SANBI, SANParks, ISPA & SAFCOL Annual Performance Plans 2026/27, with Deputy Minister

Video Annual Performance Plan (APP) of Government Departments & Entities 2026/27 The Portfolio Committee on Forestry Environment and Fisheries met on a virtual platform to receive the 2026/27 Annual Performance Plans (APPs) and Strategic Plans of four public entities: - South African National Biodiversity Institute (SANBI) - South African National Parks (SANParks) - iSimangaliso Wetland Park Authority (ISPA) - South African Forestry Company SOC Ltd (SAFCOL) SANBI presented its five‑year strategy (2025-2030) and 2026/27 plan, focusing on: - Biodiversity science and policy advice - Managing botanical and zoological gardens - Skills development, internships and bursaries (2 265 beneficiaries over five years) - Climate adaptation, ecological infrastructure, and water source protection - Increasing own income (30%) to supplement government funding (70%) Members questioned: whether SANBI focuses too much on reports and processes, instead of real biodiversity outcomes; whether infrastructure targets (250 projects) are achievable, given past under‑performance; the risks of over‑reliance on tourism and self‑generated revenue; how SANBI is tackling wildlife and succulent poaching, and whether it has enough funding; whether transformation, community benefits and employment are reaching marginalised groups; how climate risks to gardens and assets are being planned for. SANParks presented its Vision 2040‑aligned strategy and 2026/27 APP, highlighting: - Conservation, tourism, community inclusion and climate resilience - A R4.4 billion budget, with 81% self‑generated revenue (mainly tourism) - Heavy impacts from January floods in Kruger National Park (KNP) - Major infrastructure repair needs (damage now estimated at R1 billion) Members raised serious concerns about: declining ambition in targets (lower tourism growth, job creation and rehabilitation targets); over‑dependence on tourism revenue; sharp cuts to EPWP job creation (with thousands of jobs at risk); reduced targets for clearing invasive species and rehabilitating wetlands; executive instability (long‑term acting positions, especially CFO/COO); climate adaptation not being fully costed or prioritised The Committee requested a comprehensive written report on flood damage, insurance, fundraising, and repairs; full details of EPWP job losses and mitigation; and a closed‑session briefing on rhino poaching. iSimangaliso Wetland Park Authority (ISPA) focused strongly on: - Commercialisation and tourism concessions to achieve sustainability - Infrastructure renewal to support tourism investment - Community participation, SMMEs and job creation - Maintaining World Heritage Site status Members were concerned about: a contradiction between 100% target achievement and serious infrastructure decay; heavy dependence on partners (especially historic issues with Ezemvelo KZN Wildlife); reduced EPWP funding and cash‑flow constraints; whether commercialisation could undermine conservation; lack of long‑term funding for bulk infrastructure; accountability if partners fail ISPA asked for: support to move from a project model to a fully‑fledged entity; funding for bulk infrastructure; parliamentary backing to unlock long‑term sustainability. State Forestry Company SOC Ltd (SAFCOL) presented its Strategy ’29, focusing on: - Commercial forestry sustainability - Upgrading the Timbadola sawmill - Exiting its Mozambican investment (IFLOMA) - Addressing land claims (57% of land under claim) - Combating large‑scale timber theft (~R39 million loss) Members questioned: ongoing land claim delays; weak enforcement against timber theft; missing or delayed budget details; dependence on external approvals (Industrial Development Corporation, Reserve Bank); balancing profit with community development The Committee supported the mandates of all entities. There was clear concern about shrinking budgets, climate damage and implementation risks. Members pushed hard for measurable impact, not “paper compliance”. Several written submissions and further briefings were formally requested. Oversight will continue, including possible site visits and closed briefings. By 20 May 2026, SANBI will need to submit its flood‑relief and succulent‑poaching plans, and SANParks will need to submit full flood damage report and EPWP impact report.