1. Castle Control Board Strategic Plan FY 2012/13 – 2016/17 and Annual Performance Plan FY 2012/13 Presented by Lt Gen J.T. Nkonyane Chairperson

2. AIM
The aim of the presentation is to report to the Portfolio Committee on Defence and Military Veterans (PCD&MV) on the Castle Control Board (CCB) Medium-Term Strategic Plan FY 2012/13 – 2016/17 and the Annual Performance Plan FY 2012/13

3. SCOPE
Strategic Plan FY2012/13 – 2016/17 and Annual Performance Plan FY2012/13
Strategic Overview
Strategic Outputs
Annual Performance Plan FY2012/13
Overview of 2012 Budget / MTSF Estimates
Programme Plans

4. STRATEGIC OVERVIEW Strategic Plan FY 2012/13 – 2016/17 and
Annual Performance Plan FY 2012/13

5. VISION
The Castle Control Board strives for the Castle to be a centre of global significance
MISSION
The Castle Control Board is a service orientated public entity, striving to optimise its tourism potential and accessibility to the public and to preserve and to protect its cultural and military heritage

6. VALUES
The CCB strives to contain, manifest and reflect these core values:
Restore and preserve the dignity of the military in society,
Use the Castle as a symbol of how far South Africa has come in reclaiming its history and all its parts,
The Castle is a national asset and will be used as a symbol of ultimate unity, and
To maintain a transformed heritage site accessible

7. LEGISLATIVE MANDATES Legislation Responsibility
Castle Management Act, Act 207 of 1993
Mandated the CCB to govern and manage the Castle on behalf of the MOD&MV
Public Finance Management Act, Act 1 of 1999
Designated the CCB a public entity (Schedule 3A)
Defence Endowment Property and Account Act, Act 33 of 1922
The Castle of Good Hope, as defence endowment property, was transferred to the ‘defence organisations’ for the exclusive use by, and benefit of the SANDF and DOD
National Heritage Resources Act, Act 25 of 1999
The Castle of Good Hope is a declared heritage site and should be managed within the legislative framework

8. SITUATIONAL ANALYSIS
The Castle Management Act stipulates three specific objectives, set as the strategic objectives on which all planning and operations are based:
A preserved and protected military and cultural heritage of the Castle of Good Hope,
Optimised tourism potential of the Castle, and
Optimised accessibility to the Castle by the public.

9. SITUATIONAL ANALYSIS (2)
As a heritage site protected in terms of the National Heritage Resources Act, Act 25 of 1999, the objectives also include:
Promote, develop and interpret the Castle as a place of education and learning,
Develop the capacity of the Castle to promote understanding, reconciliation and nation building, and
Agree with the Department of Defence in terms of the management of the Castle as a Defence Endowment Property

10. SITUATIONAL ANALYSIS (3)
As public entity under the MOD&MV, the CCB strives to incorporate actions to address the strategic issues identified by the Minister:
Self-sustainability of the CCB and the Castle
Successful management and maintenance of the Castle as defence endowment property
Participate in NT asset management reforms
Compliance with statutory legislation
Adopting sound acquisition and procurement principles
Efficient Human Resources/Financial management
Enhancement of educational/social programmes

11. SITUATIONAL ANALYSIS (4)
The ability of the CCB to deliver on the mentioned critical issues is dependant on collaboration with the Department of Defence, other government departments and involved stakeholders
Close relationships exist with stakeholders represented on the CCB, assisting with the execution of the strategic objectives as specified in the Castle Management Act
The CCB will endeavour to strengthen established relationships and seek to develop new relationships in order to support our Executive Authority’s initiatives and priorities

12. CCB contributions towards the MTSF Outcomes:
GOVERNMENT MTSF
CCB contributions towards the MTSF Outcomes:
MTSF Outcomes
CCB Contributions
MTSF Outcome 1:
Improved quality basic education
The CCB endeavours to align the educational programmes presented at the Castle to the Western Cape school curriculum
MTSF Outcome 10:
Environmental assets and natural resources that is well protected and continually enhanced
The CCB, as a heritage site, is maintained, preserved and protected within the legislative framework
MTSF Outcome 12:
An efficient, effective and development orientated public service and an empowered, fair and inclusive citizenship
Focus is placed on service delivery ito the Batho Pele principles therefore rendering a high standard of professional ethics, providing effective service and responding to the public’s enquiries.

13. PERFORMANCE ENVIRONMENT
Human Resources
Staff complement needs to be strengthened in order for the public entity to comply within legislative framework
Research Capability
Infrastructure/Facilities
The fabric of the Castle should be protected bmo continuous maintenance, there is a need to establish a permanent maintenance unit
Stakeholder Relationships
Roles, relationships and responsibilities must be unpacked and formalised as MOUs

14. PERFORMANCE ENVIRONMENT (2)
Corporate Governance
King III Report guided the CCB towards accepting the responsibility of governance
Delivery of the Castle as Heritage Site
Protection of the fabric of the Castle by means of the development of a Conservation Management Plan
Presentation of the Castle as heritage site and premier tourism heritage site

15. PERFORMANCE ENVIRONMENT (3)
Governance and Oversight
Reconstitution of the Board
Establishment and effective implementation of policy
Evaluation and revision of management processes
Effective review on progress according to the Strategic Plan
Sustainability
All revenue generated should be utilised for the management of the Castle. The CCB should act as the nodal point wrt events management

16. ORGANISATIONAL ENVIRONMENT16

17. ORGANISATIONAL ENVIRONMENT (2)
Composition of the Board:
South African National Defence Force (Minister’s representative)
Cape Town Regional Chamber of Commerce and Industry
Iziko Museums of Cape Town
Department of Public Works
South African Heritage Resources Agency
Army Support Base Western Cape
City of Cape Town
South African Tourism Board
Minister of Defence and Military Veterans (2 members)
Western Cape Provincial Legislature
Chief Executive Officer (ex officio member) 17

18. Strategic outcome of the CCB:
Optimum accessibility to the Castle of Good Hope by the general public
Outcome statement
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 protects it’s cultural and military heritage

19. STRATEGIC OUTPUTS
Strategic Plan FY 2012/13 – 2016/17 and Annual Performance Plan FY 2012/13

20. PROGRAMMES
Programme 1: Administration – Compliance to regulatory framework
To ensure effective administrative management in terms of corporate governance and professional competent corporate image towards optimal resources support and public relations.

21. PROGRAMMES (2)
Programme 2: Preservation, interpretation and showcasing of the history of the Castle
To develop the museum and interpretative components of the Castle and its related themes, through continuous research and development projects in order to establish effective exhibitions and strive towards maximum educational outreach. To ensure professional and effective immovable heritage asset management in line with SAHRA guidelines through the establishment of a proper networking platform with role players in terms of maintenance.

22. PROGRAMMES (3)
Programme 3: Maximise the tourism potential of the Castle of Good Hope
To ensure promotion of the Castle as a must-see and vibrant tourist destination accessible to all citizens of South Africa and the world, networking with local and national tourism organizations and utilising suitable opportunities to establish educational and social programmes.

23. PROGRAMMES (4)
Programme 4: Increased public profile and positive perception across all sectors of the community
To ensure the accessibility of the Castle as an attractive and user friendly centre of cultural significance by all sectors of the community and also promoted to the business and corporate community as high profile conference and function venue.

24. STRATEGIC OUTPUTS . OUTPUT 1 Compliance to regulatory framework
Output statement
To ensure that corporate governance issues are addressed in line with the regulatory framework within the functioning of the CCB
OUTPUT 2
Preserved and protected military and cultural heritage site
To ensure that the military and cultural heritage of the Castle of Good Hope is preserved and protected
OUTPUT 3
Optimised tourism potential of the Castle of Good Hope
To ensure that tourism potential of the Castle of Good Hope is optimised
OUTPUT 4
Optimised accessibility to the Castle of Good Hope by the public
To ensure that accessibility to the Castle is optimised .

25. CCB RISKS Enterprise Risk Mitigation Actions
Failure to preserve an protect the military and cultural heritage of the Castle of Good hope
GRAP 103 will be implemented
Regular preventative maintenance is executed
The Board fails to provide strategic leadership and/or neglects to perform their duties
Strategic Plans is in place
Failing to negotiate an appropriate contract for the acquisition of Het Bakhuys assets without adequate planning
The Board manages the acquisition with appropriate planning, co-developed with the appropriate specialist skills

26. OVERVIEW OF 2012 BUDGET / MTEF ESTIMATES
Annual Performance Plan FY 2012/13

27. Expenditure estimates as per programme

28. Expenditure estimates as per programme (continued)

29. Expenditure estimates as per programme (continued)
(*) Compensation of employees do not include the 8 members seconded to Castle Management by DOD. Provision is however made for the appointment of a CEO and CFO as from FY 2011/12.

30. Annual Performance Plan FY 2012/13
PROGRAMME PLANS
Annual Performance Plan FY 2012/13

31. Programme 1: Administration
Programme output annual targets for 2012/13
Programme performance indicators and annual targets for 2012/13

32. Quarterly targets for 2012/13 (Prpgramme 1 continued)
Programme 2: Preservation, interpretation and showcasing of the history of the Castle
Programme output annual targets for 2012/13

33. Programme performance indicators and annual targets for 2012/13 (Programme 2 continued)

34. Quarterly targets for 2012/13 (Programme 2 continued)
(*) The expenditure will depend on the approval of phase 2 of the planned maintenance by DPW and the implementation of a new and improved procurement policy framework for the Castle of Good Hope

35. Programme 3: Maximising the tourism potential of the Castle of Good Hope
Programme output annual targets for 2012/13
Programme performance indicators and annual targets for 2012/13
Quarterly targets for 2012/13

36. Programme 4: Increased public profile and positive perception across all sectors of the community
Programme output annual targets for 2012/13
Programme performance indicators and annual targets for 2012/13
(*) The amount excludes rental from potential tenants and will increase should Het Bakhuys be transferred to the CCB
Quarterly targets for 2012/13

37. QUESTIONS