Brand-South Africa - Annual report 2015 - 2016
During the past financial year, aligned with its mandate to build pride and patriotism in the Nation Brand, Brand South Africa has worked on initiatives to encourage active citizenship in partnership with its stakeholders in government, business, civil society and identified influential forums to increase the participation of all people, particularly our young people, in building a strong, cohesive Nation Brand. These activities, together with engagements at provincial level on Nation Brand alignment, contribute to social cohesion and a positive Nation Brand. Brand South Africa’s activities took place under the leadership of its new CEO, Amb. Kingsley Makhubela, PhD, who joined the organisation during the year.
During the past financial year, aligned with its mandate to build pride and patriotism in the Nation Brand, Brand South Africa has worked on initiatives to encourage active citizenship in partnership with its stakeholders in government, business, civil society and identified influential forums to increase the participation of all people, particularly our young people, in building a strong, cohesive Nation Brand. These activities, together with engagements at provincial level on Nation Brand alignment, contribute to social cohesion and a positive Nation Brand.
Brand South Africa’s activities took place under the leadership of its new CEO, Amb. Kingsley Makhubela, PhD, who joined the organisation during the year.
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Programme 1: Administration<br />
Strategy: Ensure <strong>Brand</strong> <strong>South</strong> <strong>Africa</strong> is sustainable and a high performance organisation<br />
No. Key Result Area Outcomes/Measures Outputs/Key Activities<br />
Baseline<br />
2014/15<br />
Target<br />
<strong>2015</strong>/16<br />
Actual<br />
<strong>2015</strong>/16<br />
Variance<br />
Explanation<br />
1. Develop & manage<br />
the organisational<br />
capabilities we<br />
need both locally<br />
and globally<br />
Functioning business model<br />
Achieve an unqualified audit<br />
1.1 Develop a business<br />
case to secure appropriate<br />
level of funding<br />
1.2 Timely submission of<br />
statutory documents<br />
Developed funding model<br />
Unqualified audit<br />
Efficiently managed board<br />
meetings. 100% compliance<br />
on all governance checklists<br />
1.1.1 Approved business<br />
case to secure funding<br />
Target met<br />
1.2.1 Unqualified audit Target met<br />
Effective and accurate<br />
board administration<br />
1.3 Entrench sound<br />
governance<br />
Corporate governance<br />
compliance<br />
1.3.1 Manage Board<br />
and committee<br />
meetings efficiently<br />
100% governance compliance<br />
Target met<br />
Effective and accurate<br />
financial management<br />
1.4 Entrench effective<br />
financial management<br />
Established SCM unit<br />
Internal audit plan and<br />
regular reviews<br />
1.4.1 Monthly<br />
management <strong>report</strong>s<br />
Effective and compliant<br />
supply chain management<br />
& internal controls;<br />
Planned internal audit reviews<br />
Target met<br />
Effective human capital<br />
and systems<br />
1.5 Implement the current<br />
structure fully, appoint<br />
right people in right jobs<br />
New structure implemented.<br />
Rewards programme<br />
implemented<br />
1.5.1 Implement HR Plan<br />
(three-year) (includes the<br />
filling of organisational<br />
development positions which<br />
were approved in 2014<br />
and existing positions)<br />
Target met<br />
1.5.2 Implement talent<br />
management & rewards<br />
programmes<br />
1.5.3 <strong>Brand</strong> <strong>South</strong> <strong>Africa</strong><br />
psychometric tool in place<br />
Target met<br />
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