Part C: Measuring Our Performance

Part C:

//measuring our performance

the _Perishable Products Export Control Board

1. Institutional _Performance Information

The focus of performance over the medium term will be on continued service delivery without compromising the integrity of product quality and continued contribution towards social responsibility, including performing technical research and development, providing training and assistance to previously disadvantaged individuals and small farmers, and focusing on establishing a professional and well-trained employee complement that can add value to the perishable export industry.

The priority area of the Statutory Operations programme will be to increase the capacity of the workforce to be multi-skilled, competent, consistent, and uniform in its inspection activities.

The PPECB will continue to develop its mobile platform to conduct electronic export certification and introduce an integrated ERP system. The use of technology will create cost efficiencies in replacing the paper-based inspection/ verification approach.

Performance will be monitored and managed through a system of relevant targets and metrics, leading indicators, data-enriched information and dialogue with stakeholders.

2. Impact /Statement

The PPECB is an independent service provider of quality assurance, food safety and cold chain services appointed by the DALRRD to ensure the orderly export of perishables products and to improve the competitiveness of our customers in the international market. In addition, the PPECB aims to contribute to Priorities 1 and 7 of the National Development Plan (NDP), namely Economic Transformation and a Better Africa and World.

3. Measuring our Outcomes>>

3.1 Explanation of planned performance over the five-year planning period

The organisation will further remain focused on delivering an efficient service to customers and strengthening relationships with stakeholders locally and abroad. The PPECB will also persist with its strategy of consolidation and seek to place a greater reliance on systems and technology to enhance service delivery over the medium term. The organisation further remains committed to deliver services with integrity and professionalism, and, given the current economic landscape, the PPECB will pay specific attention to managing and controlling expenditure without compromising service delivery.

To create value for our ecosystem members, we need to strengthen our capabilities by:

Increasing our infrastructure stability and connectivity;
Strengthening our business intelligence (BI) capacity and knowledge to provide accurate and complete information on time;
Properly integrating innovation into the business;
Properly understanding stakeholder needs – internally as well as externally;
Delivering TITAN 2.0® and ERP on time;
Ensuring seamless integration between PPECB and client systems (ERP, TITAN 2.0®); and
Discovering new business models to deliver services cost-effectively and quickly.

With these enablers in place, more doors will open in future which will add to the PPECB’s future sustainability.

MTSF PRIORITY	PRIORITY 1: ECONOMIC TRANSFORMATION AND JOB CREATION
Outcomes	Outcome Indicators	Baseline	Five-year target
Strengthen the PPECB’s capacity to provide a professional suite of services for its customers	Customer satisfaction rating based on a percentage	80%	80%
Contribute to the socio-economic transformation of the agricultural sector	Number of previously disadvantaged individuals upskilled through the PPECB’s Agri Export Technologist Programme (AETP) and transformation initiatives in the agricultural sector	238	400

MTSF PRIORITY	PRIORITY 7: A BETTER AFRICA AND WORLD
Outcomes	Outcome Indicators	Baseline	Five-year target
Enhance the credibility of the South African Export certificate	Zero markets closed as a result of poor quality and food safety non-compliance	0	0
Support the export competitiveness of South African perishable products industries	Enable percentage growth in main perishable product exports (citrus, grapes, pome, stone and avocados)	2%	8%

4. _Key Risks and Mitigations

Below is a summary of the key risks and mitigations as at November 2022.

Outcomes	Key Risks	Risk Mitigations (Current Controls and Actions)
Efficient service delivery	Failure to achieve customer centric/ enabling culture and behaviours to promote positive performance	Approved and implemented change management strategy Approved and implemented new business strategy Equip leaders through Leadership Development Programme (LDP) Coaching and mentoring initiatives Utilising existing forums to raise awareness and to ensure satisfaction of internal and external customers (Employee Connect Sessions, MANCO, TES, EXCO, pre-season meetings; regional customer satisfaction survey [Q78]) Careways Wellness Sessions Review the PPECB values to ensure that they are still relevant to the new business strategy Change management and culture initiatives to close survey gaps Customer centric training Training management on how to manage a hybrid workforce
Efficient service delivery	Increased risk of cyber attacks and information security threats	Monthly patch management for Windows, servers and desktops being conducted and remedial action applied Monitoring of anti-virus and firewall, ensuring reports are being checked and implemented Cybersecurity continuous awareness and annual refresher training for employees to create a data privacy culture within the organisation Classification of electronic data (master data) Obtain insurance for cyber events in a cyber-secure environment Protection of Personal Information Act (POPIA) Implementation Plan, including physical security mitigations and improvements at various sites Microsoft Defender implementation and establishment of threat intelligence framework Response when stakeholders are impacted by information security threats Distinction between PPECB devices and use of own devices for applications and costs to implement security devices on own personal device
Process Transformation	Failure to timeously roll out TITAN 2.0® modules	Internal project management processes and governance in place Internal auditors appointed to provide assurance on implementation and quality Monthly Steering Committee meetings, including Gartner/internal auditors to ensure successful implementation Bi-monthly internal engagements through the sprint planning and demo sessions Technical task team engagement with major/software industry vendors on integrating systems, e.g. Paltrack, PhytClean Monitoring of web services that are published and appropriate change control measures are put in place Recruitment of additional application support analysts
Process Implementation	Unsuccessful implementation of ERP adversly impacting the PPECB’s ability to deliver business value, system integration and collate business intelligence	Approved business case for ERP Steering Committee oversight over ERP (Microsoft Dynamics software, excluding HCM) and road map, which includes Gartner/internal auditors to ensure successful implementation Internal project management processes and governance in place Internal auditors appointed to provide assurance on implementation and quality Cloud Service Provider Agreement Business Analysts recruited to document as-is processes and measures for benefit realisation Master data assurance project and data governance forum to ensure alignment between ERP, TITAN 2.0®, and Navision (NAV) for key operational components. Further work on NAV in progress. Delayed by COVID-19
Compliance	Non-compliance with the APS mandate, PPEC Act, POPIA, Competitions Act and other legislation and ability to respond to mandate changes that may adversely impact people, process and reputation	POPIA Implementation Plan Supply chain management and contract management training to be done per department. Bid specifications to be reviewed in terms of a checklist to be developed which will include equipment requirements, pricing as per industry standards Board approval required regarding further procurement in respect of Instruction Note 3 Amendment of SCM policies in line with the CC Judgement Supplier development programme
Efficient service delivery	Sustainability and Inflexibility of current operating model and associated legislation may adversely impacts costs (under) recovery and operational resilience	Monthly monitoring of the financial health of the organisation Benchmarking with counterparts in other countries, governments, grower associations, lobby groups, importers on acceptable, good and regulated practices, which could lead to more cost efficient risk management practices Monthly monitoring of volumes and performance of business units Reserves are maintained to sustain operations in case of financial distress Approved Medium Term Expenditure Framework (MTEF) Applying approved model for levy determination Review actual expenditure in line with cost containment budgeted expenditure
Efficient service delivery	Disruption of PPECB services due to industrial action and declining South African infrastructure (ie ports, loadshedding, drought, connectivity)	Stakeholder engagement regarding resource allocation and planning De-linking TITAN 2.0® from eCert in order to function offline independently
Compliance	Transfer of PPECB functions to the Border Management Authority in so far as it relates to border management functions	Discussions with the DALRRD and BMA commissioners implementation Protocol SLA to coordinate functions

1. Institutional _Performance Information

2. Impact /Statement

3. Measuring our Outcomes>>

3.1 Explanation of planned performance over the five-year planning period

4. _Key Risks and Mitigations

Forewords

Governance & Administrative Information

Departmental Reports

Annual Financial Statements

Strategic Plan

Organisational Performance Report