PARLIAMENTARY PORTFOLIO COMMITTEE PRESENTATION ON ...pmg-assets.s3-website-eu-west-1.amazonaws.com/170516SAWS_Qu… · SO 1.2: Develop and market meteorological and related products

‘Making you WeatherSMART’

Ms. Mmapula Kgari: Interim Chief Executive Officer06 December 2016

Doc Ref no: SAWS Report Quarter 2 2016/17 – 06 December 2016

PARLIAMENTARY PORTFOLIO COMMITTEE PRESENTATION ON PERFORMANCE OBJECTIVES:

QUARTER 2 OF 2016/17

1

• High Level Structure

• Strategic Goals and Objectives

• Performance Q2, 2016/17

• Financial Performance Q2 2016/17

• Questions

CONTENTS

HIGH LEVEL STRUCTURE

2

HIGH LEVEL ORGANOGRAM

3

4

STRATEGIC GOALS AND OBJECTIVES

Strategic goals

Short Title

Strategic goals

Long Title

Strategic Objectives Goal Statement

Strategic Goal 1:

Provision of Products

and Services

Meteorological Products

and Services that meet the

needs of a weather-smart

nation are provided

1.1 Develop and provide meteorological

and related products and services for

targeted communities nationally

1.2 Develop and market meteorological and

related products and services for specific

economic sectors

1.3 Establish strategic partnerships for

products & services

The impact of climate change is resulting in

an increasing number of extreme weather

events, which impacts on food security, lives

and property. This calls for the development

and provision of innovative products and

services for both commercial and public

good purposes that enable a weather-

smart nation.

Strategic Goal 2:

Capability and Capacity

Developed

Service Delivery

Infrastructure and Human

Capital Capability and

Capacity developed

2.1 Upgrade, expand and optimise

infrastructure

2.2 Position SAWS as employer of choice

2.3 Build a talent pool for atmospheric

sciences as a national imperative

A shortage of skills in weather and climate

related sciences makes it difficult for SAWS

to consistently deliver on its mandate and

achieve its vision. This requires building a

talent pool both in-house and on a national

basis whilst extending and upgrading our

current infrastructure.

5

STRATEGIC GOALS AND OBJECTIVES

Strategic goals

Short Title

Strategic goals

Long Title

Strategic Objectives Goal Statement

Strategic Goal 3:

Engaged stakeholders

Strategic relationships

leveraged and Stakeholders

engaged

3.1 Position SAWS as a

relevant Meteorological

Institution

3.2 Manage and leverage

strategic relationships

SAWS functions in a complex scientific and service environment

where it is essential to maintain and manage stakeholder

relationships to the benefit of both parties. Through the

activities supporting this goal SAWS is committed to effectively

partner, collaborate, manage and leverage its key stakeholder

relations to deliver on SAWS' mandate and objectives and to

ensure its sustainability.

Strategic Goal 4:

Research, knowledge

and intelligence creation

Research, knowledge and

Intelligence created in

support of a weather-smart

nation

4.1 Grow weather and

climate knowledge base

SAWS is mandated to innovate and provide products and

services that are designed to solve real life weather related

challenges. This requires ongoing research to maintain its

technological edge in meteorology and related disciplines.

Strategic Goal 5:

Growth and

sustainability

Revenue growth and

organisational sustainability

achieved

5.1 Grow Revenue

Streams

SAWS is an essential element of South African public life,

contributing to both the country's economic activities and

safety of life. In order to grow while also ensuring that it

remains sustainable, SAWS must establish sustained and high

value sources of revenue to fund its operations.

Achieved Met all requirements(On target)

Partially Achieved

Metrequirements substantially –there may be changes to requirements(Work in progress)

Not Achieved

Met none/some requirements –Requires urgent attention(Off target)

Nomilestone

No set milestone for that period

Information not provided

Information notevaluated at the time of reporting

QUARTER 2 of 2016/17: ACTUAL PERFORMANCE AGAINST PRE-DETERMINED OBJECTIVES

6

INTERPRETATION KEY – ACTUAL PERFORMANCE AGAINST TARGETED PERFORMANCE

7

• 24/29 Achieved Targets (83%) - (24 targets)

• 1/29 Partially Achieved - (1 target)

• 4/29 Targets (13%) -Not Achieved

PERFOMANCE ON OBJECTIVES

Footnote: 2 of the 31 organisational targets didnot require any action during the period under review.

Quarter 2: 2016/17 Performance

83%

3%

14%

Achieved Parcially Achieved Not Achieved

STRATEGIC GOAL 1: PROVISION OF PRODUCTS & SERVICES

8

SO 1.1: Develop and provide meteorological and related products and services for targeted communities nationally

Key Performance

Indicator

Baseline

2015/16

Target

2016/17

2016/17 2nd

Quarter Target

Achievement/ Challenges /

Corrective measures

% completion of the ‘As

is’ community weather-

smart Needs Analysis

Report across all

targeted communities

for the development of

products and services

to improve weather

resilience

‘As is’ and

community

weather-smart

Needs Analysis

Report (16/17

100% completion of

‘As is’ and community

weather smart Needs

Analysis Report across

all targeted

communities for the

development of

products and services

to improve the

weather resilience

Conduct

community

weather-smart

needs survey

Not Achieved

Draft Terms of Reference Developed

to be discussed with the appointed

resource.

In the process of appointing a

resource to assist with the survey

Number of community

segmented products

and/or services

provided

Community

segmented

products and/or

services in the

market

1 new (not previously

provided) product or

service for a

community segment

Maintain the provision

of 4 existing

community segmented

products and/or

services

Maintain the

provision of 4

existing products

Develop marketing

plan for additional

new products:

SWWS, seasonal

climate forecast,

public weather

forecasts, historic

weather reports

Achieved

Provision of 4 existing products

delivered throughout the quarter.

9

STRATEGIC GOAL 1: Provision of Products and Services

SO 1.2: Develop and market meteorological and related products and services for specific economic sectors

Key Performance

Indicator

Baseline

2015/16

Target

2016/17

2016/17 2nd Quarter

Target


Corrective measures

Number of sector

specific products

provided

Sector specific

products - Product

Release certificates

Quarterly Reports

3 sector specific

products provided

into the market in

2016/17

Agricultural sector

specific product

Achieved

Historic Heat Units product

developed for the Agricultural

Sector

% Completion of 5-year marketing plans for sector specific products on weather and climate in targeted sectors

5-year marketing

plans for sector

specific products and

services:

2016/17

Agriculture

100% completion of 5-year marketing plan for sector specific products on weather and climate for the agricultural sector

50% completion of 5-

year marketing plan

for sector specific

products on weather

and climate for the

agricultural sector

Not Achieved


resource to assist with the

development of a five-year

marketing plan.

Research on the sector

completed with the UKMO.

Analysis of the findings

underway.

10


SO 1.2: Develop and market meteorological and related products and services for specific economic sectors

Key Performance

Indicator

Baseline

2015/16

Target

2016/17

2016/17 2nd Quarter

Target


Corrective measures

% Implementation of

annual milestones for

Sector specific 5- year

marketing plans

Sector specific 5-

year marketing

plans

% Implementation of


Sector specific 5- year

marketing plans: 80%

agricultural sector

40% completion of

sector specific 5- year

marketing plan for the

agricultural sector

Achieved

R1,1m revenue secured from

sales of agro/hydro products.

SO 1.3: Establish partnerships for products and services

Key Performance

Indicator

Baseline

2015/16

Target

2016/17

2016/17 2nd Quarter

Target


Corrective measures

Number of joint

ventures and

strategic alliances

established

Agreements of

joint ventures and

strategic alliances

1 joint venture & 1

strategic alliance

established

Identify partners for joint

venture and strategic

alliance

Achieved

Aviation: General Aviation and

NRA Commercial Airlines

Pilot phase currently underway.

Engagements with existing

partners to explore potential

growth areas:

GRIP - GIS space

Hydrologic -DWS proposal

Campbell Scientific - equipment

11


STRATEGIC GOAL 2: CAPABILITY AND CAPACITY DEVELOPMENT

12

SO 2.1: Upgrade, expand and optimise infrastructure

Key Performance

Indicator

Baseline

2015/16

Target

2016/17

2016/17 2nd Quarter

Target


Corrective measures

% Availability of data

Radar

Radar data

availability

Report

Radar data

availability

= 80%

Radar data availability

= 80%

AchievedRadar data availability= 83.84%

Effort to ensure effective maintenance of peripheral equipment, such as air-conditioners, diesel generators and their refuelling, has contributed to the increased availability of the radar

% Availability of data

LDN

LDN data

availability

report

LDN data

availability = 95%

LDN data availability =

95%

Achieved

LDN data availability = 96.89%

Percentage availability

of SAAQIS

SAAQIS

availability

report

SAAQIS availability

= 90%

SAAQIS availability =

90%

Achieved

Q2 SAAQIS availability = 100%

13


SO 2.2: Position SAWS as an employer of choice

Key Performance

Indicator

Baseline

2015/16

Target

2016/17

2016/17 2nd Quarter

Target


Corrective measures

% implementation of


the SAWS dual career

pathing programme

Dual career

pathing

programme

implementation

report(s)

Implement

80% of annual

plan/ targets

of the dual

career pathing

programme

30% implementation

of the dual career

pathing programme

Achieved

30% implementation of the dual

career pathing programme

% (increase) in employee capability for core and critical skills

Employee

capability

programme

proposal/

concept

Establish

baseline in

employee

capability

Conduct analysis of

current employee

capability

Not Achieved

Targeted critical functions will be

identified through the OD exercise in

Q3. These functions will then form

part of the capability analysis

% increase in leadership

competency index

Leadership

development

programme

proposal/

concept

Competency

assessments

report(s)

5% increase in

leadership

competency

index

Conduct analysis of

current employee

leadership capability

Achieved

Analysis of current employee

leadership capability conducted

14


SO 2.2: Position SAWS as an employer of choice

Key Performance

Indicator

Baseline

2015/16

Target

2016/17

2016/17 2nd Quarter

Target

Achievement/ Challenges

/ Corrective measures

% employee retention

rate for core/critical

skills

Employee

retention reports

92% employee retention

rate for core/critical skills

92% employee

retention rate for

core/critical skills

Achieved

92% employee retention

rate for core/critical skills

% achievement of

Employment Equity (EE)

targets as per the

organisational EE plan

EE Plan

EE Reports

74% Africans

3% People With

Disabilities

40% women in core

42% women in

management

100% of EE targets

achieved

Achieved

100% of EE targets

achieved

SO 2.3: Build a talent pool for atmospheric and related science as a national imperative

Key Performance

Indicator

Baseline

2015/16

Target

2016/17

2016/17 2nd Quarter

Target

Achievement/ Challenges

/ Corrective measures

% completion of the

phase of implementation

of the National

Educational Plan

NEP

implementation

reports

100% completion of

phase 1 of the NEP

Stakeholder engagement

as per the stakeholder

engagement plan for the

NEP

Achieved

Stakeholder engagement

as per the stakeholder

engagement plan for the

NEP

15


SO 2.3: Build a talent pool for atmospheric and related science as a national imperative

Key Performance

Indicator

Baseline

2015/16

Target

2016/17

2016/17 2nd

Quarter Target


Corrective measures

% Implementation of

annual targets of the

Regional Training Centre

(RTC) strategy

RTC Strategy

Implementation plan

RTC APP

80% of the RTC

APP targets

achieved

60% of the RTC APP

targets achieved

Achieved

Achieved 60% of the RTC APP targets

as per plan

Number of bursaries Report on bursaries

awarded

62 bursaries

awarded

Develop bursaries

marketing plan

Achieved

Developed bursaries marketing plan

Percentage of bursars

absorbed by SAWS in

critical strategic areas

Appointment letters

of absorbed bursars

Contracts of

employment of

absorbed bursars

60% of

bursars

absorbed

N/A No action required for quarter 2

% completion of

Doctoral programme

plan

% implementation of

Doctoral Programme

milestones

Report on progress of

implementation of

the Doctoral

programme

100%

completion of

Doctoral

programme

plan

10% of the

doctoral

programme

annual

milestones

50% completion of

Doctoral

programme plan

Achieved

50% completion of Doctoral

programme plan completed

Doctoral Programme plan

developed with planned activities

16


STRATEGIC GOAL 3:ENGAGED STAKEHOLDERS

17

SO 3.1: Position SAWS as a relevant meteorological institution

Key Performance

Indicator

Baseline

2015/16

Target

2016/17

2016/17 2nd Quarter

Target


Corrective measures

% completion of

annual targets as set

out in the corporate

communications

strategy

Corporate

communications

strategy.

Progress reports on

the implementation of

the corporate

communications

strategy

Implementation of 80% of annual communications programmes for 2016/17 as per the communications strategy

Implementation of

40% of

communications

programmes as per

the communications

strategy for 16/17

Achieved

• Pipeline development

activities

• Press conference and media

releases regarding

Spring/Summer outlook

Media training for SAWs

employees

Communications and Media

Strategy


resource to assist with the

review of the Communications

and Media Strategy

18

STRATEGIC GOAL 3: ENGAGED STAKEHOLDERS

SO 3.1: Position SAWS as a relevant meteorological institution

Key Performance

Indicator

Baseline

2015/16

Target

2016/17

2016/17 2nd Quarter

Target


Corrective measures

% (increase) in

traffic volumes on

media platforms

(website/ facebook,

twitter, YouTube)

Reports on traffic

volumes/ hits

(website/ facebook,

twitter, YouTube)

Establish a baseline in

traffic volumes on

media platforms

(website/ facebook,

twitter, YouTube)

Monitor media

platforms to engage

stakeholders

(website/facebook,

twitter, YouTube)

Achieved

Monitored and Maintained the

automated feed on twitter

Established SAWS Facebook

page

In process of identifying content

for YouTube.

Content will be further informed

by the Communications and

Media Strategy

Rand value

Advertising Value

Equivalent (AVE)

(cumulative)

Rand value Advertising

Value Equivalent (AVE)

(cumulative)

Progress reports on

AVE

Media monitoring

reports

Advertising Value

Equivalent (AVE) -

R22m

Achieved

R48 518 972

Ongoing drought associated

with El Nino created, amongst

journalists, an increased

awareness and interest on

weather phenomena19


SO 3.2: Manage and leverage strategic relations

Key Performance

Indicator

Baseline

2015/16

Target

2016/17

2016/17 2nd Quarter

Target


Corrective measures

Number of

engagement

programmes for

targeted

stakeholder groups

as per

SES(2016/17)

Stakeholder

engagement plans

Engagement

programmes for

8 targeted

stakeholder

groups(SES)

Engagement

programmes for 2

targeted key stakeholder

groups

Partially Achieved

1 x engagement programme for

Social Responsibility Projects

In process of recruiting a resource

to assist with development of

strategy programme

Overall stakeholder

satisfaction rating

(expressed as a

percentage)

Overall stakeholder

satisfaction rating as

per stakeholder

perception survey

report

Overall

stakeholder

satisfaction rating

- 86%

No action required No action required for this quarter

2

20


STRATEGIC GOAL 4: RESEARCH AND KNOWLEDGE / INTELLIGENCE CREATION

21

SO 4.1: Grow weather and climate knowledge base

Key Performance

Indicator

Baseline

2015/16

Target

2016/17

2016/17 2nd Quarter

Target


Corrective measures

% of funds secured

for conducting SEB

study

Funding proposals

Funding

commitments

25% of funds

secured for

conducting SEB

study

SEB study funding

proposal approved

Not Achieved

SEB Proposal drafted. Management

in process of allocating resources.

The SEB funds were not allocated for use in the SEB project by Management/ EXCO as there was no budget for SEB in the 2016/ 17 financial year.

Number of

partnership

agreements for

applications and / or

products

development for

various socio-

economic sectors in

support of the

NCCRP

Partnership

agreement for

applications and /

or product

development

1 partnership

that translates

into applications

or products for

decision making

in modelling

Negotiate with partners

on identified

application/ product

Achieved

Central University of Technology

and Pretoria University

(Department of Geography and

Informatics and Department of

Plant Sciences)-Pretoria University

(Department of Geography and

Informatics and Department of

Plant Sciences)

22


SO 4.1: Grow weather and climate knowledge base

Key Performance

Indicator

Baseline

2015/16

Target

2016/17

2016/17 2nd Quarter

Target


Corrective measures

National Framework

for Climate Services

(NFCS)

implementation per

key sector

NFCS

Implementation

report

Implementation

of NFCS facilitated

for 3 key climate

sensitive sectors

Implementation of NFCS

for agriculture

Achieved :SAWS has developed

Forecasted Heat units for the

Agriculture Sector

Review of the implementation plan

and consultation with the various

stakeholders will happen at a

Workshop planned for the last

week of November 2016.

Number of peer-reviewed articles published in accredited national or international scientific journals where SAWS scientists are the leading author or co-author.(cumulative target)

Peer- reviewed

articles published

in accredited

national or inter-

national scientific

journals where

SAWS scientists are

the leading author

or co-author

14 publications 7 publications Achieved

8 publications cumulative (see erratum on Q1 report) plus one conference proceeding

23


STRATEGIC GOAL 5:

GROWTH AND SUSTAINABILITY

24

SO 5.1: Grow revenue streams

Key Performance IndicatorBaseline

2015/16

Target

2016/17

2016/17 2nd Quarter

Target


Corrective measures

Parliamentary grant funding

excluding SAAQIS

MTEF allocation letter

Audited financial

statements

R189,28m R47,32m Achieved

R47,32m

Growth in year-on-year

aviation revenue

Audited financial

statements


R32,80m

Aviation income exceeds budget

for the quarter, mainly due to

increased air traffic volumes

Growth in commercial

revenue as per set target

(annual total revenue)

Audited financial

statements


R5,82m

Due to increased sales across

various product lines,

particularly hydrological

products

25

STRATEGIC GOAL 5: GROWTH AND SUSTAINABILITY

SAWS EMPLOYMENT EQUITY STATISTICS

26

27

Occupational Levels Male Female Foreigners Total

A C I W A C I W

Top management 1 0 0 0 3 0 0 1 5

Senior management

6 0 1 0 4 0 0 2 13

Professionally qualified and experienced specialists

40 3 2 21 17 1 0 7 6 97

Skilled technical and academically qualified workers,

supervisors

60 6 5 23 36 5 2 16 1 154

Semi-skilled and discretionary decision making

42 9 0 7 44 7 1 3 113

Unskilled and defined decision making12 3 0 0 4 0 0 0 19

Temporary Employees 14 0 0 2 13 0 1 0 30

TOTAL PERMANENT

175 21 8 53 121 13 4 29 7

431

SAWS PROFILE AS AT 30/09/16 - EMPLOYMENT EQUITY

28

RaceNational

Demographics

SAWS

Targets

SAWS Actual

Statistics

VarianceSAWS Target versus

Actual

Africans 80.50% 74.00%69.81% -4.19%

Whites 8.30% 14.70%19.33% 4.63%

Coloured 8.80% 8.80%8.01% -0.79%

Indians 2.50% 2.50%2.83% 0.33%

Total 100.10% 100.00% 100.00%

Foreigners 0.00% 0.00% 1.62% -

Employees with Disabilities 2.00% 3% 1.39% -1.61%

SAWS STATS VS THE DEMOGRAPHICS OF SA- EMPLOYMENT EQUITY

FINANCIAL REPORT FOR THE PERIOD ENDING 30 June 2016

29

FINANCIAL REPORT ACTUAL VERSUS BUDGET for the period ending 30 September 2016

Description

2015/16

FULL YEAR

Actual

R

2016/17

FULL YEAR

Budget

R

2016/17

FULL YEAR

Forecast

R

2016/17

YTD

Budget

R

2016/17

YTD

Actual

R

2016/17

YTD

Budget

Variance

R

2016/17

YTD

Budget

Variance

%

Total Revenue 310,333,066 341,356,000 369,788,337 169,713,000 186,492,770 16,779,770 9.89%

Total Expenditure (299,106,873) (341,356,000) (345,549,733) (170,381,278) (154,381,663) 15,999,615 9.39%

Administrative Expenditure (9,919,429) (10,251,459) (9,593,160) (5,169,180) (3,096,902) 2,072,278 40.09%

Compensation of Employees (187,183,858) (222,763,000) (219,261,797) (112,300,000) (102,324,899) 9,975,101 8.88%

Other Operating Expenditure (102,003,586) (108,341,541) (116,694,776) (52,912,098) (48,959,862) 3,952,236 7.47%

Operating Surplus/(Deficit) 11,226,193 - 24,238,604 (668,278) 32,111,107 32,779,385 4905.05%

(before depreciation and amortisation)

Depreciation (26,967,798) (23,964,894) (27,686,680) (11,982,449) (15,704,237) (3,721,788) -31.06%

Amortisation (3,233,246) (4,927,106) (4,444,708) (2,463,553) (2,252,334) 211,219 8.57%

Gains from Fair Value Adjustments 2,625,739 - - - - - 0.00%

(Deficit)/Surplus for the Period (16,349,112) (28,892,000) (7,892,784) (15,114,280) 14,154,536 29,268,816 193.65%

FINANCIAL REPORTREVENUE – Actual versus Budget for the period ending 30 September 2016

Revenue:

Total revenue above budget by R16,78 million (9.89%)

Aviation revenue above budget by 20.39% %(R11,05 million)

Non-Regulated Commercial revenue 14.20 % above budget (R10,28 million)

31

FINANCIAL REPORT EXPENDITURE – Actual versus Budget for the period ending 30 September 2016

32

FINANCIAL REPORT EXPENDITURE – Actual versus Budget for the period ending 30 September 2016

(continued)

ExpenditureTotal Expenditure (excluding Depreciation and Amortisation) amounted to R154,38m which is 9.39% (R16m) below the year-to-date budget of R170,38m.

Administrative Expenditure• below the year-to-date budget of R5,17m by 40.09% (Actual:R3,10m) mainly due to:Training – budget of R1,19m is 35% spent with actual amounting to R411k.Printing Forms and Stationery - budget of R528k is 58% spent with actual

amounting to R306k.

Employee Costs• below the year-to-date budget of R112,30m by 8.88% (Actual: R102,32m) mainly

due to: vacancies which are expected to be filled during the course of the year.

Operating Expenditure • Actual below the year-to-date budget of R52,91m (Actual: R48,96m). :Software Licenses below budget by R2,22 million (timing difference); andSystems Support & Maintenance lower than Budget by R2,34 million

(timing difference) 33

34

Thank you!

Discussion?

Documents

PARLIAMENTARY PORTFOLIO COMMITTEE PRESENTATION ON ...pmg-assets.s3-website-eu-west-1.amazonaws.com/170516SAWS_Qu… · SO 1.2: Develop and market meteorological and related products