Page 55 - KZN Film Annual Report 2023/2024
P. 55

 KWAZULU-NATAL FILM COMMISSION
   Programme/activity/objective
 Total Expenditure for the entity (R’000)
  Personnel Expenditure (R’000)
  Personnel exp. as a % of total exp. (R’000)
 No. of employees
 Average personnel cost per employee (R’000)
 Office of the CEO
  11 702
   6 753
   58%
  5
  1 315
  Marketing and Industry Development
  84 750
 16 910
 20%
23
  735
 Finance and Administration
 24 319
  10 847
  45%
 13
 834
 TOTAL
  120 771
   34 510
   29%
  41
  842
   Human Resource Oversight Statistics
 Personnel-related expenditure
The primary goal of the Human Resources Function is to maximize the potential of the employees. HR must lead the way in encouraging high performance by developing, supporting, and enabling employees. With this approach, HR can help KZNFilm build capabilities, create a positive work environment, and become an employer of choice for its valued employees. As a strategic partner to KZNFilm management, HR provides best-practice HR intervention, comprehensive professional support, and efficient service across the entity. This includes managing all aspects of employee engagement related to Talent Acquisition, Performance Management, Skills Development, Employee Wellness, Employee Relations, Legislative Compliance, and Transformation. HR also advises on the best practices for organizational design and development to improve institutional effectiveness.
The biggest challenge has been to ensure that the three business units (Office of the CEO, Marketing and Development, and Marketing and Industry Development) have sufficient staff to deliver on their mandate. Since
Personnel Cost by programme/ activity/ objective
the inception of KZNFilm in 2014, the number of strategic programs has grown, and the establishment of the film cluster has required filling previously unfilled positions to meet the demands of the film industry, which is seeing a significant increase in activities. All strategic programs must be supported by effective administrative business processes that promote good governance, risk management, and compliance with legislated frameworks. However, this priority has proved to be a huge challenge due to the high vacancy rate resulting from the delays in finalizing the merger process with Tourism KwaZulu Natal. Regardless of the high vacancy rate, employees have worked hard to achieve their goals during the financial year.
The delays in finalizing the merger process have had a negative impact on staff motivation and have resulted in increased staff turnover. To address this, a significant focus has been placed on employee wellness and engagement, particularly regarding the progress in the merger process and providing wellness support to staff, especially considering the increased incidence of mental health and financial challenges due to the economic downturn.
    53
ANNUAL REPORT 2023/2024
 


























































   53   54   55   56   57