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Castle Control Board Strategic Plan FY 2012/13

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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 ... – PowerPoint PPT presentation

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Title: Castle Control Board Strategic Plan FY 2012/13


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 (PCDMV) 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
2016/17and 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

Legislation Responsibility
Castle Management Act, Act 207 of 1993 Mandated the CCB to govern and manage the Castle on behalf of the MODMV
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 MODMV, 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
    Authoritys initiatives and priorities

12
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 publics 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 ENVIRONMENT
17
ORGANISATIONAL ENVIRONMENT (2)
  • Composition of the Board
  • South African National Defence Force (Ministers
    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

OUTCOME 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 its cultural and military heritage
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
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
Output statement 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
Output statement 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
Output statement 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

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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