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Table of Contents

Presentation to Portfolio Committee SA Tourism Final 5 Year Strategic Plan & Annual Performance Plan 2017 – 2021 12 May 2017. Table of Contents. Strategic Overview Vision and Mission (slide 4) Value and Organisational Culture Cornerstones (slide 5)

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  1. Presentation to Portfolio CommitteeSA Tourism Final 5 Year Strategic Plan & Annual Performance Plan2017 – 2021 12 May 2017

  2. Table of Contents • Strategic Overview • Vision and Mission (slide 4) • Value and Organisational Culture Cornerstones (slide 5) • Legislative Framework and Governance (slides 6-7) • Organisational Structure (slide 8) • Overview of Tourism Sector Performance in 2016 (slides 9-14)

  3. Table of Contents • SA Tourism Strategic Objectives • Organisational Environment (slide 16) • Funding (slide 17) • Organisational Efficiency and Governance (slide 18) • Strategic Planning Process (slides 19 – 20) • Enhanced Strategy for Growth (slides 22 – 30) • Strategic Goals and Objectives (slides 32 – 33) • SA Tourism Programmes (slides 35 – 46) • Annual Performance Targets (slides 47 – 53) • Quarterly Performance Targets (slides 55 – 61) • Revenue, Expenditure Estimates and Budgets (slides 63 – 67) • Risk Management (slides 69 – 71) • Abbreviations and acronyms (slides 72 – 73)

  4. Strategic Overview

  5. Vision Mission To contribute to inclusive economic growth by increasing the volume of travellers and the value contributed to the South African economy. To position South Africa as an exceptional tourist and business events destination that offers a value-for-money, quality visitor experience that is diverse and unique. Page 08-09: Strategic Plan

  6. Values and Organisational Culture Cornerstones The shared common values are: • Respect: everyone will be treated with utmost dignity, inclusiveness, openness, tolerance and a sense of appreciation of diversity; • Integrity: we will do things consistently no matter what the circumstances; • Authentic Caring: we will show genuine care to each other, customers, shareholders, partners, suppliers and businesses; • Responsibility: we will take personal responsibility for delivering work that exceeds internal and external customers’ expectations; and • Excellence: we will take pride and commit to always meet and exceed our customers’ expectations. In living these shared common values as demonstrated through employee behaviours and actions, SA Tourism’s organisational culture will be anchored on the following three cornerstones: • Teamworkdemonstrated by supportive and trustworthy relationships as well as strong cooperation across departmental boundaries as we co-create innovative solutions; • Excellence: every employee’s passion, unwavering drive for excellence and thought leadership will contribute significantly to innovate and create inspirational memories; and • Ubuntu: in all dealings at SA Tourism, we will ensure that people come first and relate to each other with compassion and consideration. Page 08-09: Strategic Plan

  7. Legislative Framework and Governance Page 08-09: Strategic Plan

  8. Legislative Framework and Governance cont. Page 08-09: Strategic Plan

  9. Organisational Structure Page 16: Strategic Plan

  10. Overview: Global Tourism Performance in 2016 • Among the top five source markets, China(the world’s top source market) continues to drive demand, reporting double-digit growth in spending (+19%). Robust results from the United States (+9%), benefited many destinations in the Americas and beyond. • Germany reported a 5% increase in expenditure, the United Kingdom, a 10% increase, and France, 3% growth. • Tourism spending grew notably in Australia and the Republic of Korea (both +9%), and moderately in Italy (+3%). By contrast, expenditure from the Russian Federation declined 37% and from Canada a slight 2%. • Eight other markets reported double-digit growth: Egypt (+38%), Argentina (+27%), Spain (+19%), India (+16%), Thailand (+15%), Ukraine (+15%), Ireland (+12%) and Norway (+11%). Preliminary unaudited results

  11. Overview: South African Tourism Performance in 2016 • Foreign arrivals accounted for 10 million of total tourism trips and increased by 12.8% compared to 2015. • Africa is our biggest source region followed by Europe and North America. The fastest growing regions were Central & South America (34.3%), Middle East (34.1%) and Asia (30.3%). All the regions have grown to new record highs, the only exception being Australasia which is slightly behind 2014. • The main driver of the double digit increase in foreign trips was tourists visiting for leisure. • MICE tourists remained relatively stable while business shopping saw a decline (-10.6%) and business travellers (corporate travel) saw 63.2% growth (small base) Preliminary unaudited results

  12. Tourist Arrivals to South Africa in 2016 Preliminary unaudited results

  13. Overview: Domestic Tourism • Domestic tourism accounted for 24.3 million of the tourism trips, a decrease of -0.7% compared to the 24.5 million trips taken in 2015. • The decrease in total trips was largely driven by a decrease in trips taken for the purpose of visiting friends and relatives and for holiday while business grew by 22%. • The increase in average length of stay to 4.3 nights led to the domestic bednights growing despite the fewer tourist trips in this year. • As in previous years, affordability remained the main deterrent to taking a trip. • Domestic tourist’s revenue increased by 12% to record R26.5 billion in 2016 compared to R23.6 billion in 2015. • The domestic tourist who took a trip in this period spent more per trip and per day than last year, growth of 13% and 11% respectively. Preliminary unaudited results

  14. Page 14-15: Strategic Plan Overview: Business Events • The South African business events industry has been growing steadily over the last 10 years, contributing towards the country’s tourist arrivals. This growth comes from industrial sectors where South Africa is a thought leader and/or shows potential for growth. • South Africa was ranked 38th globally in 2015 and was listed in the top 15 long-haul business events destinations, cementing the country’s status as the number one ranked business events destination in Africa and the Middle East. • Networking opportunities afford local delegates with new business and research collaborations, which can generate innovation, ideas and research agendas for many years to come. • Globally, safety remains an important consideration, and economic and political instability is also a key concern. • For incentive travel millennials and younger employees often seek exotic and cultural adventures. They are also motivated by doing good.

  15. Page 15-16: Strategic Plan Overview: Tourism Grading • Despite the growing trends such as Airbnb and Uber as well as the influence of online platforms such as TripAdvisor, quality assurance remains important to determine the standard of service level, certainty and reliability. • Recent market insights and trends show an increase in online user-generated consumer reviews. These put pressure on product owners to ensure service excellence and high-quality tourism offerings. • A number of surveys show that graded establishments experience improved perceptions of value from customers, based on their participation in grading systems. • The number of graded accommodation and rooms in South Africa is just over 5 000 and 114 000 respectively, 85% being non-hotel establishments and 15% being large hotel chains and facilities for meetings, exhibitions and special events. • The large hotel groups and conference facilities account for 50% and the remainder by SMMEs.

  16. SA Tourism Strategic Objectives

  17. Organisational Environment Page 17: Strategic Plan

  18. Funding • South African Tourism receives approximately 90% of its annual budget from government grants and subsidies, and 10% from the private sector – via the TOMSA levy allocated through the Tourism Business Council of South Africa (TBCSA). • South African Tourism delivers its mandate through collaborative funding and joint marketing investment, harnessed from private and public sector partners. Page 17: Strategic Plan

  19. Organisational Efficiency and Governance • South African Tourism recently embarked on a review of its performance and the prevailing operating environment, in a bid to enhance its growth strategy. The review included interviews with key stakeholders from government and the tourism industry. • The extensive canvassing process resulted in a number of principles being identified for South African Tourism to implement internally to enable the organisation to improve its efficiencies and have an optimal impact on the industry: - Mapping and streamlining business processes and systems to improve operational efficiency; - Reviewing policies to improve agility and operational efficiency; and - Reviewing and designing an organisational structure to support South African Tourism’s new five-year strategy. Page 17-18: Strategic Plan

  20. Strategic Planning Process • South African Tourism revised its Tourism Growth Strategy (2002) in order to achieve five million additional tourists in five years (4 million international tourist arrivals and 1 million domestic holiday trips). • The enhanced strategy for growth is an update to the 2002 Tourism Growth Strategy (TGS), which mapped out source markets that will deliver international tourist arrivals and domestic tourist as well as the strategy to achieve the set goals. • The Marketing Investment Framework (MIF) has been concluded in consultation with the stakeholders and will guide where South African Tourism should invest its marketing budget for optimal return on investment (in terms of tourist numbers and tourist spend) for the next five years. Page 18-19: Strategic Plan

  21. Strategic Planning Process • SA Tourism drafted its Strategic Plan and Annual Performance Plan (APP) in line with the National Treasury’s framework. In the drafting of the Strategic Plan and APP inputs were considered from: - SA Tourism Wider Management; - SA Tourism Board; - NDT and the Minister of Tourism; - Tourism Industry through the Tourism Business Council of South Africa; - Insights from the Enhanced Strategy for Growth and Marketing Investment Framework; - Final allocation letter and budget allocation, which has been used to set targets.

  22. Enhanced Strategy for Growth • “5-in-5”

  23. Emanating from the Ministerial Review of 2015, in 2015–16, SA Tourism reinstated its growth strategy, seeking inputs on both internal and external environment EXTERNAL ENVIRONMENT INTERNAL ENVIRONMENT SA Tourism’s Enhanced Strategy for Growth Over 2009–14, South Africa’s inbound tourism surpassed global growth; however, international holiday-taking stagnated and domestic travel declined Globally, travel and tourism has been evolving, amid rising security concerns, shifting demographics and advent of new technology The increase in SA Tourism’s resources has been offset by currency fluctuations and inflation, underpinning the need to have operational synergy and efficiency SA Tourism is expected to operate with a clear role, governed by the principles of transparency and agility, and serve as the first port of call for tourism in South Africa With inputs from the external landscape and taking cognisance of the internal environment, SA Tourism set itself a medium-term goal, steered by five strategic thrusts to contribute to the tourism sector of South Africa Slide no 22 Strategic Plan: pages 19 – 24

  24. To meet the desired goal, SA Tourism needs to build a recognisable, resilient and vibrant destination brand, by optimally utilising the available resources and synergising efforts with its partner networks, across a prioritised set of markets, segments or other business focus areas. To steer these activities, the organisation needs to serve as an inspired and energised custodian of the tourism brand of South Africa. THRUSTS TO MEET THE GOAL THRUST 1: OPTIMISING MARKETING INVESTMENTS Develop and implement an investment strategy that allows SA Tourism to focus on prioritised markets and segments THRUST 5: BEING AN INSPIRED ORGANISATION Build an inspired and energised organisation that is motivated to meet the defined goal THRUST 2: REASSESSING AND REALIGNING THE BRAND Build a recognised, appealing, resilient and competitive tourism (and business events) brand for South Africa across the target markets and segments THRUST 4: UTILISING RESOURCES EFFECTIVELY Drive operational efficiencies in all activities, including human, marketing and other resources available to SA Tourism THRUST 3: DEVELOPING EFFECTIVE STAKEHOLDER PARTNERSHIPS Collaborate with partners, both local and international, to maximise synergies, enhance traveller experience and close sales Slide no 23 Note: *Five (5) million tourists include ~4 million international tourist trips and ~1 million domestic holiday tourists Strategic Plan: pages 19 – 24

  25. Thrust 1: Optimising Marketing Investments • SA Tourism has developed a Marketing Investment Framework (MIF) to inform its investment choices for the next five years. The framework took into account the macroeconomic situation in South Africa, the depreciating rand and the fact that SA Tourism marketing spend in overseas markets is in foreign currency. • A number of markets have been identified to deliver optimal return on investment. This list of markets has been prioritised based on the attractiveness of each market and South Africa’s “ability to win” in each market. • As SA Tourism has limited resources, it has prioritised its markets using a tiered approach: - Tier one: core markets; - Tier two: strategic markets; and - Tier three: the rest of the world(services through partnership with the SA Missions) Strategic Plan: pages 21-22

  26. SA Tourism Market Portfolio Strategic Plan: page 38

  27. Thrust 2: Reassessing And Realigning The Brand • Increased brand awareness and improved positivity improves travellers intention to visit South Africa and closure ratios. • The key focus areas of this thrust is to: - Review brand performance to develop a detailed understanding of South Africa’s brand journey and identify the levers that can be pulled to grow the brand; - Build knowledge and understanding of SA Tourism’s Brand Key – both within the organisation and across the external network; - Build a global communication plan for the South Africa’s brand that is to be implemented by all stakeholders to improve consistency and impact of our brand message. • SA Tourism will also focus on supporting Brand SA’s reputation management strategy. Strategic Plan: page 23

  28. Thrust 3: Developing Effective Stakeholder Partnerships • SA Tourism does not own the entire value chain in the marketing, promotion and selling of South Africa as a tourist destination. • In the next five years, South African Tourism will, in collaboration with partners, embark on the following: - Trade mapping: Complete a detailed review of the travel trade landscape; - Partner engagement matrix: Create a trade engagement framework that will set out an all-encompassing approach for partnerships; - Partner engagement: Proactively engage with international and domestic trade, media, influencers and related partners to improve conversion and address seasonality and geographic spread. - Enhanced brand knowledge and familiarity: Expose targeted partners to the South Africa brand to enable them to inspire tourists and close deals; Strategic Plan: pages 23

  29. Thrust 3: Developing Effective Stakeholder Partnerships - Provide access to stakeholders, (both internal and external) to all appropriate marketing collateral, images and market insights in an easy, open source manner; - Work together with key partners such as provincial tourism authorities and cities, Brand South Africa, Proudly South Africa and Department of International Relations and Cooperation (DIRCO), to build the South African brand in a cohesive, consistent manner; and - Monitor partnership successes: Evaluate the effectiveness of trade partnerships to determine return on investment. Strategic Plan: pages 23

  30. Thrust 4: Utilising Resources Effectively • SA Tourism is working towards optimising the utilisation of the existing resources and streamlining its underlying processes. This thrust will allow South African Tourism to bring in operational efficiency through all processes of the organisation. • The key areas of this thrust is to: - Review policies, map and streamline business processes and relevant systems to improve agility and operational efficiency. - Review and design organisational structure through Project Ignite to ensure achievement of the 5-in-5 goal. The emphasis of the project was to remove silo operations and to drive a performance-based culture. Strategic Plan: page 24

  31. Thrust 5: Being An Inspired Organisation • In order for the organisation to meet its 5-in-5 targets is important that all actions of SA Tourism and its employees are aimed towards meeting the defined goal. All parts – from business units to individuals – of the organisation need to clearly know their role in meeting the defined goal. • The key areas of this thrust is to: - Implement the Human Capital Strategy that will ensure human capital competitiveness. - Develop strong, inspiring and effective leaders with the vision and energy to deliver on the SA Tourism objectives. - Improve organisational development and business effectiveness to ensure delivery of our business objectives. - Build and nurture talent within the organisation to achieve the organisation’s goal. - Reignite passion among all employees by changing the culture within to contribute to achieving the goal. Strategic Plan: page 24

  32. Strategic - Oriented Goals Slide no 31

  33. Strategic Outcomes-Oriented Goals Strategic Plan: page 25 and 28

  34. Organisational Strategic Objectives Strategic Plan: pages 25-28

  35. SA Tourism Programmes Slide no 34

  36. SA Tourism Programmes • Programme 1 - Corporate Support • Programme 2 - Business Enablement • Programme 3 - Leisure Tourism Marketing • Programme 4 - Business Events • Programme 5 - Visitor Experience

  37. Programme 1: Corporate Support Purpose: To provide support services to the organisation, as well as ensure compliance with statutory requirements Sub-programmes: Office of the CEO, Human Capital, Finance and Supply Chain Management Strategic Plan: pages 29 – 30

  38. Programme 1: Corporate Support Strategic Plan: pages 29 – 30

  39. Programme 2: Business Enablement Purpose: Strategy development and integration with business performance monitoring, governance and evaluation as well as provision of research insights and analytics. Sub-programmes: Insights and Analytics, Performance Evaluation, Regulatory affairs, Stakeholder and Partnership management Strategic Plan: page 31 – 34

  40. Programme 2: Business Enablement Strategic Plan: page 31 – 34

  41. Programme 3: Leisure Tourism Marketing (Including Africa) Purpose: Provision of destination tourism marketing for leisure tourists for both international and domestic markets Sub-programmes: Tourism Operations which includes International Leisure Marketing, Africa Leisure Marketing, Domestic Leisure Marketing and Marketing Strategy Strategic Plan: pages 35 – 42

  42. Programme 3: Leisure Tourism Marketing (Including Africa) Strategic Plan: pages 35– 42

  43. Programme 3: Leisure Tourism Marketing (Including Africa) Strategic Plan: pages 35 – 42

  44. Programme 4: Business Events Purpose: To market South Africa as a business events destination Sub-programmes: South African National Convention Bureau, Strategic events and exhibitions Strategic Plan: pages 43 – 49

  45. Programme 4: Business Events Strategic Plan: pages 43 – 49

  46. Programme 5: Tourist Experience Purpose: To deliver a quality experience expected by international and domestic tourists through grading establishments, product capacity building and itinerary building Sub-programmes: Global Product and Tourism Grading Council Strategic Plan: pages 50 – 52

  47. Annual Performance Targets Slide no 46

  48. Annual Performance Targets 2016/17 and Beyond Programme 1: Corporate Support APP: page 11 – 12

  49. Annual Performance Targets 2016/17 and Beyond Programme 2: Business Enablement APP: page 13 – 14

  50. Annual Performance Targets 2016/17 and Beyond Programme 2: Business Enablement APP: page 13 – 14

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