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Castle of Good Hope Annual Report 09/10 - Presentation to Portfolio Committee on Defence

This presentation provides an overview of the Castle of Good Hope Annual Report for the fiscal year 09/10, including management reports, performance information, corporate governance, HR management, and the A-G report.

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Castle of Good Hope Annual Report 09/10 - Presentation to Portfolio Committee on Defence

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  1. Presentation to thePORTFOLIO COMMITTEE ON DEFENCE on theCASTLE of GOOD HOPEANNUAL REPORT 09/10

  2. AIM The aim of the presentation is to report to the Portfolio Committee on Defence on the Castle of Good Hope Annual Report for the FY 09/10

  3. SCOPE • Introduction • Management Report • Performance Information • Corporate Governance • HR Management • A-G Report • Additional questions The contents of the Annual Report for the year ended 31 March 2010 ito:

  4. INTRODUCTION Annual Report (A/R) is submitted to Parliament on the activities of the Castle Control Board (CCB) according to PFMA (sec 65) Applicable Legislation: Constitution of RSA PFMA Treasury Regulations Castle Management Act (CMA) Defence Endowment and Property Account Act

  5. COMPOSITION OF THE CCB The CCB was established ito the CMA and include the following representatives: DOD ASB Western Cape IZIKO Museums of Cape Town DPW CT Regional Chamber of Commerce and Industry City of Cape Town SA Tourism Board SAHRA Western Cape Provincial Legislature Minister of Defence (2 representatives) Chief Executive Director

  6. VISION The Castle of Good Hope strives to be a centre of global significance that is the epitome of social, cultural and military heritage, accessible to all citizens of South Africa and the world. It will be the centre of national pride for a ‘nation of good hope’, an internationally known and recognised cultural and heritage centre for ubuntu and human rights recognition; and a smooth functioning, self-sustaining ‘must-see’ visitor and learner destination.

  7. MISSION The Castle of Good Hope is a service orientated public entity, striving to optimise its tourism potential and accessibility to the public and to preserve and to protect it’s cultural and military heritage.

  8. MANAGEMENT REPORT Events at the Castle Total of 130 716 visitors to the Castle Daily management supported by stakeholders Facilities Management: Allocation of funding for maintenance remains a challenge Preventative maintenance financed by the CCB ensures further damage to the structure DPW funded the appointment of heritage consultants to do a survey of all roofs

  9. MANAGEMENT REPORT Improvement to non-compliance matters according to a Rectification Plan Composition of the Board Appointment of Executive Director and CFO CCB appointed a Castle Manager and Acting CFO Risk Management Policy Policy developed and implemented

  10. MANAGEMENT REPORT Implementation of recommendations as tabled in a PCD Report Strategic Plan Strategic Plan to be implemented by end of FY10/11 Financial Sustainability Castle Military Museum received Rm12 from the Lottery Board Transfer of Het Bakhuys function and venue hire facility to the CCB in progress International Best Practices Responsible Management of the Castle as a DOD Immovable Military Heritage Asset

  11. PERFORMANCE INFORMATION Highlights The appointment of Mazars as the Internal Auditors of the CCB in September 2009 The CCB in the process of linking performance indicators to the Strategic Plan Challenges Self-sustainability: CCB is exploring additional sources of funding in order to appoint staff and to maintain the Castle

  12. PERFORMANCE INFORMATION Departmental Support SANDF personnel seconded from ASB Western Cape (Rm2.3) CCB Chairperson – Chief Logistics DOD support bmo subsistence and travel allowance Logistics Division personnel support DOD Fin Div plays an advisory role to the CCB ito PFMA requirements Strategic Objectives A/R summarises progress made towards achieving the three strategic objectives

  13. CORPORATE GOVERNANCE Castle Control Board Castle placed under juristic control of CCB Established ito Castle Management Act Held 5 meetings to ensure successful implementation of objectives All vacancies filled on Board with the exception of the Executive Director

  14. CORPORATE GOVERNANCE Policy Development and Implementation Human Resources Management Plan Approved by the CCB Conservation Management Plan Maintenance Plan Specialist conservation consultants appointed by DPW Materiality and Significance Framework 09/10 Approved by the CCB

  15. CORPORATE GOVERNANCE Report of the Audit Committee Audit Committee Charter, Members and Attendance Responsibilities Internal Control Internal Audit Appointment of Mazars Risk Management and other policies Quality of Management Reporting Evaluation of Financial Statements Compliance with General Recognised Accounting Practices (GRAP)

  16. HUMAN RESOURCES MANAGEMENT Statistics and information published ito Chapter 1, Part III J.3 of the Public Service Regulations of 2001 Castle Section – 18 members: 10 remunerated by DOD (SANDF and PSAP) 8 remunerated by CCB (3 Castle Guides, bookkeeper, fin clerk, cashier, assistant and museum assistant) Salaries 10% of Castle’s annual income

  17. AUDITOR-GENERAL REPORT Report on the Financial Statements and Performance Information for the year ended 31 March 2010 Unqualified report by the Auditor-General, highlighting findings ito: Non-compliance with regulatory and reporting requirements Usefulness of reported performance information Planned reported performance targets not specific Non adherence to legislation (PFMA and Treasury Regulations) Internal Control Governance Leadership

  18. ADDITIONAL QUESTIONS Appointment of the Executive Director and CFO These appointments will be made when the CCB is financially self-sustainable Lottery Board Allocation The Castle Military Museum Foundation received Rm12 Efforts to improve visitors to the Castle Special programmes were advertised during the FIFA World Cup Marketing at all schools in the WC

  19. ADDITIONAL QUESTIONS Rectification of non-compliance matters Majority of matters rectified (exception of appointments of the Executive Director and CFO) Preventative maintenance matters Appointment of a part-time specialist contractor on site Public-private partnerships No PPP’s were considered for the year under review

  20. ADDITIONAL QUESTIONS Contingency Plan DOD Log Div analysed the transfer of the Castle to DMV and made recommendations ito personnel, financial implications etc. Fraud Prevention Plan Developed by the CCB and approved after the end of the FY Strategic Plan Strategic Plan will be implemented before the end of the current FY

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