ANNUAL PERFORMANCE PLAN 2020- 2021
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ANNUAL PERFORMANCE PLAN 2020-2021
WESTERN CAPE GOVERNMENT
VOTE 9
ANNUAL
PERFORMANCE PLAN
2020-2021
March 2020
Submission to Provincial Minister Mr A Bredell
EXECUTIVE Authority Statement
I
n the Western Cape we all have one shared challenges. By working better together with com
interest – the protection of our environment for munities, other spheres of government and key
future generations whilst advancing the sustainable stakeholders my Department hopes to turn these
economic growth and development of our Province challenges into opportunities for better service de
in the interest of all the citizens of the Western livery over the next five years.
Cape. It seems like a mouthful but it is quite a simple
concept. Essentially it means we need to look after Working in silos is simply not going to help anyone
what we have while improving the lives of our people anymore. Tackling our many challenges means we all
on a daily basis. Our vision of the Western Cape is to need to get on board and pull in the same direction.
build a safer and better Province. By fostering and growing relationships with other
departments, spheres of government and the private
Making inroads into the many challenges that con sector we will be best able to make significant in
tinue to afflict us is increasingly difficult given the roads into the problems that affect us all.
current economic conditions in South Africa. With
economic growth in South Africa at levels below One of the key focus areas for this five-year Strategic
1% and predicted to remain that way for years to Plan stretching between 2020 and 2025 will be con
come, this means there will be less money available tinuing to expand on the role of sustainability. The
to critical entities like CapeNature. This is a con mainstreaming of sustainability and being more effi
cern given the increased demand for C apeNature’s cient in the use of resources simply result in better
services. Unfortunately at this stage, we simply have and more sustainable social and economic develop
to continue doing more with even less. ment. It also brings with it several wonderful oppor
tunities associated with a Green Economy.
The Western Cape Department of Environmental
Affairs and Development Planning and CapeNature
continues to actively support the goals of the
National Development Plan 2030, as it complements
our longterm vision of a better society for all. The
NDP promotes the creation of conditions amenable
to investment and job creation that in turn will drive
a cycle of sustained development.
Mr A Bredell
South Africa is still a country facing significant chal EXECUTIVE AUTHORITY OF CAPENATURE
lenges and partnerships are key to addressing these March 2020
ACCOUNTING Authority Statement ACCOUNTING Authority Statement
T
he 2019/20 financial year will be remembered able feat of complementing our current protective e co-tourism is slightly more than R40 million and done brings the strategic focus of the organisation
as the year the organisation reinvented itself. areas with 9 000ha – an 80% overachievement for new ways of increasing and capitalising on the suc full circle.
After many months of planning, deliberation the year! cess of this income stream is high on the priority list.
and consultation, the new redesigned CapeNature Now that the paperwork is done in terms of out
was ready to fulfil its mandate. The new financial year will see continued efforts to Engaging with stakeholders is critical to the success comes and outputs, we shift our focus to business
solidly embed innovation and reshape the way the of biodiversity conservation and landscape resilience and implementation. CapeNature is known for al
A relook at the values of the organisation was part organisation will be doing business. CapeNature’s and in the 2020/21 financial year 80 capacity building ways striving to do better and I’m convinced that the
of the process. Months of consultation with staff re website and intranet will enjoy an overhaul with new interventions are anticipated. A further 230 envi year lying ahead will be no different.
sulted in an affirmation of four of the existing values: functionalities to ensure that visitors’ experiences ronmental awareness activities are planned to en
customer-care, accountability, respect and ethics. are enhanced with their needs in mind. Wifi will be sure that we also reach the future generation. I thank the staff for their commitment, the CEO and
rolled out to all of CapeNature’s reserves, again with management for their support and creation of an
The fourth Industrial Revolution set the tone for the visitor in mind and ensuring that their stays are Innovation also means working smarter and leverag enabling environment, the board for their vision and
new and novel ways to do business. Organisa memorable. ing partnerships. CapeNature’s new landscape strat leadership and all for taking the mandate of conserv
tions need to adapt and evolve and the only way egy meant moving from Protected Area-centric con ing the unique biodiversity of our province seriously.
to stay relevant is to be on the forefront of inno Furthermore, a number of business processes within servation within a purely regulatory framework, to
vation. CapeNature sees innovation as a crucial the organisation will be automated not only to work bridging divisions between geographies, jurisdictions,
element of our approach to execute our mandate, more efficiently, but also to reduce paper and ensure sectors, and cultures in order to safeguard ecologi
and consequently, new ideas are nurtured and en that our footprint is much lighter. The adoption of a cal, cultural, and economic benefits for all.
couraged where ever possible. Therefore it came conservation management system, which integrates
as no surprise when a collective decision was taken various data sources with the disciplines of land An improved compliance and regulatory environ Assoc Prof D Hendricks
to add this as a fifth value. The essence of this be scape planning and management is another exciting ment, conservation estate growth and ensuing ACCOUNTING AUTHORITY OF CAPENATURE
lief for the entity is: purposeful creative inventiveness tool to look forward to in the new financial year. good governance in all aspects of the work being March 2020
leveraging industry advancements to enhance corporate
and conservation capabilities creating new ideas and It is anticipated that the advancements in technology
new approaches with a “can do” attitude. and innovation will enhance the ability of the enti
ty to respond to the challenges of climate change,
CapeNature has proven that innovation and disrup species loss and management of the conservation
tion has always been an integral part of the organisa estate.
tion’s thinking in order to stay relevant. CapeNature
will continue to embrace the advancements brought Innovation stretches further than only technology.
upon by the 4th Industrial Revolution and in so do In CapeNature we need to deliver on a future that
ing enhance the management of our natural heritage is sustainable and that grow the economies of our
assets, its indigenous wildlife, vegetation and land local communities. No less than 1 000 work op
scapes for the joy and benefit of all. portunities will be created through environmental
programmes and in addition, 450 job opportunities
Critical to innovation is the implementation of ideas. will be created through the Expanded Public Works
An online booking portal was one of the ideas that Programme (EPWP). Continued access to protect
came to life and currently no less than 40% of all ed areas will be given to communities adjacent to
booking revenue for the eco-tourism reserves are the reserves for sustainable use purposes.
managed through the new online booking portal.
Strong marketing and communication efforts were In the new financial year CapeNature will contin
instrumental in a year on year tourism growth of ue with its mandate, but with far less financial re
10%. Adding to these achievements is the consider sources. The target set for revenue generated by
OFFICIAL SIGN-OFF CONTENTS
It is hereby certified that this Annual Performance Plan:
PART A our mandate 1
• Was developed by the management of CapeNature under the guidance of the Chief Executive Officer.
• Was prepared in line with the current Strategic Plan of CapeNature. 1 Legislative and policy mandates 2
• Accurately reflects the performance targets which CapeNature will endeavour to achieve, given the
2 Institutional Policies and Strategies over the five-year planning period 4
resources made available in the budget for 2020/21.
3 Relevant Court Rulings 4
Mr M Bhayat Signature: PART B our STRATEGIC FOCUS 5
CHIEF FINANCIAL OFFICER
4 Updated Situational Analysis 6
4.1 External Environment Analysis 11
4.2 Internal Environment 12
Dr R Omar Signature:
Chief Executive Officer
PART C measuring our performance 15
5 Institutional Programme Performance Information 16
6 Explanation of planned performance over the medium term period 23
7 Programme Resource Considerations 24
Assoc Prof D Hendricks Signature:
ACCOUNTING AUTHORITY 8 Updated Key Risks 32
9 Public Entities 33
10 Infrastructure Projects 33
11 Public Private Partnerships 34
Approved by:
Mr A Bredell Signature: PART d technical indicator descriptions (tid) 35
EXECUTIVE AUTHORITY
Provincial Minister for Local Government,
Environmental Affairs and Development Planning PART E annexures 53
O UR M A N DAT E A
PART 1 LEGISLATIVE AND POLICY MANDATES
A
CapeNature is the executive arm of the Western Cape Nature Conservation Board (WCNCB), established in
terms of the Western Cape Nature Conservation Board Act, 1998 (Act No. 15 of 1998) as amended. The Act has
OUR MANDATE three general objectives:
a) Promote, ensure and enhance biodiversity conservation and related matters within the framework of sustain
able development;
b) Render services and provide facilities for research, education and awareness in connection with biodiversity
and related matters in the Province; and
c) Generate income, within the framework of any applicable policy determined by the responsible Minister of
the Provincial Cabinet.
CapeNature works towards these objectives by implementing the mandate and functions which are derived from
the Nature Conservation Ordinance, 1974 (Ordinance 19 of 1974), as amended.
During the 2015-2020 strategic planning cycle the entity, together with the Department of Environmental Affairs
and Development Planning, commenced a process to review the existing legal frameworks for conservation and
biodiversity in the Province.This process has resulted in the finalisation of the draft Western Cape Biodiversity Bill
(WCBB). It is anticipated that the WCBB will be gazetted during the 2020-2025 strategic planning cycle.
The following are the key international conventions and national and provincial statutes relevant to the imple-
mentation of the mandate of nature conservation and include all amendments to these acts and ordinances
and any regulations promulgated thereunder. Note that the list below excludes all other relevant legislation which
public entities as employers, implementers of government mandates and managers of public finance are subject to.
International Conventions, Protocols and Policies:
• Bonn Convention on the Conservation of Migratory Species of Wild Animals (CMS)
• Convention on Biological Diversity (CBD)
• Convention on International Trade in Endangered Species of Wild Fauna and Flora (CITES)
• Convention on Wetlands of International Importance especially as Waterfowl Habitat (Ramsar)
• United Nations Framework Convention on Climate Change (UNFCCC) and the Kyoto Protocol
• United Nations Convention on the Law of the Sea (UNCLOS)
• Convention concerning the Protection of the World Cultural and Natural Heritage (WHC)
• World Tourism Organisation (WTO)
• United Nations Educational, Scientific and Cultural Organisation (UNESCO) Man and Biosphere (MAB) Pro
gramme
National Legislation
• Carbon Tax Act, 2019 (Act 15 of 2019)
• Civil Aviation Act, 2009 (Act 13 of 2009)
• Conservation of Agricultural Resources Act, 1983 (Act 43 of 1983)
• Constitution of the Republic of South Africa, 1996 (Act 108 or 1996)
• Construction Industry Development Board Act, 2000 (Act 38 of 2000)
• Criminal Procedure Act, 1977 (Act 51 of 1977)
• Criminal Procedure Act, 1977 (Act 51 of 1977)
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• Disaster Management Act, 2002 (Act 57 of 2002) Beyond the Policy White Papers relevant to the sector, the following are key national and provincial environmental
• Environmental Conservation Act, 1989 (Act 73 of 1989) and biodiversity strategic policy frameworks that guide CapeNature’s strategic response during the current stra
tegic plan cycle. These lists are not an exhaustive list and exclude frameworks or policies or legislation currently
• Forest Act, 1984 (Act 122 of 1984) in draft format:
• Marine Living Resources Act, 1998 (Act 18 of 1998)
• Minerals Act, 1991 (Act 50 of 1991)
National strategic frameworks:
• Mountain Catchment Areas Act, 1970 (Act 63 of 1970)
• National Development Plan, 2030
• National Environmental Management Act, 1998 (Act 107 of 1998)
• Medium Term Strategic Framework (2019 - 2024)
• National Environmental Management: Biodiversity Act, 2004 (Act 10 of 2004)
• National Framework Strategy for Sustainable Development, 2009
• National Environmental Management: Integrated Coastal Management Act, 2008 (Act 24 of 2008)
• National Strategy for Sustainable Development and Action Plan, 2011
• National Environmental Management: Protected Areas Act, 2003 (Act 57 of 2003)
• National Biodiversity Strategy and Action Plan, 2015
• National Environmental Management: Waste Act, 2008 (Act 59 of 2008)
• National Biodiversity Framework, 2009
• National Forests Act, 1998 (Act 84 of 1998)
• National Climate Change Policy, 2011
• National Heritage Resources Act, 1999 (Act 25 of 1999)
• National Protected Areas Expansion Strategy, 2016
• National Prosecuting Authority Act (Act 32 of 1998)National Veld and Forest Fire Act, 1998 (Act 101 of 1998)
• National Water Act, 1998 (Act 36 of 1998)
Provincial strategic frameworks:
• Occupational Health and Safety Act, 1993 (Act 85 of 1993)
• Promotion of Access to Information Act, 2000 (Act 2 of 2000) • OneCape 2040, 2013
• Promotion of Administrative Justice Act, 2000 (Act 3 of 2000) • Western Cape Government: Provincial Strategic Plan, 2014-2019
• Regulations for the Management of the Marine Protected Areas, 2019 • Western Cape Government: Western Cape Delivery Plan, 2015-2030
• Sea Birds and Seals Protection Act, 1973 (Act 46 of 1973) • Western Cape Provincial Spatial Development Framework, 2014
• Seashore Act, 1935 (Act 21 of 1935) • Western Cape Green Economy Strategic Framework, 2013
• Spatial Planning and Land Use Management Act, 2013 (Act 16 of 2013) • Western Cape Climate Change Response Strategy and Implementation Framework, 2014
• Threatened or Protected Marine Species Regulations, 2017 • Provincial Biodiversity Strategy and Action Plan, 2015
• World Heritage Convention Act, 1999 (Act 49 of 1999) • Provincial Coastal Management Programme, 2016
• Western Cape Provincial Spatial Framework, 2017
Provincial Legislation • Western Cape Protected Areas Expansion Strategy, 2017
• Constitution of the Western Cape, 1998 (Act 1 of 1999)
• Land Use Planning Ordinance, 1985 (Ordinance 15 of 1985)
• Nature Conservation Ordinance, 1974 (Ordinance 19 of 1974) 2 Institutional Policies and Strategies over the five-
• Western Cape Land Administration Act, 1998 (Act 6 of 1998) year planning period
• Western Cape Nature Conservation Board Act, 1998 (Act 15 of 1998)
• Western Cape Nature Conservation Laws Amendment Act, 2000 (Act 3 of 2000) CapeNature’s strategic planning aligns with the Provincial Biodiversity Strategy and Action Plan 2015-2025
(PBSAP), a strategic mechanism of the Western Cape Provincial Government that aims to ensure all stakeholders
• Western Cape Planning and Development Act, 1999 (Act 7 of 1999) act in a coordinated and collaborative manner with regards to biodiversity conservation, its sustainable use and
• Western Cape Land Use Planning Act, 2014 (Act 3 of 2014) benefit sharing.The PBSAP gives prominence to CapeNature’s mandate in terms of the Western Cape Biodiversity
Spatial Plan, the Western Cape Protected Area Expansion Strategy, Integrated Catchment Planning, biodiversity
mainstreaming and the biodiversity economy sector.
New legislation and potential impacts
The following legislation is either new or pending and it is envisaged that this legalisation will impact on CapeNature:
• Climate Change Bill, 2018
3 Relevant Court Rulings
• National Environmental Management Laws Amendment Bill, 2017
All judgements relevant to the operations of CapeNature as handed down by the Constitutional Court, the Su
• Threatened or Protected Species Regulations, 2007 preme Court of Appeal, the High Court and the Labour Court are perused and implemented where appropriate
• Western Cape Biodiversity Bill, 2019 and applicable.
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b
PART 4 Updated Situational Analysis
B OUR STRATEGIC The aim of the National Development Plan (NDP) 2030 is to eliminate poverty and reduce inequality by 2030.
In order to eliminate poverty and reduce inequality, economic growth is fundamental and must be achieved in a
manner that benefit all South Africans. One of the critical actions contained in the NDP is to implement inter
FOCUS ventions to ensure environmental sustainability and resilience to future events.These interventions are addressed
in Chapter 5 on Environmental Sustainability and Resilience of the NDP and given effect in the Medium Term
Strategic Framework (MTSF) 2019-2024. The MTSF 2019-2024 sets out priorities, which have been drawn from
government’s seven strategic priorities. These priorities are as follows:
• Priority 1: A capable, ethical and developmental state
• Priority 2: Economic transformation and job creation
• Priority 3: Education, skills and health
• Priority 4: Consolidating the social wage through reliable and quality basic services
• Priority 5: Spatial integration, human settlements and local government
• Priority 6: Social cohesion and safe communities
• Priority 7: A better Africa and world
It is envisaged that by 2030, South Africa’s transition to an environmentally sustainable, climate-change resilient,
low-carbon economy and just society should have been effected. This vision is closely aligned to the desired en
vironment-related outcome of protected and enhanced environmental assets and natural resources” (Outcome
10) in the current delivery cycle of 2019-2024.1
The current cycle of the NDP implementation plan, which is the second phase (2019-2024), focuses on the im
plementation of sustainable development programmes and targeting a peaking of greenhouse gas emissions. The
entity developed outcomes and indicators that will contribute to the achievement of the implementation plan,
where applicable, over the MTSF.
Introduction
The Western Cape is a province of outstanding natural beauty, the country’s leading exporter of agricultural com
modities and is a preferred destination for tourists. The global importance of the biodiversity of our province is
well recognised. The Western Cape has landscapes characterised by high levels of plant and animal diversity and
endemism. The reason for this is the Cape Floral Region, which is largely confined to the Western Cape. It is one
of six floral kingdoms in the world and is found nowhere else on the planet and includes two of the 36 biodiversity
“hotspots” of the world. Of all the plant species recorded in South Africa, 52.2% are found in the Western Cape.
The region is also endowed with a cultural heritage that reflects the dawn of modern humans and the develop
ment of rich cultures of hunter-gatherers and pastoralists who populated the ancient landscape. Extensive ancient
cultural and rock-art sites throughout the Cape Fold Mountains and the coastal zone bear witness to this rich
history.With this endowment of rich natural and cultural heritage comes significant responsibilities to current and
future generations. CapeNature, as the custodian of biodiversity and the majority of the conservation landscapes
in the Western Cape, adopts a strategic adaptive approach to conserving nature for resilience and sustainability.
Mountain Catchments and Freshwater
The availability of freshwater resources is key to the socio-economic development of the Western Cape. As a
result of the semi-arid environment and increased water demand linked to the growth of agriculture, mining and
industry, freshwater resources are under great threat as evidenced by the recent drought, which was elevated
to a national disaster. Recent and more accurate predictions on global change and climate variability indicate
1
Medium Term Strategic Framework 2019-2024
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drier and warmer summers and intensified natural disasters including sea level rise, more intense rainfall and gory since 2012. The extent of habitat loss across the province is extremely concerning. The Western Cape now
more disastrous wildfires. CapeNature’s response to the recent drought has reinforced strategic partnerships, has 24 vegetation units classified as Critically Endangered. Urgent and strategic management interventions are
enabling all governmental and civil society stakeholders to work more collaboratively to improve the state of the required to stem the loss of this local example of a global challenge.
mountain catchments from where our freshwater is sourced. Interventions include clearing invasive alien trees,
adopting best-practice fire management protocols and ensuring appropriate land use in these areas. Freshwater
ecosystems consist of rivers, watercourses, wetlands and groundwater, which form an important component of Conservation response and Landscape scale approach
ecological infrastructure.
Towards ensuring the wise management of our natural ecosystems and in light of the need to grow the economy,
the Western Cape Biodiversity Spatial Plan and associated Handbook (Figure 1) informs strategic decision-making
Ecological Infrastructure and land use planning to enable biodiversity conservation in the landscape outside of formally protected areas
of the region. This plan allows all spheres of government and various civil society stakeholders to contribute to
Ecosystem goods and services, such as clean, potable water, disaster risk reduction, pollution, etc., are the foun the safeguarding of our climate change adaptation corridors, critically endangered ecosystems, threatened plants
dation of the Western Cape economy. To achieve inclusive economic growth and to meet the national imperative and animals, under-protected and strategic landscapes, as well as our coastal, marine and freshwater ecosystems.
for the delivery of basic services in a sustainable manner, it is essential that we maintain the functionality of the The plan not only enables the entity to meet national policy imperatives, but also facilitates smart and sustainable
ecological infrastructure that underpins a healthy environment. growth, and climate change resilience. A recent study has shown that South Africa is the world leader in develop
ing such plans, and CapeNature is proud to have been a key role-player in this achievement and, as environmental
Ecological infrastructure refers to features in the environment such as healthy mountain catchments, rivers, wet authorisation commenting authority, continues to provide specialist biodiversity comments on development plan
lands, estuaries, coastal dunes and corridors of natural habitat, which together form a network of interconnected ning and decision-making in the Province.
features in the landscape. Ecological infrastructure delivers valuable ecosystem services to both people and the
environment by ensuring a stable and sustained supply of clean, potable water, regulating climate and reducing the
risk of disasters like floods, droughts and irregular fires. By providing cost-effective, long-term solutions to service
delivery, ecological infrastructure can supplement, and sometimes even substitute, built infrastructure to underpin
socio-economic development. Figure 1: CapeNature’s landscape approach to biodiversity conservation is strategically informed by
the identification of biodiversity priority areas across the province as represented in the Western Cape
By managing ecological infrastructure and ecosystem services to improve the resilience of human communities to
Biodiversity Spatial Plan of 2017.
climate change, CapeNature further enables South Africa’s Ecosystem-based Adaptation Strategic Framework, the
Western Cape Ecological Infrastructure Investment Framework and Biodiversity Spatial Plan.
Marine and Coasts
CapeNature is the management authority of six Marine Protected Areas (MPAs), namely, Betty’s Bay, De Hoop,
Rocherpan, Stilbaai, Goukamma and Robberg. This covers approximately 100 km of coastline and 43 872 ha of
the coastal zone. CapeNature manages these MPAs on behalf of the national government and together with
several partners, deploy service delivery towards coastal and marine conservation, as well as compliance and en
forcement.There are four estuaries that fall partially or fully within our protected areas (Keurbooms, Goukamma,
Heuningnes, Goukou). Estuaries play a critical role to many over-exploited linefish species. The juveniles of these
species use estuaries as refugia from predation and rough sea conditions until they reach maturity, and then go
back to the ocean to spawn. Research in the field of telemetry shows major dependence of several fish species
on MPAs and estuaries and as such, it is essential that these areas are protected in perpetuity for the wellbeing of
not only the natural environment but also the extensive fishing economy upon which it depends.
Threatened Ecosystems and Species
The baseline science and decision support provided by CapeNature is key to understanding and managing impacts
on our terrestrial, freshwater, and coastal and marine biodiversity. The entity produces a summary report on the
state of the Western Cape biodiversity, protected areas and ecosystems every five years. The entity is also repre
sented on the national Scientific Authority of the Department of Environment, Forestry and Fisheries.
On a global scale, leading scientists of the United Nations Intergovernmental Science-Policy Platform on Biodiver
sity and Ecosystem Services (IPBES) warn that the planet’s life-support systems are approaching a danger zone for
humanity with accelerated mass extinctions of species. Globally, we are in the midst of the so-called Sixth Mass
Extinction that is an ongoing extinction event of species during the present time and is a direct result of human
activity. This large number of extinctions spans numerous families of plants and animals including mammals, birds,
amphibians, reptiles and arthropods resulting in widespread degradation of highly biodiverse habitats.
Understanding trends at the local scale has national and international significance. For example in the Western
Cape, a 2017 assessment of vegetation types found that 14 vegetation units had moved into a higher threat cate
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Climate change resilience Strengthened by the organisational redesign process, CapeNature will continue over the next five years to demon
strate the reflexive competencies and capabilities required to protect our natural and cultural heritage, implement
In response to current and future impacts of climate change, CapeNature is implementing local-level mitigation landscape conservation and custodianship, and advance economic opportunities and access through ecotourism
and strategic adaptation measures. These include disaster risk reduction and response plans, and protecting and and job creation in the biodiversity economy sector for the benefit of people and a sustainable environment.
restoring ecological infrastructure such as wetlands, riparian corridors and coastal corridors. CapeNature follows
an integrated approach to catchment management, which includes biodiversity, freshwater, ecological fire and
invasive alien management through a “catchment-to-coast” approach. Programmatic Focus
Many of these interventions (e.g. eco-tourism, invasive alien clearing, and promotion of biodiversity and climate In an effort to consider mitigation measures to protect the environment, increase and improve stakeholder aware
change awareness) are aimed at advancing a biodiversity-based economy that contributes to inclusive and sustain ness and participation in environmental conservation issues, the entity has identified specific interventions in the
able livelihoods and development opportunities in line with the Provincial Biodiversity Economy Strategy (PBES). development of its strategic impacts, outcomes and indicators.
These interventions are unpinned by the overarching Provincial Biodiversity Economy Strategy.
CapeNature gives effect to this by reviewing and influencing existing and new legislation and regulations, monitor
CapeNature continues to provide high-level inputs into biodiversity and environmental legislation, policies, frame ing how this environmental legislation of providing environmental services are implemented and communicated,
works and guidelines from all three spheres of government. As such, CapeNature plays a formative role in the and attempting to positively influence public sentiment on environmental issues and promoting voluntary com
policy environment. pliance through education and awareness, stakeholder capacity building and targeted access to eco-tourism and
protected areas.
CapeNature’s strategic focus for the next five years Currently job creation is provided through the Expanded Public Works Programme (EPWP). These opportunities
are geared towards empowering women, youth and people with disabilities. During the strategic cycle the entity
The entity’s priorities for the next strategic planning cycle will continue to be strategically informed by the will continue to proactively identify and explore sustainable mechanisms and investment opportunities.
National Development Plan 2030, OneCape 2040, the Medium Term Strategic Framework 2019-2024 and the
Provincial Strategic Plan 2019-24. In addition to formal job creation programmes, the investment in eco-tourism will continue to provide employ
ment and economic opportunities for surrounding communities, marketing the unique eco-tourism product offer
Recognising that ecological processes take place across landscapes rather than isolated landscape units, the next ings that contribute to the financial sustainability of the entity. Eco-tourism remains the key revenue generator for
five years will see CapeNature implementing a landscape conservation approach to ensure the priorities con the entity, contributing positively to conservation efforts. Initiatives include the appointment of local contractors
tained in the afore-mentioned plans, initiatives and frameworks can be achieved.This means moving from Protect for maintenance and upgrade projects and job creation for women, youth and persons with disabilities. These
ed Area-centric conservation within a purely regulatory framework, to bridging divisions between geographies, initiatives are further complimented with the focus on local economic development through the empowerment
jurisdictions, sectors, and cultures in order to safeguard ecological, cultural, and economic benefits for all. Doing of and provision of work opportunities for local contractors.
so will involve a stronger focus on leveraging strategic partnerships with key stakeholders like local municipalities,
provincial and national government departments, Non-Governmental Organisations, landowners, communities
and other conservation agencies to achieve landscape-level conservation outcomes. This will not only serve to
make the best use of the limited resources available, but also assist stakeholders to achieve their respective man
dates concurrently.
CapeNature is dedicated to ensuring equitable access to, and sustainable use of, natural resources including
supporting the sustainability of industries such as eco-tourism, wild flower harvesting, game, medicinal plants and
marine resources. To execute a landscape conservation approach, CapeNature is upscaling management practices
such as strategic adaptive management, systems thinking and the theory of change to improve the way in which we
manage our impacts on the natural environment and its interfaces with the built environment in a holistic manner.
A positive trend that will grow is the mainstreaming of the uptake of biodiversity considerations into land use
planning, regulation and management at a municipal scale. Municipalities have an increasingly significant role to play
in protecting biodiversity. This approach will improve the efficacy of our conservation action over the next five-
year period and ensure an efficiency of process toward optimal delivery of our mandate.
Through the eco-tourism and access mandate, the entity will give strategic focus to:
• The expansion of the eco-tourism development footprint;
• Growth and diversification of own revenue streams;
• Repositioning of existing infrastructure to cater for a broader spectrum of society, thus promoting greater
access opportunities and interaction between communities and protected areas;
• Driving advocacy projects and programmes amongst all stakeholders with specific focus on youth, learners
and communities at large;
• Strengthening the corporate brand and positioning; and
• Quality visitor facilities and experiences that promotes service excellence.
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4.1 External Environment Analysis identified the creation of opportunities for growth and jobs as a strategic goal. CapeNature’s footprint in the
provincial landscape continues to support the most vulnerable, and efforts to increase employment opportunities
through other Public Employment Programmes, remain a priority.
The Provincial Strategic Plan (PSP) sets out the Western Cape Government’s (WCG) vision and strategic priori
ties. Its content is defined by the WCG’s approach to addressing the economic, social, and development challenges The entity engages extensively with a broad range of stakeholders. These stakeholders will include National,
in the Province.The Western Cape Government commits to building a values-based competent state that enables Provincial and Local departments, entities and organisations that have the same or cross-cutting mandates and
opportunity and promotes responsibility in a safer Western Cape. This vision is expressed in the five Vision-in responsibilities as that of CapeNature as well as indirect mandates.There are also sector organisations and bodies
spired priorities. These priorities include safe and cohesive communities; economy and jobs; empowering people; and research, academic and not-for-profit institutions, which the entity collaborates closely with in terms of areas
mobility, spatial transformation and human settlements and innovation and culture. The entity functions across of interest and influence. Through the entity’s access mandate, namely job creation, skills, youth and contractor
these priorities through local economic development and job creation, youth and skills development, eco-tour development initiatives, significant interaction takes place with members of the public, communities, learners,
ism and access, environmental education and awareness initiatives and the consideration of new and innovative spiritual groups and contractors. As part of eco-tourism initiatives, the entity engages extensively with the busi
ways to facilitate operational efficiency and ultimately improve service delivery. The PSP recognises the impact ness and hospitality sector to drive revenue generation, economic growth and sustainability.
of climate change on the Provincial landscape and the need for a resilient society and economy. The Province is
experiencing one of the worst periods of drought in recorded history, a situation largely attributed to the im
pact of climate change. Further impacts can be seen in the frequency and severity of fires and flood events, and 4.2 Internal Environment
the increase in average temperatures and unpredictable rainfall patterns. In this regard the entity will focus on
local-level mitigation strategies and strategic adaptation measures in the form of risk reduction and responsive
planning, protecting and restoring ecological infrastructure and the adoption of an integrated catchment manage Western Cape Nature Conservation Board
ment approach.
As a Schedule 3C Public Entity, CapeNature is governed by a Board as established in terms of the Western Cape
From the perspective of the Provincial Portfolio of Environmental Affairs and Development Planning, the apex Nature Conservation Board Act, 1998 (Act 15 of 1998) as amended. The Board is appointed by the Provincial
priority identified will respond to “Resource Resilience for towns, aimed at growth”. This Priority will be effected Minister for Local Government, Environmental Affairs and Development Planning.
by six key priority areas. The priorities include the spatial transformation and management of rapid urbanisation,
The Board comprises seven non-executive members and is supported by Board Committees to ensure that the
climate change and water security, waste management, biodiversity management, coastal and estuary management
mandated oversight role and responsibility is exercised.
and environmental compliance and law enforcement. CapeNature has considered the afore-mentioned priorities
and developed outcomes and indicators which will contribute to the achievement of these priorities where ap
plicable. Organisational Administrative Structure
For the first half of 2019, global economic growth was weighed down by disappointing growth in many parts of During the latter part of the 2015-2020 strategic planning period, the entity undertook an extensive review of
the world, as demand weakened amid increased political and international trade uncertainty. Growth is forecast its operating model and organisational structure. The entity has concluded the organisational redesign process,
to slow down to 3.2% in 2019 before accelerating to 3.5 per cent in 20202. South Africa’s economic growth which will ensure that it is well capacitated to take biodiversity conservation within the Western Cape into a new
is forecast to expand by only 0.2% in 2019. Despite evading a technical recession in the second quarter of era and to align itself to the principles underpinning the new innovation, landscape focused operating model and
2019 the improvement is not sufficient to significantly improve overall growth. The biggest factor contributing to organisational design.
slow growth is the weak growth in real income and the consequent constrained consumer spending. The growth
outlook for the Western Cape economy in the medium term (2019 to 2023) is projected to average 1.6%3. The redesign process has provided the entity with an opportunity to rethink the way things are done, re-focus
people and resources on important conservation work and reduce the time spent on administration and trav
The Quarterly Labour Force Survey (QLFS) for the fourth quarter of 2019 indicate that the official unemploy elling. This necessitates investing in relevant technology to automate repetitive work processes to free staff to
ment rate remained unchanged at 29,1% compared to the third quarter of 20194. Notwithstanding that the rate perform value-adding work. This approach will be applied across the operational expanse of the entity.
remained unchanged, the trend for 2019 has been that of an ever increasing rate. In order to address the challenge
of unemployment, job creation opportunities should be exceeding growth in the labour force. Importantly, job In this regard the entity will proactively explore opportunities in technology and innovation to support the bi
opportunities need to be sustainable and should be resilient in economic downturns. However, since the local odiversity and conservation management mandates. It is anticipated that the advancements in technology and
recession, triggered by the global financial crisis, economic growth has recovered to some extent, but employment innovation will enhance the ability of the entity to respond to the challenges of climate change, species loss and
growth has not. Certainly, it has not kept pace with the growth of the labour force and, as a result, the unemploy management of the conservation estate. Advancements in technology will support the evolution of landscape
ment rate has gradually drifted upwards5. planning, management and decision-making processes.
In contrast, the General Household Survey (GHS) 2018 released by Statistics South Africa (Stats SA) found that In response to these advancements CapeNature has adopted, as core to its 5-year strategy, the establishment
substantial progress has been made in service delivery over the years. While progress has been uneven across of the innovation building blocks which will serve as the platform to position the entity to explore new ways of
the country, a quick glance at service delivery statistics suggests that household access to these services have doing business. It is anticipated that this will enhance efficiency and the entity’s ability to respond to the growing
stabilised over the last few years. needs in the landscapes.
The Western Cape Government Provincial Strategic Plan 2019 – 2024 and the National Development Plan 2030 Notable progress has been made in enabling the foundational layers to leverage science and technology in the
five years to date. CapeNature’s reserves have been enabled with broadband connectivity and the adoption of a
conservation management system, which integrates various data sources with the disciplines of landscape plan
ning and management.
CapeNature will continue to embrace the advancements made brought upon by the 4th industrial revolution
2
Western Cape Government Provincial Economic Review and Outlook, 2019 and in so doing enhance the management of our natural heritage assets, its indigenous wildlife, vegetation and
3
Western Cape Government Provincial Economic Review and Outlook, 2019
4
Quarterly Labour Force Survey (QLFS) – Q4:2019
landscapes for the joy and benefit of all.
5
Western Cape Government Provincial Economic Review and Outlook, 2019
11 ANNUAL PERFORMANCE PLAN 2020|2021 12B O U R S T R ATEG IC FOCUS O U R S T R AT E GI C F O CUS
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Figure 2: Organogram Vision
Conserving nature for resilience and sustainability.
Mission
To conserve, protect and restore our natural environment by inspiring and influencing positive change.
Values
CapeNature strives to create a work environment that nurtures people and motivates a high level of performance in
MINISTER FOR LOCAL
GOVERNMENT, putting people first through implementing the Batho Pele principles. The following are our core values:
ENVIRONMENTAL AFFAIRS
AND DEVELOPMENT
PLANNING
Mr Anton Bredell VALUES BEHAVIOUR
We encourage creativity and invention by embracing sector and industry developments to enhance
Innovation
corporate and conservation capabilities and to stimulate new ideas and new approaches.
We endeavour to care for the needs of our internal and external customers by providing professional,
Customer high quality service and assistance. Advocate the principles of passion, responsiveness to queries, excellent
WESTERN CAPE NATURE CONSERVATION BOARD service customer support, professionalism, competence, commitment, courtesy, efficiency, active listening, empathy,
warmth and friendliness (a smile on their face).
We encourage staff to take responsibility for their actions and outcomes. Advocate the principles
Accountability of ownership, “i” language, victor rather than the victim, takes responsibility for errors, accepts the
consequences with dignity problems into opportunities, owns up to mistakes and offers solutions.
We strive to treat people with care and courtesy, having a high regard for their wellbeing. Advocate the
Respect
principles of thoughtfulness, attentiveness, politeness, kindness, patience, good listening skills and empathy.
We embrace ethics in all we do and conduct ourselves in a moral and ethical manner. Advocate the
Ethics principles of morality, honesty, ideals, creed and ethos, rules of conduct, standards (of behaviour), virtues
and honour.
CHAIRPERSON VICE CHAIRPERSON
Assoc Prof Denver Hendricks Prof Gavin Maneveldt
Value Proposition
MANDATE
Research, education and
Biodiversity conservation Generate income within the
awareness in connection with
and related matters framework of any applicable policy
biodiversity and related matters
MEMBER MEMBER MEMBER MEMBER MEMBER IMPACT STATEMENT
Ms Marguerite Loubser Mr Mervyn Burton Dr Colin Johnson Prof Aubrey Redlinghuis Mr Paul Slack
Enhance efforts for conservation, biodiversity resilience and sustainability
OUTCOME STATEMENTS
Enhanced biodiversity conservation
Advanced economic sustainability
and landscape resilience
• Permits processed and finalised within legislated • Unqualified audit report
timeframes • Increased eco-tourism income
l
• Updated State of Biodiversity Report • Marketing and promotional activities to facilitate
• Compliance Inspections conducted access
STATEMENTS
• Administrative enforcement notices issued • Work opportunities created through the biodiversity
OUTPUT
• Criminal investigations handed to the NPA sector economy
CHIEF EXECUTIVE OFFICER
Dr Razeena Omar • Management effectiveness of CapeNature managed • Employment opportunities provided through EPWP
protected areas assessed programmes
• Updated land- and seascape targets for protected area • Learning opportunities provided in the sector
expansion
• Expansion of the conservation estate
• Environmental awareness and education facilitated
CHIEF EXECUTIVE DIRECTOR: EXECUTIVE DIRECTOR: EXECUTIVE DIRECTOR: EXECUTIVE DIRECTOR: PROGRAMMES
FINANCIAL BIODIVERSITY BIODIVERSITY ECO-TOURISM CORPORATE
OFFICER CAPABILITIES OPERATIONS AND ACCESS SERVICES ADMINISTRATION BIODIVERSITY CONSERVATION ECO-TOURISM
Mr Mohamed Bhayat Ms Coral Birss Dr Ernst Baard Mr Sheraaz Ismail Vacant AND GOVERNANCE CAPABILITIES OPERATIONS AND ACCESS
13 ANNUAL PERFORMANCE PLAN 2020|2021 14M E AS U RI N G O UR P E R F O R MA NCE
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PART 5 Institutional Programme Performance Information
C MEASURING OUR
PERFORMANCE
Programme 1:
PURPOSE:
ADMINISTRATION AND GOVERNANCE
To provide efficient corporate governance through effective leadership, finance and human resource management.
The programme consists of the following sub-programmes:
SUB-Programme 1.1: OFFICE OF THE CEO
PURPOSE:
To ensure effective governance, compliance with legislative requirements, governance frameworks, staff well-being and overall
administrative functioning, strategic planning and risk management.
SUB-Programme 1.2: Finance, Information and Communication
Technology (ICT) and Shared Services
PURPOSE:
To manage the financial resources and assets of CapeNature and ensure the effective management and administration of ICT
and Shared Services
SUB-Programme 1.3: STRATEGY, GOVERNANCE AND RISK
PURPOSE:
To ensure the effective management of organisational risk, internal control, corporate legal services and strategic support
Outcomes, Outputs, Performance Indicators and Targets
Annual Targets
Output Estimated
Outcome Outputs Audited /Actual Performance MTEF Period
Indicators Performance
2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23
Advanced Unqualified 1.1 Audit opinion
economic audit report from An An An An An An
An
sustainability Auditor- unquali unquali unquali unquali unquali unquali
unqualified
General of fied audit fied audit fied audit fied audit fied audit fied audit
audit opinion
South Africa opinion opinion opinion opinion opinion opinion
Employment 1.2 Number of
opportunities employment
provided opportunities
through provided 557 552 649 450 450 450 450
EPWP through
programmes EPWP
programmes
Learning 1.3 Number
opportunities of learners
provided in appointed
the sector through
various 11 17 23 10 12 12 12
initiatives in
the sector
(including
learnerships)
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Indicators, Annual and Quarterly Targets
Programme 2: biodiversity capabilities
Output Indicators Annual Target Q1 Q2 Q3 Q4 PURPOSE:
1.1 Audit opinion from Auditor- An unqualified To develop and deploy capability centres to support, inform, enable and advance the practice of conservation and enhance
Annually n/a n/a n/a biodiversity resilience.
General of South Africa audit opinion
1.2 Number of employment
opportunities provided Annually n/a n/a n/a 450
through EPWP programmes Outcomes, Outputs, Performance Indicators and Targets
1.3 Number of learners appointed
through various initiatives Annual Targets
Annually n/a n/a n/a 12
in the sector (including Output Estimated
learnerships) Outcome Outputs Audited /Actual Performance MTEF Period
Indicators Performance
2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23
Enhanced Updated 2.1 Number of
biodiversity land- and hectares in
conservation seascape the 994 407.89 Previous Previous Previous
963 684 974 866.8 994
and landscape targets for conservation Ha Year Year Year
Ha Ha 407.89 Ha
resilience protected estate + 6000 Ha +5 000 Ha +5 000 Ha +5 000 Ha
area
expansion
Updated 2.2 Number
State of of state of
Biodiversity conservation
Report reports New New New New
1 1 1
completed Indicator Indicator Indicator Indicator
Updated 2.3 Number of
land- and Western
seascape Cape
targets for Protected New New New New
1 - -
protected Area Indicator Indicator Indicator Indicator
area Expansion
expansion Strategies
approved
Expansion 2.4 Number of
of the con biodiversity
servation stewardship
estate sites
16 24 10 - 1 1 1
Permits 2.5 Number
processed of permits
and issued within
finalised legislated
4 716 4 914 5 084 4 800 4 000 4 000 4 000
within timeframes
legislated
timeframes
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Indicators, Annual and Quarterly Targets
Programme 3: conservation operations
Output Indicators Annual Target Q1 Q2 Q3 Q4 PURPOSE:
2.1 Number of hectares in 2019/20 Ha To conserve, enhance and restore biodiversity resilience in Western Cape landscapes.
Annually n/a n/a n/a
the conservation estate added + 5000 Ha
2.2 Number of state of
conservation reports Annually n/a n/a n/a 1
Outcomes, Outputs, Performance Indicators and Targets
completed
2.3 Number of Western Annual Targets
Cape Protected Area Output Estimated
Annually n/a n/a n/a 1 Outcome Outputs Audited /Actual Performance MTEF Period
Expansion Strategies Indicators Performance
approved
2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23
2.4 Number of biodiversity
Annually n/a n/a n/a 1 Enhanced Management 3.1 Percentage of
stewardship sites
biodiversity effectiveness area of state
2.5 Number of permits conservation of managed
issued within legislated Quarterly 1000 1000 1000 1000 and landscape CapeNature- protected
timeframes n/a 94% n/a 74% n/a 80% n/a
resilience managed areas
protected assessed with
Advanced areas a METT score
economic assessed above 67%
sustainability Work 3.2 Number of
opportuni work oppor
ties created tunities
through the created
1 333 1 893 2 797 1 000 1 000 1 000 1 000
biodiversity through
sector environmen
economy tal
programmes
Compliance 3.3 Number of
inspections compliance To be de
To be de
conducted inspections termined
termined
conducted New New New New Establish based on
based on
Indicator Indicator Indicator Indicator baseline 2021/22
2020/21
achieve
baseline
ment
Administra 3.4 Number of
tive enforce administrative To be de
ment notices enforcement To be de
termined
issued notices issued termined
New New New New Establish based on
for non-com Indicator Indicator Indicator based on
Indicator baseline 2021/22
2020/21
pliance with achieve
environmen baseline
ment
tal legislation
Criminal 3.5 Number of
investigations completed To be de
handed to criminal To be de
termined
the NPA investigations termined
New New New New Establish based on
handed to based on
Indicator Indicator Indicator Indicator baseline 2021/22
the NPA for 2020/21
achieve
prosecution baseline
ment
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Indicators, Annual and Quarterly Targets Outcomes, Outputs, Performance Indicators and Targets
Output Indicators Annual Target Q1 Q2 Q3 Q4 Annual Targets
Output Estimated
3.1 Percentage of area Outcome Outputs Audited /Actual Performance MTEF Period
Indicators Performance
of state managed
2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23
protected areas Biennial n/a n/a n/a n/a
assessed with a METT Advanced Increased 4.1 Percentage
score above 67% economic eco-tourism increase Average Average Average
sustaina income in tourism tourism tourism tourism
3.2 Number of work
bility income revenue revenue revenue
opportunities created 63% 61.7% 18% 10%
Annually n/a n/a n/a 1000 generated (%) of past 3 of past 3 of past 3
through environmental
Enhanced Denominator years + years + years +
programmes
biodiversity = R40 508 CPI CPI CPI
3.3 Number of compliance conserva 617.76
Annually n/a n/a n/a Establish baseline
inspections conducted tion and Increased 4.2 Number of
3.4 Number of landscape eco-tourism new and/ or
administrative resilience income upgrades on
enforcement notices existing tour 6 8 8 6 6 6 6
issued for non- Annually n/a n/a n/a Establish baseline ism products
compliance with (n).
environmental
legislation
Marketing 4.3 Number
3.5 Number of completed
and pro of tourism
criminal investigations
Annually n/a n/a n/a Establish baseline motional promotional
handed to the NPA for
activities activities to
prosecution n/a n/a 12 11 11 11 11
to facilitate promote
access access.
Environmen 4.4 Number of
Programme 4: Eco-Tourism and Access tal aware stakehold
ness and er learning
PURPOSE: education activities New New New New
230 230 230
To advocate for change that promotes and enhances sound conservation and environmental practice, develop a customer facilitated conducted Indicator Indicator Indicator Indicator
centric approach to visitors, provide access to our natural resources for communities and facilitate opportunities in the
biodiversity economy sector.
The programme consists of the following sub-programmes:
SUB-Programme 4.1: eco-tourism & Access: Advocacy Indicators, Annual and Quarterly Targets
PURPOSE:
To develop and maintain unique tourism product offerings that contribute to the sustainability of biodiversity management Output Indicators Annual Target Q1 Q2 Q3 Q4
and to establish a positive and credible CapeNature brand by ensuring effective and efficient communication and marketing
support to both internal and external stakeholders. 4.1 Percentage increase in Average tourism
tourism income Annually n/a n/a n/a revenue of past 3
generated (%) years + CPI
SUB-Programme 4.2: eco-tourism & Access: tourism development
4.2 Number of new and/
PURPOSE: or upgrades on existing Annually n/a n/a n/a 6
Develop and maintain a range of tourism products and income-generating initiatives that contributes to the Entity’s financial tourism products
sustainability. 4.3 Number of tourism
promotional activities Annually n/a n/a n/a 11
SUB-Programme 4.3: stakeholder engagement & access to promote access
PURPOSE: 4.4 Number of stakeholder
learning activities Quarterly 40 70 70 50
To build and sustain support among communities in terms of natural resources management, education and cultural heritage
conducted
activities through promoting biodiversity conservation and participation in the biodiversity economy sector.
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