THE SOUTH AFRICAN WEATHER SERVICE ANNUAL PERFORMANCE REPORT 2014/15 DASHBOARD 15 OCTOBER 2015 Dr. L. Makuleni

THE SOUTH AFRICAN WEATHER SERVICE ANNUAL PERFORMANCE REPORT 2014/15

DASHBOARD

15 OCTOBER 2015Dr. L. Makuleni

Contents

• Overview and Context

• Performance 2014/15

• Audited Financial

Statements

• Conclusion

Overview and Context

Prudent Management of Resources Human Capital Infrastructure And Financial Discipline

Good Customer satisfaction environment Overall Customer Satisfaction rating at

84.7%(2013/14)

Opportunities to improve

Product Development and Service Delivery Organisational Maturity

3

AG Financial Year 2014/15 Audit Report

4

AG Financial Year 2014/15 Audit Report

5

STAKEHOLDER SURVEY OUTCOMES

Organisational image

Quality of SAW's products/services

Quality of service

Overall satisfaction

83.5%

85.9%

84.4%

84.7%

83.4%

84.4%

84.4%

84.8%

Performance scores - overall

The overall performance score in 2015 has remained flat at 84.8% - with a performance score of 84.7% in 2014.

PERFORMANCE SCORES: OVERALL COMPONENTS

6

• Achievements in developing products and services for support of various sectors:

o Rapidly Developing Thunderstorm (RDT)o Convective Rain Rate (CRR)o New Public Good Fire Danger Index (FDI) products developed for

each provinceo Lightning Threat Index (LTI)o Cloud Top Temperature o Cloud Type Identifier

• Leadership positions – Improved influence on Climate change

ACHIEVEMENTS & SUCCESSES

7

• Conclusion of the NFCS Landscape Report as a step towards implementation of the framework.

• SAWS Marine strategy development – supporting Operation Phakisa and enabling the Blue Economy

• Achieved Re-certification - ISO 9001

• Acquisition of the HPC – enhanced SAWS’ numerical prediction capabilities. – Third most powerful HPC in South Africa.

ACHIEVEMENTS & SUCCESSES

8

Achieved 21

Partially Achieved 2

Not achieved 4

Total 27

78%

7%

15%

% Achievement on Performance Objectives

Achieved Partially achieved Not Achieved

Overall Achievement – 85%

Not Achieved – 15%

PERFOMANCE ON OBJECTIVES

9


10

All 4 Targets Achieved

Strategic Goal 2: To ensure effective management of Stakeholder, Partner and Client Relations

7 out of 8 Targets Achieved

% Increase in partnerships - Not Achieved - Target 17%(1 partnership)


11

Strategic Goal 4: To ensure continuous organisational effectiveness and efficiency

2 out of 3 targets achieved

Strategic Goal 3: To address the short-term viability and long-term sustainability of SAWS revenue and ensure continued fiscal discipline

% Commercial Revenue GrowthNot Achieved

1 targets out of 2 Achieved (Partially)Achieved(Radar data)

12

Strategic Goal 5: To create a strategy -driven human capital capacity for SAWS performance

7 out of 10 Targets Achieved

- 2 Not Achieved - 1 Partially Achieved


13

Strategic Goal 5: To create a strategy -driven human capital capacity for SAWS performance

Not achieved Increase in Employee Satisfaction Index Formal evaluation for the 2014/15 year was deferred due to lack of funds.

Not achieved Increase in percentage readiness of critical successors Other training programmes deferred to next financial period due to financial constraints.


Partially AchievedNumber of Bursaries 62 awarded against target of 75 due to

financial constraints

STRATEGIC GOAL 1:

TO ENSURE THE CONTINUED RELEVANCE OF THE ORGANISATION IN DELIVERING METEOROLOGICAL AND

RELATED PRODUCTS AND SERVICES

Actual Performance Against Targeted Performance - Interpretation KeyAchieved Met all

requirementsPartially Achieved

Met requirements substantially – there may be changes to requirements

Not Achieved

Met none/ some requirements – Requires urgent attention

STRATEGIC GOAL 1: TO ENSURE THE CONTINUED RELEVANCE OF THE ORGANISATION IN DELIVERING METEOROLOGICAL AND RELATED PRODUCTS AND SERVICES

15

SO 1.1: Maintain compliance with all statutory requirements

Performance Indicator

Baseline2013/14

Annual Target 2014/15

Achievements Challenges Corrective measures

Overall performance

Unqualified audit

Financially unqualified audit with no emphasis of matter

Unqualified audit

Achieved Unqualified audit

N/A N/A

STRATEGIC GOAL 1: TO ENSURE THE CONTINUED RELEVANCE OF THE ORGANISATION IN DELIVERING METEOROLOGICAL AND RELATED PRODUCTS AND SERVICES SO 1.2: Provide programmes and applications for weather and climate variability, climate change adaptation and mitigationPerformance Indicator

Baseline2013/14



Overall performance

Application usage levels

New KPI 70% Achieved Application usage levels of 96.5%

This is a new indicator; the uptake of the products was much higher than anticipated

N/A N/A

Number of applications developed

2 applications developed

1. Temperature Humidity Index (THI)

2. Growing Degree Days (GDD)

2 Achieved 2 applications developed

1. Hydrological Application

2. Defence Application

N/A N/A

16

STRATEGIC GOAL 1: TO ENSURE THE CONTINUED RELEVANCE OF THE ORGANISATION IN DELIVERING METEOROLOGICAL AND RELATED PRODUCTS AND SERVICES

17

SO 1.3: Develop products and services


Baseline2013/14



Overall performance

Number of new products and services developed

New KPI 4 products and/or services developed

Achieved6 products and/or services developed namely:1. Rapidly Developing

Thunderstorm (RDT)2. Convective Rain Rate (CRR)3. New Public Good Fire

Danger Index (FDI) products developed for each province

4. Lightning Threat Index (LTI)5. Cloud Top Temperature 6. Cloud Type Identifier

N/A Cloud Top Temperature andCloud Type Identifier were as a result of adopting the Nowcasting Satellite Application facility (SAF) output for African conditions, which improved efficiency in the development of related applications

STRATEGIC GOAL 2:

TO ENSURE THE EFFECTIVE MANAGEMENT OF STAKEHOLDER, PARTNER AND KEY CLIENT RELATIONS

STRATEGIC GOAL 2: TO ENSURE THE EFFECTIVE MANAGEMENT OF STAKEHOLDER, PARTNER AND KEY CLIENT RELATIONS

19

SO 2.1: Promote SAWS and its distinctive capabilities


Baseline2013/14



Overall performance

Stakeholder Satisfaction Index

Overall customer satisfaction at 85%

75% Achieved 84.8% Stakeholder Satisfaction Index

A decrease in satisfaction was anticipated due to reduced financial resources

N/A N/A

Communications Strategy and plan

Draft document developed

Implementation of programmes as per the Communications Plan

Achieved Programmes implemented as per the Communications Plan

N/A N/A


20

SO 2.2: Manage and leverage strategic partnerships and collaborations to ensure SAWS sustainabilityPerformance Indicator

Baseline2013/14



Overall performance

A reviewed Stakeholder Relations Framework

Draft Stakeholder Relations Framework developed

Reviewed Stakeholder Relations Framework

AchievedA reviewed Stakeholder Relations Framework

N/A N/A

Programmes of Action linked to MoUs

New KPI 5% of MoUs linked to action plans

Achieved14% of MoUs linked to action plans1. Instituto Naciona

de Meteorologia (INAM)

2. SAAQIS3. SANSAThe SANSA programme of action was completed ahead of schedule

N/A N/A


21

SO 2.2: Manage and leverage strategic partnerships and collaborations to ensure SAWS sustainabilityPerformance Indicator

Baseline2013/14



Overall performance

Percentage increase in partnerships

New KPI 17% increase in partnerships

Not achievedNo increase in partnershipsAfriGIS HydroLogic agreement will be finalised in 2015/16

AfriGIS was appointed and the contract not finalised

AfriGis contract is now signed

HydroLogic Agreement being finalised

STRATEGIC GOAL 2: TO ENSURE THE EFFECTIVE MANAGEMENT OF STAKEHOLDER, PARTNER AND KEY CLIENT RELATIONSSO 2.3: Position SAWS as a pre-eminent meteorological institution nationally, regionally and globally


Baseline2013/14



Overall performance

Number of leadership positions held

NEW KPI 10 Achieved10 leadership positions held1. Unit Manager: AQI elected president of

the National Association for Clean Air2. Unit Manager: AQI appointed to

Botswana/SA RESA Technical committee

3. CEO: Member of the WMO International Committee for the Gender Dimensions Conference

4. CEO: Chair of the task force on Monitoring & Evaluation under the Strategy & Operational Planning Committee of the Executive Council

5. Marine (6) JCOMM Co-President 6. Vice chair for IBPIO7. Task team on Capacity Building for

DBCP8. Vice Chair for JTA 9. Vice chair of the Inter-term WMO

Satcom Forum 10. CEO: re-elected as the Co-Vice Chair of

the Intergovernmental Board on Climate Services (IBCS

N/A N/A

22


23

SO 2.3: Position SAWS as a pre-eminent meteorological institution nationally, regionally and globally


Baseline2013/14



Overall performance

Number of strategic communication publications

NEW KPI 4 Achieved4 strategic communication publications1. TOPCO 20 years of

democracy in Government and Business publication -

2. ATNS coffee table book as they celebrated the organisation’s 21 years of existence

3. TOPCO Environment 20 years publication

4. Public Sector Magazine (PSM)

N/A N/A

Number of scientific publications

NEW KPI 14 Achieved28 scientific publications

A decrease in the number of publications was anticipated due to reduced financial resources

N/A N/A

STRATEGIC GOAL 3:

TO ADDRESS THE SHORT-TERM VIABILITY AND LONG-TERM SUSTAINABILITY OF SAWS REVENUE AND ENSURE

CONTINUED FISCAL DISCIPLINE

STRATEGIC GOAL 3: TO ADDRESS THE SHORT-TERM VIABILITY AND LONG-TERM SUSTAINABILITY OF SAWS REVENUE AND ENSURE CONTINUED FISCAL DISCIPLINE

25

SO 3.1: Grow public good (PG) revenue


Baseline2013/14



Overall performance

PG revenue growth

8% increase year-on-year excluding SAAQIS

138 Achieved: 138,229 N/A N/A

SO 3.2: Grow aviation revenue


Baseline Annual Target 2014/15


Overall performance

% aviation revenue growth

R82 million income is on a cost recovery basis and the tariff was set lower than required by the RCMS

101 Achieved: 104,5

Target exceeded due to increased actual air traffic volume relative to budget

N/A N/A

STRATEGIC GOAL 3: TO ADDRESS THE SHORT-TERM VIABILITY AND LONG-TERM SUSTAINABILITY OF SAWS REVENUE AND ENSURE CONTINUED FISCAL DISCIPLINE

26

SO 3.3: Grow commercial revenue


Baseline2013/14



Overall performance

% commercial revenue growth

R6.2 million – this is a relatively new area and the market is being developed

26** Not achieved: 12,5M

Deviation due to lower sales in meteorological equipment and Lightning Detection Network data.

Adverse economic conditions.

The organisation is engaging a number of actions ranging from a review of strategic partnerships to placing products aggressively in identified markets and adding to its product mix

** Conditional on the approval of the SAWS/WIS transaction

STRATEGIC GOAL 4:

TO ENSURE CONTINUOUS ORGANISATIONAL EFFECTIVENESS AND EFFICIENCY

STRATEGIC GOAL 4: TO ENSURE CONTINUOUS ORGANISATIONAL EFFECTIVENESS AND EFFICIENCYSO 4.1: Improve and enhance optimal observation network, processing and dissemination platforms Performance Indicator



Overall performance

% Availability of dataRadarLDN

NEW KPI *Radar data availability = 70%

Partially achieved

Not Achieved % Availability of data Radar = 56.81%

Low availability of radar data was due to long delivery lead time of spares (up to 10 months) by the supplier; unreliable power supply/load shedding.

Management is making concerted efforts to address these challenges

LDN data availability = 80%

Achieved % Availability of data LDN = 96.48%Over achievement of LDN data availability was due to improvements in remote access diagnostics and trouble shooting of lightning sensors faults, and also ongoing management of relations with landlords as key stakeholders at sites where sensors are installed

N/A N/A

28

STRATEGIC GOAL 4: TO ENSURE CONTINUOUS ORGANISATIONAL EFFECTIVENESS AND EFFICIENCY

29

SO 4.2: **Retain and maintain Total Quality Management System




Overall performance

Maintenance of ISO Certification

Certification maintained subject to the resolution of deviations identified

Retention of ISO Certificate

AchievedRetention of ISO Certification

** Poor maintenance of critical infrastructure, lack of infrastructure recapitalisation as well as the general of investment in operations, will impact negatively on the ability to retain certification. Reduction in travel budgets may impact on the ability to conduct internal audits as well as the continued training of auditors.

STRATEGIC GOAL 5:

TO CREATE A STRATEGY - DRIVEN HUMAN CAPITAL CAPACITY FOR SAWS PERFORMANCE

STRATEGIC GOAL 5: TO CREATE A STRATEGY - DRIVEN HUMAN CAPITAL CAPACITY FOR SAWS PERFORMANCE

31

SO 5.1: Ensure the availability of strategy-driven human capital capacity


Baseline2013/14



Overall performance

Talent retention rate

94.62% 92% Achieved 98% talent retention rate

Due to ongoing engagement of employees and continued enhancement of employee targeted programmes

N/A N/A

Established commercial structure

New KPI Operational commercial structure

Achieved Established operational commercial structure

GM position vacant at the end of the 2014/15 financial period

N/A N/A

% Average organisational performance rating

New KPI 75% Achieved 78.26% Average organisational performance rating

N/A N/A


32



Baseline2013/14


Achievements Challenges Corrective measures Overall performance

Increase in Employee Satisfaction Index

New KPI 5% Not AchievedIncrease in Employee Satisfaction IndexFormal evaluation for the 2014/15 year deferred due to lack of funds, climate survey due in quarter 4 2013/14 was conducted in quarter 1 of 2014/15. This forms the baseline for further evaluation.

Financial constraints

Due to financial constraints and the time it takes to achieve the desired impact with the implementation of the recommendations, a further survey will be conducted in the 2017/18 financial year. A number of corrective measures are being considered and implemented.


33



Baseline2013/14



Overall performance

Increase in resource competency index

New KPI 5% Achieved20.85 increase in aviation competenciesPriority was given to competencies as per the regulatory requirements

N/A N/A

Increase in employee capability score

New KPI 5% Achieved39.8% of PDP implementation achievedPriority was given to training related to regulatory requirements

N/A N/A


34

SO 5.2: Build a talent pool for atmospheric science and related services


Baseline 2013/14


Achievements Challenges Corrective measures Overall performance

Number of bursaries

The organisation managed to achieve 95% of the target (40 bursaries)

75 Partially achieved 62 bursaries were awarded due to financial constraints

Financial constraints

Other sources of funding to be identified and utilised.

Increase in percentage readiness of critical successors*

Modified KPI

50% readiness of identified successors to take up positions

20% readiness of identified successors to take over positions

Not achieved Increase in percentage readiness of critical successors

Some training programmes deferred to next financial period due to financial constraints

A comprehensive training programme is being implemented for senior management. Informal programmes are currently being utilised at other levels. The development and implementation of the various interventions remains subject to availability of funding.


35

SO 5.2: Build a talent pool for atmospheric science and related services


Baseline2013/14



Overall performance

Developed and presented plan

New KPI Development and presentation of plan to MINMEC

AchievedDeveloped and presented the plan to MINMEC

Presented ahead of schedule

N/A N/A

Percentage of bursars absorbed by SAWS in critical strategic areas

93% of the graduates for critical scientific and technological areas were absorbed

45% Achieved65% of bursars absorbed by SAWS in critical strategic areas

A higher absorption rate was achieved due to funded vacant positions

N/A N/A

SAWS EMPLOYMENT EQUITY STATISTICS

HCS Strategy Plan

SAWS STATS VS THE DEMOGRAPHICS OF SA- EMPLOYMENT EQUITY

AS AT 31/03/2015

Note – National Demographics targets as at June 2015. EE plan targets in line with skills availability - interventions include the recruitment plan targeting skills development amongst africans

Race National Demographics

SAWS EE Plan Targets

SAWS - 2014/15

Deviation from target / demographics

SAWS - Currently

Africans 79.8% 74.0% 67% -12.8 67.8%

White 8.70%

Achieved/ Over- achieved as per

the National demographics of

the country

21.1% 12.4% 20.5%

Coloured 9% 8.5% -0.5% 9%

Indians 2% 2.7% 0.7% 2.7%

37

Occupational Levels Male Female Foreigners

Total

A C I W A C I W

Top management 2 0 0 0 2 0 0 1 5

Senior management 7 0 1 0 8 0 0 2 18

Professionally qualified and experienced specialists

38

4

1

21

18

1

0

8

3

94

Skilled technical and academically qualified workers, supervisors

57 6 4 25 28 4 4 16 1 145

Semi-skilled and discretionary decision making

40 9 0 8 41 8 1 4 111

Unskilled and defined decision making

12 3 0 0 2 0 0 0 17

Temporary Employees 7 0 0 1 9 0 0 0 17

TOTAL PERMANENT 163 22 6 55 108 13 5 31 4 407

SAWS EMPLOYMENT EQUITY PROFILE

38

• EE Targets as per EE Plan - 91% achievement of EE targets for 2014/15 period;

• Women at Management level - 41% of women at Management

• New Recruits - 89% Africans and 50% is women and 80% at Management level;

• Skills Development - 86% of the overall training budget spent on Africans 24% on women;

• Bursaries – 62 bursaries awarded –

- 47% (29)were awarded to women

- 89% (55) of the bursaries were awarded to Africans

Doc Ref n: PCEA-OCT-2015

HCS Strategy Plan

KEY ACHIEVEMENTS - EMPLOYMENT EQUITY

39


2010/11 2011/12 2012/13 2013/14 2014/15050100150200250300350400450

224 233 244 253 296

379 379 387 389 407No. of Africans vs Total Headcount

Africans Total 40

HCS Strategy Plan

MILESTONES - EMPLOYMENT EQUITY

• Shortage of core competencies required for the overall operation of the organisation;

• Shortage of women in the field of atmospheric sciences; and

• Budget constraints for the implementation of some of the key programmes aligned to

the Employment Equity Plan;


CHALLENGES - EMPLOYMENT EQUITY

EMPLOYMENT EQUITY CHALLENGES

41

Audited Annual Financial Statements

FOR THE YEAR ENDED 31 MARCH 2015

Annual Financial Statements for the year ended 31 March 2015

Statement of Financial Performance

43

Description 2014/15 2013/14

R R R %Revenue

Government grant - operational expenditure 152 489 000 162 943 000 (10 454 000) -6%

Aviation revenue 104 506 155 81 952 308 22 553 847 28%

Non-regulated commercial revenue 12 522 576 16 247 150 (3 724 574) -23%

Other Income 10 821 362 16 101 396 (5 280 034) -33%Total Revenue 280 339 093 277 243 854 3 095 239 1%

Expenditure

Administrative (15 133 160) (8 392 240) (6 740 920) -80%

Operating (93 047 824) (97 228 945) 4 181 121 4%

Employee (173 250 502) (163 427 742) (9 822 760) -6%

Total Expenses (281 431 486) (269 048 927) (12 382 559) -5%

Operating (Deficit) / Surplus before Depreciation, Amortisation and Capital Income Grant (1 092 393) 8 194 927 (9 287 320) -113%

Depreciation and Amortisation (26 540 956) (26 105 345) (435 611) -2%(Deficit) before Capital Income Grant and Fair Value Adjustments (27 633 349) (17 910 418) (9 722 931) -54%

Capital Income Grant 30 000 000 20 000 000 10 000 000 50%

Surplus before Fair Value Adjustments 2 366 651 2 089 582 277 069 13%

(Loss) in Fair Value - Property, Plant and Equipment - (300 986) 300 986 100%

(Loss) / Gain in Fair Value Adjustment - Investment Property (26 400 627) 38 654 397 (65 055 024) -168%

Actuarial (Loss) / Gain - Defined Benefit Pension Plan (1 588 000) (279 000) (1 309 000) -469%

(Deficit) / Surplus for the year (25 621 976) 40 163 993 (65 785 969) -164%

Increase / (Decrease)

Annual Financial Statements for the year ended 31 March 2015Statement of Financial Performance (Actual to Budget Comparison)

44

Actual Budget Variance Variance

Description 2014/15 2014/15 2014/15 2014/15

R R R %

Revenue

Revenue from non-exchange transactions 188 307 790 184 489 000 3 818 790

Government grant - opex 152 489 000 152 489 000 -

Government grant - capex 30 000 000 30 000 000 -

Contributions and donations 5 818 790 2 000 000 3 818 790

Revenue from exchange transactions 122 031 303 132 800 000 (10 768 697)

Commercial revenue 117 028 731 127 800 000 (10 771 269)

Other revenue 5 002 572 5 000 000 2 572

Total revenue 310 339 093 317 289 000 (6 949 907) -2.19%

Expenditure

Administrative expenses (15 133 160) (10 580 163) (4 552 997)

Employee costs (173 250 502) (196 400 853) 23 150 351

Amortisation (2 753 953) (3 121 060) 367 107

Depreciation (23 787 003) (25 622 268) 1 835 265

Other operating expenses (93 047 824) (80 307 984) (12 739 840)

Total expenditure (307 972 442) (316 032 328) 8 059 886 2.55%

Total Net Variance 0.36%


Total Revenue

45

Budget: 2014/15 Actual: 2014/15 Actual 2013/14

Total revenue 317289000 310339093 297243854

287,500,000

292,500,000

297,500,000

302,500,000

307,500,000

312,500,000

317,500,000

Axis Title


Total Expenditure

46

Budget: 2014/15 Actual: 2014/15 Actual 2013/14

Total Expenditure 316032328 307972441 295154272

282,500,000

287,500,000

292,500,000

297,500,000

302,500,000

307,500,000

312,500,000

317,500,000

Axis Title


Statement of Financial PerformanceRevenue

Revenue from Non-exchange Transactions:• Government Grant represents 59% of total revenue• Total Operational grant decreased by 6.4% (R10,45 million) year-on-year

SAWS Operational Grant decreased by 7.5% (R11,26 million) year-on-year

SAAQIS income increased by 6% (R807k) to R14,26 million year-on-year

Revenue from Exchange Transactions:Regulated• Aviation income increased by 28% from R81,95 million to R104,5 million year-

on-year actual revenue was above the budget - higher volume numbers

Non-regulated Commercial Income • Decreased by 23% from R16,25 million to R12,52 million year-on-year

decrease in sale of Lightning Detection Network (56%) and Automatic Weather System instruments (80%)

Regional Training Centre sales amounted to R0.291 million, a decrease of R0.525 million year-on-year

47


Statement of Financial PerformanceExpenditure

Total Expenditure before Depreciation and Amortisation has increased by 5% year-on-year from R269,05 million to R281,43 million.

Administrative Expenses • Increased by 80% year-on-year from R8,39 million to R15,13 million • The increase was mainly due to:

Provision for doubtful debts increased with R4,68 million for the year Legal fees increased from R0,60 million to R2,77 million

Employee Costs• Increased by 6% year-on-year to R173,25 million (2014: R163,43 million) • Achieved a R23,15 million positive variance to budget due to vacancies and unfilled posts

Operating Expenses • Other operating expenses decreased by 4% (R4,18 million) from R97,23 million to R93,05

million year-on-year, due to: Aircraft expenses decreased from R1,03 million to R0,154 million Motor vehicle expenses decreased from R1,88 million to R1,14 million

Expenses were contained by monitoring expenditure in line with the National Treasury Instruction on Cost Containment measures

48

49

Property, Plant and Equipment

Garsfontein Property:• Value of head office portion - decreased from R20,56 million to R13,22 million

decrease of R7,34 million debited to Revaluation Reserves (Statement of Financial Position); Prior year there was an increase of R7,62 million in fair value of property

• Value of sub-leasing portion - decreased from R83,18 million to R56,78 million decrease of R26,4 million debited (loss) to Fair Value Adjustments (Statement

of Financial Performance); Prior year there was an increase in of R38,65 million in investment property

Other Property:• Slight increases in Irene - (R0,200 million); and Bethlehem - (R0,175 million), -

buildings

Post Retirement Medical Aid Benefit• Resulted in an actuarial loss of R1,59 million (R0,279 million in 2013/14)


Effect of Fair Value Adjustments

50

Assets

Total assets – decreased by 4% from R544 million to R522 million• Non-Current Assets - decreased slightly by 0.11% from R443,79 million to R443,30

million – Acquisitions for 2014/15 amounted to R60 million, mainly:

Computer Servers of R47 million related to High Performance Computer Computer Software of R2 million Meteorological and Air Quality Equipment of R10 million

• Current Assets - decreased by 21.84% from R100 million to R78 million – Cash and cash equivalents decreased from R77 million to R57 million

Liabilities

Total liabilities-increased by 18% from R59 million to R70 million • Non-current liabilities - decreased by 1.19% from R15,09 to R14,91 million

– Retirement benefit obligations decreased from R12,95 million to R11,85 million• Current liabilities - increased by 24.71% from R44,31 million to R55,26 million due to:

– Trade and Other Payables increase by 16.63% from R25,92 million to R30,23 million

– Provisions which have increased from R11,88 million to R15,19 million– Unspent Donor funds increased by R3,57 million

Annual Financial Statements for the year ended 31 March 2015Statement of Financial Position

51

The following result for the 2014/15 Regularity Audit has been achieved:

• No material misstatements in the Annual Financial Statements submitted 29th May 2015

• Unqualified Opinion on the Usefulness and Reliability of Performance Information

• Dashboard on the Drivers of Internal Control – All green this year except for 1 (one) ICT that remained yellow, previous year 5 (five) yellows

• Assessment of Assurance Drivers: Senior Management to Audit Committee – All Green


Regularity Audit Outcome

52

The following result for the 2014/15 Regularity Audit has been achieved:

• No deficiencies reported on Internal Control

• Specific Focus Area: Procurement and Contract Management – No findings

• No unfavourable Financial Indicators that relate to:– Budget -; Expenditure -; Revenue -; Asset and liability -; and Cash

management

• Unqualified Audit Opinion on the Annual Financial Statements with no emphasis of matter or any other reporting on non-compliance


Regularity Audit Outcome

53

Challenges

Timeline

Establishment Phase

2001 -2007

Consolidation Phase

2007 - 2012

Sustainability Phase

2012 - FutureBu

sin

ess

mo

del

imp

lem

enta

tio

n

Sustainability – focus of strategy

• Resource mobilisation

• Strategic Partnering / Collaboration

• Positioning of SAWS

• Implementing Relevant projects

54

Documents

THE SOUTH AFRICAN WEATHER SERVICE ANNUAL PERFORMANCE REPORT 2014/15 DASHBOARD 15 OCTOBER 2015 Dr. L. Makuleni