Ntinga O.R. Tambo Development Agency SOC Ltd · 2019. 8. 6. · Ntinga O.R. Tambo Development Agency SOC Ltd Strategic Business Plan 2018/19-2021. i OFFICIAL SIGN ... Acronyms or

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Ntinga O.R. Tambo Development Agency SOC Ltd Strategic Business Plan

2018/19-2021

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OFFICIAL SIGN - OFF

Official Sign - Off

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ACRONYMS/ ABBREVIATIONS

Acronyms or Abbreviation Explanation

AFS Annual Financial Statements

AG Auditor General

ARCGC Audit, Risk, Corporate Governance Committee

ARC Agricultural Research Council

ATR Annual Training Plan

BBBEE Broad Based Black Economic Empowerment

Board Board of Directors

BoD Board of Directors

BSC Balanced Scored Card

CEO Chief Executive Officer

CFO Chief Financial Officer

CIPC Companies and Intellectual Properties Commission

CMS Change Management Strategy

CS Company Secretary

DBSA Development Bank of Southern Africa

DDP District Development Plan

DIRCO

DMS Document Management System

DRP Disaster Recovery Plan

DTI Department of Trade and Industry

ECRDA Eastern Cape Rural Development Agency

ERP Enterprise Resource Planning

EC Eastern Cape

ECDC Eastern Cape Development Corporation

ECSECC Eastern Cape Socio-Economic Consultative Council

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GRAP Generally Recognised Accounting Practice

GDS Growth Development Strategy

HDI Human Development Index

H:CSS Head: Corporate Support Services

H:WSCD Head: Water Services and Community Development

HOD's Head of Departments

HR Human Resources

HRRC Human Resource and Remuneration Committee

ICT Information and Communication Technology

IDP Intergraded Development Plan

IDZ Industrial Development Zone

LED Local Economic Development

LMs Local Municipalities

JP Job Profile

KFPM Kei Fresh Produce Market

KSD King Sabatha Dalindyebo

MFMA Municipal Finance Management Act

MANCO Management Committee

MCR Minimum Competency Requirements

MCS Marketing and Communication Strategy

MoI Memorandum of Incorporation

MoU Memorandum of Understanding

NORTDA Ntinga O.R. Tambo Development Agency

Ntinga Ntinga O.R. Tambo Development Agency

ORTDM O.R. Tambo District Municipality

TVET Technical Vocational Education and Training

PESTEL Political, Economical, Social, Technological, Environmental and

Legal

PDP Provincial Development Plan

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PSJ Port St John’s

PSJDA Port St John’s Development Agency

RAFI Rural Agro Finance Initiative

SA South Africa

SEDA Small Enterprise Development Agency

SEZ Special Economic Zone

SCM Supply Chain Management

SDA Service Delivery Agreement

SOC State Owned Company

SOEs State Owned Enterprises

SMMEs Small Medium Macro Enterprises

SWOT Strengths, Weaknesses, Opportunities and Threats

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CONTENTS

PART A: STRATEGIC CONTEXT ....................................................................... 1

1. SOCIO-ECONOMIC PROFILE OF O.R. TAMBO DISTRICT MUNICIPALITY ..... 1 2. PESTEL ANALYSIS ............................................................................................ 2

2.1 Political Factors ........................................................................................... 2 2.2 Economic Factors ........................................................................................ 3 2.3 Social Factors .............................................................................................. 3 2.4 Technological Factors .................................................................................. 3 2.5 Environmental Factors ................................................................................. 4 2.6 Legal Situation ............................................................................................. 4

3. SWOT ANALYSIS ............................................................................................... 5 TABLE 1: SWOT ANALYSIS ...................................................................................... 5 4. STAKEHOLDER ANALYSIS ............................................................................... 6

4.1 O.R. Tambo District Municipality .................................................................. 6 4.2 Local Municipalities and its Municipal Entities ............................................. 7 4.3 National and Provincial Government ........................................................... 7 4.4 Development Partners and State Owned Enterprises (SOE’s) ................... 8 4.5 Business Organisations ............................................................................... 8 4.6 Traditional Leaders ...................................................................................... 9 4.7 Knowledge Institutions ................................................................................. 9 4.8 Ntinga Board of Directors ............................................................................ 9

5. STATUTORY AND OTHER MANDATES .......................................................... 10 TABLE 2: STATUTORY AND OTHER MANDATES ................................................. 10 6. ALIGNMENT WITH IDP & DDP OF ORTDM ..................................................... 11 TABLE 3: ALIGNMENT WITH IDP & DDP OF ORTDM ............................................. 11

PART B: STRATEGIC FRAMEWORK ............................................................ 13

7. STRATEGIC PLANNING PROCESS ................................................................ 13 8. NTINGA MANDATE .......................................................................................... 13 9. VISION .............................................................................................................. 14 10. MISSION ....................................................................................................... 14 11. VALUE PROPOSITION ................................................................................. 14 12. VALUES ......................................................................................................... 14 13. STRATEGIC GOALS AND CRITICAL SUCCESS FACTORS ....................... 15 TABLE 4: STRATEGIC GOALS AND CRITICAL SUCCESS FACTORS .................. 15 14. PERFORMANCE MANAGEMENT ................................................................ 16 15. SCORE CARDS ............................................................................................ 18 TABLE 5: CORPORATE SCORE CARD .................................................................. 18 TABLE 6: DIVISION SCORE CARD ......................................................................... 19 16. STRATEGIC OBJECTIVES, INTERVENTIONS AND PROJECTS ................ 20 TABLE 7: STRATEGIC OBJECTIVES, INTERVENTIONS AND PROJECTS ........... 20 TABLE 8: PERFOMANCE TARGETS ...................................................................... 37

18. FUNCTIONAL AND OPERATIONAL ORGANISATIONAL STRUCTURE ...... 54 2018/19 ANNUAL PERFORMANCE PLAN (SDBIP) ................................................ 56 18. FINANCIAL IMPLICATIONS ......................................................................... 56

18.1 Statement of Financial Position .................................................................. 56

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TABLE 9: STATEMENT OF FINANCIAL POSITION ................................................ 56 18.2 Statement of Financial Performance ........................................................... 58

TABLE 10: STATEMENT OF FINANCIAL PERFORMANCE .................................... 58 19. KEY STRATEGIC RISKS .............................................................................. 60 19.1 TABLE 11: TOP NINE (9) STRATEGIC RISKS REGISTER ........................... 61 20. OPERATING MODEL ................................................................................... 65 21. CONCLUSION .............................................................................................. 66

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PART A: STRATEGIC CONTEXT

1. SOCIO-ECONOMIC PROFILE OF O.R. TAMBO DISTRICT MUNICIPALITY

The O.R. Tambo District Municipality (ORTDM) is one of the six District Municipalities in

the Eastern Cape (EC) Province, located in the eastern half of the province, with its

eastern border being the Indian Ocean coastline of South Africa (SA). To the north, it is

bordered by the Alfred Nzo District Municipality, to the northwest, by the Joe Gqabi

District Municipality, to the west, by the Chris Hani District Municipality, and to the

southwest, by the Amathole District Municipality. Within its jurisdiction, the District

includes five (5) Local Municipalities, namely:

Ingquza Hill Local Municipality;

Port St Johns Local Municipality;

Nyandeni Local Municipality;

Mhlontlo Local Municipality; and

King Sabata Dalindyebo Local Municipality.

The socio- economic profile of the O.R TDM can be briefly summarized as follows:

1.5 million Population (4th largest district in SA).One of the highly populated

districts in SA, with huge developmental backlogs.

High levels of unemployment (40, 8%) levels.

Relatively low Human Development Index (HDI) of 0, 43%, significantly lower

than in SA and in EC.

High dependency rate.

Huge infrastructure backlogs (Water, Electricity, and Telecommunication etc),

and Poor road and transport networks.

Highly consumptive rather than productive.

Large public sector.

Large purchasing power based on public sector wages, remittances and grants.

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Very large commercial sector and a very small industrial sector.

Key economic growth sector like Agriculture and Tourism with latent

development in the district, have not yet taken-off.

2. PESTEL ANALYSIS

The external Environmental Scanning (Political, Economical, Social, Technological,

Environmental and Legal - PESTEL Analysis) is another key foundation element to

crafting the Ntinga Strategy. The PESTEL Analysis helps to understand the “big

picture”, by analysing the national and global environment for determining opportunities

and risks. The aim is to develop specific tactics to mitigate the risks involved in

executing the Ntinga vision in these unfamiliar environments, and take the advantage

of change.

2.1 Political Factors

While democracy is one of the best political systems used globally, it has got

its risks, particularly in a developing country like South Africa (SA). For instance,

there is a developing trend of mass action coupled with the destruction of

infrastructure by communities demanding service delivery.

Introduction of Special Economic Zones (SEZ’s) Bill, which aims at accelerating

industrialisation, regional development and job creation in non-Industrial

Development Zone (IDZ) areas, is an advantage for the region.

After years of low investment in infrastructure, national government has initiated a

bold plan to transform the regional economy with infrastructure (Mzimvubu Dam –

R20 billion with 21 000 jobs; N2 Wild Coast Road – R11,5 billion with 15 800 jobs;

Mthatha Airport Upgrade – R79 million) at its core, and as a means of job creation.

All these factors are therefore relevant for Ntinga in attaining its goals and objectives.

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2.2 Economic Factors

Economic recession is not over yet and globalization is affecting SA (as an emerging

economy) negatively.

Fluctuation of the rand value and inflation may invoke higher wage demands from

employees, and raise costs.

While SA is recording fair economic growth, but this growth is not creating sufficient

jobs, and therefore is meaningless and irrelevant to the poor communities.

Government’s prioritization of Rural Development is a positive note for our rural

region.


2.3 Social Factors

Urbanisation is a threat to farming in terms of youth attitude towards farming

and availability of labour.

Community attitude and perception towards government in general and service

delivery in particular, is not good.

History of agricultural practices in the region is rich, coupled with availability of

arable land.

Corporate social responsibility of the private sector is enforced by the government

through various strategies [e.g. the Broad Based Black Economic Empowerment

(BBBEE) Act].


2.4 Technological Factors

While new technology changes may reduce production costs, improve quality and

lead to innovation, this may result in high cost of training and development, and

increased staff turnover.

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Research and development institutions are increasing over and above more

accessibility to institutions of higher learning.


2.5 Environmental Factors

Climate change is a big threat for the agricultural sector, which our rural economy

depends on.

Growing desire to protect the environment and the general move towards more

environmentally friendly products and processes is affecting demand patterns, and

at the same time creating business opportunity.


2.6 Legal Situation

Amendments to South African Labour Laws are more protective to the employee

than the employer, which means that workers will have to be carefully and efficiently

managed from the supervisory level upwards. The contract employment of staff

below senior management is no longer an advantage for the employer.

Conversion of Ntinga into an SOC demands more compliance and reporting

requirements in terms of the Companies Act 71 of 2008.

Managing the abattoir has its own regime of laws, regulations and compliance

requirements. In order to be able to succeed at the highest level, Ntinga will have to

comply with these requirements.

Managing fresh produce market has its own regime of laws, regulations and

compliance requirements. In order to be able to succeed at the highest level, Ntinga

will have to comply with these requirements. All these factors are therefore relevant

for Ntinga in attaining its goals and objectives.

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3. SWOT ANALYSIS

In reviewing the Ntinga Strategy, a thorough assessment of the Entity’s strengths and

weaknesses, as well as opportunities and threats was carried out. This analysis

provides a platform to determine strategic positioning, enable identification and

addressing of activity traps, as well as identifying a proactive and reactive potential.

The following were identified across the four focus areas of this analysis:

TABLE 1: SWOT ANALYSIS

Strengths Weaknesses

Good Governance.

Positive track record on Audit

Outcomes over the past years.

Track record of good accountability

and reporting.

Availability of Organizational Systems

& Structures (e.g. Board with an

experienced Management), to

effectively deliver on the new

Mandate.

Competent and agile staff with Project

Management and Social Facilitation

skills.

Revised mandate and signing of the

shareholder compact together with the

SDA will provide clarity to Ntinga both

in terms of planning and

implementation of the strategy

Improved relations between the

shareholder and the Entity.

Introduction of new Managers at

senior level and retention of

experienced managers (institutional

memory)

Inadequate financial resources to deliver on

the new Mandate.

Lack of full implementation of Organizational

Policies.

Absence of technical capacity to deliver on

the new Mandate.

Lack of profitability/viability on implemented

projects.

Sharing of office facilities with the parent

municipality.

Image deficit or poor organizational image.

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Opportunities Threats

Clear Mandate and Support from the

ORTDM Council.

Delivery on the new Mandate as the

core function of the municipality will:

Attract funding streams for the

Entity from the parent municipality

and other organs of state.

Address existing municipal service

delivery gaps, backlogs and

systems, thus enabling service

delivery on the uncontested space.

Willingness from strategic partners to

collaborate with the Entity, based on

best practice project implementation

models that have been used by the

Entity in the past.

Existence of productive infrastructure

at KFPM and at Umzikantu Abattoir.

Board’s intention to establish a Special

Projects Unit which incorporates

Project Management Unit (PMU) to

provide project management service.

Environmental issues that could jeopardise

future development efforts, particularly tourism

development, and agricultural development.

Unresolved land claims.

Inadequate supply of credible local Service

Providers/Suppliers.

Culture of service delivery non-payments in

communities, which can result to resistance to

pay for basic services (e.g. water bills).

Declining economy/recession.

Continuously changing local government

legislation.

Negative perceptions from some of our

stakeholders (e.g. some government

departments).

Increasing culture of intolerance/ vandalism

on state infrastructure and assets.

Litigation from employees (e.g. at KFPM).

4. STAKEHOLDER ANALYSIS

The stakeholder analysis of Ntinga outlines stakeholder groups and or institutions that

have a vested interest in the operations and activities of t h e Entity.

4.1 O.R. Tambo District Municipality

The ORTDM and its Council is the shareholder and primary stakeholder of the Entity.

The Entity is beholden to the ORTDM, and has been established to support the

initiatives of the Council to bring about sustainable s o c i a l a n d economic development

in the district. The expectations of ORTDM must of necessity enjoin the Entity to

support and add value to it’s IDP, The District Development Plan (DDP, District Growth

and Development Strategy (GDS), as well as its LED Strategy.

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These expectations include but are not limited to the Entity attracting investors to the

district, improving district trade relations with domestic and international markets,

thereby opening markets for the movement of quality goods and services from the

district and increasing revenues, as well as mobilising and attracting funding for strategic

infrastructure initiatives to the district.

4.2 Local Municipalities and its Municipal Entities

The five (5) local municipalities (LMs) of Mhlontlo, Nyandeni, King Sabatha Dalindyebo

(KSD), Ingquza Hill (IHLM) and Port St John’s (PSJ), including PSJ Development

Agency (PSJDA), are the direct public service instruments of the communities in the

district confronted daily with the expressed needs and concerns of the people. These

municipalities are a primary nerve centre of the Entity; hence have a direct interest in

the services offered by the organisation.

Their expectations include but are not limited to the improvement of social and physical

infrastructure in order to provide accelerated basic services, such as affordable and

sustainable energy sources, water, sanitation, housing and other economic

development activities, for the betterment of the lives of their citizens.

4.3 National and Provincial Government

The National and Provincial Governments are entrusted by the State to advance the

quality of life of their citizenry. They are custodians of the Constitutional promise of a

better life for all. Through their programs and budget votes, they support the

development envisaged by the state. Government has budgeted for implementation of

national development programmes within the District, like the KSD Presidential

Initiative; NHI upgrading; ICT Broadband roll-out to schools and health facilities;

SANRAL Wild Coast N2; Mzimvubu Dam (DWS); Wild Coast Agro-Industrial SEZ (DTI);

DRDLR interventions (Fetsa Tlala, CRDP, Agri-Parks, and the World Bank Integrated

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Rural Development Programme).The Entity is thus enjoined with these organs of state

to support and deliver sustainable development initiatives in the district.

4.4 Development Partners and State Owned Enterprises (SOE’s)

Another set of stakeholders that are critical to the Entity include a wide range of SA

government development partners and agencies. These include a variety of State Owned

Enterprises (SOEs) and other organisations, such as (to name a few), the

Development Bank of Southern Africa (DBSA), the Industrial Development Corporation

(IDC), the Independent Development. Trust (IDT), the Agricultural Research Council

(ARC), the Small Enterprise Development Agency (SEDA), the East Cape Rural

Development Agency(ECRDA), the Eastern Cape Development Corporation (ECDC)

and the Eastern Cape Socio-Economic Consultative Council (ECSECC), who have

been established ostensibly to accelerate government’s economic and social

development agenda.

It is therefore in the interest of the Entity to partner with relevant bodies and structures

that are geared to support social and economic development, including infrastructure,

job creation, the advancement of agricultural technologies, and the promotion of trade

and small medium and micro enterprises, as well as co-operatives enterprises.

Various other international development agencies and trade partners who have

development assistance and trade programs can be accessed through the Department

of Trade and Industry (DTI), as well as the Department of International Relations

and Co-operation (DIRCO), whose interests are aligned to that of the Entity.”

4.5 Business Organisations

A wide range of apex businesses and sector organisations who are important

stakeholders to the Entity exist and include local farmers. These organisations have

access to skills, technologies, information and other resources, which could assist in

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the development of the O.R Tambo district. Their interests include but are not limited to

developing business partnerships and relations, exchange of business products and

services, as well as business partnerships and co-operation. Local farmers that bring

their produce to Kei Fresh Produce Market (KFPM) should be involved in the

governance matters of KFPM.

4.6 Traditional Leaders

Traditional leaders and chiefs are a critical constituency of the Entity, as they form a

significant group of leaders that are a repository of land and value systems that may

accelerate and/or frustrate socio-economic development. They also represent the land

interest of the communities, who are the primary beneficiaries of the Entity’s socio-

economic programmes. Their interests include but are not limited to area development,

the economic advancement of their subjects, the upholding of cultural values within

progressive development frameworks and initiatives.

4.7 Knowledge Institutions

The Knowledge Institutions include Institutions of Higher Learning like Universities,

Colleges and Technical Vocational Education and Training (TVET) Colleges. These

Institutions are critical in the delivery of Ntinga Mandate particularly those that are

involved in training of Plumbers, Millwrights and other artisans that relate to water and

sanitation and agriculture. Their interests include experiential training of their students

and their placement when they have completed their studies.

4.8 Ntinga Board of Directors

The Board of the Entity is a vital component in the development of ORTDM. The

Board is therefore charged with the responsibility of overseeing the proper governance

and delivery of the Entity’s key core programs.

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As an internal stakeholder, the Board’s interests and expectations revolve around the

need for the organisation to provide strategic direction to the executive staff of the

Entity; assist with defining and monitoring of the organisation’s business plan, ensure

that the structure of the organisation is adequate to meet its business plan, evaluate

the performance of its Chief Executive, mobilise sufficient funding and other resources

to support the achievement of the organisations’ vision and mission, and further support

the operations of the organisation by providing expert and professional advice.

5. STATUTORY AND OTHER MANDATES

In line with the requirements from National and Provincial Government, as well as the

ORTDM directives, we confirm that the Ntinga Strategy is aligned to all relevant

government legislative prescripts and mandates, which regulate and further guide local

government (and municipal entities), as shown below:

TABLE 2: STATUTORY AND OTHER MANDATES

No. Legislative Mandate Alignment

1. Constitution of the Republic of South Africa (Act No. 108 of 1996)

2. White Paper on Local Government, 1998

3. Municipal Structures Act No. 117 of 1998

4. Municipal Systems Act No. 32 of 2000 and Regulations

5. Municipal Finance Management Act No. 56 of 2003

6. Companies Act No. 71 of 2008 and Regulations

7. National Treasury Regulations

8. Public Audit Act No. 25 of 2004

9. Intergovernmental Relations Framework (IGR), Act No. 13 of 2005

10. Preferential Procurement Policy Framework (PPPFA) Act No. 5 of 2000 &

Regulations

11. National Spatial Development Perspective, 2006

12. Medium Term Strategic Framework (MTSF)

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No. Legislative Mandate Alignment

13. The New Economic Growth Path,2010

14. Millennium Development Goals (MDG)

15. National Development Plan (Vision 2030)

16. Easter Cape Vision 2030, Provincial Development Strategy (PDP)

17. Provincial Medium Strategic Framework (PMSF)

18. The Local Government Turn-around Strategy,2009

19. Back to Basics (B2B) Approach (COGTA)

6. ALIGNMENT WITH IDP & DDP OF ORTDM

The strategy has been crafted such that is aligned to, and can contribute to the DDP

and the five (5) KPAs of Local Government, as enshrined in the ORTDM Integrated

Development Plan (IDP):

TABLE 3: ALIGNMENT WITH IDP & DDP OF ORTDM

Local Government KPA’s

(IDP)

Ntinga (SOC) Ltd

Strategic Goals

ORTDM

District Development Plan

1. Basic Service Delivery

and Infrastructure.

Goal 1: Sustainable Water

Services (water supply and

sanitation) Systems

Goal 1: A substantial

improvement in the provision

of public infrastructure and

services, and a vast increase

in support for livelihood.

Goal 3: Well protected

environmental assets.

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Local Government KPA’s

(IDP)

Ntinga (SOC) Ltd

Strategic Goals

ORTDM

District Development Plan

2. Local Economic

Development.

Goal 2: Enhanced and

Enabled Full Value Chains

(upstream and downstream)

for Agricultural Produce,

Goal 4: A growing,

innovative/responsive and

inclusive economy.

Markets, Abattoirs and

Aquaculture. Goal 3: Diversified

Partnerships that Promote

Inclusive Socio-economic

Development and Growth.

3. Municipal Financial

Viability and Management.

Goal 4: Dynamic, Capable

and Sustainable State Owned

Company.

Goal 5: An efficient and

effective public sector, able to

provide strong economic

governance leadership.

4. Good Governance and

Public Participation.



Company.





5. Municipal Transformation

and Organisational

Development.



Company.





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PART B: STRATEGIC FRAMEWORK

7. STRATEGIC PLANNING PROCESS The strategy of Ntinga is informed by the mandate, ORTDM planning process, including the

State of the District Address (SODA) and the IDP consultative process. Ntinga’s strategic Goals

are aligned to the District Development Plan (DDP) as well as the Provincial Growth and

Development Strategy (PGDS).

8. NTINGA MANDATE The mandate bestowed upon Ntinga by its parent municipality, O.R. Tambo District Municipality

(ORTDM), is: To perform activities which falls within the functions and powers of district

municipalities as contemplated in Section 84(1) of the Municipal Structures Act, 1998 (Act 117

of 1998), in particular Section 84 (1)(a)(b)(d)(k)(n)&(p), which are:

i) Integrated Development Planning;

ii) Potable Water Supply Systems;

iii) Domestic and Industrial Waste-water and Sewage Disposal Systems;

iv) Fresh Produce Markets and Abattoirs;

v) Local Tourism Promotion;

vi) Municipal Public Works;

vii) Taxes, Levies and Duties; and

viii) Discretionary Initiatives.

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9. VISION

Vibrant and Sustainable Communities.

10. MISSION

Being a catalyst for innovation in promoting socio-economic development and sustainable services to communities, through strategic partnerships and new

investments.

11. VALUE PROPOSITION

Promotion of Socio-economic Development.

12. VALUES

i) Nurture and Care.

ii) Leadership.

iii) Learning and growth.

iv) Agility.

v) Innovation and Creativity.

vi) Good Governance, Accountability and Transparency.

vii) Integrity and Honesty.

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13. STRATEGIC GOALS AND CRITICAL SUCCESS FACTORS

Over the next 3 years, Ntinga will endeavour to achieve the following four (4) Strategic Goals:

TABLE 4: STRATEGIC GOALS AND CRITICAL SUCCESS FACTORS

GOAL # 1: Sustainable Water Services (water supply and sanitation) Systems.

Critical Success Factor:

(a) Allocation of a number of schemes by ORTDM to Ntinga.

(b) Refurbishment, maintenance and operation of water schemes.

(c) Billing for water services on water schemes allocated to Ntinga.

GOAL # 2: Enhanced and Enabled Full Value Chains (upstream and downstream) for

Agricultural Produce, Markets, Abattoirs and Aquaculture.


(a) Availability and sustainability of feedstock and markets.

(b) Improved profitability and operational efficiency on all trading enterprises.

GOAL # 3: Diversified Partnerships that Promote Inclusive Socio-economic



(a) Appropriate and relevant networks.

(b) Fundraising and mobilisation of resources.

(c) Signed agreements with relevant stakeholders and partners

GOAL # 4: Dynamic, Capable and Sustainable State Owned Company.


(a) Skilled and capable workforce to effectively and efficiently implement Ntinga Mandate.

(b) Appropriate performance management system linked to the achievement of pre-

determined strategic goals

(c) Systems to monitor organisational performance and provide timely interventions

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14. PERFORMANCE MANAGEMENT Ntinga remains focused on entrenching a performance driven culture. To this end, Ntinga

utilizes the Balanced Scorecard (BSC) methodology and framework as part of its strategic

management process and integrates this with performance management to ensure that policies

are aligned to the business strategy and the achievement of the set performance objectives and

targets, rewarding employees for their contribution to the success of the institution.

The balanced scorecard is a strategic planning and management system that is used

extensively in business worldwide to align business activities to the vision and strategy of the

organization, improve internal and external communications, and monitor organization

performance against strategic goals. The objective of a Balanced Scorecard is to transform an

organization’s strategic plan from an attractive but passive document into the "marching orders"

for the company on a daily basis. It provides a framework that not only provides performance

measurements, but helps planners identify what should be done and measured. It also enables

executives to truly execute their strategies. The balanced scorecard will therefore provide a

clear prescription as to what Ntinga should measure in order to 'balance' the financial

perspective.

The following are the key aspects of the BSC:

A tool for the translation of the strategy into a set of balanced and meaningful objectives,

measures and targets at all levels of functions;

A process that allows cascading of strategic objectives to ensure alignment and through

involvement promotes buy-in;

A platform for improved communication on individual contributions to the overall strategy;

Strategy Mapping

Strategy maps are communication tools used to tell a story of how value is created for the

organization. They show a logical, step-by-step connection between strategic objectives (shown

as ovals on the map) in the form of a cause-and-effect chain. Generally speaking, improving

performance in the objectives found in the Learning & Growth perspective (the bottom row)

enables the organization to improve its Internal Process perspective Objectives (the next row

up), which in turn enables the organization to create desirable results in the Customer and

Financial perspectives (the top two rows).

http://strategymanage.com/strategic-planning-basics/

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DIAGRAM 1: BSC STRATEGY MAPPING

DIAGRAM 2: PERSPECTIVES OF THE BSC

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15. SCORE CARDS

TABLE 5: CORPORATE SCORE CARD

STRATEGIC GOALS

THREE YEAR (2018/19- 2021/21)

WEIGHTS PER GOAL

2017/18 2018/19 2019/20 2021

1. Sustainable Water Services (water supply

and sanitation) Systems.

40%

30%

40%

40%

2. Enhanced and Enabled Full Value Chains

(upstream and downstream) for

Agricultural Produce, Markets, Abattoirs

and Aquaculture.

20%

30%

30%

30%

3. Diversified Partnership that Promote

Inclusive Socio-economic Development

and Growth.

20%

20%

15%

15%

4. Dynamic, Capable and Sustainable State

Owned Company.

20%

20%

15%

15%

TOTAL SCORE FOR STRATEGIC GOAL PER

ANNUM

100%

100%

100%

100%

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TABLE 6: DIVISION SCORE CARD

STRATEGIC GOALS

2018/2019 DIVISIONAL WEIGHTS PER GOAL

NTINGA WS TE BTO CS CEO

1. Sustainable Water Services (water

supply and sanitation) Systems.

30%

14%

2%

5%

4%

5%

2. Enhanced and Enabled Full Value

Chains (upstream and downstream)

for Agricultural Produce, Markets,

Abattoirs and Aquaculture.

30%

5%

16%

3%

2%

4%

3. Diversified Partnership that Promote

Inclusive Socio-economic


20%

3%

8.5%

2%

1.5%

5%

4. Dynamic, Capable and Sustainable

State Owned Company.

20%

2.5%

2.5%

4.3%

4.3%

6.4%

TOTAL SCORE PER DIVISION

100%

24.5%

27.0%

15.7%

11.80%

21.0%

LEGEND:

NTINGA : Ntinga O.R. Tambo Development Agency SOC Ltd

WS : Water Services Department

TE : Trading Enterprise Department

BTO : Budget and Treasury Office (Finance Department)

CS : Corporate Services Department

CEO : Office of the Chief Executive Officer

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16. STRATEGIC OBJECTIVES, INTERVENTIONS AND PROJECTS TABLE 7: STRATEGIC OBJECTIVES, INTERVENTIONS AND PROJECTS

STRATEGIC GOAL: 1 Sustainable Water Services (water supply and sanitation) Systems.

Strategic Objectives

Key Performance Indicators

Interventions (CSF) Catalytic Projects

(Targets)

Means of

Verification

1.1 Provide water related

services to the per-

urban & rural

communities within the

O.R. Tambo District by

refurbishing and

maintaining schemes.

1.1.1 Number of refurbished non-

functional Schemes

1.1.2 A percentage of community

taps with potable water

1.1.3 Percentage of water

interruptions lasting longer

than 24 hours.


samples that conform to

SANS 241: 2011 water

standards.

1.1.5 Percentage of water revenue

collected from consumers.


schemes operated and

maintained in accordance

with approved Operations

and Maintenance Plan.

Assessment and

refurbishment of

water schemes

Operation and

maintenance of

functional schemes

in order to ensure :

(a) Physical integrity

of water supply

system.

(b) Hydraulic

integrity of water

supply system.

(c) Water quality

integrity of water

supply system

(partnership).

Conduct regular

sampling and testing

Identify areas of

operation (landing

strips) of Ntinga water

83 water schemes

in KSD assessed

and those that are

non-functional

refurbished by 30

June 2019.

70 % of

community-based

water taps linked

to refurbished

water schemes

release potable

water by 30 June

2019.

70 % of reported

water interruptions

related to

inherited and

refurbished

functional

schemes are fixed

within 24 hours by

30 June 2019.

Annual Performance

Report.

Assessment report

for each of the 83

water schemes in

KSD.

Water taps

functionality survey

issued monthly by

the Customer

Liaison Officer

Post repair

interruption

feedback reports

compiled by the

Customer Liaison

Officer after repair

of reported

interruptions.

Management

Page | 21




(Targets)

Means of

Verification

1.1.7 Percentage of allocated

sanitation social facilitation

projects implemented in

accordance with approved

implementation plan.

1.1.8 Percentage of reported

water leaks repaired within

48 hours.

projects in LM’s

Implement Water and

Sanitation projects

(special projects).

Attending to and

fixing reported water

leaks

1 Water sample is

taken for water

quality testing

from each water

scheme operated

by the Entity by 30

June 2019.

70 % of Water

schemes operated

by the Entity are

operated and

maintained in

accordance with

approved

Operations and

Maintenance Plan

by 30 June 2019.

100 % Sanitation

Social Facilitation

projects are

implemented in

accordance with

approved

implementation

plan by 30 June

2019

Accounts.

Water quality

assessment reports

Based on approved

water testing

technology

and/laboratories.

Operations and

maintenance reports

aligned to approved

operation and

maintenance

procedure and plan.

Overall social

facilitation report

issued once a

month by social

facilitators and

individual project

progress reports

issued by social

facilitators linked to

each project.

Page | 22




(Targets)

Means of

Verification

70% of reported

water leaks are

attended to and

repaired within 48

hours by 30 June

2019.

Job cards for

reported water leaks

and reports for fixed

water interruptions

issued by the

Customer Liaison

Officer once a

month.

1.2 Provide accurate &

timely billing services to

all the customers

serviced by Ntinga

1.2.1 Database of water

services end users in

peri-urban areas of

Mthatha KSD

1.2.2 Percentage of customers

within KSD peri-urban

areas billed for the

consumption of water 1.2.3 A functional 24 hour

customer care call centre

is in place

Identification and

development into a

database of water


peri-urban areas of

Mthatha, KSD LM

Development and

submission of water

billing policy proposal

for approval by the

District Municipality.

Billing customers

Customer care

Provision of timely

and accurate water

consumption reports

to BTO

Acquisition of a

billing system in

consultation with

the ORTDM

1 comprehensive

survey report on

water services

end users is

developed by 30

June 2019.

1 water billing

policy proposal is

submitted to the

O.R. Tambo

District

Municipality for

approval by 30

June 2019

The monthly billing

summary report

A Water services

end user survey

report.

Copy of water billing

policy proposal

submitted to the

district Municipality

Copies of billing

information

submitted to BTO.

Page | 23




(Targets)

Means of

Verification

Establishment of

24hr call centre

100% water

services end

users are billed

timely and

accurately by 30

June 2019.

100% of received

calls are

recorded and

processed the

response staff.

Page | 24

STRATEGIC GOAL: 2 Enhanced and Enabled Full Value Chains (upstream and downstream) for




Interventions

Catalytic Projects Means of

Verification

2.1 Improve productivity

and profitability of

Umzikantu Abattoir by

30 June 2021

2.1.1 Number of livestock units

slaughtered for

communities, butcheries

and other meat retailers

2.1.2 Number of livestock units

slaughtered for sale,

towards abattoir full

capacity use.

2.1.3 Revenue generated from

meat sales, Hides and

Skins and slaughter fees.

2.1.4 Percentage gross profit

margin generated from

meat sales.

Refurbishment and

continuous

maintenance of

Abattoir infrastructure

and facilities.

Production and

marketing of red

meat (cattle, sheep,

& pigs) carcasses

and offal, locally and

beyond.

Utilisation of Abattoir

for slaughtering

incrementally towards

full capacity.

Abattoir Private

Livestock

Slaughtering.

Abattoir Own

Livestock

Slaughtering and

meat sales.

Meat Market (that

includes offal).

Batch control

documents.

Financial reports.

Page | 25



Interventions


Verification

2.2 Improve functionality

and viability of Kei

Fresh Produce Market

(KFPM) by initially

focusing and targeting

linkages of fruit and

vegetable industry

supply chains by 30

June 2021

2.2.1 Tonnage of agricultural

produce sold by Market

Agents.


5% commission of

agricultural produce sold.

Refurbishment and

continuous

maintenance of

Market infrastructure

and facilities.

Recruitment of

competent Market

Agents towards full

capacity of the

Market.

Facilitate aggressive

marketing and sale of

fresh produce (fruit

and vegetables)

locally and beyond by

Market Agents.

Fresh produce

volumes (tonnage)

monitoring.

Fresh Produce

Market growth and

sales.

Recruitment of

competent Market

Agents towards full

capacity of the

Market.

Freshmark System

monthly reports.

Financial reports

2.3 Utilise Adam Kok Farms

as primary production

hub for agricultural

produce

2.3.1 Number of cattle produced

and sold to Umzikantu

Abattoir and other markets.


cattle produced and sold to

Umzikantu Abattoir and

other markets.

2.3.3 Percentage gross profit

margin from cattle produced

Purchase, condition,

breed and distribute

to Umzikantu Abattoir

and other markets

Exchange heifer with

subsistence/

emerging farmers

Assist farmers in

Cattle production

(fattening/conditionin

g, purchasing, and

breeding for sale). Cattle sales.

Community animal

identification

registration and

Sales invoices.

Monthly

Management

Account.

Page | 26



Interventions


Verification

and sold mainly

Umzikantu Abattoir

other markets.

to

and

animal identification

Increase number of

bulls to meet a bull:

cow ratio.

branding Heifer exchange

programme

2.3.4 Number of hectares utilised for crop production

Utilise available arable land for crop production

High value production

crop

2.4 Establishment of a

profitable Dairy

business

2.4.1 Feasibility study for

viable Dairy business

a Conduct feasibility

study for

establishment of a

viable Dairy

business

Feasibility study Feasibility report

Page | 27

STRATEGIC GOAL: 3 Diversified Partnerships that Promote Inclusive Socio-economic Development and

Growth.



Interventions


Verification

3.1 Optimize linkages of

meat industry value

chain that enhance

functionality of

Umzikantu Abattoir by

30 June 2021.

3.1.1 Number of signed and

implemented partnership

agreements that enhance

functionality of Umzikantu

Abattoir.


implemented off-take

agreements for sale of meat

from Umzikantu Abattoir.

Establish and

maintain partnerships

with livestock (cattle,

sheep and pigs)

producers, marketers

and/or speculators.

Facilitate off-take

agreements with

wholesalers and

public entities like

Correctional Services,

Hospitals, etc.

Relevant

partnerships

agreements

establishment.

Signed on Strategic

Partnerships

signed off-take

agreements

Page | 28


Growth.



Interventions


Verification

3.2 Optimize linkages of

fruit and vegetable

industry value chain

that enhance

functionality of Kei

Fresh Produce Market

(KFPM) by 30 June 2021.




functionality of Fresh

Produce Market.


implemented off-take

agreements with local non-

commercial farmers to

supply KFPM with

agricultural produce.

Develop and maintain

partnerships with

Local Municipalities to

assist local farmers to

produce and supply

the KFPM.

Facilitate involvement

of local PDI’s in the

Market Agency

business.

Fresh Produce

Market

partnerships

establishment.

Establishment of

Partnership in the

meat market

centre.

Establishment of

partnerships in fruit

and vegetable

processing

Signed

partnership

agreements

3.3 Optimize linkages of a

rapid livestock

production industry

value chain that

enhance functionality of

Adam Kok Farms by 30

June 2021.




functionality of Adam Kok

Farms.

3.3.2 Number of signed off-take

agreements for purchase of

livestock produced by Adam

Kok Farms.

Develop and maintain

partnerships that

enhance functionality

and optimum

utilisation of Adam

Kok Farms.

Farms

Partnerships.

Signed

partnership

agreements

3.4 Enhance the quality and

quantum of domestic

and foreign trade and

investment through

sustainable

3.4.1 Number of new Foreign

Direct Investors facilitated

into O.R. Tambo region.

3.4.2 Number of existing Foreign

Facilitate attraction,

retaining and

expansion of

Domestic and Foreign

Direct Investment

Trade and

Investment

Promotion and

Facilitation.

Investment

Promotion Report.

Page | 29



Interventions


Verification

partnerships by 30 June

2021.

Direct Investors retained for

more than 12 months in the

O.R. Tambo region.

3.4.3 Number of existing Foreign

Direct Investment (FDI)

facilitated to expand

(financially and non-

financially) in O.R. Tambo

region.

3.4.4 Rand value of total FDI

attracted into O.R. Tambo

region.

3.4.5 Number of new Domestic

Investors attracted into O.R.

Tambo region.

3.4.6 Number of existing

Domestic Investors retained

for more than 12 months in

the O.R. Tambo region. 3.4.7 Number of existing

Domestic Investors

expanded (financially and

non-financially) in O.R.

Tambo region.

(FDI) into O.R.

Tambo region.

Establishment of

Meat Market (meat

factory shop) which

include sale of offal at

KFPM.

Facilitate Argentina

DFI through RAFI

(special project).

Facilitate trade

promotion through

Maize Production

Programme using

Ntinga model (special

project).

Page | 30



Interventions


Verification

3.4.8 Rand value of total

Domestic Investment

attracted into O.R. Tambo

region.

3.5 Identify, support and

promote SMME’s as a

catalyst for economic

development and growth

and innovation by 30 June

2021.

3.5.1 Number of new sustainable

SMME’s supported

3.5.2 Number of existing SMME’s

promoted and supported to

be sustainable.

3.5.3 Number of market

opportunities successfully

created for SMME’s.

3.5.4 Number of decent (or

sustainable) jobs created by

Ntinga supported SMME’.

3.5.5 Number of joint ventures,

technology transfers and

partnerships facilitated

between local and domestic

or foreign investors to

promote localisation and

empowerment.

Facilitate and

promote

entrepreneurship

development and

innovation.

Facilitate SMME

development in

partnership with

Strategic partners.

SMME

Development

and Innovation.

Enterprise

Development

Report.

Page | 31



Interventions


Verification

3.6 Develop, support and

empower Co-operatives as

a catalyst for economic

development and growth

and innovation by 30 June

2021.

3.6.1 Facilitation through

partnerships establishment

and maintenance of a Co-

operatives Development

Centre in the O.R. Tambo

region.

3.6.2 Number of new sustainable

Co-operatives developed

and supported. 3.6.3 Number of existing Co-

operatives promoted and

supported to be sustainable. 3.6.4 Number of market

opportunities successfully

created for Co-operatives.

3.6.5 Number of decent (or

sustainable) jobs created by

Ntinga supported Co-

operatives.

Facilitate and support

Co-operatives

development.

Facilitate co-

operatives

development in

partnership with Chris

Hani Co-operatives

Development Centre

(special projects).

Co-operatives

Development

and Support.

Co-operatives

Development

Report.

3.7 Promote the O.R. Tambo

Region as a Tourism

destination

3.7.1 Number of Tourism

events and exhibitions

attended.

3.7.2 Number of Marketing

tools developed

Participation in

Tourism and Trade

shows.

Development and

distribution of

Marketing Brochures.

Attendance of

Tourism and

Trade shows

and distribution

of marketing

tools.

Trade show reports

Marketing tools

distribution Report

Page | 32



Interventions


Verification

3.8 Provide training &

skills development

to the co-operatives

and targeted groups

within the region

Number of training

interventions provided to

unemployed youth, women,

disable, ex –mine workers

and military veterans.

Five training

interventions per

Local Municipalities

Training and skills development agreements with: Jobs Fund

UIF

O.R. Tambo

CDC

O.R. Tambo

Enterprise

Development

Centre

CATH SETA

Strategic

Partnership

agreements

Attendance

Registers

Training Reports

Page | 33

STRATEGIC GOAL: 4 Dynamic, Capable and Sustainable State Owned Company.



Interventions


Verification

4.1 Ensure Business

Processes, Tools and

Systems that support

implementation of the

Strategy and continued

viability of the

organisation by 30 June

2021.

4.1.1 Sound financial

management and accurate

reporting.

Budgeting.

Regular update of

financial records.

Reporting to the

parent municipality

and the Board of

Directors.

Annual

Budgeting

Financial

Management,

Systems and

Reforms.

Annual Budget

Monthly and

Quarterly Financial

Reports.

4.1.2 Rand value of investment

income collected.

Review and

implementation of

banking and

investment policy.

Revenue

Management

Investment Register

4.1.3 Annual Financial

Statements prepared by 31

August each year.

Update of financial

records.

Reconciliation of

accounts.

Implementation of

Financial Reforms

and Accounting

Standards.

Annual financial

statements.

Annual Financial

Statements

4.1.4 % of suppliers paid within

30 days from date of

invoice.

Creditors Accounts

Reconciliation.

Supplier

Payments

Supplier Payment

Vouchers

4.1.5 % procurement done with

local suppliers.

Develop, review and

implement Supply

Chain Management

Supply Chain

Management

Systems.

Supply Chain

Management

Reports.

Page | 34



Interventions


Verification

Business Processes,

Tools and Systems.

Timely sitting of bid

committees.

Supply Chain

Management

Reporting.

SCM Business

Processes, Tools

and Systems.

4.1.6 Asset Register compiled

and updated.

Monthly updates of

the asset register.

Periodic counts and

verification of assets.

Updated Asset

Register

Asset Register

4.1.7 Annual review of the

Strategic Plan

Review Strategic

Goals and Objectives

Risk management

Register/ top ten

strategic risks

Strategy review

Risk Management

workshop

Annually reviewed

Strategic Plan

Updated Risk

Register

4.1.8 Number of Compliance

Reports

Compliance

Corporate

performance reports

Corporate

Performance

Monitoring and

Evaluation System

Legislation

Compliance

checklist

Reporting

Framework

Compliance

Corporate

Performance

Reports (Annual,

Quarterly and

Midterm).

Page | 35



Interventions


Verification

4.1.9 Development and

Implementation

Communication and

Marketing Strategy

Corporate

Communication;

Public Relations and

Marketing Plan

Communication,

Public Relations

and Marketing

Strategy

Stakeholder

Relations Event

Project/Enterprise

Launches

Ntinga Quarterly

Newsletter

Information Indaba

Study Tours/Visits

Approved and

implemented

Communication and

Marketing Strategic

Plan

4.1.10 Implementation of

Performance Management

monitoring and evaluation

Number of

Management and

Extended

Management

Meetings

Performance

Management

Workshops

Weekly and

monthly MANCO

and Extended

Management

Meetings

Attendance

Registers, Minutes

of Management and

Extended

Management

Committee Meetings

4.1.11 Number of Board and

Board Committee Meetings

attended

Attendance of :

o Board and Board

Committee

meetings.

o Ntinga Annual

General Meeting

o Shareholders

Meetings

Board and Board

Committee

Meetings

Signed minutes of:

o Board and Board

Committee

meetings.

o Ntinga Annual

General Meeting

o Shareholders

Meetings

Page | 36



Interventions


Verification

4.2 Create and Maintain

administrative

capacity through

recruitment, PMS and

good governance for

effective and

functioning of SOC

4.2.1 Number of

development

conducted

skills

initiative

Implementation WSP

of Training Development

and Adopted WSP training reports

and

4.2.2 Number of budgeted

vacant posts filled

Recruitment of critical posts

Filling of Critical funded posts

Appointment Letters

4.2.3 Number of Performance

Agreements signed

Signing Performance Agreements by Senior Managers

of

all

Signing and monitoring of PMS

PMS Quarterly review reports

4.2.4 ICT Master Plan

developed and approved

by the Board

Development of ICT Master Plan

Develop ICT Master Plan

Signed ICT Master

Plan

Board Resolution

4.2.5 Business Continuity Plan

developed and approved

by the Board

Development of Business Continuity Plan

Develop Business Continuity Plan

Signed Business

Continuity Plan

Board Resolution

Page | 37

17. PERFORMANCE TARGETS TABLE 8: PERFOMANCE TARGETS

STRATEGIC GOAL: 1

Sustainable Water Services (water supply and sanitation) Systems.

Strategic

Objectives

Key Performance

Indicators

3 Year Acc.

Performance

Targets

Baseline

2017/18

2018/2019

Performance Target

2019/2020

Performance

Target

2020/2021

1.1 Provide water

related services

to the peri-

urban and rural

communities

within the O.R.

Tambo District

by refurbishing

and maintaining

schemes.

1.1.9 Number of

refurbished

non- functional

schemes

353 refurbished

non-functional

schemes

None, New Target

83 refurbished noon-

functional schemes

120 refurbished non-

functional schemes

150 refurbished non-

functional schemes

1.1.10 A

percentage of

community

taps with

potable water

50% of

community taps

with potable

water

None,

NewTarget

5% of community

taps with potable

water

20% of community

taps with potable

water

25% of community

taps with potable

water

1.1.11 Percentage

of water

interruptions

lasting longer

than 24 hours.

25% water

interruptions

lasting longer

than 24 hours.

None,

New Target.

5% of water

interruptions lasting

longer than 24 hours.

10% of water



10% of water



1.1.12 Percentage

of water

samples that

conform to

SANS 241:

2011 water

50% of water

samples that

conform to

SANS 241:

2011 water

standards.

None,

New Target.

10% of water

samples that

conform to SANS

241: 2011 water

quality standard.

15% of water

samples that

conform to SANS

241: 2011 water

quality standard.

25% of water

samples that

conform to SANS

241: 2011 water

quality standard.

Page | 38

Strategic

Objectives

Key Performance

Indicators

3 Year Acc.

Performance

Targets

Baseline

2017/18

2018/2019

Performance Target

2019/2020

Performance

Target

2020/2021

standards.

1.1.13 Percentage

of water

revenue

collected from

consumers.

70% None,

New Target.

60% of water

revenue collected

from consumers.

70% of water

revenue collected

from consumers.

1.1.14 Percentage

of water

schemes

operated and

maintained in

accordance

with approved

Operations

and

Maintenance

Plan.

50% of water

schemes

operated and

maintained in

accordance with

approved

Operations and

Maintenance

Plan.

None, New

Target

10% of water schemes operated and maintained in accordance with

approved Operations and

Maintenance Plan.

15% of water

schemes operated

and maintained in

accordance with

approved

Operations and

Maintenance Plan.

25% of water

schemes operated

and maintained in

accordance with

approved

Operations and

Maintenance Plan.

1.1.15 Percentage

of allocated

sanitation

social

facilitation

projects

implemented

in accordance

90% of allocated

sanitation social

facilitation

projects

implemented in

accordance with

approved

implementation

None, New

Target

30% of allocated sanitation social

facilitation projects implemented in accordance with

approved implementation

plan.

30% of allocated

sanitation social

facilitation projects

implemented in

accordance with

approved

implementation

plan.

30% of allocated

sanitation social

facilitation projects

implemented in

accordance with

approved

implementation

plan.

Page | 39

Strategic

Objectives

Key Performance

Indicators

3 Year Acc.

Performance

Targets

Baseline

2017/18

2018/2019

Performance Target

2019/2020

Performance

Target

2020/2021

with approved

implementatio

n plan.

plan.

1.1.16 Percentage

of reported

water leaks

repaired within

48 hours.

90% Percentage

of reported

water leaks

repaired within

48 hours.

None, New

Target

30 Percentage of reported water leaks repaired

within 48 hours.

30 Percentage of

reported water

leaks repaired

within 48 hours.

30 Percentage of

reported water

leaks repaired

within 48 hours.

1.2 Provide

accurate &

timely billing

services to all

the customers

serviced by

Ntinga

1.2.1 Database of

water services

end users in

peri-urban

areas of

Mthatha KSD.

50% of water

services end

users are

captured in the

database of

Ntinga for billing

purposes.

New target 10 % of water


peri-urban areas of

KSD are captured in

the Ntinga database

for billing purposes

by June 2019.

20 % of water


peri-urban areas of

KSD are captured in

the Ntinga database


by 30 June 2020.

20 % of water


peri-urban areas of

KSD are captured in

the Ntinga database


by 30 June 2021.

1.2.2 Percentage of

customers

within KSD peri-

urban areas

billed for the

consumption of

water

50 % of water

services end

users in KSD peri-

urban areas are

billed for water

services

consumption

by 30

June 2020.

New target 10% (businesses

only) of water


peri urban areas of

KSD are billed for

water services

consumption by 30

June 2019.

20% of water


peri urban areas of

KSD are billed for

water services

consumption by 30

June 2020.

20% of water


peri urban areas of

KSD are billed for

water services

consumption by 30

June 2021.

1.2.3 A functional 24

hour customer

care call centre

is in place

Secure

independent lines

for call centre and

market them.

New target No target set Secure independent

lines for a 24 hour

call centre and

market them

20% of received calls

are recorded and

processed to the

response staff by

June 2021.

Page | 40

STRATEGIC GOAL: 2 Enhanced and Enabled Full Value Chains (upstream and downstream) for


Strategic

Objectives

Key Performance

Indicators

3 Year Acc.

Performance

Targets

Baseline

2017/18

2018/2019

Performance Target

2019/2020

Performance

Target

2020/2021

Performance

Target

2.1 Improve

productivity

and profitability

of Umzikantu

Abattoir by 30

June 2021.

2.1.1 Number of

livestock units

slaughtered for

communities,

butcheries, and

other meat

retailers.

2050 Units 500 Units 550 Livestock units

slaughtered for

communities,

butcheries, and

others.

700 Livestock units

slaughtered for

communities,

butcheries, and

others.

800 Livestock units

slaughtered for

communities,

butcheries, and

others.

2.1.2 Number of

livestock units

slaughtered for

sale, towards

abattoir full

capacity.

8405 Units 450 Units 2505 Livestock units



capacity.

2750 Livestock units



capacity.

3150 Livestock units



capacity.

2.1.3 Revenue

generated from

meat sales and

slaughter fees.

R104 136 738.00 R6 208 000.0 0

R31 434 738.00

Revenue generated

from meat sales and

slaughter fees.

R33 911 100.00

Revenue generated

from meat sales and

slaughter fees.

R38 790 900.00

Revenue generated

from meat sales and

slaughter fees.

2.1.4 Percentage

gross profit

margin

generated from

meat sales.

20 % 18% 20% Gross profit

margin generated

from meat sales.

20% Gross profit

margin generated

from meat sales.

20% Gross profit

margin generated

from meat sales.

2.2 Improve

functionality

and viability of

Kei Fresh

2.2.1 Tonnage of

agricultural

produce sold by

Market Agents.

101 698 Tons 2 012 Tons. 19 742 Tons of

agricultural produce

sold by Market

Agents.

38 246 Tons of


sold by Market

Agents.

43 710 Tons of


sold by Market

Agents.

Page | 41

Strategic

Objectives

Key Performance

Indicators

3 Year Acc.

Performance

Targets

Baseline

2017/18

2018/2019

Performance Target

2019/2020

Performance

Target

2020/2021

Performance

Target

Produce Market

(KFPM) by

initially

focusing and

targeting

linkages of fruit

and vegetable

industry supply

chains by 30

June 2021.

2.2.2 Revenue

generated from

5% commission

of agricultural

produce sold.

R16 800 000 R331 337 R3 300 000 Revenue

generated from 5%

commission of


sold.

R6 300 000 Revenue

generated from 5%

commission of


sold.

R7 200 000 Revenue

generated from 5%

commission of


sold.

2.3 Utilise Adam

Kok Farms as a

production hub

for agricultural

produce.

2.3.1 Number of cattle

produced and

sold to

Umzikantu

Abattoir and

other markets.

2750 Cattle 516 Cattle sold and sold

700 Cattle produced

and sold.

780 Cattle produced

and sold.

870 Cattle produced

and sold.

2.3.2 Revenue

generated from

livestock (cattle)

produced and

sold to

Umzikantu

Abattoir and

other markets.

R23 170 000 R5 035 770 revenue generated.

R7 000 000

generated from cattle

produced and sold to

Umzikantu Abattoir

and other markets.

R 7 700 000



Umzikantu Abattoir

and other markets.

R8 470 000



Umzikantu Abattoir

and other markets..

2.3.3 Percentage

gross profit

margin

generated from

livestock (cattle)

produced and

sold to

Umzikantu

30% 20% Gross

profit margin.

20% Gross profit

margin generated

from cattle produced

and sold to

Umzikantu Abattoir.

25% Gross profit

margin generated


and sold to

Umzikantu Abattoir.

30% Gross profit

margin generated


and sold to

Umzikantu Abattoir.

Page | 42

Strategic

Objectives

Key Performance

Indicators

3 Year Acc.

Performance

Targets

Baseline

2017/18

2018/2019

Performance Target

2019/2020

Performance

Target

2020/2021

Performance

Target

Abattoir and

other markets.

2.3.4 Number of

hectares utilised

for crop

production.

100 hectares

utilised for crop

production.

Zero

hectares

utilised for

crop

production.

25 hectares utilised

for crop production.





2.4 Establishment

of a profitable Dairy

business.

2.4.1 Feasibility

study for a viable

Dairy business.

Adoption and

implementation of

the of the study

None. New

target

Conduct feasibility

study for a viable

Dairy business.

No target set No target set


Growth.

Strategic

Objectives

Key Performance

Indicators

3 Year Acc.

Performance

Targets

Baseline

2017/18

2018/2019

Performance Target

2019/2020

Performance Target

2020/2021

Performance Target

3.1 Optimize

linkages of

meat industry

value chain that

enhance

functionality of

Umzikantu

Abattoir by 30

June 2021.

3.1.1 Number of

signed and

implemented

partnership

agreements that

enhance

functionality of

Umzikantu

Abattoir.

3 Partnership

agreements.

No partnership agreements

1 Partnership

agreements that


of Umzikantu

Abattoir signed and

implemented.

1 Partnership

agreements that


of Umzikantu

Abattoir signed and

implemented.

1 Partnership

agreements that


of Umzikantu

Abattoir signed and

implemented.

3.1.2 Number of

signed and

implemented off-

3 Off- take

agreements.

No off-take

agreement.

5 Off-take

agreement for sale of

meat from Umzikantu

5 Off-take


meat from Umzikantu

5 Off-take


meat from Umzikantu

Page | 43

Strategic

Objectives

Key Performance

Indicators

3 Year Acc.

Performance

Targets

Baseline

2017/18

2018/2019

Performance Target

2019/2020

Performance Target

2020/2021

Performance Target

take agreements

for sale of meat

from Umzikantu

Abattoir.

Abattoir signed and

implemented.

Abattoir signed and

implemented.

Abattoir signed and

implemented.

3.2 Optimize

linkages of fruit

and vegetable

industry value

chain in

support of Kei

Fresh Produce

Market by 30

June 2021.

3.2.1 Number of

signed and

implemented

partnership

agreements that

enhance

functionality of

Kei Fresh

Produce Market.

3 Partnership

agreements.

No partnership agreements

1 Partnership

agreement that


of Kei Fresh Produce

Market signed and

implemented.

1 Partnership

agreement that



Market signed and

implemented.

1 Partnership

agreement that



Market signed and

implemented.

3.2.2 Number of

signed and

implemented off-

take agreements

with local non-

commercial

farmers to supply

KFPM with

agricultural

produce.

3 Off- take

agreements.

No off-take

agreements.

3 of off-take

agreements signed

and implemented

with local non-

commercial farmers

to supply KFPM with


3 of off-take

agreements signed

and implemented

with local non-

commercial farmers

to supply KFPM with


3 of off-take

agreements signed

and implemented

with local non-

commercial farmers

to supply KFPM with


3.3 Optimize

linkages of a

rapid livestock

production

industry value

chain that

enhance

functionality of

3.3.1 Number of

signed and

implemented

partnership

agreements that

enhance

functionality of

Adam Kok

3 Partnership

agreements.

No partnership agreement

1 Partnership

agreement that


of Adam Kok Farms

function signed and

implemented.

1 Partnership

agreement that


of Adam Kok Farms

function signed and

implemented.

1 Partnership

agreement that


of Adam Kok Farms

function signed and

implemented.

Page | 44

Strategic

Objectives

Key Performance

Indicators

3 Year Acc.

Performance

Targets

Baseline

2017/18

2018/2019

Performance Target

2019/2020

Performance Target

2020/2021

Performance Target

Adam Kok

Farms by 30

June 2021.

Farms.

3.3.2 Number of

signed and

implemented off-

take agreements

for purchase of

livestock

produced by

Umzikantu

Abattoir.

None.

New Target.

No off-take

agreement.

1 Off-take agreement

for sale of livestock

produced by

Umzikantu Abattoir

signed and

implemented.



produced by

Umzikantu Abattoir

signed and

implemented.



produced by

Umzikantu Abattoir

signed and

implemented.

3.4 Enhance the

quality and

quantum of

foreign and

domestic trade

and investment

through

sustainable

partnerships by

30 June 2021.

3.4.1 Number of new

Foreign Direct

Investors

facilitated into

O.R. Tambo

region.

3 FDI’s None. 1 New Foreign Direct

Investor facilitated

into O.R. Tambo

region.

1 New Foreign Direct

Investors facilitated

into O.R. Tambo

region.

1 New Foreign Direct

Investors facilitated

into O.R. Tambo

region.

3.4.2 Number of

existing Foreign

Direct Investors

retained for more

than 12 months

in the O.R.

Tambo region.

2 FDI’s None. N/A 1 Existing Foreign

Direct Investor

retained for more

than 12 months in

the O.R. Tambo

region.

1 Existing Foreign

Direct Investors

retained for more

than 12 months in

the O.R. Tambo

region.

Page | 45

Strategic

Objectives

Key Performance

Indicators

3 Year Acc.

Performance

Targets

Baseline

2017/18

2018/2019

Performance Target

2019/2020

Performance Target

2020/2021

Performance Target

3.4.3 Number of

existing Foreign

Direct Investor

(FDI) expanded

(financially and

non-financial) in

the O.R. Tambo

region.

1 FDI None. N/A N/A 1 Existing Foreign

Direct Investor (FDI)

expanded (financially

and non-financial) in

the O.R. Tambo

region.

3.4.4 Rand value of

total FDI

attracted into

O.R. Tambo

region.

R70 Million None. R10 million FDI

attracted into O.R.

Tambo region.

R20 million FDI

attracted into O.R.

Tambo region.

R40 million FDI

attracted into O.R.

Tambo region.

3.4.5 Number of new

Domestic

Investors

attracted into

O.R. Tambo

region.

3 Domestic

Investors

None. 1 New Domestic

Investor attracted

into O.R. Tambo

region.

1 New Domestic

Investors attracted

into O.R. Tambo

region.

1 New Domestic

Investors attracted

into O.R. Tambo

region.

3.4.6 Number of

existing

Domestic

Investors

retained for more

than 12 months

in the O.R.

Tambo region.

3 Domestic

Investors

None. N/A 1 Existing Domestic

Investor retained for

more than 12 months

in the O.R. Tambo

region.

2 Existing Domestic

Investors retained for

more than 12 months

in the O.R. Tambo

region.

3.4.7 Number of

existing

Domestic

Investors

expanded

1 Domestic

Investor

None. N/A N/A 1 Existing Domestic

Investor expanded

(financially and non-

financial) in the O.R.

Tambo region.

Page | 46

Strategic

Objectives

Key Performance

Indicators

3 Year Acc.

Performance

Targets

Baseline

2017/18

2018/2019

Performance Target

2019/2020

Performance Target

2020/2021

Performance Target

(financially and

non-financial) in

the O.R. Tambo

region.

3.4.8 Rand value of

total Domestic

Investment

attracted into

O.R. Tambo

region.

R17 Million None. R2 Million Domestic

Investment attracted

into O.R. Tambo

region.

R5 Million Domestic


into O.R. Tambo

region.

R10 Million Domestic


into O.R. Tambo

region.

3.5 Develop,

support and

promote

SMME’s as a

catalyst for

economic

development

and growth and

innovation by

30 June 2021.

3.5.1 Number of new

sustainable

SMME’s

supported.

48 SMME’s None. 14 New sustainable

SMME’s facilitated.

16 New sustainable

SMME’s facilitated.

18 New sustainable

SMME’s facilitated

facilitated.

3.5.2 Number of

existing SMME’s

promoted and

supported to be

sustainable.

39 SMME’s None. 9 Existing SMME’s

promoted and

supported to be

sustainable.

14 Existing SMME’s

promoted and

supported to be

sustainable.

16 Existing SMME’s

promoted and

supported to be

sustainable.

3.5.3 Number of

Market

opportunities

successfully

created for

SMME’s.

42 Opportunities None. 12 Market

opportunities

successfully created

for SMME’s.

14 Market

opportunities


for SMME’s.

16 Market

opportunities


for SMME’s.

3.5.4 Number of

decent (or

sustainable) jobs

created from

Ntinga supported

SMME’s.

252 Jobs None. 74 Decent (or

sustainable) jobs

created from Ntinga

supported SMME’s.

84 Decent (or

sustainable) jobs

created from Ntinga

supported SMME’s.

94 Decent (or

sustainable) jobs

created from Ntinga

supported SMME’s.

Page | 47

Strategic

Objectives

Key Performance

Indicators

3 Year Acc.

Performance

Targets

Baseline

2017/18

2018/2019

Performance Target

2019/2020

Performance Target

2020/2021

Performance Target

3.5.5 Number of Joint

ventures,

technology

transfers and

partnerships

facilitated

between local

and domestic or

foreign investor

to promote

localisation and

empowerment.

6 JV’s None. 1 Joint venture,

technology transfer

and partnership

facilitated between

local and domestic or

foreign investor to

promote localisation

and empowerment.

2 Joint ventures,

technology transfers

and partnerships

facilitated between


foreign investor to


and empowerment.

3 Joint ventures,

technology transfers

and partnerships

facilitated between


foreign investor to


and empowerment.

3.6 Develop,

support and

empower Co-

operatives as a

catalyst for

economic

development

and growth and

innovation by

30 June 2021.

3.6.1 Facilitation

through

partnerships

establishment

and maintenance

of a Co-

operatives

Development

Centre in the

O.R. Tambo

region.

1 Facilitation None. Facilitate through

partnerships

establishment of

a Co-operatives

Development Centre

in the O.R. Tambo

region.

Maintain and ensure

functionality and

sustainability of the

Co-operatives

Development Centre.

Maintain and ensure

functionality and

sustainability of the

Co-operatives

Development Centre.

3.6.2 Number of

sustainable

operatives

facilitated

supported.

new

Co-

and

36 Co-operatives None. 4 New sustainable

Co-operatives

facilitated and

supported.

16 New sustainable

Co-operatives

facilitated and

supported.

16 New sustainable

Co-operatives

facilitated and

supported.

3.6.3 Number

existing

operatives

promoted

of

Co-

and

29 Co-operatives 29 Co-

operatives.

5 Existing Co-

operatives promoted

and supported to be

sustainable.

9 Existing Co-

operatives promoted

and supported to be

sustainable.

15 Existing Co-

operatives promoted

and supported to be

sustainable.

Page | 48

Strategic

Objectives

Key Performance

Indicators

3 Year Acc.

Performance

Targets

Baseline

2017/18

2018/2019

Performance Target

2019/2020

Performance Target

2020/2021

Performance Target

supported to be

sustainable.

3.6.4 Number of

market

opportunities

successfully

created for Co-

operatives.

21 Opportunities None. 3 Market

opportunities


for Co-operatives.

6 Market

opportunities


for Co-operatives.

12 Market

opportunities


for Co-operatives.

3.6.5 Number of

decent (or

sustainable) jobs

created from

Ntinga supported

SMME’s.

64 Jobs None. 4 Decent (or

sustainable) jobs

created from Ntinga

supported SMME’s.

24 Decent (or

sustainable) jobs

created from Ntinga

supported SMME’s.

36 Decent (or

sustainable) jobs

created from Ntinga

supported SMME’s.

3.7 Promote the

O.R. Tambo Region

as tourism

destination.

3.7.1 Number of

tourism events

and exhibitions

attended.

Attend 6 tourism events regionally, provincially and nationally

None. New

Target.

Attend and exhibit in

2 tourism events

regionally,

provincially and

nationally with trade

show reports


2 tourism events

regionally,

provincially and

nationally with trade

show reports


2 tourism events

regionally,

provincially and

nationally, with trade

show reports

3.7.2 Number

marketing

developed.

of

tools

Developed and

distributed

marketing

None. New

Target.

Develop

distribute

marketing

and

500

tools

Develop

distribute

marketing

and

600

tools

Develop

distribute

marketing

and

700

tools

material nationally nationally and nationally and nationally and

and globally globally globally globally

3.8 Provide training

and skills

development to the

co-operatives and

targeted groups

3.8.1 Number

training

interventions

provided

unemployed

of

to

Provide 12

training sessions

for co-operatives

skills

development

3 Training

sessions

provided for

co-operatives

3 Trainings to be

provided for Co-

operatives

3 Trainings to be

provided for Co-

operatives

3 Trainings to be

provided for Co-

operatives

Page | 49

Strategic

Objectives

Key Performance

Indicators

3 Year Acc.

Performance

Targets

Baseline

2017/18

2018/2019

Performance Target

2019/2020

Performance Target

2020/2021

Performance Target

within the region. youth, women,

disabled, ex-

mineworkers and

military veterans.

Page | 50

STRATEGIC GOAL: 4 Dynamic, Capable and Sustainable State Owned Company.

Strategic

Objectives

Key Performance

Indicators

3 Year Acc.

Performance

Targets

Baseline

2017/18

2018/2019

Performance Target

2019/2020

Performance Target

2020/2021

Performance

Target

4.1 Ensure

Business

Processes,

Tools and

Systems that

support

implementation

of the Strategy

and continued

viability of the

organisation by

30 June 2020.

4.1.1 Sound Financial

Management and

accurate

reporting

Final Annual

Budget

approved by 30

May of each

year.

Final Annual

Budget

approved by

30 May.

Final Annual Budget

approved by 30 May.

Final Annual Budget

approved by 30 May.

Final Annual Budget

approved by 30 May.

Prepare MFMA

S87(11)

monthly finance

reports within 7

working days

after the end of

the month.

Monthly

finance

reports

prepared

within 7

working days

after the end

of the month.

Prepare MFMA

S87(11) monthly

finance reports within

7 working days after

the end of the month.

Prepare MFMA

S87(11) monthly




Prepare MFMA

S87(11) monthly




Prepare

quarterly

finance reports

within 30 days

after the end of

the quarter.

Quarterly

finance

reports

prepared

within 30

days after the

end of the

quarter.

Prepare quarterly


30 days after the end

of the quarter.

Prepare quarterly



of the quarter.

Prepare quarterly



of the quarter.

4.1.2 Rand value of

investment

income collected.

R7,6m

investment

income

collected.

R2 070 950

investment

income

collected.

R2,5m investment

income collected.

R2,5m investment

income collected.

R2,6m investment

income collected.

4.1.3 Annual Financial

Statements

prepared by 31

Prepare Annual

Financial

Statements by

Annual

Financial

Statements

Prepare Annual

Financial Statements

by 31 August.

Prepare Annual


by 31 August.

Prepare Annual


by 31 August.

Page | 51

Strategic

Objectives

Key Performance

Indicators

3 Year Acc.

Performance

Targets

Baseline

2017/18

2018/2019

Performance Target

2019/2020

Performance Target

2020/2021

Performance

Target

August. 31 August each

year.

prepared by

31 August

each year.

4.1.4 % of suppliers

paid within 30

days from date of

invoice.

100% of

suppliers paid

within 30 days

from date of

invoice.

100% of

suppliers paid

within 30

days from

date of

invoice.

100% of suppliers

paid within 30 days

from date of invoice.

100% of suppliers

paid within 30 days


100% of suppliers

paid within 30 days


4.1.5 % procurement

done with local

suppliers.

60% value of

procurement

done with local

suppliers each

year.

New target,

never

measured

before.

60% value of

procurement done

with local suppliers.

60% value of

procurement done


60% value of

procurement done


4.1.6 Asset Register

compiled and

updated.

Asset Register

compiled and

updated

monthly.

Asset

Register

compiled and

updated

monthly.

Asset Register

compiled and

updated monthly.

Asset Register

compiled and

updated monthly.

Asset Register

compiled and

updated monthly.

4.1.7 Annual review of

the strategic

plan.

Annual review

of strategic plan

by 30 April

each year.

Annual review

of strategic

plan by 31

May.

Annual review of

strategic plan by 30

April.

Annual review of


April.

Annual review of


April.

4.1.8 Number of

compliance

reports.

Quarterly;

Midterm;

Annual

Performance

reports

submitted to

the Board and

ORTDM each

4 Quarterly

performance

reports;

1Midterm

performance

report; 1

Annual

Performance

4 Quarterly performance reports; 1Midterm performance report; 1 Annual Performance reports submitted to the Board and ORTDM



Page | 52

Strategic

Objectives

Key Performance

Indicators

3 Year Acc.

Performance

Targets

Baseline

2017/18

2018/2019

Performance Target

2019/2020

Performance Target

2020/2021

Performance

Target

year reports

submitted to

the Board and

ORTDM

4.1.9 Development

and

implementation

of

communication

and marketing

strategy.

Developed,

approved and

implemented

communication

and marketing

strategy

None. New

target

Develop, approve

and implement

communication and

marketing strategy

Reviewed, approved

and implemented

communication and

marketing strategy

Reviewed, approved

and implemented

communication and

marketing strategy

4.1.10 Implementation

of Performance

Management

System,

monitoring and

evaluation.

Effective

monthly

Management

and extended

management

meetings each

year

Monthly Senior

Management and Extended management

meetings

12 Monthly Senior

Management and

Extended

management

meetings

12 Monthly Senior

Management and

Extended

management

meetings

12 Monthly Senior

Management and

Extended

management

meetings

4.1.11Number of Board

and Board

Committee

Meetings

attended.

Effective

Shareholders;

AGM; Board

and Board

committee

meetings

annually

2 Shareholders meetings;8 ARC meetings; 1 AGM; 8 HRRC meetings; 4 SDIC meetings

5 Board meetings; 6

ARC meetings; 4

HRRC meetings; 4

SDIC meetings; 2

SEC meetings;

2

Shareholders

Meetings and 1 AGM

5 Board meetings; 6

ARC meetings; 4

HRRC meetings; 4

SDIC meetings; 2

SEC meetings;

2

Shareholders

Meetings and 1 AGM

5 Board meetings; 6

ARC meetings; 4

HRRC meetings; 4

SDIC meetings; 2

SEC meetings; 2

Shareholders

Meetings and 1 AGM

4.2 Create and

Maintain

administrative

capacity through

4.2.1 Number of

skills

development

interventions

45 6 Training

interventions

conducted in

2017/18

Conduct 10

Development

Interventions

Skills Conduct 15

Development

Interventions

Skills Conduct 20

Development

Interventions

Skills

Page | 53

Strategic

Objectives

Key Performance

Indicators

3 Year Acc.

Performance

Targets

Baseline

2017/18

2018/2019

Performance Target

2019/2020

Performance Target

2020/2021

Performance

Target

recruitment, PMS

and good

governance for

effective and

functioning of SOC.

conducted

4.2.2 Number of

budgeted

vacant posts

filled

36 121 11 budgeted vacant

posts filled

12 budgeted vacant

posts filled

13 budgeted vacant

posts filled

4.2.3 Number of

Performance

Agreements

signed

157 5

performance

agreements

signed by

senior

managers

Performance

agreements signed

by Senior and Middle

Management

Performance

Management

Cascaded to level C1

Performance

Management

Cascaded to all

employees

4.2.4 Upgraded

Server Room

by June 2019

Upgrade Server

room to comply

with ISO 27001

data centre

standards

Server room

not compliant

with ISO

27001 data

centre

standards

Construction of

server room with

Fireproof Ceiling and

Door, Biometric

Access Raised floor,

Air Conditioning

Cabinet Switch

Cleanup

No Target Set

4.2.5 Offsite Backup

Domain

Controller

deployed by

June 2018

Deployment of

Backup Domain

Controller

Offsite

Backup

Domain

Controller is

not in place

Acquisition and

Deployment of

Offsite Backup

Domain Controller

No Target Set No Target Set

4.2.6 ICT Master

Plan

developed and

approved by

the Board

Development

and approval

of ICT Master

Plan

ICT Master

Plan is not in

place

Develop ICT

Master Plan and

submit to the Board

for approval

Implementation of

ICT Master Plan

Implementation of

ICT Master Plan

4.2.7 Business

Continuity

Development Business Develop Business No Target Set No Target Set

Page | 54

Strategic

Objectives

Key Performance

Indicators

3 Year Acc.

Performance

Targets

Baseline

2017/18

2018/2019

Performance Target

2019/2020

Performance Target

2020/2021

Performance

Target

Plan

developed and

approved by

the Board

and approval

of Business

Continuity

Plan

Continuity

Plan is not in

Place

Continuity Plan and

submit to the Board

for approval

4.2.8 Number of

new offices

provided

10 new Offices

provided

Current Office

Space

saturated

Procurement of

park home

Conversion of

undercover parking

into offices

No Target Set No Target Set

18. FUNCTIONAL AND OPERATIONAL ORGANISATIONAL STRUCTURE

Below is the Functional and Operational Organogram that will be able to deliver on the Strategic Business Plan

particularly for the first three years (2018/19 – 2020/2021):

Page | 55

Board of Directors and Committees

Board of Directors and its Committees

Strategic Support to the CEO

Board of Directors

(Chairperson)

NSEC

(Chairperson) SDIC

(Chairperson)

HRRC (Chairperson)

ARC

(Chairperson)

Chief Executive Officer (1)

Project Manager: PMO

(1)

Manager: Office

of CEO (1)

Internal Audit Manager (1)

Company Secretary

(Legal & Compliance)

Systems Engineer:

Water Services (1)

Head: Trading Enterprises (1)

CFO: Budget and

Treasury Office (1)

Head: Corporate

Services (1)

Board of Directors & Committees

Strategic Support to CEO

Senior Management Shared Services

Page | 56

2018/19 ANNUAL PERFORMANCE PLAN (SDBIP)

The Service Delivery and Budget Implementation Plan (SDBIP) for 2018/19 financial year, which is the Annual

Performance Plan is herein attached as “Annexure A”.

18. FINANCIAL IMPLICATIONS

This section highlights financial plan for the Entity that will give effect to the implementation of the strategy. The financial

plan is premised on sustainability and turning around loss making trading centres to be profitable and financially viable.

18.1 Statement of Financial Position

TABLE 9: STATEMENT OF FINANCIAL POSITION

Description

2014/2015

2015/2016

2016/2017

Current Year Budget 2017/2018

Medium Term Revenue and Expenditure Framework

Rands

Audited Outcome

Audited Outcome

Audited Outcomes

Original Budget

Adjusted Budget

Full Year Forecast

Budget year 2018/2019



ASSETS Current assets Cash and Cash Equivalents 29 934 387 30 240 288 36 254 354 15 761 548 21 875 529 32 311 725 25 866 117 30 717 151 35 441 164

Receivables from Exchange Transactions

12 298

1 600

20 899

1 050 000

1 050 000

1 050 000

1 100 000

300 000

200 000

Receivables from Non-Exchange Transactions

503 020

875 729

6 208 828

300 000

300 000

300 000

200 000

200 000

150 000

Unpaid Conditional Government Grants and Receipts

5 446 394

-

-

-

-

-

-

-

Taxes (VAT)

-

-

169 940

-

-

-

-

-

-

Inventory

435 454

96 547

199 262

100 000

100 000

100 000

120 000

200 000

300 000

Total current assets 36 331 553 31 214 164 42 853 282 17 211 548 23 325 529 33 761 725 27 286 117 31 417 151 36 091 164

Page | 57

Description

2014/2015

2015/2016

2016/2017



Rands

Audited Outcome

Audited Outcome

Audited Outcomes

Original Budget

Adjusted Budget

Full Year Forecast




Non- current assets Property, plant and equipment 4 531 567 3 526 999 4 265 631 16 547 458 18 128 025 11 523 353 18 431 053 17 735 753 18 320 453

Biological assets

608 775

627 701

760 051

630 000

630 000

630 000

210 000

-

-

Intangible assets

65 597

37 294

814 289

21 272

21 272

21 272

200 000

-

90 000

Total non- current assets 5 205 939 4 191 994 5 839 972 17 198 730 18 779 297 12 174 625 18 841 053 17 735 753 18 410 453

TOTAL ASSETS 41 537 492 35 406 158 48 693 255 34 410 278 42 104 826 45 936 350 46 127 170 49 152 904 54 501 617

LIABILITIES Current liabilities Current portion of long-term liabilities

39 973

-

-

-

-

-

-

-

-

Taxes (VAT)

280 193

191 996

-

300 000

300 000

300 000

350 000

390 000

390 000

Unspent Conditional Government Grants and Receipts

6 466 961

452 729

6 442 340

400 000

400 000

400 000

500 000

500 000

-

Payables from exchange transactions

2 074 865

2 470 785

2 681 580

900 000

900 000

900 000

800 000

850 000

700 000

Payables from non-exchange transactions

446 973

446 973

446 973

-

-

-

-

-

Current employee benefits

2 994 952

3 325 072

3 547 854

3 000 000

800 000

800 000

800 000

750 000

500 000

Total current liabilities 12 303 917 6 887 555 13 118 747 4 600 001 2 400 001 2 400 001 2 450 000 2 490 000 1 590 000

Non- current liabilities

Borrowing

-

-

-

-

-

-

Total non- current liabilities

-

-

-

-

-

-

TOTAL LIABILITIES 12 303 917 6 887 555 13 118 747 4 600 001 2 400 001 2 400 001 2 450 000 2 490 000 1 590 000

NET ASSETS 29 233 575 28 518 603 35 574 508 29 810 278 39 704 826 43 536 349 43 677 170 46 662 904 52 911 617

COMMUNITY WEALTH/EQUITY Accumulated Surplus/(Deficit) 29 233 575 28 518 603 35 574 508 29 810 278 39 704 826 43 536 349 43 677 170 46 662 904 52 911 617

TOTAL COMMUNITY 29 233 575 28 518 603 35 574 508 29 810 278 39 704 826 43 536 349 43 677 170 46 662 904 52 911 617

Page | 58

Description

2014/2015

2015/2016

2016/2017



Rands

Audited Outcome

Audited Outcome

Audited Outcomes

Original Budget

Adjusted Budget

Full Year Forecast




WEALTH/EQUITY

18.2 Statement of Financial Performance

TABLE 10: STATEMENT OF FINANCIAL PERFORMANCE

Description

2014/2015

2015/2016

2016/2017


2018/19 Medium Term Revenue &

Expenditure Framework

R thousands

Audited Outcome

Audited Outcome

Audited Outcome

Original Budget

Adjusted Budget

Full Year Forecast




Revenue by Source

Abattoir Revenue 847 612 1 894 935 2 607 022 4 560 000 6 943 710 6 046 420 31 941 738 34 509 100 39 472 900

Dairy Farm Revenue 180 543 324 138 255 149 400 000 400 000 287 390 - - -

Kei Fresh Produce Market revenue - - - 4 430 000 1 539 000 1 308 438 7 318 958 8 615 680 9 506 934

Interest earned - external investments 1 705 759 2 165 234 3 053 611 2 000 000 2 000 000 2 070 950 2 500 000 2 500 000 2 600 000

Consultancy fees 913 564 685 511 - - - - 16 521 739 8 500 000 9 400 000

Grant Transfers Recognised (ORTDM GRANT)

39 803 125

38 324 034

46 665 607

33 404 203

41 200 171

37 611 988

27 053 509

28 460 292

29 940 227

Donations received 772 255 - - 508 434 666 834 10 097 413 169 477 - -

Other revenue 263 783 343 311 816 054 - 40 000 283 749 70 000 50 000 50 000

Adam Kok Farms revenue 272 005 3 240 000 5 435 770 2 916 284 7 900 000 8 690 000 9 559 000

Water Services revenue 3 310 639 10 000 000 10 000 000 1 937 878 17 043 478 20 500 000 25 000 000

Adjustments to biological assets 8 400 5 295 3 800 15 000 137 807 137807 50 000 55 000 50 000

Gains on disposal of PPE 316 327 163 336 237 146 - - - - - -

Total Revenue (excluding capital transfers and contributions)

44 811 368

43 905 794

57 221 033

58 557 637

68 363 292

62 560 509

110 568 899

111 880 072

125 579 062

Expenditure By Type

Page | 59

Description

2014/2015

2015/2016

2016/2017


2018/19 Medium Term Revenue &

Expenditure Framework

R thousands

Audited Outcome

Audited Outcome

Audited Outcome

Original Budget

Adjusted Budget

Full Year Forecast




Employee related costs 20 495 049 21 872 770 21 645 270 27 251 950 26 117 039 19 149 048 22 335 168 23 232 531 24 858 184

Board of Directors Allowances & re-imbursive costs

293 476

514 159

318 002

800 000

1 096 300

1 059 079

1 250 000

1 375 000

1 512 500

Board of Directors Travelling, Accommodation & other

260 171

205 240

684 888

600 000

486 133

565 876

510 000

561 000

617 100

Debt impairment - 61 391 27 875 - - - - - -

Depreciation & asset impairment 827 816 1 222 893 740 273 700 000 700 000 1 257 166 1 495 300 1 495 300 1 495 300

Finance charges 56 023 53 130 16 569 35 000 35 000 38 123 60 000 66 000 72 600

Repairs and Maintenance 210 018 142 886 113 324 300 000 245 000 177 064 240 000 264 000 285 120

Fresh Produce Market Operations 3 325 656 5 400 000 5 939 781 7 758 161 8 037 761 6 596 377 7 065 521 7 550 197 8 147 826

Abattoir Operations 1 138 511 2 184 830 3 008 047 4 133 662 5 898 096 7 725 881 30 668 366 32 858 590 37 159 810

Dairy Farm Operations 572 747 672 423 720 638 800 000 875 522 644 421 - - -

Adam Kok Farms Operations 5 713 943 5 313 181 7 936 689 4 930 500 8 027 927 8 087 507 9 387 416 10 118 690 9 946 693

Water Services 699 926 233 922 2 582 553 3 500 000 3 394 447 1 831 947 12 411 990 13 764 029 15 991 011

Special Projects (Transfers and Grants) 2 865 458 1 708 886 1 248 391 979 655 1 709 148 445 362 15 690 319 7 990 000 8 836 000

Operating Expenditure 4 484 218 5 075 960 5 066 117 6 710 600 7 565 600 6 810 817 9 214 000 9 564 000 10 348 804

Adjustments to Biological Assets 189 200 78 900 139 550 45 000 45 000 210 000 100 000 55 000 59 400

Total Expenditure 41 132 212 44 740 571 50 187 968 58 544 528 64 232 974 54 598 668 110 428 079 108 894 338 119 330 349

Surplus/ (Deficit) for the year 3 679 156 -834 777 7 033 065 13 109 4 130 317 7 961 841 140 820 2 985 734 6 248 713

Accumulated surplus at the beginning of the year

25 560 819

29 239 975

28 541 440

29 797 169

35 574 508

35 574 508

43 536 349

43 677 170

46 662 904

Accumulated surplus at the end of the year 29 239 975 28 405 198 35 574 505 29 810 278 39 704 826 43 536 349 43 677 170 46 662 904 52 911 617

Page | 60

19. KEY STRATEGIC RISKS

The Board of Ntinga monitors the risk through the Audit and Risk Committee (ARC).

The ARC bears accountability for ensuring that there is an effective risk management

process and systems within the SOC. At least on a quarterly basis, the ARC

recommends to the Board risk mitigation strategies and policies that need to be set,

implemented and monitored. Ntinga’s risk management philosophy is that, although

risks are owned by the CEO, they must be managed holistically by all departments. To

this end, all managers, Senior Managers in particular, are expected to manage, monitor,

evaluate risks within their area of responsibility and implement effective and efficient

internal controls. Actions to improve internal controls are further included in the Senior

Managers’ balanced score cards as well as performance agreements.

Our risk management strategy is guided by the principles of the enterprise-wide risk

management strategy in terms of which all identified risk areas are managed

systematically and continuously at organisational level. Accordingly, Ntinga has a risk

register, reviewed annually, which is treated as a risk management document of which

risks are constantly recorded and managed through the introduction of effective internal

controls and testing of those controls from time to time.

The risk register below reflects key top ten business risks, that need to be managed at

Strategic level, which if not managed properly, could result in Ntinga not being able to

achieve all or some of its strategic objectives and pre-determined goals. The following

are strategic risks that were identified, which could potentially hinder the effective and

full implementation of the strategy (note that these risks need to be aligned with Ntinga

Strategic Risk Register):

Page | 61

19.1 TABLE 11: TOP NINE (9) STRATEGIC RISKS REGISTER

Link to Objective

Risk No.

Risk Description

Risk Causes Consequences

Inh

ere

nt

Ris

k

Valu

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Current Controls

Co

ntr

ol

Eff

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ess

Resid

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Ris

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Valu

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Action to Improve Management of the Risk

Action Owner Timeline

STRATEGIC GOAL 1: Sustainable Water Services (water supply and sanitation) Systems

Provide water related services to the per-urban & rural communities within the O.R. Tambo District by refurbishing and maintaining schemes.

Provide accurate & timely billing services to all the customers serviced by Ntinga

1 Inability to provide reliable water to peri urban and rural citizens of O.R. Tambo

1. Inadequate hydraulic and physical integrity of water infrastructure

2. Shortage of water due to draught and climate change

3. Insufficient budget for refurbishment operations and maintenance of capital infrastructure

4. Lack of expertise on implementation of the project

5. Inability to measure water losses

1. Compromised water service delivery.

2. Service delivery protests due to disgruntled community

3. Poor reputation due to promises not honoured.

20 1. Council approved Ntinga mandate

2. Developed Service Delivery Agreement (SDA)

3. Formal instructions to proceed with works

4. Assessment reports on 22 individual Water Schemes

5. Project implementation plans for the 22 individual Water Schemes

6. Approved Organogram

7. Signed

Performance Agreement(s)

8. Community awareness campaigns on protection of water infrastructure

Sa

tis

fac

tory

12 1. Development and submission for approval of Water Services Business Proposal to ORTDM

2. Facilitate appointment of relevant; qualified and competent water services personnel

3. Capacitation of personnel recently placed to water services

4. Development and implementation of Water Services Integrated Service Delivery Model, Policies and Plan and Standard Operating Procedures

5. Facilitate the signing of Shareholders Compact (Business Plan/Service Delivery Agreement) for 2018/19

6. Develop strategy on management of water losses

1. Head: Water Services

2. Head: Corporate Services

3. Head: Corporates Services


5. Chief Executive Officer


1. 30 Aug 18 2. 31 Jul 18 3. 30 Nov 18 4. 30 Sep 18 5. 01 Jul 18 6. 31 Dec 18

Page | 62

Link to Objective

Risk No.

Risk Description


Inh

ere

nt

Ris

k

Valu

e

Current Controls

Co

ntr

ol

Eff

ecti

ven

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Resid

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Ris

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2 Inability to provide safe water to peri urban and rural citizens of O.R. Tambo

1. Water Pollution 2. Lack of security

measures to limit unauthorised access to water facilities and equipment

3. Human capital constraints to conduct sampling and testing of water

1. Outbreak of water-borne diseases

2. Litigations against the Agency and Parent Municipality which could lead to financial losses

3. Service delivery protests due to disgruntled community

25 1. Water Safety Act. 2. Assessment

reports on 22 individual Water Schemes which outlines the security controls to the Schemes

3. Existing Water Scheme Operators

Weak 20 1. Development, approval and implementation of Water Safety Plan in consultation with the Parent Municipality

2. Development of Memorandum of Understanding (MOU) for promoting water safety in respect of standalone schemes operated and managed by Ntinga

3. Capacitation of personnel recently placed to Water Services Department

Head: Services

Water 1. 2. 3.

30 Sep 18 31 Jul 18 30 Nov 18

3 Inability to provide

affordable water to peri urban and rural citizens of O.R. Tambo

1. High level/rate of Indigents

2. High production costs

3. Inefficiency in the water provision value chain

4. Lack of approved Water By-laws

5. Lack of approved Water Implementation Plan

6. Yield testing not performed on the existing Water Schemes

7. Electricity outages (reliance to ESKOM)

1. Resistance by community to

pay for water services

2. Service delivery protests

3. Financial losses

25 1. Water Services Act 108 of 1997 and Regulations

2. National Treasury Circulars

3. ORTDM Indigent Policy

4. ORTDM Credit Control Policy

5. ORTDM Water Services By-laws

Sa

tis

fac

tory

15 1. Development, approval and

implementation of Water Communication Strategy and Plan

2. Develop tariffs for approval by ORTDM


2. Chief Financial Officer

1. 2.

30 Oct 18 30 Sep 18

Page | 63

Link to Objective

Risk No.

Risk Description


Inh

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nt

Ris

k

Valu

e

Current Controls

Co

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Eff

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Resid

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Ris

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STRATEGIC GOAL 2: Enhanced and Enabled Full Value Chains (upstream and downstream) for Agricultural Produce, Markets, Abattoirs and Aquaculture

2.1 Improve productivity and profitability of Umzikantu Abattoir by 30 June 2021.

4 Inability to meet the set production volume targets

1. Insufficient livestock for slaughtering

2. Inadequate marketing capacity

3. Legislative environment

4. Poor maintenance of infrastructure

1. Loss of revenue due to penalties and litigations

2. Poor reputation of the Abattoir

3. Missed opportunities

4. Down grading of the Abattoir

20 1. Sourcing livestock from the Public, Auction and Adam Kok

2. Existing slaughter facility

3. Documented Abattoir Hygiene Management System (SOPs and Protocols)

4. Existing Abattoir Registration Certificate

5. Marketing Officer

Sa

tis

fac

tory

12 1. Develop Maintenance Plan

2. Enter into Service Level Agreement with Adam Kok Farm to supply livestock

3. Development and implementation of Abattoir Marketing Strategy

4. Facilitate the finalisation of the Memorandum of Agreement (MOA) with TARDI

Abattoir Manager 1. 31 Jul 18 2. 31 Jul 18 3. 31 Jul 18 4. 01 Jul 18

2.2 Utilise Adam Kok Farms as primary production hub for agricultural produce)

5 Inability to fully utilise Adam Kok farms

1. Livestock disease outbreak

2. Livestock Theft 3. Fire outbreaks 4. Climate

conditions

1. Loss/forfeiture of revenue

2. Reputational damage which may be caused inability to meet customer demands

25 1. Vet services and medication contracts in place

2. Qualified and experienced personnel

3. Physical security and fence are currently utilised

4. Constant updates from Farmers Association

5. Budget allocated for Crop Production

Sati

sfa

cto

ry 15 1. Develop

Capitalisation Plan

2. Develop strategy on enhancement production hub for agricultural produce at Adam Kok

1. Farm Manager

2. Farm Manager

1. 31 Jul 18 2. 31 Jul 18

STRATEGIC GOAL 3: Diversified Partnership that Promote Inclusive Socio-economic Development and Growth

3.1 Optimize linkages of meat industry value chain that enhance functionality of Umzikantu Abattoir by 30 June 2021

6 Inability to fully optimise linkages of meat value chains

1. Competition between Abattoir's targeting the same market

2. Stringent Meat market requirements

1. Missed opportunity which may lead to targets not met

2. Loss of revenue

15 Curing hides and skins for selling to available market

Weak 12 Facilitate partnership between abattoir suppliers and external stakeholders

Abattoir Manager 31 March 2019

Page | 64

Link to Objective

Risk No.

Risk Description


Inh

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Ris

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Valu

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Current Controls

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Eff

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Resid

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3.2 Optimize linkages of fruit and vegetable industry value chain in support of Fresh Produce Market by 30 June 2021

7 Inability to fully optimise linkages of fruit and vegetables value chains

1. Inadequate supply of agricultural produce to the fresh produce market

2. Lack of Agro- processing strategy

1. Missed opportunity which may lead to targets not met

2. Loss of revenue

15 1. Potato processing plant (washing, grading and packaging)

2. Off-take Agreements with Local Farmers

Weak 12 1. Facilitate signing of SLA with the Market Agent

2. Facilitate partnership between fresh produce suppliers and external stakeholders

3. Develop Agro- processing Strategy

Market Master 1. 2. 3.

31 Jul 18 30 Dec 18 31 Mar 19

3.3 Optimize linkages of a rapid livestock production industry value chain that enhance functionality of Adam Kok Farms by 30 June 2021

8 Inability to fully optimise linkages of livestock value chain

1. Unwillingness of subsistence farmers to supply livestock

2. Competition between Adam Kok Farm and other feed lots

1. Missed opportunities on fully exploiting value chain

2. Loss of revenue

15 1. Farm with grazing and arable land

2. Availability of Livestock

3. Existing Abattoir and Fresh Produce with sufficient infrastructure and capacity to accommodate volumes coming from Adam Kok

Weak 12 1. Partner with Local Municipality's and DRDAR on farmer incubation programmes

2. Conduct organised Livestock buying centres

Adam Kok Farm Manager

1. 2.

30 Sep 18 31 Jul 18

STRATEGIC GOAL 4: Dynamic, Capable and Sustainable State Owned Company

4.1.Ensure Business Processes, Tools and Systems that support implementatio n of the Strategy and continued viability of the organisation by 30 June 2021

11 Inadequate ICT systems to support organization

1. Lack of comprehensive needs analysis

2. Non-compliant server room

3. Lack of ICT Master Plan and Business Continuity Plan

4. Lack of Offsite Backup

5. Outdated ICT Software

1. Missed/lost opportunities to technological developments

2. Loss of productive time due to system down time

3. Loss of electronic information

4. Interruption to Business Continuity

5. Negative audit outcome

20 1. Local based server in place

2. Periodic internal backups are done

3. Automatic enterprise resource planning systems backed- up by outside service provider

4. ICT Security Policy and Standards in place

5. Backup Policy in place

6. Continues update and upgrading of ERP

Sa

tis

fac

tory

12 1. Conduct integrated ICT Risk Assessment

2. Develop ICT Master Plan

3. Develop ICT Business Continuity Plan

4. Review of ICT Policies

5. Facilitate establishment of ICT Steering Committee

6. Facilitate adoption of Disaster Recovery Plan

Head: Corporate Services

1. 2. 3. 4. 5. 6.

30 Sep 18 31 Mar 19 31 Dec 18 31 May 18 31 Jul 18 31 Jul 18

Page | 65

Org

. D

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n P

rin

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De

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d O

rg. D

esig

n

20. OPERATING MODEL Our Operating Model is a process of clarifying the strategic goals and objectives. This Business

model is the link between Knowledge Management (how to do it well) and Value Creation (what

is the right thing to do).It is a blueprint of the business strategy of the Entity. Each element of the

Operating Model has been designed to contribute to the success of the Entity and will have an

impact on both the income statement and the balance sheet. This model will provide a visual

way of displaying how things work and a how all these visuals fit together as depicted in the

diagram below:

DIAGRAM 3: OPERATING MODEL

OPERATING MODEL

STRATEGY EXECUTION

Define Vision and Values

Decide where to operate

and where to win

Determine specific

strategy elements to

optimise:

⁻Business definition

⁻Sources of Growth

⁻Drivers of Value

⁻Priority Customer

Needs

⁻Critical Capabilities

⁻Key Decisions

⁻Cost Targets

Structure Accountabilities

Governance Ways of Working

Capabilities, People,

Processes and Technology

Implement Roadmap

Deliver Capability Plan

Reinforce key behaviours

Implement Performance

Management and

Feedback Loops

Mitigate Risk

Page | 66

DIAGRAM 4: SOCIO-ECONOMIC DEVELOPMENT IMPACT

21. CONCLUSION

In conclusion, this document sets out a broad course of action for the Entity, taking into

consideration the political and socio-economic conditions that dictate the pace of progress or

lack thereof, which can be achieved. The document is not an implementation or action plan,

but a statement of positioning Ntinga in its existing operating environment. It sets out elements

that are critical to chart the organisation’s cause over the three financial years (2018/19 –

2021/21).

Page | 67

Cognisance must be taken into account of the fact that the targets that the organisation may

achieve will be a function of both the needs of its stakeholders, and the support that the

stakeholders will lend to this process. In this context, the support of the P a r e n t Municipality,

the Local Municipalities, and partner development organisations will be pivotal, notwithstanding

the oversight role that the Board of the Entity is expected to play.

Another critical element that will dictate the pace of the organisation is the degree to which

Management will be supported and spurred on to deliver, taking into consideration the need to

attract appropriate skills to this unique type of a re-engineered organisation, and the

environmental challenges that are a feature of its existence.

This strategy document needs to be read in conjunction with the Entity’s Service Delivery

and Budget Implementation Plan (SDBIP), to see the extent to which the targets set for

delivery support the strategy, on an annual basis.

The Board of Ntinga supports and commits to the Shareholder, that it will drive the organisation

in a manner that will add value to the district, and that socio- economic development will not

only be a wish, but a reality for the betterment of the people in the entire district, to ultimately

result to:

“Vibrant and Sustainable Communities”

Documents

Ntinga O.R. Tambo Development Agency SOC Ltd · 2019. 8. 6. · Ntinga O.R. Tambo Development Agency SOC Ltd Strategic Business Plan 2018/19-2021. i OFFICIAL SIGN ... Acronyms or