corporate identity guidelines kwazulu-natal liquor authority reports/kznla app 2017 18.pdf · the...

KwaZulu-Natal Liquor Authorit y Annual Per formance Plan 2017 - 2018

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ANNUAL PERFORMANCE PLAN 2017- 2018

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ANNUAL PERFORMANCE PLAN

2017- 2018

Logo Variation

full colour logo

greyscale logo black and white ‘fax friendly’ logo

one colour ‘long’ logo. Only to be used when space is very limited horizontally, and use of the regular logo is not possible. ie: barrel of a pen

KwaZulu-Natal Liquor AuthorityCorporate Identity Guidelines

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These are the only possible variations of the KZN Liquor Authority logo.


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ANNUAL PERFORMANCE PLAN

2017- 2018

Logo Variation

full colour logo




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The Liquor Authority continues to develop and strengthen existing partnerships with a variety of stakeholders to

stem the tide of alcohol abuse and ensure compliance with the KwaZulu-Natal Liquor Act. I have always argued that we must and continue to have a zero tolerance approach to alcohol abuse. Effective compliance and enforcement of the provincial Liquor Act must become a top priority for the Authority.

As at 2015/2016 financial year, we have on record 8038 licensed premises in the Province. I recognise that these are business entities contributing to job and wealth creation for the Province. These businesses must grow and develop and I want to see greater collaboration between ourselves and the liquor industry to promote their growth and development. However, at the same time, we must encourage responsible trading practices. Underage drinking, drunk driving, sale of alcohol to drunk and intoxicated patrons, sale of alcohol to pregnant women cannot be tolerated. The Authority must continue to place great emphasis on consumer and trader education.

Our governance structure, the Board of Directors of the Liquor Authority, must be complimented for providing strategic direction to the KwaZulu-Natal Liquor Authority. They have, and continue to give, good guidance and counsel to the leadership of the Authority to ensure that good corporative governance is not only strengthened, but maintained. I am confident that the approved Annual Performance Plan of 2017/2018 for the Liquor Authority will give us the necessary impetus to better control and regulate the retail sale and micro manufacture of alcohol in the Province, going forward.

I am completely driven by the need to ensure the Liquor Authority achieves its strategic goals as collectively agreed upon with the entity’s administrative leadership and its board of directors. The fact that these are shared goals implies that all of us agree to the path the Entity must follow towards their realisation. With the requisite strategic support from the board of directors married to the political will of my office, there is no reason for us to not be able to achieve what we set out for ourselves in 2017 and beyond.

We will continue to work with, and be guided by, the Portfolio Committee responsible for the oversight of our work. This oversight and attention is necessary for our focus on the broader necessities and requirements of the people of this Province.

We remain steadfast in pursuit of the ideals of the necessary delivery of services. Our co-operation with our sister departments and all spheres of government, must assist us to collectively bring services to our people and more importantly in a coordinated fashion. We are an integral part of the government and must work together with other role-players and stakeholders for the common good.

I believe that the KwaZulu-Natal Liquor Authority that I lead, with the competent and efficient support team, is ready and willing to take the levels of delivery to a higher trajectory.

__________________

Mr Sihle Zikalala, MPLMEC for Economic Development, Tourism and Environmental Affairs (EDTEA)

FORE WORD BY THE MEC


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It is hereby certified that this Annual Performance Plan:

• Was developed by the management of the KZN Liquor Authority under the guidance of MEC for Economic Development, Tourism and Environmental Affairs, MEC S. Zikalala.

• Was prepared in line with the current Strategic Plan of the KZN Liquor Authority.

• Accurately reflects the performance targets which the KZN Liquor Authority will endeavor to achieve, given the resources made available in the budget for the 2017/18 financial year.

MR. B.B. MBANJWA ___________________________CHIEF FINANCIAL OFFICER

MR. E.M. MASHILE ___________________________CHIEF EXECUTIVE OFFICER

ADV. B.J. BUTHELEZI BOARD CHAIRPERSON

OFFICIAL SIGN- OFF


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1. VISION ......................................................................................................................................................................... 8

2. LEGAL AND OTHER MANDATES ....................................................................................................................... 9

3. STAKEHOLDER ANALYSIS ..................................................................................................................................12

4. ORGANOGRAM .....................................................................................................................................................13

5. SITUATIONAL ANALYSIS ....................................................................................................................................15

6. FINANCIAL MODEL ..............................................................................................................................................16

PART A – STR ATEGIC OVERVIE W

PART B – PROGR AMME AND SUB -PROGR AMME PL ANS

7. STRATEGIC GOALS AND OBJECTIVES OF THE LIQUOR AUTHORITY ...............................................18

8. ANNUAL PERFORMANCE PLAN 2017/2018 ...............................................................................................20

ANNEXURE A – RISK MANAGEMENT ...................................................................................................................41


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1. VISION To position the Authority as a leading, distinguished and effective Liquor Regulator in the country

1.1. MISSIONTo ensure strict regulation and control of the retail sale and micro- manufacture of liquor in the Province of KZN through effective policies, strategies and partnerships

1.2. VALUES• Accountability• Integrity• Responsiveness• Transparency • Fairness• Efficiency• Progressiveness

1.3 UPDATED SWOT ANALYSISA SWOT analysis was conducted which yielded the following results:

STRENGTHS WEAKNESSES

• Knowledgeable workforce• Progressive legislation• Improved visibility of the KZNLA• Sound financial management processes

and systems• Established networks of stakeholders• Improved revenue contribution to

provincial fiscus

• Limited capacity to adhere to legislative time frames

• Poor information management systems• Malfunctioning local committees• Adjudication challenges• Limited cohesion

OPPORTUNITIES THREATS

• Inputs to the National Norms and Standards• Improvement of IT systems • Optimization of stakeholder relations • Transformation of the Liquor Industry• Intergovernmental collaborations

• Workforce instability • Administrative burden in red tape• Fraud and corruption • Illegal Trading• Increased level of non-compliance with the

license conditions

The vision, mission, values, and strategic objectives presented in this strategic plan were reviewed and finalised during the strategic planning session held on the 11th and 12th October 2016. The Annual Performance Plan for 2017/18 incorporates the measurable objectives, performance indicators, targets and budget over the MTEF. The Annual Performance Plan is aligned to the Strategic Plan (2015 – 2020).

PART A – STR ATEGIC OVERVIE W


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2. LEGAL AND OTHER MANDATESThe mandate of the KZN Liquor Authority is to regulate the retail sale and micro-manufacture of liquor in the Province. The following pieces of legislation are relevant to the mandate of the Entity:

2.1 THE CONSTITUTION OF THE REPUBLIC OF SOUTH AFRICA ACT NO. 108 OF 1996

2.2 THE PUBLIC FINANCE MANAGEMENT ACT NO. 1 OF 1999The KZN Liquor Authority is listed as a schedule 3c entity and the provisions of chapter 6 are applicable to the entity. The entity has various fiduciary responsibilities as listed in section 50 of the said act. The entity is accountable in line with section 49 of this ACT. The Accounting Authority has fiduciary responsibilities which are listed in section 50 of the same act.

The KZNLA is also required to discharge further obligations in terms of sections 51; 53 to 62 which relate to reporting requirements, accounting processes and other powers and duties.

2.3 THE LIQUOR ACT NO 59 OF 2003; WITH ITS REGULATIONSa). The objectives of the act are to:

• Reduce socio-economic and other costs of alcohol abuse by:

• Set essential norms and standards in the liquor industry;

• Regulate the manufacture and wholesale distribution of liquor;

• Set essential norms and standards for the regulation of the retail sale and micro-manufacture of liquor; and

• Provide for public participation in the consideration of applications for registration; and

b). To promote the development of a responsible and sustainable liquor industry in a manner that facilitates:

• The entry of new participants in the industry;

• Diversity of ownership into the industry; and

• An ethos of social responsibility in the industry

2.4 THE KWAZULU-NATAL LIQUOR LICENSING ACT NO. 06 OF 2010 AS AMENDEDThe objectives of this Act are:

• To provide for the regulation of the micro-manufacturing and retail sale of liquor;

• To reduce the socio-economic and other costs of alcohol abuse;

• To provide for public participation in the consideration of applications for registration;

• To promote the development of a responsible and sustainable retail and micro-manufacturing liquor industry in a manner that facilitates:

• The entry of new participants into the industry

• Diversity of ownership in the industry

• An ethos of social responsibility in the industry


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2.5 PROVINCIAL GROWTH AND DEVELOPMENT PLAN (PGDP) 2011-2030The Provincial Growth and Development Plan (PGDP) which was developed by the KZN Provincial Cabinet, in response to the National Development Plan (NDP), sets out the vision for KwaZulu-Natal as:

“By 2030, KwaZulu-Natal will be a prosperous Province with a healthy, secure and skilled population, acting as a gateway to Africa and the world”

The PGDP sets out the following Strategic Goals:

• Job Creation

• Human Resource Development

• Human and Community Development

• Strategic Infrastructure

• Environmental Sustainability

• Governance and Policy

• Spatial equity

The following strategic goals and objectives of the PGDP relate to the KZN Liquor Authority:

STRATEGIC GOAL STRATEGIC OBJECTIVE

GOVERNANCE AND POLICY

Strengthen Policy, Strategy Co-ordination & IGR

Eradicating Fraud & Corruption

Promote Participative, Facilitative & Accountable Governance

SPATIAL EQUITY Actively Promote Spatial Concentration and Coordination of Development Activities

2.6 PROMOTION OF ADMINISTRATIVE JUSTICE ACT

This ACT provides for the right to administrative action that is lawful, reasonable and procedurally fair and for the right to written reasons for administrative action, as contemplated in section 33 of the Constitution of the Republic of South Africa, 1996, and to provide for matters incidental thereto.

2.7 POWERS, DUTIES AND FUNCTIONS OF THE LIQUOR AUTHORITY

The KZN Liquor Licensing Act lists the following powers, duties and functions of the Liquor Authority:

• Consider and process applications

• Refuse or grant liquor licence applications

• Advise the MEC on any matter referred to the Liquor Authority by the MEC

• Investigate and make recommendations to the MEC, regarding any matter relating directly or indirectly to the liquor industry in the Province


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• Advise the MEC on the development of a social responsibility programme in respect of alcohol consumption and the implementation thereof

• Assist the MEC in formulating policy and the establishing of norms and standards concerning any matters in relation to the liquor industry in the Province

• Participate in programmes aimed at promoting the development of a responsible and sustainable retail and micro-manufacturing liquor industry in the Province

• Initiate and participate in the implementation of programmes aimed at reducing the socio-economic and other effects of alcohol abuse

• Assist and advise the responsible MEC on the development of a programme in order to pursue the objects of the Act as detailed in Section 2

• Within the framework of the national and provincial liquor policies, assist and advise the MEC with regard to advising and guiding local committees, the business unit within the Department of Economic Development Tourism and Environmental Affairs responsible for small business development, stakeholders in the liquor industry, consumers and organizations or institutions whose activities or aims have an impact on and relate to the liquor industry in the Province

• Perform other such functions as may be assigned to it in terms of this Act

2.8 STATUTORY MANDATE OF THE LIQUOR AUTHORITY

Objects of Liquor Authority

The objects of the Liquor Authority are to:

• Consider, grant or reject liquor licence applications in the Province;

• Issue licences in terms of Chapter 6 of this Act;

• Enhance accessibility of liquor licences in the Province;

• Ensure a uniform, fair, equitable and transparent process in the issuing of liquor licences;

• Work with the responsible Member of the Executive Council, the Department, Municipalities and the liquor industry in the Province in order to implement and promote national and provincial liquor policies, norms and standards; and

• To implement and promote initiatives which address the objects of the Act as provided for in Section 2(b) and (d) of the KZN Liquor Licensing Act. No. 06 of 2010 as amended.


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3. STAKEHOLDER ANALYSISThe following are stakeholders which the Entity engages with in order to ensure the effective implementation of its mandate:

STAKEHOLDERS ROLE & DEFINITION

Government Departments (National, Provincial and Local); and Government structures such as SALGA

Strategic partners in achieving the objects of the KZN Liquor Licensing ACT

NGOs, Liquor Traders and Liquor Trader associations

Collaborate to address sections 2b and d of the KZN Liquor Licensing ACT, 2010

Liquor manufacturers and distributors Supply or distribute liquor to licensed traders only

Law enforcement agencies Assist in the enforcement of the KZN Liquor Licensing ACT and the monitoring of licensees (ACT, 2010)

Justice Cluster and other Cabinet Clusters

Mutual support for the prosecution of transgressions and support for each other in the development of strategies to address the negative impacts of alcohol abuse

Media Support for conveying messages to the various stakeholders and the public

Existing community structures Assist in identifying of issues relating to non-compliance and social-ills caused by alcohol abuse

National and Provincial Liquor Authorities

Ensure there is synergy and alignment in terms of liquor regulation

Suppliers/service providers Enable the entity to efficiently fulfil its mandate.


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4. ORGANOGRAMThe diagram below depicts the top level structure of the organisation. The entity is led by a Governance Board responsible for providing strategic guidance and leadership to the organisation. The entity has 5 programmes and 2 sub-programmes which are constituted as follows:

PROGRAMME BUSINESS UNIT NAME SUB PROGRAMME NAME REPORTING LINE

PROGRAMME 1Office of the CEO and

support to the Governance Board of Directors

Communication Human Resources

CHIEF EXECUTIVE OFFICER

PROGRAMME 2 Corporate Services n/a CHIEF FINANCIAL OFFICER

PROGRAMME 3 Licensing and Administration n/a EXECUTIVE MANAGER

PROGRAMME 4 Compliance and Enforcement n/a EXECUTIVE MANAGER

PROGRAMME 5 Social Responsibility n/a EXECUTIVE MANAGER


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4.1 GRAPHICAL REPRESENTATION OF THE ORGANISATIONAL STRUCTURE (TOP LEVEL)

BOARD

CEO

OFFICE MANAGER & BOARD SECRETARIAT

EXECUTIVE ASSISTANT

EM: LIQUOR LICENSING AND

ADMINISTRATION

EM: COMPLIANCE AND ENFORCEMENT

EM : SOCIAL RESPONSIBILITY

COMMUNICATION MANAGER

HUMAN RESOURCES MANAGER

CHIEF FINANCIAL OFFICER


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5. SITUATIONAL ANALYSIS The KwaZulu-Natal Liquor Authority currently regulates the retail sale and micro-manufacture of liquor through the provisions of the KwaZulu-Natal Liquor Act, 2010 (Act No. 06 of 2010), as amended.

The KwaZulu-Natal Liquor Licensing Act, 210 (Act No. 6 of 2010) strives to strike a balance. The post-apartheid government identified a need to address certain shortcomings in the previous legislation and embarked on an extensive consultative process with a wide range of stakeholders. This process led to the adoption by the KwaZulu-Natal Provincial Legislature of the National Liquor Policy Document of 1997. Unlike any other commodity, alcohol is a potentially harmful substance when it is abused and, therefore, government’s starting point was to review the 1989 Liquor Act that it inherited from the apartheid past. This review process involved a wide consultative process with interested and affected parties, culminating in the adoption by National Cabinet of the National Liquor Policy Document of 1997.

The 1997 National Liquor Policy document set the basis for the introduction of new liquor legislation in the country, specifically the Liquor Act of 2003. While the regulation of macro-manufacturing and distribution of liquor is a national competence, the regulation of micro-manufacturing and retail sale of liquor is now the competence of the various Provinces. In simple terms, the regulation of liquor is a concurrent competence between the national and provincial government, in keeping with the constitution of the country.

The National Liquor Act is an overarching piece of legislation which sets the national norms and standards for the regulation of liquor in our country.

The KwaZulu-Natal Liquor Licensing Act, 2010 (Act No. 06 of 2010), became effective on the 28th February 2014. Understandably, the KwaZulu-Natal Liquor Authority encountered a number of challenges in the implementation of the new Act. While operational challenges are being addressed, legal challenges will require legislative intervention. These challenges will be dealt with in the course of the strategic planning period.

In the 2017/18 financial year, the entity will strive to ensure that applications are processed timeously and in accordance with the provisions of the ACT.


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6. FINANCIAL MODEL

6.1 HIGH LEVEL OVERVIEW OF THE FINANCIAL MODEL

The financial model shows that the Liquor Authority will require support from the Department of Economic Development, Tourism and Environmental Affairs in the medium term. The initial licence fee increases have been conservative in order to limit the effect of a sudden increase in fees. The entity however will be embarking on an exercise to review the licence fees to ensure that the entity will become self-sustainable.

The table below sets out the expenditure and transfer to and from the Department; for the MTEF period.

2017/18 2018/19 2019/20

Personnel 48 360 716.19 51 745 966.32 56 973 458.98

Board 2 938 326.53 3 026 476.32 1 426 878.47

Goods and Services 24 690 957.28 25 416 557.35 29 219 261.29

TOTAL 75 990 000.00 80 189 000.00 87 619 598.74

The entity will witness a decrease in the budget transferred from EDTEA over the MTEF. The KZN Liquor Authority envisages to utilise revenue from liquor license fees collected in order to cater for the deficit in the transfer from EDTEA over the MTEF period.

6.2 LICENCE FEES

The income streams in terms of revenue collection are based on projected licenses to be granted during the MTEF period. Granted licenses will attract fees in relation to:

• Application fees;

• Activation fees; and

• Renewal fees.

This is based on an estimation of approximately 300 new licenses over the next three years. Currently, the Liquor Licensing system reflects that there are 8 131 licences.

The license fees used in this financial model are based on the benchmarked license fee structure used by other Provinces which have already implemented their Provincial liquor legislation.


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6.3 REVENUE PROJECTIONS

The table below reflects a summary of the revenue projections in the financial model for the medium term:

2017/18 2018/19 2019/20

Renewals R 22 683 800 R 23 394 300 R 24 104 800

New Licenses R 1 545 370 R 1 998 680 R 2 447 580

Applications R 1 140 000 R 1 230 000 R 1 380 000

TOTAL R 25 369 170 R 26 622 980 R 27 932 380

Whilst the modelling of the revenue was based on the benchmarked licensed fee structure, the Liquor Authority will nevertheless conduct relevant research in order to ascertain a scientific calculation of the license fees to be applied in terms of the KZN Liquor Licensing Act 6 of 2010. The anticipated market research will definitely not recommend any fee structure which is below the benchmarked license fees.

A possibility exists that the revenue based on license fees may increase subsequent to the finalisation of the research study, which may all go well for the overall financial position of the KZN Liquor Authority.

It is concluded that the public entity provides value for money in its task to execute the objectives of the Act. In summary, the main value for money indicators can be listed as follows:

• The public entity has been designed strictly to achieve the objectives of the Act

• The revenue structure is in line with the industry norms

• The personnel cost, which is the main costing component, has been carefully designed and is in line with affordable scales to attract appropriate skills to deliver on the mandate of the entity

• The financial budgets show a positive growth and are dependent on limited support only. The probability of self-sustainability in the medium term, is also high, due to the fact that the licence fee increase was conservative and that a review of these will be done during the strategic plan period.


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7. STRATEGIC GOALS AND OBJECTIVES OF THE LIQUOR AUTHORITY The following key strategic goals are identified to give effect to the statutory mandate and strategic objectives of the Liquor Authority. The strategic objectives have been reviewed to ensure alignment to the strategic goals and performance indicators as presented within this document. These strategic goals and objectives will serve over the Medium Term Expenditure Framework (MTEF) period to enable KZNLA to achieve its legislative mandate.

BUSINESS UNITS STRATEGIC GOALS STRATEGIC OBJECTIVES

PROGRAMME 1 - OFFICE OF THE CEO AND THE BOARD

OFF

ICE

OF

THE

CEO

AN

D

THE

BOA

RD

To provide for an effective regulatory environment

To provide strategic direction and leadership to the organization

To provide good guidance and counsel to the Liquor Industry to ensure proper control and regulation of liquor in the Province

To implement effective corporate governance processes in the Liquor Authority

To ensure compliance with relevant legislations, prescripts, corporate governance and financial reporting standards

To oversee risk matters within the organization

COM

MU

NIC

ATIO

NS

To develop and implement an effective communications strategy for the organization

To develop and implement an effective communications strategy for the organization

HU

MA

N

RESO

URC

ES

To attract, nurture and retain skills within the organisation

To provide for effective and efficient human resources systems within the organisation

To ensure/oversee statutory and regulatory compliance

PROGRAMME 2 - CORPORATE SERVICES

CORP

ORA

TE S

ERV

ICES

To implement sound financial management and effective and reliable information management systems

To ensure statutory and regulatory compliance

To maintain efficient and effective Supply Chain Management systems

To maintain efficient and effective financial management systems

To maintain efficient and effective information technology infrastructure

PART B – PROGR AMME AND SUB -PROGR AMME PL ANS


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BUSINESS UNITS STRATEGIC GOALS STRATEGIC OBJECTIVES

PROGRAMME 3 – LICENSING AND ADMINISTRATION

LICE

NSI

NG

AN

D

AD

MIN

ISTR

ATIO

N

To implement an effective liquor licensing process

Regulating the liquor licensing industry by processing all liquor licensing applications received

Develop and implement an effective and efficient licensing administration process and procedure.

Maintain accurate licensing records for the KZN Liquor Authority

PROGRAMME 4 – COMPLIANCE AND ENFORCEMENT

COM

PLIA

NCE

AN

D

ENFO

RCEM

ENT

To ensure compliance with the Liquor licensing legislation

Provide support in the license application process

To implement an effective and efficient compliance and enforcement process

Implement strategies to engage stakeholders on issues of compliance

PROGRAMME 5 – SOCIAL RESPONSIBILITY

SOCI

AL

RESP

ON

SIBI

LITY

To advocate for an informed, efficient and seamless liquor regulatory environment

To ensure that there are mechanisms developed to reduce the socio-economic and other effects of alcohol abuse

Facilitate mechanisms to ensure public participation and good inter-governmental relations in the liquor licensing process

To facilitate ; develop and ensure a responsible and sustainable liquor industry


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8. ANNUAL PERFORMANCE PLAN 2017/2018

PROGRAMME 1: OFFICE OF THE CEO AND THE BOARD

STRATEGIC OBJECTIVES

• To provide strategic direction and leadership to the organization

• To provide good guidance and counsel to the Liquor Industry to ensure proper control and regulation of liquor in the Province

• To ensure compliance with relevant legislations, prescripts, corporate governance and financial reporting standards

• To oversee risk matters within the organizations


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1.1 PROGRAMME PERFORMANCE INDICATORS AND ANNUAL TARGETS FOR 2017/18

PROGRAMME 1: OFFICE OF THE CEO AND THE BOARD

PROGRAMME PERFORMANCE INDICATOR

AUDITED/AC-TUAL PERFOR-

MANCE

ACTUAL PER-FORMANCE MEDIUM-TERM TARGETS

2015/16 2016/17 2017/18 2018/19 2019/20

1.1 To provide strategic direction and leadership to the organization

a Percentage of board resolutions implemented n/a n/a 100% 100% 100%

b Number of strategic planning session held 1 1 1 1 1

c Number of performance reports submitted 4 4 4 4 4

d Number of performance review sessions held 4 4 4 4 4

1.2 To provide good guidance and counsel to the Liquor Industry to ensure proper control and regulation of liquor in the Province

a Number of sessions held with industry players n/a n/a 2 2 2

1.3 To ensure compliance with relevant legislations, prescripts, corporate governance and financial reporting standards

a

Number of Board and Board committee meetings held to ensure compliance with all legislations and corporate governance requirements

20 Board and Board committee meetings held

24 Board and Board committee meetings held

24 24 24

b Number of statutory reports developed and submitted n/a n/a 2 2 3

1.4 To oversee risk matters within the organization

aNumber of Organisational Risk Registers reviewed

1 Risk Register developed, constantly updated and monitored through 12 sessions held

1 Risk Register developed, constantly updated and monitored through 12 sessions held

1 1 1

b Number of sessions coordinated to monitor implementation of risk register n/a n/a 12 12 12


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1.2 QUARTERLY TARGETS FOR 2017/18

PERFORMANCE INDICATOR REPORTING PERIOD

ANNUAL TARGET 2017/18

QUARTERLY TARGETS

1ST 2ND 3RD 4TH

1.1 To provide strategic direction and leadership to the organization

a Percentage of board resolutions implemented Quarterly 100% 100% 100% 100% 100%

b Number of strategic planning session held Quarterly 1 0 0 1 0

c Number of performance reports submitted Quarterly 4 1 1 1 1

d Number of performance review sessions held Quarterly 4 1 1 1 1

1.2 To provide good guidance and council to the Liquor Industry to ensure proper control and regulation of liquor in the Province

a Number of sessions held with industry players Bi-annually 2 1 1

1.3 To ensure compliance with relevant legislations, prescripts, corporate governance and financial reporting standards

a

Number of Board and Board committee meetings held to ensure compliance with all legislations and corporate governance requirements

• Number of Board meetings held to provide strategic direction to the organization.

• Number of Board committee meetings held to assist the Board to discharge its fiduciary duties.

• Number of Board Adjudication committee meetings held

Quarterly

24

4

8

12

1

2

3

1

2

3

1

2

3

1

2

3

b Number of statutory reports developed and submitted Annually 2 0 1 0 1

1.4 To oversee risk matters within organization

a Number of Organisational Risk Registers reviewed Quarterly 1 1 0 0 0

b Number of sessions coordinated to monitor implementation of risk register Monthly 12 Management

Meetings 3 3 3 3


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SUB PROGRAMME: COMMUNICATIONS

STRATEGIC OBJECTIVES • To develop and implement an effective communications strategy for the organization


SUB PROGRAMME: COMMUNICATIONS.


AUDITED/ACTUAL

PERFORMANCE

ACTUAL PERFORMANCE MEDIUM-TERM TARGETS

2015/16 2016/17 2017/18 2018/19 2019/20

1.1 To develop and implement an effective communications strategy for the organization

a Communication strategy developed and implemented n/a n/a 1 1 1

b Number of policies developed and implemented n/a n/a 2 2 2

c

Number of internal and external communications plan activities implemented in line with the communications strategy of the organization

n/a n/a 8 8 8

d

Number of strategic documents finalized in compliance with legislative requirements /annual reports/strategic plan and annual performance plan

n/a n/a 2 2 2


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QUARTERLY TARGETS

1ST 2ND 3RD 4TH

1.1 To develop and implement an effective communication strategy for the organization

a Communication strategy developed and implemented Quarterly 1 0 1 0 0

b Number of communications policies developed and implemented Quarterly 2 0 1 1 0

cNumber of internal and external communications plan activities implemented in line with the communications strategy of the organization

Quarterly 8 2 2 2 2

d Number of strategic documents finalized in compliance with legislative requirements Quarterly 2 0 1 0 1


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SUB PROGRAMME: HUMAN RESOURCES


• To provide for effective and efficient human resources systems within the organisation

• To ensure/oversee statutory and regulatory compliance


SUB PROGRAMME : HUMAN RESOURCES


AUDITED/ACTUAL PERFOR-MANCE

ACTUAL PERFOR-MANCE

MEDIUM-TERM TARGETS

2015/16 2016/17 2017/18 2018/19 2019/20

1.1 To provide for effective and efficient human resources systems within the organisation

a Number of Human Resources programmes implemented in line with the HR Plan

n/a 21 10 10 10

b Percentage of performance management completed n/a n/a 100% 100% 100%

c Percentage of vacancy rate in the organization n/a n/a 100% 100% 100%

1.2 To ensure/oversee statutory and regulatory compliance

a Number of reports developed and submitted in compliance with statutory requirements 0 2 2 2 2


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QUARTERLY TARGETS

1ST 2ND 3RD 4TH

1.1 To provide for effective and efficient human resources systems within the organisation

a Number of Human Resources programmes implemented in line with the HR Plan

Annually 10 3 2 2 3

b Percentage of performance management completed Quarterly 100% 100% 100% 100% 100%

c Percentage of vacancy rate in the organization Quarterly 100% 100% 100% 100% 100%

1.2 To ensure/oversee statutory and regulatory compliance

aNumber of Human Resources reports developed and submitted in compliance with statutory requirements

Annually

1 Work-place Skills

Plan 1 Employ-ment Eq-

uity Report

1 Work-place Skills Plan

0 0

1 Employ-

ment Equity Report


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RECONCILING PERFORMANCE TARGETS WITH THE BUDGET AND MTEF PROGRAMME 1: OFFICE OF THE CEO AND THE BOARD

SUB PROGRAMME AUDITED OUTCOMEMAIN AP-PROPRIA-

TION

ADJUSTED APPRO-

PRIATION

REVISED ESTI-

MATESMEDIUM-TERM ESTIMATES

R thousand 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

Office of the CEO and the Board 3 318 430 4 931 638 7 588 315 6 040 431 0 0 4 833 727 5 062 579 5 436 161

Communications 483 516 1 903 584 2 518 385 1 220 631 0 0 1 307 875 1 401 561 1 502 179

Human Resources 0 2 788 635 3 184 765 3 962 495 0 0 3 332 314 3 562 242 3 808 586

Total 3 801 946 9 623 857 13 291 465 11 223 557 0 0 9 473 916 10 026 382 10 746 926

Summary of payments and estimates by Economic Classification

Office of the CEO and the Board AUDITED OUTCOMEMAIN AP-PROPRIA-

TION

ADJUSTED APPRO-

PRIATION

REVISED ESTI-


R thousand 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

Current Payments 3 318 430 5 031 305 7 588 314 6 040 431 0 0 4 833 726 5 062 578 5 436 161

Compensation of employees 1 964 912 2 790 305 3 016 960 2 614 873 0 0 2 834 574 3 072 735 3 330 907

Board fees 983 918 1 371 000 3 499 094 2 852 744 0 0 1 393 115 1 348 656 1 426 878

Goods and services 369 600 870 000 1 072 260 572 814 0 0 606 037 641 187 678 376

Payment of Capital assets 0 0 0 0 0 0 0 0 0

Buildings and other fixed structures 0 0 0 0 0 0 0 0 0

Machinery and equipment 0 0 0 0 0 0 0 0 0

Software and other intangible assets 0 0 0 0 0 0 0 0 0

Land and subsiol assets 0 0 0 0 0 0 0 0 0

Payment of financial assets 0 0 0 0 0 0 0 0 0

Total 3 318 430 5 031 305 7 588 314 6 040 431 0 0 4 833 726 5 062 578 5 436 161


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Sub programme: Communications AUDITED OUTCOMEMAIN AP-PROPRIA-

TION

ADJUSTED APPRO-

PRIATION

REVISED ESTI-


R thousand 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

Current Payments 696 116 1 894 191 2 518 384 1 220 631 0 0 1 307 875 1 401 561 1 502 170

Compensation of employees 483 516 523 191 580 943 632 112 0 0 685 222 742 795 805 205

Goods and services 212 600 1 371 000 1 937 441 588 519 0 0 622 653 658 766 696 975







Total 696 116 1 894 191 2 518 384 1 220 631 0 0 1 307 875 1 401 561 1 502 170


Sub programme: Human Resources AUDITED OUTCOMEMAIN AP-PROPRIA-

TION

ADJUSTED APPRO-

PRIATION

REVISED ESTI-


R thousand 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

Current Payments 0 2 788 635 3 184 765 3 962 495 0 0 3 443 885 3 680 283 3 933 474

Compensation of employees 0 1 278 635 1 394 735 2 144 317 0 0 1 408 682 1 527 039 1 655 341

Goods and services 0 1 510 000 1 790 030 1 818 178 2 035 203 2 153 244 2 278 133







Total 0 2 788 635 3 184 765 3 962 495 0 0 3 443 885 3 680 283 3 933 474


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PROGRAMME 2: CORPORATE SERVICES

STRATEGIC OBJECTIVES • To ensure statutory and regulatory compliance • To maintain efficient and effective supply chain management systems • To maintain efficient and effective financial management systems• To maintain efficient and effective information technology infrastructure


PROGRAMME 2: CORPORATE SERVICES


AUDITED/ACTUAL PER-FORMANCE

ACTUAL PERFOR-MANCE

MEDIUM-TERM TARGETS

2015/16 2016/17 2017/18 2018/19 2019/20

1.1 To ensure statutory and regulatory compliance

a

Number of reports developed and submitted in compliance with statutory requirements

11 13




1.2 To maintain efficient and effective Supply Chain Management systems

aProcurement plan developed, implemented and monitored

1 1 1 1 1

1.3 To maintain efficient and effective financial management systems

aNumber of Finance Policies reviewed and implemented

19 19

Number of Finance Policies reviewed and implemented



b Accurate and GRAP Compliant AFS produced n/a n/a

Accurate and GRAP Compliant AFS produced



1.4 To maintain efficient and effective information technology infrastructure

a

Number of Information Technology policies reviewed and implemented

15





bNumber of initiatives implemented in line with the IT Strategy

1 IT Strategy implemented to ensure compliance with set regulations

1 IT Strategy implemented

4 IT Steering committee Meetings




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REPORT-ING

PERIOD

ANNUAL TARGETS

FOR 2017/18

QUARTERLY TARGETS

1st 2nd 3rd 4th

1.1 To ensure statutory and regulatory compliance

a


4 Tax Returns4 Cash flow reports1 Budget Report1 AFS 1 Close out Report2 Asset verification reports

Annually 13 1 Tax Return1 Cash flow report1 AFS Template1 Close out Report

1 Tax Return1 Cash flow report1 Asset verification report 1 Budget Template

1 Tax Return1 Cash flow

1 Tax Return1 Cash flow report1 Asset verification report

1.2 To maintain efficient and effective Supply Chain Management systems

a

Procurement plan developed and implementation monitored

Quarterly 11 Procure-ment Plan developed and ap-proved

Monitor implemen-tation of approved procure-ment plan



1.3 To maintain efficient and effective financial management systems

a Number of Finance Policies reviewed and implemented Annually 19 19

Reviewed policies im-plemented



b Accurate and GRAP Compliant AFS produced Annually 1 1 0 0 0

1.4 To maintain efficient and effective information technology infrastructure

aNumber of Information Technology policies reviewed and implemented

Annually 15 IT policies

implement-ed

IT policies implement-

ed

15 IT policies reviewed

IT policies implement-

ed

bNumber of initiatives implemented in line with the IT Strategy

Quarterly

4 IT Steer-ing Com-mittee Meetings

1 1 1 1


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RECONCILING PERFORMANCE TARGETS WITH THE BUDGET AND MTEFPROGRAMME: CORPORATE SERVICES

SUB PROGRAMME AUDITED OUTCOMEMAIN AP-PROPRIA-

TION

AD-JUSTED APPRO-

PRIATION

REVISED ESTI-


R thousand 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

Corporate services 14 022 703 28 542 269 23 357 982 23 530 447 0 0 24 686 483 26 316 667 28 058 068

Total 14 022 703 28 542 269 23 357 982 23 530 447 0 0 24 686 483 26 316 667 28 058 068


Corporate Services AUDITED OUTCOMEMAIN AP-PROPRIA-

TION

AD-JUSTED APPRO-

PRIATION

REVISED ESTI-


R thousand 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20



Goods and services 8 888 205 23 347 014 16 794 526 16 127 441 0 0 17 062 833 18 052 477 19 099 521



Machinery and equipment 0 730 000 100 000 170 248 0 0 0 0 0

Software and other intangible assets 0 480 000 0 0 0 0 0 0 0

Land and subsoil assets 0 0 0 0 0 0 0 0 0

Payment of financial assets 0 1 210 000 100 000 170 248 0 0 0 0 0

Total 14 022 702 28 542 270 23 257 982 23 360 199 0 0 24 686 483 26 316 667 28 058 068


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PROGRAMME 3: LICENSING AND ADMINISTRATION


• Regulating the liquor licensing industry by processing all liquor licensing applications received

• Develop and implement an effective and efficient licensing administration process and procedure.

• Maintain accurate licensing records for the KZN Liquor Authority

3.1 PROGRAMME PERFORMANCE INDICATORS AND ANNUAL TARGETS FOR 2017/18PROGRAMME 3: LICENSING AND ADMINISTRATION



ACTUAL PERFORMANCE MEDIUM-TERM TARGETS

2015/16 2016/17 2017/18 2018/19 2019/20

1.1 Regulating the liquor licensing industry by processing all liquor licensing applications received

a Number of new applications processed

1041

All compliant applications are considered and finalized within stipulated time frames by the Act

All applications received are processed



b Number of applications submitted for adjudication 735


All applications per Section considered



cNumber of license renewals processed 868


Total number of complete applications received



1.2 Develop and implement an effective, efficient and administrative licensing process

aReports on effective functioning of Local Committees

4 Reports 4 Reports 4 Reports 4 Reports 4 Reports

b

Report on the effective functioning of the Adjudication Committee & Administration

4 Reports 4 Reports 4 Reports 4 Reports 4 Reports

1.3 Maintain accurate licensing records for the KZN Liquor Authority

a Report on the effectiveness of the LMS 1 Report 1 Report 1 Report 1 Report 1 Report

bKeep and maintain an up to date register of all decisions of the KZNLA

2015/2016 Report 1 Report 1 Report 1 Report 1 Report

cPublish records of licenses or permits issued in terms of Section 23 (2) (c) of the Act.

Previous year’s

publication1 Publication 1

Publication1

Publication1

Publication


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QUARTERLY TARGETS

1ST 2ND 3RD 4TH

1.1 Regulating the liquor licensing industry by processing all liquor licensing applications received

a

Number of new applications processed

Quarterly All applications received are processed

RefusedPending

S.41S.52S.72S.74S.75

RefusedPending

S.41S.52S.72S.74S.75

RefusedPending

S.41S.52S.72S.74S.75

RefusedPending

S.41S.52S.72S.74S.75

b

Number of applications submitted for adjudication

Quarterly All applications per Section considered

S.41S.52S.72S.74S.75

S.41S.52S.72S.74S.75

S.41S.52S.72S.74S.75

S.41S.52S.72S.74S.75

c

Number of license renewals processed

Quarterly Total number of complete applications received

Total number renewed




1.2 Develop and implement an effective, efficient and administrative licensing process

aReports on effective functioning of Local Committees

Quarterly 4 Reports 1 Report 1 Report 1 Report 1 Report

b

Report on the effective functioning of the Adjudication Committee & Administration

4 Reports 1 Report 1 Report 1 Report 1 Report

1.3 Maintain accurate licensing records for the KZN Liquor Authority

aReport on the effectiveness of the LMS Annually 1 Report None None None 1 Report

b

Keep and maintain an up to date register of all decisions of the KZNLA

Annually 1 Report None None None 1 Report

c

Publish records of licenses or permits issued in terms of Section 23 (2) (c) of the Act.

Annually 1 Publication 1 publication (60 working days after end of the financial year.)

None None None


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RECONCILING PERFORMANCE TARGETS WITH THE BUDGET AND MTEFPROGRAMME: LICENSING AND ADMINISTRATION

PROGRAMME AUDITED OUTCOMEMAIN AP-PROPRIA-

TION

AD-JUSTED APPRO-

PRIATION

REVISED ESTI-


R thousand 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

Licensing and administration 9 045 619 14 995 610 13 101 906 13 954 906 0 0 15 065 185 16 266 002 17 563 945

Total 9 045 619 14 995 610 13 101 906 13 954 906 0 0 15 065 185 16 266 002 17 563 945


LICENSING AND ADMINISTRATION AUDITED OUTCOME

MAIN AP-PROPRIA-

TION

AD-JUSTED APPRO-

PRIATION

REVISED ESTI-


R thousand 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20



Board fees 186 000 0 0 0 0 0 0 0

Local Committee attendance fees 1 210 000 0 0 0 0 0 0 0

Consulting fees 0 0 0 0 0 0 0 0








Total 12 538 419 14 995 610 13 101 906 13 954 155 0 0 25 137 364 27 249 404 29 538 900


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PROGRAMME 4: COMPLIANCE AND ENFORCEMENT

STRATEGIC OBJECTIVES • Provide support in the license application process • To implement an effective and efficient compliance and enforcement process• Implement strategies to engage stakeholders on issues of compliance

4.1 PROGRAMME PERFORMANCE INDICATORS AND ANNUAL TARGETS (2017/2018)PROGRAMME 4: COMPLIANCE AND ENFORCEMENT



ACTUAL PERFOR-MANCE

MEDIUM-TERM TARGETS

2015/2016 2016/17 2017/18 2018/19 2019 / 2020

1.1 Provide support in the license application process

a

Percentage of pre inspection reports done on all applications

n/a All requested inspection reports are done and submitted within 14 days

100% 100% 100%

b

Maintain a database of disqualified individuals in terms of the Act

n/a Develop and maintain a database of disqualified individuals in terms of the Act




1.2 To implement an effective and efficient compliance and enforcement process

a

Number of interventions to ensure compliance by license holders and identifying illegal traders.

Number of Inspection blitz conducted

Develop and maintain a database of illegal outlets

Number of routine inspections conducted

Number of complaints investigated in terms of the complaints management strategy

44

n/a

8500

Complaints investigated within the stipulated time frames

44

1 Quarterly Report

9100


44

1 Quarterly Report

9400

100%

44

1 Quarterly Report

9700

100%

44

1 Quarterly Report

10000

100%

1.3 Implement strategies to engage stakeholders on issues of compliance

a Establish and maintain stakeholder forums

22 33 33 33 33


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PERFORMANCE INDICATORREPORT-

ING PERIOD


QUARTERLY TARGETS

1ST 2ND 3RD 4TH

1.1 Provide support in the license application process

aPercentage of pre inspection reports done on all applications

Quarterly100% 100% 100% 100% 100%

b

Develop and maintain a database of disqualified individuals in terms of the Act

Quarterly Maintain a database of disqualified individuals in terms of the Act

1 1 1 1

1.2 To implement an effective and efficient Compliance and enforcement process

a

Number of interventions to ensure compliance by license holders and identifying illegal traders

• No. Inspection blitz conducted

• Develop and maintain a database of illegal outlets

• No. Routine inspections conducted

• Complaints investigated in terms of the complaints management strategy

Quarterly

44

4 Quarterly Reports

9400


11

1

2350


11

1

2350


11

1

2350


11

1

2350


1.3 Implement strategies to engage stakeholders on issues of compliance

a

Establish and maintain stakeholder forums

Quarterly 33 Compliance forum meetings facilitated

8 9 8 8


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RECONCILING PERFORMANCE TARGETS WITH THE BUDGET AND MTEFPROGRAMME: COMPLIANCE AND ENFORCEMENT


TION

AD-JUSTED APPRO-

PRIATION

REVISED ESTI-


R thousand 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

Compliance and enforcement 9 978 566 12 508 447 13 077 146 15 925 210 0 0 17 167 182 18 402 014 19 737 331

Total 9 978 566 12 508 447 13 077 146 15 925 210 0 0 17 167 182 18 402 014 19 737 331


COMPLIANCE AND ENFORCEMENT AUDITED OUTCOME

MAIN AP-PROPRIA-

TION

AD-JUSTED APPRO-

PRIATION

REVISED ESTI-


R thousand 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20










Total 13 897 966 15 488 447 13 077 146 15 925 210 0 0 17 167 181 18 402 014 19 737 331


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PROGRAMME 5: SOCIAL RESPONSIBILITY

STRATEGIC OBJECTIVES• To ensure that there are mechanisms developed to reduce the socio-economic and other

effects of alcohol abuse

• Facilitate mechanisms to ensure public participation and good inter-governmental relations in the liquor licensing process

• To facilitate ; develop and ensure a responsible and sustainable liquor industry

5.1 PROGRAMME PERFORMANCE INDICATORS AND ANNUAL TARGETS (2017/2018)PROGRAMME 5: SOCIAL RESPONSIBILITY



ACTUAL PERFOR-MANCE

MEDIUM-TERM TARGETS

2015/2016 2016/17 2017/18 2015/16

1.1 TO ENSURE THAT THERE ARE MECHANISMS DEVELOPED TO REDUCE THE SOCIO-ECONOMIC AND OTHER EFFECTS OF ALCOHOL ABUSE

a Develop a list of Social Responsibility Programmes for the MEC’s approval n/a n/a 1 n/a n/a

b Number of programmes implemented targeting socio-economic effects of alcohol abuse n/a 168 96 100 120

c Number of KZNLA initiated seasonal awareness programmes implemented n/a 3 3 3 3

1.2 FACILITATE MECHANISMS TO ENSURE PUBLIC PARTICIPATION AND GOOD INTER-GOVERNMENTAL RELATIONS IN THE LIQUOR LICENSING PROCESS

a Number of common purpose stakeholders engaged and educated to assist in the reduction of administrative red tape

55 55 50 50 50

b Number of community participation education and awareness programmes conducted n/a n/a 4 4 4

1.3 TO FACILITATE; DEVELOP AND ENSURE A RESPONSIBLE AND SUSTAINABLE LIQUOR INDUSTRY

a

Number of potential; new and current licensed liquor trader workshops held in relation to the Social Responsibility Programmes approved by the MEC

n/a n/a 120 120 120

b Number of Monitoring and Tracking reports on SR Programmes implemented by Liquor Traders n/a 240 240 280 310

cNumber of workshops held to facilitate the entry of new and unlicensed liquor traders into the liquor industry

n/a 120 120 120 120

d Number of current liquor trader workshops held on all licensing related matters n/a 2145 120 120 120

eNumber of research reports produced to support the development of a knowledge hub for the industry

n/a n/a 1 1 1

f Number of trend analysis reports produced on current and pertinent issues on the liquor industry n/a n/a 4 4 4


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5.2 QUARTERLY TARGETS FOR 2017 / 18

PERFORMANCE INDICATORSREPORT-

ING PERIOD

ANNUAL TARGETS

QUARTERLY TARGETS

1ST 2ND 3RD 4TH

1.1 TO ENSURE THAT THERE ARE MECHANISMS DEVELOPED TO REDUCE THE SOCIO-ECONOMIC AND OTHER EFFECTS OF ALCOHOL ABUSE

a Develop a list of Social Responsibility Programmes for the MEC’s approval Annually 1 0 1 0 0

b

Number of programmes implemented targeting socio-economic effects of alcohol abuse

Number of School Programmes conducted to reduce the socio-economic and other effects of alcohol abuse

Number of corporate / Workplace Programmes conducted to reduce the socio-economic and other effects of alcohol abuse

Quarterly

96

48

48

12

12

12

12

12

12

12

12

c Number of KZNLA initiated seasonal awareness programmes implemented Quarterly 3 0 1 1 1

1.2 FACILITATE MECHANISMS TO ENSURE PUBLIC PARTICIPATION AND GOOD INTER- GOVERNMENTAL RELATIONS IN THE LIQUOR LICENSING PROCESS

aNumber of common purpose stakeholders engaged and educated to assist in the reduction of administrative red tape

Quarterly 50 5 20 5 20

b Number of community participation education and awareness programmes conducted Quarterly 4 1 1 1 1

1.3 TO FACILITATE, DEVELOP AND ENSURE A RESPONSIBLE AND SUSTAINABLE LIQUOR INDUSTRY

a

Number of potential; new and current licensed liquor trader workshops held in relation to the Social Responsibility Programmes approved by the MEC

Quarterly 120 0 36 48 36

b Number of Monitoring and Tracking reports on SR Programmes implemented by Liquor Traders Quarterly 240 60 60 60 60

cNumber of workshops held to facilitate the entry of new and unlicensed liquor trader into the liquor industry

Quarterly 120 36 36 24 24

d Number of current liquor trader workshops held on all licensing related matters Quarterly 120 36 36 24 24

eNumber of research reports produced to support the development of a knowledge hub for the industry

Annually 1 0 0 0 1

f Number of trend analysis reports produced on current and pertinent issues on the liquor industry Quarterly 4 1 1 1 1


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RECONCILING PERFORMANCE TARGETS WITH THE BUDGET AND MTEF

PROGRAMME: SOCIAL RESPONSIBILITY


TION

AD-JUSTED APPRO-

PRIATION

REVISED ESTI-


R thousand 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

Social Responsibility 6 858 566 10 419 815 8 646 316 9 119 896 0 0 9 855 964 10 652 126 11 513 328

Total 6 858 566 10 419 815 8 646 316 9 119 896 0 0 9 855 964 10 652 126 11 513 328


LICENSING AND ADMINISTRATION AUDITED OUTCOME

MAIN AP-PROPRIA-

TION

AD-JUSTED APPRO-

PRIATION

REVISED ESTI-


R thousand 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20



Goods and services 803 600 3 710 000 1 926 400 1 160 090 0 0 1 227 375 1 298 563 1 373 880







Total 6 858 566 10 419 815 8 646 316 9 119 896 0 0 9 855 964 10 652 126 11 513 328


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The following are risks which have been identified as priority by the organisation. The board, through the relevant structures, constantly monitors the implementation of controls for any risks.

ORGANISATION PRIORITY RISKS

No Risk Description Rating Action Plans Action Owner

1 Collusion between applicants/licencees and employees

Train the licensing staff on the KZN Liquor Act EM-Licensing

Implement the fraud prevention strategy Risk Officer

Develop a training manual EM-Social Responsibility

2 Low staff morale Ensure management is empowered to deal with staff CEO

Perform legal review of all policies CFO

3 Legislative challenges

Identify contradictions in the legislation and propose amendments CEO

4 Failure to adjudicate liquor license applications by the Board

Develop adjudication schedule for approval by the MEC

CEO

5 Poor employee performance management system

Review performance management system HR Manager

Conduct EPMDS trainings and workshops to all employees HR Manager

Review and approve performance management policy HR Manager

Implement performance management policy HR Manager

6 Limited shareholder participation and support

Request regular attendance of the shareholder representative at the Board meetings CEO

ANNEXURE A – RISK MANAGEMENT


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N OT E S :

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Logo Variation

full colour logo




6


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