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CASTLE CONTROL BOARD

This presentation provides an overview of the Castle Control Board's strategic plan and performance plan for 2015-2020, including progress on the restoration and maintenance of the Castle of Good Hope and combatting crime. It also emphasizes the alignment with national priorities and the vision to position the Castle as a premier heritage site.

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CASTLE CONTROL BOARD

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  1. CASTLE CONTROL BOARD Presentation of the 2015-2020 Strategic Plan & 2015/16 APP to the Study Group on Defence and Military Veterans, 22 April 2015

  2. AIM OF PRESENTATION Castle Control Board briefing on: its 2015-2020 Strategic Plan and 2015 Performance Plan, a progress report on the restoration and maintenance of the Castle of Good Hope, as well as an update on progress made with the (d) combatting of crime and vagrancy at the (Castle of Good Hope.)

  3. SECTION A: 2015/20 STRATEGIC PLAN Presenter: Board Chairperson, Lt. Gen. (Ret) JT Nkonyane

  4. STRATEGIC CONTEXT CCB: STRATEGIC CONTEXT Rhodes must go ● Xenophobicattacks●Load Shedding ● National Development Plan ●Radical Transformation of SA● Inequality grows ● Unemployment grows Cultural intolerance ● Corrupt cops arrested ● SA’s growth rate down ● UNESCO Listing ● Defence Review● Nkandla ●Eskom Crisis ● Problems at SAA ● Green Scorpions busy● COSATU Crisis ● Castle 350 anniversary ● Castle Renovation ● SA Celebrates 21 Years of Freedom… Castle Control Board

  5. STRATEGIC OVERVIEW In the Board’s latest annual strategic session, the following was emphasized: Legislative mandate: Need to review, amend and reinforce the 1993 Castle Management Act CCB went for complete strategic alignment with national government, DOD, DMV and other partners’ strategic priorities (reflected in APP) Develop and position the Castle as thé premier heritage site with National and UNESCO World Heritage Status The creative, responsible commercialization of the site where each user of the site contributes materially and otherwise. Next year marks the 350 anniversary of the Castle; in the current national context this must be approached with solemnity

  6. VISION & MISSION The Castle of Good Hope shall be a globally significant, truly accessible centre that showcases South Africa's shared heritage.

  7. STRATEGIC OBJECTIVES The Castle Management Act, Act 207 of 1993, stipulates the following objectives: To preserve and protect the military and cultural heritage of the Castle of Good Hope To optimise the tourism potential of the Castle To optimise accessibility to the Castle by the public In line with national requirements, the CCB has included a transversal objective on clean administration and good corporate governance.

  8. STRATEGIC OBJECTIVES As a heritage site protected in terms of the National Heritage Resources Act, Act No 25 of 1999, the Strategic Objectives must also include: Promotion, development and interpretation of the Castle as a place of education and learning Development of the capacity of the Castle to promote understanding, reconciliation and nation-building Agreement with the Department of Defence in terms of the management of the Castle as a defence endowment property

  9. STRATEGIC PRIORITIES: MTSF 2015/20 Asserting the CCB’s leadership role in all matters affecting heritage conservation, tourism and education Strengthening of the human resources component and corporate governance to efficiently and effectively implement the Board’s new vision Protecting and aggressively promoting the CGH’s cultural-historic significance and authenticity Pursuing profitable private and public sector partnerships Fast-tracking the responsible development of the CGH’s tourism potential Enhancing the Castle’s relatively weak public image and brand Move towards a more interactive, customer-driven approach in heritage tourism management.

  10. DYNAMICS IN THE STRATEGIC ENVIRONMENT CCB fully comprehends that Castle is not an island and is affected by global, national and local dynamics e.g. the Rhodes’ statue debate: In June 2014, the responsibility for the CCB was delegated to Deputy Minister Kebby Maphatsoe; since then the Board has embraced his call for the “radical transformation” of all spheres of society One of the most pertinent local matters is the current restoration and maintenance project (update is following) The Board is keen on driving the organization to financial sustainability – completed a Responsible Commercialization Strategy (increase our own revenue) “Bringing People to the Castle and Taking the Castle to the People” – opportunities and challenges The safety, security and well-being of Castle staff, visitors and properties is a critical and serious dynamic that permanently occupies the Board’s attention.

  11. ALIGNMENT WITH NATIONAL STRATEGIC DIRECTIVES The CCB aligned its strategic planning outcomes with the following national policy imperatives: National Development Plan Medium Term Strategic Framework New Growth path Industrial Policy Action Plan National Cost Containment Measures Combatting Corruption and Fraud The SA Defence Review 2014

  12. SECTION B: CCB’S 2015/16 ANNUAL PERFORMANCE PLAN Presenter: CCB CEO, Mr CalvynGilfellan and CFO, Mr MandlaNgewu

  13. PROGRAMME PURPOSE, OUTPUTS& BUDGET

  14. PROGRAMME 1:“Ensure clean, sound administration and good corporate governance”

  15. 1. ADMINISTRATION

  16. PROGRAMME 2:“Ensure the maintenance, preservation, interpretation and showcasing of the history of the Castle”

  17. 2. HERITAGE

  18. PROGRAMME 3:“To maximise the tourism potential of the Castle of Good Hope”

  19. 3. TOURISM

  20. PROGRAMME 4:“To increase public access to the Castle of Good Hope”

  21. 4. PUBLIC ACCESS AND EDUCATION

  22. SECTION C: UPDATE ON THE RESTORATION & MAINTENANCE OF THE CASTLE Presenter: Chief Log, Lt. Gen. IB Mbatha & CalvynGilfellan

  23. CONTEXT: RENOVATION AND CONTESTATION OF HERITAGE

  24. ABRIDGED PROJECT PROFILE Project:Western Cape, Department of Defence, Cape Town, The Castle Refurbishment ProgrammeRef no: WCS NUMBER: 052148 Short Description of project: The restoration of the Castle took place in phases over a period of 32 years and since the completion thereof in the late 1990's, the lack of proper maintenance resulted in the deterioration of the buildings.  The work currently being done at the Castle is in essence repair which implies that no changes will be made to the current form of the structures.  Contractor appointed:GVK – SIYA ZAMA Construction Cape (Pty), 4th December 2014, Level 1 BEE Rating, 8GB (General Building and Specialist in Heritage Buildings CIBD Rating Project Finance:Tender awarded:   R 108 698 724.05 (Incl. 14% VAT) Practical Completion date:3 September 2016 (Est. to 15 December 2016)

  25. PROGRESS TO DATE General percentage completed against time: 16% at 25.03.2015 • Completion Block A1: 57%, on schedule, roof tiles removed, preparations for waterproofing, internal and external repairs and preparation for painting • Completion Block A2: 0% • Completion Block B: 0% • Completion Block C: 0% • Completion Block D: 34%, 3½ weeks behind schedule, roof tiles removed, waterproofing in progress, internal and external repairs and preparation for painting • Completion Block E: 0% • Completion Block F: Groups 7, 6, 5, 8 & 10: 35%, 1 day behind schedule, internal and external repairs and preparation for painting. • Completion Block G: 20%, internal and external repairs and preparation for painting. • Completion Block H: 60%, 2½ weeks ahead of schedule, roof tiles removed, preparations for waterproofing, internal and external repairs and preparation for painting • Externals and bastions: 15%, 2 weeks ahead of schedule, repairs in progress.

  26. SANDF REGIONAL WORKS REGIMENT (WC) BUSY WITH ROUTINE MAINTENANCE WORK AT THE CASTLE ENTRACE, DECEMBER 2014… 7-Year Estimates of Expenditure 2011/12 – 2017/18

  27. SECTION D:UPDATE ON PROGRESS MADE WITH THE COMBATTING OF CRIME AND VAGRANCY Presenter: Chief Log, Lt. Gen. IB Mbatha & CEO, CalvynGilfelan

  28. PROGRESS REPORT ON CRIME & SECURITY CCB SECURITY MEASURES IN CLUDE THE FOLLOWING: • The matter is elevated as a top Risk in our Risk Register • Appointed two roving security officers (MV) • Installed additional cameras in Military Museum • Procured fencing for a more permanent solution to the vagrancy matter • On big event days CCB deploys interns and work with crime prevention in the province and city SANDF SECURITY MEASURES INCLUDE BUT ARE NOT LIMITED TO THE FOLLOWING: • Regular joint operations with the CID to remove the vagrants (who are soon back) • Increased roving patrols of their deployed security platoon (28 members) • Is procuring the Visi-fencing for the radical, permanent solution • Is working with the CCB and CID on the radical transitional solution • Has 24 hours fire and rescue on site • Moves underway for a permanent security team

  29. We thank you for your attention & support…

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