2015/16 - cer.org.za · NGP New Growth Path NGO Non-Governmental Organisation ... economic growth, it also imposes a constraint on the ability of the province to address the other

ANNUAL PERFORMANCE PLAN

2015/16

Document 2 of 2

To obtain additional copies of this document please contact:

LIMPOPO ECONOMIC DEVELOPMENT AGENCY

Office of the Managing DirectorMain StreetLebowakgomoLimpopo

Tel: (015) 633-4700E-mail: [email protected]: www.lieda.co.za


2015/16

3

A n n u a l P e r f o r m a n c e P l a n 2 0 1 5 / 1 6

It is hereby confirmed that this Annual Performance Plan for the Limpopo Economic Development Agency:• was developed by the management team of LEDA under the guidance of the Board;• was prepared in alignment with the draft strategic plan of LEDA; and• accurately reflects the performance targets which LEDA will endeavour to achieve over the period 2015/16,

given the available resources.

Mr LP Kekana Signature:Group Chief Financial Officer

Date:

Mr STM Phetla Signature:Group Chief Operations Officer

Date:

Mr L Masia Signature:Managing Director

Date:

Mr MH Lekota Signature:Chairperson of the Board

Date:

Mr S C Sekoati Signature:MEC: LEDET

Date:

OFFICIAL SIGN-OFF

4


ABBREVIATIONS AND ACRONYMS

ABC Activity Based Costing

AG Auditor General

APP Annual Performance Plan

BBBEE Broad Based Black Economic Empowerment

BCP Business Continuity Plan

BP Business Plan

BRICS Brazil, Russia, India, China and South Africa Block

CAPEX Capital Expenditure

CDW Community Development Workers

CFO Chief Financial Officer

CMR Corridor Mining Resource (SOC) Ltd

COO Chief Operations Officer

Coop Cooperative

CRM Customer Relationship Management

CSI Corporate Social Investment

CWP Community Works Programme

DDI Domestic Direct Investment

DTI Department of Trade and Industry

EAP Employee Assistance Programme

EE Employment Equity

EMT Executive Management Team

EPWP Expanded Public Works Programme

ERM Enterprise Risk Management

FDI Foreign Direct Investment

FET Further Education and Training

GDP Gross Domestic Product

GEYODI Gender, Youth, People With Disabilities

GNT Great North Transport (SOC) Ltd

HCD / M Human Capital Development / Management

HOD Head of Department

HR Human Resources

IA Internal Audit

ICT Information and Communications Technology

IDC Industrial Development Corporation

IDP Integrated Development Plan

IGR Inter-governmental Relations

IMS Information Management System

IP Intellectual Property

KPI Key Performance Indicator

KRA Key Result Area

LDCA Limpopo Development Corporation Act

LED Local Economic Development

LEDA Limpopo Economic Development Agency

5


LEDET Department of Economic Development, Environment and Tourism

MD Managing Director

M&E Monitoring and Evaluation

MEC Member of the Executive Council

MISS Minimum Information Security Standards

MOU Memorandum of Understanding

MTEF Medium Term Expenditure Framework

MTSF Medium Term Strategic Framework

NDP National Development Plan

NGP New Growth Path

NGO Non-Governmental Organisation

NSDP National Spatial Development Perspective

OHS Occupational Health and Safety

OPEX Operational Expenditure

PFMA Public Finance Management Act

PMDS Performance Management and Development System

POA Programme of Action

PPP Public and Private Partnership

6


OFFICIAL SIGN-OFF ....................................................................................................... 3

ABBREVIATIONS AND ACRONYMS ............................................................................... 4

PART A: STRATEGIC OVERVIEW ................................................................................... 9

1. SITUATIONAL ANALYSIS ......................................................................................... 9

1.1. THE PERFORMANCE ENVIRONMENT .............................................................. 11

1.2. THE ORGANISATIONAL ENVIRONMENT........................................................... 13

2. THE STRATEGIC FRAMEWORK OF LEDA REFLECTED IN THE

2015/16 – 2019/20 STRATEGIC PLAN .................................................................... 14

3. REVISIONS TO LEGISLATIVE AND OTHER MANDATES ........................................ 18

4. OVERVIEW OF 2015 /16 BUDGET AND MTEF ESTIMATES ................................... 19

PART B: LEDA 2015/16 GROUP ANNUAL PERFORMANCE PLAN ............................... 23

5. PROGRAMMES ....................................................................................................... 23

6. THE STRATEGIC OBJECTIVES OF LEDA PER STRATEGIC OBJECTIVE ............... 24

7. LEDA 2015/16 AND MTEF ANNUAL PERFORMANCE PLAN ................................. 27

8. LEDA 2015/16 QUARTER TARGETS ....................................................................... 33

PART C: LINKS TO OTHER PLANS ............................................................................... 41

9. LINKS TO THE LONG-TERM INFRASTRUCTURE AND OTHER CAPITAL PLANS . 41

10. CONDITIONAL GRANTS ......................................................................................... 41

11. PUBLIC ENTITIES .................................................................................................... 41

12. PUBLIC-PRIVATE PARTNERSHIPS ......................................................................... 41

13. MATERIALITY FRAMEWORK .................................................................................. 41

PART D: .......................................................................................................................... 43

14. TECHNICAL INDICATORS DESCRIPTIONS ............................................................ 43

TABLE OF CONTENTS

7


8


PART A:STRATEGIC OVERVIEW

9


PART A: STRATEGIC OVERVIEW

The Limpopo Economic Development Agency (LEDA) conducted a comprehensive situational analysis, including a PESTEL Analysis, SWOT Analysis and Stakeholder Analysis. The results are presented in the 5-year strategic plan to which this Annual Performance Plan is aligned and is not repeated in this document. A key high-level summary of that data is presented below:

South Africa’s quest to remedy past injustices through strategies aimed at faster economic growth, lower unemployment and poverty alleviation have been an on-going process since the advent of the Reconstruction and Development Programme (RDP) in 1994. Subsequent strategies and interventions as espoused in the Growth Employment and Redistribution Programme (GEAR), Accelerated and Shared Growth Initiative of South Africa (ASGI-SA), National Growth Path, and IPAP II, have outlined an economic policy discourse for the Country.

Most recently, the highest level of government development framework is the National Development Plan – Vision 2030 (NDP, 2012), which seeks to create a “virtuous cycle of growth and development” by removing the most pressing constraints to investment and job creation, in order to eliminate poverty and sharply reduce inequality in the country by 2030. According to the NDP, nine key challenges stand in the way of eliminating poverty and reducing inequality in South Africa:1. Too few South Africans work;2. The quality of school education for most black people is sub-standard;3. Poorly located and inadequate infrastructure limits social inclusion and faster economic growth;4. Spatial challenges continue to marginalise the poor;5. South Africa’s growth path is highly resource-intensive and hence unsustainable;6. The ailing public health system confronts a massive disease burden;7. The performance of the public service is uneven;8. Corruption undermines state legitimacy and service delivery;9. South Africa remains a divided society.

It is reasonable on the basis of the aforementioned to surmise that these challenges are also pertinent to the Limpopo Province and that public sector organisations in the province should respond accordingly.

Aligned to and building on to the NDP, the draft Medium-Term Strategic Framework (MTSF) 2015 – 2020 of government reflects 14 government outcomes, which are all-encompassing and provide a channel for the alignment of all public sector departments and entities. To this end, and as the implementing economic development agency of the province, the foremost MTSF outcome to which LEDA contributes, and against which it reports is:

Outcome 4: Decent employment through inclusive economic growth.Outcome 4 specifically reflects outputs relevant to LEDA.

However, it is understood that LEDA, through its work and focus, indirectly supports other national outcomes, which therefore also find expression in the LEDA strategic framework.

Collectively, these important National Plans define how the provincial government [LEDET in particular] has approached the establishment of the Limpopo Economic Development Agency (LEDA); in that government has necessitated a paradigm shift in policy making in South Africa, and in the Limpopo Province in particular, where employment creation and its impact on poverty alleviation is no longer viewed as a by-product of economic growth, but requires dedicated focus.

1. SITUATIONAL ANALYSIS

10


In this light, the Limpopo Economic Development Agency (LEDA) was established in terms of the Limpopo Development Corporation Act (Act 5 of 1994, as amended). It is established as an integrated platform, culminating from the amalgamation of four historical agencies, namely: Trade and Investment Limpopo (TIL), the Limpopo Business Support Agency (LIBSA), the Limpopo Agricultural Development Corporation (LADC) and the Limpopo Economic Development Enterprise (LimDev).

The establishment of the amalgamated LEDA was officially announced by the Premier in February 2010 in the State of the Province Address, based on the recommendations of the following frameworks: 1. The 2009 Provincial Fifteen Year Economic Review - lifts out key priority areas of consideration for the

province in terms of the Medium Term Strategic Framework (MTSF), as laid out in the ANC election manifesto. The fundamental economic challenges and strengths to build on for the province were also outlined.

The review sets out economic and social constraints and impediments into categories that would respond to specific policies if addressed and makes proposals on how policies should be altered in order to achieve the government economic imperatives of growth and job creation.

In addition, the review identifies drivers and impediments to be focused on to improve job creation and consequently increase sustainable levels of growth and the alleviation of poverty.

2. The Limpopo Employment Growth and Development Plan (LEGDP) highlights a myriad number of challenges to employment growth and economic development, among others: i) Provincial economic regions are struggling to overcome abject poverty but also lack productive capacities to move out of the poverty trap of high unemployment and low levels of income and growth;ii) Inability of the underdeveloped regions to tap into the power of the new economy or be pushed onto a new economic frontier; iii) Insufficient attention paid to a long term perspective of building sustainable, successful, competitive, and integrated economic regions in the provincial districts;iv) Inadequate promotion of a broad-based industrialisation path that is characterised by greater levels of participation of historically disadvantaged people and marginalised regions in the mainstream of the industrial economy;v) No targeted interventions to broaden and diversify the provincial industrial base; andvi) Insufficient efforts to address severe structural imbalances and constraints that impede the economy from developing to its full potential.

3. Limpopo Development Plan (LDP) 2015-2019

The LEGDP (2010-2014) lapsed and a new Plan, the LDP 2015-2019 has been developed for implementation by end of February 2015.This Strategic Plan is in line with the provisions of the LDP 2015-2019 and will be revised accordingly with consecutive refinement of the LDP.

The LDP came into being due to the dawn of the new electoral cycle and the inauguration of a new government administration. The Provincial administration developed the LDP which expresses the shared vision of the province along with a Strategy and the Action Plan, focusing on the five-year period from 2015 – 2019. The aim of the Plan is to inform planning and resource allocation at both provincial and municipal levels, and also provide a strategic partnership between government, private sector and civil society.

11


A single and integrated provincial economic development agency in the form of LEDA was put in place as one mechanism to address these challenges. This would enable the strengthening of co-ordination and collaboration in the areas of economic development and economic intervention and streamline and align economic support offerings in a single agency. In this regard, LEDA is positioned to provide a coherent platform of economic delivery, which will facilitate and support the provincial economy to expand from a single to double digit percentage contribution to the national GDP. The formalisation of the establishment of LEDA took place in December 2012.

As a provincial agency with the Department of Economic Development, Environment and Tourism (LEDET) acting as shareholder on behalf of the province, the Limpopo Economic Development Agency is listed as a Schedule 3D on the Public Finance Management Act (Act 1 of 1999 as amended) (PFMA). In terms of this listing, LEDA is a provincial government business enterprise; and to this end, the agency operates on sound business principles and practices.

1.1. THE PERFORMANCE ENVIRONMENT

The economic performance of Limpopo shows a volatile movement over the last decade, although the average growth in real GDP between 1996 and 2008 was 3.7% - almost the same as that of South Africa as a whole. Given that both the MTSF and the National Development Plan target a growth rate of 6% for the country by 2014, a challenge for Limpopo Province lies ahead.

The dependency of the province’s economy on agriculture and mining not only poses a big impediment for economic growth, it also imposes a constraint on the ability of the province to address the other macro-economic objectives of job creation, price stability, distribution of income, and poverty alleviation. Certain other economic challenges facing the Limpopo province remain as apparent and critical today as they were in 1994:

1. Limpopo has an unresponsive labour market. The positive economic growth over the past decade did not translate into sustainable employment opportunities. Also in comparing the unemployment rates of the province with that of the country as a whole, Limpopo lags far behind in its ability to create sufficient and sustainable jobs. The unemployment rate stays far above the national average.

2. Limpopo experienced job-poor growth. Although there has been a “trickle-down” effect, the Province’s contribution to employment creation and poverty eradication remains woefully insufficient.

3. Limpopo’s competitiveness in terms of export growth relative to South Africa is volatile, as the bulk of Limpopo’s exports consist of mining, agriculture, basic chemicals and basic non-ferrous metals. These commodity exports comprise around 85% of the total exports of the Limpopo Province. International commodity and agriculture demand and prices in nature fluctuate; and therefore impact on the big swings in the relative export competitiveness of the province.

4. Limpopo has a well-established trade base, although very dependable on commodity and agriculture exports. One obstacle to development is the distance from a sea-port, aggravated by the distance from major foreign markets. This obviously adds costs, places Limpopo exporters at a disadvantage and in some instances makes Limpopo firms uncompetitive.

The Limpopo Employment and Growth Development Plan - a linchpin plan for the province; has specific programmes that are designed to achieve structural change in critical areas of the economy. Primarily, the plan galvanizes all economic actors towards an industrialization agenda that is responsive to: • Promotion of more labour-absorbing industrial sectors, with an emphasis on tradable labour-absorbing goods

and services and economic linkages that catalyse employment creation.• Promotion of a broader based industrialization path that is characterized by greater levels of participation. • Intensification of Limpopo’s industrialization process and movement towards a Knowledge Based Economy.

12


The LEGDP suggested a fresh and exciting way of tackling the economic challenges of the province. It focuses on creating an inclusive, innovative, industrialised and green economy and a focal theme within the LEGDP was the importance of certain large-scale, macro-level interventions. The LEGDP sought to address the current structural challenges of the province by:1. Increasing public employment programmes that target people excluded from mainstream economic activity or

formal employment (rural areas, informal settlements, townships);2. Focusing on Youth employability programmes;3. Promoting active industrial and sector development strategies – to support labour absorbing sectors, and

sectors in distress, encourage export and localisation;4. Ensuring that sectors in distress receive special attention;5. Providing financial and non-financial support to SMMEs and co-operatives;6. Actively pursuing the green economy and supporting pilot projects focusing on green economy;7. More effective use of existing resources;8. Innovation and knowledge based economy – emphasising low and medium technology and Research and

Development (through academia and business);9. Creating an inclusive economy (bringing people of the province closer together through infrastructure

investment, Broadband), better services, education and health.

The above factors and considerations have contributed to the development of the LEDA Group Strategic Plan to 2019/20, and therefore also inform this 2015/16 Annual Performance Plan

This is further reflected in the following figure:

13


1.2. THE ORGANISATIONAL ENVIRONMENT

In light of the summary Performance Environment Analysis presented above, LEDA must shift its focus to ensure strong and sustainable industrial diversification in the province; and ensure that all its strategic programmes pull in the same direction and prioritize high impact and catalytic interventions.

It is intended that LEDA will lead government in planning and executing strategies towards shaping the future of Limpopo’s economy, by shifting from a culture of disaggregation to a more collaborative approach. LEDA will also take long-term steps with a view to expanding the provincial economy, by focusing specifically on projects that contribute to: • Higherratesofemployment;• Animprovedbusinessandinvestmentclimate;• Amorecompetitive,productiveandresilienteconomy;• Amorecoherentregionalbusinessbrand;• Amorediversifiedindustrialbasewhichissectorspecific;• Improveddigital,transportandlogisticalinfrastructure;• Strongregionalcoordinationofactivitiesacrosstheprovince;and• Strongworkingrelationshipswithnationalgovernmentdepartmentsandotheragencies

LEDA will re-organize existing programmes and institutions into coherent strategic programmes that are aimed at ramping up the economic performance from the current low levels of development. This requires an institutional framework that will strengthen the agency’s overall capacity to plan, prioritize, implement and fund projects and programmes effectively.

In order to provide a coordinating function across the economic spectrum, it is important that LEDA creates an enabling institutional design and system of governance; focuses on increasing levels of revenue-generating activities; and explores inherent opportunities such as: i. Interest accrual; ii. Public and Private Equity Investments; andiii. The establishment of a National Venture Capital Fund specifically designed towards industrial development.

In this light and in line with similar public entities, LEDA is established in the Public Sector, but exists outside of the Public Service, typically for reasons of:i. Strategic, social or economic intervention by the State or to deal with strategic risks and dangers that the State or society faces in respect of to its security, health, prosperity or wellbeing; and/orii. Adopting commercial and business principles in service delivery when required; and/oriii. Signalling that there is a need for objectivity and more operational autonomy, yet retaining accountability in the delivery of services.

At the time of developing this 2015/16 Annual Performance Plan, LEDA’s immediate focus is to bed down the amalgamation, strengthen the synergies between the various operations of the new entity and establish the systems, process and platform needed to operate effectively and efficiently.

14


2. THE STRATEGIC FRAMEWORK OF LEDA REFLECTED IN THE 2015/16 – 2019/20 STRATEGIC PLAN

In response to, and informed by the comprehensive situational analysis presented in the LEDA Strategic Plan 2015/16 – 2019/20, the Strategic Plan thus presents the high-level strategic framework of LEDA as follows:

ESTABLISHMENT MANDATE:

LEDA is established to provide an integrated platform for the full implementation of economic development activities emanating from the Limpopo Employment Growth and Development Plan (LEGDP), the New Growth Path (NGP) and Industrial Policy Action Plan (IPAP) II.

LEDA forms a key structural intervention to support the provincial government in stimulating and diversifying the industrial base, thereby enhancing the provincial economic capacity for industrialization and lessening dependence on the export of raw materials.

LEDA will serve as a custodian of policy coordination and implementation, thereby assisting government in identifying specific high impact projects that will accelerate and sustain the growth of the provincial economy and create productive and sustainable employment.

VISION: • A leader of sustainable economic growth and job creation

MISSION: To implement integrated economic development initiatives in Limpopo, through:• Accelerated industrial diversification;• Increased levels of trade and investment; and• Developing sustainable enterprises

The mission outlines the role of the Limpopo Economic Development Agency as the policy implementing arm of the province and LEDET, as follows:1. To provide business intelligence and research and development towards innovative solutions – use

scientific impact assessment tools and approaches to develop scenarios and business intelligence, monitor and evaluate the impact of projects, provide capacity support in areas of development - such as economic development research. Be a first point of call in terms of business and market intelligence;

2. To conceptualise economic programmes and drivers – unpacking policy directives, understanding what is unique to the region and will stimulate growth. Supporting integrated region-wide planning on economic development and investment planning and promotion. Understand the provincial value proposition and its comparative global competitiveness;

3. To identify and package development opportunities and leverage partnerships – to develop bankable business and/or project plans to best attract and leverage private sector and other partnerships and investment into targeted projects, to frame government’s involvement and exit / handover strategy and approach for identified projects and programmes. To optimise and leverage on what other partners are doing in the space;

4. To support Local Economic Development capabilities – where LED is by definition localised, to provide a regional view and supportive framework to LED in terms of how they might integrate with, and benefit from, a regional focus and strategic framework, and to identify and leverage opportunities for collaboration;

15


5. To customise support for priority economic sectors and sub-sectors – understand the value chain of the sectors targeted for support – then clearly target support towards industrialisation and the growth of labour intensive industries. Focus only on sectors that will most likely demonstrate impact and be consistent in terms of growth and development. Understand the unique selling proposition of Limpopo. Drive the global competitiveness of Limpopo – understand the global value chain;

6. To coordinate and manage the implementation of strategic infrastructure and economic interventions - to act as a “Centre of Excellence” providing capacity, capability and competence in project and programme management, project planning, project oversight and the management of development interventions; and

7. To facilitate trade and investment - sourcing and facilitating funding for investment projects within the province; support business expansion and retention; support and drive Enterprise Development and attracting new industries to the province.

INSTITUTIONAL VALUES:

Values identify the principles for the conduct of the institution in carrying out its mission. In working towards the achievement of its vision and mission, LEDA subscribes to the following internal values which are in line with the Batho-Pele principles:

The values discussion specifically emphasised that the values require targeted management intervention to ensure they are visible and “lived”, and they should be assessed as part of the performance management approach of LEDA, under direction of the Managing Director.

THE STRATEGIC GOALS OF LEDA (SYSTEMIC OUTCOMES):

The LEDA strategic goals are both reactive to the environment and development priorities and are also proactive in describing the desired future state. They are reflected as “outcomes” - specific and measureable statements describing what LEDA seeks to achieve as it pursues its strategic intent.

Individually, each goal represents an aspiration LEDA seeks to achieve as it pursues its mission (aim). The attainment of each goal will require LEDA specific focus as well as, importantly, support and collaboration from both internal and external stakeholders.

LEDA GOALS

• Accelerated economic growth development and job creation • Developed sustainable enterprises in targets sectors of the economy

LEDA VALUES WHAT IT MEANS IN PRACTICE

Accountability The obligation to account. To take responsibility for one’s actions.

Excellence To be results-oriented, cost effective; to ensure superior performance; to strive for client/stakeholder satisfaction.

Integrity To be professional, have a commitment to ethics, and focus on justice and fairness. To be honest, trustworthy, open and loyal.

Transparency The obligation to act in an open and transparent manner.

Diversity Respect for different cultures and different perspectives. To encourage different

views. To display tolerance for others. A commitment to employment equity and the

rural / urban balance needed of the organisation’s focus.

16


LEDA STRATEGIC OBJECTIVES

LEDA STRATEGIC FOCUS AREAS OF THE OBJECTIVE OBJECTIVE

1. Accelerated industrial diversification through strategic economic development interventions

2. Sustainable enterprises in targeted sectors of the economy

• Analysis of opportunities into catalytic high impact projects. Identification and packaging of development opportunities – to best attract and leverage private sector partnerships.

• To provide commercial and industrial space and to manage the existing property portfolio

• Resource mobilisation / mobilisation of strategic partnerships.

• Special Economic Zones and Corridor Development - support the development of targeted industrial activities and investments to be located in SEZs, in support of regional industrial development.

• Initiate, support and grow Industrialisation

• The purpose of the Agricultural and Rural Development programme is to provide agribusiness opportunities and agricultural support to enhance economic development

• Land, Property and Infrastructure Development - identify opportunities for residential, industrial and commercial development, and collaborate with all levels of government on strategic issues regarding infrastructure development.

• Development of knowledge based economy through infrastructure, research and innovation.

• Project Planning, Oversight and Management of Development Interventions.

• Grow subsidiary businesses.

• Identify and participate in ventures to encourage BBBEE and SMME development across various sectors

• Development of sector focused enterprise development programmes (SMME’s and Coop’s)

• Enterprise development finance

• Development of aligned products and services for enterprises in growth sectors

• Strengthen skills development to support targeted enterprises

3. Increased trade and investment in Limpopo

• Investment promotion - enabling investment environment and a positive investment image.

• Mobilisation of targeted trade and investment opportunities regionally and globally.

• Trade and investment facilitation, sourcing and facilitating funding for investment projects within the region.

• Trade and investment exhibitions and conferences.

17


4. Public accountability; sound corporate governance and sustainable resource utilisation

• Internal business excellence , systems and process optimisation.

• Business intelligence and knowledge production – linked to effective knowledge management and institutional memory.

• Financial management and control and ensuring long term financial sustainability of the business.

• Governance, risk management and compliance.

• Accountability reporting and monitoring and evaluation.

• Adherence to policies and legislative frameworks and compliance with relevant statutory requirements

• An optimally capacitated and capable organisation.

• A high performance culture underpinned by an effective performance management system and approach.

• Ensuring safe and conducive working conditions.

LEDA STRATEGIC FOCUS AREAS OF THE OBJECTIVE OBJECTIVE

• Developed funding strategy / funding model.

• Focus plan for investor recruitment and support.

• Utilise the current trade and investment protocols effectively.

• Trade promotion and targeted trade missions - increase the number of value added exports.

• Retention of and attracting new industries to the region.

• Export readiness - increase the number of value added exports.

• Attraction of industrialists

• Equity participation in viable investment projects

3. Increased trade and investment in Limpopo

A number of programmes have been defined as the mechanism for achieving the strategic goals and objectives.

The focus is on ensuring that the specified objectives are unpacked in such a way as to be specific and measurable, and against which the programmes and activities of LEDA might be implemented and reported upon.

18


It is recognised that LEDA must comply with all National and Provincial legislation and regulations, and all municipal by-laws applicable to its functions.

There have been no significant changes to LEDA’s legislative and other mandates set out in the 2015/16 – 2019/20 Strategic Plan. Any changes have been largely in the area of strategies and policies focused on implementation of the mandate.

A key feature of this Annual Performance Plan is the need to maintain it as a dynamic document and to ensure ongoing relevance and alignment with the strategy and business plan of the Shareholder, LEDET.

There have been no Court judgements or pending Court cases that impact on the work and operations of LEDA..

3. REVISIONS TO LEGISLATIVE AND OTHER MANDATES

19


4. OVERVIEW OF 2015 /16 BUDGET AND MTEF ESTIMATES

Income Statement 2012 / 13 2013 / 14 2015/16 2016/17 2017/18

Description

R Thousand Estimated Outcome

RevenueOperating Revenue 635 878 527 734 856 117 921 907 971 690 1 024 161

Operating Revenue 644 223 520 169 677 868 710 593 748 964 789 409 Interest Received 47 588 31 469 59 261 57 444 60 546 63 815 Rent Received 74 146 70 569 71 593 94 569 99 676 105 058 Dividends Received 957 7 386 5 800 6 850 7 220 7 610 Commissions Received 2 273 213 - - - Tender Fees 52 - - - - Other Non-Tax Revenue 263 - - - - Training and Admin Fees 1 831 - - - - - Expenses Recovered 15 - - - - Agro Sales 5 236 3 150 29 000 37 336 39 352 41 477 Recoveries - External 592 - 9 793 10 553 11 123 11 723 Income from Equity Investments (138 697) (113 042) 1 500 3 500 3 689 3 888 Other Operating Income - 7 430 1 090 1 062 1 120 1 180

Grants - LEDET 171 043 306 916 244 000 306 000 277 009 293 630 Services SETA > Head Office 10 000 10 540 11 109 Dept of Education 9 750 10 277 10 831 Conditional Grant from DTI 230 816 243 280 256 418 Conditional Grant from Ledet 153 878 162 187 170 945 Non Conditional Grant from DTI 13 416 14 141 14 904 Grant Donor Funding DTI - - 6 800 7 167 7 554 Total Revenue 806 921 834 650 1 100 117 1 652 567 1 696 291 1 789 553 Expenses

Current Expenses 1 005 316 1 033 084 1 152 015 1 322 911 1 394 348 1 469 643 Compensation of Employees 368 184 458 408 501 092 612 795 645 886 680 764 Use of Goods and Services 608 103 554 168 610 960 683 139 720 029 758 910 Depreciation 24 368 13 219 31 348 22 275 23 478 24 746 Interest, Dividends and Rent on Land 4 661 7 289 8 615 4 701 4 955 5 222

Interest 4 661 6 723 6 500 4 701 4 955 5 222 Dividends 0 0 - - - Rent on Land 566 - - -

Total Expenses 1 005 316 1 033 084 1 152 015 1 322 911 1 394 348 1 469 643 Surplus / (Deficit) (198 395) (198 434) (51 898) 329 656 301 942 319 910

Cash flow SummaryProfit/Loss from Operations (198 395) (198 434) (51 898) 329 656 301 942 319 910

Add Back Non Cash Items 163 065 126 261 31 348 18 775 19 789 20 858 Adjustments for: Depreciation 24 368 13 219 31 348 22 275 23 478 24 746 Other Adjustments- Associates 138 697 113 042 - (3 500) (3 689) (3 888) Operating Surplus / (Deficit) Before Changes in Working Capital(35 330) (72 173) (20 550) 348 431 321 732 340 768

Changes in Working Capital 5 616 8 954 - - - - (Decrease) / Increase in Accounts Payable 3 755 4 709 - - - Decrease / (Increase) in Accounts Receivable 4 229 4 245 - - - (Decrease) / increase in Provisions (2 369) - - - - Cash flow from Operating Activities (29 714) (63 219) (20 550) 348 431 321 732 340 768 Transfers from Government 171 043 306 916 244 000 730 660 770 116 811 702

Of which:Capital 171 043 306 916 244 000 306 000 322 524 339 940 Current - - 424 660 447 592 471 762

Cash flow from Investing Activities (16 515) (158 292) 21 550 (1 030 220) (1 085 851) (1 144 487) Investing Activities (45 225) (181 260) (108 884) (1 125 220) (1 185 981) (1 250 024) Land - (2 000) (37 890) (39 936) (42 093) Non- Residential Buildings (944) - - - Investment Property (1 308) (25 000) (439 928) (463 684) (488 723) Other Structures SEZ (Infrastructure Assets) - (32 840) (384 694) (405 467) (427 363) Mineral and Similar Non - Regenerative Resources (9 491) (16 311) (60 537) (63 806) (67 252) Loans Disbursements (8 062) (59 871) (73 640) (164 900) (173 805) (183 190) Heritage Assets - - - - Biological Assets (296) - - - Computer Equipment (837) (2 031) (11 579) (9 059) (9 548) (10 063) Furniture and Office Equipment (954) (9 934) (2 666) (4 716) (4 971) (5 239) Other Machinery and Equipment (7 675) (20 953) (9 000) (8 703) (9 173) (9 668) Specialised Military Assets - - - - Transport Assets (15 259) (12 270) (12 000) (14 443) (15 223) (16 045) Computer Software (399) (50) (350) (369) (389) Other flows from Investing Activities 28 710 22 968 130 434 95 000 100 130 105 537 Proceeds from sale of property,plant and equipment 2 667 2 134 - - Proceeds from sale financial assets 9 150 7 320 - - Decrease in loans granted 31 053 24 842 - - (Increase) / decrease in other investments (14 160) (11 328) 130 434 95 000 100 130 105 537 External Funding - Cash flow from Financing activities 114 684 108 950 - 681 788 764 120 803 718 Borrowing Activities - - - 681 788 764 120 803 718 Other Financing 114 684 108 950 - - - Net increase / (decrease) in Cash and Cash Equivalents68 455 (112 562) 1 000 (0) (0) (2)

2014 /15

Medium-Term Estimate

20


Income Statement 2012 / 13 2013 / 14 2015/16 2016/17 2017/18

Description

R Thousand Estimated Outcome

RevenueOperating Revenue 635 878 527 734 856 117 921 907 971 690 1 024 161

Operating Revenue 644 223 520 169 677 868 710 593 748 964 789 409 Interest Received 47 588 31 469 59 261 57 444 60 546 63 815 Rent Received 74 146 70 569 71 593 94 569 99 676 105 058 Dividends Received 957 7 386 5 800 6 850 7 220 7 610 Commissions Received 2 273 213 - - - Tender Fees 52 - - - - Other Non-Tax Revenue 263 - - - - Training and Admin Fees 1 831 - - - - - Expenses Recovered 15 - - - - Agro Sales 5 236 3 150 29 000 37 336 39 352 41 477 Recoveries - External 592 - 9 793 10 553 11 123 11 723 Income from Equity Investments (138 697) (113 042) 1 500 3 500 3 689 3 888 Other Operating Income - 7 430 1 090 1 062 1 120 1 180

Grants - LEDET 171 043 306 916 244 000 306 000 277 009 293 630 Services SETA > Head Office 10 000 10 540 11 109 Dept of Education 9 750 10 277 10 831 Conditional Grant from DTI 230 816 243 280 256 418 Conditional Grant from Ledet 153 878 162 187 170 945 Non Conditional Grant from DTI 13 416 14 141 14 904 Grant Donor Funding DTI - - 6 800 7 167 7 554 Total Revenue 806 921 834 650 1 100 117 1 652 567 1 696 291 1 789 553 Expenses

Current Expenses 1 005 316 1 033 084 1 152 015 1 322 911 1 394 348 1 469 643 Compensation of Employees 368 184 458 408 501 092 612 795 645 886 680 764 Use of Goods and Services 608 103 554 168 610 960 683 139 720 029 758 910 Depreciation 24 368 13 219 31 348 22 275 23 478 24 746 Interest, Dividends and Rent on Land 4 661 7 289 8 615 4 701 4 955 5 222

Interest 4 661 6 723 6 500 4 701 4 955 5 222 Dividends 0 0 - - - Rent on Land 566 - - -

Total Expenses 1 005 316 1 033 084 1 152 015 1 322 911 1 394 348 1 469 643 Surplus / (Deficit) (198 395) (198 434) (51 898) 329 656 301 942 319 910

Cash flow SummaryProfit/Loss from Operations (198 395) (198 434) (51 898) 329 656 301 942 319 910

Add Back Non Cash Items 163 065 126 261 31 348 18 775 19 789 20 858 Adjustments for: Depreciation 24 368 13 219 31 348 22 275 23 478 24 746 Other Adjustments- Associates 138 697 113 042 - (3 500) (3 689) (3 888) Operating Surplus / (Deficit) Before Changes in Working Capital(35 330) (72 173) (20 550) 348 431 321 732 340 768

Changes in Working Capital 5 616 8 954 - - - - (Decrease) / Increase in Accounts Payable 3 755 4 709 - - - Decrease / (Increase) in Accounts Receivable 4 229 4 245 - - - (Decrease) / increase in Provisions (2 369) - - - - Cash flow from Operating Activities (29 714) (63 219) (20 550) 348 431 321 732 340 768 Transfers from Government 171 043 306 916 244 000 730 660 770 116 811 702

Of which:Capital 171 043 306 916 244 000 306 000 322 524 339 940 Current - - 424 660 447 592 471 762

Cash flow from Investing Activities (16 515) (158 292) 21 550 (1 030 220) (1 085 851) (1 144 487) Investing Activities (45 225) (181 260) (108 884) (1 125 220) (1 185 981) (1 250 024) Land - (2 000) (37 890) (39 936) (42 093) Non- Residential Buildings (944) - - - Investment Property (1 308) (25 000) (439 928) (463 684) (488 723) Other Structures SEZ (Infrastructure Assets) - (32 840) (384 694) (405 467) (427 363) Mineral and Similar Non - Regenerative Resources (9 491) (16 311) (60 537) (63 806) (67 252) Loans Disbursements (8 062) (59 871) (73 640) (164 900) (173 805) (183 190) Heritage Assets - - - - Biological Assets (296) - - - Computer Equipment (837) (2 031) (11 579) (9 059) (9 548) (10 063) Furniture and Office Equipment (954) (9 934) (2 666) (4 716) (4 971) (5 239) Other Machinery and Equipment (7 675) (20 953) (9 000) (8 703) (9 173) (9 668) Specialised Military Assets - - - - Transport Assets (15 259) (12 270) (12 000) (14 443) (15 223) (16 045) Computer Software (399) (50) (350) (369) (389) Other flows from Investing Activities 28 710 22 968 130 434 95 000 100 130 105 537 Proceeds from sale of property,plant and equipment 2 667 2 134 - - Proceeds from sale financial assets 9 150 7 320 - - Decrease in loans granted 31 053 24 842 - - (Increase) / decrease in other investments (14 160) (11 328) 130 434 95 000 100 130 105 537 External Funding - Cash flow from Financing activities 114 684 108 950 - 681 788 764 120 803 718 Borrowing Activities - - - 681 788 764 120 803 718 Other Financing 114 684 108 950 - - - Net increase / (decrease) in Cash and Cash Equivalents68 455 (112 562) 1 000 (0) (0) (2)

2014 /15

Medium-Term Estimate

21


22


PART B:LEDA 2015/16 GROUP


23


PART B: LEDA 2015/16 GROUP ANNUAL PERFORMANCE PLAN

5. PROGRAMMES

PROGRAMME NAME PURPOSE OF THE PROGRAMME

1. Managing Director To give strategic direction (what the organization is all about, what the organization stands for, whom the organization supports, and uses what sorts of means) and effective strategic management process to ensure that the organization is able to achieve its mandate.

Effectively conduct on-going and annual performance monitoring of programmes and introduce corrective measures as needed, and distil lessons from programme implementation.

Position LEDA [through structured platform of stakeholders’ partnership] as a brand in the province

To provide financial and non-financial support to SMMEs and Cooperatives.

To provide technical and business skills.

To promote affordable home ownership to improve quality of life through access to finance

To identify and participate in mining ventures to encourage SMMEs development in the sector

To provide assurance

2. Enterprise Development and Finance Division

5. Subsidiaries 5.1 Risima Housing Finance

5.3 Corridor Mining Resources)

7. Internal Audit

4. Trade Investment Promotion

5.2 Great North Transport

6. Financial Management

8. Corporate Services

To promote the industrialisation of the province

To provide a sustainable, affordable, reliable and safe passenger transport service through operating a standardized bus fleet and to identify opportunities and participate in passenger transport ventures.

To ensure financial sustainability

To provide corporate service management support to LEDA

3. Industrialisation

To promote domestic and foreign direct investment.

9. Information, Knowledge and Programme Management

To provide integrated ICT, programme management and research and development services to LEDA and its subsidiaries to ensure organisational efficiency and effectiveness.

24


The

defin

ed s

trat

egic

obj

ectiv

es a

llow

LE

DA

to d

isse

ct th

em in

to c

onst

ituen

t ele

men

ts o

r per

form

ance

are

as, w

hich

will

allo

w p

erfo

rman

ce e

lem

ents

to b

e lo

gica

lly c

lust

ered

an

d re

port

ed a

gain

st.

Aga

in, l

ine

of s

ight

to

the

Dec

ent

Wor

k an

d In

clus

ive

Gro

wth

Out

com

e P

lan

(Out

com

e 4)

and

pro

vinc

ial s

trat

egic

prio

ritie

s ar

e cr

itica

l inf

orm

ants

to

the

deve

lopm

ent o

f LE

DA

str

ateg

ic o

bjec

tives

.

Str

ateg

ic o

bjec

tives

typi

cally

, tho

ugh

not a

lway

s, a

re m

ulti-

func

tiona

l, i.e

. the

y re

quire

con

cert

ed e

ffort

by

peop

le fr

om d

iffer

ent p

arts

of t

he o

rgan

isat

ion

to w

ork

toge

ther

to

achi

eve

them

.

The

tabl

e be

low

refle

cts

the

stra

tegi

c ob

ject

ives

and

del

iver

y pr

ogra

mm

es o

f LE

DA

:

6.

THE

STRA

TEG

IC O

BJEC

TIV

ES O

F LE

DA

PER

STR

ATE

GIC

GO

AL

•A

naly

sis

of o

pp

ortu

nitie

s in

to c

atal

ytic

hig

h im

pac

t p

roje

cts.

Iden

tifica

tion

and

pac

kagi

ng o

f dev

elop

men

t op

por

tuni

ties

– to

att

ract

and

leve

rage

priv

ate

sect

or

par

tner

ship

s.

•To

pro

vid

e co

mm

erci

al a

nd in

dus

tria

l sp

ace

and

to

man

age

the

exis

ting

pro

per

ty p

ortf

olio

.

•R

esou

rce

mob

ilisa

tion

/ m

obili

satio

n of

str

ateg

ic

par

tner

ship

s.

•S

pec

ial E

cono

mic

Zon

es a

nd C

orrid

or D

evel

opm

ent

- su

pp

ort

the

dev

elop

men

t of

tar

gete

d in

dus

tria

l act

iviti

es

and

inve

stm

ents

to

be

loca

ted

in S

EZ

s, in

sup

por

t of

re

gion

al in

dus

tria

l dev

elop

men

t.

•In

itiat

e, s

upp

ort

and

gro

w In

dus

tria

lisat

ion.

•La

nd, P

rop

erty

and

Infr

astr

uctu

re D

evel

opm

ent

- id

entif

y op

por

tuni

ties

for

resi

den

tial,

ind

ustr

ial a

nd

com

mer

cial

dev

elop

men

t, a

nd c

olla

bor

ate

with

all

leve

ls o

f gov

ernm

ent

on s

trat

egic

issu

es r

egar

din

g in

fras

truc

ture

dev

elop

men

t.

•D

evel

opm

ent

of k

now

led

ge b

ased

eco

nom

y th

roug

h in

fras

truc

ture

, res

earc

h an

d in

nova

tion.

•P

roje

ct P

lann

ing,

Ove

rsig

ht a

nd M

anag

emen

t of

D

evel

opm

ent

Inte

rven

tions

.

•G

row

sub

sid

iary

bus

ines

ses.

•A

gric

ultu

ral a

nd r

ural

dev

elop

men

t

1.1.

A v

iab

le a

nd s

usta

inab

le p

rop

erty

por

tfol

io t

o e

nab

le e

cono

mic

par

ticip

atio

n

1.2.

Pro

vid

e ag

ribus

ines

s op

por

tuni

ties

an

d a

gric

ultu

ral s

upp

ort

to e

nhan

ce

ec

onom

ic d

evel

opm

ent.

1.3.

LE

DA

Cap

italis

atio

n p

lans

ap

pro

ved

and

sub

mitt

ed

1.4.

Inc

reas

ed d

eliv

ery

of h

ousi

ng t

hrou

gh

ho

me

loan

fina

nce.

1.5.

Inc

reas

ed p

asse

nger

vol

umes

1.6.

Inc

reas

ed in

vest

men

t in

the

min

ing

se

ctor

PR

OG

RA

MM

E 3

: In

dus

tria

lizat

ion

PR

OG

RA

MM

E 6

: Fin

anci

al

Man

agem

ent

PR

OG

RA

MM

E 5

: Sub

sid

iarie

s (R

isim

a)

PR

OG

RA

MM

E 5

: Sub

sid

iarie

s (G

NT)

PR

OG

RA

MM

E 5

: Sub

sid

iarie

s (C

MR

)

LE

DA

ST

RAT

EG

IC

FO

CU

S A

RE

AS

O

UT

PU

TS

D

ELI

VE

RE

D B

Y B

UD

GE

T

OB

JEC

TIV

E

OF

TH

E O

BJE

CT

IVE

PR

OG

RA

MM

E

1. A

ccel

erat

ed in

dus

tria

l d

iver

sific

atio

n th

roug

h st

rate

gic

econ

omic

d

evel

opm

ent

inte

rven

tions

25


LE

DA

ST

RAT

EG

IC

FO

CU

S A

RE

AS

O

UT

PU

TS

D

ELI

VE

RE

D B

Y B

UD

GE

T

OB

JEC

TIV

E

OF

TH

E O

BJE

CT

IVE

PR

OG

RA

MM

E

•Id

entif

y an

d p

artic

ipat

e in

ven

ture

s to

enc

oura

ge

BB

BE

E a

nd S

MM

E d

evel

opm

ent

acro

ss v

ario

us

sect

ors.

•D

evel

opm

ent

of s

ecto

r fo

cuss

ed e

nter

pris

e d

evel

opm

ent

pro

gram

mes

(SM

ME

’s a

nd C

oop

’s).

•E

nter

pris

e d

evel

opm

ent

finan

ce.

•D

evel

opm

ent

of a

ligne

d p

rod

ucts

and

ser

vice

s fo

r en

terp

rises

in g

row

th s

ecto

rs.

•S

tren

gthe

n sk

ills

dev

elop

men

t to

sup

por

t ta

rget

ed

Ent

erp

rises

.

•In

vest

men

t p

rom

otio

n -

enab

ling

inve

stm

ent

envi

ronm

ent

and

a p

ositi

ve in

vest

men

t im

age

/ b

rand

.

•M

obili

satio

n of

tar

gete

d t

rad

e an

d in

vest

men

t op

por

tuni

ties

regi

onal

ly a

nd g

lob

ally

.

•Tr

ade

and

inve

stm

ent

faci

litat

ion,

sou

rcin

g an

d

faci

litat

ing

fund

ing

for

inve

stm

ent

pro

ject

s w

ithin

the

re

gion

.

•In

vest

men

t ex

hib

ition

s an

d c

onfe

renc

es.

•D

evel

oped

fund

ing

stra

tegy

/ fu

ndin

g m

odel

.

•Fo

cus

pla

n fo

r in

vest

men

t re

crui

tmen

t, p

rob

lem

so

lvin

g,

•U

tilis

e th

e cu

rren

t tr

ade

and

inve

stm

ent

pro

toco

ls

effe

ctiv

ely.

•Tr

ade

pro

mot

ion

and

tar

gete

d t

rad

e m

issi

ons

- in

crea

se

the

num

ber

of v

alue

ad

ded

exp

orts

.

•R

eten

tion

of a

nd a

ttra

ctin

g ne

w in

dus

trie

s to

the

re

gion

.

2.1.

Dev

elop

men

t fin

ance

enh

ance

s th

e

co

mp

etiti

vene

ss o

f ent

erp

rises

in a

ll

sect

ors

of t

he e

cono

my

2.2.

Inc

ubat

ion

and

fund

ing

enha

nces

the

com

pet

itive

ness

of e

nter

pris

es in

all

se

ctor

s of

the

eco

nom

y

2.3.

Tec

hnic

al a

nd b

usin

ess

skill

s

d

evel

opm

ent

enha

nces

the

com

pet

itive

ness

of e

nter

pris

es in

all

se

ctor

s of

the

eco

nom

y

3.1.

Inc

reas

ed in

vest

men

t an

d t

rad

e

opp

ortu

nitie

s.

3.2.

Im

ple

men

tatio

n of

dat

a re

pos

itory

for

tr

acki

ng J

ob C

reat

ion

2. S

usta

inab

le e

nter

pris

es

in t

arge

ted

sec

tors

of t

he

econ

omy

3. I

ncre

ased

tra

de

and

in

vest

men

t in

Lim

pop

o

PR

OG

RA

MM

E 2

: Ent

erp

rise

Dev

elop

men

t an

d F

inan

ce

PR

OG

RA

MM

E 2

: Ent

erp

rise

Dev

elop

men

t an

d F

inan

ce

PR

OG

RA

MM

E 2

: Ent

erp

rise

Dev

elop

men

t an

d F

inan

ce

PR

OG

RA

MM

E 4

: Tra

de

and

In

vest

men

t P

rom

otio

n

PR

OG

RA

MM

E 1

: Man

agin

g D

irect

or

26


In t

urn,

eac

h of

the

four

(4) S

trat

egic

Obj

ectiv

es (o

utpu

ts) i

s th

en u

npac

ked

into

per

form

ance

indi

cato

rs,

wor

k ac

tiviti

es,

base

lines

and

ann

ual t

arge

ts w

ith c

orre

spon

ding

qu

arte

rly ta

rget

s fo

r th

e 20

15/1

6 fin

anci

al y

ear.

The

focu

s is

on

ensu

ring

that

the

spe

cifie

d S

trat

egic

Obj

ectiv

es a

re u

npac

ked

in s

uch

a w

ay a

s to

be

spec

ific

and

mea

sura

ble,

and

aga

inst

whi

ch t

he p

rogr

amm

es a

nd

activ

ities

of L

ED

A m

ight

be

impl

emen

ted

and

repo

rted

upo

n, a

s is

refle

cted

in th

e an

nual

per

form

ance

sco

reca

rd b

elow

:

LE

DA

ST

RAT

EG

IC

FO

CU

S A

RE

AS

O

UT

PU

TS

D

ELI

VE

RE

D B

Y B

UD

GE

T

OB

JEC

TIV

E

OF

TH

E O

BJE

CT

IVE

PR

OG

RA

MM

E

•E

xpor

t re

adin

ess

- in

crea

se t

he n

umb

er o

f val

ue a

dd

ed

exp

orts

.

•A

ttra

ctio

n of

ind

ustr

ialis

ts

•E

qui

ty p

artic

ipat

ion

in v

iab

le in

vest

men

t p

roje

cts

4. P

ublic

acc

ount

abili

ty;

soun

d c

orp

orat

e go

vern

ance

and

su

stai

nab

le r

esou

rce

utili

zatio

n

•In

tern

al b

usin

ess

exce

llenc

e an

d s

yste

m a

nd p

roce

ss

optim

isat

ion.

•Fi

nanc

ial m

anag

emen

t an

d c

ontr

ol a

nd e

nsur

ing

long

te

rm fi

nanc

ial s

usta

inab

ility

of t

he b

usin

ess.

•G

over

nanc

e, r

isk

man

agem

ent

and

com

plia

nce.

•A

ccou

ntab

ility

rep

ortin

g an

d m

onito

ring

and

ev

alua

tion.

•A

dhe

renc

e to

pol

icie

s an

d le

gisl

ativ

e fr

amew

orks

and

co

mp

lianc

e w

ith r

elev

ant

stat

utor

y re

qui

rem

ents

.

•A

n op

timal

ly c

apac

itate

d a

nd c

apab

le o

rgan

isat

ion.

•A

hig

h p

erfo

rman

ce c

ultu

re u

nder

pin

ned

by

an

effe

ctiv

e p

erfo

rman

ce m

anag

emen

t sy

stem

and

ap

pro

ach.

•E

nsur

ing

safe

and

con

duc

ive

wor

king

con

diti

ons.

•B

usin

ess

inte

llige

nce

and

kno

wle

dge

pro

duc

tion

– lin

ked

to

effe

ctiv

e kn

owle

dge

man

agem

ent

and

in

stitu

tiona

l mem

ory.

4.1.

Effe

ctiv

e le

ader

ship

and

enh

ance

d

corp

orat

e go

vern

ance

4.2.

E

ffect

ive

and

effi

cien

t fin

anci

al

man

agem

ent

4.3.

S

tren

gthe

ned

inte

rnal

con

trol

s

4.4.

A

cces

sib

le a

nd q

ualit

y le

gal s

ervi

ces

4.5.

E

nhan

ced

hum

an c

apita

l for

effe

ctiv

e

and

effi

cien

t or

gani

satio

nal

p

erfo

rman

ce

4.6.

O

ptim

ised

res

ourc

e ut

ilisa

tion

and

lo

gist

ical

sup

por

t

4.7.

In

crea

sed

LE

DA

bra

nd a

war

enes

s

4.8.

S

ecur

e an

d r

elia

ble

IT s

ervi

ces

4.9.

E

ffect

ive

know

led

ge m

anag

emen

t

func

tion

4.10

. Im

pro

ved

pro

gram

me

trac

king

,

co

mm

unic

atio

n an

d im

pac

t

as

sess

men

t

PR

OG

RA

MM

E 1

: Man

agin

g D

irect

or

PR

OG

RA

MM

E 6

: Fin

anci

al

Man

agem

ent

PR

OG

RA

MM

E 7

: Int

erna

l Aud

it

PR

OG

RA

MM

E 8

: Cor

por

ate

Ser

vice

s

PR

OG

RA

MM

E 8

: Cor

por

ate

Ser

vice

s

PR

OG

RA

MM

E 8

: Cor

por

ate

Ser

vice

s

PR

OG

RA

MM

E 8

: Cor

por

ate

Ser

vice

s

PR

OG

RA

MM

E 9

: Inf

orm

atio

n,

Kno

wle

dge

and

Pro

gram

me

Man

agem

ent

27


7.

LED

A 2

01

5/1

6 A

ND

MTE

F A

NN

UA

L PE

RFO

RMA

NC

E PL

AN

LEDA

STR

ATEG

IC

GOAL

Deliv

ered

by

whi

ch B

udge

t Pr

ogra

mm

e?

Outp

utPr

ogra

mm

e Pe

rform

ance

In

dica

tor

Mea

ns o

f Ve

rifica

tion

(Por

tfolio

of

Evid

ence

)

Audi

ted/

Actu

al P

erfo

rman

ce

2011

/12

2012

/13

2013

/14

2015

/16

2016

/17

2017

/18

2014

/15

Med

ium

– T

erm

Tar

gets

Estim

ated

Pe

rform

ance

1. A

ccel

erat

ed

indu

stria

l di

vers

ifica

tion

thro

ugh

stra

tegi

c ec

onom

ic

deve

lopm

ent

inte

rven

tions

PROG

RAM

ME

3:

Indu

stria

lizat

ion:

Pr

oper

ty a

nd

Infra

stru

ctur

e De

velo

pmen

t In

dust

rialis

atio

n:Ag

ribus

ines

s

Indu

stria

lisat

ion:

SEZ

A via

ble

and

sust

aina

ble

pr

oper

ty p

ortfo

lio to

en

able

eco

nom

ic

parti

cipa

tion

Prov

ide

agrib

usin

ess

oppo

rtuni

ties

and

agric

ultu

ral

supp

ort t

o en

hanc

e ec

onom

ic

deve

lopm

ent

Net i

ncre

ase

in

num

ber o

f ten

ants

Impl

emen

tatio

n of

th

e Tu

bats

e SE

Z

Net i

ncre

ase

in

num

ber o

f ten

ants

Num

ber o

f Ag

ricul

tura

l pro

ject

s fa

cilit

ated

Num

ber o

f day

-old

ch

icks

sol

d

Leas

e ag

reem

ents

DTI

ackn

owle

dgem

ent

lette

r Sub

mis

sion

DTI

ackn

owle

dgem

ent

lette

r Sub

mis

sion

Prog

ress

Rep

orts

Regi

stra

tion

Certi

ficat

e /

Busi

ness

pla

n

Sale

s re

gist

er

91

N/A0 0

2 20

8 31

32

064

897

2 13

6 23

11

968

177

2 00

0 00

02

000

000

2 00

0 00

0

86

Desig

natio

n of

SEZ

co

mpa

ny

Desig

natio

n of

SEZ

co

mpa

ny

4 4

79

N/A4 1

86

Oper

atin

g SE

Z co

mpa

ny4 4

20

Pre-

feas

ibilit

y1 0

90

Oper

atin

g SE

Z co

mpa

ny

4 4

79

Fina

l sub

mis

sion

to

DTI

2 4

Rand

val

ue o

f co

llect

ion

Impl

emen

tatio

n of

th

e M

usin

a SE

Z

AZ R

enta

l sys

tem

R56.

6m N/A

R70.

0m52

.3m

N/A

R75.

0m

Oper

atin

g SE

Z co

mpa

ny

R62.

5m

Conc

ept

R80m

Oper

atin

g SE

Z co

mpa

ny

R65m

Fina

l sub

mis

sion

to

DTI

Rand

val

ue o

f ar

rear

s co

llect

edAZ

Ren

tal s

yste

mR8

.0m

R7.5

0mR9

.45m

R7.5

0mR2

.5m

R7.5

0mR2

.5m

28


LEDA

STR

ATEG

IC

GOAL

Deliv

ered

by

whi

ch B

udge

t Pr

ogra

mm

e?

Outp

utPr

ogra

mm

e Pe

rform

ance

In

dica

tor

Mea

ns o

f Ve

rifica

tion

(Por

tfolio

of

Evid

ence

)

Audi

ted/

Actu

al P

erfo

rman

ce

2011

/12

2012

/13

2013

/14

2015

/16

2016

/17

2017

/18

2014

/15

Med

ium

– T

erm

Tar

gets

Estim

ated

Pe

rform

ance

1. A

ccel

erat

ed

indu

stria

l di

vers

ifica

tion

thro

ugh

stra

tegi

c ec

onom

ic

deve

lopm

ent

inte

rven

tions

2. S

usta

inab

le

ente

rpris

es

in ta

rget

ed

sect

ors

of th

e ec

onom

y

PROG

RAM

ME

6:Fi

nanc

ial

Man

agem

ent

PROG

RAM

ME

2:

Ente

rpris

e De

velo

pmen

t and

Fi

nanc

e

PROG

RAM

ME

5:

Subs

idia

ries

PROG

RAM

ME

5:

Subs

idia

ries

PROG

RAM

ME

5:

Subs

idia

ries

Prod

uce

Bank

able

Pr

ojec

t Pla

ns

Deve

lopm

ent

finan

ce e

nhan

ces

the

com

petit

ivene

ss

of e

nter

pris

es in

al

l sec

tors

of t

he

econ

omy

Incr

ease

d

pass

enge

r vol

umes

Incu

batio

n an

d fu

ndin

g en

hanc

es

the

com

petit

ivene

ss

of e

nter

pris

es in

al

l sec

tors

of t

he

econ

omy

Incr

ease

d de

liver

y of

hou

sing

thro

ugh

hom

e lo

an fi

nanc

e

Incr

ease

d in

vest

men

t in

the

min

ing

sect

or

Num

ber o

f ap

prov

ed b

anka

ble

proj

ect p

lans

.

Num

ber o

f loa

ns

Num

ber o

f pa

ssen

gers

tra

nspo

rted

Num

ber o

f Co

-ope

rativ

es

supp

orte

d

Num

ber o

f SM

ME’

s in

cuba

ted

Rand

val

ue o

f new

Ho

me

Loan

fina

nce

Rand

val

ue o

f loa

ns

Rand

val

ue

inve

sted

in m

inin

g an

d be

nefic

iatio

n op

portu

nitie

s

Appr

oved

Pla

ns

Loan

agr

eem

ents

Q-m

erit

syst

em

Coop

erat

ives

data

base

Wor

king

file

s

SMM

E Da

taba

se

Wor

king

file

s

Wor

king

file

s

Loan

Agr

eem

ents

ACCZ

one

Syst

em

Fina

ncia

l St

atem

ents

N/A 93

33.7

m

182

130

R55.

3m

R12.

57m

R70.

3m

6

750

31.6

m

300

140

R68.

2m

R150

m

R27m

N/A

157

36m

180

110

R42.

6m

R19.

37m

R48m

8

880

46.5

m

350

340

R71.

5m

R 17

6m

R21m

New

in

dica

tor

222

37m

190

320

R64.

0m

R39.

46 m

R43.

5m

8

915

47m

400

390

R75.

1m

R185

m

R4.2

5

4

502

40.6

m

200

120

R64.

9m

R 1

00m

R62m

29


LEDA

STR

ATEG

IC

GOAL

Deliv

ered

by

whi

ch B

udge

t Pr

ogra

mm

e?

Outp

utPr

ogra

mm

e Pe

rform

ance

In

dica

tor

Mea

ns o

f Ve

rifica

tion

(Por

tfolio

of

Evid

ence

)

Audi

ted/

Actu

al P

erfo

rman

ce

2011

/12

2012

/13

2013

/14

2015

/16

2016

/17

2017

/18

2014

/15

Med

ium

– T

erm

Tar

gets

Estim

ated

Pe

rform

ance

2. S

usta

inab

le

ente

rpris

es

in ta

rget

ed

sect

ors

of th

e ec

onom

y

3. I

ncre

ased

trad

e an

d in

vest

men

t in

Lim

popo

PROG

RAM

ME

2:

Ente

rpris

e De

velo

pmen

t and

Fi

nanc

e

PROG

RAM

ME

4: T

rade

and

In

vest

men

t Pr

omot

ion

Incu

batio

n an

d fu

ndin

g en

hanc

es

the

com

petit

ivene

ss

of e

nter

pris

es in

al

l sec

tors

of t

he

econ

omy

Incr

ease

d in

vest

men

t and

tra

de o

ppor

tuni

ties

Tech

nica

l and

bu

sine

ss s

kills

de

velo

pmen

t en

hanc

es th

e co

mpe

titive

ness

of

ent

erpr

ises

in

all s

ecto

rs o

f the

ec

onom

y

Esta

blis

hmen

t of

data

repo

sito

ry

for t

rack

ing

Job

Crea

tion

Num

ber o

f Co-

oper

ative

s re

ceivi

ng

gran

t fun

ding

Rand

val

ue o

f

inve

stm

ent

faci

litat

ed

Rand

val

ue o

f ex

ports

pro

mot

ed

Num

ber o

f tra

inee

s tra

ined

on

tech

nica

l sk

ills

Esta

blis

h an

d im

plem

ent a

LED

A fra

mew

ork

on

acco

untin

g fo

r Job

Cr

eatio

n

Num

ber o

f tra

inee

s tra

ined

on

busi

ness

sk

ills

Gran

t fun

ding

ag

reem

ents

Com

mitm

ent l

ette

rs

Lette

rs /

reco

rds

from

the

expo

rters

pr

omot

ed

Lear

ner d

atab

ase

regi

ster

Exis

tenc

e of

fra

mew

ork

Lear

ner d

atab

ase

regi

ster

10

R1.2

bn

R160

m

2 43

0

N/A

4 00

4

20

R2.2

bn

R200

m

2 35

0

Impl

emen

t -a

tion

of

the

fram

ewor

k

3 10

0

12

R2.6

bn

R300

m

2 02

3

N/A

4 11

7

20

R2bn

R220

m

2 40

0

Impl

emen

t -a

tion

of

the

fram

ewor

k

3 20

0

15

R500

m

R130

m

2 11

8

New

in

dica

tor

2 90

0

30

R2.2

bn

R230

m

3000

Impl

emen

t -a

tion

of

the

fram

ewor

k

3400

0

20

R1.2

bn

R180

m

2 25

0

Esta

blis

h an

d im

plem

ent

a LE

DA

fram

ewor

k on

ac

coun

ting

for

Job

Crea

tion

2 90

0

30


LEDA

STR

ATEG

IC

GOAL

Deliv

ered

by

whi

ch B

udge

t Pr

ogra

mm

e?

Outp

utPr

ogra

mm

e Pe

rform

ance

In

dica

tor

Mea

ns o

f Ve

rifica

tion

(Por

tfolio

of

Evid

ence

)

Audi

ted/

Actu

al P

erfo

rman

ce

2011

/12

2012

/13

2013

/14

2015

/16

2016

/17

2017

/18

2014

/15

Med

ium

– T

erm

Tar

gets

Estim

ated

Pe

rform

ance

4. P

ublic

acc

- ou

ntab

ility

; so

und

corp

orat

e go

vern

ance

an

d su

stai

nabl

e re

sour

ce

utili

satio

n

PROG

RAM

ME

1:

Man

agin

g Di

rect

or

PROG

RAM

ME

6:

Fina

ncia

l M

anag

emen

t

PROG

RAM

ME

7:

Inte

rnal

Aud

it

PROG

RAM

ME

8:

Corp

orat

e Se

rvic

es

Effe

ctive

lead

ersh

ip

and

enha

nced

co

rpor

ate

gove

rnan

ce

Effe

ctive

and

ef

ficie

nt fi

nanc

ial

man

agem

ent

Stre

ngth

ened

in

tern

al c

ontro

ls

Acce

ssib

le a

nd

qual

ity le

gal

serv

ices

Annu

al B

oard

Or

gani

satio

nal

Perfo

rman

ce

Ratin

g

Num

ber o

f mon

thly

finan

cial

repo

rts

subm

itted

to

Trea

sury

Unqu

alifi

ed a

udit

repo

rt fro

m A

udito

r Ge

nera

l

Num

ber o

f Qu

arte

rly

Perfo

rman

ce

Man

agem

ent

Repo

rts p

rodu

ced.

Impl

emen

tatio

n of

ap

prov

ed ro

lling

audi

t pla

n

Impl

emen

tatio

n of

a C

ontra

cts

Man

agem

ent

Syst

em

Boar

d as

sess

men

tan

d Or

gani

satio

nal

Asse

ssm

ent r

atin

g

Mon

thly

finan

cial

re

ports

Audi

t Opi

nion

Quar

terly

repo

rts

Appr

oved

Pla

n

Prog

ress

repo

rts

Audi

t Com

mitt

ee

repo

rts

Syst

em re

gist

er

N/A

N/A

Qual

ified

au

dit

Opin

ion

4

N/A

15%

Im

prov

e-m

ent

12

Unqu

alifi

ed

audi

t op

inio

n

4

Revie

w a

nd

impl

emen

t 3

year

ro

lling

Inte

rnal

Au

dit p

lan

Revie

w

N/A 12

Qual

ified

au

dit

Opin

ion

4 N/A

N/A

N/A

10%

Im

prov

e-m

ent

12

Unqu

alifi

ed

audi

t op

inio

n

4

Revie

w a

nd

impl

emen

t 3

year

ro

lling

Inte

rnal

Au

dit p

lan

Revie

w

N/A 12

Unqu

alifi

ed

audi

t op

inio

n

4

Revie

w

and

impl

emen

t 3

year

ro

lling

Inte

rnal

Au

dit p

lan N/A

5%

Impr

ove-

men

t

12

Unqu

alifi

ed

audi

t op

inio

n

4

Revie

w a

nd

impl

emen

t 3

year

ro

lling

Inte

rnal

Au

dit p

lan

Revie

w

Esta

blis

h ba

selin

e

12

Unqu

alifi

ed

audi

t op

inio

n

4

Revie

w a

nd

impl

emen

t 3

year

rollin

g In

tern

al A

udit

plan

Deve

lop

and

impl

emen

t

31


LEDA

STR

ATEG

IC

GOAL

Deliv

ered

by

whi

ch B

udge

t Pr

ogra

mm

e?

Outp

utPr

ogra

mm

e Pe

rform

ance

In

dica

tor

Mea

ns o

f Ve

rifica

tion

(Por

tfolio

of

Evid

ence

)

Audi

ted/

Actu

al P

erfo

rman

ce

2011

/12

2012

/13

2013

/14

2015

/16

2016

/17

2017

/18

2014

/15

Med

ium

– T

erm

Tar

gets

Estim

ated

Pe

rform

ance

4. P

ublic

acc

- ou

ntab

ility

; so

und

corp

orat

e go

vern

ance

an

d su

stai

nabl

e re

sour

ce

utili

satio

n

PROG

RAM

ME

8:

Corp

orat

e Se

rvic

esAc

cess

ible

and

qu

ality

lega

l se

rvic

es

Enha

nced

hum

an

capi

tal f

or e

ffect

ive

and

effic

ient

or

gani

zatio

nal

perfo

rman

ce

Optim

ized

reso

urce

ut

ilizat

ion

and

logi

stic

al s

uppo

rt

Incr

ease

d LE

DA

bran

d aw

aren

ess

Quar

terly

repo

rt on

fina

lised

lega

l m

atte

rs

All s

taff

have

si

gned

Per

form

ance

Ag

reem

ents

by

end

Q1

Quar

terly

app

rais

al

with

in 4

wee

ks o

f en

d qu

arte

r

Perc

enta

ge

payr

oll s

pent

on

staf

f tra

inin

g an

d de

velo

pmen

t

Impl

emen

tatio

n of

a re

cord

s m

anag

emen

t sy

stem

Impl

emen

tatio

n of

M

arke

ting

Plan

Quar

terly

repo

rt

SDL

Repo

rts

Syst

em re

gist

ry

Appr

oved

Pla

n

4

All s

taff

have

sig

ned

Perfo

r-m

ance

Ag

ree-

men

ts b

y en

d Q1

Quar

terly

ap

prai

sal

with

in 4

w

eeks

of

end

quar

ter

2%

Revie

w o

f sy

stem

Revie

w

rollin

g m

arke

ting

plan

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

4

All s

taff

have

sig

ned

Perfo

r-m

ance

Ag

ree-

men

ts b

y en

d Q1

Quar

terly

ap

prai

sal

with

in 4

w

eeks

of

end

quar

ter

All s

taff

have

sig

ned

Perfo

r-m

ance

Ag

ree-

men

ts b

y en

d Q1

Quar

terly

ap

prai

sal

with

in 4

w

eeks

of

end

quar

ter

2%

Revie

w o

f sy

stem

Revie

w

rollin

g m

arke

ting

plan

Revie

w

rollin

g m

arke

ting

plan

4

New

In

dica

tor 2% 2% 2%

4

2%

Revie

w o

f sy

stem

4

All s

taff

have

si

gned

Pe

rform

ance

Ag

reem

ents

by

end

Q1

Quar

terly

ap

prai

sal w

ithin

4

wee

ks o

f end

qu

arte

r

2%

Impl

emen

tatio

n of

a re

cord

s m

anag

emen

t sy

stem

Revie

w ro

lling

mar

ketin

g pl

an

32


Audi

ted/

Actu

al P

erfo

rman

ceM

ediu

m –

Ter

m T

arge

tsLE

DA S

TRAT

EGIC

GO

ALDe

liver

ed b

y w

hich

Bud

get

Prog

ram

me?

Outp

utPr

ogra

mm

e Pe

rform

ance

In

dica

tor

Mea

ns o

f Ve

rifica

tion

(Por

tfolio

of

Evid

ence

)20

11/1

220

12/1

320

13/1

420

15/1

620

16/1

720

17/1

820

14/1

5

Estim

ated

Pe

rform

ance

4. P

ublic

acc

- ou

ntab

ility

; so

und

corp

orat

e go

vern

ance

an

d su

stai

nabl

e re

sour

ce

utili

satio

n

PROG

RAM

ME

9:In

form

atio

n,

Know

ledg

e an

d Pr

ogra

mm

e M

anag

emen

t

Secu

re a

nd re

liabl

e IT

ser

vices

Effe

ctive

kno

wle

dge

man

agem

ent

func

tion

Impr

oved

pr

ogra

mm

e tra

ckin

g,

com

mun

icat

ion

and

impa

ct a

sses

smen

t

Appr

ove

and

impl

emen

t en

terp

rise

arch

itect

ure

plan

Perc

enta

ge

syst

ems

uptim

e

Impl

emen

tatio

n of

the

kno

wle

dge

man

agem

ent p

lan

Impl

emen

tatio

n of

a

PMO

fram

ewor

k

Appr

oved

pla

nPr

ojec

t pro

gres

s re

ports

Avai

labi

lity

repo

rts

Know

ledg

e M

anag

emen

t Re

posi

tory

Repo

rts a

nd p

roje

ct

man

agem

ent

syst

em

Revie

w,

upda

te a

nd

impl

emen

t en

terp

rise

arch

itect

ure

plan

95%

up

time

Impl

emen

-ta

tion

of th

e kn

owle

dge

man

age-

men

t pla

n

Appr

ove

fram

ewor

k an

d Im

plem

ent

PMO

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

Revie

w,

upda

te a

nd

impl

emen

t en

terp

rise

arch

itect

ure

plan

95%

up

time

Revie

w a

nd

impl

emen

-ta

tion

of

the

know

ledg

e m

anag

e-m

ent p

lan

Impl

emen

-ta

tion

of

the

PMO

N/A

95%

up

time

N\A

N\A

Revie

w,

upda

te a

nd

impl

emen

t en

terp

rise

arch

itect

ure

plan

95%

up

time

Impl

emen

-ta

tion

of th

e kn

owle

dge

man

age-

men

t pla

n

Revie

w a

nd

mai

ntai

n PM

O

Appr

ove

and

impl

emen

t en

terp

rise

arch

itect

ure

plan 95

% u

ptim

e

Impl

emen

tatio

n of

the

know

ledg

e m

anag

emen

t pl

an

N\A

33


8.

LED

A 2

01

5/1

6 Q

UA

RTER

TA

RGET

S

LEDA

STR

ATEG

IC

OBJE

CTIV

E(O

utco

me)

Outp

utPr

ogra

mm

e Pe

rform

ance

In

dica

tor

Mea

ns o

f Ve

rifica

tion

(Por

tfolio

of

Evid

ence

)

Med

ium

–

Term

Tar

get

2015

/16

Repo

rting

pe

riod

Annu

al

2nd

3rd

4th

1st

Quar

terly

targ

ets

1. A

ccel

erat

ed

indu

stria

l di

vers

ifica

t-io

n th

roug

h st

rate

gic

econ

omic

de

velo

p-m

ent

inte

rven

-tio

ns

A via

ble

and

sust

aina

ble

pr

oper

ty p

ortfo

lio to

en

able

eco

nom

ic

parti

cipa

tion

Net i

ncre

ase

in

num

ber o

f ten

ants

Rand

val

ue o

f co

llect

ion

Rand

val

ue o

f co

llect

ion

Num

ber o

f Ag

ricul

tura

l hu

b pr

ojec

ts

impl

emen

ted

Num

ber o

f Ag

ricul

tura

l pro

ject

s fa

cilit

ated

Impl

emen

tatio

n of

th

e Tu

bats

e SE

Z

Leas

e ag

reem

ents

AZ R

enta

l sys

tem

AZ R

enta

l sys

tem

Prog

ress

Rep

orts

Regi

stra

tion

Certi

ficat

e /

Busi

ness

pla

n

DTI

ackn

owle

dgem

ent

lette

r sub

mis

sion

Sale

s re

gist

er

86

R70m

R7.5

0m

4 4

Desi

gnat

ion

of

SEZ

com

pany

2m

Quar

terly

Quar

terly

Quar

terly

Quar

terly

Quar

terly

Quar

terly

Quar

terly

86 te

nant

s in

crea

se in

the

prem

ises

R70m

col

lect

ed

R7.5

0m

colle

cted

4 4

Desi

gnat

ion

of

SEZ

com

pany2m

17 te

nant

s in

crea

se

in th

e pr

emis

es

R18

m

colle

cted

R1.7

m

colle

cted

1 1

Desi

gnat

ion

of S

EZ

com

pany

0.43

m

26 te

nant

s in

crea

se

in th

e pr

emis

es

R20m

co

llect

ed

R2.5

m

colle

cted

1 1

Mon

itorin

g an

d Im

plem

en-

tatio

n of

the

SEZ’

s pr

ogra

ms

0.43

m

26 te

nant

s in

crea

se

in th

e pr

emis

es

R17m

co

llect

ed

R1.6

m

colle

cted

1 1

Mon

itorin

g an

d Im

plem

en-

tatio

n of

the

SEZ’

s pr

ogra

ms

0.65

m

17 te

nant

s in

crea

se

in th

e pr

emis

es

R16m

co

llect

ed

R1.7

m

colle

cted

1 1

Mon

itorin

g an

d Im

plem

en-

tatio

n of

th

e SE

Z’s

prog

ram

s

0.47

m

34


LEDA

STR

ATEG

IC

OBJE

CTIV

E(O

utco

me)

Outp

utPr

ogra

mm

e Pe

rform

ance

In

dica

tor

Mea

ns o

f Ve

rifica

tion

(Por

tfolio

of

Evid

ence

)

Med

ium

–

Term

Tar

get

2015

/16

Repo

rting

pe

riod

Annu

al

2nd

3rd

4th

1st

Quar

terly

targ

ets

1. A

ccel

erat

ed

indu

stria

l di

vers

ifica

t-io

n th

roug

h st

rate

gic

econ

omic

de

velo

p-m

ent

inte

rven

-tio

ns

Impl

emen

tatio

n of

th

e M

usin

a

Num

ber o

f ap

prov

ed b

anka

ble

proj

ect p

lans

.

Rand

val

ue o

f new

Ho

me

Loan

fina

nce

Num

ber o

f pa

ssen

gers

tra

nspo

rted

Rand

val

ue

inve

sted

in m

inin

g an

d be

nefic

iatio

n op

portu

nitie

s

Num

ber o

f loa

ns

Rand

val

ue o

f loa

ns

Prod

uce

bank

able

pr

ojec

t pla

ns

Incr

ease

d de

liver

y of

hou

sing

thro

ugh

hom

e lo

an fi

nanc

e

Incr

ease

d

pass

enge

r vol

umes

Incr

ease

d in

vest

men

t in

the

min

ing

sect

or

Deve

lopm

ent

finan

ce e

nhan

ces

the

com

petit

ivene

ss

of e

nter

pris

es in

al

l sec

tors

of t

he

econ

omy

DTI

ackn

owle

dgem

ent

lette

r sub

mis

sion

Appr

oved

Pla

ns

Wor

king

file

s

Q-m

erit

syst

em

Fina

ncia

l St

atem

ents

Loan

agr

eem

ents

Loan

agr

eem

ents

ACCZ

one

Syst

em

Desi

gnat

ion

of

SEZ

com

pany

6 R68.

2m

31.6

m

R27m

750

R 1

50m

Quar

terly

Quar

terly

Quar

terly

Quar

terly

Annu

al

Qua

rterly

Qua

rterly

Desi

gnat

ion

of

SEZ

com

pany

6 R68.

2m

31.6

m

R27m

750

R150

m

Desi

gnat

ion

of S

EZ

com

pany

2 R18.

4m

8.4m

R3m

195

R41m

Mon

itorin

g an

d Im

plem

en-

tatio

n of

the

SEZ’

s pr

ogra

ms

2 R24.

6m

16.8

m

R8m

225

R41m

Mon

itorin

g an

d Im

plem

en-

tatio

n of

the

SEZ’

s pr

ogra

ms

1 R11.

6m

25.2

m

R8m

195

R41m

Mon

itorin

g an

d Im

plem

en-

tatio

n of

th

e SE

Z’s

prog

ram

s

1 R13.

6m

31.6

m

R8m

135

R27m

2. S

usta

inab

le

ente

rpris

es

in ta

rget

ed

sect

ors

of th

e ec

onom

y

35


LEDA

STR

ATEG

IC

OBJE

CTIV

E(O

utco

me)

Outp

utPr

ogra

mm

e Pe

rform

ance

In

dica

tor

Mea

ns o

f Ve

rifica

tion

(Por

tfolio

of

Evid

ence

)

Med

ium

–

Term

Tar

get

2015

/16

Repo

rting

pe

riod

Annu

al

2nd

3rd

4th

1st

Quar

terly

targ

ets

Num

ber o

f Co

-ope

rativ

es

supp

orte

d

Num

ber o

f tra

inee

s tra

ined

on

tech

nica

l sk

ills

Num

ber o

f tra

inee

s tra

ined

on

tech

nica

l sk

ills

Num

ber o

f SM

ME’

s in

cuba

ted

Num

ber o

f Co-

oper

ative

s re

ceivi

ng

gran

t fun

ding

Rand

val

ue

of i

nves

tmen

t fa

cilit

ated

Rand

val

ue o

f ex

ports

pro

mot

ed

Incu

batio

n an

d fu

ndin

g en

hanc

es

the

com

petit

ivene

ss

of e

nter

pris

es in

al

l sec

tors

of t

he

econ

omy

Tech

nica

l and

bu

sine

ss s

kills

de

velo

pmen

t en

hanc

es th

e co

mpe

titive

ness

of

ent

erpr

ises

in

all s

ecto

rs o

f the

ec

onom

y

Incr

ease

d in

vest

men

t and

tra

de o

ppor

tuni

ties

Coop

erat

ives

data

base

Wor

king

file

s

Lear

ner d

atab

ase

regi

ster

Lear

ner d

atab

ase

regi

ster

SMM

E Da

taba

se

Wor

king

file

s

Gran

t fun

ding

ag

reem

ents

Com

mitm

ent l

ette

rs

Lette

rs /

reco

rds

from

the

expo

rters

pr

omot

ed

160

2 25

0

2 90

0

120

15 R2.2

bn

R200

m

Quar

terly

Quar

terly

Quar

terly

Quar

terly

Quar

terly

Qua

rterly

Qua

rterly

160

2 25

0

2 90

0

120

15 R2.2

bn

R200

m

40 580

800

30 2 R200

m

R30m

40 580

750

30 3 R500

m

R50m

40 542

700

30 5 R500

m

R70m

40 568

650

30 5 R1bn

R50m

2. S

usta

inab

le

ente

rpris

es

in ta

rget

ed

sect

ors

of th

e ec

onom

y

3. In

crea

sed

trade

and

in

vest

men

t in

Lim

popo

36


LEDA

STR

ATEG

IC

OBJE

CTIV

E(O

utco

me)

Outp

utPr

ogra

mm

e Pe

rform

ance

In

dica

tor

Mea

ns o

f Ve

rifica

tion

(Por

tfolio

of

Evid

ence

)

Med

ium

–

Term

Tar

get

2015

/16

Repo

rting

pe

riod

Annu

al

2nd

3rd

4th

1st

Quar

terly

targ

ets

Esta

blis

h an

d im

plem

ent a

LED

A fra

mew

ork

on

acco

untin

g fo

r Job

Cr

eatio

n

Annu

al B

oard

Or

gani

satio

nal

Perfo

rman

ce R

atin

g

Num

ber o

f Qua

rterly

Pe

rform

ance

M

anag

emen

t and

Co

mpl

ianc

e Re

ports

pr

oduc

ed.

Num

ber o

f mon

thly

finan

cial

repo

rts

subm

itted

to

Trea

sury

Unqu

alifi

ed a

udit

repo

rt fro

m A

udito

r Ge

nera

l

Esta

blis

hmen

t of

data

repo

sito

ry

for t

rack

ing

Job

Crea

tion

Effe

ctive

lead

ersh

ip

and

enha

nced

co

rpor

ate

gove

rnan

ce

Effe

ctive

and

ef

ficie

nt fi

nanc

ial

man

agem

ent

Exis

tenc

e of

fra

mew

ork

Boar

d as

sess

men

tan

d Or

gani

satio

nal

Asse

ssm

ent r

atin

g

Quar

terly

repo

rts

Mon

thly

finan

cial

re

ports

Audi

t Opi

nion

Impl

emen

tatio

n

of th

e fra

mew

ork

Esta

blis

h ba

selin

e

4 12 Unqu

alifi

ed a

udit

opin

ion

Quar

terly

Annu

ally

Quar

terly

Quar

terly

Annu

ally

Impl

emen

tatio

n

of th

e fra

mew

ork

Esta

blis

h ba

selin

e

4 12 Unqu

alifi

ed

audi

t opi

nion

Quar

terly

re

ports

on

job

crea

tion

- 1 3 -

Quar

terly

re

ports

on

job

crea

tion

- 1 3 Unqu

alifi

ed

audi

t opi

nion

.

Quar

terly

re

ports

on

job

crea

tion

Boar

d as

sess

men

tan

d Or

gani

satio

-na

l As

sess

men

t ra

ting

-

Base

line

esta

blis

hed

1 3 -

Quar

terly

re

ports

on

job

crea

tion

- 1 3 -

3. In

crea

sed

trade

and

in

vest

men

t in

Lim

popo

4. P

ublic

ac

coun

tab-

ility

; sou

nd

corp

orat

e go

vern

ance

an

d su

stai

n-ab

le

reso

urce

ut

ilisa

tion

37


LEDA

STR

ATEG

IC

OBJE

CTIV

E(O

utco

me)

Outp

utPr

ogra

mm

e Pe

rform

ance

In

dica

tor

Mea

ns o

f Ve

rifica

tion

(Por

tfolio

of

Evid

ence

)

Med

ium

–

Term

Tar

get

2015

/16

Repo

rting

pe

riod

Annu

al

2nd

3rd

4th

1st

Quar

terly

targ

ets

Impl

emen

tatio

n of

ap

prov

ed ro

lling

audi

t pla

n

Impl

emen

tatio

n of

a C

ontra

ct

Man

agem

ent

Syst

em

All s

taff

have

si

gned

Per

form

ance

Ag

reem

ents

by

end

Q1

Quar

terly

app

rais

al

with

in 4

wee

ks o

f en

d of

qua

rter

Quar

terly

repo

rt on

fina

lised

lega

l m

atte

rs

Perc

enta

ge

payr

oll s

pend

on

staf

f tra

inin

g an

d de

velo

pmen

t

Stre

ngth

ened

in

tern

al c

ontro

ls

Acce

ssib

le a

nd

qual

ity le

gal

serv

ices

Enha

nced

hum

an

capi

tal f

or e

ffect

ive

and

effic

ient

or

gani

zatio

nal

perfo

rman

ce

Appr

oved

Pla

n

Prog

ress

repo

rts

Audi

t Com

mitt

ee

repo

rts

Syst

em re

gist

er

Sign

ed a

gree

men

ts

SDL

Repo

rts

Revie

w a

nd

impl

emen

t 3 y

ear

rollin

g In

tern

al

Audi

t pla

n

Deve

lop

and

impl

emen

t a

Cont

ract

M

anag

emen

t Sy

stem

All s

taff

have

si

gned

Per

form

ance

Ag

reem

ents

by

end

Q1

Quar

terly

app

rais

al

with

in 4

wee

ks o

f en

d of

qua

rter

All s

taff

have

sig

ned

Perfo

rman

ce

Agre

emen

ts b

y en

d Q1

Quar

terly

ap

prai

sal w

ithin

4

wee

ks o

f end

of

qua

rter

All s

taff

have

sig

ned

Perfo

rman

ce

Agre

emen

ts

by e

nd Q

1

Quar

terly

ap

prai

sal

with

in 4

w

eeks

of e

nd

of q

uarte

r

4 2%

Quar

terly

Quar

terly

Quar

terly

Quar

terly

Quar

terly

Revie

w a

nd

impl

emen

t 3

year

rollin

g In

tern

al A

udit

plan

Deve

lop

and

impl

emen

t a

Cont

ract

M

anag

emen

t Sy

stem

4 2%

Plan

im

plem

ente

d

Desi

gn o

f sy

stem

1 2%

Plan

im

plem

ente

d

Plan

im

plem

ente

d

Quar

terly

ap

prai

sal

with

in 4

w

eeks

of e

nd

of q

uarte

r

1 2%

Plan

im

plem

ente

d

Plan

im

plem

ente

d

Quar

terly

ap

prai

sal

with

in 4

w

eeks

of e

nd

of q

uarte

r

1 2%

Revie

w a

nd

impl

emen

t 3

year

ro

lling

Inte

rnal

Au

dit p

lan

Impl

emen

-ta

tion

of

syst

em

Quar

terly

ap

prai

sal

with

in 4

w

eeks

of

end

of

quar

ter

1 2%

4. P

ublic

ac

coun

tab-

ility

; sou

nd

corp

orat

e go

vern

ance

an

d su

stai

n-ab

le

reso

urce

ut

ilisa

tion

38


LEDA

STR

ATEG

IC

OBJE

CTIV

E(O

utco

me)

Outp

utPr

ogra

mm

e Pe

rform

ance

In

dica

tor

Mea

ns o

f Ve

rifica

tion

(Por

tfolio

of

Evid

ence

)

Med

ium

–

Term

Tar

get

2015

/16

Repo

rting

pe

riod

Annu

al

2nd

3rd

4th

1st

Quar

terly

targ

ets

Impl

emen

tatio

n of

a

reco

rd m

anag

emen

t sy

stem

Impl

emen

tatio

n of

mul

ti-ye

ar

Mar

ketin

g Pl

an

Impl

emen

tatio

n of

a

PMO

fram

ewor

k

Impl

emen

tatio

n of

the

kno

wle

dge

man

agem

ent p

lan

Appr

ove

and

impl

emen

t en

terp

rise

arch

itect

ure

plan

Perc

enta

ge s

yste

ms

uptim

e

Optim

ized

reso

urce

ut

ilizat

ion

and

logi

stic

al s

uppo

rt

Incr

ease

d LE

DA

bran

d aw

aren

ess

and

impr

oved

m

arke

ting

Impr

oved

pr

ogra

mm

e tra

ckin

g,

com

mun

icat

ion

and

impa

ct a

sses

smen

t

Effe

ctive

kno

wle

dge

man

agem

ent

func

tion

Secu

re a

nd re

liabl

e IT

ser

vices

Syst

em re

gist

ry

Appr

oved

Pla

n

Repo

rts a

nd P

roje

ct

Man

agem

ent

Syst

em

Appr

oved

pla

nKn

owle

dge

man

agem

ent

repo

sito

ry

Appr

oved

Pla

n

Avai

labi

lity

Rep

orts

Impl

emen

tatio

n of

a re

cord

m

anag

emen

t sy

stem

Impl

emen

t and

re

view

mul

ti-ye

ar

rollin

g m

arke

ting

plan

Appr

ove

fram

ewor

k an

d Im

plem

ent P

MO

Impl

emen

tatio

n of

the

know

ledg

e m

anag

emen

t pl

an

Revie

w, u

pdat

e an

d im

plem

ent

ente

rpris

e ar

chite

ctur

e pl

an

95%

Quar

terly

Quar

terly

Quar

terly

Quar

terly

Quar

terly

Quar

terly

Impl

emen

tatio

n of

a re

cord

m

anag

emen

t sy

stem

Revie

w ro

lling

mar

ketin

g pl

an

Appr

ove

fram

ewor

k an

d Im

plem

ent P

MO

Impl

emen

tatio

n of

the

know

ledg

e m

anag

emen

t pl

an

Revie

w, u

pdat

e an

d im

plem

ent

ente

rpris

e ar

chite

ctur

e pl

an

95%

upt

ime

Deve

lop

a re

cord

m

anag

emen

t sy

stem

Impl

emen

t ro

lling

mar

ketin

g pl

an

Appr

oval

of

the

PMO

fram

ewor

k

Appr

oval

of

the

know

ledg

e m

anag

emen

t pl

anDe

velo

pmen

t of

the

Know

ledg

e M

anag

emen

t re

posi

tory

Plan

Re

view

ed

95%

upt

ime

Impl

emen

ta-

tion

of a

re

cord

m

anag

emen

t sy

stem

Impl

emen

t ro

lling

mar

ketin

g pl

an

Impl

emen

ta-

tion

of th

e PM

O

Impl

emen

ta-

tion

of th

e kn

owle

dge

man

agem

ent

plan

Mai

nten

ance

of

the

repo

sito

ry

Plan

im

plem

ente

d

95%

upt

ime

Impl

emen

ta-

tion

of a

re

cord

m

anag

emen

t sy

stem

Impl

emen

t ro

lling

mar

ketin

g pl

an

Impl

emen

ta-

tion

of th

e PM

O

Impl

emen

ta-

tion

of th

e kn

owle

dge

man

agem

ent

plan

Mai

nten

ance

of

the

repo

sito

ry

Plan

im

plem

ente

d

95%

upt

ime

Impl

emen

ta-

tion

of a

re

cord

m

anag

emen

t sy

stem

Revie

w ro

lling

mar

ketin

g pl

an

Impl

emen

ta-

tion

of th

e PM

O

Impl

emen

ta-

tion

of th

e kn

owle

dge

man

agem

ent

plan

Mai

nten

ance

of

the

repo

sito

ry

Plan

im

plem

ente

d

95%

upt

ime

4. P

ublic

ac

coun

tab-

ility

; sou

nd

corp

orat

e go

vern

ance

an

d su

stai

n-ab

le

reso

urce

ut

ilisa

tion

39


40


PART C:LINKS TO OTHER PLANS

41


PART C: LINKS TO OTHER PLANS

The matter of Long-Term Infrastructure and Capital Plans is not applicable to the Limpopo Economic Development Agency at this stage.

The matter of conditional grants is not applicable to Limpopo Economic Development Agency at this stage.

The Limpopo Economic Development Agency has no Public Entities.

There are currently no Public-Private Partnerships in place.

In terms of Treasury Regulation 30.1.3; it is hereby stated that LEDA has a Materiality Framework in place.

9. LINKS TO THE LONG-TERM INFRASTRUCTURE AND OTHER CAPITAL PLANS

10. CONDITIONAL GRANTS

11. PUBLIC ENTITIES

12. PUBLIC-PRIVATE PARTNERSHIPS

13. MATERIALITY FRAMEWORK

42


PART D:TECHNICAL INDICATOR

DESCRIPTORS

43


PART D: TECHNICAL INDICATOR DESCRIPTORS

14. TECHNICAL INDICATOR DESCRIPTORS

Indicator title Net Increase in number of tenants

Short definition The net increase in number of tenants is the net effect of new tenants moving into LEDA premises less old tenants vacating LEDA premises.

Purpose/ Importance To determine occupancy rate of LEDA rented premises on a monthly basis

Source/Collection of data AZ Rental system.

Method of calculations Compare the new tenants leasing LEDA premises to those vacating LEDA rented premises to obtain net effect

Data limitations None

Type of indicator Output

Calculation type Cumulative

Reporting cycle Quarterly.

New indicator No

Desired performance To achieve higher than the target

Indicator responsibility Head: Land and Property Development.

Indicator title Rand value of collection.

Short definition Refers to the current rental rates versus rental collected from all tenants within our premises.

Purpose/ Importance To determine if rental raised from tenants is collected on a monthly basis.

Source/Collection of data AZ Rental system.

Method of calculations rental billing matched to cash in bank=rand value of collection

Data limitations The adjustments made to tenants’ accounts may affect the reliability of rental collected. Only rental of tenants whose lease period is still running will be calculated.



44


Indicator title Rand value of collection.

Reporting cycle Quarterly.

New indicator No

Desired performance 100%

Indicator responsibility Head: Land and Property Development.

Indicator title Rand value of arrears collected.

Short definition The rand value of arrears collected is the arrear rental collected from all tenants within our premises.

Purpose/importance To determine if arrear rental is collected.

Source/collection of data AZ Rental system is used to collect the information.

Method of calculation AZ Rental system is used to collect the information.

Data limitations The adjustments done to the tenants’ accounts may affect the reliability of arrear collected.

Type of indicator The rand value of arrears collected measures the outcomes or impact on the arrear rental balance.

Calculation type The performance is cumulative.

Reporting cycle The rand value of arrears collected is reported quarterly.

New indicator The indicator continued without change from the previous year.

Desired performance The actual performance high than the target is desirable.

Indicator responsibility Head Land and Property Development

45


Indicator title Number of Agricultural hub projects implemented

Short definition Implementation of Agricultural hub projects

Purpose/importance Food security, creation of jobs and access to Agribusiness opportunities

Source/collection of data Records of projects implemented

Method of calculation Simple count



Calculation type Non-Cumulative

Reporting cycle Quarterly

New indicator No

Desired performance Increase the number of hubs

Indicator responsibility Head :Special Projects Agribusiness

Indicator title Number of Agricultural projects facilitated

Short definition Number of high impact agribusiness projects implemented (produce high volume of products, high number of jobs and supply consistently to the market)

Purpose/importance Contribution to the Gross Domestic Product of the Province

Source/collection of data Records of projects implemented






New indicator No

Desired performance Increase in high impact projects


46


Indicator title Hatching of day-old chicks

Short definition Number of day-old chicks hatched and sold

Purpose/importance Monitor sustainability of the hatchery

Source/collection of data Records of day-old chicks hatched and sold






New indicator No

Desired performance To hatch and sell high quality day-old chicks in order to maintain consistent supply to clients


Indicator title Number of approved bankable project plans

Short Definition Number of projects that can receive funding

Purpose/Importance Growing the project pipeline of the agency

Source/Collection of Data Bankable project plans and approved

Method of Calculation Number of bankable project plans submitted and approved

Data Limitations None

Type of Indicator Output

Calculation Type Non-cumulative

Reporting Cycle Quarterly

New Indicator No

Desired Performance To get funding for every bankable project

Indicator Responsibility Executive Manager: Trade Investment Promotion

47


Indicator title Rand value of new home loan finance

Short Definition The value of the amount financed towards home loans

Purpose/Importance Tracks the value of investment made by LEDA through home loan finance

Source/Collection of Data The Loan Register

Method of Calculation Every amount financed is recorded once in the Loan register



Calculation Type Cumulative


New Indicator No

Desired Performance An increased and sustained delivery of housing through home loan finance

Indicator Responsibility Chief Executive Officer: Risima Housing Finance Corporation

Indicator title Number of passengers transported

Short definition The number of passengers transported

Purpose/importance Tracks the number of passengers transported by GNT buses

Source/collection of data Q- merit system

Method of calculation Additions



Calculation type Non-cumulative


New indicator No

Desired performance Increase in number of passengers transported

Indicator responsibility Chief Operation Officer: Great North Transport

48


Indicator title Number of cooperatives supported

Purpose/importance We are measuring the progress made in supporting cooperatives. The cooperative development is one area the government has earmarked for the inclusive participation of the communities in the mainstream economy. The education and training component of the development programmes for cooperatives is derived from the national cooperative 2010 strategy developed by the Dti as well as the Limpopo Co-operative Development strategy of 2013 aligned to the National strategy. Source/collection of data LEDA database and Companies Intellectual Property Commission (CIPC)

Method of calculation Add the number of cooperatives supported





New indicator No

Desired performance Flourishing and competitive cooperatives are that are able to create sustainable jobs

Indicator responsibility Executive Manager: Enterprise Development and Finance Division

Indicator title Number of cooperatives supported

Short definition Refers to cooperatives that have been supported (registration, training, mentorship, financial etc.) by LEDA.

Indicator title Rand value invested in mining and beneficiation opportunities.

Short definition Total rand value invested in mining and beneficiation opportunities.

Purpose / importance Tracks funds invested in the development of mining opportunities.

Source / collection of data Financial records

Method of calculation Rand value of investments made in mining projects.

Data limitation None

Type of indicator Inputs



New indicator No

Desired performance More investments

Indicator Responsibility Chief Executive Officer: Corridor Mining Resources

49


Indicator title Number of SMMEs incubated

Short definition Business incubation is an entrepreneurial and developmental process designed to support new and existing SMMEs and co-operatives with an array of services aimed at ensuring the sustainability over a period of 24 months.

Purpose/importance Incubation of businesses is a programme that ensures continuous provision of non-financial and financial support to SMMEs and Co-operatives, which therefore contribute to their survival and sustainability resulting in economic growth and job creation.

Source/collection of data LEDA database and Companies Intellectual Property Commission (CIPC)



Type of indicator Outputs



New indicator No

Desired performance Increased number of sustainable incubated enterprises


50


Indicator title Number of Co-operatives receiving grant funding

Short definition Refers to new cooperatives supported (registration, mentoring, training, financial etc.) by LEDA. The National Cooperatives Act No14 of 2005 has made provision for the registration of cooperatives in South Africa as per defined sectors and categories/level.

Purpose/importance A cooperative is an alternative business ownership model that is regulated through the Cooperatives Act No.14 of 2005. For purposes of compliance there are measures that must be enforced to ensure the smooth functioning of the cooperatives within the ambit of the law. Cooperatives are poised to play a key role in the development of marginalised communities and provide sustainable rural livelihoods.

Source/collection of data LEDA database and Companies Intellectual Properties Commission (CIPC)






New indicator No

Desired performance Thriving, competitive and sustainable cooperatives


Indicator title Number of loans Short definition Number of loans granted to SMMEs

Purpose/importance Tracks the value of investment made by LEDA through SMME financing

Source/collection of data Loan Agreements and AccSolve reports

Method of Calculation Loan Agreement match to AccSolve reports





New Indicator No

Desired performance Increase in number of SMME’s funded

51


Indicator title Number of loans


Indicator title Number of trainees trained on technical skills

Short definition Number of learners trained

Purpose/importance Track the number of learners registered and graduated.

Source/collection of data Learner registrations, attendance registers and graduation information






New indicator No

Desired performance The indicator is to monitor the actual number of learners trained against set targets


Indicator title Rand value of Investment facilitated

Short definition The amount in Rand of investment that accrued to the Limpopo Province as a direct result of LEDA FDI activities to attract that investment Purpose/Importance Measure Contribution to the GDP growth of the province

Source/collection of data Letter of commitment from the investor or the quarterly investment report from investor in terms of capital expenditure associated with the investment


Data Limitations Letter of commitment may not necessarily translate into investment

Type of indicator Outcome.



New indicator Yes.

Desired performance Exceed annual target

Indicator responsibility Executive Manager: Trade Investment and Promotion

52


Indicator title Rand value of Investment facilitated

Short definition The amount in Rand of investment that accrued to the Limpopo Province as a direct result of LEDA FDI activities to attract that investment Purpose/Importance Measure Contribution to the GDP growth of the province

Source/collection of data Letter of commitment from the investor or the quarterly investment report from investor in terms of capital expenditure associated with the investment


Data Limitations Letter of commitment may not necessarily translate into investment

Type of indicator Outcome.



New indicator Yes.

Desired performance Exceed annual target


Indicator title Rand value of exports facilitated

Short definition The amount in Rand value of exports received by Limpopo based businesses through direct result of LEDA activities to promote exports.

Purpose/Importance Contribution to GDP of the Province

Source/collection of data Letter of exports rand values facilitated from exporters.


Data Limitations The long lead time of export realization into actual income flow may delay the real total monetary value received.


Calculation type Simple count


New indicator Yes

Desired performance Exceed annual export rand value


53


Indicator title Implementation of Musina Special Economic Zone (SEZ)

Short definition Development of the land to attract investors and putting in place governance structure

Purpose/ Importance Regional Industrialization, job creation and foreign and domestic direct investment attraction

Source/Collection of data Feasibility studies and project implementation reports

Method of calculation Progress reports.


Type of indicators Input

Calculation type Non- cumulative


New indicator Yes

Desired performance Attraction of investment.

Indicator Responsibility Project Executive

Indicator title Implementation of Tubatse Special Economic Zone (SEZ)

Short definition Development of the land to attract investors and putting in place governance structure

Purpose/ Importance Regional Industrialization, job creation and foreign and domestic direct investment attraction

Source/Collection of data Feasibility studies and project implementation reports

Method of calculation Progress reports.


Type of indicators Input

Calculation type Non- cumulative


New indicator Yes

Desired performance Attraction of investment.

Indicator Responsibility Project Executive

54


Indicator title Number of monthly financial reports submitted to Treasury

Short definition Compliance reports required in terms of PFMA and Treasury Regulations

Purpose or Importance To report to Treasury on the financial results of LEDA

Source or collection of data Financial system – Accpac

Method calculations Simple count



Calculation Type Cumulative

Reporting Cycle Monthly

New Indicator No

Desired performance To ensure timeous and accurate reporting

Indicator Responsibility Group Chief Financial Officer

Indicator title Unqualified audit report from Auditor General

Short definition To obtain unqualified audit opinion for LEDA group.

Purpose or Importance This ensures good financial management and enhances LEDA’s business opportunities.

Source or collection of data Audit records and Annual Financial statements




Reporting Cycle Annually

New Indicator No

Desired performance To ultimately obtain clean audit opinion.

Indicator Responsibility Group Chief Financial Officer

Indicator title Annual Board Organisational Performance rating

Short definition The assessment of the effectiveness of the Board and its committees in relation to the performance of their roles in line with the Companies Act of 2008 as amended, the PFMA and other prescripts.

55


Indicator title Annual Board Organisational Performance rating

Purpose /importance To determine if the Board and its committees have performed their oversight responsibility as prescribed.

Source/ collection data Annual Board Plan and reports

Method of calculation Simple Count


Type indicator Outcome


Reporting cycle Annually

New indicator No

Desired performance Effective oversight.

Indicator responsibility Group Company Secretary

Indicator title Implementation of approved rolling audit plan

Short definition Number of audits to be executed

Purpose or Importance Track the number of audits that have been executed to monitor improvements in internal controls within the group

Source or collection of data Internal audit reports





New Indicator No

Desired performance To improve systems of internal controls, Governance and compliance issues.

Indicator Responsibility Head: Group Internal Audit

Indicator title Implementation of contracts management system.

Short definition Is a tool to monitor contracts

Purpose /importance Effective contracts management

Source/ collection data Signed contracts.

56


Indicator title Implementation of contracts management system.



Type indicator Output



New indicator No

Desired performance Optimum management of contracts

Indicator responsibility Executive Manager: Corporate Services

Indicator title Quarterly report on finalised legal matters

Short definition Number of all claims finalised by and against the agency

Purpose /importance To report on finalised legal matters

Source/ collection data Court orders






New indicator No

Desired performance Finalised legal cases

Indicator responsibility Executive Manager : Corporate Services

Indicator title All staff signed performance agreements by end of 1st Quarter

Short definition Contract between employer and employee containing the required performance standards

Purpose /importance It provides the mechanism for monitoring and enhancing performance

Source/ collection data Performance contracts


57


Indicator title All staff signed performance agreements by end of 1st Quarter





New indicator No

Desired performance All employees to sign performance agreements before end of April of each financial year


Indicator title Quarterly Appraisals within 4 weeks of end of quarter

Short definition The percentage of employees who have submitted their quarterly performance Appraisal reviews

Purpose /importance For improving organizational performance and employee growth and development

Source/ collection data Performance Management Data

Method of calculation 100% of staff on Performance Management System





New indicator No

Desired performance Achieve 100% of the 2%


58


Indicator title Percentage payroll spend on staff training and development

Short definition The percentage of the payroll spent on training and skills development of staff

Purpose /importance For compliance with relevant legislation and skills development

Source/ collection data AccPac and VIP Payroll

Method of calculation 2% of the budgeted and approved payroll





New indicator No

Desired performance Achieve 100% of the 2%


Indicator title Implementation of records management system

Short definition This is a tool to manage the records of the entity

Purpose /importance Safeguarding of the agency’s records and compliance with relevant legislations

Source/ collection data Records management policy and systems






New indicator No

Desired performance Effective record managements system


59


Indicator title Approved and implement enterprise architecture plan

Short definition Enterprise architecture plan is blue print or master plan for development and implementation of IT systems

Purpose /importance It provides the assurance that systems are deployed following an approved plan/road map.

Source/ collection data User requirements, project charters, project reports




Indicator title Implementation of multi-year marketing plan

Short definition A plan developed to brand, communicate and market the agency

Purpose /importance Enhance image and stakeholder relations.

Source/ collection data Website, Intranet, products and offerings and stakeholder engagement reports






New indicator No

Desired performance Enhanced image, stakeholder relations and effective communication


60


Indicator title Approved and implement enterprise architecture plan



New indicator Yes

Desired performance The aim is to ensure successful roll out of business systems to improve or optimise the efficiencies and effectiveness.

Indicator responsibility Executive manager IKPM

Indicator title Implementation of the Knowledge Management Plan

Short definition A blue print for implementing knowledge management and research and development projects

Purpose /importance The Knowledge Management Plan enables LEDA to determine the key projects to be deployed in order of priority

Source/ collection data Users requirements and quarterly project reports


Data limitations Implementation of knowledge management projects takes a longer period and therefore outputs may be measured in terms of project milestones over a year as opposed to the actual projects rolled-out

Indicator title Percentage systems uptime

Short definition The availability of key IT business systems in LEDA.

Purpose /importance Ensure optimal IT business systems availability to enable LEDA to conduct its business operations efficiently

Source/ collection data IT service management reports

Method of calculation Percentage systems uptime=no of days system available in quarter /no of working days in quarter X100

Data limitations Multiple systems


Calculation type Non -Cumulative


New indicator No

Desired performance 100% availability of systems

Indicator responsibility Executive Manager: IKPM

61


Indicator title Implementation of the Knowledge Management Plan




New indicator Yes

Desired performance Improved knowledge management

Indicator responsibility Executive Manager IKPM

Indicator title Implementation of a PMO framework

Short definition Is a co-ordinated management of a portfolio of projects to achieve a set of business objectives.

Purpose /importance The PMO framework ensures that there is a uniform approach to programme and project management .

Source/ collection data Programme and project charters and reports






New indicator Yes

Desired performance Improved programme and project management

Indicator responsibility Executive manager IKPM

62


NOTES


64


L i m p o p o E c o n o m i c D e v e l o p m e n t A g e n c y

E n t e r p r i s e D e v e l o p m e n t H o u s eM a i n R o a d , L e b o w a k g o m o , 0 7 3 7

P. O B o x 7 6 0L e b o w a k g o m o , 0 7 3 7

Te l : + 2 7 1 5 6 3 3 4 7 0 0 F a x : + 2 7 1 5 6 3 3 4 8 5 4

E m a i l : i n f o @ l i e d a . c o . z aw e b s i t e : w w w. l i e d a . c o . z a

Documents

2015/16 - cer.org.za · NGP New Growth Path NGO Non-Governmental Organisation ... economic growth, it also imposes a constraint on the ability of the province to address the other