Presentation to the portfolio committee on defence on the castle of good hope annual report 09 10
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Presentation to the PORTFOLIO COMMITTEE ON DEFENCE on the CASTLE of GOOD HOPE ANNUAL REPORT 09/10 PowerPoint PPT Presentation


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Presentation to the PORTFOLIO COMMITTEE ON DEFENCE on the CASTLE of GOOD HOPE ANNUAL REPORT 09/10. 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. SCOPE. Introduction Management Report

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Presentation to the PORTFOLIO COMMITTEE ON DEFENCE on the CASTLE of GOOD HOPE ANNUAL REPORT 09/10

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Presentation to the portfolio committee on defence on the castle of good hope annual report 09 10

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


Presentation to the portfolio committee on defence on the castle of good hope annual report 09 10

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


Scope

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:


Introduction

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


Composition of the ccb

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


Vision

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.


Mission

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.


Management report

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


Management report1

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


Management report2

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


Performance information

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


Performance information1

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


Corporate governance

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


Corporate governance1

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


Corporate governance2

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)


Human resources management

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


Auditor general report

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


Additional questions

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


Additional questions1

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


Additional questions2

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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