ANNUAL PERFORMANCE PLAN 2018/19 WITH MTEF BUDGET 2018/ /21

Transcription

1 ANNUAL PERFORMANCE PLAN 2018/19 WITH MTEF BUDGET 2018/ /21 1

2 PART A: STRATEGIC OVERVIEW The SADPMR comprises of three programmes, namely:- Programme 1: Administration The purpose of this programme is to enable the SADPMR to deliver on its mandate by providing support management services and administrative support. It consists of the following sub-programmes:- Finance; Human Resources; Corporate Governance; Communication; Information Communication Technology (ICT); Legal Services and; Security. The main focus of this programme is to strengthen and governance with the Regulator. The priority focus areas will include:- Improving service delivery; Facilitating alignment of budget and spending to strategy; Improving controls to achieve clean audit outcomes; and Enforcing with the PFMA and other governance legislation. Programme 2: Diamond Trade The purpose of this programme is to regulate and facilitate the buying, selling, exporting and importing of diamonds. This is to ensure equitable access and local beneficiation of diamonds as well as with the Kimberley Process Certification Scheme (KPCS). The programme consists of the following sub-programmes:- Diamond Exchange and Export Centre (DEEC); Government Diamond Valuator (GDV) and Kimberley Process Certification Scheme (KPCS). Programme 3: Regulatory Compliance The purpose of this programme is to enforce with the Diamond Act, Precious metals Act as well as the Diamond Export (Administration) Levy Act. The programme consists of the following sub-programme:- Licensing 2

3 Diamond Inspectorate Precious Metals and Beneficiation The focus of this programme is twofold: (a) to issue licenses for diamond and precious metals businesses for trade and beneficiation; (b) Compliance inspections to ensure transformation and adherence to the legislation. 3

4 PART B: PROGRAMMES/STRATEGIC OBJECTIVES Schedule of performance indicators and targets for 2018/19 to 2020/21 (a) PROGRAMME 1: ADMINISTRATION Strategic Objective To enforce with the legislative Justification/Key Activities INTERNAL Comply with Legislation, policies and procedures Improve organisational capacity for maximum execution of excellence Implement the approved Human Resource (HR) Plan Implement the approved SADPMR communication policy Implement Minimum Information Security Standards (MISS) Develop action plans to address audit findings Provide legal support to the Regulator 4

5 AUDITED ACTUAL PERFORMANCE Estimated performance at 31 MEDIUM- TERM TARGETS ACTIONS/ STRATEGIC INITIATIVES Who When Performance 2014/ / / / /19 / /2021 Reduction in the number of repeat audit findings Less than 5 Less than 5 Less than 5 Less than 5 Implement the recommended corrective measures All programmes Number of HR plan pillars implemented Approval of the HR plan Implement the following HR pillars; Employer/ employee relations management PMDS HRD policy/ strategy OD practices Implement Talent Management strategy HR Number of engagements with internal and external stakeholders Implement communications activities Communication 5

6 AUDITED ACTUAL PERFORMANCE Estimated performance at 31 MEDIUM- TERM TARGETS ACTIONS/ STRATEGIC INITIATIVES Who When Performance 2014/ / / / /19 / /2021 Number of Master System Plan (MSP) programmes implemented Master System Plan approved Master System Plan approved Implementa tion of Disaster recovery plan Developmen t and implementat ion of Web admin system ICT Risk mitigation measures implemented relating to physical security Conduct Emergency evacuation drills Submit employees securityvetting forms to SSA Implementat ion of vetting procedures Security Percentage of matters referred for 100% 100% and and Provide legal advice to the Regulator Legal services 6

7 AUDITED ACTUAL PERFORMANCE Estimated performance at 31 MEDIUM- TERM TARGETS ACTIONS/ STRATEGIC INITIATIVES Who When Performance 2014/ / / / /19 / /2021 legal advice and opinions within 30 days and and and Percentage of legal opinions obtained on behalf of the SADPMR n/a and and and and and and Facilitate legal opinions on behalf of the Regulator Legal services Percentage of Contracts and SLA s vetted within 30 days 100% 100% contracts and contracts and SLA s vetted SLA s vetted contracts and SLA s vetted contracts and SLA s vetted and Review and advice on all contracts Legal services Quarterly Targets Performance 2018/19 Q1 Q2 Q3 Q4 Actions /Strategic initiatives Who When Reduction in the number of repeat Develop or review Policies, procedures/guidelines All programmes 7

8 Performance 2018/19 Q1 Q2 Q3 Q4 Actions /Strategic initiatives Who When audit findings Number of HR plan pillars implemented Number of engagements with internal and external stakeholders Implement the following HR pillars; Employer/ employee relations management PMDS HRD policy/ strategy OD practices Implement Talent Management strategy Develop an communication plan for internal and external stakeholders HR Communication Number of MSP programmes implemented Risk mitigation measures implemented relating to physical security Implementation of Disaster recovery plan Development and implementation of Web admin system Conduct Emergency evacuation drills Implementation of vetting procedures ICT Security Percentage of matters referred for legal advice and opinions within 30 and and and and and Drafting, reviewing commenting, and recommending Legal Services 8

9 Performance 2018/19 Q1 Q2 Q3 Q4 Actions /Strategic initiatives Who When days Percentage of legal opinions obtained on behalf of the SADPMR matters matters matters matters matters Facilitate the review of the Codes of Good Practice applicable to diamonds and precious metals Legal Services Percentage of Contracts and SLA s vetted within 30 days contracts vetted contracts vetted contracts vetted contracts vetted contracts vetted Drafting, reviewing, comment, and recommending of contracts Legal Service 9

10 (b) PROGRAMME 2: DIAMOND TRADE Strategic Objective Justification/Key Activities COMPETITIVENESS To improve competitiveness, sustainable development and job creation in the diamond and precious metals industry DEEC - Facilitate diamond trade SUSTAINABLE DEVELOPMENT To promote equitable access to resources for local beneficiation Facilitate skills development initiatives for the industries Increase access to diamonds for local beneficiators Implement the diamond marketing strategy of the DEEC To enforce with the legislative Provide diamond valuation services 10

11 AUDITED ACTUAL PERFORMANCE Estimated performance at 31 MEDIUM- TERM TARGETS Actions/ Strategic Initiatives Who When Performance 2014/ / / / /19 / /21 Number of skills initiatives facilitated for the industries Provide training on GDV planning machines; Facilitate training in diamond valuation GDV Number Beneficiators accessing the DEEC of % of the previous 8% of the previous 8% of the previous Implementation of the diamond marketing strategy of the DEEC Promote local beneficiation by allocating certain viewing rooms to Beneficiators DEEC Number of clients accessing DEEC Implement the DEEC Marketing strategy DEEC 11

12 Percentage of valuations conducted diamonds offered/ presented diamonds offered/ presented diamonds offered/ presented diamonds offered/ presented diamonds offered/ presented diamonds offered/ presented diamonds offered/ presented Implement the Diamonds Act and related legislation GDV % of disputes on valuations regarding fair market value lodged n/a n/a 0% Maximum of Maximum of 2% 2% disputes disputes Maximum of 2% disputes Maximum of 2% disputes Implement the Diamonds Act and related legislation GDV % to KPCS 100% complianc e with KPCS minimum requirem ents 100% 100% 100% with KPCS with KPCS with KPCS minimum minimum minimum 100% with KPCS 100% with KPCS 100% with KPCS Implement KPCS statutes and related legislation Issuing of KPCS certificates Submission of quarterly reports (statistics) DEEC KPCS Quarterly Targets Performance 2018/19 Q1 Q2 Q3 Q4 Actions /Strategic initiatives Who When Number of skills initiatives facilitated for the industries Provide training on GDV planning machines; Facilitate training in diamond valuation GDV Increase in numbers Beneficiators accessing at the DEEC 5% of previous Baseline 1% of 2% of 1% of 1% of previous previous previous previous Baseline Baseline Baseline Baseline Implementation of the diamond marketing strategy of the DEEC Promote local beneficiation by allocating certain DEEC 12

13 Performance 2018/19 Q1 Q2 Q3 Q4 Actions /Strategic initiatives Who When viewing rooms to Beneficiators Number of clients accessing DEEC Implement the DEEC Marketing strategy DEEC % of valuations conducted at fair market value diamonds offered/ presented diamonds offered/ presented diamonds offered/ presented diamonds offered/ presented diamonds offered/ presented Implement the Diamonds Act and related legislation GDV % of disputes on valuations regarding fair market value lodged Maximum of 2% disputes Maximum of 2% disputes Maximum of 2% disputes Maximum of 2% disputes Maximum of 2% disputes Implement the Diamonds Act and related legislation GDV % to KPCS and relevant legislation 100% with KPCS minimum 100% 100% 100% 100% with KPCS with KPCS with KPCS with KPCS minimum minimum minimum minimum Implement KPCS statutes and related legislation Issuing of KPCS certificates Submission of quarterly reports (statistics) DEEC KPCS 13

14 (c) PROGRAMME 3: REGULATORY COMPLIANCE Strategic Objective Justification/Key Activities COMPETITIVENES Issue licenses to enable diamond and PM trade. To improve competitiveness, sustainable development and job creation in the diamond and precious metals industry SUSTAINABLE DEVELOPMENT BUSINESS SUSTAINALIBITY - Assist prospective entrepreneurs and inactive beneficiation licensees in the diamond and precious metals industries Facilitate skills development initiatives for the industries JOB CREATION Oversee the provision for issuing of beneficiation licenses To enforce with the legislative EXTERNAL Oversee the provision of the audits on licensees Oversee the provision of inspection services within the diamond and precious metals sectors To transform the diamonds and precious metals industries Promote participation of HDSAs in the diamond and precious metals industries Decrease the number of inactive businesses of the historically disadvantaged individuals 14

15 AUDITED ACTUAL PERFORMANCE Estimated performance at 31 MEDIUM- TERM TARGETS Actions/ Strategic Initiatives Who When Performance 2014/ / / / /19 / /21 Number of licenses issued within 60 working days based on the completeness of the applications % applications 80% of applications 85% of applications Implement the Broad Based Socio-Economic Empowerment Charter Licensing Number of license renewals processed within 60 working days based on completeness of the applications N/A applications applications applications Implement the Broad Based Socio-Economic Empowerment Charter Licensing Number of new entrepreneurs assisted Assist new entrepreneurs in line with new licence issued Precious Metals Number of BBSEEC inspection/audits conducted Implement the Diamonds Act and Precious Metals Act Licensing Assess ownership (HDSA) Skills development 15

16 AUDITED ACTUAL PERFORMANCE Estimated performance at 31 MEDIUM- TERM TARGETS Actions/ Strategic Initiatives Who When Performance 2014/ / / / /19 / /21 Monitoring of fronting through audit inspections Number of inspections conducted Implement the Diamond and precious metals legislation Precious Metals Diamond Inspectorate Number of Beneficiation licences issued % of achieved 5 % of achieved 5% of achieved Implement the Diamonds Act and Precious Metals Act Licensing Process license applications as per legislative Business Case Document Developed (State Bourse) n/a n/a Establish Consultation with stakeholders Obtain approval from the DMR for Bourse Drafting and approval of business case Marketing and branding of the Bourse CEO 16

17 AUDITED ACTUAL PERFORMANCE Estimated performance at 31 MEDIUM- TERM TARGETS Actions/ Strategic Initiatives Who When Performance 2014/ / / / /19 / /21 Workshops information conducted and n/a Establish Implement transformation plan for the Diamonds and PMs Process license applications as per legislative Licensing Number of inactive businesses engaged Facilitate a workshop for inactive licensees with regards to: Diamond Inspectorate Diamond and Precious metal product suppliers, import and export and beneficiation. Where and how diamonds and precious metal may be accessed 17

18 AUDITED ACTUAL PERFORMANCE Estimated performance at 31 MEDIUM- TERM TARGETS Actions/ Strategic Initiatives Who When Performance 2014/ / / / /19 / /21 Existing Gold loan and platinum advance schemes Inspection Checks conducted on business premises for approval Facilitate partnerships with lending institutions Number of skills initiatives facilitated for the diamond and precious metals industries Facilitate experiential training for cutting and polishing as well as jewellery manufacturing Precious Metals Diamond Inspectorate Number of licencees verified against their commitments n/a Establish Transformation Team 18

19 Quarterly Targets Performance 2018/19 Q1 Q2 Q3 Q4 Actions /Strategic initiatives Who When Number of new licences issued within 60 working days based on completeness of the applications 5% of previous 2% of 1% of 1% of 1% of previous previous previous previous Implement the legislation Process license applications as per legislative Licensing Number of license renewals processed within 60 working days based on completeness of the applications 100% 100% 100% 100% 100% Implement the legislation Process license applications as per legislative Licensing Number of BBSEEC inspections/audits conducted Implement the Diamonds Act and Precious Metals Act Assess ownership (HDSA) Skills development Monitoring of fronting through audit inspections Licensing Number of inspections conducted Implement the Diamond and precious metals legislation Precious Metals Diamond Inspectorate 19

20 Performance 2018/19 Q1 Q2 Q3 Q4 Actions /Strategic initiatives Who When Number of Beneficiation licences issued 5% of the previous 2% of the 1% of the 1% of the 1% of the previous previous previous previous Implement the Diamonds Act and Precious Metals Act Process license applications as per legislative Licensing Business Case Document Developed (State Bourse) Consultati ons with Stakehold ers Consultation with Government Consultation with Government Consultation Consultation with external with external stakeholders stakeholders CEO Workshops information conducted and Implement the Diamonds Act and Precious Metals Act Process license applications as per legislative Licensing 20

21 Performance 2018/19 Q1 Q2 Q3 Q4 Actions /Strategic initiatives Who When Number of inactive businesses engaged Facilitate a workshop for inactive licensees with regards to: Diamond and Precious metal product suppliers, import and export and beneficiation. Where and how diamonds and precious metal may be accessed Existing Gold loan and platinum advance schemes Inspection Checks conducted on business premises for approval Facilitate partnerships with lending institutions Number of skills initiatives facilitated for the industries Focus on facilitating development of platinum jewellery-making skills Assist jewellery manufacturing & design graduates with Trade Test preparation and completion by partnering with MQA Precious Metals Diamond Inspectorate 21

22 Performance 2018/19 Q1 Q2 Q3 Q4 Actions /Strategic initiatives Who When Number of new entrepreneurs assisted Provide information and advice on: Diamond and Precious metal product suppliers, import and export and beneficiation. Where and how diamonds and precious metal may be accessed Existing Gold loan and platinum advance schemes Inspection Checks conducted on business premises for approval Facilitate partnerships with lending institutions Precious Metals Number of licences verified against their commitments Transformation Team 22

23 Table A.3 South African Diamond and Precious Metals Regulator Statement of financial performance R thousand Revenue DETAILED BUDGET Budget Audited Outcome Budget Audited Outcome Budget Audited Outcome Budget estimate Revised estimate Outco me/ Budget Averag e % Averag e growth rate (%) Expenditure/ total: Average (%) Medium-term estimate 2014/ / / / / / /19 / / / /21 Tax revenue Non-tax revenue Sale of goods and services other than 653 capital assets of which: % 5.0% 44.0% % 5.4% 38.5% Average growth rate (%) 23 Expenditure/ total: Average (%) 8.9% 45.9% 9.8% 40.9% Administrative fees Sales by market % 5.4% 38.5% % 40.9% establishment Other sales Other non-tax revenue Transfers Total revenue Expenses % 2.9% 5.5% % 11.3% 56.0% % 8.5% 100.0% % 5.0% -0.0% 54.1% 3.8% 100.0% Current expenses % 2.2% 99.9% % 99.9% Compensation of % 8.8% 72.6% % 77.0% employees Goods and services % -14.4% 25.6% % 21.0% Depreciation % 32.6% 1.6% % 1.9% Interest, dividends % % 0.0% and rent on land Transfers and % 10.2% 0.1% % 0.1% subsidies Total expenses % 2.2% 100.0% % 100.0% Surplus/(Deficit) (5 084) % %

24 24