Annual Review 2000-01: Director-General's Introduction

Looking back at developments in DEAT over the past year, one has to express a sense of pride in being part of a team that has made such decisive strides in growing tourism whilst managing our environment for a better life for all.

Guided by political directives from our Minister and Cabinet, we went right across the length and breadth of our land to take forward our country's vision of a better life for all South Africans. This Annual Review is a reflection of our activities in this regard.

In the past year tourism's role as a job creator and economic growth stimulator was warmly endorsed by Government, communities and industry. We continue to engage these parties in ensuring that tourism realises its potential. We do this whilst ensuring this sector is transformed to reflect South African demographics.

Safeguarding our environment is also a vital task. It is one that can both contribute to, and benefit from, the growth of tourism. It is also in this context that our approach in managing our environment is underpinned by the principle of sustainable development. In this respect we welcome the decision of the United Nations General Assembly in endorsing South Africa as the host of the World Summit on Sustainable Development in 2002. Africa is the ideal place to hold the Summit with its range of environmental, economic and social conditions.

To ensure the success of the work we do, we looked to four key support areas. These are “Batho Pele”, human resource management, policy development and planning, and financial management.

We can pride ourselves for taking a number of steps that bring our Department closer to realising the key principles of “Batho Pele”, a Government initiative which means "People First".

In terms of improving accessibility, we have provided contact details of all managers to the public in this review and the previous annual report. A process of systematic communication with the public is being institutionalised with communication officers in every branch of the Department, while the creation of a public help desk and referral system is being finalised.

We are looking into better monitoring of customer satisfaction at each service point. We also intend improving the IT literacy of senior managers to encourage a fully electronic public interaction system.

The entire senior management of the Department has been recruited and orientated, and performance management systems established.

A Department-wide strategy of annual planning by objectives and outputs has been put in place through business plans for each programme. These are informed by political priorities set by the Minister.

In general the policy and planning processes within the Department have been strategically shifted into a generic on-going function of management interaction with the Minister.

Strong financial controls have been established and this has assisted with the proper preparations and completion of the 2001-02 budget. A fully staffed internal audit unit has also been set up.

We have met our targets in ensuring that most of the funding budgeted for poverty relief is spent proving that an effective system is in place.

The financial oversight of our statutory bodies has been increased, with regular monitoring of their performance.

It can be concluded that the Department is finally approaching its true strengths. We're making an impact, drawing stakeholders in, building the necessary support mechanisms and starting to become the overarching department that DEAT should be.

Dr Crispian Olver, Director-General, Department of Environmental Affairs and Tourism