied at FPMs has seen prices of bananas dropping significantly by 10%.

In Q3: 2018, average prices for potatoes decreased by 5% across FPMs while average prices for carrots, onions, tomatoes and cabbage increased by 20%, 60%, 14% and 8%, respectively compared with Q3: 2017. In Q3: 2018, quantities of potatoes, tomatoes and cabbage increased by 7%, 4% and 1%, respectively compared with Q3: 2017. On the other hand quantities of carrots and onions supplied at the FPMs declined by 5% and 6%, respectively in Q3: 2018 compared with Q3: 2017

2.1.5. Animal and animal products

The demand for beef as a protein source is increasing worldwide, although in most countries beef accounts for considerably less than half of total meat consumption.

Total production from Q3: 2017 (839 802) decreased by 4,50% when compared with Q3: 2018 (801 333). When the third quarter is compared with the previous quarter the total production increased from (652 572) in the second quarter to (801 333) in the third quarter, which was an increase of 22,8%. When looking at prices, the yearly price decreased from (R45,58) Q3: 2017 to (R44,94) Q3: 2018 by 1,4%. Prices decreased by 2,2% from the previous quarter (R45,59) when compared with Q3 (R44,94).

The sustained uptrend in domestic production and limited consumer demand has in return led to lower prices from May 2018. Total milk production came in 4,78% higher in Q3: 2018 than in Q3: 2017, increasing from 931 538 million litres in Q3: 2017 to 963 529,9 million litres in Q3: 2018. Between the two quarters milk production increased by 19,24% from 808 063 million litres in Q2: 2018 to 963 529,9 million litres in Q3: 2018. The price of unprocessed milk has started a downward trend since November 2017 and the price of dairy products since May 2018 owing to the high production of unprocessed milk and the high supply levels of other dairy products, as well as the lowest economic growth rate of South Africa.

The average producer price per litre of milk decreased by 14,91% in Q3: 2018, from R4,97/l in Q3: 2017 to R4,23/l in Q3: 2018. Comparing Q3: 2017 and Q3: 2018, the average price per litre of milk decreased by 7,85% between the two quarters. Climatic conditions play an important role in determining agricultural product prices. Favourable climatic conditions in some areas have already resulted in lower grain prices and this year’s record crop will ensure grain prices remain relatively low. The exchange rate will also influence dairy product prices, especially products that will be imported. Meanwhile, producer prices are indirectly linked to international product prices, depending on various factors such as the extent of openness of the dairy industry to international trade, the level of self-sufficiency in the dairy industry and the extent of regulation or deregulation in the industry.

Exports of milk and cream (neither concentrated nor containing added sweetening) decreased by 8,07% in Q3: 2018 compared with Q2: 2017, exporting 16 921 187 million litres of milk and cream in Q3: 2018 compared to 19 893 729 exported in Q3: 2017. Between Q2: 2018 and Q3: 2018, exports of milk and cream (not concentrated or containing added sweetening) decreased by 15%, from 19 893 729 million litres in Q2: 2017 to 16 921 187 million litres in Q3: 2018.

Imports of milk and cream decreased by 99,36% in Q3: 2018, from 68 613 476 million litres in Q3: 2017 to 440 945 million litres in Q3: 2018. When comparing Q2: 2018 with Q3: 2018, imports of milk and cream decreased by 92,41%, from 5 808 598 million litres in Q2: 2017 to 440 945 million litres in Q3: 2018. With the current rise in South Africa’s milk intake in the first months of 2018, the Milk Producers’ Organisation explained that higher world prices and growing local production probably resulted in a slowdown in imports. The mass of the imports as a percentage of the mass of exports of dairy products from South Africa is a highly aggregated indication of the industry’s international competitiveness.


2.1.6. Poultry

Total poultry production increased by 3,6% on a year-on-year basis, increasing by a percentage point on a quarter-on-quarter basis. Poultry prices during the quarter increased by 3,6% on a year-on-year basis, while decreasing by 1,8% on a quarter–on-quarter basis.. The rise could be attributed to inter-alia; the medium term effects of a VAT increase on input variables, among others. The price of yellow maize as a proxy for feed prices increased by 17,3% in the quarter on a year-on-year basis, while decreasing by 6,2% on a quarter-on-quarter basis.

The retail prices for fresh full and frozen full chickens increased by 5,3% and 5,8%, respectively on a year-on-year basis, while the on a quarter-on-quarter basis prices increased by 1,1% and 1,5% in the order.

The South African poultry industry has been experiencing a constant increase in production since Q1: 2017. In the third quarter of 2018, the total production of eggs was 189,6 million dozen, an increase of 4,8% in production compared to 181,0 million dozen produced the previous year. Between Q2: 2018 and Q3: 2018, the total production of eggs increased by 5,1%, from 108,5 million dozen to 189,6 million dozen. The average price per dozen of eggs increased by 15,9% in Q3: 2018, from R12,99 per dozen in Q3: 2017 to R15,06.

2.1.7. Trade of agriculture, forestry and fisheries

South Africa’s agricultural trade balance grew by 35,2% in Q3: 2018 compared with Q3: 2017, to R17,35 billion from R12,83 billion. On a quarter-on-quarter basis, agriculture’s trade balance increased by 31,7% in Q3: 2018 compared with Q2, from R13,17 billion in Q2: 2018 to R17,35 billion in Q3: 2018. Growth in agricultural exports boosted agriculture’s trade balance in Q3: 2018 despite the continued effects of the drought and a volatile exchange rate.

2.1.8 Agricultural products

South Africa’s agricultural export value increased by 9,3% in Q3: 2018 compared with Q3: 2017, from R36,83 billion to R40,24 billion. During the same period, the import value of agricultural products decreased by 4,6%, from R23,99 billion in Q3: 2017 to R22,89 in Q3: 2018. While a depreciating exchange rate will assist South Africa’s agricultural trade in the global market, dollar-based imports will become too expensive (BFAP, 2018). Several fundamental factors such as weather conditions, inputs used to produce agricultural products, the exchange rate, as well as the fuel price will continue to have a significant impact on the value of the Rand, as well as the gross production value of agriculture in 2018 and 2019.

2.1.9 Forestry products

The South African forestry sector is a key driver for the development of local economies, particularly in rural areas where poverty is compounded by the lack of employment opportunities. According to the Industrial Development Corporation (IDC), the sector contributes 1% to South Africa’s GDP (IDC, 2014). The industry employs 158 400 people, of which 111 600 jobs are attributed to the forestry sector, while the sawmilling, mining timber, pulp and paper, timber board, mining board and other related industries account for the remaining 46 800 jobs (FSA, 2017).

South Africa’s trade balance of forestry products during Q3: 2018 fell into negative territory compared with Q3: 2017. The forestry trade balance worsened from a positive trade balance of R1,82 billion in Q3: 2017 with a nega-tive trade balance of R1,59 billion in Q3: 2018. Legality standards have increasingly limited access to markets and this also impacts on the exports of forestry products. On a quarter-on-quarter basis, SA’s forestry trade balance improved by 38,1% in Q3: 2018 compared with Q2: 2018, from a steep negative balance of R2,57 billion in Q2: 2018 with an improved negative trade balance of R1,59 billion in Q3: 2018.

The export value of forestry products increased by 23,4% in Q3: 2018 compared with Q3: 2017 while the import value of forestry products increased by 102,7% in Q3: 2018 compared with Q3: 2017. South African’s top three forestry products exported in Q3: 2018 include chemical wood pulp (dissolving grades), chemical wood pulp (Soda Etc, N Dis S BI and BI Nonconif) and wood in chips or particles (non-coniferous), each accounting for 36,1% (R2,97 billion), 9,2% (R752,9 million) and 9,0% (R736,1 million), respectively of the total forestry export value.

The total import value of forestry products increased by 9,2% in Q3: 2018 compared with Q3: 2017, to R2,97


billion from R2,59 billion. The top three imported forestry products which accounted for a considerable amount to the total forestry import value in Q3: 2018 include unused postage, check forms, bank notes, stocks, etc., paper or paperboard (Coat/Impg/CvrW/Plastic Nesoi) and chemical wood pulp (Soda Etc, N Dis S BI and BI Nonconif), each accounting for 38,7% (R3,79 billion), 4,5% (R443,98 million) and 3,8% (R373, 93 million) of the total forestry import value.

2.1.10. Fisheries

The South African fishing sector contributes less than 1% of the total GDP, yet it is under-reported in terms of its opportunities for SA’s economy at large. South Africa’s fisheries sector is an extremely strategic sector for food security, employment and environmental impact. According to DAFF, the fisheries sector is worth around R8 billion a year and directly employs, in the commercial sector, about 28 000 people, both land-based and sea going. Indirect employment in industries linked to the sector is estimated at between 81 000 and 100 000 people. Nonetheless, widening gaps between sustainable production levels versus real consumption are now recognised as leading environmental and socio-problem in the marine realm (wwf, 2011). In Q3: 2018, fisheries trade balance worsened further into negative territory compared with Q3: 2017, from a negative trade balance of R132, 94 million in Q3: 2017 to a negative trade balance of R245, 54 million in Q3: 2018. Comparing Q2 with Q3: 2018, fisheries trade balance worsened significantly in Q3: 2018 compared with Q2, from a negative trade balance of R103,19 million in Q2: 2018. The main challenge in fisheries is to create a balance between maximising the social and economic potential of the fisheries industry; protecting the integrity and quality of the country’s marine and coastal ecosystems and addressing transformation in the sector.

The export value of fisheries products increased by 12,1% in Q3: 2018 compared with Q3: 2017, from R1,18 billion to R1,32 billion. On a quarter-on-quarter basis, the export value of fisheries products decreased by 5,8% in Q3: 2018 compared with Q2, from R1,40 billion in Q2 to R1,32 billion in Q3: 2018. Protecting the resources against over usage is essential. It remains a challenging task to create and sustain a workable balance between resource protection and the development of the economic potential of the fisheries industry in the country.

The import value of fisheries products in Q3: 2018 increased by 19,4% in Q3: 2018 compared with Q3: 2017, from R1,31 billion to R1,57 billion. On a quarter-on-quarter basis, the import value of fisheries products increased by 4,0% in Q3: 2018, to R1,57 billion in Q3: 2018 from R1,51 billion in Q2: 2018. Global fish trade has been increasing very rapidly in recent decades. An estimated 45% of the world catch is now traded internationally. The Food and Agriculture Organization of the United Nations (UN FAO) have identified a food gap with seafood, if production does not increase to keep pace with demand.

2.2. Performance environment—sector performance

The department undertook a planning session in July 2018, wherein all sector role players, that is, the provincial departments of agriculture (PDAs), public entities and industry stakeholders participated. Out of this session, priorities for the sector and high level deliverables for 2019/20 informed by the National Development Plan (NDP), Medium Term Expenditure Framework (MTSF), Nine-Point Plan/The Revitalisation of the Agricultural and Agro-processing Value Chain (RAAVC) and Agricultural Policy Action Plan (APAP) were developed. These sector priorities are meant to guide all role players in the sector to align their plans with each other for the achievement of the NDP objectives. The NDP targets cannot be achieved by government alone therefore, it is important to bring other stakeholders on board to plan together with a common purpose. The aim is also to have these sector priorities for the next three years adopted at the Minister’s Service Delivery Forum.

The APAP is a programmatic response to Priority 1 of the Nine-Point Plan, “The revitalisation of the agricultural and agro-processing value chain”. It outlines a value chain approach in priority commodities, informed by the commodities with high-growth potential and high-labour absorption capacity in the NDP. Through APAP, the department aims to bring more smallholders into the mainstream as envisaged in the NDP. However, the effective participation of the previously excluded black majority in agriculture and food production will only occur meaningfully when they have access to land and the means to work it.

Regarding the implementation of APAP and RAAVC, it should be noted that the agricultural, forestry and fisheries


(AFF) sector has the best multiplier effect for every rand invested in terms of employment, export, fiscal revenue and economic output. With all conditions favourable, the agriculture and agro-processing value chain has the potential to:

• Increase the number of smallholders from 171 670 in 2013 to 471 670 by the end of 2019;

• Increase value-add from R42,5 billion in 2012 to R48,9 billion by the end of 2019 (or 2% real growth peryear);

• Real increase in value of net exports from an annual average of R5,1 billion in 2012 to R5,8 billion in 2019(or 2% real growth per year);

• Decrease the value of fertiliser and machinery imports from an annual average of R9,6 billion in 2012 toR7,4 billion by the end of 2019 (or 3% real decline per year);

• Increase in the number of jobs from 660 000 for 2012 to one million by 2030.

The intensification of the RAAVC will focus on five critical areas:

• The implementation of Agri-Parks—expanding infrastructure support to 44 Agri-Hubs and 88 farmerproduction support units (FPSUs). The 88 FPSUs will be in the initial phase as part of support to the 44Agri-Hubs, however, more FPSUs will be established. In the implementation phase of the infrastructuredevelopment, local labour, small, medium and micro enterprises (SMMEs) and green technologies will beutilised.

• APAP will be implemented with special focus on the production of high value crops such as macadamia.This will extend to fruit production areas, the fast-tracking of poultry production, expansion of red meatproduction schemes such as Kaonafatso Ya Dikgomo and grass-fed beef initiatives, as well as prioritisingwool and mohair production initiatives. This will be coupled with infrastructure development as implementedin Strategic Integrated Programme (SIP 11) as well as the development of fodder banks, feed lots permunicipal district, drilling of boreholes, electricity connections, revitalisation of irrigation schemes and theimplementation of animal and veld management programmes. In these projects, R3,2 billion will be spentand 11 082 jobs created.

• Collaborating with private sector partners like Massmart, Tiger Brands, Pioneer Foods, Motsepe Foundationand AB Inbev to advance the Fetsa Tlala and the One Family One Hectare initiatives.

• Increasing market access for smallholders through the implementation of the South African Good Agricultural Practice (SA-GAP) and increasing intra-African trade and other global trade opportunities.

• The Aquaculture Lab will continue the implementation of the Lab outcome and 40 projects will be registeredunder Operation Phakisa. The Aquaculture Bill will also provide a legislative framework for the sectordevelopment. It is envisaged that aquaculture production will increase to 20 000 tons, with 2 500 directnew jobs and 15 000 jobs in the value chain by end of 2019, and an additional investment of R500 million.

The department is currently implementing the Commercialisation Programme as pronounced by the former President of the Republic of South Africa, Jacob Zuma his 2017 State of the Nation Address (SoNA). The call was for government to implement a commercialisation support programme for 450 black smallholder producer/farmers. The department has taken the decision to implement the programme to commercialise 450 black producers over a period of ten years. The selection of the smallholder producers to be commercialised per province has been concluded by all provinces. The department also engaged the dti, the Land Bank, Industrial Development Cooperation (IDC), the National Empowerment Fund (NEF) and SEFA to develop the commercialisation programme document. The document is being reviewed for improvement towards implementation. A Memorandum of Understanding (MoU) was signed between DAFF and the Land Bank for implementation of the Blended Funding Arm of the Commercialisation Programme.


The AFF sector is widely recognised as having significant job creation potential and strategic links to beneficiation opportunities and land reform. However, the sector has demonstrated a combination of slow-to-modest growth and declining employment over the past 20 years. Constraints facing the AFF sector include rising input costs, an uneven international trade environment, fluctuations in the global markets, lack of developmental infrastructure, effects of the drought conditions and poor transformation of the sector. To address these challenges, several interventions have been established, including APAP and RAAVC, however, these have not undergone the rigorous planning, monitoring and evaluation processes underpinned by the Operation Phakisa methodology. The adoption of Operation Phakisa has yielded tangible success within the Oceans Economy, health and the mining sectors. Operation Phakisa, by way of formulating three-feet deep plans and a rigorous five-week heavily focused problem solving “lab”, aims to bring together all stakeholders to overcome key challenges within the AFF sector. DAFF and the Department of Rural Development and Land Reform (DRDLR) have embarked on a joint Operation Phakisa to transform the agricultural sector towards an inclusive rural economy with food for all and the creation of one million jobs by 2030.

DAFF has made a conscious decision to support the Agri-Parks initiative, which is currently being implemented by DRDLR. The rationale for this support is that the Agri-Park concept seeks to establish and maintain producer support infrastructure such as markets and agro-processing facilities; create networks for producers, logistics and input suppliers; and coordinate activities for producer support and development towards job creation, rural development and expanding rural economies. Agri-Parks have been defined as “A networked innovation system of agro-production, processing, logistics, marketing and training and extension located in district municipalities. It enables a market-driven combination and integration of various agricultural activities and rural transformation”. An Agri-Park, is therefore, seen as a collection of agricultural activities inclusive of the initial planting and harvesting, packing or even processing, storage and ultimately marketing from a central point. DAFF has continued to support the work towards the Agri-Parks initiative, which is currently being implemented by DRDLR.

The former President announced in the SoNA 2016 that the construction has begun in at least five Agri-Parks, which are: Westrand in Gauteng, Springbokpan in North West, Witzenberg in Western Cape, Ncora in the Eastern Cape and Enkangala in Mpumalanga. The Agri-Parks programme is aimed at increasing the participation of smallholder farmers in agricultural activities.

Owing to current drought conditions, all government investments such as Agri-Parks and other related projects will be affected negatively, both in terms of production and profitability. The approval of APAP by Cabinet in March 2015, has put an impetus on the need to increase smallholder participation in the entire value chain. For 2017/18 the Comprehensive Agricultural Support Programme (CASP) received an allocation of R1,646 billion, of which R1,112 billion is for direct support to producers with infrastructure, production inputs, training and capacity building. A total of R338 million went towards strengthening extension services, while R57 million was for the revitalisation of colleges of agriculture and R139 million disaster flood relief on damaged infrastructure in Limpopo, Mpumalanga, Western Cape and Northern Cape. DAFF through CASP will play a crucial role in supporting smallholder producers that will supply their produce to the Agri-Parks across the country. All PDAs have also prioritised support to projects that will enhance the sustainability of Agri-Parks.

The former President announced a “Nine-Point Plan to ignite growth and create jobs,” one of which is “revitalising the agricultural and agro-processing value chain.” The success in the revitalisation of the agricultural and the agro-processing value chain will be measured in terms of food security, job creation and contribution towards the GDP. Furthermore, DAFF worked with the private sector to develop the APAP, which will bring one million hectares (ha) of underutilised land into full production over the next three years through the Fetsa Tlala Initiative.

The Fetsa Tlala Integrated Food Production Initiative aims to implement the food pillar of the approved National Policy on Food and Nutrition Security to maximise cultivation of food by putting one million hectares under crop production by the end of 2019. Actual implementation of the initiative started in 2013. Up to the 2017/18 financial year, the total hectares that have been planted since the Fetsa Tlala Food Production Initiative was launched in October 2013 amount to at least 442 770,3 hectares. The planned target for the year 2018/19 is 104 701 hectares.


It should be noted that some of the funds towards the achievement of these targets are from the provincial eq-uitable share and other sector partners (sector departments and SOEs, as well as contribution from the private sector in communal and land reform areas). DAFF started reporting on this performance indicator one fiscal year (2013/14) before the current MTSF period. This was as a result of the Fetsa Tlala Initiative that was launched during the planting season (October 2013) of the 2013/14 financial year and, it was therefore possible to start implementing.

The National Food and Nutrition Security Coordinating Committee (NFNSCC) which was formed in June 2017 with the main objective of establishing, coordinating and maintaining is still assisting in ensuring an effective and efficient food and nutrition security approach in the country. The Terms of Reference (ToR) of the NFNSCC which was signed by all member representatives provides the guiding principles for the functioning of this committee.

The NFNSCC is composed of food security units and the planning, monitoring and evaluation units from DAFF and PDAs. The NFNSCC has held four meetings in the previous financial year and three in the current financial year. The meetings have provided a platform for all stakeholders, senior representatives of sector departments and SOEs to discuss matters pertaining to the overall planning, monitoring, evaluation and reporting on activities relating to food and nutrition security. This platform has ensured continuous engagement of all stakeholders in their attempt to achieve government targets for food and nutrition security and targets for the sector on the implementation of Food and Nutrition Security Policy, the Fetsa Tlala Food Food Production Initiative and the Household Food and Nutrition Security Strategy, including related programmes. The NFNSCC has compiled reports which indicate the number of households supported with food production initiatives; the number of smallholders supported and the number of hectares cultivated for food production in communal areas and land reform projects.

The department is in the process of transferring the State Land Management function with all the Financial Assistance Land (FALA) properties to DRDLR. The FALA transfer process has been tabled to the IMC on Land Reform Technical Committee to form part of the process of transferring land to the Historically Disadvantaged Individuals (HDIs). The Ncera Centre has been transferred to the ARC for best usage and management.

In South Africa, the right to food is enshrined in the Constitution and the Cabinet approved a Food and Nutrition Policy in 2013. To implement the Policy, the DAFF has participated with other government departments to develop and implement the National Food and Nutrition Security Plan (NFNSP). A detailed costing report of the NFNSP amounts to R86,8 billion and implementation for this plan has been initiated by all departments involved.

Apart from the latter response, some prescripts as reflected in the NDP and New Growth Path (NGP) in the country, agriculture remains critical for employment and food security. Agriculture delivers more jobs per Rand invested than any other sector, and the NDP estimates that agriculture and its related sectors could potentially create, 1 million jobs by 2030 in South Africa. Implementation of integrated support programmes has seen a decline in the food insecurity situation in South Africa.

The department has to date conducted performance evaluations of its key intervention (producer/farmer support) and based on the outcomes of the independent evaluations, five interrelated support programmes have been defined and approved for improved provision of support to the different categories of farmers or producers in South Africa. The premise of the current programming will be to attain increased focus of interventions with an ability to provide conforming producer support packages and track value of investment and returns. The envisaged programmes are summarised as follows:

• Fetsa Tlala Food Production Initiative: The focus of the programme is to assist vulnerable households andsmallholders to produce their own food therefore allowing their income to attend to other basic needs.Furthermore the programme will continue to focus on provision of support to producers/famers with an aimof putting 1 million hectares under production. Though its initial focus was to promote production of foodcrops, it has been extended to include fruit and livestock as defined by production capability within thelimits of the agro ecological zones.

• Subsistence Farmers Support Programme: The focus of the programme is to provide production supportwhich should broaden the income streams of participating households therefore improving participation


within the local food value chains. These would receive 90% grant funding of the required capital for subsistence production.

• Smallholder Producer Support Programme: The programme focuses on increasing viable and sustainablesmall-scale producers/farmers that are participating in the value chain systems. They would receive upto 60% grant funding of the required capital; the fund will be blended with a loan from commercial orDevelopment Funding Institutions partnering with government.

• Support to Black Commercial Producer Programme: As guided by the development of black industrialistsin South Africa, the focus of the programme is to have a critical mass of black commercial producersparticipating in the main value chains, including export, creating decent and sustainable jobs andtransforming the agricultural, forestry and fisheries sector. They would receive up to 60% grant funding ifthe enterprise is 60% and above black owned. If black ownership is less than 60% but above 51%, thegrant portion will be determined by the debt/equity ratio but will not exceed 50% of the required capital.

• Producer Information Management: The programme seeks to maintain and update information to guideplanning and enable monitoring activities. Furthermore the development and implementation of NdimoDesk would be linked with the producer information management system.

The department is finalising the development of the National Policy on Comprehensive Producer Development Support (NPCPDS) to guide the provision of support interventions in the agricultural, forestry and fisheries sector. The policy was gazetted in August 2018 for public comments. The policy has also been referred to the National Economic Development and Labour Council (NEDLAC) where labour, business and government will engage on its contents. It became apparent during the stakeholder consultations that some of the contents of the policy will need to be legislated and therefore, the department will embark ona process to develop a Producer Support Bill once the policy is approved.

Although the NDP indicates that the estimated 1,6 million ha under irrigation (about 50 000 ha are located in former homelands and allocated to smallholders) can be expanded by 500 000 ha, the Bureau for Food and Agriculture Policy (BFAP) at the University of Pretoria has since revised this figure downward to 145 184 ha. The Department of Water Affairs, in the National Water Resources Strategy (NWRS) indicates that there is water available for the expansion of irrigation to 80 000 ha. However, based on available water resources and land which is suitable for irrigation, DAFF calculates that only 35 000 ha can be further developed at a cost of approximately R200 000 per ha. DAFF is represented in the Department of Water and Sanitation (DWS) project steering committees for the construction of the Mzimvubu Dam and the raising of the Clanwilliam Dam.

The CEO Forum presents an ideal opportunity to develop relations with industry partners. DAFF’s membership to international organisations and signed agreements with international partners also presents various opportunities for trade and training, for example, BRICS.

To support the department’s mandate of job creation and increased contribution to the GDP, it will continue to facilitate and support increased exports into Africa and China, as well as worldwide. During the past financial year, intra-African trade increased by more than 4% and the main products driving this increase were fruit such as apples, fresh grapes and pears. Wine, sugar, maize and fish remain major contributors to exports.

However, there are challenges relating to the loss of international markets owing to threats of diseases that affect trade, erratic climate conditions threatening production, high input costs, natural disasters such as droughts and fires, skewed and inadequate infrastructure, degradation of the natural resources base and the continuous decline of available arable land for production.

The department’s focus is on production; the productivity of and support to smallholders and new entrants; expanding market access through focusing on the diversification of export destinations; supporting access to increased processing opportunities; and providing market infrastructure and compliance training.


The department has a vast knowledge-base with skilled and dedicated researchers and scientists across different fields and highly qualified staff members relevant to its mandate. For example, fisheries research is recognised as one of the best in the world. The African Journal of Marine Science is also one of the best journals in the continent. In terms of information systems, DAFF has one of the best agricultural geographical information systems in Africa. The high levels of expertise in the department are recognised and used at important international platforms, such as the Food and Agriculture Organization (FAO), multinational and bilateral platforms, as well as international organisations, fora, etc. There is also a high level of knowledge of agricultural marketing chains, knowledge of competition legislation, agricultural tariff policies and the administration of preferential market access quotas, as well as knowledge of trade policy and trade related matters.

The department has a fleet of seven vessels, namely five patrol vessels and two research vessels. This fleet is currently being managed by the South African Maritime Safety Association (SAMSA). These vessels are used for important collaboration between countries, on the continent and collaboration in terms of research training and capacity sharing. DAFF hosts the biggest marine science library in Africa. There are also 12 harbours under the control of the department, with the option to increase such harbours along the entire coastline.

2.2.1. Drought assistance and impact on the sector

South Africa has been battling with one of the worst droughts ever recorded in recent years. Its effects on the country’s economy and agricultural sector, in particular, have been severe, pushing food prices up owing to crip-pled key crops, like maize. Apart from having had an adverse effect on the production output of major crops and livestock in the country‚ the impact of drought has also had adverse effects on the financial position of the farmers. The worsening situation of drought in provinces will also negatively affect jobs within the sector.

In addressing the adverse impacts of drought, the department through the National Disaster Management Centre facilitated the request and allocation of R78 million (R40 million in September 2017 and R30 million in June 2018) for the Western Cape, as well as R127 million for the Northern Cape for the provision of fodder. In addition, National Treasury called for affected sectors to apply for a share in a provisional allocation of R6 billion, which was availed for drought and other disasters. The department submitted a consolidated funding request on behalf of the affected provinces and R266,5 million has been allocated through CASP to six of the provinces that had applied. The funds will be expended on fodder, development of fodder bank, borehole drilling and equipping as well as scooping of dams. The Western Cape has been allocated most of the funds in addition to the 2018 drought allocations.

An amount of R266 million was distributed as follows per province:

Table 1: Breakdown of allocations per province

PROVINCE ALLOCATION (R’ MILLION) TYPE OF INTERVENTION

Western Cape 170 Fodder Eastern Cape 20 Fodder Limpopo 10 Boreholes; dams scooping Mpumalanga 10 Dams scooping; establishment of fodder bank;

boreholes Free State 13,5 Refurbishment of boreholes; desilting of dams Northern Cape 43 Fodder Total 266,5

The allocated funds were transferred to the 6 provinces (Eastern Cape, Free State, Limpopo, Mpumalanga, Northern Cape and Western Cape) in January 2019. Two provinces, i.e. KwaZulu-Natal (KZN) and North West (NW) did not receive allocations even if their request was submitted to the National Treasury for consideration. Lesser rainfall and very hot temperatures have been experienced in most provinces and production has been a challenge. The situation has worsened in some provinces such as North West as livestock mortalities are already


occurring. Preliminary drought assessments done and emergency funding request will be submitted to National Treasury through the National Disaster Management Centre. DAFF will continue with its monitoring activity during the implementation of the drought assistance and communicate risk reduction measures to the farming community.

The Disaster Management Act, 2015 (Act No.16 of 2015) places emphasis on the disaster risk reduction phase, i.e., avoidance, prevention, mitigation and preparedness. One of the disaster risk reduction tools implemented"by DAFF is an Early-Warning System, through which monthly advisories and daily extreme weather warnings"with strategies are disseminated to the farming community for proper response. Furthermore, other risk"reduction activities include continuous research to identify areas and measures in addressing and improving"disaster risk management, including awareness campaigns and education and training to strengthen disaster"risk management. In addition, the department continues to encourage integration of disaster risk management"into all departmental programmes and projects. It also encourages the strengthening of early-warning systems"by all relevant role players to be prioritised and creation of disaster risk units in provinces. The department’s"climate change programmes are intended to effectively implement adaptation strategies to minimise the risks and"vulnerabilities, such as unsustainable use and degradation of natural resources. Its crop suitability programme is"currently being up-scaled to various provinces to promote best adaptation management practices.

2.2.2. Impact of pests and diseases on the sector

2.2.2.1. Listeriosis

Listeria is a bacterium that is rod shaped and that stains very well when examined under the microscope. Listeriosis is a condition caused by the bacteria and can be found in circulating blood and cause inflammation of the membrane covering the brain, the skin, the brain itself and other organs of the animal and human body. Under normal situations, the condition can easily be treated by common antibacterial medicines.

The listeria bacterium is present worldwide in the environment and in the gut of humans, non-human mammals, birds, arachnids and crustaceans. There are several species of listeria, but L. monocytogenes is the primary pathogen in humans.

The primary source of infection in humans is consumption of contaminated food. Food that is not properly cooked poses a risk to humans. Cross contamination of food may occur from using the same surface to prepare food. Human-to-human transmission may take place from mother to child either in utero or at birth. Sometimes infection may occur at hospitals. The clinical manifestations of the disease may not occur until weeks later when it is difficult to identify which food was the source. Listeria can contaminate many foods that are not typically cooked, like cold meats, cheese, fruit and vegetables. Listeria can grow on foods that are refrigerated. It can hide unnoticed in the equipment or appliances where food is prepared, including in food production facilities and retail stores

Although listeriosis outbreaks have been reported in many countries, a serious outbreak was reported in South Africa in December 2017. A total 1 064 laboratory-confirmed cases had been reported from 01 January 2017 to 23 August 2018 when the outbreak was declared over by the Minister of Health in September 2018. Neonates ≤28 days of age were the most affected age group (42%, 443/1 060), followed by adults aged 15–49 years of age (32%, 334/1 060). Most cases were reported from Gauteng (58%, 618/1 064), followed by the Western Cape (13%, 136/1 064) and KwaZulu-Natal (8%, 83/1 064) provinces.

Two food producing facilities were identified to be the possible source of the outbreak in February 2018. As a result of the identification of these two facilities, their operations were suspended leading to massive job losses and a substantial drop in price per kg for pork. Reportedly prices of pork dropped from 28 rand per kg to just around 15 rand per kg. The pig industry took close to a year to recover. Market access to most countries in Africa was lost completely. It took close to a year to start reopening the markets.


2.2.2.2.Notifiable avian influenza

Notifiable avian influenza (NAI) is an infection of poultry caused by any influenza virus of the H5 and the H7 subtypes or any avian influenza virus with causing at least 75% mortality in affected birds. These viruses may be divided into highly pathogenic avian influenza (HPAI) and low pathogenic avian influenza (LPAI).

Poultry, which can is defined as all domesticated birds, including backyard poultry has proven to be an important sector in the agricultural economy of South Africa. Birds, other than poultry, are kept for various other reasons. All poultry and birds are susceptible to infection with avian influenza viruses. HPAI causes high mortalities in birds, including ostriches.

Although many countries had in the past experienced HPAI outbreaks, which caused serious losses to their poultry industries, an index case of HPAI in South Africa was reported in June 2017.

This disease spread to almost all provinces in South Africa, except the Northern Cape, causing a notable disruption in poultry and egg production. Massive losses were experienced by the industry in terms of egg, production, breeding potential and other production parameters. The H5N8 virus subtype affected mainly long lived birds, therefore indirectly affecting the broiler bird sector too.

Loss of market access owing to HPAI, in particular to SADC member countries, was experienced. The ostrich sector could only be authorised to market heat treated meat to the European Union at that time. Income foregone, particularly from layer birds culled, was estimated at R408 million. Income foregone as a result of broiler breeder birds culled was estimated at R60 million and that foregone as a result of lower amounts of broiler meat lost from sales was R38 million. The ostrich industry, which exports close to R4 million worth of meat, was also affected by the outbreak.

2.2.2.3 Foot-and-mouth disease

Foot-and-mouth disease (FMD) is a viral disease affecting cloven-hoofed animals. The disease occurs worldwide, with the exception of a few countries, and the following strains of the disease are found in Southern African territories, 1, 2, and 3, also known as SAT-1, SAT–2, and SAT–3. South Africa has FMD control zones, namely Infected, Protection (previously known as Buffer) High Surveillance Area and the rest of the Free Zone, as recognised by the World Organization for Animal Health (OIE) and it is this recognition that allows for trading of cloven-hoofed animals and their products with other countries. The legally defined FMD controlled areas include a Protection Zone around the Infected Zone in which all cloven-hoofed domestic animals are subject to strict movement controls, as well as regular inspections and twice-yearly vaccinations for FMD.

Suspected FMD positive animals in the FMD Free Zone were reported on 2 January 2019 and confirmed on 7 January 2019 in Sundani Village in Limpopo. Intensive investigation yielded further suspected positive animals in Ha Magoro, Ntshuxi and Majosi villages. This prompted the department to notify the OIE and its trading partners of the occurrence of FMD in the Free Zone in South Africa.

Some countries that were notified imposed bans of exports of livestock and livestock products from South Africa. The OIE confirmed the suspension of South Africa’s FMD Free Zone status with immediate effect.

Foot-and-mouth disease is an animal disease with grave economic consequences. Unless the country acts fast, this outbreak threatens more than R6 billion worth of exports. The current outbreak of FMD in Limpopo will have a severe economic impact on the livestock industry, as well as possible knock-on effects on the export of some non-livestock products from South Africa as a whole.

The following are some of the control measures being implemented:

• Restriction of movement of animals and animal products by putting up roadblocks (operating 24 hours);• Increased clinical animal inspections;• Vaccination;• Movement control of cloven-hoofed animals.


Countrywide surveillance is often necessary to confirm that the disease had not inadvertently spread to other areas in the country as the virus spreads with ease. It is critical that an outbreak of Foot and Mouth Disease be contained within a short period to eliminate the potential spread to other parts of the country considered free from the disease.

2.2.2.4. Fall armyworm

The fall armyworm (FAW; Spodoptera frugiperda) originates from tropical and subtropical areas in the Americas. It is a migratory pest which is capable of seasonal long-distance movement, for instance from the southern United States of America (USA) to the northern states. In the USA, FAW often arrives in grain and fodder production areas during autumn, known there as “Fall”, hence its common name. It is difficult to control because it hides deep within the leaf whorls of its hosts, and it can develop resistance to pesticides. In South Africa, maize, sweetcorn and sorghum seem to be the preferred hosts. Most economic damage is caused by older caterpillars (larvae) which defoliate plants as well as damage the growing points and in maize plants, the ears and kernels. When the plants are completely devoured, the larvae walk to other plants to search for food.

Although FAW was detected in Africa for the first time only in January 2016 in Nigeria, by January 2018 all countries south of the Sahara had detected this pest in their territories. This does not indicate the rate of spread of FAW, as it might have been in Africa before 2016, either undetected or wrongly identified as other maize eating caterpillars. The presence of FAW in South Africa was confirmed on 3 February 2017, with positive morphological and molecular identification of caterpillars and adult moths. The FAW is a quarantine pest for South Africa and is officially controlled in terms of the Agricultural Pests Act, 1983 (Act No. 36 of 1983) (APA) and Regulation 449 of the APA. The National Plant Protection Organisation of South Africa (NPPOZA) within DAFF is responsible for the official control of quarantine pests in South Africa. The NPPOZA is made up of three directorates, namely Plant Health, Inspection Services and Food Import Export Standards.

There are over 40 agricultural remedies registered which can be applied against FAW. A reporting platform for all role players to participate has been created, namely the Fall Armyworm Steering Committee, which convenes monthly. The committee encourages monthly reporting from all role players, especially PDAs in a joint project with the FAO to gather regional information regarding the pest. A national surveillance is being conducted through the DAFF inspectorate and industry partners to gather information regarding the spread of adult FAW. A FAW model as part of the SADC chair legacy projects has been created to coordinate and harmonise actions and research regarding FAW and five (5) FAW research projects with the Agricultural Research Council have been funded.

By November 2018, FAW had been recorded in all provinces in South Africa. From ongoing surveillance, FAW numbers remained low between July and October 2018, which might have been the result of adverse weather conditions and or land preparations for planting. Highest trapping of the moths were recorded in Limpopo, KZN, Mpumalanga and North West (highest to lowest).

2.2.2.5. Oriental fruit fly or Bactrocera dorsalis

The only exotic fruit fly detected in South Africa continues to be the Oriental fruit fly (OFF) (or Bactrocera dorsalis). The OFF is a regulated pest in terms of the Agricultural Pests Act, 1983 (Act No. 36 of 1983) (APA) and Regulation 110 of the control measures. The removal of fruit from infested areas to non-infested areas is restricted and compliance with phytosanitary measures is required to receive a removal permit.

The pest is established in Gauteng, Limpopo, Mpumalanga and North West, except the Western Cape, Eastern Cape, Northern Cape and Free State and some districts in KZN. In the Western Cape, limited detections were made at the start of 2018, however, by May 2018 eradication was successful. In the Northern Cape, eradication has been achieved and the pest is no longer present in the Free State. A steering committee was established to coordinate national efforts to control and eradicate the OFF.

Loss of market access owing to OFF, in particular apples and pears that would have been exported in the previ-ous season to the USA, is estimated at R14 million. There is a potential loss of over R10 billion if the EU market increases its requirement for OFF.


2..2.2.6. Polyphagous shot hole borer

Polyphagous shot hole borer (PSHB) (Euwallacea fornicatus) is a beetle which carries a fungal symbiont (Fusarium euwallaceae). It is confirmed to affect trees in Durban and northern coastal areas from Durban and Pietermaritzburg; also Johannesburg, George, Knysna, Bloemfontein and Vaalharts. This pest has a severe im-pact on urban trees, especially in George and Johannesburg. Johannesburg has over 10 million trees which could be affected in the near future. The pest also affects many indigenous trees and forestry and agricultural tree spe-cies. The department has initiated a Pest Steering Committee with all the stakeholders, including researchers, all spheres of government and the Department of Environmental Affairs, as well as private industries. The pecan nut is the only agricultural crop affected so far, in Jan Kempdorp and Hartswater. The biggest threat for agriculture may be in the avocado, pecan nut and macadamia nut industries. The PSHB can fly locally, but spreads over larger distances in wood products, including firewood and perhaps smaller ornamental trees that are moved around.

Most occurrences of the polyphagous shot hole borer in South Africa are in urban areas except in Hartswater where it occurs on pecan farms. There is a huge potential impact if this pest affects natural bush and forests. This has the potential to lead to whole ecosystem destruction. Some Acacia, Populus and Eucalyptus species may be affected and this could cause huge losses to the forestry industry. Avocado is highly susceptible in Israel and California, so this pest may also cause significant damage to the Avocado industry. For ornamental trees, Johannesburg has over 10 million trees which could die. This may have an impact of over R50 billion on the city if those trees need to be removed, chopped, chipped and replanted with more resistant trees. DAFF NPPOZA continues to raise awareness through various channels.

2.2.2.7. Banana bunchy top disease

Banana bunchy top disease (BBTD) is caused by Banana bunchy top virus (BBTV). It is a devastating disease of banana around the globe and it occurs in many African countries. The disease was given its name because of the bunched appearance of leaves at the top of infected plants. BBTV is spread by the banana aphid, Pentalonia nigronervosa. Towards the middle of 2015, the department was notified of the detection of BBTV in one farm in Hibberdene, in the Ugu or the South Coast of KZN, South Africa. DAFF has been working together with the Agricultural Research Council (ARC) and the banana industry to continue surveys and determine the spread of the disease. The pest is subsequently regulated in terms of the Agricultural Pests Act, 1983 (Act No. 36 of 1983) and phytosanitary measures are implemented to prevent the spread of the BBTV by means of infected propagation material. Recent survey results from December 2018 indicate that the disease is spreading further in the Ugu District, especially among small-scale growers and subsistence farmers. Infected banana plants cannot produce fruit and must be destroyed.

Bananas are considered to be a staple food/fruit in the Ugu District as many households have their own banana trees as in many African countries. This pest is a major threat to the banana industry in South Africa and, to the production of bananas, which may lead to food insecurity.

2.3. Transfer of colleges of agriculture to the Department of Higher Education and Training

A Joint Technical Task Team (JTTT) was formed as recommended by Cabinet after the Mangaung Resolution of 2012 to advice on the implications of transferring the colleges of agriculture to the Department of Higher Education and Training. The JTTT has since completed the due diligence report and the report was consulted with all the relevant stakeholders. The due diligence report with its recommendations has been presented to the two Ministers and MINMECH. A recommendation was made by MINMECH for the report to be consulted with Heads of Departments and be presented to MINTECH before it is ratified at MINMECH level again.

2.4. DAFF’s contribution to job creation

2.4.1 LandCare

The LandCare Programme is aligned with the government’s broader objective of job creation. The temporary jobs created under this programme are funded through the LandCare Programme and adhere to principles of the Expanded Public Works Programme (EPWP) with the target of 55% women, 40% youth and 2% people with


disabilities as specified by the EPWP. Funding for these projects is transferred quarterly to respective provincial departments as implementing spheres of government in line with the prescripts of the conditional grants under the Division of Revenue Act, (DoRA). Assessment and reporting requirements are specified in the DoRA, Conservation of Agricultural Resources, 1983 (Act No. 43 of 1983), as well as by EPWP. Provincial departments use the reporting tools as provided by EPWP to report on the number of jobs created. The monthly, quarterly and annual reports are forwarded by the provincial departments to DAFF to monitor performance and the impact of the programme on the state of the natural agricultural resources.

The EPWP was introduced as a nation-wide government-led initiative aimed at drawing a significant number of unemployed South Africans into productive work in a manner that will enable them to gain skills and increase their capacity to earn an income. This programme advances the principle of government expenditure on intensive labour activities across all three spheres to provide employment opportunities and skills development to the unemployed.

2.4.2.Working for Fisheries Programme

The Working for Fisheries Programme (WfFP) serves to render a programme management support function to the DAFFBranch: Fisheries. The main objective of the programme is to contribute towards poverty alleviation through interventions that are public-driven, while advancing the mandates of the DAFF and the EPWP’s environment and culture sector to address the following policy objective: “To provide work opportunities and income support to poor and unemployed people through the delivery of public and community assets and services, thereby contributing to development.”

The programme, through the implementation of projects, aims to contribute towards the alleviation of poverty, while empowering beneficiaries to participate in the mainstream fishing economy in a manner that aligns the programme and projects to government Outcomes 4 (Decent employment through inclusive economic growth); Outcomes 7 (Vibrant, equitable and sustainable rural communities contributing towards food security for all); Outcome 10 (Protect and enhance our environmental assets and natural resources); and Outcome 12 (Efficient, effective and developmental oriented public service and an empowered, fair and inclusive citizenship) and the department’s associated strategic goals:

1. Effective and efficient strategic leadership, governance and administration;

2. Enhance production, employment and economic growth in the sector;

3. Enabling environment for food security and sector transformation.

The programme focuses on supporting three key directorates within the department in terms of both mandate and the projects funded. These directorates are:

• Aquaculture and Economic Development

• Monitoring, Control and Surveillance

• Marine Resource Management.

The beneficiary targeting as set by the EPWP III Environment and Culture Sector Plan for 2015/16 to 2019/20 will be implemented by the WfFP. The sector plan stipulates that preference should be given to providing work opportunities to, and the empowering of women, youth and persons with disabilities. The environment and culture sector beneficiary targeting is as follows:

• 55% of beneficiaries should be women;

• 55% of beneficiaries should be youth (to be aligned to the Youth Employment Accord passed by Cabinet);

• 2% of beneficiaries should be people with disabilities.

The jobs created through the WfFP are dependent on the funding approved by National Treasury for the programme, and will either increase or decrease in line with the approved MTEF budgets.


Table 2: DAFF’s contribution to job creation over the MTEF

INDICATORS 2019/20 2020/21 2021/22Number of LandCare jobs [full-time equivalents (FTEs)] created 900 FTEs 900 FTEs 900 FTEsNumber of FTE jobs (WfFP) 546 FTEs 546 FTEs 546 FTEsNumber of jobs created through CASP 7 500 7 500 7 500 Number of jobs created through Ilima/Letsema 11 223 11 223 11 223Number of jobs created through forestry operations (revitalisation of state nurseries, refurbishment of plantations and greening)

1 100 1 100 1 100

The jobs created through LandCare, CASP and Ilima/Letsema are delivered by the PDAs.

Table 3: Breakdown of the annual target per provinceIndicators TOTAL LP EC FS GP MP KZN NC NW WCNumber of LandCare jobs [full-time equivalents

(FTEs)] created

900 110 120 80 50 110 140 100 110 80

Number of jobs created through CASP

7 500 986 183 459 74 651 4 026 390 641 90

Number of jobs created through Ilima/Letsema

11 223 4 863 891 776 63 146 2 006 610 127 1 741

2.5. Organisational environment

The decrease to the department’s compensation budget has had an impact on the ability of the department to meet its required optimum capacity to deliver on its mandate during the past MTEF cycle. This is the case despite the fact that government has identified the agricultural sector as a critical role player in economic growth and job creation. In line with the departmental allocation letter from National Treasury, the department’s compensation budget over the MTEF for the period 2019/20, 2020/21 and 2021/2022 allows for payment of compensation benefits for currently funded posts, training of employees and salary increases but is inadequate to provide for filling of the remaining vacant positions on the approved post establishment. The allocated compensation budget necessitates frequent reprioritisation of posts if the department is to meet its obligations on its planned strategic deliverables.

2.5.1. Organisational structure

As a result of the challenges experienced with the Compensation of Employees (CoE) budget, the vacant positions had to be prioritised to ensure that the department remains within the set Human Resource Budget Plan (HRBP) ceiling imposed by the National Treasury. The implications of the reduced budget allocation for employee compensation is that although the department’s human resource needs analysis forecasts a specific number of posts to be filled in each financial year, the deficit in the budget allocation requires fewer posts, if any, to be filled over the MTEF period 2019/20 to 2021/2022. Improvement of efficiency and organisational performance remains on the radar. Sound organisational design principles are applied to ensure elimination of duplicate functions, and enable strategy execution as well as synchronisation of systems and processes, with a focus on enhancement of departmental capacity and transformation of the sector.


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Over the past MTEF for the period 2016/17, 2017/18 and 2018/2019 the approved post establishment has remained the same (6 120 as at 30 June 2018 and 6 120 as at 31 December 2018 (This figure includes the Minister and Deputy Minister). This post establishment is based on the current approved organisational structure, and comprises professional, managerial, functional and auxiliary occupational categories. However, the total number of funded permanent (filled) posts for the DAFF is 4 971, including the Minister and Deputy Minister, while 387 posts are additional to the post establishment (this category comprises employees on contract, interns and compulsory community services veterinarians). Although there is insufficient funding to fill permanent positions, the department may need to appoint additional capacity on a temporary basis (contract basis) to drive implementation of short term projects that may be necessary to achieve service delivery imperatives.

The post establishment is monitored through the Departmental Organisational Development Committee, which ensures that only funded positions are captured on PERSAL, thereby maintaining PERSAL clean-up on a continuous basis. The HR table below reveals a decreasing post establishment as a result of the cuts on the CoE leading to abolishing of unfunded post, and natural attrition which takes place against a situation where posts are not being filled.

Table 4: Detail of approved establishment and personnel numbers according to salary level

PERSONNEL STATUS AS AT 31 DECEMBER 2018 NUMBER OF POSTS FILLED ON FUNDED ESTABLISHMENT

NO

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MEDIUM TERM ESTIMATES

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

Department **6 118 **6 118 387 5 604 5 474 5 288 *5 356 6 505 6 505 6 505

Salary levels 1–6 3 338 3 338 219 3 201 3 029 2 865 *2 876 3 557 3 557 3 557

7–10 2 170 2 170 8 1 914 1 945 1 920 *1 833 2 178 2 178 2 178

11–12 485 485 152 388 397 402 *538 637 637 637

13–16 125 125 8 101 103 101 *109 133 133 133

*Theactual/filledasat31December2018isthepermanentplus(+)theadditionalpostsfilled.

** Post establishment without Minister and Deputy Minister.

The job evaluation coordination process with the PDAs is an on-going process that aims to ensure the harmonisation of and consistency in the application of the job grading levels of cross-cutting jobs across the agricultural sector. Quarterly meetings were held with the PDAs to ensure consistent application of human resources management and development practices across the agricultural public sector. This process is dependent on the assistance from the Department of Public Service and Administration (DPSA) in the finalisation thereof. To date, the process of reviewing and subjecting twenty (20) newly identified agriculture specific jobs has commenced and will be submitted through the relevant channels for concurrence and implementation by the affected departments. Furthermore, the process of reviewing jobs in the Agricultural Training Institutes (ATIs), as well as the jobs within the extension services function with the aim of seeking the Minister of Public Service and Administration’s concurrence for the implementation of the grading levels of these jobs is currently in progress. Several meetings have also been held with the DPSA and PDAs to discuss the generic organisational structure for agriculture and rural development. A report outlining the final inputs from all departments was drafted and submitted for endorsement by MINTECH.

The organisation and post establishment investigations were undertaken into the establishment of Phakisa and CASP units to institutionalise the monitoring and evaluation capacity that will facilitate the improvement of performance in the department. The organisational structure of the Directorate: Security Services was reviewed with the view to strengthen its functionality level for the department.


In response to the budget cuts and the need to address service delivery imperatives, various branches, including the organised labour, embarked upon a process of prioritisation of vacant positions, which identified 583 vacant posts to be filled and 346 posts to be abolished in line with the directive on PERSAL clean-up from the DPSA.

Implementation of the hybrid model in employee health and wellness remains in focus so as to improve access to the suite of programmes and improve employee productivity. A comprehensive employee health and wellness; which includes an Employee Assistance Programme (EAP), empowering employees on ailments/disease management, physical and behavioural wellness interventions, etc. continue to contribute to a healthy workforce—the effectiveness of this intervention is monitored on a quarterly basis through statistical analysis and reports.

Monitoring of implementation of the new performance management framework for members of Senior Management Service as well as employees on salary levels 12 and below, continues. Implementation challenges are addressed timeously. Employee development is driven actively so as to achieve the vision of the National Development Plan of a career oriented state by 2030. To this end, the implementation of the Workplace Skills Plan is on the radar of the HR transformation roadmap over the MTEF period for 2019/20 to 2021/2022 to ensure development of the mission critical skills for both the department and the public service. A skills audit among members of the Senior Management Service has been commenced with a view to determine the prevailing skills gap and develop corrective measures.

Talent management has been identified as central to the acquisition, development, utilisation and retention of employees towards achievement of organisational planned deliverables. Development of the Talent Management Strategy is being finalised. Strengthening awareness on governance instruments among managers and supervisors fosters fair and consistent management practices. Strategic HR information management defines the value add of the HR function in the department, therefore, maintenance of the HR Dashboard and analysis of HR metrics serves as critical tools to the executive team.

2.5.2. Human resource planning

In order to implement the MTEF HR Plan effectively, the Human Resource Strategic Planning Framework for the Public Service—Vision 2015 requires the development of the MTEF HR Plan and adjustment thereof on an annual basis.

A new MTEF HR Plan 2018/19–2020/21 was developed and submitted to the DPSA by the end of June 2018. The following HR Plan priorities were identified: Elimination of duplication of functions and alignment of the organisational structure; development and implementation of a Talent Management Strategy; a Workplace Skills Plan approved by the Director-General and implemented; improvement of access to employee health and wellness programmes; and strengthening transformation capacity and implementation of diversity management imperatives.

To this end, only HR Plan priorities aligned to the HR strategic objectives were identified in the MTEF HR Plan 2018/19–2020/21 in line with the amended directive on the Human Resource Strategic Planning Framework for the Public Service—Vision 2015. Implementation of the MTEF HR Plan (2018/19–2020/21) is monitored through the quarterly key performance indicators which are developed in consultation with relevant stakeholders. The quarterly reports from key performance indicators are incorporated into the annual MTEF implementation reports which are submitted annually to the DPSA.

Over the current MTEF period (2018/19–2020/21), the human resource journey towards its repositioning as a strategic partner will be focusing on the revision of the HR Strategy, development and implementation of the Human Resources Service Delivery Improvement Plan and the establishment of executive coaching clinics.

The ability of the HR function to perform as a strategic partner and enable the department to achieve its strategic objectives is constantly monitored and reports in this regard are submitted annually to the DPSA.

2.5.3. Description of the strategic planning process

The department undertook a planning session in June 2017 wherein all the sector role players, that is, PDAs, Public Entities (PEs) and industry stakeholders were invited to participate. The purpose of this session was to


promote intergovernmental relations, public-private partnerships and integrated planning by having all stakeholders planning together towards the achievement of NDP objectives. Out of this session the sector priorities and high level deliverables were reviewed for 2016/17–2019/20. These sector priorities are meant to guide all the role players in the sector to align their plans with each other for the achievement of the NDP objectives. This exercise of bringing all stakeholders together helps to avoid duplication, clarifies roles and responsibilities and makes appropriate funding arrangements. The sector priorities developed were informed by the MTSF priorities, the Nine-Point Plan, RAAVC and other government policies.

After the session, DAFF participated in the PDAs and PEs planning sessions in preparation for 2019/20 APPs alignment with the agreed sector priorities. The department is currently in the process of developing sector priorities and high level deliverables for the new MTSF period. The first and second draft 2019/20 APP was submitted to DPME as required and the final draft will be tabled in February 2019. After the elections, the 2019/20 APP will be re-tabled in October 2019.

In July 2018 DAFF coordinated another sector planning session with the stakeholders to review and agree on the priorities. From after the sector planning session up to January 2019 the DAFF technical branches were consulted at length to develop the first and second draft APP. The department also participated in the planning sessions of PDAs and PEs in July, August, September, October and November to ensure alignment with sector priorities and high level deliverables. DAFF submitted its first and second draft 2019/20 APP as required, to the DPME and National Treasury for analysis. Consultations with technical branches continued in February to present the APP analytic report and recommendations from the DPME as well as findings from the Auditor-General of South Africa (AGSA). All the recommendations from the DPME analysis were incorporated to improve the final draft 2019/20 APP.

The Framework for Strategic Plans and Annual Performance Plans requires DAFF to provide oversight to its P Provincial Departments of Agriculture and its Public Entities. In compliance to the above mentioned framework, DAFF analysed the first and the second drafts APPs for PDAs and PEs. A feedback was formally reported to PDAs and PEs highlighting recommendations for improvement of the final draft 2019/20 APPs. Adherence to the set MTSF targets was emphasised by DAFF and budget reprioritisation was encouraged where there have been budget cuts.

To align to the National Treasury Framework for Strategic Planning, the prescribed strategic planning template, which stipulates the strategic goals, strategic objectives and goal statements and objective statements, was uti-lised to populate the required information. In the financial year under review the strategic objective indicators have been developed in response to the analysis of the first and second draft APP by the DPME. The APP template was used to populate strategic objectives, indicators and annual targets for the upcoming financial year and the MTEF with quarterly targets for the upcoming financial year. The indicators and targets in the APPs were broken down into implementable activities in the Operational Plans (OPs). The OPs highlight clear milestones and various action steps to be undertaken in order to address the respective unit’s priorities in delivering the outputs. Plans and budgets are integrated and operational managers are held accountable for the inputs that are allocated.

2.5.4. Departmental monitoring and evaluation

The department has a Monitoring, Evaluation and Reporting (MER) Guideline, which provides a framework for monitoring, evaluating and reporting performance information (PI) within the department. The guideline also provides a framework for the evaluation and assessment/review of programmes so that performance information can be realised within a system of effective reporting and continuous improvement support.

The non-financial performance environment to which the guidelines are applicable, include the Strategic Plan and APP deliverables, services contained in the Services Catalogue, the Service Delivery Improvement Plan (SDIP) and reports on Outcomes 4, 7 and 10 to which DAFF directly contributes, and for which the Directorate: Organisation Performance is primarily responsible for coordinating the institutional monitoring and evaluation. There are also operational plans are implemented by branches, which are also guided by the MER guidelines; their implementation is primarily managed through the branch administrative M&E processes.


Dedicated and focused attention has been given to transversal indicators, these are the deliverables implemented in provinces by the management of provincial departments. The development of a specific guideline for managing performance of these transversal indicators coordinated by Directorate: Provincial and SOEs Performance Monitoring is at advanced stage. Other important areas promoted by the framework include the establishment and management of fully functional working groups to coordinate performance and ensure accountability, development of sector standard operating procedures and submission of data base for targeted interventions prior to implementation to inform setting up of M&E systems.

The department developed the Knowledge Bank Reporting System to address the need for an appropriate sys-tem to collect, collate, verify and store performance information. Users need to have login credentials from the system administrator. Business unit managers are allocated passwords for reporting rights against targets related to their functions, while M&E specialists are allocated to each branch for continuous support to monitor progress on the reported information and to ensure that reported performance information is accompanied with supporting documents that will prove that information is credible, useful and reliable at all times. The core users of the system in terms of reporting progress on performance are Directors. Reporting on the system is done on a monthly basis, on or before the 10th of each month. The purpose of reporting on a monthly basis is to enable the department to track performance on a regular basis and provide remedial actions upon identification of red flags. Users are required to attach evidence as and when they report to support reported information. Monitoring of Knowledge Bank reporting is done through the development of a monthly compliance register. The register details all the units that have reported and not reported per branch, including the submission of evidence.

The Knowledge Bank Reporting System is very valuable to manage information to ultimately feed into the DPME reporting system. All quarterly reports go through the approval process all through to the Minister. The requirement is at minimum to have the Accounting Officer approve the reports, obtaining the Minister and Deputy Minister’s signatures is important proof of an established system to keep them informed of state of performance, particularly against APP targets.

2.6. Strategic goals and objectives The departmental strategic goals and objectives are grounded in the MTSF for 2014–19. The MTSF was analysed and issues relevant to the department identified and developed into four strategic goals and eleven strategic objectives to support each goal. The following strategic goals and objectives will be implemented over the medium term through strategic action programmes:

Table 5: Alignment of government key outcomes to departmental strategic goals

Outcome Strategic goal Programme

12: An efficient, effective and development oriented public service and an empowered, fair and inclusive citizenship

Strategic goal 1: Effective and efficient strategic leadership, governance and administration

1

4: Decent employment through inclusive economic growth

Strategic goal 2: Enhance production, employment and economic growth in the sector

2, 4, 5 and 6

7: Vibrant, equitable, sustainable rural communities contributing towards food security for all

Strategic goal 3: Enabling environment for food security and sector transformation

3, 5 and 6

10: Protect and enhance our environmental assets and natural resources

Strategic goal 4: Sustainable use of natural resources in the sector

2,5 and 6


Table 6: Strategic outcome oriented goals of the department

Strategic goals Strategic objectives

Strategic goal 1:

Effective and efficient strategic leadership, governance and administration

Strategic objective 1.1

Ensure compliance with statutory requirements and good governance practices


Strengthen support, guidance and interrelation with stakeholders


Strengthen institutional mechanisms for integrated policy, plan-ning, monitoring and evaluation in the sector

Strategic goal 2:

Enhance production, employment and eco-nomic growth in the sector


Ensure increased production and productivity in prioritised areas as well as value chains


Effective management of bio-security and related sector risks


Ensure support for market access and processing of agricultural, forestry and fisheries products

Strategic goal 3:

Enabling environment for food security and sector transformation


Lead and coordinate government food security initiatives


Enhance capacity for efficient delivery in the sector


Strengthen planning, implementation and monitoring of comprehensive support programmes

Strategic goal 4:

Sustainable use of natural resources in the sector


Ensure the conservation, protection, rehabilitation and recovery of depleted and degraded natural resources


Ensure adaptation and mitigation to climate change through ef-fective implementation of prescribed frameworks


3. LEGISLATIVE AND OTHER MANDATES

3.1. Legal mandate

DAFF’s legal mandate covers the agriculture, forestry and fisheries value chains from inputs, production and value adding to retailing.

3.2. Legislative mandate

The entire legislative mandate of DAFF is derived from Sections 24(b) (iii) and 27(1) (b) of the Constitution. The department is primarily responsible for Acts relating to agriculture, forestry and fisheries. The following Acts reflect the legislative mandate of the department:

Acts that reflect the legislative mandate of the department

Act no. and Year Purpose Functional

competence Responsibility

Agricultural Debt Management Act, 2001 (Act No. 45 of 2001)

To establish the Agricultural Debt Account and to provide for the use of the account as a mechanism to manage agricultural debt repayment

National Financial Accounting

Agriculture Laws Extension Act, 1996 (Act No. 87 of 1996)

To provide for the extension of the application of certain laws relating to agricultural matters to certain territories, which form part of the national territory of the Republic of South Africa; the repeal of certain laws which apply in those territories; and for matters connected therewith

National Executing Authority

Agricultural Law Rationalisation Act, 1998 (Act No. 72 of 1998)

To provide for the rationalisation of certain laws relating to agricultural affairs that remained in force in various areas of the national territory of the Republic prior to the commencement of the Constitution of the Republic of South Africa


Agricultural Pests

Act, 1983 (Act No. 36 of 1983)

Provides for measures by which agricultural pests may be prevented and combated

National Plant Health;

Inspection Services; and

Land Use and Soil Management

Agricultural Produce Agents Act,1992 (Act No.12 of 1992)

Provides for the establishment of an Agricultural Produce Agents Council and fidelity funds in respect of agricultural produce agents and for the control of certain activities of agricultural produce agents

Local Marketing




Agricultural Product Standards Act, 1990 (Act No. 119 of 1990)

Provides for the control over the sale and export of certain agricultural products, control over the sale of certain imported agricultural products and control over other related products

National Food Safety and Quality Assurance

Agricultural Research Act, 1990 (Act No. 86 of 1990)

Provides for the establishment of a juristic person to deal with agricultural research; the determination of its objects, functions, powers and duties

Concurrent Policy Research Support

Animal Diseases Act, 1991(Act No. 35 of 1984)

Provides for the control of animal diseases and parasites, and for measures to promote animal health

Concurrent Animal Health

Animal Identification Act, 2002 (Act No. 6 of 2002)

Consolidates the law relating to the identifi-cation of animals and provide for incidental matters

Concurrent Veterinary Public Health

Animal Improvement Act 1998 (Act No. 62 of 1998)

Provides for the breeding, identification and utilisation of genetically superior animals in order to improve the production and performance of animals

National Animal Production

Animals Protection Act, 1962 (Act No. 71 of 1962)

To consolidate and amend the law relating to the prevention of cruelty to animals

Concurrent Animal Production

Conservation of Agricultural Resources, 1983 (Act No. 43 of 1983)

Provides for control over the utilisation of the natural agricultural resources of the Republic in order to promote the conservation of the soil, water sources and vegetation and the combating of weeds and invader plants

Concurrent Land Use and Soil Management

Fencing Act, 1963 (Act No. 31 of 1963)

To consolidate the laws relating to fences and the fencing of farms and other holdings and matters incidental thereto

Concurrent

Local


Fertilizers, Farm Feeds Agricultural Remedies and Stock Remedies Act, 1947

(Act No. 36 of 1947)

Provides for the appointment of a Registrar of Fertilizers, Farm Feeds, Agricultural Remedies and Stock Remedies; the registration of fertilisers, farm feeds, agricultural remedies, stock remedies, sterilising plants and pest control operators; the regulation or prohibition of the importation, sale, acquisition, disposal or use of fertilisers, farm feeds, agricultural remedies and stock remedies and the designation of technical advisers and analysts

National Agricultural Inputs Control




Genetically Modified Organisms Act, 1997

(Act No. 15 of 1997)

Provides for measures to promote the responsible development, production, use and application of genetically modified organisms, to provide for an adequate level of protection during all activities involving genetically modified organisms that may have an adverse impact on the conservation and sustainable use of biological diversity, human and animal health

National Genetic Resources

Groot Constantia Trust Act, 1993 (Act No. 58 of 1993)

To make provision for the incorporation of the Groot Constantia Control Board as an association not for gain; for the transfer of the Groot Constantia Estate to the said association; and for matters connected therewith


KwaZulu Cane Growers’ Association Repeal Act, 2002 (Act No. 24 of 2002)

To repeal the KwaZulu Cane Growers’ Association Act, 1981 and to provide for matters connected therewith


Liquor Products Act, 1989

(Act No. 60 of 1989)

Provides for control over the sale and production for sale of certain alcoholic products, the composition and properties of such products and the use of certain particulars in connection with the sale of such products; for the establishment of schemes; and for control over the import and export of certain alcoholic products

Concurrent Food Safety and Quality Assurance

Marine Living Resources Act, 1998 (Act No. 18 of 1998)

Provides for the conservation of the marine ecosystem, the long-term sustainable utilisation of marine living resources and the orderly access to the exploitation, utilisation and protection of certain marine living resources; and for these purposes for the exercise of control over marine living resources in a fair and equitable manner to the benefit of all the citizens of South Africa

National, except for aquaculture

Fisheries

Marketing of Agricultural Products Act, 1996 (Act No. 47 of 1996)

Provides for the authorisation of the establishment and enforcement of regulatory measures to intervene in the marketing of agricultural products, including the introduction of levies on agricultural products; and to establish a National Agricultural Marketing Council

Concurrent Marketing




Meat Safety Act, 2000 (Act No. 40 of 2000)

Provides for measures to promote meat safety and the safety of animal products; to establish and maintain essential national standards in respect of abattoirs; to regulate the importation and exportation of meat; to establish meat safety schemes; and to provide for matters connected therewith

Concurrent

Provincial

Local

Veterinary Public Health

National Forests Act, 1998 (Act No. 84 of 1998)

Promote the sustainable management and development of forests for the benefit of all; create the conditions necessary to restructure forestry in state forests in relation to protection and sustainable use

National, except indigenous forests

Concurrent

Forestry

National Veld and Forest Fire Act, 1998 (Act No. 101 of 1998)

To combat veld, forest and mountain fires throughout the Republic

Concurrent

Local

Forestry

Onderstepoort Biological Products Incorporation Act, 1999 (Act No. 19 of 1999)

Provides for the establishment of a com-pany to manage the institution known as Onderstepoort Biological Products

National Animal Health

Performing Animals Protection Act, 1935 (Act No. 24 of 1935)

Provides for the regulation of the exhibition and training of performing animals and the use of dogs for safeguarding

Concurrent

Provincial

Local

Animal Production

Perishable Products Export Control Act, 1983 (Act No. 9 of 1983)

Provides for the control of perishable products intended for export from the Republic of South Africa

National Food Safety and Quality Assurance

Plant Breeders’ Rights Act, 1976

(Act No. 15 of 1976)

Provides for a system whereby plant breeders’ rights relating to varieties of certain kinds of plants may be granted and registered; for the requirements which have to be complied with for the granting of such rights; for the protection of such rights and the granting of licenses in respect of the exercise thereof

National Genetic Resources

Plant Improvement Act, 1976

(Act No. 53 of 1976)

Provides for the registration of premises from which the sale of certain plants or the cleansing, packing and sale of certain propagating material may be undertaken; prescribes the conditions subject to which such plants or propagating material may be sold for the purposes of cultivation

National Plant Production




Societies for the Prevention of Cruelty to Animals Act, 1993 (Act No. 169 of 1993)

Provides for control of societies for the prevention of cruelty to animals and for matters connected therewith

Concurrent

Provincial

Local

Animal Production

Subdivision of Agricultural Land Act,1970 (Act No. 70 of 1970)

Provides for the subdivision and, in connection therewith, the use of agricultural land

Concurrent

Provincial

Local


Veterinary and Para-veterinary Professions Act,1992 (Act No. 19 of 1992)

Provides for the establishment, powers and functions of the South African Veterinary Council

National (only in respect of the regulation of veterinary services)

Provincial (except the regulation of veterinary services)

Veterinary Public Health

3.3. Relevant court rulings

There was one court judgement and a few review applications relating to the Subdivision of Agricultural Land Act (SALA), 1970 (Act No. 70 of 1970). The impact of the judgement compels the delegate and Minister to produce concrete scientific and other evidence to substantiate decisions regarding subdivision. The Preservation and Development of Agricultural Land Bill (PDALB) is replacing the SALA.

3.4 National policy mandates

3.4.1. National Development Plan The strategic goals and associated objectives of the department, namely: Effective and efficient strategic leadership, governance and administration; enhance production, employment and economic growth in the sector; enabling environment for food security and sector transformation; and sustainable use of natural resources in the sector, are a response to achieving the NDP’s objectives and targets. The goals and associated objectives have been reviewed to address the priorities identified in the NDP.

To align with these priorities, objectives and targets, the department aims to continue providing comprehensive support to all categories of producers. The support will increase the number of people participating in different sector activities, and therefore, participating in the economy of the country. In rural areas, the focus will be on support to subsistence and smallholder producers in line with the expectations of the NDP, namely that a third of the food surplus should be produced from small-scale farmers or households. The department also aims to support targeted land reform beneficiaries as the NDP also supports the Land Reform objective. In contributing to the sustainable use of natural resources in the sector, the department will implement sustainable development programmes that ensure protection of biomes and endangered species, rehabilitation of degraded land and climate change mitigation and adaptation strategies.

The department also aims to contribute by implementing various strategies to improve production efficiencies for smallholder producers. These include organising smallholder producers into commodity-based organisations,


increasing their collective bargaining power in negotiations for production inputs and markets, as well as providing support and training to SMMEs. Implementation of the department’s transformation initiatives such as the AgriBEE Charter, Forestry Charter and allocation of commercial fishing rights, will facilitate and promote participation in the economy of the country. Three key programmes are aligned with the priorities, namely Fetsa Tlala aimed at massive production of stable foods on fallow land that has the potential for agricultural production; Ilima/Letsema aimed at supporting sustainable agriculture and promoting rural development for smallholder producers; and LandCare to address land degradation problems and encourage sustainable use of natural resources.

In addition to the above, the NDP also states that agriculture has the potential to create close to 1 million new jobs by 2030 through:

• Expanding irrigated agriculture—the 1,5 million ha under irrigation could be expanded by at least another500 000 ha to 2 million ha;

• Cultivating underused land in communal areas and land-reform projects for commercial production;

• Supporting commercial agricultural industries and regions with the highest growth and employment potential;

• Supporting upstream and downstream job creation;

• Finding creative opportunities for collaboration between commercial farmers, communal farmers andcomplementary industries;

• Developing strategies that give new entrants access to value chains and support.

3.4.2. New Growth Path

The New Growth Path (NGP) is a national policy which broadly aims to unblock private investment and job creation to address systematic blockages to employment-creating growth (Infrastructure, skills, regulatory framework, etc.). It focuses on productive sectors and pro-actively intends to support industries, activities and projects that will generate employment. The NGP has identified job drivers for growth, namely: Infrastructure, agricultural value chain, mining value chains, manufacturing, tourism and high level services, green economy, knowledge economy, social economy, public sector, rural development and African regional development. The NGP manages the job drivers for growth such as in mining, commercial agriculture and smallholders, higher industries, etc.

DAFF will capitalise on the above job drivers, specifically in areas relevant to the sector such as the agricultural value chains, rural development and African regional development. In the short to medium term the department will institutionalise the various value chain networks, which support labour absorbing activities to accelerate employment creation through agricultural smallholder schemes. In pursuance of job creation in agro-processing, the department has contributed to the implementation of inter-governmental agro-processing programmes. Through the implementation of an Agro-processing Policy the department will continue to facilitate access to appropriate agro-processing technology and mainstream markets.

As contribution to the African regional development, the department continues to implement South Africa’s foreign policy objectives, through the facilitation of Southern African Development Community (SADC) and African Union (AU) engagements, implementation of the South-South Cooperation Agreement with emphasis on BRICS. The International Relations Strategy is an instrument put in place to interact with various sector stakeholders at regional and international level in support of producers to access international markets.

3.4.3 Industrial Policy Action Plan

The Industrial Policy Action Plan (IPAP) takes place within the framework of continuous improvements and up-scaling of concrete industrial development interventions, as set out in the National Industrial Policy Framework (NIPF). IPAP seeks to scale-up key interventions over a rolling three-year period, with a 10-year outlook on desired economic outcomes. The NIPF has the following core objectives:

• To facilitate diversification beyond the economy’s current reliance on traditional commodities and non-tradable


services that require the promotion of value-addition, characterised, particularly by the movement into non-traditional tradable goods and services that compete in export markets and against imports;

• To ensure the long-term intensification of South Africa’s industrialisation process and movement towards aknowledge economy;

• To promote a labour-absorbing industrialisation path, with the emphasis on tradable labour-absorbing goodsand services and economic linkages that create employment;

• To promote industrialisation, characterised by the increased participation of historically disadvantaged peopleand marginalised regions in the industrial economy;

• To contribute towards industrial development in Africa with a strong emphasis on building the continent’sproductive capacity and secure regional economic integration.

The IPAP is framed by, and constitutes a key pillar of the NGP and has a particular role to play to make employment dynamic and ensure growth in the economy through its focus on value-adding sectors that embody a combination of relatively high employment and growth multipliers. Government interventions set out in the NGP, NDP Vision 2030 and other policy documents seek to ensure that critical steps in support of the restructuring of the economy are secured to set it on a more value-adding and labour-intensive growth path. The success of the IPAP depends fundamentally on working towards stronger coherence and mutual support between macro and microeconomic policies. Agro-processing is strongly linked to South and Southern Africa’s economic growth rate. The domestic market, therefore, represents an attractive prospect for the agro-processing sector in general. South Africa possesses competitive advantages in a number of fruit and beverage subsectors and if fully exploited would place the country among the top 10 export producers of high-value agricultural products. Products such as high quality wines, indigenous rooibos and honeybush tea, and certain fruit are highly sought after in export markets.

The decline in natural fish resources and growing demand creates opportunities for the farming of a range of fish species. South Africa has the potential to create significant numbers of jobs in meeting local demand for fish, for example, trout and international demand for abalone and mussels.

The small-scale milling sector appears to be viable with moderate assistance from government, and could play an important role in reducing the cost of basic food products, thereby alleviating poverty, and reducing hunger and contributing to a competitively priced milling and baking subsector.

3.4.4. Agricultural Policy Action Plan

The challenges facing the AFF sector are numerous: Rising input costs; an uneven international trade environment; lack of developmental infrastructure (rail, harbour, electricity); and a rapidly evolving policy and production environment. At the same time, transformation of the AFF sector has been slow and tentative. Based on this analysis of the various challenges within the AFF sector, the Agriculture, Forestry and Fisheries Strategic Framework (AFFStrat) was developed to outline appropriate responses to these challenges. The APAP seeks to translate these high-level responses offered in the AFFStrat, into tangible, concrete steps. The AFFStrat identifies four broad sector goals (equitable growth and competitiveness; equity and transformation; environmental sustainability; and governance) which translate into a comprehensive, abiding intervention framework that will be supported through iterations of APAP via short and medium term interventions targeting specific value chains (sectoral interventions) or transversal challenges (transversal interventions).


As illustrated in the following figure, APAP aligns itself to the NGP, NDP and the MTSF in respect of Outcomes 4, 7 and 10.

New Growth Path (NGP)Industrial Policy Action Plan

(IPAP)National Development Plan (NDP)

OUTCOME 4 - Decent employem-

ent through inclusice growth

OUTCOME 7 -Comprehensive rural

development and food security

OUTCOME 10 -Environ, assets & natu-ral resources protected

& enhanced

MTSF(2014 - 2019)

AgricultureProdictive Sector

Forum

Infrastr.Pres. Infrstrc. Co.

Comm (PICC)

Mining: (Mining Policy Action Plan)Manufacturing: (Industrial Policy Action

Plan, (IPAP)) Tourism and Green Economy

IGDP Policy FrameworkAgri Policy Action Plan (IPAP 5-year interactive plan)

SIP 11

For APAP to effectively speak to Outcomes 4, 7 and 10, and to the objectives set out in the NGP, NDP and IPAP, it needs to unlock the productive potential of agriculture, forestry and fisheries by considering the nature of their binding constraints, whether these be at the level of primary production, beneficiation, or marketing, or indeed a combination of these. However, different subsectors within agriculture, forestry and fisheries operate according to different dynamics and face distinct challenges, therefore there is a need to be selective as to which subsectors or value chains to focus on in the short and medium term, while also recognising that agricultural commodities, in particular, are often inter-related, in which case it is more helpful to speak of “integrated value chain”. Using the following general selection criteria, APAP focuses on a discrete number of value chains identified as strategic in meeting the objectives of the NGP, NDP and IPAP:

• Contribution to food security;

• Job creation;

• Value of production;

• Growth potential;

• Potential contribution to trade balance (including via export expansion and import substitution).

However, the first iteration of APAP is not offered as a fully comprehensive plan; rather, based on the model of the IPAP, it identifies an ambitious, but manageable number of focused actions, in anticipation of future APAP iterations that will take the process further. APAP is planned over a five-year period and will be updated on an annual basis.

3.4.5. Operation Phakisa on Agriculture, Rural Development and Land Reform

Operation Phakisa prioritised seven areas to address in a quest to unlock the potential of agriculture and rural economy. These include the value chains of grains, livestock and horticulture with a competitive potential on labour absorption and GDP contribution. Further areas of focus include cross cutting enablers of labour, producers support, rural development and land reform. The outputs of the Phakisa laboratory of solutions included 27 strategic initiatives agreed upon by participants from government, private sector and community based organisations. Detailed plans or three feet deep plans have been completed for most of the initiatives while others will be investigated further to deepen the plans. These 27 initiatives were organised into six fields of practice for implementation led by relevant line function units in various departments that include DAFF; DRDLR; the dti and the Department of Labour. Under the joint leadership of DAFF and DRDLR institutional arrangements that


include delivery units will be established with specific champions for the initiatives. The 27 strategic initiatives shall be implemented in phases considering the readiness and resource availability.

To bring smallholder irrigation schemes to full production would require coordination and integration of efforts. An Operation Phakisa workshop proposed the establishment of a Presidential War Room to unlock water for agriculture and fast track irrigation projects. DAFF will follow up on the process to ensure that decisions are planned for and implemented when the resources have been coordinated.

The implementation of Phakisa outcomes will ensure that the revitalisation of agriculture and agro-processing value chains is strengthened and accelerated.

3.5. Departmental policy frameworks

The department is currently implementing the policies, which have been tabled below:

3.5.1. Current policies

Table 8: DAFF’s current policies

NAME OF POLICY AIM/PURPOSE KEY IMPACT RESPONSIBILITY

National Policy on Extension and Advisory Services

To facilitate the establishment of effective and efficient extension and advisory services

Professional, accessible, reliable, relevant and accountable national extension and advisory services that is results oriented

Director: National Extension Reform

Pesticides Management Policy

To improve the legislative framework for protecting the health and the environment to promote economic growth and sector competitiveness

To ensure that farmers and other sectors affected have got access to agricultural inputs that are relatively safe to humans and the environment

Director: Agricultural Inputs Control

Plant Health (Phytosanitary) Policy

Aimed at ensuring that the national phytosanitary regulatory system operates in compliance with relevant international and national obligations

Better aligned phytosanitary system with national and international plant health responsibilities and obligations in the interest of safe and fair trade

Director: Plant Health

Plant Breeders’ Rights Policy

To stimulate economic growth by ensuring the availability of plant varieties for South African agriculture

Sustainable agricultural production by ensuring availability of appropriate plant varieties

Director: Genetic Resources



Small-scale Fisheries Policy

To introduce fundamental shifts in government’s approach to the small-scale fisheries sector

Transformation of the fisheries sector

Director: Small-scale Fisheries

Food and Nutrition Security Policy

To ensure the availability, accessibility and affordability of safe and nutritious food at national and household levels

Effective food assistance networks, improved nutrition education and alignment of investments in agriculture towards local economic development

Chief Director: Food Security

International Training Policy (2005)

To provide guidelines for the coordination and management of international training programmes

Capacity development

Director: Sector Education and Training

Experiential Training, Internship, Professional Development Policy (2004)

To provide guidelines for the implementation and management of the Experiential Training, Internship and Professional Development Programme

Capacity development.


DAFF External Bursary Scheme Policy (2004)

To provide guidelines for the implementation and management of the External Bursary Scheme

Capacity development


Marketing Policy To promote and facilitate an efficient and effective agricultural marketing system

Improved market access

Director: Marketing

Agro-processing Policy To support entry and growth of competitive, rural-based, small and medium-scale agro-processors in the local and global agricultural, forestry and fisheries value chains

Access to markets and finance, transfer of appropriate processing technology, competitiveness improvement and agro-processor skills and capacity building (Incubation)

Director: Agro-processing



Mafisa Credit Policy Framework

To guide the sector in the provision of production loans

At the institutional level—efficient and effective agricultural finance system and financial services that are more accessible, relevant and responsive to the market.

At the beneficiary level—ensure enterprise, entrepreneurial development; job creation and economic growth

Director: Development Finance Coordination

In the medium term, DAFF anticipates to develop and review policies in a number of important areas, including:

3.6. Planned policy initiatives

Table 9: DAFF’s planned policy initiatives

NAME AIM/PURPOSE KEY IMPACT RESPONSIBILITY

Animal Identification and Traceability Policy

The key objective is to establish an effective individual animal identification and full value chain traceability system in South Africa

The growing need for accurate livestock statistics and reliable information on herd health, the origin and movement of farm animals and guarantees on the safety of meat and other products

Director: Veterinary Public Health

Agricultural Insurance Policy Framework

To facilitate the development of an innovative, demand-orientated and economically sustainable insurance product against systemic climate perils for producers in the sector

Mitigation or protection for producers against unforeseen events, i.e. climatic perils, disease and pests

Director: Development Finance

National Research and Development Policy

To promote research and innovation in the agricultural, forestry and fisheries sector

Increased production efficiency, productivity, and competitiveness of the sector

Director: Policy Research Support

Policy for the Sustainable Management of Veld (range) and Forage Resources in South Africa

Provide a framework and guidelines that promote and facilitate the sustainable use of South Africa’s veld and forage resources for animal production

Natural resource management and animal production

Chief Director: Agricultural Production, Health and Food Safety


NAME AIM/PURPOSE KEY IMPACT RESPONSIBILITY

Crop Production Policy To position the plant production subsector to respond to emerging challenges, while at the same time increasing its contribution to food security, job creation, rural development, poverty alleviation and economic development

Increased productivity and profitability of the sector for all categories of producers

Director: Plant Production

Bio-safety Policy To establish common measures, requirements and criteria for risk assessments, environmental impact assessments and assessment of the socio-economic impact to ensure that GMOs are appropriate and do not present a hazard to the environment, human, animal or plant health

Sustainable agricultural production through safe and responsible use of technology

Director: Genetic Resources

4. OVERVIEW OF 2019/2020–2021/2022 BUDGET AND MTEF ESTIMATES

4.1. Expenditure estimates

PROGRAMME

REV

ISED

ES

TIM

ATE

AVER

AGE

GR

OW

TH

RAT

E (%

)

AVER

AGE:

EX

PEN

DIT

UR

E/

TOTA

L (%

)

MEDIUM-TERM EXPENDITURE ESTIMATE

AVERAGE GROWTH

RATE (%)

AVER

AGE:

EX

PEN

DIT

UR

E/

TOTA

L (%

)

(R’ MILLION) 2018/19 2015/16 - 2018/19 2019/20 2020/21 2021/22 2018/19 - 2021/22

Programme 1 951,7 8,8% 12,4% 935,7 942,4 1 001,1 1,7% 12,1%

Programme 2 2 364,5 3,3% 31,7% 2 642,5 2 741,2 2 885,2 6,9% 33,5%

Programme 3 2 037,8 2,0% 28,3% 2 237,0 2 331,7 2 515,7 7,3% 28,7%

Programme 4 273,9 5,4% 4,0% 290,9 309,1 327,4 6,1% 3,8%

Programme 5 1 617,1 21.3% 16,5% 1 039,1 1 045,6 1 109,9 -11,8% 15,2%

Programme 6 487,8 1,6% 7,0% 519,7 553,2 586.3 6,3% 6,8%

Total 7 732,8 6,5% 100,0% 7 664,9 7 923,2 8 425,6 2,9% 100,0%

Change to 2018 Budget estimate

63,6 109,9 119,9


ECONOMIC CLASSIFICATION

Current payments

3 165,3 7,6% 41,4% 3 250,8 3 374,9 3 537,0 4,3% 42,1%

Goods and services

987,8 8,4 12,4% 898,1 851,0 899,0 -3,1% 11,5%

Interest and rent on land

1,4 -2,2% 0,0% 1,5 1,6 1,7 5,2% 0,0%

Transfers and subsidies

4 430,6 6,3% 56,1% 4 283,5 4 429,9 4 713,1 2,1% 56,2%

Departmental agencies and accounts

1 336,0 5,5% 17,6% 1 545,4 1 633,2 1 705,4 8,5% 19,6%

Provinces and municipalities

2850,2 9,5% 34,6% 2 205,2 2 379,5 2 559,5 -3,5% 31,5%

Foreign government and international organisations

Public corporations and private enterprises

Non-profit institutions

38,5

173,8

0,6

5,9%

-18,0%

-72,3%

0,5%

2,7%

0,0%

39,7

466,4

0,4

41,9

347,1

0,4

44,2

374,3

0,4

4,7%

29,1

-10,1%

0,5%

4,3

0,0%

Households 31,6 58,5% 0,7% 26,4 27,8 29,3 -2,4% 0,4%

Payments for capital assets

136,9 -8,2% 2,4% 130,6 118,4 125,5 -2,9% 1,6%

Buildings and other fixed structures

54,6 3,9% 0,7% 66,2 61,4 65,3 6,1% 0,8%

Machinery and equipment

Biological assets

82,3

0,0

-13,7%

-55,3%

1,6%

0,0%

64,4

0,0

56,9

0,0

60,2

0.0

-9,9%

20,1%

0,8%

0,0%

Software and other intangible assets

0,1 – 0,1% – – – -100,0% 0,0%

Total 7 732,8 6,5 100,0% 7 664,9 7 923,2 8 425,6 2,9% 100,0%


4.2. Relating expenditure trends to strategic outcome oriented goals

Over the medium term, the department will focus on improving food security and safety; creating jobs; increasing the contribution of the agricultural, forestry and fisheries sectors to the GDP; and upgrading infrastructure. In its efforts to facilitate the RAAVC, the focus areas of the department are aligned with policies, strategies and interventions for the implementation of the Agriculture Policy Action Plan and Operation Phakisa.

4.3. Improving food security and safetyOver the medium term, the allocation for the Ilima/Letsema projects grant will be used to promote the Fetsa Tlala Food Production Initiative, which forms part of the National Policy on Food and Nutrition. Accordingly, the department plans to make R1,9 billion available through the grant to support 145 000 subsistence and smallholder producers over the MTEF period; and by 2030, as per the NDP, ensure that 1 million hectares are used to produce crops, including fruit and livestock, and provide superior breeding animals to targeted smallholder and subsistence farmers. In 2019/20, the department plans to finalise a register of farmers and agricultural statistics at a projected cost of R51 million. The project, which is conducted in collaboration with Statistics South Africa, is aimed at improving the accuracy of agricultural statistics, including information on smallholder farmers across South Africa.

One of the outcomes of Operation Phakisa is to provide support to 435 000 subsistence farmers over the medium term. This entails facilitating access to markets for targeted smallholder farmers, repairing

infrastructure damaged by floods, providing drought relief, and revitalising provincial colleges of agriculture. A projected R5,9 billion over the medium term is earmarked for these initiatives through the CASP Grant. This funding will also provide for the recruitment and training of extension officers to enhance their technical capacity/expertise to support farmers, and the placement of 1 000 unemployed agricultural graduates on commercial farms across South Africa over the period ahead.

Aquaculture is expected to contribute significantly to food production, with production in the sector expected to increase from 4 000 tons of fish in 2018/19 to 20 000 tons per year over the medium term. To derive the most value from South Africa’s coastal and inland aquaculture, a projected R138 million has been budgeted in the Aquaculture Subprogramme in the Fisheries Programme.

To increase animal health care services, a targeted 150 veterinary graduates are expected to be deployed to rural areas over the medium term as part of their compulsory community service. To this effect, R456 million is allocated over the same period in the Agricultural Production, Health and Food Safety Programme for the deployment of newly qualified veterinarians and other veterinarians registering for the first time with the South African Veterinary Council.

Informed by the APAP, animal improvement schemes are aimed at increasing the quality and yield of livestock. Over the medium term, the department plans to monitor two animal improvement schemes that produce commodities in prioritised value chains: The Kaonafatso ya Dikgomo National Animal Recording and Improvement Scheme, which focuses on beef production; and the Poultry Production Improvement Scheme. These monitoring activities are carried out in the Animal Production and Health Subprogramme in the Agricultural Production, Health and Food Safety Programme at an expected cost of R842,3 million over the MTEF period.

4.4. Creating decent jobs

The agricultural, forestry and fisheries sectors have undergone major structural changes driven, respectively, by drought, underinvestment and depleted stocks. In response to challenges in the agricultural sector, over the medium term, the department plans to promote sustainable land and soil management practices, prevent land degradation and desertification in rural areas. Accordingly, R260,5 million will be made available through the LandCare Programme Grant to rehabilitate 48 900 hectares of land and create a projected 2 400 full-time equivalent jobs over the period.


The Working for Forests Programme, which is part of the Expanded Public Works Programme, will focus on the revitalisation of state nurseries in QwaQwa (Free State), Rustplaas (Limpopo), Upington (Northern Cape), Bloemhof and Mahikeng (North West) and Wolseley (Western Cape). The programme was allocated R7,6 million over the medium term and is expected to create 315 full-time equivalent jobs. In an attempt to revive the forestry sector, the department plans to plant 5 175 hectares of state-owned forests over the medium term, creating an estimated 1 725 full-time equivalent jobs These activities, including those carried out in the Working for Forests Programme, are carried out in the Forestry Operations Subprogramme in the Forestry and Natural Resources Management Programme. The subprogramme is allocated R1,7 billion over the MTEF period.

To address the challenge facing fisheries, R264,4 million is expected to be transferred to the Marine Living Resource Fund as part of the Working for Fisheries Programme. The aim of the programme, which is also part of the broader Expanded Public Works Programme, is to alleviate poverty while empowering beneficiaries to partic-ipate in the mainstream fishing economy. Projects include conserving fish stocks; constructing and maintaining aquaculture production systems; and cleaning coastal areas. This investment is expected to result in the creation of 1 683 full-time equivalent jobs over the medium term.

4.5. Increasingthecontributionoftheagricultural,forestryandfisheriessectortotheGDP

The real value added by the agricultural sector expanded by 17,7% in 2017, the highest increase since 2008, contributing 0,4% to real GDP growth. This turnaround was brought about by the end of a prolonged drought in northern South Africa, which led to increases in crop yields with positive knock-on effects for other sectors. To capitalise on the increased production of field crops, the department plans to spend R330,5 million over the MTEF period in the Trade Promotion and Market Access Programme to facilitate greater exports to Africa, China and other parts of the world, mainly of apples, grapes, pears, wine, sugar, maize and fish.

To streamline the provision of agricultural finance, the department will transfer R150 million over the medium term to the Land and Agricultural Development Bank of South Africa. This transfer will enable the bank to offer blended finance (a combination of government grants and loans at cheaper rates) to emerging black farmers in the Black Producer Commercialisation Programme with the aim of creating a projected 450 black commercial farmers over the period ahead.

The South African Good Agricultural Practice Certification and Accreditation Programme is aimed at enabling market access and trade for black smallholder and commercial producers. To implement the certification and accreditation programme, R21,5 million is allocated in the Agro-processing and Marketing subprogramme in the Trade Promotion and Market Access Programme.

4.6. Upgrading infrastructure

The department’s planned infrastructure projects amount to an estimated R767,9 million over the medium term, mainly in the Agricultural Production, Health and Food Safety Programme; and the Food Security and Agrarian Reform Programme. Spending on these projects through these programmes includes: transfer payments to the Agricultural Research Council amounting to R400 million over the MTEF period for the construction and establish-ment of a foot-and-mouth disease vaccine production facility; R73,4 million for the erection of boundary fences to prevent the spread of foot-and-mouth disease in Kruger National Park; R65 million through the CASP Grant to repair infrastructure damaged by floods in Western Cape, Limpopo and Mpumalanga; R33,6 million for the drilling and fitting of boreholes in various provinces; R15 million for the upgrading of infrastructure at the Grootfontein Agricultural Development Institute in the Eastern Cape; and R10 million for the construction of water reservoirs in all province.

1.Part B: StrategicObjectives

1. Part B: Strategic Objectives


5. PROGRAMME1: ADMINISTRATIONPurpose: Provides strategic leadership, management and support services to the department.

The programme comprises the Ministry; Office of the Director-General; Financial Administration; Internal Audit; Corporate Services; Stakeholder Relations, Communication and Legal Services; and Policy, Planning, Monitoring and Evaluation.

5.1 Strategic objectives and annual targets for 2019/20 to 2021/22

STR

ATEG

IC O

BJEC

TIVE

STR

ATEG

IC O

BJEC

TIVE

IN

DIC

ATO

R

STR

ATEG

IC P

LAN

TAR

GET

(5

-YEA

R T

ARG

ET)

AUDITED/ACTUAL

ESTI

MAT

ED

PER

FOR

MAN

CE MEDIUM-TERM TARGETS

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

1.1 Ensure compli-ance with statutory require-ments and good gov-ernance practices

Good govern-ance and control systems strength-ened by 2019/20

Imple-mentation of the Risk-based Internal Audit Plan

– Risk-based Internal Audit Plan imple-mented

Annual Risk- based Internal Audit Plan has been implement-ed

Annual Risk-based Internal Audit Plan imple-mented

Annual Risk- based Internal Audit Plan imple-mented



1.2 Strengthen support, guidance and interre-lations with stakehold-ers

Support, guidance and interrela-tions with stake-holders improved in the sector by 2019/20

Implemen-tation of the Com-munication Strategy and Stake-holder En-gagement Strategy

– Commu-nication Strategy and Stake-holder Engage-ment Strategy imple-mented

Commu-nication Strategy was im-plemented through various targeted media plans with the ex-ception of one media plan

Stakeholder Engage-ment Strategy implement-ed through various intergovern-mental and stakeholder engage-ments

Commu-nication strategy and Stake-holder En-gagement Strategy imple-mented

Stake-holder En-gagement Strategy reviewed

Commu-nication Strategy and Stake-holder Engage-ment Strategy imple-mented

Commu-nication Strategy and Stake-holder Engage-ment Strategy imple-mented


STR

ATEG

IC O

BJEC

TIVE

STR

ATEG

IC O

BJEC

TIVE

IN

DIC

ATO

R

STR

ATEG

IC P

LAN

TAR

GET

(5

-YEA

R T

ARG

ET)

AUDITED/ACTUAL

ESTI

MAT

ED

PER

FOR

MAN


2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

1.3 Strengthen institutional mecha-nisms for integrated policy, planning, monitoring and evalu-ation in the sector

Sector integrated planning, monitor-ing and evaluation mech-anism strength-ened by 2019/20

Econom-ical and statistics information database for the sec-tor updated

– – Sector econom-ical and statistical information for the sector was updated

Report on sector economic and sta-tistical in-formation outlook

Report on sector economic and sta-tistical in-formation outlook

Report on sector econom-ic and statistical infor-mation outlook

Report on sector econom-ic and statistical informa-tion outlook


5.2. Programme performance indicators and annual targets for 2019/20 to 2021/22PR

OG

RAM

ME

PER

FOR

MAN

CE

IND

ICAT

OR

SAUDITED/ACTUAL

ESTI

MAT

ED

PER

FOR

MAN


2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

1.1.1 Efficient and effective risk man-agement

The Risk Management Plan was implemented as follows during the year under review:

The Risk Management Strategy was reviewed

DAFF Risk Communica-tion and Awareness Plans were completed

Risk Management Committee Charter was finalised and approved

Risk Man-agement Implementa-tion Plan was implemented as follows during the year under review:

• The RiskCommunica-tionand Aware-ness Plan wasreviewed

• Conductedthe project riskassessmentthe Strategic

• Risk Register17/18 wasreviewed

• The Risk

Management

Strategy 17/18 was reviewed

Fraud Preven-tion Plan was implemented as follows during the year under review

Developing the Fraud and Corruption Communica-tion

Plan reviewing the Whistle blowing

Procedures

Reviewing the Fraud Risk Register 17/18

Reviewing the Fraud

Risk Man-agement Implemen-tation plan has been imple-mented as follows during the year under review:

The Risk Communi-cation and Awareness Plan was reviewed

Project risk assess-ment was conducted

The stra-tegic risk register 2018/19 was reviewed

The Risk Man-agement Strategy 2018/19 was reviewed

Full im-plemen-tation of the Risk Man-agement Strategy

Full imple-mentation of the Risk Man-agement Strategy

Full imple-mentation of the Risk Man-agement Strategy

Full implemen-tation of the Risk Manage-ment Strategy


PRO

GR

AMM

E PE

RFO

RM

ANC

E IN

DIC

ATO

RS

AUDITED/ACTUAL

ESTI

MAT

ED

PER

FOR

MAN


2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

1.1.2 Risk-based Internal Audit Plan imple-mented

Three-year Internal Strategic Rolling Plan ap-proved by the Audit Com-mittee by 31/03/2014 (2015/16 plan)

Three-year Risk-based Internal Audit Rolling Plan was approved by the Audit Committee on 02 March 2017

Risk-based Annual Internal Audit Plan was approved by the Audit Committee on 02 March 2017

Annual Risk-based Internal Audit Plan has been implement-ed


Annual Risk-based Internal Audit Plan implement-ed

Annual Risk-based Internal Audit Plan implement-ed

Annual Risk-based Internal Audit Plan implemented

1.1.3 Business Continu-ity Plans reviewed

The DAFF Business Con-tinuity Plan was approved by EXCO on 25 January 2016

Business Continuity Plan (BCP) tested on one branch

The core direc-torates’ Business Continu-ity Plans (BCPs) were ap-proved by EXCO on 19 March 2018

(Crisis Manage-ment Plan was ap-proved by EXCO on 19 March 2018

Depart-mental Business Continu-ity Man-agement (BCM) Oper-ational Risk assessed

Testing of the DAFF’s core di-rectorates’ Business Continuity Plans

Revision of DAFF’s BCP as well as the indi-vidual core directorates’ Business Continuity Plans

Testing of the DAFF’s core directorates’ Business Conti-nuity Plans


PRO

GR

AMM

E PE

RFO

RM

ANC

E IN

DIC

ATO

RS

AUDITED/ACTUAL

ESTI

MAT

ED

PER

FOR

MAN


2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

1.1.4 ICT Disaster Recovery Plan (DRP) reviewed

– Report on ICT Disaster Recovery Plan (DRP) redun-dacy/failover test has been compiled

The reviewed DAFF ICT DRP was approved by the Act-ing DG on 19 January 2018

DAFF ICT DR site Imple-menta-tion done

Replication of hard ware and services to the DR site implement-ed

DAFF ICT DRP testing conducted


1.1.5 Informa-tion and Commu-nication Technol-ogy (ICT) Plan imple-mented

– – The ICT Plan (MSP) was com-pleted and approved by the Act-ing DG on 29 March 2018

MSP was compiled in accord-ance with Section 30 of Public Service Regula-tions (PSR) 2016

In the new PSR of 2016 issued in August 2017, the MSP is now called the ICT Plan

One prioritised ICT Plan project imple-mented

One prior-itised ICT Plan project implement-ed

One prior-itised ICT Plan project implement-ed

One prioritised ICT Plan project implemented


PRO

GR

AMM

E PE

RFO

RM

ANC

E IN

DIC

ATO

RS

AUDITED/ACTUAL

ESTI

MAT

ED

PER

FOR

MAN


2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

1.1.6 Number of Bills submit-ted to Minister

Submissions for three Bills namely the Liquor Products Bill, National Forests Amendment Bill and the National Veld and Forest Fire Amendment Bill were signed by the Minister for tabling at Cabinet The Agricultur-al Product Standards Amendment Bill—the submission was en route to the Minister on 4 January 2016 to obtain approval for the Acting DG to present the Bill to the ESEID Cluster

The following three Bills were submitted to the Minister for Cabinet approval: •AgriculturalProduceAgentsAmendmentBill of 2016

• National Veldand Forest FireAmendmentBill of 2016

• AgriculturalProductStandardsAmendment

BBill of 2016

The following 2 Bills were submitted to Minister for Cabinet approval:

Aquacul-ture De-velopment Bill, 2018

Agricultural Produce Agents Amend-ment Bill, 2018

2 (Feeds and Pet Food Bill and Fertilisers Bill)

2

(Marketing of Agri-cultural Products Amendment Bill;

Preservation and Devel-opment of Agricultural Land Bill)

– –

1.1.7 HRD Strategy imple-mented

– – 2017/18 DAFF Workplace Skills Plan (WSP) was developed and ap-proved by the Direc-tor-General (DG) on 25 April 2017 The WSP has been implement-ed for the year under review

2018/19 Work place Skills Plan approved by the DG and imple-mented

2019/20 Work place Skills Plan approved by the DG and imple-mented

2020/21 Work place skills plan approved by the DG and imple-mented

2021/22 Work place Skills Plan approved by the DG and implemented


PRO

GR

AMM

E PE

RFO

RM

ANC

E IN

DIC

ATO

RS

AUDITED/ACTUAL

ESTI

MAT

ED

PER

FOR

MAN


2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

1.1.8 Audit report on Annual Financial State-ments (AFS)

– – – – Unqualified audit report

on 2018/19 financial

statements

Unqualified audit report


statements

Unqualified audit report


statements

1.1.9 Percent-age of invoices paid within the 30 days

– – – – 80 % 80 % 80 %


PRO

GR

AMM

E PE

RFO

RM

ANC

E IN

DIC

ATO

RS

AUDITED/ACTUAL

ESTI

MAT

ED

PER

FOR

MAN


2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

1.2.1 Commu-nication

Strategy imple-mented

Media plans for the fol-lowing events were com-piled and implemented:

Budget Vote speech, 2015 and NCOP Budget Vote, Female Entre-preneur Awards, Arbor Week, Food Security Month media launch, World Food Day, APAP, IDAM, Marine Living Resource event, Imbizo Focus Week, Youth Out-reach Programme, Imbizo Focus Week held on 7 April 2015 in New Castle, KZN—Minister

09/04/15—Amampondo, EC—Minister

11/04/15 — Koukamma, EC—Minister

09/04/15—White River, MP :DM

12 April 2015 Ncera Farms, Minister and Deputy Minister

Outreach Programme on Xenophobic attacks was held on 27 April 2015—ZZ2, in Limpopo, Minister and on 30 April 2015 in Pongola, KZN Deputy Minister

Media plans were devel-oped and im-plemented for the following events: Budget Vote 2016, Africa Month and Operation Phakisa, Youth Month, Nelson Mandela Day, Female Entrepreneur Awards, World Food Day, and the Emergency Drought Relief allocation

Media plans were implement-ed for the following events: Nelson Mandela Day, Agris-tars, DAFF Female En-trepreneur Awards, Arbor Week, Media Launch-Food Security Month, World Food Day, National Marine Week, Internation-al Fisheries Day, National Assem-bly and National Council of Provinces Budget Votes, Youth Month and World Oceans Day

Media plans imple-mented

Media plans implement-ed

Media plans implement-ed

Media plans implemented


PRO

GR

AMM

E PE

RFO

RM

ANC

E IN

DIC

ATO

RS

AUDITED/ACTUAL

ESTI

MAT

ED

PER

FOR

MAN


2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

1.2.2 Stake-holder Engage-ment Strategy imple-mented and reviewed

23 functional institutional structures were coordi-nated

One out of four Minister’s Service Delivery Forums and round table discus-sions with academics took place

Structured key stakeholder and strategic engagements took place dur-ing the year

Stake-holder En-gagement Strategy implement-ed through various intergov-ernmental and stake-holders engage-ments

Stake-holder Engage-ment Strategy imple-mented

Stakeholder Engage-ment Strategy reviewed

Stakeholder Engage-ment Strategy im-plemented

Stakeholder Engagement Strategy imple-mented

Stakeholder Engage-ment Strategy (SES) imple-mented

1.3.1 Sector Infor-mation Man-agement System strength-ened

Weekly, monthly, quarterly and annual economic and statistical reports and publications compiled with economic baseline data for the sector

All publications were updated according-ly with the information loaded on the website for all to access

Econom-ical and statistical baseline information database was updat-ed through

weekly, monthly, quarterly and annual publica-tions

Report on sector econom-ic and statistical infor-mation outlook

Report on sector eco-nomic and statistical information outlook

Report on sector eco-nomic and statistical information outlook

Report on sec-tor economic and statistical information outlook

1.3.2 Number of project verifi-cation reports submit-ted to DEXCO

Project Assessment Report approved

Verification re-ports compiled with a total of 238 projects verified in addition to 5 agricultural colleges being visited

4 quarterly project verification reports were com-piled and approved by EXCO, with a total of 222 projects verified in all nine provinces

4 project verifi-cation reports submit-ted to EXCO

4 project verification reports submitted to DEXCO

4 project verification reports submitted to DEXCO

4 project verifi-cation reports submitted to DEXCO


PRO

GR

AMM

E PE

RFO

RM

ANC

E IN

DIC

ATO

RS

AUDITED/ACTUAL

ESTI

MAT

ED

PER

FOR

MAN


2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

1.3.3 Sector Re-search Agenda moni-tored

The implementation of four Service Level Agree-ments with the ARC are ongoing

Progress reports for the four are received period-ically and monitoring and evaluation reports are compiled

The fifth project: Living with American Foul Brood (AFB)—the department is awaiting the progress report from the ARC and Directorate: Inspection Services

The duration of the three SLAs is three years and two SLAs are for one year

Projects will run until 2017/18

Implementation and monitoring of the Re-search and Development Agenda is ongoing as it is a three-year programme, with 2015/16 being the first year

Monitoring to ensure that processes are in place to implement the R&D Agenda were finalised, which resulted in the analysis of 103 projects to identify the research agenda items that are currently covered by the projects and gaps that will inform the focus of the Research and Technology Fund for the next cycle

103 projects are being implemented by science councils, universities and research institutes to achieve the objectives of the R&D Agenda

The Re-search and Development Agenda was implemented through the Research and Technology Fund

An analy-sis of 103 projects was conducted to determine their linkage to priorities as set out in the R&D Agenda

In addition to the technical audits, eight RTF projects were also conducted

Six sectoralpolicies werereviewed andanalysed, witha consolidatedreport com-piledand submittedto EXCO

Sector Research

Agenda wasimplement-edthrough the RTFPro-gramme

Annual andMidterm reportdetailing implemen-tationof theSector ResearchAgenda wasdeveloped andapproved by thedepart-mentalexecutive committee

Sector Research Agenda moni-tored

Sector Research Agenda monitored

Sector Research Agenda monitored

Sector Re-search Agenda monitored


5.3 Quarterly targets for 2019/20PR

OG

RAM

ME

PER

FOR

MAN

CE

IND

ICAT

OR

REP

ORT

ING

PE

RIO

D

ANN

UAL

TA

RG

ET

QUARTERLY TARGETS

1st 2nd 3rd 4th

1.1.1 Efficient and effective risk management

Quarterly Full imple-mentation of Risk Management Strategy

Review the Risk Communication and Awareness Plan

Program risk register

Review the stra-tegic risk register 2020/21

Review the Risk Management Strategy 2020/21

1.1.2 Risk-based Internal Audit Plan implemented

Quarterly Annual Risk-based Internal Audit Plan implemented

2018/19 Q4 report approved by the Audit Committee




1.1.3 Business Continuity Plans reviewed

Quarterly Testing of the DAFF’s core directorates’ Business Continuity Plans

Individual core directorates’ Business Continuity Plans of Branch: Corporate Services and Branch: Economic Development, Trade and Marketing (EDTM) tested

Individual core directorates’ Business Continuity Plans of Branch: Chief Financial Officer (CFO) and Branch: Policy, Planning, Monitoring and Evaluation (PPME) tested

Individual core directorates’ Business Continuity Plans of Branch: Agricultural Production Health and Food Safety (APHFS) and Forestry and Natural Resources Management (FNRM) tested

Individual core directorates’ Business Continuity Plans of Branch: Food Security and Agrarian Reform (FSAR) and Branch: Fisheries Management (FM) tested

1.1.4 ICT Disaster Recovery Plan (DRP) reviewed

Quarterly Replication of hard ware and services to the DR site implemented

Exchange server replication at DR site

Heat server replication at DR site

Intranet server replication at DR site

Internal Domain Name System (DNS) replication at DR site

Assessment of the cyber security environment

Website server replication at DR site

External Domain Name System (DNS) replication at DR site

Replication at DR site

Identified critical file server replication

1.1.5 Information and Communication Technology (ICT) Plan implemented

Quarterly One prior-itised ICT Plan project implemented

(Invoice tracking system)

Business require-ment documenta-tion for the Invoice Tracking system

completed

Technical design speci f icat ion completed

Development of the software

Invoice tracking system de-ployed to test environment


PRO

GR

AMM

E PE

RFO

RM

ANC

E IN

DIC

ATO

R

REP

ORT

ING

PE

RIO

D

ANN

UAL

TA

RG

ET

QUARTERLY TARGETS

1st 2nd 3rd 4th

1.1.6 Number of Bills submitted to Minister

Annually 2

(Marketing of Agricultural Products Amendment Bill;

Preservation and Development of Agricultural Land Bill)

– – – 2

(Marketing of Agricultural Products Amendment Bill; Preservation and Development of Agricultural Land Bill)

1.1.7 HRD Strategy implemented

Quarterly 2019/20 Workplace Skills Plan approved by the DG and implemented

2019/20 Workplace Skills Plan developed and approved by the DG

Approved training quar-terly report submitted to PSETA

Approved training quarterly report submitted to PSETA

Approved training quarterly report submitted to PSETA

1.1.8 Audit Report for the financial year

Bi-annually Unqualified Audit Reporton 2018/19 financialstatements

Submit unau-dited 2018/19 Annual Financial Statementsto NationalTreasury (NT)and Auditor-General (AG) by 31 May 2019

Unqualified Audit Reporton 2018/19 financialstatements

– –

1.1.9 Percentage of invoices paid within the 30 days

Quarterly 80 % 80 % 80 % 80 % 80 %

1.2.1 Communication Strategy implemented

Quarterly Media plans implemented

Media plans implemented (NationalAssembly andNational Councilof Provinces Budget Votes, Youth Month/#YAFF, Imbizo week)

Media plans implemented(Nelson Mandela Day, Women’s SummitDAFF, Female Entrepreneur Awards,Arbor Week),media engagement


(Planting Season — Food Security Month, World Food Day, Imbizo Week, Extension Service Awards)


(Ministerial Back to School Programme; me-dia engagement)


PRO

GR

AMM

E PE

RFO

RM

ANC

E IN

DIC

ATO

R

REP

ORT

ING

PE

RIO

D

ANN

UAL

TA

RG

ET

QUARTERLY TARGETS

1st 2nd 3rd 4th

1.2.2 Stakeholder Engagement Strategy (SES) implemented and reviewed

Stakeholder Engagement Strategy reviewed

Annually – – – Stakeholder Engagement Strategy reviewed

Stakeholder Engagement Strategy (SES) implemented

Quarterly Stakeholder Engagement Strategy (SES) implemented

Structured stakeholder engagements coordinated



Key strategic intergovernmental engagements coordinated

Key strategic intergov-ernmental engagements coordinated



1.3.1 Sector Information Management System strengthened

Quarterly Report on Sector eco-nomic and statistical information outlook

Quarterly report on sector economic and statistical informa-tion submitted to Oversight

Quarterly re-port on sector

economic and statistical information submitted to Oversight

Quarterly report on sector economic and statistical infor-mation submitted to Oversight

Quarterly report on sector

economic and sta-tistical information

submitted to Oversight

1.3.2 Number of pro-ject verification reports submit-ted to DEXCO

Quarterly 4 project verification reports submitted to DEXCO

2018/19 annualreport on verifiedprojects submit-ted to DEXCO

2019/20 1st quarterly report on verifiedprojects submitted to DEXCO

2019/20 2nd quarterly reporton verifiedprojects submit-ted to DEXCO

2019/20 3rd quarterly reporton verifiedprojects submitted to DEXCO

1.3.3 Sector Research Agenda monitored

Quarterly Sector Research Agenda monitored

Progress report on the monitoring of the Sector Research Agenda

Annual reporton the monitoring of the Sector Research Agenda submitted to DEXCO

Progress report on the monitoring of the Sector Research Agenda

Progress report on the monitor-ing of the Sector Research Agenda


5.4 Reconciling performance targets with the budget and MTEF

PER SUBPROGRAMME 2019/20 2020/21 2021/22

R’000 R’000 R’000

Ministry 48 645 51 978 55 118

Department Management 31 206 33 420 35 527

Financial Administration 221 786 237 264 253 131

Internal Audit 11 250 12 039 12 794

Corporate Services 202 324 216 506 230 042

Stakeholder Relations, Communication and Legal Services 73 208 78 486 83 477

Policy, Planning, Monitoring and Evaluation 144 673 100 109 106 306

Office Accommodation 202 633 212 604 224 794

Total 942 406 1001 144

5.5 Expenditure estimates

AUD

ITED

OU

TCO

ME

ADJU

STED

AP

PRO

PRIA

TIO

N

AVER

AGE

GR

OW

TH

RAT

E (%

)

AVER

AGE:

EX

PEN

DIT

UR

E/TO

TAL

(%)

MED

IUM

-TER

M

EXPE

ND

ITU

RE

ES

TIM

ATE

AVER

AGE

GR

OW

THR

ATE

(%)

AVER

AGE:

EXPE

ND

ITU

RE/

TOTA

L (%

)

R THOUSAND 2015/16 2016/17 2017/18 2018/19 2015/16–2018/19 2019/20 2020/21 2021/22 2018/19–2021/22 Economic classification

Current pay-ments

763 966 806 798 793 478 921 359 6,4% 96,8% 908 391 913 579 970 225 1,7% 96,9%

Compensation of employees

380 503 409 639 440 353 464 912 6,9% 50,0% 501 704 539 461 574 528 7,3% 54,4%

Goods and services1

383 463 397 146 352 846 456 442 6,0% 46,0% 406 687 374 118 395 697 -4,6% 42,6%

of which:

Audit costs: External

Computer services

Consultants: Business and advisory services

Agency and support/outsourced services

9 942

9 818

27 319

2719

10 146

25 354

29 804

2 944

13 839

21 777

28 486

3695

13 424

26 573

21 377

85 387

10,5%

39,4%

-7,9

215,5%

1,4%

2,5%

3,2

2,8%

15 204

24 593

22 476

55 459

16 060

26 495

23 704

4610

16 944

27 922

25 037

4864

8,1%

1,7%

5,4%

-61,5%

1,6%

2,8%

2,4%

3,9

Property pay-ments

117 046 116 628 87 400 163 598 11,8% 14,3% 172 191 194 046 204 723 7,8% 19,2%

935 725


AUD

ITED

OU

TCO

ME

ADJU

STED

AP

PRO

PRIA

TIO

N

AVER

AGE

GR

OW

TH

RAT

E (%

)

AVER

AGE:

EX

PEN

DIT

UR

E/TO

TAL

(%)

MED

IUM

-TER

M

EXPE

ND

ITU

RE

ES

TIM

ATE

AVER

AGE

GR

OW

THR

ATE

(%)

AVER

AGE:

EXPE

ND

ITU

RE/

TOTA

L (%

)

R THOUSAND 2015/16 2016/17 2017/18 2018/19 2015/16–2018/19 2019/20 2020/21 2021/22 2018/19–2021/22 Economic classification


– 13 279 5 – – – – – –100,0% –

Transfers and subsidies1

3 369 4 582 4 155 2 983 -4,0% 4,0% 1 940 2 077 2 211 -9,5% 0,2%


62 9 – – -100,0% – – – – – –

Households 1 500 2 862 2 409 1213 -6,8% 0,2% – – – -100,0% –


18 145 17 056 30 196 27 321 14,6% 2,7% 25 394 26 750 28 708 1,7% 2,8%


16 2130 1459 34 28,6% 0,1% – – – -100,0% –

Payments for financial assets

322 49 170 – -100,0% – – – – – –

Total 785 802 828 485 827 999 951 663 6,6% 100,0% 935 725 942 406 1 001 144

1,7% 100,0%

Proportion of total pro-gramme

expenditure to vote expen-diture

12,3% 12,8% 12,3% 12,3% – – 12,2% 11,9% 11,9% – –

5.6. Risk management

RISKS DESCRIPTION MITIGATING FACTORS

Non-adherence to planning protocols and frameworks • Protocols and frameworks on planning

Limited useful and reliable non-financial information negatively affecting critical business decisions

• Quarterly performance review meetings

• Knowledge Bank System

DAFF reported negatively in media over issues in the agricultural sector • Communication Strategy

• Imbizos

• Service Delivery Forums

• Roundtable discussion academia

• Chief Executive Officer’s forums

• MINMEC and MINTECH


6. PROGRAMME 2: AGRICULTURAL PRODUCTION, HEALTH AND FOOD SAFETYPurpose: Manage the risks associated with animal diseases, plant pests and genetically modified organisms. Register products used in agriculture. Promote food safety. Create an enabling environment for increased and sustainable agricultural production.

The programme comprises the following subprogrammes: Management: Oversees and manages the programme; Inspection and Laboratory Service: Provides leardership, guidance and support in ensuring compliance with agricultural legislation and frameworks; and oversees the effective implementation of risk management strategies and plans for regulated agricultural product; Plant Production and Health: Focuses on increasing agricultural productivity with emphasis on a sustainable plant production system; the efficient use of genetic resources for food and agriculture; and the management of risks associated with plant pests and diseases, and genetically modified organisms; Animal Production and Health: Improves livestock production, and the health and safety of animal products. This entails implementing strategies, projects and programmes for animal production, health and public health that are founded on effective animal health and production management principles, an informed extension service, and the sustainable management of natural resources; Agriculture Research: Manages monthly transfers to the Agricultural Research Council.

6.1. Strategic objective annual targets for 2019/20 to 2021/22

STR

ATEG

IC

OBJ

ECTI

VE

STR

ATEG

IC

OBJ

ECTI

VE

IND

ICAT

OR

STR

ATEG

IC P

LAN

TA

RG

ET (5

YEA

R

TAR

GET

)

AUD

ITED

/AC

TUAL

ESTI

MAT

ED

PER

FOR

MAN

CE

MED

IUM

-TER

M

TAR

GET

S

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

2.1 Ensure increased produc-tion and produc-tivity in prioritised areas as well as value chains

Number of improve-ment schemes for priori-tised value chain com-modities monitored to increase produc-tion and productivity

4

improvement schemes for prioritised value chain commodities monitored annually

2

animal improve-ment schemes were mon-itored and an annual report was compiled

4 2 plant im-provement schemes were implement-ed and a report on seed crops and seed potato schemes has been compiled

2 animal improve-mentschemes were implement-ed and a report on

Kaonafatso yaDikgomo andPoultry has been compiled

4 4 4 4


STR

ATEG

IC

OBJ

ECTI

VE

STR

ATEG

IC

OBJ

ECTI

VE

IND

ICAT

OR

STR

ATEG

IC P

LAN

TA

RG

ET (5

YEA

R

TAR

GET

)

AUD

ITED

/AC

TUAL

ESTI

MAT

ED

PER

FOR

MAN

CE

MED

IUM

-TER

M

TAR

GET

S

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

2.2 Effective manage-ment of bio-secu-rity and related sector risks

Number of plant pest risk andanimaldisease risksurveillanc-esconducted to reduce bio-security and related sector risks

Three plant pest risk andanimaldisease risksurveillancesconducted annually

– 2 animal disease and 1 plant pest (FMD, PPR and exotic fruit fly) risk surveil-lances were conducted and re-ports were compiled

2 animal disease risk surveillanc-es were conducted (FMD and PPR) and an annual report compiled

1 plant pest risk surveil-lance was conducted and annual report on exotic fruit fly has been compiled

Conduct two animaldisease and one plant pest risk sur-veillances



Conduct two animaldisease and one plant pest risk surveil-lances


STR

ATEG

IC

OBJ

ECTI

VE

STR

ATEG

IC

OBJ

ECTI

VE

IND

ICAT

OR

STR

ATEG

IC P

LAN

TA

RG

ET (5

YEA

R

TAR

GET

)

AUD

ITED

/AC

TUAL

ESTI

MAT

ED

PER

FOR

MAN

CE

MED

IUM

-TER

M

TAR

GET

S

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

4.1 Ensure the con-servation, protec-tion, rehabilita-tion and recovery of deplet-ed and degraded natural resources

Diversity of genetic re-sources for agriculture conserved

Conservation Plan for Diversity of Plant and Animal Genetic Resources implemented

– National Plan For Conserva-tion and Sustain-able use of Plant Genetic Resources was devel-oped and ap-proved by EXCO

National con-serva¬tion of animals through the estab-lish-ment of National Plan For Conserva-tion and Sustain-able use of Plant Genetic Resources was devel-oped and ap-proved by EXCO

National con-serva¬tion of animals through the estab-lish-ment of FAnGR communi-ty-based conser-vation or-ganisa-tion and da-tabase for in-dig-enous goats in Limpopo has been imple-mented

National plans to conserve diversity of animal and plant genetic resources were im-plemented through conserva-tion of two targeted taxa ex situ and

the pro-motion of indigenous breeds

Implement national plans to conserve diversity of animal and plant genetic resources




6.2. Programme performance indicators and annual targets for 2019/20 to 2021/22

PROGRAMME PERFORMANCE INDICATORS

AUDITED/ACTUAL

ESTI

MAT

ED

PER

FOR

MAN


2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

2.1.1 Number of animal improvement

schemes for prioritised value chain commodities implemented

2 animal im-provement schemes were mon-itored and an annual report was compiled

2 animal improvement schemes (Kaonafatso

ya Dikgomo and

poultry) were monitored and an annu-al report was compiled

2 animal improvement

schemes were imple-mented and a report on

Kaonafatso ya

Dikgomo and

poultry has been compiled

Report on animal im-provement schemes (Kaonafatso ya Dikgomo and poultry) implemented

2 animal im-provement schemes (Kaonafatso ya Dikgomo and poultry) implement-ed

2 animal improvement schemes (Kaonafatso ya Dikgomo and poultry) implemented

2 animal improvement schemes (Kaonafatso ya Dikgomo and poultry) implemented

2.1.2 Number of plant improvement schemes for prioritised value chain commodities monitored

2 plant im-provement schemes monitored and a report on the sta-tus of seed and fruit schemes was compiled

2 plant improvement schemes were mon-itored and final report on the status of

the seed and deciduous fruit

schemes has been compiled

2 plant im-provement schemes were im-plemented and a report on seed crops and seed potato schemes has been compiled

2 plant im-provement schemes (seed crops and seed potato) implemented

Monitor the quality of propagating material for two plant improve-ment schemes (seed and fruit crops)

Monitor the quality of propagating material for two plant improvement schemes (seed and fruit crops)

Monitor the quality of prop-agating materi-al for two plant improvement schemes (seed and fruit crops)



AUDITED/ACTUAL

ESTI

MAT

ED

PER

FOR

MAN


2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

2.2.1 Number of planned animal disease risk surveillances conducted

Surveillance was con-ducted on two animal diseases, namely PPR and AI. Reports on two animal diseases have been compiled and cover the detec-tion and reaction to outbreaks of animal diseases and pests

Surveillance was con-ducted on two animal diseases, namely Foot and Mouth Disease (FMD) and Pestes des Petits Ruminants (PPR). An annual report on 2 animal disease risk surveillance has been compiled

2 animal disease risk surveillance were con-ducted (FMD and PPR) and an an-nual report has been compiled

2 animal

diseases risk

surveillances

conducted

(FMD-protection zone and Peste

des Petits

Ruminants)

2 animal

diseases risk

surveillances

conducted


des Petits

Ruminants)

2 animal

diseases risk

surveillances

conducted


des Petits

Ruminants)

2 animal

diseases risk

surveillances

conducted


des Petits

Ruminants)

2.2.2 Number of planned plant pest risk surveillances conducted

1 plant disease and pest risk surveillance conducted and an an-nual report on one plant disease and pest risk was compiled

1 plant pest risk surveil-lance was conducted and an annual report on exotic fruit fly risk surveillance has been compiled

1 plant pest

risk surveillance

was

conducted

and an annual

report

on exotic fruit

fly has been

compiled

1 plant

pest surveillance

conducted

(Exotic fruit fly)

1 plant

pest surveillance

conducted

(Exotic fruit fly)

1 plant

pest surveillance

conducted

(Exotic fruit fly)

1 plant

pest surveillance

conducted

(Exotic fruit fly)



AUDITED/ACTUAL

ESTI

MAT

ED

PER

FOR

MAN


2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

2.2.3 Number of export protocols for phy-tosanitary require-ments implemented

4 regulatory interven-tions have been imple-mented and an annual report on regulatory interven-tions was compiled

Annual report on implemen-tation of 4 regulatory interventions (quarantine inspections,

surveillance

and testing) has been compiled

4 regulatory Interventions (quarantine inspections, surveillance and testing) were imple-mented and an annual report has been compiled

4 regulatory compli-ance and monitoring interventions implemented

(Quarantine, inspections, surveillance and testing)

27 export protocols for phy-tosanitary require-ments im-plemented

27 export protocols for phytosanitary requirements implemented


2.2.4 Veterinary Strategy implemented

The veterinary Strategy was devel-oped after extensive consulta-tions with stakehold-ers. The strategy was ap-proved by the EXCO.

A legal framework for the Veterinary Strategy has been developed

A policy on animal iden-tification and traceability has been devel-oped and approved by DEXCO on the 26 March 2018

A legislative framework for animal identifica-tion and traceability developed

Brucelosis Policy to support the implemen-tation of veterinary strategy developed

Brucelosis Policy to support the implementa-tion of veteri-nary strategy implemented

Brucelosis Policy to support the implementa-tion of veteri-nary strategy implemented

2.2.5 Number of Compulsory Community Service (CCS) veterinarians deployed

126 veteri-nary grad-uates were deployed to rural communities

127 veteri-nary grad-uates were deployed to re-source-poor communities

124 CCS veterinarians deployed

150 Compulsory Community Service (CCS) veterinarians deployed

189 Compulsory Community Service (CCS) vet-erinarians deployed





AUDITED/ACTUAL

ESTI

MAT

ED

PER

FOR

MAN


2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

4.1.1 Number of targeted taxa conserved ex situ

National plan for the conserva-tion and sustainable

use of farm animal genetic

resourc-es was approved

by DEXCO

National plan for the conservation and sustain-able use of plant genetic resources was devel-oped and approved by

DEXCO

2 targeted

taxa ex situ

have been

conserved

2 target-ed taxa conserved ex situ (Bambara, calabash gourd)

2 target-ed taxa conserved ex situ (pearl millet, sorghum)

2 targeted taxa con-served ex situ (amaranthus, curcubit)

2 targeted taxa conserved ex situ (amaran-thus, curcubit)

6.3. Quarterly targets for 2019/20

PROGRAMME PERFORMANCE INDICATOR

REPORTING PERIOD

ANNUAL TARGET

QUARTERLY TARGETS

1ST 2ND 3RD 4TH

2.1.1 Number of animal improvement

schemes for prioritised value chain commodi-ties implemented

Quarterly 2 animal improvement schemes (Kaonafatso ya Dikgomo and poultry) implemented

Mobilisation of farmers and data collec-tion for KyD and poultry schemes



Final Report on two animal improvement schemes (KyD and poultry schemes)

2.1.2 Number of plant improvement schemes for prioritised value chain commodities monitored

Quarterly Monitor the quali-ty of propagating material for two plant improve-ment schemes (seed and fruit crops)

Quarterly report on monitoring of seed crops and fruit schemes

Quarterly report on moni-toring of seed crops and fruit crops

Quarterly report on monitoring of seed crops and fruit crops

Final report on monitoring of seed crops and fruit crops



REPORTING PERIOD

ANNUAL TARGET

QUARTERLY TARGETS

1ST 2ND 3RD 4TH

2.2.1 Number of planned animal risk surveillanc-es conducted

Quarterly 2 animal

diseases risk

surveillances

conducted


des Petits

Ruminants)

–

Manage surveillance actions, verify and an-alyse collected information

Manage surveil-lance actions, verify and an-alyse collected information

Report on animal disease surveillances conducted

2.2.2 Number of planned plant pest risk surveil-lances conducted

Quarterly 1 plant pest risk surveillance con-ducted (exotic fruit fly)

Document and analyse surveil-lance results



Document and analyse surveillance results and report on 1 plant pest risk surveillance conducted

2.2.3 Number of export pro-tocols for phytosan-itary requirements implemented

Quarterly 27 export protocols for phytosanitary requirements implemented




5 protocols for phy-tosanitary requirements implemented

2.2.4 Veterinary Strategy implemented

Quarterly Brucelosis Policy to support the implementa-tion of veteri-nary Strategy developed

First draft of Brucelosis Policy

Stakeholder consultations

Final draft with stakeholder inputs

Brucelosis Policy approved by the Chief Director: Animal Production and Health

2.2.5 Number of Compulsory Community Service (CCS) veterinarians deployed

Quarterly 189 Compulsory Community Service (CCS) veterinarians deployed

Receive appli-cation form for 2020/21 CCS placement

Notification to applicants on approved placements

– Deployment of 189 CCS veterinarians for 2019/20 financial year

4.1.1 Number of targeted taxa conserved ex situ

Quarterly 2 targeted taxa conserved ex situ (pearl millet, sorghum)

Vegetative characters character-ised and documented

Seed charac-terised and documented

Accessions processed

2 targeted taxa con-served ex situ (pearl millet, sorghum)


6.4 Reconciling performance targets with the budget and MTEF


R’000 R’000 R’000

Management 3,243 3,473 3,692

Inspection and Laboratory Services 472,573 442,773 471,971

Plant Production and Health 680 972 7219 955 764 074

Animal Production and Health 261 985 281,157 299, 124

Agricultural Research 1 223 706 1 293 873 1 347 336

2 642 479 2 741 235 2 885 197


AUDITED OUTCOME AD

JUST

ED

APPR

OPR

IATI

ON

AVER

AGE

G

RO

WTH

RAT

E (%

)

AVER

AGE:

EXP

END

ITU

RE/

TO

TAL

(%)

MEDIUM-TERM EXPENDITURE ESTIMATE AV

ERAG

E G

RO

WTH

RAT

E (%

)

AVER

AGE:

EXP

END

ITU

RE/

TOTA

L (%

)

R THOUSAND 2015/16 2016/17 2017/18 2018/19 2015/16–2018/19 2019/20 2020/21 2021/22 2018/19–2021/22


Current payments

519 016 596 453 664 945 749 651 13,0% 29,2% 812 922 829 320 882 138 5,6% 30,8%

Compen-sation of employees

444 404 537 318 588 379 630 688 12,4% 25,4% 679 629 725 229 772 370 7,0% 26,4%

Goods and services1

74 612 59 135 76 566 118 963 16,8% 3,8% 133 293 104 091 109 768 -2,6% 4,4%

of which:

Communica-tions

Computer Services

4026

228

3578

456

3695

290

4586

24 675

4,4%

376,5%

0,2%

0,3

7002

25 016

5624

26 392

5833

27 844

8,3%

4,1%

0,2%

1,0%

Consultants: Business and advisory services

10 465 13 675 15 166 16 596 16,6 0,6% 16 596 15 899 15 936 -1,3 0,6%

Fleet servic-es (including government motor trans-port)

7974 6122 7492 10 563 9,8% 0,4% 15 359 5146 5428 -19,9% 0,3%

Consuma-bles: Station-ery, printing and office supplies

2299 2401 2761 5 381 32,8% 0,1% 7389 4182 4413 -6,4% 0,2%


AUDITED OUTCOME AD

JUST

ED

APPR

OPR

IATI

ON

AVER

AGE

G

RO

WTH

RAT

E (%

)

AVER

AGE:

EXP

END

ITU

RE/

TO

TAL

(%)


ERAG

E G

RO

WTH

RAT

E (%

)

AVER

AGE:

EXP

END

ITU

RE/

TOTA

L (%

)

R THOUSAND 2015/16 2016/17 2017/18 2018/19 2015/16–2018/19 2019/20 2020/21 2021/22 2018/19–2021/22


Transfers and subsi-dies1

Provinces and Munici-palities

1 541 296

466 889

1 306 078

491 548

1 538 542

522 344

1 585 164

552 498

0,9%

5,8%

68,9%

23,5%

1 807 404

583 366

1 909 661

615 451

2 000 680

652 994

8,1%

5,7%

68,7%

22,6%

Departmen-tal agen-cies and accounts

Public corporations and

private enter-prises

804 133

268 407

813 189

27

974 783

19

1 031 329

-100,0%

8,6% 41,8%

3,1%

1 223 948

–

1 294 115

–

1 347 586

–

9,3%

–

46,1%

–

Households 1867 1314 41 396 1337 -10,5% 0,5% 90 95 100 –57,9% –

Payments for capital as-sets

82 355 24 411 26 910 29 664 -28,8% 1,9% 22 153 2 254 2379 -56,9% 0,5%

Total 2 143 017 1 927 031 2 230 660 2 364 479 – – 2 642 479 2 741 235 2 885 197 – 100%


expenditure to vote ex-penditure

33,5% 29,7% 33,2% 30,6% – – 34,5% 34,6% 34,2% – –


6.6 Risk management

RISKS DESCRIPTION MITIGATING FACTORS

Existing and emerging plant and animal pests/diseases • Regular surveillance systems

• Agricultural Pest Act,1983

• Plant Improvement Act,1983

• Genetically Modified Organisms Act,1997

• Animal Deceases Act,1984

• Meat Safety Act, 2000

Infringements on intellectual property rights • Legislation is in place which requires that product safety, effectiveness andquality are assessed before product are sold and used

• Experts both within and outside the department are available to conductassessment of agro-chemicals prior to registration

• Compliance and enforcement measures are in place

Limited implementation of animal improvement schemes • An arrangement exists that the ARC helps in implementing these schemes as they have the ability to measure improvements

7. PROGRAMME 3: FOOD SECURITY AND AGRARIAN REFORMPurpose: Facilitate and promote food security and agrarian reform programmes and initiatives. The programme comprises the following subprogrammes:

• Management: Oversees and manages the programme.

• Food Security: Provides national frameworks to promote the Sustainable Household Food SecurityProgramme by improving the production systems of subsistence and smallholder producers in the agriculture,forestry and fisheries sectors; and facilitates the provision of production inputs, tools and infrastructure support.

• Sector Capacity Development: Provides education and training to promote the transformation ofcolleges of agriculture into centres of excellence. This is achieved by implementing the Agriculture, Forestryand Fisheries National Education and Training Strategy; promoting the development of agriculture traininginstitutes as centres of excellence; and implementing a coordinated plan to track sector transformation in linewith government objectives.

• National Extension Support Services: Develops and coordinates the implementation of national extensionpolicies, and norms and standards on the transfer of technology. This sub programme also provides strategicleadership and guidance for the planning, coordination and implementation of extension and advisory servicesin the sector.


7.1. Strategic objective and annual targets for 2019/20 to 2021/22

STR

ATEG

IC

OBJ

ECTI

VES

STR

ATEG

IC

OBJ

ECTI

VE

IND

ICAT

OR

STRATEGIC PLAN

TARGET (5-YEAR TARGET)

AUDITED/ACTUAL

ESTI

MAT

ED

PER

FOR

MAN


2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

3.1 Lead and co-ordinate government food securi-ty initiatives

National Food and Nutrition Security Committee coordinated

National food and nutri-tion security interventions coordinated

– A total of 19 791 house-holds have benefit-ed from food pro-duction initiatives (Fenc-ing, garden tools, training on veg-etable produc-tion and seeds packs) in all

9 prov-inces

National Food and Nutritional Security Commit-tee was launched on 7 June 2017

Three meet-ings were subsequent-ly held as follows:

30 August 2017

30 Novem-ber 2017

08 March 2018

Food and nutrition security interven-tions co-ordinated

Food and nutrition security inter-ventions coordi-nated

Food and nutrition security inter-ventions coordi-nated

Food and nutrition security interven-tions co-ordinated


STR

ATEG

IC

OBJ

ECTI

VES

STR

ATEG

IC

OBJ

ECTI

VE

IND

ICAT

OR

STRATEGIC PLAN


AUDITED/ACTUAL

ESTI

MAT

ED

PER

FOR

MAN


2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

3.2 Enhance capacity for efficient delivery in the sector

Improved delivery capacity in the sector

Implement sector capacity development policies

National Educa-tion and Training Strategy for Agri-culture, Forestry and Fisheries (NET-SAFF) imple-men-tation forum estab-lished

30 grad-uates were placed to com-modity organi-sations aligned to APAP

National Education and Training Strategy for Agriculture, Forestry and Fisher-ies(NET-SAFF) was implemented through the following:

Placement of two hundred and fifty-five (255)

graduates? in various stations for their training

Implemen-tation of Na-tional Policy on Extension and Advisory Services

Compilation of the annual review report on the deployment of extension support practitioner to commod-ity organisa-tions

Implement National Educa-tion and Training Strategy for Agri-culture, Forestry and Fisheries (NETSAFF)

Imple-ment National Educa-tion and Training Strategy for Agri-culture, Forestry and Fisheries (NET-SAFF)




STR

ATEG

IC

OBJ

ECTI

VES

STR

ATEG

IC

OBJ

ECTI

VE

IND

ICAT

OR

STRATEGIC PLAN


AUDITED/ACTUAL

ESTI

MAT

ED

PER

FOR

MAN


2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

3.3 Strengthen p l a n n i n g , implemen-tation and monitoring of Com-prehensive S u p p o r t Programmes

National Policy on Compre-hensive Producers Devel-opment Support coordinated

Implement Na-tional Policy on C o m p re h e n -sive Producer Deve lopment Support

– Policy on

Compre-hensive

Produc-er

Devel-opment Support

has been ap-proved

by EXCO on 27

March 2017

The draft National Policy on Comprehen-sive Produc-er Devel-opment Support was developed and has been recom-mended by the intergov-ernmental structures; MINTECH , MINMEC and DGs Cluster

Develop National Policy on Compre-hensive Producer Devel-opment Support

Develop-National Policy on Compre-hensive Producer Devel-opment Support

Imple-ment National Policy on Compre-hensive Producer Devel-opment Support

Imple-ment National Policy on Compre-hensive Producer Devel-opment Support




AUDITED/ACTUAL ESTIMATED PERFORMANCE

MEDIUM-TERM TARGETS

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

3.1.1 Number of reports on national food and Nutrition security interventions developed

– – 4 quarterly review reports on national Food and nutritional security interventions coordinated were compiled

4 reports on national food and nutrition security interventions

developed

4 reports on national food and nutrition security interven-tions

devel-oped


devel-oped


devel-oped

3.1.2 Food and nutrition security baseline assessments conducted in provinces

– – – Food and nutrition security baseline assessments conduct-ed in six provinces (NW,LP,MP,KZN,FS,GP)

National survey on food nutrition and security conduct-ed

National survey on food nutrition and security conduct-ed

Report on state of food security in the country devel-oped

3.2.1 Graduates placed in agriculture, forestry and fisheries sector for capacity development monitored

– 30 gradu-ates were placed to commodity organisation aligned to APAP

255 graduates were placed as follows: Agricul-ture: 87, Forest-ry:30,Fisherie:40, industrial place-ment:47, Young Professional Development Programme:25 and PPECB:26

255 graduates placed Status report on grad-uates placed compiled

255 grad-uates placed


3.2.2 Provincial placement of graduates coor-dinated

– – – – Status report on 1000 grad-uates placed by prov-inces


Status report on 1000 grad-uates placed by provinces




MEDIUM-TERM TARGETS

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

3.2.3 National Policy on

Extension

and

Advisory

Services imple-mented

The National Policy on Exten-sion and Advisory Service was facil-itated for approval through various intergov-ernmental process-es

The policy and its implemen-tation plan were ap-proved by Cabinet on 19 October 2016

The National Policy on Extension and Advisory Services was implemented through the hosting of the Provincial Extension Co-ordinating Forum in each of the following provinces: NW, FS, GP, EC and NC

5 year status report on National Policy on

Extension

and

Advisory Services

Annual report on the im-plemen-tation of National Policy on

Exten-sion

and

Advisory Services devel-oped


Exten-sion

and



Extension

and


3.2.4 Deployment of extension support practitioners to commodity organi-sations monitored

– 20 ex-tension support practitioners have been deployed by KZN (11) and the Western Cape (9) provinces

Annual review report on the deployment of extension practitioners to commodity or-ganisations was compiled

The report reflects an achievement of 61(KZN: 28, MP: 14, WC: 01, FS: 03 and EC: 15) extension practi-tioners deployed against a target of 20 indicated as consolidated provincial figure

Annual report on the deployment of exten-sion support practi-tioners to commodity organisations

Annual report on the deploy-ment of extension support practi-tioners to com-modity organi-sations devel-oped

Annual report on the deploy-ment of exten-sion support practi-tioners to com-modity organi-sations devel-oped

Annual report on the deploy-ment of extension support practi-tioners to com-modity organisa-tions de-veloped




MEDIUM-TERM TARGETS

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

3.3.1 National Policy on Comprehensive Producer Devel-opment Support implemented

The Policy on Compre-hensive Producer Develop-ment has been de-veloped

National Policy on Compre-hensive Producer Devel-opment Support has been approved by EXCO on 27 March 2017

The National Policy on Comprehensive Producer Development Support has been recommended by the intergovernmental structures; MINTECH, MINMEC and DGs Cluster to be tabled to Cabinet

National Policy on Comprehensive Producer development Support tabled at Cabinet

National Policy on Compre-hensive Producer Devel-opment Support tabled at Cabinet

Draft Bill on National Policy on Compre-hensive Producer Devel-opment Support devel-oped

Consul-tation of the draft Bill

3.3.2 Black Commercial-isation Programme implemented

– – – Annual progress

report

on Black Commercialisation

Programme

approved by EXCO

Annual progress report on black pro-ducers commer-cialised approved



7.3 Quarterly targets for 2019/20


REPORTING PERIOD

ANNUAL TARGET

QUARTERLY TARGETS

1ST 2ND 3RD 4TH

3.1.1 Number of reports on national food and nutrition security interventions developed

Quarterly 4 reports on national food and nutrition security interventions developed

Quarterly report on national food and nutrition security interventions developed




3.1.2 Food and nutrition security baseline assessments conducted in provinces

Annually National survey on food nutrition and security conducted

– – – National survey on food nutrition and security conducted



REPORTING PERIOD

ANNUAL TARGET

QUARTERLY TARGETS

1ST 2ND 3RD 4TH

3.2.1 Graduates placed in agriculture, forestry and fisheries sector for capacity devel-opment monitored

Bi-annually Status report on graduates placed compiled

– Draft status report on grad-uates placed compiled

– Status report on gradu-ates placed compiled

3.2.2 Provincial place-ment of graduates coordinated

Bi-annually Status report on graduates placed compiled

– Draft status report on grad-uates placed compiled

– Status report on gradu-ates placed compiled

3.2.3 National Policy on

Extension

and

Advisory Services

implemented

Bi-annual Annual report on implementation of the National Policy on

Extension

and

Advisory Services developed

– Draft annual report on implemen-tation of the National Policy on Extension and Advisory Services developed

– Annual report on implemen-tation of the National Policy on

Extension

and

Advisory Services developed

3.2.4 Deployment of extension support practitioners to commodity organi-sations monitored

Annually Annual report on deployment of extension sup-port practitioners to commodity organisations developed

– – – annual report on deployment of exten-sion support practitioners to commodity organisations developed



REPORTING PERIOD

ANNUAL TARGET

QUARTERLY TARGETS

1ST 2ND 3RD 4TH

3.3.1 National Policy on Comprehensive Producer Development Support implemented

Quarterly National Policy on Comprehensive Producer Development Support tabled at Cabinet

Host national stakeholder consultation workshop

– National Policy on Comprehensive Producer Development Support recommended for approval by the Social Development and Economical Clusters

National Policy on Comprehensive Producer Development Support tabled at Cabinet

3.3.2 Black Commercialisation Programme implemented

Quarterly Annual progress

report on black producers

commercialised approved

Q1 progress

report on black producers commercialised

Q2 progress


Q3 progress


Annual progress report on black producers commercialised approved


7.4 Consolidated performance indicators and annual targets

The consolidated indicators provided in the table below are delivered by PDAs. The DAFF will provide oversight by consolidating performance in all nine PDAs. (Annexure to the indicator 3.1.1 and 3.2.3)

CONSOLIDATED PERFORMANCE INDICATOR

AUDITED/ACTUAL PERFORMANCE

ESTI

MAT

ED

PER

FOR

MAN


2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

3.1.3 Number of households supported with agricultural food production initiatives

A total of 14 486 households have been supported during the year under review

A total of 19 791 households have benefited from food production initiatives (fencing, garden tools, train-ing on vegetable production and seeds packs) in all nine (9) provinces

24 943 (EC:2184, FS:6600, GP: 554, KZN:5744, LP:1318, MP:5641, NC:963, NW:1183 and WC:756) households were supported with agricultural food production initiatives

96194 86256 122 920 122 938

3.1.4 Number of hec-tares planted for food production

A total of 35 213,07 ha of under-utilised land in communal areas and land reform projects have been cultivated (planted) for production in the following provinces EC,GP, KZN,LP,MP,NC and WC

37 300,33 ha(EC:19254.9, FS:2622.54, GD: 1627, MP:5245.96, NC:793.53, NW:6088 and WC:1668.40) cultivated for food production in communal areas and land reform projects

129 690 109534 123 254 123 266

3.2.4 Number of extension support practitioners deployed to commodity organisations

20 extension sup-port practition-ers have been deployed by KZN (11) and the Western Cape (9) provinces

40 extension practitioners were deployed to commodity organisations in three provinces(-Free State:20, Mpumalanga:13 and Western Cape:7)

61(KZN: 29, MP: 13, WC: 01, FS: 03 and EC: 15) exten-sion practitioners deployed

20 20 20 20


CONSOLIDATED PERFORMANCE INDICATOR

AUDITED/ACTUAL PERFORMANCE

ESTI

MAT

ED

PER

FOR

MAN


2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

3.3.3 Number of small-holder producers supported

16 193 smallhold-ers have been supported during the year under review

A total of 17 004 smallholders supported through advisory in agricul-ture and forestry, training through CASP and drought relief programmes

13 400(2173 tan-gible support,4262 advisory and 6965 training) smallhold-ers supported

23 670 26200 25 974 25 984

7.4.1. Provincial breakdown 2019/20

INDICATOR LP EC FS GP MP KZN NC NW WC TOTAL

3.1.3 Number of households supported with agricultural food production initiatives

6 500 31 294 12 620 3 640 8 420 17 968 2550 2400 864 86 256

3.1.4 Number of hectares plant-ed for food production

14 339

36 269 7 354 3 600 12 060 16 162 900 14 550

4300 109 534

3.2.5 Number of extension support practitioners deployed to commodity organisations

3 – 3 – 4 5 – – 5 20

3.3.3 Number of smallholder producers supported

13 700

6 000 150 180 500 1 366 1 950 2 300 54 26 200


7.4.2. Quarterly targets for 2019/20

Consolidated performance indicators (Provincial indicators)

PROGRAMME PERFORMANCE INDICATOR REPORTING PERIOD

ANNUAL TARGET

QUARTERLY TARGETS

1ST 2ND 3RD 4TH

3.1.3 Number of households supported with agricul-tural food production initiatives

Quarterly 86 256 3 516 19 211 49 046 14 483

3.1.4 Number of hectares planted for food production Quarterly 109 534 2 791 10 223 63 904 32 616

3.2.5 Number of extension support practitioners de-ployed to commodity organisations

Annually 20 – – – 20

3.3.3 Number of smallholder producers supported Quarterly 26 200 2 694 6 757 12 175 4 574

7.5. Reconciling performance targets with the budget and MTEF


R’000 R’000 R’000

Management 16,362 17,321 18,310

Food Security 1 593 895 1 635,414 1 766,753

Sector Capacity Development 225,155 245,116 261 963

National Extension Support Services 401 614 433,863 468,662

Total 2 237 026 2 331,714 2 515,688


7.6 Expenditure estimates

AUDITED OUTCOME AD

JUST

ED

APPR

OPR

IATI

ON

AVER

AGE

G

RO

WTH

RAT

E (%

)

AVER

AGE:

EXP

END

ITU

RE/

TO

TAL

(%)


ERAG

E G

RO

WTH

RAT

E (%

)

AVER

AGE:

EXP

END

ITU

RE/

TOTA

L (%

)

R THOUSAND 2015/16 2016/17 2017/18 2018/19 2015/16–2018/19 2019/20 2020/21 2021/22 2018/19–2021/22


Current payments

229 867 218 888 239 205 256 561 3,7% 12,2% 277 743 292 823 310 934 6,6% 12,5%


131 149 142 588 151 823 168 080 8,6% 7,7% 184 631 198 304 211 174 7,9% 8,4%

Goods and services1

98 718 76 300 87 381 88 480 -3,6% 4,5% 93 111 94 518 99 759 4,1% 4,1%

of which:

Communica-tion

1 973 1 813 1 971 2 033 1,0% 0,1% 2 170 2 257 2 380 5,4% 0,1%

Fleet servic-es (including government motor trans-port)

2 006 1 798 2 251 1 933 -1,2% 0,1% 1 878 2 058 2 171 3,9% 0,1%

Inventory: farming supplies

1 333 1 906 1 609 1 697 8,4% 0,1% 2 097 2 306 2 433 12,8% 0,1%

Travel and subsistence

18 759 15 865 15 654 28 485 14,9% 1,0% 25 155 26 149 27 626 -1,0% 1,2%

Training and Development

23 366 30 567 36 993 31 716 10,7% 1,6% 35 645 38 079 40 159 8,2% 1,6%

Venue and facilities

1 193 2 063 713 1 2 200 117,1% 0,2% 12 684 13 380 14 120 5,0% 0,6%


– – 1 1 – – 1 1 1 – –

Transfers and subsi-dies1

1 606 322

1 594 208

1 639 307

1 746 956

2,8% 85,0% 1 921 760

1 999 207

2 162 714

7,4% 85,8%

Provinces and Munici-palities

1581 446 1565 373

1507 202

1595 205 0,3% 80,6% 1 478 309

1676 324

1 814 017

4,4 % 72,0%


AUDITED OUTCOME AD

JUST

ED

APPR

OPR

IATI

ON

AVER

AGE

G

RO

WTH

RAT

E (%

)

AVER

AGE:

EXP

END

ITU

RE/

TO

TAL

(%)


ERAG

E G

RO

WTH

RAT

E (%

)

AVER

AGE:

EXP

END

ITU

RE/

TOTA

L (%

)

R THOUSAND 2015/16 2016/17 2017/18 2018/19 2015/16–2018/19 2019/20 2020/21 2021/22 2018/19–2021/22



70 345 65 532 46 931 34 279 -21,3% 2,8% 37 523 39 684 42 040 7,0% 1,7%

Building and other fixed structures

34 308 43 285 32 756 32 241 -2,1% 1,8% 33 553 35 673 37 810 5,5% 1,5%

Machinery and equip-ment

35 896 22 032 14 015 2 029 -61,6% 1,0% 3 970 4 011 4 230 27,7% 0,2%

Biological assets

– 184 39 – – – – – – – –


141 31 121 9 -60,0% – – – – -100,0% –


261 388 137 _ -100,0% – – – – – –

Total 1 906 795

1 879 016

1 925 580

2 037 796

– 100,0% 2 237 026

2 331 714

2 515 688

– 100,0%



29,8% 28,9% 28,6% 26,4% – – 29,2% 29,4% 29,9% – –


7.7 Risk management

Risks description Mitigating factors

Food insecurity • Approved Food and Nutrition Security Implementation Plan• CASP• Ilima/Letsema• Micro Agricultural Financial Institutions of South Africa (Mafisa)• Fetsa Tlala Food Production Initiative• Female Farmer of the Year• Food price monitoring system

8. PROGRAMME 4: TRADE PROMOTION AND MARKET ACCESSPurpose: Promote economic development, trade and market access for agriculture, forestry and�fisheries products; and foster international relations for the sector.

The programme comprises the following subprogrammes:


• International Relations and Trade: Facilitates and co-ordinates international relations and trade throughnegotiations, and the development and implementation of appropriate policies and programmes.

• Co-operatives and Rural Enterprise Development: Facilitates and supports the development of busi-nesses to ensure the transformation of the agriculture, forestry and fisheries sector.

• Agro-processing and Marketing: Develops and implements support programmes to promote marketaccess and value addition for agriculture, forestry and fisheries products.


8.1. Strategic objectives and annual targets for 2019/20–2021/22

STR

ATEG

IC O

BJEC

TIVE

STR

ATEG

IC O

BJEC

TIVE

IN

DIC

ATO

R

STRATEGIC PLAN


AUDITED/ACTUAL

ESTI

MAT

ED

PER

FOR

MAN


2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

2.3 Ensure support for market access and pro-cessing of agricul-ture, for-estry and fisheries products

Provide support to ensure market ac-cess and processing of prod-ucts for economic develop-ment by 2019/20

Certification programme implemented

– The annual report on the South African Agricultural Practices (SA-GAP) Certifica-tion Pro-gramme has been compiled

Certification programme has been implement-ed

Annual report on South Afri-can Good Agricultural Practices (SA-GAP) Certification Programme has been compiled

Certifica-tion pro-gramme imple-mented

Certifi-cation programme implement-ed



556 com-modity-based cooperatives supported

– 128 com-modity- based

coopera-tives

were sup-ported

(110 with

training and 18

supported with

establish-ment)

139 com-modity- based

coopera-tives

were sup-ported

(123 with

training and 16

supported with

establish-ment)

140 com-modi-ty-based coop-eratives support-ed

156 commod-ity-based coop-eratives supported

156 commod-ity-based coop-eratives supported

–



AUDITED/ACTUAL ESTIMATED PERFOR-MANCE

MEDIUM-TERM TARGETS

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

2.3.1 Enabling en-vironment for smallholder access to markets

SA-GAP Certification Programme for smallholder producers of fresh pro-duce was implemented

Annual report indicating cer-tification of 12 farms has been compiled

Western Cape was the only province that took the initiative to conduct its own pre-au-dits over and above SA-GAP Programme using provincial budget

annual report on the South African Agricultural Practices (SA-GAP) Certification Programme has been compiled

annual report on the im-plementation of SA-GAP Certification Programme has been compiled

Annual report on the im-plementation of SA-GAP Certification Programme for produc-ers of fresh produce for exports

Annual report on the implemen-tation of SA-GAP Certification Programme for produc-ers of fresh produce for exports

Annual report on the im-plementation of SA-GAP Certification Programme for produc-ers of fresh produce for exports

Annual report on implemen-

tation of the Global-GAP Certification Programme

2.3.2 Number of agro-pro-cessing en-trepreneurs trained on processing norms and standards

– 16 entrepre-neurs were trained on pro-cessing norms and standards during the year under review

Thirty-nine (39) agro-pro-cessingentrepreneurswere trainedon processingnorms andstandards asfollows:

26 in KZN trained in auditing and 13 in NW on food safety

45 60 – –

8.2. Programme performance indicator and annual targets for 2019/20 to 2021/22




MEDIUM-TERM TARGETS

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

2.3.3 Number of commod-ity-based cooperatives established

18 commodi-ty-based coop-eratives have been established

18 commod-ity-based cooperatives have been established as follows:

EC = 7

FS = 2

GP = 1

KZN = 4

LP = 2

NW = 1

WC = 1

16 commod-ity-based cooperatives have been established as follows:

EC = 1

FS = 2

GP = 5

KZN = 1

MP = 2

NW = 3

WC = 2

14 12 10 –

2.3.4 Number of cooperatives supported with training

105 cooper-atives were supported with training

110 cooper-atives were supported with training as follows:

EC = 12

FS = 12

GP = 12

KZN = 33

LP =12

MP = 17

NC = 6

WC = 6

123 cooper-atives were support-ed with Farmtogether training as follows:

EC = 18

FS = 12

GP = 27

KZN = 11

LP = 18

MP = 11

NW = 12

WC = 14

126 144 148 –

2.3.5 AgriBEE Enforcement Guidelines implemented

– The AgriBEE Enforcement Regulations have been developed and currently under-going depart-mental approval processes

The draft enforcement regula-tions were compiled

AgriBEE Enforcement Guidelines published

Report on the imple-mentation of AgriBEE Enforcement Guidelines

Report on the imple-mentation of AgriBEE Enforcement Guideline

Report on the imple-mentation of AgriBEE Enforcement Guidelines




MEDIUM-TERM TARGETS

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

2.3.6 BBBEE Sector Codes for Agriculture and Forestry implemented

The annu-al report on the status of transformation in the agricul-tural sector was compiled

Report on the implementation of AgriBEE Sector Code government un-dertakings has been compiled

Report on implemen-tation of the AgriBEE Sector Code government undertakings has been compiled

Report on the imple-mentation of AgriBEE Sector Code government undertakings




The annual report on the status of trans-formation in the forestry sector was compiled

Report on the implementation of Forestry Sector Code government un-dertakings has been compiled

Report on implemen-tation of the Forestry Sector Code government undertakings has been compiled

Report on theimple-mentation of Forestry Sector Code government undertakings

Report on the imple-mentation of Forestry Sector Code government undertakings



2.3.7 Market Opportunity Profile Research Report developed

Market Opportunity Profile Report

Market Opportunity Profile Report for the fresh and processed vegetable sector has been compiled

Market Opportunity Profile Plan for the meat sector has been compiled

Market Opportunity Profile Research Report for fish developed

Market Opportunity Profile Research Report for forestry product exports de-veloped (HS 44 & 47)

Market Opportunity Profile Research Report

Market Opportunity Profile Research Report




MEDIUM-TERM TARGETS

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

2.3.8 Trade agreements implemented

DAFF has con-tinuously partic-ipated in trade negotiations and continued to im-plement its trade agreements during 2015/16

Quarterly reports on the implementa-tion of trade agreements and participation in trade nego-tiations were compiled

Implementation and negotia-tions of trade agreements were done through the following agreements:

European Free Trade Association (EFTA)

South African Customs Union (SACU)

South African Development Community (SADC)

SACU-MERCOSUR

World Trade Organisation (WTO)

SACU-India

WTO – Doha Development Round Negotiations

World Wine Trade Group (WWTG)

Quarterly re-ports have been compiled

Trade agree-ments were implemented and the department also partici-pated in trade negotiations

Quarterly reports on the implementa-tion of trade agreements and participa-tion in trade negotiations have been compiled for activities un-dertaken dur-ing 2017/18 period

Report on the implementa-tion of trade agreements

Report on the imple-mentation of trade agreements



– – – Report on participation in trade negotiations

Report on participation in trade negotiations

Report on participa-tion in trade negotiations





MEDIUM-TERM TARGETS

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

2.3.9 International Relations Strategy implemented

Report on strategic engagement of partners within south-south, north- south and multilateral agencies/forums

Report on strategic engagement of partners within south-south, north- south and multilateral agencies/fo-rums has been compiled

Report on strategic engagement of part-ners within south-south, north- south and multilat-eral agencies/Forums has been compiled




Report on strategic engagement of partners within south -south,north- south andmultilateralagencies/forums

Report on stra-tegic engage-ment of partners within Africa and Africa multilateral agencies for im-plementation of the joint projects and action plans

Report on strategic engagement of partners within Africa and African multilateral agencies for implementa-tion of the joint projects and action plans has been compiled

Report on strategic engagement of partners within Africa and African agencies has been compiled

Report on strategic engagement of partners within Africa and Africa agencies




DAFF National CAADP Investment Plan approved and launched

The National DAFF Investment Plan could not be reviewed and monitored as planned

Status report on compli-ance to AU and SADC obligations has been compiled

Status report on compli-ance to AU and SADC Obligations

Status report on compli-ance to au and sadc obligations



– – – Report on

facilitating the

implementa-tion

of BRICS and

IBSA action

plans

Report on

facilitating the

implementa-tion

of BRICS

Report on

facilitating the

implementa-tion

of BRICS

Report on

facilitating the

implementa-tion

of BRICS



PERFORMANCE INDICATOR

REP

ORT

ING

PE

RIO

D

ANNUAL TARGET

QUARTERLY TARGETS

1ST 2ND 3RD 4TH

2.3.1 Enabling environment for smallholders access to market

Quarterly Annual report on the implementation of SA-GAP

Certification

Programme for

producers of fresh produce for exports

Quarterly

progress report of SA-GAP

Certification

Programme for

producers of fresh produce for

exports

Quarterly


Certification

Programme for producers of fresh produce for

exports

Quarterly


Certification

Programme for

producers of fresh produce for

exports

Annual report on the implementa-tion of SA-GAP

Certification

Programme for

producers of fresh produce for exports

2.3.2 Number of agro-pro-cessing entrepreneurs trained on processing norms and standards

Annually 60 – – 60 –

2.3.3 Number of commodi-ty-based cooperatives established

Quarterly 12 3 3 3 3

2.3.4 Number of coopera-tives supported with training

Quarterly 144 36 36 36 36

2.3.5 AgriBEE Enforcement Guidelines implemented

Annually Report on the implementa-tion of AgriBEE Enforcement Guidelines

– – – Report on the implementation of AgriBEE Enforcement Guidelines



REP

ORT

ING

PE

RIO

D

ANNUAL TARGET

QUARTERLY TARGETS

1ST 2ND 3RD 4TH

2.3.6 BBBEE Sector Codes for Agriculture and Forestry implemented

Annually Report on the Implementation

of the

AgriBEE Sector

Code government

undertakings

– – – Report on Implementation of the

AgriBEE Sector Code government undertakings

Annually Report on implementation

of the

Forestry Sector

Code government

undertakings

– – – Report on imple-mentation of the

Forestry Sector Code government undertakings

2.3.7 Market Opportunity Profile Research Report developed

Bi-annual Market Opportunity Profile Research Report for Forestry Product Exports devel-oped (HS 44 & 47)

– – Draft Market Opportunity Profile Research Report for Forestry Product Exports devel-oped (HS 44 & 47)

Final Market Opportunity Profile Research Report for Forestry Product Exports devel-oped (HS 44 & 47)

2.3.8 Trade agreements implemented

Quarterly Report on the implementation of trade agreements

Quarterly progress

report on

the implemen-tation of trade

agreements

Quarterly progress

report on


agreements

Quarterly progress

report on


agreements


Quarterly Report on par-ticipation in trade negotiations

Quarterly progress

report on

participa-tion in trade negotiations

Quarterly progress

report on

participa-tion in trade negotiations

Quarterly progress

report on

participa-tion inttrade negotiations

Report on par-ticipation in trade negotiations



REP

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ING

PE

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ANNUAL TARGET

QUARTERLY TARGETS

1ST 2ND 3RD 4TH

2.3.9 International Relations Strategy implemented

Quarterly Report on strategic

engagement of partners within

southsouth,

north- south and

multilateral agencies/

forums

Quarterly pro-gress report on strategic

engagements of partners within

south-south,

north-south and


forums



south-south,

north-south and


forums



south-south,

north-south and


forums

Annual report on strategic

engagements of

partners within

south-south,

north-south

and multilateral

agencies/forums

Quarterly Report on strate-gic engagement of partners within Africa and Africa agencies

Quarterly progress

report on strategic


Africa and Africa

agencies

Quarterly progress

report on strategic


Africa and Africa

agencies

Quarterly progress

report on strategic


Africa and Africa

agencies

Annual report on strategic


Africa and Africa

agencies

Quarterly Status report on compliance to AU and SADC obligations

Progress report on compliance to AU and SADC

obligations


obligations


obligations


obligations

Annually Report on

facilitating theim-plementation

of BRICS

– – – Annual report on

facilitating the

implementation

of BRICS




R’000 R’000 R’000

Management 5,652 6,019 6,379

International Relations and Trade 135,629 144,519 153,237

Cooperatives and Rural Enterprise Development 79,098 83,9 88,8

Agro-processing and Marketing 70,506 74 5641 78 974

290 885 309 121 327,391


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R THOUSAND 2015/16 2016/17 2017/18 2018/19 2015/16–2018/19 2019/20 2020/21 2021/22 2018/19–2021/22


Current pay-ments

125 830 139 626 155 561 144 423 4,7% 51,4% 156 911 167 758 178 255 7,3% 53,9%


94 374 106 359 116 848 109 956 5,2% 38,9% 118 308 127 405 135 685 7,3% 40,9%

Goods and services1

31 456 33 267 38 713 34 467 3,1% 12,5% 38 603 40 353 42 570 7,3% 13,0%

of which:

Administrative fees

661 952 807 748 4,2% 0,3% 2 119 2 166 2 284 45,1% 0,6%

Agency and support/outsourced services

1 659 740 834 8 155 70,0% 1,0% 10 170 10 703 11 292 11,5% 3,4%

Consumables: Stationery, printing and office supplies

619 580 679 1197 24,6% 0,3% 1408 1474 1556 9,1% 0,5%


11 371 11 038 11 478 13 170 5,0% 4,3% 14 577 15 169 16 001 6,7% 4,9%


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R THOUSAND 2015/16 2016/17 2017/18 2018/19 2015/16–2018/19 2019/20 2020/21 2021/22 2018/19–2021/22


Foreign gov-ernments and international organisations


Non-profit organisations

Provinces and Municipalities


31 911

40 693

986

3

36 460

42 306

92 398

–

2

35 309

35 616

44 582

170

2

41 917

38 466

47 168

–

4

43 239

6,4%

5,0%

-100,0%

10,1%

5,8%

13,5%

20,4%

0,1%

–

14,3%

39 715

48 689

–

3

45 251

41 889

51 366

–

3

47 739

44 192

54 191

–

3

50 364

4,7%

4,7%

–

-9,1%

5,2%

13,7%

16,8%

–

-

15,5%

Households 256 223 356 104 -25,9% 0,1% – – – -100,0% –


610 586 463 515 -5,5% 0,2% 316 366 386 -9,2% 0,1%

Machinery and equipment

610 586 463 515 -5,5% 0,2% 316 366 386 -9,2% 0,1%


9 14 – – -100,0% – – – – – –

Total 236 758 310 464 278 667 273 919 – 100,0% 290 885 309 121 327 391 – 100,0%

Proportion of total programme

expendi-ture to vote expenditure

3,7% 4,8% 4,1% 3,5% – – 3,8% 3,9% 3,9% – –


8.6. Risk management


Agricultural sector not transforming to expectation • Forestry Charter

• Agricultural Development Trust

• Vulnerable Workers Summit resolutions

• Sectoral minimum wage

• AgriBEE Charter

• Delivery units established

9. PROGRAMME 5: FORESTRY AND NATURAL RESOURCE MANAGEMENT

Purpose: Develop and facilitate the implementation of policies and targeted programmes to ensure proper management of forests and the sustainable use and protection of land and water. Manage agricultural risks and disasters.

The programme comprises the following subprogrammes:• Management: Oversees and manages the programme.

• Forestry Operations: Ensure the sustainable management of state forests and other assets, such as statenurseries, to optimise social and economic benefits in rural areas and promote the sector’s growth throughoutSouth Africa.

• Forestry Oversight and Regulation: Provides leadership, advice and direction in the formulation of forestrydevelopment and regulation policies, strategies and frameworks; and ensures the effective promotion anddevelopment of small-scale and commercial forestry.

• Natural Resources Management: Facilitates the development of infrastructure and the sustainable use ofnatural resources through an enabling framework for the sustainable management of woodlands and indig-enous forests, and the efficient development and revitalisation of irrigation schemes and water use. This subprogramme also facilitates climate change mitigation and adaptation, risk and disaster management; andpromotes, regulates and coordinates the sustainable use of natural resources, particularly land and water.


9.1. Strategic objective and annual targets for 2019/20 to 2021/22

STR

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2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

2.1 Ensure in-creased pro-duction and productivity in prioritised areas as well as value chains

Increase hectares planted for the production of timber by 2019/20

6 670 ha of TUP planted

2 279,79 ha were planted

1 992,98 hectares were planted (in temporary unplanted areas) in Limpopo, KwaZu-lu-Natal and Eastern Cape regions.

996,93 hectares were planted in the Kwazulu-Na-tal (78,69), Eastern Cape (872,24) and Limpopo (46,00) regions

550 ha replanted

945 ha replanted

1 155 ha replanted

1 570 ha replanted

3.1 Lead and co-ordinate government food securi-ty initiatives

Imple-ment the Agro-for-estry Strategy Framework to contrib-ute towards food securi-ty initiatives by 2019/20

Implemen-tation of the Agro-forestry Strategy Framework

– Agro-forest-ry Strategy developed

Agro-forestry Strategy Framework approved by EXCO

Imple-mentation of the Agro-for-estry Strategy Frame-work

Agro-for-estry Strategy Frame-work imple-mented



4.1 Ensure the conserva-tion, protec-tion, rehabili-tation and recovery of depleted and degrade natural resources

Rehabil-itation of natural resources to promote the sustain-able use and man-agement of natural resources by 2019/20

1 500 ha of land rehabili-tated

302,65 ha

300,28 ha A total of 300,56 hecters of state indige-nous forests have been rehabilitated

300 ha of land reha-bilitated

300 ha of land rehabili-tated




STR

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STRATEGIC PLAN


AUDITED/ACTUAL

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MAN


2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

4.2 Ensure the adapta-tion and mitigation to climate change through effective implemen-tation of prescribed frameworks

Implement Climate Change Adaptation and Mitigation Plans by 2019/20

Climate Change Adaptation and Mitigation Plan for Agriculture, Forestry and Fisheries implemented

– Climate Change Adaptation and Mitigation Plan for Agriculture, Forestry and Fisheries implemented

Climate Change Adaptation and Mitigation Plan for Agriculture, Forestry and Fisheries implemented

Climate Change Mitigation and Ad-aptation Plan

Imple-mentation Guide-lines de-veloped

Annual report on the im-plemen-tation of the CCAMP devel-oped

Annual report on the im-plemen-tation of the CCAMP devel-oped

Annual report on the imple-mentation of the CCAMP developed

9.2. Programme performance indicator and annual targets for 2019/20 to 2021/22


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2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/222.1.1 Number of hectares

planted in temporary unplanted areas (TUPs)

2 279,79 ha were planted

1 992,98 hectares were planted (in temporary unplanted areas) in Limpopo, KwaZulu –Natal andEasternCape regions

996,93 hectares were planted in the Kwazu-lu-Natal (78,69), Eastern Cape (872,24) and Limpopo (46,00) regions

550 ha 945 ha 1 155 ha 1 570 ha



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2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/222.1.2 Re-commissioning of

Western Cape state forest plantations

– The Land Rights Inquiry was conducted and the report has been devel-oped

3 planned legal entities were not estab-lished, however two existing legal entities for Kluitjeskraal Community Empowerment Trust and La Motte Empow-erment Trust were adopted for re-commis-sioning

Establish-ment of six legal entities

Recom-missioning business model developed

Recom-missioning business model im-plemented

Recom-missioning business model im-plemented

3.1.1 Agro-forestry Strategy framework implement-ed

Agro- for-estry Strat-egy was developed

Agro-forestry Strategy framework has been approved by EXCO on 27 of March 2017

Draft Memoran-da of Under-standing for two pilot sites were developed

Project plans on the two pilot sites imple-mented

Project plan piloted in two prov-inces

Agro-forest-ry Strategy framework implement-ed

Agro-forest-ry Strategy framework implement-ed

4.1.1 Monitoring of agricul-tural land rehabilitation interventions

– – Annual perfor-mance moni-toring report on agricultural land rehabilitation in-terventions has been compiled

Annual per-formance monitoring report on agricultural land rehabil-itation inter-ventions

Annual per-formance monitoring report on agricul-tural land rehabilitation interven-tions

Annual per-formance monitoring report on agricultural land rehabil-itation inter-ventions

Annual per-formance monitoring report on agricul-tural land rehabilitation interventions

4.1.2 Number of hectares of state indigenous forests rehabilitated

302,65 ha A total of 300,287 ha of state indigenous forests have been rehabil-itated

300 ha of state indigenous forests

300 ha of state indigenous forests.

250 ha of state indigenous forests.

250 ha of state indigenous forests



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2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/224.1.3 Number of projects to

support revitalisation of irrigation schemes implemented

For the period under

review, the following

work was done in

terms of Vaalharts

revital-isation project:

• 3095,622 msub-sur-face

pipes installed

• 857,83m main

pipes installed (63

m is for pipe jacking)

• 1 reser-voir was

construct-ed

• 37manholes

1 project to support revitalisation of irrigation schemes has been imple-mented in Vaalharts Irrigation Scheme.

1 project to support

revitalisation

of irrigation

schemes has

been implemented

in Vaalharts

Irrigation

Scheme

1 1 1 1



AUDITED/ACTUAL

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2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/224.2.1 Climate Change

Adaptation and Mitigation Plan (CCAMP) for Agriculture, Forestry and Fisheries implemented

Biogas Production

Integrated Crop-Live

Stock System was

imple-mented and the

report on implemen-

tation was compiled

The Climate

Change Plan has

been implemented

through vulnerability

mapping

for

conventional

farming system

and the report on

implemen-tation

was compiled

Climate Change

Adaptation and

Mitigation Plan

for Agriculture,

Forestry and

Fisheries was

approved by

EXCO on 19

of February

2018

Climate Change Mitigation and Adaptation Plan

imple-mentation guidelines developed



Annual re-port on the implemen-tation of the CCAMP developed

4.2.2 Climate Smart Agriculture (CSA) Strategic Framework implemented

– – Draft CSA Strategic Framework developed

CSA Strategic Framework approved by DG

Annual report on the imple-mentation of the CSA Strategic Framework developed




9.3. Quarterly targets 2019/20


REPORTING PERIOD

ANNUAL TARGET

QUARTERLY TARGETS

1ST 2ND 3RD 4TH

2.1.1 Number of hectares planted in temporary unplanted areas (TUPs)

Quarterly 945 ha 276 ha – 344 ha 325 ha

2.1.2 Re-commissioning of Western Cape state forest planta-tions

Quarterly Recommission-ing business model devel-oped

Terms of ref-erence for the appointment of transaction ad-visor developed

Transaction ad-visor appointed

Draft recom-missioning business mod-el developed

Recommis-sioning busi-ness model developed

3.1.1 Agro-forestry Strategy Framework implemented

Quarterly Project plan piloted in two provinces

– Project plans developed

Project plan piloted in two provinces

Project plan piloted in two provinces

4.1.1 Monitoring of agri-cultural land rehabili-tation interventions

Bi-annually Annual perfor-mance moni-toring report on agricultural land rehabilitation interventions developed

– Mid-term performance monitoring report on the climate change programmes developed

– Annual perfor-mance mon-itoring report on the climate change programmes developed

4.1.2 Number of hectares of state indigenous forests rehabilitated

Quarterly 300 ha of state indigenous forests

– 100 ha 100 ha 100 ha

4.1.3 Number of projects to support revitali-sation of irrigation schemes imple-mented

Annually 1 – – – 1

4.2.1 Climate Change Adaptation and Miti-gation plan (CCAMP) for Agriculture, For-estry And Fisheries implemented

Quarterly Annual report on the imple-mentation of the CCAMP developed

- Action plan for the imple-mentation of the CCAMP developed

Quarterly re-port on the im-plementation of the CCAMP developed


Quarterly report on the imple-mentation of the CCAMP



REPORTING PERIOD

ANNUAL TARGET

QUARTERLY TARGETS

1ST 2ND 3RD 4TH

4.2.2 Climate Smart Agri-culture (CSA) Stra-tegic Framework im-plemented

Quarterly Annual report on the imple-mentation of the CSA Strategic Framework developed

Action plan for the implemen-tation of the CSA Strategic Framework developed

Quarterly report on the implemen-tation of the CSA Strategic Framework developed


Annual report on the im-plementation of the CSA Strategic Framework developed


9.4. Consolidated performance indicators and annual targets

The consolidated indicators provided in the table below are delivered by Provincial Departments of Agriculture (PDAs) through the LandCare Conditional Grant Programme. The DAFF will provide oversight and consolidate the performance achieved in all nine PDAs.

Consolidated performance indicator

Audited/Actual performance Estimated performance

Medium-term targets

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

4.1.4 Number of hectares of agricultural land rehabilitated

– – 16 000* 16 000* 27 957* 27 957* 27 957*

* The medium-term targets for 2019/20–2021/22 relate to the hectares of land that will be rehabilitated at the Provincial Departments ofAgriculture through the LandCare conditional grant transferred to the Provincial Departments of Agriculture

9.4.1. Provincial breakdown 2019/20

Consolidated Performance Indicator

Total LP EC FS GP MP KZN NC NW WC

4.1.4 Number of hectares of agricultural land rehabilitated

27 957* 1 764* 5 389* 3 760* 140* 5 920* 2 594* 2 800* 4 798* 792*


9.4.2. Quarterly targets for 2019/20

Consolidated programme performance indicator Reporting period

Annual target

Quarterly targets

1st 2nd 3rd 4th

4.1.4 Number of hectares of agricultural land rehabilitated Quarterly 27 957* 1 000* 8 026* 8 799* 10 132*


Per subprogramme 2019/20 2020/21 2021/22

R’000 R’000 R’000

Management 9,648 10,237 10,831

Forestry Operations 536,466 573,801 609,551

Forestry Oversight and Regulation 63,120 67,317 71,538

Natural Resources Management 429 817 394,198 418,000

Total 1 039 051 1 045,553 1 109 920


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R THOUSAND 2015/16 2016/17 2017/18 2018/19 2015/16–2018/19 2019/20 2020/21 2021/22 2018/19–2021/22


Current payments

672 344 873 144 694 953 865 652 8,8% 68,8% 849 421 907 592 964 456 3,7% 74,6%


503 672 516 278 533 009 574 815 4,5% 47,1% 621 513 668 123 711 550 7,4% 53,5%

Goods and services1

168 672 356 565 161 267 289 411 19,7% 21,6% 226 413 237 892 251 242 -4,6% 20,9%

of which:

Consultants : Business and advisory services

15 531 11 956 8559 79 292 72,2% 2,6% 16 933 18 032 18 944 -37,9% 2,8%


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R THOUSAND 2015/16 2016/17 2017/18 2018/19 2015/16–2018/19 2019/20 2020/21 2021/22 2018/19–2021/22


Property payments

13 516 20 058 29 297 20 926 15,7% 1,9% 29 158 29 843 31 484 14,6 2,3


37 045 33 513 31 691 30 393 -6,4% 2,9% 33 105 35 804 38 038 7,8% 2,9%


– 301 677 1 426 – 0,1% 1 495 1 577 1 664 5,3% 0,1%


142 537 158 002 222 075 706 329 70,5% 27,2% 144 410 88 673 93 455 -49,0% 21,5%

Provinces and munici-palities

124 337 146 755 213 483 702 480 78,1% 26,3% 143 441 87 634 92 419 -49,1% 21,3%


4 – – - -100,0% – – – – – –


7 122 – – 100,0% – – – – – –

Non-profit institutions

8 281 200 50 550 -59,5% 0,2% 400 400 400 -10,1% –

Households 9908 10 925 8542 3299 -30,7% 0,7% 569 603 636 -42,2% 0,1%


47 011 46 249 43 447 45 154 -1,3% 4,0% 45 220 49 324 52 009 4,8% 4,0%

Buildings and other fixed structures

– 2 610 2 185 3 320 – 0,2% 3 000 3 500 3 500 1,8% 0,3%


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R THOUSAND 2015/16 2016/17 2017/18 2018/19 2015/16–2018/19 2019/20 2020/21 2021/22 2018/19–2021/22


Software and other intangi-ble assets

– 60 11 7 – – – – – -100,0% –


388 346 29 – 100,0% – – – – – –

Total 862 280 1 077 741

960 504 1 617 135

– 100,0% 1 039 051 1 045 553

1 109 920

4,8% 100,0%



13,5% 16,6% 14,3% 20,9% – – 13,6% 13,2% 13,2% – –

9.7 Risk Management


Unsustainable use and degradation of natural resource • Early warning systems

• Reduction/mitigation and recovery of disaster risk

• Capacity building, training and awareness

• Climate change Adaptation and Mitigation plan (plan andprogrammes)

• Subdivision of Agricultural Land Act, 1970 (Act no. 70 of 1970)(SALA)

• Conservation of Agricultural Resources Act,1983 (Act no. 43 of1983) (CARA)

• National Veld and Forest Fire Act, 1998 (Act No. 101 of 1998)(NVFFA)

• National Forests Act, 1998 (Act No. 84 of 1998)

• Some provinces utilise CASP and Ilima funds for work on irrigation schemes


10. PROGRAMME 6: FISHERIESPurpose: Promote the development, management, monitoring and sustainable use of marine living resources and the development of South Africa’s fisheries sector.

The programme comprises the following subprogrammes:


• Aquaculture: Ensures the growth and economic development of the aquaculture and fisheries industriesfor sustainable livelihoods by providing public support and an integrated platform for the management ofaquaculture.

• Monitoring Control and Surveillance: Ensures the protection, promotion and sustainable use of marineliving resources by intensifying enforcement and compliance.

• Marine Resources Management: Ensures the sustainable, equitable and orderly use of and access tomarine living resources through improved management and regulation.

• Fisheries Research and Development: Ensures the promotion of the sustainable development of fisheriesresources and ecosystems by conducting and supporting appropriate research.

• Marine Living Resources Fund: Receives transfers for the management and sustainable use of marineliving resources to supplement the revenue received from levies on fish and fish products, permits, licencesand application fees, as well as proceeds from the sale of confiscated fish and fish products.


10.1. Strategic objective and annual targets for 2019 to 2021/22ST

RAT

EGIC

OBJ

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STRATEGIC PLAN TARGET (5-YEAR TARGET)

AUDITED/ACTUAL

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2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

2.1 Ensure increased produc-tion and produc-tivity in prioritised areas as well as value chains

Promote aquacul-ture for economic growth by 2020

19 aquacul-ture projects supported

– 8 aqua-culture projects supported

9 Aquaculture projects were supported: Richardsbay, Kob Requa Mussels, Chapmans Mussels, Xesibe, Salmar Trading, Oystercatcher, Southern Atlantic Sea farms, Blue Ocean Mussels,

Saldanha Bay Oyster

4 aqua-culture projects supported

4 Operation Phakisa projects supported



3.1 Lead and coordi-nate gov-ernment food security initiatives

Promote transfor-mation and production of fishery by 2020

Framework for the allocation of fishing rights implemented

– Monitor and regu-late rights allocated to nine fishing sectors

Preparations are underway for the review of applicable policies and application forms

Allocate fishing rights to 12 fishing sectors that expire in 2020


STR

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STR

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STRATEGIC PLAN TARGET (5-YEAR TARGET)

AUDITED/ACTUAL

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2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

4.1 Ensure the con-servation, protec-tion, rehabilita-tion and recovery of deplet-ed and degraded natural resources

Depleted natural resources protected and recov-ered by 2020

Recovery plans of prioritised fish stocks

– Recovery plans of prioritised fish stocks

Recovery plans of prioritised fish stocks were compiled

Recovery plans of priori-tised fish stocks

Recovery plans of prioritised fish stocks






MEDIUM-TERM TARGETS

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

2.1.1 Number of aquaculture catalyst pro-jects (identified and listed un-der Operation Phakisa) supported

4 Operation Phakisa pro-jects for phase 1 supported



9 Aquaculture projects were supported:

• Richard’s BayKob

• Requa Mussels

• ChapmansMussels

• Xesibe

• Salmar Trading

• Oystercatcher

• SouthernAtlantic Seafarms

• Blue OceanMussels

• Saldanha BayOyster








MEDIUM-TERM TARGETS

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

2.1.2 Small-scale aquaculture support programme developed

– – – Small-scale Aquaculture Support Programme concept note developed

Small-scale Aquaculture Support Programme concept note developed

Small-scale Aquaculture Support Programme implemented

Small-scale Aquaculture Support Programme implemented

2.1.3 Aquaculture Development Act Implementation Plan developed

Bill submitted to Parliament for approval

Bill approved

The Department of Planning, Monitoring and Evaluation (DPME) has assessed the Socio-Economic Impact Assessment (SEIAS) of the Aquaculture Development Bill and granted permis-sion to the depart-ment to proceed with the submission of the Bill to Cabinet

Aquaculture Development Bill/Act implemen-tation plan developed

Develop implementa-tion plan for Aquaculture Development Act

Aquaculture Development Act implemented

Aquaculture Development Act implemented




MEDIUM-TERM TARGETS

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

2.1.4 Number of aquaculture re-search projects conducted

2 new research projects on genet-ics and nutrition for aqua-culture species conducted

2 new research projects on new candidate species for aqua-culture conducted

2 new studies on production systems for new candidate species for aquacul-ture were conducted and report has been compiled

1 new research project on economics of new candidate species for aquaculture conducted (Sea Urchin)

1 new re-search project on production systems for new candidate species for aquaculture conducted (scallops)

1 aquatic animal health research pro-ject (Epizootic Ulcerative Syndrome)

1 research project on cli-mate change: Assessment of Temperature, De-oxygenation and Acidification on Aquaculture

1 new research project on econom-ics of new candidate species for aquaculture conducted (Sea Urchin)

1 aquatic animal health research pro-ject (Disease Preventative Measures)

1 research project on cli-mate change: Assessment Of Coastal De-Oxygenation And Acidification

1 new research pro-ject on food safety for new aquacul-ture species conducted (Sea Urchin)

1 aquatic animal health research project

1 new research on food safety for new aquaculture species con-ducted (Sea Urchin)

1 aquatic animal health research project




MEDIUM-TERM TARGETS

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

3.1.1 Commercial fishing rights allocated

– – Appeals only final-ised in four newly allocated fishing sec-tors (hake inshore, fish processing establishment, large pelagic and patago-nian toothfish)

Revised policies and application forms for 12 fishing sectors which expire in 2020

Revised policies and application forms for 12 fishing sectors which expire in 2020



– – – – Revised policy for the Transfer of Fishing Rights and application form

Revised policy for the Transfer of Fishing Rights and application form

–

3.1.2 Small-scale Fisheries Policy implemented

Rights al-located to registered small-scale fisheries coopera-tives

Rights al-located to registered small-scale fisheries coopera-tives

Small-scale Fisheries Co-operative Training Manual was developed and training provided to communities in NC and KZN.

Rights allocated to registered small-scale fisheries cooperatives

Rights allocated to registered small-scale fisheries cooperatives (Eastern Cape, KZN and Western Cape)

Monitor and support of the small scale fisher-ies sector

Monitor and support of the small scale fisher-ies sector

4.1.1 Sustainable management of fish stocks

Recovery plans for the three sectors: abalone, West Coast rock lob-ster and deep wa-ter hake updated

Recovery plans for the two sectors: abalone and West Coast rock lobster

Recovery plans for the two sectors: abalone and West Coast rock lobster were compiled.



– –

Research report to indicate fish stock levels compiled

Research report to indicate fish stock levels compiled

Research report to indicate fish stock levels compiled for:

West Coast rock lobster, deep-water hake and abalone

Research reports compiled for two sectors: abalone and West Coast rock lobster







MEDIUM-TERM TARGETS

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

4.1.2 Number of inspections conducted

4548 compli-ance and enforce-ment measures in the four prioritised fisheries sectors: hake, abalone, rock lob-ster and line fish imple-mented

2900 compli-ance and enforce-ment measures in the six prioritised fisheries sectors: hake, abalone, rock lobster, line fish pelagic and squid imple-mented

A total of 6 599 compliance and enforcement meas-ures in six prioritised fisheries sectors were implemented (hake, abalone, rock lobster, linefish, pe-lagic and squid).

4500

compliance and en-forcement measures in the six priori-tised fisheries sectors: hake, abalone, rock lobster, line fish, pelagic and squid implemented

5 500

compliance and enforce-ment meas-ures in the six prioritised fisheries sec-tors: hake, abalone, rock lobster, line fish, pelagic and squid implemented

5 500

compliance and enforce-ment meas-ures in the six prioritised fisheries sec-tors: hake, abalone, rock lobster, line fish, pelagic and squid implemented

5 500

compliance and enforce-ment meas-ures in the six prioritised fisheries sectors: hake, aba-lone, rock lobster, line fish, pelagic and squid implemented

4.1.3 Number of joint operations conducted with partners includ-ing Operation Phakisa initia-tive 5

26 operations

compli-ance=12

monitor-ing and surveil-lance=6

fisheries protection vessels=8

30 operations

compli-ance =14

monitor-ing and

surveil-lance =8

fisheries protection vessels =8

65 joint operations were conducted (compliance = 28; monitoring and sur-veillance = 13; and fisheries protection vessels = 24)

40 operations 60 joint operations conducted with partners

64 joint operations conducted with partners

68 joint operations conducted with partners

4.1.4 Number of investigations conducted

– 276 A total of 312 inves-tigations conducted

280 284 286 288




REPORTING PERIOD

ANNUAL TARGET

QUARTERLY TARGETS

1ST 2ND 3RD 4TH

2.1.1 Number of aquacul-ture catalyst projects (identified and listed under Operation Phakisa) supported

Quarterly 4 Operation Phakisa projects supported

One Operation

Phakisa project

supported

One Operation

Phakisa project

supported

One Operation

Phakisa project

supported

One Operation

Phakisa project

supported

2.1.2 Small-scale Aquaculture Support Programme developed

Quarterly Small-scale Aquaculture Support Programme concept note developed

– Draft concept

note

Stakeholder

consultations

Approved

concept note by

DDG: Fisheries

Management

2.1.3 Aquaculture Development Act implementation plan developed

Quarterly Develop imple-mentation plan for Aquaculture Development Act

– Draft imple-mentation plan

developed

Public consultations

conducted

Aquaculture Development Act im-plementa-tion plan developed



REPORTING PERIOD

ANNUAL TARGET

QUARTERLY TARGETS

1ST 2ND 3RD 4TH

2.1.4 Number of aquacul-ture research projects conducted

Bi-annually 1 new research on economics of new candi-date species for aquaculture conducted (sea urchin)

– Progress report on economics

of new candidate

species for aquaculture

conducted (sea urchin)

– Final progress report on one new research economics

of new candidate

species for aquaculture

conducted (sea urchin)

Bi-annually 1 aquatic animal health research project (Disease preventative measures)

– Progress report on disease preventative measures

– Final progress report on one aquatic animal health research disease preventative measures

Bi-annually 1 research project on climate change: Assessment of Coastal De-oxygenation and Acidification

– Progress report on maintenance of monitoring programs

– Final(draft publication) report on drivers of de-oxygena-tion from the West Coast

3.1.1 Commercial fishing rights allocated

Quarterly Revised policies and application forms for 12 fishing sectors which expire in 2020

- Policies and application forms reviewed with internal stakeholders

Policies and application forms reviewed with external stakeholders

Policies and application forms for 12 fishing sectors which expire in 2020 revised

Quarterly Revised policy for the transfer of fishing rights and application form

- Policy and application form reviewed with internal stakeholders

Policy and application form reviewed with external stakeholders

Policy for the transfer of fishing rights and appli-cation form revised



REPORTING PERIOD

ANNUAL TARGET

QUARTERLY TARGETS

1ST 2ND 3RD 4TH

3.1.2 Small-scale Fisheries Policy implemented

Quarterly Rights allocated to registered small-scale fisheries coop-eratives (Eastern Cape, KZN and Western Cape)

Allocation of

rights to small-scale

fisheries

cooperatives in Eastern Cape

Allocation of


fisheries

cooperatives in KZN

Allocation of


fisheries

cooperatives in Western Cape

Rights allocated to registered small-scale fisheries cooperatives finalised (Eastern Cape, KZN and Western Cape)

4.1.1 Sustainable manage-ment of fish stocks

Bi-annually Recovery plans for the two sectors: abalone and West Coast rock lobster

– – Recommendation on

determination of TAC, TAE or

combination

thereof in respect

of the abalone

and WCRL

fishing sectors

submitted for

approval


Annually Research reports compiled for two sectors: abalone and West Coast rock lobster

– Research re-ports to update status of fish stocks and recommend

catch limits to achieve recovery

targets for the Abalone and WCRL

– –



REPORTING PERIOD

ANNUAL TARGET

QUARTERLY TARGETS

1ST 2ND 3RD 4TH

4.1.2 Number of inspec-tions conducted

Quarterly 5500

compliance and enforcement measures in the six prioritised fisheries sectors: hake, abalone, rock lobster, line fish, pelagic and squid implemented

1 150 1 600 1 600 1 150

4.1.3 Number of joint oper-ations conducted with partners including Operation Phakisa Initiative 5

Quarterly 60 joint opera-tions conducted with partners

13 17 17 13

4.1.4 Number of investiga-tions conducted

Quarterly 284 71 71 71 71



R’000 R’000 R’000

Management 3 478 3,739 3 982

Aquaculture 42,837 46,050 49,045

Monitoring Control and Surveillance 96,033 103,235 109,944

Marine Resources Management 25,268 27,161 28,926

Fisheries Research and Development 77,829 83,665 89,103

Marine Living Resources Fund 274 278 289 363 305 278

Total 519,723 553,213 586,278



AUDITED OUTCOME AD

JUST

ED

APPR

OPR

IATI

ON

AVER

AGE

G

RO

WTH

RAT

E (%

)

AVER

AGE:

EXP

END

ITU

RE/

TO

TAL

(%)


ERAG

E G

RO

WTH

RAT

E (%

)

AVER

AGE:

EXP

END

ITU

RE/

TOTA

L (%

)

R THOUSAND 2015/16 2016/17 2017/18 2018/19 2015/16–2018/19 2019/20 2020/21 2021/22 2018/19–2021/22


Current payments

207 014 226 135 242 430 227 613 3,2% 46,9% 245 445 263 850 281 000 7,3% 47,4%


207 014 226 135 242 430 227 613 3,2% 46,9% 245 445 263 850 281 000 7,3% 47,4%


258 830 241 914 262 292 260 198 0,2% 53,1% 274 278 289 363 305 278 5,5% 52,6%


258 623 241 759 261 666 259 733 0,1% 53,0% 274 278 289 363 305 278 5,5% 52,6%

Households 207 155 626 465 31,0% 0,1% – – – -100,0% –


46 41 – – 100% – – – – – –

Total 465 890 468 090 504 722 487 811 – 100,0% 519 723 553 213 586 278 – 100,0%

Proportion of total programme

expendi-ture to vote expenditure

7,3% 7,2% 7,5% 6,3% – – 6,8% 7,0% 7,0% – –

10.6 Risk management


Unsustainable use and degradation of natural resource • Marine Living Resource Act, 2014 (Act no. 5 of 2014) (MLRA)

• Integrated Fisheries Security Strategy

Part C: Links to Other Plans


11. FIXED CAPITAL ASSETS

11.1. Acquisition and asset managementThe department normally plans for the construction of new buildings; repairs and maintenance of fixed capital assets in conjunction with the official programme of the DPW. Once needs have been identified, a certified needs assessment is submitted to the DPW as the custodian of all government buildings.

PROJECT NAME TYPE OF INFRASTRUCTURE

SERVICE DELIVERY OUTPUTS

2019/20

R’000

2020/21

R’000

2021/22

R’000

Foot-and-mouth disease border fence

Fence and access roads and water control structures

20 km elephant control fence and 20 km normal fence

23 002 24 438 25 968

Drilling Boreholes 120 boreholes per year 10 551 11 235 11 842

Upington Office building and laboratory

Upgrading of offices and store-rooms; and construction of evaporation pan and laboratory

200 200 200

Western Cape: Cape Town Kennels Building of sniffer dog kennels 100 102 1 000

Limpopo: Mutale Municipality District

Seed bank New seed bank building 500 500 200

Eastern Cape: Sterkspruit Seed bank New seed bank building 250 250 200

Western Cape: Stellenbosch lab

Office building Upgrading and maintenance of building and laboratory facility

1 039 1 667 2 100

Mpumalanga: Skukuza alterations

Office building and laboratory

Upgrading of existing buildings and laboratories

350 350 –

Gauteng: Harvest House Parking area Revamping of the parking area at Harvest House

350 350 –

Western Cape: Stellenbosch

Office building Alteration to existing entrance and exit to Polka Drive and new security fence around Blocks A and B

500 500 1 000

Western Cape: Cape Town coastline

Office buildings Repairs and maintenance of fisheries harbours along the coastline

600 250 40

DAFF head office Office buildings Upgrading and maintenance of building

122 122 7 000


Dams Rehabilitation of two irrigation dams, including repair of dam wall

500 500 100

Pretoria site clearance Office buildings Site clearance of remaining ext of Prinshof Agric Place

5 000 5 000 –


Sewerage system Upgrading of sewerage system 500 500 –

Gauteng: Maizeboard Office building Maizeboard: Repairs and main-tenance: status quo

800 800 500


PROJECT NAME TYPE OF INFRASTRUCTURE

SERVICE DELIVERY OUTPUTS

2019/20

R’000

2020/21

R’000

2021/22

R’000

Eastern Cape: Grootfontein Agricultural Development Institute

Classroom Construction of the classroom 600 600 126

Prevention and mitigation of disasters

Water reservoir Building of water reservoirs 3 000 3 500 3 500

Upgrade of laboratory Stellenbosch FSQA

Laboratory Upgrade of laboratory—Stellenbosch FSQA

2 000 – –

Upgrade of laboratory—Pretoria FSQA

Quarantine station Upgrading of laboratory—Pretoria FSQA

6 500 – –

Western Cape: Milnerton Quarantine station Upgrading of animal quarantine station

200 80 –

Gauteng: Roodeplaat: Plant genetic centre

Office building Upgrade of Plant Genetic Centre: Roodeplaat

5 000 6 000 3 475

Eastern Cape: Grootfontein Agricultural Development Institute

Water and sewerage reticulation

Upgrading of infrastructure at Grootfontein Agricultural Development Institute

4 000 4 000 7 000

Eastern Cape: Sterkspruit Seed bank Site clearance of seed bank at Sterkspriut

300 300 1 000

Gauteng: Sefala roof Office building Sefala building replacement of roof water proofing structures

500 500 –

Maintenance and repairs projects

Office buildings Various maintenance and re-pairs to office buildings

14 927 21 582 6 525

Bloemfontein Office buildings Bloemfontein: repair and renovations of offices at the old SABS building 116 Church Street

1 000 1 000 1 000

Total 82 391 84 326 72 776

11.2. Movable assets

The following is a summary of the anticipated acquisition of movable assets and related costs:

ASSET TYPE 2019/20 2020/21 2021/22

R’000 R’000 R’000

Building and other fixed structures 66 164 61 444 65 251

Machinery and equipment 64 417 56 909 60 245

Biological assets 25 25 26

Software and other intangible assets – – –

Total 130 606 118 378 125 522

11.3. Rehabilitation and maintenance of physical assetsAll departmental assets are being serviced as and when required or in terms of a maintenance plan. Assets that are not serviceable are normally auctioned off—the proceeds of which are deposited into the National Revenue Fund.


11.4. Capital transfers

The department plans to transfer the following capital funds:

ITEM 2019/20 2020/21 2021/22

R’000 R’000 R’000

ARC: FMD vaccine production facility 130 000 140 000 130 000

ARC: Agricultural research and infrastructure 19 844 20 936 22 087

CASP: Flood damaged infrastructure 65 631 – –

Total 215 475 160 936 152 087

11.5. Multi-year projections and projected receipts from the sale of assets

DEPARTMENTAL RECEIPTS 2019/20 2020/21 2021/22

R’000 R’000 R’000

Sales of goods and services 239 751 250 301 261 314

Sale of scrap, waste and other used current goods 781 815 852

Transfers received 489 510 533

Fines, penalties and forfeits 48 50 52

Interest, dividends and rent on land 5 400 5 637 5 885

Sales of capital assets 1 571 1 640 1 712

Financial transactions in assets and liabilities 14 100 14 721 15 368

Total 262 140 273 674 285 716

11.6. Information and Communication Technology PlanThe Information and Communication Technology Plan of the department will assist it to standardise hardware and software, internal standardisation, introduce solutions such as leasing of computers, be innovative to resolve budget constraints, ensure use of limited resources to achieve targets.

ICT SDO values

• D = Done and deliver

• I = Integrity and innovation

• C = Communication and compliance

• T = Technology and trust

The following DAFF strategic ICT objectives were formulated in response to the external and strategic drivers and are a major, comprehensive means for accomplishing the vision:

• Ensure inter-operability and integration of different applications across the department;

• Align ICT operations and processes with the DAFF strategic objectives;

• Build an ICT organisation that is better prepared to lead, consolidate and support ICT initiatives across thedepartment;

• Enhance, build or acquire business systems to improve service delivery;

• Assist the departmental business units in harnessing its intellectual property and make information readilyavailable and accessible; and

• Develop or implement communication and change management procedures, and provide a stable and secureICT environment.


OUTCOME OUTPUT MEDIUM TERM TARGETS

2019/20 2020/21 2021/22

Implementation of priority technology projects (technology architecture) as specified by the approved ICT Plan

ICT Plan approved and implemented

One ICT Plan

prioritised project

implemented

One ICT Plan

prioritised project

implemented

One ICT Plan

prioritised project

implemented

Reviewed and approved ICT Disaster Recovery Plan (ICT DRP)

Replication of hard-ware and servic-es to the DR site implemented


DAFF ICT DRP regression testing conducted

11.7. Public entities and other agencies

NAME OF PUBLIC ENTITY

MANDATE OUTPUTS CURRENT ANNUAL

BUDGET (R MILLIONS)

ARC The Agricultural Research Council was established in terms of the Agricultural Research Act (1990) and is the main agricultural re-search institution in South Africa. In terms of the Act, the council’s primary mandate is to conduct research and development, and effect the transfer of technology to promote agriculture and industry, contribute to a better quality of life, and facilitate and ensure conserva-tion of natural resources.

• Number of peer reviewed scientific publica-tions per year

• Number of cultivars registered per year

• Number of diagnostic and analytical servicesrendered per year

• Number of technical reports produced peryear

• Number of scientific publications per year

• Number of smallholder farmers supported peryear

• Number of smallholder farmers participat-ing in the Kaonafatso ya Dikgomo AnimalImprovement Scheme per year

1 223 706

MLRF The Marine Living Resources Fund was established in terms of the Marine Living Resources Act (1998). The fund’s mandate is to manage the development and sus-tainable use of South Africa’s ma-rine resources, and to protect the integrity and quality of the marine ecosystem

Number of job opportunities in the WfF Programme per year

Number of aquaculture catalyst projects supported under Operation Phakisa per year

Number of aquaculture research projects conduct-ed per year

Number of fisheries security inspections conducted per year

Number of enforcement and compliance inspec-tions in the four prioritised fisheries sectors (hake, abalone, rock lobster and linefish) per year

274 278




BUDGET (R MILLIONS)

National Agricultural Marketing Council

The National Agricultural Marketing Council was established in terms of Section 3 and section 4 of the Marketing of Agricultural Products Act (1996). The council is mandated to investigate the establishment, continuation, amendment or revocation of statutory measures affecting the marketing of agricultural products; and evaluate the desirability, necessity or efficiency of these statutory measures. It is also mandated to, if necessary, propose alternatives to the establishment, continuation, amendment or repeal of a statutory measure, and report to and advise the minister accordingly.

Number of trade research reports published per year

Number of agro-food chain journal articles published per year

Number of statutory measures status reports published per year

Number of Supply and Demand Estimates Committee reports published per year

Number of registers of directly affected groups reports published per year

Number of status reports of agricultural trusts published per year

Number of training reports on trustee capacity development published per year

Number of Agricultural Markets Schemes Trust and Grain Farmer Development Trust reports published per year

Number of agricultural Marketing training programmes facilitated per year

Number of agricultural development schemes designed per year

Number of livestock auctions facilitated per year

45 251

Onderstepoort Biological Products

Onderstepoort Biological Products was established as a public entity in terms of the Onderstepoort Biological Products Incorporation Act (1999), with government as its sole shareholder. The entity’s mandate is to prevent and control animal diseases that affect food security, human health and livelihoods through the continued development and efficient manufacturing of innovative animal-related pharmaceuticals (including vaccines) and related products.

Number of new markets developed and maintained per year

Number of new markets developed and maintained per year

Number of products and processes improved per year

Number of modern technologies developed per year

Number of training sessions for smallholder farmers and technicians facilitated per year

Number of emerging farmers association projects to support the smallholder and emerging farmers market per year

-




BUDGET (R MILLIONS)

PPECB The Perishable Products Export Control Board is an independent service provider of quality assurance, food safety, and cold chain management services for producers and exporters of perishable food products. It is mandated by government in terms of the Perishable Products Export Control Act (1983), which broadly requires the board to ensure the orderly export of perishables and monitor the proper maintenance of a continuous cold chain for exports It also derives its mandate from the Agricultural Products Standards Act (1990), which broadly requires the board to monitor the minimum quality standards of perishable exports, as required by government and bilateral agreements with importing countries

Number of mobile devices issued to inspectors car-rying out their duties per year

Number of depot and port audits undertaken per year

Number of consignment notes inspected per year

Number of students trained in the Agri-export Technologist Programme who are successfully placed per year

585


12. CONDITIONAL GRANTS

Name of grant CASP

Purpose To provide post-settlement support to targeted beneficiaries of land reform and redistribution and other producers who have acquired land through private means and are engaged in value-adding enterprises domestically, or involved in export

Performance indicator • Subsistence, smallholder and black commercial farmers supported through CASP

• Beneficiaries of CASP SA-GAP certified

• Youth, women and farmers with disabilities supported through CASP

• Unemployed graduates placed on commercial farms

• On and off-farm infrastructure provided and repaired, including agro-processing infrastructure

• Beneficiaries of CASP trained in farming methods, etc.

• Beneficiaries of CASP accessing markets

• Number of jobs created

• Hectares of land ploughed and planted

• Yields per unit area

• Animal Identification and Movement Tracing System for cattle in the FMD controlled areas ofLimpopo, Mpumalanga and KZN provided and maintained

• Physical boundary between the free zone and the protection zone, especially in Limpopo and KZNprovided and maintained

• Food and veterinary laboratory infrastructure, including quality systems accreditation revitalised ineight provinces (except Gauteng)

• Number of animals vaccinated for FMD in Limpopo and Mpumalanga

• Extension personnel recruited and maintained in the system

• Extension officers deployed to commodity organisations

• Agricultural Information Management System implemented in nine provinces

• On-and-off farm infrastructure provided and repaired

Continuation Yes

Motivation It is not sufficient to provide prospective farmers with land and even capital alone; they must be empowered to manage their businesses effectively and profitably in a competitive and often hostile environment and as such the CASP is geared to be the launching pad for smallholder farmers with a comprehensive support package

NAME OF GRANT ILIMA/LETSEMA GRANT

Purpose To assist vulnerable South African farming communities to achieve an increase in agricultural production and invest in infrastructure that unlocks agricultural production


NAME OF GRANT ILIMA/LETSEMA GRANT

Performance indicator • Vulnerability assessment surveys conducted in nine provinces

• Subsistence, smallholder and black commercial farmers supported through Ilima/Letsema

• Hectares of land ploughed and planted (grains and horticulture)

• Yields per hectare of land planted

• Hectares of rehabilitated and expanded irrigation schemes

• Superior breeding animals acquired and distributed to farmers

• Number of jobs created

Continuation Yes

Motivation Most South African households are subjected to food insecurity owing to high levels of poverty resulting from unemployment together with inadequate means to produce food. The Household Food Insecurity Access Scale which is aimed at determining household access to food showed that the percentage of South African households with inadequate or severely inadequate access to food decreased from 23,95% in 2010 to 22,6% in 2015 (Stats SA 2015 General Household Survey). Agriculture is key to food security and can serve as a basis for poverty alleviation by reducing the cost of basic food and creating employment for the otherwise unemployed. As a result, communities must be encouraged to grow their own food for subsistence or income generation which will enable households to divert their income from purchasing food, to meeting other pressing requirements, thereby contributing to improving the quality of life. This conditional grant therefore aims at increasing food production and unlocking potential agricultural land through rehabilitation of irrigation schemes

NAME OF GRANT LANDCARE

Purpose To promote sustainable development and use of natural resources by engaging in community-based initiatives that support the pillars of sustainability (social, economic and environmental) leading to greater productivity, food security, job creation and better quality of life for all.

Performance indicator • Number of hectares of agricultural land under rehabilitation/rehabilitated

• Number of job opportunities as measured by Full Time Equivalents (FTEs) created the principles ofExpanded Public Works Programme (EPWP)

Continuation Yes

Motivation Assessments of the state of natural agricultural resources, including environment, concluded that up to 80% of the surface area of South Africa is degraded. The degree of degradation varies from slightly to se-verely degraded. The degradation of our natural capital impacts directly on the agro-ecosystem reducing the capacity to deliver production, ecological and socio-economical services. This results in the reduction of household and national food security, the ability of farmers to generate an income and the livelihoods of rural communities. The focus of the LandCare Programme is to promote stewardship and to assist farm-ers and rural communities with the rehabilitation of the natural agricultural resources to achieve long-term sustainable use of agricultural land

13. PUBLIC-PRIVATE PARTNERSHIP

None.

Part D: Annexures


14. ANNEXURE 1: TECHNICAL INDICATOR DESCRIPTION

14.1. Programme1: Administration

1.1 INDICATOR TITLE GOOD GOVERNANCE AND CONTROL SYSTEMS STRENGTHENED BY 2019/20

Short definition The indicator refers to an improvement in good governance and control systems by the department through internal audits being executed as per the approved Risk-based Annual Plan

Purpose/importance To assist the department to achieve its objectives, comply with relevant laws/regulations/policies and to provide reasonable assurance that controls, to mitigate the risks identified and ensure that they are implemented and adhered to

Source/collection of data

Q1: 2018/19 Quarter 4 progress report approved by the Audit Committee




Method of calculation Simple count: Four progress reports approved by the Audit Committee

Data limitations Non-cumulative

Type of indicator Output

Calculation type None

Reporting cycle Quarterly

New indicator Slightly adjusted

Desired performance Improved operations, risk management, compliance, governance and controls of the department

Indicator responsibility Chief Director: Internal Audit

Director: Compliance Audit


1.2 INDICATOR TITLE SUPPORT, GUIDANCE AND INTERRELATIONS WITH STAKEHOLDERS IMPROVED IN THE SECTOR BY 2019/20

Short definition Oversee the implementation of the DAFF Communication Strategy and the Stakeholder Engagement Strategy

Purpose/importance This objective will contribute towards a heightened awareness of DAFF mandate and services


Approved media plans for the planned events and the quarterly report on the implementation of the media plans signed by the Chief Director: Communication Services

Minutes and resolutions taken at each engagement gathering, report on key strategic discussion, quarterly reports on the structured engagements signed by the Chief Director: Stakeholder Relations

Method of calculation Simple count: Communication Strategy and Stakeholder Engagement Strategy implemented

Data limitations N/A


Calculation type N/A

Reporting cycle Annually

New indicator No

Desired performance Increase awareness of DAFF mandate and services

Indicator responsibility Chief Director :Stakeholder Relations

Chief Director: Communication Services

1.3 INDICATOR TITLE SECTOR INTEGRATED PLANNING, MONITORING AND EVALUATION MECHANISM STRENGTHENED BY 2019/20

Short definition Annually update economical and statistic information on commercial, smallholder and subsistence producers in the sector

Purpose/importance To have information on different categories of producers readily available (collect, analyse and dis-seminate information)


Producers, secondary stats producers and institutions, PDAs

Method of calculation Compilation by electronic counting and estimation. Non-probability sampling. Sector specialists consultation

Data limitations Lack of resources; biased and poor representation

Type of indicator Output indicator



New indicator No

Desired performance All information on producers in the sector readily available

Indicator responsibility Chief Director: Monitoring and Evaluation Director: Statistics and Economic Analysis


14.1.1. Programme performance indicators

1.1.1 INDICATOR TITLE EFFICIENT AND EFFECTIVE RISK MANAGEMENT

Short definition Efficient and effective risk management refers to the implementation of the Risk Management Implementation Plan and the Fraud Prevention Plan

The Risk Management Implementation Plan is a document that is aimed at ensuring the implemen-tation of the Risk Management Strategy. It outlines the risk management activities that will be under-taken by an organisation. The implementation of those activities assists to enhance the risk maturity level of the organisation

Purpose/importance Efficient and effective risk management will be achieved through appropriate frameworks in place, continuous awareness, communication of risk, risk assessments workshops and implementation of risk action plans by branches


Q1: 2019/20 Risk Management Implementation Plan, Risk Communication and Awareness Plan

Q2: Programme risk register

Q3: 2020/21 Strategic risk register

Q4: 2020/21 Risk Management Strategy

Method of calculation None

Data limitations Unreported risks, poor response from branches , quality of information from branches




New indicator No

Desired performance Increased risk maturity level Successful implementation of Risk Management Strategy

Indicator responsibility Chief Director: Operations Support Director: Risk Management and Investigations


1.1.2 INDICATOR TITLE RISK-BASED INTERNAL AUDIT PLAN IMPLEMENTED

Short definition Audits executed as per the approved annual Risk-based Internal Audit Plan

Purpose/importance To assist the department to achieve its objectives, comply with relevant laws/regulations/policies and to provide reasonable assurance that controls, to mitigate the risks identified and ensure that they are implemented and adhered to






Method of calculation Simple count: 4 progress reports on the implementation of the approved annual Risk-based Internal Audit Plan

Data limitations Non-cumulative




New indicator No

Desired performance Improved operations, risk management, compliance, governance and controls of the department

Indicator responsibility Chief Director: Internal Audit

Director: Compliance Audit

1.1.3 INDICATOR TITLE BUSINESS CONTINUITY PLANS REVIEWED

Short definition The indicator refers to the development of the Business Continuity Plan. In 2019/20 the focus will be on testing of the DAFF’s core directorates’ Business Continuity Plans. Business Continuity Management is the capacity of the department to continue delivery of its core services at acceptable redefined levels, following a disruptive incident, hazard or natural disaster

Purpose/importance To enable the department to continue with its core services or functions, at acceptable redefined levels following a disruptive incident, threat or disaster


Q1: Individual core directorates Business Continuity Plans of Corporate Services branch and EDTM branch

Q2: Individual core directorates’ Business Continuity Plans of CFO and PPME branch

Q3: Individual directorates’ Business Continuity Plans of APHFS branch and FNRM branch

Q4: Individual directorates’ Business Continuity Plans of FSAR branch and FM branch

Method of calculation Basic count: Recovery Strategy

Data limitations None


Calculation type Not Applicable


New indicator No

Desired performance Business Continuity Management offers the department a capability and a methodology to plan for, respond to and recover from a disruptive incident, threat or natural disaster whenever it occurs

Indicator responsibility Chief Information Officer D: ICT Technology Continuity and Sustainability


1.1.4 INDICATOR TITLE ICT DISASTER RECOVERY PLAN (DRP) REVIEWED

Short definition The ICT disaster recovery site implementation refers to the setup of a secondary site that will enable DAFF to connect to critical services in case Pretoria has problems that may be from a disaster e.g. earth quake, flooding, power failure, cable theft, ICT infrastructure failure

Purpose/importance Restore critical ICT functions for the department to continue its functions after a disaster as prioritised by EXCO


Q1: Report on emails from the DR site

Q2: Report on internet access from the DR site

Q3: Report on DAFF website access from the DR site

Q4: Report on vault or critical file server access from the DR site

Method of calculation Basic count: Reports of implementation on each quarter



Calculation type Non-cumulative


New indicator Slightly modified

Desired performance Successful initial site configuration

Indicator responsibility Chief Information Officer D: ICT Service Delivery and Operations


1.1.5 INDICATOR TITLE INFORMATION AND COMMUNICATION TECHNOLOGY (ICT) PLAN IMPLEMENTED

Short definition The ICT Plan supports DAFF’s Strategic Plan by explaining the roles and responsibilities of the ICT component, organisational structure and list of ICT services. The ICT analyses the needs of internal and external stakeholders, with the intention of developing funded prioritised projects over a five-year period to improve service delivery while mitigating risks as analysed during this process. The ICT Plan cascades into the ICT Implementation Plan and then into the APP

The ICT Plan as approved by the Director-General has identified the Producer Register and Invoice Tracking Systems as the two projects which will form part of the implementation of the ICT Plan

Purpose/importance The Public Service Regulations (PSR) of 2016 regulates ICT planning in the Public Service as follows:

Chapter 3, Section 30 (1) requires of a head of department to establish and maintain an ICT Plan for the department that supports the Strategic Plan contemplated in Section 25 and the Service Delivery Improvement Plans as per Section 38 and complies with Chapter 6

Section 30 (2) requires that the head of a department shall monitor and evaluate the implementation of the ICT Plan through:

a. An implementation plan linked to the Medium-Term Expenditure Framework budget; and

b. An Annual Operational Plan (APP)


Q1: Business requirement documentation for the Invoice Tracking System—(document)

Q2: Completed technical specification—(document)

Q3: Report on the development of the software

Q4: Report on the Invoice Tracking System deployed to test environment, report on the ICT System deployed (D: SCM)

Method of calculation Basic count: One MSP project implemented





New indicator No

Desired performance This prioritised ICT project is one of several systems to be developed over a five-year period to im-prove service delivery of DAFF while mitigating risks as identified in the ICT Plan

Indicator responsibility Chief Information Officer D: ICT Service Strategy and Systems


1.1.6 INDICATOR TITLE NUMBER OF BILLS SUBMITTED TO MINISTER

Short definition The indicator measures the number of Bills that are submitted to the Minister for tabling in Cabinet. The Bills are either new legislation or identified departmental legislation that are reviewed and/or amended to ensure alignment to the Constitution and the mandate of the department, prior to submission to the Minister for tabling in Cabinet

Purpose/importance Updated, effective and streamlined legislation aligned with the Constitution reflecting the departmental mandate


Reviewed Bill

Submission to the Minister for tabling the Bill

Data limitations Factors that might be beyond the department’s control for this indicator are changes in parliamentary processes, cluster processes, delays by the State Law Advisors, changes by the clients, stakeholders and delays en route to and in the Ministry

Method of calculations Simple count: Number of bills submitted to the Minister


Calculation type Cumulative


New indicator No

Desired performance Legislation aligned to the Constitution

Indicator responsibility Chief Director: Legal Services

Director: Legal Services


1.1.7 INDICATOR TITLE HRD STRATEGY IMPLEMENTED

Short definition The HRD Strategy seeks to ensure that all employees in the organisation have and contin-ue to develop the capacity to undertake their responsibilities as the value-add to the produc-tivity and service of the organisation, and to the motivation and performance of their peers. In 2019/20 the Workplace Skills Plan approved by the DG and implemented

Purpose/importance To conduct and present a thorough analysis of the organisational environment for HRD and to note the implications of organisational circumstances for strengthening HRD in the department


Q1: 2018/19 Q4 Integrated Training and Development Committee (ITDC) minutes 2018/19 Q4 Work Place Skills Plan (WSP) Report 2018/19 Approved Annual Report

2019/20 Workplace Skills Plan developed and approved by the

DG

Q2: 2019/20 Q1 Integrated Training and Development Committee

(ITDC) minutes

2019/20 Q1 Workplace Skills Plan (WSP) Report


(ITDC) minutes

2019/20 Q2 Workplace Skills Plan (WSP) Report


(ITDC) minutes

2019/20 Q3 Work place Skills Plan (WSP) Report

Method of calculation Workplace Skills Plan, Workplace Skills Plan quarterly reports

Data limitations Depends on the accuracy of the training request form




New indicator No

Desired performance Increased skills base and employee capability

Indicator responsibility CD: Human Resources Management D: Employee Development and Performance Management


1.1.8 INDICATOR TITLE AUDIT REPORT ON ANNUAL FINANCIAL STATEMENTS

Short definition The indicator refers to obtaining an unqualified audit opinion from the AGSA for the audit conducted on financial statements

Purpose/importance Ensures effective and efficient use of financial resources in the department


Q1: Unaudited Annual Financial Statements (AFS), proof of submission of AFS to AGSA and NT

Q2: Audit report from the AGSA

Method of calculation Basic count: Unqualified audit report from the AG


Indicator type Output


Reporting cycle Bi-annually

New indicator New indicator

Desired performance Unqualified audit report on the AFS

Indicator responsibility CD: Financial Management

1.1.9 INDICATOR TITLE PERCENTAGE OF INVOICES PAID WITHIN THE 30 DAYS

Short definition The indicator measures the number of invoices paid by the department within 30 days of receipt in relation to the all the invoices that have been received by the department

Purpose/importance To enable suppliers to have sufficient funding to operate their business and to ensure that the depart-ment complies with Treasury Regulations.


Invoice tracking report, National Treasury invoices report

Method of calculation Total Number of invoices paid by the department within 30 days of receipt / Total number of all the invoices that have been received by the department *100

Data limitations Service providers not updating the department with changes especially banking details. Goods and services not meeting the set standard.




New indicator New indicator

Desired performance Higher performance is desirable

Indicator responsibility CD: Financial Management

D: Financial Accounting


1.2.1 INDICATOR TITLE COMMUNICATION STRATEGY IMPLEMENTED

Short definition Oversee the implementation of the DAFF Communication Strategy Provide leadership and manage communication and information

Purpose/importance This objective will contribute towards a heightened awareness of DAFF mandate and services


Q1: Approved media plans for planned events and the report on the implementation of the media plans signed by the Chief director: Communication Services

Q2: Approved media plans for planned events and the report on the implementation of the media plans signed by the Chief director: Communication Services and approved Media Engagement Plan by the DDG

Q3: Approved media plans for planned events and the report on the implementation of the media plans signed by the Chief director: Communication Services

Q4: Approved media plans for planned events and the report on the implementation of the media plans signed by the Chief director: Communication Services and approved Media Engagement Plan by the DDG

Method of calculation Simple count: Four quarterly reports

Data limitations N/A


Calculation type N/A


New indicator No

Desired performance Increase awareness of DAFF mandate and services

Indicator responsibility Chief Director: Communications

Directors: Communication Services


1.2.2 INDICATOR TITLE STAKEHOLDER ENGAGEMENT STRATEGY (SES) REVIEWED AND IMPLEMENTED

Short definition Review and implementation of the Stakeholder Engagement Strategy through co-ordination of en-gagements between DAFF stakeholders and inter-governmental relations partners in all spheres of government

Purpose/importance Strengthen relationships with stakeholders that will enable DAFF to realise its mandate


Stakeholder Engagement Strategy reviewed

Q4: Reviewed Stakeholder Engagement Strategy, DEXCO submission


Q1–Q4: Minutes and resolutions taken at each engagement gathering, report on key strategic discus-sions, quarterly report on the structured engagements signed by the CD: Communication Services

Q4: DEXCO submission for approval of reviewed strategy and minutes of DEXCO meeting where reviewed strategy was approved

Method of calculation None

Data limitations Availability of the principals for arranged engagements



Reporting cycle Stakeholder Engagement Strategy reviewed

Annually


Quarterly

New indicator Modified

Desired performance Strengthening relationships with all stakeholders and three spheres of government

Indicator responsibility Director: Stakeholder Relations

Director: Intergovernmental Relations


1.3.1 INDICATOR TITLE SECTOR INFORMATION MANAGEMENT SYSTEM STRENGTHENED

Short definition Quarterly update economical and statistical information on commercial, smallholder and subsistence producers in the sector. The report will present analytical view of economic and statistical situation of the previous quarter and where possible, identify possible opportunities for the sector going forward

Purpose/importance To have information on different categories of producers readily avail-able. (Collect, analyse and disseminate information)

Source/collection of data Producers, secondary stats producers and institutions, PDAs

Q1: Quarterly report on 2018/19 Q4 sector economic and statistical information signed off by CD: M&E




Method of calculation Compilation by electronic counting and estimation. Non-probability sampling. Sector specialists consultation

Data limitations Lack of resources and insufficient representation of all producers in the category of commercial, smallholder and subsistence.




New indicator No

Desired performance All information on producers in the sector readily available

Indicator responsibility Chief Director: Monitoring and Evaluation

Director: Statistics and Economic Analysis


1.3.2 INDICATOR TITLE NUMBER OF PROJECT VERIFICATION REPORTS SUBMITTED TO OVERSIGHT

Short definition Promote the culture of managing projects within DAFF. D: Producer Development Support will devel-op a framework for DAFF project management processes and procedures to be followed for DAFF to implement management by project in managing the strategic goals or any other work deemed to be managed as a project. D: PDS will make the approved DAFF Project Management Methodology available to all branches and them to follow the methodology to make the projects a success

Purpose/importance To ensure that the defined objectives of all branches are easily manageable by providing a framework for monitoring and control; and making control visible to senior management. This provides effective techniques for meeting annual targets, and to ensure that DAFF funded projects are registered, mon-itored and reported on


Q1: 2018/19 Annual Report on verified projects signed by CD:PDP and DEXCO submission

Q2: 2019/20 Quarter 1 Report on verified projects signed by CD:PDP and DEXCO submission



Method of calculation Simple count: One annual report and three quarterly reports

Data limitations Incomplete information/data provision by DAFF branches




New indicator No

Desired performance All DAFF branches managing their goals/objectives in a project-oriented approach and all DAFF funded projects being registered in a central project management system

Indicator responsibility Chief Director: Policy Development and Planning

Director: Programme Development Support


1.3.3 INDICATOR TITLE SECTOR RESEARCH AGENDA MONITORED

Short definition The directorate will monitor the implementation of the research agenda for alignment and congruence with the DAFF strategic priorities and mandate. The monitoring pro-cess involves the systematic review of all processes of implementation

Purpose/importance Ensure that the funded R&D programmes and projects contribute to efficiencies and high productivity


Q1: Progress Report on the monitoring of the Sector Research Agenda, signed off by D: PRS.

Q2: Annual Report on the implementation of the Sector Research Agenda through the RTF (Research Technology Fund) programme, submission to DEXCO, report on the monitoring of the sector research agenda, signed off by D: PRS.

Q3: Progress report on the monitoring of the Sector Research Agenda, signed off by D: PRS

Q4: Progress report on the monitoring of the Sector Research Agenda, signed off by D: PRS

Method of calcula-tion

Simple count: Three reports on the monitoring of the Sector Research Agenda, annual report on the implementation of the Sector Research Agenda

Data limitations Insufficient reportingType of indicator OutputCalculation type Non-cumulativeReporting cycle QuarterlyNew indicator No

Desired perfor-mance

R&D Agenda and priorities impact positively on sectoral productivity and efficiencies

Indicator responsi-bility

Chief Director: Policy and Planning

Director Policy Research Support


14.2 Programme 2: Agricultural Production, Health and Food Safety

14.2.1. Strategic objective indicators

2.1. INDICATOR TITLE NUMBER OF IMPROVEMENT SCHEMES FOR PRIORITISED VALUE CHAIN COMMODITIES MONITORED TO INCREASE PRODUCTION AND PRODUCTIVITY

Short definition The department monitors implementation of plant and animal improvement schemes to assist farmers increase livestock and poultry production efficiency to be measured in terms of the Animal Improvement Act and increase production levels and good yields according to the Plant Improvement Act. The identified schemes are animal—Kaonafatso ya Dikgomo, poultry; Plant— seed and deciduous fruits

Purpose/importance Monitoring of the schemes for compliance of the role-players with the requirements of the schemes will indicate potential areas of weakness of implementation of the current legislation. The purpose is also to identify and provide a platform for utilisation of genetically superior animals/plant in order to improve the production and performance of animals/plant in the interest of efficient, economic and effective animal/plant production for purposes of food security

Source/collection of data The objective indicator will be achieved through the programme performance indicators 2.1.1 and 2.1.2 thus the portfolio of evidence will be the same

Method of calculation Basic count: Total number of plant improvement schemes monitored

Data limitations Insufficient funds to expand, and factors that might be beyond the department’s control for this indicator e.g. disease outbreaks and withdrawal of farmers from the schemes




New indicator No

Desired performance Improved implementation of the schemes

Indicator responsibility DDG: Agricultural Production , Health and Food Safety (APHFS)


2.2. INDICATOR TITLE NUMBER OF PLANT PEST RISK AND ANIMAL DISEASE RISK SURVEILLANCES CON-DUCTED TO REDUCE BIO-SECURITY AND RELATED SECTOR RISKS

Short definition Disease surveillance (detection) is an epidemiological practice by which the spread or presence of disease is monitored in order to establish patterns of progression of disease or to prove absence of disease. The main aim of the disease surveillance, in this case, is to determine presence or absence of disease and furthermore it is to predict, observe, and minimise the harm caused by outbreak, epidemic, and pandemic situations, as well as increase knowledge about which factors contribute to such circumstances

Purpose/importance Improved response to food/feed safety incidents and outbreaks of animal diseases and pests and improved early detection and reaction time to outbreaks of animal diseases and pests thus reducing bio-security risks

Source/collection of data/evidence

The objective indicator will be achieved through the programme performance indicators 2.2.1, 2.2.2, 2.2.3, 2.2.4, 2.2.5, and 2.2.6; thus the portfolio of evidence will be the same

Method of calculation Basic count: Number of surveillances conducted, number of interventions conducted, veterinary legal framework, clinics delivered and veterinarians deployed

Data limitations Factors that might be beyond the department’s control for this indicator are the outbreak of other diseases not specified in the plan and factors outlined in each PPI contributing to this objective indicator




New indicator No

Desired performance Improve early detections of and response to animal diseases and pests

Indicator responsibility DDG: Agricultural Production, Health and Food Safety (APHFS)


4.1. INDICATOR TITLE DIVERSITY OF GENETIC RESOURCES FOR AGRICULTURE CONSERVED

Short definition The National Plan for Conservation and Sustainable Use of Plant and Animal Genetic Resources for Food and Agriculture is a plan that aims to determine national priorities in light of those agreed upon in the Second Global Plan of Action for Conservation and Sustainable Use of Plant and Animal Genetic Resources for Food and Agriculture, and in the framework of South Africa’s food and agriculture development needs

Purpose/importance Currently, there is no national instrument to guide the activities in relation to the conservation and sus-tainable use of genetic resource use for food and agriculture. The National Plans for Conservation and Sustainable Use of Plant and Animal Genetic Resources will serve as a guideline to develop activities and draft organisational requirements needed to conserve the genetic resources

Source/collection of data/Evidence

The objective indicator will be achieved through the programme performance indicators 2.3.1 and 2.3.2 thus the portfolio of evidence will be the same

Method of calculation Basic count: National Plans to Conserve Diversity of Plant and Animal Genetic Resources for Food and Agriculture developed

Data limitations Lack of cooperation from key stakeholders




New indicator No

Desired performance National Plans to Conserve Diversity of Plant and Animal Genetic Resources for Food and Agriculture implemented

Indicator responsibility DDG: Agricultural Production , Health and Food Safety (APHFS)



2.1.1. INDICATOR TITLE NUMBER OF ANIMAL IMPROVEMENT SCHEMES FOR PRIORITISED VALUE CHAIN COM-MODITIES IMPLEMENTED

Short definition Implementation refers to recruitment of farmers under low-input production systems; and the use of animal improvement technologies to improve livestock/poultry production potential as provided for in the Animal Improvement Act prescripts.

The schemes are designed to allow for voluntary participation of smallholder farmers to improve live-stock/poultry production efficiency.

The benefits of the schemes include general technical advisories on animal husbandry and poultry production, provision of free animal recording and improvement services, training on broiler and layer management and capacity building on record keeping and animal identification and continuous im-provement and innovation techniques.

The department has appointed implementing agents for implementation of the schemes as provided for in the Animal Improvement Act, (Act 62 of 1998)

Purpose/importance The purpose is to provide a platform to improve production efficiency for animals under smallholder farming systems


Q1: Excel spreadsheet list of farmers for poultry and KYD, plus supporting documents (INTERGIS Report accompanied by application forms of participants/attendance registers, attendance registers for trainings and/or information days)

Q2: Excel spreadsheet list of farmers for poultry and KYD, plus supporting documents (INTERGIS Report including application forms of recruits, attendance registers for trainings and/or information days)

Q3: Excel spreadsheet list of farmers for poultry and KYD, plus supporting documents (INTERGIS Report including application forms of recruits, attendance registers for trainings and/or information days)

Q4: Final Report on two animal improvement schemes (KyD and poultry schemes)

Method of calculation Basic count: Annual report of two animal improvement schemes

Data limitations Factors that might be beyond the department’s control for this indicator e.g. drought, diseases out-breaks , natural disasters and withdrawal of farmers from the schemes because this is a demand driven activity




New indicator No

Desired performance Improved implementation of the schemes

Indicator responsibility Chief Director: Animal Production and Health

Director: Animal Production


2.1.2. INDICATOR TITLE NUMBER OF PLANT IMPROVEMENT SCHEMES FOR PRIORITISED VALUE CHAIN COMMODITIES MONITORED

Short definition Plant improvement schemes refer to the certification schemes that have been promulgated for certain crops in terms of the Plant Improvement Act and are operated by designated authorities as appointed by the Minister.

Monitoring refers to maintaining an oversight role with regard to the quality of propagating material (seed and nursery plants). Monitoring is performed by DAFF Inspection Services and Registrar of PIA.

Low production levels and poor yields remain key features of smallholder farming in South Africa. This in turn translates into low income levels thereby making it very difficult for these farmers to make a living out of farming. Contributing factors among others include use of poor quality cultivars and inappropriate production practices.

Access to quality propagating material is a key contributor towards sustainable plant production. The Plant Improvement Act (PIA) provides for the regulation of the quality of propagating material of certain identified crops. Quality is ensured through certification schemes which guarantee varietal purity, source and known quality of the propagating material. The PIA prescribes the minimum requirements that the certification schemes must comply with.

A number of actors are authorised under the Plant Improvement Act to ensure the production of certified propagating material. The intended activity aims to evaluate a sample of certified propagating material to assess technical and administrative compliance to the schemes which is important to ensure the achievement of the objectives of the schemes

The South African National Seed Organisation (SANSOR) has been appointed by the Minister as the designated authority to administer the South African Seed Certification Scheme and includes crops like maize, wheat, sunflower, etc.

The Deciduous Fruit Plant Improvement Association has been appointed by the Minister as the designated authority to administer the Deciduous Fruit Plant Certification Scheme, as operated by Plant SA. The Deciduous Fruit Scheme covers pome and stone fruit e.g. apples and peaches

Purpose/importance To ensure that plant improvement schemes are doing well. This is done through an evaluation of the compliance of the end product (propagating material and plants) with the requirements of the schemes will indicate potential areas of weakness of implementation of the current legislation and schemes which may be addressed through relevant amendments, review of the current delegation in terms of the Act or other appropriate measures

Source/collection of data/Evidence

Q1: Monitoring reports signed and dated by Chief Director and Director, list of certified propagating material sampled, checked and verified

Q2: Monitoring reports signed and dated by Chief Director and Director, list of certified propagating material sampled, checked and verified

Q3: Monitoring reports signed and dated by CD and D, list of certified propagating material sampled, checked and verified

Q4: Final status reports signed and dated by CD and D

Method of calculation Basic count: Total number of plant improvement schemes monitored

Data limitations Limited compliance from the source of information (delegated authorities, DAFF Inspection Services)




New indicator No

Desired performance To monitor compliance levels for certification schemes in line with regulations

Indicator responsibility Chief Director: Plant Production and Health

Director: Plant Production


2.2.1. INDICATOR TITLE NUMBER OF PLANNED ANIMAL DISEASES RISK SURVEILLANCES CONDUCTED

Short definition Disease or pest surveillance (detection) is an epidemiological practice by which the spread or pres-ence of disease or pests is monitored in order to establish patterns of progression of specific disease or pests or to prove absence of such disease. The main aim of the surveillance in this case, is to deter-mine presence or absence of the specified disease or pest and furthermore it is to predict. Observe, and minimize the harm caused by outbreak, epidemic and pandemic situations, as well as increase knowledge about which factors contribute to such circumstances

Purpose/importance Improved response to food/feed safety incidents and outbreaks of animal diseases and plant pests and improved early detections and reaction time to outbreaks of animal diseases and plant pests, thus reducing bio-security risks


Q2: Report on analysed results of the survey signed and dated by Chief Director and Director

Q3: Report on analysed results of the survey signed and dated by Chief Director and Director

Q4: Annual surveillance reports on PPR and FMD conducted signed and dated by Chief Director and Director

The data is collected from the PDAs and laboratories

Method of calculation Basic count: Number of surveillances conducted

Data limitations Factors that might be beyond the department’s control for this indicator are the outbreak of other diseases that are not specified in the plan




New indicator No

Desired performance Improved early detection of and response to animal diseases and pests


Director: Animal Health


2.2.2. INDICATOR TITLE NUMBER OF PLANNED PLANT PEST RISK SURVEILLANCES CONDUCTED

Short definition Disease or pest surveillance (detection) is an epidemiological practice by which the spread or presence of disease or pests is monitored in order to establish patterns of progression of specific disease or pests or to prove absence of such disease. The main aim of the surveillance, in this case, is to determine presence or absence of the specified disease or pest and furthermore it is to predict. Observe, and minimise the harm caused by outbreak, epidemic and pandemic situations, as well as increase knowledge about which factors contribute to such circumstances

Purpose/importance Improved response to food/feed safety incidents and outbreaks of animal diseases and plant pests and improved early detection and reaction time to outbreaks of animal diseases and plant pests, thus reducing bio-security risks


Q1: Surveillance reports on exotic fruit fly and a spreadsheet on the results from the survey conducted signed and dated



Q4: Report on exotic fruit fly and a spreadsheet on the results from the survey conducted signed and dated

Method of calcula-tion

Basic count: Number of surveillances conducted and phytosanitary legal framework

Data limitations Factors that might be beyond the department’s control for this indicator are the out-break of other pests and diseases that are not specified in the plan

Type of indicator Output Calculation type Non-cumulative Reporting cycle QuarterlyNew indicator No Desired perfor-mance

Increase the number of plant pest and disease surveillances conducted in order to improve response to and early detection of regulated plant diseases and pests

Indicator responsi-bility

Chief Director: Plant Production and Health

Director: Plant Health


2.2.3. INDICATOR TITLE NUMBER OF EXPORT PROTOCOLS FOR PHYTOSANITARY REQUIREMENTS IMPLEMENTED

Short definition Export protocols for phytosanitary requirements are bilateral or multilateral agreements entered into between South Africa and other foreign countries for export of plant products, prescribing compliance with phytosanitary conditions. The implementation is through inspection and certification of consignments

Purpose/importance Promote phytosanitary compliance on consignments destined for foreign countries, thus enabling continuous export of agricultural products

Source/collection of data/verification documents

Q1: Quarterly report on inspection and certification of consignments presented, rejected, passed and certified for citrus to South Korea, China, Japan, Thailand, USA

Apples to Mexico, Taiwan and China

Pears to USA with spreadsheet on the data used to compile the report signed and dated by Chief Director and Director

Q2: Quarterly report on inspection and certification of consignments presented, rejected, passed and certified for citrus to: South Korea, China, Japan, Thailand, USA

Apples to China


Q3: Quarterly report on inspection and certification of consignments presented, rejected, passed and certified for grapes to USA, Israel, China, and Thailand

Apples to China


Q4: Quarterly report on inspection and certification of consignments presented, rejected, passed and certified for grapes to USA, China, Israel, and Thailand

Pears to USA, with spreadsheet on the data used to compile the report signed and dated by Chief Director and Director

Method of calculation Basic count: 27 export protocols for phytosanitary requirements implemented indicating consign-ments presented, rejected, passed and certified

Data limitations Factors that might be beyond the directorate’s control for this indicator are inadequate operational funds, insufficient capacity (inspectors, ICT systems, inspection tools and facilities), climate, exporter preferences, and cooperation by other directorates and institutions




New indicator Yes

Desired performance Improved implementation of export protocols for phytosanitary requirements for consignments presented, passed and certified

Indicator responsibility

Chief Director: Inspection and Quarantine Services

Director: Inspection Services


2.2.4. INDICATOR TITLE VETERINARY STRATEGY IMPLEMENTED

Short definition Holistic management of animal disease is essential for bio-security and food security. Challenges posed by constitutional concurrence of functions require an integrated approach, as animal diseases are not confined provincial boundaries. A Veterinary Strategy to guide the implementation of the Animal Diseases Management Plans taking into consideration the identified gaps is essential to cater for all pillars in veterinary services. The implementation of Veterinary Strategy will be done through the development of supporting policies and legislative frameworks

Purpose/importance The Performance of Veterinary Services (PVS) of South Africa analysis identified major challenges related to the defective line of command within veterinary services leading to problems in animal disease management. Research indicates that animal diseases account for 35% losses in productivity of livestock. Improved management of outbreaks of animal diseases and pests and improved early detection and reaction time to outbreaks of animal diseases and pests will be ensured. For this to occur, a Veterinary Strategy is important to tighten up these defective areas


Q1: First draft on Brusselosis Policy

Q2: Stakeholder consultations

Q3: Final draft with stakeholder inputs

Q4: Brusselosis Policy approved by the Chief Director: Animal Production and Health

Method of calculation Basic count: On animal identification and traceability

Data limitations Availability and guidance provided by legal services




New indicator No

Desired performance Improved veterinary services delivery



2.2.5. INDICATOR TITLE NUMBER OF COMPULSORY COMMUNITY SERVICE (CCS) VETERINARIANS DEPLOYED

Short definition The deployment of veterinarians to improve access to veterinary services in all provinces. The target is based on: (1) number of students who would be expected to have qualified to undertake the CCS Programme in that financial year. (2) Estimate of number of veterinarians who qualified outside South Africa (SA) registering with the South African Veterinary Council (SAVC) for the first time in year in question. The actual deployment will be dependent on number of students passing their final year examinations and veterinarians who qualified outside SA registering with SAVC for the first time

Purpose/importance The programme aims to support livestock production, food safety and trade by deploying veterinar-ians to resource poor areas and expose newly qualified veterinarians to rural agriculture and farming practices

Source/collection of data/verification

Q1: Receive applications forms for 2020/21 CCS placement

Q2: Notification to applicants on approved placements

Q4: 189 Compulsory Community Service (CCS) veterinarians for 2019/20 financial year deployed

Method of calculation Basic count: Number of CCS veterinarians deployed

Data limitations The actual deployment is dependent on the number of graduates produced by the university and veterinarians qualifying outside SA registering for the first time with SAVC on an annual basis




New indicator No

Desired performance Improved access to veterinary services. By deploying veterinarians to remote areas they are exposed to rural agriculture and farming practices


Director: Veterinary Public Health


4.1.1. INDICATOR TITLE NUMBER OF TARGETED TAXA CONSERVED EX SITU

Short definition The National Plan for Conservation and Sustainable Use of Plant Genetic Resources for Food and Agriculture (PGRFA) is a plan that aims to determine national priorities in light of those agreed upon in the Second Global Plan of Action for Conservation and Sustainable Use of Plant Genetic Resources for Food and Agriculture, and in the framework of South Africa’s food and agriculture development needs

Purpose/importance Currently, there is no national instrument to guide the activities in relation to the conservation and sustainable use of PGRFA. In recognition of the need to develop an effective framework for the conservation and sustainable use of PGRFA, the National Plan for Conservation and Sustainable Use of Plant Genetic Resources will serve as a guideline to develop activities and draft organisational requirements needed for the conservation and sustainable use of PGRFA.

The objectives of the national plan are to:

• ensure the conservation and sustainable use of plant genetic resources for food andagriculture as a basis for food security, and poverty reduction by providing a foundation forcurrent and future use;

• to identify priorities for action in response to the Second Global Plan of Action for the conservation of PGRFA;

• to set the conceptual bases for the development and adoption of national policies and legislation, as appropriate, for the conservation and sustainable use of PGRFA;

• encourage participation of farmers in making decisions on matters related to the conservationand sustainable use of PGRFA;

• promote cooperation at national, regional, and international level on the conservation andsustainable use of PGRFA and to enhance institutional capacity


Q1: Report on characterised accessions (including characterisation sheets)

Q2: Report on characterised accessions (including characterisation sheets)

Q3: Report on processed accessions

Q4: Report on two targeted taxa conserved including location data and passport data (collector’s name, collector’s number, accession name, scientific name), germination tests, duplication and storage

Sources: National Plan for Conservation and Sustainable Use of Plant Genetic Resources for Food and Agriculture, literature, research institutions, NPGRC collection books

Method of calculation Basic count: Two targeted taxa conserved ex situ

Data limitations Non-conducive environmental conditions, lack of cooperation from key stakeholders




New indicator No

Desired performance National plan to conserve diversity of plant genetic resources implemented

Indicator responsibility Chief Director: Plant Production and Health Director: Genetic Resources


14.3 Programme 3: Food Security and Agrarian Reform

14.3.1 Strategic objective indicator

3.1 INDICATOR TITLE NATIONAL FOOD AND NUTRITION SECURITY COMMITTEE COORDINATED

Short definition The National Food and Nutrition Security Coordination Committee is a committee led by DAFF and supported by the Department of Social Development. The structure comprises state-owned enter-prises, key national and provincial departments, and international co-operating partners

Purpose/importance Forge partnerships and strengthen co-ordination of food and nutrition security programmes to reduce food insecurity


The objective indicator will be achieved through the progress on programme performance indicators 3.1.1

Method of calculation Simple counting

Data limitations Non-functional committee (postponement of meetings, non-compliance to reporting requirements, poor representation and lack of quorum) and non-submission of evidence by provinces


Calculation type Non-Cumulative


New indicator No

Desired performance Moderate performance

Indicator responsibility Chief Director:: Food Security

3.2 INDICATOR TITLE IMPROVED DELIVERY CAPACITY IN THE SECTOR

Short definition To improve extension services, training and development in the sector, DAFF will implement the National Education and Training Strategy for Agriculture, Forestry and Fisheries and the National Policy on Extension and Advisory Service as sector policies

Purpose/importance The strategy provides an annotated framework for guiding education and training for agriculture, forestry and fisheries in a manner that is consistent and coherent and aligned with the National Development Plan and other key policies. Whereas the policy will provide a coherent plan of action to direct the collective work


The objective indicator will be achieved through the progress on programme performance indicators 3.2.1, 3.2.2, 3.2.3 and 3.2.4

Method of calculation Basic count: Status report on graduates placed and number of extension practitioners placed





New indicator No

Desired performance Higher performance is desiredIndicator

responsibilityDDG: FSAR


3.3. INDICATOR TITLE NATIONAL POLICY ON COMPREHENSIVE PRODUCERS DEVELOPMENT SUPPORT COORDINATED

Short definition This policy will be the overall national policy framework for the agriculture, forestry and fisheries sectors in South Africa and shall guide interventions (support) provided to the various categories of producers by government and other sector stakeholders. DAFF, through the policy will co-ordinate interventions (support) provided to the various categories of producers by government and other sector stakeholders for the agriculture, forestry and fisheries sectors in South Africa

Purpose/importance Ensure an integrated farmer/producer support in South Africa


The objective indicator will be achieved through the programme performance indicators 3.3.1 and 3.1.1

Method of calculation Basic count: Number of reports on NFNSCC





New indicator No

Desired performance Effective and efficient co-ordination of producer support programmes in South Africa

Indicator responsibility CD: Food Security



3.1.1 INDICATOR TITLE NUMBER OF REPORTS ON NATIONAL FOOD AND NUTRITION SECURITY INTERVENTIONS DEVELOPED

Short definition

The indicator refers to the number of reports developed on food and nutrition security interventions co-ordinated that are implemented by the provincial departments and progress attained is reflected in quarterly reports. The national department consolidates such information and reports to different fora as dictated to by a variety of prescripts.

The key intervention and by inference the contents of the report will be as follows:

• Comprehensive Agricultural Support Programme: The programme supports all four categoriesof producers.

• Research and information: This is managed through gathering of relevant information producedand published by other institutions and through departmental-led vulnerability assessmentprocesses.

• Institutional interventions: These are based on current legislation, collaboration with otherbranches within DAFF (such as food safety), Competition Commission, food price monitoring(NACM)

• Awareness and mobilisation: this is conducted through commemoration of World Food Day;food preparation exhibitions, Imbizos, etc.

Purpose/importance Reduction of food insecurity


A National Report on Food and Nutrition Security Interventions signed off by DDG will include the following:

• hectares planted for food production in communal areas and land reform projects (list of hec-tares cultivated, which include name, ID number, contact details, province and number of hec-tares cultivated/planted );

• Households supported with agricultural food production initiatives (list of households supportedwhich include name, ID number, contact details, province and type of support);

• smallholder producers supported (list of smallholder producers supported which include name,ID number, contact details, province and type of support);

• NB: Evidence will be verified at provincial and national offices as per defined prescripts

Method of calculation Simple count: The number of hectares planted, numbers of smallholder producers supported, numbers of households supported

Data limitations Invalid ID number, deceased, and literacy levels of beneficiaries




New indicator No

Desired performance Higher performance desired

Indicator Responsibility

Chief Director: Food Security Director: Subsistence Farming


3.1.2 TRANSVERSAL INDICATOR TITLE

FOOD AND NUTRITION SECURITY BASELINE ASSESSMENTS CONDUCTED IN PROVINCES

Transversal indicator definition

Defined as research conducted to establish the state of food and nutrition security and livelihood systems of poor households at municipal level

Purpose/importance To inform planning and implementation of food and nutrition security programmes


Evidence:

• Progress report on national survey on food and nutrition security conducted

• Survey questionnaires (to be kept by the line function)

Method of Calculation Simple count: Progress report





New indicator No

Desired performance Completion of the national survey on food and nutrition security

Indicator responsibility Chief Director: Food Security D: Subsistence Farming

3.2.1 INDICATOR TITLE GRADUATES PLACED IN AGRICULTURE, FORESTRY AND FISHERIES SECTOR FOR CAPACITY DEVELOPMENT MONITORED

Short definition Placement of graduates refers to the process of recruiting unemployed graduates and DAFF—positioned, industries and organisations within the agriculture, forestry and fisheries sector. Capacity building refers to graduates exposed to on-the-job training, skills transfer and mentorship to prepare them for the job market and entrepreneurship. Monitoring refers to the process of checking the progress of graduates placed, where after all activities will be consolidated into a status report at the end of the 2019/20 financial year

Purpose/importance To capacitate unemployed graduates with requisite skills to enhance their chances of employability and manage their own entities to alleviate poverty and unemployment


Q2: Draft status report on graduates placed signed by CD:SCD

Q4: Status report on graduates placed compiled. The report will be signed by DDG: FSAR

Method of calculation Simple count: Status report on graduates placed compiled





New indicator Slightly changed


Indicator responsibility Chief Director: Sector Capacity Development Director: Sector Education and Training


3.2.2 INDICATOR TITLE Provincial placement of graduates coordinated

Short definition The directorate will compile the 2019/20 Status Report on 1000 graduates placed in various farms/enterprises by provincial departments through the CASP for on-the job training, skills transfer, mentorship and entrepreneurial development. A minimum of 50% of graduates to be placed should be women. Breakdown of 1000 graduates per province:Limpopo (120), Mpumalanga (120), Free State (120), North West (120), Western Cape (120), Eastern Cape (120), KwaZulu-Natal (120), Northern Cape (80), Gauteng (80)

Purpose/importance To capacitate unemployed graduates with requisite skills to manage their own entities to alleviate poverty and unemployment


Q1: Contracts of graduates placed

Q2: Report on monitoring conducted in four provinces.

Q3: Report on monitoring conducted in five provinces.

Q4: 2019/20 Status report on 1000 graduates placed by provinces

Method of calculation Basic count




New indicator yes


Indicator responsibility CD: Sector Capacity Development



3.2.3 INDICATOR TITLE NATIONAL POLICY ON EXTENSION AND ADVISORY SERVICES IMPLEMENTED

Short definition The policy is a national framework to guide the agriculture, forestry and fisheries sectors in the provision of extension and advisory services. The intermediate objective of the policy is to enhance the efficiency, productivity, equity, environmental and economic sustainability of the three sectors by ensuring that all producers and processors have optimum access to knowledge and skills, and have the capacity and opportunity to connect, become more self-reliant and achieve resilient livelihoods. The implementation of the policy among others will include:

• Operationalising the PECF in all provinces;

• Deployment of extension support practitioners to commodity organisations

• Support provinces in the establishment of the district forums

Purpose/importance To guide and regulate the provision of extension and advisory services in the country and also to ensure that all actors in the agriculture, forestry and fisheries value chains (from producers to processors) enjoy equitable and optimum access to knowledge and skills


Annual report on the implementation of the National Policy on Extension and Advisory Services signed by the Deputy Director-General: Food Security and Agrarian Reform

The report will include the following: implementation process, progress on policy Intervention measures (promote effective and efficient linkage between research, extension and producers, Improve access to quality extension and advisory services that is professional, reliable, relevant and accountable, Facilitate a pluralistic and integrated approach to provide extension and advisory services, improve extension education system and broaden service focus)

Method of calculation Basic count




New indicator No

Desired performance Effective co-ordination and implementation of extension and advisory services and alignment of research and extension in the AFF sector

Indicator responsibility Chief Director: National Extension Support Services Director: National Extension Reform


3.2.4 INDICATOR TITLE DEPLOYMENT OF EXTENSION SUPPORT PRACTITIONERS TO COMMODITY ORGANISATIONS MONITORED

Short definition Extension practitioners have been trained on a specific commodity’s value chain and will be deployed to commodity organisations. Extension practitioners (former extension officers) are officials that systematically work with producers or communities to assist them acquire relevant and useful agricultural or related knowledge and skills through facilitation and advisory in order to increase farm productivity, competitiveness, profitability and sustainability. Deployment refers to a working relationship between the department and commodity organisations. The extension practitioners are placed in positions where they can gain skills, abilities and competencies from a commodity organisation. DAFF will monitor the process of the deployment of extension support practitioners to commodity organisations monitored

Purpose/importance To create a pool of extension practitioners with specialist technical knowledge of a particular commodity


A report on the number of extension practitioners deployed to commodity organisations signed by the Deputy Director-General: Food Security and Agrarian Reform, (Annexure)

Letter from the PDAs signed by the Director: Extension Services to confirm the deployment of extension practitioners (includes name of the extension practitioner, ID/Persal number, commodity organisation placed at and the province)

Method of calculation Simple count: Report on the deployment process





New indicator No

Desired performance Report containing information on extension practitioners deployed to commodity organisations

Indicator responsibility Chief Director: National Extension Support Services


3.3.1. INDICATOR TITLE NATIONAL POLICY ON COMPREHENSIVE PRODUCER DEVELOPMENT SUPPORT IMPLEMENTED

Short definition This policy will be the overall national policy framework for the agriculture, forestry and fisheries sectors in South Africa and shall guide interventions (support) provided to the various categories of producers by government and other sector stakeholders. DAFF through the policy, will coordinate interventions (support) provided to the various categories of producers by government and other sector stakeholders for the agriculture, forestry and fisheries sectors

Purpose/importance Ensure integration of producer support programmes in the agriculture, forestry and fisheries sectors


Q1: Workshop report, presentations and agenda of the National stakeholder consultation workshop

Q3: Presentations and agenda of the Social Development and Economical Clusters

Q4: Presentations and agenda of the cabinet meeting

Method of calculation Basic count: Policy on Comprehensive Producer Development Support





New indicator No

Desired performance Higher performance is desired

Indicator responsibility Chief Director: Food Security



Commercialisation refers to a phenomenon where production is governed by commercial considerations, certain specialisation crops and animals are grown not for consumption in village but for sale in national and even international markets. Production of commodities is for sale in the market, rather than for family consumption. Marketing of products thus ‘surplus’ of production over and above consumption is required. Products should satisfy the customer’s choice

Annual report will include processes of external and internal consultation in formalising framework and funding forum

Purpose/importance • To address food security

• To contribute to the transformation agenda by facilitating inclusion and participation of blackcommercialised producers in the commercial farming sector and value chain activities with theratio of 1:5:10 (1 = large commercial, 5 = medium commercial, 10 = small commercial producers)

• To contribute to job creation and economic growth


Q1 – Q3: Progress report on black producers commercialised

Q4: Annual progress report on black producers commercialised approved by

EXCO

The report will include among others:

• list of black producers commercialised (name, ID number, contact details, province and type ofsupport)

• number of sustainable jobs created

• yield productivity measure

• previous and current turnover

Method of Calculation Simple count



Calculation Type Cumulative


New indicator No

Desired performance Higher performance

Indicator responsibility National CASP Coordinator


BLACK COMMERCIALISATION PROGRAM IMPLEMENTED


14.3.3. Consolidated provincial performance indicator


NUMBER OF HOUSEHOLDS SUPPORTED WITH AGRICULTURAL FOOD PRODUCTION INITIATIVES


According to Stats SA (2016), a household is a group of persons who live together and provide themselves jointly with food and other essentials for living, or a single person who lives alone. Households have several characteristics and one of those is that they can practise agriculture at household level and therefore become subsistence producers. Households benefiting from agricultural food production initiatives refer to subsistence producers that will require agricultural support with persons averaging 3,3 persons.

The initiatives only refer to agricultural related interventions which will be province-specific and these include:

Production: Food gardens and rainwater harvesting—inputs

(seeds, fertilisers, installation of vegetable tunnels, chemicals, manure, fencing, mechanisation where necessary) and water tanks

Irrigation: Family drip irrigation, solar pumps and storage dams—other irrigation equipment including hose pipes, watering cans, etc.

Packaging: Fruit dryer renovations, (cold) storage for vegetables, pack house and packaging materials, etc.

Purpose/importance To address food insecurity


Source—Database of households profiles

Evidence—Acknowledgement form, (data base/list which includes name, contact details, ID numbers, type of support, signature of the recipient, province and district name)

Method of Calculation Simple count: Number of households supported





New indicator No

Desired performance Higher performance is desired Indicator responsi-bility

Sub-Programme Manager



NUMBER OF HECTARES PLANTED FOR FOOD PRODUCTION


Number of hectares planted refers to the area of land put under production

Purpose/importance Increase the number of hectares under production to enhance availability, affordability and access to food


Source—Business plans/request form Evidence—template indicating the name of project leader, contact details, ID number, land size planted, crop/commodity type planted, locality/GPS co-ordi-nates, province and district name and signature of acceptance by the beneficiary

Method of Calculation Simple count: (total number of hectares planted per province per district)

Data limitations The quality and credibility of data

Weather conditions




New indicator No


Indicator responsibility Sub-Programme Manager

3.2.5 INDICATOR TITLE NUMBER OF EXTENSION SUPPORT PRACTITIONERS DEPLOYED TO COMMODITY ORGANISATIONS

Short definition Extension practitioners have been trained on a specific commodity’s value chain and will be deployed to commodity organisation. Extension practitioners (former extension officers) are officials that sys-tematically work with producers or communities to assist them acquire relevant and useful agricultural or related knowledge and skills through facilitation and advisory in order to increase farm productivity, competitiveness, profitability and sustainability. Deployment refers to a working relationship between the department and the commodity organisations. The extension practitioners are placed in positions where they can gain skills, abilities and competencies from a commodity organisation

Purpose/importance To create a pool of extension practitioners with specialist technical knowledge of a particular commodity


List of extension practitioners deployed which include name, ID number, province, commodity organ-isation, period of deployment

Method of calculation Simple count: Number of extension support practitioners deployed

Data limitations Commodity organisations not willing to collaborate with Provincial Departments of Agriculture (PDAs)




New indicator No


Indicator responsibility Programme Manager



NUMBER OF SMALLHOLDER PRODUCERS SUPPORTED


Smallholder producers refer to producers that produce for household consumption and markets. Support refers to tangible support i.e. infrastructure and/or production inputs.

Infrastructure includes on- and off- farm infrastructure. Production inputs include mechanisation, crop and livestock production inputs, technical and financial.

Purpose/importance To develop and support smallholder producers and increase sustainable agricultural production


Source—Updated database: Name, ID number, contact details, type of support, locality/co-ordinates)

Evidence—Business plans, letter of request, signed off letter of approval for support by provincial official, signed delivery note by the beneficiary, signature of the people receiving support

Method of Calculation Simple count: Number of smallholder producers supported





New indicator No


Indicator responsibility Subprogramme Manager

14.4 Programme 4: Trade Promotion and Market Access


2.3 INDICATOR TITLE PROVIDE SUPPORT TO ENSURE MARKET ACCESS AND PROCESSING OF PRODUCTS FOR ECONOMIC DEVELOPMENT BY 2019/20

Short definition Support programme to market access will be implemented through Certification Programme and 134 commodity-based cooperatives supported

Purpose/importance To enhance support for smallholders to access market


Progress report from the certification agency, progress reports, cooperatives registration certificates

Method of calculation Simple count: Reports from certification agencies, cooperatives registration certificates


Type of Indicator Outcome



New indicator No

Desired performance Improved access to markets

Objective responsibility

DDG: Trade Promotion and Market Access



2.3.1 INDICATOR TITLE ENABLING ENVIRONMENT FOR SMALLHOLDER ACCESS TO MARKETS

Short definition Programme on South African Good Agricultural Practices (SA-GAP) put in place to prepare, allow and make it possible for smallholder producers of fresh produce (fruits and vegetables) to meet market requirements for global markets. Smallholder producers identified to participate in the programme are taken through pre-audit exercises to identify any non-conformances on their farms and this is followed by training/workshops on good agricultural practices, food safety, responsible use of pes-ticides and product safety and quality as outlined in Regulation 707 of 2005 under the Agricultural Products Standards (APS) Act of 1990. Producers are then given an opportunity to rectify any identi-fied non-conformances before the final audit and certification can be concluded,

The quarterly progress reports are consolidated into an annual report

Purpose/importance To enhance smallholder producers’ participation in global markets


SA-GAP Programme implemented for smallholder producers of fresh produce for exports

Q1: Progress report from the certification agency and final audit certification



Q4: Annual report for the programme

Method of calculation Simple count: Reports from certification agencies





New indicator No

Desired performance Improved access to global markets by smallholder producers of fresh produce

Indicator responsibility Chief Director: Agro-processing and Marketing Director: Marketing


2.3.2 INDICATOR TITLE NUMBER OF AGRO-PROCESSING ENTREPRENEURS TRAINED ON PROCESSING NORMS AND STANDARDS

Short definition This indicator entails training agro-processing entrepreneurs on pre-requisite and mandatory agro-processing norms and standards by the South African Bureau of Standards (SABS) Training Academy. This indicator shall be implemented when SABS issues certificates post-pedagogy reflect-ing standards that prospective agro-processing entrepreneurs were trained on

Purpose/importance To facilitate learning and understanding of pre-requisite and mandatory agro-processing norms and standards by prospective entrepreneurs


Q3: Attendance register

Method of calculation Basic count:Number of agro-processing entrepreneurs trained on processing norms and standards





New indicator No

Desired performance Understanding pre-requisite and mandatory norms and standards by agro-processing enterprises. Ultimate outcome is penetration and active participation of agro-processing agri-business in the mainstream value chain and economy

Indicator responsibility Chief Director: Agro-processing and Marketing Director: Agro-processing

2.3.3 INDICATOR TITLE NUMBER OF COMMODITY-BASED COOPERATIVES ESTABLISHED

Short definition Commodity-based cooperatives in this regard will be used as vehicles that give collective bargaining power to smallholder producers when they engage in negotiations for production inputs and marketing. The establishing of these cooperatives will entail mobilisation of smallholder producers into organised structures and registration of those as formal structures by the Companies and Intellectual Property Commission (CIPC)

Purpose/importance To facilitate the creation of an enabling institutional environment for sustainable sector growth and food security


Q1: Quarterly progress reports, cooperatives’ registration certificates




Method of calculation Basic count: Total number of commodity-based cooperatives established

Data limitations Accuracy of data and timeliness of reports from PDAs




New indicator No

Desired performance Increased number of cooperatives established

Indicator responsibility Chief Director: Cooperatives and Rural Development

Director: Cooperatives and Enterprise Development


2.3.4 INDICATOR TITLE NUMBER OF COOPERATIVES SUPPORTED WITH TRAINING

Short definition Training of cooperatives in the sector is the foundation for the promotion of sustainable and viable cooperative enterprises that have the power to mobilise resource-poor farmers into self-sustaining enterprises thereby contributing to job creation and income generation by rural communities

Purpose/importance To facilitate the creation of an enabling institutional environment for sustainable sector growth and food security


Q1: Quarterly progress reports, attendance registers of cooperatives trained and cooperatives’ registration certificates




Method of calculation Basic count:Total number of cooperatives supported with training

Data limitations No limitation in terms of data collection because the training programme is facilitated by DAFF




New indicator No

Desired performance Increased number of cooperatives supported with training that will lead to effective leadership and administration of cooperative enterprises


Director: Cooperatives and Enterprise Development

2.3.5 INDICATOR TITLE AGRIBEE ENFORCEMENT GUIDELINE IMPLEMENTED

Short definition The AgriBEE Enforcement Guidelines will be implemented to ensure that all available levers are utilised through the alignment of services offered to agricultural sector enterprises to increase BBBEE compliance in the agricultural sector. The levers aligned to the AgriBEE Enforcement Guidelines will be implemented in order to improve compliance by agricultural stakeholders to the BBBEE Act

Purpose/importance To enhance compliance by agricultural sector enterprises to the AgriBEE Sector Codes


Q4: Report on the implementation of AgriBEE Enforcement Guidelines

Method of calculation Simple count: Published AgriBEE Enforcement Guidelines

Data limitations Accuracy of BBBEE compliance certificates




New indicator No

Desired performance Increased BBBEE compliance to the AgriBEE Sector Codes


Director: BBBEE Charters Compliance


2.3.6 INDICATOR TITLE BBBEE SECTOR CODES FOR AGRICULTURE AND FORESTRY IMPLEMENTED

Short definition Monitor the implementation of the Transformation Sector Code by the stakeholders in the agriculture and forestry sectors. Utilise the AgriBEE and Forestry Sector Codes enforcement tools to influence DAFF related support and intervention programmes

Purpose/importance To ensure advancement of agricultural and forestry sector transformation


Q4: Government report on the status of transformation in the agricultural sector

Q4: Government report on the status of transformation in the forestry sector

Method of calculation Basic count: BEE scorecard information/certificates, government reports on the status of transformation in the

agricultural and forestry sector

NB: Filling of BEE scorecard is voluntary

Data limitations Only verified BEE scorecards can be utilised


Calculation type None-cumulative


New indicator No

Desired performance Minimum Level 4 BEE contribution


Director: BBBEE Charters Compliance

2.3.7. INDICATOR TITLE MARKET OPPORTUNITY PROFILE RESEARCH REPORT DEVELOPED

Short definition Market Opportunity Profile Research Report is developed to identify the priority market for the specific commodity. The focus of the report is mainly on export markets

Purpose/importance To align priority export markets identified with the existing export priorities indicated by the sector to guide and

support technical engagement regarding market access


Q3: Draft Market Opportunity Profile Research Report for Forestry Product Exports developed (HS 44 & 47)

Q4: Final Market Opportunity Profile Research Report for Forestry Product Exports developed (HS 44 & 47)

Method of calculation Basic count: Final Market Opportunity Profile Research Report for Forestry Product Exports developed (HS 44 & 47)

Data limitations Access to databases is very costly and difficult to maintain with budget cuts. Limited market information on African countries, performance schedule of the service provider (e.g. North West University) and availability of industry to deliberate research results and further develop them into a concrete plan. Funding for utilising modelling that is not in the Directorate: International Trade



Reporting cycle Bi–annually

New indicator No

Desired performance High performance desired

Indicator responsibility Chief Director: International Relations and Trade Director: International Trade


2.3.8. INDICATOR TITLE TRADE AGREEMENTS IMPLEMENTED

Short definition Initiatives to support the sector in accessing international markets includes participating in trade negotiations and implementing international agreements. The following are the list of trade agreements that are implemented by the country:

• SADC EU EPA

• SACU

• SADC

• SACU—Mercosur

• AGOA

• WTO

• WWTG

List of current trade negotiations:

• SACU—EFTA

• TFTA

• AfCFTA

• WTO Agricultural negotiations

• SACU—India

NB: It should be noted that it can take years for a negotiated agreement to be finalised and agreed upon. Refer to the SOP for detailed information on the above lists

Purpose/importance To create an enabling environment for the sector to have access to market opportunities (imports and exports)


Report on the implementation of trade agreements

Q1: Quarterly progress report on the implementation of trade agreements



Q4: Annual report on the implementation of trade agreements

NB: The reports will entail progress of agreements that were implemented for that particular quarter


Q1: Quarterly progress report on participation in trade negotiations



Q4: Annual report on participation in trade negotiations

NB: The reports will entail progress of trade negotiations that were participated in for that particular quarter

Method of calculation Basic count: Report on the implementation and negotiations of trade agreements

Data limitations Access to databases is very costly and difficult to maintain with budget cuts. Limited market information on African countries, political instability in other countries, unwillingness of partners, and performance schedule of the service provider (International Trade Centre)




New indicator No

Desired performance Broadening of market opportunities through trade negotiations and trade relations to contribute to

the sectors’

trade growth (in specific export growth)

Indicator responsibility Chief Director: International Relations and TradeDirector: International Trade


2.3.9 INDICATOR TITLE INTERNATIONAL RELATIONS STRATEGY IMPLEMENTED

Short definition Lead and co-ordinate structured bilateral and multilateral cooperation mechanisms and high level engagements with strategic partners through exchange and cooperation programmes in scientific advancement, farmer to farmer exchanges and market access and development

Purpose/importance To implement the departmental International Relations (IR) Strategy in line with the South African Foreign Policy that seeks to consolidate, deepen and strengthen bilateral and multilateral political and economic relations with identified partners by consolidating bilateral relations and cooperation with strategic partners


1. Report on strategic engagement of partners within south-south, north-south andmultilateral agencies/forums

Q1: Quarterly progress report on the co-ordination of bilateral and multilateral cooperation engagements, draft/finalised agreements, BTORs on briefings of negotiation meetings, workshops and participation




1.1 South-South

NB. The following are the current statuses for Memorandums of Understanding (Bilateral) under AAEMER:

• ASIA

Existing signed MoUs: RSA/China (People’s Republic of China), RSA/Indonesia, RSA/Japan and RSA/

Taiwan

MoUs still under negotiation: RSA/Malaysia, RSA/Philippines, RSA/Thailand, RSA/Vietnam

• AUSTRALASIA AND MIDDLE EAST

Existing signed MoUs: RSA/Australia, RSA/India (IBSA), RSA/India, RSA/Iran

MoUs still under negotiation: RSA/Saudi Arabia, RSA/Palestine, RSA/Pakistan, RSA/United Arab Emirates

1.2 North-South

• AMERICAS

Existing signed MoUs: RSA/Argentina

MoUs still under negotiation: RSA/Cuba, RSA/Mexico



• EUROPE

Existing signed MoUs: RSA/France, RSA/Germany, RSA/Netherlands, RSA/Denmark

MoUs still under negotiation: RSA/Belarus, RSA/Russia, RSA/Russian Federation, RSA/Turkey

1.3 Multilateral agencies/forums

Food and Agriculture Organisation (FAO) of the United Nations

Group of 20 (G20)

Organisation for Economic cooperation and Development (OECD)

International Fund for Agricultural Development (IFAD)

NB. Due to other factors like changes in governmental priorities and other political environment factors of both countries/parties, activities falling under the above-mentioned bilateral and multilaterals might not all be implemented during the period under review (2018/19).

2) Report on strategic engagement of partners within Africa and Africa multilateral

Q1: Quarterly progress report on co-ordination of strategic engagement of partners within Africa and Africa agencies

Draft/finalised agreements, BTORs on briefings of negotiation meetings, workshops and participation


Draft/finalised agreements, BTORs on briefings of negotiation meetings, workshops

and participation



Q4: Annual report on co-ordination of strategic engagement of partners within Africa and Africa agencies


2.1 African Countries

NB. The following are the current statuses for Memorandums of Understanding (Bilateral) under Africa Relations:



• SOUTHERN AFRICA

Existing signed MoUs: RSA/Angola, RSA/Botswana, RSA/DRC, RSA/Lesotho, RSA/Mozambique, RSA/Namibia, RSA/Swaziland,

MoUs still under negotiation: RSA/Mozambique (Cross Border Fire Management), RSA/Namibia (Cross Border Fire Management), RSA/Zimbabwe, RSA/Botswana (Forestry), RSA/Madagascar

• EAST AND NORTH AFRICA

Existing signed MoUs: RSA/Algeria, RSA/Egypt, RSA/Kenya, RSA/Ghana, RSA/Rwanda,

MoUs still under negotiations: RSA/Ethiopia

• WEST AND CENTRAL AFRICA

Existing signed MoUs: RSA/Congo-Brazzaville, RSA/Nigeria, RSA/Senegal

MoUs still under negotiation: RSA/Gabon, RSA/Mali, RSA/Uganda,

NB. Fragile countries for consideration:

• South Sudan (East and North Africa)

• Burundi (East and North Africa)

• Eritrea (East and North Africa)

Engagements with the mentioned fragile countries will be based on political stability and presidential mandate

2.2 Africa Multilateral

Southern African Development Community (SADC)

African Union (AU)

NB. Due to other factors like changes in governmental priorities and other political environment factors of both countries/parties, activities falling under the above-mentioned bilateral and multilaterals might not all be implemented during the period under review (2019/2020)

(3) Status report on compliance to AU and SADC obligations

Q1: Progress report on compliance to AU and SADC obligations and BTORs



Q4: Annual progress report on compliance to AU and SADC obligations and BTORs

3.1 AU obligations (RSA as Vice Chairperson of Bureau, 2003 Maputo and 2014 Malabo Declarations)

3.2 SADC obligations (SADC chairmanship, three Legacy projects and SADC Regional Plan



4) Report on facilitating the implementation of BRICSQ4: Annual report on facilitating the implementation of BRICS Action Plan, BRICS 2017–2020 forAgricultural Cooperation

Method of calculation Basic count: Report on the co-ordination of bilateral and multilateral cooperation engagements, report on coordination of strategic engagement of partners within Africa and Africa agencies, progress report on compliance to AU and SADC obligations, draft/finalised agreements, BTORs on briefings of negotiation meetings, AU and SADC obligations, workshops and participations

Data limitations Limited capacity in African countries to implement joint projects. Unreliable data, inadequate data management

systems

Unwillingness of the other party to negotiate or implement agreement as agreed to by both parties

Expiry of the MoU might lead to non-implementation

Political changes/environment




New indicator No

Desired performance Indicator responsibility

Strategic engagement of partners within Africa and Africa multilateral agencies CAADP Compact Strategic engagement of partners within south-south, north-south and multilateral agencies/forums

Indicator responsibility Chief Director: International Relations and Trade Director: Africa Relations Director: Americas, Australia, Europe and Middle East Relations


14.5 Programme 5: Forestry and Natural Resources


2.1 INDICATOR TITLE INCREASE HECTARES PLANTED FOR THE PRODUCTION OF TIMBER BY 2019/20

Short definition The number of hectares planted in TUPs refers to hectares that have been planted on temporary unplanted areas on Category B and C plantations. TUPs are the areas which are not effectively planted as a result of clear-felling operations that took place or other factors such as fire damage beyond the control of the department

Purpose/importance Reduction of TUPs is considered to be the major indicator of performance of state plantations in pursuit of sustainability


Q1, Q3 and Q4: Annual Plan of Operation (APO), maps, APO progress report

Method of calculations Basic count: Total number of hectares of TUPs replanted

Data limitations Climatic conditions, e.g. droughts and/or floods may result is some of the hectares not being planted. Floods, fires damages and mortality rate of the plants could result in areas that were previously planted having to be replanted

Reliability and accuracy of data from estate managers/district managers.




New indicator No

Desired performance Reduction in the number of TUPs hectares resulting in an increase in planted area

Indicator responsibility Chief Director: Forestry Operations

Director: Forestry Management (Eastern Cape)

Director: Forestry Management (Limpopo and Mpumalanga)

Director: Forestry Management (Kwazulu-Natal)


3.1 INDICATOR TITLE IMPLEMENT THE AGRO-FORESTRY STRATEGY FRAMEWORK TO CONTRIBUTE TO-WARDS FOOD SECURITY INITIATIVES BY 2019/20

Short definition The Agro-forestry Strategy Framework is a strategy that is aimed at co-ordinating, facilitating and promoting a practice of farming which promotes multiple land use by combining forestry and agriculture on the same piece of land. For the 2019/20 financial year the project plans will be implemented in Limpopo and Mpumalanga provinces.

Purpose/importance Ensuring food security, increased wood, fibre and promotion of multiple land use. Integration of agriculture and forestry on the same piece of land to maximise productivity.


Q1: Draft project plan

Q2: Project plan approved by CD: FDR

Q3: Report on the implementation of the project plan signed off by Chief Director: Forestry Development and Regulations

Q4: Report on the implementation of the project plan signed off by the Chief Director: Forestry Development and Regulations

Method of calculations Basic count: Project plan implementation report

Data limitations Lack of inputs from stakeholders




New indicator No

Desired performance Integration of agriculture and forestry on the same piece of land to maximise productivity

Indicator responsibility Chief Director: Forestry Development and Regulations Director: Small-Scale Forestry

4.1 INDICATOR TITLE REHABILITATION OF NATURAL RESOURCES TO PROMOTE THE SUSTAINABLE USE AND MANAGEMENT OF NATURAL RESOURCES BY 2019/20

Short definition The indicator measures the number of hectares that have been rehabilitated through clearing of alien invasive plants and tree planting where possible. Some areas are left to regenerate naturally after clearing

Purpose/importance To improve the conservation status of the natural agricultural resources and to promote sustainable resources management


State weekly sheets signed off by the estate managers, monthly reports and quarterly regional reports that detail the name of the estate, number of hectares rehabilitated and GPS co-ordinates signed off by the regional head

Method of calculations Basic count: Total number of hectares rehabilitated

Data limitations The accuracy of the GPS readings if the tool is not used correctly leading to inaccurate data being captured

Indicator type Output indicator.



New indicator No

Desired performance Higher performance—increase the number hectares of agricultural land and state indigenous forests rehabilitated.

Indicator responsibility Director: Woodland and Indigenous Forest Management


4.2 INDICATOR TITLE IMPLEMENT CLIMATE CHANGE ADAPTATION AND MITIGATION PLANS BY 2019/20

Short definition The DAFF will implement the Climate Change Adaptation and Mitigation Plan (CCAMP) for Agriculture, Forestry and Fisheries and will develop the action plan to monitor the implementation of the CCAMP. Two quarterly reports and one (1) annual report will be compiled at the end of the 2019/20 financial year and submitted to the CD: NRM for signing off. For the 2019/20 financial year, the focus area that will be implemented will be the biogas programme

Purpose/importance The importance of implementing the CCAMP is to enhance the resilience of agricultural and food production systems (adaptation), reducing greenhouse gas emissions in the sector, and ensuring food security. This will also ensure compliance with the National Climate Change Response Policies and in support of the National Disaster Framework of 2005 and amended Disaster Management Act of 2015

Sources/collection of data

Q2: One action plan on the implementation of the CCAMP, one quarterly report signed off by CD:NRM

Q3: One quarterly report signed off by CD:NRM

Q4: One annual report signed off by CD:NRM

Method of calculation Basic counting of three reports


Indicator type Output indicator



New indicator No


Indicators responsibility

Chief Director: Natural Resources Management Director: Climate Change and Disaster Management



2.1.1 INDICATOR TITLE NUMBER OF HECTARES PLANTED IN TEMPORARY UNPLANTED AREAS

Short definition The number of hectares planted in TUPs refers to hectares that have been planted on temporary unplanted areas on Category B and C plantations. TUPs are the areas which are not effectively planted as a result of clear-felling operations that took place or other factors such as fire damage beyond the control of the department

Purpose/importance Reduction of TUPs is considered to be the major indicator of performance of state plantations in pursuit of sustainability


Q1, Q3 and Q4: Annual Plan of Operation (APO), maps, APO progress report

Method of calculations Basic count: Total number of hectares of TUPs replanted

Data limitations Climatic conditions, e.g. droughts and/or floods might result is some of the hectares not being planted. Floods, fires damages and mortality rate of the plants could result in areas that were previously planted having to be replanted Reliability and accuracy of data from estate managers/district managers




New indicator No

Desired performance Reduction in the number of TUPs hectares resulting in an increase in planted area

Indicator responsibility Chief Director: Forestry Operations Director: Forestry Management (Eastern Cape) Director: Forestry Management (Limpopo and Mpumalanga) Director: Forestry Management (Kwazulu-Natal)


2.1.2 INDICATOR TITLE RE-COMMISSIONING OF THE WESTERN CAPE STATE FOREST PLANTATIONS

Short definition Re-commissioning refers to replanting of state forest plantations in the Western Cape. In the 2019/20 financial year, focus will be on the development of the re-commissioning business model. The CD: Forestry Development and Regulations (FDR) will approve the re-commissioning business model

Purpose/importance In 2008, Cabinet approved the re-commissioning of state forest plantations in the Western Cape due to a decrease in timber supply and job losses. The intention was to increase timber supply and job creation


Q1: Terms of reference for the appointment of transaction advisor

Q2: Advert of the tender, contract signed by transaction advisor

Q3: Draft re-commissioning business model

Q4: Re-commissioning business model approved by the CD: FDR

Method of calculations Simple count: Recommissioning business model developed

Data limitations Lack of support from the affected communities




New indicator No

Desired performance To increase timber supply and job creation

Indicator responsibility Chief Director: Forestry Development and Regulations Director: Commercial Forestry

3.1.1 INDICATOR TITLE AGRO-FORESTRY STRATEGY FRAMEWORK IMPLEMENTED

Short definition The Agro-forestry Strategy Framework is a strategy that is aimed at co-ordinating, facilitating and promoting the practice of farming which promotes multiple land use by combining forestry and agriculture on the same piece of land. For the 2019/20 financial year the project plans will be implemented in the Limpopo and Mpumalanga provinces

Purpose/importance Ensuring food security, increased wood, fibre and promotion of multiple land use. Integration of agriculture and forestry on the same piece of land to maximise productivity


Q1: Draft project plan

Q2: Project plan approved by CD: FDR

Q3: Report on the implementation of the project plan signed off by CD: FDR

Q4: Report on the implementation of the project plan signed off by the CD: FDR

Method of calculations Basic count: Project plan implementation report

Data limitations Lack of inputs from stakeholders




New indicator No

Desired performance Integration of agriculture and forestry on the same piece of land to maximise productivity

Indicator responsibility Chief Director: Forestry Development and Regulations Director: Small-Scale Forestry


4.1.1 INDICATOR TITLE MONITORING OF AGRICULTURAL LAND REHABILITATION INTERVENTIONS

Short definition Land rehabilitated means the area of agricultural land under conservation measures, which include any agronomic, vegetative, structural and management measures or combinations thereof.

Rehabilitated means that the project has been implemented, yet it could need other interventions to achieve full rehabilitation/restoration.

DAFF will monitor interventions related to agricultural land rehabilitated within the nine provinces, through the approved LandCare conditional grant business plans

Purpose/importance To improve the availability of data and information pertaining to the conservation status and sustainable management of the natural agricultural resources


Q2: National Mid-term Report based on provincial reports signed off and submitted by the respective LandCare co-ordinators, with a consolidated number of hectares rehabilitated within the nine provinces, supported by third party acknowledgement letters from municipalities or tribal authorities or beneficiaries or LandCare committees and maps indicating the hectares of land rehabilitated.

Q4: National annual report, based on reports signed off and submitted by provincial LandCare co-or-dinators, with a consolidated number of hectares rehabilitated within the nine provinces, supported by third party acknowledgement letters from municipalities, tribal authorities, beneficiaries or LandCare committees and maps indicating the hectares of land rehabilitated

Method of calculations Simple count: Annual performance report

Monitoring report on agricultural land rehabilitation interventions

Data limitations The accuracy of the count depends on the reliability of reports on the hectares rehabilitated as sub-mitted by the PDAs. Factors impacting on reported performance can include:

• prevailing weather conditions impacting on rehabilitation interventions

• delay in the receipt of third party acknowledgement letters

Permits to be issued by other departments




New indicator Slightly modified

Desired performance Higher performance—increase in the number hectares of agricultural land rehabilitated

Indicator responsibility Chief Director: Natural Resources Management Director: Land Use and Soil Management


4.1.2 INDICATOR TITLE NUMBER OF HECTARES OF STATE INDIGENOUS FORESTS REHABILITATED

Short definition The indicator measures the number of hectares that have been rehabilitated through clearing of alien invasive plants and tree planting where possible. Some areas are left to regenerate naturally after clearing

Purpose/Importance Track hectares on rehabilitation of degraded indigenous forests and woodlands Forest degradation is caused by fire, unsustainable harvesting of timber, road construction and weed infestation


Q2—Q4: Weekly sheets signed off by the estate managers, monthly reports and quarterly regional reports that detail the name of the estate, number of hectares rehabilitated and GPS coordinates signed off by the regional head

Method of calculation Basic count: Total number of hectares rehabilitated

Data limitations The accuracy of the GPS readings if the tool is not used correctly leading to inaccurate data being captured




New indicator No

Desired performance Increase in hectares of indigenous forest rehabilitated therefore a higher performance is desired


Chief Director: Natural Resources Management Director: Woodlands and Indigenous Forest Management

4.1.3 INDICATOR TITLE NUMBER OF PROJECTS TO SUPPORT REVITALISATION OF IRRIGATION SCHEMES IMPLEMENTED

Short definition A project refers to all the work relating to revitalisation that has been completed within an irrigation scheme within a financial year.

The work will be based on all the application forms from the farmers in the Vaalharts Irrigation Scheme approved by the Northern Cape PDA. Work done refers to repairs or replacement or installation of irrigation and drainage materials and equipment.

DAFF will monitor the work done which is funded by Ilima/Letsema

Purpose/Importance To refurbish infrastructure in the irrigation scheme


Application forms from farmers approved by the Northern Cape PDA, invoices from contractors, inspection reports and payment approval forms from provincial office

Method of calculation Basic count: Work done in an irrigation scheme within one financial year will be counted as one project

Data limitations Delay in approval applications, reprioritisation of budget to other priorities, and delay in procurement of services




New indicator No

Desired performance To refurbish infrastructure in the irrigation scheme


Chief Director: Natural Resources Management Director: Water Use and Irrigation Development


4.2.1. INDICATOR TITLE CLIMATE CHANGE ADAPTATION AND MITIGATION PLAN (CCAMP) FOR AGRICULTURE, FORESTRY AND FISHERIES IMPLEMENTED

Short definition The DAFF will implement the Climate Change Adaptation and Mitigation Plan (CCAMP) for Agriculture, Forestry and Fisheries. The department will develop the action plan to monitor the implementation of the CCAMP. Two quarterly reports and one annual report at the end of the 2019/20 financial year will be compiled and submitted to the CD: NRM for signing off. For the 2019/20 financial year, the focus area will be the biogas programme

Purpose/Importance The importance of implementing the CCAMP is to enhance the resilience of agricultural and food production systems (adaptation); reduction of greenhouse gas emissions in the sector, and ensuring food security. This will also ensure compliance with the National Climate Change Response Policies and in support of the National Disaster Framework of 2005 and amended Disaster Management Act no 57 of 2015


Q2: One action plan on the implementation of the CCAMP, one quarterly report signed off by CD:NRM



Method of calculation Basic counting of four reports





New indicator No




4.2.2 INDICATOR TITLE CLIMATE SMART AGRICULTURE (CSA) STRATEGIC FRAMEWORK IMPLEMENTED

Short definition The DAFF will implement the Climate Smart Agriculture (CSA) Strategic Framework. The department will develop the action plan to monitor the implementation of the CSA Framework. Three (3) quarterly reports and one (1) annual report at the end of the 2019/20 financial year will be compiled and submitted to the CD: NRM for signing off. For 2019/20, the focus area will be CSA capacity building

Purpose/importance The purpose or importance of Climate Smart Agriculture (CSA) Strategic Framework is to guide the implementation and promotion of CSA practices and upscaling through enhancing resilience of agricultural and food production systems (adaptation); reducing greenhouse gas emissions (mitigation) in the sectors, and ensuring food security


Q1: 1 Action plan on the implementation of the CSA Strategic Framework, One quarterly report signed off by CD:NRM




Method of calculation Basic counting of four reports





New indicator No





14.5.3. Consolidated performance indicators

4.1.5 INDICATOR TITLE NUMBER OF HECTARES OF AGRICULTURAL LAND REHABILITATED

Short definition Area of agricultural land under conservation measures, which include any agronomic, vegetative, structural and management measures or combinations thereof.

Rehabilitated means that the project has been implemented, yet it could need other interventions to achieve full rehabilitation/restoration

Purpose/importance To minimise and reverse land degradation in order to improve agricultural production


Reports signed off by the provincial Land Care co-ordinator supported by third party acknowledgement letters and maps indicating the hectares of land rehabilitated

Method of calculations Basic count: Total number of hectares rehabilitated

Data limitations The accuracy of the count depends on the reliability of reports on the hectares rehabilitated as submitted by the PDAs. Factors impacting on reported performance can include:

• prevailing weather conditions affecting rehabilitation interventions

• delay in the receipt of third party acknowledgement letters

• permits to be issued by other departments




New indicator No

Desired performance Higher performance—increase the number hectares of agricultural land rehabilitated

Indicator responsibility Chief Director: Natural Resources Management Director: Land Use and Soil Management


14.6 Programme 6: Fisheries

14.6.1 Strategic objective indicator

2.1 INDICATOR TITLE PROMOTE AQUACULTURE FOR ECONOMIC GROWTH BY 2020

Short definition Promotion of aquaculture will be realised through aquaculture catalyst projects in order to realise Operation Phakisa aspirations. Support provided will include facilitating access to funds or technical advisory services (e.g. access to land, water permits etc.)

Purpose/importance To fast track unlocking economic growth of the aquaculture sector and meet the Operation Phakisa aspiration with regards to creating jobs, increasing production, transformation and contribution to GDP


Formal letter confirming that the project has been supported under Aquaculture Operation Phakisa

Method of calculation Basic count: aquaculture catalyst projects supported

Data limitations Lack of cooperation (non-compliance with reporting requirements, legislative requirements, etc.) by farmers and/or initiative owners Lack of data with regards to value chain jobs created and lack of reporting

Type of objective Outcome



New objective No

Desired performance Increase catalyst projects to meet the aspiration of Operation Phakisa which is to increase aquaculture production by 2019 to 20 000 tons, grow GDP contribution to R 3 billion, create total of 15 000 jobs, ensure increased participation to support transformation in the sector. Therefore a higher targeted performance is desired


Chief Director: Aquaculture Development

3.1 INDICATOR TITLE PROMOTE TRANSFORMATION AND PRODUCTION OF FISHERY BY 2020

Short definition The objective refers to the promotion and production of fishery to be realised through the implementation of a framework for allocation of fishing rights

Purpose/importance To alleviate poverty in small-scale fishing communities through the promotion of food security and employment and further promoting transformation of the overall fishing sector


Permit condition, rights register, TAC and/or TAE recommendations and Marine Administration System (MAST) generated report on permit and licences

Method of calculation Simple count

Data limitations Insufficient information supplied by applicants or applications submitted

Type of objective Outcome



New objective No

Desired performance Compile and keep fishing rights registers, review permit conditions, prepare recommendations on determination of TAC, TAE or combination thereof for the nine fishing sectors, and issue permits and licences within the set turnaround time


Chief Director: Marine Resources Management


4.1 INDICATOR TITLE PROMOTE, CONSERVE, PROTECT AND RECOVERY OF DEPLETED NATURAL RESOURCES BY 2020

Short definition The objective is a reflection of the status of the fish stock in question (abalone, West Coast rock lobster), measured against pre-determined reference points (e.g. maximum sustainable yield level, pre-fished biomass, etc.)

MRM—revised management measures to rebuild abalone, West Coast rock lobster

Purpose/importance The objective shows the status of the fish stock relative to the pre-determined reference points for the stock so that adaptive management can be implemented as required. For West Coast rock lobster and abalone this is important to track progress regarding stock recovery


Scientific report

MRM—approved TAC/TAE and permit conditions

Method of calculation The method of calculation is specific to each resource and to the quantity and types of information available for each, and therefore varies from resource to resource. The calculations (including mathematical and statistical modelling) follow internationally accepted practices and standards for fisheries stock assessment MRM: Basic count—approved permits conditions and TAC/TAE

Data limitations The limitations of the available data are specific to each resource, and too exhaustive to list here (such as missing data in time-series, absence of catch and effort data in certain fisheries, lack of data on illegal harvests, etc.). Limitations of the available data are taken account of during the statistical modelling techniques employed

MRM—real time and contravention data

Type of objective Impact



New objective No

Desired performance It is desired that the objective remains within acceptable confidence intervals around the reference point, or in the case of recovering stocks that the objective shows improvement towards the target levels over the desired timeframes


Chief Director: Fisheries Research and Development

Chief Director: Marine Resource Management

Chief Director: Monitoring, Control and Surveillance

Director: Monitoring and Surveillance


14.6.2 Programme performance indicators

2.1.1 INDICATOR TITLE NUMBER OF AQUACULTURE CATALYST PROJECTS (IDENTIFIED AND LISTED UNDER OPERATION PHAKISA) SUPPORTED

Short definition Number of aquaculture catalyst projects supported in order to realise Operation Phakisa aspirations. Support provided will include facilitating access to funds or technical advisory services (e.g. access to land, authorisation, market access etc.)

Purpose/importance To fast track unlocking economic growth of the aquaculture sector and meet the Operation Phakisa aspirations with regards to creating jobs, increasing production, transformation and contribution to GDP


Q1:—Q4: Formal correspondence and/or site visits reports

Method of calculation Simple count: Formal correspondence and/or site visit reports

Data limitations Cooperation by other government departments, farmers and/or initiative owners (non-compliance with reporting requirements, legislative requirements, etc.)

Data with regards to value chain jobs created and reporting




New indicator No

Desired performance Increase number of catalyst projects to meet the aspiration of Operation Phakisa which is to increase aquaculture production by 2019 to 20 000 tons, grow GDP contribution to R 3 billion, create a total of 15 000 jobs, ensure increased participation to support transformation in the sector. Therefore a higher targeted performance is desired

Indicator responsibility Chief Director: Aquaculture and Economic Development Phakisa Delivery Unit

2.1.2 INDICATOR TITLE SMALL-SCALE AQUACULTURE SUPPORT PROGRAMME DEVELOPED

Short definition A program aimed at supporting small-scale aquaculture sub-sector development and growth with focus on access to inputs, markets, finance, advisory services and capacity provision

Purpose/importance To unlock economic growth of the aquaculture sector and increase contribution to the GDP while addressing food security and livelihoods


Q2: Draft concept note

Q3: Stakeholders consultations ( Attendance register, minutes of consultations )

Q4: Approved concept note by DDG: Fisheries Management

Method of calculation Simple count: Approved concept note by DDG

Data limitations Stakeholder consultation process could limit data




New indicator No

Desired performance Structured aquaculture support program that will result in increased production and contribution to the GDP

Indicator responsibility Chief Director: Aquaculture and Economic Development Director: Aquaculture Technical Services


2.1.3 INDICATOR TITLE AQUACULTURE DEVELOPMENT ACT IMPLEMENTATION PLAN DEVELOPED

Short definition The Aquaculture Development Act implementation plan refers to a guiding document outlining roles and responsibilities, actions, timeframes and costing that will inform the implementation of the Aquaculture Development Act

NB: The development of the Aquaculture Development Act implementation plan is dependent on the completion of parliamentary processes

Purpose/importance Once approved the implementation phase that seeks to create an enabling environment for management and development of the aquaculture sector in South Africa can take centre stage


Q2: Draft implementation plan

Q3: Public consultation (Minutes, attendance registers, consultation report)

Q4: Implementation plan approved by DDG (Minutes/submission)

Method of calculation Simple count: Implementation plan approved by DDG

Data limitations Public consultation process could limit data




New indicator No

Desired performance A higher targeted performance is desired. Higher targeted performance will result in a pro-development inclusive aquaculture legislation that will enable accelerated sector growth

Indicator responsibility Chief Director: Aquaculture and Economic Development

Director: Sustainable Aquaculture Management


2.1.4 INDICATOR TITLE NUMBER OF AQUACULTURE RESEARCH PROJECTS CONDUCTED

Short definition Number of aquaculture research projects undertaken within the reporting period in order to develop new techniques, species and efficient technology for sustainable commercial production

Purpose/importance To promote expansion and diversification of the sector


a. One new research on economics of new candidate species for aquaculture conducted(sea urchin)

Q2: Progress report on economics of new candidate species for aquaculture conducted (Sea urchin) signed off by CD: Aquaculture and Economic Development

Q4: Final progress report on economics of new candidate species for aquaculture conducted (Sea urchin) signed off by CD: Aquaculture and Economic Development

b. One aquatic animal health research project (disease preventative measures)

Q2: Progress report on animal health research project (disease preventative measures) signed off by CD: Aquaculture and Economic Development

Q4: Final progress report on animal health research project (disease preventative measures) signed off by CD: Aquaculture and Economic Development

c. One research project on climate change: Assessment of Coastal De-oxygenation andAcidification

Q2: Progress report on maintenance of monitoring programs signed off by CD: Aquaculture and Economic Development

Q4: Final (draft publication) report on drivers of de-oxygenation from the West Coast signed off by CD: Aquaculture and Economic Development

Method of calculation Simple count: Publication report

Data limitations Tolerance of species to the production system, shortage of capacity and financial resources




New indicator No

Desired performance The target is to increase aquaculture production by 100% by the year 2020; therefore a higher targeted performance is desired

Indicator responsibility Chief Director: Aquaculture and Economic Development Director: Aquaculture Research


3.1.1 INDICATOR TITLE COMMERCIAL FISHING RIGHTS ALLOCATED

Short definition The indicator refers to allocation of fishing rights in commercial fishing sectors

Purpose/importance To control and regulate the sustainable and equitable utilisation of marine living resources and advance transformation of fisheries sectors while promoting food security and employment


a. Revised policies and application forms for 12 fishing sectors which expire in 2020

Q2: Minutes and attendance register

Q3:Minutes, attendance register and spreadsheet of comments received

Q4:Revised policies and application forms gazetted

b. Revised policy for the transfer of fishing rights and application form

Q2: Minutes and attendance register

Q3: Minutes, attendance register and spreadsheet of comments received

Q4:Transfer of fishing rights and application form gazetted

Method of calculation Simple count: Allocation of fishing rights

Data limitations Insufficient information supplied by applicants or applications submitted




New indicator No

Desired performance Compile and keep fishing rights registers, review permit conditions, prepare recommendations on determination of TAC, TAE or combination thereof for the nine fishing sectors, and issue permits and licences within the set turnaround time

Indicator responsibility Chief Director: Marine Resources Management Director: Offshore and High Seas Fisheries Management Director: Inshore Fisheries Management


3.1.2 INDICATOR TITLE SMALL-SCALE FISHERIES POLICY IMPLEMENTED

Short definition Implementation of the Small-scale Fisheries Policy refers to formally allocate fishing rights to recog-nised and documented small-scale fishing cooperatives that meet the requirements in terms of small scale fisheries regulations

Purpose/importance To alleviate poverty in small-scale fishing communities through the promotion of food security and employment. Therefore providing overall transformation of the fishing sector


Rights allocated to registered small-scale fisheries cooperatives

Q1: Allocation of rights to small-scale fisheries cooperatives in the Eastern Cape

Q2: Allocation of rights to small-scale fisheries cooperatives in KZN

Q3: Allocation of rights to small-scale fisheries cooperatives in the Western Cape

Q4: Rights allocated to registered small-scale fisheries cooperatives finalised (Eastern Cape, KZN and Western Cape)

Method of calculation Simple count: Rights allocated to small-scale fisheries cooperatives





New indicator No

Desired performance To create an enabling environment for the establishment, development and sustainability of the small-scale fisheries sector; therefore a higher performance is desired

Indicator responsibility Chief Director: Marine Resources Management Director: Small-Scale Fisheries Management


4.1.1 INDICATOR TITLE SUSTAINABLE MANAGEMENT OF FISH STOCKS

Short definition The indicator is a reflection of the status of the fish stock in question (abalone, West Coast rock lobster), measured against pre-determined reference points (e.g. maximum sustainable yield level, pre-fished biomass, etc.)

MRM—Revised management measures to rebuild abalone, West Coast rock lobster

Purpose/importance The indicator shows the status of the fish stock relative to the pre-determined reference points for the stock so that adaptive management can be implemented as required. For West Coast rock lobster and abalone this is important to track progress regarding stock recovery



Q3: TAC/TAE recommendations

Q4: Signed-off inter-area schedule, report on issued permits


Q2: Scientific report

Method of calculation The method of calculation is specific to each resource and to the quantity and types of information available for each, and therefore varies from resource to resource. The calculations (including mathematical and statistical modelling) follow internationally-accepted practices and standards for fisheries stock assessment

MRM: Simple count—number of approved permits conditions and TAC/TAE

Data limitations The limitations of the available data are specific to each resource, and too exhaustive to list here (such as missing data in time-series, absence of catch and effort data in certain fisheries, lack of data on illegal harvests, etc.). Limitations of the available data are taken account of during the statistical modelling techniques employed

MRM—real time and contravention data

Type of indicator Impact



New indicator No

Desired performance It is desired that the indicator remains within acceptable confidence intervals around the reference point, or in the case of recovering stocks that the indicator shows improvement towards the target levels over the desired timeframes

Indicator responsibility Resource monitoring, status reporting and determination of appropriate catch levels:

Chief Director: Fisheries Research and Development

Director: Resources Research

Director: Research Support

Implementation of appropriate management measures:

Chief Director: Marine Resource Management

Director: Offshore and High Seas Fisheries Management

Director: Inshore Fisheries Management

Director: Small-scale Fisheries Management

Compliance and enforcement of management measures:

Chief Director: Monitoring, Control and Surveillance


Director: Compliance

Director: Fisheries Patrol Vessels


4.1.2 INDICATOR TITLE NUMBER OF INSPECTIONS CONDUCTED

Short definition Number of inspections refers to sea-based and land-based inspections conducted

Purpose/importance Ensure compliance to the Marine Living Resource Act, thereby curbing illegal fishing activities through inspections and enforcement in order to enhance sustainable utilisation of marine living resources


Compliance and FPV—list of land and sea based inspections

Compliance and FPV—inspection forms

Method of calculation Simple count: Total number of inspections conducted

Data limitations Seasonal fishing, weather conditions, inability to board fishing vessels at sea, inadequate available resources




New indicator No

Desired performance High targeted performance is desired in order to increase enforcement and compliance measures

Indicator responsibility Chief Director: Monitoring Control and Surveillance


Director: Fisheries Protection Vessels


4.1.3 INDICATOR TITLE NUMBER OF JOINT OPERATIONS CONDUCTED WITH PARTNERS INCLUDING OPERATION PHAKISA INITIATIVE 5

Short definition Joint operations refer to those conducted with other law enforcement and conservation agencies including Operation Phakisa Initiative 5 of the Marine Protection Services and Governance Lab operations including if any internal MCS

Purpose/importance Ensure compliance to the Marine Living Resource Act, thereby curbing illegal fishing activities through joint operations and enforcement in order to enhance sustainable utilisation of marine living resources


Operations—Operational request and/or operation report, list of operations conducted

Method of calculation Simple count: Total number of joint operations conducted

Data limitations Seasonal fishing, weather conditions, inability to board fishing vessels at sea, inadequate available resources (budget), unavailability of stakeholders




New indicator No


Indicator responsibility Chief Director: Monitoring Control and Surveillance


Director: Fisheries Protection Vessels



4.1.4 INDICATOR TITLE NUMBER OF INVESTIGATIONS CONDUCTED

Short definition Number of rights holders (RH) and permit holders (PH) examined for compliance with permit conditions. Non-compliant RHs, PHs and non-RHs investigated. Number of high flyers/syndicates investigated with other law enforcement agencies

Purpose/importance Ensure compliance to the Marine Living Resource Act, thereby curbing illegal fishing activities through investigations and enforcement in order to enhance sustainable utilisation of marine living resources


M and S—List of investigations which will include inquiry docket cover and investigation diaries as supporting documents

Sources: The Marine Administrative System (MAST)

Method of calculation Simple count: Total number of investigations conducted

Data limitations Seasonal fishing, inadequate available resources, hostile environment




New indicator No


Indicator responsibility Chief Director: Monitoring Control and Surveillance Director: Monitoring and Surveillance

15. ANNEXURE 2: ADDENDUM TO STRATEGIC PLAN 2015/16–2019/20 TABLED 11 MARCH 2015This addendum provides amendments made to the Strategic Plan 2015/16–2019/20.

The following are the amended objective statements of the strategic objectives of the departments due to changes on the performance indicators in the Annual Performance Plan.

15.1. Programme 1: Administration Strategic objective 1.1: Ensure compliance with statutory requirements and good governance practices

Objective statement

Maintain a sound system of internal controls and risk management by 2019/20 through the implementation of:

• Risk-based Annual Internal Audit Plan

• Risk Management implementation plan

• Strengthening and developing the skills and human resource base through implementation of the HRD Strategy

• Developing, review and testing of the Business Continuity Plan (BCP) and ICT Disaster Recovery Plan

• Review and implementation of the ICT Plan

• Legislation Review Programme

• Improving financial management by obtaining an unqualified audit opinion and improving the percentage of invoicespaid within 30 days


Strategic objective 1.2: Strengthen support, guidance and interaction with stakeholders

Objective statement

Strengthen relations and communication between national, provincial and international stakeholders through implementation of the Communication Strategy and the Stakeholder Engagement Strategy by 2019/20

Strategic objective 1.3: Strengthen institutional mechanisms for integrated policy planning, moni-toring and evaluation in the sector

Objective statement

Institutionalise integrated planning processes and mechanisms to reflect broad strategic outcomes of government by 2019/20 through:

• Co-ordination of the research agenda to align it with the department’s mandate and key strategic priorities andprotocols

• Ensuring a mutual project management approach

• Strengthening the sector Information Management System

15.2 Programme 2: Agricultural Production, Health and Food Safety

Strategic objective 2.1: Ensure increased production and productivity in prioritised areas, as well as value chains

Objective statement

Increase production and productivity in prioritised commodities through monitoring the implementation of animal and plant improvement schemes for prioritised value chain commodities per annum by 2019/20

Strategic objective 2.2: Effective management of bio-security and related sector risks

Objective statement

Reduce bio-security and related sector risks by enforcing regulatory frameworks to reduce the level of disease outbreaks in production areas to a minimum by 2019/20 through:

• Conducting animal and plant disease and pest risk surveillances (animal: Foot and Mouth Disease—FMD protection zone, Peste des Petits Ruminants:PPR and plant: exotic fruit fly

• Implementing regulatory compliance and monitoring interventions to prevent plant and animal pest and diseaseoutbreaks (quarantine inspections, surveillance and testing)

• Ensure animal disease management and access to primary animal healthcare services through the implementationof the Veterinary Strategy, implementation of Compulsory Community Service (CCS) by deploying 650 graduatesto resource poor communities

• Implementing 27 export protocols for phytosanitary requirements

Strategic objective 4.1: Ensure the conservation, protection, rehabilitation and recovery of depleted and degraded natural resources

Objective statement

Ensure conservation of animal and plant genetic resources for food and agriculture through the implementation of the national plans to conserve diversity of animal and plant genetic resources by 2019/20


15.3 Programme 3: Food Security and Agrarian Reform

Strategic objective 3.1: Lead and coordinate government food security initiatives

Objective statement

Coordinate the implementation of the National Policy on Food and Nutrition Security by increasing the number of households benefiting from food production initiatives to 200 000 households and the number of hectares of under-utilised land in communal areas and land reform projects cultivated for production to 600 000 hectares by 2019/20

Strategic objective 3.2: Enhance capacity for efficient delivery in the sector

Objective statement

Improve delivery capacity in support of sustainable growth in the sector through implementation of the sector capacity development policies (National Agriculture, Forestry and Fisheries Training and Education Strategy and National Policy on Extension and Advisory Services); placement of 825 graduates in the sector and 100 extension support practitioners in prioritised commodities by 2019/20

Strategic objective 3.3: Strengthen comprehensive support systems and programmes

Objective statement

Coordinate comprehensive support provided to producers through the development and implementation of the National Policy on Comprehensive Producer Development Support and increasing the number of smallholder producers support-ed to 80 000 by 2019/20

15.4 Programme 4: Trade Promotion and Market Access

Strategic objective 2.3: Ensure support for market access and processing of agriculture, forestry and fisheries products

Objective statement

Improve market access by 2019/20 through implementation of:

• certification and accreditation programme for smallholders access to markets

• 62 agro-processing entrepreneurs trained on norms and standards for agro-processing

• implementation of AgriBEE Fund

• AgriBEE Enforcement Guidelines developed and implemented

15.5 Programme 5: Forestry and Natural Resources Management

Strategic objective 2.1: Ensure increased production and productivity in prioritised areas as well as value chains


Ensure increased production and productivity in prioritised areas as well as value chains

Objective statement

Promote the production and supply of timber through:

• Replanting 6670 hectares of temporary unplanted areas (TUPs) by 2019/20

• Re-commissioning of Western Cape State forest plantations


Strategic objective 3.1: Lead and co-ordinate government food security initiatives


Lead and co-ordinate government food security initiatives

Objective Statement

Develop and implement the Agro-forestry Strategic Framework to contribute towards food security initiatives by 2019/20

Baseline –Links Forestry Sector Charter, National Forestry Action Programme (NFPA), National Forestry Programme

(NFP), Forestry 2030 Roadmap and the New Growth Path (NGP)

Strategic objective 4.1: Ensure the conservation, protection, rehabilitation and recovery of depleted and degraded natural resources

Objective statement

Ensure the conservation, protection, rehabilitation and sustainable management of natural resources by

2019/20 through:

• the implementation of one project to support revitalisation of irrigation schemes

• rehabilitation of 1500 hectares of state indigenous forests

• monitoring of agricultural land rehabilitation interventions in all nine provinces

Strategic objective 4.2: Ensure adaptation and mitigation to climate change through effective implementation of prescribed frameworks

Objective statement

Implement and review the Climate Change Mitigation and Adaptation Plan for Agriculture, Forestry and Fisheries and develop and implement the Climate Smart Agriculture Strategic Framework to improve adaptation and mitigation to climate change by 2019/20

16. ANNEXURE 3: SERVICE DELIVERY IMPROVEMENT PLAN 2018/19–2020/2116.1. IntroductionAs the Department of Agriculture, Forestry and Fisheries (DAFF) embarks upon a new path of service delivery through the 2018/19–2020/21 Medium Term Strategic Framework (MTSF), along with our sector strategies, the Service Delivery Improvement Plan (SDIP) is a further response to government’s policy and strategic imperatives, more especially its drive to eradicate poverty, ensure food security and rural economic development. One such example is the issuing of permits in terms of Sections 13 and 83 of the Marine Living Resources Act, 1998 (Act No. 18 of 1998) (“the MLRA) in an effort to create an enabling environment for our clients to have market access and be able to trade internationally. The department, through its SDIP therefore strives to address both socio-economic and sectoral challenges. The SDIP is guided by the department’s legislative and policy mandate, in terms of the 2014–2019 MTSF and strategic outcomes. The SDIP therefore serves as a value add for the department, in that it addresses the obstacles and constraints faced in delivering on these services. In an effort to continue improving its service delivery modes, DAFF has identified the following key services to be subjected to improvement processes:

• issuing of permits in terms of the provisions of Sections 13 and 83 of the MLRA; and

• developing policy on Livestock Identification and Traceability System.


The processing of permits is a key service that most of the Branch: Fisheries Management’s clients demand improvement on. This key service includes the processing of marine aquaculture farm permits, catch, transport, export, import, scientific investigations and practical experiment permits. Huge volumes of applications for catch and transport permits are submitted before the start of a particular fishing season, while applications for export and import permits are received on a continuous basis. Marine aquaculture permits are issued at the end of the year and in the case of scientific investigations and practical experiments, the permits are issued as and when required.

15.2 Situational analysis

The Department of Agriculture, Forestry and Fisheries analysed numerous source documents to identify services to be improved for the 2018/19–2020/21 mid-term period. Through the SDIP, DAFF aims to improve the services rendered. DAFF 2018/19–2021 SDIP is guided by Medium Term Strategic Framework, Strategic Plan, Annual Performance Plan, 2016/17 SDIP Report, Annual Report, Service Report and the Presidential Hotline Analysis Report. The improvement plan focused on the main services to be provided to actual and potential customers. It also took into consideration the consultation arrangements, mechanisms or strategies to remove barriers so that access to services is increased.

In terms of Batho Pele principles, “accessibility” requires that all citizens have equal access to the services to which they are entitled. If clients submit substandard or inaccurate documentation, it becomes a challenge to maintain the set standards to enable the departmental officials to process the applications within the stipulated time frames.

South Africa underwent many evaluations from different organisations to test the strength of its veterinary services. Traceability systems are important effective tools that can be used for many things―including the protection of animal health, public health and food safety. They can help reduce response time, thereby limiting economic, environmental and social impact of emergency situations such as disease outbreak. Livestock traceability systems are based upon three basic elements: animal identification, premise identification and animal movement. Of recent, animal identification systems have become mandatory prerequisites to international trade since they facilitate source age verification programmes. Delaying the adoption of traceability programmes reduces access to specific international markets but at the same time it increases costs for livestock producers. On this basis, many countries have developed animal identification and traceability systems.

15.3 Identified key services for improvement over the 2018/19–20/21 MTEF cycle

15.3.1 Developing policy on Livestock Identification and Traceability System

15.3.1.1 Service beneficiaries:

Animal owners, SAPS consumers, livestock owners, livestock service providers, government departments involved in agriculture, food business industry.

15.3.1.2 Service objective:

The overall objective is to ensure the implementation of an internationally recognised LITS-SA system in South Africa that promotes sustainable economic growth and creates employment in the livestock sector.

15.3.1.3 Problem statement:

South African livestock are extremely vulnerable to periodic outbreaks of transboundary or high impact diseases. The current disease status of South Africa and the vulnerability to outbreaks of major high impact or trade sensitive diseases (FMD for example) negatively affect domestic trade and exportation of certain products or species. This could potentially cost the livestock industry and the country billions of rand in lost revenue if such a disease outbreak had to occur. There is currently insufficient enforcement of animal movements, treatment, vaccination and information regarding health status. This compounds the above problems as guarantees regarding these cannot be given to trade partners internationally or within SA, even though by law, all animal movements need to be recorded. Recording animal movements is an integral part of a LITS=SA system. Livestock theft remains a serious problem in South Africa and could be reduced by having a LITS-SA system. There is a significant challenge


with the management and enforcement of the identification of animals in both the communal and commercial sector. A lack of a LITS=SA system means that the industry does not have the ability to differentiate between different production management or treatment systems to underpin the various brands being used in South Africa. Management of disasters such as drought, floods and disease outbreaks is not easily undertaken with the lack of a formal identification system.

Illegal importation is also exacerbated by not having a formal and recognised identification system.

Compensation of livestock as stated in the Animal Diseases Act is difficult to control on quantity. Illegal exportation or incorrect certification of an animal or product as free from a disease or substance, could have a disastrous effect and cause irreparable harm to the reputation of SA. Public and animal health with regard to zoonotic diseases and food safety is required by the consumer. LITS-SA may be of great help to farmers to manage their own herds for better productivity and genetic improvement of their animals. There is a need for the information system to support export certification and reduce the burden on food producers and the state.

Current systems are very labour and administration intensive. An electronic system will be more accurate and less labour intensive; thus promoting exports and trade. The credibility of export certification will be boosted as we will be able to audit the entire food chain according trading partner requirements.


15.3.1.4 Process mapping

Step 1: Draft a LITS Policy document internally

Step 2: Circulate the draft for comments internally

Step 3: Review andconsolidate internal comments

Step 4: Develop a revised draft

Step 5: Send the draft to EXCO for approval

Step 6: Prepare a submission to the minister for approval to consultstakeholders

Step 7: Circulate the revised draft to stakeholders and interested parties for comments

Step 9: Conduct LITSA SA workshop

Step 10: Form a LITS SA Committee and develop terms of reference

Step 11: Consolidate the received comments

Step 12: Develop a revised draft andcirculate for further comments

Step 13: Send the revised draft to D:Legal Services for legal advice

Step 14: Carry outa socioeconomic impact analysis

Step 15: Draft submission for approval by the minister to gazette the draft

Step 16: Gazette the revised draft

Step 17: Consolidate the received comments

Step 18: Finalise the socioeconomic impact analysis

Step 19: Develop the final policy and send it for approval

Step 8: Prepare a submission to DG to host a LITS SA workshop



KEY SERVICE

SERVICE BENEFICIARY

CURRENT STANDARD DESIRED STANDARD

2017/18 2018/19 2019/20 2020/21

Developing policy on livestock identification and tracea-bility system

Animal owners, SAPS consum-ers, livestock owners, live-stock service providers, government departments involved in agri-culture and the food business industry

Quantity Draft Policy on Livestock Identifica-tion and Traceabil-ity System South Africa

(LITS SA)

Finalise draft Pol-icy on Livestock Identification and Traceability Sys-tem South Africa

(LITS SA)

Develop data base on LITS SA

Implementation of pilot project on LITS SA

Implementation of pilot project on LITS SA

Quality - Policy on Live-stock Identification and Traceability System South Africa

(LITS SA)

Database on LITS SA

Policy on Live-stock Identifica-tion and Traceabil-ity System South Africa

(LITS SA)

Database on LITS SA

Policy on Livestock Identification and Traceability System South Africa

(LITS SA)

Database on LITS SA


KEY SERVICE

SERVICE BENEFICIARY


2017/18 2018/19 2019/20 2020/21

Consultation Clients are con-sultedvia meetings, work-shopsand presentationsThe office alsocommunicates viae-mail: [email protected]

Clients are con-sultedvia meetings, workshopsand presentationsThe office alsocommunicates viae-mail: [email protected]

Clients are con-sultedvia meetings, workshopsand presentations

The office alsocommunicates viae-mail: [email protected]

Clients are consultedvia meetings, work-shopsand presentationsThe office alsocommunicates viae-mail: [email protected]

The Chief Direc-torate: Animal Production and Health Private Bag x138Riviera, 0007 South Africa

Phone:012 319 7514SMSThe client’s cell number when they provide it

Fax:012 329 8292012 329 7644Websitewww.daff.gov.za

The Chief Direc-torate: Animal Production and Health Private Bag x138Riviera, 0007 South Africa Phone:012 319 7514SMSThe client’s cell number when they provide it Fax:012 329 8292012 329 7644Website

www.daff.gov.za

The Chief Direc-torate: Animal Production and Health Private Bag x138Riviera, 0007 South Africa Phone:012 319 7514SMSThe client’s cell number when they provide it


The Chief Directo-rate: Animal Produc-tion and Health Private Bag x138Riviera, 0007 South Africa Phone:012 319 7514SMSThe client’s cell number when they provide it


Access Clients can accessthe serviceonline, through walk-ins at desig-nated offices

Clients can accessthe serviceonline, through walk-ins at desig-nated offices

Clients can accessthe serviceonline, through walk-ins at desig-nated offices

Clients can accessthe serviceonline, through walk-ins at designated offices

Courtesy 90% of e-mail correspondenceacknowledgedwithinfive working days

90% of e-mail correspondenceacknowledgedwithinfive working days

90% of e-mail correspondenceacknowledgedwithinfive working days

90% of e-mail corre-spondenceacknowledgedwithinfive working days

Openness and trans-parency

Clients are keptinformed via e-mails, lettersand tele-phone calls

Clients are keptinformed via e-mails, let-tersand tele-phone calls

Clients are keptinformed via e-mails, lettersand telephone calls

Clients are keptinformed via e-mails, lettersand telephone calls


KEY SERVICE

SERVICE BENEFICIARY


2017/18 2018/19 2019/20 2020/21

Information Updatedinformation isavailable on thewebsite

Updatedinformation isavailable on thewebsite



Redress Response tocomplaints vialetters/e-mail

Meetings andpresentationsare also usedas platforms toaddress complaints

Complaints are

monitored

Establish andimplement thecompliments andcomplaints feed-backboxResponse to complaintsvia letters/emailMeetings andpresentationsare also usedas platforms toaddress com-plaints

Implement thecompliments andcomplaints feed-backboxResponse to complaintsvia letters/emailMeetings andpresentationsare also usedas platforms toaddress com-plaints

Implement thecompliments andcomplaints feedbackboxResponse to com-plaintsvia letters/emailMeetings andpresentationsare also usedas platforms toaddress complaints

Monitor com-plaints

Monitor complaints

Monitor complaints

Value for money

Tariffs will be agreed upon by the relevant service providers and beneficiaries

Tariffs will be agreed upon by the relevant ser-vice providers and beneficiaries

Tariffs will be agreed upon by the relevant ser-vice providers and beneficiaries

Tariffs will be agreed upon by the relevant service providers and beneficiaries

Time Development and implementation of the policy will be determined by the market require-ments

Development and implementation of the policy will be determined by the market requirements



Cost Cost will be determined by market requirements

Cost will be determined by market requirements



Human resources

Data capturersICT specialistsMonitoring and evaluation specialistsProject managersVeterinary specialistsAnimal health technicians, Meat inspectors





15.3.2 Issuing of permits in terms of provisions of sections 13 and 83 of the MLRA

15.3.2.1 Service beneficiaries: Fishing industry, marine aquaculture industry, fishing rights holders, fish transporting industry, recreational fishers,,foreign and local vessel owners, and fish import and export industry.

15.3.2.2 Service objective: Improving the processing of fishing permit applications in the fisheries subsector. This key service includes the processing of catch, transport, export and import permits.

15.3.2.3 Problem Statement:

The turnaround times for issuing of permits are negatively impacted on by the quality of the applications received from clients, applications which are not properly completed, applications that do not meet all the requirements, lack of personnel, undocumented processes, the application system which requires completion of forms with information that the department already has in the system, the seating arrangements of the processors(initial processing starts at the Customer Service Centre which is located at the ground floor in Foretrust Building and further processing occurs in relevant chief directorates which are located on the 3rd and 5th floors in the same building), and sometimes the unavailability of the Marine Administration System (MAST) and the Oracle Financial System used to process these documents. The issuing of all permits is centralised in Cape Town; as a result, access to these services is a real challenge to clients located in other provinces, including those also located in the Western Cape, but are far from the Branch: Fisheries Management office in Cape Town where they have to submit the applications and collect issued permits. The use of the post office in delivering applications and issued permits has proven not to be efficient as sometimes the posted applications and permits go missing or delivery is delayed due to, for example, strikes by the post office officials. Consequently, these problems impact negatively on meeting the set standards or turnaround times/ timeframes, and adequately adhering to Batho Pele Principles.

It will be noted that South Africa has a well-established fisheries sector. However, the sector faces a number of challenges. The following challenges are highlighted as they directly affect service delivery:

(a)�Capacity constraints

Human resource challenges: The Chief Directorates: Marine Resources Management and Fisheries Research and Development, the Directorate: ICT Service Strategy and Systems and the Directorate: Sustainable Aquaculture Management do not have adequate human resource capacity owing to the abolishment of critical positions from the 2013/14 financial year. Currently, the chief directorates or directorates are unable to fill the vacant positions because of the directive that was issued to suspend all recruitment processes. The abolished positions as well as the vacant ones have to be reinstated and filled as they are assigned delegations in terms of the MLRA. The decision to abolish the vacant posts and failure to fill current vacant positions due to red tapes, which is at the time before the total suspension to fill vacancies, has caused serious service delivery delays and financial losses to the industry.

Financial challenges: The insufficient financial support has a negative impact on service delivery. Due to cost containment measures, the officials of the department have been reduced by abolishing posts and non-filling of vacant positions. Owing to a highly reduced staff component, officials cannot deliver all permits as per agreed service standards (4 to 7 working days) as a result of the increased workload. Service delivery by the department has been further compromised because of the closure of the Saldanha Customer Services Satellite Office, which was established owing to a need for decentralised services. The closure was the result of a lack of budget. Therefore the department is failing in bringing services to the people which forms part of the Batho Pele principles.

(b)�ICT systems

ICT cannot automate manual processes that are not optimised and documented. There is a need to document all business processes within the Branch: Fisheries.

Catch–data system: The fishermen (either rights holders, vessel owners or authorised personnel) submits hand written catch statistics. These catch statistics are captured by the Directorate: Resources Research as per the


requirements of the research/scientific community. These systems do not meet the requirements of the research community and further more are unable to provide information to other directorates/chief directorates like CD: MRM. There is no real time catch data system in place; this compromises the departmental processes of the reconciliation of catches.

Monitoring of transgressions: Although the Transgression Register functionality is available in MAST, the directorate is not utilising the function. The department does not have a consolidated and updated Transgression Register. This compromises decision-making processes for the delegated authorities.

MAST: The MAST system no longer adequately addresses the needs of business (permit processes). Oracle financials: Officials at the decentralised office (Port Elizabeth) do not have financial services (Oracle), therefore payments cannot be made at this station.

The challenges highlighted above by the Branch: Fisheries Management, require increased human capacity (reinstatement of abolished posts, filling of vacancies and creation of additional posts); real time catch data capturing and monitoring (or near real time), real-time capturing of Transgression Register and the monitoring on the outcome of the transgression reconciliations between the quantum allocated to a rights holder, weight caught per rights holder, levy declared by the rights holder, reconciliation of import, processing and export figures with the SARS, e-permitting for the commercial, recreational, small scale and aquaculture sector; smartcard system; and Electronic Content Management System.



4. Application issent to MRM and

also to SAM whereadministrative staffreceive, verify and

process the applicationon MAST and print permit

3. Rights holderpays applicationfee at the cashier

(a member offinance/revenue

department)

2. CSC consultantenters the

application intothe applicationregister, verifiesapplication and

issues the reference number

VIA CSC:1. Rights holder

submits theapplication form

and relevant supportingdocumentation

to a CSCconsultant

HR requirements:13 officials from

Customer Services

HR requirements:13 officials from

Customer Services

HR requirements:1 official from

Customers Services (CS)

HR requirements:4 officials from CS,

25 from MRM, 2 from SAM

5. Printed permit,application and

supportingdocuments

are now sent to ADor DD, who will verify

all the details andapproves permit onMAST. This process

requires 16 MRMstaff members and 1SAM staff member

4 (a) CSCconsultant then

checks on MASTto see if application

fee has beenpaid and allocates

a referencenumber

3 (a) CSC logsmail into register,and checks for

relevant documentation

andverifies the application

2 (a) The mail isthen sent to the

relevant departments,e.g.,

applications forpermits received

will be sent toCSC

7. CSC issues thepermit to the client

on collection

5 (b) If refused,then

application issent to CSC

whoinforms clienttelephonically

5 (a) The approved,permit is

sent together with

permit conditions

and/or landingbooks where

necessaryto CSC

No capacity toinform clients to

administer collections

HR requirements:16 officials fromMRM, 1 from

SAM

6. CSC issues thepermit on MASTand informs the

client telephonicallyor via SMS

notifications bythe system that

the permit isready for collection

VIA POST:VIA CSC:1. Rights holders submits the application form and relevant supporting documentation to a CSCconsultant. CSC consultant enters theapplication into the application register, verifies application andissues the referencenumber3. Rights holderpays applicationfee at the cashier (a member of finance/revenue department4. Application is sent to MRM andalso to SAM whereadministrative staffreceive, verify andprocess the applicationon MAST and print permit HR requirements:13 officials from Customer Services HR requirements: 13 officials from Customer Services HR requirements:1 official from Customers Services(CS)HR requirements:4 officials from CS,25 from MRM, 2from SAMVIA POST:1 (a) Mail is received2 (a) The mail isthen sent to therelevant departments e.g.applications forpermits received will be sent toCSC3 (a) CSC logs mail into register,and checks forrelevant documentation andverifies the application1 (a) Mail is receivedby the maildepartment (registry)who logs the mail received intothe mail register


15.3.2.5 Improvement Standards

KEY SERVICE

SERVICE BENEFICIARY


2017/18 2018/19 2019/20 2020/21

Issuing

of permits

(except

applications

relating to

exemptions)

Fishing industry,

fishing rights holders,

recreational

fishers, foreign

and local vessel

owners, fish

import and export

industry

Quantity 100% of the properly

lodged permit applications

received

seven days before

month processed

(per month)

100% of the

properly lodged

permit applications

received seven

days before month

processed (per

month)

100% of the properly

lodged permit applications

received

seven days before

month processed

(per month)

100% of the properly

lodged permit appli-cations

received

seven days before

month processed

(per month)

Quality 95% to 100% of

permits issued to

clients error free

95% to 100% of

permits issued to

clients error free

95% to 100% of

permits issued to

clients error free

95% to 100% of permits

issued to clients

error free


KEY SERVICE

SERVICE BENEFICIARY


Consultation Consult with stake

holderson permitapplication processand requirementsor customer careissues throughmanagement workingmeetings, roadshows, workshops orone-on-one meet-ingsas well as via othermeans of commu-nicationThe numberof consultations tobe held in a given financialyear shall bedetermined by theavailability of budget,internal stakehold-ers,external stakehold-ersor clients, andlogistics

Currently have:one fully fledgedcentralised office tomanage the consul-tationprocessesFishery controlofficers and fisherycommunity devel-opmentworkersalong the coastwho do some of theconsultations

Consult with

stakeholders onpermit applicationprocess andrequirements orcustomer careissues throughmanagement workingmeetings, roadshows, workshopsor one-on-onemeetings as wellas via other meansof communicationThe number ofconsultations tobe held in a givenfinancial year shallbe determined bythe availability ofbudget, internalstakeholders,external stake-holdersor clients, andlogisticsThe following isalso desired:A plan to decen-tralisethe fullyfledged office to allrelevant provinces,airports andharbours to ensureconsultation shallbe compiled

Fishery controlofficers andfishery communitydevelopmentworkers shall bemaintained andstrengthened

Consult with stakeholderson permitapplication pro-cessand requirementsor customer careissues throughmanagement workingmeetings, roadshows, workshopsor one-on-onemeetings as well asvia other meansof communicationThe number ofconsultations tobe held in a givenfinancial year shallbe determined bythe availability ofbudget, internalstakeholders,external stake-holdersor clients, andlogisticsThe following is alsodesired:Start rolling out thedecentralisation ofthe fully fledgedoffice to all relevantprovinces, airportsand harbours so asto ensure consul-tationFishery controlofficers and fisherycommunity devel-opmentworkersshall be maitainedand strengthened

Consult with stake-holderson permitapplication processand requirements orcustomer care issuesthrough manage-mentworking meetings,road shows, work-shopsor one-on-onemeetings as well asvia other means ofcommunication

Thenumber of consul-tationsto be held in agiven financial yearshall be determinedby the availabilityof budget, internalstakeholders, externalstakeholders orclients, and logisticsThe following is alsodesired:Continue rolling outthe decentralisationof the fully fledgedoffice to all relevantprovinces, airportsand harbours so asto ensure consul-tationFishery controlofficers and fisherycommunity develop-mentworkers shallbe maintained and strengthened


KEY SERVICE

SERVICE BENEFICIARY


Access Currently the office

which is fully fledged

for processing

permits is central-ised

in Cape Town Therefore,

public citizens

do not all have equal

access to the permitting

service to which

they are entitled

Management and

monitoring of the

proper usage of permits

is also somehow

centralised in Cape

Town (e.g. there

are no officials and

means of equip-ment

to manage that the

amount of fish and

fishery products exported

and imported

via airports, har-bours

or ports as per-mitted

and that the amount

of fish is caught and

landed as permit-ted)

Currently have

A plan to decen-tralise

the fully

fledged office to all

relevant provinces,

airports and

harbours shall be

compiled

A plan to decen-tralise

the

management and

monitoring of the

proper usage of

permits shall be

put in place

Maintain and

strengthen com-pliance

offices and

fishery develop-ment

workers

along the coast

Walk-in centre:

Foretrust Building

Martin Hammer-schlag

Way

Foreshore

8012

Share-Call:

0860003474

Telephone:

021-402 3911;

021-402 3259;

021-402 9180;

021-402 3436

Start rolling out the

plan to decen-tralise

the fully fledged

office to all relevant

provinces, airports

and harbours to

ensure that all

public citizens have

equal access to the

permitting service

to which they are

entitled

Continue rolling

out the plan to

decentralise the

management and

monitoring of the

proper usage of

permits

Maintain and

strengthen com-pliance

offices and fishery

development workers

along the coast

Walk-in centre:

Foretrust Building


Way

Foreshore

8012

Share-Call

0860003474

Telephone:

021-402 3911;

PAIA

e- permitting appli-cation

process

Decentralise services

for coastal provinces,

including inland

provinces for aqua-culture

Emails:

MagdalenaB@daff.

gov.za; AurielleD@

daff.gov..za ; Naee-mA@

daff.gov.za

Fax:

021-402 3362


KEY SERVICE

SERVICE BENEFICIARY


compliance

offices and

fishery develop-ment

workers along the

coast

Walk-in centre:

Foretrust Building


Way

Foreshore

8012

Share-Call:

0860003474

Telephone:

021-402 3911;

021-402 3259;

021-402 9180;

021-402 3436

Promotion of Access

to Information Act

(PAIA)

E-mails:

MagdalenaB@daff.

gov.za; AurielleD@

daff.gov..za ; Naee-mA@

daff.gov.za

Fax:

021-402 3362

Letters:

Private Bag X2;

Rogge Bay; 8012

Website www.daff.

gov.za

Letters:

Private Bag X2;

Rogge Bay; 8012

Website www.daff.

gov.za

PAIA

E-permitting appli-cation

process

Decentralise

services for coastal

provinces,

including inland

provinces for

aquaculture

E-mails:

MagdalenaB@daff.

gov.za; AurielleD@

daff.gov..za ;

NaeemA@daff.

gov.za

Fax:

021-402 3362

021-4023259;

021-4029180;

021-4023436

Letters:

Private Bag X2;

Rogge Bay; 8012

Website: www.daff.

gov.za

PAIA)

E-permitting appli-cation

process

Decentralise

services for coastal

provinces,

including inland

provinces for aquaculture

E-mails:

MagdalenaB@daff.

gov.za;

[email protected].

za;

NaeemA@daff.

gov.za

Fax:

021-402 3362


KEY SERVICE

SERVICE BENEFICIARY


Courtesy Currently the citizensare treated with courtesyand considerationby:• Customer ServiceCentre which iscentralised and hasaccess to MAST,which is the systemused to issue permitsMake use of the postoffice for receivingapplications andforwarding of issuedpermits to remoteclients who requirethe permittingservice through postoffice and walk-insfor those who preferto hand- deliver theirapplications Thereare also permit applicationsand requirementsin place• Fisherycommunitydevelopment workersensure promotionof awareness withregards to the permittingprocess andrequirements as wellas assisting in connectingthe clients tothe relevant officialsin the department

Maintain and

strengthen the

current standard

Maintain and

strengthen the

current standard

Maintain and

strengthen the current

standard


KEY SERVICE

SERVICE BENEFICIARY


directorates for processing

of permits

or to ensure proper

utilisation of permits

in terms of the MLRA

and regulations that

are promulgated

thereunder as well

as permit condi-tions

and policies

However,

key positions

in processing of

permits are either

abolished, vacated

or not filled when vacant

due to red tape

which emanates from

cost containment

measures

• CSC and all chief

directorates through

telephone and

e-mails which are

also used as means

of communication on

issues with regards

to permitting


KEY SERVICE

SERVICE BENEFICIARY


For

example: Customer

Service Centre is

issuing SMS notifi-cations

confirming receipt

of applications

and informing clients

of the issued permits

which are ready for

collection

Chief Directorates:

Marine Resources

Management,

Fisheries Research

and Development,

Aquaculture and

Economic Develop-ment,

Financial

Management, and

Monitoring, Control

and Surveillance

where applications

for permits are

further processed

or usage of permits

is controlled and

monitored MAST

is also available

to all these chief


KEY SERVICE

SERVICE BENEFICIARY


the relevant officialsin the department

• Chief Directo-rates:Marine ResourcesManagement,Fisheries Researchand Development,Aquaculture andEconomic Develop-ment,FinancialManagement, andMonitoring, Controland Surveillancewhere applicationsfor permits arefurther processedor usage of permitsis controlled andmonitored MASTis also availableto all these chiefdirectorates for processingof permitsor to ensure properutilisation of permitsin terms of the MLRAand regulations thatare promulgatedthereunder as wellas permit condi-tionsand policies

However,key positionsin processing ofpermits are eitherabolished,


KEY SERVICE

SERVICE BENEFICIARY


vacated

or not filled when vacant

due to red tape

which emanates from

cost containment

measures

• CSC and all chief

directorates through

telephone and

e-mails which are

also used as means

of communication on

issues with regards

to permitting

For

example: Customer

Service Centre is

issuing SMS notifi-cations

confirming receipt

of applications and informing clients

of the issued permits

which are ready for

collection


KEY SERVICE

SERVICE BENEFICIARY


Openness

and transpar-ency

Continue to inform

clients of chang-es in

services or service

standards via public

announcements

and through fishery

control offices along

the coast as well

as in management

working group meetings,

roadshows,

workshops or imbizo

Gazette any changes

of the service (cost

and process

Continue to inform

clients of changes

in services or service

standards via

public announce-ments

and through

fishery control

offices along the

coast as well as

in management

working group

meetings, road-shows,

workshops

or imbizo

Gazette any

changes of the

service (cost and

process)

Continue to inform

clients of changes

in services or service

standards via

public announce-ments

and through

fishery control

offices along the

coast as well as in

management working

group meetings,

roadshows, work-shops

or imbizo

Gazette any changes

of the service

(cost and process)

Continue to inform

clients of changes in

services or service

standards via public

announcements

and through fishery

control offices along

the coast as well

as in management

working group meetings,

roadshows,

workshops or imbizo

Gazette any changes

about the service

(cost and process)

Information The public is

currently given

full and accurate

information which

they are entitled

to receive through

notices displayed at

relevant places in

the department, hot

spots, media, emails,

telephone, meet-ings,

brochures and public

gazette

Maintain and

strengthen the

current standard

Ensure that the

brochures, notices

and pamphlets

are updated or

compiled when

necessary

Maintain and

strengthen the

current standard

Ensure that the brochures,

notices and

pamphlets are updated

or compiled

when necessary

Maintain and

strengthen the current

standard

Ensure that the

brochures, notices

and pamphlets are

updated or compiled

when necessary


KEY SERVICE

SERVICE BENEFICIARY


Redress

Value for

money

Acknowledgement ofenquiries receivedwithin one day ofreceiptResponse to generalenquiries within 20working daysContinue providingthe best possiblevalue for moneyto beneficiaries inthe service area/sthrough easy accessand at minimal costbased on efficiency,which results in anenabling environ-mentfor economicgrowthThe current pro-cessof permit applica-tionrequirescompletion of applicationforms by allapplicants includingthose whoserequired information

is already availableto issue a permit andthis tedious pro-cessdoes not come forfree to the clients assome of them haveto also pay the mid-dlemanwho assiststhem in completingthe application forms

which are not really

necessary for some

applicants

Acknowledgement

of enquiries

received within one

day of receipt

Response to

general

enquiries within 20

working days

Introduction of

e-licencing and

provision of smart

cards to ensure

efficiency

Comprehensive

catch manage-ment

system (real time

catch data for

reconciliation and

contraventions)

Compile a turna-round

strategy to

streamline the permit

application pro-cess,

learn from

the process that is

being implemented

by the Department

of Transport

in issuing motor

vehicle licences

and licence discs

in terms of the provisions

of the National

Road Traffic

Act, 1996 over the

counter within few

Acknowledgement

of enquiries received

within one day of

receipt

Response to general

enquiries within 16

working days

Introduction of

e-licencing and

provision of smart

cards to ensure

efficiency

Comprehensive

catch manage-ment

system (real time

catch data for

reconciliation and

contraventions)

Acknowledgement

of enquiries received

within one day of

receipt

Response to general

enquiries within

14 working days

Introduction of

e-licencing andprovision

of smart card

to ensure efficiency

Comprehensive

catch management

system (real

time catch data for

reconciliation and

contraventions)

Continue rolling

out the turnaround

strategy on stream-lining

the permit

application process,

management of application

and permit

fees, monitoring and

control thereof

Support

and strengthen

the current initiative

by Customer Service

Centre in the interim


KEY SERVICE

SERVICE BENEFICIARY


Some

have to come all the

way to submit the

application forms

and back to collect

the issued permits

However, the officials

at the Customer

Service Centre have

made some interim

provisions to collect

some of the appli-cations

and to hand

deliver some of the

issued permits

minutes. The strategy

shall also take

into consideration

decentralisation of

the officials to key

areas where there

will be more value

for money spent

on them (e.g.

have offices in all

relevant provinces,

at key airports and

ports or harbours

which are entry

or exit points for

fishing that is landed,

imported and

exported) so that

we can have better

data mining and

a better reflection

of the fisheries

contribution to

GDP Support and

strengthen the

current initiative

by the Customer

Service Centre in

the interim

Roll out the turna-round

strategy on

streamlining the

permit application

process, manage-ment

of application

and permit fees and

monitoring and control

thereof

Support

and strengthen the

current initiative by

Customer

Service

Centre in the

interim.

Time Permits issued in 1 to

7 working days

Permits issued in 1

to 6 working days

Permits issued in 1

to 5 working days

Permits issued in 1 to

4 working days

Cost MLRF application,

permits and licence

fees are gazetted

MLRF application,

permits and

licence fees are

gazetted

MLRF application,

permits and licence

fees are gazetted

MLRF application,

permits and license

fees are gazetted


KEY SERVICE

SERVICE BENEFICIARY


Human resources

57 human resourc-es

in total

Details:

2 officials for

Directorate: Sus-tainable

Aquaculture

Management

13 officials for Directorate:

Stakeholder

Engagement (Cus-tomer

Service)

One official for

Directorate: Rev-enue

Management

(cashier)

41 officials for Chief

Directorate: Marine

Resource Manage-ment

The Customer Service

Centre officials

who initiate the

processing of appli-cations

are located

on the ground floor

in Foretrust Building

whereas the relevant

officials who do

further processing

of the applications

are located on the

3rd and 5th floors of

Foretrust Building

57 human resourc-es in total

Details:

Two officials for Directorate:

Sustainable

Aquaculture

Management

13 Officials for

Directorate: Stake-holder

Engagement

(Customer

Service)

1 official for


Management

(cashier)

41 officials for

Chief Directorate:

Marine Resource

Management

Compile a sitting

arrangement plan

taking into consid-eration

putting all

officials processing

permit applications

and/or issuing

permits on the

same floor

169 human re-sources

in total

Details:

35 officials for

Directorate Sus-tainable

Aquaculture

Management

28 Officials for

Directorate Stake-holder

Engagement

(Customer Service)

6 officials for


Management

(cashiers)

100 officials for

Chief Directorate:

Marine Resource

Management

Roll out the sitting

arrangement plan

which took into consideration

putting

all officials that are

processing permit

applications and/or

issuing permits on

the same floor

169 human resourc-es

in total

Details:

35 officials for Direc-torate

Sustainable

Aquaculture Man-agement

28 officials for Direc-torate:

Stakeholder

Engagement (Cus-tomer

Service)

6 officials for Direc-torate:

Revenue Manage-ment

(cashiers)

100 officials for Chief

Directorate: Marine

Resource Manage-ment

Continue rolling out

the sitting arrange-ment

plan which took

into consideration

putting all officials

that are processing

permit applications

and/or issuing

permits on the same

floor

Contact UsDepartment of Agriculture,

Forestry and Fisheries Pretoria

Switchboard National Callers:

(012) 319 6000

International Callers:

+ 27 (12) 319 6000

Private Bag x250, Pretoria, 0001

Documents

PERFORMANCE PLANpmg-assets.s3-website-eu-west-1.amazonaws.com/DAFF... · 14.5. Programme 5: Forestry and natural resources 170 14.6.Programme 6: Fisheries 179 15. Annexure 2: Addendum