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AIM

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. AIM.

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  1. Castle Control BoardStrategic Plan FY 2012/13 – 2016/17andAnnual Performance Plan FY 2012/13Presented by Lt Gen J.T. NkonyaneChairperson

  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. 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 SCOPE

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

  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. GOVERNMENT MTSF CCB contributions towards the MTSF Outcomes:

  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 ENVIRONMENT

  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)

  18. STRATEGIC OUTCOME Strategic outcome of the CCB:

  19. STRATEGIC OUTPUTS Strategic Plan FY 2012/13 – 2016/17andAnnual 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 .

  25. CCBRISKS

  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. 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

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