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PRESENTATION TO THE PORTFOLIO COMMITTEE ON TOURISM ORGANISATIONAL PERFORMANCE RESULTS QUARTER 4: 2017/18. 6 June 2018. Table of Contents. Situational Analysis (Slide 2) Key Focus Areas for SA Tourism in 2017/18 (slides 3 to 6)
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PRESENTATION TO THE PORTFOLIO COMMITTEE ON TOURISMORGANISATIONAL PERFORMANCE RESULTS QUARTER 4: 2017/18 6 June 2018
Table of Contents • Situational Analysis (Slide 2) • Key Focus Areas for SA Tourism in 2017/18 (slides 3 to 6) • Organisational Performance against Annual Performance Plan: (Slides 7 to 30) • Programme 1 - Corporate Support (Slides 8 to 10) • Programme 2 - Business Enablement (Slides 11 to 14) • Programme 3 - Leisure Tourism Marketing (Slides 15 to 25) • Programme 4 - Business Events (Slides 26 to 28) • Programme 5 - Visitor Experience (Slides 29 to 30) • Financial Performance (slides 31 to 36) • Human Capital Update (slides 37 to 42) • Governance Information (slides 43 to 46) • Acronyms (slide 47) • Appendix
Situational Analysis (January to March 2018) There was improvement overall in the economy between January 2018 and March 2018. The SA Reserve Bank indicated a moderate improvement in the inflation rate supported by an appreciation of the Rand. The political developments in this period as well as the ratings by rating agency Moody’s supported the strengthening of the Rand. Consumer confidence also seen an upswing in the first three months of 2018 as reported by the FNB/BER Consumer Confidence Index. However, the translation of this improved confidence to increased spending is yet to be seen as unemployment still remains high. Income from employment, family contributions and pensions contracted in 2017 leaving consumers strained financially. Unemployment affects 1 in 4 South Africans, and 1 in 3 of 18-24 year olds. This means that the there is a burden on the employed population to support the unemployed and hence we have a higher level of dependency. This has far reaching effect especially on discretionary items of which travel is such an item.
Leisure Tourism Marketing: Key Focus Areas for 2017/18 • Drive volume and value through strategic partnerships. • Influence transformation through partnerships agreements by introducing new experiences into the itineraries and showcasing hidden gems and a variety of tourism offerings South Africa has to offer, particularly in emerging markets such the Nordics and Middle East. • During off-peak seasons and in cases of low forward bookings to South Africa, to collaborate with trade to package affordable deals to improve seasonality. • Collaborate with Provincial Tourism Authorities to immerse and educate Trade and Media about new experiences and offerings across different provinces in South Africa using hosting, familiarisation trips and SA Specialist. • Maximise resources and global footprint, South African Tourism by leveraging on DIRCO’s infrastructure to promote tourism. • Partner with trade, media and Team South Africa (SAA, Brand South Africa, etc.) in order to ensure that South Africa is marketed in a manner that enhances the brand and traveller experience. • Promote a unified brand by developing global tool kits, virtual training through SA Specialist, Trip Planners among other things to enable countries to customise for their markets. • Identify barriers to entry and collaborate with NDT to address barrier removal – visa processing, airlift, immigration regulations etc.
Business Events: Key Focus Areas for 2017/18 • Develop an aggressive and coordinated approach to developing leads for business events - executed in conjunction with the provincial and city Convention Bureaus and the broader business events industry in South Africa. • Promote and incentivise hosting of conferences and incentives in the secondary cities. • Support and capacitate provincial and city convention bureaus through regular engagements in the business events coordinating forum. • Address geographic spread through the pre and post Meetings Africa and Indaba tours conducted to immerse international, regional and domestic buyers and media into smaller towns and alternative products.
Grading Council: Key Focus Areas for 2017/18 • Understand needs around quality assurance in light of a pervasive traveller review landscape and allow consumer needs and insights to drive expansion while considering global best practice. • Improvement of reputation through regular trade engagements and consumer campaigns. • Focus and emphasis on the eradication of the illegal use of stars to drive trade and consumer confidence. • Partnering with members to drive their profitability by growing and sustaining their quality of business, i.e.. our value. • Leverage access and participation to SA Tourism platforms as well as information and market data for our members. • Position the TGSCA brand as a holistic assessment of quality and service offering by graded establishments using Tourism Analytics Programme (TAP).
High-level summary of Q4 2017-18 performance KPIs achieved: 5/8 KPIs achieved: 5/5 Note: Red = KPI not achieved; Green = KPI achieved; Black = Awaiting results
High-level summary of Q4 2017-18 performance KPIs achieved: 5/12 Note: Red = KPI not achieved; Green = KPI achieved; Black = Awaiting results
High-level summary of Q4 2017-18 performance KPIs achieved: 4/6 KPIs achieved: 0/2 Note: Red = KPI not achieved; Green = KPI achieved; Black = Awaiting results
2017/18 Organisational Performance Results – Quarter 2 & 3 *Note: performance as it pertains to tourist arrivals, revenue, domestic holiday trips and business events is reported on a calendar year basis i.e. from January to December, in line with United Nations World Tourism Organisation (UNWTO) and Statistics South Africa (StatsSA) reporting period. Financial year performance is provided for information purposes only. +Note: Latest international tourist arrivals statistics released by Statssa on 21 February 2018 has been included in this report.
2017/18 Organisational Performance Results – Quarter 4 *Note: performance as it pertains to tourist arrivals, revenue, domestic holiday trips and business events is reported on a calendar year basis i.e. from January to December, in line with United Nations World Tourism Organisation (UNWTO) and Statistics South Africa (StatsSA) reporting period. Financial year performance is provided for information purposes only. +Note: A full quarter of data is required to report on revenue. At the time of preparing this report, only January and February statistics was available
2017/18 Organisational Performance Results – Quarter 4 *Note: performance as it pertains to tourist arrivals, revenue, domestic holiday trips and business events is reported on a calendar year basis i.e. from January to December, in line with United Nations World Tourism Organisation (UNWTO) and Statistics South Africa (StatsSA) reporting period. Financial year performance is provided for information purposes only.
2017/18 Organisational Performance Results – Quarter 4 *Note: performance as it pertains to tourist arrivals, revenue, domestic holiday trips and business events is reported on a calendar year basis i.e. from January to December, in line with United Nations World Tourism Organisation (UNWTO) and Statistics South Africa (StatsSA) reporting period. Financial year performance is provided for information purposes only.
2017/18 Organisational Performance Results – Quarter 4 *Note: performance as it pertains to tourist arrivals, revenue, domestic holiday trips and business events is reported on a calendar year basis i.e. from January to December, in line with United Nations World Tourism Organisation (UNWTO) and Statistics South Africa (StatsSA) reporting period. Financial year performance is provided for information purposes only.
2017/18 Organisational Performance Results – Quarter 4 *Note: performance as it pertains to tourist arrivals, revenue, domestic holiday trips and business events is reported on a calendar year basis i.e. from January to December, in line with United Nations World Tourism Organisation (UNWTO) and Statistics South Africa (StatsSA) reporting period. Financial year performance is provided for information purposes only.
BUDGETED AND ACTUAL REVENUE REVIEW AS AT 31 MARCH 2018 PER PROGRAMME
BUDGET AND EXPENDITURE REVIEW AS AT 31 MARCH 2018 PER PROGRAMME
BUDGETAND EXPENDITURE REVIEW AS AT 31 MARCH 2018 PER ECONOMIC CLASSIFICATION
Workforce Profile – monthly split including offers in the pipeline SA Tourism’s Workforce Profile at the end of March 2018 was as reflected below, against an approved headcount of 202. SA Tourism has achieved a vacancy rate of 13% due to the organisational redesign process (Project Ignite). Internships and contract employees are used to ensure business continuity. Recruitment for vacancies commenced in June 2017. Internship programme Permanent and Fixed Term constitutes 87% occupancy and 13% vacancy rate
Organisational Review Project Update Outcomes of the Ministerial Review in relation to Organisational Structure and HR Development Build and enhance EXCO and leadership team capabilities to carry out their roles and duties as per their KPAs Conduct a review of the role, performance and capabilities of the HR function Create a culture of engagement and empowerment within and across all levels and units of the organisation • Introducing ways for middle management to engage in strategic discussions • Effective Delegations of Authority to devolve decision making to management • Change management process to shift organisational culture • Staff satisfaction surveys and implementation of recommendations Key Priorities Review and redesign the organisation structure taking into account the funding and resource constraints including currency risks and losses Skills Audit to understand the skills gaps
Summary of the Key Activities Completed as at end of Q4 May 2016 May-July 2016 January 2017-March 2018 August- December 2016 Below is a summary of the key activities completed in the project initiation and assessment phases. SAT has completed all the key activities and is currently on a drive to fill vacancies to complete the staff establishment Initiation & kick off Current state Implementation planning and recruitment Design Change management, programme management Project imitation Conduct current state assessment Develop the high level design Develop the detailed design Plan for implementation Phase 1 Phase 2 Phase 3 Phase 4 • Define scope • Develop project plan and management approach • Align leadership team to drive the case for change • Conduct change readiness survey • Define data requirements • Data collection • Desktop analysis of documents • Conduct interviews with the relevant stakeholders • Understand current business process mapping of the functions • Develop a change management strategy and plan • Develop tailored design principles • Develop organisational process landscape • Define operating model • Develop a proposed optimal high level structure • Design a detailed organisational micro structure based on the agreed high level design • Review and develop job profiles in line with proposed structure • Define head count implications and costs • Develop competency frameworks • Develop people migration plan • Develop an IT strategy to align processes • Develop an Implementation plan. • Conduct skills audit • Develop training plans • Project closure and reporting • Filling of the vacancies • The are currently 27 vacancies, recruitment process ongoing • The recruitment process will be completed by end September 2018.
Board Meeting Attendance Q4 2017/18 Note: Blank cells indicate that the member is not part of this committee
