1. CASTLE CONTROL BOARD
Presentation of the 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 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

5. CCB: STRATEGIC CONTEXT
Rhodes must go ● Xenophobic attacks ● 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…
STRATEGIC CONTEXT
Castle Control Board

6. 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

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

8. 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.

9. 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

10. 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.

11. 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.

12. 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

13. SECTION B: CCB’S 2015/16 ANNUAL PERFORMANCE PLAN
Presenter: CCB CEO, Mr Calvyn Gilfellan and CFO, Mr Mandla Ngewu

15. PROGRAMME PURPOSE, OUTPUTS & BUDGET
Castle Control Board: Summarized Programme Information
Programme
Audited outcome
Audited Outcome
Medium-term estimates
2011/12
R’000
2012/13
2013/14
2014/15* (busy)
2015/16
2016/17
2017/18
1. Clean Administration*
1 766
1 711
3 090
4 180
5 091
5 428
5 674
2. Conservation & maintenance of Castle
498
658
203
1 863
1 950
2 020
2 121
3.Tourism promotion 37 58 67 75
130
150
158
4. Public Access & Education 68
107
104
260
330
347
364
Total expense
2 369
2 534
3 464
6 378
7 501
7 945
8 317

16. 2015/16 BUDGET Approved budget Audited Outcome Budget estimate
Revised estimate
Medium-term estimate
R thousand
2013/14
2014/15
2015/16
2016/17
2017/18
Revenue
Non-tax revenue
4 160
3 505
5 771
6 378
7 501
7 945
8 317
Sales by market establishment
3 560
2 633
5 171
5 778
6 901
7 345
7 717
Interest, dividends and rent on land
600
628
Total revenue
Expenses
Current expenses
3 464
Compensation of employees
1 505
1 775
2 472
3 079
3 845
4 128
4 309
Goods and services
2 430
1 625
3 224
3 586
3 752
3 939
Depreciation
225 64 75 70 65 68 –
Total expenses
Surplus/(Deficit) 41

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

18. 1. ADMINISTRATION 5 100 per cent Serial No Outputs
Outputs
Performance indicator
Reporting Period
Annual Target 2015/16
Quarterly Targets with Sources of Verification Noted
1st
2nd
3rd
4th
1.1
Delivery of excellent corporate governance through tight internal controls and world-class administration
Number of corporate governance measures in place i.e. policies, internal controls and other key interventions
Annual 5 1 2
1.2
Delivery of sound financial management and control measures
Percentage of adverse AG findings successfully resolved
100 per cent -
1.3
CCB APP submitted to the Executive Authority with an annual target of 100%
1.4
CCB Annual Report submitted to the Executive Authority with an annual target of 100%

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

20. Quarterly Targets with Sources of Verification Noted
2. HERITAGE
Serial No
Outputs
Performance indicator
Reporting Period
Annual Target 2015/16
Quarterly Targets with Sources of Verification Noted
1st
2nd
3rd
4th a b c d e F g h
2.1
Delivery of a range of projects and services aimed at the enhancement, upkeep and maintenance of the Castle as heritage site
Percentage (per cent) completion of all approved, scheduled repair and maintenance work
Annual
100 per cent
25 per cent
50 per cent
75 per cent
2.2
Delivery of a comprehensive offering of visitor services and experiences
Number of new, innovative heritage projects and programmes
Quarterly 6 1 - 3 2
2.3
Delivery of a range of projects and services aimed at the enhancement, upkeep and maintenance of the Castle as heritage site
Percentage completion of all approved, scheduled logistics and movements during renovations

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

22. Quarterly Targets with Sources of Verification Noted
3. TOURISM
Serial No
Outputs
Performance indicator
Reporting Period
Annual Target 2015/16
Quarterly Targets with Sources of Verification Noted
1st
2nd
3rd
4th a b c d e F g h
3.1
Delivery of a comprehensive variety of services and experiences to visitors aimed to attract more tourists and locals to the Castle
Total number of tourists per annum
Quarterly
30 000
45 000
35 000
42 000
3.2
Total gross tourism revenue per annum
R3.9m R R R

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

24. 4. PUBLIC ACCESS AND EDUCATION
Serial No
Outputs
Performance indicator
Reporting Period
Annual Target 2015/16
Quarterly Targets with Sources of Verification Noted
1st
2nd
3rd
4th a b c d e F g h
4.1
Deliver a series of innovative public events aimed to promote understanding of the Castle as global heritage icon
Year-on-year increase in the number of people reached through positive media coverage as measured by independent monitoring systems*
Quarterly/Annual
10 million
2.5 million
4.2
Delivery of a range of public programmes with SA schools, cultural groups and special community groups
Number of student interns successfully supported and mentored by the CCB at the CGH
Annual 25 -
4.3
Number of successful community, educational and heritage programmes completed
Quarterly 12 3

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

26. CONTEXT: RENOVATION AND CONTESTATION OF HERITAGE

27. ABRIDGED PROJECT PROFILE
Project:  Western Cape, Department of Defence, Cape Town, The Castle Refurbishment Programme Ref no:    WCS NUMBER:
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 (Incl. 14% VAT)
Practical Completion date:   3 September 2016 (Est. to 15 December 2016)

28. PROGRESS TO DATE
General percentage completed against time: 16% at
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.

29. 7-Year Estimates of Expenditure 2011/12 – 2017/18
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

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

31. 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

32. We thank you for your attention & support…