ANNUAL PERFORMANCE PLAN 2017/18. Gauteng Tourism Authority Annual Performance Plan 2017/18

Transcription

1 ANNUAL PERFORMANCE PLAN 2017/18 Gauteng Tourism Authority Annual Performance Plan 2017/18 1

2 FOREWORD BY THE CHAIRPERSON OF THE BOARD The revised mandate of the Gauteng Tourism Authority (GTA) as a Destination Marketing Organisation (DMO) necessitated a thorough rethink of its impact as part of the provincial tourism portfolio; with the other half being the Gauteng Department of Economic Development (GDED) Tourism Unit, which is responsible for destination management. The decision for revising the mandate emanated from the appreciation of the fact that the impact of marketing interventions are sometimes indirect and difficult to pinpoint the cause and effect. The mandate revision process began with reassessing the relevance of the role of the GTA as the modern DMO within the context of the Gauteng City Region (GCR). The recent appointment of a Chief Executive Officer (CEO) has lent itself to the opportunity to reassess the strategic direction of the organisation in line with the policy directive of the radical Transformation, Modernisation and Transformation (TMR) programme. To that end, the GTA s Board of Directors, refers hereinafter as the Board, is satisfied with the organisation s alignment to focus on inclusive economic growth leveraging tourism as one of the eleven priority sectors identified by the province. The process of developing this Annual Performance Plan -2017/18 (APP) considered the translation of this financial year into implementable projects. Such projects are built particularly on steps taken within the context of the Township Economic Revitalisation (TER) programme. One of the greatest rewards that are being realised from the reconfiguration above is the ability of GTA to give greater effect to its alignment to the provincial International Relations Strategy and Trade & Investment Strategy in the pursuit of African and Brazil, Russia, India, China and South Africa (BRICS) tourism source markets. In the mission to optimise the impact of the agency, it was necessary to review the basics, which entailed a few critical issues to be taken into consideration. Key, among these basics was the focus on the implementation of the Gauteng Tourism Institutional Framework (GTIF), which was designed to guide the relations between the agency and the private sector. The GTIF drives the sector as proclaimed by the Tourism White Paper of This has inter alia led to the recent establishment of the Tourism Working Group as Inter-governmental Relations (IGR) and MEC s Tourism Forum to balance the aspirations of the TMR programme. Adding to the above, the GTA is in the process of implementing an Operating Model, as approved by the Board. The primary intent of this or the model is to improve the organisational operational efficiencies and ultimately turn the organisation into a high performing organisation. On behalf of the Board, I present this Annual Performance Plan with confidence that that GTA will make destination marketing possible for implementation, and that the programmes for 2017/18 are in line with the current government priorities as guided by the TMR agenda. Mr Khehla Mthembu Chairperson of the Board: Gauteng Tourism Authority 2 Gauteng Tourism Authority Annual Performance Plan 2017/18

3 OFFICIAL SIGN OFF It is hereby certified that this Annual Performance Plan -2017/18 Was developed by the management of Gauteng Tourism Authority under the guidance of MEC: Mr. Lebogang Maile; Takes into account all the policies, legislation and other mandate for which the Gauteng Tourism Authority is responsible; and Ms. Accurately reflects the strategic oriented goals and objectives in which the Gauteng Tourism Authority will endeavor to achieve during 2017/18 financial year. Tinyiko Nkuna Head Official Responsible for Planning Signature: Date: 27/02/2017 Mr. Yaseen Asmal Chief Financial Officer Signature: Date: 27/02/2017 Mr. Siphiwe Ngwenya Accounting Officer Signature: Date: 28/02/2017 Approved by: Mr. Khehla Mthembu GTA Board Chairperson Signature: Date: 28/02/2017 Ms. Phindile Mbanjwa Head of Department: GDED Signature: Date: 28/02/2017 Mr. Lebogang Maile (MPL) Member of the Executive Council: Economic, Environmental, Agriculture and Rural Development Signature: Date: 28/02/2017 Gauteng Tourism Authority Annual Performance Plan 2017/18 3

4 TABLE OF CONTENTS FOREWORD BY THE CHAIRPERSON OF THE BOARD 2 OFFICIAL SIGN OFF 3 TABLE OF CONTENTS 4 ABBREVIATIONS 6 PART A: STRATEGIC OVERVIEW 7 1. UPDATED SITUATIONAL ANALYSIS Performance Delivery Environment Organisational Environment 9 2. REVISIONS TO LEGISLATIVE AND OTHER MANDATES 3. OVERVIEW OF 2017/18 BUDGET AND MTEF ESTIMATES 3.1 Expenditure Estimates 3.2 Economic Classification 3.3. Relating expenditure trends to strategic outcome oriented goals PART B: PROGRAMME AND SUB-PROGRAMME 4. PROGRAMME 1: ADMINISTRATION 4.1. Strategic Objective indicators and Annual Targets for 2017/18-19/ Performance indicators and Annual Targets for 2017/18-19/ Targets for 2017/ Expenditure Estimates 4.5. Economic Classification 4.6. Relating expenditure trends to strategic outcome oriented goals 5. PROGRAMME 2 : DESTINATION MARKETING AND PROMOTIONS 5.1. Strategic Objective indicators and Annual Targets for 2017/18-19/ Performance indicators and annual targets for 2017/18-19/ Targets for 2017/ Expenditure Estimates 5.5. Economic Classification 5.6. Relating expenditure trends to strategic outcome oriented goals 6. PROGRAMME 3: GAUTENG CONVENTION & EVENTS BUREAU ( BIDDING & HOSTING) 6.1. Strategic Objective indicators and Annual Targets for 2017/18-19/ Gauteng Tourism Authority Annual Performance Plan 2017/18

5 6.2. Performance indicators and Annual Targets for 2017/18-19/ Targets for 2017/ Expenditure Estimates Economic Classification Relating expenditure trends to strategic outcome oriented goals PROGRAMME 4: LEISURE AND VISITORS SERVICES Strategic Objective indicators and Annual Targets for 2017/18-19/ Performance indicators and Annual Targets for 2017/18-19/ Targets for 2017/ Expenditure Estimates Economic Classification Relating expenditure trends to strategic outcome oriented goals 35 PART C: LINKS TO OTHER PLANS LINKS TO THE LONG-TERM INFRASTRUCTURE AND OTHER CAPITAL PLANS CONDITIONAL GRANTS PUBLIC ENTITIES PUBLIC-PRIVATE PARTNERSHIPS 37 PART D: STRATEGIC DIRECTIVES 12. VISION MISSION STRATEGIC OUTCOME-ORIENTED GOALS ANNEXURE E TECHNICAL INDICATOR DESCRIPTIONS FOR STRATEGIC OBJECTIVE INDICATORS 41 AND PERFORMANCE INDICATORS 15.1 PROGRAMME: ADMINISTRATION 15.2 PROGRAMME: DESTINATION MARKETING AND PROMOTIONS 15.3 PROGRAMME: GAUTENG CONVENTION AND EVENTS BUREAU (BIDDING & HOSTING) 15.4 PROGRAMME: LEISURE AND VISITOR SERVICES Gauteng Tourism Authority Annual Performance Plan 2017/18 5

6 ABBREVIATIONS APP BRICS CEO CFO COHWHS DMAI DMO GDED GDP GEGDS GEP GGDA GHS GPG GTA ICT MDGs MICE MOU MTEF MTSF NDP NDT NTSS SADC SDGs SLA SMMEs SOPA TEP TER TGCSA TMR VICs UN UNWTO Annual Performance Plan Brazil, Russia, India, China and South Africa Chief Executive Officer Chief Executive Officer Cradle of Humankind World Heritage Site Destination Marketing Association International Destination Marketing Organisation Gauteng Department of Economic Development Gross Domestic Product Gauteng Economic Growth and Development Strategy Gauteng Enterprise Propeller Gauteng Growth and Development Agency Ga-Rankuwa Hotel School Gauteng Provincial Government Gauteng Tourism Authority Information and Communication Technology Millennium Development Goals Meetings, Incentives, Conferences, and Exhibitions Memorandum of Understanding Medium Term Expenditure Framework Mid-Term Strategic Framework National Development Plan National Department of Tourism National Tourism Sector Strategy Southern African Development Community Sustainable Development Goals Service Level Agreement Small Medium and Micro Enterprises State of Province Address Tourism Enterprise Programme Township Economic Revitalisation Tourism Grading Council of South Africa Transformation, Modernisation and Re-industrialisation Visitor Information Centres United Nations United Nations World Tourism Organisation 6 Gauteng Tourism Authority Annual Performance Plan 2017/18

7 PART A STRATEGIC OVERVIEW 1 UPDATED SITUATIONAL ANALYSIS Gauteng Tourism Authority Annual Performance Plan 2017/18 7

8 PART A: STRATEGIC OVERVIEW 1. UPDATED SITUATIONAL ANALYSIS 1.1 Performance Delivery Environment Tourism is one of the world s largest industries with reference to its contribution to the economy. As aimed at enhancing the contribution of tourism industry in the economy of the province, the Gauteng Tourism Authority (GTA) continues to market tourism offerings on behalf of Gauteng provincial government. The National Development Plan (NDP) regards tourism as an important growth sector, and this is considered with reference to the key sector strategy National Tourism Sector Strategy (NTSS). The GTA actively participates in global bodies, such as the Destination Marketing Association International (DMAI), and the United National World Tourism Organization (UNWTO) through its affiliation membership. The participation above gives the GTA opportunities to benchmark tourism experiences with international best practices. In ensuring that the current tourism priorities are realised, the GTA will during the 2017/18 financial year, embark on delivering the following objectives: Provide a wide-range of world-class, customer focused and vibrant visitor experiences located throughout the province which appeal to the diverse needs of increasing numbers of overseas, African and domestic visitors; Being a destination of choice for global, regional, national and local events; Partnership with public, private and communities to achieve our goals; Focus on sustaining and creating temporary jobs through a (continued) growing contribution to the provincial economy; and Contribute to transforming the industry sector that acts responsibly for the benefit of the economy, environment, employees, communities and society as a whole. The objectives above will be realized through the implementation of the following programmes: Destination Marketing and Promotion, Bidding and Hosting of Events and Leisure and Visitor Services. These are the GTA s central programmes, aimed at in enhancing the contribution of tourism industry in the economy of Gauteng. The performance of the GTA for 2015/16 financial year is the baseline for this APP. During 2015/16 financial year, two (2) new tourism experiences were developed out of a target of two (2); twenty-five (25) Township neighborhood tourism experiences were packaged against a target of twenty-five (25); four Gauteng Tourism Regional Performance Surveys were conducted as per the targeted performance; three (3) Gauteng Tourism Economic Trend reports were produced against the target of three (3); and The Annual Provincial Tourism Awards ceremony was held as per the planned target. Four (4) studies on monitoring visitor quality satisfaction and perceptions of Gauteng experiences were undertaken against the target of four (4). A total target of three (3) operational VICs (Visitor Information Centres) in Gauteng were achieved as planned. Twelve (12) monthly reports on incident management relating to tourism safety in Gauteng were generated against a target of twelve (12). Forty (40) association meetings and exhibitions were hosted in Gauteng against the target of forty (40). The narrative of the GTA, 2015/16 performance does not end at the exhibitions above, a total of seven hundred and eleven million and six hundred thousand (R711.6) million value of economic benefit was generated from signature events and exhibitions hosted in Gauteng against the annual target of three hundred million (R ). The target was exceeded due to additional investments made in the implementation of the recently approved Events Strategy. The increased investment in online content generation and leveraging on social media platforms stimulated over achievement of the target of six hundred thousand ( ) unique visitors to the website by a total of seven hundred and eighty six (786). Four billion four hundred million (R4.4 billion) 8 Gauteng Tourism Authority Annual Performance Plan 2017/18

9 revenue was generated from domestic tourists against a target of five billion (R5 billion). Eighty (80) additional beneficiaries benefits from youth employability programmes against a target of three hundred (300) through the partnership with the National Department of Tourism (NDT). A total of three hundred and thirty-four (334) against a target of three hundred (300) tourism SMMEs were supported through the Integrated Enterprise Support Plan that was facilitated through the GTA s partnership with Tourism Enterprise Partnership. Out of the total of three hundred and thirty-four (334) supported SMMEs above, a total of hundred and two (102) were township-based, and seventy-one (71) (against a target of sixty (60) of these townshipbased businesses were owned and/or managed by women, youth and persons with disabilities. The GTA will continue to mobilize other forms of partnerships, such as support from product owners, hotel groups and tour operators who supported the Agency s media relations program. Constant communication and liaison with parliamentary committees and coordination with Metro s and regional tourism bodies will be another focus area guided by the GTA s intergovernmental relations protocols and institutional framework. Community media remains one of the most effective ways of communicating with the public. The GTA s 2014/15 annual report indicates that despite slowing growth levels, tourism in South Africa continues to flourish, entrenching itself as the industry of the future. Gauteng continues to maintain an unassailable leadership position among provincial destinations, claiming slightly below 40% market share of all international visitors. This is almost matched by the market share of annual average of 37% in national tourism receipts, and this translates into 5% contribution to the provincial economy. Domestically, Gauteng occupies between the second and third spot in terms of the number of domestic trips. This bears unequivocal testimony to the extent of demand for Gauteng tourism offerings by both foreign, domestic tourists and visitors Organisational Environment The organisation is in the process of implementing a new structure. The previous structure was a flow from the previous GTA structure that included two trading entities: Dinokeng and Cradle of Humankind World Heritage Site (CoHWHS) under the administration of the GDED. These functions are now managed by the GDED s Tourism Branch. The problem with the previous structure is that it did not take into consideration the fact that the structure must follow the strategy. The new structure as presented below ensures holistic, efficient and speedy implementation of the GTA s current mandate. Gauteng Tourism Authority Annual Performance Plan 2017/18 9

10 The new structure is informed by new mandate as demonstrated in the new operating model. This operating model demonstrates the GTA s mandate at it clearly describes operations in terms of core services to be delivered to the public, thus demonstrates the GTA as the Gauteng s destination marketing organisation. With reference to the new structure and in comparison with the previous structure, the role of the new business unit i.e. Leisure and Visitor Services is clearly defined. Tourism services programmes will now be a priority to optimize accessibility of GTA s services to the public. The lack of the Gauteng centralized tourism membership system leads to incoherent information provisioning. Leisure and visitor services will embark on establishing a centralized membership system that will ease accessibility of the GTA s services. 10 Gauteng Tourism Authority Annual Performance Plan 2017/18

11 PART A 2STRATEGIC OVERVIEW Gauteng Tourism Authority Annual Performance Plan 2017/18 11

12 2. REVISIONS TO LEGISLATIVE AND OTHER MANDATES 2.1 There have been no significant changes to the GTA s legislation and other mandates.. 12 Gauteng Tourism Authority Annual Performance Plan 2017/18

13 PART A STRATEGIC OVERVIEW 3 OVERVIEW OF 2017/18 BUDGET AND MTEF ESTIMATES Gauteng Tourism Authority Annual Performance Plan 2017/18 13

14 3. OVERVIEW OF 2017/18 BUDGET AND MTEF ESTIMATES 3.1 Expenditure Estimates R Thousand Outcome Main appropriation Adjusted appropriation Revised estimate Medium-Term Estimates 2013/ / /16 R 000 R 000 R / / / /20 R 000 R 000 R 000 R 000 R 000 R Administration Support Services 2. Destination Marketing and Promotion 3. Gauteng Convention and Events bureau 4. Leisure and Visitor Services Destination Management Ga-Rankuwa Hotel School Total Payments and Estimates 27,540 33,225 37,019 47,874-47,874 51,693 54,740 58,577 8,471 8,704 25,091 15,787-18,529 12,151 13,142 13,732 7,506 18,436 20,616 16,866-16,866 24,125 24,867 25, ,597-11,597 14,696 15,289 16,324 16,985 21,868 15, , ,502 89,436 98,265 94,866-94, , , , Economic Classification R thousand Outcome Main appropriation Adjusted appropriation Revised estimate Medium-Term Estimates 2013/ / / / / / /20 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 Current payments Compensation of employees Goods and services Interest and rent on land Transfers and subsidies to Provinces and municipalities Departmental agencies and accounts 32,150 39,513 35,401 45,536-45,536 49,436 53,455 57,395 27,932 49,257 62,370 47,590 47,590 51,814 53,120 56, Households Payments for capital assets Buildings and other fixed structures Machinery and equipment Software and other intangible assets Payments for financial assets Total Economic Classification ,740-1,740 1,415 1,463 1, ,040-1, ,502 89,436 98,265 94,866-94, , , , Gauteng Tourism Authority Annual Performance Plan 2017/18

15 3.3. Relating expenditure trends to strategic outcome oriented goals The Medium-Term Expenditure Framework (MTEF) budget for the period 2017/18 to 2019/20 is prepared based on the 10 pillar program guided by the TMR overall strategy. A review and reprioritization process was carried out across the GDED with the aim of realigning with the TMR and TER mandates. Some of the principles the GDED have implemented are: Everyone is to exercise prudence in deployment of resources. Everyone is expected to do more with less. Reprioritization away from non-essential expenditure per cost containment guidelines. The expenditure trends (MTEF Funds) for GTA are as follows: 2013/ / / / / / /20 R 60,502 million R 89,436 million R 98,265 million R million R 102,665 million R 108,038 million R 114,032 million MTEF Spending The prior year MTEF figures include the previous functions of the sub-programmes prior to the reconfiguration of the agency at the beginning of the 2015/16 financial year. These include Destination Management and Ga-Rankuwa Hotel School (GHS), which have been moved to the newly established GDED Tourism Branch. The primary purpose of the merger between the GTA, CoHWHS and Dinokeng was to rationalise and consolidate tourism s contribution to the achievement of the GPG strategic outcomes under the auspices of Programme 2 and 3 of the Department of Economic Development. Whilst tourism contributes to a wide range of other Strategic Outcome Oriented Goals beyond Outcome 4 (Decent work and inclusive economy), it is also charged with the responsibility to contribute to and the GDP strategic outcomes above. In essence, the merger process which began during the 2012/13 financial year meant moving the CoHWHS and Dinokeng from the Department of Agriculture and Rural Development and consolidate tourism budgets under the merged operation since Since that process began, there was a gradual budget reduction, which was as the result of the impact of external dependencies. These improvements were noted and commended by the Cluster 1 Audit Committee to which the two entities reported to. Two of the most immediate advantages of rationalizing the operations were consolidation of sector skills, as well as the improved budget through which the merged operations discharged the dual mandate of destination marketing and management. The GTA drove all marketing activities within the merged operations, leveraging on the consolidated marketing spend. Due to resident marketing skills within the agency, there was minimal outsourcing of project implementation, which resulted in notable savings. The 2016/17 financial year marked the first year of operations, following the recognition of the Gauteng tourism portfolio. In spite of the GTA s revised mandate i.e. destination marketing, the Agency s operations will still be supporting the same GDED Programmes 2 and 3, which will still require requisite financial resources to effectively contribute to the strategic outcomes. Gauteng Tourism Authority Annual Performance Plan 2017/18 15

16 Compensation of employee cost: The compensation of employees increased by 41% from 2013/14 financial year recording R 32,150 million to 2016/17 financial year recording R45, 536 million. The increase was mainly due to large number of vacancies filled, the GHS staff being paid by the GTA, and by 8% for remainder of the MTEF period (2017/ /20). The current increase is primarily due to the cost of living increases and filling of vacant positions within the entity. Goods and services: The actual expenditure on goods and services in the past three years were as follows: R27,932 million (2013/14), R49,257 million (2014/15), and R62,370 million (2015/16). It is anticipated that the expenditure on goods and services will be R47.6 million in 2017/18 increasing to R55 million in 2019/20. The goods and services budget includes the support for Bidding and Hosting events. 16 Gauteng Tourism Authority Annual Performance Plan 2017/18

17 4PROGRAMME 1: ADMINISTRATION PART B PROGRAMME & SUB-PROGRAMME Gauteng Tourism Authority Annual Performance Plan 2017/18 17

18 PART B: PROGRAMME AND SUB-PROGRAMME 4. PROGRAMME 1: ADMINISTRATION Budget Programme Purpose Sub-Programmes Functions Administration To provide strategic leadership, support and transversal business solutions to enable the Board of the GTA, CEO and all staff to effectively deliver on the mandate of the organization. Office of the CEO Purpose: Provides strategic direction to the GTA Functions: Service delivery and implementation and compliant management Functioning of the GTA Board Stakeholder management and relations TER flagship programme Strategic Business Planning and Monitoring and Evaluation Financial Management Purpose: To provide support on financial management to the GTA Functions: Financial and Management Accounting Supply Chain Management Risk Management Corporate Management Purpose: To provide support to the whole value chain in terms Human Resource, ICT and facility functions Functions: Human Capital Management Information and Communication Technology Auxiliary Corporate Services Legal services 4.1. Strategic Objective indicators and Annual Targets for 2017/18-19/20 Strategic Objective indicator (SOI) Audited/Actual Performance Estimated Performance Medium-Term Targets SO 1:SO 1: To strengthen relations between the GTA and Tourism stakeholders 2013/ / / / / / / Number of stakeholder projects implemented SO 2: To provide economic intelligence for strategic decision-making 2.1 Number of economical intelligence projects implemented SO 3: To capacitate the GTA with human resources for optimally performance 3.1 Number of employees benefitted from skills development programme 3.2. Percentage of employee contract managements processes handled % 100% 100% SO 4: To implement effective organizational support infrastructure 4.1. Percentage of average uptime of ICT infrastructure % 95% 95% SO 5: To provide strategic leadership, support and transversal business solutions to enable GTA to meet its mandate 5.1 Percentage of organisational allocated budget spent per annum % 96% 96% 18 Gauteng Tourism Authority Annual Performance Plan 2017/18

19 4.2. Performance indicators and Annual Targets for 2017/18-19/20 Performance Indicators (PI) Audited/Actual Performance Estimated Performance Medium-Term Targets SO 1: To strengthen relations between the GTA and Tourism stakeholders SOI 1.1 : Number of stakeholder projects implemented 2013/ / / / / / / Number of stakeholders secured Number of the GTA public rating surveys conducted SO 2: To provide economic intelligence for strategic decision-making SOI 2.1: Number of economical intelligence projects implemented Number of business intelligence evaluations conducted Number of competitive intelligence evaluations conducted SO 3: To capacitate the GTA with human resources for optimally performance SOI 3.1: Number of employees benefitted from skills development programme Number of targeted employees trained in line with WSP SOI 3.2: Percentage of employee contract management processes handled Percentage of performance contracts signed within the prescribed timelines Percentage on employee reviews completed within the prescribed timelines % 100% 100% % 100% 100% SO 4: To implement effective organizational support infrastructure SOI 4.1: Percentage of average of uptime for ICT infrastructure Percentage of average of uptime for intranet % 95% 95% SO 5: To provide strategic leadership, support and transversal business solutions to enable GTA to meet its mandate SOI 5.1: Percentage of organisational allocated budget spent per annum Percentage of Support Services allocated budget spent per annum Percentage of Destination Marketing and Promotions allocated budget spent per annum Percentage of Bidding and Hosting allocated budget spent per annum Percentage of Leisure and Visitor Services allocated budget spent per annum % 96% 96% % 96% 96% % 96% 96% % 96% 96% 4.3. Targets for 2017/18 Performance Indicators (PI) Reporting Responsibility Reporting Period Annual Target Targets 1 st 2 nd 3 rd 4 th SO 1: To strengthen relations between the GTA and Tourism stakeholders SOI 1.1: Number of stakeholder projects implemented Number of stakeholders secured Office of the CEO Gauteng Tourism Authority Annual Performance Plan 2017/18 19

20 Performance Indicators (PI) Reporting Responsibility Reporting Period Annual Target Targets 1 st 2 nd 3 rd 4 th Number of the GTA public rating surveys conducted Office of the CEO Bi-annually SO 2: To provide economic intelligence for strategic decision-making SOI 2.1: Number of project intelligence projects implemented Number of business intelligence Office of the Annually evaluation conducted CEO Number of competitive intelligence evaluations conducted Office of the CEO Annually SO 3: To capacitate the GTA with human resources for optimal performance SOI 3.1:Strategic Objective Indicator: Number of employees benefited from skills development programme Number of targeted employees trained in line with WSP Corporate Management Tri-annually SOI 3.2: Percentage of employee contract management processes handled within the prescribed timelines Percentage of performance Corporate 100% 100% 100% 100% 100% contracts signed within the prescribed timelines Management Percentage on employee reviews completed within the prescribed timelines Corporate Management Bi-annually 100% - 100% - 100% SO 4: To implement effective organizational support infrastructure SOI 4.1: Percentage of average of uptime for ICT infrastructure Percentage of average of uptime for intranet Corporate Management 95% 95% 95% 95% 95% SO 5: To provide strategic leadership, support and transversal business solutions to enable the GTA to meet its mandate SOI: Percentage of organisational allocated budget spent per annum Percentage of Support Services Office of the Annually 96% % allocated budget spent per annum CFO Percentage of Destination Office of the Annually 96% % Marketing and Promotions allocated budget spent per annum CFO Percentage of Bidding and Office of the Annually 96% % Hosting allocated budget spent per annum CFO Percentage of Leisure and Visitor Services allocated budget spent per annum Office of the CFO Annually 96% % 4.4. Expenditure Estimates R thousand Outcome Main appropriation Adjusted appropriation Revised estimate Medium-Term Estimates 2013/ / / / / / /20 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 Support Services 27,540 33,225 37,019 47,036-47,036 51,693 54,740 58,577 Total payments and estimates 27,540 33,225 37,019 47,036-47,036 51,693 54,740 57, Gauteng Tourism Authority Annual Performance Plan 2017/18

21 4.5. Economic Classification R thousand Outcome Main appropriation Adjusted appropriation Revised estimate Medium-Term Estimates 2013/ / / / / / /20 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 Current payments Compensation of employees 13,189 15,216 18,207 25,371-25,371 28,435 30,956 33,277 Goods and services 13,931 17,343 18,319 19,925-19,925 21,843 22,321 23,780 Interest and rent on land Transfers and subsidies to: Departmental agencies and accounts Non-profit institutions Households Payments for capital assets Buildings and other fixed structures Machinery and equipment ,040-1, Software and other intangible assets Payments for financial assets Total economic classification 27,540 33,225 37,019 47,036-47,036 51,693 54,740 57, Relating expenditure trends to strategic outcome oriented goals The Administration is a strategic support programme which comprises of the CEO s office, Corporate Services and Finance. The increase in machinery and equipment for the 2016/17 year is as a result of the filling of vacancies, and the need for the assets, especially for new employees recruited during the course of 2016/17. Furthermore, the increase in software is as a result of the GDED now charging the GTA for Microsoft licenses. Gauteng Tourism Authority Annual Performance Plan 2017/18 21

22 5PROGRAMME 2: DESTINATION MARKETING AND PROMOTIONS PART B PROGRAMME & SUB-PROGRAMME 22 Gauteng Tourism Authority Annual Performance Plan 2017/18

23 5. PROGRAMME 2: DESTINATION MARKETING AND PROMOTIONS Budget Programme Purpose Sub-Programmes Sub-Programmes Purpose And Functions Destination Marketing and Promotions To grow the visitor economy by stimulating demand through effective tourism marketing and promotion. Media, Communications, and Content Management Purpose: To grow the visitor economy by stimulating demand through effective tourism marketing and promotion. Functions: Work with South African and international media houses to obtain coverage, advertising and other media coverage opportunities Package and provide a range of information to media houses on upcoming events, new products and tourism experiences, etc. Digital Marketing Purpose: Support and promotion of marketing activities via online and electronic media Functions: Develop, implement and manage all electronic marketing activities including the GTA s website Develop, implement and manage the GTA s social media platform Develop, implement and manage the GTA s e-marketing strategy and plan Provide online support to Gauteng tour operators and to events managers wanting to list and promote their information on the Gauteng. net site. Brand Communications and Management Purpose: To improve the Gauteng destination brand awareness Functions: Develop and manage content designed to influence consumer s travel decisions Promote Gauteng at a provincial, national and international level as a key travel destination 5.1. Strategic Objective indicators and Annual Targets for 2017/18-19/20 Strategic Objective indicator (SOI) Audited/Actual Performance Estimated Performance Medium-Term Targets 2013/ / / / / / /20 SO 1: To promote Gauteng townships tourism attractions and experiences through electronic marketing programme 1.1 Number of township tourism promotions projects implemented in the electronic marketing system SO 2: To promote Gauteng City region through media 2.1 Number of Media coverage projects implemented Number of media partnerships programmes implemented SO 3: To promote destination Gauteng through the GTA s digital marketing platforms 3.1 Number of digital marketing projects implemented SO 4: To market destination Gauteng Tourism brand 4.1 Number of brand Gauteng projects implemented Gauteng Tourism Authority Annual Performance Plan 2017/18 23

24 5.2. Performance indicators and Annual Targets for 2017/18-19/20 Performance Indicators (PI) Audited/Actual Performance Estimated Performance Medium-Term Targets 2013/ / / / / / /20 SO 1: To promote Gauteng townships tourism attractions and experiences through electronic marketing programme SOI 1.1: Number of township tourism promotions projects implemented through electronic marketing system Number of township tourism attractions and experiences listed on the Gauteng Travel Guide App SO 2: To promote destination Gauteng through media SOI 2.1: Number of Media coverage projects implemented Number of Media Familiarization Tours hosted Number of key influencers and journalists hosted in key Gauteng attractions, experiences and products SOI 2.2: Number of media partnerships programmes implemented Number of media partnerships created SO 3: To promote destination Gauteng through the GTA s digital marketing platforms SOI 3.1: Number of digital marketing projects implemented Number of digital marketing campaigns hosted SO 4: To market destination Gauteng Tourism brand SOI 4.1: Number of Brand Gauteng projects implemented Number of destination brand awareness project implemented Targets for 2017/18 Performance Indicators (PI) Reporting Responsibility Reporting Period Annual Target Targets 1st 2nd 3rd 4th SO 1: To promote Gauteng townships tourism attractions and experiences through electronic marketing programme SOI 1.1: Number of township tourism promotions projects implemented through electronic marketing system Number of township tourism attractions and experiences listed on the Gauteng Travel Guide App Destination Marketing and Promotions SO 2: To promote Gauteng City Region through media SOI 2.1: Number of Media coverage projects implemented Number of Media Familiarization Tours hosted Number of key influencers and journalists hosted in key Gauteng attractions, experiences and products Destination Marketing and Promotions Destination Marketing and Promotions SOI 2.2: Number of media partnerships programmes implemented Number of media partnerships created Destination Marketing and Promotions SO 3: To promote destination Gauteng through the GTA s digital marketing platforms SOI 3.1: Number of digital marketing projects implemented Number of digital marketing campaigns hosted Destination Marketing and Promotions SO 4: To market destination Gauteng Tourism brand SOI 4.1: Number of Brand Gauteng projects implemented Number of destination brand awareness project implemented Destination Marketing and Promotions Gauteng Tourism Authority Annual Performance Plan 2017/18

25 5.4. Expenditure Estimates R thousand Outcome Main appropriation Adjusted appropriation Revised estimate Medium-Term Estimates 2013/ / / / / / /20 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 Destination Marketing and Promotion 8,471 8,704 25,091 15,787-15,787 12,151 13,142 13,732 Total payments and estimates 8,471 8,704 25,091 15,787-15,787 12,151 13,142 13, Economic Classification Outcome Main appropriation Adjusted appropriation Revised estimate Medium-Term Estimates R thousand 2013/ / / / / / /20 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 Current payments Compensation of 2,476 2,361 1,785 5,488 5,677 6,140 5,677 6,140 6,592 employees Goods and services 5,995 6,343 23,306 10,299 6,474 7,002 6,474 7,002 7,140 Interest and rent on land Transfers and subsidies to: Departmental agencies and accounts Non-profit institutions Households Payments for capital assets Buildings and other fixed structures Machinery and equipment Software and other intangible assets Payments for financial assets Total economic classification ,471 8,704 25,091 15,787 12,151 13,142 12,151 13,142 13, Relating expenditure trends to strategic outcome oriented goals During the 2010/11 financial year, a decision was taken where the GTA was to merge with the CoHWHS and Dinokeng and this was implemented till 2015/16 financial year. As a result, the GTA functioned with the CoHWHS and Dinokeng as one entity. In the 2015/16 financial year a decision was taken that the three entities be separated, where the GTA had to focus solely on destination marketing. The separation allowed the refocus on resource consideration for destination marketing, which is the core business of the Organization. Gauteng Tourism Authority Annual Performance Plan 2017/18 25

26 6PROGRAMME 3: GAUTENG CONVENTION BUREAU (BIDDING AND HOSTING) PART B PROGRAMME & SUB-PROGRAMME 26 Gauteng Tourism Authority Annual Performance Plan 2017/18

27 6. PROGRAMME 3: GAUTENG CONVENTION & EVENTS BUREAU (BIDDING & HOSTING) Budget Programme Purpose Sub-Programmes Sub-Programmes Purpose And Functions Gauteng Convention and Events Bureau (Bidding and Hosting) Events To identify and collaborate with strategic partners to bid and support in hosting international, regional, local, community and township events for the province. MICE Purpose: To identify, attract and provide support in hosting a diverse range of world class events in Gauteng Functions: Work with strategic partners bid for to for major events Support hosting of signature, regional and township events Leverage events Purpose: To attract high yield business events to Gauteng such as Meetings, Incentives, Conferences and Events (MICE) Functions: Trade and Partnership Identify, bid and secure major international and national MICE events Support delegate boosting activities Support hosting of onsite MICE events Purpose: To attract Trade and Industry Partnerships Initiatives in Gauteng Functions: To identify, qualify and develop activity plans and/or partnership agree ments with key partners to improve Gauteng s market performance. Develop, negotiate and implement agreed cooperative marketing initiatives to strengthen the conversion Implemented the Gauteng trade engagement strategy, including partnerships, training and product development initiatives 6.1. Strategic Objective indicators and Annual Targets for 2017/18-19/20 Strategic Objective indicator (SOI) Audited/Actual Performance Estimated Performance Medium-Term Targets 2013/ / / / / / /20 SO 1: To work with strategic partners to secure Events in implementing the Gauteng Events Strategy. 1.1 Number of Events Organisers benefitted from Events Support Programme SO 2: To generate Economic Value through Events Support Programme 2.1 Value of Economic Benefit Generated from Events R204m R332,3m R467m R700m R850m R950m R1.1b (Two hundred and four million) ( Three hundred and thirty two million three hundred thousand) ( Four hundred and sixty seven million) (Seven hundred million) (Eight hundred and fifty million) (Nine hundred and fifty million) (One billion one hundred million) 4875 jobs 4913 jobs 4958 jobs SO 3: To work with strategic partners to secure Business (MICE) Events in implementing the Gauteng Events Strategy. 3.1 Number of Business Events Organizers benefitted from Business (MICE) Events Support Programme SO 4: To generate Economic Value through Business (MICE) Events Support Programme 4.1 Value of Economic Benefit Generated from Business (MICE) Events R232m R379,3m R533m R800m R950m R1.1b R1.3b (Two hundred and thirty two million) (Three hundred and seventy nine million three hundred) (Five hundred and thirty three million) (Eight hundred million) (Nine hundred and fifty million) (One billion one hundred million) (One billion three hundred million) jobs 1636 jobs 1650 jobs SO 5: To work with strategic partners to attract Tourism Trade for Gauteng 5.1 Number of Tourism Trade Initiatives Implemented Gauteng Tourism Authority Annual Performance Plan 2017/18 27

28 6.2. Performance indicators and annual targets for 2017/18-19/20 Performance Indicators (PI) Audited/Actual Performance Estimated Performance Medium-Term Targets 2013/ / / / / / /20 SO 1: To work with strategic partners to secure Events in implementing the Gauteng Events Strategy. SOI 1.1: Number of Events Organisers benefitted from Events Support Programme Number of Signature events supported Number of regional events incubated into signature events Number of township events supported SO 2: To generate Economic Value through Events Support Programme SOI 2.1: Value of Economic Benefit Generated from Events Rand Value Economic Benefit Generated From Supported Events R204m R332,3m R467m (Two hundred and four million) (Three hundred and thirty two million three hundred thousand) (Four hundred and sixty seven million) R700m (Seven hundred million) R850m (Eight hundred and fifty million) R950m (Nine hundred and fifty million) R1.1b (One billion one hundred million) Number of Jobs Generated from Events SO 3: To work with strategic partners to secure Business (MICE) Events in implementing the Gauteng Events Strategy. SOI 3.1: Number of Business Events Organizers benefitted from Business (MICE) Events Support Programme Number of Business (MICE) Events supported Number of bids facilitated SO 4: To generate Economic Value through Business (MICE) Events Support Programme SOI 4.1: Value of Economic Benefit Generated from Business (MICE) Events Rand Value Economic Benefit Generated From Supported Business (MICE) Events R232m (Two hundred thirty two million) R379,3 (Three hundred and seventy nine three million) R533m (Five hundred thirty three million) R800m (Eight hundred million) R950m (Nine hundred and fifty million) R1.1b (One billion one hundred million) R1.3b (One billion three hundred million) Number of Jobs Generated from Business (MICE) Events SO 5: To work with strategic partners to attract Tourism Trade for Gauteng SOI 5.1: Number of Tourism Trade Initiatives Implemented Number of Packaged Gauteng Destinations Promoted Globally Number of Joint international trade partnership agreements (International JMA s) Targets for 2017/18 Performance Indicators Reporting Responsibility Reporting Period Annual Target Targets 1st 2nd 3rd 4th SO 1: To work with strategic partners to secure Events in implementing the Gauteng Events Strategy. SOI 1.1: Number of Events Organisers benefitted from Events Support Programme Number of Signature events supported Number of regional events incubated into signature events Number of township events supported Gauteng Convention and Events Bureau Gauteng Convention and Events Bureau Gauteng Convention and Events Bureau Gauteng Tourism Authority Annual Performance Plan 2017/18

29 Performance Indicators Reporting Responsibility Reporting Period Annual Target Targets 1st 2nd 3rd 4th SO 2: To generate Economic Value through Events Support Programme SOI 2.1: Value of Economic Benefit Generated from Events Rand Value Economic Benefit Generated From Supported Events Gauteng Convention and Events Bureau Annually R850m (Eight hundred and fifty million) R850m (Eight hundred and fifty million) Number of Jobs Generated from Events Gauteng Convention and Events Bureau Annually SO 3: To work with strategic partners to secure Business (MICE) Events in implementing the Gauteng Events Strategy. SOI 3.1: Number of Business Events Organisers benefitted from Business (MICE) Events Support Programme Number of Business (MICE) Events supported Gauteng Convention and Events Bureau Number of bids facilitated Gauteng Convention and Events Bureau Annually SO 4: Generate Economic Value through Business (MICE) Events Support Programme SOI 4.1: Value of Economic Benefit Generated from Business (MICE) Events Rand Value Economic Benefit Generated From Supported Business (MICE) Events Gauteng Convention and Events Bureau Annually R950m (Nine hundred and fifty million) R950m (Nine hundred and fifty million) Number of Jobs Generated from Business (MICE) Events Gauteng Convention and Events Bureau Annually SO 5: To work with strategic partners to attract Tourism Trade for Gauteng SOI 5.1: Number of Tourism Trade Initiatives Implemented Number of Packaged Gauteng Destinations Promoted Globally Number of Joint international trade partnership agreements (International JMA s) Gauteng Convention and Events Bureau Gauteng Convention and Events Bureau Tri-annually Expenditure Estimates R thousand Outcome Main appropriation Adjusted appropriation Revised estimate Medium-term estimates 2013/ / / / / / /20 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 Convention and Events bureau Total payments and estimates 7,506 18,436 20,616 20,446-20,446 24,125 24,867 25,399 7,506 18,436 20,616 20,446-20,446 24,125 24,867 25,399 Gauteng Tourism Authority Annual Performance Plan 2017/18 29

30 6.5. Economic Classification R thousand Outcome Main appropriation Adjusted appropriation Revised estimate Medium-Term Estimates 2013/ / / / / / /20 Current payments R R R R R R R R R Compensation of employees 4,202 3,719 3,186 5,580 5,428 5,870 5,428 5,870 6,302 Goods and services 3,305 14,717 17,429 14,866 18,697 18,997 18,697 18,997 19,097 Interest and rent on land Transfers and subsidies to: Departmental agencies and accounts Non-profit institutions Households Payments for capital assets Buildings and other fixed structures Machinery and equipment Software and other intangible assets Payments for financial assets Total economic classification ,506 18,436 20,616 20,446 24,125 24,867 24,125 24,867 25, Relating expenditure trends to strategic outcome oriented goals The programme: Gauteng Convention and Events Bureau (Bidding and Hosting) formed part of the broader marketing programme in 2015/16 financial year. The Gauteng Provincial EXCO took decision that bidding and hosting of events becomes a priority. 30 Gauteng Tourism Authority Annual Performance Plan 2017/18

31 7PROGRAMME 4: LEISURE AND VISITOR SERVICES PART B PROGRAMME & SUB-PROGRAMME Gauteng Tourism Authority Annual Performance Plan 2017/18 31

32 7. PROGRAMME 4: LEISURE AND VISITOR SERVICES Budget Programme Purpose Sub-Programmes Functions Leisure and Visitor Services To inform and provide tourism support to visitors. Leisure Purpose: Provide and enabling environment for Gauteng Tourism Industry to grow leisure tourism Functions: Promote Gauteng tourism attractions and experiences Promote Gauteng township tourism attractions and experiences Visitor Information Service Purpose: Coordinate and Provide Quality Tourism Information Functions: Manage the VICs Train staff working in VICs Tourism information awareness about Gauteng destinations products, opportunities and experiences Tourism Support Purpose: Facilitate redress to Tourists who are in distress Functions: Develop, implement and manage a Visitor Safety and Recourse Programme that includes safety and support co-ordination. Membership Coordination Purpose: Manage and coordinate support to destination database of tourism amenities and products Functions Develop, implement and manage an efficient and valuable membership including maintenance of the membership database and the development of visitor services partnerships Strategic Objective indicators and Annual Targets for 2017/18-19/20 Performance Indicators (SOI) Audited/Actual Performance Estimated Performance Medium-Term Targets 2013/ / / / / / /20 SO 1: To promote Gauteng tourism attractions and experiences 1.1 Number of Gauteng tourism promotion projects implemented SO 2: To promote Gauteng townships tourism attractions and experiences 2.1 Number of township tourism promotions projects implemented SO 3: To provide tourism information to make tourists aware of Gauteng products, experiences and amenities 3.1 Number of tourism information projects implemented SO 4: To expedite redress to Tourists incidents 4.1 Percentage of Tourist incidents handled % 100% 100% 32 Gauteng Tourism Authority Annual Performance Plan 2017/18

33 7.2. Performance indicators and Annual Targets for 2017/18-19/20 Performance Indicators (PI) Audited/Actual Performance Estimated Performance Medium-Term Targets 2013/ / / / / / /20 SO 1: To promote Gauteng tourism attractions and experiences SOI 1.1: Number of Gauteng tourism promotion projects implemented Number of Gauteng tourism marketing initiatives implemented in the key International source markets Number of Gauteng tourism marketing initiatives implemented in the SADC markets Number of Gauteng tourism marketing initiatives implemented in the BRICS markets Number of Gauteng tourism marketing initiatives implemented in the domestic markets SO 2: To promote Gauteng townships tourism attractions and experiences SOI:2.1 Number of township tourism promotions projects implemented Number of township products exposed to the market through market access programme SO 3: To provide tourism information to make tourists aware of Gauteng products, experiences and amenities SOI 3.1: Number of tourism information projects implemented Number of Township tourism information awareness workshops hosted Number of Tourism Information exhibitions hosted Number of Township tourism information roadshows hosted Number of SMMEs Tourism information sharing platforms created SO 4: To expedite redress to Tourists incidents SOI:4.1 Percentage of Tourist incidents handled Percentage of Tourism incidents redress facilitated within the prescribed timelines % 100% 100% 7.3. Targets for 2017/18 Performance Indicators Reporting Responsibility Reporting Period Annual Target Targets 1 st 2 nd 3 rd 4 th SO 1: To promote Gauteng tourism attractions and experiences SOI 1.1: Number of Gauteng tourism promotion projects implemented Number of Gauteng tourism marketing initiatives implemented in the key International source markets Number of Gauteng tourism marketing initiatives implemented in the SADC markets Leisure and Visitor Services Leisure and Visitor Services Gauteng Tourism Authority Annual Performance Plan 2017/18 33

34 Performance Indicators Reporting Responsibility Reporting Period Annual Target Targets 1 st 2 nd 3 rd 4 th Number of Gauteng tourism marketing initiatives implemented in the BRICS markets Number of Gauteng tourism marketing initiatives implemented in the domestic markets Leisure and Visitor Services Leisure and Visitor Services Tri-annually SO 2: To promote Gauteng townships tourism attractions and experiences SOI 2.1: Number of township tourism promotions projects implemented Number of township products exposed to the market through market access programme Leisure and Visitor Services SO 3: To provide tourism information to make tourists aware of Gauteng products, experiences and amenities SOI 3.1: Number of tourism awareness information projects implemented Number of tourism awareness workshops hosted Number of Tourism Information exhibitions hosted Number of Township tourism information roadshows hosted Number of SMMEs Tourism information sharing platforms created Leisure and Visitor Services Leisure and Visitor Services Leisure and Visitor Services Leisure and Visitor Services SO 4: To expedite redress to Tourists incidents SOI 4.1: Percentage of Tourist incidents managed Percentage of Tourism incidents redress facilitated within the prescribed timelines Leisure and Visitor Services 100% 100% 100% 100% 100% 7.4. Expenditure Estimates R thousand Outcome Main appropriation Adjusted appropriation Revised estimate Medium-term estimates 2013/ / / / / / /20 Provisions and Management of VISS Total payments and estimates ,597-11,597 14,696 15,289 16, ,597-11,597 14,696 15,289 16, Economic Classification R thousand Outcome Main appropriation Adjusted appropriation Revised estimate Medium-Term Estimates 2012/ / / / / / /19 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 Current payments Compensation of employees Goods and services Interest and rent on land Transfers and subsidies to: Departmental agencies and accounts ,097-9,097 9,896 10,489 11, ,500-2,500 4,800 4,800 5, Gauteng Tourism Authority Annual Performance Plan 2017/18

35 R thousand Outcome Main appropriation Adjusted appropriation Revised estimate Medium-Term Estimates 2012/ / / / / / /19 Non-profit institutions R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R Households Payments for capital assets Buildings and other fixed structures Machinery and equipment Software and other intangible assets Payments for financial assets Total economic classification ,597-11,597 14,696 15,289 16, Relating expenditure trends to strategic outcome oriented goals Leisure and Visitor Services is a newly formed Programme, it s projects were previously implemented through Destination Marketing and Promotions Programme, and Business, Leisure and Events. The main focus of Leisure and Visitor Services is to provide an enabling environment for Gauteng Tourism Industry thereby promoting Gauteng Tourism attractions and experiences, providing visitor information, facilitating the re-address to tourist who experience misfortunes in visiting Gauteng. Critical vacancies for this Programme will be filled during 2017/18 financial year. Gauteng Tourism Authority Annual Performance Plan 2017/18 35

36 PART C: LINKS TO OTHER PLANS 2. LINKS TO THE LONG-TERM INFRASTRUCTURE AND OTHER CAPITAL PLANS 3. THE MATTER OF LONG TERM INFRASTRUCTURE AND OTHER CAPITAL PLANS IS NOT APPLICABLE TO THE GTA AT THIS STAGE. 4. CONDITIONAL GRANTS 5. THE MATTER OF CONDITIONAL GRANTS IS NOT APPLICABLE TO THE GTA AT THIS STAGE. 6. PUBLIC ENTITIES 7. THE GTA IS NOT RESPONSIBLE FOR PUBLIC ENTITY. 8. PUBLIC-PRIVATE PARTNERSHIPS There are no public-private partnerships that will be ending during the five-year period. LINKS TO OTHER PLANS PART C 36 Gauteng Tourism Authority Annual Performance Plan 2017/18

37 PART C: LINKS TO OTHER PLANS LINKS TO THE LONG-TERM INFRASTRUCTURE AND OTHER CAPITAL PLANS The matter of long term infrastructure and other capital plans is not applicable to the GTA at this stage. CONDITIONAL GRANTS The matter of conditional grants is not applicable to the GTA at this stage. 10. PUBLIC ENTITIES The GTA is not responsible for public entity. 11. PUBLIC-PRIVATE PARTNERSHIPS There are no public-private partnerships that will be ending during the five-year period. Gauteng Tourism Authority Annual Performance Plan 2017/18 37

38 PART C: LINKS TO OTHER PLANS 1. LINKS TO THE LONG-TERM INFRASTRUCTURE AND OTHER CAPITAL PLANS 2. THE MATTER OF LONG TERM INFRASTRUCTURE AND OTHER CAPITAL PLANS IS NOT APPLICABLE TO THE GTA AT THIS STAGE. 3. CONDITIONAL GRANTS 4. THE MATTER OF CONDITIONAL GRANTS IS NOT APPLICABLE TO THE GTA AT THIS STAGE. 5. PUBLIC ENTITIES 6. THE GTA IS NOT RESPONSIBLE FOR PUBLIC ENTITY. 7. PUBLIC-PRIVATE PARTNERSHIPS There are no public-private partnerships that will be ending during the five-year period. STRATEGIC DIRECTIVE PART D 38 Gauteng Tourism Authority Annual Performance Plan 2017/18

39 12. VISION Gauteng is Africa s must see, big-city region experience! 13. MISSION Leverage tourism for inclusive socio-economic developement 14.VALUES The GTA pledges to SIPICA as it s core values, which are in line with the Batho Pele principles. The SIPICA is detailed below as follows: Gauteng Tourism Authority - Core Values Strong focus on Transformation and Sustainability Ensure alternative approaches to work effective in meeting business and individual needs Actively engages with strategic policy Deliver strategy and delivery plans using evidence based best practice Politically aware and can identify key players Implement programmes according to the BBBEE scorecard Cultivate healthy business relationships while scrupulously avoiding conflicts of interest Aliance and Partnership Build a competent, empowered, high performance team committed to an inspired, shared vision Build an environment conducive to high performance Ensure trust, respect and acceptance Ensure openness and transparency Ensure clarity on role and allocated areas of responsibility Align stakeholders to the vision of Gauteng Tourism Provide positive feedback from stakeholders, which includes staff members Empower people to enable delivery of service excellence Prompt delivery of quality service Enthusiastic, passionate commitment to customers Go the extra mile Show empathy Care for stakeholder both internal (staff) and external 5 Aliance and Partnership 6 Strong focus on Transformation and Sustainability Commitment to Progressive Corporate Governance 4 SIPICA Commitment to Progressive Corporate Governance Display good manners Integrity & Ethical Business Processes Comply with all applicable GautengTourism policies Sound application of corporate governance principles as it Apply GautengTourism (King Ill Report) Stay abreast with current legislation and the external environment tendencies in Sound knowledge of internal policies/ procedures and ensuring that they are understood and applied correctly at all times Accept accountability and responsibility for own action and performance 1 Professionalism and Excellence Innovation and Passion 3 2 Integrity & Ethical Business Processes Honesty in all ones dealings Consistency in decision/making Impartiality Fairness Advance the goals/values of Gauteng Tourism Act in good faith and in the best interest of GautengTourism Display high level discipline Be reliable and trustworthy in carrying out assignments and responsibili ties in an impeccable manner Professionalism and Excellence Keep the industry informed Change mind sets Model the way Create an enabling and challenging environment Sensitivity to the environment Plan, organise and control to achieve results effectively Show consistency at all times Challenge the hearts and the minds; and the status quo Facilitate, coaching, motivating and developing skills Innovation and Passion Strive for continuous improvement of efficiency and results Knowledge of the external/internal environment Strive for optimisation of all resources Be part of the solution and not the problem; the front runner; an activist for socio-economic justice; creative and a catalyst for change Take initiative and act proactively to prevent crisis Revise current practises and procedures and come up with the meaningful suggestions Implement procedures for effective inter-role accountability Challenge the status quo; and focus on the environmental and look at new ideas for empowerment Create ideas on how to break down the silos Gauteng Tourism Authority Annual Performance Plan 2017/18 39